Agenda-Item-Number-5-7.1.25-Agenda-Item5-FY25-26-Proposed-Budget_FINAL — Sebastopol City Council, July 1, 2025 (part 1 of 3)

ADDENDUM TO AGENDA ITEM NUMBER 5:

TO: Sebastopol City Council
FROM: Ana Kwong, Administrative Services Director
SUBJECT: City of Sebastopol City Budget - FY 2025-26 Budget Adoption and Associated Items MEETING DATE: July 1, 2025
Summary: The item before the City Council tonight is to continue the budget hearing discussion from the June 17th City Council; discuss and consider any amendments to the proposed budget; and adopt the following resolutions and associated items with the adoption of the City Budget for FY 25-26.

Associated Items Include:

1. Adoption of the following Resolutions:
a. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEBASTOPOL ADOPTING THE ANNUAL OPERATING BUDGET FOR FISCAL YEAR 2025–2026
b. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEBASTOPOL ESTABLISHING THE APPROPRIATIONS LIMIT FOR FISCAL YEAR 2025–2026 PURSUANT TO ARTICLE XIII B OF THE

CALIFORNIA CONSTITUTION (THE GANN LIMIT)
c. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEBASTOPOL AUTHORIZING THE USE OF SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND (SLESF) / CITIZENS’ OPTION FOR PUBLIC SAFETY (COPS) GRANT FUNDS FOR FISCAL YEAR 2025–2026

2. Adoption also includes authority for Acting City Manager to execute annual contracts listed below as approved in the FY 25 26 City Budget.
a) Outreach Communications Coordinator Holly Hansen Public Media Relations b) Marin IT – IT Services
c) Phillips Seabrook Associates – Building Official Consulting Services d) GHD – Engineering Services
e) Stone Creek Environmental

3. AdopƟon of City Council Conferences/Trainings Use of Funds Policy:
x Each Council member will receive an annual budget of $3,500 to cover costs related to aƩending conferences, meeƟngs, and training sessions. This budget will apply to travel within California and is designed to ensure that Council members can parƟcipate in essenƟal events without financial barriers. If a Council member exceeds their allocated $3,500 annual budget, adjusted annually based on the Consumer Price Index (CPI), they must either cover the excess expenses themselves or formally request addiƟonal funding from the City Council. x A Council member may voluntarily transfer their unused funds to another member, subject to approval by the Council at a publicly noƟced meeƟng. This allows for flexibility and mutual support among Council members.

Background:

The City Council held a public hearing on June 17, 2025, to review and discuss the proposed Fiscal Year 2025– 2026 City of Sebastopol Budget. The Council reviewed and discussed the following components:
x Citywide – All Fund Revenues and Expenditures
x Citywide – Transfers In / Out
x General Fund
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x Departmental Budgets
x Non-Departmental Budgets
x Other Non-Major Funds
x Special Revenue Funds
x Insurance Fund
x Enterprise Fund
x Assessment District Funds
Following deliberation, the Council expressed consensus to accept the budget as presented, with the following requested changes and items for continued discussion at the July 1st Council Meeting:

Council Direction and Items for Further Discussion

1. Pension Trust Fund Memo: In collaboration with City staff, it is recommended that the City Council consider, as part of the upcoming budget discussions, the transfer of the $1.0 million currently held in the high-yield treasury account into the City’s Section 115 Pension Trust for Pension Stabilization.

Please see attach memo.

2. West County Community Services – Approved funding for July 2025 in the amount of $3,350. There is a separate agenda item on this agenda for a presentation and additional information to be provided by the Chief of Police and WCCS.

3. Police Staffing – The frozen police officer position to be returned for further discussion.

4. Outsourcing Landscaping – Discussion of allocating $75,300 for contracted services. Please see attached quote.

5. Public Works Staffing – Continuation of a currently frozen position.

6. Downtown Trash Cans – Funding discussion initiated by Vice Mayor; estimated cost to be determined.

Please see attached options material (estimated cost listed with each option).

7. Downtown Beautification – Additional funding considerations requested by Vice Mayor.

8. Community Center Improvements – Funding discussion in connection with the facility’s master plan assessment.

9. Measure U Funds – Allocations:
a. Reallocation of the fueling station project from Measure U to the Building Reserve Fund (clarified that this is not subject to the 40% infrastructure allocation policy). b. Road Improvements – Discussion of allocating current-year Measure U funds; (if additional funding is recommended, staff to return with additional information/recommendations)

10. Ives Park Fencing:
a. One section (middle): $57,000 ($54,500 + $2,500)
b. Additional sections: Please see attached Ives Park fencing estimate and table below.

Measurement
Linear Feet
Estimated
Cost
per Linear
Feet
Cost Per
Section
Reach 1 156 114 $ $ 17,784
Reach 2 230 114 $ $ 26,220
Middle - Original Proposal Reach 3 500 114 $ $ 57,000
Lower Reach 4 710 114 $ $ 80,940
Total $ 181,944
Upper
Section

11. Public Art Signage – Approval of $700 from the Art in Lieu Fund for entryway sculpture signage as requested by the Public Arts Committee.

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New Item – Post-June 17th Update
x If the Council approves the side letter for the pilot Police Staffing Program included on the July 1st agenda, the Police Department anticipates a reduction in overtime expenditures. The currently proposed overtime budget for FY 2025–26 is $150,000, which includes:
o $67,000 for guaranteed overtime
o $43,000 for coverage of open shifts
o $30,000 for the dispatchers unit
o $10,000 for emergency contingencies
As a comparison to the current fiscal year 24-25, the estimated actual overtime expenditures have reached approximately $275,000. The pilot program is expected to improve operational efficiency and reduce reliance on overtime compared to current spending levels. This adjustment reflects the department’s commitment to fiscal responsibility while maintaining public safety and reducing dependence on overtime.
x On March 4, 2025, the City Council approved the $102,198 contract for the Well 7 Filter Media Replacement and CO2 Skid Retrofit—exceeding the $94,250 budgeted in the 2024/25 Water Enterprise Fund. However, the overage can be absorbed within the existing budget. The contract includes $85,382.69 for media replacement and $11,948.09 for the CO2 skid retrofit from De Nora Water Technologies, Inc., plus a 5% contingency of $4,867. Although the purchase order was signed on March 26, 2025, installation is delayed until the week of July 7 due to material lead times and contractor backlog. Some materials have arrived, but the project won’t be completed by June 30. Staff is requesting to carryover the cost of the project into the next fiscal year’s water budget.

Additional Notes:
x Staff will return to the Council in the fall with options and recommendations for the Cost Allocation Plan, which will be reviewed over the coming months with the consultant. Cost allocation is the process of distributing the costs of shared services—such as legal, administrative, or financial services—across the various departments, programs, or funds that benefit from those services. Staff will review and provide a more accurate reflection of departmental costs; supporting the goal of transparency and fiscal responsibility.
x Staff will be issuing Requests for Proposals (RFPs) for various contracts approved in this upcoming fiscal year. RFPs tentatively scheduled to be released in the fall to ensure receipt of proposals are received prior to discussion of next year’s budget.
x The FY 2025–2026 Budget is scheduled for adoption on July 1, 2025. For adoption, all approved changes will need to be clearly defined and shall be clearly restated by City staff during the meeting to ensure clarity.

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RESTATED RECOMMENDATION:
adopt the following resolutions and associated items with the adoption of the City Budget for FY 25-26.

Associated Items Include:

4. Adoption of the following Resolutions:
a. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEBASTOPOL ADOPTING THE ANNUAL OPERATING BUDGET FOR FISCAL YEAR 2025–2026
b. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEBASTOPOL ESTABLISHING THE APPROPRIATIONS LIMIT FOR FISCAL YEAR 2025–2026 PURSUANT TO ARTICLE XIII B OF THE

5. Adoption also includes authority for Acting City Manager to execute annual contracts listed below as approved in the FY 25 26 City Budget.

a) Outreach CommunicaƟons Coordinator Holly Hansen Public Media RelaƟons b) Marin IT – IT Services
c) Phillips Seabrook Associates – Building Official ConsulƟng Services d) GHD – Engineering Services
e) Stone Creek Environmental

6. AdopƟon of City Council Conferences/Trainings Use of Funds Policy:
x Each Council member will receive an annual budget of $3,500 to cover costs related to aƩending conferences, meeƟngs, and training sessions. This budget will apply to travel within California and is designed to ensure that Council members can parƟcipate in essenƟal events without financial barriers. If a Council member exceeds their allocated $3,500 annual budget, adjusted annually based on the Consumer Price Index (CPI), they must either cover the excess expenses themselves or formally request addiƟonal funding from the City Council. x A Council member may voluntarily transfer their unused funds to another member, subject to approval by the Council at a publicly noƟced meeƟng. This allows for flexibility and mutual support among Council members.

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RESOLUTION NO________

RESOLUTION OF THE COUNCIL OF THE CITY OF SEBASTOPOL APPROVING AND

ADOPTING THE OPERATING BUDGET FOR THE CITY OF SEBASTOPOL FOR FISCAL YEAR 2025-26
______________________________________________________________________ WHEREAS, the Budget Committee has reviewed and the Acting City Manager has recommended and submitted to the City Council a proposed operating budget for the City of Sebastopol for the fiscal year 2025-26; and
WHEREAS, the City Council held a public hearing to consider the operating budget on June 3, 2025, June 17, 2025, which was continued to July 1, 2025; and WHEREAS, the Council has extensively considered the expenditures provided in the proposed Budget, together with any revisions;
NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of Sebastopol that the proposed operating budget for Fiscal Year 2025-26, is hereby approved and adopted as the operating budget for the City of Sebastopol for fiscal year 2025-26.

IN COUNCIL DULY ADOPTED this 1st day of July, 2025.

Ayes:

Noes:

Absent:

Abstain:

APPROVED:__________________________
Mayor Stephen Zollman

ATTEST: ______________________________________________________________ Mary Gourley, MMC, Acting City Manager | Assistant City Manager | City Clerk Approved as to Form: _____________________________________________ Alex Mog, City Attorney
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RESOLUTION NO________

RESOLUTION OF THE COUNCIL OF THE CITY OF SEBASTOPOL

ESTABLISHING THE APPROPRIATIONS LIMIT FOR THE
CITY OF SEBASTOPOL FOR THE 2025-26 FISCAL YEAR

PURSUANT TO ARTICLE XIII B OF THE CALIFORNIA CONSTITUTION _____________________________________________________________________________

WHEREAS, Article XIII B of the California Constitution (Proposition 4) provides for an annual appropriations limit for state and local governments beginning with the 1980-81 fiscal year, based on the 1978-79 appropriations, as adjusted for the changes in the cost of living or per capita personal income, population, and other specified factors; and WHEREAS, implementing legislation, which became effective January 1, 1981, provides that each year the governing body of each local jurisdiction shall, by resolution, establish its appropriations limit for the year pursuant to Article III B at a regularly scheduled meeting or noticed special meeting; and
WHEREAS, local jurisdictions may select either the percentage change in California per capita personal income as reported by the California Department of Finance or the percentage change in the local assessment roll due to the addition of local nonresidential new construction.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Sebastopol:

1. For fiscal year 2025-26, the City of Sebastopol hereby (a) elects the change in the California Per Capita Personal Income for calculating the inflation factor, and (b) elects the change in the County’s population for calculating the population factor, necessary to determine the City’s appropriation limit.

2. For the fiscal year 2025-26, the total annual appropriations subject to limitation as specified by Article XIIIB of the Constitution of the State of California for the City of Sebastopol Budget shall be: $21,585,408.

IN COUNCIL DULY PASSED this 1st day of July, 2025.

Ayes:

Noes:

Absent:

Abstain:

APPROVED:_______________________
Mayor Stephen Zollman
ATTEST: ______________________________________________________________ Mary Gourley, MMC, Acting City Manager | Assistant City Manager | City Clerk Approved as to Form: _____________________________________________ Alex Mog, City Attorney
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RESOLUTION NO. _____________

RESOLUTION ADOPTING THE EXPENDITURE PLAN FOR SUPPLEMENTAL LAW

ENFORCEMENT SERVICES FUNDING (SLESF) OR CITIZENS OPTIONS FOR PUBLIC SAFETY (COPS) FOR THE CITY OF SEBASTOPOL FISCAL YEAR BUDGET OF 2025-26 _______________________________________________________________________________ WHEREAS, AB1584, originally enacted as part of the state budget in Fiscal Year 1996-97, established the Citizens’ Options for Public Safety (COPS) Program, which is anticipated to be funded by the State for Fiscal Year 2025-26; and
WHEREAS, the Council conducted a public hearing to consider recommendations for use of these funds as required by law; and
WHEREAS, estimated funds available under this program total $100,000 and are required to be placed in a special revenue fund; and shall be allocated for expenditures listed in the 2025-26 budget; and
WHEREAS, the 2025-26 budget is included the anticipation of using the COPS funds as part of the Police Department’s budget.

NOW, THEREFORE, BE IT RESOLVED that the Council approves the recommendation of the Chief of Police for use of the Supplemental Law Enforcement Services Funding or Citizens’ Options for Public Safety Funds to continue to supplement one sworn officer position.

IN COUNCIL DULY APPROVED AND ADOPTED this 1st day of July, 2025.

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

City of Sebastopol Council:

VOTE:

Ayes:

Noes:

Absent:

Abstain:

Approved: _______________________________
Mayor Stephen Zollman

ATTEST:______________________________________________________________ Mary Gourley, MMC, Acting City Manager | Assistant City Manager | City Clerk Approved as to Form: _____________________________________________ Alex Mog, City Attorney
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COUNCIL POLICY

SUBJECT

CIY COUNCIL CONFERENCES/TRAINING

RESO NO
XXXX2025

POLICY NO
XX

EFF DATE
XX-XX2025
PAGE
1 of X
I. Purpose
The purpose of this policy is to establish clear and comprehensive guidelines for the allocation and management of travel funds for City Council members. This policy aims to ensure a fair and equitable approach to addressing the travel needs and expenses of all council members, promoting transparency and accountability in the use of public funds. By setting these guidelines, we strive to facilitate effective and efficient travel arrangements that support the council's work and responsibilities, while maintaining fiscal responsibility and integrity.

II. Annual Travel Budget
Each Council member will receive an annual budget of $3,500, adjusted annually based on the Consumer Price Index (CPI), to cover costs related to attending conferences, meetings, and training sessions. This budget will apply to travel within California and is designed to ensure that Council members can participate in essential events without financial barriers.

III. Out-of-State Travel
Any out-of-state travel or training requires prior approval from the City Council. This ensures that such travel is necessary and aligns with the Council's goals and priorities.

IV. Covered Expenses:

The annual budget will cover the following expenses:
x Mileage for attending meetings where the Council member serves as a city-appointed representative. x Travel expenses including airfare, hotels, and transportation related to attending conferences or training. x Other associated costs, such as registration fees or meals, where applicable. The total budget for each Council member will be inclusive of all these costs, ensuring comprehensive coverage of travel-related expenses.

V. Exceeding the Budget:
x If a Council member exceeds their allocated $3,500 annual budget, adjusted annually based on the Consumer Price Index (CPI), they must either cover the excess expenses themselves or formally request additional funding from the City Council.
x In rare cases, a Council member may voluntarily transfer their unused funds to another member, subject to approval by the Council at a publicly noticed meeting. This allows for flexibility and mutual support among Council members.

VI. Alternative Approach to Funding Allocation:

During the annual budget process, the City Council will decide which Council members will attend specific conferences or training sessions. If a Council member's allocated budget is insufficient to cover the costs of a desired conference or training, they can request additional funds by presenting an agenda item at a City Council meeting. This method ensures that funding decisions are made transparently and equitably, reflecting the Council's collective priorities and available resources.

City of Sebastopol
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Date: June 11, 2025
To: Honorable Mayor and City Councilmembers
c/o Ana Kwong – Administrative Services Director
From: Mark Shuster | Managing Partner
Subject: Recommendation to Transfer Assigned Pension Reserve to 115 Trust ========================================================================== As a follow-up to the City Council’s discussion during the June 3, 2025 meeting, and at the Council’s request to provide additional context and a recommendation regarding the City’s Pension Stabilization strategy.

The City first established the Section 115 Pension Trust in 2023, with an initial contribution of $1.8 million. At that time, an additional $1.0 million was set aside in a high-yield treasury account as an assigned reserve for pension obligations—referred to internally as the “Internal Pension Reserve.” In 2024, staff brought forward an item recommending the transfer of this $1.0 million into the 115 Trust.

However, Council opted to defer the transfer option until City is in a more stable position.

It’s important to note that the 115 Trust allows for reimbursements of eligible pension-related expenses retroactive to the date of the Trust’s inception. By moving the funds into the Trust, the City not only strengthens its pension stabilization efforts but also increases flexibility in managing future pension related costs.

Recommendation:

In collaboration with City staff, it is recommended that the City Council consider, as part of the upcoming budget discussions, the transfer of the $1.0 million currently held in the high-yield treasury account into the City’s Section 115 Pension Trust for Pension Stabilization.

This recommendation is based on the City’s continued commitment to long-term fiscal sustainability and prudent pension planning. Transferring the funds into the 115 Trust will allow the City to proactively address its growing pension obligations with CalPERS, while also taking advantage of the Trust’s flexibility to reimburse eligible pension-related expenses retroactive to the date of its inception.

Currently the portfolio is invested conservatively with a 20% equity/80% fixed income allocation. We will work with City staff to discuss a more balanced portfolio if interested.

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1. Courtyard
SuggesƟons: Two bins per site except in plaza. Black for garbage and blue for recyclables. Use green for compost as third bin in plaza.

2. Recycled Outdoor
SuggesƟons: Two bins per site except in plaza. Brown for garbage and blue for recyclables. Use green for compost as third bin in plaza. Only 64 gallon available in blue and green. Could purchase smaller bins, apply signage, and paint the lid green/blue.

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3. Landmark
SuggesƟon: One 50 gallon domed top bin per locaƟon. Black and Brown opƟons.

4. Wire Mesh
SuggesƟons: Two bins per site except in plaza. Black for garbage and blue for recyclables. Use green for compost as third bin in plaza.

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5. Refurbish ExisƟng
SuggesƟons: Double bin cans. Would sƟll need to replace some of the broken plasƟc triple bins with another opƟon. Cost is based on one vendor. Can get addiƟonal bids. Need to purchase rain bonnets for many.

6. Match ExisƟng
SuggesƟons: Double bin cans. Would sƟll need a soluƟon for compost.

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7. Triple Stream OpƟon

8. Montclair Triple OpƟon
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Ives Park Fencing: Estimated Cost by Section
Measurement
Linear Feet
Estimated
Cost
per Linear
Feet
Cost Per
Section
Reach 1 156 114 $ $ 17,784
Reach 2 230 114 $ $ 26,220
Middle - Original Proposal Reach 3 500 114 $ $ 57,000
Lower Reach 4 710 114 $ $ 80,940
Total $ 181,944
Upper
Section
Reach 1
Reach 2
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Reach 3
Reach 4
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CITY OF SEBASTOPOL CITY COUNCIL
AGENDA ITEM REPORT FOR MEETING OF: JuůǇ 1, 2025 (Item continued from June ϭϳ, 2025) =========================================================================================== To: Honorable Mayor and City Councilmembers
From: Mary Gourley, Acting City Manager
Ana Kwong, Administrative Services Director
Subject: FY 25-26 Proposed Operating Budget
=========================================================================================== RECOMMENDATION(S):

That the City Council take the following actions:
x Review and Consideration: Review and consider the proposed operating budget for Fiscal Year 2025-

26. This step involves a thorough examination of the budget details, including revenue projections, expenditure plans, and funding allocations for various departments and projects. x Public Hearing: Hold a public hearing to gather community input. This provides an opportunity for residents to voice their opinions, concerns, and suggestions which may help shape the final budget. x Comments and Direction: Following the public hearing, provide comments and direction to staff on budget allocations. This may include adjustments to funding priorities, reallocation of resources, or other modifications based on the feedback received and the Council's deliberations. x Budget Adoption Options: The City Council has the following options:
x Option A: Adopt a resolution to extend the use of Fiscal Year 2024–25 operating funds into Fiscal Year 2025–26 for a period of 60 days, through August 31, 2025. This ensures continuity of municipal services and extends several contracts set to expire on June 30, 2025. Once the new budget is approved, these contracts will return to the Council for approval as consent items.
x Option B: Adopt the FY25–26 budget this evening and the following related resolutions:
x Adopt a resolution of the Council of the City of Sebastopol adopting the budget for fiscal year 2025-26 and making appropriations for amounts budgeted. x Adopt a resolution of the Council of the City of Sebastopol determining and establishing the City’s Appropriations Limit for the fiscal year 2025-26. x Adopt a resolution of the Council of the City of Sebastopol for the expenditure plan for Supplemental Law Enforcement Services (SLESF) funding for the fiscal year 2025-26.

EXECUTIVE SUMMARY:

This item is to request that the City Council's review and consider the Proposed Operating Budget for Fiscal Year 2025-26. The process involves conducting a public hearing to gather input from community members, followed by providing comments and/or direction to staff on budget allocations for the upcoming fiscal year.

Given the extensive nature of the budget review process, it is important to outline the steps and contingencies to ensure a thorough and effective evaluation. Here are the key points to consider:
x The budget review process is comprehensive and may not be completed in a single meeting. x If the budget is still not finalized at that time, the City Council may schedule a special council meeting to ensure the budget is completed and adopted before the end of the fiscal year June 30, 2025. x This approach ensures thorough deliberation and community involvement, leading to a wellconsidered and balanced budget for the upcoming fiscal year. x As a last resort, the City Council can adopt a resolution to extend the allocation of the fiscal year 2024- Agenda Item Number 5
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25 operating funds into the subsequent fiscal year 2025-26 for a period of 60 days through August 31, 2025. This extension ensures the uninterrupted continuation of municipal services. x To avoid service disruption, staff recommends a 60-day extension of several existing contracts scheduled to expire June 30, 2025. After the new budget is adopted, contracts will return to Council for approval as consent items.
x There is no anticipated fiscal impact related to continuing the fiscal year 2024-25 adjusted budget for 60 days.
x Adopt the FY25–26 budget this evening and the following related resolutions:
x Adopt a resolution of the Council of the City of Sebastopol adopting the budget for fiscal year 2025-26 and making appropriations for amounts budgeted. x Adopt a resolution of the Council of the City of Sebastopol determining and establishing the City’s Appropriations Limit for the fiscal year 2025-26. x Adopt a resolution of the Council of the City of Sebastopol for the expenditure plan for Supplemental Law Enforcement Services (SLESF) funding for the fiscal year 2025-26 BACKGROUND:

The City budget stands as the most crucial policy document reviewed by the City Council annually. It not only outlines the City's financial resources but also reflects the City's values and priorities in allocating those resources. This comprehensive document serves as a blueprint for the City's fiscal management and strategic planning.

Within the City budget, there are various Funds designated for specific purposes, each detailed in the budget message that introduces the budget. Among these, the General Fund is the principal funding source for the majority of the City’s operations. As the largest and most flexible of the City's Funds, it provides the financial backbone for most City services. This Fund supports essential services such as public safety, parks and recreation, and general government operations, reflecting the City's commitment to maintaining and enhancing the quality of life for its residents.

The General Fund's flexibility allows the City to respond to changing needs and priorities, ensuring that resources are allocated effectively to address both immediate and long-term goals. By carefully managing this Fund, the City can sustain its operations, invest in community improvements, and uphold its commitment to fiscal responsibility.

DISCUSSION:

The proposed FY25–26 budget shows that the City is in a stable financial condition. The General Fund shows a modest surplus with revenues slightly more than expenses, leaving a small surplus. At the same time, all the other funds—like those for water, wastewater, special revenue funds, and general fund assigned reserves—are structured to support ongoing operations. Altogether, the budget supports essential services while keeping operations financially steady.

General Fund:

The proposed FY 2025–26 General Fund budget projects $15.31 million in revenue and $15.17 million in expenditures, resulting in an estimated surplus of $148,000. These figures are outlined in the budget message and supporting documents and remain subject to change pending final City Council actions.

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All Other Funds:

Projected revenues and expenses for other funds other than general fund—including General Fund Reserves, Non-Governmental Funds, Water and Wastewater Funds, Special Revenue Funds, and Assessment Districts— are as follows:

Fund Type Revenue Expenses
General Fund Reserves 0.67 M 0.58 M
Non-Governmental Funds 0.12 M 0.23 M
Water Fund 4.01 M 2.98 M
Wastewater Fund 5.66 M 4.47 M
Special Revenue Fund 6.02 M 5.56 M
Assessment District 0.14 M 0.14 M
STAFF ANALYSIS:

Following the release of the June 3, 2025 staff report and budget documentation, it was later identified that the previously stated Measure U revenue estimate of $973,000 was based on assumptions made in late March and early April. These assumptions reflected preliminary inaccurate interpretations of the ½ cent versus ¼ cent sales tax and the anticipated proceeds from the County agreement. After further internal review and clarification, the projected revenue has been updated to $1,125,000. The revised projection is based on the City receiving the second ¼ cent authorized by Measure U (through and agreement with the County) for only the first six months of the fiscal year. This is a conservative projection and the Council may choose to revise the budget to reflect receipt of the second ¼ cent for the entire fiscal year. The breakdown below outlines how this revised figure was determined.

Staff recognizes that the previous assumption and this updated projection may have caused some confusion. We appreciate the public’s patience as we work to ensure the budget reflects the most current, accurate and transparent budget information available.

The adopted Measure U policy provides that 40% of the revenue from Measure U should be spent on roads, streets, drainage, and parks. Staff understands those categories to be examples of permissible infrastructure spending under the policy, and not an exhaustive list. The City Council may clarify if its intent was for those categories to be an exclusive list.

Key Aspects of the Budget:
x Revenue Sources: The budget continues to include one-time revenues generated from increased development activities. These funds are crucial in sustaining essential city services. However, this one time can’t be sustained and count for in future years.
x Revenue Assumptions: The revenue projections are based on a balanced approach, neither overly Agenda Item Number 5
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conservative nor aggressive. They reflect the best estimates of anticipated income for FY 2024-25, incorporating historical data to provide a reliable average where applicable. x Expense Management: The budget carefully allocates resources to ensure the effective delivery of city services. This includes funding for public safety, parks and recreation, and general government operations.
x Flexibility and Responsiveness: The General Fund's flexibility allows the city to adapt to changing needs and priorities, ensuring that resources are allocated effectively to address both immediate and longterm goals.

By managing the General Fund prudently, the City’s objective is to sustain its operations, invest in community improvements, and uphold its commitment to fiscal responsibility. The proposed budget serves as a strategic plan to enhance the quality of life for residents while maintaining financial stability.

On the expenditure side, the proposed budget includes the following measures:

1. Salary Savings: Salary savings are an important aspect of financial planning and budgeting, allowing organizations to account for vacancies, turnover, and temporary assignments. Based on history, the City has realized vacancy savings well in excess of 4%. The FY 25-26 budget assumes 3% salary savings to account for positions in the process of being filled and such savings spread proportionately across all departments.

2. City Council Budget: The Budget Committee has recommended that the City Council establish clear guidelines for the allocation and management of travel funds for Council members. To address this, staff is recommending that the City Council discuss the proposed policy during the budget deliberations. The intent of the policy is to promote transparency and accountability in how travel funds are allocated and used by Councilmembers. In light of past concerns around consistency and equitable access to these resources, the policy also aims to establish clear guidelines that ensure all members have fair opportunities to participate in travel and training activities. By setting clear expectations and procedures, the City can help keep spending on track and make it easier for everyone to understand how decisions are made.

3. Police Department Position: One position in the Police Department will remain vacant and unfunded.

This position was not funded in FY24-25 and will continue to be unfunded in FY25-26. Consequently, there will be no budgetary savings from this position. If and when this position is restored, the cost to the general fund will be $165,000.

4. Public Works Laborer Position: One vacant and unfunded Laborer position in Public Works will remain unfilled. The Public Works department is already operating below ideal staffing levels. Not funding this position will further reduce the department's ability to perform landscape beautification, negatively impacting the city's appearance. Keeping this position vacant results in a savings of $104,645.

5. Maintenance and Replacement of City Assets: The budget does not fully fund the maintenance and replacement of city assets, such as streets, parks, buildings, and drainage systems. Maintaining these assets requires approximately $1 million annually. However, we are allocating $375,000, which is close to 40% of the anticipated revenue from Measure U, for these purposes, in accordance with the Council policy discussed in the budget message.

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The following contracts are recommended for a 60-day extension to ensure uninterrupted services beyond their current expiration date of June 30, 2025:

1. Holly Hansen

2. Marin IT

3. Phillips Seabrook Associates

4. GHD

5. Stone Creek Environmental
Staff recommends that the City Council authorize the Acting City Manager to execute these extensions. Once the new budget is adopted, the contracts will return to Council as consent items for approval for the remainder of the fiscal year.

The proposed budget reflects the diligent work and recommendations of the Budget Committee, which includes Councilmember Sandra Maurer and Councilmember Phill Carter. The City Council has consistently emphasized the importance of financial sustainability and transparency. In line with this commitment, the Budget Committee began its work in December 2024, scheduling and conducting monthly meetings to thoroughly review and discuss the budget.

The Budget Committee has shown a strong commitment by dedicating significant time to the review process.

So far, the Committee has held 14 meetings, totaling over 22 hours of discussion. Each meeting has focused on key parts of the budget and related financial matters, policy considerations, long term fiscal planning and ensuring transparency, accountability, and alignment with the City Council goals and priorities.

Throughout these meetings, the Budget Committee has worked closely with city staff to ensure that the budget aligns with the city's strategic goals and fiscal policies. The Committee's efforts have been instrumental in shaping a budget that not only addresses immediate needs but also positions the city for long-term financial health.

The City Council will continue to review and refine the budget, with the possibility of additional special meetings if necessary, to ensure that the final budget is comprehensive and well-considered before adoption. This process underscores the Council's commitment to responsible fiscal management and community engagement in the budgeting process.

CITY COUNCIL GOALS/PRIORITIES/ AND OR GENERAL PLAN CONSISTENCY:

This agenda item represents the City Council goals/priorities as follows:

Goal 5 – Long Term Financial Sustainability - Achieving Greater Fiscal Responsibility and Long Term Fiscal Sustainability
Action Plan 1 – Balanced Budget - To achieve a balanced budget, review the current financial status and set clear goals. Explore new revenue sources and reduce non-essential spending. Regularly monitor and adjust the budget, plan long-term, and update financial policies. This ensures financial stability and sustainability.

This agenda item represents the City Council General Plan Consistency (if applicable): N/A FISCAL IMPACT:

The impact of the Proposed Budget is discussed in the budget message at the beginning of the budget document.

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COMMUNITY OUTREACH:

This item has been 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. The City has also used social media to promote and advertise the City Council Meeting Agenda Items.

As of the writing of this agenda item report, the City has previoulsy received 25 public comments and those comments have been posted to the City’s website. However, if staff receives additional public comment from interested parties following the publication and distribution of this agenda item report, such comments will be provided to the City Council as supplemental materials before or at the meeting.

RESTATED RECOMMENDATION:

That the City Council take the following actions:
x Review and Consideration: Review and consider the proposed operating budget for Fiscal Year 2025-

26. This step involves a thorough examination of the budget details, including revenue projections, expenditure plans, and funding allocations for various departments and projects. x Public Hearing: Hold a public hearing to gather community input. This provides an opportunity for residents to voice their opinions, concerns, and suggestions which may help shape the final budget. x Comments and Direction: Following the public hearing, provide comments and direction to staff on budget allocations. This may include adjustments to funding priorities, reallocation of resources, or other modifications based on the feedback received and the Council's deliberations. The City Council also has the option to either adopt the FY25–26 budget this evening or extend the current FY24–25 budget allocations for an additional 60 days.
x Budget Adoption Options: The City Council has the following options:
x Option A: Adopt a resolution to extend the use of Fiscal Year 2024–25 operating funds into Fiscal Year 2025–26 for a period of 60 days, through August 31, 2025. This ensures continuity of municipal services and extends several contracts set to expire on June 30, 2025. Once the new budget is approved, these contracts will return to the Council for approval as consent items.
x Option B: Adopt the FY25–26 budget this evening and the following related resolutions:
x Adopt a resolution of the Council of the City of Sebastopol adopting the budget for fiscal year 2025-26 and making appropriations for amounts budgeted. x Adopt a resolution of the Council of the City of Sebastopol determining and establishing the City’s Appropriations Limit for the fiscal year 2025-26. x Adopt a resolution of the Council of the City of Sebastopol for the expenditure plan for Supplemental Law Enforcement Services (SLESF) funding for the fiscal year 2025-26.

CITY COUNCIL OPTION(S):

The City Council can reallocate funds within the budget, request additional information, or take other actions as it deems appropriate.

ATTACHMENT(S):

1. Resolution to extend the allocation of the fiscal year 2024-25 operating funds

2. Resolutions for adopting the fiscal year 2025-26 operating budget and associated budget related actions

3. Proposed FY 25-26 Operating Budget
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APPROVALS:

Department Head Approval: Approval Date: __5/19/25____
CEQA Determination (Planning): Approval Date: __5/19/25____ The proposed action is exempt from the requirements of the California Environmental Quality Act (CEQA) Administrative Services/Financial Approval: Approval Date: 5/19/25______ Costs authorized in City Approved Budget: ܆ Yes ܆ No 5 N/A Account Code (if applicable) _______________________
City Attorney Approval: Approval Date: __6/10/25__
Acting City Manager Approval: Approval Date: __6/9 /25__ Agenda Item Number 5 Agenda Item Number 5
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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 2025-26
WHEREAS, the City currently does not have an annual budget for Fiscal Year 2025-26; 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 2025-26 Budget will be adopted on July 15, 2025; and 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 2025-26. Such expenditures shall be based upon the allocation of fiscal year 2024-25 operating funds.

Section 2. The City Manager is authorized to continue City operations, including payroll and purchase of necessity in order to keep the City in operation, in the amount of $3,888,000.

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

IN COUNCIL DULY PASSED this 17th day of June, 2025.

Ayes:

Noes:

Absent:

Abstain:

APPROVED:__________________________
Mayor Stephen Zollman

ATTEST: _____________________________________________
Mary Gourley, MMC, Assistant City Manager / City Clerk
Approved as to Form: _____________________________________________ Alex Mog, City Attorney
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RESOLUTION NO________

RESOLUTION OF THE COUNCIL OF THE CITY OF SEBASTOPOL APPROVING AND

ADOPTING THE OPERATING BUDGET FOR THE CITY OF SEBASTOPOL FOR FISCAL YEAR 2025-26
______________________________________________________________________ WHEREAS, the Budget Committee has reviewed and the Acting City Manager has recommended and submitted to the City Council a proposed operating budget for the City of Sebastopol for the fiscal year 2025-26; and
WHEREAS, the City Council held a public hearing to consider the operating budget on June 3, 2025, which was continued to June 17, 2025,; and WHEREAS, the Council has extensively considered the expenditures provided in the proposed Budget, together with any revisions;
NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of Sebastopol that the proposed operating budget for Fiscal Year 2025-26, is hereby approved and adopted as the operating budget for the City of Sebastopol for fiscal year 2025-26.

IN COUNCIL DULY ADOPTED this 17th day of June, 2025.

Ayes:

Noes:

Absent:

Abstain:

APPROVED:__________________________
Mayor Stephen Zollman

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RESOLUTION NO________

RESOLUTION OF THE COUNCIL OF THE CITY OF SEBASTOPOL

ESTABLISHING THE APPROPRIATIONS LIMIT FOR THE
CITY OF SEBASTOPOL FOR THE 2025-26 FISCAL YEAR

PURSUANT TO ARTICLE XIII B OF THE CALIFORNIA CONSTITUTION _____________________________________________________________________________

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Sebastopol:

IN COUNCIL DULY PASSED this 17th day of June, 2025.

Ayes:

Noes:

Absent:

Abstain:

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RESOLUTION NO. _____________

RESOLUTION ADOPTING THE EXPENDITURE PLAN FOR SUPPLEMENTAL LAW

IN COUNCIL DULY APPROVED AND ADOPTED this 17th day of June, 2025.

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

City of Sebastopol Council:

VOTE:

Ayes:

Noes:

Absent:

Abstain:

Approved: _______________________________
Mayor Stephen Zollman

ATTEST:______________________________________________________________ Mary Gourley, MMC, Acting City Manager | Assistant City Manager | City Clerk Approved as to Form: _____________________________________________ Alex Mog, City Attorney
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CITY OF SEBASTOPOL
FISCAL YEAR 2025 - 2026 BUDGET
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Meet the City Council
Term Expires - November 2028 Term Expires - November 2026 Term Expires - November 2026
Term Expires - November 2028
Neysa Hinton Sandra Maurer
Jill McLewis, Vice Mayor
Phill Carter
Sebastopol
Stephen Zollman, Mayor
Term Expires - November 2026
Stephen Zollman, Mayor
Term Expires - November 2026 Term Expires - November 2026 Jill McLewis, Vice Mayor
Term Expires - November 2028
Phill Carter
Term Expires - November 2028
Neysa Hinton
Term Expires - November 2026
Sandra Maurer
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CITY OFFICIALS
City Council:

Stephen Zollman, Mayor
Jill McLewis, Vice Mayor
Phill Carter, Councilmember
Neysa Hinton, Councilmember
Sandra Maurer, Councilmember
City Staff (Support):

Acting City Manager ………………..………………………………Mary Gourley
City Attorney ……………………………………………………… Alex Mog (Contract) Assistant City Manager | City Clerk ......................................... Mary Gourley Administrative Services Director .................……………………. Ana Kwong Building Official ............…………………………………………… Steve Brown (Contract) Community Development Director...…………………………… Emi Theriault Director of Public Works/City Engineer...................................... Mark Rincon-Ibarra Police Chief ..........................................………………………… Sean McDonagh Advisory Commissions or Committees:

Planning Commission
Design Review Board
Public Arts Committee
Climate Action Committee
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A - INTRODUCTION
City Manager Budget Message 1-12
Goals and Priorities 13-31
Budget Timeline 32
Citywide - All Fund Revenue | Expenditure 33
Citywide - Transfers In | Out 34
GFOA Budget Presentation Award 35
Organizational Charts 36-37
Statistics 38

B - GENERAL FUND
General Fund Financial Schedule 39
General Fund Revenues Detailed 40-41
General Fund Transfers 42

C- DEPARTMENT SUMMARIES
Departmental Budgets
10 - City Council 43-46
11 - City Manager 47-50
12 - City Attorney 51-53
13 - Assistant City Manager | City Clerk 54-60
14 - Administrative Services (Finance) 61-65
21 - Community Development 66-70
22 - Building 71-74
31 - Fire 75-79
32 - Police 80-85
41 - Public Works | Engineering 86-105
40 - Senior Center 106-108
42 - Community Cultural Center 109-111
43- Ives Pool 112-114

D - NON DEPARTMENTAL
00 - Non Departmental Budget 115-117
Debt Service Narrative 118
Debt Service Schedules 119-121

E - OTHER NON-MAJOR FUNDS
Buildings, Facilities & Infrastructure Reserve Fund 122-123 Vehicle, Equipment & Technology Reserve Fund 124-125
Pension and OPEB Fund 126
Non Major Fund Narrative 127
Tree Replacement Fund 128
Permit Technology Fund 129
Street Pavement Reserve Fund 130
Vehicle Abatement Fund 131
Flood Mitigation Fund 132-133
Police Endowment Fund 134

F - SPECIAL REVENUE FUND
Special Revenue Fund Narrative 135-137
Special Revenue Fund Summary 138
Gas Tax Fund 139-140
Measure M Transportation Tax Fund 141-142
Measure M Parks Tax Fund 143-144
Art in Lieu Fund 145
Housing Linkage Fund 146
Inclusionary Housing Fund 147
Building Incremental Fund 148-149
Downtown Improvement District Fund 150
General Plan Update Fund 151-152
FY25-26 Proposed Budget

TABLE OF CONTENTS
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FY25-26 Proposed Budget

TABLE OF CONTENTS

F - SPECIAL REVENUE FUND
Supplemental Law Enforcement Service Fund 153
Asset Forfeitures Fund 154
Transportation Grant Fund 155-156
Park In Lieu Fund 157-158
Traffic Impact Fee Fund 159-160
Underground Utilities Fee Fund 161
Community Development Block Grant Fund 162-163
Road Maintenance & Rehabilitation Fund 164-165
General Governmental Facilities Fee Fund 166
Fire Facilities Fee Fund 167
Stormwater Facilities Fee Fund 168
Human Services & Community Fund 169
Wellness/Mental Health Fund 170
Go Sonoma Roads Fund 171-172
Selective Traffic Enforcement Program (STEP) Fund 173
Measure H - Fire Services Fund 174

G - INTERNAL REVENUE SERVICE FUND
Insurance Fund 175-176

H - ENTERPRISE FUND
Water/Wastewater Narrative 177
Water Fund 178-183
Wastewater Fund 184-190
Streets Lighting District Budget 191

I - CAPITAL IMPROVEMENT PLAN
Table of Contents 1-3
Global Summary Report 4
CIP Detail 5-59

J - FINANCIAL FORECAST & OTHERS
Financial Forecast Model 192
Vehicle Replacement List 193-194
Authorized Position -Full Time Equivalent (FTE) Staffing List 195-197 City Membership/JPA Listing 198
Appropriations Limit Worksheet 199

K - CITY COUNCIL POLICIES
Financial Policy 200-207
Purchasing Policy 208-262
Investment Policy 263-269
Capitalization Policy 270-273
Vehicle, Travel & Reimbursement Policy 274-285
Budget Committee Policy 286-287

L - GLOSSARY
Financial and Budget Terms Glossary 288-290
Fund Structure Chart 291
Description of Funds 292-295
Budget Adoption & Other Resolutions 296-297
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June 17, 2025
Honorable Mayor, Councilmembers, and members of the Sebastopol Community, I am pleased to present the budget for Fiscal Year (FY) 25-26, which has been developed based on the thorough recommendations of the budget committee. Both the staff and the committee have meticulously reviewed the financial implications of this budget. After careful consideration, they have determined that this approach aligns with our fiscal goals and constraints. This collaborative effort ensures that our financial planning is robust and prudently sound, setting us on a path to achieve our objectives efficiently and effectively.

As we continue that journey, this budget reflects a commitment to spending the public’s dollars thoughtfully and strategically. I have done my best to bring forward a budget to the committee that reflects the full council priorities. It serves as a financial plan, a communications tool, and a primer on the City’s operations. This budget reflects significant progress in addressing our financial challenges. Yet the challenges remain notable – we remain vigilant and working toward achieving true financial sustainability.

On April 1, 2025, the City Council conducted a goal-setting workshop to establish objectives that are fundamental to effective governance. This workshop was a collaborative effort, incorporating input from the public, City Councilmembers, and staff. The final report and next steps were presented at the City Council meeting on April 15, 2025. During the workshop, the Council identified goals for staff to review and determine their feasibility for completion by the June 2026 deadline.

The Council established six key goals:

1. Community Vitality

2. Public Safety

3. Infrastructure

4. High Performance Organization

5. Long Term Financial Stability

6. Economic Development
The City Council plays a crucial role in setting the overarching vision for the City by adopting guiding principles and goals that reflect community values and priorities. These goals provide a framework for decision-making across all levels of City government, ensuring alignment in policies and initiatives. Through the structured goalsetting process in April 2025, the Council established a unified direction for the City's future, building consensus around key projects and policy priorities that impact residents, businesses, and the broader community.

City management is instrumental in implementing this vision. Guided by the Council’s established goals and principles, City management sets operational priorities, directs departmental work activities, and proposes allocations for both staffing and financial resources to support the City’s strategic objectives. This collaborative approach ensures that the City's initiatives are well-coordinated and effectively address the needs and aspirations of the community.
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Types of Funds: This budget includes four types of operating funds:
a. General Fund: This is the City’s primary operating fund. It funds most core City services, and the City Council has great flexibility in its use. It accounts for sources and uses of resources that (primarily) are discretionary to the City Council in the provision of activities, programs and services deemed necessary and desirable by the community. It accounts for all general revenues of the City not specifically levied or collected for other City funds, and the related expenditures. The major revenue sources for this fund are sales taxes (including the voter-approved tax rates from Measures U), property taxes, franchise fees, business license fees, unrestricted revenues from the state, fines and forfeitures, and interest income. Expenditures are made for community development, parks, public safety (including police and fire), public works, and other services.
b. Enterprise Funds: These funds include activities that typically operate as independent enterprises, or businesses. They have their own sources of funding, which must be used to support those activities.

Enterprise funds are used to account for self-supporting activities that provide services on a usercharge basis. For example, many cities provide water treatment and distribution services to their residents. Users of these services pay utility fees, which the city deposits in a water enterprise fund.

Expenditures for water services are charged to this fund. Wastewater is another example. The Water and Wastewater funds are Sebastopol’s enterprise funds. c. Special Revenue Funds: These are funds to account for particular sources of revenue and related expenses. Unlike enterprise funds, the users of the funded services are not typically charged for the full cost of services. Special revenue funds are used to account for activities paid for by taxes or other designated revenue sources that have specific limitations on use according to law. For example, the state levies gas taxes and distributes some of these funds to cities and counties. A local government deposits gas tax revenue in a special fund and spends the money for street and road-related programs, according to law.
d. Debt Service Funds: These funds accumulate assets, or funds, usually from operating funds for repayment of long-term debt. Debt service for a city government is the money needed to pay back the principal and interest on debt over a specific time period. Example of Debt payments include the Energy Project Lease Payment of $375,000.

Budgetary Highlights: We are submitting a balanced budget, as directed by the Council at their April 1 goal setting session. Overall, the budget reflects a modest surplus of $148,000. While this amount may seem insignificant, it is noteworthy because it represents a significant improvement from the $698,000 adopted budgeted deficit of FY 24-25. Closing such a substantial gap in just one year is a challenging feat. This budget demonstrates that we have made considerable progress in addressing the deficit, but it also highlights the need for continued efforts to ensure Sebastopol's long-term sustainability, especially since we are again relying on one-time, non-recurring revenue sources such as building fees.

Budget Projections: Preparing the budget includes projecting revenues and expenses. We make these projections based on the best available information on prior revenues and expenses, and assumptions about economic projections and their consequences. As with any document looking ahead up to a year, there is inherent uncertainty in our estimates. If needed, the City Council can revisit the budget during the Fiscal Year and make adjustments.

We now provide quarterly financial status reports on the General Fund and Enterprise Funds, enabling the City Council and the public to regularly review the status of these budgets and understand the reasons behind any significant changes. This initiative is part of our ongoing efforts to enhance financial transparency and strengthen financial management. Additionally, it empowers the Council to make timely adjustments and 2 Agenda Item Number 5 Agenda Item Number 5
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course corrections throughout the Fiscal Year. Starting in 2024 the City hired the consulting firm Baker Tilly to develop a long-range forecasting model to help identify financial trends and assist with the development of sustainable budgets over time. This valuable financial planning tool will be updated annually to help guide the budget process.

The FY 25-26 Budget continues to reflect a comprehensive and collaborative effort to understand financial forecasts, assess community needs, balance competing priorities, and make difficult decisions. Sebastopol is fortunate in that it has a dedicated workforce and an informed and engaged community providing worthy ideas and thoughtful discussion toward improving the work that we do and the services we offer. Choosing how best to allocate the City’s limited funding is a daunting task.

General Fund - Fiscal Outlook: We are projecting General Fund revenues of $15,315,000, which represents an increase of $1,173,000 from the adjusted FY 24-25 budget. While agencies typically estimate revenues conservatively to mitigate the risk of shortfalls, our projections are balanced and based on our best estimates from key sources such as property taxes and sales taxes. These projections are designed to be realistic, avoiding both undue optimism and excessive pessimism.

Key factors in the projected increase in revenue shown in the following chart:

OPERATING REVENUE
FY24-25
Adjusted
Budget
FY25-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs
Adjusted
Budget
% Change
Proposed vs
Adjusted
Budget
Property Tax 3,660,000 3,689,105 29,105 0.8%
Sales Taxes 4,563,925 5,755,700 1,191,775 26.1%
Transient Occupancy Tax 519,000 534,500 15,500 3.0%
Licenses & Permits 1,442,500 1,244,000 (198,500) -13.8% All Others 1 4,091,413 3,955,987 135,426 3.4%
Total Projected Revenue 14,141,412 15,314,718 1,173,306 8.3% 1 Utility User Tax, Franchise Fees, Fines & Special Assessment, Intergovernmental, Interest & Rents, Charges for Services, Miscellaneous, Transfers

While there has been discussion in the media surrounding tariffs and how they can lead to higher sales tax revenues due to increased prices of imported goods, the overall impact on sales tax revenues depends on various factors. These factors include consumer behavior, business adjustments, and broader economic conditions. Since we do not have enough data to analyze such impacts comprehensively, it is challenging to draw definitive conclusions at this time. As more information becomes available and further research and data collection provide a clearer picture of these dynamics, staff will provide updated analyses and recommendations to ensure informed decision-making.

Measure U
Sebastopol voters approved Measure U in November 2024, a ½ cent sales tax to maintain services funded by the General Fund. The Council adopted a policy in the use of Measure U funds, which included the following:

1. 40% of the revenue shall be allocated for maintaining and repairing City roads, streets, drainage, and parks.

2. Sufficient revenue shall be allocated for maintaining public safety, including retaining existing Police Department staffing levels and providing sufficient funding for fire services after the reorganization of such services with the Gold Ridge Fire Protection District.

3. If there is sufficient revenue allocated for items 1 and 2 above, the remaining revenue will be allocated to maintain Sebastopol’s City services such as 911 emergency medical/police/fire response, 3 Agenda Item Number 5
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wildfire/emergency preparedness, maintenance of streets/roads, parks/trails, library, youth and senior services, retaining/attracting local businesses, and for general government use.

When fully implemented, we expect Measure U to generate $1.5 million in revenue. However, because of a competing tax measure, in the long run we may receive only half of that amount, revenue from a ¼ rather than ½ cent sales tax increase. We are looking to our State legislators to address this issue so that we receive the full amount. We look forward with hope for a beneficial decision from the State. In the meantime, we were successful in appealing to the County to receive the full ½ cent amount until a resolution is reached.

The Measure U breakdown by fiscal year as follows:

1. April–June 2025 (Last Quarter of FY24-25)
a. Projected Revenue: $375,000
b. 40% policy put in to Building, Facilities and Infrastructure: ($150,000) c. Remaining funds to be used for operation: $225,000

2. FY25-26 (July 2025 – June 2026)
a. Projected revenue: $1,125,000
b. First half (Jul–Dec 2025): $750,000
i. ¼ cent guaranteed by the State
ii. ¼ cent temporarily supported by the County
c. Second half (Jan–Jun 2026): $375,000
i. Based on a ¼ cent guaranteed by the State
ii. Awaiting confirmation from State legislators
The 40% policy of projected revenue allocated to Building, Facilities & Infrastructure: $450,000 a. The fund is earmarked for the following projects:
i. $200,000 – Street pavement projects
ii. $150,000 – Emergency Operations Center (EOC)
iii. $25,000 – Partially funded fueling station upgrade at the Corporation Yard iv. $75,000 – Remaining funds yet to be determined
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The remaining funds of $675,000 is to be used for essential city services.

While a balanced budget is a significant milestone, it comes with substantial reductions. These include:
a. Not filling a vacant Laborer position in Public Works. This position helps to maintain City parks, streets, sidewalks, and buildings. The Public Works staffing is already below ideal levels. Not funding this position will exacerbate that situation by reducing the department’s ability to perform landscape beautification which in turn will affect the appearance of the City. Leaving it vacant saves ($104,645). b. Not fully funding the maintenance and replacement of City assets, such as streets, parks, buildings, and drainage systems. It takes about $1 million/year to maintain what we currently have. We are allocating $450,000 or 40% of the anticipated revenue from Measure U for these purposes, per the Council policy discussed (above).

Salary Savings: Salary savings are an important aspect of financial planning and budgeting, allowing organizations to account for vacancies, turnover, and temporary assignments. Based on history, the City has realized vacancy savings well in excess of 4%. The FY 25-26 budget assumes 3% salary savings to account for positions in the process of being filled and such savings spread proportionately across all departments.

Unfunded Accrual Liability (UAL) represents the portion of a pension plan's liabilities that are not covered by plan assets. Essentially, it is the difference between the total projected benefits owed to employees and the assets currently available to fund those benefits. Changes in the UAL occur as the age and number of plan members changes and when the pension plan gains less or more from its investments than it has projected.

The UAL is considered an employer's debt and is used to assess the funded status of a pension plan. The annual amount of the UAL is determined by an actuarial study that the City receives from CalPERS. There are two separate pools, the safety plan (Police and Fire) and the miscellaneous plan (all other employees). The safety plan is directly charged to Police and Fire as it is based on local safety employees only and is incurred as their UAL. Miscellaneous plan UAL is allocated among non-safety employees based on the percentage of salary cost in each department.

Insurance: The City is part of a joint powers authority (JPA) risk pool. Each year, the California Intergovernmental Risk Authority (CIRA) determines the premiums for various types of insurance, and the City of Sebastopol budgets accordingly. These premiums cover claims such as workers' compensation, personal liability, and property insurance. Each department is allocated a portion of these premiums to cover costs, regardless of whether they have filed any claims. The allocation method is as follows: workers' compensation is based on the total salary of the department, and liability is based on the department's expenses from the previous year. This process, known as allocated insurance, is noted in the budget line items to ensure that each department 5 Agenda Item Number 5
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contributes its fair share to the insurance expenses based on an established method. It's a structured approach to managing insurance costs, ensuring that each department pays proportionately to the city's overall insurance expenses. The following table shows the increase in various types of insurance that the City must pay:
x Medical insurance: 14%
x Dental insurance: 7%
x Workers' Compensation: 8%
x General* Liability: 21%
*General Liability insurance includes property and vehicle, cyber and safety risk, and environmental pollution.

Cost Allocation Plan (CAP): During FY 23-24, a professional consultant prepared a comprehensive Citywide Indirect Cost Allocation Plan (CAP) for the City of Sebastopol. This plan developed interfund charges for central services, which have been applied in the budget for FY 24-25. These charges are cost-based transfers from Enterprise Fund to reimburse the General Fund for centralized oversight, management, administrative, and support services that benefit departments and funds across the City's organization. The CAP identified allocable support departments within the City's accounting structure, analyzed expenditures, and assigned costs to create an allocable cost pool. This pool was then distributed Citywide, resulting in each department's proportionate share of the allocated costs. The outcomes of this plan informed the interfund charges budgeted within certain non-General funds to reimburse the General Fund for appropriate costs of service.

The CAP is now updated annually as part of the budget development process. Based on factual data analyzed from the FY 24-25 CAP, in the FY 25-26 budget, the CAP allocation transfers $34,000 more from Fund 500 Water and Fund 510 Wastewater to the General Fund to cover central management and support services.

City Fleet: The City’s fleet of vehicles is aging, and this situation necessitates a significant financial investment to renew the fleet over the next three years. To better manage the fleet, staff are recommending issuing a request for proposal for fleet management services. This would provide a means to acquire vehicles and retire them at their peak residual value. This type of fleet management provides an optimal financial method of keeping the City’s fleet operational without an undue financial burden in any one year.

General Fund Balance and Reserves: The budget will increase the unassigned General Fund balance to $4,192,000, which represents 27.6% at the 15% reserve level. The City's policy is to maintain a minimum of 15% of annual expenditures in the available, or unassigned, General Fund balance, with a goal of reaching 20%.

These funds are crucial for emergencies, such as natural disasters, and for addressing unanticipated shortfalls in revenues or unexpected increases in expenses.

Our current financial stability has been largely maintained through reliance on non-sustainable funding sources, such as the temporary increase in building fees. This strategy has allowed us to keep the General Fund balance at an acceptable level without the need for drastic budget cuts. Presently, the balance stands at 27.6%, which is above the City's policy levels. However, it is important to note that the one-time revenue from building fees is not expected to continue at the current level. Consequently, we are projecting a return to a $1.4 million deficit in the next fiscal year.

If there are no significant changes in our revenue streams or expenditure patterns, the current forecast suggests that the reserve level may dip below the minimum threshold of 15% within the next three fiscal years, specifically by FY28-29. The following chart shows the projected General Fund balance (including pension trust balance) over the next ten years. It’s important to note that this is a baseline forecast and does not yet account for potential revenue from the Barlow Hotel or the additional ¼ cent sales tax, of which we are waiting for the opinion form the Attorney General. While the baseline projection below does raise concerns, it is based on the best information available at this time and includes several unknowns. Rather than signaling an immediate fiscal crisis, it highlights the importance of maintaining cautious to ensure long-term stability. 6 Agenda Item Number 5
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Retaining Positions: This budget illustrates the City’s commitment to valuing our staff and community through retaining many of the existing positions, along with the related wages and benefits. However, to achieve a balanced budget, certain adjustments are necessary. As a result, two positions will remain frozen. This budget does not include funding for one Police Officer and one Laborer.

Changes in Department Budgets: The section below summarizes the most significant changes in the budgets for each Department.

City Council: (detailed budget can be found on pages 43-46) The City Council Budget has experienced a decrease of $17,000, or 8.5%. This reduction is attributed to a variety of factors, including fluctuations in health benefits costs and adjustments in contracted services for video editing. These adjustments are part of security measures implemented to prevent unwanted interruptions during Zoom meetings. Additionally, there has been an increase in ongoing community support initiatives, such as shuttle fare subsidies and allocated insurance costs, which are beyond the City's control.

The Budget Committee has recommended that the City Council establish clear guidelines for the allocation and management of travel funds for Council members. To address this, staff will present a recommended policy for discussion during the upcoming budget deliberations. This policy aims to ensure transparency and accountability in how travel funds are distributed and used, promoting responsible financial management within the Council.

City Manager: (detailed budget can be found on pages 47-50) The City Manager Budget has seen a reduction of $193,000, or 24.9%. This decrease is due to several factors, including adjustments in health benefits costs and an increase in recruitment services. Additionally, funds have been allocated for attendance at the International City/County Management Association (ICMA) conference, which offers local government leaders a valuable opportunity to network, share knowledge, and discuss best practices in local government management. The most notable reduction, however, is in the contracted services line item, as the support for the new garbage hauler has been completed.

In October 1, 2024, the City launched a pilot initiative in partnership with Analy High School and Santa Rosa Junior College to support the Early College Capstone Internship Program. This program proved to be a meaningful success, offering students—particularly those still exploring potential career paths—an opportunity to gain firsthand exposure to professional environments. To continue fostering these early career development opportunities, the City has allocated $5,000 in the upcoming budget to sustain and grow this effort. 7 Agenda Item Number 5
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City Attorney: (detailed budget can be found on pages 51-53) This budget reflects a modest decrease of $4,150, or 0.6%, with no notable changes aside from CPI-based adjustments to the City Attorney contract.

Assistant City Manager | City Clerk: (detailed budget can be found on pages 54-60) The overall budget has decreased by $7,000, representing a 1.4% reduction. This change is primarily attributed to a $30,000 decrease in election-related expenses. However, this reduction was partially offset by a $4,600 increase in spending on conferences and training initiatives, reflecting a continued investment in professional development. Other budget categories remained relatively stable, with no additional notable changes observed.

Administrative Services: (detailed budget can be found on pages 61-65) The overall budget for the upcoming fiscal year reflects a modest increase of $19,000, or 1.3%. While most line items remain consistent with the prior year, the most notable change is a $51,000 (12.2%) reduction in contracted services. This decrease is primarily attributed to the completion of previously budgeted compensation and staffing studies, which are no longer recurring expenses. At the same time, benefit costs have risen, largely due to increased insurance premiums To improve cost efficiency, the Budget Committee recommends transitioning from an annual $6,000 cost allocation plan update to a bi-annual schedule. In off years, the same amount—adjusted for CPI as determined during the user fee update.

Community Development: (detailed budget can be found on pages 66-70) The proposed budget reflects an increase of $61,000, or 9.6%, primarily due to staffing changes and benefit coverage category changed. The hiring of a Community Development Director and bargaining group cost of living adjustment accounts for a net salary increase of $41,860 compared to the prior year. Additionally, staffing reimbursements totaling $87,000 are projected to offset staffing costs associated with grant-funded projects.

Work Plan prioritization and full use of reimbursable funds would be equivalent to 400 hours staff time based on an average split of work between the Director and Associate Planner hourly rates for FY26 with full focus on these reimbursement-based projects (Remaining STG, PDA, and Barlow Hotel Developer Deposit funds). The budget also proposed training budget of $5,400 ensuring two members of department staff and two members of Planning Commission receive leadership training. This is key to ensuring the City is compliant with everchanging land use laws and State mandates related to Housing and Environmental review (CEQA and NEPA where appropriate) and will help the City maintain its local control over land use review matters and related legal costs where possible.

To support and explore the potential of economic gardening as a tool for fostering sustainable, locally driven economic development, the budget also includes a $3,000 allocation to support an economic gardening initiative, which will fund a single workshop aimed at helping local small businesses grow and thrive. This workshop will focus on providing targeted resources, strategic guidance, and peer networking opportunities for entrepreneurs looking to scale their operations.

Building: (detailed budget can be found on pages 71-74) The proposed budget reflects a $133,000 increase (43.6%), primarily due to staffing changes following the Fire Department’s reorganization. Previously, the Building Department shared an administrative support position with the Fire Department, splitting costs 50/50. With the Fire Department’s consolidation into the Gold Ridge Fire District, the full cost of that position has shifted to the Building Department. Contracted services decreased by $10,000 due to the discontinuation of the US Geological flood gauge contract.

In the upcoming fiscal year, the City intends to issue a Request for Proposals (RFP) to conduct a comprehensive impact fees study. A budget allocation of $70,000 has been designated to support this effort. Conducting such 8 Agenda Item Number 5
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studies every five years is considered best practice, ensuring that impact fees remain fair, data-driven, and aligned with current development trends and infrastructure demands. The most recent study was completed in 2021, making this an ideal time to revisit the analysis and update the fee structure based on the latest growth projections, cost assumptions, and community priorities.

On the revenue side, the Building Department continues to collect building permit fees, with FY 2025–26 projections boosted by the second phase of the Canopy project. This is in addition to the City’s typical $400,000 in annual permit revenue.

While the City has averaged fewer than one new home per year over the past decade, over 40 new homes are expected in the upcoming fiscal year—driven largely by the Canopy development. This surge is anticipated to taper off by year three, returning to normal residential construction levels.

Fire Services: (detailed budget can be found on pages 75-79) The fire budget reflects a net decrease of $301,000 or 19.6% compared to the previous year. This reduction is primarily due to the budget's design, which maintains the annual payment to Gold Ridge as part of the fire consolidation agreement. This approach ensures that our fire services remain integrated and efficient.

Additionally, the fire budget includes expenses for paying past service obligations, which are essential for honoring previous commitments.

Key changes in the budget include:
x A $320,000 decrease in salary and benefits due to consolidation. x A $347,000 increase in contracted services, attributed to the annual payment to Gold Ridge per the agreement.
x A $328,000 decrease in other expenses, such as vehicle maintenance, utility costs, allocated insurance shares, minor capital outlay, and equipment purchases.
x The City pays Gold Ridge $1,100,000 plus the pass-through of an estimated $40,000 in fire inspection fees.

Police: (detailed budget can be found on pages 80-85)
The budget has increased by $232,000 or 4.3%. The most significant changes are:
x $118,000 increase in salaries and benefits for full-time employees in the FY 25-26, which is currently offset by a $112,000 in salary savings from vacancies in the department. x A 182% increase in Sonoma County Jail booking fees has necessitated an increase of $10,000 to be allocated to the respective police department booking fees budget. x $5,000 decrease to a total of $15,000 with the removal of cooling center operations from within our budget, focusing on only providing warming centers when weather conditions call for it. x $12,000 increase to fund vital police officer recruitment costs to address staffing shortages that are impacting overtime costs.
x $6,500 increase in training costs essential to equip recent hires with necessary skills. x The original $20,000 budgeted in FY 2024–25 for the EOC assessment was not used and is now being combined with an additional $20,000 allocated for FY 2025–26—bringing the total to $40,000—to support the assessment and initial improvements of the City’s Emergency Operations Center (EOC) and enhance overall emergency response capabilities.
x $12,000 originally budgeted in FY 2024–25 for towing recreational vehicles (RVs) under the RV ordinance was not used and is being re-budgeted for FY 2025–26. x $40,000 allocated for homeless outreach services in FY 2025–26.

Public Works | Engineering: (detailed budget can be found on pages 86-105) 9 Agenda Item Number 5
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The overall budget reflects an increase of $146,000 or 6.2% as the biggest change in the budget is the reorganization of the Public Works and Engineering Departments. The two departments were combined and are now called the Public Works Department.

The Police Chief will take the lead as the Traffic Engineer as provided in the City’s Municipal Code. The reductions in consultant costs will result in slower response time to the public and other City departments, more reliance on the Public Works Department Director/City Engineer for questions pertaining to infrastructure within public right of way, attendance at fewer meetings, reliance on current staff for questions pertaining to engineering records and not providing engineering consultation to the public for private property matters.

Budget items of note include:
x To assist with balancing the City’s budget, Public Works will not fill a vacant Laborer position. The impact of not filling the vacant Laborer position will place an additional burden of unfulfilled tasks in our parks. The savings amount to $104,645 ($57,000 salary and $48,400 benefits) and the savings would be had in primarily General Fund 100 (95%), and the remaining in Gas Tax Fund 200 (5%). x The Department requests that the budget for conferences/training be increased from $550 to $5,300 for FY 25-26. The purpose is to provide training/conference attendance needed (credit hours) for state certification, safety training, and to provide specific training for the newly hired Engineering Technician. x The City Arborist recommends removal of mature trees that are showing signs of advance deterioration. The location of these trees is in Libby Park, Ives Park and Burbank Farm Park. The cost for this tree removal service is $65,000. Trees in urban areas need to be periodically evaluated and managed to address safety issues. The City Arborist recommends the removal of these trees for these safety concerns.
x The budget includes a $5,000 allocation to support festive activities during the holiday events held in the plaza. These funds will help enhance the seasonal atmosphere through decorations, entertainment, and community engagement efforts, contributing to a vibrant and welcoming experience for residents and visitors alike. This funding helps support community-centered holiday programming in the plaza, creating a welcoming and festive atmosphere for people of all ages to enjoy.

For the Senior Center, the Community Center, and Ives Pool, freezing one laborer position, reallocating the time of another Public Works Laborer position as noted above to focus on the water and sewer systems, and reduced funding for maintenance contracts, may reduce support for the facility.

Senior Center: (detailed budget can be found on pages 106-108) This budget reflects an increase of $6,000 or 15.3%, primarily due to the carryover of the rain gutter replacement project originally scheduled for FY 2024–25, which will now be completed in the upcoming fiscal year.

Community Cultural Center: (detailed budget can be found on pages 109-111) The proposed budget reflects a reduction of $7,000 or 3.9%, primarily due to the removal of annual support services that were previously included. Despite this decrease, the budget continues to support key capital improvements, including the replacement of two HVAC units and the carpeting in the youth annex—both of which have experienced considerable wear and are due for renewal. Additionally, the budget allocates $6,000 for repairs to the Labyrinth Teen Memorial, ensuring its preservation and continued use.

Ives Pool: (detailed budget can be found on pages 112-114) The proposed budget shows a significant decrease of $73,000, or 24.5%, primarily due to a downward adjustment in PG&E utility costs, as the previous budget had overestimated these expenses. Although the upcoming fiscal year includes planned building repairs and rain gutter replacements, the overall budget still reflects a reduction because these projects are less costly than the prior year’s pool heater replacement. 10 Agenda Item Number 5
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Non Departmental: (detailed budget can be found on pages 115-117) The Non-Departmental budget plays a vital role in the City's financial management by recording expenditures that benefit the City as a whole, rather than specific departments. This program accurately tracks and manages costs that span multiple departments or are city-wide in nature. Key operating expenses include personnel payout costs governed by Memoranda of Understanding (MOUs) and the City's information technology replacement plan, ensuring our technology infrastructure remains up-to-date and functional. x $47,000 decrease for computer and server replacement compared to the prior year because prior year figures involved purchasing the replacement equipment rather than leasing it as we do now under the current plan.
x $75,000 increase in transfers for maintaining and repairing City roads, streets, drainage, and parks to building facilities and infrastructure reserve from Measure U per the Council policy discussed (above).

Water and Wastewater Funds: (detailed budget can be found on pages 177-189) As discussed, the City’s water and wastewater systems are in poor shape. We continue to maintain vital components to avoid major problems which could leave residents without water or sewer services for days.

The planned Water Master Plan will identify capital improvements and will plan out these improvements to match funding availability.

Past revenue from rates has been insufficient to cover operating costs, make necessary significant capital investments, and maintain a sufficient level of reserves. The budget surplus reflected in this report is part of the strategy to rebuild both Enterprise Funds from the under investment in the past. As discussed in the rate study, over the next three years, we will need additional revenue of over $9 million, with an approximate breakdown to cover operating deficits ($7.7 million), fund essential capital projects ($0.7 million), and build reserves to a sufficient level ($0.8 million). Furthermore, the Wastewater Fund needs to reimburse the General Fund for the money that was borrowed, which was in excess of one million dollars.

The rate increase goal was to bring fiscal health back to the Enterprise Funds, and to reestablish a prudent fiscal management of our utilities. These increases were the minimum required to balance the operating budget, to begin addressing the backlog of infrastructure renewal and replacement costs, and to replenish reserves.

The rate increases reflect action we need to put our systems and finances in good shape. They are an example of forging a new path and becoming more fiscally responsible. It took years of low rates and deferred maintenance to create the challenges our systems now face, and it will take time to make up for both maintenance and financial challenges.

We are taking proactive steps to avoid future steep rate increases and ensure the sustainability of our water and wastewater systems. These measures include:
x Creating master plans: These plans will guide us in making the most cost-effective investments in our systems, ensuring long-term efficiency and reliability. x Ensuring revenue and expenses are tracking well with the existing water rate study: We are committed to managing the water and wastewater funds appropriately and conducting water rate studies or necessary updates more frequently to maintain financial stability. x Better tracking of revenues and expenses: By closely monitoring our financials, we can make timely adjustments as needed to prevent unexpected rate hikes. x Assigning dedicated Public Works staff for maintenance: Increasing the frequency of maintenance will help lower costs and reduce the need for higher rates.

With these actions, we can improve the reliability of the water and wastewater systems, enhance their financial conditions, and increase public confidence in our financial management practices. 11 Agenda Item Number 5
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A Final Note
As Acting City Manager, I assumed leadership of the budget midway through the process and had to quickly familiarize myself with its details to ensure completion. I will continue to assess this budget as our financial situation evolves, considering its impact on our responsibilities to both staff and the community. While many factors are beyond the City’s control, we will maintain a firm grasp on those within our influence, committing to prudent and conscientious financial management. We will ensure transparent and regular reporting to the Council and the public.

By engaging in robust community outreach, we will ensure that diverse perspectives are heard and respected.

While we have made significant strides in managing our resources and services, there is still much work to be done. I want to extend my heartfelt thanks to the City Council for your leadership, as well as to our Executive Team and the entire staff of the City for their outstanding service to our community. Despite the challenges we have been through and those that lie ahead, your unwavering commitment and strong leadership continues to pave the way for a bright and promising future.

I want to express my deepest appreciation for the exceptional efforts of the Budget Committee – Councilmember Sandi Maurer and Councilmember Phill Carter. Their dedication and commitment to reviewing the budget and making improvements have been truly remarkable. They have invested extensive time and energy into this process, demonstrating a serious commitment to ensuring the budget's accuracy and effectiveness. Their deep engagement has significantly enhanced the quality of the budget, and their hard work has not gone unnoticed.

Additionally, producing a budget requires countless hours of teamwork, collaboration, and a whole lot of patience. I recognize that this year’s budget was particularly challenging to develop and greatly appreciate the professionalism, dedication and input from all the department directors.

I would like to extend my heartfelt thanks to Ana Kwong, the Administrative Services Director, whose extensive support and countless hours of dedication were instrumental in completing this budget. Without Ana's exceptional efforts, this budget would not have been possible. I also want to acknowledge Miko Lim of her team for his invaluable behind-the-scenes hard work.

Most importantly, thank you to the residents and businesses of Sebastopol. While not everyone will agree with every aspect of this budget, it is an honor to serve this community of thoughtful, engaged, and often passionate residents. I am both excited and optimistic about the future as we continue on this next chapter together.

Mary Gourley
Acting City Manager
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 1
Title Number of Votes
1 Restore or repair labyrinth teen memorial ($5000) (since the goals meeting, discussions with PW indicates a figure of $6000/not $5000 as previously stated) 5 ACTION PLAN Status Timeline Department Responsible Additional Notes Not started Fall 2025 Public Works/Engineering Public Works staff will assist in moving benches and the sign. Volunteers will set the labyrinth. 2 Support community events with city sponsorship and
reduction of fees
5 Status Timeline Department Responsible Additional Notes Ongoing Ongoing Public Works/Engineering Waivers are reviewed by Council on a case by case basis at a City Council Meeting. 3 Pomo and public art and updating city web site/land
acknowledgement
5 Status Timeline Department Responsible Additional Notes Ongoing - Agenda Report in DRAFT Aug-25
City Administration/City Attorney/ CDD to Monitor Future projects Once completed, recommend that Public Arts Committee be involved in any art work/projected related . Email sent to Tribe with language ; once comments received agenda item will return to Council. Once languge is adopted; CDD to Monitor as projects come to the City consistent with state law.

Staff to continue to review and process requests for waivers of fees; staff time; materials as the requests come in.

COMMUNITY VITALITYEnhance Sebastopol as a great place to live that values community health and well-being. Preserve Sebastopol’s unique character.

Strategy/ProjectUNANIMOUS SUPPORTThe work will consist of volunteers re-establishing the labyrinth and public works staff relocating benches and the sign, and public works ordering and paying for the large rocks/bolders.ACTION PLANACTION PLANCollaboration with Pomo representatives.City staff to meet with Graton Rancheria tribal ŜôèŘôťÍŘƅώaôīĖŜŜÍώ(īČĖĲώϏϼ͖͏͖Ͻώ͔͕͕ϱ͑͑͗͗ϠώôƄťώ͔͐͐ώÍĲîώaÍŘĖÍĲĲôώôæŪīīĖîÍϠώώ(ƄôèŪťĖŽôώŜŜĖŜťÍĲťώċĺŘώ>I@ϟώ͖͏͖ϱ͔͕͕ϱ͑͑͗͗ϠώôƄťϟώ͐͐͐ϠώıŘôæŪīīĖîÍЬČŘÍťĺĲŘÍĲèēôŘĖÍϟèĺıϏϢώÍĲîώ@ŘôČώÍŘŘĖŜϠώŘĖæÍīώ ĺŪĲèĖīώ
ēÍĖŘıÍĲϡώ@ÍŘŘĖŜЬČŘÍťĺĲŘÍĲèēôŘĖÍϟèĺıώÍĲîĲČôīÍώFÍŘîĖĲϠώŘĖæÍīώ ĺŪĲèĖīώ(ƄôèŪťĖŽôώŜŜĖŜťÍĲťϡώÍēÍŘîĖĲЬČŘÍťĺĲŘÍĲèēôŘĖÍϟèĺı 13 Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 1
COMMUNITY VITALITYEnhance Sebastopol as a great place to live that values community health and well-being. Preserve Sebastopol’s unique character. 4 Clean up of Graffiti 5
Status Timeline Department Responsible Additional Notes On going N/A Public Works/Engineering
Downtown maintenance is a routine task for Public Work. Providing additional services, as needed, will be scheduled. The Community Development Director and the Public Work Director will work with downtown businesses and the Chamber to discuss what is needed to beautify the downtown. Graffiti removal on private property is done by owner. For public spaces, Public Works currently spends 200 hours annually and $550 for materials. 5 Festive Activities/Holiday Events 5
Status Timeline Department Responsible Additional Notes TBD Dec-25
Public Works and Community Development
Public Works for set up/permitting as needed. Community Development involved as supportive of Economic Development (where a Econ. Dev. Strategy allows for participation). CDD and PW will work with the Chamber of Commerce, the Downtown Association, and schools to see how they can participate. Options for decorations will be reviewed. 6 Grant Writer 5
Status Timeline Department Responsible Additional Notes Calls have been placed to Sonoma State
As soon as possible City Administration Staff continues to apply for grants.

CDD and PW to work with downtown businesses/Chamber of Commerce to review/discuss plans for potential holiday events.ACTION PLANCity staff to work with Sonoma State to ascertain if one or more students would be able to help ACTION PLANClean up of DowntownACTION PLANresearch/write grants; otherwise staff would prepare Request for Proposals to determine costs for grant writer 14 Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 2
Title Number of Votes
͐ (ƄŕīĺŘôώ®ÍƅŜώťĺώîîŘôŜŜώFĺıôīôŜŜĲôŜŜ 5
Status Timeline Department Responsible Additional NotesNot started Unknown City Manager/Council Liaison
The Board of the Homelessness Coalition has the authority to replace the County as the Lead Agency for homelessness; the City has a seat on that Board. The Sonoma County Mayors and Councilmembers Board will be considering funding for homeless as a priority regionally wide. Homeless Board also to consider agenda from Council representative for review of HUD Funding and distribution to cities; to include review of Homeless Coalition role. An agenda item has been requested to at contracting out HMIS and doing an RFP for a new lead agency. 2 Pursue no additional costs and or low cost solutions to homelessness 5 Status Timeline Department Responsible Additional NotesNot started Unknown Police/City Attorney Priority issue for police department.

Status Timeline Department Responsible Additional Notes ACTION PLAN PUBLIC SAFETYStrengthen the public’s safety and improve the quality of life. Includes supporting our first responders (police, fire, public works), responding to emergencies, protecting people, property, and businesses, and engaging in emergency preparedness community outreach, public education and prevention activities.

Strategy/ProjectUNANIMOUS SUPPORTACTION PLANPursue New County-wide Lead Agency for HomelessnessACTION PLANHomelessness: Ordinance to restrict sleeping or sitting that blocks public access to buildings and on sidewalks 15 Agenda Item Number 5
Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 2
PUBLIC SAFETYStrengthen the public’s safety and improve the quality of life. Includes supporting our first responders (police, fire, public works), responding to emergencies, protecting people, property, and businesses, and engaging in emergency preparedness community outreach, public education and prevention activities.

Not started Unknown City Manager/Council
Liaison/Police
Council rep to Homelessness Coalition could pursue information on allocation of resources/ County-wideHomeless Board also to consider agenda from Council representative for review of HUD Funding and distribution to cities; to include review of Homeless Coalition role. An agenda item has been requested to at contracting out HMIS and doing an RFP for a new lead agency/Police to work with WCCS Outreach Coordinator to work with County on grant funding 3 Revisit Infrastructure for back up of City emergency systems 5 Status Timeline Department Responsible Additional NotesNot started Complete in FY 25/26
Public Works/Police
The feasibility study will include a site assessment, evaluation of short-term and long-term power solution, regulatory review, cost analysis, and a feasibility study report. The short term solution would look at running the dispatch operations and setting up the EOC in one room and determining additional portable generator that ıĖČēťώæôώĲôôîôîώťĺώŜŪŕŕīôıôĲťώťēôώôƄĖŜťĖĲČώ͓͏ħ®ώČôĲôŘÍťĺŘϟώēôώīĺĲČώťôŘıώŜĺīŪťĖĺĲώſĺŪīîώèĺĲŜĖîôŘώèĺŜťώĺċώŘôŕīÍèĖĲČώťēôώôƄĖŜťĖĲČώ͓͏ώKW generator with the needed amount that would support the EOC operations.

Status Timeline Department Responsible Additional NotesNot started Unknown at this time - will depend on option selected
Public Works/Police
ēôώôƄĖŜťĖĲČώČôĲôŘÍťĺŘώÍťώťēôώĺīĖèôώťÍťĖĺĲώĖŜώÍώ͓͏ħ®ώŜĖƏôώČôĲôŘÍťĺŘώthat can only supply power to the dispatch center. A vendor quote of щ͓͏͏ħώſÍŜώĺæťÍĖĲôîώċĺŘώÍώĲôſώ͓͏͏ħ®ώČôĲôŘÍťĺŘώťēÍťώèÍĲώŜŪŕŕĺŘťώťēôώentire building. This does not include electrical upgrades needed to support the larger generator. A feasibility study will identify the ĺŕťĖıŪıώŜĖƏôώĺċώťēôώČôĲôŘÍťĺŘώĲôôîôîϟώťÍċċώĖŜώÍīŜĺώīĺĺħĖĲČώÍťώĖııôîĖÍťôώťôıŕĺŘÍŘƅώČôĲôŘÍťĺŘώĺċώщ͐͏͔Ϡ͏͏͏ώϱώıĺŘôώîôťÍĖīŜώťĺώèĺıô ͓ Emergency Preparedness/Management 5
ACTION PLANēôώċôÍŜĖæĖīĖťƅώŜťŪîƅώſĖīīώôƄŕīĺŘACTION PLAN ôώæĺťēώŜēĺŘťϱťôŘıώÍĲîώīĺĲČϱťôŘıώŜĺīŪťĖĺĲŜϠώôĲŜŪŘĖĲČώťēÍťώťēôώ(i ώ
County-wide allocation of Homelessness Resourcesremains operational during power outages or emergencies. The final report will include analysis, recommendations, and cost estimates. Add CIP project when Feasibility Study is complete for long term power. This will require a new generator at the Police Station to support the EOC. 16 Agenda Item Number 5
Agenda Item Number 5
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Status Timeline Department Responsible Additional NotesIn progress Will be on-going Police The timeline is dependent on the availability of time. We will need consultant assistance to make significant progress. Scope to include community preparedness and internal City preparedness, including updating the Emergency Operations Plan. Staff is also looking at the option of hiring part time professional services recruitment to complete Plan.

Status Timeline Department Responsible Additional NotesIn FY25/26 End of 2026 Building ťÍťôώaÍĲîÍťôϢώ"ôÍîīĖĲôώċĺŘώĲôƄťώŪŕîÍťôώĖŜϡώ"ôèôıæôŘώ͑͏͕͑Status Timeline Department Responsible Additional NotesIn process Ongoing Council liaison/Police To monitor County activity 5 Community Emergency Response Team – County free
offerings
5 Status Timeline Department Responsible Additional Notes ACTION PLANImprove Emergncy Preparedness; Update Emergency Operations PlanACTION PLANŕîÍťôώFÍƏÍŘîώaĖťĖČÍťĖĺĲώīÍĲACTION PLANSAFE Program ACTION PLAN 17 Agenda Item Number 5
Agenda Item Number 5
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Not started Unknown City Manager/Council
Liaison/Police
Dr Nancy Brown is leading our county's emergency response department. Her department received a grant and started running CERT trainings, the first being in Petaluma last Fall. Her thoughts are that all cities could encourage folks to become CERTS so that they could be deployed throughout the county when needs arise. This way no one city has to spend time on trainings, managing certifications and incurring perceived liabilities.Sebastopol Neighborhood Communications Unit (SNCU)/For training purposes and emergency response: Purchasing and installing two 50-watt GMRS base stations inside the Sebastopol police station, one for use of the police department and the other to allow SNCU net control volunteers to communicate with radios throughout the City.Budget:ſĺώ͔͏ϱſÍťťώ@aώæÍŜôώŜťÍťĖĺĲŜώщ͑͐͏ώƄώ͑ώщ͓͑͏ſĺώ ϯ"
ώŘôČŪīÍťôîώŕĺſôŘώŜŪŕŕīĖôŜώщ͓͐͏ώƄώ͑ώщ͑͗͏ſĺώôƄťôŘĲÍīώıÍŜťϱıĺŪĲťôîώÍĲťôĲĲÍŜϠplus cable and fittings, estimated $2,000ĺťÍīώщ͑Ϡ͖͏͏We will also ask for a working space within the Police Department, perhaps some counter space in the room now used for forensics. 6 Coalition of Housing/Keep County or review nonprofit/change lead agencies 5 Status Timeline Department Responsible Additional NotesNot started Unknown City Manager/Council Liaison/Police
The Board of the Homelessness Coalition has the authority to replace the County as the Lead Agency for homelessness; the City has a seat on that Board. ͖ Keeping drugs out of town /drug enforcement/needle
ôƄèēÍĲČô
5 Status Timeline Department Responsible Additional Notes Communciate with Chief Helfin and Dr. Nancy Brown on Free Trainings Offered for CERTACTION PLANThis action plan is similar to goal above/consider combining this goal with goal above. Pursue New County-wide Lead Agency for HomelessnessACTION PLAN 18 Agenda Item Number 5
Agenda Item Number 5
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Underway Ongoing Police
Direction issued to PD staff to perform foot patrols where possible ÍĲîώťēĖŜώēÍŜώæôôĲώĺèèŪŘŘĖĲČϟώ͕͕͐ώċĺĺťώŕÍťŘĺīŜώæƅώŕÍťŘĺīώĺċċĖèôŘŜώĖĲώMarch and April, 2025. Police chief is also making regular foot patrols of downtown, the Barlow district, local businesses and stopping to engage with children and community members. In addition, Public Works Director met with West County Health for possible placement of harm reduction vending machine targeting youth. There was no suitable site in Sebastopol; West County Health is looking at other options.

Increased foot presence of police officers downtown/ TheCity also reviewed a request for a harm reduction vending machine (also known as wellness supply vending machine) that woudld be îĖŜŕôĲŜĖĲČώĲÍīĺƄĺĲôώϼŪŜôîώťĺώŘôŜèŪôώŕôĺŕīôώĺŽôŘîĺŜĖĲČώċŘĺıώĺŕĖĺĖîŜϽϠώċôĲťÍĲƅīώťôŜťώŜťŘĖŕŜϠώpregnancy & COVID tests, condoms, feminine hygiene products, dental hygiene kits, personal hygiene kits (soap, shampoo, tissues, etc.), and socks. Council has not reviewed this item as a whole. 19 Agenda Item Number 5
Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 3
Title Number of Votes
͐ Caltrans grant – Sustainable transportation 5
Status Timeline Department Responsible Additional NotesIn Progress Dec., 2025 Community Development No additional costs; part of STA grant; In Kind staff support costs = щ͓͑Ϡ͓͓͓ 2 Potholes/Street Resurfacing 5
Status Timeline Department Responsible Additional NotesOn going Monthly Reporting through the Departmental Reports to Council Public Works ťÍċċώſĖīīώèĺıôώæÍèħώťĺώ
Ėťƅώ
ĺŪĲèĖīώċĺŘώŕÍŽôıôĲťώŕŘĖĺŘĖťĖƏÍťĖĺĲϟ
3 Wastewater Pipes/Infrastructure/Sewer master plan 5
Status Timeline Department Responsible Additional Notes Approved in FY ͑͏͓͑ϱ͔͑ώÍĲîώſĖīīώcontinue to 2025-26
2026 Public Works
ēĖŜώŕŘĺĤôèťώſÍŜώÍŕŕŘĺŽôîώĖĲώ>ĖŜèÍīώ´ôÍŘώ͑͏͓͑ϱ͔͑ϟώ>ώċĺŘώengineering consultant will be issued in May/June 2025. Updates to be provided by PW department.

Status Timeline Department Responsible Additional Notes INFRASTRUCTUREMaintaining High Quality Infrastructure, Facilities and Services includes repairing/replacing outdated city facilities, improving streets, stormwater and wastewater infrastructure.

Strategy/ProjectUNANIMOUS SUPPORTACTION PLANStaff to create with consultant a proposed project and funding list.ACTION PLANContinue annual pavement repairs and repaving program where needed, as identified in the City's approved Pavement Management Program Budget Report. Resurfacing projects are limited by budget. The first year of the program will focus on digouts and repairs of severely impacted streets. Staff to create a list of areas for limited area digout and resurface (spot repairs).ACTION PLANFlood Resiliency Master PlanACTION PLAN 20 Agenda Item Number 5
Agenda Item Number 5
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In the FY 25/26 CIP
͑͏͖͑ Public Works The RFP process will start August 2025 after CIP budget is approved.

Updates to be provided by PW Department
͓ Storm Drain Plan – Removal of silt from Calder Creek Pipeline 5 Status Timeline Department Responsible Additional NotesIn the 5-year CIP and proposed to start with design and permitting in >´ώ͕͑ϯ͖͑ 2026 - begin preconstruc. Work
Public Works

ĺĲťŘÍèťĺŘώŗŪĺťôώſÍŜώĺæťÍĖĲôîώĲôÍŘīƅώ͐͏ώƅôÍŘŜώÍČĺώſĖťēώÍώèĺŜťώĺċώ щ͐ϟ͑aϟώēĖŜώîĖîώĲĺťώĖĲèīŪîôώôĲČĖĲôôŘĖĲČώÍĲîώŕôŘıĖťťĖĲČϟώ(ŜèÍīÍťôîώcost is $2M but will be refined in the upcoming Flood Resiliency Master Plan. 5 ώ@ŘÍĲťώŕŕīĖèÍťĖĺĲώċĺŘώēÍŜôώIώĺċώbÍťŪŘÍīĖƏÍťĖĺĲώĺċώ ÍīîôŘώ
Creek and Ives Park
5 Status Timeline Department Responsible Additional NotesOngoing TBD Community Development and Public Works Two reciprocal matching grant application resolutions approved by ĺŪĲèĖīώĺĲώ͓ϟ͔͐ϟ͔͑ϟώbôƄťώŜťôŕŜώîôŕôĲîώĺĲώŜťÍťŪŜώĺċώČŘÍĲťώÍſÍŘîϟ 6 Implementation of Rotary Centennial Plan (with revisioning of ives park) Council review first
5 Status Timeline Department Responsible Additional NotesUnknown Community Development/ Public Works
Construction work is by Rotary. Public Work will request plans and review them. ͖ ®ôīīώ͓ώϼŪŕîÍťôŜϯċŪĲîĖĲČϽ 5
Status Timeline Department Responsible Additional NotesIn FY 25/26 FY 25/26 Public Works/Engineering ®ĺŘħĖĲČώſĖťēώÍťťĺŘĲôƅϟώťÍťŪŜώŪŕîÍťôώċĺŘώ ĺŪĲèĖīώĖĲώ͐ώĺċώ>´ώ͔͑ϯ͕͑
Staff to work cooperatively with CUSP pending granting agencies' responses to Council Sewer Master PlanACTION PLANACTION PLANapproved grant applications. Staff to create a list of projects that can be done that follows the master plan and not nterfere with the grant.ACTION PLANStaff to work with Rotary on Plan Review/Item to be returned to Council for considerationACTION PLAN This project will be addressed in the Flood Resiliency Plan that is currently underway. The work is for removal of silt in the Calder Creek pipeline and the first order of work is to prepare plans, specification, estimate, and permitting. The cost of the silt dredging is very high and staff will need to pursue grants, if any.

Issue RFP for engineering services to develop standard plans & specifications. 21 Agenda Item Number 5
Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 3
INFRASTRUCTUREMaintaining High Quality Infrastructure, Facilities and Services includes repairing/replacing outdated city facilities, improving streets, stormwater and wastewater infrastructure.
͗ SCTCA Funding Plan Cycle/Bodega Ave Bike Lanes. SCTCA Funding Plan Cycle 2
5 Status Timeline Department Responsible Additional NotesIn progess Summer 2025 Public Works/Engineering This is an ongoing task as part of the SCTA TAC that public works staff attends. Staff can provide as needed updates as part of the ıĺĲťēīƅώîôŕÍŘťıôĲťώŘôŕĺŘťŜϟbôƄťώŘĺŪĲîώĺċώèÍīīώċĺŘώŕŘĺĤôèťŜώôƄŕôèťôîώVŪĲôώ͑͏͔͑ϟ 9 EIFD 5
Status Timeline Department Responsible Additional NotesIn process TBD City Manager The EIFD Ad Hoc and staff met with the County and Kosmont in early April. Kosmont has completed initial work on the impact of an EIFD on the General Fund. With our projections showing years of deficits ŪĲīôŜŜώĺťēôŘώŜĖČĲĖċĖèÍĲťώŘôŽôĲŪôŜώıÍťôŘĖÍīĖƏôϠώſôώÍČŘôôîώťĺώŕŪťώťēĖŜώon hold until June, when we hope to know more about the likelihood of our obtaining the full ½ cent from Measure U. We are now on pause until that all shakes out. In the meanwhile, Kosmont is coordinating with Supervisor Hopkin's office on some additional analysis in unincorporated area and a potential briefing to the full board on this work this summer. ͐͏ ADA walk way in Ives Park 5
Status Timeline Department Responsible Additional NotesOngoing Fall 2025 Community Development and Public Works ēôώŕīÍĲŜώÍŘôώ͗͏҇ώèĺıŕīôťôώÍĲîώſĺŪīîώĲôôîώťĺώæôώċĖĲÍīĖƏôîϠώŜŕôèŜώ ŕŘôŕÍŘôîώÍĲîώťēôĲώæĖîϟώ ĺŜťώĖŜώôŜťĖıÍťôîώÍťώщ͐͗͏Ϡ͏͏͏ώċĺŘώċĖĲÍīώ
design and construction. Funded with Measure M Parks.
͐͐ IťôıŜώæôīĺſώÍîîôîώċŘĺıώôŕťôıæôŘώ͑͏͓͑ώώŕŕŘĺŽôîώ@ĺÍīŜώ list: Water / Sewer Master Plan. City buildings
5 Status Timeline Department Responsible Additional Notes ACTION PLANContinue to engage with SCTA TAC and represent the City's interests in pursuit of Go Sonoma grant funding. Staff has provided a list of transportation projects as part of the "Move Sonoma ͑͏͔͏ГώŕīÍĲϟώbôƄťώ ÍīīώċĺŘώŘĺĤôèťŜώĖŜώôŜťĖıÍťôîώťĺώĺèèŪŘώĖĲώVŪĲACTION PLAN ôώ͑͏͔͑ϟώ
ACTION PLANItem on hold until June 2025; when we hope to know more about the likelihood of our obtaining the full ½ cent from Measure U. ACTION PLAN>ĖĲÍīĖƏôώŕīÍĲŜώċĺŘώIŽôŜώÍŘħώôČıôĲťώ͑ώ"ώŕÍťēώċŘĺıώŘôŜťŘĺĺıώťĺώŕÍŘħĖĲČώīĺťώÍĲîώŕŘôŕÍŘôώspecifications and updated costs. This project is in the CIP. 22 Agenda Item Number 5
Agenda Item Number 5
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Underway Early 2026 Public Works
ēĖŜώŕŘĺĤôèťώſÍŜώÍŕŕŘĺŽôîώĖĲώ>´ώ͑͏͓͑ϱ͔͑ώÍĲîώĖŜώÍīŘôÍîƅώŪĲîôŘſÍƅώϟώCouncil can be provided project updates in the monthly Department updates.

Status Timeline Department Responsible Additional NotesNot started FY 25/26 Public Works "ôŽôīĺŕώĺŘîĖÍĲèôώŪŜĖĲČώôƄĖŜťĖĲČώĲôĖČēæĺŘĖĲČώèĖťĖôŜώÍŜώÍĲώôƄÍıŕīôϟώ Prepare City Council agenda item.

Status Timeline Department Responsible Additional NotesNot started FY 25/26 Public Works This is a best practice in financial management, typically prepared by consultant w/input from City staff.

Status Timeline Department Responsible Additional NotesSome funding in FY 25/26 PW Ops budget Public Works
There will be two applications for both city sites, which include the Police Department and the Corporation Yard. We can likely lease instead of purchase some vehicles which may be more costeffective. State electrification mandate likely infeasible. IıŕīôıôĲťÍťĖĺĲώèĺŜťŜώÍŘôώÍæĺŪťώщ͔͐͏Ϡ͏͏͏ώťĺώщ͑͏͏Ϡ͏͏͏ώċĺŘώôÍèēώŜĖťôϟώStaff will reach out to Sonoma Clean Power to see if they can participate through a grant.

Water Master PlanACTION PLANPursue Trench Cut ordinance so contractors working on City streets pay for repairsACTION PLANDevelop schedule for replacing major components of buildings, and determine amount of funding needed and to be set aside each year. ACTION PLANFleet: Develop Replacement Plan & Electrification of City Fleet and State Air Board compliance 23 Agenda Item Number 5
Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 4
Title Number of Votes
͐
Achieving staffing/ Program targets that match best standards and efficiency/operational staffing efficiencies/baseline budgets/performance management 5 Status Timeline Department Responsible Additional NotesOngoing Some items completed; others in recruitment
Human Resources/Administrative Services/City Manager
The classification study job specifications will be presented to the ĺŪĲèĖīώæƅώVŪīƅώ͐Ϡώ͑͏͔͑ϠώċĺŘώťēĺŜôώſĖťēĺŪťώċĖŜèÍīώĖıŕÍèťŜϟώaôÍĲſēĖīôϠώwork will continue with the HR Advisor and City Manager to address additional classification changes and equity adjustments during the FY25-26 budget process. The HR Advisor and City staff are also working on implementing staffing recommendations from the recently amended staffing assessment study, aligning them with business needs. The City will return to the Council as opportunities arise. 2 City Council Protocols and Procedures
Status Timeline Department Responsible Additional NotesIn Process Ongoing City Management/Ad Hoc Committee City Council review policies on an ongoing basis during City Council Meetings. 3 RFP for HR Management
Status Timeline Department Responsible Additional Notes Administrative Services/City Manager
͓ Avoid builder remedy 5
Status Timeline Department Responsible Additional Notes

HIGH PERFORMANCE ORGANIZATION
Strategy/ProjectUNANIMOUS SUPPORTACTION PLANReview staffing assessment study and work to match staffing levels with service demand and seasonal trends.ACTION PLANACTION PLANACTION PLAN
24 Agenda Item Number 5
Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 4 HIGH PERFORMANCE ORGANIZATION
Ongoing
Varies; to be completed in Housing Element cycle period Community Development
This potential issue is much less of an issue for Sebastopol than other County jurisdictions but we are being proactive about remaining in compliance with our Housing Element program. 5 Housing Element Implementation/Association of Bay Area Government (ABAG) Priority Development Grant
Status Timeline Department Responsible Additional NotesOngoing Varies; to be completed in Housing Element cycle period Community Development
This potential issue is much less of an issue for Sebastopol than other County jurisdictions but we are being proactive about remaining in compliance with our Housing Element program. City Attorney Mog has provided a memo for information on the Builder's Remedy /Partially Implements Housing Element Program; ABAG hiring consultant to start in September. 6 Evaluate Replacement of SMART Gov permitting system
Status Timeline Department Responsible Additional Notes Community Development/Building/Admin Services/Public Works Our current system is difficult to work with, contributes to inefficient processes, slows the review of projects. ͖ Replace CIP Software
Status Timeline Department Responsible Additional Notes Public Works/Admin Services

IώæŪîČôťώŪŜôŜώťſĺώŜĺċťſÍŘôώŕÍèħÍČôŜώϼŘôôƏôώÍĲîώŕŘĖĲČæŘĺĺħϽώ that do not communicate with each other. Identify a single CIP budget preparation and project budget tracking software so that the èĺııŪĲĖèÍťĖĺĲώŕŘĺèôŜŜώĖŜώıôèēÍĲĖƏôîώÍĲîώĲĺťώŕôŘċĺŘıôîώmanually.

Staff is actively processing Housing element updates; Planning Commission appointed a ŜŪæèĺııĖťťôôώťĺώŘôŽĖôſώŘôŗŪĖŘôîώF(ώŪŕîÍťôîώĺĲώ͓ϟ͑͑ϟ͔͑Ϣώ(ıĖώŜĺīĖèĖťôîώbÍŕÍϯĺĲĺıÍώ Staff is actively processing Housing element updatesACTION PLANCollaborative staff to offer free staff assistance to move project forward.ACTION PLANACTION PLAN 25 Agenda Item Number 5
Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 4 HIGH PERFORMANCE ORGANIZATION
͗ Restoring public trust 5
Status Timeline Department Responsible Additional NotesOngoing Ongoing All Departments Ongoing 9 IT Audit (approved during earlier Council Meeting) 5
Status Timeline Department Responsible Additional NotesDRAFT RFP has been created; will be distributed to determine proposed costs.

Dec-25
Administrative Services/Acting City Manager
Working on a cost/proposal for City wide IT audit first (then RFP for IT Services). Should include determining replacement schedule and funding for IT equipment, and assessment of current software and systems. This could include CIP, Permitting, Records Management System, and/or Finance software listed elsewhere. ͐͏ Improve Public Communications 5
Status Timeline Department Responsible Additional NotesOngoing Ongoing All Departments Ongoing ͐͐ Shared Services 5
Status Timeline Department Responsible Additional Notes Staff to work on creating a communications plan to help develop a bond of trust between the ĖťƅώÍĲîώĺŪŘώèĺııŪĲĖťƅϯīĖČĲώıôŜŜÍČôŜώſĖťēώĺŘČÍĲĖƏÍťĖĺĲÍīώŽÍīŪôŜώÍĲîώŕŪæīĖèώĖĲťôŘôŜťŜϯôťώgoals for awareness, understanding, trust, and participation/use plain language—avoid jargon, acronyms, and bureaucratic tone/focus on transparency, empathy, and honesty.ACTION PLANAcknowledge and Address Past Issues/openly shCommunicate benefits and impacts, not just procedures or policies. are decisions, data, and reasoning/Use plain
language in communication/Set measurable goals and report progress/create independent oversight/respond to feedback visibly and respectfully/include goals in agenda items and demonstrate them in decisions.ACTION PLANConducting an IT audit to assess the city's IT needs before going out to a Request for Proposal (RFP) for IT support services. The audit would focus on various aspects such as system ēÍŘîſÍŘôϠώŜĺċťſÍŘôϠώŜôèŪŘĖťƅϠώĖĲťôŘĲÍīώÍĲîώôƄťôŘĲÍīώIώŜťÍĲîÍŘîACTION PLANACTION PLAN ŜϠώÍĲîώťēôώôċċĖèĖôĲèƅώÍĲîώ
effectiveness of the IT system.The goal is to ensure that the IT infrastructure is robust, secure, and aligned with the city's objectives. 26 Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 4 HIGH PERFORMANCE ORGANIZATION
Ongoing All Departments Staff has reached out to other cities and as of the writing of this report, there were no known opportunities for shared services. ͐͑ Cross Training of Administrative Staff/Actions from Class and Comp Study and Staffing Assessment
5 Status Timeline Department Responsible Additional Noteson-going 30 days Building/ACM This is the first step of streamlining City government and create cross training for city employees Communicate with other governmental agencies to determine if there are opporunities for shared servicesACTION PLAN>ĖŘŜťώŜťôŕώĖŜώĺĲϱČĺĖĲČώĖĲώťēôώſôώÍĲťĖèĖŕÍťôώŪĖīîĖĲČώıĺŽĖĲČώťĺώ ĖťƅώēÍīīώĖĲώťēôώĲôƄťώťēĖŘťƅώîÍƅŜϟώώēÍťώſĖīīώÍīīĺſώÍĲĺťēôŘώÍîıĖĲώŜťÍċċώϼ͐ώ>(ϽώťĺώıĺŽôώťĺώ ĖťƅώFÍīīώÍĲîώèŘĺŜŜώťŘÍĖĲώĖĲťĺώĺťēôŘώareas/Retitling of Positions; Reclassification/recruitment for positions 27 Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 5
Title Number of Votes
͐ Balanced Budget 5
Status Timeline Department Responsible Additional NotesOn-Going Annually Lead: City Administration/Administrative ServicesContributing: ALL DEPARTMENT Treating public funds with the same care and responsibility as one would theirs own personal money. This means not spending more than what is incoming and making thoughtful, prudent decisions to ôĲŜŪŘôώċĖĲÍĲèĖÍīώŜťÍæĖīĖťƅϟώƅώŘôČŪīÍŘīƅώıĺĲĖťĺŘĖĲČώôƄŕôĲîĖťŪŘôŜώÍĲîώmaking necessary adjustments.This approach ensures that public resources are used efficiently and effectively, benefiting the entire community. 2 Quarterly Financial report/annual long term budget
reductions
5 Status Timeline Department Responsible Additional NotesOn-Going Quarterly Lead: Administrative ServicesContributing: ALL DEPARTMENT Routine reports
Status Timeline Department Responsible Additional NotesOn-Going Quarterly Lead: Administrative ServicesContributing: Public Works/Engineering Routine reports
Status Timeline Department Responsible Additional Notes LONG TERM FINANCIAL SUSTAINABILITYAchieving Greater Fiscal Resilience and Long Term Fiscal Sustainability Strategy/ProjectUNANIMOUS SUPPORTACTION PLANĺώÍèēĖôŽôώÍώæÍīÍĲèôîώæŪîČôťϠώŘôACTION PLANACTION PLANACTION PLAN ŽĖôſώťēôώèŪŘŘôĲťώċĖĲÍĲèĖÍīώŜťÍťŪŜώÍĲîώŜôťώèīôÍŘώČĺÍīŜϟώ(ƄŕīĺŘôώ new revenue sources and reduce non-essential spending. Regularly monitor and adjust the budget, plan long-term, and update financial policies. This ensures financial stability and sustainability.General Fund: A quarterly update is an essential tool for monitoring and managing the financial ēôÍīťēώĺċώÍĲώĺŘČÍĲĖƏÍťĖĺĲϟώIťώŕŘĺŽĖîôŜώÍώŜĲÍŕŜēĺťώĺċώťēôώċĖĲÍĲèĖÍīώŕôŘċĺŘıÍĲèôώĺŽôŘώťēôώŕÍŜťώťēŘôôώ months, allowing City Council to assess progress, identify trends, and make informed decisions.Enterprise Fund: A quarterly update is an essential tool for monitoring and managing the ċĖĲÍĲèĖÍīώēôÍīťēώĺċώÍĲώĺŘČÍĲĖƏÍťĖĺĲϟώIťώŕŘĺŽĖîôŜώÍώŜĲÍŕŜēĺťώĺċώťēôώċĖĲÍĲèĖÍīώŕôŘċĺŘıÍĲèôώĺŽôŘώťēôώ past three months comparing with the water rate study model, allowing City Council to assess progress, identify trends, and make informed decisions. 28 Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 5
LONG TERM FINANCIAL SUSTAINABILITYAchieving Greater Fiscal Resilience and Long Term Fiscal Sustainability On-Going Yearly Administratie Services Yearly Update on Pension trust 3 Measure U Priority Resolution reviewed during Budget
Process
5 Status Timeline Department Responsible Additional NotesOn-Going TBD Lead: Adminsitrative Services
ôŜĺīŪťĖĺĲώŪťĖĖƏôîώċĺŘώŘôŽĖôſώĺċώŪŜôώĺċώaôÍŜŪŘôώώċŪĲîŜϯ ĖťƅώŜťÍċċώħôôŕĖĲČώťŘÍèħώĺċώôƄŕôĲîĖťŪŘôŜώċŘĺıώaôÍŜŪŘôώώċŪĲîϢώſĖīīώŕŘĺŽĖîôinformation as part of quarterly reports ͓ Publish Reports on Budget Illustrating Budget (Budget at a Glance)
5 Status Timeline Department Responsible Additional NotesOn-Going >´͕͑ϱ͖͑ Adminstrative Services Creating a professional and polished "Budget at a Glance" is èēÍīīôĲČĖĲČώîŪôώťĺώťēôώīÍèħώĺċώŘôŜĺŪŘèôŜώÍĲîώŜŕôèĖÍīĖƏôîώŜħĖīīŜ required for producing graphic visual summaries. Our team does ĲĺťώēÍŽôώťēôώôƄŕôŘťĖŜôώĲôôîôîώťĺώîôŜĖČĲώÍĲîώĖıŕīôıôĲťώťēôŜôώŽĖŜŪÍīώelements effectively. Staff could review current practices to create clear graphs (such as pie charts) for easier read and transparency 5 Diversify City Revenue base 5
Status Timeline Department Responsible Additional NotesIn process On-Going Community Development Staff to reconsider reinstituting the façade improvement program 6 Update Financial Policies/Ensure meets CIRA 5
Status Timeline Department Responsible Additional NotesOn-Going TBD Administrative Services ͖ Increasing Revenue Base 5
Status Timeline Department Responsible Additional Notes Support small business growth and entrepreneurship through grants, and regulatory ώ>b"ώϱώ͔͐͐ώACTION PLANThis process is already incorporated in the FY25-26 budget discussion ACTION PLANA "Budget at a Glance" provides a concise overview of the financial plan. It highlights key financial metrics and summaries, making it easier for the public to understand the budget's main components without delving into detailed documents.ACTION PLANstreamlining.ACTION PLANStaff would need to consult with CIRA Team and provide them with the City current financial policy and request a reviewACTION PLAN 29 Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 5
LONG TERM FINANCIAL SUSTAINABILITYAchieving Greater Fiscal Resilience and Long Term Fiscal Sustainability On-Going TDB Community Development
®ôώēÍŽôώÍîĺŕťôîώôŜĺīŪťĖĺĲώ͕͔͑͘ϱ͑͏͓͑ώſēĖèēώŘÍĖŜôîώŕôŘıĖťώċôôŜώċĺŘώèĺĲŜťŘŪèťĖĺĲώæƅώÍæĺŪťώ͐͗ϱ͑͏ώŕôŘèôĲϟώώ®ôώÍīŜĺώŕÍŜŜôîώťēŘĺŪČē ĺŪĲèĖīώĖĲώbĺŽôıæôŘώ͑͏͓͑ϠώώÍώŘôŜĺīŪťĖĺĲώťĺώŘÍĖŜôώæŪĖīîĖĲČώŽÍīŪÍťĖĺĲŜϠώwhich in-directly raises permit fees. ͗ Update of Impact Fees and More Information 5
Status Timeline Department Responsible Additional Noteson-going Still to be determined
Building / Community Development
ēôώèĺŜťώŘÍĲČôώċĺŘώÍĲώŪŕîÍťôώĖŜώæôťſôôĲώщ͔͏Xώťĺώщ͖͏XϠώîôŕôĲîĖĲČώĺĲώvarious impact fees and growth factors. Conducting a full fee study will likely cost more, and the timeline for completing such a study—from issuing an RFP to selecting a new consultant and initiating the study—ranges from 9 months to a year. Last Study èĺĲîŪèťôîώ͑͏͐͘ 9 Grants from Regional Bodies 5
Status Timeline Department Responsible Additional NotesOn-going on-going All Departments City staff represenatives and alterates to regional bodies will provide monthly updates to council of upcoming grant opportunities from regional boards. ͐͏ Review of Zoning Codes for streamlining of permitting 5 Status Timeline Department Responsible Additional NotesIn process TBD Community Development None.

Identify Relevant Regional Funding Sources/Partner with neighboring municipalities, nonprofits, ĺĲώĤĺĖĲťώŕŘĺŕĺŜÍīŜϯ(ĲČÍČôώôƄťôŘĲÍīώČŘÍĲťώèĺĲŜŪīťÍĲťŜώĖċώŘôŜĺŪŘèIn process; Planning Commission has appointed a subcommittee to evaluate Housing related Zoning Code updates ôŜώÍŘôώīĖıĖťôîϟ
ēôώŜťÍċċώſĖīīώŪĲîôŘťÍħôώÍώèĺıŕŘôēôĲŜĖŽôώŘôŽĖôſώĺċώťēôώ͑͏͑͐ώĖıŕÍèťώċôôώŜťŪîƅώťĺώîôťôŘıĖĲôώTo increase the city's revenue base, consider implementing fee increases for services, ĖĲťŘĺîŪèĖĲČώĲôſώċôôŜώĺŘώťÍƄôŜϠώÍĲîώÍŕŕīƅĖĲČώċĺŘώČŘÍĲťŜϟώ(ĲèĺŪŘÍwhether the fee requires an update or if a complete new study should be conducted.

ČĖĲČώĲôſώèĺĲŜťŘŪèťĖĺĲώÍĲîώ
îôŽôīĺŕıôĲťώŕŘĺĤôèťŜώèÍĲώæĺĺŜťώŕŘĺŕôŘťƅώťÍƄώŘôŽôĲŪôŜϟώ(ĲČÍČĖĲČώĖĲώŕŪæīĖèϱŕŘĖŽÍťôώŕÍŘťĲôŘŜēĖŕŜώÍĲîώĺŕťĖıĖƏĖĲČώĺŕôŘÍťĖĺĲÍīώôċċĖèĖôĲèƅώÍŘôώÍīŜĺώôċċôèťĖŽôώŜťŘÍťôČĖôŜϟACTION PLANACTION PLANACTION PLAN 30 Agenda Item Number 5
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ONE YEAR GOALS THROUGH JUNE 30, 2026
GOAL 6
Title Number of Votes
͐ Growing Businesses Together /"Requested to be Retitled to:

Economic Gardening Program"
5 Status Timeline Department Responsible Additional NotesTBD TBD Community Development This includes an event and on-going support to promote local businesses using an approach tried in other communities. Business 2 Business Support program could be a potential initiative if/when ÍĲώ(èĺĲĺıĖèώ"ôŽôīĺŕıôĲťώťŘÍťôČƅώŕŘĺĤôèťώĖŜώîôŽôīĺŕôîϟϩFĖČēôŘώlocal sales, more visitors stopping, stronger brand as a “foodie/artisan hub.”ϩVĺæώÍĲîώſÍČôώČŘĺſťēώſĖťēώīĺſώŕŪæīĖèώèĺŜťώϼċÍŘώèēôÍŕôŘώťēÍĲώrecruitment incentives).ϩ"ŪŘÍæīôώŕŪæīĖèϱŕŘĖŽÍťôώèĺııŪĲĖèÍťĖĺĲώèēÍĲĲôīϠώŘôîŪèĖĲČώċŘĖèťĖĺĲ on permits and policy.
2 Presentation from new CDD on economic development/plans/strategy/ responsibility of who (what department) is keeping track of businesses?/ How we are working as part of economic development /working with brokers who are working with people who are seeking spaces/how develop relationships 5 Status Timeline Department Responsible Additional NotesTBD TBD Community Development 3 >ĖĲÍīĖƏôώ
ĺıŕīôťĖĺĲώĺċώôŘıĖťťĖĲČώċĺŘώÍŘīĺſώFĺťôī
Status Timeline Department Responsible Additional NotesOngoing Dec., 2025 Community Development/City Manager/Building/Public Works Current focus of economic development efforts. (Development Agreement Ordinance 2nd reading to go to City Council Tentatively scheduled for May 6, 2025).

Develop Economic Development StrategyACTION PLAN

ECONOMIC DEVELOPMENT
Strategy/ProjectUNANIMOUS SUPPORTACTION PLANCity staff to work withto create a town hall or business event.Launch an Economic Gardening program that grows home-grown businesses—esACTION PLAN pecially artisan food, farm-to-table, and
æĺŪťĖŗŪôώıÍĲŪċÍèťŪŘôŘŜϴæƅώæĺĺŜťĖĲČώŘôťôĲťĖĺĲϠώôƄŕÍĲŜĖĺĲϠώÍĲîώēĖČēϱŽÍīŪôώĤĺæώèŘôÍťĖĺĲώſēĖīôώusing minimal City staff time and cost. 31 Agenda Item Number 5
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Budget Timeline
The Sebastopol ďƵĚŐĞƚƐĞƌǀĞƐĂƐƚŚĞŝƚǇΖƐƐƚƌĂƚĞŐŝĐďůƵĞƉƌŝŶƚĨŽƌĚĞůŝǀĞƌŝŶŐĞĸĐŝĞŶƚƐĞƌǀŝĐĞƐĂŶĚ managing the revenues that sustain them. It is a pivotal element in the City's framework for ĮŶĂŶĐŝĂůƉůĂŶŶŝŶŐ͕ŵĂŶĂŐĞŵĞŶƚ͕ĂŶĚŽǀĞƌƐŝŐŚƚ͘ƐĂĮŶĂŶĐŝĂůƌŽĂĚŵĂƉ͕ƚŚĞďƵĚŐĞƚŽƵƚůŝŶĞƐƚŚĞ ĂŶƟĐŝƉĂƚĞĚ ƌĞǀĞŶƵĞ ĂŶĚ ĞǆƉĞŶĚŝƚƵƌĞƐ ĨŽƌ ƚŚĞ ĮƐĐĂů ǇĞĂƌ͕ ĂŝŵŝŶŐ ƚŽ ƉƌŽǀŝĚĞ Ă ƚƌĂŶƐƉĂƌĞŶƚ͕ ĐŽŚĞƌĞŶƚ͕ĂŶĚĐŽŵƉƌĞŚĞŶƐŝǀĞĮŶĂŶĐŝĂůƐƚƌĂƚĞŐǇƚŽĂĐŚŝĞǀĞƚŚĞŝƚǇΖƐĂƐƉŝƌĂƟŽŶƐĂŶĚŽďũĞĐƟǀĞƐ͘ dŚĞƐĐŚĞĚƵůĞďĞůŽǁŝƐƚŚĞƐƵŵŵĂƌǇŽĨƚŚĞƉƵďůŝĐƉůĂŶŶŝŶŐĂŶĚƌĞƉŽƌƟŶŐŵĞĞƟŶŐƐĨŽƌƚŚĞĐƵƌƌĞŶƚ budget cycle.dŚĞŽƵƚůŝŶĞďĞůŽǁĚĞƚĂŝůƐ^ĞďĂƐƚŽƉŽůĂŶŶƵĂůďƵĚŐĞƚĐǇĐůĞ͘ůůĚĂƚĞƐĂƌĞƐƵďũĞĐƚƚŽ change by the City Council.

Annual
Budget
Cycle
January Initial
Budget
Planning
February
Budget
Distribution
&
Discussion
March
Budget
Committe
Review
April
Budget
Committee
Review
May
Conclude
Budget and
Prepare for
Council
Review
June Council
Budget Review
& CIP Budget
Adoption
Jan.–Mar.

Departmental budget
requests
Apr.–May
Budget Committee
Meetings
June
Proposed budget
presentation/Final
review and adoption
1 July 2025
Fiscal year begins
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Categories General Fund
General Fund
Reserves
Non
Governmental
Funds Water Fund
Wastewater
Fund
Special
Revenue
Funds
Assessment
District Total
Estimated Beginning Balance 4,043,528 5,193,034 1,616,021 1,361,639 984,908 2,466,181 15,688,275 22,964 Total Projected Revenue 15,314,718 740,000 119,900 4,006,748 5,657,903 6,020,117 140,658 32,000,044 Total Estimated Expenditures 15,166,469 575,500 227,600 2,980,007 4,469,823 5,559,904 139,278 29,118,581 Net Budgetary Surplus/(Deficit) 148,249 164,500 (107,700) 1,026,741 1,188,080 460,213 2,881,463 1,380 Addition/(Uses) of Reserves 148,249 164,500 (107,700) 1,026,741 1,188,080 460,213 2,881,463 1,380 Estimated Ending Balance 4,191,777 5,357,534 1,508,321 2,388,380 2,172,988 2,926,394 18,569,738 24,344 PROPOSED FY25-26
CITYWIDE - ALL FUND REVENUE | EXPENDITURE
- 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 Assessment District
Non-Governmental Funds
General Fund Reserves
Water Fund
Wastewater Fund
Special Revenue Fund
General Fund
$139,278
$227,600
$575,500
$2,980,007
$4,469,823
$5,559,904
$15,166,469
$140,658
$119,900
$740,000
$4,006,748
$5,657,903
$6,020,117
$15,314,718
Revenue Expenses
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Proposed FY25-26
Citywide Transfers To | From
General Fund
100
$275,000
Equipment, Technology
& Infrastructure Fund
103
$14,000
Tree Replacement
Fund – 120
$4,000
Vehicle Abatement
125
$15,000
Transfers To
Transfers From
Permit Technology
Fund – 122
$500
Measure M Parks
202
$65,000
Building Permit
Incremental Fund
206
$1,500
Supplemental Law
Enforcement Grant
209
$175,000
General Fund
100
$450,000
Building Facilities &
Infrastructure
103
$450,000
Water Capital Fund
501
$115,000
Water Ops Fund
500
$115,000
Wastewater Capital
Fund
511
$187,000
Wastewater Ops Fund
510
$187,000
General Capital
Projects Fund
700
$5,449,500
Building Facilities &
Infrastructure
103
$410,000
Building Facilities &
Infrastructure
103
$410,000
Building Facilities &
Infrastructure
103
$410,000
Flood Mitigation Fund
127
$184,000
Gas Tax Fund
200
$150,000
Measure M Road Fund
201
$136,000
Measure M Parks Fund
202
$283,057
Park in Lieu Fee Fund
212
$638,743
Traffic Impact Fee
Fund
213
$108,320
CDBG ADA Fund
216
$138,200
Road Maintenance
Road (SB1) Fund
217
$200,000
Go Sonoma Fund
241
$150,000
Transportation Grants
Fund
211
$3,104,880
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PRESENTED TO
City of Sebastopol
California
For the Fiscal Year Beginning
July 01, 2024
Executive Director

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
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Citizens of
Sebastopol
City Wide Organization Chart by Allocated Position
Council
Meeting
Public Record
Municipal
Code
City Council
Mary Gourley
Acting City
Manager
City Attorney
Contract
Mary Gourley
Assistant City Mgr
City Clerk
Election
Information
Building Official
Contract
Emi Theriault
Community Dev
Director
Ana Kwong
Administrative
Services Director
Mark Rincon
Director of PW/
City Engineer
Sean McDonagh
Police Chief
Associate
Planner
(1)
Permit
Technician
(1)
Accountant/
Analyst (Conf)
(1)
Accountant
(1)
Administrative
Technician
(1)
Police CS &
Evidence
Technician
(1)
WW/Sanitary
Operator
(1)
Mtn Worker I (2)
Mtn Worker II (2)
Sr. Mtn Worker
(1)
Sr. Admin Asst
(1)
Sr. Parks/Facilities
Mtn Worker III
(1)
Police Officers
(9)
Records & Support
Svs Manager (1)
Dispatchers (5)
Dispatch Per Diem
(2)
Water
Operator
(1)
Engineering
Technician
(1)
Police Captain
(1)
Administrative
Technician
(1)
Erik Billing
PW Asst
Superintendent
Police Sergeants
(4)
Police Reserves
(2)
Maintenance
Assistant
(3)
City Organization
FY25-26 Proposed Budget
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Citizens of
Sebastopol
City Organization
FY25-26 Proposed Budget
City Wide Organization Chart by Function
Council
Meeting
Municipal Code
Public Record
City Council
Mary Gourley
Acting City
Manager
City Attorney
Contract
Mary Gourley
Assistant City Mgr
City Clerk
Election
Information
Building Official
Steve Brown
(Contract)
Emi Theriault
Community
Development Director
Ana Kwong
Administrative
Services Director
Sean McDonagh
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
Crime
Preventions
Investigations
Patrol
Unit
Dispatcher &
Records
Animal
Control
Permit &
Insurance
Processing
Public
Art
Climate
Action
Mark Rincon-Ibarra
Director of Public
Works/City Engineer
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1902
Council/City Manager
7,388

1.853
15 7
20,946
339
2,509
451
797,595
0- no ground storage

7.5 3,230,000
2,300
840,000
365
9,324,804
44 2,303,274
Area in Square Miles

STATISTICS
Date of Incorporation
Form of Government
Estimated Population as of July 1, 2024 (most recent)
Active Residential Accounts
Police Protection
Sworn Police Officers
Civilian Employees
Calls for Service/Incidents (2024 Calendar Year)
Arrests (2024 Calendar Year)
Water and Sewer Utility
Commercial Assessed Valuation
Active Commerical Accounts
Average Daily Water Consumption (2024)
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)
Building Permits
Residential Building Permits (2024 Calendar Year)
Residential Assessed Valuation
Commerical Building Permits
38 Agenda Item Number 5
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Description
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs
Adjusted
Budget
% Change
Proposed vs
Adjusted
Budget

OPERATING REVENUE
Property Tax 3,443,916 3,620,000 3,620,000 3,587,502 3,639,105 19,105 0.5% Real Property Transfer Tax 36,506 40,000 40,000 52,000 50,000 10,000 25.0% Sales Taxes 4,626,788 4,563,925 4,563,925 4,994,600 5,755,700 1,191,775 26.1% User Taxes 872,471 887,175 887,175 887,975 962,050 74,875 8.4% Transient Occupancy Tax 519,452 519,000 519,000 519,000 534,500 15,500 3.0% Franchise Fees 489,591 502,250 502,250 500,225 530,000 27,750 5.5% Licenses & Permits 498,057 1,442,500 1,442,500 1,089,500 1,244,000 (198,500) -13.8% Fines & Special Assessments 70,560 66,700 66,700 73,485 77,300 10,600 15.9% Intergovernmental Revenues 438,560 22,890 22,890 27,690 20,200 (2,690) -11.8% Interest & Rents 141,883 132,250 132,250 132,150 157,450 25,200 19.1% Charges for Services 158,110 136,800 136,800 164,300 162,300 25,500 18.6% Miscellaneous Revenue 89,505 183,225 258,225 409,640 110,790 (147,435) -57.1% Cost Allocation Plan 2,302,956 1,761,797 1,761,797 1,761,797 1,796,323 34,526 2.0% Transfers In 102,000 425,951 187,900 163,614 275,000 87,100 46.4% TOTAL REVENUES 13,790,356 14,304,463 14,141,412 14,363,478 15,314,718 1,173,306 8.3% OPERATING EXPENDITURE - By Department
10 - City Council 202,385 198,625 200,125 191,689 183,214 (16,911) -8.5% 11 - City Manager 518,664 698,885 773,885 949,680 581,282 (192,603) -24.9% 12 - City Attorney 759,058 647,900 647,900 647,900 643,750 (4,150) -0.6% 13 - City Clerk 366,405 430,771 477,471 459,251 470,818 (6,653) -1.4% 14 - Administrative Services (Finance) 1,314,441 1,436,923 1,447,765 1,408,677 1,466,539 18,774 1.3% 21 - Community Development 532,564 616,426 640,301 640,630 701,666 61,365 9.6% 22 - Building 214,977 302,220 305,036 297,001 437,909 132,873 43.6% 31 - Fire & Prevention 1,230,393 1,535,910 1,538,726 1,393,410 1,237,640 (301,086) -19.6% 32 - Police 4,995,733 5,366,488 5,530,162 5,274,987 5,762,328 232,166 4.2% 41 - Public Works | Engineering 2,154,659 2,322,099 2,349,901 2,353,716 2,496,015 146,114 6.2% 40 - Senior Center 72,703 41,038 41,314 26,788 47,650 6,336 15.3% 42 - PW-Community Center 279,473 169,724 170,834 159,496 164,202 (6,632) -3.9% 43 - PW-Ives Pool 249,957 297,301 298,829 228,707 225,761 (73,068) -24.5% 00 - Non Departmental 210,838 191,645 191,645 116,200 146,940 (44,705) -23.3% Debt Service Payments 300,407 446,094 264,743 264,575 150,755 (113,988) -43.1% Transfers Out 864,763 300,000 300,000 300,000 450,000 150,000 50.0% TOTAL EXPENDITURES 14,267,418 15,002,049 15,178,637 14,712,707 15,166,469 (12,168) -0.1% Net General Fund Surplus/(Deficit) (477,063) (697,586) (1,037,225) (349,229) 148,249 Beginning Unassigned Fund Balance 5,808,703 4,392,757 4,392,757 4,392,757 4,043,528 Ending Unassigned Fund Balance 4,392,757 3,695,171 3,355,532 4,043,528 4,191,777 4392757
RESERVE (0)
Policy Reserve Level (Minimum-15%) 2,140,113 2,250,307 2,276,796 2,206,906 2,274,970 Policy Reserve Level (Goal-20%) 2,853,484 3,000,410 3,035,727 2,942,541 3,033,294 Actual Reserve Level 30.8% 24.6% 22.1% 27.5% 27.6%

GENERAL FUND
FY25-26 PROPOSED BUDGET
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Revenue Categories
2022-23
Actual
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs
Adjusted
Budget
% Change
Proposed vs
Adjusted
Budget
3000 - Property Tax Secured / Unsecured 2,384,387 2,487,900 2,595,000 2,595,000 2,595,000 2,626,755 31,755 1.2% 3002 - Real Property Transfer Tax 49,530 36,506 40,000 40,000 52,000 50,000 10,000 25.0% 3004 - Property Tax in Lieu of VLF 908,960 956,016 1,025,000 1,025,000 992,502 1,012,350 -12,650 -1.2% Property Tax 3,342,877 3,480,422 3,660,000 3,660,000 3,639,502 3,689,105 29,105 0.8% 3010 - Sales Tax-Bradley Burn 2,255,817 2,199,730 2,173,000 2,173,000 2,233,000 2,212,000 39,000 1.8% 3011 - Sales Tax-1/4 cent (T) 780,207 770,928 760,000 760,000 761,000 772,000 12,000 1.6% 3012 - Sales Tax-1/2 cent (Q) 1,572,895 1,550,631 1,520,125 1,520,125 1,522,000 1,544,000 23,875 1.6% 3018 - Sales Tax-1/2 cent (U) -0 -0 -0 -0 375,000 1,125,000 1,125,000 0.0% 3014 - Sales Tax-Prop 172 109,400 105,500 110,800 110,800 103,600 102,700 -8,100 -7.3% Sales Taxes 4,718,318 4,626,788 4,563,925 4,563,925 4,994,600 5,755,700 1,191,775 26.1% 3020 - Transient Occupancy Tax 544,128 519,452 519,000 519,000 519,000 534,500 15,500 3.0% -0 0.0%
3050 - Garbage Franchise 260,922 296,817 301,350 301,350 301,350 330,000 28,650 9.5% 3051 - PG&E Franchise 113,597 121,383 124,025 124,025 122,000 125,000 975 0.8% 3052 - Cable TV Franchise 94,352 71,390 76,875 76,875 76,875 75,000 -1,875 -2.4% Franchise Fees 468,871 489,591 502,250 502,250 500,225 530,000 27,750 5.5% 3055 - Vehicle in lieu Tax 7,710 9,291 10,000 10,000 11,800 12,500 2,500 25.0% 3056 - UUT PG&E 421,904 429,651 428,600 428,600 428,600 494,100 65,500 15.3% 3057 - UUT Sonoma Clean Power 128,652 128,152 135,300 135,300 135,300 129,150 -6,150 -4.5% 3058 - UUT Garbage 84,878 96,555 98,400 98,400 98,400 108,200 9,800 10.0% 3059 - UUT Cable 57,239 72,492 76,875 76,875 76,875 77,000 125 0.2% 3060 - UUT Misc 156,671 135,059 136,500 136,500 136,500 140,600 4,100 3.0% 3061 - UUT (AB-1717) 1,280 1,271 1,500 1,500 500 500 -1,000 -66.7% User Taxes 858,334 872,471 887,175 887,175 887,975 962,050 74,875 8.4% 3101 - Business License 145,992 142,770 140,000 140,000 140,000 140,000 -0 0.0% 3102 - Business License-Late Fees 5,443 6,388 2,500 2,500 4,500 4,000 1,500 60.0% 3103 - Building Permits 558,093 348,900 1,300,000 1,300,000 945,000 1,100,000 -200,000 -15.4% Licenses & Permits 709,578 498,057 1,442,500 1,442,500 1,089,500 1,244,000 -198,500 -13.8% 3105 - Vehicle/ Criminal Code Fines 10,388 13,906 13,700 13,700 13,700 12,500 -1,200 -8.8% 3106 - Parking Fines 18,378 20,760 18,000 18,000 18,000 18,000 -0 0.0% 3107 - RBS Training Fees 12,800 11,600 12,000 12,000 14,200 14,800 2,800 23.3% 3110 - Business License - DSA 70% $1 5,735 5,415 5,000 5,000 5,000 5,500 500 10.0% 3202 - State Mandated Cost Reimb 4,322 18,880 18,000 18,000 22,585 26,500 8,500 47.2% Fines & Special Assessments 51,623 70,560 66,700 66,700 73,485 77,300 10,600 15.9% 3203 - POST Reimb 3,096 2,703 2,700 2,700 -0 -0 -2,700 -100.0% 3204 - Casino Mitigation 19,149 24,224 20,190 20,190 20,190 20,200 10 0.0% 3206 - County Grant -0 60,000 -0 -0 -0 -0 -0 0.0%
3207 - State Grant 395,493 351,632 -0 -0 7,500 -0 -0 0.0% 3209 - Federal Grant 1,651,233 -0 -0 -0 -0 -0 -0 0.0%
Intergovernmental Revenues 2,068,971 438,560 22,890 22,890 27,690 20,200 -2,690 -11.8%

GENERAL FUND REVENUES DETAILED
FY25-26 PROPOSED BUDGET
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GENERAL FUND REVENUES DETAILED
FY25-26 PROPOSED BUDGET
3300 - Interest Income -21,286 77,712 77,000 77,000 75,000 100,000 23,000 29.9% 3301 - Cell Tower Lease Rental 39,608 45,594 43,000 43,000 43,000 44,300 1,300 3.0% 3302 - City Property Rental - Little League 2,974 2,683 2,300 2,300 3,700 3,150 850 37.0% 3304 - City Property Rental - Parking Space 500 420 500 500 500 500 -0 0.0% 3305 - City Property Rental - Palm Ave 3,000 2,500 2,250 2,250 2,750 2,500 250 11.1% 3401 - Plaza and Special Event Fees 6,675 12,975 7,200 7,200 7,200 7,000 -200 -2.8% Interest & Rents 31,471 141,883 132,250 132,250 132,150 157,450 25,200 19.1% 3404 - Credit Card Transaction Fee 177 1,991 1,000 1,000 2,000 2,000 1,000 100.0% 3405 - Finance Fee 7,407 6,902 5,000 5,000 6,000 7,000 2,000 40.0% 3425 - Fire Dept Fees 57,534 45,248 40,000 40,000 47,000 40,000 -0 0.0% 3426 - Planning Fees 44,217 26,457 21,000 21,000 35,000 38,000 17,000 81.0% 3441 - Encroachment Permits Fee 27,074 38,128 30,000 30,000 30,000 30,000 -0 0.0% 3442 - Grading Permit Fee 1,032 2,122 1,000 1,000 1,000 2,000 1,000 100.0% 3445 - Public Works Services 8,940 9,965 7,500 7,500 2,000 7,500 -0 0.0% 3502 - Police Services 17,240 17,154 18,000 18,000 20,000 18,000 -0 0.0% 3504 - Impounded Vehicle Release Fee 2,240 2,070 1,800 1,800 1,800 1,800 -0 0.0% 3505 - Police Reports Copy Fee 3,878 5,405 4,000 4,000 4,000 2,000 -2,000 -50.0% 3507 - Police OT Reimbursement 9,139 2,668 7,500 7,500 7,500 6,000 -1,500 -20.0% 3615 - Solar Payback -0 -0 -0 -0 8,000 8,000 8,000 0.0% Charges for Services 182,938 158,110 136,800 136,800 164,300 162,300 25,500 18.6% 3801 - Sales of Surplus Equipment 31,222 -0 10,000 10,000 1,000 -0 -10,000 -100.0% 3804 - Insurance Claims 224,633 450 500 500 9,240 500 -0 0.0% 3805 - Miscellaneous Income 9,178 9,151 100 100 1,000 500 400 400.0% 3806 - Donations & Contributions 427,775 500 500 75,500 300,500 500 -75,000 -99.3% 3807 - Rebates 14,100 15,393 14,000 14,000 15,000 15,300 1,300 9.3% 3810 - Pool Expense Reimbursement 81,445 64,011 158,125 158,125 82,900 93,990 -64,135 -40.6% Miscellaneous Revenue 788,352 89,505 183,225 258,225 409,640 110,790 -147,435 -57.1% 3998 - Cost Allocation Plan 2,189,693 2,302,956 1,761,797 1,761,797 1,761,797 1,796,323 34,526 2.0% 3999 - Transfers In 102,500 102,000 425,951 187,900 163,614 275,000 87,100 46.4% Total Revenue 16,057,653 13,790,356 14,304,463 14,141,412 14,363,478 15,314,718 1,173,306 8.3% 41 Agenda Item Number 5
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TRANSFERS IN/(OUT)
Transfer in
From Building, Facilities & Infra Reserve (Fund 103) - 41,400 41,400 39,114 (41,400) - -100.0% From Equipment, Technology & Vehicle Reserve (Fund 104) - - - - 14,000 14,000 0.0% From Tree Replacement (Fund 120) - - - - 4,000 4,000 0.0% From Permit Technology Fund (Fund 122) - - - - 500 500 0.0% From Vehicle Abatement (Fund 125) 2,000 4,500 4,500 4,500 15,000 10,500 233.3% From Measure M Parks (Fund 202) - - - - 65,000 65,000 0.0% From Inclusionary Housing (Fund 205) 22,000 - 22,000 - - (22,000) -100.0% From Police Grant (Fund 209) 100,000 120,000 120,000 120,000 175,000 55,000 45.8% From CDBG (Fund 206) - - - - 1,500 1,500 0.0%
From Measure H (Fund 248) 238,051 - - - - - 0.0%
3999 - Transfers In 102,000 425,951 187,900 163,614 275,000 87,100 46.4% Transfer out
To Retirement Fund - - - - - 0.0%
To Police Endowment Fund (226,982) - - - - - 0.0%
To Sewer Fund - - - - - 0.0%
To Capital Project Fund (637,781) - - - - - 0.0%
To Building, Facilities & Infra Reserve (Fund 103) (150,000) (150,000) (150,000) (450,000) (300,000) 200.0% To Equipment, Technology & Vehicle (Fund 104) (150,000) (150,000) (150,000) 150,000 - -100.0% 4999 - Transfers Out (864,763) (300,000) (300,000) (300,000) (450,000) (150,000) 50.0% TOTAL NET TRANSFERS (762,763) 125,951 (112,100) (136,387) (175,000)

GENERAL FUND
FY25-26 PROPOSED TRANSFERS SCHEDULE
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CITY COUNCIL
Incorporated in 1902, the City of Sebastopol operates under California's general law and is governed by a five-member City Council. The city follows a Council-Manager system, where the Council, elected at-large for four-year terms, is responsible for setting city-wide policies, goals, and overseeing the city’s operations through the City Manager.

The City Council has the authority to appoint key city officials, including the City Manager, City Attorney, and City Clerk. Regular Council meetings are held on the first and third Tuesday of each month, with special meetings called as needed. The Council also appoints a Mayor and Vice Mayor annually to lead the meetings and represent the city.
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EXPENSE
2023-24
Audited
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages 18,000 18,000 18,000 18,300 18,000 0.0% - Benefits 34,131 49,270 49,270 37,215 31,884 (17,386) -35.3% Contracted Services 46,783 71,200 71,200 71,200 57,900 (13,300) -18.7% Services & Supplies 12,320 11,910 11,910 13,067 12,280 3.1% 370 Equipment Rental/Maintenance 2,831 3,050 3,050 3,035 2,460 (590) -19.3% Conference & Training Expense 1,060 11,525 13,025 12,875 12,700 (325) -2.5% Telecommunications 4,466 4,460 4,460 3,225 2,760 (1,700) -38.1% Council Objectives 60,418 6,500 6,500 10,060 14,400 7,900 121.5% Allocated Insurance 22,375 22,710 22,710 22,712 30,830 8,120 35.8% Total Expense 202,383 198,625 200,125 191,689 183,214 (16,911) -8.5%

SUMMARY - CITY COUNCIL
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City Council
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted Budget
Salaries & Wages
4010 - Salaries - Full Time 18,000 18,000 18,000 18,300 18,000 - 0.0% Total Salaries & Wages 18,000 18,000 18,000 18,300 18,000 - 0.0% Benefits
4101 - Health in Lieu 9,241 7,280 7,280 3,200 - (7,280) -100.0% 4105 - Medicare & Fica 1,377 2,493 2,493 1,500 1,377 (1,116) -44.8% 4130 - Health Insurance 19,993 33,605 33,605 27,900 24,279 (9,326) -27.8% 4150 - Dental Insurance 2,884 4,806 4,806 3,840 5,142 336 7.0% 4151 - Vision Insurance 303 506 506 435 506 - 0.0%
4183 - EAP (Employee Asst Prog) 170 175 175 175 175 0 0.0% 4184 - Life Insurance 162 405 405 165 405 - 0.0%
Total Benefits 34,131 49,270 49,270 37,215 31,884 (17,386) -35.3% Contracted Services
4210 - Professional Contract Services 41,950 67,700 67,700 67,700 54,400 (13,300) -19.6% 4212 - Internet & Network /Technology Maint 2,792 - - - - - 0.0% 4250 - Publications/Legal Notices 2,041 3,500 3,500 3,500 3,500 0.0% - Total Contracted Services 46,783 71,200 71,200 71,200 57,900 (13,300) -18.7% Services & Supplies
4310 - Office Supplies 1,169 1,500 1,500 1,562 1,500 0.0% - 4330 - Misc Supplies & Services 1,582 1,000 1,000 1,000 1,000 0.0% - 4340 - Postage & Printing 7 100 100 183 50 (50) -50.0%
4345 - Dues & Subscriptions 9,562 9,310 9,310 10,322 9,730 4.5% 420 Total Services & Supplies 12,320 11,910 11,910 13,067 12,280 370 3.1% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 2,831 3,050 3,050 3,035 2,460 -19.3% (590) Total Equipment Rental/Maintenance 2,831 3,050 3,050 3,035 2,460 (590) -19.3% Conference & Training Expense
4510 - Conference & Training 1,975 - 5,625 4,075 3,250 (2,375) -42.2% 4515 - Meetings & Travel 1,060 9,550 7,400 8,800 9,450 2,050 27.7% Total Conference & Training Expense 1,060 11,525 13,025 12,875 12,700 (325) -2.5% Telecommunications
4750 - Telecommunications 4,466 4,460 4,460 3,225 2,760 (1,700) -38.1% Total Telecommunications 4,466 4,460 4,460 3,225 2,760 (1,700) -38.1% Council Objectives
4800 - Council Approved Intiatives 2,888 - - - - - 0.0% 4820 - Community Grants Program - - - - - - 0.0%
4890 - Other Community Support 57,530 6,500 6,500 10,060 14,400 7,900 121.5% Total Council Objectives 60,418 6,500 6,500 10,060 14,400 7,900 121.5% Allocated Insurance
4996 - Allocated Liability Insurance 20,451 21,000 21,000 21,000 28,945 7,945 37.8% 4997 - Allocated Wrkrs Comp Insurance 1,924 1,710 1,710 1,712 1,885 10.2% 175 Total Allocated Insurance 22,375 22,710 22,710 22,712 30,830 8,120 35.8% Total Operation 202,383 198,625 200,125 191,689 183,214 (16,911) -8.5% 45 Agenda Item Number 5
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City Council
Object Details
Object - Category Line Item Description
Worksheet
Unit Price
Worksheet
Quantity
Worksheet
Total
Grand Total 90,255 50 99,990
4210 - Professional Contract Services
4210 - Professional Contract Services Closed Captioning (Average $1,800 per month) 21,600 21,600 1 4210 - Professional Contract Services
Videographer - PCA (Average 6 hours for 1 tech x 28 meetings @85/hour) 14,300 14,300 1
4210 - Professional Contract Services
Videographer - Cody (Average 8 hours for 1 tech x 28 meetings @ $75/hour) 16,800 16,800 1
4210 - Professional Contract Services Videographer (Video Editing for Zoom Bombing @85/hour) 1,700 1 1,700 1 -
Total 4210 - Professional Contract Services 54,400 54,400 5 4250 - Publications/Legal Notices
4250 - Publications/Legal Notices Legal Ads & Public Hearing Notices 3,500 1 3,500 Total 4250 - Publications/Legal Notices 3,500 1 3,500
4310 - Office Supplies
4310 - Office Supplies
Misc Routine Supplies (Plagues, Record Retention Boxes, Tapes for label) 1,000 1 1,000
4310 - Office Supplies Paper Allocation 500 1 500
Total 4310 - Office Supplies 1,500 2 1,500
4330 - Misc Supplies & Services
4330 - Misc Supplies & Services Plaque & CC Business Cards 1,000 1 1,000 Total 4330 - Misc Supplies & Services 1,000 1 1,000
4345 - Dues & Subscriptions
4345 - Dues & Subscriptions Association of Bay Area Govt (ABAG) 3,000 1 3,000 4345 - Dues & Subscriptions Chamber of Commerce 250 1 250 4345 - Dues & Subscriptions League of California Cities 5,200 1 5,200 4345 - Dues & Subscriptions Sister Cities International 155 1 155 4345 - Dues & Subscriptions Annual Dropbox 125 1 125
4345 - Dues & Subscriptions Zoom Large Meeting (1 Seat + Large Meeting) 700 1 700 4345 - Dues & Subscriptions Adobe Programs 300 1 300
Total 4345 - Dues & Subscriptions 9,730 7 9,730
4510 - Conference & Training
4510 - Conference & Training
League of California Cities Conferences Registration (Any Oct/Jan) 650 5 3,250
Total 4510 - Conference & Training 650 5 3,250
4515 - Meetings & Travel
League of California Cities Conferences
Air/Hotel/Transportation (Mileage Reimbursement) 1,350 5 6,750 4515 - Meetings & Travel M&C Bi-Monthly Meeting ($65 x 5 x 6) 325 6 1,950 4515 - Meetings & Travel M&C Meeting Supplies 750 1 750 Total 4515 - Meetings & Travel 2,425 12 9,450
4750 - Telecommunications
4750 - Telecommunications Internet Service (Shared) 1,860 1 1,860 4750 - Telecommunications Vimeo Annual Fee 780 1 780
4750 - Telecommunications Main Fax Line (Shared) 10 12 120 Total 4750 - Telecommunications 2,650 14 2,760
4890 - Other Community Support
4890 - Other Community Support M&C Clerk Position Share Cost 2,700 1 2,700 4890 - Other Community Support Shuttle Fare 10,000 10,000 1 4890 - Other Community Support Community First Credit Union Covid Loan Default 1,700 1 1,700 Total 4890 - Other Community Support 14,400 14,400 3
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CITY MANAGER
Mission Statement
The City Manager is responsible for implementing the City Council’s goals and directives. This includes overseeing the implementation of policies related to city operations, budget management, personnel, and public communications. The City Manager also advises the City Council on all matters related to the city’s operations and ensures the smooth functioning of the city’s day-to-day activities.

Major Accomplishments in 2024-25
3 Completed procurement of new solid waste agreement through a competitive process 3 Completed Merger of Fire Department with Gold Ridge Fire Protection District 3 Led negotiations for new agreements with employee unions 3 Hired three new Department Heads
3 Improved financial tracking and reporting
3 Led first Council goal-setting effort since 2019
Goals and Objectives for 2025-26
Support City Council in achieving its goals by focusing on priority projects and initiatives. The goals include:
Community Vitality
Public Safety and Responding to Homelessness
Infrastructure
High Performance Organization
Long-term Financial Sustainability
Economic Development
City Manager

1.00 FTE
Assistant
City
Manager
Administrative
Services
(Finance)
Building Community
Development Police Public
Works/Engineering
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EXPENSE
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated YearEnd
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages 206,637 245,000 245,000 416,250 240,630 (4,370) -1.8% Benefits 91,728 125,974 125,974 162,085 147,952 21,978 17.4% Contracted Services 152,721 258,700 333,700 300,000 110,500 (223,200) -66.9% Services & Supplies 17,113 20,605 20,605 20,855 21,735 1,130 5.5% Equipment Rental/Maintenance 3,749 3,200 3,200 6,585 3,360 160 5.0% Conference & Training Expense 55 2,300 2,300 800 4,700 2,400 104.3% Telecommunications 3,141 3,420 3,420 3,420 3,420 - 0.0% Allocated Insurance 43,521 39,685 39,685 39,685 48,985 9,300 23.4% Total Expense 518,664 698,884 773,884 949,680 581,282 (192,602) -24.9%

SUMMARY - CITY MANAGER
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City Manager
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated YearEnd
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages
4010 - Salaries - Full Time 206,637 245,000 245,000 196,000 245,000 - 0.0% 4011 - Salaries - Part-Time - - - 36,500 5,000 5,000 0.0% 4023 - One Time Payment - - - 183,750 - - 0.0%
4090 - Vacancy Savings - - - - (9,370) (9,370) 0.0%
Total Salaries & Wages 206,637 245,000 245,000 416,250 240,630 (4,370) -1.8% Benefits
4104 - Accrual in Lieu - - - - 46,000 - 0.0%
4105 - Medicare & Fica 3,044 3,552 3,552 6,800 3,553 1 0.0% 4106 - Vehicle Allowance 1,750 4,200 4,200 3,500 4,200 - 0.0% 4107 - Electronic Allowance 900 - - - - - 0.0%
4110 - CalPERS Employer Rate 58,897 30,674 30,674 24,500 3 147 0,821 0.5% 4111 - CalPERS UAL Cost - 49,995 49,995 49,995 56,750 6,755 13.5% 4121 - Deferred Compensation 3,898 4,200 4,200 3,400 4,200 - 0.0% 4130 - Health Insurance 16,781 22,443 22,443 17,730 35,733 13,290 59.2% 4140 - Retiree Health Insurance OPEB 3,733 7,500 7,500 7,500 7,500 0.0% - 4150 - Dental Insurance 1,553 1,839 1,839 1,500 3,487 89.6% 1,648 4151 - Vision Insurance 208 176 208 165 345 137 65.9%
4181 - Long Term Disability Insurance 795 654 795 650 795 (0) 0.0% 4182 - Short Term Disability Insurance 452 263 452 250 452 - 0.0% 4183 - EAP (Employee Asst Prog) 35 32 35 30 35 (0) -0.1% 4184 - Life Insurance 81 46 81 65 81 - 0.0%
Total Benefits 91,728 125,974 125,974 162,085 147,952 21,978 17.4% Contracted Services
4210 - Professional Contract Services 127,514 258,700 333,700 300,000 75,500 (258,200) -77.4% 4212 - Internet & Network /Technology Maint - - - - - - 0.0% 4230 - Recruitment Services 25,208 - - - 35,000 35,000 0.0% Total Contracted Services 152,721 258,700 333,700 300,000 110,500 (223,200) -66.9% Services & Supplies
4310 - Office Supplies 250 472 250 500 250 - 0.0%
4330 - Misc Supplies & Services 3,380 10,830 10,830 10,830 10,050 (780) -7.2% 4345 - Dues & Subscriptions 8,359 9,525 9,525 9,525 11,435 20.1% 1,910 4351 - Computer Equip (under $10 K) 4,902 - - - - 0.0%
Total Services & Supplies 17,113 20,605 20,605 20,855 21,735 1,130 5.5% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 3,749 3,200 3,200 6,585 3,360 5.0% 160 Total Equipment Rental/Maintenance 3,749 3,200 3,200 6,585 3,360 160 5.0% -
Conference & Training Expense -
4510 - Conference & Training 500 - 500 100 1,375 175.0% 875 4515 - Meetings & Travel 1,800 55 1,800 3,325 700 84.7% 1,525 Total Conference & Training Expense 2,300 55 2,300 4,700 800 2,400 104.3% -
Telecommunications -
4750 - Telecommunications 3,141 3,420 3,420 3,420 3,420 0.0% - Total Telecommunications 3,141 3,420 3,420 3,420 3,420 - 0.0% -
Allocated Insurance -
4996 - Allocated Liability Insurance 17,877 16,885 16,885 16,885 23,290 37.9% 6,405 4997 - Allocated Wrkrs Comp Insurance 25,644 22,800 22,800 22,800 25,695 12.7% 2,895 Total Allocated Insurance 43,521 39,685 39,685 39,685 48,985 9,300 23.4% Total Operation 518,664 698,885 773,885 949,680 581,282 (192,603) -24.9% 49 Agenda Item Number 5
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City Manager
Object Details
Object - Category Line Item Description
Worksheet Unit
Price
Worksheet
Quantity Worksheet Total
Grand Total 135,740 109 143,715
4210 - Professional Contract Services
4210 - Professional Contract Services Holly Hanson Contract - Routine 40,000 40,000 1 4210 - Professional Contract Services Holly Hanson Contract - Special Project 10,000 10,000 1 4210 - Professional Contract Services Homeless Count 500 1 500 4210 - Professional Contract Services Baker Tilly Contract (Financial Forecast Support) 25,000 25,000 1 Total 4210 - Professional Contract Services 75,500 75,500 6 4230 - Recruitment
4230 - Recruitment City Manager Recruitment 35,000 35,000 1 Total 4230 - Recruitment 35,000 35,000 1
4310 - Office Supplies
4310 - Office Supplies Routine Supplies (Paper/Calendar/Business Cards) 250 1 250 Total 4310 - Office Supplies 250 1 250
4330 - Misc Supplies & Services
4330 - Misc Supplies & Services Canon Desktop Printer Lease - 12 - 4330 - Misc Supplies & Services Newsletter Distribution Service 4,050 1 4,050 4330 - Misc Supplies & Services Newsletter Content Creation Service 6,000 1 6,000 4330 - Misc Supplies & Services One time fees -
Total 4330 - Misc Supplies & Services 10,050 14 10,050
4345 - Dues & Subscriptions
4345 - Dues & Subscriptions RCPA Contribution 8,500 1 8,500 4345 - Dues & Subscriptions
ERC (Employment Relation Consortium) LCW
Membership 900 1 900
4345 - Dues & Subscriptions ICMA (International City/County Mgmt Assoc 1,200 1 1,200 4345 - Dues & Subscriptions CCMF (California City Mgmt Foundation) 400 1 400 4345 - Dues & Subscriptions Adobe Subscription 300 1 300 4345 - Dues & Subscriptions Annual Zoom Account 135 1 135 Total 4345 - Dues & Subscriptions 11,435 11,435 6
4375-Equipment Rental/Maintenance
4375 - Equipment Rental/Maintenance Canon Desktop Printer Lease 75 12 900 4375 - Equipment Rental/Maintenance Canon Shared Copier Lease Cost 205 12 2,460 Total 4375-Equipment Rental/Maintenance 280 24 3,360
4510 - Conference & Training
4510 - Conference & Training ICMA Conference 775 1 775
4510 - Conference & Training California City Manager Conference 600 1 600 Total 4510 - Conference & Training 1,375 2 1,375
4515 - Meetings & Travel
4515 - Meetings & Travel City Manager Conferences (Hotel/Airfare) 1,500 2 3,000 4515 - Meetings & Travel M&C Meetings Dinner 65 5 325
Total 4515 - Meetings & Travel 1,565 7 3,325
4750 - Telecommunications
4750 - Telecommunications Cell Phone Service 50 12 600
4750 - Telecommunications Fax Line Shared 5 12 60
4750 - Telecommunications Land Line Lease 30 12 360
4750 - Telecommunications Sonic Shared 200 12 2,400
Total 4750 - Telecommunications 285 48 3,420
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CITY ATTORNEY
Mission Statement
The Office of the City Attorney provides timely, efficient and high-quality legal services, advice and support to the City Council, Board and Committees, and City staff related to the establishment, implementation, and enforcement of City policies. The City Attorney also evaluates and addresses legal issues arising out of the City’s decisions and activities to minimize the risk of liability. 51 Agenda Item Number 5
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EXPENSE
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages 141,237 - - - - - 0.0%
Benefits 146,274 - - - - - 0.0%
Contracted Services 451,357 625,000 625,000 625,000 643,750 18,750 3.0% Services & Supplies 549 - - - - - 0.0%
Allocated Insurance 19,641 22,900 22,900 22,900 (22,900) - -100.0% Total Expense 759,058 647,900 647,900 647,900 643,750 (4,150) -0.6%

SUMMARY - CITY ATTORNEY
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City Attorney
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages
4010 - Salaries - Full Time 138,737 - - - - 0.0%
4017 - Salaries - COVID-19 - - - - - 0.0%
4023 - One Time Payment 2,500 - - - - 0.0%
Total Salaries & Wages 141,237 - - - - - 0.0%
Benefits
4105 - Accrual in Lieu 107,978 - - - - 0.0%
4105 - Medicare & Fica 3,633 - - - - 0.0%
4107 - Electronic Allowance 900 - - - - 0.0%
4110 - CalPERS Employer Rate 17,319 - - - - 0.0%
4121 - Deferred Compensation 2,402 - - - - 0.0%
4130 - Health Insurance 12,202 - - - - 0.0%
4150 - Dental Insurance 1,052 - - - - 0.0%
4151 - Vision Insurance 119 - - - - 0.0%
4181 - Long Term Disability Insurance 458 - - - - 0.0%
4182 - Short Term Disability Insurance 178 - - - - 0.0% 4183 - EAP (Employee Asst Prog) - 19 - - - 0.0%
4184 - Life Insurance - 14 - - - 0.0%
Total Benefits 146,274 - - - - - 0.0%
Contracted Services
4214 - Litigation Expense (General) 451,357 625,000 350,000 165,000 180,250 (169,750) -48.5% 4217 - Litigation Expense (Special) 275,000 - 460,000 463,500 188,500 68.5% Total Contracted Services 451,357 625,000 625,000 625,000 643,750 18,750 3.0% Services & Supplies
4330 - Misc Supplies & Services 549 - - - - - 0.0%
Total Services & Supplies 549 - - - - - 0.0%
Allocated Insurance
4996 - Allocated Liability Insurance 19,641 22,900 22,900 22,900 - (22,900) -100.0% 4997 - Allocated Wrkrs Comp Insurance - - - - 0.0%
Total Allocated Insurance 19,641 22,900 22,900 22,900 - (22,900) -100.0% Total Operation 759,058 647,900 647,900 647,900 643,750 (4,150) -0.6% 53 Agenda Item Number 5 Agenda Item Number 5
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ASSISTANT CITY MANAGER / CITY CLERK
Mission Statement
The mission of the City Clerk Department is to provide efficient, quality services in a courteous, knowledgeable and professional manner. The City Clerk’s Office represents the “front door” of City Hall and is here to help demystify the government process. The City Clerk’s office encourages community members to have a voice in local government. The City Clerk's multi-faceted office functions have evolved in response to the needs of legislative bodies and their constituents. As Clerk to the City Council, this Office records and preserves Council proceedings and provides procedural and technical support where needed. As official record keeper, the City Clerk maintains custody of City records
*Designated Assistant City Manager holding two positions: Assistant City Manager and City Clerk.

Major Accomplishments in 2024-2025:
3 Completion of Award of Contract for Sebastopol’s Solid Waste Collection Agreement (Transition Completion Date: June 30, 2025)
o Awarded a contract for solid waste collection and ensured a transition plan was developed to meet the set deadline; led the bidding process, reviewed vendor proposals, negotiated terms, and created a clear transition timeline; Oversee the transition to the new service provider by June 2025.
3 Completion of Labor Negotiations with Two Bargaining Units (SPOA – Sebastopol Police Officer Association and SEIU – Service Employee International Union) o Successfully completed labor negotiations with the police officers' union (SPOA) and the public works/admin staff union (SEIU); Facilitated negotiations, addressed union concerns, and reached agreements beneficial to both the city and bargaining units. 3 Assisted with Sebastopol Volunteer Fire Department Merger/Reorganization with Gold Ridge Fire Protection District.
o Played a key role on the ad hoc committee in assisting the merger and reorganization of the Sebastopol Volunteer Fire Department with the Gold Ridge Fire Protection District; The merger will enhance fire services, optimize resources, and improve emergency response capabilities; will finalize media communications and provide full transparency to the community, expected by June 2025.
3 Provided City Staff with Clarification of Current State Record Retention Requirements o Delivered essential guidance to city staff on how to comply with state record retention laws; This will ensure that the city remains compliant with state laws and that records are retained appropriately; Continue to monitor compliance and provide updates as needed.
3 Conducted Initial Research and Cost Estimate for Records Retention Program for Storage of Documents Electronically
o Initiated research into the costs and feasibility of implementing an electronic records retention system; Researched best practices, identified potential software and vendors, and estimated costs.

Assistant City Manager /
City Clerk *

1.00 FTE
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3 Utilized Current Technology to Aid in Transparency of City Meetings o Utilized software tools to streamline the creation and distribution of meeting agendas, minutes, and other related documents; Continue to enhance digital accessibility for all city meetings.
3 Commitment to Providing City Employees with a Stable Work Environment and Growth Opportunities
o Completed the staffing assessment, developed a plan for updating and creating new job descriptions, and outlined further actions to meet staffing needs; created first part of the work plan, including updating job descriptions and aligning them with current staffing needs and consolidation of building department to City Hall 3 Conducted Public Records Act Requests and Improved Records Management System o Handled numerous public records act requests and began building a more extensive database to make future retrieval easier and more efficient. Retrieved, reviewed, and redacted thousands of documents; digitized documents for easier access; and began developing a digital filing system. Continue to build the database, scan more documents, and streamline the public records request process. 3 Completed First Set of Policies for City Council Procedures and Protocols o Completed the first set of policies regarding City Council procedures and protocols.

This ensures that the City Council operates in an efficient, transparent, and orderly manner, helping streamline meetings and decision-making. 3 Finalization of Electronic Policy
o Completed the finalization of the city’s electronic policy, ensuring proper use of technology and electronic records. This policy helps maintain security, consistency, and accountability in how electronic documents and technology are used across the city.

Goals and Objectives for 2025-2026:
Review of ACM/City Clerk Staffing
o Objective: Assess staffing needs, roles, and efficiency of the Assistant City Manager (ACM) and City Clerk positions.
One person currently fills both positions, but the current model is unsustainable.
x Assess staffing needs: Based on the recent staffing recommendations, conduct a review of workload distribution, responsibilities, and the need for two separate positions.
x Cross-Training and Mentoring: Continue efforts to hire additional positions that allow for cross-training and mentoring, enhancing team capacity and continuity. city staff are well-trained, supported, and able to grow in their roles.
x Explore Shared Services: Begin discussions with neighboring cities to explore shared services for administrative functions, which may reduce costs and improve service efficiency.
o Establish a sustainable staffing model for the ACM and City Clerk roles, ensuring effective city operations and capacity for long-term growth. Labor Negotiations
o Objective: Prepare for upcoming negotiations for Memorandums of Understanding (MOUs) with bargaining units.
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MOUs with two bargaining units (e.g., police officers and public works/admin staff) will expire in December 2025.
x Start Negotiations in 2025: Begin negotiations with bargaining units in August/September 2025, well in advance of contract expiration, to ensure a smooth renewal process.
x Plan for Employee Needs: Work with the City Manager and Human Resource to develop strategies that will help meet employee expectations for compensation benefits, and working conditions. Ensure that labor negotiations are timely and lead to agreements that support the city's operational needs and employee satisfaction. Leadership and Staff Development
o Objective: Build strong, cohesive teams within city departments and improve employee satisfaction and retention.
Work with City Manager and HR Consultant: Collaborate to build leadership capacity within city departments and create development programs for staff. Provide Professional Development Opportunities: Implement initiatives that ensure employees have access to the resources, training, and mentorship to succeed in their roles.
Improve Workplace Culture: Address employee satisfaction issues, improving morale and retention through initiatives focused on team-building, and recognition.
o Create a high-performing, engaged workforce capable of meeting the city’s needs. Continued Collaboration with IT on Technology Upgrades o Objective: Enhance the city's technology infrastructure to improve operations and service delivery.
IT System Review: Work with an IT auditor to assess the city's current IT infrastructure. This will include reviewing system hardware, software, and security, as well as internal and external standards.
Conduct RFP for IT Support Services: Based on the IT audit findings, help create an RFP for selecting an IT support service provider. Security Policies: Review and upgrade security protocols, including firewalls, encryption, intrusion detection, access management, and data backups. Ensure proper data backup and recovery systems, including both cloud and local storage solutions, to minimize data loss risks and system downtime. Create a more secure, efficient, and reliable IT infrastructure that supports the city’s operations and improves public service delivery. Streamlining city operations, improving cross-departmental collaboration, and modernizing technology infrastructure.
Creation of Policies for City Council and City Manager o Objective: Develop and finalize key policies for the City Council and City Manager’s office to ensure transparent governance and efficient operations. Track Legal and Regulatory Changes: Continuously monitor changes in state or federal regulations in partnership with the City Attorney to ensure policies are up-to-date and compliant.
Policy Development: Continue developing and refining policies for City Council procedures and City Manager office operations.
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Clear, up-to-date policies that guide operations and ensure compliance with legal standards, improving the efficiency of city governance. Review of City Blog / Substack for Enhanced Communications o Objective: Explore new communication channels to improve transparency and community engagement.
Evaluate New Platforms: Review the feasibility of using a City Blog or Substack for more frequent, transparent updates from the City Council and City Manager.
Video Communication: Integrate video content from Council or City Management to enhance communication with residents, making city updates more accessible and engaging.
A more transparent and accessible communication strategy that strengthens the connection between city leadership and the community.
Transparency and Communication: Improving how the city communicates with its residents, making it easier for them to access information and engage in the decision-making process.
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EXPENSE
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages 225,784 233,465 274,465 272,000 264,587 (9,878) -3.6% Benefits 83,317 102,891 108,591 108,116 125,077 16,486 15.2% Contracted Services 3,191 36,960 36,960 22,260 5,125 (31,835) -86.1% Services & Supplies 4,171 5,540 5,540 6,824 5,690 2.7% 150 Equipment Rental/Maintenance 3,162 3,500 3,500 2,046 3,480 -0.6% (20) Conference & Training Expense 2,225 308 2,225 2,225 6,860 4,635 208.3% Telecommunications 2,332 2,910 2,910 2,500 2,190 (720) -24.7% Allocated Insurance 44,139 43,280 43,280 43,280 57,810 14,530 33.6% Total Expense 366,404 430,771 477,471 459,251 470,819 (6,652) -1.4% SUMMARY - ASSISTANT CITY MANAGER | CITY CLERK
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Assistant City Manager | City Clerk
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages
4010 - Salaries - Full Time 225,784 233,465 274,465 272,000 274,250 (215) -0.1% 4011 - Salaries - Part Time - - - - - - 0.0%
4023 - One Time Payment - - - - - 0.0%
4090 - Vacancy Savings - - - (9,663) (9,663) 0.0%
Total Salaries & Wages 225,784 233,465 274,465 272,000 264,587 (9,878) -3.6% Benefits
4105 - Medicare & Fica 3,296 3,385 3,385 3,945 3,977 592 17.5% 4106 - Vehicle Allowance - - - - - - 0.0%
4107 - Electronic Allowance - 750 - - - - 0.0%
4110 - CalPERS Employer Rate 60,907 29,230 34,930 34,500 34,501 -1.2% (429) 4111 - CalPERS UAL Cost 48,750 - 48,750 48,750 63,525 14,775 30.3% 4121 - Deferred Compensation 2,104 4,200 4,200 4,200 4,200 0.0% - 4130 - Health Insurance 10,250 11,221 11,221 10,800 12,627 1,406 12.5% 4140 - Retiree Health Insurance OPEB 3,733 3,700 3,700 3,700 3,700 0.0% - 4150 - Dental Insurance 961 962 961 925 1,029 7.1% 68
4151 - Vision Insurance 101 101 101 96 101 (0) -0.2%
4181 - Long Term Disability Insurance 795 785 795 785 795 (0) 0.0% 4182 - Short Term Disability Insurance 431 313 431 300 506 75 17.4% 4183 - EAP (Employee Asst Prog) 34 35 35 35 35 (0) -0.1% 4184 - Life Insurance 81 81 81 80 81 - 0.0%
Total Benefits 83,317 102,891 108,591 108,116 125,077 16,486 15.2% Contracted Services
4210 - Professional Contract Services 2,576 6,960 6,960 6,960 5,125 (1,835) -26.4% 4212 - Internet & Network /Technology Maint - - - - - - 0.0% 4270 - Elections 30,000 615 30,000 15,300 (30,000) - -100.0% Total Contracted Services 3,191 36,960 36,960 22,260 5,125 (31,835) -86.1% Services & Supplies
4310 - Office Supplies 1,623 1,900 1,900 1,900 1,480 -22.1% (420) 4330 - Misc Supplies & Services 66 1,280 1,280 1,654 500 (780) -60.9% 4340 - Postage & Printing - - - 50 50 50 0.0%
4345 - Dues & Subscriptions 2,482 2,360 2,360 3,220 3,660 1,300 55.1% Total Services & Supplies 4,171 5,540 5,540 6,824 5,690 150 2.7% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 3,162 3,500 3,500 2,046 3,480 (20) -0.6% Total Equipment Rental/Maintenance 3,162 3,500 3,500 2,046 3,480 (20) -0.6% Conference & Training Expense
4510 - Conference & Training 800 - 800 800 2,100 1,300 162.5% 4515 - Meetings & Travel 1,425 308 1,425 1,425 4,760 3,335 234.0% Total Conference & Training Expense 2,225 308 2,225 2,225 6,860 4,635 208.3% Telecommunications
4750 - Telecommunications 2,332 2,910 2,910 2,500 2,190 -24.7% (720) Total Telecommunications 2,332 2,910 2,910 2,500 2,190 (720) -24.7% Allocated Insurance
4996 - Allocated Liability Insurance 19,131 21,055 21,055 21,055 29,045 7,990 37.9% 4997 - Allocated Wrkrs Comp Insurance 25,008 22,225 22,225 22,225 28,765 6,540 29.4% Total Allocated Insurance 44,139 43,280 43,280 43,280 57,810 14,530 33.6% Total Operation 366,404 430,771 477,471 459,251 470,819 (6,652) -1.4% 59 Agenda Item Number 5
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Assistant City Manager | City Clerk
Object Details
Object - Category Line Item Description
Worksheet Unit
Price
Worksheet
Quantity Worksheet Total
Grand Total 64 23,295 18,370
4210 - Professional Contract Services
4210 - Professional Contract Services Annual Muni-Code Updates 5,000 1 5,000 4210 - Professional Contract Services Annual Zoom Contract 125 1 125 4210 - Professional Contract Services Granicus Contract - 1- Total 4210 - Professional Contract Services 3 5,125 5,125 4270 - Elections
4270 - Elections 1 Ballot Measure - 0-
4270 - Elections 2 Council Seats - 0-
4270 - Elections Election Materials - 0-
Total 4270 - Elections 0- -
4310 - Office Supplies
4310 - Office Supplies Shared Paper Cost Allocation 480 1 480 4310 - Office Supplies Misc Routine Supplies (tapes/labels/folders/paper allocation) 1 1,000 1,000 Total 4310 - Office Supplies 2 1,480 1,480
4330 - Misc Supplies & Services
4330 - Misc Supplies & Services Canon Copier Lease - 0- 4330 - Misc Supplies & Services Clerk/Notary Supplies 500 1 500 Total 4330 - Misc Supplies & Services 500 1 500
4345 - Dues & Subscriptions
4345 - Dues & Subscriptions IIMC (International Institute of Municipal Clerks) 215 1 215 4345 - Dues & Subscriptions ICMA (International City/County Management Association) 240 1 240 4345 - Dues & Subscriptions MMANC (Municipal Management Association of Northern California) 0- - 4345 - Dues & Subscriptions CCAC (City Clerks Association of California) 250 1 250 4345 - Dues & Subscriptions Society of HR Management 200 1 200 4345 - Dues & Subscriptions CalPERLA 400 1 400
4345 - Dues & Subscriptions Annual Code Publishing 1,835 1 1,835 4345 - Dues & Subscriptions Doodle Subscription 18 85 5 4345 - Dues & Subscriptions Adobe 300 1 300
4345 - Dues & Subscriptions Zoom Account 135 1 135
Total 4345 - Dues & Subscriptions 9 3,660 3,660
4375-Equipment Rental/Maintenance
4375 - Equipment Rental/Maintenance Canon Desktop Printer Lease 12 85 1,020 4375 - Equipment Rental/Maintenance Canon Shared Copier Lease Cost 205 12 2,460 Total 4375-Equipment Rental/Maintenance 290 24 3,480
4510 - Conference & Training
4510 - Conference & Training City Clerk Annual Conference (League of California) 600 1 600 4510 - Conference & Training City Clerk Annual Conference (League of California-New Law) 600 1600 4510 - Conference & Training City Clerk Annual Conference (City Clerk Association) 600 1 600 4510 - Conference & Training Other Various Webinar 300 1 300 Total 4510 - Conference & Training 4 2,100 2,100
4515 - Meetings & Travel
4515 - Meetings & Travel
City Clerk Annual Conference (League of California)
Air/Hotel/Transporation 1 1,500 1,500
4515 - Meetings & Travel
City Clerk Annual Conference (League of California-New Law) Air/Hotel/Transporation 1 1,500 1,500
4515 - Meetings & Travel
City Clerk Annual Conference (City Clerk Association)
Air/Hotel/Transportation 1 1,500 1,500
4515 - Meetings & Travel M&C Meeting Dinner ($65 x 4) 42 65 60 Total 4515 - Meetings & Travel 7 4,760 4,565
4750 - Telecommunications
4750 - Telecommunications Sonic Shared 140 12 1,680
4750 - Telecommunications Land Line Phone Allocation 360 1 360 4750 - Telecommunications Fax Line Shared 150 1 150
Total 4750 - Telecommunications 650 14 2,190
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ADMINISTRATIVE SERVICES (FINANCE) DEPARTMENT
Mission Statement
The Department of Administrative Services is responsible for the divisions of Finance & Accounting, Budgeting, Human Resources and Information Technology.

1. Finance & Accounting – Performing the accounting for all of the City’s financial transactions and coordinating preparation of the annual audit.

2. Budgeting - Coordinating the annual operating and capital budget process, including the development of the fee schedule, assist departments with reports and analysis to ensure expenditures are within budgeted appropriations. Track and report on budget status to City Council.

3. Human Resources - Process bi-weekly payroll for all City employees, reporting and paying tax obligations, and completing all reporting requirements.

4. Information Technology - Work collaboratively with all City departments to deliver the IT services and infrastructure.

Major Accomplishments in 2024-25:
3 Filled the Accountant position
3 Retained New Audit Firm – Chavan & Associates, LLP
3 Completed administrative support of Measure U (1/2 cents sales tax) 3 Enhanced budget tracking and quarterly reporting to the City Council 3 Completed citywide classification and compensation study 3 Completed citywide staffing assessment study
3 Completed phase 1 deployment of new computer lease program Goals and Objectives for 2025-26:
Implementation the result of classification/compensation and staffing studies Continue managing and tracking the technology replacement lease program Maintain quarterly financial updates
Provide support for the IT assessment study
Administrative
Services Director

1.00 FTE
Accountant/Analyst
(Confidential)

1.00 FTE
Administrative
Technician

1.00 FTE
Accountant

1.00 FTE
61 Agenda Item Number 5
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EXPENSE
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages 425,664 493,652 503,997 412,051 507,017 3,020 0.6% Benefits 216,104 313,692 314,189 262,157 352,048 37,859 12.0% Contracted Services 503,457 418,884 418,884 525,870 367,834 (51,050) -12.2% Technology Maintenance 60,100 60,100 60,100 61,150 1,050 1.7% Services & Supplies 36,246 22,715 22,715 23,070 23,565 850 3.7% Equipment Rental/Maintenance 7,763 8,140 8,140 8,140 7,420 (720) -8.8% Conference & Training Expense 2,385 5,450 5,450 3,000 3,150 (2,300) -42.2% Telecommunications 5,573 6,740 6,740 6,740 6,140 (600) -8.9% Allocated Insurance 117,250 107,550 107,550 107,550 138,215 30,665 28.5% Total Expense 1,314,441 1,436,923 1,447,765 1,408,678 1,466,539 18,774 1.3%

SUMMARY - ADMINISTRATIVE SERVICES
62 Agenda Item Number 5
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Administrative Services
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages
4010 - Salaries - Full Time 407,644 493,652 498,497 407,051 530,012 31,515 6.3% 4011 - Salaries - Part Time 11,656 - 2,500 2,500 - (2,500) -100.0% 4012 - Overtime - 124 - - - 0.0%
4017 - Salaries - COVID-19 7,375 - - - - 0.0%
4023 - One Time Payment - - 3,000 3,000 - (3,000) -100.0% 4090 - Vacancy Savings - - - - (22,495) (22,495) 0.0%
4990 - Contra-Salaries/Projects (1,135) - - (500) (500) (500) 0.0% Total Salaries & Wages 425,664 493,652 503,997 412,051 507,017 3,020 0.6% -
Benefits -
4104 - Accrual in Lieu 1,004 - - 1,300 - - 0.0%
4105 - Medicare & Fica 6,223 7,158 7,158 6,820 7,685 7.4% 527 4110 - CalPERS Employer Rate 101,151 52,438 52,935 41,800 56,364 3,429 6.5% 4111 - CalPERS UAL Cost - 103, 756 103,756 103,935 120,985 17,229 16.6% 4130 - Health Insurance 90,247 125,440 125,440 91,900 141,146 15,706 12.5% 4140 - Retiree Health Insurance OPEB 3,733 7,600 7,600 3,740 7,600 - 0.0% 4150 - Dental Insurance 10,366 12,872 12,872 9,400 13,773 7.0% 901 4151 - Vision Insurance 1,080 1,363 1,363 1,363 995 - 0.0% 4181 - Long Term Disability Insurance 1,383 1,690 1,690 1,377 1,690 - 0.0% 4182 - Short Term Disability Insurance 911 556 911 535 978 67 7.4% 4183 - EAP (Employee Asst Prog) 140 108 140 115 140 (0) 0.0% 4184 - Life Insurance 324 253 324 240 324 - 0.0%
Total Benefits 216,104 313,692 314,189 262,157 352,048 37,859 12.0% -
Contracted Services -
4210 - Professional Contract Services 381,392 306,884 306,884 405,370 253,834 (53,050) -17.3% 4211 - Banking Fees 23,095 22,000 22,000 24,000 24,000 2,000 9.1% 4212 - Internet & Network /Technology Maint 43,396 60,100 60,100 60,100 61,150 1,050 1.7% 4220 - Audit & Accounting Services 29,765 46,000 46,000 46,000 43,000 (3,000) -6.5% 4221 - Property Tax Services - 25,000 25,000 25,000 25,000 - 0.0% 4222 - Sales Tax Audit 4,215 4,000 4,000 7,000 7,000 3,000 75.0% 4223 - UUT Audit 15,000 15,000 15,000 15,000 15,000 - 0.0% 4230 - Recruitment Services 6,594 - - 3,500 - - 0.0%
Total Contracted Services 503,457 478,984 478,984 585,970 428,984 (50,000) -10.4% -
Services & Supplies -
4300 - Short/Over - 150 - - - - 0.0%
4310 - Office Supplies 3,284 3,850 3,850 3,850 3,850 - 0.0% 4330 - Misc Supplies & Services 6,029 5,900 5,900 8,600 5,900 - 0.0% 4340 - Postage & Printing 2,802 6,600 6,600 3,500 6,600 - 0.0% 4345 - Dues & Subscriptions 12,444 6,365 6,365 7,120 7,215 13.4% 850 4351 - Computer Equip (under $10 K) 11,536 - - - - - 0.0% Total Services & Supplies 36,246 22,715 22,715 23,070 23,565 3.7% 850 -
Equipment Rental/Maintenance -
4375 - Equipment Rental/Expenses 7,763 8,140 8,140 8,140 7,420 -8.8% (720) Total Equipment Rental/Maintenance 7,763 8,140 8,140 8,140 7,420 (720) -8.8% -
Conference & Training Expense -
4510 - Conference & Training 3,650 715 3,650 1,250 800 (2,400) -65.8% 4515 - Meetings & Travel 1,670 1,800 1,800 2,200 1,900 5.6% 100 Total Conference & Training Expense 2,385 5,450 5,450 3,000 3,150 (2,300) -42.2% - Telecommunications -
4750 - Telecommunications 5,573 6,740 6,740 6,740 6,140 -8.9% (600) Total Telecommunications 5,573 6,740 6,740 6,740 6,140 (600) -8.9% -
Allocated Insurance -
4996 - Allocated Liability Insurance 64,032 60,265 60,265 60,265 83,350 23,085 38.3% 4997 - Allocated Wrkrs Comp Insurance 53,218 47,285 47,285 47,285 54,865 7,580 16.0% Total Allocated Insurance 117,250 107,550 107,550 107,550 138,215 30,665 28.5% Total Operation 1,314,441 1,436,923 1,447,765 1,408,678 1,466,539 18,774 1.3% 63 Agenda Item Number 5
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Administrative Services
Object Details
Object - Category Line Item Description
Worksheet Unit
Price
Worksheet
Quantity
Worksheet
Total
Grand Total 467,979 494,259 160
4210 - Professional Contract Services
4210 - Professional Contract Services Springbrook Annual Maintenance 35,000 1 35,000 4210 - Professional Contract Services Springbrook Budget Module Maintenance 10,000 1 10,000 4210 - Professional Contract Services Business License Annual Maintenance 10,000 1 10,000 4210 - Professional Contract Services Cost Allocation Plan Annual Refresh 1 6,000 6,000 4210 - Professional Contract Services User Fee Schedule Annual Update 1 6,300 6,300 4210 - Professional Contract Services IT Contract 64,084 1 64,084 4210 - Professional Contract Services Human Resource Contract 85,000 1 85,000 4210 - Professional Contract Services Labor Negotiation Contract 30,000 1 30,000 4210 - Professional Contract Services CalOPPS Recruitment Annual Contract 1 4,100 4,100 4210 - Professional Contract Services Express Evaluation 1 2,500 2,500 4210 - Professional Contract Services Government Job Posting Annual Contract 1 850 850 4210 - Professional Contract Services Compensation Study 1- - 4210 - Professional Contract Services Staffing Assessement Refresh 1- - 4210 - Professional Contract Services Ballot Measure/Poll/Strategist 1- - Total 4210 - Professional Contract Services 253,834 253,834 14 4211 - Banking Fees
4211 - Banking Fees
Annual Banking Fee for merchant credit cards and
cash/check 24,000 1 24,000
Total 4211 - Banking Fees 24,000 1 24,000
4212 - Internet & Network /Technology Maint
4212 - Internet & Network /Technology Maint Connect-wise 24/7 Monitoring Alerts 23,500 1 23,500 4212 - Internet & Network /Technology Maint Licensing Renewal 1 3,500 3,500 4212 - Internet & Network /Technology Maint O365 Service 12,000 1 12,000 4212 - Internet & Network /Technology Maint Offsite Hosting Backup Support (Barracuda) 1 4,000 4,000 4212 - Internet & Network /Technology Maint Website Hosting & Maintenance 12 3,000 250 4212 - Internet & Network /Technology Maint Website AI Search/Chat 12 9,600 800 4212 - Internet & Network /Technology Maint Website Notification Features (Text/Email Messages) 1 500 500 4212 - Internet & Network /Technology Maint Domain Renewal 15 50 0 4212 - Internet & Network /Technology Maint Website Accessiblility (ADA) 1 5,000 5,000 Total 4212 - Internet & Network /Technology Maint 49,600 61,150 31 4220 - Audit & Accounting Services
4220 - Audit & Accounting Services Annual Audit 29,000 1 29,000 4220 - Audit & Accounting Services Annual OPEB Calculations (GASB75) 1 5,000 5,000 4220 - Audit & Accounting Services Annual Stats Section Tables 1 4,000 4,000 4220 - Audit & Accounting Services Annual Pension Calculations (GASB-68) 1 5,000 5,000 4220 - Audit & Accounting Services Annual Debt Calculation (GASB-96) 1- - Total 4220 - Audit & Accounting Services 43,000 5 43,000 4221 - Property Tax Services
4221 - Property Tax Services Property Tax Services 25,000 1 25,000 Total 4221 - Property Tax Services 25,000 1 25,000
4222 - Sales Tax Audit
4222 - Sales Tax Audit Annual Sales Tax Audit 1 7,000 7,000 Total 4222 - Sales Tax Audit 1 7,000 7,000
4223 - UUT Audit
4223 - UUT Audit Annual UUT Audit 15,000 1 15,000
Total 4223 - UUT Audit 15,000 1 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
64 Agenda Item Number 5
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Administrative Services
Object Details
Object - Category Line Item Description
Worksheet Unit
Price
Worksheet
Quantity
Worksheet
Total
4330 - Misc Supplies & Services
4330 - Misc Supplies & Services Annual Budget Book Printing 1 2,000 2,000 4330 - Misc Supplies & Services GFOA Awards Submission Fees 1 1,000 1,000 4330 - Misc Supplies & Services PO Box Renewal 1 500 500 4330 - Misc Supplies & Services Shredding Services 2,400 1 2,400 Total 4330 - Misc Supplies & Services 4 5,900 5,900
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 (5) 5 1,500 300 4345 - Dues & Subscriptions Annual DocuSign Subscription (5 seats) 5 3,350 670 4345 - Dues & Subscriptions CalGovHR Annual Membership (1) 1 65 65 4345 - Dues & Subscriptions COBRA Annual Subscription 1 850 850 4345 - Dues & Subscriptions CSMFO Annual Membership (2) 2 300 150 4345 - Dues & Subscriptions GFOA Annual Membership (1) 1 200 200 4345 - Dues & Subscriptions MMANC Membership 1 100 100
4345 - Dues & Subscriptions PARM Membership 1 300 300
4345 - Dues & Subscriptions Amazon Prime 1 550 550
Total 4345 - Dues & Subscriptions 18 7,215 3,185
4351 - Computer Equip (under $10 K)
4351 - Computer Equip (under $10 K) DC1/DC1/DC4 0- -
Total 4351 - Computer Equip (under $10 K) 0- -
4375 - Equipment Rental/Expenses
4375 - Equipment Rental/Expenses Insert Machine Lease 4 1,600 400 4375 - Equipment Rental/Expenses Postage Machine Lease 4 2,400 600 4375 - Equipment Rental/Expenses Copier Lease Shared 12 2,460 205 4375 - Equipment Rental/Expenses Printer Lease 1 960 960 Total 4375 - Equipment Rental/Expenses 21 7,420 2,165
4510 - Conference & Training
4510 - Conference & Training CSMFO Conference 1 750 750 4510 - Conference & Training Various online/webinar training + chapter meetings 1 500 500 4510 - Conference & Training CIRA Certificate Training (Risk Management) 1- - Total 4510 - Conference & Training 3 1,250 1,250
4515 - Meetings & Travel
4515 - Meetings & Travel Airfare 1 350 350
4515 - Meetings & Travel CSMFO Hotel 1 1,300 1,300
4515 - Meetings & Travel Meals 1 100 100
4515 - Meetings & Travel Mileage Reimbursement 1 150 150 Total 4515 - Meetings & Travel 4 1,900 1,900
4750 - Telecommunications
4750 - Telecommunications Annual Cell Phone Service 12 60 720 4750 - Telecommunications Annual Desk Phone Contract 12 3,180 265 4750 - Telecommunications eFax Secured Fax Line Service for HR Confidential Matters 12 20 240 4750 - Telecommunications Sonic Internet (Shared Allocation) 12 1,800 150 4750 - Telecommunications Zoom Conference Service 1 200 200 Total 4750 - Telecommunications 49 6,140 695
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COMMUNITY DEVELOPMENT DEPARTMENT
Mission Statement
The Community Development Department is currently responsible for the divisions of Planning & Economic Development. The Department provides assistance to the City Council and staffs the following City Boards: Planning Commission, Design Review Board/Tree Board, Climate Action Committee, and Public Arts Committee as well as the staff committees-Environmental Review Committee and Development Review Team.

Community Development staff are also involved in inter-jurisdictional outreach and regional/state programs and serve as the City’s staff liaison to agencies such as the Regional Climate Protection Authority, the Sonoma County Transportation Authority, the Sonoma Land Trust and the Sonoma County Community Development Commission, Association of Bay Area Governments/Metropolitan Transportation Commission, as well as other regional, state and federal agencies on an as-needed basis to support City initiatives and State or federally-mandated programs involving land use and environmental laws.

Major Accomplishments in 2024-25:
3 Completed and Adopted Bicycle and Pedestrian Master Plan Update (Active Transportation Plan)
3 Art in lieu fund two projects installed within City limits. The first being the Ned Khan “Spire” within Meadowlark field along the eastern entrance to Sebastopol on Highway 12. The second being the Bruce Johnson piece “Koan” at the trailhead of Joe Rodota on Petaluma Ave. 3 Worked with Caltrans on Downtown Study supported by their Sustainable Transportation Grant (Sustainable Transportation Plan); Study will evaluate traffic patterns and safety improvements along a section of the Main Street corridor. 3 Worked with ABAG/MTC to implement ABAG Priority Development Area (PDA) grant supportive Housing Element implementation; includes review of zoning requirements along Highway 116 and revitalization planning for Redwood Marketplace 3 Entitled two housing development projects as in-fill development. 1009-1011 Gravenstein Highway North and 7621 Healdsburg Ave
3 Approved 100% Affordable Housing project at 845 Gravenstein Highway North (Gravenstein Commons)
3 Reviewed all development proposals for effects on City-adopted Level of Service standards pursuant to SB743, which tracks Vehicle Miles Travelled (VMT). This General Plan implementation item was adopted by the City Council in March of 2024. 3 Completed review and assisted with development of Development Agreement for of the Barlow Hotel application
Community Development
Director

1.00 FTE
Associate Planner

1.00 FTE
Permit Technician

1.00 FTE
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Goals and Objectives for 2025-26:
Continue work on updates to Subdivision Ordinance that addresses new State Law “SB9” to provide standards for single family zoning lot splits
Housing Element implementation
Work with ABAG on Priority Development Area (PDA) grant funded Housing implementation initiatives and including review zoning requirements along Highway 116 and revitalization planning for Redwood Marketplace
Continued work on Caltrans Sustainable Transportation Grant Improve coordination and efficiency in process by bringing Building Division into the Community Development Department resulting in a department with three divisions: Planning, Building, and Economic Development.
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EXPENSE
2023-2024
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Actual
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages 291,217 252,384 260,903 213,800 302,763 41,860 16.0% Benefits 106,819 177,302 177,658 142,435 247,108 69,450 39.1% Contracted Services 49,850 104,270 119,270 204,300 43,280 (75,990) -63.7% Services & Supplies 11,220 11,750 11,750 11,200 14,900 3,150 26.8% Equipment Rental/Maintenance 2,831 3,050 3,050 2,100 3,050 - 0.0% Conference & Training Expense - 1,075 1,075 350 5,800 4,725 439.5% Telecommunications 3,074 3,200 3,200 3,050 3,200 - 0.0% Allocated Insurance 67,554 63,395 63,395 63,395 81,565 18,170 28.7% Total Expense 532,564 616,426 640,301 640,630 701,666 61,365 9.6%

SUMMARY - COMMUNITY DEVELOPMENT
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Community Development
Budget Expenditures
Account Number
2023-2024
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages
4010 - Salaries - Full Time 331,734 340,184 344,703 220,000 398,819 54,116 15.7% 4011 - Salaries - Part Time - - - 19,500 - 0.0%
4012 - Overtime 5,773 4,000 4,000 3,300 5,500 1,500 37.5% 4023 - One Time Payment 2,500 - 4,000 5,000 (4,000) -100.0% 4090 - Vacancy Savings - - - - (14,800) (14,800) 0.0%
4990 - Staff Time Projects Reimbursement (48,791) (91,800) (91,800) (34,000) (86,756) 5,044 -5.5% Total Salaries & Wages 291,217 252,384 260,903 213,800 302,763 41,860 16.0% Benefits
4104 - Accrual in Lieu - - - 11,800 - - 0.0%
4105 - Medicare & Fica 4,948 4,933 4,933 3,800 5,783 850 17.2% 4110 - CalPERS Employer Rate 58,300 34,427 34,783 20,000 41,369 6,586 18.9% 4111 - CalPERS UAL Cost - 74,235 74,235 74,235 90,130 15,895 21.4% 4130 - Health Insurance 36,271 54,141 54,141 27,000 95,910 41,769 77.1% 4140 - Retiree Health Insurance OPEB 1,579 1,600 1,600 1,600 1,600 0.0% - 4150 - Dental Insurance 3,343 5,181 5,181 2,300 8,942 3,761 72.6% 4151 - Vision Insurance 363 418 418 250 898 114.8% 480
4181 - Long Term Disability Insurance 1,218 1,392 1,392 880 1,392 0.0% - 4182 - Short Term Disability Insurance 479 627 627 350 736 109 17.4% 4183 - EAP (Employee Asst Prog) 94 105 105 65 105 0.0% - 4184 - Life Insurance 223 243 243 155 243 0.0% -
Total Benefits 106,819 177,302 177,658 142,435 247,108 69,450 39.1% Contracted Services
4210 - Professional Contract Services 45,515 97,470 112,470 185,000 39,680 (72,790) -64.7% 4211 - Banking Fees 31 - - - - 0.0% -
4214 - Litigation Expense 943 - - - - 0.0% -
4230 - Recruitment Services 1,043 5,000 5,000 17,000 (5,000) - -100.0% 4250 - Publications/Legal Notices 2,319 1,800 1,800 2,300 3,600 1,800 100.0% Total Contracted Services 49,850 104,270 119,270 204,300 43,280 (75,990) -63.7% Services & Supplies
4310 - Office Supplies 2,626 1,200 1,200 750 1,200 0.0% - 4330 - Misc Supplies & Services 569 250 250 750 3,400 3,150 1260.0% 4340 - Postage & Printing 1,516 1,600 1,600 1,000 1,600 0.0% - 4345 - Dues & Subscriptions 6,508 8,700 8,700 8,700 8,700 0.0% Total Services & Supplies 11,220 11,750 11,750 11,200 14,900 3,150 26.8% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 2,831 3,050 3,050 2,100 3,050 0.0% - Total Equipment Rental/Maintenance 2,831 3,050 3,050 2,100 3,050 0.0% - Conference & Training Expense
4510 - Conference & Training 975 975 5,400 250 4,425 453.8% 4515 - Meetings & Travel 100 100 100 400 300.0% 300
Total Conference & Training Expense 1,075 - 1,075 350 5,800 4,725 439.5% Telecommunications
4750 - Telecommunications 3,074 3,200 3,200 3,050 3,200 0.0% - Total Telecommunications 3,074 3,200 3,200 3,050 3,200 0.0% - Allocated Insurance
4996 - Allocated Liability Insurance 29,475 29,550 29,550 29,550 40,765 11,215 38.0% 4997 - Allocated Wrkrs Comp Insurance 38,079 33,845 33,845 33,845 40,800 6,955 20.5% Total Allocated Insurance 67,554 63,395 63,395 63,395 81,565 18,170 28.7% Total Operation 532,564 616,426 640,301 640,630 701,666 61,365 9.6% 69 Agenda Item Number 5
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Community Development
Object Details
Object - Category Line Item Description Worksheet Unit
Price
Worksheet
Quantity
Worksheet
Total
Grand Total (115,532) (111,932) 35
4990 - Staff Time Project Reimbursement
4990 - Staff Time Project Reimb Main Street STG Planning Grant Local Match for staff time of $27,622 to be paid from Traffic Impact Fee Fund. FY24-25, local match estimated expenses of $3,178 which leaves
$24,444 in FY25-26
(24,444) 1 (24,444)
4990 - Staff Time Project Reimb PDA Land Use Housing Project Staff Time; est F26 staff time only comes from $190k grant awarded by ABAG/retained by ABAG as in lieu work with exception of this requested carve out for City staff time FY26.
(40,000) 1 (40,000)
4990 - Staff Time Project Reimb Various Developer Deposit Accounts; Estimate-50% closure of open accounts and staff portion of Barlow.
(22,312) 1 (22,312)
Total 4990 - Staff Time Project Reimb (86,756) 3 (86,756) 4210 - Professional Contract Services
4210 - Professional Contract Services City Arborist 2,400 1 2,400 4210 - Professional Contract Services Audio/Video Tech Support - PC Meetings 18,000 1 18,000 4210 - Professional Contract Services Vacation rental compliance contract 3,500 1 3,500 4210 - Professional Contract Services EIFD Contract Carryover 15,780 1 15,780 Total 4210 - Professional Contract Services 39,680 4 39,680 4250 - Publications/Legal Notices
4250 - Publications/Legal Notices Routine Project Permit Public Notices 1,800 1 1,800 4250 - Publications/Legal Notices Zoning Code Updates (76 collective content pages) 1,800 1 1,800 Total 4510 - Publications/Legal Notices 3,600 2 3,600
4330 - Misc Supplies & Services
4330 - Misc Supplies & Services Business cards 50 2 100 4330 - Misc Supplies & Services Name plaques for new board/commission members 50 6 300 4330 - Misc Supplies & Services Growing Business Together Workshop 3,000 1 3,000 Total 4330 - Misc Supplies & Services 3,100 9 3,400
4345 - Dues & Subscriptions
4345 - Dues & Subscriptions American Planning Association, AEP, etc. 1,500 1 1,500 4345 - Dues & Subscriptions LAFCO 7,200 1 7,200
Total 4345 - Dues & Subscriptions 8,700 2 8,700
4510 - Conference & Training
4510 - Conference & Training Planning Commissioner Training 1,350 2 2,700 4510 - Conference & Training Staff Training 1,350 2 2,700 Total 4510 - Conference & Training 2,700 4 5,400
4515 - Meetings & Travel
4515 - Meetings & Travel Travel for mtgs - to/from Santa rosa, etc 100 4 400 Total 4515 - Meetings & Travel 100 4 400
70 Agenda Item Number 5
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BUILDING INSPECTION DEPARTMENT
Mission Statement
The Building Department of City of Sebastopol strives to implement State and City codes in a fair and equitable manner, in an expedient manner. Permit issuance for most projects in days not weeks or months.

Major Accomplishments in 2024-25:
3 Made drastic improvement with other Departments in project permitting/inspection process
3 Issued first 17 permits April 2025
3 Enhance City’s Emergency Disaster Response Plan
3 Purchased and implemented Permit Issuance and Tracking Software 3 Permitted and inspected 44-unit affordable housing project including dealing with neighbor complaints
3 Brought many of our plan checks in house to speed the process and make us more customer friendly and saving the City costs.
3 Issued and inspected about 500 permits-many larger projects.

Goals and Objectives for 2025-26:
Work with developer in the entitlement process for two downtown hotels. Permit and inspect 80 new homes at the north end of town, being responsive to neighbors as much as possible through the process.
Continue to refine our new computer based permitting software. Minimize number of days between code compliance complaints and initial action. Reduce permitting time for all small projects so that permits are issued in from one to three days from receipt.
Facilitate ADU permitting process so that at least 80% of applications are processed and ready to issue within 5 working days.

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

1.0 FTE
71 Agenda Item Number 5
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EXPENSE
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages 48,032 46,781 49,451 47,951 85,076 35,625 72.0% Benefits 26,204 28,993 29,139 28,855 64,337 35,198 120.8% Contracted Services 114,705 197,900 197,900 192,900 257,400 59,500 30.1% Services & Supplies 2,554 5,200 5,200 4,550 4,850 (350) -6.7% Equipment Rental/Maintenance 3,442 4,600 4,600 4,000 3,500 (1,100) -23.9% Conference & Training Expense - - - - 500 500 0.0%
Telecommunications 1,927 2,000 2,000 2,000 - (2,000) -100.0% Allocated Insurance 18,113 16,745 16,745 16,745 22,245 5,500 32.8% Total Expense 214,977 302,219 305,035 297,001 437,908 132,873 43.6%

SUMMARY - BUILDING
72 Agenda Item Number 5
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Building
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages
4010 - Salaries - Full Time 46,782 46,781 47,951 47,951 89,336 41,385 86.3% 4012 - Overtime - - - - - - 0.0%
4017 - Salaries - COVID-19 - - - - - - 0.0%
4023 - One Time Payment 1,250 - 1,500 - - (1,500) -100.0% 4090 - Vacancy Savings (4,260) (4,260) 0.0%
Total Salaries & Wages 48,032 46,781 49,451 47,951 85,076 35,625 72.0% Benefits
4101 - Health in Lieu 1,232 - - - - - 0.0%
4105 - Medicare & Fica 678 716 678 678 1,295 91.0% 617
4110 - CalPERS Employer Rate 17,232 5,857 6,003 6,003 11,238 5,235 87.2% 4111 - CalPERS UAL Cost 9,745 0 9,745 9,745 11,660 1,915 19.7% 4130 - Health Insurance 5,563 11,222 11,222 11,222 35,733 24,511 218.4% 4150 - Dental Insurance 1,077 919 919 3, 919 487 2,568 279.4% 4151 - Vision Insurance 104 119 104 104 345 241 231.7%
4181 - Long Term Disability Insurance 298 147 298 - 298 - 0.0% 4182 - Short Term Disability Insurance 54 60 54 68 165 111 205.6% 4183 - EAP (Employee Asst Prog) 35 17 35 35 35 - 0.0%
4184 - Life Insurance 81 41 81 81 81 - 0.0%
Total Benefits 26,204 28,993 29,139 28,855 64,337 35,198 120.8% Contracted Services
4210 - Professional Contract Services 114,705 197,900 197,900 192,900 257,400 59,500 30.1% 4230 - Recruitment Services - - - - - - 0.0%
Total Contracted Services 114,705 197,900 197,900 192,900 257,400 59,500 30.1% Services & Supplies
4310 - Office Supplies 1,500 936 1,500 1,200 1,200 -20.0% (300) 4330 - Misc Supplies & Services 1,430 3,200 3,200 2,900 3,200 0.0% - 4340 - Postage & Printing - 28 - 50 50 50 0.0%
4345 - Dues & Subscriptions 500 160 500 400 400 (100) -20.0% Total Services & Supplies 2,554 5,200 5,200 4,550 4,850 (350) -6.7% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 3,442 4,600 4,600 4,000 3,500 (1,100) -23.9% Total Equipment Rental/Maintenance 3,442 4,600 4,600 4,000 3,500 (1,100) -23.9% Conference & Training Expense
4510 - Conference & Training - - - 500 500 0.0%
Total Conference & Training Expense - - - 500 500 0.0%
Telecommunications
4750 - Telecommunications 1,927 2,000 2,000 2,000 (2,000) - -100.0% Total Telecommunications 1,927 2,000 2,000 2,000 (2,000) - -100.0% Allocated Insurance
4996 - Allocated Liability Insurance 13,116 12,300 12,300 12,300 16,965 4,665 37.9% 4997 - Allocated Wrkrs Comp Insurance 4,997 4,445 4,445 4,445 5,280 18. 835 8% Total Allocated Insurance 18,113 16,745 16,745 16,745 22,245 5,500 32.8% Total Operation 214,977 302,219 305,035 297,001 437,908 132,873 43.6% 73 Agenda Item Number 5
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Building
Object Details
Object - Category Line Item Description
Worksheet Unit
Price
Worksheet
Quantity
Worksheet
Total
Grand Total 264,100 7 264,100
4210 - Professional Contract Services
4210 - Professional Contract Services
Corelogic Information Solutions - Property Data
Information 2,400 1 2,400
4210 - Professional Contract Services Local Hazard Mitigation Plan (LHMP) Contract 10,000 1 10,000 4210 - Professional Contract Services Phillips & Seabrook Contract 175,000 1 175,000 4210 - Professional Contract Services Impact Fees Study 70,000 1 70,000 Total 4210 - Professional Contract Services 257,400 4 257,400 4330 - Misc Supplies & Services
4330 - Misc Supplies & Services ADT Security Monitoring 700 1 700 4330 - Misc Supplies & Services Routine Department 2,500 1 2,500 Total 4330 - Misc Supplies & Services 3,200 2 3,200
4375 - Equipment Rental/Expenses
4375 - Equipment Rental/Expenses Canon Lease 3,500 1 3,500 Total 4375 - Equipment Rental/Expenses 3,500 1 3,500
74 Agenda Item Number 5
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FIRE DEPARTMENT
Mission Statement
Effective July 1, 2025, the City of Sebastopol Volunteer Fire Department has merged with the Goldridge Fire Protection District. Our mission is to safeguard our communities through emergency response, public education, and community engagement. We envision striving for excellence and continuous improvement through innovation, education, training, and teamwork, while upholding the values of honesty, professionalism, respect, and service.

Major Accomplishments in 2024-25:
9 Completed the fire department reorganization process with the Gold Ridge Fire Protection District through the Local Agency Formation Commission. 9 Implemented volunteer stipend program providing 24-hour emergency volunteer response. 9 Hired two Fire Captains on a 24-hour shift schedule.
9 Provided emergency response across California as part of Upstaffing and Wildland Strike Teams.
9 Completed overdue fleet maintenance and addressed numerous safety concerns to support emergency response.
9 Hosted and participated in numerous public education outreach events. 75 Agenda Item Number 5
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Goals and Objectives for 2025-26:

1. Staffing Enhancements: Maintain full-time, three-person staffing 24/7, supplemented by volunteer support to ensure continuous emergency readiness.

2. Emergency Response Efficiency: Use National Fire Protection Association (NFPA) standards as a benchmark to enhance emergency response protocols, training, and equipment.

The goal is to reduce response times and improve the effectiveness of life and property protection efforts.

3. Training Programs: Invest in ongoing training for firefighters to enhance their skills and adapt to evolving firefighting and emergency medical techniques and technologies.

4. Maintenance: Ensure all firefighting apparatus, equipment, and personal protective gear are properly maintained to support effective emergency response while minimizing responder risk and avoiding costly repairs.

5. Community Outreach: Implement cost-effective public education campaigns to promote fire/life safety and prevention, reducing the occurrence of emergencies. 76 Agenda Item Number 5
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EXPENSE
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages 247,332 233,856 236,526 236,526 - (236,526) -100.0% Benefits 159,902 181,460 181,606 178,790 97,640 (83,966) -46.2% Contracted Services 468,774 752,849 752,849 597,849 1,100,000 347,151 46.1% Services & Supplies 92,360 90,200 90,200 80,200 40,000 (50,200) -55.7% Special Programs 9,300 - - - - - 0.0%
Equipment (under $10K) 1,427 20,000 20,000 10,000 - (20,000) -100.0% Equipment Rental/Maintenance 11,176 39,600 39,600 39,600 - (39,600) -100.0% Vehicle Expense 42,032 66,500 66,500 89,000 - (66,500) -100.0% Conference & Training Expense 7,136 13,000 13,000 13,000 - (13,000) -100.0% Utilities 19,675 16,345 16,345 26,345 - (16,345) -100.0% Telecommunications 9,919 9,200 9,200 9,200 (9,200) - -100.0% Allocated Insurance 121,362 100,900 100,900 100,900 (100,900) - -100.0% Capital Outlay 40,000 12,000 12,000 12,000 (12,000) - -100.0% Total Expense 1,230,395 1,535,910 1,393,410 1,538,726 1,237,640 (301,086) -19.6%

SUMMARY - FIRE
77 Agenda Item Number 5
Agenda Item Number 5
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Fire
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages
4010 - Salaries - Full Time 233,520 218,856 220,026 220,026 - (220,026) -100.0% 4011 - Salaries - Part Time - - - - - - 0.0%
4012 - Overtime 10,062 15,000 15,000 15,000 - (15,000) -100.0% 4013 - VFF Duty Shift - - - - - - 0.0%
4014 - Part Time (Calls/Drills) - - - - - - 0.0%
4015 - Part Time (Captain Weekends) - - - - - - 0.0%
4016 - Part-Time (Retention) - - - - - - 0.0%
4017 - Salaries - COVID-19 - - - - - - 0.0%
4023 - One Time Payment 3,750 - 1,500 1,500 - (1,500) -100.0% Total Salaries & Wages 247,332 233,856 236,526 236,526 - (236,526) -100.0% Benefits
4100 - Employee Benefits 5 - - - - - 0.0%
4101 - Health in Lieu 1,713 6,046 6,046 6,046 - (6,046) -100.0% 4104 - Accrual in Lieu - - - - - - 0.0%
4105 - Medicare & Fica 6,679 3,173 3,173 357 - (3,173) -100.0% 4110 - CalPERS Employer Rate 116,527 41,353 41,499 41,499 - (41,499) -100.0% 4111 - CalPERS UAL Cost - 88,591 88,591 88,591 94,325 5,734 6.5% 4130 - Health Insurance 15,363 22,443 22,443 22,443 - (22,443) -100.0% 4140 - Retiree Health Insurance OPEB 3,949 4,000 4,000 4,000 3,315 (685) -17.1% 4150 - Dental Insurance 2,418 5,139 5,139 5,139 - (5,139) -100.0% 4151 - Vision Insurance 261 550 550 550 - (550) -100.0% 4170 - Fire Service CSFA Award 8,750 5,350 5,350 5,350 - (5,350) -100.0% 4180 - Fire LTD Disability Insurance 3,036 3,200 3,200 3,200 - (3,200) -100.0% 4181 - Long Term Disability Insurance 417 895 895 895 - (895) -100.0% 4182 - Short Term Disability Insurance 177 372 372 372 - (372) -100.0% 4183 - EAP (Employee Asst Prog) 492 105 105 105 - (105) -100.0% 4184 - Life Insurance 115 243 243 243 - (243) -100.0%
Total Benefits 159,902 181,460 181,606 178,790 97,640 (83,966) -46.2% Contracted Services
4210 - Professional Contract Services 131,579 402,799 402,799 312,799 1,100,000 697,201 173.1% 4230 - Recruitment Services 27,281 6,250 6,250 6,250 - (6,250) -100.0% 4413 - VFF Duty Shift 100,933 85,000 85,000 85,000 - (85,000) -100.0% 4414 - VFF Calls/Drills 140,581 150,000 150,000 125,000 - (150,000) -100.0% 4415 - VFF Captain Weekends 28,400 28,800 28,800 28,800 - (28,800) -100.0% 4416 - VFF Expanded Coverage 40,000 80,000 80,000 40,000 - (80,000) -100.0% Total Contracted Services 468,774 752,849 752,849 597,849 1,100,000 347,151 46.1% Services & Supplies
4310 - Office Supplies 32,465 3,000 3,000 3,000 - (3,000) -100.0% 4330 - Misc Supplies & Services 45,710 71,700 71,700 61,700 40,000 (31,700) -44.2% 4340 - Postage & Printing 67 - - - - - 0.0%
4345 - Dues & Subscriptions 14,117 15,500 15,500 15,500 - (15,500) -100.0% Total Services & Supplies 92,360 90,200 90,200 80,200 40,000 (50,200) -55.7% Special Programs
4890 - Other Community Support 9,300 - - - - - 0.0%
Total Special Programs 9,300 - - - - - 0.0%
Equipment (under $10K)
4370 - Equipment(under $10K) 1,427 20,000 20,000 10,000 - (20,000) -100.0% Total Equipment (under $10K) 1,427 20,000 20,000 10,000 - (20,000) -100.0% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 3,442 4,600 4,600 4,600 - (4,600) -100.0% 4378 - Equipment Maintenance 7,734 35,000 35,000 35,000 - (35,000) -100.0% Total Equipment Rental/Maintenance 11,176 39,600 39,600 39,600 - (39,600) -100.0% 78 Agenda Item Number 5 Agenda Item Number 5
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Fire
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Vehicle Expense
4380 - Vehicle Maintenance 27,942 33,500 33,500 65,000 - (33,500) -100.0% 4390 - City Vehicle Fuel Expense 14,090 33,000 33,000 24,000 - (33,000) -100.0% Total Vehicle Expense 42,032 66,500 66,500 89,000 - (66,500) -100.0% Conference & Training Expense
4510 - Conference & Training 7,112 13,000 13,000 13,000 - (13,000) -100.0% 4515 - Meetings & Travel 24 - - - - - 0.0%
Total Conference & Training Expense 7,136 13,000 13,000 13,000 - (13,000) -100.0% Utilities
4710 - Utilities - Gas & Electric 17,069 8,000 8,000 18,000 - (8,000) -100.0% 4711 - Utilities - City Bill 2,606 8,345 8,345 8,345 - (8,345) -100.0% Total Utilities 19,675 16,345 16,345 26,345 - (16,345) -100.0% Telecommunications
4750 - Telecommunications 9,919 9,200 9,200 9,200 - (9,200) -100.0% Total Telecommunications 9,919 9,200 9,200 9,200 - (9,200) -100.0% Allocated Insurance
4996 - Allocated Liability Insurance 60,459 64,600 64,600 64,600 (64,600) - -100.0% 4997 - Allocated Wrkrs Comp Insurance 60,903 36,300 36,300 36,300 (36,300) - -100.0% Total Allocated Insurance 121,362 100,900 100,900 100,900 (100,900) - -100.0% Capital Outlay
5100 - Capital Outlay 40,000 12,000 12,000 12,000 (12,000) - -100.0% Total Capital Outlay 40,000 12,000 12,000 12,000 (12,000) - -100.0% Total Operation 1,230,395 1,535,910 1,538,726 1,393,410 1,237,640 (301,086) -19.6% 79 Agenda Item Number 5
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POLICE DEPARTMENT
Mission Statement
The Sebastopol Police Department is committed to preserving life, peace, and property by providing policing that embodies integrity, professionalism, humanity, and service to the community.

Major Accomplishments in 2024-25:
3 Delivered effective, collaborative policing services to the Sebastopol community. 3 Improved visibility with proactive foot and vehicle patrols, and community engagement and outreach in the Sebastopol business and downtown areas. Focused enforcement on traffic, unhoused issues, and community policing.
3 Major progress in meeting best practice standards outlined in our Training Program Manual. 3 Initiated a wellness program.

Goals and Objectives for 2025-26:
Increased foot, vehicular and volunteer patrols with a focus on further community engagement in the downtown and business districts.
Further collaboration with our community stakeholders to provide improved public safety services.
Revitalize the Citizen Volunteer Program with a focus on expansion of the program. Recruitment efforts to target filling vacant officer positions. Continue to advance public safety services that complement the goals of the city. 80 Agenda Item Number 5
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EXPENSE
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages 2,306,165 2,398,398 2,542,118 2,427,050 2,443,313 (98,805) -3.9% Benefits 1,671,275 1,995,311 2,015,265 1,840,405 2,202,754 187,489 9.3% Contracted Services 206,118 271,565 271,565 306,217 318,545 46,980 17.3% Services & Supplies 36,614 35,952 35,952 40,050 36,172 220 0.6% Equipment (under $10K) 1,195 - - - - - 0.0%
Equipment Rental/Maintenance 11,101 10,540 10,540 10,540 14,260 3,720 35.3% Vehicle Expense 42,131 37,000 37,000 37,000 38,000 1,000 2.7% Conference & Training Expense 28,579 32,745 32,745 22,745 36,800 4,055 12.4% Utilities 35,249 37,650 37,650 43,650 47,150 9,500 25.2% Telecommunications 33,158 31,700 31,700 31,700 31,700 - 0.0% Allocated Insurance 504,822 465,630 465,630 465,630 593,635 128,005 27.5% Capital Outlay 119,327 50,000 50,000 50,000 (50,000) - -100.0% Total Expense 4,995,733 5,366,491 5,530,165 5,274,987 5,762,329 232,164 4.3%

SUMMARY - POLICE
81 Agenda Item Number 5
Agenda Item Number 5
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Police
Budget Expenditures
Account Number
2023-2024
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages
4010 - Salaries - Full Time 1,973,614 2,188,398 2,262,218 2,116,800 2,380,503 118,285 5.2% 4011 - Salaries - Part Time 45,845 35,000 37,500 36,250 20,000 (17,500) -46.7% 4012 - Overtime 204,969 175,000 175,000 210,000 150,000 (25,000) -14.3% 4020 - ADPP 7,944 - - - - 0.0%
4022 - Overtime-R12 8,793 - - - - 0.0%
4023 - One Time Payment 65,000 - 67,400 64,000 4,500 (62,900) -93.3% 4090 - Vacancy Savings - - - - (111,690) (111,690) 0.0% Total Salaries & Wages 2,306,165 2,398,398 2,542,118 2,427,050 2,443,313 (98,805) -3.9% Benefits
4100 - Employee Benefits 3,150 20,000 20,000 5,000 - (20,000) -100.0% 4101 - Health in Lieu 9,855 6,046 6,046 9,515 7,440 1,394 23.1% 4102 - Uniform Allowance 16,800 19,000 19,000 19,000 18,600 (400) -2.1% 4103 - Holiday Pay 177,521 232,109 232,109 216,854 252,810 20,701 8.9% 4104 - Accrual in Lieu 29,974 77,300 77,300 50,000 40,000 (37,300) -48.3% 4105 - Medicare & Fica 39,880 31,732 31,732 27,732 34,517 2,785 8.8% 4110 - CalPERS Employer Rate 868,749 337,576 357,530 330,000 395,630 38,100 10.7% 4111 - CalPERS UAL Cost 627,273 - 627,273 627,273 708,600 81,327 13.0% 4122 - Reitrement Health Savings Plan 31,324 40,000 40,000 15,000 16,000 (24,000) -60.0% 4130 - Health Insurance 375,533 473,827 473,827 417,217 589,821 115,994 24.5% 4140 - Retiree Health Insurance OPEB 55,691 59,500 59,500 59,500 59,600 100 0.2% 4145 - PORAC LTD Insurance 2,888 6,280 6,280 6,280 6,865 585 9.3% 4150 - Dental Insurance 48,059 54,498 54,498 47,623 62,128 7,630 14.0% 4151 - Vision Insurance 5,065 5,759 5,759 5,000 6,117 358 6.2% 4181 - Long Term Disability Insurance 4,111 1,460 1,460 1,460 1,565 105 7.2% 4182 - Short Term Disability Insurance 438 561 561 561 625 64 11.4% 4183 - EAP (Employee Asst Prog) 671 770 770 770 735 (35) -4.5% 4184 - Life Insurance 1,567 1,620 1,620 1,620 1,701 81 5.0% Total Benefits 1,671,275 1,995,311 2,015,265 1,840,405 2,202,754 187,489 9.3% Contracted Services
4210 - Professional Contract Services 122,097 201,315 201,315 235,967 252,295 50,980 25.3% 4212 - Internet & Network /Technology Maint 29,381 30,250 30,250 30,250 30,250 - 0.0% 4214 - Litigation Expense 47,640 - - - - - 0.0%
4216 - RBS Compliance - - - 14,000 - 14,000 0.0%
4230 - Recruitment Services 7,000 40,000 40,000 40,000 22,000 (18,000) -45.0% Total Contracted Services 206,118 271,565 271,565 306,217 318,545 46,980 17.3% Services & Supplies
4310 - Office Supplies 3,085 6,000 6,000 6,000 6,000 - 0.0% 4330 - Misc Supplies & Services 23,331 26,300 26,300 26,300 26,300 - 0.0% 4340 - Postage & Printing 356 750 750 750 750 - 0.0%
4345 - Dues & Subscriptions 9,843 2,902 2,902 7,000 3,122 220 7.6% Total Services & Supplies 36,614 35,952 35,952 40,050 36,172 220 0.6% Equipment (under $10K)
4370 - Equipment(under $10K) 1,195 - - - - - 0.0%
Total Equipment (under $10K) 1,195 - - - - - 0.0%
Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 11,101 10,540 10,540 10,540 14,260 3,720 35.3% Total Equipment Rental/Maintenance 11,101 10,540 10,540 10,540 14,260 3,720 35.3% Vehicle Expense
4380 - Vehicle Maintenance 20,373 18,000 18,000 18,000 18,000 - 0.0% 4390 - City Vehicle Fuel Expense 21,758 19,000 19,000 19,000 20,000 1,000 5.3% Total Vehicle Expense 42,131 37,000 37,000 37,000 38,000 1,000 2.7% Conference & Training Expense
4510 - Conference & Training 17,153 13,745 13,745 8,745 14,800 1,055 7.7% 82 Agenda Item Number 5
Agenda Item Number 5
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Police
Budget Expenditures
Account Number
2023-2024
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
4515 - Meetings & Travel 11,425 19,000 19,000 14,000 22,000 3,000 15.8% Total Conference & Training Expense 28,579 32,745 32,745 22,745 36,800 4,055 12.4% Utilities
4710 - Utilities - Gas & Electric 29,054 22,000 22,000 28,000 31,500 9,500 43.2% 4711 - Utilities - City Bill 6,194 15,650 15,650 15,650 15,650 - 0.0% Total Utilities 35,249 37,650 37,650 43,650 47,150 9,500 25.2% Telecommunications
4750 - Telecommunications 33,158 31,700 31,700 31,700 31,700 - 0.0% Total Telecommunications 33,158 31,700 31,700 31,700 31,700 - 0.0% Allocated Insurance
4996 - Allocated Liability Insurance 259,983 248,010 248,010 248,010 342,120 94,110 37.9% 4997 - Allocated Wrkrs Comp Insurance 244,839 217,620 217,620 217,620 251,515 33,895 15.6% Total Allocated Insurance 504,822 465,630 465,630 465,630 593,635 128,005 27.5% Capital Outlay
5100 - Capital Outlay 119,327 50,000 50,000 50,000 (50,000) - -100.0% Total Capital Outlay 119,327 50,000 50,000 50,000 - -100.0% (50,000) Total Operation 4,995,733 5,366,491 5,530,165 5,274,987 5,762,329 232,164 4.3% 83 Agenda Item Number 5
Agenda Item Number 5
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Police
Object Details
Object - Category Line Item Description
Worksheet Unit
Price
Worksheet
Quantity
Worksheet
Total
Grand Total 410,140 454,092 126
4011 - Part Time
4011 - Part Time Per Diem Dispatchers 1 10,000 10,000
4011 - Part Time Reserve Officers 1 10,000 10,000
Total 4100 - Part Time 2 20,000 20,000
4100 - Employee Benefits
4100 - Wellness Program 75% Participation 1 4,500 4,500 Total 4100 - Employee Benefits 1 4,500 4,500
4145 - PORAC LTD Insurance
4145 - PORAC LTD Insurance Police Dispatchers 1 1,925 1,925 4145 - PORAC LTD Insurance Police Officers/Sergeant 1 4,940 4,940 Total 4145 - PORAC LTD Insurance 2 6,865 6,865
4210 - Professional Contract Services
4210 - Professional Contract Services KW Cleaning 1 13,000 13,000 4210 - Professional Contract Services Chief Coaching (carryover) 1 3,000 3,000 4210 - Professional Contract Services Language Line 1 750 750 4210 - Professional Contract Services Psych Evals 3 775 2,325 4210 - Professional Contract Services Scheduling Software 1 775 775 4210 - Professional Contract Services Lexis Nexis 1 2,400 2,400 4210 - Professional Contract Services Lexipol Academy 1 4,585 4,585 4210 - Professional Contract Services Background Investigations 3 2,500 7,500 4210 - Professional Contract Services Sonoma County Sheriff's Bomb Squad Annual Fee 1 4,500 4,500 4210 - Professional Contract Services AMR Blood Draws 1 5,000 5,000 4210 - Professional Contract Services RV Tows 1 12,000 12,000 4210 - Professional Contract Services SoCo ISD IJS Access and line 1 8,500 8,500 4210 - Professional Contract Services Traffic Engineer Support 1 11,500 11,500 4210 - Professional Contract Services DOJ Fingerprints 1 14,600 14,600 4210 - Professional Contract Services Axon Taser 7 Annual Maintenance (Equipment,cloud) 1 15,000 15,000 4210 - Professional Contract Services Axon Body Cams Annual Maintenance (Equip, cloud) 1 16,000 16,000 4210 - Professional Contract Services Animal Control Contract Support (North Bay Animal Svs) 1 20,000 20,000 4210 - Professional Contract Services Homeless Outreach Support 1 40,000 40,000 4210 - Professional Contract Services Warming Center Ops 1 15,000 15,000 4210 - Professional Contract Services EOC Assesments Study 1 40,000 40,000 4210 - Professional Contract Services County Op Area Emergency Services Contract 1 2,000 2,000 4210 - Professional Contract Services Website Updates Support (Holly Hanson) 1 2,500 2,500 4210 - Professional Contract Services Sonoma County Sheriff Booking Fees 10 1,136 11,360 Total 4210 - Professional Contract Services 235,521 252,295 36 4212 - Internet & Network /Technology Maint
4212 - Internet & Network /Technology Maint Carousel - Storage Battery 1 400 400 4212 - Internet & Network /Technology Maint Marin IT - PD Server Maintenance Only 1 1,250 1,250 4212 - Internet & Network /Technology Maint Marin IT - Network Maintenance Equipment Replacement 1 2,500 2,500 4212 - Internet & Network /Technology Maint Vertiv Battery Backup 1 2,500 2,500 4212 - Internet & Network /Technology Maint CLETS Line Fee 1 3,100 3,100 4212 - Internet & Network /Technology Maint Sun Ridge Systems- Annual Support Services CAD/RMS 1 20,500 20,500 Total 4212 - Internet & Network /Technology Maint 6 30,250 30,250 4230 - Recruitment Services
4230 - Recruitment Services Police Captain Recruitment 1 4,000 4,000 4230 - Recruitment Services Police Officer or Civilian Staff Recruitment 3 6,000 18,000 Total 4230 - Recruitment Services 4 10,000 22,000
4310 - Office Supplies
4310 - Office Supplies Routine Supplies 1 6,000 6,000
Total 4310 - Office Supplies 1 6,000 6,000
4330 - Misc Supplies & Services
4330 - Misc Supplies & Services Ammunition 1 12,000 12,000 4330 - Misc Supplies & Services Citations 1 1,300 1,300 4330 - Misc Supplies & Services Evidence/Crime Scene Supplies 1 2,000 2,000 4330 - Misc Supplies & Services eWaste, Records & Haz Mat Destruction 1 5,000 5,000 4330 - Misc Supplies & Services Firearms, Holsters, Duty Equipment 1 5,000 5,000 4330 - Misc Supplies & Services Radio Battteries 1 1,000 1,000 Total 4330 - Misc Supplies & Services 6 26,300 26,300
84 Agenda Item Number 5
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Police
Object Details
Object - Category Line Item Description
Worksheet Unit
Price
Worksheet
Quantity
Worksheet
Total
4345 - Dues & Subscriptions
4345 - Dues & Subscriptions Adobe Subscriptions 288 2 576 4345 - Dues & Subscriptions IACP 220 1 220
4345 - Dues & Subscriptions CA Association for Property and Evidence Technicians 1 50 50 4345 - Dues & Subscriptions California Police Chief's Association 1 375 375 4345 - Dues & Subscriptions CLEAR (CA Law Enforcement Assn. of Records Supervisors) 100 1 100 4345 - Dues & Subscriptions Copware - Legal Sourcebook 1 705 705 4345 - Dues & Subscriptions Critical Reach APD Net Annual Subscription 1 250 250 4345 - Dues & Subscriptions National Emergency Network Association Fee 1 147 147 4345 - Dues & Subscriptions NBLETMA (North Bay Law Enforcement Training Managers Assn.) 1 250 250 4345 - Dues & Subscriptions Sonoma County Law Enforcement Chiefs Association 1 200 200 4345 - Dues & Subscriptions Zoom Subscriptions for Chief and Captain 2 124 249 Total 4345 - Dues & Subscriptions 13 2,709 3,122
4375 - Equipment Rental/Expenses
4375 - Equipment Rental/Expenses Badges and Cases 250 4 1,000 4375 - Equipment Rental/Expenses Ballsitic Vests 1,575 4 6,300 4375 - Equipment Rental/Expenses Canon Copier Lease 255 12 3,060 4375 - Equipment Rental/Expenses Florence Avenue Closure Equipment 3,900 1 3,900 Total 4375 - Equipment Rental/Expenses 21 5,980 14,260
4510 - Conference & Training
4510 - Conference & Training Cal Chiefs- Annual Chief's Conference, 4 Days, Out of town 1 975 975 4510 - Conference & Training Collision Investigation- 3 Officers, 5 days 3 200 600 4510 - Conference & Training Crisis Intervention Training- 2 Officers, 5 days local 2 125 250 4510 - Conference & Training CSI School- 3 Officers, 5 days likely out of town 3 1,135 3,405 4510 - Conference & Training First Aid/CPR Instructor- 1 Officer, 5 days, Out of town 1 430 430 4510 - Conference & Training FTO Program Coordinator- 1 Sergeant, 3 day course out of town 1 80 80 4510 - Conference & Training
Internal Affairs Investigations - 3 Sergeants. 3 day course out of town 1 300 300
4510 - Conference & Training Interview and Interrogation- 5 officers, 5 days out of town 3 575 1,725 4510 - Conference & Training
Officer Involved Shooting Investigations - 3 Sergeants. 2 day course out of town 2 250 500
4510 - Conference & Training Radar and Lidar- 3 Officers, 4 days possibly local 3 320 960 4510 - Conference & Training
RIMS Conference- Dispatch System Conference Annually, Out of town 1 1,350 1,350
4510 - Conference & Training Women Law Enforcement Leadership Symposioum 3 575 1,725 4510 - Conference & Training Records Supervisor School 1 750 750 4510 - Conference & Training Firarms Instructor School 1 750 750 4510 - Conference & Training IACP Conference 2 500 1,000 Total 4510 - Conference & Training 28 8,315 14,800
4515 - Meetings & Travel
4515 - Meetings & Travel Estimated Lodging for identified Courses 1 15,000 15,000 4515 - Meetings & Travel Estimated Per Diem Costs 1 7,000 7,000 Total 4515 - Meetings & Travel 2 22,000 22,000
4750 - Telecommunications
4750 - Telecommunications Police Department Land Lines (AT&T) 1 14,000 14,000 4750 - Telecommunications Police Department Cell Phone & MDT (AT&T Mobility) 1 12,800 12,800 4750 - Telecommunications EOC Cable Service (Comcast) 1 3,200 3,200 4750 - Telecommunications EOC Fax Line & Router (AT&T) 1 1,700 1,700 4750 - Telecommunications 4 31,700 31,700
85 Agenda Item Number 5
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PUBLIC WORKS/ENGINEERING DEPARTMENT
Mission Statement
The Department of Public Works has been merged with the Engineering Department to provide efficient operational and engineering support to the City. The Department is dedicated to serving our community by providing exceptional service. Operational responsibility lies in the economic, efficient planning, design, construction, operation, and maintenance of our city's essential infrastructure.

Engineering provides core services for mandated permit compliance, engineering support for the City’s public infrastructure system, and private development review that affects the public right of way.

Major Accomplishments in 2024-25:
3 Completed the reorganization of the Public Works Department and Engineering Department and hired a new Public Works Director/City Engineer.
3 Bodega Avenue Bike Lanes and Pavement Rehabilitation project:
¾ Completed construction of Phase 1 from High Street to Robinson Road/Nelson Way ¾ Completed environmental and design of Phase 2
¾ Secured grant funding for Phase 2 work from Robinson Road to Pleasant Hill Road 3 Continued 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. 3 Completed construction of ADA curb ramps along SR 116 and intersection improvements at Bodega/Robinson and Bodega/Florence primarily with “Quick Strike” federal transportation grant funding.
3 Continued 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. 3 Continued to participate in the MS4 stormwater permit renewal process and implemented a stormwater work plan with the Russian River Watershed Association. 3 Continued to search for grant and funding opportunities to continue moving forward with the Citywide Pavement and Repairs Program to improve and maintain the city’s street and road network.
3 Continued to search for grants for implementation of bike and pedestrian safety improvements. 3 In coordination with the Community Development Department, developed a parklets Public Works
Director/
City Engineer

1.0 FTE
Administrative
Technician

1.0 FTE
Engineering
Technician

1.0 FTE
Operations
Supervisor

1.0 FTE
Maintenance
Workers and
Laborers
10 FTE
86 Agenda Item Number 5
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framework for permanent parklets on Caltrans right of way and local streets with Council adoption of the Permanent Parklet Program Interim Guidelines, and Council direction on future parklets.
3 Continued to coordinate with Caltrans on Caltrans-initiated pedestrian signal projects in the city: pedestrian crossing beacons at SR 116/McKinley and at SR 116/Danmar. 3 Continued to coordinate with Caltrans on the replacement of the pedestrian crossing improvements at SR 116 at four (4) intersections at Burnett, Keating, Hutchins, and Walker. 3 Completed the grant application and awarded a grant for pedestrian improvements at Covert Lane and Zimpher Drive.
3 Completed the construction of pedestrian crossing enhancements at Sunset and Taft Avenue. 3 Completed the design of the pedestrian crossing enhancements at Sunset and Johnson Street. 3 Continued 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 2024-25 CIP.
3 Maintained regulatory compliance with water, sewer, storm water, air quality, and ADA standards.
3 Completed the 2025 Pavement Management Program budget options report that identifies citywide pavement condition and deferred maintenance costs. 3 Maintained Cal/OSHA regulatory compliance safety and training policies program. 3 Prepared work plan for ADA improvements at City Hall and commenced construction by Public Works staff.
3 Completed ADA improvements at the Youth Annex site.
3 Completed the design and environmental documentation of the Burbank Farm ADA Path and Restroom Facility project which will allow construction to occur in the next fiscal year. 3 Constructed fire-related building improvements at the Community Cultural Center due to damages from the 2019 Flood Event.
3 Worked with the Community Cultural Center ad-hoc to develop a master plan memorandum for a “roadmap” for future work at the center.
3 Initiated the Water Master Plan and will continue work in the next fiscal year. 3 In partnership with the West County Community Swimmers, replaced the Ives Pool heater to maintain uninterrupted access to therapeutic exercise and pool safety programs provided by the facility
3 Near completion of the environmental work for the Americorps Trail Extension project which will allow construction to commence in the next fiscal year. 3 Implemented the replacement of the filter media at Well #7.

Goals and Objectives for 2025-26:
Continue the transition of relying less on consultants to perform day-to-day routine activities and services by hiring in-house staff to allow for better response times to the public and City departments, at less cost for engineering support services. Continue to invest in the training of in-house staff to provide for technical expertise needed to support the reorganization.
Begin construction of the Bodega Avenue Phase 2 project from Nelson Way to Pleasant Hill Road.
Continue to search for grant opportunities and funding sources to implement the 2025 Pavement Management Program budget options
Provide engineering responses and support for core services only to avoid expending City costs on non-core and discretionary services.
Oversee the Capital Improvement Program (CIP) and continue to invest in early-on 87 Agenda Item Number 5
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design to develop a robust estimate of costs thereby reducing budget amendment requests.
Continue pursuit of grant applications and financing for Well #4 replacement, inflow and infiltration reduction, ATP and other pedestrian safety enhancement grants, HSIP (highway safety improvement program) grants, and parks.. Maintain clean, safe and accessible outdoor recreation spaces that encourage healthy community activities
Enhance and respect natural habitat areas and wildlife spaces through well maintained and defined public corridors
Implement water conservation measures and utilize native tree and plant species replacement whenever applicable
Address vandalism repairs and debris removal promptly discourage compounding associated issues related to these activities
88 Agenda Item Number 5
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Budgeted Staffing
Corp Yard
41-02
Gas Tax
Streets
200-41-03
General
Fund
Streets
41-03
LAD
215-41-03
Parks &
Landscaping
41-04
Parking
Lots
41-05
Government
Building
41-06
Engineering
41-07
Senior
Center
40-02
Community
Center
42-02
Ives Pool
43-02
Water Fund
500-44-02
Sewer Fund
510-44-02 FTE - Total
Public Works/Engineering
Director of Public Works/City Engineer 3% 97% 1.00
Assistant Superintendent 5% 15% 10% 45% 25% 1.00
Administrative Technician 25% 75% 1.00
Engineering Technician 50% 50% 1.00
Water System Treatment Operator 20% 60% 20% 1.00
Sanitary Sewer System Operator 20% 20% 60% 1.00
Senior Maintenance Worker 20% 40% 40% 1.00
Senior Parks & Facilities/Maintenance Worker III 20% 5% 25% 5% 10% 5% 20% 5% 5% 1.00Maintenance Worker II 5% 20% 5% 10% 10% 25% 25% 1.00 Maintenance Worker II 5% 5% 10% 5% 5% 35% 35% 1.00
Maintenance Worker I 10% 10% 5% 5% 35% 35% 1.00
Maintenance Worker I 5% 15% 10% 5% 5% 35% 25% 1.00
Laborer 10% 50% 40% 1.00
Laborer 5% 85% 5% 5% 1.00Laborer - Vacant 0.00
Total 0.80 0.75 0.60 0.08 1.65 0.50 0.35 2.22 0.05 0.20 0.20 3.50 3.10 14.00 Public Works/Engineering
Director of Public Works/City Engineer 49% 2% 49% 1.00
Assistant Superintendent 5% 15% 10% 45% 25% 1.00
Management Analyst 25% 75% 1.00
Permit Technician 50% 50% 1.00
Water System Treatment Operator 20% 60% 20% 1.00
Sanitary Sewer System Operator 20% 20% 60% 1.00
Senior Maintenance Worker 20% 40% 40% 1.00
Senior Parks & Facilities/Maintenance Worker III 20% 5% 25% 5% 10% 5% 20% 5% 5% 1.00Maintenance Worker II 25% 25% 25% 25% 1.00Maintenance Worker II 5% 5% 5% 5% 40% 40% 1.00 Maintenance Worker I 5% 10% 5% 40% 40% 1.00
Maintenance Worker I 10% 5% 5% 5% 50% 25% 1.00
Laborer 50% 50% 1.00
Laborer 5% 85% 5% 5% 1.00Laborer 5% 85% 5% 5% 1.00
Total 1.29 0.80 0.65 0.07 2.45 0.60 0.35 1.74 0.05 0.25 0.20 3.50 3.05 15.00 2 Difference in Allocation FY25-26 vs. FY24-25 -0.49 -0.05 -0.05 0.01 -0.80 -0.10 0.00 0.48 0.00 -0.05 0.00 0.00 0.05 -1.00 The above staffing allocation is based on organizational structure, assigned duties, and schedules last reviewed by Department management in January 2024.

PUBLIC WORKS - STAFFING ALLOCATION (FULL-TIME EQUIVALENT POSITIONS) FISCAL YEAR - 2024-25 2
FISCAL YEAR - 2025-26 1
FROZEN
1 The above staffing allocation is based on organizational structure, assigned duties, and schedules last reviewed by Department management in January 2025. 89 Agenda Item Number 5
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EXPENSES
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages 709,856 647,980 674,619 643,610 677,202 2,583 0.4% Benefits 397,599 504,507 505,670 451,844 487,185 (18,485) -3.7% Contracted Services 418,327 372,223 372,223 420,683 407,808 35,585 9.6% Services & Supplies 184,556 283,505 283,505 268,525 282,925 (580) -0.2% Equipment Rental/Maintenance 11,596 12,250 12,250 11,704 12,450 200 1.6% Vehicle Expense 77,063 70,525 70,525 61,000 70,525 - 0.0% Conference & Training Expense 307 550 550 550 5,300 4,750 863.6% Utilities-PG&E 61,211 64,412 64,412 78,475 80,950 16,538 25.7% Utilities-City 73,046 170,475 170,475 223,000 200,034 29,559 17.3% Telecommunications 14,467 17,250 17,250 15,900 17,550 300 1.7% Allocated Insurance 197,621 178,425 178,425 178,425 230,085 51,660 29.0% Capital Outlay 9,013 - - - 24,000 24,000 0.0%
Total Expense 2,154,660 2,322,101 2,349,903 2,353,716 2,496,014 146,111 6.2%

SUMMARY - PUBLIC WORKS/ENGINEERING
90 Agenda Item Number 5
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Public Works/Engineering Consolidated
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages
4010 - Salaries - Full Time 668,261 686,790 698,134 582,410 663,192 (34,942) -5.0% 4011 - Salaries - Part Time 944 - - 55,000 20,000 20,000 0.0% 4012 - Overtime 20,762 19,340 19,340 15,650 20,500 6.0% 1,160 4013 - Standby/Shift 6,208 9,185 7,850 5,300 8,250 -10.2% (935) 4023 - One Time Payment 14,300 13,960 - 750 (13,960) - -100.0% 4090 - Vacancy Savings - - - - (34,740) (34,740) 0.0%
4990 - Staff Time Project Reimbursement (618) (66,000) (66,000) (15,500) 66,000 - -100.0% Total Salaries & Wages 709,856 647,980 674,619 643,610 677,202 2,583 0.4% Benefits
4100 - Employee Benefits 9,668 - - - - - 0.0%
4101 - Health in Lieu - - - - - - 0.0%
4102 - Uniform Allowance 3,650 5,235 5,235 4,050 4,250 -18.8% (985) 4104 - Accrual in Lieu 67, - 680 67,680 63,000 (67,680) - -100.0% 4105 - Medicare & Fica 10,392 9,959 9,959 9,070 9,617 -3.4% (342) 4110 - CalPERS Employer Rate 191,782 70,342 71,505 66,960 65,712 (5,793) -8.1% 4111 - CalPERS UAL Cost 150, - 705 150,705 150,710 177,559 26,854 17.8% 4130 - Health Insurance 148,484 155,395 155,395 127,700 180,603 25,208 16.2% 4140 - Retiree Health Insurance OPEB 12,101 16,350 16,350 10,450 16,470 0.7% 120 4150 - Dental Insurance 15,509 14,824 14,824 13,150 16,745 13.0% 1,921 4151 - Vision Insurance 1,632 1,572 1,572 1,504 1,663 5.8% 91 4181 - Long Term Disability Insurance 2,547 8,217 8,217 3,100 10,040 22.2% 1,823 4182 - Short Term Disability Insurance 1,026 979 979 975 954 -2.6% (25) 4183 - EAP (Employee Asst Prog) 980 244 980 415 980 0.0% - 4184 - Life Insurance 563 2, 2,268 760 268 2,592 14.3% 324 Total Benefits 397,599 504,507 505,670 451,844 487,185 (18,485) -3.7% Contracted Services
4210 - Professional Contract Services 380,976 330,090 330,090 362,650 382,590 52,500 15.9% 4212 - Internet & Network /Technology Maint 3,333 142 3,333 3,333 3,353 0.6% 20 4213 - Building/Grounds Maintenance 34,099 31,300 31,300 31,300 11,865 (19,435) -62.1% 4230 - Recruitment Services 3,110 7,500 7,500 23,400 10,000 33.3% 2,500 Total Contracted Services 418,327 372,223 372,223 420,683 407,808 35,585 9.6% Services & Supplies
4310 - Office Supplies 630 388 630 500 630 0.0% -
4330 - Misc Supplies & Services 132,579 213,700 213,700 214,200 211,015 (2,685) -1.3% 4332 - Janitorial & Safety Supplies 5,254 13,675 13,675 13,050 13,780 0.8% 105 4340 - Postage & Printing 300 167 300 404 400 33.3% 100 4345 - Dues & Subscriptions 46,168 55,200 55,200 40,371 57,100 3.4% 1,900 Total Services & Supplies 184,556 283,505 283,505 268,525 282,925 (580) -0.2% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 11,596 12,250 12,250 11,704 12,450 1.6% 200 Total Equipment Rental/Maintenance 11,596 12,250 12,250 11,704 12,450 1.6% 200 Vehicle Expense
4380 - Vehicle Maintenance 39,977 31,885 31,885 26,000 31,885 0.0% - 4390 - City Vehicle Fuel Expense 37,086 38,640 38,640 35,000 38,640 0.0% - Total Vehicle Expense 77,063 70,525 70,525 61,000 70,525 0.0% - Conference & Training Expense
4510 - Conference & Training 200 - 200 200 4,700 2250.0% 4,500 4515 - Meetings & Travel 350 307 350 350 600 71.4% 250
Total Conference & Training Expense 307 550 550 550 5,300 4,750 863.6% Utilities
4710 - Utilities - Gas & Electric 47,270 51,359 51,359 59,475 61,000 18.8% 9,641 4711 - Utilities - City Bill 170,475 73,046 170,475 223,000 200,034 29,559 17.3% 4712 - Utilities(Elec Vehicle Charging Stations) 12,134 10,408 10,408 15,000 15,750 51.3% 5,342 4721 - Utilities-Little League Elec 1,808 2,645 2,645 4,000 4,200 58.8% 1,555 91 Agenda Item Number 5
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Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Total Utilities 234,887 134,257 234,887 301,475 280,984 46,097 19.6% Telecommunications
4750 - Telecommunications 14,467 17,250 17,250 15,900 17,550 1.7% 300 Total Telecommunications 14,467 17,250 17,250 15,900 17,550 1.7% 300 Allocated Insurance
4996 - Allocated Liability Insurance 119,013 108,560 108,560 108,560 149,685 41,125 37.9% 4997 - Allocated Wrkrs Comp Insurance 78,608 69,865 69,865 69,865 80,400 10,535 15.1% Total Allocated Insurance 197,621 178,425 178,425 178,425 230,085 51,660 29.0% Capital Outlay
5100 - Capital Outlay 9,013 - - - 24,000 24,000 0.0%
Total Capital Outlay 9,013 - - - 24,000 24,000 0.0%
Total Operation 2,154,660 2,322,101 2,349,903 2,353,716 2,496,014 146,111 6.2% 92 Agenda Item Number 5
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Corporation Yard Division
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages
4010 - Salaries - Full Time 263,261 165,494 167,101 138,220 79,841 (87,260) -52.2% 4011 - Salaries - Part Time 472 - - 9,000 - - 0.0%
4012 - Overtime - 240 240 350 400 160 66.7%
4023 - One Time Payment 4,550 - 3,580 - - (3,580) -100.0% 4090 - Vacancy Savings - - - - (34,740) (34,740) 0.0%
4990 - Staff Time Project Reimbursement - (66,000) (66,000) (15,500) - 66,000 -100.0% Total Salaries & Wages 268,283 99,734 104,921 132,070 45,501 (59,420) -56.6% Benefits
4100 - Employee Benefits 9,668 - - - - 0.0%
4101 - Health in Lieu - - - - - 0.0%
4102 - Uniform Allowance 1,285 1,285 - - (1,285) -100.0% 4104 - Accrual in Lieu 67,680 67,680 63,000 - (67,680) -100.0% 4105 - Medicare & Fica 3,906 2,400 2,400 1,158 2,200 (1,242) -51.8% 4110 - CalPERS Employer Rate 71,938 17,422 17,593 22,070 9,721 (7,872) -44.7% 4111 - CalPERS UAL Cost - 56,825 56,825 56,825 18,840 (37,985) -66.8% 4130 - Health Insurance 43,915 31,485 31,485 20,500 28,586 (2,899) -9.2% 4140 - Retiree Health Insurance OPEB 8,368 12,600 12,600 6,700 12,720 120 1.0% 4150 - Dental Insurance 4,651 2,903 2,903 2,500 2,790 (113) -3.9% 4151 - Vision Insurance 499 314 314 354 276 (38) -12.1% 4181 - Long Term Disability Insurance 1,045 1,099 1,099 600 895 (204) -18.6% 4182 - Short Term Disability Insurance 417 256 256 250 92 (164) -64.1% 4183 - EAP (Employee Asst Prog) 62 140 140 50 105 (35) -25.0% 4184 - Life Insurance 147 324 324 150 243 (81) -25.0%
Total Benefits 144,616 194,733 194,904 175,199 75,426 (119,478) -61.3% Contracted Services
4210 - Professional Contract Services 4,501 10,740 10,740 40,000 11,445 705 6.6% 4212 - Internet & Network /Technology Maint 142 1,653 1,653 1,653 1,653 - 0.0% 4230 - Recruitment Services 3,110 2,500 2,500 16,900 5,000 2,500 100.0% Total Contracted Services 7,753 14,893 14,893 58,553 18,098 3,205 21.5% Services & Supplies
4310 - Office Supplies 388 630 630 500 630 - 0.0%
4330 - Misc Supplies & Services 4,659 12,700 12,700 12,000 13,335 635 5.0% 4332 - Janitorial & Safety Supplies 1,155 2,625 2,625 2,000 2,625 - 0.0% 4340 - Postage & Printing 144 300 300 329 300 - 0.0%
4345 - Dues & Subscriptions 120 - 262 - - - 0.0%
Total Services & Supplies 6,466 16,255 16,255 15,091 16,890 635 3.9% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 5,726 5,200 5,200 5,200 4,654 - 0.0% Total Equipment Rental/Maintenance 5,726 5,200 5,200 4,654 5,200 - 0.0% Vehicle Expense
4380 - Vehicle Maintenance 39,180 30,135 30,135 25,000 30,135 - 0.0% 4390 - City Vehicle Fuel Expense 37,086 38,640 38,640 35,000 38,640 - 0.0% Total Vehicle Expense 76,266 68,775 68,775 60,000 68,775 - 0.0% Conference & Training Expense
4510 - Conference & Training - 200 200 200 200 - 0.0%
4515 - Meetings & Travel 153 100 100 100 100 - 0.0%
Total Conference & Training Expense 153 300 300 300 300 - 0.0% Utilities
4710 - Utilities - Gas & Electric 3,188 6,900 6,900 5,200 6,000 (900) -13.0% 4711 - Utilities - City Bill 6,340 10,645 10,645 10,500 11,801 1,156 10.9% Total Utilities 9,528 17,545 17,545 15,700 17,801 256 1.5% Telecommunications
4750 - Telecommunications 11,998 13,650 13,650 12,000 13,650 - 0.0% 93 Agenda Item Number 5
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Corporation Yard Division
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Total Telecommunications 11,998 13,650 13,650 12,000 13,650 - 0.0% Allocated Insurance
4996 - Allocated Liability Insurance 30,876 27,860 27,860 27,860 38,430 10,570 37.9% 4997 - Allocated Wrkrs Comp Insurance 30,453 27,060 27,060 27,060 9,830 (17,230) -63.7% Total Allocated Insurance 61,329 54,920 54,920 54,920 48,260 (6,660) -12.1% Capital Outlay
5100 - Capital Outlay - - - - - - 0.0%
Total Capital Outlay - - - - - - 0.0%
Total Operation 592,118 486,005 491,363 528,487 309,901 (181,462) -36.9% 94 Agenda Item Number 5
Agenda Item Number 5
City Council Meeting Packet of July 1, 2025

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Corporation Yard Division
Object Details
Object - Category Line Item Description
Worksheet Unit
Price
Worksheet
Quantity Worksheet Total
Grand Total 29,780 29,780 11
4990 - Staff Time Project Reimbursement
4990 - Staff Time Project Reimb
0903 Joe Rodota Trail third art commission - staff time for implementation - - - $
4990 - Staff Time Project Reimb 0214-20.07 City Hall ADA Upgrades Staff Time (CDBG) - - - $ 4990 - Staff Time Project Reimb 0214-20.07 City Hall ADA Upgrades (Building Reserve Fund) - - - $ Total 4990 - Staff Time Project Reimb - - - $
4210 - Professional Contract Services
4210 - Professional Contract Services Generator Air Quality Permitting 1 840 840 $ 4210 - Professional Contract Services Generator Service and Repairs 1 5,040 5,040 $ 4210 - Professional Contract Services HVAC Service and Repairs 1 1,575 1,575 $ 4210 - Professional Contract Services Security Monitoring 1 3,990 3,990 $ 4210 - Professional Contract Services CARB Compliance & EV Charging System Upgrade Analysis 1 - - $ Total 4210 - Professional Contract Services 11,445 11,445 5 $ 4230 - Recruitment Services
4230 - Recruitment Services Admin Tech 1 2,500 2,500
4230 - Recruitment Services Maintenance Assistant 1 2,500 2,500 Total 4230 - Recruitment Services 2 5,000 5,000
4330 - Misc Supplies & Services
4330 - Misc Supplies & Services Above Ground Fuel Tanks Inspections and Maintenance 1 3,360 3,360 $ 4330 - Misc Supplies & Services Aerial Utility Equipment Safety Certification 1 2,100 2,100 $ 4330 - Misc Supplies & Services Building Repairs and Upgrades 1 4,200 4,200 $ 4330 - Misc Supplies & Services Safety Supplies 1 3,675 3,675 $ Total 4330 - Misc Supplies & Services 13,335 13,335 4 $ *Report Contains Filters and Conditions 95
Agenda Item Number 5
Agenda Item Number 5
City Council Meeting Packet of July 1, 2025

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Streets Maintenance
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages
4010 - Salaries - Full Time 67,390 71,217 72,497 54,400 68,419 (4,078) -5.6% 4012 - Overtime 13,926 9,450 9,450 8,400 9,450 - 0.0%
4013 - Standby/Shift 1,827 2,300 2,550 2,300 2,550 - 0.0% 4023 - One Time Payment 1,375 - 1,660 - - (1,660) -100.0% Total Salaries & Wages 84,519 82,967 86,157 65,100 80,419 (5,738) -6.7% Benefits
4102 - Uniform Allowance 300 650 650 600 600 (50) -7.7% 4105 - Medicare & Fica 1,233 1,033 1,033 1,000 992 (41) -4.0% 4110 - CalPERS Employer Rate 13,209 7,787 7,942 5,500 6,702 (1,240) -15.6% 4111 - CalPERS UAL Cost - 13,795 13,795 13,800 12,204 (1,591) 4130 - Health Insurance 19,056 20,642 20,642 13,000 21,440 798 3.9% 4150 - Dental Insurance 2,111 2,118 2,118 1,500 2,092 (26) -1.2% 4151 - Vision Insurance 224 223 224 175 207 (17) -7.6%
4181 - Long Term Disability Insurance 245 1,193 1,193 250 1,193 - 0.0% 4182 - Short Term Disability Insurance 113 82 82 80 79 (3) -3.7% 4183 - EAP (Employee Asst Prog) 23 140 140 100 105 -25.0% (35) 4184 - Life Insurance 55 324 324 100 324 0.0% -
Total Benefits 36,569 47,988 48,143 36,105 45,938 (2,205) -4.6% Contracted Services
4210 - Professional Contract Services 55,629 48,150 48,150 48,150 77,550 29,400 61.1% Total Contracted Services 55,629 48,150 48,150 48,150 77,550 29,400 61.1% Services & Supplies
4330 - Misc Supplies & Services 62,699 106,000 106,000 106,000 115,000 9,000 8.5% 4332 - Janitorial & Safety Supplies 29 1,500 1,500 1,500 1,500 0.0% - Total Services & Supplies 62,728 107,500 107,500 107,500 116,500 9,000 8.4% Utilities
4710 - Utilities - Gas & Electric 16,775 17,695 16,775 16,775 20,000 3,225 19.2% 4711 - Utilities - City Bill 9,895 18,475 18,475 20,000 22,820 4,345 23.5% Total Utilities 27,589 35,250 35,250 36,775 42,820 7,570 21.5% Allocated Insurance
4996 - Allocated Liability Insurance 25,419 19,700 19,700 19,700 27,190 7,490 38.0% 4997 - Allocated Wrkrs Comp Insurance 7,076 6,300 6,300 6,300 5,530 (770) -12.2% Total Allocated Insurance 32,495 26,000 26,000 26,000 32,720 6,720 25.8% Capital Outlay
5100 - Capital Outlay 3,918 - - 14,000 - 14,000 0.0%
Total Capital Outlay 3,918 - - 14,000 - 14,000 0.0%
Total Operation 303,445 347,855 351,200 319,630 409,947 58,747 16.7% 96 Agenda Item Number 5
Agenda Item Number 5
City Council Meeting Packet of July 1, 2025

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Streets Maintenance
Object Details
Object - Category Line Item Description
Worksheet Unit
Price
Worksheet
Quantity Worksheet Total
Grand Total 20 206,550 $ 206,550
4210 - Professional Contract Services
4210 - Professional Contract Services Asset Management Software Maintenance Contract 3,050 1 $ 3,050 4210 - Professional Contract Services Pedestrian Crosswalk Lighting Safety Inspection 15,500 15,500 1 $ 4210 - Professional Contract Services Street Light Pole Repairs and Replacement 7,000 1 $ 7,000 4210 - Professional Contract Services Traffic Signal Inspections and Maintenance (CALTRANS) 16,500 16,500 1 $ 4210 - Professional Contract Services Vegetation management along ROW shoulders 12,000 12,000 1 $ 4210 - Professional Contract Services Storm drain spot repairs 15,000 15,000 1 $ 4210 - Professional Contract Services
Traffic Signal Lighting Safety Inspections (Bodega at Jewell and Bodega at Pleasent Hill 8,500 1 $ 8,500
Total 4210 - Professional Contract Services 77,550 77,550 7 $ 4330 - Misc Supplies & Services
4330 - Misc Supplies & Services Street Tree Replacement materials 4,000 1 $ 4,000 4330 - Misc Supplies & Services Holiday Events Decoration 5,000 1 $ 5,000 4330 - Misc Supplies & Services Flood Sand and Sandbags 5,500 1 $ 5,500 4330 - Misc Supplies & Services Hazardous Materials Disposal 3,000 1 $ 3,000 4330 - Misc Supplies & Services OSHA Compliance Safety Equipment 2,500 1 $ 2,500 4330 - Misc Supplies & Services
Pedestrian Crosswalk and Traffic Signal Lighting and Controls Repairs 16,500 16,500 1 $
4330 - Misc Supplies & Services Storm Water Systems Repair materials 7,500 1 $ 7,500 4330 - Misc Supplies & Services Street and Sidewalk Repair Materials 39,500 39,500 1 $ 4330 - Misc Supplies & Services Street Landscaping Materials- Compost Plants and Irrigation 10,500 10,500 1 $ 4330 - Misc Supplies & Services Street Marking Maintenance Materials 5,500 1 $ 5,500 4330 - Misc Supplies & Services Street Sign Pole Reflective Safety Enhancements 5,000 1 $ 5,000 4330 - Misc Supplies & Services Street Sign Maintenance and Replacement Materials 10,500 10,500 1 $ Total 4330 - Misc Supplies & Services 115,000 115,000 12 $ 5100 - Capital Outlay
5100 - Capital Outlay 1/4 Ton Pickup truck-(split-3ways Str/Water/Sewer) 14,000 14,000 1 $ Total 5100 - Capital Outlay 14,000 14,000 1 $
*Report Contains Filters and Conditions 97
Agenda Item Number 5
Agenda Item Number 5
City Council Meeting Packet of July 1, 2025

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Parks & Landscape Maintenance
Budget Expenditures
Account Number
2023-24
Actual
2024-25
Adopted
Budget
2024-25
Adjusted
Budget
2024-25
Estimated
Year-End
2025-26
Proposed
Budget
$ Inc/(Dec)
Proposed vs.

Adjusted
Budget
% Change
Proposed vs.

Adjusted
Budget
Salaries & Wages
4010 - Salaries - Full Time 150,489 157,771 161,386 180,090 119,909 (41,477) -25.7% 4012 - Overtime 3,120 6,000 6,000 4,000 4,500 (1,500) -25.0% 4013 - Standby/Shift 1,969 3,000 3,705 1,500 3,000 (705) -19.0% 4017 - Salaries - COVID-19 - - - - - 0.0% -
4019 - WC- 4850/Temp Disb - - - - - 0.0% -
4023 - One Time Payment 3,250 4,685 - - (4,685) - -100.0% 4990 - Staff Time Project Reimbursement (618) - - - - 0.0% - Total Salaries & Wages 158,209 166,771 175,776 185,590 127,409 (48,367) -27.5% Benefits
4101 - Health in Lieu - - - - - 0.0% -
4102 - Uniform Allowance 2,350 2,350 2,350 2,700 2,700 350 14.9% 4105 - Medicare & Fica 2,346 2,288 2,288 2,700 1,739 (549) -24.0% 4110 - CalPERS Employer Rate 58,985 14,754 15,097 16,800 11,240 (3,857) -25.5% 4111 - CalPERS UAL Cost 36,545 - 36,545 36,545 55,160 18,615 50.9% 4130 - Health Insurance 45,269 40,565 40,565 53,000 34,079 (6,486) -16.0% 4150 - Dental Insurance 4,724 3,821 3,821 5,000 3,050 (771) -20.2% 4151 - Vision Insurance 485 398 398 515 296 (102) -25.6% 4181 - Long Term Disability Insurance 625 2,154 2,154 750 2,684 530 24.6% 4182 - Short Term Disability Insurance 247 182 182 275 138 (44) -24.2% 4183 - EAP (Employee Asst Prog) 82 280 280 100 315 35 12.5% 4184 - Life Insurance 183 648 648 250 729 81 12.5%
Total Benefits 115,296 103,985 104,328 118,635 112,130 7,802 7.5% Contracted Services
4210 - Professional Contract Services 3,005 5,500 5,500 5,500 71,500 66,000 1200.0% Total Contracted Services 3,005 5,500 5,500 5,500 71,500 66,000 1200.0% Services & Supplies
4330 - Misc Supplies & Services 44,114 67,800 67,800 69,000 54,100 (13,700) -20.2% 4332 - Janitorial & Safety Supplies 36 7,500 7,500 7,500 7,500 0.0% - Total Services & Supplies 44,150 75,300 75,300 76,500 61,600 (13,700) -18.2% Equipment Rental/Maintenance
4375 - Equipment Rental/Expenses 144 250 250 250 250 0.0% - Total Equipment Rental/Maintenance 144 250 250 250 250 0.0% - Vehicle Expense
4380 - Vehicle Maintenance 797 1,750 1,750 1,000 1,750 0.0% - Total Vehicle Expense 797 1,750 1,750 1,000 1,750 0.0% - Utilities
4710 - Utilities - Gas & Electric 5,527 7,360 7,360 7,500 8,000 640 8.7% 4711 - Utilities - City Bill 48,706 122,610 122,610 172,000 149,680 27,070 22.1% 4721 - Utilities-Little League Elec 1,808 2,645 2,645 4,000 4,200 1,555 58.8% Total Utilities 56,040 132,615 132,615 183,500 161,880 29,265 22.1% Allocated Insurance
4996 - Allocated Liability Insurance 18,123 19,500 19,500 19,500 26,890 7,390 37.9% 4997 - Allocated Wrkrs Comp Insurance 18,746 16,660 16,660 16,660 24,975 8,315 49.9% Total Allocated Insurance 36,869 36,160 36,160 36,160 51,865 15,705 43.4% Capital Outlay
5100 - Capital Outlay 5,095 - - - - 0.0% -
Total Capital Outlay 5,095 - - - - 0.0% -
Total Operation 419,606 522,331 531,679 607,135 588,384 56,705 10.7% 98 Agenda Item Number 5
Agenda Item Number 5
City Council Meeting Packet of July 1, 2025

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Sebastopol City CouncilJuly 1, 2025

Sebastopol City Council
July 1, 2025