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Home My WebLink AboutResolution 2023-124 N.C.S. 08/07/2023 Resolution No. 2023-124 N.C.S. Page 1 Resolution No. 2023-124 N.C.S. of the City of Petaluma, California AUTHORIZING AND ELIMINATING THE POSITION OR FUNDING ALLOCATIONS ASSOCIATED WITH THE ADOPTED FISCAL YEAR 23/24 BUDGET BY: 1) AUTHORIZING THE POSITION ALLOCATIONS OF 1.5 ADMINISTRATIVE ASSISTANTS, ONE (1) ASSOCIATE CIVIL ENGINEER, TWO (2) BUSINESS SYSTEMS ANALYSTS, ONE (1) DEPUTY DIRECTOR OF OPERATIONS, ONE (1) DEPUTY DIRECTOR OF PARKS AND RECREATION, ONE (1) ENVIRONMENTAL SERVICES ANALYST, ONE (1) FACILITIES SUPERVISOR; ONE (1) FIRE CAPTAIN, FOUR (4) HUMAN RESOURCES ANALYST I/IIS, ONE (1) INFORMATION TECHNOLOGY SPECIALIST II, TWO (2) MANAGEMENT ANALYST I/IIS, ONE (1) MANAGEMENT ANALYST I/II LIMITED TERM, ONE (1) PARKS MAINTENANCE WORKER I/II, ONE (1) POLICE SERGEANT, ONE (1) SENIOR CIVIL ENGINEER, ONE (1) SENIOR FACILITIES TECHNICIAN, THREE (3) SENIOR MANAGEMENT ANALYSTS, ONE (1) UTILITY TECHNICIAN, AND ONE (1) WATER SERVICE REPRESENTATIVE AND 2) ELIMINATING THE POSITION OR FUNDING ALLOCATIONS OF THREE (3) MANAGEMENT ANALYST IIS, 3.8 HUMAN RESOURCES SPECIALISTS, ONE (1) ADMINISTRATIVE ASSISTANT CONFIDENTIAL WHEREAS, the proposed actions were presented before Council on May 8, 2021 as part of the Budget Workshop, where the Proposed Fiscal Year 23-24 Operating and Capital Budgets along with the Revised Long-Term General Fund Operating Forecast were reviewed in detail (Exhibit A); and WHEREAS, the presentation and subsequent recommendations specified additional staffing needed across City departments in order to address the needs of a well-run, responsive, full- service City; and WHEREAS, this action is the next step in implementing the appliable recommendations related to allocating positions that exist within the City’s Classification and Compensation Plan; and WHEREAS, the City Manager, acting as the Personnel Officer, has determined the results of the proposed changes align with the duties and responsibilities of existing workloads and City needs; and WHEREAS, the proposed actions are exempt from the requirements of the California Environmental Quality Act (CEQA) in accordance with CEQA Guidelines Section 15378(b)(4), in that, approving this action does not meet CEQA's definition of a “project,” because the action does not have the potential for resulting either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment, and because this is a personnel-related action that constitutes organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment. NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Petaluma as follows: 1. Declares the above recitals to be true and correct and are incorporated into this resolution as findings of the City Council. 2. The proposed actions are exempt from the requirements of the California Environmental Quality Act (CEQA) in accordance with CEQA Guidelines Section 15378(b)(4), in that, approving this action does not meet CEQA's definition of a “project,” because the action does not have the potential for resulting either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment, DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 Resolution No. 2023-124 N.C.S. Page 2 and because this is a personnel-related action that constitutes organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment. 3. Authorizes the Position Allocations of 1.5 Administrative Assistants, One (1) Associate Civil Engineer, Two (2) Business Systems Analysts, One (1) Deputy Director of Operations, One (1) Deputy Director of Parks and Recreation, One (1) Environmental Services Analyst, One (1) Facilities Supervisor; One (1) Fire Captain, Four (4) Human Resources Analyst I/IIs, One (1) Information Technology Specialist II, Two (2) Management Analyst I/IIs, One (1) Management Analyst I/II Limited Term, One (1) Parks Maintenance Worker I/II, One (1) Police Sergeant, One (1) Senior Civil Engineer, One (1) Senior Facilities Technician, Three (3) Senior Management Analysts, One (1) Utility Technician, and One (1) Water Service Representative, specifically: Classification Department Allocation Management Analyst I/II Community Development 1 Administrative Assistant Community Development 1 Senior Management Analyst Community Development 1 Business Systems Analyst Economic Development and Open Government 1 Information Technology Specialist II Economic Development and Open Government 1 Senior Management Analyst Economic Development and Open Government 1 Fire Captain Fire 1 Human Resources Analyst I/II Human Resources 4 Deputy Director of Parks and Recreation Parks and Recreation 1 Facilities Supervisor Parks and Recreation 1 Parks Maintenance Worker I/II Parks and Recreation 1 Senior Facilities Technician Parks and Recreation 1 Management Analyst I/II Limited Term Police 1 Police Sergeant Police 1 Senior Management Analyst Police 1 Administrative Assistant Public Work and Utilities 0.5 to 1 Associate Civil Engineer Public Work and Utilities 1 Business Systems Analyst Public Work and Utilities 1 Deputy Director of Operations Public Work and Utilities 1 Environmental Services Analyst Public Work and Utilities 1 Management Analyst I/II Public Work and Utilities 1 Senior Civil Engineer Public Work and Utilities 1 Utility Technician Public Work and Utilities 1 Water Service Representative Public Work and Utilities 1 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 Resolution No. 2023-124 N.C.S. Page 3 4. Eliminates the Position Allocations of Three (3) Management Analyst II, 3.8 FTE Human Resources Specialist, One (1) Administrative Assistant, specifically: Classification Department Allocation Management Analyst II Community Development 1 Management Analyst II Economic Development and Open Government 1 Administrative Assistant Human Resources 1 Human Resources Specialists Human Resources 3.8 Management Analyst II Police 1 Under the power and authority conferred upon this Council by the Charter of said City. REFERENCE: I hereby certify the foregoing Resolution was introduced and adopted by the Council of the City of Petaluma at a Regular meeting on the 7th day of August 2023, by the following vote: Approved as to form: __________________________ City Attorney AYES: McDonnell, Barnacle, Cader Thompson, Healy, Nau, Pocekay, Shribbs NOES: None ABSENT: None ABSTAIN: None ATTEST: ______________________________________________ City Clerk ______________________________________________ Mayor DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 City of Petaluma Operating and Capital Improvement Program Budget FY 2023-2024 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 Resilient and Safe Community Safe Streets City Infrastructure A Thriving Economy Environmental Legacy Climate Action DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 City Manager’s Office (707)778-4345 citymgr@cityofpetaluma.org Finance Department (707)778-4352 finance@cityofpetaluma.org 11 English Street, Petaluma CA, 94952 www.cityofpetaluma.org City of Petaluma Fiscal Year 2023-2024 Operating Budget and Capital Improvement Program City Council Kevin McDonnell, Mayor Karen Nau, District 3 Council Member Janice Cader Thompson, Vice Mayor, District 1 Council Member Dennis Pocekay, Council Member Brian Barnacle, Council Member John Shribbs, District 2 Council Member Mike Healy, Council Member DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ii Community City Council Assistant City Manager Finance Human Resources Fire Police Public Works and Utilities Economic Development and Open Government Parks and Recreation, Community Services Community Development City Attorney City Clerk City Manager CITY ORGANIZATIONAL STRUCTURE AND EXECUTIVE STAFF CITY MANAGER PEGGY FLYNN BRIAN COCHRAN City Manager Assistant City Manager Provides general management oversight and direction to all City Departments. Also provides administrative support to the City Council. CITY CLERK KENDALL ROSE City Clerk Liaison between the public, media, Mayor, and Councilmembers. Maintains City records, oversees elections, and prepares and publishes City Council Agendas. CITY ATTORNEY ERIC DANLY City Attorney Provides legal advice to City staff and the City Council; defends the City against lawsuits. FINANCE COREY GARBEROLIO Deputy City Manager/Finance Director Provides financial management and accounting services for all City of Petaluma Departments. FIRE JEFF SCHACH Fire Chief Provides fire, rescue and emergency medical services. Also oversees and inspects building and development to assure compliance with fire safety codes. HUMAN RESOURCES CHARLA FRECKMANN Human Resources Director Recruits employees, negotiates labor contracts, provides benefits for city employees and oversees the City’s Risk Management program. POLICE KEN SAVANO Police Chief Provides public safety through crime prevention, community policing, and code enforcement services. PUBLIC WORKS AND UTILITIES CHRISTOPHER BOLT Public Works and Utilities Director Oversees the City’s public improvement requirements and manages water resources, wastewater treatment, streets, public transit, and flood management. ECONOMIC DEVELOPMENT AND OPEN GOVERNMENT INGRID ALVERDE Economic Development and Open Government Director Oversees the economic development and information technology divisions and is the liaison for public information. PARKS AND RECREATION DREW HALTER Parks and Recreation Director Oversees the City’s parks and recreation, park, and facility maintenance. COMMUNITY DEVELOPMENT BRIAN OH Community Development Director Oversees the City’s Planning, Building and Housing services. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 iii CITY MANAGER BUDGET MESSAGE Budget Message and Transmittal FY 2023-24 Operating Budget and Capital Improvement Program May 8, 2023 Honorable Mayor and City Councilmembers, City Staff, and Cherished Petaluma Community— I am pleased to submit to you the budget for the City of Petaluma for Fiscal Year 2023/24. As I outline below, and as you will see throughout this budget document, this upcoming year will be one of continuous, exciting, groundbreaking investments in our community that will benefit Petalumans for generations to come. In thinking about how to succinctly summarize the theme of this year’s budget, I believe People-Powered Petaluma is apt! Everything we do in the City of Petaluma is people-powered. This includes a vast network of collaborators: our staff, our business community, our schools and non-profit organizations, our multi-jurisdictional partners, and our talented, passionate, creative Petaluma community—all of whom work together and invest their time, treasure, and talent to create safe streets, to facilitate housing, to ensure safe spaces and mental health resources for our youth, to care for our unsheltered, to provide crisis intervention services to those in need, to rebuild, to repair, to reimagine our incredible Petaluma for all who live, work, and enjoy our City! Some positive trends we are seeing for our upcoming Fiscal Year 2023/24: • General Fund Sales Tax - FY 24 Sales Tax is estimated at $16.5M – 3.6% greater than the FY 23 revised budget. We fortunately experienced a strong recovery and growth through FY 22 and are continuing to see that in this current fiscal year. We have reached pre-pandemic sales tax revenue levels. While we forecast moderate growth in the next fiscal year, we do remain conservative given the uncertainty in the economy - high inflation, workforce challenges, world events, etc. • Measure U Sales Tax - FY 24 Measure U Sales Tax is estimated at $15.7M – 6% greater than FY 23 revised budget. We are expecting to end FY 23 with a higher-than-expected ending fund balance of approximately $4.5M, which provides for increased investment in a diverse portfolio of programs and projects: ongoing road improvements, dredging, community baseball field, library fire suppression, downtown beautification and public restroom, fare free public transit program, emergency preparedness, vegetation DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 iv CITY MANAGER BUDGET MESSAGE management, and public safety vehicle replacements, fire station/public safety building, etc. • General Fund emergency reserves continue to be maintained at 15% of operating expenditures • Transient Occupancy Tax (Hotel tax) revenues are recovering post Covid, albeit, not as quickly as originally expected. We remain optimistic heading into FY 24 that growth will continue, and the fund will fully recover this coming fiscal year.  • Labor negotiations ongoing - funds included in FY 24 and the five-year forecast represent estimated impact however it is unclear what the outcome will be. We continue to invest in our employees via our workforce stabilization efforts that kicked off with the implementation of Measure U, and with each budget cycle, addressing staffing needs as well as evaluating increased costs/funding options.  • New projects for the community including a new skate park, downtown beautification and public restrooms, and significant investment in water, recycled water and wastewater projects in FY 24. • Our investment in the City-owned Fairgrounds is included and represents 1/2 of a fiscal year of estimated costs offset completely by revenues generated onsite.  • FY 24 budget does not include any new revenue sources such as cannabis, etc. We will adjust accordingly as new legislative efforts move forward and opportunities present. Over the past two budget years, among all of the day-to-day operations that your City staff complete, we were also laser-focused on rebuilding and strengthening our infrastructure, leveraging our resources, such as Measure U, to make our community’s dollars go further, and investing in our people, both within the organization and throughout our community. With respect to managing / emerging from the COVID-19 pandemic as many may be aware, this past February the Governor revoked his COVID-19 emergency proclamation and the County and City quickly followed suit. While we should be under no illusion that COVID is vanquished entirely, I can report that we are experiencing very low infection rates within the City workforce and nearly all pandemic-related protocols have been lifted. With that said, we will continue to be vigilant on this front and implement policies as needed to ensure the health of City staff and our community at large. Regarding the implementation of Measure U, we are going full-steam on substantial investments in our roads--$45M over five years, and as evidenced, by the major renovation of North McDowell Blvd that is currently underway. We have strategically added staffing and support in most City departments, to ensure that Petalumans continue to receive excellent services and to allow us to complete major initiatives as directed by the City Council. Staff DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 v CITY MANAGER BUDGET MESSAGE compensation has been brought up to the market median in our area, to allow us to recruit and retain highly talented employees, and we are able to properly plan for annual cost-of-living adjustments so that compensation remains competitive. Finally, we have leveraged Measure U funding to obtain substantial grant funding from State and Federal agencies and invested in key City priorities, such as dredging the Petaluma River; implementing our homeless services strategic plan; and making climate-ready investments such as electric vehicle charging stations and building efficiency upgrades. People-Powered Petaluma Petaluma is strong because of the amazing people within our community. This Fiscal Year 2023/24 budget will build upon the partnerships, relationships and investments that have made us successful and will continue to move Petaluma forward. All facets of our human capital are critical: our 60,000 individual residents; our talented and multi-faceted non-profit partners; our County government, school districts, special districts, tribal and regional collaborators; our City Council, legislators, and other elected officials; out committees, commissions and advisory boards; and of course, our City workforce. Here is a small sampling of the numerous people- centric programs and investments that you’ll be seeing during this next fiscal year (we could truly take multiple pages listing all of the exciting happenings): • Continuation of our $1.3 million annual investment in Petaluma People Services Center’s SAFE crisis intervention team, a now-critical component of our public safety response for issues that do not require a law enforcement or advance life support ambulance presence; • New and innovative services for our residents experiencing homelessness, including a contract with HomeFirst for case management-based, focused outreach efforts and housing focused landlord recruitment efforts; and the opening of Petaluma’s first Homekey project, the Studios at Montero which will provide 60 units of permanent supportive housing and on-site services for chronically homeless individuals; • Ramped up collaboration with ReLeaf and Cool Petaluma to continue bolstering our tree canopy citywide and working with property owners on tree maintenance and care; • Implementation of the Blue Zones program in conjunction with Petaluma Health Care District and a variety of corporate and outside funding partners; to explore improvements to community health outcomes and youth mental and physical well- being; • Collaboration with all existing tenants of the Petaluma fairgrounds property to ensure stability for those current uses; plus, creation of a coalition of non-profit and other partners to begin imagining what is possible for the property; • Precise and careful additions of staffing in areas to solidify some of our most important program areas: a Fire Captain dedicated to training; a Housing Specialist dedicated to DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 vi CITY MANAGER BUDGET MESSAGE homelessness programs; a Police Department Analyst focused on CALEA certification; additional Parks staffing for our multi-faceted parks and facilities portfolio; As a City staff, we are constantly in awe at the dedication of so many amazing Petalumans in service to their community in such a variety of ways. We aren’t successful as a community without these contributions. As you will see in the subsequent departmental sections of this budget document, a key role of the City budget is as a force-multiplier – making supportive, foundational investments in people, programs and ideas to leverage all of the community’s assets for the greater good. Project-Focused Petaluma As important as our people in Petaluma are, I would be remiss without mentioning some of the many strategic infrastructure projects that we are currently undertaking--including many that will move forward in important ways in Fiscal Year 2023/24--in our $89.5M Capital Improvement Program. With a combination of Measure U, Impact Fee Funds, Water and Wastewater Enterprise Funds, grant funding, and many other funding sources, we are making once-in-a-generation investments in virtually all categories of infrastructure to ensure Petaluma is a fun, safe, healthy, sustainable and well-functioning City for decades to come. As with our People-Powered section above, here is a sampling of the Project-Focused work that we will be doing over the next year: • Completion of design of the Primary Influent Pump Station Sewer Main replacement. While possibly the least visible and least glamourous of capital projects, this is likely the most important piece of physical infrastructure that the City owns – ensuring that all toilet flushes every minute of every day in the City of Petaluma safely arrive at the Ellis Creek Water Recycling Facility for proper wastewater treatment; • Safe and Complete Streets – In addition to the North McDowell project mentioned earlier, we plan at least an another $6.7 million in pavement rehabilitation, reconstruction and “safe and complete streets” investments this fiscal year; • Significant design work and the commencement of a new skate park at Lucchesi Park; • Electrification of our Transit facility to accommodate EV buses; • Completion of the long-anticipated baseball field at the Petaluma Community Sports Fields; Grants, Grants, Grants An under-told story of the City of Petaluma over the past couple of years has been the unprecedented success we have had in securing grant funding for critical community projects – many of which will be moving forward in visible ways during this next fiscal year. While probably an understatement, I can easily say that the City has received over $50 million in DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 vii CITY MANAGER BUDGET MESSAGE grant funding from various County, State and Federal programs over the past year. Three substantial grants comprise over $35 million of this investment: • $10 million+ for our Advanced Metering Infrastructure project for the water utility; • $11 million+ in federal earmarks via Congressman Huffman for improvements to the City’s recycled water system; and • $15 million+ in investment from the State of California for our Studios at Montero Homekey project in collaboration with Burbank Housing to provide 60 units of permanent supportive housing for chronically homeless individuals. Other grants received have helped fund: PPSC’s SAFE Team; homeless encampment resolution at Cedar Grove; the People’s Village non-congregate shelter project; seismic studies of City buildings; electric vehicle charging infrastructure and emergency generators at City facilities; and innumerable other projects and programs. Acknowledgment I would like to thank and recognize our dedicated staff who work each year to review, propose, and prepare the operating and capital budgets for the Council and the community. Our City’s budget is the result of an incredibly talented, hardworking, and dedicated team. The City’s Budget Team manages the budget analysis and preparation through the hard work of our Deputy City Manager / Finance Director Corey Garberolio, Finance Analyst Isabel Craft, Finance and Accounting Manager Janine Tedrow, and the entire Finance Department staff who contributed to the development of this policy document. Developing the operating and capital budgets are truly a team effort and rely on the expertise of many, including, but not limited to: • City Manager’s Office— Suzie Terry, Patrick Carter, Brian Cochran, Rhianna Frank, Aaron Zavala • City Attorney—Eric Danly, Jordan Green, Dylan Brady, Lisa Rogers • Community Development—Brian Oh, Karen Shimizu, Jerome Hoberg, Andrew Trippel, Heather Hines • Economic Development & Open Government—Ingrid Alverde, Brendan Galten, Jamieson Bunn, Nancy Sands • Fire—Jeff Schach, Chad Costa, Jessica Power, David Catalinotto • Parks & Recreation—Drew Halter, Cindy Chong, Delana Bradford • Police—Ken Savano, Brian Miller, Kate McCoy DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 viii CITY MANAGER BUDGET MESSAGE • Public Works & Utilities—Christopher Bolt, Gina Benedetti-Petnic, Bjorn Griepenburg, Ken Eichstaedt, Alyssa Teddy, Denise Hill, Dan Herrera, Jasmine Diaz, Jared Hall, Dan Cohen A special thanks to our Mayor and City Council for ensuring that this policy document serves all of our residents and for being strong financial stewards for our community. Embracing Our Potential Given that our budget is the most significant policy document the City produces, I could not be more proud of the vast diversity of projects, programs, and initiatives that we are recommending for City investment and how this $337.5M budget continues to move Petaluma forward and lead locally, regionally, and nationally, in many ways. With our community as our guide and the City Council as our policy leaders, we are embracing our future as a responsive, innovative, and effective municipal government organization. While priorities can shift from year to year, our resolve to deliver outstanding services, safe and sustainable infrastructure and climate-first action to our community is unwavering. With the new opportunities that we have over the coming year to deliver for our community, my sincere hope is that every resident, business and non-profit entity can look forward to seeing themselves in some program or project in this Fiscal Year 2023/24 budget document. I am energized to work alongside our Council, City staff and community to deliver on those opportunities, in Fiscal Year 2023/24 and in the years to come. In your service, Peggy Flynn City Manager DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ix DISTINGUISHED GFOA BUDGET AWARD DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 x TABLE OF CONTENTS Table of Contents Budget Coversheet ................................................................................................................... i City Organizational Structure .................................................................................................. ii City Manager’s Budget Message ............................................................................................ iii GFOA Distinguished Budget Award ...................................................................................... viii Table of Contents .................................................................................................................... x Citywide Overview Citywide Budget Overview & Highlights ........................................................................... 1 Budget Development Process ........................................................................................ 17 Petaluma Government and Policies ............................................................................... 18 Glossary of Terms ........................................................................................................... 22 Acronyms ........................................................................................................................ 24 Summary Schedules 2023-24 All Funds Budget Summary .............................................................................. 27 Fund Summary ............................................................................................................... 29 Sources and Uses ........................................................................................................... 33 Summary Schedules ....................................................................................................... 35 Capital Vehicle and Equipment ...................................................................................... 54 Climate Action Baseline .............................................................................................................. 57 General Fund Overview .............................................................................................................. 65 Measure U Fund Overview ......................................................................................................... 73 Special Revenue Funds Overview ............................................................................................... 77 Enterprise Funds Overview ........................................................................................................ 83 Utility Funds Overview ............................................................................................................... 87 Internal Service Funds Overview ................................................................................................ 91 City Departments City Council ..................................................................................................................... 95 City Attorney .................................................................................................................. 97 City Clerk ...................................................................................................................... 103 City Manager ................................................................................................................ 109 Community Development ............................................................................................ 115 Economic Development & Open Government ............................................................. 121 Finance ......................................................................................................................... 129 Fire ............................................................................................................................... 135 Human Resources......................................................................................................... 141 Non-Departmental ....................................................................................................... 147 Parks and Recreation, Community Services ................................................................. 155 Police ............................................................................................................................ 161 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 xi TABLE OF CONTENTS Public Works & Utilities ................................................................................................ 169 Capital Improvement Program Capital Project Overview ............................................................................................. CIP-i CIP Table of Contents ............................................................................................... CIP-viii Project Funded Status ................................................................................................ CIP-1 CIP FY 2023-24 Uses and Sources............................................................................... CIP-5 CIP FY 2023-24 Budget by Project .............................................................................. CIP-6 CIP Budgets through FY 2027-28 ................................................................................ CIP-9 CIP - Airport .............................................................................................................. CIP-11 CIP - Facilities ............................................................................................................ CIP-19 CIP – Parks ................................................................................................................ CIP-37 CIP – Public Works .................................................................................................... CIP-51 CIP – Recycled Water ............................................................................................... CIP-81 CIP – Surface Water .................................................................................................. CIP-89 CIP – Transit .............................................................................................................. CIP-95 CIP – Wastewater Utility ........................................................................................ CIP-101 CIP – Water Utility .................................................................................................. CIP-119 Advanced Planning ................................................................................................. CIP-145 Legislative Resolutions and Ordinances ........................................................................................... L - 1 Appendices Allocation of Internal Service Funds and Administrative Overhead Charges ................ A-1 Transfers Out ................................................................................................................. A-3 Transfers In .................................................................................................................... A-6 Full Time Positions – Allocation by Department............................................................ A-9 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 xii TABLE OF CONTENTS DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW CITYWIDE BUDGET OVERVIEW & HIGHLIGHTS The City of Petaluma’s Fiscal Year 2023-2024 Budget comprises the following operating fund types and the Capital Improvement Program (CIP): •General Fund •Measure U Fund •Special Revenue Funds •Trust Funds •Enterprise Funds •Utility Funds •Internal Service Funds •Capital Improvement Program •Successor Agency Funds The majority of the appropriations recommended support the General Fund, Utilities Funds and Capital Improvement Program. Citywide utilities funded by the City’s Utility user rates bring water to residents and businesses and collect and/or treat wastewater. The second largest source of expenditures is the General Fund which primarily funds police, fire, public works, parks and recreation, economic development, public engagement as well as internal support, management and administration. In Fiscal Year 2024, Capital Improvement Funds provided by impact fees, user rates, grants and other sources will be used to rehabilitate roads, enhance and replace aging utility infrastructure and implement park projects. The City’s Fiscal Year 2023-2024 Budget recommends expenditures totaling $337.5 million. This year’s budget includes an increase of $95.1 million over the Fiscal Year 2022-23 Revised Budget. Adjusted to remove Transfers In and Transfers Out1, which are $83.4 million each, appropriations for 2023-2024 are $254.1 million and estimated revenues are $204.7 million. Table 1 on the following page shows the change in Citywide appropriations from Fiscal 2022-23 Revised Budget to FY 2023-24 Budget. Also shown is a chart illustrating the total FY 2024 Budget allocated by percentage to each fund type. Any difference between appropriations and sources is offset from available fund balance (reserves). Appropriations are supported by total Citywide estimated revenues of $288.1 million as well as available fund reserves, in some cases. The following table, Table 3, presents the changes in revenues from Fiscal Year 2022-23 Revised Budget to Fiscal Year 2023-24 Budget by fund type. 1 Transfers are utilized to transfer from a fund receiving the revenue to the fund that is making the expenditure. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW Table 1 – Citywide Appropriations and Changes Table 2 – Citywide Positions by Function Fund Type FY 2023 Revised Budget FY 2024 Budget FY 23 Revised- FY 24 Budget Change Percent Change General Fund 66,684,473$ 71,852,088$ 5,167,615$ 7.75% Measure U Sales Tax 14,981,567 20,185,395 5,203,828 34.73% Special Revenue Funds 34,687,700 35,586,271 898,571 2.59% Trust Funds - - - 0.00% Debt Funds 911,719 913,219 1,500 0.16% Enterprise Funds 13,895,362 13,811,908 (83,454) -0.60% Utility Funds 56,261,853 85,822,231 29,560,378 52.54% Internal Service Funds 12,322,689 14,479,037 2,156,348 17.50% Capital Project Funds 37,151,459 89,472,000 52,320,541 140.83% Successor Agency Funds 5,478,874 5,393,597 (85,277) -1.56% Total 242,375,696$ 337,515,746$ 95,140,050$ 39.25% Function Funded Police 102.60 Fire 67.00 Public Works & Utilities 122.50 Parks & Recreation 21.00 Community Development & Housing 12.00 Support Staff(Clerk, Legal, Finance, Human Resources, IT, etc.)47.30 Total Citywide Staff 372.40 * More details on funded positions can be found in the Appendix section of this document FY 2023-24 Full Time Positions Funded by Function DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW Table 3 – Citywide Revenues and Changes Fund Type FY 2023 Revised Budget FY 2024 Budget FY 23 Revised- FY 24 Budget Change Percent Change General Fund 64,474,472$ 71,056,088$ 6,581,616$ 10.21% Measure U Sales Tax 14,881,750 15,762,700 880,950 5.92% Special Revenue Funds 26,866,654 31,278,946 4,412,292 16.42% Trust Funds 2,145 1,718 (427) -19.91% Debt Funds 3,701,135 2,942,599 (758,536) -20.49% Enterprise Funds 13,081,315 12,982,309 (99,006) -0.76% Utility Funds 55,302,218 54,983,599 (318,619) -0.58% Internal Service Funds 11,431,148 15,757,029 4,325,881 37.84% Capital Project Funds 33,613,047 77,951,107 44,338,060 131.91% Successor Agency Funds 5,388,622 5,382,629 (5,993) -0.11% Total 228,742,506$ 288,098,724$ 59,356,218$ 25.95% Citywide Revenues by Category FY 2024 Taxes Revenue 63,380,301$ Permits and Fees 11,498,388 Use of Property Revenue 4,099,684 Intergovernmental 37,417,972 Charges for Services/Sales 23,684,323 Utility Revenue 52,486,300 Sales Revenue 890,500 Other Revenue 11,242,415 Total Revenues 204,699,883$ Note: Excluding Transfers In DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW OVERVIEW BY FUND TYPE/PROGRAM General Fund Departments within the General Fund provide core essential community services, such as public safety (including police and fire protection and medical transport services), parks and recreation, public works, as well as critical support functions such as city manager, finance, legal, city clerk and human resources. All core services are primarily supported by locally controlled revenue sources that include sales tax, property tax, transient occupancy tax and fees. This entire budget document, including the proposed General Fund budget, represents a team collaboration. Creating a balanced budget while considering the many needs is not an easy task. Evaluating the opportunities, challenges and economy are all factors to consider. Many of the same challenges we faced when creating the FY 2022-23 budget still exist today – high inflation, slower supply chain, workforce challenges, and world events. The proposed FY 24 General Fund budget represents our continued commitment to prudent fiscal management and to continue delivering high quality services to the Community. As we draft this year’s budget document, the impacts of the pandemic have subsided compared to the prior year. Recovery is occurring and revenues have largely returned to pre pandemic levels. We continue to efficiently manage day- to-day operations utilizing and maximizing technology options for customers and to keep City business moving forward. We continue to collaborate with our partners in the community as well as other government agencies to assist and provide support citywide. The City’s sales tax revenues, the largest portion of General Fund revenues, have recovered following the revenue decreases realized during the pandemic and are expected to grow by approximately 4% next fiscal year. Other revenues such as business license, permit and fees and charges for services continue to show recovery and we remain cautiously optimistic regarding financial trends that show a possible full recovery next fiscal year, barring any significant recession. Based on information provided by the City’s sales tax consultant and local economist and revenue trends, it is estimated that moderate growth will continue into the new year. All sectors of sales tax are expected to see growth with stronger growth in Food Products, Transportation, General Retail and County Pool and slower growth in other sectors including Construction and Business to Business. While estimates are based on detailed information that takes into consideration all revenue sectors, actual amounts could differ as time passes and more information becomes available. Other non-general fund revenues, such as Transient Occupancy Tax are recovering, albeit at slower pace compared to sales tax revenues. Tourism is recovering but will undoubtedly depend on the continued abatement of COVID 19 cases nationally and consumers’ willingness to travel. As recovery continues, these additional DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW revenues will assist with replenishing the Transient Occupancy Tax fund balance. Staff will continue to monitor the monthly and quarterly financial results and will revise and request adjustments as appropriate. The state of the economy continues to be a concern. Persistent high inflation, supply chain challenges and ongoing world events could trigger a recession which could impact tax revenues. Revenues estimated and incorporated into the 5-year forecast remain conservative. As time goes by and as revenue trends are evident, the forecast will be adjusted to reflect updated long-term projections. We continue to be thankful to the community for the passage of Measure U, the City’s 1-cent sales tax measure passed by Petaluma voters in November of 2020. This add-on sales tax brings essential revenue to the City that was not available historically. In addition to allowing the City to continue providing core essential services to our residents by providing support to the General Fund, the additional funding will provide for many other needs citywide such as continued investment in our staff – those who deliver the high-quality services to our residents, as well as addressing deferred maintenance on City roads and facilities and prioritizing programs and initiatives. General Fund revenues are expected to be up overall approximately 7.75% due to projected growth in the coming year, which takes into consideration ongoing recovery. Measure U estimated sales tax revenue and expenditures have been included in the proposed FY 23/24 budget. The expenditures included, align with community priorities and the balanced spending plan presented to Council. Staff have held two meetings with the Measure U Committee and have discussed the proposed spending plan for the year. The estimated sales tax revenue incorporates moderate growth of approximately 6% when compared to the prior year. As the year progresses and trends emerge that differ from these estimates, adjustments will be made. We will continue to monitor revenues closely and bring forward information as soon as we are made aware. Despite having additional sales tax revenue, it’s important to remember this source is finite. While it provides financial resources that the City has not historically had, the needs far outweigh the available resources. We must continue to prudently manage our finances to maintain reserves and provide core services. Given the need to produce a balanced budget while also attempting to address many department requests, general fund departments were required to maintain a flat budget. Any additional needs, both operating and one-time, were brought forward for discussion. Only those requests considered critical to continue operations were approved and incorporated into the FY 2023/24 budget. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW General Fund Appropriations The City’s Fiscal Year 2023-24 Budget includes General Fund total appropriations of $71,852,088 an increase of $5.2m or 7.75% over Fiscal Year 2022-23 Revised Budget. The General Fund budget includes salary and benefit appropriations for 230 full time positions that perform a variety of core essential services such as 24-hour public safety, public works, parks and recreation and the many other City services that provide departments the support necessary to operate. This budget includes funding for workforce stabilization originally incorporated in FY 22 and ongoing into the future and includes appropriations for staffing needs to address increased and changing needs in several departments, as well as negotiated cost of living adjustments and anticipated costs from ongoing negotiations. Services and supplies appropriations include the funds necessary to perform day to day operations including operational supplies and contract services for both existing and newly identified needs and essential for delivering services. Intragovernmental appropriations provide funding for support services such as Information Technology, Risk Management, and General Services that are funded by charges to operating funds, including the General Fund. Capital needs change from year to year as needs are identified. Lastly Transfers Out account for transactions that require funds to move from the General Fund to other funds where costs reside. The increase of $5.2m is primarily due to the following: • $.75m for negotiated cost of living adjustments • $.6m for new positions- Fire Training Captain, Police Sergeant, Deputy Director Parks and Recreation, Parks Maintenance Worker • $.45m for anticipated results of labor negotiations • $ .35m in Workers Compensation costs due to increased claims and staff shortages • $ .73m for increased retirement costs due to PERS mandatory discount rate reduction from 7.5% to 7.0%, phased in over a period of five years, FY 22 fully phased in • $ .2m salary and benefit cost of routine step advancements • $.2m slightly increased health premiums and employee benefit selection FY 2022/23 FY 2023/24 Amount of Percent Expenditures Revised Budget Change Change Salaries 31,388,022$ 33,528,055$ 2,140,033$ 6.8% Benefits 20,771,516 22,085,232 1,313,716 6.3% Services/Supplies 7,160,693 8,198,327 1,037,634 14.5% Utilities 1,176,444 1,401,085 224,641 19.1% Intra-governmental 2,795,290 4,291,667 1,496,377 53.5% Capital 219,000 170,000 (49,000) 100.0% Transfers Out 3,173,507 2,177,722 (995,785) -31.4% Total Expenditures 66,684,472$ 71,852,088$ 5,167,616$ 7.7% DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW • $.9m information technology intragovernmental charges- upgrades and updates to technology citywide such as; new servers, critical cybersecurity, reliable internet during emergencies, SharePoint cloud based solution storage use citywide • $.6m risk management intergovernmental charges due to reinstatement of charges following a rate holiday and necessary to build reserves to appropriate levels following a year of increased costs • $.2m increased electricity/gas costs expected in FY 2023/24 due to increased rates • $1 m Increased services and supplies needed citywide-animal grazing, gopher abatement, cost increase janitorial parks restrooms, weed and landscaping, wildfire mitigation, records storage, outreach, communications and translation The increases above are partially offset by reductions in the following: • -$ .05m less one-time capital costs in FY 2023/24 and includes purchase of heart monitors to replace outdated medical transport equipment in the Fire Department • -$ 1m less transfers out to fund one-time costs in FY 22/23 for turning basin dredging efforts General Fund Revenues General Fund Expenditures are supported by revenues of $71.1 million (excluding sources from designated reserves) in Fiscal Year 2023-24, an increase of approximately $5.2m from the FY 2022-23 Revised Revenue Budget. The majority of this difference is focused in to 5 categories- Taxes (+1,440,726), Interest Earnings (+$175,107), Inter governmental (+$332,653), Charges for Services (+$731,644), Transfers In from Measure U (+$3,892,742). The table below shows general fund revenues by type: FY 2022/23 FY 2023/24 Amount of Percent General Fund Revenues Revised Budget Change Change Taxes 34,013,111$ 35,453,837$ 1,440,726$ 4.2% Permits and Fees 1,133,254 1,174,478 41,224 3.6% Fines and Penalties 485,000 464,500 (20,500) -4.2% Investment Earnings and Rent 406,663 581,770 175,107 43.1% Intergovernmental 7,175,444 7,508,097 332,653 4.6% Charges for Services 8,803,068 9,534,712 731,644 8.3% Other 14,000 84,000 70,000 500.0% Transfers-In 2,517,500 2,435,520 (81,980) -3.3% Transfers-In from Measure U 9,926,432 13,819,174 3,892,742 39.2% From Designated Reserves 2,210,000 796,000 (1,414,000) -64.0% Total General Fund Revenues 66,684,472$ 71,852,088$ 5,167,616$ 7.7% DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW Taxes are increased $1,440,726 from the Revised 2022-23 budget due to revised projections provided by the City’s sales tax consultant and expected to grow by approximately 4%. Property Tax adjustments of approximately 5% are included which consider projected assessed valuation growth and new development. Sales Tax is recovering and continues to show moderate growth next fiscal year. This estimate takes into consideration an analysis of different sectors of sales tax including but not limited to auto sales, food products, construction, transportation, and hospitality and is based on information provided by the City’s sales tax consultant. Other revenue categories such as business license, fees and permits, and charges for services have also been analyzed and are expected their steady recovery into the new year. Given the concerns over the nature of the economy, revenues will be reviewed closely and as trends emerge, adjustments will be made. Interest rates have risen sharply and are expected to remain slightly higher than the prior year’s budget therefore interest revenue has been increased to reflect this change. Intergovernmental revenues of $7,508,097 include revenues from other government agencies such as Motor Vehicle License Fees, Prop 172 sales tax for public safety, and Intergovernmental Transfer Program cost recovery for medical transports and are $332,653 greater than in 2022-23 and primarily reflect an increase in Motor Vehicle License Fees which is tied to assessed valuation growth. Charges for Services are included at $9,534,712 and account for service revenue such as Ambulance Transport fee revenue and Intragovernmental charges. The increase of $731,644 is the result of increased intragovernmental charges to other funds for services provided by central service support departments such as City Manager, Finance, City Clerk and City Attorney. This increase supports increased costs and workforce stabilization in these departments. Transfers-In represent funds coming in from the Transient Occupancy Tax fund to offset the rising cost of salary and benefits. Also included are funds from other sources to support Police CAD functions and Park Maintenance. Less one-time funding related to a position relocation from General Services to the General Fund is not needed going forward, which has resulted in a decrease in the Transfer In category of approximately $81,980. Transfers-In from Measure U are to support the general fund as a whole and provide the resources for continuity of service and workforce stabilization that provides for additional, highly qualified trained staff to perform services and address increased demand (see Measure U below). The increase of $3,892,742 represents a full year of revenue coming into the General Fund to support and preserve existing service levels, provides funding for a variety of new community priorities such as providing for working public safety equipment, technology upgrades and investment, community services such as increased park maintenance related services and free fare transit and the rising cost of services and supplies in the General Fund. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW General Fund Reserves The General fund beginning operating reserve at July 1, 2023 is expected to be $0 million. Fiscal Year 2023-24 Estimated Revenues and Expenditures equal each other resulting in no change to the operating reserve at June 30, 2024. A designated reserve of $9.7 million is maintained separate from the operating reserve and currently amounts to 15% of the General Fund operating budget. This balance is reserved for emergencies and is to be maintained at Council’s 15% targeted policy or until City Council policy changes. As one-time revenues are received, or additional unexpected savings occur, funds will continue to be reserved for emergencies and maintained at 15%. Measure U Fund Measure U sales tax revenues are estimated at $15.7 million for FY 23-24. This is an increase of $880,950 over the FY 2022/23 revised budget. Appropriations from this fund are transferred out to other funds where costs reside. Appropriations included are representative of the community input which are incorporated into the themed categories shown below. This includes the investment categories discussed: providing support to the General Fund so current operations can continue and critical for long-term operational sustainability, aligning position classifications and compensation, providing for cost-of-living adjustments and recommended position additions intended to improve services and address workload issues in a variety of departments. Also included are funds for infrastructure investments to address deferred maintenance on City roads and buildings and priority initiatives. Various priority initiatives are also funded including emergency preparedness, climate initiatives and a free fare transit program. Appropriations are supported by estimated revenues and fund reserve carryforward. Below is a chart showing a summary of Measure U FY 23/24 appropriations- A Measure U ending fund balance at June 30, 2023 is estimated at $4.5m declining to $55k at June 30, 2024. Investment Themed Categories:FY 2023/2024 1. General Fund Support- Maintain Service Level Funding for existing operations; new operational needs 8,178,247$ 2. Workforce Stabilization Core Staffing, Class/Comp and COLA 4,718,927$ 3. Infrastructure Investments Roads and Public Safety Facility 2,684,221$ 4. Priority Initiatives Climate Initiatives- Electric Vehicle Chargers, Emergency Power Backup; Technology- Upgrades and Replacements - Cybersecurity; Capital- Library Fire Suppression System, Downtown Public Restroom and Beautification, Turning Basin and Dock Replacement, River Dredging Program ; Emergency Preparedness -Vegetation Management/Chipper Program, Equipment and Vehicles; Fare Free Public Transit Program 4,604,000$ Total Measure U Investments 20,185,395$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW More detailed information can be found in the Measure U Fund overview section of this document. Special Revenue, Trust and Debt Funds Special Revenue Funds account for revenues that are received for specifically identified purposes and cover corresponding appropriations. The special revenue funds that typically account for the larger share of revenues and corresponding appropriations in this fund grouping are Impact Fees, Street Maintenance and Transient Occupancy Tax. The Fiscal Year 2023-24 Budget recommends Special Revenue Funds, Trust and Debt appropriations of $36.5 million, representing an increase of $.9 million from the Fiscal Year 2022-2023 Revised Budget. This decrease is primarily due to the following: • $.8 million decrease in Traffic impact fees to support CIP projects in FY 2023/24 • $1.3 million increase in City Facilities Impact Fees uses due to increased facility improvements planned in FY 23/24 • $1.9 million increase in Storm Drain Impact Fees for increased project activity managing the City’s storm drain system in FY 2023/24 • $4.3 million decrease in Parkland Impact Fees for decreased CIP project activity to occur in FY 23/24 for the Petaluma Community Baseball Field slightly offset by increased funding dedicated for the new Skatepark • $1.7 million increase in Grants to support Programs and Projects- Library Facility Enhancement and Expansion, Shollenberger Amphitheater & Kiosk project, Kenilworth Park Revitalization, Old Corona Road Water Quality Mitigation and fire grant matching activity offset partially by reduced program costs relate to People’s Village completed in FY 2022/23. • $.275 million decrease in other special revenue funds- Transient Occupancy Tax has increased spending as well as the new Fairgrounds Fund. The Petaluma Transient Improvement District, Donations and Measure M Parks funds have less appropriations programmed for capital projects and other costs in FY 2023/24. • $3.8 million increase in Street Maintenance resources to fund street related CIP projects. Bond Funding of $20m will provide the necessary resources to both address and fast track badly needed street repairs and reconstruction during FY 2023/24 • $2.5 million decrease programmed in Housing Funds largely due to less housing projects funded by Housing in Lieu in FY 23/24 revenues offset by increased appropriations in the Community Development Block Grant and Permanent Local Housing Authority (PLHA) funds for increased capital projects funded by CDBG as well as increased appropriations to support the Home First program funded by PHLA revenues DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW The Fairgrounds Fund is a new special revenue fund in FY 2023-24. The fund will account for the fair operations and property management of the grounds including event and property management activities as well as the associated expenditures. The City resumes responsibility for the fairgrounds beginning January 1, 2024 thus, the initial year is representative of half of a fiscal year and therefore estimated revenues and expenditures have been adjusted. It is anticipated going forward as more information becomes available and or trends emerge, revenue and expenditure estimates will be refined. More detailed information can be found in the Operating and Capital Improvement Program sections of this document. Enterprise Funds Enterprise Funds account for specific services that are funded directly through user fees. This fund grouping includes the Airport, Building, Marina, and Transit funds. These funds are intended to be fully self-supporting and are not subsidized by the General Fund or any other fund. The Fiscal Year 2023-24 Budget includes appropriations of $13.8 million for Enterprise Funds. This represents a decrease of $.08 million, or 1% under the Fiscal Year 2022-23 Revised Budget. This decrease is primarily due to the following: • $1.9 million of decreased spending in the Airport fund for decreased capital projects planned in the upcoming year • $.4 million of increased spending in the Building fund and represents increased operational costs mainly wages and benefits associated with the addition of a Management Analyst and an Office Assistant and a one-time non-recurring appropriation for capital assets to replace gas powered vehicle with a new electric vehicle. • $1.4 million increased spending in the Transit fund due to increased capital project activity in FY 2023/24 Utility Funds Utility Funds are Enterprise Funds by definition, as they are supported directly by user fees. This grouping includes Waste Water and Water Utilities. These funds are intended to be fully self- supporting and do not depend on or are supported by the General Fund or any other fund. The Fiscal Year 2023-24 Budget includes Utility Fund appropriations of $85.8 million, representing an increase of $29.5 million or 53% over the FY 2022-23 Revised Budget. This increase is primarily due to the following: DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW • $24 million of increased spending in Waste Water Operations to fund increased transfers out to fund capital projects that include sewer main replacements, outfall and force main replacements, and tertiary filtration system expansion, all primarily funded by Wastewater reserves and grants in FY 2023/24 • $5.2 million of increased spending in the Water Operations due to increased transfers out for capital projects including water main replacements and the advanced water metering infrastructure project, all primarily funded by Water reserves and grants in FY 2023/24 Internal Service Funds The Internal Service Funds support the City’s internal operations on a cost reimbursable basis. This includes Employee Benefits, General Services, Information Technology, Risk Management, Vehicle Replacement and Workers Compensation. The Fiscal Year 2023-24 budget for Internal Service Funds totals $14.5 million, an increase of $2.1 million or 17% over the Fiscal Year 2022- 23 Revised Budget. This increase is primarily due to the following: • $1.3 million of increased spending in the Information Technology Fund recovered through citywide intragovernmental charges and due to improvements, upgrades and updates to citywide technology such as; cybersecurity, server replacement, reliable internet during emergencies • $.8 million of increased spending on one-time capital purchases expected to occur in FY 2023/24 for public safety and public works vehicles necessary to provide 24/7 service to the coummunity Capital Improvement Program (CIP) The CIP budget allocates available revenue to rehabilitate, restore, improve, enhance and increase the City’s capital facilities. This fiscal year’s budget is comprised of various funding sources, such as development impact fees, waste water and water rate fees, state and federal grants, gas tax and other City enterprise funds. The Fiscal Year 2023-24 budget totals $89.5m, an increase of $52 million over the Fiscal Year 2022-23 Revised Budget. This increase is due to both the delay in completing projects in FY 22/23 due to a variety of reasons including ongoing weather and staffing challenges and also reflects increased CIP activity in the coming year. The increase is primarily due to the following projects: • $5.9 million increased activity in Facility CIP projects. This mainly includes HVAC & Energy Efficiency Upgrades, Library Facility Enhancement & Expansion, City Hall facilities remodel, Community Center repairs, Electric Vehicle Chargers, Emergency Power Backup systems, Police Department Remodel and Public Safety/Fire Station 4 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW • $1 million increased activity in Parks CIP projects. This includes a variety of CIP projects such as the Petaluma Community Baseball Field, Skate Park, Lucchesi Turf Field replacement, Turning Basin Docks and Dredging, Lynch Creek Trail/Crosstown connector, Kenilworth Park Revitalization, Shollenberger Amphitheater & Kiosk Improvements, and Swim Center Replastering. • $8.3 million increased activity in Public Works CIP projects. This includes a variety of pavement restoration and reconstruction, active transportation plan and wayfinding and bridge assessments, Caufield Bridge, Downtown Public Restroom and Beautification, Trestle Rehabilitation, and other bridge and streetlight projects. Also included are surface water projects to mitigate storm water and prevent flooding. • $24.6 million increased activity in Wastewater CIP projects. This includes PIPS force main replacement, Facility Oxidation Pond flow structure rehabilitation, pump and chemical system upgrades and sewer main replacements, Tertiary Filtration system expansion, and urban and agricultural recycled water system expansions • $13.1 million increase activity in Water CIP projects expected in upcoming fiscal year. The projects that are included in this budget are water main replacements, water services replacements, Advanced Metering Infrastructure (AMI) funded largely by grants, well construction, and SCADA upgrades. More detailed information can be found related to capital projects in the Capital Improvement Program portion of this document. REVENUES OF INTEREST Sonoma County Measure M Parks Funding On November 6, 2018 Sonoma County voters approved Measure M Parks, a Countywide 1/8 cent sales tax that will support Sonoma County’s regional park system. A portion of the funds are also allocated to the Cities, and Petaluma is estimated to receive approximately $953,156 in fiscal year 2023-24. A FY 23-24 appropriations budget of $959,679 is recommended to be spent on a variety of areas. Funding will be utilized to continue to support a staffing allocation for park maintenance, a function that is critical in maintaining City parks. As well, funding is included to address ongoing maintenance, and to provide improvements in parks, restroom facilities, swim center and playgrounds. Included in the funding recommendations by category are the following: DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW Fiscal Year 2023-24 Expenditure Categories Budget A. Walking Paths, Bike Trails, Park Connections and Access Safety and Access, Improve Multi Use Pathways/Trails access and wayfinding signage, Maintenance 57,099 B. Playgrounds, Sports Courts, Active Recreation Spaces Maintenance, Tennis and Court Rehabilitation, Playground Replacements, Turf replacement 98,382 C. Natural Areas and River Enhancements Improve River Access, Signage and Support Habitat Restoration 36,420 D. Enhanced Maintenance Activities Increase Weed Abatement and Purchase of Equipment, Natural Grass Playing Field Repairs, Tree Care, Increase Mulching Program, Irrigation maintenance 65,679 E. Recreation and Aquatic Facilities; Park Amenities Improve Park Restroom Facilities, Waste Receptacles, Signage, Information Kiosks, Swim Center Pool Renovation, Maintenance 379,259 F. Creating New Park Spaces or Expanding Recreational Opportunities Community Baseball Field, Group Picnic Area Restoration, Fitness Equipment, Youth Scholarship Programs, Swim Scholarships 311,420 G. Special Events and Community Programming Live Concert Series, Multi-cultural event 11,420 Total Expenditures 959,679 • Park Maintenance Staff - $210,591 for continuation of the maintenance of parks and additional seasonal help through the seasonal worker program to support weed abatement and turf maintenance. • Park, Trail, Facility and Swim Center Improvements - $707,283 for improvements at the Shollenberger Amphitheater; Community Baseball Field Phase 2 investments, facility improvements at Prince Park; Swim Center Pool Renovation and Repair • Enhanced Maintenance Efforts - $41,805 for enhanced maintenance services that include water conservation improvements, and an increase in frequency of mulch replacement in support of weed abatement, receptacle upgrade, park amenity upgrades The Recreation, Music and Parks Commission has reviewed the initial general spending categories and priorities, is continuing work to provide more specificity to the out-years of the plan and to determine how best Measure M can be leveraged in support of Capital Improvement Projects. The spending recommendations within each prioritized category of investment will continue to be reviewed by the Commission and will be made available for community review and input. Streets Fund A Streets Fund budget of $9.4 million is recommend for fiscal year 2023-24. This is an increase of $3.7m from the revised budget for 2022-23. Estimated revenues are $6.6 million, up slightly by approximately $.3m compared to FY 2022-23. The difference between the two is offset by operating reserve carryover. Over the last few years with the adoption of the increased Highway Users Tax (SB 1), additional resources have been allocated to addressing the cost of deferred street maintenance. Years of inadequate funding have resulted in poor road conditions with a repair cost that cannot be met even after factoring in the new SB1 funding. While this influx of revenues greatly assists with immediate needs, the ongoing need is much greater than the current revenue structure can solve. Additional funding from the passage of DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW Estimated Beginning Fund Balance 7/1/2023 FY 24 Budgeted Revenues FY 24 Proposed Budgeted Expenditures Ending Fund Balance 6/30/2024 Explanation Commercial Linkage Fees Affordable Housing Program Services 75,000 Housing Land Trust Administrative Costs to Housing 299,759 Total Commercial Linkage 431,640$ 720,167$ 374,759$ 777,048$ Housing-in Lieu Fees Affordable Housing Program Services 95,000 Fair Housing and Rental Assistance Administrative Costs to Housing 386,375 Total Housing in Lieu 1,025,054$ 875,893$ 481,375$ 1,419,572$ Community Development Block Grant (CDBG) Program Services 1,030,000 Administrative Costs to Housing 61,200 Total CDBG 71,344$ 1,070,124$ 1,091,200$ 50,268$ Permanent Local Housing Authority (PHLA) Program Services 750,000 Home First Administrative Costs to Housing Total PHLA -$ 750,000$ 750,000$ -$ HOME/Begin Grants Affordable Housing Total HOME/Begin 380,190$ 10,517$ -$ 390,707$ Successor Agency Housing Affordable Housing 100,000 Administrative Costs 542,339 Total Successor Agency Housing 94,076$ 644,029$ 642,339$ 95,766$ Mobile Home Rent Stabilization Program Services 3000 Administrative Costs to Housing 6,207 Total Mobile Home Rent Stabilization 12,399$ 415$ 9,207$ 3,607$ Grand Total All Housing Funds 2,014,703$ 4,071,145$ 3,348,880$ 2,736,968$ Housing Funds Budget Petaluma People Services (PPSC), PEP & Capital Projects - Seismic Analysis of City Facilities & Emergency Power Backup Feasibility Study Measure U, a 1-cent locally controlled district sales tax, will provide resources toward repairing and replacing roads in Petaluma. In order to front-load the effort and prevent further deterioration of Petaluma’s roads, a $20m bond issue was completed in FY 2022 in an effort to move projects forward. These funds are programmed into the 2023/24 budget and include increased funding allocated to the pavement maintenance and management program in addition to funding for bridge, intersection and road design. We will continue to monitor the revenues and request adjustments as appropriate. Please refer to the Capital Improvement Plan section of this document for more information on pavement projects currently underway and new projects planned in FY 2023/24. Housing Funds The Housing funds fiscal year 2023-24 budget includes appropriations of $3.35million and is $2.5 million less than the revised budget for fiscal year 2022-23. Most of this decrease is due to the removal of one-time appropriations for affordable housing projects included in the FY 2022/23 budget that are non-recurring in FY 2023/24. This results in an estimated ending fund balance at June 30, 2024 of $2.7m which is available for appropriation as the year progresses and as new projects arise. The City’s needs for affordable housing are great. As funds become available from residual and excess payments from the City’s housing partners in the community, they continue to be utilized to fund the building of desperately needed affordable housing units. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW More details can be found in the operating budgets section of this document. Please refer to the summary schedules, operating budgets and narratives, capital improvement section and the Appendix for further budget details. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW BUDGET DEVELOPMENT PROCESS The City of Petaluma’s operating and capital improvement program budgets are created in conjunction with the Mayor, City Council, City departments and pubic input. The budget development process considers the fiscal and policy goals for the upcoming fiscal year, while following the timeline for budget publications identified within the City of Petaluma’s Charter. January Early February Mid February December – January March December April April-May November Early May June Mid May Financial analysis of available funding for Capital Improvement Program (CIP) Planning phase for next budget cycle CIP team develops and submits Fiscal Year project list and plan Executive Team review proposed Fiscal Year CIP budget Five-Year Financial Forecast updated and priorities and goals set for upcoming budget cycle Budget guidelines, instructions and documents provided to departments Department budgets developed and requests submitted Executive Team reviews requests Financial Management staff develops citywide Fiscal Year Proposed Budget Fiscal Year Proposed Budget presented to Council at City Council Budget Workshop Public Input Budget amended to reflect requested changes Fiscal Year Budget and Ordinances adopted by City Council START FINISH DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW City of Petaluma Fiscal Year 2023-24 City Background and Fiscal Overview HISTORY AND GOVERNMENT The City of Petaluma (“City”) was incorporated in 1858, and is located in southern Sonoma County, California, approximately 40 miles north of San Francisco. Petaluma encompasses 13.8 square miles and includes residential communities, commercial retail areas and several industrial/office complexes. It also boasts 46 parks, 4 community centers and 2 outdoor pools. The City is a full-service, charter city which means that it provides all city services and operates under special rules outlined in its own formation document called a Charter. The City charter was first approved by voters in 1911 and has been updated periodically over the last century. The City has operated under a Council-Manager form of government since 1947. Policy making and legislative authority are vested in the City Council, which consists of an elected Mayor and a six member Council, who are elected to staggered, four-year terms. The City Manager is an appointive position selected on the basis of qualifications and is responsible for implementing the policies, ordinances and directives of the City Council, overseeing the day-to-day operations of the City, and appointing the directors of the City departments and all City employees. In addition to providing life and structure protecting response, city staff also build and maintain the roads, pipes, sidewalks, and paths that support mobility to get around and enjoy clean water and a functioning sewer system. This amounts to managing miles of roads, pipes, sidewalks, and paths. The City also oversees all development to make sure Petalumans have safe buildings that protect neighborhood quality and character. Finally, the City also provides recreation opportunities through programing and park management. The City oversees, protects and maintains many acres of parks and open space. Petaluma is home to approximately 62,000 residents, 22,000 homes and 5,000 businesses. Below is a listing of services provided and authorized by charter- petaluma.municipal.codes/Charter: • Police and Fire protection • Streets and Infrastructure Maintenance • Planning and Building Services • Parks and Recreation Services • Water Utility and Wastewater Treatment • Municipal Airport • Transit Service • Marina • General Administrative Support DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW City revenues come from taxes, fees, charges, and other services. Petaluma’s Economic Development staff strive to attract and retain businesses in Petaluma. As part of that strategy staff has implemented a marketing program aimed at attracting jobs, talent and investment to the City. The Petaluma Star campaign highlights successful companies throughout the City and makes a strong case for Petaluma as a business destination by highlighting Petaluma’s quality of life, cost of doing business and key demographics. Petaluma continues its strong business retention program reaching out to dozens of local companies and connecting them to local financial, real estate and business support services. This effort supports the local economy by providing local jobs. BUDGETARY POLICY AND CONTROL The City Council adopts an annual budget, submitted by the City Manager, prior to the beginning of the new fiscal year on July 1. Public hearings are conducted prior to its adoption by the City Council allowing the public to comment on the proposed budget before it’s adopted. The City Council has the legal authority to amend the budget at any time during the fiscal year which is often necessary as new information about revenues and expenditures becomes available. The City Manager is authorized to make adjustments to the operating budget within funds and between departments. Transfers of operating budgets from appropriated reserve accounts, use of unappropriated fund balances, cancellation of appropriations and all changes in capital improvement project budgets require the approval of the City Council. All appropriations which are not obligated, encumbered, or expended at the end of the fiscal year lapse and become part of the unreserved fund balance which may be appropriated during current fiscal year quarterly budget adjustments or next fiscal year. The annual budget is prepared on a basis consistent with generally accepted accounting principles and the same basis of accounting as the annual financial report. The City maintains budgetary controls to ensure compliance with legal provisions embodied in the appropriated budget approved by the City Council. The level of budgetary control (that is, the level at which expenditures cannot legally exceed the appropriated amounts) for the operating budget is within each department. Encumbrance accounting, under which purchase orders, contracts and other commitments for the expenditure of monies are recorded, assures sufficient funds are available to cover that portion of the applicable cost. Open encumbrances at year-end are recorded as reservations of fund balance since the commitments will be paid by subsequent years’ budget appropriations. Encumbrances do not constitute expenditures or liabilities. Petaluma’s Budget has received the Government Finance Officers Association Distinguished Budget Presentation Award annually for the past decade. Petaluma’s Financial Statements are audited annually by an outside professional auditing firm to verify accounting practices follow DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW state and federal law. The City has received the Certificate of Achievement for Excellence in Financial Reporting for the Comprehensive Financial Report every year since 1996. BUDGET SCHEDULE Annual Budget Calendar Approximate Date Budget Kick Off Early November Labor Allocations and CIP Review Early February Department Budget Worksheets Late February Department Meetings Late March Department Budgets Finalized, Narratives Complete Early April Budget Review- Finance & Manager Mid-April Draft Budget Delivered to Council 1st Council Meeting in May Budget Workshop Mid-May City Council Review Late May Approval Late May/Early June LONG TERM FINANCIAL PLANNING The City is required to balance recurring revenues with recurring expenditures every year. This has been an ongoing challenge over the last decade, however with the passage of Measure U, a 1 cent district sales tax passed by Petaluma voters in November of 2020, the process of balancing the budget and preserving services, has been made more achievable. While Petaluma has recently shown increased sales and property tax related revenues, these sources are finite. Costs continue to show a growth rate slightly larger revenues creating budget decisions that must be addressed by reducing costs, related services or making policy decisions that affect the long-term sustainability of City programs. The City continues to focus on long-term financial and operating needs. The Finance Department updates the long term forecast twice a year: when the Proposed Budget is developed and for the mid-year review in February. Revisions track changing conditions and assumptions. Each forecast is adjusted to account for one-time and ongoing changes in revenues, expenditures, and fund balances and for known economic circumstances. Forecasts are used in budgeting and decision- making associated with service provision. Every two years, the City Council sets goals for the City that help staff prioritize work and estimate what costs would be necessary to meet those goals. Most recently, in March of 2023, the City Council held a workshop to discuss and prioritize the status of goals with the community. Long term goals can be found on the City’s website at cityofpetaluma.org/goals. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW ACCOUNTING SYSTEM AND INTERNAL CONTROL The City's accounting system is organized and operated on a fund basis. Each fund is a distinct self-balancing accounting entity. The City's accounting records for general governmental operations are maintained on a modified accrual basis, whereby revenues are recognized when measurable and available and expenditures are recognized when materials and services are received. Accounting records for the enterprise and internal services funds are recorded on an accrual basis, whereby revenues are recognized when earned and expenses are recognized when incurred. In developing and evaluating the City's accounting system, consideration is given to the adequacy of internal accounting controls. Internal accounting controls are designed to provide reasonable assurance regarding: (1) the safeguarding of assets against loss from unauthorized use or disposition and (2) the reliability of financial records for preparing financial statements and maintaining accountability for assets. The concept of reasonable assurance recognizes that: (a) the cost of a control should not exceed the benefits likely to be derived and (b) the evaluation of costs and benefits requires estimates and judgments by management. All internal control evaluations occur within the above framework. Internal controls are independently reviewed to ensure that the City’s operating policies and procedures are adhered to, and that controls are adequate to ensure accurate and reliable financial reporting and to safeguard the City’s assets. The City’s auditors have found the City's internal accounting controls safeguard assets and provide reasonable assurance of proper recording of financial transactions. INVESTMENT POLICY It is the policy of the City, to manage public funds in a manner consistent with the following objectives: comply with all laws of the State of California pertaining to the investment of public funds, safeguard the principal of funds under its control, meet the daily cash flow requirements and achieve a reasonable rate of return with the maximum security. Investments of City funds must comply with its Investment Policy which includes and excludes certain investment types. This investment policy applies to all financial assets of the City. This policy also applies to funds of the Petaluma Community Development Commission (PCDC), City acting in its capacity as Successor Agency, Petaluma Public Financing Authority, City of Petaluma Public Financing Corporation and any other fund under the control of the City Treasurer. Investments shall be made with care, skill, prudence, and diligence under the circumstances then prevailing, including, but not limited to, the general economic conditions and the anticipated needs of the City, that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the City. The City Treasurer and authorized individuals acting in accordance with written procedures and the investment policy and exercising due diligence shall be relieved of personal responsibility for an individual security’s credit risk or market price changes, provided deviations from expectations are reported in a timely fashion and appropriate action is taken to control adverse developments. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW The primary objective, in priority order, of the City’s investment activities shall be: 1. Safety: Safety of principal is the foremost objective of the investment program. Investments of the City shall be undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. 2. Liquidity: The City’s investment portfolio will remain sufficiently liquid to enable the City to meet all operating requirements which might be reasonably anticipated. 3. Return on Investments: The City’s investments shall be designed with the objective of attaining a rate of return throughout budgetary and economic cycles, commensurate with the City’s investment risk constraints and the cash flow characteristics of the portfolio. Glossary of Terms Balanced Budget – The City annually adopts a balanced budget on a fiscal year basis. A balanced budget means there are sufficient revenues and unassigned fund balances appropriated to fund all City operating, capital improvement, debt service and interfund transfers for the fiscal year beginning July 1 and ending June 30. Fund Balance – Uncommitted resources are available for spending at the government’s discretion (unassigned fund balance). The focus of the City governmental funds is to provide information on near-term inflows, outflows, and balances of spendable resources. Such information is useful in assessing the City’s financial requirements. In particular, unreserved fund balance may serve as a useful measure of a government’s net resources available for spending at the end of the fiscal year. Assigned Fund Balance – The remainder of fund balance is “reserved” to indicate that it is not available for new spending because it has already been committed: 1) for liquidated contracts and purchase orders of the prior period; 2) to be set aside as a cash basis reserve; 3) to pay debt service; or, 4) for a variety of other restricted purposes. Fund Structure The City collects and records revenue and expenditures within Governmental Activities and Business-Type Activities. Below are the definitions of these types of activities: Governmental Activities – Most of the City’s basic services are reported in this category, including General Government, Police, Fire, Public Works, Parks, Recreation and Planning Services. These activities are generally financed by property and sales taxes, user fees, interest income, franchise fees, and state and federal shared revenues and grants. Governmental Activities are accounted for in Governmental Funds. Governmental funds – Most of the City’s basic services are reported in governmental funds, which focus on how money flows into and out of those funds and the balances left at year-end that are available for spending. The Governmental Funds include the General Fund, Special Revenue, Debt Service and Capital Projects funds. All funding sources are kept separate for both reporting and use of the money. These funds are reported using an accounting method called modified-accrual accounting, which measures cash and all DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW other financial assets that can readily be converted to cash. The Governmental fund statements provide a detailed short-term view of the City’s general government operations and the basic services it provides. Governmental fund information helps determine whether there are more or fewer financial resources that can be spent in the near future to finance the City’s programs. Business-Type Activities – The City charges a fee to customers to cover all or most of the cost of certain services it provides. The City’s Building, Water and Wastewater system, Transit System, Municipal Airport, and Marina are business type activities and charge fees to cover the cost of providing the service. Business-Type Activities are accounted for in Proprietary Funds. Proprietary Funds – When the City charges customers for the services it provides, whether to outside customers or to other units of the City, these services are generally reported in Proprietary funds. Proprietary funds are reported in the same way that all activities are reported in the Statement of Net Assets and the Statement of Revenues, Expenses and Charges in Fund Net Assets. In fact, the City’s Enterprise Funds are the same as the Business-Type activities reported in the Government-wide statements, but provide more detail and additional information, such as cash flows, for Proprietary funds. The City uses Internal Service Funds (the other component of Proprietary funds) to report activities that provide supplies and services for the City’s other programs and activities—such as the City’s Self-Insurance and Equipment Management Funds. Fiduciary Funds – The City is the trustee, or fiduciary, for certain funds held on behalf of various third parties. The City’s fiduciary activities are reported in separate Statements of Fiduciary Net Assets. The City excludes these activities from its other financial statements because the City cannot use these assets to finance its operations. The City is responsible for ensuring that the assets reported in these funds are used for their intended purposes. Capital Expense or Outlay (also referred to as Capital Equipment)—Expenditures that result in the acquisition of assets with an estimated useful life of two or more years and a unit cost of $5,000 or more for equipment, furniture, vehicles, and/or software; and a unit cost of $50,000 or more for infrastructure, land/ easements and/or land improvements. Other Information Independent Audit – The City Charter requires an annual audit by a professional independent audit firm. The City encourages auditor rotation and competitive bidding on a five year cycle. The accounting firm of Badawi and Associates was selected by the City Council to perform the annual audit. In addition to meeting the requirements set forth in the state statutes, the audit also is designed to meet the requirements of the Federal Single Audit Act of 1984 and related regulations, cost principles and audit requirements for Federal Awards. The auditor’s report covers the basic financial statements and the notes to the financial statements. Awards – The City was awarded a Certificate of Achievement for Excellence in Financial Reporting issued by the Government Finance Officers Association (GFOA) for the Comprehensive Financial Report fiscal year ended June 30, 2022, marking the 26th year Petaluma has received the certificate. The City was also awarded the Distinguished Budget Presentation Award for FY 2022/23. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW Acronyms Acronyms ADA American with Disabilities Act AIP Airport Improvement Program AMI Advanced Metering Infrastructure ARPA American Rescue Plan Act AT Active Transportation BAAQMD Bay Area Air Quality Management District CAAP Climate Action and Adaptation Plan CAD Computed Aided Dispatch CAHOOTS Crisis Assistance Helping Out on the Streets CalOES California Office of Emergency Services CDBG Community Development Block Grant CEC Grant California Energy Comm Grant CIP Capital Improvement Program CNG Compressed Natural Gas CPSM Center for Public Safety Management CRRSAA Coronavirus Response and Relief Supplemental Appropriations Act CUPA Certified Unified Program Agency DEI Diversity Equity and Inclusion DOJ Department of Justice DWR Department of Water Resources ECWRF Ellis Creek Water Recycling Facility EDMS Electronic Document Management System EOC Emergency Operation Center EPA US Environmental Protection Agency ETC Eastside Transit Center EV Electric Vehicle FAA Federal Aviation Administration FOD Foreign Object Debris FOS Fiscal and Organizational sustainability FPPC Fair political Practices Commission FPPC Fair Political Practices Commission FTA Federal Transit Administration GHG Greenhouse gases GPAC General Plan Advisory Committee HBP Caltrans Highway Bridge Program HCD Department of Housing and Community Development HLT Housing Land Trust HVAC Heating, Ventilation, and Air Conditioning I&I infiltration & outflows IPMP Integrated Pest Management Plan IZO Implementing Zoning Ordinance LCT Lynch Creek Trail DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW Acronyms MGD Million gallons per day NBWRA North Bay Water Reuse Authority NEPA National Environmental Policy Act OBAG One Bay Area Grant PBAC Pedestrian and Bicycle Advisory Committee PCA Petaluma Community Access TV PCI Pavement Condition Index PEP Petaluma Ecumenical Properties PIPS Primary Influent Pump Station PSPS Public Safety power shutoff PTASP Petaluma Transit Public Transit Agency Safety Plan PWA Petaluma Wetlands Alliance RFP Request for proposal RIPA Racial and Identity Profiling Act RMRA Road Maintenance and Rehab Acct RMS Records Management System SAF Sustainable Aviation Fuels SAFE Specialized Assistance for everyone SB1 Senate Bill 1 The Road Repair and Accountability Act of 2017 SB2 Senate Bill 2 Planning Grants program SCADA Supervisory Control and Data Acquisition SCTA Sonoma County Transit Act SCWA Sonoma County Water Agency SLESF Supplemental Law Enforcement Services Fund SPAR Site Plan and Architectural Review TDA Transportations Development Act TFCA Transportation Fund for Clean Air TIF Traffic Impact Feed TMDL Total maximum daily load TPO Thermoplastic Polyolefin UGB Urban Growth Boundary UMDR Grant Urban and Multi-benefit Drought Relief Grant Program USACE US Army Corps of Engineers VMT Vehicle miles traveled DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITYWIDE OVERVIEW DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2023-24 ALL FUNDS BUDGET SUMMARY Budgeted appropriations for fiscal year 2023-24 total $337,515,746. This amount represents all funds of the City and their major components, operations, capital improvements, debt service, and transfers. The City of Petaluma’s budget is grouped into various fund categories. The categories include the following fund types and appropriations: General Fund appropriations are $71,852,088. The General Fund is used to account for resources traditionally associated with government. These include City Administration, Finance, Public Safety, Building Services, Public Works, Parks and Recreation. Measure U Sales Tax appropriations are $20,185,395. The Measure U Sales Tax addresses the City’s most immediate needs including investment themes of deficit elimination, workforce stabilization, and infrastructure. Additionally, funds are used for the community’s priority initiatives. Special Revenue, Trust and Debt Service Funds appropriations are $36,499,490. This includes Street Maintenance, Housing, Landscape Assessment Districts, Developer Impact Fees, Grants, and Transient Occupancy funds. These funds are used for various projects and programs throughout the City which include the acquisition, development, and enhancement of neighborhood and community parks as well as housing assistance to people with low and moderate incomes. Enterprise Funds appropriations are $13,811,908. The Enterprise Funds account for the daily operation and maintenance of the Petaluma Airport, Development and Building Services, Petaluma Marina and Petaluma Transit Services. Utility Funds appropriations are $85,822,231. The Utilities provide for the comprehensive and integrated management of Petaluma’s water resources, storm water and the collection and treatment of wastewater. Internal Service Funds appropriations are $14,479,037. Funds include Employee Benefits, General Services, Information Technology, Risk Management, Vehicle and Equipment Replacement, and Workers’ Compensation. All Internal Service Fund costs are charged back to user departments in the City. Capital Project Funds appropriations are $89,472,000. These funds account for the collection of resources and the related expenditures on acquisition and construction of major capital improvement projects in the City. These funds include Airport, Facilities, Parks, Public Works, Surface Water, Transit, Water, Recycled Water and Wastewater. Successor Agency Funds appropriations are $5,393,597. These funds provide for debt service, program expenditures, and intergovernmental charges through the transfer of tax increment revenue received. The charts on the next page show where the funds come from and where they are used. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES WHERE THE MONEY COMES FROM… 2023-2024 ESTIMATED REVENUES - $288,098,724 WHERE THE MONEY GOES… 2023-2024 ESTIMATED APPROPRIATIONS - $337,515,746 Note: Any difference between appropriations and sources is offset from available fund balance (reserves). DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES Fund DescriptionBeg. Bal. 7/1/2022Estimated RevenuesTransfers InEstimated ExpendituresTransfers OutYE Adjustments/ReserveEst. Fund Bal. 6/30/2023GENERAL FUND OPERATING-$ 52,030,540$ 12,443,932$ (63,510,965)$ (1,263,507)$ 300,000$ - Measure U Sales and Use Tax4,577,655$ 14,881,750$ (14,981,567)$ 4,477,838 General Fund Designated Reserves13,084,788 - - - (1,910,000) - 11,174,788 TOTAL GENERAL FUND17,662,443$ 66,912,290$ 12,443,932$ (63,510,965)$ (18,155,074)$ 300,000$ 15,652,626$ Community Development Block Grant85,998 355,194 (298,848) (71,000) 71,344 Home/Begin Grants1,119,166 161,024 (900,000) 380,190 Permanent Local Housing Authority (PHLA)- - - - Housing Successor Agency56,564 40,512 394,006 (397,006) 94,076 Mobile Home Rent Program31,097 452 (3,000) (16,150) 12,399 Commercial Linkage Fees1,673,388 9,131 (1,105,526) (145,353) 431,640 Housing In-Lieu Fees3,222,980 969,515 (2,739,863) (161,503) (266,075) 1,025,054 Parkland Acquistion Impact Fees-082,032,514 349,581 (6,858) (47,700) 2,327,537 Parkland Development Impact Fees-083,256,656 1,353,983 (22,581) (4,947,000) 450,000 91,058 Open Space Acquisition Impact Fees - 08498,797 98,690 (1,949) (11,200) 584,338 Quimby Act Dedication and In-Lieu-0824,791 - 24,791 City Facilities Development Impact Fee5,726,723 1,168,520 (22,816) (426,000) (159,400) 6,287,027 Storm Drainage Impact Fees2,690,820 13,737 (466,000) 2,238,557 Storm Drainage Impact Fees - 08624,661 14,557 (248) 638,970 Traffic Mitigation Impact Fees3,115,844 20,751 (1,256,000) 1,880,595 Traffic Mitigation Impact Fees-0829,189,709 2,767,695 (52,727) (1,300,000) (400,875) 30,203,802 Public Art Fees487,053 2,649 (480,121) 9,581 3% Admin Impact Fees378,406 128,311 (159,170) 347,547 General Government Grants45,000 45,000 Community Development Grants2,204,446 1,455,000 (1,020,000) (245,000) (640,000) 1,754,446 Fire Department Grants- - Parks and Rec Grants(24,225) - - 24,225 (0) Police Grants35,495 709,657 250,000 (1,224,070) 372,000 143,082 Public Works Grants(160,321) 502,000 (1,181,631) (502,000) (1,341,952) Gas Tax- 3,190,602 (307) (3,184,593) 5,702 Landscape Assessment Districts479,449 421,924 (485,156) 416,217 Abandoned Vehicle Abatement239,776 1,221 (146,035) 94,962 Asset Seizures3,990 1,587 (829) - 4,748 Street Maintenance Gas Tax2,253,746 2,228,022 4,074,593 (3,858,763) (1,751,370) 2,946,228 Transient Occupancy Tax(123,084) 3,790,707 (253,680) (2,994,276) 419,667 Tourism Improvement District173,889 140,000 245,000 (350,873) - 208,016 Haz Mat Fines57,091 241 (37) 57,295 Supplemental Law Enforcement Services Fund (SLESF)228,149 150,918 (130,000) 249,067 Donations150,386 1,000,000 (4,427) (1,000,000) 145,959 Prince Park Trust343,728 4,369 (171,500) 176,597 Measure M Parks365,623 850,000 2,505 (493,434) (710,000) 14,694 Fairgrounds- - - - - - - TOTAL SPECIAL REVENUE FUNDS60,488,301 21,900,550 4,966,104 (15,209,955) (19,477,745) (679,025) 51,988,230 ALL FUNDS -- FUND SUMMARYFUND SUMMARYFISCAL YEAR 2022-23 EstimateDocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES Fund DescriptionBeg. Bal. 7/1/2022Estimated RevenuesTransfers InEstimated ExpendituresTransfers OutYE Adjustments/ReserveEst. Fund Bal. 6/30/2023PRIVATE & PERMANENT TRUST FUNDSWickersham Park Trust25,541 149 25,690 Child Care Trust111,533 239 111,772 Thomas Lee Charity Trust25,170 1,757 - - - - 26,927 PRIVATE & PERMANENT TRUST FUNDS162,245 2,145 - - - - 164,390 DEBT FUNDSGeneral Government Debt1,504,266 - 3,701,135 (911,719) - - 4,293,682 TOTAL DEBT FUNDS1,504,266 - 3,701,135 (911,719) - - 4,293,682 ENTERPRISE FUNDSAirport Operations1,174,983 4,062,289 (2,250,915) (2,289,538) 696,819 Development Services1,448,627 1,706,257 (2,420,788) 734,096 Marina(1,145,678) 237,500 (342,428) (1,250,606) Transit1,033,618 7,075,269 - (6,126,693) (465,000) - 1,517,194 TOTAL ENTERPRISE FUNDS2,511,550 13,081,315 - (11,140,824) (2,754,538) - 1,697,503 UTILITIESWaste Water Utility45,721,813 32,863,655 184,497 (26,000,411) (5,240,000) 47,529,554 Waste Water Rate Stabilization3,763,854 20,410 3,784,264 Water Utility18,204,742 21,457,007 (20,478,148) (3,499,247) 15,684,354 Storm Utility991,288 278,176 498,473 (1,044,047) - 70,000 793,890 TOTAL UTILITIES68,681,697 54,619,248 682,970 (47,522,606) (8,739,247) 70,000 67,792,062 INTERNAL SERVICE FUNDSEmployee Benefits2,415,931 1,454,617 (1,183,094) 2,687,454 General Services618,062 136,763 (191,348) (93,000) 470,477 Information Technology(773,636) 2,830,454 250,000 (2,780,953) (474,135) Risk Management (Liability)781,765 2,349,977 (2,756,617) 375,125 Vehicle and Equipment Replacement1,010,352 8,598 995,276 (1,603,817) 410,409 Workers' Compensation7,240,178 3,405,463 - (3,713,860) - - 6,931,781 TOTAL INTERNAL SERVICE FUNDS11,292,652 10,185,872 1,245,276 (12,229,689) (93,000) - 10,401,111 CAPITAL PROJECT FUNDSFacilities CIP5,240,777 15,000 2,012,556 (3,090,000) 4,178,333 Fire CIP500,000 - 500,000 Parks and Recreation CIP1,395,795 8,749,000 (9,442,055) (2,505) 525,000 1,225,235 Public Works/Surface Water CIP1,018,872 7,000,438 5,013,824 (14,727,189) (1,694,055) Airport CIP105,030 12,000 2,289,538 (2,278,793) 127,775 Marina CIP- - Transit CIP(36,386) 496,000 (426,000) 33,614 Waste Water/Recycled Water CIP1,159,988 5,107,000 (4,336,000) (90,917) (791,000) 1,049,071 Water CIP(30,257) 312,000 2,605,691 (2,758,000) - - 129,434 TOTAL CAPITAL PROJECT FUNDS9,353,818 7,339,438 26,273,609 (37,058,037) (93,422) (266,000) 5,549,407 SUCCESSOR AGENCY FUNDSSuccessor Agency Debt5,551,526 5,138,622 (5,138,622) 5,551,526 Successor Agency Admin(174,527) 250,000 - (340,252) - - (264,779) TOTAL SUCCESSOR AGENCY FUNDS5,376,999 5,388,622 - (5,478,874) - - 5,286,747 TOTAL ALL FUNDS177,033,972$ 179,429,480$ 49,313,026$ (193,062,669)$ (49,313,026)$ (575,025)$ 162,825,758$ FUND SUMMARYFISCAL YEAR 2022-23 EstimateDocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES Fund DescriptionEst. Fund Bal. 7/01/2023Budgeted RevenuesBudgeted Transfers InBudgeted ExpendituresBudgeted Transfers OutYE Adjustments/ReserveProj. Fund Bal. 6/30/2024GENERAL FUND OPERATING-$ 54,801,394$ 16,254,694$ (69,674,366)$ (1,381,722)$ - Measure U Sales and Use Tax4,477,838$ 15,762,700$ (20,185,395)$ 55,143$ General Fund Designated Reserves11,174,788 - - - (796,000) - 10,378,788 TOTAL GENERAL FUND15,652,626$ 70,564,094$ 16,254,694$ (69,674,366)$ (22,363,117)$ -$ 10,433,931$ Community Development Block Grant71,344 1,070,124 (329,574) (761,626) 50,268 Home/Begin Grants380,190 10,517 390,707 Permanent Local Housing Authority (PHLA)- 750,000 (750,000) - Housing Successor Agency94,076 1,690 642,339 (642,339) 95,766 Mobile Home Rent Program12,399 415 (3,000) (6,207) 3,607 Commercial Linkage Fees431,640 720,167 (95,438) (279,321) 777,048 Housing In-Lieu Fees1,025,054 875,893 (146,190) (335,185) 1,419,572 Parkland Acquistion Impact Fees-082,327,537 194,621 (3,506) 2,518,652 Parkland Development Impact Fees-0891,058 614,017 (11,622) (660,000) 33,453 Open Space Acquisition Impact Fees - 08584,338 81,503 (1,539) 664,302 Quimby Act Dedication and In-Lieu-0824,791 190 24,981 City Facilities Development Impact Fee6,287,027 1,146,732 (21,834) (1,719,000) 5,692,925 Storm Drainage Impact Fees2,238,557 26,476 (2,265,033) 0 Storm Drainage Impact Fees - 08638,970 62,364 (1,130) (134,967) 565,237 Traffic Mitigation Impact Fees1,880,595 182,205 (150,000) (427,000) 1,485,800 Traffic Mitigation Impact Fees-0830,203,802 3,492,957 (64,336) (1,192,000) 32,440,423 Public Art Fees9,581 444,715 (447,031) 7,265 3% Admin Impact Fees347,547 148,394 (159,940) 336,001 General Government Grants45,000 1,335,000 (1,335,000) 45,000 Community Development Grants1,754,446 265,000 (750,000) 1,269,446 Fire Department Grants- 126,909 12,690 (139,600) (0) Parks and Rec Grants(0) 429,000 (429,000) (0) Police Grants143,082 1,421,669 68,525 (1,451,211) 182,065 Public Works Grants(1,341,952) 1,259,000 (535,000) (1,259,000) (1,876,952) Gas Tax5,702 3,193,898 (466) (3,191,936) 7,198 Landscape Assessment Districts416,217 500,674 (506,337) 410,554 Abandoned Vehicle Abatement94,962 102,188 (166,616) 30,534 Asset Seizures4,748 144 (703) 4,189 Street Maintenance Gas Tax2,946,228 2,502,989 4,112,936 (4,354,625) (5,027,370) 180,158 Transient Occupancy Tax419,667 3,776,617 (803,147) (3,293,276) 99,861 Tourism Improvement District208,016 145,055 (11,911) 341,160 Haz Mat Fines57,295 534 (341) 57,488 SLESF249,067 151,711 (29) (130,000) 270,749 Donations145,959 (686) 145,273 Prince Park Trust176,597 5,923 (182,520) - 0 Measure M Parks14,694 953,165 - (252,396) (707,283) - 8,180 Fairgrounds- 450,000 - (450,000) - - - 51,988,230 26,442,456 4,836,490 (12,250,547) (23,335,724) - 47,680,906 FUND SUMMARYFISCAL YEAR 2023-2024ALL FUNDS -- FUND SUMMARYTOTAL SPECIAL REVENUE FUNDSDocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES Fund DescriptionEst. Fund Bal. 7/01/2023Budgeted RevenuesBudgeted Transfers InBudgeted ExpendituresBudgeted Transfers OutYE Adjustments/ReserveProj. Fund Bal. 6/30/2024PRIVATE & PERMANENT TRUST FUNDSWickersham Park Trust25,690 241 25,931 Child Care Trust111,772 1,251 113,023 Thomas Lee Charity Trust26,927 226 - - - - 27,153 PRIVATE & PERMANENT TRUST FUNDS164,390 1,718 - - - - 166,108 DEBT FUNDSGeneral Government Debt4,293,682 258,378 2,684,221 (913,219) - - 6,323,062 4,293,682 258,378 2,684,221 (913,219) - - 6,323,062 ENTERPRISE FUNDSAirport Operations696,819 2,471,301 (2,102,017) (523,000) 543,103 Development Services734,096 2,179,606 (2,878,924) 34,778 Marina(1,250,606) 340,689 (358,514) (1,268,431) Transit1,517,194 7,810,713 180,000 (6,640,453) (1,309,000) - 1,558,454 1,697,503 12,802,309 180,000 (11,979,908) (1,832,000) - 867,904 UTILITIESWaste Water Utility47,529,554 32,489,354 93,580 (27,451,800) (27,853,000) 24,807,688 Waste Water Rate Stabilization3,784,264 35,989 3,820,253 Water Utility15,684,354 21,546,915 (21,149,936) (8,015,000) 8,066,333 Storm Utility793,890 289,288 528,473 (1,352,495) - - 259,156 67,792,062 54,361,546 622,053 (49,954,231) (35,868,000) - 36,953,430 INTERNAL SERVICE FUNDSEmployee Benefits2,687,454 1,488,834 (1,189,231) 2,987,057 General Services470,477 4,938 (193,958) - 281,457 Information Technology(474,135) 4,871,660 (4,098,025) 299,500 Risk Management (Liability)375,125 3,301,662 (2,792,987) 883,800 Vehicle and Equipment Replacement410,409 10,524 2,182,276 (2,385,718) 217,491 Workers' Compensation6,931,781 3,897,135 - (3,819,118) - - 7,009,798 10,401,111 13,574,753 2,182,276 (14,479,037) - - 11,679,103 CAPITAL PROJECT FUNDSFacilities CIP4,178,333 4,238,000 (8,951,000) (534,667) Fire CIP500,000 - 500,000 Parks and Recreation CIP1,225,235 4,523,283 (10,417,000) (4,668,482) Public Works/Surface Water CIP(1,694,055) 10,400,000 11,317,824 (23,015,000) (2,991,231) Airport CIP127,775 523,000 (523,000) 127,775 Marina CIP- - - Transit CIP33,614 420,000 1,327,000 (1,747,000) 33,614 Waste Water/Recycled Water CIP1,049,071 2,994,000 26,396,000 (29,006,000) 1,433,071 Water CIP129,434 7,498,000 8,314,000 (15,813,000) - - 128,434 TOTAL CAPITAL PROJECT FUNDS5,549,407 21,312,000 56,639,107 (89,472,000) - - (5,971,486) Successor Agency Debt5,551,526 5,131,711 (5,131,711) 5,551,526 Successor Agency Admin(264,779) 250,918 - (261,886) - - (275,747) TOTAL SUCCESSOR AGENCY FUNDS5,286,747 5,382,629 - (5,393,597) - - 5,275,779 TOTAL ALL FUNDS162,825,758$ 204,699,883$ 83,398,841$ (254,116,905)$ (83,398,841)$ -$ 113,408,737$ TOTAL ENTERPRISE FUNDSTOTAL UTILITIESTOTAL INTERNAL SERVICE FUNDSFUND SUMMARYFISCAL YEAR 2023-2024TOTAL DEBT FUNDSDocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES Special RevenueGeneral FundMeasure U& Trust FundsEnterpriseInternal CapitalSuccessorAll FundsRevenueincl. Housing FundsFundsUtilitiesService Funds Project Funds Agency FundsTaxes Revenue35,453,836 15,762,700 6,403,517 100,000 278,537 5,381,711 63,380,301 Permits and Fees1,638,978 7,778,274 2,079,136 2,000 11,498,388 Use of Property Revenue581,770 888,822 1,647,469 837,609 143,096 918 4,099,684 Intergovernmental7,508,098 10,889,870 7,731,004 377,000 10,912,000 37,417,972 Charges for Sales50,000 50,000 Charges for Services/Sales9,534,712 655,069 116,000 13,328,542 23,634,323 Utility Revenue243,000 52,243,300 52,486,300 Sales Revenue6,000 884,500 890,500 Other Revenue78,000 - 87,000 1,200 573,100 103,115 10,400,000 - 11,242,415 Total Revenues54,801,394$ 15,762,700$ 26,702,552$ 12,802,309$ 54,361,546$ 13,574,753$ 21,312,000$ 5,382,629$ 204,699,883$ Other Sources: Transfers In16,254,694 - 7,520,711 180,000 622,053 2,182,276 56,639,107 - 83,398,841 Total Revenue and Other Sources71,056,088$ 15,762,700$ 34,223,263$ 12,982,309$ 54,983,599$ 15,757,029$ 77,951,107$ 5,382,629$ 288,098,724$ Expenditures and ExpensesSalaries and Benefits55,613,287$ 3,977,581$ 2,951,276$ 12,810,261$ 2,582,862$ 2,674,243$ 141,982$ 80,751,492 Supplies1,258,775 964,275 1,132,750 12,168,573 138,580 300 15,663,253 Professional Services,Maint, Repair6,907,912 5,565,926 3,732,049 7,235,090 1,979,074 85,978,076 19,600 111,417,727 Intragovernmental Charges4,291,667 1,157,982 1,322,540 4,831,360 417,963 445,849 92,264 12,559,625 Utilities1,401,085 335,851 160,600 2,627,481 3,240 4,528,257 Advertising,Promotion,Debt, Rent, Training31,640 1,022,551 730,693 9,880,691 7,156,558 187,107 5,136,211 24,145,451 Capital Expenditures170,000 - 139,600 1,950,000 400,775 2,204,000 186,725 - 5,051,100 Total Expenditures and Expenses69,674,366$ -$ 13,163,766$ 11,979,908$ 49,954,231$ 14,479,037$ 89,472,000$ 5,393,597$ 254,116,905$ Other Uses: Transfers Out2,177,722 20,185,395 23,335,724 1,832,000 35,868,000 - - - 83,398,841 Total Expenditures, Expenses and Other Uses71,852,088$ 20,185,395$ 36,499,490$ 13,811,908$ 85,822,231$ 14,479,037$ 89,472,000$ 5,393,597$ 337,515,746$ Sources and Uses of FundsFiscal Year 2023/2024DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget General Fund by Function DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget General Fund by Division Division 2022 Actual 2023 Revised 2024 Budget Funded Position Allocation Revenues General Fund Cost Center 56,422,926 56,855,318 63,224,370 Animal Services Admin / Operations 600 - - Finance Admin 15,857 - - Planning Admin 500,635 270,700 270,700 Planning Cost Recovery 772,619.00 500,000.00 500,000.00 Fire Admin 1,572,901 636,100 636,100 Fire Prevention 94,073 110,000 110,000 Ambulance 3,892,475 3,633,500 3,803,500 Recreation Admin 7,857.00 10,000.00 10,000.00 Recreation Community Center 193,824.00 287,800.00 287,800.00 Recreation Youth/teens Programs 236,569.00 366,800.00 236,800.00 Recreation Contract Classes 173,452.00 117,300.00 157,300.00 Recreation Sports Programs 21,223.00 45,900.00 45,900.00 Recreation Sports Field Lights 130,804.00 71,400.00 101,400.00 Recreation Senior Programs 50.00 20,000.00 20,000.00 Recreation Special Events 9,405.00 5,000.00 5,000.00 Police Admin 1,084,240.00 1,200,700.00 1,242,400.00 Police Patrol 319,000.00 - - Pub Works Admin 386,667.00 342,954.00 403,818.00 Turning Basin/D St Bridge 192.00 1,000.00 1,000.00 Total General Fund Revenues 65,835,369 64,474,472 71,056,088 Appropriations General Fund Cost Center 2,474,750 3,175,821 2,177,722 City Council Admin/operations 121,518 121,469 115,451 City Attorney Admin/operations 1,169,387 1,324,316 1,428,395 4.50 City Clerk Admin/operations 405,306 543,095 620,992 2.40 City Clerk Elections 262,526 196,568 191,774 0.60 City Manager Admin/operations 1,369,879 1,763,780 1,862,030 6.00 Economic Development 1,363,031 880,985 999,616 2.50 Finance Admin 711,031 726,619 957,625 1.00 Finance Accounting Service 1,014,951 1,248,150 1,219,324 8.00 Finance Commercial Service 612,097 683,021 706,776 6.00 Human Resources Admin/operations 1,034,854 1,162,637 1,153,908 4.80 Non Departmental 611,399 1,340,200 1,902,088 Planning Admin 534,009 536,674 627,879 1.16 Planning Cost Recovery 775,149 504,000 504,000 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget General Fund by Division Division 2022 Actual 2023 Revised 2024 Budget Funded Position Allocation Appropriations (continuation) Fire Admin 2,114,179 2,089,457 2,360,428 5.00 Fire Disaster Preparedness 63,825 10,000 60,000 Fire Hazardous Materials 270,453 418,411 482,418 2.03 Fire Prevention 678,882 539,299 772,272 3.28 Fire Suppression 11,740,518 11,787,197 11,893,501 39.00 Fire Suppression-apparatus 273,930 72,080 72,080 Fire Suppression-building/grounds 33,552 19,500 19,500 Fire Suppression-communications 38,473 21,400 21,400 Fire Suppression-supplies 71,832 53,500 53,500 Fire Suppression-training 35,077 17,800 17,800 Ambulance 5,767,424 5,188,535 5,374,581 17.00 Recreation Admin 881,587 1,236,182 1,501,434 7.00 Recreation Cavanagh Center 7,457 12,850 7,000 Recreation Community Center 112,442 209,350 210,503 Recreation Library/museum 34,461 63,939 35,725 Recreation Youth/teens Programs 308,156 392,169 318,243 Recreation Contract Classes 114,861 72,500 72,500 Recreation Sports Programs 33,585 54,415 45,955 Recreation Aquatic Programs 308,836 202,950 299,790 Recreation Senior Programs 18,177 46,413 54,724 Recreation Special Events 50,117 52,183 42,000 Police Admin 4,576,675 4,954,197 6,196,578 12.00 Police Communication 1,987,064 1,995,970 2,148,463 12.60 Police Cad/rms 416,093 428,647 428,647 Police Investigation 1,254,593 1,349,813 2,013,167 8.00 Police Patrol 13,976,491 14,027,205 13,404,930 50.55 Police Traffic Safety 1,011,093 888,802 1,822,168 8.00 Police Records 770,140 795,309 857,625 7.00 Parking Enforcement 336,569 272,023 283,026 2.00 Pub Works Admin 643,980 803,771 986,433 0.93 Pub Works Engineering Development 554,774 570,005 603,163 3.40 Pub Works Engineering Cip 209,660 263,394 218,771 0.80 Pub Works Engineering Traffic 79,413 76,688 89,588 0.55 Bldg/facility Maintenance 821,515 674,951 826,756 1.60 Pub Works Auto/equip Maint Shop 263,596 253,285 263,330 1.65 Pub Works Street Lights 157,255 175,000 175,000 Parks Maintenance 2,189,108 2,233,804 3,198,142 10.50 Downtown Streets/sidewalks Maint 96,739 117,000 115,000 Pub Works Turning Basin/D St Bridge 35,456 37,143 38,367 0.10 Total General Fund Appropriations 64,797,925 66,684,472 71,852,088 229.95 Less Intragovernmental Offset (3,706,165) (3,725,718) (4,364,094) General Fund Net Cost 61,091,760 62,958,754 67,487,994 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget General Fund by Account Account 2022 Actual 2023 Revised 2024 Budget Revenues Taxes Revenue 36,400,333 34,013,111 35,453,836 Fees/permits And Fines Revenue 1,671,071 1,618,254 1,638,978 Use Of Property Revenue 218,003 406,663 581,770 Intergovernmental Revenue 7,264,793 7,175,444 7,508,098 Charges For Service Revenue 10,228,551 8,803,068 9,534,712 Sales Revenue 15,058 6,000 6,000 Miscellaneous 70,012 8,000 78,000 Transfers, Debt Proceeds, City Contribution 9,967,548 12,443,932 16,254,694 Total General Fund Revenues 65,835,369 64,474,472 71,056,088 Appropriations Salaries 29,644,033 31,388,258 33,528,055 Benefits 18,357,993 20,771,280 22,085,232 Supplies 2,458,733 1,146,241 1,258,775 Professional Services, Maintenance, Repairs 7,420,388 5,206,874 5,964,059 Intragovernmental Services 2,045,286 2,795,290 4,291,667 Utilities 1,179,781 1,176,444 1,401,085 Advertising, Promotion, Debt, Rent , Training 1,190,754 807,578 975,493 Capital Expenditures 27,903 219,000 170,000 Transfers 2,473,054 3,173,507 2,177,722 Total General Fund Appropriations 64,797,925 66,684,472 71,852,088 Less Intragovernmental Offset (3,706,165) (3,725,718) (4,364,094) GENERAL FUND NET COST 61,091,760 62,958,754 67,487,994 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Measure U by Division Measure U by Account Division 2022 Actual 2023 Revised 2024 Budget Revenues Measure U 15,553,024 14,881,750 15,762,700 Total Measure U Fund Revenues 15,553,024 14,881,750 15,762,700 Appropriations Measure U 11,887,653 14,981,567 20,185,395 Total Measure U Fund Appropriations 11,887,653 14,981,567 20,185,395 Account Type 2022 Actual 2023 Revised 2024 Budget Revenues Taxes Revenue 15,553,024 14,881,750 15,762,700 Total Measure U Fund Revenues 15,553,024 14,881,750 15,762,700 Appropriations Transfers 11,887,653 14,981,567 20,185,395 Total Measure U Fund Appropriations 11,887,653 14,981,567 20,185,395 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Special Revenue, Trust & Debt Funds by Fund Fund 2022 Actual 2023 Revised 2024 Budget Revenues Commercial Linkage Fees 11,445 9,131 720,167 Housing In-lieu Impact Fees 546,277 969,515 875,893 Park Land Acquisition Impact Fees-08 84,291 349,581 194,621 Park Land Development Impact Fees-08 350,693 1,353,983 614,017 Open Space Acquisition Impact Fees-08 68,504 98,690 81,693 City Facilities Development Impact Fee 342,036 1,168,520 1,146,732 Storm Drainage Impact Fees 12,729 13,737 26,476 Storm Drainage Impact Fees - 08 9,421 14,557 62,364 Traffic Impact Fees 12,094 20,751 182,205 Traffic Impact Fees - 08 620,169 2,767,695 3,492,957 Public Art Fees 9,046 2,649 444,715 3% Admin Fee - 08 39,354 128,311 148,394 General Gov Grants 750,000 - 1,335,000 Comm Develop Grants 2,446,118 1,455,000 265,000 Community Development Block Grant (CDBG)428,355 355,194 1,070,124 Home/begin 3,956 161,024 10,517 Permanent Local Housing Authority (PHLA)- - 750,000 Fire Grants 398,833 - 139,599 Parks And Rec Grants 10,000 - 429,000 Police Grants 970,285 959,657 1,490,194 Public Works Grants 4,314,527 502,000 1,259,000 Donations/developer Contrib 15,320 1,000,000 - Abandoned Vehicle Abatement 108,082 1,221 102,188 Asset Seizures 80 1,587 144 Haz Mat Fines-fire 2,034 241 534 Supplemental Law Enforcement Services Fund (SLESF)235,929.00 150,918.00 151,711.00 Gas Tax 2,671,655.00 3,190,602.00 3,193,898.00 Street Maintenance (hut)6,162,413 6,253,140 6,562,007 Solid Waste Contract Management 49,475 49,475 53,918 Landscape Assessment Districts 434,173 421,924 500,674 Transient Occupancy Tax 3,453,356 3,790,707 3,776,617 Petaluma Tourism Improvement District 474,531 385,000 145,055 Prince Park Trust 1,570 4,369 5,923 Measure M Parks 904,601 852,505 953,165 Fairgrounds - - 450,000 Wickersham Park Trust 91 149 241 2021 Lease Revenue Bonds (Road Improvements)5,428,723 3,701,135 2,942,599 Successor Agency Housing 447,116 434,518 644,029 Mobile Home Rent Program 30,057 452 415 Child Care Trust 489 1,757 1,251 Thomas Lee Charity Trust 85 239 226 Total Special Revenue, Trust & Debt Funds Revenues 31,847,913 30,569,934 34,223,263 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Special Revenue, Trust & Debt Funds by Fund Fund 2022 Actual 2023 Revised 2024 Budget Funded Position Allocation Appropriations Commercial Linkage Fees 251,741 1,250,879 374,759 Housing In-lieu Impact Fees 362,649 2,901,366 481,375 Park Land Acquisition Impact Fees-08 1,541 6,858 3,506 Park Land Development Impact Fees-08 255,416 4,969,581 671,622 Open Space Acquisition Impact Fees-08 1,335 1,949 1,539 City Facilities Development Impact Fee 186,427 448,816 1,740,834 Storm Drainage Impact Fees 116,981 466,000 2,400,000 Storm Drainage Impact Fees - 08 145 248 1,130 Traffic Impact Fees 255,500 1,256,000 577,000 Traffic Impact Fees - 08 10,333 1,352,727 1,256,336 Public Art Fees 218,495 480,121 447,031 3% Admin Fee - 08 382,558 159,170 159,940 General Government Grants 750,000 - 1,335,000 Comm Develop Grants 149,979 1,265,000 750,000 Community Development Block Grant (CDBG)429,867 369,848 1,091,200 Home/begin - 900,000 - Permanent Local Housing Authority (PHLA)- - 750,000 Fire Grants 424,026 - 139,600 Parks And Rec Grants 34,226 - 429,000 Police Grants 1,428,124 1,224,070 1,451,211 1.00 Public Works Grants 7,379,618 1,683,631 1,794,000 Donations/developer Contrib - 1,004,427 686 Abandoned Vehicle Abatement 149,612 146,035 166,616 1.00 Asset Seizures 33,218 829 703 Haz Mat Fines-fire - 37 341 Supplemental Law Enforcement Services Fund (SLESF)419,544 130,000 130,029 Gas Tax 2,989,747 3,184,900 3,192,402 Street Maintenance (HUT)7,287,025 3,991,426 7,666,795 12.50 Street Signs And Markings 553,111 739,972 799,947 4.25 Street Signals And Lights 740,571 823,402 908,932 2.40 Solid Waste Contract Mgmt 25,749 55,333 6,321 Landscape Assessment Districts 439,757 485,156 506,337 0.30 Transient Occupancy Tax 2,881,005 3,247,956 4,096,423 Petaluma Tourism Improvement District 251,250 350,873 11,911 Prince Park Trust 171,500 171,500 182,520 Measure M Parks 1,050,899 1,203,434 959,679 1.00 Fairgrounds - - 450,000 0.70 2021 Lease Revenue Bonds (Road Improvements)3,003,267 911,719 913,219 Successor Agency Housing 434,853 397,006 642,339 0.95 Mobile Home Rent Program 53,672 19,150 9,207 Child Care Trust 38,467 - - Total Special Revenue, Trust & Debt Funds Appropriations 33,162,208 35,599,419 36,499,490 24.10 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Special Revenue, Trust & Debt Funds by Account Account Type 2022 Actual 2023 Revised 2024 Budget Revenues Taxes Revenue 5,795,550 6,185,282 6,403,517 Fees/permits And Fines Revenue 1,974,063 6,661,651 7,778,274 Use Of Property Revenue 229,452 489,162 888,822 Intergovernmental Revenue 11,659,837 6,987,887 10,889,870 Charges For Service Revenue 500,186 566,713 655,069 Miscellaneous 80,016 1,012,000 87,000 Transfers, Debt Proceeds, City Contribution 11,608,809 8,667,239 7,520,711 Total Special Revenue, Trust & Debt Funds Revenues 31,847,913 30,569,934 34,223,263 Appropriations Salaries 1,868,729 2,231,657 2,768,741 Benefits 901,742 1,143,956 1,208,840 Supplies 404,046 497,510 964,275 Professional Services, Maintenance, Repairs 4,146,233 9,954,736 5,565,926 Intragovernmental Services 699,599 938,945 1,157,982 Utilities 296,918 358,951 335,851 Advertising, Promotion, Debt, Rent , Training 1,616,758 995,919 1,022,551 Capital Expenditures 512,541 - 139,600 Transfers 22,715,642 19,477,745 23,335,724 Total Special Revenue, Trust & Debt Funds Appropriations 33,162,208 35,599,419 36,499,490 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Enterprise Funds by Fund Fund 2022 Actual 2023 Revised 2024 Budget Funded Position Allocation Revenues Airport 2,056,658 4,062,289 2,471,301 Building Services 2,504,556 1,706,257 2,179,606 Marina 333,906 237,500 340,689 Transit 3,263,500 7,075,269 7,990,713 Total Enterprise Funds Revenues 8,158,620 13,081,315 12,982,309 Appropriations Airport 2,177,328 4,540,453 2,625,017 3.05 Building Services 2,469,209 2,420,788 2,878,924 9.79 Marina 752,428 342,428 358,514 0.53 Transit 3,621,420 6,591,693 7,949,453 4.15 Total Enterprise Funds Appropriations 9,020,385 13,895,362 13,811,908 17.52 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Enterprise Funds by Division Division 2022 Actual 2023 Revised 2024 Budget Revenues Airport Admin/operations 2,056,658 4,062,289 2,471,301 Building Admin 57,812 32,457 59,470 Building Services 2,366,568 1,573,800 2,045,136 Building Svc Cost Recovery 80,176 100,000 75,000 Marina Admin/operations 333,906 237,500 340,689 Transit Admin 880,762 3,566,475 3,084,596 Transit City Routes 1,974,273 2,423,000 3,832,987 Paratransit 408,465 1,085,794 1,073,130 Total Enterprise Funds Revenues 8,158,620 13,081,315 12,982,309 Appropriations Airport Admin/operations 1,527,379 3,902,703 1,985,767 Airport Fueling 547,570 525,750 520,750 Airport Hangars 102,379 112,000 118,500 Building Admin 17,284 155,687 360,231 Building Services 2,362,851 2,106,101 2,359,693 Building Svc Cost Recovery 89,074 159,000 159,000 Marina Admin/operations 752,428 342,428 358,514 Transit Admin 676,920 1,429,441 2,463,515 Transit City Routes 2,363,137 4,251,338 4,563,688 Paratransit 581,363 910,914 922,250 Total Enterprise Funds Appropriations 9,020,385 13,895,362 13,811,908 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Enterprise Funds by Account Account type 2022 Actual 2023 Revised 2024 Budget Revenues Taxes Revenue 78,869 90,000 100,000 Fees/permits And Fines Revenue 2,403,016 1,604,000 2,079,136 Use Of Property Revenue 1,479,100 1,509,209 1,647,469 Intergovernmental Revenue 3,062,291 8,873,406 7,731,004 Charges For Service Revenue 123,903 122,000 116,000 Utility Revenue 189,337 176,000 243,000 Sales Revenue 699,431 705,700 884,500 Miscellaneous 1,282 1,000 1,200 Transfers, Debt Proceeds, City Contribution 121,391 - 180,000 Total Enterprise Fund Revenues 8,158,620 13,081,315 12,982,309 Appropriations Salaries 1,237,192 1,939,104 2,129,686 Benefits 563,104 767,667 821,590 Supplies 1,131,182 1,013,000 1,132,750 Professional Services, Maintenance, Repairs 2,999,616 3,605,625 3,732,049 Intragovernmental Services 894,764 1,000,549 1,322,540 Utilities 169,144 169,600 160,600 Advertising, Promotion, Debt, Rent , Training 1,767,536 719,779 730,693 Capital Expenditures - 1,925,500 1,950,000 Transfers 257,847 2,754,538 1,832,000 Total Enterprise Fund Appropriations 9,020,385 13,895,362 13,811,908 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Utilities Funds by Fund Fund 2022 Actual 2023 Revised 2024 Budget Funded Position Allocation Revenues Waste Water 36,699,391 33,048,152 32,582,934 Waste Water Rate Stabilization 13,515 20,410 35,989 Water 27,744,244 21,457,007 21,546,915 Storm Water 974,404 776,649 817,761 Total Utilities Fund Revenues 65,431,554 55,302,218 54,983,599 Appropriations Waste Water 24,384,029 31,240,411 55,304,800 42.49 Water 20,969,589 23,977,395 29,164,935 29.82 Storm Water 763,122 1,044,047 1,352,496 1.60 Total Utilities Fund Appropriations 46,116,740 56,261,853 85,822,231 73.91 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Utilities Funds by Division Division 2022 Actual 2023 Revised 2024 Budget Revenues Waste Water Admin 34,419,063 32,298,152 32,312,934 Waste Water Capacity Fees 2,280,328 750,000 270,000 Waste Water Rate Stabilization 13,515 20,410 35,989 Water Admin 27,657,897 21,107,007 21,444,915 Water Capacity Fees 81,847 350,000 100,000 Water Conservation 4,500 - 2,000 Storm Drainage Utility Admin 974,404 776,649 817,761 Total Utilities Fund Revenues 65,431,554 55,302,218 54,983,599 Appropriations Waste Water Admin 13,929,889 17,156,490 40,289,554 Waste Water Collect System 892,992 1,493,075 1,703,394 Waste Water Sewage Pump Stations 679,599 864,913 723,021 Waste Water Customer Svc 37,886 78,200 86,200 Waste Water Industrial 565,418 869,646 873,307 Waste Water Reclamation 901,418 1,937,234 1,753,586 Waste Water Storm Drain 133,909 422,511 267,579 Waste Water Ellis Creek Operations 7,242,918 8,418,342 9,608,159 Water Admin 7,678,239 7,549,159 12,691,566 Water Conservation 969,810 1,363,615 1,371,645 Water Customer Services 798,659 821,871 1,132,575 Water Leak Detect/cross Connect 127,532 133,000 148,786 Water Pumping 368,152 657,169 744,714 Water Source Of Supply 7,941,507 8,884,750 9,229,750 Water Transmission & Distribution 3,085,690 4,567,831 3,845,899 Storm Drainage Utility Admin 763,122 1,044,047 1,352,496 Total Utilities Fund Appropriations 46,116,740 56,261,853 85,822,231 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Utilities Funds by Account Account type 2022 Actual 2023 Revised 2024 Budget Revenues Taxes Revenue 278,176 278,176 278,537 Fees/permits And Fines Revenue 274,482 1,500 2,000 Use Of Property Revenue 488,599 400,761 837,609 Intergovernmental Revenue 192,000 188,000 377,000 Utility Revenue 49,879,504 52,719,900 52,243,300 Sales Revenue 55,132 38,000 50,000 Miscellaneous 46,992 992,911 573,100 Transfers, Debt Proceeds, City Contribution 14,216,669 682,970 622,053 Total Utilities Fund Revenues 65,431,554 55,302,218 54,983,599 Appropriations Salaries 6,394,259 8,006,189 8,928,246 Benefits 2,794,320 3,655,751 3,882,015 Supplies 9,809,600 11,239,173 12,168,573 Professional Services, Maintenance, Repairs 4,001,636 7,038,385 7,235,090 Intragovernmental Services 3,382,340 3,422,134 4,831,360 Utilities 2,479,869 2,607,681 2,627,481 Advertising, Promotion, Debt, Rent , Training 9,232,614 9,988,793 9,880,691 Capital Expenditures - 1,564,500 400,775 Transfers 8,022,102 8,739,247 35,868,000 Total Utilities Fund Appropriations 46,116,740 56,261,853 85,822,231 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Internal Service Funds by Fund Fund 2022 Actual 2023 Revised 2024 Budget Funded Position Allocation Revenues Employee Benefits 1,333,263 1,454,617 1,488,834 General Services 275,787 136,763 4,938 Information Technology 2,970,059 3,080,454 4,871,660 Risk Management 2,480,461 2,349,977 3,301,662 Vehicle and Equipment Replacement 1,526,465 1,003,874 2,192,800 Workers' Compensation 3,571,001 3,405,463 3,897,135 Total Internal Service Funds Revenues 12,157,036 11,431,148 15,757,029 Appropriations Employee Benefits 624,957 1,183,094 1,189,231 General Services 132,225 284,348 193,958 1.00 Information Technolory 3,170,283 2,780,953 4,098,025 7.50 Risk Management 4,189,242 2,756,617 2,792,987 3.00 Vehicle and Equipment Replacement 810,466 1,603,817 2,385,718 Workers' Compensation 2,579,546 3,713,860 3,819,118 Total Internal Service Funds Appropriations 11,506,719 12,322,689 14,479,037 11.50 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Internal Service Funds by Account Account type 2022 Actual 2023 Revised 2024 Budget Revenues Use Of Property Revenue 73,142 89,866 143,096 Charges For Service Revenue 9,153,110 9,992,891 13,328,542 Sales Revenue 813 - - Miscellaneous 1,424,295 103,115 103,115 Transfers, Debt Proceeds, City Contribution 1,505,676 1,245,276 2,182,276 Total Internal Service Funds Revenues 12,157,036 11,431,148 15,757,029 Appropriations Salaries 1,236,806 1,316,903 1,652,345 Benefits 682,647 851,367 930,517 Supplies 315,954 98,040 138,580 Professional Services, Maintenance, Repairs 1,622,697 1,421,994 1,979,074 Intragovernmental Services 253,954 331,108 417,963 Utilities 6,388,861 6,071,534 6,222,914 Advertising, Promotion, Debt, Rent , Training 1,005,800 930,202 933,644 Capital Expenditures - 1,208,541 2,204,000 Transfers - 93,000 - Total Internal Service Funds Appropriations 11,506,719 12,322,689 14,479,037 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Capital Projects Funds by Fund Fund 2022 Actual 2023 Revised 2024 Budget Funded Position Allocation Revenues Facilities CIP 6,170,534 2,027,556 4,238,000 Parks and Rec CIP 1,948,841 8,749,000 4,523,283 Public Works CIP 8,613,956 12,014,262 21,717,824 Airport CIP 247,847 2,301,538 523,000 Transit CIP - 496,000 1,747,000 Waste Water CIP 5,075,126 5,107,000 29,390,000 Water CIP 2,261,009 2,917,691 15,812,000 Total Capital Projects Funds Revenues 24,317,313 33,613,047 77,951,107 Appropriations Facilities CIP 3,346,527 3,090,000 8,951,000 1.25 Parks and Rec CIP 1,165,588 9,444,560 10,417,000 1.28 Public Works CIP 9,251,096 14,727,189 23,015,000 3.81 Airport CIP 266,173 2,278,793 523,000 0.48 Transit CIP 35,951 426,000 1,747,000 0.28 Waste Water CIP 4,677,498 4,426,917 29,006,000 4.60 Water CIP 2,498,879 2,758,000 15,813,000 3.20 Total Capital Projects Funds Appropriations 21,241,712 37,151,459 89,472,000 14.90 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Capital Projects Funds by Account Account type 2022 Actual 2023 Revised 2024 Budget Revenues Fees/permits And Fines Revenue 1,504,696 - - Use Of Property Revenue 11,880 438 - Intergovernmental Revenue 445,396 339,000 10,912,000 Charges For Service Revenue 9,555 - - Transfers, Debt Proceeds, City Contribution 22,345,786 33,273,609 67,039,107 Total Capital Projects Funds Revenues 24,317,313 33,613,047 77,951,107 Appropriations Salaries 699,847 1,410,896 2,013,197 Benefits 219,383 482,077 661,045 Supplies 194,306 - - Professional Services, Maintenance, Repairs 18,615,883 34,301,702 85,978,077 Intragovernmental Services 297,733 346,538 445,849 Utilities 263 - - Advertising, Promotion, Debt, Rent , Training 45,284 148,824 187,107 Capital Expenditures 621,206 368,000 186,725 Transfers 547,807 93,422 - Total Capital Projects Funds Appropriations 21,241,712 37,151,459 89,472,000 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Successor Agency by Fund Successor Agency by Account Fund 2022 Actual 2023 Revised 2024 Budget Funded Position Allocation Revenues Successor Agency Debt Service 5,168,210 5,138,622 5,131,711 Successor Agency Admin 789,082 250,000 250,918 Total Successor Agency Funds Revenues 5,957,292 5,388,622 5,382,629 Appropriations Successor Agency Debt Service 1,954,537 5,138,622 5,131,711 Successor Agency Admin 356,803 340,252 261,886 0.55 Total Successor Agency Funds Appropriations 2,311,340 5,478,874 5,393,597 0.55 Account Type 2022 Actual 2023 Revised 2024 Budget Revenues Taxes Revenue 5,418,210 5,388,622 5,381,711 Use Of Property Revenue 8 - 918 Intergovernmental Revenue 538,374 - - Transfers, Debt Proceeds, City Contribution 700 - - Total Successor Agency Funds Revenues 5,957,292 5,388,622 5,382,629 Appropriations Salaries 78,280 79,144 105,782 Benefits 27,144 31,076 36,200 Supplies 460 300 300 Professional Services, Maintenance, Repairs 11,873 28,600 19,600 Intragovernmental Services 232,596 193,392 92,264 Utilities 2,258 3,240 3,240 Advertising, Promotion, Debt, Rent , Training 1,958,729 5,143,122 5,136,211 Total Successor Agency Funds Appropriations 2,311,340 5,478,874 5,393,597 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Citywide Capital Vehicle and Equipment Appropriations Fund: General Fund Description Justification / Explanation Quantity Cost Department Heart Monitors Replacement of 3 heart monitors in existing ambulances and 1 monitor for the new ambulance arriving in FY24 4 170,000 Fire Ambulance General Fund Capital 170,000 Fund: Fire Grants Description Justification / Explanation Quantity Cost Department Mobile Radios Replacement of 20+ year old, non-FCC compliant portable radios for wildfire use and mobile communication on the City's Fire apparatus 139,600 Fire Fire Grants Subtotal 139,600 Special Revenue Fund Capital 139,600 Fund: Facilities CIP Description Justification / Explanation Quantity Cost Department Procore Project Management Software Software for CIP metrics and project management 0.1 19,250 PW & Utilities Facilities CIP Subtotal 19,250 Fund: Parks CIP Description Justification / Explanation Quantity Cost Department Procore Project Management Software Software for CIP metrics and project management 0.1 19,250 PW & Utilities Parks CIP Subtotal 19,250 Fund: Public Works CIP Description Justification / Explanation Quantity Cost Department Procore Project Management Software Software for CIP metrics and project management 0.25 48,125 PW & Utilities Public Works CIP Subtotal 48,125 Fund: Airport CIP Description Justification / Explanation Quantity Cost Department Procore Project Management Software Software for CIP metrics and project management 0.05 9,625 PW & Utilities Airport CIP Subtotal 9,625 Fund: Transit CIP Description Justification / Explanation Quantity Cost Department Procore Project Management Software Software for CIP metrics and project management 0.02 3,850 PW & Utilities Transit CIP Subtotal 3,850 Fund: Waste Water CIP Description Justification / Explanation Quantity Cost Department Procore Project Management Software Software for CIP metrics and project management 0.3 57,750 PW & Utilities Waste Water CIP Subtotal 57,750 Fund: Water CIP Description Justification / Explanation Quantity Cost Department Procore Project Management Software Software for CIP metrics and project management 0.15 28,875 PW & Utilities Water CIP Subtotal 28,875 Capital Projects Fund Capital 186,725 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Citywide Capital Vehicle and Equipment Appropriations Fund: Building Services Description Justification / Explanation Quantity Cost Department Electric Vehicle Replacement of fossil fuel 2007 SUV 1 100,000 Community Dev Building Services Subtotal 100,000 Fund: Transit Description Justification / Explanation Quantity Cost Department Electric Buses Replacement of high mileage diesel buses 2 1,850,000 PW & Utilities Transit City Routes Subtotal 1,850,000 Enterprise Fund Capital 1,950,000 Fund: Waste Water Description Justification / Explanation Quantity Cost Department F550 Dump Truck clean renewable diesel Replace aging gasoline powered dump truck 0.5 57,500 PW & Utilities Electric Trucks Replacement high repairs costs gasoline trucks 1 60,000 PW & Utilities Waste Water Administration Subtotal 117,500 Fund: Water Description Justification / Explanation Quantity Cost Department F550 Dump Truck clean renewable diesel Replace aging gasoline powered dump truck 0.5 57,500 PW & Utilities Electric Trucks Replace high repairs/costs gasoline powered trucks 1 60,000 PW & Utilities Water Administration Subtotal 117,500 Fund: Storm Water Description Justification / Explanation Quantity Cost Department 35G Excavator clean renewable diesel Excavator for operations maintenance/clearing water/sewer mains and for clearing debris storm channels 1 110,000 PW & Utilities Small Electric Street Sweeper To be used to clean debris from roadways pre/post storms, and following sewer and/or water maintenance work 1 50,000 PW & Utilities Procore Project Management Software Software for CIP metrics and project management 0.03 5,775 PW & Utilities Storm Water Subtotal 165,775 Utilities Fund Capital 400,775 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SUMMARY SCHEDULES 2024 Budget Citywide Capital Vehicle and Equipment Appropriations Fund: Information Technology Description Justification / Explanation Quantity Cost Department PD and PW& U Software Server upgrades Replacement, virtualization, and improvement of aging server platform 95,000 IT Server Backup Upgrades Upgrade server backup solution to protect the City's data from hacking/ransomware exposure and to include local immutable backups, improved restore times, and improved cloud backup. 100,000 IT Project management tracking and collaboration tools Citywide project management and tracking software, and collaboration tools.22,000 IT Information Technology Subtotal 217,000 Fund: Vehicle and Equipment Replacement Description Justification / Explanation Quantity Cost Department Type 1 fire engine equipment Equipment to outfit the fire engine expected to be delivered in summer /fall of FY 2024 300,000 Fire Ambulance Expected delivery of approved ambulance purchase (Resolution 2022-120)398,000 Fire Vehicles Training Captain hybrid pickup lease for emergency response and staff training 1 50,000 Fire F250 Crew Truck (clean, renewable diesel) Replacement of an existing gasoline truck. Budget carryforward from FY20/21 1 90,000 PW Backhoe Replacement of the inoperable backhoe is needed for street repairs. Budget carryforward from FY20/21 1 150,000 PW Skid Steer Replacement of the inoperable Skid Steer is needed for the Streets crew. Budget carryforward from FY20/21 1 70,000 PW Vehicles Lease vehicles costs 290,000 Citywide Vehicles Lease for Ford hybrid interceptors and equipment to outfit the vehicles 15 639,000 Police Vehicle and Equipment Replacement Subtotal 1,987,000 Internal Service Fund Capital 2,204,000 Total Capital Vehicle and Equipment Appropriations 5,051,100 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CLIMATE ACTION BASELINE OVERVIEW Climate Action Baseline, Projects and Program Overview Petaluma Climate Action The City of Petaluma is committed to carbon neutrality by 2030 and is taking aggressive action to meet this goal. To begin tracking our progress, we began categorizing Capital Improvement Plan (CIP) projects in FY 2022 as Climate First initiatives when they meet one or more of the following criteria: • Improves infrastructure that encourages car-free modes of transportation and mobility, such as Transit and Active Transportation. • Includes GHG reduction measures. • Improves energy efficiency of facilities, infrastructure, or equipment. • Includes execution of agreements or contracts where the contractor commits to prioritizing the use of sustainable materials and practices in design development. This includes utilizing the EPA’s Comprehensive Procurement Guidelines for Construction Products (https://www.epa.gov/smm/comprehensive-procurement-guidelines-construction-products) and providing the City with an embodied carbon estimate for overall project(s) using the Embodied Carbon in Construction Calculator (https://www.buildingtransparency.org/ ). • Includes project components that result in habitat restoration, carbon sequestration, climate adaptation, or increases in overall tree canopy. • Results in solid waste diversion or reduction of consumption emissions. • Supports the electrification of fleet, infrastructure, or municipal operations. The Capital Improvement Program includes an approximate investment in FY 24 of $46M for projects that have been categorized as Climate First initiatives and are shown below for reference. More details for each project can be found in the Capital Improvement Program section of the document: Climate First Capital Improvement Projects Category Capital Project Number Project Description Airport C61502218 Airport Emergency Power Backup Facilities C16201304 Community Center Repairs C11502015 Electric Vehicle Chargers E11502346 City Facilities Emergency Power Back-up Feasibility Study C11202018 Emergency Power Back-up at City Hall and Police Headquarters C11202116 Community Center Emergency Power Back-up E11202132 City-Wide Facilities Audit and Energy Program C11202223 HVAC and Energy Efficiency Upgrades Parks C00400205 Playground Replacements C14502008 Lucchesi Turf Field Replacement E14402237 Petaluma River Dredging Program C14502012 Shollenberger Amphitheater & Kiosk Improvements C14502114 Lynch Creek Trail/ Crosstown Connector C14502317 Kenilworth Park Revitalization C14502216 Westridge Pathway Rehabilitation C14502320 Swim Center Pool Renovation & Repair DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CLIMATE ACTION BASELINE OVERVIEW Category Capital Project Number Project Description Public Works C16101519 Rivertrail/ 101 Crosstown Connector C16101601 Petaluma Blvd. South Complete Streets (Road Diet) C16102147 North McDowell Blvd. Complete Streets C16102032 Pedestrian Improvements Citywide C16102250 Traffic Signal Improvements-Citywide C16501412 LED Streetlight an Facility Lighting Retrofit C16102146 Traffic Calming and Bike Blvd./ Neighborhood Greenways C16102251 D Street Improvements E16402238 Pedestrian Bridge Assessment C16402252 Pedestrian Bridge Renovations C16102145 City-Wide Striping Improvements E16502134 Active Transportation Plan and Wayfinding NEW Caulfield Lane Active Transportation E16102347 Review of Corona Road and McKenzie AT Crossing NEW Bicycle/Pedestrian Wayfinding & Bicycle Parking NEW Payran UST NEW Downtown Beautification Recycled Water C66401416 Tertiary Filtration System Expansion C66401302 Agricultural Recycled Water System - Turnout And Meter Replacements C66501936 Agricultural Recycled Water System Expansion- Adobe Road/Lakeville C66501834 Urban Recycled Water System Expansion - Maria Extension/Loop New Urban Recycled Water System Expansion – Park Irrigation Conversions Surface Water C16301518 Old Corona Road Water Quality Mitigation C16501931 Storm Drain Trash Capture Device Pilot C16502254 Wilson Stormwater Pump Station & Outfall Upgrades New Corona Creek Flood Reduction and Habitat Enhancement C16302255 960 Lakeville Drainage Improvements Transit C65502211 Bus Stop Improvements C65502212 Transit Facility Gate Electrification C65502213 Transit Facility Power Back-up System Installation C65502214 Transit Facility Electrification Waste Water C66501518 CNG Fueling Station at Ellis Creek C66401728 Ellis Creek High Strength Waste Facilities C66502032 PIPS Forcemain Replacement C66501930 Replace PIPS High Capacity Pumps NEW Ellis Creek Water Recycling Facility Energy Plan Water Utilities Projects C67501611 Well Construction E67502243 Aquifer Storage & Recovery (ASR) Plan E67502242 Advanced Metering Infrastructure (AMI) NEW Bulk Potable/Recycled Water Fill Stations and Security Improvements Drought Relief Project Studies Advanced Planning Program Projects E11502028 General Plan & Housing Element Comprehensive Update DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CLIMATE ACTION BASELINE OVERVIEW There are several other non-capital notable projects currently underway that supports the City of Petaluma’s climate goals: Syserco Energy Solutions Contract: A facilities condition assessment of 46 city-owned buildings was completed in early 2020, identifying costs of over $30 million in deferred maintenance and $22 million in scheduled maintenance within the next 20 years. The assessment provided a high-level list of projects incorporating deferred and scheduled maintenance; however, the assessment did not address energy efficiency. The next step in the assessment will be to identify, prioritize, and begin implementation of projects that can reduce energy usage, switch from fossil fuel sources to electricity, generate renewable energy, and energy cost savings to offset total project costs. The general approach for the analysis and project development will be to review the utility usage of all buildings owned by the City to identify and rank the best opportunities, perform a site survey of the buildings to assess energy cost savings and greenhouse gas reduction potential, and develop a preliminary list of energy efficiency, energy storage/resilience and electrification measures (Task 1). Buildings deemed to have sufficient potential will then undergo a more detailed analysis (Investment Grade Audit) and subsequent assessment to estimate the cost-effectiveness / rough order of magnitude cost of implementing various Energy Conservation Measures (ECMs), which include energy efficiency, renewable energy generation, fuel switching from natural gas to electricity, and energy storage measures (Task 2). The project kick-off can take place in November and all work through Task 2 would conclude in June 2023. Task 3 of the proposed agreement (Implementation of ECMs) is dependent on the viability of the measures. If the measures are not projected to result in cost savings, greenhouse gas reductions, or increase facility resilience, the City may choose not to issue a Notice to Proceed to SES for design work. Solar Initiatives: As we work to achieve the City of Petaluma’s Climate Action goals, we are constructing parking lot canopy photovoltaic solar arrays at various locations around town. Solar arrays like these derive clean, pure energy from the sun, help combat greenhouse gas emissions, and work to reduce our collective dependence on fossil fuels. Initially, this project will provide oversight of the construction of solar arrays at the Community Center, Petaluma Police Department, Swim Center, and Petaluma Community Sports Fields. These solar arrays are projected to save the City $20 million in energy costs over 20 years. Floating Solar: The City’s Ellis Creek Water Recycling Facility (ECWRF) operates continuously throughout the year and is the City’s largest electricity user. In July 2021, all City electric accounts were moved to Sonoma Clean Power’s (SCP) Evergreen Power which provides electricity from renewable sources. Over the past few years, several solar developers have approached the City with interest to develop a floating solar project at ECWRF. Staff determined that installing a floating solar array on Pond #3 would provide the greatest value to the City with the least impact to Ellis Creek operations. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CLIMATE ACTION BASELINE OVERVIEW The unanimous vote, made during a Dec. 19 public hearing, calls for the floating solar array atop a 17-acre pond at the water treatment center located at 3890 Cypress Drive across from Lakeville Highway. The array would cover about two-thirds of the pond’s surface. The solar project would begin operation by the end of 2024, and is expected to save the Ellis Creek Water Recycling Facility $13.1 million in electricity bills over a 20-year span. Integrated Pest Management Plan: Integrated Pest Management (IPM) is defined in Title 7 of the US Code as “a sustainable approach to managing pests by combining biological, cultural, physical, and chemical tools in a way that minimizes economic, health, and environmental risks.” A common feature of recent IPM Plan is to change practices to relegate chemical pest control to a last resort, with some plan prohibiting the use of synthetic pesticides altogether. The process to develop an IPM Plan which would guide all pest control activities related to City facilities and operations is underway. Staff is working closely with consultants and a community working group of stakeholders to draft initial program details to present for feedback. The IPM Plan is expected to be presented to the City Council in Fall 2022. The first two milestones, Complete Stakeholder Interviews and Site Analysis and Present Summary of Findings to Community Working Group and Staff for Review and Input, are anticipated to be completed by Quarter 2 of FY 2023. General Plan Update including the Climate Action and Adaptation Plan: The General Plan update process is designed to coordinate the renewal of Petaluma’s General Plan and Housing Element concurrently to meet the Housing Element update deadline of December 2022. The update process also includes ongoing long-range planning efforts including updating planning documents that support the implementation of the General Plan. Following the adoption of the General Plan, updates to the City’s Zoning Ordinance, Station Area Master Plan, Central Petaluma Specific Plan, and Urban Growth Boundary (UGB) may move forward to implement the directions in the newly adopted General Plan. A timeline of the process is included below, followed by a detailed schedule. This hard work sets the stage for how climate change is addressed in the General Plan update, which will include a Climate Action and Adaptation Plan (CAAP) – an action called for in the Climate Emergency Action Framework. This Climate Action and Adaptation Plan will be both a technical document used to guide city decision-making and a visionary document used by the public to understand the direction of the community. This plan will include a greenhouse gas inventory, a greenhouse gas reduction analysis, and a climate equity assessment that will serve as a foundation for the plan alongside community engagement and visioning. By incorporating both quantitative goals and policy language, the Climate Action and Adaptation Plan will work in connection with the broader General Plan to reach towards Petaluma’s climate vision. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CLIMATE ACTION BASELINE OVERVIEW Adoption of Tree Preservation Ordinance: Trees have multiple positive benefits related to providing wildlife habitat, sequestering carbon to help mitigate climate change, reducing the heat-island effect, and increasing property values through beautification. Petaluma’s existing tree ordinance has not been updated to realize the increased benefit of enhanced tree protection. The updated tree preservation ordinance would update internal processes and permitting related to tree removal, update provisions for tree maintenance, planting in the public right of way, and update standard provisions for all entitlements and land use permitting. This legislation and policy update is expected to be considered by Council in Spring 2023. The first milestone, Review Existing Regulations, Review of Draft Tree Technical Manual and ReLeaf, and Identify Case Studies, Best Practices, is anticipated to be completed by Quarter 2 of FY 2023. XeroHome Urban Building Energy Model: XeroHome is a web-based data-analytics software that makes custom home energy analysis affordable, and accessible to every homeowner. XeroHome generates recommendations for the most suitable energy efficiency upgrades for individual homes based on energy modeling and remote data acquisition. PG&E is funding the deployment of XeroHome for the city of Petaluma as a pilot project. XeroHome was officially launched in mid-April 2023 and will be available to Petaluma residents as a free resource until April 2024. EV Charging Infrastructure Master Plan: The City of Petaluma is currently negotiating a scope of work with a consultant to provide a Citywide EV charging infrastructure master plan. This master plan will include site assessments to survey grid capacity at up to ten facility locations and will consist of the conceptual and engineering designs for the installation of EV chargers at these facilities. EV Preferred Purchasing Policy: This document is in first draft form and is currently being reviewed by staff. The purpose of this policy is to document the process for purchasing and managing the City’s diverse vehicle fleet, which includes vehicles, bicycles, and heavy equipment, in a manner that minimizes greenhouse gas emissions and considers life-cycle economics. By 2030, the City strives to transition all passenger vehicles and heavy equipment in the City fleet to 100% zero- emissions vehicles (ZEVs). Citywide Electrification Initiative: The City Council’s approval of the Climate Emergency Framework on January 11, 2021 set a goal for the City of Petaluma to become carbon neutral by 2030. Major sources of carbon emissions in the City of Petaluma are transportation and existing buildings. Electrification and fuel switch to renewable sources for the transportation and housing sectors would significantly reduce greenhouse gas emissions. A citywide electrification plan will identify barriers and propose solutions for electrification of existing Petaluma buildings and infrastructure, including infrastructure upgrades needed to support electrification of buildings and vehicles. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CLIMATE ACTION BASELINE OVERVIEW The first milestone, Review Electrification Plans for Other Jurisdictions, is anticipated to be completed by Quarter 2 of FY 2023. Generator Feasibility Study: The City has been awarded Department of Housing and Community Development grant funds to identify backup power needs at critical City facilities. Renewable energy systems will be considered as part of facility backup power. Purchase of Fossil Fuels for Equipment and Facility Use In recognition of Resolution No. 2019-055 N.C.S. declaring a Climate Emergency, Resolution No. 2021-007 N.C.S. adopting a Climate Emergency Framework, and priority action items recommended by the Climate Action Commission and accepted by the City Council on January 11, 2021, staff has prepared a summary of both fossil and renewable fuel purchases for Fiscal Years 2021, 2022, and through March 1 of FY 2023. This information is provided both as a benchmark to track the City’s direct contribution of fossil fuel purchases and resulting greenhouse gas emissions, and to provide information for focusing future decarbonization activities. The information presented in this section has been calculated based on gallons of fuel purchased over the noted fiscal years. Fuel Usage (in Gallons) by Department per Fiscal Year Fossil Fuel Usage Overall, there was a slight reduction of fossil fuel usage from Fiscal Year 2021 to Fiscal Year 2022 which could be accredited to the reduction of transport caused by the Coronavirus Pandemic and resulting facility closures. The City of Petaluma continues to support a hybrid remote work policy which will continue to facilitate a permanent reduction in fossil fuel usage in the workforce. Unleaded Diesel Renewable Diesel Unleaded Diesel Renewable Diesel Unleaded Diesel Renewable Diesel 2,809.98 39.73 12,058.73 1,827.70 27.40 6,752.00 1,620.88 118.70 5,194.56 7,587.34 6,461.98 4,884.76 46,871.75 456.73 31,260.84 1,427.68 23,241.03 445.32 367.90 136.20 222.20 57.90 1,075.10 783.70 621.50 976.20 781.30 383.60 1,549.90 1,061.00 2,740.70 7,530.30 2,064.40 5,680.30 1,241.50 3,066.80 1,082.20 5,674.80 2,213.90 4,652.90 1,874.00 1,290.20 644.90 2,186.00 2,031.30 591.30 29.10 1,292.20 117.40 917.30 82.50 812.50 176.70 1,215.20 256.80 1,557.70 306.30 819.10 7,825.02 54,744.09 4,854.30 38,960.50 3,203.95 25,392.24 16.40 0.00 32.70 88.70 611.00 541.20 455.30 1,253.80 185.20 971.00 4,328.40 465.90 151.70 42.10 75.00 287.90 171.60 235.20 3,207.70 264.10 2,446.70 272.30 51.80 15,761.00 4,647.40 10,404.00 2,630.30 7,664.40 1,976.80 16.40 8.20 100,553.15 11,038.66 74,390.16 69,829.34 9,182.38 52,174.48 48,851.56 6,004.92 35,471.56 Water Resources General Services Waste Water Admin Sewer Collection Ellis Creek Waste Water Storm Drain Police PW Street Lighting Airport Transit Water Admin Fiscal Year 2023 (Through March) PW Engineering Dev Fleet Maintenance Total Parks Maintenance PW Streets PW Paint and Signs Fiscal Year 2022 PW Admin Building Maintenace Building Inspections Department Fiscal Year 2021 Fire Ambulance DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CLIMATE ACTION BASELINE OVERVIEW On a departmental level, the highest fossil fuel costs are attributed to the Police Department and the Water Division. Both departments are vehicle dependent with specific needs for vehicle specifications and the electric vehicle technology to meet these specifications is still being developed. The goal of the City vehicle fleet electrification continues to be a high priority, and the City has been able to begin replacing gas combustion fleet vehicles with EV alternatives. Two new EVs have been purchased for the Police Department in the last year. As these transitions continue, we expect to see significant reductions in fuel usage across all departments. Staff will continue to monitor the availability of equivalent electric equipment replacements for other departments with specific functional needs (heavy-duty trucks, fire vehicles, and off-road equipment). Diesel Usage by Department per Fiscal Year Renewable Diesel Usage by Department per Fiscal Year DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CLIMATE ACTION BASELINE OVERVIEW Unleaded Fuel Usage by Department per Fiscal Year Renewable and Fossil Diesel Usage In Fiscal Year 2019, the Petaluma City School District transitioned from using traditional diesel fuel to using renewable diesel. Renewable diesel is made from the same renewable resources as biodiesel but uses a different production process. The result is a renewable fuel that is chemically identical to fossil diesel and meets the same standard specifications of fossil diesel. The use of Renewable diesel can reduce emissions of greenhouse gases up to 90% and has been found to reduce fine particulates and nitrogen oxides as well. The City of Petaluma has been using the school district’s fueling station to meet the diesel needs for both the Transit and Fire Departments for many years. When the school district transitioned to renewable diesel—these Departments transitioned as well. Joint Fueling Services Contract with the County of Sonoma and the City of Santa Rosa: The City of Petaluma has entered into an agreement with the County of Sonoma and the City of Santa Rosa to request proposals for a new fueling services provider which will transition all remaining Petaluma facilities from conventional diesel to renewable diesel. This transition will require minimal effort from the City but will result in significant GHG emissions reductions from our diesel operations. As can be seen, the City is fully embracing and is committed to the goal of carbon neutrality through the various ongoing projects and programs listed above. We continue to deliver on the community’s call for action and reducing our impact on the environment. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 GENERAL FUND OVERVIEW General Fund Operating Budget Overview FY 23-24 Budget FY 2021 FY 2022 FY 2023 FY 2024 Actual Actual Revised Budget Budget Revenues Taxes 31,554,766$ 36,400,333$ 34,013,111$ 35,453,837$ Permits and Fees 1,671,811 1,338,219 1,133,254 1,174,478 Fines and Penalties 161,927 332,852 485,000 464,500 Investment Earnings and Rent 129,921 218,003 406,663 581,770 Intergovernmental 7,926,108 7,264,793 7,175,444 7,508,097 Charges for Services 9,582,790 10,228,548 8,803,068 9,534,712 Other Revenue 294,708 85,070 14,000 84,000 Transfers In 3,435,500 2,548,300 2,517,500 2,435,520 Transfers in from Measure U Sales Tax - 7,419,248 9,926,432 13,819,174 Total Revenues 54,757,531$ 65,835,366$ 64,474,472$ 71,056,088$ Funds from Designated Reserve 2,210,000$ 796,000$ Total Sources 66,684,472$ 71,852,088$ Expenditures/Appropriations Salaries 26,614,103$ 29,644,014$ 31,388,022$ 33,528,055$ Benefits 16,232,042 18,357,978 20,771,516 22,085,232 Services and Supplies 8,794,225 11,070,225 7,160,693 8,198,327 Utilities 1,202,280 1,179,781 1,176,444 1,401,085 Capital 217,608 27,903 219,000 170,000 Transfers Out 2,512,693 2,473,054 3,173,507 2,177,722 Intragovernmental 1,224,042 2,045,286 2,795,290 4,291,667 Total Expenditures/Appropriations 56,796,993$ 64,798,241$ 66,684,472$ 71,852,088$ Difference (2,039,462)$ 1,037,125$ -$ -$ Beginning Working Capital Balance 2,739,136$ 704,647$ 0$ 0$ Ending Working Capital Balance *704,647$ 0$ 0$ 0$ * Note: Does not include designated reserves DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 GENERAL FUND OVERVIEW Revenues Total General Fund revenues in FY 2023/24 are projected to be $71,852,088. This represents a 7.7% increase over FY 2022/23 revised revenues. The chart below shows total General Fund revenues by type. Tax revenues make up 49.34% of total General Fund revenues. When the transfers in from Measure U Sales Tax are added to the Taxes category, tax revenues make up 68.57% of the overall General Fund revenues. The chart below shows tax revenues by type as a percentage of total tax revenue. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 GENERAL FUND OVERVIEW Sales Tax revenue is the largest revenue source in the General Fund. Sales Tax represents 46.63% of General Fund tax revenues and is projected to approximate $16.53 million during FY 2023/24. Recovery is occurring since the onset of the pandemic and we had strong growth through June of 2022. Sales tax revenues have been adjusted to reflect the most recent updated forecast amount provided by the City’s sales tax consultant. The overall change from the prior year shows an increase of $.5m or about a 3.6% increase over FY 2022/23 revised revenue. This revenue estimate is based on information provided by the City’s sales tax consultant as well as from local economist and analysis of revenue patterns. Concerns remain regarding the unstable nature of the economy – from high inflation, slowing of supply chains and recent world events, thus sales tax revenues in the out years of the forecast reflect conservative growth. Growth is included at an average rate of approximately 3% per year. We continue to review and analyze revenue trends closely and work with the City’s sales tax consultant to refine projections. As the year progresses and if revenue trends differ from projections, adjustments will be brought forward in conjunction with quarterly budget adjustments. As the economy continues to recover, moderate growth is expected in the Transportation, Food Products, Retail and County Pool categories. Slower growth in other sectors continues in the out years of the forecast. Property Tax revenue is the second largest individual source of revenue in the General Fund and makes up 36.60% of General Fund tax revenues. FY 2023/24 overall property tax revenues are projected to be $13 million. This amount is up $.6 million from FY 2022/23 and represents an overall increase of approximately 5%. This estimate was developed in conjunction with the Sonoma County Auditor/Controller’s office. The County considers economic factors, Proposition 8 reassessments, median home prices, and the number of property resales in estimating a growth factor for the upcoming year. This also accounts for the growth recognized from the residual payment related to the dissolution of redevelopment that has grown over the last several years as well as development currently occurring. At this time, growth is expected at about 3% in the out years of the forecast. Franchise Fee revenues make up $3.4 million or 9.4% of General Fund tax revenues. Franchise Fees overall are expected to remain relatively flat going into the next year. This revenue category is continuing a pattern of slow overall growth over time largely based on the Refuse Rate Index which is estimated around 2.5-3% annually. Business License revenues make up approximately 3.5% of General Fund tax revenues. Revenues in this category are estimated to be $1.2 million in FY 2023/24, approximately a 4% increase from FY 2022/23. We continue to see more business licenses issued year after year and revenues continue to show steady growth. We continue to support businesses whenever possible and remain optimistic that a strong recovery continues. Beginning in FY 2024/25, this revenue category resumes with a pattern of slow overall growth over time. Property Transfer Taxes revenues are projected to be $1.4m during FY 2023/24. This revenue category has continued to show strong growth over the last several years due to a strong housing market. We remain conservative in this revenue category given the uncertainty in the economy. Revenues are up by $.16m over FY 2022/23. Beginning in FY 2024/25, this revenue category is continuing a pattern of slow overall growth over time. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 GENERAL FUND OVERVIEW Permits and Fees revenue is expected to be slightly higher due to increased activity post COVID and business activity returning to normal. Revenue is projected to be $1.17m during FY 2023/24.This is an increase of approximately $.04m. This category also shows moderate growth beginning in FY 25 and through the remaining years of the forecast. Fines and Penalties revenue is expected to be $.46m, a slight decrease from the prior year the result of aligning revenues with the recent historical trend in this category. Minimal growth is expected and included at 2.0% year over year. Investment Earnings & Rent are expected to be up in FY 2023/2024 due to rising short-term interest rates. Recent interest earnings have exceeded expectations due to sharply inclining short-term interest rates, but we do remain conservative given the economy. Growth of approximately 3.0% is included in the out years of the forecast. Intergovernmental revenues account for funds from other government agencies including federal, state and local agencies. Revenues in this category are projected to be $7.5m during FY 2023/24. The main driver of this increase in this category is Motor Vehicle License Fees which is projected to be up approximately $.25 million, a growth factor determined by assessed valuation growth. Charges for Services revenues are projected to be $9.5 million next fiscal year. This revenue category is up approximately $.6 million and is the result of an expected increase in ambulance transport fee revenues associated with annual CPI fee escalator and increased intragovernmental charges for services performed by support departments and charged to other funds. Transfers in from Transient Occupancy Tax to the General Fund during the upcoming fiscal year will be approximately $2.1 million, unchanged when compared to the prior year. The transfer in from the Transient Occupancy Tax Fund has been slightly decreased over the past several years to allow the fund to recover from significant losses realized during the pandemic. We are seeing recovery in the tourism sector and are realizing tax revenue increases therefore we will continue to monitor activity and fund balance in the Transient Occupancy Tax fund and adjust accordingly. It is expected that the Transient Occupancy Tax Fund has sufficient fund balance to continue funding the ongoing transfer to the General Fund but given the losses realized during the pandemic, we will continue to track activity closely. Funds transferred in from Measure U will be $13.82 million, an increase of $3.16 million from revised FY 2022/23. FY 2023/24 is the third full year of the new sales tax that went into effect April 1, 2021. This general sales tax provides support to the general fund and the associated ongoing costs of operations. It is also intended to cover workforce stabilization, road and facility maintenance and other priority initiatives identified by the community. Included in the $13.82 million, approximately $8.3m is direct support for General Fund operations so current operations and services can continue without the need to cut services or staffing. Also included is approximately $4.5 million of anticipated workforce stabilization funding that includes aligning position classifications and compensation to market rates, providing for cost of living adjustments and includes the addition of new positions intended to improve services citywide, address community concerns and address workload capacity issues within the department. The majority of the overall increase in this category is directly related to new costs in the DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 GENERAL FUND OVERVIEW General Fund associated with new positions, increased employee benefit costs, significant investment in technology improvements and parks maintenance related activities as well as increased intragovernmental charges to support rising costs of Information Technology and Risk Management. All of the costs included align with the community priorities. Two meetings with the Measure U Committee have occurred during 2023. The Committee has reviewed the proposed uses, provided feedback regarding future reporting and have adopted the report. All other funds spent from Measure U are transferred to where costs reside such as infrastructure costs which are transferred to the CIP fund. Any excess fund balance in the General Fund resulting from revenues greater than expected or expenditures less than anticipated will be maintained in the Measure U Fund and will be available for appropriating the following year. Funds transferred in from designated reserves will be $.8 million, a decrease of $1.4 million from revised FY 2022/23. Most of this decrease is due to less designated reserves coming into fund intended projects due to less General Plan transfers included in FY 2023/24. General Plan reserves are generated by fees collected on development activity which is set aside to cover the cost of a future General Plan update. Expenditures Overall General Fund expenditures are projected at approximately $71.85 million, an increase of approximately $5.2 million over FY 2022/23 revised budget. The chart below shows expenditures by type. Salaries include appropriations for funding 230 positions and are expected to be higher by about $2.1m million. Salaries and Benefits combined include workforce stabilization costs as well as cost-of-living adjustments. New positions to address needs in the Police, Fire and Parks and Recreation Departments have been incorporated and account for a portion of the overall increase. Also included are the expected increases resulting from ongoing negotiations and position step advancements. Police recruitment and retention program continues to be included as in the prior year. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 GENERAL FUND OVERVIEW Benefits include appropriations for all benefits offered to City employees such as health, dental and vision coverage and retirement. Benefits are expected to increase next fiscal year by approximately $1.3 million. This increase is largely related to increased retirement costs as well as benefits associated with new positions and employee benefit selection. Also adding to the costs are increases related to ongoing negotiation impacts, and an increase in Workers Compensation resulting from the ongoing high cost of injury related claims, bringing reserves to appropriate actuarial reported reserve levels and administering the program. Services and supplies are appropriations for services and supplies necessary to carry out daily operations and provide services to the community. This expenditure category is increasing by approximately $1 million to address a variety of needs citywide such as services in the parks and recreation department; gopher abatement, animal grazing using restorative land practices, tree canopy preservation, weed abatement following IPMP best practices, increased janitorial services in parks restrooms, turf care program as well as increased costs expected for routine services. Other costs such as records management, storage and scanning, outreach and translation services, and appropriations for ongoing professional training for police department staff are included. Utilities represent electric, gas, water and wastewater costs in the general fund. Costs have continually increased over the past several years and the expectation is this trend will continue in FY 2023/24 and therefore appropriations have increased by $.2 million over FY 2022/23. Capital expenditures are included for the purchase of heart monitors needed in the fire department to replace outdated models. The total appropriated is decreasing by $.05 million due to less one-time non- recurring capital purchases appropriated in FY 2023/24. Transfers out decreased by $.9 million due to less transfers out to fund capital projects. Transfers that continue to be included are transfers to cover storm water costs, the planned payback of the inter-fund loan to the storm drainage impact fee fund and the payment related to the litigation settlement. Also included is the ongoing transfer to the City’s vehicle and equipment replacement fund necessary for the replacement of aging vehicles and for the transition to an electric fleet. Intragovernmental charges are up about $1.5 million due to increased intergovernmental charges for Risk Management and Information Technology. Risk Management increases are the result of a partial reinstatement of allocations to departments to fund Risk Management services, an allocation that was partially eliminated in the previous year but critical to fund the ongoing cost of the service and build appropriate reserves. Information Technology is also increasing resulting from additional investment in citywide technology improvements such as server replacements, cybersecurity to protect sensitive data and installing reliable internet connection for use during emergencies. The chart below shows General Fund expenditures by function. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 GENERAL FUND OVERVIEW Revised Budget Forecast Forecast Forecast Forecast Forecast Revenue Categories 2023 2024 2025 2026 2027 2028 2029 Property Taxes 12,363,947 12,977,564 13,366,891 13,767,898 14,180,935 14,606,363 15,044,553 Sales and Use Taxes 15,958,400 16,530,500 17,085,800 17,691,900 18,276,400 18,839,500 19,381,300 Business License Tax 1,194,168 1,241,935 1,279,193 1,317,569 1,357,096 1,397,809 1,439,743 Property Transfer Tax 1,202,220 1,367,331 1,408,351 1,450,601 1,494,120 1,538,943 1,585,111 Franchise Fees 3,294,376 3,336,507 3,436,602 3,539,700 3,645,891 3,755,268 3,867,926 Permits and Fees 1,133,254 1,174,478 1,209,712 1,246,004 1,283,384 1,321,885 1,361,542 Fines and Penalties 485,000 464,500 473,790 483,266 492,931 502,790 512,846 Investment Earnings and Rent 406,663 581,770 599,223 617,200 635,716 654,787 674,431 Intergovernmental Revenues 7,175,444 7,508,097 7,733,340 7,965,340 8,204,300 8,450,429 8,703,942 Charges for Services 8,803,068 9,534,712 9,820,753 10,115,376 10,418,837 10,731,402 11,053,344 Other Revenues 14,000 84,000 86,520 89,116 91,789 94,543 97,379 Transfers from Transient Occupancy Tax 2,123,000 2,123,000 2,123,000 2,123,000 2,123,000 2,123,000 2,123,000 Transfers from Measure U Sales Tax Fund 9,926,432 13,819,174 13,450,182 14,468,298 15,689,535 16,867,173 18,716,016 Other Transfers and Sources 2,604,500 1,108,520 486,500 486,500 486,500 486,500 486,500 Total Revenues 66,684,472$ 71,852,088$ 72,559,858$ 75,361,767$ 78,380,434$ 81,370,392$ 85,047,634$ Expenditure Categories Salaries and Wages 31,388,022 33,528,055 35,014,956 36,242,365 37,512,733 38,827,565 40,188,415 Benefits 20,771,516 22,085,232 23,664,257 24,814,105 26,048,293 27,187,384 28,944,774 Services & Supplies 7,160,693 8,198,327 7,142,243 7,392,222 7,650,950 7,918,733 8,195,889 Utilities 1,176,444 1,401,085 1,499,161 1,604,102 1,716,389 1,836,537 1,965,094 Intragovernmental 2,795,290 4,291,667 3,750,208 3,881,466 4,017,317 4,157,923 4,303,450 Fixed Assets & Cap. Outlay 219,000 170,000 200,000 207,000 214,245 221,744 229,505 Storm water transfer 592,053 622,053 622,053 622,053 622,053 622,053 622,053 Transfers Out 2,581,454 1,555,669 666,979 598,454 598,454 598,454 598,454 Total Expenditures 66,684,472$ 71,852,088$ 72,559,858$ 75,361,767$ 78,380,434$ 81,370,392$ 85,047,634$ Rev. Over (Under) Exp.-$ -$ 0$ 0$ (0)$ 0$ 0$ Total Unassigned Bal. Beg. of Yr -$ -$ -$ 0$ 0$ 0$ 0$ Total Unassigned Bal. End of Yr -$ -$ 0$ 0$ 0$ 0$ 0$ General Fund Long Term Operating Forecast Five-Year Forecast Update The revised long-term General Fund forecast is located on the following page. Revenue and expenditure assumptions have been updated. Property Tax growth is expected to be nominal over the next several years at about 3%. Sales Tax revenues are expected to recovering and long-term growth is anticipated to be in the 3-3.5% range annually over the next several years. Expenditures have been updated and continue to include workforce stabilization. Other personnel costs will increase significantly over the duration of the forecast due mainly to continued benefit-related cost increases. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 GENERAL FUND OVERVIEW Resources coming in from the Measure U fund are estimated to provide sufficient funding for supporting workforce stabilization costs long-term and will serve to bolster existing programs and services, and ensure that additional budget cuts, layoffs or other service reductions are avoided. The unassigned fund balance is anticipated to remain at $0 for the remainder of the forecast, the budget is balanced with revenues equaling expenditures resulting in no unassigned ending fund balance. As a reminder, Measure U funds provide resources to balance the General Fund budget. As changes to General Fund revenues and expenditures occur throughout the fiscal year, the associated transfer into the General Fund from Measure U will be adjusted and the resulting impacts on overall fund balance will be presented in the Measure U fund (see Measure U Fund Overview for more information). Staff will continue to monitor financial results and bring forward any adjustments deemed necessary in conjunction with quarterly budget adjustments. Assigned reserves are excluded from the Unassigned Fund Balance above as they have been committed or reserved by either Council Policy or Council Action. A balance of $10.4 million is maintained separate from the Unassigned (operating) reserve. Approximately $9.7 million of this balance is reserved for emergencies. The reserve for emergencies will continue to be maintained at the Council’s 15% target or until City Council policy changes. It is critical to maintain existing reserves and continue building reserves to meet the minimum target. Reserves provide agencies flexibility when responding to emergencies or natural disasters as well as economic factors such as a downturn in the economy or fluctuations or volatility in revenues or expenditures. City Council policy states when possible, to continue building reserves with both one-time revenues as well as any unanticipated savings. As you might recall, the City relied on reserves during the great recession. It allowed the City to adjust accordingly while still maintaining an acceptable level of service to the Community. It is important to note that the amounts contained in the forecast are estimates. While a “most likely” estimate has been presented, the amounts will change based on new updated information. Revenue generation options will continue to be evaluated including a robust recovery strategy that will preserve economic development opportunities. The forecast presented here, along with future updates, will provide financial perspective as we progress into the future. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 MEASURE U FUND OVERVIEW Measure U Fund Overview Beginning in 2019, the City commenced a concerted, two-pronged community engagement effort to address the City’s long-term fiscal and organizational sustainability (“FOS”) by: gathering as much community feedback as possible about City services and priorities, including online and paper surveys, in-person workshops, emails and phone calls, and statistically-valid professionally-conducted public opinion research; and conducting comprehensive analysis and community education on the City’s long- term fiscal challenges and the level of revenue/investment required by the City’s General Fund to maintain quality-of-life services and infrastructure. In response to the City’s outreach efforts, Petaluma community members identified the following priorities for enhanced, locally controlled funding: • Ensuring public health, wildfire, natural disaster emergency preparedness and maintaining 911 emergency response times to ensure first responders can respond quickly to calls for services; • Maintaining and preventing cuts to firefighting equipment/fire engines and adequate 24- hour staffing; • Continuing homelessness prevention programs and community partnerships while ensuring our local businesses, public areas, and neighborhoods are safe, stable and secure for everyone; • Maintaining properly trained community-based public safety officers, community outreach programs, and ensuring adequate 24-hour staffing; • Keeping public areas safe and clean; supporting local businesses and job retention through recovery; • Enhancing street maintenance, repaving, and pothole repair on Petaluma’s 396 miles of streets; • Addressing existing road hazards and improving road safety for drivers, bicyclists and pedestrians, including maintaining safe routes to schools; and • Improving conditions of local roads by better addressing $141 million in repairs backlog and preventing road ratings from further decreasing per the standard Paving Condition Index. The City’s community engagement effort regarding the City’s fiscal and organizational stability culminated on August 3, 2020, with the City Council unanimously adopting an urgency ordinance placing before Petaluma voters at the November 3, 2020 election a one-cent general purpose transactions and use or sales tax measure. Petaluma voters approved the tax measure, designated as Measure U, passing by a vote of 20,961 or 60.82% of those voting in favor. Although identified as a general tax, both the ordinance placing Measure U before the voters and the ordinance itself for adoption by the voters included the Petaluma community’s spending priorities listed above for use of the tax proceeds. This tax went into effect on April 1, 2021. Revenues The total budgeted revenues of the Measure U Fund for FY 2023/2024 are estimated at $15.7 million, which is a $.8 million increase over revised FY 2022/2023. This estimate is greater due to a trend realized in FY 22 of recovery occurring sooner than expected following the pandemic as well as moderate growth expected into FY 24. This sales tax is a district tax which means 100% of the amount collected is kept local and is available to spend on the many needs citywide. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 MEASURE U FUND OVERVIEW Expenditures The City’s FOS process that began in 2019 and concluded in July 2020, identified many important areas of investment that will encompass the annual Measure U funds. Since the adoption of Measure U, staff has worked to distill and prioritize these needs into several thematic categories which were presented to the Council at the March 8th, 2021 Workforce Stabilization and Infrastructure Workshop. These categories are: 1. General Fund Support – As reported during the FOS process and more recent General Fund forecasts, the City expects to encounter an average annual budget deficit of approximately $6.4 million each year over the five years of the forecast. Thus, nearly 50% of Measure U funds will serve to bolster existing programs and services, and ensure that additional budget cuts, layoffs or other service reductions are avoided. 2. Workforce Stabilization – This category is focused on rebuilding, stabilizing and improving the City workforce through a number of important initiatives, which in turn improves the City services: a. Classification and Compensation Study Implementation – In January 2020, the City received the results of a classification and compensation study. This study included most job classifications in the City, and examined comparable classifications in other jurisdictions, the salaries, benefits, and other cash compensation. This study provides the City a benchmark for whether Petaluma’s compensation is at or below market. This category is constantly evolving as negotiations occur which could result in changing funding levels. b. Regular Cost of Living Adjustments – A recommendation from the FOS process was to plan for and provide regular salary cost of living adjustments (“COLAs”). Once the class/comp study has been implemented, providing regular COLAs helps the City remain competitive in the broader employment marketplace by keeping salaries and benefits on pace with surrounding jurisdictions. c. Core Staffing – The City’s General Fund-funded workforce was reduced significantly in response to the Great Recession and, while a few positions have been added back, it remains approximately 16% below pre-recession levels. Note that core staffing is about what functions are needed to be a well-run, responsive, full-service City. This category includes recommendations intended to improve City service levels, address workload issues in a variety of departments, and respond to the community’s and Council’s stated priorities for Measure U. Staffing needs evolve over time and thus, new positions could be brought forward to address needs identified in various departments and to meet service demands. 3. Infrastructure Investments – The FOS process identified the significant gaps that currently exist in Petaluma’s infrastructure investment. This includes more than $100 million in deferred road maintenance; dozens of City-owned buildings that are badly in need of major refurbishing; and many other infrastructure categories that require significant annual investment that the City has not performed for decades. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 MEASURE U FUND OVERVIEW 4. Priority Initiatives – There are several new and/or important programs that have been identified for possible funding with Measure U revenues. Funding for priority initiatives is estimated to be available annually to fund various programs and projects. The Measure U Committee reviews the fiscal year end results as well as the upcoming proposed appropriations annually. The Committee reviewed the FY 2023/24 proposed Measure U budget on March 21, 2023. The Committee was supportive to see appropriations continue to be included for the important community priorities addressing Climate and Infrastructure needs as well as funding for addressing various service needs at community parks. All Committee reports can be found at cityofpetaluma.org/meetings. The next report for FYE 2022/23 will be available and presented to the Committee in January of 2024. Total budgeted expenditures of the Measure U Fund for FY 2024 are $20.18 million, which is a $5.2 million increase over revised FY 2022/2023 and represents increased spending utilizing current year revenues and the estimated fund balance carrying over from FY 23 into FY 24 of $2.4M and intended for increased costs as well as additional priority initiatives. Below is a summary chart that shows appropriations by category: General Fund supports continuity of essential services provided citywide and ongoing workforce stabilization including core staffing, classification and compensation alignment and cost of living adjustments, critical components for organizational sustainability in the long-term. Resources provided by Measure U are crucial for ongoing operations and have prevented serious cutbacks that would have drastically reduced service levels to the community. Infrastructure appropriations include funding necessary to address deferred road and facility maintenance and provide ongoing funding for annual debt service on the bonds intended to jumpstart the pavement management program issued in FY 2022. An additional bond issue is planned for FY 2024/2025 to fund additional road work and a new fire station. This funding will be used for annual debt service for the life of the bonds. Finally, priority initiatives include $268,000 of additional funding for the fire suppression system in the library, $700,000 for the Turning Basin Docks and Dredging project, $775,000 for a Downtown Public Restroom and Beautification, $650,000 for the River Dredging Program, $200,000 of ongoing funding for fast electric chargers and $1,039,000 for emergency preparedness for vegetation management and a chipper program as well as funding for equipment for the fire department and replacement of police Investment Themed Categories:FY 2023/2024 1. General Fund Support- Maintain Service Level Funding for existing operations; new operational needs 8,178,247$ 2. Workforce Stabilization Core Staffing, Class/Comp and COLA 4,718,927$ 3. Infrastructure Investments Roads and Public Safety Facility 2,684,221$ 4. Priority Initiatives Climate Initiatives- Electric Vehicle Chargers, Emergency Power Backup; Technology- Upgrades and Replacements - Cybersecurity; Capital- Library Fire Suppression System, Downtown Public Restroom and Beautification, Turning Basin and Dock Replacement, River Dredging Program ; Emergency Preparedness -Vegetation Management/Chipper Program, Equipment and Vehicles; Fare Free Public Transit Program 4,604,000$ Total Measure U Investments 20,185,395$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 MEASURE U FUND OVERVIEW vehicles that are past their useful life. Significant investment in citywide technology is planned in FY 2023/24 that includes a new phone system, updated servers, cybersecurity to protect sensitive data and internet that is available during emergencies. Finally, $180,000 is included for a fare-free public transit program. More information on capital projects can be found in the capital program portion of the budget document. More information will be available as each of these items is taken forward for Council approval during the fiscal year. Measure U sales tax revenues are received into the Measure U fund and transferred out to other City funds where appropriations reside. Revenue received in excess of estimates or expenditures lower than anticipated, will remain in the Measure U Fund and be available for future appropriations. Measure U is essential for day-to-day operations of the City. Critical services such as public safety are partially funded by Measure U. Because the General Fund depends on this revenue source for continuing operations, a five-year forecast is shown below. Like the forecast presented for the General Fund, this forecasting will assist with proactive long-term financial planning. It is expected that funds provided by Measure U will be sufficient to maintain and bolster existing programs and services and ensure that additional budget cuts are avoided, provide ongoing workforce stabilization, increase infrastructure investments, and cover associated debt service and provide funding for future priority initiatives. An estimated $55k is projected at the end of FY 2023/24 and declines to $0 in FY 2024/25 and remains at this level for the duration of the 5-year forecast. Charts – Revenue and Expenditure Summary, by fund, change from prior year budget to current year budget and current year revenues and expenditures by fund type and by account type, are shown below for reference. Measure U Fund Revenues – Changes from Prior Year to Current Year Measure U Fund Expenditures – Changes from Prior Year to Current Year Revised Budget Forecast Forecast Forecast Forecast Forecast Revenue Categories 2023 2024 2025 2026 2027 2028 2029 Sales and Use Taxes 14,881,750 15,762,700 16,508,500 17,197,700 17,860,900 18,498,100 19,109,300 Total Revenues 14,881,750$ 15,762,700$ 16,508,500$ 17,197,700$ 17,860,900$ 18,498,100$ 19,109,300$ Expenditure Categories General Fund Support - Maintain Service Level 5,795,242 8,178,247 7,700,063 8,062,271 8,667,955 9,214,887 10,417,498 Worforce Stabilzation 3,987,190 4,718,927 5,305,262 5,906,027 6,521,580 7,152,286 7,798,519 Infrastrucure Investment/Bonding/Debt Service 3,701,135 2,684,221 2,758,318 2,429,402 1,871,365 1,330,927 93,283 Priority Initiatives 1,498,000 4,604,000 800,000 800,000 800,000 800,000 800,000 Total Expenditures 14,981,567$ 20,185,395$ 16,563,643$ 17,197,700$ 17,860,900$ 18,498,100$ 19,109,300$ Rev. Over (Under) Exp.(99,817)$ (4,422,695)$ (55,143)$ -$ -$ -$ -$ Beginning Fund Balance 4,577,655$ 4,477,838$ 55,143$ -$ -$ -$ -$ Ending Fund Balance 4,477,838$ 55,143$ -$ -$ -$ -$ -$ Measure U Long Term Operating Forecast Measure U Fund FY 2023 Revised Revenues FY 2024 Revenues $ Change % Change Measure U Sales Tax 14,881,750$ 15,762,700$ 880,950$ 6% Total Measure U Fund 14,881,750$ 15,762,700$ 880,950$ 6% Measure U Fund FY 2023 Revised Budget FY 2024 Budget $ Change % Change Transfers Out 14,981,567$ 20,185,395$ 5,203,828$ 35% Total Measure U Fund 14,981,567$ 20,185,395$ 5,203,828$ 35% DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SPECIAL REVENUE FUNDS OVERVIEW Special Revenue Funds Overview Special Revenue Funds have revenues with either restrictions on their use or special reporting requirements, such as development impact fees for parks, city facilities, public facilities, and transportation; gas tax revenues from the state; housing fees assessed on commercial and industrial projects; in-lieu fees for the City’s Below Market Rate (BMR) housing program; Community Development Block Grants (CDBG) from the federal government; Grant funds awarded for specific projects or programs; Transient Occupancy Tax collected from visitors staying at local hotels; Trust funds designated for a specific purpose and other special revenues intended to cover a designated cost. Revenues The total budgeted revenues of the Special Revenue and Trust Funds for FY 2024 is $ 31.3 million which is $4.4 million or 16 percent, higher than FY 2023. This overall increase is largely due to an increase in grants resulting from increased grant revenues in FY 2024. Grants fund a variety of current active capital projects such as the Kenilworth Park Revitalization, Old Corona Water Quality Mitigation, Housing Encampment, General Plan, and Shollenberger Park Amphitheatre and Public Library Improvements. Expenditures The total budgeted expenditures of the Special Revenue funds for FY 2024 are $35.6 million, which is a $.9 million increase, or 3 percent higher than FY 2023. The primary drivers of this increase are increased transfers out of Streets for Capital improvement projects, TOT funding related to housing and capital improvement projects, and increased grant activity, offset by decreased transfers out of Impact Fees and Donations for Capital projects and decreased housing program activity. Both the funding and expenditures for the continued operation of the SAFE team is included in the Police Grants fund and is expected to be entirely funded by grants in the coming year. Reserves The financial revenue and expense forecasts are estimates at a single point in time. Any remaining reserves in this category are held in the fund until used for the specific capital project or specified program. Note- Available reserves for the Special Revenue funds can be found on the Fund Summary located in the Summary Schedules section of this document. Special Revenue Funds Development Impact Fee Funds Revenues in this category come from new development activity that generates development impact fees and is used to fund City infrastructure such as parks, city facilities and transportation improvements. The projected revenue in the Development Impact Fee funds is $6.4 million for FY 2024, $.5 million more than the prior year, primarily reflecting an increase in receipts from anticipated development activity in the coming year. Impact Fees are largely used to fund capital projects and DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SPECIAL REVENUE FUNDS OVERVIEW therefore FY 2024 Capital Improvement Plan includes transfers of $1.7 million from the City Facility Impact Fee Fund, $2.4 million from the Storm Drain Impact Fee Fund and $1.6 million from the Traffic Mitigation Impact Fee Fund. Fees collected in the current year and not used are reserved for future capital improvements, as can be seen in the Capital Improvement Plan section of this document which includes future estimated transfers of $111.6 million from the City Facilities Impact Fees Fund as well as an additional $33.8 million from Traffic Mitigation Impact Fees to fund future project costs. Annually, the Finance Department issues a report of the activities in these funds including the remaining balances within them. The 2022 AB1600 annual report ending June 30, 2022, is available on the City’s website at CityofPetaluma.org under the Financial Documents section of the Finance Page. Street Funds The Street Funds consist of the HUT (Gas Tax) Fund and the Street Maintenance Fund. Revenue in this category comes from the state gas tax including estimated receipts from S.B.1 transportation funds and from federal and state funds earmarked for street improvements as well as vehicle impact fees. These funds are used for transportation and traffic-related capital projects. Based on preliminary estimates from the State Department of Finance, the projected Gas Tax revenues are estimated to be $3.2 million for FY 2024. This is comprised of $1.7 million from gas tax and $1.5 million from Road Maintenance and Rehabilitation Account (S.B.1). This level of receipts remains relatively constant when compared to the prior year and includes adjustments to Highway Users Tax Account (HUTA) allocations and the S.B. 1. Other revenues such as garbage franchise fees and measure m streets funding comprise another $2.5m of street funding available for operational costs and capital improvements. In FY 2024, $5 million is programmed to be transferred to the Capital Improvement Fund for various citywide transportation projects that include projects for bridge and pavement restoration. The Gas Tax revenues are required to be tracked in a separate fund and are transferred to the Street maintenance Fund to fund allowable projects. The majority of funding for street improvements citywide is funded by Measure U sales tax the road bond issued in FY 21/22. This bond issue provided the upfront capital needed to jumpstart road improvements all throughout Petaluma. Transient Occupancy Tax Fund This fund is used to account for the tax collected from travelers who stay in temporary lodging facilities within the City. This tax was established by ordinance and funds collected are to be used according to the guidelines within the ordinance. It is estimated that $3.8 m will be collected during FY 2024 of which $2.1m is transferred to the General Fund for support of city services and the remainder will be used for capital projects, purchases and programs with ongoing funding support for the Downtown Streets Team (DST) and Committee on the Shelter less (COTS). The City has recognized significant TOT revenue losses since the onset of the pandemic. Due to the nature of the ongoing pandemic, revenues estimated for the year will continue to be closely monitored and as more financial results are recognized, any adjustments deemed necessary will be brought forward for discussion. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SPECIAL REVENUE FUNDS OVERVIEW Housing Funds This category of funds includes revenues received from development activity such as Housing-in-Lieu and Commercial Linkage fees which are required of commercial, industrial, and residential developers. These fees are used to provide housing for the City’s Housing Program. This fund category also includes funding from the Federal government for the Community Development Block Grant (CDBG) program which provides funds to expand and maintain affordable housing supply, promote housing opportunities, improve and maintain community facilities, and increase economic opportunities for persons of low and moderate income. Also included in this category are revenues and activity from the Federal HOME Grant program, mobile home rent program and housing successor activity. Total FY 2024 revenues are estimated at $4.1 million. A total of $3.3 million, including fund reserves will be provided as financial assistance of various active housing programs and the overall administration of these activities. Measure M Parks Fund This fund is used to account for the voter approved 1/8 cent sales tax that supports the Sonoma County regional park system. The funding is allocated among all Sonoma County cities and Petaluma is expected to receive $950,000 in FY 2024. Community Outreach has been an integral part of the process and public input has been robust and is represented in the various priority categories of spending. The FY 24 investments include funding for park maintenance, parks, playgrounds, baseball field phase 2 investment, facility improvements at Prince Park and Swim Center Pool Renovation and Repair. Funding for parks turf maintenance, special events and programs is also included. Community input will continue to guide the spending plan into the future. Grant Funds This fund accounts for all Governmental Grant funds for various purposes. Public Safety Special Revenue Funds These funds are used to account for grant, fines and fees associated with public safety programs. Many of these programs are mandated by either the State or Federal Government. The funding and expenditures associated with the City’s SAFE (Specialized Assistance for Everyone) program continues to be included in the Police Grant fund and is estimated to be entirely funded by grants in the coming year. Trust Funds This fund grouping is used to account for funds donated to the City. Funds included in this category are generally restricted for those uses specified within the Trust. Tourism Improvement District This fund reports the receipts from the Petaluma Downtown Tourism Improvement District Tax and disbursements from the fund. The Petaluma Downtown Tourism District collects tax from hotels and lodging establishments in the district and pays a portion of this to the City to benefit the district. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SPECIAL REVENUE FUNDS OVERVIEW Landscape Assessment District This fund is used to account for activity in the landscape assessment districts maintained by the City. These districts collect funds from the property owners and use the funds to maintain common landscape areas within the boundaries of the district. Donations This fund is used to account for miscellaneous donations provided to the City. Fairgrounds The Fairgrounds Fund is a new special revenue fund in FY 2023-24. The fund will account for the revenues taken in from fairgrounds events and property management activities as well as track the associated expenditures. The City resumes responsibility for the fairgrounds beginning January 1, 2024 thus, the initial year is representative of half of a fiscal year and therefore estimated revenues and expenditures have been adjusted. It is anticipated going forward as more information becomes available and or trends emerge, revenue and expenditure estimates will be refined. Special Revenue Fund Revenues – Changes from Prior Year to Current Year Special Revenue Funds FY 2023 Revenues FY 2024 Revenues $ Change % Change Development Impact Fee 5,918,474$ 6,394,174$ 475,700$ 8% Streets 9,493,217 9,809,823 316,606 3% Transient Occupancy Tax 3,790,707 3,776,617 (14,090) -0.4% Housing 1,929,834 4,071,145 2,141,311 111% Measure M Parks Tax 852,505 953,165 100,660 12% Grants 2,916,657 4,917,793 2,001,136 69% Public Safety Special Revenue 153,967 254,577 100,610 65% Trust 6,514 7,641 1,127 17% Tourism Improvement District 385,000 145,055 (239,945) -62% Landscape Assessment District 421,924 500,674 78,750 19% Donations 1,000,000 - (1,000,000) -100% Fairgrounds - 450,000 450,000 100% Total Special Revenue Funds 26,868,799$ 31,280,664$ 4,411,865$ 16% DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SPECIAL REVENUE FUNDS OVERVIEW Special Revenue Funds Salaries and Benefits Services and Supplies Utilities Intergovern mental Capital Transfers Out Total Impact Fee Funds -$ 700,546$ -$ 160,392$ -$ 6,398,000$ 7,258,938$ Street Funds 2,726,063 1,004,181 202,851 421,996 8,219,306 12,574,397 Transient Occupancy Tax 640,000 163,147 3,293,276 4,096,423 Housing Funds 312,527 1,447,750 206,264 1,382,339 3,348,880 Measure M Parks Tax 130,591 104,000 17,805 707,283 959,679 Grant Funds 476,385 $2,259,827 $139,600 3,023,000 5,898,812 Public Safety Special Revenue Funds 139,222 10,000 18,467 130,000 297,689 Trust Funds $0 182,520 182,520 Other Special Revenue Funds 192,793 593,776 133,000 49,365 - 968,934 Total Special Revenue Funds 3,977,581$ 6,760,080$ 335,851$ $ 1,037,436 $ 139,600 23,335,724$ 35,586,272$ Special Revenue Funds Taxes Licenses, permits and fees Intergovernmental/ grants Investment earnings and rent Donations/ Other Transfers In Total Impact Fee Funds -$ 5 , 6 3 7 , 5 4 0$ 150,000$ 462,938$ 143,696$ -$ 6,394,174$ Street Funds 1,676,886 $3,833,292 84,709 102,000 4,112,936 9,809,823 Transient Occupancy Tax 3,775,975 642 3,776,617 Housing Funds 1,547,234 1,820,000 61,572 642,339 4,071,145 Measure M Parks Tax 950,656 $2,509 953,165 Grant Funds 4,836,578 $81,215 4,917,793 Public Safety Special Revenue Funds 250,000 4,577 254,577 Trust Funds 7,641 7,641 Other Special Revenue Funds 593,500 5,856 496,373 1,095,729 Total Special Revenue Funds 6,403,517$ 7,778,274$ 10,889,870$ 630,444$ 742,069$ 4,836,490$ 31,280,664$ Special Revenue Fund Expenditures – Changes from Prior Year to Current Year Special Revenue Fund Revenues – FY 2024 Revenues by Fund and Account Type Special Revenue Fund Expenditures – FY 2024 Expenditures by Fund and Account Type Special Revenue Funds FY 2023 Revised Budget FY 2024 Budget $ Change % Change Development Impact Fee 9,141,470$ 7,258,938$ (1,882,532)$ -21% Streets 8,795,033 12,574,397 3,779,364 43% Transient Occupancy Tax 3,247,956 4,096,423 848,467 26% Housing 5,838,249 3,348,880 (2,489,369) -43% Measure M Parks Tax 1,203,434 959,679 (243,755) -20% Grants 4,172,701 5,898,812 1,726,111 41% Public Safety Special Revenue 276,901 297,689 20,788 8% Trust 171,500 182,520 11,020 6% Tourism Improvement District 350,873 11,911 (338,962) -97% Landscape Assessment District 485,156 506,337 21,181 4% Donations 1,004,427 686 (1,003,741) -100% Fairgrounds - 450,000 450,000 100% Total Special Revenue Funds 34,687,700$ 35,586,272$ 898,572$ 3% DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SPECIAL REVENUE FUNDS OVERVIEW DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ENTERPRISE FUNDS OVERVIEW Enterprise Funds Overview Enterprise Funds are used to account for City operations financed and operated in a manner similar to a private business enterprise. The intent of the City is that the cost of providing goods and services be financed primarily through user fees and charges. Each enterprise covers its cost of providing service and generates reserves for various contingences. Enterprise fund revenues cannot be used for any city purpose not benefiting the enterprise. The City of Petaluma is a full-service city and includes operations that are comprised of overseeing and managing a Municipal Airport, Marina and Transit operation. This City also operates a Community Development Services enterprise which oversees all local building safety and code requirements as well as coordinates all inspections and issues building permits. Revenues The total budgeted revenues of the Enterprise Funds for FY 2024 are $12.98 million, which is $.1 million or 1 percent lower than FY 2023. This overall decrease is mainly due to fewer transfers needed from the Airport fund for airport capital improvement projects. Offsetting this decrease are increases in the Development Services and Transit fund revenues. An anticipated increase in development activity is expected in FY 24, driving development fee revenues up over the prior year. The Transit fund is expecting increased funding mainly driven by a Federal Grant from the Intercity Rail Capital Program (TIRCP) to fund the electrification of the Transit Facilities included in the Capital Improvement projects section. Expenditures The total budgeted expenditures of the Enterprise funds for FY 2024 are $13.8 million, which is $.08 million or a 1 percent decrease from FY 2023. The change is mainly comprised of decreased expenditures in Airport, nearly offset by increases in Transit, Development Services, and Marina budgets. Airport expenditures are lower than FY23 due to decreased transfers out to fund capital improvement projects. Transit expenditures are up due to increased capital project activity in FY24, increased fuel costs and an expected Microtransit school transit service. Community Development services expenditures are slightly increased mainly due to wages and benefits associated with the addition of a Management Analyst and an Office Assistant, and a one-time non-recurring appropriation for capital assets to replace gas powered vehicle with a new electric vehicle. Intragovernmental charges have increased across all funds due to Risk Management charges fully reinstated following a rate holiday in prior years and necessary to replenish fund balances, to cover increased insurance premiums. Information Technology costs have increased due to investments in citywide technology improvements such as server replacements, cybersecurity and installing reliable internet connection for use during emergencies. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ENTERPRISE FUNDS OVERVIEW Fees User Fees are updated annually on July 1st. Fees are set by resolution and require Council approval. In general, fees are adjusted annually by the Consumer Price Index (CPI). Approximately every 5 years, a fee study is conducted to ensure the fee is representative of the cost of providing the service. Reserves The financial revenue and expense forecasts are estimates at a single point in time. Reserves serve as balancing accounts which mitigate the risk of fee swings from year to year. Reserves are used to provide cash for replacement costs during an emergency infrastructure failure or serve as temporary parking for planned capital and operating expenditures. Note- Available reserves for the Enterprise funds can be found on the Fund Summary located in the Summary Schedules section of this document. Enterprise Funds Municipal Airport This fund accounts for the daily operation and maintenance of the Petaluma Airport. The fund manages 167 City owned aircraft storage hangers, 2 commercial business hangers, 4 executive hangers, 22 private hangers and 118 tie-down spaces for a total capacity of 240 aircraft. The airport also supports an automated weather observation system and a ground communication outlet as well as provides self- service fueling 24/7. It is estimated that $2.2m will be generated mainly by fees and fuel sales collected from the rental of hangers and property and self-service fueling and $.2m in grants of which $2.1m will be used to support operations and $.5m (including prior reserves and grants) will be used for Airport capital improvement projects. Development Services This fund accounts for cost recovery services, including building services, development services and planning services provided to developers, where fees charged are required to cover costs of providing services. FY 2024 revenues are estimated at $2.18 m of which $2.78m (including prior reserves) will be used to support the cost of operations and $.1 for one-time capital purchases. Marina This fund accounts for the daily operation and maintenance of the Petaluma Marina, structural and equipment improvements, and planning and implementing promotional campaigns. The Petaluma Marina has 167 berths and offers gasoline and diesel fuel sales for maritime vessels. The Marina fund is expecting to receive $.34m of revenues of which $.36m will be used to support the cost of operations. The Marina has continually operated with a deficit of approximately $.15-$.20m annually. Transit This fund is used to account for the operation of City’s transit services. The Transit division consists of City staff and a contracted transit operator that manage a fleet of buses operating 7 days a week on DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ENTERPRISE FUNDS OVERVIEW various routes. FY 2024 revenues are estimated at $8m of which the entirety will be used to support the cost of operations, capital projects and the acquisition of 2 fixed route electric buses. Charts – Revenue and Expenditure Summary, by fund, change from prior year budget to current year budget and current year revenues and expenditures by fund type and by account type, are shown below for reference. Enterprise Fund Revenues – Changes from Prior Year to Current Year Enterprise Fund Expenditures – Changes from Prior Year to Current Year Enterprise Fund Revenues – FY 2024 Revenues by Fund and Account Type Enterprise Fund Expenditures – FY 2024 Expenditures by Fund and Account Type Enterprise Funds FY 2023 Revenues FY 2024 Revenues $ Change % Change Airport 4,062,289$ 2,471,301$ (1,590,988)$ -39% Development Services 1,706,257 2,179,606 473,349 28% Marina 237,500 340,689 103,189 43% Transit 7,075,269 7,990,713 915,444 13% Total Enterprise Funds 13,081,315$ 12,982,309$ (99,006)$ -1% Enterprise Funds FY 2023 Revised Budget FY 2024 Budget $ Change % Change Airport 4,540,453$ 2,625,017$ (1,915,436)$ -42% Development Services 2,420,788 2,878,924 458,136 19% Marina 342,428 358,514 16,086 5% Transit 6,591,693 7,949,453 1,357,760 21% Total Enterprise Funds 13,895,362$ 13,811,908$ (83,454)$ -1% FY 2024 Enterprise Fund Revenues Airport Development Services Marina Transit Total Taxes $100,000 100,000$ Licenses, Permits and Fees 6,000 2,045,136 28,000 2,079,136 Charges for Sales 880,500 4,000 243,000 1,127,500 Charges for Services 116,000 116,000 Intergovernmental 225,900 7,505,104 7,731,004 Investment earnings and Rent 1,258,901 18,470 308,689 62,609 1,648,669 Transfers In 180,000 180,000 Total Enterprise Funds 2,471,301$ 2,179,606$ 340,689$ 7,990,713$ 12,982,309$ FY 2024 Enterprise Fund Expenditures Airport Development Services Marina Transit Total Salaries and Benefits $487,389 $1,699,764 $129,728 $634,395 2,951,276$ Services and Supplies 784,950 526,150 74,400 3,731,549 5,117,049 Utilities 49,000 41,500 24,100 114,600 Intragovernmental 256,235 553,010 112,886 400,409 1,322,540 Capital 100,000 1,850,000 1,950,000 Debt Service 524,443 524,443 Transfers Out 523,000 1,309,000 1,832,000 Total Enterprise Funds 2,625,017$ 2,878,924$ $ 3 58,514 7,949,453$ 13,811,908$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ENTERPRISE FUNDS OVERVIEW Enterprise Fund Revenues – FY 2024 Revenues by Fund and Account Type Enterprise Fund Expenditures – FY 2024 Expenditures by Fund and Account Type DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 UTILITY FUNDS OVERVIEW Utility Funds Overview Utility Funds are classified as Enterprise Funds and are used to account for City operations financed and operated in a manner similar to a private business enterprise. The intent of the City is that the cost of providing goods and services be financed primarily through user fees and charges. Each Utility covers its cost of providing service and generates reserves for capital replacement and emergency repairs. Utility fund revenues cannot be used for any city purpose not benefiting the Utility enterprise. The City of Petaluma Utility operates a state-of-the-art Wastewater Treatment Facility and Water Delivery System as well as manages a Stormwater system. Revenues The total budgeted revenues of the Utility Funds for FY 2024 are $54.9 million, which is $.3 million, or 1 percent, lower than FY 2023 revised budgeted revenues. The relatively unchanged budgeted revenue total is primarily due to water and wastewater utility water consumption projecting to remain historically low in light of the City’s successful water conservation education campaign and outreach efforts. As usage trends emerge in the new fiscal year, revenues estimates could be revised. Expenses The total budgeted expenditures of the Utility funds for FY 2024 are $85.8 million, which is $29.6 million, or 53 percent, higher than the FY 2023 revised budget. Expenditures are expected to increase in all utility funds. Wastewater expenditures are expected to increase by $24 million and are being driven by increased transfers out to fund capital projects that include sewer main replacements, outfall and force main replacements, and tertiary filtration system expansion, all primarily funded by Wastewater reserves and grants. Water expenditures are increasing by $5.2 million and are comprised of increased transfers out for capital projects including water main replacements and the advanced water metering infrastructure project, all primarily funded by Water reserves and grants. Finally, Stormwater shows a $308k increase in expenditures resulting from new position allocations and associated benefit selections, higher intragovernmental administrative overhead based on the FY 24 Cost Plan, additional professional management services, and the purchase of excavator and electric sweeper capital equipment funded by the ongoing transfer in from the General Fund to fund storm operations as well as accumulated fund. Fees Utility Rates are updated annually on July 1st. Rates are set by resolution and require Council approval. In general, the size and timing of rate adjustments consider the cost of providing the service, current and future revenue requirements, capital projects, and reserve levels. An updated fee study is expected to be completed in FY 24 at which time new fees will go into effect and revenue estimates will likely be adjusted. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 UTILITY FUNDS OVERVIEW Reserves The financial revenue and expense forecasts are estimates at a single point in time. Reserves serve as balancing accounts which mitigate the risk of rate swings from year to year. Reserves are used to provide cash for replacement costs during an emergency infrastructure failure or serve as temporary parking for planned capital and operating expenditures. Available reserves for the Utility funds can be found on the Fund Summary located in the Summary Schedules section of this document. Utility Funds Wastewater This fund accounts for the daily operation and maintenance of the Ellis Creek Water Recycling Facility and for the management of the entire facility including but not limited to collecting and treating and re- using Wastewater. FY 2024 revenues generated by user fees are estimated at $31.3m and $1.2m from other sources. Approximately $27.5m will be used to support the cost of operations and capital purchases, and $27.8m (primarily including prior reserves and other revenues) will be used for the Wastewater capital improvement program. Water This fund accounts for the daily operation and maintenance of the Water delivery to residents, and it accounts for the management of the water system and citywide water conservation programs. FY 2024 revenues generated by user fees are estimated at $20.9m and $0.6m from other sources. Approximately $21.1m will be used to support the cost of operations and capital purchases, and $8.0m (primarily including prior reserves and other revenues) will be used for the Water capital improvement program. Storm Water This fund is used to account for costs associated with managing storm drain maintenance and operations such as regulatory compliance including maintenance of City drainage waterways, drainage inlets, manholes and culverts. The majority of costs in this fund are paid by the General Fund through a transfer of funds to cover the ongoing cost of operations. Charts – Revenue and Expenditure Summary, by fund, change from prior year budget to current year budget and current year revenues and expenditures by fund type and by account type, are shown below for reference. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 UTILITY FUNDS OVERVIEW Utility Fund Revenues – Changes from Prior Year to Current Year Utility Fund Expenditures – Changes from Prior Year to Current Year Utility Fund Revenues – FY 2024 Revenues by Fund and Account Type Utility Fund Expenditures – FY 2024 Expenditures by Fund and Account Type Utility Funds FY 2023 Revenues FY 2024 Revenues $ Change % Change Waste Water 33,048,152$ 32,582,934$ (465,218)$ -1% Waste Water Rate Stabilization 20,410 35,989 15,579 76% Water 21,457,007 21,546,915 89,908 0% Storm Utility 776,649 817,761 41,112 5% Total Utility Funds 55,302,218$ 54,983,599$ (318,619)$ -1% Utility Funds FY 2023 Revised Budget FY 2024 Budget $ Change % Change Waste Water 31,240,411$ 55,304,800$ 24,064,389$ 77% Water 23,977,395 29,164,935 5,187,540 22% Storm Utility 1,044,047 1,352,496 308,449 30% Total Utility Funds 56,261,853$ 85,822,231$ 29,560,378$ 53% FY 2024 Utility Fund Revenues Wastewater Water Storm Utility Total Taxes 278,537$ 278,537$ Charges for Sales 50,000 50,000 Utility Revenues 31,301,500 20,943,800 52,245,300 Investment earnings and Rent 485,743 341,115 10,751 837,609 Transfers In 93,580 528,473 622,053 Intergovernmental 197,000 180,000 377,000 Other 541,100 32,000 573,100 Total Utility Funds 32,618,923$ 21,546,915$ 817,761$ 54,983,599$ FY 2024 Utility Fund Expenditures Wastewater Water Storm Utility Total Salaries and Benefits 7,700,829$ 4,626,011$ 483,421$ 12,810,261$ Services and Supplies 8,690,773 13,466,438 643,036 22,800,247 Intragovernmental 2,379,129 2,391,967 60,264 4,831,360 Debt Service 8,563,569 548,019 9,111,588 Capital 117,500 117,500 165,775 400,775 Transfers Out 27,853,000 8,015,000 35,868,000 Total Utility Funds 55,304,800$ 29,164,935$ 1,352,496$ 85,822,231$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 UTILITY FUNDS OVERVIEW Utility Fund Revenues – FY 2024 Revenues by Fund and Account Type Utility Fund Expenditures – FY 2024 Expenditures by Fund and Account Type DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 INTERNAL SERVICE FUNDS OVERVIEW Internal Service Funds Overview Internal Service Funds are classified as Fiduciary Funds and are used to report the activities that provide goods and services to other funds, departments or component units of the City programs and activities. The intent of the City is that the cost of providing the service is recovered by allocating costs, known as intragovernmental charges, to operating funds based on a variety of factors. Allocations are updated annually and are based on the annual budget of each Internal Service Fund providing the service. Revenues The total budgeted revenues of the Internal Service Funds for FY 2024 are $15.8 million, which is $4.3 million or a 38 percent, increase over FY 2023. This overall increase is largely due to increased revenues in the Information Technology, Risk Management, Vehicle Replacement and Workers Compensation Funds partially offset by decreased revenues coming into the General Services Fund. The revenues in the Risk Liability and Workers Compensation Funds are increasing because of increased funds needed to both replenish and maintain fund balances at appropriate levels to maintain adequate liability coverage and provide workers compensation benefits to employees. Charges out to operating funds serve as the mechanism to recover costs through citywide intragovernmental charges. Risk Management increased revenues are the result of a reinstatement of allocations to departments to fund Risk Management services, an allocation out to departments that was eliminated in the prior year and necessary going forward to maintain appropriate reserves. The Workers Compensation program continues to experience increased claims, although in the most recent year much has been accomplished to limit costs to the City. Information Technology also recovers costs through intergovernmental charges and an increased investment in technology is planned during FY 2023/24 to further secure and maintain a reliable system citywide resulting in increased revenues to the fund. Finally, the Vehicle & Equipment Replacement Fund has more transfers in to fund capital needs in the pubic safety and public works departments to ensure reliable vehicles are available to provide 24/7 service to the community. Expenditures The total budgeted expenditures of the Internal Service funds for FY 2024 is $14.5 million, which is a $2.1 million, or 17 percent increase from FY 2023. The primary factors for the increase are increased expenditures in the Information Technology and Vehicle and Equipment Replacement Funds. Capital purchases for 15 Police Department Vehicles and an Ambulance are expected to occur in FY 24 and are budgeted in the Vehicle and Equipment Fund. The Information Technology Fund is expecting increased costs in the coming year due to additional investment in citywide technology improvements such as server replacements, cybersecurity to protect sensitive data and installing reliable internet connection for use during emergencies. The Risk Management Fund increase slightly due to cost of living increases in Salaries. Workers Compensation is also experiencing increased costs resulting from rising claims over the last several years. Employee Benefits includes funds for an employee wellness program. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 INTERNAL SERVICE FUNDS OVERVIEW Internal Service Funds Employee Benefits The fund accounts for City employees' dental, unemployment and vision benefits, and retiree benefits. General Services The fund accounts for citywide printing and mail services. The intent of the General Services fund is to fully recover the cost of providing the service through intragovernmental charges to operating funds. Information Technology The fund accounts for the cost of purchasing, operating and maintaining the City's voice, data and computer systems. The intent of the Information Technology fund is to fully recover the cost of providing the service through intragovernmental charges to operating funds. Risk Management The fund accounts for the accumulation of the resources and expenses related to the City's risk management activities and general insurance programs. The City is self-insured up to a maximum of $750,000 for each general liability claim. The City carries additional liability coverage and is a member of the public entity risk pool. The intent of the Risk Management fund is to fully recover the cost of providing the program through intragovernmental charges to operating funds. Workers Compensation The fund accounts for the accumulation of resources, and expenses related to funding workers' compensation benefits for City employees. The City is self-insured up to a maximum of $1,000,000 for each workers’ compensation claim. The City carries excess insurance which provides liability coverage up to the statutory limit. The cost of offering workers compensation to employees is charged through payroll allocation where rates are set based on the type of each employee. Vehicle Replacement The fund accounts for the accumulation of resources, and related expenses incurred for the replacement of major equipment and vehicles in the City. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 INTERNAL SERVICE FUNDS OVERVIEW FY 2024 Internal Service Fund Revenues Employee Benefits General Services Information Technology Risk Management Vehicle & Equipment Replacement Workers Compensation Total Investment earnings and Rent 24,472$ 4,938$ -$ 18,379$ 10,524$ 84,783$ 143,096$ Intragovernmental 1,464,362 - 4,871,660 3,180,168 - 3,812,352 13,328,542 Other - - - 103,115 - - 103,115 Transfers In - - - - 2,182,276 - 2,182,276 Total Internal Service Funds 1,488,834$ 4,938$ 4,871,660$ 3,301,662$ 2,192,800$ 3,897,135$ 15,757,029$ FY 2024 Internal Service Fund Expenditures Employee Benefits General Services Information Technology Risk Management Vehicle & Equipment Replacement Workers Compensation Total Salaries and Benefits 392,800$ 83,277$ 1,737,616$ 369,169$ 2,582,862$ Services and Supplies 786,349 96,820 2,103,700 2,369,500 398,718 3,519,125 9,274,212 Intragovernmental 10,082 13,861 39,709 54,318 299,993 417,963 Capital 217,000 1,987,000 2,204,000 Transfers Out - Total Internal Service Funds 1,189,231$ 193,958$ 4,098,025$ 2,792,987$ 2,385,718$ 3,819,118$ 14,479,037$ Charts – Revenue and Expenditure Summary, by fund, change from prior year budget to current year budget and current year revenues and expenditures by fund type and by account type, are shown below for reference. Internal Service Fund Revenues – Changes from Prior Year to Current Year Internal Service Fund Expenditures – Changes from Prior Year to Current Year Internal Service Fund Revenues – FY 2024 Revenues by Fund and Account Type Internal Service Fund Expenditures – FY 2024 Expenditures by Fund and Account Type Internal Service Funds FY 2023 Revenues FY 2024 Revenues $ Change % Change Employee Benefits 1,454,617$ 1,488,834$ 34,217$ 2% General Services 136,763 4,938 (131,825) -96% Information Technology 3,080,454 4,871,660 1,791,206 58% Risk Management 2,349,977 3,301,662 951,685 40% Vehicle & Equipment Replacement 1,003,874 2,192,800 1,188,926 118% Workers Compensation 3,405,463 3,897,135 491,672 14% Total Internal Service Funds 11,431,148$ 15,757,029$ 4,325,881$ 38% Internal Service Funds FY 2023 Revised Budget FY 2024 Budget $ Change % Change Employee Benefits 1,183,094$ 1,189,231$ 6,137$ 1% General Services 284,348 193,958 (90,390) -32% Information Technology 2,780,953 4,098,025 1,317,072 47% Risk Management 2,756,617 2,792,987 36,370 1% Vehicle & Equipment Replacement 1,603,817 2,385,718 781,901 49% Workers Compensation 3,713,860 3,819,118 105,258 3% Total Internal Service Funds 12,322,689$ 14,479,037$ 2,156,348$ 17% DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 INTERNAL SERVICE FUNDS OVERVIEW Internal Service Fund Revenues – FY 2024 Revenues by Fund and Account Type Internal Service Fund Expenditures – FY 2024 Expenditures by Fund and Account Type DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY COUNCILL City Council DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY COUNCILL Description The City of Petaluma was incorporated in 1858. Voters approved the City Charter in 1947, which, along with State and Federal laws, governs how City business is conducted. The City operates under the Council/Manager form of government, with legislative and policy authority vested in the City Council, and administrative authority vested in the City Manager. The City Council adopts citywide goals, priorities, and plans, and provides policy direction for City staff. The City Council appoints the City Manager, the City Attorney, and the City Clerk. The City Council also appoints the members of the City’s advisory boards, commissions and committees. The City Council typically meets twice a month in regular session and conducts special meetings and study sessions as needed. Council members also attend regional coordination meetings, are assigned as liaisons to certain of the City’s citizen’s advisory bodies and participate as members of regional boards and agencies. Major Accomplishments and Highlights Annually, the City Council establishes their Goals and Priorities which cover a rolling two-year fiscal period. In FY19, the Council established five overall goals: A City that Works for Everyone, Our Environmental Legacy, A Safe Community that Thrives, An Economy that Prospers, and Spaces and Places that Inspire. There were hundreds of workplan items associated with those goals. On August 2, 2021 the Council approved the workplan items for fiscal years 2022 and 2023. Most recently, a goals and priorities workshop was held on March 13th, 2023 to update the Council on the status of the Council-approved top 10 goals and priorities for fiscal years 2022-2024. A full listing of the Council Goals and Priorities can be found at https://cityofpetaluma.org/city-goals-priorities/ Departmental and Program Budget Overview Key Budget Highlights and Changes A total City Council budget of $115,451 is recommended for 2023/24. This is a decrease of $6,018 from 2022/23. Salaries of $33,275 are recommended for 2023/24, an increase of $570 over 2022/23. This is mainly attributed to council members’ benefit selections. Benefits of $45,007 are recommended for 2023/24, a decrease of $13,170 from 2022/23. These changes represent the estimated cost in 2023/24 of the present City Council, including the current benefit choices selected by each member. Services and Supplies are budgeted at $37,169, an increase of $6,582 over 2022/23. This budget includes Petaluma Community Access TV (PCA) costs, leadership education and dues, conferences, and supplies for council meetings. The increase is mainly attributed to an increase in Risk Management intragovernmental charges due to the removal of a previous rate holiday in risk management. The increase is necessary to build reserves to appropriate levels following a year of increased costs. 11300 City Council Administration and Operations 2022 Actual 2023 Revised 2024 Budget Salary 28,772$ 32,705$ 33,275$ Benefits 58,185 58,177 45,007 Services & Supplies 34,561 30,587 37,169 City Council Administration and Operations 121,518$ 121,469$ 115,451$ Less Intragovernmental Offset (63,256) (73,656) (61,429) General Fund City Council Administration and Operations Net Cost 58,262$ 47,813$ 54,022$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY ATTORNEY Y City Attorney Department DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY ATTORNEY Y Description The City Attorney’s Office is responsible for providing, coordinating, and managing all of the City’s legal service needs. By City Charter, the City Attorney: prosecutes Charter and Municipal Code violations; attends to all suits and matters to which the City is a party or in which the City has an interest; gives written advice to City officials and bodies whenever required to do so; passes on the sufficiency and validity of bonds and contracts of the City; and drafts proposed ordinances, resolutions, laws, rules, contracts, bonds and all other legal papers for the City. The City Attorney’s Office consists of the City Attorney, two and a half Assistant City Attorneys and a Legal Assistant. The City Attorney’s Office provides legal services and support for the City Council, all City subordinate bodies (commissions and committees), the City Manager, Assistant City Manager and all City departments. In accordance with City Council goals focused on maintaining long-term financial sustainability of the City, the City Attorney’s Office seeks to maximize in-house performance of the City’s legal services. Major Accomplishments and Highlights During 2022-2023, the City Attorney’s Office: • Prepared for City Council adoption resolutions enacting a City flag policy and a creative crosswalk policy to ensure the City’s ability to provide community policy messages as government speech; • With Planning staff prepared for City Council adoption an ordinance amending the City’s Implementing Zoning Ordinance to require discretionary use permits for specified large retail uses to ensure such large retail projects receive full CEQA review; worked with outside counsel to successfully resolve litigation challenging the ordinance; • Worked with the City Manager, Police Chief, and other staff, Tracey Webb, and the Ad Hoc Community Advisory Committee (AHCAC) on Petaluma race relations, police policies and diversity, equity and inclusion efforts to assist the AHCAC in deliberating on potential City policies and programs for advancing diversity, equity and inclusion throughout the City, presentation of the AHCAC recommendations to the City Council, preparation of staff recommendations in response to the Council’s direction regarding the AHCAC recommendations; and assisted with selection of IPA service provider and preparations for IPA contract implementation; • Prepared for City Council adoption a tenant protection ordinance; also prepared a temporary urgency ordinance to provide limited, additional protection from evictions resulting from Covid- upon the expiration of the Sonoma County Covid-related eviction protections; with Economic Development and Open Government staff engaged in stakeholder outreach and workshops to gather input and prepare potential tenant protection amendments for Council consideration; • Worked with the City Manager’s Office, the Economic Development and Open Government Department, the Planning Department other City departments and Healthy Democracy to develop a community visioning process for considering and offering recommendations to the City Council and the Fourth District Agricultural Association regarding potential options for developing the Fairgrounds property as a community asset that provides multiple programmatic Mission Statement The City Attorney strives to provide timely and thorough legal analysis and advice to the City Council, City staff, and the various City boards, commissions, and committees so that they are informed regarding legal options and potential impacts of management and policy decisions. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY ATTORNEY Y and quality of life benefits for the entire Petaluma community while preserving and enhancing the fair and other agricultural and community programs, and provided continued assistance with the City Fairgrounds team regarding transition of the Fairgrounds property; • Prepared for Council adoption amending the City’s disabled parking regulations and authorizing the City manager to delegate her authority to settle specified claims against the City; • Prepared for Council adoption a resolution to provide for non-applicability of specified development fees to certain City-supported affordable housing projects; • Prepared for Council adoption an ordinance regulating safe storage of firearms in residences and requiring lost or stolen firearms to be reported; • Managed 20 active lawsuits and resolved 8 pending litigation matters. Goals and Priorities The City Council has not yet formally adopted its 2023-2025 goals. Subject to the Council’s final action and changes in priorities that may occur as a result, the City Attorney’s Office Goals and Priorities for FY 2023-2024 include: • Working with the Community Development Department assist with development and approval of the City’s next General Plan; • Working with the City Manager’s Office, the Economic Development and Open Government Department and Housing division to prepare and present for City Council consideration potential amendments to the City’s just cause tenant eviction protections; • Working with the City Manager’s Office, the Economic Development and Open Government Department and Housing division conduct community outreach, present Council regulatory options and prepare and present for City Council amendments to the City’s mobile home rent control regulations; • Working with the City Manager’s office and SMART staff prepare agreement documents for funding and construction of the Corona SMART station; • Working with the Community Development Department, Police Department, Economic Development and Open Government Department and Finance Department conduct stakeholder outreach, present City Council regulatory options and prepare and present for City Council consideration new storefront cannabis sales regulations and related regulations; • Working with the City Manager’s Office, Finance Department and other City departments to update the City’s purchasing regulations; • Working with the Police Department, the Economic Development and Open Government , and Planning to prepare and present for City Council consideration new City regulations regarding recreational vehicle parking; • Working with the Fire Prevention Bureau to update the City’s CUPA regulations; • Working with Public Works and Utilities to update the City’s wastewater regulations; In addition to the priorities identified above, the City Attorney’s Office will continue its ongoing Council agenda and agreement review duties and support City departments responsible for completing other Council priorities, especially those involving new legislation, legal opinions and new agreements and policies. Performance Measures Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City that Works Set appropriate claims and case reserves; resolve within reserve amt Output All active claims, cases All active claims, cases All active claims, cases All active claims, cases DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY ATTORNEY Y Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City that Works Resolve 1/3 of active cases Outcome 16 cases resolved 6 cases 1/3 cases 1/3 cases A City that Works Timely filing of all Pitchess, weapons matters Outcome All matters All matters All matters All matters A City that Works Prepare legislative actions for Council adoption Output 2 major, 2 minor 2 major, 2 minor 2 major, 2 minor 2 major, 2 minor A City that Works Provide timely legal review of HCPC, Planning Commission, Council agendas Output All agenda items All agenda items All agenda items All agenda items A City that Works Provide timely legal review and approval of City agreements Output All agreements All agreements All agreements All agreements A City that Works Provide timely legal review of City administrative policies Output All policies All policies All policies All policies A City that Works Attend annual professional development programs Outcome Maintain legal staff expertise Maintain legal staff expertise Maintain legal staff expertise Maintain legal staff expertise Departmental and Program Budget Overview Key Budget Highlights and Changes A City Attorney department budget of $1,428,395 is recommended for 2023/24. This is an increase of $104,079 over 2022/23. The overall budget increase is driven by an increase in salary and benefit costs, each of which are addressed below. Salaries are recommended at $825,873, an increase of $37,152 over 2022/23. This increase is primarily due to negotiated salary and cost of living adjustments. Benefits are recommended at $278,560 representing a decrease of $62 under 2022/23. This change is primarily attributed to increased retirement costs offset by employee benefit selections. Services and Supplies are recommended at $323,962, an increase of $66,989 over 2022/23. This category continues to include appropriations for outside special legal services and other operating services and supplies. This change is due to higher overall intragovernmental charges. Risk Management and Information Technology intragovernmental charges are increasing due to the removal of a previous rate holiday in risk management necessary to build reserves to appropriate levels 11310 City Attorney Administration and Operations 2022 Actual 2023 Revised 2024 Budget Salary 650,973$ 788,721$ 825,873$ Benefits 234,048 278,622 278,560 Services & Supplies 284,366 256,973 323,962 City Attorney Administration and Operations 1,169,387$ 1,324,316$ 1,428,395$ Less Intragovernmental Offset (413,827) (370,805) (554,328) General Fund Attorney Administration and Operations Net Cost 755,560$ 953,511$ 874,067$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY ATTORNEY Y following a year of increased costs as well as additional investment in citywide technology improvements such as server replacements, cybersecurity to protect sensitive data and installing reliable internet connection for use during emergencies. Looking Forward For 2023/2024, the City Attorney’s Office will be working hard to complete major efforts currently underway in support of the City’s new General Plan (including its Housing Element and its Climate Action Plan), and successfully transitioning the City’s Fairgrounds property to City Control as property manager, while preserving the annual fair and maintaining the current subtenancies, and master planning and initiating compatible new civic uses to address City and community needs. Subject to the Council’s goals direction, the City Attorney’s Office is prepared to continue its current legislative priority assignments focused on tenant protections, mobile home housing regulation updates, and retail cannabis regulations. We will be working with the City Manager’s Office and Human Resources Department to fill our vacant ½ time attorney position (or equivalent) to provide additional bandwidth for accomplishing Council priorities and also day-to-day City staff support and transactional work. The additional assistance can help free capacity for important efforts like reviewing and assisting staff with compliance strategies regarding new and evolving state housing laws, among other projects. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY ATTORNEY Y DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY CLERK City Clerk DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY CLERK Description The City Clerk is a charter officer appointed by the City Council, who ensures the democratic process through transparent meeting and election facilitation and open access to City records and legislative history. The City Clerk serves as liaison between the public, the media, City staff, and City Council. The Charter of the City of Petaluma and the Government Code determine the City Clerk's statutory functions. The primary responsibilities of the Office of the City Clerk include: As the Legislative Administrator: • Prepares the legislative agenda, ensures legal notices have been posted or published within the statutory time frames, and facilitates open meetings. • Records and codifies legislative decisions which constitute the Municipal Code and City Charter. As the City Elections Official: • Administers elections for the City from election pre-planning to certification of election results. • Assists candidates in meeting their legal responsibilities before, during and after an election as the Filing Officer for Fair Political Practices Commission (FPPC) Campaign Statement and Statement of Economic Interest disclosures. As the Records Manager: • Oversees the preservation and protection of the public record, ensuring the availability and accessibility of public information. • Receives and processes requests for records and information made by the public in accordance with the California Public Records Act. Other Responsibilities: • Receives claims, summons, appeals, suits, and complaints. • Manages the City’s committee, commission, and board recruitments and provides staff liaison support for the facilitation of committee and commission open meetings. • Facilitates bid openings and contract administration. Major Accomplishments and Highlights • Together with City staff, the Sonoma County Registrar of Voters Office, and the City’s districting consultant, facilitated the transition from at-large to district-based elections. This effort took significant coordination and input, including additional public meetings, outreach, and communication. Ultimately, the transition reduced the City’s exposure to financial liabilities. Thereafter, the City Clerk’s Office initiated proceedings for and administered the November 8, 2022, General Municipal Election of three new district representative Council members, one at-large Mayor, and three district representative school board trustees. • Designed and implemented board management software (PrimeGov) which streamlined the application and appointment process for City committees and commissions, beginning with the 2022 annual appointments. The software also allows for the tracking of historical terms, vacancies, Mission Statement Committed to promoting public trust in government by ensuring the City’s legislative processes are transparent; providing equitable, accurate, timely access to information and service; safeguarding the legislative history of the City; and administering open elections. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY CLERK enabling legislation, and ethics and harassment prevention training certificates. (City Council Goals and Priorities Workplan #177) • Designed, trained staff on, and implemented agenda and meeting management software (PrimeGov). The agenda management system streamlined and improved the efficiency of producing and publishing electronic agenda packets. The new software provides version control and workflow tools that have significantly reduced staff time for review and compilation of meeting materials. The meeting management system also provides additional means for public comment and engagement through a one-click public comment option and the live streaming of meetings on YouTube, a platform widely available on smart phones and TVs. (City Council Goals and Priorities Workplan #37, #39) • In coordination with City staff, and with information gathered from other city clerks, facilitated the transition from virtual-only to hybrid City Council meetings. This included providing input and direction on physical upgrades to the Council Chamber, navigating meeting flow and Zoom setting considerations, and considerable testing, troubleshooting, and configuration of AV equipment. (City Council Goals and Priorities Workplan #39, #138, #160 and #169) • Advertised and conducted an annual recruitment for approximately 37 vacancies on City committees and commissions, administered the Oath of Office for newly appointed members and oversaw the training and filing of statements of economic interest for all appointees. Goals and Priorities • Provide comprehensive training for the agenda management and meeting management software (PrimeGov), to staff liaisons, City Council, and all committee and commission members to utilize advanced public engagement, translation, and accessibility tools. (City Council Goals and Priorities Workplan #30, #31, #34, #39, #160, #161, #164) • Design and implement a Citywide Records Management Program. Provide staff training on Records Management and how to use the Records Retention Schedule; implement the updated Schedule by utilizing automated retention features in the existing Electronic Document Management System (Laserfiche); audit the existing physical records inventory both on-site and off-site, and coordinate a Citywide destruction to comply with the updated Records Retention Schedule. Arrange for staff training on use of the City’s EDMS and encourage departments to store scanned records in Laserfiche making these records searchable, accessible, and protected for easier access by staff and the public and reducing the expense of off-site records storage. (City Council Goals and Priorities Workplan #11, #159, #164) • Facilitate an update to the City Council Rules and Procedures to increase readability and to align with current practices. Currently many of the rules and procedures related to City Council are scattered throughout separate documents, such as the Rules and Procedures, City Charter, Municipal Code, City policies, State law, and Rosenberg’s Rules of Order. The intention is to create a comprehensive document for staff, Council, and the public to be able to access all of this relevant information in a centralized document. Once approved, the updated Rules will be used to create standardized procedures for all City committees and commissions. Lastly, to provide relevant training opportunities to City Council, committees, and commissions on requirements of the Brown Act, Public Records Act, parliamentary procedure, ethics, harassment prevention, and other areas of interest. (City Council Goals and Priorities Workplan #11, #12, #30, #164) • Establish protocols for and coordinate the installation and/or configuration of audio/visual technology necessary for the City to provide a hybrid meeting format for committees and commission meetings. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY CLERK Performance Measures Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City That Works Percentage of Public Records Act Requests Responded to Within Statutory Time Frame Output 100% 100% 100% 100% A City That Works Percentage of Public Meeting and Legal Notices Published On or Before Statutory Time Period Output 100% 100% 100% 100% A City That Works Number of City Council Legislative Actions Processed, Recorded, and Codified Output 12 12 18 12 A City That Works Percentage of Annual Conflict of Interest Filings for Council, Boards, Commissions, and Employees Filed On or Before the Statutory Deadline Output 79% 100% 84% 100% A City That Works Percentage of Vacant Seats on Committees and Commissions Filled During the Annual Recruitment Output 89% 100% 81% 100% Departmental and Program Budget Overview Key Budget Highlights and Changes A City Clerk department budget of $812,766 is recommended for 2023/24. This is an increase of $73,103 over 2022/23. Salaries are recommended at $351,674, an increase of $17,828 over 2022/23. This is attributed to negotiated cost of living adjustments. By Departmental Program 2022 Actuals 2023 Revised 2024 Budget City Clerk Administration and Operations 405,306$ 543,095$ 620,992$ City Clerk Elections 262,526 196,568 191,774 General Fund City Clerk 667,832$ 739,663$ 812,766$ Less Intragovernmental Offset (130,733) (173,559) (317,980) General Fund City Clerk Net Cost 537,099$ 566,104$ 494,786$ By Account Type 2022 Actuals 2023 Revised 2024 Budget Salary 271,268$ 333,846$ 351,674$ Benefits 84,808 152,946 113,751 Services & Supplies 311,756 252,871 347,341 City Clerk 667,832$ 739,663$ 812,766$ Less Intragovernmental Offset (130,733) (173,559) (317,980) City Clerk Net Cost 537,099$ 566,104$ 494,786$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY CLERK Benefits are recommended at $113,751 representing a decrease of $39,195 under 2022/23. This is related to employee benefit selections. Services and Supplies are recommended at $347,341, an increase of $94,470 over 2022/23. This category includes appropriations for records management, storage and scanning and staff training. Also included is funding for potential election related costs that could occur during the year. Risk Management and Information Technology intragovernmental charges are included in this category and are increasing due to the removal of a previous rate holiday in risk management necessary to build reserves to appropriate levels following a year of increased costs as well as additional investment in citywide technology improvements such as server replacements, cybersecurity to protect sensitive data and installing reliable internet connection for use during emergencies. Looking Forward The City is quickly adapting processes and procedures to increase transparency and accessibility in response to, and in anticipation of, rapidly changing technology, legislative actions, and community needs. There is an increasing pressure for information to be instantly accessible, available in Spanish, and to be provided in a multitude of formats. The City Clerk’s Office is balancing projects that will catch the City up to current times, such as the implementation of a Citywide Records Management Program, with projects that will lead us into the future, such as the establishment of hybrid meeting formats for committees and commissions. The challenge with balancing these projects lies in the sequencing and cross-departmental coordination that needs to occur for successful implementation. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY CLERK DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY MANAGER City Manager DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY MANAGER Description The City Manager’s Office serves as the vital link between the major decisions made by the City Council and the committed, professional team responsible for providing essential services to the residents of Petaluma. In a council-manager form of government, an elected city council serves as the city's primary legislative body and appoints a chief executive officer called a city manager to oversee day-to-day municipal operations, draft a fiscally responsible budget that is responsive to the community’s needs, and to implement and enforce the council's policy and legislative initiatives. In order to maintain fiscal responsibility and address operational needs, the City Manager presents the annual and capital budgets to the City Council and keeps them informed of the city’s financial standing. The City Manager’s Office is also instrumental in negotiations, both with external agencies and organizations, as well as internal labor agreements. Major Accomplishments and Highlights The City Manager’s Office is proud to share some of our key accomplishments and highlights, showcasing our dedication to serving the community: • Spearheaded citywide responses to multiple disasters, such as the COVID-19 pandemic and drought. • Implemented a comprehensive communications and engagement plan, including community-based lottery engagement, to inform the community and Council about the future of the Fairgrounds property and received Council’s direction for its operation, maintenance, and tenant administration. • Launched a docent program at Lafferty Ranch Park, enabling public access for the first time through guided hikes. • Reorganized the Community Development Department, merging Building, Housing, and Planning under a new Director of Community Development. • Facilitated the transition to inclusive, Spanish-translated hybrid City Council meetings, combining virtual and in-person attendance. • Collaborated with XeroHome and PG&E to create an Urban Building Energy Model for all Petaluma single family homes, a tool that helps residents decarbonize their homes. • Participated in a multi-departmental effort to establish a power purchase agreement, installing floating solar panels at the Ellis Creek Water Recycling Facility, offsetting 98% of the site’s electricity use and saving the City an estimated $13.1 million over 20 years. • Supported program development and selection of an independent police auditor. • Developed and administered Diversity, Equity, and Inclusion initiatives, including the creation of a citywide team led by our Office. • Selected Syserco Energy Solutions for comprehensive energy audits of City facilities and development of energy conservation measures to reduce costs and achieve climate goals. • Selected Sage Energy Consulting to develop the Electric Vehicle Charging Infrastructure Master Plan. • Funded and managed the Petaluma Equitable Climate Action Coalition program, empowering underrepresented communities impacted by transportation systems and climate change. • Partnered with the Sonoma County Bike Coalition to organize the county’s first-ever Ciclovia event, highlighting Petaluma’s Lynch Creek Trail and promoting active transportation. • More than doubled the number of electric vehicles in City fleet. • Adopted and began implementing of the City’s 3-year Strategic Action Plan on Homelessness. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY MANAGER Goals and Priorities Our Goals and Priorities are focused on fostering a thriving and sustainable community for all residents. Our key objectives include: • Implement Measure U by stabilizing the City workforce, investing in failing infrastructure, and fostering a mission-driven organization. • Progress the General Plan and Housing Element update process towards successful completion. • Develop a Climate Action and Adaptation Plan in conjunction with the General Plan update process. • Execute early action items from the Climate Action Framework to achieve carbon neutrality by 2030. • Collaborate with service providers and agencies to address the needs of unsheltered Petalumans, leveraging state and federal funding for permanent housing solutions. • Expand and resource the Climate Ready Petaluma 2030 initiative, empowering community members towards equitable decarbonization of buildings and transportation. • Install solar panels on city-owned properties and collaborate with Sonoma Clean Power for potential revenue generation through a solar program. • Retrofit City facilities for energy efficiency, renewable energy generation, and resilient backup power, and fuel switching to exemplify the City’s 2030 carbon neutrality goals • Incentivize housing developers to build diverse housing types to address the local housing crisis. • Continue to be a leader in Equity through further implementation of Diversity, Equity, and Inclusion initiatives. • Help make the City of Petaluma the employer of choice for local government in the North Bay. • Manage the Hybrid Independent Police Auditor model. • Secure the second SMART station at Corona. • Transition the fleet from fossil fuels to electric and sustainably produced fuels. • Promote emergency preparedness and resiliency strategies for residents and businesses. • Assume property management and ensure local, rather than state, control of the city-owned fairgrounds property; enter into new agreements with all tenants; engage the community in envisioning and adopting a master plan for the city-owned fairgrounds property. • Ensure the completion and full lease-up of the Studios at Montero project, providing 60 units of permanent supportive housing for formerly chronically homeless individuals. • Execute an agreement with Syserco Energy Solutions to study energy upgrades and decarbonization measures for City facilities • Execute an agreement with Forefront Power to install solar panels at four City facilities, an agreement with White Pine Renewables to install over 5 megawatts of floating solar panels at the Ellis Creek Water Recycling Facility • Develop and implement of an electric vehicle charging infrastructure master plan • Switch conventional gasoline and diesel fueling to renewable fuels with significantly lower greenhouse gas emission profiles • Support a full roll-out of the Xerohome electrification assistance online tool • Support the update of the City’s General Plan and development of the Climate Action and Adaptation Plan to reflect the needs and desires of Petaluma residents. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY MANAGER Performance Measures Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City That Works Monthly City Project/Program Updates Output 12 12 12 12 A City That Works Number of Projects Tracked in Monthly Update Output 0 56 56 56 Our Environmental Legacy Number of electric vehicles authorized for purchase or lease Output 4 4 10 3 Our Environmental Legacy Climate First focused Capital Improvement Projects Output NA 41 41 52 Departmental and Program Budget Overview Key Budget Highlights and Changes A City Manager Operations budget of $1,862,030 is recommended for 2023/24, which is a $98,250 increase over the revised budget for 2022/23. Salaries are recommended at $994,946, an increase of $36,637 over 2022/23. This reflects negotiated cost of living adjustments and employee step advancements through the salary ranges. Benefits are recommended at $385,932, an increase of $33,964 over the revised budget for 2022/23. The increase reflects employee benefit selections and increases in retirement and workers compensation costs. Services and supplies are budgeted at $481,152 which is an increase of $27,649 over 2022/23. This category reflects charges for community programs and engagement consulting services, equipment leases, repairs/maintenance, leadership education and dues, community and employee recognitions and intragovernmental charges. This increase is mainly due to an increase in Risk Management and Information Technology intragovernmental charges. The increase is due to the removal of a previous rate holiday in risk management necessary to build reserves to appropriate levels following a year of increased costs as well as additional investment in citywide technology improvements such as server replacements, cybersecurity to protect sensitive data and installing reliable internet connection for use during emergencies. 11330 City Manager Administration and Operations 2022 Actual 2023 Revised 2024 Budget Salary 834,245$ 958,309$ 994,946$ Benefits 281,037 351,968 385,932 Services & Supplies 247,094 453,503 481,152 Capital Expenditures 7,503 City Manager Administration and Operations 1,369,879$ 1,763,780$ 1,862,030$ Less Intragovernmental Offset (572,034) (487,720) (749,587) General Fund City Manager Administration and Operations Net Cost 797,845$ 1,276,060$ 1,112,443$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY MANAGER Looking Forward As we look to the future, the City of Petaluma is committed to providing excellent services that our community needs and deserves that are sustainable, impactful, responsive, and equitable. Projects housed within the City Manager’s Office reflect the diverse goals and priorities set forth by Petaluma City Council and needs expressed through extensive community feedback. This includes, but not limited to: • Climate Action • Housing and Homelessness • Citywide Diversity, Equity and Inclusion Efforts • Planning for Long-Term Fairgrounds Uses and Opportunities Climate action is a citywide initiative managed by the Climate Action Manager. The Climate Action Manager provides leadership on several climate related projects which include areas of electrification, resource recovery, and fleet transitioning. Citywide Diversity, Equity, and Inclusion (DEI) Initiatives are among our top 10 priorities. A Citywide DEI Team, based on the Local and Regional Government Alliance on Race & Equity (GARE) DEI Team Concept, was created, and appointed this Spring. As the team is new, projects and tasks are evolving. They are led by the City Manager’s Office and one defined project will be working on a DEI Strategic Plan. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CITY MANAGER DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 COMMUNITY DEVELOPMENT Community Development DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 COMMUNITY DEVELOPMENT Description The Community Development Department comprises of the Planning, Building and Housing divisions. The Planning Division is responsible for all development and associated improvements on private property, including residential, industrial, and commercial projects. The Planning Division leads the effort to implement the City’s General Plan and enforce the regulations in the Implementing Zoning Ordinance, Smart Code, and other adopted regulations. The Division also serves to interpret City policies, ordinances, and codes, and works closely with the City Manager and other City departments. Planning staff interacts with a variety of public and private organizations and citizen groups in developing programs and implementing policies to find creative solutions to planning issues. Planning staff develops specific proposals for action on current City planning proposals; makes interpretations of City regulations and various ordinances, codes and applicable laws to ensure compliance; and works closely with the City Council, citizen boards and commissions, and public and private officials to provide technical assistance, advice, and recommendations related to urban development within the overarching vision of the City's General Plan. The Planning Division performs a wide range of customer service activities, including operating the public counter to respond to zoning related inquiries and review a range of over-the-counter permits (fence permits, home occupation permits, short term vacation rental permits, etc.). Planning staff conducts zoning clearance for all business license application and reviews building permit application for compliance with zoning regulations. Additionally, the Planning Division organizes and facilitates the City's Development Review Committee. Environmental review of both development applications such as subdivisions, planned unit developments, site plan and architectural review, variances, and annexations, and city-initiated projects such as zoning code amendments and policy documents. The Planning Division also provides environmental review support for other City Departments, including Public Works and Utilities. The range of environmental review documents prepared and/or managed by Planning staff includes categorical exemptions, consistency analysis, initial studies and negative declarations, and environmental impact reports. The advanced planning function within the Planning Division provides oversight and collaboration on a range of long-term planning efforts, including policy development, code updates, community engagement efforts, and many other city-initiated efforts. This work is both within the planning division and collaboratively with other departments. The Planning Division also includes staff members focused on specialties such as public art and historic preservation. Mission Statement Providing professional and equitable administration of the City's policies and regulations while fostering creative and diverse design and a cohesive land use pattern to maintain an exceptional, safe, and livable built environment in partnerships with residents, business owners, and community organizations. To succeed as a prosperous, healthy, and equitable community, it is essential that our City embrace and model diversity, equity, and inclusion in our policies, programs, and services. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 COMMUNITY DEVELOPMENT The planning team directly supports the City Council, the Planning Commission, the Historic and Cultural Preservation Committee, the Public Art Committee, and facilitates the City’s Development Review Committee. The Building Division is entrusted with the protection of public health and safety of all building construction in the City through the enforcement of State and Local Building Codes. In addition to full- time staff, the Building Division utilizes the assistance of outside plans examination consultants to assure that plan review turnaround times are consistently met. The Building Division is responsible for plan review of all proposed construction to ensure that State and Local Building Code requirements are reflected on plans. These codes include disabled access, life safety, and energy conservation. The Building Division staff performs field inspections of all approved building construction to assure compliance with the approved plans and State and Local Building Codes. The Housing Division is responsible for addressing our City Council’s goals to enhance the quality of life for our low-income community through its programs; facilitate the provision of programs, projects and shelter for residents with special needs; provide affordable rental housing; promote housing choices and opportunities; and to promote principles of sustainability. The Division also ensures compliance with federal, state, and local affordability and program compliance; coordinates community nonprofit efforts; nurtures relationships with local agencies (Sonoma County & Santa Rosa), regional Association of Bay Area Governments (ABAG), state Housing Community Development (HCD), and federal Housing and Urban Development (HUD) housing partners. Major Accomplishments and Highlights • Rebuilt the Community Development Department with new hires and internal promotions for key positions such as Chief Building Official, Affordable Housing Specialist, Senior Building Inspector, and a Department Director • Supported City Council adoption of local building and land use policies that advance the city’s climate goals such as incentives for an all-electric building, greywater systems, and a Visitability Ordinance to increase residential accessibility for all • Streamline permitting process with an all-digital submittal process for all building and planning applications, as well as development of department policies and procedures to expedite review of eligible housing development proposals • Adopted the city’s first 3-year Homeless Services Action Plan that will guide the city’s goal to meet the needs of Petaluma’s unsheltered and vulnerable community members • Secured funding and in construction for sixty units of permanent supportive housing scheduled to be completed Spring 2023 • Secured $18,980,000 in grant funds to support affordable housing and program development for the city’s most vulnerable and unsheltered members of our community • Received 380 planning applications and provided customer service for over 7,540 unique inquiries Goals and Priorities • Increase level of community participation that is representative of the city • Increase county and regional coordination to implement key strategies in the city’s 3-year Homeless Services Action Plan such as getting to “Functional Zero”, and grant funds for housing and program services • Identify and adopt city building and land use policies to streamline local review of housing development proposals • Improve customer experience with all-digital application submittals DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 COMMUNITY DEVELOPMENT Performance Measures Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City That Works All staff is trained in diversity, equity and inclusion principles Output n/a 0% 0% 100% A City That Works All customer inquiries are responded to within 72 business hours Output n/a 90% 90% 100% A City That Works Demographic and geographic equity in community participation in policy development Output 54 60 63 70 A City That Works % of total people served through city’s affordable housing and homeless service programs Output n/a 120 120 60 Departmental and Program Budget Overview By Departmental Program 2022 Actuals 2023 Revised 2024 Budget Planning Admin 534,009$ 536,674$ 627,879$ Planning Cost Recovery 775,149 504,000 504,000 General Fund Community Development 1,309,158$ 1,040,674$ 1,131,879$ Commercial Linkage Fees 251,741 1,250,879 374,759 Housing In-lieu Impact Fees 362,649 2,901,366 481,375 Community Development Block Grant (CDBG)429,867 369,848 1,091,200 Home/Begin Grants - 900,000 - Permanent Local Housing Authority (PHLA)- - 750,000 Successor Agency Housing 434,853 397,006 642,339 Mobile Home Rent Program 53,672 19,150 9,207 Successor Agency Housing Admin 356,803 340,252 261,886 Development Services Admin 17,284 155,687 360,231 Building Services 2,362,852 2,106,101 2,359,693 Building Services Cost Recovery 89,074 159,000 159,000 Non General Fund Community Development 4,358,795$ 8,599,289$ 6,489,690$ Community Development Net Cost 5,667,953$ 9,639,963$ 7,621,569$ By Account Type 2022 Actuals 2023 Revised 2024 Budget Salary 750,102$ 1,240,807$ 1,637,583$ Benefits 365,815 535,601 722,941 Services & Supplies 4,100,633 7,406,809 3,775,466 Utilities 2,258 3,240 3,240 Capital Expenditures - 59,500 100,000 Transfers 449,145 394,006 1,382,339 Community Development 5,667,953$ 9,639,963$ 7,621,569$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 COMMUNITY DEVELOPMENT Key Budget Highlights and Changes by Program A Division budget of $7,621,569 is recommended for 2023/24. This is a decrease of $2,018,394 under the revised budget for 2022/23. Salaries are recommended at $1,637,583, an increase of $396,776 over 2022/23. This increase is attributed to new positions added during the fiscal year and include a Community Development Director, Management Analyst and Housing Specialist. A new position in the housing division is added in FY 23/24 to oversee the City’s homeless services programs in addition to an upgrade of the Housing Manager position to an Assistant Director to provide broader oversight of the entire division and a office assistant to support the department. Also contributing to the increase is the negotiated cost of living adjustments and step advancements through the salary ranges. Benefits are recommended at $722,941 an increase of $187,340 over 2022/23.This is attributed to the new benefit costs associated with the positions listed above as well as employee benefit selection, increased retirement, and workers compensation costs. Services and supplies are recommended at $3,775,466, a decrease of $3,631,343 under 2022/23. This budget includes contracted building and planning support services partially recovered through development activity, program costs in the housing division to support affordable housing programs and intragovernmental charges for Administration, Risk Management, and Information Technology. The decrease is primarily attributed to decreased housing projects programmed in FY 2023/24 partially offset by increased intragovernmental charges. Risk Management and Information Technology intragovernmental charges are increasing due to the removal of a previous rate holiday in risk management necessary to build reserves to appropriate levels following a year of increased costs as well as additional investment in citywide technology improvements such as server replacements, cybersecurity to protect sensitive data and installing reliable internet connection for use during emergencies. Utilities are recommended at $3,240, no increase from 2022/23. Capital Expenditures are recommended at $100,000, an increase of $40,500 over 2022/23. These appropriations will be to replace building inspector vehicles past their useful life with electric vehicles. Transfers out are recommended at $1,382,339 an increase of $988,333 over 2022/23 which is mainly attributed to increased transfers out from CDBG for projects and funded by increased CDBG awards expected in FY 2023/24. Looking Forward The Community Development Department will continue to build on its mission to provide excellent customer service and ensure that Petaluma is a city that works for everyone. In 2023, the department will be completing a multi-year community engagement process to update the city’s General Plan and Climate Action and Adaptation Plan, as well as other on-going initiatives such as updating the city’s tree protection ordinance. With the recent adoption of the city’s 6th-cycle Housing Element and Homeless Services Action Plan, staff will work to improve our existing neighborhoods and needs, with an eye on being forward thinking for our future generations of Petalumans. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 COMMUNITY DEVELOPMENT DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ECONOMIC DEVELOPMENT & OPEN GOVERNMENT Economic Development and Open Government DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ECONOMIC DEVELOPMENT & OPEN GOVERNMENT Description The City created the Economic Development and Open Government (EDOG) Department in 2019. This Department joins three important functions – Economic Development, Communications/Public Information, and Information Technology (IT) –to support a healthy local economy; meet the public’s need for transparency; allow for greater engagement from community members; and ensure continuity of government during a disaster or emergency. The Department leverages technology and human ingenuity to achieve these goals. Across the Department, the focus is on process improvement, information management, and customer service. Major Accomplishments and Highlights Economic Development • Improved operating conditions for Downtown businesses by working with internal and external partners to address homelessness, graffiti, and security concerns. • Supported economic growth by helping businesses navigate City requirements for opening and/or major development. • Managed lease renewals, future development, and other actions related to select City-owned properties. • Brought business/economic development perspective to city policy decisions and made sure businesses were informed of policies that affect them. • Participated in regional economic and workforce development efforts, including those led by the Sonoma County Economic Development Board. • Managed the temporary Free Range program, which will continue until a permanent parklet program is developed. Communications • Continued a multi-year effort to increase community engagement by improving quality and expanding output in city-wide communications. • Increased awareness and brought the community into the decision-making process for major initiatives and policies, including: • Goal and Priorities • Drought • Tenant Protections • District Elections • Implemented an innovative community-oriented process for determining the future of the Marin- Sonoma Fairgrounds. • Significantly improved community awareness and input for Capital Improvement Projects (CIP) by developing and implementing a communications strategy for each project. • Expanded engagement with Petaluma’s Latinx Community through dedicated Spanish-language social media channels and in-person, bilingual outreach at community events. Mission Statement To leverage technology and human ingenuity to solve problems and support a positive relationship between the City and its community DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ECONOMIC DEVELOPMENT & OPEN GOVERNMENT Information Technology & GIS • Implemented new software systems to improve staff and customer efficiency: o Eden ERP Replacement – Began process of developing a full needs analysis, staffing analysis and project timeline for replacement of the Eden System by 2026 o EnerGov – Worked with departments to refine and streamline application to improve staff efficiency and customer service. o Laserfiche – Developed a strategy group to drive higher usage of our document management system o GIS – Encouraged greater usage by Staff of GIS tools, migrated existing GIS web applications to new Portal platform o Software Asset Management System to track licenses, updates, and city software usage • IT Infrastructure o Initiated server and network upgrades to 202 McDowell, Public Works facility o Implemented a new, soft phone system that will simplify phone programing and increase staff mobility o Improved IT Infrastructure with improved storage devices, regular, redundant backup (on site and plan for cloud), and planned for city-wide continuity of operations during an emergency or major system failure o Audited existing telecom lines and eliminate unnecessary costs • IT Help Desk/Staff support/Security o Performed IT onboarding for ~92 new hires o Improved Help Desk service delivery with additional, part time staffing and improved use of software to track user needs and responses o Implemented single sign on service to protect city networks from cyber-attacks while increasing staff efficiency Goals and Priorities Economic Development • Develop and implement strategies to ensure Petaluma’s economy is inclusive and equitable. • Begin transition towards a regenerative and sustainable economy. • Make it easier for new businesses to start and grow in Petaluma. • Ensure Downtown Petaluma continues to be a destination that attracts locals and tourists. Communications • Expand and refine our City-wide communication and engagement strategy, with special consideration for the Latinx community. • Increase accessibility across communications channels so that people can find the information they need quickly and effectively. • Develop and implement more cost-effective strategies for managing communications with no loss of quality or benefit to the community. • Launch a Strategic Planning process for the City and ensure the community understands and participates in this process. • Improve community engagement through videos, stories, and regular content on social media. • Improve the community’s emergency preparedness through specialized campaigns developed with the City’s Emergency Manager. Information Technology & GIS • IT Infrastructure o Improve and expand door access control and emergency alerting at additional city sites DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ECONOMIC DEVELOPMENT & OPEN GOVERNMENT o Investigate, plan, and implement lobby kiosk solution at City Hall o Upgrade servers at Police department with new, efficient and safe devices. o Explore and implement cloud-based storage solutions to protect increase accessibility to applications and data. o Establish formal IT governance guidelines, policies, and procedures • IT Help Desk/Staff support/Security o Review help desk platform for potential replacement and improvement o Continue to implement IT security measures including 3rd party security assessment for City, PD and Scada environments with additional help from a contract security expert. • Data and Systems o Complete development of an RFP and select a highly qualified vendor to implement a new ERP system to replace our existing Eden ERP system. o Complete implementation of a new Construction Management System with PWU to better manage the City’s CIP investment. o Select and begin implementation of a new Asset Management System to replace the existing Lucity system. o Continue to fine-tune the City’s Enterprise Permit and Licensing System (EnerGov) to more fully streamline the Planning Department’s cost recovery model. o Work closely with the City Clerk’s Office to implement new Record retention requirements through continued development of the City’s Laserfiche Document Management System. Performance Measures Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A city that works, An economy that prospers Increase economic opportunities for our BIPOC community. # of businesses NA 10 10 10 Our environmental legacy. An economy that prospers Spaces and places that inspire A city that works, a safe community that thrives Attract businesses to downtown real estate #. of businesses NA NA NA 5 Our environmental legacy An economy that prospers Spaces and places that inspire A city that works a safe community that thrives Increase community awareness, particularly among our Latinx / Spanish speaking community, about city policies, projects, and programs # of followers NA NA NA 100 A City that Works, A Safe Community that Thrives Implement business systems that increase staff # of consultant contracts, needs assessments NA NA NA Execute 1 consultant contract, complete 1 needs DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ECONOMIC DEVELOPMENT & OPEN GOVERNMENT Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target productivity and efficiency assessment for ERP system A City that Works, A Safe Community that Thrives Expand our cybersecurity program to prevent any network penetration from cyber attacks # of network penetrations Ongoing Ongoing Ongoing Ongoing Departmental and Program Budget Overview Key Budget Highlights and Changes by Program An Economic Development and Open Government Budget of $5,097,641 is recommended for 2023/24. This represents an increase of $1,735,703 over 2022/23. Salaries are recommended at $1,693,929, an increase of $355,127 over FY 2022/23. This increase is mainly due to the additions of a Business Systems Analyst and an IT Specialist I/II, and upgrades to the Management Analyst to a Senior Management Analyst. Also included are upgrades of two IT positions to address the administration of the City’s Business and Network systems. In addition, the increase is a result of higher overtime costs and to negotiated cost of living adjustments. Benefits are recommended at $520,866 representing an increase of $75,231 over 2022/23. This increase is due to benefits associated with the positions mentioned above, and to employee benefit selection, increased retirement, and workers compensation costs. By Departmental Program 2022 Actuals 2023 Revised 2024 Budget Economic Development 1,363,031 880,985 999,616 General Fund Economic Development 1,363,031$ 880,985$ 999,616$ Less Intragovernmental Offset (532,469) (426,263) (633,187) General Fund Economic Development Net Cost 830,562$ 454,722$ 366,429$ Information Technology 3,170,283 2,480,953 4,098,025 Economic Development and Open Government Net Cost 4,000,845$ 2,935,675$ 4,464,454$ By Account Type 2022 Actuals 2023 Revised 2024 Budget Salary 1,158,747$ 1,338,802$ 1,693,929$ Benefits 396,708 445,635 520,866 Services & Supplies 2,977,859 1,577,501 2,665,846 Capital Expenditures - - 217,000 Economic Developement and Open Government 4,533,314$ 3,361,938$ 5,097,641$ Less Intragovernmental Offset (532,469) (426,263) (633,187) Economic Development and Open Government Net Cost 4,000,845$ 2,935,675$ 4,464,454$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ECONOMIC DEVELOPMENT & OPEN GOVERNMENT Services and supplies are recommended at $2,665,846, an increase of $1,088,345 over 2022/23. This budget reflects operational services and supplies, hardware and software maintenance contracts, social media services, and various communication and planning services. The increase is mainly due to outreach and communications needs, expanding wireless networks to City facilities, improving remote access, automation, and security. In addition, the increase is attributable to consulting services to audit the City’s telecom lines, implementation of the Technology Master plan, conduct an internal security test, develop a preventive disaster recovery plan, and implement Sharepoint as the City’s cloud-based storage solution. Capital expenditures are recommended at $217,000, an increase of $217,000 over 2022/23. This budget is for Police and Public Works server upgrades, a Server upgrade backup solution to include local immutable backups, improved restore times, and improved cloud backup, and a project management software system. Looking Forward Economic Development Opportunities: Petaluma is well-positioned to take advantage of pent-up demand for travel, fine dining, and entertainment. There are exciting new and expanding businesses in the pipeline. Regional partnerships are strong and can assist in addressing workforce development issues. We continue to have strong demand for industrial and manufacturing space. Challenges: Financial losses from pandemic still being felt. Expensive to do business in Bay Area – businesses. Shortage of trained workforce. Still unknown how remote work will affect need for office space in Petaluma. It’s difficult to find affordable commercial manufacturing space in Petaluma. Communications Opportunities: We have a strong foundation for community outreach & city-wide communications. Challenges: Expense & time involved in producing quality, accessible communications vs. budget and staffing levels. Our challenge this year will be to maintain the same level of quality and reach with significantly less budget. Data and Systems Opportunity: All departments continue to seek new ways to leverage state of the art software systems to improve efficiency, develop metrics and provide enhanced service to the community. Implementation of a new system allows staff opportunity to fully reevaluate and modernize its processes to better meet the demands of the current environment. Challenges: During the transitional period, productivity likely will decline before realizing gains as staff learns the new system, adjusts system configurations that need tweaks after go-live, and adjusts their existing workflows to better fit the new system. Departmental staff involvement is critical for successful implementation, and placing the stress of learning, configuring, and roll out of a new system puts additional stress on a staff which must add these additional responsibilities to their existing workload. Information Technology DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ECONOMIC DEVELOPMENT & OPEN GOVERNMENT Opportunities: We have made significant improvements to our network, which puts us in a good place for the year ahead. We have a strong team that consists of full-time employees and embedded contractors, which gives us flexibility to scale up or down depending on our needs. Challenges: Cyberattacks pose a serious threat, despite the continual fortification of our network. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ECONOMIC DEVELOPMENT & OPEN GOVERNMENT DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FINANCE Finance Department DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FINANCE Description The Finance Department oversees the management and operations of the financial and commercial services functions of the City. Functional divisions within the Department include Finance Administration and Budget, Accounting, and Commercial and General Services. Finance Administration and Budget Division provides oversight of the Department and coordinates the preparation of the City’s annual budget. The City’s long-term financial planning process is also facilitated in this Division. Financial consulting services are also provided to the City Manager and City Council. The Accounting Services Division provides financial services for the City and is responsible for maintaining the City’s accounting, payroll, and accounts payable systems. The Division is also responsible for grant fiscal management, capital asset reporting and the treasury function. The Team’s primary objective is maintenance of complete and accurate financial records, safeguarding of City assets, implementation of effective internal controls and accurate and timely payments to vendors and employees. Financial records are maintained in compliance with Generally Accepted Accounting Principles. The group works with the City’s independent auditor and produces the Comprehensive Annual Financial Reports and Single Audit Reports. The Division provides information to outside agencies, City staff, the City Manager and the City Council. In the Finance Department, the Commercial Service division is responsible for revenue generating billing, cashiering, receivable and collection, and customer service activities. Staff is split between cashiering and deposit operations and billing and collection functions. The department handles over 240,000 billing transactions per year and processes over 600 receipts per day. The City has approximately 5,200 business licenses generating approximately $1.2M in annual revenues to the General Fund. A primary goal for the department will be the development of more online payment options for customers. Major Accomplishments and Highlights • Received the Government Finance Officers Association Award for Excellence in Financial Reporting for prior fiscal year • Received the Government Finance Officers Association Distinguished Budget Presentation Award for Fiscal Year 2021-2022 • Continue implementation of strategies to reduce costs when and wherever possible Mission Statement The Finance Department is committed to providing accurate and timely budgeting and reporting, clear and concise information delivery and support to City Council, City Manager, City departments, and the community. We are dedicated to a service-oriented team approach to providing financial information that meets fiduciary and regulation responsibilities all in the spirit of financial transparency. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FINANCE • Continued efficiencies made to online City payment systems to improve functionality while streamlining processes • Ongoing improvement of budget document to provide additional transparency and ease of understanding for the reader • Management of all financial activity related to the implementation of Measure U and the American Rescue Plan Act (ARPA) Goals and Priorities • Update the City’s Cost Allocation Plan • Continue to improve an automated online form entry and submission. • Implement systems to facilitate efficiency during a natural disaster including offsite payment processing and electronic deposit, additional online electronic bill presentment and payment options, and inhouse electronic check scanning and deposit • Continue assisting with the RFP selection for replacement Enterprise Resource Planning (ERP) system • Complete review of all City fees and prepare to initiate fee study Performance Measures Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City That Works Receive the GFOA Award for Excellence in Financial Reporting and Distinguished Budget Award Outcome Awards Received Submit application and receive awards Awards Received Submit application and receive awards A City That Works- Fiscal Sustainability Update long term 5-year forecast twice per year and present to City Council Outcome Updated and presented to Council Update forecast with new adopted Budget and at Mid-Year and present to Council Updated and presented to Council Update forecast with new adopted Budget and at Mid-Year and present to Council A City That Works Implement and convert to new ERP system Outcome In Process RFP Issued and Consultant Selected RFP Issued and Consultant Selected Conversion Initiated A City That Works Improve access to general billing payments online Outcome In process Improve online payment options for Business License and Accounts Receivable Ongoing Ongoing DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FINANCE Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City That Works Review City fees and prepare to initiate fee study Outcome N/A Initiate Review of City Fees City Fees Reviewed Fee Study initiated and new Fees in place Departmental and Program Budget Overview Key Budget Highlights and Changes A Finance Department budget of $3,077,683 is recommended for 2023/24. This represents an increase of $135,545 over the revised budget for 2022/23. Salaries are recommended at $1,703,926, representing an increase of $106,219 over 2022/23. This primarily reflects an upgrade to a vacant financial analyst position along with negotiated cost of living adjustments. By Departmental Program 2022 Actuals 2023 Revised 2024 Budget Finance Administration 711,031$ 726,619$ 957,625$ Finance Accounting Services 1,014,951 1,248,150 1,219,324 Finance Commercial Services 612,097 683,021 706,776 General Fund Finance 2,338,079$ 2,657,790$ 2,883,725$ Less Intragovernmental Offset (1,419,792) (1,548,876) (1,503,048) General Fund Finance Net Cost 918,287$ 1,108,914$ 1,380,677$ General Services-Administration 8,087$ 101,878$ 13,861$ General Services-Mail Services 69,094 96,505 93,128 General Services-Printing Services 83,905 85,965 86,969 Non General Fund Finance Net Cost 161,086$ 284,348$ 193,958$ Finance Dept Net Cost 1,079,373$ 1,393,262$ 1,574,635$ By Account Type 2022 Actuals 2023 Revised 2024 Budget Salary 1,405,978$ 1,597,707$ 1,703,926$ Benefits 493,189$ 582,407 608,716 Services & Supplies 599,998$ 669,024 765,041 Capital Expenditures -$ - - Transfers -$ 93,000 - Finance Department 2,499,165$ 2,942,138$ 3,077,683$ Less Intragovernmental Offset (1,419,792) (1,548,876) (1,503,048) Finance Department Net Cost 1,079,373$ 1,393,262$ 1,574,635$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FINANCE Benefits are recommended at $608,716, representing an increase of $26,309 over 2022/23. The increase in benefits costs is attributed to increased retirement costs, as well as employee benefit selections. Services and supplies are recommended at $765,041, an increase of $96,017 over 2022/23. This category is mainly for audit, banking and online bill pay services, armor truck services, and equipment lease and intragovernmental charges. The FY 23/24 increase is primarily due to increases in Risk Management and Information Technology intragovernmental charges, offset by a decrease in professional service charges as a result of the one-time fee study cost not carrying forward to FY 23/24. Risk Management and Information Technology intragovernmental charges are increasing due to the removal of a previous rate holiday in risk management necessary to build reserves to appropriate levels following a year of increased costs as well as additional investment in citywide technology improvements such as server replacements, cybersecurity to protect sensitive data and installing reliable internet connection for use during emergencies. Transfers are not recommended for FY 23/24. The FY 22/23 transfer represented a one-time eliminated position’s cost savings transfer to another department. Looking Forward There are several initiatives and ongoing challenges the Finance Department will be working on over the next year and beyond. In alignment with the Council Goals and to ensure the City maintains fiscal sustainability into the future, the Finance staff will work with the City Manager and other departments to develop funding strategies to continue moving City projects forward. This includes finding potential financing options to facilitate the funding of various projects and programs. The Finance Director along with other members of the finance department and other City departments will continue to look for ways to provide efficient and cost-effective services to the organization and the community. Finally, the General Fund long-term forecast has proven to be a highly valuable tool for preparing for the future. The forecast assists with closely monitoring the General Fund’s financial condition as revenue and expenditure trends change. The forecast is updated twice per year and takes into consideration the economic environment and associated impacts on revenues and expenditures. In addition, updates that include changes to labor agreements, benefits, and service costs are included biannually. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FINANCE DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FIRE Fire Department DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FIRE Description The Petaluma Fire Department is an all-risk department that is responsible for the following: prevention and extinguishment of fires; medical treatment and transport of the sick and traumatically injured; extrication and rescue of victims; and overall mitigation of emergency-related events impacting the health, welfare and safety of citizens and visitors to the Petaluma area. Founded in 1857, the Department last year celebrated its 166th year of service. The Department is responsible for all services related to emergency operations including fire suppression, emergency medical treatment and transport, and extrication and rescue. In addition to serving the residents and visitors to the city, the Department’s ambulances provide care and transport to persons in much of the South Sonoma County area and parts of Marin County. The Department’s Fire Prevention Bureau (FPB) provides fire and life safety public education to all age groups of the community, as well as the enforcement of local and State laws that promote safety and protect life, the environment, and personal and public property. The FPB has ensured that new development meets the code and safety requirements to keep residents and patrons of Petaluma safe. The FPB also regulates the use of hazardous materials in Petaluma through the Certified Unified Program Agency (CUPA) inspection program. Finally, the City hired its first full-time Emergency Manager In FY 22/23. This position, which resides in the Fire Department but has a Citywide role, is responsible for implementing a robust Emergency Management Program which will include Emergency Operations Center (EOC) Management, Community Emergency Preparedness, Community Risk Reduction, and the development of Fire Safe Neighborhoods in our community. As development in-fills and Petaluma’s population continues to grow and age, calls for service have increased more than proportionally anticipated. The department last fiscal year responded to over 8000 calls for service, an increase of 17% over the previous fiscal year. Ten years ago, call volume was slightly over 5000 per year. Major Accomplishments and Highlights • The Fire Department conducted a Comprehensive Analysis with the Center for Public Safety Management (CPSM) to evaluate staffing, facilities, and administration. In part, this study will help determine a new future Fire Headquarters location and help determine best ways to leverage other needs such as an Emergency Operation Center (EOC) and potential for a shared facility with the Police Department. The Fire Department has been working with Public Works and Police Department partners on a public safety facilities assessment to develop recommendations with an implementation plan, costs, and timelines for Public Safety Facility Upgrades and/or a Replacement Implementation plan. Mission Statement The Petaluma Fire Department Is Committed to Professional Excellence Through a Tradition of Protecting Lives, Property, and the Environment by Providing the Highest Quality of Service in Prevention, Fire Protection, Emergency Medical Services, and Community Preparedness. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FIRE • This fiscal year, the Fire Department implemented several recruitment initiatives focused on diversity, equity, inclusion, and the “next generation” of Petaluma firefighters. Petaluma FD’s current pool of part-time EMTs who work on the Basic Life Support (BLS) ambulance is a diverse group of up-and- coming potential firefighter/paramedics. This year the FD implemented a paramedic school tuition reimbursement program and offered field internships for two current BLS employees. Additionally, outreach was started at the high-school level through class presentations and the Petaluma FD participated again this year in the second annual Women in Public Safety Day. • The Fire Prevention Bureau filled the Assistant Fire Marshal position approved in last year’s budget. This new position and role will assist with the increased demands in the Bureau and adds a roadmap to succession within that department. • A fire captain was placed into a 40-hour interim training officer position for a portion of this fiscal year to assist with the planning, coordination, and instruction of department-wide training, including three internal fire academies for new employees. The success of this interim program has led to the position becoming proposed in starting in FY 23/24. • Petaluma FD’s 7th grade Hands-Only CPR training program, conducted through junior high PE programs, ramped back up after a few years of pause due to COVID. The partnership with the Petaluma Healthcare District continued and in February 2023 the program instructed nearly 1500 Petaluma area 7th and 8th graders in Hands-Only CPR. Goals and Priorities • Review and evaluate best-practice recommendations from the CPSM Comprehensive Analysis. • Upgrade and modernize Fire Department facilities to increase member privacy, accommodate a more diverse work force, and become carbon neutral. • Continuously re-evaluate the Fire Department fleet’s age, condition, and replacement options to plan for acquiring and maintaining a reliable fleet while planning for carbon-neutral alternatives as technology changes. • Continuously re-evaluate emergency service demand and opportunities to strengthen and reimagine the Fire Prevention Bureau’s mission of community risk reduction. • Expand “Fire Prevention” to a Bureau focused on all Community Risk Reduction. Performance Measures Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City That Works Revenue cost recovery from ambulance program $ received $3,892,475 $3,633,500 $4,219,958 $4,000,000 A City That Works EMS Training hours # hours 1,368 1,368 1,368 1,368 A City That Works Ambulance mutual aid received # incidents 174 100 232 100 A City That Works Fire Code Inspections (including business inspections) # inspection s 484 1000 1115 1000 A City That Works 90th percentile Emergency Response Time time 8:24 6:00 7:48 6:00 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FIRE Departmental and Program Budget Overview Key Budget Highlights and Changes by Program A Fire Department budget of $21,127,480 is recommended for 2023/2024. This is an increase of $910,301 over 2022/2023. Salaries are recommended at $10,783,661, an increase of $501,025 over 2022/2023. This increase is attributed to adding a new Training Captain, position step advancements, and higher overtime costs. Benefits are recommended at $8,494,131, an increase of $135,542 over 2022/2023. This increase is primarily due to an increase in retirement and workers’ compensation costs. Services and supplies are budgeted at $1,624,988, an increase of $263,734 over 2022/2023. This budget is mainly for dispatch services, software support, fire suppression equipment maintenance and repairs, fire station supplies, maintenance and repairs, and training along with education. The Ambulance billing services appropriations are also included in this budget. The 2023/2024 increase is primarily due to Risk Management and Information Technology intragovernmental charges increasing due to the removal of a previous rate holiday in risk management necessary to build reserves to appropriate levels following a year of increased costs as well as additional investment in citywide technology improvements such as server replacements, cybersecurity to protect sensitive data and installing reliable internet connection for use during emergencies. There also is new funding for a Wildfire Mitigation Program, budgeted at $50,000 for 2023/2024. By Departmental Program 2022 Actuals 2023 Revised 2024 Budget Fire Administration 2,114,179$ 2,089,457$ 2,360,428$ Fire Disaster Preparedness 63,825 10,000 60,000 Fire Hazardous Materials 270,453 418,411 482,418 Fire Prevention 678,882 539,299 772,272 Fire Suppression 11,740,518 11,787,197 11,893,501 Fire Suppression-apparatus 273,930 72,080 72,080 Fire Suppression-building/grounds 33,552 19,500 19,500 Fire Suppression-communications 38,473 21,400 21,400 Fire Suppression-supplies 71,832 53,500 53,500 Fire Suppression-training 35,077 17,800 17,800 Ambulance 5,767,424 5,188,535 5,374,581 General Fund Fire Department 21,088,145$ 20,217,179$ 21,127,480$ By Account Type 2022 Actuals 2023 Revised 2024 Budget Salary 10,982,556$ 10,282,636$ 10,783,661$ Benefits 7,539,937 8,358,589 8,494,131 Services & Supplies 2,501,715 1,361,254 1,624,988 Utilities 56,958 53,700 54,700 Capital Expenditures - 161,000 170,000 Fire Department 21,081,166$ 20,217,179$ 21,127,480$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FIRE Utilities are budgeted at $54,700. The increase of $1,000 over 2022/2023 represents an expected increase in water and wastewater charges. Capital expenditures are budgeted at $170,000. This is to fund the replacement of four heart monitors and represents a $9,000 increase over the 2022/2023 capital expenditure budget. Looking Forward With the completion of the FD Comprehensive Analysis and the Public Safety Facility Master Plan, the Fire Department has the unique and exciting opportunity to focus on the implementation of recommendations related to programs, fleet, facilities, and staffing deployment models to continue meeting the needs of our community as it grows and evolves. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FIRE DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 HUMAN RESOURCES Human Resources Department DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 HUMAN RESOURCES Description The Human Resources Department provides a full range of human resources services to support City departments and employees. These services include recruitment and selection, employee onboarding, training and development, classification and compensation, benefits and leave administration, policy development and documentation, performance management, and labor and employee relations. Furthermore, the Department ensures the City’s employment practices are in compliance with applicable federal, state, and local laws as well as the various collective bargaining agreements between the City and the representative labor unions. The department also encompasses the Risk Management division which oversees the City’s safety, wellness, and workers’ compensation programs, general liability insurance program, and participation in member risk pools. Human Resources Administration provides a full range of human resources services and support to departments within the City. The Human Resources Department administers employee and retiree health benefits. Risk Management is responsible for the management and administration of the City’s self-insurance and purchased insurance programs. It also provides a multitude of risk management services and guidance to the City Council, City Management, City staff, and the citizens. Risk Management is a division of the Human Resources Department. Its primary objectives are the City of Petaluma’s safety program, risk mitigation, and implementation of various risk transfer programs and activities that minimize the City’s exposure to litigation. Risk Management strives to manage, control, minimize or eliminate risk, to the extent that citizens and personnel can be reasonably protected from hazards, while ensuring that the financial solvency of the City will not be jeopardized so that City resources can be conserved for other uses. This function also assumes the primary responsibility for the administration and processing of all property and casualty claims and for risk identification, risk transfer, risk analysis and insurance coverage procurement. The Risk Management program is oriented toward comprehensive proactive global minimization or elimination of risk, to the greatest extent practical; retention of the remaining risk when feasible; and protection against unpredictable loss by reasonable use of available insurance and/or alternate funding. Risk Management also manages the City’s Workers’ Compensation (WC) benefits program, which pays medical costs and wage replacement in accordance with California labor law for employees injured on the job. Major Accomplishments and Highlights • Continued development and implementation of various COVID-19 related policies and procedures to limit and manage potential employee exposure to COVID-19 and in turn support continuity of essential City services, including reopening of City facilities. Mission Statement Human Resources’ vision is to be a credible and reliable strategic partner, recognized for our creative and collaborative solutions. We accomplish our mission by serving, supporting, and advising City team members using forward thinking methods that are impactful and compliant to achieve City goals and objectives. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 HUMAN RESOURCES • HR conducted approximately one hundred (100) full-time and part-time recruitments and by the fiscal year. Ensuring City staffing needs are met timely and that the City recruits and retains a diverse and skilled workforce remains a top priority for the department. • Ensured all employees completed either the mandatory supervisory module or employee module training regarding maintaining a harassment-free workplace. • Revised and updated several City-wide personnel administrative policies. • Recovered approximately $192,000 from at-fault parties for damages to City property and from Risk Management’s subrogation efforts. Goals and Priorities • Create an employee recognition program that recognizes years of service and exceptional achievement. • Create and market the City of Petaluma as an employer of choice by (1) encouraging creativity and innovation through employee participation in enhanced training programs, (2) providing competitive compensation and benefits, (3) enhancing our onboarding process for increased engagement and interaction for the new employee and (4) enhancing connections between our staff and the community by incorporating diversity, equity, and inclusion (DEI) incentives. • Continue to update and revise the City of Petaluma’s Personnel Rules and Regulations and Administrative Policies by developing new policies and revising existing policies to maintain compliance with current federal and/or state law. • Host City-wide trainings including: (1) those required by federal/state regulations (e.g., Citywide anti-harassment training), (2) a variety of safety related topics, and (3) supervisory and leadership trainings. • Review and evaluate the City’s overall insurance programs to maintain fiscal sustainability through limiting and reducing expenditures. • Prioritize staff health and wellness to ensure that our staff are physically and mentally healthy. Continue efforts to manage and enhance the City’s Wellness Program. (City Council Goal – A City that Works, workplan items #8 and 10) Performance Measures Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City that Works Process applications received and screened to attract qualified personnel # of applications received and screened 1583 1000 891 1000 A City that Works Advertise, open and process recruitments # of recruitments 75 75 61 75 A City that Works Process new hires and promotions # of new hires and promotions 93 (FTE) 35 (PT) 80 (FTE) 40 (PT) 70 (FTE) 13 (PT) 75 (FTE) 20 PT) A City that Works Process all separations (retirements, resignations, etc.) # of separations (retirements, resignations, etc.) 59 50 40 45 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 HUMAN RESOURCES Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City that Works Process all subrogations # of subrogations processed t 35 claims for a value of $165,349 30 claims for a value of $150,000 12 claims for a value of $192,454 20 claims for a value of $75,000 Departmental and Program Budget Overview Key Budget Highlights and Changes by Program A Human Resources Department budget of $8,410,709 is recommended for 2023/24. This represents an increase of $139,036 from 2022/23. Salaries are recommended at $956,819 for 2023/24 representing an increase of $64,311 over 2022/23. This increase is mainly due to position upgrades and negotiated cost of living adjustments. Benefits are recommended at $714,749 for 2023/24 representing an increase of $29,292 over 2022/23. This is attributed to increased negotiated retiree benefit payments, employee benefit selections and increased retirement and workers compensation costs. Services and supplies are recommended at $7,283,676 for 2023/24, an increase of $45,433 over 2022/23. This budget is mainly for a consultant labor negotiator, employee education and training, pers interfund loan paydown, insurance premiums, and risk and workers compensation settlements. The increase is mainly due to increased insurance premiums and to increasing Administration, Risk By Departmental Program 2022 Actuals 2023 Revised 2024 Budget Human Resources Administration and Operations 1,034,854$ 1,162,637$ 1,153,908$ Less Intragovernmental Offset (574,054) (644,839) (544,535) General Fund Human Resources Administration/Operations Net Cost 460,800$ 517,798$ 609,373$ Employee Benefit-administration 149,157 304,745 293,082 Employee Benefit-retiree benefits 366,112 313,423 331,223 Employee Benefit-unemployment 13,824 30,000 30,000 Employee Benefit-other 95,864 534,926 534,926 Workers Compensation 2,579,546 3,713,860 3,819,118 Employee Benefits 3,204,503 4,896,954 5,008,349 Risk Mgmt Administration and Operations 4,189,242 2,756,617 2,792,987 Risk Management Admininstration and Operations 4,189,242 2,756,617 2,792,987 Human Resources Department Net Cost 7,854,545 8,171,369 8,410,709 By Account Type 2022 Actuals 2023 Revised 2024 Budget Salary 830,977$ 892,508$ 956,819$ Benefits 548,492 685,457 714,749 Services & Supplies 7,049,130 7,238,243 7,283,676 Transfers - - - Human Resources Department 8,428,599$ 8,816,208$ 8,955,244$ Less Intragovernmental Offset (574,054) (644,839) (544,535) Human Resources Department Net Cost 7,854,545$ 8,171,369$ 8,410,709$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 HUMAN RESOURCES Management and Technology intragovernmental charges as a result of removal of a previous rate holiday in risk management necessary to build reserves to appropriate levels following a year of increased costs as well as additional investment in citywide technology improvements such as server replacements, cybersecurity to protect sensitive data and installing reliable internet connection for use during emergencies, slightly offset by decreased outside recruiting consulting services. Looking Forward The Human Resources Department remains committed to the implementation of Measure U and providing excellent customer service to staff and the community. We are committed to investing in staff to retain and recruit highly qualified employees that will provide excellent customer service to the community. Human Resources staff positions will be upgraded over the next year to ensure classifications mirror the level of tasks performed and services provided. Upgrading the classifications will enable staff to continue to develop and cross train in program areas that they have not typically performed work and will enhance the level of customer service provided to City departments. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 HUMAN RESOURCES DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 NON-DEPARTMENTAL Measure U Cost Center The Measure U cost center contains activity related to costs programmed to occur out of the Measure U fund. Beginning in 2019, the City commenced a concerted, two-pronged community engagement effort to address the City’s long-term fiscal and organization sustainability by gathering as much community feedback as possible about City services and priorities. In response to the City’s outreach efforts, Petaluma community members identified priorities for enhanced locally controlled funding. This general tax measure known as the City of Petaluma local recovery, emergency preparedness and essential services measure is intended to maintain emergency health/wildfire/natural disaster preparedness; rapid 911 emergency response, fire protection services, continuing homeless prevention, well- trained community police officers, streets/pothole repair, clean/safe public areas, support for local businesses/jobs and other city services. Petaluma voters approved the tax measure in November of 2020. This is a general tax that is effective as of April 1, 2021. Since the adoption of Measure U, staff worked to distill and prioritize the needs into several thematic categories. This information was brought forward for discussion at a City Council special workshop titled Workforce Stabilization and Infrastructure. These categories are: 1. General Fund Support - As reported during the FOS process and more recent General Fund forecasts, the City expects to encounter an average annual budget deficit of approximately $6.4 million each year over the five years of the forecast. Thus, nearly 50% of Measure U funds will serve to bolster existing programs and services, and ensure that additional budget cuts, layoffs or other service reductions are avoided. 2. Workforce Stabilization – This category is focused on rebuilding, stabilizing and improving the City workforce through a number of important initiatives, which in turn improves the City services: a. Classification and Compensation Study Implementation – In January 2020, the City received the results of a classification and compensation study. This study included most job classifications in the City, and examined comparable classifications in other jurisdictions, the salaries, benefits, and other cash compensation. This study provided the City a benchmark for whether Petaluma’s compensation was at or below market. b. Regular Cost of Living Adjustments – A recommendation from the FOS process was to plan for and provide regular salary cost of living adjustments (“COLAs”). Once the class/comp study has been implemented, providing regular COLAs helps the City remain competitive in the broader employment marketplace by keeping salaries and benefits on pace with surrounding jurisdictions. c. Core Staffing – The City’s General Fund-funded workforce was reduced significantly in response to the Great Recession and, while a few positions have been added back, it remains approximately 16% below pre-recession levels. Note that core staffing is about what functions are needed to be a well-run, responsive, full-service City. This category includes recommendations intended to improve City service levels, address workload issues in a variety of departments, and respond to the community’s and Council’s stated priorities for Measure U. The needs of the Community are constantly evolving thus as needs are identified, positions will be considered and incorporated in future budgets. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 NON-DEPARTMENTAL 3. Infrastructure Investments – The FOS process identified the significant gaps that currently exist in Petaluma’s infrastructure investment. This includes more than $100 million in deferred road maintenance; dozens of City-owned buildings that are badly in need of major refurbishing; and many other infrastructure categories that require significant annual investment that the City has not performed for decades. 4. Priority Initiatives – There are several new and/or important programs that have been identified for possible funding with Measure U revenues. Funding for priority initiatives is estimated to be available annually to fund various programs. The upcoming year’s priority initiatives include new programs, initiatives and one-time projects that require funding to either improve safety, jump start or complete the program and/or project and which have been identified as Council and community priorities. They include climate action initiatives, addressing homelessness, technology upgrades and capital infrastructure projects. Fiscal Year 2024 priority initiatives are discussed below. The Measure U Committee reviews the fiscal year end results as well as the upcoming proposed appropriations annually. The Committee reviewed the FY 2023/24 proposed Measure U budget on March 21, 2023. The Committee was supportive to see appropriations continue to be included for the important community priorities addressing Climate and Infrastructure needs, parks and maintenance initiatives, including various service needs at community parks.All Committee reports can be found at cityofpetaluma.org/meetings. The next report for FYE 2022/23 will be available and presented to the Committee in January of 2023. Measure U Budget Measure U sales tax revenues are estimated at $15.7M for FY 23/24, greater than the prior year by approximately 6%. We are seeing strong recovery occurring following the pandemic and expect moderate growth to continue into the new fiscal year. We remain somewhat conservative given the uncertainty of the economy and will continue to monitor revenues closely and adjust as more information is received. A Measure U budget of $20,185,395 is recommended for 2023/24. Funds are transferred out to the applicable fund where the costs reside. This is representative a full year of sales tax revenue programmed to cover the various costs in the themed categories shown below: 1115 Measure U Sales Tax 2022 Actuals 2023 Revised 2024 Budget Services & Supplies -$ -$ -$ Transfers 11,887,653 14,981,567 20,185,395 Measure U Sales Tax 11,887,653$ 14,981,567$ 20,185,395$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 NON-DEPARTMENTAL General Fund provides necessary resources to maintain and bolster existing service levels without the threat of layoffs. For many years, the City has relied on the General Fund 5-year forecast which has proven to be accurate and assisted with planning. The forecast has continued to show, on average, an annual deficit of approximately $6.4m each year over the duration of the forecast. Thus, nearly 50% of Measure U funds will serve to bolster existing programs and services and ensure that additional budget cuts or service reductions are avoided. Workforce Stabilization is essential for delivering services to the Community. Rebuilding, stabilizing, and improving the City workforce through the initiatives discussed above will improve City services. This is vital to be successful in initiating new programs and projects in the community. New positions to maintain service levels and meet rising demand are essential to the sustainability of the city long-term. In addition to core staffing, providing classification and compensation comparable to market and neighboring agencies as well as providing for annual cost of living adjustments will ensure the City is able to successfully recruit and retain highly qualified staff. Infrastructure investments provides the resources necessary to jump start the road maintenance and reconstruction program that is significantly needed in Petaluma. The City successfully issued $20m of bonds to front load the road maintenance effort. Funding the program up front will provide the resources necessary to improve City streets immediately and have the most positive impact on PCI, preventing further deterioration of City streets and additional increased costs to repair. A future bond issue will provide for additional road funds and will also provide for a new fire station. A site and needs analysis will be initiated during FY 24 and it is anticipated that a plan will be brought forward during the fiscal year once more information is obtained. Finally, priority initiatives include $268,000 of additional funding for the fire suppression system in the library, $700,000 for the Turning Basin Docks and Dredging project, $775,000 for a Downtown Public Restroom and Beautification, $650,000 for the River Dredging Program, $200,000 of ongoing funding for fast electric chargers and $1,039,000 for emergency preparedness for vegetation management and a chipper program as well as funding for equipment for the fire department and replacement of police vehicles that are past their useful life. Significant investment in citywide technology is planned in FY 2023/24 that includes a new phone system, updated servers, cybersecurity to protect sensitive data and internet that is available during emergencies. Finally, $180,000 is included for a fare-free public transit program. Investment Themed Categories:FY 2023/2024 1. General Fund Support- Maintain Service Level Funding for existing operations; new operational needs 8,178,247 2. Workforce Stabilization Core Staffing, Class/Comp and COLA 4,718,927 3. Infrastructure Investments Roads and Public Safety Facility 2,684,221 4. Priority Initiatives Climate Initiatives- Electric Vehicle Chargers, Emergency Power Backup; Technology- Upgrades and Replacements - Cybersecurity; Capital- Library Fire Suppression System, Downtown Public Restroom and Beautification, Turning Basin and Dock Replacement, River Dredging Program ; Emergency Preparedness -Vegetation Management/Chipper Program, Equipment and Vehicles; Fare Free Public Transit Program 4,604,000 Total Measure U Spending 20,185,395 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 NON-DEPARTMENTAL More information on capital projects can be found in the capital program portion of the budget document. More information will be available as each of these items is taken forward for Council approval during the fiscal year. More information about Measure U can be found in the Measure U section of this narrative. Non-Departmental Description The Non-Departmental budget provides for General Fund expenses which are of a citywide benefit and/or not more appropriately charged to any other budget, such as Petaluma’s dues for agencies such as Association of Bay Area Governments (ABAG), Local Agency Formation Commission (LAFCO), and the League of California Cities. Appropriations are also used to offset anticipated employee separation costs, and/or to budget monies held in reserve for employee salary adjustments. Non-Departmental Budget A Non-Departmental budget of $1,902,088 is recommended for 2023/24. This is an increase of $561,888 over 2022/23. Salaries and benefits are recommended at $1,280,888, an increase of $555,888 over 2022/23. Additional funding of approximately $450,000 is included to fund anticipated negotiation impacts that are currently ongoing and $178,000 of anticipated adjustments granted in the new fiscal year. Funding of $125,000 continues to be included for the ongoing recruitment program in the Police Department. Also included is funding of $500,000 for costs incurred when an employee separates employment from the City. As the year progresses, negotiations are settled, and more specifics are finalized, the appropriations held in this non-departmental category will be moved to each general fund department budget where costs will permanently reside. Services and supplies of $621,200 are recommended, a slight increase from 2022/23, and reflects costs for the animal control services that are currently contracted out as well as dues and membership costs. General Fund Cost Center The General Fund cost center contains activity related to transfers in and out of the General fund. 11800 Non Departmental 2022 Actual 2023 Revised 2024 Budget Salary 225,000$ 778,056$ Benefits 500,000 502,832 Services & Supplies 611,399 615,200 621,200 General Fund Non Departmental 611,399$ 1,340,200$ 1,902,088$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 NON-DEPARTMENTAL General Fund Cost Center Budget A General Fund budget of $2,177,722 is recommended for 2023/24. This represents a decrease of $998,099 from 2022/23. There are no salaries or benefits budgeted in this cost center. Transfers Out are budgeted at $2,177,722 for 2023/24, a decrease of $995,785 from 2022/23. Transfers out include funding of $528,473 to support Storm Water operating costs in the Storm Water fund, $93,580 to the Waste water fund for settlement costs, $71,454 to the CIP for LED Streetlight Interfund Loan payback, $400,000 to the Vehicle Replacement Fund to fund purchase of vehicles necessary to perform services, $27,000 for playground replacement, $180,000 for fare free public transit, $81,215 for a grant match and reserved funds for the purchase of an ambulance of $398,000 and Turf Replacement of $398,000 transferred to the applicable funds to cover costs of the project. This decrease is mainly the result of less transfers out expected in FY 24 than occurred in FY 23 for capital projects funded by designated reserves. Transient Occupancy Tax- Community Promotion The City assesses a transient occupancy tax (TOT) of ten percent (10%), on stays of 30 days or less, at hotels, motels, inns, RV parks and campgrounds, and short-term vacation rentals. The City also collects an assessment of two percent (2%) for the County of Sonoma’s tourism program. The City Council can use TOT proceeds for any governmental purpose, retains a share to fund basic City services, and uses proceeds to support activities that encourage tourism, lodging, and economic development. TOT funding is also retained by the City to help support the City’s Economic Development program, is budgeted for downtown beautification, downtown sidewalk maintenance and repair, and supports ongoing annual contributions to the City’s Vehicle Replacement Fund. TOT funds are also allocated to pay for city staff time supporting special events for park maintenance and for a variety of one-time uses including capital projects and special studies. TOT funds are accounted for in a dedicated fund, where revenues accrue, services are charged, and transfers to other budgets are appropriated. Transient Occupancy Tax Budget A Transient Occupancy Tax budget of $4,096,423 is recommended for 2023/24. This represents an increase of $848,467 over the revised budget for 2022/23. One-time uses recommended for 2023/24 are itemized below. Transfers to the General Fund continue to be 11100 General Fund General Department 2022 Actual 2023 Revised 2024 Budget Benefits Services & Supplies 1,696 2,314 - Transfers 2,473,054 3,173,507 2,177,722 General Fund General Department 2,474,750$ 3,175,821$ 2,177,722$ 2520 Transient Occupancy Tax 2022 Actuals 2023 Revised 2024 Budget Services & Supplies 580,487$ 253,680$ 803,147$ Transfers 2,300,518 2,994,276 3,293,276 Transient Occupany Tax 2,881,005$ 3,247,956$ 4,096,423$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 NON-DEPARTMENTAL included of $ 2,123,000 as well as additional transfers of $395,000 for a loan payback initiated in FY 2017 to fund the purchase of safety vehicles. This payback continues through FY 2024 at which time the loan will be fully paid off. Transfers of $25,000 for the Petaluma River Dredging Program, $500,000 for the Community Baseball Field project and $250,000 for the Downtown Pedestrian ADA Improvement Project. Services and Supplies Costs account for ongoing funding of COTS and the Downtown Streets Team (DST), partnerships that are critical to the success of addressing homelessness in Petaluma. It is recommended that annual revenues accruing to this fund continue to fund the ongoing efforts noted in the narrative, as a means of helping to offset escalating salary and benefit costs in the General Fund. The pandemic has impacted the tourism industry over the past few years and thus revenues to the fund have been impacted. The fund is expected to recover in FY 24 however due to the uncertainty of the economy and pace of recovery in the tourism industry, staff will continue to monitor the fund closely as the year progresses and bring adjustments forward as necessary. Projects Recommended Petaluma River Dredging Program $ 25,000 Petaluma Community Baseball Field $500,000 Downtown ADA Improvements $250,000 Petaluma Tourism Improvement District The Petaluma Tourism Improvement District was established in January of 2019 and is managed by the Tourism Improvement District. Each hotel and lodging establishment is assessed a two percent tax which is used to fund marketing campaigns and district development projects. A portion of the 2% collected is paid to the City to be utilized for district approved projects. Petaluma Tourism Improvement District Budget A Petaluma Tourism Improvement District budget of $11,911 is recommended for 2023/24, which is a $338,962 a decrease from 2022/23. This decrease is the result of non-recurring costs programmed in FY 23 and not expected in FY 24. The appropriations recommended support management of the fund and corresponding activity. As the year progresses and projects and/or programs are identified, a budget adjustment will be brought forward. Vehicle and Equipment Replacement This fund accounts for the accumulation of resources and related expenses incurred for the replacement of major equipment and vehicles in the City. The fund tracks general government 2525 Petaluma Tourism Improvement District 2022 Actuals 2023 Revised 2024 Budget Services & Supplies 251,250$ 350,873$ 11,911$ Transfers -$ -$ -$ Petaluma Tourism Improvement District 251,250$ 350,873$ 11,911$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 NON-DEPARTMENTAL vehicle and equipment purchases. Enterprise vehicle purchases reside in each of the Enterprise Funds. For a comprehensive list of all Capital Assets purchases recommended in the budget, please refer to the summary schedules in the summary section of this document. Vehicle and Equipment Replacement Budget A Vehicle and Equipment Replacement budget of $2,385,718 is recommended for 2023/24. This represents an increase of $781,901 over the revised budget for 2022/23. Services and supplies are recommended at $398,718, minimal change from FY 2022/23. This reflects costs for the payback of an interfund loan initiated in 2017 for the purchase of public safety vehicles. The annual debt service is $395,276 and will be ongoing until the loan is paid in full in FY 24. Capital Expenditures are recommended at $1,987,000, an increase of $778,459 over 2022/23. This includes the cost of existing capital leases of $290,000 as well as new equipment purchases and vehicle leases. Below is the recommended list of new vehicle purchases in FY 24 by department: Fire – 1 Ambulance $398,000 1 Vehicle for the new Training Captain $50,000 Equipment to outfit new fire engine $300,000 Police – 15 Patrol Vehicles replacement of high mileage vehicles $639,000 Public Works – 1 Crew Truck $90,000 (Carryover from PY) 1 Skidsteer $70,000 1 Backhoe $150,000 General Government Debt 2021 Lease Revenue Bonds (Road Improvement Projects Measure U) The City of Petaluma is responsible for maintaining approximately 396 lane miles of paved roads. Due to funding shortfalls over many years, the backlog of deferred road and street maintenance projects has grown to more than $100 million. Consequently, the City’s streets now have an average overall Pavement Condition Index (PCI) of 42 out of a maximum score of 100, which indicates the City’s network of streets is in ‘poor’ condition. In the last Pavement Condition Index published by the Metropolitan Transportation Commission in 2019, Petaluma had the worst roads among all Bay Area jurisdictions. 7500 Vehicle & Equipment Replacement Fund 2022 Actuals 2023 Revised 2024 Budget Services & Supplies 810,466$ 395,276$ 398,718$ Capital Expenditures - 1,208,541 1,987,000 Vehicle Replacement Fund 810,466$ 1,603,817$ 2,385,718$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 NON-DEPARTMENTAL With the recent passage of Measure ‘U’ by Petaluma voters in November, 2020, the City now has the financial resources with which to address the Community’s priorities which include addressing the backlog of deferred road and street maintenance projects. Toward that end, the issuance of the Lease Revenue Bonds provided $20 million for road reconstruction and rehabilitation, asphalt overlays, bike, pedestrian, and other multi-modal and safety improvements, structural overlays, slab replacement and sealing, among other measures. The Bonds are tax-exempt obligations with a repayment term of 30-years. The interest rate on the Bonds is fixed, meaning annual debt service is fixed if the Bonds are sold and not subject to change over the life of the bonds. Standard & Poor’s has evaluated the proposed Bonds and assigned the Bonds a credit rating of ‘AA’, which is a very strong rating and which ensured the Bonds obtained are the lowest possible interest rate. The ‘all-inclusive’ interest rate on the bonds is equal to approximately 2.85%. The Bonds, $20 million are deposited into a Project Fund and are available immediately to be used as directed by the City. The City’s outstanding debt falls well below the allowable debt limit. Please see below for the Bond Amortization Schedule: More information can be found in the City’s Annual Comprehensive Financial Report at https://cityofpetaluma.org/documents/fiscal-year-2022-annual-financial-report/ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS AND RECREATION / COMMUNITY SERVICES Parks and Recreation / Community Services DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS AND RECREATION / COMMUNITY SERVICES Description The Parks and Recreation Department serves to enhance health and wellness by providing varied recreational opportunities that reflect the evolving needs of our diverse population. Emphasis in working collectively to offer safe and thriving environments to build a stronger, more resilient community. To improve collaboration, efficiency, and service delivery, the Parks and Facilities Maintenance divisions were consolidated with the Recreation Services Division to re-establish the City’s unified Parks & Recreation Department in 2021. The Recreation Services Division plans, coordinates, and implements recreation programs, activities, special events, and classes for toddlers, youth, teens, adults, and older adults. This includes operation of the Petaluma Community Center, Kenilworth Recreation Center, Petaluma Swim Center, Cavanagh Pool, the Senior Center, Petaluma Historical Library and Museum, and oversight of the Cavanagh Pool and Recreation Center. The division is responsible for planning and implementing community-wide special events; presenting a wide array of recreation classes and camps; managing an aquatic agreement that provides programming and pool operations; facilitates athletic field allocation and reservation calendar; and, provides a comprehensive adult sports program. The Division supports a number of citizen advisory committees and commissions including the Recreation, Music and Parks Commission, Youth Commission, Senior Advisory Committee, Tree Committee and the Petaluma Museum Association Board of Directors. The Division is highly engaged in a variety of volunteer and partnership projects with several community advocacy groups. The Parks Maintenance Division is responsible for maintaining nearly 100 public sites, including 47 developed parks, 27 playgrounds, and works closely with other departments to look after the 26.7 miles of pedestrian and bike paths throughout the parks, public right of ways, and open space. This responsibility spans 450 acres of parkland, 175 of which is natural turf and athletic areas. Daily responsibilities of maintenance activities include but are not limited to debris removal, playground safety inspections and repairs, restroom cleaning, irrigation maintenance and repair, mowing, turf care, pruning, fertilization, weed control, repairs due to vandalism, graffiti eradication, cleaning and repairing structures, tree maintenance, mulching, minor plumbing and construction work, water conservation monitoring, as well as tracking and responding to calls for service requests from the community. The Building and Facilities Maintenance team is responsible for routine maintenance and minor repairs to City facilities, including Heating Ventilation and Air Conditioning equipment (HVAC), electrical and plumbing systems, minor remodeling and interior improvements, roofing, energy and water conservation upgrades, two pool mechanical systems and the marina docks. Tasks include managing a preventive maintenance schedule, repairs due to vandalism, graffiti eradication, cleaning and repairing structures and responding to calls for service from the community and City staff. Mission Statement Parks and Recreation provides access to high quality recreation opportunities and stewardship of public spaces and lands that foster healthy lifestyles, inclusivity, and strengthen community connections. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS AND RECREATION / COMMUNITY SERVICES Major Accomplishments and Highlights Recreation Services embraced the transition to unrestricted in-person programming by focusing on community engagement with park users, volunteers, and non-profit organizations on park and recreation initiatives and establishing priorities for future investments in parks. • Highlights include an increase in overall in-person programs, special events, services, and classes geared toward our aging adult population. • A new playground was installed at Grant Park with another play structure at Anna’s Meadow Park scheduled to be completed this summer. • Construction is underway at the Petaluma Community Sports Field to complete phase 2 of our first all-weather baseball complex, fulfilling a much-needed program gap for youth ages 13 through adult. • New inclusive play amenities were introduced with the installation of a communication board at Lucchesi’s Miracle League playground and two new custom chess tables were installed along Water Street made possible with grant funds from the AARP. • In partnership with ReLeaf Petaluma, staff oversaw 700 new native tree plantings throughout six parks including; Sunrise, Meadowview, Southgate, Lucchesi, Bond, and Glenbrook. • Significant efforts were undertaken to conserve water usage across the park system during a season of severe drought by investing in water meters and expanding the recycled water infrastructure to four additional park sites. • Staff supported citywide efforts to significantly reduce carbon emissions and electrify operations by transitioning nearly one third of the Parks and Recreation vehicle fleet to all-electric. • Lastly, the pool boiler system was repaired with support from the Facilities Maintenance Division at the Swim Center, in order to sustain a year-round pool program. Goals and Priorities Our city continues to demonstrate a renewed interest in local parks, public places, and recreation activities and how they can best serve every member of our community. The increased participation presents staff with challenges keeping pace providing routine maintenance following decades of disinvestment as well as opportunities to provide new and exciting ways to create local connections and long-term stewardship of parks. To ensure we capture the diverse voices in our community, the department is placing a strong emphasis on providing more robust translation services at community events as well as offering additional publications and services for our Spanish speaking community members. Staff will focus efforts on identifying gaps in programs and providing new and exciting opportunities to engage adolescent youth and aging adults. The department has a number of exciting capital projects including; resurfacing the plaster at the Petaluma Swim Center, phase one construction of Petaluma’s second skate park, and the construction of a new educational amphitheater at Shollenberger Park, providing balanced investments across the parks and facilities. Lastly, with the lifting of COVID-19 related restrictions, we are thrilled to be working towards increasing our community partnerships and offering a greater range of community events. Sonoma County’s Measure M, Parks For All, initiative continues to provide much needed resources to support ongoing maintenance and capital investments within local parks. Measure M revenues have been critical in improving maintenance of Petaluma’s 175 acres of playable turf and athletic fields. Upcoming investments include increasing gopher abatement services and seasonal turf maintenance aimed at improving the most heavily trafficked athletic fields and parks to ensure safe, playable surfaces. Staff will introduce an animal grazing pilot program to bring more restorative land practices to Petaluma’s parks and open spaces. Use of Cal Fire grant funding will assist in building out an urban tree management program for improved tree DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS AND RECREATION / COMMUNITY SERVICES stewardship, which is a crucial piece of reaching the citywide carbon neutrality goals. Lastly, implementing a new parks and facilities asset management system will allow for data collection to ensure high efficiency resource prioritization. Performance Measures Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City That Works Scholarship Funds Output 1320 6000 TBD 6500 A City That Works Number of Camp participants Output 501 500 TBD 550 A City That Works Number of senior enrichment classes Output 40 60 TBD 65 A City That Works Number of Sports league programs Output 117 120 TBD 125 A City That Works Number of contract classes offered Output 30 35 TBD 35 Departmental and Program Budget Overview By Departmental Program 2022 Actuals 2023 Revised 2024 Budget Parks and Recreation Administration 881,587$ 1,236,182$ 1,501,434$ Recreation Cavanagh Center 7,457 12,850 7,000 Recreation Community Center 112,442 209,350 210,503 Recreation Library/museum 34,461 63,939 35,725 Recreation Youth/teens Programs 308,156 392,169 318,243 Recreation Contract Classes 114,861 72,500 72,500 Recreation Sports Programs 33,585 54,415 45,955 Recreation Aquatic Programs 308,836 202,950 299,790 Recreation Senior Programs 18,177 46,413 54,724 Recreation Special Events 50,117 52,183 42,000 Building/Facility Maintenance 821,515 674,951 826,756 Parks Maintenance 2,189,108 2,233,804 3,198,142 General Fund Parks and Recreation / Community Services 4,880,302$ 5,251,706$ 6,612,772$ LAD 439,757 485,156 506,337 Measure M Parks 1,050,899 1,203,434 959,679 Fairgrounds - - 450,000 Non General Fund Parks and Recreation / Community Services 1,490,656$ 1,688,590$ 1,916,016$ Parks and Recreation / Community Services 6,370,958$ 6,940,296$ 8,528,788$ By Account Type 2022 Actuals 2023 Revised 2024 Budget Salary 1,918,396$ 2,397,814$ 2,759,344$ Benefits 612,098 805,546 848,574 Services & Supplies 2,091,374 1,934,927 2,983,037 Utilities 973,604 1,042,009 1,230,550 Capital Expenditures 13,421 50,000 - Transfers 762,065 710,000 707,283 Parks and Recreation / Community Services 6,370,958$ 6,940,296$ 8,528,788$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS AND RECREATION / COMMUNITY SERVICES Key Budget Highlights and Changes by Program A Division budget of $8,528,788 is recommended for 2023/24. This represents an increase of $1,588,492 over the revised budget for 2022/23. Salaries are recommended at $2,759,344, an increase of $361,530 over 2022/23.This is attributed to new positions added including a Parks Maintenance position to address the backlog of deferred maintenance at city parks and a Deputy Director of Parks and Recreation to assist with project management and program administration department wide. A Facility Supervisor and Technician to support the facility maintenance needs at the fairgrounds is also included and is directly offset by revenue. Negotiated cost of living adjustments and step advancements through the salary ranges are also contributing to the overall increase. Benefits are recommended at $848,574, up slightly compared to FY 2022/23.This is attributed primarily to the increase associated with the new position benefits, retirement costs offset by a decrease associated with employee benefit selection. Services and supplies are recommended at $2,983,037, an increase of $1,048,110 over 2022/23. This budget reflects operational services and supplies, community outreach with park services, contract employee classes, services and supplies for youth and adult sports programs, building repairs/maintenance and landscape, and tree preservation and urban canopy, tree maintenance, organic weed abatement, animal grazing, gopher abatement and increased park restroom cleaning. custodial services. Contract costs to assist with the transition of the fairground’s facility related to facility maintenance and other needs when identified are also included and are directly offset by revenues. The FY 23/24 increase is primarily due to these items mentioned above and increased administrative overhead charges. Risk Management and Information Technology intragovernmental charges are increasing due to the removal of a previous rate holiday in risk management necessary to build reserves to appropriate levels following a year of increased costs as well as additional investment in citywide technology improvements such as server replacements, cybersecurity to protect sensitive data and installing reliable internet connection for use during emergencies. . Utilities are recommended at $1,230,550, an increase of $188,541 over FY 2022/23. This is mainly attributed to anticipated utility cost increases in facilities including the swim center. Capital Expenditures of $0, a reduction of $50,000 representing the removal of one-time capital expenditures that are not expected to re occur in FY 2023/24. Transfers out are recommended at $707,283, a decrease of $2,717 from 2022/23. Transfers in this category account for transfers from Measure M Parks fund to capital projects which include the following project: Community Baseball Field, Shollenberger Amphitheater & Kiosk improvements, Prince Park Concession and Restroom Facility remodel/repair and the Swim Center Pool Renovation. More information can be found in the Capital Improvement Program section of this budget document. The decrease is primarily due to slightly less fund transfers for Parks CIP projects. Measure M Parks A Measure M Parks budget of $959,679 is recommended for 2023/24. This is a decrease of $243,755 from the revised budget for 2022/23. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS AND RECREATION / COMMUNITY SERVICES Fiscal Year 2023-24 Expenditure Categories Budget A. Walking Paths, Bike Trails, Park Connections and Access Safety and Access, Improve Multi Use Pathways/Trails access and wayfinding signage, Maintenance 57,099 B. Playgrounds, Sports Courts, Active Recreation Spaces Maintenance, Tennis and Court Rehabilitation, Playground Replacements, Turf replacement 98,382 C. Natural Areas and River Enhancements Improve River Access, Signage and Support Habitat Restoration 36,420 D. Enhanced Maintenance Activities Increase Weed Abatement and Purchase of Equipment, Natural Grass Playing Field Repairs, Tree Care, Increase Mulching Program, Irrigation maintenance 65,679 E. Recreation and Aquatic Facilities; Park Amenities Improve Park Restroom Facilities, Waste Receptacles, Signage, Information Kiosks, Swim Center Pool Renovation, Maintenance 379,259 F. Creating New Park Spaces or Expanding Recreational Opportunities Community Baseball Field, Group Picnic Area Restoration, Fitness Equipment, Youth Scholarship Programs, Swim Scholarships 311,420 G. Special Events and Community Programming Live Concert Series, Multi-cultural event 11,420 Total Expenditures 959,679 Salaries are recommended at $77,406 and provide funding for 1 Park Maintenance worker. An increase of $4,452 over 2022/23 is primarily due to negotiated cost of living adjustments. Benefits are recommended at $53,185, an increase of $1,243 over 2022/23 due to increased retirement benefit and workers compensation costs. Services and supplies of $121,805 are recommended for 2023/24, a decrease of $246,733 under 2022/23. The decrease is mainly due to the removal of non-recurring costs associated with the Parks Master Plan included in FY 2022/23 and one-time purchase of supplies. Transfers out are recommended at $707,283 a decrease of $2,717. Projects appropriated include the Community Baseball Field, Shollenberger Amphitheater & Kiosk improvements, Prince Park Concession and Restroom Facility remodel/repair and the Swim Center Pool Renovation and the ongoing loan payback for the Tennis Courts. Costs allocated by prioritized category are below: Looking Forward With several new team members joining the Parks and Recreation Department during the past year, we’ve enjoyed a renewed excitement among staff as the capacity to bring new programs, initiatives, projects, and opportunities to engage with our community find momentum. There is a buzz of energy at the Senior Center as new programs and classes are rolled out and excitement from young families taking part in expanded pre-school hours at the Community Center. Strong partnerships with local service providers like Petaluma People Services and Petaluma Bounty, will strengthen our community gardens and help build more resilient neighborhoods. New capital park projects including a new skatepark design and a Kenilworth Park Revitalization project will allow new opportunities for members of the community to help create a future vision for our local parks. The increase in costs of utilities and material goods, along with a reliance on more manual maintenance practices, presents challenges for the Parks and Facilities Maintenance crews to provide consistent levels of routine maintenance with aging infrastructure. Impacts of drought have led to greater levels of tree and turf loss, reinforcing the importance of establishing more resilient infrastructure. These challenges present opportunities to build on successful partnerships with service providers like ReLeaf Petaluma and Daily Acts while securing more resources through programs like CalFire’s Urban Tree Canopy Grant to become leaders in the City’s larger effort to reach it’s goals on climate action. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 POLICE DEPARTMENT Police Department DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 POLICE DEPARTMENT Description The Department is divided into three divisions; Field Services, Professional Standards, and Technical Services. Within these divisions employees are assigned to specific functions including uniformed patrol, traffic enforcement, parking enforcement, code enforcement, investigations, records, communications, and administration. The FY 23-24 Police Department budget reflects this structure. Police Department Administration oversees the department’s three police divisions and coordinates with department staff to ensure accountability, collaboration, and sound fiscal oversight. The Field Services Division consists of three platoons, each overseen by a police lieutenant. Two platoons include six patrol teams providing services twenty-four hours a day. The third platoon includes our specialized teams for investigations, traffic safety, and the Community Impact Response Team (CIRT). The six (6) uniformed patrol teams respond to emergency and non-emergency public safety calls for service. Three teams make up each patrol platoon and work opposite days of the week for seven day a week coverage. Field Services also includes our Crisis Response Team made up of our Special Weapons and Tactics Team (SWAT), Hostage Negotiations, and Tactical Dispatchers, as well as Community Health Outreach, K-9 Unit, Gang Team, Field Training Officer program, Jail management, School Liaison. The Investigations Team is responsible for the investigation of the most serious crimes committed within the City of Petaluma. Such investigations are often lengthy, demanding and require detectives to draw upon their work experience and significant specialized training. The detectives have received specialized training in the investigation of homicides, sexual assault, child abuse, elder abuse, human trafficking, fraud/identity theft, and other crimes which require a high level of training and experience. Additionally, the detectives are responsible for the registration and monitoring of all sex, arson, and drug registrants who reside in Petaluma. The Traffic Team manages the Traffic Safety Program and provides investigative services for fatal and injury traffic collisions and conducts enforcement of traffic regulations throughout the community. The Traffic Safety Program recognizes the impact fatal, injury, and property damage collisions have in the community. Preventing death, injury, and property damage on City streets remains one of our highest public safety priorities. To further reduce injury and death, we focus on impaired/distracted driving, occupant protection/safety belt use, bicycle and pedestrian safety, and motorcycle safety through education and enforcement. The Traffic Team also includes parking enforcement services and is staffed by two full-time civilian parking enforcement officers (PEO), and one part-time civilian officer. The PEO’s are responsible for Mission Statement Working with our community to provide professional police services since 1858. The Police Department provides a full range of law enforcement services to the community as we focus on our four primary tenants; Reducing Crime Increasing Traffic Safety Improving the Quality of Life Community Engagement DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 POLICE DEPARTMENT enforcement of the City’s Municipal Code regarding parking regulations, and a majority of their time is spent in the downtown business district enforcing timed zones. Also included in the Traffic Team is Abandoned Vehicle Abatement (AVA) which consists of one full-time civilian officer. The AVA officer targets abandoned vehicles and vehicles left parked on City streets for more than 72 hours. The Department receives approximately 110 calls for service a month regarding abandoned vehicles and the goal is to reduce the number of calls for service and increase enforcement of abandoned vehicles left on City streets and private property. The Community Impact Response Team (CIRT) is responsible for proactive enforcement of habitual offenders impacting the quality of life for all community members. CIRT has an embedded Code Enforcement Officer to assist with Municipal Code related violations, Planning Design Review, Alcohol Related Nuisance Ordinance and Responsible Beverage Service compliance. The Professional Standards Division is a newly created divisions (FY23) responsible for the oversight and compliance of the entire department. In our efforts to enhance transparency and accountability, the Professional Standards Division is responsible for ensuring all employee training and compliance with Commission on Peace Officer Standards and Training (POST), Internal Affairs Investigations, recruitment and retention, and will serve as the liaison to the Independent Police Auditor. The Professional Standards Division will also be overseeing the department’s efforts in seeking accreditation through the Commission on Accreditation of Law Enforcement Agencies (CALEA). The Technical Services Division is a newly created division (FY23) and consists of the 911 Communications Center, Records, Community Engagement/Social Media, and Technology all of which is overseen by a civilian police manager. As the primary public safety answering point (PSAP) for Petaluma, all emergency and non-emergency calls and text to 9-1-1 communications come into the Communications Center. The calls for service range from general questions regarding City services, civil disputes, and reporting emergency calls like fire, injury traffic collisions, violence, and medical emergencies. In addition to answering phone calls and dispatching field personnel, public safety dispatchers process field requests and registration checks on individuals and vehicles; request towing services and enter vehicles and property into state and federal computer systems. As the PSAP, the team continues to receive all 911 and emergency calls for fire, ambulance and police services. However, once the initial call is determined to be of a fire or medical nature only, the call is transferred to REDCOM for the dispatching of the appropriate Fire and Emergency Medical Service (EMS) resources. The Communications Center also coordinates dispatching services for the city’s mobile crisis intervention team Specialized Assistance For Everyone (SAFE). The Computer Aided Dispatch (CAD) and Records Management System (RMS) provide electronic systems to assist in the tracking of calls for police services and vital record keeping functions. The Records Team is comprised of Records Technicians who process all records related to our mission to include but are limited to crime reports, traffic collisions, and citations, criminal and civil subpoenas, stored vehicle reports, criminal history clearance letters, discovery requests, crime data reporting to federal, state, and local agencies including the media, report crime statistics, issue taxi permits, solicitor permits, massage permits and registrations. The Property Technician is also under Records and is responsible for preserving evidence taken into police custody, maintain accurate chain of custody records, responding to discovery requests, and manages the transfer and disposition of all evidence items. The Records Team is also responsible for staffing the Police Department’s front desk and non- emergency telephone lines during business hours. The Police Department continuously looks for grant opportunities to offset the cost of new police services, technology acquisitions, and specialized programs. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 POLICE DEPARTMENT Major Accomplishments and Highlights • Continued to provide professional, compassionate, and accountable policing services to the community that has developed public trust and confidence. • Implemented 2022-2025 Strategic Plan identifying five strategic goals: 1. Organizational wellness and professional development 2. Crime and collision reduction 3. Active partnerships 4. Safe spaces 5. Transparent accountability These goals serve to guide the professional development of staff to ensure public expectations continue to be met with regard to professional standards, training, education, diversity, employee wellness, and best practices in policing and public safety facilities. • Completed Police Operations and Data Analysis study by the Center for Public Safety Management (CPSM) and prioritize and began implementing recommendations. • Completed an organizational restructuring establishing a Professional Standards Divisions and Technical Services Division staffed by a new civilian Manager. (CPSM Recommendation) • Continued implementation and refinement of best practices in policing from the President’s Task Force report on 21st Century Policing and Mayor’s Pledge:  Building Public Trust and Legitimacy  Technology and Social Media  Training and Education  Policy and Oversight  Community Policing/Crime Reduction  Officer Safety and Wellness • Expanded DUI enforcement coverage to seven days per week. • Deployed Community Impact Response Team consisting of 2 officers and a sergeant to proactively focus on habitual offenders and locations. • Actively participating in ongoing Public Safety Facilities (PSF) Needs Assessment with Fire Department, Public Works, and City Manager’s Office to create PSF Strategic Plan. • Implemented a Pilot Safe Spaces Video Surveillance project at Leghorn Park. • Completed a Police Leadership Team Building workshop. Goals and Priorities • Develop a strategic plan for CALEA accreditation process. • Continue prioritization and implementation of CPSM recommendations and efforts focused on year two of the Department’s strategic plan. • Proceed with implementation of the Independent Police Auditor and work to develop process for developing the proposed Public Safety Advisory Group. • Analyze and identify opportunities to expand officer available times and methods to reduce call response times. • Continue building public trust and legitimacy through proactive community policing and engagement efforts including building social media engagement and pursue new and innovative ways to engage our community by meeting them how and where they feel safe and confident to do so. • Enhance our Police Transparency Portal and work to add additional data regarding specific governing body approved equipment and Racial Identify Profiling Act (RIPA) stop reporting. • Develop effective responses to crime and traffic safety through intelligence-led policing and technology. • Continue to re-imagine policing and develop new and innovative ways to improve community safety and service delivery. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 POLICE DEPARTMENT Performance Measures Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City That Works: Number of filled sworn allocated police officer positions and Vacancy rate of unfilled police officer positions. Filled Sworn Officer Positions 70 FTE Sworn Police Officers Vacancy Rate 0% 70 FTE Sworn Police Officers Vacancy Rate 0% 70 FTE Sworn Police Officers Vacancy Rate 0% 70 FTE Sworn Police Officers Vacancy Rate 0% A City That Works: . Institute staff training programs to enhance staff expertise and advancement. Training provided annually Number of Hours 7,286 Outside Training hours 4600 Platoon Training Hours 11, 886 total training hours YES PSP Cycle ~7,000 Outside Training hours 4600 Platoon Training Hours 11, 600 total training hours YES Not Available Yet ~7,000 Outside Training hours 4600 Platoon Training Hours 11, 600 total training hours YES PSP Cycle A City That Works A Safe Community That Thrives Coordinate and enhance cross-department social media collaboration. Social Media/ Nixle Enrollments, Followers and postings for all Platforms Total Number of Followers and Postings Followers: 15,889 Postings: 2,522 Followers: 119,000 Postings: 2,500 Followers: 117,678 Postings: 1707 YTD 3/2/2023 124,000 subscribers/ followers Total Social Media Postings 2500 A Safe Community That Thrives Improve traffic safety through proactive education, engineering, and enforcement strategies Number of Traffic Collisions (Fatal/Injury), DUI collisions/ arrests, and traffic Citations Total number of incidents 189 Total Number of Traffic Collisions (Fatal- 2/ Injury-187) 61 DUI Traffic Collisions 242 DUI Arrests Citations: 1316 175 Total Number of Traffic Collisions (Fatal- 0/ Injury-175) 45 DUI Traffic Collisions 220 DUI Arrests Citations: 1382 127 Total Number of Traffic Collisions (Fatal- 2/ Injury-125) YTD 51 DUI Traffic Collisions YTD 244 DUI Arrests YTD Citations: 664 YTD Reduce Total Number of Traffic Collisions by 5% and have 0 traffic fatalities consistent with Vision Zero goals. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 POLICE DEPARTMENT Departmental and Program Budget Overview Key Budget Highlights and Changes by Program A Police Department budget of $28,772,431 is recommended for 2023/24. This represents an increase of $2,690,360 over 2022/23. Salaries are recommended at $13,988,613 representing an increase of $831,155 over 2022/2023. This change is mainly due to the addition of a Police Patrol Sergeant allocation and a 2-year limited term Management Analyst funded by the Cops CALEA grant awarded in FY 2022/23. In addition, the increase is attributed to negotiated salary and cost of living adjustments, overtime, and step advances through the salary ranges. Benefits are recommended at $10,297,833 representing an increase of $1,089,660 over 2022/2023. This change is due to the addition of benefits for the 2 additional positions mentioned above, increased retirement costs, workers compensation costs, and employee benefit selections. Services and supplies are recommended at $4,418,650 an increase of $756,545 over 2022/2023. This category is mainly for operating services and supplies, the SAFE program funded by grants, employee training, vehicle fleet repairs and maintenance, Redcom 911 services, CAD services, intragovernmental charges, cleaning services and communications services. The increases in this category represent funding for the independent police auditor, education and development. Risk Management and Information Technology intragovernmental charges are increasing due to the removal of a previous rate holiday in risk management necessary to build reserves to appropriate levels following a year of increased costs as well as additional investment in citywide technology improvements such as server replacements, By Departmental Program 2022 Actuals 2023 Revised 2024 Budget Police Administration 4,576,675$ 4,954,197$ 6,196,578$ Police Communication 1,987,064 1,995,970 2,148,463 Police Cad/rms 416,093 428,647 428,647 Police Investigation 1,254,593 1,349,813 2,013,167 Police Patrol 13,976,491 14,027,205 13,404,930 Police Traffic Safety 1,011,093 888,802 1,822,168 Police Records 770,140 795,309 857,625 Parking Enforcement 336,569 272,023 283,026 General Fund Police Department 24,328,718$ 24,711,966$ 27,154,604$ Police Grants 1,428,124 1,224,070 1,451,211 Abandoned Vehicle Abatement 149,612 146,035 166,616 Non General Fund Police Department 1,577,736$ 1,370,105$ 1,617,827$ Police Department 25,906,454$ 26,082,071$ 28,772,431$ By Account Type 2022 Actuals 2023 Revised 2024 Budget Salary 12,255,744$ 13,157,458$ 13,988,613$ Benefits 8,664,903 9,208,173 10,297,833 Services & Supplies 4,709,826 3,662,105 4,418,650 Utilities 62,466 54,335 67,335 Capital Expenditures 88,515 - - Transfers 125,000 - - Police Department 25,906,454$ 26,082,071$ 28,772,431$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 POLICE DEPARTMENT cybersecurity to protect sensitive data and installing reliable internet connection for use during emergencies, slightly offset by a reduction in grant program costs. Utilities are recommended at $67,355 an increase of $13,000 over 2022/2023 due to rising utility costs expected in FY 2023/24. Capital expenditures are recommended at $0 in FY2023/2024. Looking Forward The Department remains heavily focused on the development, coaching, and mentoring of our most valuable resources, our staff. The Department intends to invest in professional development, organizational wellness, increasing capacity, reducing span of control, enhancing levels of supervision, and expanding transparency. The Department is committed to ongoing evaluation and exploration of opportunities to re-imagine policing to develop new and innovative ways to improve community safety and service delivery. The Department is dedicated to maintaining essential emergency services while ensuring resources are optimally deployed, operations are streamlined for efficiency, and services provided are cost-effective, all while maintaining a high level of service to the community members of the City of Petaluma. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 POLICE DEPARTMENT DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES Public Works and Utilities DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES Description The mission of the Public Works and Utilities Department is to deliver exceptional services to our community through dedication and innovation. The City Council’s Goals and Priorities provides the framework that guides our way in defining and implementing departmental priorities and actions. The nature of our work ranges from routine maintenance of our infrastructure, regulatory compliance, designing and constructing capital improvement projects, responding to the climate crisis, preparing for and responding to emergencies, distributing and recycling water, maintaining airport and marina operations, and ensuring that public transportation is available throughout the year. We seek to maintain and improve the quality of life for all residents, organizations, and visitors. Our team’s success relies on the sharing and management of equipment, resources, and expertise across the various Public Works divisions and workgroups. The department is comprised of the following operating divisions: Administration, Capital Improvement Projects/Engineering, Environmental Services, Operations, Transit, Airport, Marina, and Development (City) Engineering. The department operates and maintains the City’s public infrastructure, transportation systems, fleet, streets, streetlights and traffic control devices, marina and airport, infrastructure for water, wastewater, and stormwater, and the Ellis Creek Water Recycling Facility (WRF). Administration staff promotes accountability, management, leadership, collaboration, and sound fiscal oversight while coordinating customer service requests and supporting asset management and work order systems. Administration staff assists in the preparation and coordination of council agenda, budget, and annual report documents; prepares annual fiscal projections; provides support for grant and contract administration; oversees asset management and customer service requests; manages utility rates; provides clerical support for department and division managers; and provides clerical and virtual meeting support for Council-appointed committees and commissions. The Engineering Division provides engineering services for capital projects and development entitlements, permitting, inspections, and traffic engineering. Comprehensive Development Engineering addresses new development initiated by outside interests, which involves managing City land transactions and overseeing developer agreements and public improvements. Included in these services are vesting and tentative (parcel) maps, utility service and other encroachment permits, right-of-way management, construction inspections, and traffic engineering. Capital Projects, as the other arm of our Engineering Division, focuses solely on the planning, design, and construction of capital improvements, all initiated and performed by (or contracted by) the City. Combining these functions in a single division allows us to efficiently share and leverage our engineering resources across a broad range of services. It creates a broader knowledge base of engineering-related activities and services, which fosters collaboration and enhances services to the community. Mission Statement Committed to providing exceptional services to our community as stewards of our built and natural environments, safe mobility, water & sewer systems, and supporting infrastructure and programs. We are building a culture of excellence in serving our community and we aspire to be a national leader in Public Works and Public Service. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES Capital Projects is part of the Engineering Division and is responsible for managing the City’s Capital Improvement Program (CIP) and providing project management of the individual projects and grants related to the CIP. Tasks include preliminary and final design services, environmental planning and permitting, inspections, and construction management; grants administration; and setting annual water, sewer, and pavement improvement priorities. Capital improvements include pavement rehabilitations and upgrades, including high-priority active transportation/safe streets and traffic calming projects (encompassing both quick-build and hardened improvements), new signage, streetlights, and traffic controls. Also, a large part of our capital projects involve bridge evaluations and repairs; upgrades to water and wastewater facilities; improvements to trails and parks; maintenance of public buildings; drainage and flood control systems; and upgrades to airport, marina, and transit facilities. The CIP team, consisting of project managers, engineers, inspectors, and technical staff, drives projects from conception to completion by effectively managing project budgets, schedules, consultants, design and permitting activities, and construction contractors – in collaboration with other City departments as well as funding and regulatory agencies. Traffic Engineering, also within the Engineering Division, reviews traffic infrastructure improvements; assesses potential traffic impacts resulting from private development and transportation permits; and reviews and prepares traffic and parking control plans. Our traffic team also oversees all traffic studies, speed surveys, pavement condition assessments, and pavement management plan updates. This team manages and maintains the City’s traffic intersection signals and midblock RRFB’s (pedestrian flashing beacons), which encompasses programming, timing, corridor coordination, safety improvements, maintenance, and controls for nearly 6,000 streetlights and 52 traffic- signal controllers. Traffic signal technicians perform preventative maintenance and respond to nearly 3,000 annual requests for underground service alerts. Traffic engineering staff participates in the SCTA (Sonoma County Transportation Authority) Countywide Bicycle and Pedestrian Bicycle Advisory Committee and the Sonoma-Marin Area Rail Transit (SMART) Advisory Committee. The Active Transportation project manager, in close coordination with the Traffic Engineering team, also serves as staff liaison to the Petaluma Pedestrian and Bicycle Advisory Committee (PBAC). The Operations Division manages and maintains several critical facets of our community’s infrastructure, and involves the following funds: • The Automotive/Equipment Maintenance Shop maintains and repairs the City’s fleet, ensuring the safe and reliable operation of nearly 100 vehicles and pieces of mobile equipment. • Downtown Streets/Sidewalks Maintenance, overseen by both Operations and Engineering, involves street and sidewalk maintenance and inspections to ensure that Americans with Disabilities Act (ADA) standards are being met. • The Petaluma Turning Basin and D Street Bridge funds the operation and maintenance of the D Street Bridge and the City-owned docks and utilities in the Turning Basin. • The Gas Tax Fund receives gas tax revenues. These are transferred to the Street Operations Fund and used to maintain City streets, signs, signals, and streetlights. Street Maintenance, a part of the Operations Division, funds pavement and right-of-way rehabilitation and repairs, including pothole patching, overlays, trench repair, dig-outs of broken pavement, crack sealing, weed abatement, debris removal, trail surface DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES maintenance, and tree trimming. The street crews also provide emergency responses during floods and natural disasters and temporary mitigation in support of the sidewalk repair program, while engineering staff manages the sidewalk repair program. • Street Signs and Markings installs and maintains street markings and signage, including regulatory, directional, street, and special signs, and applies traffic markings such as crosswalks, fog lines, bike lanes, reflectors, painted curbs, and yellow traffic buttons. The Petaluma Municipal Airport and the Petaluma Marina are overseen by the Public Works Administration Division and managed by the Airport and Marina Manager. The airport handles approximately 60,000 take-offs and landings each year. The Airport Enterprise Fund supports the management of 164 City-owned aircraft storage hangars, 20 private hangars, 118 tie-down spaces, 2 commercial operators, and hosts 240 tenant aircraft. Additionally, the airport maintains an automated weather observation system, and a ground communication link to the Federal Aviation Administration. To ensure the availability of a safe and reliable fuel source for aircraft, the City provides 24/7 self-service avgas and jet fuel on demand. These systems are vital to supporting flight operations, including lifesaving medical flights, air charter, and cargo services. Also under the oversight of the Airport and Marina Manager is the Petaluma Marina, which has 186 berths varying from 22 ft. to 40 ft. in length. The marina has a current occupancy rate of 43% and offers a public launch, pump-out, and fuel service. Additionally, the marina provides critical emergency services by hosting the Sonoma County Sherriff Marine Unit vessel and providing the primary launch for Petaluma Fire and Police rescue vessels. Petaluma Transit and Petaluma Paratransit are managed by the Transit Division, which consists of both City staff and a contracted transit operator. This cost center accounts for Transit administrative functions, including staffing, financial, and operational oversight of the contract operations, and support of City Council and Transit Advisory Committee activities. The operation and maintenance contract, currently with MV Transportation, Inc., is accounted for in a related cost center. Wastewater Administration serves Wastewater Enterprise operations and is located at both the Ellis Creek Water Recycling Facility (WRF) and the Public Works Water Field Office. The team works collaboratively with operational staff to promote efficiency, accountability, fiscal and asset management, and to provide customer service. Primary responsibilities include budget analysis and coordination, fiscal projections and analysis, grant and contract administration, coordination of asset management and customer service request programs, and management of utility rates. The cost center includes transfers to Capital Improvement Program (CIP) accounts, intergovernmental charges, and membership costs to key wastewater and recycled water agencies, including Bay Area Clean Water Agencies (BACWA), and the California Association of Sanitation Agencies (CASA). The Wastewater Collection System, under the Operations Division, provides 24/7 collection and conveyance of domestic, commercial, and industrial wastewater generated within Petaluma and Penngrove to the Ellis Creek Water Recycling Facility (WRF). The system conveys wastewater through lateral service pipes from homes, businesses, and other customers to sewer mains that transport sewage via a network comprised of more than 195 miles of pipes. The operation and maintenance of nine sewer pump stations are funded by a related cost center. A continuous inspection program identifies problem areas when remote control TV cameras are inserted through the main pipelines. Preventative cleaning of sewer lines is accomplished using a high- pressure water jet vacuum truck. Wastewater pump stations, managed by the Environmental Services Division, fund the reliable operations and management of the City’s 9 sewer pump DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES stations that deliver an average daily flow of 3.7 (drought) to 4.5 (non-drought) million gallons per day (MGD) during dry weather conditions, and up to 36 MGD of wet weather wastewater flow to the Ellis Creek Water Recycling Facility (WRF). This increase is primarily due to inflow and infiltration (I&I) of stormwater into the sanitary sewer collection system, storm inlets improperly connected to sanitary sewer lines, and illicit connection of sump pumps and similar devices. Wastewater Storm Drain, managed by the Operations Division, funds the portion of the storm drain maintenance program directly related to the operation of the sewer utility. Stormwater crews clear, clean, and maintain approximately 4,645 storm drain inlets and catch basins, and numerous culverts, open ditches, and creeks. They also operate and maintain the three stormwater pump stations located at Payran, Vallejo, and Wilson Streets. Water Administration serves the Water Enterprise operations, located primarily at the Water Field Office, and works collaboratively with operational staff to promote efficiency, accountability, fiscal and asset management, and customer service. Primary responsibilities include the preparation of Council agenda reports and other correspondence, budget analysis and coordination, fiscal projections and analysis, grant and contract administration, coordination of asset management and customer service request programs, and management of utility rates. The cost center includes transfers to CIP accounts and intergovernmental charges. Water Conservation, within Water Operations, funds water conservation outreach and programs, drought response, and water supply planning. Year-round Water Conservation programs include Water-Wise HouseCalls; Mulch Madness for turf replacement; free water conservation device giveaways, rebates for toilets, washing machines, pool covers, and Laundry-to-Landscape greywater systems workshops, demonstration gardens, and public outreach at events and through social media, print and digital press, direct mailers, website, and through regional partnerships. Water Customer Service is part of the Operations Division and works closely with the Finance Department to investigate and resolve customer-billing issues by addressing customer billing inquiries related to high water use or leaks, responding to service orders for meter turn-ons/off and read checks, and requests for utility billing system support. Water Leak Detect/Cross Connect utilizes leak detection equipment to identify water leaks and manages the state mandated cross-connection control program. The wholesale purchase of the City’s water supply from Sonoma Water is accounted for by a related cost center. Overseen by the Operations Division, this cost center funds the purchase of the City’s water supply from Sonoma Water under the terms of the wholesale water purchase agreement (Restructured Agreement for Water Supply). Managed by the Operations Division, potable water from Sonoma Water and 21 municipal wells is transmitted and distributed to City customers through seven water pump stations, nine active storage reservoirs with 11.1 million gallons of capacity, five pressure zones, and over 240 miles of transmission and distribution pipelines serving 20,379 metered customers with over 7,700 valves and appurtenances. This cost center funds the maintenance and repair of the pipelines, including a California state- certified Water System Operator, to assure water quality and reliability of service of the distribution system. Quality and reliability are achieved by overseeing continuous testing for pathogens and chlorine levels; and continuous monitoring of deliveries, leaks, and system pressures. And lastly, the Storm Drain Utility Administration, managed jointly by the Operations and Environmental Services divisions, encompasses the City’s non-wastewater related stormwater maintenance and operations activities and regulatory compliance functions, including DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES maintenance of City drainage waterways, drainage inlets, manholes, and culverts. The City’s National Pollutant Discharge Elimination System (NPDES) Storm Water Program and Municipal Separate Storm Sewer System (MS4) permit activities and flood alert system are funded by this cost center. Major Accomplishments and Highlights Here are a few examples of recent accomplishments and programs within each area of Public Works: • Environmental Services (Ellis Creek WRF and Environmental Programs): o The Biogas-to-Biofuel (B2B) project at Ellis Creek WRF will beneficially use biomethane to produce compressed natural gas (CNG) to fuel the refuse collection vehicles that service the City. The biomethane is produced as a byproduct of municipal wastewater solids and from high strength waste (HSW). The project recently obtained a Bay Area Air Quality Management District (BAAQMD) permit to operate the CNG system and to construct the HSW system. Necessary improvements to start-up the system and enter into agreements with Recology are ongoing. Continued expansion of the recycled water system to serve additional customers. Parks and irrigation areas along Maria Drive are now connected to the city’s recycled water system. o Continued the biosolids management strategy to adapt to upcoming regulatory requirements. o Completed 100% design of Phase 3 of the tertiary recycled water treatment expansion project to expand filtration treatment capacity. o Actively managed the application of pretreatment requirements on the City’s industrial users while many industries were navigating significant changes to their operations. o Issued permits for significant industrial users and non-significant categorical users. o Completed Phase 1 of the tertiary recycled water treatment expansion project. o Received Environmental Laboratory Accreditation Program (ELAP) accreditation that includes new The NELAC Institute (TNI-2) regulations. • Operations (Water, Wastewater, and Streets): o Due to historic drought conditions, the City implemented its Water Shortage Contingency Plan in 2022 in response to the ongoing water shortage emergency in our region. Between June 2021 through December 2022, Petaluma ranked among the highest in California by reducing water use by 26% compared to 2020, saving nearly 1 billion gallons of water (991 million gallons of water saved), and offsetting the need to implement further water-use restrictions. o In 2022, the City was awarded the following grants for water supply projects: $10.8 million from Department of Water Resources 2021 Urban and Multibenefit Drought Relief Program for the Adobe Road Recycled Water Pipeline Expansion, Advanced Metering Infrastructure, and Aquifer Storage and Recovery Feasibility Study; $6.9 million from Bureau of Reclamation through North Bay Water Reuse Authority for the Ellis Creek Water Recycling Facility Tertiary Treatment Capacity Upgrades, Adobe Road Recycled Water Pipeline Expansion, and Maria Drive Recycled Water Pipeline Expansion; and DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES $13.7 million from the Water Resources Development Act of 2022 for water and wastewater infrastructure including recycled water projects. o Began the process of creating an Integrated Water Management Plan (IWMP) to help identify and analyze potential water supply alternatives to help meet the City’s goal of increased local water supply resiliency. o Amended the City’s 2020 Water Shortage Contingency Plan. o Created a Water Resources and Conservation Division within Public Works & Utilities to oversee the water conservation program and water supply planning. o Continued with Master Plan documents for the water distribution system and sewer collection system to coincide with the general plan update. These master plans will drive near term project planning. o Continued with the replacement of undersized water mains, failing and leaking water services, and antiquated sewer mains. o Continued development of a master plan for the City Corp Yard to meet future needs. o Moved forward with the electrification of pool cars and crew support vehicles. Integrated eight electric vehicles into its operational fleet including four electric pool vehicles, two electric operations crew work trucks, and three electric vans for operations and water conservation o Implemented a pilot program for the AMI water meter program. Installed over 50 AMI endpoints for various city park, city facility, and high user accounts with the goal of tracking water usage and identifying water leaks. o Managed barriers, barricades, and signage in support of Free Range, Slow Streets, and a street mural project. o Performed encampment cleanup efforts in the Cedar Grove area. • Engineering (including Development Engineering and Capital Improvement Program (CIP) engineering): o With the passage of the Measure U sales tax initiative and the use of the proceeds for a bond issue, we have been able to achieve unprecedented large- scale pavement improvement projects throughout the City. This work will continue at an accelerated pace over the next few years as we seek to rehabilitate our street and surface transportation infrastructure with an emphasis on incorporating active transportation, traffic calming, and complete streets elements. o Continued work on agency permits and environmental studies for the Caulfield “Southern Crossing” Bridge, including selection of a consultant to perform final design for the project. o Completed Phase 1 of the 1st and F Street bridge project which included replacement of the original wooden bridge with a new precast concrete bridge (Phase 2 will enhance pedestrian facilities near the bridge). o Improved airport safety through hangar repairs and runway lighting upgrades. o Improved numerous community facilities and parks. o Completed the Cavanaugh Center roof replacement and initiated the Library and Community Center roof repairs. o Performed deferred maintenance work on multi-use paths, sports courts, and turf fields. o Completed construction of Petaluma Boulevard South Road Diet project from E Street to Crystal Lane. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES o Increased vehicle, pedestrian, and bicycle safety through the sidewalk, crosswalk, and bicycle facility upgrades throughout the City. o Supported the U.S. Army Corps of Engineers’ activities to dredge the Petaluma River and Turning Basin, and ensured the Shollenberger Park dredge disposal site was ready to receive dredge materials and kept viable for use during dredging operations. o Completed dredging of the Petaluma Turning Basin as well as Phase 1 of the Marina dredging. o Continued replacement of aging water services and wastewater collection infrastructure, including completion of the water main behind the SRJC campus, which allowed for completion of the Manor Tank recoating project, installation of recycled water main along Maria Drive, and completed water service replacement on Samuel Drive, Maria Drive and Garfield Drive (and surrounding neighborhoods). . o Completed full rehabilitation of various water and sewer pump station projects, including the Victoria/Country Club water pump stations and Payran sewer lift station. o Initiated significant pavement restoration work for 50 lane-miles of roadway; and made considerable progress in design efforts for solar installations at four city facility locations. Development Engineering provided technical support and engineering oversight for major development projects throughout the City. o Upgraded the traffic signal central management system with improved communications, upgraded equipment, and new system performance measures to monitor overall performance. • Airport: o Completed the paving phase of the Aircraft Parking Apron Rehabilitation project. The final phase of slurry seal, tie-down anchors, and surface markings will be completed in spring 2023. This project will provide more usable space for Airport tenants to store their aircraft and increase the lifespan of the existing pavement. o Resealed, surveyed, and repainted the Airport Segmented Circle, completing the Windsock Paving Project. This will assist visitor aircraft in determining the standard traffic pattern from the air and will help to prevent aircraft from flying low over local neighborhoods. o Rebuilt the Automated Weather Observation System (AWOS) to provide more reliable weather reporting for Airport users. • Marina & Turning Basin: o Completed dredging of the Turning Basin and removed a legacy wood dock. This project will enable the installation of a new public dock from the River Plaza to Cavanagh Landing in early FY24. o Completed a safety dredge of the Marina, which will provide first responders with 24/7 access to the Petaluma River. • Transit: o Marketed and promoted the Veteran & Active-Duty Military Fare Free Program. o Processed 121 paratransit applications in-house. o Created the first-ever Petaluma Transit Disadvantaged Business Enterprise (DBE) Plan. o Petaluma Transit vehicles participated in five community outreach parades/events. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES o Participated in the Metropolitan Planning Commission (MTC) Blue Ribbon Transit Recovery Task Force and Sonoma County Transportation Authority (SCTA) “Future of Transit” Ad-Hoc committee. o Served on the Petaluma Vehicle Miles Traveled (VMT) Technical Advisory Committee and the General Plan Advisory Committee (GPAC). o Received $3 million in funding for electric bus purchases, transit yard facility electrification upgrades, and bus stop improvements, as part of a larger $24.1 million-dollar TIRCP grant award (including $10.1 million dollars awarded to SMART for construction of the Corona Street SMART station). o Engaged in design work for electrification improvements at the Transit Yard (555. N McDowell Blvd), which are necessary to accommodate the first wave of electric transit buses. o Successfully acquired grant funding through the Sonoma County Climate Resiliency Fund to provide free transit for all K-12 students starting in June 2023 for a two-year period (minimum). o Provided free fares for eight community holidays/events. o Became the first City to apply to the PG&E Green Fleet program. o Upgraded all Petaluma Transit fixed route buses to the Next Generation Clipper Hardware (“Clipper 2.0”) – the first Bay Area transit agency to complete installation of the system. Goals and Priorities • Environmental Services: o Complete and successfully launch the high-strength waste portion of the Biomass to Biofuel (B2B) project, re-using waste locally to produce fuel for the City’s refuse truck fleet. o Establish bids for the construction of the Tertiary Recycled Water Expansion project. o Begin implementation of the statewide trash provisions for new and redevelopment projects, including City projects. o Collaborate with other watershed partners to develop the bacteria total maximum daily load (TMDL) to be adopted into the Petaluma River basin plan. o Complete construction for relocating the Ellis Creek outfall. o Study options for increasing recycled water storage and expansion of the distribution system in concert with the completion of an updated Integrated Water Management Plan (formerly knowns as the Recycled Water Master Plan). o Maintain a robust pretreatment program to protect our community’s investment in the ECWRF. o Comply with National Pollutant Discharge Elimination System (NPDES) permit requirements at ECWRF. o Maintain equipment at ECWRF to continue to provide a robust and reliable treatment process at the ECWRF. • Operations: o Complete water distribution and wastewater collection master planning efforts to provide 5- and 10-year investment plans to increase resiliency and reliability. o Complete the IWMP and identify near- and long-term water supply projects to be implemented for local water supply resiliency. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES o Comply with water loss standards (SB555) and urban water use objectives that include indoor, outdoor, commercial, industrial, and institutional irrigation uses and allowed water loss (AB 1668 and SB 606) o Flush water distribution mains, maintenance valves, and fire hydrants to align with state requirements. o Continue replacement of aging sewer mains to reduce inflow and infiltration. o Continue water service replacement program to replace failure prone water service connections and reduce water loss. o Implement a new asset management program for all water, sewer, storm, and street infrastructure to track level of effort, costs, and maintenance hot spots. o Complete the master plan for the Corp Yard to increase operational efficiency and long-term effectiveness for water, wastewater, streets, parks, facilities, and city service partners. • Engineering (including Development Engineering and Capital Improvement Program (CIP) engineering): o Implement the approved Capital Improvement Plan. o Develop the CIP team by filling remaining vacancies and establishing new practices and protocols for excellence in project management execution. o Continue to grow and develop the newly hired CIP team and further the culture of excellence. o Ensure that the Trestle Rehabilitation Project is shovel-ready and continue to aggressively seek funding opportunities for construction. o Continue efforts to implement Vehicle Miles Traveled (VMT) principles. o Continue efforts to update the City’s floodplain models and FEMA maps, accounting for sea level rise. o Re-envision project tracking and metrics for CIP projects using technology such as Procore and Power BI, making the City an industry leader. • Airport: o Continue the City Planning process for updating airport zoning and Planned Community Development (PCD). o Continue needed repairs to Hangar Rows 1-8. o Complete the Airport apron rehabilitation project and start the design process for the Taxiway A / Taxilane B rehabilitation project. o Complete revisions to Municipal Code Title 16 & the Airport Minimum Commercial Standards. • Marina: o Secure funding for Marina dredging. o Conduct a Marina & Turning-Basin dock evaluation. o Integrate the new marina management software into existing systems and procedures. o Install a network for the Marina. • Transit: o Complete design for near-term electrical improvements of the Transit Facility. o Implement a micro-transit or shuttle to/from the downtown area. o Successfully create a free K-12 student youth free transit program DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES o Complete the procurement of Petaluma Transit’s first zero-emission/electric buses. Performance Measures Strategic Goal Description Measure Type FY 2021/22 Measure FY 2022/23 Target FY 2022/23 Measure FY 2023/24 Target A City That Works Pavement Condition Index (PCI, 0-100 scale Output 46 47 Not yet available 48 A City That Works Streets Improved (miles/year) Output 8 9 9 10 A City That Works Sidewalks & Trails Improved (feet/year) Output 4000 7000 7000 7500 A City That Works Solid Waste Disposed (tonnage/year) Output 28,207 36,354 Not yet available 32,719 A City That Works Water Treated (millions of gallons/year) Output 1645 1900 Not yet available 1800 A City That Works Recycled Water Distributed (millions of gallons/year) Output 658 530 Not yet available 650 A City That Works Transit Ridership (people/year) Output 121,942 146,330 212,365 235,000 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES Departmental and Program Budget Overview DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES Key Budget Highlights and Changes by Program A Public Works and Utilities Department budget of $111,819,264 is recommended for 2023/24. This represents an increase of $32,816,518 over 2022/23 and includes budgets in Utilities, Enterprise, and Special Revenue funds as well as costs supported by the General Fund. Total salaries are recommended at $12,605,156 representing an increase of $890,214 over 2022/23 due to the addition of new positions recommended to provide leadership and support for management of Streets, Water and Wastewater. A Deputy Director of Operations to provide management of transportation, traffic, and streets division; Utility Technician, Water Service Representative and Environmental Service Analysts to support increased service demands experienced in the Utility divisions; Administrative Assistant and Management Analyst to provide department wide support across all divisions; and a GIS Specialist and Water Resource Engineer for project management and GIS support. Also driving the increase are negotiated cost-of-living adjustments, changes in staffing allocations, and step advancements through the salary ranges. Total Benefits are recommended at $5,430,502 and represent an increase of $172,526 over 2022/23. The increase in benefits costs is associated with the addition of new positions mentioned above as well as increased retirement, and workers’ compensation costs, and employee benefit selections. Total services and supplies are recommended at $42,431,093, which is mainly costs for wholesale water purchases, contracts for contract bus service, biosolid hauling, maintenance, as well as debt service payments, inspections, maintenance of water supply and wastewater lines, lab testing, purchases of fuel and other supplies. This is an increase of $3,539,645 over 2022/23. Main drivers of this increase include- • Intragovernmental charges increased by $2.1 million • Transit – Contract Bus Service increased by $.5 million • Wastewater- Increased equipment, Integrated Water Management Plan, and chemical purchases $.6 million • Water- Integrated Water Management Plan, increased cost of water purchases $.3 million Services and supplies line includes intragovernmental charges of $ 6,809,781 for administrative overhead, Information Technology, and Risk Management. Risk Management and Information Technology intragovernmental charges are increasing due to the removal of a previous rate holiday in risk management necessary to build reserves to appropriate levels following a year of increased costs as well as additional investment in citywide technology improvements such as server replacements, cybersecurity to protect sensitive data and installing reliable internet connection for use during emergencies. Utilities are recommended at $3,182,432, a slight decrease of $87,700 from 2022/23 representing aligning to the annual expected cost. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES Capital expenditures are recommended at $2,250,775 reflecting a decrease of $1,187,725 from 2022/23, mainly due to one-time capital purchases in the prior year. Below is a list of capital purchased included in FY 24. More detail can be found in the citywide capital vehicle and equipment appropriations section included in this budget document. • Transit - $1.9 million for two electric buses is recommended. • Wastewater- $177k for replacement vehicles and project software • Water - $117k for replacement vehicles • Storm Water - $160k for excavator and small electric sweeper Transfers out are recommended at $45,919,306 representing an increase of $29,489,558 due primarily to increased activity related to CIP projects and corresponding transfers out. Below is a summary of transfers out by fund to Please see the CIP section of the budget document for more details. • Streets $5 million transfers to fund CIP projects • Water $8 million transfers to fund CIP projects • Wastewater $27.8 million transfers to fund CIP projects • Transit $1.3 million transfers to fund CIP projects • Airport $.5 million transfer to fund CIP projects Looking Forward The Public Works and Utilities Department faces both challenges and opportunities in the years ahead as the City continues to grow and evolve. Some of the major challenges that the department must address include the following: 1. Aging Infrastructure: Many of the City's roads, bridges, water, and sewer system elements are aging and in need of repair or replacement. The department must balance the need for infrastructure improvements with the cost of these projects. 2. Climate Change: Petaluma is vulnerable to the impacts of climate change, including sea level rise and more frequent and severe weather events. The department must develop strategies to mitigate, prepare for, and adapt to these impacts. 3. Fiscal Constraints: Like many municipalities, Petaluma faces fiscal constraints that limit the department's ability to invest in new projects and programs. The department must find ways to maximize resources and identify new sources of funding to address these challenges, including seeking grants and other funding opportunities. 4. Resource Development and Limitations: As a community that is rebuilding, so is the organization itself, with many new team members coming on board in just the DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES last 2-3 years. Training, development, and the implementation of best practices and standard operating procedures takes time. Implementation of new tools and technology also takes time for our staff to learn, master, and fully implement. A summary of opportunities for the department include: 1. Infrastructure Improvement Projects: There are numerous infrastructure improvement projects on the horizon, including improvements to various streets and upgrades to the City's water and wastewater systems. These projects will help to modernize the City’s infrastructure, improve water quality, and enhance public safety. 2. Increased Staffing and Training: Over the past year, the Public Works Department has filled numerous staffing vacancies across many of its divisions, which have been difficult to fill. The department is now focused on building a culture of excellence through training and developing both new and existing employees. In the end analysis, we are a people-oriented organization: a fully staffed and trained department will improve efficiency and effectiveness by accomplishing more projects and programs, enhancing operations, implementing innovative solutions, and improving customer service. 3. Smart City Technologies: The department can leverage smart technologies, such as software tools, sensors, data analytics, and automation, to improve the efficiency of City operations, reduce costs, and enhance the quality of services provided to residents. By embracing new technologies, the department can help to create a more innovative and responsive city. Examples include an asset management system, construction and project management software, advanced metering infrastructure, traffic study and data collection technology, traffic signal upgrades, fleet management telematics, data visualization, and other technology improvements. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS & UTILITIES DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CIP-i CAPITAL IMPROVEMENT BUDGET City of Petaluma Capital Improvement Budget and Five-Year Capital Improvement Plan Fiscal Years 2024-2028 The annual capital budget and five-year Capital Improvement Plan (CIP) is a spending plan for the City's infrastructure needs, which is based on the City Council priorities listed below. For more information about project status and schedules -- https://cityofpetaluma.org/capital- improvements-program/ CITY COUNCIL GOALS AND PRIORITIES The City Council reviews its Goals and Priorities annually and staff develops its workplans based upon Council’s stated priorities. In 2021, two workshops were held to get community input and feedback. Based on the feedback, the City Council finalized the goals and priorities for the Fiscal years –2021-2023. The City Council Goals and Priorities can be found at cityofpetaluma.org/goals. The priorities guide both budget development and department priority-setting. The public has the opportunity to provide input into this process as well as during the annual budget review. A Council meeting was held in March of 2023 to review and revise goals. The following guides the City Council’s priorities: •A CITY THAT WORKS: Ensure a fiscally and organizationally sustainable City that is innovative and efficient; provides valued services promptly and professionally; engages the community, and proactively funds, designs, installs and maintains City infrastructure that is safe, functional, and sustainable and serves the needs of our residents. •SAFE COMMUNITY THAT THRIVES: Support facilities and design programs that create a healthy, resilient, and engaged community that is prepared, safe, and housed. •ECONOMY THAT PROSPERS: Encourage a thriving business environment that results in a strong, diverse, resilient economy and supports community prosperity. •ENVIRONMENTAL LEGACY: Climate Change/Sustainability and Climate Action Plan. Preserve and protect Petaluma’s environment for future generations and become a municipal leader in sustainability by protecting our river and open space; reducing and drawing down greenhouse gas emissions; and encouraging sustainable development. •SPACES AND PLACES: Create inviting natural and built places and spaces for contemplation, play, arts, and connection while celebrating our history and encouraging community pride. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CIP-ii CAPITAL IMPROVEMENT BUDGET BUDGET PREPARATION The City's annual budget process begins in November with the development of the capital budget and concludes in June with the release of the adopted budget. The operating and capital budgets are developed on behalf of the City Manager, in consultation with senior management and the Director of Finance, by utilizing six main sources of information: • City Council’s Top Goals and Priorities and other City Council direction • Community input • Available Funding and Fiscal Sustainability • Service level and infrastructure needs prioritization • Comprehensive Plan, which contains the City's official policies on land use and community design; transportation; safety; natural environment; community services and facilities; and business and economics The planning phase begins annually in November for the next budget cycle. In conjunction with the planning phase, an in-depth analysis of available funding for the Capital Improvement Program (CIP) is conducted by the Finance Department with assistance provided by Project Managers and public works administration team. The CIP team develops and submits preliminary project lists to the City Manager for discussion. The executive team reviews the proposed plan, and the preliminary Capital Improvement Plan is finalized for City Council consideration. CAPITAL PROJECT PRIORITIZATION As part of developing the capital budget, staff must prioritize how to allocate limited resources over a variety of competing needs and demands. Projects and funding levels are prioritized utilizing several criteria, including: City Council priorities; Health and safety implications; Continuing projects; Funding required; and Feasibility, scope, and level of resources required. In addition to the criteria outlined above, the prioritization of Enterprise Fund CIP projects is determined by the department that manages the Enterprise Fund, and planned using several more factors such as the department's operational needs, funding availability, CIP strategic plan, oversight committee direction, and specific City Council direction. DOCUMENT LAYOUT The Capital Budget document provides readers with a project narrative, cost estimates, methods of financing, and estimated start and completion dates for the City of Petaluma’s CIP for the next five years as well as estimates for current year activity. The document incorporates a summary section that includes a DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CIP-iii CAPITAL IMPROVEMENT BUDGET capital projects overview, project funded status, fiscal year sources and uses and appropriations by project. Following the summary section, the document is organized by category and includes: Airport Capital Projects Facilities Capital Projects Parks Capital Projects Public Works Capital Projects Recycled Water Capital Projects Surface Water Capital Projects Transit Capital Projects Wastewater Utility Capital Projects Water Utility Capital Projects Each section contains the following elements: Capital Projects Summary Budget Overview: Each category includes a summary of the entire 5-year CIP plan and includes total uses and sources estimated over the 5-year period. Current year estimates are included as well as budgeted costs for the upcoming year and projections over the remaining 4 years. Capital Projects Narrative Pages: Following the Summary Budget Overview in each category, the reader finds information for each capital project, both recurring and non-recurring projects. Each one-page narrative includes a description and justification for the project, estimated start and completion dates as well as the project manager and department representative/department responsible for delivery of the project. A picture of each project is also included. Financial Overview: Each project also includes a financial overview that provides historical expenditure levels, current year estimates and an estimated spending plan for the duration of the project over the 5- year period. The uses are categorized by the project phase. The sources are categorized by the type of funding and the fund providing the funding. RECENT ACCOMPLISHMENTS In addition to the City’s Capital Improvement Program, significant effort goes into initiating projects within the City’s jurisdiction but funded by other agencies and therefore not included in the City funded Capital Improvement Program. Below are some recent examples of major initiatives that were initiated and/or completed outside of the City’s CIP and have utilized and, in some cases, continue to utilize, significant City resources: Facilities Solar Panel Installation – This project will provide for oversight of the construction of solar arrays at the Community Center, Petaluma Police Department, Swim Center, and Petaluma Community Sports Fields. In furtherance of the City of Petaluma’s Climate Action goals, the City entered into a Power Purchase Agreement (PPA) with ForeFront Solar to construct parking lot canopy photovoltaic solar arrays. Fully funded by the PPA with no capital expenditure from the City, the 20-year cumulative projected savings from this project is $2.9M. Work commenced in FY 21/22 with design completed on the Community Center and Police Department. Installation at these four facilities is planned for completion in the next fiscal year. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CIP-iv CAPITAL IMPROVEMENT BUDGET ECWRF Floating Solar – This project will provide a floating solar array on pond 3 at the Ellis Creek Water Recycling Facility. The City entered into a Power Purchase Agreement (PPA) with White Pine Renewables and all costs will be paid for by the PPA. The cumulative savings from this project are projected to be $3M over 20 years. Design commenced on this project in January 2023, with construction expected to begin December 2023. Extensive project management and coordination for consultant selections, design, PG&E interconnect, agreements started in November 2021. Float House – project management and coordination for license agreement and event permits. Community Rating System (CRS) and National Flood Insurance Program (NFIP) 5-year audit securing the City’s Class 6 rating and ensuring a 20% discount on flood insurance for our residents in the flood plain. Flood Plain and Sea Level Rise Modeling – project management, consultant and General Plan Update team coordination, tech reviews, agreements. Public Art – support for planning staff and public art committee projects including site and alternatives exploration; identifying infrastructure constraints; meetings; GIS; encroachment permit support; electrical and site support; documents research; coordination with applicant team and planning staff; and construction support. Recent efforts supported David Best’s Arch on Lynch Creek Trail and Fine Balance relocation to H Street. Safe Streets Nomination Program – Developed a program enabling community members to nominate streets and intersections for consideration of “quick-build” traffic calming and safe streets improvements. Safe Routes to Schools Task Force – Collaborated with Petaluma City Schools, Sonoma County Safe Routes to Schools, and safe streets advocates to develop and launch a Task Force program aimed at creating an ongoing dialogue and identifying education, encouragement, enforcement, and engineering strategies to promote safe walking, bicycling, and rolling to schools. Collaboration with SMART regarding the multi-use path project and the new SMART station, which are both in design. Bicycle Parking – Published a webpage enabling community members to request bike racks within the public right-of-way as funding is available. Secured a $33,290 grant for the first round of bicycle rack purchases and installation in 2023. Collaborating with Planning to update requirements and standards to reflect industry best practices. Veterans and Military Free Transit Program – Started the free fare program in 2022 providing free transit to all active duty and veteran military members. Transit Fleet & Facility Electrification – Started design for electrical improvements to the Petaluma Transit facility needed to accommodate an electric bus fleet. Petaluma Transit was the first City facility to apply and to be accepted into the PG&E Electric Vehicle (EV) Fleet Program. TIRCP grant – Received a $24.9 million dollar Transit and Intercity Rail Capital Program (TIRCP) grant in conjunction with SMART and SCTA. Funding will help construction of the Corona SMART station, bus stop improvements, and an electric bus purchase. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CIP-v CAPITAL IMPROVEMENT BUDGET Clipper – Completed the installation of the Next Generation Clipper system (Clipper 2.0) on all fixed route buses. Water System Master Plan – Built and calibrated water distribution model for use in rehabilitation and replacement program for water main replacements. Sewer System Master Plan – Built and calibrated a sewer trunk line model for use in identifying priority projects for sewer main replacement. Integrated Water Master Plan – In response to water supply challenges, efforts have been underway to update the City’s 20-year old Recycled Water Master Plan by developing an Integrated Water Master Plan (IWMP). This plan evaluates all potential alternative water supply sources in an effort to establish long-term resilience and reliability for our community. Water Meter Upgrade – Initiated a grant-funded program to upgrade city water meters to AMI technology to maximize water conservation and empower Petaluma residents to monitor water consumption. Airport Airspace Protection – Started a tree trimming program and partnership with the Rooster Run Golf Course to ensure that trees adjacent to the Airport do not penetrate protected airspace. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CIP-vi CAPITAL IMPROVEMENT BUDGET DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CIP-vii CIP TABLE OF CONTENTS CIP- Table of Contents Capital Projects Overview.................................................................................................. CIP-i Table of Contents ............................................................................................................ CIP-vii Project Funded Status ...................................................................................................... CIP-1 FY 2023-24 CIP Uses and Sources..................................................................................... CIP-5 FY 2023-24 CIP Budget by Project .................................................................................... CIP-6 Projected CIP Project Budgets through FY 2027-28 ......................................................... CIP-9 Airport Projects .................................................................................................................... CIP-11 C61502009 Taxiway A Rehabilitation .......................................................................... CIP-12 C61502117 Safety Zone Improvements by Drainage Channel .................................... CIP-13 C61502218 Airport Emergency Power Back up .......................................................... CIP-14 C61502319 South Taxilane B Rehabilitation ............................................................... CIP-15 New Airport Fuel Facility Improvements ......................................................... CIP-16 New Runway 11-29 Seal Coat .......................................................................... CIP-17 New North Hangar Ramp Seal Coat ................................................................. CIP-18 Facilities Projects .................................................................................................................. CIP-19 C16201304 Community Center Repairs ...................................................................... CIP-20 C11201501 Petaluma Museum Seismic Retrofit ......................................................... CIP-21 E11202345 Seismic Analysis City Facilities Assessment .............................................. CIP-22 C11502015 Electric Vehicle Chargers ......................................................................... CIP-23 E11502346 City Facilities Emergency Power Backup Feasibility Study ....................... CIP-24 C11202018 Emergency Power Backup City Hall & Police Headquarters .................... CIP-25 C11202017 City Hall West Wing Space Remodel & Permit Center ............................. CIP-26 C11202226 City Hall East Wing Remodel .................................................................... CIP-27 C11202120 Public Works Office Upgrades ................................................................. CIP-28 E11202132 City-Wide Facilities Audit & Energy Program ........................................... CIP-29 C11202223 HVAC & Energy Efficiency Upgrades ........................................................ CIP-30 C11202121, C11502224 Library Facility Enhancement and Expansion ........................ CIP-31 Projected Fire Station No. 4 / Public Safety Building ................................................ CIP-32 C11202328 Fire Stations 1, 2 & 3 Remodel................................................................. CIP-33 C11501911 Fire Reserve Apparatus Storage & Security Gate Installation .................. CIP-34 C11202225 Police Department Facility Remodel ........................................................ CIP-35 Parks Projects ....................................................................................................................... CIP-37 C00400205 Playground Replacements ....................................................................... CIP-38 C14501607 Petaluma Community Baseball Field ....................................................... CIP-39 C14402215 Lucchesi Skate Park .................................................................................. CIP-40 C14502008 Lucchesi Turf Field Replacement ............................................................. CIP-41 C14402010 Marina, Turning Basin Dredging & Dock Upgrades .................................. CIP-42 E14402237 Petaluma River Dredging Program ........................................................... CIP-43 C14502012 Shollenberger Amphitheater & Kiosk Improvements .............................. CIP-44 C14502114 Lynch Creek Trail / Crosstown Connector ................................................ CIP-47 C14502317 Kenilworth Park Revitalization Project ..................................................... CIP-48 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CIP-viii CIP TABLE OF CONTENTS Parks Projects (cont.) ....................................................................................................................... C14202319 Prince Park Concession and Restroom Facility Remodel/Repair ............. CIP-49 C14502320 Swim Center Pool Renovation & Repair ................................................... CIP-50 Public Works Projects .......................................................................................................... CIP-51 C16101519 Rivertrail – 101/Crossing, Crosstown Connector ..................................... CIP-53 C16501602 Downtown Pedestrian ADA Improvements ............................................. CIP-54 C16102248 Pavement Restoration & Reconstruction Citywide .................................. CIP-56 C16102147 North McDowell Boulevard Complete Streets ......................................... CIP-57 C16401925 Citywide Bridge Repair ............................................................................. CIP-59 C16102032 Pedestrian Improvements Citywide ......................................................... CIP-60 C16102250 Traffic Signal Improvements- Citywide .................................................... CIP-63 E16502022 Trestle Rehabilitation ............................................................................... CIP-64 C16401824 Caulfield Bridge Crosstown Connector ................................................... CIP-65 C16402141 1st and F St Bridge Replacement- Phase 2............................................... CIP-66 New 1st and C Street Fishing Dock and Community Space ............................... CIP-67 C16501412 LED Streetlight and Facility Lighting Retrofit ........................................... CIP-68 New Street Light Repairs and Upgrades- Citywide ........................................... CIP-69 C16102146 Traffic Calming & Neighborhood Greenways .......................................... CIP-70 C16102251 D Street Improvements ........................................................................... CIP-71 C16402252 Pedestrian Bridge Renovations ................................................................ CIP-72 E16502134 Active Transportation Plan & Wayfinding ................................................ CIP-73 New Caulfield Lane Active Transportation ....................................................... CIP-74 E16102347 Corona Road and McKenzie AT Crossing ................................................. CIP-75 New Bicycle/ Pedestrian Wayfinding & Bicycle Parking ................................... CIP-76 E16082012 Payran UST ............................................................................................... CIP-77 New Utility Underground Study ....................................................................... CIP-78 New Downtown Beautification ........................................................................ CIP-79 New Downtown Public Restroom .................................................................... CIP-80 Recycled Water Projects ...................................................................................................... CIP-81 C66401416 Tertiary Filtration System Expansion ....................................................... CIP-82 C66401302 Agricultural Recycled Water System - Turnout And Meter Replacements ... CIP-83 C66501936 Agricultural Recycled Water System Expansion – Adobe Road/Lakeville CIP-85 C66501834 Urban Recycled Water System Expansion - Maria Extension/Loop ......... CIP-86 New Urban Recycled Water System Expansion – Park Irrigation Conversions CIP-87 Surface Water Projects ......................................................................................................... CIP-89 C16301518 Old Corona Road Water Quality Mitigation ............................................ CIP-90 C16501931 Storm Drain Trash Capture Device Pilot .................................................. CIP-91 C16502254 Wilson Stormwater Pump Station & Outfall Upgrades ............................ CIP-92 New Corona Creek Flood Reductions and Habitat Enhancement ................... CIP-93 C16302255 960 Lakeville Storm Drain ........................................................................ CIP-94 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CIP-ix CIP TABLE OF CONTENTS Transit Projects ..................................................................................................................... CIP-95 C65202110 Transit Administration Building Roof Overlay .......................................... CIP-96 C65502211 Bus Stop Improvements ........................................................................... CIP-97 C65502212 Transit Facility Gate Automation ............................................................. CIP-98 C65502214 Transit Facility Electrification ................................................................... CIP-99 Wastewater Utility Projects................................................................................................ CIP-101 C66501003 Manhole Rehabilitation ......................................................................... CIP-102 C66501518 CNG Fueling Station Ellis Creek .............................................................. CIP-103 C66501840 Chemical System Upgrade at Ellis Creek ................................................ CIP-104 C66401728 Ellis Creek High Strength Waste Facilities .............................................. CIP-105 C66402245 Sewer Main Replacement- Payran & Madison ...................................... CIP-106 C66402348 Sewer Main Replacement – Howard St & Various Locations ................ CIP-107 New Sewer Main Replacement - D Street ...................................................... CIP-108 Projected Sewer Main Replacement Program ....................................................... CIP-109 C66501923 Oakmead, Redwood, and Outlet Mall Lift Station Upgrades ................. CIP-110 C66502032 PIPS Forcemain Replacement ................................................................ CIP-111 C66501930 Replace PIPS High-Capacity Pumps ........................................................ CIP-112 C66502042 C Street Pump Station and Collection System Upgrades ....................... CIP-113 C66402246 Sewer Forcemain Replacement Program .............................................. CIP-114 C66501838 Ellis Creek Outfall Replacement ............................................................. CIP-115 C66402144 Corp Yard Master Plan ........................................................................... CIP-116 C66402349 Ellis Creek Water Recycling Facility Oxidation Pond Flow Structure Rehab .... CIP-117 New Ellis Creek Water Recycling Facility Energy Plan .................................... CIP-118 Water Utility Projects ......................................................................................................... CIP-119 C67501611 Well Construction .................................................................................. CIP-121 C67502225 Water Main Replacement- Payran and Madison ................................... CIP-123 C67502326 Water Main Replacement Howard St and Various Locations ................ CIP-124 New Water Main Replacement- D Street ...................................................... CIP-125 New Water Main Replacement- Washington at Highway 101 ...................... CIP-126 C67502012 Water Main Replacement- Bodega and North Webster ........................ CIP-127 Projected Water Main Replacement Program ....................................................... CIP-128 New Water Services Replacement – St Francis and various locations ........... CIP-129 C67502327 Water Services Replacement - Daniel Drive .......................................... CIP-130 New Projected Water Service Replacement Program ................................... CIP-131 C67501007 Hardin Tank Recoating ........................................................................... CIP-133 C67402122 La Cresta Tank Project ........................................................................... CIP-136 New Oak Hill Tank Replacement .................................................................... CIP-137 New Water Booster Pump Station Upgrades ................................................. CIP-138 C67502224 SCADA Upgrades .................................................................................... CIP-139 New Pressure Reducing Valve Resiliency Program ........................................ CIP-140 E67502243 Aquifer Storage & Recovery (ASR) Plan ................................................. CIP-141 E67502242 Advanced Metering Infrastructure (AMI) .............................................. CIP-142 New Bulk Potable/ Recycled Water Fill Stations & Security Improvements .. CIP-143 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CIP-x CIP TABLE OF CONTENTS Advanced Planning Projects ............................................................................................... CIP-145 E11502028 General Plan &Housing Element Comprehensive Update ..................... CIP-147 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CAPITAL IMPROVEMENT BUDGET DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CAPITAL IMPROVEMENT BUDGET DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CAPITAL IMPROVEMENT BUDGET DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CAPITAL IMPROVEMENT BUDGET DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CAPITAL IMPROVEMENT PROJECTS Airport CIP Facilities CIP Parks CIP Public Works Surface Water Transit CIP Water CIP Recycled Water Waste Water CIP Advanced Planning Budget FY 23-24 USES (dollars in $000)/FUND 6190 3110 3140 3160 3160 6590 6790 6690 6690 3110 TOTAL Design/ Planning/ Environmental/ Land 189 2,358 565 3,118 475 5 850 598 2,862 11,020 Administration / Legal 14 16 30 34 17 7 38 29 121 290 596 Construction Contracts 250 5,589 7,957 12,364 3,250 1,337 12,035 9,018 10,500 62,300 Construction Management 20 174 326 747 532 80 990 1,095 903 4,867 Contingency 33 426 1,375 1,736 565 283 1,615 1,958 1,480 9,471 CIP Overheads 17 98 164 94 83 35 285 253 189 1,218 TOTAL USES 523$ 8,661$ 10,417$ 18,093$ 4,922$ 1,747$ 15,813$ 12,951$ 16,055$ 290$ 89,472$ Other Agency Contribution 1,494 1,494 GRAND TOTAL USES 523$ 10,155$ 10,417$ 18,093$ 4,922$ 1,747$ 15,813$ 12,951$ 16,055$ 290$ 90,966$ SOURCES (dollars in $000) Airport Capital 403 403 Bond Measure U Sales Tax 10,400 10,400 Bonds Savings from Refinancing 27 27 City Facilities Impact Fee 1,719 1,719 Community Development Block Grant (CDBG)740 740 Developer Contributions/Donations 500 500 Federal Aviation Administration (FAA) Grant 120 120 Federal Transit Administration (FTA) Grant 182 182 General Fund Reserves- Turf Replacement 398 398 General Fund -Measure U 568 1,350 775 2,693 Measure M Parks 666 666 PG&E 420 420 Park Land Development Impact Fees 660 660 Grants 1,110 429 225 1,259 7,498 2,994 13,515 Storm Drainage Impact Fees 2,400 2,400 Street Maintenance / Highway Users Tax 4,953 4,953 TDA Transit Capital 304 304 Traffic Mitigation Impact Fees 427 1,174 18 1,619 Transient Occupancy Tax 525 250 775 Transit and Intercity Rail Program 823 823 Waste Water Capital 50 1,604 9,612 16,200 27,466 Water Capital 51 136 6,710 345 239 7,481 Undetermined 5,691 1,709 50 7,450 TOTAL SOURCES 523$ 4,738$ 10,173$ 19,622$ 3,709$ 1,747$ 15,812$ 12,951$ 16,439$ -$ 85,714$ Prior-year funds & timing of reimbursements - 3,923 244 (1,529) 1,213 - 1 - (384) 290 3,758 Other Agency Contribution/Grant 1,494 1,494 GRAND TOTAL SOURCES 523$ 10,155$ 10,417$ 18,093$ 4,922$ 1,747$ 15,813$ 12,951$ 16,055$ 290$ 90,966$ FY 2023-24 Capital Improvement Plan Budget USES AND SOURCES (dollars in $000) DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CAPITAL IMPROVEMENT PROJECTS $000 Airport CIP C61502009 Taxiway A Rehabilitation 110$ C61502117 Safety Zone Improvements by Drainage Channel 250 C61502218 Airport Emergency Power Backup 3 C61502319 South Taxilane B Rehabilitation 24 New Airport Fuel Facility Improvements 136 523$ Facilities CIP C16201304 Community Center Repairs 246$ C11201501 Petaluma Museum Seismic Retrofit 28 E11202345 Seismic Analysis City Facilities Assessment 500 C11502015 Electric Vehicle Chargers 301 E11502346 City Facilities Emergency Power Backup Feasibility Study 240 C11202018 Emergency Power Backup City Hall and Police Headquarters 240 C11202017 City Hall West Wing Space Remodel & Permit Center 449 C11202226 City Hall East Wing Remodel 249 C11202120 Public Works Office Upgrades 302 E11202132 City-Wide Facilities Audit & Energy Program 80 C11202223 HVAC & Energy Efficiency Upgrades 1,877 C11202121 C11502224 Library Facility Enhancement and Expansion 2,799 New Fire Station No. 4 / Public Safety Building 750 C11501911 Fire Reserve Apparatus Storage & Security Gate Installation 247 C11202225 Police Dept Facility Remodel 353 8,661$ Parks CIP C00400205 Playground Replacements 100$ C14501607 Petaluma Community Baseball Field 913 C14402215 Skate Park Design and Site Analysis 1,528 C14502008 Lucchesi Turf Field Replacement 151 C14402010 Marina, Turning Basin Dredging & Dock Upgrades 5,259 E14402237 Petaluma River Dredging Program 25 C14502012 Shollenberger Amphitheater & Kiosk Improvements 249 C14502114 Lynch Creek Trail/ Crosstown Connector 577 C14502317 Kenilworth Park Revitalization Project 1,112 C14202319 Prince Park Concession and Restroom Facility Remodel/Repair 50 C14502320 Swim Center Pool Renovation & Repair 453 10,417$ Public Works CIP C16101519 Rivertrail - 101/Crossing, Crosstown Connector 150$ C16501602 Downtown Pedestrian ADA Improvements 127 C16102248 Pavement Restoration & Reconstruction- Citywide 6,719 C16102147 North McDowell Boulevard Complete Streets 5,235 C16401925 Citywide Bridge Repair 25 C16102032 Pedestrian Improvements Citywide 440 C16102250 Traffic Signal Improvements- Citywide 153 E16502022 Trestle Rehabilitation 1,265 C16401824 Caulfield Bridge Crosstown Connector 341 FY 2023-24 Capital Improvement Plan Budget by Project DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CAPITAL IMPROVEMENT PROJECTS Public Works CIP C16402141 1st and F St Bridge Replacement 422 (continue)C16501412 LED Streetlight and Facility Lighting Retrofit 595 New Street Light Repairs and Upgrades- Citywide 290 C16102146 Traffic Calming & Neighborhood Greenways 200 C16102251 D Street Improvements 500 C16402252 Pedestrian Bridge Renovations 248 E16502134 Active Transportation Plan & Wayfinding 10 New Caulfield Lane Active Transportation 225 E16102347 Corona Road and McKenzie AT Crossing 250 New Bicycle/Pedestrian Wayfinding & Bicycle Parking 120 E16082012 Payran UST 50 New Downtown Beautification 265 New Downtown Public Restroom 463 18,093$ Recycled Water CIP C66401416 Tertiary Filtration System Expansion 8,494$ C66401302 Agricultural Recycled Water System - Turnout And Meter Replacements 62 C66501936 Agricultural Recycled Water System Expansion – Adobe Road/Lakeville 3,770 C66501834 Urban Recycled Water System Expansion - Maria Extension/Loop 455 New Urban Recycled Water System Expansion – Park Irrigation Conversions 170 12,951$ Surface Water CIP C16301518 Old Corona Road Water Quality Mitigation 2,489$ C16501931 Storm Drain Trash Capture Device Pilot 676 c16502254 Wilson Stormwater Pump Station & Outfall Upgrades 966 New Corona Creek Flood Reduction and Habitat Enhancement 50 C16302255 960 Lakeville Drainage Improvements 741 4,922$ Transit CIP C65202110 Transit Admin Building Roof Overlay 111$ C65502211 Bus Stop Improvements 80 C65502212 Transit Facility Gate Automation 207 C65502214 Transit Facility Electrification 1,349 1,747$ Waste Water CIP C66501003 Manhole Rehabilitation 350$ C66501518 CNG Fueling Station at Ellis Creek 305 C66501840 Chemical System Upgrade at Ellis Creek 3,088 C66401728 Ellis Creek High Strength Waste Facilities 220 C66402245 Sewer Main Replacement- Payran and Madison 3,000 C66402348 Sewer Main Replacement - Pavement Projects and Various Locations 1,580 New Sewer Main Replacement- D Street 628 C66502032 PIPS Forcemain Replacement 3,478 C66501930 Replace PIPS High Capacity Pumps 370 C66502042 C Street Pump Station and Collection System Upgrades 115 C66402246 Sewer Forcemain Replacement Program 112 C66501838 Ellis Creek Outfall Replacement 1,790 C66402144 Corp Yard Master Plan 260 C66402349 Ellis Creek Water Recycling Facility Oxidation Pond Flow Structure Rehab 329 New Ellis Creek Water Recycling Facility Energy Plan 430 16,055$ FY 2023-24 Capital Improvement Plan Budget by Project DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CAPITAL IMPROVEMENT PROJECTS Water CIP C67501611 Well Construction 860$ C67502225 Water Main Replacement- Payran and Madison 1,536 New Water Main Replacement Howard Street and Various Locations 833 New Water Main Replacement- D Street 110 New Water Services Replacement St Francis and Various Locations 300 C67502328 Hardin Tank Recoating 987 C67402122 La Cresta Tank Project 160 New Oak Hill Tank Replacement 80 C67502224 SCADA Upgrades 90 E67502243 Aquifer Storage & Recovery (ASR) Plan 135 E67502242 Advanced Metering Infrastructure (AMI)10,585 New Bulk Potable/Recycled Water Fill Stations and Security Improvements 137 15,813$ Advanced Planning e11502028 General Plan & Housing Element Comprehensive Update 290$ TOTAL CIP BUDGET 89,472$ FY 2023-24 Capital Improvement Plan Budget by Project DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CAPITAL IMPROVEMENT PROJECTS Airport CIP Facilities CIP Parks CIP Public Works Surface Water Transit CIP Water CIP Recycled Water Waste Water CIP Advanced Planning Budget thru FY 26-27 USES (dollars in $000)/FUND 6190 3110 3140 3160 3160 6590 6790 6690 6690 3110 TOTAL Design/ Planning/ Environmental/ Land 455 4,288 2,679 16,233 1,112 97 3,963 2,599 9,933 41,359 Administration / Legal 58 84 53 365 37 15 209 68 273 2,560 3,722 Construction Contracts 3,057 40,425 27,888 99,368 4,050 1,751 36,435 21,743 58,192 292,909 Construction Management 314 1,641 1,037 3,504 615 97 3,337 2,237 4,396 17,178 Contingency 74 5,833 4,009 15,453 660 321 4,676 4,204 6,540 41,770 CIP Overheads 94 768 517 478 120 49 672 572 944 4,214 TOTAL USES 4,052$ 53,039$ 36,183$ 135,401$ 6,594$ 2,330$ 49,292$ 31,423$ 80,278$ 2,560$ 401,152$ Other Agency Contribution 1,494 1,494 GRAND TOTAL USES 4,052$ 54,533$ 36,183$ 135,401$ 6,594$ 2,330$ 49,292$ 31,423$ 80,278$ 2,560$ 402,646$ SOURCES (dollars in $000) Airport Capital 838 838 American Rescue Plan Act (ARPA)2,933 313 178 3,424 Bond Measure U Sales Tax 15,000 25,000 40,000 Bonds Savings from Refinancing 265 265 California Energy Commission Grant 3,000 3,000 Caltrans Co-op Agreement 2,638 2,638 Certified Access Specialist CASP 95 95 City Facilities Impact Fee 13,850 13,850 Community Development Block Grant (CDBG)740 740 Developer Contributions/Donations 522 591 1,426 373 2,912 Federal Aviation Administration (FAA) Grant 3,193 3,193 Federal Transit Administration (FTA) Grant 182 182 General Fund 267 1,625 173 2,065 General Fund Reserves- Turf Replacement 1,296 1,296 General Fund Reserves- General Plan 2,382 2,382 General Fund -Measure U 2,870 2,204 775 5,849 Interfund Loan 1,490 1,490 Measure M Parks 1,987 38 2,025 Park Land Development Impact Fees 6,829 6,829 Grants 1,290 983 4,116 7,810 9,802 24,001 PG&E Rebates/ On-Bill Financing / Credits 3 203 420 626 State Grant 21 21 Storm Drainage Impact Fees 50 3,305 3,355 Street Maintenance / Highway Users Tax 59 16,633 16,692 TDA Transit Capital 684 684 Traffic Mitigation Impact Fees 770 36,795 104 37,669 Transient Occupancy Tax 834 2,423 1,580 4,837 Transit and Intercity Rail Capital Program 940 940 Waste Water Capital 324 20 3,061 16,254 76,626 96,285 Water Capital 247 820 38,421 5,367 279 45,134 Undetermined 14,100 16,847 46,237 651 77,835 TOTAL SOURCES 4,052$ 53,039$ 36,183$ 135,401$ 6,594$ 2,330$ 49,292$ 31,423$ 80,278$ 2,560$ 401,152$ Prior-year funds & timing of reimbursements - - - - - - - - - - - Other Agency Contribution/Grant 1,494 1,494 GRAND TOTAL SOURCES 4,052$ 54,533$ 36,183$ 135,401$ 6,594$ 2,330$ 49,292$ 31,423$ 80,278$ 2,560$ 402,646$ Projected Capital Improvement Plan Project Budgets through FY 2027-28 USES AND SOURCES (dollars in $000) DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 CAPITAL IMPROVEMENT PROJECTS DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 AIRPORT CAPITAL IMPROVEMENT PROJECTS AIRPORT PROJECTS FY 2023-2024 AIRPORT CAPITAL IMPROVEMENT PROGRAM BUDGET FY 23-24 PROJECT SUMMARY Fund 6190.61999 PROJECTS (dollars in $000)FY 24-25 FY 25-26 FY 26-27 FY 27-28 C61502009 Taxiway A Rehabilitation - - - 110 39 1,153 - - 1,302 C61502117 Safety Zone Improvements by Drainage Channel - 30 30 250 - - - - 280 C61502218 Airport Emergency Power Backup - - - 3 125 122 - - 250 C61502319 South Taxilane B Rehabilitation - - - 24 116 936 - - 1,076 New Airport Fuel Facility Improvements - - - 136 - - - - 136 New Runway 11-29 Seal Coat - - - - - - 50 417 467 New North Hangar Ramp Seal Coat - - - - - - 125 416 541 TOTAL -$ 30$ 30$ 523$ 280$ 2,211$ 175$ 833$ 4,052$ SOURCES (dollars in $000) Airport Capital - 30 30 403 141 194 5 65 838 State AIP Grant - - - - - - 2 19 21 FAA Grant - - - 120 130 2,026 168 749 3,193 TOTAL -$ 30$ 30$ 523$ 271$ 2,220$ 175$ 833$ 4,052$ Total Project Estimate Estimate FY 22-23 Estimate Life to Date thru FY 23 Actual Life to Date thru FY 22 Projected Budgets Budget FY 23-24 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 AIRPORT CAPITAL IMPROVEMENT PROJECTS Taxiway A Rehabilitation C61502009 Project Costs and Funding Sources (Dollars in $000’s) C61502009 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 100 29 129 Administration / Legal - 5 5 7 17 Construction Contracts - 1,028 1,028 Construction Mgmt - 90 90 Contingency - 16 16 CIP Overheads - 5 5 12 22 TOTAL USES - - - 110 39 1,153 - - 1,302 SOURCES (dollars in $000) Airport Capital - 10 9 53 72 FAA Grant - 100 30 1,100 1,230 TOTAL FUNDS - - - 110 39 1,153 - - 1,302 Projected Budgets Description and Justification In 2017, the City’s Airport Pavement Management System Report rated the condition of Inner Taxiway A as a medium to high severity. Due to declining pavement conditions, cracks are forming, and pavement repairs are necessary in 2-3 years. This project involves rehabilitation of Inner Taxiway A, which involves dig-outs, edge repairs, crack seals, and an asphalt overlay. Onsite pavement materials will be recycled. The design is scheduled for completion in FY 23/24, with construction slated for FY 25/26. The project is funded primarily by grants from the Federal Aviation Administration (FAA) and the Caltrans Division of Aeronautics, with a match by airport operating funds. Start Date: FY 2023/24- Fall 2023 Estimated Completion: FY 2025/26 – Spring 2026 Project Manager: Mehran Ebrahimi Department Rep: Dan Cohen ☐Climate First ☐Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 AIRPORT CAPITAL IMPROVEMENT PROJECTS Safety Zone Improvements by Drainage Channel C61502117 Project Costs and Funding Sources (Dollars in $000’s) C61502117 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 30 30 55 85 Administration / Legal - 2 2 Construction Contracts - 150 150 Construction Mgmt - 15 15 Contingency - 23 23 CIP Overheads - 5 5 TOTAL USES - 30 30 250 - - - - 280 SOURCES (dollars in $000) Airport Capital 30 30 250 280 TOTAL FUNDS - 30 30 250 - - - - 280 Projected Budgets Description and Justification The airport’s sideline safety zone has a deteriorating drainage channel that crosses the runway and that is out of compliance with Federal Aviation Administration (FAA) safety regulations. This project will address significant erosion issues and provide slope repairs to bring the area into compliance. In addition, the project will address outstanding drainage issues present during wet weather events. Start Date: FY 2022/23- Spring/Summer 2023 Completion Date: FY 2023/24 – Spring/Summer 2024 Project Manager: Mehran Ebrahimi Department Rep: Dan Cohen ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 AIRPORT CAPITAL IMPROVEMENT PROJECTS Airport Emergency Power Backup C61502218 Project Costs and Funding Sources (Dollars in $000’s) C61502218 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 3 12 10 25 Administration / Legal - - Construction Contracts - 100 100 200 Construction Mgmt - 5 5 10 Contingency - 8 7 15 CIP Overheads - - TOTAL USES - - - 3 125 122 - - 250 SOURCES (dollars in $000) Airport Capital - 3 125 122 250 TOTAL FUNDS - - - 3 125 122 - - 250 Projected Budgets Description and Justification The Petaluma Municipal Airport is the primary staging area for incoming supplies during a local emergency. Therefore, a reliable source of emergency power is critical to supporting the City's emergency preparedness efforts. This project will provide power to runway lighting, navigation facilities, and support operations during power outages. The City will explore environmentally friendly power backup technology in tandem with power source reliability and capacity needs. This project will coordinate with the City Facilities Emergency Power Backup Feasibility Study (CIP # E11502346). Start Date: FY 2023/24 – Summer 2023 Estimated Completion: FY 2025/26 – Spring 2026 Project Manager: Mehran Ebrahimi Department Rep: Dan Cohen ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 AIRPORT CAPITAL IMPROVEMENT PROJECTS South Taxilane B Rehabilitation C61502319 Project Costs and Funding Sources (Dollars in $000’s) C61502319 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 16 90 106 Administration / Legal - 5 6 6 17 Construction Contracts - 796 796 Construction Mgmt - 114 114 Contingency - - CIP Overheads - 3 20 20 43 TOTAL USES - - - 24 116 936 - - 1,076 SOURCES (dollars in $000) Airport Capital - 4 7 19 30 FAA Grant - 20 100 926 1,046 TOTAL FUNDS - - - 24 107 945 - - 1,076 Projected Budgets Description and Justification Initially constructed in 1994, Taxilane B is a vital thoroughfare for tenant aircraft between the runway and the airport’s south hangars. Due to its age, Taxilane B requires sealing and reconstruction to maintain usability. This project is eligible for federal/state funding and is tentatively scheduled in conjunction with the Taxiway A Reconstruction project (CIP # C61502009). Existing asphalt materials will be recycled on-site. Start Date: FY 2023/24- Fall 2023 Estimated Completion: FY 2025/26 – Spring 2026 Project Manager: Mehran Ebrahimi Department Rep: Dan Cohen ☐Climate First ☐Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 AIRPORT CAPITAL IMPROVEMENT PROJECTS Airport Fuel Facility Improvements New Project Costs and Funding Sources (Dollars in $000’s) Airport Fuel Facility Improvements USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 15 15 Administration / Legal - 2 2 Construction Contracts - 100 100 Construction Mgmt - 5 5 Contingency - 10 10 CIP Overheads - 4 4 TOTAL USES - - - 136 - - - - 136 SOURCES (dollars in $000) Airport Capital - 136 136 TOTAL FUNDS - - - 136 - - - - 136 Projected Budgets Description and Justification Constructed in 2007, the Airport Fuel Facility requires upgrades to ensure that current equipment continues to provide airport tenants with reliable and safe service. This work will include resealing and protecting the existing tanks; upgrading a supply line; and replacing a turbine pump, float, and overflow protection valve. Staff is researching Sustainable Aviation Fuels (SAF). Once certified for use by the Federal Aviation Administration (FAA) and a local source can be procured, SAFs will replace the currently offered fuels. These improvements will be SAF-compatible. Start Date: FY 2023/24- Summer 2023 Estimated Completion: FY 2023/24 – Spring 2024 Project Manager: Mehran Ebrahimi Department Rep: Dan Cohen ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 AIRPORT CAPITAL IMPROVEMENT PROJECTS Runway 11-29 Seal Coat New Project Costs and Funding Sources (Dollars in $000’s) Runway 11-29 Seal Coat USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 45 45 Administration / Legal - - Construction Contracts - 397 397 Construction Mgmt - 5 10 15 Contingency - 10 10 CIP Overheads - - TOTAL USES - - - - - - 50 417 467 SOURCES (dollars in $000) Airport Capital - 3 23 26 State AIP Grant - 2 19 21 FAA Grant - 45 375 420 TOTAL FUNDS - - - - - - 50 417 467 Projected Budgets Description and Justification The airport runway requires resealing approximately every 10 years as part of its regular maintenance. This project includes resealing the runway surface and repainting runway markings. The project is funded in large part by grants from the Federal Aviation Administration (FAA) and Caltrans Division of Aeronautics, in conjunction with matching funds provided by airport operating funds. Start Date: FY 2026/27 – Fall 2026 Completion Date: FY 2027/28 – Spring 2028 Project Manager: Mehran Ebrahimi Department Rep: Dan Cohen ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 AIRPORT CAPITAL IMPROVEMENT PROJECTS North Hangar Ramp Seal Coat New Project Costs and Funding Sources (Dollars in $000’s) North Hangar Ramp Seal Coat USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 50 50 Administration / Legal - 10 10 20 Construction Contracts - 50 336 386 Construction Mgmt - 5 60 65 Contingency - - CIP Overheads - 10 10 20 TOTAL USES - - - - - - 125 416 541 SOURCES (dollars in $000) Airport Capital - 2 42 44 FAA Grant - 123 374 497 TOTAL FUNDS - - - - - - 125 416 541 Projected Budgets Description and Justification This project will sealcoat the taxilanes leading up to hangar rows 10-18. This preventative maintenance will extend the life of the taxilane pavement and reduce the risk of damage to aircraft from Foreign Object Debris (FOD). The project is funded in large part by grants from the Federal Aviation Administration (FAA) and Caltrans Division of Aeronautics, in conjunction with matching funds provided by airport operating funds. Start Date: FY 2026/27 – Fall 2026 Completion Date: FY 2027/28 – Spring 2028 Project Manager: Mehran Ebrahimi Department Rep: Dan Cohen ☐Climate First ☐Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS FACILITIES PROJECTS FY 2023-2024 FACILITIES CAPITAL IMPROVEMENT PROGRAM BUDGET FY 23-24 PROJECT SUMMARY Fund 3110.31100 PROJECTS (dollars in $000)FY 24-25 FY 25-26 FY 26-27 FY 27-28 C16201304 Community Center Repairs 213 114 327 246 262 247 - - 1,082 C11201501 Petaluma Museum Seismic Retrofit 1 26 27 28 3,592 - - - 3,647 E11202345 Seismic Analysis City Facilities Assessment - - - 500 - - - - 500 C11502015 Electric Vehicle Chargers 8 386 394 301 181 181 181 142 1,380 E11502346 City Facilities Emergency Power Backup Feasibility Study - - - 240 - - - - 240 C11202018 Emergency Power Backup City Hall and Police Headquarters 4 50 54 240 235 - - - 529 C11202017 City Hall West Wing Space Remodel & Permit Center 216 155 371 449 - - - - 820 C11202226 City Hall East Wing Remodel 61 330 391 249 - - - - 640 C11202120 Public Works Office Upgrades 94 40 134 302 - - - - 436 E11202132 City-Wide Facilities Audit & Energy Program 1 199 200 80 - - - - 280 C11202223 HVAC & Energy Efficiency Upgrades 272 35 307 1,877 214 - - - 2,398 C11502224 C11202121 New Library Facility Enhancement and Expansion 71 17 88 2,799 - - - - 2,887 Other Other Agency Library Facility Enhancement - 1,494 1,494 New Fire Station No. 4 / Public Safety Building - - - 750 750 8,900 16,525 - 26,925 C11202328 Fire Stations 1, 2 & 3 Remodel - 101 101 - - 236 2,833 2,830 6,000 C11501911 Fire Reserve Apparatus Storage & Security Gate Installation 18 10 28 247 - - - - 275 C11202225 Police Dept Facility Remodel - 20 20 353 2,339 2,288 - - 5,000 TOTAL 959$ 1,483$ 2,442$ 10,155$ 7,573$ 11,852$ 19,539$ 2,972$ 54,533$ SOURCES (dollars in $000) City Facilities Impact Fees 463 118 581 1,719 3,446 2,541 5,546 17 13,850 General Fund 267 - 267 - - - - - 267 General Fund- Measure U 1,017 700 1,717 568 190 135 135 125 2,870 Infrastructure Bond- Measure U - - - - - 8,900 6,100 - 15,000 Transient Occupancy Tax 583 51 634 - 200 - - - 834 American Rescue Plan Act (ARPA)2,741 192 2,933 - - - - - 2,933 Grants - 180 180 1,110 - - - - 1,290 Community Development Block Grant - - - 740 - - - - 740 Water Capital 100 96 196 51 - - - - 247 Waste Water Capital 215 59 274 50 - - - - 324 PG&E- Rebates 3 - 3 - - - - - 3 Developer Contributions/ Donations 22 - 22 500 - - - - 522 Steet Maintenance - 59 59 - - - - - 59 Undetermined - - - - 3,541 - 7,729 2,830 14,100 Other Agency Contribution/ Grant - - - 1,494 - - - - 1,494 TOTAL $ 5,411 $ 1,455 $ 6,866 $ 6,232 $ 7,377 $ 1 1,576 $ 1 9,510 $ 2,972 $ 5 4,533 Total Project Estimate Actual Life to Date thru FY 22 Estimate Life to Date thru FY 23 Projected Budgets Budget FY 23-24 Estimate FY 22-23 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS Community Center Repairs C16201304 Project Costs and Funding Sources (Dollars in $000’s) C16201304 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 97 5 102 100 25 10 237 Administration / Legal - 2 2 2 6 Construction Contracts 110 100 210 120 200 200 730 Construction Mgmt 2 5 7 8 10 10 35 Contingency - 12 20 20 52 CIP Overheads 4 4 8 4 5 5 22 TOTAL USES 213 114 327 246 262 247 - - 1,082 SOURCES (dollars in $000) General Fund- Measure U 363 363 363 Transient Occupancy Tax 516 516 - 200 716 PG&E- Rebates 3 3 3 TOTAL FUNDS 882 - 882 - 200 - - - 1,082 Projected Budgets Start Date: FY2016/17 - Summer 2016 Estimated Completion: FY2025/26 - Summer 2026 Project Manager: Diane Ramirez Department Rep: Drew Halter ☒Climate First ☐Shovel Ready Description and Justification The Community Center Repairs project restores the exterior of the building, prevents water intrusion, and protects the interior, which has undergone damage from leaks through the roof and windows. Work addressing the water intrusion and damage will include repairs to gutters, flat roofing, windows, walls, floors, and ceilings. Additionally, repair or replacement of interior doors, aging heating, ventilation equipment, and lighting will occur. Repairs are necessary to maintain the well-used community center. The project began in FY 18/19 and replaced over 4,500 square feet of vinyl flooring. In FY 22/23, the large roof and gutters were replaced. FY 23/24 and beyond will involve additional improvements such as replacement of select windows, heating, ventilation, air conditioning (HVAC), carpet replacement, and lighting retrofits. The General Fund Measure U and Transient Occupancy Tax will primarily fund this project. On-bill or other financings may fund the energy efficiency upgrades, including fuel switching from gas to electric. The project may combine with the City-Wide Facilities Audit & Energy Program (CIP e11202132). Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS Petaluma Museum Seismic Retrofit C11201501 Project Costs and Funding Sources (Dollars in $000’s) C11201501 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 25 25 28 104 157 Administration / Legal - - Construction Contracts - 3,000 3,000 Construction Mgmt - 100 100 Contingency - 300 300 CIP Overheads 1 1 2 88 90 TOTAL USES 1 26 27 28 3,592 - - - 3,647 SOURCES (dollars in $000) Transient Occupancy Tax 55 51 106 106 Undetermined A - 3,541 3,541 TOTAL FUNDS 55 51 106 - 3,541 - - - 3,647 Projected Budgets Description and Justification The Petaluma Museum is held in an historic, 1906 Carnegie Library building. It needs repairs and upgrades to help it withstand an earthquake. Once preliminary design is complete, we can estimate an accurate project cost and seek funds to complete the needed work in future years. Funding for future construction has not yet been identified and staff has been actively seeking grant opportunities. Start Date: FY 2014/15 – Spring 2015 Estimated Completion: TBD pending funding A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. Project Manager: Diane Ramirez Department Rep: Gina Benedetti-Petnic ☐Climate First ☒ Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS Seismic Analysis City Facilities Assessment E11202345 Project Costs and Funding Sources (Dollars in $000’s) E11202345 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 487 487 Administration / Legal - 3 3 Construction Contracts - - Construction Mgmt - - Contingency - - CIP Overheads - 10 10 TOTAL USES - - - 500 - - - - 500 SOURCES (dollars in $000) Community Development Block Grant (CDBG)- 500 500 TOTAL FUNDS - - - 500 - - - - 500 Projected Budgets Description and Justification Construction of seismic upgrades to our aging facilities that were built before the current California Building Code seismic design standards will significantly enhance public safety. This project will analyze City facilities for additional seismic and lateral building system strengthening needs. The final report will provide a basis for prioritizing City facility upgrades and will include probable cost estimates for future grant applications. Community Development Block Grant will fund this study. Start Date: FY 2023/24 Estimated Completion: FY 2023/24 Project Manager: Diane Ramirez Department Rep: Gina Benedetti-Petnic, Patrick Carter Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: _______________ ☐Climate First ☒ Shovel Ready DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS Electric Vehicle Chargers C11502015 Project Costs and Funding Sources (Dollars in $000’s) C11502015 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 7 10 17 300 10 10 10 10 357 Administration / Legal - 6 6 6 6 24 Construction Contracts 311 311 133 133 133 94 804 Construction Mgmt 15 15 10 10 10 10 55 Contingency 30 30 20 20 20 20 110 CIP Overheads 1 20 21 1 2 2 2 2 30 TOTAL USES 8 386 394 301 181 181 181 142 1,380 SOURCES (dollars in $000) City Facilities Impact Fee 17 17 17 17 17 17 17 102 General Fund 17 17 17 General Fund- Measure U 200 100 300 200 135 135 135 125 1,030 BayAreaAirQuality Mgy Distict Grant 15 15 15 Water Capital 76 76 76 Waste Water Capital 59 59 59 Developer Contributions/ Donations 22 22 22 Steet Maintenance 59 59 59 TOTAL FUNDS 239 326 565 217 152 152 152 142 1,380 Projected Budgets Description and Justification This project will install vehicle chargers in public spaces throughout the community and aims to help meet the City’s goal of reducing greenhouse gas emissions. The project also includes the EV Charging Infrastructure Master Plan, which incorporates conceptual and engineering design work for installing EV chargers at city-owned facilities. The Bay Area Air Quality Management District (BAAQMD) awarded a grant for the acquisition and installation of four electric vehicle chargers. The California Electric Vehicle Infrastructure Project (CalEVIP) has awarded funding for an additional six locations within the City. Electric vehicle charging station fees and the Green Building donation are also funding sources. Future funding will support additional planning, research, design, and documentation of electrical capacity for existing buildings. Start Date: FY 2019/20 - Summer 2019 Estimated Completion: Ongoing ☒Climate First ☐Shovel Ready Project Manager: Diane Ramirez Department Rep: Patrick Carter, Rhianna Frank Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS City Facilities Emergency Power Backup Feasibility Study E11502346 Project Costs and Funding Sources (Dollars in $000’s) E11502346 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 240 240 Administration / Legal - - Construction Contracts - - Construction Mgmt - - Contingency - - CIP Overheads - - TOTAL USES - - - 240 - - - - 240 SOURCES (dollars in $000) Community Development Block Grant (CDBG)- 240 240 TOTAL FUNDS - - - 240 - - - - 240 Projected Budgets Description and Justification This project will analyze City facilities that play a vital role in the continuity of services during an emergency. This analysis will identify facility power needs and potential solutions for renewable energy technological applications. The Community Development Block Grant (CDBG) will fund this project. Start Date: FY 2023/24 Estimated Completion: FY 2023/24 Project Manager: Erica Jacobs Department Rep: Patrick Carter, Rhianna Frank ☒Climate First ☐Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS Emergency Power Backup at City Hall & Police Headquarters C11202018 Project Costs and Funding Sources (Dollars in $000’s) C11202018 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 4 50 54 54 Administration / Legal - - Construction Contracts - 200 200 400 Construction Mgmt - 15 10 25 Contingency - 20 20 40 CIP Overheads - 5 5 10 TOTAL USES 4 50 54 240 235 - - - 529 SOURCES (dollars in $000) General Fund 250 250 250 General Fund- Measure U 124 124 100 55 279 TOTAL FUNDS 374 - 374 100 55 - - - 529 Projected Budgets Description and Justification The Petaluma Police Department currently serves as the City's Emergency Operations Center (EOC) and has a generator to ensure uninterrupted operations. The existing generator is past its useful service life and will need to be replaced. Additionally, City Hall does not have an emergency power backup system for general operations. A PG&E Public Safety Power Shutdown (PSPS) or other emergency power outage event will disrupt City services. This energy resiliency project, informed by the City Facilities Emergency Power Backup Feasibility Study, will design and install environmentally friendly power backup systems for each facility and provide facility connections, including proper disposal of existing equipment. Start Date: FY 2019/20 - Winter 2019 Estimated Completion: FY 2024/25 Project Manager: Erica Jacobs Department Rep: Patrick Carter, Rhianna Frank ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS City Hall West Wing Space Remodel & Permit Center C11202017 Project Costs and Funding Sources (Dollars in $000’s) C11202017 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 142 5 147 60 207 Administration / Legal 2 2 - 2 Construction Contracts 67 138 205 359 564 Construction Mgmt 1 7 8 10 18 Contingency - 15 15 CIP Overheads 6 3 9 5 14 TOTAL USES 216 155 371 449 - - - - 820 SOURCES (dollars in $000) City Facilities Impact Fee 238 238 257 495 American Rescue Plan Act (ARPA)160 160 160 Grants- SB2 165 165 165 TOTAL FUNDS 398 165 563 257 - - - - 820 Projected Budgets Description and Justification This project will create a “One Stop Permit Center” so that the community can meet with multiple departments in one location. This will increase staff efficiency, improve customer service, and will support the City’s goals for improving community access. The remodel design and permitting took place in FY 21/22. The Senate Bill 2 Planning Grant will fund the construction which is planned for the spring and summer of 2023. Another area of work, now complete, included reprogramming the portion of the west wing containing the Building and Planning Department staff offices. Start Date: FY 2019/20 - Fall 2019 Estimated Completion: FY 2023/24 Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ ☐Climate First ☒Shovel Ready Project Manager: Diane Ramirez Department Rep: Peggy Flynn DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS City Hall East Wing Remodel C11202226 Project Costs and Funding Sources (Dollars in $000’s) C11202226 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 48 10 58 50 108 Administration / Legal 2 2 - 2 Construction Contracts 11 300 311 174 485 Construction Mgmt 10 10 10 20 Contingency - 10 10 CIP Overheads 2 8 10 5 15 TOTAL USES 61 330 391 249 - - - - 640 SOURCES (dollars in $000) American Rescue Plan Act (ARPA)640 640 640 TOTAL FUNDS 640 - 640 - - - - - 640 Projected Budgets Description and Justification To better provide seamless services to the community while operating safely during the COVID pandemic, the City was awarded funding from the American Rescue Plan Act (ARPA) to remodel the east wing of City Hall. The remodel will consolidate and expand the existing City Hall departments currently in the east wing to facilitate the delivery of services and improve facility safety under pandemic conditions. These departments include General Services, City Attorney, Finance, Economic Development & Open Government, and Human Resources and Risk Management. Additional remodel and reconfiguration have been added to the scope of work for FY 2022/23 to accommodate staff consolidation in the Finance Department. Start Date: FY 2020/21 Estimated Completion: FY 2023/24 ☐Climate First ☒Shovel Ready Project Manager: Diane Ramirez Department Rep: Peggy Flynn Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS Public Works Office Upgrades C11202120 Project Costs and Funding Sources (Dollars in $000’s) C11202120 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 28 40 68 10 78 Administration / Legal - 2 2 Construction Contracts 61 61 250 311 Construction Mgmt 2 2 10 12 Contingency - 25 25 CIP Overheads 3 3 5 8 TOTAL USES 94 40 134 302 - - - - 436 SOURCES (dollars in $000) Water Capital 100 20 120 51 171 Waste Water Capital 215 215 50 265 TOTAL FUNDS 315 20 335 101 - - - - 436 Projected Budgets Description and Justification Upgrades to the City’s Public Works offices at the “Field Office” located on North McDowell Blvd. are required to improve safety and security for city infrastructure, equipment, vehicles, and staff. The security improvements will help mitigate the risk of vandalism and theft by installing new gates and wall extensions to the office’s perimeter wall. The interior remodeling and space reconfigurations are needed to accommodate significant increases in staffing for the CIP division. City operations will benefit through the expansion of the parking lot for more staff and increased storage. Additional interior improvements will satisfy new operational requirements included in the America’s Water Infrastructure Act (AWIA) of 2018. Start Date: FY 2020/21 – Summer 2020 Estimated Completion: FY 2023/24 ☐Climate First ☒Shovel Ready Project Manager: Diane Ramirez Department Rep: Christopher Bolt Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS City-Wide Facilities Audit & Energy Program E11202132 Project Costs and Funding Sources (Dollars in $000’s) E11202132 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 1 199 200 30 230 Administration / Legal - - Construction Contracts - 50 50 Construction Mgmt - - Contingency - - CIP Overheads - - TOTAL USES 1 199 200 80 - - - - 280 SOURCES (dollars in $000) General Fund- Measure U 280 280 280 TOTAL FUNDS 280 - 280 - - - - - 280 Projected Budgets Description and Justification In 2020, we completed a high-level Facilities Condition Assessment of 46 city-owned buildings. The assessment identified over $30 million in deferred maintenance costs and another $22 million in maintenance costs that will be needed in the next 20 years. This project will update that assessment to identify and prioritize projects that can reduce energy use and support public safety with a focus on low-cost, high- impact projects. This investment-grade audit will identify projects for implementation, which the City will coordinate with its Public Safety Facilities Assessment project Start Date: FY 2020/21 – Winter 2021 Estimated Completion: FY 2023/24 ☒Climate First ☐Shovel Ready Project Manager: Diane Ramirez Department Rep: Cindy Chong, Patrick Carter, Rhianna Frank Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS HVAC & Energy Efficiency Upgrades C11202223 Project Costs and Funding Sources (Dollars in $000’s) C11202223 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 43 5 48 188 236 Administration / Legal - - Construction Contracts 226 30 256 1,500 214 1,970 Construction Mgmt - 25 25 Contingency - 144 144 CIP Overheads 3 3 20 23 TOTAL USES 272 35 307 1,877 214 - - - 2,398 SOURCES (dollars in $000) City Facilities Impact Fee - 440 400 840 General Fund- Measure U 50 50 50 American Rescue Plan Act (ARPA) 1,508 1,508 1,508 TOTAL FUNDS 1,558 - 1,558 440 400 - - - 2,398 Projected Budgets Description and Justification This project will repair and/or replace Heating, Ventilation, and Air Conditioning (HVAC) units at various city facilities to reduce energy use, phase out fossil fuel use, and improve indoor air quality. The improvements will make facilities safer with appropriate air exchanges and filtration, as well as improve HVAC energy efficiency. The American Rescue Plan Act (ARPA) of 2021 and City Facilities Impact Fees will mainly fund this project. Where appropriate, on-bill or other low-cost financing methods may fund identified upgrades in coordination with the City- Wide Facilities Audit & Energy Program (CIP E11202132). Start Date: FY 2021/22 Estimated Completion: FY2024/25 ☒Climate First ☐Shovel Ready Project Manager: Diane Ramirez Department Rep: Cindy Chong, Patrick Carter, Rhianna Frank Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS Library Facility Enhancement and Expansion C11202121, C11502224 Project Costs and Funding Sources (Dollars in $000’s) C11202121, C11502224, HVAC & Roof USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 18 15 33 80 113 Administration / Legal - 1 1 1 2 Construction Contracts 49 - 49 2,456 2,505 Construction Mgmt 2 - 2 76 78 Contingency - - - 150 150 CIP Overheads 2 1 3 36 39 Sonoma County Contribution - - 1,494 1,494 TOTAL USES 71 17 88 4,293 - - - - 4,381 SOURCES (dollars in $000) City Facilities Impact Fee 175 - 175 530 705 General Fund- Measure U - 600 600 268 868 Transient Occupancy Tax 12 - 12 - 12 American Rescue Plan Act (ARPA)- 192 192 - 192 Library Infrastructure Grant - - - 1,110 1,110 Sonoma County Contribution/ Grant - - 1,494 1,494 TOTAL FUNDS 187 792 979 3,402 - - - - 4,381 Projected Budgets Description and Justification This project is a joint venture between Sonoma County Library and the City of Petaluma that will improve and enhance the Petaluma branch of the Sonoma County Library. Major elements of the project include improving access to the facility, expanding public areas, upgrading the fire suppression system replacing the HVAC and the roof. Accessibility improvements include adjustment to the slope of the front entry walkway, adding curb cuts at the crosswalks, and repaving. Also included is restriping the parking lot, replacing the ADA parking stall surface, and adding ramps to the remaining building doors. The City’s project elements synchronize and coincide with the County’s remodeling project for the facility interior, which involves expanding public areas within the building. The HVAC units are at the end of their service life and need to be replaced. This equipment is in a rooftop equipment well, so the recommendation is to replace the roof overlay material at the time the existing equipment is removed, to facilitate complete access. The City has been awarded the California State Library Building Forward: Library Infrastructure Grant to support both City and County project elements. Start Date: FY 2020/21 Estimated Completion: FY 2023/24 ☐Climate First ☒Shovel Ready Project Manager: Diane Ramirez Department Rep: Gina Benedetti-Petnic Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS Fire Station No. 4 / Public Safety Building New Project Costs and Funding Sources (Dollars in $000’s) Fire Station No. 4 / Public Safety Building USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 750 750 1,500 Administration / Legal - 10 15 25 Construction Contracts - 7,000 13,000 20,000 Construction Mgmt - 350 650 1,000 Contingency - 1,400 2,600 4,000 CIP Overheads - 140 260 400 TOTAL USES - - - 750 750 8,900 16,525 - 26,925 SOURCES (dollars in $000) City Facilities Impact Fee - 250 750 4,600 5,600 Infrastructure Bond- Measure U - 8,900 6,100 15,000 Developer Contributions/ Donations - 500 500 Undetermined A - 5,825 5,825 TOTAL FUNDS - - - 750 750 8,900 16,525 - 26,925 Projected Budgets Description and Justification The Public Safety Facilities Assessment, completing in FY 22/23, is informing the construction and siting of a new fire headquarters that will include space for some integral police/public safety operations as well. The assessment is creating a roadmap for next steps including planning and funding needs. The existing facilities do not meet the departments’ collective operational needs. The new facility will provide space (for current and future needs), accommodate a diverse workforce, and comply with current seismic and other public safety facility standards. Start Date: FY 2023/24 Estimated Completion: FY 2026/27 Project Manager: Gina Benedetti-Petnic, Christopher Bolt Department Rep: Brian Cochran, Jeff Schach, Ken Savano Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ______________ ☐Climate First ☐Shovel Ready DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS Fire Stations 1, 2 & 3 Remodel C11202328 Project Costs and Funding Sources (Dollars in $000’s) C11202328 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 227 227 Administration / Legal - 4 3 3 10 Construction Contracts 100 100 2,218 2,217 4,535 Construction Mgmt - 114 113 227 Contingency - 454 453 907 CIP Overheads 1 1 5 44 44 94 TOTAL USES - 101 101 - - 236 2,833 2,830 6,000 SOURCES (dollars in $000) City Facilities Impact Fee 101 101 236 929 1,266 Undetermined A - 1,904 2,830 4,734 TOTAL FUNDS - 101 101 - - 236 2,833 2,830 6,000 Projected Budgets Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ________________ Description and Justification Constructed in 1938, 1982 and 1971, respectively, the locations of Fire Stations 1, 2, and 3 provide the Fire Department with adequate response times and coverage. To continue serving the community over the past few decades, the fire stations have added staff and services but have not made corresponding improvements to their facilities to accommodate our community’s growth. Renovations will resolve many outstanding facility issues: (1) updating for current building code compliance, (2) ensuring seismic safety, (3) accommodating a more diverse workforce (living quarters/privacy), (4) adapting to meet the needs of an expanded apparatus fleet, and (5) facilitating improvements to operational procedures otherwise limited by current space configurations. The City has conducted a public safety facilities needs assessment and master plan which is informing the scope of work for each station. The kitchen in Station 3 is being remodeled during FY22/23 to address safety concerns. Start Date: FY 2022/23 Estimated Completion: FY 2027/28 ☐Climate First ☐Shovel Ready Project Manager: Gina Benedetti-Petnic, Christopher Bolt Department Rep: Brian Cochran, Jeff Schach, Ken Savano DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS Fire Reserve Apparatus Storage & Security Gate Installation C11501911 Project Costs and Funding Sources (Dollars in $000’s) C11501911 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 2 2 15 17 Administration / Legal - 3 3 Construction Contracts 10 10 180 190 Construction Mgmt 16 16 15 31 Contingency - 30 30 CIP Overheads - 4 4 TOTAL USES 18 10 28 247 - - - - 275 SOURCES (dollars in $000) City Facilities Impact Fee 50 50 225 275 TOTAL FUNDS 50 - 50 225 - - - - 275 Projected Budgets Description and Justification This project will provide external storage for Fire Department equipment at Station 2. As we purchase new apparatus, we keep older apparatus to use when other apparatus need repair. This backup fleet needs protective storage. This project will install lightweight structures, fencing, and security gates in outdoor spaces. This project will also include repaving of the combined parking and training area of Fire Station 2. Start Date: FY 2018/19 Estimated Completion: FY 2023/24 ☐Climate First ☐Shovel Ready Project Manager: Diane Ramirez Department Rep: Kevin Weaver, Jeff Schach Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS Police Department Facility Remodel C11202225 Project Costs and Funding Sources (Dollars in $000’s) C11202225 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 20 20 20 40 Administration / Legal - 5 5 Construction Contracts - 300 2,311 2,270 4,881 Construction Mgmt - 5 5 5 15 Contingency - 20 20 10 50 CIP Overheads - 3 3 3 9 TOTAL USES - 20 20 353 2,339 2,288 - - 5,000 SOURCES (dollars in $000) City Facilities Impact Fee - 2,279 2,288 4,567 American Rescue Plan Act (ARPA)433 433 433 TOTAL FUNDS 433 - 433 - 2,279 2,288 - - 5,000 Projected Budgets Description and Justification This project proposes several enhancements to improve worker safety and overall operational efficiency for staff working in the Police Station on Petaluma Blvd. North. This project will modify a portion of the Police Station to meet current operational needs by removing jail cells that don’t meet federal standards and replacing with modernized restrooms including lockers for all staff. Programming will also consider building expansion to increase workstation and office space. Start Date: FY 2022/23 Estimated Completion: FY 2025/26 ☐Climate First ☐Shovel Ready Project Manager: Diane Ramirez, Gina Benedetti- Petnic Department Rep: Ken Savano Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 FACILITIES CAPITAL IMPROVEMENT PROJECTS DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS PARKS PROJECTS FY 2023-2024 PARKS CAPITAL IMPROVEMENT PROGRAM BUDGET FY 23-24 PROJECT SUMMARY Fund 3140.31400 PROJECTS (dollars in $000)FY 24-25 FY 25-26 FY 26-27 FY 27-28 C00400205 Playground Replacements 499$ 83$ 582$ 100$ 100$ -$ -$ -$ 782$ C14501607 Petaluma Community Baseball Field 617 5,667 6,284 913 - - - - 7,197 C14402215 Lucchesi Skate Park 5 105 110 1,528 1,175 - - - 2,813 C14502008 Lucchesi Turf Field Replacement 69 1,458 1,527 151 - - - - 1,678 C14402010 Marina, Turning Basin Dredging & Dock Upgrades 463 1,607 2,070 5,259 6,418 - - - 13,747 E14402237 Petaluma River Dredging Program - 25 25 25 25 1,050 975 25 2,125 C14502012 Shollenberger Amphitheater & Kiosk Improvements 15 11 26 249 - - - - 275 C14502114 Lynch Creek Trail/ Crosstown Connector 477 62 539 577 311 311 - - 1,738 C14502317 Kenilworth Park Revitalization - 100 100 1,112 3,112 - - - 4,324 C14202319 Prince Park Concession and Restroom Facility Remodel/Repair - - - 50 - - - - 50 C14502320 Swim Center Pool Replastering - 21 21 453 980 - - - 1,454 TOTAL $ 2,145 $ 9,139 $ 11,284 $ 10,417 $ 12,121 $ 1,361 975$ 25$ $ 36,183 SOURCES (dollars in $000) Parkland Impact Fees $ 1,125 $ 4,937 $ 6,062 660$ 107$ $ -$ -$ -$ 6,829 Bonds - Savings from Refinancing 170 34 204 27 34 - - - 265 Donations/Developer Contributions 101 90 191 - 400 - - - 591 Measure M - Parks 440 366 806 666 515 - - - 1,987 American Rescue Plan Act (ARPA)313 - 313 - - - - - 313 Grants 341 - 341 429 - - - - 770 SCTA TDA 194 19 213 - - - - - 213 General Fund Reserves - Turf Replacement 728 170 898 398 - - - - 1,296 General Fund - 1,625 1,625 - - - - - 1,625 General Fund-Measure U - 154 154 1,350 700 - - - 2,204 Transient Occupancy Tax (TOT)173 425 598 525 700 200 200 200 2,423 Traffic Impact Fees 100 243 343 427 - - - - 770 Storm Drainage Utility 50 - 50 - - - - - 50 Undetermined - - - 5,691 10,476 505 175 - 16,847 TOTAL $ 3,735 $ 8,063 $ 11,798 $ 10,173 $ 12,932 705$ 375$ 200$ 36,183$ Total Project Estimate Actual Life to Date thru FY 22 Projected Budgets Budget FY 23-24 Estimate FY 22-23 Estimate Life to Date thru FY 23 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS Playground Replacements C00400205 Project Costs and Funding Sources (Dollars in $000’s) C00400205 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 5 5 5 Administration / Legal - - Construction Contracts 486 83 569 100 100 769 Construction Mgmt - - Contingency - - CIP Overheads 8 8 8 TOTAL USES 499 83 582 100 100 - - - 782 SOURCES (dollars in $000) Parkland Impact Fees 105 105 105 Bonds - Savings from Refinancing 170 34 204 27 34 265 Donations/Developer Contributions 61 61 61 Measure M - Parks 168 168 - 15 183 Housing Related Parks Prog Grant 168 168 168 TOTAL FUNDS 672 34 706 27 49 - - - 782 Projected Budgets Start Date: FY 2014/15 - Winter 2015 Estimated Completion: FY 2024/25 – Summer 2025 Description and Justification Playgrounds serve a critical role in supporting the physical, cognitive, emotional, and social development of our community. Playgrounds are intergenerational gathering spaces and essential components in building more age-friendly infrastructure. Since 2014, the City has replaced playgrounds at Meadow View, Arroyo, Miwok, and Bond Parks. Playgrounds at Grant Park will be replaced in winter 2023 followed by Anna's Meadow in the summer of 2023, respectively. In addition to replacements, city staff inspects all playgrounds annually to identify opportunities to improve safety features including access, fall surfacing, and equipment as funding is identified. Following the playground replacement at Anna’s Meadow, staff will be evaluating existing play structures and provide priority recommendations for replacement based on safety, accessibility, and equity. Staff have sought partnering with playground design and manufacturers that embrace climate-ready manufacturing processes by using recycled materials, limit oversea shipments, and detail carbon offsets within the procurement and the manufacturing process. Project Manager: Rachel Beer, Drew Halter Department Rep: Drew Halter ☒Climate First ☒Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS Petaluma Community Baseball Field C14501607 Project Costs and Funding Sources (Dollars in $000’s) C14501607 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 566 181 747 40 787 Administration / Legal - - Construction Contracts 18 5,046 5,064 873 5,937 Construction Mgmt 14 121 135 135 Contingency 300 300 300 CIP Overheads 19 19 38 38 TOTAL USES 617 5,667 6,284 913 - - - - 7,197 SOURCES (dollars in $000) Parkland Impact Fees 617 4,926 5,543 5,543 Donations/Developer Contributions 10 90 100 400 500 Measure M - Parks - 300 300 General Fund-Measure U 154 154 154 Transient Occupancy Tax (TOT)- 500 500 Traffic Impact Fees 200 200 200 TOTAL FUNDS 627 5,370 5,997 800 400 - - - 7,197 Projected Budgets Description and Justification The second phase of the Petaluma Community Sports Fields project includes the construction of a new baseball field and ancillary facilities to provide year-round youth and adult programming as well as host local and regional sporting events. The project fulfills the adopted master plan concept for the East Washington Park site following phase one completion of the three multi-use synthetic soccer and lacrosse fields. The initial construction phase will provide a regulation-sized baseball field with spectator viewing areas, dugouts, and fencing, as well as increased parking capacity adjacent to the current playing fields. Subsequent baseball field project phases will include the construction of a press box, bleachers, lighting, and concession facilities. The project is funded primarily by Parkland Impact Fees along with contributions from the Petaluma Leghorns American Legion Baseball organization. Start Date: FY 2015/16 - June 2016 Estimated Completion: FY 2023/24 – Summer 2024 Project Manager: Mehran Ebrahimi Department Rep: Drew Halter ☐Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _____________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS Lucchesi Skate Park C14402215 \ Project Costs and Funding Sources (Dollars in $000’s) C14402215 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 5 105 110 110 Administration / Legal - 4 2 6 Construction Contracts - 1,298 1,000 2,298 Construction Mgmt - 68 50 118 Contingency - 135 100 235 CIP Overheads - 23 23 46 TOTAL USES 5 105 110 1,528 1,175 - - - 2,813 SOURCES (dollars in $000) Parkland Impact Fees - 650 650 Measure M - Parks 150 150 400 550 American Rescue Plan Act (ARPA)313 313 313 General Fund 525 525 525 Transient Occupancy Tax (TOT)- 500 500 UndeterminedA - 275 275 TOTAL FUNDS 463 525 988 650 1,175 - - - 2,813 Projected Budgets Description and Justification Constructed in 1997, the Petaluma Skate Park is one of the oldest active skate parks in California. It is the City’s only dedicated public facility for skateboarding and provides an important recreational space that promotes active lifestyles, strengthens community, and builds connections especially among the youth and teen members of the community. As the sport of skating continues to evolve, the existing skate park facility lacks elements that would encourage participation and skills progression from a broader range of ages, ability levels, and user groups, and lacks many standard park amenities. The scope of work includes a significant community engagement effort to best inform a redesign of the existing skate park and a site/feasibility assessment for potential additional skate park(s). This project is funded by Sonoma County Measure M – Parks for All, ARPA, Parkland Fees, and General Fund. Additional information can be found on the City’s website at cityofpetaluma.org/skatepetaluma Start Date: FY2022/23 – Winter 2022 Estimated Completion: FY2025/26 Project Manager: Bjorn Griepenburg Department Rep: Drew Halter ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☒ Other: TBD pending scope of future improvements A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS Lucchesi Turf Field Replacement C14502008 Project Costs and Funding Sources (Dollars in $000’s) C14502008 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 63 96 159 5 164 Administration / Legal 1 1 1 2 Construction Contracts 1,123 1,123 119 1,242 Construction Mgmt 2 54 56 5 61 Contingency 161 161 18 179 CIP Overheads 4 23 27 3 30 TOTAL USES 69 1,458 1,527 151 - - - - 1,678 SOURCES (dollars in $000) Measure M - Parks 122 260 382 382 General Fund Reserves - Turf Replacement 728 170 898 398 1,296 TOTAL FUNDS 850 430 1,280 398 - - - - 1,678 Projected Budgets Description and Justification This project will replace the existing synthetic turf with new materials and improve compaction and drainage at the site. The all-weather field is used primarily by youth and adult soccer and lacrosse programs and leagues. The turf is now past its expected service life. Before installing new turf, underlying drainage issues will be corrected. In 2022, a field and soil investigation was performed in conjunction with a preliminary design, which included research into multiple turf systems and options. The new design will feature a shock- absorbing pad that will improve drainage and player safety with a twenty-year expected life cycle. The design also features climate-friendly products including a shredded olive pit infill to replace the recycled rubber granules. Hourly field rental fees collected by a majority of non-resident and adult field permits will provide significant funding for the project. The design is expected to be completed in spring 2023, followed by construction in the summer of 2023. Start Date: FY 2019/20 - Fall 2019 Estimated Completion: FY 2023/24 - Summer 2024 Project Manager: Josh Minshall Department Rep: Drew Halter, ☒Climate First ☒Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ____________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS Marina, Turning Basin Dredging & Dock Upgrades C14402010 Project Costs and Funding Sources (Dollars in $000’s) C14402010 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 394 181 575 190 125 890 Administration / Legal - 8 8 Construction Contracts 57 1,240 1,297 4,000 5,000 10,297 Construction Mgmt 56 56 103 125 284 Contingency 100 100 860 1,050 2,010 CIP Overheads 12 30 42 98 118 258 TOTAL USES 463 1,607 2,070 5,259 6,418 - - - 13,747 SOURCES (dollars in $000) Parkland Impact Fees 387 - 387 107 494 General Fund 1,100 1,100 1,100 General Fund-Measure U - 700 700 1,400 Transient Occupancy Tax (TOT)173 400 573 573 Storm Drainage Utility 50 50 50 Undetermined A - 4,559 5,571 10,130 TOTAL FUNDS 610 1,500 2,110 5,259 6,378 - - - 13,747 Projected Budgets Description and Justification The primary goal of this project is to recover the full operational water depth for boating safety, navigation, and (state-leased) Marina operations. This will facilitate the goal of achieving higher tenant occupancy. Currently, a large percentage of Marina boating slips do not have adequate water depth to accommodate vessels and are thus vacant and unavailable to lease. Dredging of the Petaluma Turning Basin and an initial phase of dredging at the Petaluma Marina were completed in 2022 to restore navigable access to the Marina fueling station, and to provide sufficient depth for emergency service vessels. The project will also include replacement of the Turning Basin floating docks in 2023. Additionally, the project will include removal of dredged material from Shollenberger Park for beneficial reuse at an adjacent wetland area. Shollenberger is at capacity for storage of dredged material following the 2020 Petaluma River dredging. Start Date: FY 2019/20 - Summer 2020 Estimated Completion: TBD A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. Project Manager: Erica Jacobs Department Rep: Gina Benedetti-Petnic ☐Climate First ☒Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: _________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS Petaluma River Dredging Program E14402237 Financial Overview E14402237 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 25 25 25 25 75 25 175 Administration / Legal - - Construction Contracts - 900 900 1,800 Construction Mgmt - 25 25 50 Contingency - 50 50 100 CIP Overheads - - TOTAL USES - 25 25 25 25 1,050 975 25 2,125 SOURCES (dollars in $000) General Fund-Measure U - 650 650 Transient Occupancy Tax (TOT)25 25 25 200 200 200 200 850 Undetermined A - 150 300 175 625 TOTAL FUNDS - 25 25 675 350 500 375 200 2,125 Projected Budgets Description and Justification The U.S. Army Corps of Engineers (Corps) is responsible for maintaining the federal channel of the Petaluma River, including dredging of the Turning Basin to a depth of 8 feet. Funding for federal dredging projects has remained the same even as the costs of dredging have greatly increased. This has left shallow draft channels like the Petaluma River, which do not have a lot of commercial boating traffic, uncompetitive for federal funding for dredging projects. As a result, the frequency of dredging completed by the Corps can be in excess of 15 years between projects, as was the case with the last dredging projects. This frequency will result in a river channel and turning basin that will be unnavigable by most recreational and commercial vessels. In light of this, staff has coordinated with the Corps to request a federal funding allocation for their 2024 dredging cycle. To compensate for any potential lapses in the Corps’ maintenance dredging cycle, this program assigns city funding for a dredging project every 6 years. This would assure a minimum 50-foot wide channel clear dredged to a minimum navigable depth and full Turning Basin access. Staff will be engaging with other shallow draft channel stakeholders of the North Bay to leverage regional partnerships. The objective is to develop programs for beneficial re-use of dredge material for wetland and habitat restoration and protection from sea-level rise; as well as to explore funding opportunities to continue to perform maintenance dredging. Project Start Date: Future Estimated Completion Date: TBD A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. Project Manager: Gina Benedetti-Petnic Department Rep: Christopher Bolt ☒Climate First ☐Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS Shollenberger Amphitheater & Kiosk Improvements C14502012 Project Costs and Funding Sources (Dollars in $000’s) C14502012 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 13 9 22 22 Administration / Legal - 2 2 Construction Contracts - 201 201 Construction Mgmt - 10 10 Contingency - 30 30 CIP Overheads 2 2 4 6 10 TOTAL USES 15 11 26 249 - - - - 275 SOURCES (dollars in $000) Parkland Impact Fees 16 11 27 10 37 Measure M - Parks - 25 25 California State Parks Grant - 213 213 TOTAL FUNDS 16 11 27 248 - - - - 275 Projected Budgets Description and Justification This project will construct an environmental educational kiosk and an outdoor amphitheater at Shollenberger Park. The facilities are intended to provide a venue for environmental education classes, lectures, and demonstrations for elementary school students and the public. The project is funded primarily by a grant for Outdoor Environmental Education Facilities Programs offered by the California State Parks. To the extent possible, construction will include recycled materials to help meet the City's climate-ready goals. The grant application was coordinated with the Petaluma Wetlands Alliance (PWA) and will involve volunteer assistance for construction. Start Date: FY 2019/20 - Summer 2019 Estimated Completion: FY2023/24 Project Manager: Lucas Pereira Department Rep: Cindy Chong, Drew Halter ☒Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS Lynch Creek Trail / Crosstown Connector C14502114 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: __________________ Lynch Creek Trail / Crosstown Connector C14502114 Project Costs and Funding Sources (Dollars in $000’s) C14502114 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 33 62 95 95 Administration / Legal - 5 5 5 15 Construction Contracts 428 428 446 200 200 1,274 Construction Mgmt 9 9 20 20 20 69 Contingency - 100 80 80 260 CIP Overheads 7 7 6 6 6 25 TOTAL USES 477 62 539 577 311 311 - - 1,738 SOURCES (dollars in $000) Donations/Developer Contributions 30 30 30 TFCA 173 173 173 SCTA TDA 194 19 213 213 Traffic Impact Fees 100 43 143 427 570 UndeterminedA - 236 311 205 752 TOTAL FUNDS 497 62 559 663 311 205 - - 1,738 Projected Budgets Description and Justification The Lynch Creek multi-use trail (LCT) is a vital non-motorized east-west connection in the heart of Petaluma. This 2.3-mile- long trail extends from Prince Park west to downtown Petaluma, equitably serving the whole community. It is used heavily by walkers, runners, and cyclists of all ages, helping the City meet its Climate Action goals. It also provides active transportation access to schools, senior housing, medical facilities, shopping centers, community centers, parks, and recreational centers. Due to aging of the paved trail segments, and several unpaved portions of the trail, there remains additional work to make it safe and usable. This project includes repaving sections of the trail surface and repairing drainage issues. This is one of the five projects submitted to the Sonoma County Transportation Authority (SCTA) for grant funding. The two primary trail gaps that will be completed with this project are the ADA access ramp connection to Payran St. and the trail segment from Payran St. to Edith St. Start Date: FY 2020/21 - Summer 2020 Estimated Completion: FY 2025/26- Summer 2026 Project Manager: Ken Eichstaedt, Bjorn Griepenburg Department Rep: Drew Halter, Christopher Bolt ☒Climate First ☒Shovel Ready A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS Kenilworth Park Revitalization C14502317 Project Costs and Funding Sources (Dollars in $000’s) c14502317 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 83 83 200 283 Administration / Legal 2 2 10 5 17 Construction Contracts - 600 2,400 3,000 Construction Mgmt - 100 150 250 Contingency 13 13 182 500 695 CIP Overheads 2 2 20 57 79 TOTAL USES - 100 100 1,112 3,112 - - - 4,324 SOURCES (dollars in $000) Measure M - Parks 100 100 100 200 Prop 68 - 216 216 Undetermined A - 896 3,012 3,908 - 100 100 1,112 3,112 - - - 4,324 Projected Budgets Description and Justification Kenilworth Park is the largest community park serving the mid- town area. The historic park requires significant renovations to better serve the community’s growing needs. In the Fall of 2022, staff facilitated a community workshop and public survey to better inform a holistic park design process in the Spring/Summer of 2023. Partial grant funding for the project was secured from the California Drought, Water, Parks, Climate, Coastal Protection, and Outdoor Access for All, Act of 2018 (Proposition 68) along with dedicated local park funding from the voter-approved Sonoma County Measure M: “Parks for All” Initiative. The City aims to leverage existing funds with other local partners to more fully fund the community’s vision for the park. Partnerships include the Public Arts Committee, local service clubs, and private contributions. Design is expected to be completed by the end of 2023, followed by an initial phase of construction in the Spring of 2024. Park improvements may include but are not limited to reimagined recreational and play spaces, interactive public art, new play equipment, improved access and safety, grading and drainage repairs, tree work, park amenities, and other site improvements. The project design will prioritize climate friendly building materials, park amenities, and features. Start Date: FY 2022/23 – Summer 2022 Estimated Completion: FY 2024/25 Project Manager: Erica Jacobs Department Rep: Drew Halter ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ________________ A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS Prince Park Concession and Restroom Facility Remodel/Repair C14202319 Project Costs and Funding Sources (Dollars in $000’s) c14202319 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 50 50 Administration / Legal - - Construction Contracts - - Construction Mgmt - - Contingency - - CIP Overheads - - - TOTAL USES - - - 50 - - - - 50 SOURCES (dollars in $000) Measure M - Parks - 50 50 - - - 50 - - - - 50 Projected Budgets Description and Justification The Prince Park concession building, in partnership with a local operator, has provided food and beverage services for decades throughout the spring and summer months for thousands of youth and adult sports participants and their families. The concession facility at Prince Park requires an assessment and review of outstanding items requiring improvement to conform with guidelines and recommendations from the Sonoma County Health Department. Facility improvements and renovations will likely include water heating, electrical, plumbing, structural and exterior work. Project Start Date: FY 2023/24 Estimated Completion Date: FY 2023/24 Project Manager: Gina Benedetti-Petnic/TBD Department Rep: Cindy Chong ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PARKS CAPITAL IMPROVEMENT PROJECTS Swim Center Pool Replastering C14502320 Project Costs and Funding Sources (Dollars in $000’s) c14502320 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 18 18 55 25 98 Administration / Legal 3 3 3 Construction Contracts - 320 750 1,070 Construction Mgmt - 20 40 60 Contingency - 50 150 200 CIP Overheads - 8 15 23 TOTAL USES - 21 21 453 980 - - - 1,454 SOURCES (dollars in $000) Measure M - Parks 6 6 291 297 Undetermined A - 1,157 1,157 - 6 6 291 1,157 - - - 1,454 Projected Budgets Description and Justification The Petaluma Swim Center is home to the City’s outdoor 50-meter public pool and adjacent toddler wading pool. The community uses both pools heavily for recreation and as a venue for hosting local and regional swim team events year-round. The swimming pool requires replastering to maintain operations and the ability to host community and regional programming. This project will also include assessing the boiler system for future electrification and improving water conservation and ventilation in the showers and locker room facilities. The project is funded mostly through Measure M. Some energy efficiency upgrades may be funded through on-bill and other low-cost financings in coordination with City- Wide Facilities Audit & Energy Program (CIP # E11202132). Design is scheduled for FY 22-23, with construction following in FY 23-24. Start Date: FY 2022/23 Estimated Completion: FY 2024/25 Project Manager: Gina Benedetti-Petnic Department Rep: Cindy Chong ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS PUBLIC WORKS PROJECTS FY 2023-2024 PUBLIC WORKS CAPITAL IMPROVEMENT PROGRAM BUDGET FY 23-24 PROJECT SUMMARY Fund 3160.31600 PROJECTS (dollars in $000)FY 24-25 FY 25-26 FY 26-27 FY 27-28 C16101519 Rivertrail - 101/Crossing, Crosstown Connector 37 16 53 150 - 4,520 - - 4,723 C16501602 Downtown Pedestrian ADA Improvements 1,099 159 1,258 127 127 127 - - 1,639 C16102248 Pavement Restoration & Reconstruction- Citywide 112 1,811 1,923 6,719 5,197 3,198 3,198 3,198 23,433 C16102147 North McDowell Boulevard Complete Streets 484 8,384 8,868 5,235 - - - - 14,103 C16401925 Citywide Bridge Repair - 5 5 25 489 - - - 519 C16102032 Pedestrian Improvements Citywide 197 117 314 440 273 221 221 221 1,690 C16102250 Traffic Signal Improvements- Citywide 362 150 512 153 153 153 153 153 1,277 C16502022 Trestle Rehabilitation 38 150 188 1,265 7,900 - - - 9,353 C16401824 Caulfield Bridge Crosstown Connector 358 212 570 341 6,199 51,335 - - 58,445 C16402141 1st and F St Bridge Replacement - Phase 2 538 1,563 2,101 422 - - - - 2,523 New 1st and C Street Fishing Dock and Community Space - - - - 112 488 - - 600 C16501412 LED Streetlight & Facility Lighting Retrofits 1,007 42 1,049 595 - - - - 1,644 New Street Light Repairs and Upgrades- Citywide - 3 3 290 - - - - 293 C16102146 Traffic Calming & Neighborhood Greenways 111 135 246 200 200 200 200 200 1,246 C16102251 D Street Improvements 3 174 177 500 1,348 2,762 - - 4,787 C16402252 Pedestrian Bridge Renovations 1 21 22 248 1,730 - - - 2,000 E16502134 Active Transportation Plan & Wayfinding 94 129 223 10 - - - - 233 New Caulfield Lane Active Transportation - - - 225 3,580 - - - 3,805 E16102347 Corona Road and McKenzie AT Crossings - 50 50 250 - - - - 300 New Bicycle/Pedestrian Wayfinding & Bicycle Parking - - - 120 62 - - - 182 E16082012 Payran UST 1,570 150 1,720 50 - - - - 1,770 New Utility Undergrounding Study - 61 61 - - - - - 61 New Downtown Beautification - - - 265 - - - - 265 New Downtown Public Restroom - 47 47 463 - - - - 510 TOTAL $ 6,011 $ 13,379 $ 19,390 $ 18,093 $ 27,370 $ 63,004 $ 3,772 $ 3,772 $ 135,401 Total Project Estimate Estimate FY 22-23 Actual Life to Date thru FY 22 Projected Budgets Budget FY 23-24 Estimate Life to Date thru FY 23 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS PUBLIC WORKS CAPITAL IMPROVEMENT PROGRAM BUDGET FY 23-24 PROJECT SUMMARY Fund 3160.31600 SOURCES (dollars in $000)FY 24-25 FY 25-26 FY 26-27 FY 27-28 Traffic Mitigation Impact Fees 218$ 1,571$ 1,789$ 1,174$ 8,070$ 24,789$ 682$ 291$ 36,795$ Street Maintenance / Highway Users Tax 2,221 1,618 3,839 4,953 2,105 2,331 2,453 952 16,633 Transient Occupancy Tax 1,043 - 1,043 250 - 287 - - 1,580 General Fund 173 - 173 - - - - - 173 General Fund- Measure U - - - 775 - - - - 775 Bond- Measure U Sales Tax - 7,000 7,000 10,400 7,600 - - - 25,000 Public Works Grants 777 34 811 225 3,080 - - - 4,116 Developer Contributions 1,376 - 1,376 - 50 - - - 1,426 Interfund Loan 1,490 - 1,490 - - - - - 1,490 PGE On-Bill Financing / Credits 142 61 203 - - - - - 203 Measure M Parks 38 - 38 - - - - - 38 Water Capital 534 150 684 136 - - - - 820 Waste Water Capital 20 - 20 - - - - - 20 Certified Access Specialist CASP 95 - 95 - - - - - 95 Undetermined - - - 1,709 9,535 34,993 - - 46,237 TOTAL $ 8,127 $ 10,434 $ 18,561 $ 19,622 $ 30,440 $ 62,400 $ 3,135 $ 1,243 $ 1 35,401 Total Project Estimate Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 PROJECTED DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS River Trail-101 Crossing & Crosstown Connector C16101519 Project Costs and Funding Sources (Dollars in $000’s) C16101519 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 34 16 50 150 200 Administration / Legal - 5 5 Construction Contracts - 3,600 3,600 Construction Mgmt 2 2 100 102 Contingency - 800 800 CIP Overheads 1 1 15 16 TOTAL USES 37$ 16$ 53$ 150$ -$ 4,520$ -$ -$ 4,723$ SOURCES (dollars in $000) Traffic Mitigation Impact Fees 3 3 155 1,146 1,304 Developer Contributions 50 50 50 Undetermined A - 3,369 3,369 TOTAL FUNDS 50$ $ 3 53$ 155$ $ -$ 4,515 $ -$ -$ 4,723 Projected Budgets Description and Justification The River Trail-101 Crossing & Crosstown Connector project will provide safe access for bicyclists and pedestrians by creating a new stretch of paved pathway on the existing River Trail. The new path will fill the current trail gap from Alman Marsh through the marina to Hopper Street and offer a safe alternative to traveling along Lakeville Highway. This pathway segment is also considered to be an important crosstown connector, linking the city’s southern, central, and eastern regions with Downtown and the Copeland Transit Center. The City has done the initial 10% design to assist in costing and grant applications. Preliminary engineering is funded through traffic impact fees and developer contributions. Construction of future phases may have full or partial funding from grant application submissions with the Sonoma County Transportation Authority (SCTA). Construction will shift as needed to align with receipt of this and future grant funding. Start Date: FY 2023/24 Estimated Completion: FY 2025/26 Project Manager: Ken Eichstaedt, Bjorn Griepenburg Department Rep: Gina Benedetti-Petnic ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Downtown Pedestrian ADA Improvements C16501602 Project Costs and Funding Sources (Dollars in $000’s) C16501602 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 125 20 145 20 20 20 205 Administration / Legal - - Construction Contracts 877 75 952 75 75 75 1,177 Construction Mgmt 79 20 99 10 10 10 129 Contingency 40 40 20 20 20 100 CIP Overheads 18 4 22 2 2 2 28 TOTAL USES 1,099$ 159$ 1,258$ 127$ 127$ 127$ -$ -$ 1,639$ SOURCES (dollars in $000) Street Maintenance / Highway Users Tax 57 57 57 Transient Occupancy Tax 930 930 250 287 1,467 Waste Water Capital 20 20 20 Certified Access Specialist CASP 95 95 95 TOTAL FUNDS $ 1,102 $ -1,102$ 250$ $ -287$ $ -$ -$ 1,639 Projected Budgets Description and Justification As part of our efforts to improve safety, walkability, and accessibility in and around downtown Petaluma, the City continues to upgrade curb ramps, sidewalks, and other pedestrian areas to meet current Americans with Disabilities Act (ADA) standards. This project began as part of a 10-year construction program ending in FY 25/26. However, we anticipate that work will be ongoing as funding allows using Transient Occupancy Tax (TOT) dollars. Wherever possible, ADA improvements are integrated with traffic calming and safety enhancement measures (e.g., sidewalk bulb-outs). Start Date: FY 2015/16 Estimated Completion: FY 2025/26 Project Manager: Ken Eichstaedt, Bjorn Griepenburg Department Rep: Gina Benedetti-Petnic ☒Climate First ☒Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Pavement Restoration & Reconstruction Citywide C16102248 Pavement Restoration and Reconstruction Citywide 2019 - 2023 Please visit the City’s website for additional information and maps on the https://cityofpetaluma.org/street- pavement/ program. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Pavement Restoration & Reconstruction Citywide C16102248 Project Costs and Funding Sources (Dollars in $000’s) C16102248 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 107 490 597 590 580 580 580 580 3,507 Administration / Legal 11 11 11 10 10 10 10 62 Construction Contracts 1,000 1,000 4,700 3,538 2,000 2,000 2,000 15,238 Construction Mgmt 3 100 103 470 354 200 200 200 1,527 Contingency 200 200 940 708 400 400 400 3,048 CIP Overheads 2 10 12 8 8 8 8 8 52 TOTAL USES 112$ 1,811$ 1,923$ 6,719$ 5,197$ 3,198$ 3,198$ 3,198$ 23,433$ SOURCES (dollars in $000) Traffic Mitigation Impact Fees - 1,200 561 561 213 2,535 Street Maintenance / Highway Users Tax - 1,878 2,000 420 4,298 Bond- Measure U Sales Tax 2,000 2,000 7,000 7,600 16,600 TOTAL FUNDS $ - $ 2,000 $ 2,000 $ 7,000 $ 8,800 $ 2,439 $ 2,561 633$ 23,433$ Projected Budgets Start Date: Ongoing Estimated Completion: Ongoing Project Manager: Ken Eichstaedt, Gina Benedetti-Petnic Department Rep: Christopher Bolt ☒Climate First ☒Shovel Ready Description and Justification This project is a critical initiative to implement a top community priority for making Petaluma’s streets smoother and safer. Planning, design, and construction is underway and will continue at an unprecedented rate over the next five years thanks to passage of Measure U, which provides a critically important funding source for addressing over $160 million in deferred street maintenance work. Proposed improvements consist primarily of seal coats, overlays, repairs of failed areas, and reconstruction of roadways. Project prioritization and selected treatments depend on evaluation of several factors: safety improvements; traffic calming needs; active transportation needs; Pavement Condition Index (PCI) rating; community input; utility improvement needs; location and traffic volume; and other considerations such as proximity to schools and busy community areas. Incorporation of safe and complete streets elements are very important as we focus on improving active transportation and public transit opportunities. Moreover, ADA (Americans with Disabilities Act) improvements to sidewalks and curb ramps will be included whenever possible. Funding for this program comes from a combination of Street Maintenance Funds, Road Maintenance & Rehab. Account dollars (from water/sewer utility fees), and Measure U Sales Tax bonds. Measure U Sales Tax Revenues facilitated the issuance of bonds for infrastructure improvements like this. The City improved an unprecedented 30 miles of streets in FY 21/22, investing $4 million into safer, smoother streets. This ongoing program continues to move Petaluma forward by investing in the safety and quality of mobility throughout our community. The focus for FY 23/24 is on connector roadways connecting schools and parks with neighborhoods. Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS North McDowell Boulevard Complete Streets C16102147 Project Costs and Funding Sources (Dollars in $000’s C16102147 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 452 450 902 100 1,002 Administration / Legal 10 10 2 12 Construction Contracts 22 7,000 7,022 4,580 11,602 Construction Mgmt 3 210 213 110 323 Contingency 700 700 433 1,133 CIP Overheads 7 14 21 10 31 TOTAL USES 484$ 8,384$ 8,868$ 5,235$ -$ -$ -$ -$ 14,103$ SOURCES (dollars in $000) Traffic Mitigation Impact Fees 1,300 1,300 364 1,664 Street Maintenance / Highway Users Tax 719 719 3,320 4,039 Bond- Measure U Sales Tax 5,000 5,000 3,400 8,400 TOTAL FUNDS 719$ $ 6,300 $ 7,019 $ 7,084 $ -$ -$ -$ - $ 1 4,103 Projected Budgets Project Manager: Mehran Ebrahimi, Ken Eichstaedt Department Rep: Gina Benedetti-Petnic, Christopher Bolt ☒Climate First ☒Shovel Ready Description and Justification As one of the City’s busiest arterials, the North McDowell Blvd Complete Streets project is a high priority. The project involves full pavement reconstruction of North McDowell Blvd. from Sunrise Parkway to Old Redwood Highway. Numerous core businesses, industries, and residential hubs are located along this corridor, as well as several sites identified for future development, including the second Petaluma SMART train station. Comprehensive safety improvements focus on “complete streets” and active transportation elements are being implemented throughout the project to improve safety and access for pedestrians, bicyclists and users of public transit. Implementation of safer pedestrian Z-crossings with traffic signal devices are being implemented with buffered bicycle lanes. Funding comes from a combination of Street Maintenance Funds, Road Maintenance & Rehab. dollars (from water/sewer utility fees), and Measure U bond funds. The project is scheduled for completion in early FY 23/24. There will be subsequent work conducted by SMART at their roadway crossing and pathway. Start Date: FY 2020/21 Estimated Completion: FY 2023/24 Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Citywide Bridge Repair Map DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Citywide Bridge Repairs C16401925 Project Costs and Funding Sources (Dollars in $000’s) C16401925 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 5 5 25 25 55 Administration / Legal - 6 6 Construction Contracts - 342 342 Construction Mgmt - 34 34 Contingency - 75 75 CIP Overheads - 7 7 TOTAL USES -$ 5$ 5$ 25$ 489$ -$ -$ -$ 519$ SOURCES (dollars in $000) Street Maintenance / Highway Users Tax - 30 30 Undetermined A - 489 489 TOTAL FUNDS $ -$ --$ 30$ 489$ $ -$ -$ -519$ Projected Budgets Start Date: FY 2022/23 Estimated Completion: FY 2024/25 Project Manager: Ken Eichstaedt Department Rep: Gina Benedetti-Petnic ☐Climate First ☐Shovel Ready Description and Justification Petaluma’s 13 bridges serve the important purpose of safely connecting us to the locations and people we care about. Caltrans performs biannual inspections to ensure these bridges are safe, structurally sound, and in good working order. Recent inspection reports show that, while no major structural work is needed on any of the bridges, surface treatments such as sealing bridge concrete and decks, will be performed on some of the bridges in order to preserve them. Initial work will include design effort to provide an improved grant submittal. Staff is seeking to fund this project through grant dollars provided by the Caltrans Highway Bridge Program (HBP), which requires an 11.5% local match. A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Pedestrian Improvements Citywide C16102032 Project Costs and Funding Sources (Dollars in $000’s) C16102032 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 30 30 50 30 20 20 20 170 Administration / Legal - 2 2 2 2 2 10 Construction Contracts 195 70 265 290 196 158 158 158 1,225 Construction Mgmt 6 6 38 22 18 18 18 120 Contingency 8 8 56 20 20 20 20 144 CIP Overheads 2 3 5 4 3 3 3 3 21 TOTAL USES 197 117 314 440 273 221 221 221 1,690 SOURCES (dollars in $000) Traffic Mitigation Impact Fees 16 61 77 287 136 20 20 14 554 Street Maintenance / Highway Users Tax 137 56 193 164 137 201 201 202 1,098 Measure M Parks 38 38 38 TOTAL FUNDS 191$ 117$ 308$ 451$ 273$ 221$ 221$ 216$ 1,690$ Projected Budgets Description and Justification This Citywide program delivers roadway and multi-use trail improvements focused on safety and accessibility. Priority will be given to areas with high pedestrian activity, including areas surrounding schools and parks, as well as streets and intersections with higher collision rates. Improvements may include installation or replacement of roadway markings, signage, sidewalks, and curb ramps. Some improvements may be delivered using cost-effective and flexible materials that allow the community to experience and provide feedback on proposed changes before they are made permanent (referred to as “quick-build” or “demonstration” projects). Start Date: FY 2020/21 Estimated Completion: Ongoing Project Manager: Ken Eichstaedt, Bjorn Griepenburg Department Rep: Gina Benedetti-Petnic, Christopher Bolt ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS . DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Traffic Signal Improvements- Citywide DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Traffic Signal Improvements- Citywide C16102250 Project Costs and Funding Sources (Dollars in $000’s) C16102250 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - - Administration / Legal - - Construction Contracts 359 150 509 150 150 150 150 150 1,259 Construction Mgmt - - Contingency - - CIP Overheads 3 3 3 3 3 3 3 18 TOTAL USES 362 150 512 153 153 153 153 153 1,277$ SOURCES (dollars in $000) Traffic Mitigation Impact Fees 34 34 35 35 35 35 35 209 Street Maintenance / Highway Users Tax 271 207 478 118 118 118 118 118 1,068 TOTAL FUNDS 305$ 207$ 512$ 153$ 153$ 153$ 153$ 153$ 1,277$ Projected Budgets Start Date: FY 2023/24 Estimated Completion: Ongoing Project Manager: Jeff Stutsman Department Rep: Gina Benedetti-Petnic ☒Climate First ☐Shovel Ready Description and Justification This multi-year, multi-phased project will modernize the City’s Traffic Signal Timing System to deliver continuous and reliable communications with a central management system. The scope of work includes: • Improving the traffic management system to better manage signal timing and coordination • Installing battery backup systems for resiliency in power outages • Upgrading controllers and cabinets • Replacing signal heads • Implementing video detection Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: __________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Trestle Rehabilitation C16502022 Project Costs and Funding Sources (Dollars in $000’s) c16502022 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 38 150 188 650 838 Administration / Legal - 75 75 Construction Contracts - 500 6,500 7,000 Construction Mgmt - 25 300 325 Contingency - 75 1,000 1,075 CIP Overheads - 15 25 40 TOTAL USES 38 150 188 1,265 7,900 - - - 9,353$ SOURCES (dollars in $000) Transient Occupancy Tax 113 113 113 Undetermined A - 1,340 7,900 9,240 TOTAL FUNDS 113$ $ -113$ $ 1,340 $ 7,900 $ -$ -$ - $ 9,353 Projected Budgets Start Date: FY 2020/21 Estimated Completion: TBD Project Manager: Erica Jacobs, Gina Benedetti- Petnic, Christopher Bolt Department Rep: Christopher Bolt ☐Climate First ☐Shovel Ready Description and Justification Constructed in 1922, the Petaluma trestle lines the southwest Bank of the Petaluma River Turning Basin and once served as a spur line of the Petaluma and Santa Rosa Railroad. It later offered a promenade and viewing platform for the annual lighted boat parade and other River activities. Reviving this historic timber structure will breathe new life into downtown and revitalize the Petaluma River Turning Basin area. While significant hurdles exist, the vision is to transform the structure into a prized, iconic riverfront gathering place and active transportation hub. Major milestones necessary before construction can commence include: 1) structural evaluation, 2) environmental assessment, 3) determining ownership/acquisition models, 4) finalizing design and bidding documents, and 5) securing funding for construction. This is a complex, multi-year project. In 2013, the California Coastal Commission provided a grant to help the City develop plans for rehabilitating the Trestle. The estimated construction costs at the time exceeded available funding resources and the project was placed on hold. With continued support from the City Council and the community, the project is being revisited and the design, scope, and cost estimates are being updated as part of this project. Staff continues to explore all potential grant opportunities. Completion is based on funding. A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. Operating Impact: ☐ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☒ Other: Unknown at this time DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Caulfield Bridge Crosstown Connector C16401824 Project Costs and Funding Sources (Dollars in $000’s) C16401824 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 336 200 536 325 6,124 6,985 Administration / Legal 10 10 10 60 15 95 Construction Contracts - 43,000 43,000 Construction Mgmt 16 16 300 316 Contingency - 8,000 8,000 CIP Overheads 6 2 8 6 15 20 49 TOTAL USES 358$ 212$ 570$ 341$ 6,199$ 51,335$ -$ -$ 58,445$ SOURCES (dollars in $000) Traffic Mitigation Impact Fees - 5,784 22,789 28,573 Developer Contributions 1,326 1,326 1,326 Undetermined A - 28,546 28,546 TOTAL FUNDS $ 1,326 $ -1,326$ $ -$ 5,784$ 51,335 $ -$ -$ 5 8,445 Projected Budgets Description and Justification The Caulfield Bridge Crosstown Connector will connect east and west Petaluma via Caulfield Lane over the Petaluma River to Petaluma Blvd. South near the Hwy 101 bridge at the southern end of the city. The project continues to develop with initial design efforts determining the bridge type and layout (two-leaf bascule) along with estimated construction costs. The design concept has received preliminary U.S. Coast Guard approval for vertical and horizontal clearances over the navigable waterway and bridge openings. Preliminary design work continues, and the project is ready to proceed into the environmental permitting phase. This planning/permitting phase will identify necessary permits and studies (i.e., traffic, cultural, biological), execute those studies, and provide detailed construction cost estimates. Construction could be ready to start in FY 25/26 or FY 26/27, depending on the availability of adequate funding. Start Date: FY 2016/17 Estimated Completion: TBD Project Manager: Ken Eichstaedt, Gina Benedetti- Petnic Department Rep: Christopher Bolt ☒Climate First ☐Shovel Ready A Undetermined sources could utilize future Impact fees based on the Impact Fee Nexus study. Other sources such as future grants, fed/state programs or donations could also be utilized. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS 1st and F St Bridge Replacement – Phase 2 C16402141 Project Costs and Funding Sources (Dollars in $000’s) C16402141 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 147 74 221 50 271 Administration / Legal 1 1 2 3 Construction Contracts 346 1,457 1,803 300 2,103 Construction Mgmt 35 26 61 15 76 Contingency - 45 45 CIP Overheads 10 5 15 10 25 TOTAL USES 538$ 1,563$ 2,101$ 422$ -$ -$ -$ -$ 2,523$ SOURCES (dollars in $000) Traffic Mitigation Impact Fees 168 168 39 207 Street Maintenance / Highway Users Tax 975 1,047 2,022 294 2,316 TOTAL FUNDS 975$ $ 1,215 $ 2,190 333$ $ -$ -$ -$ - $ 2,523 Projected Budgets Description and Justification A timber-framed structure was recently replaced with a new concrete arch at 1st and F Streets. This structure covers the outfall of Thompson Creek and a storm sewer draining into the Petaluma River. The former timber structure was initially a railroad bridge, which was later incorporated into the street. Phase 1 of this project was completed in early 2023, resulting in replacement of the bridge structure with a precast concrete arch, restoration of the roadway, and installation of guardrails along with pedestrian facilities (new curb ramps and crosswalk striping). Phase 2 of the project will involve increasing pedestrian and bicycle safety and access near the structure, as well as creating a safe and ADA-compliant path of travel to and from the bridge. This phase will also include the installation of a community space for public use. The Phase I structure replacement project was not eligible for federal or state bridge funds, so both phases are being locally funded by a combination of Street Maintenance Funds and Traffic Impact Fees (for the pedestrian elements). Start Date: FY 2020/21 Estimated Completion: FY 2023/24 Project Manager: Jonathan Sanglerat Department Rep: Gina Benedetti-Petnic, Christopher Bolt ☐Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS 1st and C Street Fishing Dock and Community Space New Project Costs and Funding Sources (Dollars in $000’s) 1st and C Street Fishing Dock and Community Space USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 110 110 Administration / Legal - 2 2 4 Construction Contracts - 400 400 Construction Mgmt - 20 20 Contingency - 60 60 CIP Overheads - 6 6 TOTAL USES -$ -$ -$ -$ 112$ 488$ -$ -$ 600$ SOURCES (dollars in $000) Developer Contributions - 50 50 Undetermined A - 62 488 550 TOTAL FUNDS $ -$ -$ -$ -112$ 488$ $ -$ -600$ Projected Budgets Description and Justification This project will fulfill a community vision and provide additional public access to the downtown turning basin. With the construction of this component of the River Access and Enhancement Plan, a small community space (pocket park) and a replacement fishing dock will be installed at the end of C Street where it abuts the west bank of the Petaluma River. This project will replace the historic fishing dock that was once located here and add a small park-like area with benches and landscaping to enhance this waterfront access location. The design phase is largely funded by a developer contribution and the construction will follow as additional funding is secured. Start Date: FY 2023/24 Estimated Completion: FY 2024/25 Project Manager: Erica Jacobs, Gina Benedetti-Petnic Department Rep: Drew Halter, Christopher Bolt ☐Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ________________ A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS LED Streetlight Retrofits C16501412 Project Costs and Funding Sources (Dollars in $000’s) C16501412 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 78 3 81 33 114 Administration / Legal - - Construction Contracts 889 34 923 551 1,474 Construction Mgmt 28 4 32 32 Contingency - - CIP Overheads 12 1 13 11 24 TOTAL USES 1,007$ 42$ 1,049$ 595$ -$ -$ -$ -$ 1,644$ SOURCES (dollars in $000) Street Maintenance / Highway Users Tax 12 12 12 Interfund Loan 1,490 1,490 1,490 PGE On-Bill Financing / Credits 142 142 142 TOTAL FUNDS $ 1,644 $ - $ 1,644 $ -$ -$ -$ -$ - $ 1,644 Projected Budgets Description and Justification The City is hard at work implementing projects that will help achieve our Climate Ready goal of becoming a greenhouse gas carbon neutral City by the year 2030. To date, we have completed three Climate Ready initiatives retrofitting 5,000 streetlights with energy-efficient LED lamps and stadium lights at Lucchessi Turf Field as part of the LED Streetlight Retrofits project. This project continues to move us forward by replacing older lights at the City’s sports fields, courts, parking lots, and pathways where existing lighting is in need of replacement or has been deemed a priority through energy efficiency audits. This project has funds from inter-fund loans and PG&E's On- Bill Financing program, which offers government agencies and businesses interest-free loans. Start Date: FY 2012/13 Estimated Completion: FY 2023/24 Project Manager: Diane Ramirez Department Reps: Gina Benedetti-Petnic, Patrick Carter, Rhianna Frank, Drew Halter, Cindy Chong ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Street Light Repairs and Upgrades- Citywide New Project Costs and Funding Sources (Dollars in $000’s) Citywide Street Light Repairs and Upgrades USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 3 3 3 Administration / Legal - - Construction Contracts - 258 258 Construction Mgmt - 1 1 Contingency - 26 26 CIP Overheads - 5 5 TOTAL USES - 3 3 290 293$ SOURCES (dollars in $000) Street Maintenance / Highway Users Tax 3 3 290 293 TOTAL FUNDS $ -$ 3 $ 3 290$ $ -$ -$ -$ -293$ Projected Budgets Description and Justification The City recently retrofitted its streetlights with more energy efficient LED lamps. This project continues the lighting program by addressing repairs to remaining streetlight power issues as well as installing new streetlights at strategic locations that warrant more lighting in an effort to improve safety and security. Example projects include Sycamore Lane and East Court. Both are in the design phase with construction planned in early FY 23/24. Start Date: FY 2022/23 Estimated Completion: FY 2023/24 ☐Climate First ☒Shovel Ready Project Manager: Jeff Stutsman Department Rep: Gina Benedetti-Petnic Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Traffic Calming & Neighborhood Greenways (also known as Bike Boulevards) C16102146 Project Costs and Funding Sources (Dollars in $000’s) C16102146 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 87 30 117 20 20 20 20 20 217 Administration / Legal - 2 2 2 2 2 10 Construction Contracts 80 80 130 130 130 130 130 730 Construction Mgmt 20 8 28 15 15 15 15 15 103 Contingency 15 15 30 30 30 30 30 165 CIP Overheads 4 2 6 3 3 3 3 3 21 TOTAL USES 111 135 246 200 200 200 200 200 1,246$ SOURCES (dollars in $000) Traffic Mitigation Impact Fees 115 115 66 66 66 66 29 408 Street Maintenance / Highway Users Tax 90 90 134 134 134 134 212 838 TOTAL FUNDS 115$ 90$ 205$ 200$ 200$ 200$ 200$ 241$ 1,246$ Projected Budgets Start Date: FY 2020/21 Estimated Completion: Ongoing Project Manager: Bjorn Griepenburg Department Rep: Gina Benedetti-Petnic, Christopher Bolt Description and Justification This project targets safer walking and biking, particularly around schools and parks. It includes exploring creative solutions such as Petaluma’s first- of-its-kind 5th Street Bike Boulevard—a bike route on a low-traffic, neighborhood street. This will run on 5th Street between Mt. View Avenue and A Street. The City is committed to creating safer streets and doing so in a way that best suits the needs of our community. Safe Streets projects will be identified using community input and traffic data, then generally will be installed using cost-effective and flexible materials that can be adjusted or removed, if necessary. This type of installation (referred to as "quick-build," "pilot," or "demonstration" projects) allows community members to experience and provide feedback on proposed changes before they're made permanent. Projects will be funded using a combination of Traffic Mitigation Impact Fees and Street Maintenance funds. ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS D Street Improvements C16102251 \ Project Costs and Funding Sources (Dollars in $000’s) C16102251 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 3 54 57 500 557 Administration / Legal 2 2 2 2 6 Construction Contracts 100 100 1,000 2,500 3,600 Construction Mgmt 5 5 100 75 180 Contingency 10 10 200 150 360 CIP Overheads 3 3 46 35 84 TOTAL USES 3 174 177 500 1,348 2,762 - - 4,787$ SOURCES (dollars in $000) Traffic Mitigation Impact Fees 11 11 102 264 172 549 Street Maintenance / Highway Users Tax 3 89 92 103 195 Undetermined A - 369 1,084 2,590 4,043 TOTAL FUNDS $ 3 100$ 103$ 574$ $ 1,348 $ 2,762 $ -$ -$ 4,787 Projected Budgets Description and Justification D Street serves an important role as a gateway between the countryside and Petaluma. The historic residential street is used by up to 9,500 vehicles per day and is traveled along and across by many people on foot and bike, including children and families accessing nearby parks and schools. Unfortunately, D Street was recently identified as part of Sonoma County's High Injury Network, meaning traffic collisions on D Street occur more frequently and with greater injury severity relative to most Sonoma County roads. Our goals with this project are twofold: 1) implement traffic calming fixes that will deliver immediate safety benefits, and 2) seek input on and test street design elements to inform a future road reconstruction project that will take place following sewer and water main replacement projects in 2024. Start Date: FY 2021/22 Estimated Completion: FY 2025/26 Project Manager: Bjorn Griepenburg Department Rep: Gina Benedetti-Petnic, Christopher Bolt ☒Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Pedestrian Bridge Renovations C16402252 Project Costs and Funding Sources (Dollars in $000’s) C16402252 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 1 5 6 20 26 Administration / Legal - 5 5 Construction Contracts 10 10 180 1,300 1,490 Construction Mgmt 3 3 18 100 121 Contingency 2 2 26 300 328 CIP Overheads 1 1 4 25 30 TOTAL USES 1 21 22 248 1,730 - - - 2,000$ SOURCES (dollars in $000) Traffic Mitigation Impact Fees 21 21 80 555 656 Street Maintenance / Highway Users Tax - 190 1,154 1,344 TOTAL FUNDS $ -21$ 21$ 270$ $ 1,709 $ -$ -$ - $ 2,000 Projected Budgets Start Date: FY 2022/23 Estimated Completion: FY 2024/25 Description and Justification This project involves maintenance and implementation of safety and functional improvements for the city’s pedestrian bridges. An initial assessment of the bridges was completed in FY 2022/23 (CIP e16402238) and resulted in recommendations and prioritization of myriad improvements. These include: 1) accessibility improvements to comply with Americans with Disabilities Act (ADA) provisions, 2) safety/structural considerations, and 3) ongoing maintenance needs for these wood and steel structures. The following bridges are included: Balshaw Bridge at the Turning Basin; Lynch Creek Trail bridge at the Water Street North lift station; Lynch Creek Trail at Washington Creek near Payran; Lynch Creek Trail near Holly Lane; Lynch Creek Trail at Prince Park; Allman Marsh boardwalk; Adobe Creek bridge at Allman Marsh/Schollenberger; three Schollenberger Park Bridges; and Mannion Knoll. Project Manager: Erica Jacobs Department Rep: Gina Benedetti-Petnic, Christopher Bolt ☒Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Active Transportation Plan & Wayfinding E16502134 Project Costs and Funding Sources (Dollars in $000’s) E16502134 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 94 80 174 10 184 Administration / Legal 2 2 2 Construction Contracts 40 40 40 Construction Mgmt 2 2 2 Contingency 4 4 4 CIP Overheads 1 1 1 TOTAL USES 94 129 223 10 - - - - 233$ SOURCES (dollars in $000) Traffic Mitigation Impact Fees 53 7 60 16 76 Street Maintenance / Highway Users Tax 47 76 123 34 157 TOTAL FUNDS 100$ 83$ 183$ 50$ $ -$ -$ -$ -233$ Projected Budgets Description and Justification This project will update the 2008 Bicycle and Pedestrian Master Plan (which, starting with this update, will be referred to as the “Active Transportation Plan”) in coordination with the General Plan Update currently under development. The Active Transportation Plan is the City’s blueprint for infrastructure projects, as well as potential education, encouragement, and enforcement efforts that promote safe walking and bicycling. The Plan involves robust community engagement to solicit feedback on barriers to walking and bicycling. The City will incorporate feedback received through concurrent efforts by Petaluma Equitable Climate Action Coalition (PECAC), which is hosting community listening sessions focused on transportation, and CityThread, which selected Petaluma for technical assistance focused on improving transportation project delivery. The Wayfinding Program will create a comprehensive plan for directional pedestrian and bicycle signage throughout the city, starting with a first phase leading people to and through Downtown. Start Date: FY 2020/21 Estimated Completion: FY 2023/24 Project Manager: Bjorn Griepenburg Department Rep: Gina Benedetti-Petnic ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Caulfield Lane Active Transportation New Project Costs and Funding Sources (Dollars in $000’s) Caulfield Lane Active Transportation USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 225 225 Administration / Legal - - Construction Contracts - 3,580 3,580 Construction Mgmt - - Contingency - - CIP Overheads - - TOTAL USES - - - 225 3,580 - - - 3,805$ SOURCES (dollars in $000) Street Maintenance / Highway Users Tax - 500 500 PW Grant- SCTA - 225 3,080 3,305 TOTAL FUNDS $ -$ -$ -225$ $ 3,580 $ -$ -$ -$ 3,805 Projected Budgets Description and Justification Caulfield Lane is a major east-west arterial road and one of just five roads that crosses US-101 in Petaluma, connecting people with schools, parks, shopping, and services. This project will rehabilitate pavement and deliver significant traffic calming, accessibility, and active transportation improvements to a 1.3 mile stretch of Caulfield Lane between Payran Street and Ely Boulevard South. The project will include protected bike lanes, sidewalk gap closures, upgraded curb ramps, signal and intersection improvements, and signalization or a roundabout at the intersection with Ely Boulevard South. This project will support the City’s Vision Zero efforts to eliminate deaths and severe injuries from traffic collision. Caulfield Lane is part of Sonoma County’s high-injury network, meaning traffic collisions happen on this road with more frequency and injury severity relative to most Sonoma County roads. Start Date: FY 2023/24 Estimated Completion: FY 2024/25 Project Manager: Ken Eichstaedt Department Rep: Gina Benedetti-Petnic ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Corona Road and McKenzie Crossings E16102347 Project Costs and Funding Sources (Dollars in $000’s) E16102347 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 50 50 250 300 Administration / Legal - - Construction Contracts - - Construction Mgmt - - Contingency - - CIP Overheads - - TOTAL USES - 50 50 250 300$ SOURCES (dollars in $000) Street Maintenance / Highway Users Tax 50 50 250 300 TOTAL FUNDS $ -50$ 50$ 250$ $ -$ -$ -$ -300$ Projected Budgets Start Date: FY 2022/23 Estimated Completion: FY 2023/24 Description and Justification Safe active transportation (those traveling via bike, foot, wheelchair, or motorized cart) connectivity across Highway 101 is a critical and compelling need for our community. Improvements at two locations are the subject of this study: Corona Road and the McKenzie pedestrian bridge. The planned SMART Station Multi-Use Pathway and N. McDowell Blvd improvements will create enhanced connectivity east of the Corona Bridge. This project will evaluate options for enhancing east-west connectivity and improving safety for pedestrians and cyclists on Corona Road as it crosses over Highway 101. A related project, the McKenzie pedestrian bridge crossing over Highway 101 (located at East Washington Place shopping center and often referred to as “the catwalk”), will also be reviewed for improvements. The project also involves collaboration with Caltrans and the Sonoma County Transportation Authority (SCTA) to develop project parameters and explore funding options for improving these state-owned highway bridges. The project is funded in large part by a grant from the SCTA. Project Manager: Ken Eichstaedt, Bjorn Griepenburg Department Rep: Gina Benedetti-Petnic ☒Climate First ☐Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Bicycle/Pedestrian Wayfinding and Bicycle Parking New Project Costs and Funding Sources (Dollars in $000’s) Bicycle/Pedestrian Wayfinding & Bicycle Parking USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - - Administration / Legal - 2 2 4 Construction Contracts - 100 50 150 Construction Mgmt - 5 3 8 Contingency - 10 5 15 CIP Overheads - 3 2 5 TOTAL USES - - - 120 62 - - - 182$ SOURCES (dollars in $000) Traffic Mitigation Impact Fees - 30 30 60 Street Maintenance / Highway Users Tax - 26 62 88 BAAQMD TFCA 34 34 34 TOTAL FUNDS $ -34$ 34$ 56$ 92$ $ -$ -$ -182$ Projected Budgets Description and Justification This project will implement bicycle and pedestrian directional/wayfinding signage and bike racks throughout Petaluma on an ongoing basis. Both elements enhance our efforts to make active transportation (travel via biking, walking, or rolling) more attractive and convenient, thereby promoting more trips by foot and bike and reducing greenhouse gas emissions. Start Date: FY2023/24 Estimated Completion: Ongoing ☒Climate First ☒Shovel Ready Project Manager: Bjorn Griepenburg Department Rep: Gina Benedetti-Petnic Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Payran UST (Underground Storage Tank) E16082012 Project Costs and Funding Sources (Dollars in $000’s) Description and Justification 301 Payran Street is the former site of a city-owned fire station and had a leaking underground storage tank (UST) that required extensive cleanup efforts. Subsurface investigations and remediation work has been conducted at the site, and the City is required to continue remediation and monitoring until approved for closure and completion by the Water Board. The majority of costs to date have been reimbursed by the state cleanup fund and water enterprise funds. Start Date: FY 2012/13 Estimated Completion: FY 2023/24 ☒Climate First ☐Shovel Ready Project Manager: Dan Herrera Department Rep: Dan Herrera Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ E16082012 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 1,064 1,064 1,064 Administration / Legal 60 60 60 Construction Contracts 400 150 550 50 600 Construction Mgmt 46 46 46 Contingency - - CIP Overheads - - TOTAL USES 1,570 150 1,720 50 $ 1,770 SOURCES (dollars in $000) General Fund 173 173 173 PW Grant- State Receipts 777 777 777 Water Capital 534 150 684 136 820 TOTAL FUNDS $ 1,484 150$ $ 1,634 136$ $ -$ -$ -$ - $ 1,770 Projected Budgets DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Utility Undergrounding Study New Project Costs and Funding Sources (Dollars in $000’s) Utility Undergrounding Study USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 55 55 55 Administration / Legal 3 3 3 Construction Contracts - - Construction Mgmt - - Contingency - - CIP Overheads 3 3 3 TOTAL USES - 61 61 - 61$ SOURCES (dollars in $000) General Fund- Measure U PGE On-Bill Financing / Credits 61 61 61 TOTAL FUNDS $ -61$ 61$ $ -$ -$ -$ -$ -61$ Projected Budgets Description and Justification Underground District (Rule 20A) projects are safety and aesthetic improvements involving the removal of overhead wires, their supporting poles, and the overhead service drops to individual properties. PG&E, under the Public Utility Commission Rule 20A, was required to allocate funds to communities to move existing overhead wires underground. The funding, which ends in 2023, is given as credits to the City for the PG&E-led work. The City currently has credits banked from past PG&E funding allocations and plans to use these funds to explore the continuation of utility undergrounding along Bodega Avenue. (Note: The PG&E funding does not pay for replacing streetlights when the existing power poles also hold streetlights.) This study will determine the project area, scope, and feasibility; and will inform coordination efforts with other infrastructure projects (such as water/sewer line replacements and street improvement projects). Start Date: FY 2022/23 Estimated Completion: TBD ☐Climate First ☐Shovel Ready Project Manager: Jonathan Sanglerat Department Rep: Christopher Bolt, Gina Benedetti-Petnic Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Downtown Beautification New Project Costs and Funding Sources (Dollars in $000’s) Downtown Beautification USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 75 75 Administration / Legal - - Construction Contracts - 150 150 Construction Mgmt - 15 15 Contingency - 25 25 CIP Overheads - - TOTAL USES - - - 265 - - - - 265$ SOURCES (dollars in $000) General Fund- Measure U - 265 265 TOTAL FUNDS $ -$ -$ -265$ $ -$ -$ -$ -265$ Projected Budgets Description and Justification Petaluma’s Historic Downtown Business District is a special part of our community, serving as a gathering space, an economic hub, and an important reminder of our history. The Downtown Beautification Project Initiative will create a welcoming physical environment that encourages people to shop, dine, play, and do business downtown through infrastructure improvements that support the City’s and Downtown Association’s tourism and economic development goals. This could include upgrades to trash receptacles, street furniture, bike racks, tree wells and trees, pedestrian level streetlamps, etc., to allow for a cleaner, safer, more walkable Downtown. While the trash receptacles and bike racks are underway, staff will be working with the Downtown Association to prioritize additional improvements. (See Downtown Public Bathroom project on the next page) Start Date: FY 2023/24 Estimated Completion: FY 2025/26 ☒Climate First ☐Shovel Ready Project Manager: Jonathan Sanglerat Department Rep: Ingrid Alverde Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 PUBLIC WORKS CAPITAL IMPROVEMENT PROJECTS Downtown Public Restroom New Project Costs and Funding Sources (Dollars in $000’s) Downtown Public Restroom USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 45 45 25 70 Administration / Legal - 3 3 Construction Contracts - 350 350 Construction Mgmt - 25 25 Contingency - 50 50 CIP Overheads 2 2 10 12 TOTAL USES - 47 47 463 - - - - 510 SOURCES (dollars in $000) General Fund- Measure U - 510 510 TOTAL - - - 510 - - - - 510 Projected Budgets Description and Justification This project will install a prefabricated public restroom in the City’s downtown area to provide a clean, safe, and sustainable public restroom solution for the community. A study will be completed to identify the most viable location for the restroom based on accessibility, convenience, and safety. Start Date: FY 2022/23 Estimated Completion: FY 2023/24 ☐Climate First ☐Shovel Ready Project Manager: Jonathan Sanglerat Department Rep: Christopher Bolt, Brian Cochran Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 RECYCLED WATER CAPITAL IMPROVEMENT PROJECTS RECYCLED WATER PROJECTS FY 2023-2024 RECYCLED WATER CAPITAL IMPROVEMENT PROGRAM BUDGET FY 23-24 PROJECT SUMMARY Fund 6690.66999 PROJECTS (dollars in $000)FY 24-25 FY 25-26 FY 26-27 FY 27-28 C66401416 Tertiary Filtration System Expansion 1,164 2,095 3,259 8,494 7,039 - - - 18,792 C66401302 Agricultural Recycled Water System - Turnout And Meter Replacements - - - 62 686 - - - 748 C66501936 Agricultural Recycled Water System Expansion – Adobe Road/Lakeville 154 195 349 3,770 1,597 - - - 5,716 C66501834 Urban Recycled Water System Expansion - Maria Extension/Loop 1,839 173 2,012 455 2,960 - - - 5,427 New Urban Recycled Water System Expansion – Park Irrigation Conversions - 110 110 170 460 - - - 740 TOTAL $ 3,157 $ 2,573 $ 5,730 $ 1 2,951 $ 1 2,742 $ -$ -$ - $ 3 1,423 SOURCES (dollars in $000) Waste Water Capital $ 1,320 $ 2,101 $ 3,421 $ 9,612 $ 3,221 $ -$ -$ - $ 1 6,254 Water Capital 1,921 201 2,122 345 2,900 - - - 5,367 Dept. of Water Resources Grant - 188 188 2,994 5,220 - - - 8,402 Grant - - - - 1,400 - - - 1,400 TOTAL $ 3,241 $ 2,490 $ 5,731 $ 1 2,951 $ 1 2,741 $ -$ -$ - $ 3 1,423 Total Project Estimate Actual Life to Date thru FY 22 Projected Budgets Budget FY 23-24 Estimate FY 22-23 Estimate Life to Date thru FY 23 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 RECYCLED WATER CAPITAL IMPROVEMENT PROJECTS Tertiary Filtration System Expansion C66401416 Project Costs and Funding Sources (Dollars in $000’s) C66401416 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 1,141 400 1,541 180 30 1,751 Administration / Legal 6 6 8 2 16 Construction Contracts 1,163 1,163 5,793 5,390 12,346 Construction Mgmt 1 200 201 900 400 1,501 Contingency 291 291 1,448 1,078 2,817 CIP Overheads 22 35 57 165 139 361 TOTAL USES $ 1 ,164 $ 2 ,095 $ 3,259 $ 8 ,494 $ 7 ,039 $ - $ - $ - $ 18,792 SOURCES (dollars in $000) Waste Water Capital 1,165 2,094 3,259 8,494 2,339 14,092 DWR Grant via NBWRA - 4,700 4,700 TOTAL FUNDS $ 1 ,165 $ 2 ,094 $ 3,259 $ 8 ,494 $ 7 ,039 $ - $ - $ - $ 18,792 Projected Budgets Description and Justification The Ellis Creek Water Recycling Facility can process (treat and recycle) up to 5.0 million gallons per day (MGD). There is more demand for the recycled water than supply, and the demand for recycled water is expected to increase. This project will expand the system's capacity to produce up to 6.8 MGD by adding pumping capacity, two cloth media filters, and a third ultraviolet (UV) light treatment system within an existing channel. The project will be constructed in phases. While most of the project's funding is through Wastewater Capital, the City has been awarded $3.6M from the CA Department of Water Resources and $4.7M from the US Bureau of Reclamation, both through a partnership with the North Bay Water Reuse Authority (NBWRA). The first phases of work for the UV system are scheduled to begin early 2023, the filtration system phase is planned to begin late 2023 or early 2024. Start Date: FY2014/15 - Summer 2015 Estimated Completion: FY2024/25 Project Manager: Josh Minshall Department Rep: Christopher Bolt ☒Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 RECYCLED WATER CAPITAL IMPROVEMENT PROJECTS Agricultural Recycled Water System – Turnout and Meter Replacements C66401302 Project Costs and Funding Sources (Dollars in $000’s) C66401302 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 48 48 Administration / Legal - 11 11 Construction Contracts - 592 592 Construction Mgmt - 36 36 Contingency - 55 55 CIP Overheads - 3 3 6 TOTAL USES $ - $ -$ -62$ 686$ $ - $ - $ -748$ SOURCES (dollars in $000) Waste Water Capital - 62 686 748 TOTAL FUNDS $ - $ -$ -62$ 686$ $ - $ - $ -748$ Projected Budgets Description and Justification Construction of the City of Petaluma’s recycled water system began in 1981 and expanded over time. The system currently serves approximately 870 acres of agricultural land and 340 acres of golf courses, parks, and greenbelts. During the dry weather season, the City distributes water to recycled irrigation customers. The existing turnouts (recycled water main connection and meter set) are nearing the end of their useful lives, having been in service for over 30 years. Maintenance is becoming difficult as parts are no longer available. The project has been moved to FY 23/24 construction to allow for the completion of the Integrated Water Master Plan. Start Date: FY 2023/24 Estimated Completion: FY 2024/25 Project Manager: Dan Herrera Department Rep: Dan Herrera, Jasmine Diaz ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 RECYCLED WATER CAPITAL IMPROVEMENT PROJECTS Existing and Future Recycled Water Infrastructure and Customers DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 RECYCLED WATER CAPITAL IMPROVEMENT PROJECTS Agricultural Recycled Water System Expansion – Adobe Road/Lakeville C66501936 Project Costs and Funding Sources (Dollars in $000’s) C66501936 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 148 188 336 200 536 Administration / Legal 2 2 10 12 Construction Contracts - 2,925 1,100 4,025 Construction Mgmt 1 1 145 150 296 Contingency - 435 327 762 CIP Overheads 5 5 10 65 10 85 TOTAL USES 154$ 195$ 349$ $ 3,770 $ 1 ,597 $ - $ - $ - $ 5,716 SOURCES (dollars in $000) Waste Water Capital 155 7 162 1,056 196 1,414 UMDR grant 188 188 2,714 2,902 Reclamation Title XVI grant - 1,400 1,400 TOTAL FUNDS 155$ 195$ 350$ $ 3,770 $ 1 ,596 $ - $ - $ - $ 5,716 Projected Budgets Description and Justification This project is part of the City’s plan to expand the Ellis Creek Water Recycling Facility (ECWRF) recycled water system to increase its ability to offer recycled water to agricultural customers. The City has been granted state funding for construction of the recycled water pipeline from the Department of Water Resources. The City has also received additional funding through its partnership and collaboration with the North Bay Water Reuse Authority (NBWRA). Start Date: FY2019/20 - Fall 2019 Estimated Completion: FY 2024/25 Project Manager: Dan Herrera Department Rep: Dan Herrera, Jasmine Diaz ☒Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 RECYCLED WATER CAPITAL IMPROVEMENT PROJECTS Urban Recycled Water System Expansion - Maria Extension/Loop C66501834 Project Costs and Funding Sources (Dollars in $000’s) C66501834 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 39 40 79 160 239 Administration / Legal 5 5 6 5 16 Construction Contracts 1,684 121 1,805 200 2,250 4,255 Construction Mgmt 87 2 89 30 230 349 Contingency - 50 440 490 CIP Overheads 29 5 34 9 35 78 TOTAL USES $ 1 ,839 173$ $ 2,012 455$ $ 2,960 $ - $ - $ - $ 5,427 SOURCES (dollars in $000) Water Capital 1,921 91 2,012 175 2,440 4,627 Bureau of Reclamation - 280 520 800 TOTAL FUNDS $ 1 ,921 91$ $ 2,012 455$ $ 2,960 $ - $ - $ - $ 5,427 Projected Budgets Description and Justification This project will extend the City's recycled water system to offset potable water used for irrigation to schools, greenbelts, and city- owned parks. The City has recently completed installation of a recycled water main within Maria Drive and connected several parks and landscape assessment districts (LADs). Additional project phases include (1) pipeline extensions to connect Lucchesi Park, (2) a northern pipeline along Corona Creek to create a loop for redundancy and resiliency, and (3) a pipeline extension down Rainier Avenue towards North McDowell Blvd for future recycled water services. The City has received federal grants for this project through its partnership with the North Bay Water Reuse Authority (NBWRA). Start Date: FY2019/20 - Fall 2019 Estimated Completion: FY 2024/25 Project Manager: Dan Herrera Department Rep: Dan Herrera ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 RECYCLED WATER CAPITAL IMPROVEMENT PROJECTS Urban Recycled Water System Expansion – Park Irrigation Conversions C66502347 Project Costs and Funding Sources (Dollars in $000’s) C66502347 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 10 15 25 Administration / Legal 5 5 4 4 13 Construction Contracts 75 75 100 350 525 Construction Mgmt 10 10 20 25 55 Contingency 15 15 25 40 80 CIP Overheads 5 5 11 26 42 TOTAL USES $ - 110$ 110$ 170$ 460$ $ - $ - $ -740$ SOURCES (dollars in $000) Water Capital 110 110 170 460 740 TOTAL FUNDS $ - 110$ 110$ 170$ 460$ $ - $ - $ -740$ Projected Budgets Description and Justification The City of Petaluma plans to deliver recycled water to high- potable water users such as schools, parks, and landscape assessment districts in the northeastern section of the city. This project was created to perform conversions of irrigation systems near recently installed recycled water mains. This project involves converting park irrigation systems to comply with regulations associated with recycled water use, including the replacement of sprinkler heads, valve boxes, and signage to indicate the use of recycled water at each site. Start Date: FY 2022/23 Estimated Completion: FY 2024/25 Project Manager: Dan Herrera Department Rep: Dan Herrera ☒Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 RECYCLED WATER CAPITAL IMPROVEMENT PROJECTS DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SURFACE WATER CAPITAL IMPROVEMENT PROJECTS SURFACE WATER PROJECTS FY 2023-2024 SURFACE WATER CAPITAL IMPROVEMENT PROGRAM BUDGET FY 23-24 PROJECT SUMMARY Fund 3160.31600 PROJECTS (dollars in $000)FY 24-25 FY 25-26 FY 26-27 FY 27-28 C16301518 Old Corona Road Water Quality Mitigation 114 64 178 2,489 - - - - 2,667 C16501931 Storm Drain Trash Capture Device Pilot 4 37 41 676 - - - - 717 C16502254 Wilson Stormwater Pump Station & Outfall Upgrades - 267 267 966 386 - - - 1,619 New Corona Creek Flood Reduction and Habitat Enhancement - - - 50 354 247 - - 651 c16302255 960 Lakeville Drainage Improvements - 199 199 741 - - - - 940 TOTAL 118$ 567$ 685$ 4,922$ 740$ 247$ -$ -$ 6 , 5 9 4$ SOURCES (dollars in $000) Storm Drainage Impact Fees 33$ 486$ 519$ 2,400$ 386$ -$ -$ -$ 3 , 3 0 5$ Caltrans Co-op Agreement 1,379 - 1,379 1,259 - - - - 2,638 Undetermined - - - 50 354 247 - - 651 TOTAL 1,412$ 486$ 1,898$ 3,709$ 740$ 247$ -$ -$ 6 , 5 9 4$ Total Project Estimate Actual Life to Date thru FY 22 Estimate Life to Date thru FY 23 Projected Budgets Budget FY 23-24 Estimate FY 22-23 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SURFACE WATER CAPITAL IMPROVEMENT PROJECTS Old Corona Road Water Quality Mitigation C16301518 Project Costs and Funding Sources (Dollars in $000’s) C16301518 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 110 60 170 290 460 Administration / Legal - 6 6 Construction Contracts - 1,500 1,500 Construction Mgmt 1 1 375 376 Contingency - 270 270 CIP Overheads 3 4 7 48 55 Sonoma County Contribution 114 64$ 178$ $ 2,489 $ - $ - $ - $ - $ 2 ,667 SOURCES (dollars in $000) Storm Drainage Impact Fees 29 29 29 Caltrans Co-op Agreement 1,379 1,379 1,259 2,638 TOTAL FUNDS 1,408 $ - $ 1,408 $ 1 ,259 $ - $ - $ - $ - $ 2 ,667 Projected Budgets Description and Justification In 2017, the City partnered with Caltrans on a stormwater treatment project to mitigate the water quality impacts following the widening of Highway 101. The project includes a flow diversion structure to direct flow from an existing drainage ditch into a proposed bio-retention basin. After evaluation, the Water Quality Control Board (WQCB) requested the City redesign and include additional treatment areas. Potential alternative sites under consideration include Petaluma Blvd South and a segment of Lakeville Hwy CA-116 near the Ellis Creek Water Recycling Facility. This project will be fully funded by Caltrans. Start Date: FY2014/15 - Fall 2014 Estimated Completion: FY 2023/2024 Project Manager: Josh Minshall Department Rep: Gina Benedetti-Petnic ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SURFACE WATER CAPITAL IMPROVEMENT PROJECTS Storm Drain Trash Capture Device Pilot C16501931 Project Costs and Funding Sources (Dollars in $000’s) C16501931 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 2 35 37 35 72 Administration / Legal 1 1 4 5 Construction Contracts - 500 500 Construction Mgmt 2 2 32 34 Contingency - 90 90 CIP Overheads 1 1 15 16 TOTAL USES 4 37$ 41$ 676$ $ - $ - $ - $ -717$ SOURCES (dollars in $000) Storm Drainage Impact Fees 4 20 24 693 717 TOTAL FUNDS 4 20$ 24$ 693$ $ - $ - $ - $ -717$ Projected Budgets Description and Justification This year, new requirements were issued from the State Water Resource Control Board to reduce the amount of trash that makes its way into the City’s waterways, the Petaluma River, and eventually the San Francisco Bay. The City is creating a compliance plan, which will include the installation of trash capture devices in various locations in the City’s storm drainage system. After the project launch, staff will assess the effectiveness, quality, operational impacts, and maintenance costs of a comprehensive trash capture system. The City has applied for funding from an Environmental Protection Agency (EPA) grant for a cost split up to $261,017 and is awaiting the results as of December 2022. The trash capture pilot is part of the initial compliance requirements A future project will be necessary to implement the final compliance efforts for trash capture. Start Date: FY2018/19 Estimated Completion: FY 2023/24 Project Manager: Josh Minshall Department Rep: Jasmine Diaz/Gina Benedetti-Petnic ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SURFACE WATER CAPITAL IMPROVEMENT PROJECTS Wilson Stormwater Pump Station & Outfall Upgrades C16502254 Project Costs and Funding Sources (Dollars in $000’s) C16502254 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 200 200 80 280 Administration / Legal 2 2 4 4 10 Construction Contracts 50 50 700 300 1,050 Construction Mgmt 5 5 70 30 105 Contingency 5 5 105 45 155 CIP Overheads 5 5 7 7 19 TOTAL USES - 267$ 267$ 966$ 386$ $$ $ - - -$ 1,619 SOURCES (dollars in $000) Storm Drainage Impact Fees 267 267 966 386 1,619 TOTAL FUNDS - 267$ 267$ 966$ 386$ $$ $ - - -$ 1,619 Projected Budgets Description and Justification This project evaluates and upgrades the existing Wilson stormwater pump station and outfall into Petaluma River. The pump station equipment is older and requires high levels of maintenance. Full electrification is being explored (currently the engines consume natural gas). This project will ensure the pump station is in good working order for high rainfall events, helping to prevent flooding through the rest of the winter, until the equipment can be replaced. Start Date: FY 2021/22 Estimated Completion: FY 2024/25 Project Manager: Kristin Arnold Department Rep: Christopher Bolt, Dan Herrera ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SURFACE WATER CAPITAL IMPROVEMENT PROJECTS Corona Creek Flood Reduction and Habitat Enhancement New Project Costs and Funding Sources (Dollars in $000’s) Corona Creek Flood Reduction and Habitat Enhancement USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 50 35 85 Administration / Legal - 9 2 11 Construction Contracts - 250 200 450 Construction Mgmt - 25 20 45 Contingency - 25 20 45 CIP Overheads - 10 5 15 TOTAL USES - -$ -$ 50$ 354$ 247$ -$ -$ 651$ SOURCES (dollars in $000) Undetermined A - 50 354 247 651 TOTAL FUNDS - $ --$ 50$ 354$ 247$ $$ - -651$ Projected Budgets Description and Justification This project, originally conceived to restore and maintain Corona Creek from Sonoma Mountain Parkway to Kenilworth Junior High at Riesling Road, now proposes to perform a detailed hydraulic study of the area including the adjacent Capri Creek improvements, which have never been modeled to date. Utilizing the City’s new flood model, this study will assess and provide recommendations for a more comprehensive storm water/flood mitigation project. The primary objective is to address the present condition of the creek and restore it to design storm capacity, enhance water quality, and reduce out-of-bank flows that have occurred just upstream of the Sonoma Mountain Parkway crossing. A conceptual design will be developed, based on existing contours and opportunity sites for widening, meandering, and slowing the peak storm flows. Currently the funding source is undetermined, but staff is seeking both state and Sonoma Water (Zone 2A) funding. Start Date: FY 2023/24 Estimated Completion: FY 2025/26 Project Manager: Gina Benedetti-Petnic Department Rep: Dan Herrera ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ A Undetermined sources could utilize sources such as future grants, federal/state/local programs, or donations. As funding becomes available and is sufficient to cover project cost, funding Sources will be updated and identified. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 SURFACE WATER CAPITAL IMPROVEMENT PROJECTS 960 Lakeville Drainage Improvements C16302255 Project Costs and Funding Sources (Dollars in $000’s) c16302255 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 195 195 20 215 Administration / Legal 2 2 3 5 Construction Contracts - 550 550 Construction Mgmt - 55 55 Contingency - 100 100 CIP Overheads 2 2 13 15 TOTAL USES - 199$ 199$ 741$ $$ $ $ - - - -940$ SOURCES (dollars in $000) Storm Drainage Impact Fees 199 199 741 940 TOTAL FUNDS - 199$ 199$ 741$ $$ $ $ - - - -940$ Projected Budgets Description and Justification This project is located immediately adjacent to 960 Lakeville St. and will help improve stormwater flow and reduce flooding in this low- lying area just east of the Petaluma River. Drainage channel work is proposed for this project based on a 2022 study that was performed to assess the drainage issues and provide design recommendations. The project will include the removal of vegetation that hampers water flow, the installation of a new property fence, and re-grading the relatively flat site to prevent water from overflowing and creating traffic safety issues. Start Date: FY 2022/23 Estimated Completion: FY 2023/24 Project Manager: Erica Jacobs Department Rep: Gina Benedetti-Petnic ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 TRANSIT CAPITAL IMPROVEMENT PROJECTS TRANSIT PROJECTS FY 2023-2024 TRANSIT CAPITAL IMPROVEMENT PROGRAM BUDGET FY 23-24 PROJECT SUMMARY Fund 6590.65999 PROJECTS (dollars in $000)FY 24-25 FY 25-26 FY 26-27 FY 27-28 C65202110Transit Admin Building Roof Overlay - 19 19 111 - - - - 130 C65502211 Bus Stop Improvements 6 60 66 80 80 80 80 80 466 C65502212 Transit Facility Gate Automation - 26 26 207 - - - - 233 C65502214 Transit Facility Electrification - 152 152 1,349 - - - - 1,501 TOTAL 6$ 257$ 263$ 1,747$ 80$ 80$ 80$ 80$ 2,330$ SOURCES (dollars in $000) TDA Transit Capital -$ 132$ 132 304$ 62$ 62$ 62$ 62$ 684$ Federal Transit Administration -$ -$ - 182 - - - - 182 Traffic Mitigation Impact Fees -$ 14$ 14 18 18 18 18 18 104 PG&E EV Fleet Ready Program -$ -$ - 420 - - - - 420 Transit and Intercity Rail Capital Program -$ 117$ 117 823 - - - - 940 TOTAL -$ 263$ 263$ 1,747$ 80$ 80$ 80$ 80$ 2,330$ Total Project Estimate Actual Life to Date thru FY 22 Projected Budgets Budget FY 23-24 Estimate FY 22-23 Estimate Life to Date thru FY 23 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 TRANSIT CAPITAL IMPROVEMENT PROJECTS Transit Administration Building Roof Overlay C65202110 Project Costs and Funding Sources (Dollars in $000’s) C65202110 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 17 17 17 Administration / Legal - 2 2 Construction Contracts - 80 80 Construction Mgmt - 10 10 Contingency - 15 15 CIP Overheads 2 2 4 6 TOTAL USES - 19 19 111 - - - - 130 SOURCES (dollars in $000) TDA Transit Capital 19 19 64 83 Federal Transit Administration - 47 47 TOTAL FUNDS - 19 19 111 - - - - 130 Projected Budgets Description and Justification The Transit Administration building roof is beyond its useful life and requires replacement. The cost estimate is based on the recent work of overlaying the existing roof with thermoplastic polyolefin (TPO). The project is fully funded through Federal Transit Authority (FTA) 5307 grant funding and Transportation Development Act (TDA) sales tax enterprise funds. Start Date: FY 2022/23 Estimated Completion: FY 2023/24 Project Manager: Diane Ramirez Department Rep: Jared Hall ☐Climate First ☐Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 TRANSIT CAPITAL IMPROVEMENT PROJECTS Bus Stop Improvements C65502211 Project Costs and Funding Sources (Dollars in $000’s) C65502211 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 5 5 5 5 5 25 Administration / Legal - 1 1 1 1 1 5 Construction Contracts 6 60 66 62 62 62 62 62 376 Construction Mgmt - 3 3 3 3 3 15 Contingency - 7 7 7 7 7 35 CIP Overheads - 2 2 2 2 2 10 TOTAL USES 6 60 66 80 80 80 80 80 466 SOURCES (dollars in $000) TDA Transit Capital 52 52 62 62 62 62 62 362 Traffic Mitigation Impact Fees 14 14 18 18 18 18 18 104 TOTAL FUNDS - 66 66 80 80 80 80 80 466 Projected Budgets Description and Justification This project expands the sidewalk width in front of bus stops to improve accessibility for wheelchair users and adds features for passenger comfort like shelters, benches, trash cans, and bike racks. By making bus stops more comfortable and accessible, the City aims to increase bus ridership and reduce greenhouse gas emissions from transportation. Start Date: FY 2022/23 Estimated Completion: Ongoing Project Manager: Bjorn Griepenburg Department Rep: Jared Hall ☒Climate First ☒Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 TRANSIT CAPITAL IMPROVEMENT PROJECTS Transit Facility Gate Automation C65502212 Project Costs and Funding Sources (Dollars in $000’s) C65502212 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 22 22 22 Administration / Legal 2 2 2 4 Construction Contracts - 155 155 Construction Mgmt - 15 15 Contingency - 30 30 CIP Overheads 2 2 5 7 TOTAL USES - 26 26 207 - - - - 233 SOURCES (dollars in $000) TDA Transit Capital 26 26 137 163 FTA 5307 TCP - 70 70 TOTAL FUNDS - 26 26 207 - - - - 233 Projected Budgets Description and Justification This project continues improvements already made to the Transit Facility on N. McDowell Blvd in FY21 by initiating the planning and design phase work to replace the current fencing system. The existing fence is deteriorating, and the proposed automated fencing will be both more durable and more secure. Start Date: FY 2022/23 Estimated Completion: FY 2023/24 Project Manager: Mary White Department Rep: Jared Hall ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 TRANSIT CAPITAL IMPROVEMENT PROJECTS Transit Facility Electrification C65502214 Project Costs and Funding Sources (Dollars in $000’s) C65502214 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 33 33 33 Administration / Legal 2 2 2 4 Construction Contracts 100 100 1,040 1,140 Construction Mgmt 5 5 52 57 Contingency 10 10 231 241 CIP Overheads 2 2 24 26 TOTAL USES - 152 152 1,349 - - - - 1,501 SOURCES (dollars in $000) TDA Transit Capital 35 35 41 76 FTA 5307 TCP - 65 65 PG&E EV Fleet Ready Program - 420 420 Transit and Intercity Rail Capital Program 117 117 823 940 TOTAL FUNDS - 152 152 1,349 - - - - 1,501 Projected Budgets Description and Justification As Petaluma Transit begins its transition to an all- electric fleet, starting with the expected arrival of four battery-electric buses in late 2023, the City will need to install charging stations at its bus yard. City staff will work with PG&E to ensure the local grid can accommodate future bus charging needs and that our infrastructure is prepared for the continued electrification of Petaluma’s bus fleet over time. This project is fully funded, with the majority of funding coming through the California State Transportation Agency’s Transit and Intercity Rail Capital Program. The City will also receive rebates from PG&E for participating in its EV Fleet Program Center. Start Date: FY 2022/23 Estimated Completion: FY 2023/24 Project Manager: Bjorn Griepenburg Department Rep: Jared Hall ☒Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 TRANSIT CAPITAL IMPROVEMENT PROJECTS DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS WASTEWATER UTILITY PROJECTS FY 2023-2024 WASTEWATER CAPITAL IMPROVEMENT PROGRAM BUDGET FY 23-24 PROJECT SUMMARY Fund 6690.66999 PROJECTS (dollars in $000)FY 24-25 FY 25-26 FY 26-27 FY 27-28 C66501003 Manhole Rehabilitation 484 - 484 350 - 356 - 356 1,546 C66501518 CNG Fueling Station at Ellis Creek 7,584 82 7,666 305 - - - - 7,971 C66501840 Chemical System Upgrade at Ellis Creek 17 306 323 3,088 4,527 - - - 7,938 C66401728 Ellis Creek High Strength Waste Facilities 6,593 93 6,686 220 - - - - 6,906 C66402245 Sewer Main Replacement- Payran and Madison - 45 45 3,000 - - - - 3,045 C66402348 Sewer Main Replacement - Howard Street and Various Locations - 55 55 1,580 1,463 - - - 3,098 New Sewer Main Replacement- D Street - - - 628 2,466 - - - 3,094 Projected Sewer Main Replacement Program - - - - - 2,500 2,500 2,500 7,500 C66501923 Oakmead, Redwood, And Outlet Mall Lift Station Upgrades - - - - - - 960 1,880 2,840 C66502032 PIPS Forcemain Replacement 447 328 775 3,478 14,407 - - - 18,660 C66501930 Replace PIPS High Capacity Pumps 1 30 31 370 2,499 - - - 2,900 C66502042 C Street Lift Station and Collection System Upgrades 180 - 180 115 1,100 2,905 - - 4,300 C66402246 Sewer Forcemain Replacement Program - - - 112 450 313 - - 875 C66501838 Ellis Creek Outfall Replacement 771 353 1,124 1,790 - - - - 2,914 C66402144 Corp Yard Master Plan - 142 142 260 125 - - - 527 C66402349 Ellis Creek Water Recycling Facility Oxidation Pond Flow Structure Rehab - 367 367 329 3,923 - - - 4,619 New Ellis Creek Water Recycling Facility Energy Plan - 55 55 430 560 500 - - 1,545 TOTAL 16,077$ 1,856$ 17,933$ 16,055$ 31,520$ 6,574$ 3,460$ 4,736$ 80,278$ SOURCES (dollars in $000) California Energy Comm Grant 3,000$ -$ 3,000$ -$ -$ -$ -$ -$ 3,000$ Developer Contribution 373$ -$ 373$ -$ -$ -$ -$ -$ 373$ Waste Water Capital 12,818 1,727 14,545 16,200 31,395 6,290 3,460 4,736 76,626 Water Capital - 40 40 239 - - - - 279 TOTAL $ 1 6,191 $ 1,767 $ 1 7,958 $ 1 6,439 $ 3 1,395 $ 6,290 $ 3,460 $ 4,736 $ 8 0,278 Total Project Estimate Estimate FY 22-23 Actual Life to Date thru FY 22 Projected Budgets Budget FY 23-24 Estimate Life to Date thru FY 23 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Manhole Rehabilitation C66501003 Project Costs and Funding Sources (Dollars in $000’s) C66501003 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 28 28 15 15 15 73 Administration / Legal 2 2 5 2 2 11 Construction Contracts 411 411 250 250 250 1,161 Construction Mgmt 34 34 30 30 30 124 Contingency - 40 50 50 140 CIP Overheads 9 9 10 9 9 37 TOTAL USES 484$ $ -484$ 350$ $ -356$ $ -356$ $ 1,546 SOURCES (dollars in $000) Waste Water Capital 484 484 350 356 356 1,546 TOTAL FUNDS 484$ $ -484$ 350$ $ -356$ $ -356$ 1,546$ Projected Budgets Description and Justification Many of the City’s older manholes were constructed with brick and mortar. The interior surfaces of these brick manholes are deteriorating, and the mortar is eroding. This leads to high surface water (groundwater and stormwater) intrusion, otherwise known as infiltration and inflows (I&I). There are currently approximately 80 brick manholes in need of replacement throughout the wastewater collection system. This ongoing CIP project will replace priority manholes identified by operations staff and as informed by the Sewer Master Plan. Start Date: FY 2010/11 - Spring 2011 Estimated Completion: Ongoing Project Manager: Dan Herrera Department Rep: Dan Herrera ☐Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS CNG Fueling Station Ellis Creek C66501518 Project Costs and Funding Sources (Dollars in $000’s) C66501518 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 1,368 25 1,393 129 1,522 Administration / Legal - - Construction Contracts 5,708 35 5,743 150 5,893 Construction Mgmt 402 20 422 20 442 Contingency - - CIP Overheads 106 2 108 6 114 TOTAL USES 7,584$ 82$ 7,666$ 305$ -$ -$ -$ -$ 7,971$ SOURCES (dollars in $000) California Energy Comm Grant 3,000 3,000 3,000 Waste Water Capital 4,394 60 4,454 517 4,971 TOTAL FUNDS $ 7 ,394 60$ $ 7,454 517$ $ - $ - $ - $ - $ 7 ,971 Projected Budgets Description and Justification This project includes the design and construction of a gas scrubbing facility, a Compressed Natural Gas (CNG) fueling station, and related site improvements at the Ellis Creek Water Recycling Facility (ECWRF) and Recology Sonoma Marin’s facility in Petaluma. The anaerobic digester at ECWRF produces methane gas that the facility currently uses to fuel a boiler to heat sludge. The excess methane gas is flared off. With the construction of another digester and the addition of high-strength waste to the treatment process, the plant will produce nearly double the amount of methane gas. The gas will be scrubbed, compressed, and used to fuel Recology vehicles. The City obtained grant funds from the California Energy Commission (CEC) for the construction of the CNG facilities, with the remainder of the funding coming from Waste Water Capital. Work completed in FY 22-23 included obtaining final Bay Area Air Quality Management District (BAAQMD) permits. Efforts are ongoing to continue testing of the system, finalizing the purchase agreement with Recology, and beginning data collection to comply with CEC grant funding requirements. Start Date: FY 2015/16 - Fall 2015 Estimated Completion: FY 2023/24 Project Manager: Kristin Arnold Department Rep: Jasmine Diaz, Christopher Bolt ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Chemical System Upgrade at Ellis Creek C66501840 Project Costs and Funding Sources (Dollars in $000’s) C66501840 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 15 300 315 565 880 Administration / Legal - - Construction Contracts - 2,000 3,600 5,600 Construction Mgmt 1 1 200 360 561 Contingency - 300 540 840 CIP Overheads 1 6 7 23 27 57 TOTAL USES 17$ 306$ 323$ $ 3,088 $ 4 ,527 $ - $ - $ - $ 7,938 SOURCES (dollars in $000) Waste Water Capital 21 302 323 3,088 4,527 7,938 TOTAL FUNDS 21$ 302$ 323$ $ 3,088 $ 4 ,527 $ - $ - $ - $ 7,938 Projected Budgets Description and Justification This project will upgrade chemical, mechanical, and electrical equipment used to disinfect and dechlorinate effluent flows prior to discharging to the Petaluma River. The existing equipment is more than 25 years old and must be upgraded to comply with current regulations and safety standards while also improving chemical efficiency. This project improves system reliability and includes the following elements: • replacing and relocating the hypochlorite dosing system • upgrading the chemical storage building • replacing switchgears, a motor control center, and an emergency power back up system • improving the chlorine contact basin • upgrading roadways for large delivery trucks • demolishing an old, unused pump station Start Date: FY 2017/18 - Summer 2018 Estimated Completion: FY 2024/25 Project Manager: Kristin Arnold Department Rep: Jasmine Diaz, Christopher Bolt ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Ellis Creek High Strength Waste Facilities C66401728 Project Costs and Funding Sources (Dollars in $000’s) C66401728 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 1,103 50 1,153 125 1,278 Administration / Legal 1 1 1 2 Construction Contracts 5,200 30 5,230 70 5,300 Construction Mgmt 213 10 223 18 241 Contingency - - CIP Overheads 77 2 79 6 85 TOTAL USES $ 6 ,593 93$ 6,686$ 220$ $$ $ $ - - - -$ 6 ,906 SOURCES (dollars in $000) Waste Water Capital 6,594 92 6,686 220 6,906 TOTAL FUNDS $ 6 ,594 92$ 6,686$ 220$ $$ $ $ - - - -$ 6 ,906 Projected Budgets Description and Justification This project will repurpose existing equipment at the Ellis Creek Water Recycling Facility to receive, blend, and treat waste from local industries that have high amounts of difficult to treat waste (called high- strength waste). The project will also add a press to remove water from sludge waste. The design of this project began in FY 16/17, and construction for this Waste Water Capital-funded project was mostly completed in FY 20/21, in conjunction with the Compressed Natural Gas (CNG) fueling project (CIP # C66501518). Bay Area Air Quality Management District (BAAQMD) permits were acquired in 2022. Ongoing work includes continued testing of the system, corrections to the receiving pump station, and data collection to comply with California Energy Commission (CEC) grant funding requirements. Start Date: FY 2016/17 - Summer 2016 Estimated Completion: FY 2023/24 Project Manager: Kristin Arnold Department Rep: Jasmine Diaz, Christopher Bolt ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Sewer Main Replacement- Payran and Madison C66402245 Project Costs and Funding Sources (Dollars in $000’s) C66402245 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 35 35 35 Administration / Legal 8 8 7 15 Construction Contracts - 2,400 2,400 Construction Mgmt - 210 210 Contingency - 360 360 CIP Overheads 2 2 23 25 TOTAL USES $ - 45$ 45$ $ 3 ,000 $ - $ - $ - $ - $ 3 ,045 SOURCES (dollars in $000) Waste Water Capital 45 45 3,000 3,045 TOTAL FUNDS $ - 45$ 45$ $ 3 ,000 $ - $ - $ - $ - $ 3 ,045 Projected Budgets Description and Justification Operations staff identified multiple sewer mains that need replacement and repair in the Payran and Madison area. The project will replace sewer mains within roadways and backyard easements using both open trench and pipe-bursting construction methods. To maximize efficiency and minimize disruption and costs, city staff prioritizes areas where water and sewer main replacement needs are in proximity. With this goal in mind, the project will be completed in conjunction with a water main replacement project in the same area. Start Date: FY 2021/22 Estimated Completion: FY 2023/24 Project Manager: George Howard Department Rep: Dan Herrera ☐Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Sewer Main Replacement – Howard Street and Various Locations C66402348 \ Project Costs and Funding Sources (Dollars in $000’s) c66402348 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 45 45 115 160 Administration / Legal 5 5 5 3 13 Construction Contracts - 1,100 1,100 2,200 Construction Mgmt - 95 95 190 Contingency - 235 235 470 CIP Overheads 5 5 30 30 65 TOTAL USES $ - 55$ 55$ $$ 1 1 ,,548603 $$ $ - - -$ 3,098 SOURCES (dollars in $000) Waste Water Capital 55 55 1,580 1,463 3,098 TOTAL FUNDS $ - 55$ 55$ $$ 1 1 ,,548603 $$ $ - - -$ 3,098 Projected Budgets Description and Justification In conjunction with the City’s upcoming paving projects, staff have identified various sewer mains within the paving project boundaries that require replacement. In addition, staff have identified various locations of failed sewer main pipelines that have high maintenance requirements and are a high risk of causing backups of the wastewater collection system. These project locations are prioritized for replacement. Start Date: FY 2022/23 Estimated Completion: FY 2024/25 ☐Climate First ☐Shovel Ready Project Manager: Dan Herrera Department Rep: Dan Herrera Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Sewer Main Replacement - D Street New Project Costs and Funding Sources (Dollars in $000’s) Sewer Main Replacement- D Street USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 220 220 Administration / Legal - 8 6 14 Construction Contracts - 300 1,900 2,200 Construction Mgmt - 30 150 180 Contingency - 60 360 420 CIP Overheads - 10 50 60 TOTAL USES $ - $ -$ -628$ $ 2,466 $ - $ - $ - $ 3,094 SOURCES (dollars in $000) Waste Water Capital - 628 2,466 3,094 TOTAL FUNDS $ - $ -$ -628$ $ 2,466 $ - $ - $ - $ 3,094 Projected Budgets Description and Justification This project replaces sewer mains within D Street and its connecting streets. This sewer main is a transmission main delivering wastewater from the surrounding areas to the C Street Lift Station. However, it is undersized and has a history of capacity issues at the intersection of Brown Court. Replacement of the sewer main will increase the capacity of the sewer system and reduce the amount of stormwater intrusion into the system due to cracks or gaps (inflow and infiltration, or I&I). The project limits are from Petaluma Blvd South to Sunny Slope Ave. As the City prioritizes areas with nearby water and sewer main replacement needs to maximize efficiency and minimize disruption and costs, the City will complete this project in conjunction with a water main replacement project in the same area. Start Date: FY 2023/24 Estimated Completion: FY 2024/25 Project Manager: Dan Herrera Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: __________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Sewer Main Replacement Program Project Costs and Funding Sources (Dollars in $000’s) Sewer Main Replacement Program USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 195 195 195 585 Administration / Legal - 10 10 10 30 Construction Contracts - 1,700 1,700 1,700 5,100 Construction Mgmt - 150 150 150 450 Contingency - 395 395 395 1,185 CIP Overheads - 50 50 50 150 TOTAL USES $$ - --$ $$ - -$$ $ $ 2 2 , 2,7 5,5,0505000000 SOURCES (dollars in $000) Waste Water Capital - 2,500 2,500 2,500 7,500 TOTAL FUNDS $$ - --$ $$ - -$$ $ $ 2 2 , 2,7 5,5,0505000000 Projected Budgets Description and Justification This is the projected future program for sewer main replacements within the City’s aging wastewater collection system. To help eliminate groundwater intrusion and ensure the integrity of the collection system, the City will install new sewer mains and lateral connections. The sewer replacement project for FY 23/24 is included separately in this CIP budget. Projects for FY 24/25 through FY 26/27 will be identified and prioritized as part of the Sewer Master Plan project. Start Date: Ongoing Estimated Completion: Ongoing Project Manager: Dan Herrera Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Oakmead, Redwood, and Outlet Mall Lift Station Upgrades C66501923 Project Costs and Funding Sources (Dollars in $000’s) C66501923 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 155 75 230 Administration / Legal - 3 3 6 Construction Contracts - 500 1,300 1,800 Construction Mgmt - 125 200 325 Contingency - 150 260 410 CIP Overheads - 27 42 69 TOTAL USES $$ - --$ $$ $ - - -960$ $$ 12 ,,888400 SOURCES (dollars in $000) Waste Water Capital - 960 1,880 2,840 TOTAL FUNDS $$ - --$ $$ $ - - -960$ 1,880$ 2,840$ Projected Budgets Description and Justification This project upgrades pumps and controls for several lift stations in the city. These lift stations were all constructed around the same time and have similar upgrade requirements. System resiliency is lacking due to limited storage capacities and other issues. The project includes necessary electrical upgrades, pump replacement, and valve improvements, along with instrumentation upgrades for integration into the City’s Supervisory Control and Data Acquisition (SCADA). The project will make the lift stations compatible with operations at the Ellis Creek Water Recycling Facility (ECWRF). ECWRF staff has prioritized the Outlet Mall lift station for rehabilitation. Start Date: FY 2026/27 Estimated Completion: FY 2027/28 Project Manager: Dan Herrera Department Rep: Dan Herrera, Jasmine Diaz ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS PIPS Force Main Replacement C66502032 Project Costs and Funding Sources (Dollars in $000’s) C66502032 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 437 305 742 418 1,160 Administration / Legal 8 8 10 7 25 Construction Contracts - 2,800 13,200 16,000 Construction Mgmt 2 2 75 325 402 Contingency - 150 850 1,000 CIP Overheads 8 15 23 25 25 73 TOTAL USES 447$ 328$ 775$ $ 3,478$ 14,407 $$ $ - - -$ 18,660 SOURCES (dollars in $000) Waste Water Capital 456 319 775 3,478 14,407 18,660 TOTAL FUNDS 456$ 319$ 775$ $ 3,478$ 14,407 $$ $ - - -$ 18,660 Projected Budgets Description and Justification The Primary Influent Pump Station (PIPS) Force Main is a 2.5-mile-long 36-inch diameter pipeline that moves wastewater from PIPS (located on Hopper Street) to the Ellis Creek Water Recycling Facility (ECWRF). This force main is a critical pipeline and nearing the end of its service life. This project installs a parallel force main adjacent to the existing one, providing redundancy and resiliency for the City’s wastewater collection system. The preliminary design for the project has been completed. Additional phases for the project include easement procurement, environmental compliance, final design, and a phased construction schedule. Start Date: FY 2018/19 - Spring 2019 Estimated Completion: FY 2024/25 Project Manager: Kristin Arnold Department Rep: Dan Herrera, Jasmine Diaz ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Replace PIPS High-Capacity Pumps C66501930 Project Costs and Funding Sources (Dollars in $000’s) C66501930 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 1 30 31 230 261 Administration / Legal - 5 5 10 Construction Contracts - 100 1,900 2,000 Construction Mgmt - 15 200 215 Contingency - 15 350 365 CIP Overheads - 5 44 49 TOTAL USES $ 1 30$ 31$ 370$ $ 2,499 $$ $ - - -$ 2,900 SOURCES (dollars in $000) Waste Water Capital 2 29 31 370 2,499 2,900 TOTAL FUNDS $ 2 29$ 31$ 370$ $ 2,499 $$ $ - - -$ 2,900 Projected Budgets Description and Justification This Waste Water Capital-funded project will replace four high- capacity 450-horsepower pumps and variable frequency drive units (VFD) at the Primary Influent Pump Stations (PIPS). The existing pumps, which were installed in 1999, require significant maintenance. This pump station is a critically important facility that conveys wastewater from most of the city to Ellis Creek for treatment. Start Date: FY 2021/22 Estimated Completion: FY 2024/25 Project Manager: Kristin Arnold Department Rep: Dan Herrera, Jasmine Diaz ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS C Street Lift Station and Wastewater Collection System Upgrades C66502042 Project Costs and Funding Sources (Dollars in $000’s) C66502042 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 176 176 100 127 403 Administration / Legal - - 8 8 5 21 Construction Contracts - - 850 2,400 3,250 Construction Mgmt 1 1 50 150 201 Contingency - - 50 350 400 CIP Overheads 3 3 7 15 25 TOTAL USES 180$ -$ 180$ 115$ 1,100$ 2,905$ -$ -$ 4,300$ SOURCES (dollars in $000) Developer Contribution 373 373 373 Waste Water Capital 91 91 115 1,100 2,621 3,927 TOTAL FUNDS 464$ $ -464$ 115$ $ 1,100 $ 2,621 $ -$ -$ 4,300 Projected Budgets Description and Justification The C Street Lift Station and the surrounding wastewater collection system has exceeded its design capacity during large storm events. This project will assess the performance and condition of the collection system, pump station, and force main, which pushes wastewater across the Petaluma River. A sewer hydraulic model and Sewer Master Plan are underway and will inform the design of this project. The City adjusted the project timeline to coincide with the development of the Sewer Master Plan. Start Date: FY 2019/20 - Fall 2019 Estimated Completion: FY 2025/26 Project Manager: Dan Herrera Department Rep: Dan Herrera, Jasmine Diaz ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Sewer Force Main Replacement Program C66402246 Project Costs and Funding Sources (Dollars in $000’s) C66402246 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 105 180 285 Administration / Legal - 5 5 Construction Contracts - 200 225 425 Construction Mgmt - 30 40 70 Contingency - 35 45 80 CIP Overheads - 2 5 3 10 TOTAL USES $ - $ -$ -112$ 450$ 313$ $ - $ -875$ SOURCES (dollars in $000) Waste Water Capital - 112 450 313 875 TOTAL FUNDS $ - $ -$ -112$ 450$ 313$ $ - $ -875$ Projected Budgets Description and Justification This project will evaluate and rehabilitate or replace the existing force mains at the City's Copeland, Wilmington, and Victoria Sewer lift stations. The existing force mains are nearing the end of their useful lives. These force mains are an essential part of a functioning sewer system that is necessary to move water through our system and prevent system backups. A sewer hydraulic model and Sewer Master Plan are underway and will inform the design of this project. The City adjusted the project timeline to coincide with the Sewer Master Plan development. Start Date: FY 2023/24 Estimated Completion: FY 2025/26 Project Manager: Dan Herrera Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Ellis Creek Outfall Replacement C66501838 Project Costs and Funding Sources (Dollars in $000’s) C66501838 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 749 92 841 120 961 Administration / Legal 40 40 60 100 Construction Contracts 133 133 1,100 1,233 Construction Mgmt 7 63 70 200 270 Contingency 20 20 300 320 CIP Overheads 15 5 20 10 30 TOTAL USES 771$ 353$ $$ 11 ,,172940 $$ $ $ - - - -$ 2 ,914 SOURCES (dollars in $000) Waste Water Capital 776 348 1,124 1,790 2,914 TOTAL FUNDS 776$ 348$ $$ 11 ,,172940 $$ $ $ - - - -$ 2 ,914 Projected Budgets Description and Justification This project will replace approximately 3,200 linear feet of 48-inch diameter outfall deteriorated piping. The 43- year–old pipe is made out of a composite material called Techite, a pipe material used in the 1970s. Techite is brittle and has been the cause of many catastrophic pipeline failures nationwide. The Ellis Creek Water Recycling Facility (ECWRF) uses the current pipeline to discharge treated water to the Petaluma River during the winter. In FY 16/17, the City constructed a temporary pipe under a separate contract. The project requires a narrow construction window due to environmental permit restrictions. The project was started within the 2022 construction season; however, work was not completed within the environmental permit window. The site was restored to meet permit requirements and the City will complete the project in the 2023 construction season. Start Date: FY 2016/17 – Summer 2017 Estimated Completion: FY 2023/24 Project Manager: Josh Minshall Department Rep: Jasmine Diaz ☐Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Corp Yard Master Plan C66402144 Project Costs and Funding Sources (Dollars in $000’s) C66402144 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 50 50 200 100 350 Administration / Legal 1 1 5 5 11 Construction Contracts 90 90 30 120 Construction Mgmt - - Contingency - 15 10 25 CIP Overheads 1 1 10 10 21 TOTAL USES $ -142$ 142$ 260$ 125$ $ -$ -$ -527$ SOURCES (dollars in $000) Waste Water Capital 55 55 193 248 Water Capital 40 40 239 279 TOTAL FUNDS $ -95$ 95$ 432$ $ -$ -$ -$ -527$ Projected Budgets Description and Justification The Corporation Yard (“Corp Yard”) Master Plan project will develop a long-range plan for accommodating the many facilities and operations that are currently housed at the city-owned property on Hopper Street. Various City departments and non-profit organizations are based at the Corp Yard, and there are competing needs for limited space and access. The master plan will seek to accommodate future growth for Public Works (PW) Streets Operations, Parks and Facilities Maintenance, Animal Services, PW Mechanical Garages, the Mary Isaak Center shelter (COTS), PW Water and Wastewater Operations, and the People’s Village. With ever- increasing demands on this finite space, this project is instrumental in systematically evaluating and designing optimal configurations that address both immediate and long-term needs. The master plan will consider the PIPS project, the decommissioning of overflow storage, and the future development of Caufield Lane. Start Date: FY 2022/23 Estimated Completion: FY 2024/25 Project Manager: Josh Minshall Department Rep: Christopher Bolt, Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Ellis Creek Water Recycling Facility Oxidation Pond Flow Structure Rehabilitation C66402349 Project Costs and Funding Sources (Dollars in $000’s) C66402349 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 255 255 310 - 565 Administration / Legal 2 2 2 6 10 Construction Contracts 80 80 - 3,000 3,080 Construction Mgmt 15 15 - 450 465 Contingency - - - 450 450 CIP Overheads 15 15 17 17 49 TOTAL USES $ - 367$ 367$ 329$ $ 3,923 $$ $ - - -$ 4,619 SOURCES (dollars in $000) Waste Water Capital 367 367 329 3,923 4,619 TOTAL FUNDS $ - 367$ 367$ 329$ $ 3,923 $$ $ - - -$ 4,619 Projected Budgets Description and Justification This purpose of this project is to upgrade the structures that allow water to flow in to and out of the ponds where treated wastewater is stored at the Ellis Creek Water Recycling Facility (ECWRF). The 15 structures were built in the 1970s and are deteriorating. In addition to upgrading existing structures, this project evaluates the feasibility of the following: (1) expanding pond storage capacity (by lowering transfer structures), (2) digging the ponds deeper, and/or (3) making other upgrades. Start Date: FY 2022/23 Estimated Completion: FY 2024/25 Project Manager: Kristin Arnold Department Rep: Jasmine Diaz ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WASTEWATER UTILITY CAPITAL IMPROVEMENT PROJECTS Ellis Creek Water Recycling Facility Treatment Process System Energy Plan New Project Costs and Funding Sources (Dollars in $000’s) Ellis Creek Water Recycling Facility Energy Plan USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 50 50 210 205 500 965 Administration / Legal - - Construction Contracts - 200 230 430 Construction Mgmt - 10 40 50 Contingency - 5 70 75 CIP Overheads 5 5 5 15 25 TOTAL USES $ - 55$ 55$ 430$ 560$ 500$ $ - $ - $ 1 ,545 SOURCES (dollars in $000) Waste Water Capital 55 55 430 560 500 1,545 TOTAL FUNDS $ - 55$ 55$ 430$ 560$ 500$ $ - $ - $ 1 ,545 Projected Budgets Description and Justification The purpose of this project is to determine current and projected future energy usage at the Ellis Creek Water Recycling Facility (ECWRF) to create a system-wide energy management plan for the treatment process. The plan would consist of including submeters on major treatment process equipment, conducting an evaluation on efficiency of major assets, then conducting a detailed analysis to develop a CIP for energy optimization projects. The goal of the project is to reduce energy consumption, increase energy production, and evaluate energy storage options for the treatment process. Start Date: FY 2022/23 - Spring 2023 Estimated Completion: FY 2025/26 Project Manager: TBD Department Rep: Jasmine Diaz ☒Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS WATER UTILITY PROJECTS FY 2023-2024 WATER CAPITAL IMPROVEMENT PROGRAM BUDGET FY 23-24 PROJECT SUMMARY Fund 6790.67999 PROJECTS (dollars in $000)FY 24-25 FY 25-26 FY 26-27 FY 27-28 C67501611 Well Construction 169 180 349 860 815 50 940 - 3,014 C67502225 Water Main Replacement- Payran and Madison 49 20 69 1,536 500 - - - 2,105 C67502326 Water Main Replacement Howard Street and Various Locations - 25 25 833 792 - - - 1,650 New Water Main Replacement- D Street - - - 110 1,055 1,140 - - 2,305 New Water Main Replacement- Washington at Highway 101 - - - - - - - 535 535 C67502012 Water Main Replacement- Bodega and North Webster - - - - - 103 2,564 - 2,667 Projected Water Main Replacement Program - - - - - 1,650 1,650 1,650 4,950 New Water Services Replacement St Francis and Various Locations - - - 300 1,600 - - - 1,900 C67502327 Water Services Replacement - Daniel Drive - - - - - - 150 750 900 Projected Projected Water Service Replacement Program - - - - - 1,900 1,900 1,900 5,700 C67502328 Hardin Tank Recoating - 123 123 987 500 - - - 1,610 C67402122 La Cresta Tank Project 30 40 70 160 275 1,500 995 - 3,000 New Oak Hill Tank Replacement - - - 80 133 250 250 - 713 New Water Booster Pump Station Upgrades - - - - 125 500 750 - 1,375 C67502224 SCADA Upgrades - 100 100 90 100 100 100 100 590 New Pressure Reducing Valve Resiliency Program - - - - 50 515 350 - 915 E67502243 Aquifer Storage & Recovery (ASR) Plan - 208 208 135 - - - - 343 E67502242 Advanced Metering Infrastructure (AMI)- 125 125 10,585 2,915 - - - 13,625 New Bulk Potable/Recycled Water Fill Stations and Security Improvements - - - 137 1,258 - - - 1,395 TOTAL 248$ 821$ $ 1,069 $ 1 5,813 $ 1 0,118 $ 7,708 $ 9,649 $ 4,935 $ 4 9,292 SOURCES (dollars in $000) Water Capital 153$ 605$ 758$ $ 6,710 $ 8,661 $ 7,708 $ 9,649 $ 4,935 $ 3 8,421 Waste Water Capital $ -$ -$ - $ 1,604 $ 1,457 $ -$ -$ - $ 3,061 DWR Grant $ -312$ 312$ $ 7,498 $ -$ -$ -$ - $ 7,810 TOTAL 153$ 917$ $ 1,070 $ 1 5,812 $ 1 0,118 $ 7,708 $ 9,649 $ 4,935 $ 4 9,292 Total Project Estimate Actual Life to Date thru FY 22 Estimate FY 22-23 Projected Budgets Budget FY 23-24 Estimate Life to Date thru FY 23 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Well Construction C67501611 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Well Construction C67501611 Project Costs and Funding Sources (Dollars in $000’s) C67501611 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 156 50 206 125 50 125 506 Administration / Legal 5 5 5 5 15 Construction Contracts 5 75 80 525 600 600 1,805 Construction Mgmt 2 20 22 80 80 80 262 Contingency 25 25 125 125 125 400 CIP Overheads 6 5 11 5 5 5 26 TOTAL USES 169$ 180$ 349$ 860 815$ 50$ 940$ $ -$ 3,014 SOURCES (dollars in $000) Water Capital 72 277 349 860 815 50 940 3,014 TOTAL FUNDS 72$ 277$ 349$ 860$ 815$ 50$ 940$ $ -$ 3,014 Projected Budgets Description and Justification This project will continue efforts to expand the City’s local water supply and drought resiliency efforts. The Sonoma County Water Agency (Sonoma Water) has set a goal for local agencies to increase emergency and drought supply capacity to 40% of the average day of the maximum month demand. The project explores new well sites, determines which sites are most feasible, and ultimately constructs new wells. An assessment has been completed identifying and ranking potential well sites in the western portion of the city and within Water Distribution Zones 1 and 2. The Oak Hill well site was identified as the highest priority project, and environmental compliance documents were approved. Sonoma County implemented a well drilling moratorium that has delayed the project, moving completion of the project to FY 23/24. Additional wells are planned as part of this project in order to meet Sonoma Water’s goal. Start Date: FY 2016/17 - Winter 2016 Estimated Completion: Ongoing Project Manager: Dan Herrera Department Rep: Dan Herrera ☒Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: ________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Water Zones Map DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Water Main Replacement – Payran and Madison C67502225 Project Costs and Funding Sources (Dollars in $000’s) C67502225 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 42 20 62 62 Administration / Legal - - Construction Contracts - 1,060 500 1,560 Construction Mgmt - 230 230 Contingency - 230 230 CIP Overheads 7 7 16 23 TOTAL USES 49$ 20$ 69$ $ 1 ,536 500$ $$ $ - -- $ 2,105 SOURCES (dollars in $000) Water Capital 50 19 69 1,536 500 2,105 TOTAL FUNDS 50$ 19$ 69$ $ 1 ,536 500$ $$ $ - -- $ 2,105 Projected Budgets Description and Justification This project will replace various undersized two-inch and four-inch water mains to ensure the proper delivery of fire flows to residential and commercial areas. Staff originally identified the project area because of increased maintenance calls. To maximize efficiency and minimize disruption and costs, city staff prioritizes areas with both water and sewer main replacement needs. As a result, the City will complete this project in conjunction with a sewer water main replacement project in the same area. Start Date: FY 2021/22 Estimated Completion: FY 2024/25 Project Manager: George Howard Department Rep: Dan Herrera ☐Climate First ☒Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Water Main Replacement – Howard Street and Various Locations C67502326 Project Costs and Funding Sources (Dollars in $000’s) C67502326 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 22 22 38 60 Administration / Legal 2 2 2 4 Construction Contracts - 650 650 1,300 Construction Mgmt - 65 65 130 Contingency - 65 65 130 CIP Overheads 1 1 13 12 26 TOTAL USES $ - 25$ 25$ 833$ 792$ $ - $ - $ - $ 1,650 SOURCES (dollars in $000) Water Capital 25 25 833 792 1,650 TOTAL FUNDS $ - 25$ 25$ 833$ 792$ $ - $ - $ - $ 1,650 Projected Budgets Description and Justification This project is for replacement of undersized and aging water mains to ensure property fire flow requirements are met and provide resiliency and reliability of the potable water system. The sites have been selected in conjunction with the City's paving projects, including Howard Street and other various locations. Additionally, staff have selected priority sites requiring repair. Staff utilized the asset management software and historical maintenance records to prioritize sites based on planned paving projects and high maintenance areas. Start Date: FY 2022/23 Estimated Completion: FY 2024/25 Project Manager: Dan Herrera Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Water Main Replacement – D Street New Project Costs and Funding Sources (Dollars in $000’s) Water Main Replacement- D Street USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 95 95 Administration / Legal - 10 10 Construction Contracts - - 855 900 1,755 Construction Mgmt - 40 80 120 Contingency - 150 150 300 CIP Overheads - 5 10 10 25 TOTAL USES $ - -$ -$ 110$ $$ 11 ,,015450 $$ - -$ 2 ,305 SOURCES (dollars in $000) Water Capital - 110 1,055 1,140 2,305 TOTAL FUNDS $ - -$ -$ 110$ $$ 11 ,,015450 $$ - -$ 2 ,305 Projected Budgets Description and Justification This project replaces aging water mains and water services in the D Street area between Petaluma Blvd. South and Sunnyslope Avenue. The size of the water mains will be increased to ensure adequate fire flows are maintained. Additionally, new water services will be connected. To maximize efficiency and minimize disruption and costs, city staff prioritizes areas with both water and sewer main replacement needs. As a result, the City will complete this project in conjunction with a sewer main replacement project in the same area. Start Date: FY 2023/24 Estimated Completion: FY 2025/26 Project Manager: Dan Herrera Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Water Main Replacement – Washington at Highway 101 New Project Costs and Funding Sources (Dollars in $000’s) Water Main Replacement- Washington at Highway 101 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 35 35 Administration / Legal - 10 10 Construction Contracts - 375 375 Construction Mgmt - 25 25 Contingency - 75 75 CIP Overheads - 15 15 TOTAL USES $ - -$ -$ $$ $ $ - - - - 535$ 535$ SOURCES (dollars in $000) Water Capital - 535 535 TOTAL FUNDS $ - -$ -$ $$ $ $ - - - - 535$ 535$ Projected Budgets Description and Justification This project replaces aging water mains along Washington St. at Highway 101. These transmission water mains are vital infrastructure pipelines connecting the City’s potable water storage tanks to areas west of the freeway. The installation of the new water pipeline will provide redundancy in our system by having multiple water main pipelines cross the highway, providing multiple connections from our water tanks to the larger distribution system. This project ensures a reliable and well- maintained water distribution network. Start Date: FY 2023/24 Estimated Completion: FY 2028/29 Project Manager: Dan Herrera Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Water Main Replacement – Bodega and Webster C67502012 Project Costs and Funding Sources (Dollars in $000’s) C67502012 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 95 - 95 Administration / Legal - 6 6 12 Construction Contracts - 2,100 2,100 Construction Mgmt - - 200 200 Contingency - 240 240 CIP Overheads - 2 18 20 TOTAL USES $ - $ -$ -$ - $ -103$ $ 2,564 $ - $ 2,667 SOURCES (dollars in $000) Water Capital - 103 2,564 2,667 TOTAL FUNDS $ - $ -$ -$ - $ -103$ $ 2,564 $ - $ 2,667 Projected Budgets Description and Justification This project involves the replacement of aging water mains to reduce maintenance costs and improve service. The replacement of the older 8-inch water main along Webster with a 12-inch water main will allow for better hydraulic performance with Paula Lane and Mountain View tanks in Zone 2 of the water distribution system. The new water main will improve water service flow rates and provides enhanced fire protection. Priority areas for water main replacement work are being identified and prioritized as part of the Water Master Plan project. Start Date: FY 2024/25 Estimated Completion: FY 2026/27 Project Manager: Dan Herrera Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Water Main Replacement Program Project Costs and Funding Sources (Dollars in $000’s) Water Main Replacement Program USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 60 60 60 180 Administration / Legal - 7 7 7 21 Construction Contracts - 1,300 1,300 1,300 3,900 Construction Mgmt - 130 130 130 390 Contingency - 130 130 130 390 CIP Overheads - 23 23 23 69 TOTAL USES $ - -$ -$ $ - $ - $ 1 ,650 $ 1 ,650 $ 1,650 $ 4 ,950 SOURCES (dollars in $000) Water Capital - 1,650 1,650 1,650 4,950 TOTAL FUNDS $ - -$ -$ $ - $ - $ 1 ,650 $ 1 ,650 $ 1,650 $ 4 ,950 Projected Budgets Description and Justification This program will replace smaller, aging water mains that are prone to failure and in need of replacement. This work will minimize the risk of catastrophic water main failures and the loss of valuable potable water throughout the City’s water distribution network. A Water Master Plan is underway to assist in identifying high-priority pipelines for replacement. Staff will use the new Water Master Plan to develop and plan this program. Start Date: Ongoing Estimated Completion: Ongoing Project Manager: Dan Herrera Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Water Service Replacement - St Francis and Various Locations New Project Costs and Funding Sources (Dollars in $000’s) Water Services Replacement St Francis and Various Locations USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 90 90 Administration / Legal - 14 14 Construction Contracts - - 1,400 1,400 Construction Mgmt - - 175 175 Contingency - 175 25 200 CIP Overheads - 21 21 TOTAL USES $ - -$ -$ 300$ $ 1,600 $$ $ - -- $ 1,900 SOURCES (dollars in $000) Water Capital - 300 1,600 1,900 TOTAL FUNDS $ - -$ -$ 300$ $ 1,600 $$ $ - -- $ 1,900 Projected Budgets Description and Justification This project is part of the Water Service Replacement Program, which identifies areas requiring the replacement of polybutylene water services that have a high failure rate. Water services installed throughout the 1970s and early 1980s included polybutylene "blue-tube" piping from the main to the water meter. Polybutylene piping is a type of plastic resin pipe with fittings that scale, flake, and become brittle, causing micro- fractures that eventually result in leaks and pipe failure. Maintenance personnel continuously replace these pipes as the service lines and saddles age. This project involves replacing water services along St. Francis Dr. from S. McDowell Blvd. to Caulfield Ln, and other various locations requiring high maintenance activities due to failing water service connections. The work will be completed before paving improvements commence on these streets. Start Date: FY 2023/24 Estimated Completion: FY 2024/25 ☐Climate First ☐Shovel Ready Project Manager: Lucas Pereira Department Rep: Dan Herrera Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Water Service Replacement - Daniel Drive C67502327 Project Costs and Funding Sources (Dollars in $000’s) C67502327 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 90 90 Administration / Legal - 14 14 Construction Contracts - 600 600 Construction Mgmt - 40 40 Contingency - 41 100 141 CIP Overheads - 5 10 15 TOTAL USES $ - -$ -$ $$ $ - -- 150$ 750$ 900$ SOURCES (dollars in $000) Water Capital - 150 750 900 TOTAL FUNDS $ - -$ -$ $$ $ - -- 150$ 750$ 900$ Projected Budgets Description and Justification This project will replace and upsize failing and deteriorated polybutylene water services. This project is part of the City's Water Service Replacement Program, which prioritizes the replacement of water services in areas with numerous leak repair issues. Staff members have identified Daniel Drive and the surrounding area as a neighborhood with a history of maintenance issues and polybutylene water services that are prone to failure. Start Date: FY 2024/25 Estimated Completion: FY 2027/28 Project Manager: Dan Herrera, Lucas Pereira Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ____________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Projected Water Service Replacement Program Project Costs and Funding Sources (Dollars in $000’s) Projected Water Service Replacement Program USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 90 90 90 270 Administration / Legal - 14 14 14 42 Construction Contracts - 1,400 1,400 1,400 4,200 Construction Mgmt - 175 175 175 525 Contingency - 200 200 200 600 CIP Overheads - 21 21 21 63 TOTAL USES $$ - --$ - $ -$$ $ $ 1 1 ,1 ,5 9,9,0907000000 SOURCES (dollars in $000) Water Capital - - 1,900 1,900 1,900 5,700 TOTAL FUNDS $$ - --$ $$ - -$$ $ $ 1 1 , 1,5 9,9,0907000000 Projected Budgets Description and Justification This program replaces polybutylene water services in high- priority areas. Water services installed throughout the 1970s and early 1980s included polybutylene "blue-tube" piping from the main to the water meter. Polybutylene piping is a type of plastic resin pipe with fittings that scale, flake, and become brittle, causing micro-fractures that result in pipe failure. Maintenance personnel continuously replace these old pipes as the service lines and saddles deteriorate. The program upgrades these water services and saddles to current standards to reduce maintenance costs and service interruptions. The FY23/24 and FY 24/25 water service replacement projects are included in this budget separately. Start Date: Ongoing Estimated Completion: Ongoing Project Manager: Dan Herrera, Lucas Pereira Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Hardin Tank Recoating C67502328 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Hardin Tank Recoating C67502328 Project Costs and Funding Sources (Dollars in $000’s) C67502328 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 120 120 30 150 Administration / Legal - 2 2 Construction Contracts - 700 500 1,200 Construction Mgmt - 120 120 Contingency - 120 120 CIP Overheads 3 3 15 18 TOTAL USES $ - 123$ 123$ 987$ 500$ $ - $ - $ - $ 1,610 SOURCES (dollars in $000) Water Capital 123 123 987 500 1,610 TOTAL FUNDS $ - 123$ 123$ 987$ 500$ $ - $ - $ - $ 1,610 Projected Budgets Description and Justification This project involves removing and replacing exterior and interior coating protection for the existing welded steel tank and includes minor equipment repairs and replacements. The rehabilitation work will extend the tank's useful life by evaluating and implementing seismic and cathodic protection needs. Hardin Tank is part of the City's Zone 4 pressure zone servicing the eastern portion of the City. Construction for this project will start after Manor Tank recoating is completed to ensure that the Zone 4 system will maintain equalized pressure and adequate storage for fire protection throughout the rehabilitation efforts. Start Date: FY2022/23 Estimated Completion: FY2024/25 ☐Climate First ☐Shovel Ready Project Manager: Kristin Arnold Department Rep: Dan Herrera Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS La Cresta Tank Replacement C67402122 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS La Cresta Tank Replacement C67402122 Project Costs and Funding Sources (Dollars in $000’s) C67402122 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 30 40 70 160 175 405 Administration / Legal - - Construction Contracts - 1,300 700 2,000 Construction Mgmt - 80 100 80 260 Contingency - 10 80 210 300 CIP Overheads - 10 20 5 35 TOTAL USES 30$ 40$ 70$ 160$ 275$ $ 1,500 995$ $ - $ 3,000 SOURCES (dollars in $000) Water Capital 31 40 71 159 275 1,500 995 3,000 TOTAL FUNDS 31$ 40$ 71$ 159$ 275$ $ 1,500 995$ $ - $ 3,000 Projected Budgets Description and Justification The La Cresta Tank Replacement project involves the construction of a new 1.0 million gallon (MG) potable water tank at the La Cresta tank site. This project replaces the two existing steel tanks at the site, which are undersized, require substantial rehabilitation, and are not compliant with the current seismic code. A Water Master Plan is underway that will assist in developing and planning this project. City staff adjusted the project timeline to synchronize with the development of the Water Master Plan. Start Date: FY 2019/20 - Summer 2020 Estimated Completion: FY 2026/27 Project Manager: Kristin Arnold Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Oak Hill Tank Replacement DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Oak Hill Tank Replacement New Project Costs and Funding Sources (Dollars in $000’s) Oak Hill Tank Replacement USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 77 128 240 240 685 Administration / Legal - - Construction Contracts - - Construction Mgmt - - Contingency - - CIP Overheads - 3 5 10 10 28 TOTAL USES $ - -$ -$ 80$ 133$ 250$ 250$ $ - 713$ SOURCES (dollars in $000) Water Capital - 80 133 250 250 713 TOTAL FUNDS $ - -$ -$ 80$ 133$ 250$ 250$ $ - 713$ Projected Budgets Description and Justification The Oak Hill Tank Replacement project involves removing and replacing a 2.0 million gallon tank at the Oak Hill tank site. The Oak Hill tank is an important part of the city's Water Distribution Zone 1 pressure zone, offering equalization and fire protection storage to the downtown area. The design and construction of the Oak Hill tank will take place after the City completes its Water System Master Plan and robust community outreach, which will ensure the future tank is sized and designed to reflect the city's current and future water system needs. Start Date: FY 2023/24 Estimated Completion: FY 2029/30 Project Manager: Erica Jacobs Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Water Booster Pump Station Upgrades New Project Costs and Funding Sources (Dollars in $000’s) Water Booster Pump Station Upgrades USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 125 125 250 Administration / Legal - 10 10 Construction Contracts - 300 650 950 Construction Mgmt - 50 60 110 Contingency - 10 30 40 CIP Overheads - 5 10 15 TOTAL USES $ - -$ -$ $ - 125$ 500$ 750$ $ - $ 1,375 SOURCES (dollars in $000) Water Capital - 125 500 750 1,375 TOTAL FUNDS $ - -$ -$ $ - 125$ 500$ 750$ $ - $ 1,375 Projected Budgets Description and Justification This project will upgrade electrical, mechanical, and communication equipment at the City’s various water pump stations. Improvements are likely at the McNear, Corona, Frates, and Magnolia pump stations. Start Date: FY 2024/25 Estimated Completion: FY 2026/27 Project Manager: Dan Herrera Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS SCADA Upgrades C67502224 Project Costs and Funding Sources (Dollars in $000’s) C67502224 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 10 10 85 100 100 100 100 495 Administration / Legal - - Construction Contracts 90 90 90 Construction Mgmt - - Contingency - - CIP Overheads - 5 5 TOTAL USES $ - 100$ 100$ 90$ 100$ 100$ 100$ 100$ 590$ SOURCES (dollars in $000) Water Capital 100 100 90 100 100 100 100 590 TOTAL FUNDS $ - 100$ 100$ 90$ 100$ 100$ 100$ 100$ 590$ Projected Budgets Description and Justification This project upgrades the City’s SCADA communication system that relays information from the City’s water distribution network, including water tanks, pump stations, and turnouts to the Water Field Office. The SCADA system allows operations staff to view and monitor important information like pressures, flows, and tank levels. The project will also increase security and protect the City’s communication network. System reliability has been improved by installing a cellular-based network backup. Ongoing evaluation will continue to assess additional system needs and upgrades. Start Date: FY 2022/23 Estimated Completion: FY 2029/30 Project Manager: Dan Herrera Department Rep: Christopher Bolt ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Pressure Reducing Valve Resiliency Program New Project Costs and Funding Sources (Dollars in $000’s) Pressure Reducing Valve Resiliency Program USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 50 15 65 Administration / Legal - - Construction Contracts - 350 250 600 Construction Mgmt - 20 20 40 Contingency - 130 80 210 CIP Overheads - - TOTAL USES $ - -$ -$ $ - 50$ 515$ 350$ $ - 915$ SOURCES (dollars in $000) Water Capital - 50 515 350 915 TOTAL FUNDS $ - -$ -$ $ - 50$ 515$ 350$ $ - 915$ Projected Budgets Description and Justification This project upgrades and maintains the pressure- reducing valves for the City’s water distribution system located at various points along the City’s main connection to the Sonoma Water aqueduct. This program also ensures that the City’s risk and resiliency planning upgrade is enforced and satisfies Environmental Protection Agency (EPA) requirements. Start Date: FY 2024/25 Estimated Completion: FY 2026/27 Project Manager: Dan Herrera Department Rep: Dan Herrera ☐Climate First ☐Shovel Ready Operating Impact: ☐ No significant impact ☐ Provide savings ☒ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Aquifer Storage and Recovery (ASR) Plan E67502243 Project Costs and Funding Sources (Dollars in $000’s) E67502243 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 200 200 200 Administration / Legal 5 5 5 Construction Contracts - 100 100 Construction Mgmt - 35 35 Contingency - - CIP Overheads 3 3 3 TOTAL USES $ - 208$ 208$ 135$ $$ $ $ - - - - 343$ SOURCES (dollars in $000) Water Capital 21 21 14 35 DWR Grant 187 187 121 308 TOTAL FUNDS $ - 208$ 208$ 135$ $$ $ $ - - - - 343$ Projected Budgets Start Date: FY 2022/23 Estimated Completion: FY 2023/24 ☒Climate First ☐Shovel Ready Operating Impact: ☒ No significant impact ☐ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: _______________ Project Manager: Chelsea Thompson Department Rep: Gina Benedetti-Petnic Description and Justification The Aquifer Storage and Recovery (ASR) Feasibility Study will evaluate the feasibility of developing a groundwater banking program using ASR facilities to store Russian River surface water supply in the local groundwater basin. The study will also explore the feasibility of storing stormwater in the local groundwater basin. A pilot ASR test may be conducted using an existing groundwater well to which will support the development of the feasibility study. Study efforts will be closely coordinated with the Petaluma Valley Groundwater Sustainability Agency and regional ASR studies and will help to inform the Integrated Water Master Plan as we seek to develop local water supply resiliency. The feasibility study is planned to kick-off in spring 2023, and a pilot injection project is anticipated in spring 2024.This project is funded through a state grant and water enterprise funds. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Advanced Metering Infrastructure (AMI) E67502242 Project Costs and Funding Sources (Dollars in $000’s) E67502242 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 80 80 25 105 Administration / Legal 40 40 40 Construction Contracts - 9,000 2,500 11,500 Construction Mgmt - 460 115 575 Contingency - 900 250 1,150 CIP Overheads 5 5 200 50 255 TOTAL USES $ - 125$ 125$ $ 10,585 $ 2 ,915 $$ $ - -- $ 13,625 SOURCES (dollars in $000) Water Capital - 1,604 1,458 3,062 Waste Water Capital - 1,604 1,457 3,061 DWR Grant- UMDR 125 125 7,377 7,502 TOTAL FUNDS $ - 125$ 125$ $ 10,585 $ 2 ,915 $$ $ - -- $ 13,625 Projected Budgets Description and Justification This project will upgrade the City’s 20,338 water meters from Automated Meter Reading (AMR) to Advanced Metering Infrastructure (AMI) technology. AMI uses cellular communications to automatically and regularly transmit water usage information directly to the City’s water operations software. This eliminates the need for staff to drive by each individual water meter every month. This project will also empower our water customers to have access to real-time water usage data, allowing for enhanced water conservation through self-monitoring and timely leak detection. The project will be funded through a combination of a state grant and water funds. Start Date: FY 2022/23 Estimated Completion: FY 2024/25 ☒Climate First ☐Shovel Ready Project Manager: Lucas Pereira Department Rep: Christopher Bolt, Dan Herrera Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: ___________________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS Bulk Potable/Recycled Water Fill Stations and Security Improvements New Project Costs and Funding Sources (Dollars in $000’s) Bulk Potable/Recycled Water Fill Stations and Security Improvements USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land - 125 125 Administration / Legal - 10 10 Construction Contracts - 1,000 1,000 Construction Mgmt - 100 100 Contingency - 150 150 CIP Overheads - 2 8 10 TOTAL USES $ - -$ -$ 137$ $ 1,258 $$ $ - -- $ 1,395 SOURCES (dollars in $000) Water Capital - 137 1,258 1,395 TOTAL FUNDS $ - -$ -$ 137$ $ 1,258 $$ $ - -- $ 1,395 Projected Budgets Description and Justification This project involves the installation of three water fill stations and one recycled water fill station to replace existing hydrant fill operations. The new water fill stations will improve secure and convenient access to both potable and recycled water. The bulk water fill stations will use advanced metering and login information to accurately track water consumption and ensure that only approved customers have access. Start Date: FY 2023/24 Estimated Completion: FY 2024/25 ☒Climate First ☐Shovel Ready Project Manager: TBD Department Rep: Dan Herrera Operating Impact: ☐ No significant impact ☒ Provide savings ☐ Maintenance costs included in operating budget ☐ Other: _______________ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 WATER UTILITY CAPITAL IMPROVEMENT PROJECTS DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ADVANCED PLANNING PROGRAM PROJECTS ADVANCED PLANNING PROGRAM PROJECTS FY 2023-2024 ADVANCED PLANNING PROGRAM BUDGET FY 23-24 PROJECT SUMMARY Fund 3110.31100 PROJECTS (dollars in $000)FY 24-25 FY 25-26 FY 26-27 FY 27-28 e11502028 General Plan & Housing Element Comprehensive Update 1,620 650 2,270 290 - - - - 2,560 TOTAL 1,620$ 650$ 2,270$ 290$ -$ -$ -$ -$ 2 , 5 6 0$ SOURCES (dollars in $000) General Fund Reserves- General Plan 1,742 640 2,382 - - - - - 2,382 American Rescue Plan Act (ARPA)178 - 178 - - - - - 178 TOTAL 1,920$ 640$ 2,560$ -$ -$ -$ -$ -$ 2 , 5 6 0$ Total Project Estimate Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 Projected Budgets DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ADVANCED PLANNING PROGRAM PROJECTS DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ADVANCED PLANNING PROGRAM PROJECTS General Plan & Housing Element Comprehensive Update e11502028 Financial Overview e11502028 USES (dollars in $000) Actual Life to Date thru FY 22 Estimate FY 22-23 Estimate Life to Date thru FY 23 Budget FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Total Project Estimate Design/ Planning/ Environmental/ Land 1,340 650 1,990 290 2,280 Administration / Legal 280 280 280 Construction Contracts - - Construction Mgmt - - Contingency - - CIP Overheads - - TOTAL USES 1,620 650 2,270 290 - - - - 2,560 SOURCES (dollars in $000) General Fund Reserves- General Plan 1,742 640 2,382 2,382 American Rescue Plan Act (ARPA)178 178 178 TOTAL FUNDS 1,920 640 2,560 - - - - - 2,560 Projected Budgets Purpose and Description The City of Petaluma is working with qualified planning consultant teams to develop a comprehensive update to its General Plan and Housing Element Update and including development of a Climate Action and Adaptation Plan. The General Plan identifies current and future needs in areas such as land use, housing, transportation, public services, environmental quality, and economic viability. The General Plan is also a policy document that embodies the community’s goals and guides decisions about physical development over the long term. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 ADVANCED PLANNING PROGRAM PROJECTS DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 LEGISLATIVE The final Adopted FY2023/24 budget will contain the Council approved ordinances in this section. DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 LEGISLATIVE DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES FISCAL YEAR 2024 Allocation of Internal Service Funds and Administrative Overhead Charges Department/Division Information Technology FY 2024 General Service FY 2024 Risk FY 2024 Administrative Charges FY 2024 Total Allocation FY 2024 General - City Council 22,169 22,169 City Attorney 130,251 21,316 151,567 City Clerk 56,464 9,010 65,474 City Manager 49,339 24,213 73,552 Economic Development 85,060 9,748 94,808 Finance 304,969 76,241 381,210 Human Resources 53,469 17,321 70,790 Community Development 41,900 9,638 51,538 Fire 246,595 403,433 650,028 Recreation 84,501 218,747 303,248 Police 922,669 717,719 1,640,388 Public Works 272,021 -514,874 - 786,895 General Fund 2,247,238 - 2,044,429 - 4,291,667 Housing In-Lieu 22,891 2,181 4,238 29,310 Impact fees 6,388 168,172 174,560 CDBG 1,410 4,078 12,886 18,374 General Government Donations 290 396 686 Special Revenue 5,085 43,098 48,183 Street Maintenance 18,377 156,517 247,102 421,996 Landscape Assessment Districts 4,093 5,871 26,804 36,768 TOT 5,802 157,345 163,147 Governmental CIP - - 125,312 251,129 376,441 Special Revenue Funds 46,771 - 311,524 911,170 1,269,465 Airport Operation 48, 677 41, 429 1 66,129 2 56,235 Airport CIP - - Building Services 208,288 42, 204 3 02,518 5 53,010 Marina 21, 678 29, 062 62,146 1 12,886 Marina CIP - Transit Operations 198,909 72, 680 1 28,820 4 00,409 Transit CIP - - Wastewater Administration 964,144 242,869 1, 172, 116 2,379,129 Wastewater CIP 10, 227 31,414 41,641 Water Administration 1,065,727 271,029 1, 055, 211 2,391,967 Water CIP 7 ,708 20,060 27,768 Storm Utility - - 17,368 42,896 60,264 Enterprise Funds 2,507,423 - 734,576 2,981,310 6,223,309 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES FISCAL YEAR 2024 Allocation of Internal Service Funds and Administrative Overhead Charges Department/Division Information Technology FY 2024 General Service FY 2024 Risk FY 2024 Administrative Charges FY 2024 Total Allocation FY 2024 Information Technology - - Employee Benefits - 10,082 10,082 Workers Compensation 4,700 21,440 273,853 299,993 General Services 11,213 2,648 13,861 Risk Management 54,318 - 39,709 - 94,027 Internal Service Funds 70,231 - 73,879 273,853 417,963 Successor Agency Housing 6,945 114,317 121,262 Successor Agency - - 8,820 83,444 92,264 Successor Agency Funds - - 15,765 197,761 213,526 TOTAL ALLOCATIONS 4,871,663$ -$ 3,180,173$ 4,364,094$ 12,415,930$ DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES FROM TO AMOUNT PURPOSE General Fund Waste Water 93,580 Waste Water Settlement General Fund Storm Utility 37,383 loan repayment General Fund Storm Utility 11,090 legal costs Waste Water settlement General Fund Storm Utility 480,000 operating costs General Fund Vehicle Replacement 400,000 vehicle replacements General Fund Vehicle Replacement 398,000 Ambulance (funded by reserves) General Fund Parks CIP 27,000 C00400205- Playground Equip Funded by TAB refinance savings General Fund PW CIP 71,454 C16501412(LED Streetlight)- Interfund loan debt payment General Fund Parks CIP 398,000 c14502008- Lucchesi Turf Field Replacement General Fund Transit 180,000 Fare Free Public Transit General Fund Police Grants 68,525 Management Analyst -2 year limited term / Cops CALEA Grant match General Fund Fire Grants 12,690 AFG Grant Match 2,177,722 General Fund- Measure U General Fund 13,819,174 to cover deficit General Fund- Measure U 2021 Lease Revenue Bonds (Road Improvement Projects Measure U)2,684,221 Debt Service/ Roads/ Infrastructure General Fund- Measure U Vehicle Replacement 989,000 Vehicle Replacements General Fund- Measure U Facilities CIP 200,000 c11502015- Electric Vehicle Chargers General Fund- Measure U Parks CIP 700,000 C14402010- Marina Dredging & Dock Repairs General Fund- Measure U Facilities CIP 100,000 C11202018- Emergency Power Backup City Hall and Police Headquarters General Fund- Measure U Facilities CIP 268,000 C11502224- Public Library New Fire Suppression System General Fund- Measure U PW CIP 265,000 Downtown Beautification General Fund- Measure U PW CIP 510,000 Downtown Public Restroom General Fund- Measure U Parks CIP 650,000 E14402237- Petaluma River Dredging 20,185,395 Commercial Linkage Fees Housing Successor Ag 279,321 sar051150- Successor Agency Housing Housing In-Lieu Housing Successor Ag 335,185 sar051150- Successor Agency Housing Parkland Impact Fees Parks CIP 10,000 C14502012- Shollenberger Amphitheater & Kiosk Improvements Parkland Impact Fees Parks CIP 650,000 c14402215- Skate Park Design and Site Analysis 660,000 City Facilities Impact Fee Facilities CIP 17,000 c11502015- Electric Vehicle Chargers City Facilities Impact Fee Facilities CIP 257,000 c11202017- City Hall West Wing Space Remodel & Permit Center City Facilities Impact Fee Facilities CIP 440,000 C11202223- HVAC & Energy Efficiency Upgrades City Facilities Impact Fee Facilities CIP 102,000 C11202121- Petaluma Library ADA Improvements City Facilities Impact Fee Facilities CIP 428,000 Petaluma Public Library Roof Replacement City Facilities Impact Fee Facilities CIP 250,000 Fire Station No. 4 / Public Safety Building City Facilities Impact Fee Facilities CIP 225,000 C11501911- Fire Reserve Apparatus Storage & Security Gate Installation 1,719,000 Storm Drainage Impact Fees Surface Water CIP 966,000 C16502254- Wilson Stormwater Pump Station Upgrades Storm Drainage Impact Fees Surface Water CIP 693,000 C16501931- Storm Drain Trash Capture Device Pilot Storm Drainage Impact Fees Surface Water CIP 606,033 C16302255- 960 Lakeville Drainage Improvements Storm Drainage Impact Fees Surface Water CIP 134,967 C16302255- 960 Lakeville Drainage Improvements 2,400,000 Traffic Mitigation Impact Fees Parks CIP 427,000 c14502114- Lynch Creek Trail Traffic Mitigation Impact Fees PW CIP 364,000 C16102147- North McDowell Boulevard Complete Streets Traffic Mitigation Impact Fees PW CIP 155,000 c16101519- Rivertrail - 101/Crossing, Crosstown Connector Traffic Mitigation Impact Fees PW CIP 35,000 c16102250- Traffic Signal Improvements- Citywide Traffic Mitigation Impact Fees PW CIP 287,000 c16102032- Pedestrian Improvements Citywide Traffic Mitigation Impact Fees PW CIP 30,000 Bicycle/Pedestrian Wayfinding & Bicycle Parking Traffic Mitigation Impact Fees PW CIP 39,000 C16402141- 1st and F St Bridge Replacement Traffic Mitigation Impact Fees PW CIP 66,000 C16102146- Traffic Calming & Neighborhood Greenways Traffic Mitigation Impact Fees PW CIP 102,000 C16102251- D Street Improvements Traffic Mitigation Impact Fees PW CIP 80,000 C16402252- Pedestrian Bridge Renovations Traffic Mitigation Impact Fees PW CIP 16,000 E16502134- Active Transportation Plan & Wayfinding Traffic Mitigation Impact Fees Transit CIP 18,000 C65502211- Bus Stop Improvements 1,619,000 TRANSFERS OUT DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES FROM TO AMOUNT PURPOSE General Government Grants Facilities CIP 628,000 C11502224- Public Library New Fire Suppression System General Government Grants Facilities CIP 289,000 c11202121- Petaluma Library ADA Improvements General Government Grants Facilities CIP 193,000 Petaluma Public Library HVACReplacement General Government Grants PW CIP 225,000 Caulfield Lane Active Transportation 1,335,000 Community Development Block Grant (CDBG)Housing Successor Ag 21,626 sar051150- Successor Agency Housing Community Development Block Grant (CDBG)Facilities CIP 500,000 E11202345- Seismic Analysis City Facilities Assessment Community Development Block Grant (CDBG)Facilities CIP 240,000 E11502346- City Facilities Emergency Power Backup Feasibility Study 761,626 Parks and Rec Grants Parks CIP 213,000 C14502012- Shollenberger Amphitheater & Kiosk Improvements Parks and Rec Grants Parks CIP 216,000 C14502317- Kenilworth Park Revitalization 429,000 Public Works Grants Surface CIP 1,259,000 C16301518- Old Corona Road Water Quality Mitigation 1,259,000 SLESF General Fund 100,000 CAD/RMS system SLESF General Fund 30,000 general support 130,000 Gas Tax Street Maintenance 3,191,936 97% of Highway Users Tax (HUT) revenue Street Maintenance PW CIP 3,320,000 C16102147- North McDowell Boulevard Complete Streets Street Maintenance PW CIP 30,000 c16401925- Citywide Bridge Repair Street Maintenance PW CIP 164,000 C16102032- Pedestrian Improvements Citywide Street Maintenance PW CIP 134,000 C16102146- Traffic Calming & Neighborhood Greenways Street Maintenance PW CIP 103,000 C16102251- D Street Improvements Street Maintenance PW CIP 26,000 Bicycle/Pedestrian Wayfinding & Bicycle Parking Street Maintenance PW CIP 190,000 C16402252- Pedestrian Bridge Renovations Street Maintenance PW CIP 34,000 E16502134- Active Transportation Plan & Wayfinding Street Maintenance PW CIP 294,000 c16402141- 1st and F St Bridge Replacement - Phase 2 Street Maintenance PW CIP 250,000 E16102347- Corona Road and McKenzie AT Crossings Street Maintenance PW CIP 290,000 Street Light Repairs and Upgrades- Citywide Street Maintenance PW CIP 118,000 C16102250- Traffic Signal Timing Upgrade Improvements- Citywide Street Maintenance PW CIP 74,370 C16501412(LED Streetlight)- Interfund loan debt payment 5,027,370 Transient Occupancy Tax General Fund 2,123,000 general support Transient Occupancy Tax Parks CIP 25,000 E14402237- Petaluma River Dredging Program Transient Occupancy Tax Parks CIP 500,000 C14501607- Petaluma Community Baseball Field Transient Occupancy Tax PW CIP 250,000 C16501602- Downtown Pedestrian ADA Improvements Transient Occupancy Tax Vehicle Replacement 395,276 Interfund loan debt payment 3,293,276 Prince Park General Fund 56,500 general support Prince Park General Fund 126,020 Additional maintenance worker 182,520 Measure M Parks Sales Tax Parks CIP 41,283 c14502011 (loan)- Tennis & Pickleball Court Interfund Loan debt pymnt Measure M Parks Sales Tax Parks CIP 300,000 C14501607- Petaluma Community Baseball Field Measure M Parks Sales Tax Parks CIP 25,000 C14502012- Shollenberger Amphitheater & Kiosk Improvements Measure M Parks Sales Tax Parks CIP 50,000 Prince Park Concession and Restroom Facility Remodel/Repair Measure M Parks Sales Tax Parks CIP 291,000 C14502320- Swim Center Pool Renovation 707,283 Mobile Home Rent Program Housing Successor Ag 6,207 sar051150- Successor Agency Housing TRANSFERS OUT DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES TO FROM AMOUNT PURPOSE General Fund SLESF 100,000 CAD/RMS system General Fund SLESF 30,000 general support General Fund Transient Occupancy Tax 2,123,000 general support General Fund Prince Park 56,500 general support General Fund Prince Park 126,020 Additional maintenance worker General Fund General Fund- Measure U 13,819,174 to cover deficit 16,254,694 Fire Grants General Fund 12,690 AFG Grant Match Police Grants General Fund 68,525 Management Analyst -2 year limited term / Cops CALEA Grant match 68,525 Street Maintenance Gas Tax 3,191,936 97% of Highway Users Tax (HUT) revenue Streets Waste Water Capital 387,000 pavement mgmt program Streets Water Capital 534,000 pavement mgmt program 4,112,936 Facilities CIP City Facilities Impact Fee 17,000 c11502015- Electric Vehicle Chargers Facilities CIP City Facilities Impact Fee 257,000 c11202017- City Hall West Wing Space Remodel & Permit Center Facilities CIP City Facilities Impact Fee 440,000 C11202223- HVAC & Energy Efficiency Upgrades Facilities CIP City Facilities Impact Fee 102,000 C11202121- Petaluma Library ADA Improvements Facilities CIP City Facilities Impact Fee 428,000 Petaluma Public Library Roof Replacement Facilities CIP City Facilities Impact Fee 250,000 Fire Station No. 4 / Public Safety Building Facilities CIP City Facilities Impact Fee 225,000 C11501911- Fire Reserve Apparatus Storage & Security Gate Installation Facilities CIP Waste Water Capital 50,000 C11202120- Public Works Office Upgrades Facilities CIP Water Capital 51,000 C11202120- Public Works Office Upgrades Facilities CIP Community Development Block Grant (CDBG)500,000 E11202345- Seismic Analysis City Facilities Assessment Facilities CIP Community Development Block Grant (CDBG)240,000 E11502346- City Facilities Emergency Power Backup Feasibility Study Facilities CIP General Government Grants 628,000 C11502224- Public Library New Fire Suppression System Facilities CIP General Government Grants 289,000 c11202121- Petaluma Library ADA Improvements Facilities CIP General Government Grants 193,000 Petaluma Public Library HVACReplacement Facilities CIP General Fund- Measure U 200,000 c11502015- Electric Vehicle Chargers Facilities CIP General Fund- Measure U 100,000 C11202018- Emergency Power Backup City Hall and Police Headquarters Facilities CIP General Fund- Measure U 268,000 C11502224- Public Library New Fire Suppression System 4,238,000 Parks CIP General Fund 27,000 C00400205- Playground Equip Funded by TAB refinance savings Parks CIP General Fund 398,000 c14502008- Lucchesi Turf Field Replacement Parks CIP Parkland Impact Fees 10,000 C14502012- Shollenberger Amphitheater & Kiosk Improvements Parks CIP Traffic Mitigation Impact Fees 427,000 c14502114- Lynch Creek Trail Parks CIP Transient Occupancy Tax 25,000 E14402237- Petaluma River Dredging Program Parks CIP Transient Occupancy Tax 500,000 C14501607- Petaluma Community Baseball Field Parks CIP Measure M Parks Sales Tax 41,283 c14502011 (loan)- Tennis & Pickleball Court Interfund Loan debt pymnt Parks CIP Measure M Parks Sales Tax 300,000 C14501607- Petaluma Community Baseball Field Parks CIP Measure M Parks Sales Tax 25,000 C14502012- Shollenberger Amphitheater & Kiosk Improvements Parks CIP Measure M Parks Sales Tax 50,000 Prince Park Concession and Restroom Facility Remodel/Repair Parks CIP Measure M Parks Sales Tax 291,000 C14502320- Swim Center Pool Renovation Parks CIP Parks and Rec Grants 213,000 C14502012- Shollenberger Amphitheater & Kiosk Improvements Parks CIP Parks and Rec Grants 216,000 C14502317- Kenilworth Park Revitalization Parks CIP Parkland Impact Fees 650,000 C14402215- Skate Park Design and Site Analysis Parks CIP General Fund- Measure U 700,000 C14402010- Marina Dredging & Dock Repairs Parks CIP General Fund- Measure U 650,000 E14402237- Petaluma River Dredging 4,523,283 TRANSFERS IN DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES TO FROM AMOUNT PURPOSE PW CIP General Fund 71,454 C16501412(LED Streetlight)- Interfund loan debt payment Surface Water CIP Storm Drainage Impact Fees 966,000 C16502254- Wilson Stormwater Pump Station Upgrades Surface Water CIP Storm Drainage Impact Fees 693,000 C16501931- Storm Drain Trash Capture Device Pilot Surface Water CIP Storm Drainage Impact Fees 606,033 C16302255- 960 Lakeville Drainage Improvements Surface Water CIP Storm Drainage Impact Fees 134,967 C16302255- 960 Lakeville Drainage Improvements PW CIP Traffic Mitigation Impact Fees 364,000 C16102147- North McDowell Boulevard Complete Streets PW CIP Traffic Mitigation Impact Fees 155,000 c16101519- Rivertrail - 101/Crossing, Crosstown Connector PW CIP Traffic Mitigation Impact Fees 35,000 c16102250- Traffic Signal Improvements- Citywide PW CIP Traffic Mitigation Impact Fees 287,000 c16102032- Pedestrian Improvements Citywide PW CIP Traffic Mitigation Impact Fees 30,000 Bicycle/Pedestrian Wayfinding & Bicycle Parking PW CIP Traffic Mitigation Impact Fees 39,000 C16402141- 1st and F St Bridge Replacement PW CIP Traffic Mitigation Impact Fees 66,000 C16102146- Traffic Calming & Neighborhood Greenways PW CIP Traffic Mitigation Impact Fees 102,000 C16102251- D Street Improvements PW CIP Traffic Mitigation Impact Fees 80,000 C16402252- Pedestrian Bridge Renovations PW CIP Traffic Mitigation Impact Fees 16,000 E16502134- Active Transportation Plan & Wayfinding PW CIP Street Maintenance 3,320,000 C16102147- North McDowell Boulevard Complete Streets PW CIP Street Maintenance 30,000 c16401925- Citywide Bridge Repair PW CIP Street Maintenance 164,000 C16102032- Pedestrian Improvements Citywide PW CIP Street Maintenance 134,000 C16102146- Traffic Calming & Neighborhood Greenways PW CIP Street Maintenance 103,000 C16102251- D Street Improvements PW CIP Street Maintenance 26,000 Bicycle/Pedestrian Wayfinding & Bicycle Parking PW CIP Street Maintenance 190,000 C16402252- Pedestrian Bridge Renovations PW CIP Street Maintenance 34,000 E16502134- Active Transportation Plan & Wayfinding PW CIP Street Maintenance 294,000 c16402141- 1st and F St Bridge Replacement - Phase 2 PW CIP Street Maintenance 250,000 E16102347- Corona Road and McKenzie AT Crossings PW CIP Street Maintenance 290,000 Street Light Repairs and Upgrades- Citywide PW CIP Street Maintenance 118,000 C16102250- Traffic Signal Timing Upgrade Improvements- Citywide PW CIP Street Maintenance 74,370 C16501412(LED Streetlight)- Interfund loan debt payment PW CIP Transient Occupancy Tax 250,000 C16501602- Downtown Pedestrian ADA Improvements PW CIP Water Capital 136,000 E16082012- Payran UST PW CIP General Government Grants 225,000 Caulfield Lane Active Transportation Surface CIP Public Works Grants 1,259,000 C16301518- Old Corona Road Water Quality Mitigation PW CIP General Fund- Measure U 265,000 Downtown Beautification PW CIP General Fund- Measure U 510,000 Downtown Public Restroom 11,317,824 2021 Lease Revenue Bonds (Road Improvement Projects Measure U)General Fund- Measure U 2,684,221 Debt Service/ Roads/ Infrastructure Housing Successor Ag Commercial Linkage Fees 279,321sar051150- Successor Agency Housing Housing Successor Ag Housing In-Lieu 335,185sar051150- Successor Agency Housing Housing Successor Ag CDBG 2 1,626sar051150- Successor Agency Housing Housing Successor Ag Mobile Home Rent Program 6,207sar051150- Successor Agency Housing 642,339 Airport CIP Airport Operating 1 0,000C61502009- Taxiway A Rehabilitation Airport CIP Airport Operating 250,000C61502117- Safety Zone Improvements by Drainage Channel Airport CIP Airport Operating 3,000C61502218- Airport Emergency Power Backup Airport CIP Airport Operating 4,000C61502319- South Taxilane B Rehabilitation Airport CIP Airport Operating 136,000Airport Fuel Facility Improvements Airport CIP Airport State AIP Grant 100,000c61502009- Taxiway A Rehabilitation Airport CIP Airport State AIP Grant 2 0,000C61502319- South Taxilane B Rehabilitation 523,000 Transit General Fund 180,000Fare Free Public Transit Transit CIP Traffic Mitigation Impact Fees 1 8,000C65502211- Bus Stop Improvements Transit CIP Transit 111,000c65202110- Transit Admin Building Roof Overlay Transit CIP Transit 6 2,000C65502211- Bus Stop Improvements Transit CIP Transit 207,000C65502212- Transit Facility Gate Automation Transit CIP Transit 929,000C65502214- Transit Facility Electrification 1,327,000 TRANSFERS IN DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES TO FROM AMOUNT PURPOSE Waste Water General Fund 93,580 Waste Water Settlement WW CIP Waste Water Capital 350,000 C66501003- Manhole Rehabilitation WW CIP Waste Water Capital 3,088,000 C66501840- Chemical System Upgrade - Ellis Creek WW CIP Waste Water Capital 517,000 C66501518- CNG Fueling Station Ellis Creek WW CIP Waste Water Capital 220,000 C66401728- Ellis Creek Hi Strength Waste Facilities WW CIP Waste Water Capital 3,000,000 C66402245- Sewer Main Replacement- Payran & Madison WW CIP Waste Water Capital 1,580,000 C66402348- Sewer Main Replacement - Pavement Projects and Various Locations WW CIP Waste Water Capital 628,000 Sewer Main Replacement- D Street WW CIP Waste Water Capital 3,478,000 C66502032- PIPS Forcemain Replacement WW CIP Waste Water Capital 370,000 C66501930- Replace PIPS High Capacity Pumps WW CIP Waste Water Capital 115,000 C66502042- C Street Pump Station and Collection System Upgrades WW CIP Waste Water Capital 112,000 C66402246- Sewer Forcemain Replacement Program WW CIP Waste Water Capital 1,790,000 C66501838- Ellis Creek Outfall Replacement WW CIP Waste Water Capital 193,000 c66402144- Corp yard Master Plan WW CIP Waste Water Capital 329,000 C66402349- Ellis Creek Water Recycling Facility Oxidation Pond Flow Structure Rehab WW CIP Waste Water Capital 430,000 Ellis Creek Water Recycling Facility Energy Plan Recycled Water CIP Waste Water Capital 8,494,000 C66401416- Tertiary Filtration System Expansion Recycled Water CIP Waste Water Capital 62,000 C66401302- Agricultural Recycled Water System - Turnout and Meter Replacements Recycled Water CIP Waste Water Capital 1,056,000 C66501936- Agricultural Recycled Water System Expansion – Adobe Road/Lakeville WW CIP Water Capital 239,000 c66402144- Corp yard Master Plan Recycled Water CIP Water Capital 170,000 C66502347- Urban Recycled Water System Expansion – Park Irrigation Conversions Recycled Water CIP Water Capital 175,000 C66501834- Urban Recycled Water System Expansion - Maria Extension/Loop 26,396,000 Water CIP Waste Water Capital 1,604,000 E67502242- Advanced Metering Infrastructure (AMI) Water CIP Water Capital 860,000 c67501611- Well Construction Water CIP Water Capital 1,536,000 C67502225- Water Main Replacement- Payran and Madison Water CIP Water Capital 833,000 C67502326- Water Main Replacement Howard Street and Various Locations Water CIP Water Capital 110,000 Water Main Replacement- D Street Water CIP Water Capital 300,000 Water Services Replacement St Francis and Various Locations Water CIP Water Capital 987,000 C67502328- Hardin Tank Recoating Water CIP Water Capital 159,000 C67402122- La Cresta Tank Project Water CIP Water Capital 80,000 Oak Hill Tank Replacement Water CIP Water Capital 90,000 C67502224- SCADA Upgrades Water CIP Water Capital 14,000 E67502243- Aquifer Storage & Recovery (ASR) Plan Water CIP Water Capital 1,604,000 E67502242- Advanced Metering Infrastructure (AMI) Water CIP Water Capital 137,000 Bulk Potable/Recycled Water Fill Stations and Security Improvements 8,314,000 Storm Utility General Fund 37,383 loan repayment Storm Utility General Fund 11,090 legal costs Waste Water settlement Storm Utility General Fund 480,000 operating costs 528,473 Vehicle Replacement General Fund 400,000 vehicle replacements Vehicle Replacement General Fund 398,000 Ambulance (funded by reserves) Vehicle Replacement General Fund- Measure U 989,000 Vehicle Replacements Vehicle Replacement Transient Occupancy Tax 395,276 Interfund loan debt payment 2,182,276 83,398,841$ TRANSFERS IN DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES General Enterprise Other DEPARTMENT POSITION Authorized Funded Authorized Funded Authorized Funded Fund Funds Funds CITY CLERK City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Records Coordinator - Limited Term 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant Confidential 1.00 0.00 1.00 0.00 1.00 0.00 Total City Clerk 4.00 3.00 4.00 3.00 4.00 3.00 3.00 0.00 0.00 CITY ATTORNEY City Attorney 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant City Attorney 2.50 2.50 2.50 2.50 2.50 2.50 2.50 Legal Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total City Attorney 4.50 4.50 4.50 4.50 4.50 4.50 4.50 0.00 0.00 CITY MANAGER City Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Asst. City Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Asst to City Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Planner 1.00 0.00 1.00 0.00 1.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Exec. Asst. to City Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Climate Action Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant Confidential 1.00 0.00 1.00 0.00 1.00 0.00 Total City Manager 8.00 6.00 8.00 6.00 8.00 6.00 6.00 0.00 0.00 ECONOMIC DEV. & OPEN GOVERNMENT / IT Communications Program Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Data and Systems Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Director of Economic Develop & Open Gov 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.50 Economic Development Manager 1.00 0.00 1.00 0.00 1.00 0.00 Economic Development Specialist 1.00 0.00 1.00 0.00 1.00 0.00 Info Tech Specialist 1/2/3 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Information Technology Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Geographic Info Systems Mgr.1.00 0.00 1.00 0.00 1.00 0.00 0.00 Geographic Info Systems Administrator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Management Analyst II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Business Systems Analyst 1.00 0.00 1.00 0.00 1.00 0.00 Total Econ. Dev./Redev.14.00 10.00 14.00 10.00 14.00 10.00 2.50 0.00 7.50 FULL TIME POSITIONS - AUTHORIZED AND FUNDED FY 2023-24 ALLOCATION BY HOME DEPARTMENT Full Time Positions - Authorized and Funded - Allocation by Home Department ------------ Allocation-------------- FY 21-22 FY 22-23 FY 23-24 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES General Enterprise Other DEPARTMENT POSITION Authorized Funded Authorized Funded Authorized Funded Fund Funds Funds HUMAN RESOURCES & RISK MANAGEMENT Administrative Assistant Conf 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Director Human Resources 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Human Resources Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 HR Assistant Conf 1.00 0.00 1.00 0.00 1.00 0.00 Human Resources Specialist Conf 3.80 3.80 3.80 3.80 3.80 3.80 1.80 2.00 Risk and Safety Officer 1.00 0.00 1.00 0.00 1.00 0.00 Risk Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Human Resources 9.80 7.80 9.80 7.80 9.80 7.80 4.80 0.00 3.00 PARKS & RECREATION / COMMUNITY SERVICES Deputy Director of Parks and Recreation 0.00 0.00 1.00 0.00 1.00 0.00 Director of Parks and Recreation 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Facilities Technician I/II 1.00 1.00 1.00 1.00 1.00 1.00 0.80 0.20 Management Analyst II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Office Assistant 0.00 0.00 1.00 1.00 1.00 1.00 1.00 Parks & Facilities Manager 1.00 0.00 1.00 0.00 1.00 0.00 Superintendent of Parks and Facilities 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.20 0.30 Parks Maintenance Crew Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parks Maintenance Lead Worker 3.00 2.00 3.00 2.00 3.00 2.00 2.00 Parks Maintenance Worker I/II 10.00 7.00 10.00 7.00 10.00 7.00 6.00 1.00 Recreation Coordinator 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 2.00 1.00 2.00 1.00 2.00 1.00 1.00 Senior Facilities Technician 1.00 1.00 1.00 1.00 1.00 1.00 0.70 0.30 Total Recreation 26.00 20.00 28.00 21.00 28.00 21.00 19.00 0.70 1.30 FINANCE DEPARTMENT Director of Finance 1.00 0.00 1.00 0.00 1.00 0.00 Deputy City Manager / Director of Finance 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Finance Analyst 1.00 0.00 1.00 0.00 1.00 0.00 Senior Accountant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Accountant 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Finance Analyst 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Accounting Assistant I/II 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Accounting Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Technician 1.00 0.00 1.00 0.00 1.00 0.00 Revenue Development Specialist 1.00 0.00 1.00 0.00 1.00 0.00 Revenue Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Finance and Accounting Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 General Services Assistant 1.00 0.00 1.00 0.00 1.00 0.00 Office Assistant 2.00 2.00 1.00 1.00 1.00 1.00 1.00 Total Finance 22.00 17.00 21.00 16.00 21.00 16.00 15.00 0.00 1.00 FULL TIME POSITIONS - AUTHORIZED AND FUNDED FY 2023-24 ALLOCATION BY HOME DEPARTMENT ------------ Allocation-------------- FY 21-22 FY 22-23 FY 23-24 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES General Enterprise Other DEPARTMENT POSITION Authorized Funded Authorized Funded Authorized Funded Fund Funds Funds FIRE Senior Administrative Assistant Confidential 1.00 0.00 1.00 0.00 1.00 0.00 Administrative Technician Conf 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Emergency Manager 1.00 1.00 1.00 1.00 1.00 1.00 0.30 0.40 0.30 Fire Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Fire Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Fire Battalion Chief 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Fire Captain 9.00 9.00 9.00 9.00 9.00 9.00 9.00 Fire Engineer/Fire Eng Paramedic 9.00 9.00 9.00 9.00 9.00 9.00 9.00 Fire Inspector 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Fire Marshal 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Fire Marshall 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Firefighter 9.00 9.00 9.00 9.00 9.00 9.00 9.00 Firefighter/Paramedic 27.00 27.00 27.00 27.00 27.00 27.00 27.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Fire 68.00 67.00 68.00 67.00 68.00 67.00 66.30 0.40 0.30 POLICE Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Administrative Assistant Confidential 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Abandoned Vehicle Abatement Officer 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Community Service Officer 5.00 3.00 5.00 3.00 5.00 3.00 3.00 Evidence Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Management Analyst II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Police Property Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Police Lieutenant 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Police Officer 64.00 55.00 64.00 54.00 64.00 54.00 53.00 1.00 Police Records Technician I/II 5.50 5.00 5.50 5.00 5.50 5.00 5.00 Parking Enforcement Officer 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Police Records Supervisor 1.00 1.00 0.00 0.00 0.00 0.00 0.00 Police Records/Evidence Supervisor 0.00 0.00 1.00 1.00 1.00 1.00 1.00 Police Sergeant 10.00 9.00 10.00 10.00 10.00 10.00 10.00 Police Technical Services Manager 0.00 0.00 1.00 1.00 1.00 1.00 1.00 Police Training Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Public Safety Communications Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Public Safety Dispatcher 12.00 11.60 12.00 11.60 12.00 11.60 11.60 Senior Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00 1.00 0.55 0.45 Community Engagement Liaison 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Public Safety Comm Mgr 1.00 0.00 1.00 0.00 1.00 0.00 Administrative Assistant 1.00 0.00 1.00 0.00 1.00 0.00 Total Police 116.50 101.60 117.50 102.60 117.50 102.60 100.15 0.45 2.00 FULL TIME POSITIONS - AUTHORIZED AND FUNDED FY 2023-24 ALLOCATION BY HOME DEPARTMENT ------------ Allocation-------------- FY 21-22 FY 22-23 FY 23-24 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES General Enterprise Other DEPARTMENT POSITION Authorized Funded Authorized Funded Authorized Funded Fund Funds Funds COMMUNITY DEVELOPMENT/ BUILDING SERVICES/ HOUSING Building Inspector I/II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Permit Technician 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Chief Bldg Official 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Chief Building Official 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Director of Community Development 1.00 1.00 1.00 1.00 1.00 1.00 0.33 0.67 Management Analyst II 0.00 0.00 1.00 1.00 1.00 1.00 0.33 0.67 Plans Examiner 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Building Inspector 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Housing Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Housing Specialist 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.50 Housing Program Specialist 1.00 0.00 1.00 0.00 1.00 0.00 Total Building Services 12.00 11.00 13.00 12.00 13.00 12.00 1.16 9.34 1.50 PUBLIC WORKS & UTILITIES Senior Administrative Assistant 3.50 3.50 3.50 3.50 3.50 3.50 0.20 3.20 0.10 Administrative Technician 1.00 0.00 1.00 0.00 1.00 0.00 Administrative Manager 1.00 1.00 1.00 1.00 1.00 1.00 0.10 0.85 0.05 Airport & Marina Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Airport Maintenance Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 4.00 4.00 4.00 4.00 4.00 4.00 2.08 1.92 Assistant Engineer II 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Senior Civil Engineer 5.00 5.00 5.00 5.00 5.00 5.00 5.00 Asst. Operations Manager 2.00 2.00 2.00 2.00 2.00 2.00 0.20 1.00 0.80 Asst. Utility System Operator 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Dir. Public Works & Utilities 1.00 1.00 1.00 1.00 1.00 1.00 0.07 0.83 0.10 Assistant. PW & Utilities Director 1.00 1.00 1.00 1.00 1.00 1.00 0.15 0.70 0.15 Budget Grants/Project Manager 1.00 0.00 1.00 0.00 1.00 0.00 City Engineer 1.00 1.00 1.00 1.00 1.00 1.00 0.60 0.20 0.20 Deputy Director of Environmental Services 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Deputy Director of Operations 1.00 1.00 1.00 1.00 1.00 1.00 0.85 0.15 Electrical / Instrumentation Technician 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Electrical Maintenance Worker II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Tech II 3.00 1.00 3.00 1.00 3.00 1.00 0.95 0.05 Environmental Compliance Inspector 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Environmental Services Manager 1.00 0.00 1.00 0.00 1.00 0.00 Environmental Services Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Environmental Services Analyst 1.00 1.00 1.00 1.00 1.00 1.00 0.00 Environmental Services Tech 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Equipment Mechanic 2.00 2.00 2.00 2.00 2.00 2.00 0.70 1.15 0.15 Equipment Mechanical Lead Worker 1.00 1.00 1.00 1.00 1.00 1.00 0.75 0.15 0.10 FULL TIME POSITIONS - AUTHORIZED AND FUNDED FY 2023-24 ALLOCATION BY HOME DEPARTMENT ------------ Allocation-------------- FY 21-22 FY 22-23 FY 23-24 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES General Enterprise Other DEPARTMENT POSITION Authorized Funded Authorized Funded Authorized Funded Fund Funds Funds Laboratory Analyst 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Laboratory Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Management Analyst II 1.00 1.00 0.00 0.00 0.00 0.00 1.00 Mechanical and Electrical Maint Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Office Assistant 3.00 0.00 3.00 0.00 3.00 0.00 Operations Manager 1.00 0.00 1.00 0.00 1.00 0.00 Plant Mechanic 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Project Manager 1.00 1.00 1.00 1.00 1.00 1.00 0.20 0.80 Public Works Crew Supervisor 2.00 1.00 2.00 1.00 2.00 1.00 0.10 0.90 Public Works Inspector II 1.00 0.00 1.00 0.00 1.00 0.00 Senior Public Works Inspector 4.00 4.00 4.00 4.00 4.00 4.00 2.15 1.85 Public Works Supervisor 1.00 0.00 1.00 0.00 1.00 0.00 Administrative Assistant 3.00 3.00 3.00 3.00 3.00 3.00 0.95 1.80 0.25 Senior Engineering Technician 3.00 3.00 3.00 3.00 3.00 3.00 0.80 1.20 1.00 Senior Laboratory Analyst 1.00 0.00 1.00 0.00 1.00 0.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00 1.00 0.10 0.80 0.10 Senior Plant Mechanic 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Senior Transit Planner 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Street Maintenance Lead Wkr 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Street Maintenance Worker I/II 10.00 9.00 10.00 9.00 10.00 9.00 9.00 Street Maintenance Worker III 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Signal Light Technician II 3.00 2.00 3.00 2.00 3.00 2.00 2.00 Senior Traffic Engineer 1.00 1.00 1.00 1.00 1.00 1.00 0.35 0.65 Transit Planner I/II 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Transit Specialist - Limited Term 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Transit Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Utility Manager 1.00 0.00 1.00 0.00 1.00 0.00 Utility Services Crew Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Utility Service Lead Worker 5.00 5.00 5.00 5.00 5.00 5.00 5.00 Utility Service Worker I/II 17.00 16.00 17.00 16.00 17.00 16.00 16.00 Utility Service Worker III 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Utility Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Utility System Operator 1.00 1.00 2.00 2.00 2.00 2.00 2.00 Utility Technician 2.00 2.00 2.00 1.00 2.00 1.00 1.00 Water Recycling Plant Lead Operator 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Water Recycling Plant Operator II/III 7.00 7.00 8.00 8.00 8.00 8.00 8.00 Water Recycling Plant Operations Supervisor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Resources and Conservation Manager 0.00 0.00 1.00 1.00 1.00 1.00 1.00 Water Service Rep Lead Worker 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Water Service Representative 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Total Public Works & Utilities 138.50 121.50 140.50 122.50 140.50 122.50 7.42 82.76 32.32 Total Position Summary 423.30 369.40 428.30 372.40 428.30 372.40 229.83 93.65 48.92 FULL TIME POSITIONS - AUTHORIZED AND FUNDED FY 2023-24 ALLOCATION BY HOME DEPARTMENT ------------ Allocation-------------- FY 21-22 FY 22-23 FY 23-24 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 APPENDICES DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59 DocuSign Envelope ID: 2D9F4186-6164-4203-A6BA-C9AD0DD0AD59