Attachment 31
•Council Goals and Priorities
•Citywide Proposed Budget Overview
•General Fund Proposed Budget Overview
•FTE Staff Summary
•Department’s Proposed Budgets
•Capital Improvement Program’s Proposed Budget
•City Manager’s Comments
•Review Program Cost Estimates
Agenda
2
3
❖Ensure financial stability of City government.
❖Effectively implement the recovery and rebuilding of Santa Rosa.
❖Meet housing needs.
❖Attain functional zero homelessness.
❖Invest in and sustain infrastructure and transportation.
❖Provide for community safety, valued City services and open
government.
❖Foster neighborhood partnerships and strengthen cultural assets.
❖Promote environmental sustainability.
❖Foster a 21st century city and organization.
❖Foster a strong downtown and overall economic development of the
community.
Near-Term (Six Month) Priorities
1 FEMA project sheet
2 California Voting Rights Act (CVRA)/district elections
3 Rebuild/build downtown and fire areas
4 Budget process for FY 2018-19
5 Review revenue options
6 Purchasing process policy review
7 Homelessness
City Council Priorities
4
Tier 1: Council’s Top Priorities –To Receive Greatest Attention
1.1 Recovery/rebuilding
1.2 Comprehensive housing strategy
1.3 Open government task force recommendations
1.4 Downtown housing
1.5 Homelessness
City Council Priorities
5
Tier 2: Initiatives to Receive Attention as Resources Permit
2.1 Replenish reserves
2.2 Conduct emergency preparedness
2.3 Focus on employee morale and well-being
2.4 Plan and Implement Southeast Greenway
2.5 Create plan to address deferred maintenance throughout the community
2.6 Implement the Climate Action Plan
2.7 Explore feasibility of a public bank
2.8 Explore options for funding Roseland Library
City Council Priorities
6
Other Opportunities for the Future
Explore business improvement districts in neighborhood commercial centers
Adopt living/minimum wage
Obtain a new funding source for the transit system
Develop a strategy for producing/stimulating the production of childcare facilities
Create a transition program for neonicotinoids
Hold a study session on creating a public bank
Explore options for funding free transit rides for K –12 students
Explore paid family leave
Conduct study session on community impact reports
7
Other Opportunities for the Future, cont.
Attract businesses with well-paying jobs and encourage retention and expansion
of existing local companies
Implement participatory budgeting
Increase funding for community advisory board grants and review policies
Increase youth engagement services
8
9
10
Fund Type
2017-18
Adopted
Budget
2018-19
Proposed
Budget
$
Change
%
Change
General Fund $153.1 $159.6 $6.5 4.2%
Enterprise Funds 155.5 157.1 1.6 1.0%
Special Revenue Funds 22.8 24.5 1.7 7.5%
Other Funds 5.5 6.0 0.5 9.1%
Housing Authority 29.4 32.9 3.5 11.9%
Successor Agency to RDA 4.1 0.0 -4.1 -100.0%
Total $370.4M $380.1M $9.7M 2.6%
FY 2018-19 Citywide
Revenues by Fund (in millions)
11
Fund Type
2017-18
Adopted
Budget
2018-19
Proposed
Budget
$
Change
%
Change
General Fund $154.3 $169.2 $14.9 9.7%
Enterprise (non-CIP)129.6 127.8 -1.8 -1.4%
Enterprise (CIP)31.6 73.1 41.5 131.3%
Non-Enterprise (CIP)15.4 21.6 6.2 40.3%
Special Revenue 12.8 14.0 1.2 9.4%
Other Funds 5.2 5.2 0.0 0%
Housing Authority 32.3 33.6 1.3 4.0%
Successor Agency to RDA 4.1 3.3 -0.8 -19.5%
Total $385.3 $447.8 $62.5 16.2%
Operations (net of CIP)$338.3 $353.0 $14.7 4.3%
CIP only 47.0 94.8 47.8 101.7%
FY 2018-19 Citywide
Expenditures by Fund Type (in millions)
12
Department General Fund Other Funds Total
Administration*$22.3 $11.3 $33.6
Housing & Community Services 1.8 36.7 38.5
Fire 40.1 3.6 43.7
Planning & Economic Development 13.3 0.5 13.8
Police 59.3 4.8 64.1
Recreation & Parks 16.4 5.9 22.3
Transportation & Public Works 21.3 30.6 51.9
SR Water 0.6 180.4 181.0
Non-Departmental -5.9 4.8 -1.1
Total FY 2018-19 Proposed Budget $169.2M $278.6M $447.8M
Total FY 2017-18 Adopted Budget $154.3M $231.0M $385.3M
FY 2018-19 Citywide
Expenditures by Department (in millions)
*Administration includes: City Council, City Manager’s Office, Office of Community Engagement, City Attorney’s
Office, Human Resources and Finance.
13
FY 2018-19 Citywide
Expenditures by Department
*Administration includes: City Council, City Manager’s Office, Office of Community Engagement, City Attorney’s
Office, Human Resources and Finance.
Administration
7%
H&CS
9%
Fire
10%
PED
3%
Police
14%
Rec & Parks
5%TPW
12%
Water
40%
Non-Departmental
less than 1%
Total Citywide
Expenditures =
$447.8M
14
15
Category
2017-18
Adopted
Budget
2018-19
Proposed
Budget
$
Change
%
Change
Property Tax $26.5 $25.8 -$0.7 -2.6%
Sales Tax 48.8 49.6 0.8 1.6%
Utility Users Tax 9.7 9.4 -0.3 -3.1%
Vehicle License Fees 13.6 13.5 -0.1 -0.7%
Other Taxes 23.6 26.0 2.4 10.2%
Permits, Fines & Charges 11.2 12.7 1.5 13.4%
Interfund Charges 12.5 13.3 0.8 6.4%
Recreation Revenues 4.0 3.8 -0.2 -5.0%
Intergov’t, Interest & Other 3.2 5.5 2.3 71.9%
Total $153.1M $159.6M $6.5M 4.2%
FY 2018-19 General Fund
Revenues by Category(in millions)
16
FY 2018-19 General Fund
Revenues by Category
Property Tax
16%
Sales Tax
31%
Utility Users Tax
6%
Vehicle License Fees
9%
Other Taxes
16%
Permits, Fines &
Charges
8%
Interfund Charges
8%
Recreation Revenues
2%
Intergov't, Interest & Other
4%
Total GF Projected
Revenue = $159.6M
17
Department
2017-18
Adopted
Budget
2018-19
Proposed
Budget
$
Change
%
Change
Administration*$19.8 $22.3 $2.5 12.6%
Housing & Community Services 1.3 1.8 0.5 38.5%
Fire 38.5 40.1 1.6 4.2%
Planning & Economic Develop.10.4 13.3 2.9 27.9%
Police 53.9 59.3 5.4 10.0%
Recreation & Parks 15.4 16.4 1.0 6.5%
Transportation & Public Works 19.7 21.3 1.6 8.1%
SR Water (Storm Water GF only)0.3 0.6 0.3 100.0%
Non-Departmental -5.0 -5.9 -0.9 18.0%
Total $154.3M $169.2M $14.9M 9.7%
FY 2018-19 General Fund
Expenditures by Department (in millions)
*Administration includes: City Council, City Manager’s Office, Office of Community Engagement, City Attorney’s
Office, Human Resources and Finance.
18
FY 2018-19 General Fund
Expenditures by Department
Total GF
Expenditures =
$169.2M
Administration
13%
H&CS
1%
Fire
24%
PED
8%
Police
35%
Rec & Parks
10%
TPW
12%
SR Water
less than 1%
Non-Departmental
-3%
19
Category
2017-18
Adopted
Budget
2018-19
Proposed
Budget
$
Change
%
Change
Salaries $78.6 $85.2 $6.6 8.4%
Benefits 42.7 48.9 6.2 14.5%
Professional Services 11.3 11.2 -0.1 -0.9%
Vehicle Expense 4.4 4.9 0.5 11.4%
Operational Supplies 3.2 3.3 0.1 3.1%
Utilities 4.0 3.9 -0.1 -2.5%
Information Technology 4.5 4.8 0.3 6.7%
Liability/Property Insurance 1.5 1.6 0.1 6.7%
Other Miscellaneous 1.0 1.0 -0%
Capital Outlay 0.1 0.2 0.1 100.0%
CIP and O&M Projects 3.0 4.2 1.2 40.0%
Total $154.3M $169.2M $14.9M 9.7%
FY 2018-19 General Fund
Expenditures by Category (in millions)
20
FY 2018-19 General Fund
Year over Year Change
Category Year over Year Change $ Change
Salaries 3% COLA (17-18 & 18-19)$6.10M
Benefits PERS Retirement 1.16M
Benefits PERS Unfunded Liability 2.77M
Sal/Ben/S&S Cannabis (13 FTEs); $2.6M revenue offset 1.82M
Sal/Ben/S&S Roseland Annex (16 FTEs); $500K revenue offset
($1.39M in 17-18)1.20M
O&M Projects Fire Recovery (PED); 100% revenue offset 1.40M
S&S Election Year Costs (CC)0.44M
Total GF Change from FY 2017-18 to FY 2018-19 $14.9M
21
FY 2018-19
% of Total GF
Expenditures
Total General Fund Expenditures $169.2M
POLICE
Baseline $58.0M 34.3%
Adopted Budget $59.3M
Over/(Under)Baseline $1.3M
FIRE
Baseline $40.1M 23.7%
Adopted Budget $40.1M
Over/(Under)Baseline --
VIOLENCE PREVENTION
Baseline $706K 0.4%
Adopted Budget $708K
Over/(Under)Baseline $2K
General Fund Baseline Calculation
22
Proposed Budget
2018-19
Revenue $159.6
Transfers In 2.8
Total $162.4
Expenditures $169.2
Transfers Out 7.4
Total $176.6
Surplus/(Deficit)($14.2M)
FY 2018-19 General Fund Summary
(in millions)Transfers IN
Gas Tax $1.88M
Measure M $235K
Traffic Safety $400K
Consumer Protection Acct-
Trust Fund $248K
Various ~$42K
Total Transfers IN $2.8M
Transfers OUT
CIP $2.51M
Parking Enforcement $1.18M
Homeless Services $2.20M
Real Property Transfer Tax-
Homeless Svc & Aff Housing $713K
CHSQ Debt Service $730K
Various ~$61K
Total Transfers OUT $7.4M
23
Amount
Reserve
Percentage
FY 2016-17 Ending Reserves $37.3M 25.1%
FY 2017-18 Budget Deficit -5.9M
Council Approved Appropriations from
Reserves
-4.9M
Disaster-Related Appropriations from
Reserves
-9.4M
FYE 2017-18 Estimated Reserves $17.0M 11.5%
Policy-Mandated Reserve Requirement $22.3M 15%
Over/(Under) Council Policy ($5.3M)
Status of General Fund Reserves
General Fund Appropriations
3% COLA $3.01M
Roseland Annexation $303K
Cannabis Program $931K
Misc. Use of Reserves $646K
Total GF Reserve
Appropriations $4.9M
Disaster-Related Appropriations
Fire Recovery Center $4.6M
E&Y Recovery Contract $500K
Net EOC Costs (estimated)$4.3M
Total Disaster-Related
Appropriations $9.4M
24
Estimated Reserves after Fire Related Costs and
FY 2017-18 Additional Appropriations $17.0M
FY 2017-18 Not Budgeted Revenue estimates
Cannabis Industry Tax and Permitting Revenue est. $1.2M
Fire Recovery Permitting Revenue est. $2.0M
FEMA Reimbursement for Initial Disaster Costs est. $5.3M
Estimated Reserves at June 30, 2018 $25.5M
FY 2018-19 Budget Deficit ($14.2M)
Estimated Reserves at June 30, 2019 $11.3M
Policy-Mandated Reserve Requirement (15% of $169.2M)$25.4M
Over/(Under) Council Policy ($14.1M)
Status of General Fund Reserves
25
Budget
FY
18-19
FY
19-20
FY
20-21
FY
21-22
FY
22-23
FY
23-24
FY
24-25
FY
25-26
FY
26-27
FY
27-28
Revenue $159.6 $161.9 $165.5 $169.4 $173.4 $177.6 $181.8 $185.8 $187.1 $182.3
Transfers In 2.8 2.8 2.7 2.6 2.6 2.6 2.6 2.6 2.6 2.6
Total $162.4 $164.7 $168.2 $172.0 $176.0 $180.2 $184.4 $188.4 $189.7 $184.9
Expenditures 169.2 174.9 181.0 186.7 192.1 196.8 201.4 204.7 208.2 211.8
Transfers Out 7.4 7.5 7.6 7.6 7.7 7.8 7.9 8.0 8.0 8.0
Total $176.6 $182.4 $188.6 $194.3 $199.8 $204.6 $209.3 $212.7 $216.2 $219.8
Surplus /
(Deficit)-$14.2 -$17.7 -$20.4 -$22.3 -$23.8 -$24.4 -$24.9 -$24.3 -$26.5 -$34.9
Long Range Financial Forecast
(in millions)
26
27
Dept.FY
14-15
FY
15-16
FY
16-17
FY
17-18
FTE
Change
FY
18-19
CMO 14.00 17.00 11.00 13.00 --13.00
CAO 12.90 12.90 14.90 15.90 1.00 16.90
Comm
Engage --7.00 7.00 --7.00
Finance 62.35 64.35 97.35 98.85 3.50 102.35
Fire 147.75 147.75 147.75 148.75 1.00 149.75
EDH 65.00 60.00 --------
H&CS --30.75 33.00 2.50 35.50
HR 19.00 20.00 21.00 21.00 --21.00
Authorized FTE Staff Summary
28
Dept.FY
14-15
FY
15-16
FY
16-17
FY
17-18 FTE Change FY
18-19
IT 25.00 26.00 28.00 29.00 1.00 30.00
CD 34.50 37.75 --------
PED --50.00 51.00 7.50 58.50
Police 258.75 256.75 256.50 264.50 2.00 266.50
TPW 275.50 270.50 277.50 274.50 -0.50 274.00
R&P 85.15 93.15 74.00 74.00 --74.00
Water 239.50 243.50 249.50 253.50 -1.00 252.50
Total
FTE’s 1,239.40 1,249.65 1,265.25 1,284.00 17.00 1,301.00
Authorized FTE Staff Summary
29
Dept.Position Title FTE
Multiple Approved Mid-Year 2017-18 positions 14.00
Cannabis Initiative Related Positions:
CAO Assistant City Attorney 1.00
Fire Fire Inspector 1.00
HCS Code Enforcement Officer 1.00
HCS Sr. Administrative Assistant 0.50
PED City Planner 1.00
PED Building Inspector 1.00
PED Associate Civil Engineer 0.50
Cannabis Initiative Related Positions Total 6.00
FY 2018-19 General Fund
Position Change Detail
30
Dept.Position Title FTE
All Other Positions:
TPW Reclass Assistant Engineer to Associate Civil Engineer --
TPW Reclass Sr. Maintenance Worker to Facilities Crew Supervisor --
Total General Fund FTE Changes 20.00
FY 2018-19 General Fund
Position Change Detail
31
Dept.Position Title FTE
IT GIS Analyst (Mid-Year 2017-18 transfer from TPW)1.00
IT Reclass GIS Analyst to GIS Coordinator --
OCE Community Outreach Special (Limited term exp. 6/30/19)--
Finance Parking Enforcement Officer 0.50
TPW Reclass Assistant Engineer to Associate Civil Engineer --
TPW Equipment Mechanic II -3.00
TPW Equipment Service Worker -0.50
Water Senior Buyer 1.00
Water Deputy Director –Engineering Resources 1.00
Water Senior Administrative Assistant -1.00
Water Electrical Technician -1.00
Water Environmental Specialist -1.00
Total Non-General Fund FTE Changes -3.00
FY 2018-19 Non-General Fund
Position Change Detail
32
•Administrative Departments:
➢City Council / Community Promotions
➢City Manager’s Office
➢City Attorney’s Office
➢Finance / Non-Departmental
➢Human Resources
➢Office of Community Engagement
•Information Technology
•Planning & Economic Development
Department Review Schedule
34
•Recreation & Parks
•Fire Department
•Police Department
•Housing & Community Services
•Transportation & Public Works
•Santa Rosa Water
•Capital Improvement Program
Department Review Schedule
Study Session continued on May 16th
35
36
37
City Council
Administration Elections Community
Promotions
38
•Administration: The City Council is the legislative and policy -
making body for the City of Santa Rosa
•Elections: This program is responsible for costs related to the
preparation and conduct of general and special municipal
elections
•Community Promotions: Council grants funding for a variety of
local events
39
Expenditures by Program 2018-19
(All Funds)Budget % of Total
Elections 560,000 37.9%
Administration 794,278 53.7%
Community Promotions 125,000 8.4%
Total 1,479,278 100.0%
40
Expenditures by Category 2017-18 2018-19 $%
(All Funds)Budget Budget Change Change
Council Members' Salaries 72,000 72,000 0 0.0%
Non-Council Member's Salaries 63,100 64,756 1,656 2.6%
Total Salaries 135,100 136,756 1,656 1.2%
Council Members' Benefits 157,660 131,895 (25,765)-16.3%
Non-Council Member's Benefits 35,802 23,326 (12,476)-34.8%
Total Benefits 193,462 155,221 (38,241)-19.8%
Professional Services 567,603 866,346 298,743 52.6%
Utilities 5,300 5,300 0 0.0%
Operational Supplies 9,700 9,700 0 0.0%
Information Technology 93,656 98,755 5,099 5.4%
Other Miscellaneous 135,200 207,200 72,000 53.3%
Total 1,140,021 1,479,278 339,257 29.8%
41
Expenditures by Fund
2017-18
Budget
2018-19
Budget
$
Change
%
Change
General Fund 1,140,021 1,479,278 339,257 29.8%
Total 1,140,021 1,479,278 339,257 29.8%
42
•Budget increased due to General Election in November 2018
➢$375K in Professional Services
➢$60K in Other Miscellaneous for printing services
•Developed ‘Housing First’ strategy
•Completed Roseland Annexation
•Implemented Cannabis program
•Initiated procedures for transition from at -large to district-
based elections
•Approved agreement for solid waste collection with Recology
and a low-income rate for services
•Declared local emergency due to wildfires and approved
agreement for post-fire recovery and rebuilding
43
44
46
47
City Manager’s Office
Sean McGlynn
13.00 FTE
Administration City Clerk
48
•Administration: This program is responsible for the oversight of all City
Departments; works closely with the City Council
•City Clerk: This program is responsible for administering the City’s legislative
process, municipal elections, and records management programs
49
Expenditures by Program 2018-19
(All Funds)Budget % of Total
General Administration 2,896,221 96.4%
City Clerk 77,913 2.6%
Total General Ledger 2,974,134 99.0%
CIP and O&M Projects 30,000 1.0%
Total Job Ledger 30,000 1.0%
Total 3,004,134 100.0%
50
Expenditures by Category 2017-18 2018-19 $%
(All Funds)Budget Budget Change Change
Salaries 1,245,841 1,318,716 72,875 5.8%
Benefits 532,994 619,677 86,683 16.3%
Professional Services 237,370 727,370 490,000 206.4%
Vehicle Expenses 500 0 (500)-100.0%
Utilities 5,360 5,360 0 0.0%
Operational Supplies 25,500 25,500 0 0.0%
Information Technology 145,278 150,214 4,936 3.4%
Other Miscellaneous 125,922 127,297 1,375 1.1%
CIP and O&M Projects 212,000 30,000 (182,000)-85.8%
Total 2,530,765 3,004,134 473,369 18.7%
51
2017-18 2018-19 $ %
Expenditures by Fund Budget Budget Change Change
General Fund 2,530,765 3,004,134 473,369 18.7%
Total 2,530,765 3,004,134 473,369 18.7%
52
•$500K increase in Professional Services for multi-year contract
with Ernst & Young for post-fire recovery efforts
•$183K reduction in O&M Projects
➢$147K decrease in Garbage Franchise Analysis
➢$35K decrease in City Clerk Records Management project
•Successfully transitioned City to new solid waste provider
•Assisted with various functions at the Emergency Operations
Center during the wildfires including management, logistics,
and public information; and provided support at the Local
Assistance Center and Right-of-Entry Center
•Managing Recovery efforts after October wildfires
•Centralized public portal to Boards/Commissions/Committees
•Launched Speak Up Santa Rosa! Online engagement platform
•Implemented VoteCast –a digital tracking program for
capturing motions and votes during the Council meetings
53
54
55
56
57
City Attorney’s Office
Sue Gallagher
Total 16.90 FTE
Administration
Assistant &
Deputy City
Attorneys
Legal
Secretaries Paralegals
Chief Assistant
City Attorney
58
Legal Services: The City Attorney’s Office is responsible for
providing a variety of legal services for the City.
•Represents the City in legal proceedings.
•Provides comprehensive legal support to the Council, boards,
commissions and City staff on a wide range of municipal matters.
•Provides guidance on municipal procedures, including the Brown Act,
Public Records Act, Political Reform Act, and others.
•Reviews all City Council, Planning Commission, Board of Public Utilities
and Housing Authority agendas for legal compliance and sits with those
bodies during their public meetings.
59
•Reviews, evaluates and recommends disposition of all claims made
against the City.
•Represents the City in litigation from complaint through appeals,
including in matters involving civil rights violations, personal injuries,
eminent domain, environmental violations, land use matters, inverse
condemnation, personnel disputes, and claims of dangerous condition of
public property.
•Prosecutes City Code violations and abates public nuisances.
•Opposes release of weapons seized by police.
60
•Reviews procurement procedures, contracts and surety bonds.
•Reviews and revises proposed legislation and policies.
•Advises on employment and labor issues.
•Working closely with City staff, provides legal support on issues such as
housing and land use, California Environmental Quality Act compliance,
municipal infrastructure, including roads, parks and civic facilities, public
safety, water supply, water quality, franchise agreements, landfill issues,
and labor and employment.
61
Expenditures by Program 2018-19
(All Funds)Budget % of Total
Legal Services 3,503,076 99.6%
CIP and O&M Projects 15,000 0.4%
Total 3,518,076 100.0%
62
Expenditures by Category 2017-18 2018-19 $%
(All Funds)Budget Budget Change Change
Salaries 1,967,671 2,212,679 245,008 12.5%
Benefits 782,154 989,761 207,607 26.5%
Professional Services 134,300 108,575 (25,725)-19.2%
Vehicle Expenses 400 400 0 0.0%
Utilities 1,000 1,200 200 20.0%
Operational Supplies 19,800 29,300 9,500 48.0%
Information Technology 73,681 87,706 14,025 19.0%
Other Miscellaneous 73,455 73,455 0 0.0%
CIP and O&M Projects 15,000 15,000 0 0.0%
Total 3,067,461 3,518,076 450,615 14.7%
63
2017-18 2018-19 $%
Expenditures by Fund Budget Budget Change Change
General Fund 3,067,461 3,518,076 450,615 14.7%
Total 3,067,461 3,518,076 450,615 14.7%
64
•Added 1.0 FTE Assistant City Attorney for Cannabis.
•Represented the City to successful conclusion in numerous
litigation actions including potentially significant exposure to
the City and/or its employees:
o In many cases, obtaining dismissal or settlement through
court proceedings prior to trial, with no cost recovery
against the City.
o In other cases, successfully negotiating settlement of
significant personal injury, contract, or statutory claims on
terms favorable to City and within Council authorizations.
65
•Successfully pursued code enforcement actions, including
obtaining inspection warrants, establishing receiverships,
prosecuting misdemeanors, prevailing in short cause trials,
prevailing in State administrative hearings, and recovering City
costs.
•Filed and handled through resolution 25 weapons retention
matters of behalf of SRPD following confiscation during
domestic violence and involuntary psychiatric hold cases.
66
•Provided advice and guidance to Council following claim of
violation of California Voting Rights Act and City’s subsequent
transition to district based election of Council members.
•Provided advice and support in connection with the annexation
of Roseland and the on-going transition to full City services.
•Provided ongoing support to Planning and Economic
Development in finalizing and implementing regulations
applicable to the cannabis industry.
•Participated in negotiations and provided advice and guidance
in the establishment of new garbage franchise agreement.
67
•Provided legal support to staff and Council regarding programs
and initiatives to address homelessness.
•Provided legal support to staff and Council regarding
Comprehensive Housing Strategy and Housing Action Plan.
•Provided legal support in the City’s response and recovery
from the October fires, including the following:
▪Emergency Operations Center and immediate response to fires
▪Debris Task Force
▪Build/Rebuild Task Force
▪Watershed Task Force
▪Resilient City initiatives
68
69
70
71
Finance Department
vacant
Total 102.35 FTE
Administration Financial
Services Purchasing Revenue Payroll &
Benefits Parking O & M Parking
Enforcement
Successor
Agency
72
•Administration: Responsible for providing financial and support services to the
City organizations, business community and general public.
•Financial Services: Provides accounting, internal audit, and financial reporting
services, prepares the City’s Comprehensive Annual Financial Report (CAFR),
the City’s Annual Operations and Maintenance Budget Report and the Annual
Capital Improvement Program Budget Report.
•Purchasing: Includes the Warehouse, Accounts Payable and Contract
Management. Provides purchasing, procurement, surplus disposal, purchasing
cards, and warehousing support to the City organization.
73
•Revenue: Services include business tax management; utility fee revenues, and
billing and collection services for City water and sewer utilities; City taxes; and
miscellaneous receivables.
•Payroll and Benefits: Maintains City’s payroll system and produces payments
or employee benefits programs, managers City’s deferred compensation
program, provides costing and support to labor negotiations.
•Parking O&M: Serves an estimated two million customers per year by
managing downtown public garages, surface lots and on-street spaces.
74
•Parking Enforcement: Monitors and regulates parking meters, time zones, and
other restricted parking areas in the Downtown Central Parking District and
Railroad Square Parking Meter Zone, as well as six Residential Permit zones.
•Successor Agency: Coordinate dissolution of former Redevelopment Agency
obligations.
75
Expenditures by Program 2018-19
(All Funds)Budget % of Total
General Administration 1,809,388 8.6%
Purchasing 1,061,517 5.0%
Financial Services 2,641,837 12.5%
Revenue 5,113,929 24.2%
Payroll and Benefits 696,518 3.3%
Parking Services O&M 4,336,631 20.6%
Parking Enforcement 1,170,442 5.6%
Successor Agency 3,295,762 15.6%
Total General Ledger 20,126,024 95.4%
CIP and O&M Projects 964,000 4.6%
Total Job Ledger 964,000 4.6%
Total 21,090,024 100.0%
76
Expenditures by Category 2017-18 2018-19 $%
(All Funds)Budget Budget Change Change
Salaries 6,795,631 7,429,278 633,647 9.3%
Benefits 3,563,623 4,083,048 519,425 14.6%
Professional Services 2,690,796 2,900,188 209,392 7.8%
Vehicle Expenses 221,625 207,305 (14,320)-6.5%
Utilities 92,637 89,816 (2,821)-3.0%
Operational Supplies 610,233 637,242 27,009 4.4%
Information Technology 869,447 967,554 98,107 11.3%
Debt Service 3,834,301 3,040,912 (793,389)-20.7%
Liability/Property Insurance 94,882 82,577 (12,305)-13.0%
Other Miscellaneous 343,525 365,577 22,052 6.4%
Indirect Costs 625,712 322,527 (303,185)-48.5%
Capital Outlay 22,500 0 (22,500)-100.0%
CIP and O&M Projects 3,426,250 964,000 (2,462,250)-71.9%
Total 23,191,162 21,090,024 (2,101,138)-9.1%
77
2017-18 2018-19 $%
Expenditures by Fund Budget Budget Change Change
General Fund 10,158,868 11,041,189 882,321 8.7%
Parking District Fund 8,728,393 6,471,073 (2,257,320)-25.9%
Pooled Investment Fund 215,000 282,000 67,000 31.2%
SA RDA Oblig Retirement Fund 4,088,901 3,295,762 (793,139)-19.4%
Total 23,191,162 21,090,024 (2,101,138)-9.1%
78
2018-19
Proposed
Budget
Revenue $4,692,743
Transfers In 1,181,565
Total $5,874,308
Expenditures $6,471,073
Transfers Out 15,000
Total $6,486,073
Use of Reserves ($611,765)
FY 2018-19 Parking
Enterprise Fund Summary
79
•Addition of 3.5 FTEs:
➢1.0 FTE Field Collection Representative at Mid-Year (Cannabis)
➢2.0 FTE Customer Service Representatives at Mid-Year (Roseland)
➢0.5 FTE Parking Enforcement Officer
•-$2.0M reduction in the Parking District Fund for Garage Equipment
Replacement project funded in FY 2017-18, not in FY 2018-19.
80
•Completed installation of solar photovoltaic systems on four(4) public
parking garage rooftops.
•Implemented progressive parking strategies, including the creation of
Value and Premium rate zones for metered parking, and offered the first
hour free at two garages with reduced rates of $0.50/hour thereafter.
•Completed CalPERS audit and implemented new procedures for
reporting holiday-in-lieu pay.
•Worked closely with consultants and IT to develop reports for FEMA
reconciliation and reimbursement claims.
81
•Successfully installed over 12,000 Advanced Metering Infrastructure
(AMI) meters which represents 22% of utility billing’s customer base. By
the end of fiscal year, we estimate 44% or 24,000 of the meters will be
installed.
•Revenue will be transitioning to a one-stop electronic payment solution in
April 2018.
•Implemented an online leak adjustment form for customers to complete
who were affected by the October fires.
Two types of 2-year budgets:
•Option 1: Adopt a Year 1 budget with all information of current
budget, and estimate for Year 2. Year 2 adopted as a Budget
Update.
•Option 2: Adopt both Year 1 and Year 2 budgets in Year 1.
Make budget changes during year, as needed.
82
Option 1 –Present and Adopt Full Budget in Year 1; Update in
Year 2
•$100K one-time costs for consultant; some savings on
printing; Lower print costs if Year 2 budget has less pages
•Year 1 budget process would be same as current process
•Year 2 would involve updating financial schedules –no
department narrative information
•Align with Council Goal Setting Process
•CIP would be presented each as like current process
•General staff time developing budget reduced over two years
•Probably no reduction in time for Budget Team or CIP
83
Option 2 –Present and Adopt Budget Every Two Years
•$100K one-time costs for consultant; savings on printing
•Save approx. $10K by not printing Year 2 budget books
•Adopt and print one budget every two years
•Would need to adopt annual clean-up budget for salary
and benefit changes
•Align with Council Goal Setting Process
•CIP –first two years adopted when budget is adopted
•Staff time savings relative to budget development citywide
84
85
86
87
Human Resources
golbou ghassemieh
Total 21.00 FTE
Human Resources Risk Management
88
Expenditures by Program 2018-19
(All Funds)Budget % of Total
General Administration 2,418,050 7.0%
Risk Management 32,336,634 93.0%
Total 34,754,684 100.0%
89
•Human Resources Program:
•Employee / Labor Relations
➢Contract Negotiations / MOU Interpretation
➢Discipline / Grievances / Labor-related Citywide Communication
•Employment Services
➢Recruitment & Selection; Classification & Compensation
➢Performance Management
➢Policy Development and Interpretation
➢Compliance with State, Federal, City Rules & Regulations, City Code and
Charter
•Organizational Development
➢Training, Coaching, Facilitation, Mediation
➢Strategic Planning, Team Building
90
Expenditures by Category 2017-18 2018-19 $%
(All Funds)Budget Budget Change Change
Salaries 1,883,687 2,046,844 163,157 8.7%
Benefits 843,092 934,860 91,768 10.9%
Professional Services 780,488 644,322 (136,166)-17.4%
Utilities 1,700 1,700 0 0.0%
Operational Supplies 27,500 27,500 0 0.0%
Information Technology 199,808 210,988 11,180 5.6%
Other Miscellaneous 92,340 91,640 (700)-0.8%
Insurance Premium/Claim* 29,858,008 30,484,793 626,785 2.1%
Indirect Costs 217,145 311,937 94,792 43.7%
Total 33,903,768 34,754,584 850,816 2.5%
*Insurance Premium/Claim budget will be explained in more detail on slide 92.
91
•Risk Management Program:
•Employee Benefits
➢Health and Wellness
•Worker’s Compensation
•Employee Safety –OSHA
•Drug & Alcohol Testing Programs
•Other City Insurance Programs
➢Liability, Property, Cyber, Pollution, Master Crime, and Earthquake Insurance
•Insurance Requirement in Contracts
•Compliance with ADA Requirements
92
2017-18
Budget
2018-19
Budget
$
Change
%
Change
City Health 13,370,549 13,609,912 239,363 1.8%
PERS Health 7,080,503 6,836,432 (244,071)-3.4%
Workers Compensation 3,738,750 3,969,000 230,250 6.2%
Dental/Vision 2,109,650 2,109,575 (75)0.0%
Other Employee Benefits 817,488 1,084,639 267,151 32.7%
Liability Insurance 2,036,733 2,179,500 142,767 7.0%
Earthquake Insurance 360,735 360,735 0 0.0%
Property/Fire Insurance 343,600 335,000 (8,600)-2.5%
Insurance Premiums & Claims
Total 29,858,008 30,484,793 626,785 2.1%
93
•In the Risk Management Fund, “Other Employee Benefits” increased by
32.7% due to the addition of the Short-Term Disability Benefit
•There was a slight increase in Workers’ Compensation Insurance by
6.2%, or $230K
94
•Implemented numerous programs to assist City employees post -fire
•Collaborated with JPA to secure property insurance reimbursement
for City properties damaged or lost in fire
•Contracted with new Worker’s Compensation TPA; converted from
manual to electronic Claims File management
•Implemented Citywide centralized Safety Program
•Collaborated with City Staff and Labor Groups to finalize, implement
and administer Memorandum of Understandings
•Implemented Short-term Disability Program for several Bargaining
Units
•Automated mechanism for Injury/Illness reporting
95
96
97
Expenditures by Program 2018-19
(All Funds)Budget
Animal Shelter 1,900,000
County Admin Fee 300,000
Citywide GF Insurance 1,614,664
Sonoma Co. Trans. Authority 104,000
General Fund Administration (10,312,624)
Non-Program 260,000
Debt Service 4,834,107
Total General Ledger (1,299,853)
CIP and O&M Projects 205,000
Total Job Ledger 205,000
Total (1,094,853)
98
Expenditures by Category 2017-18 2018-19 $%
(All Funds)Budget Budget Change Change
Salaries 1,550,000 1,550,000 0 0.0%
Benefits 10,000 10,000 0 0.0%
Professional Services 2,167,099 2,507,510 340,411 15.7%
Debt Service 4,827,204 4,830,597 3,393 0.1%
Liability/Property Insurance 1,480,114 1,614,664 134,550 9.1%
Other Miscellaneous (1,300,000)(1,500,000)(200,000)15.4%
General Fund Administration (9,017,456)(10,312,624)(1,295,168)14.4%
CIP and O&M Projects 142,600 205,000 62,400 43.8%
Total (140,439)(1,094,853)(954,414)679.6%
99
2016-17 2017-18 $%
Expenditures by Fund Budget Budget Change Change
General Fund (4,971,153)(5,928,960)(957,807)19.3%
2013 Pension Obligation Refund 3,734,837 3,736,380 1,543 0.0%
Fire Station Capital Lease 367,727 367,727 0 0.0%
Courthouse Square Capital Lease 728,150 730,000 1,850 0.3%
Total (140,439)(1,094,853)(954,414)679.6%
100
•General Fund Administration offset increased by $1.2M; net zero
balance across all General Fund departments.
•O&M Projects increased by $62K
➢Increase of $75K for Revenue Audit Services, which received no
appropriations FY 2017-18 in order to spend down balance
➢Decrease of $13K for LAFCO annual payment
•$150K increase in Professional Services for City Manager’s
contingency funds, which were appropriated in one-time projects in
FY 2017-18. Total CM Contingency is $200K for FY 2018-19.
101
102
103
Office of Community Engagement
Caluha Barnes
Total 7.0 FTE
Empowered Communities Collaborative Violence Prevention Partnership
104
•Empowered Communities Collaborative: Responsible for supporting, promoting, and organizing
opportunities for civic engagement with residents of Santa Rosa, including connecting
community members with their local government and strengthening and empowering
neighborhood groups. Works in partnership with the Community Advisory Board to gather
community feedback about concerns and budget priorities for the Capital Improvement Program,
and to facilitate neighborhood improvements through the Community Improvement Grant
Program.
•Santa Rosa Violence Prevention Partnership: Responsible for the implementation and evaluation
of the Measure O CHOICE Grant Program, and the Santa Rosa Violence Prevention Partnership
(The Partnership) 2017-2022 Strategic Plan, utilizing the Community Safety Scorecard
(Scorecard) to inform program direction. The Partnership is a collaborative effort of over 50
organizations –including government, local law enforcement, business community, schools, and
faith and community-based organizations –focused on reducing violence through creating safe
and healthy neighborhoods, using collective impact model, integrated youth development
programs, and community partnership efforts.
105
Expenditures by Program 2018-19
(All Funds)Budget % of Total
Empowered Communities Collaborative 502,806 24.1%
Violence Prevention 1,233,187 59.1%
Total General Ledger 1,735,993 83.2%
CIP and O&M Projects 351,073 16.8%
Total Job Ledger 351,073 16.8%
Total 2,087,066 100.0%
106
Expenditures by Category 2017-18 2018-19 $%
(All Funds)Budget Budget Change Change
Salaries 632,814 639,974 7,160 1.1%
Benefits 263,911 290,660 26,749 10.1%
Professional Services 629,596 613,480 -16,116 -2.6%
Utilities 2,100 2,820 720 34.3%
Operational Supplies 25,620 15,600 -10,020 -39.1%
Information Technology 45,684 65,130 19,446 42.6%
Other Miscellaneous 24,675 23,325 -1,350 -5.5%
Subrecipient Funding 45,000 55,000 10,000 22.2%
Indirect Costs 26,138 30,004 3,866 14.8%
CIP and O&M Projects 193,079 351,073 157,994 81.8%
Total 1,888,617 2,087,066 198,449 10.5%
107
2017-18 2018-19 $%
Expenditures by Fund Budget Budget Change Change
General Fund 647,742 853,879 206,137 31.8%
Measure O Fund 1,240,875 1,233,187 -7,688 -0.6%
Total 1,888,617 2,087,066 198,449 10.5%
108
•Extension of limited term Community Outreach Specialist through
September 30, 2019. Position funded by the Sonoma County Probation
Department grant of $158K in O&M Projects.
•$10K increase in Subrecipient Funding for Measure O Mini-Grant
Program.
•-$10K decrease in Operational Supplies: Community Awareness Program
one-time funding in FY 2017-18, was not renewed for FY 2018-19.
•Invested $736,700 in 9 agencies, including 2 first time recipients to enhance
school readiness, student engagement & truancy prevention, and workforce
development services for youth & families, thru the Measure O funded
CHOICE Grant Program.
•Conducted the annual Gang Prevention Week and Parent Engagement
Month -a series of 7 community events and 4 parent trainings to support
families of high-risk youth, engage them in peer support, and expose them
to community resources.
•Completed The Partnership’s 2017-22 Strategic Plan, which shifted the
Partnership’s focus from a violence intervention model to a public health
framework, incorporating more upstream violence prevention strategies.
109
•Completed the Board of State and Community Correction’s California Gang
Reduction, Intervention, and Prevention Program (CalGRIP) grant that funded
The Partnership’s Guiding People Successfully (GPS) referral program –
where 88% of GPS enrolled youth did not have a new or higher-level offenses
within the review period following their GPS enrollment.
•Initiated what is believed to be first ever strategic planning process for the
Community Advisory Board.
•Coordinated the Welcome Roseland Community Celebration event in
collaboration with 13 City Departments, multiple community and business
partners and residents to recognize the long-hoped for annexation of several
Southwest Santa Rosa communities.
•Supported 9 community projects totaling $31,483 via the Community Advisory
Board’s annual Community Improvement Grant program which received the
highest ever number of applicants. 110
111
$773,883
112
$896,909
$773,883
113
Community Advisory Board and Violence Prevention Partnership (Measure O)
Grants Awarded
by Program
114
PROGRAM ONGOING
COST
CAB –Existing Operations $ 74,500
CAB –Strategic Plan Implementation TBD
CAB –Assume Admin of 2 Programs
(assumes transfer of previously budgeted amounts from Rec & Parks /CMO)$ 5,000
OGTF –Implement Resilient Neighborhoods $593,000
OGTF –Assessment, Best Practices/Toolkit & Training $ 50,000
OGTF –Language accessibility assessment consultant) $25,000
TOTAL $ 747,500
115
Existing CAB Operations
Community Open House Events $3,500
Community Improvement Grants $35,000
Board Operations -$17,500
-Printing of neighborhood newsletter ($14,000)
-Marketing Materials ($3,500)
Services & Supplies $15,000
Marketing, Accessibility & Facility Usage Costs for these activities $3,500
-includes graphic design & printing; translation & interpretation services; facility rentals
& permits; and supplies
116
Assume administration of 2 programs currently held in other departments
Community Promotions Grants -$ 125K (transfer from City Manager’s Office)
Annual Merit Awards Program -$500 (transfer from Rec & Parks)
Marketing, Accessibility & Facility Usage Costs for these activities -$ 5,000
-includes graphic design & printing; translation & interpretation services; facility rentals &
permits; and supplies
Total NET additional needs for CAB to take-over existing programs : $5,000
117
Strategic Plan Implementation
The Strategic Planning process is still underway. Staff will return with
recommendations for implementation after the report has been finalized.
118
Develop Culture that Values Public Engagement
Genuinely engage and partner with neighborhoods, volunteers, businesses , institutions
and other organization which support our community (VPP model of integrated
network to bring groups together)
Establish Santa Rosa as a leader in civic engagement with the goal of increasing
Openness, Transparency and Accountability
Close the communication loop –acknowledge the value of community input, wisdom
and participation
Increase opportunities for diverse community engagement and effective participation
Build strong civic infrastructure –educate people about how best to engage
1. Implementation of the Resilient Neighborhoods Network Initiative
Staff (salaries & benefits) $393K
▪Program Manager $165K
▪ADD 2 -Community Outreach Specialist $110k/per
▪ADD 1 VISTA Intern (1 currently budgeted) $7,500
Training $150K
▪Community Leadership Training
▪Citizen Guide & How To Videos
▪Disaster Preparedness (will work with Fire to assess best approach –staff or contract)
Services & Supplies $25K
▪IT/phone/printer & engagement software platform
Marketing, Accessibility & Facility Usage Costs for these activities -$25K
-includes graphic design & printing; translation & interpretation services; facility rentals
& permits; and supplies
119
2. Work to create organizational culture and behavior that values the input
from community engagement efforts
Assess and build on existing departmental efforts
Consider engagement tools available & tested in the market
TIERS Public Framework offered by the Institute for Local Government
▪Establish and fund SR Tiers Engagement Learning Lab Team
▪cross departmental cohort training together supported by an
extended coaching program
Services, supplies and training $50,000
120
121
3. Draft & Adopt a Sunshine Ordinance
Pending, initial draft presented to Council March 29, 2016
Staff anticipates bringing ordinance back to Council July/August 2018
Cultural and Language Accessibility Consultant $25,000
122
PROGRAM ONGOING
COST
CAB –Existing Operations $ 74,500
CAB –Strategic Plan Implementation TBD
CAB –Assume Admin of 2 Programs
(assumes transfer of previously budgeted amounts from Rec & Parks /CMO)$ 5,000
OGTF –Implement Resilient Neighborhoods $593,000
OGTF –Assessment, Best Practices/Toolkit & Training $ 50,000
OGTF –Language accessibility assessment consultant) $25,000
TOTAL $ 747,500
123
124
125
•Administration: Provides the overall strategy and administration for the
Department. Leadership of early-stage initiatives:
➢Network and Data Security
➢Smart City / Public WiFi
➢Performance Measures (srcity.org/Performance)
➢srcity.org Website Redesign
•Development: Provides strategy, leadership, analysis, and hands-on services for
building new software systems and implementing large-scale City-wide software
migration programs, while providing software application development, project
management, and application support services.
➢IFAS
➢Accela
➢CIS
➢Approximately 75 in-house developed solutions and automated interfaces
126
Operations: Provides the strategy and operations management of the core City data,
storage, telecommunication systems and IT infrastructure.
➢Network and Data Security
➢Help Desk
➢GIS Services
➢Media Services
➢PC Replacement
➢Networking and WiFi
Media Services: Provides Public, Education and Government (PEG) services
➢Government-related broadcast and playback
➢Partnership with Sonoma County Library for media labs
➢Proposed re-opening of Media Studio
127
Information Technology
Eric McHenry
Total 30.00 FTE
Administration Development Operations GIS Services PC
Replacement
Media
Services
128
Expenditures by Program 2018-19
(All Funds)Budget % of Total
I.T. Administration 502,477 5.7%
I.T. Development 3,195,878 36.4%
I.T. Customer Support 2,825,143 32.2%
I.T. GIS Services 471,259 5.4%
I.T. Media Services 188,125 2.1%
I.T. PC Replacement Program 176,953 2.0%
Total General Ledger 7,359,835 83.8%
CIP and O&M Projects 1,425,103 16.2%
Total Job Ledger 1,425,103 16.2%
Total 8,784,938 100.0%
129
Expenditures by Category 2017-18 2018-19 $%
(All Funds)Budget Budget Change Change
Salaries 2,824,679 3,031,190 206,511 7.3%
Benefits 1,277,004 1,471,740 194,736 15.2%
Professional Services 1,804,709 1,987,991 183,282 10.2%
Vehicle Expenses 14,850 14,850 0 0.0%
Utilities 308,515 308,965 450 0.1%
Operational Supplies 74,700 74,700 0 0.0%
Information Technology 27,589 32,792 5,203 18.9%
Liability & Property Insurance 28,021 35,949 7,928 28.3%
Other Miscellaneous 63,644 63,744 100 0.2%
Indirect Costs 332,589 337,914 5,325 1.6%
CIP and O&M Projects 1,393,567 1,425,103 31,536 2.3%
Total 8,149,867 8,784,938 635,071 7.8%
130
2017-18 2018-19 $%
Expenditures by Fund Budget Budget Change Change
Information Technology 7,602,304 8,195,882 593,578 7.8%
Technology Replacement Fund 547,563 589,056 41,493 7.6%
Total 8,149,867 8,784,938 635,071 7.8%
131
•Strengthen GIS infrastructure for internal and external GIS services
•Transferred 1.0 vacant FTE GIS Analyst from TPW.
•Costs have been included in FY18/19 proposed IT budget
•Reclassify vacant GIS Analyst to GIS Coordinator.
•Incremental costs for FY18/19 is approximately $7,000
•Will be absorbed as part of the FY18/19 IT budget
•$183K increase in Professional Services for license and support costs
across various City software applications.
•Deployed free public WiFi in Courthouse and Railroad Squares.
•Worked with departments to establish and publish public-facing
performance measures and scorecards (srcity.org/Performance).
•Queueing system for PED front counters.
•Fire-recovery support tools and data analysis.
•Deployed new water billing resident portal.
•Migration of all permits for Roseland annexation.
•Advanced Metering Infrastructure (AMI) integration with water billing.
•Production services and hardware upgrades for public meeting content.
•New helpdesk system.
•Continued migration of enterprise applications to the cloud.
•Data and information security upgrades.
132
133
134
135
136
137
138
Planning & Economic
Development
David Guhin
Total 58.5 FTE
Administration
Advance
Planning
Building
Inspection
Building Plan
Review
Economic
Development Engineering Permit
Services
Planning
Development
Review
Resilient
Rebuild Center
139
•Administration: Oversees and supports all functions of the department,
providing technical and clerical support and department wide management.
•Advance Planning: Provides strategic thinking and analysis of physical,
social and economic conditions, and trends to a wide variety of land use
issues; initiates and conducts planning efforts which establish land use and
policy direction for the community.
•Building Inspection: Conducts building inspections to verify compliance with
building codes and regulations.
•Building Plan Review: Reviews building permit applications for compliance
with building codes and related regulations, approves the permits for
issuance, and provides support from the Chief Building Official and
administrative building staff.
140
•Economic Development: Works on business attraction, retention and
expansion efforts and connected workforce related initiatives; programs the
Santa Rosa Tourism Business Improvement Area funds to reinforce the city’s
unique destination brand.
•Engineering: Provides engineering services throughout the various
development phases of both private residential and commercial projects, as
well as ensures the safety and quality of construction activities within the
public right-of-way.
•Planning Development Review: Accepts and processes new entitlement
applications; provides staff support to the Planning Commission, Design
Review Board and Cultural Heritage Board, as well as provides information
to the public regarding land use and zoning, and conducts environmental
review as necessary.
141
•Permit Services: Assists with and processes all applications for planning,
building and encroachment permits while coordinating with all reviewing
agencies on projects, provides information and clarification to the public
regarding zoning and building codes, as well as City processes. Assigns
addresses for all new development. Fee calculations and assessments,
department revenue and Impact/Demand Fees are received through the
department.
•Resilient Rebuild Center: A full service dedicated center for the rebuilding
effort. Staffed by consultants and overseen by City staff, this center
provides planning, engineering, building and inspection services to
support the rebuild of approximately 3,000 homes lost in the Tubbs Fire.
142
Expenditures by Program 2018-19
(All Funds)Budget % of Total
General Administration 3,166,839 23.0%
Permit Services 972,449 7.1%
Building Plan Review 1,328,321 9.6%
Building Inspection 850,536 6.2%
Planning Development Review 2,077,353 15.1%
Advance Planning 540,429 3.9%
Engineering 2,206,680 16.0%
Economic Development 408,590 2.9%
Total General Ledger 11,551,197 83.8%
CIP and O&M Projects 2,233,684 16.2%
Total Job Ledger 2,233,684 16.2%
Total 13,784,881 100.0%
143
Expenditures by Category 2017-18 2018-19 $%
(All Funds)Budget Budget Change Change
Salaries 4,747,969 5,659,733 911,764 19.2%
Benefits 2,192,851 2,757,505 564,654 25.7%
Professional Services 1,074,450 245,250 (829,200)-77.2%
Vehicle Expenses 61,450 98,011 36,561 59.5%
Utilities 28,052 27,052 (1,000)-3.6%
Operational Supplies 120,122 90,021 (30,101)-25.1%
Information Technology 680,122 770,873 90,751 13.3%
Other Miscellaneous 246,359 251,321 4,962 2.0%
General Fund Administration 1,098,751 1,651,431 552,680 50.3%
CIP and O&M Projects 653,564 2,233,684 1,580,120 241.8%
Total 10,903,690 13,784,881 2,881,191 26.4%
144
2017-18 2018-19 $%
Expenditures by Fund Budget Budget Change Change
General Fund 10,399,190 13,280,381 2,881,191 27.7%
Santa Rosa Tourism BIA Fund 504,500 504,500 0 0.0%
Total 10,903,690 13,784,881 2,881,191 26.4%
145
•Implementation of the Comprehensive Cannabis Program through staffing and
policy development to manage and support the permitting process for customers.
•Entered into Professional Service Agreements with:
➢The Engine Is Red for fire related public information and outreach materials
➢Keyser Marston for disposition and development agreement, and P3
development assistance
➢Metropolitan Planning Group and Land Logistics to expedite affordable
housing and downtown development applications
➢Coastland, CA Code Check, and Green Valley for engineering and building
inspection services on housing and commercial projects
146
•Established Resilient City Rebuild Permit Center and Resilient City Urgency
Ordinance.
•Completed Roseland Annexation.
•Adopted Comprehensive Cannabis Regulations, including policy, tax, and
regulations.
•Development of City’s Housing Action Plan elements (Impact fees, Accessory
Dwelling Unit, Density Bonus, Inclusionary Housing).
•Initiated disposition and development negotiations for Downtown Housing on a City
surface parking lot.
•Produced the first annual Santa Rosa IRONMAN and IRONMAN 70.3 events.
147
286
594
781
356
680
894
0
100
200
300
400
500
600
700
800
900
1000
Dwelling Units Planning
Permit
Applications
Encroachment
Permits
2016 2017
21%
Increase
14%
Increase
14%
Increase
5377
6368
4800 5000 5200 5400 5600 5800 6000 6200 6400 6600
Building Permits
2017 2016
2017 Total Valuation
of Permit Construction = $211,277,797
148
56.64 Days
52% improvement
March 2017
149
•Redistribute staffing support to address the implementation of City Council
Goals.
•Continue focusing on rebuilding homes and businesses lost during the fire
disaster.
•Design and implement an Expedited Permit Program.
•Review stages of permit process to identify and implement efficiencies to
improve upon time of completion for each stage of the process and overall
customer service.
•Utilize modern and effective community engagement strategies for planning
initiatives.
•Enhance Economic Development strategies and monitor performance to
generate economic growth.
•Create staff teams to identify specific strategies to develop
housing downtown
–Infrastructure –identify needs and associated resources
–Fees/Incentives –engage Ad-Hoc to determine direction
and priorities for fee options and incentives
–Downtown Specific Plan –engage departments to
identify the scope of needs and resources to build housing
downtown
•Secured $800,000 in grant funding from Metropolitan
Transportation Commission
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•Staffing support for Engineering & Development Services to
improve turnaround and response times. The addition of staff
will reduce professional services and increase efficiencies
throughout the division.
‒1.0 FTE Civil Engineering Technician –Plan Check
($110,000 salary and benefits)
‒1.0 FTE Civil Engineering Technician –Inspection
($110,000 salary and benefits)
‒1.0 FTE Senior Administrative Assistant ($73,000 salary
and benefits)
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•Joint effort with the County to evaluate and implement a JPA
to support regional housing efforts.
•Staff is evaluating needed resources and expects staffing
needs from PED, HCS, and the City Attorney’s Office.
•Estimated to cost $500,000 to be split with the County. City
portion is estimated to be $250,000.
‒City and County are currently identifying other outside
funding options.
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•Pilot project for Express Permit Program to expedite projects
that fulfill City Council Goals and Priorities, and are economic
drivers
‒Redirect existing staff for 1-2 projects
‒Long-term program would require:
•1.0 FTE Project Manager ($135,000 salary and benefits)
–position will oversee program
•0.50 FTE Associate Civil Engineer ($53,000 salary and
benefits)
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•Leverage City Assets to generate housing downtown:
–5 downtown parking garages
–10 downtown surface parking lots
–City facilities
•$250,000 funding for consultant services/analysis of sites and
development opportunities, including RFP process
–No anticipated long term ongoing costs and no FTEs requested
•Timeline of delivery: 3-6 months initial analysis / additional 1-3 years for
project development depending on site
•Cost reductions: potential O&M cost reductions; offset for redevelopment
of garages, other potential cost offsets
•Revenue offsets: increase in tax-based revenue
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•Tools for:
–Economic Impact Analyses
–“3D” plan modeling for land use and development
–Land-use to workforce needs modeling
•Estimated $50,000 in consultant fees to conduct analysis
–No FTEs associated with request
•Evaluating annual subscription or licensing costs for future years
•Timeline of delivery: 3-6 months initial; ongoing thereafter
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•Conduct a department-wide fee study of Planning,
Engineering & Development Services, and Building. Previous
study was finalized in 2013 and ends in 2018.
•Staff will prepare a Request for Proposals to hire a consultant
to conduct the fee study and incorporate community
engagement strategies. Fee study is estimated to cost
$50,000.
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•2012 CAP provides measures to help reduce greenhouse gas
emissions and identifies specific requirements for new development
projects. An update to address changed conditions should be
considered in the near future. Options include:
–amending the existing plan,
–preparing a comprehensive update to the CAP, or
–adopting Climate Action 2020 (would require new CEQA)
•Redirect 0.50 FTE for existing City Planner –would redirect focus
from Housing Action Plan
–Option: 20 hr/wk at $75/hr for consultant Planner (projected
$120,000 for 18 months)
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•Advance the City’s historic preservation program by seeking Certified
Local Government (CLG) membership through the State’s Historic
Preservation Office
•Programmatic Needs for Implementation:
–1.0 FTE Senior Planner dedicated to historic preservation efforts
($155,000 Salary + Benefits or $70/hr)
–Option: Cost for full-time consultant at $125/hr totals $260,000
–$10,000 for ongoing support costs
–40% cash or in-kind match requirement for grants
•Annual reports of CGL program accomplishments and actions are
required to be eligible for grant applications
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