Agenda-Item-Number-10-City-Budget-FY-22-23-Discussion — Sebastopol City Council, June 21, 2022 (part 1 of 3)

Agenda Item Number:__10__

CITY OF SEBASTOPOL

CITY COUNCIL

AGENDA ITEM
Meeting Date: June 21, 2022
To: Honorable Mayor and City Councilmembers
From: Budget Committee
Subject: Fiscal Year 2022-23 Proposed Preliminary Operating Budget Recommendation Review and Consider the Proposed Preliminary Budget for Fiscal Year 2022-23, conduct a public hearing, and provide comments and directions to staff on budget allocations for the upcoming fiscal year.

Funding: Currently Budgeted: Yes
Net General Fund Cost:

X No N/A
If Cost to Other Fund(s),
Account Code/Costs authorized in City Approved Budget AK (verified by Administrative Services Department) INTRODUCTION/PURPOSE:

This item is to request that the City Council Review and Consider the Preliminary Operating Budget for Fiscal Year 2022-23, conduct a public hearing, and provide comments and/or direction to staff on budget allocations for the upcoming fiscal year. It is anticipated that this might be a lengthy discussion item, and additional public meetings might be needed after tonight meeting. If needed, the Council has the authority per State Legislation to adopt a resolution prior to June 30, 2022 extending the current Fiscal Year Budget until the next regular City Council Meeting of July 5, 2022 at which time the Council would discuss final approval and adoption of the upcoming Fiscal Year 2022-23 budget. In anticipation of this possibility, a draft resolution is attached that would authorize this extension.

BACKGROUND:

The City is required by law to balance its budget each year. As the Legislative Branch of City government, the City Council is responsible for setting policy direction; enacting, reviewing, and modifying legislation as appropriate; and adopting the annual budget.

The budget is the primary policy document adopted by the City Council each year. It is developed in accordance with the City’s financial management policies and guidelines and reflects the City Council’s goals and objectives and how resources are allocated to achieve these goals. In addition, the budget serves as the annual financial plan, an operational guide and a communication tool. Although adjustments are expected as needs arise, the budget ultimately maps out the City’s activities over the course of the next fiscal year. The budget is monitored throughout the year to determine whether the city is spending more or less than its revenues. The City then makes adjustments to its spending in order to ensure that at the end of the year there are sufficient resources to cover the expenditures and the budget is in balance. This budget utilizes guiding principles to ensure the City operates within its means while allowing for the continuation of existing services, enhances service delivery, and fosters transparency.

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Agenda Item Number:__10__
Budget Process:

The budget process consists of activities that encompass the development, implementation, and evaluation of a plan for the provision of services and capital assets. The process is as follows:

1. Department Heads submit their requested budgets for the upcoming year to the Administrative Services Department;

2. Budget Committee reviews and discusses Department Heads requests with input and recommendations from the CityManager and city staff in publicly held meetings;

3. Budget Committee reviews and discusses the Community Benefit Grant Applications for Non-Profit organizations in publicly held meetings; The BudgetCommittee incorporated their recommendations into the departmental budgets resulting in the comprehensive draft budget that has been provided for full Council deliberations;

4. Budget Committee finalizes and forwards a draft budget to the full City Council for discussion, deliberation, final allocations and adoption.

DISCUSSION:

The Fiscal Year for the City of Sebastopol begins July 1st and ends June 30th. Each year, the City must forecast the revenues it will receive and the expenditures it will incur for the upcoming fiscal year. The resulting official document is known as the Municipal Budget and is a policy document that guides the operations of the City and is also a reflection of the community’s priorities. The annual operating budget is the most significant expression of how City Council policies are translated into daily operations. The City Council sets theoverall policy direction for Sebastopol and helps staff prioritize programs, projects and services to support that direction. Because the City is limited by the amount of resources available, the budget aids City officials in determining which objectives have the highest priority, will meet the greatest needs, and produce the greatest positive impact in the community. The annual budget document serves as a plan for how the monies that comeinto the City of Sebastopol will be spent to operate and maintain the City.

This year, the Budget Committee conducted ten separate public meetings and dedicated a significant amount of hours reviewing the budget details of each department’s proposed budget and conferred with the City Manager and other senior City staff to arrive at a preliminary proposed budget based on departmental information, upcoming plans and past departmental performance.

The presentation of the preliminary draft fiscal year 2022-23 Operating Budget is an opportunity for the City Council and the community to review the proposed budget. The Proposed Operating Budget for the City of Sebastopol represents the City’s proposed financial plan for the upcoming year. The proposed budget responds to the departmental requests, Community Benefit Grant applications, and maintains all core services at their current level. The City’s General Fund reserve, which helps protect against emergencies and economic downturns, remains above the City Council target of minimal 15% to a maximum of 20% of the annual operating budget.

General Fund Overview
Departments within the General Fund provide core community services such as Administrative Services (Finance); Building, Engineering, Fire, Planning, Police, and Public Works, as well as City Administration, to include legal and personnel. These core services are primarily supported by major revenue sources that include property tax, sales tax, transient occupancy tax, and franchise fees.

The FY 2022-23 proposed budget anticipates a fund balance decrease of $156,000 based upon estimated revenues and “transfers in” of $11.45 million less expenditures and “transfers out” of $11.60 million. When this change is applied to the beginning fund balance, the unassigned general fund balance at the end of FY 2022-23 is expected to be $3.50 million which represents 30.6% of related expenditures. For a more in depth of the general fund analysis, please refer to the budget transmittal letter starting on page 1 through 11.

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Agenda Item Number:__10__
Water and Wastewater Funds:

The Water and Wastewater Funds are enterprise funds that account for the water and wastewater services provided to City residents and customers. All activities to maintain these services are accounted for in these funds, including operations, maintenance, billing and collections, administration, financing, and related debt service. The Water & Wastewater Funds’ principal sources of revenue are charges to customers for water consumption, and wastewater collection, and fees related to providing consumers with new water and wastewater services.

The City’s desire to maintain appropriate infrastructure investments and meet sustainability goals is an integral element of the strategic plan. The City continues to evaluate the future operating revenues and expenses and the effect on the utility’s operation.

The utility funds did not experience a significant impact from the Covid-19 pandemic compared to the general fund.

However, the City is expected to continue the implementation of water savings programs during FY 2022-23, in response to drought conditions which could potentially reduce revenues in the water revenue fund.

Enterprise fund revenues for Fiscal Year 2022-23 are estimated at $2,456,000 for the water fund, and $3,414,000 for wastewater. Compared to FY 2021-22 revenue estimates, revenue for the water fund is projected to decrease by $148,000 (5.7%); and revenue for the wastewater fund is projected to decrease by $12,000 (0.4%).

The cause of the overall decrease in revenue estimates for the water and wastewater funds is a decrease in budgeted loss recoveries received in FY 2022-23, partially offset by expected increases in charges for service revenue projections that are consistent with recently implemented rate studies.

Request of City Council Discussion:

As presented to the Council and public, the draft budget assumes a deficit of $156,000. The Budget Committee is recommending that the full Council discuss the City-Wide items listed below as each item would have an impact on the overall budget. The items on this list are not included in the DRAFT Budget. The Budget Committee created the list based on input from the Department Directors and requests the City Council as a whole discuss the Citywide Items List and provide direction to staff. In some instances, the Budget Committee has agreement on recommended amounts for these items. In others, no consensus was reached by the Budget Committee. The Budget Committee’s position, as well as any resulting dollar amounts, are indicated in the Citywide Discussion Item list. The DRAFT budget does not include the financial impact of any of the Citywide Discussion Items. Any expenses on the Citywide Discussion Item list that are approved by the City Council will be additions to the FY 2022-23 budget.

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Agenda Item Number:__10__
Seq.

No Department Account Number Description
FY 2022-23
Requested
Budget
Committee
Recommends
1 City Council 100-10-01-4820 Outreach Worker-Unhoused Committee 75,000 75,000 2 City Council 100-10-01-4820 Relaunch Contiuation 50,000 No
recommendation
3 City Council 124-11-01-4210 Safe Parking 6,000 6,000
4 City Council 100-10-01-4890 M&C Association Clerk Contribution 6,200 6,200 5 Non-Departmental 124-00-00-4999 Pension Transfer 30,000 100,000 6 Planning Department 100-10-01-4820 Grant Writing (Citywide) 60,000 No
recommendation
7 Police Department 100-10-01-4820
PD Staffing Request - 4 positions
*Police Officer (1) - $95,000+$139,000 = $234,000
*Police Technician (1) - $60,500+$54,000 = $114,500
*Police Dispatcher (1) - $72,500+$74,000 = $146,500
*Adminstrative Assistant (1) - $82,000+$69,000 = $151,000 646,000 No
recommendation
8 Fire Department 100-31-02-4330 Cooling Center - 4 events 8,000 8,000 9 Public Works 124-41-06-4213 City Hall Front Counter Extension 25,000 Review Mid-Year 906,200 195,200
1 Police Department 124-11-01-4210
Police 2 Vehicle Replacement - Set Aside from Vehicle
Replacement Reserve 200,000 40,000
2 Fire Department 100-31-02-5100
Fire Engine Future Replacement - Moved to Vehicle
Replacement Reserve 40,000 40,000
Grand Total
City of Sebastopol
Citywide Discussion Items
Set Aside in Vehicle Replacement Fund - Already included in proposed budget

1. Outreach Worker-Unhoused Committee
The Ad Hoc Committee for the Unhoused has proposed renewal of the WCCS Contract for Services for the Unhoused (Outreach Worker), including funding for current services and possible expansion of services as needed. The core elements of the contract for the Outreach Worker are as indicated below. The benefits of the contract in the present fiscal year are reflected in the monthly reports from WCCS, and are confirmed by the Ad Hoc Committee for the Unhoused as beneficial for unhoused and the community at large. • Represent WCCS at relevant meetings:
• Leadership coordination of services:
• Develop relationships with clients and connect them to services:
• Increase citywide understanding of rules and laws:
• Develop a citywide services matrix, including relevant county services, to inform housed and unhoused communities about the type and availability of services. • Partner with City staff and first responders in homeless response:
• Develop volunteer/civic engagement opportunities around homelessness:
• Support Safe Parking efforts
Budget Request: $75,000
Budget Committee Recommendation: Support Request

2. Relaunch Sebastopol Continuation
The Relaunch Committee has proposed that the Relaunch Sebastopol contract be extended through the end of June 2023. The current Relaunch Sebastopol contract end date is March 10, 2022. Extension would allow Agenda Item Number 10
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Agenda Item Number:__10__
Relaunch Sebastopol an additional four months to continue events/marketing/strategies to enhance community and economic vitality for Sebastopol and coordinate a variety of organizations and interests towards a common goal of increased community vitality. The purpose of Relaunch Sebastopol, as well as the results to date, are summarized below:
• Enhance Sebastopol as the welcoming and safe destination with a rich history, abundance of culture and attractions, and a beautiful City to see by foot or bike. • Work collaboratively with the Relaunch Committee, City Staff and volunteers to create a persuasive brand identity and marketing package to key audiences:
o Tourists and visitors looking for a place to visit
o Residents looking for more ways to engage with their town o Businesses looking for a place to relocate
o Existing businesses in Sebastopol
Budget Request: $50,000
Budget Committee Recommendation: No recommendation

3. Safe Parking
The Ad Hoc Committee for the Unhoused has proposed funding for support of oversight of safe overnight parking. Safe overnight parking is a night-time location for those living in cars and similarly sized vehicles to park. The church or other private owner of the parking lot operates the program, selects “parkers” and assigns parking places to each. The vehicular unhoused have their sanitation and safety needs met, and because they are in one spot each night it allows a point of contact for an outreach worker to connect the parkers with mental health, medical, and social services. It is expected that there will be funding needs, to reimburse owners of parking lotsfor costs associated with implementing the safe overnight parking program (increasesin insurance premiums, costs ofsecurity cameras and exterior lighting, modifications to door locks (for access to interior bathrooms), and/or assistance with porta-pottie rentals). This funding request from the Ad Hoc Committee for the Unhoused would provide reimbursement for those expenses.

Budget Request: $6,000
Budget Committee Recommendation: Support Request

4. M&C Association Clerk Contribution
At the May 17, 2022 City Council Meeting, the City Council supported creation of a part-time contract Association Clerk for the Sonoma County Mayors and Councilmembers (M&C) Association and directed the City Manager to budget in the City Council budget a proposed budget for review by the City Council Budget Committee for recommendation of the City’s contribution to the costs, which will be shared amongst all Sonoma County Cities. The part time Association Clerk is intended to provide basic administrative structure to the MCA, including record keeping, hosting of an MCA website, and general coordination and continuity of all functions currently performed by various cities. The part-time Association Clerk is intended to be an independent contractor, who would contract with one of the MCA cities that volunteers to serve as the Fiscal Agent. The Fiscal Agent would be responsible for contracting with the part-time Association Clerk, as well as managing funds for MCA functions. At the June 9th M&C Meeting, the Mayor proposed the City of Sebastopol to serve as the Fiscal Agent to provide for a reduction in costs for the City.

Budget Request: $6,200
Budget Committee Recommendation: Support Request

5. Pension Transfer
Pension liabilities are concerns for governmental entities and it is proposed that the City set aside funding for anticipated increases in funding requirements for retirement. The set-aside amounts are intended to mitigate future CalPERS rate spikes.

Budget Request: $30,000
Budget Committee Recommendation: $100,000
Agenda Item Number 10
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Agenda Item Number:__10__

6. Grant Writer City Wide
The Planning Department, Climate Action Committee, Ad Hoc Committee for the Unhoused, and members of the City Council have requested that funding be allocated for a grant writer. The purpose is to ensure that grant opportunities for the City of Sebastopol are consistently identified and pursued. Grants are a great way for any City department to receive funding beyond the limits of their operational budget. Grants can help bridge the gap between a department’s resources and its needs. Grants are meant to be a solution to evolving community problems when budgets are not able to adjust quickly enough. Grants can help pay for communication equipment, software, or even provide funding for training. Grants can be a boon for cashstrapped local governments agencies looking to expand or maintain their capabilities. City Department Heads have in many instances been very successful in obtaining grant funds to benefit the City. The concern expressed by those advocating for grant writer funding is that without dedicated grant write funding, additional opportunities that will bring fiscal benefits to the City will be lost.

Budget Request: $60,000
Budget Committee Recommendation: No Recommendation

7. Police Department Staffing Increase – Enhancing Service Capacity The Police Department has proposed an expenditure increase of $646,000 for additional staffing. The Police Department is proposing that these additional positions will significantly enhance the baseline service level for core public safety functions. The new positions include one each in the following job classifications:
• One (1 ) Police Officer ($234,000), and
• One (1) Police Technician ($114,500), and
• One (1) Police Dispatcher ($146,500), and
• One (1) Administrative Assistant ($151,000).

Salaries and benefits costs for the new positions are estimated at $646,000 based on current salary pay rates and ranges. These positions have not been reviewed as part of the City Wide Staffing Assessment.

The Police Department has requested that the City Council consider funding these positions regardless of the recommendations of the Staffing Assessment. The Police Department reports that it is experiencing staffing shortages due to vacancies, injuries, leaves for trainings, and vacations that cause shortfalls in minimum staffing and reduce the Department’s ability to deliver police services to the community.

Budget Request: $646,000
Budget Committee Recommendation: No Recommendation

8. Warming/Cooling Centers

9. The Ad Hoc Committee is requesting funding for Warming/Cooling Centers. The rationale for this funding is as follows: Extreme heat is a major public health concern in the United States. The trend of increasing frequency and duration of heat events (“heat waves”) is expected to continue in the future. Exposure to extreme heat can cause a variety of health problems, including heat stroke and even death. The use of cooling centers, a cool site, or airconditioned building designated as a safe location during extreme heat, protects our community from the extreme heat that the City has experienced and will continue to experience. A warming center is a short-term emergency shelter that operates when temperatures or a combination of precipitation, wind chill, wind and temperature become dangerously inclement. Similar to extreme heat experienced in Sebastopol, the City has also experienced cold weather as well. A cooling center helps prevent death or injury from exposure to the elements. A warming center also helps to prevent hypothermia which can be aggravated by factors such as age and homelessness. The funding requested by the Ad Hoc Committee for the Unhoused would be made available for the purchase of needed supplies and reimbursement of direct expenses for up to 4 events during FY 2022-23.

Budget Request: $8,000
Budget Committee Recommendation: Support Request
Agenda Item Number 10
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Agenda Item Number:__10__

10. City Hall Front Counter Expansion:

Staff has been considering what the future holds for the City Hall building where the office has an arguably even more important role and greater motivation in providing learning opportunities, training, and team interactions for new employees. Staff explored for how much space the departments might need in future to accommodate our growing organization. Therefore, it makes sense to expand the front counter to gain more work space.

Budget Request: $25,000
Budget Committee Recommendation: Review During Mid Year Budget Review Process Negotiations and Contract Amendments:

After tonight’s public hearing, staff will take direction from the City Council and return at a future meeting set for July 5th for review and consideration of approval of the FY 2022-23 City Budget.

California law sets out several specific steps that must be followed during the budgeting process. The process must begin far enough in advance that it can be followed and the budget adopted before June 30 of the current fiscal year. Without a budget for the new fiscal period in place, the local government’s authority to spend money or incur obligations expires on June 30. Compliance with Local Budget Law is critical for local governments and a City the City Budget should be approved and adopted by June 30th. However, if the budget is not adopted, the City must adopt a resolution prior to June 30th continuing the previous year's budget into the new fiscal year for a period of less than 60 days. It is anticipated due to the length and discussion of the agenda item, the City Council will not finalize discussion of the Preliminary budget and will not be able to adopt the 2022-23 budget by June 30th. Therefore, accompanying this staff report is a resolution which will continue the current fiscal year budget of 2021-22 into the next fiscal year. If this occurs, the next regularly scheduled City Council meeting to adopt the 2022-23 budget will be held on July 5, 2022.

There is no anticipated fiscal impact related to continuing the fiscal year 2021-22 adjusted budget for 14 days.

If Council takes action to adopt the proposed fiscal year budget on July 5th, the budget effective date will be that same day.

GOALS:

This action supports the following City Council Goals and General Plan Actions:
• Operate City government in a fiscally responsible and responsive manner. • Develop and Implement Sound Financial Management Policies and Procedures • Review the City Council Financial Polices to ensure they meet the needs of the City • Create easy to read documents that educate the public and community on City Finances. • Encourage and increase public awareness of City Policies, decisions, programs and all public processes and meetings
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Agenda Item Number:__10__
PUBLIC COMMENT:

As of the writing of this staff report, the City has not received any public comment. However, staff anticipates receiving public comment from interested parties following the publication and distribution of this staff report.

Such comments will be provided to the City Council as supplemental materials before or at the meeting. In addition, public comments may be offered during the public hearing.

PUBLIC NOTICE:

This item was noticed in accordance with the Ralph M. Brown Act and was available for public viewing and review at least 72 hours prior to schedule meeting date. In addition, a Legal Notice was published on the week of June 13, 2022 as required regarding the public hearing date, time and a brief description.

FISCAL IMPACT:

Funds have been appropriated in the General Governmental Funds, Assessment District, Enterprise Fund and Special Revenue Funds for the proposed FY2022-23 budget.

RECOMMENDATION:

That the City Council Review and Consider the DRAFT Proposed Budget for Fiscal Year 2022-23, conduct a public hearing, and provide comments and/or direction to staff on budget allocations for the upcoming Fiscal Year. Staff would then return with the proposed budget at the next regular City Council Meeting scheduled for July 5th, 2022.

ATTACHMENT(s):

Preliminary FY 2022-23 Full Budget Document
Continuation of FY2021-22 Budget Resolution
Agenda Item Number 10
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RESOLUTION NO________

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEBASTOPOL APPROVING INTERIM EXPENDITURES PRIOR TO ADOPTION OF THE BUDGET FOR FISCAL YEAR 2022-23 ____________________________________________________________________________ WHEREAS, the City currently does not have an annual budget for Fiscal Year 2022-23; and WHEREAS, the City is required to make routine and monthly payment for goods, services and miscellaneous maintenance as necessary to continue day to day operations of the City government; and WHEREAS, it is anticipated that the Fiscal Year 2022-23 Budget will be adopted on July 5, 2022.

NOW, THEREFORE, the City Council of the City of Sebastopol does hereby resolve as follows:

Section 1. City Council of the City of Sebastopol hereby approves interim expenditures of the City of Sebastopol for a period of 60 days prior to the approval of the adoption of the Annual Budget for Fiscal Year 2022-23.

Section 2. The City Manager is authorized to continue City operations, including payroll and purchases of necessity in order to keep the City in operation, in the amount of $2,004,120.

Section 3. That any capital project expenditures be brought before the City Council for approval, excluding annual maintenance projects.

The above and foregoing Resolution was duly passed, approved, and adopted at a meeting by the City Council on the 21st day of June, 2022.

I, the undersigned, hereby certify that the foregoing Resolution was duly adopted by City of Sebastopol City Council following a roll call vote:

VOTE:

Ayes:

Noes:

Absent:

Abstain:

APPROVED:

Mayor Patrick Slayter
ATTEST:

Mary Gourley, Assistant City Manager/City Clerk, MMC

APPROVED AS TO FORM:

Larry McLaughlin, City Attorney
Agenda Item Number 10
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CITY OF SEBASTOPOL
Fiscal Year 2022-2023 Budget
“sebastopol: A World of Good” Mural Courtesy of learn more about the mural at artstart.us Agenda Item Number 10
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Meet the City Council
Patrick Slayter, Mayor
Term Expires - November 2022 Term Expires - November 2024 Term Expires - November 2022 Term Expires - November 2022 Term Expires - November 2024 Neysa Hinton, Vice Mayor
Sarah Glade Gurney Una Glass Diana Rich
Sebastopol
Agenda Item Number 10
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CITY OFFICIALS
City Council:

Patrick Slayter, Mayor
Neysa Hinton, Vice Mayor
Sarah Glade Gurney
Una Glass
Diana Gardner Rich
City Staff:

City Manager | City Attorney………………………………………Lawrence McLaughlin Assistant City Manager | City Clerk ......................................... Mary Gourley Administrative Services Director .................……………………. Ana Kwong Building Official ............…………………………………………… Steve Brown City Engineer ……………………………………………… ............Mario Landeros Fire Chief ...............................................……………………....... William Braga Planning Director ..........................……………………………… Kari Svanstrom Police Chief ..........................................………………………… Kevin Kilgore Public Works Superintendent .................................................. Dante Del Prete Advisory Commissions or Committees:

Planning Commission
Design Review Board
Public Arts Committee
Climate Action Committee
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DRAFT

A- INTRODUCTION
Budget Transmittal Letter 1-11
GFOA Budget Presentation Award 12
Organizational Chart 13-14
Statistics 15
Budget Process 16
Goals and Priorities 17-25
B - GENERAL FUND | TRANSACTION & USE TAX FUND
All Fund Expenditure Allocation 26
Citywide Discussion List 27
Budget at a Glance 28-29
Consolidated General Fund Financial Schedule 30
General Fund Revenues Detailed 31-32
General Fund Transfers 33
General Fund Reserves Categories 34-38

C- DEPARTMENT SUMMARIES
Departmental Budgets
City Council 39-42
City Manager | City Attorney 43-48
Assistant City Manager | City Clerk 49-55
Community Benefit Grant & Sponsorship Policy | Expenditures 56-66 Administrative Services (Finance) 67-73
Planning 74-79
Building 80-84
Engineering | Storm Water 85-91
Fire | Emergency Preparedness 92-100
Police | Animal Control 101-110
Public Works 111-124
Recreation & Community Services (Senior Center | Sebastopol Community Cultuaral Center | Ives Pool) 125-131

D - NON DEPARTMENTAL
Non Departmental Budget 132-133
Debt Service Narrative & Schedules 134-139

E - OTHER NON-MAJOR FUNDS
Other Non-Major Governmental 140-143

F - SPECIAL REVENUE FUND
Special Revenue Fund Narrative 144-147
Special Revenue Fund Summary 148
Gas Tax Fund 149-150
All Other Funds 151-167

G- INTERNAL REVENUE SERVICE FUND
Insurance Fund 168-170

H - ENTERPRISE FUND
Water/Wastewater Narrative 171-172
Water Fund Combined Financial Reporting 173
Water Budget Detail 174-175
Wastewater Fund Combined Financial Reporting 176
Wastewater Budget Detail 177-178

I - ASSESSMENT DISTRICT FUND
Streets Lighting District 179
WoodStone District 180

J - CAPITAL IMPROVEMENT PLAN
Executive Summary -------
CIP Detail -------
FY22-23 Proposed Budget

TABLE OF CONTENTS

THIS SECTION IS AVAILABLE THROUGH A SEPARATE CIP FORMAT Agenda Item Number 10
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DRAFT

TABLE OF CONTENTS

K - FINANCIAL FORECAST & OTHERS
Financial Forecast Summary Graph 181
5-Year Forecast Schedule 182-183
Full Time Equivalent (FTE) Staffing Summary 184-186
Overhead Allocation 187
Cost of Pension & Health Chart 188
City Membership/JPA Listing 189
Appropriations Limit Worksheet 190

L- FINANCIAL POLICY & STATISTICS
Financial Policy 191-198
Purchasing Policy 199-234
Investment Policy 235-237
Capitalization Policy 238-241
Vehicle, Travel & Reimbursement Policy 242-253

M - GLOSSARY
Financial and Budget Terms 254
Fund Structure & Description of Funds 255-258
Budget Adoption & Other Resolutions (N/A) -------
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DRAFT
City Council
Mayor Patrick Slayter
Vice Mayor Neysa Hinton
Una Glass
Sarah Glade Gurney
Diana Rich
City Manager
Larry McLaughlin
[email protected]
Assistant City Manager/City Clerk, MMC
Mary Gourley
[email protected]
June xx, 2022
Mayor, Councilmembers, Residents, Community Organizations and Business Owners, On behalf of the City staff, we are pleased to present to you the DRAFT Fiscal Year 2022/23 Operating and Capital Budget for the City of Sebastopol. The City’s Operating and Capital Budget is a policy document which sets the financial course for the City of Sebastopol and defines the service priorities provided to the community. The draft budget document provides a comprehensive overview of City proposed services and projectsfor the fiscal year that begins July 1st
. The budget identifies the City’s organizational structure and staffing, includes program descriptions and recent accomplishments, provides an overview of the City’s financial condition, and summarizes budget priorities and issues. In accordance with the direction of the City Council, the budgetrepresents an annualspending plan that balances services provided to the community within the limits of available resources.

This budget transmittal letter introduces the Fiscal Year 2022-2023 (FY 2022-23) proposed budget still very much in DRAFT form; describes the financial environment in which it was prepared; and provides a summary description of significant issues that are expected to have a direct financial impact on the FY 2022-23 budget.

Negotiations and Contract Amendments:

As of the writing of this transmittal letter, the City of Sebastopol City Management has been in negotiations with the following employee organizations. The results of these negotiations are unknown at this time. The DRAFT budget does not include the financial impact of these negotiations. It includes no salary or benefit increases. Any increases resulting from the negotiations will need to be additions added to the FY 2022-23 budget. a) Service Employees International Union (SEIU) - Public Works and Administrative b) Sebastopol Police Officers Association (SPOA)
c) Management/Mid Management
d) Amendment to Contract of Employee (Employee: City Manager/City Attorney) e) Amendment to Contract of Employee (Employee: City Clerk) City Wide Staffing Assessment Study
In returning from the 2020 and 2021 COVID-19 shelter-in-place period, and after working through a series of disasters over the previous three years, the City of Sebastopol experienced staffing turnover in key positions, a change in the working style and desire of many of its employees, changes in the kinds and timing of services and information requested by the community, a stronger vocal participation by the community in City affairs and programs, and changing employee demographics. In a desire to fill positions, provide transparency, and serve the community well, the City Council requested a City-wide staffing study to determine optimal levels and types of staffing options for the programs and services provided by the City. The DRAFT study is currently being reviewed and will be presented to the City Council and public at a future City Council meeting. The DRAFT budget does not include the financial impact of any direction the City Council might take based on the Staffing Assessment Study.

Any such increases will need to be additions to the FY 2022-23 budget. The staffing assessment’s purpose included the City’s desire to:
1) Review and analyze the City’s current overall staffing structures. 2) Consider options to align organizational and classification structures with relevant, effective municipal models found in other municipalities with similar demographics and functions 1 Agenda Item Number 10
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DRAFT
3) Respond creatively and agilely to changing demographics and new developments in technology and service delivery methods
4) Receive personnel allocation options to achieve more effective ongoing and future City servicesisto review the organizational structure and staff levels to provide the community City-Wide Discussion Items:

Submitted with this DRAFT Budget is a list of Citywide Discussion Items. The items on this list are not included in the DRAFT Budget. Instead, for a variety of reasons, the Budget Committee brings them before the City Council for discussion and direction. In some instances, the Budget Committee has agreement on recommended amounts for these items. In others, no consensus was reached by the Budget Committee. The Budget Committee’s position, as well as any resulting dollar amounts, are indicated in the Citywide Discussion Item list. The DRAFT budget does not include the financial impact of any of the Citywide Discussion Items. Any expenses on the Citywide Discussion Item list that are approved by the City Council will be additions to the FY 2022-23 budget.

The budget is the primary policy document adopted by the City Council each year. It is developed in accordance with the City’sfinancial management policies and guidelines and reflects the City Council’s goals and objectives and how resources are allocated to achieve these goals. In addition, the budget serves as the annual financial plan, an operational guide and a communication tool. Although adjustments are expected as needs arise, the budget ultimately maps out the City’s activities over the course of the next fiscal year. Overall guiding principles were utilized to develop this budget including ensuring the City operates within its means while allowing for the continuation of existing services, enhances service delivery, and fosters transparency.

A discussion of significant changes in anticipated revenues, expenditures and changes in general fund balance followsthe summary ofsignificant items. A more detailed depiction ofspecific revenue and expendituresisincluded in other sections of the budget document follow this budget letter.

Fiscal Year 2022-2023 Budget Environment:

The arrival of the COVID -19 pandemic and the resulting Shelter-in-Place ordersin March 2020 caused an immediate and dramatic disruption to the community and the local economy, as well as to City of Sebastopol services, processes, initiatives, and programs, but most importantly in terms of the budget, to the City’s fiscal condition. In March 2020, the intense and rapid economic impacts of the COVID-19 pandemic and related emergency response efforts required staff to make a rapid shift into emergency management mode, focusing on resident and employee safety, continuation of essential operations, and community relief support as the local economy went into a near shutdown. The City moved to have some staff working from home and adjusted new communication and business operations for the public. With the uncertainty of the current economy and its continual impacts on our local revenues, the proposed FY 2022-23 budget will be an active “plan” with proactive monitoring and review based on this level of ambiguity and constantly changing information.

This pandemic as well as the most recent natural disaster, such asthe wildfires of 2019, upended our personal lives, as well as impacted the City’s budget, services, and programs. We have persevered, services have continued, and we are slowly returning to some semblance of normalcy. Life may not look like it did before the pandemic began; and that will be reflected in everything we do, including this budget. Due to surging inflation, a dramatic jump in the global price of crude oil and monetary tightening by the Federal Reserve, we are cautiously forecasting the budget as presented for the coming fiscal year. To be clear, this budget is based on the best information available at the time; however today’s health and economic emergencies create unprecedented levels of uncertainty and there are still many unknowns at this time.
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City Response to COVID Impacts:

The City is proud of the tremendous efforts made by staff, residents and local businesses to mitigate the impacts of the COVID-19 pandemic. Although the City remains fiscally conservative, there is much financial uncertainty as we move further into recovery. As we prepare the budget for fiscal year 2022-23, Sebastopol is experiencing an economic recovery compared to the prior two fiscal years that were impeded by shelter in place orders intended to slow the spread of Covid-19 infections within the County of Sonoma. With the reopening of more “normal” business activities, that includes loosened restrictions on gatherings, we look forward to welcoming back visitors to our community and restoring recreational and cultural activities for our residents.

These are unprecedented times in many ways, including for City budgeting. The size, scope, and duration of economic and financial impacts of the pandemic/response are difficult to predict. Although there is no consensus on what the future will bring, our goal as a City government is to provide an informed assessment for use in making financial decisions, to communicate transparently with our community, and to adapt as needed to continue to serve our residents and business within available resources. While it is important to set a course of action, it is equally important to be able to adjust along the way. More than ever before, budgeting is an ongoing process, with an increased frequency and emphasis on monitoring and modification. Although we do not see a full mid-year budget review, it should be noted that the Budget Committee and City staff will be reviewing the impacts to the budget on a continual basis and will provide any future budget impacts as they occur to the City Council for information, review, and direction.

While we move forward with optimism, it will take some time before we can predict revenues with the same degree of certainty that we did prior to the pandemic. The City’stop three revenue sources have historically been property, sales, and transient occupancy taxes. While this will continue to be true for property and sales tax, transient occupancy taxes have been significantly impacted by the lack of travel and the effects of the new norm of the teleworking environment.

The Sebastopol Budget Committee presents a balanced budget in conformance with California State legislation that requires anticipated revenues plus an approved use of fund balance does not exceed appropriations for expenditures. As an integral part of the annual budget development process, the Budget Committee and City Staff performed an annual assessment of long-term financing issues. The longer-term vision assists in providing year-toyear financial stability for the City’s core programs. In short, we are optimistic about a recovery but are aware that it will take time. Patience will be essential.

Summary of Significant Issues Impacting FY 2022-23 Financial Resources:

Intergovernmental Revenue – Covid Relief:

During prior years’ budgets, Sebastopolreceived substantial intergovernmentalrevenuesin relief of damage caused by prior years’ flooding and for economic relief from COVID-19. For FY 22-23, the budget includes $938,000 in intergovernmental revenues, primarily related to COVID-19 relief distributions. This one time funding was used to repay the City for expenses related to the COVID-19 pandemic. This one time intergovernmental revenue is not expected to be recurring beyond FY22-23; so substantial adjustments to program expenditures may be necessary in the near future.

Recovery of Damages – Unauthorized Wire Transfer:

The County of Sonoma’s Investment Pool fund acts as the City’s primary depository. During FY 2021-22, the City of Sebastopol was notified by the County of Sonoma of a fraudulent wire transferred in the amount of $1,200,000 initated by the County’s Treasurer’s office. The City has been working with the County of Sonoma to address repayment of the fraudulent incident. The County of Sonoma paid the City $825,000 as partial reimbursement for 3 Agenda Item Number 10
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damages caused by this fraudulent wire transfer. These funds have been posted back to the City’s account. The city continues to seek, and expects residual balance recovery of the loss in FY22-23. However, due to the nature of loss recoveries, and uncertainty with respect to timing of recoveries, the City does not budget loss recoveries until it is received.

Police Department Staffing Increase – Enhancing Service Capacity The Police Department’s has proposed an expenditure increase of $646,000 for additional staffing. The Police Department is proposing these additional positions will significantly enhance the baseline service level for core public safety functions. The new positions include one each in the job classification of 1 Police Officer, 1 Police Technician, 1 Police Dispatcher, and 1 Administrative Assistant. Salaries and benefits costs for the new positions are estimated at $646,000 based on current salary pay rates and ranges.

Long Term Financial Planning Projects:

City Capital Assets:

The City issued a request for proposals for consulting services to develop a capital asset replacement and management program to include an evaluation of current service capacity of assets and a financial plan for the acquisition and replacement of assets. Due to lack of responsive proposals, it is likely that the study will occur in FY 22-23. There have been relatively modest investments in governmental activities’ capital assets over the last four budget years, and an analysis of capital asset need in relation to service responsibilities is necessary.

Fire Consultant:

The Ad Hoc Fire Committee will be soliciting proposals for Fire Services. This funding was approved in the FY 21- 22 City Budget and will be transferred into the FY 22-23 Budget for services for this proposal. The proposal is to evaluate the following opportunities:
1) regional cooperation, to include consideration of consolidation/JPA/ or contract for Fire Services; 2) cost estimate for update/remodel of Fire Building for 24/7 services; 3) applicable cost to residents through a parcel tax
And designed to determine the potential to achieve the following benefits to the City of Sebastopol community:
o Increased efficiency
o Improved effectiveness
o Enhanced or expanded service(s)
o Cost avoidance(s)
o Coordination of regional planning/consolidation/JPA
o Enhance supervision/training
o Standardization of services and programs
o Potential reduced ISO rating
o Enhancements to future state and federal grant funding.

CalPERS Fund Balance Assignment and Consideration of Section 115 Pension Trust:

One long term issue of particular concern for FY 2022-23 and beyond is the anticipated increases in funding requirements for retirement. During FY 2019-20, the City Council increased the assigned fund balance for retirement by $1,000,000, bringing the total balance assigned for retirement to $2,818,000. The set-aside amounts are intended to mitigate future CalPERS rate spikes. Minimalset aside amounts were due to economic uncertainties and a minimal transfer of $28,000 in FY21-22 was assigned toward the pension reserve fund.

The City should consider creating a Section 115 pension trust to earn higher return on investments than what is earning on City funds, and to gain flexibility for pension funding. State laws impose strict limitations on available 4 Agenda Item Number 10
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investments for cities and counties, while giving pension systems, including section 115 trusts, a much broader scope of available investments. Section 115 trusts are expected to earn approximately 4% higher investment returns than what is expected to be earned by cities and counties funds. Initial funding for the pension trust would be financed by use of the assigned balance that is currently held in the City’s investment pool, with expected earnings of 1 – 2%. Section 115 trusts are structured to earn between 5% and 6%.

There is some concern that use of assigned balances reduces the financial resources available to weather financial crises because section 115 trust assets cannot be returned to the City. However, the pension trust can be used to fund CalPERS payments that would otherwise be funded by the general fund to create a short-term budgetary surplus in the general fund.

Fiscal Goals and Priorities:

The goals and priorities of the City of Sebastopol are an important part of this budget document. The goals, objectives, long-term planning and departmental needs have guided the Budget Committee and City staff in their recommendations for the Fiscal Year 2022-23 budget. A summary of the most financially-significant policy items that impacted budget development follows.

I. Maintain core services to the public as a top priority:
a. This budget provides for “baseline” funding in core areas, including police, fire, roadways, recreation and development services; and funds administrative efforts to make public communications and decision-making transparent and responsive. b. By policy, funding requests that are above a baseline budget (prior years’ minimum operating requirements, contractual obligation plus an inflation factor), will be incorporated in departmental operating budgets based on a cost-to-service benefit analysis. i. For FY 2022-23 the Police Department’s budget includes new personnel, above the prior years’ “baseline” amount. The cost increase is anticipated to generate service benefits for essential public safety programs.
c. Create and charge fair prices for services that are provided on an “as requested” basis, such as planning and development services which are regulated through the user fee schedule. i. For FY 2022-23 the City will conduct a cost of service analysis for the enterprise utilities to ensure an equitable distribution of utility costs across customer types. ii. The City’s cost allocation plan has not been updated since 2000. Therefore, the City will conduct a Cost Allocation Plan study in the FY22-23 to identify the full cost of providing services to the public, whether the City currently charges a fee for those services or could be charging a fee, the City needs to accurate and defensible full-cost Cost Allocation Plan (CAP). The CAP would fairly distribute overhead cost to end-user services, including those services provided to the public. In addition, the CAP will provide detail on the amounts that the General Fund could recover from other funds that receive services from the General Fund. The CAP would foster inclusion within the budget fair and defensible overhead cost recovery transfers from these funds to the General Fund.

II. Create and maintain appropriate operating budgetary surpluses:
a. Anticipated revenues plus beginning fund balances (financing sources) should be higher than appropriations for expenditures plus the policy target for fund balances (financing uses). b. The City’s goal of creating and maintaining fund balances while providing for core services is intended to provide a cushion against uncontrollable spikes in costs or unanticipated short-term drops in revenue.
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c. Planned fund balance uses, besides providing stability when expenses spike or revenues drop, should be limited to taking care of deferred City infrastructure and equipment needs, funding onetime costs to create efficiencies in City programs, and providing pre-funding of longer-term liabilities that will save money in future years.
d. This proposed budget meets the City Council’s fund balance policy and does not fund items above the policy level.

III. Meet the fund balance reserve policies:

This budget proposes to use $156,000 of general fund unassigned balance; and increases ongoing departmental funding for public safety programs to increase service capacity. The June 30, 2023 projected unassigned fund balance represents 28.8% of annual expenditures, and exceeds the policy target of 15%.

If the growth rate of general purpose revenues does not return to pre-pandemic levels, the City may have to consider reductions in ongoing costs in future budgets.

IV. Debt financing is limited to achieving operating efficiencies:
a. Consistent with the City Council’s goal to provide stability for ongoing core service programs, this budget limits debt financing to fund operating and/or program budgets. b. This budget provides additional debt financing to lease equipment for operations. c. Core programs that require significant infrastructure, like Water and Wastewater may use debt financing for significant capital costs due to the long-term nature of the assets and financing plans.

General Fund:

(1) (2) (3)
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
Buildings,
Facilites &
Infrastructure
Reserve
103-00-00-2900
Equipment,
Technology &
Vehicle
Replacement
Reserve
104-00-00-2900
CalPERS
Retirement &
OPEB Reserves
105-00-00-2900
Column
1+2+3
Grand Total
2,938,339 2,938,339 2,938,339 2,938,339 3,500,394 1,009,788 1,221,288 2,818,458 5,049,534 (1,052,433) (387,645) - - - -
562,055 (10,500) (248,067) 28,000 (230,567)
(155,524) (236,200) (78,000) - (314,200)
2,938,339 1,885,906 2,550,694 3,500,394 3,344,869 763,088 895,221 2,846,458 4,504,767 Actual Reserve Level in relation to expenditures 25.6% 16.9% 21.2% 30.6% 28.8% 6.3% 7.4% 23.7% 37.5% Beginning Balance @ 7/1/22
FY21-22 Adopted/Adjusted Budget Addition/(Uses)
General Fund
City Unassigned Reserves @ 6/30/21 (Audited) City Assigned Reserves @ 6/30/21 (Audited) FY21-22 Estimated Actual Addition/(Uses)
FY22-23 Proposed Budget Addition/(Uses)
Total Anticipated Reserve @ 6/30/23
The discussion of significant revenues and expenditure accounts, and methods used to estimate them follows:
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General Fund Revenues:

The recent pandemic has caused uncertainties in revenue estimates, and required the City to be conservative with resource planning. The table below displays the actual general fund revenue for FY 2019-20 and 2020-21 for historical purposes, the latest revised revenue estimates for FY 2021-22, and the recommended revenue budget for FY 2022-23.

On a budget to budget basis, FY 2022-23 revenues are decreased by $188,000 (-1.6%), compared to FY 2021-22 revenue, as reflected in the chart provided below. Most of the decrease is related to reduced loss recoveries. The other significant decrease is in f”transfers in” from other funds that represent general fund reimbursements that are not expected to be repeated to the same extent as they were in the prior fiscal year.

The budget to budget comparison presented in the chart measures the difference between the current budget year’s “final” amounts (FY 21-22) with the revenues included in next year’s budget (FY 22-23). Because revenue estimates are generally increased during the budget year, it is also useful to consider the prior year’s adjusted budget with next year’s proposed budget. The FY 2022-23 proposed budget’s total revenue estimate of $11,449,000 is $188,000, or (1.6%), lower than the FY 2021-22 adjusted budget’srevenue estimate of $11,637,000.

The City expects to receive a second and final Covid relief payment of $900,000 In FY 2022-23 that will not be repeated in subsequent budget years. The first $900,000 payment was received and recorded in FY 2021-22.

The City’s top four revenue categories are property tax, sales tax, hotel occupancy and utility user taxes. Combined property and sales tax collections represent approximately 70% of total general fund revenue.

Property tax is expected to increase by $33,000 on a budget to budget basis, from $3,121,000 to $3,154,000 which represents a “flat” growth rate of 1.1%. It is worth noting that the prior year’s property tax was increased by $290,000 during mid-year budget reports. This account requires a mid-year analysis due to many factors in California law that affects the assessment, collection and distribution of property taxes. Property tax estimates are based on information received from the County of Sonoma Auditor-Controller Treasurer-Tax Collector’s Office, property tax division.

Sales tax is estimated to be $4,958,000; an increase of $411,000 (9.0%) over the FY 2021-22 final budget estimate of $4,547,000. Sales tax estimates are prepared with advice received from an outside sales tax consultant with expertise in sales tax collections and distribution.

Hotel occupancy tax is estimated at $400,000 for FY 2022-23, the same amount as estimated for FY 2021-22.

Occupancy tax collections were heavily impacted by the Covid-19 pandemic. Prior to the Covid-19 pandemic, hotel occupancy tax estimates were $500,000.

Utility user’s tax is estimated at $696,000 for FY 2022-23; and increase of $44,000 (6.9%) over the prior year’s final budget estimate. This tax category has experienced recent growth that may be related to sheltering in place for streaming services, and will be monitored during the budget year. 7 Agenda Item Number 10
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Revenue Summary
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$ Increase
(Decrease) % Change
Property Tax $ 2,820,051 $ 2,850,499 2,821,700 3,120,534 3,120,534 3,153,610 $ 33,076 1.1% Sales Tax $ 3,697,725 $ 4,362,811 3,977,500 4,547,000 4,547,000 4,957,800 $ 410,800 9.0% Use Tax $ 763,643 $ 795,113 742,600 755,700 755,700 817,200 $ 61,500 8.1% Transient Occupancy Tax $ 518,175 $ 402,255 400,000 400,000 400,000 400,000 $ - 0.0% Franchise Fee $ 336,738 $ 363,167 335,500 355,000 370,000 370,000 $ 15,000 4.2% Licenses & Permits $ 449,875 $ 498,475 292,900 347,900 347,900 345,600 $ (2,300) -0.7% Fines & Forfeitures $ 48,171 $ 30,439 35,000 30,000 30,000 13,000 $ (17,000) -56.7% Interest and Rents $ 237,347 $ 8,173 170,500 68,500 68,500 68,500 $ - 0.0% Intergovernmental $ 1,729,540 $ 503,343 938,950 1,018,350 1,018,350 938,950 $ (79,400) -7.8% Charges for Current Services $ 179,196 $ 176,848 128,600 122,600 172,361 124,900 $ 2,300 1.9% Other Revenue $ 555,280 $ 299,831 60,000 60,000 60,000 77,000 $ 17,000 28.3% Other Sources - Ins Reimb $ - $ 819,000 - 251,250 586,250 - $ (251,250) -100.0% Transfer In $ 4,493 $ 107,373 211,000 560,242 520,242 182,500 $ (377,742) -67.4% TOTAL REVENUES $ 11,340,234 $ 11,217,327 10,114,250 11,637,076 11,996,837 11,449,060 $ (188,016) -1.6% General Fund Expenditures:

Overall general fund proposed expenditures reflect a budget to budget decrease of $420,000 (3.5%). The table displayed below provides requested expenditures by department, and “transfers out” for the FY 2022-23 proposed budget.

Expenditures by Department
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$ Increase
(Decrease) % Change
City Council $ 226,256 $ 213,157 $ 448,990 $ 513,070 $ 294,232 $ 348,527 $ (164,543) -32.1% City Manager/Attorney $ 411,604 $ 484,555 $ 354,944 $ 451,744 $ 530,568 $ 439,402 $ (12,342) -2.7% ACM/City Clerk $ 285,483 $ 285,487 $ 313,791 $ 346,142 $ 351,907 $ 376,543 $ 30,401 8.8% Administrative Services $ 180,045 $ 219,679 $ 306,073 $ 342,073 $ 339,898 $ 325,139 $ (16,934) -5.0% Planning $ 467,783 $ 494,465 $ 588,574 $ 588,574 $ 570,266 $ 577,718 $ (10,856) -1.8% Building $ 239,296 $ 206,486 $ 197,510 $ 197,510 $ 197,260 $ 178,908 $ (18,602) -9.4% Police $ 4,831,685 $ 5,308,821 $ 5,112,900 $ 5,167,900 $ 4,821,520 $ 5,340,935 $ 173,035 3.3% Fire $ 965,223 $ 1,087,235 $ 1,265,369 $ 1,614,611 $ 1,601,405 $ 1,299,000 $ (315,611) -19.5% Public Works $ 1,336,565 $ 1,159,490 $ 1,284,027 $ 1,335,477 $ 1,275,347 $ 1,345,985 $ 10,508 0.8% Engineering / Storm Water $ 193,153 $ 255,086 $ 279,846 $ 302,646 $ 292,105 $ 314,315 $ 11,669 3.9% Sr. Ctr/SCCC/Ives Pool $ 568,624 $ 399,882 $ 487,850 $ 633,245 $ 628,475 $ 503,350 $ (129,895) -20.5% Other General Government $ 241,064 $ 247,537 $ 230,699 $ 235,619 $ 235,619 $ 232,962 $ (2,657) -1.1% Debt Service $ 204,670 $ 193,399 $ 175,112 $ 175,112 $ 175,181 $ 261,802 $ 86,690 49.5% Transfer Out $ 2,154,774 $ 113,152 $ 121,000 $ 121,000 $ 121,000 $ 60,000 $ (61,000) -50.4% TOTAL EXPENDITURES $ 12,306,225 $ 10,668,431 $ 11,166,683 $ 12,024,721 $ 11,434,782 $ 11,604,584 $ (420,136) -3.5% Chargeback Services *
Insurance $ 995,150 $ 1,081,028 $ 1,039,100 $ 1,039,100 $ 1,039,100 $ 1,238,010 $ 198,910 19.1% * Allocated across departments
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The Police Department’s expenditure increase of $173,000 (3.3%) is primarily caused by overtime and insurance expenses, plus general inflation increases.

The City Clerk’s budget increased with the costs for the upcoming November 8, 2022 Election. Per Sonoma County Registrar of Voters, the 2022 estimated cost for election of Council Seats only ranging from $12,940 to $38,819.

City staff estimated on an average of the last two elections for the cost of $15,000. This amount has been built into the proposed budget for FY22-23.

The Fire Department experienced a significant decrease of $316,000, (19.5%), that is partially attributed to equipment purchase planned for last budget year that will not be repeated in the proposed budget.

It should be noted that the City and the bargaining units and employee contracts have been in meet and confer meetings and agreements for all units, and that these negotiations have not been finalized. This budget does not include the financial impacts of the results of those negotiations. Other increases which also are built into the budget that the City has no control over are health insurance costs and CalPERS contributions.

Other expected changes in departmental costs and “transfers out” are caused by program changes and grant funded activity. Changes in debt service costs are attributed to the amortization of long-term debt commitments.

The decrease in the cost of recreation program activity is caused by prior year improvement projects that are not expected to be repeated for FY 2022-23.

WATER AND WASTEWATER FUNDS:

The Water and Wastewater Funds are enterprise funds that account for the water and wastewater services provided to City residents and customers. All activitiesto maintain these services are accounted for in these funds, including operations, maintenance, billing and collections, administration, financing, and related debt service. The Water & Wastewater Funds’ principal sources of revenue are charges to customers for water consumption, and wastewater collection, and fees related to providing consumers with new water and wastewater services.

The utility funds did not experience a significant impact from the Covid-19 pandemic, compared to the general fund. However, the City is expected to continue the implementation of water savings programs during FY 2022-23, in response to drought conditions.

Charges for services revenue estimates reflect a $47,000 (2%) increase for the water fund; and a $147,000 (4.5%) increase for the wastewater fund.
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The FY 2022-23 requested enterprise fund operating expenses and transfers out total $3,818,000 for the water fund, and $4,922,000 for the wastewater fund. The FY 2022-23 estimated change in net position is a deficit of $1,362,000 for the water fund and deficit of $1,508,000 for the wastewater fund.

The “deficits” for the budget year reflect an increase in “transfers out” of the enterprise funds. To the extent the “transfers out” are for capital projects that increase the value of enterprise assets, the deficits only reflect the use of cash, as intended in the rate structures, and are a cause for concerns. Therefore, the proposed budget is built in the cost of re-engagement of Willdan Financial Services (Willdan) to complete a water and sewer cost of service study. The primary goal of this study is to develop financial plans to evaluate the adequacy of the current revenue streams to meet ongoing costs and to maintain industry standard financially prudent cash reserves. It is recommended and best practice that the City conduct this study every 5-years to ensure projected revenue is sufficient to fund projected expenses going forward. Assumptions made during the 2018 analysis may change and have a material impact on the assessment of needed revenues. Examples of variables that may change and have a an impact on these assessments include customer usage and discharge patterns, the composition of the City’s customer base, and most recently water conservation initiatives due to drought.

CONCLUSION
These past few years have been unprecedented times that have made it very difficult for City budgeting. The size, scope, and duration of the economic and financial impacts of the pandemic/response were difficult to predict.

Although there is no consensus on what the future will bring, our goal asthe Fiscal Agentfor the City and community of Sebastopol is to provide an informed assessment to you for use in making financial decisions, to communicate transparently with our community, and to adapt as needed to continue to serve our residents and businesses with available resources.

The Fiscal Year 2022-23 budget is a responsible financial plan that will enable the City to continue to provide the community with a full scope of high-quality municipal services and programs. Due to the economic recovery that appearsto be occurring subsequent to the Covid-19 pandemic shelter in place orders, the budget will be monitored closely throughout the year to ensure revenue estimates appropriately reflect economic activity.

We are committed to finding creative and impactful solutions to improve services to our residents and businesses and encourage economic growth in the City. This budget reflects the City of Sebastopol’s commitment to continue to meet our fiscal challenges, while maintaining appropriately responsive service levels.

The Budget Committee would like to recognize all of the City’s employees, both full-time and part-time, and our volunteers, for their continued support and contributions to our City. Their efforts are visible and make our City a better place to work and live.

The City of Sebastopol has received the Government Finance Officers Association (GFOA) Award for Distinguished Budget Presentation for five consecutive years, including the most recent year for which a budget was rated, FY 2021-22. In order to receive the award, local government entities had to satisfy nationally recognized guidelines.

Our City is committed to providing good customer service, develop policies of fiscal responsibility, offer transparency, and continue to improve on our budget.

Without exception, the City’s senior management team continues to recognize the fiscal challenges the City faces, displays incredible leadership and a true sense of teamwork when navigating through challenging issues, and develops budgets which allow them to continue to deliver high quality services. 10 Agenda Item Number 10
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City of Sebastopol Department Directors/Manager
• City Hall Administration - City Attorney | City Manager – Larry McLaughlin • City Hall Administration - Assistant City Manager | City Clerk – Mary Gourley • Administrative Services Department – Administrative Services Director Ana Kwong • Building Department - Building Official - Steve Brown • Engineering Department – City Engineer – Mario Landeros | GHD Toni Bertolero • Fire Department - Fire Chief Bill Braga
• Planning Department - Planning Director Kari Svanstrom • Police Department – Police Chief Kevin Kilgore
• Public Works - Public Works Superintendent Dante Del Prete While we continue on the road to recovery and return to some type of normal, the City will monitor the situation and adjust operating budgets when necessary. The City intends on keeping the City Council and our residents fully informed. We understand that having the latest information and up-to-date data will allow for informed decision making.

Respectfully submitted,
_______________________________ ________________________________ Neysa Hinton – Vice Mayor Diana Rich – Councilmember
_______________________________ ________________________________ Larry McLaughlin Mary Gourley, MMC
City Manager | Attorney Assistant City Manager | City Clerk _______________________________
Ana Kwong
Administrative Services Director
City of Sebastopol Budget Committee Members:

Neysa Hinton, Vice Mayor
Diana Rich, Councilmember
Larry McLaughlin, City Manager | Attorney
Mary Gourley, Assistant City Manager | City Clerk
Ana Kwong, Administrative Services Director
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PRESENTED TO
City of Sebastopol
California
For the Fiscal Year Beginning
July 01, 2021
Executive Director

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
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Citizens of
Sebastopol
FY 2022-23 Proposed Budget
City Organization
City Wide Organization Chart by Function
Council
Meeting
Municipal Code
Public Record
City Council
Larry McLaughlin
City Manager
Larry McLaughlin
City Attorney
Mary Gourley
Assistant City Mgr
City Clerk
Election
Information
Building Official
Steve Brown
Kari Svanstrom
Planning Director
Ana Kwong
Administrative
Services Director
Dante Del Prete
Public Works
Superintendent
Bill Braga
Fire Chief
Kevin Kilgore
Police Chief
Planning
Advance
Planning
Development
Review
Building/Code
Enforcement
Contractor’s
License
Disability
Access
Information
Technology
(Consultant)
Budget
Payroll &
Accounting
Utility
Billing
Human
Resources
(Consultant)
Business
License
Parks Planning
& Development
Consultants
Programs
Consultant
Water
Treatment
Project
Inspection
Services
Wastewater
Collection &
Pumping
Stormwater
Maintenance
Street
Maintenance &
Sidewalk
Engineering
Capital Projects
(Consultants)
Facilities (Park
& Pool)
Maintenance
Fire Protection
Prevention
Investigations
Emergency
Preparedness
EOC
Fire Marshal
Volunteer FF
Recruitment
Retention
Fire Code
Enforcement/
Inspections
Public
Education
Presentations
Crime
Preventions
Investigations
Patrol
Unit
Dispatcher &
Records
Animal
Control
Permit &
Insurance
Processing
Public
Information
Officer
City Engineer
Mario Landeros
GHD | Toni Bertolero
Public
Art
Climate
Action
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DRAFT
Citizens of
Sebastopol
FY 2022-23 Proposed Budget
City Organization
City Wide Organization Chart by FTE
Council
Meeting
Public Record
Municipal
Code
City Council
Larry McLaughlin
City Manager
Larry McLaughlin
City Attorney
Mary Gourley
Assistant City Mgr
City Clerk
Election
Information
Building Official
Steve Brown
Kari Svanstrom
Planning Director
Ana Kwong
Administrative
Services Director
Dante Del Prete
Public Works
Superintendent
Bill Braga
Fire Chief
Kevin Kilgore
Police Chief
Associate
Planner
(1)
Sr. Admin Asst
(1)
Accountant/
I.T & H.R
Consultant
Analyst (Conf)
(1)
Junior
Accountant (1)
Administrative
Technician
(1)
Programs
Consultant
Nate Sutton
PW Asst
Superintendent
Police Techician
(1)
WW/Sanitary
Operator
(1)
Stormwater
Maintenance
Mtn Worker I (2)
Mtn Worker II (3)
Engineering
Capital Projects
(Consultants)
Laborers
(3)
Sr. Admin Asst
(1)
Volunteer FF
(33)
Recruitment
Retention
Sr. Parks/Facilities
Mtn Worker III
(1)
Police Officers
(8)
Records Manager
(1)
Dispatchers
(5)
Water Operator
(1)
Permit &
Admin Asst
Insurance
Processing
(0.50)
Police Lieutenant
(Vacant)
Management
Analyst
(1)
City Engineer
Mario Landeros
GHD | Toni Bertolero
Police Sergeants
(4)
Police Reserves
(6)
PT Mtn Assistant
(2)
14 Agenda Item Number 10
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DRAFT
1902
Council/City Manager
7,745

1.853

2.50 30
1,269
325
14 6.75
11,137
340
2,621
411
775,069

7.5 million
0 - no elevated tanks
3,230,000
2,300
840,000
351
5,765,203
57 2,077,303
Sworn Police Officers
Date of Incorporation
Form of Government
Area in Square Miles
Estimated Population as of January 1, 2020
Fire Protection
Commercial Assessed Valuation
Average Daily Water Consumption (2021)
Ground Storage Capacity (gallons)
Elevated Storage Capactiy (gallons)
Ground Water Production Capacity (gallons per day)
Pump Capacity (gallons per minute)
Waste Water Treatment Capacity (gallons per day)
Residential Assessed Valuation

STATISTICS
Building Permits
Residential Building Permits (2021 Calendar Year)
Commerical Building Permits
Civilian Employees
Calls for Service (2021 Calendar Year)
Adult Arrests (2021 Calendar Year)
Water and Sewer Utility
Active Residential Accounts
Active Commerical Accounts
Number of Full Time Equivalents
Number of Volunteers
Calls for Service (2021 Calendar Year)
Fire Inspections (2021 Calendar Year)
Police Protection
15 Agenda Item Number 10
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DRAFT
Budget Review
end Audit - Fiscal Year
end compliance - Calendar Year
March
-April
December
- July
City of Sebastopol Budget Schedule
Prep Revenue Estimates
Prep Dept Budget Worksheet
Prep CBG Application
Budget Packet Distribution
Solicit Request CBG
Dept submits budgets
Discuss with Dept Heads and CIP Budgets
Present proposed budget to City Council
Public Hearing
Budget Adpotion
End of Year Audit
City Publishes CAFR
City of Sebastopol
Annual Budget
Management
Cycle
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DRAFT
General Plan or SDAT Reference Responsible Department Milestones Progress Comments

1.1 Develop and Implement Sound Financial Management Policies and Procedures Economic Vitality (EV)
Goal EV 7: Maintain a Stable and Self-Sustaining Fiscal Base in Order to Generate the Resources Necessary to Provide
Desired City Services and Support New Growth that is
Consistent with the City’s Values and Goals [Pg.9-8]

1.1.1 Review the City Council Financial Polices to ensure they meet the needs of the City Finance Department On going

1.1.2 Create City Policy to Maintain Operating Reserves and Create Emergency Reserves which complies with the City’s Strategic Plan, provides for optimal staffing levels, minimizes service level reductions, and develops a plan for the General Fund to obtain long-term financial stability Finance Department On going

1.1.3 Evaluate methods to increase City revenues City Budget Subcommittee Review methods during City Budget Process.

Look at revenue such as TOT; single coffee
cup use; recreational marijuana revenues

1.1.4 Create a multiyear City liability and revenue chart showing when tax expire and when debt service items are paid in full showing total and installment payment amounts. Finance Department Budget Review Process. Look at adding new
schedule to the budget

1.2 Develop Private / Public Partnerships

1.2.1 Work with Cittaslow to encourage community services to enhance the economic vitality of the City.

City Manager / Assistant City Manager / City Clerk
*Council Liaison
To be reviewed during budget review process
for upcoming year

1.2.2 Work with local government, agencies and private entities on funding revenue sources for expanded operations and improved facilities for the Sebastopol Library. Council Liaison /Engineering and Public Works Departments

1.2.3 Continue & Conduct efforts to pre-plan opportunity sites and maintain awareness of sites as identified in the General Plan Planning Department

1.3 Develop Appropriate Expenditure of Water and Sewer Funds

1.3.1 Develop programs (such as CARE) and incentives for conservation and coordinate with/promote ongoing community efforts.

Finance Department
/ Council Budget Subcommittee

1.3.2 Continue to inform and educate the community on water conservation efforts and programs. Council Subcommittee / Public Works Ongoing

1.4 Develop potential uses for Village Mobile Home Park

1.4.1 Goal Revised
Develop plan in partnership with outside resources for transition of Village Mobile Home Park to supply affordable housing, low income housing, and community programs and services such as homelessness.

City Subcommittee /Engineering and Public Works
Departments
Work in progress.

Comprehensive inspection completed. Cost
estimate presented to Council subcommittee.

1.4.2 Annexation of Property Planning Department
Annexation and pre-zoning of Railroad Forest
Property approved by Council. Planning
Department processing application with
LAFCO .

City of Sebastopol
Goal 1 - Maintain the long term financial stability and sustainability of the City of Sebastopol and Operate City government in a fiscally responsible and responsive manner Objective of Goal
Defined Action Task Under Goal
As of May 28, 2019
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DRAFT
General Plan or SDAT Reference Responsible Department Milestones Progress Comments City of Sebastopol
Objective of Goal
Defined Action Task Under Goal

2.1 Develop Priorities for Improvement or Construction of Infrastructure Community Services and Facilities (CSF)
~Goal CSF 1: Provide High Quality Community Services,
Facilities, and Infrastructure to All Residents, Businesses, and Visitors in Sebastopol [Pg.4-2]
~Goal CSF 3: Provide an Adequate, Clean, Safe, and
Environmentally Sound Water Supply to All Existing and Future Water Users in Sebastopol [Pg.4-8]
~Goal CSF 4: Provide Adequate Sewer Service Capacity to Serve Existing and Future Demands [Pg.4-9] Conservation and Open Space (COS)
~Goal COS 5: Protect, Manage, and Enhance Groundwater as a Valuable and Limited Shared Resource [Pg.5-8]

2.1.1 Maintain and update the five year rolling capital improvement program list with prioritized projects

2.1.2 Pursue other financial participation from Federal, State and Local agencies such as grants or matching programs. All Departments

2.1.3 Review the City’s Pavement Management Plan and develop long term rehabilitation plans based on expected funded levels. Engineering Department

2.1.4 Develop building maintenance plans for each City Building Public Works Department

2.1.5 Explore the possibility of installing solar on public facilities. Public Works Department

2.1.6 Continue to beautify and enhance the Library and City Hall buildings with the completion of the Library/City Hall Landscape Project City Council Subcommittee/Public Works Department

2.1.7 Explore the concept for a new City Hall and / or new Civic Center Building

2.1.8 Analyze as appropriate, review and remove street signage within the City – sign litter.

2.2 Work to improve traffic circulation and enhance trail, bicycle and pedestrian facilities.

2.2.1 Revise sidewalk repair program - optimize current maintenance techniques and reduce administrative/legal costs

2.2.2 Evaluate and create list of potential sidewalks to be established to provide connectability to the entire community and maintain efforts to eliminate gaps in sidewalks to improve pedestrian amenities Engineering Department/Public Works Department

2.2.3 Continue to explore opportunities for dedicated bicycle and pedestrian thoroughfares within the City Engineering Department

2.2.4 Identify initial funding sources to enable a phase implementation of the bike/pedestrian plan. Engineering Department

2.2.5 Continue the City of Sebastopol’s commitment to the reduction of Greenhouse Gas Emissions Planning Department/City Council Subcommittee

2.3 Work to improve traffic circulation and enhance trail, bicycle, bus and pedestrian facilities.

2.3.1 Work with Caltrans to improve traffic synchronization within the City of Sebastopol. Engineering Department

2.3.2 Work with interested Groups and Citizens in efforts dedicated to Class I Bicycle Routes in the City. Engineering Department

2.3.3 Work with the citizens and Sonoma County Transit to increase the number of bus stops in town and encourage usage by the entire community and address services for the elderly and improvements to bus service and number of bus stops. Engineering Department Goal 2 - Maintain, Improve and Invest in the City’s Infrastructure (Water, Sewer, Streets, Circulation, Parks, Storm Drains and Public Facilities).

As of May 28, 2019
18 Agenda Item Number 10
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DRAFT
General Plan or SDAT Reference Responsible Department Milestones Progress Comments City of Sebastopol
Objective of Goal
Defined Action Task Under Goal

3.1 Investigate the Potential for Purchase of Land for Park Amenities Priority:

Community Services and Facilities (CSF)
~Goal CSF 2: Provide a Diversified and High Quality Public Park and Trail System that Provides Active and Passive
Recreational Opportunities for All Segments of the Community and Provides Enhanced Connectivity between Key Residential, Commercial, and Recreational Areas of the City [Pg.4-4] Conservation and Open Space (COS)
~Goal COS 12: Ensure the Provision and Preservation of
Diverse and Accessible Open Spaces throughout the Sebastopol Planning Area [Pg.5-18]

3.1.1 Research and identify possibilities for access and/or purchase of the former concrete plant on Morris Street for connection to the Laguna de Santa Rosa Planning Department

3.1.2 Research establishment of permanent parklets and pocket parks and grabbing the opportunity when it arises Planning Department

3.2 Work to Enhance the Laguna Preserve

3.2.1 Implement Laguna Preserve Master Plan Public Works Department/Planning Department

3.3 Increase Accessibility to the Laguna and Open Space Areas

3.3.1 Provide, develop and preserve clean, well- maintained and accessible streets and sidewalks, facilities, amenities, parks recreational facilities that are accessible to all

3.3.2 Establish permanent parklets and pocket parks and seize opportunity when it arises. Public Works Department/Planning Department Goal 3 - Maintain, Enhance and Increase Park-land in the City of Sebastopol As of May 28, 2019
19 Agenda Item Number 10
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DRAFT
General Plan or SDAT Reference Responsible Department Milestones Progress Comments City of Sebastopol
Objective of Goal
Defined Action Task Under Goal

4.1 Create a Safe, Healthy and Attractive Environment for Residents and Visitors Circulation (CIR)
~Goal CIR 2: Maintain and Expand a Safe and Efficient
Pedestrian, Bicycle, and Transit Network that Connects
Neighborhoods with Key Destinations to Encourage Travel by Non-Automobile Modes while also Improving Public Health [Pg.3-9]
Community Health and Wellness (CHW)
Chapter 10: Goals CHW 1 thru CHW 6 [Pg.10-1 thru 10-8]

4.1.1 Improve and beatify the downtown plaza to create a people centric space for community events and gatherings Public Works/Engineering and Planning Departments

4.1.2 Perform comprehensive evaluation of current improvements, uses, and access to Ives Park Public Works/Engineering and Planning Departments

4.1.3 Implementation of the Ives Park Master Plan Public Works/Engineering and Planning Departments

4.1.4 Evaluate public commons and land and identify opportunities to enhance benefits to the community Public Works/Engineering and Planning Departments

4.1.5 Establishment of a Parks and Public Space Foundation Planning Department

4.1.6 Explore funding sources for implementation of the Way Finding Sign Program

4.1.7 Completion of the Freedom of Speech area in the downtown plaza

4.2 Create Economic, Cultural and Recreational Opportunities to Maintain the Small Town Character of Sebastopol

4.2.1 Incorporate the priorities of Cittaslow Sebastopol wherever appropriate, and build a cohesive and collaborative community, identified as Peace-town USA All Departments

4.2.2 Foster a Sense of Community by Providing and Encouraging Participation in Community Events, Volunteering, and working with Non Profits to Support Local Events All Departments

4.2.3 Create a walkable downtown that improves connectivity, with emphasis on Main Street to Morris Street for unification Engineering and Public Works Departments Goal 4 - Maintain and Enhance the City of Sebastopol as a Walkable/Bike-able Community and Enhance the City’s Commitment to Promotion of our public’s health by Creating and Participating in City and Community Programs, Services and Policies.

As of May 28, 2019
20 Agenda Item Number 10
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DRAFT
General Plan or SDAT Reference Responsible Department Milestones Progress Comments City of Sebastopol
Objective of Goal
Defined Action Task Under Goal

5.1 Expand and Encourage Community Involvement in the Government Process by Increasing the Public’s Understanding of local Government Operations and Increasing Interaction with Elected Officials
~Community Services and Facilities (CSF)
~Goal CSF 6, Policy CSF 6-1: Continue to maximize public participation in local government actions and maintain excellent levels of City government service. [Pg.4-12]

5.1.1 Enhance the City Website that encourages communication with the City in a user friendly format, easy calendar event scheduling and include potential additional on- line services

5.1.2 Create easy to read documents that educate the public and community on City Finances. All Departments

5.1.3 Conduct Town Hall Meetings on Matters of Interest to the Community as needed. City Council

5.1.4 Enhance the use of the City of Sebastopol Committees, Commission and Board. City Council and Relevant Departments

5.1.5 Engage in outreach to underserved communities to include in community processes.”

5.2 Develop and Encourage a Volunteer Service Program Priority

5.2.1 Promote and enhance utilization of community energy and skills by creating opportunities for volunteer service. Public Works and Planning Departments

5.3 Develop and Implement a Program to evaluate delivery of City Services to Community

5.3.1 Develop community service delivery process and analyze results to evaluate community satisfaction

5.3.2 Maintain Community Outreach Coordinator position to provide professional, educational and publicity material promoting the values of Sebastopol, why Sebastopol is the unique and special place that it is, what it is about Sebastopol and who we are that attracts residents, visitors and businesses who enjoy Sebastopol’s small town character and charm and what the City is doing and why. Review community outreach policies, methodology and messaging.

5.3.3 Encourage and increase public awareness of City Policies, decisions, programs and all public processes and meetings, by investigating effective methods of communication and obtaining feedback from the community. All Departments Goal 5 - Provide Open and Responsive Municipal Government Leadership As of May 28, 2019
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DRAFT
General Plan or SDAT Reference Responsible Department Milestones Progress Comments City of Sebastopol
Objective of Goal
Defined Action Task Under Goal

6.1 Enhance the Mayor, City Council, and manager-employee communication by the continuation of clear communications and direction and enhance positive relations between the City Council, Staff and Public so that all groups. Work together to provide stability and consistency.

Safety (SA)
Chapter 8: Goals SA 1 thru SA 6 [Pg.8-1 thru 8-12]

6.1.1 To analyze the adequacy of fire services and to budget for analysis in order to determine best long term plan for the fire department Fire Department

6.1.2 Implement a City- wide Standard Performance Evaluation System for Employees Goal 6 - Maintain a highly qualified Staff that works to provide services to serve and protect the residents, visitors and business of this community.

As of May 28, 2019
22 Agenda Item Number 10
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DRAFT
General Plan or SDAT Reference Responsible Department Milestones Progress Comments City of Sebastopol
Objective of Goal
Defined Action Task Under Goal

7.1 Complete the General Plan Update by December 2016.
~Entire Sebastopol General Plan [Adopted November 15, 2016] Relates to the Future of Sebastopol

7.1.1 Work with the community to update the City’s General Plan

7.1.2 Establish a sub- committee for the General Plan, incorporating local experts

7.2 Review and establish updated downtown plan, including updating the downtown plan and developing a street scape scheme in Conjunction with Implementation of the new General Plan

7.2.1 Incorporate the Small Town Character values into the City’s land use policies All Departments

7.2.2 Review, evaluate and update the Design Review Guidelines Planning Department

7.2.3 Review of enforcement of City policies and ordinances such as the Telecommunications Ordinance Planning Department
Goal 7 - Provide and Develop a Plan for the Future for the City of Sebastopol with the Implementation of the new General Plan As of May 28, 2019
23 Agenda Item Number 10
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DRAFT
General Plan or SDAT Reference Responsible Department Milestones Progress Comments City of Sebastopol
Objective of Goal
Defined Action Task Under Goal

8.1 Promote the City of Sebastopol as the destination for slow travel, eco-tourism and supporting of bike activities:
~Economic Vitality (EV)
~Goal EV 1: Encourage Economic Development that Broadens the City’s Employment Base, Attracts High-Quality Jobs, Provides Services and Goods that Reflect the City’s Values, and Increases the City’s Tax Base [Pg.9-2]
~Goal EV 3: Protect and Increase the Economic Vitality of the City’s Main Economic Sectors: Downtown and the Northern and Southern Gateways [Pg.9-5]

8.1.1 Develop Programs & Policies to Promote, Attract and Retain Local Businesses. Planning Department

8.1.2 Support a Vibrant, Attractive and Accessible Downtown That Attracts Residents and Visitors thereby creating a Viable Sales Tax Base Planning Department

8.1.3 Promotion of Experience Sebastopol.com to increase visitors to the City All Departments

8.1.4 Identify Businesses wanted in Sebastopol - (Use of City Committees to conduct survey of the community) Planning Department

8.1.5 Encourage new and existing businesses to offer living wage to employees City Council

8.1.6 Review of the Downtown Association District City Council Subcommittee

8.1.7 Research consulting services for inventory, assessment, and management practices of City parking

8.1.8 Provide adequate parking facilities at key locations in the City and ensure ADA compliant parking is distributed in these key locations

8.1.9 Review the City’s policies on parking

8.1.10 Review existing parking lots for potential alternate re- use of those properties Planning Department

8.1.11 Create a list of potential uses that will optimize the use of City Parking Lots Planning Department

8.1.12 Encourage beautification of all parking areas Public Works Department

8.2 Encourage Participation in Regional Events and other County-wide Programs to Capture the Economic Vitality beyond the City Limits

8.2.1 Research possibility of partnerships with various organizations to promote participation in regional events to increase economic vitality Planning Department Goal 8 - Enhance and Maintain the Economic Vitality of the City As of May 28, 2019
24 Agenda Item Number 10
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DRAFT
General Plan or SDAT Reference Responsible Department Milestones Progress Comments City of Sebastopol
Objective of Goal
Defined Action Task Under Goal

9.1 Encouragement of Jobs and Housing in Sebastopol
Housing
Chapter 11: All Goals established under sections A thru I. [Pg.11- 1 thru 11-18]

9.1.1 Encourage Employment Opportunities as well as Housing Opportunities (Need for Assisted living facilities or graduated living facilities) Planning Department

9.1.2 Encourage housing in the downtown core and commercial district to include all stages of life cycles Planning Department

9.1.3 Engage with community on housing issues and suggested review of City policies to facilitate a positive jobs/housing balance Planning Department

9.1.4 Review potential policies to increase requirements for housing in the downtown core Planning Department Goal 9 - Enhance housing opportunities in Sebastopol and, when possible, provide assistance to housing projects.

As of May 28, 2019
25 Agenda Item Number 10
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DRAFT
Department
General
Fund Water Fund Sewer Fund
Special
Revenue
Fund
Assessment
District
ISF + Other
Funds Total
Projected Revenue 11,449,060 2,455,954 3,414,455 1,007,250 128,156 1,238,010 19,692,885 City Council 348,527 33,134 38,656 420,317
City Manager 221,086 54,762 54,762 330,610
City Attorney 218,316 11,865 7,119 237,300
Assistant City Manager/City Clerk 376,543 32,164 28,144 436,850 Administrative Services (Finance) 325,139 486,915 474,101 1,286,155 Planning Department 577,718 31,208 18,725 627,650
Building Inspection 178,908 30,771 30,771 240,450
Engineering Department 236,115 148,254 122,091 506,460
Storm Water Management 78,200 78,200
Fire Services 1,281,000 92,901 1,373,900
Emergency Preparedness 18,000 18,000
Police Services 5,318,835 5,318,835
Animal Control 22,100 22,100
Police SLESF Funding 100,000 100,000
Public Works - Corporation Yard 129,797 265,968 193,935 589,700 Public Works - General Fund Streets 478,500 478,500
Public Works - Parking Lots 451,025 451,025
Public Works - Parks & Landscaping 131,350 131,350
Public Works - Government Buildings 155,313 44,006 44,006 243,325 Public Works - Gas Tax Streets 200,100 200,100
Senior Center 76,825 76,825
Community & Cultural Center 281,300 281,300
Ives Pool 145,225 145,225
Non-Departmental 232,962 25,569 25,569 1,238,010 1,522,110 Debt Service - General Government 261,802 261,802
Transfer Out 60,000 60,000
Water Operations 1,343,950 1,343,950
Water - Debt Service 321,582 321,582
Wastewater Operations 932,900 932,900
Wastewater - Subregional Treatment 1,737,400 1,737,400
Wastewater - Debt Service 199,262 199,262
Transfer to Capital Projects 894,700 1,014,850 2,007,047 3,916,597 Debt Service - Park In Lieu 29,385 29,385
Woodstone Assessment 39,380 39,380
Street Lighting Assessment District 125,500 125,500
Total Expenditures 11,604,584 3,817,748 4,922,292 2,336,532 164,880 1,238,010 24,084,045 Net Budget Result (155,524) (1,361,794) (1,507,837) (1,329,282) (36,724) - (4,391,161) Addition/(Uses) of Reserves (155,524) (1,361,794) (1,507,837) (1,329,282) (36,724) - (4,391,161) Ending Balances - - - - - - -
ALL FUND REVENUE | EXPENDITURE
26 Agenda Item Number 10
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DRAFT
Seq.

No Department Account Number Description
FY 2022-23
Requested
Budget
Committee
Recommends
1 City Council 100-10-01-4820 Outreach Worker-Unhoused Committee 75,000 75,000 2 City Council 100-10-01-4820 Relaunch Contiuation 50,000 No
recommendation
3 City Council 124-11-01-4210 Safe Parking 6,000 6,000
4 City Council 100-10-01-4890 M&C Association Clerk Contribution 6,200 6,200 5 Non-Departmental 124-00-00-4999 Pension Transfer 30,000 100,000 6 Planning Department 100-10-01-4820 Grant Writing (Citywide) 60,000 No
recommendation
7 Police Department 100-10-01-4820
PD Staffing Request - 4 positions
*Police Officer (1) - $95,000+$139,000 = $234,000
*Police Technician (1) - $60,500+$54,000 = $114,500
*Police Dispatcher (1) - $72,500+$74,000 = $146,500
*Adminstrative Assistant (1) - $82,000+$69,000 = $151,000 646,000 No
recommendation
8 Fire Department 100-31-02-4330 Cooling Center - 4 events 8,000 8,000 9 Public Works 124-41-06-4213 City Hall Front Counter Extension 25,000 Review Mid-Year 906,200 195,200
1 Police Department 124-11-01-4210
Police 2 Vehicle Replacement - Set Aside from Vehicle
Replacement Reserve 200,000 40,000
2 Fire Department 100-31-02-5100
Fire Engine Future Replacement - Moved to Vehicle
Replacement Reserve 40,000 40,000
Grand Total
City of Sebastopol
Citywide Discussion List
Set Aside in Vehicle Replacement Fund - Already included in proposed budget 27 Agenda Item Number 10
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DRAFT
2022-23 Proposed General Fund Revenue
Budget at a Glance
Where does the City's Money Come From?
Revenue Summary
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$ Increase
(Decrease) % Change
Property Tax $ 2,820,051 $ 2,850,499 2,821,700 3,120,534 3,120,534 3,153,610 $ 33,076 1.1% Sales Tax $ 3,697,725 $ 4,362,811 3,977,500 4,547,000 4,547,000 4,957,800 $ 410,800 9.0% Use Tax $ 763,643 $ 795,113 742,600 755,700 755,700 817,200 $ 61,500 8.1% Transient Occupancy Tax $ 518,175 $ 402,255 400,000 400,000 400,000 400,000 $ - 0.0% Franchise Fee $ 336,738 $ 363,167 335,500 355,000 370,000 370,000 $ 15,000 4.2% Licenses & Permits $ 449,875 $ 498,475 292,900 347,900 347,900 345,600 $ (2,300) -0.7% Fines & Forfeitures $ 48,171 $ 30,439 35,000 30,000 30,000 13,000 $ (17,000) -56.7% Interest and Rents $ 237,347 $ 8,173 170,500 68,500 68,500 68,500 $ - 0.0% Intergovernmental $ 1,729,540 $ 503,343 938,950 1,018,350 1,018,350 938,950 $ (79,400) -7.8% Charges for Current Services $ 179,196 $ 176,848 128,600 122,600 172,361 124,900 $ 2,300 1.9% Other Revenue $ 555,280 $ 299,831 60,000 60,000 60,000 77,000 $ 17,000 28.3% Other Sources - Ins Reimb $ - $ 819,000 - 251,250 586,250 - $ (251,250) -100.0% Transfer In $ 4,493 $ 107,373 211,000 560,242 520,242 182,500 $ (377,742) -67.4% TOTAL REVENUES $ 11,340,234 $ 11,217,327 10,114,250 11,637,076 11,996,837 11,449,060 $ (188,016) -1.6% Property Tax
$3,153,610
28%
Sales Tax
$4,957,800
43%
Use Tax
$817,200
7%
Transient Occupancy Tax
$400,000
3%
Franchise Fee
$370,000
3%
Licenses & Permits
$345,600
3%
Fines & Forfeitures
$13,000
0% Interest and Rents
$68,500
1%
Intergovernmental
$938,950
8%
Charges for Current Services
$124,900
1%
Other Revenue
$77,000
1%
$-
0%
Transfer In
$182,500
2%
28 Agenda Item Number 10
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DRAFT
Expenditures by Department
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$ Increase
(Decrease) % Change
City Council $ 226,256 $ 213,157 $ 448,990 $ 513,070 $ 294,232 $ 348,527 $ (164,543) -32.1% City Manager/Attorney $ 411,604 $ 484,555 $ 354,944 $ 451,744 $ 530,568 $ 439,402 $ (12,342) -2.7% ACM/City Clerk $ 285,483 $ 285,487 $ 313,791 $ 346,142 $ 351,907 $ 376,543 $ 30,401 8.8% Administrative Services $ 180,045 $ 219,679 $ 306,073 $ 342,073 $ 339,898 $ 325,139 $ (16,934) -5.0% Planning $ 467,783 $ 494,465 $ 588,574 $ 588,574 $ 570,266 $ 577,718 $ (10,856) -1.8% Building $ 239,296 $ 206,486 $ 197,510 $ 197,510 $ 197,260 $ 178,908 $ (18,602) -9.4% Police $ 4,831,685 $ 5,308,821 $ 5,112,900 $ 5,167,900 $ 4,821,520 $ 5,340,935 $ 173,035 3.3% Fire $ 965,223 $ 1,087,235 $ 1,265,369 $ 1,614,611 $ 1,601,405 $ 1,299,000 $ (315,611) -19.5% Public Works $ 1,336,565 $ 1,159,490 $ 1,284,027 $ 1,335,477 $ 1,275,347 $ 1,345,985 $ 10,508 0.8% Engineering / Storm Water $ 193,153 $ 255,086 $ 279,846 $ 302,646 $ 292,105 $ 314,315 $ 11,669 3.9% Sr. Ctr/SCCC/Ives Pool $ 568,624 $ 399,882 $ 487,850 $ 633,245 $ 628,475 $ 503,350 $ (129,895) -20.5% Other General Government $ 241,064 $ 247,537 $ 230,699 $ 235,619 $ 235,619 $ 232,962 $ (2,657) -1.1% Debt Service $ 204,670 $ 193,399 $ 175,112 $ 175,112 $ 175,181 $ 261,802 $ 86,690 49.5% Transfer Out $ 2,154,774 $ 113,152 $ 121,000 $ 121,000 $ 121,000 $ 60,000 $ (61,000) -50.4% TOTAL EXPENDITURES $ 12,306,225 $ 10,668,431 $ 11,166,683 $ 12,024,721 $ 11,434,782 $ 11,604,584 $ (420,136) -3.5% Chargeback Services *
Insurance $ 995,150 $ 1,081,028 $ 1,039,100 $ 1,039,100 $ 1,039,100 $ 1,238,010 $ 198,910 19.1% * Allocated across departments
2022-23 Proposed General Fund Expenditures
Budget at a Glance
How does the City Spend the Money It Receives?
City Council
$348,527
3%
City Manager/Attorney
$439,402
4%
ACM/City Clerk
$376,543
3%
Administrative Services
$325,139
3%
Planning
$577,718
5%
Building
$178,908
2%
Police
$5,340,935
46%
Fire
$1,299,000
11%
Public Works
$1,345,985
12%
Engineering / Storm Water
$314,315
3%
Sr. Ctr/SCCC/Ives Pool
$503,350
4%
Other General Government
$232,962
2%
Debt Service
$261,802
2%
29 Agenda Item Number 10
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DRAFT
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$
Inc/(Dec)
%
Change
$2,781,985 $2,770,952 $2,780,700 $3,070,534 $3,070,534 $3,093,610 $ 23,076 0.8% 38,066 79,547 41,000 50,000 50,000 60,000 10,000 20.0%
3,697,725 4,362,811 3,977,500 4,547,000 4,547,000 4,957,800 410,800 9.0% 763,643 795,113 742,600 755,700 755,700 817,200 61,500 8.1% 518,175 402,255 400,000 400,000 400,000 400,000 - 0.0%
336,738 363,167 335,500 355,000 370,000 370,000 15,000 4.2% 449,875 498,475 292,900 347,900 347,900 345,600 (2,300) -0.7% 48,171 30,439 35,000 30,000 30,000 13,000 (17,000) -56.7% 1,729,540 503,343 938,950 1,018,350 1,018,350 938,950 (79,400) -7.8% 237,347 8,173 170,500 68,500 68,500 68,500 - 0.0%
179,196 176,848 128,600 122,600 172,361 124,900 2,300 1.9% 555,280 299,831 60,000 60,000 60,000 77,000 17,000 28.3% TOTAL 11,335,741 10,290,954 9,903,250 10,825,584 10,890,345 11,266,560 440,976 4.1% $226,256 $213,157 $448,990 $513,070 $294,232 $348,527 $ (164,543) -32.1% 258,082 331,630 208,894 213,694 220,294 221,086 7,392 3.5% 153,522 152,925 146,050 238,050 310,274 218,316 (19,734) -8.3% 285,483 285,487 313,791 346,142 351,907 376,543 30,401 8.8% 180,045 219,679 306,073 342,073 339,898 325,139 (16,934) -5.0% 467,783 494,465 588,574 588,574 570,266 577,718 (10,856) -1.8% 239,296 206,486 197,510 197,510 197,260 178,908 (18,602) -9.4% 4,831,685 5,308,821 5,112,900 5,167,900 4,821,520 5,340,935 173,035 3.3% 965,223 1,087,235 1,265,369 1,614,611 1,601,405 1,299,000 (315,611) -19.5% 1,336,565 1,159,490 1,284,027 1,335,477 1,275,347 1,345,985 10,508 0.8% 193,153 255,086 279,846 302,646 292,105 314,315 11,669 3.9% 568,624 399,882 487,850 633,245 628,475 503,350 (129,895) -20.5% 241,064 247,537 230,699 235,619 235,619 232,962 (2,657) -1.1% TOTAL 9,946,781 10,361,880 10,870,571 11,728,609 11,138,600 11,282,782 (445,827) -3.8% 204,670 193,399 175,112 175,112 175,181 261,802 86,690 49.5% - 819,000 a/b - 251,250 586,250 c- (251,250) -100.0%
204,670 1,012,399 175,112 76,138 411,069 (261,802) (337,940) -443.9% 4,493 107,373 211,000 560,242 520,242 182,500 349,242 62.3% (2,154,774) (113,152) (121,000) (121,000) (121,000) (60,000) - 0.0% TOTAL (2,150,281) (5,779) 90,000 439,242 399,242 122,500 349,242 79.5% 12,306,225 11,487,431 11,166,683 12,024,721 11,434,782 11,604,584 (420,136) -3.5% (965,991) (1,089,104) (1,052,433) (387,645) 562,055 (155,524) 4,993,434 4,027,443 2,938,339 2,938,339 2,938,339 3,500,394 4,027,443 2,938,339 1,885,906 2,550,694 3,500,394 3,344,869 1,845,934 1,723,115 1,675,002 1,803,708 1,715,217 1,740,688

32.7% 25.6% 16.9% 21.2% 30.6% 28.8%
a/b. The total loss of City's fund was $1.2M due to cyber theft. The actual calculation allocates the loss across the general fund ($819K), water ($223K), and wastewater ($158K) funds based on their respective share of cash balances. Recoveries during FY 21-22 will be allocated back to the funds based on their respective percentages shared
c. $875,000 year to date recovery funds through insurance reimbursement. As mentioned previously, recovery is allocated back to funds based on their respective percentages shared
Intergovernmental

CONSOLIDATED GENERAL FUND

FINANCIAL SCHEDULE
Description

OPERATING REVENUE
Property Taxes
Real Property Transfer
Sales Tax
Use Tax
Transient Occupancy Tax
Franchise Fees
Licenses and Permits
Fines & Forfeitures
Police
Interest and Rents
Charges for Current Services
Miscellaneous/Other Income

OPERATING EXPENDITURE
City Council
City Manager
City Attorney
Assistant City Manager | City Clerk
Administrative Services (Finance)
Planning
Building
Transfers Out
Fire
Public Works
Engineering / Storm Water
Sr. Cntr/SCCC / Ives Pool
Non Departmental

OTHER SOURCES/(USES)
Debt Service
Other Sources - Insurance Reimbursement
TOTAL

TRANSFERS IN/(OUT)
Transfers In
Actual Reserve Level

TOTAL OPERATING EXPENDITURES
Net General Fund Surplus/(Deficit)
Beginning Unassigned Fund Balance
Ending Unassigned Fund Balance

RESERVE
Policy Reserve Level (Minimum-15%)
30 Agenda Item Number 10
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DRAFT
Revenue Categories
Account
No.
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$
Inc/(Dec)
%
Change
Taxes
Property Taxes 100-3000 1,506,239 1,548,230 1,581,000 2,183,934 2,183,934 2,227,610 43,676 2.0% Property Taxes (RPTTF) a 100-3001 467,287 384,411 345,000 21,000 21,000 - (21,000) -100.0% Transfer Tax 100-3002 38,066 79,547 41,000 50,000 50,000 60,000 10,000 20.0% Property Tax In-Lieu of VLF 100-3004 808,459 838,311 854,700 865,600 865,600 866,000 400 0.0% Sales Tax - Bradley Burn 100-3010 1,819,956 2,134,401 1,977,500 2,187,000 2,187,000 2,443,200 256,200 11.7% Sales Tax - 1/4 cent 124-3011 622,348 740,161 663,000 787,000 787,000 835,000 48,000 6.1% Sales Tax - 1/2 cent 124-3012 1,255,421 1,488,249 1,337,000 1,573,000 1,573,000 1,679,600 106,600 6.8% Sales Tax - Prop 172 pass thru b 100-3014 87,755 91,860 99,600 100,500 100,500 115,500 15,000 14.9% Utility Users Tax 100-3015 666,765 695,399 637,800 650,000 650,000 694,000 44,000 6.8% Utility Users Tax - AB1717 (Wireless) 100-3016 2,882 2,173 1,700 1,700 1,700 2,000 300 17.6% Vehicle In-Lieu Tax 100-3017 6,241 5,681 3,500 3,500 3,500 5,700 2,200 62.9% Transient Occupancy Tax 100-3020 518,175 402,255 400,000 400,000 400,000 400,000 - 0.0% Garbage Franchise 100-3050 177,953 207,633 177,000 200,000 215,000 215,000 15,000 7.5% PG&E Franchise 100-3051 82,256 84,700 82,000 84,000 84,000 84,000 - 0.0% Cable/Video TV Franchise 100-3052 76,529 70,834 76,500 71,000 71,000 71,000 - 0.0% Total Taxes 8,136,332 8,773,845 8,277,300 9,178,234 9,193,234 9,698,610 520,376 5.7% Licenses and Permits
Business Licenses 100-3101 151,321 136,949 130,000 135,000 135,000 135,000 - 0.0% Building Permits 100-3103 283,714 347,681 150,000 200,000 200,000 200,000 - 0.0% Dog License Fees 100-3104 1,440 2,045 1,500 1,500 1,500 - (1,500) -100.0% RBS Training Fees 100-3107 13,400 11,800 11,400 11,400 11,400 10,600 (800) -7.0% Total Licenses & Permits 449,875 498,475 292,900 347,900 347,900 345,600 (2,300) -0.7% Fines, Forfeits & Penalties
Vehicle / Criminal Code Fines 100-3105 28,822 16,415 20,000 15,000 15,000 8,500 (6,500) -43.3% Parking Violations 100-3106 19,349 14,024 15,000 15,000 15,000 4,500 (10,500) -70.0% Total Fines, Forfeits & Penalties 48,171 30,439 35,000 30,000 30,000 13,000 (17,000) -56.7% Intergovernmental & Grants
State Mandated Cost Reimb. 100-3202 10,996 3,793 3,700 3,700 3,700 4,300 600 16.2% P.O.S.T Reimbursements 100-3203 2,238 1,830 2,400 1,800 1,800 1,800 - 0.0% Casino Mitigation Reimbursements 100-3204 13,189 17,781 15,000 15,000 15,000 15,000 - 0.0% County Grant 100-3206 - 370,000 - 80,000 80,000 - (80,000) -100.0% State Grant 100-3207 1,595,176 109,939 - - - - - 0.0%
Federal Grant 100-3209 107,941 - 917,850 917,850 917,850 917,850 - 0.0% Total Intergovernmental & Grants 1,729,540 503,343 938,950 1,018,350 1,018,350 938,950 (79,400) -7.8% Interest & Rents
Interest Income 100-3300 144,253 (40,245) 110,000 20,000 20,000 20,000 - 0.0% Interest Income 124-3300 46,080 3,015 15,000 3,000 3,000 3,000 - 0.0% Cell Tower Lease Rental 100-3301 40,298 39,962 40,000 40,000 40,000 40,000 - 0.0% City Property Rental - Little League 100-3302 2,611 1,901 2,000 2,000 2,000 2,000 - 0.0% City Property Rental - Parking Space 100-3304 1,105 540 500 500 500 500 - 0.0% City Property Rental - Palm Ave 100-3305 3,000 3,000 3,000 3,000 3,000 3,000 - 0.0% Total Interest & Rents 237,347 8,173 170,500 68,500 68,500 68,500 - 0.0% Charges for Current Services
Park and Plaza Rental Fees 100-3401 16,175 3,275 3,300 3,300 3,300 3,300 - 0.0% Finance Staff Time 100-3405 5,674 7,633 - 7,000 7,000 7,000 - 0.0% Pet Shelter Release Fees 100-3406 3,365 2,215 3,500 2,000 1,800 1,800 (200) -10.0% Building Inspector Fees 100-3421 784 642 - - - - - 0.0% Fire Department Fees 100-3425 52,842 69,256 30,000 30,000 30,000 30,000 - 0.0% Planning Fees 100-3426 27,720 25,563 30,000 25,000 20,000 25,000 - 0.0% Sale of Plans & Specifications 100-3427 615 990 300 300 300 300 - 0.0% Encroachment Permits 100-3441 32,135 47,835 30,000 40,000 40,000 40,000 - 0.0% Grading Permits 100-3442 2,700 650 1,000 500 500 - (500) -100.0% Public Works Services 100-3445 2,774 654 1,500 500 5,887 - (500) -100.0% Police Services 100-3502 25,390 13,835 25,500 10,000 21,850 15,000 5,000 50.0% Police D.U.I. Recovery 100-3503 450 - - - - - - 0.0%
Vehicle Releases 100-3504 4,515 4,300 3,500 4,000 2,910 2,500 (1,500) -37.5% Police Overtime Reimbursement 100-3507 4,057 - - - 2,000 - - 0.0% Other Charges 100-3607 - - - - 36,814 - 0.0%
Total Charges for Current Services 179,196 176,848 128,600 122,600 172,361 124,900 2,300 1.9%

GENERAL FUND REVENUES DETAILED
31 Agenda Item Number 10
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DRAFT
Revenue Categories
Account
No.
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$
Inc/(Dec)
%
Change

GENERAL FUND REVENUES DETAILED
Miscellaneous/Other Income
Planning Publication Sales 100-3800 7 - - - - - - 0.0%
Sale of Surplus Property 100-3801 10,869 - - - - - - 0.0% Insurance Reimbursement 100-3804 224,835 13,050 - 251,250 586,250 - (251,250) -100.0% Miscellaneous Income 100-3805 8,989 9,793 500 500 500 5,000 4,500 900.0% EV Charging Station Income 100-3807 11,258 8,613 - - - 10,000 10,000 0.0% Ives Pool Reimbursement 100-3810 49,022 57,901 59,500 59,500 59,500 62,000 2,500 4.2% Successor Agency Administration 100-3999 250,300 210,474 - - - - - 0.0% Total Miscellaneous/Other Income 555,280 299,831 60,000 311,250 646,250 77,000 251,250 80.7% Subtotal General Fund Revenue 11,335,741 10,290,954 9,903,250 11,076,834 11,476,595 11,266,560 1,173,584 11.9% Transfer In 3999 4,493 107,373 560,242 211,000 211,000 182,500 (28,500) -13.5% Total General Fund Revenue 11,340,234 10,398,327 10,463,492 11,287,834 11,687,595 11,449,060 (238,535) -2.1% a. RPTTF stands for Redevelopment Property Tax Trust Fund b. Prop 172 Pass through is a shift in allocation of local property tax revenues from local government to Educational Revenue Augmentation Funds (ERAFs) to support schools. On November 2, 1993, California voters approved Proposition 172, which established a ½ cent tax to be used to support local public safety purposes negatively impacted by property tax shifts
32 Agenda Item Number 10
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DRAFT
Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$
Inc/(Dec)
OTHER SOURCES (USES):

Transfer in
From Police Grant 107,373 127,000 127,000 127,000 100,000 (27,000) From Vehicle Abatement - 4,000 4,000 4,000 2,500 (1,500) From Vehicle & Buiding Reserve 80,000 429,242 389,242 80,000 (349,242) Subtotal Transfer in - 107,373 211,000 560,242 520,242 182,500 (377,742) Transfer out
To Retirement Fund (1,000,000) - (28,000) (28,000) (28,000) 28,000 To Bldg | Facilities | Infras Fund (466,000) (23,705) - - - - To Capital Project Fund (See Note a.) (688,774) (89,447) (93,000) (93,000) (93,000) (60,000) 33,000 Subtotal Transfer out (2,154,774) (113,152) (121,000) (121,000) (121,000) (60,000) 61,000 TOTAL TRANSFERS (2,154,774) (5,779) 90,000 439,242 399,242 122,500 (316,742)

GENERAL FUND - TRANSFERS
a
. Total FY22-23 of $60K for the following CIP Projects:

Calder Stormwater (0701-34.00) - $25K
Brookhaven & Zimpher Stormwater (0702-51.00) - $35K
a
. Total FY21-22 of $93K to support for the following CIP Projects:

Stormwater - $75K
Pool Outdoor Shower - $18K
33 Agenda Item Number 10
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DRAFT
(1) (2) (3)
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
Buildings,
Facilites &
Infrastructure
Reserve
103-00-00-2900
Equipment,
Technology &
Vehicle
Replacement
Reserve
104-00-00-2900
CalPERS
Retirement &
OPEB Reserves
105-00-00-2900
Column 1+2+3
Grand Total
2,938,339 2,938,339 2,938,339 2,938,339 3,500,394 1,009,788 1,221,288 2,818,458 5,049,534 (1,052,433) (387,645) - - - -
562,055 (10,500) (248,067) 28,000 (230,567)
(155,524) (236,200) (78,000) - (314,200)
2,938,339 1,885,906 2,550,694 3,500,394 3,344,869 763,088 895,221 2,846,458 4,504,767 Actual Reserve Level in relation to expenditures 25.6% 16.9% 21.2% 30.6% 28.8% 6.3% 7.4% 23.7% 37.5% Per City Council's Financial Policy#69 - General Fund
The City's fiscal goal is to maintain annual expenditure increases at a sustainable growth rate, and to limit expenditures to anticipated revenue in order to maintain a balanced budget.

The Council's directed target is to maintain an unassigned fund balance within the range of not less than 15% of annual operating expenditures for the fiscal year with a multi-year goal of achieving a 20% unassigned fund balance level for the reasons noted below. This level of coverage includes General Fund balance amounts specifically assigned for a specific purpose as discussed and defined further below:
* To provide funding to cover approximately 2 months of operating expenses with the goal of achieving three months coverage in a long term * To provide the liquidity to respond to contingent liablities * To adhere to Government Finance Officers Association (GFOA) recommendation that a minimum General Fund unassigned fund balance to be maintained of no less than either 2 months of regular operating revenues or expenditures

GENERAL FUND RESERVES CATEGORIES
Beginning Balance @ 7/1/22
FY21-22 Adopted/Adjusted Budget Addition/(Uses)
General Fund
City Unassigned Reserves @ 6/30/21 (Audited) City Assigned Reserves @ 6/30/21 (Audited) FY21-22 Estimated Actual Addition/(Uses)
FY22-23 Proposed Budget Addition/(Uses)
Total Anticipated Reserve @ 6/30/23
34 Agenda Item Number 10
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DRAFT

DESCRIPTION
2019-20
Actuals
2020-21
Actuals
2021-22
Adpoted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget $Inc/(Dec) % Change

OPERATING REVENUE
Charges for Services - Building $ - $ - $ - $ - 0.00%
Other Income - - - - 0.00%
Interest Earnings - 8,246 - - 2,000 2,000 2,000 0.00%
Transfer In 466,000 - - - 0.00%
TOTAL REVENUE $ 466,000 $ 8,246 $ - $ - $ 2,000 $ 2,000 $ 2,000 0.00%

OPERATING EXPENSES
Police - Building Maintenance - - - - - 0.00%
Public Works - Building Maintenance - - - - - 0.00%
Government Building - Bldg Maintenance (See No 10,500 - 11,000 218,200 218,200 0.00% Senior Cntr - Building Maintenance 14,000 - - - - 0.00% SCCC - Building Maintenance 188,612 23,705 1,500 1,500 1,500 - (1,500) -100.00% Pool- Building Maintenance 49,800 - - 20,000 20,000 0.00% TOTAL OPERATING EXPENSE $ 262,912 $ 23,705 $ 1,500 1,500 12,500 238,200 $ 236,700 15780.00% NET BUDGETARY RESULT $ 203,088 $ (15,459) $ (1,500) $ (1,500) $ (10,500) $ (236,200) $ (234,700) Addition/(Use) of Reserves $ 203,088 $ (15,459) $ (1,500) (1,500) (10,500) (236,200) Beginning Fund Balance (Estimated) $ 762,335 $ 1,025,247 $ 1,025,247 1,023,747 1,009,788 999,288 Ending Fund Balance (Estimated) $ 1,025,247 $ 1,009,788 $ 1,023,747 1,022,247 999,288 763,088

BUILDINGS, FACILITIES & INFRASTRUCTURE RESERVE FUND
35 Agenda Item Number 10
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DRAFT
Detail-Building, Facilities & Infrastructure
Budget Expenditures
Account Number Description
2019-20
Actuals
2020-21
Actuals
2021-22
Adpoted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
103-3202-5100 Police - Building Maintenance - - - - - - 103-4102-5100 Public Works - Building Maintenance - - - - - - 103-4106-5100 Government Building - Bldg Maintenance (See Note a) 10,500 - - - 11,000 218,200 103-4002-5100 Senior Cntr - Building Maintenance 14,000 - - - - - 103-4202-5100 SCCC - Building Maintenance 188,612 23,705 1,500 1,500 1,500 - 103-4302-5100 Pool- Building Maintenance 49,800 - - - - 20,000 TOTAL 262,912 23,705 1,500 1,500 12,500 238,200
Note a.
0213-20.05 Youth Annex ADA Upgrades - $1,500
0214-20.07 Transition Plan ADA Projects - $81,700
0215-22.04 ADA Transition Plan Building Improvements - $30,000 0417-96.00 Ives Pool Exterior Shower - $20,000
0424-22.01 South Main St Parklet - $85,000
36 Agenda Item Number 10
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DRAFT

DESCRIPTION
2019-20
Actuals
2020-21
Actuals
2021-22
Adpoted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget $ Inc/(Dec) % Change

OPERATING REVENUE
Charges for Services - Vehicles $ - $ - $ - $ - $ - 0.00% Other Income 10,000 206,134 205,000 139,175 139,175 - (139,175) -100.00% Interest Earnings 21,730 7,315 - 7,300 2,000 2,000 (5,300) -72.60% Transfer In - - - - - 0.00%
TOTAL REVENUE $ 31,730 $ 213,449 $ 205,000 146,475 141,175 2,000 $ (144,475) -98.63%

OPERATING EXPENSES
Building- Vehicle Purchase $ - $ - $ - - - - $ - 0.00%
Fire - Vehicle Purchase $ - $ - 80,000 429,242 389,242 40,000 (389,242) -90.68% Police - Vehicle Purchase $ - $ - - - - 40,000 40,000 0.00% Public Works - Vehicle Purchase $ - $ - - - - - - 0.00% TOTAL OPERATING EXPENSE $ - $ - $ 80,000 429,242 389,242 80,000 $ (349,242) -81.36% NET BUDGETARY RESULT $ 31,730 $ 213,449 $ 125,000 (282,767) (248,067) (78,000) $ 204,767 Addition/(Use) of Reserves $ 31,730 $ 213,449 $ 125,000 $ (282,767) $ (248,067) $ (78,000) TOTAL BUDGETARY BALANCE $ - $ - -
Beginning Fund Balance (Estimated) $ 976,109 $ 1,007,839 $ 1,221,288 1,221,288 1,221,288 973,221 Ending Fund Balance (Estimated) $ 1,007,839 $ 1,221,288 $ 1,346,288 938,521 973,221 895,221

EQUIPMENT, TECHNOLOGY & VEHICLE RESERVE FUND
37 Agenda Item Number 10
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Detail -Vehicle
Budget Expenditures
Account Number Description
2019-20
Actuals
2020-21
Actuals
2021-22
Adpoted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
104-2202-5100 Building - Vehicle Purchase - - - - - -
104-3102-5100 Fire - Vehicle Purchase a - - 80,000 429,242 389,242 40,000 104-3202-5100 Police - Vehicle Purchase b - - - - - 40,000 104-4202-5100 Public Works - Vehicle Purchase - - - - - - TOTAL - - 80,000 429,242 389,242 80,000
a
Furture Need for Rescue Vehicle Replacement Placeholder a
Furture Need for Police Vehicle Replacement Placeholder 38 Agenda Item Number 10
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CITY COUNCIL
The City of Sebastopol was incorporated in 1902 pursuant to the general laws of California, and therefore is known as a “general law city.”
General Law cities are governed by a council of at least five members, and managed by a city manager, city clerk, city treasurer and any subordinate officers or employees in accordance with the law.

The City of Sebastopol is the five-member policy and legislative authority body of the City. The City of Sebastopol City Council operates under the Council-Manager form of government, with five Council members elected at-large for staggered four year terms. The City Council, through the administrative authority of the City Manager, is responsible for the operation of the City, by setting policies and adopting City-wide goals and priorities. The City Council formulates policies in the form of motions, resolutions, and ordinances which reflect the best interests, needs and priorities for the citizens and businesses of Sebastopol as well as the visitors to the City of Sebastopol. The City Council budget reflects the costs associated with supporting the Council’s activities and providing for the operations of the City. The City Council appoints the City Manager, the City Attorney, and the City Clerk, who report directly to the City Council. The City Council also appoints the members of the City’s advisory commissions and committees. The City Council meets twice a month in regular session, conducts special meetings and study sessions as needed, and attends regional coordination meetings with other local government agencies. The City Council also conducts Town Hall Meetings on matters of interest to the citizens of Sebastopol. 39 Agenda Item Number 10
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REVENUE SOURCES | CONTRIBUTIONS
Adopted
Funding
2021-22
Adjusted
Funding
2021-22
Estimated
Funding
2021-22
Proposed
Funding
2022-23
Intergovernmental Grant - County $ - $ 80,000 $ 80,000 $ - Water Fund 37,669 36,709 34,465 33,134
Sewer Fund 43,947 42,827 40,209 38,656
General Fund 448,990 433,070 214,232 348,527
TOTAL REVENUE 530,605 512,605 288,905 420,317

EXPENSE
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$ Incr /
(Decr)
% Incr /
(Decr)
Salaries & Benefits a 55,491 55,276 70,200 70,200 51,500 52,492 (17,708) -25.2% Contracted Services 17,979 51,338 60,000 60,000 60,000 57,500 (2,500) -4.2% Advertising/Legal Publications 6,165 13,793 10,000 10,000 10,000 10,000 - 0.0% Services & Supplies 8,285 2,736 8,000 8,000 8,000 4,700 (3,300) -41.3% Equipment Rental 4,167 4,706 4,700 4,700 4,700 4,700 - 0.0% Telecommunications 7,228 7,920 10,200 10,200 10,200 9,800 (400) -3.9% Training / Meetings / Travels 10,655 1,670 11,000 11,000 11,000 11,500 500 4.5% Dues & Subscriptions 26,130 24,682 27,545 19,545 19,545 12,350 (7,195) -36.8% Allocated Insurance 14,372 15,042 14,800 14,800 14,800 15,900 1,100 7.4% Council Objectives 2,000 2,250 2,500 2,500 2,500 2,500 - 0.0% Community Benefit Grant Supports 93,890 93,950 99,660 99,660 99,660 99,375 (285) -0.3% Other Community Supports 40,135 9,646 212,000 282,000 77,000 139,500 (142,500) -50.5% TOTAL EXPENSE $ 286,496 $ 283,009 $ 530,605 $ 592,605 $ 368,905 $ 420,317 $ (172,288) -29.1% a Salaries: Includes stipend pay, Benefits: Includes health, dental, vision, medicare, life insurance

SUMMARY - CITY COUNCIL
Salaries/Benefits
$70,200
12%
Council
Objectives
2,500
1%
Community Supports
381,660
64%
Other Services
& Supplies
138,245
23%
City Council Expenditures
General Fund
508,370
86%
T&U User Tax
Fund
4,700
1%
Water Fund
36,709
6%
Sewer Fund
42,827
7%
Cost Allocation
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Detail - City Council
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comments
100-1001-4010 Salaries - Full Time 1 18,093 18,300 18,000 18,000 18,000 18,000 100-1001-4011 Salaries - Part Time 1 - - - - - -
100-1001-4100 Benefits 2 27,728 26,323 35,400 35,400 16,700 10,100 100-1001-4101 Health in lieu 9,670 10,653 16,800 16,800 16,800 24,392 100-1001-4210 Contract Services 14,587 51,338 60,000 60,000 60,000 54,000 See Item#1 100-1001-4212 Technology Maintenance 3,392 - - - - 3,500 See Item#2 100-1001-4250 Advertising/Legal Publications 6,165 13,793 10,000 10,000 10,000 10,000 See Item#3 100-1001-4310 Office Supplies 1,346 460 5,000 5,000 5,000 1,700 See Item#4 100-1001-4330 Misc. Supplies & Services 6,939 2,276 3,000 3,000 3,000 3,000 See Item#5 100-1001-4345 Dues / Subscriptions 26,130 24,682 27,545 19,545 19,545 12,350 See Item#6 100-1001-4510 Conference & Training 6,679 1,670 5,000 5,000 5,000 5,500 See Item#7 100-1001-4515 Meetings & Travel 3,976 - 6,000 6,000 6,000 6,000 See Item#8 100-1001-4750 Telecommunications 7,228 7,920 10,200 10,200 10,200 9,800 See Item#9 100-1001-4800 Council Approved Initiatives 2,000 2,250 2,500 2,500 2,500 2,500 100-1001-4820 Community Benefit Grants Support 93,890 93,950 99,660 99,660 99,660 99,375 100-1001-4996 Allocated Liability Insurance 12,672 13,315 13,200 13,200 13,200 14,000 100-1001-4997 Allocated Workers' Comp Insurance 1,700 1,727 1,600 1,600 1,600 1,900 Total Operation 242,195 268,657 313,905 305,905 287,205 276,117 100-1001-4210 Community Outreach 3 1,373 - 5,000 5,000 1,000 1,000 100-1001-4210 Library/City Hall Landscaping 7,909 - 7,000 7,000 - 7,000 100-1001-4890 Other Community Support 30,853 9,646 200,000 270,000 76,000 131,500 See Item#10 - $75K Total Council Objectives 40,135 9,646 212,000 282,000 77,000 139,500 124-1001-4375 Equipment Rental (Photocopier Lease) 4,167 4,706 4,700 4,700 4,700 4,700 TOTAL DEPARTMENT 286,496 283,009 530,605 592,605 368,905 420,317 100-1001-3998 G&A - Water Fund Allocation - 12% (27,803) (32,238) (37,669) (36,709) (34,465) (33,134) 12% 100-1001-3998 G&A - Sewer Fund Allocation - 14% (32,437) (37,614) (43,947) (42,827) (40,209) (38,656) 14% General Fund Cost Allocation - 74% 222,089 208,451 444,290 508,370 289,532 343,827 1 Salaries: Includes stipend pay
2 Benefits: Includes health, dental, vision, medicare, life insurance 3 Cost for this item is to fund outreach special projects

5.00 5.00 5.00 5.00 5.00 5.00

5.00 5.00 5.00 5.00 5.00 5.00
General Fund FTE
Total FTE
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Budget Detail
City Council Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
1 100-1001-4210 Contract Services 54,000 60,000
Videographer 30,000 24,000
Closed Caption Service 24,000 24,000
Language Interpretation (See Note a.) - 12,000
2 100-1001-4212 Technology Maintenance 3,500 -
Computer/Programs for Council Laptop - -
New Laptop for Council Meeting 3,500 -
3 100-1001-4250 Advertising/Legal Publications 10,000 10,000 Legal Ads & Public Hearing Notices 10,000 10,000
4 100-1001-4310 Office Supplies 1,700 5,000
Paper Allocation 500 1,000
DVD Supplies 200 250
Misc Routine Supplies 1,000 3,750
5 100-1001-4330 Misc. Supplies & Services 3,000 3,000
Shirts/City stickers/Business cards 1,000 1,000
Meeting Supplies/Dinners 750 750
Letterheads/brochures 750 750
STEP newsletter reimbursement 500 500
6 100-1001-4345 Dues / Subscriptions 12,350 19,545
League of California Cities 5,200 5,200
LAFCO - *Moved to Planning Dept* - 7,200
Association of Bay Area Govt (ABAG) 2,700 2,700
Cittaslow International 3,100 3,100
Others (GIS Hosting) 500 500
Other minor Council Dues 600 600
Chamber of Commerce 250 245
7 100-1001-4510 Conference & Training 5,500 5,000
League New Mayors and Councilmembers Academy (3) 3,000 3,000 League of Calif Conference Annual (3) 1,500 1,000
Sonoma County Mayors & Councils Meetings
(5 x 6 meetings)
1,000 1,000
8 100-1001-4515 Meetings & Travel 6,000 6,000
Council Travels - Airlines/Rental Cars/Hotels
(1 conference x 2 CC)
5,000 5,000
Travel Expenses - Mileage/Food/Bridge Tolls 1,000 1,000 9 100-1001-4750 Telecommunications 9,800 10,200
Live Streaming 3,000 3,000
Live Streaming (Internet connection) 2,400 2,400
Sonic Internet (Fiber Connection) 4,400 4,800
10 100-1001-4890 Other Community Support 131,500 270,000 Library Signage - 10,000
Shuttle Fare (See Note b.) 13,000 17,000
Sponsorship Pilot Program 15,000 15,000
Daily Acts Landscaping - City Hall/Library 5,000 -
Anti Hate Project 3,500 -
WCCS (Case Manager) Homeless (See Note c.) - 72,000
St. Vincent De Paul (Horizon Shine) Lease *Carryover* (See Note d.) 30,000 60,000 Relaunching Sebastopol Consulting for Marketing *Carryover* (See Note e.) 65,000 96,000 M&C Association Clerk Contribution (See Note f.) - -
Notes:
a. Adjusted budget amount of $12K was not spent, removed cost in FY22-23 b. Contract amount proposed by Sonoma County Transit
c. $75K Outreach Worker-Unhoused Committee not funded, item on citywide discussion list d. Lease payment for unhoused and the item is a carryover e. Council approved $96K, spending in FY21-22 approx $31K and the $65K is carryover f. Year 1 - Funding support for Mayors & Councilmembers Association Clerk contribution - multi years contributions, item on citywide discussion list 42 Agenda Item Number 10
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CITY MANAGER
*Designated City Manager holding two positions as City Attorney.

The City Manager is the Chief administrator of the City. The City Manager: Provides efficient and effective administration of the affairs of the City of Sebastopol: Implements the policies set by the City Council pertaining to all departments; Ensures that all laws and ordinances of the City are enforced; Ensures that all franchises, permits and privileges granted by the City Council are observed; Analyzes various services of the City; Makes recommendations that maintain a high standard of city government; Exercises control over all departments of the City; and Provides leadership for civic movements when authorized by the City Council.

The City Manager is responsible for the general management of all City operations, personnel and develops the City’s annual budget and oversees preparation of the City’s capital improvement programs, plans and financing strategy. The City Manager develops and manages programs to assure economic development and financial vitality of the City and is responsible for implementing Council policies, ordinances, budgetary decisions and directives of the City Council. The City Manager’s Office will continue to support the City Council’s setting of priorities among ordinances and other initiatives, as well as monitor and report progress on the development and implementation of these priorities. The City Manager will continue to provide strategic leadership that supports the Mayor and City Council and challenges the organization to deliver high quality, cost-effective services that meet the needs of the community. This responsibility includes the enforcement of City Ordinances; the administration of City contracts and agreements for goods and services, including franchise agreements, and ensures that all franchises, contracts, permits and privileges granted by the City Council are observed. The City Manager also advises the City Council of legislative and administrative concerns and has responsibility for intergovernmental relations.

The City Manager is also responsible for administration of personnel rules, policies and employee Memorandums of Understanding serving as the Chief Negotiator with the City's two formally recognized bargaining units and the unrepresented employees of the city. The City Manager appoints and oversees all executive management positions and appoints and removes employees.

The City Manager also represents the City on regional boards and committees as appropriate and liaisons with other governmental entities on priority issues identified by the City Council. Significant collaboration occurs with nonprofit agencies when services and events are provided to benefit the City.

The City Manager is responsible for providing the organization with the direction and tools necessary to maintain a consistent level of City Services and continue the internal transformation to take advantage of City staff’s strengths to continually strive to provide essential services.

City
Manager

0.75 FTE *
Building Engineering Finance Fire Planning Police Public Works
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CITY ATTORNEY

The City Attorney is responsible for legal advice and representation of the City Council and all city departments. The City Attorney coordinates all legal representation of the City, including outside counsel, if needed. At the direction of the City Council, the City Attorney prepares all ordinances and other legal documents for Council consideration.

Duties include:
 Attending all City Council meetings and Planning Commission meetings as needed.  Serving as legal advisor to City council and City staff  Responding to all public inquiries and Public Records Act Requests.  Continuing education on public law, land use law, conflict of interest laws, etc.  Review development plans; deeds; agreement.
 Review contract documentation and insurance requirements of city contractors.  Providing Brown Act Guidance to City council and City staff  Providing conflict of interest guidance to City Council City Attorney

0.25 FTE
Outside Counsel Administrative of
Council Policies
Labor
Negotiations
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REVENUE SOURCES | CONTRIBUTIONS
Adopted
Funding
2021-22
Adjusted
Funding
2021-22
Estimated
Funding
2021-22
Proposed
Funding
2022-23
Water Fund $ 58,736 $ 65,336 $ 71,461 $ 66,627
Sewer Fund 55,561 60,161 64,716 61,881
General Fund 354,944 451,744 530,568 439,402
TOTAL REVENUE 469,240 577,240 666,744 567,910

EXPENSE
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$ Incr /
(Decr)
% Incr /
(Decr)
Salaries & Benefits a 295,662 263,776 288,200 288,200 302,704 296,400 8,200 2.8% Contracted Services 93,410 191,884 54,700 54,700 54,700 52,500 (2,200) -4.0% Litigation Expense 85,310 90,750 75,000 175,000 250,000 150,000 (25,000) -14.3% Services & Supplies 1,173 1,448 1,400 1,400 1,400 1,450 50 3.6% Equipment Rental 4,165 4,706 4,500 4,500 4,500 4,800 300 6.7% Telecommunications 2,529 3,344 3,390 3,390 3,390 3,360 (30) -0.9% Training / Meetings / Travels 100 - 750 750 750 - (750) -100.0% Dues & Subscriptions 225 - - 8,000 8,000 8,900 900 11.3% Allocated Insurance 33,462 35,849 41,300 41,300 41,300 50,500 9,200 22.3% TOTAL EXPENSE $ 516,036 $ 591,757 $ 469,240 $ 577,240 $ 666,744 $ 567,910 $ (9,330) -1.6% a
Salaries: Includes base pay, longevity pay, education incentive pay Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability SUMMARY - CITY MANAGER | ATTORNEY
Salary &
Benefits
$288,200
50%
Litigation
Expense
175,000
30%
Other
Services &
Supplies
114,040
20%
City Manager/Attorney
Expenditures
General Fund
$451,744
78%
Water Fund
$65,336
11%
Sewer Fund
60,161
11%
Cost Allocation
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Detail - City Manager
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comments
100-1101-4010 Salaries 1 152,255 146,388 148,700 148,700 159,700 152,850 See Note A Below 100-1101-4100 Benefits 2 69,315 49,812 64,800 64,800 64,800 66,600 100-1101-4140 Retiree Health Insurance (OPEB) 3,733 3,733 3,800 3,800 3,800 3,800 100-1101-4210 Contract Services 3,092 4,561 2,700 2,700 2,700 500 See Item#1 100-1101-4212 Technology Maintenance - 2,584 - - -
100-1101-4310 Office Supplies 381 159 500 500 500 500 See Item#2 100-1101-4330 Misc. Supplies & Services 337 525 250 250 250 300 100-1101-4345 Dues / Subscriptions 225 - - 8,000 8,000 8,900 100-1101-4510 Conference & Training - - - - - -
100-1101-4515 Meetings & Travel 100 - 750 750 750 - See Item#3 100-1101-4750 Telecommunications 2,529 3,344 3,390 3,390 3,390 3,360 See Item#4 100-1101-4996 Allocated Liability Insurance 11,570 12,064 16,700 16,700 16,700 21,100 100-1101-4997 Allocated Workers' Comp Insurance 12,550 13,813 12,400 12,400 12,400 15,900 Total Operation 256,087 236,983 253,990 261,990 272,990 273,810 124-1101-4210 Contract Services - Economic Vitality 34,999 120,000 - - - 124-1101-4210 Contract Services - Community Outreach 3 55,319 64,739 52,000 52,000 52,000 52,000 See Item#5 124-1101-4351 Computer Equipment Expenses - - - - -
124-1101-4375 Equipment Rental (Photocopier Lease) 4,165 4,706 4,500 4,500 4,500 4,800 Total Capital Outlay & Other 94,483 189,445 56,500 56,500 56,500 56,800 TOTAL DEPARTMENT 350,570 426,428 310,490 318,490 329,490 330,610 100-1101-3998 G&A - Water Fund Allocation - 20% (46,244) (47,399) (50,798) (52,398) (54,598) (54,762) 20% 100-1101-3998 G&A - Sewer Fund Allocation - 20% (46,244) (47,399) (50,798) (52,398) (54,598) (54,762) 20% General Fund Cost Allocation - 60% 163,599 142,185 152,394 157,194 163,794 164,286 A. No new position(s) added pending citywide staffing assessment 1 Salaries: Includes base pay (a portion is allocated to City Attorney budget), and longevity pay 2 Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability 3 Community Outreach Coordinator Contract

0.75 0.75 0.75 0.75 0.75 0.75

0.75 0.75 0.75 0.75 0.75 0.75
General Fund FTE
Total FTE
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Detail - City Attorney
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comments
100-1201-4010 Salaries 1 50,752 48,797 49,600 49,600 53,104 50,950 See Note A Below 100-1201-4100 Benefits 2 19,607 15,046 21,300 21,300 21,300 22,200 100-1201-4214 Legal Expense 85,310 90,750 75,000 175,000 250,000 150,000 100-1201-4330 Misc. Supplies & Services 455 764 650 650 650 650 Annual Law Handbook 100-1201-4515 Meetings & Travel - - - - -
100-1201-4996 Allocation Liability Insurance 5,142 5,361 8,000 8,000 8,000 8,100 100-1201-4997 Allocated Workers' Comp Insurance 4,200 4,611 4,200 4,200 4,200 5,400 TOTAL DEPARTMENT 165,466 165,329 158,750 258,750 337,254 237,300 100-1201-3998 G&A - Water Fund Allocation - 5% (7,466) (7,752) (7,938) (12,938) (16,863) (11,865) 5% 100-1201-3998 G&A - Sewer Fund Allocation - 3% (4,478) (4,652) (4,763) (7,763) (10,118) (7,119) 3% General Fund Cost Allocation - 92% 153,522 152,925 146,050 238,050 310,274 218,316 A. No new position(s) added pending citywide staffing assessment 1 Salaries: Includes base pay, longevity pay, education incentive pay (when applicable). 2 Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

0.25 0.25 0.25 0.25 0.25 0.25

0.25 0.25 0.25 0.25 0.25 0.25
General Fund FTE
Total FTE
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Budget Detail
City Manager Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
1 100-1101-4210 Contract Services 500 2,700
COVID-19 Federal Legislative (Shared MMO with Healdsburg) - 2,700
Routine Contracts (Homeless Count) 500 -
2 100-1101-4310 Office Supplies 500 500
Paper Allocation 150 150
Business cards 150 150
Misc Routine Supplies 200 200
3 100-1101-4515 Meetings & Travel - 750
REMIF Meetings - 500
City Manager Meetings - 250
4 100-1101-4750 Telecommunications 3,360 3,390
Fax Line 60 60
Hot Spot Rental 900 480
Sonic Services 2,040 2,400
Phone Service 360 450
5 124-1101-4210 Contract Services - Community Outreach 52,000 52,000 Hanson - Routine Contract 40,000 40,000
Hanson - COVID-19 Response 12,000 12,000
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ASSISTANT CITY MANAGER / CITY CLERK
The Assistant City Manager/City Clerk Department consists of the one employee, the Assistant City Manager/City Clerk. The Assistant City Manager/City Clerk serves as Clerk of the City Council and as Secretary to the Successor Agency and provides confidential staff support to the Mayor, City Council, City Manager and City Departments. The Assistant City Manager/City Clerk is responsible for coordination of local ballot measures and City Council elections with the County Registrar of Voters; compliance with state campaign reporting and conflict of interest laws in compliance with the Fair Political Practices Commission (FPPC); and maintenance of overall record-keeping of the City, with each department being responsible for their individual departmental records. The mission of the City Clerk is to be a steward and protector of democratic processes and supports the City Council’s goal of transparency and fairness, while advocating for community participation and involvement and maximizes public access to the City’s legislative processes.

The Office of the City Clerk plays a vital role in municipal operations. The 1931 Charter outlined the duties of the City Clerk, and the core functions remain, which include: supporting the legislative body, coordinating municipal elections, serving as the Filing Officer, and managing the City's archives and records management program.

Today, the Clerk has built upon these important services to become a vital access point to local government. The City Clerk serves as the Official Record Keeper and preserves the legislative history of the City, provides the City Council, staff and public with information pertaining to official City business, and conducts local elections by consolidating the Sonoma County Registrar of Voters. This office provides for the efficient and effective administration of the affairs and delivery of services for the City of Sebastopol; maintains all official City records; administers Fair Political Practice Commission and Conflict of Interest legislation in accordance with State laws; maintains official City seal; administers municipal elections; and provides the City Manager and City Council with accurate and timely information to support decision-making and policy direction; and assists in the overall daily administration, decision-making and policy direction guidance with the City Manager and Council.

The principal function of this position is to oversee, guide and assist the activities of various Departments and special projects to ensure they are in concert with the policies and goals of the City Manager and City Council; provide administrative guidance and make recommendations to Assistant City
Manager / City Clerk

1.00 FTE
Council
Meeting
Election
Information Legislative Municipal Code
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departments to ensure the City’s goals and objectives are achieved in a timely and professional manner.

The City Clerk’s department is responsible for preparing agendas and transcribing minutes for Regular and Special City Council meetings; preparing agenda packets for distribution on the Thursday preceding each regular Council meeting and Study Session; preparing the City Department’s Monthly Activities packet to the City Council; publishing all legally-required notices; maintaining an updated list of upcoming agenda items for Council Regular and Special Meetings and posting them on the website; coordinating recruitment of City Board and Commission and Various City Committee applicants; and is responsible for codifying the City’s Municipal Code and Keeper of the Official City Seal. The City Clerk provides coordination for the Goals and Priority Setting sessions for the City Council; accepts and processes subpoenas, summons and Public Record Act requests, appeals and claims; monitors and processes all appointments, resignations and terminations for Boards and Commissions and City Committees; administers oaths of office; ensures the City of Sebastopol complies with Redwood Empire Municipal Insurance Fund (REMIF) requirements; responsible for compliance with ethics training; coordinates and sets up City meetings and events; notarizes city documents; and provides prompt and courteous service to citizens’ requests for assistance.

In addition to daily work, the Assistant City Manager/City Clerk responds to a substantial number of telephone calls and emails daily. Notwithstanding the large volume, this position continues to focus on the work at hand and provide quality customer service to the Council, Staff and Community.

This position provides effective, professional leadership, positioning the City to meet the community’s current and future needs through appropriate technologies and services. Due to COVID 19 Pandemic, the Assistant City Manager/City Clerk transitioned to work at home and maintained contact with Council, staff and the community; coordinated and conducted by virtual means all City Council and other Official City meetings with increased community attendance; and conducted day to day activities while maintaining the Shelter in Place directives.

The Clerk has spent over a decade striving for increased efficiency and embracing continuous improvement. This philosophy has allowed the office to provide the best assistance to its internal and external customers by integrating innovative practices to daily operations. The Assistant City Manager/City Clerk’s Office also instituted electronic campaign filing and Statements of Economic Interest filling to create more transparency and open government. This department is also working towards translation of the city website for increased inclusivity of all community members.

The Assistant City Manager/City Clerk’s Office represents the "front door" of City Hall and Is here to help demystify the government process. The City Clerk's office encourages community members to have a voice in local government. This office strives to enhance transparency and makes every effort to be the gateway to local government. 50 Agenda Item Number 10
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CITY CLERK DASHBOARD
Statute Why?
The Brown Act
Government Code
(Access to information law regarding open
meetings & open deliberations)
Government Code §§ 54950 et seq.

The people, in delegating authority, do
not give their public servants the right to
decide what is good for the people to
know and what is not good for them to
know. The people insist on remaining
informed so they may retain control over
the instruments they have created.

The California Public Records Act
Government Code
(Access to information law regarding
government business records)
Government Code §§ 6250 et seq.

The public must have access to
information that enables them to
monitor the functioning of their
government.

Political Reform Act
Government Code
(Access to information law regarding financial
interests of officials)
Government Code § 81000 et seq.

CCR § 18109 et seq.

Government should serve citizens equally
without regard to wealth; contributors
shall not gain disproportionate influence
over others. The theory is that an
informed electorate will vote against a
candidate having financial alliances
adverse to the public interest.

Fair Political Practices Commission
An agency established under the Political
Reform Act
(Access to information law regarding financial
interests of officials)
Government Code § 81000 et seq.

CCR § 18109 et seq.

The FPPC is an agency established under the Political Reform Act (Government Code) The FPPC has responsibility for the impartial, effective administration and implementation of the Political Reform Act. The FPPC creates regulations, manuals, and forms to implement the Act.

Conflicts of Interest
Government Code
(Safeguard law - protects against personal
financial gain for officials)
Government Code § 1090
Government Code §§ 87100 – 87505
Public officials, whether elected or
appointed, should perform their duties in
an impartial manner, free from bias
caused by their own financial interests.

No public official shall participate in or
attempt to use his official position to
influence a governmental decision for
which the official has a personal
financial interest.

The Maddy Act – Local Appointments List
Government Code
(Access to information law regarding board
and commission vacancies)
Government Code § 54972
A vast and largely untapped reservoir of
talent exists among the citizenry, and
rich and varied segments of this great
human resource are, all too frequently,
not aware of the many opportunities
which exist to participate in and serve on
local regulatory and advisory boards,
commissions, and committees
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CITY CLERK DASHBOARD
Statute Why? How?
Election Law
Elections Code
(Safeguard law – protects individual rights to a
participatory government)
Government Code §§ 34050 & 36503
Elections Code §§ 1301, 9200 et seq. and 10100 et. seq.

US Constitution: The right of citizens of
the United States to vote shall not be
denied or abridged.

Ethics Law (AB 1234)
Government Code
(Safeguard law – protects against
inappropriate use of tax dollars)
Government Code § 53234
Response to reports of inappropriate use
of local tax dollars, increased misuse of
public resources, and failure to follow
conflict of interest laws.

Tort Claims Act (Claims Against Public
Entities)
Government Code
(Safeguard law- protects against significant
attorneys fees and narrows a plaintiff’s
lawsuit)
Government Code §§ 900 et seq.

Allows governments to investigate and
negotiate on meritorious claims.

California Voter Participation Rights Act
Election Code
(Safeguard law - protects against low voter
turnout due to the timing of elections)
Elections Code § 14050
One of the greatest barometers for
waning civic engagement in American
politics is declining voter turnout.

Synchronizing with statewide elections
can boost turnout 21-36 percent.

California Voting Rights Act
Election Code
(Safeguard law - protects against voter dilution
and discrimination)
Elections Code § 14025
At-large election systems are suspect
because they invariably dilute the vote of
a minority.
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REVENUE SOURCES | CONTRIBUTIONS
Adopted
Funding
2021-22
Adjusted
Funding
2021-22
Estimated
Funding
2021-22
Proposed
Funding
2022-23
Plaza Rental Fees 3,300 3,300 3,300 3,300
Scholarships - - - -
Water Fund 28,874 31,919 32,462 32,164
Sewer Fund 25,265 27,929 28,404 28,144
General Fund 310,491 342,842 348,607 373,243
TOTAL REVENUE 367,930 405,990 412,773 436,850

EXPENSE
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$ Incr /
(Decr)
% Incr /
(Decr)
Salaries & Benefits a 280,045 259,237 282,100 285,160 293,973 298,400 13,240 4.6% Contracted Services 5,175 24,024 30,550 65,550 65,550 50,600 (14,950) -22.8% Services & Supplies 8,461 2,172 8,650 8,650 6,500 4,750 (3,900) -45.1% Equipment Rental 4,167 4,706 4,500 4,500 4,500 4,800 300 6.7% Election Expense - 5,184 - - - 30,000 30,000 0.0%
Telecommunications 3,086 2,390 3,450 3,450 3,450 2,550 (900) -26.1% Training/Meetings 494 674 2,500 2,500 2,500 4,000 1,500 60.0% Dues & Subscriptions 3,005 2,395 2,880 2,880 3,000 2,650 (230) -8.0% Allocated Insurance 30,936 33,342 33,300 33,300 33,300 39,100 5,800 17.4% TOTAL EXPENSE $ 335,369 $ 334,124 $ 367,930 $ 405,990 $ 412,773 $ 436,850 $ 30,860 7.6% a Salaries: Includes Base pay, longevity pay, education incentive pay Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability SUMMARY - ASSISTANT CITY MANAGER | CITY CLERK
Salary &
Benefits,
$285,160 ,
70%
Other
Services &
Supplies,
$120,830 ,
30%
City Clerk Expenditures
General Fund
$346,142
85%
Water Fund
$31,919
8%
Sewer Fund
27,929
7%
Cost Allocation
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DRAFT
Detail - Assistant City Manager / City Clerk
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comments
100-1301-4010 Salaries 1 200,645 199,607 204,800 204,800 213,613 216,100 See Note A Below 100-1301-4011 Salaries - Part Time - - - 3,060 3,060 -
100-1301-4100 Benefits 2 75,668 55,898 73,600 73,600 73,600 78,600 100-1301-4140 Retiree Health Insurance (OPEB) 3,732 3,732 3,700 3,700 3,700 3,700 100-1301-4210 Contracted Services 3 3,289 20,424 30,550 65,550 65,550 48,100 See Item#1 100-1301-4212 Technology Maintenance 1,747 3,218 - - - 2,000 100-1301-4270 Election Costs 139 382 - - - 500
100-1301-4310 Office Supplies 5,185 1,463 5,000 5,000 2,000 3,150 See Item#2 100-1301-4330 Misc. Supplies & Services 3,276 709 1,150 1,150 2,000 1,600 See Item#3 100-1301-4345 Dues / Subscriptions 3,005 2,395 2,880 2,880 3,000 2,650 See Item#4 100-1301-4510 Conference & Training 12 674 2,000 2,000 2,000 1,500 See Item#5 100-1301-4515 Meetings & Travel 482 - 500 500 500 2,500 See Item#6 100-1301-4750 Telecommunications 3,086 2,390 3,450 3,450 3,450 2,550 See Item#7 100-1301-4996 Allocated Liability Insurance 13,736 14,325 16,100 16,100 16,100 16,500 100-1301-4997 Allocated Workers' Comp Insurance 17,200 19,017 17,200 17,200 17,200 22,600 Total Operation 331,202 324,234 360,930 398,990 405,773 402,050 124-1301-4270 Election Expense - Ballot Measures - 5,184 - - - 30,000 See Item#8 124-1301-4351 Computer Equipment Expenses - - 2,500 2,500 2,500 - 124-1301-4375 Equipment Rental (Photocopier Lease) 4,167 4,706 4,500 4,500 4,500 4,800 Total Capital Outlay 4,167 9,890 7,000 7,000 7,000 34,800 TOTAL DEPARTMENT 335,369 334,124 367,930 405,990 412,773 436,850 100-1301-3998 G&A - Water Fund Allocation - 8% (26,606) (25,941) (28,874) (31,919) (32,462) (32,164) 8% 100-1301-3998 G&A - Sewer Fund Allocation - 7% (23,280) (22,696) (25,265) (27,929) (28,404) (28,144) 7% General Fund Cost Allocation - 85% 281,316 275,597 306,791 339,142 344,907 341,743 A. No new position(s) added pending citywide staffing assessment 1 Salaries: Includes base pay, longevity pay, education incentive pay (when applicable). 2 Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability 3 Includes municode update annual contract maintainance

1.00 1.00 1.00 1.00 1.00 1.00

1.00 1.00 1.00 1.00 1.00 1.00
General Fund FTE
Total FTE
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DRAFT
Budget Detail
Assistant City Manager/City Clerk Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
1 100-1301-4210 Contracted Services 48,100 65,550
Annual Muni-Code update * 5,000 12,000
Routine Contracts - SW progress report/outreach items
- 4,000
Electronic Campaign Forms 1,650 1,300
DocuSign 3,200 3,500
Transcription Service 12,000 9,750
Website Update *Carryover* 26,250 35,000
2 100-1301-4310 Office Supplies 3,150 5,000
Paper Allocation 500 500
Business cards 150 150
Misc Routine Supplies 2,500 4,350
3 100-1301-4330 Misc. Supplies & Services 1,600 1,150
Holiday Decorations - 200
County Recorder Handbook Edition - 200
T-Shirts | Design for Apparel 500 500
Postage - 250
Form 700 Filing Fee 1,100 -
4 100-1301-4345 Dues / Subscriptions 2,650 2,880
Int'l Institute of Municipal Clerks 200 200
CCMF 400 400
Society for HR Mgmt 200 200
Dropbox & Doodle Subscription 345 225
MMANC 75 75
CalPELRA 400 400
Record Management 225 225
League of California Cities 375 375
Election Handbook 250 250
Code Publishing Annual - 350
Zoom Meeting 180 180
5 100-1301-4510 Conference & Training 1,500 2,000
New Laws and Election Conference 500 500
League of CA City Annual confernece $2,000 500 -
Annual City Clerk Association of CA Conf 500 1,500
6 100-1301-4515 Meetings & Travel 2,500 500
Routine Mileage Reimbursement - -
Meeting/Conference/ Mileage - Mileage/Bridge Tolls 2,500 500 7 100-1301-4750 Telecommunications 2,550 3,450
Fax Line 150 150
Phone Services (Mobile + Desk) 360 900
Sonic Services 2,040 2,400
8 124-1301-4270 Election Expense - Ballot Measures 30,000 - Ballot measure $15,000 15,000 -
Councilmember seats (3) 15,000 -
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DRAFT
Grants and Sponsorships:

How to Choose the Right Funding Source
for Your Organization’s Needs
What Are Grants?
Grants are funds provided to organizations for use to start something new, to pay for important equipment or training, and/or to support the costs of specific projects or programs.

What is Sponsorship?
Sponsorship is an exchange of financial or in-kind support of an event for mutual marketing which includes, but is not limited to ads, promotions, logo placements, event signage.
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COUNCIL POLICY

SUBJECT

FUNDING OF COMMUNITY BENEFIT GRANTS

RESO NO POLICY NO EFF DATE PAGE
1 of 4

BACKGROUND
The Community Benefit Grant Program provides an excellent opportunity for the City of Sebastopol to support critical neighborhood projects and helps fulfill the community’s vision. It has been the practice of the City Council to consider the contribution funding of community-based programs conducted by non-profit 501 (3) (c) organizations that actively enhance the quality of life for Sebastopol residents.

The Community Grants program is developed with a philosophy of partnership whereby Council recognizes the vital role that individuals, community groups and organizations play in contributing to the creation of a vibrant and sustainable City. In return, Council provides a range of grants to encourage and support individuals and groups in the community to engage in activities that advance the quality of life in the City of Sebastopol.

PURPOSE
The purpose of this policy is to provide a basis for Council to allocate funds in an equitable and effective manner.

Council acknowledges that the provision of grants is an important role for local government, and is an essential way in which Council can directly support the local community.

Council will apply appropriate management practices to ensure that there is a balance between responsibility administering public funds, and supporting the community in a practical and effective manner.

The Community Benefit Grant Fund is intended to provide funding to local non-profit organizations for specified community benefits programs and/or projects that will:

1. Address an unmet/under-met and ongoing community need;

2. Demonstrate long-term impact and quality outcome;

3. Benefit a large cross section of community residents and/or businesses;

4. Leverage additional funding to support the program;
The Community Grants policy is strongly related to Council’s Goals and Objectives as well as its vision and mission statements. The goal is to operate the Community Benefit Grant Program following related Council policies, plans and activities such as:

1. Social Plans including Youth Plan, Cultural Arts, and Positive Aging/Elders;

2. Community Participation;

3. Festivals and Public Events;

4. Economic Development; and

5. Marketing Strategy, Tourism, Community Outreach
City of Sebastopol
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SUBJECT

FUNDING OF COMMUNITY BENEFIT GRANTS

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POLICY

1. Non-profit organizations must file an application for the Community Benefit Grants Program. Applications must be submitted by March 31 of each year for funding the following fiscal year. Applications must be submitted to the Finance Department prior to each deadline. Application forms may be obtained from the Finance Department, 7:00 A.M to 5:30 P.M., Monday through Thursday, or off the City website page (www.cityofsebastopol.org).

2. Public funds shall be made available only when the funds are to be expended for a community program that will contribute to the quality of life for Sebastopol residents.

3. The City Council shall strive to appropriate one percent of General Fund revenues.

4. No organization may apply for funding if it failed to meet any of the post application requirements from the prior year (see paragraph 11, 12 & 13).

5. Funds will not be allocated to:
a. Political action committees, political candidates, or political campaigns; b. Any organization conducing a religious activity;
c. Organizations conducting a fund-raising event or activity; d. For the rental of the City owned facilities.

6. Funding requested from membership based adult organizations will not be considered if the funds requested are to be used to directly benefit its members and not the community at large.

7. Funding requested from youth sports group will be considered only if the request is to support the youth sports group in a regional, state or national competition, but not for travel out of the country, and provided that the requesting group is predominately composed of Sebastopol residents.

8. Requests for funding will be considered by the City Council only during the periods determined in this Council Policy and submitted on the appropriate application form.

9. Funding of a program will not constitute a precedent for contributions in subsequent years.

10. All applications will be submitted to the Finance Department for analysis and recommendation to the Budget Subcommittee and ultimately to the City Council. In its evaluation, the Budget Subcommittee shall consider and evaluate the following criteria:
a. The non-profit status of the organization.
b. The number of citizens within the community that will benefit directly by the expenditure as well as the ratio of Sebastopol residents served to the total number of individuals served. c. Adherence to the stated policies of the City of Sebastopol. d. Whether or not a public need will go unmet without the contribution e. The degree to which the goodwill of the City of Sebastopol will be promoted. f. The degree to which the cause has been recognized as a contribution to the community City of Sebastopol
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g. Whether or not the contribution could expose the City to civil liability h. The amount of the request.
i. Whether the ratio of administrative costs to program costs exceeds 25% of the program budget. j. The degree to which the members of the organization have engaged in fund-raising activities. k. Whether or not the organization has applied for funding from other Sonoma County cities. l. Whether or not the organization has received CDBG (Community Development Block Grant Funding).

11. After review, the Budget Subcommittee shall make a recommendation to approve, deny, or modify the funding request and approve as modified.

12. Post Application Requirements:
a. Not discriminate in employment or in clients served because of race, religion, national origin, or sex.
b. Be accountable for revenue and expenditures through standard bookkeeping procedures. An annual audit or review at the applicant’s expense may be required, with the results available to the City of Sebastopol upon request.
c. Provide access to periodic reviews by City staff and City Council for purposes of monitoring the program.
d. Provide the City with an interim end of the year full financial accounting and narrative report by the close of May 31.
e. The year-end report shall be submitted in writing, and may be brief but should include a financial summary indicating how funds have been expended during the period and a narrative commenting on development of the program. The end of the year shall be within 30 days after May 31. This report must include a complete financial statement detailing all expenditures of the City monies for the program(s) covered under the grant and a narrative report on the project and its significance.

The financial and narrative report should compare actual expenditures and accomplishments with the budget and objectives cited in the original proposal.

13. Funded applicants must return to the City any unexpended funds at the end of the one-year funding period, or whenever, the City determines that the applicant has not performed in accordance with the approved program proposal.

14. Any funds returned in accordance with the policy shall be returned to the City General Fund, to be allocated in accordance with the policy.

15. City moneys shall be used only for the purpose and program(s) duly authorized and in accordance with the approved budget. Any deviation from the approved program proposal may be made only with the City’s prior written approval. If not, funds must be returned immediately to the City.

City of Sebastopol
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16. Each year, and in accordance with the established time line, the City Council will develop its funding allocations within the following categories for Community Benefit Grands Funding:
a. Parks and Recreation, including but not limited to:
i. Outdoor Recreation
ii. Youth services and athletics
iii. Hospitality Program
b. Arts and Cultural, including but not limited to:
i. Event and Tourism Resources
ii. History and Culture Education
iii. Music & Theater Events
c. Environmental Quality and Sustainability, including but not limited to:
i. Clean air quality / pollution control
ii. Climate action initiative
iii. Go Green! Support
d. Health & Community/Human Services
i. Health and Safety, Food / Nutrition
ii. Crisis Intervention Facilities
iii. Senior Citizen Resources
e. Economic Vitality
i. Workforce training
ii. Business development, incubation or acceleration
iii. Business attraction, retention / expansion program City of Sebastopol
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COUNCIL POLICY

SUBJECT

COMMUNITY SPONSORSHIP

RESO NO
N/A

POLICY NO
84 EFF DATE
9/7/2021
PAGE
1 of 5
I. OVERVIEW
The City of Sebastopol recognizes that sponsorships play an important role in supporting our community and providing support for community events that are held for the following purposes:
• Support of nonprofit organizations, service clubs, groups or organizations serving the Sebastopol community;
• Cultural, recreational and educational activities;
• Promotion of the City of Sebastopol
In order to expand access to a wide range of cultural experiences and diversified community connections for all its residents, the City of Sebastopol provides limited assistance to local organizations in support of community events that are consistent with the goals and priorities of the City and that serve a public purpose.

City sponsorship reflects support of specific events by an organization. Therefore, requests for funding/fee reductions must be for events operated by an organization, as opposed to a contribution to an organization’s general operating expenses. The intent is that the general public will receive some intrinsic cultural, economic, educational, or recreational entertainment value from the event, while raising revenues to support and potentially enhance the delivery of services that support the vision of the City of Sebastopol with the aim of enhancing the connectivity between businesses and the greater community. Community sponsorships can be an effective means of generating new revenue and building community partnerships.

II. PURPOSE
The purpose of this policy is to promote significant and special community events primarily benefitting the Sebastopol community. This is not a grant program. This policy sets parameters for the approval of City sponsorships for community events conducted by local organizations. City sponsorship may consist of monetary funding and/or in-kind support. Community sponsorships can be an effective means to identify the event with the City and building community partnerships while raising revenue.

III. DEFINITIONS
Community Sponsorship Account – Account established to offset the costs of providing City support for community events. The City Council determines how much to allocate to this account through the annual budget process.

Organization – Includes nonprofit institutions and service organizations registered to do business in the State of California; groups or organizations, educational institutions, and for purposes of this policy, are those entities which have their principal location in Sonoma County, and which exist primarily to provide City of Sebastopol
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services or engage in activities for the public benefit of the Sebastopol community.

Event – A local celebration, fundraiser, cultural, recreational or educational activity that demonstrates a public benefit and/or community programs held for the primary purpose of raising funds for a City of Sebastopol or Sonoma County-based nonprofit (or not-for-profit) organization and for which other intrinsic cultural, recreational, entertainment or educational value is provided for the benefit of the public.

Sponsorship – A sponsorship is any monetary or in-kind support from the City (City logo, City staff time, public safety services, and the use of City facilities or property, event permit fees, etc.) to the organizing agency that helps offset the costs of the event operations.

IV. GENERAL POLICY
The budget for the community sponsorship program, including determination of the source of funding to offset thissponsorship program, shall be established by the City Council each year during the annual budget process. The fiscal year shall begin July 1 of each year and end on June 30 the following year. Applications will be processed on a first-come, first serve basis.

Sponsorships will only be provided for events and organizations meeting the eligibility criteria stated in this policy (see Section VIII). City staff will review sponsorship applications and make a recommendation to the City Council for final approval. The Administrative Services Department shall be responsible for accounting for the Community Sponsorship account; and shall keep a listing of all organizations and programs receiving sponsorships through this program; and shall maintain a balance of funds available.

Special Event requirements, conditions of use for facilities and equipment, insurance and other requirements must be followed according to City policies, codes and ordinances. Failure to comply with the City permitting requirements within the time constraints will result in the organization being ineligible for future sponsorships.

V. FUNDING LIMITS
The City Council shall determine the Community Sponsorship account balance during the budget process each year. Community sponsorships may be provided to eligible organizations (see Section VIII).

In the case of partial funding for a program, costs owed to the City, other than those covered by a sponsorship per this policy, shall be paid by the sponsoring community organization and are due 30 days before the event.

VI. APPLICATION REQUIREMENTS AND PROCESS
1) A community sponsorship application must be submitted on the attached form indicating:
a. name and contact information for the event organizer(s) b. the local office/headquarters of the organization
c. the organization’s purpose/mission
d. the event dates, and times which include set-up and tear down times needed, a parking plan, and proposed location
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e. expected number of participants
f. statement that the event will be available to the general public g. the purpose of the event
h. how the organization and proposed event benefits the Sebastopol community and meets the criteria within this policy
i. an indication of what type of sponsorship is needed for the program j. an outline of the event marketing plan
2) A financial outline showing the proposed profit or loss for the event. The financial outline must include income from all sources; and all program expenditures listed by category including but not limited to booth rentals, sound and production, facility rental, food and beverage, concessions, staff, advertising, etc. In-kind contributions and volunteer services shall be listed. The budget will be used to determine the extent to which an organization has obtained diversified funding, in-kind contributions and volunteer resources. Financial outlines that show a deficit must clearly explain how the deficit will be handled.
3) Current proof of 501(c) or others, California contribution registration number and/or other non-profit status must be provided (if applicable, as determined by the City Manager or designee). Proof that the organization’s principal location is in the Sonoma County and exists primarily to provide services or engage in activities for the public benefit of the Sebastopol community. 4) A copy of the program’s sponsorship criteria/guidelines that outlines the sponsorship categories and benefits of sponsorships at various sponsorship levels. 5) The City may require additional information as necessary.

VII. APPLICATION REVIEW/APPROVAL
Sponsorship applications will be accepted and reviewed on an on-going basis by the City department in charge of the event, program or facility/amenity. The City Council allocates and adopts a limited budget for this program. Approval of sponsorship is determined on a case by case basis related to the eligibility requirements, purpose and goals of each independent event. Sponsorships applications shall be presented to the Administrative Services Department. If all criteria of this policy are met, the Administrative Services Department shall prepare a consent calendar agenda item for City Council consideration.

Approval for sponsorship in one year does not imply or guarantee approval in subsequent years for an organization or an event.

Factors that will be considered include (in addition to the eligibility requirements in the policy):

1. Resources available (e.g. budget, staff, workload capacity, availability of City facilities).

2. Compatibility of the program with the goals and priorities of the City of Sebastopol.

3. Impact of the event on City facilities.

4. Risk to the City.

5. Where applicable, ability of the organization to obtain and satisfy the City’s insurance requirements including naming the City as additional insured.
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6. Benefit to the community; level of cultural enrichment.

7. Enhances community unity and City values.

8. Ability to meet City of Sebastopol zero waste requirement.

VIII. ELIGIBILITY CRITERIA
Eligible
Event types
• Events providing a benefit to Sebastopol residents; non-profit organizations holding fundraiser programs primarily serving the Sebastopol community
• Events that contribute positively to the recognition and image of the City of Sebastopol • Events that are available to the general public
• Events and organizations that demonstrate that they can meet the necessary requirements of the agreement
Organization types
• Organizations and programs in good standing with the City of Sebastopol in relation to organization’s past performance
• Organizations that agree to do the following (failure to do so will result in future ineligibility):
a. Obtain all required permits, clearances, insurances and program authorizations within time restraints in compliance with the Code of the City of Sebastopol, policies and Special Events Policy requirements and State and Federal Laws. b. If sponsorship includes rental of a City of Sebastopol facility, applicants must fill out application form and is subject to facility availability and adherence to City facility use policies.
c. Acknowledge the support of the City of Sebastopol where appropriate, and to include on all printed information and advertising related to the event for which sponsorship was provided the following statement: “This event is sponsored in part by the City of Sebastopol” or other statement approved by the City of Sebastopol. d. Allow the City of Sebastopol to have a space at the event if the City so desires (at events where a sponsorship space is appropriate) for the purposes of distributing information regarding City services and community programs. This space shall be provided at no cost to the City.
e. Provide the City with whatever benefits are afforded other sponsors of similar sponsorship levels (i.e. logo display, sponsor table, advertising benefits etc.) f. Ensure appropriate ADA accessibility at event, and when portable toilets are required for events, must ensure that at least one ADA accessible portable is provided. g. City must review all materials with City logo prior to release.

Not eligible

1. The City will not award sponsorships to any religious church, creed or sectarian organization to promote religious purposes. Religious organizations are not excluded from sponsorships; however, the 64 Agenda Item Number 10
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purpose of the program must be as described in the definitions section of this policy and shall not serve to promote a religious message.

2. Political organizations and/or individual campaigns are not eligible for sponsorships for programs they conduct.

3. Organizations that discriminate on the basis of age, race, sex, sexual orientation, marital status, disability or national origin are not eligible for sponsorships for programs they conduct.

4. Individuals, or groups providing a restricted guest list, are not eligible for sponsorships.

5. For-profit organizations are not eligible for sponsorships for promotional programs for which the organization/corporation or its employees or officers will gain personal benefit (i.e. a sales promotion). 65 Agenda Item Number 10
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Detail - Community Support
Budget Expenditures
Account Number Name of Organization
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
100-1001-4820 Analy High School 6,600 1,500 6,100 6,100 6,100 - 100-1001-4820 Ceres Community Project - 8,000 8,125 8,125 8,125 8,125 100-1001-4820 Chamber of Commerce - Apple Blossom Festival & Parade 15,000 11,250 10,000 10,000 10,000 12,500 100-1001-4820 Chamber of Commerce - Visitor Center - - 5,000 5,000 5,000 5,000 100-1001-4820 Creative North Group - 4,000 - - - -
100-1001-4820 Gravenstein Health Action Coalition - 8,000 - - - 2,500 100-1001-4820 Gravenstein Lion Club - - 2,000 2,000 2,000 5,000 100-1001-4820 Library Assoc New Techno-Current Regional Entity (LANTERN) 4,880 - - - - 100-1001-4820 Main Stage West - 3,000 8,000 8,000 8,000 8,000 100-1001-4820 Mr. Music Foundation 11,445 10,000 10,000 10,000 10,000 10,000 100-1001-4820 Rebuilding Together Sebastopol 3,500 2,800 3,000 3,000 3,000 2,500 100-1001-4820 Redwood Rainbows Square Dance Club, Inc 9,000 - - - - - 100-1001-4820 School Garden Network Foundation - 2,000 - - - - 100-1001-4820 Sebastopol Center for the Arts - - 10,000 10,000 10,000 10,000 100-1001-4820 Sebastopol Center for the Arts - Art Trails 10,000 9,500 - - - - 100-1001-4820 Sebastopol Downtown Association 5,000 5,000 - - 100-1001-4820 Sebastopol Entrepreneurs Project 2,500 1,500 - - - - 100-1001-4820 Sebastopol Farmers Market 2,000 4,000 2,000 2,000 2,000 2,000 100-1001-4820 Sebastopol Regional Library 2,965 - 3,185 3,185 3,185 - 100-1001-4820 Sebastopol Sea Serpents - 11,000 11,000 11,000 11,000 12,500 100-1001-4820 Sebastopol World Friends - Sister City Exchanges 5,000 4,000 5,000 5,000 5,000 5,000 100-1001-4820 Slow Food Russian River 4,500 3,600 4,500 4,500 4,500 4,500 100-1001-4820 SUSD Rainbow House 4,000 4,000 4,000 4,000 4,000 100-1001-4820 Western SoCo Historical Society 7,500 4,800 7,750 7,750 7,750 7,750 Total $ 93,890 $ 93,950 $ 99,660 $ 99,660 $ 99,660 $ 99,375 2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
Total TOTAL CBG Actual Funding $ 93,890 $ 93,950 $ 99,660 $ 99,660 $ 99,660 $ 99,375 % Contribution in relation to annual revenues (per policy) 0.99% 0.92% 1.01% 0.92% 0.92% 0.96% General Fund Revenues * 9,515,730 10,181,015 9,903,250 10,825,584 10,890,345 10,348,710 * GF revenue total does not include 1 time revenue
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ADMINISTRATIVE SERVICES (FINANCE) DEPARTMENT
The Administrative Services (Finance) Department provides support in three distinct areas:

Finance & Accounting, Payroll/Human Resources, and Risk Management. This department is responsible for the control of the City’s financial records; City payroll functions; Employee Benefit and Personnel administration; and Risk Management Insurance administration.

MANDATED
Finance
• Prepare Annual City Budget
• Prepare Audited Financial Reports
• Respond to Public Records Requests
• Prepare Federal, State & County Reports
• Prepare semi-monthly Payroll
• Administer Bond Requirements
• Administer Business Licensing
Human Resources/Risk Management
• Ensure compliance with federal and state-mandated requirements • Administer City’s labor and employee relations program • Administer employee medical leaves
• Administer compensation and benefits
• Administer hiring processes
• Serves as one of two City-assigned REMIF Board Members CORE
Finance
• Administer Utility Billing Operation
• Process Accounts Payable/Receivable
• Process Cash Receipts
• Perform Treasury Management
Administrative
Services Director

1.00 FTE
Accountant/Analyst
(Confidential)

1.00 FTE
Administrative
Technician

1.00 FTE
Jr. Accountant

1.00 FTE
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DRAFT • Perform Financial Analysis
• Administer and Maintenance ongoing of the City’s User Fee Schedule • Administers the Street Lighting Assessment District, and the Woodstone Assessment District
• Maintains the Fixed Asset inventory
Human Resources/Risk Management
• Provide notice to employees of medical leave and benefits rights under law • Resolve return to work, risk management, and safety issues with supervisors and managers • Coordinate with oversight and benefit administration organizations • Design and maintain classification and compensation structures • Compile and maintain official personnel records for all employees • Maintains and manages the City’s Payroll, Personnel, Medical, and Worker’s Compensation records
• Creates and implements various employee benefit / insurance programs and policies as needed
• Updates job descriptions for all departments
• Administration of required AB1825 Anti-Harassment training for City staff • Serves as the insurance and benefit administrator for City staff • Manages Public Employee Retirement System program
• Administration of the Health, Life, Short Term and Long Term Disability insurance programs
• Administers the City’s Child Care benefit program
• Administers City’s 457 Deferred Compensation programs • Facilitate FMLA Family Medical Leave Act leave of absences for employees • Administers the City’s Medical After Retirement programs • Administers the COBRA program for former employees and their dependents • Administration of HIPAA privacy act
• Assists employees with all of the City’s benefit programs • Responsible for managing REMIF’s Risk Management programs including City insurances for Property Insurance, Liability Insurance, Vehicle Insurance, Earthquake & Flood Insurance, and Boiler Insurance
• Responsible for managing REMIF’s Employee Insurance programs including Health Insurance, Life Insurance, Short Term and Long Term Disability Insurance, and Voluntary Life Insurances
• Responsible for management of REMIF’s Workers Compensation Insurance coverage • Responsible for maintaining REMIF’s list of all property insured for the City including City buildings, City property and the City’s vehicle and equipment fleet Major Accomplishments in 2021-22:
 Received the Distinguished Budget Presentation Award (6th time recipient)  Received the Certificate of Achievement for Excellence in Financial Reporting (4th time recipient)
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DRAFT
 Filled Administrative Technician position in the Administrative Services Department  Issued RFP/RFQ for Municipal Financial Services
 Revised the Purchasing Policy redefining contracted services  Evaluated opportuntiy to lower the City’s annual employee pension payment  Evaluated opportunities to refinance existing debt at lower interest rates  Completed energy efficiency project with Syserco
 Continue to streamline for efficiency with year-end close processes and departmental overall
Goals and Objectives for 2022-23:
 To fill the remaining vacancy in the Administrative Services Department  Issue RFP/RFQ for Capital Assets Management Program
 Implement a more efficient budgeting module
 Continue to be the recipient of the Distinguished Budget Presentation Award  Continue to be recipient of Certificate of Achievement for Excellence in Financial Reporting
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DRAFT
REVENUE SOURCES | CONTRIBUTIONS
Adopted
Funding
2021-22
Adjusted
Funding
2021-22
Estimated
Funding
2021-22
Proposed
Funding
2022-23
Business Licenses $ 130,000 $ 135,000 $ 135,000 $ 135,000 Staff Time Reimbursement - 7,000 7,000 7,000
Water Fund 456,110 510,830 509,349 486,915
Sewer Fund 444,107 497,387 495,945 474,101
General Fund 176,073 200,073 197,898 183,139
TOTAL REVENUE 1,206,290 1,350,290 1,345,193 1,286,155

EXPENSE
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget $ Incr / (Decr)
% Incr /
(Decr)
Salaries & Benefits a 388,364 415,830 669,500 669,500 558,073 732,500 63,000 9.4% Contract Services 457,182 389,059 422,820 566,820 672,820 427,900 (138,920) -24.5% Services & Supplies 13,385 17,851 10,500 10,500 15,000 6,050 (4,450) -42.4% Equipment Rental 6,115 5,684 9,500 9,500 8,300 8,900 (600) -6.3% Telecommunications 4,697 5,758 6,735 6,735 6,000 6,740 5 0.1% Training/Meetings 3,442 1,655 3,000 3,000 3,000 7,500 4,500 150.0% Dues & Subscriptions 3,408 2,755 4,435 4,435 2,200 2,380 (2,055) -46.3% Allocated Insurance 79,092 83,485 79,800 79,800 79,800 94,185 14,385 18.0% TOTAL EXPENSE $ 955,685 $ 922,077 $ 1,206,290 $ 1,350,290 $ 1,345,193 $ 1,286,155 $ (64,135) -4.7% a
Salaries: base pay, and education incentive pay
Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

SUMMARY - ADMINISTRATIVE SERVICES (FINANCE)
Salary &
Benefits
$669,500
50%
Other
Services &
Supplies
680,790
50%
Administrative Services (Finance)
Expenditures
General Fund
$335,073
25%
Water Fund
510,830
38%
Sewer Fund
497,387
37%
Cost Allocation
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DRAFT
Detail - Administrative Services (Finance)
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comments
100-1401-4010 Salaries 1 247,176 293,339 408,900 408,900 373,773 455,300 See Note A Below 100-1401-4012 Overtime - 170 - - - -
100-1401-4100 Benefits 2 134,852 118,027 253,000 253,000 180,000 269,600 100-1401-4140 Retiree Health Insurance OPEB 6,336 4,294 7,600 7,600 4,300 7,600 100-1401-4210 Contracted Services 238,881 158,632 109,000 109,000 223,000 141,100 See Item#1 100-1401-4211 Banking Fees 20,569 21,251 21,600 21,600 21,600 21,600 See Item#2 100-1401-4212 Technology Maintenance 12,772 18,186 25,720 25,720 25,720 35,200 See Item#3 100-1401-4220 Contract Services - Accounting Services 28,100 27,950 41,000 41,000 41,000 42,000 See Item#4 100-1401-4222 Contract Services - Sales Tax Audit 3,425 3,800 5,000 5,000 4,000 5,000 See Item#5 100-1401-4223 Contract Services - UUT Audit 15,000 15,000 15,000 15,000 15,000 10,000 See Item#5 100-1401-4230 Recruitment 23,094 - 20,000 20,000 17,000 - See Item#6 100-1410-4210 Contract Services - Information Technology 39,641 52,537 53,000 197,000 193,000 53,000 See Item#7 100-1411-4210 Contract Services - Human Resources 75,700 91,703 132,500 132,500 132,500 120,000 See Item#8 100-1401-4310 Office Supplies 6,402 4,850 4,800 4,800 5,000 3,350 See Item#9 100-1401-4330 Misc. Supplies & Services 6,983 13,001 5,700 5,700 10,000 2,700 See Item#10 100-1401-4345 Dues / Subscriptions 3,408 2,755 4,435 4,435 2,200 2,380 See Item#11 100-1401-4375 Equipment Rental 1,948 2,106 3,500 3,500 3,500 4,100 See Item#12 100-1401-4510 Conference & Training 3,146 1,612 2,500 2,500 2,500 7,000 See Item#13 100-1401-4515 Meetings & Travel 296 43 500 500 500 500
100-1401-4750 Telecommunication 4,697 5,758 6,735 6,735 6,000 6,740 See Item#14 100-1401-4996 Allocated Liability Insurance 40,592 42,860 45,400 45,400 45,400 46,685 100-1401-4997 Allocated Workers' Comp Insurance 38,500 40,625 34,400 34,400 34,400 47,500 Total Operation 951,518 918,499 1,200,290 1,344,290 1,340,393 1,281,355 124-1401-4375 Equipment Rental (Photocopier Lease) 4,167 3,578 6,000 6,000 4,800 4,800 Total Capital Outlay 4,167 3,578 6,000 6,000 4,800 4,800 TOTAL DEPARTMENT 955,685 922,077 1,206,290 1,350,290 1,345,193 1,286,155 100-1401-3998 G&A - Water Fund Allocation - 38% (387,540) (355,882) (456,110) (510,830) (509,349) (486,915) 38% 100-1401-3998 G&A - Sewer Fund Allocation - 37% (388,100) (346,516) (444,107) (497,387) (495,945) (474,101) 37% General Fund Cost Allocation - 25% 175,878 216,101 300,073 336,073 335,098 320,339 25% A. No new position(s) added pending citywide staffing assessment 1 Salaries: Includes base pay, longevity pay, education incentive pay (when applicable). 2 Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

4.00 4.00 4.00 4.00 4.00 4.00

4.00 4.00 4.00 4.00 4.00 4.00
General Fund FTE
Total FTE
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DRAFT
Budget Detail
Administrative Services (Finance) Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
1 100-1401-4210 Contracted Services 141,100 109,000
Springbrook Annual Maintenance 25,000 25,000
Springbrook Budget Module Add-on 8,500 -
SB Special PM Setup - 3,000
BL Maintenance 10,000 10,000
Labor Costing | GovInvest Portal Maintenance 10,000 11,000 Financial Forecast Portal Maintenance 10,000 10,000
Records Retention Project - Extra Help 10,000 10,000
Municipal Financial Services Study 27,600 -
Capital Assets Study *carryover* (See Note a.) 40,000 40,000 2 100-1401-4211 Banking Fees 21,600 21,600
Average Monthly Fee $1,800 21,600 21,600
3 100-1401-4212 Technology Maintenance 35,200 25,720
Office 365 Pro Services (Included Email Hosting) 8,400 7,200 Offsite Hosting Server Backup Service 3,000 3,000
Replacement of PW Server 6,000 -
(44) Connectwise Monitoring Packet 24/7 Alerts 16,800 14,520 (4) Wirelesss Access Point Licensing 1,000 1,000
4 100-1401-4220 Contract Services - Accounting Services 42,000 41,000 Annual audit 31,500 30,500
Annual OPEB Study 5,000 5,000
Annual GASB-68 Calculation 5,500 5,500
5 100-1401-4222 Contract Services - Sales Tax Audit 30,000 20,000 Annual Sales Tax Audit 5,000 5,000
UUT Annual Audit 15,000 15,000
UUT Ballot Measure 10,000 -
6 100-1401-4230 Recruitment - 20,000
Jr. Accountant - 10,000
Administrative Technician - 10,000
7 100-1410-4210 Contract Services - Information Technology 53,000 193,000 I.T Contract 53,000 53,000
Cyber Investigation/Review (Retention) (See Note b.) - 100,000 Cyber Security Risk Assessment (See Note b.) - 40,000
Data Breach - W2s (See Note b.) - 4,000
8 100-1411-4210 Contract Services - Human Resources 120,000 132,500 HR Contract 85,000 80,000
Citywide Staffing Study - Phase 2 30,000 15,000
Labor Negotiation (See Note c.) 5,000 30,000
HR Training - 5,000
HR Special Project - 2,500
9 100-1401-4310 Office Supplies 3,350 4,800
Business License Forms - 500
Postage for (BL/AP) - 500
Various Tax Services - W2 & 1099 350 800
Secured Window Envelops 500 500
Routine Finance Supplies 2,500 2,500
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DRAFT
Budget Detail
Administrative Services (Finance) Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
10 100-1401-4330 Misc. Supplies & Services 2,700 5,700
Budget Book Printing 1,500 2,100
GFOA Submission Fees 500 400
PO Box Renewal 500 3,000
Annual Labor Law Posters 200 200
11 100-1401-4345 Dues / Subscriptions 2,380 4,435
CSMFO 330 450
MMANC 100 100
PO Box 1776 Annual Fee + Permit 500 500
PARMA 150 200
GFOA 600 600
Society for Human Resources Mgmt (SHRM) - 230
CALPELRA ( Calif Public Employer Labor Relation Assoc) - 700 SoCo Employer Advisory Council (SCEAC) - 220
Adobe Acrobat Annual Licensing (7) 700 1,435
12 100-1401-4375 Equipment Rental 4,100 3,500
Postage Meter Lease 2,000 2,000
Insert Machine Rental 1,600 -
Battery Backup - 500
Postage Supplies 500 1,000
13 100-1401-4510 Conference & Training 7,000 2,500
PARMA Conference 1,500 -
CSMFO Conference 3,000 1,500
Software (Springbrook) Annual Conference 1,500 -
Webinar/Other conferences 1,000 1,000
14 100-1401-4750 Telecommunications 6,740 6,735
eFax Secured Fax Line Service 240 -
Zoom Conference Service 180 400
Phone Service 3,200 3,200
Sonic Internet 2,400 2,400
Administrative Svs Cell Phone 720 735
Notes:
a. This amount is a carryover prior FY21-22 and did not spend FY21-22 budget amount b. One time expense cost of cyber security and not repeating in FY22-23 b. Cost might change pending labor negotiation terms
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DRAFT

PLANNING DEPARTMENT
The Planning Department provides planning and environmental review assistance to the City Council, and has responsibility for staffing the Planning Commission, Design Review Board, Tree Board, Public Arts Committee, and the Climate Action Subcommittee. In this way, the Planning Department functions more as a Community Development Department than a traditional planning department.

The Planning Department’s activities cover multiple areas in addition to current and advance planning. In addition to traditional planning and land use related functions, the Department also takes a lead role in formulation of park policy; park and community facility planning; and, applies for and administers park-related grants. The Planning Commission also serves as the City’s ‘Parks Commission’, and as the advisory body for the City’s Local Hazard Mitigation Plan update. The Planning Department manages public arts, including the public art in-lieu fund, which allows the City to sponsor public art projects, the Public Art Committee and implementation of public art projects. Lastly, the Planning Department has taken the lead role in climate-action related activities, including applying for and managing a CivicSpark Fellow and development of a Climate Action Framework.

Planning staff also serve on multiple county-wide committees, including the Community Development Commission’s City’s and Towns Advisory Committee (CTAC), the Measure M - Parks Technical Advisory Committee, the County’s Bicycle and Pedestrian Advisory Committee, Sonoma County Economic Development Board, as well as other related committees.

Current planning includes receiving and processing applications for land use permits, subdivision and other development permits, assisting the Building Department in enforcement efforts, as well as preparing staff reports for the Council and City boards and commissions, preparing agenda packets and minutes for assigned committees, and performing inspections to assure compliance with zoning, environmental, and other planning regulations.

Advance planning includes preparation of long-range planning documents, including the General Plan and Housing Element updates and implementation, policy and ordinance revisions and other special studies.

The Planning Department also managed two major projects for the Building Department due to the lack of permanent staffing in this department, including the Local Hazard Mitigation Plan and the e-permitting project.

Planning Director

1.00 FTE
Associate Planner

1.00 FTE
Senior Administrative
Assistant

1.00 FTE
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DRAFT
The Planning Department experienced staffing challenges in 2021, operating at 50% staffing for most of the year with vacancies at both the associate planner (now filled) and senior administrative assistant (on-going leave) starting in April 2021 and continuing into 2022. While temporary assistance is being utilized, staffing recommendations made in last year budget should be reconsidered for the FY 2022/23. These may include: addition of a Planning Technician or Assistant Planner to process administrative permits and assist the Associate Planner and Director; hiring a part time sustainability coordinator for the City to continue the work of the CivicSpark Fellow (which ends in August); hiring a grant-writer to write and manage grant opportunities.

Major Accomplishments in 2021-22
 Processed approximately 75 planning applications in calendar year 2021.  Managed development of Local Hazard Mitigation Plan. Completed Local Hazard Mitigation Plan has been submitted to CalOES/FEMA for review.  Represented Sebastopol in Sonoma County’s Multi-Jurisdiction Hazard Plan as stakeholder and FEMA flood map updates.
 Awarded $20,000 in REAP (Regional Early Action Planning) Grant from ABAG.  Managed call and installation of sculptures at Sculpture Garden at Ives Park with Public Art Committee and opening ceremony.
 Initiated Planning Commissioner training series (to be continued with new commissioners).
 Initiated Housing Element update for sixth cycle (to be completed January 2023).  Managing RFP, Contracting, and Implementation of online permitting/tracking system.  Implementation of AmeriCorps Trail improvements (capital improvements through Engineering department), final negotiation of trail easements and agreements.  Initiated Calder Creek restoration visioning and hydrology studies.  Applied for and received/managed CivicSpark Fellow.
 Initiated Climate Action Framework project.
 Gas Station Ordinance to ban new fossil fuel service stations and limit expansion of existing stations.
 Support for RV Village City Council project.

Goals and Objectives for 2022-23
The budget includes continuation of the current and advance planning functions detailed above as well as the following special projects listed below.
 Continue implementation of projects funded by $165,000 State SB2 (Senate Bill 2) and $65,000 LEAP planning grants, and $20,000 of REAP grant.  Complete Implementation of online permitting/tracking system and hand-off to Building Department.
 Continue implementing GIS (geographic information systems) updates and improvements 75 Agenda Item Number 10
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using SB2 grant funds, including tracking of affordable units and housing inventory sites.  Complete and adopt Housing Element Update.
 Complete and adopt Vacation Rental Ordinance update.
 Complete implementation of the two public art projects.  Develop Objective Design Guidelines for mixed use and multi-family development.  Adoption of Local Hazard Mitigation Plan after review by CalOES and FEMA.  Adoption of Climate Action Framework and initiation of priority climate actions.  Complete Calder Creek naturalization study and hydrology studies. Monitor funding opportunities and apply as appropriate.
 Initiate new call for public art.
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DRAFT
REVENUE SOURCES | CONTRIBUTIONS
Adopted
Funding
2021-22
Adjusted
Funding
2021-22
Estimated
Funding
2021-22
Proposed
Funding
2022-23
Planning Fees $ 30,000 $ 25,000 $ 20,000 $ 25,000
Water Fund 31,798 31,798 30,803 31,208
Sewer Fund 19,079 19,079 18,482 18,725
General Fund 558,574 563,574 550,266 552,718
TOTAL REVENUE 639,450 639,450 619,550 627,650

EXPENSE
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$ Incr /
(Decr)
% Incr /
(Decr)
Salaries & Benefits a 329,931 378,732 495,400 495,400 406,700 469,000 (26,400) -5.3% Contract Services 111,605 86,851 77,750 77,750 140,250 74,800 (2,950) -3.8% Services & Supplies 3,257 6,420 5,700 5,700 4,500 6,500 800 14.0% Equipment Rental 4,164 4,706 3,500 3,500 3,500 3,500 - 0.0% Telcommunications 2,624 3,176 3,500 3,500 3,500 3,500 - 0.0% Training/Meetings 1,141 330 1,500 1,500 1,500 1,950 450 30.0% Dues & Subscriptions 1,399 3,142 1,100 1,100 8,600 8,700 7,600 690.9% Allocated Insurance 50,000 52,063 51,000 51,000 51,000 59,700 8,700 17.1% TOTAL EXPENSE $ 504,121 $ 535,420 $ 639,450 $ 639,450 $ 619,550 $ 627,650 (11,800) -1.8% a
Salaries: Includes base pay, longevity pay, education incentive pay Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

SUMMARY - PLANNING
Salary &
Benefits
Other Services &
Supplies
144,050 …
Planning Expenditures
General Fund
588,574
92%
Water Fund
$31,798
5%
Sewer Fund
19,079
3%
Cost Allocation
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DRAFT
Detail - Planning
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comments
100-2102-4010 Salaries 1 213,920 267,752 320,900 320,900 250,900 320,000 See Note A Below 100-2102-4012 Overtime - - - 2,500 7,000
100-2102-4100 Benefits 2 114,432 109,401 171,200 171,200 150,000 140,400 100-2102-4140 Retiree Health Insurance OPEB 1,579 1,579 3,300 3,300 3,300 1,600 100-2102-4210 Contract Services 61,818 46,057 57,500 57,500 120,000 41,300 See Item#1 100-2102-4212 Technology Maintenance - 2,524 250 250 250 3,500 See Item#2 100-2102-4226 Façade Improvement Program - 10,396 20,000 20,000 20,000 20,000 See Item#3 100-2102-4230 Recruitment 4,051 5,114 - - - 10,000 See Item#4 100-2102-4250 Advertising/Legal Publications 829 3,870 2,200 2,200 2,000 3,000 See Item#5 100-2102-4310 Office Supplies 2,428 2,550 3,500 3,500 2,500 3,500 See Item#6 100-2102-4345 Dues / Subscriptions 1,399 3,142 1,100 1,100 8,600 8,700 See Item#7 100-2102-4510 Conference & Training 1,050 330 1,000 1,000 1,300 1,700 See Item#8 100-2102-4515 Meetings & Travel 91 - 500 500 200 250
100-2102-4750 Telecommunications 2,624 3,176 3,500 3,500 3,500 3,500 See Item#9 100-2102-4996 Allocated Liability Insurance 20,900 21,797 24,100 24,100 24,100 26,400 100-2102-4997 Allocated Workers' Comp Insurance 29,100 30,266 26,900 26,900 26,900 33,300 Total Operation 454,221 507,954 635,950 635,950 616,050 624,150 124-2102-4210 Contract Services 45,736 22,760 - - - - See Item#10 124-2102-4375 Equipment Rental (Photocopier Lease) 4,164 4,706 3,500 3,500 3,500 3,500 See Item#11 TOTAL DEPARTMENT 504,121 535,420 639,450 639,450 619,550 627,650 100-2102-3998 G&A - Water Fund Allocation - 5% (22,711) (25,598) (31,798) (31,798) (30,803) (31,208) 5% 100-2102-3998 G&A - Sewer Fund Allocation - 3% (13,627) (15,357) (19,079) (19,079) (18,482) (18,725) 3% General Fund Cost Allocation - 92% 417,883 466,999 585,074 585,074 566,766 574,218 A. No new position(s) added pending citywide staffing assessment 1 Salaries: Includes base pay, longevity pay, education incentive pay (when applicable). 2 Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

3.00 3.00 3.00 3.00 3.00 3.00

3.00 3.00 3.00 3.00 3.00 3.00
General Fund FTE
Total FTE
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DRAFT
Budget Detail
Planning Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
1 100-2102-4210 Contract Services 41,300 57,500
Arborist/Other Consulting 7,000 7,000
GIS Hosting by Santa Rosa 5,000 5,000
Technical Support (PC mtgs) 8,000 7,000
Public relations for comm events (Holly Hansen) 2,500 2,500 Grant Writing - non CAC 5,000 2,500
Vacation rental compliance monitoring 3,500 4,500
CivicSparks *Carryover* (See Note a.) 5,300 29,000
CAC special projects/initiatives (such as gas station ban, etc.)
5,000 -
2 100-2102-4212 Technology Maintenance 3,500 250
Software Licenses (PDF forms, Bluebeam, etc.) 500 250
Desktop computer replacement 3,000 -
3 100-2102-4226 Façade Improvement Program 20,000 20,000 Citywide Facade Improvement Grant Program 20,000 20,000 4 100-2102-4230 Recruitment 10,000 -
Vacant Position 10,000 -
5 100-2102-4250 Advertising/Legal Publications 3,000 2,200 Legal notices for City Projects (Ordinances, CEQA Filings, etc.)
3,000 2,200
6 100-2102-4310 Office Supplies 3,500 3,500
Sebastopol Blue, Office Depot, Amazon, etc. 3,500 3,500 7 100-2102-4345 Dues / Subscriptions 8,700 1,100
LAFCO *Move here from City Council budget* 7,200 -
American Planning Association Dues 1,500 1,100
8 100-2102-4510 Conference & Training 1,700 1,000
Planning Commissioner Training 500 500
Staff Training/Development 1,200 500
9 100-2102-4750 Telecommunications 3,500 3,500
Sonic 2,400 2,400
Dias/Phone system 1,100 1,100
10 124-2102-4210 Contract Services - -
CAC Grant Writing Consultant (See Note b.) -
11 124-2102-4375 Equipment Rental (Photocopier Lease) 3,500 3,500 Copier Lease Allocation 3,500 3,500
Notes:
a
This is a carryover amount to be spent in the new FY 21-22 from the contract amount of $29,000 b
Request has been moved to citywide discussion items list 79 Agenda Item Number 10
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BUILDING INSPECTION
The Building and Safety Department is responsible for the administration of the City of Sebastopol construction codes relative to new and existing development and alteration/repair to residential, commercial, and industrial buildings and properties. The Department plans, coordinates, and manages all city activities related to building and construction inspections, including review of construction plans, drawings, and specifications for compliance with state and local regulations.

Since the Building Department staff is on-site with all construction projects, the Department works closely with and co-ordinates with The Planning and Public Works Departments to ensure compliance with all Department Regulations.

The Department is responsible for the administrative Flood Plain Management Program. In conjunction with FEMA and the State Water Resource Board regulations, the Department maintains records, reviews projects, and provides inspections and ensures compliance with the regulations.

The Building and Safety Department also investigates Code Compliance complaints regarding Housing Code and Municipal Code violations often crossing over into other Department’s jurisdictions such as Planning/Zoning and to a lesser degree Public Works. We are the eyes on the construction projects in the City all the way through the project to completion, where other Departments may not see the project again once it is approved and Condition of Approval are issued. As part of this process Building Department gathers evidence with regard to violations, issues correction notices, and involves other Departments where necessary. The Department also investigates complaints regarding ADA handicap access violations, Business Operations, and work without permits.

The Department is responsible for consultation with Architects, Engineers, Contractors, and Property Owners concerning building construction and land development. We attempt to maintain a positive partnership from the very beginning which allows for a much smoother approval process for all projects.

Building Official
Contracted
Building/Code
Compliance Disability Access Contractor's Business License Senior Administrative
Assistant

0.50 FTE
80 Agenda Item Number 10
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Major Accomplishments in 2021-22
 Established a more co-operative working relationships with all other City Departments.  Worked collaboratively with City staff and SAVs to complete Safe Parking Site  New Fee Schedule adopted and implemented.
 Update all the forms available on Department Website including Permit download.  Pulled much more of our Plan Checks in house to reduce time for permit issuance.

Goals and Objectives for 2022-23
 Improve coordination with other Departments in project permitting/inspection process  Enhance City’s Emergency Disaster Response Plan
 Adopt and Implement Local Hazard Mitigation Plan
 Purchase and install Permit Issuance and Tracking Software Major Budget Changes for 2022-23
Permit and Plan Review activity is expected to be about the same as 2021-22 budget year. The permit activity will remain steady, but we do anticipate revenues to be higher based on a new permitting fee schedule and a continued push to make sure all projects are permitted. There are three or four very large projects moving forward in the city we are un-able to budget for at this time, as there is no certainty that any will move forward in this fiscal year. The permit revenue may be significantly increased if any of the three or four very large projects actually move forward in this fiscal year. Those very large projects if approved for final permit issuance during 2022-23 will come with much higher permit fee as revenues and the need for increased inspection activities and will require Budget amendments if approved. Those projects include a large downtown hotel, The Woodmark Development which is a very large residential development, and a rebuild/remodel of the one hundred block of South Main Street among others.

The City of Sebastopol Building and Safety Department budget for 2022-23 continues to reflect some staffing changes as an outside consultant (Phillips/Seabrook) continues to provide Building Inspection, Code Compliance, Flood Plain Management, and Plan Check Services. Under this arrangement, the Senior Administrative Assistant coordinates the department, and the outside consultant is providing all services on an as- needed basis rather than a full time 40 hours per week.

The Building and Safety Department will vary staffing based on need for both plan review and inspection services or other services needed.

The City’s Local Hazard Mitigation Plan has expired. The Fire, Planning and Building Department Managers are working with FEMA District IX on a new plan for the City. The City has selected Wood Environment & Infrastructure to manage this process. 81 Agenda Item Number 10
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REVENUE SOURCES | CONTRIBUTIONS
Adopted
Funding
2021-22
Adjusted
Funding
2021-22
Estimated
Funding
2021-22
Proposed
Funding
2022-23
Building Permits $ 150,000 $ 200,000 $ 200,000 $ 200,000 Water Fund 33,995 33,995 33,995 30,771
Sewer Fund 33,995 33,995 33,995 30,771
General Fund 47,510 (2,490) (2,740) (21,092)
TOTAL REVENUE 265,500 265,500 265,250 240,450

EXPENSE
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$ Incr /
(Decr)
% Incr /
(Decr)
Salaries & Benefits a 159,410 55,641 65,700 65,700 65,700 67,200 1,500 2.3% Contract Services 116,378 195,388 170,000 170,000 170,000 141,700 (28,300) -16.6% Services & Supplies 5,339 4,278 4,250 4,250 4,250 6,700 2,450 57.6% Equipment Rental 3,544 2,963 4,000 4,000 3,750 3,750 (250) -6.3% Vehicle Maintenance 4,195 - - - - - - 0.0%
Meetings & Travels - - 500 500 500 500 - 0.0%
Telcommunications 3,580 2,316 1,700 1,700 1,700 2,000 300 17.6% Dues & Subscriptions 1,538 200 450 450 450 500 50 11.1% Allocated Insurance 28,146 16,684 18,900 18,900 18,900 18,100 (800) -4.2% Capital Outlay - - - - - - - 0.0%
TOTAL EXPENSE $ 322,130 $ 277,470 $ 265,500 $ 265,500 $ 265,250 $ 240,450 $ (25,050) -9.4% a
Salaries: Includes base pay, longevity pay, education incentive pay Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

SUMMARY - BUILDING
Salary &
Benefits
$65,700
25%
Other Services &
Supplies
199,800
75%
Building Expenditures
General Fund
$197,510
74%
Water Fund
$33,995
13%
Sewer Fund
33,995
13%
Cost Allocation
82 Agenda Item Number 10
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Detail - Building
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comment
100-2202-4010 Salaries 1 106,623 41,473 42,450 42,450 42,450 42,450 See Note A Below 100-2202-4100 Benefits 2 49,318 14,168 20,700 20,700 20,700 22,200 100-2202-4101 Health In-Lieu 3,469 - 2,550 2,550 2,550 2,550 100-2202-4210 Contract Services 112,077 195,299 170,000 170,000 170,000 141,700 See Item#1 100-2202-4230 Recruitment 4,301 89 - - - - See Item#2
100-2202-4310 Office Supplies 1,583 1,482 1,500 1,500 1,500 1,500 100-2202-4330 Misc Supplies & Services 3,756 2,796 2,750 2,750 2,750 5,200 See Item #3 100-2202-4345 Dues / Subscriptions 1,538 200 450 450 450 500 100-2202-4380 Vehicle Maintenance 4,195 - - - - -
100-2202-4510 Conference & Training - - 500 500 500 500 100-2202-4515 Meetings & Travel - - - - - -
100-2202-4750 Telecommunications 3,580 2,316 1,700 1,700 1,700 2,000 100-2202-4996 Allocated Liability Insurance 11,996 12,723 15,400 15,400 15,400 13,700 100-2202-4997 Allocated Wrkrs Comp Insurance 16,150 3,961 3,500 3,500 3,500 4,400 Total Operation 318,586 274,507 261,500 261,500 261,500 236,700 124-2202-4375 Equipment Rental (Copier Lease) 3,544 2,963 4,000 4,000 3,750 3,750 124-2202-5100 Capital Outlay - - - - - - See Item #4
TOTAL DEPARTMENT 322,130 277,470 265,500 265,500 265,250 240,450 100-2202-3998 G&A - Water Fund Allocation - 13% (41,417) (35,492) (33,995) (33,995) (33,995) (30,771) 13% 100-2202-3998 G&A - Sewer Fund Allocation - 13% (41,417) (35,492) (33,995) (33,995) (33,995) (30,771) 13% General Fund Cost Allocation - 74% 235,752 203,523 193,510 193,510 193,510 175,158 A. No new position(s) added pending citywide staffing assessment 1 Salaries: Includes base pay, longevity pay, education incentive pay (when applicable). 2 Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

1.50 1.50 1.50 1.50 1.50 1.50

1.50 1.50 1.50 1.50 1.50 1.50
General Fund FTE
Total FTE
83 Agenda Item Number 10
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DRAFT
Budget Detail
Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
1 100-22-02-4210 Contract Services 141,700 170,000
Corelogic Information Solutions - Property Data Information 2,400 - Planeteria - ADA Annual Website Review 500 500
Local Hazard Mitigation Plan (LHMP) Contract *Carryover* (See Note a.) 10,000 41,000 Flood Gauge 8,800 8,500
Phillips & Seabrook Contract 120,000 120,000
2 100-22-02-4230 Recruitment - -
Chief Building Official Recruitment Cost - -
3 100-2202-4330 Misc Supplies & Services 5,200 2,750
Routine Department 2,500 2,000
2022 California Building & Fire Code Book (See Note b.) 2,000 - ADT Security Monitoring 700 750
4 124-2202-5100 Capital Outlay - -
- -
Notes:
a
Balance of $10K is carryover. Total contract was for $66K. Spent $15K in FY20-21, $41K in FY21-22) b
Building code standard booklet cycle every 3 year
84 Agenda Item Number 10
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ENGINEERING DEPARTMENT
The Engineering Department is responsible for maintenance and improvements to the City’s infrastructure mainly via administration of the City Capital Improvement Plan (CIP), providing project management and contract management for City construction projects, assists the Public Works Department with technical assistance on City infrastructure such as water and sewer, pavements and streets, bicycles and pedestrians access, ADA, and City buildings, and provides a City presence with private and commercial development projects via plan reviews and site inspections. Engineering Department staff also play a large role acting as the City liaison to many external agencies and activities, serving on several Boards, Technical Advisory Committees, and Working Groups. Several regulatory compliance efforts, chiefly the NPDES Storm-water Discharge Permit with its several annual submittals, are handled by the Engineering Department.

Major Accomplishments in FY 2021-22
 Park Village Apartments Renovation: The renovation of two apartment units began in 2020 and was completed in February 2022.
 The City’s Street Standard Details were updated in 2021 from the 1998 version.  The City applied for and was awarded a Safe and Seamless Mobility (“Quick Strike”) transportation grant of $476,000. The project is the installation of ADA curb ramps at seven intersections on SR 116. The project also includes pedestrian safety improvements at Bodega/Robinson and Bodega/Florence. The work is estimated to commence construction in 2023.
 In 2017 the City applied for and was awarded a regional OBAG 2 federal-aid transportation grant for an ambitious project: upgrade the Bodega Avenue Bike Lanes and Pavement Rehabilitation Project along the Bodega Avenue Corridor with some new crosswalks, repaving, sidewalk, and some shoulder enhancement work. The grant award was $1.2 M and was insufficient for the project. In order to keep the project within grant funding parameters, the work is being broken down into two phases. Phase 1 will be the segment from High Street to (approximately) Nelson Way and future Phase 2 will be Nelson Way to Pleasant Hill Road. The City has retained the engineering firm of Wood Rogers to do the design and environmental review for the project, and the design is nearly complete with Engineering
Manager and City
Engineer
Consultants
Project Inspection
Services
Capital
Improvement
Program
Storm Water
Administrative
Assistant

0.25 FTE
Management Analyst

0.50 FTE
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some of the design costs being paid for with a CDBG grant. It is expected that the project design will be completed in June 2022 and a Caltrans authorization to construct in late 2022. Construction of Phase 1 should begin in late 2022 or early 2023.  Storm Water Permit Compliance: Work has progressed via the “MS4 Co-Permittees Group” on addressing new regulatory requirements via the new (October 2015) state (federal regional NPDES storm water discharge permit. The MS4 permit expired in January 2021 and was automatically renewed while the new permit is being developed by the State. The new permit will have new requirements but it is not yet known what those new requirements are.
 Groundwater Sustainability Agency (GSA): The GSP was completed and submitted for State review in February 2022. The current activity is the completion of a Rate Study by the GSA that would affect all groundwater users.
 The design of the First Street Water Main Replacement Project was completed and the project was bid in March 2022. The work is anticipated to begin in late spring 2022 and complete by the end of summer.
 A Private Sewer Lateral Grant Fund program was approved by Council and the details of the program will be developed and implemented by June 2022.  The Engineering Department, working with the City Administration office developed and implemented various policies and ordinances pertaining to SB 1383 including a Zero Waste Food Ware Ordinance, a Zero Waste Reduction Ordinance, and a comprehensive Environmentally Preferable Purchasing Policy.

Goals and Objectives for 2022-23:
 Bodega Avenue Corridor project:
 Apply for additional grant for Phase 2 funding
 Perform digouts and repairs of Bodega Avenue to extend the life of the pavement while the Phase 1 and 2 work are underway.
 Begin construction of Phase 1 in late 2022-2023.
 Continue grant funding pursuits for: ATP 6 (Active Transportation Program) grant for Ragle Road/West Side bicycle trail, Citywide pavement resurfacing, Burbank Farm restroom facility, and Calder Creek re-naturalization.
 Construct ADA curb ramps along SR 116 and intersection improvements at Bodega/Robinson and Bodega/Florence upon authorization of award of Quick Strike grant funding.
 Continue support of the Santa Rosa Plain Groundwater Sustainability Agency GSA) via participating in the GSA TAC, and the GSA Board and monitor/review potential rate increases.
 Participate in the MS4 stormwater permit renewal process.  Participate with Zero Waste Sonoma (formerly Sonoma County Waste Management Agency) in the implementation of SB 1383 requirements, including participating in the compost rebate program.
 Re-certify the Pavement Management Program to qualify for regional transportation discretionary funds to improve and maintain the city’s street and road network.  Begin work on the 2023 Pavement Management Budget report and complete by spring 2023.
 Begin work on developing an undergrounding district to utilize existing Rule 20A monies.  In coordination with the Community Development department, develop a parklets framework for permanent parklets on Caltrans right of way. 86 Agenda Item Number 10
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Future Issues to Consider:
 Identify ways to streamline the process for taking projects from CIP approval through completion.
 Refine the sequence and financial management factors for the Bodega Avenue Corridor work plan as part of the planning for the project as the design work is done. Keep seeking for additional grants.
 Explore funding options for storm water infrastructure needs. These expenses and necessary projects will only increase over time, and are driven by mandatory regulatory changes. Storm water infrastructure is not considered a “utility” thus is subject to voter approval per Prop 218 for any proposed fees. SB 231 was put forth as an effort to address this problem but that still is not a certainty. Even if storm water needs no longer need voter approval, the City would still have to deal with imposing a new fee.  Develop a plan for systematic upgrades to the City Water and Sewer systems. Use this plan to update the CIP.
 Update the City’s 2005 storm drainage, water and sewer master plans which should be updated every 5 years, or upon approval of a new General Plan.  Update the City’s 1998 Standard Plans as many of the plans no longer apply and are difficult for contractors to construct public roads, storm drains, water and sewer facilities that meet the City’s current needs.
 Prepare an Urban Water Management Plan to be eligible to receive drinking water grants and/or loans through the State Drinking Water program.
 Develop a Drought Contingency Plan.
87 Agenda Item Number 10
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DRAFT
REVENUE SOURCES | CONTRIBUTIONS
Adopted
Funding
2021-22
Adjusted
Funding
2021-22
Estimated
Funding
2021-22
Proposed
Funding
2022-23
Encroachment Permits 30,000 40,000 40,000 40,000
Grading Permits 1,000 500 500 -
Sale of Plans & Specifications 300 300 300 300
Water Fund 122,128 142,528 138,939 148,254
Sewer Fund 100,576 117,376 114,420 122,091
General Fund 248,546 261,846 251,305 274,015
TOTAL REVENUE 502,550 562,550 545,464 584,660

EXPENSE
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$ Incr /
(Decr)
% Incr /
(Decr)
Salaries & Benefits a (1.75 FTE) 250,076 184,978 122,500 122,500 110,844 136,750 14,250 11.6% Contract Services 69,075 197,045 292,450 352,450 347,100 355,900 3,450 1.0% Services & Supplies 4,241 7,081 4,100 4,100 4,420 5,570 1,470 35.9% Telecommunications 2,477 2,512 3,100 3,100 2,700 3,600 500 16.1% Training/Meetings 150 97 200 200 200 250 50 25.0%
Dues & Subscriptions 37,104 40,258 53,800 53,800 53,800 50,590 (3,210) -6.0% Allocated Insurance 35,500 37,178 26,400 26,400 26,400 32,000 5,600 21.2% TOTAL EXPENSE $ 398,623 $ 469,149 $ 502,550 $ 562,550 $ 545,464 $ 584,660 22,110 3.9% a Salaries: Includes base pay, longevity pay, education incentive pay Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

SUMMARY - ENGINEERING / STORM WATER
Salary &
Benefits
$122,500
22%
Other Services &
Supplies
440,050
78%
Engineering / Storm Water
Expenditures
General Fund
$302,646
54%
Water Fund
$142,528
25%
Sewer Fund
117,376
21%
Cost Allocation
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Detail - Engineering
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comments
100-2302-4010 Salaries 1 (0.75 FTE) 158,254 110,003 86,100 86,100 70,370 85,300 See Note A Below 100-2302-4011 Salaries Part-Time 10,354 14,466 - - 8,657 - 100-2302-4012 Overtime 96 - - - - -
100-2302-4100 Benefits 2 76,933 42,760 30,150 30,150 27,000 47,700 100-2302-4101 Health In Lieu 707 1,163 2,550 2,550 229 - 100-2302-4104 Accrual In Lieu - 12,853 - - 888 -
100-2302-4140 Retiree Health Insurance (OPEB) 3,733 3,733 3,700 3,700 3,700 3,750 100-2302-4210 Contract Services 41,191 152,159 198,500 258,500 260,000 242,500 See Item#1 100-2302-4230 Recruitment 296 4,034 - - - 10,000
100-2302-4212 Technology Maintenance 204 37 - - - 1,500 New computer/laptop 100-2302-4330 Misc Supplies & Services 1,230 3,962 1,000 1,000 1,000 2,150 100-2302-4345 Dues & Subscription 5,104 54 7,500 7,500 7,500 7,290 See Item#2 100-2302-4515 Meetings & Travel 150 97 200 200 200 250
100-2302-4750 Telecommunications 2,477 2,512 3,100 3,100 2,700 3,600 100-2302-4996 Allocated Liability Insurance 19,600 20,420 19,200 19,200 19,200 23,200 100-2302-4997 Allocated Workers' Comp Insurance 15,900 16,758 7,200 7,200 7,200 8,800 Total Operation 336,228 385,011 359,200 419,200 408,644 436,040 124-2302-4210 Contract Services - Zero Waste - - - - 10,000 30,000 See Item#3 124-2302-4210 Contract Services - Traffic - - - - 40,000 37,000 See Item#3 124-2302-4375 Equipment Rental (Photocopier Lease) 3,011 3,119 3,100 3,100 3,420 3,420 Total Capital Outlay & Other 3,011 3,119 3,100 3,100 53,420 70,420 TOTAL DEPARTMENT 339,239 388,130 362,300 422,300 462,064 506,460 100-2302-3998 G&A - Water Fund Allocation - 34% (112,678) (117,390) (122,128) (142,528) (138,939) (148,254) 34% 100-2302-3998 G&A - Sewer Fund Allocation - 28% (92,792) (96,673) (100,576) (117,376) (114,420) (122,091) 28% General Fund Cost Allocation - 38% (205,470) (214,063) 136,496 159,296 155,285 165,695 A. No new position(s) added pending citywide staffing assessment 1 Salaries: Includes base pay, longevity pay, education incentive pay (when applicable). 2 Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

1.75 1.75 1.75 1.75 1.75 1.75

1.75 1.75 1.75 1.75 1.75 1.75
General Fund FTE
Total FTE
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DRAFT
Detail - Storm Water Management
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comments
124-2307-4210 Contract Services 27,384 40,815 93,950 93,950 37,100 34,900 See Item#4 124-2307-4330 Misc Supplies & Services - - - - - -
124-2307-4345 Dues / Subscriptions 32,000 40,204 46,300 46,300 46,300 43,300 See Item#5 124-2307-4515 Meetings & Travel - - - -
TOTAL DEPARMENT 59,384 81,019 140,250 140,250 83,400 78,200 90 Agenda Item Number 10
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DRAFT
Budget Detail
Engineering & Storm Water Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
Engineering Cost Center
1 100-2302-4210 Contract Services 242,500 258,500
Local Road Safety Plan (LRSP) - 45,000
Zero Waste Committee Initiatives - 1,000
Scan documents for electronic records 1,000 1,000
Public outreach services for engineering activities 1,500 1,500 City Engineer (J. Gaffney) - 6 months - 30,000
Interim City Engineer 120,000 60,000
Engineering Management Services 120,000 120,000
2 100-2302-4345 Dues & Subscription 7,290 7,500
SCTA Annual Fee 5,410 5,700
Breeze Smart (CIP) Software Annual 1,680 1,600
Adobe Acrobat 200 200
67,000 -
3 124-2302-4210 Zero Waste Committee Initiatives 30,000 - Traffic Engineering Services (See Note a.) 37,000 -
Stormwater Cost Center
4 124-2307-4210 Contract Services 34,900 93,950
Mandate Storm Water Creek Sampling 9,200 23,750
Annual stormwater report assistance (See Note b.) 25,700 28,200 SB1383 - 30,000
City Engineer Consultant (See Note c.) - 12,000
5 124-2307-4345 Dues / Subscriptions 43,300 46,300
State Water Resources Control Board 8,000 6,300
5-year permit renewal - 5,000
Russian River Water Shed 35,300 35,000
Notes:
a. Expenditure in FY 2021-22 the same as proposed in 2022-23 but was previously absorbed in the budget b. Annual Stormwater Report Assistance service consisting of the following:

Mandate Bioassessment maybe required when City's 5 year permit is renewed in FY23-24 Report of Waste Discharge, Water Board requirement, Outfall inspections Public Facility Pollution Prevention Plans
Business Critical Source Plans & Inspections
Low Impact Development (LID) manual update is part of RRWA work plan covered in membership c. Included in Engineering Manager services.
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FIRE DEPARTMENT
The Fire Department is responsible for traditional fire safety programs and emergency response.

The Fire Department is operated by one full-time Fire Chief, one full-time Fire Engineer, one fulltime Senior Administrative Assistant shared with the Building and Safety Department, and 26 dedicated Volunteer Firefighters.

The Fire Department provides emergency response to fires, vehicle accidents, medical emergencies, rescues, and hazardous conditions. It provides non-emergency response to public assists, invalid assists, water cleanup, smoke removal, and the rescue of trapped animals. One of its major services is its public education and fire inspection programs, designed to reduce the likelihood and severity of fires.

Major Accomplishments in 2021-22:
• Responded to 1269 Emergency Calls for Service in 2021 • Active Fire Dept in the Dixie, Caldor, and Fawn Wildland Fires • 38 Days, 2 Fire Engines, 10 Sebastopol Firefighters, 1200 Hours • Provided In-County Upstaffing & Task Force Fire Protection • Managed Strike Teams and County Upstaffing Fire Coverage • Participated in Wildland Fire Response Planning Session • Worked with County on Evacuation and Sheltering Plan
• Weekly Sonoma County Operational Situational Briefings • COVID Hotline Complaints Investigation & Enforcement
• Attended Weekly Sonoma County COVID Vaccination Meetings • Ordered Personal Protective Equipment (PPE) Supplies for City Dept’s • Staff Reports on Local Emergency Proclamations for COVID-19 • FEMA & Cal OES Liaison for Meetings & Claims during Local Fires • FEMA & Cal OES Liaison for Meetings & Claims during COVID-19 Pandemic Fire Chief

1.00 FTE
Fire Protection
Prevention
Investigation
Emergency
Preparedness
EOC
Volunteer FF
Recruitment
Retention
Senior
Administrataive
Assistant

0.50 FTE
Fire Engineer

1.00 FTE
92 Agenda Item Number 10
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DRAFT • Conducted 24 Training Drills (reduced number of Drills due to Pandemic) • Conducted SFM Fire & Life Safety Building Inspections • Managed PGE Public Safety Power Shutoff’s (PSPS)
• Submitted Staff Report for Public Hearing on Weed Abatement • Managed Successful Weed Abatement Program
• Submitted Staff Report & Policy on Fireworks Lottery Process • Submitted Staff Report for Type 3 Wildland Fire Engine Replacement • Managed Subpoena for City on Crooked Goat Lawsuit at the Barlow • Disaster Preparedness & Emergency Planning Presentations • Held 6 Blood Drives for Blood Centers of the Pacific
• Fire Dept Long Range (5 Year) Planning Committee Meetings • Submitted Building & Fire Department Annual Budgets
• Submitted Mid-Year Budget Adjustments for Building & Fire Depts • Worked with Daryl Phillips as our Contract Building Official • Worked with Steve Brown as our Contract Building Inspector • Inspected and Approved City Parklets for Outdoor Dining • Attended Annual Russian River Flood Planning Meeting
• Directed Public Safety Outreach Coordinator with Projects • Attended Numerous Meetings on Unhoused, Trailers, Motorhomes • Active Member of Development Review Committee
• Managed Development of City’s Evacuation Map and Plan • Updated City’s Emergency Operations Plan
• Updated City’s Emergency Operations Center Plan
• Presented Fire Life Safety Measures at West County High School • Prepared Staff Report for the Sonoma County Grand Jury Report • Prepared Analysis Report for Unhoused SAVS Project
Goals and Objectives for 2022-23:
• On schedule for 1300 Emergency Calls for Service
• Conduct 48 Required Training Drills, including Swiftwater Training • Conduct EOC Training Exercises with City Staff & City Council • Apply for Cal Fire VFA Grant and other Local Community Grants • Recruit new Volunteer Firefighters (3)
• Use the “I Am Responding” Response Program
• Use the “Active 911” Response Program
• Hold 6 Blood Drives for Blood Centers of the Pacific
• Manage City’s Weed Abatement Program
• Provide In-County Upstaffing & Task Force Fire Protection • Provide In-County and Out-of-County Wildland Strike Teams • Manage Strike Teams and County Upstaffing Fire Coverage • Attend Weekly Sonoma County Operational Situational Briefings • City’s COVID Hotline Complaints Investigation & Enforcement • Purchase Personal Protective Equipment (PPE) Supplies for City Dept’s 93 Agenda Item Number 10
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DRAFT • FEMA & Cal OES Liaison for Meetings & Claims during Local Fires • FEMA & Cal OES Liaison for Meetings & Claims during COVID-19 Pandemic • Conduct SFM Fire & Life Safety Building Inspections
• Manage PGE Public Safety Power Shutoff’s (PSPS)
• Manage Public Safety Outreach Coordinator with Projects • Submit Building & Fire Department Annual Budgets
• Submit Mid-Year Budget Adjustments for Building & Fire Depts • Submit Staff Reports (7) on Local Emergency Proclamations for COVID • Submit Staff Report Resolution Declaring Weeds a Public Nuisance • Submit Staff Report for Public Hearing on Abatement of Weeds • Submit Staff Report for Public Hearing on EOP & EOC
• Submit Staff Report For Second Reading on EOP & EOC
• Submit Staff Report for Kiwanis Annual Fireworks Show • Review Long-Range Planning for Fire Service
• Participate in Wildland Fire Response Planning Session • Adopt and Implement Local Hazard Mitigation Plan
• Enhance & Implement City’s Evacuation Map and Plan
• Update and Present City of Sebastopol Emergency Plan
• Update and Present City of Sebastopol Evacuation Map & Plan • Support SAVS Unhoused Project’s Move to AmeriGas Site 94 Agenda Item Number 10
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DRAFT
REVENUE SOURCES | CONTRIBUTIONS
Adopted
Funding
2021-22
Adjusted
Funding
2021-22
Estimated
Funding
2021-22
Proposed
Funding
2022-23
Fire Department Fees $ 30,000 $ 30,000 $ 30,000 $ 30,000 Water Fund 84,382 84,382 83,388 92,901
Transfer In 429,242 389,242 (349,242) -
General Fund 806,127 1,195,369 1,920,647 1,269,000
TOTAL REVENUE 1,349,750 1,698,992 1,684,792 1,391,900

EXPENSE
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget $ Incr / (Decr)
% Incr /
(Decr)
Salaries & Benefits a 740,538 816,192 862,250 862,250 888,050 938,800 76,550 8.9% Contract Services 47,772 45,685 101,000 101,000 61,000 108,000 7,000 6.9% Services & Supplies 51,732 56,651 52,300 52,300 52,300 57,550 5,250 10.0% Equipment Rental / Maintenance 47,671 59,283 72,700 72,700 72,700 81,750 9,050 12.4% Telcommunications 8,541 8,765 8,700 8,700 8,700 9,200 500 5.7% Training/Meetings 1,945 9,128 9,000 9,000 9,000 10,000 1,000 11.1% Dues & Subscriptions 9,827 10,370 13,200 13,200 13,200 13,500 300 2.3% Utilities 9,164 11,774 8,000 8,000 8,000 8,000 - 0.0%
Allocated Insurance 101,320 113,422 101,100 101,100 101,100 122,100 21,000 20.8% Other Community Supports 10,025 33,733 9,500 9,500 9,500 11,000 1,500 15.8% Capital Outlay 7,758 - 112,000 461,242 461,242 32,000 (429,242) -93.1% TOTAL EXPENSE $ 1,036,293 $ 1,165,003 $ 1,349,750 $ 1,698,992 $ 1,684,792 $ 1,391,900 $ (307,092) -18.1% a
Salaries: Includes base pay, longevity pay, education incentive pay (when applicable) Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

SUMMARY - FIRE
Salary &
Benefits
$862,250
51%
Other Services
& Supplies
836,742
49%
Fire Expenditures
General Fund
$1,225,369
94%
Water Fund
$84,382
6%
Cost Allocation
95 Agenda Item Number 10
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DRAFT
Detail - Fire
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comments
100-3102-4010 Salaries 1 197,490 270,953 283,600 283,600 283,600 283,600 See Note A Below 100-3102-4012 Overtime - 371 5,000 5,000 500 1,500 Early Fire Season! 100-3102-4013 Salaries - Part Time (Shift) 83,778 80,800 77,600 77,600 77,600 77,200 100-3102-4014 Salaries - Part Time (Calls/Drills) 149,767 102,448 150,000 150,000 150,000 150,000 100-3102-4015 Salaries - Part Time (Captain Weekends) 28,500 28,800 28,400 28,400 28,400 28,800 100-3102-4016 Salaries - Part Time (Retention) 99,997 79,984 80,000 80,000 80,000 80,000 100-3102-4100 Benefits 2 135,691 184,462 193,800 193,800 193,800 197,450 100-3102-4101 Health In-Lieu 2,617 2,326 2,550 2,550 2,550 2,550 100-3102-4104 Accrual In-Lieu - - - - - 46,000
100-3102-4105 Medicare + FICA 31,327 58,811 30,000 30,000 60,000 60,000 100-3102-4140 Retiree Health Insurance (OPEB) 3,592 4,248 4,000 4,000 4,300 4,300 100-3102-4170 Fire Service CSFA Award 4,800 - 4,200 4,200 4,200 4,200 See Item#1 100-3102-4180 Fire Disability Insurance 2,979 2,989 3,100 3,100 3,100 3,200 See Item#2 100-3102-4210 Contract Services 47,772 45,685 101,000 101,000 61,000 108,000 See Item#3 100-3102-4310 Office Supplies 1,168 1,610 2,000 2,000 2,000 2,000 See Item#4 100-3102-4330 Misc Supplies & Services 40,156 50,293 33,000 33,000 33,000 39,050 See Item#5 100-3102-4345 Dues / Subscriptions 9,827 10,370 13,200 13,200 13,200 13,500 See Item#6 100-3102-4378 Equipment Maintenance 9,414 13,911 25,200 25,200 25,200 25,000 See Item#7 100-3102-4380 Vehicle Maintenance 34,714 30,459 23,500 23,500 23,500 27,500 See Item#8 100-3102-4390 Vehicle Fuel - 10,898 20,000 20,000 20,000 25,500 See Item#9 100-3102-4515 Meetings & Travel 1,945 9,128 9,000 9,000 9,000 10,000 See Item#10 100-3102-4710 Utilities - Gas & Electric 7,081 9,630 5,000 5,000 5,000 5,000 See Item#10 100-3102-4711 Utilities - City Use 2,083 2,144 3,000 3,000 3,000 3,000 See Item#11 100-3102-4750 Telecommunications 7,100 7,198 7,200 7,200 7,200 7,700 See Item#12 100-3102-4996 Allocated Liability Insurance 42,970 44,307 49,200 49,200 49,200 57,600 100-3102-4997 Allocated Workers' Comp Insurance 58,350 69,115 51,900 51,900 51,900 64,500 Total Operation 1,003,118 1,120,940 1,205,450 1,205,450 1,191,250 1,327,150 124-3102-4330 Misc Supplies & Services - 30 -
124-3102-4375 Equipment Rental (Photocopier Lease) 3,543 4,015 4,000 4,000 4,000 3,750 See Item#13 124-3102-4890 Other Community Support 10,025 33,733 9,500 9,500 9,500 11,000 See Item#14 124-3102-5100 Capital Outlay 7,758 - 112,000 461,242 461,242 32,000 See Item#15 Total Capital Outlay 21,326 37,778 125,500 474,742 474,742 46,750 TOTAL DEPARTMENT 1,024,444 1,158,718 1,330,950 1,680,192 1,665,992 1,373,900 100-3102-3998 G&A - Water Fund Allocation - 7% (71,070) (77,768) (84,382) (84,382) (83,388) (92,901) 7% General Fund Cost Allocation 932,048 1,043,172 1,121,069 1,121,069 1,107,863 1,234,250 A. No new position(s) added pending citywide staffing assessment 1 Salaries: Includes base pay, longevity pay, education incentive pay (when applicable) 2 Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

1.50 1.50 1.50 1.50 1.50 1.50
General Fund FTE - Volunteers 34.00 34.00 33.00 33.00 33.00 33.00

35.50 35.50 34.50 34.50 34.50 34.50
General Fund FTE
Total FTE
96 Agenda Item Number 10
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DRAFT
Budget Detail
Fire Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
1 100-3102-4170 Fire Service Award NAT42 (CSFA LOS Award) 4,200 4,200 Cetera Retirement Plan/First Allied Retirement 4,200 4,200 2 100-3102-4180 Fire Disability Insurance (Meyers-Stevens Vendor) 3,200 3,100 Payment of Disability Ins 3,200 3,100
3 100-3102-4210 Contract Services (REDCOM 9-1-1- Dispatch) 108,000 101,000 Redcom Dispatch Services 59,000 52,000
H&S Associates 8,000 8,000
Fire Department Study *Carryover* (See Note a.) 40,000 40,000 Holly Hanson (Meet your Neighborhood Program) 1,000 1,000 4 100-3102-4310 Office Supplies 2,000 2,000
Office Depot 2,000 2,000
5 100-3102-4330 Misc Supplies/Services 39,050 33,000
ADT Camera Security Monitoring 700 -
Major Alarm FD Monitoring 600 750
SRFE Fire Alarm Monitoring - 700
Aim Mail Center 250 250
Ca Embroidery & Screen Printing 2,500 2,500
Costco 5,000 5,000
Fircrest Market 5,000 5,000
First Choice Coffee 500 500
City of Healdsburg (CUPA/CERS) 1,500 1,300
Life Assist Medical Supplies - 500
McKesson Medical Supplies 5,000 5,000
Occu-Med Physicals (Canceled - Now using Kaiser) - 1,000 Kaiser Medicals/Physicals 5,000 -
OS System Water Rescue Dry Suits 1,500 2,000
Our Designs Uniform 500 1,000
Santa Rosa Uniform 1,500 2,500
Sebastopol Hardware 5,000 5,000
Streamline Automation Systems Fire Insepctions 1,500
Target Solutions - Online Training Management System 3,000 6 100-3102-4345 Dues / Subscriptions 13,500 13,200
Active 911 150 150
Cal Chief's Membership 500 500
CSFA FF Membership 2,700 2,600
Firehouse Cloud 2,500 2,500
IAFC Membership 300 300
Norcal FPO Membership 100 100
NFPA Membership 450 450
National Fire Codes (Electronic Version) 1,700 1,500
SCFCA Dues 400 400
Coaches Corner Health Club 4,000 4,000
I AM Responding 700 700
7 100-3102-4378 Equipment 25,000 25,200
Air Exchange (Plymovent) 2,000 2,000
BWS Distributions 1,500 500
Hendrix Chainsaw 2,500 2,000
LN Curtis 15,000 18,000
Physio Control (AED's) 1,500 1,200
SRFE 1,500 1,000
Sign Dynamics 1,000 500
97 Agenda Item Number 10
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DRAFT
Budget Detail
Fire Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
8 100-3102-4380 Vehicle Operating Expense 27,500 23,500 BAAQM Permits (Air Quality Permits) 1,000 1,000
Benedetti's Tire 8,000 8,000
Fire Tech Services (Aerial Ladder and Ground Ladders) 1,000 500 Golden State Fire (Repairs & Maintenance) 10,000 1,000
Jeff's Twin Oaks Garage (Replaces R's Automotive) 1,000 5,000 Lehr Auto (Electronics) - 500
Napa Auto Parts 1,000 1,000
R&S Erection (Roll-up doors) 5,000 6,000
Sebastopol Bearing & Hydraulic 500 500
9 100-3102-4390 Vehicle Fuel Expense 25,500 20,000
Flyers Energy (Fuel) 23,000 17,000
Stroupe Petroleum (ConVault Fuel Tank) 2,500 3,000
10 100-3102-4515 Training/Conferences 10,000 9,000
Fire Service Bookstore 500 500
SR Training Tower 1,000 1,000
Member Training 8,500 7,500
11 100-3102-4710 Utilities 8,000 8,000
FD Water Utility 3,000 3,000
PG&E 5,000 5,000
12 100-3102-4750 Telecommunications 7,700 7,200
Dias Phone System 2,400 2,400
Comcast (TV Service) 600 600
Sonic Fiber 1,300 1,200
Verizon iPAD/Cell phone 3,400 3,000
13 124-3102-4375 Photo/Copier Lease 3,750 4,000
Xerox Financial Services 3,000 3,500
Inland Business Systems 750 500
14 124-3102-4890 Other Community Support 11,000 9,500
Youth Safety Public Education 1,000 1,000
Public Safety Outreach Coordinator (PSOC) (See Note b.) 10,000 8,500 15 124-3102-5100 Fire/Equipment (SCBA Tanks & Gear) 32,000 461,242 Williams Communications, Interstate Batteries, Precision Wireless, 49er Communications, Silverado Avonics
5,000 5,000
Breathing Air Systems, Mallory Safety, Flow Tests, SCBA Tanks & Harnesses.
5,000 5,000
Fire Hose (Replacement for 1 Fire Engine) 10,000 10,000 Portable Radios (Replacement for 1 Fire Engine) 12,000 12,000 Engine 8361 Type 3 Wildland Fire Engine - 389,242
Future Fire Vehicles Replacement (See Note c.) - 40,000 Notes:
a
The $40K is a carryover expenditure for a fire study in FY22-23 and the budgeted amount in FY21-22 was not spent b
The $10K is for 400 additional hours for our Public Safety Outreach Coordinator c
See Vehicle Replacement Reserve Fund for Future Need for Capital Equipment 98 Agenda Item Number 10
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DRAFT
Detail - Fire Emergency Preparedness
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comment
100-3114-4310 Office Supplies 687 - 500 500 500 500 See Item#1 100-3114-4330 Misc. Supplies & Services 9,721 4,718 16,800 16,800 16,800 16,000 See Item#2 100-3114-4750 Telecommunications 1,441 1,567 1,500 1,500 1,500 1,500 See Item#3 TOTAL DEPARTMENT 11,849 6,285 18,800 18,800 18,800 18,000 99 Agenda Item Number 10
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DRAFT
Budget Detail
Fire Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
1 100-3114-4310 Office Supplies 500 500
Office Depot 500 500
2 100-3114-4330 Misc. Supplies & Services 16,000 16,800 Misc Supplies (COVID PPE - Reimburseable by FEMA) 2,500 3,500 Misc EOC Supplies/Equipment 500 1,000
County OP Area Emergency Services Contract 2,000 2,000
T&M work to revise EOC Plan - 1,500
MYN/SNCU - **NEW** (Map Your Neighborhood/Radios) 6,000 8,800 Outfitting EOC at the PD location (See Note a.) 5,000 - 3 100-3114-4750 Telecommunications 1,500 1,500
AT&T EOC PD Router 750 500
AT&T EOC PD FAX 750 1,000
Notes:
a Planned for purchase of First Responder SIM Cards for Department Manager’s iPads. 100 Agenda Item Number 10
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DRAFT

POLICE DEPARTMENT
The Sebastopol Police Department (SPD) has an important role in helping to improve the quality of life in Sebastopol through the prevention and detection of crime, the investigation of criminal acts and the delivery of a variety of public safety services. Our primary goal is to provide a safe and secure environment for all city residents and those working or visiting within Sebastopol.

We are committed to providing our community with a high level of service, delivered in a fair and transparent and impartial manner. Our motto is, “Exemplary Service, Vigilant Protection.” The Sebastopol Police Department is a full-service law enforcement agency composed of 14 sworn peace officers and 6.75 non-sworn support staff. The department is managed by the Chief of Police, assisted by the Police Lieutenant. Day-to-day law enforcement field supervision is provided by 4 Police Sergeants, overseeing 8 Officers. The Sebastopol Police Department’s volunteer bureau augments the paid staff with a staff of 4 Reserve Police Officers, and 5 Community Service Volunteers (not all positions are currently filled).

The department is organized into three divisions; Administration, Operations, and Technical and Support Services.

Administration:

The Administration component is performed by Department management, who ensure that operations are efficient, professional, and directed toward organizational goals and objectives. Administration is also responsible for establishing sound and lawful policies and procedures; ensuring that fiscal and personnel matters are handled properly to ensure that the agency continues to maintain its exemplary standards of performance and community service.

Operations:

The Operations Division consists of 12 uniformed peace officers who respond to calls for service and crisis intervention 24 hours a day, 7 days a week. Also included in this division are the members of the Volunteer Bureau. Operations Division personnel are responsible for the field training of newly-hired officers and volunteers, on-going training of existing officers and volunteers, investigation of all criminal activity in Sebastopol, traffic enforcement, providing general patrol and service delivery around the clock, and booking and processing of arrestees.

Technical and Support Service:

The maintenance, processing, and distribution of records are combined with emergency dispatching services, both of which constitute Technical and Support Services. The Sebastopol Police Chief of Police
Patrol and
Investigations
Records and
Dispatch
Parking and
Animal Control
Police Lieutenant
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DRAFT
Department’s Communication Center is responsible for accepting all emergency and non-emergency telephone calls for public safety services, both from the public and other agencies. The dispatchers are responsible for directing available resources to address identified community needs. The Records / Dispatch Supervisor and 5 full-time Communications Dispatchers are also responsible for staffing the reception counter and providing a variety of requested services and information. The division is responsible for the handling and storage of property and evidence and assists with the maintenance of the police building. Our Parking Enforcement and Animal Control services are provided by the Police Technician as part of the division.

Major Accomplishments in 2021-22
 SPD handled 11,137 incidents in 2021 – an average of 30 per day, of which 666 were categorized as Priority 1 (emergencies) – an average of 1.82 per day. The average response for all Priority 1 calls in 2021 was 4:52 minutes, from Time of Dispatch to the Time of Arrival of officers at the scene of emergency. The average time for the Communications Dispatcher to answer an emergency call for service, gather required information from the caller, and dispatch necessary resources to the scene was 1 minute 35 seconds.  During 2021, SPD officers documented 893 cases that required either a Crime Report, Arrest Report, or Information Report (an average of 2.45 investigative reports each day of the year.) In addition to those reports, Officers issued 179 traffic citations, 185 criminal citations (for non-bookable misdemeanors or Municipal Code violations), and 690 parking citations.  Officers made 65 felony arrests (16-property crimes, 10-crimes against persons, 24-drug crimes, 15-warrant/probation violation/parole violation/felony evading), 244 misdemeanor arrests and 31 arrests for people driving under the influence of alcohol and/or drugs in 2021.  In 2021, SPD faced two major issues which affected our level of service. The biggest issue SPD faced, as with the rest of the City, was the continuation of the pandemic. Much of the above statistical data is a direct reflection of health orders, practicing safety protocols, and ensuring not only community safety, but safety for staff members that reduced personal contact with our community. Staffing issues throughout the year continued to be an issue allowing SPD to operate at approximately 60% of the allocated staffing. Available staffing levels were impacted because of vacant positions, work injuries, FMLA absences, COVID exposures and quarantines, and vacation and sick leaves. However, with the reduced staffing we were still able to meet our required response time levels.  Management in the department was in transition during FY21/22. The Interim Chief of Police was replaced with a permanent Chief of Police. The permanent Chief of Police was sworn in on March 1, 2021.
 One officer was hired to fill one vacancy, and hiring processes are ongoing to fill the department’s one remaining police officer vacancy.

Goals and objectives for 2022-2023
 Deliver effective public safety services to the Sebastopol community as pandemic restrictions decrease.
 Increase visibility through proactive foot patrols, bicycle patrols, vehicle patrols, parking and animal control enforcement, and community engagement and outreach, specifically in the Sebastopol business and downtown areas.
 Increase trust and transparency through proactive community engagement and outreach. 102 Agenda Item Number 10
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DRAFT
 Continue recruitment and hiring efforts with the goal of full staffing as soon as possible and by or before the end of FY22/23.
 Strive to fill all staffing vacancies in an effort to reduce overtime and positively impact the wellbeing of our SPD personnel.
 Continue to accomplish the recommendations provided in the independent audit of the police department.
103 Agenda Item Number 10
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DRAFT
REVENUE SOURCES | CONTRIBUTIONS
Adopted
Funding
2021-22
Adjusted
Funding
2021-22
Estimated
Funding
2021-22
Proposed
Funding
2022-23
Public Safety Augmentation Fund $ 99,600 $ 100,500 $ 100,500 $ 115,500 Fines & Forfeitures 35,000 30,000 30,000 13,000
P.O.S.T Reimbursement 2,400 1,800 1,800 1,800
Other Public Safety Services 38,200 21,700 34,260 24,100 Casino Mitigation Program 15,000 15,000 15,000 15,000
Responsible Beverage Program 11,400 11,400 11,400 10,600 Transfer In 131,000 131,000 131,000 102,500
General Fund 4,780,300 4,856,500 4,497,560 5,058,435
TOTAL REVENUE 5,112,900 5,167,900 4,821,520 5,340,935

EXPENSE
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
$ Incr /
(Decr)
% Incr /
(Decr)
Salaries & Benefits a 3,543,601 4,194,749 4,172,275 4,227,275 3,944,980 4,367,900 140,625 3.3% Services & Supplies 14,746 38,368 35,600 35,600 28,600 37,650 2,050 5.8% Contract Services 304,996 419,320 359,475 359,475 327,225 256,035 (103,440) -28.8% Equipment Rental / Maintenance 71,417 53,281 91,800 91,800 67,500 67,350 (24,450) -26.6% Telcommunications 16,063 27,617 22,400 22,400 26,575 27,750 5,350 23.9% Training/Meetings 20,140 13,744 11,550 11,550 11,040 20,950 9,400 81.4% Dues & Subscriptions 4,807 2,150 2,900 2,900 2,900 3,775 875 30.2% Utilities 27,249 27,048 27,700 27,700 23,500 35,500 7,800 28.2% Allocated Insurance 342,142 413,905 384,200 384,200 384,200 474,025 89,825 23.4% Transfer Out - SLESF 34,601 - - - - - - 0.0%
Capital Outlay 10,300 118,639 5,000 5,000 5,000 50,000 45,000 900.0% TOTAL EXPENSE $ 4,390,062 $ 5,308,821 $ 5,112,900 $ 5,167,900 $ 4,821,520 $ 5,340,935 $ 173,035 3.3% a
Salaries: Includes base pay, longevity pay, education incentive pay (when applicable) Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long term disability

SUMMARY - POLICE
Salaries &
Benefits
$4,227,275
82%
Other
Services &
Supplies
940,625
18%
Police Expenditures
General Fund
4,503,546
87%
T&U Sales Tax
533,354
10%
Transfer In
131,000
3%
Cost Allocation
104 Agenda Item Number 10
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DRAFT
Detail - Police
Budget Expenditures
Account
Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comments
100-3202-4010 Salaries 1 1,777,777 2,017,125 2,080,300 2,080,300 1,625,000 2,059,400 See Item#1 100-3202-4011 Salaries - Part Time (Reserves) 34,074 9,327 12,000 12,000 3,500 12,000 100-3202-4012 Overtime 226,990 331,637 150,000 150,000 338,550 340,000 100-3202-4100 Benefits 2 1,185,232 1,575,327 1,605,200 1,605,200 1,605,200 1,629,000 100-3202-4101 Health In-Lieu 7,927 6,779 8,700 8,700 8,100 8,700 100-3202-4102 Uniform Allowance 21,689 20,878 20,600 20,600 27,900 17,600 100-3202-4103 Holiday Pay 151,810 125,442 179,675 179,675 169,100 176,900 100-3202-4104 Accrual In-Lieu 44,873 16,280 20,000 75,000 75,000 20,000 100-3202-4105 Medicare + FICA 33,633 37,333 33,100 33,100 34,880 33,000 100-3202-4122 RHS - Deferred Compensation 11,365 724 13,000 13,000 2,500 14,600 100-3202-4140 Retiree Medical Insurance 37,078 49,543 43,000 43,000 50,250 50,000 100-3202-4145 Safety Disability Insurance 5,875 4,354 6,700 6,700 5,000 6,700 100-3202-4210 Contract Services 235,315 341,132 244,500 244,500 229,250 173,035 See Item#2 100-3202-4212 Internet | Network |Technology Maintenance 15,497 19,197 47,875 47,875 47,875 34,000 See Item#3 100-3202-4215 Casino Mitigation Program 1,006 8,269 15,000 15,000 15,000 6,000 See Item#4 100-3202-4216 Responsible Beverage Service Compliance 525 1,870 5,100 5,100 5,100 6,000 See Item#5 100-3202-4230 Recruitment 32,702 27,848 25,000 25,000 8,000 15,000 See Item#6 100-3202-4310 Office Supplies 5,811 7,754 12,500 12,500 10,500 11,500 See Item#8 100-3202-4330 Misc Supplies & Services 8,600 30,537 23,000 23,000 18,000 26,050 See Item#9 100-3202-4345 Dues / Subscriptions 4,807 2,150 2,900 2,900 2,900 3,775 See Item#10 100-3202-4375 Equipment Expense 20,918 11,868 12,900 12,900 10,000 16,450 See Item#11 100-3202-4380 Vehicle Maintenance 48,888 13,500 31,500 31,500 30,000 18,000 See Item#12 100-3202-4390 Vehicle Fuel - 17,660 35,000 35,000 25,000 23,000 See Item#13 100-3202-4510 Conference & Training 17,843 10,384 6,550 6,550 8,940 12,450 See Item#14 100-3202-4515 Meetings & Travel 2,297 3,360 5,000 5,000 2,100 8,500 See Item#15 100-3202-4710 Utilities - Gas & Electric 21,833 22,277 22,000 22,000 18,500 28,000 100-3202-4711 Utilities - City Use 5,416 4,771 5,700 5,700 5,000 7,500 100-3202-4750 Telecommunications 16,063 27,617 22,400 22,400 26,575 27,750 See Item#15 100-3202-4996 Allocated Liability Insurance 170,673 219,311 209,600 209,600 209,600 262,700 100-3202-4997 Allocated Workers' Comp Insurance 171,469 194,594 174,600 174,600 174,600 211,325 124-3202-4999 Transfer Out - SLESF 34,601 - - - - -
Total Operation 4,352,587 5,158,848 5,073,400 5,128,400 4,791,920 5,258,935 124-3202-4012 Other Community Support - SRO OT 5,278 - - - - - 124-3202-4375 Equipment Expense 1,611 10,253 12,400 12,400 2,500 9,900 See Item#16 124-3202-5100 Capital Outlay 10,300 118,639 5,000 5,000 5,000 50,000 See Item#17 Total Capital Outlay & Other 17,189 128,892 17,400 17,400 7,500 59,900 TOTAL DEPARTMENT 4,369,776 5,287,740 5,090,800 5,145,800 4,799,420 5,318,835 100-3202-3998 G & A Cost Allocation - 10.4% (445,034) (500,856) (527,634) (533,354) (498,360) (546,929) 10.40% General Fund Cost Allocation 3,907,553 4,657,992 4,545,766 4,595,046 4,293,560 4,712,006 1 Salaries: Includes base pay, longevity pay, education incentive pay (when applicable) 2 Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

20.75 20.75 20.75 20.75 20.75 24.00
General Fund FTE - Reserves 5.00 5.00 4.00 4.00 4.00 4.00

25.75 25.75 24.75 24.75 24.75 28.00
General Fund FTE
Total FTE
105 Agenda Item Number 10
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DRAFT
Detail - Animal Control
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget
100-3213-4210 Contract Services 19,951 21,004 22,000 22,000 22,000 22,000 100-3213-4330 Other Supplies & Materials 335 77 100 100 100 100 TOTAL DEPARTMENT 20,286 21,081 22,100 22,100 22,100 22,100 106 Agenda Item Number 10
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DRAFT
Budget Detail
Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
1 100-32-02-4010 Salaries - Full Time (See Note a.) - - 2 100-3202-4210 Contract Services 173,035 230,000
Confidential Legal (See Note b.) 60,000 126,000
Special Project (Open Policing) 3,000 10,000
State of CA DOJ Fingerprints 14,600 14,600
KW Cleaning Janitorial 13,000 12,000
SoCo ISD IJS access and Line 8,500 7,500
AMR Blood Draw ($125) 5,500 4,000
Routine Contracted Services (See itemized list below) 68,435 55,900 3 100-3202-4212 Technology Maintenance 34,000 59,875
Sun Ridge Systems - RIMS CAD/RMS maintenance 17,500 16,750 RIMS Mandated Upgrades and adding Citizen RIMS (See Note c.) - 25,000 Holding Facility Cameras Replacement and upgrades (See Note s.) - 3,500 Vertiv - 9-1-1 Battery Backup maintenance 1,750 1,575
Marin IT Support 13,500 12,000
Portola Systems - SPD Backup Server maintenance 1,250 1,050 4 100-3202-4215 Casino Mitigation Program 6,000 15,000
VPGate Server (See Note d.) 6,000 15,000
5 100-3202-4216 Responsible Beverage Service Compliance 6,000 5,100 RBS Training Classes 2,500 2,100
Inspection Time 3,500 3,000
6 100-3202-4230 Recruitment 15,000 15,000
Police Lieutenant 15,000 15,000
7 100-3202-4310 Office Supplies 11,500 12,500
Office Chairs Ergonomic (4) (Dispatchers) 3,500 4,500
Ergonomic Desk 2,000 2,000
Routine Supplies (toners, envelops, papers, pen) 6,000 6,000 8 100-3202-4330 Misc Supplies & Services 26,050 23,000
Frangible Training Ammunition 3,000 3,000
Duty Ammunition 5,000 4,000
Medical Trauma and Turniquet Kits 2,500 2,500
Citations 2,000 1,500
Crime Scene/Evidence processing supplies (See Note e) 3,000 1,500 Midnight Sports supplies 1,000 1,000
Water Cooler - 700
Portable Radio Batteries (See Note f) 1,000 700
Department Uniform Patches 750 700
K9 Food & Veterinary Services 2,500 1,500
Field Narcotic Test Kits - 600
Reserve Firearms, Holsters, Duty Belts and Uniforms 4,500 4,500 Protective Window Film - -
Intercom and Lock System - Lobby - -
National Night Out 500 500
PASD/EPAS Breathalyzer Mouthpieces 300 300
Police Department requested 4 positions. These positions are not funded in the budget.

See citywide discussion item note
107 Agenda Item Number 10
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DRAFT
Budget Detail
Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
9 100-3202-4345 Dues / Subscriptions 3,775 2,900
Copware (PO Legal Sourcebook) 1,000 900
CPCA 375 450
Critical Reach 500 300
Thomsen Reuters (CA Penal Code) 400 250
SCLECA 300 200
911 - NENA 200 150
APCO 200 150
NBLETMA 250 100
CLETS User Group 150 100
Sebastopol Riffle & Pistol Club 250 200
CLEA Records Supervisors 150 100
10 100-3202-4375 Equipment Expense 16,450 15,400
Intoximeters (Mouthpiece + Testing Solution) (See Note g.) 1,750 1,300 Bulletproof Vests 4 @ 1550 (See Note h.) 6,400 6,200
Police Badges @ 150 (See Note h.) 1,200 1,000
Radio equipment (See Note i.) 2,500 1,500
Canon Copier Leasing 2,600 2,500
Florence Ave Safety Sign rental @ 2 2,000 2,900
11 100-3202-4380 Vehicle Maintenance 18,000 31,500
Benedetti Tire - Vehicle Maintenance 10,000 18,000
Caliber Collision Auto Body - Repair 7,500 10,000
SoCo Harley Davidson - Maintenance 500 3,500
12 100-3202-4390 Vehicle Fuel 23,000 35,000
Robinson Oil - Fleet fuel 23,000 35,000
13 100-3202-4510 Conference & Training 12,450 6,550
Arrest & Control, Emergency Vehicle Operation Course 2,000 1,500 Firearms, and tactical Communications 2,500 1,500
K9 Training 1,500 1,000
Collision Investigation 500 -
Evidence, Crime Scene Investigation 1,500 -
Basic Supervsion Couse (2) 750 600
Basic Records Management, PRA Training, Evidence Supervisor 1,500 750 Filed Training Officer Update (4) 1,000 250
Superviory Leadership Insitute 350 200
Drugs - Under the Influence 350 250
First Aid Instuctor 500 500
14 100-3202-4515 Meetings & Travel (See Note j) 8,500 5,000 Travel for Meetings and Training 8,500 5,000
Arrest & Control, Emergency Vehicle Operation Course - - Firearms, and tactical Communications - -
K9 Training - -
Collision Investigation - -
Evidence, Crime Scene Investigation - -
Child Abuse/Domestic Violence Investigation - -
15 100-3202-4750 Telecommunications (See Note k) 27,750 22,400 AT&T - Routine Services 10,750 10,400
AT&T Net First (Cell Service) 17,000 12,000
16 124-3202-4375 Equipment Expense 9,900 12,400
(3) Taser ECDs - Taser New/Replacement 2,500 6,000
108 Agenda Item Number 10
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DRAFT
Budget Detail
Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
(6) Axon Body-Worn Cams (See Note l) 2,400 2,400
Annual Computer Replacement 5,000 4,000
17 124-3202-5100 Capital Outlay 50,000 5,000
All patrol vehicles computer in car system "MDT"
Mandated in 18 months - searchable data - -
Radio Encryption (Federal/DOJ mandate) 50,000 -
Vehicle Replacement (See Note U) - -
Portable Radio Replacement - 5,000
Notes:
a
Cost shown of requested 4 additional positions, but not included in budget as it was moved to citywide discussion list b
. Decrease due to minimal employee legal matters
c
. Project completed in FY21/22, amount changed to $0
e
. Crime scene camera purchase necessary
f
. Replacement batteries
g
. Increase cost due to inflation
h
. For new hires; replacements every 5 years
i. General repairs
j
. Increase due to travel cost of training
k
. Based on FY21/22 avg. monthly spending - T1 Line for CLETS Access l
. For new hires and replacement of damaged/old cameras
m. 2 background invest. averaging $2,000/bg
n
. $1800/exam - budget for 4 exams
o
. RV tows w/ new Parking Ordinance - avg. $2,500/tow
p
. 2 hirings pysch evaluation
q
. Replacing Fisher Wireles (no longer a certified company to handle CAD console support) r
. See new copier agreement
s
. Decommissioned holding cells
t
. Remote access to desktop computers and folders
u
. See Vehicle Replacement Reserve Fund for Future Need for Capital Equipment Vendor
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
SoCo Sheriff Bomb Squad (See Note g.) 5,000 4,500
Bettin Background Investigations (See Note m.) 4,000 8,000 SoCo DHS 261 Exam ($1800) (See Note n.) 7,200 3,600
Sebastopol Tow (See Note o.) 12,000 10,000
Dr. Clementi Psych reports (See Note p.) 1,600 3,100
City of Cloverdale (CLETS line) 3,500 3,500
Golden State Communications (See Note q) 8,125 3,000
DogFather K9 Boarding 2,500 2,500
OCCU-MED (Kaiser) (See Note r.) 5,000 2,500
LexisNexis Investigation database 3,000 2,400
Microsoft 365 Live 2,750 1,900
Radar Shop (recerts/repair) 2,000 1,500
Comcast TV for EOC | Dispatch 1,800 1,620
Comcast Business Internet 1,560 1,380
Atlas Buisness Solutions Scheduling Software 900 900
AIM Mail Center 1,000 750
SR Fire Equipment Inspection 750 700
Bay Area Air Quality Mgmt Dist (Emergency Power Generator) 750 500 LogMeIn (See Note t.) 1,350 500
d
. Annual funds received for Casino-related matters affecting SPD operations Tech support for dispatch consoles and backup servers - ScoutCare applied under the Golden Gate Communications on Vendor List) 109 Agenda Item Number 10
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DRAFT
Budget Detail
Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
Northbay Copiers - 500
Zee Medical 750 600
SoCo Enviro Health Jail Inspect (See Note s.) - 300
Speedo-Checks (vehicles) 750 300
Cleaners 500 500
Sonic - sebpd.com 450 300
Language line 350 150
Stericycle 350 200
SoCo Parking Appeals 500 200
Total 68,435 55,900
110 Agenda Item Number 10
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DRAFT

PUBLIC WORKS DEPARTMENT
The Public Works Department is responsible for the operation and maintenance of the City infrastructure, including government buildings, parks, pool, streets, sidewalks, and water and wastewater systems. In addition, the Public Works Department provides inspection support and services for private and public construction in the public right-of-way and works closely on projects with the City’s contract engineers. In addition to operations and maintenance, the Public Works Department is involved in projects involving water, wastewater and stormwater treatment and conveyance.

Water, sewer, storm water, air quality, and ADA standards have become more stringent regarding regulatory compliance. These standards require diligence to stay abreast of changing regulations, and the Public Works Department collaborates with state agencies and the Engineering Division in all fields to remain in compliance.

Public Works maintains all City parks and landscape areas. The City has four major parks with play structures, including three with public restrooms and the Skategarden Park. The Plaza is at the center of the City and includes public restrooms, a pavilion and landscaping. The Laguna Preserve is a natural habitat area at the edge of the City that contains native plantings, walking trails, an outdoor classroom and seasonal floating bridge. The City has minor contracts to perform litter abatement in the downtown areas and additional landscape maintenance services.

Public Works maintains and monitors the municipal pool’s filters, heater, chemical system, bathhouse, landscaping, and pool deck apparatus. The West Sonoma County Swimmers (WSCS) operates the pool functions, such as public swim, lap swimming, and swim meets.

Department staff consists of thirteen full-time employees, which includes eleven who work primarily in the field, a part-time Management Analyst, and a part-time Administrative Assistant, both of whom are shared with the Engineering Division.

Public Works
Superintendent

1.0 FTE
Water &
Wastewater
Treatment
Street &
Sidewalk
Maintenance
Facilities &
Parks
Maintenance
Assistant
Public Works
Superintendent

1.00 FTE
Management Analyst

0.25 FTE
Admin. Assistant

0.25 FTE
111 Agenda Item Number 10
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DRAFT
The Public Works Department is the controlling department for activities occurring in the following divisions:
 Corporation Yard
 Government Buildings (City Hall, Police and Fire Stations, Public Works facilities)  Park Village Mobile Home Community
 Streets, sidewalks and areas within the public right-of-way  Parking Lots
 Parks
 Ives Pool
 Recreation
 Community Support
 Sewer Operations
 Water Operations
 Stormwater Operations
Major Accomplishments in 2021-22
 Replaced failing inground pedestrian crossing lights with updated flashing signs  Replaced flooring at the Corporation Yard, Fire Department and Police Department  Replaced failing water well level monitoring equipment  Cleaned and inspected the interior of the three water reservoirs  Completed second phase of major tree work at Burbank Experimental Farm  Completed Energy Audit for city facilities and coordinated an implementation strategy  Replaced ADA Aquatic Lift at Ives Pool
 Purchased two replacement Public Works trucks
 Purchased and installed water bottle filling drinking fountains Goals and Objectives for 2022-23
 Maintain regulatory compliance with water, sewer, storm water, air quality, and ADA standards.
 Maintain City facilities per long term maintenance plan.  Maintain Cal/OSHA regulatory compliance safety and training policies program.  Complete Energy Audit identified improvements
 Installation of spray roofing for Corporation Yard
 Installation of Main Street Flower baskets
112 Agenda Item Number 10
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DRAFT
 Libby Park Pond fencing replacement
 Replace built-in gutter system at Ives Pool and perform roofing modifications  Purchase one replacement Public Works truck
 Fire Department rain gutter repalcement
113 Agenda Item Number 10
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DRAFT
REVENUE SOURCES | CONTRIBUTIONS
Adopted
Funding
2021-22
Adjusted
Funding
2021-22
Estimated
Funding
2021-22
Proposed
Funding
2022-23
Little League Park Use Reimb $ 2,000 $ 2,000 $ 2,000 $ 2,000 Public Works Services 1,500 500 5,887 -
Water Fund 280,790 307,190 316,057 309,974
Sewer Fund 215,559 234,809 241,271 237,941
General Fund 1,280,527 1,332,977 1,267,460 1,343,985
TOTAL REVENUE 1,780,375 1,877,475 1,832,675 1,893,900

EXPENSE
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget $ Incr / (Decr)
% Incr /
(Decr)
Salaries & Benefits a (7.17 FTE) 875,606 838,965 928,425 972,425 969,875 914,900 (57,525) -5.9% Contract Services 120,009 142,086 160,300 231,800 188,600 259,550 27,750 12.0% Services & Supplies 212,432 272,332 295,150 231,650 271,200 233,450 1,800 0.8% Equipment Rental 3,036 3,119 3,100 3,100 3,100 3,200 100 3.2% Facility Maintenance 68,313 108,518 98,600 109,600 106,000 105,800 (3,800) -3.5% Telecommunications 9,096 10,416 12,000 12,000 13,000 13,800 1,800 15.0% Training/Meetings 438 97 500 500 - 500 - 0.0%
Utilities 108,050 99,735 132,950 132,950 128,900 134,200 1,250 0.9% Allocated Insurance 120,220 137,148 117,600 117,600 117,600 134,100 16,500 14.0% Capital Outlay 39,267 13,060 31,750 65,850 34,400 94,400 28,550 43.4% TOTAL EXPENSE $ 1,556,467 $ 1,625,476 $ 1,780,375 $ 1,877,475 $ 1,832,675 $ 1,893,900 $ 16,425 0.9% a Salaries: Includes base pay, longevity pay, education incentive pay Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability

SUMMARY - PUBLIC WORKS
Salary &
Benefits
$972,425
52%
Other Services &
Supplies
905,050
48%
Public Works Expenditures
General Fund
$1,335,477
71%
Water Fund
$307,190
16%
Sewer Fund
234,809
13%
Cost Allocation
114 Agenda Item Number 10
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DRAFT
Detail Public Works - Corporate Yard
Budget Expenditures
Account Number Description
2019-20
Actual
2020-21
Actual
2021-22
Adopted
Budget
2021-22
Adjusted
Budget
2021-22
Estimated
Actual
2022-23
Proposed
Budget Comments
100-4102-4010 Salaries 1 (2.07 FTE) 220,809 217,607 222,200 222,200 222,200 221,400 See Note A Below 100-4102-4011 Salaries Part-Time 10,354 14,466 - - - -
100-4102-4100 Benefits 2 102,961 78,885 104,525 104,525 104,525 126,600 100-4102-4102 Uniform Allowance - - - - - -
100-4102-4101 Health In-Lieu 707 1,163 2,550 2,550 2,550 2,500 100-4102-4104 Accrual In-Lieu - - - 44,000 44,000 -
100-4102-4040 Retiree Medical Insurance 10,040 10,673 10,500 10,500 10,500 10,700 100-4102-4210 Contracted Services 7,040 11,758 20,200 20,200 30,000 21,900 See Item#1 100-4102-4212 Technology Maintenance 3,980 589 1,500 1,500 1,500 - 100-4102-4230 Recruitment 9,472 5,092 - - 9,000 10,000 See Item#2 100-4102-4310 Office Supplies 855 558 1,500 1,500 1,700 2,000 100-4102-4330 Misc Supplies & Services 8,838 7,838 16,500 16,500 17,000 20,800 See Item#3 100-4102-4380 Vehicle Operating Expense 58,996 58,120 55,600 66,600 66,000 65,500 See Item#4 100-4102-4510 Conference & Training 438 97 500 500 - 500 See Item#5 100-4102-4710 Utilities - Gas & Electric 4,662 2,739 6,000 6,000 5,400 5,700 100-4102-4711 Utilities - City Use 3,781 4,817 6,000 6,000 5,700 6,000 100-4102-4750 Telecommunications 9,096 10,416 12,000 12,000 13,000 13,800 100-4102-4996 Allocated Liability Insurance 19,550 20,380 23,600 23,600 23,600 23,700 100-4102-4997 Allocated Workers' Comp Insurance 22,100 22,750 18,600 18,600 18,600 23,000 Total Operation 493,679 467,948 501,775 556,775 575,275 554,100 124-4102-5100 Capital Outlay 8,110 8,996 3,500 3,500 - 32,400 See Item#6 124-4102-4375 Photocopier 3,036 3,119 3,100 3,100 3,100 3,200 Total Capital Outlay 11,146 12,115 6,600 6,600 3,100 35,600 TOTAL DEPARMENT 504,825 480,063 508,375 563,375 578,375 589,700 124-4102-3998 G&A Allocation - 17% (104,641) (91,667) (91,902) (101,252) (100,897) (129,797) 17% 100-4102-3998 G&A - Water Fund Allocation - 48% (231,432) (224,615) (240,852) (267,252) (276,132) (265,968) 48% 100-4102-3998 G&A - Sewer Fund Allocation - 35% (168,752) (163,781) (175,621) (194,871) (201,346) (193,935) 35% General Fund Cost Allocation - 0% - - - - - -
A. No new position(s) added pending citywide staffing assessment 1 Salaries: Includes base pay, longevity pay, education incentive pay (when applicable). 2 Benefits: Includes PERS retirement, health, dental, vision, medicare, short-term, long-term disability 115 Agenda Item Number 10
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DRAFT
Budget Detail
Corporation Yard Budget Justification
Item Account/Vendor Description Cost
2022-23
Proposed
Budget
2021-22
Adjusted
Budget
1 100-4102-4210 Contracted Services 21,900 20,200
Security Monitoring 3,500 3,000
HVAC Service/Repairs 3,500 3,000
Generator Air Quality Permitting 600 500
Generator Service/Repairs 4,300 3,700
Special Case Manager (Disability/Personnel Issues) 10,000 10,000 2 100-4102-4230 Recruitment 10,000 -
Public Works Assistant Superintendent 10,000 -
3 100-4102-4330 Misc Supplies & Services 20,800 16,500
Safety Supplies (including COVID) 6,000 6,000
Equipment Servicing Supplies 2,000 1,600
Aerial Utility Equipment Safety Certification 2,500 2,500 Above Ground Fuel Tank Inspections/Maintenance 3,000 3,000 Building Repairs/Upgrades 3,500 1,500
Janitorial Supplies 3,800 1,900
4 100-4102-4380 Vehicle Operating Expense 65,500 66,600 Fuel Cost 36,800 28,300
Routine Vehicle Repairs (Breaks, Tune-up, Tires) 28,700 27,300 Vehicle #18 Accident Repairs - 11,000
5 100-4102-4510 Conference & Training 500 500
Administratve Operations Training 500 500
6 124-4102-5100 Capital Outlay 32,400 3,500
Corporation Yard Office Building Roof 32,400 -
Public Works Carpet Replacement - Final Phase - 3,500
116 Agenda Item Number 10
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Sebastopol City CouncilJune 21, 2022

Sebastopol City Council
June 21, 2022