CITY OF SANTA ROSA
2003- 04 OPERATIONS & MAINTENANCE BUDGET
City Council
Mayor
Sharon Wright
Vice- Mayor
Jane Bender
Councilmembers
Bob Blanchard
Janet Condron
Noreen M. Evans
Michael F. Martini
Steve Rabinowitsh
City Manager
Jeffrey C. Kolin
TABLE OF CONTENTS
Budget Message - 2003- 2004 Fiscal Year 1
Community Profile 7
Budget Summary 8
Budget Summary - Enterprise Funds 10
Budget Summary - Internal Service Funds 12
City Council 13
City Manager 17
City Attorney 23
Human Resources 29
Administrative Services 37
Fire 45
Community Development 53
Recreation And Parks 59
Public Works 67
Housing And Redevelopment 79
Transit And Parking 83
Utilities 93
Police 105
Non- Departmental 111
Housing Authority 115
Redevelopment Agency 123
City Manager’s Office
M E M O R A N D U M
DATE: July 14, 2003
TO: Mayor and City Council
FROM: Jeffrey C. Kolin, City Manager
SUBJECT: BUDGET MESSAGE ADDENDUM FOR FISCAL YEAR 2003- 04
Enclosed is the Final Operations and Maintenance Budget for the 2003- 04 fiscal year for the City
of Santa Rosa. This document reflects the City Manager’s recommended budget as adopted by
the City Council. The budget summary shows General Fund reserves at the end of 2003- 04
being $ 14 million. This does not include turn back projections for 2002- 03 and 2003- 04. It also
does not include additional expected revenues for those fiscal years due to conservative
budgeting. Final COLA and benefit change adjustments are also not reflected. When those
amounts are integrated at the close of the above- mentioned fiscal years it is projected that
General Fund reserves will be at $ 18.7 million or 20% of revenues.
Additionally, a variety of changes have been made to this final budget document that were
unknown when the City Council conducted its Budget Hearings. It should be noted that the
budget message, which accompanied the draft budget document, described total General Fund
expenditures for the 2003- 04 fiscal year at $ 100.4 million. The final amount is $ 102.1 million.
A number of adjustments to finalize budget cut decisions as well as reductions which were made
to items budgeted in prior years in order to generate savings contribute to the difference.
Similarly, the budget message reported $ 93.3 million in General Fund revenue and the final
amount is $ 95.6 million after reflecting changes in fees and other adjustments.
City Manager’s Office
M E M O R A N D U M
DATE: June 6, 2003
TO: Mayor and City Council
FROM: Jeffrey C. Kolin, City Manager
SUBJECT: BUDGET MESSAGE FISCAL YEAR 2003- 04
Enclosed are the Operations and Maintenance and Capital Improvement Program Budgets for the
2003- 04 fiscal year for the City of Santa Rosa.
Summary
The 2003- 04 General Fund budget request is $ 100.4 million. This represents a reduction of $ 1.9
million or 1.8% from the 2002- 03 current budget. The current budget reflects reductions made at
mid year of $ 2.0 million. The 2003- 04 request is actually $ 3.5 million less than the 2002- 03
original budget. Included in the request is a proposal to establish or increase fees amounting to
$ 1.5 million. Also included in the request is the elimination of 65 General Fund positions.
The 2003- 04 Capital Improvement budget request is $ 47 million. That represents the first year
request of a five- year program totaling $ 371 million. Details of the CIP request will be
presented in a separate document.
Budget Process
This year’s budget development process required departments to submit a “ flat” budget request.
They were required to absorb significant increases in worker’s compensation, insurance, and
retirement costs into their budget and submit a request that did not increase from 2002- 03 current
levels. Departments did a very good job prioritizing services and submitted flat budgets.
Another item requested from departments during the budget process was a 10% contingency
plan. They submitted a prioritized list of expenditures to be cut that totaled 10% of their current
2002- 03 budget request. As the budget process progressed departments were also asked to
submit a 10% salary reduction plan.
During the City Manager review process flat budgets were discussed and analyzed. Flat budgets
were implemented in all departments except Police, Fire and Non- Departmental. Contingency
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plans and 10% salary reduction plans were also discussed and implemented in many non- safety
departments.
Revenues
2002- 03 2003- 04 Dollar Percent
Description Current Budget Change Change
Estimate
Tax Revenues
Sales Tax - local $ 27.7 $ 28.3 $ 0.6 2.2%
Sales Tax - Prop 172 0.9 0.9 0.0 0.0%
Property Taxes 14.3 14.8 0.5 3.5%
Utility Use Taxes 8.4 8.5 0.1 1.2%
Franchise Fees 3.5 4.3 0.8 22.9%
Motor Vehicle License Fees 8.5 8.7 0.2 2.4%
Business Licenses 3.3 3.1 - 0.2 - 6.1%
Document Transfer Tax 3.3 3.3 0.0 0.0%
Transient Occupancy Tax 3.0 3.0 0.0 0.0%
Total Tax Revenues $ 72.9 $ 74.9 $ 2.0 2.7%
Other Revenues
Licenses and Permits $ 1.2 $ 0.9 -$ 0.3 - 25.0%
Fines and Forfeits 1.4 1.3 - 0.1 - 7.1%
Intergovernmental Revenue 3.4 2.4 - 1.0 - 29.4%
Use of Money and Property 0.9 0.6 - 0.3 - 33.3%
Charges for Services 2.9 2.2 - 0.7 - 24.1%
Interfund Charges 6.7 7.1 0.4 6.0%
Micellaneous Revenues 1.0 0.8 - 0.2 - 20.0%
Recreation Fees and Revenues 3.0 3.1 0.1 3.3%
Total Other Revenues $ 20.5 $ 18.4 -$ 2.1 - 10.2%
Total General Fund Revenues $ 93.4 $ 93.3 -$ 0.1 - 0.1%
2003- 04 General Fund Revenue Budget Summary
In Millions of Dollars
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Total General Fund revenues should remain flat next year as compared to this year’s amounts.
General Fund tax revenues are projected to increase $ 2.0 million next fiscal year due to higher
sales taxes, property taxes and franchise fees. Sales taxes are projected to rebound slightly as the
economy begins to recover. Property taxes remain strong due to high property values here in
Sonoma County. Franchise fees are projected to increase due to the imposition of those fees on
construction and demolition revenues. Other revenues are projected to decrease by $ 2.1 million
due to reduced license and permit fees, less intergovernmental revenues and less revenues
derived from charges for services. License and permit fees will be lower due to less building
permit activity. Intergovernmental revenues during fiscal year 2002- 03 included the
reimbursement of a loan to the Prince Greenway project that will not recur next fiscal year.
Fee Increases
Included in this budget document are several proposed fee increases. The list was reviewed with
the City Council Budget Subcommittee and is an integral part of balancing the 2003- 04 budget.
A schedule of the recommended fees is as follows:
Description Amount
( Thousands)
Community Development Fees 680
Public Works Subdivision Inspections 300
Public Works Encroachment Permits 100
Animal Control Fee Increases 52
Business License Processing Fees 220
Alcohol Beverage Control Fee Revision 33
Recreation and Parks 94
Total Fee Increases Proposed 1479
Fee Increase Proposals
2003- 04 Budget
Expenditures
The General Fund expenditure request for the 2003- 04 fiscal year is $ 100.4 million. This
represents a reduction of $ 1.9 million from the 2002- 03 current budget. The City Council’s
budget is down $. 2 million or 30.8% due to the fact that there will not be election expenses next
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fiscal year. The City Manager, City Attorney and Human Resources budgets are being reduced a
total of $. 7 million due mainly to position reductions. Administrative Services is cutting their
budget by $. 4 million due also to position reductions. The Fire Department is increasing their
budget next fiscal year by $. 7 million or + 3.8% due to retirement program and salary cost
increases. Community Development is reducing their 2003- 04 budget significantly by
eliminating several positions. Their 2003- 04 request is $ 1.1 million or 15.8% less than the
current 2002- 03 budget. Recreation and Parks is reducing their budget next year by $. 7 million
or 5.9%. The budget for Public Works next fiscal year is $ 1.3 million or 10.4% less than this
year’s current budget. Police is increasing their budget next year by $ 1.6 million or 4.9% due
mainly to the implementation of a new retirement program. The City’s Non- Departmental
budget is increasing 6.6% next fiscal year due to increased costs for animal control.
2002- 03 2003- 04 Increase Increase
Current Budget ( Decrease) ( Decrease)
Budget Request Dollars Percent
City Council $ 0.7 $ 0.5 -$ 0.2 - 30.8%
City Manager 2.1 1.9 - 0.3 - 13.4%
City Attorney 1.7 1.5 - 0.2 - 10.4%
Human Resources 1.4 1.2 - 0.2 - 15.4%
Administrative Services 8.8 8.4 - 0.4 - 4.9%
Fire 18.9 19.6 0.7 3.8%
Community Development 6.7 5.6 - 1.1 - 15.8%
Recreation and Parks 12.4 11.7 - 0.7 - 5.9%
Public Works 12.9 11.5 - 1.3 - 10.4%
Police 32.8 34.4 1.6 4.9%
Non- Departmental 3.9 4.1 0.3 6.6%
Total Expenditures 102.3 100.4 - 1.9 - 1.8%
2003- 04 General Fund Expenditure Request
In Millions of Dollars
Position Reductions
The 2003- 04 General Fund budget request includes the elimination of 65 positions. 24 occupied
permanent positions will be reduced. 12 of the 24 are anticipated retirements and the remaining
12 will be funded through the use of “ designated” reserves until June 30, 2004. 15.5 vacant
permanent positions will not be filled next fiscal year. 10 temporary positions will also be
eliminated. The remaining 15.5 positions will be reduced by charging salaries to other funding
sources. The table below summarizes the position reductions by department:
4
Misc Temp Total Total GFRed's %
Red's Vacant Occ * Pos Pos Pos of Total
City Council 0 0 0 0 0 0
City Manager 1.5 0 0 0 1.5 11 13.6%
City Attorney 0 0 1 0.5 1.5 18 8.3%
Human Resources 0.45 1 1 0 2.45 14 17.5%
Administrative Services 0 1 3 5 9 50 18.0%
Fire 0 4 0 1.5 5.5 140 3.9%
Police 0 4.5 3 0 7.5 281 2.7%
Community Development 0 0 7 0 7 69 10.1%
Recreation and Parks 8.5 0 6 0 14.5 119 12.2%
Public Works 5 5 3 3 16 144 11.1%
Total Positions 15.45 15.5 24 10 64.95 846 7.7%
Note: * Includes scheduled retirements
Staff Reduction Proposals Summary
DRAFT As of May 6, 2003
Department Perm. Positions
0
Budget Summary
The 2003- 04 General Fund budget provides for ending reserves of $ 18.7 million or 20% of 2003-
04 budgeted revenues. Several transfers into the General Fund are also anticipated next fiscal
year. The implementation of an underground utilities impact fee should generate approximately
$ 1.0 million. Refunding trust monies to the General Fund reserves will generate $. 5 million.
$ 1.1 million of Capital Improvement Project funds will also be turned back next fiscal year. $ 1.6
million has been accumulated in reserves through payroll deductions for an increased employee
retirement benefit and will need to be paid out of reserves next year. Finally, $ 2.4 million will
be transferred in from “ designated” GASB 33 reserves to cover retirement payouts next year and
fund 12 eliminated positions through June 30, 2004. The following table summarizes the 2003-
04 request:
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Description Amount Totals Percent of
Revenue
Beginning 2003- 04 Reserves $ 17.6 18.8%
2003- 04 Budgeted Revenues $ 93.3
Add'l Revenues ( conservative budgeting) $ 1.0
Proposed Fee Increases $ 1.5
Total Revenue Impacts $ 95.8
2003- 04 Budgeted Expenditures $ 100.4
2003- 04 Salaries Turnback Estimate -$ 2.0
Total Expenditure Impacts $ 98.4
Net Transfers Into the General Fund $ 4.2
Adjustments During Budget Process -$ 0.5
Total Adjustments and Transfers $ 3.7
Projected Reserves @ June 30, 2004 $ 18.7 20.0%
2003- 04 General Fund Budget Summary
In Millions of Dollars
Conclusion
The numbers presented later in this document do not reflect many changes made during the
budget process including personnel impacts, transfers, use of reserves and other impacts resulting
from the City Manager’s budget reviews. After the budget hearings this document will be
updated to reflect those changes. This budget document has been compiled using conservative
revenue estimates and no “ one time” revenues such as State booking fee reimbursements are
included. There has been no provision for any additional State “ take aways” included in this
document. As mentioned earlier, this budget request represents a $ 3.5 million reduction from the
2002- 03 original budget. In addition, departments were required to absorb several million
dollars of cost increases in insurances, retirement programs, and previously negotiated MOU
agreements. Service levels will definitely be impacted next fiscal year.
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COMMUNITY PROFILE
Community Profile
2002- 03 2003- 2004
1999- 00 2000- 01 2001- 02 Estimate Estimate
Population* 138,823 141,989 150,928 152,900 154,453
City Size 40.5 40.5 40.9 40.9 41.0
( square miles)
Taxable Retail Sales 2,743 3,059 2,919 2,885 2,948
( millions of dollars)
Building Permits 240 220 267 182 182
($ value - all construction)
( millions of dollars)
Miles of City Streets 500 516 525 530 530
Acres of Developed Parks 449 455 465 484 484
Total Number of City Personnel 8.2 8.4 8.3 8.2 7.8
( per 1,000 population)
* Source: State Department of Finance
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BUDGET SUMMARY ( 000' s)
Special Debt
General Revenue Service CIP
Estimated Reserves - June 30, 2003 20,690 5,226 0 320
Revenue
Taxes 75,098 0 0 0
Licenses & Permits 1,660 0 0 0
Fines & Forfeits 1,323 300 0 0
Intergovernmental Revenue 2,367 8,808 0 0
Uses of Money & Property 814 557 0 0
Charges for Services 3,004 3,064 0 0
Interfund Charges 7,300 0 0 0
Miscellaneous 826 918 0 0
Other 3,203 - 59 0 0
Total Revenues 95,596 13,588 0 0
Transfers In 4,652 501 0 9,531
Expenditures
City Council 473 0 0 0
City Manager 1,697 0 0 0
City Attorney 1,565 0 0 0
Human Resources 1,259 0 0 0
Administrative Services 8,471 0 0 0
Fire 19,694 0 0 0
Police 34,613 0 0 0
Community Development 5,692 0 0 0
Recreation & Parks 11,400 66 0 0
Public Works 11,319 11 0 0
Housing & Redevelopment 0 1,140 0 0
Transit & Parking 0 0 0 0
Utilities 0 0 0 0
Non- Departmental 4,106 0 1,036 0
Projects 1,823 230 0 0
Capital Improvement Program 0 0 0 8,552
Total Expenditures 102,113 1,447 1,036 8,552
Transfers Out 2,877 6,316 0 200
Surplus or ( Deficit) before CIP - 4,743 6,327 - 1,036 779
Transfers to CIP 202 8,903 0 0
Surplus or ( Deficit) after CIP - 4,945 - 2,577 - 1,036 779
Estimated Reserves - June 30, 2004 15,745 2,650 - 1,036 1,099
8
BUDGET SUMMARY ( 000' s)
Special Trust & Total Housing Grand
Assessment Enterprise Agency City Authority RDA Total
334 85,497 291 112,358 3,772 2,415 118,545
0 517 0 75,615 0 3,302 78,917
0 0 0 1,660 0 0 1,660
0 0 0 1,623 0 0 1,623
0 14,675 0 25,850 15,288 400 41,538
0 2,471 0 3,842 107 140 4,089
0 67,218 0 73,286 1,567 0 74,853
0 240 0 7,540 856 0 8,396
0 203 0 1,947 215 0 2,162
0 250 0 3,394 1,088 0 4,482
0 85,574 0 194,758 19,122 3,842 217,722
0 90,772 0 105,456 753 4,859 111,068
0 0 0 473 0 0 473
0 0 0 1,697 0 0 1,697
0 0 0 1,565 0 0 1,565
0 0 0 1,259 0 0 1,259
0 0 0 8,471 0 0 8,471
0 0 0 19,694 0 0 19,694
0 0 0 34,613 0 0 34,613
0 0 0 5,692 0 0 5,692
0 858 130 12,454 0 0 12,454
0 993 9 12,332 0 0 12,332
0 0 0 1,140 19,966 3,652 24,758
0 11,030 0 11,030 0 0 11,030
0 73,280 0 73,280 0 0 73,280
0 0 0 5,142 0 0 5,142
0 3,191 0 5,244 0 825 6,069
0 37,833 0 46,385 27 0 46,412
0 127,185 139 240,472 19,992 4,477 264,941
0 87,124 0 96,517 130 4,859 101,506
0 - 37,963 - 139 - 36,775 - 249 - 635 - 37,659
0 0 426 9,531 0 0 9,531
0 - 37,963 - 565 - 46,307 - 249 - 635 - 47,191
334 47,534 - 274 66,052 3,524 1,780 71,356
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BUDGET SUMMARY - ENTERPRISE FUNDS ( 000' s)
Local Subregional
Water Wastewater Wastewater Parking
Estimated Reserves - June 30, 2003 4,456 17,365 57,336 4,862
Revenue
Taxes 0 0 0 517
Licenses & Permits 0 0 0 0
Fines & Forfeits 0 0 0 0
Intergovernmental Revenue 550 298 11,240 30
Uses of Money & Property 900 1,043 278 120
Charges for Services 23,848 36,070 870 2,194
Interfund Charges 0 0 0 233
Miscellaneous 55 0 15 50
Other 250 0 0 0
Total Revenues 25,603 37,411 12,403 3,143
Transfers In 14,330 14,396 57,625 705
Expenditures
City Council 0 0 0 0
City Manager 0 0 0 0
City Attorney 0 0 0 0
Human Resources 0 0 0 0
Administrative Services 0 0 0 0
Fire 0 0 0 0
Police 0 0 0 0
Community Development 0 0 0 0
Recreation & Parks 0 0 0 0
Public Works 0 0 0 0
Housing & Redevelopment 0 0 0 0
Transit & Parking 0 0 0 3,564
Utilities 21,262 6,660 45,358 0
Non- Departmental 0 0 0 0
Projects 310 190 1,058 294
Capital Improvement Program 9,285 4,100 24,299 0
Total Expenditures 30,857 10,950 70,715 3,858
Transfers Out 14,472 47,295 24,757 0
Surplus or ( Deficit) before CIP - 5,396 - 6,438 - 25,445 - 9
Transfers to CIP 0 0 0 0
Surplus or ( Deficit) after CIP - 5,396 - 6,438 - 25,445 - 9
Estimated Reserves - June 30, 2004 - 940 10,927 31,891 4,853
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BUDGET SUMMARY - ENTERPRISE FUNDS ( 000' s)
Storm Golf
Transit Water Course Total
- 2,875 509 3,844 85,497
0 0 0 517
0 0 0 0
0 0 0 0
2,558 0 0 14,676
0 6 124 2,471
1,399 1,602 1,235 67,218
7 0 0 240
2 81 0 203
0 0 0 250
3,966 1,689 1,359 85,574
3,715 0 0 90,771
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 858 858
0 993 0 993
0 0 0 0
7,466 0 0 11,030
0 0 0 73,280
0 0 0 0
215 0 1,123 3,190
0 130 20 37,834
7,681 1,123 2,001 127,185
0 599 0 87,123
0 - 32 - 642 - 37,962
0 0 0 0
0 - 32 - 642 - 37,962
- 2,875 476 3,202 47,534
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BUDGET SUMMARY - INTERNAL SERVICE FUNDS ( 000' s)
E & R Risk Mgmt Info Services Print Shop
Estimated Reserves - June 30, 2003 12,221 26 54 16
Revenue
Taxes 0 0 0 0
Licenses & Permits 0 0 0 0
Fines & Forfeits 0 0 0 0
Intergovernmental Revenue 3 0 0 0
Uses of Money & Property 335 260 15 0
Charges for Services 0 0 0 0
Interfund Charges 6,005 17,378 3,282 536
Miscellaneous 43 175 0 0
Other 0 0 0 0
Total Revenues 6,386 17,813 3,297 536
Transfers In 90 0 0 0
Expenditures
City Council 0 0 0 0
City Manager 0 18,045 0 0
City Attorney 0 0 0 0
Human Resources 0 0 0 0
Administrative Services 0 0 3,132 579
Fire 0 0 0 0
Police 0 0 0 0
Community Development 0 0 0 0
Recreation & Parks 0 0 0 0
Public Works 5,851 0 0 0
Housing & Redevelopment 0 0 0 0
Transit & Parking 0 0 0 0
Utilities 0 0 0 0
Non- Departmental 0 0 0 0
Projects 104 0 150 0
Capital Improvement Program 0 0 0 0
Total Expenditures 5,955 18,045 3,282 579
Transfers Out 0 120 0 0
Surplus or ( Deficit) before CIP 521 - 352 15 - 44
Transfers to CIP 0 0 0 0
Surplus or ( Deficit) after CIP 521 - 352 15 - 44
Estimated Reserves - June 30, 2004 12,742 - 326 69 - 28
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CITY COUNCIL
The City Council is the governing body for the City. The voters of Santa Rosa elect the seven
City Council members at- large to four- year terms. The City Council sets the policy for the City
and adopts an annual budget. The positions of City Manager and City Attorney are appointed by
the City Council.
PROGRAMS
Funded programs include: Rose Parade, Independence Day, Human Race, Santa Rosa
Downtown Market, Santa Rosa Symphony, Cultural Arts Council, and First Night. These
programs are a part of the City Council’s Community Promotion budget.
City Council - Services & Supplies:
This program includes funds for operating costs, professional services, special studies,
meeting expenses and special programs that the City Council initiates.
Rose Parade:
This program has been created to identify the funds provided by the City Council for the
annual Rose Parade.
Independence Day:
This program identifies the funds provided by the City Council for the annual
Independence Day celebration.
Santa Rosa Downtown Market:
This program includes funds the City Council provides for the Santa Rosa Downtown
Market, which is held in downtown Santa Rosa from May through October.
Santa Rosa Symphony:
This program provides funds to help support the Santa Rosa Symphony.
First Night:
This program will help support a modified First Night on December 31, 2003.
Community Action Team:
This program’s responsibility is to increase citizen involvement in the governance
process.
13
CITY COUNCIL
COUNCIL GOALS
The City Council establishes annual goals and an action plan. The following lists the Council
goals as written and approved by the City Council. These goals are two- year goals for fiscal
years 2003/ 2004 and 2004/ 2005.
Reduce Gang Violence:
Collaborate internally, find resources and involve neighborhood residents in addressing
the increasing gang problem in Santa Rosa.
Implement the Charter Revisions:
Revise policies on Campaign Finances, Board and Commission appointment processes,
Board meeting times and develop the District Commission structure.
Traffic Circulation and Transportation:
Incorporate traffic- calming measures in all new neighborhood development projects,
educate the community regarding traffic safety and develop a better process to respond to
existing neighborhood concerns.
Maintain Existing Goals:
Affordable Housing, Environment and Financial Stability
Maintain Project Goals:
Downtown Main Street, Prince Memorial Greenway and A Place to Play.
14
CITY COUNCIL
DEPARTMENT EXPENDITURES BY PROGRAM
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Program Actual Actual Estimate Budget Request Change %
Elections 82,675 0 128,000 120,000 0 - 120,000 - 100.0%
CityVision 100,000 69,138 567 0 0 0 0.0%
Council - Services and Supplies 362,720 357,917 332,567 404,301 338,723 - 65,578 - 16.2%
Rose Parade 22,644 27,538 422 25,000 25,000 0 0.0%
Independence Day 10,999 15,366 14,001 11,000 11,000 0 0.0%
Santa Rosa Downtown Market 40,298 46,399 29,979 48,000 48,000 0 0.0%
Santa Rosa Symphony 0 5,500 8,000 8,000 8,000 0 0.0%
Cultural Arts Council 15,000 9,000 7,500 7,500 7,500 0 0.0%
Economic Development Program - 334 0 0 0 0 0 0.0%
First Night 34,264 28,016 0 0 15,000 15,000 0.0%
Sonoma County Cycling Association 2,357 0 2,524 3,200 3,200 0 0.0%
Community Action Team 1,630 1,799 956 5,450 3,950 - 1,500 - 27.5%
Know Your City Program 8,622 1,134 0 0 0 0 0.0%
Citizens Academy 3,169 6,058 2,307 4,600 5,200 600 13.0%
Community Promotion Discretionary Program 6,000 33 0 9,523 300 - 9,223 - 96.8%
Human Race 0 0 0 6,777 7,000 223 3.3%
Subtotal 690,044 567,898 526,823 653,351 472,873 - 180,478 - 27.6%
Projects 0 0 11,900 11,900 0
Total 690,044 567,898 538,723 665,251 472,873
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CITY COUNCIL
DEPARTMENT EXPENDITURES BY FUND
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Funding Source Actual Actual Estimate Budget Request
General Fund $ 690,044 $ 567,898 $ 538,723 $ 665,251 $ 472,873
Total $ 690,044 $ 567,898 $ 538,723 $ 665,251 $ 472,873
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CITY MANAGER
The City Manager's Office is responsible for the overall management and coordination of the
City. The Charter specifically outlines the duties and responsibilities of the City Manager.
PROGRAMS
General Administration:
The General Administration program provides the overall supervision of all of the City
departments and direct coordination with the City Council. Costs shown in this program
consist primarily of City staff costs plus basic related operating expenses, such as office
supplies, professional services, and meeting- related costs.
Public Information:
This program includes the dissemination of information to the public, implementation of
the public involvement policy, and media coordination. Costs in this program include
costs for publication and distribution of City public information documents.
Franchise Administration:
This program includes administering and monitoring the franchises the City has with
Comcast Cable and North Bay Corporation, and consists primarily of City staff costs,
with related operating expenses for professional services, as required.
Insurance:
This program includes administering and monitoring of the City's self- insurance
programs. Costs in this program reflect Citywide costs for insurance, including health
and dental, worker's compensation, liability, disability, fire and earthquake, and other
insurance costs.
City Clerk:
This program includes performance of City Clerk functions, including all official record-keeping
for the City, legislative history and noticing of public hearings for the City
Council. Costs in this program consist primarily of staff costs and the costs of publishing
required notices.
Teen Council:
This program provides funding for the Santa Rosa Teen Council.
17
CITY MANAGER
Economic Development:
This program includes business retention, new business development and other economic
development activities. The budgets for the Convention and Visitor’s Bureau and the
Sonoma County Tourism Council have been moved from the City Council’s budget and
are now located in Economic Development. It also includes the liaison with the
Downtown Main Street Program.
COUNCIL GOALS
Annually, the City Council establishes goals. The City Manager's office is responsible
for assisting in implementation of the City Council goals. These goals have been listed in
the City Council portion of this budget.
OBJECTIVES
Major Departmental objectives for the next fiscal year:
• This year, the City Manager’s Office will coordinate with other City departments
in implementation of the Council goals and the strategic planning goals identified
by staff.
• Another major focus for the Department will be to coordinate and complete the
construction phase of the Geysers Project. Staff will continue to work with our
Federal and State elected officials to secure additional funding from the Federal
and State governments.
• The Department will coordinate with the Housing Authority staff to develop long-term
funding mechanisms for operating the homeless shelters in the community.
• Staff will work closely with Departments to develop new revenue sources and
monitor budget concerns.
• Staff will be reassigned, where necessary, to cover key vacancies in other
operating departments.
• Staff will assist Police Department in the Gang Prevention effort.
• Staff will work closely with the Charter Implementation Subcommittee on
formalizing and implementing the District Commission concept required by the
Charter Amendment.
• Staff will coordinate the Incremental Recycled Water Program ( IRWP) with
consultants and Utility staff members.
18
CITY MANAGER
ACCOMPLISHMENTS
Major Departmental tasks completed this fiscal year include:
• The Risk Management Division annually negotiates the most favorable insurance
rates and works with the JPA in establishing the most economical rate.
• During the past year, construction continued on the Geysers pipeline. Several
lawsuits were settled related to the pipeline project. The construction is complete
and testing of the lines has started.
• The staff successfully coordinated two Citizens Academy sessions.
• City Manager staff coordinated the internal strategic plan and coordinated the
work plans and reports.
• Staff worked closely with Utilities and Water Quality in resolving the toxic issues
in the Clover Drive area.
• City Manager staff was involved in developing the Climate Protection Program.
• Staff worked with non- profits in developing a collaborative for gang prevention
and intervention programs.
• The Department started a dialogue with different members of the ethnic
community to identify ways to increase diversity on Boards and Commissions and
coordinated two successful community events designed to outreach to the Latino
community: Mexican Independence Day and the Cinco de Mayo Celebration.
• Staff worked closely with other departments to ensure that the necessary budget
cuts were made in the departments and involved managers in the process.
THE FUTURE
The next few years will continue to be difficult years financially. The department will
take a lead role in maintaining morale, finding creative ways to maintain service levels
and working with the community to develop new funding sources. A major effort will be
made on community education concerning the City’s financial picture and how the
community can become involved.
Another major focus will be working with the community on gang prevention/
intervention.
19
CITY MANAGER
DEPARTMENT EXPENDITURES BY PROGRAM
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Program Actual Actual Estimate Budget Request Change %
General Administration 972,838 1,112,255 1,203,968 1,184,137 1,129,003 - 55,134 - 4.7%
Public Information 42,442 36,303 28,537 27,000 30,000 3,000 11.1%
Franchise Administration 71,022 223,062 115,803 167,124 10,000 - 157,124 - 94.0%
Labor Relations 16,193 1,451 3,103 0 0 0 0.0%
Insurance 10,942,636 12,617,205 15,908,982 14,181,783 18,045,052 3,863,269 27.2%
City Clerk 94,288 29,979 36,893 33,605 34,750 1,145 3.4%
Youth Council 1,934 2,598 2,643 3,600 3,600 0 0.0%
Economic Development Program 34,103 2,574 292,973 331,500 98,700 - 232,800 - 70.2%
Santa Rosa Convention / Visitors Bureau 278,720 313,620 448,721 299,147 299,147 0 0.0%
Sonoma County Tourism Council 93,000 96,720 96,720 96,720 91,720 - 5,000 - 5.2%
Subtotal 12,547,176 14,435,767 18,138,343 16,324,616 19,741,972 3,417,356 20.9%
Projects 1,614,702 1,713,858 2,557,312 2,557,312 152,500
Capital Improvement Program 1,490,959 1,803,736 2,075,435 2,585,035 852,000
Total 15,652,837 17,953,361 22,771,090 21,466,963 20,746,472
20
CITY MANAGER
DEPARTMENT EXPENDITURES BY FUND
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Funding Source Actual Actual Estimate Budget Request
General Fund $ 1,700,935 $ 1,914,410 $ 2,356,149 $ 2,269,621 $ 1,849,420
Community Development Block Grant Fund $ 1,473,863 $ 1,618,010 $ 2,424,968 $ 2,424,968 $ 0
Capital Improvement Fund $ 1,535,403 $ 1,803,736 $ 2,080,991 $ 2,590,591 $ 852,000
Risk Management Fund $ 10,942,636 $ 12,617,205 $ 15,908,982 $ 14,181,783 $ 18,045,052
Total $ 15,652,837 $ 17,953,361 $ 22,771,090 $ 21,466,963 $ 20,746,472
PROJECTS
2003- 04
Number Title Request
4198 Downtown Main Street Program 150,000
4500 Strategic Planning 2,500
152,500
CAPITAL IMPROVEMENT PROGRAM
2003- 04
Number Title Request
8403 Prince Park 601,000
8717 Radio Communications 198,000
8718 Fourth Street Streetscapes 53,000
852,000
21
22
CITY ATTORNEY
The City Attorney is responsible for serving as the primary legal advisor to the City Council, its
Boards, Commissions and City Departments. Major activities include providing legal advice and
direction on all items reviewed by the City Council, Planning Commission and Board of Public
Utilities, and on an Aas needed@ basis for departments and other Boards and Commissions; and
representing the City in legal proceedings, civil and criminal, which are brought against or
initiated by the City.
OFFICE SUPPORT
This includes the operations and maintenance budget for all general activities within the
City Attorney's office. Costs include professional services, such as contract investigators,
consultants and experts; outside services such as library maintenance, court runner, and
other legal support services; office supplies, including law library books and updates, on-line
legal database services, and operational supplies; training and dues; and other related
operating costs of the City Attorney's Office. Also included are all personnel costs
devoted to the department.
OBJECTIVES
Major departmental objectives for the next fiscal year:
! Provide legal representation necessary to implement the City Council Goals for 2002-
03, specifically:
$ Provide legal support for the Main Street effort, including analysis of legal issues
related to the Food and Wine Center;
$ Provide legal support for prevention and enforcement activities related to gang
activities; drug and gang abatement;
$ Work with the City Manager= s Office to implement the Charter revisions,
including establishment of the District Commission and enactment of a campaign
finance ordinance;
$ Assist Administrative Services and other departments in exploring new and
expanded revenue sources;
$ Provide legal analysis for downtown projects, including the potential reunification
of Courthouse Square and legal issues related to mixed- use housing and parking;
$ Contract review and legal support for A Place to Play, Prince Memorial
Greenway, and the Food and Wine Center projects, including resolution of toxics
problems;
$ Work with Transit and Parking and Public Works on traffic circulation and
transportation issues, including the extension of Farmers Lane;
$ Work with Community Development in the adoption of ordinances and policies
related to hillside/ ridgetop development;
$ Provide legal support and contract review services to the Economic Development
Coordinator;
$ Work with Community Development and Housing and Redevelopment to
implement housing programs; and
23
CITY ATTORNEY
$ Emphasize neighborhood revitalization and improvement of existing housing
stock;
$ Provide legal support for proposed Finley homeless shelter;
! Continue to provide legal support for the Incremental Recycled Water Project;
! Continue to provide ongoing legal support on Geysers litigation and contract disputes;
! Provide legal and administrative support on cable and garbage franchises.
! Continue to provide aggressive defense of claims against the City and to provide
effective and timely day- to- day legal advice to departments;
! Provide legal support regarding issues surrounding the mentally ill and homeless;
! Provide continued code enforcement;
! Mediate revisions to Mobilehome Rent Control Ordinance;
! Continue legal issues training for Boards, Commissions, and City departments; and
! Provide training regarding police and dangerous condition of public property issues.
THE FUTURE
The City Attorney= s office developed a comprehensive action plan, which embraces the
City Attorney= s philosophy of early intervention, proactive lawyering, and community
outreach. Among the highest priorities were goals directed at ensuring early intervention
and:
$ Enhancing working relationships with the Mayor, Council, City Manager, and
City departments;
$ Working with City staff so that early involvement of the City Attorney= s Office
remains standard procedure; and
$ Making frequent use of mediation and arbitration.
Proactive lawyering:
$ Analyzing the City= s annual claims payouts, identifying recurring problems, and
addressing them with City departments; and
$ Providing training and information on issues that affect City departments.
24
CITY ATTORNEY
Goals directed at community outreach:
$ Strengthening the pro- neighborhood efforts of the Neighborhood Revitalization
Program through City Council community outreach and collaboration with the
Youth Advocate in the Recreation and Parks Department.
$ Gang and drug nuisance abatement.
$ Education and enforcement relative to building and fire codes.
25
CITY ATTORNEY
DEPARTMENT EXPENDITURES BY PROGRAM
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Program Actual Actual Estimate Budget Request Change %
Office Support 1,424,604 1,576,938 1,574,357 1,670,136 1,564,741 - 105,395 - 6.3%
Subtotal 1,424,604 1,576,938 1,574,357 1,670,136 1,564,741 - 105,395 - 6.3%
Projects 53,004 37,430 4,109 8,801 0
Total 1,477,608 1,614,368 1,578,466 1,678,937 1,564,741
26
CITY ATTORNEY
DEPARTMENT EXPENDITURES BY FUND
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Funding Source Actual Actual Estimate Budget Request
General Fund $ 1,477,608 $ 1,614,368 $ 1,578,466 $ 1,678,937 $ 1,564,741
Total $ 1,477,608 $ 1,614,368 $ 1,578,466 $ 1,678,937 $ 1,564,741
27
28
HUMAN RESOURCES
The Human Resources Department administers the City's merit system, provides personnel
services to all City departments, provides staff support to the Personnel Board, coordinates the
City's training and organization development programs, and coordinates the City= s employee
relations activities, including labor contract negotiations and administration.
PROGRAMS
General Administration:
The General Administration program provides overall direction to the Human Resources
Department. Functions include review and revision of policies and procedures,
administration of the merit system and the Personnel Rules and Regulations, and working
with departments, unions and employees on personnel issues. This program also
provides staff support for the Personnel Board.
Labor Relations:
The Labor Relations program provides negotiation and administration of labor contracts,
meet and confer services on the Personnel Rules and Regulations and other City policies,
coalition bargaining, coordination and facilitation of labor/ management meetings,
grievance handling, and the resolution of workplace issues and conflicts. This program
also provides supervisors and managers with education and training on labor law issues.
Employment Services:
The Employment Services section provides recruitment, exam development and
administration, classification studies, salary administration, employee career counseling,
conflict resolution and equal employment opportunity efforts in the City. In addition, the
program provides advice and guidance to department management, employees and
unions on grievances, disciplinary actions, and interpretation of labor contracts, the
Personnel Rules and Regulations, state and federal employment laws, and employment-related
City Policies.
Organization and Staff Development:
This program provides consultation and facilitation services to employees and
management, including labor/ management meetings and labor negotiations; designs and
implements organization development projects by department; designs and implements
employee development programs; coordinates the mediation program; facilitates
meetings between the City and citizen groups; manages Tuition Reimbursement,
employee service recognition, and Citywide training programs; coordinates the Customer
Service Process; and publishes the Grapevine, the employee newsletter.
29
HUMAN RESOURCES
OBJECTIVES
Major Departmental objectives for the next fiscal year are:
Organization and Staff Development:
The Department will focus attention on providing coaching and training assistance to
employees, supervisors and managers, designed to increase productivity and customer
service. The Department will also continue to support departments in conflict mediation,
restructuring, customer service, team development, and other organization development
efforts. Succession planning activities will continue, with increased opportunities for
employees to be assessed on their preparedness for promotion and career counseling to
assist staff in their career development. A major effort again this year will be to offer a
similar number of training classes for Leadership, a training program designed to
encourage the development of leadership qualities in all employees. The effort to
encourage employees to stay current with technological advances and other changes in
their career field will be ongoing. The Department will continue to offer expanded
facilitation services for City meetings with citizens and community organizations to keep
pace with increased requests for these services.
Labor Relations:
The Department will negotiate contracts with those units whose contracts will be open
this year. Significant issues raised at negotiations will require on- going labor
management problem- solving committees that the department will continue to facilitate.
The Department will continue to foster increased cooperation with our labor
organizations and support joint dispute resolution in the workplace. Some labor
personnel have been trained in mediation skills and will assist management in working on
issues that arise.
Recruitment and Classification:
The Department will continue to focus efforts on recruiting, hiring and retaining
employees with the skills necessary to provide quality services to the community. We
will update our recruiting methods as needed to stay current with industry standards. The
Department will continue to search out technological innovations to increase the
effectiveness of our operations, implementing those solutions that are determined to be
cost effective. The Department will continue in its employment outreach efforts to attract
and retain a workforce that reflects the diversity of our community. The Department will
continue to work with youth in the community by participating in the Workforce
Investment Board and the Youth Career Fair.
Equal Employment Opportunity:
The Department will continue to conduct thorough, responsive investigations to claims of
discrimination and, if needed, take immediate corrective action. In the upcoming year,
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HUMAN RESOURCES
emphasis will again be placed on activities such as mediation to address problems and
lessen the probability of formal complaints. The City= s Anti- Harassment Policy will be
revised to include an alternative dispute resolution option in the informal stages of the
complaint process. It is intended that the update will clearly delineate the time lines in
which the formal investigative process will occur. This work will be completed in
partnership with the City= s labor groups and management team.
Increasing Diversity:
The Department will expand its efforts to increase the diversity of the City work force.
Steps will be taken to raise the level of knowledge about the City as an employer and
how people can prepare for and be successful in obtaining employment with the City.
We will review our hiring processes and make changes as necessary to remove
identifiable barriers to employment. Diversity training and other education programs
will be provided to foster a work culture that promotes the success of all employees.
ACCOMPLISHMENTS
Major Departmental tasks completed this fiscal year:
Labor Contract Negotiations:
Negotiations with SRCEA Units 4, 6, and 7, SEIU Units 14 and new Unit 1 on new
contracts and with Fire and Police employees on their limited openers are expected to be
successfully concluded before the end of the fiscal year. There have been on- going
negotiations with a coalition of all the miscellaneous units on health care and layoff
procedures. The staff provided the coordination for the 3% @ 60 discussions which
concluded this year.
Personnel Rules and Regulations:
The Department completed work with management and labor representatives to rewrite
the Personnel Rules and Regulations, and obtained approval from the City Council for the
new document. The Personnel Rules and Regulations are the guidelines for many of the
tasks performed by the Human Resources Department.
Recruitment and Examination:
This year the department continued to fill a wide range of vacant positions. While the
applicant pool improved with the slow down in the economy, the cost of housing has
made it more difficult to attract applicants from outside Sonoma County. The impact of
this is felt most in professional, safety and management classifications. In FY 02- 03, a
total of 3,000 people applied for permanent positions in the City in 50 different
recruitments. In contrast, during FY 01- 02, we conducted 63 recruitments with a total of
3,018 applicants. In addition to the work required to fill vacancies for permanent
positions, more than 220 temporary workers were hired to meet the temporary staffing
needs of the City.
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HUMAN RESOURCES
Classification and Salary Administration:
Much of the classification and salary work this year focused on addressing the effects of
restructuring decisions. The increasing use of personal computers and commercial
programs has led to changes in work and work processes. These trends are causing a
need for classifications and salaries to be reviewed. Also, the Human Resources staff
provided classification and salary guidance to the negotiation teams.
Equal Employment Opportunity:
Staff held consultations with employees and supervisors concerning issues raised by City
employees. Recommendations to remedy the situations were made at the informal level
of the complaint process or through mediation. Staff provided training to supervisors
regarding how to handle issues before they became complaints and how to handle
complaints.
Organization and Staff Development:
Staff concentrated efforts on providing conflict mediation, interest- based problem
solving, communication facilitation, restructuring consultations, meeting facilitation
services, team building, and other organization development interventions. The division
acted as a resource for the City Council, the Executive Staff, the Community Action
Team, various boards and community groups, such as the Homeless Shelter meeting
outreach and the Fireworks Task Force. In addition, staff continued to present training on
ethical decision making, mediation and conflict resolution skills. Staff also assisted in
facilitation of a City- wide Strategic Planning effort and is now facilitating sub- committee
meetings seeking to implement the goals of the larger group. Training programs for staff
included a Supervisory Academy for new supervisors and employees interested in
moving into supervisory positions and a Management Academy for new managers and
employees hoping to promote into management. Educational reimbursement continued
to be offered to employees. This program is intended to increase the skills of our
employees and expand the possibilities for upward mobility within the City work force.
Customer Service and Technology:
The Department is increasing its use of technology to provide better service at less cost.
We continue to make policies and forms available to staff and the public through the use
of the Internet. In addition, we have shifted from sending printed job announcements to
sending e- mail notification of job openings to community organizations outside of
Sonoma County resulting in a savings in printing and postage.
THE FUTURE
The Human Resources Department will focus on developing more cost effective ways of
delivering services to the departments and the community. It will also continue to do the training
32
HUMAN RESOURCES
and recruiting work necessary to help the City address the needs of a community that is growing
larger and more diverse. These efforts will include developing the outreach required to ensure
that the City workforce reflects the diversity of the community; making employees aware of the
changing requirements of working in an environment of evolving laws and norms; implementing
new Federal and State regulations; providing support to supervisors and managers on complex
personnel issues and organizational change strategies; developing a strong partnership with City
employees and unions; and working to ensure that through training, policies, and practices, the
City will continue to attract and retain a workforce with the skills required to meet the needs of
the citizens of Santa Rosa.
33
HUMAN RESOURCES
DEPARTMENT EXPENDITURES BY PROGRAM
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Program Actual Actual Estimate Budget Request Change %
Human Resources 24,265 145,656 117,971 115,788 117,905 2,117 1.8%
General Administration 359,342 364,305 372,904 385,748 377,032 - 8,716 - 2.3%
Employment Services 528,722 591,096 598,505 628,951 464,372 - 164,579 - 26.2%
Organization and Staff Development 243,863 321,455 294,567 318,057 299,973 - 18,084 - 5.7%
Subtotal 1,156,192 1,422,512 1,383,947 1,448,544 1,259,282 - 189,262 - 13.1%
Projects 0 8,090 27,410 27,410 0
Total 1,156,192 1,430,602 1,411,357 1,475,954 1,259,282
34
HUMAN RESOURCES
DEPARTMENT EXPENDITURES BY FUND
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Funding Source Actual Actual Estimate Budget Request
General Fund $ 1,156,192 $ 1,430,602 $ 1,411,357 $ 1,475,954 $ 1,259,282
Total $ 1,156,192 $ 1,430,602 $ 1,411,357 $ 1,475,954 $ 1,259,282
35
36
ADMINISTRATIVE SERVICES
The Administrative Services Department is responsible for the financial management of all City
funds and for providing central support services to other City departments including:
maintenance of City- owned buildings, purchasing, stores, print shop, mail service, and
information services, which includes all computer service, voice, and data communications.
DIVISIONS
General Administration:
The General Administration division provides general management of the Department including
investment of City funds and cash management, management of bond sales, debt management,
budget development, and financial planning and analysis.
Expenditures in the General Administration division consist of operating costs for the above
functions including: personnel costs, costs for various outside services such as bond agents,
banking services, outside financial consultants, and costs associated with the preparation and
printing of the annual operating and capital improvement budgets.
General Services:
General Services provides purchasing services, facilities planning, facilities maintenance,
copying services, and mail and messenger services to all City departments. The Administration
section, staffed by the General Services Administrator and an Administrative Assistant, provides
overall direction, planning and goal setting for the division.
The Purchasing section, staffed by the Purchasing Agent, seven full- time permanent employees
and 1.5 temporary employee, provides procurement of materials, services, and minor public
works contracting, plus centralized receiving and warehousing of materials and supplies. Annual
purchases, including purchase orders, contracts, field purchase requisitions and credit card
transactions totaled almost $ 36 million in 2001/ 02. Warehouse activity totaled $ 2,103,063 in
sales on an inventory valued at $ 356,330, resulting in an annual stock turnover of 5.9
Central Services section, supervised by the Purchasing Agent, is responsible for printing, copier,
mailing, and interdepartmental courier services for all City departments. The mailroom is
responsible for all daily mail operations including twice daily delivery and pickup at each major
City facility and posting all outgoing U. S. mail.
The Facilities Planning section, staffed by the Facilities Planner plus three engineering
technician positions and two part- time contract personnel, provides project management services
for all operating departments. In the last twelve months the section completed over 170 projects
totaling $ 6 million and currently has 50 projects in process totaling $ 10 million. Services
provide include architectural design, project management, contract administration, specification
development, space planning and cost estimating. The section also provides advice and design
assistance in compliance with the Americans with Disabilities Act and on hazardous building
materials analysis and handling. In 2002/ 03 the section took full responsibility of inventory,
37
ADMINISTRATIVE SERVICES
coordination and installation of office moves. Approximately 35% of the salaries and benefits in
this section’s budget is charged directly to projects or to other departments requested services.
The Facilities Maintenance section, staffed by the Facilities Maintenance Coordinator and seven
full- time permanent maintenance personnel plus four temporary employees, provides facilities
maintenance, janitorial services, energy conservation and facilities improvement services for
most City buildings. The buildings served by this program total over 350,000 square feet and
include City Hall, City Hall Annex, Municipal Service Centers ( North and South), Public Safety
Building, Sonoma County Museum, Finley Community Center, Swim Centers, Senior Center,
Brookwood Center, Steele Lane Community Center and the Railroad Depot.
Revenue Division:
The Revenue Division provides billing and collection services for City water and sewer utilities,
City taxes, parking citations and miscellaneous receivables, totaling in excess of $ 94 million last
fiscal year.
The Division has four sections: Administration, Utility Billing/ Operations, Utility Billing/ Meter
Reading & Collections, and Other Revenue & Collections. Slightly more than 75% of the
budget is charged to the Utilities enterprise funds. Approximately 80% of the staff ( consisting of
30.75 permanent FTE’s and 4 temporary employees) is assigned to utility billing and collection
work.
The Administration Section provides overall direction, planning and various support services to
the division and other departments and committees, as needed, such as the Utilities Rate Setting
Task Force, the Water Conservation Sub- Committee and various citywide revenue
enhancement/ stabilization committees.
The Utility Billing/ Operations Section is responsible for providing almost 50,000 utility
customers with new account service, monthly billing, automatic bill payment, remittance
processing, annual account auditing, a leak adjustment program, and a drive- up payment
window.
The Utility Billing/ Meter Reading & Collections Section reads water meters and provides
customer service in the field. They also collect on delinquent utility accounts.
The Other Revenue & Collections Section manages the City’s Business Tax program. They also
provide: payment processing of parking citations, billing and collection of miscellaneous
receivables for many City departments, receipting and monitoring of Utility Users Tax, Transient
Occupancy Tax and Franchise Fees, depositing of cash receipts, as well as maintaining an indoor
payment and information counter. This section administers the City’s revenue enhancement
contract with an outside consulting firm.
38
ADMINISTRATIVE SERVICES
Accounting Services:
The Accounting Services program is divided into three sections that provide professional
accounting, payroll, benefit administration, accounts payable and contract management services
to City departments, the Housing Authority and the Redevelopment Agency. Additional
professional services provided are: support the City's chief negotiator in evaluating cost of
employee benefits, monitor the City's deferred compensation programs, facilitate all bond debt
issued by the City, establish various assessment tax liens, provide direct support to City
departments, the Housing Authority and the Redevelopment Agency on an as needed basis, and
provide interpretations of various Federal and State laws, such as the Fair Labor Standards Act
( FLSA), Davis- Bacon Act, and Public Employees’ Retirement System regulations.
The Financial Reporting section maintains the financial records for the City of Santa Rosa, and
the Housing Authority and Redevelopment Agency of the City of Santa Rosa. This requires the
accomplishment of tasks ranging from routine journal voucher posting to producing the City's
Comprehensive Annual Financial Report ( CAFR).
In addition to the various reports produced by this Section for other agencies, there is a fiscal
year annual audit performed by an outside firm of certified public accountants selected by the
City Council. The results of each audit are discussed in a management letter addressed to the
City Council. Also, the Financial Statements are reviewed by the Government Finance Officers
Association ( GFOA) for conformance to standards set in order to receive the GFOA Certificate
of Achievement for Excellence in Financial Reporting. The annual award of this certificate is
expected.
This Section also provides City departments with professional accounting and financial reporting
services. This requires daily contact with various City personnel at all levels within the
organization. These services range from answering questions concerning an accounting or
budgeting problem to representing the City organization when responding to a Federal or State
agency.
The Payroll and Employee Benefits section maintains the City's payroll system and produces all
payments for the various employee benefit programs. This requires producing a biweekly payroll
for the City and verifying and paying monthly benefit costs. There are several outside reporting
requirements of payroll related information to federal and state agencies that occur biweekly,
quarterly, and annually. Additional tasks performed by this Section are: the management of the
City's deferred compensation program, enrollment and billing for employees' and retirees' health
benefit programs, monitoring the Dependent Care Assistance Program, administering various
uniform voucher programs, and monitoring and processing travel requests.
The Accounts Payable and Contract Administration section processes all the accounts payable
requests relating to contracts, purchase orders, field requisitions and miscellaneous payments.
Additionally, contracts are monitored for adherence to insurance requirements and to ensure
payments are properly documented and the requirements of the federal and state laws are
satisfied.
39
ADMINISTRATIVE SERVICES
Information Services:
Information Services provides application development and operations and maintenance of the
City’s central computer, microcomputers and telecommunications systems. Costs in this
program include City personnel costs, outside maintenance and professional support of City
computer equipment and software, providing data processing training to City personnel,
telephone costs, and operational and maintenance equipment and supplies. Information Services
operates as an internal service fund, meaning that Information Services charges the other
departments for services provided. The rates for the services are developed on a cost recovery
basis.
The Division is made up of an Application Development section, a Help Desk/ Operations
section, a Technical Support section, a Geographic Information System ( GIS) Services section,
and an Administration section provides the overall administration and clerical support for the
Division.
The Application Development section includes the development and maintenance of over 85
computer applications that run on the central computer system. For some perspective, this group
completed 1,552 requests for service last fiscal year.
The Help Desk/ Operations section includes the support of the central computer system and
“ Help Desk” support for 1,537 users. The central computer system consists of three Digital
VAX computers. In addition to the central system, the Section provides support for the Police
Dispatch and Records computers and 55 file servers on the wide area network. The Help Desk is
available to employees from 8: 00 am to 5: 00 pm, Monday through Friday. It completes the
support of approximately half of the calls; the remaining calls for support are forwarded to
development or technical staff.
The Technical Support section includes the support of all voice communications, data
communications, computer networks and all peripheral equipment, terminals, printers and
microcomputers. The Division supports 402 printers, 1,188 PCs and laptops, a Citywide
computer network that connects 60 City locations with hundreds of pieces of communications
equipment and a phone system that includes five separate switches and over 1,414 phone
instruments.
The GIS Services section provides citywide coordination of the City’s GIS system and its
personnel serves as the City’s representative in the Sonoma County GIS system that supports the
countywide public safety Computer- Aided Dispatch/ Records Management System ( CAD/ RMS)
project.
40
ADMINISTRATIVE SERVICES
OBJECTIVES
Major departmental objectives for the next fiscal year:
• Meeting City Council goals and Strategic Planning Goals as they relate to the
Department; including the City Council goal for Financial Stability, technology, facilities
and revenue enhancement.
• The Department will continue to track legislation in an attempt to be more proactive in
addressing legislation that might benefit, or have an adverse effect on the City, especially
the General Fund.
• To look for efficient and innovative means to meet the ever- increasing needs of the City
with minimal resources.
THE FUTURE
Administrative Services faces the same challenges faced by other departments, especially
General Fund departments, during a weakened economy. In response to these challenges, the
Department manages to provide quality service with minimal resources. In addition, the
Department strives to find cost savings for the City through energy conservation; revenue
through innovative revenue enhancement opportunities; and, will continue to look for ways to
save General Fund resources by finding alternative financing for projects typically funded by the
General Fund.
41
ADMINISTRATIVE SERVICES
DEPARTMENT EXPENDITURES BY PROGRAM
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Program Actual Actual Estimate Budget Request Change %
General Administration 566,412 708,019 743,978 750,031 750,018 - 13 - 0.0%
General Services 3,554,841 3,841,864 4,254,922 4,315,453 4,107,429 - 208,024 - 4.8%
Accounting Services 1,211,562 1,356,269 1,402,190 1,443,641 1,384,264 - 59,377 - 4.1%
Revenue 2,220,379 2,464,163 2,571,261 2,619,021 2,808,568 189,547 7.2%
Information Services 2,615,211 2,789,052 3,006,975 3,131,941 3,131,941 0 0.0%
Subtotal 10,168,405 11,159,367 11,979,326 12,260,087 12,182,220 - 77,867 - 0.6%
Projects 406,687 666,237 1,589,160 1,360,414 614,919
Capital Improvement Program 733,473 680,292 1,020,531 1,222,784 1,042,000
Total 11,308,565 12,505,896 14,589,017 14,843,285 13,839,139
42
ADMINISTRATIVE SERVICES
DEPARTMENT EXPENDITURES BY FUND
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Funding Source Actual Actual Estimate Budget Request
General Fund $ 7,755,865 $ 8,632,112 $ 9,155,930 $ 9,213,544 $ 8,935,769
Capital Improvement Fund $ 733,473 $ 738,554 $ 1,070,710 $ 1,272,963 $ 1,042,000
Information Services $ 2,810,227 $ 3,135,230 $ 3,851,806 $ 3,776,026 $ 3,281,941
Print Shop/ Copiers $ 0 $ 0 $ 510,571 $ 580,752 $ 579,429
Railroad Square Maintenance Fund $ 9,000 $ 0 $ 0 $ 0 $ 0
Total $ 11,308,565 $ 12,505,896 $ 14,589,017 $ 14,843,285 $ 13,839,139
PROJECTS
2003- 04
Number Title Request
4065 Improvements to City Facilities- Maintenance 235,000
4091 Library HVAC Maintenance 26,919
4094 Improvements to City Facilities 145,000
4579 Assessment District Administrative Costs 48,000
4940 Energy Conservation Projects 10,000
4576 Technology Upgrade Project 150,000
614,919
CAPITAL IMPROVEMENT PROGRAM
2003- 04
Number Title Request
5940 MSCN Underground Fuel Tank Replacement 1,000,000
8710 Miscellaneous Library Improvements 42,000
1,042,000
43
44
FIRE
The Fire Department is responsible for protecting life, property, and the environment from the
risks of fire, explosion and hazardous materials incidents, natural disasters, and for providing
needed emergency medical care and rescue services. This is accomplished through three
divisions: Administration, Fire Prevention, and Fire Operations. In addition, the City provides
contract protection for the Roseland Fire Protection District.
Administration Division:
The Administration Division coordinates the preparation and monitoring of the
Department’s budget. Major activities include personnel recruitment, conducting studies
of departmental operations and problems, formulating policies, rules and procedures;
promoting life safety and environmental protection; providing administrative support to
Fire Department personnel, contracting, and representing the interests of the department.
Expenditures for this division include the salaries and benefits for the Fire Chief,
Administrative Services Officer, and Administrative Secretary; pre- employment testing
and background investigation services, and general operation of the Business Office;
expenditures for administration of the Roseland Fire Protection District include the salary
and benefits for a Senior Administrative Assistant with related expenses. The Roseland
Fire Protection District also provides funding to help reimburse these services.
Fire Prevention Division:
The Fire Prevention Division’s mission is to prevent and limit the spread of fire and to
provide life safety through the application and enforcement of regulations, codes and
ordinances. The Division administers a number of programs such as plan review,
inspections, fire investigations, weed abatement, consultation services, and public
education within both the City and Roseland Fire Protection District. The Division
performs mandated inspections of assembly, educational, institutional, day care and
residential occupancies, approves state licensing requests and reviews and approves life
safety systems in new and existing development.
Expenditures for this division include the salaries and benefits for the Fire Marshal, the
Fire Protection Engineer, four Fire Inspectors ( one of whose areas includes the Roseland
Fire District) one full- time temporary Plan Checker, and three full- time Senior
Administrative Assistants; the operation and maintenance of the Arson Investigation unit;
administration of the Weed Abatement Program; training; information systems upgrade;
legal code and updating of subscriptions and supplies for operations/ office. In addition,
the Department dedicates a Fire Inspector to the Neighborhood Revitalization Program.
Certified Unified Program Agency ( CUPA):
This program coordinates a single- fee permit and inspection/ enforcement
system for the regulation of hazardous materials, hazardous waste and
45
FIRE
underground storage tanks for the City. Expenditures for this program include the salaries
and benefits for one Senior Fire Inspector, two Fire Inspectors and one permanent part-time
Senior Administrative Assistant position with related costs.
Fire Operations Division:
The Fire Operations Division responds to and mitigates emergency incidents within the
City and Roseland Fire Protection District. Major services to the community include
paramedic and emergency medical care, rescue of trapped persons, extinguishment of
fires, mitigation of the effects from natural disasters, and hazardous materials
containment.
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
0
5,000
10,000
15,000
20,000
Incident Responses
Expenditures for this division include the salaries and benefits for the Deputy Fire Chief,
Division Chief - Training & Safety, three Battalion Chiefs, 34 Fire Captains, 39
Engineers, 39 Firefighters and one part- time Administrative Technician; day- to- day
operations, the maintenance of eight Stations and 21 major pieces of fire apparatus; fire
apparatus replacement; maintenance and replacement of fire suppression, rescue, and
medical equipment; fire dispatch and communications expenses; comprehensive training
for emergency response personnel; and personnel safety programs.
Fire Training and Safety:
The Fire Training and Safety program, within the Operations Division, provides training
and proficiency testing in various areas such as fire suppression, emergency medical care,
operating fire apparatus, the incident command system, infection control, hazardous
46
FIRE
materials response and containment, technical rescue, leadership development, fire
prevention and fire code enforcement.
The safety aspect of the program is responsible for the development and implementation
of health and safety programs compliant with federal, state, local laws and regulations.
In addition, the Training and Safety program is responsible for managing an Emergency
Preparedness program for the City.
Expenditures for this program include fees for outside instructors, video production,
instructional supplies, safety conferences, specialized training, operations and
maintenance of the Fire Training Center and the Center’s specialized training aids,
simulators and management of department- wide personal protective equipment.
Emergency Medical Services:
Approximately 70 percent of the Department's emergency responses are related to
emergency medicine. Two Fire Department engine companies now are equipped and
staffed to provide paramedic level care on a 24/ 7 basis and another engine company is in
service as a paramedic unit approximately 75% of the time. All other Fire Department
companies deliver care at the basic Emergency Medical Technician level and are
equipped and trained to use Automatic Heart Defibrillators.
Rescue Service:
Closely allied with the delivery of emergency medical services is the provision of
technical rescue services. All personnel within the Operations Division are trained in
specialized rescue techniques, for such occasions as persons caught in swift running
water or trapped as a result of as vehicle accidents, collapsed buildings, industrial
machinery, collapsed trenches or in locations high above the ground. Each ladder truck is
equipped with specialized rescue equipment and the Department also has a Technical
Rescue Unit, which is outfitted with a large quantity of highly sophisticated rescue gear.
Approximately one dozen of the Department’s personnel also serve as part of the federal
Urban Search and Rescue Task Force IV.
Hazardous Materials Response Team:
The Hazardous Materials Response Team of the Operations Division provides emergency
response services, which include isolating, containing, identifying, and mitigating
unplanned and uncontrolled releases of hazardous substances on a citywide basis.
Expenditures for this program include specialized training as well as the procurement and
maintenance of supplies, equipment, and vehicles related to hazardous materials response
services.
47
FIRE
OBJECTIVES
General Departmental objectives for the next fiscal year:
The Fire Department’s goal is to provide the highest quality of service to its customers,
citizens, and visitors to the city of Santa Rosa and the Roseland Fire Protection District.
To ensure this, the Department maintains a high state of readiness and must provide
quick response times to requests for assistance. The following emergency ( red lights and
siren) response time goals have been set for the Fire Department: arrival on a scene
within four minutes - 80 percent of the time, within five minutes - 90 percent of the time,
and within six minutes - 100 percent of the time. The Fire Department has been unable to
achieve these response time goals for several years due to growth of the community,
escalating demand for service from the public and increased traffic congestion.
To provide effective service, the Fire Department is required to provide an appropriate
level of staffing with the highest caliber of trained personnel. The Department also
strives to provide its employees with the necessary tools, equipment, apparatus, and
facilities to proficiently and efficiently perform their duties. The Department places a
strong emphasis on diversity, equal employment opportunity, and accessibility for all
customers.
The Fire Prevention Division will continue to reduce fire hazards within the
wildlife/ urban interface areas to comply with the state mandated vegetation
management regulations; emphasize customer responsiveness; plan for the current
and future emergency service needs of the community; maintain Fire and Life
Safety plan review process time at an acceptable level; respond to customers’
inquiries within a reasonable time period and prepare for a State audit of the
Certified Unified Program Agency Hazardous Materials program.
ACCOMPLISHMENTS
Major Departmental tasks completed during the previous fiscal year
include:
In 2002, the Fire Department responded to 16,301 incidents. This is statistically equal to
the previous year and is the first time in ten years that the Department has not
experienced an increase in response volume. Specifically, the Department provided
emergency medical care to thousands of victims, rescued individuals trapped in
precarious life- threatening situations, suppressed hundreds of fires, and mitigated
exposure to multiple hazardous materials releases.
Other specific major accomplishments by the Fire Department during the last fiscal year
include the initiation of the Paramedic Program, replacement of two antiquated fire
engines with new state- of- the- art apparatus, development of the Redwood Empire
Dispatch and Communications Authority ( REDCOM) and transfer of Fire dispatch
services from the Police Department to the new regional Fire and EMS Communications
48
FIRE
Center, initiation of the program to implement a computerized records management and
incident reporting, reorganization of the Fire Prevention Division to improve service,
improved plan review and permit processing turnaround times, and through the assistance
of the Community Development Department and approval by Council, the establishment
of development impact fees that will reasonably provide funding for future facilities and
equipment.
In its third year, the successful “ Risk Watch” Program, with assistance from grants from
the National Fire Protection Association and Chevron Corporation, educated school age
children on potential fire and safety hazards. The department also held the " Fire Chief for
the Day" program where third grade students are introduced to fire safety escape plans
and fire safety issues.
The department streamlined the plan check process; conducted in excess of 50 complex
fire investigations; participated in pre- development meetings to address code issues at an
early stage in the development process; participated in the development of an educational
and enforcement program for restriction of fireworks in the high fire severity areas;
continued to work on meeting the state's audit conditions for the Certified Unified
Program Agency; assisted with a city task force to regulate the use of fireworks in high
fire severity interface areas.
THE FUTURE
For fiscal year 2003- 2004 the Fire Department’s efforts will be focused on maintaining service
levels. Due to tight budget restraints, the Department anticipates no ability to make significant
improvements in order to keep pace with community growth. The proposed budget anticipates
personnel and service reductions that do not directly impact the delivery of core emergency
response service. These cuts, however, will reduce non- emergency service to customers in the
areas of fire prevention, plan review, code enforcement and administration of programs.
Additionally, the elimination and/ or postponement of training, deferment of maintenance, and
suspension of equipment and supply replenishment will begin to affect all Department services
in more severe ways as time progresses. As a result, Department efforts will necessarily be
concentrated on mitigating the impacts of budget reductions.
One bright spot, however, will be the implementation of the second phase of the Paramedic
Program. This enhancement involves upgrading two more engine companies to Paramedic status
as of July 1, 2003. As a result of a public- private partnership negotiated in 2002, this
improvement is being fully funded by American Medical Response, the private ambulance
company serving the City of Santa Rosa.
49
FIRE
DEPARTMENT EXPENDITURES BY PROGRAM
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Program Actual Actual Estimate Budget Request Change %
General Administration 440,991 476,596 476,818 539,892 423,299 - 116,593 - 21.6%
Fire Prevention 1,113,668 1,423,104 1,412,613 1,512,961 1,341,075 - 171,886 - 11.4%
Fire Operations 11,157,451 14,205,236 15,856,762 16,058,627 17,551,440 1,492,813 9.3%
Fire Training 71,159 92,735 59,298 259,682 183,137 - 76,545 - 29.5%
Hazardous Materials Program 48,302 101,289 32,403 86,389 52,542 - 33,847 - 39.2%
Certified Unified Program Agency 111,660 122,243 115,749 174,910 142,606 - 32,304 - 18.5%
Subtotal 12,943,231 16,421,203 17,953,643 18,632,461 19,694,099 1,061,638 5.7%
Projects 299,722 362,881 943,714 999,372 78,825
Capital Improvement Program 114,349 289,524 229,698 312,553 0
Total 13,357,302 17,073,608 19,127,055 19,944,386 19,772,924
50
FIRE
DEPARTMENT EXPENDITURES BY FUND
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Funding Source Actual Actual Estimate Budget Request
General Fund $ 13,242,953 $ 16,784,084 $ 18,897,357 $ 19,631,833 $ 19,772,924
Capital Improvement Fund $ 114,349 $ 289,524 $ 229,698 $ 312,553 $ 0
Total $ 13,357,302 $ 17,073,608 $ 19,127,055 $ 19,944,386 $ 19,772,924
PROJECTS
2003- 04
Number Title Request
4939 Hazardous Materials Response and Enforcement ( Restitution) 15,000
4178 Tuition Reimbursement - Fire 50,000
4179 Fire Department Mapping System 2,500
4031 Fire Contract Services 6,325
4216 SCBA Safety Masks 5,000
78,825
51
52
COMMUNITY DEVELOPMENT
The Department of Community Development is responsible for overseeing and guiding
development activities in the City of Santa Rosa. The Department does this by assisting the City
Council in developing policies, procedures and standards to carry out the General Plan, acting as
a resource for neighborhood groups concerned with the physical development of the city and
helping development interests to successfully comply with all City rules and regulations.
The Department provides staff support for the City Council, Planning Commission, Design
Review Board, Cultural Heritage Board and the Board of Building Regulations Appeals. The
Department is made up of three divisions: Building and Code Compliance, Planning and
Engineering.
PROGRAMS
Administration:
The Administration program provides the overall management of the Department. This
includes personnel administration, budget monitoring and preparation, contract
administration, training coordination and responding to public concerns. The budget
requested for the Administration program contains full time salaries for the Department
Director, the Administrative Services Officer, the Departmental Technology Coordinator
and an allocation for 50 percent of an Administrative Secretary position.
Development Review:
The Development Review program is responsible for reviewing all major development
proposals, including rezoning, subdivisions, annexations and coordinating public
information meetings. The Development Review program coordinates the process of
reviewing applications with all other City departments and interested agencies. This
review process involves holding public meetings to ensure that the proposed development
is consistent with community interests. Development applications are also checked to
ensure that they meet City code, procedures and laws. This program provides primary
support to the Planning Commission. The budget for this program includes salaries for
staff assigned to the development review process.
Zoning Administration:
The Zoning Administration program is responsible for the review of smaller development
proposals, sign applications, Conditional Use Permits and a host of other land use issues.
It provides counter staff to answer questions from the public and supports the Design
Review Board. The budget for this program includes partial funding for the front counter
staff and salaries for staff assigned to the Zoning Administration process.
53
COMMUNITY DEVELOPMENT
Advance Planning:
The Advance Planning program deals with mid- range and long- term planning issues. It
focuses on the implementation of the General Plan.
Plan Checking:
The Building Division reviews plans for conformance with applicable regulations. The
division also issues building permits. The systematic surveys of existing buildings to
identify earthquake, fire and other problems are carried out through this program.
The Engineering Division reviews and approves the design of construction drawings for
public improvements. This includes improvements such as curb, gutter, street, storm
drains, and water and sewer lines as well as grading and drainage plans.
The budget for this program includes salaries for employees in both Engineering and
Building Divisions. Additionally, funds to hire consultant plan checkers are included in
the Building Division budget. These consultants are used to respond to workload peaks.
Code Enforcement:
This program is responsible for the enforcement of City zoning and building codes.
Typically, this involves handling issues such as unsafe and/ or illegal buildings and sign
violations. The budget for this program consists of salaries and benefits for the employees
assigned to code enforcement.
Community Code Enforcement Pilot Program Grant:
We have continued developing the grant program, which allows us to target specific
areas of the city for code enforcement efforts. The $ 331,000 budget includes $ 150,000 of
matching funds which will be recovered via enforcement fines and fees.
Field Inspection:
This program provides on- site building inspections for all new or remodel construction
activity in the City of Santa Rosa. The goal of this program is to ensure compliance with
approved plans and applicable regulations. The budget for this program consists of
salaries and benefits for the employees performing on- site building inspections. It also
contains funding for grading inspections and erosion control. This inspection ensures
that the grading for a development is done according to approved plans, does not block
upstream drainage and protects hillside areas from erosion.
Division Administration:
Division Administration includes costs that are not related to the specific program, as
well as the general support costs of administering the divisions. Included in the budget
54
COMMUNITY DEVELOPMENT
for this program are salaries and benefits for departmental employees that are not charged
to other programs, as well as conference and training funds for all three divisions that
make up the department.
Projects:
Projects funded in the Department’s budget include:
• Permits tracking system enhancements, including Web based applications
• Cultural Heritage Board Projects
OBJECTIVES
Major department objectives for the next fiscal year are:
$ Emphasize customer service to create an environment that fosters a cooperative
attitude among the private sector, the community, and public staff.
$ Continue to streamline the permitting process and reinforce a customer service
attitude in the Department= s response to development applications.
$ Continue to review and revise development review procedures to expedite project
review.
$ Enhance the information provided to our customers via the World Wide Web and
continue to develop and expand the on- line permitting system.
$ Increase voluntary compliance with the City= s National Pollution Discharge
Elimination System ( NPDES) permit through better relationships with the
Contracting Industry.
$ Provided high quality and accurate graphical data for public presentations with
GIS technology.
ACCOMPLISHMENTS
Major department tasks completed this fiscal year include:
$ General Plan Update completion including certified housing element.
$ Implemented the Velocity Hall on- line permitting system.
$ Further developed the Mapping/ GIS section in Engineering.
55
COMMUNITY DEVELOPMENT
$ Successful continuation the Code Enforcement Grant Program.
THE FUTURE
As the Community begins to reach its full development potential, more emphasis will
need to be placed on compatibility of new development with is its surroundings and
solutions to problems in fully developed areas. It will require that the Department be
even more aware of emerging issues in neighborhoods so that proactive and timely
solutions can be offered.
The Department will continue to analyze and improve the development review process,
primarily making use of new technology to decrease review times. This will also free up
staff time for tasks that don= t lend themselves to technological solutions, such as
answering questions from interested citizens.
Finally, major emphasis will be places on the continued deployment of computer technologies in
the Department. Technologies such as Geographic Information Systems and Internet Access to
Department information will be used to maximize existing budgetary and staff resources while
increasing our level of service to the public.
56
COMMUNITY DEVELOPMENT
DEPARTMENT EXPENDITURES BY PROGRAM
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Program Actual Actual Estimate Budget Request Change %
General Administration 431,036 463,708 429,940 496,455 415,614 - 80,841 - 16.3%
Development Review Program 926,084 1,005,132 952,966 1,042,043 903,385 - 138,658 - 13.3%
Zoning Administration 173,181 167,113 119,369 210,333 112,960 - 97,373 - 46.3%
Advance Planning 329,170 362,941 315,406 389,989 298,275 - 91,714 - 23.5%
Plan Checking Program 977,166 1,025,647 965,299 1,206,381 1,038,379 - 168,002 - 13.9%
Code Enforcement Program 115,373 315,053 347,700 446,708 402,620 - 44,088 - 9.9%
Field Inspection Program 509,655 490,499 518,783 542,166 557,189 15,023 2.8%
Support Services 1,903,309 2,036,497 2,268,447 2,267,793 1,963,455 - 304,338 - 13.4%
Subtotal 5,364,974 5,866,590 5,917,910 6,601,868 5,691,877 - 909,991 - 13.8%
Projects 162,671 361,349 115,550 115,550 48,000
Capital Improvement Program 200 1,061 1,409,064 1,409,064 0
Total 5,527,845 6,229,000 7,442,524 8,126,482 5,739,877
57
COMMUNITY DEVELOPMENT
DEPARTMENT EXPENDITURES BY FUND
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Funding Source Actual Actual Estimate Budget Request
General Fund $ 5,445,250 $ 5,996,825 $ 6,033,460 $ 6,717,418 $ 5,739,877
Capital Improvement Fund $ 82,595 $ 232,175 $ 1,409,064 $ 1,409,064 $ 0
Total $ 5,527,845 $ 6,229,000 $ 7,442,524 $ 8,126,482 $ 5,739,877
PROJECTS
2003- 04
Number Title Request
4511 Project Tracking System 40,000
4007 Cultural Heritage Board Projects 8,000
48,000
58
RECREATION AND PARKS
The Recreation and Parks Department is responsible for the design, construction, operation, and
maintenance of about 483 acres of City parks and sports facilities. In addition, recreation
programming for all age and ability groups is provided to 200,000 participants annually, and
1600 classes are scheduled each year. The Department serves as the caretaker for an additional
250 acres of public landscaped areas, undeveloped parks, street medians, back- on landscaping,
and maintains approximately 60,000 street and park trees, and special recreational facilities,
including Howarth Park, Burbank Home & Gardens, the Church of One Tree, the Santa Rosa
Rural Cemetery, Finley and Steele Lane Community Centers, Santa Rosa Senior Center,
Ridgway and Finley Pools and the Bennett Valley Golf Course. In 2003- 04 the Department will
be heavily involved in Council goal projects – the continuing operation, maintenance and
expansion of Prince Greenway, and the opening of the Place to Play Sports Complex.
The mission of the Department is “ Creating Community Through People, Parks and Programs.”
To implement our mission, the Department will be one that:
• is responsive to the changing needs of our community
• has a well trained and highly motivated staff
• is dedicated to providing outstanding customer service
• seeks every opportunity to promote the value of Recreation and Parks to enhance the
quality of life
• values and celebrates successes, and
• encourages creative risk taking, innovation, and collaboration.
PROGRAMS
General Administration:
The General Administration program provides direction and coordinates management of
the department including: administering the budget; acquiring and coordinating the
development of new park sites; administering the department's Capital Improvement
Program, providing staff assistance to the Board of Community Services, conducting
public meetings and surveys to determine the types of recreation and facilities desired by
residents; coordinating with local school districts joint- use of facilities; planning for
future recreational needs; pursuing and coordinating the Departmental promotional and
marketing efforts, providing direction and oversight of the Youth Advocacy effort and
administration of the service contracts of the Bennett Valley Golf Course and Merit
Awards Program.
Golf Course Administration:
This program includes managing the Bennett Valley Municipal Golf Course operational
and supervision contracts and capital improvements.
59
RECREATION AND PARKS
Recreation Programs:
This program area includes year- round recreation programming for all ages including
scheduled activities in sports and neighborhood programs, community centers and
clubhouses, schools, parks, special events, trips, aquatics and camps; and programs
geared toward seniors, teens, and individuals with disabilities. Along with programming,
this area maintains and operates two community centers, Howarth Community Park,
three clubhouses, two swim centers and the Santa Rosa Senior Center. Also included are
programs in school facilities and working with athletic groups and organizations to
schedule leagues and fields.
Parks Administration:
Services include managing the Parks Division consisting of parks projects, parks and
landscape maintenance, trees and open space, park development and planning, Luther
Burbank Home & Gardens and the Santa Rosa Rural Cemetery. It administers the
landscape “ back- on” program, landscape plan checks, and provides staff assistance to the
Luther Burbank Home & Gardens.
Park Projects:
Oversees project implementation and construction of park projects accomplished through
contractors, consultants, staff and volunteers; including major and minor contracts,
design, contract bid preparation, contract administration and project inspection; and
manages the Support Services function which maintains, repairs and refurbishes various
structural elements within the park system, including regular inspection and maintenance
of park play equipment.
Parks Development and Planning:
This program coordinates the design and bid process for the development of new parks
and coordinates projects to refurbish existing parks and special facilities, through design
consultants, developers, staff, and volunteers. Also serves as a landscape and design
resource to other sections and departments within the City.
Trees and Open Space:
Maintains an urban forest of approximately 60,000 trees; provides an integrated pest
management system for all landscape areas; and manages the " back on" landscaping
program and private project plan review.
60
RECREATION AND PARKS
Parks and Landscaped Maintenance:
This program provides for maintaining 56 parks on 483 acres, one cemetery, some
landscaped street medians totaling 27 acres, " back- on" landscape areas, and landscaping
adjacent to municipal buildings, trails, creeks, and open space parcels.
Luther Burbank Home & Gardens Board Activities:
This activity funds the Luther Burbank Home & Gardens Board Activities and their
annual tour season, special events, gift shops, and other needed services associated with
this historical site. In addition, the Recreation and Parks staff provides assistance to the
Board.
Luther Burbank Home & Garden Operations and Maintenance:
The daily maintenance and operation of the Burbank Home and Gardens with the
exception of the activities performed by the Board are included in this program.
OBJECTIVES
The Recreation and Parks Department will play a major role in two Council goals, the
completion and maintenance of the A Place to Play, and funding and maintenance of the
Prince Greenway projects. The Department will also be heavily involved in the goal of
reducing gang activity and environment
Major departmental objectives for the next fiscal year are as follows:
• Further Howarth Park rehabilitation with the construction of the replacement
boathouse, a new fire protection line and the final phase of the Land of Imagination.
• Construct the Prince Greenway restroom in Olive Park along with the Olive Park
Gazebo.
• Complete the initial phase of Fountaingrove Community Park and open it to the
public.
• Construct, with the developer, Trailhead Park along Santa Rosa Creek.
• Complete the master plan for Youth Community Park.
• Complete plans for phase one of the Church of One Tree project and look for funding
for implementation.
• Finish the citywide play equipment rehabilitation project by replacing the play
equipment at the last 14 parks.
• Continue construction of a Place to Play and open the first fields for play in fall 2003
and spring 2004.
• Build the initial phase of Rincon Ridge Park and work with the community on the
installation of play equipment.
• Begin construction of the Martin Luther King rehabilitation plan.
• Complete improvements at South Davis Park..
• Established the Change for Kids program to provide money for afterschool programs.
61
RECREATION AND PARKS
• Continued replacement of downtown street trees.
• Increase the programming and rental of the Community Centers and Senior Center in
an effort to increase revenue and provide more service to the public.
• Continue to promote the use of the “ On- Line Adventure Guide” as a method for the
public to register for activities and gain information in an efficient and cost effective
manner.
• Applied for and anticipate securing a grant the Job- Housing Incentive Grant to
renovate Martin Luther King Park.
ACCOMPLISHMENTS
Major departmental accomplishments for fiscal year 2002- 2003:
• Completion of DeMeo Park rehabilitation
• Completion of Howarth Park net climber
• Completion of new Juilliard Park play equipment
• Completion, with the developers, of Pearblossom Park
• Commencement of the upgrade of Southwest Community Park
• Completion of the Martin Luther King park rehabilitation plan
• Completion of a master plan for a new senior center in Finley Park
• Completion of the revision of the Park Acquisition and Development fee and
adoption by Council
• Installation of 15 pieces of public art on a rotational basis
• Installed new play equipment in South Davis Park.
• Increased the rental of the Community Centers by 11%
• Increased programs in the Community Centers by 10%
• Increased Registrations over the On- line Adventure Guide by 20%
• Provided over 7,000 hours of meeting room space for City Departments with a value
of $ 179,000
• Completion of Finley Aquatic Center Training Pool re- plastering
• The sports section was successfully started a new adult flag football league and
anticipates the league will grow next year
• New youth sports were added this year including: golf, soccer, baseball, basketball
and volleyball
• After school soccer league program was started at Monroe, Burbank, Fremont, Doyle
and Brookhill Elementary Schools. Another after school soccer program was started
in the southwest and includes Roseland, Sheppard, Wright and Bellevue Elementary
Schools
• Started T- ball baseball program - over 100 registered
• Five Elementary Schools continue to participate in the after school program funded
through the Save Neighborhood and Partnership Grant. It is anticipated that the grant
will be renewed next year
• Wells Fargo donated $ 15,000 to the Recreation Scholarship Program for low- income
families
62
RECREATION AND PARKS
• Juvenile Justice Grant through HUD will provide a Summer Program in the
Southwest at Sheppard Elementary School
• Secured a grant for $ 700,000 through the Youth Partnership Grant to build a joint
gymnasium/ Community Center at Sheppard Elementary School
THE FUTURE
Over the next several years the Department will attempt to maintain services and forward
momentum while losing to retirement several key managers and losing to budget cuts the
services of a significant percentage of its maintenance staff. Cuts in projects and supplies and
services will also slow the construction of new parks and rehabilitation of older ones and place
greater demands on existing staff.
The recreation needs of special populations will require more emphasis. The challenge will be to
address a population of increasing ethnic diversity and to fulfill the recreation needs of low-income
residents throughout the City. The department will continue to work with other groups to
develop teen programs designed to channel young energies into productive pursuits while
attracting and holding the attention of all teens. The need to provide greater opportunities for
neighborhoods to be consulted and involved in programs and facilities will be a challenge.
In addition to planning new facilities and programs for the future, staff will be required to find
productive and effective means of maintaining existing parks, recreation areas, medians, and
street trees with limited financial and personnel resources. Greater use of volunteers, joint use
agreements, contract services, donations and service fees where possible, will be pursued to
continue to fill the recreation and park needs of the community.
63
RECREATION AND PARKS
DEPARTMENT EXPENDITURES BY PROGRAM
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Program Actual Actual Estimate Budget Request Change %
General Administration 605,178 683,442 809,403 795,927 798,589 2,662 0.3%
Golf Course Administration 657,414 711,788 795,392 863,381 858,191 - 5,190 - 0.6%
Recreation Programs 4,352,443 4,835,331 5,302,013 5,394,541 5,335,628 - 58,913 - 1.1%
Parks Administration 224,293 226,808 218,361 246,735 192,648 - 54,087 - 21.9%
Trees and Open Space 1,291,859 1,455,871 1,480,064 1,560,367 1,419,254 - 141,113 - 9.0%
Parks and Landscaped Maintenance 2,912,380 3,195,297 3,307,244 3,372,615 3,072,405 - 300,210 - 8.9%
Parks Development and Planning 52,000 51,268 57,500 61,657 56,554 - 5,103 - 8.3%
Luther Burbank Home and Gardens Board Activities 92,902 101,808 44,962 99,269 35,545 - 63,724 - 64.2%
Luther Burbank Home and Gardens O& M 222,950 219,649 224,406 219,289 210,552 - 8,737 - 4.0%
Parks Projects 519,263 573,668 563,129 584,144 474,917 - 109,227 - 18.7%
Subtotal 10,930,682 12,054,930 12,802,474 13,197,925 12,454,283 - 743,642 - 5.6%
Projects 200,742 176,736 575,139 541,139 1,528,000
Capital Improvement Program 1,785,302 1,489,329 9,466,531 10,062,366 418,950
Total 12,916,726 13,720,995 22,844,144 23,801,430 14,401,233
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RECREATION AND PARKS
DEPARTMENT EXPENDITURES BY FUND
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Funding Source Actual Actual Estimate Budget Request
General Fund $ 10,233,044 $ 11,278,709 $ 12,062,802 $ 12,297,569 $ 11,805,347
Burbank Home & Gardens $ 92,902 $ 101,808 $ 44,962 $ 99,269 $ 35,545
Change for Kids Fund $ 0 $ 0 $ 0 $ 0 $ 30,000
Capital Improvement Fund $ 1,656,879 $ 1,441,679 $ 9,335,004 $ 9,930,839 $ 398,950
Bennett Valley Golf Course Fund $ 831,194 $ 789,969 $ 1,283,144 $ 1,355,133 $ 2,001,191
Subdivisions Back- on Landscaping $ 102,707 $ 108,830 $ 118,232 $ 118,620 $ 130,200
Total $ 12,916,726 $ 13,720,995 $ 22,844,144 $ 23,801,430 $ 14,401,233
65
RECREATION AND PARKS
PROJECTS
2003- 04
Number Title Request
4012 Building & Facility Maintenance Repairs 10,000
4038 Parks - Charges from Other Departments 4,000
4039 Parks - Property Damage 20,000
4079 Recreation Software 46,000
4196 Scholarship Program 15,000
4505 Rural Cemetery 10,000
4804 Recreation & Parks Trust Expenditures 300,000
4816 Fairway Drainage 4,000
4829 Bridge Repairs 10,000
4830 Golf Course Clubhouse Renovation 1,000,000
4832 Fairway Weed and Pest Control 6,000
4206 Irrigation System Repairs 15,000
4207 Tree Planting 5,000
4208 Cart Path Repairs 3,000
4249 Replacement of Underground Storage Tank 75,000
4814 Rebuild Tees 5,000
1,528,000
CAPITAL IMPROVEMENT PROGRAM
2003- 04
Number Title Request
5730 Park Building and Picnic Area Rehabilitation 100,000
5766 Fountain Grove Community Park 100,000
8407 Rincon Ridge Park Acquisition and Development 105,000
8441 Golf Course Green Reconstruction 20,000
8442 Public Art 3,950
8460 Park Field and Irrigation Rehabilitation 30,000
8465 North Park Rehabilitation 60,000
418,950
66
PUBLIC WORKS
The Public Works Department is responsible for protecting more than $ 1 billion in City
infrastructure. This includes maintenance, operation, design, and construction of the City street
system which includes sidewalks, bike paths, street signs, pavement markings, traffic signals,
street lights, creek restoration, and storm drainage as well as acquisition and maintenance of the
City’s fleet and other equipment.
PROGRAMS
General Administration:
This program provides the overall department management and administrative support.
Major program responsibilities include personnel management; budget preparation and
monitoring; grant fund acquisition; federal and state mandate compliance; emergency
management; resources management; labor relations; organizational improvement; policy
development; regional relationships with Sonoma County Transportation Authority,
Caltrans, Metropolitan Transportation Commission, Regional Water Quality Control
Board, and others; and customer service.
Traffic Services:
This program provides the day- to- day traffic engineering operations of the street system
and assists with the City’s regional and local transportation planning.
The Traffic Division operates the traffic signal system including designing/ maintaining
traffic signal timing for 200 traffic signals, developing/ implementing an Advanced
Traffic Control/ Intelligent Transportation System, and developing modifications to traffic
signals to produce efficient operations, This program also includes Neighborhood Traffic
Calming; response to Citizen Service Requests; City Traffic Engineer decisions as
established in the City Code; Transportation Permits; Public Records Act information;
Engineering and Traffic Surveys to provide radar enforceable speed limits; contracting
for traffic count/ time and delay arterial street level of service information;
implementation of General Plan policies for operation of the street system; non- General
Fund contracts for edge line and center line pavement marking maintenance; and
assisting the Sonoma County Transportation Authority with regional planning issues, and
the Engineering Division and Utilities Department with Capital Improvement Program
( CIP) projects.
Other services include being active in the City Council Strategic Plan for Traffic
Circulation; implementing School Pedestrian and Pedestrian safety programs; providing
traffic engineering expertise on legal cases for the City Attorney’s office and consulting
services to Community Development on development related environmental and
operational issues; seeking outside grants and providing technical assistance to obtain
outside grant funding; calibrating the traffic model on a 5 year cycle through a consultant;
and providing technical expertise to the City Council subcommittees and Main Street.
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PUBLIC WORKS
To help reduce General Fund expenditures, some of the Traffic Division’s staff time will
be shifted to non- General Fund CIP projects. This will cause a change in service levels
including the elimination of the annual traffic safety analysis of high collision locations;
elimination of technical information for the Highway Performance Management System
( HPMS); elimination of technical assistance to the Bicycle Advisory Committee; delay in
the Neighborhood Traffic Calming program and the Citizen Service Request program;
and less time available for consulting services to Community Development.
Engineering Services:
This program provides engineering and inspection services including subdivision
inspection, encroachment permit issuance and inspection, and requested engineering
services to other City departments. It also assists the public with information regarding
engineering records maintained by the Public Works Department. The City accepted over
$ 16.5 million of public improvements constructed by private development projects
during fiscal year 2002- 2003. Approximately 600 Encroachment Permits are issued
annually.
Major activities include estimating, planning, organizing, and tracking the City's CIP. A
major emphasis of the CIP is to maintain the City's transportation infrastructure.
Approximately two- thirds of the projects are designed by consultants.
The program also managed department- wide grant efforts that produced over $ 33 million
in grant revenues during the last six years ( 1998- 2003) to construct capital projects which
include school pedestrian ( pathways and flashers) improvements, bicycle improvements,
Highway 12 Farmers Lane partial interchange, Prince Memorial Greenway, and local
street rehabilitation.
Storm Water Management:
This program was established to meet the federal Environmental Protection Agency's
( EPA) mandated storm water quality management program. The Storm Water Utility was
established to provide funding for National Pollutant Discharge Elimination System
( NPDES) permit compliance activities. Activities include public education, storm water
quality testing, additional storm drain system mapping and analysis, system cleaning for
storm water quality, coordination with co- permittees and the Regional Water Quality
Control Board ( RWQCB), preparation of reports, and enforcement actions. Penalties for
noncompliance include fines of up to $ 25,000 per violation per day.
Ongoing program activities include storm drain maintenance, mapping and analysis of
the drainage system, and customer service. Crews repair, install, and clean storm drain
inlets and storm drain lines, sweep streets, and clear creeks and ditches. During and after
storm events, crews patrol flood- prone areas and perform clean- up operations as needed.
The City storm drain system includes over 100 miles of open channels/ ditches, over 320
miles of public underground pipes, and approximately 18,000 structures representing a
$ 299 million investment.
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PUBLIC WORKS
Of the total program request, $ 995,118 is funded by the Storm Water Utility ( Utility); the
remainder is funded by the General Fund. This year’s Utility funded costs include
$ 91,462 in general government overhead. In addition, the CIP includes $ 630,000 for
storm water creek restoration projects that are also funded by the Utility ($ 500,000 of
which is committed to construction of Prince Memorial Greenway- Phase II).
The Creek Stewardship Program was established in 2002 to improve creek health and
water quality along local creeks through community involvement. The Sonoma County
Water Agency and the Storm Water Utility jointly fund the program.
Street Maintenance:
This program emphasizes maintenance of the street infrastructure. There are
approximately 530 miles of city streets and storm drains representing nearly a $ 1 billion
investment. Current funding is insufficient to sustain the optimum life of the
transportation infrastructure. The current street maintenance backlog is approximately
$ 38 million; this backlog is increasing at a rate of $ 5 million to $ 7 million per year. Street
maintenance includes street repair and replacement, pothole patching, street sweeping,
and maintenance of pavement markings and signs.
Budget reductions this fiscal year require the elimination of a 4- person asphalt crew plus
a manager. As a result, there will be reductions in asphalt pavement maintenance and sign
and pavement marking maintenance.
Hazardous material spill response in compliance with federal and state requirements is
also provided. This includes supporting public safety departments by safely containing
hazardous chemicals, preventing pedestrians and motorists from coming into contact with
hazardous chemicals, and temporarily storing and disposing of all hazardous materials
spilled in the public roadway.
This budget reflects the discontinuation of reimbursement from the Downtown Mall
Maintenance Fund to the General Fund.
Downtown Services:
The program provides maintenance services including landscaping, litter removal, graffiti
removal, decorative fountain service, irrigation and general on site repairs to City Hall,
Comstock Mall, City Hall Annex, Fourth Street Mall, and most ground level parking lots
in the downtown core. Program efforts also include monitoring daily and special events,
providing daily maintenance for Old Courthouse Square, and set- up and removal of
traffic control for the Wednesday Downtown Market. Graffiti removal continues to be a
major concern and Downtown is often a focal point for this vandalism.
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PUBLIC WORKS
Budget constraints have required reductions of graffiti removal, primarily on private
property within the neighborhood revitalization areas. It is anticipated that some of this
reduction will be offset by an increase in volunteer graffiti paint- over efforts.
Since the Downtown Assessment District has been eliminated, there are no new revenues
and this activity continues to be funded by General Fund resources.
Electrical Maintenance:
This program maintains more than 14,500 street and park lights and 206 signalized
intersections representing an investment of approximately $ 70 million. Also included is
maintenance of electrical equipment beneath City streets, in City parks, and in many City
buildings. Upon request, the program also participates in Underground Service Alert
( USA) by marking City- owned underground electrical service wires.
PG& E’s 78% surcharge on street lighting energy has increased electric bills to
approximately $ 1.3 million. Budget reductions have required removing nearly 1,000
streetlights from operation and the installation of energy efficient lamps on metered
circuits. Unfortunately, the PG& E rates for streetlight energy continue to be a flat rate per
lamp so the installation of more efficient lighting would not result in savings. Light
Emitting Diodes ( LEDs) in traffic signals continue to save energy but do not offset the
78% PG& E surcharge on street lighting.
As no new revenues are available, traffic signal, streetlight and building electrical
maintenance needs exceed existing staffing. Budget cuts have required the elimination of
one electrician position, approximately 20% of the staff for building and streetlight
maintenance. Wherever possible, maintenance deferrals will be made in the least safety-sensitive
areas.
Fleet Management:
This Internal Services Fund program provides scheduled replacement and maintenance
services to 950 City vehicles and equipment and represent an investment of
approximately $ 31 million. This activity is funded entirely by user departments. The
program budget consists of two funds, one for equipment repair and the other for
equipment replacement.
The significant decrease in the proposed replacement budget is primarily associated with
this year’s low number of vehicles that meet the criteria for replacement. The 2003- 2004
request includes $ 1 million for replacement vehicles. Departments pay into the
replacement fund on an annual basis and sufficient funds have been accumulated to cover
the requested replacements. However, the fleet continues to grow in size as customer
departments increase services. The current year increase is estimated to be in excess of 10
new vehicles.
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PUBLIC WORKS
The Fleet Management Program will pay about $ 600,000 in overhead to the General
Fund during fiscal year 2003- 2004. Of this amount, the Equipment Repair Fund will pay
approximately half.
CORE SERVICES
Public Works provides a number of core services. Funding shortfalls continue to require
approximately $ 5- 7 million in maintenance and operations deferrals. The City’s street pavement
and traffic signal systems are the most impacted by this shortfall.
Service Impact of Funding Shortfalls
Protect over $ 1 billion
investment in City infrastructure
( streets, electrical, and fleet)
< Deferred pavement/ street maintenance
< Reduced level of electrical service
( Electrical includes street and park lights, traffic
signals, and City buildings)
Provide traffic engineering and
transportation planning services
< Reduced neighborhood traffic calming work
< Limited traffic reviews for new development
< Minimal traffic safety programs; eliminate
annual traffic collision safety analysis program
at intersections
< Limited traffic modeling
< No longer provide information for the HPMS
system
Provide engineering and
inspection services; implement
CIP
< Increased focus on projects such as Farmers
Lane at the expense of such General Fund work
as maintenance and operations
< Inadequate survey staffing
< Inadequate inspection staffing
< Deferred sidewalk program
Meet EPA mandated storm water
quality management program
requirements
< Deferred mitigation of contaminated sites
Maintain downtown < Borrowing money from asphalt to keep up with
downtown graffiti eradication
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PUBLIC WORKS
OBJECTIVES
Major departmental objectives for the next fiscal year:
$ Lead responsibility for the Traffic Circulation/ Transportation, Infrastructure, and
Environment goals, the infrastructure strategy, the Prince Memorial Greenway
project and other major objectives.
$ Continue to focus on the City Council goal and General Plan requirement of
improving traffic circulation in the City. This includes developing a plan and
implementing the Advanced Traffic Control/ Intelligent Transportation System,
emphasizing all modes of transportation ( vehicular, bicycle, walking, rail) and
innovative methods to reduce vehicular trips.
$ Continue to represent City Council’s interests in environmental review and design
of the next segment of Highway 101 ( Steele Lane to Highway 12).
$ Continue to implement construction of Prince Memorial Greenway and the
Pierson Reach pedestrian/ bicycle path.
$ Complete the EIR for the Farmers Lane Extension.
$ Continue to support lead departments in achieving other City Council goals.
$ Capital Improvement Program: Construct approved projects and maximize use of
outside revenue sources to maintain an active CIP and address infrastructure
needs.
$ Comply with State and Federal mandates.
$ Customer service: Examples are the Downtown Services Program, graffiti
removal, and Citizen Service Request program for traffic issues.
$ Other major objectives: pedestrian safety; neighborhood and project citizen
involvement within available resources; address street, storm drain, and fleet
infrastructure needs; maximize use of outside revenue sources to address traffic
and transportation issues; assist with regional transportation issues; and place an
emphasis on traffic signals and traffic signal timing and development and
implementation of the Advanced Traffic Control System/ Intelligent
Transportation System.
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PUBLIC WORKS
ACCOMPLISHMENTS
Major departmental accomplishments this fiscal year include:
$ Through April 2003, 15 CIP projects were completed or are under construction
( total value of $ 17 million), including Prince Memorial Greenway Phase 2002-
North, Farmers Lane/ Highway 12 partial interchange and West Avenue widening
and reconstruction. Completed projects include school walkway projects, the first
phase of Calistoga Road traffic calming project, three traffic signal projects, and
various water and sewer main projects.
$ Traffic Circulation: Maintained existing traffic signal timing for coordinated
systems and isolated intersections, completed the installation of
Protected/ Permitted traffic signal operations to decrease unnecessary delay, and
contracted for consulting services to develop for implementation the Advanced
Traffic Control System/ Intelligent Transportation System.
$ Responded to neighborhood and citizen traffic concerns such as incorporating
traffic calming in six neighborhoods and addressed 150 formal ( up from 50 in
2001) and 600 ( up from 300 in 2001) informal traffic- related citizen service
requests.
$ Completed construction of the TLC Linkages Phase I and completed design of
TLC Linkages Phase II. Worked closely with downtown community leaders and
Caltrans to improve Highway 101 design.
$ Turned off approximately 950 streetlights and installed nearly 50 new induction
lamps on metered circuits such as the Third Street depression and Fourth Street,
saving over $ 100,000 of energy costs annually.
$ In February, began receiving free disposal and transport services from the new
trash hauler, North Bay, saving $ 150,000 annually.
$ Maximized use of a variety of revenue sources to maintain an active CIP.
Approximately $ 2.7 million was acquired during fiscal year 2002- 2003.
$ Addressed school and non- school pedestrian needs including the installation of
temporary asphalt pathways to provide a continuous walking route; the
installation of pedestrian activated flashers at two school crossing locations;
installation of audible signals for visually impaired pedestrians; and updating the
School Pedestrian Needs report and the Pedestrian Needs report.
$ Public Works activities described in the NPDES permit for storm water
discharges included developing a Storm Water Management Plan for permit
renewal; storm drain system cleaning and tracking; outreach to the general public
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PUBLIC WORKS
through the City website, the Master Gardeners and the Environmental Discovery
Center; and continuation of the water quality monitoring program with local high
schools.
$ Initiated City- wide Creek Master Plan process in partnership with the National
Park Service Rivers, Trails, and Conservation Assistance Program.
$ Using grant funds, increased City’s alternate fuels program to nearly 80 vehicles,
one of the largest California fleets using clean air alternate fuels such as
compressed natural gas, electricity, and propane.
$ Provided a high level of customer service that is responsive and within budget
limitations, including Downtown services and graffiti removal.
$ Public Works staff constructed diagonal parking on Fourth Street between
Mendocino Avenue and D Street.
$ Developed a comprehensive five- year street overlay and slurry project list. This
information can be used by the Utilities Department, PG& E, Cable Television and
others to coordinate and prioritize street excavations and replacement of in-ground
facilities.
$ Continued to promote a harassment free work place using a comprehensive
approach that includes recruitment, hiring, training, and eradicating inappropriate
behavior.
$ As part of the City’s strategic goal planning, completed an infrastructure Score
Card for the City’s infrastructure and took the lead in the Traffic Circulation goal
and strategies.
THE FUTURE
The Public Works Department will serve as conveners for the Council’s Traffic
Circulation/ Transportation and Environment goals and as support for other goals.
$ Developing and implementing the Advanced Traffic Control System/ Intelligent
Transportation System.
$ Being an active partner in improving the regional transportation system.
$ Renewing the storm water NPDES permit.
$ Preserving infrastructure.
$ Continuing the Prince Memorial Greenway project.
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PUBLIC WORKS
DEPARTMENT EXPENDITURES BY PROGRAM
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Program Actual Actual Estimate Budget Request Change %
General Administration 1,140,938 1,167,795 1,199,027 1,237,024 1,232,379 - 4,645 - 0.4%
Traffic Services 528,506 472,465 552,126 638,491 612,487 - 26,004 - 4.1%
Engineering Services 1,814,216 2,043,343 2,557,728 2,833,831 2,431,235 - 402,596 - 14.2%
Storm Water Management 1,616,432 1,827,433 1,774,907 2,018,729 1,759,420 - 259,309 - 12.8%
Street Maintenance 3,111,428 3,433,615 3,304,368 3,414,210 3,057,668 - 356,542 - 10.4%
Downtown Services 412,705 527,774 575,898 513,184 485,988 - 27,196 - 5.3%
Electrical Maintenance 2,076,106 2,769,090 2,853,581 2,887,452 2,753,081 - 134,371 - 4.7%
Fleet Management 4,660,838 5,372,204 6,046,399 7,132,983 5,850,505 - 1,407,478 - 18.0%
Subtotal 15,361,169 17,613,719 18,864,034 20,675,904 18,182,763 - 2,618,141 - 12.1%
Projects 688,893 368,310 600,066 489,266 410,951
Capital Improvement Program 4,568,751 5,189,421 51,170,520 51,238,655 6,355,611
Total 20,618,813 23,171,450 70,634,620 72,403,825 24,949,325
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PUBLIC WORKS
DEPARTMENT EXPENDITURES BY FUND
2000- 01 2001- 02 2002- 03 2002- 03 2003- 04
Funding Source Actual Actual Estimate Budget Request
General Fund $ 10,397,038 $ 11,692,762 $ 12,367,500 $ 13,032,418 $ 11,626,114
Street Light Fee Fund $ 6,653 $ 10,350 $ 10,851 $ 10,837 $ 11,020
Capital Improvement Fund $ 4,423,038 $ 5,148,757 $ 50,962,429 $ 51,028,649 $ 6,226,067
Fountain Grove Ranch - Phase II $ 26,830 $ 29,187 $ 41,741 $ 41,741 $ 0
Fountaingrove Parkway Extension Assessment District$ 42,361 $ 4,488 $ 0 $ 0 $ 0
Storm Water Enterprise Fund $ 673,932 $ 817,646 $ 728,476 $ 751,448 $ 771,597
Storm Water Enterprise- Creek Restoration $ 109,658 $ 75,642 $ 348,692 $ 378,760 $ 350,965
Equipment Repair Fund $ 3,513,454 $ 3,999,415 $ 4,310,505 $ 4,235,938 $ 4,376,030
Equipment Replacement Fund $ 1,340,165 $ 1,392,546 $ 1,857,826 $ 2,914,977 $ 1,578,475
Downtown Mall Maintenance Fund $ 83,839 $ 0 $ 0 $ 0 $ 0
Railroad Square Maintenance Fund $ 1,845 $ 657 $ 6,600 $ 9,057 $ 9,057
Total $ 20,618,813 $ 23,171,450 $ 70,634,620 $ 72,403,825 $ 24,949,325
PROJECTS
2003- 04
Number Title Request
4014 Annual Pedestrian Ramp 44,250
4016 Computer Upgrades 102,200
4028 Horizontal & Vertical Controls 25,000
4034 Traffic Signal and Street Light Knockdown and Recovery 59,501
4041 Preliminary Design 45,000
4042 Project Printing 3,000
4191 Fire Station Retrofit 28,000
4855 Particulate Filters ( 13) - BAAQMD FY ' 03 104,000
410,951
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PUBLIC WORKS
CAPITAL IMPROVEMENT PROGRAM
2003- 04
Number Title Request
4235 Slurry Seal Selected Streets 180,000
4236 Sidewalk Program 241,000
4237 Street Overlay - Various Locations 2,065,000
4238 Storm Water Drainage Improvements at Selected Locations 194,000
5002 Storm Water Creek Restoration Projects 129,544
5049 Farmers Ln. Extension from Bennett Valley Rd. to Hearn Ave. 974,000
5141 Hearn Ave at Highway 101 Interchange 500,000
8008 Stony Point Rd from Hwy 12 to Hearn Ave - Widen to 4 Lanes 59,000
8015 Ninth St. from Wilson St. to Morgan St. - Reconstruct 240,000
8045 Street Repair Associated with Water and Sewer Main Replacement 100,000
8072 Pavement Markings - Various Locations 20,000
8097 City Wide Aerial Photographs 10,000
8141 Santa Rosa Creek Ecosystem Restoration Project 50,000
8153 Brookwood Ave/ Matanzas Creek - Bridge Resurface 15,000
8165 Cast In- Place Storm Drain Repair / Replacement 50,000
8177 San Miguel Road Railroad Crossing 75,000
8195 Colgan Ave Reconstruction and Pedestrian Pathway Installation 131,000
8196 Middle Rincon Rd/ Badger Rd - Reconstruct 29,000
8200 Annual Pedestrian Access Ramp Installation @ Various Locations 150,000
8207 Calistoga Road Improvements/ Traffic Signals, Ped Flashers, etc. 124,000
8211 Northpoint Parkway Extension - Stony Pt Rd to S. Wright Rd 300,000
8212 Colgan Creek Bridge at Dutton Ave/ future Northpoint Pkwy 125,000
8214 Bridge Repairs at Various Locations per CALTRANS inspection rept recommendation 10,000
8216 Hoen Ave at Cypress Way Traffic Signal Modification for Bus Turns 25,000
8218 Stream Monitoring Stations - Purchase, Installation & Maintenance 17,262
8224 Sonoma Avenue Bicycle Lanes 50,000
8225 Santa Rosa Creek Multi- use Path - Streamside to Mission 43,005
8226 Pedestrian Paths & Pedestrian Activated Flashers at 5 Sites 351,000
8232 Summerfield Road Storm Drain at Horseshoe Drive 70,000
8233 Barham Avenue/ Lotus Court Storm Drain 183,000
8234 Pacific Avenue Reconstruction - Humboldt to Montecito 152,000
8235 Boyd Street and Earle Street Reconstruction 164,000
8238 Class 1 Bikepath- Traffic Signal on Joe Rodota Trail 132,800
8241 Marv's Meadows Sewer Reimbursement 375,000
7,334,611
77
78
HOUSING AND REDEVELOPMENT
The activities and functions of the Housing and Redevelopment Department are shown primarily
in the Housing Authority and the Redevelopment Agency section of this budget; additional
departmental activities are shown here.
PROGRAMS
Mobile Home Rent Control:
The costs shown here are those associated with administration of the Mobile Home Park
Rent Control Ordinance adopted by the City Council. Administration costs are funded by
a fee of $ 4.78 per month per space not covered by a long- term lease. The fee is billed to
mobile home park owners who may choose to pass on 50% of the fee to affected
residents.
Neighborhood Revitalization Program:
This program is coordinated by the Housing and Redevelopment Department to improve
the living conditions and quality of deteriorated neighborhoods through a full time, inter-department
City task force. The Neighborhood Revitalization Program ( NR