Agenda-Item-Number-8-City-Budget-FY-23-24-Public-Hearing — Sebastopol City Council, June 20, 2023 (part 1 of 3)

Agenda Item Number:___8_____

CITY OF SEBASTOPOL

CITY COUNCIL

AGENDA ITEM
Meeting Date: June 20, 2023
To: Honorable Mayor and City Councilmembers
From: Budget Committee
Subject: Fiscal Year 2023-24 Proposed Preliminary Operating Budget Recommendation Review and Consider the Proposed Preliminary Budget for Fiscal Year 2023-24, conduct a public hearing, and provide comments and direction 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 2023-24, 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. As of the writing of this report, a special City Council meeting for June 27th, 2023 at 6:00 pm is scheduled for continuation of the Budget Hearing. If the budget is not approved on the June 27th City Council meeting, the Council, if neded, has the authority per State Legislation to adopt a resolution prior to June 30, 2023 extending the current Fiscal Year Budget until the next regular City Council Meeting of July 18, 2023 at which time the Council would discuss final approval and adoption of the upcoming Fiscal Year 2023-24 budget.

BACKGROUND:

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.

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.

Agenda Item Number 8
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Agenda Item Number:___8_____
Budget Process:

The annual budget consists of appropriations based on estimated revenues and expenditures developed during the six month period preceding the start of each fiscal year. Those estimated revenues and expenditures rely on economic and financial assumptions that the City develops for budgetary purposes based on then-available information. The City updates its estimated revenues and expenditures during the course of a fiscal year as economic and financial conditions develop, which often differ from those estimated at the time the annual budget was originally established. At times, these differences are material. As such, the annual budget may be modified by the Mayor and City Council during the course of the fiscal year as recommended by City staff.

The annual operating budget is developed in conjunction with the Budget Committee (as appointed by the City Council), City Manager/Attorney, Assistant City Manager/City Clerk, and Administrative Services Director; input from the City Department Directors, as well as community input. The Budget Development Process consists of four main phases: Budget Development by City Department Directors, Publicly Noticed Budget Meetings Conducted by the Budget Committee and Department Directors, Recap/Recommendations by the Budget Committee to the City Council, and then Final Adoption of the Budget by the City Council.

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 asthe Municipal Budget and is a policy document that guidesthe 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 the overall 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 come into the City of Sebastopol will be spent to operate and maintain the City.

The presentation of the preliminary draft fiscal year 2023-24 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 core services at their current level. This year, the Budget Committee conducted fifteen (15) separate public meetings, 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.

General Fund Reserve:

The City’s General Fund reserve, which helps protect against emergencies and economic downturns, was proposed to maintain the City Council target of minimal 15% to a maximum of 20% of the annual operating budget until the Budget Committee addressed the staffing assessment where a proposed staffing reserve fund was established and it was recommended that $300,000 be transferred into this reserve fund for future staffing needs, which then reduced the City Council Policy of Reserve to 12.2%.

General Fund Overview
Revenue Section:

The FY 2023-24 proposed budget’s tax revenues, (property, sales, use, and occupancy), plus franchise fees, total $9,904,500; and account for 92% of all general fund revenue, $10,859,000.

For those core revenue accounts, the year over year growth from FY 2020-21 to FY 2021-22 was $897,000, and 11%.

For fiscal year 2022-23, the estimated growth is $118,000, or 2%. For FY 2023-24 it is projected that the growth will be only $115,000, or 2%. There is considerable slowdown in basic revenues that support core programs. The detailed Agenda Item Number 8
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Agenda Item Number:___8_____
analysis of revenues can be found on page ix of the transmittal letter. The table below displayed revenue by category. (1) (2) (3) (4) (5) (6) (7)
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
Column
6 - 4
$
Inc/(Dec)
Column
7 / 4
%
Change
Property Tax 2,770,982 3,142,858 3,093,610 3,178,200 3,178,200 3,241,600 63,400 2.0% Real Property Transfer Tax 79,547 59,493 60,000 45,000 45,000 50,000 5,000 11.1% Other Sales Taxes 4,454,671 4,816,172 5,073,300 4,907,900 4,907,900 4,794,560 (113,340) -2.3% User Taxes 703,252 742,775 701,700 737,200 808,500 908,000 170,800 23.2% Transient Occupancy Tax 402,255 504,292 400,000 450,000 450,000 500,000 50,000 11.1% Franchise Fees 363,167 405,507 370,000 370,000 399,500 410,000 40,000 10.8% Licenses & Permits 482,100 427,814 335,000 640,100 645,100 439,500 (200,600) -31.3% Fines & Special Assessments 50,607 50,044 27,900 34,100 43,900 47,500 13,400 39.3% Intergovernmental Revenues 499,549 307,668 934,650 933,650 970,850 16,700 (916,950) -98.2% Interest & Rents 11,450 -28,460 71,800 73,800 115,500 94,800 21,000 28.5% Charges for Services 173,573 169,392 121,600 134,900 133,150 124,100 (10,800) -8.0% Miscellaneous Revenue 321,004 725,010 77,000 525,000 791,225 130,500 (394,500) -75.1% TOTAL 10,312,156 11,322,566 11,266,560 12,029,850 12,488,825 10,757,260 (1,272,590) -11.8% Description

OPERATING REVENUE
Expenditures Discussion:

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Agenda Item Number:___8_____
(1) (2) (3) (4) (5) (6) (7)
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
Column
6 - 4
$
Inc/(Dec)
Column
7 / 4
%
Change
10 - City Council 213,156 323,555 482,479 502,479 466,134 164,710 (337,769) -67.2% 11 - City Manager 331,630 236,807 229,306 229,306 230,277 357,770 128,464 56.0% 12 - City Attorney 152,926 354,650 222,479 300,679 432,759 593,621 292,942 97.4% 13 - Assistant City Manager/City Clerk 285,487 311,507 392,055 399,492 381,643 369,323 (30,169) -7.6% 14 - Administrative Services (Finance) 219,681 309,429 339,720 345,345 317,218 397,952 52,607 15.2% 21 - Planning 494,464 518,688 604,886 604,886 566,848 592,371 (12,515) -2.1% 22 - Building 206,486 188,060 182,792 182,792 182,793 185,494 2,702 1.5% 23 - Engineering 255,089 324,245 318,134 335,134 329,016 288,104 (47,030) -14.0% 31 - Fire & Prevention 1,102,502 1,077,526 1,331,505 1,385,080 1,222,818 1,592,302 207,222 15.0% 32 - Police 5,308,825 4,968,998 5,804,860 5,957,860 5,227,005 5,267,703 (690,157) -11.6% 40 - Senior Center 71,765 56,862 78,050 78,050 73,927 69,567 (8,483) -10.9% 41 - Public Works 1,159,487 1,179,759 1,395,881 1,468,856 1,285,552 1,286,209 (182,647) -12.4% 42 - Community Center 199,552 287,025 286,950 406,250 500,280 322,846 (83,404) -20.5% 43 - Ives Pool 128,566 195,947 148,425 153,925 176,714 275,364 121,439 78.9% 00 - Non Departmental 247,537 207,170 282,162 289,542 254,159 236,980 (52,562) -18.2% TOTAL 10,377,151 10,540,229 12,099,684 12,639,676 11,647,142 12,000,316 (639,360) -5.1% Loss due to theft 819,039 - - - - - - 0.0%
Debt Service Payments 464,313 142,646 261,802 261,802 261,802 265,903 4,101 1.6% TOTAL 1,283,352 142,646 261,802 261,802 261,802 265,903 4,101 1.6% 3999 - Transfers In 107,373 116,000 102,500 102,500 102,500 102,000 500 0.5% 4999 - Transfers Out (98,247) (386,427) (160,000) (160,000) (212,000) (552,000) 392,000 245.0% TOTAL 9,127 (270,427) (57,500) (57,500) (109,500) (450,000) (392,500) 682.6% 11,758,750 11,069,301 12,521,486 13,061,478 12,120,944 12,818,219 (243,259) -1.9%

TRANSFERS IN/(OUT)

OPERATING EXPENDITURE

TOTAL OPERATING EXPENDITURES
Description

OTHER SOURCES/(USES)
During the budget process, it became clear that the City was facing a structural deficit of $2.63M. The Budget Committee directed each department to go back to their submitted budget to achieve a collective savings of at least $1.5M. This $1.5M budget reduction figure was the minimum amount needed to maintain the minimum policy level of 15%. The reductions requested were based on the percentage of the total budget that each department represented. For example, as depicted in the chart below, if a department’s expenditure request for FY 2023-24 represented 10% of the total General Fund Expenditures, then the department was asked to absorb 10% of the $1.5M in reductions needed.

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Agenda Item Number:___8_____
Department % Reduction $ Reduction
$ Reduction
Achieved
10 - City Council 2.23% 33,494 (120,967)
11 - City Manager 1.81% 27,096 126,665
12 - City Attorney 2.92% 43,819 219,873
13 - Assistant City Manager/City Clerk 2.69% 40,336 25,284 14 - Administrative Services (Finance) 2.94% 44,140 21,467 21 - Planning 5.22% 78,273 (75,241)
22 - Building 1.64% 24,533 (23,752)
23 - Engineering 2.40% 36,018 (19,105)
31 - Fire & Prevention 14.60% 218,939 (275,082)
32 - Police 45.71% 685,608 (600,030)
40 - Senior Center 93.00% 14,022 (50,032)
41 - Public Works 12.05% 180,699 (255,020)
42 - Community Center 2.90% 43,559 (48,676)
43 - Ives Pool 1.96% 29,464 24,057
Total Reductions 1,500,000 (1,050,559)
Citywide Expenditure Reductions Requested
The majority of departments were able to achieve their reductions, with the exception of departments that had personnel costs representing 85% of their total budget. For these departments the asked-for reductions were quite challenging to achieve, without eliminating positions. Additionally, some departments were asked to include expenditures that were out of their control but necessary for addressing the structural deficit, such as tax measures and ballot/election costs that were included into the Assistant City Manager/City Clerk’s budget for Elections costs as well as included into the Administrative Services Department for costs associated with the writing of the ballot measures. Further justification/footnotes are provided with each respective department’s budget.

A summary of significant changes in departmental expenditures in identifying the expenses to eliminate or reduce by each department in order to meet the target $1,500,000 total City-wide reduction in expenditures can be found in the transmittal letter starting on page xii through xviii.

Insurance Budget:

This general explanation is to help explain why the City is seeing increases.

The insurance market has been challenging in recent years, which can complicate renewals. A hard insurance market is when insurance companies face significant challenges in providing coverage due to various factors (see below), and we are in a hard market. Some factors that contribute to a hard insurance market include:
• Increased claims: A high volume of claims can pressure insurance companies' finances significantly, leading to higher premiums and more limited coverage.
• Natural disasters: Natural disasters such as hurricanes, earthquakes, and wildfires can cause significant losses for insurers.
• Economic factors: Economic factors such as inflation, social inflation, high jury verdicts, and litigation funding affect rates.
• Loss of capacity: Many insurers are leaving California, resulting in dwindling capacity.

California Intergovernmental Risk Authority (CIRA) members will face higher premiums and more limited coverage options in a hard insurance market. CIRA brokers play an essential role in helping all the agencies navigate this market by identifying coverage options, negotiating with insurers, and developing risk management strategies.

The broker from Alliant for CIRA's fully insured programs and excess liability, recently presented the state of the insurance market to the Executive Committee, and a link to this presentation is shared below. In his presentation, he provides additional information on excess general liability, property, cyber, and workers' compensation.

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Agenda Item Number:___8_____
Presentation:
https://youtu.be/nDpIzwx9vmY
PowerPoint:
http://www.cira-jpa.org/wp-content/uploads/2023/04/8.0-State-of-the-Market-Presentation.pdf 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.

At the beginning of the FY 2022-23 budget year, the operating cash reserve balances were tracking with the rate analysts’ projections, and meeting the 25% of annual expenses coverage policy:
• The water fund’s audited unrestricted cash at June 30, 2022 was $2,078,000; covered 79.8% of operating expenses; and was slightly above the rate model’s target cash balance of $2,026,000. • The wastewater fund’s audited unrestricted cash at June 30, 2022 was $1,073,000; covered 30.5% of operating expenses; and tracked the rate model’s target of $1,045,000.

Estimated ending FY 2022-23 and proposed FY 2023-24 anticipated decrease in projected cash reserve balances are as follows:
• The water fund’s estimated reduction in cash balance for FY 2022-23 is $812,000; and the projected cash balance loss for FY 2023-24 is $1,497,000. This two-year drop lowers the estimated June 30, 2024 balance to negative $231,000 an amount that is 5.9% below the 25% policy target. • The wastewater fund’s estimated cash decrease for FY 2022-23 is $689,000; and the estimated cash drop for FY 2023-24 is $1,748,000. The two-year drop in reserves when combined with the prior period’s audited balance produces a projected negative cash balance of ($1,364,000) on June 30, 2024.

Next Steps:

After tonight’s public hearing, staff will take direction from the City Council and return to a special City Council Meeting scheduled for Tuesday June 27th at 6:00 pm. If the Budget is not approved at that special meeting, the Budget would then need to be continued into the new Fiscal Year with a City Council Special meeting scheduled July 18th for review and consideration of approval of the FY 2023-24 City Budget. It should be noted that the July 4 th City Council meeting has been cancelled due to the Fourth of July Holiday.

If not approved by June 30th, 2023:

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. To ensure compliance with Local Budget Law it is critical for local governments and a City that the City Budget 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 may not finalize discussion of the Preliminary budget even with the Special City Council Meeting of June 27th, 2023. . Therefore, accompanying this staff report is a DRAFT resolution for the June 27th 2023 Agenda Item Number 8
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Agenda Item Number:___8_____
Council Meeting (if needed) which will continue the current fiscal year budget of 2022-23 into the next fiscal year. If this occurs, the next regularly scheduled City Council meeting to adopt the 2023-24 budget will be held on July 18, 2023 due to the cancelled City Council meeting of July 4th 2023..

There is no anticipated fiscal impact related to continuing the fiscal year 2022-23 adjusted budget for 30-60 days.

If Council takes action to adopt the proposed fiscal year budget on July 18th, 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
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 June 9, 2023 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 FY2023-24 budget.

RECOMMENDATION:

That the City Council Review and Consider the DRAFT Proposed Budget for Fiscal Year 2023-24, 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 Special City Council Meeting scheduled for June 27th 2023 with a potential for continuation of the Budget to the July 18th, 2023 City Council meeting ATTACHMENT(s):

Continuation of FY2022-23 Budget Resolution
Preliminary FY 2023-24 Full Budget Document (previously distributed on June 8, 2023) Agenda Item Number 8
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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 2023-24 ____________________________________________________________________________________ WHEREAS, the City Council conducted the public hearing to consider the proposed FY 2023-24 annual budget on June 20, 2023; and
WHEREAS, staff will return to a special City Council meeting scheduled for continuation of June 27, 2023; and
WHEREAS, if the budget is not approved at this special meeting, the budget would need to be continued into the new fiscal year; and
WHEREAS, the City would not have an annual budget for Fiscal Year 2023-24; 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 2023-24 Budget will be adopted on July 18, 2023.

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 2023-

24. 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 $3,800,000.

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 20th day of June, 2023.

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 Neysa Hinton
ATTEST:________________________________________________ Mary Gourley, Assistant City Manager/City Clerk, MMC

APPROVED AS TO FORM: ________________________________________ Larry McLaughlin, City Attorney
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CITY OF

SEBASTOPOL
FISCAL YEAR 2023 - 2024
BUDGET
DRAFT
DRAFT
Agenda Item Number 8
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Meet the City Council
Term Expires - November 2024
Term Expires - November 2026 Term Expires - November 2026 Term Expires - November 2024
Neysa Hinton, Mayor
Sandra Maurer Jill McLewis
Diana Rich, Vice Mayor
Sebastopol
Stephen Zollman
Term Expires - November 2026
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CITY OFFICIALS
City Council:

Neysa Hinton, Mayor
Diana Gardner Rich, Vice Mayor
Sandra Maurer, Councilmember
Jill McLewis, Councilmember
Stephen Zollman, Councilmember
City Staff (Support):

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 ...............................................……………………....... Interim Planning Director ..........................……………………………… Kari Svanstrom Police Chief ..........................................………………………… Ronald Nelson 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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A - INTRODUCTION
Budget Transmittal Letter i-xxi
GFOA Budget Presentation Award 1
Organizational Chart 2-3
Statistics 4
Budget Process 5
Goals and Priorities 6-18

B - GENERAL FUND
Consolidated General Fund Financial Schedule 19
General Fund Revenues Detailed 20-21
General Fund Transfers 22
General Fund Reserves
Buildings, Facilities & Infrastructure Reserve Fund 23-24 Equipment, Technology & Vehicle Reserve Fund 25-26
Pension and OPEB Fund 27
Staffing Reserve Fund 28

C - DEPARTMENT SUMMARIES
Departmental Budgets
City Council 29-35
City Manager | City Attorney 36-43
Assistant City Manager | City Clerk 44-51
Administrative Services (Finance) 52-60
Planning 61-68
Building 69-74
Engineering | Storm Water 75-83
Fire | Emergency Preparedness 84-92
Police | Animal Control 93-102
Public Works 103-120
Senior Center 121-123
Community Cultural Center 124-126
Ives Pool 127-129

D - NON DEPARTMENTAL
Non Departmental Budget 130-131
Debt Service Narrative & Schedules 132-135

E - OTHER NON-MAJOR FUNDS
Other Non-Major Governmental 136-140

F - SPECIAL REVENUE FUND
Special Revenue Fund Narrative 141-144
Gas Tax Fund 145-146
All Other Funds 147-175

G - INTERNAL REVENUE SERVICE FUND
Insurance Fund 176-177

H - ENTERPRISE FUND
Water/Wastewater Narrative 178-179
Water Fund Combined Financial Reporting 180
Water Budget Detail 181-183
Wastewater Fund Combined Financial Reporting 184
Wastewater Budget Detail 185-186

I - ASSESSMENT DISTRICT FUND
Streets Lighting District 187

J - CAPITAL IMPROVEMENT PLAN
Table of Contents 1-3
Global Summary Report 4
CIP Detail 5-63
FY23-24 Proposed Budget

TABLE OF CONTENTS
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TABLE OF CONTENTS

K - FINANCIAL FORECAST & OTHERS
Financial Forecast Summary Graph 188
5-Year Forecast Schedule 189-190
Vehicle Replacement List 191
Full Time Equivalent (FTE) Staffing Summary 192-194
Overhead Allocation 195
Cost of Pension & Health Chart 196
City Membership/JPA Listing 197
Appropriations Limit Worksheet 198

L- CITY COUNCIL POLICIES
Financial Policy 199-206
Purchasing Policy 207-243
Investment Policy 244-250
Capitalization Policy 251-254
Vehicle, Travel & Reimbursement Policy 255-264
Community Benefit Grant & Sponsorship Policy 265-273

M - GLOSSARY
Financial and Budget Terms 274
Fund Structure 275
Description of Funds 276-278
Budget Adoption & Other Resolutions (N/A) 279
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City Council
Mayor Neysa Hinton
Vice Mayor Diana Gardner Rich
Councilmember Sandra Maurer
Councilmember Jill McLewis
Councilmember Stephen Zollman
City Manager
Larry McLaughlin
[email protected]
Assistant City Manager/City Clerk, MMC
Mary Gourley
[email protected]

June 8, 2023
Mayor, Councilmembers, Residents, Community Organizations and Business Owners, We are pleased to present to you the proposed Fiscal Year 2023-24 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 projects for 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 proposed budget represents an annual spending plan that balances services provided to the community within the limits of available resources. This year, as will be explained, the available resources are particularly limited; therefore, this budget does not include funding to launch new programs at this time. However, critical needs are discussed in the budget with a full picture of our revenues and obligations.

This budget transmittal letter introduces the Fiscal Year 2023-24 proposed budget; 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 2023-24 budget.

This budget assumes no increase in number of allocated positions. The City’s current staffing is listed below:

Permanent – 49 (the proposed budget includes freezing of 2 of these positions) Part Time - 3
Consultant - 2
The City also has a Volunteer Fire Department with a total of 31 Stipend Volunteer Fire Fighters Executive Summary:

The City’s budget has two main components: General Fund and Non-General Fund (enterprise, special revenue and debt service). In order to fully understand how the City finances its projects and programs, it is important to know the different type of funds structures:

Operating Fund Types:

General Fund: Every agency maintains a general fund. Most of the governmental activities are financed and recorded in thisfund. The General Fund serves as the primary reporting vehicle for current government operations.

The General Fund, by definition, accounts for all current financial resources not required by law or administrative action to be accounted for in another fund.

Enterprise Fund: These funds account for a city’s business-type activities that are financed, at least in part, by fees or charges. Enterprise funds are used to account for operations that are financed and operated in a manner similar to a business. The cost of providing goods or services to the general public on a continuing basis should be financed Agenda Item Number 8
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ii
or recovered through user charges. Currently there are two enterprise funds, which consist of the Utility Operating Fund; Water, and Sewer.

Special Revenue Fund: These funds are used to account for and report the proceeds of specific revenue sources that are restricted or committed to expenditure for specified purposes other than debt service or capital projects.

Special revenue funds are distinguished from enterprise funds in that the user of the governmental service does not pay for the service based on actual use. Conversely, the costs of services provided through an enterprise fund are generally recovered through charges to the users of the services.

Debt Service Fund: The Debt Service Fund Type is used to accumulate assets for the repayment of long-term debt.

Funds are transferred from the operating accounts of the various departmentsthat benefit from the assetsfinanced through the creation of the debt.

Budget Process:

Budget Environment – Projected General Fund Budget Gap:

This year, the City contracted with NHA Advisors, a consulting firm with expertise in municipal finance, who prepared a fiscal sustainability report based on current and projected changes in the city’s economic environment.

NHA presented a draft report to the Budget Committee on April 5, 2023 and then a final report to the City Council and public on May 16, 2023. Based on current and expected revenue conditions and predicted increases in committed expenditures, funding requests far exceed available resources. The report indicates that the City will be challenged to adhere to Council-adopted fiscal sustainability policies that require maintaining minimum levels of fund balance reserves. For the general fund, the Council-adopted policy calls for a minimum unassigned fund balance of 15% of annual expenditures. The NHA report is available online in the City Council Meeting archives for the May 16, 2023, meeting. As presented by NHA, the City faces a structural deficit that will result in a complete depletion of all reserves by FY 2025-26, unless there are substantial changes that bring additional revenue into the City.

As recognized in the FY 2021-22 and FY 2022-23 budgets, the service reductions necessary to address the significant financial disruptions of the pandemic and other challenges were operationally unsustainable for the long-term health of Sebastopol. These prior budgets reflected the organizational repositioning needed for emergency conditions. Since then, however, additional forces have continued to challenge the City’s recovery. The City’s longterm fiscal health requires additional sustainable revenue to meet community service priorities. With the rising cost of services in a period of significant inflation and workforce competition, coupled with the services reduced over Agenda Item Number 8
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the prior two years, long-term sustainability cannot be achieved with existing revenue sources alone, as discussed in the NHA presentation.

The Proposed Budget for FY 2023-24 was developed against a backdrop of growing fiscal uncertainty, including a looming State budget deficit and an unsettled economic environment in which recession remains a very real possibility. The budget environment isshifting from the “Covid-period” that included substantial intergovernmental revenue due to the City receiving a one-time American Rescue Plan Act (ARPA) grant. Intergovernmental support is projected to return to relatively insignificant amounts for FY 2023-24. This year’s proposed budget reflects modest increases in property and sales tax revenues, which coupled with unavoidable rising cost increases and existing City commitments made it challenging to balance this year’s budget. This is further explained in the revenue analysis section of the transmittal letter.

One-Time Resources:

Going forward, the City faces sobering budget challenges and pressures. The City’s $1.8 M in American Rescue Plan Act (ARPA) funding is completed and no similar federal funding program is expected to take its place. The City was a recent recipient of a one-time donation from a local donor in the amount of $423,000 to help support the expenses for the Police Department. The fraudulent email request to the County Treasurer, directing that $1.2 million in tax funds held for the City’s benefit be transferred by the County to a bank in Atlanta has been resolved and all monies have been paid in full to the City of Sebastopol. All of these one-time funds have been used as mitigation actions to address the City’s pre-existing baseline revenue shortfall and fund critical expenditures.

Based on current projections, balancing the General Fund budget in future years will require minimizing additions and refraining from adding ongoing programs. Any alternative to this very restrictive future budgeting policy will require new dedicated funding sources.

FY 23-24 Original Budget Proposal and Budget Committee Revisions:

The Budget Committee provides direct, significant input on the proposed budget that becomes the basis for public hearings conducted by the City Council; and acts as the primary review body for evaluating department’s requested budgets, as discussed below.

The Budget Committee conducted a preliminary review of the requested budget submitted by each department.

The initial budget considered by the Committee consisted of operating department’s annual budget requests, plus the addition of non-departmental known items, such as general revenues, debt service and retirement funding.

The original FY 2023-24 requested budget had a projected net deficit (reduction in unassigned fund balance) of $2,639,000 million for FY 2023-24. The projected revenue in that original budget was $10,765,000 and the projected expenditure total was $13,504,000. The deficit would have dropped the fund balance reserve to $912,000, which was 6.8% of annual expenditures, and well below the Council policy goal of 15%.

The Budget Committee considered two options for addressing the $2,639,000 budget gap:

1. One was to reduce expenditures by the full $2,639,000 to bring projected expenditures into balance with projected revenue. This option wasrejected because of the immediate and dire effect it would have on City service levels.

2. The other option was to reduce expenditures by a smaller amount, dipping into reserves, but doing everything possible to retain the 15% reserve level.

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The Budget Committee selected the second option. Accordingly, during the Budget Committee’s April 4, 2023 budget review, the Committee gave direction to staff to reduce departmental budget requests by $1,500,000 in the aggregate. Reduction goals were assigned to individual departments based on the relative share of each department’s total expenditures. A copy of the April 5, 2023 memo sent to City departments is attached as Exhibit The Budget Committee then evaluated each department’s reductions, received updated revenue information, and worked to compile the results to produce a revised budget proposal. The results of this effort are displayed in the expenditure table provided later in this document. The changes from each department’s original budget request to the updated budget amount (“stage 2”) is provided to demonstrate the extreme reductions faced by each department of our City, and to document the process from the original requests to the proposed budget being presented to the full City Council.

At this point, having worked through a lengthy process involving many meetings and difficult decision-making the Committee closed the budget gap and achieved its initial goal of meeting the 15% policy threshold.

However, the work of the Budget Committee was far from finished at this point. The Committee next discussed the City Wide Staffing Assessment Study and Personnel Matters, as addressed below, in order to assess the best approach to planning for future staffing needs. The results of that discussion produced the proposed budget now being presented to the full City Council which creates a staffing reserve of $300,000 and reduces the City Council Policy of Reserves to 12.2%. This is reflected in the Consolidated General Fund Transfer Out on page 22 of the Proposed budget.

In FY 2021-22 the City hired a human resources consulting firm to conduct a City-wide staffing study that included a workload assessment and a review of reporting relationships for all staff. The consultant’s draft report was delivered to the City Council in September 2022, and included significant staffing recommendations. The message of that report was that the current staffing levels are not sustainable.

The DRAFT Report recommended additional positions, and cited increased workload in all departments as justification for adding staff. In response to the recommendations, and in light of limited funding, the City Council appointed an Ad Hoc City-wide Staffing Assessment Committee to review the report and evaluate the recommendations. After receiving additional input from Department Directors, and considering their working knowledge of the City’s service delivery functions, the Ad Hoc Committee supported some but not all of the recommendations included in the report.

The Ad Hoc City-Wide Staffing Assessment Committee’s primary area of disagreement with the consultant’s recommended actionsinvolved the phasing approach for adding newpositions. The Ad Hoc Committee agreed with the need for additional staffing, but supported a cautious approach to adding new positions, given the limited financial resources available. The Budget Committee agrees with these conclusionsbut recognizes the need for a fiscally responsible planning strategy to address future staffing expenditures.

In review of the Staffing Needs Assessment, the Budget Committee took into consideration that the Fire Ad Hoc Committee is in the process of developing proposals and options for the City Council to consider to support fire services in Sebastopol. Although that report has not been received, it is understood that one or more proposals may include additional staff positions.

The Budget Committee concluded that although it was unclear exactly which and how many positions might need to be filled in FY 2023-24, all could agree that staffing additions of some kind would need to be funded. The Budget Committee is not recommending additional positions at this time but is instead recommending the proposed Staffing Reserve Fund as a funding planning strategy.

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The Budget Committee recommends that the City Council establish the Staffing Reserve Fund as a planning tool, with the understanding that decision-making regarding the appropriateness of adding new positions (if any) is best addressed by the City Council during the Mid Year Budget Review, when it is hoped that additional information will be available.

Staffing Recommendation:

Citywide Personnel Expenditures:

The proposed FY 2023-24 budget assumes no increase in the number of allocated positions. It includes a total of $5,480,000 in budgeted salaries and wages, and $3,350,000 for benefit expenditures, resulting in a total budget of $8,830,000 in personnel expenditures citywide. This reflects an increase in wages and benefits compared to current FY 2022-23, but only as required by pre-existing contractual obligations in the Memorandum of Understanding for Sebastopol Police Officers Association (SPOA) (Police); Service Employees International Union (SEIU)(Public Works and Administrative Staff); Management and Mid Management Employees; as well as contracts for City Manager/City Attorney and Assistant City Manager/City Clerk.

In Fiscal Year 2023-24 there will be various measures taken to reorganize, and/or restructure City departments.

The reorganization/restructuring is intended to separate positions and provide comprehensive organizational improvements and streamline City processes. An immediate action for FY 2023-24 will be the separation of the City Manager and City Attorney positions, as well as relocation of City Departments (recommendation for Planning and Building). This consolidated location will help to increase internal collaboration and improve external service delivery. It will also provide for streamlining of permit review as both departments would be co-located in one building.

The Budget Committee has concluded that a fiscally responsible funding strategy must be adopted to allocate funding to addressstaffing needs. The Budget Committee’s recommendation is to establish a Staffing Reserve Fund and to allocate an initial amount of $300,000 to that fund for FY 2023-24. It is expected that at least $300,000 will need to be allocated each year to the Staffing Reserve Fund to plan for future staffing needs. This strategy provides the City Council with funds to allow planning for staffing, without limiting the decision-making of the full Council as to which positions will or will not be approved.

The Budget Committee makes this recommendation with full knowledge that it will reduce the unassigned reserve balance to below the City Council adopted policy of 15%. With this allocation, the unassigned fund balance at the end of FY 2023-24 is projected to be $1,569,000, representing a 12.2% reserve.

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 2023-24 budget.. The 2017-2019 Approved City Council Goals & Priorities (pending update) can be found at the beginning of the budget document starting on page 6. The Council financial policy can be found in the City Council Polices starting on page 199 of the budget document.

A summary of the most financially significant policy items that impacted budget development is provided below:

I. Maintain core services to the public as a top priority a. Provide for “baseline” funding including City core services such as public safety (police or fire), water, sewer, and sanitation services.

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b. Limit funding that exceeds a baseline budget (prior years’ minimum operating requirements, contractual obligations(plus an inflation factor)) only if the services are clearly justified by the cost, given the current strict budgetary constraints.
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 2023-24 the City will conduct a water rate study to analyze the cost of service for the enterprise utilities to ensure an equitable distribution of utility costs across customer types.
ii. The City’s cost allocation plan (CAP) has not been updated since 2000. The FY 2023-24 proposed budget includes funding for a cost allocation plan revision in order to ensure accurate distribution of costs. The CAP guides the distribution of costs between general and end-user services and provides detail on the allocation of costs between the General Fund and enterprise funds that use general government services.

II. Create and maintain appropriate operating budgetary surpluses:
a. Projected revenues plus beginning unassigned fund balances (financing sources) should be higher than projected expenditures (financing uses).
b. The City’s goal of creating and maintaining adequate fund balances while continuing to provide for core services is intended to create a safety net against uncontrollable spikes in costs or unanticipated short-term drops in revenue.
c. Use of reserve funds is limited to expenditures needed for spending of deferred City infrastructure and equipment needs, funding one-time coststo create efficienciesin City programs, and providing pre-funding of longer-term liabilities that will save money in future years. d. The City currently has three Reserve funds with projected FY 2023-24 ending fund balances: (1) Buildings, Facilities & Infrastructure Fund with a $652,000 balance, (2) Equipment, Technology & Vehicle Reserve Fund with a $861,000 balance, and (3) CalPERS Retirement and OPEB Reserves with a $2,913,000 balance. Each of these fundsserves as a method for funding future needsspecific to these reserve funds: (technology upgrades, vehicles, and various equipment as well as Employee pension), Additionally, this reserve could be utilized to make improvements to City buildings and infrastructure.
e. The Budget Committee proposes that the Staffing Reserve Fund be established as a fourth reserve fund with an initial $300,000 allocated in FY 2023-24 to provide a method for the City to accumulate funding to cover essential staffing needs.

III. Meet the fund balance reserve policies:

After final consideration of reductions and creation of a staffing reserve fund, this budget proposes to use $1,959,000 of general fund unassigned balance to maintain core services. The FY 2023-24 proposed budget is expected to result in a June 30, 2024 unassigned fund balance of $1,569,000, 12.2% of annual expenditures, below the policy target of 15%. This reduction below 15% is the result of the allocation of $300,000 to the proposed Staffing Reserve Fund. Any funds in the Staffing Reserve Fund could not be spent without action and direction by the City Council.

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 proposed FY 2023-24 budget limits debt financing to fund operating and/or program budgets. b. This budget provides very limited additional debt financing to lease public safety equipment, with debt service costs increasing by $4,000.

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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.

Recap: The future success of the City depends on a strong fiscal footing. Being able to stay solvent is critical. To fully meet all above goals and priorities, and move beyond the restrictive budget being proposed here, additional revenue measures are essential to the fiscal stability of the City.

General Fund Balance – Proposed Changes:

The unassigned general fund balance is the primary focus when considering the City’s ability to increase fund balances or use them when needed to stabilize services during economic fluctuations. The City Council has adopted a fund balance policy intended to protect the City against short term fluctuations in fiscal conditions.

The budget proposal recommends using $1,95989590 of the unassigned fund balance, and projects an unassigned balance of $1,568,910 as of June 30, 2024. The estimated reserve covers 12.2% of annual expenditures, below the minimum policy reserve level of 15%. This proposed lower reserve level is due to the Budget Committee’s recommendation that a Staffing Reserve Fund be established, with an initial $300,000 in funding. Given undeniable essential staffing needs, the Budget Committee believes this lower reserve level result is justified and is a fiscally responsible decision.

In addition to the “’unassigned’ fund balance,” the general fund reports three other fund balances: non-spendable, restricted and assigned reserve funds. Non-spendable balances represent prepaid expenditures, and, by their nature, cannot be budgeted. Restricted fund balances are not available for general purposes, and must be used in accordance with restrictions imposed by external funding sources.

Assigned reserve fund balances operate as budgetary earmarks made by City Council action, and indicate a planned use of funds in future periods. Following are the assigned reserve funds proposed, including their end of year FY 2023-24 balances:

Buildings, facilities and infrastructure reserve fund $ 652,341 (Page 23 of budget) Equipment, technology and vehicle replacement reserve fund $ 861,099 (Page 25 of budget) Pension and OPEB reserve fund $ 2,912,976 (Page 27 of budget) Staffing reserve fund – NEW PROPOSED RESERVE FUND* $ 300,000 (Page 28 of budget) Total Assigned Reserve Balances $4,726,416

Buildings, facilities and infrastructure assignment provides modest funding source that is available to be used in the event of an unexpected breakdown, or to partially fund the replacement of current capital assets. The FY 2023-24 proposed budgetrecommends use of a portion of thisfund $295,500 - for completion of capital projectsin FY 2023-

24. The balance in this fund is not sufficient to cover all future needs in this category, but is a useful planning tool to accumulate funds for future expenses.

Equipment, technology and vehicle assignment helps spread the budgetary impact of immediate, short-term, capital needs across multiple budget years. The FY 2023-24 proposed budget includes $300,000 for a deposit needed to acquire a Type 1 fire engine with a total estimated purchase price of $1,000,000. The $300,000 deposit expense is included in the Fire Department budget to ensure transparency as to expenses for that department.

However, this expense could instead be drawn from this equipment, technology, and vehicle reserve fund. As a reminder this is a deposit only and does not address future yearly payments for a Type 1 Fire Engine. The total balance in thisfund would then be reduced by $300,000. The balance in thisfund is not sufficient to cover all future Agenda Item Number 8
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needs in this category, but is a useful planning tool to accumulate funds for future expenses. A five year vehicle and equipment list can be found on page 191 as updated by the Public Works Department provides an overall summary of needs over the next five years.

Assigned fund balance for pension and OPEB protects the City’s baseline budget and related service capacity from sharp increases in CalPERS funding requirements. CalPERS funding is sensitive to recent and projected investment returns and changesin the actuarial assumptions used to calculate rates and measure funding status. The proposed budget does not recommend using this assignment as a source of financing. The Budget Committee’s proposed budget favors maintaining the set-aside for pension cost protections, rather than using it to fund other items, in the interest of fiscalsustainability. The balance in thisfund is not sufficient to cover all future needsin this category, but is a useful planning tool to accumulate funds for future expenses.

The Budget Committee echoes the recommendation made by the full City Council at the May 16th Council meeting, that staff investigate the establishment of a Section 115 Pension Trust to better plan for the City’s pension and OPEB liability. This would provide the same level of protection while also earning a return that issignificantly higher than what is now earned in the City’s short-term investment portfolio. Once established, it is the Budget Committee’s recommendation that the balance being held in the Pension and OBEP reserve fund be deposited into the 115 Pension Trust. The funds, once transferred, would be restricted for pension use only.

Summary of Significant FY 2023-24 Financial Resources and Uses:

A narrative description of changes in the most significant revenues and expenditure accounts is provided below. A more detailed description of specific revenue and expenditure changes is included in other sections of the budget document that follow this transmittal letter.

General Fund Revenues:

The “Consolidated General Fund Financial Schedule” can be found on page 19 provides detailed year-over-year comparisons and FY 2023-24 amounts budgeted for each revenue and expenditure category. A narrative explanation of the anticipated revenue changes and proposed expenditure appropriations follows:

Revenue Composition:

The FY 2023-24 proposed budget revenue categories and their respective share of total revenue follow:

Property tax (30%); Sales tax (45%); Use tax (8%); Occupancy tax (5%); Franchise fees (4%); and all other categories (8%). The city revenue budget is heavily dependent on consumer spending, and susceptible to short and long-term changesin the economy. In response to the sensitivity of the revenue mix, the City must maintain adequate reserves in order to achieve stability in core services.

Tax Revenue Growth is Limited:

As demonstrated in the May 2023 NHA consultant report to the City Council, growth in property taxes, sales taxes and transient occupancy taxes is expected to be very limited in the current and future budget years. Other taxes and franchise fees, for items such as cable internet and cell services, experienced growth attributed to shifts in consumer behavior caused by the pandemic; however as we are now Post COVID, it is anticipated that these will remain relatively flat in the coming fiscal years. In addition the City will experience a reduction in revenue in FY 2023-24 and beyond because of revenues received that helped to balance past years’ City budgets but will not be repeated because they were one-time amounts.

The FY 2023-24 proposed budget’s tax revenues (property, sales, use, and occupancy), plus franchise fees, total $9,904,000; account for 92% of the total $10,859,000 in general fund revenue.

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For those core revenue accounts, the year over year growth from FY 2020-21 to FY 2021-22 was $897,000, and 11%. For fiscal year 2022-23, the estimated growth is $118,000, or 2%. For FY 2023-24 it is projected that the growth will be only $115,000, or 2%. There is considerable slowdown in basic revenues thatsupport core programs.

Property Taxes:

Housing prices in Sonoma County and Sebastopol increased substantially due, in part at least, to a structural shift from commuting to offices to working at home, and living in a more relaxed environment, like Sebastopol.

Property tax collections increased by $352,000 from the fiscal years ended June 2021 ($2,851,000) to June 2022 ($3,203,000) and then only increased by $21,000 from June 2022 to June 2023 ($3,224,000)(estimated). The tax growth expected for FY 2023-24 is relatively limited, and budgeted at $3,292,000 (a $68,000 increase).

Sales tax estimates are prepared with the assistance of an expert consultant firm that closely follows changes in the economy, consumer spending habits, and collections and allocations.

The FY 2023-24 proposed salestax estimate is $4,795,000 and reflects a 2% reduction of $113,000 from the current year’s estimate of $4,908,000.. The FY 2022-23 sales tax estimate was reduced by $165,000 mid-year based on lower than expected returns for the first two quarters’ activity. The revision serves as reminder of the volatility of sales tax revenue.

Other taxes and franchise fees:

The proposed budget estimate for transient occupancy tax (TOT) is $500,000; an increase of $50,000 over the current year’s budget and reflective of recent experiences that indicate TOT will return to the 2021-22 level. Other revenue and franchise fee amounts show only modest changes, as shown in the FY 2023-24 consolidated general fund financial schedule.

Intergovernmental Revenue, Post-COVID:

During the period in which the City responded to changing service priorities due to the Covid pandemic, and onetime intergovernmental revenues provided by the federal and state governments, revenues did increase substantially. However, no such one-time revenues are anticipated for the FY 2023-24 proposed budget. FY 2023- 24 intergovernmental revenues are estimated to be $16,700 a reduction of $916,950 from the FY 2022-23 budget as a result of loss of COVID funding.

License and Permits revenue anticipated in the FY 2023-24 proposed budget is $439,500, a reduction of $205,600 from the final estimated amount for the current FY 2022-23, and reflective of the slower growth similar to the other accounts at the end of the Covid-recovery period.

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Other revenue accounts detail is reflected in the consolidated general fund financial schedule. (1) (2) (3) (4) (5) (6) (7)
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
Column
6 - 4
$
Inc/(Dec)
Column
7 / 4
%
Change
Property Tax 2,770,982 3,142,858 3,093,610 3,178,200 3,178,200 3,241,600 63,400 2.0% Real Property Transfer Tax 79,547 59,493 60,000 45,000 45,000 50,000 5,000 11.1% Other Sales Taxes 4,454,671 4,816,172 5,073,300 4,907,900 4,907,900 4,794,560 (113,340) -2.3% User Taxes 703,252 742,775 701,700 737,200 808,500 908,000 170,800 23.2% Transient Occupancy Tax 402,255 504,292 400,000 450,000 450,000 500,000 50,000 11.1% Franchise Fees 363,167 405,507 370,000 370,000 399,500 410,000 40,000 10.8% Licenses & Permits 482,100 427,814 335,000 640,100 645,100 439,500 (200,600) -31.3% Fines & Special Assessments 50,607 50,044 27,900 34,100 43,900 47,500 13,400 39.3% Intergovernmental Revenues 499,549 307,668 934,650 933,650 970,850 16,700 (916,950) -98.2% Interest & Rents 11,450 -28,460 71,800 73,800 115,500 94,800 21,000 28.5% Charges for Services 173,573 169,392 121,600 134,900 133,150 124,100 (10,800) -8.0% Miscellaneous Revenue 321,004 725,010 77,000 525,000 791,225 130,500 (394,500) -75.1% TOTAL 10,312,156 11,322,566 11,266,560 12,029,850 12,488,825 10,757,260 (1,272,590) -11.8% Description

OPERATING REVENUE

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General Fund Expenditures:

In FY 2023-24 general fund proposed budget expenditures of $12,818,000 reflect a decrease of $243,000 (1.9%), in comparison with the adjusted budget for FY 22-23. The table displayed below provides proposed expenditures by department, and “transfers out.”
(1) (2) (3) (4) (5) (6) (7)
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
Column
6 - 4
$
Inc/(Dec)
Column
7 / 4
%
Change
10 - City Council 213,156 323,555 482,479 502,479 466,134 164,710 (337,769) -67.2% 11 - City Manager 331,630 236,807 229,306 229,306 230,277 357,770 128,464 56.0% 12 - City Attorney 152,926 354,650 222,479 300,679 432,759 593,621 292,942 97.4% 13 - Assistant City Manager/City Clerk 285,487 311,507 392,055 399,492 381,643 369,323 (30,169) -7.6% 14 - Administrative Services (Finance) 219,681 309,429 339,720 345,345 317,218 397,952 52,607 15.2% 21 - Planning 494,464 518,688 604,886 604,886 566,848 592,371 (12,515) -2.1% 22 - Building 206,486 188,060 182,792 182,792 182,793 185,494 2,702 1.5% 23 - Engineering 255,089 324,245 318,134 335,134 329,016 288,104 (47,030) -14.0% 31 - Fire & Prevention 1,102,502 1,077,526 1,331,505 1,385,080 1,222,818 1,592,302 207,222 15.0% 32 - Police 5,308,825 4,968,998 5,804,860 5,957,860 5,227,005 5,267,703 (690,157) -11.6% 40 - Senior Center 71,765 56,862 78,050 78,050 73,927 69,567 (8,483) -10.9% 41 - Public Works 1,159,487 1,179,759 1,395,881 1,468,856 1,285,552 1,286,209 (182,647) -12.4% 42 - Community Center 199,552 287,025 286,950 406,250 500,280 322,846 (83,404) -20.5% 43 - Ives Pool 128,566 195,947 148,425 153,925 176,714 275,364 121,439 78.9% 00 - Non Departmental 247,537 207,170 282,162 289,542 254,159 236,980 (52,562) -18.2% TOTAL 10,377,151 10,540,229 12,099,684 12,639,676 11,647,142 12,000,316 (639,360) -5.1% Loss due to theft 819,039 - - - - - - 0.0%
Debt Service Payments 464,313 142,646 261,802 261,802 261,802 265,903 4,101 1.6% TOTAL 1,283,352 142,646 261,802 261,802 261,802 265,903 4,101 1.6% 3999 - Transfers In 107,373 116,000 102,500 102,500 102,500 102,000 500 0.5% 4999 - Transfers Out (98,247) (386,427) (160,000) (160,000) (212,000) (552,000) 392,000 245.0% TOTAL 9,127 (270,427) (57,500) (57,500) (109,500) (450,000) (392,500) 682.6% 11,758,750 11,069,301 12,521,486 13,061,478 12,120,944 12,818,219 (243,259) -1.9%

TRANSFERS IN/(OUT)

OPERATING EXPENDITURE

TOTAL OPERATING EXPENDITURES
Description

OTHER SOURCES/(USES)

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As stated above, during the budget process, it became clear that the City was facing a structural deficit of $2.63M.

The Budget Committee directed each department to go back to their submitted budget to achieve a collective savings of at least $1.5M. This $1.5M budget reduction figure was the minimum amount needed to maintain the minimum policy level of 15%. The reductions requested were based on the percentage of the total budget that each department represented. For example, as depicted in the chart below, if a department’s expenditure request for FY 2023-24 represented 10% of the total General Fund Expenditures, then the department was asked to absorb 10% of the $1.5M in reductions needed.

Department % Reduction $ Reduction
$ Reduction
Achieved
10 - City Council 2.23% 33,494 (120,967)
11 - City Manager 1.81% 27,096 126,665
12 - City Attorney 2.92% 43,819 219,873
13 - Assistant City Manager/City Clerk 2.69% 40,336 25,284 14 - Administrative Services (Finance) 2.94% 44,140 21,467 21 - Planning 5.22% 78,273 (75,241)
22 - Building 1.64% 24,533 (23,752)
23 - Engineering 2.40% 36,018 (19,105)
31 - Fire & Prevention 14.60% 218,939 (275,082)
32 - Police 45.71% 685,608 (600,030)
40 - Senior Center 93.00% 14,022 (50,032)
41 - Public Works 12.05% 180,699 (255,020)
42 - Community Center 2.90% 43,559 (48,676)
43 - Ives Pool 1.96% 29,464 24,057
Total Reductions 1,500,000 (1,050,559)
Citywide Expenditure Reductions Requested
The majority of departments were able to achieve their reductions, with the exception of departments that had personnel costs representing 85% of their total budget. For these departments the asked-for reductions were quite challenging to achieve, without eliminating positions. Additionally, some departments were asked to include expenditures that were out of their control but necessary for addressing the structural deficit, such as tax measures and ballot costs that were included into the Assistant City Manager/City Clerk’s budget for Elections costs as well as included into the Administrative Services Department for costs associated with the writing of the ballot measures. Further justification/footnotes are provided with each respective department’s budget.

Summary of significant changes in departmental expenditures:

This section identifies the expenses eliminated or reduced by each department in order to meet the target $1,500,000 total City-wide reduction in expenditures.

City Council: $121,000 Reduction from Original Budget Request to Stage 2 Budget Request The following items were removed from the initial budget and are not included in the proposed budget. The City Council budget achieved the reductions requirement as requested by the Budget Committee. Significant changes are as follows (this is not an exhaustive list):

1. $5,350 - Removal of City-issued cell phone cost. This will require the continued use of personal cell phones for Councilmembers as well as affidavits from Councilmembers for any Public Records Act Requests (PRAs)

2. $2,150 – Elimination of some subscriptions due to budget challenges: Cittaslow International, Sonoma County GoLocal Cooperative, North Bay BusinessJournal were recommended forsuspension. City staff has reached out to Cittaslow International to see if there would be any detriment to suspension of these dues.

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As of the writing of this report a response has not been provided.

3. $2,800 – Proposed reduction for the STEP newsletter to be posted on the City website but not distributed through the City utility billing as it is currently as well as the yearly postcard be an electronic card on the website that can be filled out online and then emailed to the volunteer for a recap of what has been submitted. The volunteer has submitted emails to the City Council advocating for the continuation of the STEP newsletter in its current format.

4. $10,925 – Reduction in conferences. It is proposed that only two Councilmembers be authorized to attend the two annual conferences. This would require that the Council determine in advance which Councilmembers would attend the two scheduled conferences. If there are additional conferences/meetings not budgeted for, it would require that the Council discuss attendance through the agenda process.

5. $2,500 – Suspend the annual Council initiatives. This fund was allocated for each Councilmember to have $500 to be allocated to an organization of their choice. It is recommended this program be suspended or permanently removed.

6. $103,400 – Reduction in funding of community benefit grant. The budget committee reviewed $106,400 in requests for funding from organizations to help support their programs. It was found that in error one organization was not 501C3 and should not have been funded in the past and were removed from this year’s discussion. It is proposed that the remainder of the requestorsreceive $500 in light of this year’s City budget situation. The resulting total allocated in the proposed budget for community benefit grants is $3,000.

7. $15,000 - Reduction in sponsorship grant support. It was recommended that the sponsorship program be suspended or permanently removed as each request can be reviewed on a case by case basis.

8. $7,500 – Reduction in shuttle fare subsidy. This amount was reduced based upon ridership invoices from Sonoma County transit. This reduction leaves $7,500 for the shuttle fare subsidy. To the extent this allocation proves insufficient to cover actual ridership, additional funding could be considered by the Council at Mid-Year Budget review.

City Manager & City Attorney: $347,000 Increase from Original Budget Request to Stage 2 Budget Request It was a challenge for the City Manager/City Attorney to meet the reduction asrequested by the Budget Committee.

One reason was that this department budget required an increase due to the need to provide for unavoidable expenses resulting from the retirement of the City’s current City Manager/City Attorney and the need to hire a new City Manager and retain new City Attorney services. Significant changes are as follows (this is not an exhaustive list):

1. + $169,000 - This is the estimated increase in base salary and benefit expenses for a new City Manager position following the retirement of the current City Manager. City Manager proposed total compensation is as follows:
a. Base-Salary $285,000
b. Benefits - $107,000 (assuming a “classic” personnel)

2. + $45,000 Executive Firm Contract for Recruitment for City Manager position

3. + $325,000 - Based upon current litigation, litigation cost were increased to $625,000. a. $300,000 has been set aside for routine City Attorney Firm Services (utilization of $78,000 as discussed in Item 7 below will help to fund the $300,000 in City Attorney firm Services. b. $325,000 for specialized cases.

4. $4,700 - City will not be participating in Shared MMO-Federal Legislature for COVID-19. This is a shared cost between multiple agencies for lobbyist consultant. The mission of the lobbyist is to strengthen and foster vibrant communities by working alongside local elected officials, businesses and community partners to develop a comprehensive federal program that is focused on identifying the top priorities in each community and co-create a data-driven, federal strategy to meet those priorities.

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5. $250 - Reduction in Office Supplies.

6. $900 - Reduction in Cellular Service/Hot Spot due to returning in person office hours for City Manager.

7. $78,000 - The incumbent serves in a combined position of City Manager/City Attorney which is being allocated 75/25 between each department. In the new fiscal year and going forward, the City Attorney position (whether city employee or attorney firm) will be a separate and distinct position and the allocation of 25% was eliminated to accurately reflect the two distinct positions Assistant City Manager/City Clerk: $25,000 Increase from Original Budget Request to Stage 2 Budget Request The department did its best to meet the reduction that was requested by the Budget Committee, but could not without eliminating essential services and/or staff positions. Also, after submission of the original budget, the Sub Committee recommended additional funding for two ballot measures (election costs) in the amount of $30,000 which was included after stage 2. Significant changes are as follows (this is not an exhaustive list):.

1. + $40,000 - Increase due to adding in election cost.

2. $3,000 - Removal of part-time staffing on a temporary basis to provide assistance for retention project.

Although the bandwidth for the department to perform this task is limited, staff is committed to finding a way to incorporate this project into the day to day operations whenever possible. Records retention/destruction is key to ensure that records that need to be destroyed are destroyed. Failure to destroy records per the City’s regulations may result in substantial responsive records for Public Records Act requests.

3. $10,980 - Department achieved savings by utilizing raw data from Zoom Closed Captioning meetings for DRAFT preparation of minutes. Reduced the estimated cost from $12,000 to $1,020. Although thisremoves funding for raw transcripts to be provided to the City, the continuation of the lengthy manual preparation of draft minutes will still require staff time to prepare minutes, edit minutes, review video for final DRAFT minutes for Council packets. Transcription is estimated that for each hour of a meeting, transcription takes two hours . For future consideration, City staff may bring forward an agenda item for action minutes.

4. $1,000 - Suspended some subscriptions due to budget challenges. The amount was reduced from $2560 to $1560. Following is a list of subscriptions suspended: Association of Records Managers and Administrators (ARMA) which is the lead organization for records management and California City Management Foundation which provides mentorship for Assistant City Managers and newly appointed City Managers. Employee will reach out utilizing City Clerk List Serve and City Clerk Contacts for updates to Records Retention. Loss of City Management Foundation means lost possibility of trainings, mentorship, but employee is researching other avenues for mentoring and trainings.

5. $500 - Removal of 2023 Election Handbook as it is not anticipated that the City will have a November 2023 Election due to the time and deadlines for the November 2023 Election.

6. $1,100 - Reduction in conferences. All conferences and trainings are key to maintaining up to date information, loss of one conference this year will lose some training but staff will work with City Clerk List Serve and City Clerk contacts to receive any handouts/trainings from this annual conference. It is recommended that the New Laws and Election Conference be retained in the budget as this is key for any election year.

7. $500 - Supplies Reduced. This reduction is based on reduction in paper, toner, ink, and use of electronic filing per recordsretention. If it is evidenced thatreturn to in person/hybrid meetingsincreasesthe request for paper agendas and reports, this may be revisited during mid year.

Administrative Services (Finance): $21,000 Increase from Original Budget Request to Stage 2 Budget Request The department did its best to meet the reduction that was requested by the Budget Committee, but could not without eliminating essential services and/or staff positions. Significant changes are as follows (this is not an exhaustive list):

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1. + $60,000 - Increase due to consulting cost to support the writing of 3 ballot measures and strategist consultation.

2. $10,000 - Removal of part-time staffing on a temporary basis to provide assistance for retention project.

Although the bandwidth for the department to perform this task is limited, staff will have to find a way to incorporate this project into day to day operations whenever possible.

3. $110,000 - Removal of Capital Assets Study. After much discussion, it was determined that this study is better suited to be taken up by the Public Works Department as Public Works manages citywide building maintenance and capital assets. This is an unbudgeted item in the Public Works Department at this time as staff is seeking grant to pay for such large cost. If and when grant funding isn’t available, then this item will be discussed at mid-year. .

4. $10,000 - Removal of labor and pension costing module pending a full discussion of 115 Trust creation.

5. $6,000 - Eliminated the replacement of one aging server at the Fire Department. It was determined that with multiple variables such as pending Fire Committee result of the future of the Fire Department and low traffic of activities and files stored from that server, and daily backup in place, and based on the budget constraints of the City, delaying another year would not impact the department operationally.

6. $3,000 - Staff annual conference has been removed.

Planning: $75,000 Reduction from Original Budget Request to Stage 2 Budget Request Significant changes are as follows (this is not an exhaustive list):

1. $20,000 – Suspended façade improvement program.

2. $5,000 – Removed recruitment cost as vacant position has been filled.

3. $36,500 - Elimination of several discretionary projects, including a CivicSpark Fellow, Zero Waste supplies and outreach, and special community meetings

4. $4,000 - Reduction in outreach support

5. $5,000 – Shifting annual GIS hosting to be paid through Building Technology Fee Fund (Special revenue fund restricted to technology related to development services).

6. $3,390 - Restructuring of public meetings for committees the Planning Department oversees:
a. Climate Action Committee (CAC) and Design Review/Tree Board (DRB) meetings once a month instead of twice a month.
b. All public meetings held on Tuesdays to coincide with Planning Commission or City Council meetings, to reduce setup and tear down costs from Sebastopol Community Cultural Center. c. Technicalsupport for the CAC, DRB, and PAC will be done by the Planning Technician Zoom support and streaming) and SCCC Staff (hybrid/room recording) rather than Petaluma Community Access TV (PCA). Additionally, the Planning Technician will provide support for Planning Commission meetings to reduce PCA consultant costs by 50% for these meetings.

Building: $24,000 Reduction from Original Budget Request to Stage 2 Budget Request The department was not able to meet the reduction requested by the Budget Committee without eliminating staff required for the department to function. Significant changes achieved by this department are as follows (this is not an exhaustive list):

1. $15,000 – The contract for the Building Official was reduced from the original $140,000 requested in the original budget to $125,000 in the stage 2 department budget.

2. $9,000 – Transfer Local Hazard Mitigation Plan to Planning Department.

3. The relocation of offices, as recommended in the City-wide Staffing Assessment, will be discussed and addressed in FY 2023-24 in order to provide improved service to the Sebastopol Community.

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Engineering: $19,000 Reduction from Original Budget Request to Stage 2 Budget Request This department could not meet the reductions requested by the Budget Committee. The Budget Committee considered reducing contract services, but concluded that the financial loss to the City outweighed any savings achieved by reducing the contract amount. Significant changes in this department’s budget are as follows (this is not an exhaustive list):

1. $10,000 – Reduction in recruitment cost as Permit Technician position has been filled Benefits – Financial and Otherwise – From Engineering Contracts: Based upon contributions to the City of Sebastopol it was recommended that the Engineering Contract be funded as requested originally, with no reductions.

1. Grant assistance. During the past couple years, GHD has assisted the City in securing and implementing nearly $5 million in grants:

Grant name Max. Amount of Grant
TDA 3 $60,380
Quick Strike $476,000
HSIP $528,120
OBAG2 $1,195,000
Go Sonoma $2,240,000
County District 5 $200,000
PTAP-23 $15,000
LRSP $40,000
SUSD Contribution $20,000
CDBG $203,500
Total $4,978,000

2. Resource agency representative. GHD has in-house expertise and provides technical support for resource agency representation:
a. RRWA – technical expertise in Low Impact Development (LID) certification b. GSA – technical expertise in groundwater hydrogeology c. SCTA – transportation engineering and experience with Caltrans requirements and standards, transportation grant requirements

3. Access to additional high quality resources: Continue to have access to GHD’s resources with specialty engineers, land surveyors, environmental planners, construction management teams, and grant writers, all in one company.

4. Access to excellent lead managers who are highly qualified and have prior experience working directly for City governments, particularly in Sonoma County. This allows the City to take advantage of their working knowledge and relationships with Sonoma County agencies.

Public Works: $255,000 Reduction from Original Budget Request to Stage 2 Budget Request The total reduction requested of this department was $267,744. This included $180,699 from department operations, in addition to reductions from recreation-based organizations supervised by this department. The department worked closely with these recreation-based partners to identify operating budget reductions as well as identifying reductions to the Parks, Streets and Government Buildings operating budgets. Significant changes are Agenda Item Number 8
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as follows (this is not an exhaustive list):

1. Public Works Reductions
Streets:
• $30,700 - Cancellation of Litter Abatement Contract with Becoming Independent • $26,800 - Cancellation of Landscape Maintenance Contract with Johnson Family Enterprise • $10,000 - Reductions in Street Markings Contract (still in the budget: $6,600) • $31,000 - Removal of Vehicle Replacement expense to enterprise fund Parks:
• $4,000 - Removal of Funding for Libby Pond Fencing, with a plan to reassess the design to ensure safety goals are met and to explore potential Measure M Parks funding. • $6,000 - Removal of proposed Libby Park Tot Area Shade Structure , with aplan to explore potential Measure M Parks funding for the project.

Government Buildings:
• $16,800 - Reductions in Janitorial Services Contract (still in the budget: $23,400)

2. Community Cultural Center Reductions
Reductions in projects and programs provided:
• $15,000 – Contribution to General Operations
• $20,000 – Contribution to Living Wages
• $5,750 - General supplies and services
Final allocation to the Community Cultural Center after these reductions: $323,000

3. Senior Center Reductions
• $26,750 - Reduction in overall operating budget
• $15,000 - Removal of proposed security gates for expanded utilization of parking area for outdoor recreation/exercise classes. This project may be reconsidered for future budget years.

Final allocation to the Senior Center after these reductions: $70,000 Fire Department: $275,000 Reduction from Original Budget Request to Stage 2 Budget Request The Fire Chief met with the Budget Committee to answer questions and provide information, but declined to participate in discussion about possible reductions to balance the City’s FY 2023-24 budget. The Budget Committee made reductions it concluded were appropriate, taking into consideration all information it had been provided.

Significant changes are as follows (this is not an exhaustive list):

1. $40,000 – Part time temporary employee to assist Interim Fire Chief (new item)

2. $145,000 – Increased stipend pay beyond current year allocation. Current core stipends, as explained by the Fire Chief, are $200 per shift for one 8-hour shift per day throughout the year, plus an additional 60 shifts per year for additional needed coverage. For FY 2023-24 the funding needed for this shift schedule was $85,000. The original budget from the department requested $230,000, $145,000 more than was outlined by the Fire Chief. The Budget Committee recommends the Council consider any request for increased stipend pay, including the request in the Fire Department’s original budget, at a later date, when the Council has the benefit of the full report anticipated from the Ad Hoc Fire Committee.

3. $80,000 – Retention pay to be shared among the firefighters each year. The Budget Committee noted that the proposed FY 2023-24 budget includes $264,000 in stipend payments by the City to firefighters without the $80,000 retention pay, which was initially a grant amount intended to last only one year. Given budgetary constraints, reductions in expenses being made across all departments, and the ongoing work of the Ad Hoc Fire Committee, which will be assessing all options for the Fire Department, the Budget Agenda Item Number 8
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Committee concluded this amount was best eliminated pending a report from the Ad Hoc Fire Committee and full consideration of that report and it’s recommendations by the Council. The proposed budget includes $370,000 in expenditures for capital outlay ($300,000 deposit for fire engine plus $70,000 for additional equipment). The fire engine expense is included in the Fire Department budget, but could instead be charged against the equipment, technology, & vehicle reserve fund (which has a projected end of FY 2023-24 balance of $861,099). This does not address funding for future year payments for the fire engine.

Police Department: $600,000 Reduction from Original Budget Request to Stage 2 Budget Request The FY 2023-24 proposed budget for Police Department expenditures is $5,268,000. The department reduced its original budget request by $600,000 in response to the Budget Committee’ request. The proposed department budget, when compared to the current year’s adjusted budget, is $690,000 lower, or (11.6%). The following are significant reductions achieved in this department (this list is not exhaustive).

1. $230,000 – Freeze one vacant officer position

2. $264,000 - Freeze one vacant sergeant position

3. $45,000 – Reduction in overtime cost by eliminating contractually required overtime (R12) with restructured work schedules.

4. $197,000 - Major reduction in overtime costs due to positions being filled and new work schedules

5. $70,000 - Reduction in Litigation Expense in light of anticipated costs for FY 23-24.

WATER AND WASTEWATER FUNDS:

The enterprise utilitiesfunds provide water and wastewaterservicesto all members and visitors of community. The delivery and financing of these necessary services requires consideration and integration of the City Council’s strategic vision for service equity, healthy communities, environmental stewardship, and fiscal sustainability.

The City has engaged a consultant firm with expertise in utility systems’ finances to conduct a review of the utility funds’ rate structure and assist the City in implementing revisions to the rates. At the time of this writing, recent revenue experience and estimates are falling well below what was anticipated in the prior rate study adopted in January 2020.

FY 2023-24 Utility Funds Cash Reserves:

The term “cash reserves” is used by utility rate consultants to determine whether and to what extent the enterprise funds (water/wastewater) have adequate cash on hand to serve as a buffer against unexpected expenditures or drops in revenue. The recommended operating cash acts as a buffer to fill the gap between expenses used for service delivery and subsequent collections of revenue from customers.

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Estimated ending FY 2022-23 and proposed FY 2023-24 anticipated decrease in projected cash reserve balances are as follows:

The water fund’s estimated reduction in cash balance for FY 2022-23 is $812,000; and the projected cash balance loss for FY 2023-24 is $1,497,000. This two-year drop lowers the estimated June 30, 2024 balance to negative $231,000 an amount that is 5.9% below the 25% policy target.

The wastewater fund’s estimated cash decrease for FY 2022-23 is $689,000; and the estimated cash drop for FY 2023-24 is $1,748,000. The two-year drop in reserves when combined with the prior period’s audited balance produces a projected negative cash balance of ($1,364,000) on June 30, 2024.

Mitigation Measures:

Potential gap-closing measures for the water and wastewater funds include the following:
• Rate revisions, as described above, will address the shortfall between expenses and revenue, and if approved by the City Council, will be implemented during FY 2023-24. Because the timing and extent of increases are unknown, the potential revenue is not included in the proposed budget. Any rate increases will require Prop 218 compliance and will be subject to City Council approval. • The rate revisions will include protectionsto prevent the development ofshortfallsin the future: a “drought rate” feature that can be enacted when consumption patterns show a persistent decline, and an inflation escalator that can be implemented if and when consumer price indexes rises faster than rate adjustments. • Water bill revenue may increase due to recent reductions or eliminations in conservation mandates. • A $400,000 “rate stabilization” reserve within the regional wastewater treatment system managed by the City of Santa Rosa may be available to the City as a mitigation effort. • Capital projects can be delayed as needed, until budget mitigation measures are completely explored, and there is assurance that overall cash balances will be positive.

Revenue Estimates:

The Water and Wastewater Enterprise Fund Revenue estimates for FY 2022-23 and FY 2023-24 are expected to fall well short of what was anticipated in the rate model implemented in January 2021. Decreased revenue is directly related to conservation measures enacted in response to historic drought conditions.

Drought Rates and Rate Relief:

The City did not increase per-unit rates when consumption dropped, i.e., implement a “drought rate,” due to concerns about customers experiencing financialstress, and the time needed to adequately communicate and plan for rate model changes. Notably, the billing rates implemented in FY 2020-21 were designed to use $600,000 of cash reserves to provide rate relief to customers and still maintain what were projected to be adequate reserve amounts.

Revised Revenue Expectations:

Enterprise Fund Revenue collections dropped below expectations in the rate model, due to reduced consumption caused by conservation efforts enacted in response to historic drought conditions. The consultant’s rate study suggested periodic consumption reviews; and at this time we recommend completing a new rate model in FY 2023-

24. Revised estimates for the enterprise funds follow:

The water enterprise fund revenue estimates trail those anticipated in the rate structure by $337,000 for FY 2022- 23, and $398,000 for FY 2023-24; for a combined shortfall of $735,000. The combined two-year reduction in Agenda Item Number 8
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estimated revenue represents approximately 22% of annual expenses. Estimated June 30, 2024 cash reserves now cover annual expenses by only 15%, which is a level that is significantly below the policy target of 25% coverage.

The wastewater enterprise fund revenue estimates are reduced by $824,000 for FY 2022-23 and $713,000 for FY 2023-24, in comparison to projections in the rate model, for a combined shortfall of $1,537,000. The revised revenue outlook causes the projection for unrestricted cash reserves to be negative, ($699,000); and requiresrapid implementation of the mitigation measures discussed previously.

In addition to reviewing the rate structure for revenue, the City requiresin-depth planning for utility systems capital investments and infrastructure maintenance. The City participatesin a sub-regional wastewatersystem, and shares in the cost of replacement infrastructure, including debt service payments and the accumulation of replacement funding. Modeling costs of participation in the sub-regional system will require substantial analysis by City staff and the consultant.

As expected, given the level of lowered projected reserves, the budget will need to be revised, if necessary, as new information becomes available.

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 Agent for the City and community of Sebastopol 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 businesses with available resources.

The Fiscal Year 2023-24 budget is a responsible financial plan that will enable the City to provide the community with required municipalservices and programs. 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 adequately provide core 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 basic core service levels.

The Budget’s development is never an easy process, as it is not simply a matter of projecting resources and aligning them with competing known needs. Rather, it is a deeply thoughtful, and at times emotional, process that reminds us that our purpose as servants in Government is to provide core services in our city for our residents today – and for future generations.

A budget document takes countless hours of teamwork, collaboration, and patience to produce. The Budget Committee would like to thank the City Council for your leadership and the entire staff of the City for providing outstanding services to our community during challenging times. It is through the support of our City employees that we continue as a team to overcome challenges. Together, we must take action to address issues in the near term to best position the organization for the long-term so that we can meet the needs of the community today and beyond. Together we make our City a better place to work and live.

In recognition of the City’s efforts to balance the City budget, The City of Sebastopol has received the Government Finance Officers Association (GFOA) Award for Distinguished Budget Presentation for seven consecutive years, including the most recent year for which a budget was rated, FY 2022-23. In order to receive the award, local government entities had to satisfy nationally recognized guidelines. In order to receive this award, a governmental Agenda Item Number 8
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unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. Our City is committed to providing good customer service, developing policies of fiscal responsibility, offering transparency, and continuing to improve on our budget.

This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

Also 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 core services.

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 • Fire Department – Interim Fire Chief Jack Piccinini
• Planning Department - Planning Director Kari Svanstrom • Police Department – Police Chief Ron Nelson
• Public Works - Public Works Superintendent Dante Del Prete We continue to monitor several unknowns that factor into the medium to long-term fiscal health of the City, including economic uncertainty, supply chain impacts, and progress addressing workforce attraction and retention challenges that impact service capacity and institutional knowledge. As we navigate the road to stability in the service delivery and related financing, the City will monitor the situation and adjust operating budgets when necessary. The City will keep the City Council and our residentsfully informed. We understand that having the latest information and up-to-date data will allow for informed decision making.

Respectfully submitted,
City of Sebastopol Budget Committee Members:
_______________________________ ________________________________ Diana Rich – Vice Mayor Stephen Zollman – Councilmember _______________________________ ________________________________ Larry McLaughlin Mary Gourley, MMC
City Manager | Attorney Assistant City Manager | City Clerk _______________________________ Attachments:

Ana Kwong Exhibit A: Budget Committee Memo to Departments for Administrative Services Director Reductions
Agenda Item Number 8
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DRAFT

PRESENTED TO
City of Sebastopol
California
For the Fiscal Year Beginning
July 01, 2022
Executive Director

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
1 Agenda Item Number 8
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DRAFT
Citizens of
Sebastopol
FY 2023-24 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 Kari Svanstrom
Planning Director
Ana Kwong
Administrative
Services Director
Dante Del Prete
Public Works
Superintendent
Fire Chief
(Interim)
Ronald Nelson
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
Stipend 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
Public
Art
Climate
Action
2 Agenda Item Number 8
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DRAFT
Citizens of
Sebastopol
FY 2023-24 Proposed Budget
City Organization
City Wide Organization Chart by Allocated Position
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
Kari Svanstrom
Planning Director
Ana Kwong
Administrative
Services Director
Dante Del Prete
Public Works
Superintendent
Fire Chief
(Interim)
Ronald Nelson
Police Chief
Associate
Planner
(1)
Planning
Technician
(1)
Accountant/
Analyst (Conf)
(1)
Accountant
(1)
Administrative
Technician
(1)
Erik Billing
PW Asst
Superintendent
Police Techician
(1)
WW/Sanitary
Operator
(1)
Mtn Worker I (2)
Mtn Worker II (2)
Sr. Mtn Worker
(1)
Sr. Admin Asst
(1)
Shared Position
Stipend
Firefighter
(31)
Sr. Parks/Facilities
Mtn Worker III
(1)
Police Officers
(9)
Records Manager (1)
Dispatchers (5)
Dispatch Per Diem (2)
Water Operator
(1)
Permit
Technician -
Shared
(1)
Permit
Technician -
Shared
(1)
Police Captain
(1)
Management
Analyst -
Shared
(1)
Management
Analyst -
Shared
(1)
City Engineer
Police Sergeants
(4)
Police Reserves
(2)
Laborers
(3)
3 Agenda Item Number 8
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DRAFT
1902
Council/City Manager
7,348

1.853

2.50 31
1,325
303
17 7
12,383
280
2,489
473
792,951

7.5 million
0 - no elevated tanks
3,230,000
2,300
840,000
360
10,558,432
59 34,032,464
Sworn Police Officers
Date of Incorporation
Form of Government
Area in Square Miles
Estimated Population as of January 1, 2023
Fire Protection
Commercial Assessed Valuation
Average Daily Water Consumption (2022)
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 (2022 Calendar Year)
Commerical Building Permits
Civilian Employees
Calls for Service (2022 Calendar Year)
Adult Arrests (2022 Calendar Year)
Water and Sewer Utility
Active Residential Accounts
Active Commerical Accounts
Number of Full Time Equivalents
Number of Volunteers
Calls for Service (2022 Calendar Year)
Fire Inspections (2022 Calendar Year)
Police Protection
4 Agenda Item Number 8
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DRAFT
Budget Committee Review
Public Meetings
end Audit - Fiscal Year
end compliance - Calendar Year
March
-April
December
- July
City of Sebastopol Budget Schedule
Preparation Revenue Estimates
Preparation Dept Budget Worksheet
Preparation CBG Application
Budget Packet Distribution
Solicit Request CBG
Department Submits Budgets
Departments Discuss Ops/CIP Budgets with Budget
Committee
(Public Meetings)
Present proposed budget to City Council
Public Hearing
Budget Adpotion
End of Year Audit
City Publishes ACFR
City of Sebastopol
Annual Budget
Management
5 Agenda Item Number 8
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1.1 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 Finance Department On going

1.1.2 Finance Department On going

1.1.3 New
Goal
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 New
Goal
Finance Department Budget Review Process. Look at adding new schedule to the budget

1.2 1.2.1 x $20,000 in FY2016-17 City Manager /
Assistant City
Manager / City Clerk
*Council Liaison
To be reviewed during budget review
process for upcoming year.
*Council Liaison to work with Cittaslow on
Potential for Surveys for the community on
revenue enhancement measures.

1.2.2 Council Liaison

1.2.3 New
Goal
Planning
Department

1.3 1.3.1 Finance Department
/ Council
Subcommittee

1.3.2 New
Goal
Council
Subcommittee /
Public Works
Develop and Implement Sound Financial Management Policies Continue to inform and educate the community on water
conservation efforts and programs.
and Procedures
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
Develop Appropriate Expenditure of Water and Sewer Funds Objective of Goal
Defined Action Task Under Goal
Review the City Council Financial Polices to ensure they meet the needs of the City
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 longterm financial stability Evaluate methods to increase City revenues
Fiscal Year to
Accomplish
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.

Develop Private / Public Partnerships
Work with Cittaslow to encourage community services to enhance the economic vitality of the City.

Work with local government, agencies and private entities on funding revenue sources for expanded operations and improved facilities for the Sebastopol Library.

Continue & Conduct efforts to pre-plan opportunity sites and maintain awareness of sites as identified in the General Plan Develop programs (such as CARE) and incentives for conservation and coordinate with/promote ongoing community efforts.

Updated 1-16-2018 CC Meeting
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DRAFT
City of Sebastopol
Goals and Priorities - Action Plan (2017-2019 Council Goals - Revision Pending) General Plan or SDAT Reference
2016-172017-182018-192019-202020-21
Budget Allocation
Responsible
Department
Milestones
Progress
Comments
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
Fiscal Year to
Accomplish

1.4 1.4.1
Goal
Revised
Budget to be discussed
during the City budget
process
City Subcommittee Work in progress.

Comprehensive inspection completed.

Cost estimate presented to Council
subcommittee.

1.4.2 Planning
Department
Work in progress
Develop potential uses for Village Mobile Home Park
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.

Annexation of Property
Updated 1-16-2018 CC Meeting
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2.1 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 See CIP Budget Engineering Division
of the Public Works
Department
On going

2.1.2 All Department On going

2.1.3 See CIP Budget Engineering Division
of the Public Works
Department
On going

2.1.4 Public Works Ongoing - Items scheduled for various components of the plan such as roof
replacements, exterior and interior paint,
and HVAC replacement.

2.1.5 Public Works *This item may be moved to environmental or energy conservation goal with potential
to all for private facilities as well.

2.1.6 City Council
Library/City Hall
Landscaping
Committee
Working with Daily Acts on Volunteer
Programs as well as other ideas to beautify
this area.

2.1.7 City Council SubCommittee (Pine
Grove Square)
Report to be given to City Council on status,
Work ongoing with consultant.

2.1.8 Goal 2 - Maintain, Improve and Invest in the City’s Infrastructure (Water, Sewer, Streets, Circulation, Parks, Storm Drains and Public Facilities).

Fiscal Year to
Accomplish
Objective of Goal
Defined Action Task Under Goal
Maintain and update the five year rolling capital improvement program list with prioritized projects
Pursue other financial participation from Federal, State and Local agencies such as grants or matching programs.

Develop Priorities for Improvement or Construction of
Infrastructure
Review the City’s Pavement Management Plan and develop long term rehabilitation plans based on expected funded levels.

Develop building maintenance plans for each City Building Explore the possibility of installing solar on public facilities.

Continue to beautify and enhance the Library and City Hall buildings with the completion of the Library/City Hall Landscape Project Explore the concept for a new City Hall and / or new Civic Center Building
Analyze as appropriate, review and remove street signage within the City – sign litter.

Updated 1-16-2018 CC Mtg
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DRAFT
City of Sebastopol
Goals and Priorities - Action Plan (2017-2019 Council Goals - Revision Pending) General Plan or SDAT Reference
2016-172017-182018-192019-202020-21
Budget Allocation
Responsible
Department
Milestones
Progress
Comments
Goal 2 - Maintain, Improve and Invest in the City’s Infrastructure (Water, Sewer, Streets, Circulation, Parks, Storm Drains and Public Facilities).

Fiscal Year to
Accomplish
Objective of Goal
Defined Action Task Under Goal

2.2 2.2.1 Public Works Departmetn Heads to work with the Community Outreach Coordinator to
Prepare a one Page Informational Sheet for
Public Education on Private Property Owner
Responsibiity for things such as: sidewalks,
fence height, foliage encroahcment, etc.

2.2.2 Engineering Division
of the Public Works
Department
See City of Sebastopol Bike and Pedestrian
Plan and Project List. Four key sections
previously identified are on hold pending
resolution of developer’s plans that could
address the sidewalk gaps as appropriate to
those locations.

2.2.3 Engineering/Planning
Department

2.2.4 $842,560 is in the
current FY CIP for
bike/ped projects. The
largest single project is
$579,000 for design and
construction of bike
paths on locally-owned
streets.

Engineering Division
of the Public Works
Department
Bike plans will be developed as part of a
cooperative project with Caltrans to repave
116 then affix bike lane striping within City
limits. Engineering design of Local Street
portions is about 50% complete, with
construction set for the summer of 2017.

On SR 116, Caltrans will do paving plus
striping while Sebastopol is responsible for
ADA curb ramp upgrades. Caltrans will do
their work summer of 2017 and 2018. -
Continous Review in the CIP
Work to improve traffic circulation and enhance trail, bicycle and pedestrian facilities.

Revise sidewalk repair program - optimize current maintenance techniques and reduce administrative/legal costs
Evaluate and create list of potential sidewalks to be established to provide connect-ability to the entire community and maintain efforts to eliminate gaps in sidewalks to improve pedestrian amenities Continue to explore opportunities for dedicated bicycle and pedestrian thoroughfares within the City
Identify initial funding sources to enable a phase implementation of the bike/pedestrian plan.

Updated 1-16-2018 CC Mtg
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DRAFT
City of Sebastopol
Goals and Priorities - Action Plan (2017-2019 Council Goals - Revision Pending) General Plan or SDAT Reference
2016-172017-182018-192019-202020-21
Budget Allocation
Responsible
Department
Milestones
Progress
Comments
Goal 2 - Maintain, Improve and Invest in the City’s Infrastructure (Water, Sewer, Streets, Circulation, Parks, Storm Drains and Public Facilities).

Fiscal Year to
Accomplish
Objective of Goal
Defined Action Task Under Goal

2.2.5 Planning Department Climate Action 2020 Plan in preparation.

City Council Sub-Committee established.

Draft Plan adopted by RCPA. City plan on
hold due to pending CEQA litigation.

Planning Commissin to review and provide
recommendatins to the City Council

2.3 2.3.1 $44,000 in FY 16-17
from the CVS Settlement
Engineering Division
of the Public Works
Department
W Trans (consultant) is doing a traffic
synchronization study. - Study awarded to
W Trans.

2.3.2 Engineering Division
of the Public Works
Department

2.3.3 Engineering Division
of the Public Works
Department
Explore wasy to gather community input to
improve local transit
Continue the City of Sebastopol’s commitment to the reduction of Greenhouse Gas Emissions
Work to improve traffic circulation and enhance trail, bicycle, bus and pedestrian facilities.

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

Work with interested Groups and C+B17itizens in efforts dedicated to Class I Bicycle Routes in the City.

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.

Updated 1-16-2018 CC Mtg
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3.1 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 City Council SubCommittee
Established
Waiting on next steps from Council
Subcommittee

3.1.2 Planning
Department
General Plan calls for investigation of park
development in south Sebastopol.

3.2 3.2.1 √ Planning
Department

3.3 3.3.1 Publiv
Works/Planning
Department

3.3.2 Planning
Department
Research establishment of permanent parklets and pocket parks and grabbing the opportunity when it arises
Work to Enhance the Laguna Preserve
Implement Laguna Preserve Master Plan
Increase Accessibility to the Laguna and Open Space Areas Provide, develop and preserve clean, well- maintained and accessible streets and sidewalks, facilities, amenities, parks recreational facilities that are accessible to all
Estabish permanent parklets and pocket parks and seize opportunity when it arises.

Goal 3 - Maintain, Enhance and Increase Park-land in the City of Sebastopol Fiscal Year to
Accomplish
Objective of Goal
Defined Action Task Under Goal
Investigate the Potential for Purchase of Land for Park Amenities Priority:

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
Updated 1.31.17
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4.1 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 Public Works
Department
On going

4.1.2 Public Works
Department
ADA Pool Project includes path
improvements in park.

4.1.3 Planning Department Monitoring funding opportunities.

4.1.4 Planning Department Parklets and City Repair Ordinance policies adopted.

4.1.5 Planning Department

4.1.6 Planning Department

4.1.7 Planning Department Occupy Bench Project completion expected 2017.

4.2 4.2.1 Ongoing

4.2.2 All Departments On-going. This is an ongoing goal for the City. The City has participated and
supported to date the Holiday Lights
Program as well as Providing Funding for
Community Center, Mr. Music, Apple Press,
etc. - Community Event.

4.2.3 Public Works
Department/
Engineering Division
of Public Works
Cittaslow members and staff have
completed and submitted a Caltrans
encroachment permit application which has
been approved.

Perform comprehensive evaluation of current improvements, uses, and access to Ives Park
Implementation of the Ives Park Master Plan
Evaluate public commons and land and identify opportunities to enhance benefits to the community
Establishment of a Parks and Public Space Foundation
Explore funding sources for implementation of the Way Finding Sign Program
Completion of the Freedom of Speech area in the downtown plaza Create Economic, Cultural and Recreational Opportunities to Maintain the Small Town Character of Sebastopol Incorporate the priorities of Cittaslow Sebastopol wherever appropriate, and build a cohesive and collaborative community, identified as Peace-town USA
Foster a Sense of Community by Providing and Encouraging Participation in Community Events, Volunteering, and working with Non Profits to Support Local Events
Create a walkable downtown that improves connectivity, with emphasis on Main Street to Morris Street for unification 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.

Fiscal Year to
Accomplish
Objective of Goal
Defined Action Task Under Goal
Create a Safe, Healthy and Attractive Environment for
Residents and Visitors
Improve and beatify the downtown plaza to create a people centric space for community events and gatherings
Updated 1.31.17
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5.1 ~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 City Manager /
Assistant City
Manager / City Clerk
On Going. City Web Site Completed. Efforts
underway to digitalize City newsletters;
create fill-in-able forms; review online
permit processing, etc.

5.1.2 √ Finance Department On going. Created easy to read budget and 5 year CIP budget/plan for easier
understanding.

5.1.3 On going

5.1.4 5.1.5

5.2 5.2.1 All Departments On Going. City Hall has initiated volunteer services with high school students.

Look to partner with local high schools and
colleges for volunteers or interns. Working
on Tomorrow Leaders Today (TLT) in
February 2017.

5.3 5.3.1 All Departments On going. Working with Community Outreach Coordinator; Cittaslow and Web
Site Consultant
Conduct Town Hall Meetings on Matters of Interest to the Community as needed.

Develop and Implement a Program to evaluate delivery of City Services to Communty Goal 5 - Provide Open and Responsive Municipal Government Leadership Fiscal Year to
Accomplish
Objective of Goal
Defined Action Task Under Goal
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
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
Create easy to read documents that educate the public and community on City Finances.

Enhance the use of the City of Sebastopol Committees, Commission and Board.

Engage in outreach to underserved communities to include in community processes.”
Develop and Encourage a Volunteer Service Program Priority Promote and enhance utilization of community energy and skills by creating opportunities for volunteer service.

Develop community service delivery process and analyze results to evaluate community satisfaction
Updated 1.31.17
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DRAFT
City of Sebastopol
Goals and Priorities - Action Plan (2017-2019 Council Goals - Revision Pending) General Plan or SDAT Reference
2016-172017-182018-192019-202020-21
Budget Allocation
Responsible
Department
Milestones
Progress
Comments
Goal 5 - Provide Open and Responsive Municipal Government Leadership Fiscal Year to
Accomplish
Objective of Goal
Defined Action Task Under Goal

5.3.2 $40,000 City Manager /
Assistant City
Manager / City Clerk
On going. June 2017 for this contract

5.3.3 On going

5.3.4 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.

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.

Strengthen communication and interaction with Sonoma County, specifically the Fifth District Supervisorial Office
Updated 1.31.17
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6.1 Safety (SA)
Chapter 8: Goals SA 1 thru SA 6 [Pg.8-1 thru 8-12]

6.1.1 City Manager /
Assistant City
Manager / City Clerk

6.1.2 City Manager /
Assistant City
Manager / City Clerk
Draft Program Established. Under current
review.

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.

Fiscal Year to
Accomplish
Objective of Goal
Defined Action Task Under Goal
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.

To analyze the adequacy of fire services and to budget for analysis in order to determine best long term plan for the fire department Updated 1.31.17
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7.1 ~Entire Sebastopol General Plan [Adopted November 15, 2016] Relates to the Future of Sebastopol

7.1.1 Planning
Department
Plan Adopted. Staff to continue work on
Zoning Ordinance Amendments from
Changes to General Plan

7.1.2 Planning
Department
Sub-Committee Established – Plan Adopted

7.2 7.2.1 Planning
Department
General Plan Adopted

7.2.2 City Council
Subcommittee
Design Review Board has created a subcommittee to work with staff on this item.

7.2.3 Planning
Department
On going
Review, evaluate and update the Design Review Guidelines Review of enforcement of City policies and ordinances such as the Antenna Ordinance
Goal 7 - Provide and Develop a Plan for the Future for the City of Sebastopol with the Implementation of the new General Plan Fiscal Year to
Accomplish
Objective of Goal
Defined Action Task Under Goal
Complete the General Plan Update by December 2016.

Work with the community to update the City’s General Plan Establish a sub- committee for the General Plan, incorporating local experts
Review and establish updated downtown plan, including updating the downtown plan and developing a street scape scheme in Conjunction with Implementatin of the new General Plan Incorporate the Small Town Character values into the City’s land use policies
Updated 1.31.17
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8.1 ~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 Planning Department Parklets and City Repair policies adopted.

8.1.2 Planning Department Parklets and City Repair polcies adopted/Façade Improvement Program in
place

8.1.3 8.1.4 City Council
Subcommittee
Reviewing BOC
Function

8.1.5 8.1.6 City Council
Subcommittee
Sub-Committee to review and provide
recommendations

8.1.7 Planning Department

8.1.8 Planning
Department/Building
Department/Public
works

8.1.9 Planning Department

8.1.10 Council Subcommittee

8.1.11 Council Subcommittee

8.1.12 Public works

8.2 8.2.1
Encourage new and existing businesses to offer living wage to employees
Provide adequate parking facilities at key locations in the City and ensure ADA compliant parking is distributed in these key locations Encourage beautification of all parking areas
Encourage Participation in Regional Events and other County-wide Programs to Capture the Economic Vitality beyond the City Limits.

Research possibility of partnerships with various organizations to promote participation in regional events to increase economic vitality Goal 8 - Enhance and Maintain the Economic Vitality of the City Fiscal Year to
Accomplish
Objective of Goal
Defined Action Task Under Goal
Promote the City of Sebastopol as the destination for slow travel, eco-tourism and supporting of bike activities:

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

Support a Vibrant, Attractive and Accessible Downtown That Attracts Residents and Visitors thereby creating a Viable Sales Tax Base Promotion of Experience Sebastopol.com to increase visitors to the City
Identify Businesses wanted in Sebastopol - (Use of City Committees to conduct survey of the community)
Review of the Downtown Association District
Research consulting services for inventory, assessment, and management practices of City parking
Review the City’s policies on parking
Review existing parking lots for potential alternate re- use of those properties
Create a list of potential uses that will optimize the use of City Parking Lots
Updated 1.31.17
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9.1 Housing
Chapter 11: All Goals established under sections A thru I. [Pg.11-1 thru 11-18]

9.1.1 Planning
Department
New General Plan includes policies that
address this issue.

9.1.2 Planning
Department
New General Plan includes policies that
address this issue.

9.1.3 Council
Subcommittee

9.1.4 Planning
Department
New General Plan includes policies that
address this issue.

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

Fiscal Year to
Accomplish
Objective of Goal
Defined Action Task Under Goal
Encouragement of Jobs and Housing in Sebastopol
Encourage Employment Opportunities as well as Housing
Opportunities (Need for Assisted living facilities or graduated living facilities)
Encourage housing in the downtown core and commercial district to include all stages of life cycles
Engage with community on housing issues and suggested review of City policies to facilitate a positive jobs/housing balance Updated 1.31.17
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DRAFT
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Property Tax 2,770,982 3,142,858 3,093,610 3,178,200 3,178,200 3,241,600 63,400 2.0% Real Property Transfer Tax 79,547 59,493 60,000 45,000 45,000 50,000 5,000 11.1% Other Sales Taxes 4,454,671 4,816,172 5,073,300 4,907,900 4,907,900 4,794,560 (113,340) -2.3% User Taxes 703,252 742,775 701,700 737,200 808,500 908,000 170,800 23.2% Transient Occupancy Tax 402,255 504,292 400,000 450,000 450,000 500,000 50,000 11.1% Franchise Fees 363,167 405,507 370,000 370,000 399,500 410,000 40,000 10.8% Licenses & Permits 482,100 427,814 335,000 640,100 645,100 439,500 (200,600) -31.3% Fines & Special Assessments 50,607 50,044 27,900 34,100 43,900 47,500 13,400 39.3% Intergovernmental Revenues 499,549 307,668 934,650 933,650 970,850 16,700 (916,950) -98.2% Interest & Rents 11,450 -28,460 71,800 73,800 115,500 94,800 21,000 28.5% Charges for Services 173,573 169,392 121,600 134,900 133,150 124,100 (10,800) -8.0% Miscellaneous Revenue 321,004 725,010 77,000 525,000 791,225 130,500 (394,500) -75.1% TOTAL 10,312,156 11,322,566 11,266,560 12,029,850 12,488,825 10,757,260 (1,272,590) -11.8% 10 - City Council 213,156 323,555 482,479 502,479 466,134 164,710 (337,769) -67.2% 11 - City Manager 331,630 236,807 229,306 229,306 230,277 357,770 128,464 56.0% 12 - City Attorney 152,926 354,650 222,479 300,679 432,759 593,621 292,942 97.4% 13 - Assistant City Manager/City Clerk 285,487 311,507 392,055 399,492 381,643 369,323 (30,169) -7.6% 14 - Administrative Services (Finance) 219,681 309,429 339,720 345,345 317,218 397,952 52,607 15.2% 21 - Planning 494,464 518,688 604,886 604,886 566,848 592,371 (12,515) -2.1% 22 - Building 206,486 188,060 182,792 182,792 182,793 185,494 2,702 1.5% 23 - Engineering 255,089 324,245 318,134 335,134 329,016 288,104 (47,030) -14.0% 31 - Fire & Prevention 1,102,502 1,077,526 1,331,505 1,385,080 1,222,818 1,592,302 207,222 15.0% 32 - Police 5,308,825 4,968,998 5,804,860 5,957,860 5,227,005 5,267,703 (690,157) -11.6% 40 - Senior Center 71,765 56,862 78,050 78,050 73,927 69,567 (8,483) -10.9% 41 - Public Works 1,159,487 1,179,759 1,395,881 1,468,856 1,285,552 1,286,209 (182,647) -12.4% 42 - Community Center 199,552 287,025 286,950 406,250 500,280 322,846 (83,404) -20.5% 43 - Ives Pool 128,566 195,947 148,425 153,925 176,714 275,364 121,439 78.9% 00 - Non Departmental 247,537 207,170 282,162 289,542 254,159 236,980 (52,562) -18.2% TOTAL 10,377,151 10,540,229 12,099,684 12,639,676 11,647,142 12,000,316 (639,360) -5.1% Loss due to theft 819,039 - - - - - - 0.0%
Debt Service Payments 464,313 142,646 261,802 261,802 261,802 265,903 4,101 1.6% TOTAL 1,283,352 142,646 261,802 261,802 261,802 265,903 4,101 1.6% 3999 - Transfers In 107,373 116,000 102,500 102,500 102,500 102,000 500 0.5% 4999 - Transfers Out (98,247) (386,427) (160,000) (160,000) (212,000) (552,000) 392,000 245.0% TOTAL 9,127 (270,427) (57,500) (57,500) (109,500) (450,000) (392,500) 682.6% 11,758,750 11,069,301 12,521,486 13,061,478 12,120,944 12,818,219 (243,259) -1.9% (1,339,220) 369,265 (1,152,426) (929,128) 470,381 (1,958,959) 4,027,443 2,688,223 3,057,488 3,057,488 3,057,488 3,527,869 2,688,223 3,057,488 1,905,062 2,128,360 3,527,869 1,568,910

22.9% 27.6% 15.2% 16.3% 29.1% 12.2%
1,763,812 1,660,395 1,878,223 1,959,222 1,818,142 1,922,733 Actual Reserve Level
Policy Reserve Level (Minimum-15%)

CONSOLIDATED GENERAL FUND

FINANCIAL SCHEDULE

TRANSFERS IN/(OUT)

OPERATING EXPENDITURE

TOTAL OPERATING EXPENDITURES

RESERVE
Ending Unassigned Fund Balance
Beginning Unassigned Fund Balance
Net General Fund Surplus/(Deficit)
Description

OPERATING REVENUE

OTHER SOURCES/(USES)
19 Agenda Item Number 8
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DRAFT
Revenue Categories
Footnote
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Property Tax
3000 - Property Tax Secured / Unsecured 1,548,260 2,256,446 2,227,610 2,270,200 2,270,200 2,315,600 45,400 2.0% 3001 - Property Tax - RPTTF 384,411 20,717 -0 -0 -0 -0 -0 0.0% 3002 - Real Property Transfer Tax 79,547 59,493 60,000 45,000 45,000 50,000 5,000 11.1% 3004 - Property Tax in Lieu of VLF 838,311 865,696 866,000 908,000 908,000 926,000 18,000 2.0% Sales Taxes
3010 - Sales Tax-Bradley Burn 2,134,401 2,282,083 2,443,200 2,353,900 2,357,000 2,306,000 -47,900 -2.0% 3011 - Sales Tax-1/4 cent (T) 740,161 803,468 835,000 811,000 811,000 789,060 -21,940 -2.7% 3012 - Sales Tax-1/2 cent (Q) 1,488,249 1,619,793 1,679,600 1,626,000 1,626,000 1,586,000 -40,000 -2.5% 3014 - Sales Tax-Prop 172 91,860 110,828 115,500 117,000 113,900 113,500 -3,500 -3.0% User Taxes
3015 - Utility User Tax 695,399 732,660 694,000 730,000 799,000 900,500 170,500 23.4% 3016 - Utility User Tax (AB-1717) 2,173 1,268 2,000 1,500 1,500 1,500 -0 0.0% 3017 - Vehicle in lieu Tax 5,681 8,846 5,700 5,700 8,000 6,000 300 5.3% Transient Occupancy Tax
3020 - Transient Occupancy Tax 402,255 504,292 400,000 450,000 450,000 500,000 50,000 11.1% Franchise Fees
3050 - Garbage Franchise 207,633 211,143 215,000 215,000 215,000 215,000 -0 0.0% 3051 - PG&E Franchise 84,700 118,275 84,000 84,000 113,500 120,000 36,000 42.9% 3052 - Cable TV Franchise 70,834 76,089 71,000 71,000 71,000 75,000 4,000 5.6% Licenses & Permits
3101 - Business License 133,311 134,760 135,000 140,000 140,000 135,000 -5,000 -3.6% 3102 - Business License-Late Fees 3,638 9,433 -0 -0 5,000 2,500 2,500 0.0% 3103 - Building Permits 343,106 281,602 200,000 500,000 500,000 300,000 -200,000 -40.0% 3104 - Pet Shelter Release Fee 2,045 2,020 -0 100 100 2,000 1,900 1900.0% Fines & Special Assessments
3105 - Vehicle Code Fines 16,415 15,868 8,500 8,500 8,500 15,000 6,500 76.5% 3106 - Criminal Fines 14,024 11,584 4,500 10,700 15,000 11,000 300 2.8% 3107 - Parking Violation Fines 11,800 12,800 10,600 10,600 11,000 12,000 1,400 13.2% 3110 - Business License - DSA 70% $1 4,576 4,983 -0 -0 5,100 5,000 5,000 0.0% 3202 - State Mandated Cost Reimb 3,793 4,809 4,300 4,300 4,300 4,500 200 4.7% Intergovernmental Revenues
3203 - POST Reimbursement 1,830 2,212 1,800 1,800 3,000 2,700 900 50.0% 3204 - Casino Mitigation 17,781 13,843 15,000 14,000 10,000 14,000 -0 0.0% 3206 - County Grant 370,000 92,265 -0 -0 -0 -0 -0 0.0%
3207 - State Grant 109,939 23,254 -0 -0 40,000 -0 -0 0.0% 3209 - Federal Grant 1 -0 176,094 917,850 917,850 917,850 -0 -917,850 -100.0% Interest & Rents
3300 - Interest Income -37,229 -82,235 23,000 25,000 65,000 45,000 20,000 80.0% 3301 - Cell Tower Lease Rental 39,962 35,002 40,000 40,000 40,000 40,000 -0 0.0% 3302 - City Property Rental - Little League 2 1,902 2,013 2,000 2,000 2,000 2,300 300 15.0% 3304 - City Property Rental - Parking Space 540 770 500 500 500 500 -0 0.0% 3305 - City Property Rental - Palm Ave 3,000 3,000 3,000 3,000 3,000 2,000 -1,000 -33.3% 3401 - Plaza and Special Event Fees 3,275 12,990 3,300 3,300 5,000 5,000 1,700 51.5% Charges for Services
3404 - Credit Card Transaction Fee 500 -0 -0 -0 -0 -0 -0 0.0% 3405 - Finance Fee 7,133 8,136 7,000 7,000 7,000 8,000 1,000 14.3% 3406 - Pet Shelter Release Fee 2,215 1,940 1,800 1,800 -0 1,900 100 5.6% 3421 - Building Permit Fee 642 734 -0 -0 -0 -0 -0 0.0%
3425 - Fire Dept Fees 69,256 30,942 30,000 40,000 40,000 30,000 -10,000 -25.0% 3426 - Planning Fees 25,563 24,010 25,000 28,300 35,000 25,000 -3,300 -11.7% 3427 - Special Projects Plans/Specs 850 579 300 300 300 500 200 66.7%

GENERAL FUND REVENUES DETAILED
20 Agenda Item Number 8
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DRAFT
Revenue Categories
Footnote
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change

GENERAL FUND REVENUES DETAILED
3428 - GIS Fees 140 160 -0 -0 300 200 200 0.0%
3441 - Encroachment Permits Fee 47,835 21,725 40,000 40,000 25,000 30,000 -10,000 -25.0% 3442 - Grading Permit Fee 650 -650 -0 -0 1,000 500 500 0.0% 3445 - Public Works Services 654 12,980 -0 -0 1,700 1,500 1,500 0.0% 3502 - Police Services 10,480 21,051 15,000 15,000 18,000 15,000 -0 0.0% 3504 - Impounded Vehicle Release Fee 4,300 3,180 2,500 2,500 2,350 2,500 -0 0.0% 3505 - Police Reports Copy Fee 3,355 2,600 -0 -0 2,500 2,000 2,000 0.0% 3507 - Police OT Reimbursement -0 7,180 -0 -0 -0 7,000 7,000 0.0% 3607 - Other Charges -0 34,825 -0 -0 -0 -0 -0 0.0%
Miscellaneous Revenue
3801 - Sales of Surplus Equipment -0 4,171 -0 25,000 32,000 10,000 -15,000 -60.0% 3804 - Insurance Claims 13,050 596,087 -0 -0 232,000 5,000 5,000 0.0% 3805 - Miscellaneous Income 9,793 859 5,000 5,000 500 -0 -5,000 -100.0% 3806 - Donations & Contributions 231,647 30,500 -0 423,000 423,725 -0 -423,000 -100.0% 3807 - Rebates 3 8,613 13,740 10,000 10,000 10,000 10,000 -0 0.0% 3810 - Pool Expense Reimbursement 4 57,901 79,652 62,000 62,000 93,000 105,500 43,500 70.2% Transfers In
3999 - Transfers In 107,373 116,000 102,500 102,500 102,500 102,000 -500 -0.5% TOTAL REVENUE 10,419,529 11,438,566 11,369,060 12,132,350 12,591,325 10,859,260 -1,273,090 -10.5% 1 One time federal COVID (ARPA) fund not recurring in FY23-24 2 Little League Utilities Reimbursement. Expense located in Parks & Landscape in Public Works Department 3 EV Charging Stations expenses are house in Parking Lot in Public Works Department 4 Ives Pool Utilities & Chemical Reimbursement. Expenses located in Ives Pool Budget 21 Agenda Item Number 8
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DRAFT
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Transfer in
From Police Grant 107,373 116,000 100,000 100,000 100,000 100,000 - 0.0% From Vehicle Abatement - - 2,500 2,500 2,500 2,000 (500) -20.0% From Vehicle & Buiding Reserve - - - - - - - 0.0%
3999 - Transfers In 107,373 116,000 102,500 102,500 102,500 102,000 2,000 2.0% Transfer out
To Retirement Fund 1 - (28,000) (100,000) (100,000) (100,000) (100,000) - 0.0% To Bldg | Facilities | Infras Fund - - - - - - - 0.0%
To Staffing Reserve 2 - - - - - (300,000) (300,000) 0.0% To Gas Tax (8,800) - - - - - - 0.0%
To Capital Project Fund 3 (89,447) (358,427) (60,000) (60,000) (112,000) (152,000) (92,000) 153.3% 4999 - Transfers Out (98,247) (386,427) (160,000) (160,000) (212,000) (552,000) (392,000) 245.0% TOTAL TRANSFERS 9,127 (270,427) (57,500) (57,500) (109,500) (450,000) 1 Phase-in approach - Transfer to contribute to pension cost. The goal per NHA recommendation is $400,000 by FY25-26 2 Newly established Staffing Reserve Fund to be set aside for future staffing needs 3 These are capital projects planned for FY23-24
0130-22.08 Undergrounding Overhead Utilities - General Fund 1,500 0701-34.00 Calder Creek Storm Drain and Outfall Maintenance - GF - Flood 115,000 0701-51.00 Zimpher Creek Storm Drain and Outfall Maint 35,000 0300-22.07 Purchase of Market Rate Units - General Fund 500 Total 152,000

GENERAL FUND - TRANSFERS
Description

TRANSFERS IN/(OUT)
22 Agenda Item Number 8
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DESCRIPTION
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
$ Incr /
(Dec)
% Incr /
(Dec)

OPERATING REVENUE
Interest & Rents 8,246 -19,741 2,000 2,000 35,000 -0 -2,000 -100.0% Donations/Contributions -0 -0 -0 -0 -0 20,000 20,000 0.0% TOTAL REVENUE 8,246 -19,741 2,000 2,000 35,000 20,000 18,000 0.0%

OPERATING EXPENSES
Contracted Services - - - - - - -0 0.0%
Council Objectives - - - - - - -0 0.0%
Transfers Out 23,705 8,806 100,000 100,000 88,400 295,500 195,500 81.8% Capital Outlay - - 263,200 263,200 - - -263,200 -1645.0% TOTAL OPERATING EXPENSE 23,705 8,806 363,200 363,200 88,400 295,500 -67,700 -18.6% NET BUDGETARY RESULT (15,459) (28,547) (361,200) (361,200) (53,400) (275,500) Addition/(Use) of Reserves (15,459) (28,547) (361,200) (361,200) (53,400) (275,500) Beginning Fund Balance (Estimated) 1,025,247 1,009,788 981,241 981,241 981,241 927,841 Ending Fund Balance (Estimated) 1,009,788 981,241 620,041 620,041 927,841 652,341

BUILDINGS, FACILITIES & INFRASTRUCTURE RESERVE FUND
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DRAFT
Detail-Buidling, Facilities & Infrastructure
Budget Expenditures
Account Number
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
4999 - Transfers Out 23,705 8,806 100,000 100,000 88,400 295,500 195,500 195.5% 5100 - Capital Outlay - - 263,200 263,200 - - (263,200) -100.0% TOTAL 23,705 8,806 363,200 363,200 88,400 295,500 (67,700) -18.6% 0133-23.10 Sunset Ave at Taft, Analy
HS 70,000
0133-23.10 Sunset Ave at Taft, Analy
HS - Donation 20,000
0213-20.05 Youth Annex ADA
Upgrades 7,500
0214-20.07 City Hall ADA Upgrades 101,500
0215-22.04 ADA Transition Plan
Building Improvements 26,000
0424-22.01 South Main St. Parklet 60,000
0426-23.08 NEW: Burbank Farm: ADA
Parking stall and path 10,500
295,500
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DESCRIPTION
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
$ Incr /
(Dec)
% Incr /
(Dec)

OPERATING REVENUE
Intergovernmental Revenues 206,134 93,942 -0 38,000 -0 -0 -38,000 -100.0% Interest & Rents 7,315 -18,390 2,000 2,000 28,500 -0 -2,000 -100.0% Miscellaneous Revenue -0 -0 -0 -0 -0 -0 -0 0.0%
TOTAL REVENUE 213,449 75,552 2,000 40,000 28,500 -0 -40,000 -100.0%

OPERATING EXPENSES
Transfers Out - - - - - - - 0.0%
Capital Outlay - 389,241 80,000 110,075 75,000 - (110,075) -100.0% TOTAL OPERATING EXPENSE - 389,241 80,000 110,075 75,000 - (110,075) -100.0% NET BUDGETARY RESULT 213,449 (313,690) (78,000) (70,075) (46,500) - Addition/(Use) of Reserves 213,449 (313,690) (78,000) (70,075) (46,500) - Beginning Fund Balance (Estimated) 1,007,839 1,221,288 907,599 907,599 907,599 861,099 Ending Fund Balance (Estimated) 1,221,288 907,599 829,599 837,524 861,099 861,099

EQUIPMENT, TECHNOLOGY & VEHICLE RESERVE FUND
25 Agenda Item Number 8
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DRAFT
Detail - Vehicle
Budget Expenditures
Account Number
Footnote
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
5100 - Capital Outlay 1 - 389,241 80,000 110,075 75,000 - (110,075) -100.00% TOTAL - 389,241 80,000 110,075 75,000 - (110,075) -100.00% 1 A deposit of the $300,000 Purchase/Lease for Type 1 Fire Engine can be paid from this reserve. The cost of a full Type 1 Engine is approximately $990,000
26 Agenda Item Number 8
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DESCRIPTION
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
$ Incr /
(Dec)
% Incr /
(Dec)

OPERATING REVENUE
Interest & Rents -1,461 -133,482 -0 -0 -0 -0 -0 0.0%
Miscellaneous Revenue 500 -0 -0 -0 -0 -0 -0 0.0%
Transfers In -0 28,000 100,000 100,000 100,000 100,000 -0 0.0% TOTAL REVENUE -961 -105,482 100,000 100,000 100,000 100,000 -0 0.0%

OPERATING EXPENSES
-0 0.00%
TOTAL OPERATING EXPENSE - - - - - - -0 0.00%
NET BUDGETARY RESULT (961) (105,482) 100,000 100,000 100,000 100,000 Addition/(Use) of Reserves (961) (105,482) 100,000 100,000 100,000 100,000 Beginning Fund Balance (Estimated) 2,819,419 2,818,458 2,712,976 2,712,976 2,712,976 2,812,976 Ending Fund Balance (Estimated) 2,818,458 2,712,976 2,812,976 2,812,976 2,812,976 2,912,976 PENSION AND OPEB FUND 105
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DESCRIPTION
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Proposed
Budget
Stage 2
$ Incr /
(Dec)
% Incr /
(Dec)

OPERATING REVENUE
Interest & Rents -0 -0 -0 -0 -0 -0 -0 0.0%
Miscellaneous Revenue -0 -0 -0 -0 -0 -0 -0 0.0%
Transfers In -0 -0 -0 -0 -0 300,000 300,000 0.0%
TOTAL REVENUE -0 -0 -0 -0 -0 300,000 300,000 0.0%

OPERATING EXPENSES
-0 0.00%
TOTAL OPERATING EXPENSE - - - - - - -0 0.00%
NET BUDGETARY RESULT - - - - - 300,000
Addition/(Use) of Reserves - - - - - 300,000
Beginning Fund Balance (Estimated) -0 -0 -0 -0 -0 -0
Ending Fund Balance (Estimated) - - - - - 300,000
STAFFING RESERVE FUND 106
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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.
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CITY COUNCIL DEPARTMENT
General Statement:

While budget table contained worksheet to provide the cost of each category for the department, this budget narrative gives the reader overall perspective of this year budget process as we navigate through a very difficult budget year addressing the structural deficit and how it will impact each department in various ways.

Original From Department:

The City Council Department proposed the following budget:

1. Proposed City issued cell phone for all City Councilmembers

2. Status quo for all dues and subscriptions

3. Continuation of STEP newsletter

4. Proposed conference and training for all councilmembers

5. Continue with annual council initiatives

6. Status quo on community benefit grant including sponsorship support, fully funded shuttle fare subsidy
Reductions: $121,000 Reduction from Original Budget Request to Stage 2 Budget Request On April 5, 2023, the Budget Committee issued a budget reduction memo instructing each department to return to their proposed budget and find additional savings to find a collective savings of at least $1.5M.

The portion of that reduction for the City Council budget was $33,494 to be eliminated from the budget.

The following items were removed from the initial budget and are not included in the proposed budget.

The City Council budget achieved the reductions requirement as requested by the Budget Committee.

Significant changes are as follows (this is not an exhaustive list):

2. $2,150 – Elimination of some subscriptions due to budget challenges: Cittaslow International, Sonoma County GoLocal Cooperative, North Bay Business Journal were recommended for suspension. City staff has reached out to Cittaslow International to see if there would be any detriment to suspension of these dues. As of the writing of this report a response has not been provided.

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6. $103,400 – Reduction in funding of community benefit grant. The budget committee reviewed $106,400 in requests for funding from organizations to help support their programs. It was found that in error one organization was not 501C3 and should not have been funded in the past and were removed from this year’s discussion. It is proposed that the remainder of the requestors receive $500 in light of this year’s City budget situation. The resulting total allocated in the proposed budget for community benefit grants is $3,000.

7. $15,000 - Reduction in sponsorship grant support. It was recommended that the sponsorship program be suspended or permanently removed as each request can be reviewed on a case by case basis.

8. $7,500 – Reduction in shuttle fare subsidy. This amount was reduced based upon ridership invoices from Sonoma County transit. Thisreduction leaves $7,500 for the shuttle fare subsidy. To the extent this allocation proves insufficient to cover actual ridership, additional funding could be considered by the Council at Mid-Year Budget review.
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EXPENSE
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages 18,300 18,000 18,000 18,000 18,000 18,000 18,000 - 0.0% Benefits 36,976 38,623 34,492 34,492 29,735 26,947 26,947 (7,545) -25.4% Professional Contracted Services 65,131 62,805 75,500 75,500 55,000 71,050 63,300 (12,200) -22.2% Services & Supplies 27,418 19,474 17,050 17,050 15,950 17,265 12,465 (4,585) -28.7% Equipment Rental/Maintenance 4,706 4,699 4,700 4,700 3,500 4,700 3,500 (1,200) -34.3% Conference & Training Expense 1,670 2,000 11,500 11,500 7,500 12,175 5,550 (5,950) -79.3% Telecommunications 7,920 7,283 9,800 9,800 9,800 8,940 2,460 (7,340) -74.9% Council Objectives 105,846 223,255 367,475 387,475 376,875 178,722 50,300 (337,175) -89.5% Allocated Insurance 15,041 14,846 15,700 15,700 15,700 22,075 22,210 6,510 41.5% Total Expense 283,008 390,986 554,217 574,217 532,060 359,874 204,732 (369,485) -69.4%

SUMMARY - CITY COUNCIL
32 Agenda Item Number 8
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DRAFT
City Council
Budget Expenditures
Account Number
Footnote
2020-21
Actual 2021-22 Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages
4010 - Salaries - Full Time 18,300 18,000 18,000 18,000 18,000 18,000 18,000 - 0.0% Benefits - 0.0%
4101 - Health in Lieu 1 10,653 20,450 17,192 17,192 14,267 10,280 10,280 (6,912) -40.2% 4105 - Medicare & Fica 1,400 1,377 1,400 1,400 1,400 1,377 1,377 (23) -1.6% 4130 - Health Insurance 21,101 10,044 10,325 10,325 9,350 9,504 9,504 (821) -8.0% 4150 - Dental Insurance 3,098 5,772 4,450 4,450 3,733 4,666 4,666 216 4.9% 4151 - Vision Insurance 392 649 550 550 650 540 540 (10) -1.8% 4183 - EAP (Employee Asst Prog) 170 170 175 175 170 175 175 (0) 0.0% 4184 - Life Insurance 162 162 400 400 165 405 405 5 1.3% Contracted Services
4210 - Professional Contract Services 2 51,338 48,217 62,000 62,000 50,000 55,800 55,800 (6,200) -10.0% 4212 - Internet & Network /Technology Maint 3 - - 3,500 3,500 - 5,250 - (3,500) -100.0% 4250 - Publications/Legal Notices 4 13,793 14,588 10,000 10,000 5,000 10,000 7,500 (2,500) -25.0% Services & Supplies
4310 - Office Supplies 460 907 1,700 1,700 600 1,700 1,700 - 0.0% 4330 - Misc Supplies & Services 5 2,204 362 3,000 3,000 3,000 4,150 1,500 (1,500) -50.0% 4340 - Postage & Printing 72 70 - - - 100 100 100 0.0%
4345 - Dues & Subscriptions 6 24,682 18,135 12,350 12,350 12,350 11,315 9,165 (3,185) -25.8% Conference & Training Expense
4510 - Conference & Training 7 1,670 50 5,500 5,500 5,500 3,125 1,250 (4,250) -77.3% 4515 - Meetings & Travel 8 - 1,950 6,000 6,000 2,000 9,050 4,300 (1,700) -28.3% Telecommunications
4750 - Telecommunications 3-1 7,920 7,283 9,800 9,800 9,800 8,940 2,460 (7,340) -74.9% Council Objectives
4800 - Council Approved Intiatives 9 2,250 - 2,500 2,500 2,500 2,500 - (2,500) -100.0% 4820 - Community Grants Program 10 93,950 96,364 99,375 99,375 99,375 106,422 3,000 (96,375) -97.0% 4890 - Other Community Support 11 9,646 126,891 265,600 285,600 275,000 69,800 47,300 (238,300) -83.4% Allocated Insurance
4996 - Allocated Liability Insurance 12 13,315 13,377 14,000 14,000 14,000 20,210 20,450 6,450 46.1% 4997 - Allocated Wrkrs Comp Insurance 12 1,727 1,469 1,700 1,700 1,700 1,865 1,760 60 3.5% Total Operation 278,302 386,286 549,517 569,517 528,560 355,174 201,232 (368,285) -64.7% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 13 4,706 4,699 4,700 4,700 3,500 4,700 3,500 (1,200) -25.5% Total Fund 124 4,706 4,699 4,700 4,700 3,500 4,700 3,500 (1,200) -25.5% TOTAL DEPARTMENT 283,008 390,986 554,217 574,217 532,060 359,874 204,732 (369,485) -64.3% G&A Allocation
500 - Water Enterprise Fund 12% 32,238 31,121 33,110 33,110 30,427 34,245 18,472 510 - WasteWater Enterprise Fund 14% 37,614 36,310 38,628 38,628 35,498 39,952 21,551 Total G&A Allocation 69,852 67,431 71,738 71,738 65,926 74,197 40,022 Total Department Expenses 80% 213,156 323,555 482,479 502,479 466,134 285,677 164,710 (337,769) -67.2% 13 Department achieved savings due to elimination of one copier machine 3 Originally proposed for all councilmembers to have city issued cell phone to allow the ability to separate city business vs. personal for PRA purposes. The budget committee recommended removal of the proposed request for Cell Phone and Cell Phone Service and City will continue the requirement of requiring Councilmembers to Affirm that they have or have not any responsive records to a Public Records Act Request (PRA).
2 STEP newsletter cost is proposed to be eliminated from utility billing insert and printing. STEP newsletter should be posted to the website in compliance of zero waste effort. Since this was a Council program historically, the proposed reduction should be discussed to the full Council for consideration of removal of such item from the budget. This would assume that the volunteer is willing to continue to do newsletter if it was only on website. Would require staff time to upload newletter to web site; creation of fillable forms for public feedback yearly. 9 Historically, each councilmember received $500 that could be recommended to be given to any organization at each council's discretion upon approval of the entire Council. Due to the current budget constraint, it is proposed suspension of council initiative program of $2,500. 11 Proposed to suspense the $15,000 of the City sponsorship program. Although it is requested that this program be suspended, requests for sponsorships could be considered by the entire Council on a case by case basis at a publicly noticed Council meeting.

It is also recommended that the contribution to Sonoma County Transit be reduced to $7,500 based upon the most recent quarterly invocies and ridership details (Ridership breakdown-Adults 952 | Youth 522 | Senior 1276 ). City Administration will discuss with Sonoma County Transit the continuation of the free shuttle fare based upon this reduced contribution. 12 Allocated insurance distributed based on premium for next year programs renewals. • General Liablity - based on prior year department actual expenditures • Worker's Compensation - based on payroll experience
1 Health insurance reimbursement to Councilmembers. This was decreased as fewer Councilmembers elected for Coverage 3-1 The cost of cell phone services would be expensed in this line item. 10 Due to budget challenges, it is recommended to fund the Community Benefit Program of $500 each to be fair and equitable to all requestors. 4 This amount was reduced based on the current estimated year end expenditurs for FY 22-23. 5 This amount was reduced based on the average spending of 2 years prior, which includes reduction in paper, toner, ink, etc. 6 It is recommended that the subscriptions for Cittaslow International; ($1,800), Northbay Business Journal ($150), and Sonoma County GoLocal Cooperative ($200) be suspended. Cittaslow has not responded to our requests as to what would happen if this was suspended; North Bay Business Journal can be found on line for some articles; and the City has not seen a benefit for GoLocal subscription. 7 Only budget for 2 members for registration to attend conference in FY23-24 8 This is the cost of lodging for 2 councilmembers
33 Agenda Item Number 8
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DRAFT
City Council *
Object Details
Object
Worksheet

Description
Worksheet

Quantity
Worksheet

Unit

Price
Worksheet

Total
Grand Total 400 $ 104,110 $ 132,675
4210 - Professional Contract Services
4210 - Professional Contract Services
Closed Captioning (Average 5 hours meeting x 24 reg
meeting @ $185/hour) 120 $ 185 $ 22,200
4210 - Professional Contract Services
SCCC Council Meeting Support (Setup/Break-down &
add'l special mtgs) 0 $ 3,780 $ -
4210 - Professional Contract Services
Videographer (Average 8 hours for 2 tech x 30 meetings
@ $140/hour) 240 $ 140 $ 33,600
Total 4210 - Professional Contract Services 360 $ 4,105 $ 55,800 4212 - Internet & Network /Technology Maint
4212 - Internet & Network /Technology Maint Cell Phone for all CC members 0 $ 350 $ - Total 4212 - Internet & Network /Technology Maint 0 $ 350 $ - 4250 - Publications/Legal Notices
4250 - Publications/Legal Notices Legal Ads & Public Hearing Notices 1 $ 7,500 $ 7,500 Total 4250 - Publications/Legal Notices 1 $ 7,500 $ 7,500 4310 - Office Supplies
4310 - Office Supplies
Misc Routine Supplies (Plagues, Record Retention
Boxes, Tapes for label) 1 $ 1,200 $ 1,200
4310 - Office Supplies Paper Allocation 1 $ 500 $ 500
Total 4310 - Office Supplies 2 $ 1,700 $ 1,700
4330 - Misc Supplies & Services
4330 - Misc Supplies & Services Shirts/City Stickers 1 $ 1,000 $ 1,000 4330 - Misc Supplies & Services STEP Newsletters 1 $ 500 $ 500 Total 4330 - Misc Supplies & Services 2 $ 1,500 $ 1,500 4345 - Dues & Subscriptions
4345 - Dues & Subscriptions Annual Dropbox 1 $ 125 $ 125 4345 - Dues & Subscriptions Annual Zoom Large Meeting (1 Seat + Large Meeting) 1 $ 685 $ 685 4345 - Dues & Subscriptions Association of Bay Area Govt (ABAG) 1 $ 2,750 $ 2,750 4345 - Dues & Subscriptions Chamber of Commerce 1 $ 250 $ 250 4345 - Dues & Subscriptions League of California Cities 1 $ 5,200 $ 5,200 4345 - Dues & Subscriptions Sister Cities International - SWF 1 $ 155 $ 155 Total 4345 - Dues & Subscriptions 6 $ 9,165 $ 9,165
4510 - Conference & Training
4510 - Conference & Training League of California Cities Conference Registration 2 $ 625 $ 1,250 Total 4510 - Conference & Training 2 $ 625 $ 1,250
4515 - Meetings & Travel
4515 - Meetings & Travel
League of California Cities Conference
(Air/Hotel/Transportation) 2 $ 1,000 $ 2,000
4515 - Meetings & Travel M&C Bi-Monthly Meeting ($50 x 2 x 5) 2 $ 250 $ 500 4515 - Meetings & Travel M&C Meeting Supplies (Hosting in 2025) 0 $ 750 $ - 4515 - Meetings & Travel Misc Travel Mileage Reimbursement 1 $ 500 $ 500 Total 4515 - Meetings & Travel 5 $ 2,500 $ 3,000
4750 - Telecommunications
4750 - Telecommunications City Issued CC Members Cell Phone Services 0 $ 720 $ - 4750 - Telecommunications Livestreaming Annual Fee 1 $ 2,400 $ 2,400 4750 - Telecommunications Main Fax Line (Shared) 12 $ 5 $ 60 4750 - Telecommunications Youth Annex (Comcast Internet) 0 $ 240 $ - Total 4750 - Telecommunications 13 $ 3,365 $ 2,460
4800 - Council Approved Intiatives
4800 - Council Approved Intiatives Council Initiative ($250/each) 0 $ 500 $ - Total 4800 - Council Approved Intiatives 0 $ 500 $ -
4820 - Community Grants Program
4820 - Community Grants Program
Ceres Community Project - Healing Meals for Healthy
Communities a 0 $ - $ -
4820 - Community Grants Program Kiwanis Club - 50th Anniversary of Fireworks Show b 0 $ - $ - 4820 - Community Grants Program Peacetown - Summer Concerts 1 $ 500 $ 500 4820 - Community Grants Program Rebuilding Together 1 $ 500 $ 500 4820 - Community Grants Program Sebastopol Chamber - ABF & Parade c 0 $ - $ - 4820 - Community Grants Program Sebastopol Sea Serpents - Rent Relief 1 $ 500 $ 500 *Report Contains Filters and Conditions
34 Agenda Item Number 8
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DRAFT
City Council *
Object Details
Object
Worksheet

Description
Worksheet

Quantity
Worksheet

Unit

Price
Worksheet

Total
4820 - Community Grants Program
Sebastopol Union School District - Rainbow House
Student Support Program d 0 $ - $ -
4820 - Community Grants Program Sebastopol World Friends 1 $ 500 $ 500 4820 - Community Grants Program Slow Food Russian River - Save the Gravenstein 1 $ 500 $ 500 4820 - Community Grants Program Western Sonoma County Historical Society 1 $ 500 $ 500 Total 4820 - Community Grants Program 6 $ 3,000 $ 3,000 4890 - Other Community Support
4890 - Other Community Support Homeless Outreach (shared cost) 1 $ 36,800 $ 36,800 4890 - Other Community Support M&C Clerk Position Share Cost 1 $ 3,000 $ 3,000 4890 - Other Community Support Local Electric Shuttle Fare Subsidy 0.5 $ 15,000 $ 7,500 4890 - Other Community Support Sponsorship Program 0 $ 15,000 $ - Total 4890 - Other Community Support 2.5 $ 69,800 $ 47,300 b. As a courtesy the Kiwanis Club has elected to be removed from consideration c. The organization is not being funded due to not being a 501c3 status a. Based upon the review of Ceres financial support, without support from the city, the organization would still have other means and support as well as CERES may be moving to outside the city of sebastopol
*Report Contains Filters and Conditions
35 Agenda Item Number 8
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DRAFT

CITY MANAGER

DEPARTMENT SERVICES MODEL

CITY MANAGER & CITY ATTORNEY

MANDATED
• Serve as administrative head of the City under
the direction and control of the City Council
• Implement all policy decisions and directives of the
City Council
• Enforce all laws and ordinances of the City
• Ensure all franchises, contracts, permits and
privileges granted by the City Council are faithfully
observed
• Appoint and oversee all executive management
positions
• Responsible for legal advice and representation of the City Council and all city departments
• Coordinates all legal representation of the City,
including outside counsel, if needed.
• Prepare all ordinances and other legal documents for
Council consideration
• 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
Manager

1.00 FTE
Building Engineering Finance Fire Planning Police Public Works
City Attorney
Outside Counsel
Administrative
of Council
Policies
Labor
Negotiations

DISCRETIONARY
CORE

MANDATE
36 Agenda Item Number 8
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DRAFT
CORE
• Meet and review of agenda with Agenda Review Committee • In consultation with Budget Committee, develop City’s annual budget • Oversees preparation of City’s long term capital improvement plans and financing strategy • Oversees and manages programs to assure economic development and financial vitality of the City
• Represent City Council with employees, community groups, individual members of the public, and other governmental agencies
• Manage all aspects of City’s personnel function
• Oversee negotiation and management of service contracts and leasing agreements • Serve as City’s representative on a variety of boards and commissions • Evaluate City operations to maximize delivery of City services • Carryout City Council long-term goal and priroities plan • 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,

DISCRETIONARY
• City Manager & City Attorney are not performing discretionary functions Major Accomplishment in 2022-23
 Successfully extended Measure N tax measure
 Successfully managed the Fire Department Study
 Hired a Police Chief
 Hired an Interim Fire Chief
Goals and Objective for 2023-24
 Continue to manage costs and emphasize high quality customer service  Complete performance evaluation backlog

37 Agenda Item Number 8
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DRAFT
CITY MANAGER | CITY ATTORNEY DEPARTMENT
General Statement:

Original From Department:

The City Manager Department proposed the following budget:

1. Status Quo
Reductions: $347,000 Increase from Original Budget Request to Stage 2 Budget Request On April 5, 2023, the Budget Committee issued a budget reduction memo instructing each department to return to their proposed budget and find additional savings to find a collective savings of at least $1.5M.

The portion of that reduction for the City Manager budget was $27,095 to be eliminated from the budget.

It was a challenge for the City Manager/City Attorney to meet the reduction as requested by the Budget Committee. One reason was that this department budget required an increase due to the need to provide for unavoidable expenses resulting from the retirement of the City’s current City Manager/City Attorney and the need to hire a new City Manager and retain new City Attorney services. Significant changes are as follows (this is not an exhaustive list):

2. + $45,000 Executive Firm Contract for Recruitment for City Manager position

5. $250 - Reduction in Office Supplies.

6. $900 - Reduction in Cellular Service/Hot Spot due to returning in person office hours for City Manager.

Page 72 of 375 ends

DRAFT

EXPENSE
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages 146,388 158,117 167,950 167,950 167,950 170,277 298,900 130,950 78.0% Benefits 53,545 72,624 69,400 69,400 69,400 69,750 107,056 37,656 54.3% Professional Contracted Services 191,884 65,333 52,500 52,500 56,975 55,200 90,500 38,000 72.4% Services & Supplies 684 9,132 9,700 9,700 9,010 9,150 9,150 (550) -5.7% Equipment Rental/Maintenance 4,706 4,699 4,800 4,800 3,500 4,800 3,500 (1,300) -27.1% Conference & Training Expense - 45 - - - 800 800 800 0.0% Telecommunications 3,344 3,348 3,360 3,360 3,360 3,720 2,820 (540) -16.1% Allocated Insurance 25,877 28,309 36,600 36,600 36,600 34,945 51,225 14,625 40.0% Total Expense 426,428 341,607 344,310 344,310 346,795 348,642 563,951 219,641 63.8%

SUMMARY - CITY MANAGER
39 Agenda Item Number 8
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DRAFT
City Manager
Budget Expenditures
Account Number
Footnote
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages
4010 - Salaries - Full Time 1 146,325 158,117 164,200 164,200 161,165 167,777 296,400 132,200 80.5% 4017 - Salaries - COVID-19 63 - - - 3,035 - - - 0.0%
4023 - One Time Payment 2 - - 3,750 3,750 3,750 2,500 2,500 (1,250) -33.3% Benefits 3 - 0.0%
4105 - Medicare & Fica 2,213 2,376 2,250 2,250 2,250 2,433 4,298 2,048 91.0% 4106 - Vehicle Allowance 3,850 4,200 - - - - - - 0.0%
4107 - Electronic Allowance 880 960 1,800 1,800 1,800 1,350 (1,800) -100.0% 4110 - CalPERS Employer Rate 25,968 40,587 40,115 40,115 40,115 39,016 65,345 25,230 62.9% 4121 - Deferred Compensation 1,200 3,583 3,150 3,150 3,150 3,150 (3,150) -100.0% 4130 - Health Insurance 13,348 14,782 15,800 15,800 15,800 17,355 28,915 13,115 83.0% 4140 - Retiree Health Insurance OPEB 3,733 3,733 3,800 3,800 3,800 3,733 3,733 (67) -1.8% 4150 - Dental Insurance 1,252 1,310 1,400 1,400 1,400 1,339 3,164 1,764 126.0% 4151 - Vision Insurance 162 162 150 150 150 153 348 198 132.0% 4181 - Long Term Disability Insurance 596 596 600 600 600 795 795 195 32.5% 4182 - Short Term Disability Insurance 279 276 250 250 250 310 342 92 36.8% 4183 - EAP (Employee Asst Prog) 33 27 25 25 25 35 35 10 40.0% 4184 - Life Insurance 32 32 60 60 60 81 81 21 35.0%
Contracted Services - 0.0%
4210 - Professional Contract Services 4 4,561 4,650 500 500 4,975 5,200 500 - 0.0% 4212 - Internet & Network /Technology Maint 2,584 329 - - - - - - 0.0% 4230 - Recruitment 5 - - - - - - 45,000 45,000 0.0%
Services & Supplies - 0.0%
4310 - Office Supplies 6 159 - 500 500 50 250 250 (250) -50.0% 4330 - Misc Supplies & Services 7 525 347 300 300 - - - (300) -100.0% 4345 - Dues & Subscriptions - 8,785 8,900 8,900 8,960 8,900 8,900 - 0.0% Conference & Training Expense - 0.0%
4510 - Conference & Training 8 - - - - - 500 500 500 0.0% 4515 - Meetings & Travel 8 - 45 - - - 300 300 300 0.0%
Telecommunications - 0.0%
4750 - Telecommunications 9 3,344 3,348 3,360 3,360 3,360 3,720 2,820 (540) -16.1% Allocated Insurance - 0.0%
4996 - Allocated Liability Insurance 10 12,064 16,924 21,100 21,100 21,100 17,660 17,875 (3,225) -15.3% 4997 - Allocated Wrkrs Comp Insurance 10 13,813 11,385 15,500 15,500 15,500 17,285 33,350 17,850 115.2% Total Operation 236,983 276,554 287,510 287,510 291,295 293,842 515,451 227,941 79.3% Contracted Services
4210 - Professional Contract Services 184,739 60,354 52,000 52,000 52,000 50,000 45,000 (7,000) -13.5% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 11 4,706 4,699 4,800 4,800 3,500 4,800 3,500 (1,300) -27.1% Total Fund 124 189,445 65,053 56,800 56,800 55,500 54,800 48,500 (8,300) -14.6% TOTAL DEPARTMENT 426,428 341,607 344,310 344,310 346,795 348,642 563,951 219,641 63.8% G&A Allocation
500 - Water Enterprise Fund 20% 47,399 52,400 57,502 57,502 58,259 58,768 103,090 510 - WasteWater Enterprise Fund 20% 47,399 52,400 57,502 57,502 58,259 58,768 103,090 Total G&A Allocation 94,798 104,800 115,004 115,004 116,518 117,537 206,180 Total Department Expenses 60% 331,630 236,807 229,306 229,306 230,277 231,105 357,770 128,464 56.0% 11 Department achieved savings due to elimination of one copier machine 1 City Manager proposed compensation as follows:

Base-Salary $285,000
Benefits - $107,000 (assuming a classic personnel)
2 COVID Retention one-time payment based on employee contract. 4 City will not be participating in Shared MMO-Federal Legislature for COVID-19. This is a shared cost between multiple agencies for lobbiest consultant. The mission of lobbyist is to strengthen and foster vibrant communities by working alongside local elected officials, businesses and community partners to develop a comprehensive federal program that is focused on identifying the top priorities in each community and co-create a data-driven, federal strategy to meet those priorities. 9 Department achieved savings due to cancelation of cell service hotspot rental 10 Allocated insurance distributed based on premium for next year programs renewals. • General Liablity - based on prior year department actual expenditures • Worker's Compensation - based on payroll experience
5 This cost is propsoed to pay for an Executive Firm to conduct a Recruitment for City Manager position 6 Minimal office supplies to be purchased for a new employee such as business cards, name tags, etc. 7 Based on current expenditure, do not see the need for any budget with this line item. Can be asborbed in routine supplies. 8 Cost for City Manager meetings and attendance of M&C Association events. 3 COVID Retention one-time payment based on employee contract. 40 Agenda Item Number 8
City Council Meeting Packet of June 20, 2023

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DRAFT
City Manager
Object Details
Object
Worksheet

Description
Worksheet

Quantity
Worksheet

Unit

Price
Worksheet

Total
Grand Total 45 101,585 103,270
4210 - Professional Contract Services
2023 Required Annual Homeless Count 1 500 500
Communication Outreach Coordinator Contract -
Routine 1 40,000 40,000
Communication Outreach Coordinator Contract -
Special Project 1 5,000 5,000 45,000
Total 4210 - Professional Contract Services 3 45,500 45,500 4230 - Recruitment
Executive Recruitment Cost 1 45,000 45,000
4310 - Office Supplies
Routine Supplies (Paper/Calendar/Business Cards) 1 250 250 Total 4310 - Office Supplies 1 250 250
4345 - Dues & Subscriptions
ERC (Employment Relation Consortium) LCW
Membership 1 900 900
RCPA Contribution 1 8,000 8,000
Total 4345 - Dues & Subscriptions 2 8,900 8,900
4510 - Conference & Training
City Manager Conference 1 500 500
Total 4510 - Conference & Training 1 500 500
4515 - Meetings & Travel
M&C Meetings Dinner 1 300 300
Total 4515 - Meetings & Travel 1 300 300
4750 - Telecommunications
Fax Line Shared 12 5 60
Hotspot Rental - 900 -
Land Line Lease 12 30 360
Sonic Shared 12 200 2,400
Total 4750 - Telecommunications 36 1,135 2,820
*Report Contains Filters and Conditions
41 Agenda Item Number 8
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DRAFT

EXPENSE
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages 48,797 52,707 55,975 55,975 54,725 58,425 - (55,975) -100.0% Benefits 15,046 20,193 21,900 21,900 21,765 22,057 - (21,900) -100.0% Professional Contracted Services 90,750 289,988 150,000 235,000 380,000 300,000 625,000 390,000 166.0% Services & Supplies 764 499 650 650 600 600 600 (50) -7.7% Allocated Insurance 9,972 11,963 13,300 13,300 13,300 25,165 19,640 6,340 47.7% Total Expense 165,330 375,350 241,825 326,825 470,390 406,248 645,240 318,415 97.4%

SUMMARY - CITY ATTORNEY
42 Agenda Item Number 8
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DRAFT
City Attorney
Budget Expenditures
Account Number
Footnote
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages
4010 - Salaries - Full Time 1 48,776 52,707 54,725 54,725 53,713 55,926 - (54,725) -100.0% 4017 - Salaries - COVID-19 21 - - - 1,012 - - - 0.0%
4023 - One Time Payment - - 1,250 1,250 - 2,500 - (1,250) -100.0% Benefits
4105 - Medicare & Fica 709 767 750 750 750 811 - (750) -100.0% 4107 - Electronic Allowance - - - - - 450 - - 0.0%
4110 - CalPERS Employer Rate 8,611 13,296 13,875 13,875 13,875 13,005 - (13,875) -100.0% 4121 - Deferred Compensation - 184 1,050 1,050 1,050 1,050 - (1,050) -100.0% 4130 - Health Insurance 4,991 5,182 5,350 5,350 5,350 5,785 - (5,350) -100.0% 4150 - Dental Insurance 382 414 380 380 380 446 - (380) -100.0% 4151 - Vision Insurance 49 51 50 50 50 51 - (50) -100.0% 4181 - Long Term Disability Insurance 199 199 335 335 200 278 - (335) -100.0% 4182 - Short Term Disability Insurance 85 82 80 80 80 65 - (80) -100.0% 4183 - EAP (Employee Asst Prog) 8 8 10 10 10 35 - (10) -100.0% 4184 - Life Insurance 10 9 20 20 20 81 - (20) -100.0%
Contracted Services
4214 - Litigation Expense 2 90,750 289,988 150,000 235,000 380,000 300,000 625,000 390,000 166.0% Services & Supplies
4330 - Misc Supplies & Services 764 499 650 650 600 600 600 (50) -7.7% Allocated Insurance
4996 - Allocated Liability Insurance 3 5,361 8,107 8,100 8,100 8,100 19,400 19,640 11,540 142.5% 4997 - Allocated Wrkrs Comp Insurance 3 4,611 3,856 5,200 5,200 5,200 5,765 - (5,200) -100.0% Total Operation 165,330 375,350 241,825 326,825 470,390 406,248 645,240 318,415 97.4% TOTAL DEPARTMENT 165,330 375,350 241,825 326,825 470,390 406,248 645,240 318,415 97.4% G&A Allocation
500 - Water Enterprise Fund 5% 7,752 12,938 12,091 16,341 23,520 20,312 32,262 510 - WasteWater Enterprise Fund 3% 4,652 7,762 7,255 9,805 14,112 12,187 19,357 Total G&A Allocation 12,404 20,700 19,346 26,146 37,631 32,500 51,619 Total Department Expenses 92% 152,926 354,650 222,479 300,679 432,759 373,748 593,621 292,942 97.4% 3 Allocated insurance distributed based on premium for next year programs renewals. • General Liablity - based on prior year department actual expenditures • Worker's Compensation - based on payroll experience
2 Litigation expense forecast is based on this past year experience On-going cases $300K
Contract with outside legal counsel for City Attorney Services $325K. It is anticipated that the City will review proposals submitted from Attorney Firms and make selection later in the year. 1 No longer allocation of 25% of City Manager/City Attorney position. This is a distinct separate position and no longer combined with the City Manager position. 43 Agenda Item Number 8
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ASSISTANT CITY MANAGER / CITY CLERK
*Designated Assistant City Manager holding two positions as City Clerk.

Mission:

The mission of the City Clerk Department is to constantly strive to provide efficient, quality services in a courteous, knowledgeable and professional manner.

DEPARTMENT SERVICES MODEL

MANDATED
• Serve as Clerk of the City Council
• Record and maintain proceedings of City Council
meetings
• Attest, index, and file resolutions, ordinances,
minutes, and contracts
• Post and publish legal notices
• Administer Oaths of Office
• Act as local elections official
• Act as custodian of city records and provide
certification of copies
• Maintain Local Appointments List and conduct
recruitment in accordance with the Maddy Act
(City boards, committees, and commissions)
• Supporting the legislative body, coordinating
municipal elections, serving as the Filing Officer,
and managing the City's archives and records management program. • Accept tort claims, subpoenas, and other legal documents for service • Process Protests and Appeals to City Council and City Manager and set hearings CORE
• Assist City Manager with preparation and posting of agendas in compliance with the Ralph M.

Brown Act
• Coordinate presentations for meetings
• Develop and maintain records management program
• Notarize city documents
Assistant City Manager /
City Clerk *

1.00 FTE
Council
Meeting
Election
Information Legislative Municipal Code

DISCRETIONARY
CORE

MANDATE
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• Respond to staff and citizen inquiries
• Coordinate and log responses to requests for public records under Public Records Act • Maintain and distribute updates to the Municipal Code • 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

DISCRETIONARY
• Oversee and maintain city website
• Serve as public information officer
•
Alternative Service Delivery Options
• Separate position of Assistant City Manager and City Clerk • Reorganize Department in Coordination with City Manager Department as follows:
o Assistant City Manager
o City Clerk
o Management Analyst
o Deputy City Clerk
• Utilize a vendor to operate archive records management center • Utilize interns to develop and maintain electronic recordkeeping and document imaging systems
• Utilize volunteers or interns to perform routine clerical duties • Complete the development of an Continuity of Operations manual for the City Clerk Department functions
Major Accomplishment in 2022-23
 Processed a special election for sales tax ballot measure.  Onboarding 3 new council members
 Obtained Consultant to research funding opportunities and write various private, local, state, and federal grants; monitors compliance of all grants requirements, and processes reimbursement requests.
 Oversight for Completion of City Wide Staffing Assessment Study  Oversight with Ad Hoc Committee for Completion of Fire Services and Delivery Study  Provide a high level of representation at all meetings of the Governing Body and meetings of in which the City has an interest.
 Compiled, prepared, and reviewed the council agenda, agenda packet and minutes ensuring accuracy and completeness for Council Regular, Special, Study Session, and Closed Session Meetings. Published and distributed the agenda packet and minutes.  Prepared Forward Agendas for Agenda Review Committee Meetings  Ensured compliance with the Brown Act, Elections Code, Fair Political Practices Commission regulations and the Public Records Act.
 Promoted the highest level of customer service.
 Provided accurate and impartial election information to candidates, campaign committees and the public.
 Formalization of Policy to be in compliance with Americans with Disabilities Act (ADA) and ADA policy to address requests for reasonable accommodations by any member of the public or City staff to allow for their participation in City Council Meetings  Processed Public Records Act Requests
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 Accept and process all claims and legal actions against the City. Processed claims against the City
 Processed, finalized, and follow-up on Council action from City Council meetings; ensure  timelines are met including those for ordinance publication, resolutions, and notice of decisions.
 Track vacancies of the many City Boards and Commissions. Prepare, distribute, and accept applications for board, committee and commission openings. Notify Council of openings and prepare notices of vacancies. Receive and process applications for future appointments.

Forward applications to the appropriate department.
 Coordinate the assuming office and leaving office of newly-elected and departing Council, Boards, Commissions and Committees
 Updated the Municipal Code with Approved Ordinances
 Assisted in the preparation, administration, and monitoring of City Departmental Budgets  Participated in training sessions through the City Clerks Association of California, League of CA Cities/Cal Cities, CIRA, BBK, Sonoma Marin ERC Trainings Goals and Objective for 2023-24
• Continue working with Outreach Coordinator and Website Consultant for Update of City Web Site. (To be launched Spring 2023)
• Provide city staff with clarification of current state record retention requirements. • Continue to research and cost estimate for potential implementation of an online agenda management system.
• Continue to improve transparency regarding City processes through continued enhancements of the Department’s website, revising forms for online submission and improving stakeholder communication between departments and outside agencies. • Continue to utilize current and upcoming technology to aide in transparency of City meetings • Continued commitment to providing current and future City employees with a stable work environment including equal opportunities for learning and personal growth. • Continue to increase documents available on the City’s website to improve public access to information.
• Continued maintenance, support and training for the electronic campaign finance filling system • Continue to build a more extensive database of City Clerk documents to reduce the number of requests for retrieval/refilling of current documents from the Vault /Filing area of city hall (archival City Council meeting folders and minutes, ordinances, resolutions, contracts) • Completion of Formal Ethics Policy
• Update of outdated City Council and City Manager Policies 46 Agenda Item Number 8
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ASSISTANT CITY MANAGER/CITY CLERK DEPARTMENT
General Statement:

Original From Department:

The Assistant City Manager/City Clerk Department proposed the following budget:

1. Routine cost for the next fiscal year (FY23-24).
a. Status quo with staffing
b. Routine annual conference and training for staff
Reductions: $25,000 Increase from Original Budget Request to Stage 2 Budget Request On April 5, 2023, the Budget Committee issued a budget reduction memo instructing each department to return to their proposed budget and find additional savings to find a collective savings of at least $1.5M. The Assistant City Manager/City Clerk portion of that reduction was $40,336 to be eliminated from the budget. The department did its best to meet the reduction that was requested by the Budget Committee, but could not without eliminating essential services and/or staff positions. Also, after submission of the original budget, the Sub Committee recommended additional funding for two ballot measures (election costs) in the amount of $40,000 which was included after stage 2. Significant changes are as follows (this is not an exhaustive list):.

1. + $40,000 - Increase due to adding in election cost.

2. $3,000 - Removal of part-time staffing on a temporary basis to provide assistance for retention project. Although the bandwidth for the department to perform this task is limited, staff is committed to finding a way to incorporate this project into the day to day operations whenever possible. Records retention/destruction is key to ensure that records that need to be destroyed are destroyed. Failure to destroy records per the City’s regulations may result in substantial responsive records for Public Records Act requests.

3. $10,980 - Department achieved savings by utilizing raw data from Zoom Closed Captioning meetings for DRAFT preparation of minutes. Reduced the estimated cost from $12,000 to $1,020. Although this removes funding for raw transcripts to be provided to the City, the continuation of the lengthy manual preparation of draft minutes will still require staff time to prepare minutes, edit minutes, review video for final DRAFT minutes for Council packets.

Transcription is estimated that for each hour of a meeting, transcription takes two hours . For future consideration, City staff may bring forward an agenda item for action minutes.

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5. $500 - Removal of 2023 Election Handbook as it is not anticipated that the City will have a November 2023 Election due to the time and deadlines for the November 2023 Election.

7. $500 - Supplies Reduced. This reduction is based on reduction in paper, toner, ink, and use of electronic filing per records retention. If it is evidenced that return to in person/hybrid meetings increases the request for paper agendas and reports, this may be revisited during mid year. 48 Agenda Item Number 8
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DRAFT

EXPENSE
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages 199,607 214,923 236,800 236,800 237,300 239,537 236,537 (263) -0.1% Benefits 59,630 82,619 80,550 80,550 80,565 79,392 83,264 2,714 3.4% Professional Contracted Services 29,208 21,924 80,600 89,350 77,200 21,600 50,120 (39,230) -43.9% Services & Supplies 4,568 6,014 7,400 7,400 5,250 6,655 4,660 (2,740) -37.0% Equipment Rental/Maintenance 4,706 4,699 4,800 4,800 3,500 4,800 3,500 (1,300) -27.1% Conference & Training Expense 674 924 4,000 4,000 750 5,400 3,850 (150) -3.8% Telecommunications 2,390 2,436 2,550 2,550 2,550 3,510 2,910 360 14.1% Allocated Insurance 33,341 32,108 38,400 38,400 38,400 43,010 41,980 3,580 9.3% Total Expense 334,124 365,647 455,100 463,850 445,515 403,904 426,821 (37,029) -8.0%

SUMMARY - ASSISTANT CITY MANAGER/CITY CLERK
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Assistant City Manager/City Clerk
Budget Expenditures
Account Number
Footnote
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages
4010 - Salaries - Full Time 1 199,607 212,295 231,800 231,800 231,800 234,037 234,037 2,237 1.0% 4011 - Salaries - Part Time - 2,629 - - 500 3,000 - - 0.0% 4023 - One Time Payment 2 - - 5,000 5,000 5,000 2,500 2,500 (2,500) -50.0% Benefits
4105 - Medicare & Fica 2,994 3,211 3,200 3,200 3,200 3,394 3,394 194 6.1% 4106 - Vehicle Allowance 3,850 4,200 - - - - - - 0.0%
4107 - Electronic Allowance 1,375 1,500 1,800 1,800 1,800 1,800 1,800 - 0.0% 4110 - CalPERS Employer Rate 35,141 53,975 55,630 55,630 55,630 53,311 57,568 1,938 3.5% 4121 - Deferred Compensation 1,200 3,767 4,200 4,200 4,200 4,200 4,200 - 0.0% 4130 - Health Insurance 9,098 9,958 9,700 9,700 9,700 10,603 10,217 517 5.3% 4140 - Retiree Health Insurance OPEB 3,732 3,733 3,700 3,700 3,700 3,700 3,700 - 0.0% 4150 - Dental Insurance 854 901 900 900 900 933 933 33 3.7% 4151 - Vision Insurance 103 104 110 110 110 108 108 (2) -1.8% 4181 - Long Term Disability Insurance 795 795 795 795 795 795 795 0 0.0% 4182 - Short Term Disability Insurance 364 359 400 400 400 432 432 32 8.0% 4183 - EAP (Employee Asst Prog) 41 35 35 35 35 35 35 0 0.1% 4184 - Life Insurance 83 82 80 80 80 81 81 1 1.3%
Contracted Services
4210 - Professional Contract Services 3 20,424 19,990 48,100 56,850 61,000 21,100 10,120 (46,730) -82.2% 4212 - Internet & Network /Technology Maint 4 3,218 1,413 2,000 2,000 - - - (2,000) -100.0% 4270 - Elections 5 382 521 500 500 - 500 - (500) -100.0% Services & Supplies
4310 - Office Supplies 6 1,463 1,117 3,150 3,150 3,000 3,000 2,500 (650) -20.6% 4330 - Misc Supplies & Services 6-1 652 1,565 1,600 1,600 150 500 500 (1,100) -68.8% 4340 - Postage & Printing 57 69 - - - 100 100 100 0.0%
4345 - Dues & Subscriptions 7 2,395 3,263 2,650 2,650 2,100 3,055 1,560 (1,090) -41.1% Conference & Training Expense
4510 - Conference & Training 674 540 1,500 1,500 500 2,700 1,600 100 6.7% 4515 - Meetings & Travel - 384 2,500 2,500 250 2,700 2,250 (250) -10.0% Telecommunications
4750 - Telecommunications 8 2,390 2,436 2,550 2,550 2,550 3,510 2,910 360 14.1% Allocated Insurance
4996 - Allocated Liability Insurance 9 14,325 16,316 16,500 16,500 16,500 18,900 19,130 2,630 15.9% 4997 - Allocated Wrkrs Comp Insurance 9 19,017 15,792 21,900 21,900 21,900 24,110 22,850 950 4.3% Total Operation 324,233 360,948 420,300 429,050 425,800 399,104 383,321 (45,729) -10.7% Contracted Services
4270 - Elections 10 5,184 - 30,000 30,000 16,200 - 40,000 10,000 33.3% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 11 4,706 4,699 4,800 4,800 3,500 4,800 3,500 (1,300) -27.1% Total Fund 124 9,890 4,699 34,800 34,800 19,700 4,800 43,500 8,700 25.0% TOTAL DEPARTMENT 334,124 365,647 455,100 463,850 445,500 403,904 426,821 (37,029) -7.98% G&A Allocation
500 - Water Enterprise Fund 8% 25,941 28,876 33,624 34,324 34,065 31,928 30,666 510 - WasteWater Enterprise Fund 7% 22,696 25,264 29,421 30,034 29,807 27,937 26,832 Total G&A Allocation 48,637 54,140 63,045 64,358 63,872 59,866 57,498 Total Department Expenses 85% 285,487 311,507 392,055 399,492 381,628 344,039 369,323 (30,169) -7.6% 9 Allocated insurance distributed based on premium for next year programs renewals. • General Liablity - based on prior year department actual expenditures • Worker's Compensation - based on payroll experience
1 The combined roles of Assistant City Manager and City Clerk are still combined as of this budget cycle and increases for salary and benefits are based upon contractual obligations. 5 Removal of 2023 Election Handbook as it is not anticpated that the City will have a November 2023 Election 11 Department achieved savings due to elimination of one copier machine 3 Department achieved savings by utilizing raw data from Zoom Closed Captioning meetings to DRAFT preparation of minutes. Reduced from $12,000 to $1,020.

This will return to the manual preparation of draft minutes rather than outside vendor to put into final draft file for minor edits for council packet. 2 COVID Retention one-time payment based on employee contract. 4 No anticipated computer replacement for the next budget cycle 7 Suspended some subscription due to budget challenges. The amount was reduced from $2,560 to $1,560.

Following is a list of subscriptions suspended:

ARMA International and California City Management Foundation.

Employee will reach out utilizing City Clerk List Serve and Contacts for updates to Records Retention.

Loss of City Management Foundation loses possiblity of trainings, but employee is researching other avenues for trainings. 10 This is election cost to be paid to the County for 3 ballot measures. Ballot revenues were discussed to increase revenues to the City of Sebastopol. Consultant costs for preparation of the ballot 6/6-1 Office supplies purchase is based on current year spending.

Misc Services & Supplies purchase is based on current year spending. This is down based on reduction in paper, toner, ink, and use of electronic filing per records retention. 8 Retired old ipad device and canceled service
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Assistant City Manager/City Clerk *
Object Details
Object
Worksheet

Description
Worksheet

Quantity
Worksheet

Unit

Price
Worksheet

Total
Grand Total 56 $ 16,655 $ 21,440
4210 - Professional Contract Services
4210 - Professional Contract Services Annual Muni-Code Updates 1 $ 5,000 $ 5,000 4210 - Professional Contract Services Annual Zoom Contract 12 $ 200 $ 2,400 4210 - Professional Contract Services Granicus Contract 1 $ 1,700 $ 1,700 4210 - Professional Contract Services Transcription Service (Minutes) 12 $ 85 $ 1,020 Total 4210 - Professional Contract Services 26 $ 6,985 $ 10,120 4270 - Elections
4270 - Elections Election Book 0 $ 500 $ -
Total 4270 - Elections 0 $ 500 $ -
4310 - Office Supplies
4310 - Office Supplies Misc Routine Supplies (tapes/labels/folders/paper allocation) 1 $ 1,900 $ 1,900 4310 - Office Supplies Toners 1 $ 600 $ 600
Total 4310 - Office Supplies 2 $ 2,500 $ 2,500
4330 - Misc Supplies & Services
4330 - Misc Supplies & Services Clerk/Notary Supplies 1 $ 500 $ 500 Total 4330 - Misc Supplies & Services 1 $ 500 $ 500
4345 - Dues & Subscriptions
4345 - Dues & Subscriptions CalPERLA 1 $ 400 $ 400
4345 - Dues & Subscriptions CCAC (City Clerks Association of California) 1 $ 125 $ 125 4345 - Dues & Subscriptions Doodle Subscription 1 $ 345 $ 345 4345 - Dues & Subscriptions ICMA (International City/County Management Association) 1 $ 200 $ 200 4345 - Dues & Subscriptions IIMC (Internation Institute of Municipal Clerks) 1 $ 215 $ 215 4345 - Dues & Subscriptions
MMANC (Municipal Management Association of Northern
California) 1 $ 75 $ 75
4345 - Dues & Subscriptions Society of HR Managment 1 $ 200 $ 200 Total 4345 - Dues & Subscriptions 7 $ 1,560 $ 1,560
4510 - Conference & Training
4510 - Conference & Training Annual City Clerks Association Conference 1 $ 550 $ 550 4510 - Conference & Training League of California City Annual Clerk Conference 1 $ 550 $ 550 4510 - Conference & Training Other Various Webinar 1 $ 500 $ 500 Total 4510 - Conference & Training 3 $ 1,600 $ 1,600
4515 - Meetings & Travel
4515 - Meetings & Travel Clerks Conference (Air/Hotel) 1 $ 1,000 $ 1,000 4515 - Meetings & Travel League of Calif Cities (Air/Hotel) 1 $ 1,000 $ 1,000 4515 - Meetings & Travel M&C Meeting Dinner ($50 x 5) 1 $ 250 $ 250 Total 4515 - Meetings & Travel 3 $ 2,250 $ 2,250
4750 - Telecommunications
4750 - Telecommunications Fax Line Shared 1 $ 150 $ 150 4750 - Telecommunications Ipad Service 0 $ 50 $ -
4750 - Telecommunications Land Line Phone Allocation 1 $ 360 $ 360 4750 - Telecommunications Sonic Shared 12 $ 200 $ 2,400 Total 4750 - Telecommunications 14 $ 760 $ 2,910
*Report Contains Filters and Conditions
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ADMINISTRATIVE SERVICES (FINANCE) DEPARTMENT

DEPARTMENT SERVICES MODEL

MANDATED
• Prepare Annual City Budget
• Prepare Audited Financial Reports
• Respond to Public Records Requests
• Prepare Federal, State & County Reports
• Prepare bi-weekly Payroll
• Administer Business Licensing
• Ensure compliance with federal and
state-mandated requirements
• Administer City’s labor and employee relations
• Administer employee medical leaves
• Administer compensation and benefits
• Administer hiring processes
CORE
• Administer Utility Billing Operation
• Process Accounts Payable/Receivable
• Process Cash Receipts
• Perform Treasury Management
• Perform Financial Analysis
• Administer and Maintenance ongoing of the City’s User Fee Schedule • Administers the Street Lighting Assessment District
• Maintains the Fixed Asset inventory
• Design and conduct recruitment and selection procedures • Assist outside HR Advisor to provide notice to employees of medical leave and benefits rights under law
• Coordinate with outside HR Advisor return to work, risk management, and safety issues with supervisors and managers
• Coordinate with oversight and benefit administration organizations Administrative
Services Director

1.00 FTE
Accountant/Analyst
(Confidential)

1.00 FTE
Administrative
Technician

1.00 FTE
Accountant

1.00 FTE

DISCRETIONARY
CORE

MANDATE
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• Coordinate the provision of mandatory supervisory training, and of non-mandatory supervisory and managerial training related to legal compliance in employment practices • Assist outside HR Advisor to confer and coach employees at all levels to identify and resolve workplace concerns
• Compile and maintain official personnel records for all employees • Maintain, update and disseminate employment-related City policies and procedures

DISCRETIONARY
• Perform Internal/External Audits
• Support Grant Award Administration
• Support City Council Meetings
• Support review Contractual and Lease Agreements
• Assist with performance of Feasibility and Cost-Benefit Studies • Act as the City’s California Public Employees Retirement System liaison Major Accomplishments in 2022-23:
 Received the Distinguished Budget Presentation Award (7th time recipient)  Received the Certificate of Achievement for Excellence in Financial Reporting (6th time recipient)
 Selected a Financial Advisor to assist the City in revenue enhancement, and/or debt refinancing opportunities
 Issued RFP/RFQ for Water Rate Study and Human Resource  Developed and Implemented city-wide budget module
 Completed Utility User Tax (UUT) ballot
Goals and Objectives for 2023-24:
 To fill the remaining vacancy in the Administrative Services Department  Issue RFP for Cost Allocation Plan (CAP)
 Create internal service funds
 Create 115 Pension Trust
 Assist and support Public Works & Engineering with water rate study  Assist Police with email conversion
 Convert citywide email domain name from dot.org to dot.gov for security reasons  Continue to be the recipient of the Distinguished Budget Presentation Award  Continue to be recipient of Certificate of Achievement for Excellence in Financial Reporting Performance Measurements
 Unqualified opinion on annual comprehensive financial statements  Percentage (100%) of staff indicating an understanding of internal controls, such as time reporting and adhere to purchasing & travel reimbursement policies  Percentage (99.9%) of accurate tax reporting forms (W-2s and 1099s)  Percentage (5%) utility billing collection rates and number of shut offs  Percentage (0%) of revenues subject to audit or review  Public records act requests fulfilled
 Number of reviews and audits conducted
 Timely submission of required reports:
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DRAFT
• State Controller’s report
• Street Report
• State Compensation Report
• Annual Maintenance of Efforts (Proposition 172)
• Single Audit
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ADMINISTRATIVE SERVICE (FINANCE) DEPARTMENT
General Statement:

Original From Department:

The Administrative Services (Finance) Department proposed the following budget:

1. Routine cost for the next fiscal year (FY23-24).
a. Status quo with staffing – 4 allocated positions (Administrative Services Director (filled), Accountant/Analyst (filled), Accountant (unfilled) Administrative Technician (filled). b. Routine Annual System Maintenance Cost
c. Proposed 2 separate studies (Capital Assets & Cost Allocation Study), d. Replacement of two servers (one for the Fire Department and the other is for City Hall).

Since the ASD manage the IT contract, all replacement cost house in this department. Both servers are beyond its useful life.
e. Routine annual conference and training for staff
Reductions: $21,000 Increase from Original Budget Request to Stage 2 Budget Request On April 5, 2023, the Budget Committee issued a budget reduction memo instructed each department to go back in their budget and find a collective savings of at least $1.5M. The ASD portion of that reduction was $44,140 to be eliminated from the budget. The department did its best to meet the reduction that was requested by the Budget Committee, but could not without eliminating essential services and/or staff positions. Significant changes are as follows (this is not an exhaustive list):

1. + $60,000 - Increase due to consulting cost to support the writing of 3 ballot measures and strategist consultation.

2. $10,000 - Removal of part-time staffing on a temporary basis to provide assistance for retention project. Although the bandwidth for the department to perform this task is limited, staff will have to find a way to incorporate this project into day to day operations whenever possible.

4. $10,000 - Removal of labor and pension costing module pending a full discussion of 115 Trust creation.

6. $3,000 - Staff annual conference has been removed.
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DRAFT

EXPENSE
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages 293,509 356,948 506,700 506,700 396,321 508,118 497,993 (8,707) -1.7% Benefits 122,321 200,413 284,500 284,500 211,540 248,893 252,886 (31,614) -11.1% Professional Contracted Services 389,060 542,527 427,900 450,400 509,300 556,350 488,800 38,400 8.5% Services & Supplies 20,606 26,587 8,430 8,430 27,600 40,815 31,715 23,285 276.2% Equipment Rental/Maintenance 5,684 8,357 8,900 8,900 7,600 8,600 7,300 (1,600) -18.0% Conference & Training Expense 1,655 5,354 7,500 7,500 5,500 7,500 3,250 (4,250) -56.7% Telecommunications 5,758 5,856 6,740 6,740 6,700 6,740 6,740 - 0.0% Allocated Insurance 83,485 77,593 93,810 93,810 93,810 114,525 112,625 18,815 20.1% Total Expense 922,079 1,223,633 1,344,480 1,366,980 1,258,371 1,491,541 1,401,309 34,329 2.5%

SUMMARY - ADMINISTRAIVE SERVICES (FINANCE)
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Administrative Services (Finance)
Budget Expenditures
Account Number
Footnote
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages
4010 - Salaries - Full Time 1 288,474 353,884 486,700 486,700 370,000 488,118 488,118 1,418 0.3% 4011 - Salaries - Part Time 2 - 2,050 - - 6,500 10,000 - - 0.0% 4012 - Overtime 170 18 - - - - - - 0.0%
4017 - Salaries - COVID-19 6,061 1,860 - - 6,071 - - - 0.0% 4023 - One Time Payment 3 - - 20,000 20,000 14,750 10,000 9,875 (10,125) -50.6% 4990 - Contra-Salaries/Projects (1,196) (864) - - (1,000) - - - 0.0% Benefits
4104 - Accrual in Lieu - 997 - - - - - - 0.0%
4105 - Medicare & Fica 4,290 5,225 6,600 6,600 5,300 7,078 7,078 478 7.2% 4110 - CalPERS Employer Rate 57,284 106,531 149,275 149,275 110,000 98,371 106,673 (42,602) -28.5% 4130 - Health Insurance 50,304 72,645 104,900 104,900 80,000 118,524 114,214 9,314 8.9% 4140 - Retiree Health Insurance OPEB 4,294 3,623 7,600 7,600 3,700 7,600 7,600 - 0.0% 4150 - Dental Insurance 3,684 7,984 10,200 10,200 9,000 12,498 12,498 2,298 22.5% 4151 - Vision Insurance 439 886 1,375 1,375 1,000 1,375 1,375 (0) 0.0% 4181 - Long Term Disability Insurance 1,216 1,509 3,290 3,290 1,500 2,084 2,084 (1,206) -36.7% 4182 - Short Term Disability Insurance 568 691 800 800 700 901 901 101 12.7% 4183 - EAP (Employee Asst Prog) 74 105 140 140 140 140 140 0 0.0% 4184 - Life Insurance 168 216 320 320 200 324 324 4 1.3% Contracted Services
4210 - Professional Contract Services 4 302,873 424,228 314,100 314,100 373,000 424,800 292,900 (21,200) -6.7% 4211 - Banking Fees 21,251 21,206 21,600 21,600 21,600 22,000 22,000 400 1.9% 4212 - Internet & Network /Technology Maint 5 18,186 29,281 35,200 35,200 35,200 43,050 47,400 12,200 34.7% 4220 - Audit & Accounting Services 27,950 30,408 42,000 42,000 42,000 46,000 46,000 4,000 9.5% 4222 - Sales Tax Audit 3,801 5,279 5,000 5,000 5,000 5,500 5,500 500 10.0% 4223 - UUT Audit 6 15,000 15,000 10,000 25,000 25,000 15,000 15,000 (10,000) -40.0% 4230 - Recruitment Services 7 - 17,125 - 7,500 7,500 - - (7,500) -100.0% Services & Supplies
4300 - Short/Over (8) 1 - - - - - - 0.0%
4310 - Office Supplies 8 4,858 4,720 3,350 3,350 5,000 3,850 3,850 500 14.9% 4330 - Misc Supplies & Services 8-1 10,140 12,991 2,700 2,700 10,000 6,600 3,500 800 29.6% 4340 - Postage & Printing 9 2,861 6,601 - - 7,000 6,600 6,600 6,600 0.0% 4345 - Dues & Subscriptions 10 2,756 2,273 2,380 2,380 5,600 5,765 5,765 3,385 142.2% 4351 - Computer Equip (under $10 K) 11 - - - - - 18,000 12,000 12,000 0.0% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 2,106 3,658 4,100 4,100 4,100 3,800 3,800 (300) -7.3% Conference & Training Expense 0.0%
4510 - Conference & Training 12 1,613 4,046 7,000 7,000 5,000 3,000 1,750 (5,250) -75.0% 4515 - Meetings & Travel 13 43 1,308 500 500 500 4,500 1,500 1,000 200.0% Telecommunications
4750 - Telecommunications 5,758 5,856 6,740 6,740 6,700 6,740 6,740 - 0.0% Allocated Insurance
4996 - Allocated Liability Insurance 14 42,859 46,009 46,485 46,485 46,485 63,235 64,030 17,545 37.7% 4997 - Allocated Wrkrs Comp Insurance 14 40,625 31,584 47,325 47,325 47,325 51,290 48,595 1,270 2.7% Total Operation 918,500 1,218,934 1,339,680 1,362,180 1,254,871 1,486,741 1,337,809 (24,371) -1.8% Equipment Rental/Maintenance
4210 - Professional Contract Services 15 - - - - - - 60,000 60,000 0.0% 4375 - Equipment Rental/Expenses 16 3,578 4,699 4,800 4,800 3,500 4,800 3,500 (1,300) -27.1% Total Fund 124 3,578 4,699 4,800 4,800 3,500 4,800 63,500 58,700 1222.9% TOTAL DEPARTMENT 922,079 1,223,633 1,344,480 1,366,980 1,258,371 1,491,541 1,401,309 34,329 2.5% G&A Allocation
500 - Water Enterprise Fund 38% 355,882 463,197 509,078 517,628 476,851 564,962 508,368 510 - WasteWater Enterprise Fund 37% 346,516 451,007 495,682 504,007 464,302 550,094 494,989 Total G&A Allocation 702,398 914,204 1,004,760 1,021,635 941,153 1,115,056 1,003,357 Total Department Expenses 25% 219,681 309,429 339,720 345,345 317,218 376,485 397,952 52,607 15.2% 1 Salary is based on 4 allocated positions. It is also recommended that within 12 months, a mid-management position needed to provide direct supervision of administration staff and provide higher level research and analysis support to the Administrative Services Director. However, this mid-management position is not built into the budget. 2 Part-time staffing on a temporary basis to provide assistance for retention project has been removed. Staff will incorporate retention project into our day to day operation whenever we can 3 COVID Retention one-time payment based on bargaining unit memorandum of understanding 57 Agenda Item Number 8
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16 Department achieved savings due to elimination of one copier machine 4 Removal of the equipment, infrastructure, and vehicle study as it belongs with Public Works In light of a recent pending of an establishment of 115 Trust, labor costing and pension module were suspended Removal of carryover of municipal financial consultant project as it will be finished in FY22-23 Added financial consultant support to create of recommended 115 Trust Added 3 ballot measures (UUT, Sales Tax) consulting support 5 Increase in the number of 24/7 connect-wise Monitoring Alerts (including Webroot Security) for workstations and servers 11 Eliminate a replacement of 1 server in the upcoming budget year due to budget constraint 14 Allocated insurance distributed based on premium for next year programs renewals. • General Liablity - based on prior year department actual expenditures • Worker's Compensation - based on payroll experience
12/13 Due to budget constraint, staff will attend 2 conferences (PARMA/CalGovHR) related to human resource functions but will apply for grant to pay for conference cost. These are cost for conference registration and lodging
6 Decrease of prior year UUT ballot measure if consultant cost for removal of sunset date 15 Budgeted for 3 ballot measures (UUT, Sales Tax & Parcel Tax) & Strategist Consultation 8 Reduction in amount of printer toners to be purchased in FY23-24 9 Some one time expenses will not occurred in FY23-24 such as set up of Calopps account of $2,800 for recruitment portal 10 Moved expenses from DocuSign subscription from ACM/City Clerk Budget to Admininstrative Services Budget 8-1 Increase due to inadvertently not budgeted in prior years for annual user fee update 7 Anticipate on filling the one vacancy in the department before July 1st, therefore, no recruitment cost will be needed 58 Agenda Item Number 8
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Administrative Services (Finance) *
Object Details
Object
Worksheet

Description
Worksheet

Quantity
Worksheet

Unit

Price
Worksheet

Total
Grand Total 182 474780 534305
4210 - Professional Contract Services
4210 - Professional Contract Services Business License Annual Maintenance 1 $ 10,000 $ 10,000 4210 - Professional Contract Services Recruitment Portal Contract 1 $ 4,000 $ 4,000 4210 - Professional Contract Services Cost Allocation Study 1 $ 50,000 $ 50,000 4210 - Professional Contract Services Express Evaluations Portal 1 $ 2,500 $ 2,500 4210 - Professional Contract Services HR Contract 1 $ 85,000 $ 85,000 4210 - Professional Contract Services IT Annual Contract 1 $ 58,300 $ 58,300 4210 - Professional Contract Services Labor Negotiation 1 $ 30,000 $ 30,000 4210 - Professional Contract Services Financial Software Annual Maintenance 1 $ 25,000 $ 25,000 4210 - Professional Contract Services Budget Module Maintenance 1 $ 10,000 $ 10,000 4210 - Professional Contract Services Creation of 115 Trust Set up Support 1 $ 15,000 $ 15,000 4210 - Professional Contract Services Annual User Fee Update Contract 1 $ 3,100 $ 3,100 $ 292,900 4210 - Professional Contract Services Ballot Measure (UUT) 1 $ 10,000 $ 10,000 4210 - Professional Contract Services Ballot Measure (Sales Tax) 1 $ 10,000 $ 10,000 4210 - Professional Contract Services Ballot Measure (Parcel Tax) 1 $ 10,000 $ 10,000 4210 - Professional Contract Services Ballot Measure Strategist 1 $ 30,000 $ 30,000 $ 60,000 Total 4210 - Professional Contract Services 15 $ 352,900 $ 352,900 4211 - Banking Fees
4211 - Banking Fees
Annual Banking Fee for merchant credit cards and
cash/check 1 $ 22,000 $ 22,000
Total 4211 - Banking Fees 1 $ 22,000 $ 22,000
4212 - Internet & Network /Technology Maint
4212 - Internet & Network /Technology Maint 6 Wireless Access Point Licensing 6 $ 200 $ 1,200 4212 - Internet & Network /Technology Maint
Connect-wise 24/7 Monitoring Alerts (including Webroot
Security) 40 $ 870 $ 34,800
4212 - Internet & Network /Technology Maint O365 Pro Service 12 $ 750 $ 9,000 4212 - Internet & Network /Technology Maint Offsite Hosting Backup Support 12 $ 200 $ 2,400 Total 4212 - Internet & Network /Technology Maint 70 $ 2,020 $ 47,400 4220 - Audit & Accounting Services
4220 - Audit & Accounting Services Annual Audit 1 $ 31,500 $ 31,500 4220 - Audit & Accounting Services Annual OPEB Calculations 1 $ 5,000 $ 5,000 4220 - Audit & Accounting Services Annual Stats Section Tables 1 $ 4,000 $ 4,000 4220 - Audit & Accounting Services GASB-68 Calculations 1 $ 5,500 $ 5,500 Total 4220 - Audit & Accounting Services 4 $ 46,000 $ 46,000 4222 - Sales Tax Audit
4222 - Sales Tax Audit Annual Sales Tax Audit 1 $ 5,500 $ 5,500 Total 4222 - Sales Tax Audit 1 $ 5,500 $ 5,500
4223 - UUT Audit
4223 - UUT Audit Annual UUT Audit 1 $ 15,000 $ 15,000
Total 4223 - UUT Audit 1 $ 15,000 $ 15,000
4310 - Office Supplies
4310 - Office Supplies
Routine Supplies (Paper, Toners, Calendars, Banker
Boxes 1 $ 2,500 $ 2,500
4310 - Office Supplies Secured Envelops 1 $ 1,000 $ 1,000 4310 - Office Supplies Various Annual Tax Forms (W2 & 1099) 1 $ 350 $ 350 Total 4310 - Office Supplies 3 $ 3,850 $ 3,850
4330 - Misc Supplies & Services
4330 - Misc Supplies & Services Annual Budget Book Printing 1 $ 2,000 $ 2,000 4330 - Misc Supplies & Services GFOA Award Submission Fees 1 $ 1,000 $ 1,000 4330 - Misc Supplies & Services PO Box Renewal 1 $ 500 $ 500 Total 4330 - Misc Supplies & Services 3 $ 3,500 $ 3,500 4340 - Postage & Printing
4340 - Postage & Printing Annual BL Mailing 1 $ 2,200 $ 2,200 4340 - Postage & Printing Bi-weekly AP Checks Mailing 1 $ 2,200 $ 2,200 4340 - Postage & Printing Late Notices Mailing 1 $ 2,200 $ 2,200 Total 4340 - Postage & Printing 3 $ 6,600 $ 6,600
4345 - Dues & Subscriptions
4345 - Dues & Subscriptions Adobe Annual Subscription (7) 7 $ 200 $ 1,400 4345 - Dues & Subscriptions Annual DocuSign Subscription (5 seats) 5 $ 600 $ 3,000 4345 - Dues & Subscriptions CalGovHR Annual Membership (1) 1 $ 65 $ 65 4345 - Dues & Subscriptions COBRA Annual Subscription 1 $ 650 $ 650 4345 - Dues & Subscriptions CSMFO Annual Membership (2) 2 $ 150 $ 300 4345 - Dues & Subscriptions GFOA Annual Membership (1) 1 $ 200 $ 200 4345 - Dues & Subscriptions PARMA Annual Membership (1) 1 $ 150 $ 150 Total 4345 - Dues & Subscriptions 18 $ 2,015 $ 5,765
*Report Contains Filters and Conditions
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Administrative Services (Finance) *
Object Details
Object
Worksheet

Description
Worksheet

Quantity
Worksheet

Unit

Price
Worksheet

Total
4351 - Computer Equip (under $10 K)
4351 - Computer Equip (under $10 K) DC1/DC1/DC4 (No Fire) 2 $ 6,000 $ 12,000 Total 4351 - Computer Equip (under $10 K) 2 $ 6,000 $ 12,000 4375 - Equipment Rental/Expenses
4375 - Equipment Rental/Expenses Insert Machine Lease 4 $ 400 $ 1,600 4375 - Equipment Rental/Expenses Postage Machine Lease 4 $ 550 $ 2,200 Total 4375 - Equipment Rental/Expenses 8 $ 950 $ 3,800
4510 - Conference & Training
4510 - Conference & Training CSMFO Conference 1 $ 750 $ 750 4510 - Conference & Training PARMA Annual Conference 0 $ 750 $ - 4510 - Conference & Training CalGovHR Annual Conference 0 $ 600 $ - 4510 - Conference & Training Springbrook Software Annual Conference 0 $ 500 $ - 4510 - Conference & Training Various Webinar/Online Training 2 $ 500 $ 1,000 Total 4510 - Conference & Training 3 $ 3,100 $ 1,750
4515 - Meetings & Travel
4515 - Meetings & Travel CSMFO Hotel & Transporation 1 $ 1,500 $ 1,500 4515 - Meetings & Travel PARMA Hotel & Transporation 0 $ 1,500 $ - 4515 - Meetings & Travel CalGovHR Transportation (Mileage Reimb) 0 $ 100 $ - 4515 - Meetings & Travel Springbrook Software Hotel & Transportation 0 $ 1,500 $ - Total 4515 - Meetings & Travel 1 $ 4,600 $ 1,500
4750 - Telecommunications
4750 - Telecommunications Annual Cell Phone Service 12 $ 60 $ 720 4750 - Telecommunications Annual Desk Phone Contract 12 $ 265 $ 3,180 4750 - Telecommunications
eFax Secured Fax Line Service for HR Confidential
Matters 12 $ 20 $ 240
4750 - Telecommunications Sonic Internet (Shared Allocation) 12 $ 200 $ 2,400 4750 - Telecommunications Zoom Conference Service 1 $ 200 $ 200 Total 4750 - Telecommunications 49 $ 745 $ 6,740
*Report Contains Filters and Conditions
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PLANNING DEPARTMENT

DEPARTMENT SERVICES MODEL

MANDATED
• Planning and environmental review assistance to
the City Council and other city departments
• Develop Implement and monitor the City’s
General Plan documents, including required
updates and implementation to Housing Element
• Oversee long-range planning in accordance with
State Law
• Process development applications in accordance
with State Law
• Responsible for state-mandated reporting related to
housing, general plan reporting, water efficient
landscape reporting, zero waste/SB1383 (newly
assigned in 2023)
CORE
• Responsible for staffing the Planning Commission, Design Review Board, Tree Board, Public Arts Committee, and Climate Action Committee
• Assist other Departments with long-range planning, such as managing the City’s Local Hazard Mitigation Plan update, the Climate Action Framework plan, Bicycle and Pedestrian Master Plan Update, and Development Impact Fee updates
• 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. • Coordinate development review with all city departments • Manage public arts and respond to community
• Lead role in climate action related activities and adopted Climate Action Framework • Grant-writing and management for parks projects, planning initiatives • Customer service on planning and park-planning related issues Planning Director

1.00 FTE
Associate Planner

1.00 FTE
Planning Technician

1.00 FTE

DISCRETIONARY
CORE

MANDATE
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DISCRETIONARY
• Economic development in multiple areas in accordance with General Plan, including administering the Façade Improvement Grant program for local businesses • Homeless and Housing Services liaison (with Councilmember) • Meetings with non-profits, including non-profit housing developers, non-profit service providers, recreation providers, etc. to provide assistance • Response to public inquiries and requests beyond core and mandated services • Research and response to informal developer inquiries • Regional coordination and partnerships in support of coordinated development and environmental issues (traffic, economic development, noise, quality of life issues) Major Accomplishments in 2022-23
 Processed approximately 100 planning applications in calendar year 2022  Adoption of Local Hazard Mitigation Plan. Local Hazard Mitigation Plan adopted by Council and approved by CalOES/FEMA
 Completed Housing Element update to the General Plan for sixth cycle (2023-2031). Adopted by Council on January 3, 2023 and Certified by the California Department of Housing and Community Development (HCD) on March 7, 2023
 Managed RFP, Contracting, and Implementation of online permitting/tracking system. System is now up and running
 Adoption of Climate Action Framework by Council and initiation of priority climate actions.  Completed Calder Creek naturalization study and hydrology studies and completed Ives Park Master Plan to update component for Calder Creek restoration  Completed Michael McGinnis Library Art commission
 Began development of Objective Design Guidelines for mixed use and multi-family development, and SB9 standards for single family zoning lot splits  Met Housing Element Fifth Cycle RHNA (Regional Housing Need Allocation) target of 120 units
Goals and Objectives for 2023-24
 Complete implementation of projects funded by $165,000 State SB2 (Senate Bill 2) and $65,000 LEAP planning grants
 Continue implementing GIS (geographic information systems) updates and improvements using SB2 grant funds, including tracking of affordable units and housing inventory sites  Adopt Objective Design Guidelines for mixed use and multi-family development  Adopt Updated Subdivision Ordinance that addresses new State Law “SB9” to provide standards for single family zoning lot splits
 Adopt Vehicle Mile Travel (VMT) standards
 Bicycle and Pedestrian Master Plan Update
 Commence affordable housing rental unit monitoring in partnership with Sonoma County  Complete and adopt Vacation Rental Ordinance updates
 Initiate new call for public art at new public location  Initiate Sixth Cycle Housing Element implementation of programs  Revitalize Community Garden
Performance Measurements
 Days from application to internal/external review (Completeness check) – 30 days or less met 62 Agenda Item Number 8
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 Days from complete application to land use decision (Administrative Permits)  Days from complete application to land use decision (Discretionary Permits – Planning Commission, Design Review/Tree Board, City Council)
 Façade Improvement Grants awarded
 Number of Dwelling Units approved; dwelling units permitted  Compliance with new State Laws related to Housing, Zoning, and Subdivision Ordinance updates
 Compliance with State Reporting (Annual Performance Report [APR]to HCD, MWELO, Zero Waste)
 Grant Awards (dollars awarded)
 Number of meetings with non-profits to provide assistance Other City-Wide Measures
 Number of Dwelling Units approved; dwelling units permitted  Annual Homeless Count
 Green House Gas (GHG) Emissions (city-wide)
 Vehicle Miles Traveled (VMT) average for City
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PLANNING DEPARTMENT
General Statement:

While the budget worksheets provide detailed costs of each category for the department, this budget narrative gives the reader overall perspective of this year budget process, and how the Planning Department plans to meet the demand for a variety of services.

Original From Department:

The Planning Department proposed the following budget:

1. Routine costs for the next fiscal year (FY23-24):
a. Staffing – Status quo with staffing – 3 allocated positions (Planning Director (filled), Associate Planner (filled), Planning Technician (will be filled by end of FY 22-23). (The Planning Technician position was approved in lieu of the Senior Administrative Assistant in early 2023, there are no cost increases in salaries anticipated for this hire) b. Annual contracts for:
i. Sonoma County LAFCO membership
ii. Planning association dues
iii. City Arborist services (for City-owned land, parks, etc.) iv. Vacation rental monitoring services

2. New costs for the next fiscal year (FY23-24):
a. Affordable housing monitoring contract with the County of Sonoma Community Development Agency (CDC) ($300 per unit for 60 units not currently covered by the CDC in their monitoring, a total of $18,000). This is in response to the Sonoma County Grand Jury Report and the City Council’s response to this report in 2022.

Reductions: $75,000 Reduction from Original Budget Request to Stage 2 Budget Request On April 5, 2023, the Budget Committee issued a budget reduction memo instructed each department to go back in their budget and find a collective savings of at least $1.5M. The Planning Department portion of that reduction was $78,273. Significant changes are as follows (this is not an exhaustive list):

1. $20,000 – Suspended façade improvement program.

2. $5,000 – Removed recruitment cost as vacant position has been filled.

3. $36,500 - Elimination of several discretionary projects, including a CivicSpark Fellow, Zero Waste supplies and outreach, and special community meetings

4. $4,000 - Reduction in outreach support

5. $5,000 – Shifting annual GIS hosting to be paid through Building Technology Fee Fund (Special revenue fund restricted to technology related to development services).

6. $3,390 - Restructuring of public meetings for committees the Planning Department oversees:
a. Climate Action Committee (CAC) and Design Review/Tree Board (DRB) meetings once a month instead of twice a month.
b. All public meetings held on Tuesdays to coincide with Planning Commission or City Council meetings, to reduce setup and tear down costs from Sebastopol Community Cultural Center.
c. Technical support for the CAC, DRB, and PAC will be done by the Planning Technician Zoom support and streaming) and SCCC Staff (hybrid/room recording) rather than Petaluma Community Access TV (PCA). Additionally, the Planning Technician will provide support for Planning Commission meetings to reduce PCA consultant costs by 50% for these meetings.
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EXPENSE
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages 267,752 214,084 356,330 356,330 228,240 368,884 367,884 11,554 3.2% Benefits 110,980 141,974 143,300 143,300 129,240 129,511 134,278 (9,022) -6.3% Professional Contracted Services 90,720 144,273 77,800 77,800 177,000 129,430 55,340 (22,460) -28.9% Services & Supplies 5,692 4,244 12,200 12,200 11,215 25,200 12,700 500 4.1% Equipment Rental/Maintenance 4,706 4,699 3,500 3,500 3,660 - 3,500 - 0.0% Vehicle Expense - 280 - - - - - - 0.0%
Conference & Training Expense 330 1,493 1,950 1,950 1,950 3,300 2,100 150 7.7% Telecommunications 3,176 3,244 3,500 3,500 5,930 3,500 3,500 - 0.0% Allocated Insurance 52,062 49,121 58,600 58,600 58,600 65,840 64,275 5,675 9.7% Total Expense 535,419 563,412 657,180 657,180 615,835 725,665 643,577 (13,603) -2.1%

SUMMARY - PLANNING
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Planning
Budget Expenditures
Account Number
Footnote
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages
4010 - Salaries - Full Time 1 294,610 257,435 334,330 334,330 245,000 356,384 356,384 22,054 6.6% 4011 - Salaries - Part Time - - - - 9,240 - - - 0.0%
4012 - Overtime 2 - 2,018 7,000 7,000 4,000 5,000 4,000 (3,000) -42.9% 4017 - Salaries - COVID-19 1,445 - - - - - - - 0.0%
4023 - One Time Payment 1 - - 15,000 15,000 15,000 7,500 7,500 (7,500) -50.0% 4990 - Contra-Salaries/Projects (28,303) (45,369) - - (45,000) - - - 0.0% Benefits
4104 - Accrual in Lieu 4,163 - - - 300 - - - 0.0%
4105 - Medicare & Fica 4,371 3,781 4,650 4,650 4,650 5,168 5,168 518 11.1% 4110 - CalPERS Employer Rate 41,125 73,475 62,975 62,975 62,975 55,784 60,042 (2,933) -4.7% 4130 - Health Insurance 51,490 54,748 64,360 64,360 50,000 59,429 58,338 (6,022) -9.4% 4140 - Retiree Health Insurance OPEB 1,579 1,579 1,600 1,600 1,600 - 1,600 - 0.0% 4150 - Dental Insurance 5,242 5,501 5,630 5,630 5,630 5,883 5,883 253 4.5% 4151 - Vision Insurance 646 650 755 755 755 660 660 (95) -12.6% 4181 - Long Term Disability Insurance 1,382 1,305 2,400 2,400 2,400 1,582 1,582 (818) -34.1% 4182 - Short Term Disability Insurance 631 614 580 580 580 658 658 78 13.4% 4183 - EAP (Employee Asst Prog) 116 97 100 100 100 105 105 5 5.0% 4184 - Life Insurance 234 225 250 250 250 243 243 (7) -2.8% Contracted Services
4210 - Professional Contract Services 3 46,057 129,175 41,300 41,300 145,000 92,930 52,840 11,540 27.9% 4212 - Internet & Network /Technology Maint 2,524 1,387 3,500 3,500 3,500 3,000 - (3,500) -100.0% 4226 - Façade Improvement Programs 4 10,396 6,467 20,000 20,000 20,000 25,000 - (20,000) -100.0% 4230 - Recruitment Services 5,114 5,049 10,000 10,000 5,000 5,000 - (10,000) -100.0% 4250 - Publications/Legal Notices 3,870 2,194 3,000 3,000 3,500 3,500 2,500 (500) -16.7% Services & Supplies
4310 - Office Supplies 1,024 684 3,500 3,500 2,500 3,000 3,000 (500) -14.3% 4330 - Misc Supplies & Services 5 769 1,143 - - 15 8,500 - - 0.0% 4340 - Postage & Printing 757 1,040 - - - - 1,000 1,000 0.0% 4345 - Dues & Subscriptions 6 3,142 1,377 8,700 8,700 8,700 13,700 8,700 - 0.0% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses - - - - 160 - - - 0.0% Vehicle Expense
4380 - Vehicle Maintenance - 280 - - - - - - 0.0%
Conference & Training Expense
4510 - Conference & Training 330 1,407 1,700 1,700 1,700 1,700 1,500 (200) -11.8% 4515 - Meetings & Travel - 86 250 250 250 1,600 600 350 140.0% Telecommunications
4750 - Telecommunications 3,176 3,244 3,500 3,500 5,930 3,500 3,500 - 0.0% Allocated Insurance
4996 - Allocated Liability Insurance 7 21,797 24,423 26,400 26,400 26,400 29,125 29,475 3,075 11.6% 4997 - Allocated Wrkrs Comp Insurance 7 30,266 24,698 32,200 32,200 32,200 36,715 34,800 2,600 8.1% Total Operation 507,953 558,712 653,680 653,680 612,335 725,665 640,077 (13,603) -2.1% Contracted Services
4210 - Professional Contract Services 22,760 - - - - - - - 0.0% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 8 4,706 4,699 3,500 3,500 3,500 - 3,500 - 0.0% Total Fund 124 27,466 4,699 3,500 3,500 3,500 - 3,500 - 0.0% TOTAL DEPARTMENT 535,419 563,412 657,180 657,180 615,835 725,665 643,577 (13,603) -2.1% G&A Allocation
500 - Water Enterprise Fund 5% 25,598 27,953 32,684 32,684 30,617 36,283 32,004 510 - WasteWater Enterprise Fund 3% 15,357 16,771 19,610 19,610 18,370 21,770 19,202 Total G&A Allocation 40,955 44,724 52,294 52,294 48,987 58,053 51,206 Total Department Expenses 92% 494,464 518,688 604,886 604,886 566,848 667,612 592,371 (12,515) -2.1% 1 COVID Retention one-time payment based on bargaining unit memorandum of understanding 1 Salary is lower actual in FY22/23 due to staffing vacancy throughout most of the year. This is anticipated to be as budgeted in FY23/24 with the hiring of a full time Planning Technician/filling vacancy. (Prof Services higher due to temp staff assistance in FY22/23). 2 Overtime includes time for evening meeting attendance by other than Director (Planning Technician or Planner to attend Planning commission mtg and Associate Planner to attend select City Council meetings).
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7 Allocated insurance distributed based on premium for next year programs renewals.

General Liablity - based on prior year department actual expenditures Worker's Compensation - based on payroll experience
8 Department achieved savings due to elimination of one copier machine 3 FY22/23 Prof Services is over budget due to staffing vacancy and coverage by contract staff throughout FY 22/23 (while salaries is under, for an overall slight net reduction anticipated). This is anticipated to be reduced in FY23/24 with the hiring of a full time Planning Technician/filling vacancy.

New in FY23/24 - Affordable Housing Monitoring ($18,000), per Sonoma County Grand Jury Report on same.

Modifications between initial submittal and current: eliminated CivicSpark fellow and committee support for PR (decreases); modified meeting costs per SCCC communications for setup / breakdown (increase). Others as shown on spreadsheet.
4 Façade Improvement Program cut from proposed $25,000 to $10,000 at Budget Committee discussions. 5 Note, Zero Waste Station eliminated to reduce costs - would only do if receive grant for same. 6 Cannot be reduced. Includes LAFCO duies, which were moved from City Council budget to Planning dept in FY22/23 and department planning dues. 67 Agenda Item Number 8
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Planning *
Object Details
Object
Worksheet

Description
Worksheet

Quantity
Worksheet

Unit

Price
Worksheet

Total
Grand Total 167 $ 34,370 $ 62,140
4210 - Professional Contract Services
4210 - Professional Contract Services Affordable Housing Monitoring 60 $ 300 $ 18,000 4210 - Professional Contract Services City Arborist 1 $ 3,000 $ 3,000 4210 - Professional Contract Services
Community Outreach (Holly Hansen) - special
projects 20 $ 100 $ 2,000
4210 - Professional Contract Services GIS Hosting (City of Santa Rosa) 0 $ 5,000 $ - 4210 - Professional Contract Services
Tech Support - Climate Action Committe Meetings
(SCCC hybrid) 12 $ 120 $ 1,440
4210 - Professional Contract Services
Tech Support - Design Review Board (SCCC
hyrbrid) 12 $ 120 $ 1,440
4210 - Professional Contract Services
Tech Support - Public Art Committee Meetings
(SCCC hybrid) 12 $ 120 $ 1,440
4210 - Professional Contract Services
Tech Support - Planning Commission Meetings
(PCA only) 22 $ 180 $ 3,960
4210 - Professional Contract Services
Tech Support - Planning Commission Meetings
(SCCC only) 22 $ 330 $ 7,260
4210 - Professional Contract Services Vacation rental compliance contract 1 $ 3,000 $ 3,000 4210 - Professional Contract Services ZWS - outreach (moving from Eng to Planning 0 $ 1,500 $ - 1 $ 11,300 $ 11,300
Total 4210 - Professional Contract Services 163 $ 25,070 $ 52,840 4345 - Dues & Subscriptions
4345 - Dues & Subscriptions American Planning Association, AEP, etc. 1 $ 1,500 $ 1,500 4345 - Dues & Subscriptions LAFCO 1 $ 7,200 $ 7,200
Total 4345 - Dues & Subscriptions 2 $ 8,700 $ 8,700
4515 - Meetings & Travel
4515 - Meetings & Travel 0 $ - $ -
4515 - Meetings & Travel
Special Event Meetings - Housing related education
meeting, Climate resiliency, etc. 1 $ 500 $ 500
4515 - Meetings & Travel travel for mtgs - to/from Santa rosa, etc 1 $ 100 $ 100 Total 4515 - Meetings & Travel 2 $ 600 $ 600
*Report Contains Filters and Conditions
68 Agenda Item Number 8
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BUILDING INSPECTION

DEPARTMENT SERVICES MODEL

MANDATED
• Comply with state/federal construction codes laws
• Ensure safe buildings
• Prevent future flooding
CORE
• Plans, coordinates, and manages all city activities
related to building and construction inspections
• Review of construction plans, drawings, and
specifications for compliance with state and local
regulations
• Ensure compliance with all Department Regulations
• Administrative Flood Plain Management Program
• Investigates Code Compliance complaints regarding
Housing Code and Municipal Code violations often
crossing over into other Department’s jurisdictions such as Planning/Zoning • Gathers evidence with regard to violations, issues correction notices • Investigates complaints regarding ADA handicap access violations, Business Operations, and work without permits
• Customer service
♦ DISCRETIONARY
• Response to public inquiries and requests beyond core and mandated services • Responsible for consultation with Architects, Engineers, Contractors, and Property Owners concerning building construction and land development.
• 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

DISCRETIONARY
CORE

MANDATE
69 Agenda Item Number 8
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Major Accomplishments in 2022-23
 Established a more co-operative working relationships with all other City Departments.  Pulled much more of our Plan Checks in house to reduce time for permit issuance.

Goals and Objectives for 2023-24
 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 Performance Measurements
Building permitting:
 Total building inspections
 Total residential building permits issued
 Total building permits issued
 Commercial tenant improvements – 1st review turnaround Code compliance:
 Days from code compliance request to first inspection 70 Agenda Item Number 8
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DRAFT

BUILDING DEPARTMENT
General Statement:

Original From Department:

The Building Department proposed the following budget:

1. Increase in Consultants Contract
Reductions: $24,000 Reduction from Original Budget Request to Stage 2 Budget Request On April 5, 2023, the Budget Committee issued a budget reduction memo instructing each department to return to their proposed budget and find additional savings to find a collective savings of at least $1.5M.

The portion of that reduction for the Building budget was $24,533 to be eliminated from the budget. The department was not able to meet the reduction requested by the Budget Committee without eliminating staff required for the department to function. Significant changes achieved by this department are as follows (this is not an exhaustive list):

1. $15,000 – The contract for the Building Official was reduced from the original $140,000 requested in the original budget to $125,000 in the stage 2 department budget.

2. $9,000 – Transfer Local Hazard Mitigation Plan to Planning Department.

3. The relocation of offices, as recommended in the City-wide Staffing Assessment, will be discussed and addressed in FY 2023-24 in order to provide improved service to the Sebastopol Community. 71 Agenda Item Number 8
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DRAFT

EXPENSE
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages 41,473 42,734 47,500 47,500 47,500 49,277 48,027 527 1.1% Benefits 14,168 21,449 25,050 25,050 25,050 25,096 25,885 835 3.3% Professional Contracted Services 195,388 155,367 141,700 141,700 141,700 161,700 146,100 4,400 3.1% Services & Supplies 4,478 6,214 7,200 7,200 7,200 20,200 5,200 (2,000) -27.8% Equipment Rental/Maintenance 2,963 3,959 3,750 3,750 3,750 4,600 3,900 150 4.0% Conference & Training Expense - 214 500 500 500 500 500 - 0.0% Telecommunications 2,316 1,883 2,000 2,000 2,000 2,000 2,000 - 0.0% Allocated Insurance 16,684 18,820 18,000 18,000 18,000 17,775 17,685 (315) -1.8% Total Expense 277,470 250,640 245,700 245,700 245,700 281,149 249,297 3,597 1.5%

SUMMARY - BUILDING
72 Agenda Item Number 8
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DRAFT
Building
Budget Expenditures
Account Number
Footnote
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages
4010 - Salaries - Full Time 1 41,339 42,662 45,000 45,000 45,000 46,777 46,777 1,777 3.9% 4012 - Overtime 134 72 - - - - - - 0.0%
4023 - One Time Payment - - 2,500 2,500 2,500 2,500 1,250 (1,250) -50.0% Benefits
4101 - Health in Lieu 2,327 2,748 2,550 2,550 2,550 3,023 3,023 473 18.6% 4104 - Accrual in Lieu 1,585 - - - - - - - 0.0%
4105 - Medicare & Fica 660 662 630 630 630 678 678 48 7.7% 4110 - CalPERS Employer Rate 7,696 16,066 19,975 19,975 19,975 19,237 20,025 50 0.3% 4150 - Dental Insurance 1,449 1,523 1,290 1,290 1,290 1,582 1,582 292 22.6% 4151 - Vision Insurance 175 176 175 175 175 174 174 (1) -0.6% 4181 - Long Term Disability Insurance 149 149 300 300 300 232 232 (68) -22.5% 4182 - Short Term Disability Insurance 69 67 70 70 70 54 54 (16) -22.9% 4183 - EAP (Employee Asst Prog) 17 17 20 20 20 35 35 15 75.2% 4184 - Life Insurance 42 41 40 40 40 81 81 41 102.5%
Contracted Services
4210 - Professional Contract Services 2 195,299 155,317 141,700 141,700 141,700 161,700 146,100 4,400 3.1% 4230 - Recruitment Services 89 50 - - - - - - 0.0%
Services & Supplies
4310 - Office Supplies 1,482 1,250 1,500 1,500 1,500 1,500 1,500 - 0.0% 4330 - Misc Supplies & Services 3 2,553 4,342 5,200 5,200 5,200 18,200 3,200 (2,000) -38.5% 4340 - Postage & Printing 243 462 - - - - - - 0.0%
4345 - Dues & Subscriptions 200 160 500 500 500 500 500 - 0.0% Conference & Training Expense
4510 - Conference & Training - 214 500 500 500 500 500 - 0.0% Telecommunications
4750 - Telecommunications 2,316 1,883 2,000 2,000 2,000 2,000 2,000 - 0.0% Allocated Insurance
4996 - Allocated Liability Insurance 4 12,723 15,607 13,700 13,700 13,700 12,955 13,115 (585) -4.3% 4997 - Allocated Wrkrs Comp Insurance 4 3,961 3,213 4,300 4,300 4,300 4,820 4,570 270 6.3% Total Operation 274,507 246,681 241,950 241,950 241,950 276,549 245,397 3,447 1.4% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 5 2,963 3,959 3,750 3,750 3,750 4,600 3,900 150 4.0% Total Fund 124 2,963 3,959 3,750 3,750 3,750 4,600 3,900 150 4.0% TOTAL DEPARTMENT 277,470 250,640 245,700 245,700 245,700 281,149 249,297 3,597 1.5% G&A Allocation
500 - Water Enterprise Fund 13% 35,492 31,290 31,454 31,454 31,454 35,951 31,902 510 - WasteWater Enterprise Fund 13% 35,492 31,290 31,454 31,454 31,454 35,951 31,902 Total G&A Allocation 70,984 62,580 62,908 62,908 62,907 71,903 63,803 Total Department Expenses 74% 206,486 188,060 182,792 182,792 182,793 209,246 185,494 2,702 1.5% 1 City is reviewing the city wide staffing assessment recommendation regarding merging of departments and is reviewing potential options for streamlining of city services.

Such mergers/consolidation:
• Can eliminate redundancies in your operations, such as needing only one reception/administrative assistant (shared duties), being able to consolidate office supplies and storage, using one photocopy area and equipment,
• Can create continuity of operations, supervision by City employee not conducted by consultant • Can improve organizational efficiencies by streamlining communication, cross training, knowledge transfer and workflows, and creating synergies between departments and employees. 2 The building official has agreed to reduce the contract amount from 140,000 to 125,000.

This is based on a conversation with City Administration on processing of inspections through deposit accounts and not charged against the consultants contract.

It was also agreed that the additional $6,000 was not needed as this was for the maintenance meeting conducted by consultant within one year of 2022 LHMP (has this been done) (may want to check to see if this is accurate statement)
3 Orginally the LHMP annual maintenance cost was initially place in the miscellaneous services and supplies where it should have been in contracted services. Stage 2 of the budget process, the cost was corrected and moved
4 Allocated insurance distributed based on premium for next year programs renewals. • General Liablity - based on prior year department actual expenditures • Worker's Compensation - based on payroll experience
5 Department achieved savings due to consolidation of copier machine from City Hall 73 Agenda Item Number 8
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DRAFT
Building
Object Details
Object
Worksheet

Description
Worksheet

Quantity
Worksheet

Unit

Price
Worksheet

Total
Grand Total 7 149,300 149,300
4210 - Professional Contract Services
4210 - Professional Contract Services
Construction management ordinance update - Write of
ordinance 1 9,000 9,000
4210 - Professional Contract Services
Corelogic Information Solutions - Property Data
Information 1 2,400 2,400
4210 - Professional Contract Services Laguna Flood Monitoring Gauge 1 9,200 9,200 4210 - Professional Contract Services Building Official Contract 1 125,000 125,000 4210 - Professional Contract Services Planeteria - ADA Annual Website Review 1 500 500 Total 4210 - Professional Contract Services 5 146,100 146,100 4330 - Misc Supplies & Services
4330 - Misc Supplies & Services ADT Security Monitoring 1 700 700 4330 - Misc Supplies & Services Routine Department 1 2,500 2,500 Total 4330 - Misc Supplies & Services 2 3,200 3,200
74 Agenda Item Number 8
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DRAFT

ENGINEERING DEPARTMENT

MANDATED
• Comply with permits and programs mandated by
state and federal laws as generally listed in this
paragraph.
• Stormwater NPDES permit
• Sustainable Groundwater Management Act
• California Subdivision Map Act
• Uniform Construction Cost Accounting Act and
Procedures
CORE
• Respond to public inquiries and requests for
Engineering records
• Perform the duties of the City Engineer as specified in the Sebastopol Municipal Code • Perform review services of private development plans and encroachment permits for consistency with City ordinances and codes and protection of City property • Oversee and manage the City’s 5-Year Capital Improvement Program (CIP) • Participate in local and resource agencies coordination to represent the City’s preferences and share in funding and expenditure allocations and to reduce overall cost to the City by partnering with other local agencies
• Perform short and long range planning for maintenance, replacement and upgrades to the City’s infrastructure
• Work collaboratively with other City departments to provide Engineering department perspective on City department programs and projects
Engineering Manager
and City Engineer
(Consultants)
Development
Review Services
Capital Improvement
Program
Storm Water
Program
Permit Technician

0.50 FTE
Management Analyst

0.75 FTE

DISCRETIONARY
CORE

MANDATE
75 Agenda Item Number 8
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♦ DISCRETIONARY
• Respond to public inquiries and requests beyond core and mandated services • Participate and/or accept a leadership role in regional coordination and partnerships beyond core and mandated services
• Perform tasks and activities for other City departments beyond core and mandated services • Convert paper Engineering records to electronic format for ease of storage and retrieval • Update GIS system to allow for public access of records and other data to reduce staff time in researching and responding to public requests
Major Accomplishments in FY 2022-23
 The City’s Water and Sewer Standard Details were updated in 2022 from the 1998 version.  The City applied for and was awarded a Safe and Seamless Mobility (“Quick Strike”) transportation grant of $476,000. The work includes installation of ADA curb ramps at seven intersections on SR 116, pedestrian safety improvements at Bodega/Robinson and Bodega/Florence intersections. The project has been approved by Caltrans and will be under construction in summer 2023.
 The City was awarded a $1.2 million OBAG 2 federal-aid grant for the Bodega Avenue Bike Lanes and Pavement Rehabilitation Phase 1 project from High Street to Robinson Road. The work has been approved by Caltrans and will be under construction in summer 2023.  The City applied for and was awarded a $2.4 million Go Sonoma transportation grant for the Bodega Avenue Bike Lanes and Pavement Rehabilitation Phase 2 project from Robinson Road to Pleasant Hill Road. The funding is anticipated to be available for construction in two years.

The Phase 2 project has been designed and is nearly “shovel ready” awaiting funding availability.
 Storm Water Permit Compliance: Work continues under the Work Plan developed in conjunction with the Russian River Watershed Association. The State has reduced the requirement for storm water testing during “first flush” which the first major rain event occurs.  Groundwater Sustainability Agency (GSA): The GSP was completed and submitted for State review in February 2022. The Rate Study by the GSA has been completed and will affect all groundwater users.
 The construction of the First Street Water Main Replacement Project was completed and the project was bid in 2022. The work included the replacement of approximately 450 lineal feet of a 10-inch water main on Leland Street at First Street to Jewell Avenue at Calder Avenue.  The City applied for a Highway Safety Improvement Program (HSIP) grant for replacement of existing pedestrian crossing lights at SR 116 and Burnett Street, Keating Avenue, Hutchins Avenue, and Walker Avenue.
 The City completed the Sebastopol Local Road Safety Plan (LRSP) in May 2023 for the purpose of complying with new state and federal requirements related to the a Highway Safety Improvement Program (HSIP) grant and other state and federal funding programs. The LRSP is a collaborative process between the City, identified stakeholders and the public that provides a list of countermeasures for priority intersections and roadways segments based on collision analysis and the feedback from City staff, stakeholders, and the public.  The City applied for a Highway Safety Improvement Program (HSIP) grant for replacement of approximately 765 lineal feet of guard rail along Bodega venue from the west end of the City to Valley View Drive.
 Staff has been communicating closely with Caltrans on various proposed projects on the State highway including installation of a permanent parklet at South Main Street near Burnett Avenue, acquisition of the “triangle” piece of right of way for public purposes, and new pedestrian crossing signals on SR 116 at McKinley Avenue and at Danmar Drive.  The Parquet Street Water, Sewer and Street Improvements project design has been completed 76 Agenda Item Number 8
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DRAFT
and construction is anticipated to commence in summer 2023.  The Engineering Department, working with Zero Waste Sonoma, continued to implement and monitor for compliance, 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. As of March 2023, SB 1383 compliance monitoring will be undertaken by the Planning Department under the Climate Change program.  The City applied for and was awarded a PTAP grant for preparation of the 2023 Pavement Management Program report. The report will be completed in April 2023 and includes inspection and rating of all city streets and will serve as a priority plan for pavement resurfacing into the future.
 The City is applying for a Sustainable Transportation Planning grant for the Downtown area  In conjunction with the Community Department, develop and implement a Parklets Guidelines for permanent parklets in the city.

Goals and Objectives for 2023-24:
 Bodega Avenue Bike Lanes and Pavement Rehabilitation project:
 Begin construction of Phase 1 from High Street to Robinson Road  Complete environmental and design of Phase 2
 Secure grant funding for Phase 2 work from Robinson Road to Pleasant Hill Road  Continue grant funding pursuits for: ATP (Active Transportation Program) grant for Ragle Road/West Side bicycle trail, Citywide pavement resurfacing, additional grant funding for the Burbank Farm restroom facility, and Calder Creek re-naturalization.  Complete construction of 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.  Continue to participate in the MS4 stormwater permit renewal process.  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 developing an undergrounding district to utilize existing Rule 20A monies.  In coordination with the Community Development department, continue to develop and implement parklets framework for permanent parklets on Caltrans right of way.  Continue to coordinate with Caltrans on the ongoing projects listed in FY 2022-23 to completion.
 Continue to support and develop prioritized sewer service improvements to areas within the City that pose a threat to public health and the environment as a result of deficiencies in existing sewer systems, including Zimpher Creek Sewer replacement / relocation and others list in FY 2022-23 CIP.

Performance Measurements
Encroachment permits:

Complete review and issue approval of minor encroachment permits within two weeks of receiving a complete encroachment permit application including complete insurance endorsements. For major encroachment permits, the goal is to complete such review and issue approval of a major encroachment permit within four weeks of receiving a complete application.

Public inquiries and requests:

Respond to email and phone calls within two business days of receipt. Completion of the request will depend on the complexity of the request and Engineering staff will commit to keeping the requesting party informed of status.
77 Agenda Item Number 8
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DRAFT
Development review:

Complete first submittal review within three weeks of receipt of a complete application with plans and required documents Second and subsequent review within one to two weeks depending on number of review comments.

Capital project planning and delivery:

Maintain a project schedule and adhere to schedule and identify potential delays beforehand Update Engineer’s estimate during the preliminary, 50% and final design stages in order to ensure total funding from grants and local funding are sufficient to meet project needs Keep City staff informed of schedule and budget
10% contract change order rate
78 Agenda Item Number 8
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ENGINEERING DEPARTMENT
General Statement:

Original From Department:

The Engineering Department proposed the following budget:

Services Description Amount
On Call City Engineer $ 123,600
On Call Day to Day
Engineering Department $ 123,600
On Call Traffic Engineer $ 38,100
Total $ 285,300
Reductions: $19,000 Reduction from Original Budget Request to Stage 2 Budget Request On April 5, 2023, the Budget Committee issued a budget reduction memo instructing each department to return to their proposed budget and find additional savings to find a collective savings of at least $1.5M.

The portion of that reduction for the Engineering budget was $36,018 to be eliminated from the budget.

This department could not meet the reductions requested by the Budget Committee. The Budget Committee considered reducing contract services, but concluded that the financial loss to the City outweighed any savings achieved by reducing the contract amount. Significant changes in this department’s budget are as follows (this is not an exhaustive list):

1. Grant assistance. During the past couple years, GHD has assisted the City in securing and implementing nearly $5 million in grants:

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EXPENSE
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages 124,469 79,625 94,950 94,950 110,069 126,561 124,686 29,736 31.3% Benefits 60,509 33,142 51,950 51,950 36,045 52,379 53,037 1,087 2.1% Professional Contracted Services 197,046 391,730 355,900 372,900 372,900 315,500 293,200 (79,700) -21.4% Services & Supplies 44,221 47,810 52,740 52,740 43,940 60,630 60,630 7,890 15.0% Equipment Rental/Maintenance 3,119 3,073 3,420 3,420 6,400 7,100 6,400 2,980 87.1% Conference & Training Expense 97 147 250 250 250 250 250 - 0.0% Telecommunications 2,512 2,554 3,600 3,600 3,600 3,600 3,600 - 0.0% Allocated Insurance 37,178 26,068 31,900 31,900 31,900 42,720 42,440 10,540 33.0% Total Expense 469,152 584,149 594,710 611,710 605,104 608,739 584,243 (27,467) -4.5%

SUMMARY - ENGINEERING
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DRAFT
Engineering
Budget Expenditures
Account Number
Footnote
2020-21
Actual
2021-22
Actual
2022-23
Adopted
Budget
2022-23
Adjusted
Budget
2022-23
Estimated
Actual
2023-24
Original
Proposed
Budget
2023-24
Proposed
Budget
Stage 2
$
Inc/(Dec)
%
Change
Salaries & Wages
4010 - Salaries - Full Time 1 109,737 70,370 88,700 88,700 73,000 121,561 121,561 32,861 37.0% 4011 - Salaries - Part Time 14,466 9,255 - - 30,000 - - - 0.0% 4017 - Salaries - COVID-19 266 - - - 819 - - - 0.0%
4023 - One Time Payment - - 6,250 6,250 6,250 5,000 3,125 (3,125) -50.0% Benefits
4101 - Health in Lieu 1,163 229 - - - - - - 0.0%
4104 - Accrual in Lieu 12,853 888 - - - - - - 0.0%
4105 - Medicare & Fica 1,829 1,156 1,265 1,265 1,265 1,763 1,763 498 39.3% 4110 - CalPERS Employer Rate 18,184 18,480 24,475 24,475 20,000 24,178 25,672 1,197 4.9% 4130 - Health Insurance 19,398 7,463 19,415 19,415 9,135 22,955 22,120 2,705 13.9% 4140 - Retiree Health Insurance OPEB 3,733 3,733 3,750 3,750 3,750 - - (3,750) -100.0% 4150 - Dental Insurance 2,099 676 1,865 1,865 1,100 2,282 2,282 417 22.4% 4151 - Vision Insurance 253 78 255 255 150 255 255 - 0.0% 4181 - Long Term Disability Insurance 554 237 630 630 350 521 521 (109) -17.4% 4182 - Short Term Disability Insurance 251 107 150 150 150 193 193 43 29.0% 4183 - EAP (Employee Asst Prog) 61 28 45 45 45 70 70 25 55.5% 4184 - Life Insurance 131 67 100 100 100 162 162 62 62.0% Contracted Services
4210 - Professional Contract Services 2 152,159 342,713 242,500 242,500 242,500 249,700 242,500 - 0.0% 4212 - Internet & Network /Technology Maint 37 - 1,500 1,500 1,500 1,500 1,500 - 0.0% 4230 - Recruitment Services 4,035 - 10,000 10,000 10,000 - - (10,000) -100.0% Services & Supplies
4330 - Misc Supplies & Services 3,962 1,228 2,150 2,150 2,150 2,150 2,150 - 0.0% 4340 - Postage & Printing 0 13 - - - - - - 0.0%
4345 - Dues & Subscriptions 55 5,217 7,290 7,290 7,290 7,480 7,480 190 2.6% Conference & Training Expense
4515 - Meetings & Travel 97 147 250 250 250 250 250 - 0.0% Telecommunications - 0.0%
4750 - Telecommunications 2,512 2,554 3,600 3,600 3,600 3,600 3,600 - 0.0% Allocated Insurance
4996 - Allocated Liability Insurance 3 20,420 19,458 23,200 23,200 23,200 30,195 30,565 7,365 31.7% 4997 - Allocated Wrkrs Comp Insurance 3 16,758 6,611 8,700 8,700 8,700 12,525 11,875 3,175 36.5% Total Operation 385,013 490,706 446,090 446,090 445,304 486,339 477,643 31,553 7.07% Contracted Services
4210 - Professional Contract Services 2 40,815 49,017 101,900 118,900 118,900 64,300 49,200 (69,700) -58.6% Services & Supplies
4345 - Dues & Subscriptions 4 40,204 41,353 43,300 43,300 34,500 51,000 51,000 7,700 17.8% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 5 3,119 3,073 3,420 3,420 6,400 7,100 6,400 2,980 87.1% Total Fund 124 84,138 93,443 148,620 165,620 159,800 122,400 106,600 (59,020) -35.6% TOTAL DEPARTMENT 469,152 584,149 594,710 611,710 605,104 608,739 584,243 (27,467) -4.5% G&A Allocation
500 - Water Enterprise Fund 34% 117,390 142,528 151,671 151,671 151,403 165,355 162,399 510 - WasteWater Enterprise Fund 28% 96,673 117,376 124,905 124,905 124,685 136,175 133,740 Total G&A Allocation 38% 214,063 259,904 276,576 276,576 276,088 301,530 296,139 Total General Fund Department Expenses 255,089 324,245 318,134 335,134 329,016 307,209 288,104 (47,030) -14.0% 3 Allocated insurance distributed based on premium for next year programs renewals. • General Liablity - based on prior year department actual expenditures • Worker's Compensation - based on payroll experience
2 Keeping status quo of routine oncall & City Engineer support services for a total of $240,000 Traffic Engineering cost will reduce its cost by $5,000 4 Dues and Subscriptions increased in cost for the next fiscal year because of the stormwater discharge 5-year permit renewal and increase to RRWA work plan costs. 5 Department achieved savings due to consolidation of copier machine from City Hall 1 Salary increased due to City Council approval of Permit Technician. The department was previously had .50 FTE to now 1.00 FTE Department shared positions of Management Analyst (.25FTE) and Permit Technician (.50 FTE) 82 Agenda Item Number 8
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DRAFT
Engineering
Object Details
Object
Worksheet

Description
Worksheet

Quantity
Worksheet

Unit

Price
Worksheet

Total
Grand Total 13 $ 350,180 $ 350,180
4210 - Professional Contract Services
4210 - Professional Contract Services Engineering Management Services a 1 $ 120,000 $ 120,000 4210 - Professional Contract Services Interim City Engineer a 1 $ 120,000 $ 120,000 4210 - Professional Contract Services Scan documents for electronic records 1 $ 1,000 $ 1,000 4210 - Professional Contract Services Public outreach services for engineering activities 1 $ 1,500 $ 1,500 242,500$ 4210 - Professional Contract Services Annual storm water report assistance 1 $ 25,700 $ 25,700 4210 - Professional Contract Services Mandate storm water creek sampling 1 $ 500 $ 500 4210 - Professional Contract Services Traffic Engineering Services 1 $ 23,000 $ 23,000 $ 49,200 4210 - Professional Contract Services
Zero Waste/SB1383 Initiatives - This line item has been moved to the Planning Budget 0 $ - $ -
Total 4210 - Professional Contract Services 7 $ 291,700 $ 291,700 4345 - Dues & Subscriptions
4345 - Dues & Subscriptions 5-year permit renewal 1 $ 5,000 $ 5,000 4345 - Dues & Subscriptions Adobe Acrobat 1 $ 200 $ 200 4345 - Dues & Subscriptions Breeze Smart (CIP) Software Annual Fee 1 $ 1,680 $ 1,680 4345 - Dues & Subscriptions Russian River Water Shed 1 $ 38,000 $ 38,000 4345 - Dues & Subscriptions SCTA Annual Fee 1 $ 5,600 $ 5,600 4345 - Dues & Subscriptions State Water Resources Control Board 1 $ 8,000 $ 8,000 Total 4345 - Dues & Subscriptions 6 $ 58,480 $ 58,480
a. The current consulting firm during the last couple of years has assisted the City in securing and implementing nearly $5 millions in grants Resource agency representative. Engineering has in-house expertise and provides technical support for resource agency representation:
• RRWA – technical expertise in Low Impact Development (LID) certification • GSA – technical expertise in groundwater hydrogeology • SCTA – transportation engineering and experience with Caltrans requirements and standards, transportation grant requirements Continue to have access to resources with specialty engineers, land surveyors, environmental planners, construction management teams, and grant writers, all in one company
Lead managers who are well versed and prior experience in working directly for city governments, particularly in Sonoma County. This allows the City to take advantage of their working knowledge and relationships with Sonoma County agencies. 83 Agenda Item Number 8
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DRAFT

FIRE DEPARTMENT

DEPARTMENT SERVICES MODEL

MANDATED
• Fire Response/Suppression
• Fire Prevention
• Training
• Dispatch
• Records
• Auto-Aid
CORE
• Emergency Medical Services
• Public Education
• Volunteer Firefighters
• Urban Search and Rescue Team (USAR)
• HAZ-MAT

DISCRETIONARY
• Mutual Aid-Out of County Wildland Response
Alternative Services Delivery Options
• Shared Services
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

DISCRETIONARY
CORE

MANDATED
84 Agenda Item Number 8
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DRAFT
Major Accomplishments in 2022-23:
 Responded to 1325 Emergency Calls for Service in 2022  Successfully recruited 9 new volunteers, started and/or completed onboarding process with all  Extinguished one significant structure fire within City Limits o Involved 3 residences plus 1 commercial occupancy
o Able to hold loss to +/- $1 million
 Extinguished multiple wildland fires within and/or threatening City Limits  Maintained a satisfactory response time, resulting in the reduction of overall fire loss  Created specifications and ordered a new Type III Wildland Fire Engine  Completed major repairs on current Type III Wildland Fire Engine to keep it in service  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  Conducted approximately 48 Training Exercises and Drills  Conducted SFM Fire & Life Safety Building Inspections  Managed PGE Public Safety Power Shutoff’s (PSPS)
 Managed Successful Weed Abatement Program
 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  Directed Public Safety Outreach Coordinator with Projects  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
Goals and Objectives for 2023-24:
 Expected to have over 1300 Emergency Calls for Service  Achieve response time goal of <6:00 from “Time of Alarm” to “Time of Arrival”  Recruit (10) new Volunteer Firefighters to bring total active volunteers to approximately 40  Make forward progress on challenges related to staffing, including o Researching options to make our current staffing model commensurate with the current call volume and workload
o Researching the implantation of an intern firefighter program and/or extra help status  Continue to advance the “Long-Range Planning for Fire Service for Sebastopol Fire and Emergency Service Delivery” effort
 Transition from FireHouse reporting software to ImageTrend RMS software to align with County Standard
 Continue to improve the current fire safety inspection program  Take delivery of new Type III engine, provide training for members, and place in service  Create specifications and order a new Type I Fire Engine  Conduct 48 Required Training Drills, including Swiftwater Training  Conduct EOC Training Exercises with City Staff & City Council 85 Agenda Item Number 8
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DRAFT
 Apply for Cal Fire VFA Grant and other Local Community Grants  Hold 6 Blood Drives for Vitalent
 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  Purchase Personal Protective Equipment (PPE) Supplies for City Dept’s  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  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 Performance Measurements
End of Year Fire Report
 Percentage of Commercial Buildings Inspected
 Annual Business License Fire Inspections
 New and Permit Construction Inspections
 Public Education Events
 Number of Structure and Non-structure Fires
 Fires Confined to Room of Origin
 False Alarms
 Estimated Fire Losses
 Response times
 Fire loss
 Ability to deliver high number of training sessions
 Well-trained and well-equipped
Emergency Medical Services
 Emergency Calls per 1,000 Residents
Fourth of July Stats
 Citations
 Illegal Fireworks Confiscated
 Fire Works Related Calls for Service
 Fires
86 Agenda Item Number 8
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Sebastopol City CouncilJune 20, 2023

Sebastopol City Council
June 20, 2023