City of Santa Rosa
CALIFORNIA
" I firmly believe, from what I have seen, that this is the chosen spot of all this earth as far as Nature is concerned."
- Luther Burbank 1849- 1926
Operations and Maintenance Budget— Fiscal Year 2007/ 08
FY 2007/ 08 OPERATIONS AND
MAINTENANCE BUDGET
CITY COUNCIL
Bob Blanchard, Mayor
Lee Pierce, Vice Mayor
Jane Bender, Councilmember
Susan Gorin, Councilmember
Veronica Jacobi, Councilmember
Mike Martini, Councilmember
John Sawyer, Councilmember
CITY MANAGER
Jeff Kolin
DEPUTY CITY MANAGER
Greg Scoles
CITY ATTORNEY
Brien Farrell
Budget Acknowledgments
Department Budget Coordinators
Administrative Services
Alan Alton
City Attorney’s Office
Saundra Cecil
City Manager’s Office/ City Council
Suzanne Sheppard
Community Development
Chris Sliz
Economic Development and Housing
Christine McNamara
Finance
Alan Alton
Fire
Leffler Brown
Human Resources
Jeremy Brott
Police
Karen Weeks
Public Works
Renee Young
Recreation & Parks
Trisha Carter
Transit & Parking
Jason Parrish
Utilities
Linda Reed
Budget Document Producers
Administrative Services Budget Team
Michael Frank, Assistant City
Manager/ Administrative Services
Bill Mushallo, Financial Planning Manager
Jean Gill, Budget Analyst
Brian Cochran, Principal Financial Analyst
Alan Alton, Administrative Services Officer
Sheri Hartz, Administrative Technician
Other Contributors
Greg Scoles, Deputy City Manager
David Heath, Director of Finance
Karen Walker, Human Resources Director
Guy Ross, Supervising Accountant
Programmer/ Technical Advisor
Mark Archer, IT Programmer
Printing
Clone Digital
FY 2006/ 07 Budget Awards
TABLE OF CONTENTS
Table of Contents
Guide to the Document ............................................................................................................................... page 3
City Manager’s Budget Transmittal Letter– FY 07/ 08 & Budget Overview
Transmittal Letter ............................................................................................................................... ................ page 7
Budget Overview ............................................................................................................................... ................... page 11
Capital Improvement Program ( CIP) ................................................................................................................. page 15
City Council Goals and SR2030 Vision ............................................................................................................. page 25
Measure O Overview ............................................................................................................................... ............ page 31
Budget Process and Calendar .............................................................................................................................. page 37
City and Organization Overview
Citywide Organization Chart.......................................................................................................................... .... page 39
City of Santa Rosa at a Glance ............................................................................................................................ page 41
City Profile and Demographics................................................................................................................... ........ page 45
The Year in Pictures ............................................................................................................................... .............. page 49
Summary Financial Information
FTE Summary........................................................................................................................ .................................. page 53
All City Funds Schedule....................................................................................................................... ................. page 55
Enterprise Fund Schedule ............................................................................................................................... ..... page 57
Internal Service Fund Schedule....................................................................................................................... .... page 59
Multi Year All Funds Expenditure Summary – By Department............................................................... page 61
Multi Year Revenue Summary – All Funds ................................................................................................... page 62
Multi Year Expenditure Summary – All Funds............................................................................................. page 63
City Debt........................................................................................................................... ...................................... page 65
City Revenues....................................................................................................................... .................................. page 67
Five- Year Forecast ............................................................................................................................... ........... page 71
Administrative Services ............................................................................................................................... . page 77
City Attorney....................................................................................................................... ............................... page 83
City Council........................................................................................................................ ................................. page 89
City Manager........................................................................................................................ ............................... page 93
Community Development ............................................................................................................................ page 101
Economic Development and Housing..................................................................................................... page 107
Housing Authority...................................................................................................................... ...................... page 113
Redevelopment Agency......................................................................................................................... ........ page 117
Finance........................................................................................................................ ........................................... page 121
Fire........................................................................................................................... ................................................ page 127
Human Resources ............................................................................................................................... ............. page 133
Police ............................................................................................................................... ....................................... page 139
Public Works.......................................................................................................................... ............................. page 145
Recreation & Parks ............................................................................................................................... ........... page 151
Transit & Parking........................................................................................................................ ...................... page 159
Utilities...................................................................................................................... ............................................. page 165
Non- Departmental ............................................................................................................................... ........... page 173
Miscellaneous
Financial Policies ............................................................................................................................... .................... page 177
Gann Limit.......................................................................................................................... ..................................... page 185
Glossary of Budget Terms.......................................................................................................................... .. page 187
Budget Resolutions ............................................................................................................................... ........... page 191
GUIDE TO THE DOCUMENT
Guide to the Document
- 3 -
Guide to the Budget Document
The budget is a spending plan for the financial
resources available to the City. Through these
resources, services are provided to meet the
needs of Santa Rosa residents. The City Council
and City staff respond to the community’s needs
in part through the budget. It balances not only
revenues and costs, but also community priorities
and interests.
DOCUMENT ORGANIZATION
Transmittal and Budget Overview
The City Manager’s Transmittal Memo and
Budget Overview summarizes the budget. The
sections set the context for budget decisions by
describing the conditions affecting the budget. It
outlines major initiatives underway and challenges
for the next year. The Budget Overview also
focuses on the financial implications of the budget.
It summarizes the financial components, including
revenue and expenditure trends. Following the
Overview, is an overview of the City’s CIP
process.
Also in this section is a description of our
Strategic Planning process which occurs every
two years. At that time, the City Council outlines
a vision for the long- term future of Santa Rosa
and proposes strategies and short- term goals for
achieving them. The plan and a summary of prior
year accomplishments toward advancing the City
Council’s long- term goals is presented.
City and Organization Overview
Within this section, a Citywide
organizational chart can be found, along with
information about Santa Rosa, a brief history and
demographics statistics.
Summary Financial Information
This section of the document provides a
summary of Citywide position changes as well as
summary financial tables for the General Fund,
Enterprise Funds and Internal Service Funds.
All- City Funds Schedule: Local government
budgets are organized by funds in order to
segregate and account for restricted resources.
Each fund is a separate accounting entity. The
General Fund provides the resources for many of
the services cities typically offer. The All City
Funds summary schedule consolidates all funds
City wide and presents the total available
resources and total use of resources.
Enterprise Fund Schedule: These funds
account for City activities that operate as public
enterprises, and receive revenues from fees
charged to customers.
Internal Service Fund Schedule: These
funds are used to report the activities that
provide supplies and services for certain City
programs and activities.
Multi- Year Revenue and Expenditure
Schedules: Three schedules are included which
provide a multi- year summary of Expenditures by
Depart- ment, Revenues by Fund and
Expenditures by Fund. Each schedule reflects
two years of actual results, the budget for the last
fiscal year and the upcoming year’s proposed
budget.
Five- Year Forecast
Santa Rosa’s five-year
forecast is an
integral tool in the
City’s long- range fin-ancial
planning. The
economic recession of
the early 1990s
highlighted the impor-tance
of monitoring
projected revenues and
future expenditures to
ensure that any added
ongoing costs can be
met with realistic
future revenue streams. The five- year forecast is
updated after the first quarter and at mid- year,
and again during budget development for the
Guide to the Document
Guide to the Document
- 4 -
following year, using the most current
information available.
Departmental Detail
The majority of the budget document is
divided into departmental sections. Different
types of information, both financial and
narrative, are provided for each area. Each
section contains the following information:
Mission Statement – The Mission Statement
explains why a department exists.
Description of Responsibilities and
Services - The purpose of this information is to
give the reader an understanding of the scope
and breadth of the ongoing functions and
responsibilities of a
service area.
Objectives - A list
of departmental
objectives is given
for the upcoming
fiscal year.
Service
Indicators – A
table showing
historical performance and workload indicators.
Accomplishments - A list of the department’s
accomplishments from the previous fiscal year.
Expenditures by Fund - This table illustrates
the funds from which the department receives
financial resources.
Expenditures by Category – This financial
table gives the salary and benefits, operating,
and capital costs associated with the
department. It also provides historical
information so the reader can examine trends
and previous funding levels.
Major Budget Changes – A description is
provided of the major budget increases and
decreases when compared with the previous
year’s budget.
Historical Staffing - A historical staffing graph
shows the level of staffing for each area. Trends
are easily identified.
Departmental Structure – A graphic
representation of each department’s structure.
BUDGET PRACTICES AND POLICIES
Basis of Accounting
The budget is adopted on a modified
accrual basis of accounting, consistent with
generally accepted accounting principles. Under
the modified accrual basis, revenues are
recognized when they are susceptible to accrual
( i. e., when they become both measurable and
available). “ Measurable” means the amount can
be determined and “ available” means collectible
within the current period or soon enough
thereafter to be used to pay liabilities of the
current period. Expenditures are recorded
when the related fund liability is incurred
Long- Range Financial Planning
The City maintains a Five- Year forecasting
model for operating revenues and expenditures
and produces a five- year capital plan, which
includes debt service. The five- year operating
forecast is updated continuously and presented
to the City Council after the first quarter of
operations each year, at mid- year, and during
the budget process for the next fiscal year. The
City’s five- year capital plan is updated every
year.
Basis of Budgeting
Budgets are adopted for all governmental
funds, except the Expendable Special Revenue
Fund. All budgets are adopted on a basis
consistent with generally accepted accounting
principles except for the accounting of
encumbrances. The budget is legally required to
be adopted prior to July 1 for the ensuing year.
Guide to the Document
Guide to the Document
- 5 -
The City Manager is authorized to transfer
an unlimited amount of appropriations within
any fund so long as the total appropriations are
not increased. The City Manager is also
authorized to transfer up to $ 50,000 of
appropriations between funds. In addition, the
City Manager is authorized to transfer up to
$ 100,000 of appropriations between funds
within one Enterprise activity. Only the City
Council has the authority to increase total
appropriations subject to the appropriation
limitations established by state law. Budget
appropriations lapse at the end of the fiscal year,
with the exception of contract commitments
and capital improvements, which are carried
over until the commitment is met, or the
project has been completed.
The legal level of budgetary control is by
fund, although budgets are adopted within funds
at the department/ division level in all operating
funds and at the project level in the capital
projects funds.
Reading Expenditure Tables
Expenditure Tables include five columns.
The first two listed as “ Actual” are the
expenditures for those fiscal years. The column
listed “ Estimate” is an estimate of actual
expenditures for the present fiscal year. The
next column, “ Budget”, represents the adopted
budget for that fiscal year plus any mid- year
adjustments made by the Council. The last
column is “ Request” which is the proposal being
submitted for City Council review and adoption.
Revenues
The General Fund receives revenues from a
variety of sources, including sales and property
tax, other taxes, vehicle license fees, and
charges for services. The City charges for some
services at rates which, where possible, match
the cost of providing the service.
Several departments charge for services
such as hazardous materials checks, and
recreation fees. General Fund revenues that
exceed projections will be programmed in the
five- year budget model.
Reserve Policies
The General Fund maintains a reserve
based on City Council Policy. The policy states
that the General Fund reserve will be
maintained at between 15% and 17% of
expenditures. All other major city funds also
have reserve policies that dictate minimum
balances.
TRANSMITTAL AND
BUDGET OVERVIEW
City Manager’s Budget Transmittal
- 7 -
City Manager’s Budget Transmittal
Mayor and City Council:
I am pleased to submit the FY 2007/ 08
Operations and Maintenance Budget for the City
of Santa Rosa. The budget totals $ 347 million for
the upcoming fiscal year and will provide funding
for a variety of City services. Several high visibility
capital projects will be moving forward in 2007/ 08.
Newly established City Council Goals along with
Vision 2030 initiatives are considered in this
budget and progress is being made on multiple
environmental issues. The voter approved
Measure O quarter cent sales tax revenues will
provide funding for a new fire station in this fiscal
year, increases in gang prevention programs, and
higher public safety staffing levels. Unfortunately,
this budget is being brought forward in the midst
of a very challenging economic environment. Last
fiscal year we thought the tide had turned after
multiple years of budget reductions. In 2007/ 08,
General Fund revenues will be limited due to the
housing market slowdown. The duration of this
slowdown will dictate available resources to fund
general government services over the next few
years. As mentioned above, however, the City
has made progress on key initiatives even with
these fiscal constraints.
FY 2007/ 08 Financial Overview
The balanced General Fund budget
comprises $ 139 million of the total $ 347 million
City budget. Included in the General Fund budget
are expenditures of $ 131 million and transfers out
of $ 8 million; $ 1 million of which are to the
Capital Improvement Program. The total budget
for the City is down 11% from the FY 2006/ 07
amount mainly due to a proposed bond sale for
the Utilities Department that did not materialize
last fiscal year. Of the total budget, $ 288 million
represents operations and maintenance and $ 59
million is appropriated for the Capital
Improvement Program. The total General Fund
budget request is $ 139 million; $ 2 million or 1%
higher than the budget adopted for FY 2006/ 07.
Economic Environment
Over the past year the economic climate has
changed dramatically in northern California.
Median housing prices have dropped
approximately 5% over the past 10 months and
more than likely will continue to fluctuate in the
near term before stabilizing later this summer.
Real Property Transfer Tax revenues dropped
25% in 2006/ 07 and are projected to remain flat
through 2007/ 08. Other construction related
revenues are also off considerably. Sales tax
revenues have not grown as projected during
2006/ 07 and there are concerns about growth in
both the construction and transportation sectors
next fiscal year. These revenue shortfalls have
reduced the resources available to fund General
Fund programs. We will be keeping an eye on the
economy during the upcoming budget year.
Depending on the duration and severity of the
downturn, adjustments may be necessary during
one or more of our quarterly financial updates.
Economic
Development
In 2007/ 08
there will be a
continued focus on
economic develop-ment.
There are
several things going
on downtown in-cluding
the recent
purchase of the AT& T building, the opening of a
Police sub- station, the development of mixed use
mid- rise buildings, and the establishment of a
downtown business attraction program. We are
also in the process of having discussions with the
Wells Fargo Performing Arts Center regarding the
possibility of moving downtown.
City Manager’s Budget Transmittal
City Manager’s Budget Transmittal
- 8 -
Improved Public Safety
This year’s budget continues to provide
significant resources for public safety services.
The Fire Department is planning to
complete design, construction and opening of fire
stations in the Mendocino/ Steele Lane and
Fountaingrove Parkway areas. Nine positions are
included in the Fire Department’s budget to staff
the proposed fire station at Mendocino Avenue
and Steele Lane. The Recreation and Parks
Department is Leveraging Measure O and other
City and grant resources to increase the number
and variety of after- school and summer gang
prevention and intervention sites and programs
offered to at risk youth in Santa Rosa by
expanding partnerships with community
organizations. Sworn Police Department staffing
has remained fairly constant, and the number of
authorized positions to be filled has gone from 22
last fiscal year to 16 currently.
Funding for Maintenance Services and
Capital Projects
Over the past several years budget
reductions were implemented and maintenance
services in the City were reduced. Over time,
these budget reductions have become
increasingly visible to our community. In
2006/ 07, progress was made regarding the
restoration of some of those services. The
upcoming fiscal year will also provide some
resources to continue in the right direction. In
Public Works an electrician position is being
recommended to reduce the street light
maintenance backlog. A skilled maintenance
worker that is funded by the Redevelopment
Agency is also being added to assist in the
downtown area.
Minimal General Fund resources are
available next year to be allocated to the Capital
Improvement Program. Nonetheless, a number
of high visibility projects will make progress in FY
2007/ 08. For example, A Place to Play and design
work on a reunified Courthouse Square are both
moving forward in FY 2007/ 08. Public Works
will have a continued emphasis on traffic, bicycle,
and pedestrian flow and pavement maintenance,
along with several environmentally focused
projects. Our goal is to take advantage of
outside revenue sources to maintain an active
Capital Plan and address infrastructure needs by
securing the maximum amount of regional, State,
and federal grant revenues available. Staff is also
making progress on the analysis of the City’s
future infrastructure needs between now and
City build- out. Funding and policy
recommendations will be forthcoming during FY
2007/ 08.
Santa Rosa 2030 and City Council Goals
During this past fiscal year, the City has
engaged the community in a process to envision
what the City of Santa Rosa could be like in the
year 2030. During the first part of FY 2007/ 08,
the City Council will be getting further input from
a breadth of community groups and enlisting
future support for various initiatives as part of
Santa Rosa 2030.
In January the City Council held their two-year
goal setting process. There were a number of
goals associated with Santa Rosa 2030 initiatives
[ Creating a Vital Downtown; Thriving Diverse,
Healthy and Safe Neighborhoods; Open Space and
Recreational Activities; Creating Additional
Transportation Alternatives; More Inclusive
Community; Deliver a Safe and Efficient
Transportation System; Develop Regional Gang
Prevention and Intervention. In addition, City
Council developed goals associated with the
following areas: Maintain a Leadership Role in the
Region for Environmental Initiatives; Promote a
Healthy and Growing Economic Base; and Provide
Resources for Seniors and Youth.
There are several other departmental
initiatives that will move forward in the upcoming
fiscal year. They include improving City and
community emergency preparedness, re-architecture
of the City’s web site to make
information access and e- government easier, and
completing a Recreation and Parks master plan.
City Manager’s Budget Transmittal
City Manager’s Budget Transmittal
- 9 -
Multiple environmentally focused initiatives
will also advance during 2007/ 08. They include a
tiered- rate water billing methodology to stimulate
water conservation, underground fuel tank
remediation, green building construction and
repair, and the construction of photovoltaic arrays
to generate clean energy. Impacts of the newly
adopted Environmentally Preferred Purchasing
Policy will be felt in 2007/ 08 and beyond. Finally,
the Transit and Parking Department will provide
service using the City’s first gas- electric hybrid bus
in the upcoming fiscal year.
Budget Document Structure
Following this transmittal letter is a Budget
Overview which provides an economic outlook
for the region and the City, highlights key
elements of the budget, and provides a detailed
review of the City’s Five- Year Forecast. There is
also a section that discusses the City’s 2030 Vision
and related City Council Goals. Departmental
sections of the document outline objectives for
the coming year and accomplishments from the
present fiscal year. Lastly, changes in the budget
from year to year are described in narrative form
in the “ Major Budget Changes” paragraph of each
department’s section of the budget document.
Acknowledgements
Facilitation of the budget process and the
development of a budget document is a major
undertaking. The team effort reflects the
collaborative spirit within our community and
organization. I would like to thank the
departments, departmental budget coordinators,
and the City Council Budget Subcommittee for
their efforts, support, and deliberation during the
budget process. Lastly, I would like to thank
budget staff in the Administrative Services
Department: Bill Mushallo, Jean Gill, Brian
Cochran, and Sheri Hartz. They did a great job
coordinating the city- wide efforts on budget and
capital plan development, forecast updates, and
document production. I also congratulate them on
receiving the Government Finance Officer’s
Distinguished Budget Presentation Award and the
California Society of Municipal Finance Officer’s
award for Excellence in Operational Budgeting for
last year’s budget.
Conclusion
It is in an environment of fiscal uncertainty
that I present this budget to the City Council for
their consideration. The housing market decline
has impacted our revenues and put pressure on
our ability to fully fund needed maintenance and
desired service levels. Although reductions were
not part of this budget, we will be monitoring our
financial situation closely as we move through the
next fiscal year.
On a positive note, tourism is up and despite
the construction industry, our local economy is
healthy. Numerous capital projects that were funded in
the past will start construction or will be completed
next fiscal year. In addition, we will occupy one, and
possibly two new fire stations.
We are fortunate to live in an award
winning City and this past year was no exception.
We received multiple awards including 1st place in
the California Law Enforcement Challenge, the
2006 Award of Excellence from the California
Counties Facilities Services Association, the Preserve
America Community designation, the Achievement
of Excellence in Procurement award, the Gold Award
for Competitiveness Achievement in our Utilities
Department, and an award for our Venture Com-munities
Program. An article titled “ Santa Rosa
Encourages People to Build it Green” was featured
in Western Cities Magazine. Last but not least, we
are a finalist for the All- America City Award.
Our community has faced its opportunities
and challenges collaboratively with a can- do
attitude by employees, boards and commissions,
community groups and members, business, and
other government agencies. I am confident that
we will continue to do so and that this budget will
move the organization and City forward.
Sincerely,
Jeff Kolin, City Manager
Budget Overview
- 11 -
Budget Overview
National Economic Outlook
The overall national economic picture
continues to be somewhat positive.
Unemployment remains low at 4.5%, and has
stayed between 4.4% and 4.6% for the last 8
months. Total non- farm employment continues to
rise, although at slightly slower rates than in 2006.
In 2007 thus far, payroll employment has been
increasing by about 129,000 jobs per month, as
opposed to an average of about 189,000 per
month in 2006. Employment gains in the
healthcare and service industries are offsetting lost
jobs in the manufacturing and retail sectors.
Corporate performance continues to do well
despite factors such as high gas prices and poor
holiday sales. Fourth quarter 2006 after- tax
corporate earnings
were up over 20% from
the prior year.
Similarly, the Dow
Jones Industrial Average
has increased over 20%
in the last year.
Productivity nationally
continues to increase,
though 1st quarter 2007
productivity gains were
lower than gains shown
in 4th quarter 2006.
While consumer
confidence has dropped
about 10% from
December to April, there do not appear to be
signs of a large drop- off in consumer spending.
The Reuters / University of Michigan Survey of
Consumers projects only about a 3% drop in
spending for 2007. Interestingly, half of
consumers felt their situations have improved
recently, either through wage gains or through
performance of stocks that have offset real estate
losses.
Another component of declining
consumer confidence may be recent inflation
reports. For the first four months of 2007, the
Consumer Price Index ( CPI- U) rose at a
seasonally adjusted average rate of 4.8%,
compared with 2006 which saw a full year
increase of only 2.5%. The acceleration recently
has been driven by large increases in energy and
food prices. The Fed clearly is watching these
types of data carefully, as it has held off lowering
interest rates in an attempt to mitigate inflation
pressures.
Local/ Regional Economic Outlook
The Santa Rosa and Sonoma County
economies are a mixture of positive and negative
signals. On the positive side, unemployment
continues to be low at about 4% and Gross
Metropolitan Product ( GMP) continued to grow
at over 5% in 2006.
Building permit ap-plications
continue
to be strong, and
Santa Rosa should
end the fiscal year
with applications for
about 1,000 new
dwelling units – very
close to the
historical average.
Sales of existing
homes, while still
lower than last year,
have been trending
upward since Jan-uary
indicating that supply and demand may be
beginning to balance.
On the negative side, however, the low
unemployment rate seems to be as much a
function of new jobs being created as it is of
workers leaving the workforce. While GMP is
growing, it is growing distinctly slower than the
historical average of 6.3%. Despite existing home
sales trending upward, home prices have
experienced 10 straight months of year over year
declines. This trend increases affordability for
those looking to enter the market, but it has
Budget Overview
Budget Overview
- 12 -
wreaked havoc on the equity positions of current
homeowners, especially those that entered the
market over the last 18 months. This problem is
borne out in the foreclosure rate, which
skyrocketed over 150% year- over- year in
Sonoma County in the first quarter of 2007.
For fiscal year 2007/ 08, we continue to be
wary of impacts that the softening residential
housing market will have on City revenues. We
project that building and planning revenues will
come in about 10% below their historical
averages. Engineering inspection fees, however,
are projected to be about 20% below average
due to a continued “ wait and see” attitude from
large subdivision builders. Real Property Transfer
Tax revenue, a function of both prices and
numbers of transactions, is projected to be flat
over fiscal year 2006/ 07.
In conclusion, we will be closely watching
both national and local economic trends during
the upcoming fiscal ear. Economic stability will
be dependant on the housing market recovery,
consumer confidence trends, business spending,
interest rates, and inflation.
Financial Overview
Santa Rosa’s FY 2007/ 08 budget request
is $ 347 million. Major components of the
budget include the General Fund at $ 139 million;
enterprise funds at $ 142 million; and Economic
Development and Housing at $ 34 million.
Included in the above 2007/ 08 budget requests
are Capital Improvement Program projects
totaling $ 59 million.
The proposed 2007/ 08 budget request of
$ 347 million is approximately $ 42 million lower
than what was budgeted in 2006/ 07. Of that
total the General Fund is up $ 2 million,
enterprise funds are down $ 35 million; and
Economic Development and Housing is down $ 2
million.
The City’s General Fund is proposing an
expenditure budget request of $ 131 million and
transfers out of $ 8 million for the FY 2007/ 08
fiscal year. This is up $ 2 million or 1.5% from
the original 2006/ 07 budget. Drivers of the year
over year change include COLA increases for
the City’s bargaining units and increases in
services and supplies. Those increases are
partially offset by a lower transfer to the Capital
Improvement Program. Last fiscal year the
General Fund transferred $ 8 million into the CIP
due to a change in the General Fund reserve
policy. The planned transfer to CIP is just over
$ 1 million in 2007/ 08. The General Fund is
projecting a decrease in reserves of $ 2 million in
the 2007/ 08 budget. Ending reserves at June 30,
2008, however, are projected to be within the
City Council’s Reserve Policy.
During 2007/ 08, primarily critical and
non- discretionary General Fund additional needs
are being funded. This is due to minimal
resources being available during the upcoming
year to fund ongoing needs. During the budget
process, departments were asked to request
only must- do additions that were one time in
nature whenever possible.
Enterprise expenditures are down $ 35
million or 20% from the FY 2006/ 07 original
budget. This is because a large bond sale
anticipated in the Utilities Department did not
materialize during 2006/ 07.
Five- Year Forecast and Trends
Two years ago the City implemented a
General Fund forecasting methodology that looks
out five years into the future. A financial
forecasting tool was developed and created with
several primary objectives in mind: first, to
incorporate the most recent data about revenue
trends, future unavoidable costs, and economic
indicators into the model; second, to view trends
and allow the evaluation of any structural
imbalances; third, to allow City Management and
the City Council to test “ what if” scenarios and use
the model as a decision making tool; and lastly, to
open up the financial assumption process to review
by the public and employees. The model is
assumption- driven and is updated throughout the
year as those assumptions change. No additional
Budget Overview
Budget Overview
- 13 -
programs or staffing are included in the model so a
“ business as usual” assumption is maintained in
order to view trends.
During FY 2006/ 07, the Five- Year Forecast
was utilized in conjunction with the Fall, Mid- Year
and Spring Financial Reviews. During each of those
updates, revenues, expenditures, and model
assumptions were and adjusted, if necessary. At
each of the reviews, revenues were adjusted
downward. The housing and construction
slowdown drove most of the revenue adjustments.
As sales tax results became available it was
determined that revenues were coming in flat over
the prior year. Since growth was originally
projected at around 5% for 2006/ 07, adjustments
were required at each of the quarterly reviews.
Ultimately sales tax growth was adjusted down to
1.5% by the Spring Financial Review.
In 2006/ 07 several other adjustments were
made to the Five- Year Forecast. Settlements were
reached during negotiations with many of the City’s
bargaining units. Those negotiations had been in
process for some time and as they were settled the
forecast numbers were trued up.
A significant amount of work was also done
regarding cost recovery in the Community
Development Department. Prior year analysis was
done and a long term forecast was completed. It
was determined that CD fees were in need of
adjustment to provide adequate cost recovery.
The FY 2007/ 08 budget includes a number of
justified new fees and increases some fees that have
remained unchanged for many years. The
Department will now be collecting fees to cover
the work that the Engineering team performs on
various entitlement applications ( subdivisions,
conditional use permits, etc). Additionally, the
timing of payment of public improvement
engineering plan check fees has been changed so
that one third of the total fee will be collected
before each plan check. This change will more
closely align the collection of fees with when the
work is actually performed. The impact of these
fee increases, along with a long term projection of
CD activity have been built into the five year
forecast.
During 2006/ 07 concerns were also raised
about telecommunication UUT revenues. The
telecommunication industry is lobbying to change
or abolish current UUT surcharges. Santa Rosa is
in danger of losing 50% or more of its telephone
UUT in the next three to four years. The results
of this analysis and a projection of impacts have
been built into the Five- Year forecast.
An important thing to remember about the
forecast is that it does not include additional
resources for many important recognized needs
including: technology replacement, deferred
maintenance, transportation, City facilities and
adequate street and landscape maintenance.
Continued long term focus on fiscal stability
remains a critical initiative for the organization.
There are several risks on the horizon and into the
future. The local housing market downturn
continues to be a drain on revenues. Property
values are falling and real estate turnover is
sluggish. Changes in demographics could impact
the out years of the model. These items will be
watched and analyzed closely during 2007/ 08 and
adjustments will be made as necessary to the five
year forecast during the quarterly updates.
Full Time Equivalent Position Changes
Summary
During the FY 2007/ 08 budget, the City is
proposing to add a net of 37.35 full time equivalent
( FTE) positions. These positions can be
categorized into four main groups: public safety
positions, maintenance and customer service
positions, enterprise fund and internal service fund
positions, and City administrative positions.
The Police and Fire Departments are adding
a net of 11 FTEs. Two of the positions are
administrative in the Police Department. Nine Fire
Department positions will be funded with Measure
O revenues and will provide staffing for the
Mendocino / Steele Lane fire station.
The City continues to focus on providing
excellent customer service in all areas and
improving its maintenance services. A number of
departments will add a total of 8.95 positions
Budget Overview
Budget Overview
- 14 -
( including 2 limited- term) dedicated to improving
customer service and maintenance issues.
Enterprise and internal service funds will add
12 positions in FY 2007/ 08. These positions will
support Information Technology projects, Transit
and Parking services, wastewater treatment and
laboratory testing, and Economic Development and
Housing programs.
Finally, the City is proposing to add 5.4
positions in a variety of City administration areas.
Future Challenges
Over the next several years Santa Rosa will
face multiple challenges. Funding for City infra-structure
needs will continue to be an important
topic. In December 2005, the city contracted with
MuniFinancial to take an initial look at the City’s
capital plan and its impact fee programs. The result
of this program review estimated a funding deficit
in the long range capital plan and identified a
number of policies that might be inhibiting the City
from using funds effectively. During 2006/ 07 the
analysis continued and after comparing anticipated
revenues to project costs, it was determined that
fee programs were out of balance and that major
changes would have to be implemented. City staff
will continue to look at options and make formal
recommendations to City Council in fiscal year
2007/ 08.
Infrastructure maintenance continues to be a
critical need at the City. As infrastructure
development and construction continues,
maintaining those projects will consume a
significant amount of resources. With revenues
growing only moderately, innovative solutions will
be necessary to provide funding.
Funding for updating the City’s core legacy
financial systems is also a significant challenge that
will need to be addressed. While some funding has
been included in the 2007/ 08 budget, there will be
additional costs as the project progresses. It is
anticipated that costs could be two million dollars
or more for the financial system and human
resources/ payroll implementation. As we progress
through 2007/ 08 further analysis will be done and
funding mechanisms will be identified.
- 15 - CIP
Capital Improvement Program ( CIP)
The City of Santa Rosa’s Capital
Improvement Program ( CIP) is a long- range
planning tool that brings together community,
City Council, and staff requests into one
document. The CIP process begins in December
with the release of preliminary estimates of
funding sources, which make up a large amount
of CIP funding. Most of these revenue sources
are Development Fees, such as Capital Facility
Fees, Development Impact Fees and Park
Acquisition Zone Fees, but also include Gas Tax.
In January, the City Council held a public
hearing to solicit budget priorities from the
community. These requests, combined with those
given directly to the City Council or City Manager,
as well as City staff project requests, are prioritized
based on need and the amount of funding available.
Once all the projects and funding are developed, the
CIP is reviewed by the City Manager’s office, the
City Council Budget Subcommittee, and finally the
City Council, first in a study session and again during
the budget hearings held in June.
FY 2007/ 08 CIP
The total funding need in the five- year CIP is approximately $ 547 million with $ 59 million proposed for
the first year, or Capital Budget. This year there is a General Fund contribution of just over $ 1 million to the
2007/ 08 CIP for projects related to environmental remediation, downtown, and facilities maintenance. General
Fund funding this year is limited due to an economic slowdown. Both sales tax and housing related revenues
are down considerably from projections. At this time, “ unfunded” General Fund projects totaling approximately
$ 114 million are identified in the five- year CIP. These are projects typically funded by the General Fund, but
which are not expected to be funded due to the fiscal constraints of that Fund.
As shown on the chart below, of the $ 59 million of projects proposed to be funded in 2007/ 08,
approximately $ 11 million are transportation- related; $ 5 million are parks projects; $ 36 million are water,
wastewater and drainage projects; and $ 6 million are for City facilities. The chart also highlights estimated
funding during the out years of the capital plan and shows cumulative prior year funding for all of the CIP
projects currently in the system.
Requested Requested Requested Requested Requested Total
Funding Funding Funding Funding Funding 5- Year
Category 2007/ 08 2008/ 09 2009/ 10 2010/ 11 2011/ 12 Funding
Transportation 11,419,399 16,085,200 16,523,720 11,557,000 11,556,600 67,141,919
Econ Development &
Housing 20,000 20,000 20,000 20,000 20,000 100,000
Recreation & Parks 4,904,291 4,570,000 4,000,000 1,905,000 0 15,379,291
Water, Wastewater &
Drainage 35,978,978 82,039,679 53,693,960 72,417,960 97,008,500 341,139,077
City Facilities 6,084,700 111,065,750 3,101,000 2,466,100 1,158,100 123,875,650
GRAND TOTAL 58,407,368 213,780,629 77,338,680 88,366,060 109,743,200 547,635,937
Cumulative Prior Funding 1,112,851,349
Total 5- Year Funding 547,635,937
Total Estimated
Funding 1,660,487,286
Capital Improvement Program
CIP - 16 -
Other, $ 7
Gas Tax, $ 1
Measure M, $ 1
Development &
Impact Fees, $ 8
Park Acquisition
Fees, $ 5
Subregional, $ 3
Grants, $ 2
Wastewater, $ 15
Redevelopment, $ 1
General Fund, $ 1
Water Utility, $ 15
Project Funding Schedule
The FY 2007/ 08 Capital Improvement Program is funded by a variety of revenue sources. The
largest source of funding ($ 33 million) comes from the City’s Water, Wastewater and Subregional Utility
operations. These funds are collected through demand fees for new construction and user rates.
Development impact fees make up the second largest funding source and total approximately $ 8 million in
the current fiscal year. Park acquisition fees are the third largest funding source for the Capital
Improvement Program at $ 5 million. Other funding is provided by Measure M and O, Gas Tax revenues,
Grants, the Redevelopment Agency, and the General Fund. The chart below summarizes funding for
2007/ 08.
CIP Projects by Department
The three departments that make up most
of the $ 59 million Capital Budget are Public
Works, Utilities, and Recreation and Parks. The
Public Works department’s proposed $ 17 million
in CIP projects includes street overlays and
various other road, drainage, sidewalk, and traffic
signal improvements. The Utilities department’s
$ 33 million of proposed CIP projects are spread
among its Water, Wastewater, and Subregional
Wastewater funds. The Recreation and Parks
Department has proposed $ 6 million in CIP
projects, which includes work on several new
parks and additional resources for a new senior
center.
Public Works Projects
The Public Works Department’s Capital
Improvement Program ( CIP) budget for 2007/ 08
continues to emphasize maintaining pavement and
improving traffic flow. It includes $ 4.5 million for
pavement rehabilitation – for both overlay and
reconstruction projects. This is still well below
the estimated $ 12 million per year needed to
keep the street sys- tem in its current condition,
but shows significant progress over the funding
level of a few years ago ($ 1.5 million in 2003/ 04).
Capital Improvement Program
- 17 - CIP
The effort to improve traffic flow includes
allocating $ 3.4 million for street capacity
improvements and $ 250,000 for expan- sion of the
Intelligent Transportation System ( ITS), first
funded in the 2005/ 06 CIP budget. Street cap-acity
improvements include widening of existing
streets such as Bellevue Avenue and con- struction
of new streets like the Farmers Lane Ex- tension.
The 2005/ 06 ITS project to imple- ment adaptive
traffic signal timing on College Avenue has been
completed. The next ITS project to be
undertaken will be on Steele Lane/ Guerneville
Road, and future ITS projects are planned for
Stony Point Road, Farmers Lane, and/ or
Mendocino Avenue.
An estimated $ 1 million of the 2007/ 08
Public Works CIP budget will fund
accommodations required by the Americans with
Disabilities Act ( ADA), through projects created
specifically for ADA improvements and elements
incorporated into other projects.
One of the stated objectives of the Public
Works Department is to maximize the use of
outside revenue sources by securing grants. This
year, $ 2 million of the total $ 16.7 million budget
( 12%) is generated from grants.
Utilities Projects
Due to funding constraints the cash funded
CIP budget request for the Water Utility is
$ 12,394,000, a 4% decrease from FY 2006/ 07
funding. The water infrastructure replacement
rate will be 0.3% which does not meet the Board
of Public Utilities directive to replace 1% of water
infrastructure per year. The 2006 Reserve Study
suggested that we appropriate the CIP Reserves
so that the funds can be used as needed. Per this
recommendation, $ 3,000,000 of Water CIP
Reserves will be appropriated to fund unexpected
projects or projects that are over budget.
The cash funded CIP budget request for the
Local Wastewater Utility is $ 12,274,000, a 34%
increase over FY 2006/ 07. The Local Wastewater
CIP continues a progressive increase to meet the
BPU directive to replace 2% of the local
wastewater infrastructure annually. The pipe
replacement estimate for FY 2007/ 08 is 0.6%.
Additionally, it is being proposed that the
$ 3,000,000 CIP Local Wastewater Reserves be
appropriated to fund the Todd Trunk Sewer
Project which must be completed as soon as
possible to alleviate a failing lift station force main
and allow the lift station to be abandoned. The
2006 Reserve Study suggested that we
appropriate the CIP Reserves so that the funds
can be used as needed. Per this recommendation,
$ 1,000,000 of Subregional
CIP Reserves will be
appropriated to fund
unexpected projects or
projects that are over
budget.
Typically, the cash
funded Subregional
Wastewater Utility CIP
averages around $ 1.0
million. The 2007/ 08
request is $ 1,247,000.
Typical projects include
upgrading infrastructure
and utilizing alternative
energy where possible.
Recreation and Parks Projects
The Capital Improvement Program for
Recreation & Parks for FY 2007/ 08 consists of a
little more than $ 5.6 million available from Park
Development Fees, the General Fund CIP and a
contribution of $ 445,000 from the
Redevelopment Agency.
The Recreation and Parks Capital
Improvement Program budget for 2007/ 08 enables
the department to:
􀂃 Focus on City Council Goals
􀂃 Continue to support community partnerships
􀂃 Continue with neighborhood revitalization
􀂃 Continue to create community through
people, parks and programs
􀂃 Continue our commitment to public art
􀂃 Continue to provide accessibility
improvements to facilities
Capital Improvement Program
CIP
- 18 -
Highlights of this year’s program include:
pursuing the beginning of construction for the
new Senior Wing at the Finley Community
Center; the provision of recreation elements at
Nagasawa Community Park at Fountaingrove
including a day camp, trails and picnic areas;
outreach for neighborhood involvement for initial
improvements to Harvest Park on Burt Street;
acquisition of property on West Avenue ( Bayer
Property) for development of a neighborhood
park; accessibility improvements to the restrooms
at the Senior Center on Bennett Valley Road and
accessibility improvements to Steele Lane
Community Center.
The contribution of $ 445,000 from the
Redevelopment Agency will enable site cleanup
for the planned development of Airfield
Neighborhood Park in Southwest Santa Rosa.
The City’s strong support for public art,
demonstrated by a commitment to budget 1% of
the City’s General Fund CIP to fund art projects,
provides $ 85,000 from the General Fund and
$ 75,000 from Park Development Fees to these
projects this fiscal year. The City’s Art in Public
Places Committee will help to determine the
projects that will receive this funding.
A major emphasis as a carryover project is
the development of the Recreation and Parks
Department Master Plan to help carry out the
City’s and department’s vision of creating
community through people, parks and programs
by providing comprehensive strategies for
recreation, parks, open space and facility needs to
serve both existing and future populations.
Although included in previous fiscal year
CIP budgets, continuing development is underway
on several key CIP projects including A Place to
Play, Prince Gateway Park, Bennett Valley Golf
Course Pro- shop and Clubhouse and master
planning for a new community center, library and
aquatics facility at Southwest Community Park.
Facilities Maintenance Projects
There are two significant projects
requested by Administrative Services in the FY
2007/ 08 CIP. The first is to replace the boiler at
the Ridgway Swim Center. The existing pool
heater is a standard efficiency unit at the end of its
useful life. The proposed project would replace
this unit with a high- efficiency unit. By doing so,
natural gas usage can be reduced by 7,000 therms
and CO2 emissions reduced by 86,000 pounds
per year. Such a project will contribute toward
the City Council’s goal toward the overall
reduction of green house gas emissions by 20%.
The estimated project cost is $ 0.2 million, and will
be funded with state grant funding from the Work
Force Housing Rewards program.
The other project is a roof replacement at
the Municipal Services Center – North ( MSCN)
facility. The request is to replace the original,
failing, corrugated metal roof with a new roof
made out of a “ cool roof” membrane. This roof
would reflect the sun’s heat, leaving the building
cooler and thus reducing energy loads to cool the
building. This roof would meet green building
standards and would also contribute toward the
City Council’s goal of reducing the overall green
house gas emissions in City facilities by 20%. The
estimated project cost is approximately $ 0.5
million, and funded by the General Fund.
Capital Improvement Program
CIP - 19 -
It should be noted that we are investigating solar energy options at all City facilities, including how
they could tie into planned roof replacement projects and what financing or grant options may be available
to help fund the projects.
Fire Department projects include funding for an interim fire station in the Southeast Santa Rosa area
( Kawana Springs Road) totaling approximately $ 0.9 million. This amount will be funded through Measure O
and Southeast Area Development Impact Fees ( SEADIF). In addition, there is the continued repayment of a
redevelopment agency loan for the purchase of property and construction of the Station 10 in the
Southwest Santa Rosa area. This repayment is part of a 10- year repayment plan, at $ 0.3 million per year,
using Southwest Area Development Impact Fees ( SWADIF) as the source of funds.
Alphabetical Project List
In this year’s document we are including a list of CIP projects funded during 2007/ 08. For more
information on any of the projects listed below, please refer to our Five- Year Capital Improvement Program
document. It is approximately 450 pages in length and contains more information about each project
including a detailed description, funding sources, ADA improvements, and General Plan information. The
detailed CIP document is published and available as a hard copy or online at:
http:// ci. santa- rosa. ca. us/ default. aspx? PageId= 2705
CIP Projects with New Funding in FY 2007/ 08
Project Name
Project
Number Funding in FY 2007/ 08
Air Center East Neighborhood Park 8457 445,000
Alternative Energy Projects - Sewer 8848 100,000
Alternative Energy Projects - Water 8385 100,000
Annual Pedestrian Access Ramp Installation @ Various Locations 8200 150,000
Aqueduct Zone Emergency Storage 7671 1,000,000
Barnett/ Davis/ Earle Water System Improvements 8380 250,000
Bellevue Avenue at Highway 101 Interchange 8053 300,000
Bellevue Avenue Widening - Stony Point Road to Corby Avenue 8115 250,000
Bennett Valley Road Pedestrian Path 8264 42,000
Bicentennial Bridge Approach Slide Repair 8293 60,000
Bicentennial Extension from Mendocino Ave. to Fountaingrove Pkwy. 5005 178,000
Bridge Pedestrian Rails - Various Locations 8164 25,000
Bridge Repairs at Various Locations per CALTRANS inspection
report recommendation 8214 50,000
Brush Creek Road Pedestrian Path 8220 175,001
Citywide Creek Master Plan 5006 55,000
Citywide Reroofing Projects 5942 450,000
Citywide Technology Project 8387 1,304,000
Colgan Avenue Reconstruction and Pedestrian Pathway Installation 8195 927,436
Capital Improvement Program
CIP
- 20 -
Colgan Creek Channel Improvements- Corby Ave to the RR Tracks 5032 604,596
Cooper Dr Drainage Ditch Investigation 8288 50,000
Countdown Pedestrian Signal Installations 8270 50,000
Courthouse Square Reunification 8297 300,000
Dennis Lane Improvements 5062 105,751
Farmers Ln. Extension from Bennett Valley Rd. to Hearn Avenue 5049 1,156,639
Federal FY 06/ 07 Pavement Rehabilitation 8296 150,000
Fire Hydrant Installations / Relocations 8585 50,000
Fire Station # 6 Underground Tank Remediation 5924 30,000
Fire Station # 4 Underground Tank Remediation 5922 30,000
Fountain Grove Community Park 5766 500,000
Fountain Grove Parkway Safety Project 8263 150,000
Fulton Road from Piner Road to Wood Road Storm Drain Improvements 5009 121,850
Fulton Road from Piner Rd. to Wood Rd. - Widen to 4 Lanes 8012 211,500
Fulton Road Improvements - Occidental Rd to W. Third St 8231 150,000
Garage 12 Repairs 7418 35,900
Garage 3 Repairs 7405 90,900
Garage 9 - Groundwater investigation 8804 40,000
Garage 9 Repairs 7417 19,900
Grace Brothers Remediation Project 4353 20,000
Groundwater Supply Development 8586 1,000,000
Hearn Avenue at Highway 101 Interchange - Phase 3 5035 1,251,000
Highway 12 ( Farmers Lane) and Hoen Ave Signal Modification 8282 3,648
Humboldt Street Bicycle Boulevard 8255 50,000
Installation Of Manholes 7911 25,000
Intelligent Transportation System 5534 250,000
Interim Fire Station - Southeast Area 5947 350,000
Intersection Modification @ Guerneville Rd and Range Avenue 8284 100,000
Jack London School Path 5031 50,000
Laguna Treatment Plant Upgrade - Phase 2 7116 200,000
Leddy Park Sewer Main Replacement 8275 44,337
Local Repairs - On Call Contract Projects 8824 150,000
Local Wastewater CIP Project Reserves 8852 3,000,000
Local Water Repairs - On Call Projects 8343 200,000
Marlow Syphon Rehab 8850 250,000
McDonald Area Traffic Calming 8243 50,000
McDonald Avenue Water Service and Valve Replacements 8350 274,000
Mendocino Avenue Bike Lanes ( Steele Lane to Fountaingrove Pkwy) 5030 35,000
Middle Rincon Rd Reconstruct- Montecito to Badger 8196 881,000
Miscellaneous Library Improvements 8710 84,000
Mission Lakes Condos Sewer Improvements 8300 500,000
Montgomery Drive Traffic Calming 5026 200,000
Capital Improvement Program
- 21 - CIP
New Fire Station - South Santa Rosa ( Kawana Springs) Area 5820 500,000
New Senior Center 8922 2,370,000
Northpoint Parkway Extension - South Wright Rd to Bellevue Avenue 8211 200,000
Oversize Water Mains - City Participation 8591 100,000
Oversized Sewer Mains - City Participation 8559 100,000
Pacific Avenue Water Service Relocations 8377 133,000
Pacific Avenue Reconstruction - Humboldt to Montecito 8234 172,016
Pavement Markings - Various Locations 8072 100,000
Pierson Reach Creek Restoration- Prince Greenway 8266 1,188,000
Pre- Design - Future Years Water Projects 8383 50,000
Pre- Design: Future Years Sewer Projects 8851 50,000
Public Art 8442 160,000
Public Safety Building Parking 5029 250,000
Radio - Read Water Metering 7005 200,000
Radio Communications 8717 150,000
Railroad Square Parking 8806 750,000
Redtail Estates - City Participation 8101 294
Repair Fountains in Old Courthouse Square 5019 25,000
Repayment of RDA Loan for 5819 SW Fire Station 5812 329,000
Replace Wood Street Light Poles at Various Locations 8285 68,922
Ridgway Boiler Replacement & Solar Thermal System 5046 200,000
Roseland Neighborhood Park 8446 1,281,193
85 Santa Rosa Avenue Groundwater Monitoring 8190 20,000
Santa Rosa Creek Ecosystem Restoration Project 8141 740,000
Santa Rosa Creek Multi- use Path - Streamside to Mission 8225 162,000
Santa Rosa Creek Pathway - Dutton Avenue Access 8253 65,000
Santa Rosa Creek Temporary Access Restoration 5033 112,000
Scenic Road Trunk Sewer 8332 100,000
School Pedestrian Projects 8064 15,000
Seismic Upgrade - Water Reservoirs 7891 1,000,000
Sewer Main Replacements 7902 103,000
Sewer Master Plan 8752 100,000
Sidewalk Program 4236 313,296
Skyfarm A - New Well 8833 250,000
Slurry Seal Selected Streets 4235 350,000
SM Replace: 7th St - Humboldt to E St. ( VCP) 8766 550,000
SM Replace: Adams St - West 7th to West 6th 8855 47,000
SM Replace: Brookwood at Sonoma 8797 255,000
SM Replace: Cherry St - Mendocino to E 8567 650,000
SM Replace: Corby Avenue - 2525 to 2535 8821 25,000
SM Replace: Decker / Boyce / W 8th - Dutton to Coulter 8787 300,000
SM Replace: King St - Royal to Fulkerson ( VCP) 7993 1,500,000
SM Replace: King Street - Phase II 7975 110,000
Capital Improvement Program
CIP
- 22 -
SM Replace: McDonald Avenue - College to Pacific 7994 1,400,000
SM Replace: Middle Rincon Rd - Sunshine to Badger 7996 450,000
SM Replace: Midway/ Magowan Area ( VCP) 7992 900,000
SM Replace: Reagan - Montgomery - Talbot to Sotoyome 8308 850,000
SM Replace: Riley St - 5th St to 7th St 8820 180,000
SM Replace: Santa Rosa Avenue - Colgan Avenue to Yolanda 8800 600,000
SM Replace: Steele Ln - County Center Drive to Salem Avenue 8825 50,000
SM Replace: Talbot Avenue - Kjell to Sonoma 7995 411,000
SM Replace: Terrace / Parsons I & I Study Area 8798 400,000
SM Replace: Trowbridge / Polk / Hewitt ( VCP) 8788 194,000
Sonoma Avenue Bicycle Lanes 8224 30,000
Southeast Neighborhood Park Acquisition & Development 8435 730,000
Steele Lane and Senior Center - ADA Restroom Improvements 8472 188,098
Stony Point Rd from Hwy 12 to Hearn Avenue - Widen to 4 Lanes 8008 229,896
Storm Water Creek Restoration Projects 5002 300,000
Storm Water Drainage Improvements at Selected Locations 4238 150,000
Street Overlay - Various Locations 4237 1,681,000
Street Repair Associated with Water and Sewer Main Replacement 8045 400,000
Subregional Business & Automation Master Plan 8505 250,000
Subregional CIP Project Reserves 8390 1,000,000
Subregional Electrical Systems Upgrade 7123 100,000
Subregional Facilities - Reclamation System Improvements 7113 200,000
Subregional Plant Alternative Energy Opportunities 8357 300,000
Summerfield Rd Transmission Main 7678 500,000
Summerfield Road Storm Drain at Horseshoe Drive 8299 59,195
Talbot Drive Storm Drain 8249 200,000
Temporary Traffic Calming Devices 8185 25,000
Third St at Santa Rosa Creek Bridge - Soil Contamination 5111 50,000
Third St Drainage Improvements near A Place to Play 8290 300,000
Todd Road Trunk Sewer 7952 1,000,000
Traffic Safety Projects 5122 150,000
Traffic Signal Interconnect 8128 125,000
Traffic Signal Modification 4246 30,000
Trenchless Technology 8753 50,000
Underground Fuel Tank Removal 5923 200,000
Ventura Avenue Improvements - Paulin Dr to Bicentennial Way 8230 200,000
Water CIP Project Reserves 8382 3,000,000
Water Conservation Indoor Water Use Efficiency 8340 100,000
Water Main Replacements 7802 317,000
Water Main: McMinn to Biwana 7672 375,000
Water Main: Oakmont Dr. Bypass Line 7621 465,000
Water Master Plan 7619 100,000
Capital Improvement Program
- 23 - CIP
Water Service Replacements 8378 200,000
Water Storage Upgrades 8384 200,000
Water Supply Planning 7688 140,000
Water Systems Upgrade 7620 468,000
Waukesha Engine Upgrades 8503 200,000
West College Reclaimed Water Line Improvements 7125 90,000
WM Replace: Aston Avenue - Hendley to Moraga 8386 379,000
WM Replace: Cherry St - Mendocino to E 7009 605,000
WM Replace: Decker and Coulter 7660 111,000
WM Replace: Madison/ Jefferson / Adams 8391 152,000
WM Replace: Midway/ Magowan Area 7608 560,000
WM Replace: Montecito Avenue - FG xing to east end 7014 700,000
WM Replace: Parker Dr - Talbot to Doyle Park 7666 631,000
WM Replace: Santa Rosa Avenue - Colgan Avenue to Yolanda 7665 850,000
WM Replace: Steele Ln - County Center Drive to Mendocino Avenue 8346 70,000
WM Replace: Trowbridge / Polk / Hewitt 7661 490,000
Yolanda Avenue Widening - Santa Rosa Avenue to Petaluma Hill Road 8114 500,000
TOTAL $ 58,407,368
2030 Visioning and City Council Goals
In January the City Council held their two-year
goal setting process. There were a number of
goals associated with Santa Rosa 2030 initiatives
[ Creating a Vital Downtown; Thriving Diverse,
Healthy and Safe Neighborhoods; Open Space and
Recreational Activities; Creating Additional
Transportation Alternatives; More Inclusive
Community; Deliver a Safe and Efficient
Transportation System; Develop Regional Gang
Prevention and Intervention]. In addition, City
Council developed goals associated with the
following areas: Maintain a Leadership Role in the
Region for Environmental Initiatives; Promote a
Healthy and Growing Economic Base; and Provide
Resources for Seniors and Youth. The projects
contained within this budget were developed with
these goals in mind.
Measures M and O
In November of 2004, voters approved two
ballot measures increasing sales tax a quarter cent
each. Measure M is a county- wide measure that
will provide funding for local transportation
projects. Measure O is a local measure that will
fund public safety and gang prevention/
intervention services. $ 1.4 million of funding from
those measures is included in this year’s CIP
budget.
MuniFinancial Project
In December 2005, the city contracted with
MuniFinancial to take an initial look at the City’s
capital plan and the various impact fee programs
( Capital Facilities Fee, Southeast Area
Development Impact Fee, and Southwest Area
Development Impact Fee) – the major source of
funds for basic city infrastructure. The result of
this program review estimated a funding deficit in
the long range capital plan of at least $ 200 million
over the next 30 years, and identified a number of
policies that might be inhibiting the City from
using funds effectively. However, a more detailed
look was necessary to accurately gauge the
funding gaps and how to deal with them.
In June 2006 and continuing through the
majority of FY 2006/ 07, MuniFinancial and City
staff began an extensive capital project database
Capital Improvement Program
CIP
- 24 -
update. First, revenue projections for each fee
program were created using build- out projections
and existing fee levels. Next, City staff evaluated
every project in the capital plan, deleted
completed projects, updated project costs to be
as current as possible, and estimated the timing of
construction for each project over a 30- year
period. The study then used information from
each of the fee program nexus studies to assign
shares of each project to be paid from fee
revenue versus from other city funding sources.
After comparing anticipated revenues to
project costs, it was determined that fee revenues
would be about $ 20 million short of fulfilling their
funding obligations, and the City would be about
$ 150 million shy of meeting its obligation under
the nexus studies.
Upon completion of this extensive database
update, MuniFinancial made recommendations to
City Council in May 2007. The recommendations
included completely redoing fee programs and the
nexus studies; reducing the projects that are
expected to be built with fee revenues; raising the
fees; altering the City’s fee credit and
reimbursement policy; and investigating debt
financing to fund high priority projects sooner.
Generally, the conclusion was that the fee
programs were extremely out of balance and that
major changes would have to be implemented.
City staff will continue to look at options and
make formal recommendations to City Council in
FY 2007/ 08.
ADA Information
The CIP projects contained in this budget
include information on ADA improvements. Each
project contains a list of the ADA related
provisions that will be built into the project along
with an estimated cost of those provisions. It is
estimated that the projects contained in this
document include several million dollars in ADA
improvements.
Costs of Maintaining CIP Projects
Many of the Capital Improvement Projects
in the Public Works Department are for upgrading
existing infrastructure. Road overlays and
reconstruction projects actually reduce the level of
maintenance required for those thoroughfares.
Projects that build new infrastructure also require
very little maintenance in the near term. As the
project ages, however, ongoing maintenance costs
tend to increase.
Recreation and Parks projects, however,
require additional maintenance for each acre of
new parks developed. Ongoing maintenance costs
for the four main parks projects included in the
CIP will approximate $ 80,000 annually. One time
O& M costs of about $ 47,000 will also be incurred.
As mentioned earlier in this narrative, a
significant amount is being spent during 2007/ 08 on
utilities related projects. When pipelines are
replaced savings are realized due to less inflow and
infiltration into the systems. New infrastructure
also requires less ongoing maintenance vs. aged
pipelines. Other savings are also realized when
more efficient pumping systems are installed during
the replacement process. Any potential fines from
sewer overflows are also virtually eliminated with
new infrastructure. As we add capacity to our
infrastructure for growth, however, additional
maintenance is needed. Due to budget constraints
additional maintenance staff has not been added to
keep up with infrastructure growth. This
maintenance requirement will need to be
addressed sometime in the future.
Conclusion
The 2007/ 08 Capital Improvement Budget
was developed with a limited amount of financial
resources. Development fee, grant, special sales
tax, and enterprise fund revenues are not
enough to fund all of the necessary
infrastructure improvements throughout the
City. Several key projects, however, are moving
forward next fiscal year. Creative funding
mechanisms, including recommendations from
the MuniFinancial study, will be needed in the
future to adequately fund upcoming capital plans.
- 25 - City Council Goals and SR2030 Vision
City Council Goals and SR2030 Vision
With the distinction of being the largest city
between San Francisco and Portland, Oregon,
the city of Santa Rosa is growing. For those of
us who live in and love this community, the
appeal of our city is easy to understand. But the
downsides of development, such as increased
traffic and the loss of open space, are taking
their toll, leaving many people longing for
simpler times.
So we asked: What if we thoughtfully and
creatively envisioned the future of our city?
Dozens of people – from city planners and staff
to interested and enthusiastic volunteers – are
taking part in a collaborative effort to conceive a
city that reflects the very best of us. This effort
has been named Santa Rosa 2030 and is in Phase
II of three phases. The completion of the
visioning process is expected to take another
five months.
Every two years, the City Council meets in
retreat to brainstorm and develop its goals for
the coming two- year fiscal period. This year’s
process entailed integrating Santa Rosa 2030
efforts that were underway with shorter term
goals for the next couple of years. The first five
headings ( initiatives) are taken from the current
draft of the Santa Rosa 2030 document.
During the 2007/ 08 fiscal year, much of the
focus will be on early implementation of the
two- year staff efforts shown for each initiative.
In some cases, existing resources will be used,
or existing practices will be continued, to
implement smaller elements of the plan.
Creating a Vital Downtown
Complete the decision process for the future of
Courthouse Square by utilizing a design competition
which evaluates the various alternatives for renovation
Two Year Staff Efforts toward Goal:
1. Utilize a design competition which evaluates
the various alternatives for renovation and
present to City Council for consideration
2. Create public forums for airing of views on
Courthouse Square as part of the competition
process and prior to final decision
3. Identify possible funding sources for
Courthouse Square renovation
4. Explore changing land use designations
adjacent to Courthouse Square
Other Staff Efforts:
1. Produce affordable housing units
2. Explore changing land use designations
adjacent to downtown creeks and parks
3. Update Fire Code for downtown mid rise
projects
4. Increase the level of downtown maintenance
service levels, including expanding service
along College Avenue and provide setup for
weekly events in Courthouse Square
5. Evaluate current regulations of downtown
clubs and bars
6. White House site mixed- use project
7. Caltrans agreement / parking lot development
8. Implement year two of the Economic
Development Strategy
9. Evaluate City Hall / Performing Arts Center
financing options, phasing, and feasibility
10. Enhance Downtown: programs and projects
11. Complete Station Area Plan
12. SMART / TORPA
13. Food and Wine
14. Review downtown parking policy, operations,
and standards
City Council Goals and SR2030 Vision
City Council Goals and SR2030 Vision - 26 -
15. Work to improve safety and the perception
of safety in the downtown
Thriving Diverse, Healthy & Safe
Neighborhoods
􀂃 Bolster code enforcement efforts
􀂃 Reduce the number of graffiti incidents
􀂃 Develop and adopt a timetable for the potential
annexation of Roseland
Two Year Staff Efforts toward Goal:
1. Develop recommendations to enhance code
enforcement within the Neighborhood
Revitalization Program and the Community
Development Department
2. Refine graffiti abatement program
3. Expand the Neighborhood Revitalization
Program
4. Address quality of life issues:
5. Graffiti eradication
6. Homeless and mentally ill
7. Neighborhood watch
8. Security cameras
9. Neighborhood Revitalization Program
10. Develop and promote more neighborhood
associations and increase their knowledge
about methods and City resources to address
neighborhood issues
11. Support annexation analysis/ negotiation
Other Staff Efforts:
1. Improve pedestrian and bicycle facilities for
safe and convenient travel throughout the
City
2. Coordinate efforts to integrate SRJC in the
community
3. Study pedestrian / bike bridge over 101 near
SRJC
4. Plan improvements to Sebastopol Road,
Mendocino Avenue, and Santa Rosa Avenue
5. Begin General Plan Update Process
6. Produce affordable housing
Open Space & Recreational Activities
􀂃 Complete Phase II of A Place to Play
􀂃 Break ground on Finley Senior Center expansion
Two Year Staff Efforts toward Goal:
1. Design, bid, and secure any additional needed
funding to complete Phase II of A Place To
Play with construction starting in June 2007
2. Identify funding strategy for staff resources
needed for ongoing operation and
maintenance of Phase II of A Place To Play by
opening of facility in September of 2009
3. Coordinate Finley Senior Center expansion
efforts
Other Staff Efforts:
1. Design Southwest Community Center
2. Develop Taylor Mountain/ Kawana Community
Park Master Plan
Creating Additional Transportation
Alternatives
􀂃 Develop a strategy for implementing and
expanding alternative transportation
􀂃 Increase the number of pedestrian pathways and
bike lanes with schools as a primary focus ( Staff
to review, revise, and recommend changes to be
achieved)
Two Year Staff Efforts toward Goal:
1. Complete the Short Range Transit Plan and
the Bicycle and Pedestrian Master Plan
2. Lobby for federal legislation increasing funding
for sustainable transit programs and
equipment
3. Improve pedestrian and bicycle facilities for
safe and convenient travel throughout the
City
Other Staff Efforts:
1. Start Mendocino Avenue Corridor Study
2. Expand CityBus service
3. Create a public transit corridor system for
high frequency travel along Mendocino and
Santa Rosa Avenues and along 3rd Street
using a solution such as Bus Rapid Transit
4. Leverage federal funds for hybrid vehicle
purchases
5. Implement an Automated Vehicle Locator
System ( AVL) at major transit hubs to provide
City Council Goals and SR2030 Vision
- 27 - City Council Goals and SR2030 Vision
real- time bus departure and arrival times and
other important information
More Inclusive Community
􀂃 Emphasize community involvement throughout all
City Council goals
􀂃 Develop a comprehensive evaluation of how
affordable housing is funded and approved
Two Year Staff Efforts toward Goal:
1. Evaluate current community involvement
efforts and research other cities and
approaches
2. Update affordable housing funding policy
analyses and present to City Council for
direction and consideration
Other Staff Efforts:
1. Develop training on community involvement
methods and practices.
2. Building social capital in the community
3. Produce affordable housing
4. Respond to threatened loss of mobile home
rent control
5. Implement Family Self Sufficiency Program
6. Expand diversity/ inclusivity efforts
7. Continue to develop a workforce reflective of
the community
Deliver a Safe and Efficient Transportation
System
􀂃 Complete major street reconstruction projects
􀂃 Implement three major corridors with an
Intelligent Transportation System
Two Year Staff Efforts toward Goal:
1. Minimize traffic delays through implementa-tion
of three Intelligent Transportation
Systems ( ITS) and capital projects
a. Install an Intelligent Transportation System
on College Avenue, Santa Rosa Avenue,
and either Farmers or West Steele Lane
b. Aggressively seek grant funding for City’s
Intelligent Transportation System
2. Complete major street reconstruction
projects
a. Santa Rosa Avenue
b. Stony Point Road
c. Colgan Avenue
3. Continue focus on Traffic Safety
a. Aggressive enforcement
b. Public education
c. Traffic engineering
d. Grant opportunities
e. RedFlx Red Light Program
f. Leverage funding for Farmers Lane
Extension by combining impact fees,
Measure M, and State Infrastructure Bond
Act resources to accelerate the schedule
for the project
Other Staff Efforts:
1. Seek regional funding to close the needs gap
in pavement resurfacing
2. Implement an Automated Vehicle Locator
System ( AVL) at major transit hubs to provide
real- time bus departure and arrival times and
other important information
3. Improve pedestrian and bicycle facilities for
safe and convenient travel throughout the
City
City Council Goals and SR2030 Vision
City Council Goals and SR2030 Vision - 28 -
Develop Regional Gang Prevention and
Intervention
• Coordinate a stable regional gang prevention and
intervention effort
• Reduce gang violence by one half within four
years
Two Year Staff Efforts towards Goal:
1. Continue and expand major efforts recently
implemented through local sales tax Measure
O gang prevention and intervention funding
including:
a. After- school programs targeting high risk
youth
b. Non- profit gang prevention grant program
2. Promote youth employment programs
3. Reduce gang violence
a. Strong local and regional law enforcement
effort
b. Mayors Gang Prevention Task Force
Policy
c. Intervention and prevention
d. Engaging ethnic communities
Maintain a Leadership Role in the Region
for Environmental Initiatives
􀂃 Support a reduction in greenhouse gas emissions
􀂃 Evaluate existing policies and consider policy
modifications to increase water conservation and
reuse
􀂃 Continue work on Climate Protection Campaign
and energy conservation efficiency
Two Year Staff Efforts toward Goal:
1. Develop policy options for Council
consideration to reduce greenhouse gases
2. Develop policy options for Council
consideration to expand water conservation
and reuse
3. Develop long term agreement with CalPine
for increased delivery of recycled water
( CMO)
4. Provide public education and outreach about
water conservation and environmental efforts
Other Staff Efforts:
1. Continue involvement in the California Tiger
Salamander ( CTS) process
2. Continuing legal support for major Utilities
Department projects
a. IRWP – Discharge Compliance Project
b. IRWP Urban Re- use Project
c. IRWP Seasonal Storage Project
d. Appeal of NPDES discharge permit
e. Rate and fee setting processes
3. Adopt citywide Creek Master Plan
Promote a Healthy and Growing Economic
Base
􀂃 Develop strategies to retain, expand, and attract
high revenue producing projects / businesses
􀂃 Encourage projects that promote innovative
entrepreneurship
􀂃 Encourage high wage job creation
Two Year Staff Efforts toward Goal:
1. Implement year two of Council approved
Economic Development Strategy and work
plan
2. Supplement and support Downtown
programs and projects
3. Create cross- departmental teams to
streamline business relocation and
development and Downtown event
production
4. Develop and implement a program to foster
growth of a clean technology business cluster
Provide Resources for Seniors and Youth
Two Year Staff Efforts toward Goal:
City Council Goals and SR2030 Vision
- 29 - City Council Goals and SR2030 Vision
1. Complete Phase II of A Place to Play
2. Complete Finley Senior Center
Other Staff Efforts:
1. Complete Recreation and Parks Master Plan
2. Continue Mayor’s ad- hoc committee on
senior and disabled issues
3. Expand fire and life- safety education targeting
youth and seniors
4. Expand relationships with other agencies and
organizations involved with seniors and youth
( i. e. transportation, transit, healthcare, and
education)
Organizational
􀂃 Promote interdepartmental collaboration
􀂃 Identify strategies to reduce staff loss
􀂃 Ensure Santa Rosa is on the leading edge for
technology
- Access to franchise- based video entertainment
service throughout the community
- Access to high- speed Internet throughout the
community
- City organization uses leading edge
technology
- Wireless Internet service in key City zones
􀂃 Continue community disaster preparedness and
City disaster team training
􀂃 Increase the awareness of City accomplishments
and initiatives
Partial List of Staff Efforts:
1. Continue coordinated customer service
improvement efforts started as part of
previous Council goal setting.
2. Explore long- term fiscal ability to enhance
employee compensation in order to recruit
and retain qualified employees
3. Foster public involvement and the exchange of
information through the City’s website and
improve access to public records via the web
4. Pursue City technology strategic plan
5. Expand Citizens Organized to Prepare for
Emergencies ( COPE) program
a. Develop the communication infrastructure
of COPE with radios at each fire station
b. Complete video on COPE in English and
Spanish
6. Train Emergency Operations Center Staff on
federal and State response procedures
7. Develop an emergency simulation exercise for
the Emergency Operations Center in 2007
8. Work with community non- profits involved
with first responder or disaster recovery
efforts to ensure their ability to operate
following a disaster
9. Work to establish public information staff
resources to assist with public outreach about
the mission, goals, and accomplishments of
the City.
- 31 - Measure O Overview
Measure O Overview
In November 2004, the voters in Santa
Rosa passed Measure O which increased sales
tax by a quarter cent to fund Police, Fire, and
Gang Prevention programs. The proceeds from
the tax are divided 40%, 40% and 20%
respectively. Because the revenue from this
increase is intended to fund specific programs,
the increase was considered a “ special tax” and
as such, had to pass with a 2/ 3 majority vote.
The City began receiving revenue from the tax
increase in May of 2005. It is estimated that the
annual revenue generated by this tax will be $ 7
million.
Measure O funding is to be spent based on
an Implementation Plan established by the City
Council. This plan provides funding for a
variety of specific programs benefiting the
community, including: additional Fire and Police
department personnel and equipment; four
interim fire stations in various locations
throughout the City, including the Southwest
area; and gang prevention and youth programs
run by the Recreation and Parks department. A
copy of the implementation plan is attached.
To ensure the proper use of Measure O
funds, a citizen oversight committee was
appointed by the City Council. This
committee’s mission is to ensure that all
revenues received are spent only on permissible
uses, which are defined in the ordinance
establishing the special tax. The citizen
oversight committee reviews Measure O
appropriations prior to the City Council budget
hearings and reports to the City Council on the
use of the previous year’s funds each fall.
Measure O will provide for the funding of
nine new fire positions in fiscal year 2007/ 08.
These positions will be used to staff the new
fire station at Mendocino and Steele.
Consistent with the implementation plan, no
new permanent staff additions are included in
the 2007/ 08 Police and Gang Prevention
Measure O budgets.
Measure O Overview
Measure O Overview - 32 -
FIRE - MEASURE O: 2006/ 07 2007/ 08
Current Proposed
Category Budget Budget
Salaries 273,658 1,067,594
Benefits 135,186 534,946
Services and Supplies 105,000 122,000
Capital - Fire Engine 308,000 425,000
Total Operating 821,844 2,149,540
Interim Fire Stations ( CIP) 1,342,000 350,000
TOTAL FIRE - MEASURE O 2,163,844 2,499,540
POLICE - MEASURE O: 2006/ 07 2007/ 08
Current Proposed
Category Budget Budget
Salaries 1,468,497 1,615,580
Benefits 708,930 800,836
Services and Supplies 360,402 249,276
Capital - Vehicles 466,300 466,308
Total Operating 3,004,129 3,132,000
Projects 163,400 -
TOTAL POLICE - MEASURE O 3,167,529 3,132,000
GANG PREVENTION / INTERVENTION - 2006/ 07 2007/ 08
MEASURE O: Current Proposed
Category Budget Budget
Salaries 672,049 701,981
Benefits 162,139 160,055
Services and Supplies 6 6,381 112,598
Grants Program 490,000 514,500
Capital - -
Total Operating 1,390,569 1,489,134
TOTAL GANG PREV - MEASURE O 1,390,569 1,489,134
TOTAL - ALL MEASURE O FUNDS 6,721,942 7,120,674
Measure O - Proposed Budget
Fire, Police & Gang Prevention / Intervention
FY 2007/ 08
Measure O Overview
- 33 - Measure O Overview
City of Santa Rosa
Sales Tax Initiative - Implementation Plan ( as amended 8/ 15/ 06)
Fire Department ( Est. Annual Revenue Allocation $ 2.8 Million)
Year Program One Time On- Going Total
2005- 06 Construct Interim Fire Station 11 ( Mendocino/ Jr. College Area) 300,000 -
Construct Interim Fire Station 5 ( Fountaingrove) 300,000 -
Additional Firefighters ( Engine 6) - 348,000
Purchase Fire Engine 352,000
Advanced Life- Support ( ALS) Equipment 46,000 -
Total Estimated Costs for 2005- 06 998,000 348,000 1,346,000
2006- 07 Construct Interim Fire Station 11 ( Mendocino & Steele) 450,000 -
Relocate Interim Fire Station 5 ( Fountaingrove) 450,000 -
Upgrade One Engine to ALS 25,000 24,000
Construct Permanent Fire Station 10 ( partial cost) 442,000 -
Operational Costs of Interim Fire Station 10 5 ,000 -
Purchase Fire Engine Equipment 75,000 -
Purchase Wildland Fire Engine 308,000 -
Recruiting Expense 29,000 -
Continued Staffing Costs of Engine 6 - 240,000
Total Estimated Costs for 2006- 07 1,784,000 264,000 2,048,000
2007- 08 Construct Interim Fire Station 9 ( Southeast) 350,000 -
Full Time EMS Coordinator - 50,000
Upgrade Second Engine to ALS 25,000 24,000
Maintain ALS Engine - 24,000
Purchase of Fire Engine and Equipment 425,000 -
Continued Staffing Costs of Engine 6 - 252,000
Staffing and Operational Costs of Station 11 - 1,369,000
Total Estimated Costs for 2007- 08 800,000 1,719,000 2,519,000
2008- 09 Full Time EMS Coordinator - 50,000
Maintain Two ALS Engines - 48,000
Continued Staffing for Engine 6 - 288,000
Staffing and Operational Costs of Station 11 - 1,369,000
Staffing and Operational Costs of Station 9 ( 8 months) - 913,000
Total Estimated Costs for 2008- 09 - 2,668,000 2,668,000
2009- 10 Continued Staffing for Engine 6 - 312,000
Staffing and Operational Costs of Station 11 - 1,369,000
Staffing and Operational Costs of Station 9 - 1,369,000
Maintain Two ALS Engines - 48,000
Full Time EMS Coordinator - 50,000
Draw From Accumulated Reserves, If Necessary - ( 348,000)
Total Estimated Costs for 2009- 10 - 2,800,000 2,800,000
2010- 11 Continued Staffing for Engine 6 - 348,000
and Staffing and Operational Costs of Station 11 - 1,369,000
Beyond Staffing and Operational Costs of Station 9 - 1,369,000
Draw From Accumulated Reserves, If Necessary - ( 286,000)
Total Estimated Costs for 2010- 11 and future years - 2,800,000 2,800,000
Estimated Costs
Measure O Overview
Measure O Overview
- 34 -
City of Santa Rosa
Sales Tax Initiative - Implementation Plan ( as amended 8/ 15/ 06)
Police Department ( Est. Annual Revenue Allocation $ 2.8 Million)
Year Program One Time On- Going Total
2005- 06 Patrol Services
Additional Staffing and Operational Costs - 117,425
Continued Staffing of Additional Positions - 149,500
One- time Services & Equipment 500,000 -
Vehicles 409,700 -
Total Estimated Costs for 2005- 06 909,700 266,925 1,176,625
2006- 07 Patrol Services
Additional Staffing and Operational Costs - 203,300
Continued Staffing of Additional Patrol Services - 1,249,000
Gang Enforcement Staffing Costs ( limited five- year funding) 94,000 -
One- time Services & Equipment 163,400 -
Vehicles 409,700 -
Downtown Services
Additional Positions and Operational Costs - 431,800
Traffic Services
Additional Positions and Operational Costs - 288,800
Vehicles 56,600 -
Support Services
Additional Positions and Operational Costs - 160,800
Total Estimated Costs for 2006- 07 723,700 2,333,700 3,057,400
2007- 08 Patrol Services
thru Additional Staffing and Operational Costs - 203,300
2010- 11 Continued Staffing of Additional Patrol Services - 1,249,000
Gang Enforcement Staffing Costs ( limited five- year funding) 94,000 -
Vehicles 409,700 -
Downtown Services
Additional Positions and Operational Costs - 431,800
Traffic Services
Additional Positions and Operational Costs - 288,800
Vehicles 56,600 -
Support Services
Additional Positions and Operational Costs - 160,800
Total Estimated Costs for 2007- 08 thru 2010- 11 560,300 2,333,700 2,894,000
2011- 12 Patrol Services
and Additional Staffing and Operational Costs - 203,300
Beyond Continued Staffing of Additional Patrol Services - 1,249,000
Vehicles 409,700 -
Downtown Services
Additional Positions and Operational Costs - 431,800
Traffic Services
Additional Positions and Operational Costs - 288,800
Vehicles 56,600 -
Support Services
Additional Positions and Operational Costs - 160,800
Total Estimated Costs for 2011- 12 and Future Years 466,300 2,333,700 2,800,000
Estimated Costs
Measure O Overview
Measure O Overview
- 35 -
City of Santa Rosa
Sales Tax Initiative - Implementation Plan ( as amended 8/ 15/ 06)
Gang Prevention/ Intervention ( Estimated Annual Revenue Allocation $ 1.4 Million)
Year Program One Time On- Going Total
2005- 06 Add 10 New Program Sites*
Program Operation/ Staffing Costs-- 10 New Sites - 240,000
Additional Staffing Costs for Gang Prevention/ Intervention - 122,750
Continued Staffing Costs in Gang Prevention/ Intervention - 294,720
Develop grant process/ outcome measures - 83,475
Start up operational costs to house, train and equip staff 43,945 -
Total Estimated Costs for 2005- 06 43,945 740,945 784,890
2006- 07 Add Five New Program Sites*
Program Operation/ Staffing Costs-- 5 New Sites - 145,000
Continued Program Operation/ Staffing Costs - 290,000
Additional Staffing Costs for Gang Prevention/ Intervention - 60,000
Continued Staffing Costs for Gang Prevention/ Intervention - 408,720
Grants Program - 490,000
Total Estimated Costs for 2006- 07 - 1,393,720 1,393,720
2007- 08 Add Two New Program Sites*
And Program Operation/ Staffing Costs-- 2 New Sites - 58,000
Beyond Continued Program Operation/ Staffing Costs - 435,000
Continued Staffing Costs for Gang Prevention/ Intervention 468,720
Grants Program 490,000
Draw From Accumulated Reserves, If Necessary - ( 50,000)
Total Estimated Costs for 2007- 08 and Future Years - 1,401,720 1,401,720
* Site implementation will be based on available resources, ability to establish given program site, & community input
Estimated Costs
Budget Process
- 37 -
Budget Process
Santa Rosa’s budget cycle runs from
December through June. The City is on a fiscal
year ending June 30 and is required to have an
adopted budget before that date. In December,
budget assumptions are compiled for all
expenditure categories. Included are
assumptions for salary increases where
bargaining units are under contract, estimated
benefit cost increases and an assumption for
increases in supplies and other expenses. In
January, revenues are analyzed and a high level
forecast for the upcoming year is prepared.
Expenditure assumptions are compared with
proposed revenues and it is determined if
budget cuts are necessary or additional
departmental needs can be funded. Budget
guidelines are then prepared and forwarded to
departments for their use during the budget
process.
In January, the City Council conducts a goal
setting session. Information from the session is
forwarded to departments for inclusion into
their budget request. A letter is prepared by
the Mayor that goes out to business and
community groups asking for feedback on items
to be included in the upcoming budget and
offering presentations on the City’s finances. A
public hearing is held in late January to solicit
additional input from the citizens of Santa Rosa
on budget priorities.
Departments use January, February and
early March to prepare their operations and
maintenance budgets based on the above-mentioned
guidelines and public input. During
March, these budgets are compiled by the
budget team and reviewed with the City
Manager. After any adjustments are made, the
budget requests are then reviewed with the City
Council Budget Subcommittee. These reviews
are typically held in April and early May. The
Subcommittee is made up of three Council
Members, the City Manager, Deputy City
Manager and the budget team. After the
reviews are completed, a study session with the
full City Council is held in late May and they are
provided with an update on the budget. A draft
budget document is then prepared and is
available for public review on or about June 1.
Public hearings on the budget are held in mid-
June and the budget is adopted thereafter.
City of Santa Rosa Annual Budget Process
RESIDENTS MAYOR &
CITY COUNCIL
CITY
ADMINISTRATION
Input on Budget Priorities and
Direction through:
• Direct Contact with Mayor
and City Council
• Community Input via Council
Meetings, Study Sessions,
internet
Annual Report of Prior Year
Financial Results
• Fall Financial Report to City
Council and Community on
results achieved.
City Council Goal Setting
Sessions
Conduct staff Strategic Planning
Sessions
Initial Public Hearing on
Proposed Budget
• City Council meets to receive
public input on Proposed
Budget
Mayor’s Letter to the Public
• Advises the public of specifics
of the budget process and how
they may provide input.
Submit to Council City Manager’s
Budget Assumptions and
Updated 5- Year Forecast and
Revenue Projections for the
General Fund and Capital
Improvement Program
Projects revenues for next 5- Year
period and assures General Fund
service levels at status quo
Finalize Proposed
Business/ Action Plans and
Budget Strategies
City staff incorporates strategic
planning and City Council direction
into results- driven spending plans
Evaluate Budget Balancing
Strategies and All Other Budget
Issues
Analyze budget balancing strategies
and other service delivery options
within context of fiscal outlook
Review Proposed Budget in
Budget Subcommittee meetings
Working sessions with City
Manager, Council Budget
Subcommittee and department
representatives to review details of
the Proposed Budget
Release Proposed Operations &
Maintenance Budget/ Capital
Improvement Program
Working documents released for
review by City Council and Budget
Subcommittee
Public Hearing on Proposed
Budget
Last opportunity for public input
on Proposed Budget
Release of Mayor and City
Council Budget Documents
Draft budget document prepared
and available for public review by
June 1. Mayor’s Final Proposed
Budget Modification
Memorandum
Changes to Proposed Budget
based on feedback from City
Council and Public
Final City Council Budget Adoption and Final Document Released
October
November
December
January
February
March
April
May
June
CITY AND ORGANIZATION
OVERVIEW
- 39 -
City of Santa Rosa
Organization Chart
Santa Rosa
Community
Commissions City Council Boards
City Manager City Attorney
Deputy City
Manager Administrative
Services
Finance
Fire
Police
Economic
Development and
Housing
Transit &
Parking
Community
Development
Public Works
Recreation &
Parks
Utilities
Human
Resources
- 41 - City at a Glance
T h e C i t y o f S a n t a R o s a
City at a Glance
Santa Rosa is the County seat and center of
trade, government, commerce and medical
facilities for the North Bay area. The area
surrounding Santa Rosa is home to over a
hundred wineries and vineyards, and to many
beautiful parks and recreational facilities. It has
nearly every attraction of a major city, with its
symphony, performing arts center, theater
productions and internationally- recognized
restaurants. And yet, the city has somehow
retained the warmth and small- town feel of
decades past.
With fine schools that include a renowned
junior college, a wealth of businesses and
services, a nearly endless array of recreational
opportunities and a superb climate in which to
enjoy them, Santa Rosa is a combination of
elements that create a vibrant community.
Located just 55 miles north of San Francisco
and 30 miles east of the Pacific Ocean, Santa
Rosa is close to nearly 200 Sonoma County
wineries and 16 golf courses. Other available
recreational pursuits include hot air ballooning,
spas and river sports, not to mention the
famous Sonoma County cuisine.
Santa Rosa is home to the Sonoma County
Museum, which hosts a variety of exhibits
throughout the year, and the new Charles M.
Schulz Museum and Research Center, a tribute
to the life and art of one of our most famous
citizens. As the weather warms, an array of
booths featuring food, agricultural products and
arts and crafts can be found along Fourth Street,
at the Wednesday Downtown Market.
On summer evenings, there are outdoor
concerts in Juilliard Park and Courthouse Square
that fill the air with music. Live theatre is
available at the Santa Rosa Junior College
Summer Repertory Theatre or by attending an
event at the Wells Fargo Center for the Arts.
Santa Rosa also hosts a Civic Artwalk — a
walking tour of artwork on loan to the City for
display and changed each year.
And, Santa Rosa is the chosen spot where
famed horticulturist, Luther Burbank,
experimented with plants for most of his 50-
year career. His home, greenhouse and
gardens, as well as the Gift Shop and Museum,
are a well- loved City treasure.
City at a Glance - 42 -
History
Santa Rosa's history is rich in culture and
many different groups have called the area their
home. Pomo, Miwok, and Wappo Indians
originally populated the area, followed by the
Spanish in the early 1800s. The first deeded
land was held as the Rancho Cabeza de Santa
Rosa and was given to Señora Maria Ignacia
Lopez de Carrillo by Spanish authorities.
Señora Carillo was the mother- in- law of
General Vallejo, commander of the Mexican
forces north of the Presidio of San Francisco. In
1837, the Señora built an adobe structure at the
junction of ancient Native American trading
routes near present- day Farmers Lane and
Highway 12. The ruins still stand today adjacent
to St. Eugene's Church.
According to popular legend, this area was
named Santa Rosa by Father Juan Amorosa.
After baptizing a young Native American woman
in a stream, he followed the usual custom of
naming rivers and creeks for saints.
Because the baptism took place on the day
of the Feast of Santa Rosa de Lima, Santa Rosa
was the name given to the stream ( and later to
the whole valley) as well as to the young woman
who was baptized.
The discovery of gold and California's
statehood gradually produced more traffic along
the roads past Santa Rosa. Some who originally
came seeking gold realized that farming in the
rich Santa Rosa valley would bring them even
more wealth. An agricultural community soon
flourished.
In the early 1850s, other travelers came to
Santa Rosa to establish commercial ventures.
Three enterprising business men, Berthold
" Barney" Hoen, Feodor Gustav Hahman and
William Hartman rented the Carrillo Adobe and
opened Hoen & Company. Hoen and his
partners soon purchased another tract of land a
mile downstream which had originally belonged
to Julio Carrillo, son of the Señora. This land
was next to a tract still in Julio's ownership.
Convincing Julio to join their partnership, they
plotted out a town and called it Santa Rosa,
offering lots for $ 25 each.
Barney Hoen, sensing the political and
economic currents, started a campaign in 1854
to bring the county seat to Santa Rosa. He
promised that he and others would donate land
for the Courthouse and he and Julio Carrillo
offered to donate land for a town square. Their
promise worked and county residents voted to
transfer the county seat from Sonoma to Santa
Rosa. Once the vote was in, a mule team was
dispatched to physically move the County
archives, and the deed was done.
In 1867, the town of just a few hundred
residents was granted incorporation by the
County Board of Supervisors. The State of
California affirmed the incorporation in 1868,
and that is considered the year of Santa Rosa's
official birth. The next seven years saw the
population increase tenfold.
Barney Hoen
Feodor
Hahman
Julio Carrillo
- 43 - City at a Glance
History
Luther Burbank
Luther Burbank
was born in Lancaster,
Massachusetts, on
March 7, 1849. In
California, his birth-day
is celebrated as
Arbor Day and trees
are planted in his
memory. The famed
horticulturist made
his home in Santa
Rosa for more than
50 years and it was
here that he
conducted plant-breeding
experiments that brought him world
renown.
One of Burbank's goals was to manipulate
the characteristics of plants and thereby
increase the world's food supply. Burbank
developed an improved spineless cactus which
could provide forage for livestock in desert
regions. During his career, Burbank introduced
more than 800 new varieties of plants —
including over 200 varieties of fruits, many
vegetables, nuts and grains, and hundreds of
ornamental flowers.
Burbank was a friend of both Thomas
Edison and Henry Ford, and both men visited
the Burbank home. It was Burbank's legacy that
cast the City of Santa Rosa as the City Designed
for Living and inspired the annual Rose Parade
which celebrates Burbank's memory and
showcases the people and talents of the
community.
On Burbank's death in 1926, he was buried
near his greenhouse on the grounds of his
home. Burbank's home and garden are located
in downtown Santa Rosa, and have been
certified as Registered National, State, City and
Horticultural Historical Landmarks.
The museum and grounds, located at Santa
Rosa and Sonoma Avenues in Santa Rosa, offer a
delightful way to spend an afternoon and a
chance to learn more about Burbank’s life.
More than an acre of gardens include many
of Luther Burbank's unique horticultural
contributions. Cactus, walnuts, and fruit trees
are living reminders of Burbank's handiwork.
Visitors can follow Burbank's life work with
a self- guided tour. Special garden areas focus on
medicinal herbs, cutting flowers, roses, wildlife
habitats, and ornamental grasses.
Many unusual varieties of plants and new
horticultural introductions are represented.
Several of Burbank's originals thrive here.
" I firmly believe, from
what I have seen, that this
is the chosen spot of all
this earth as far as Nature
is concerned."
-- Luther Burbank 1849- 1926
City Profile and Demographics
- 45 -
City Profile and Demographics
2007
LOCATION
The city of Santa Rosa is located in central
Sonoma County, about 55 miles north of
San Francisco. Major access to Santa Rosa
is from Highways 101 and 12.
CLIMATE
Santa Rosa has a Mediterranean climate,
with moderate temperatures year round.
High Low
Average temperatures: Jan 58 40
Mar 65 44
Jun 80 52
Sep 82 53
Average rainfall: 31 inches annually
POPULATION CHARACTERISTICS
2007 Population: 157,985 2020 Population: 195,300 ( projected)
Average Household Size: 2.52 persons Median Household Income: $ 75,100
Educational attainment: Gender: Female - 51% Male - 49%
High School Grad or above: 84% Median Age: 36
Bachelor’s Degree or above: 25%
AGE DISTRIBUTION
AREA
Santa Rosa contains 40.97 square miles. Its
Urban Growth Boundary includes 45 square
miles. The city is 167 feet above sea level.
ETHNICITY
City Profile and Demographics
- 46 -
City Profile and Demographics
HOUSING CHARACTERISTICS
Total housing units: 62,964
Median Home Sales Price: $ 485,000
Average Rent
􀂃 Studio: $ 695
􀂃 One bedroom: $ 947
􀂃 Two bedroom: $ 1,154
Owner occupied units: 58%
Renter occupied units: 42%
GROWTH AND TRENDS
1980 1990 2000 2020
Santa Rosa Population 83,300 133,300 147,600 195,300
Sonoma County Population 299,700 388,200 458,600 NA
Average Annual Growth Rate 1980 - 1990: 3.2% Average Annual Growth Rate 1990 - 2000: 2.7%
BUILDING PERMITS
Residential Units
Commercial Square Footage
2001 2002 2003 2004 2005 2006
New 577,000 284,600 284,600 387,247 406,270 222,340
Addition 3,000 9,000 9,000 0 379,000 746,300
TOTAL 580,000 293,600 293,600 387,247 387,247 968,640
0
200
400
600
800
1000
2000
2001
2002
2003
2004
2005
2006
Housing Units by Type
61%
9%
26%
4%
Single
Family
Detached
Single
Family
Attached
Multi- Family
Mobile
Home
City Profile and Demographics
- 47 -
City Profile and Demographics
EMPLOYMENT
Employed Santa Rosans by Job Type Employed Santa Rosans’ Place of Work
Management/ Professional 24,762 Santa Rosa 58%
Sales 20,084 Outside SR, in Sonoma County 33%
Services 11,565 Outside SR and Sonoma County 9%
Transportation 8,994
Construction 6,461
Farming 647 Unemployment rate: 4.2%
TOTAL EMPLOYED RESIDENTS 72,513
Major Employers
Agilent Technologies Medtronic AVE
Amy’s Kitchen Santa Rosa City Schools
City of Santa Rosa Santa Rosa Junior College
County of Sonoma SBC Communications
JDS Uniphase State of California
Kaiser Permanente Sutter Medical Center
TRANSPORTATION
Airport Access Bus Transportation
Charles M. Schulz- Sonoma Co. Airport: 6 miles Santa Rosa CityBus
Oakland International Airport: 65 miles Sonoma County Transit
San Francisco International Airport: 60 miles Golden Gate Transit
Mendocino Transit Authority
Highways Greyhound Lines
U. S. Highway 101
State Highway 12 Rail
AMTRAK bus to Martinez station
UTILITIES
Cable:
Comcast 800- 266- 2278
Electricity & Natural Gas:
Pacific Gas & Electric 800- 743- 5000
Garbage:
North Bay Corporation 707- 586- 5533
Sewer and Water:
City of Santa Rosa 707- 543- 4200
Telephone:
SBC California 800- 310- 2355
EDUCATION
Seven elementary school districts
One high school district
Elementary Schools: 33
Middle Schools: 5
High Schools: 6
Various Private Schools
Santa Rosa Junior College
Empire College
New College of California
USF - North Bay Campus
City Profile and Demographics
- 48 -
City Profile and Demographics
SHOPPING
Coddingtown Mall - Guerneville Road
Gottschalk’s, Macy’s, JCPenney
Downtown and Railroad Square
Antique and Specialty Shops
Montgomery Village - Farmers Lane
Coldwater Creek, Sharper Image
Santa Rosa Marketplace - Santa Rosa Avenue
Best Buy, Costco, Target, Trader Joe’s
Santa Rosa Plaza - B Street, downtown
Macy’s, Mervyn’s , Sears
Santa Rosa Town Center - Santa Rosa Avenue
Borders, Good Guys, Michael’s
PARKS
City Facilities
45 Neighborhood Parks 160 acres
8 Community Parks 154 acres
4 Special Facilities 53 acres
TOTAL 367 acres
Regional Facilities
Annadel State Park 4,913 acres
Hood Mountain Regional Park 1,450 acres
Spring Lake County Park 320 acres
Howarth Community Park 152 acres
TOTAL 6,835 acres
POINTS OF INTEREST
Luther Burbank Home & Gardens
Santa Rosa and Sonoma Avenues
Charles M. Schulz Museum
West Steele and Hardies Lane
Sonoma County Museum
Seventh and B Streets
Downtown and Railroad Square
Fourth Street and environs
Santa Rosa Junior College Planetarium
Mendocino and Elliot Avenues
Jesse Peter Memorial Museum
Mendocino and Elliot Avenues
Seven Historic Preservation Districts
Surrounding Downtown
MEDICAL FACILITIES
Kaiser Foundation Hospital - 117 beds
Santa Rosa Memorial Hospital - 192 beds
Sutter Medical Center - 175 beds
Sutter Warrack Hospital - 69 beds
- 49 - Year in Pictures
The Year in Pictures
On a beautiful February afternoon, the AMGEN Tour of California brought the drama and excitement of
professional bicycling to Santa Rosa with a stage that raced through downtown. The world's top professional teams
competed in an eight- day, 700- mile race on a route that included the California redwoods, wine country and the
Pacific Coast. Aside from being a breathtaking spectator experience, the tour raised funds for cancer care and
treatment.
The Year in Pictures
Year in Pictures - 50 -
2007 will be Snoopy's " Joe Cool" Summer in Santa Rosa. This is the final
year for the popular Peanuts on Parade Program in our community, and we have
almost 100 " Joe Cools" scattered throughout our city. Dozens of talented artists
participated in a 5- day paint- off at the fairgrounds – once again, their talent did not
disappoint!
The Year in Pictures
Year in Pictures
- 51 -
The five- year anniversary of September 11 was commemorated by Santa Rosa Firefighters Local- 1401 and the
Santa Rosa Fire Department, honoring the sacrifices and paying tribute to the First Responders who gave their lives on
9/ 11/ 01. Over 200 people attended the event in Courthouse Square at 6: 59 a. m.
The ceremony included a moment of silence, bagpipes, sounding the fire bell, words from Mayor Jane Bender,
and the reading of each of the 343 names of firefighters, 23 NYPD officers, and 38 Port Authority officers who were
lost that day.
SUMMARY FINANCIAL INFORMATION
FTE Summary
- 53 -
FTE Summary
Full Time Equivalent Position Changes
During the FY 2007/ 08 budget, the City is
proposing to add a net of 37.35 full time
equivalent ( FTE) positions. These positions can
be categorized into four main groups: public
safety positions, maintenance and customer
service positions, enterprise fund and internal
service fund positions, and City administrative
positions.
The Police and Fire Departments are adding
a net of 11 FTEs. The Police Department has
proposed eliminating a currently- vacant Deputy
Police Chief position and adding 3 non- sworn
personnel. These positions will relieve some of
the administrative workload that currently falls
to senior management. The Fire Department,
with the opening of the Mendocino / Steele Lane
fire station, will be staffing the station with 3
Firefighters, 3 Fire Engineers, and 3 Fire
Captains.
The City continues to focus on providing
excellent customer service in all areas and
improving its maintenance services. A number
of departments will add a total of 8.95 positions
( including 2 limited term) dedicated to
improving customer service and maintenance
issues. These positions include 1.95 positions in
Recreation and Parks, 3 customer service
representatives in Utility Billing, 1 position in
Transit, and 1 position that will serve as a city-wide
webmaster for the City’s public internet.
In addition, Public Works will add an Electrician
to maintain street lights city- wide and a Skilled
Maintenance Worker to improve downtown
maintenance services.
Enterprise and internal service funds will
add 12 positions in FY 2007/ 08. These positions
will support Information Technology projects,
Transit and Parking services, wastewater
treatment and laboratory testing, and Economic
Development and Housing programs.
Finally, the City is proposing to add 5.4
positions in a variety of City administration
areas. These include 0.5 positions in the City
Attorney’s office, 1.6 positions in Human
Resources, 1 position in Administrative Services,
0.5 positions in Finance, and 1 position in Public
Works. Additionally, 1 position is being added
in the City Manager’s office to serve as a public
information officer for the City.
FTE Summary
FTE Summary - 54 -
Total positions for the 2007/ 08 budget year are projected at 1,387.35 City wide. The table below
summarizes positions by Department, for FY 2004/ 05, FY 2005/ 06 and 2006/ 07, and shows the budget
projection for 2007/ 08.
* In 2006/ 07, the Finance function of the Administrative Services Department was established as its own
department; prior to 2006/ 07, the FTE count above represents the previously combined Administrative
Services and Finance Departments.
Detailed position classifications and salary ranges by department are available on the City’s website at:
http:// ci. santa- rosa. ca. us/ hu/ salaryplan/ salpln. asp
DEPARTMENT FY 2004/ 05 FY 2005/ 06 FY 2006/ 07 FY 2007/ 08
Administrative Services* 105.35 108.85 65.00 68.00
City Attorney 15.85 15.55 15.80 16.30
City Manager 11.00 12.00 12.00 13.00
Community Development 68.50 66.50 71.20 71.20
Economic Development and Housing 32.00 33.00 34.00 37.00
Finance* ( see note below) 53.85 58.35
Fire 137.50 141.00 145.75 154.75
Human Resources 13.20 13.20 13.40 15.00
Police 266.75 272.25 280.25 282.25
Public Works 182.75 188.00 189.00 192.00
Recreation and Parks 115.55 117.30 118.75 120.50
Transit and Parking 90.55 103.30 111.00 114.00
Utilities 223.75 231.25 240.00 245.00
Total Positions 1,262.75 1,302.20 1,350.00 1,387.35
- 55 - All City Funds Schdule
All City Funds Schedule
The “ All City Funds” schedule on the following page groups the City’s funds into five categories:
􀂃 General Fund
􀂃 Enterprise Funds
􀂃 Special Revenue Funds
􀂃 Other Funds
􀂃 Housing Authority
􀂃 Redevelopment Agency
The first four groups are the operating funds of the City, and the last two are special classes of funds.
The General Fund is the primary fund of the City, used to account for all revenues and expenditures of the
City not legally restricted as to use. This fund is used to accumulate the cost of the City’s general operations
The majority of funding for City operations and most of the City’s services is derived from the first four
groups. The budget for the Redevelopment Agency is adopted separately by the City Council.
The “ All City Funds” schedule consolidates all funds City wide and presents the total available
resources and total use of resources, including beginning fund balances, revenues, expenditures, transfers in
and transfers out. Estimated reserves at the beginning of the new fiscal year are shown at the top of the
report. These amounts are calculated based on forecasted activity for the remainder of the prior fiscal year.
Anticipated revenues are included in the next section of the report. Transfers in are indicated on the next
line. It should be noted that transfers in typically offset the transfers out line later in the report.
Expenditures are listed by department for each funding source in the next section. The net activity of each
fund is summarized on the surplus ( deficit) line of the report. Finally, estimated reserves available at the end
of the fiscal year are calculated based on the activity mentioned above.
Departmental expenditure information reflected in the “ All City Funds” schedule includes the cost to
the user departments of services provided by “ Internal Service Funds”. Departments are charged for
information technology, fleet repair and replacement, and insurance costs. Internal Service Fund financial
information is summarized later in this document.
All City Funds Schedule - 56 -
All City Funds Schedule – Fiscal Year 2007/ 08
( Amounts in Thousands)
SPECIAL
GENERAL ENTERPRISE REVENUE OTHER HOUSING REDEVELOPMENT TOTAL
FUND FUNDS FUNDS FUNDS AUTHORITY AGENCY ALL FUNDS
ESTIMATED RESERVES-JUNE
30, 2007 24,076 57,481 20,844 526 3,357 11,148 117,432
REVENUES:
Sales Tax 34,229 620 9,004 - - - 43,853
Property Tax 22,419 - - 45 - 6,752 29,216
Other Taxes 26,795 514 - - - - 27,309
Vehicle License Fees 12,574 - - - - - 12,574
Licenses & Permits 2,410 - - - - - 2,410
Fines & Forfeits 1,864 - 200 - - - 2,064
Intergovernmental Revenue 4,432 15,033 20,973 - 17,260 429 58,127
Uses of Money & Property 1,731 3,890 17 - 130 600 6,368
Charges for Services 10,218 105,785 8,790 - 2,751 - 127,544
Interfund Charges 7,833 313 - 4,576 823 - 13,545
Miscellaneous 3,135 485 4,293 106 342 - 8,361
Other 3,556 200 - - 511 - 4,267
TOTAL REVENUES 131,196 126,840 43,277 4,727 21,817 7,781 335,638
TRANSFERS IN 5,346 53,035 4,881 24,131 689 11,732 99,814
TOTAL REV & TRNSFS IN 136,542 179,875 48,158 28,858 22,506 19,513 435,452
EXPENDITURES:
General Government 19,148 - - 884 - - 20,032 *
Community Development 8,178 - 548 - - - 8,726
Economic Dev. & Housing - - 2,749 - 21,990 11,845 36,584
Fire 27,010 - 2,150 1,179 - - 30,339
Police 45,252 - 3,132 - - - 48,384
Public Works 14,932 1,779 5 16,345 - - 33,061 **
Recreation & Parks 13,804 1,511 1,663 6,089 - - 23,067
Transit & Parking - 21,401 234 - - - 21,635
Utilities - 117,464 - - - - 117,464 ***
Non- Departmental 2,836 - - 4,576 - - 7,412
TOTAL EXPENDITURES 131,160 142,155 10,481 29,073 21,990 11,845 346,704
TRANSFERS OUT 7,542 41,913 38,365 106 330 11,432 99,688
TOTAL EXP & TRNSFS OUT 138,702 184,068 48,846 29,179 22,320 23,277 446,392
SURPLUS ( DEFICIT) ( 2,160) ( 4,193) ( 688) ( 321) 186 ( 3,764) ( 10,940)
ESTIMATED RESERVES-JUNE
30, 2008 21,916 53,288 20,156 205 3,543 7,384 106,492
General Government includes: Administrative Services, City Attorney, City Council, City Manager, Human Resources & Finance
* Total General Government = $ 46,990 ( includes Insurance Internal Service Fund $ 22,653 & Information Technology Internal Service Fund $ 4,305)
** Total Public Works = $ 40,402 ( includes Equipment Repair & Replacement Internal Service Fund $ 7,341)
*** Total Utilities = $ 123,617 ( includes internally allocated Utilities Administration Fund $ 6,153)
NOTE: Internal Service Funds are reported on a separate schedule and are not included above. As a result, Transfer In and Transfer Out amounts on this
schedule do not equal. With the inclusion of the Internal Service Funds, Transfers balance out.
- 57 - Enterpise Fund Schedule
Enterprise Fund Schedule
Enterprise funds account for City activities that operate as public enterprises. These funds receive
revenues from fees charged to customers. Each enterprise covers its cost of providing service and
generates reserves for various contingencies. Enterprise fund revenues cannot be used for any city
purposes not benefiting the enterprise. The City uses enterprise funds to account for the water utility,
wastewater utility, parking, municipal transit, storm water and golf funds
Golf Fund
The golf course fund accounts for the revenues and expenditures related to maintaining and operating
a public golf course.
Parking Fund
The parking fund accounts for the revenues and expenditures associated with the City’s parking meters
and garages.
Municipal Transit Fund
The municipal transit fund accounts for the revenues and expenditures related to providing a public
transportation system throughout the City.
Storm Water Fund
The storm water fund accounts for the revenues and expenses related to activities designated to
improve storm water quality.
Water Utility
The water utility provides water supply planning, water purchase, water quality, storage and
distribution, and maintenance, repair and replacement of the City’s water system.
Local Wastewater Utility
The local wastewater utility provides collection and transportation of wastewater from customers to
the subregional treatment plant and maintenance, repair and replacement of the collection system.
Subregional Wastewater
The subregional waster utility provides long range planning and compliance, current environmental
monitoring and compliance, industrial waste pretreatment, treatment, testing, disposal and reclamation of
the collected wastewater for Santa Rosa, Rohnert Park, Sebastopol, Cotati and the South Park County
Sanitation District.
Enterprise Fund Schedule - 58 -
Enterprise Fund Schedule – Fiscal Year 2007/ 08
( Amounts in Thousands)
STORM LOCAL SUBREGIONAL TOTAL
GOLF PARKING TRANSIT WATER WATER WASTEWATER WASTEWATER ENTERPRISE
FUND FUND FUND FUNDS FUND FUND FUND FUNDS
ESTIMATED RESERVES-JUNE
30, 2007 1,287 2,558 3,890 477 12,156 23,234 13,879 57,481
REVENUES:
Sales Tax - - 620 - - - - 620
Property Tax - - - - - - - -
Other Taxes - 514 - - - - - 514
Vehicle License Fees - - - - - - - -
Licenses & Permits - - - - - - - -
Fines & Forfeits - - - - - - - -
Intergovernmental Revenue - 40 - - 2,769 376 11,848 15,033
Uses of Money & Property 30 360 - 7 1,470 1,230 793 3,890
Charges for Services 1,533 3,343 1,563 1,802 38,781 58,208 555 105,785
Interfund Charges - 313 - - - - - 313
Miscellaneous - 55 1 127 172 10 120 485
Other - - - - - - 200 200
TOTAL REVENUES 1,563 4,625 2,184 1,936 43,192 59,824 13,516 126,840
TRANSFERS IN 306 816 13,315 200 695 - 37,703 53,035
TOTAL REV & TRNSFS IN 1,869 5,441 15,499 2,136 43,887 59,824 51,219 179,875
EXPENDITURES:
General Government - - - - - - - -
Community Development - - - - - - - -
Economic Dev. & Housing - - - - - - - -
Fire - - - - - - - -
Police - - - - - - - -
Public Works - - - 1,779 - - - 1,779
Recreation & Parks 1,511 - - - - - - 1,511
Transit & Parking - 5,902 15,499 - - - - 21,401
Utilities - - - - 45,178 24,799 47,487 117,464
Non- Departmental - - - - - - - -
TOTAL EXPENDITURES 1,511 5,902 15,499 1,779 45,178 24,799 47,487 142,155
TRANSFERS OUT 306 - - 403 2,300 38,686 218 41,913
TOTAL EXP & TRNSFS OUT 1,817 5,902 15,499 2,182 47,478 63,485 47,705 184,068
SURPLUS ( DEFICIT) 52 ( 461) - ( 46) ( 3,591) ( 3,661) 3,514 ( 4,193)
ESTIMATED RESERVES-JUNE
30, 2008 1,339 2,097 3,890 431 8,565 19,573 17,393 53,288
- 59 - Internal Service Fund Schedule
Internal Service Fund Schedule
Internal service funds are used to report the activities that provide supplies and services for certain
City programs and activities. The City uses internal service funds to account for equipment maintenance
and replacement, insurance programs, and information technology. Because these funds allocate to internal