2023-24 City of Rochester Proposed Budget

CITY OF ROCHESTER 2023-2024
BUDGET
Malik D. Evans, Mayor City of Rochester, NY

Rochester City Council
CITY OFFICIALS
CITY COUNCIL
Miguel A. Melendez, Jr. (At-Large)

President
Mary Lupien (East District)

Vice President
Mitchell D. Gruber (At-Large)

LaShay D. Harris (South District)
Willie J. Lightfoot (At-Large)
Stanley Martin (At-Large)
Michael A. Patterson (Northeast District)
Jose Peo (Northwest District)
Kimberly Smith (At-Large)
MAYOR
Malik D. Evans
DEPUTY MAYOR
Patrick Cunningham
OFFICE OF MANAGEMENT AND BUDGET
Michael T. Burns
Budget Director
Budget Staff
Sarah Boyce
Kristina Heiligenthaler
Shavae Lewis
Emily Lohner
Joe Mustico
Josephus Tisdale
Suzanne P. Warren
Introduction 1
BUDGET AT A GLANCE

Introduction 2
READER'S GUIDE

BUDGET DIRECTOR'S INTRODUCTION
City of Rochester Budget Q&A - What is City's Budget and How Does It Work?
Michael T. Burns, Budget Director
BUDGET PROCESS
This budget is for the City's 2023-24 fiscal year, which begins on July 1, 2023 and closes on June
30, 2024. The process and content requirements of the annual budget are stipulated in Section 3–
9 of the City Charter. Consistent with these requirements, the Mayor prepares a proposed budget.
Detailed budget requests are made by each department, reviewed and analyzed by the Office of
Management & Budget, modified as necessary, and approved by the Mayor.

The Mayor's proposed budget is considered by the City Council, and at least one public hearing is
scheduled. The City Council may adopt the budget as proposed by the Mayor or may modify it, as
prescribed by Section 3-10 of the City Charter. If the City Council's action on the budget contains
no additions, the budget is adopted without further action. Reductions to the proposed budget do
not require the approval of the Mayor. If City Council's action includes any additions, the budget
must be presented to the Mayor by June 20. The Mayor may accept or reject any additions. If the
Mayor accepts the additions, the budget is adopted without further action. If the Mayor rejects
any additions, he must inform the City Council of the items rejected with his reasons and return
the budget to the Council by June 25. The City Council may then reconsider the budget and, by
June 30, may revise its actions in conformity with the Mayor's objections or may, upon a two-
thirds vote, override the Mayor's objections. If City Council does not, by June 30, adopt a budget
according to these procedures, the budget as submitted by the Mayor plus any City Council
additions not objected to by the Mayor will be the budget for the ensuing year.

Introduction 3
SCOPE OF THE BUDGET
The budget contains most of the ongoing operations of the City of Rochester. Certain programs
are not included:

City School District: A summary of the proposed City School District budget is included. The
complete text of the School budget is included in a separate document.

Federal Programs: The administrative costs and certain program expenses are included. However,
most program expenditures from the Consolidated Plan are not included. Appropriations from
those programs are made during the year.

Capital Programs: The budget includes two types of capital expenditures: Cash Capital, the direct
outlay for capital purposes, and Debt Service, the repayment of principal and interest on
previously authorized borrowing. Not included is the appropriation of the proceeds from note and
bond sales that may occur during the year. These will be appropriated individually during the year,
and their repayment will be included in future budgets as Debt Service. The Capital Improvement
Program (CIP) section in the Budget document details all expected capital program expenditures
for the upcoming year and each of the subsequent four years.

Trust and Agency Funds: On occasion, the City receives income that is to be used for restricted
purposes. Such funds are not included in the budget; their use requires City Council appropriation
during the year.
BUDGET FORMAT - DEPARTMENTAL SECTIONS
1. Mission Statement of the organization is provided. A list of Customers defines the primary
recipients of the unit’s work. Critical Processes present the activities the unit uses to carry out its
mission. Departmental Highlights describe changes planned for the department in the new year.
Key Performance Indicators measure how well objectives are being met, including progress
towards Strategic Initiatives.

2. Expenditures including proposed, current, and historical data are presented in two ways — by
major object (or type) of expense and by activity.

3. Personnel, which includes a calculation of total positions and a detailed listing of all position
titles and pay brackets, including full time and other than full time positions. In the Undistributed
Expenses, Contingency, and Capital sections, no personnel data are provided, as no staff are
assigned.
BUDGET FORMAT YEAR-TO-YEAR COMPARISONS
The year-to-year comparison for each bureau or division shows the current and proposed budget
year expenses. An analysis of the changes in the budget is included.

1. Salary and Wage Adjustment: Accounts for all routine changes in personnel compensation. This
includes contract settlements, step and merit advancements, upgrades and downgrades of
positions, and turnover that replaces higher compensated employees with lower compensated
ones within the same pay brackets. Vacancy Allowance is included here, and is the change year to
Introduction 4
year in the difference between the actual expenditure requirements for personnel and that
required if all positions were filled at all times.

2. General Inflation, which accounts for increases in the cost of goods and services attributed to
inflation. Chargebacks, which account for the year to year change in charges for services provided
to one department by another department of City government. These services are duplicating,
postage, motor equipment fuel and service, telephone service, and workers’ compensation.
Miscellaneous, which accounts for minor changes not accounted for by any of the other
categories.

3. All other changes in programming, staff, grants, and other items are listed as well, organized
from the largest increase in expense to the largest decrease in expense.

In addition, more in-depth narrative may be found under the heading "Program Change" which
describes any significant changes in the operation or service delivery of the unit.
BASIS OF ACCOUNTING
The accounting policies of the City of Rochester conform to generally accepted accounting
principles. The basis of accounting is the modified accrual method, in which revenues are
recognized in the period in which they become measurable and available, and expenditures are
recognized at the time a liability is incurred, except principal and interest on long-term debt and
pension liability, which are recorded when due. The exception to this basis is for the Enterprise
Funds that are on an accrual basis, in which revenues are recognized when earned, and
expenditures are recognized when incurred.

The accounts of the City are organized into various funds, each of which is considered a separate
accounting entity. The operations of each fund are accounted for with a separate set of self-
balancing accounts.
Introduction 5
GLOSSARY

Activity: The most basic level of presentation in the budget. Each major function is divided into
activities, for which budgetary, personnel, and narrative information is provided.

Adopted Budget: The annual operating budget plan for the upcoming fiscal year approved by City
Council according to the City Charter.

Appropriation: An authorization to expend funds for stated purposes.

Assessed Value: The value assigned for property tax purposes to each property within the City.
Rochester utilizes a full value system; thus, it is the objective to assess all property at 100 percent
of full market value.

Assessed Value Tax Rate: The amount of tax levied for each $1,000 of assessed valuation.

Bond Anticipation Note: A note that may be redeemed with the proceeds from the future sale of a
serial bond. A note is a short term borrowing instrument, usually requiring repayment within one
year of issuance.

Budget Amendment: A formal action by the City Council to adjust the budget after adoption.
These amendments generally take two forms: the transfer of an appropriation from one
departmental budget to another, or the appropriation of new sources of revenue to support a new
expense. A budget amendment may, on occasion, reduce revenue and expense.

Capital Improvement Program (CIP): The five-year spending plan for major improvements and
construction projects. It provides detail by functional area, funding source, and year.

Cash Capital: The direct outlay for capital items, most typically equipment purchases, street
improvements, and building renovations. The Cash Capital appropriation is a direct outlay
because the City does not borrow for these expenditures. The Cash Capital appropriation is
contained in the Capital Expense Summary.

Chargeback: A charge from one department to another for services rendered, e.g., telephone
service.

Constitutional Debt Limit: Limits on the amount of debt that a municipality can incur. Article VIII of
the New York State Constitution imposes on Rochester a limit of 9 percent of the most recent five-
year average of full valuation of taxable real estate for capital purposes.

Constitutional Tax Limit: Limits on the amount of money that a municipality can raise through real
estate taxes. Article VIII of the New York State Constitution imposes on Rochester a limit of 2
percent of the most recent five-year average of full valuation of taxable real estate.

Introduction 6
Contingency: A budgeted reserve fund for currently unforeseen or unmeasurable expenditures
not otherwise budgeted.

Debt Service: The repayment of debt, including interest payments and installments on the
principal. The debt service appropriation is contained in the Capital Expense Summary.

Employee Benefits: The direct expenditures, other than salary and wages, associated with
employee compensation. In the budget, the employee benefit appropriations are included in the
Undistributed Expense budget, but are allocated for information purposes to each major function.
These include retirement, Social Security, medical and dental, workers’ compensation, and life
insurance benefits. All other employee compensation costs are included in the departmental
budgets.

Enterprise Fund: Enterprise funds are fiscal and accounting entities that account for certain
services and programs that operate as separate businesses. Expenditures for these operations
are supported by revenues generated by the activities (e.g., fees for service) or dedicated under
law for those specific operations. This Budget includes the following Enterprise Funds: Water, War
Memorial, Parking, Cemetery, Public Market, Refuse, and Local Works.

Full Time Equivalents (FTE): Approximation of employee resources stated as an equivalent number
of full time positions. Each full time position is counted as one FTE, while part time, temporary,
and seasonal positions are approximated as partial FTE.

Fund: A fiscal and accounting entity with a self-balancing set of accounts recording cash and other
financial resources, with related expenses and other obligations. The budget contains ten funds
that are explained and accounted for in the Summary Section.

Fund Balance: In fund accounting, Fund Balance equals Assets minus Liabilities.

General Fund: The principal operating fund of the City, accounting for all financial resources not
recorded in other funds.

Homestead: One of two classifications of property owners authorized for property taxation under
the New York State law applicable to Rochester. The Homestead class includes all one, two, and
three family residential real property, including dwellings used in part for non-residential purposes
but used primarily for residential purposes. The other classification is the Non-Homestead class.

Interfund Revenue: Income generated through a transaction between or among funds. Interfund
revenues are offset by expenses or obligations recorded in other funds. In this budget, interfund
credits for chargebacks of services (motor equipment, telephones, etc.) are included in the unit
providing the service as a credit (or reduction of expense) when the service charge is processed.

Intrafund Credit: A transaction between or among appropriations within the same fund. In this
budget, intrafund credits reflect chargebacks for services. The costs of these services (motor
equipment, telephones, etc.) are included in the unit providing the service, and also the unit
receiving the service. To offset this double recording of cost, the service provider unit records a
credit (or reduction of expense) when the service charge is processed

Major Functions: The subdivision of a departmental budget. Major functions are Bureaus,
Divisions, Offices, or other organizational units.

Major Objects: The types of expenses incurred by an organizational unit categorized as Personnel,
Materials & Supplies, Services, and Other expenses.

Introduction 7
Morin-Ryan: The sales tax distribution formula, which took effect in 1985-86, divides the first three
percent of the local share of the sales tax.

Non-Homestead: One of two classifications of property owners authorized for property taxation
under the New York State Law applicable to Rochester. The Non-Homestead class includes all
properties other than one, two, and three family residential properties. The other classification is
the Homestead class.

Other Than Full Time: Used on the Personnel Summary page to show the approximation of Part
Time, Temporary, and Seasonal employees in terms of Employee Years. Part Time employees
work less than a regular work week schedule on a year round basis. Temporary employees work
regular work week hours, but for a fixed duration (usually not to exceed eighteen months).
Seasonal employees work at certain times during the year (e.g., during the summer) on schedules
determined by the nature of the jobs that they are performing.

Property Tax Levy: The total amount of property tax to be assessed on taxpayers. The property
tax levy differs from property tax revenue in that the levy includes all amounts due, regardless of
whether they are collected.

Property Tax Rate: The rate used to determine the property tax bill of individual taxpayers. The
rate is expressed as a dollar amount to be charged for each $1,000 of assessed property value. A
separate tax rate is applied to each of two classes of property owners, Homestead and Non-
Homestead.

Property Tax Reserve: The portion of the property tax levy that is estimated to be uncollected
during the fiscal year and remains uncollected after sixty days from the close of the fiscal year.

Property Tax Revenue: The amount of money raised by the property tax. Due to non-payments,
the actual collection is less than the total levy.

Proposed Budget: The budget plan for the upcoming fiscal year recommended by the Mayor to
City Council for its formal approval. The budget is “proposed” until it is formally “approved” by City
Council.

Sales Tax: A tax as a percentage of most retail sales is levied by New York State and Monroe
County. The City receives a portion of the proceeds under agreements with Monroe County.

Serial Bonds: A long-term borrowing instrument that requires a series of repayments to be made
over a multi-year period. The repayments made include principal installments and associated
interest expense.

Special Fund: Special funds are fiscal and accounting entities that state law restricts for specific
purposes. This Budget includes the following Special Funds: Animal Control and Library.

STAR: The New York State School Tax Relief Program providing homeowners with relief from
school property tax through two levels of exemptions. (See Summary, STAR section for details).

Vacancy Allowance: The difference between actual expenditure requirements for personnel
resources and that which would be required if all positions were filled at all times. The vacancy
allowance accounts for position vacancies that occur as a result of routine employee turnover as
well as those that may be deliberately maintained.
Introduction 8
CITY OF ROCHESTER ORGANIZATIONAL
CHART

Introduction 9
ROCHESTER 2034

INTRODUCTION
Rochester 2034 is a 15-year comprehensive

plan to improve our community leading up to
our 200th birthday. The Plan covers a wide
variety of topics, from housing and
transportation to economic growth and historic
preservation. Each topic includes Goals and
Strategies that are aligned with an overarching
community Vision and set of Guiding Principles.
Overall, the Plan presents a blueprint for
growth and development, with several main
themes carried throughout:

Positioning Rochester for Growth

Connecting Land-Use and Transportation
Placemaking
Social and Economic Equity

Rochester 2034 was officially adopted by City

Council in November 2019. As you review
departmental sections of the 2023-24 budget,
you will see Strategic Initiatives that are aligned
with Rochester 2034 Initiatives and Goals.
Departments are asked to identify how each of
their Strategic Initiatives aligns with both
Rochester 2034 and with Mayor Evans'
Priorities.

For more information on the Rochester 2034

Comprehensive Plan, including a report on the
progress of implementing the Plan, please visit
the project website .
Introduction 10
ROCHESTER 2034 INITIATIVES AND GOALS
THE PLACEMAKING PLAN (PMP)
PMP-1 Create a comprehensive placemaking approach that goes beyond traditional land use
planning, with a particular emphasis on aligning land use and transportation planning efforts.
PMP-2 Foster growth in the City’s population and business community in order to restore the
critical mass needed to support local businesses, deconcentrate poverty, grow the tax base, and
address housing affordability.
PMP-3 Employ a “zoning for jobs” approach whereby greater flexibility and efficiency of land use
regulations fosters emerging business trends and creative re-use of buildings while not
compromising the historic character and stability of neighborhoods.
PMP-4 Protect the existing character of neighborhoods while allowing room for evolution into
more vibrantly urban, inclusive, and resilient design and character.
PMP-5 Continue to elevate the importance of the pedestrian and bicyclist experience through
infrastructure, policies, traffic safety enforcement, and education.
PMP-6 Improve public parks, open spaces, public facilities, and waterfront access.
PMP-7 Support capacity building and creative programs, both organic and formal, that enable
more localized participation in placemaking.
HOUSING (HSG)
HSG-1 Implement existing housing plans, initiatives, and policies.

HSG-2 Improve understanding and monitoring of local housing and community development
issues, needs, opportunities, and impacts.
HSG-3 Improve collaborative planning and coordination to promote more holistic housing policy
and community development.
HSG-4 Pursue new housing development that grows the city’s population and fosters the
creation of vibrant, equitable neighborhoods.
HSG-5 Pursue additional housing strategies that support innovative and equitable housing and
community development.
HSG-6 Develop and implement middle neighborhoods strategies that expand homeownership
and build community wealth.
VACANT LANDS (VNT)
VNT-1 Strategically position vacant sites for redevelopment.

VNT-2 Turn vacant lots in areas of low housing market demand into vibrant community spaces.
VNT-3 Facilitate Community Gardening on vacant lots.
VNT-4 Create the City Hall administrative infrastructure to allow creative and flexible options for
repurposing vacant lots.
ARTS & CULTURE (AC)
AC-1 Support, grow, and sustain the creative economy.
Introduction 11
AC-2 Support Rochester’s local arts and cultural organizations through community
collaboration and joint fundraising.
AC-3 Increase access to public art and cultural resources in an equitable and culturally
sensitive way.
HISTORIC PRESERVATION (HIS)
HIS-1 Promote and preserve Rochester’s rich history through preservation of its historic and
cultural resources.
HIS-2 Promote the benefits of the NYS tax credit programs for rehabilitation of homes and
businesses in historic districts.
HIS-3 Reduce barriers to rehabilitating buildings in Preservation Districts and foster enthusiasm
for owning homes in these areas of the city.
HIS-4 Use local regulations and programs to supplement the State and federal government’s
protection of historic resources.
SCHOOLS & COMMUNITY CENTERS (SCC)
SCC-1 Improve conditions for students to ensure a healthy and nurturing environment for
learning that is targeted at key success indicators.
SCC-2 Nurture a culture of positivity around public school options and benefits in order to
encourage current residents and students and to help rebuild the city's population.
SCC-3 Reposition public facilities to serve as, or support, multi-purpose community centers.
SCC-4 Provide educational facilities and programs of the highest quality, enriching the student
experience through stronger connections to their community, the arts, and the natural
environment.
PUBLIC HEALTH & SAFETY (PHS)
PHS-1 Continue building connections and partnerships with the community to enhance public
safety efforts and impacts.
PHS-2 Incorporate preventative public safety and active design principles into the built
environment through development projects and infrastructure.
PHS-3 Increase the capabilities of the RPD and RFD through collaboration, data analysis,
technology, and new or improved resources.
PHS-4 Maintain and seek out accreditations and standards for the RFD that allow it to best do
its job, and benefit the whole community.
PHS-5 Improve understanding of community health conditions, needs, service provision and
access in the city, and use to improve access and overall community health.
PHS-6 Increase access to healthy foods and decrease the proliferation of establishments that
only offer unhealthy, highly-processed, low-nutrient food.
COMMUNITY BEAUTIFICATION (BFN)
BFN-1 Continue and expand community beautification efforts.

BFN-2 Continue and expand existing efforts to decrease the accumulation of litter in the
community.
Introduction 12
NATURAL RESOURCES (NR)
NR-1 Invest in infrastructure, policy, and advocacy efforts that protect and enhance
Rochester’s water resources.
NR-2 Provide ongoing upgrades and modernization of water distribution, storage, and
treatment systems and facilities.
NR-3 Protect and expand Rochester’s urban forest.
NR-4 Promote and protect Rochester’s natural resources as assets for attracting residents,
businesses, and tourists.
NR-5 Protect natural resources and promote long-term sustainability through increased
environmental awareness and education.
PARKS, RECREATION AND OPEN SPACE (PR)
PR-1 Reclaim the Genesee River and the City parks and recreation system as foundational
assets that help achieve cross-cutting community goals.
PR-2 Enhance parks and recreation planning capacity.
PR-3 Ensure high quality maintenance, operations, and safety of parks and trails.
PR-4 Increase community awareness, pride, and engagement with our parks and recreation
system.
PR-5 Extend the reach of our parks and recreation system through innovative programming
and strategic infrastructure investments.
CLIMATE CHANGE MITIGATION AND ADAPTATION (CC)
CC-1 Mitigate and adapt to climate change through coordinated planning, plan
implementation, and performance monitoring.
CC-2 Use City authority, facilities, policies, operations, and investment to help achieve climate
action planning goals.
CC-3 Work with property owners and community development partners to improve building
energy performance and sustainability.
CC-4 Develop broad outreach campaigns and community programs that educate people and
support them living more sustainable lives.
URBAN AGRICULTURE AND COMMUNITY GARDENS (UAG)
UAG-1 Support urban agriculture as a valid reuse option for vacant land and vacant buildings.
UAG-2 Facilitate community gardening on City-owned vacant lots.
UAG-3 Explore innovative urban agriculture initiatives.
TRANSPORTATION (TRN)
TRN-1 Expand and strengthen Rochester’s multi-modal planning, policy, programming, and
infrastructure maintenance.
TRN-2 Improve quality, connectivity, accessibility, and safety in order to achieve a fully
accessible network for pedestrians of all ages and people with disabilities.
Introduction 13
TRN-3 Develop a “minimum grid” dedicated bicycle network and work to increase bicycle mode
share.
TRN-4 Implement a high-frequency transit network and work to grow its impact and reach.
TRN-5 Achieve safe, multimodal streets and eliminate traffic injuries and deaths through
strategic traffic calming, community outreach and education, and enforcement.
TRN-6 Develop transportation demand management (TDM) and transportation access policies
and initiatives that help encourage people to reduce drive-alone trips, particularly for workers and
large employers.
ECONOMIC GROWTH (ECN)
ECN-1 Attract businesses to Downtown Rochester.

ECN-2 Support existing and help/incentivize new neighborhood businesses.
ECN-3 Support entrepreneurship as the foundation of business development.
ECN-4 Continue to support and attract job-generating economic development.
ECN-5 Improve opportunities for historically disadvantaged businesses through business
development programming and by providing access to contracting opportunities with the City of
Rochester.
ECN-6 Establish a culture of collaboration among Anchor Institutions and other regional
partners in order to better drive positive economic change locall
ECN-7 Focus on market research, data, and analysis to drive economic development decisions
and programming.
WORKFORCE DEVELOPMENT (WRK)
WRK-1 Help build the capacity of workforce development programs and encourage collaboration
to better serve program participants.
WRK-2 Work with partner organizations to build connections between workforce programs and
employers to help bridge the gap between training and employment.
WRK-3 Focus workforce development efforts on vulnerable populations.
WRK-4 Provide support for individuals starting their own businesses.
TOURISM (TOU)
TOU-1 Expand opportunities to attract new visitors to the city.

TOU-2 Enhance the visitor experience.
TOU-3 Increase tourism dollars spent within the city.
CITY AND NEIGHBORHOOD PROMOTION (CNP)
CNP-1 Support neighborhood efforts around branding and promotion.

CNP-2 Continue to promote the City of Rochester as a premier place to live, work, and visit.
CNP-3 Work with the Rochester City School District to promote innovative school programming
and successes.
Introduction 14
SMART CITY INNOVATIONS (SC)
SC-1 Implement the Dig-Once/Right-of-way Management Program.

SC-2 Increase access to high-speed internet and cellular technologies.
SC-3 Improve Transportation Systems using Smart Technologies.
SC-4 Improve municipal technology to better serve the city, residents, stakeholders, and
others.
IMPLEMENTATION AND STEWARDSHIP OF ROCHESTER 2034 (IMP)
IMP-1 Implement Rochester 2034 through City Code and procedures.

IMP-2 Use Rochester 2034 to inform City budgets and programming.
IMP-3 Implement Rochester 2034 through collaboration and organization.
BUILDING COMMUNITY CAPACITY (BCC)
BCC-1 Build the capacity of community organizations and associations.

BCC-2 Continuously improve City Hall public outreach and communication of City services.
BCC-3 Improve City Hall systems to make them more inclusive and accessible.
BCC-4 Increase resident engagement in City decision-making processes.
BCC-5 Increase youth engagement and empowerment.
Introduction 15
MAYOR'S MESSAGE
PLEASE CLICK HERE TO DOWNLOAD A PDF OF THE MAYOR'S MESSAGE
May 12, 2023

To the Honorable
City Hall, Room 301A
30 Church Street
Rochester, New York 14614

Honorable Councilmembers,

In accordance with the City Charter, I am submitting for your consideration and approval the City
of Rochester’s annual budget estimate for the 2023-24 Fiscal Year.

As I submit this second budget for my Administration, my belief in Rochester as a city full of hope
and opportunity grows stronger with each day I spend in office. This budget is our action plan to
make that belief a reality in the lives of our residents through the investments we are making
across my Administration’s six priority areas. Using the operating, capital and once-in-a-lifetime
American Rescue Plan Act (ARPA) dollars we have available, we will transform Rochester into a city
that inspires hope and delivers opportunity for everyone.

Overall, this Proposed Budget calls for $674,686,100 in spending, an increase of $30,529,050 (4.7
percent) over the 2022-23 Amended Budget of $644,157,050. This increase includes a $3,717,450
increase in ARPA-funded expenditures compared with the 2022-23 Amended Budget.

My proposed budget contains no increase to the property tax levy. It reflects the impact of the
state mandated tax shift on both the typical homeowner and business, which results in an
increase of $70.32—or $5.86 per month—for the typical homeowner and decrease of $534.52 for
the typical business on their respective tax bills.

User fees for refuse and local works will not increase despite higher than normal fuel prices and
inflation, as fund balance in both areas provides sufficient reserves. As user fees for water were
last raised in 2019-20, this proposed budget increases them by $33.40 for the typical homeowner
—just under $3 per month—to ensure our fund balance supporting water operations and capital
investments allows us to maintain the infrastructure and quality of our water system in the
manner our community has come to expect.

To inform our budget development process, we solicited community input through an online
survey, a telephone town hall and an in-person budget input session. In addition, we include
reports on Children and Families Funding as well as the City’s Budget Equity Program, which
describes our efforts to improve equity within every department and in our daily work to serve
Mayors Message and Related Reports 1

those who live or work in the City of Rochester. Reports on each of these items are included with
our budget submission.

This proposed budget reflects the six priorities of my Administration, which I believe are
consistent with those of City Council, and the investments necessary to deliver on those priorities
for our city’s residents:
PRIORITY AREA: PUBLIC SAFETY
Adds a Director of Emergency Management in the Mayor’s Office to oversee our Emergency
Management System and coordinate our response to all disaster and emergency matters in the
City of Rochester
Continues dedicated funding to the Mayor’s Office of Violence Prevention Programs, including
Pathways to Peace, the Office of Neighborhood Safety, the ARPA-funded Peacemaker
Fellowship initiative, summer youth enrichment programming and ARPA-funded community
contracts for the newly-established Rochester Peace Collective
Funds officer wellness, digital evidence collection and business intelligence initiatives,
investments required to address present day needs
Funds recently settled Police and Fire labor agreements and recruit classes of 50 and 28 in
Police and Fire Departments, respectively
Continues funding for enhanced security initiatives at City Hall and all R-Centers that were
implemented mid-year 2022-23
PRIORITY AREA: STRENGTHENING NEIGHBORHOODS
Adds a Manager of Emerging Initiatives in the Mayor’s Office to support our efforts around
homelessness and cannabis, our Healthy Food Accessibility initiative and other initiatives that
will emerge over time
Adds four full-time positions to support increased customer service and stability at our
Neighborhood Service Centers
Adds three full-time and four part-time Code Enforcement Inspectors to support increased
focus in several areas, including enforcement of litter, trash and debris, high grass, weeds and
snow
Funds year two of our effort to modernize solid waste and recycling services with the
RubiconSmartCity Driver application to optimize and improve services
Funds additional full-time staff at the Winton Branch Library, supporting increased activity and
benefitting residents who depend on the myriad of library services available there
Funds various street improvement projects through the Capital Improvement Program (CIP)
Continues funding for our Buy The Block Program to build new homes for income-eligible
residents on vacant lots in formerly “redlined” neighborhoods and through the Housing Trust
Fund using ARPA funding
PRIORITY AREA: BUILDING TOWARDS A PROSPEROUS FUTURE
Funds investments in public art through the 1% for Public Art legislation, providing support for
art initiatives throughout the city
Funds projects related to ROC the Riverway, Convention Center, Bulls Head, Vacuum Oil
remediation and Blue Cross Arena through the CIP and ARPA funding

Includes City and ARPA funding for technology upgrades of utility billing, land and case
management systems and modernization and replacement of critical city technology
infrastructure
PRIORITY AREA: YOUTH DEVELOPMENT
Increases the hours of operation at all R-Centers and adds thirty-three summer seasonal
positions to support the revised staffing level requirements
Increases funding for front desk resources at all R-Centers, contributing to more stable
operating environments and better customer experiences
Continues City funding for our Summer of Opportunity Program
Funds necessary upgrades to the playground at Dr. Martin Luther King Jr. Memorial Park at
Manhattan Square
Funds health, wellness, and social-emotional programming at R-Centers using ARPA funds
PRIORITY AREA: ECONOMIC EMPOWERMENT
Adds two full-time positions in our Financial Empowerment Centers, providing additional
services to the community as individuals, families, and small businesses work to increase their
savings and create financial stability
Funds two cohorts for Guaranteed Basic Income (GBI) using ARPA funds
Continues City funding to the Young Adults Manufacturing Training Employment Program
(YAMTEP), supporting the Program’s efforts to provide manufacturing skills and training
services to young adults looking to enter the workforce
Continues ARPA funding to provide workforce development and entrepreneurship training to

youth and adults across the skilled trades and at small businesses.
PRIORITY AREA: PROMOTING EQUITY, INCLUSION, AND SOCIAL

JUSTICE
Funds conversion of 33 less than full-time positions to permanent full-time, providing viable
career paths and financial stability for these City employees
Enhances our residents’ experience while enjoying City parks and facilities by adding four full-
time and six seasonal staff in Parks to care for various parks and service areas, including
athletic fields, waterparks, ice rinks, grounds, and playgrounds
Continues City and ARPA funding for lead service water line replacements, many of which
impact our most disadvantaged neighborhoods
Continues CIP funding for year two of the Tree Beautification Initiative, planting trees in
neighborhoods that have historically been disinvested in as it relates to trees
Continues City funding for several initiatives recommended in the Commission on Racial and
Structural Equity (RASE) report within operating departments and provides additional ARPA
funding to create new, or enhance existing initiatives
As a result of the City’s long-standing tradition of responsible financial stewardship practices, and
bolstered by continued strong sales tax revenue, we expect to generate a surplus in the 2022-23
fiscal year. This will allow us to replenish a portion of the fund balance we used in 2022-23. We
intend to use fund balance again this year in the amount of $25.1 million from the General Fund
to close the 2023-24 fiscal year budget gap, all while remaining well above the required fund

balance minimum of 12.5% of General Fund expenditures per City policy. Further details on
closure of the All Funds budget gap are shown on the chart immediately following this letter.

To enable the investments we are making, our partners are critical. As I frequently say, “It’s not
me, it’s we,” and this applies to our government partners:
Thanks to the efforts of Senate Majority Leader Charles Schumer, Senator Kirsten Gillibrand
and Congressman Joe Morelle, the City continues to benefit greatly from the $202.1 million in
funding through the American Rescue Plan Act from the federal government. More information
regarding how the City is using these funds, which we must fully expend by December 31, 2026,
is located at www.cityofrochester.gov/arpa .
Over the past year-and-a-half, Governor Kathy Hochul has delivered a monumental level of
investment to Rochester, fully funding the Inner Loop North project, accelerating the progress
of ROC the Riverway – including funding for the design of a State Park at High Falls – and
supporting our Downtown Revitalization Initiative to transform the heart of our Downtown in
the areas surrounding the intersection of Main Street and Clinton Avenue.
At the state level, we enjoy a strong working relationship with our State Senate and Assembly
delegations. We appreciate their continued advocacy for Rochester and their persistence in
pursuing much-needed funding in many areas as well as an increase in Aid and Incentives for
Municipalities (AIM).
Locally, I am appreciative of the collaborative relationship we have developed with Monroe
County Executive Adam Bello, the strongest working relationship between a Rochester Mayor
and County Executive since Thomas Ryan and Lucien Morin.
Here at City Hall, I am grateful for our partners in City government, City Council President
Miguel Melendez and our members of City Council.

This budget supports my Administration’s efforts to create a safe, equitable, and prosperous
Rochester by inspiring hope and delivering opportunity for everyone.

Respectfully submitted,
Malik D. Evans
Mayor

2023-24 COMMUNITY INPUT REPORT

INTRODUCTION
The 2023-24 City of Rochester budget continues to support the six priorities set by Mayor Malik D.
Evans for his Administration:
Economic Empowerment
Promoting Equity, Inclusion, and Social Justice
Building Towards a Prosperous Future
Strengthening Neighborhoods
Public Safety
Youth Development

Community input for the City’s annual budget process was collected through an in-person
community forum on November 8, an online survey conducted October 26-December 7, and a
telephone town hall convened December 6. Community input results are summarized by theme in
this document.

YOUTH COMMUNITY TELEPHONE TOWN ONLINE BUDGET
FORUM HALL SURVEY
Mayor Evans hosted an in- A total of 19,673 phones were An online budget survey asked
person community budget dialed in the city of Rochester about a range of issues such
forum on November 8, 2022. and 3,757 individuals took part as the importance of investing
The forum was held at the in the Telephone Town Hall in particular City services like
Willie Walker Lightfoot R- (TTH) on December 6, 2022. Of public safety, roads, parks,
Center, and included a those who participated, 16% and downtown development.
question and answer period were from the 14609 zip code, Responses were received from
with youth. There were 22 15% were from 14621, 10% 118 individuals. Young adults
participants. were from 14611, 9% were ages 18 to 34 accounted for
from 14619, and 8% were from 38% of respondents; adults
14620. Zip codes 14605, between the ages of 35 to 54
14607, 14608, 14612, and accounted for 41%; and 21%
14613 each represented 5% of were ages 55 or older.
the total participants in the Among all respondents, 49%
TTH. Mayor Evans, Budget indicated they live in the
Director Michael Burns, Police Southeast quadrant; 11% in
Captain Michael Jones, the Southwest; 14% in the
(former) Fire Chief Felipe Northwest; 7% live in the
Hernandez, Department of Northeast, and 9% are from
Environmental Services Center City. The remaining
Commissioner Richard Perrin, 10% live in Rochester suburbs.
Department of Neighborhood
and Business Development

Commissioner Dana Miller,
and Department of Recreation
and Human Services
Commissioner Dr. Shirley
Green provided information
about current and proposed
City programs and services.
Four callers were put on air to
ask questions, and four poll
questions were asked over the
course of the hour-long
meeting.

ECONOMIC EMPOWERMENT
TTH poll question – Increase economic empowerment. Of the TTH participants, 97% said it is very
important or somewhat important for the City to invest in long term goals like job creation and
economic development. When asked what is the best way for the City of Rochester to increase
economic empowerment for Rochester’s residents, 62% said training and workforce development,
19% said more job availability, and 19% said small business assistance.

In the online survey responses, 89% of respondents said the overall economic health of Rochester
is essential or very important as well as 72% who answered the same for job development and
connecting residents to jobs. When asked to how important it is to invest in particular community
services, 88% of respondents said it was essential or very important to invest in opportunities for
education and enrichment and 67% felt it is essential or very important to invest in health and
wellness opportunities. With health issues limiting employment opportunities for some people,
health and wellness (physical and mental) play an important role in economic empowerment.
More than one-quarter of respondents have heard of the Financial Empowerment Centers which
are available to provide free, professional one-on-one financial counseling.

Libraries are often seen as a place of learning, which can lead to better employment
opportunities. Among survey respondents, 82% have used the Rochester public libraries or their
services in the last 12 months and 78% said that investing in public library services is either
essential or very important.
COMMENTS ON ECONOMIC EMPOWERMENT
“Please re-pave more roads.” “The more money you put into community

resources, the more you will be chipping away
“We need a better downtown! More at poverty levels. There is so much to be done
revitalization (with input from community, no here.”
gentrification please and thanks), more multi-
modal infrastructure, more mixed-used spaces, “Stop spending money, lower taxes.”
more reason for people to come in and spend
time and money here.”

PROMOTING EQUITY, INCLUSION, AND SOCIAL JUSTICE
More than three-quarters of survey respondents said that racial equity in community
programming is essential or very important.
COMMENTS ON EQUITY, INCLUSION, AND SOCIAL
JUSTICE
“We must prioritize the pressing needs of our “Find ways to make residents more aware of
City's Black and Latino populations that events other than the internet.”
continue to experience a lack of opportunity
driven by neighborhood issues, violence, “Please include funding for Language Access
poverty, educational limitations, etc. All these for each City [Department] for both Limited
problems are well documented and effective English Proficient individuals and the Deaf/hard
solutions are needed now.” of hearing community. This is especially

important for public health and safety.”
“Create opportunities for residents to learn
how to read the budget.” “Refund community programs. Give our

residents HOPE through resources.”

BUILDING TOWARDS A PROSPEROUS FUTURE
From the online survey, 79% of respondents said that transportation options are an essential or
very important community service. Two-thirds (67%) said that health and wellness opportunities in
Rochester are essential or very important. When asked whether they had used the City website
for any of the listed options 86% of respondents used the site to look up information about City
government, 79% used it to view or download City maps or other data or to look up special
events, and 66% used it to find City reports or plans.

COMMENTS ON BUILDING TOWARDS A
PROSPEROUS FUTURE
“We give an enormous amount of funding to “Please invest in core services like existing
police, who statistically do not PREVENT crime. parks, recreation, library, litter removal etc.
Please invest resources into our communities, and let the many community-based orgs and
especially historically redlined areas, in the agencies in Rochester lead on things they know
form of youth programs, funding for grassroots best like workforce development, human
organizations, better transportation, better job services, etc.”
opportunities, and cultural centers that
celebrate the history of change makers here in “I use the city website often, it needs a reboot.
Roc.” It is so outdated and hard to navigate.”

“Public transportation should be of the utmost “Continued modernization of community

importance with regards to the budget. Light facilities. Increased collaboration between
rail, more frequent and extensive bus service RCSD/Community Agencies and the City of
would help to expand development and Rochester.”
mobility within the Rochester metro area.”

“Public safety and limiting greenhouse gas
“Overall I think the City does an AMAZING job emissions should be the top priorities.”
and has a lot to be proud of. I'd like to see
downtown become more pedestrian and bike “Rochester should be investing more in
friendly and a corridor created along the river sustainable solutions for climate change.”
with dining, shopping, art, music, outdoor
recreation opportunities etc.”

STRENGTHENING NEIGHBORHOODS
When asked “Have you done any of the following in the last 12 months?” 95% of online survey
respondents visited a neighborhood park or City park, 93% have talked to or visited with an
immediate neighbor, and 72% have volunteered time to some group or activity in Rochester.
Among survey respondents, 84% said it is either essential or very important for the City to invest
in snow removal on residential sidewalks when snow accumulates over four inches, followed by
82% who responded the same for snow removal on sidewalks of commercial corridors.
Investments in City parks and sidewalk maintenance were also seen as either essential or very
important by 78% of respondents and 75% of respondents, respectively.

COMMENTS ON STRENGTHENING
NEIGHBORHOODS
“Address vacant/abandoned properties & “Need benches and weather protection for bus
panhandling problems in neighborhoods.” stops in Highland Park neighborhood.”

“We need to divert funding from the police, “Put money into Housing! The rent is too [darn]
who do not keep us safe, to community high!”
empowerment spending to increase access to
jobs, safe housing, reliable alternative “I would like for the budget to reflect the safety
transportation, green space, etc. Landlords needs of the city as stated by the Vera Institute
need to be held to account, safety for for justice and the Brennan Center. I would like
pedestrians and cyclists (and drivers!) needs to for the budget to reflect the fact that we need
be improved, and we need to do better things short term and long term solutions to helping
for the disabled citizens who most heavily rely people who find themselves incarcerated. I do
on public services.” not believe the budget should reflect fear

mongering or blaming and should not put any
“Would like the City to allocate more funding more money into the police department.
for local farmers markets such as the Westside People who need help the most should get it.
farmers market. We can no longer sustain this For example all of the abandon buildings in
market solely on volunteers. We need only partially filled school buildings should be
sustainable funding to hire a market manager. accommodations for the homeless.”
Can the City allocate substantial funding to
support neighborhood farmers market that can “Housing for low income single and family.”
go towards personnel expenses?”

“Putting a strong focus on safer neighborhoods

without police involvement. Offering safe
spaces outside for people to gather, using crisis
personnel in difficult situations. Offering
options to those who do not want to commit
violence on others.”

PUBLIC SAFETY
TTH poll question – How to address crime. When asked where to expand funding to best address
crime, 44% of callers said to increase the number of police officers on active patrol, 36% said
violence prevention programs, and 20% said more mental health services.

In the online survey 88% responded that an “overall feeling of safety in Rochester” is critical or
very important and 76% said it is essential or very important to invest in “PIC – Persons in Crisis
24/7 response teams”. Six percent of survey respondents said they have texted to 911 and 10%
have registered for reverse 911. Of the respondents, 15% said they have had a non-emergency
interaction with the Rochester Fire Department such as a smoke alarm install, home inspection, or
presentation in the last year.

COMMENTS ON PUBLIC SAFETY
“Public safety should be the #1 priority.” “Stop increasing the police budget; we need

quality mental health programs and outreach
“Cut the RPD budget by 50% - through all of the teams (the police are not qualified for those
legislation introduced throughout the year, the services).”
RPD budget is easily over $100 million with
nothing to show for it. The clearance rate is “I want to stop seeing so much news on all of
abysmal and use of overtime is absurdly high. the horrific crimes taking place in Rochester.
$50 million could easily be used towards Budget to increase safety with more policing
providing affordable housing, opening safe and EMS (review call response times to assess
injection sites, opening more after-school most needed areas). Advocate for needed Bail
programs and library programs, and re-entry Reform changes. Develop an Office of
programs for those recently released from Neighborhood Safety that does not just hold 1
incarceration. We are spending approximately initiative, but that places all safety programs
20% of the entire city's budget on the RPD for a under 1 umbrella - including police, PIC,
reactive approach to crime which is failing. We Pathways, CST, to support collaboration of
need to invest in programs that help our departments. It could benefit our community to
unhoused and poor neighbors out of poverty.” have safety initiatives and human services

moved to neighborhood levels, utilizing
“I would still like to see money diverted from Neighborhood Service Centers, Rec Centers,
RPD to more crisis intervention and violence and police Headquarters/precincts where city
prevention services. It is a fallacy that policing residents of a neighborhood already go to for
prevents crime. This City has maintained higher other services to have health, mental health,
than average police to resident ratios for the victims, violence prevention services right there
past five years and violent crime has continued to support residents, with specialists in that
to rise. Cops don't prevent crime, they can only specific “neighborhood service section” rather
(barely) respond to it.” than separating all of these services in

buildings. This would be in addition to
“You need to increase public safety. Police, Fire, providing services in the direct community.
EMS all need to be the top priority.” Spend less tax dollars on buildings and

infrastructure that has expensive repairs and
“Fund and hire police - both new recruits and fill empty building/office spaces! Teams do not
lateral transfers.” all have to work out of one space, they can

operate remotely and have spaces/hold
“We need a Goodman Section Police services at various buildings with drop-in desks
Station/community center. Defund PAB to get 5 or meeting spaces. Bring in other/non-city
million for this project!!” organizations to also hold services at these

facilities - like Monroe County programs DSS,
“Please funnel any and all funds into the city's food distribution, health insurance navigators
residents not into more police, funding police etc. to make programs more easily accessible.
supplies, in fact cut their budget and divert it to I’ve liked the Mayor’s collaborative meetings,
childcare and housing.” which show how all city departments work

together to create safer neighborhoods, but I
“Fund the police as much as possible to arrest would like to know more on how the
gang members.” community’s input went into these decisions. I

do not think this budget survey gets enough
“Support of our Fire, Emergency Response response from the community - it could benefit
Teams, Mental Health response teams are the city to share the survey information more,
critical. Thank you for the opportunity to so that more residents are aware of the survey
respond to this survey!” and feel they have a voice. Residents should be

encouraged by every department to
“Abolish the police.” complete/participate to provide input,

neighborhood groups should be informed of
“The city needs more police officers, and surveys, and city employees also encouraged to
emergency responders.” do so and to share with friends, family, etc.
Departments interacting with the public could
have handouts on budget meeting surveys and
times etc.”

“Defund the police-give money to root cause

like education, mental health support and
healthcare reform for inclusive quality care.”

YOUTH DEVELOPMENT
TTH poll question – Greatest need among youth. When asked what is the greatest need among
our youth 33% said violence reduction, 33% said job training, 20% said mental health assistance,
and 14% said recreation opportunities.

In the online survey, 77% of those who answered said that investing in R-Centers and recreation
programs is essential or very important.
COMMENTS ON YOUTH DEVELOPMENT
“I want funding increased for youth programs “Prioritize kids’ health and wellbeing.”
that focus on restorative practices; having
mentors/counselors/social worker on the street “Please place priority on helping the children
to intervene BEFORE incidents escalate. Calling and youth to feel safe and valued. I know
the troops out after the fact is useless. making budget decisions is difficult and I
Pathways and agencies like Pathways need to appreciate that the Mayor and his team are
have adequate funding to be where they need doing the best they can in these difficult times.”
to be at any given time; available 24/7. The
need is great. AND some kids just need to know
they can talk to someone they can trust.
Programs need to coordinate services;
complement each other not vie for first place.
Put egos away. Focus on neighborhoods; build
up NSC.”

2023-24 CHILDREN & FAMILIES FUNDING

The City of Rochester provides many services to children and families via our Libraries, R-Centers,
youth services programs, public safety services, and others. Programs and services designed for
children and families are listed below. The Children and Families funding page is aligned with ROC
The Future, a community-wide initiative to focus community resources to improve the academic
achievement of children in the City of Rochester. Read more at www.rocthefuture.org.
ROC THE FUTURE TOPIC: EVERY CHILD IS SCHOOL READY
The first three years of a child's life are an opportunity for enormous social, emotional, physical,
and intellectual growth. The pace of this growth depends on whether the child's eagerness to
learn is stimulated by his/her environment. For children to grow into successful adults, they need
a supportive and healthy early environment.
Program Program Description Budget Why This is Important
In 2019-20, 52% of four-year-old
Supports the screening of 3-year-olds children in RCSD were kindergarten
ready. Early emphasis on reading and
with the aim of identifying
Developmental Screening of Three-Year Olds developmental delays and intervening $50,000 social skills prepares children to
where appropriate. succeed later in their education.
(Source: Roc the Future/Children's
Institute)
Developing satisfactory social,
physical, and academic skills in pre-K
and kindergarten sets a crucial
Focuses on literacy for pre-school age foundation for future success. In 2019,
Early Education and Literacy $145,700
through elementary age. 18% of RCSD third graders met or
exceeded the state standard on the
NYS Grade 3 English exam. (Source:
ACT Rochester, Children's Institute)
Exposure to even small amounts of
lead significantly raises a child's risk of
developing long-term cognitive,
Provides financial assistance to physiological, and behavioral
privately-held 1-4 unit residential complications. The number of resident
Lead Hazard Control structures to control lead based paint $2,125,000
children poisoned by lead has been
hazards. reduced dramatically since the
adoption of the City's Lead Ordinance
in 2005. (Source: ACT Rochester, NYS
Department of Health)
Exposure to even small amounts of
lead significantly raises a child's risk of
developing long-term cognitive,
physiological, and behavioral
Provides funding through a NYS grant
complications. The number of resident
Lead Paint Initiative Grant to assist with proactive lead paint $77,500
inspections and testing. children poisoned by lead has been
reduced dramatically since the
adoption of the City's Lead Ordinance
in 2005. (Source: ACT Rochester, NYS


Offers a wide variety of toys and physical, and academic skills in pre-K
equipment to support the cognitive,
creative, social-emotional, perceptual, foundation for future success. In 2019,
Lincoln Toy Library $97,200
and physical developmental needs of 18% of RCSD third graders met or
children. exceeded the state standard on the
Fosters healthy development, physical, and academic skills in pre-K
relationships, literacy, and a passion
for reading by involving parents or foundation for future success. In 2019,
Raising a Reader $105,700
guardians and children in a book 18% of RCSD third graders met or
sharing routine. exceeded the state standard on the
$2,601,100
ROC THE FUTURE TOPIC: EVERY CHILD IS SUPPORTED
City of Rochester students make similar academic progress during the school year compared to
their suburban peers. However without summer and other extended learning opportunities, they
lose ground over the years. City of Rochester students also face high levels of stress, violence,
and trauma due in part to high levels and concentrations of poverty in their neighborhoods.
Rochester's 2019 School Age
Program Quality Assessment
(SAPQA) score is 3.76/5.0. Rochester
exceeded national scores in the
categories of Supportive Environment
Provides homework help, fitness and and Engagement, and was slightly
below the national sample in
arts activities, healthy snacks and
After School in the Park (ASIP) dinners, and field trips in a park $122,400 Interaction. Rochester's 2019 Youth
setting. Program Quality Assessment (YPQA)
score is 3.82/5.0. Rochester exceeded
national scores in all three categories,
including Supportive Environment,
Engagement, and Interaction. (Source:
Greater Rochester After School
Alliance)
Public libraries supply communities
with vital resources including books,
Total City funds for community access to technology, and special
Community Libraries and Other City Tax Support libraries, exclusive of specific $7,828,400
programming to support their specific
programs listed elsewhere.
patrons. Libraries also function as a
"Safe Place" for youth.
In-kind support. This program is In-kind support. Do the Right Thing
designed to encourage area youth to helps foster positive relationships
'Do the Right Thing" by publicly between the Rochester Police
Do the Right Thing Program recognizing those who distinguish $0 Department, as well as other local
themselves by their positive behavior police agencies, and the youth of
and establishing them as role models Monroe County.
for their peers.
Offers first-rate R-Centers and other and Engagement, and was slightly
recreation facilities, programs, and below the national sample in
R-Centers, Athletics and Aquatics, Summer Camps, and professional staff to promote healthy $10,684,700 Interaction. Rochester's 2019 Youth
Youth Programming living, education, creativity, self- Program Quality Assessment (YPQA)
discovery, and positive relationships. score is 3.82/5.0. Rochester exceeded
Alliance)
Renovation of Recreation Facilities professional staff to promote healthy $5,274,000 Interaction. Rochester's 2019 Youth
living, education, creativity, self- Program Quality Assessment (YPQA)
Alliance)


Rochester Community Sports Complex professional staff to promote healthy $1,381,800 Interaction. Rochester's 2019 Youth
living, education, creativity, self- Program Quality Assessment (YPQA)
Alliance)
Provides programming opportunities and Engagement, and was slightly
for children and adolescents in a
Safe to be Smart/ImagineYOU consistent manner at five branch $431,400 Interaction. Rochester's 2019 Youth
libraries as well as Central Library. Program Quality Assessment (YPQA)
Alliance)
Adolescent pregnancy can be
detrimental to both mother and child.
Pregnancy can prevent young women
from further education and self-
Delivers evidence-based health sufficiency, and puts the child at a
Sexual Risk Avoidance Education Grant education and youth development $275,000 greater risk of low birth rate or infant
curriculum to young people. mortality. In 2019, the City of
Rochester's teen pregnancy rate was
3.7%, down from 9.7% in 2009.
(Source: ACT Rochester, NYS
Ensures that low-income children
Provides breakfast and lunch to
receive consistent access to nutritious
children at sites including schools, R- meals even when school is not in
Summer Food Service Program Grant Centers, and various day camps free $244,500
session. A healthy meal is crucial to a
of charge to any child 18 and under
child's development and ability to play
who live in Rochester.
and grow during the summer months.
NYS Office of Children and Family and Engagement, and was slightly
Services funding passed through
Youth Bureau Funded Programming Monroe County to the City for youth $54,300 Interaction. Rochester's 2019 Youth
development. Program Quality Assessment (YPQA)
Alliance)
Youth participating in YVOV - the
Mayor's Youth Council are developing
as youth leaders and as future
Youth Voice One Vision - the Mayor's Youth Advisory Young people working together to community leaders. Youth
$297,900
Council & the Mayor's Youth Academy for Excellence make Rochester a better place to live. development provides support and
opportunities to help bridge a
successful transition into a productive
adulthood.
$26,594,400
ROC THE FUTURE TOPIC: EVERY CHILD IS SUCCESSFUL
High quality teaching and involved parents and caregivers are critical factors in determining
academic outcomes. Teacher training and professional development, plus support for students
and families, must align with high expectations for every student.

The Champion Academy takes pride in
having the courage to do and say what
Mentoring program to help middle and
Champion Academy $25,000 is necessary to get underachieving
high school youth become more positive middle and high school students to
and productive citizens. become high academic performers,
leaders, and productive citizens.
Leadership training for parents provides
them with the skills they need to better
Teaches parents how to become
Parent Leadership Training Institute $10,000 advocate for the needs of their children
advocates and change agents for their and family as a whole. It can also help to
children. improve the parent's self-worth and
confidence as a caregiver.

A solid academic foundation is vital to a
child's success in school and life.
A state-required annual payment from Meeting key milestones throughout their
RCSD Maintenance of Effort $119,100,000 academic career is a good indicator that
the City to the RCSD.
children are on the right track to
academic success and post-secondary
achievement.
This program inspires young people and
the adults who work with them to think
Empowers youth and adults as agents
Teen Empowerment $50,000 deeply about the most difficult social
of individual, institutional, and social problems in their communities, and gives
change. them tools to work with others in creating
positive change.
$119,185,000
ROC THE FUTURE TOPIC: EVERY CHILD IS COLLEGE AND CAREER

READY
Financial self-sufficiency in the 21st Century global economy demands education beyond high
school, whether it is a 2-year or 4-year college degree or a technical certification.
Entrepreneurial education supplies
Provides interactive, applied business and
Biz Kid$ $113,800 students with real-world skills and inspires
entrepreneurial education to city youth
the next generation of business leaders
ages 10-18.
and empowered consumers.
A partnership between the RCSD and the Offers preparatory training that impacts
City of Rochester to increase minority school retention and graduation rates,
Pathways to Public Safety representation in its uniformed divisions, $497,100 influences a student to attend a post-
while increasing the awareness of career secondary institution to further their
opportunities within the Public Safety education and/or initiates desire to serve
departments. the community.
The mission of PREP is to prepare
students for a successful law enforcement
career with the RPD. PREP is a two-year
program and is open to first-year Criminal
Justice students enrolled at Monroe
Community College. PREP gives "Cadets" Offers preparatory training that impacts
a first-hand practical training experience school retention and graduation rates,
with the RPD, including participation in a influences a student to attend a post-
Police Recruit Education Program mentorship program, part-time $131,900
secondary institution to further their
employment and job shadowing. PREP education and/or initiates desire to serve
participants are also exposed to a number the community.
of law enforcement activities, such as
role-play training exercises, riding along
with police officers and engaging in
community outreach events. A number of
Cadets have become sworn police officers
with the RPD.
Provides graduate and undergraduate Fellowships or internships are valuable
ROC City Fellows students an introduction to the $676,100 educational experiences that open doors,
governance, operations, and spark ideas and enrich the knowledge and
administration of City government. skills of students who take part.
After school and summer musical Youth development provides support and
ROCmusic $212,100 opportunities to help bridge a successful
education program for urban youth.
transition into a productive adulthood.
An employment and training program for
Provides training and employment
Youth Employment Services youth ages 14-20 who are still in high $1,787,500 opportunities to youth while making a
school as well as early work experiences
direct connection to success in school.
for youth ages 12 and 13.
$3,418,500
ADDITIONAL ITEMS IN SUPPORT OF MAYOR'S PRIORITIES
This section includes programs that do not fall directly in the four ROC the Future categories, but
align with the Mayor's priorities: Economic Empowerment; Promoting Equity, Inclusion, and
Social Justice; Building Towards a Prosperous Future; Strengthening Neighborhoods; Public
Safety; and Youth Development.
Fire safety allows children to interact with
Expands fire safety education in schools firefighters, become familiar with their
Community Outreach Program and increases the amount of outreach $240,800 equipment, and learn both proactive and
events. reactive safety techniques in case of an
emergency situation.
Allows for the removal of vacant and Demolition helps make cities safer and
Demolition Funding blighted privately-held and City-owned $3,060,400 more livable by removing decrepit
structures. structures and increasing green space.

Strengthens and expands current range
In 2020 Monroe County had 10.7
of services and programs for individuals
Emergency Solutions Grant $718,500 homeless persons per 10,000 residents,
and families who are homeless or at risk
up from 9.3 per 10,000 in 2011. (Source:
of homelessness in the greater
Rochester community. ACT Rochester, US HUD)
Between 2014-2018, U.S. fire

departments responded to an estimated
annual average of 4,960 home structure
Addresses the juvenile fire setters issue fires started by someone, usually a child,
Fire Related Youth Program through education, intervention, and $82,200 playing with fire. These fires caused 50
community/citizen involvement. civilian deaths, 400 injuries and $112
million in property damage. (Source:
NFPA "Playing with Fire - Structure
Fires", May 2021)
The Public Market and the International
Plaza serve as community anchors, not
Offers fresh produce, ethnic delicacies,
International Plaza $224,100 only bringing diverse members of the
specialty items, general merchandise,
community together, but also making
and more seasonally during the year. fresh, healthy foods more affordable for
residents of all income levels.
Youth and adult violence and crime affect
a community's economic health, as well
as individuals' physical and mental health
Consolidates City violence prevention and well-being. Homicide is the third
leading cause of death for youth in the
Office of Violence Prevention services, develops community provider $6,309,000 United States. In 2020, more than
partnerships, and implements new
596,800 young people ages 10-24 were
evidence-based initiatives.
treated in emergency departments for
injuries sustained from violence. (Source:
Centers for Disease Control, WISQARS
Fatal and Nonfatal Injury Reports)
Provides financial assistance for roof
replacement of owner-occupied single- Eases the financial burden of new roofs,
Owner Occupied Roofing Program family homes in the city covering the cost $2,427,100 a key component of safe housing, for
of roof replacement and other related income eligible Rochester residents.
repairs.
Ensures the City's park amenities,
Parks bestow benefits not only on their
including picnic areas, lodges,
users, but also on the environment and
Parks Operations playgrounds, sports fields, courts, $3,625,200 economy. They are a safe place for
beaches, ice-skating rinks, and pools, are
clean, safe, and attractive for residents supervised play with children and can
also help decrease violence and crime.
and visitors.
Provides safe, healthy, and fun outdoor
Play is important in keeping children
Playground Renovations recreational opportunities to youth, with $2,100,000 active and helping them build teamwork
structures to meet the needs of toddlers,
and social skills.
older youth, and every child in between.
The Public Market and the International
Plaza serve as community anchors, not
Offers fresh produce, ethnic delicacies,
Public Market $1,956,000 only bringing diverse members of the
specialty items, general merchandise,
community together, but also making
and more 52 weeks per year. fresh, healthy foods more affordable for
residents of all income levels.
Brings the offerings and benefits of City Play is important in keeping children
Rec on the Move $226,700 active and helping them build teamwork
R-Centers right to city neighborhoods.
and social skills.
Crossing guards keep children safe while
Helps children safely cross intersections going to and from school, and can also
School Crossing Guards $820,500 assist in reporting dangerous or
and helps to control the traffic flow.
inappropriate incidents to the appropriate
authority.
Caring for vacant lots has proven to be
Between May and September, vacant lots the starting point for homeowners to
are cleaned by cutting tall grass and increase the value and security of their
Vacant Lot Maintenance $671,100 collective neighborhoods, to improve the
removing debris. Adjacent sidewalks and
safety of their residents, and to
curb lanes are swept clean.
encourage growth and opportunities in
their area.
$22,461,600

BUDGET EQUITY PROGRAM

INTRODUCTION
The Budget Equity Program was developed by the Department of Human Resource Management
(DHRM) and the Office of Management and Budget (OMB) in 2020-21. In 2021, City Council
solidified the City of Rochester’s commitment to a Budget Equity Process by amending the City
Charter to ensure the City of Rochester budget reflected equity. The Program encourages each
department to incorporate procedures to track, benchmark, and assess the efficacy of existing
and new budget equity strategies into its annual budgeting process. It includes a Budget Equity
Tool comprised of a series of questions for departments to evaluate and disclose the equity
implications of their budget proposals. By annually benchmarking and assessing departmental
budgetary efforts, the Program ensures that programs, projects, plans, and investments align with
City priorities to increase access to stakeholders that are underserved, underrepresented, and/or
disenfranchised.

As part of the 2023-24 budget process, departments were given the opportunity to provide
feedback in an effort to make the process more clear. After ensuring that every voice was heard
and best practices and lessons learned from other municipalities throughout the country were
researched, the 2023-24 Budget Equity Program format was changed to include five questions
intended to guide City departments in assessing how their budgets could potentially impact the
City’s most marginalized communities. The Budget Equity Tool is included at the end of this
section

In recent years the City of Rochester has committed millions of dollars in federal American Rescue
Plan Act funds in addition to efforts included in its annual budget for projects aligned with
diversity, inclusion and equity guided by the Commission on Racial and Structural Equity (RASE)
report.

The highlights below focus on what every City department has developed as a part of their budget
submissions with a racial equity lens including:
Department’s major successes from the last budget cycle
Internal endeavors focused on employees/staff diversity, equity and inclusion
External work to address equity in the community via City programs and services
Equity goals/priorities for 2023-24
CITY COUNCIL/CLERK'S OFFICE
Internal:
City Council has incorporated American Sign Language (ASL) interpretation into public meetings
and wants to continue inclusivity by expanding their accessibility measures to Spanish-speaking
constituents.

2023-24 Goal: City Clerk’s Office intends to increase the use of technology. By adding services
such as photographic services as well as online services such as dog license applications and
renewals, the City Clerk’s Office will make it easier for all City residents to access these
additional opportunities, thus making access more equitable for those who may face certain
challenges, including lack of transportation or limited availability during normal business hours.

External:
City Council restructured its public meeting calendar to incorporate a “public engagement
week” before voting on legislation to allow greater feedback and dialogue between City Council
and the community.
City Council initiated “Council on the Road” in which City Council is going into the community to
host public town hall-style meetings.
2023-24 Goal: City Council would like to increase language access during public meetings,
particularly among Spanish-speaking populations.
MAYOR'S OFFICE
The Mayor’s Office includes the Office of City Planning, Office of Public Integrity (OPI), Office of
Special Projects, Project Management Office (PMO), Office of Violence Prevention (OVP), Office of
Financial Empowerment (OFE), Deputy Mayor, and Chief of Staff.

Internal:
PMO: Managed the Pathways to Peace (P2P app) project to successful completion. It will
advance equity by enabling staff and management to spend less time on administrative tasks
and more time working directly with customers providing mentoring, referrals, mediation, and
other services.
OVP: This office is fully staffed with 38 employees who are all people of color in its three
program areas: Pathways to Peace, Office of Neighborhood Safety (including Peacemaker
Fellowship), and the Rochester Peace Collective.
OPI: This office has three new hires. The percentage of women increased from 50% to 71% and
the percentage of Black or African American employees increased from 0% to 29%.
2023-24 Goal:
OFE: Expand the capacity of this office which improves financial literacy and helps small
businesses gain access to capital/needed services. Develop processes to better track the
office's impact by hiring a new Director, hiring a new field representative, and measuring the
number of clients served throughout the year.

External:
Office of City Planning: This office staffed and facilitated Mayor Evans’ Cannabis Preparation
Commission, which resulted in zoning and property code changes that prepared City

government for New York State implementation of the 2021 Marihuana Regulation and
Taxation Act (MRTA).
Office of Special Projects: Administered the Total Health and Wellness Initiative that included
two health fairs in the northeast and southwest quadrants of the city, pop-up centers at the R-
Centers, a survey distribution, and an advisory group.
Mayor’s Executive Staff: Developed the Housing Quality Task Force which implemented
recommendations to strengthen code enforcement, facilitate responsible ownership,
encourage property repairs and improvements, increase supply of quality housing, and
improve communications and education.
OFE: This office surpassed $1 Million in 0% interest Kiva loans to underserved entrepreneurs
including women and minorities with sub-prime credit. Kiva is a crowd-funded, no-interest loan
program.
2023-24 Goals:
Office of Special Projects: Launch the Career Pathways to Public Safety Program (CPPS),
which connects BIPOC city youth (grades 9-12) with career opportunities to diversify the
uniformed public safety workforce (in partnership with the RCSD). CPPS is a RASE
recommendation.
OFE: Advance financial empowerment initiatives that promote access to safe and affordable
banking, financial education and counseling, asset building, and consumer financial
protection.
Office of Special Projects: Launch the Guaranteed Basic Income (GBI) pilot program which
will provide $500/month payments to 350 low-income households in the city and work with
the program evaluator (Notre Dame’s Lab for Economic Opportunities) to document the
effects of having extra money for participating households.
OFFICE OF MANAGEMENT & BUDGET (OMB)
Internal:
2023-24 Goal:
Maintain diversity across OMB’s workforce in response to personnel turnover. A diversified
workforce provides for multiple opinions and skillsets to develop a budget more
representative of the community that is served.

External:
2023-24 Goals:
Increase neighborhood focused budget outreach to subsequently strengthen OMB’s
relationship with the community and improve engagement in the city’s budget process. OMB
will work with other City departments to identify which community gatherings staff can
provide educational materials for and track the number of outreach instances participated
in throughout 2023-24.
Launch the 2023-24 online budget book which includes the ability to translate into dozens of
languages with the click of a button, providing direct access to the City's spending priorities
to more residents than ever before.
LAW DEPARTMENT
Internal:
2023-24 Goal: Continue to maintain a diverse workforce and to increase representation of the
Hispanic Community among staff. A diverse representation of the Law Department staff
(gender, race, religion, gender identity, and sexual orientation) is important in order to reflect
the diversity of the City that is served.

External:
2023-24 Goal: Creation of a Housing Attorney position. This allows the City to significantly
impact the lives of those living in low-to-moderate rental housing throughout Rochester.
COMMUNICATIONS & SPECIAL EVENTS
Internal:
For the first time in its history, the Communications Department added a bilingual speech
writer.
Communications also added a project manager position to focus efforts on ensuring critical
services like American Sign Language (ASL) and Spanish translation are present when required
at events and in written, digital, and graphic-based communications.
2023-24 Goals:
Translate select press releases announcing major initiatives into Spanish to expand the
reach of critical information.
Create a process to review the spending of city-wide advertising dollars through an equity
lens that will ensure reach to diverse residents via directed radio, specialty print
publications, translations, multi-language social media posts, and direct mailings to reach
hard-to-reach communities.

External:
2023-24 Goals:
Complete a website overhaul which will create easier ways for users to find information and
gain access to online applications and programs, and will result in more equitable
distribution of information.
Ensure City-owned events are either free or low cost. Specifically, lower the general
admission ticket price at the City’s Roc Summer Soul Music Festival to ensure the event is
more accessible to a broader range of community members and families.
DEPARTMENT OF HUMAN RESOURCE MANAGEMENT
Internal:
DHRM Civil Service abolished fees for civil service examinations. The fees for all open-
competitive civil service examinations were eliminated in order to eliminate barriers to
employment for marginalized communities.
The hiring of a Training Manager aided in the advancement of Diversity, Equity, and Inclusion
education. The Training Manager’s training efforts began with New Employee
Orientation/Onboarding and extends its reach to LeadOn Supervisory Training emphasizing the

significance and importance of establishing a work environment where differences are
celebrated, equity is demonstrated, and inclusivity is invited.
2023-24 Goals:
Hire a full-time Chief Equity Officer to develop, manage, and distribute DEI initiatives, goals,
and programs. The Chief Equity Officer will conduct equity meetings on DEI goals and
statuses of KPIs, training, gaps, and action plans through dashboards, newsletters, and
workshops.
Develop a Value Inclusion Belonging & Equity (VIBE) Dashboard in Workday for DHRM and all
City of Rochester Departments. The Dashboard will display department demographics,
internally filled positions, and equity training.
DHRM and the Rochester Fire Department will collaborate with All Things Diverse LLC to
implement Diversity, Equity, and Inclusion Cultural Competence training to create a
workplace culture of belonging where everyone can thrive. This aligns with the RASE
Commission recommendations.

External:
2023-24 Goals:
Consult with community Refugee organizations to understand how to employ the refugee
population in Rochester for permanency. DHRM needs to better understand New
Americans’ job training and skills they currently hold or are working towards to partner on
available employment positions at the city.
Reach out to students of color organizations on campuses at universities, colleges, and
trade schools in order to build partnerships and inclusion for internships and employment
opportunities.
ROCHESTER POLICE DEPARTMENT
Internal
2023-24 Goals:
Developing the Diversity, Equity, and Inclusion committee. This is RPD taking a progressive
and positive approach towards identifying what they are doing well and what they are not
doing well in creating a diversified, equitable, inclusive workplace and workforce.
Implement the Middle School Internship Initiative, a collaborative effort between the
Strategic and Community Partnerships and Rochester Police Community Engagement
Bureau. It will create an internship/job shadowing experience for middle school students
during April recess in 2024.

External
During recruitment efforts the Rochester Police Department committed to increasing the
candidate pool by diversifying that candidate pool which allowed for a more equitable hiring
process.
The Rochester Police Department Recruitment Unit implemented the Workforce Development
Program (WFD) to focus on keeping an array of diverse candidates actively engaged and to
prepare them for the police hiring process.
2023-24 Goals:
Increase recruitment efforts with a concentration on marginalized members of the
Rochester community. This will allow these communities the equitable opportunity to
receive information and assistance with becoming sworn or non-sworn members of the RPD.
This aligns with the RASE Commission recommendations.
The Recruitment Unit will broaden its scope of recruitment by partnering with other
community groups that represent the Rochester community as a whole (New American

Community Initiative). This will assist with creating a diverse, equitable, and inclusive
workforce and workplace.
DEPARTMENT OF ENVIRONMENTAL SERVICES
Internal
2023-24 Goal: Provide ReJob graduates with an opportunity to fill DES vacancies.

External
The REJob 2.0 Training Program is a comprehensive, multi-partner effort designed to lead to
sustainable, long-term careers in the environmental industry and to make sure citizens who
reside in Rochester share in the economic benefits derived from brownfield redevelopment.
The training provided through this program is considered a national model for developing the
skills necessary for dislocated workers, severely underemployed individuals, and unemployed
individuals (including low-income and minority residents, veterans, and those with little or no
advanced education) to obtain positions in the environmental construction industry and
affiliated industries such as physical inspection of various structures and facilities. Since
January 2020, REJob 2.0 trained and obtained employment for 47 participants.
2023-24 Goals:
REJob 3.0 program will continue and be expanded upon with the award of additional funds
thrugh a Brownfields Program Job Training Grant from the U.S. Environmental Protection
Agency. DES will track the number of students who complete the training and the number of
students who obtain a job in an environmental construction or affiliated industry.
Continue the Lead Service Line Replacement (LSLR) program throughout the City. The goal is
to remove and replace 2,500 (outside) LSLs from residential neighborhoods along with
approximately 375 (inside) LSLs. Studies consistently show that lead containing service
materials are the primary source of lead in drinking water.

FINANCE DEPARTMENT
Internal
Continued generational diversification (Gen X, Gen Z, and Millennials) in hiring practices.
Created new bilingual positions.
2023-24 Goals:
Work with new external auditor to increase the diversity of the audit team assigned to the
City’s annual audit.
Continue to hire and promote equitably in order to create a more diverse workforce.

External
2023-24 Goal:
Offer more customer materials in Spanish. Creating new materials to contain transparent
information is key to increasing accessibility and cultural competencies for Finance
employees who must be able to communicate and understand constituents
EMERGENCY COMMUNICATIONS DEPARTMENT
Internal:
The Emergency Communications Department (ECD) worked closely with the Department of
Human Resource Management (DHRM) to address staffing issues. Since 2022, ECD has hired 33

new employees and recently started a large class of 18. Of the 18 new hires, 13 of them have
already been certified as Telecommunicators (call takers). Another five Telecommunicators are
in the process of being promoted to either Fire/EMS or Police Dispatchers, and an additional
seven Dispatchers are in the process of being promoted to Dispatcher II positions, which
means they can dispatch for both Fire/EMS and Police.
With the support of DHRM, ECD trimmed down the hiring process, became more transparent to
candidates, and expanded the probation period. This resulted in new paths to promotion from
within and contributed to a better overall work experience for ECD employees.
2023-24 Goals:
Continue to meet with DHRM every other month to collaborate on improving the overall
hiring process such as updating the Civil Service test to mirror the nuances of the Windows
based CAD system that is currently used. The CAD system has been upgraded to resemble
what the public currently uses on their home or school computers. Now ECD and DHRM will
pursue the same change with the measuring tool for our Civil Service test.
Customize the background check process which should expedite the hiring process and align
the backgrounds specifically for ECD’s needs.. This is due to the recent Locust Club contract
that allows ECD to use different resources to conduct background checks.

External:
Staff attended the following events in the City: ROC Youth Employee Fair, Stop the Violence Job
Fair, Red Wings Education Day and Red Wings Camp Day, Rochester Deaf Festival, City IT
Interns Tour and Q & A, Vertus High School Job Fair, ROC The Block Recruitments, Aenon
Baptist Church Recruitment and Q & A, and East High School Community Career Fair.
3-1-1 has spread the word to constituents by facilitating presentations to the Public Library, 9-
1-1, Oasis (for individuals for whom English is a second language), and the Neighborhood
Service Centers. Many of the department's 3-1-1 presentations are to organizations who serve
residents who may not think they have equitable access to city government services.
2023-24 Goals:
ECD and DHRM will collaborate to take advantage of the NYS Hiring Emergency Limited
Placement (HELP) Program. This could help ECD significantly improve their staffing shortage
and potentially increase their diversity. The program would allow ECD to hire entry level
Telecommunicators that meet the minimum qualifications and special requirements, without
having to take the Civil Service test.
ECD Public Awareness team will continue their efforts to recruit and promote employment
opportunities.

DEPARTMENT OF RECREATION AND HUMAN SERVICES
Internal:
DRHS has reduced the number of part time staff in order to increase the number of full time
staff. This means that more City residents have access to the full salary and benefits that the
City has to offer.
DRHS intentionally started including employees from various levels and positions into decision
making processes, thereby increasing employee voices in planning and goal setting for the
department.
2023-24 Goal:
In an effort to increase staff morale and retain employees, the bi-monthly Star Awards/Staff
Recognition program publicly celebrates employees for their accomplishments via
internal/external newsletters such as DRHS Today. The DRHS Equity Team believes that if
the already highly diverse DRHS staff feels empowered, appreciated, and engaged in
decision making, which the goals above seek to do, then that will lead to better and more
equitable outcomes for the community.

External:
Youth Voice One Vision’s public safety committee advised the Rochester Police Chief on issues
affecting them as well as offering education about the Rochester Police Department. RPD
leveraged its resources including providing stipends to several youth who engage with RPD
community efforts. This helped to mend the relationship between RPD and the City’s youth.
Rochester Public Market partnered with the Friends of the Market to continue the largest
market-based SNAP program in the Country. Over 7,000 unique customers and $1,000,000 in
sales have not only helped low income residents, but also supported farmers and other small
businesses at the Market.
Rochester Public Market partnered with Veterans Outreach Center to provide Stand Down at
the Market with vital services for disabled and other veterans with challenges in the
community.
Rochester Public Market and several R-Centers acted as distribution points for free COVID tests
and Narcan kits.
Culturally appropriate libraries have been installed within the R-Centers. This is related to the
RASE recommendation to end practices that disproportionally drain resources from Black and
Latinx communities, specifically in regards to accessing anti-racist books within the R-Centers.
This project works to have youth be proud of their unique cultural heritage.
2023-24 Goals:
Maplewood Nature Center: This project will expand the City’s programming in the northwest
quadrant of the City. The Maplewood Nature Center also increases ways in which urban
youth can engage with nature, which is a population that usually has limited exposure to
nature.
Durand Beach House & Gateway Improvements: This design project will work to create
updated restroom and changing facilities at the beach as well as a handicap accessible
entrance to the beach, thereby enabling more residents to access the beach. Additionally,
RTS is working to expand bus service to the beach, allowing residents who do not have a car
an easier way to get to the beach.
Markets – International Plaza: This project seeks to make improvements to the International
Plaza, which is in an economically distressed neighborhood. These improvements will
enhance the economic viability of the Plaza and neighborhood.

ROCHESTER FIRE DEPARTMENT
Internal:
2023-24 Goals:
Build the foundation for a supportive and inclusive RFD workplace culture utilizing
customized training developed by an approved diversity, equity and inclusion consultant.
Utilize $50,000 in RASE funding to hire a consultant to review the firefighter recruitment and
hiring process and make recommendations to improve diversity, equity and inclusion
through improved Department of Human Resources Management hiring metrics and data-
driven decisions to assist RFD in developing effective recruitment strategies.

External:
2023-24 Goal:
RFD will continue to expand and enhance its community engagement and safety education
efforts with a focus on collaboration and communication to reach underserved populations
in our community.

NEIGHBORHOOD AND BUSINESS DEVELOPMENT
Internal:
A bilingual female was promoted to NSC Administrator to improve services to Spanish speaking
business owners and residents of the NE Quadrant.
In 2022-23, a new Community Housing Planner was added to BHD’s Housing Division to support
Homebuyer Services and has been instrumental in the successful rollout of the Buy the Block
affordable homeownership program.
2023-24 Goals:
NBD will implement a new plan for targeted investment in start-up minority and women-
owned businesses on commercial corridors.
NBD will connect home-based start-up businesses with vendor opportunities at the
International Plaza site with a focus on minority, women, and bilingual owners.
In 2023-24, a new Business Liaison position will be created in the Business Development
Division with a focus on increased outreach to, and support for, minority and women-owned
small businesses in our neighborhood commercial corridors.

External:
NBD secured funding via ARPA and other sources to develop and fund the Buy the Block
program to create homeownership opportunities for low- to moderate-income households. Six
homes have been built on vacant City-owned lots in a formerly red-lined neighborhood.
NBD graduated 50 citizens from the City’s Rochester Community University, a program
designed to help city residents learn how to advocate for themselves and their neighborhood.
Empowering city residents is what makes the program so valuable. It allows participants to
develop and refine their civic-engagement skills and strengthening neighborhoods by
empowering the underserved to self-advocate.
2023-24 Goals:
To reduce racial and economic wealth disparities, NBD will expand homeownership
opportunities for low-to moderate-income residents to advance their goal to stabilize
neighborhoods and promote economic empowerment. The Buy the Block program will add
15 newly constructed single-family homes in formerly red-lined areas in the city for sale to
households earning no more than 80% of the area median income. This aligns with the
RASE Commission recommendations.

NBD will improve 250 housing units by rehabilitating existing homes inhabited by low- to
moderate-income residents through rehabilitation grants. The programs are funded with
ARPA funds, City cash capital, and federal grants. This aligns with the RASE Commission
recommendations.
NBD’s Street Liaison program will fund direct outreach to 90 businesses located in
underserved commercial corridors, connecting personally with each business to ensure each
is familiar with City resources and offerings. NBD also commits to outreach efforts in the
underserved commercial corridors where business associations are lacking, to provide the
technical assistance needed to become self-sustaining. This aligns with the RASE
INFORMATION TECHNOLOGY DEPARTMENT
Internal:
The IT Department hosted ten Summer of Opportunity Program (SOOP) interns last summer,
which exposed the participants – the majority of whom were high school students of color – to
the day-to-day work in the IT field.
IT is working with P-Tech to make sure we target the SOOP opportunities to those most
passionate about pursuing IT careers.

External:
2023-24 Goals:
Before any new public-facing IT service is put into production, IT will do a “plain language”
assessment of the text used in the application to ensure we are upholding principles of
equity in how we communicate our services. IT wants to make sure City online products are
full featured and remain accessible by people of all means and abilities.
IT will carry out a formal, documented assessment of any new public-facing web tool
developed by or with the IT Department to ensure the product(s) meets the main Web
Content Accessibility Guidelines (WCAG) international standards so that people of all abilities
have equitable access to the City’s web content and services. This aligns with the RASE
IT will take a “mobile-first” strategy to their web tool development to ensure that 100% of
any new public-facing products or services developed by or with the IT Department have a
full-featured version that is accessible on a mobile phone before the City launches the
service so that residents who do not have desktop or laptop computers are not left out of
our service delivery.
IT will improve wireless internet capacity/speed at R-Centers in areas of the city that have
lower levels of high-speed internet in individuals’ homes. High-speed internet is now
considered an essential utility for full participation in modern life, yet thousands of
Rochester residents lack private access to this resource.
ROCHESTER PUBLIC LIBRARY
Internal:
Two part time to full time staff conversions have been successful in improving services to New
American children and families in the Maplewood neighborhood and to Spanish-speaking
library users in the NE quadrant.
The conversion of a part-time to full-time bilingual Senior Library Clerk at the Lincoln Branch
was transformational. A city resident now has stable benefits and income and has become an
even more solid part of the library team at Lincoln. Her connections in the community have
helped smooth the closure process and transition to temporary space during construction.

RASE funding provided for upgrades to subject headings in the library catalog has resulted in
more than 10,000 subjects heading identified for modification to better reflect race, equity, and
inclusion of all people in the searching process.

External
The Rochester Public Library continued to loan MiFi portable internet devices to the community
during 2022. These devices were loaned more than 3,600 times during the year, providing
critical internet access to community members without reliable broadband. This aligns with the
RASE Commission recommendations.
2023-24 Goals:
Continue to loan MiFi units. The County’s recent Magellan Report on community broadband
revealed pockets of the city where broadband is still unreachable for our most vulnerable
residents.
Pursue funding for a new bookmobile project that will focus service in the northeast and
northwest quadrants. The introduction of a mobile service will provide better access to
library materials, programs, and services for children and families and older adults who
currently cannot get to a brick-and-mortar library.
BUDGET EQUITY TOOL: EQUITY-FOCUSED

QUESTIONS
MAJOR SUCCESSES LAST BUDGET CYCLE
1. What was your department’s biggest win last year that advanced equity?
EQUITY GOALS/PRIORITIES FOR 2023-24

2. What are your department’s equity goals/priorities for FY 23/24? (2 goal minimum. Prepare
and submit in SMART Goal Format)
3. Explain your rationale on why you selected these goals/priorities. Specifically, how will they
help to advance the outcomes the City is striving to meet (these outcomes should be directly
aligned with either the Mayor’s mission/vision or RASE Recommendations. Include with your
goal/priority which value or RASE recommendation your goal is intended to impact)?
a. The following only needs to be answered if you received ARPA or RASE funding: How has the
RASE/ARPA funding you received specifically addressed advancing equity?


4. Based on the goals/priorities you developed, please provide specific details about how
programs/initiatives that are included in your budget will support your equity goals/priorities?
SUPPORT/RESOURCES NEEDED FROM DHRM

5. Each department’s team should work collaboratively in answering this question. Budgeting is
not a simple accounting mechanism. Budgeting is a process that reflects the values and priorities
of a society, so budgets are also moral documents. The values of the communities we serve
should be reflected in the process and the results. As we look to meet the needs of the citizens we
serve we must think of our budget and the decisions we make around what we fund or don’t fund
with from the perspective of equity. Looking at these decisions through the lens of equity allows
us to help address racial inequities, economic disparities, and other forms of discrimination or
exclusion that exist.
a. What support/resources could DHRM/Equity Office provide that could help you further
understand the purpose of incorporating equity into the budget?
b. What ways could the city help to ensure that everyone understands each decision that is
made regarding the use of city resources needs to be made looking through an equity lens?

CITY COUNCIL REPORT

This section will be provided in the Approved Budget
City Council Report 1

SUMMARY

HIGHLIGHTS
INCREASES IN REVENUE INCREASES IN EXPENSE
Sales tax increases Cash Capital

Interest earnings on investments Debt Service
Use of General Fund Surplus Program enhancements
American Rescue Plan Act (ARPA) targeted Wage and salary increases in accordance
program reimbursement with current labor agreements or awards
Water rate increases on consumption and Fringe benefits in accordance with current
metered rates are proposed to balance the labor agreements and memorandum of
budget agreement for health care
Appropriation of fund balance for Fuel and utilities
Retirement Costs

DECREASES IN REVENUE DECREASES IN EXPENSE
Transfer from Premium & Interest Fund Departmental efficiencies

Appropriation of fund balance for Tax Relief Program eliminations or reductions in
Parking garage revenue departmental sections
Reimbursement from Rochester City School
District for police overtime and Pathways to
Peace staffing
CLICK HERE TO LEARN MORE ABOUT THE CITY'S REVENUES AND

EXPENDITURES:
General Fund Tax Revenue

General Fund Non-Tax Revenue
Special and Enterprise Fund Revenue
Property Tax Computation and Analysis
Expenditure Summary
Budget Amendments
Multi-Year Projection
Summary 1
REVENUE TYPES
The City's Annual Operating Budget includes three types of funds: the General Fund, two Special
Funds, and seven Enterprise funds.
GENERAL FUND SPECIAL FUNDS ENTERPRISE FUNDS
2023-24 revenue estimates are 2023-24 revenue estimates are 2023-24 revenue estimates are
$521,014,100, 3.1% more than $22,252,900, 3.4% more than $131,419,100, 12.1% more
the amended 2022-23 Budget. the 2022-23 Budget. than the 2022-23 Budget.

Major variances are as follows: Major variances are as follows: Major variances are as follows:
Sales tax revenues increase Property tax support to the Appropriation of Water
$10,328,000 as inflation and Library increases $788,900 fund balance increases
increased consumer with increased capital $3,509,500 to support
spending are expected to expenditures increased capital
continue in 2023-24 Appropriation of Library expenditures
Appropriation of fund fund balance declines Proposed 9.5% increase to
balance committed for tax $375,000 water consumption and
relief decreases $7,693,300 An appropriation of Animal bases rates results in
Increased interest earnings Control fund balance is $3,230,000
on investment of city's cash budgeted $180,000 Appropriation of Local
balances $3,600,000 County reimbursement for Works fund balance
Net increase in ARPA Central Library operations increases $2,895,600 to
targeted programming increases $145,800 support increased capital
$3,242,150 Property tax support to expenditures and
Use of General Fund Animal Control increases inflationary pressure
surplus increases $80,000 Appropriation of Refuse
$2,885,000 fund balance increases
Appropriation of fund $1,574,600 to support
balance committed for increased capital
retirement costs increases expenditures
$1,661,200 An appropriation of Parking
Transfer from Premium & fund balance is budgeted to
Interest Fund to offset debt offset capital expenditures
service decreases $1,517,000
$1,470,900 Estimated consumption
increase generates
$1,000,000 additional Water
metered sales
Proposed commercial
refuse rate increase of 3
percent results in $211,000
incremental revenue
Proposed Cemetery rate
increase of 10% results in
$78,000 incremental
revenue
Summary 2
REVENUES BY FUND
2021 - 22 Actual 2022-23 Estimated 2022-23 Amended 2023-24 Proposed

GENERAL FUND $470,077,767 $509,227,600 $505,421,150 $521,014,100
ANIMAL CONTROL $2,510,977 $2,464,900 $2,506,900 $2,628,400
LIBRARY $18,571,415 $18,359,800 $19,005,500 $19,624,500
LOCAL WORKS $22,486,832 $23,143,200 $23,075,900 $25,964,100
WATER $43,132,537 $42,592,400 $41,411,000 $49,378,900
WAR MEMORIAL $2,378,999 $3,596,400 $3,446,400 $3,253,400
PARKING $16,086,322 $13,163,900 $13,221,100 $14,328,800
CEMETERY $3,916,901 $3,972,700 $3,618,300 $3,875,700
PUBLIC MARKET $1,791,532 $1,913,000 $1,914,900 $1,978,800
REFUSE $30,171,383 $31,366,400 $30,535,900 $32,639,400
TOTAL $611,124,665 $649,800,300 $644,157,050 $674,686,100
General Fund by Category

Taxes $229,420,410 $226,575,000 $221,887,000 $233,058,800
Property Tax $159,847,502 $158,842,600 $158,488,500 $159,292,400
Intergovernmental State $105,626,093 $105,157,400 $105,268,100 $104,534,700
Intergovernmental Federal $8,073,219 $33,898,900 $41,747,150 $44,789,300
Appropriation of Fund Balance $20,820,400 $28,710,100 $28,710,100 $25,128,000
Intergovernmental Other $20,676,970 $21,518,900 $21,929,900 $23,489,400
Departmental Income $7,674,418 $8,385,100 $8,458,900 $7,616,400
Fines & Forfeitures $4,057,803 $3,977,100 $4,525,800 $4,407,600
Miscellaneous $4,289,758 $3,748,000 $3,748,000 $3,937,000
Trans. Premium & Interest $3,500,000 $3,970,900 $3,970,900 $2,500,000
Licenses & Permits $3,199,142 $3,113,000 $3,174,600 $3,637,000
Sale of Property & Comp. $1,579,587 $3,746,500 $3,850,500 $3,855,500
Interest & Penalties $3,826,059 $3,078,600 $2,120,000 $2,620,000
Interest Earnings $439,679 $3,829,600 $150,000 $3,750,000
Use of Money & Property $1,024,901 $4,316,200 $1,040,000 $1,602,500
Hotel/Motel Tax $875,000 $887,500 $875,000 $900,000
Interfund Revenue & Transfers -$104,853,174 -$104,527,800 -$104,523,300 -$104,104,500
TOTAL $470,077,767 $509,227,600 $505,421,150 $521,014,100
Special Funds
LIBRARY $18,571,415 $18,359,800 $19,005,500 $19,624,500
ANIMAL CONTROL $2,510,977 $2,464,900 $2,506,900 $2,628,400
TOTAL $21,082,392 $20,824,700 $21,512,400 $22,252,900
Enterprise Funds
CITY LOCAL WORKS $22,486,832 $23,143,200 $23,075,900 $25,964,100
WATER $43,132,537 $42,592,400 $41,411,000 $49,378,900
WAR MEMORIAL $2,378,999 $3,596,400 $3,446,400 $3,253,400
PARKING $16,086,322 $13,163,900 $13,221,100 $14,328,800
CEMETERY $3,916,901 $3,972,700 $3,618,300 $3,875,700
PUBLIC MARKET $1,791,532 $1,913,000 $1,914,900 $1,978,800
REFUSE $30,171,383 $31,366,400 $30,535,900 $32,639,400
TOTAL $119,964,506 $119,748,000 $117,223,500 $131,419,100
Summary 3
SUMMARY: REVENUE
General Fund Tax Revenue

PROPERTY TAX
New York State General City Law authorizes Rochester to levy taxes on the value of real
property. The assessed value of the property and the tax rate determine the amount of tax to
be paid by a property owner.
Taxes are billed annually, and quarterly installments are allowed for the first $8,200 owed on
each parcel. Responsibility for collecting property taxes is vested in the Department of Finance,
Bureau of Treasury.
Property taxes are allocated to various funds as necessary to balance them.
Beginning in 1994-95, City and School property tax collections are accounted for within the City
Budget. Funding for the City School District is provided within the Interfund revenue section.
Prior to 1994-95 the School District received property tax collections outside of the City Budget.
Beginning in 1998-99, the STAR program enabled a decrease in the property tax billings with an
equal offset in State aid. Beginning in 2011-12, the annual increase in STAR is capped at 2
percent. In 2016-17, the credit for STAR exemptions for properties purchased after February 1,
2015 is no longer issued on the property tax bill but instead is issued by check directly from
New York State in accordance with the Governor’s STAR program.
For detailed information on the calculation of property taxes, see the Property Tax
Computation and Analysis section, which follows the Revenue Summary section.

Four major factors influence the amount of revenue generated by the property tax:
1. The Tax Base – The total assessed valuation of the City is the base on which revenues are
generated. The assessed valuation increases by $36,799,645 or 0.5 percent from the 2022-23 level.
A description of assessment changes is included in the Property Tax Computation and Analysis
section.

2. The Revenue Requirement – The amount of property tax revenue required to finance City
services is determined by the cost of the services provided and the availability of revenue sources
other than the property tax. Further specific changes in revenue receipts are detailed under the
appropriate revenue headings that follow. Expense changes are described in the appropriate
department budget section.

3. The Collection Rate – It is anticipated that 94.0% of the tax levy will be collected during 2023-24.
In addition, anticipated collections for the first sixty days following the current year are accrued as
2022-23 receipts. This accrual is estimated to be 1.5% of the tax levy, bringing total collections to
95.5%. A Tax Reserve of 4.5 percent of the required property tax revenue is also levied to
compensate for those taxes that will not be collected or accrued during 2023-24 and an amount
for the settlement of assessment review proceedings. In accordance with Generally Accepted
Accounting Principles, the tax reserve is not reflected in the budget.

Summary 4
4. STAR Program – In 1998-99, New York State enacted the School Tax Relief (STAR) Program,
which provides two types of exemption for owner-occupied primary residences. The “Enhanced”
program is for property owners 65 years of age or older, with incomes of $93,200 or less.
Approximately 4,249 property owners will benefit from this program in 2023-24. All owner-
occupied property owners with incomes less than $250,000 are eligible for the “Basic” STAR
exemption program. Approximately 11,876 property owners will take advantage of the “Basic”
program in 2023-24. Owner-occupied properties purchased since February 1, 2015 are subject to
the new STAR credit program implemented with New York State’s 2016-17 fiscal year. These
property owners no longer receive a credit on their property tax bill but instead are required to
register with the state to receive a credit directly from NYS. All property owners whose income is
greater than $250,000 may only participate in the STAR credit and not the exemption program. A
provision enacted in 2017-18 requires NYS to pay interest on the STAR rebate if homeowners do
not receive their checks on time. Beginning in 2020-21, NYS may deny Basic STAR exemptions and
Basic STAR credits to property owners with delinquent property taxes. This program is further
defined in the Property Tax Computation and Analysis portion of the Revenue Summary section.

YEAR TO YEAR HIGHLIGHTS
Reduction in STAR credits received directly from NYS shifts to property tax collections
$1,134,300
Property tax distributed to the tax-supported Special and Enterprise Funds increases by
$330,400
Property Tax $190M
Data Updated May 10, 2023, $185M

10:35 PM
$180M
$175M
$170M
$165M
$160M
$155M
$150M
F16 F18 F20 F22 F24
Summary 5
Property Tax All Funds
REAL PROPERTY TAX LEVY $171,793,402 $172,059,000 $171,704,900 $172,839,200
TOTAL $171,793,402 $172,059,000 $171,704,900 $172,839,200
General Fund Property Tax

REAL PROPERTY TAX LEVY $159,847,502 $158,842,600 $158,488,500 $159,292,400
TOTAL $159,847,502 $158,842,600 $158,488,500 $159,292,400
DELINQUENT & SUPPLEMENTAL Delinquent and Supplemental Taxes
TAXES 2015-22 Actual; 2023 & 2024 Budget
$8.5M
Revenue from property taxes levied but not $8M
collected or accrued in previous years is $7.5M

$7M
classified as delinquent taxes $6.5M
When properties lose their tax exempt $6M
status through transfer of ownership, $5.5M

$5M
property owners receive a supplemental tax F15 F18 F21 F24
bill that includes both current and

delinquent payments
$7,868,500.00
Category in F24
When an assessment is inadvertently left off
the tax roll, property owners are later
notified and billed the following year as an
omitted tax

Delinquent collections decrease $577,500

reflecting estimated collection rate of 50.4%
Supplemental taxes increase $100,000
Foreclosure auction planned for November
2023

DELINQUENT COLLECTIONS $8,051,695 $8,242,000 $8,242,000 $7,664,500
PILOT SALE REAL ESTATE $5,592 $10,000 $20,000 $4,000
SUPPLEMENTAL PROPERTY TAXES $408,636 $220,000 $100,000 $200,000
TOTAL $8,465,923 $8,472,000 $8,362,000 $7,868,500
IN LIEU OF TAX PAYMENTS
To facilitate construction of public housing units and encourage industrial development, various
sections of New York State law authorize certain property owners to make payments as a
substitute for property tax. Currently, such payments are authorized under four different statutes:
1. The Private Housing Finance Law applies to projects constructed with private resources to
provide housing for low and moderate income families. Payments for such projects are generally
calculated at a rate of 10% of sheltered rents. Sheltered rents are determined by subtracting that
portion of rent needed for utility service from total rent payments.
Summary 6
2. The Public Housing Law authorizes payments in lieu of taxes for property owned by public
housing agencies. Payments are calculated in the same manner as those covered under the
Private Housing Finance Law.
3. The Urban Development Act provides tax exemptions for properties owned by the Urban
Development Corporation (UDC). When such properties are leased, payments in lieu of taxes are
negotiated. For housing projects, the sheltered rent formula is generally applied, while economic
development projects pay based on the percent of floor space occupied or percent of operating
revenues.
4. The General Municipal Law authorizes the County of Monroe Industrial Development Agency
(COMIDA) to receive tax exemptions on properties owned. In lieu of tax payments are negotiated
when such properties are leased. Generally, the payments are equal to the amount that would
have been paid if the property were not owned by COMIDA.
There will be one hundred forty-five COMIDA projects that make payments in lieu of taxes in 2023-
24. Seventy-eight housing projects will make shelter rent payments. The Department of Finance,
Bureau of Accounting, administers these accounts.

Revenue increases from declining COMIDA exemption schedule are partially offset by lower
non-homestead tax rate resulting from the tax shift
Three housing projects are removed from those making shelter rent payments
In Lieu of Tax $16M

Payments
15.5M
2015-22 Actual; $15M
2023 & 2024 14.5M
Budget $14M
13.5M
Data Updated May 10, 2023,
$13M
10:35 PM
12.5M
$12M
$11.5M
$11M
10.5M
F16 F18 F20 F22 F24
$15,890,300.00
Category in F24

PILOT COMIDA $9,165,021 $9,280,000 $9,280,000 $9,787,300
PILOT SHELTER RENT $6,614,913 $6,523,000 $6,523,000 $6,103,000
TOTAL $15,779,934 $15,803,000 $15,803,000 $15,890,300
Summary 7
INTEREST & PENALTIES Interest & Penalties
2015-22 Actual; 2023 & 2024 Budget

The interest rate on delinquent taxes and
$3.4M
other charges listed on the tax bill was $3.2M
reduced in 2012-13 from 1.5% to 1% per $3M
month (18% to 12% per annum) for taxes $2.8M

$2.6M
levied effective July 1, 2012 and after. $2.4M
The interest rate on balances levied on or $2.2M
before July 1, 2011 will remain at 1.5% (18% $2M

F15 F18 F21 F24
per annum).
Penalty fees for unpaid taxes are added to $2,620,000.00
subsequent tax bills and are collected in the Category in F24
same manner as property taxes.

Collections increase with reinstatement of

property foreclosure action

INT AND PENALTIES ON TAXES $3,826,059 $3,078,600 $2,120,000 $2,620,000
TOTAL $3,826,059 $3,078,600 $2,120,000 $2,620,000
Summary 8
SALES TAX Sales Tax
2015-22 Actual; 2023 & 2024 Budget

New York State Tax Law authorizes Monroe
$200M
County to impose a tax on sales $190M
transactions in the County. A 4% tax $180M
(besides the 4% imposed by the State) is $170M

$160M
charged on most sales transactions except $150M
sales of food and home heating fuels. The $140M
local sales tax rate increased from 3% to $130M

F15 F18 F21 F24
3.5% in September 1992 and to 4% in March

1993. $197,500,000.00
Sales tax proceeds are collected by the State Category in F24
and distributed to the County every month.
Under the current sales tax distribution
formula the City receives 35.63% of total
County collections generated from the 3%
local share. The City’s initial share of the
additional 1%, approximately 4.1%, began
on December 1, 1993, and was suspended
on November 30, 1994. During that period
the City School District received
approximately 3.7% of the additional
percent directly from the County. The City
resumed sharing the additional 1% on
December 1, 1995. Beginning in December
1995 the City share of the additional 1%
became 2.5%, and it increased annually for
the next five years to 5%, 12%, 15.75%,
19.22%, and then subsequently dropped to
18.1%. The City share of the additional 1%
decreased to approximately 17.7% in
January 2011 to reflect population changes
identified in the 2010 Census.

Sales Tax revenue is expected to increase

5.5% compared to the 2022-23 budget

SALES TAX $192,529,884 $190,000,000 $187,172,000 $197,500,000
TOTAL $192,529,884 $190,000,000 $187,172,000 $197,500,000
Summary 9
UTILITY GROSS RECEIPTS TAX Utilities Gross Receipts
2015-22 Actual; 2023 & 2024 Budget

As provided by Section 20b of the General
$9M
City Law, Rochester imposes a 3% tax on the
$8M
gross income of utility company transactions
$7M
in the City
$6M
Rochester Gas & Electric Corporation and
Frontier Corporation pay approximately 85%
$5M
of these taxes $4M

F15 F18 F21 F24
YEAR TO YEAR HIGHLIGHTS $8,400,000.00

Category in F24
Inflation in electricity and natural gas rates
increases revenue

UTILITY GROSS RECEIPTS TAX $8,049,559 $8,500,000 $7,750,000 $8,400,000
TOTAL $8,049,559 $8,500,000 $7,750,000 $8,400,000
MORTGAGE TAX Mortgage Tax
2015-22 Actual; 2023 & 2024 Budget

New York State Tax Law authorizes the
$3.5M
Monroe County Clerk to collect a tax on
mortgage transactions in the County. $3M
A tax is charged on the transactions and $2.5M
distributed pursuant to Section 261 of the

$2M
Tax Law.
The City receives 50% of the amount $1.5M
F15 F18 F21 F24
collected, less an allowance for

administrative expenses, on mortgage $3,400,000.00
transactions within the city. Category in F24

Strong real estate market and higher

property market values increases revenue
Rising interest rates may limit increases

MORTGAGE TAX $4,595,110 $3,800,000 $2,800,000 $3,400,000
TOTAL $4,595,110 $3,800,000 $2,800,000 $3,400,000
Summary 10
SUMMARY: REVENUE
General Fund Non-Tax Revenue

DEPARTMENTAL INCOME Departmental Income
2015-22 Actual;
2023 & 2024 Budget
Revenues generated by departmental
$10M
operations are classified as departmental $9.5M
income. $9M
Examples include fees collected at skating $8.5M

$8M
rinks, charges for processing at the Police $7.5M
photo lab, towing fees, foreclosure fees, and $7M
zoning application fees. $6.5M

F15 F18 F21 F24
City Code authorizes some of these fees

while others are set by the department $7,616,400.00
responsible for administering them. Category in F24
Fees are calculated to cover all or part of the
cost of specific services.
Overtime reimbursement for police special events increases $653,000 due to rate increase and
continued recovery in special events and other special details
Rochester City School District reimbursement for Pathways to Peace does not recur $615,300
Rochester City School District reimbursement for police overtime detail during school opening
and closing does not recur $336,000
Reimbursement for activities performed by Environmental Services declines $256,500
Zombie property grant does not recur $237,500
Grants for Office of Community Wealth Building decline net of $124,300: Cities for Financial
Empowerment Fund, Inc. $100,000 and M&T Bank $24,300
New Land Bank grant provides reimbursement for City staff $103,000
Fingerprinting fees decline $59,000 with advent of new NYS pistol permit processes
Foreclosure fees increase $50,000
Civil service exam fees no longer collected $35,000

Police Fees $2,063,656 $2,614,900 $1,922,200 $2,531,400
Other Dept. Income $1,706,718 $1,684,000 $2,004,200 $1,323,100
Charges for Service $1,623,338 $1,597,300 $1,874,200 $1,025,900
Recreation Fees $1,033,606 $860,800 $948,800 $1,044,800
Fire Fees $578,983 $686,400 $686,400 $681,400
Repairs & Clean-up Fees $405,322 $400,000 $600,000 $600,000
Finance Fees $157,779 $441,700 $290,000 $303,000
Zoning Fees $109,355 $90,000 $90,000 $90,000
Market Fees $10,602 $10,000 $43,100 $16,800
Summary 11
Dog Licenses -$14,941 $0 $0 $0
TOTAL $7,674,418 $8,385,100 $8,458,900 $7,616,400
USE OF MONEY & PROPERTY Use of Money & Property
2015-22 Actual;
2023 & 2024 Budget
The major revenue source in this category is
$6M
from investment of cash. Under provisions $5M
of the New York State General Municipal $4M
Law, Rochester is authorized to invest funds $3M
in interest bearing commercial bank $2M
accounts until these funds are needed to $1M
meet payrolls or to pay bills. $0

F15 F18 F21 F24
The second source of revenue in this

category is from rental of City-owned $5,352,500.00
property. Category in F24
Interest income on investment of cash balances increases $3,600,000 due to favorable interest
rate environment
Telecommunications revenue from utilities located in City's right of way increases $750,000
Rental income on general city properties declines $115,100
Rental income from Port declines $58,400
Rental income from River Street Marina declines $14,000 based on new lease

Interest Earnings $439,679 $3,829,600 $150,000 $3,750,000
Use of Money & Property $1,024,901 $4,316,200 $1,040,000 $1,602,500
TOTAL $1,464,580 $8,145,800 $1,190,000 $5,352,500
FINES & FORFEITURES Fines & Forfeitures
2015-22 Actual;
2023 & 2024 Budget
Revenue consists of fines and penalties levied
$8M
by the Criminal Branch of City Court, municipal
$7M
code fines collected by the Parking & Municipal
$6M
Violations Bureau, and fines collected by the
$5M
Rochester Traffic Violations Agency for traffic
infractions committed within the city.
$4M

$3M
F15 F18 F21 F24

$4,407,600.00
Moving violation revenue decreases Category in F24
$131,700 as collection rate declines
Fines from City Court increase $13,500

Fines $2,386 $1,500 $1,500 $15,000
Fines & Forfeitures $638,468 $723,600 $723,600 $723,600
Miscellaneous $3,869 $95,500 $0 $0
Moving Violations $1,960,969 $1,381,500 $2,050,700 $1,919,000
Summary 12
Municipal Code Fines $1,426,768 $1,750,000 $1,750,000 $1,750,000

Red Light Camera Violations $25,343 $25,000 $0 $0
TOTAL $4,057,803 $3,977,100 $4,525,800 $4,407,600
LICENSES & PERMITS Licenses & Permits
2015-22 Actual;
2023 & 2024 Budget
The Municipal Code authorizes the City to
$3.8M
regulate various activities by issuing permits $3.6M
and licenses. This is done to protect public $3.4M
safety. Fees for permits and licenses are $3.2M
designed to fully or partially recover the $3M
administrative and enforcement costs of $2.8M
regulated activities. Most permits are issued by $2.6M

F15 F18 F21 F24
the Department of Neighborhood & Business

Development. $3,637,000.00

Category in F24
Professional licenses increase $256,500 in

accordance with bi-annual renewal schedule
Building permits increase $145,000 and
street opening permits increase $100,000
due to city-wide increase in construction
activity
Electrical permits decline $20,000
Elevator certifications decline $20,000

Building Permits $2,148,130 $2,126,900 $2,244,000 $2,349,000
Street Opening Permits $549,615 $680,000 $515,000 $615,000
Business & Occupational Licenses $164,689 $167,400 $158,100 $155,200
Professional Licenses $243,672 $41,000 $41,000 $297,500
Other Licenses $83,911 $90,700 $79,500 $82,800
Property Management License $0 $0 $132,000 $132,000
Bingo Licenses $9,125 $7,000 $5,000 $5,500
TOTAL $3,199,142 $3,113,000 $3,174,600 $3,637,000
SALE OF PROPERTY & Sale of Property & Compensation for Loss
COMPENSATION FOR LOSS 2015-22 Actual;

2023 & 2024 Budget
$4.5M
Revenue in this category comes from sale of $4M
real property, sale of excess materials, $3.5M
insurance recoveries, and the sale of $3M
unclaimed property. $2.5M
$2M
The sale of real property is the largest
$1.5M
revenue source in this group. F15 F18 F21 F24

$3,855,500.00
Category in F24
Compensation for damage to street lighting
property increases $5,000
Summary 13
Other Compensation for Loss $160,036 $145,000 $145,000 $150,000
Sale of Real Property $87,777 $2,700,000 $2,700,000 $2,700,000
Sale of Unclaimed Property $981,885 $651,500 $755,500 $755,500
Sale of Scrap $349,889 $250,000 $250,000 $250,000
TOTAL $1,579,587 $3,746,500 $3,850,500 $3,855,500
MISCELLANEOUS Miscellaneous
2015-22 Actual;
2023 & 2024 Budget
Miscellaneous revenues consists of refunds
$30M
or reimbursements for expenses incurred in
$25M
prior years, cancellations of prior year
$20M
encumbrances, appropriations of surplus
$15M
from prior years, tax relief, retirement costs,
or other fund balance, cable television
$10M
franchise revenues, and miscellaneous $5M

F15 F18 F21 F24
income.
$29,065,000.00
Category in F24
Appropriation of fund balance committed for tax relief decreases $7,693,300 as one time
expenditures for labor awards and agreements do not recur
Use of General Fund surplus increases $2,885,000 in accordance with City's Annual
Comprehensive Financial Report designation
Appropriation of fund balance committed for retirement costs increases $1,661,200 in
accordance with higher pension costs
Cancellation of prior year encumbrances increases $524,700
One time appropriation of fund balance $435,000 restricted for Housing Trust Fund activities
does not recur
Receipts from cable television franchise revenue declines $335,700
Appropriation of Fund Balance
Appr. Of Fund Balance Retirement Costs $7,931,000 $5,638,800 $5,638,800 $7,300,000
Appr. Of Fund Balance Tax Relief $12,889,400 $16,693,300 $16,693,300 $9,000,000
Appropriation of Fund Balance $0 $6,378,000 $6,378,000 $8,828,000
APPROPRIATION OF FUND BALANCE TOTAL $20,820,400 $28,710,100 $28,710,100 $25,128,000
Miscellaneous
Cable TV Franchise Revenue $1,812,293 $2,148,000 $2,148,000 $1,812,300
Miscellaneous $2,477,465 $1,600,000 $1,600,000 $2,124,700
MISCELLANEOUS TOTAL $4,289,758 $3,748,000 $3,748,000 $3,937,000
TOTAL $25,110,158 $32,458,100 $32,458,100 $29,065,000
Summary 14
INTERGOVERNMENTAL – NEW Intergovernmental State
YORK STATE 2015-22 Actual;

2023 & 2024 Budget
$130M
Revenues received from New York State $120M

constitute this category. There are four types $110M
of aid: $100M
1. General purpose aid provides revenue for
$90M
unrestricted use by municipalities under
$80M
the Aid & Incentives for Municipalities F15 F18 F21 F24
(AIM) program.
2. Categorical aid is directed to support
$104,932,100.00
Category in F24
specific objectives and, as a result, is
restricted to certain purposes. Support is
received for such functions as street
improvements, crime prevention, and
youth recreation.
3. Miscellaneous aid includes
reimbursements for various services.
4. The New York State Tax Relief (STAR)
Program provides revenue to
municipalities to offset school property
tax relief for targeted taxpayers. This only
applies to STAR exemptions applied prior
to February 1, 2015.

Gun Involved Violence Elimination (GIVE) grant increases net of $2,279,300 to support non-fatal
shooting investigations
STAR revenue is further reduced $1,134,300 as exemptions applied directly to the property tax
bill decline
Consolidated Highway Improvement program funding assumed to be $837,400 lower pending
adoption of state budget, will likely require an amendment to reflect actual amount adopted
One time grant for Police Accountability Board does not recur $500,000
Pregnancy Prevention grant ends pending new award $214,600
Youth services grant ends pending new award $88,000
One time SNUG grant ends $50,000
One time Rochester Historical Society grant does not recur $50,000

Aid & Incentives to Municipalities $88,234,464 $88,234,400 $88,234,400 $88,234,400
STAR $7,931,738 $7,469,600 $7,488,800 $6,354,500
Consolidated Highway Improvements $6,561,577 $7,393,400 $7,392,200 $6,554,800
Miscellaneous $2,829,874 $2,005,700 $2,098,400 $3,336,700
Youth Aid $68,440 $54,300 $54,300 $54,300
TOTAL $105,626,093 $105,157,400 $105,268,100 $104,534,700
Summary 15
INTERGOVERNMENTAL – Intergovernmental Federal
FEDERAL 2015-22 Actual;

2023 & 2024 Budget
$50M
The Federal Aid category includes $40M

reimbursements for the administration of $30M
federally funded programs. The Community $20M
Development Block Grant (CDBG) Program is
$10M
the largest “off budget” fund. A new category in
$0
2021 was the American Rescue Plan Act (ARPA) F15 F18 F21 F24
which provides governments with support for

response and recovery from the COVID-19
$44,389,900.00
Category in F24
pandemic. The program appropriations for
CDBG are approved by City Council and
accounted for separate from the City operating
budget.

ARPA reimbursement for targeted programming increases net of $3,242,150; further detail can
be found in department budget chapters
Net increase to Americorps Public Health Corps funding $156,200
Net reduction of $123,500 in ARPA revenue reimbursement used to offset certain expenditures
Net reduction year over year for State Homeland Security Program grant funds $133,200
Net increase to Bureau of Justice Assistance grant supporting RPD - Office of Business
Intelligence staffing $96,900
Pregnancy prevention grant ends pending new award $76,700
Federal nutrition program decreases $56,600 as smaller amount of meals are served
Lead hazard program reimbursement for staff decreases $30,500

American Rescue Plan Act Targeted $1,403,533 $26,513,400 $33,966,850 $37,085,500
Intergovernmental-Federal $4,223,771 $4,895,400 $5,004,500 $4,894,000
Miscellaneous $1,996,213 $2,251,100 $2,437,500 $2,528,100
Federal Nutrition $346,856 $153,700 $301,100 $244,500
Transportation Grants $102,846 $85,300 $37,200 $37,200
TOTAL $8,073,219 $33,898,900 $41,747,150 $44,789,300
Summary 16
INTERGOVERNMENTAL - OTHER Intergovernmental Other
2015-22 Actual;
2023 & 2024 Budget
Revenues received from governmental
$25M
agencies other than the Federal and New $24M
York State levels constitute this category. $23M
Reimbursements from Monroe County for $22M
911 staffing costs account for the majority of $21M
the revenues in this classification. $20M
Profits distributed by the Western Region $19M

F15 F18 F21 F24
Off-Track Betting (OTB) Corporation and

Monroe County reimbursements for highway $24,391,400.00
maintenance, public safety activities, and Category in F24
various other programs comprise the
remaining intergovernmental revenues.

County reimbursement for Emergency

Communications increases $973,100 to
correspond with the 2023 County budget
Reimbursement for traffic shares increases
$370,000
Off track betting receipts increase $250,000
with renewed economic activity
Net reduction in Stop DWI grant funding
pending new award $65,000
Hotel/motel tax for Convention Center
increases $25,000 with 2023 County budget

Intergovernmental Other
County Reimbursement, includes Emergency
$19,959,996 $20,972,900 $21,533,900 $22,473,400
Communications
Off Track Betting $574,585 $300,000 $150,000 $400,000
Traffic Shares $140,589 $246,000 $246,000 $616,000
Election Inspectors $1,800 $0 $0 $0
INTERGOVERNMENTAL OTHER TOTAL $20,676,970 $21,518,900 $21,929,900 $23,489,400
Hotel/Motel Tax $875,000 $887,500 $875,000 $900,000
TOTAL $21,551,970 $22,406,400 $22,804,900 $24,389,400
Summary 17
INTERFUND REVENUES & Interfund Revenues & Transfers
TRANSFERS 2015-22 Actual;

2023 & 2024 Budget
-$90M
Interfund transfers consist of three categories: -$92M
1. Reimbursements to the General Fund for -$94M
services provided to other operating funds. In -$96M
these cases, the cost of services (street cutting -$98M
$100M
and administrative chargeback) are included in
$102M
the General Fund as well as the appropriate F15 F18 F21 F24
non-General Fund. The reimbursements offset

the General Fund expense. Revenues in this
-$101,604,500.00
Category in F24
group include transfers from the non-
governmental Enterprise Funds.
2. Reimbursements to the General Fund from
funds not included in the operating budget.
Revenues in these funds are generally
restricted and can be transferred to the
General Fund only to the extent that eligible
expenses are identified.
3. Beginning in 1994-95, transfers to the City
School District to fund educational
expenditures are made in accordance with the
City Charter.
Transfer from Premium & Interest Fund decreases $1,470,900 as less proceeds available from
bond and note sales
A transfer from refunds and overpayments is budgeted $800,000
Transfer from forfeiture funds to offset body worn camera and other expense does not recur
$500,000
Transfer from Special Events Trust Fund increases $75,000 to support additional police
overtime expenditures
Reimbursement for Downtown Enhancement District expenditures increases $23,100
Water fund reimbursement for roadway cleanup increases $20,700

Interfund Revenue & Transfers
City School District -$119,100,000 -$119,100,000 -$119,100,000 -$119,100,000
Street Lighting Districts $27,463 $27,000 $31,000 $31,000
Foreign Insurance Fund $168,533 $199,600 $199,600 $199,600
Transfer Refunds & Overpayments $0 $0 $0 $800,000
Capital Funds $788,817 $463,000 $463,000 $463,000
Misc, includes Seized Property Fund $1,249,313 $1,869,900 $1,870,400 $1,468,500
Water Fund $5,373,600 $5,373,600 $5,373,600 $5,373,600
Special & Enterprise Funds $6,639,100 $6,639,100 $6,639,100 $6,659,800
INTERFUND REVENUE & TRANSFERS TOTAL -$104,853,174 -$104,527,800 -$104,523,300 -$104,104,500
Trans. Premium & Interest $3,500,000 $3,970,900 $3,970,900 $2,500,000
TOTAL -$101,353,174 -$100,556,900 -$100,552,400 -$101,604,500
Summary 18
SUMMARY: REVENUE
Special and Enterprise Fund Revenue

ANIMAL CONTROL FUND Animal Control Fund
2015-22 Actual:
2023 & 2024 Budget
Under Article 7 of the New York Agriculture and
$700k
Markets Law, all expenditures and revenues $600k
associated with the licensing and impounding $500k
of animals must be recorded in a special fund. $400k
Accordingly, the Animal Control Fund includes $300k
revenues from the sale of dog licenses, fines $200k
for unlicensed dogs, and operating revenues $100k

F15 F18 F21 F24
from the Animal Control Center. Since the

Animal Control Fund does not generate $438,800.00
sufficient revenues to cover expenses, a Category in F24
portion of the property tax is allocated to this
fund.
Appropriation of fund balance is budgeted

to offset planned capital and operating
expenditures $180,000
One time ASPCA grant does not recur
$68,000
Spay Neuter fees decline due to veterinarian
vacancy and reduction in fees $40,000
Dog and cat adoptions increase $28,000
One time PETCO grant does not recur
$22,500
Miscellaneous fees decline $17,000
Dog licensing revenues decline $13,400
Net of other changes is a reduction of
$5,600
Property tax required to balance the budget
increases $80,000

Property Tax $2,072,200 $2,109,600 $2,109,600 $2,189,600
Departmental Income $312,464 $264,300 $274,300 $164,800
Animal Control Center Fees $122,998 $88,000 $120,000 $91,000
Appropriation of Fund Balance $0 $0 $0 $180,000
Fines & Forfeitures $2,620 $3,000 $3,000 $3,000
Interest Earnings $695 $0 $0 $0
Summary 19
TOTAL $2,510,977 $2,464,900 $2,506,900 $2,628,400
LIBRARY FUND Library Fund
2015-22 Actual;
2023 & 2024 Budget
Section 259 of the New York State Education
$12M
Law requires that all revenues generated from
library operations be recorded in a special $11.5M
fund. Revenues associated with the operation $11M
of the Central Library and 10 branch libraries 10.5M

include Monroe County reimbursement for the
Central Library, reimbursements from the $10M
F15 F18 F21 F24
Monroe County Library System (MCLS) for

library material processing and inter-library $11,565,700.00
loan services, State aid and grants, and Category in F24
miscellaneous income. These revenues are not
sufficient to cover library costs; therefore, a
portion of the property tax is allocated to this
fund.
Appropriation of fund balance declines

$375,000 as one time capital amendment
does not recur
Increased support from the County for
Central Library $145,800
Transfer from Premium and Interest to
offset debt interest expense increases
$47,000
Net of other changes is an increase of
$12,300
Property tax required to balance the budget
increases $788,900

Property Tax $7,074,800 $7,269,900 $7,269,900 $8,058,800
County Reimbursement $7,079,000 $7,039,600 $7,341,300 $7,487,100
Library Charges $2,381,679 $2,543,700 $2,835,300 $2,865,900
State Aid $900,772 $960,800 $1,013,200 $994,900
Appropriation of Fund Balance $1,060,000 $475,000 $475,000 $100,000
Trans. Premium & Interest $58,200 $70,800 $70,800 $117,800
Miscellaneous $16,160 $0 $0 $0
TOTAL $18,571,415 $18,359,800 $19,005,500 $19,624,500
Summary 20
WATER FUND Water Fund
2015-22 Actual;
2023 & 2024 Budget
This fund records the expenses and revenues
$50M
of the Water enterprise, which provides potable $48M
water for domestic and commercial use and for $46M
fire protection purposes. Revenues are $44M
generated by metered water sales, sales to $42M
other municipalities, various service charges $40M
and wholesale water sales to the Monroe $38M

F15 F18 F21 F24
County Water Authority (MCWA). Most

customers are billed quarterly, except for high $49,378,900.00
volume users that are billed monthly. Category in F24
Appropriation of fund balance increases

$3,509,500 in accordance with planned
capital expenditures
Proposed base and consumption rate
increase of 9.5% generates $3,230,000
incremental revenue in metered water sales
Increased consumption of $1,000,000 in
water metered sales
Upland sales to Monroe County Water
Authority increase $115,000
Delinquent collections increase $79,900
Water service fees increase $55,000
Transfer from Premium & Interest decreases
$21,500

Metered Water Sales $36,294,540 $35,000,000 $34,000,000 $38,230,000
Upland Sales/MCWA $2,459,895 $2,400,000 $2,300,000 $2,415,000
Appropriation of Fund Balance $0 $948,000 $948,000 $4,457,500
Taxes $1,314,720 $1,409,000 $1,343,100 $1,423,000
Interest Earnings $935,453 $950,000 $950,000 $950,000
Other Municipalities $535,506 $530,000 $500,000 $500,000
MCWA Reimbursements $243,000 $243,000 $243,000 $243,000
Service Charges $122,754 $150,000 $150,000 $205,000
Sale of Property & Comp. $19,368 $40,000 $40,000 $40,000
Miscellaneous $15,000 $500 $15,000 $15,000
Use of Money & Property $0 $400 $400 $400
Intergovernmental Federal $879 $0 $0 $0
TOTAL $43,132,537 $42,592,400 $41,411,000 $49,378,900
Summary 21
WAR MEMORIAL FUND War Memorial
2015-22 Actual;
2023 & 2024 Budget
This fund records the expenses and revenues
$2.4M
from the Blue Cross Arena at the War $2.2M
Memorial. The Arena is operated by a private $2M
contractor from whom the City receives $1.8M

$1.6M
monthly rental revenue, a ticket surcharge, and $1.4M
reimbursement for utility expenses. The City $1.2M
also receives funds from naming rights of the $1M

F15 F18 F21 F24
facility. A share of receipts from the City's

portion of the Hotel/Motel Occupancy Tax is $2,319,000.00
credited to this fund. Category in F24

Ticket surcharge revenue increases $350,000
as events increase
Transfer from Premium & Interest declines
$21,000
Property tax support needed to balance the
budget decreases $522,000 as capital
expenditures decrease
WAR MEMORIAL FUND: REVENUE DETAIL

War Memorial Revenue $1,066,649 $1,145,000 $995,000 $1,345,000
Property Tax $322,200 $1,456,400 $1,456,400 $934,400
Hotel/Motel Tax $905,000 $905,000 $905,000 $905,000
Use of Money & Property $61,667 $60,000 $60,000 $60,000
TOTAL $2,378,999 $3,596,400 $3,446,400 $3,253,400
Summary 22
PARKING FUND Parking Fund
2015-22 Actual;
2023 & 2024 Budget
Revenues in this fund are generated from eight
$18M
downtown parking garages, six City owned
$16M
surface lots, and on-street parking meters.
$14M
These revenues are not sufficient to cover
$12M
Parking Fund costs; therefore, a portion of the
property tax is allocated to this fund.
$10M
$8M
F15 F18 F21 F24
$14,030,200.00
Category in F24

$1,517,000 as capital expenditures increase
Revenue decreases to align with projected
demand at the Mortimer Street Garage
$270,000 and the Court Street Garage
$50,400
$212,400
Use of ARPA revenue replacement increases
$123,500 as demand for parking post-
pandemic recovers slowly

Parking Ramps $5,257,988 $5,300,100 $5,406,400 $5,086,000
Intergovernmental Federal $5,000,000 $3,376,500 $3,376,500 $3,500,000
Fines & Forfeitures $2,127,445 $2,291,500 $2,291,500 $2,291,500
Meters $851,773 $1,017,600 $1,017,600 $1,017,600
Appropriation of Fund Balance $1,906,100 $0 $0 $1,517,000
Property Tax $298,600 $298,600 $298,600 $298,600
Parking Lots $253,227 $208,200 $208,200 $208,200
Use of Money & Property $87,733 $68,200 $68,200 $68,200
Miscellaneous $100 $300 $300 $300
TOTAL $16,086,322 $13,163,900 $13,221,100 $14,328,800
Summary 23
CEMETERY FUND Cemetery Fund
2015-22 Actual;
2023 & 2024 Budget
The City owns and operates two cemeteries,
$2.8M
Mt. Hope and Riverside. Revenues in the $2.6M
Cemetery Fund are received from the sale of $2.4M
single graves, lots, mausoleums, interments, $2.2M

$2M
burial service charges, crematory charges, and $1.8M
interest earned on funds set aside for $1.6M
perpetual care. $1.4M

F15 F18 F21 F24
$2,672,500.00
Category in F24
Sale of interment space and other service

fees increase net of $536,400 as burial and
cremation activity has increased
Appropriation of fund balance decreases
$272,600 with lower capital expenditures
Proposed 10% increase to Cemetery fees,
last changed in 2013, results in $78,000
incremental revenue
$8,800 with declining debt service
Property tax needed to balance the budget
decreases $75,600

Property Tax $1,362,900 $1,278,800 $1,278,800 $1,203,200
Sales $977,716 $850,000 $600,000 $1,078,000
Service Charges $781,422 $622,000 $598,600 $740,000
Appropriation of Fund Balance $100,000 $607,600 $607,600 $335,000
Cremation Service Fees $437,961 $357,000 $357,000 $380,000
Miscellaneous $36,050 $80,000 $130,000 $102,000
Interfund Revenue & Transfers $190,000 $0 $0 $0
Intergovernmental State $0 $31,500 $0 $0
TOTAL $3,916,901 $3,972,700 $3,618,300 $3,875,700
Summary 24
PUBLIC MARKET FUND Public Market Fund
2015-22 Actual;
2023 & 2024 Budget
A farmers' market, consisting of three open
$1.2M
sheds and one enclosed shed, is owned and
$1.1M
operated by the City. Rental of shed space
$1M
occurs on an annual, semi-annual, or daily
$900k
basis.
$800k
$700k
F15 F18 F21 F24
$1,116,600.00
Category in F24
Appropriation of fund balance decreases

$26,800
Market fees expected to increase $25,000
Transfer from Premium & Interest increases
$6,600
Property tax needed to balance the budget
increases $59,100

Property Tax $815,200 $803,100 $803,100 $862,200
Appropriation of Fund Balance $50,900 $176,800 $176,800 $150,000
Embellishment Fees $50,037 $50,000 $51,900 $51,900
TOTAL $1,791,532 $1,913,000 $1,914,900 $1,978,800
REFUSE FUND Refuse Fund
2015-22 Actual;
2023 & 2024 Budget
Rochester’s refuse collection and disposal costs
$33M
are financed principally from the proceeds of $32M
user fees. Separate rates are charged for $31M
residential and commercial services. Residential $30M

$29M
fees are included with the property tax bills $28M
and commercial accounts receive separate $27M
quarterly bills. $26M

F15 F18 F21 F24
$32,639,400.00
Category in F24
Summary 25

$1,574,600 with planned capital
expenditures
Proposed 3% commercial rate increase
results in $211,000 incremental revenue
Increased commercial activity results in
$208,000 increase in revenue
Delinquent residential collections expected
to increase $129,200 due to more favorable
collection rates
Current residential collections decline
$58,000
Code enforcement violation revenue
expected to increase $50,000 with
conversion to full time staffing model
$11,300

Current Collections $21,788,843 $22,731,500 $22,739,300 $22,681,300
Commercial Charges $3,984,709 $3,800,000 $3,700,000 $4,119,000
Taxes $2,588,498 $2,501,000 $2,188,500 $2,317,700
Miscellaneous $109,466 $66,200 $55,000 $55,000
Sale of Property & Comp. $0 $10,000 $10,000 $10,000
TOTAL $30,171,383 $31,366,400 $30,535,900 $32,639,400
LOCAL WORKS FUND Local Works Fund
2015-22 Actual;
2023 & 2024 Budget
Revenues to support street cleaning, snow and
$26M
ice control services, and hazardous sidewalk $25M
replacement are derived from front footage $24M
assessments. These assessments are charged $23M
with the property tax bill. Other revenues $22M
include reimbursements from New York State $21M
for snow and ice control on highways and, if $20M

F15 F18 F21 F24
required, an appropriation from the Local

Works fund balance. $25,964,100.00
Category in F24
Summary 26

$2,895,600 with planned capital
expenditures
Delinquent tax collection declines $110,100
Current collections increase $104,900
$2,200

Current Collections $19,041,996 $19,137,500 $19,136,000 $19,240,900
Taxes $1,590,677 $1,541,600 $1,573,500 $1,463,400
State Reimbursements - Snow & Ice Control $78,264 $75,000 $75,000 $75,000
Miscellaneous $284 $0 $0 $0
TOTAL $22,486,832 $23,143,200 $23,075,900 $25,964,100
Summary 27
SUMMARY: REVENUE
Property Tax Computation and Analysis

The property tax is the second largest source of revenue to the City. The fundamental equation
for the property tax is: (Tax Rate × Assessed Value/1000) = Tax Levy. In Rochester, this
fundamental equation is modified in two significant ways.

First, according to Article 19, § 1903 of the New York State Real Property Tax Law, Rochester’s levy
is apportioned between Homestead and Non-Homestead classes of property. (Homestead
properties, generally, are one, two, and three family residences. Non-Homestead properties are all
others.) That is, separate tax rates for Homestead and Non-Homestead properties are applied to
the separate assessment rolls for each class of property. The following display distinguishes the
tax information for each class of property. The apportionment of the levy between the classes
reflects the state mandated adjustment as calculated by the formula specified by Article 19. This
adjustment occurs from year to year and is commonly called “the Shift”. Further details regarding
this split are provided here https://www.tax.ny.gov/pdf/publications/orpts/homestead.pdf .

Secondly, because the Rochester City School District is not permitted under law to levy a property
tax, the City does so on behalf of the District for funding education purposes. The City also levies
a property tax on its own behalf for funding municipal government purposes. While technically
two separate tax levies (and, due to differing exemption provisions, based upon separate and
unequal assessment rolls), the City and School property tax collections are accounted for within
the City Budget as a combined total. The District receives its portion of the taxes collected subject
to subdivision 5-b of Chapter 57 of the Laws of 2007, referred to as the Maintenance of Effort for
the Big 4 school districts in NYS. This distribution is displayed as an interfund transfer (“Negative
Revenue”) elsewhere in the Revenue Summary. The following display shows the combination of
the separate City and School tax rates and impacts in a consolidated presentation. It is this
consolidated rate that is most commonly referred to in discussion of the “City property tax.”
Detailed information on the calculation of each property tax follows.

The 2023-24 STAR revenue of $6,354,500 is applied as a credit to the tax levy after the tax rate has
been determined.
Summary 28
PROPERTY TAX RATES & BURDEN
The assessed value for a typical single family residence (Homestead) in 2023-24 is $87,900. The
assessed value for a typical commercial property (Non-Homestead) in 2023-24 is $307,200.
COMPUTATION OF CITY 2023-24 PROPERTY TAX LEVY
Summary 29
COMPUTATION OF SCHOOL 2023-24 PROPERTY TAX LEVY
Expenses and revenues related to the City School District are located within the School District
Budget, not the City Budget. Exceptions are: (1) the City’s $119.1 million funding of the District
(shown as a negative fund transfer in the City’s Revenue Summary) and (2) the property tax
collection estimate within the City Budget that represents collection of City and School taxes. The
debt service revenue allocation listed below is debt service that is treated as a current expense
(i.e. lease/installment purchases) and debt service related to obligations of the Facilities
Modernization Program.
Summary 30
COMPUTATION OF PROPERTY TAX REVENUE FOR THE GENERAL
FUND
PROPERTY TAX CAP
On June 24, 2011, New York State enacted a property tax cap that imposes a limit on the annual
growth of property taxes levied by local governments to 2% or the rate of inflation, whichever is
less. The calculation of the basic cap of up to 2% is subject to several exclusions or modifications.
The calculation is adjusted by a tax base growth factor reflecting the “quantity change” in taxable
property values in the base year which is reflective of actual physical changes including new
construction. The levy limit is further impacted by the level of change for In Lieu of Tax Payments
(PILOTs). The increase in PILOTs for 2023-24 at the revised homestead and non-homestead tax
rates results in increased revenue of approximately $87,300. The cap calculation is also adjusted
by any pension contribution increases that exceed two percentage points of covered payroll.
There is no adjustment for the Police & Fire Retirement System contributions in 2023-24. The final
adjustment in the calculation is the ability of a local government to use a carryover of up to 1.5%
of any unused tax levy growth from the prior year calculation. The tax levy was not increased in
2022-23 which provides a carry-over in 2023-24 in the amount of $3,253,737. For 2023-24, the
allowable levy growth factor is 2% as published by the NYS Office of the Comptroller. The resulting
allowable total tax levy increase for 2023-24 is $9,100,788. No increase to the property tax levy is
proposed for 2023-24.
Summary 31
STAR
Beginning in 1998-99, New York State enacted the School Tax Relief Program (STAR) within section
425 of the Real Property Tax Law. The program provides an exemption from property taxes for
owner-occupied primary residences. There are two types of STAR programs: The first, called
Enhanced STAR, is for property owners 65 years of age or older, with incomes of $93,200 or less.
The second, called Basic STAR, is for all other home owners regardless of age with incomes less
than $250,000 for the STAR exemption and less than $500,000 for the STAR credit.

The Board of Real Property Services may establish special equalization rates that may result in
revised STAR exemption amounts if the determined STAR exemption is 5% or more different than
the previous year’s exemptions. Approximately 4,249 property owners will benefit from the
existing Enhanced STAR program and 11,876 property owners for the Basic STAR program in 2023-
24 on their property tax bill. Properties purchased since February 1, 2015 receive a STAR check
directly from NYS instead of receiving a credit on their tax bill. The amount of the benefit will be
the same. Current STAR exemption recipients will not be impacted as long they continue to own
their current home and earn under $250,000. Individuals making between $250,000 and $500,000
are only eligible for the STAR credit and therefore can only receive their credit directly from NYS.
Beginning in 2020-21, NYS began denying Basic STAR exemptions and credits to property owners
with delinquent property taxes.

Eligible property owners for the 2023-24 program receive up to a $50,170 and $18,490 assessment
exemption for the Enhanced program and Basic program respectively. The exemption levels for
2022-23 were $50,180 and $20,100. For large cities with fiscally dependent school districts, the
enacting legislation assumed 67% of the combined tax rate to be for school purposes. Beginning
in 2011-12, the maximum STAR savings can’t exceed more than 2% of the prior year maximum
savings. The maximum savings in 2022-23 for the Enhanced and Basic programs were $813 and
$345 respectively. The 2023-24 maximum STAR savings remains at $813 for the Enhanced program
and decreases to $343 for the Basic program.

The actual calculation of the dollar savings from the STAR exemption is determined subsequent to
the determination of the City and School tax rates. The revenue from the STAR program is not
counted in determining the tax rates.

The process is as follows: First, the tax levy is determined. Second, the tax rates are calculated
based on the levy and the assessed values. Third, the actual amount of the tax levy billed is
reduced by the aggregate of the City and School exemption values applied against the City and
School tax rates. Fourth, NYS reimburses the City for the reduced billing.
Summary 32
The calculation of the 2023-24 STAR revenue estimate to be reimbursed from the state for those
enrolled in the original STAR program is as follows:
ASSESSED VALUE - CHANGES
Summary 33
ASSESSED VALUATION - HISTORIC
TAX COLLECTION EXPERIENCE
The following tables are all billings on the tax file. Items billed include: ad valorem taxes,
residential refuse charges, local works charges, local improvements, property rehabilitation
charges, municipal code fines, special assessment district charges, delinquent water charges, and
supplemental and omitted taxes.
Summary 34
CONSTITUTIONAL OPERATING TAX LIMIT
The State Constitution, Article VIII, Section 10, limits the maximum amount of real property taxes
that can be raised for operating purposes. The limit is 2% of the five-year average of full valuation
of taxable real property. The total taxable assessed valuation for school purposes is the assessed
value used for this calculation. The limit pertains to cities of 125,000 or more inhabitants, except
New York City, which has a limit of 2.5%.

The levy subject to the limit is equal to the total tax levy (City and School) minus appropriations
for debt service (with a few exceptions) and budgetary appropriations for which a period of
probable usefulness have been determined by law (Cash Capital).

The State Constitution also limits the maximum amount of real property taxes raised for debt
service. This is described within the Capital section of the City Budget.
Summary 35
COMPUTATION OF CONSTITUTIONAL TAX LEVY MARGIN FOR FISCAL
YEAR 2023-24
Summary 36
LOCAL GOVERNMENT EXEMPTION IMPACT REPORT
Summary 37
Summary 38
SUMMARY: EXPENDITURES

EXPENSE CHANGES - CITYWIDE
The 2023-24 Proposed Budget of $674,686,100 increases expenditures by $30,529,050, 4.7% more
than the 2022-23 Amended Budget. Details of these and other expense changes are found in
Departmental sections of the document.
SUMMARY BY DEPARTMENT

City Council $4,539,167 $4,734,500 $6,398,400 $7,359,300
Administration: Mayor's Office $4,640,787 $8,414,400 $13,590,550 $13,107,400
Administration: Office of Management and Budget $720,325 $866,000 $877,300 $939,200
Administration: Human Resource Management $2,363,480 $2,473,500 $3,051,500 $3,356,500
Administration: Law $2,310,534 $2,484,100 $2,779,800 $2,908,100
Administration: Communications $2,969,205 $3,193,000 $3,285,900 $3,430,200
Information Technology $7,396,628 $8,798,400 $9,214,900 $9,306,300
Finance $10,247,698 $11,375,100 $12,126,400 $12,928,000
Neighborhood and Business Development $12,961,765 $24,431,500 $27,791,600 $29,268,700
Environmental Services $87,855,823 $89,651,000 $95,009,800 $99,836,100
Emergency Communications $14,558,466 $15,700,400 $16,368,000 $17,130,500
Police $99,881,530 $110,684,200 $108,649,300 $109,534,100
Fire $57,091,075 $58,626,500 $58,834,400 $61,335,000
Library $11,939,501 $12,718,200 $13,189,500 $13,451,300
Recreation and Human Services $15,198,262 $21,466,600 $23,871,900 $25,485,800
Undistributed $165,236,396 $167,595,900 $170,942,300 $171,065,200
Contingency $0 $266,100 $266,300 $100,000
Debt Service $37,227,146 $40,331,100 $40,331,100 $43,403,400
Cash Capital $28,688,000 $37,578,100 $37,578,100 $50,741,000
TOTAL $565,825,786 $621,388,600 $644,157,050 $674,686,100
SUMMARY BY MAJOR OBJECT

Personnel Expenses $401,385,913 $425,242,500 $434,011,600 $450,018,500
Materials & Supplies $14,651,554 $15,910,200 $16,685,446 $17,130,500
Services $78,592,772 $101,171,200 $113,141,893 $118,246,500
Other $88,193,619 $96,205,800 $97,555,111 $107,037,700
Intrafund Credit -$7,320,137 -$7,707,300 -$7,445,300 -$7,792,200
Interfund Credit -$9,677,935 -$9,433,800 -$9,791,700 -$9,954,900
TOTAL $565,825,786 $621,388,600 $644,157,050 $674,686,100
Summary 39
APPLICATION OF RELATED EXPENDITURES
The table below shows appropriations for each department or major subdivision and related
expenditures that are found elsewhere in the Budget. The City’s budgeting and accounting
systems place employee benefits, capital items, and debt in separate departments for monitoring
and control purposes. This display distributes those expenses to the department to which they
are judged most closely related. In this fashion, a sense of the overall expense level for a given
department can be approximated. Intrafund credits, where applicable, have been subtracted from
the department’s budget to reflect net planned expenditures.
Summary 40
FUND ACCOUNTING
In accordance with generally accepted accounting principles, the City records financial
transactions of its operations in various funds, each of which is a separate entity. Funds that do
not generate sufficient revenues from operations are supported by property tax revenue.
Following is a description of the funds and a table summarizing transactions in these funds during
2023-24.
General Fund is Rochester's principal fund and includes all operations not contained in other
funds.
Animal Control Fund includes the operation of Animal Control. Under Article 7 of the
Agriculture and Markets Law, licensing and impoundment fees, fines and penalties are
deposited in this fund and are used solely for animal control purposes.
Library Fund includes operations of the Central and Community libraries. Under Section 259 of
the Education Law, all moneys received from taxes or other public sources for library purposes
are to be maintained in a separate fund.
Local Works Fund includes street cleaning, roadway plowing and salting, sidewalk plowing, and
hazardous sidewalk replacement. Revenues are derived primarily from front footage charges to
property owners for services rendered.
Water Fund includes water production, treatment, and distribution.
War Memorial Fund includes the Blue Cross Arena at the Rochester War Memorial operations.
Parking Fund includes operations of Rochester's parking garages, lots, and meters.
Cemetery Fund includes operations of Mt. Hope and Riverside Cemeteries.
Public Market Fund includes the operations of Rochester's Public Market.
Refuse Fund includes refuse collection and disposal operations.
Summary 41
SUMMARY: BUDGET AMENDMENTS

PRIOR YEAR BUDGET AMENDMENTS: 2022-23
The adopted budget may, under certain circumstances, be amended by City Council. Upon written
recommendation of the Mayor, City Council may transfer unencumbered balances from one
department to another. The transfer is done by passage of an ordinance which can amend
multiple budgets. Examples of amendments are the transfer from Contingency to the
departments for purposes of a wage settlement and the transfer of funds from a department with
a surplus to one with a deficit. In addition, revenues from any source other than the property tax
can be appropriated by City Council upon recommendation of the Mayor. Usually this occurs upon
receipt of a grant and entails increasing both expense and the offsetting revenue. The 2022-23
Budget amendments are summarized by department and by individual ordinance, which indicates
the appropriation of additional revenue.
Summary 42
AMENDMENTS BY DEPARTMENT
Summary 43
AMENDMENTS BY ORDINANCE
Summary 44
*Appropriation of additional revenue
Summary 45
SUMMARY: MULTI-YEAR PROJECTION

INTRODUCTION
The multi-year projection is a forecast of revenues and expenditures for City purposes only. It
does not include a forecast for the City School District.

The multi-year projection is not a prediction of future events. Instead, the projection illustrates
the City's fiscal condition over the next five years based on existing trends and specified
assumptions. As indicated in the forecast below, a gap for all funds of approximately $88.8 million
is expected for 2024-25. This gap accumulates to $156.3 million in 2028-29.

Summary 46
REVENUE
Property Tax
In recognition of the unusually high property tax burden that City taxpayers currently bear, and to
stay competitive with other residential and commercial locations, the multi-year projection
assumes a constant property tax levy.

Sales Tax
Sales Tax revenue is expected to increase 5.5% compared to the 2022-23 budget, which is in
proportion with current inflation and consumer spending levels. Future taxable sales tax growth
rates are assumed at 2.5% for 2024-25 through 2028-29 as the Rochester economy remains strong
post pandemic. A rise in new auto sales relative to last fiscal year and a local unemployment rate
lower that the national average is expected to continue into the future.

City School District

The City revenue allocation to the City School District is assumed constant at $119.1 million.

Intergovernmental
The following actions are assumed of the Federal Government:
Community Development Block Grant funding is assumed to be constant for 2023-24 to 2028-
29.
American Rescue Plan revenue is built into these projections in annual amounts equal to
corresponding expenditures.

The following actions are assumed of the New York State Government:
Aid and Incentives to Municipalities (AIM) is assumed to be constant for 2023-24 to 2028-29.
Consolidated Highway Improvement Program funds continue at a maintenance of effort level.

The following actions are assumed of Monroe County:

Continued funding of the emergency communications system.
Continued funding at Central Library.

Fees and Enterprise Revenues

The multi-year projection assumes a 0% rate increase for major service charges (water, refuse
collection, local works levy).

Other Revenues
Use of General Fund surplus in the multi-year projection will be at least 1% of all funds operating
budget expenditures from the two fiscal years prior. This projection assumes a similar pattern for
2024-25 to 2028-29.
Summary 47
EXPENSE
A significant portion of the projected expenditures are the mandated contribution to the New York
State Retirement System. Retirement expense reflects projections based on the most recent
information from the New York State Retirement System and amounts to $48.6 million for 2023-
24.

The incremental impact of the retroactive payments made due to the recent Locust Club
arbitration award and settling the IAFF contract will occur in 2024-25. For future years it is
assumed that contracts will be settled more timely.
Inflation is also responsible for significant pressure on projected expenditures. The Consumer
Price Index (CPI) is projected to level off at 3.0% for 2023-24 through 2028-29. The effects of
inflation on the operating budget are direct and immediate, resulting in increased costs for
employee wages and salaries, construction projects, materials, and other services. Cost increases
based on expected inflation rates and current labor agreements are reflected in the multi-year
expense projection.
Summary 48
The multi-year projection assumes a constant level of services. Only programmatic and service
changes currently known are recognized. The constant services approach does not take into
account changes in the demand for service.

Expenditure forecasts for Cash Capital and Debt Service are based on the City's 2024-28 Capital
Improvement Program. The projected debt service reflects previously proposed but not borrowed
and new projects in the Capital Improvement Program.

A significant and growing impact on the projected expenditures is for medical costs for both
current employees and for retirees. Projected costs for active employee hospitalization and
medical insurance assume a 3.75% increase annually. Projections for retiree hospitalization and
medical insurance assume a 5% increase annually.
Summary 49
CLOSING THE GAP
A funding gap is anticipated for each year of the projection. Since New York State Law requires
that municipalities prepare balanced budgets, it is necessary that actions be taken to eliminate
the gap. Actions are likely to be a combination of the revenue and expenditure options listed
below.

Revenue Options
Because adjustments to existing taxes (except property taxes) have been included in the
projection, revenue options are limited to the following:
Intergovernmental aid and grant increase
New tax or user fees authorizations
Property tax increase
Service charge increases

Expenditure Options
Major expenditure options to eliminate the gap are to:
Improve productivity – Through improved use of technological advances and innovative
management techniques, cost reductions can be realized without reducing service levels
Consolidate services with other units of government
Negotiate savings in collective bargaining agreements
Invest in capital projects with a return on investment
Gain relief from State mandates
Investigate opportunities to outsource city-provided services
Reduce service – If the options above are not sufficient to eliminate the funding gap, service
reductions or eliminations will be required
Summary 50
CITY COUNCIL & CLERK
FY 2023-24 Proposed Budget
MISSION STATEMENT
The Office of the City Council supports the City of Rochester’s Mission, Vision, and Values and
governs the City through the enactment of local laws, ordinances, and resolutions. It has nine
members elected to overlapping four-year terms, with four elected from districts and five from the
City At-Large. The President of City Council is elected by members of Council and presides over its
meetings.

The Office of the City Clerk supports the City of Rochester’s Mission, Vision and Values and
maintains official records of the proceedings of City Council, issues many City licenses, and
performs marriage ceremonies.

The Police Accountability Board (PAB) supports the City of Rochester’s Mission, Vision and Values.
The PAB’s mission is to create accountability, transparency, and systemic change within the
Rochester Police Department. The PAB is committed to centering community voices in reimagining
public safety.
DEPARTMENTAL HIGHLIGHTS
The Office of the City Council includes the members of the City Council and appropriations for
Council research, support staff, and other related expenses. As the legislative branch of City
government, City Council works in conjunction with the Mayor and his administration to ensure a
balanced government.

The Office of the City Clerk prepares the agendas for City Council meetings, records the
proceedings, and prints and distributes the minutes. It prints supplements and amendments to
the City Code and Charter. The Office advertises public hearings and notifies the Secretary of
City Council & Clerk 1

State of changes in local laws. Licensing receives applications and payments for licenses including
but not limited to businesses, occupations, marriages, dogs, passport applications, fire alarm
permits, and burglar alarm permits. It prepares related reports for City, County, and State
agencies.

The PAB provides a transparent and accountable process for the community to evaluate patterns,
practices, policies, and procedures of the Rochester Police Department (RPD). The PAB will
conduct fair and unbiased investigations into alleged police misconduct.

CITY COUNCIL CITY CLERK & POLICE
LICENSING ACCOUNTABILITY
BOARD
Customers: Customers: Customers:

All those who currently or External: All those who External: All those who
potentially could live, visit, currently or potentially currently or potentially
or do business in the City could live, visit, or do could live, visit, or do
of Rochester business in the City of business in the City of

Rochester Rochester, all who come in
Critical Processes: Internal: City of Rochester contact with the Rochester
Works in conjunction with Departments Police Department
the Mayor's Office to pass
Internal: City Council,
laws and govern the city
Corporation Counsel, City
Sets fiscal policies and Critical Processes: of Rochester Police
approves all spending, Prepares the agendas for Department
whether for operations City Council meetings,
(e.g., salaries) or capital records the proceedings, Critical Processes:

items such as major and prints and distributes Accepts complaints of
equipment purchases, the minutes alleged police misconduct
street repairs, or other Ensures all City Council involving sworn officers of
public improvements meeting agendas, the Rochester Police
Proposes new programs at legislation, certified Department
the suggestion of city ordinances, and meeting Provides a transparent and
residents minutes are posted online accountable process for the
Responds annually to to allow for ready community to evaluate the
thousands of constituent accessibility to constituents patterns, practices, policies
requests and the general public and procedures of the RPD
Makes decisions regarding Prints supplements and Conducts fair and unbiased
the following: dividing city amendments to the City investigations into alleged
into election districts; Code and Charter police misconduct involving
approving City real estate Advertises public hearings sworn officers of the
transactions; issuing and notifies the Secretary Rochester Police
municipal bonds; approving of State of changes in local Department
fees and charges, such as laws Engages with the
taxicab rates; creating Receives and processes community of Rochester to
Special Assessment applications and payments educate residents about
Districts; adopting Home for numerous licenses and public safety and bring
Rule Messages involving U.S. Passports awareness on how to file
State enabling legislation; Prepares reports with complaints with the PAB
confirming City department licensing information for Works with the community
heads and volunteer City, County, and State of Rochester to reimagine
members of City Boards agencies public safety
and Commissions; Performs civil marriage
conducting an annual ceremonies
independent audit of the
City's finances; and

investigation of all City
departments, with access
to all records, compelling
testimony, and issuing
subpoenas

STRATEGIC INITIATIVES
Rochester Rochester Mayors Mayors

2034 2034 Priorities Priorities Projected
Unit Description KPIs Completion
alignment alignment Supported Supported
Date
Primary Secondary Primary Secondary
Public
engagement -
Inform citizens
of the legislative
process via
traditional
media and new
media vehicles;
Partner with
City BCC-2 BCC-4
Continuously Increase
departments to Building
improve City resident Towards a
elicit citizen 1, 2, 3,
City Council 8, 9 Hall public engagement in Prosperous Ongoing
input; Engage
citizens in outreach and City decision- Future
communication making
public policy
of City services. processes.
discourse;
Solicit input
from citizens
through direct
communication
with Council
related to
proposed
legislation
Champion the
Rochester 2034
Plan - Act as
advocates and
IMP-1 IMP-2 Use
representatives Implement Rochester
of the 2034 Building
Rochester 2034 2034 to inform Towards a
City Council goals and 5, 6 Ongoing
through City City budgets Prosperous
initiatives and
Code and and Future
introduce and procedures. programming.
approve
legislation
supportive of
Rochester 2034
Amplify
community
voice - Draft
legislation to
address key
concerns of the
residents and
oversee
implementation
of programs like CNP-2
Continue to BCC-3 Improve
the Zoning City Hall
promote the Building
Alignment Plan systems to Towards a
City of
City Council to best meet 4, 5, 7 make them Prosperous Ongoing
neighborhood Rochester as a
premier place more inclusive Future
needs and and accessible.
to live, work,
priorities.
and visit.
Partner with
other levels of
government to
support
legislation and
initiatives
beneficial to the
Rochester
community
PHS-1
Continue
building
connections
Seek alternative Promoting
responses to and Equity,
City Council 5, 6 partnerships Public Safety Ongoing
public safety Inclusion &
with the
matters Social Justice
community to
enhance public
safety efforts
and impacts.
Prioritize City ECN-2 Support ECN-4

resources to existing and Continue to
Building
support help/incentivize support and Towards a
Economic
City Council economic 5, 6 new attract job- Empowerment Prosperous Ongoing
recovery in the neighborhood generating Future
city businesses. economic
development.
HSG-6 Develop
and implement
Research and middle
implement new neighborhoods Building
policies and strategies that Towards a Strengthening
City Council investments 5, 6 expand Prosperous Neighborhoods Ongoing
related to homeownership Future
housing and build
community
wealth.

Projected
Unit Description KPIs 2034 2034 Priorities Priorities
Completion
Primary Secondary Primary Secondary Date
PHS-5 Improve
understanding SCC-1 Improve
of community conditions for
health students to
conditions, ensure a
needs, service Building
healthy and Youth Towards a
City Council Invest in youth 5, 6 provision and nurturing Development Ongoing
Prosperous
access in the environment for
Future
city, and use to learning that is
improve access targeted at key
and overall success
community indicators.
health.
Collaborate with BCC-2
IT and the SC-4 Improve Continuously
municipal
Project improve City Building
technology to Towards a
Clerk's Office Management Hall public
and Licensing 10-25 better serve the Prosperous Ongoing
Office to make outreach and
more licenses city, residents, communication Future
stakeholders,
obtainable and of City
and others.
renewable services.
Work with IT
and the Project BCC-3 Improve
Enhance the City Hall
Management City’s Building
Clerk's Office Office to systems to Towards a
transparency, Ongoing
and Licensing develop a make them Prosperous
efficiency, and
system to make more inclusive Future
accountability. and accessible.
legislation more
accessible
PHS-1
Continue
building
connections
Implement Promoting
Police comprehensive and Equity, First
Accountability 26, 31 partnerships Public Safety Quarter
language Inclusion &
Board with the
access plan Social Justice
community to
enhance public
safety efforts
and impacts.
PHS-1
Continue
Continue PAB building
awareness connections
Police about public and
30, 31, Strengthening First
Accountability safety & 35 partnerships Public Safety Neighborhoods Quarter
Board complaint- with the
related community to
communications enhance public
safety efforts
and impacts.
PHS-1
Continue
building
connections
Create and Promoting
Police implement and Equity, Fourth
Accountability 28, 29 partnerships Public Safety Quarter
ongoing training Inclusion &
Board with the
for all PAB staff Social Justice
community to
enhance public
safety efforts
and impacts.
PHS-1
Continue
building
connections
Police Continue to and Strengthening
Accountability accept 26, 27 partnerships Public Safety Neighborhoods Ongoing
Board complaints with the
community to
enhance public
safety efforts
and impacts.
PHS-1
Continue
building
Establish a
three-member connections
Promoting
Police panel for PAB and Equity,
Accountability 28 partnerships Public Safety Ongoing
Board Inclusion &
Board with the
investigative Social Justice
reviews community to
enhance public
safety efforts
and impacts.
PHS-1
Ensure full Continue
cooperation building
with all connections
investigations, Promoting
Police 28, 29, and Equity,
Accountability including 33, 34, partnerships Public Safety Ongoing
through use of Inclusion &
Board 35 with the
Memorandums Social Justice
community to
of enhance public
Understanding safety efforts
and impacts.

Projected
Completion
PHS-1
Continue
Produce
ongoing building
investigation- connections
Promoting
Police related reports 28, 29, and Equity,
Accountability 34 partnerships Public Safety Ongoing
as required by Inclusion &
Board Article XVIII of with the
Social Justice
the Rochester community to
City Charter enhance public
safety efforts
and impacts.
KEY PERFORMANCE INDICATORS (KPIS)
Activity or Function Key Performance Indicator FY2022 Actual FY2023 Estimated FY2023 Budget FY2024 Proposed
City Council 1. Public meetings held N/A 124 84 110
2. Speak to Council
City Council attendance N/A 300 200 200
3. Public hearings
City Council attendance N/A 10 25 10
City Council 4. Letters of support N/A 12 12 12

5. Legislation proposed by
City Council Council N/A 20 12 12
6. Legislation approved by
City Council Council N/A 425 400 400
7. Proclamations/Certificates
City Council of Recognition issued N/A 200 10 200
8. Budget hearings
City Council participants N/A 10 40 40
9. Interpreting services
City Council provided at meetings N/A 80 60 60
Clerk’s Office and Licensing 10. Dog 2,286 2,650 3,031 2,651
Clerk’s Office and Licensing 11. Marriage 1,471 1,500 1,449 1,600
Clerk’s Office and Licensing 12. Duplicate Marriage 1,534 1,870 1,850 1,880
Clerk’s Office and Licensing 13. Commissioner of Deeds 108 125 175 130
Clerk’s Office and Licensing 14. Business 836 764 764 800
Clerk’s Office and Licensing 15. Hack Plates 96 94 96 95
Clerk’s Office and Licensing 16. Taxicab drivers 131 104 109 114
Clerk’s Office and Licensing 17. Other taxicab 262 94 93 96
Clerk’s Office and Licensing 18. Animal and Poultry 27 19 48 20
Clerk’s Office and Licensing 19. Domestic Partnerships 193 200 218 205
Clerk’s Office and Licensing 20. Alarm permits 2,810 4,850 5,717 5,000
Clerk’s Office and Licensing 21. Handicapped parking 920 700 860 750
Clerk’s Office and Licensing 22. Marriage ceremonies 259 266 266 276
Clerk’s Office and Licensing 23. Passports 338 400 200 425
Clerk’s Office and Licensing 24. Corn Hill parking 249 235 299 240
Clerk’s Office and Licensing 25. Cobbs Hill Dog Park 153 130 142 140
26. Number of complaints
Police Accountability Board received directly by PAB 480 350 480 350
27. Number of complaints

Police Accountability Board closed by PAB (non- N/A 100 N/A 135
investigable)
28. Number of full
investigations completed
Police Accountability Board 125 5 125 90
(findings and decisions
submitted)
29. Average length of
Police Accountability Board investigations (days) 90 200 90 90
30. Number of
communications-related
Police Accountability Board N/A N/A N/A 75
activities conducted by the
PAB
31. Number of community
Police Accountability Board outreach and awareness 60 130 60 100
events held by the PAB
32. Number of policy
Police Accountability Board recommendations published 5 2 5 4
33. Total number of

Police Accountability Board oversight investigations 6 2 6 7
34. Number of systemic

Police Accountability Board issue reports investigated N/A N/A N/A 3

35. Percentage of
Police Accountability Board complainants satisfied (%) N/A 95 75 80
PROGRAM AND SERVICE LEVEL CHANGES
The Police Accountability Board (PAB) is now located at 245 E. Main Street, Rochester, NY. Its
operating hours are 8am to 5pm with extended hours of operation on Thursdays, 5pm to 8pm (by
appointment only). During 2023-24 the PAB will begin to conduct Board reviews, and will continue
to accept complaints and conduct investigations.

In 2023-24, the structure of the PAB will be reorganized to reflect current workload, including a
reduction of 27 vacant positions. The financial year to year comparison below states a reduction
of $10,000 due to this restructuring. This calculation is a net reduction that accounts for a 2022-23
transfer of $1,250,000 from PAB to Neighborhood and Business Development for investments in
addiction treatment and housing solutions for the unhoused.
APPROPRIATION BY MAJOR OBJECT

Materials & Supplies $154,191 $26,300 $34,600 $17,000
Services $1,867,698 $1,086,400 $1,239,100 $2,815,200
Other $0 $0 $1,136,000 $0
TOTAL $4,539,167 $4,734,500 $6,398,400 $7,359,300
APPROPRIATION BY ACTIVITY

CITY COUNCIL $1,227,154 $1,274,600 $1,693,700 $2,959,000
CITY CLERK $408,827 $478,000 $575,400 $670,700
LICENSING $280,736 $253,900 $307,000 $311,000
ELECTION EXPENSE $4,671 $0 $0 $0
POLICE ACCOUNTABILITY BOARD $2,617,779 $2,728,000 $3,822,300 $3,418,600
TOTAL $4,539,167 $4,734,500 $6,398,400 $7,359,300
YEAR TO YEAR COMPARISON
Change Detail Change

Salary & Wage Adjustment $103,700
Inflation, Chargebacks, Miscellaneous $33,600
City Council funding increases to allow Council discretion and flexibility to quickly meet community needs as they arise $1,237,400
Clerk's Office funding added for forthcoming Zoning Code changes $38,000
City Council funding added for travel, dues, office supplies, and printing $20,000
Additional interpreter funding for City Council meetings $19,000
Additional funding for WXXI production of City Council meetings $13,200
Clerk's Office funding added for Council Proceedings publication $5,000
Clerk's Office training funding added $1,000
Net year to year expense reduction from PAB restructuring, accounting for 2022-23 transfer to NBD for community needs -$10,000
NYS grant for PAB expenses does not recur -$500,000
$960,900

PERSONNEL SUMMARY: FULL TIME
SubBureau or Activity Position Name Bracket FY 2023 Budgeted FY 2024 Proposed

City Council Chief of Staff 36 1.00 1.00
Legal Counsel to City Council/Police
City Council 33 1.00 1.00
Accountability Board
City Council Deputy Chief of Staff 30 1.00 1.00
Legislative Communications
Coordinator
City Council Legislative Assistant 22 0.00 3.00
City Council Legislative Assistant 20 3.00 0.00
Executive Assistant to City
Council/Bilingual
City Council President-City Council* FX 1.00 1.00
City Council Vice President-City Council* FX 1.00 1.00
City Council Council Member* FX 7.00 7.00
City Clerk City Clerk 35 0.00 1.00
City Clerk City Clerk 33 1.00 0.00
City Clerk Deputy City Clerk 30 1.00 1.00
City Clerk Senior Legislation Coordinator 22 0.80 1.00
City Clerk Legislation Coordinator 18 2.00 2.00
City Clerk Receptionist to City Clerk/Bilingual 13 1.00 1.00
Licensing Assistant Deputy City Clerk - Licensing 28 0.00 1.00
Supervisor of Clerk's Licensing
Licensing 26 1.00 0.00
Services
Licensing Senior Legislation Coordinator 22 0.20 0.00
Licensing Senior Legislative Clerk / Licensing 11 1.00 1.00
Licensing Legislative Clerk / Licensing 9 3.00 3.00
Police Accountability Board Executive Director 33 1.00 1.00
Police Accountability Board Deputy Executive Director 32 1.00 1.00
Police Accountability Board Accountability Inspector V 30 3.00 0.00
Police Accountability Board Director of Investigation/Attorney III 30 0.00 1.00
Police Accountability Board Accountability Inspector IV 28 3.00 0.00
Police Accountability Board Chief of Public Affairs 28 1.00 0.00
Police Accountability Board Director of Case Management 28 0.00 1.00
Police Accountability Board Director of Operations 28 0.00 1.00
Police Accountability Board Director of Policy 28 0.00 1.00
Director of Public Affairs & Community
Police Accountability Board 28 0.00 1.00
Engagement
Police Accountability Board Manager of Administrative Services 28 1.00 0.00
Police Accountability Board Staff Attorney II 28 0.00 1.00
Police Accountability Board Press Officer 27 1.00 1.00
Police Accountability Board Accountability Inspector III 26 9.00 0.00
Police Accountability Board Oversight Manager 26 0.00 2.00
Police Accountability Board Webmaster 25 1.00 0.00
Police Accountability Board Associate Digital Media Specialist 24 1.00 0.00
Deputy Chief of Community
Engagement
Police Accountability Board Director of Staff Support 24 1.00 0.00
Police Accountability Board Accountability Inspector II 23 10.00 0.00
Police Accountability Board Digital Forensic Analyst 23 0.00 2.00
Police Accountability Board Investigator 23 0.00 6.00
Police Accountability Board Policy Data Analyst 23 0.00 2.00
Police Accountability Board Community Engagement Manager 22 0.00 1.00
Professional Development & Training
Manager
Police Accountability Board Supervising Case Manager 22 0.00 1.00
Police Accountability Board Accountability Inspector I 18 14.00 0.00
Police Accountability Board Case Manager 18 0.00 2.00
Police Accountability Board Case Manager/Bilingual 18 0.00 2.00
Police Accountability Board Community Engagement Specialist 18 0.00 1.00

Police Accountability Board Secretary to the PAB 18 1.00 1.00
Police Accountability Board Youth Intervention Specialist 18 1.00 0.00
Police Accountability Board Clerk II 9 4.00 0.00
Police Accountability Board Youth Intervention Aide 9 3.00 0.00
85.00 58.00
*Elected Officials in City Council are listed as full time positions but are not included in the
citywide full time head count summaries.
PERSONNEL SUMMARY: OTHER THAN FULL TIME
Position Name City Council Police Accountability Board

FTE
Legislative Aide/Part-Time 4.50 0.00
Language Access Coordinator/Part-Time 0.00 0.50
Webmaster/ Part-Time 0.00 0.50
FTE 4.50 1.00

ADMINISTRATION
PURPOSE
Administration performs the City's executive and central support functions. These include
managing City departments, implementing policies for affirmative action, resolving and preventing
chronic quality of life, nuisance and disorder issues, preparing and administering the annual
budget and capital programs, providing centralized personnel, civil service, and communications
functions, distributing information, examining and evaluating City programs, and attending to the
legal business of the City.
ORGANIZATION
MAYOR'S OFFICE
Click here to view the Mayor's Office budget.
OFFICE OF MANAGEMENT AND BUDGET
Click here to view the budget of the Office of Management and Budget.
HUMAN RESOURCE MANAGEMENT
Click here to view the Human Resource Management budget.
Administration 1
COMMUNICATIONS
Click here to view the Communications budget.
LAW
Click here to view the Law Department budget.
Administration by Major Object

Services $3,812,929 $6,428,900 $11,294,550 $10,490,100
Intrafund Credit -$84,208 -$87,200 -$87,200 -$102,800
TOTAL $13,004,330 $17,431,000 $23,585,050 $23,741,400
Administration by Dept

MAYOR'S OFFICE $4,640,787 $8,414,400 $13,590,550 $13,107,400
OFFICE OF MANAGEMENT AND BUDGET $720,325 $866,000 $877,300 $939,200
HUMAN RESOURCE MANAGEMENT $2,363,480 $2,473,500 $3,051,500 $3,356,500
COMMUNICATIONS $2,969,205 $3,193,000 $3,285,900 $3,430,200
LAW DEPARTMENT $2,310,534 $2,484,100 $2,779,800 $2,908,100
TOTAL $13,004,330 $17,431,000 $23,585,050 $23,741,400
Administration 2
MAYOR'S OFFICE
Click here to return to the Administration overview
MISSION STATEMENT
Mayor’s Office Administration: To make Rochester the best mid-sized city in the U.S. in which to
live, raise a family, visit and grow a business. Our city will be renowned for its safe neighborhoods,
vibrant economy, educational excellence, customer service, and commitment to equity.

Office of Violence Prevention: To support the City of Rochester’s Mission, Vision, and Values with a
focus on outreach and channeling residents of all ages likely to be involved in serious violence,
either as a victim or offender, towards an array of community resources. This highly motivated
team establishes essential linkages among service providers, participating residents and their
families.

Office of Public Integrity: To support the City of Rochester’s Mission, Vision, and Values by
enhancing public confidence and trust in City government by making it more transparent, efficient,
and accountable. The Office is a means for City government to ensure all City employees are
committed to integrity, ethical behavior, legal compliance, and accountability.

Project Management Office: To support the City of Rochester’s Mission, Vision, and Values by
ensuring that enterprise-level technology projects are implemented within schedule, scope, and
budget. In collaboration with our stakeholders and customers, we strive to further their
understanding of Project Management and promote best practices that enable the City of
Rochester to successfully manage projects and deliver value to our customers.
Office of City Planning: To support the City of Rochester’s Mission, Vision, and Values and to
oversee the implementation of the Rochester 2034 Comprehensive Plan through
interdepartmental coordination, data, mapping, analysis, project and development review, and
community engagement to inform policy development and land use planning for the well-being of
the city and its neighborhoods.

Office of Financial Empowerment (OFE): To support the City of Rochester’s Mission, Vision, and
Values by advancing financial empowerment initiatives that promote access to safe and affordable
Administration 3
banking, financial education and counseling, asset building, and consumer financial protection.
Through 2026, the OFE will focus its efforts for three priority audiences: Youth, Entrepreneurs, and
low-to-moderate income renters pursuing homeownership.

ORGANIZATION
The Mayor's Office grew during 2022-23 and into 2023-24 with the expansion of the Office of
Violence Prevention, the Office of Financial Empowerment, and other key targeted positions.
Federal American Rescue Plan Act (ARPA) funding provides resources for the Peacemaker
Fellowship program whose staff directly engage with at-risk adults in the community to
encourage positive behavior and reduce involvement in violence. Funding for direct City staff
ends December 2024 per U.S. Treasury guidelines.
ARPA funds are also being deployed via contract with twenty organizations in the community
under the umbrella of the Rochester Peace Collective. These twenty organizations along with
other collaborating entities will work together to reduce violence throughout the city of
Rochester. Funding for contracts must be obligated by December 2024 and fully spent by
December 2026 per U.S. Treasury guidelines.
The Office of Financial Empowerment expands by two full time positions to provide additional
services to the community as individuals, families, and small businesses work to increase their
savings and create financial stability.
Oversight of implementation of Racial and Structural Equity (RASE) recommendations continued
in 2022-23 and additional funds and projects are planned for 2023-24.
A Manager of Emerging Initiatives is added to support the City's efforts around homelessness,
cannabis, healthy food accessibility, and other issues that arise.
A Director of Emergency Management is added to ensure the City is prepared to manage and
respond to a natural disaster or other emergency.
Administration 4
MAYOR'S OFFICE OFFICE OF PUBLIC OFFICE OF VIOLENCE
ADMINISTRATION INTEGRITY PREVENTION

External: All who currently External: All who currently External: Youth and adults
or potentially could live, or potentially could live, at risk of or involved in
work, visit, or do business work, visit, or do business serious violent incidents,
in the city of Rochester in the city of Rochester families of violent youth or
Internal: City Council and Internal: City of Rochester in a crisis involving youth,
City departments administration, community service

departments, and providers, community-at-
Critical Processes: employees large
Oversee all City
Internal: City of Rochester
departments Critical Processes: administration
Develop programs and Conduct administrative
policies investigations Critical Processes:

Prepare operating and Conduct internal audits Monitor high risk youth and
capital budgets Conduct external audits if a adults through regular
Continuously improve relationship exists with the meetings and
performance of all City City communication
operations Educate employees and Mediate violent conflicts
Manage City’s constituents Provide presentations on
intergovernmental relations anti-violence and gang
Represent the City to all issues
constituencies and monitor Provide service linkages
satisfaction with City
services
Administration 5
PROJECT OFFICE OF CITY OFFICE OF
MANAGEMENT PLANNING FINANCIAL
OFFICE EMPOWERMENT

External: All users of public External: Local, state, and External: All who currently
facing City systems federal government, city or potentially could live,
Internal: City of Rochester residents, businesses, work, visit or do business in
administration, neighborhood groups, the City of Rochester. Youth
departments, and City community service under age 18,
Council providers, nonprofit entrepreneurs, low to

organizations, institutions moderate income renters
Critical Processes: Internal: City of Rochester Internal: City of Rochester
Manage projects including administration and administration
implementation of departments
technology projects
Critical Processes:
Provide portfolio Critical Processes: Pursue, develop, and
management including Foster implementation of sustain initiatives that
identification and selection Rochester 2034 through empower low-income
of technology projects coordination with various residents to stabilize their
Provide input to change City departments and finances, build wealth, and
management and release community partners create economic mobility
management Lead or assist in the Build community
Provide leadership and completion of plans and partnerships to build
support to business units studies that inform capacity of financial
Provide organizational decisions and policies, empowerment initiatives
change management including long-range Provide support and
leadership and support planning and near-term resources to small
Provide support for training planning and businesses and aspiring
implementation entrepreneurs seeking Kiva
Create GIS and web-based loans
tools that serve City staff Secure funding for financial
and the community empowerment initiatives
Lead and support strategic including Kiva, Rochester
initiatives that lead to Financial Empowerment
growth, development, and Center, and Summer Jobs
revitalization Connect
Engage with the community Seek and create national
during project and policy and local opportunities to
development gather and share financial
empowerment best
practices and strategies

2034 2034 Priorities Priorities Projected
Unit Description KPIs Completion
Date
Allocate funds to Enhance the
City departments City’s
Economic Fourth
Administration to implement 1 transparency, Empowerment Quarter
RASE efficiency, and
recommendations accountability.
Administration 6
Projected
Completion
Proceed with sale Enhance the

of up to five City- City’s Building
Towards a Fourth
Administration owned and 2 transparency, Quarter
Prosperous
operated parking efficiency, and
Future
garages accountability.
Increase City
government BCC-2
Continuously
responsiveness,
improve City
provide excellent
Hall public Strengthening
Administration service to the 3, 4 Neighborhoods Ongoing
public, and outreach and
communication
proactively
of City
address
services.
constituent needs
Monitor ARPA
project spending Enhance the
City’s Building
to ensure re- Towards a
Administration allocation and full 5 transparency, Ongoing
Prosperous
spend down efficiency, and
Future
within Treasury accountability.
timeframe
ECN-6
Seek and create Establish a ECN-7 Focus
national or local culture of on market
opportunities to collaboration research,
gather and share among Anchor data, and
Office of Financial financial Institutions and analysis to Economic
Empowerment empowerment 6 drive Empowerment Ongoing
other regional
best practices partners in economic
and strategies to order to better development
promote learning drive positive decisions and
and growth economic programming.
change locally.
ECN-6
Expand reach Establish a ECN-7 Focus
and effectiveness culture of on market
of financial collaboration research,
empowerment among Anchor data, and
Office of Financial initiatives to Institutions and analysis to Economic
Empowerment underserved 7, 8, 10 drive Empowerment Ongoing
other regional
residents through partners in economic
targeted outreach order to better development
and partnership drive positive decisions and
building economic programming.
change locally.
ECN-6
Establish a ECN-7 Focus
culture of on market
Identify and research,
establish collaboration
among Anchor data, and
sustainable
Office of Financial Institutions and analysis to Economic
Empowerment funding sources 9 drive Empowerment Ongoing
other regional
for financial economic
empowerment partners in
order to better development
initiatives
drive positive decisions and
economic programming.
change locally.
Continually
update Risk
Enhance the
Assessment to City’s Building
Office of Public reflect updated Towards a
11-17 transparency, Ongoing
Integrity programs and Prosperous
efficiency, and
risks in City Future
accountability.
programs and
operations
SC-4a
Continue to
deploy and
promote online
tools and open
data to the
maximum
Develop IT Building
capabilities and extent possible Towards a
Office of Public
Integrity increase open 15 and become a Prosperous Ongoing
recognized
data availability Future
leader in
sharing data in
informative,
easy to use,
and compelling
ways with the
public.
PMP-1a
Update the
zoning code
Update the regulations
zoning code and and map to Promoting
Office of City map to align with reflect the Economic Equity,
Planning 18-20 Empowerment Ongoing
the vision and vision Inclusion &
direction of expressed in Social Justice
Rochester 2034 the Character
Areas of the
Placemaking
Plan.
IMP-1
Implement Implement
Rochester 2034 Promoting
Office of City Rochester Economic Equity,
Planning through City 20-22 Empowerment Ongoing
2034 through Inclusion &
Code and
City Code and Social Justice
procedures procedures.
Administration 7
Projected
Completion
PMP-7c
Continue to
Implement implement
existing small existing small Promoting
Office of City area plans while area plans Economic Equity,
Planning supporting 23, 24 while Empowerment Inclusion & Ongoing
additional studies supporting Social Justice
and plans additional
studies and
plans.
AC-3 Increase
access to
Implement the
City Arts Policy public art and Promoting
Office of City cultural Strengthening Equity,
through the 25 Ongoing
Planning resources in Neighborhoods Inclusion &
Percent for the
an equitable Social Justice
Arts Program
and culturally
sensitive way.
Work with NBD to
implement Land
SC-4 Improve
Management municipal
permitting and technology to Building
Project inspection system better serve Towards a
Management with a focus on 26-29 Ongoing
the city, Prosperous
Office optimizing the residents, Future
current processes stakeholders,
and developing and others.
automated
integrations
Implement new
software to
replace aging
Mainframe
systems and thus
provide more SC-4 Improve
efficiency and municipal
automation for technology to Building
Project Towards a
Management City better serve
Departments, 26-29 Prosperous Ongoing
Office the city,
such as online residents, Future
self-service, stakeholders,
enhanced and others.
reporting
capabilities, and
automated
workflow
processes
Develop Project
Management
SC-4 Improve
Office best municipal
practices and technology to Building
Project standard better serve Towards a
Management implementation 26-29 Ongoing
the city, Prosperous
Office methodology to residents, Future
implement stakeholders,
projects on and others.
budget and on
schedule
PHS-1
Continue
building
connections
Grow and
Office of Violence develop the and Strengthening
Prevention 34 partnerships Public Safety Neighborhoods Ongoing
Rochester Peace
with the
Collective
community to
enhance public
safety efforts
and impacts.
PHS-5
Improve
PHS-1 understanding
Continue of community
Reduce violence building
in the city of health
connections conditions,
Rochester
and needs, service
Office of Violence through partnerships Strengthening
Prevention 30-35 provision and Public Safety Neighborhoods Ongoing
innovative City with the
programming and access in the
community to city, and use
collaboration with
enhance public to improve
external partners safety efforts access and
and impacts. overall
community
health.
PHS-5
Improve
PHS-1 understanding
Continue of community
building health
Conduct
enhanced connections conditions,
outreach to the 30, 31, and needs, service
Office of Violence 32, 34, partnerships Strengthening
Prevention community to provision and Public Safety Neighborhoods Ongoing
35 with the access in the
strengthen
communities community to city, and use
enhance public to improve
safety efforts access and
and impacts. overall
community
health.
Administration 8
Key Performance FY2023 FY2024

Activity or Function FY2022 Actual FY2023 Budget
Indicator Estimated Proposed
1. Number of RASE
Administration recommendations 8 16 N/A 12
implemented
Administration 2. Public Garages sold 0 0 N/A 4
Administration 3. Calls to Mayor's Office N/A N/A N/A 3,800
Administration 4. Emails to info@COR N/A N/A N/A 9,000
5. Citywide ARPA funds
Administration 6 35 N/A 95
spent or encumbered (%)
6. External organizational
Office of Financial Empowerment partnerships formalized 34 34 20 34
and sustained
7. Beneficiaries returning
Office of Financial Empowerment for financial empowerment 78 70 50 60
services and offerings (%)
8. Kiva loans administered
to underserved Rochester
area businesses including
Office of Financial Empowerment minority and women owned 33 18 20 20
businesses as well as to
entrepreneurs with a
subprime credit score
9. External funds leveraged
Office of Financial Empowerment to support new and existing 666,450 820,000 300,000 300,000
financial empowerment
programs ($)
10. Cumulative financial
Office of Financial Empowerment gains of financial 1,760,110 1,500,000 1,000,000 1,000,000
empowerment initiative
participants ($)
Office of Public Integrity 11. Audits completed 9 12 12 12
12. Audit findings and
Office of Public Integrity 12 10 15 15
recommendations
13. Ethics awareness
training sessions
14. Audit recommendations
Office of Public Integrity implemented (% of total 100 75 75 75
recommendations)
15. Customer satisfaction
Office of Public Integrity with audit results is good 4 4 4 4
(4.0) or higher
16. Investigations
completed
17. Investigative findings
and recommendations
18. % of total Zoning Map
Office of City Planning public work sessions 100 N/A N/A N/A
conducted
19. % of total Zoning
Office of City Planning Alignment Project public N/A 50 50 100
meetings conducted
20. Percent of Zoning Code
Office of City Planning sections reviewed and 90 100 100 N/A
aligned with Rochester
2034 (%)
21. Residents participating
Office of City Planning in capacity-building 40 N/A N/A N/A
workshops
22. City departments
Office of City Planning assisted with KPI alignment 86 100 100 N/A
with Rochester 2034 (%)
23. Plans, studies and
Office of City Planning initiatives conducted or 12 15 15 15
supported
24. Land use development
Office of City Planning 25 25 25 25
reviews conducted
25. Appropriations for
Office of City Planning public art through the 236 236 236 271
Percent for the Arts
program ($ thousands)
26. Requirements met by
Project Management Office 95 98 90 95
the solution (%)
27. Deliverables on time
(%)
28. Deliverables on budget
(%)
29. project success rates
(budget and schedule) (%)
Administration 9
30. Number of victims of
Office of Violence Prevention violence engaged in N/A 750 750 750
interventions (includes
mediations, curriculum)
31. Number of participants
Office of Violence Prevention engaged in violence N/A 750 750 1,200
prevention efforts
Office of Violence Prevention 32. Uplifts completed N/A 3 4 4
33. Change in number of
Office of Violence Prevention shootings year over year N/A -10 -10 -10
(%)
34. Number of local
Office of Violence Prevention organizations collaborating N/A 45 25 50
with the Office of Violence
Prevention
35. Number of Community
Office of Violence Prevention Engagement and Outreach N/A N/A N/A 5,000
hours completed

Services $1,589,012 $4,094,900 $8,622,150 $7,710,400
TOTAL $4,640,787 $8,414,400 $13,590,550 $13,107,400

MAYOR'S OFFICE ADMINISTRATION $1,557,719 $2,644,900 $3,836,850 $4,885,500
OFFICE OF PUBLIC INTEGRITY $598,244 $619,800 $662,600 $731,900
OFFICE OF VIOLENCE PREVENTION $665,447 $3,942,700 $7,763,900 $5,713,000
OFFICE OF FINANCIAL EMPOWERMENT $793,037 $267,800 $267,800 $535,600
PROJECT MANAGEMENT OFFICE $640,345 $569,700 $640,000 $684,600
OFFICE OF CITY PLANNING $385,995 $369,500 $419,400 $556,800
TOTAL $4,640,787 $8,414,400 $13,590,550 $13,107,400

ARPA Guaranteed Basic Income program - two cohorts will receive payments in 2023-24 $1,050,000
ARPA Peacemaker Fellowship funds adjusted for full year of programming $259,700
Four full time Community Outreach Specialists added midyear in the Office of Violence Prevention's Pathways to Peace program $212,400
Two full time positions added in Office of Financial Empowerment including a Director to provide strategic focus and oversight
and a Financial Empowerment Coordinator to expand financial product offerings $150,000
Full time Director of Emergency Management added to prepare for natural disaster or other emergency $123,300
Two Sr. Field Coordinators added midyear for Advance Peace leadership and oversight of school-based Pathways to Peace
program $116,900
Full time Manager of Emerging Initiatives added to support City's efforts around homelessness, cannabis, and healthy food
accessibility $109,000
Include a portion of Percent for the Arts funding in the operating budget for performance art $100,000
Full time Principal Staff Assistant midyear in Office of Violence Prevention for oversight of administrative functions $103,000
Funding added in Office of Public Integrity for audit software $40,000
Funding added for designated interpreter for Mayor's events $16,000
RASE funding added to support public safety intern program $10,100
One Community Outreach Specialist added midyear 2022-23 to support Urban League grant $0
Reduction in Office of Neighborhood Services professional services based on actual need -$46,100
Administration 10
Net change in Living Cities grant -$49,800

New York State grant for Rochester Historical Society does not recur -$50,000
New York State grant for Pathways to Peace anti-violence initiative does not recur -$50,000
Net change in Center for Financial Empowerment Grant -$75,000
Eliminated five part time Youth Intervention Aides as a result of new full time Community Outreach Specialists -$100,700
Financial Empowerment grants from ESL and M&T do not recur -$119,300
City School district Pathways to Peace grants are not assumed to recur -$500,600
Portion of $5,000,000 ARPA funds for Peace Collective carries into the new year, resulting in an overall decrease in funding year
to year -$2,069,500
-$483,150

Mayor's Office Administration Mayor FX 1.00 1.00
Mayor's Office Administration Deputy Mayor FX 1.00 1.00
Mayor's Office Administration Chief of Staff 36 1.00 1.00
Director of Special Projects &
Mayor's Office Administration Education Initiatives 34 1.00 1.00
Mayor's Office Administration Director of Emergency Management 33 0.00 1.00

Mayor's Office Administration Chief Legislative Coordinator 32 0.00 1.00
Mayor's Office Administration Executive Staff Assistant IV 31 1.00 0.00
Mayor's Office Administration Assistant to Mayor 29 1.00 1.00
Mayor's Office Administration Manager of Emerging Initiatives 29 0.00 1.00
Mayor's Office Administration Executive Staff Assistant III 27 1.00 1.00
Mayor's Office Administration Supervisor of Administrative Services 26 1.00 1.00
Mayor's Office Administration Executive Assistant to the Mayor 25 1.00 1.00
Mayor's Office Administration Assistant to Chief of Staff 22 0.00 1.00
Mayor's Office Administration Secretary to Deputy Mayor/Bilingual 20 1.00 1.00
Mayor's Office Administration Assistant to Chief of Staff 18 1.00 0.00
Mayor's Office Administration Constituent Services Specialist 18 0.00 1.00
Mayor's Office Administration Constituent Services Specialist 16 1.00 0.00
Mayor's Office Administration Executive Staff Assistant I 16 1.00 1.00
Office of Financial Empowerment Director of Financial Empowerment 27 0.00 1.00
Financial Empowerment Initiatives
Office of Financial Empowerment Coordinator 23 1.00 2.00
Coordinator of Business and Asset

Office of Financial Empowerment Development 18 1.00 1.00
Office of Financial Empowerment Kiva Capital Access Manager 12 1.00 1.00

Office of Public Integrity Director, Office of Public Integrity 34 1.00 1.00
Office of Public Integrity Principal Field Auditor 28 1.00 1.00
Office of Public Integrity Senior Field Auditor 23 2.00 2.00
Office of Public Integrity Senior Field Auditor/Investigations 23 1.00 1.00
Office of Public Integrity Executive Assistant 20 1.00 1.00
Project Management Office Director of Project Management 33 1.00 1.00
Project Management Office Program Manager 31 0.00 1.00
Project Management Office Business Analyst III/Project Manager 29 2.00 0.00
Project Management Office Project Manager III 29 0.00 1.00
Project Management Office Business Analyst II 27 0.00 1.00
Project Management Office Business Analyst II/Project Manager 27 2.00 0.00
Project Management Office Project Manager II 27 0.00 1.00
Project Management Office Business Analyst I 25 0.00 1.00
Project Management Office Technical Project Manager I 25 1.00 0.00
Office of City Planning Manager of City Planning 30 1.00 1.00
Office of City Planning Assistant Manager of City Planning 28 0.00 1.00
Office of City Planning Associate Administrative Analyst 26 1.00 0.00
Office of City Planning Sr. City Planner 24 1.00 1.00
Office of City Planning City Planner 21 1.00 1.00
Office of Violence Prevention Executive Staff Assistant IV 31 1.00 1.00
Administration 11
Office of Violence Prevention Principal Staff Assistant 29 0.00 1.00

Office of Violence Prevention Manager of Violence Prevention 26 1.00 1.00
Coordinator of the Office of
Office of Violence Prevention Neighborhood Safety 24 1.00 1.00
Office of Violence Prevention Executive Staff Assistant II 23 0.00 1.00

Violence Prevention Community
Office of Violence Prevention Coordinator 22 1.00 0.00
Office of Violence Prevention Sr. Field Coordinator 20 0.00 4.00

Office of Violence Prevention Community Intervention Specialists 18 0.00 5.00
Office of Violence Prevention Field Coordinator 18 3.00 1.00
Office of Violence Prevention Neighborhood Change Agent 12 4.00 4.00
Office of Violence Prevention Clerk II 9 2.00 2.00
45.00 57.00
Position Name Administration City Planning Project Management Public Integrity Violence Prevention
FTE
College Junior Intern 0.70 0.00 0.20 0.00 0.00
Assistant to the Managers of Planning &
0.00 0.35 0.00 0.00 0.00
Zoning/On-Call/Temporary
Graduate Intern 0.30 0.00 0.00 0.00 0.00
Street Outreach Worker/Part-Time/Bilingual 0.00 0.00 0.00 0.00 1.00
Street Outreach Worker/Part-Time 0.00 0.00 0.00 0.00 4.00
Research Assistant/On-Call/Temporary 1.00 0.00 0.00 0.00 0.00
Special Assistant to the Mayor/On-Call 0.20 0.00 0.00 0.00 0.00
Integrity Compliance Officer/Part-Time 0.00 0.00 0.00 0.50 0.00
Neighborhood Change Agent/Part-Time 0.00 0.00 0.00 0.00 1.00
FTE 2.20 0.35 0.20 0.50 6.00
Administration 12
OFFICE OF MANAGEMENT & BUDGET
Click here to return to Administration overview
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values through the collection, analysis, and
evaluation of data and by providing information, forecasts, and recommendations for the use of
City resources with the goal of ensuring that limited resources are aligned with strategic priorities.
OMB launched its first online budget book in 2023-24, and will continue to evaluate opportunities
for improvement that utilize the OpenGov tool and new website capabilities. OpenGov dashboards
are being developed to provide financial summaries and other information.
CUSTOMERS CRITICAL PROCESSES
External: Prepares and administers the City’s

Those who currently, or could potentially, operating budget and capital budgets
live, work, visit, or do business in the city of Develops the City’s long-range fiscal plans
Rochester Conducts studies of City departments to
Internal: improve service delivery and cost
City of Rochester Administration, City of effectiveness
Rochester departments, City Council Sets standards of measurement and
performance
Mayors Mayors
Rochester 2034 Rochester 2034 Projected
Description KPIs Priorities Priorities
alignment alignment Supported Supported Completion
Primary Secondary Date
Primary Secondary
PMP-1c Develop
mechanisms and
relationships
within City
departments that
elevate the
holistic
Evaluate all budget-related
placemaking
content and identify Promoting
opportunities for improvement approach in Economic Fourth
1-10 Equity, Inclusion
that utilize OpenGov and new investment and Empowerment & Social Justice Quarter
development
website capabilities
review decisions,
including
development of
the annual
Capital
Improvement
Program.
Administration 13
Mayors Mayors
alignment alignment Completion
Supported Supported
Continue to maintain a
Enhance the
sustainable expense base
through budget control, 1, 2, 3, 4, 5, City’s Building Towards
transparency, a Prosperous Ongoing
efficiency, and participation in 8, 9, 10
efficiency, and Future
countywide shared service
accountability.
discussions
Enhance the
Support the Mayor’s efforts to
City’s Building Towards
pursue federal, state, and 1, 4, 5 transparency, Ongoing
private funding to enhance a Prosperous
efficiency, and Future
City programs and initiatives
accountability.
BCC-4 Increase BCC-2

resident Continuously
engagement in improve City Hall Building Towards
Provide community budget
6 City decision- public outreach a Prosperous Ongoing
input opportunities Future
making and
processes. communication of
City services.
Key Performance Indicator FY2022 Actual FY2023 Estimated FY2023 Budget FY2024 Proposed
1. General Fund Reserves as % of GF expenditures 25.9 22.9 20.4 21.4
2. Budget growth (%) 5.2 9.6 9.6 4.7
3. Total property tax levy ($000) 187,637 187,637 187,637 187,637
4. General Fund Surplus ($000,000) 8.8 6.4 5.9 6.7
5. Non-property tax revenue ($000) 437,483 477,741 455,688 501,855
6. Number of community members providing direct
2,196 3,206 4,000 4,000
input to the budget preparation process
7. General fund cash capital funding as a % of total
4.6 5.5 5.4 5.5
General Fund budget
8. Variance between actual and budgeted General
Fund revenues (negative indicates lower revenue 5.2 5.7 0.5 0.5
collections) (%)
9. Variance between actual and budgeted General
Fund expenditures (negative indicates 1.5 3.6 0.5 0.5
overspending) (%)
10. % of Constitutional tax limit used 78 64 64 50

Personnel Expenses $704,857 $741,800 $744,900 $801,100
Services $9,573 $118,200 $125,000 $130,500
TOTAL $720,325 $866,000 $877,300 $939,200

MANAGEMENT AND BUDGET ANALYSIS $720,325 $866,000 $877,300 $939,200
TOTAL $720,325 $866,000 $877,300 $939,200

$61,900
Administration 14
Position Name Bracket FY 2023 Budgeted FY 2024 Proposed

Director 36 1.00 1.00
Assistant Director 32 0.00 1.00
Assistant Director 31 1.00 0.00
Senior Budget & Policy Analyst 30 0.00 1.50
Principal Staff Assistant 29 1.50 1.00
Senior Administrative Analyst 24 1.00 1.00
Sr. Management Analyst 23 2.00 1.00
Assistant to the Budget Director 18 1.00 1.00
7.50 7.50
Position Name OMB

FTE
Administrative Analyst/Part-Time 0.50
FTE 0.50
Administration 15
HUMAN RESOURCE MANAGEMENT
MISSION STATEMENT
The Department of Human Resource Management supports the City of Rochester’s Mission, Vision,
and Values, as well as RASE Recommendations and Rochester 2034 by strategically:
• Recruiting, selecting, developing, and retaining employees;
• Creating an equitable, diverse, talented, and dynamic workforce;
• Providing collaborative human resource solutions;
• Encouraging and recognizing workforce excellence; and
• Supporting an environment where expectations are clear, documented, and communicated
ORGANIZATION
In 2023-24 the Department of Human Resource Management will continue to focus on several key
initiatives:
Implement a system that defines employee expectations, department needs, and operational
policies and procedures
Develop a succession planning framework that promotes employee self-identification of career
goals and interests
Improve hiring practices that enhance the areas of recruitment, retention, promotion, and
training
Administration 16
CUSTOMERS
External: Job applicants; state & federal agencies; vendors; bargaining units
Internal: City of Rochester employees and retirees; City of Rochester departments

CRITICAL PROCESSES
Staffing and Recruitment

Training and Development
Affirmative Action Administration
Administer Safety Management
Auditing and processing payrolls
Provide Labor Relations Management
Provide Benefits Management Administration
Maintain Data Integrity/Records Management and Retention
Conduct Civil Service Exam Administration and Development
Rochester 2034 alignment Mayors Priorities Projected

Description KPIs
Primary Supported Primary Completion Date
Implement employee onboarding with
Workday that incorporates a one-year cycle ECN-4 Continue to support
that defines the expectations, departmental 1 and attract job-generating Economic Empowerment Fourth Quarter
needs, operational policies, and procedures economic development.
for the employee life cycle
Develop a Citywide succession planning
framework that will include: documenting of
business processes, expanding the use of
Workday to identify workforce gaps for
succession planning, expanding the use of
Enhance the City’s
Workday to allow employees to review their 2 Economic Empowerment Fourth Quarter
transparency, efficiency, and
KSAs (Knowledge, Skills, and Abilities)
accountability.
compared to position requirements of jobs
they are interested in, and development of a
program that encourages and facilitates
employee self-identification of career goals
and ability to explore their interests further
PHS-1 Continue building
connections and
Work with Public Safety departments to
1, 2, 3, 7, 8, 9 partnerships with the Public Safety Ongoing
improve the hiring processes to maximize
community to enhance
efficiency public safety efforts and
impacts.
Continue to collaborate with City
departments to develop and support targeted WRK-3 Focus workforce
strategies in the areas of recruitment, 1, 2, 3, 5, 6, 7, 8, 9 development efforts on Economic Empowerment Ongoing
retention, promotion, development, vulnerable populations.
succession planning, and training
1a. Diversity of new hires compared to city of
Rochester demographics (%): African American (% 52.6 49.2 46.3 50.1
in community is 39.8%)
1b. Diversity of new hires compared to city of
Rochester demographics (%): Caucasian (% in 30.6 32.3 34.1 31.4
community is 36.1)
1c. Diversity of new hires compared to city of
Rochester demographics (%): Hispanic (% in 14.5 16.4 16.6 16.4
community is 19.7)
1d. Diversity of new hires compared to city of
Rochester demographics (%): Asian / Pacific 1.9 2.99 2.8 2
Islander (% in community is 4.1)
1e. Diversity of new hires compared to city of
Rochester demographics (%): Native American / 0.1 0.1 0.2 0.1
Alaskan Native (% in community is 0.4)
Administration 17
1f. Diversity of new hires compared to city of

Rochester demographics (%) - Gender Ratio of new 46.2/53.8 39.6/60.4 41.7/58.3 43.5 /56.5
hires (Females/Males is 41.7/58.3 in the community)
2a. Diversity of City Workforce compared to city of
Rochester demographics: (%) African American (% 31.7 32.2 31 32
in community is 39.8)
2b. Diversity of City Workforce compared to city of
Rochester demographics: (%) Caucasian (% in 52.9 52.2 52.8 51.5
community is 36.1)
2c. Diversity of City Workforce compared to city of
Rochester demographics (%): Hispanic (% in 13.2 13.5 14 14.5
community is 19.7)
2d. Diversity of City Workforce compared to city of
Rochester demographics (%): Asian / Pacific 1.9 1.9 1.9 1.9
Islander (% in community is 4.1)
2e. Diversity of City Workforce compared to city of
Rochester demographics (%): Native American / 0.3 0.2 0.3 0.1
Alaskan Native (% in community is 0.4)
2f. Diversity of City Workforce compared to city of
Rochester demographics (%) - Gender ratio of new 33.9/66.1 34.6/65.2 34.8/65.2 34.9/65.1
hire (Female/Male is 41.7/58.3 in the community)
3. Full time positions filled internally (%) 76.2 62.6 64 63.5
4. OSHA reportable injuries 0.041 0.044 0.044 0.04
5. Training hours per employee 84.47 80 30 85
6. Number of applications received 11,132 7,500 8,500 8,000
7. Percentage of probationary reviews completed on
time (%) 20 45 40 50
8. Number of Job Advertisements/Union Postings

Issued 309 440 N/A 400
9. Number of Civil Service Exams Administered 36 52 N/A 60

Services $238,204 $307,400 $449,000 $520,200
TOTAL $2,363,480 $2,473,500 $3,051,500 $3,356,500

DHRM ADMINISTRATION $710,800 $897,900 $961,600 $1,137,700
CIVIL SERVICE $288,135 $266,300 $462,400 $426,600
LABOR RELATIONS $217,585 $148,100 $241,200 $242,100
STAFFING SERVICES $277,949 $185,200 $351,700 $378,700
BENEFITS $346,568 $376,600 $380,000 $317,000
TRAINING & SAFETY $250,801 $309,500 $309,500 $328,500
PAYROLL $271,642 $289,900 $345,100 $525,900
TOTAL $2,363,480 $2,473,500 $3,051,500 $3,356,500
YEAR TO YEAR CHANGE

Replace Human Resources Legacy Database $76,000
$305,000
Administration 18
Federal Department of Labor regulations support the addition of a Human Resource Consultant II
to ensure that the City of Rochester is consistent with all Leave of Absence processes and the
work is centralized in the Department of Human Resource Management.

Director of Human Resource
Administration 36 1.00 1.00
Management
Deputy Director of Human Resource
Management
Administration Chief Equity Officer 28 0.00 1.00
Administration Application Services Analyst II 27 0.00 1.00
Administration Manager of Diversity Equity & Inclusion 26 1.00 0.00
Administration Application Services Analyst I 25 1.00 0.00
Administration Application Services Developer 23 1.00 1.00
Administration Human Resource Consultant II 21 1.00 1.00
Administration Administrative Assistant 16 1.00 1.00
Administration Human Resource Assistant 16 1.00 1.00
Civil Service Senior Human Resource Consultant 24 1.00 1.00
Civil Service Human Resource Consultant I 18 1.00 1.00
Civil Service Human Resource Assistant 16 1.00 1.00
Civil Service Project Assistant 12 1.00 1.00
Civil Service Clerk II/Bilingual 9 1.00 1.00
Staffing Services Associate Director of DHRM 31 0.00 1.00
Staffing Services Principal Staff Assistant 29 1.00 0.00
Staffing Services Staffing Consultant II/Bilingual 21 0.00 1.00
Staffing Services Human Resource Consultant I 18 1.00 0.00
Staffing Services Staffing Consultant 18 1.00 2.00
Staffing Services Staffing Consultant/Bilingual 18 1.00 0.00
Staffing Services Human Resource Associate/Bilingual 12 1.00 1.00
Labor Relations Manager of Labor Relations 32 1.00 1.00
Labor Relations Labor Relations Specialist 24 1.00 1.00
Labor Relations Clerk II 9 1.00 1.00
Benefits Administration Benefits Manager 29 1.00 1.00
Benefits Administration Benefits Specialist 23 1.00 1.00
Benefits Administration Human Resource Consultant II 21 1.00 0.00
Benefits Administration Human Resource Assistant 16 0.00 1.00
Benefits Administration Project Assistant 12 1.00 0.00
Benefits Administration Clerk II 9 1.00 1.00
Training & Safety Employee Safety Coordinator 25 1.00 1.00
Training & Safety Training Manager 24 1.00 1.00
Training & Safety Project Assistant 12 1.00 1.00
Training & Safety Safety Associate 9 1.00 1.00
Payroll Payroll Systems Supervisor 27 1.00 1.00
Payroll Application Services Analyst I 25 0.00 1.00
Payroll Associate Accountant 24 1.00 1.00
Payroll Application Services Developer 23 1.00 0.00
Payroll Human Resource Consultant II 21 0.00 2.00
Payroll Payroll Assistant 17 1.00 1.00
34.00 35.00
Administration 19
Position Name Civil Service DHRM Administration

FTE
Clerk III/Typing/Part-Time 0.00 1.00
College Junior Intern 0.00 0.50
Youth Worker/Part-Time 0.00 0.10
Examination Supervisor/Part-Time/Temporary 0.50 0.00
Examination Administrator/Part-Time 0.50 0.00
Exam Proctor/Part-Time 0.33 0.00
FTE 1.33 1.60
Administration 20
COMMUNICATIONS
MISSION STATEMENT
Information and Graphic Services:

To support the City of Rochester’s Mission, Vision, and Values by providing information to the
public about the City, its priorities and its initiatives across multiple communications platforms.

Special Events:
To support the City of Rochester’s Mission, Vision, and Values by producing and supporting a
diverse array of cultural programming designed to enhance a strong sense of community, attract
residents and visitors, promote economic development, and market Rochester as a vibrant
destination for entertainment and the arts.

ORGANIZATION
The Bureau will work cross-departmentally to oversee a project to reimagine and redesign the City
website and convert it to a cloud-based platform for managing and hosting the site.
Communications added a Digital Content Specialist to oversee the implementation of the new
website as well as ongoing content governance, technical maintenance, and continued
functionality of the City’s website.

To support the administration's effort to focus investment on its employees to improve culture,
communications, and define what it means to be a City employee, the Communications Bureau is
Administration 21
adding a staff member dedicated to providing communications support to internal-focused
initiatives, and employee-centered activities and programs. The goal of the new position is to
improve alignment and coordination of formal communication between departments, increase
efficiency and effectiveness of communications to internal audiences, increase effectiveness of
City initiatives by improving consistency of internal communications, and ultimately foster a
positive employee environment and culture, and an improved focus on customer service.

The Bureau will finalize a project to simplify the online special event permit application and
streamline back-office processes to ensure online submissions are efficiently recorded, tracked,
and filed.
INFORMATION AND GRAPHIC SPECIAL EVENTS

SERVICES
Customers: Customers:
External: The general public; government, External: People of all ages who reside, work
public and private partners; and a variety of in or visit the Greater Rochester Area, event
stakeholders with specific interests/concerns sponsors, community members who
Internal: The Mayor, Mayor's Office, and all organize festivals, parades, special events,
City Departments block parties and races, and professional

producers of large events and concerts
Critical Processes Internal: The Mayor, Mayor's Office and all
Delivers information, graphics, photo, video, City Departments
web and social media services
Provides marketing, advertising, Critical Processes

communications planning and consultation Conceives, designs, plans logistics for,
Provides media relations promotes, and produces events
Provides internal communications Processes permits and work orders for all
Develops and executes dedicated events
communications campaigns across multiple Engages corporate and community partners
media platforms and sponsors for events
Assists community members in planning
their events
Enters into and administers contracts with
promoters to produce events
Coordinates services of various City
departments for events
Administration 22
Mayors Mayors
Supported Supported
Institute internal asset BCC-2 BCC-3 Improve

management system (Share Continuously City Hall
improve City Hall Promoting
Point) to increase 1, 2, 3, 6, 7, 10, systems to make Economic Third
organization and accessibility public outreach them more Equity, Inclusion
11, 16 Empowerment Quarter
of assets and simplify and inclusive and & Social Justice
reporting communication accessible.
of City services.
BCC-2 BCC-4 Increase
Establish and implement Continuously resident
proactive and multi-channel improve City Hall Promoting
1, 2, 3, 4, 5, 6, engagement in Economic
communications to increase public outreach City decision- Equity, Inclusion Ongoing
reach, awareness, and 7, 8, 9, 12 Empowerment
and making & Social Justice
support of mayoral priorities communication processes.
of City services.
Strengthen social media BCC-2 BCC-4 Increase
presence by establishing Continuously resident
proactive social media plan, improve City Hall Promoting
engagement in Economic
aligning with communications 4, 5, 8, 9 public outreach City decision- Equity, Inclusion Ongoing
Empowerment
strategies, leveraging and making & Social Justice
strategic content, and nimbly communication processes.
responding to opportunities of City services.
BCC-2 BCC-3 Improve
Implement strong content Continuously City Hall
marketing strategy, improve City Hall Promoting
systems to make Economic
maximizing current content 2, 3, 4, 5, 8, 9 public outreach them more Equity, Inclusion Ongoing
assets and exploring new Empowerment
and inclusive and & Social Justice
approaches and tactics communication accessible.
of City services.
BCC-2 BCC-3 Improve
Expand approaches and Continuously City Hall
systems for community systems to make Economic
16 public outreach them more Equity, Inclusion Ongoing
engagement and input in City Empowerment
decision-making processes and inclusive and & Social Justice
communication accessible.
of City services.
BCC-2 BCC-3 Improve
Continuously City Hall
Update website, and systems to make Economic
4, 5 public outreach them more Equity, Inclusion Ongoing
maximize digital presence Empowerment
and inclusive and & Social Justice
communication accessible.
of City services.
Administration 23
1. Graphic support – advertising /marketing /
2,034 1,900 1,900 1,900
promotional materials
2. Still photography assignments 800 600 600 600
3. Video production assignments 300 300 300 300
4. Web site users 1,722,615 2,575,000 2,575,000 2,600,000
5. Web page views 6,352,800 6,900,000 6,900,000 7,000,000
6. News releases 387 330 330 330
7. Press conferences 56 75 70 70
8. Social media reach (followers / subscribers) 164,877 175,000 166,000 180,000
9. Social media engagement (likes, shares,
61,053 100,000 94,000 100,000
impressions)
10. Number of City produced, sponsored and
319 500 500 450
permitted events
11. Days of City produced, sponsored and permitted
539 600 600 600
events
12. Attendance at City-produced, sponsored and
757,000 1,500,000 2,000,000 1,500,000
permitted events
13. Revenue generated from naming sponsorships
0 0 50,000 N/A
($)
14. Revenue generated from City trademark
1,000 2,000 2,000 1,500
licensing ($)
15. Revenue generated for Special Events trust fund
231,726 250,000 250,000 325,000
($)
16. Number of participants in Communications-
N/A 5,000 5,000 5,000
produced input sessions

Services $1,632,414 $1,646,800 $1,714,000 $1,723,000
TOTAL $2,969,205 $3,193,000 $3,285,900 $3,430,200

COMMUNICATIONS ADMINISTRATION $350,562 $440,000 $408,500 $408,000
INFORMATION AND GRAPHIC SERVICES $907,926 $1,003,400 $1,013,800 $1,123,900
SPECIAL EVENTS $1,710,717 $1,749,600 $1,863,600 $1,898,300
TOTAL $2,969,205 $3,193,000 $3,285,900 $3,430,200

One full time Communications Specialist is added for internal communications services $89,000
One Communications Specialist on-call is added to assist with workload $20,000
Reduce funding for special events to reflect actual need -$10,000
Funds for printing are reduced -$5,000
Funds for professional fees are reduced -$5,000
$144,300
Administration 24
Fewer events have returned at this stage post-COVID, impacting the event count (KPIs No. 10 and
12). The Bureau will discontinue pursuing out-of-home advertising as a revenue source for the
City and thus, performance indicator No. 13 has been dropped from the budget. The effort may
be reevaluated in the future with consideration of adequate resource requirements.

Administration Director, Communications 36 1.00 1.00
Assistant to Director -
Administration Communications 31 1.00 1.00
Administration Associate Communications Assistant 24 1.00 0.00

Administration Communications Project Manager 24 0.00 1.00
Administration Secretary to the Director/Bilingual 16 1.00 1.00
Communications Creative
Information and Graphics Services Coordinator 28 1.00 1.00
Information and Graphics Services Digital Media Manager 28 0.00 1.00

Information and Graphics Services New Media Editor 28 1.00 0.00
Information and Graphics Services Principal Communications Specialist 28 0.00 1.00
Information and Graphics Services Press Officer 27 0.00 1.00
Information and Graphics Services Digital Content Specialist 26 0.00 1.00
Information and Graphics Services Digital Content Manager 26 1.00 0.00
Digital Media Specialist -
Information and Graphics Services Communications 26 1.00 0.00
Information and Graphics Services Principal Graphic Designer 25 1.00 0.00

Information and Graphics Services Assistant Digital Media Specialist 24 1.00 1.00
Information and Graphics Services Associate Communications Assistant 24 1.00 0.00
Associate Digital Communications
Information and Graphics Services Assistant 24 1.00 0.00
Information and Graphics Services Communications Specialist 24 0.00 2.00

Information and Graphics Services Principal Graphic Designer 23 0.00 1.00
Communications
Information and Graphics Services Coordinator/Bilingual 18 0.00 1.00
Information and Graphics Services Jr. Speechwriter/Bilingual 18 1.00 0.00

Information and Graphics Services Communications Aide 16 0.00 1.00
Information and Graphics Services Project Assistant 12 1.00 0.00
Special Events Special Events Operations Manager 29 1.00 1.00
Assistant Special Events Operations
Special Events Manager 24 1.00 1.00
Special Events Special Events Coordinator 22 1.00 1.00

17.00 18.00
Position Name Information and Graphic Services Special Events

FTE
Administrative Analyst/Part-Time 0.00 0.25
Communications Assistant/On-Call 0.35 0.00
Communications Specialist/On-Call 0.20 0.00
FTE 0.95 0.25
Administration 25
Administration 26
LAW
Click here to return to Administration Overview
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values by providing high quality legal
services that foster transparent leadership, ensure equitable access to municipal services, and
promote the creation of vibrant neighborhoods and opportunities for all.
In addition to the regular mandated work that the Law Department performs every year, we have
placed considerable focus on several new areas. Through both inter-departmental efforts and
participation in the Bloomberg-Harvard City Leadership Initiative, we have worked in the area of
street homelessness in the city of Rochester. In related endeavors, we have placed significant
focus on the work of our new housing attorney, drastically increasing the court proceedings
against problem landlords as well as doubling the demolition caseload. Our non-housing quality of
life efforts have provided significant support to the efforts of the Rochester Police Department in
addressing problem establishments.
Customers:
External: Rochester Riverside Convention Center, Rochester Land Bank Corporation
Internal: The Mayor, City Council, Rochester Public Library, and all City of Rochester
administrative departments and boards

Critical processes:
Provide legal advice and advocacy to the Mayor, City Council, City departments, boards, and
agencies
Prepare legal advice and advocacy to various interdepartmental and internal/external
committees
Prepare and interpret contracts
Draft local laws and ordinances
Assist in labor negotiations, collective bargaining, and other labor issues
Implement legal remedies to address quality-of-life and nuisance abatement issues
Represent the City in civil proceedings
Handle acquisition, management, and disposal of properties
Review proposed New York State and federal legislation affecting the City and research New
York State and federal legislation
Administer Freedom of Information Law (FOIL) services and appeal process
Support various strategic economic development projects
Administration 27
Rochester 2034 Rochester 2034 Mayors Priorities Projected

Description KPIs Completion
alignment Primary alignment Secondary Supported Primary
Date
NR-4 Promote and
protect Rochester’s
Support acquisition and economic Building Towards a
14 natural resources as Third Quarter
development needs relative to High assets for attracting Prosperous Future
Falls State Park residents, businesses,
and tourists.
ECN-7 Focus on market
ECN-4 Continue to research, data, and
Support development and regulation of Economic
14 support and attract job- analysis to drive Third Quarter
legal cannabis industry in city of economic development Empowerment
generating economic
Rochester development. decisions and
programming.
PR-1 Reclaim the
Genesee River and the
City parks and
Support economic development needs recreation system as Building Towards a
14 Ongoing
relative to ROC the Riverway Projects foundational assets that Prosperous Future
help achieve cross-
cutting community
goals.
BCC-3 Improve City
Increase Law Department training and Hall systems to make Building Towards a
1-17 Ongoing
interaction with City departments them more inclusive Prosperous Future
and accessible.
HSG-5 Pursue
additional housing
Support efforts to ensure quality HSG-1 Implement Strengthening
9, 17 strategies that support Ongoing
housing and accountability by landlords existing housing plans, innovative and equitable Neighborhoods
initiative and policies. housing and community
development.
HSG-2 Improve HSG-3 Improve
understanding and collaborative planning
Lead coordination of homelessness monitoring of local and coordination to Strengthening
9 housing and community promote more holistic Ongoing
efforts Neighborhoods
development issues, housing policy and
needs, opportunities community
and impacts. development.
HSG-3 Improve HSG-4 Pursue new
collaborative planning housing development
Lead enforcement efforts relative to and coordination to that grows the City's Strengthening
quality of life/nuisance abatement 9 promote more holistic population and fosters Ongoing
Neighborhoods
including addressing gun violence housing policy and the creation of vibrant,
community equitable
development. neighborhoods.
1. Claims filed against City 284 210 300 250
2. Collection cases started 63 80 80 80
3. Percent of contracts reviewed within five business
N/A 100 90 100
days of receipt by Law Department in MUNIS (%)
4. FOIL reviews & appeals N/A 7,000 6,000 7,000
5. Average number of business days to complete a
N/A 18 20 20
FOIL Request
6. Real estate closings 180 200 500 500
7. Legislative items drafted 433 475 450 450
8. Percent of customer surveys rating legal services
as satisfactory or better based upon response time N/A 88 80 85
and quality
9. Quality of life and nuisance abatement inquiries,
99 145 100 100
cases, contests, and reviews
10. Motions 54 75 80 80
11. Civil lawsuits served 62 40 50 50
12. Civil lawsuits resolved 45 35 50 50
13. Number of hearings/arbitrations/trials N/A 200 30 150
14. Economic development actions N/A 325 100 200
15. Representational actions for
N/A 120 100 200
Boards/Committees/Commissions
16. Average training per attorney (hours) 8 15 20 20
17. Housing quality/abatement inquiries, cases,
N/A N/A N/A 200
contests and reviews
Administration 28

Services $343,726 $261,600 $384,400 $406,000
TOTAL $2,310,534 $2,484,100 $2,779,800 $2,908,100

LAW DEPARTMENT $2,310,534 $2,484,100 $2,779,800 $2,908,100
TOTAL $2,310,534 $2,484,100 $2,779,800 $2,908,100

Increase in professional services for case management software $20,700
Increase in funding for training $8,500
Reduction in materials expenses based on historical trends -$8,500
Decrease in maintenance expenses -$20,700
$128,300

Paralegal/FOIL 20 3.00 3.00
Legal Secretary 9 1.00 1.00
Receptionist Typist 6 1.00 1.00
Corporation Counsel 36 1.00 1.00
Deputy Corporation Counsel 34 1.00 1.00
Municipal Attorney IV 32 6.00 8.00
Municipal Attorney III 30 6.00 4.00
Municipal Attorney II 28 1.00 2.00
Municipal Attorney I 26 1.00 0.00
Supervising Paralegal 22 1.00 1.00
Assistant to Corporation Counsel 20 1.00 1.00
Paralegal 20 2.00 2.00
25.00 25.00
Administration 29
Position Name Law

FTE
Graduate Intern 0.50
Municipal Attorney IV/On-Call 0.50
FTE 1.00
Administration 30
INFORMATION TECHNOLOGY
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values by collaborating with all
departments to deliver high quality, cost efficient and secure technology solutions that enhance
the City’s customer service.
ORGANIZATION
For 2023-24, the Information Technology Department restructured its staff and resources into
functional bureaus to better align its budget with operations within the department. Ongoing
efforts are made to grow the City's cyber incident response protecting against cyber threats 24
hours a day, 7 days per week, as well as undergo comprehensive cyber risk assessments enabling
investments that address the greatest cyber risks to the City.

The department continues to collaborate with the Project Management Office and other
departments to: execute on the ARPA and City funded projects and to replace applications hosted
on the City’s mainframe and other end-of-life legacy technologies; deploy improvements to secure
City Data Centers and improve its wiring design to increase operational resilience; digitize
formerly manual City business processes by building custom web applications that incorporate
automation tools to make work easier and more consistent; expand access to the Microsoft 365
ecosystem so City staff have better tools for efficient, flexible, and effective collaboration via
cloud-based business applications; upgrade the City’s telephony platform, which will enable the
roll-out of soft phones (i.e. the ability for staff to make calls via their PC rather than their desk
phone from any location so long as they are connected to the internet) to increase the ease of
working remotely.
Information Technology 1
CUSTOMERS
External: All who use public facing systems, such as the City’s website and e-government
processes
Internal: City of Rochester employees, volunteers, vendors, consultants, and partner agencies
CRITICAL PROCESSES
ADMINISTRATION DATA AND DIGITAL CLIENT SERVICES

SERVICES
Lead IT policy Build and maintain custom Perform IT Service

administration web applications and Management (Service Desk,
Plan and oversee IT process automations for Problem Management,
architecture development departments Change Management)
Manage IT vendor Train City staff on the use Provision and maintain end
relationships of custom business user hardware for
Collaborate with the Project applications computing, printing, and
Management Office and Perform research, GIS telephony systems
Departments on the mapping, and data analysis; Package, deploy, and
planning and execution of maintain data dashboards provide end user support
technology initiatives and reporting tools for operating systems and
Oversee execution and Facilitate governance and application software
governance of projects enhance stewardship of Manage end-user device
within IT data citywide portfolio and inventory
Oversee mainframe
systems operation,
backups, recovery, and
management
SECURITY & NETWORKING PLATFORM
Deliver network infrastructure planning, Deliver technical infrastructure planning,

design, deployment, and migration design, deployment, and migration
Manage enterprise network engineering and Manage backup and recovery (including
telecommunications Disaster Recovery)
Deliver video surveillance/camera access Perform systems monitoring and alerting for
and control services City technical infrastructure and
Oversee cyber security governance, cyber performance
compliance, and cyber risk management Manage Data Center operations and server
services environment.
Supply effective monitoring and protection Manage internal and external Identity and
solutions for City data and technology Access Management systems
Monitor and respond to cyber security Manage SQL Server database environment
incidents Manage system integrations
Deliver effective cyber security training and
education for all City users
Govern identity and access management to
City data and technology
Rochester 2034 alignment Mayors Priorities Supported Projected

Description KPIs
Primary Primary Completion Date
Upgrade the City's telephony platform, which will
SC-4 Improve municipal
enable the roll-out of soft phones (i.e., the ability Building Towards a Prosperous
1 technology to better serve the Second Quarter
for staff to make calls via their PC rather than Future
needing access to their desk phones) to further city, residents, stakeholders,
and others.
increase the ease of working remotely.
technology to better serve the Building Towards a Prosperous
Upgrade all legacy servers. 1, 4 Fourth Quarter
city, residents, stakeholders, Future
and others.
Implement the first phase of the citywide data SC-4 Improve municipal
catalog to inventory the major data assets of technology to better serve the Building Towards a Prosperous
8 Fourth Quarter
departments; assess risk, security, quality, and city, residents, stakeholders, Future
governance of City's data resources. and others.
Replace the IT ticketing system in conjunction SC-4 Improve municipal
with formalization of the Department's IT Service technology to better serve the Building Towards a Prosperous
2, 3, 5 Fourth Quarter
Catalog to enhance customer service and city, residents, stakeholders, Future
internal efficiency. and others.
Formalize and improve the City's practices for SC-4 Improve municipal
inventorying, standardizing, and managing technology to better serve the Building Towards a Prosperous
7 Ongoing
system integrations (data connections between city, residents, stakeholders, Future
different applications used across the City). and others.
Maintain and enhance the City's cyber security technology to better serve the Building Towards a Prosperous
4, 5, 6 Ongoing
posture. city, residents, stakeholders, Future
and others.
Continue working with the Project Management SC-4 Improve municipal
Office and Departments to replace outdated technology to better serve the Building Towards a Prosperous
7, 8 Ongoing
legacy applications, leveraging ARPA and CIP city, residents, stakeholders, Future
funds. and others.
KEY PERFORMANCE INDICATORS

1. Network and server
uptime (amount of time that
Security & Networking; Platform the network and servers at 99.73 99.57 99.5 99.5
the City are available for
use) (%)
2. First call resolution rate
Client Services 44 30 42 42
(%)
3. Call abandonment rate
Client Services 3.2 3.2 3.1 3
(%)
4. Email & network security
application uptime (amount
Platform; Security & Networking of time that our email and 99.95 99.95 99.9 99.9
network are being protected
from security attacks and
breaches) (%)
5. Mean time to resolve
Security & Networking 6.8 5.64 6 6
security incidents (hours)
6. % of Organization with
Security & Networking up-to-date security training 69.1 77 75 80
certification
7. IT-maintained data
Platform integrations documented in N/A N/A N/A 10
formal, managed inventory
(%)
8. Major data assets
Data & Digital Services comprehensively and N/A N/A N/A 15
formally inventoried in the
City's data catalog (%)

Services $4,696,292 $6,110,300 $6,372,800 $6,096,100
Interfund Credit -$144,620 -$150,600 -$150,600 -$147,900
TOTAL $7,396,628 $8,798,400 $9,214,900 $9,306,300

IT ADMINISTRATION $2,535,164 $3,205,700 $3,529,200 $3,964,000
CLIENT SERVICES $1,301,098 $1,450,100 $1,596,500 $763,200
PLATFORM $2,172,249 $2,569,500 $2,476,800 $2,331,500
SECURITY & NETWORKING $1,059,961 $1,317,700 $1,303,900 $1,287,100
DATA AND DIGITAL SERVICES $328,156 $255,400 $308,500 $960,500
TOTAL $7,396,628 $8,798,400 $9,214,900 $9,306,300
YEAR TO YEAR CHANGES

Increase in network costs due to higher citywide demand for greater bandwidth $33,500
Mainframe printing function is transferred to Finance -$5,000
ARPA funding for cybersecurity assessment, software configuration & licenses, and training completed -$64,000
ARPA funding for professional services decrease -$200,000
$91,400

Administration Chief Technology Officer 36 1.00 1.00
Administration Director of Business Intelligence 33 1.00 1.00
Administration Director of IT Operations 33 1.00 1.00
Administration Principal Technical Consultant 31 0.00 1.00
Administration Business Analyst III 29 0.00 1.00
Administration GIS Coordinator 29 1.00 0.00
Administration Information Services Analyst III 29 1.00 0.00
Administration Applications Services Analyst I 25 0.00 1.00
Administration GIS Engineer 25 1.00 0.00
Administration IT Transition Analyst I 25 0.00 1.00
Administration Information Services Developer 23 2.00 0.00
Secretary to the Chief Technology
Administration Officer 18 0.00 1.00
Administration Principal Account Clerk 15 1.00 0.00

Data & Digital Services Data & Digital Service Manager 31 0.00 1.00
Data & Digital Services GIS Coordinator 29 0.00 1.00
Data & Digital Services Senior Data Analyst 29 0.00 1.00
Data & Digital Services Digital Services Developer II 27 0.00 1.00
Data & Digital Services Data Analyst 26 0.00 1.00

Data & Digital Services Application Services Analyst I 25 0.00 2.00
Data & Digital Services Cloud Services Analyst I 25 0.00 1.00
Data & Digital Services Digital Services Developer I 25 0.00 1.00
Data & Digital Services Senior Administrative Analyst 24 0.00 1.00
Client Services Systems Engineer II 27 0.00 1.00
Client Services Systems Engineer I 25 0.00 1.00
Client Services Client Support Analyst 23 0.00 1.00
Client Services Systems Engineer 23 0.00 4.00
Client Services Sr. IT Call Center Analyst 19 0.00 0.00
Client Services IT Call Center Analyst 17 0.00 2.00
Platform Platform Services Manager 31 0.00 1.00
Platform Information Service Analyst III 29 0.00 1.00
Platform Systems Engineer III 29 0.00 1.00
Platform Cloud Services Analyst II 27 0.00 1.00
Platform Systems Engineer II 27 0.00 1.00
Platform Systems Integration Engineer 27 0.00 1.00
Platform Access & Control System Administrator 25 0.00 1.00
Platform GIS Engineer I 25 0.00 1.00
Platform Systems Engineer I 25 0.00 1.00
Platform Information Services Developer 23 0.00 1.00
Platform IT Security Analyst 23 0.00 1.00
Platform Systems Engineer 23 0.00 1.00
Security & Networking Chief Information Security Officer 31 1.00 1.00
Security & Networking Networking Manager 31 1.00 1.00
Security & Networking Systems Engineer II 27 0.00 1.00
Security & Networking IT Security Analyst I 25 2.00 2.00
Security & Networking Senior Technical Consultant 25 1.00 0.00
Security & Networking IT Security Analyst 23 1.00 0.00
Security & Networking Systems Engineer 23 2.00 2.00
Application & Systems Application & Systems Manager 31 1.00 0.00
Application & Systems Principal Technical Consultant 31 1.00 0.00
Application & Systems Application Services Analyst II 27 1.00 0.00
Application & Systems Application Services Analyst I 25 3.00 0.00
Application & Systems IT Transition Analyst 25 1.00 0.00
Application & Systems Knowledge Base Coordinator 25 1.00 0.00
Application & Systems Systems Engineer I 25 1.00 0.00
Application & Systems Systems Engineer 23 1.00 0.00
Application & Systems Staff Consultant 21 2.00 0.00
Application & Systems Computer Operator 12 1.00 0.00
Infrastructure & Operations Platform Services Manager 31 1.00 0.00
Infrastructure & Operations Systems Engineer II 27 3.00 0.00
Infrastructure & Operations Systems Engineer I 25 2.00 0.00
Infrastructure & Operations Client Support Analyst 23 3.00 0.00
Infrastructure & Operations Systems Engineer 23 1.00 0.00
Infrastructure & Operations Senior IT Call Center Analyst 19 1.00 0.00
Infrastructure & Operations IT Call Center Analyst 17 1.00 0.00
Data Analytics & Reporting Chief of Performance Accountability 31 1.00 0.00
Data Analytics & Reporting Data Analyst 26 1.00 0.00
Data Analytics & Reporting Senior Administrative Analyst 24 2.00 0.00
46.00 46.00
FINANCE
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision and Values by managing the City's financial
affairs. We collect revenues, manage and invest cash, manage City debt, and control financial
processing. Our responsibilities are to manage purchasing and assessment operations; maintain
financial records and reports; and enforce financial policies and standards.
ORGANIZATION
In 2023-24 the Department of Finance continues its ongoing effort to provide financial services for
the City and the City School District inclusive of debt issuance, cash management and
investments, accounting, purchasing, assessment services and traffic adjudication.
The Department initiatives are:
Complete the 2024 Reassessment
Collaborate with the Project Management Office and Information Technology Department on
the replacement of the mainframe Accounts Receivables components
Replace end of life revenue control systems in five garages
Partner with Neighborhood Business Development to develop MWBE legislation regarding
economic development projects
Provide alternative case management for Traffic Violations Agency operations
FINANCE BUREAU BUDGETS
Click here to view the Finance Director's Office budget

Finance 1
Click here to view the Accounting Bureau budget

Click here to view the Treasury Bureau budget

Click here to view the Assessment Bureau budget

Click here to view the Parking & Municipal Violations Bureau budget

Click here to view the Purchasing Bureau budget

Click here to view the Traffic Violations Agency budget
Finance 2
Rochester 2034 Mayors Priorities Mayors Priorities Projected

Unit Description KPIs Supported Supported Completion
alignment Primary
Provide City and
City School District Building Towards a
Director's Office 1, 2, 3 transparency, First Quarter
financing in Prosperous Future
accordance with efficiency, and
accountability.
City Debt Policies
Prepare the City’s Enhance the City’s
Annual 1, 2, 3, transparency, Building Towards a Second
Accounting
Comprehensive 4, 5 efficiency, and Prosperous Future Quarter
Financial Report accountability.
Begin build of
Accounts
Receivable Loans SC-4 Improve
and PILOT's municipal
replacement of technology to better Building Towards a Fourth
Accounting mainframe system 4,5 serve the city,
Prosperous Future Quarter
in coordination with residents,
Project stakeholders, and
Management Office others.
and Information
Technology
Begin replacement
SC-4 Improve
of mainframe
municipal
receivable systems
in coordination with technology to better Building Towards a
Treasury 4,5 serve the city, First Quarter
the Project Prosperous Future
residents,
Management Office
stakeholders, and
and Information
Technology others.

Conduct annual transparency, Building Towards a Second
Treasury 1, 8, 9
foreclosure sale efficiency, and Prosperous Future Quarter
accountability.
Continue outreach BCC-2
efforts to City Continuously
vendors to increase improve City Hall Building Towards a Fourth
Treasury 12
use of electronic public outreach and Prosperous Future Quarter
payment method to communication of
pay City vendors City services.
Prepare annual tax transparency, Building Towards a Fourth
Treasury 1-12
bill efficiency, and Prosperous Future Quarter
accountability.
In the first quarter
of the fiscal year
Assessment will
begin the valuation
for the 2024
reassessment. In
the second quarter
impact notices will
be mailed to the
property owners Building Towards a Fourth
Assessment 1-5 transparency,
notifying them of Prosperous Future Quarter
any change in efficiency, and
accountability.
assessment. In the
third and fourth
quarters we will
conduct informal
hearings and Board
of Assessment
Review for property
owners to contest
their assessments
Partner with
Information SC-4 Improve
Technologies to municipal
develop a technology to better Building Towards a Second
Assessment scheduling system 1-5 serve the city,
Prosperous Future Quarter
for the Informal residents,
hearings to begin in stakeholders, and
the second quarter others.
of the fiscal year
Replace existing
revenue control in
five garages: High
Falls, East End,
Court Street, Sister SC-4 Improve
Cities, Mortimer. municipal
Parking and Municipal End of life of technology to better Building Towards a Fourth
existing equipment 3 serve the city,
Violations Prosperous Future Quarter
is Dec 2023. residents,
Expand an existing stakeholders, and
lease with Flash others.
Parking to outfit the
garages that have
end of life
equipment
Finance 3
Rochester 2034 Mayors Priorities Mayors Priorities Projected
Unit Description KPIs Supported Supported Completion
alignment Primary
ECN-5 Improve
opportunities for
historically
disadvantaged
Collaborate with
businesses through
NBD to develop
business Promoting Equity,
Purchasing MWBE legislation 1 First Quarter
around Economic development Inclusion & Social
programming and Justice
development
by providing access
projects
to contracting
opportunities with
the City of
Rochester.
ECN-5 Improve
opportunities for
historically
disadvantaged
Increase MWBE businesses through
participation in City business Promoting Equity,
Purchasing public works 1-5 development Inclusion & Social Ongoing
contracts and programming and Justice
PSA's by providing access
to contracting
opportunities with
the City of
Rochester.
ECN-5 Improve
opportunities for
historically
disadvantaged
businesses through
Increase MWBE
business Promoting Equity,
Purchasing participation in City 1-5 Ongoing
development Inclusion & Social
commodity programming and
contracts Justice
by providing access
to contracting
opportunities with
the City of
Rochester.
Explore SC-4 Improve
opportunities for an municipal
alternative case technology to better Promoting Equity,
Fourth
Traffic Violations Agency management 1-5 serve the city, Public Safety Inclusion & Social
Quarter
system for Traffic residents, Justice
Violations Agency stakeholders, and
operations others.

Bureau FY2022 Actual FY2023 Budget
1. Total entity general
Director's Office 328,252 321,345 342,410 335,261
obligation debt ($000)
Director's Office 2. Bond and notes sale 2 3 6 4
Director's Office 3. Sales value ($000) 178,372 203,310 274,375 222,611
1. Weekly invoices
Accounting 948 950 957 954
processed
2. Federal and New York
Accounting 180 165 183 170
State grants processed
Accounting 3. Housing loans 93 87 88 85
4. Business development
Accounting 69 58 67 54
loans/leases
5. In lieu of tax agreements
Accounting 234 223 228 223
billed
1. Foreclosure warning
Treasury 2,446 4,421 3,500 4,000
notices mailed
Treasury 2. Tax accounts 61,751 61,718 61,600 61,700
Treasury 3. Tax information calls 13,793 13,970 17,000 14,000
Treasury 4. Delinquent tax accounts 8,322 8,294 8,600 8,500
5. Percent of adjusted
Treasury property tax balances 94.1 94.3 93 94.2
collected – Current (%)
6. Percent of adjusted
Treasury property tax balances 42.5 44.5 42 44.5
collected – Delinquent (%)
7. Electronic payments to
Treasury N/A 25 40 40
vendors (%)
Treasury 8. City initiated foreclosures 0 2,767 3,000 2,500
9. Properties redeemed
Treasury 0 2,304 1,750 2,075
before foreclosure
10. Average daily cash
Treasury 672,915 661377 598,933 650,000
ledger balance ($000)
11. Average daily invested
Treasury 570,830 582,012 532,535 572,000
cash bank balance ($000)
Finance 4
12. Average investment
Treasury 0.09 1.25 0.03 2.0
rate (%)
1. Reviews performed:
Assessment Exemptions (new and 8,342 9,200 9,400 9,500
renewal)
Assessment Inspection of building 2,321 2,500 2,600 2,500
permits
Assessment 4,854 3,600 5,000 3,500
Non-profits & other
Assessment 573 400 650 3,500
Owner reviews
Assessment 21,598 570,00 57,000 75,000
Notices and Letters
1. Dollar Increase in MWBE
Purchasing 11,800 8,000 11,000 12,000
Participation (000)
2. Established partnerships
Purchasing N/A 7 7 12
for workforce development
3. Total number of
Purchasing companies using incentive N/A 5 10 12
program
4. Total number of trainees
Purchasing N/A 5 25 25
and apprentices placed
5. Percent of purchases of
Purchasing 3 3 3 4
best value bids (%)
1. Percent of booted
Parking and Municipal Violations vehicles that pay vs. being 87 85 85 85
towed (%)
2. Percent of parking tickets
Parking and Municipal Violations 80 85 90 90
paid vs. tickets issued (%)
3. Average garage
Parking and Municipal Violations occupancy, based on 50 50 70 70
monthly customers
1. Number of new moving
Traffic Violations Agency 18,357 15,000 15,000 18,000
violations tickets
2. Disposition rate of new
Traffic Violations Agency 67 55 55 55
tickets filed (%)
3. % of cases plea
Traffic Violations Agency bargained (of those cases 72 80 80 80
that reached a disposition)
4. % of cases heard in front
Traffic Violations Agency of the judicial hearing 8 3 3 5
officer
5. Disposition rate of
Traffic Violations Agency 12 15 15 2
transferred tickets (%)

Services $4,609,043 $5,263,200 $5,604,577 $6,030,500
Other $105,356 $116,500 $116,500 $120,000
TOTAL $10,247,698 $11,375,100 $12,126,400 $12,928,000
Finance 5

DIRECTOR'S OFFICE $596,704 $632,300 $645,200 $687,600
ACCOUNTING $900,221 $957,000 $970,500 $1,030,300
BUREAU OF TREASURY $1,282,332 $1,407,700 $1,438,500 $1,514,700
ASSESSMENT $808,791 $828,900 $916,200 $970,200
PARKING & MUNICIPAL VIOLATIONS $5,086,290 $5,879,200 $6,337,400 $6,738,800
PURCHASING $774,033 $805,500 $935,000 $1,046,700
TRAFFIC VIOLATIONS AGENCY $799,327 $864,500 $883,600 $939,700
TOTAL $10,247,698 $11,375,100 $12,126,400 $12,928,000
Finance 6
FINANCE: DIRECTOR'S OFFICE
Click here to return to the Finance Department overview
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision and Values by issuing and monitoring the City's
public debt and risk management.
External: City of Rochester contractors; City Issue debt in compliance with State and SEC
of Rochester vendors regulations and City Policy
Internal: City of Rochester departments Provide central planning, programming, and
development services to Finance
Department bureaus


Materials & Supplies $533 $500 $1,400 $1,400
Services $165,574 $180,700 $182,500 $187,800
TOTAL $596,704 $632,300 $645,200 $687,600

FINANCE DIRECTOR $596,704 $632,300 $645,200 $687,600
TOTAL $596,704 $632,300 $645,200 $687,600
YEAR TO YEAR CHANGE

$42,400
Finance 7

Director of Finance 36 1.00 1.00
Application Services Analyst I 25 1.00 1.00
Systems Administrator 23 1.00 1.00
Assistant to Director 20 1.00 1.00
Senior Accountant 20 1.00 1.00
5.00 5.00
Position Name Finance Director

FTE
College Junior Intern 0.10
FTE 0.10
Finance 8
FINANCE: ACCOUNTING
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision and Values through the provision of reliable,
timely and useful financial information and services that assures accountability to the public and
provides support for decision making.
ORGANIZATION
External: City of Rochester citizens, city Auditing and processing invoices

vendors, grantors, investment community Recording all financial transactions
Internal: City of Rochester Departments, City Producing financial reports
Council Maintaining general ledger and subsidiary

records
Reviewing grant budgets and monitoring
loan programs

Services $81,678 $76,700 $87,300 $94,400
TOTAL $900,221 $957,000 $970,500 $1,030,300
Finance 9

ACCOUNTING ADMINISTRATION $316,622 $316,000 $330,300 $346,900
ACCOUNTING SERVICES & ACCOUNTS PAYABLE $275,666 $320,500 $320,500 $351,100
GRANT ACCOUNTING $307,933 $320,500 $319,700 $332,300
TOTAL $900,221 $957,000 $970,500 $1,030,300
YEAR TO YEAR CHANGE

Inflation, Chargebacks, Miscellaneous -$5,600
Funding added for auditing, reports, and actuarial services $13,600
$59,800

Administration Deputy Director, Finance 33 1.00 1.00
Administration Assistant Director, Accounting 30 1.00 1.00
Accounting Services/Accounts Payable Associate Accountant 24 0.00 1.00
Accounting Services/Accounts Payable Senior Accountant 20 3.00 2.00
Accounting Services/Accounts Payable Accountant 17 1.00 1.00
Accounting Services/Accounts Payable Clerk II 9 1.00 1.00
Accounting Services/Accounts Payable Clerk II with Typing 9 1.00 1.00
Accounting Grants Principal Finance Officer 26 1.00 1.00
Accounting Grants Associate Accountant 24 2.00 2.00
Accounting Grants Accountant 17 1.00 1.00
12.00 12.00
Finance 10
FINANCE: TREASURY
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision and Values through the provision of quality
customer service to the taxpayers of Rochester by safeguarding liquidity and yield as it relates to
investment, collection, and disbursement of taxpayer dollars while upholding the highest ethical
standards.
ORGANIZATION
External: City of Rochester Taxpayers, City of Skilled, highly motivated, cross-trained

Rochester vendors employees manage specialized receivable,
Internal: City of Rochester Departments disbursement, and investment systems
Utilize reliable financial systems
Adhere to statutory regulations
Provide clear and consistent policy guidance
Invest City and City School District funds to
generate interest income
Maintain the City's cash ledger
Process all interdepartmental and outgoing
mail from City facilities
Prepare annual City property tax bill
Finance 11

Services $516,195 $474,500 $470,700 $531,900
TOTAL $1,282,332 $1,407,700 $1,438,500 $1,514,700

ADMINISTRATION & CASH MANAGEMENT $682,432 $805,300 $818,200 $830,000
CASH CONTROL $194,355 $201,200 $219,100 $228,100
TAX ACCOUNTING $279,772 $256,000 $256,000 $308,400
MAIL & MESSENGER SERVICE $125,772 $145,200 $145,200 $148,200
TOTAL $1,282,332 $1,407,700 $1,438,500 $1,514,700
YEAR TO YEAR CHANGE

Funding added due to increases in newspaper print costs $33,400
Increase in courier print costs $4,800
Increase in investment software costs $2,600
$76,200

Administration/Cash Management City Treasurer 33 1.00 1.00
Administration/Cash Management Deputy Treasurer 30 1.00 1.00
Administration/Cash Management Cash & Investment Manager 26 1.00 1.00
Administration/Cash Management Associate Accountant 24 2.00 2.00
Administration/Cash Management Senior Accountant 20 1.00 1.00
Administration/Cash Management Accountant 17 1.00 1.00
Administration/Cash Management Clerk III with Typing 7 1.00 0.00
Cash Control Head Cashier/Bilingual 20 1.00 1.00
Cash Control Accountant 17 1.00 1.00
Cash Control Senior Cashier 13 1.00 1.00
Tax Accounting Head Account Clerk 18 1.00 1.00
Tax Accounting Junior Accountant 14 1.00 1.00
Tax Accounting Resource Collector 12 2.00 2.00
Tax Accounting Senior Service Assistant 11 0.00 1.00
Mail & Messenger Service Mailroom Coordinator 14 1.00 1.00
Mail & Messenger Service Mailroom Clerk 9 1.00 1.00
17.00 17.00
Finance 12
Position Name FTE

Associate Administrative Analyst/On-Call 0.33
Senior Accountant/On-Call 0.25
Finance 13
FINANCE: ASSESSMENT
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision and Values by continually improving the
accuracy and equity of the annual assessment roll used for the levy of City, School and County
real property taxes; to increase the understanding of the assessment process; and to treat all
owners fairly.
ORGANIZATION
External: Rochester property owners, legal Locate, identify, inventory, and record all
and real estate professionals, business real property
entities, online users Estimate every parcel’s full market value
Internal: City of Rochester Departments Defend property values and correct errors

Incorporate strategic technology to increase
the long-term effectiveness and quality of
community service
Process applications, complaints, and
appeals to the Board of Assessment Review

Services $27,706 $38,900 $59,800 $68,900
TOTAL $808,791 $828,900 $916,200 $970,200
Finance 14

ASSESSMENT ADMINISTRATION $155,539 $169,400 $188,700 $237,400
RECORDS $193,030 $209,100 $231,600 $228,400
APPRAISAL $460,222 $450,400 $495,900 $504,400
TOTAL $808,791 $828,900 $916,200 $970,200
YEAR TO YEAR CHANGE

Two part time clerical staff are added to support State mandates $35,000
$54,000

Administration Assessor 33 1.00 1.00
Records Project Assistant 12 1.00 1.00
Records Clerk II 9 2.00 1.00
Records Clerk II with Typing 9 1.00 0.00
Records Clerk III 7 1.00 3.00
Appraisal Deputy Assessor 30 0.00 1.00
Appraisal Commercial Appraiser 28 1.00 1.00
Appraisal Supervising Real Property Appraiser 28 1.00 0.00
Appraisal Real Property Appraiser 20 4.00 4.00
12.00 12.00
Position Name Assessment

FTE
Clerk III/Part-Time 1.00
FTE 1.00
Finance 15
FINANCE: PARKING & MUNICIPAL
VIOLATIONS
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision and Values by providing safe, affordable,
convenient access to municipal parking that is customer focused.
ORGANIZATION
Finance 16
External Monitor contracts and revenue collection for

Potential developers and business owners City-owned garages and surface lots
contemplating a move to the city of Oversee facility repair and maintenance
Rochester Maintain and install on-street parking
Vehicle owners who park in City parking meters
facilities Perform meter revenue collection on a daily
Vehicle owners who park on city streets basis
Vehicle owners and city property owners Enforce on-street parking compliance
who violate Chapter 13A of the City of Coordinate hearings at Parking & Municipal
Rochester Code Violations
All those who currently or potentially could Process ticket payments by mail, internet,
live, visit, or do business in the city of and in person
Rochester Refer unpaid housing tickets to property tax

bills
Internal Refer unpaid parking or municipal tickets to
Office of Special Events for coordination of collection agencies
parking needs for special events Coordinate booting program with third party
Information Technology for coordination of vendor as part of the ticketing process
new parking software initiatives Adjudicate contested parking tickets
Department of Environmental Services for Manage and maintain all records pertaining
coordination of major maintenance of to parking tickets issued
parking facilities Coordinate collection agency activity for
outstanding parking fines with third party
vendor

Services $3,286,217 $3,920,200 $4,229,177 $4,543,500
Other $105,356 $116,500 $116,500 $120,000
TOTAL $5,086,290 $5,879,200 $6,337,400 $6,738,800

PARKING ADMINISTRATION $332,585 $289,900 $289,300 $386,900
PARKING & MUNICIPAL VIOLATIONS,
$564,253 $636,100 $691,700 $632,900
ADJUDICATION & ENFORCEMENT
PARKING ADMINSTRATIVE SERVICES $3,119,957 $3,965,100 $4,297,800 $4,633,100
METER OPERATIONS & PARKING ENFORCEMENT $1,069,496 $988,100 $1,058,600 $1,085,900
TOTAL $5,086,290 $5,879,200 $6,337,400 $6,738,800
Finance 17
YEAR TO YEAR CHANGE

Funding added to replace end of life equipment in City garages $188,200
Increase in insurance premiums for garages $33,900
Net of two part time Parking Enforcement Officer positions converted to one full time Parking Enforcement Officer position $0
$401,400

Administration Director, Parking 33 1.00 1.00
Administration Business Analyst I 25 1.00 1.00
Administration Secretary 11 1.00 1.00
Adjudication & Enforcement Asst. Director, Parking 28 1.00 1.00
Adjudication & Enforcement Senior Cashier/Bilingual 13 1.00 1.00
Adjudication & Enforcement Adjudication Assistant 11 1.00 1.00
Adjudication & Enforcement Clerk II 9 2.00 2.00
Adjudication & Enforcement Clerk III 7 3.00 3.00
Adjudication & Enforcement Account Clerk 5 1.00 1.00
Parking Administrative Services Municipal Parking Compliance Auditor 26 1.00 1.00
Parking Administrative Services Supervisor of Structures & Equipment 21 1.00 1.00
Parking Administrative Services Parking Compliance Monitor 18 1.00 1.00
Parking Administrative Services Administrative Assistant 16 1.00 1.00
Parking Administrative Services Junior Accountant 14 1.00 1.00
Parking Administrative Services Senior Service Assistant 11 1.00 1.00
Parking Administrative Services Clerk III 7 1.00 1.00
Meter Ops/Parking Enforcement Parking Enforcement Supervisor 19 2.00 2.00
Meter Ops/Parking Enforcement Parking Enforcement Officer 10 9.00 10.00
Meter Ops/Parking Enforcement Parking Equipment Mechanic 10 2.00 2.00
32.00 33.00
Position Name Parking

FTE
Clerk III Typing/Part-Time 0.50
Parking Enforcement Officer/Part-Time 2.50
Parking Equipment Mechanic/Part-Time 1.00
FTE 4.00
Finance 18
FINANCE: PURCHASING
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision and Values by obtaining products and services
required by City of Rochester agencies at the best price while ensuring adherence to New York
State General Municipal Law and City Council Ordinances and regulations governing public
purchasing.
ORGANIZATION
External: Vendors providing goods and Oversee fair and open bidding process to
services, public works contractors ensure compliance and award to low bidder
Internal: City of Rochester Departments Provide contract awards and maintenance
Auction surplus equipment
Issue purchase orders and call numbers
Train department and bureau purchasing
liaisons in purchasing law and practices
Gather and monitor information from public
works and development projects for
contractor compliance
Gather information from vendors
Act as liaison between vendors/contractors
and City of Rochester departments/bureaus
Review and approve Minority and Women
Business Enterprises Utilization plans
Act as liaison between prime contractors
and MWBE subcontractors for City of
Rochester projects
Provide copying services to City Hall
Finance 19

Personnel Expenses $747,260 $798,900 $932,800 $1,045,200
Services $188,076 $212,800 $215,800 $229,600
TOTAL $774,033 $805,500 $935,000 $1,046,700

PURCHASING $751,031 $801,400 $933,600 $1,048,000
DUPLICATING SERVICES $23,002 $4,100 $1,400 -$1,300
TOTAL $774,033 $805,500 $935,000 $1,046,700
YEAR TO YEAR CHANGE

One full time Purchaser position is added $53,600
Mainframe printing function is transferred from Information Technology Department $5,000
$111,700

Purchasing Agent 33 1.00 1.00
Associate Purchaser 26 0.00 1.00
Contract Administrator 26 1.00 1.00
Minority & Women Business Enterprise Officer 26 1.00 1.00
Senior Purchaser 24 1.00 0.00
Compliance Analyst 22 1.00 1.00
Minority & Women Business Enterprise Analyst 22 1.00 1.00
Assistant Business Analyst 20 1.00 1.00
Assistant Contract Administrator 19 1.00 1.00
Purchaser 19 2.00 3.00
Coordinator Duplicating & Supplies 16 1.00 1.00
Purchasing Control Clerk 16 1.00 1.00
Assistant Purchasing Control Clerk 9 1.00 1.00
13.00 14.00
Finance 20
Position Name Purchasing

FTE
Duplicating Operator/Part-Time 0.50
FTE 0.50
Finance 21
FINANCE: TRAFFIC VIOLATIONS AGENCY
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision and Values by enhancing public safety through
equitable adjudication of traffic infractions.
External Assist the Rochester City Court in the

Motorists who receive traffic infractions disposition and administration of non-
within the city of Rochester criminal infractions of traffic laws,
Local law enforcement agencies ordinances and rules and regulations
Rochester City Court Adjudicate traffic violation tickets and offer
All those who currently or potentially could plea bargain options & payment plan
live, visit, or do business in the city of options
Rochester Collect and record all monies related to

traffic infractions
Internal Report to the Office of the NYS Comptroller
City of Rochester administration within the first ten days of the month all
Mayor’s Office fines, penalties and forfeitures collected by

the agency
Remit to the State the penalties and fines
that are reflected on the Office of NYS
Comptroller invoice
Issue to the State on an annual basis a
report detailing the progress, development
and operations of the Agency

Services $343,597 $359,400 $359,300 $374,400
TOTAL $799,327 $864,500 $883,600 $939,700
Finance 22

TRAFFIC VIOLATIONS AGENCY $799,327 $864,500 $883,600 $939,700
TOTAL $799,327 $864,500 $883,600 $939,700
YEAR TO YEAR CHANGE

Funding added midyear for clerical support $24,900
$56,100

Executive Director 28 1.00 1.00
Assistant Executive Director 23 1.00 1.00
Lead Motor Vehicle Representative 12 2.00 2.00
Lead Motor Vehicle Representative/Bilingual 12 1.00 1.00
Motor Vehicle Representative 10 3.00 3.00
8.00 8.00
Position Name Traffic Violations Agency

FTE
Clerk III Typing/Part-Time 0.50
Judicial Hearing Officer 0.46
FTE 0.96
Finance 23
NEIGHBORHOOD & BUSINESS
DEVELOPMENT
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values, the Department of Neighborhood
and Business Development is a team of committed professionals dedicated to improving quality of
life and creating economic opportunities for residents and businesses within the city of Rochester.
We accomplish this through exceptional people and strategies centered on enhancing
neighborhoods, facilitating business growth, and promoting housing development.
ORGANIZATION
The Department of Neighborhood and Business Development 2023-24 Budget will continue to
focus on: strengthening the city’s commercial corridors and supporting small businesses;
increasing the number of quality affordable housing units; increasing affordable homeownership;
reducing blight and nuisances; and attracting businesses to downtown. In 2023-24, the
department is restructuring. As a result, Zoning transfers from Buildings and Zoning to the Office
of the Commissioner. Buildings and Zoning is subsequently renamed Buildings and Compliance.

The Department of Neighborhood and Business Development will continue to partner with the
Mayor’s Office of Project Management and Information Technology to implement the Land
Management project to significantly enhance the level of service provided to our customers,
transform the way we do business, and create cutting-edge interfaces between City Hall and the
community we serve. Two full time staff members implementing the project transfer from the
Office of the Commissioner to Buildings and Compliance as their scope of activities better align
with the key performance indicators and goals of the bureau. To track levels of service, all major
NBD application processes will gather feedback through customer satisfaction surveys.
Neighborhood & Business Development 1

NBD will focus on five broad objectives supported by Rochester 2034; 11 specific goals across the
five objectives and 41 data categories similar to current KPIs.
OFFICE OF THE COMMISSIONER BUSINESS & HOUSING

DEVELOPMENT
Click here to view the Office of the Click here to view the Business & Housing
Commissioner budget. Development budget.
NEIGHBORHOOD PRESERVATION BUILDINGS & COMPLIANCE
Click here to view the Neighborhood Click here to view the Buildings & Compliance
Preservation budget. budget.
Rochester 2034 Rochester 2034 Mayors Priorities Mayors Priorities Projected

Description KPIs alignment alignment Supported Supported Completion
PHS-6 Increase
access to healthy
foods and
ECN-2 Support
existing and decrease the
Begin working with prospective
new grocers through the help/incentivize proliferation of Strengthening Building Towards a First
G, H establishments Neighborhoods Prosperous Future Quarter
Healthy Food Grant Program new neighborhood
that only offer
businesses.
unhealthy, highly-
processed, low-
nutrient food.
HSG-4 Pursue
new housing
development that
ECN-1 Attract
Begin construction on Inner grows the city’s businesses to
Loop East (ILE) Site 6 & select Strengthening Building Towards a Second
A, B population and Downtown Neighborhoods Prosperous Future Quarter
developer for Site 7 fosters the
Rochester.
creation of vibrant,
equitable
neighborhoods.

HSG-4 Pursue
HSG-5 Pursue new housing
Establish governance structure, additional housing
approval of bylaws, recruitment development that
strategies that
of first Board of Directors, and grows the City's
A, B, support innovative Strengthening Economic Third
receive approval from NYS for F population and Neighborhoods Empowerment Quarter
and equitable fosters the
creation of 501c3 to administer housing and
the Housing Trust Fund creation of vibrant,
community
equitable
development.
neighborhoods.
ECN-2 Support ECN-4 Continue to
existing and support and attract
Complete demolition and begin Strengthening Building Towards a Third
remediation of Bulls Head Plaza A, G help/incentivize job-generating Neighborhoods Prosperous Future Quarter
new neighborhood economic
businesses. development.
Establish a business association
in the Dewey , Lyell and BCC-2
BCC-1 Build the Continuously
Charlotte business corridors; capacity of improve City Hall
work with neighborhood community Strengthening Third
J, K public outreach Neighborhoods Quarter
businesses by providing organizations and
managing support and and
associations. communication of
organizational structure (NW
City services.
NSC)
Officially recognize and
enhance the partnership PMP-6 Improve
between Howard Hanna Real public parks, open
spaces, public Strengthening Third
Estate and the Susan B. J, K Neighborhoods Quarter
Anthony commercial corridor, facilities, and
including the “Adopt a Block” waterfront access.
designation (SW NSC)
AC-2 Support
Rochester’s local HIS-1 Promote
Provide support for and preserve
beautification and public arts and cultural
Rochester’s rich
improvements in response to organizations Strengthening Fourth
J, K history through Neighborhoods Quarter
the Lyell area planning efforts through
community preservation of its
(NW NSC) historic and
collaboration and
cultural resources.
joint fundraising.
PHS-1 Continue
Complete NSC outreach and building
RPD outreach in all quadrants; BCC-1 Build the
connections and capacity of
provide synergy for NSC and
partnerships with community Strengthening Fourth
RPD face to face engagements J,K Neighborhoods Quarter
the community to organizations and
with citizens, groups, and enhance public
organizations in the quadrants associations.
safety efforts and
(all quadrants)
impacts.
HSG-4 Pursue
new housing
development that
Participate with community
partners to develop and grows the city’s
Strengthening Fourth
implement a plan to reduce or A population and Neighborhoods Public Safety Quarter
fosters the
eliminate street homelessness
equitable
neighborhoods.
HSG-4 Pursue
Create nine new owner new housing
occupied homes through rehab development that
HSG-1 Implement
using HOME Rochester grows the city’s existing housing
A, B, Strengthening Economic Fourth
program with City, Rochester F population and plans, initiatives, Neighborhoods Empowerment Quarter
Land Bank (RLB) & Greater fosters the
and policies.
Rochester Housing Partnership creation of vibrant,
(GRHP) equitable
neighborhoods.
ECN-2 Support ECN-4 Continue to
Break ground on first existing and support and attract
Strengthening Building Towards a Fourth
redevelopment project at Bull’s A, G help/incentivize job-generating Neighborhoods Prosperous Future Quarter
Head Plaza new neighborhood economic
businesses. development.
HSG-4 Pursue
new housing
Begin, continue, or complete development that
construction at major affordable grows the city’s
rental housing projects at Tailor Strengthening Fourth
A population and Neighborhoods Quarter
Square (Hickey Freeman), fosters the
Federal Street, and Canal Street creation of vibrant,
equitable
neighborhoods.
HSG-4 Pursue
new housing
development that
grows the city’s
Create high quality housing A, B, Economic
units C population and Empowerment Ongoing
fosters the
equitable
neighborhoods.
HSG-6 Develop
and implement
middle
neighborhoods
Enhance the quality of existing D, E, Strengthening
housing F strategies that Neighborhoods Ongoing
expand
homeownership
and build
community wealth.
ECN-4 Continue to
support and attract ECN-1 Attract
businesses to Economic
Create and retain jobs G, H job-generating Empowerment Ongoing
Downtown
economic
Rochester.
development.

BFN-2 Continue
and expand
existing efforts to
Enhance the quality of life for Strengthening
city residents J, K decrease the Neighborhoods Ongoing
accumulation of
litter in the
community.
PMP-4 Protect the
HSG-5 Pursue existing character
additional housing of neighborhoods
Continue to implement strategies that while allowing
recommendations of the D, E, support innovative room for evolution Strengthening
Mayor's Housing Quality Task F into more vibrantly Neighborhoods Ongoing
and equitable
Force housing and urban, inclusive,
community and resilient
development. design and
character.
HSG-4 Pursue
new housing
development that
Continue implementation of the HSG-1 Implement
Buy the Block owner occupied grows the city’s existing housing
A, B, Strengthening
housing initiative coordinated F population and plans, initiatives, Neighborhoods Ongoing
fosters the
with mixed-use rehabilitations and policies.
equitable
neighborhoods.
HSG-4 Pursue
Work with New York State and new housing
community partners to development that
ECN-1 Attract
implement the Downtown grows the city’s businesses to Strengthening Building Towards a
Revitalization Initiative and A population and Downtown Neighborhoods Prosperous Future Ongoing
Restore NY Program 6 fosters the
Rochester.
(Downtown East) and 7 creation of vibrant,
(Downtown West) equitable
neighborhoods.
(ARPA) REHAB FOR SENIORS
PROGRAM: This program will
focus on assisting owner- HSG-1 Implement
occupants that don’t qualify for existing housing Strengthening Building Towards a
F, J plans, initiative Neighborhoods Prosperous Future Ongoing
lead grants and will prioritize
seniors in need of critical home and policies.
repairs which will include lead
and code compliance concerns
Continue to advance the Land SC-4 Improve

Management system (INFOR) municipal
to meet the needs of both technology to
Building Towards a
Buildings & Compliance, the better serve the Prosperous Future Ongoing
Zoning division and the city, residents,
customer stakeholders, and
others.
PMP-3 Employ a
“zoning for jobs”
approach whereby
greater flexibility
and efficiency of
land use
IMP-1 Implement
regulations fosters Rochester 2034
Continue to move the Zoning Strengthening Building Towards a
Alignment Project (ZAP) forward emerging business through City Code Neighborhoods Prosperous Future Ongoing
trends and and procedures.
creative re-use of
buildings while not
compromising the
historic character
and stability of
neighborhoods.
HSG-2 Improve
understanding and
Housing Quality Task Force- monitoring of local
continue to work on HSG-1 Implement
existing housing housing and
recommendations and Strengthening
D, E plans, initiative community Neighborhoods Ongoing
participate in committee development
and policies.
meetings issues, needs,
opportunities, and
impacts.
HSG-2 Improve
understanding and
monitoring of local
Continue to engage Landlords HSG-1 Implement
and Tenant Advocacy groups on existing housing housing and
Strengthening
all subjects, including laws and D, E plans, initiative community Neighborhoods Ongoing
development
policies and policies.
issues, needs,
opportunities, and
impacts.
Promote quadrant neighborhood
associations and block club
branding; engage local
neighborhood organizations to
design and maintain each CNP-1 Support BCC-1 Build the
unique sign (all quadrants) neighborhood capacity of
Strengthening
Promote and support online J, K efforts around community Neighborhoods Ongoing
community engagement by branding and organizations and
Business Associations, promotion. associations.
Neighborhood Associations and
Block Clubs to create a more
robust engagement and
participation
Continue to support growth and
community activities focused on BCC-2
youth and community BCC-1 Build the Continuously
engagement; Support targeted capacity of improve City Hall
community Strengthening Fourth
local community, school, J, K public outreach Neighborhoods Quarter
recreation, public safety, and organizations and and
social service agency initiatives associations. communication of
and programs focused on youth City services.
and community engagement

PHS-5 Improve
understanding of
community health BCC-2
Continuously
conditions, needs,
Create and implement improve City Hall
marketing for the Rehabilitation service provision Strengthening
J, K and access in the public outreach Neighborhoods Ongoing
Grants (all quadrants) and
city, and use to
communication of
improve access
City services.
and overall
community health.
Facilitate the increased

interaction between the 19th
PMP-6 Improve
Ward C.A., M2 foundation, City public parks, open VNT-3 Facilitate
of Rochester and Chili Avenue Community Strengthening
J, K spaces, public Ongoing
Business Alliance (CABA) to Gardening on Neighborhoods
facilities, and
enhance and utilize vacant lots.
waterfront access.
Chili/Thurston pocket park (SW
NSC)
Connect small businesses and
home-based startup businesses
with vendor opportunities at the ECN-2 Support ECN-5 Continue
International Plaza; vendor existing and and attract job-
help/incentivize generating Strengthening
opportunity will be actively J, K Neighborhoods Ongoing
promoted at all neighborhood new neighborhood economic
associations and Block Club businesses. development.
meetings in the NE quad (NE
NSC)
Key Performance FY2022 FY2023 FY2023 FY2024

Bureau Activity or Function Indicator Actual Estimated Budget Proposed
Business & Housing A. Create new 1. New affordable

Development housing units units created via the 0 0 0 10
Land Bank
Business & Housing A. Create new 2. New affordable

Development housing units units created by the 301 205 164 142
City
Business & Housing A. Create new 3. New market-rate

Development housing units units created by the 74 32 5 75
City
Business & Housing B. Increase city 1. Via properties sold

Development owner occupants to owner occupants 0 0 10 30
through auction/RFP
2. Via Land Bank
Business & Housing B. Increase city Program to help
Development owner occupants 0 0 2 2
occupants become
owners
3. Via new
construction of owner
occupied units
Business & Housing B. Increase city
Development owner occupants (through Habitat for 2 13 14 20
Humanity, Greater
Rochester Housing
Partnership)
Business & Housing B. Increase city 4. Via City-assisted

Development owner occupants sales to owner 88 70 140 75
occupants
Business & Housing C. Prevent 1. Foreclosures
Development foreclosures prevented 87 150 150 80
1. Properties with
valid C of O and
D. Ensure rental Code compliant/Units
Buildings & Compliance housing is code 88 86 90 70
represented (Total
compliant
number of rental
units)
E. Efficiently resolve 1. Average time to

Buildings & Compliance neighborhood code resolve complaints 46 50 60 60
complaints (in days)
1. Units rehabbed
with General Rehab,
F. Rehabilitate lead grants, OORP,
Buildings & Compliance existing housing units 307 250 275 275
and/or Emergency
Assistance Program
(EAP)
Business & Housing F. Rehabilitate 2. Units rehabbed

Development existing housing units with City’s housing 1 342 496 159
grants/loan funding
Business & Housing F. Rehabilitate 3. Units rehabbed

Development existing housing units through Land Bank 15 0 35 30
programs
Business & Housing 1. Total jobs created
Development G. Create jobs (FTE) 133.5 140 125 N/A
Business & Housing 2. Projected jobs to

Development G. Create jobs be created within N/A N/A N/A 300
three years

Bureau Activity or Function
Indicator Actual Estimated Budget Proposed
3. Total new jobs

Business & Housing projected to be
Development G. Create jobs 74 76 75 80
created that will be
filled by city residents
4. Percentage of
Business & Housing projected new jobs to
Development G. Create jobs 83 71 70 70
be created that pay
at least $32,500 (%)
Business & Housing 1. Total jobs retained

Development H. Retain jobs through City-enabled 148 350 240 260
projects
1. Overall percentage
of customers who
I. Improve customer
All service (Quarterly) report being satisfied 85 90 90 90
by NBD’s services
(%)
2. Customer
satisfaction rate for
I. Improve customer
Buildings & Compliance service (Quarterly) the Certification of 100 90 90 90
Occupancy Process
(%)
3. Customer
I. Improve customer
Buildings & Compliance service (Quarterly) the Certification of 100 90 90 90
Compliance Process
(%)
4. Customer
Business & Housing I. Improve customer
Development service (Quarterly) the Homebuyer 90 92 90 90
Assistance Program
(%)
5. Customer
I. Improve customer satisfaction rate for
Buildings & Compliance service (Quarterly) 74 90 90 90
the Rehab Grant
Program (%)
6. Customer
Business & Housing I. Improve customer the assistance with
Development service (Quarterly) 90 95 90 90
Business Grant
Programs
applications (%)
7. Customer
I. Improve customer satisfaction rate for
Zoning service (Quarterly) 100 90 90 90
all Zoning processes
(%)
8. Customer
I. Improve customer other points of
All service (Quarterly) 85 90 90 90
contact (e.g., point of
intake cards, other
surveys) (%)
I. Improve customer 9. Apply for grants to

All service (Quarterly) support NBD N/A 3 3 3
programs
J. Eliminate 1. Proactive
Buildings & Compliance neighborhood blight demolitions carried 39 80 80 100
out in the fiscal year
J. Eliminate 2. Neighborhood
Neighborhood Preservation neighborhood blight cleanups carried out 130 130 130 100
in the fiscal year
3. Refuse reviews
J. Eliminate performed, assessing
Neighborhood Preservation neighborhood blight 800 800 800 900
commercial corridors
in the fiscal year
K. Increase 1. Neighborhood and
community Business Association
Neighborhood Preservation 980 980 980 980
engagement and meetings attended by
capacity NSC staff
K. Increase 2. Citizens that
community graduate from the
Neighborhood Preservation 50 50 50 50
engagement and City’s Community
capacity University program
K. Increase
community 3. Points of
Neighborhood Preservation contact/Walk- N/A N/A N/A 57,000
engagement and
ins/Calls
capacity
K. Increase
community
Neighborhood Preservation 4. Rehab Intakes N/A N/A N/A 2,400
engagement and
capacity
1. Average Number
of Days Loan or
Business & Housing
Development L. City Court Actions Grant application N/A N/A N/A 45
spends in
Underwriting
2. Number of new
cases introduced to
Buildings & Compliance L. City Court Actions N/A N/A N/A 4
City Court/Supreme
Court
3. Number of
properties made
Buildings & Compliance L. City Court Actions N/A N/A N/A 6
code compliant (add
the # of Units)

1. Average length of
M. Code time to complete the
Buildings & Compliance Enforcement Actions N/A N/A N/A 200
C of O renewal
process (days)
M. Code 2. Number of
Buildings & Compliance Enforcement Actions properties issued N/A N/A N/A 200
tickets
3. Number of days
M. Code property brought into
Buildings & Compliance Enforcement Actions N/A N/A N/A 60
compliance after
ticketing

Services $3,200,073 $14,180,100 $16,705,950 $17,517,700
Other $6,834 $8,700 $8,700 $9,000
TOTAL $12,961,765 $24,431,500 $27,791,600 $29,268,700

OFFICE OF THE COMMISSIONER $894,773 $829,400 $991,500 $1,414,100
BUSINESS & HOUSING DEVELOPMENT $2,544,803 $9,535,900 $10,057,900 $10,925,000
NEIGHBORHOOD PRESERVATION $2,496,364 $3,030,000 $3,457,900 $1,878,500
BUILDINGS & COMPLIANCE $7,025,825 $11,036,200 $13,284,300 $15,051,100
TOTAL $12,961,765 $24,431,500 $27,791,600 $29,268,700

DEVELOPMENT: OFFICE OF THE
COMMISSIONER
Click here to return to the Neighborhood & Business Development overview
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values, the NBD Office of the
Commissioner will promote coordination and communication for the department and customers
to provide budget and personnel services, grants management, and process improvements.
ORGANIZATION
CUSTOMERS
External: Federal and state government, contractors, businesses, neighborhood associations,

residents
Internal: City of Rochester departments, NBD staff
CRITICAL PROCESSES
Prepare and monitor departmental operating and CIP budgets

Provide budgetary and financial reporting functions
Monitor grant budgets
Coordinate performance management and measurement programs
Administer personnel, purchasing, and payroll activities
Ensure adherence to grant compliance requirements for federal formula grant programs
Manage the federal disbursement and information system
Implement process improvements to modernize programs with 21st century technology
Maintain the Zoning Code and continue implementation of Zoning Alignment Project (ZAP)


Personnel Expenses $836,670 $727,800 $875,000 $1,294,400
Services $55,786 $98,600 $112,100 $115,200
TOTAL $894,773 $829,400 $991,500 $1,414,100

ZONING $0 $0 $0 $615,500
COMMISSIONER $309,517 $329,400 $342,000 $357,800
STRATEGIC INITIATIVES $585,257 $500,000 $649,500 $440,800
TOTAL $894,773 $829,400 $991,500 $1,414,100

Salary & Wage Adjustment -$13,100
Zoning transfers from Buildings & Compliance $623,200
One full time Director of Policy & Strategic Initiatives added $99,000
One full time Systems Administrator transfers to Buildings & Compliance -$83,900
One full time Business Analyst II transfers to Buildings & Compliance -$93,300
One full time Assistant Commissioner transfers to Business & Housing Development and is renamed Director of Development -$112,700
$422,600
The Office of the Commissioner reflects a neighborhood investment by adding a Director of Policy
& Strategic Initiatives to develop and implement the former award-winning Neighbors Building
Neighborhoods (NBN) program. The Zoning division transfers to the Office of the Commissioner
from Buildings and Compliance as a part of the department's restructuring. Two positions are
transferred from the Office of the Commissioner to Buildings and Compliance to further support
and finalize the Land Management integration. This bureau will continue to serve and carry out
department wide initiatives.

Commissioner Commissioner 36 1.00 1.00
Commissioner Executive Assistant 20 1.00 1.00
Strategic Initiatives Assistant Commissioner 31 1.00 0.00
Strategic Initiatives Director of Policy and Strategic Initiatives 29 0.00 1.00
Grants Manager and Research
Strategic Initiatives 29 1.00 1.00
Coordinator

Strategic Initiatives Process Improvement Specialist 26 1.00 1.00

Strategic Initiatives Business Analyst I 25 1.00 0.00
Strategic Initiatives Systems Administrator 25 1.00 0.00
Strategic Initiatives CDBG Coordinator 24 1.00 1.00
Strategic Initiatives Senior Service Assistant 11 1.00 1.00
Zoning Manager of Zoning 30 0.00 1.00
Zoning Associate Zoning Analyst 26 0.00 1.00
Zoning Senior City Planner 24 0.00 1.00
Zoning Senior Community Housing Planner 24 0.00 0.00
Zoning Senior Zoning Analyst 24 0.00 2.00
Zoning Zoning Analyst 20 0.00 3.00
9.00 15.00
Position Name Strategic Initiatives

FTE
Clerk III/Typing/Part-Time 0.50
FTE 0.50

DEVELOPMENT: BUSINESS & HOUSING
DEVELOPMENT
MISSION STATEMENT
To support the City of Rochester's Mission, Vision, and Values, the Bureau of Business and
Housing Development is a team of committed professionals working to enhance the quality of life
and economic opportunity for residents, neighborhoods and businesses. We help create great
places for all to live, work, and play in Rochester!
ORGANIZATION
CUSTOMERS
External: Commercial/retail businesses; industrial businesses; developers/investors; property

buyers/owners; neighborhood groups/associations; business associations
Internal: City of Rochester departments
CRITICAL PROCESSES
Promote development of small and middle market businesses

Promote affordable and market rate residential development for both rental and home
ownership
Purchase and sell selected real estate that is essential to achieving City goals
Portfolio management – loan and grant monitoring
Manage housing programs that increase and facilitate home ownership, offer supportive
services, and address homelessness
Attract, retain, and grow downtown businesses and investment

Attend monthly quadrant business association meetings

Services $229,710 $6,859,000 $7,301,400 $8,050,400
Other $6,834 $8,700 $8,700 $9,000
TOTAL $2,544,803 $9,535,900 $10,057,900 $10,925,000

BHD ADMINISTRATION $713,068 $1,641,900 $1,840,800 $3,608,900
BUSINESS DEVELOPMENT $405,185 $427,100 $422,500 $447,300
REAL ESTATE $616,556 $4,930,100 $5,020,100 $6,011,700
HOUSING $809,994 $2,536,800 $2,774,500 $857,100
TOTAL $2,544,803 $9,535,900 $10,057,900 $10,925,000

ARPA funding added for Healthy Food Program $1,500,000
ARPA funding increased in Buy the Block Program services $950,000
One full time Director of Development added to Administration $112,700
ARPA funding decreased in Targeted Business Revitalization services -$100
Productivity improvements result in efficiencies -$4,800
One full time Clerk II transfers to Buildings & Compliance -$46,200
Two full time Property Rehabilitation Specialists transfer to Buildings & Compliance -$142,200
Funding for Property Improvement Program does not recur -$435,000
Funding for True North Apartments does not recur -$500,000
Funding for Rochester Peace Village does not recur -$750,000
$867,100
Business and Housing Development will continue to oversee and implement high priority
economic development, housing, and mixed-use development programs that create jobs, generate
investment, increase affordable home ownership opportunities, enhance existing housing quality,
and create new quality housing. In 2023-24, key areas of focus will include continuing
implementation of the Buy the Block program, coordinating economic revitalization efforts in the
heart of Downtown Rochester through the Downtown Revitalization Initiative and Restore NY
programs and breaking ground on the first of many new developments at the Bulls Head
redevelopment area. BHD will facilitate continued growth of affordable housing opportunities
throughout the city, support business growth and development investment along our commercial
corridors, conduct Request for Proposals processes for multiple development sites and combat
street homelessness in coordination with community partners. A newly established Development

function is introduced to oversee mixed-use, market rate development and special projects,
complementing and supporting the work of BHD’s three core divisions (Business Development,
Housing and Real Estate).

Administration Deputy Commissioner 34 1.00 1.00
Administration Director of Development 30 0.00 1.00
Administration Manager of Special Projects 29 0.00 1.00
Administration Credit Manager 28 1.00 1.00
Administration Senior Administrative Analyst 24 1.00 0.00
Administration Senior Management Analyst 23 0.00 1.00
Administration Credit Underwriter 24 0.00 1.00
Administration Credit Underwriter 22 1.00 0.00
Administration Executive Assistant 20 1.00 1.00
Administration Executive Assistant/Bilingual 20 1.00 1.00
Administration Closing Assistant 16 1.00 1.00
Administration Senior Service Assistant 11 0.00 1.00
Administration Clerk II 9 1.00 0.00
Director of Strategic Business
Business Development 30 1.00 1.00
Development
Business Development Economic Development Project Manager 26 1.00 1.00
Business Development Senior Economic Development Specialist 24 1.00 2.00
Business Development Business Liaison/Bilingual 22 1.00 1.00
Business Development Business Liaison 22 1.00 0.00
Business Development Community Housing Planner 20 1.00 0.00
Business Development Clerk II 9 1.00 0.00
Real Estate Director of Real Estate 30 1.00 1.00
Real Estate Assistant Director of Real Estate 28 1.00 1.00
Real Estate Associate Real Estate Specialist 26 1.00 1.00
Real Estate Associate Real Estate Specialist/Bilingual 26 0.00 1.00
Real Estate Senior Community Housing Planner 24 0.00 1.00
Real Estate Senior Real Estate Specialist 24 1.00 0.00
Real Estate Senior Real Estate Specialist/Bilingual 24 1.00 0.00
Real Estate Senior Legal Assistant/Real Estate 22 0.00 1.00
Real Estate Community Housing Planner 20 0.00 1.00
Real Estate Legal Assistant/Real Estate 20 1.00 0.00
Real Estate Senior Service Assistant/Bilingual 11 0.00 1.00
Real Estate Clerk III with Typing/Bilingual 7 1.00 0.00
Housing Manager of Housing 31 1.00 1.00
Housing Manager of Special Projects 29 1.00 0.00
Housing Assistant to the Manager of Housing 27 1.00 1.00
Housing Associate Community Housing Planner 26 1.00 1.00
Associate Community Housing
Housing 26 1.00 1.00
Planner/Bilingual
Housing Senior Administrative Analyst 24 1.00 1.00
Housing Senior Community Housing Planner 24 2.00 2.00
Housing Business Liaison 22 0.00 1.00
Housing Community Housing Planner 20 1.00 1.00
Housing Program Assistant 16 0.00 1.00
Housing Senior Service Assistant 11 1.00 0.00
32.00 33.00

DEVELOPMENT: NEIGHBORHOOD
PRESERVATION
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values, the Bureau of Neighborhood
Preservation promotes strength, stability, pride and empowerment to our residents and
stakeholders and encourages growth of city neighborhoods and businesses through safety,
education, and economic development. We work to bridge the gap between neighborhoods by
improving lines of communication, addressing quality of life issues through community
partnerships, and enhancing delivery of services.
ORGANIZATION
CUSTOMERS
External: City Residents; homeowners; business operators; community organizations;

neighborhood and business associations
CRITICAL PROCESSES
Issue Nuisance Activity Points (NAP) to address chronic issues that impact quality of life
Manage handicap permits process
Facilitate resolution of neighborhood complaints
Provide technical assistance for community engagement and organizing
Plan and implement special projects
Collaborate with neighborhood groups and business organizations on initiatives through the
lens of the Rochester 2034 Comprehensive Plan

Manage Business Permit process
Manage Gardening Program
Manage Street Liaison Program for specific commercial corridors in each quadrant
Rehab grant application intake

Services $1,133,725 $1,630,800 $1,994,550 $239,700
TOTAL $2,496,364 $3,030,000 $3,457,900 $1,878,500

NSC - NORTHWEST $335,687 $367,900 $346,300 $376,300
NSC - NORTHEAST $279,869 $290,500 $329,800 $381,000
NSC - SOUTHWEST $327,289 $347,400 $366,800 $416,400
NSC - SOUTHEAST $334,801 $336,000 $364,900 $431,700
NSC ADMINISTRATION $1,218,718 $1,688,200 $2,050,100 $273,100
TOTAL $2,496,364 $3,030,000 $3,457,900 $1,878,500

Four part time Code Enforcement Inspectors added to the Neighborhood Service Centers $81,200
Net increase due to part time to full time conversions for four Clerk III positions $62,900
Net increase due to lease agreement for Southeast Neighborhood Service Center $28,800
Community Development Block Grant funding added for training supplies $5,000
ARPA funded Senior Meals Program ends following the summer of 2023 -$1,793,300
-$1,579,400
Neighborhood Preservation added four part time Code Enforcement Inspector positions to the
Neighborhood Service Centers. This will address the community concerns regarding code
violations as well as provide necessary grounds maintenance and beautification in neighborhoods.
In the Neighborhood Service Centers, four part time clerical positions will be converted to four full
time positions. This will provide a more consistent level of customer service and address the high
turnover rate of qualified candidates. The Senior Meals program will continue through the
summer of 2023.


Administration NSC Director 30 1.00 1.00
Administration Secretary to the NSC Director 16 1.00 1.00
Administration Project Assistant 12 1.00 1.00
Northwest NSC Administrator 29 1.00 1.00
Northwest Assistant to NSC Administrator 24 1.00 1.00
Northwest Customer Service Rep/Bilingual 12 1.00 1.00
Northwest Clerk III 7 0.00 1.00
Northeast NSC Administrator 29 1.00 1.00
Northeast Assistant to NSC Administrator 24 1.00 1.00
Northeast Customer Service Rep/Bilingual 12 1.00 1.00
Northeast Clerk III 7 0.00 1.00
Southwest NSC Administrator 29 1.00 1.00
Southwest Assistant to NSC Administrator 24 1.00 1.00
Southwest Customer Service Representative 12 1.00 1.00
Southwest Clerk III 7 0.00 1.00
Southeast NSC Administrator 29 1.00 1.00
Southeast Assistant to NSC Administrator 24 1.00 1.00
Southeast Customer Service Representative 12 1.00 1.00
Southeast Clerk III 7 0.00 1.00
15.00 19.00
Position Name Northeast Northwest Southeast Southwest

FTE
Clerk III/Typing/Part-Time 1.00 1.00 1.00 1.00
Code Enforcement Inspector/Part-Time 0.50 0.50 0.50 0.50
FTE 1.50 1.50 1.50 1.50

DEVELOPMENT: BUILDINGS &
COMPLIANCE
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values, the Bureau of Buildings and
Compliance will perform permit application review processes, facilitate rehabilitation grant
programs, and conduct inspection services to ensure that all buildings and properties are in
compliance with local, state, and federal regulations. Our team will do this by delivering timely,
consistent, and comprehensive customer oriented services in the most cost-effective manner.
ORGANIZATION
CUSTOMERS
External: City residents, landlord/housing providers, developers, homeowners, business

operators, contractors, licensed professionals, neighborhood organizations, Monroe County
CRITICAL PROCESSES
Reduce and eliminate blight and ensure safe and habitable housing through the renewable
Certificate of Occupancy (C of O) program
Inspect buildings and issue electrical, plumbing, and elevator permits

Reduce the number of lead poisoning cases involving resident children through lead-based
paint inspections and lead dust testing
Enforce compliance with City Codes
Monitor vacant structures
Conduct complaint inspections
Administer licensing of skilled trades and certification programs
Coordinate public review and hearing processes
Effectively manage the demolition program to ensure all structures in need of demolition are
taken down in a timely manner
Facilitate the rehab grant program to maximize long term impact
Manage the Emergency Hazard Abatement Program
Manage the grant application intake process
Implement major changes to Land Management system operations for interface via an online
portal
Implement the Property Manager Scoring System
Collaborate with the Law Department to prepare Enforcement cases
Collaborate with the Law Department to prepare and process Abandonment Action cases
Develop, implement and monitor internal training programs for staff

Services $1,780,852 $5,591,700 $7,297,900 $9,112,400
TOTAL $7,025,825 $11,036,200 $13,284,300 $15,051,100

BUILDINGS & COMPLIANCE $2,144,640 $6,053,200 $7,848,000 $9,898,800
CODE ENFORCEMENT $3,069,408 $3,171,300 $3,616,200 $3,711,600
ZONING $587,147 $528,500 $623,700 $0
PERMIT OFFICE $577,126 $594,700 $538,300 $744,800
CONTRACT SERVICES $647,505 $688,500 $658,100 $695,900
TOTAL $7,025,825 $11,036,200 $13,284,300 $15,051,100

ARPA funding added for Lead Service Replacement Program $2,775,000
ARPA funding added for Targeted Mixed-Use Rehabilitation Program $1,350,000
Two full time Property Rehabilitation Specialists transfer from Business & Housing Development $142,200
One full time Business Analyst II position transfers from Strategic Initiatives $93,300
One full time Code Enforcement Coordinator position added $87,700
One full time Systems Administrator position transfers from Strategic Initiatives $83,900
One full time Code Enforcement Officer Trainee position added $50,200
One full time Clerk II transfers from Business & Housing Development $46,200
ARPA funding decreases for Emergency Assistance to Senior Homeowners Grant services -$214,300
Zoning transfers to the Commissioner's Office -$623,200

ARPA funding decreases for Housing Rehabilitation Grants to Homewoners services -$717,800
ARPA funding decreases for Owner Occupant Roof Grants to Homeowners services -$1,392,800
$1,766,800
As a result of department restructuring, the Zoning unit transferred to the Office of the
Commissioner. Two full time staff implementing the Land Management project are transferred to
Buildings and Compliance. Customer service improvements will continue as implementation of the
new Land Management (INFOR) solution continues. This may include changes to the permit office,
Certificate of Occupancy functions and staffing locations. To support these activities, one full time
Code Enforcement Coordinator position is added to Code Enforcement. The 2023-24 budget
reflects an increase in ARPA funded services and personnel. The Targeted Mixed-Use
Rehabilitation Grant and Lead Water Service Line Replacement programs are added in Contract
Services.

As a part of the Housing Quality Task Force Recommendations, there are six newly identified Key
Performance Indicators added to the budget. Three of the KPIs are relevant to the reporting on
the frequency and outcome of cases being brought to the courts. The other three are intended to
report on the action and timeliness of Code Enforcement. Accountability, training, and improved
technology changes are intended to improve services and in turn, improve housing quality for
residents.

Administration Director of Buildings & Zoning 34 1.00 1.00
Administration Assistant Director of Buildings & Zoning 31 1.00 1.00
Administration Business Analyst II 27 0.00 1.00
Administration Systems Administrator 25 0.00 1.00
Administration Senior Management Analyst 23 1.00 1.00
Administration Program Coordinator 16 1.00 0.00
Administration Program Coordinator/Bilingual 16 0.00 1.00
Administration Clerk I 11 1.00 1.00
Administration Senior Service Assistant 11 3.00 3.00
Code Enforcement Manager of Code Enforcement 30 1.00 1.00
Code Enforcement Code Compliance Coordinator 26 1.00 1.00
Code Enforcement Code Enforcement Coordinator 24 0.00 1.00
Code Enforcement Lead Paint Program Coordinator 24 1.00 1.00
Code Enforcement Plans Examiner 24 3.00 3.00
Code Enforcement Senior Code Enforcement Officer 24 4.00 2.00
Senior Code Enforcement
Code Enforcement Officer/Bilingual 24 1.00 3.00
Code Enforcement Assistant Plans Examiner 21 1.00 1.00

Code Enforcement Code Enforcement Officer 21 15.00 15.00
Code Enforcement Code Enforcement Officer/Bilingual 21 4.00 3.00
Code Enforcement Electrical Inspector 21 3.00 3.00
Code Enforcement Plumbing Inspector 21 2.00 2.00
Code Enforcement Code Enforcement Officer Trainee 18 13.00 13.00
Code Enforcement Officer
Code Enforcement Trainee/Bilingual 18 2.00 3.00
Zoning Manager of Zoning 30 1.00 0.00

Zoning Associate Zoning Analyst 26 1.00 0.00
Zoning Senior City Planner 24 1.00 0.00

Zoning Senior Community Housing Planner 24 1.00 0.00

Zoning Senior Zoning Analyst 24 1.00 0.00
Zoning Zoning Analyst 20 3.00 0.00
Permit Office Permit Office Manager 28 1.00 1.00
Permit Office Senior Administrative Analyst 24 1.00 1.00
Permit Office Senior Management Analyst 23 0.00 1.00
Permit Office Property Rehab Specialist 21 0.00 1.00
Permit Office Administrative Assistant/Bilingual 16 1.00 0.00
Permit Office Program Coordinator 16 1.00 2.00
Permit Office Senior Service Assistant 11 5.00 4.00
Permit Office Senior Service Assistant/Bilingual 11 1.00 2.00
Permit Office Clerk II 9 0.00 1.00
Contract Services Manager of Contract Services 30 0.00 1.00
Contract Services Manager of Contract Services 28 1.00 0.00
Contract Services Principal Community Housing Planner 28 0.00 1.00
Contract Services Associate Community Housing Planner 26 1.00 0.00
Contract Services Senior Property Rehab Specialist 24 2.00 2.00
Contract Services Property Rehab Specialist 21 3.00 1.00
Contract Services Property Rehab Specialist/Bilingual 21 1.00 1.00
Contract Services Program Coordinator 16 1.00 1.00
Contract Services Senior Service Assistant 11 1.00 0.00
Contract Services Senior Service Assistant/Bilingual 11 0.00 1.00
Contract Services Clerk II 9 1.00 0.00
88.00 83.00
Position Name Administration Code Enforcement Contract Services Permit Office

FTE
Code Enforcement Officer/On-Call 0.00 1.00 0.00 0.00
Examining Board of Plumbers 0.20 0.00 0.00 0.00
Property Rehabilitation Specialist/Seasonal 0.00 0.00 0.50 0.00
Examiner-Stationary 1.00 0.00 0.00 0.00
Examiner-Electrician 1.20 0.00 0.00 0.00
Examiner-Chairperson 0.20 0.00 0.00 0.00
Examiner-Plumber 0.60 0.00 0.00 0.00
FTE 3.20 1.50 0.50 0.50

ENVIRONMENTAL SERVICES
MISSION STATEMENT
To support the City of Rochester's Mission, Vision, and Values by providing a safe, clean, and
attractive community through efficient planning, design, and delivery of services that contribute to
the highest possible quality of life within the City of Rochester.
ORGANIZATION
Environmental Services will add 21 full time positions to its table of organization in 2023-24.
Eleven of these positions are incremental resources to provide a higher level of service while the
other ten are primarily the conversion of existing part-time or seasonal positions to full time. The
conversion to full time resources seeks to address equity issues encountered with using part time
or seasonal labor. The wide range of job openings throughout the county has made it difficult to
recruit for temporary and seasonal positions that don’t provide fringe benefits, and in particular
any position that requires a NYS Commercial Driver’s License. Further detail regarding the
positions can be found in the bureau chapters that follow.

The Commissioner’s Office will focus its efforts in key Mayoral priority areas including ROC the
Riverway initiatives, maintenance and control of the City’s Right of Way, development of the
Rochester Downtown Partnership, and citywide infrastructure development. The department is
Environmental Services 1
working to implement the remaining recommendations from the City’s Security Governance Team
which included new procedures put in place in 2022-23 in City Hall and R-Centers.

Architecture & Engineering continues to provide oversight of many high profile capital projects,
including overall coordination of the ROC the Riverway Initiative including, but not limited to,
Aqueduct Reimagined Phase II, Charles Carroll Park, Pont de Rennes Bridge rehabilitation, and the
Blue Cross Arena Riverside Addition. Information regarding individual capital projects can be
found in the Strategic Initiatives section for the Bureau of Architecture & Engineering in addition
to the Capital section of the budget.

The Operations Bureau will embark on the next phase of implementing modern technology in
Solid Waste to improve refuse and recycling services and educate the community on proper waste
disposal and recycling.

Buildings & Parks will benefit from the addition of full time staff in Parks Operations to provide a
higher level of service that focuses on litter collection in parks and athletic field maintenance.
Forestry will focus on year two of the Tree Beautification initiative which will expand the number
of trees planted throughout the City in an effort to further environmental justice and equity.

Equipment Services will continue to work on identifying viable alternative fueled vehicles and
optimizing the performance of the existing City fleet. A reorganization of supervision of the Repair
function will allow future opportunities for career advancement.

The Bureau of Water, along with Architecture & Engineering and the Commissioner’s Office, will
continue their focus on the City’s water infrastructure, primarily adherence to the Lead and
Copper Rule Revisions (LCRR) issued by the Environmental Protection Agency. ARPA funding has
allowed for more Lead Service Line Replacements to occur.

Additional information for each bureau is included in the sections that follow.

OFFICE OF THE ARCHITECTURE & OPERATIONS

COMMISSIONER ENGINEERING
Click here to view the Office of Click here to view the Click here to view the
the Commissioner's budget. Architecture and Engineering Operations budget.
budget.
BUILDING & PARKS EQUIPMENT WATER
SERVICES
Click here to view the Building Click here to view the Click here to view the Water
and Parks budget. Equipment Services budget. budget.

Commissioner's 1. City Facility

DEQ Compliance 105 124 120 104
Office
Inspections
Commissioner's 2. City Owned Sites
DEQ 3 3 5 3
Office remediated
Commissioner's 3. Environmental
DEQ Investigations 35 41 50 35
Office
Completed
4. Sites w/Institutional
Commissioner's Control (IC) flags in
DEQ 338 340 350 345
Office City's Property
Information System
Commissioner's 5. Renewable Energy

DEQ Generated at City 2,702,882 2,650,000 2,600,000 2,575,000
Office
Properties (KWh)
Commissioner's 6. Electric Vehicle

DEQ Charging Station 15,093 17,336 17,076 18,197
Office
sessions
7. Community Choice
Commissioner's Aggregation Program-
DEQ 67 73 72 73
Office Rochester Community
Power Participation
8. Environmental
Workforce
Commissioner's Development & Job
DEQ Training/Brownfield Job 12 26 30 42
Office
Training : # of
participants entering
training
9. Environmental
Workforce
Office
Training : # of
participants completing
training
10. Environmental
Workforce
Office
Training : # of
participants obtaining
employment
Commissioner's
Security 11. Alarm Troubles 300 250 300 300
Office
Commissioner's
Security 12. 911 Calls 220 220 220 220
Office
Commissioner's 13. Property Damage
Security 50 50 50 50
Office Incidents
Commissioner's
Security 14. Supervisor Training 6 6 6 6
Office
Commissioner's 15. Workplace
Office Violence Training
Commissioner's
Security 16. Report Writing 41 41 41 41
Office
Commissioner's 17. 8hr Annual Security
Office Guard Training
Commissioner's 18. Active Killer
Office Training
Commissioner's 19. Active Killer
Security 75 75 N/A 50
Office Training - Online
Commissioner's
Security 20. On the job Training 13 10 N/A N/A
Office
Landscape 21. Landscape
A&E Architecture Architecture Projects 5.312 5.623 5.152 6.901
(Development) designed ($000,000)
22. Projects designed
A&E Structures 20.909 43.62 47.163 51.75
($000,000)
A&E Architectural Services 36.007 30.941 31.338 18.565
($000,000)
A&E Street Design 31.609 27.713 28.072 19.117
($000,000)
25. City maintained
A&E Street Lighting 28,440 28,500 28,550 28,600
lights
A&E Street Lighting 26. Calls for Service 2,722 2,525 3,000 3,000
Solid 27. Residential refuse

Operations tons collected and 97,519 94,000 97,858 99,800
Waste/Residential
disposed
Solid 28. Commercial refuse

Operations tons collected and 10,421.5 10,800 11,000 11,000
Waste/Commercial
disposed
29. Recycling tons
Operations Solid Waste/Recycling collected and diverted 7,385 8,200 8,800 8,800
from landfill
30. Organics material
collected through food
Operations Solid Waste/Recycling waste recycling N/A N/A N/A 105
program and diverted
from landfill (tons)
Operations Special Services 31. Roadway plow runs 12 3 17 17
Operations Special Services 32. Sidewalk plow runs 7 1 12 12
33. Arterial sidewalk
Operations Special Services 2 1 3 3
plow runs
34. Roadway plow runs
Operations Special Services completed successfully 99.7 97 97 97
(%)
35. Compost returned
Operations Special Services through materials give 584.7 500 500 500
back site (tons)
36. Percent of streets
Operations Special Services 85.8 90 90 90
swept on schedule (%)
37. Percent of potholes
Operations Special Services filled within 2 business 98.9 99 99 99
days (%)
38. Percent of reported
Operations Special Services graffiti cleaned within N/A N/A N/A 98
48 hours (weather
permitting) (%)
39. Number of people
participating in the City
of Rochester/
Operations Special Services DOCCS/CEO N/A N/A N/A 50
transitional job training
and placement
program
40. City Building
Buildings and Parks Building Services 190 191 191 193
Inventory
41. Buildings
Buildings and Parks Building Services 190 191 191 193
maintained
Buildings and Parks Parks Operations 42. Acres Maintained 900 900 900 900
43. Ice Rinks
Buildings and Parks Parks Operations 2 2 2 2
maintained
44. Trees in poor
Buildings and Parks Forestry N/A 5 5 5
condition (%)
45. Seasonal Slip
Buildings and Parks Marina 100 98.2 98.2 100
occupancy (%)
46. Transient slip
Buildings and Parks Marina 55 55 55 55
occupancy (%)
47. Preventative
Equipment Services Maintenance Schedule 78 79 90 90
Completed on Time
(%)
48. Average hours of
Equipment Services training received per N/A 35 25 25
employee
49. Vehicle up time
Equipment Services N/A 81 90 90
(RPD) (%)
50. Vehicle up time
Equipment Services N/A 95 90 90
(Water) (%)
51. Percent of
Equipment Services alternatively fueled N/A 5 5 5
vehicles (%)
52. Distribution system
Water Engineering water main breaks & 8.5 7 12 12
leaks per 100 miles of
water main
53. Total Number of
Water Engineering Lead Service Line 973 1,950 3,000 3,100
Replacements
54. Percentage of
water mains in
Water Engineering distribution system with 79 80.2 80 81
corrosion inhibitive
lining
55. Filtration plant
Water Upland Operations production (million 36.2 36 37 37
gallons per day)
56. Non-revenue water
Water Distribution in million gallons daily 6.8 7.5 6 6
(MGD)
57. Percent of
customers satisfied
with service, as
Water Distribution measured by 95 96 95 95
telephone callbacks
after service was
performed
58. Number of Radio
Water Distribution Read Meter 1,611 1,650 2,500 2,500
Installations.
59. Percent of meters
Water Distribution 75.3 78 79 82
converted to radio read
ENVIRONMENTAL SERVICES BY FUND
Other
Data Updated May 08, 2023, CEMETERY
8:08 AM
LOCAL WORKS
GENERAL FUND
REFUSE
WATER
$99,836,100.00
Expenses in 2024

Services $38,258,250 $38,174,900 $40,521,017 $42,243,600
Other $9,177,071 $8,960,600 $8,960,611 $9,082,600
TOTAL $87,855,823 $89,651,000 $95,009,800 $99,836,100

COMMISSIONER'S OFFICE $3,773,497 $4,250,000 $4,204,900 $4,658,800
ARCHITECTURE & ENGINEERING $7,033,587 $7,253,800 $8,012,400 $8,086,200
OPERATIONS $36,762,275 $38,460,700 $40,808,300 $42,615,600
BUILDING & PARKS $17,351,882 $16,489,300 $17,617,500 $19,004,600
EQUIPMENT SERVICES -$271,576 $0 $371,500 $385,600
WATER $23,206,157 $23,197,200 $23,995,200 $25,085,300
TOTAL $87,855,823 $89,651,000 $95,009,800 $99,836,100
ENVIRONMENTAL SERVICES: OFFICE OF
THE COMMISSIONER
Click here to return to Environmental Services Overview.
MISSION STATEMENT
Office of the Commissioner:

To support the City of Rochester's Mission, Vision and Values by assisting the Mayor and
Commissioner in achieving their vision for the Department by:
Creating a culture of empowerment, respect and safety within the Department;
Fostering a healthy exchange of dialogue between the Department and the City’s central
service agencies in order to secure appropriate resources for DES operating units so that they
may carry out their essential missions, and attain stated goals and objectives;
Working in partnership with DES operating units to improve customer service, and the
efficiency and effectiveness of operations; and
Improving the flow of communication throughout the Department and enhancing the
Department’s capabilities to interact in a meaningful way with its customers.

Environmental Quality:

Environmental Quality supports the City of Rochester’s Mission, Vision and Values by providing
efficient, high quality project management, technical support, state and federal agency
coordination, grant writing and administration, and policy guidance across four primary program
areas:
Office of Energy & Sustainability – City sustainability and climate action initiatives, renewable
energy and energy efficiency planning and management, greenhouse gas emissions monitoring
and reduction, climate change vulnerability assessment and adaptation planning.
Office of Compliance & Pollution Prevention – City facility environmental compliance, chemical
and petroleum bulk storage tank management, hazardous and special waste management,
pollution prevention, storm water management and environmental permitting.
Office of Environmental Investigation & Remediation of Properties – Property transaction
environmental due diligence; Phase I and Phase II Environmental site assessments, remedial
investigations, remedial planning, remedial design, and remedial system operation and
maintenance; environmental remediation and cleanup; predevelopment and geotechnical
studies; Opinion of Probable Cost Cleanup estimates; Brownfield Opportunity Area (BOA) plan
development and implementation; sampling and permitting; and environmental institutional
control system management.
Environmental Workforce Development – Development and implementation of Environmental
Protection Agency workforce development and job training program for underserved City
residents.

These services meet legal and regulatory requirements for City facilities, abate and prevent
environmental problems, leverage outside funding sources, respond to energy and climate
challenges, encourage sustainable redevelopment, and improve property valuations in order to
protect, preserve and enhance the natural and built environment of the City of Rochester and the
Genesee Finger Lakes region.

Security:

Security supports the Mayor’s public safety initiatives by helping to provide a safe environment for
employees and the public. This is accomplished by providing personal security for key City staff
and visitors to our facilities, security guard services at select City facilities, routine surveillance of
City properties, and the monitoring of security alarms installed at City facilities.

ORGANIZATION
OFFICE OF THE ENVIRONMENTAL SECURITY

COMMISSIONER QUALITY

External: All who currently External: All who currently External: All who currently
or potentially could live, or potentially could live, or potentially could live,
work, visit, or do business work, visit, or do business work, visit, or do business
in the city of Rochester in the city of Rochester; in the city of Rochester
Internal: City Community groups; Local, Internal: City
Administration; City Senior state and federal granting Administration; City Senior
Management Team; City and regulatory agencies Management Team; City
departments; City Internal: City of Rochester departments; City
employees departments employees

Projected
alignment alignment Supported Supported Completion
Date
WRK-3 Focus
workforce Promoting
Environmental Conduct REJob 3.0 8, 9, development Economic Third
Equity,
Quality Brownfields Job Training 10 efforts on Empowerment Inclusion & Quarter
Program
vulnerable Social Justice
populations.
Projected
Completion
PMP-6
VNT-1 Improve
public parks,
Continue cleanup and Strategically
Environmental position vacant open spaces, Strengthening Fourth
redevelopment of former 2
Quality Vacuum Oil Site sites for public Neighborhoods Quarter
redevelopment. facilities, and
waterfront
access.
Facilitate expansion of SC-4
telecommunications SC-1 Improve
infrastructure by enforcing Implement the municipal
Building
Master License Dig- technology to
Commissioner's Strengthening Towards a
Agreements with various 24 Once/Right-of- better serve Prosperous Ongoing
Office Neighborhoods
service providers, way the city, Future
ensuring the preservation Management residents,
of existing infrastructure Program. stakeholders,
including roadways and others.
VNT-1
Environmental Implement 42 York Street Strategically Strengthening Economic Third
2 position vacant
Quality EPA Cleanup Project Neighborhoods Empowerment Quarter
sites for
redevelopment.
CC-4 Develop
broad outreach
campaigns and
Collaborate with community
Building Promoting
Environmental Operations Bureau to programs that Fourth
continue refinement of 30 Towards a Equity,
Quality educate people Prosperous Inclusion & Quarter
Organics Management and support
Future Social Justice
Plan them living
more
sustainable
lives.
VNT-1
Environmental Investigate and clean up Strategically Strengthening Economic
site to enable Bull's Head 2 position vacant Ongoing
Quality Neighborhoods Empowerment
Plaza Revitalization sites for
redevelopment.
CC-4 Develop
broad outreach
Increase participation of campaigns and
eligible residents and community
businesses in Rochester Building
Environmental programs that Economic
Community Power 7 Towards a Ongoing
Quality educate people Empowerment Prosperous
Community Choice and support
Future
Aggregation (CCA) them living
program more
sustainable
lives.
CC-2 Use City
authority,
facilities,
Building Promoting
Continue to expand policies,
Environmental Towards a Equity,
Electric Vehicle Charging 6 operations, and Prosperous Inclusion & Ongoing
Quality Station infrastructure investment to Future Social Justice
help achieve
climate action
planning goals.
WRK-3 Focus
Conduct Brownfields workforce Promoting
Environmental Environmental Skills 8, 9, development Economic Equity, Ongoing
Quality (BEST) Job Training 10 efforts on Empowerment Inclusion &
Program vulnerable Social Justice
populations.
CC-1 Mitigate
and adapt to
climate change
Continue to update
through Building
Climate Action Plan and
Environmental evaluate progress coordinated Towards a
5, 6 Prosperous Ongoing
Quality towards achieving its planning, plan
implementation, Future
goals
and
performance
monitoring.
CC-2 Use City
authority,
facilities,
Prepare former Emerson Building
policies,
Environmental Street Landfill Solar Towards a Economic
Development for solar 5 operations, and Prosperous Ongoing
Quality Empowerment
field expansion investment to Future
help achieve
climate action
planning goals.
PHS-2
Incorporate
preventative
public safety
Implement the
11, and active
decisions/recommendations
of the Security 12, design
Security 13, principles into Public Safety Ongoing
Governance Committee
17, the built
within the purview of City
18 environment
Security.
through
development
projects and
infrastructure.

Services $419,347 $406,900 $466,307 $668,100
Other $416,600 $473,300 $473,300 $480,000
TOTAL $3,773,497 $4,250,000 $4,204,900 $4,658,800

COMMISSIONER'S OFFICE $723,211 $858,600 $906,500 $954,300
ENVIRONMENTAL QUALITY $718,290 $719,800 $783,300 $776,600
SECURITY $2,331,997 $2,671,600 $2,515,100 $2,927,900
TOTAL $3,773,497 $4,250,000 $4,204,900 $4,658,800

Funds added to continue providing upgraded security detail at R-Centers initiated in 2022-23 $216,000
Two Security Guard positions added in 2022-23 to implement new security detail at City Hall $82,000
Reduction in professional services as an efficiency measure -$9,500
Reduction in on-call hours in Environmental Quality as succession planning efforts end -$51,600
$453,900
Environmental Quality:
•The remediation of city-owned sites is less than anticipated due to the delay in tenant relocation
from Bulls Head Plaza and the delay in NYSDEC approval and city acquisition of 5 Flint Street at
the Vacuum Oil site.
•The new Brownfields Environmental Skills Training (BEST) grant from the USEPA to provide high
quality, advanced environmental training to fill key environmental inspection and monitoring
positions required to assist in the cleanup and redevelopment of the more than 400 confirmed
brownfields throughout the city results in additional job training participants for 2023-24.

Security:
•During 2022-23 Security implemented new initiatives in several city facilities, including City Hall,
Mt. Read, R-Centers, etc., to enhance safety and security for all individuals who work at or visit
them. These initiatives included limiting public entrances and screening for weapons which
required the addition of two full time Security Guards for City Hall.
•Additional funds are included in 2023-24 to ensure consistent security coverage at R-Centers
during all hours of operation through a mix of city personnel and contracted security coverage.

Administration Commissioner 36 1.00 1.00
Administration Assistant Commissioner of DES 32 1.00 1.00
Administration Telecommunications Manager 31 1.00 1.00
Administration Associate Administrative Analyst 26 1.00 1.00
Administration Safety Specialist 24 1.00 1.00
Administration Senior GIS Analyst 23 1.00 1.00
Administration Municipal Assistant 18 1.00 1.00
Administration Clerk III Typing 7 1.00 1.00
Environmental Quality Manager of Environmental Quality 32 1.00 1.00
Environmental Quality Associate Environmental Specialist 27 2.00 3.00
Manager of Workforce Program
Environmental Quality 26 1.00 1.00
Development
Environmental Quality Senior Environmental Specialist 25 1.00 0.00
Environmental Quality Senior Administrative Analyst 24 0.00 1.00
Environmental Quality Environmental Sustainability Analyst 21 0.00 1.00
Environmental Quality Environmental Technician 21 2.00 1.00
Environmental Quality Administrative Analyst 20 1.00 0.00
Assoc. Dir. of Executive Protection
Security 33 1.00 1.00
Services
Security Superintendent of Security 27 1.00 1.00
Security Coordinator of Security Services 23 1.00 1.00
Security Supervising Security Guard 16 5.00 5.00
Security Security Guard 52 17.00 19.00
Security Security Guard/Bilingual 52 1.00 1.00
43.00 45.00
Position Name Environmental Quality Security

FTE
Associate Environmental Specialist/On-Call/Temporary 0.19 0.00
College Junior Intern/Seasonal 0.14 0.00
Executive Protection Associate/On-Call/Temporary 0.00 0.85
Security Guard/Part-Time 0.00 14.59
FTE 0.33 15.94
ENVIRONMENTAL SERVICES:
ARCHITECTURE & ENGINEERING
Click here to return to Environmental Services Overview
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision and Values by focusing on customer service,
efficiency, and excellence, the Bureau of Architecture and Engineering serves as the steward of
the City’s infrastructure. The Bureau collaborates with community representatives, utilities,
business owners, and other City Departments on public improvement projects that enhance
quality of life and economic development opportunities in our neighborhoods. The Bureau uses in-
house resources and manages consultants and contractors in order to perform design and
construction services in the public realm related to streetscapes, street lighting, trails, bridges,
and City owned buildings.
ORGANIZATION
CUSTOMERS AND CRITICAL PROCESSES
Customers:
External: All who currently or potentially could live, work, visit, or do business in the city of
Rochester; Residents and businesses in surrounding region; public and private utilities
Internal: City of Rochester Departments

Critical Processes:
Annual creation and implementation of a citywide capital improvement program
Provide for public safety through regulation in the Right Of Way
Stewardship of public infrastructure
Surveying/mapping/monumentation to support land values and assessments
Rochester Mayors Mayors

Rochester Projected
Unit Description KPIs 2034 Priorities Priorities
2034 alignment Completion
alignment Supported Supported
HIS-1 Promote
PMP-6 Improve and preserve
public parks, Rochester’s
Begin design of rich history Promoting
Architecture & open spaces, Strengthening First
Civil Rights 21 public facilities, through Equity, Inclusion
Engineering Neighborhoods Quarter
Park and waterfront preservation of & Social Justice
access. its historic and
cultural
resources.
PR-1 Reclaim
the Genesee
Complete River and the
City parks and
construction of TOU-1 Expand
recreation Building
Architecture & Charles Carroll opportunities to Economic Second
Park renovation 21, 22 system as Towards a
Engineering attract new Empowerment Quarter
under ROC the foundational visitors to the Prosperous
assets that help Future
Riverway city.
achieve cross-
Initiative
cutting
community
goals.
PR-5 Extend
the reach of our
PMP-6 Improve parks and
Begin public parks, recreation Building
Architecture & Construction of open spaces, system through Towards a Strengthening Third
21, 23 public facilities,
Engineering Maplewood innovative Prosperous Neighborhoods Quarter
Nature Center and waterfront programming Future
access. and strategic
infrastructure
investments.
Begin
construction of PMP-6 Improve
Rochester TOU-1 Expand
public parks, Building
Riverside opportunities to
Architecture & open spaces, Towards a Economic Third
Convention 21, 22 public facilities, attract new
Engineering visitors to the Prosperous Empowerment Quarter
Center South and waterfront Future
Terrace and city.
access.
River Wall
replacement
TRN-5 Achieve
safe,
multimodal TRN-1 Expand
Begin streets and and strengthen
construction of eliminate traffic Rochester’s
multi-modal Building
Architecture & Genesee Street injuries and Strengthening Third
reconstruction 24, 25 planning, policy, Towards a
Engineering deaths through Neighborhoods Quarter
(Elmwood strategic traffic programming, Prosperous
Future
Avenue to calming, and
Brooks Avenue) community infrastructure
outreach and maintenance.
education, and
enforcement.
TRN-5 Achieve
safe,
streets and and strengthen
Begin eliminate traffic Rochester’s
Architecture & construction of injuries and Strengthening Third
24, 25 planning, policy, Towards a
Engineering North Goodman deaths through Neighborhoods Quarter
Street (Bay to strategic traffic programming, Prosperous
Future
Clifford) calming, and
community infrastructure
education, and
enforcement.
PHS-3 Increase
Begin the capabilities
construction of of the RPD and
Broad & Allen RFD through Building
Architecture & Firehouse collaboration, Towards a Strengthening Third
23
Engineering Priority data analysis, Prosperous Neighborhoods Quarter
Facilities technology, and Future
Improvements new or
Project improved
resources.
PHS-3 Increase
the capabilities
Begin of the RPD and
construction of RFD through Building
Architecture & Goodman collaboration, Towards a Strengthening Third
Firehouse 23
Engineering data analysis, Prosperous Neighborhoods Quarter
Improvement technology, and Future
Project new or
improved
resources.
PR-1 Reclaim
the Genesee TRN-1 Expand
River and the and strengthen
City parks and
Rochester’s
Complete recreation multi-modal Building
Architecture & construction of system as Towards a Economic Fourth
24, 25 planning, policy,
Engineering Aqueduct Street foundational Prosperous Empowerment Quarter
programming,
Group Project assets that help Future
and
achieve cross- infrastructure
cutting maintenance.
community
goals.
Rochester Projected
PR-1 Reclaim
the Genesee
Continue River and the
PMP-6 Improve City parks and
Design of
public parks, recreation Building
Architecture & Rochester Fourth
Waterworks 23 open spaces, system as Towards a
Engineering public facilities, foundational Prosperous Quarter
Building
and waterfront assets that help Future
renovation at
access. achieve cross-
High Falls
cutting
community
goals.
Continue
construction of PMP-6 Improve
TOU-1 Expand
the Pont de public parks, Building
opportunities to
Architecture & Rennes Bridge open spaces, Towards a Economic
22 public facilities, attract new Ongoing
Engineering Rehabilitation visitors to the Prosperous Empowerment
under the ROC and waterfront Future
city.
the Riverway access.
Initiative
PMP-1 Create a
comprehensive
placemaking TRN-1 Expand
approach that and strengthen
goes beyond Rochester’s
Architecture & Continue 21, 22, traditional land Economic
planning, policy, Towards a Ongoing
Engineering design of Inner 23, 24 use planning, Empowerment
with a particular programming, Prosperous
Loop North Future
emphasis on and
aligning land infrastructure
use and maintenance.
transportation
planning efforts.
PMP-6 Improve
TOU-1 Expand
Continue public parks, Building
Architecture & opportunities to
design of West 22 open spaces, Towards a Ongoing
Engineering public facilities, attract new
River Wall visitors to the Prosperous
Phase III and waterfront Future
city.
access.
PMP-6 Improve
TOU-1 Expand
Continue public parks, Building
Architecture & opportunities to Youth
design of ROC 21, 23 open spaces, Towards a Ongoing
Engineering public facilities, attract new Development
City Skatepark visitors to the Prosperous
Phase 2 and 3 and waterfront Future
city.
access.
PR-1 Reclaim
the Genesee
River and the
City parks and PMP-6 Improve
Continue
recreation public parks, Building
Architecture & design of 21, 22, Economic
system as open spaces, Towards a Ongoing
Engineering Aqueduct 24 public facilities, Empowerment
Reimagined foundational Prosperous
assets that help and waterfront Future
Phase II
achieve cross- access.
cutting
community
goals.
TRN-5 Achieve
Continue safe,
reconstruction
of South
Avenue eliminate traffic Rochester’s
Architecture & (Elmwood to injuries and Strengthening
24, 25 planning, policy, Towards a Ongoing
Engineering Bellevue Drive) deaths through Neighborhoods
strategic traffic programming, Prosperous
and Elmwood Future
Avenue (Mt. calming, and
Hope to South
Avenue)
education, and
enforcement.
TRN-5 Achieve
safe,
Continue eliminate traffic Rochester’s
Architecture & reconstruction injuries and Strengthening
24, 25 planning, policy, Towards a Ongoing
Engineering of State Street deaths through Neighborhoods
(Basin Street to strategic traffic programming, Prosperous
Future
Inner Loop) calming, and
education, and
enforcement.
PMP-2 Foster
growth in the
TRN-5 Achieve City’s
safe, population and
multimodal business
streets and community in
Continue eliminate traffic order to restore Building
design of Bulls injuries and the critical mass
Architecture & Strengthening Towards a
Head Street 24, 25 deaths through needed to Ongoing
Engineering Improvement strategic traffic Neighborhoods Prosperous
support local Future
project calming, businesses,
community deconcentrate
outreach and poverty, grow
education, and the tax base,
enforcement. and address
housing
affordability.
Rochester Projected
TRN-5 Achieve
safe,
Continue
eliminate traffic Rochester’s
design of multi-modal Building
Architecture & injuries and Strengthening
Dewey 24, 25 planning, policy, Towards a Ongoing
Engineering Emerson deaths through Neighborhoods
strategic traffic programming, Prosperous
Improvement Future
calming, and
Project infrastructure
community
education, and
enforcement.
PR-1 Reclaim
the Genesee PR-5 Extend
River and the the reach of our
City parks and parks and
Continue recreation
recreation Building
Architecture & design of system through Economic
21, 23 system as Towards a Ongoing
Engineering Durand Beach innovative Empowerment
House Site foundational Prosperous
assets that help programming Future
Improvements and strategic
achieve cross-
cutting infrastructure
community investments.
goals.

Services $2,234,567 $2,210,600 $2,571,500 $2,274,800
Other
CONTRIBUTION TO OTHER FUNDS $127,100 $162,400 $162,400 $166,200
OTHER TOTAL $127,100 $162,400 $162,400 $166,200
TOTAL $7,033,587 $7,253,800 $8,012,400 $8,086,200

A & E ADMINISTRATION $1,341,024 $1,323,100 $1,274,300 $1,422,100
DEVELOPMENT $193,818 $310,500 $357,400 $466,900
CONSTRUCTION $391,670 $475,900 $535,500 $575,000
MAPS & SURVEYS $430,096 $412,600 $463,600 $460,000
PERMIT OFFICE $371,864 $541,400 $681,900 $684,000
ARCHITECTURAL SERVICES $767,622 $863,200 $984,900 $922,300
STREET DESIGN $922,049 $861,100 $973,900 $993,300
STREET LIGHTING $2,389,500 $2,186,600 $2,517,800 $2,239,800
STRUCTURES $225,945 $279,400 $223,100 $322,800
TOTAL $7,033,587 $7,253,800 $8,012,400 $8,086,200

Landscape Designer added to Development in 2022-23 to assist with increased workload $74,800
Street lighting utility expense reduced due to efficiencies -$377,500
$73,800

Administration City Engineer 35 1.00 1.00
Administration Manager of Special Projects 29 1.00 0.00
Administration Principal Staff Assistant 29 1.00 1.00
Administration Principal Transportation Specialist 27 0.00 1.00
Administration Assistant Transportation Specialist 24 1.00 1.00
Administration Associate Accountant 24 1.00 1.00
Administration Senior Accountant 20 2.00 1.00
Administration Head Account Clerk 18 1.00 1.00
Administration Accountant 18 0.00 1.00
Administration Senior Account Clerk 10 1.00 1.00
Development Senior Landscape Architect 29 1.00 1.00
Development Senior Engineer 27 1.00 1.00
Development Assistant Landscape Architect 24 2.00 0.00
Development Architect 24 0.00 2.00
Development Senior Landscape Designer 24 0.00 1.00
Construction Senior Engineer Construction 30 1.00 1.00
Construction Engineer III 26 1.00 2.00
Construction Engineer II 24 3.00 2.00
Construction Supervising Engineering Technician 21 1.00 1.00
Maps & Surveys Manager of Maps & Surveys 28 1.00 1.00
Maps & Surveys Field Surveyor 24 1.00 1.00
Maps & Surveys Senior Supervisor of Mapping 24 1.00 1.00
Maps & Surveys Assistant Field Surveyor 21 1.00 1.00
Maps & Surveys Senior Survey Technician 18 1.00 1.00
Permit Office Permits Compliance Coordinator 26 1.00 1.00
Permit Office Permit Coordinator 26 1.00 1.00
Permit Office Engineer II 24 1.00 1.00
Permit Office Assistant Permit Coordinator 23 1.00 1.00
Permit Office Engineer I 21 1.00 1.00
Permit Office Permits Enforcement Officer 21 1.00 1.00
Permit Office Senior Engineering Technician 15 1.00 1.00
Permit Office Assistant GIS Technician 12 1.00 0.00
Permit Office Engineering Technician 12 1.00 2.00
Street Design Managing Engineer-Street Design 32 1.00 1.00
Street Design Senior Engineer 27 1.00 2.00
Street Design Engineer III 26 4.00 3.00
Street Design Engineer II 24 3.00 3.00
Street Design Engineer I 21 1.00 1.00
Architectural Services Manager of Architectural Services 31 1.00 1.00
Architectural Services Senior Architect 27 3.00 3.00
Architectural Services Associate City Planner 26 1.00 0.00
Architectural Services Senior Mechanical Engineer 26 1.00 1.00
Architectural Services Architect 24 1.00 1.00
Architectural Services Assistant Architect 21 3.00 3.00
Architectural Services Junior Architect 18 1.00 1.00
Architectural Services Senior Finance Clerk 10 0.00 1.00
Architectural Services Account Clerk 5 1.00 0.00
Street Lighting Street Lighting Program Coordinator 28 0.00 1.00
Street Lighting Street Lighting Program Coordinator 27 1.00 0.00
Asst. Street Lighting Program
Street Lighting 25 1.00 1.00
Coordinator
Street Lighting Principal Engineering Technician-CADD 18 1.00 1.00
Street Lighting Administrative Assistant 16 1.00 1.00
Structures Assistant City Engineer 32 1.00 1.00
Structures Senior Structural Engineer/Bridges 29 1.00 1.00
Structures Associate City Planner 26 0.00 1.00
62.00 63.00
Position Name Maps Permits Street Design Street Lighting

FTE
Assistant Street Lighting Program Coordinator/On-Call/Temporary 0.00 0.00 0.00 0.29
Engineering Intern/Seasonal 0.00 0.00 0.58 0.00
Principal Engineering Technician/On-Call 0.00 0.44 0.00 0.00
Supervising Engineer Technician/On-Call 0.00 0.00 0.50 0.00
Survey Intern 0.23 0.00 0.00 0.00
FTE 0.73 0.44 1.08 0.29
ENVIRONMENTAL SERVICES: OPERATIONS
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision and Values by providing quality public works
services through the maintenance of a clean, safe and vital environment for the greater Rochester
community in order to improve the quality of life and contribute to a place where people choose
to live and do business.
ORGANIZATION
DIRECTOR'S OFFICE
Customers:
Rochester

Critical Processes:
Directs and assists the divisions of Solid Waste and Special Services
SOLID WASTE
Customers:
Rochester

Critical Processes:
Administration manages and assists the Division of Solid Waste’s residential refuse collection,
commercial collection and recycling activities
Residential refuse collection collects and disposes of solid waste for residents through a curb-
side collection process utilizing wheeled carts
Commercial refuse collection collects and disposes of solid waste for commercial entities
Recycling collects and diverts recycling materials from the waste stream for residents and
commercial entities
SPECIAL SERVICES
Customers:
Rochester

Critical Processes:
Administration manages and assists the Division of Special Services and all activities
Service Truck cleans roadways of small debris and obstacles, places and collects traffic barrels
and barricades, and transfers interoffice mail
Dispatch services are provided for Special Services to facilitate efficient and effective
communication between managers, supervisors and field operations staff
Maintenance work is performed within the Center City and other locations
Lots & Yards Cleaning provides maintenance at vacant City-owned properties and oversees
contracted mowing of City-owned properties
Arterial and residential street sweeping and cleaning services
Work Orders & Civic Events provides maintenance of private and City-owned properties
through requests by Neighborhood & Business Development. Supports special events as
requested by the Bureau of Communications. Removes graffiti and posts vacant lots
Landscaping services for gateway areas of the City and for City facilities
Road Surface treatment provides patching, chip seal and crack seal service to the City’s arterial
and residential streets to ensure they remain in good condition
Special Projects provides utility cut service (initial opening and restoration) for the Water
Bureau, sidewalk replacement, guard rail replacement, light pole boxes and other special
projects in coordination with the Bureau of Architecture & Engineering
Curbside loose-leaf collection for City residents in the fall and beyond as weather permits,
evaluate and make continuous improvements to fall loose leaf collection schedule
Coordination and assistance for the City’s annual Clean Sweep community cleanup event.
Provides assistance for smaller neighborhood mini-sweep events; oversees transitional jobs
training program which supplies the City with litter pick-up and shoveling services
Snow and Ice control on the City’s arterial streets with the use of City crews; continuously
examining salting policy to appropriately and effectively use de-icing agents on roadways
Special Snow provides specialized hand crews to control snow and ice on bridge overpass and
underpass areas, as well as other areas that can’t be serviced by large equipment
Roadway Plowing provides contracted snow and ice control on residential streets and
inspection of contractor work
Sidewalk Plowing provides city crews and contracted snow plowing for City arterial and
residential sidewalks and inspection of contractor work

Projected
Completion
Modernize solid
waste and
recycling collection BFN-2
SC-4 Improve
services by Continue and
municipal
installing new expand
technology to existing Building
Operations/Director's technology 27, better serve Strengthening Second
efforts to Towards a
Office/Solid Waste containing a new 28, the city, Neighborhoods Quarter
software solution decrease the Prosperous
29 residents, Future
(RubiconSmartCity accumulation
stakeholders, of litter in the
Driver application) and others.
in each solid community.
waste and
recycling vehicle
Evaluate and
redesign
residential
roadway and
Enhance the
sidewalk snow 31, Building
Operations/Director's City’s Strengthening Second
plowing contracts 32, Towards a
Office/Solid Waste transparency, Neighborhoods Quarter
to ensure that the 33, efficiency, and Prosperous
community 34 Future
accountability.
continues to
receive
exceptional snow
plowing services
Work with our
Solid Waste
Software-as-a- BFN-2
Service vendor, SC-4 Improve
Continue and
Rubicon Global to municipal
expand
redesign and technology to existing Building
Operations/Director's 27, better serve Strengthening Fourth
optimize the efforts to Towards a
Office/Special Services refuse and 28, the city, Neighborhoods Quarter
decrease the Prosperous
Admin recycling routes to 29 residents, Future
accumulation
improve refuse stakeholders, of litter in the
and recycling and others.
community.
services to the
community (fleet
optimization)
Continue to
partner with NYS
Department of WRK-1 Help
Corrections &
build the
Community BFN-2
capacity of
Supervision Continue and workforce
(DOCCS) and the expand Promoting
development
Operations/Director's Center for existing Equity,
programs and Strengthening
Office/Special Services Employment 39 efforts to Inclusion & Ongoing
encourage Social Neighborhoods
Admin Opportunities decrease the collaboration
(CEO) to provide accumulation Justice
to better
litter control and of litter in the
serve
snow removal community.
program
services thereby participants.
helping residents
transition to full
time employment
BFN-2
Evaluate the
Continue and
expanded
expand Building
Operations/Director's residential food existing
waste recycling Towards a Strengthening
Office/Solid 30 efforts to Ongoing
program and Prosperous Neighborhoods
Waste/Recycling decrease the Future
explore options to
accumulation
further expand the of litter in the
program
community.
CNP-2
Continue to
promote the Building
Enhance the City of
Towards a Strengthening
Operations All Units quality of life for 27-39 Rochester as Ongoing
Prosperous Neighborhoods
city residents a premier Future
place to live,
work, and
visit.

Services $20,975,546 $21,540,600 $22,999,600 $24,133,300
Other $535,000 $610,300 $610,300 $655,900
Intrafund Credit -$59,200 $0 $0 $0
TOTAL $36,762,275 $38,460,700 $40,808,300 $42,615,600
APPROPRIATION BY ACTIVITY - DIRECTOR'S OFFICE

DIRECTOR'S OFFICE $622,165 $608,300 $679,100 $664,900
TOTAL $622,165 $608,300 $679,100 $664,900
APPROPRIATION BY ACTIVITY - SOLID WASTE DIVISION

SOLID WASTE ADMIN. $2,938,406 $2,989,200 $3,038,700 $3,311,300
SOLID WASTE RESIDENTIAL $11,470,099 $10,964,400 $11,840,400 $12,013,800
SOLID WASTE COMMERCIAL $2,111,054 $2,080,900 $2,141,400 $2,253,000
SOLID WASTE RECYCLING $2,404,102 $2,936,500 $2,687,500 $2,823,800
TOTAL $18,923,662 $18,971,000 $19,708,000 $20,401,900
APPROPRIATION BY ACTIVITY - SPECIAL SERVICES

SPECIAL SERVICES ADMIN. $2,477,447 $2,381,400 $2,631,000 $2,679,700
ROAD SURFACE TREATMENT $1,008,619 $1,036,100 $1,157,600 $1,227,800
SPECIAL PROJECTS $919,044 $1,006,500 $1,007,300 $1,052,500
SERVICE TRUCK $120,439 $116,100 $125,600 $121,700
DISPATCH $249,229 $248,100 $257,900 $271,600
CENTER CITY CLEANING $193,139 $230,100 $275,600 $289,300
LOTS YARDS CLEANING $1,016,260 $1,116,000 $1,188,000 $1,314,500
SNOW AND ICE CONTROL $8,008,569 $9,166,700 $10,034,200 $10,755,000
RESIDENTIAL /ARTERIAL SWEEPING $829,639 $869,200 $884,300 $912,600
WORK ORDERS CIVIC EVENTS $889,029 $958,300 $1,045,500 $1,035,300
LEAF COLLECTION $1,009,229 $1,024,800 $987,300 $1,035,000
GATEWAY AND OPEN SPACES $145,782 $229,700 $188,000 $194,600
CLEAN SWEEP $350,023 $498,400 $638,900 $659,200
TOTAL $17,216,448 $18,881,400 $20,421,200 $21,548,800
Unit Change Detail Change

Director's Office Salary & Wage Adjustment $13,300
Director's Office Inflation, Chargebacks, Miscellaneous $4,400
Unit Change Detail Change
Director's Office On-call position for succession planning is eliminated -$31,900

Solid Waste Collection Salary & Wage Adjustment $301,400
Solid Waste Collection Inflation, Chargebacks, Miscellaneous $212,200
Professional services for Rubicon SmartCityDriver application and fleet
Solid Waste Collection optimization are added $195,600
Net increase from conversion of 3 part time to 3 full time code

Solid Waste Collection enforcement positions to focus on enforcement of litter, debris and snow $76,100
violations
Part time dispatch position is added to assist with Rubicon SmartCity
Solid Waste Collection Driver tablet distribution $22,600
Two Graduate interns added to assist with public education campaign for
Solid Waste Collection mixed recycling and food waste compost program $20,500
Solid Waste Collection Data plan expense for Rubicon tablets is added $14,900
Solid Waste Collection Two vacant clerical positions are eliminated as an efficiency measure -$40,800
Net reduction in seasonal hours in Residential Collection services as an
Solid Waste Collection efficiency measure -$108,600
Special Services Salary & Wage Adjustment $184,200

Special Services Inflation, Chargebacks, Miscellaneous $893,400
Funds added to provide pre-screening of leaves by Monroe County at
Special Services landfill $46,400
Special Services Increase in loading and hauling of snow contract expense above inflation $40,000
Net increase in Special Services wages from converting seasonal labor to
Special Services 3 full time Operations Workers and 1 Ground Equipment Operator $4,100
Vacant on-call community garden liaison position is eliminated as an

Special Services efficiency measure -$40,500
$1,807,300
Installation of RubiconSmartCity technology in Refuse solid waste and recycling vehicles will
improve customer service by providing real time service verification. The driver will be able to
capture photographic evidence of issues relating to service to allow follow-up. Full time Code
Enforcement Inspector positions in Solid Waste will provide consistent oversight of daily solid
waste management in an effort to decrease the accumulation of litter and blight in the
community. Operations will increase customer service and provide education on solid waste
management to the residents.

Operations - Director Director of Operations 35 1.00 1.00
Operations - Director Assistant Director of Operations 31 1.00 0.00
Operations - Director Manager of Special Services 29 0.00 1.00
Operations - Director Principal Staff Assistant 29 1.00 1.00
Operations - Director Senior Administrative Analyst 24 1.00 1.00
Operations - Director Senior GIS Analyst 23 1.00 1.00
Solid Waste - Administration Manager of Solid Waste 29 1.00 1.00
Solid Waste - Administration Assistant to Director of Operations 27 1.00 1.00
Solid Waste - Administration Operations Assistant 23 1.00 1.00
Assistant Commercial Accounts
Solid Waste - Administration 16 1.00 1.00
Rep.
Solid Waste - Administration Fleet Maintenance Technician 16 1.00 1.00
Solid Waste - Administration Senior Account Clerk 10 1.00 1.00
Solid Waste - Administration Clerk III Typing 7 1.00 1.00
Solid Waste - Administration Dispatcher 64 1.00 1.00
Solid Waste - Administration Senior Code Inspector 63 1.00 1.00
Solid Waste - Administration Code Enforcement Inspector 61 0.00 3.00
Solid Waste - Residential Asst. Operations Superintendent 23 3.00 3.00
Solid Waste - Residential Environmental Services Operator I 69 53.00 53.00
Commercial Accounts
Solid Waste - Commercial 25 1.00 1.00
Representative
Solid Waste - Commercial Environmental Services Operator I 69 14.00 14.00
Solid Waste - Recycling Recycling Coordinator 25 1.00 1.00
Solid Waste - Recycling Asst. Operations Superintendent 23 1.00 1.00
Solid Waste - Recycling Composting Coordinator 23 1.00 1.00
Solid Waste - Recycling Environmental Services Operator I 69 9.00 9.00
Special Services Administration Coordinator of Special Services 26 1.00 1.00
Operations Superintendent-St.
Special Services Administration 25 1.00 1.00
Maint
Technology Applications
Coordinator
Special Services Administration Asst. Operations Superintendent 23 2.00 1.00
Supervising Engineering
Technician
Special Services Administration Executive Assistant 20 1.00 1.00
Special Services Administration Fleet Maintenance Technician 16 1.00 2.00
Special Services Administration Clerk II/Bilingual 9 1.00 1.00
Special Services Administration Clerk III Typing 7 1.00 1.00
Special Services Administration Ground Equipment Operator 56 1.00 1.00
Special Services - Roadway Surface Asst. Operations Superintendent 23 0.65 1.30
Special Services - Roadway Surface Op. Supervisor, St. Maintenance 19 0.65 0.00
Special Services - Roadway Surface Special Equipment Operator 64 1.95 1.95
Special Services - Roadway Surface Senior Operations Worker 62 1.55 1.55
Special Services - Roadway Surface Operations Worker 41 7.95 7.95
Special Services - Special Projects Asst. Operations Superintendent 19 0.00 0.35
Special Services - Special Projects Op. Supervisor, St. Maintenance 19 0.35 0.00
Special Services - Special Projects Special Equipment Operator 64 1.00 1.00
Special Services - Special Projects Senior Operations Worker 62 3.85 3.85
Special Services - Special Projects Operations Worker 41 5.55 5.55
Special Services - Service Truck Operations Worker 41 1.00 1.00
Special Services - Dispatch Senior Dispatcher 15 1.00 1.00
Special Services - Dispatch Dispatcher 64 2.00 2.00
Special Services - Center City Operations Worker 41 4.55 4.55
Special Services - Lots & Yards Asst. Operations Superintendent 23 0.55 0.55
Special Services - Lots & Yards Senior Operations Worker 62 3.30 3.30
Special Services - Lots & Yards Ground Equipment Operator 56 0.55 1.10
Special Services - Lots & Yards Operations Worker 41 2.75 3.75
Special Services - Sweeping Asst. Operations Superintendent 23 1.10 1.10
Special Services - Sweeping Senior Operations Worker 62 3.85 3.85
Special Services - Sweeping Operations Worker 41 1.10 1.10
Special Services - Work Orders & Civic Events Asst. Operations Superintendent 23 2.20 2.20
Special Services - Work Orders & Civic Events Senior Operations Worker 62 4.95 4.95
Special Services - Work Orders & Civic Events Operations Worker 41 5.15 5.15
Special Services - Leaf Collection Asst. Operations Superintendent 23 0.70 0.70
Special Services - Leaf Collection Senior Operations Worker 62 2.10 2.10
Special Services - Leaf Collection Ground Equipment Operator 56 0.10 0.20
Special Services - Leaf Collection Operations Worker 41 2.20 2.90
Special Services - Snow & Ice Control Asst. Operations Superintendent 23 3.15 3.15
Special Services - Snow & Ice Control Special Equipment Operator 64 1.05 1.05
Special Services - Snow & Ice Control Senior Operations Worker 62 8.75 8.75
Special Services - Snow & Ice Control Ground Equipment Operator 56 0.35 0.70
Special Services - Snow & Ice Control Operations Worker 41 13.65 14.95
Special Services - Gateway & Open Spaces Asst. Operations Superintendent 23 0.65 0.65
Special Services - Gateway & Open Spaces Senior Operations Worker 62 0.65 0.65
Special Services - Gateway & Open Spaces Operations Worker 41 1.10 1.10
200.00 207.00
Position Name Admin. Solid Waste Clean Sweep Gateway Leaf Coll. Lots Yards Recycling Residential
FTE
Assistant Operations Superintendent On-
0.00 0.41 0.00 0.00 0.00 0.00 0.00
Call/Temporary
Clerk III/Typing/Part-Time 0.50 0.00 0.00 0.00 0.00 0.00 0.00
Code Enforcement Inspector/Part-Time 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Crew Chief/Seasonal 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Dispatcher/Part-Time 0.50 0.00 0.00 0.00 0.00 0.00 0.00
Dispatcher/Seasonal 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Environmental Service Operator I 0.00 0.00 0.00 0.00 0.00 0.00 2.21
Graduate Intern 0.00 0.00 0.00 0.00 0.00 0.50 0.00
Grounds Equipment Operator/Seasonal 0.00 0.00 0.60 1.80 0.00 2.69 1.74
Laborer/Seasonal 0.00 3.61 0.00 2.03 0.00 0.00 3.59
Operations Worker/Seasonal 0.00 0.00 0.00 0.23 0.00 0.00 0.00
Operations Worker/Temporary 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Senior Maintenance
0.00 0.00 0.00 0.00 0.00 0.00 0.00
Mechanic/Mason/Temporary
Vending Inspector/Part-Time 0.00 0.00 0.00 0.00 0.88 0.00 0.00
FTE 1.00 4.02 0.60 4.06 0.88 3.19 7.54
Position Name Roadway Surface Service Truck Snow & Ice Special Projects Spec. Svc Admin
FTE
Assistant Operations Superintendent On-
0.00 0.00 0.00 0.00 0.22
Call/Temporary
Clerk III/Typing/Part-Time 0.00 0.00 0.00 0.00 0.00
Code Enforcement Inspector/Part-Time 0.00 0.00 0.45 0.00 0.25
Crew Chief/Seasonal 0.18 0.00 0.00 0.00 0.00
Dispatcher/Part-Time 0.00 0.00 0.00 0.00 0.00
Dispatcher/Seasonal 0.00 0.00 1.50 0.00 0.00
Environmental Service Operator I 0.00 0.00 0.00 0.00 0.00
Graduate Intern 0.00 0.00 0.00 0.00 0.00
Grounds Equipment Operator/Seasonal 0.00 0.00 7.35 0.00 0.00
Laborer/Seasonal 2.00 0.00 0.35 0.65 1.88
Operations Worker/Seasonal 0.00 0.30 1.41 0.33 0.00
Operations Worker/Temporary 0.00 0.00 0.87 0.00 0.00
Senior Maintenance Mechanic/Mason/Temporary 0.00 0.00 0.00 0.65 0.00
Vending Inspector/Part-Time 0.00 0.00 0.00 0.00 0.00
FTE 2.18 0.30 11.93 1.63 2.35
ENVIRONMENTAL SERVICES: BUILDINGS &
PARKS
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision and Values through planning and maintenance
of the City’s buildings and open spaces.
ORGANIZATION
Customers:
External: All who currently or potentially could live, work, visit or do business in the city of
Rochester

Critical Processes:
Administration provides general oversight across all units within Building & Parks and acts as
liaison to the two facilities operated independently by third parties: Blue Cross Arena at the
War Memorial and the Joseph A. Floreano Rochester Riverside Convention Center. Further
detail regarding these facilities can be found below.
Building Operations, Construction and Repair, and Heating, Ventilating & Air Conditioning work
collectively to ensure the proper functioning of city facilities for all uses through timely repairs
and upgrades to internal and external structural components and day-to-day maintenance and
cleaning.
Parks Operations maintains grounds, facilities, and equipment located across the city's 900
acres of parks for general and passive recreation in all four seasons of the year.
Forestry monitors, assesses, maintains, and enhances the urban forest, a major component of
the city's infrastructure, through the pruning of existing trees, removal of those that have
reached the end of their useful life or damaged irreparably, and planting of new trees.
Downtown District maintains the areas within the Central Business District downtown. Work is
performed on behalf of the Downtown Enhancement District, a special benefits district which
provides a higher level of maintenance, landscaping, litter removal, bench repair, graffiti
removal, seasonal banners, and holiday decorations.
Cemeteries operates and maintains Mt. Hope Cemetery and Riverside Cemetery that offer
several options to honor loved ones laid to rest.
Mayors Mayors
Unit Description KPIs Priorities Priorities
Supported Supported
NR-3 Protect
Buildings & Update Urban Strengthening Fourth
44 and expand
Parks Forest Master Neighborhoods Quarter
Rochester’s
Plan urban forest.
PR-5 Extend the
HIS-1 Promote reach of our
Continue to add and preserve parks and
Rochester’s rich recreation
new scattering
Buildings & history through system through Strengthening
gardens and 42 Ongoing
Parks memorialization preservation of innovative Neighborhoods
in the cemeteries its historic and programming
cultural and strategic
resources. infrastructure
investments.
PR-5 Extend the
reach of our
Continue to
parks and
implement the recreation
Buildings & Mount Hope system through Strengthening
Cemetery Master 42 Ongoing
Parks innovative Neighborhoods
Plan initiatives
programming
for the longevity and strategic
of the Cemetery infrastructure
investments.
Monitor for the
presence and NR-3 Protect
Buildings & develop and expand Strengthening
strategies for 42,44 Public Safety Ongoing
Parks Rochester’s Neighborhoods
managing a urban forest.
Spotted Lantern
Fly infestation
Utilize newly
introduced tree
planting varieties
in tree NR-3 Protect
Buildings & replacement and expand Strengthening
44 Ongoing
Parks program and in Rochester’s Neighborhoods
development urban forest.
projects for
increased
species diversity
Increase the city
wide tree NR-3 Protect
Buildings & Strengthening Promoting
population with 44 and expand Ongoing
Parks an emphasis on Neighborhoods Equity, Inclusion
Rochester’s
tree equity in all urban forest. & Social Justice
quadrants
Continue athletic PR-3 Ensure
field high quality
Buildings & maintenance and 41, 42, maintenance, Strengthening
improvements to operations, and Ongoing
Parks 43 Neighborhoods
support local safety of parks
youth and adult and trails.
recreation
WRK-2 Work
Continue with partner
working with city organizations to
programs such build
as ReJob and connections
Buildings & other 8, 9, 10, between Economic Promoting
employment workforce Equity, Inclusion Ongoing
Parks 39 Empowerment
programs to filter programs and & Social Justice
potential employers to
employees on a help bridge the
path to learn a gap between
skilled trade training and
employment.
Mayors Mayors
Unit Description KPIs Priorities Priorities
Supported Supported
Utilize
PHS-2
maintenance
Incorporate
records and
system events to preventative
public safety and
evaluate and
active design
Buildings & contribute insight 40, 41, Building Towards
principles into Ongoing
Parks to optimize 42, 43 a Prosperous
Mechanical, the built
environment Future
Electrical and
through
Plumbing
development
systems during
new design projects and
infrastructure.
projects

Services $7,883,749 $7,068,500 $7,412,400 $7,740,700
Other $81,443 $109,500 $109,500 $141,100
TOTAL $17,351,882 $16,489,300 $17,617,500 $19,004,600

BLDGS & PARKS ADMIN. $256,664 $218,500 $305,900 $254,700
BUILDING SERVICE ADMIN. $613,628 $602,300 $654,600 $684,900
CONSTRUCTION $1,652,725 $1,673,900 $2,021,500 $2,088,800
BLDG OPERATIONS $4,260,981 $4,033,200 $4,110,500 $4,402,800
HVAC $1,245,011 $1,183,700 $1,318,700 $1,344,000
ROCH RIV CONV CENTER $2,191,500 $1,456,200 $1,456,200 $1,499,900
WAR MEMORIAL BLUE CROSS ARENA $855,806 $824,900 $925,100 $942,900
HIGH FALLS $15,386 $49,200 $49,800 $51,200
SOCCER STADIUM $109,039 $215,400 $202,700 $266,800
PORT OF ROCHESTER MARINA $4,000 $69,700 $69,700 $71,800
PARKS OPERATIONS $2,445,211 $2,430,600 $2,608,700 $2,996,400
FORESTRY $936,242 $1,028,600 $1,049,900 $1,185,200
DOWNTOWN DISTRICT $711,634 $784,100 $726,500 $764,000
CEMETERY $2,054,055 $1,919,000 $2,117,700 $2,451,200
TOTAL $17,351,882 $16,489,300 $17,617,500 $19,004,600

Four full time and six seasonal Ground Equipment Operators added to Parks Operations as additional resources for clean-up in
various parks and service areas $276,100
Personnel resources added to Cemetery include two full time Cemetery Workers, two full time and four seasonal Ground
Equipment Operators to improve ground maintenance and service efficiency $250,400
Additional Parks Operations Supervisor added mid-year in 2022-23 $54,700

Two part time clerical positions added to Cemetery to assist with documentation requirements and genealogy inquiries $41,300
Part time clerical position in Parks Operations converts to full time mid-year 2022-23 $21,000
Vacant Senior Administrative Analyst in Administration eliminated as an efficiency measure -$79,200
$1,387,100
Parks Operations:
Additional personnel resources have been added to Parks Operations in response to an increased
level of programming and need to maintain city parks and other areas including but not limited to
LaMarketa, Parcel 5, Skatepark, athletic fields and playground equipment.
Forestry: Forestry is in the process of updating the city's Urban Forest Master Plan which provides
recommendations and challenges to sustaining the Urban Forest. Forestry will oversee the Tree
Expansion Beautification Initiative which aims to provide tree equity across all four quadrants by
planting additional trees.
Cemetery: An increased level of cremation and burial activity and backlog of foundation and
monument installations at both Mt. Hope and Riverside Cemeteries also required the addition of
full time and seasonal labor.
BLUE CROSS ARENA AT THE WAR JOSEPH A. FLOREANO

MEMORIAL ROCHESTER RIVERSIDE
CONVENTION CENTER
The Arena is a multi-purpose event complex The Joseph A. Floreano Rochester Riverside
located in downtown Rochester that hosts a Convention Center includes over 100,000
variety of events including professional and square feet of adaptable meeting and exhibit
high school sports, including the Rochester space. It is managed by the Rochester
Americans (AHL Hockey) and the Rochester Convention Center Management Corporation, a
Knighthawks (NLL indoor lacrosse), concerts, non-profit entity, whose purpose is to operate,
professional wrestling, and many more. The promote, and maintain the Convention Center
City partners with RA Sports to operate the on behalf of the people of and visitors to the
facility. RA Sports reimburses the City for utility City of Rochester and County of Monroe. An
expense, remits ticket surcharge revenue based annual budget is prepared and approved by the
on ticket value sold, and shares in capital Center with an appropriation approved by City
expenditures according to the terms of the Council. The land, buildings, equipment,
operating agreement. Revenue is also received furniture and fixtures are owned by the City
from the naming rights to the facility. The city and recorded on the City's financial statements
budgets for capital expenditures through cash as fixed assets. The Center also operates the
capital and debt service. Any expense beyond South Avenue Garage for the benefit of the City
projected revenues is supported with a subsidy and therefore pays 15% of the gross receipts to
from property tax. Details can be found below: the City. Details of the Center's budget and
City's capital expenditures can be found below:

Buildings & Parks Administration Director of Buildings & Parks 35 1.00 1.00
Buildings & Parks Administration Manager of Building Services 31 1.00 1.00
Buildings & Parks Administration Senior Administrative Analyst 24 1.00 0.00
Buildings & Parks Administration Senior Management Analyst 23 0.00 1.00
Assistant to Manager of Building
Buildings & Parks Administration 20 1.00 0.00
Services
Buildings & Parks Administration Senior Supervising Stock Clerk 18 1.00 1.00
Buildings & Parks Administration Billing Specialist 12 1.00 1.00
Buildings & Parks Administration Secretary 11 1.00 1.00
Buildings & Parks Administration Clerk III w/Typing 7 1.00 1.00
Superintendent of Construction &
Buildings & Parks - Construction & Repair 24 1.00 1.00
Repair
Buildings & Parks - Construction & Repair Asst. Operations Superintendent 23 2.00 2.00
Buildings & Parks - Construction & Repair Supervisor of Electrical Trades 23 1.00 1.00
Buildings & Parks - Construction & Repair Building Supervisor 18 1.00 1.00
Sr. Maintenance
Mechanic/Buildings
Sr. Maintenance
Mechanic/Carpentry
Buildings & Parks - Construction & Repair Sr. Maintenance Mechanic/Mason 65 1.00 1.00
Sr. Maintenance
Mechanic/Pipefitter
Buildings & Parks - Construction & Repair Locksmith 62 1.00 1.00
Buildings & Parks - Construction & Repair Senior Maintenance Mechanic 62 2.00 2.00
Buildings & Parks - Construction & Repair Maintenance Mechanic 60 4.00 4.00
Superintendent Building
Buildings & Parks - Building Operations 23 2.00 2.00
Operations
Buildings & Parks - Building Operations Building Supervisor 18 1.00 1.00
Buildings & Parks - Building Operations Cleaner 1 7.00 7.00
Sr. Maintenance
Buildings & Parks - Building Operations 65 2.00 2.00
Mechanic/Buildings
Buildings & Parks - Building Operations Maintenance Worker 57 4.00 4.00
Buildings & Parks - Building Operations Building Maintenance Helper 52 10.00 10.00
Buildings & Parks - HVAC Mechanical Engineer 23 1.00 1.00
Buildings & Parks - HVAC Supervising HVAC Engineer 153 1.00 1.00
Buildings & Parks - HVAC Lead HVAC Engineer 152 1.00 1.00
Buildings & Parks - HVAC HVAC Engineer 151 2.00 2.00
Buildings & Parks - HVAC Assistant HVAC Engineer 150 6.00 6.00
Buildings & Parks - HVAC Assistant HVAC Engineer Trainee 149 1.00 1.00
Buildings & Parks - Parks Operations Asst. Operations Superintendent 23 1.00 1.00
Buildings & Parks - Parks Operations Parks Operations Supervisor 19 1.00 2.00
Buildings & Parks - Parks Operations Clerk III Typing 7 0.00 1.00
Buildings & Parks - Parks Operations Laborer 6 day 66 1.00 0.00
Sr. Maintenance
Buildings & Parks - Parks Operations 65 1.00 1.00
Mechanic/Carpentry
Buildings & Parks - Parks Operations Rosarian 61 1.00 1.00
Buildings & Parks - Parks Operations Ground Equipment Operator 56 11.00 16.00
Buildings & Parks - Parks Operations Operations Worker 41 1.00 0.00
Buildings & Parks - Parks Operations Parks Operations Worker 41 2.00 3.00
Buildings & Parks - Forestry City Forester 30 0.00 1.00
Buildings & Parks - Forestry City Forester 28 1.00 0.00
Buildings & Parks - Forestry GIS Analyst/Forestry 20 1.00 1.00
Buildings & Parks - Forestry Forestry Operations Supervisor 19 1.00 1.00
Buildings & Parks - Forestry Forestry Technician 17 3.00 3.00
Buildings & Parks - Forestry Clerk III Typing 7 1.00 1.00
Buildings & Parks - Forestry Sr. Forestry Worker 65 3.00 3.00
Buildings & Parks - Forestry Forestry Worker 61 3.00 3.00
Buildings & Parks - Downtown District Asst. Operations Superintendent 23 1.00 1.00
Buildings & Parks - Downtown District Ground Equipment Operator 56 7.00 6.00
Buildings & Parks - Downtown District Operations Worker 41 1.00 2.00
Buildings & Parks - Cemeteries Cemetery Manager 30 1.00 1.00
Technology Applications
Buildings & Parks - Cemeteries 25 1.00 1.00
Coordinator
Buildings & Parks - Cemeteries Asst. Operations Superintendent 23 1.00 1.00
Buildings & Parks - Cemeteries Cemetery Operations Supervisor 19 2.00 2.00
Buildings & Parks - Cemeteries Administrative Assistant/Bilingual 16 1.00 1.00
Buildings & Parks - Cemeteries Cemetery Sales Coordinator 16 1.00 1.00
Buildings & Parks - Cemeteries Cemetery Service Representative 11 1.00 1.00
Cemetery Service
Buildings & Parks - Cemeteries 11 1.00 1.00
Representative/Bilingual
Buildings & Parks - Cemeteries Cemetery Worker 42 4.00 6.00
Buildings & Parks - Cemeteries Ground Equipment Operator 56 0.00 2.00
121.00 130.00
Construction & Heating, Vent. & Air

Position Name Admin. Building Operations Cemetery Downtown District Forestry
Repair Conditioning
FTE
Clerk III/Typing/Part-Time 0.50 0.00 1.50 0.00 0.00 0.00 0.00
Laborer/Seasonal 0.00 0.00 0.00 0.48 0.00 0.00 0.00
Maintenance Mechanic/Part-Time 0.00 0.65 0.00 0.00 0.00 0.00 0.00
Grounds Worker/Seasonal 0.00 0.00 1.35 0.00 0.00 0.00 0.00
Operations Worker/Seasonal 0.00 0.00 0.00 0.00 0.00 1.35 0.00
Cleaner/Part-Time 0.00 17.96 1.00 0.00 0.00 0.00 0.00
Building Maintenance Worker/Part-Time 0.00 1.31 0.00 0.00 0.00 0.00 0.00
Cemetery Worker/Seasonal 0.00 0.00 4.04 0.00 0.00 0.00 0.00
Grounds Equipment Operator/Seasonal 0.00 0.00 10.62 0.00 1.80 1.60 0.00
Clerk III/Typing/Seasonal 0.00 0.00 0.64 0.00 0.00 0.00 0.00
Building Maintenance Helper/Seasonal 0.00 1.65 0.00 0.00 0.00 0.00 0.00
Forestry Worker/Temporary 0.00 0.00 0.00 0.00 0.00 0.67 0.00
Cemetery Manager/On-Call/Temporary 0.00 0.00 0.29 0.00 0.00 0.00 0.00
Engineering Intern 0.00 0.00 0.00 0.00 0.00 0.00 0.68
Building Maintenance Helper/Part-Time 0.00 0.00 0.00 0.00 0.00 0.00 0.00
FTE 0.50 21.57 19.44 0.48 1.80 3.62 0.68
Position Name Parks Operations Sports Complex

FTE
Laborer/Seasonal 0.00 0.00
Maintenance Mechanic/Part-Time 0.00 0.00
Grounds Worker/Seasonal 0.00 0.00
Operations Worker/Seasonal 0.00 0.00
Cleaner/Part-Time 0.00 0.00
Building Maintenance Worker/Part-Time 0.00 0.00
Cemetery Worker/Seasonal 0.00 0.00
Grounds Equipment Operator/Seasonal 12.66 0.00
Clerk III/Typing/Seasonal 0.00 0.00
Building Maintenance Helper/Seasonal 0.00 0.00
Forestry Worker/Temporary 0.00 0.00
Cemetery Manager/On-Call/Temporary 0.00 0.00
Engineering Intern 0.00 0.00
Building Maintenance Helper/Part-Time 0.00 0.67
FTE 12.66 0.67
ENVIRONMENTAL SERVICES: EQUIPMENT
SERVICES
MISSION STATEMENT
To support the City of Rochester's Mission, Vision and Values through the coordination of
purchases and provision of exceptional predictive and preventative maintenance and repair
services to the City's fleet at the most economical cost, while ensuring that customers receive the
highest degree of professionalism.
ORGANIZATION
CUSTOMERS
Customers:
External: All who currently or potentially could live, work, visit or do business in the city of
Rochester
Rochester Mayors
Rochester 2034 Mayors Priorities Projected
Unit Description KPIs 2034 Priorities
alignment Supported Completion
alignment Supported
CC-1 Mitigate and

Continue to identify
adapt to climate
and replace
change through
Equipment conventionally coordinated Building Towards a
fueled vehicles with 6, 51 Ongoing
Services planning, plan Prosperous Future
alternative fuel
implementation,
vehicles to reduce
and performance
emissions footprint monitoring.
Rochester Mayors
Rochester 2034 Mayors Priorities Projected
Unit Description KPIs 2034 Priorities
alignment Supported Completion
alignment Supported
Optimize fleet by SC-4 Improve

performing municipal
Equipment preventative 47, technology to Building Towards a
maintenance on better serve the Ongoing
Services 49, 50 Prosperous Future
time to prolong city, residents,
equipment useful stakeholders, and
life others.
Develop targeted
BCC-3 Improve
training
Equipment City Hall systems Building Towards a
opportunities and 48 Ongoing
Services specialized to make them more Prosperous Future
inclusive and
instruction for
accessible.
employees

Services $1,029,220 $1,290,600 $1,389,000 $1,336,000
TOTAL -$271,576 $0 $371,500 $385,600

FLEET MANAGEMENT $3,450,073 $3,227,600 $3,429,400 $3,574,400
REPAIR $3,142,259 $3,279,300 $3,363,000 $3,580,900
FUELING $3,834,320 $3,796,000 $3,796,000 $3,950,500
PARTS $2,827,711 $3,185,700 $3,308,000 $3,248,200
EQUIPMENT MAINTENANCE $90,569 $129,400 $100,600 $108,100
INTER/INTRAFUND CREDIT -$13,616,507 -$13,618,000 -$13,625,500 -$14,076,500
TOTAL -$271,576 $0 $371,500 $385,600
MOTOR EQUIPMENT CHARGEBACK BY DEPARTMENT
2023-24 Proposed
Administration: Mayor's Office $14,700
Administration: Human Resource Management $1,100
Administration: Communications $500
Information Technology $7,000
Finance $75,600
Neighborhood and Business Development $1,000
Environmental Services $9,690,500
Emergency Communications $16,000
Police $4,044,100
Fire $254,800
Library $15,100
Recreation and Human Services $164,900
TOTAL $14,285,300

Full time Automotive Parts Clerk added in Parts to assist with increased workload $42,700
On-call resource for equipment training is eliminated -$9,100
Vacant part time clerical position in Fleet Management eliminated as an efficiency measure -$20,100
$14,100
Equipment Services will reorganize the supervision of the Repair function so that each shift has a
working supervisor that will provide on the floor oversight impacting the safety of employees and
creating an opportunity for entry level training support. This should allow lower level technicians
the ability to gain experience and opportunity for advancement in this career path.
DES - Equipment Services w Unit
Unit Position Name Bracket FY 2023 Budgeted FY 2024 Proposed

Fleet Management Director of Equipment Services 35 1.00 0.00
Fleet Management Director of Equipment Services 31 0.00 1.00
Fleet Management Technology Application Coordinator 27 0.00 1.00
Fleet Management Technology Application Coordinator 25 1.00 0.00
Fleet Management Assistant Service Manager 23 1.00 1.00
Fleet Management Administrative Analyst 20 1.00 1.00
Fleet Management Equipment Coordinator 20 0.00 1.00
Fleet Management Equipment Trainer 18 1.00 0.00
Fleet Management Fleet Technician 16 0.00 1.00
Fleet Management Assistant Equipment Trainer 15 1.00 0.00
Fleet Management Principal Account Clerk 15 1.00 1.00
Fleet Management Clerk III 7 1.00 1.00
Repair Service Manager 26 1.00 1.00
Repair Assistant Service Manager 23 3.00 3.00
Repair Mechanic Supervisor 19 0.00 3.00
Repair Heavy Mechanic II 15 13.00 11.00
Repair Sr. Auto Maintenance Mechanic 14 9.00 9.00
Repair Fleet Service Writer 13 2.00 2.00
Repair Master Truck Technician 71 8.00 8.00
Repair Master Automotive Technician 70 6.00 5.00
Repair Small Equipment Technician 65 2.00 2.00
Repair Heavy Equipment Aide 59 1.00 1.00
Repair Auto Aide 58 1.00 1.00
Parts Automotive Parts & Materials Manager 24 1.00 1.00
Parts Automotive Machinist 16 1.00 1.00
Parts Senior Auto Parts Clerk 14 2.00 2.00
Parts Auto Parts Clerk 11 2.00 3.00
Parts Clerk III 7 1.00 1.00
Equipment Maintenance Senior Equipment Mechanic 21 1.00 1.00
62.00 63.00
Position Name Parts Repair

FTE
Automotive Parts and Materials Manager/On-Call/Temporary 0.14 0.00
Automotive Tech Co-ops 0.00 0.76
FTE 0.14 0.76
ENVIRONMENTAL SERVICES: BUREAU OF
WATER
MISSION STATEMENT
To support the City of Rochester's Mission, Vision and Values through the provision of an
abundant supply of clean, potable water to City residents and wholesale customers, to provide
reliable service at a modest price, and to provide an adequate supply of water for fire protection
services.
ORGANIZATION
Customers:
Rochester, wholesale customers, and New York State Department of Environmental
Conservation

Critical Processes:
Protecting the watershed to keep the water supply as clean (free from contaminants) as
possible and monitor our operating agreement for maintenance of watershed area
Filtering, disinfecting, and testing the potability of water before it is delivered to customers
Maintaining the distribution and storage systems in good condition to provide reliable, high
quality water

Unit Description KPIs alignment alignment Supported Supported Completion
Replace or
rehabilitate
distribution system
water mains to
maintain system
integrity (as
measured by
number of water NR-2 Provide NR-1 Invest in
main breaks and ongoing upgrades infrastructure,
leaks per 100 and modernization policy, and
miles of water 52, of water advocacy efforts Strengthening Building Towards a
Water Ongoing
main) and provide 54 distribution, that protect and Neighborhoods Prosperous Future
a corrosion storage, and enhance
inhibitive lining on treatment systems Rochester’s water
100% of mains to and facilities. resources.
improve water
quality and
available flow for
fire protection
(maintain ISO
Class 1 fire
protection system)
Radio Read Meter
Program Replace
all meters in SC-4 Improve
system with radio municipal
read meters to 58, technology to Strengthening Building Towards a
Water improve metering better serve the Ongoing
59 Neighborhoods Prosperous Future
accuracy, reduce city, residents,
non-revenue water stakeholders, and
and increase others.
meter reading
efficiencies
Continue with
BCC-2
Customer
Continuously
Satisfaction Promoting Equity,
Callback Program, improve City Hall
Water 57 public outreach Inclusion & Social Ongoing
maintaining a high
and Justice
level (above 95%)
communication of
of customer
satisfaction City services.
Continue treatment
plant operational
performance that
meets the
NR-2 Provide
standards of the
ongoing upgrades
AWWA's
and modernization
Partnership for of water Building Towards a
Water Safe Water 55 Public Safety Ongoing
distribution, Prosperous Future
Director's Award.
storage, and
This award is
treatment systems
given to plant who and facilities.
maintain filtered
water turbidity
below 0.1 NTU
>95% of the time
Maximize
NR-1 Invest in
production at
infrastructure,
Hemlock Filtration
Plant Production policy, and
advocacy efforts Building Towards a
Water resulting in 55 Ongoing
that protect and Prosperous Future
operational
enhance
efficiencies and
optimized Rochester’s water
resources.
production costs
NR-1 Invest in
Reduce and infrastructure,
maintain non- policy, and
advocacy efforts Building Towards a
Water revenue water at 56 Ongoing
an acceptable that protect and Prosperous Future
level enhance
Rochester’s water
resources.
NR-2 Provide
Continue ongoing upgrades SC-1 Implement
infrastructure and modernization the Dig-
assessment of of water Building Towards a
Water water 52 Once/Right-of-way Ongoing
distribution, Management Prosperous Future
appurtenances storage, and Program.
and features treatment systems
and facilities.
Unit Description KPIs alignment alignment Supported Supported Completion
PHS-5 Improve
Continue
NR-2 Provide understanding of
development of
ongoing upgrades community health
Comprehensive conditions, needs,
Lead Service and modernization
of water service provision Strengthening
Water Replacement Plan 53 Public Safety Ongoing
distribution, and access in the Neighborhoods
to remove all lead
storage, and city, and use to
services from the improve access
water system by treatment systems
and facilities. and overall
2030
community health.
NR-2 Provide
ongoing upgrades ECN-4 Continue
Maintain ISO
and modernization to support and
Class 1 fire
of water attract job- Building Towards a
Water protection system 52 generating Public Safety Ongoing
rating for Holly Fire distribution, Prosperous Future
storage, and economic
Protection System
treatment systems development.
and facilities.
Conduct
NR-2 Provide
comprehensive
ongoing upgrades
corrosion control
treatment study to and modernization
of water
Water determine plan to 54 Public Safety Ongoing
distribution,
best comply with
storage, and
State & Federal
Regulations treatment systems
and facilities.
(current & future)
Maintain and
protect Watershed
& Water Facilities NR-1 Invest in
including Hemlock
infrastructure,
Lake, Canadice
policy, and
Lake, and the advocacy efforts
Water surrounding forest 54 Public Safety Ongoing
that protect and
land as well as
enhance
Cobbs Hill, Rush
Rochester’s water
and Highland resources.
Reservoirs and
Gatehouse
Structures

Services $5,715,819 $5,657,700 $5,682,210 $6,090,700
Other $8,016,928 $7,605,100 $7,605,111 $7,639,400
TOTAL $23,206,157 $23,197,200 $23,995,200 $25,085,300

DIRECTOR'S OFFICE $2,084,952 $2,047,100 $2,300,200 $2,137,500
FIELD ENGINEERING $168,661 $170,700 $102,900 $105,800
DESIGN ENGINEERING $862,367 $887,800 $1,057,300 $1,198,000
MAPS & RECORDS $78,552 $72,700 $82,600 $76,800
SUPPLY & MAINTENANCE $954,767 $847,300 $902,700 $1,001,900
PRODUCTION & TREATMENT $5,049,523 $5,318,400 $5,502,300 $6,184,500
DISTRIBUTION ADMIN. $725,825 $694,200 $666,100 $817,100
DISPATCH $401,228 $381,300 $375,700 $382,000
TECHNICAL SUPPORT $471,456 $477,700 $447,100 $473,000
GRID REPAIR $1,723,899 $1,922,300 $2,002,500 $2,094,200
METER SERVICE $535,321 $619,900 $770,700 $814,600
HYDRAULIC MAINTENANCE $950,204 $540,600 $567,900 $582,700
FIXED CHARGES $9,199,400 $9,217,200 $9,217,200 $9,217,200
TOTAL $23,206,157 $23,197,200 $23,995,200 $25,085,300

Full time Administrative Assistant added in Water Supply & Maintenance to assist with increased workload $46,300
Vacant part time parts position is eliminated as an efficiency measure -$22,600
Net reduction in materials and supplies to reflect historical expenditures -$106,300
$1,090,100
The Water stockroom and Hemlock Operations Center will be impacted by the roll-out of a new
city-wide Asset Management system which maintains a large inventory of water system assets and
spare parts.
SubBureau or Activity Unit Position Name Bracket FY 2023 Budgeted FY 2024 Proposed
Director's Office Director's Office Director of Water 35 1.00 1.00
Director's Office Director's Office Principal Staff Assistant 29 1.00 1.00
Materials, Equip & Facilities
Director's Office Director's Office 26 1.00 1.00
Coordinator
Director's Office Director's Office Senior Administrative Analyst 24 1.00 1.00
Director's Office Director's Office Executive Assistant 20 1.00 1.00
Director's Office Director's Office Water Materials Coordinator 19 0.00 1.00
Senior Supervising Stock
Clerk
Director's Office Director's Office Fleet Maintenance Technician 16 1.00 0.00
Director's Office Director's Office Supervising Stock Clerk 13 1.00 1.00
Director's Office Director's Office Clerk II 9 2.00 2.00
Director's Office Director's Office Stock Clerk 6 1.00 1.00
Sr. Maintenance Mechanic-
Welder
Managing Engineer Water
Engineering Design Engineering 31 1.00 1.00
Design
Engineering Design Engineering Senior Engineer Water Design 29 1.00 1.00
Engineering Design Engineering Engineer IV/Water 28 1.00 1.00
Engineering Design Engineering Engineer III/Water 26 1.00 1.00
Engineering Design Engineering Engineer II/Water 24 2.00 2.00
Engineering Design Engineering Senior GIS Analyst 23 1.00 1.00
Engineering Design Engineering Engineer I/Water 21 0.00 1.00
Supervising Engineering
Technician
Engineering Design Engineering GIS Applications Specialist 20 1.00 1.00
Principal Engineering
Technician-CADD
Engineering Design Engineering Sr. Engineering Technician 15 0.00 1.00
Engineering Design Engineering Engineering Technician 12 1.00 0.00
Engineering Field Engineering 18 1.00 1.00
Technician-CADD
Engineering Maps & Records 18 1.00 1.00
Technician
Supt. of Water Supply
Upland Supply & Maintenance 25 1.00 1.00
Maintenance
Spvr. Of Water Supply
Maintenance
Water Operations
Supervisor/Corrosion
Water Operations
Supervisor/Upland
Upland Supply & Maintenance Fleet Maintenance Technician 16 1.00 1.00
Upland Supply & Maintenance Administrative Assistant 16 0.00 1.00
Sr. Maintenance Mechanic
Water Supply
Water Supply Maintenance
Worker/Construction
Upland Water Production & Treatment Manager of Water Production 32 1.00 1.00
Chief of Water Quality
Upland Water Production & Treatment 30 1.00 0.00
Operations
Chief of Automation &
Controls
Automated System Control
Specialist
Supt. of Water Plant
Maintenance
Upland Water Production & Treatment Water Quality Chemist 25 1.00 1.00
Upland Water Production & Treatment Engineer II/Water 24 0.00 1.00
Asst Auto System Control
Specialist
Asst Superintendent Water
Plant Maintenance
Assistant Water Quality
Chemist
Upland Water Production & Treatment Senior Reservoir Operator 21 1.00 1.00
Upland Water Production & Treatment Master Electrician 21 0.00 1.00
Water Instrumentation
Technician
Upland Water Production & Treatment Water Plant Mechanic 21 0.00 1.00
Upland Water Production & Treatment Executive Assistant 20 1.00 1.00
Upland Water Production & Treatment Master Electrician 20 1.00 0.00
Water Instrumentation
Technician
Upland Water Production & Treatment Water Plant Mechanic 20 1.00 0.00
Upland Water Production & Treatment Water Quality Lab Technician 20 1.00 1.00
Upland Water Production & Treatment Reservoir Operator 18 1.00 1.00
Upland Water Production & Treatment Senior Water Plant Operator 18 3.00 3.00
Upland Water Production & Treatment Water Plant Operator 16 3.00 7.00
Sr. Maint. Mech./Water
Treatment
Upland Water Production & Treatment Water Quality Lab Assistant 15 1.00 1.00
Sr. Maint.
Mechanic/Instrumentation
Maint. Mechanic/Water
Treatment
Distribution Administration Manager of Water Distribution 31 1.00 1.00
Superintendent of Water
Distribution Administration 25 1.00 1.00
Distribution
Asst. Superintendent Water
Distribution Administration 23 1.00 1.00
Distribution
Distribution Administration Fleet Maintenance Technician 16 0.00 1.00
Distribution Administration Principal Finance Clerk 15 1.00 1.00
Distribution Dispatch Supervising Dispatcher 18 1.00 1.00
Distribution Dispatch Dispatcher 64 5.00 5.00
Supervising Water Distribution
Distribution Technical Support 18 1.00 1.00
Technician
Distribution Technical Support Water Distribution Technician 64 6.00 6.00
Distribution Technical Support Water Maintenance Worker 62 1.00 1.00
Distribution Grid Repair 23 1.00 1.00
Distribution
Distribution Grid Repair Water Operations Supervisor 18 3.00 3.00
Distribution Grid Repair Sr. Maint. Mech./Water Grid 65 1.00 1.00
Water Maintenance
Distribution Grid Repair 63 15.00 15.00
Worker/Construction
Distribution Grid Repair Water Maintenance Worker 62 1.00 1.00
Distribution Grid Repair Water Service Trainee 52 1.00 1.00
Distribution Meter Service 23 1.00 1.00
Distribution
Distribution Meter Service Backflow Prevention Inspector 21 1.00 1.00
Distribution Meter Service 18 1.00 1.00
Technician
Distribution Meter Service Water Distribution Technician 64 8.00 8.00
Distribution Meter Service Senior Water Meter Repairer 62 1.00 1.00
Distribution Meter Service Meter Reader 61 3.00 3.00
Distribution Hydraulic Maintenance 23 1.00 1.00
Distribution
Technician
Distribution Hydraulic Maintenance Water Distribution Technician 64 6.00 6.00
Water Maintenance
Worker/Construction
Distribution Hydraulic Maintenance Water Maintenance Worker 62 1.00 1.00
128.00 129.00
Hydraulic Supply &

Position Name Design Engineering Director's Office Grid Repair Maintenance Maintenance Water Production
FTE
Principal Engineering Technician/On-Call 0.16 0.00 0.00 0.00 0.00 0.00
Clerk III/Typing/Part-Time 0.00 1.00 0.00 0.00 0.00 0.00
Engineer IV/Water/On-Call 0.00 0.30 0.00 0.00 0.00 0.00
Superintendent of Water Plant
Maintenance/On-Call 0.00 0.05 0.00 0.00 0.00 0.00
Water Maintenance Worker/Seasonal 0.00 0.00 0.77 0.38 0.00 0.00

Grounds Equipment Operator/Seasonal 0.00 0.00 0.00 0.00 0.38 0.00
College Junior Intern/Seasonal 0.00 0.00 0.00 0.00 0.00 0.50
Engineering Intern/Seasonal 4.50 0.00 0.00 0.00 0.00 0.00
FTE 4.66 1.35 0.77 0.38 0.38 0.50
EMERGENCY COMMUNICATIONS
MISSION STATEMENT
Emergency Communications (911):

To support the City of Rochester’s Mission, Vision, and Values by serving as the vital link between
the citizens and public safety agencies of the City of Rochester and Monroe County. We strive to
collect and disseminate all requests for service in a prompt, courteous, and efficient manner for
all our customers. Through our actions, we help save lives, protect property, and assist the public
in its time of need.

311/One Call to City Hall:

To support the City of Rochester’s Mission, Vision, and Values by:
Being Accessible
-The 311 Call Center provides our stakeholders with the highest level of customer service for
fast and easy access to services and information provided by the City of Rochester.
Being Accountable
-The 311 Call Center helps City departments improve their service delivery by enabling them
to focus on their core competencies and the efficient management of their workforce.
Enabling Transparency
-The 311 Call Center provides necessary data to departments for their analysis of requests
that have come through the Call Center.
ORGANIZATION
Emergency Communications 1
Emergency Communications (911):

The proposed budget for Administration and Operations is based on the funding level requested
by Emergency Communications for the 2023 County Budget. There is a six-month overlap in fiscal
years between the City and County. The budgets of the City and County will be closely monitored
to ensure that County funding is sufficient for the entire fiscal year.

The Emergency Communications Department (ECD) continues to work with Monroe County and
user agencies to build on the capabilities of the new Computer Aided Dispatch (CAD) system.
During 2022, improvements were made to the mobile system as well as several interfaces to
improve reliability.

In 2022, ECD, Monroe County, and American Medical Response (AMR) implemented the Nurse
Navigator Program (NNP). The NNP assigns low acuity medical 911 calls to a licensed nurse and
matches the patient’s needs to appropriate resources. ECD, Monroe County, and AMR continue to
work in collaboration to improve on an already successful implementation.

ECD continues to collaborate with the Department of Human Resource Management to develop
and enhance recruitment strategies in an effort to improve hiring success. New hire classes are
planned for the fall 2023 and spring 2024.

311/One Call to City Hall:

311 is collaborating with Information Technology (IT) to upgrade its service request software to
the most current version. The upgrade will create a portal for our customers and constituents to
enter service requests, view the status of service requests, and look up information in a new
knowledgebase.

Live representatives will continue to be available seven days per week, Monday - Friday from 7:00
am to 9:00 pm and Saturday - Sunday from 9:00 am to 5:00 pm.
EMERGENCY COMMUNICATIONS 311/ONE CALL TO CITY HALL
(911)
Customers: Customers:
External: Rochester and Monroe County External: All those who currently or
residents, businesses, visitors, and travelers potentially could live, visit, or do business in
Internal: City of Rochester and Monroe Rochester
County police, fire, and emergency medical Internal: City of Rochester departments
service agencies, Person In Crisis (PIC) team,
and Forensic Intervention Team (FIT) Critical Processes:

Answer and provide information for non-
The City operates the 911 Center under emergency calls
contract with Monroe County. The County Retrieve up-to-date information to respond
funds Administration and Operations activities to all City-related inquiries
while the City funds Facility Maintenance and Provide appropriate avenues for public
capital building improvements. The 911 information and services
Operating Practices Board (OPB), comprised of Submit service requests to appropriate City
representatives from government, public departments
safety, private sector, and citizens, provides Provide responses to case inquiries
advisory policy recommendations to the Report on Call Center performance
Center.

Critical Processes:
Answer, collect information, and document
all calls to 911
Provide processed 911 call data and event
documentation services for all police, fire,
and emergency medical service agencies in
the city of Rochester and Monroe County
Provide dispatch and communication
services for participating agencies, including
FIT and PIC
Provide primary and in-service training for
personnel
Prepare and monitor the budget
Perform planning, personnel, purchasing,
and research functions
Oversee facility maintenance and repair
Provide NYS Discovery Law information to
Monroe County District Attorney’s Office

SC-4 Improve
municipal
Improve and build on current technology to
1, 2, Building Towards a
technology to better serve the better serve the Public Safety Ongoing
3 Prosperous Future
city, residents, and stakeholders city, residents,
stakeholders, and
others.
PHS-4 Maintain
and seek out
Maintain accreditation accreditations and Promoting Equity,
standards for ECD that allow it 5, 6, standards for the
Public Safety Inclusion & Social Ongoing
to do its best job and benefit the 7 RFD that allow it
whole community Justice
to best do its job,
and benefit the
whole community.
PHS-3 Increase
PHS-1 Continue
the capabilities of
building
the RPD and RFD
Work with DHRM to improve the through connections and
partnerships with
911 hiring process to maximize 8 collaboration, data Public Safety Ongoing
the community to
efficiency analysis,
enhance public
technology, and
new or improved safety efforts and
impacts.
resources.
BCC-2 SC-4 Improve
Upgrade Verint to enhance Continuously municipal
usage and technical 9, improve City Hall technology to Promoting Equity,
Strengthening
performance for constituent 10, public outreach better serve the Inclusion & Social Ongoing
online service requests and Neighborhoods
11 and city, residents, Justice
information communication of stakeholders, and
City services. others.
CNP-2 Continue to BCC-2

promote the City Continuously
improve City Hall Promoting Equity,
Enhance agents’ workplace 10, of Rochester as a Strengthening
premier place to public outreach Inclusion & Social Ongoing
experience 11 Neighborhoods
live, work, and and Justice
visit. communication of
City services.
1. 911 calls (incoming &
911 outgoing, excludes 1,151,234 1,116,000 1,160,000 1,165,000
administrative calls)
2. Calls dispatched (including
911 1,117,789 1,111,215 1,145,000 1,140,000
agency initiated calls)
2a. Calls dispatched (including
911 874,863 862,836 900,000 890,000
agency initiated calls) - Police
2b. Calls dispatched (including
911 88,270 87,659 89,000 89,000
agency initiated calls) - Fire
2c. Calls dispatched (including
911 133,716 137,262 135,000 138,250
agency initiated calls) - EMS
2d. Calls dispatched (including
911 20,940 22,750 21,000 22,750
agency initiated calls) - Other
3. Ring Time (average in
911 6 6 6 6
seconds)
911 4. Operating cost per call ($) 11.54 12.9 13.79 13.45
5. CALEA accreditation
911 100 100 100 100
compliance (%)
6. NYSSA accreditation
911 100 100 100 100
compliance (%)
911 7. Employee training (hours) 9,970 12,000 15,000 12,000
911 8. Trainees certified (%) N/A 80 80 80
311 9. Total calls 312,000 310,000 320,000 310,000
10. Calls answered within 30
311 70 70 70 70
seconds (%)
311 11. Call abandon rate (%) 11.8 10 10 10
311 12. Operating cost per call ($) 3.43 3.48 3.58 3.75
CALEA - Commission on Accreditation for Law Enforcement Agencies, Inc.

NYSSA - New York State Sheriffs' Association

Services $1,009,122 $1,086,800 $1,175,900 $1,231,100
TOTAL $14,558,466 $15,700,400 $16,368,000 $17,130,500

ECD ADMINISTRATION $970,731 $1,055,400 $1,131,000 $1,289,901
OPERATIONS $12,311,375 $13,337,500 $13,823,000 $14,424,600
FACILITIES MAINTENANCE $206,171 $228,000 $233,800 $252,000
311/ONE CALL TO CITY HALL $1,070,189 $1,079,500 $1,180,200 $1,164,000
TOTAL $14,558,466 $15,700,400 $16,368,000 $17,130,500

Funding added for background investigations $80,100
Funding added for Public Safety Intern/911 positions $39,000
$762,500
The Emergency Communications Department will complete background checks for their own
employees for a period of two years, per the Memorandum of Agreement (MOA) between the City
of Rochester and the Rochester Police Locust Club.

Administration ECC Director 36 1.00 1.00
Administration Deputy Director - ECD 33 1.00 1.00
Administration Sr. Administrative Analyst 24 1.00 1.00
Administration ECD Training Manager 22 1.00 1.00
Administration Secretary to the Director 18 1.00 1.00
Administration Research Technician 10 1.00 1.00
Administration Clerk III 7 1.00 1.00
Operations Deputy Director - ECD 33 1.00 1.00
Operations 911 Operations Manager 29 3.00 3.00
Operations Shift Supervisor 210 16.00 16.00
Operations EMD Quality Improvement Coordinator II 190 1.00 1.00
Operations Dispatcher II 170 31.00 31.00
Operations Dispatcher I 150 90.00 90.00
Operations Dispatcher I/Bilingual 150 2.00 2.00

Operations Telecommunicator 110 41.00 41.00
Operations Telecommunicator/Bilingual 110 2.00 2.00
311/One Call to City Hall 311 Call Center Manager 29 1.00 1.00
311/One Call to City Hall Knowledge Base Coordinator 25 1.00 1.00
311/One Call to City Hall Supervising Service Representative 20 1.00 1.00
311/One Call to City Hall Sr. Service Representative 16 1.00 1.00
311/One Call to City Hall Sr. Service Representative/Bilingual 16 1.00 1.00
311/One Call to City Hall Service Representative 12 6.00 6.00
311/One Call to City Hall Service Representative/Bilingual 12 5.00 5.00
311/One Call to City Hall Clerk III with Typing 7 1.00 1.00
212.00 212.00
Position Name 311/One Call To City Hall Administration Operations

FTE
Background Investigator/On-Call 0.00 1.08 0.00
EMD Quality Improvement Coordinator II/On-Call 0.00 0.00 0.50
Public Records Officer/On-Call 0.00 2.50 0.00
Public Safety Intern/911 0.00 1.15 0.00
Senior Background Investigator/On-Call 0.00 0.28 0.00
Service Representative/Bilingual/Part-Time 0.50 0.00 0.00
Service Representative/Part-Time 1.50 0.00 0.00
FTE 2.00 5.01 0.50
POLICE
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values by maintaining law and order
through crime reduction, customer service, and professionalism.
ORGANIZATION
OFFICE OF THE CHIEF: CLICK HERE OPERATIONS - PATROL: CLICK HERE
Police 1
OPERATIONS - ADMINISTRATION: BUREAU OF
SPECIAL CLICK HERE COMMUNITY
OPERATIONS: CLICK AFFAIRS: CLICK HERE
HERE
The U.S. Department of Justice (DOJ) has selected the Rochester Police Department (RPD) to
participate in the National Public Safety Partnership (PSP) program. The DOJ will provide Rochester
with intensive training and technical assistance in the areas of gun violence, criminal justice
collaboration, investigations, constitutional policing, community engagement, federal
partnerships, crime analysis, and technology to identify strategies that target firearm, drug, and
gang violence. PSP has a proven track record of helping cities lower crime rates and improve the
quality of life for community members. Over the next three years, RPD will develop a collaborative
network to prepare comprehensive solutions to reduce violent crime. Our vision for this
partnership is to gain better insight into the unique violent crime challenges in Rochester and
determine system-wide approaches to implement crime reduction strategies and enhance public
safety.

The Rochester City School District’s Strategic and Community Partnerships and the Rochester
Police Department partnered to form youth-focused programs to improve youth perception of
police. These programs include Middle School Internship Initiative; Career and Technical Education
Connection; Deputy Chief’s Reading Challenge; and Youth Conversations and Policing (in Middle
and High Schools).

The RPD will continue to work with Measures for Justice to pilot a public-facing portal (Commons)
that focuses on the collection of a standard set of police performance metrics for tracking
progress toward shared criminal justice goals. RPD will work to improve collection,
standardization, and automation of data based on best practices and model legislation. RPD will
also collaborate with the program’s Community Advisory Board to prioritize datasets and establish
policy and procedural goals that can be monitored through Commons.
In the interest of transparency and accountability, the RPD and United Christian Leadership
Ministry (UCLM) entered into a Memorandum of Understanding (MOU) pertaining to the RPD Body-
Police 2
Worn Camera Program. The MOU promises an expedited response to Freedom of Information Law
requests for body-worn camera video and quarterly reports on use of force incidents. Quarterly,
RPD's Community Affairs Bureau and UCLM meet to discuss the program, new technology, and fill
any report requests as needed.
In a true community policing approach, RPD works with several bar and restaurant managers on
the East End to improve and promote public safety. This initiative encourages RPD and
stakeholders to work together to address and solve problems. For example, RPD collaborates with
bar and restaurant management to examine and assess external design features that create
public safety hazards, and internal designs to improve crowd control and ensure the safety of all.
External: Individuals who live, work, visit, or Provides public safety services
do business in the city of Rochester Analyzes crime data and deployment of
Internal: City of Rochester departments, RPD resources
employees (sworn and non-sworn) Collaborates with other law enforcement

agencies at the local, state, and federal

levels
Conducts crime prevention initiatives
Enhances communications strategies with
the goal of improving police-community
relations
Mayors
Description KPIs Priorities
alignment Primary alignment Supported Completion
Supported
Secondary Secondary Date
Primary
WRK-1 Help Build
the Capacity of
The Rochester Police Department workforce WRK-3 Focus
will grow and enrich our workforce development workforce Promoting Equity,
programs and Public
through the recruitment, training, 1-6 development efforts Inclusion & Social Ongoing
encourage Safety
and professional development of on vulnerable Justice
our personnel. collaborations to populations.
better serve
program
participants.
PHS-1 Continue
The Rochester Police Department building
will reduce violence through connections and
successful case investigation and partnerships with Public
7-24 Ongoing
data-driven policing to rid our the community to Safety
neighborhoods of illegal firearms enhance public
and narcotics. safety efforts and
impacts.
PHS-3 Increase the
capabilities of the
The Rochester Police Department RPD and RFD
will maintain transparency and through
25- transparency, Public
compliance using best business collaboration, data Ongoing
29 efficiency, and Safety
practices through the adherence analysis,
to applicable laws and standards. accountability.
technology, and
new or improved
resources.
PHS-1 Continue
CNP-3 Work with
The Rochester Police Department building
the Rochester City
will work collaboratively with our connections and
30- School District to Public Strengthening
community partners to identify partnerships with Ongoing
32 promote innovative the community to Safety Neighborhoods
problems and concerns, and school
improve public trust. enhance public
programming and
safety efforts and
successes.
impacts.
Police 3
Key Performance FY2023

Activity or Function FY2022 Actual FY2023 Budget FY2024 Proposed
Indicator Estimated
1. # of attendees in
Community Relations Workforce Development 88 150 N/A 200
Program
2. % of non-white attendees
Community Relations in Workforce Development 67 65 N/A 70
Program
3. # of people that apply for
Community Relations 1,068 798 N/A 1,000
Police Officer exam
4. % of non-white applicants
Community Relations 54 54 N/A 70
for Police Officer exam
5. % of recruits that
Professional Development 90 90 N/A 90
successfully complete FTO
6. # of sworn employee
Personnel 58 40 N/A 50
separations
7. % of murder cases closed
Central Investigations 34.33 39.09 N/A 33
within 30 days
Central Investigations 50 53.77 N/A 50
within 90 days
Central Investigations 65.87 81.71 N/A 70
within 365 days
10. % of forcible sex
Patrol Section Investigations offenses closed within 30 18.83 18.14 N/A 18
days
days
days
13. % of robbery cases
Patrol Section Investigations 21.38 22.1 N/A 20
closed within 30 days
16. % of aggravated assault
cases closed within 30 days
cases closed within 90 days
Patrol Section Investigations cases closed within 365 54 69.13 N/A 60
days
19. % of shooting cases
22. % of Tier I (Immediate)
Patrol calls for service responding 68.2 63.6 N/A 65
to in less than 10 minutes
23. % of Tier II (Elevated)
Patrol calls for service responding 53 50.2 N/A 50
24. % of Tier III (Normal)
Patrol calls for service responding 45.1 44.4 N/A 50
25. All FOIL requests
Office of Business Intelligence N/A 3,423 N/A 3,350
completed by RPD
26. Average # of calendar
Office of Business Intelligence days to complete FOIL N/A 22 N/A 22
requests
27. FOIL requests
Office of Business Intelligence completed for body-worn 302 295 N/A 300
camera video
28. Body-worn camera
Office of Business Intelligence video files processed for 5,423 4,578 N/A 5,000
FOIL requests
29. Average # of calendar
Office of Business Intelligence days to complete FOIL 54 41 N/A 35
requests for body-worn
camera video
30. # of community
Community Relations 500 525 N/A 525
meetings led
Community Relations 31. # of outreach events 300 310 N/A 320
Police 4
Key Performance FY2023
Activity or Function FY2022 Actual FY2023 Budget FY2024 Proposed
Indicator Estimated
32. # of site
Community Relations assessments/security 90 110 N/A 120
surveys
The Key Performance Indicators were revised to better assess Department effectiveness. For
more information, please follow link to the Open Data Portal.
THE ROCHESTER POLICE DEPARTMENT OPEN DATA PORTAL.
RPD Open Data Portal
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Search
Welcome to the Rochester Police Department's Open Data Portal - A public platform for exploring and downloading open data, discovering and building
apps, and engaging to solve important local issues. You can analyze and combine Open Datasets using maps, as well as develop new web and mobile
applications. Let's make our great community even better, together!
 What's New?
Updated site navigation to help you find the data you're looking for. Click on this
icon  in the table below to get an overview of any data set and see
up-to-date statistics and charts using
the data sources we provide.
New expanded summary dashboards for the Homicide and Shooting data sets.
Added/Updated the following General Orders and Training Bulletins:
G.O. 210 Sick Leave
G.O. 435 Juvenile Procedures
G.O. 310 Citizen Complaints
L-77-23 Illegal Alcohol Sales
 Explore Open Data

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  
Crime  P bli C i M
Police 5

Services $8,069,542 $9,152,600 $9,048,700 $10,077,200
TOTAL $99,881,530 $110,684,200 $108,649,300 $109,534,100

OPERATIONS $71,913,271 $81,959,100 $81,336,200 $81,370,500
OFFICE OF THE CHIEF $6,582,683 $7,934,100 $9,100,700 $9,659,100
ADMINISTRATION $18,504,320 $20,368,400 $17,712,500 $18,504,500
COMMUNITY AFFAIRS $2,881,256 $422,600 $499,900 $0
TOTAL $99,881,530 $110,684,200 $108,649,300 $109,534,100
Police 6
NOTE ON SALARY AND WAGE INCREASES
The 2022-23 amended budget included one-time salary and wage expenses due to the Police
Locust Club Arbitration Award. These expenses included one-time retroactive payments to eligible
retirees and one-time lump sum payments for current employees. As a result the proposed 2023-
24 year-to-year comparison may show negative salary and wage expense changes.
Police 7
POLICE: OFFICE OF THE CHIEF
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MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values by providing overall departmental
management and planning.
ORGANIZATION
CHIEF'S OFFICE
Critical Processes:
Conducts strategic planning, policy development, and public relations
Acts as liaison with community and other federal, state, and local law enforcement agencies
Conducts labor relations
Informs community and coordinates responses to inquiries from news media and public
OFFICE OF BUSINESS INTELLIGENCE
Critical Processes:
Coordinates the design, acquisition, use and disposition of data and information technology
assets
Maintains information systems applications, the Department’s open data portal, records and
digital evidence management and performance reporting
Responsible for planning, developing, conducting and reviewing, strategic projects based on
department initiatives related to resource allocation, operational effectiveness, and business
intelligence
Develops products to facilitate information and intelligence sharing, resource monitoring,
planning, and decision making
Police 8
Evaluates business processes to ensure quality and accuracy of data used, methods,
calculations, and report results
Reviews body worn camera video for compliance
Maintains proper records retention
Develops, collects, collates, analyzes, and disseminates intelligence, crime and calls for service
information
Conducts spatial analysis of crimes and provides crime mapping support to the Department
Provides timely and pertinent information relevant to assisting investigations, identifying crime
series and patterns, reporting on trends in police data as well as providing analysis related to
matters of public safety
Uses information collected to develop problem solving and community policing strategies for
crime prevention and reduction
PROFESSIONAL STANDARDS
Critical Processes:
Investigates complaints of misconduct
Provides administrative review of fleet vehicle accident investigations
Conducts other investigations as directed by the Chief of Police
Provides staff support for civilian complaint review and internal disciplinary processes
Maintains department’s official disciplinary records including administrative entries which
involve inquiries by a citizen or agency
Provides administrative review of police vehicle pursuits
Provides administrative and investigative support for Corporation Counsel
LONG TERM DISABILITY
Critical Processes:
Includes sworn employees with long term medical conditions precluding full duty status

Services $1,016,914 $1,300,100 $1,349,500 $1,478,100
TOTAL $6,582,683 $7,934,100 $9,100,700 $9,659,100

CHIEF'S OFFICE $3,481,899 $3,498,000 $3,769,200 $4,182,600
PROFESSIONAL STANDARDS $1,152,318 $1,225,200 $1,247,300 $1,261,400
LONG TERM DISABILITY $1,359,091 $1,813,600 $2,137,600 $2,148,200
OFFICE OF BUSINESS INTELLIGENCE $589,375 $1,397,300 $1,946,600 $2,066,900
TOTAL $6,582,683 $7,934,100 $9,100,700 $9,659,100
Police 9

One Police Captain is transferred from Patrol $161,700
One Information Services Analyst I is added $96,900
One Digital Media Specialist is added $89,000
Increased funding for professional services agreements $36,300
Funds for overtime for Body-Worn Camera program are added $29,300
Net change in supplies and services $17,500
College Junior Intern Program is transferred from Administration $14,800
One College Junior Intern is added $7,400
One vacant Police Officer position is eliminated -$113,400
$558,400
A Digital Media Specialist is added to assist the Public Information Officer with dissemination of
public information including the administration of social media platforms. A Police Captain is
transferred from Patrol to interface with the Police Accountability Board.

Chief's Office Chief of Police 98 1.00 1.00
Chief's Office Executive Deputy Chief 197 1.00 0.00
Chief's Office Deputy Chief of Police 97 2.00 3.00
Chief's Office Police Commander 96 3.00 3.00
Chief's Office Police Captain 95 0.00 1.00
Chief's Office Police Lieutenant 94 2.00 2.00
Chief's Office Police Sergeant 92 4.00 4.00
Chief's Office Police Investigator 191 2.00 2.00
Chief's Office Police Officer 90 2.00 1.00
Chief's Office Digital Media Specialist 24 0.00 1.00
Chief's Office Secretary to the Chief 18 1.00 1.00
Chief's Office Clerk II 9 1.00 1.00
Chief's Office Clerk III with Typing 7 1.00 1.00
Office of Business Intelligence Information Services Analyst II 27 1.00 1.00
Office of Business Intelligence Compliance Manager 26 1.00 1.00
Office of Business Intelligence Data Analyst 26 5.00 2.00
Office of Business Intelligence Information Services Analyst I 26 1.00 2.00
Office of Business Intelligence Application Services Analyst I 25 4.00 4.00
Office of Business Intelligence Crime Research Specialist 24 4.00 4.00
Office of Business Intelligence Digital Media Specialist 24 2.00 2.00
Office of Business Intelligence Assistant Data Analyst 23 0.00 2.00
Office of Business Intelligence Business Analyst 23 0.00 1.00
Office of Business Intelligence Communications Aide/Bilingual 16 1.00 1.00
Professional Standards Police Lieutenant 94 1.00 1.00
Professional Standards Police Sergeant 92 6.00 6.00
Professional Standards Police Officer 90 1.00 1.00
Professional Standards Police Steno 21 2.00 2.00
Long Term Disability Police Officer 90 19.00 19.00
68.00 70.00
Police 10
Position Name Chief's Office

FTE
Clerk II/Typing/On-Call 0.50
College Junior Intern 1.50
FTE 2.00
Police 11
POLICE: OPERATIONS - PATROL
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values by managing the Patrol Sections
ORGANIZATION
PATROL SECTIONS
Critical Processes:
Protects life and property
Protects constitutional guarantees of all people
Conducts preventive patrol
Reduces opportunities for commission of crime, works to resolve conflicts and proactively
address disputes, identifies criminal offenders and criminal activity, and apprehend offenders
Conducts periodic reviews of patrol activities to analyze crime patterns, current disputes, and
response strategies
Works with neighborhood Police-Citizen Interaction Committees (PCIC) to develop targeted
crime prevention and response programs
Focuses on the well-being of the city's youth, working collaboratively with various department
commands, school officials, and other agencies to prevent and reduce youth crime and
victimization
During summer months, works collaboratively with other departments and organizations
involved in student programs
Plans responses to unusual occurrences or emergency incidents
Police 12
PATROL SECTION INVESTIGATIONS
Critical Processes:
Investigates all categories of crime
Conducts thorough preliminary and follow-up investigations
Protects constitutional guarantees of all people
Reduces opportunities for commission of crime, works to solve crime and proactively identify
disputes, identifies criminal offenders and criminal activity, and apprehends offenders
Conducts periodic reviews of investigative activities to analyze crime patterns, current disputes,
and response strategies
Focuses on the quality of investigations by aiming to reduce errors
Orients investigations towards crime prevention as well as towards the solution of crime
SPECIAL EVENTS
Critical Processes:
Coordinates all police activities at cultural and special events, including assessing logistical
requirements, traffic and crowd control plans, contingency plans, and coordination of all intra-
and inter-departmental personnel

Services $550,580 $550,900 $572,600 $730,700
TOTAL $49,645,032 $54,999,700 $56,444,500 $55,725,200

COMMAND $467,487 $504,800 $580,000 $419,700
PATROL SECTIONS $41,605,433 $45,368,700 $48,927,800 $47,573,500
SPECIAL EVENTS $1,824,546 $2,998,300 $1,434,800 $1,164,900
PATROL SECTION INVESTIGATIONS $5,747,566 $6,127,900 $5,501,900 $6,567,100
TOTAL $49,645,032 $54,999,700 $56,444,500 $55,725,200

Salary & Wage Adjustment -$1,485,500
Net change in Gun Involved Violence Elimination (GIVE) Initiative $1,238,500
Rent for Central Patrol (Downtown) Station is added $141,300
One Police Investigator is transferred from Administration $112,900
Non-Fatal Shooting Initiative grant does not recur -$92,900
One vacant Police Officer position is eliminated -$113,400
Police 13
Net change in overtime -$127,200

One Police Captain is transferred to the Office of the Chief -$161,700
Special event overtime or police services during arrival and dismissal time at certain City schools does not recur -$248,300
-$719,300

Command Police Captain 95 3.00 2.00
Patrol Sections Police Captain 95 5.00 5.00
Patrol Sections Police Lieutenant 94 15.00 15.00
Patrol Sections Police Sergeant 92 50.00 50.00
Patrol Sections Police Officer 90 371.00 370.00
Patrol Sections Clerk II 9 1.00 1.00
Patrol Sections Clerk III 7 1.00 1.00
Patrol Sections Clerk III with Typing 7 1.00 1.00
Patrol Section Investigations Police Captain 95 1.00 1.00
Patrol Section Investigations Police Lieutenant 94 2.00 2.00
Patrol Section Investigations Police Sergeant 92 6.00 6.00
Patrol Section Investigations Police Investigator 191 27.00 28.00
Patrol Section Investigations Police Officer 90 1.00 1.00
Special Events Police Lieutenant 94 1.00 1.00
Special Events Police Officer 90 1.00 1.00
486.00 485.00
Position Name Patrol Sections

FTE
Clerk III/Typing/Part-Time 0.50
FTE 0.50
Police 14
POLICE: OPERATIONS - SPECIAL
OPERATIONS
Click here to return to Police Department overview
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values by managing the Special Operations
Division.
ORGANIZATION
SPECIAL OPERATIONS COMMAND
Critical Processes:
Provides investigative support and services necessary for effective operation of the department
Provides specialized field support services
CENTRAL INVESTIGATIONS SECTION
Critical Processes:
Comprised of Major Crimes Unit, Special Victims Unit, Investigative Support Unit, and
Technicians Unit Investigates suspicious and criminal deaths
Investigates cold case murders
Investigates physical and sexual child abuse cases
Participates in Federal Task Force investigations to include bank robbery and cyber-criminal
investigations
Investigates arsons in conjunction with the Rochester Fire Department
Processes licenses issued by the City of Rochester to include pistol permit applicants, alarm
ordinances, taxi-cabs, and food trucks
Processes all crime scenes and collects physical evidence throughout the City
Police 15
COMMUNITY RELATIONS UNIT
Critical Processes:
Enhances current internal and external communications initiatives and develops a long-term
communications strategy with the goal of improving police-community relations
Partners with community leaders, civic organizations, block associations, and citizens to
educate them on police policies and practices, and to develop solutions to challenges that arise
within the city's many diverse communities
Works closely with our communities and ensures that RPD's priorities mirror local priorities in
an effort to build trust, confidence, and legitimacy within the communities we serve, creating
additional opportunities for relationships to develop in a non-enforcement encounter with all
segments of our community (youth & adults)
Allows communities to have a voice at the local level in how they are policed and how they are
engaged, thus establishing meaningful, structured, and sustained initiatives within the
community, while at the same time working to reduce crime through police-community
partnerships and improve perceptions of the police
Informs community members and local businesses about crime trends, while working with
them on preventative measures and security
Provides valuable information about topics such as safeguarding businesses, homes, vehicles,
and personal property
Works to improve the perception of the Police Department via engagement opportunities and
initiatives that are collaboratively community and department driven
Manages the department's recruitment efforts to increase interest and participation in the
Police Officer exam utilizing diversity, equity and inclusion strategies
SPECIAL INVESTIGATIONS SECTION
Critical Processes:
Investigates illegal narcotics activities, vice, illegal gambling, illegal weapons, trafficking, and
organized crime
Provides surveillance and intelligence services in support of investigations
Participates in joint task forces with federal, state, and local law enforcement agencies
Suppresses illegal drug trafficking activities from street level up to and including major criminal
conspiracy efforts
Provides and supports technical surveillance equipment used in investigative efforts
Conducts activities such as Project Exile, weapon tracing, and weapon crime intelligence
SPECIAL OPERATIONS SECTION
Critical Processes:
Comprised of the Tactical Unit, K-9 Unit, Mounted Patrol Unit, and Traffic Enforcement Unit
Provides directed patrol, crime-specific details, proactive investigative efforts, surveillance and
apprehension details, and Honor Guard services
Provides canine support services for building searches and tracking, as well as in nitrate and
narcotic searches
Provides highly visible patrol and crowd control presence Downtown, at special events, and
elsewhere as needed
Enforces vehicle and parking regulations
Coordinates the School Traffic Officer program
Police 16
Conducts alcohol-related enforcement counter measures and proactive traffic direction and
control throughout the city
Handles complaints or suggestions concerning traffic-engineering deficiencies and transmits
related data to Traffic Control Board

Services $446,260 $531,700 $569,400 $628,900
TOTAL $22,268,239 $26,959,400 $24,891,700 $25,645,300

COMMAND $1,446,836 $1,600,400 $1,328,200 $1,363,800
CENTRAL INVESTIGATIONS $7,606,779 $8,009,000 $7,568,900 $7,620,600
SPECIAL INVESTIGATIONS $5,935,151 $6,203,100 $5,542,300 $5,505,400
CRIME RESEARCH $162,646 $300 $0 $0
SPECIAL OPERATIONS SECTION $7,116,826 $8,247,100 $7,855,500 $7,709,800
COMMUNITY RELATIONS $0 $2,899,500 $2,596,800 $3,445,700
TOTAL $22,268,239 $26,959,400 $24,891,700 $25,645,300

Two Police Officers are transferred from Administration $226,800
Police Cadet Program is transferred from Administration $122,500
One Public Safety Aide is transferred from Administration $22,600
Funds for emergency pickup / interview out-of-area suspects are added $20,000
Funds for rents and storage $10,000
Net change in Improving Criminal Justice Response grant -$7,100
Net change in High Visibility Enforcement Campaign -$8,000
Net change in Motor Vehicle Theft and Insurance Fraud grant -$9,600
Net change in overtime for the Domestic Violence Response Team -$10,200
Net change in STOP DWI grant -$43,500
Pedestrian Safety grant ends -$93,400
$753,600
Two Police Officers and the supplies budget for the Recruitment Program are transferred from
Administration.
Police 17

Command Police Captain 95 2.00 2.00
Command Police Sergeant 92 2.00 2.00
Command Clerk II 9 1.00 1.00
Central Investigations Police Lieutenant 94 1.00 1.00
Central Investigations Police Sergeant 92 7.00 7.00
Central Investigations Police Investigator 191 25.00 25.00
Central Investigations Police Officer 90 15.00 15.00
Central Investigations Police Evidence Technician 16 9.00 9.00
Central Investigations Senior Photo Lab Technician 11 1.00 1.00
Central Investigations Clerk II 9 1.00 1.00
Central Investigations Clerk III with Typing 7 1.00 1.00
Community Relations Police Captain 95 1.00 1.00
Community Relations Police Lieutenant 94 4.00 4.00
Community Relations Police Officer 90 19.00 21.00
Special Investigations Police Captain 95 1.00 1.00
Special Investigations Police Lieutenant 94 2.00 2.00
Special Investigations Police Sergeant 92 5.00 5.00
Special Investigations Police Investigator 191 24.00 24.00
Special Investigations Police Officer 90 4.00 4.00
Special Investigations Clerk II 9 1.00 1.00
Special Operations Section Police Lieutenant 94 1.00 1.00
Special Operations Section Police Sergeant 92 5.00 5.00
Special Operations Section Police Officer 90 46.00 46.00
178.00 180.00
Position Name Central Investigations Community Relations Special Operations Section

FTE
Lead Coordinator of School Traffic Officer 0.00 0.00 0.40
Police Cadet/Part-Time 0.00 12.00 0.00
Public Safety Aide/On-Call 0.50 0.00 0.00
School Traffic Officer 0.00 0.00 49.00
School Traffic Officer II 0.00 0.00 3.50
School Traffic Officer/On-Call 0.00 0.00 11.50
FTE 0.50 12.00 64.40
Police 18
POLICE: ADMINISTRATION
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values by providing administrative support
services necessary to Department operations, and by overseeing the Officer Assistance Program
that provides crisis intervention and stress counseling services to members and their families.
ORGANIZATION
PROFESSIONAL DEVELOPMENT
Critical Processes:
Administers the department's training programs, including roll call, recruit, civilian (pre-service)
and in-service training
Coordinates firearms training and maintains records on each departmental weapon and
inventory, and firearms proficiency records
Plans and develops training and special programs
Coordinates recruit officers’ training and probationary officers’ field training and performance
evaluations, as well as selection and certification of Field Training Officers (FTOs) assigned to
the Patrol Division
Coordinates, trains, and evaluates all newly appointed Sergeants and Lieutenants
Works with the Department of Human Resource Management to conduct background research
on candidates
Police 19
TECHNICAL SERVICES
Critical Processes:
Acts as liaison to Monroe County Public Safety Radio Center for maintenance and issuing of all
police portable and car radios, and vehicle computers
Coordinates fleet purchases and maintenance of fleet assets with the Department of
Environmental Services
Provides support to the Police Department and other law enforcement agencies regarding
criminal history checks, wants and warrants, teletype requests, missing persons
Conducts manual and automated record and warrant checks, using both local files and the
statewide e-Justice system
Processes all requests for crime, incident and motor vehicle accident reports, background
check applications and fingerprint requests for the City
Receives evidentiary items, recovered property, and impounded vehicles
Responds to walk-up complaints and information requests at Headquarters
Enters, reviews, and monitors the quality of information entered in the department’s Records
Management System
Maintains juvenile records separately from adult records required for privacy and security of
these records
Administers the department’s arrest warrant service, entering notices into regional, state and
federal information systems
Maintains contact with criminal and traffic courts for notification to police officers and civilian
employees to appear in court for required proceedings
Processes fingerprints, maintains manual and automated photograph and fingerprint files
Maintains, oversees, and/or stores all DNA collection
Assists sworn personnel in preparation of selected forms and reports for Grand Jury packages
Reviews Grand Jury referrals and juvenile petitions before delivery to Family Court
Addresses all eligible crime incidents and added information reports via phone for the City of
Rochester
Monitors suspicious activity through a series of surveillance cameras and other technology,
using police radios and Computer Aided Dispatch (CAD) terminals allowing direct
communications with police officers on the street
BUDGET
Critical Processes:
Provides financial management for the department
Coordinates department's annual budgets
Manages department's professional services agreements
Coordinates and processes purchases and payments
Issues uniforms, equipment, and supplies
PERSONNEL
Critical Processes:
Provides personnel management, job classification, hiring and promotions
Coordinates and audits the department's payroll
Provides medical management for on and off duty illnesses and injuries
Maintains department's personnel and medical records
Police 20
Maintains department's scheduling system
RESEARCH & EVALUATION
Critical Processes:
Develops department polices and procedures
Monitors compliance with state accreditation standards
Conducts on-site evaluations and audits
Prepares department’s annual report
Researches and writes grant applications and submits grant-related operational and financial
reports
Serves as repository for all department and New York State reports
Coordinates policy and procedure development for handling of emergen and acts as liaison to
Monroe County Office of Emergency Preparedness
Acts as liaison to Department of Human Resource Management in administration of
department’s health and safety program

Services $6,046,821 $6,769,800 $6,557,200 $7,239,500
TOTAL $18,504,320 $20,368,400 $17,712,500 $18,504,500

RESEARCH AND EVALUATION $1,294,891 $1,584,700 $1,547,700 $1,815,400
PROFESSIONAL DEVELOPMENT $3,737,409 $4,157,400 $3,595,500 $4,058,100
TECHNICAL SERVICES $11,809,418 $12,479,100 $10,575,800 $10,560,500
BUDGET $482,959 $538,600 $675,600 $776,100
PERSONNEL $1,179,643 $1,608,600 $1,317,900 $1,294,400
TOTAL $18,504,320 $20,368,400 $17,712,500 $18,504,500

Inflation, Chargebacks, Miscellaneous (Change in Motor Equipment expense is $407,500 of the total change) $476,100
Net change in Gun Involved Violence Elimination (GIVE) Initiative $323,900
Funds are added for Officer Early Intervention Program $100,000
One Office Wellness Mental Health Clinician is added $85,300
Increased funding for towing $43,500
Net change in GIVE grant $100
College Junior Intern Program is transferred to the Office of the Chief -$14,800
One Public Safety Aide is transferred to Special Operations -$22,600
One vacant Clerk II is eliminated -$49,200
Net change in overtime -$57,100
Police 21
One Police Investigator is transferred to Patrol -$112,900

Police Cadet Program is transferred to Special Operations -$125,200
Two Police Officers are transferred to Special Operations -$226,800
$792,000

Professional Development Police Lieutenant 94 1.00 1.00
Professional Development Police Sergeant 92 3.00 3.00
Professional Development Police Investigator 191 1.00 0.00
Professional Development Police Officer 90 6.00 6.00
Professional Development Officer Wellness Mental Health Clinician 23 0.00 1.00
Professional Development Clerk II 9 1.00 1.00
Professional Development Clerk III 7 1.00 1.00
Technical Services Police Lieutenant 94 1.00 1.00
Technical Services Police Sergeant 92 5.00 5.00
Technical Services Police Officer 90 11.00 9.00
Technical Services Manager of Police Property 26 1.00 1.00
Technical Services Senior Police Identification Technician 20 0.00 1.00
Technical Services Senior Police Identification Technician 18 1.00 0.00
Technical Services Fleet Maintenance Technician 16 1.00 1.00
Technical Services Police Identification Technician Trick 16 0.00 4.00
Technical Services Senior Property Clerk 16 2.00 2.00
Technical Services Police Paralegal 14 1.00 1.00
Technical Services Police Paralegal/Bilingual 14 1.00 1.00
Technical Services Lead Police Information Clerk 13 3.00 3.00
Technical Services Police Identification Technician Trick 11 4.00 0.00
Technical Services Police Information Clerk 11 14.00 14.00
Technical Services Clerk II 9 6.00 5.00
Technical Services Clerk II with Typing 9 1.00 1.00
Technical Services Lot Attendant 9 5.00 5.00
Technical Services Property Clerk 9 4.00 4.00
Technical Services Clerk III 7 1.00 1.00
Technical Services Clerk III 7 1.00 1.00
Technical Services Clerk III with Typing 7 2.00 2.00
Personnel Personnel Management Supervisor 25 1.00 1.00
Personnel Payroll Associate 16 0.00 1.00
Personnel Personnel Management Assistant 16 1.00 0.00
Personnel Clerk II 9 1.00 1.00
Budget Manager of Police Finance 30 1.00 1.00
Budget Senior Property Clerk 16 1.00 1.00
Budget Principal Finance Clerk 15 1.00 1.00
Research & Evaluation Police Lieutenant 94 1.00 1.00
Research & Evaluation Police Sergeant 92 1.00 1.00
Research & Evaluation Police Officer 90 1.00 1.00
Research & Evaluation Senior Crime Research Specialist 27 1.00 1.00
88.00 85.00
Police 22
Position Name Professional Development Research & Evaluation Technical Services

FTE
Automotive Aide/Part-Time 0.00 0.00 0.50
Clerk III/Typing/Part-Time 0.00 0.00 1.00
Public Safety Aide/On-Call 3.50 0.00 10.00
Public Safety Aide/Part-Time 0.00 0.50 6.50
FTE 3.50 0.50 18.00
Police 23
POLICE: COMMUNITY AFFAIRS
This bureau is being shown for comparison purposes only. The Bureau of Community Affairs was
abolished in the 2022-23 budget and the community policing function is now in Special
Operations. However, the Police Locust Club Arbitration Award included retroactive and one-time
lump sum payments to employees who were assigned to this bureau prior to the transfer of
function. The expense detail below shows these payments. For more information about the
community policing activity, please visit the Community Relations Unit section of the Special
Operations page.

Personnel Expenses $2,855,989 $422,500 $499,900 $0
Materials & Supplies $16,300 $0 $0 $0
Services $8,966 $100 $0 $0
TOTAL $2,881,256 $422,600 $499,900 $0

POLICE COMMUNITY AFFAIRS $573,143 $161,200 $394,100 $0
CA COMMUNITY POLICING $2,308,112 $290,700 $105,600 $0
CA YOUTH SERVICES $0 -$29,300 $200 $0
TOTAL $2,881,256 $422,600 $499,900 $0

Salary & Wage Adjustment -$499,900
-$499,900
Police 24
FIRE
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values by providing professional services
for life preservation, incident stabilization, and property conservation. We protect life and
property through fire suppression, emergency medical services, technical rescue, fire prevention,
disaster preparedness, and public education. The effective delivery of these services is achieved
through a commitment to employees and the community.

ORGANIZATION
External: All who live, work, visit, or do Fire suppression

business in the city of Rochester, Rochester Medical response
City School Mutual Aid Program participants, Emergency preparedness
Monroe County, RG&E, Kodak, Inc. and Education and fire prevention activities
Eastman Business Park Training and appropriate staffing
Internal: City of Rochester departments Equipment and supplies maintenance
The 2023-24 budget includes increased funding to reflect a larger recruit class to begin January
2024. The recruit class will provide an opportunity for continued efforts to increase diversity
among uniform personnel. Portions of the 2019, 2020, 2021, and 2022 State Homeland Security
Program (SHSP) grants continue in 2023-24. Training will be provided in the following areas during
Fire 1
2023-24: Citizen Emergency Response Team (CERT), Elevator Rescue training, Rescue Task Force
(RTF), and Structural Collapse programs. Equipment will be purchased that will maintain and/or
enhance special operations teams, including Urban Search and Rescue (USAR) and Hazardous
Materials Teams.

The Fire Department will continue to integrate into the County’s trunked radio system and make
additional improvements in the department’s use of the new Computer Aided Dispatch (CAD)
system. The Fire Department will continue to engage with Monroe County in developing a radio
overlay (additional radio frequencies) to provide for firefighter safety during emergency
operations in environments immediately dangerous to life and health. This maintains safety for
fire department members and compliance with the County Mutual Aid Plan. The overlay will be
supported by improvements to station alerting systems, communications systems, wiring, and the
deployment of upgraded trunked capability mobiles and portables.
OFFICE OF THE FIRE CHIEF
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budget.
OPERATIONS
Click here to view the Operations budget.
ADMINISTRATION
Click here to view the Administration budget.
Fire 2
Mayors
Description KPIs Priorities
alignment Primary alignment Completion
Supported
Secondary Primary Date
PHS-5 Improve
understanding of
Review results of the analysis of Enhance the City’s community health
conditions, needs,
EMS service delivery and determine transparency,
B. Field Operations service provision and Public Safety First Quarter
if any recommendations will be efficiency, and
implemented accountability. access in the city, and
use to improve access
and overall
community health.
PHS-1f Continue to
grow partnerships
G. Training and with local schools,
Work with DHRM to conduct community
Emergency Second
candidate vetting process and hire organizations, faith Public Safety
Preparedness, H. Quarter
recruit class Supply Depot leaders, and other
partners to recruit a
diverse, high-quality
workforce to the RFD.
PHS-1f Continue to
grow partnerships
Work with DHRM to develop and with local schools,
community
implement a department-wide
A. Chief's Office organizations, faith Public Safety Third Quarter
diversity, equity and inclusion training
program leaders, and other
PHS-1f Continue to
grow partnerships
with local schools,
Initiate officer development training A. Chief's Office, F. community
with an emphasis on diversity, equity Community Risk organizations, faith Public Safety Third Quarter
and inclusion Reduction leaders, and other
PHS-1 Continue
Increase community engagement building connections
and engagement with at-risk F. Community Risk and partnerships with Public Safety Ongoing
populations through community risk Reduction the community to
reduction (CRR) activities enhance public safety
efforts and impacts.
PHS-4b Maintain
Continue to evaluate the deployment
RFD’s Class 1
model to ensure that response times
Insurance Services
align with Center for Public Safety Office Rating from the
Excellence (CPSE) Accreditation
B. Field Operations, Insurance Service
Standards of Cover and National Fire Public Safety Ongoing
C. Health & Safety Office and use to
Protection Agency (NFPA) standards
support economic
and to ensure that RFD is providing development and
exceptional emergency fire and EMS
business attraction
and rescue service to the community
efforts.
Continue to coordinate the Enhance the City’s
G. Training &
Emergency Medical Services transparency, Public Safety Ongoing
Emergency
program, including training and efficiency, and
testing for certifications Preparedness accountability.
D. Medical Case Enhance the City’s
Continue to find efficiencies Management, E. transparency, Public Safety Ongoing
Fleet, H. Supply efficiency, and
Depot accountability.
Key Performance FY2022 FY2023 FY2024

Activity or Function FY2023 Budget
Indicator Actual Estimated Proposed
Percent of members
participating in
A. Chief’s Office department-wide N/A 93 90 93
diversity, equity, and
inclusion training program
(%)
Percent of new officers
completing new officer
A. Chief’s Office development training with N/A 12 100 100
an emphasis on diversity,
equity, and inclusion (%)
B. Field Operations Structure fire 574 595 600 600
B. Field Operations Outside fire 572 663 625 650
B. Field Operations Overpressure, rupture 464 451 525 500
B. Field Operations Rescue & EMS 21,827 20,810 19,100 19,600
B. Field Operations Hazardous condition 2,545 2,392 2,700 2,600
Fire 3
B. Field Operations Service call 3,131 2,808 2,800 2,875
B. Field Operations Good intent call 4,618 4,134 3,600 3,850
B. Field Operations False alarm & false call 4,579 4,210 4,225 4,275
B. Field Operations Severe weather 27 20 20 20
B. Field Operations Other 539 877 1,500 1,250
B. Field Operations Total incidents 38,876 36,959 35,695 36,200
B. Field Operations Vacant structure fires 45 54 40 40
Unit responses by fire
B. Field Operations
station and unit:
272 Allen Street (Engine
B. Field Operations 4,578 4,630 4,250 4,408
13, Truck 10)
185 N. Chestnut St
(Engine 17, Rescue 11)
1207 N. Clinton Ave
(Engine 2)
1477 Dewey Ave (Engine
10, Truck 2)
1051 Emerson St (Engine
3)
B. Field Operations 57 Gardiner Ave (Truck 5) 2,281 2,069 1,900 1,874
873 Genesee St (Engine
7)
740 N Goodman St
(Engine 9)
704 Hudson Ave (Engine
16, Truck 6)
4090 Lake Ave (Engine
19)
B. Field Operations 450 Lyell Ave (Engine 5) 3,766 3,788 3,550 3,650
315 Monroe Ave (Engine
1)
1261 South Ave (Truck 3,
B. Field Operations Engine 33 formerly 1,896 2,011 2,300 1,723
Engine 8)
977 University Ave (Truck
4)
160 Wisconsin St (Engine
12)
B. Field Operations Battalion 1 1,458 1,333 1,250 1,299
B. Field Operations Battalion 2 1,904 1,720 1,750 1,770
B. Field Operations Total responses 49,354 46,934 45,550 47,225
Travel time compliance
(%) first due on scene
meeting the 4:00 minute
B. Field Operations benchmark compliance N/A 87.5 90 90
90% of the time (based
on 2019 Standard of
Cover):
B. Field Operations Planning Zone 1 (%) N/A 82 90 90
B. Field Operations Planning Zone 2 (%) N/A 85.9 90 90
B. Field Operations Planning Zone 16 (%) N/A 70 90 90
Percent of vacant houses
B. Field Operations that we are assigned to N/A 31 90 90
inspect that we have
inspected within 30 days
Percent of City of
Rochester hydrant
B. Field Operations inspections that we are N/A 100 100 100
assigned to inspect that
are completed annually
Fire 4
Percent of reported
C. Health and Safety firefighter injuries that are N/A 95 98 95
deemed preventable
Percent of RFD sworn
C. Health and Safety personnel that are FIT N/A 93 88 93
tested annually
Percent of annual
D. Medical Case Management expense saved over total N/A 31 19 39
annual billing
Percent compliance with
E. Fleet annual preventative N/A 75 95 80
maintenance schedule
Percent of annual
inspection completed and
E. Fleet returned to service in N/A 75 95 80
compliance (pump, aerial
ladder)
Percent of Fire Safety
F. Community Risk Reduction - Code requests for non-life
safety services or N/A 100 100 100
Enforcement - Community Engagement
information addressed
within 5 business days
Percent of elementary
F. Community Risk Reduction - Code schools (K-6th grade)
receiving a Community N/A 30 75 75
Risk Reduction
presentation
F. Community Risk Reduction - Code Percent of City R-Centers

receiving CRR N/A 46 90 90
presentations
Percent of smoke alarms
F. Community Risk Reduction - Code for the deaf and hard of N/A 100 100 100
Enforcement - Community Engagement hearing installed within 3
business days of request
Percent of fire protection
F. Community Risk Reduction - Code system permit
applications receiving N/A 90 100 100
initial review within 60
days
Percent of Public
F. Community Risk Reduction - Code Assembly permit N/A 100 90 90
Enforcement - Community Engagement inspections completed
annually
F. Community Risk Reduction - Code Percent of license

inspections reviewed N/A 100 100 100
within 30 days of request
Percent of Code
F. Community Risk Reduction - Code Enforcement Officials
(CEOs) completing 24 N/A 100 100 100
hours annual in-service
training
F. Community Risk Reduction - Fire Annual incident close rate

for intentionally set fires N/A 24 35 32
Investigation - Community Engagement
(%)
Percent of juvenile fire
setter incidents that
F. Community Risk Reduction - Fire received follow up to N/A 67 100 64
Investigation - Community Engagement intervention within 30-60
days after initial
intervention
G. Training and Emergency Percent of recruits

successfully completing N/A 92 92 92
Preparedness -Training
the firefighter recruit class
Percent of active line
G. Training and Emergency member compliance for
the NYS mandated 101 N/A 65 95 85
training hours per year
requirement
Percent of uniformed
G. Training and Emergency members who are
Cardiopulmonary N/A 96 96 96
Resuscitation (CPR)
certified
Percent of uniformed
G. Training and Emergency members who are
Emergency Medical N/A 95 96 96
Technician (EMT)
certified
Percent of primary EMS
supplies (gloves, surgical
H. Supply Depot masks, AED pads) N/A 100 100 100
delivered within three
business days of initial
request
Percent of request for
H. Supply Depot replacement of second N/A 100 100 100
set of turnout gear filled
within 72 hours of request
Fire 5

Services $3,411,329 $3,425,100 $3,698,100 $3,761,700
TOTAL $57,091,075 $58,626,500 $58,834,400 $61,335,000

FIRE CHIEFS OFFICE $2,431,890 $1,184,600 $1,332,200 $1,221,200
FIRE OPERATIONS $50,318,719 $49,639,200 $50,370,500 $52,354,100
ADMINISTRATION $4,340,467 $7,802,700 $7,131,700 $7,759,700
TOTAL $57,091,075 $58,626,500 $58,834,400 $61,335,000
Fire 6
FIRE: OFFICE OF THE FIRE CHIEF
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MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values, the Office of the Fire Chief provides
overall departmental leadership, management, and planning.
ORGANIZATION
CRITICAL PROCESSES
Manages personnel and establishes personnel standards, policies and work schedules
Controls general fiscal matters
Conducts labor relations activities
Conducts strategic planning, policy development, public relations

Personnel Expenses $2,065,491 $999,000 $1,081,600 $1,025,900
Services $347,195 $167,300 $232,300 $176,500
TOTAL $2,431,890 $1,184,600 $1,332,200 $1,221,200

OFFICE OF THE CHIEF $1,351,842 $1,184,600 $1,332,200 $1,221,200
PLANNING $717,528 $0 $0 $0
SICK AND INJURED $362,520 $0 $0 $0
TOTAL $2,431,890 $1,184,600 $1,332,200 $1,221,200
Fire 7

Inflation, Chargebacks, Miscellaneous $900
One time transfer of funding from Operations Bureau for temporary clerical support does not recur -$48,300
State Homeland Security Program grants -$111,400
-$111,000
To support activities related to diversity, equity, and inclusion (DEI), the Department of Human
Resource Management assisted the Fire Department in procuring a consultant to conduct a DEI
organizational assessment. The selected consultant will identify intra-departmental climate issues
to serve as a baseline in developing department-wide training. This will be funded out of the
Undistributed budget.

Fire Chief 88 1.00 1.00
Executive Deputy Fire Chief - Administration 87 1.00 1.00
Executive Deputy Fire Chief - Operations 87 1.00 1.00
Fire Captain 84 1.00 1.00
Fire Lieutenant 82 1.00 1.00
Secretary to the Chief 18 1.00 1.00
6.00 6.00
Fire 8
FIRE: OPERATIONS
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values, the Operations Bureau fights fires,
provides emergency medical services, conducts technical rescue, and responds to other
emergency and non-emergency incidents. The Bureau performs Health & Safety compliance
activities; performs case management of sick and injured firefighters; and maintains fire
apparatus and equipment. Operations also serves as the department liaison for annual
compliance reporting to the Commission Fire Accreditation International (CFAI).
ORGANIZATION
CRITICAL PROCESSES
Field Operations
Responds to fire incidents and performs rescues
Controls hazardous materials that threaten public safety with a specialized Hazardous
Materials Response Team
Conducts code enforcement inspections
Attends community events as requested
Conducts technical rescue

Protectives
Protectives, Inc. of Rochester, N.Y. is comprised of volunteers who respond to fire alarms to
safeguard and salvage property using a City fire vehicle and other equipment

Health & Safety

Ensures compliance with all Public Employees Safety and Health (PESH) and Occupational and
Safety Health Administration (OSHA) standards and other regulations
Fire 9
Inspects facilities, apparatus, and equipment for compliance with federal, state, and local safety
regulations
Provides oversight at the scene of emergency incidents
Recommends changes in procedures to reduce the risk of injury to firefighting personnel
Monitors workplace health and safety requirements per National Fire Protection Association
(NFPA) standards, including the following components: employee health and safety training,
incident scene monitoring, maintenance and provision of protective equipment, investigation of
improper practices, and continuous improvement program for enhanced safety procedures and
practices

Medical Case Management

Oversees case management of duty related injuries/illnesses and workers compensation claims
for on-duty injury coverage

Fleet
Repairs and maintains fire apparatus, support vehicles, and other motorized equipment
Develops specifications for new apparatus and prepares for use
Prepares surplus firefighting equipment for sale

Services $2,908,107 $1,977,200 $2,185,100 $2,252,200
TOTAL $50,318,719 $49,639,200 $50,370,500 $52,354,100

FIELD OPERATIONS $46,919,381 $47,327,100 $47,775,800 $49,682,400
PROTECTIVES $58,000 $59,000 $59,000 $60,000
FIRE DEPARTMENT TRAINING $2,284,830 $0 $0 $0
EMERGENCY MEDICAL SERVICES $296,511 $0 $0 $0
HEALTH & SAFETY $758,717 $841,100 $780,100 $800,100
MEDICAL CASE MANAGEMENT $0 $528,600 $692,300 $720,900
FLEET $1,281 $883,400 $1,063,300 $1,090,700
TOTAL $50,318,719 $49,639,200 $50,370,500 $52,354,100

Salary & Wage Adjustment $1,619,800
Overtime increases for Fire Line Supervisor Training Program $173,300
Increase in Firefighter January class from 24 to 28 recruits $101,100
One time transfer of funding to Chief's Office for temporary clerical support does not recur $48,300
Overtime increases for Monroe County radio upgrade training $10,000
$1,983,600
Fire 10
In 2023-24, the January Firefighter recruit class increases to better meet the Fire Department's
minimum staffing levels. Additional funding for overtime in Field Operations is needed to support
training related to New York State's annual supervisor certification requirements and the
transition to the Monroe County radio communications system.

Field Operations Deputy Fire Chief 86 4.00 4.00
Field Operations Battalion Chief 85 9.00 9.00
Field Operations Fire Captain 84 29.00 29.00
Field Operations Fire Lieutenant 82 66.00 66.00
Field Operations Firefighter 80 322.00 322.00
Fleet Fire Equipment Maint. Supervisor 78 1.00 1.00
Fleet Fire Apparatus Body Repairer 73 1.00 1.00
Fleet Senior Fire Equipment Mechanic 73 5.00 5.00
Fleet Supt. Fire Equipment Maintenance 28 1.00 1.00
Fleet Clerk III with Typing 7 1.00 1.00
Medical Case Management Fire Lieutenant 82 2.00 2.00
Medical Case Management Firefighter 80 4.00 4.00
Medical Case Management Case Manager 22 1.00 1.00
Health & Safety Battalion Chief 85 1.00 1.00
Health & Safety Fire Captain 84 4.00 4.00
Health & Safety Clerk II with Typing 9 1.00 1.00
452.00 452.00
Fire 11
FIRE: ADMINISTRATION
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values, the Bureau of Administration
conducts community risk reduction educational programs, investigates all structure and other
fires, and conducts code enforcement. The Bureau also trains new Firefighter recruits and
coordinates the delivery of mandated Emergency Medical Services and specialty training. The
Bureau provides administrative oversight for all financial, payroll, and technical support functions
of the department.
ORGANIZATION
CRITICAL PROCESSES
Community Risk Reduction – Community Engagement

Conducts community risk reduction analyses to identify and develop programs and activities to
address the key risk factors impacting the Rochester community
Provides processes that facilitate the community's access to RFD's Fire Safety programs
Provides continuous program review and quality assurance and identify areas for program
change

Community Risk Reduction – Fire Investigation

Investigates all structure fires or other incidents including vehicle, trash, and false calls
Surveys fire scenes to determine ignition sequence and fire development
Conducts interviews with witnesses and victims
Arson Task Force interrogates suspects and pursues criminal charges
Provides intervention and follow-up to juvenile fire-setters and their caregivers
Performs educational interventions with juveniles and primary caregivers

Fire 12
Community Risk Reduction – Code Enforcement
Inspects residential, commercial, industrial, and institutional properties
Cites violations of the Fire Prevention Code liable to cause fire and endanger life and property
In conjunction with Neighborhood and Business Development, reviews new construction plans
to ensure code compliance
Inspects properties receiving Certificates of Occupancy and entertainment licenses
Issues permits for maintaining, storing, handling, and transporting hazardous materials;
inspects vehicles, buildings, and storage places
Maintains information file on structures that records inspections, permit issuance, fire
prevention measures
Oversees Fire Code records management

Training & Emergency Preparedness - Training

Provides initial training of recruits and ongoing training of firefighters and officers
Conducts two days of in-service training annually for all fire companies
Conducts annual service tests of firefighting apparatus
Conducts Career Pathways to Public Safety program in conjunction with Rochester City School
District and the Firefighter Trainee program
Special Operations oversees eleven specialty teams: Confined Space Rescue, Foam, Gators,
Hazardous Materials Response, High Rise Support, Ice Rescue, Rope Rescue, Structural Collapse
Rescue, Trench Rescue, Vehicle Extrication, and Water Rescue
Develops and maintains grant funding from the State Homeland Security Program
Coordinates comprehensive safety education and disaster/emergency preparedness programs
for the public
Trains City employees regarding their Disaster/Emergency Service Worker roles and
responsibilities (NIMS)
Administers inter-agency coordination and collaborative activities that assist in the City’s
emergency management efforts through the facilitation of the development of the
Comprehensive Emergency Management Plan (CEMP) and Continuity of Operations Plan (COOP)
Prepares Incident Action Plans for planned special events
Trains Emergency Medical Technicians
Administers and coordinates grants

Training & Emergency Preparedness - Emergency Medical Services

Coordinates delivery of Emergency Medical Services program, including training, certification,
and testing for:
Emergency Medical Technician (EMT)
Cardiopulmonary Resuscitation (CPR)
Continuing Medical Education (CME)
Purchases and maintains EMS equipment and supplies

Finance
Coordinates department’s annual budget request
Oversees department’s contract administration, including Emergency Medical Service (EMS) and
Medical Director services
Oversees administration of the Protectives contract
Coordinates department’s facilities maintenance and acts as liaison with Department of
Environmental Services for building renovations

Supply Depot
Orders, maintains, stocks, and distributes equipment and materials to fire stations
Performs general maintenance, testing, and routine repairs on fire tools and appliances
Responds to major fires to deliver additional air bottles and make repairs

Fire 13
Project Management & Technical Support
Analyzes operations and reporting systems
Evaluates programs and develops recommendations for modifying procedures
Assists in implementing new operating procedures, methods, and techniques
Oversees information systems
Acts as liaison with City’s Information Technology Department, Emergency Communications
Department, Monroe County Public Safety Communications, Rochester Police Department, and
Neighborhood & Business Development
Maintains Rochester’s radio fire alarm system

Services $156,027 $1,280,600 $1,280,700 $1,333,000
TOTAL $4,340,467 $7,802,700 $7,131,700 $7,759,700

COMMUNITY RISK REDUCTION $0 $3,106,600 $3,183,000 $3,215,500
APPARATUS $1,007,418 $3,010,300 $2,413,300 $2,817,300
HOSE AND SUPPLY DEPOT $429,767 $600,700 $530,900 $542,500
FINANCE $1,383,472 $327,200 $196,600 $270,700
CODE ENFORCEMENT $1,519,810 $0 $0 $0
PROJ MGMT & TECH SUPPORT $0 $757,900 $807,900 $913,700
TOTAL $4,340,467 $7,802,700 $7,131,700 $7,759,700

Increase in Firefighter Trainees from three to 10 recruits $178,300
One full time Deputy Fire Chief position added $143,600
Funding added for Public Safety Intern positions $70,300
One full time Payroll Management Supervisor position added $67,800
One full time Fire Communications Technician position added $52,800
Fire Station Alerting professional agreement extended $43,300
Funding added for alternate facility and equipment resources during Fire recruit training $5,000
Increase in Project Management & Technical Support communications line $2,200
$628,000
In Training & Emergency Preparedness, Firefighter trainee wages are increased to support a larger
cohort. Additional funding is added for facility and equipment resources needed for the increased
Firefighter recruit class. RASE funding is included for a new public safety intern program. One full
Fire 14
time Deputy Fire Chief is added to support operational delivery of Emergency Medical Services
and other activities in the Training division. One full time payroll supervisor position is added in
Finance. In Project Management & Technical Support (PMTS), one full time Fire Communications
Technician is added to support the existing radio technician.

Community Risk Reduction Deputy Fire Chief 86 1.00 1.00
Community Risk Reduction Fire Captain 84 1.00 2.00
Community Risk Reduction Fire Lieutenant 82 3.00 2.00
Community Risk Reduction Firefighter 80 18.00 18.00
Community Engagement
Community Risk Reduction 20 1.00 1.00
Specialist
Community Risk Reduction Senior Account Clerk 10 1.00 1.00
Community Risk Reduction Clerk II with Typing 9 1.00 1.00
Training & Emergency Preparedness Deputy Fire Chief 86 1.00 2.00
Training & Emergency Preparedness Battalion Chief 85 1.00 1.00
Training & Emergency Preparedness Fire Captain 84 3.00 3.00
Training & Emergency Preparedness Fire Lieutenant 82 2.00 2.00
Training & Emergency Preparedness Firefighter 80 1.00 1.00
Training & Emergency Preparedness EMS Quality Assurance Specialist 20 1.00 1.00
Training & Emergency Preparedness Clerk III with Typing 7 1.00 1.00
Finance Principal Staff Assistant 29 1.00 1.00
Finance Payroll Management Supervisor 24 0.00 1.00
Finance Administrative Analyst 20 1.00 1.00
Finance Senior Account Clerk 10 1.00 1.00
Supply Depot Fire Lieutenant 82 2.00 2.00
Supply Depot Firefighter 80 1.00 1.00
Project Management and Technical Support Fire Captain 84 1.00 1.00
Project Management and Technical Support Firefighter 80 1.00 1.00
Project Management and Technical Support Fire Communications Technician 75 1.00 2.00
Project Management and Technical Support Data Analyst 26 1.00 1.00
Project Management and Technical Support Executive Assistant 20 1.00 1.00
Project Management and Technical Support Clerk II 9 1.00 1.00
48.00 51.00
Position Name Training

FTE
Firefighter Trainee 3.00
Public Safety Intern/Fire 2.10
FTE 5.10
Fire 15
PUBLIC LIBRARY
MISSION STATEMENT
To support the City of Rochester’s Mission, Vision, and Values by enriching the quality of life in
Rochester and Monroe County by providing educational, recreational, aesthetic, and
informational materials, services, and programs to help people follow their own lines of inquiry
and enlightenment.
The mission of the Rochester Public Library (the Library) is to engage the community in life-long
learning for all through equal access to information, technology, gathering spaces, and expert
staff. Its vision is that community members live rich and fulfilling lives through their
relationships with the Library. The values that the Library supports are: Community; Learning
and Knowledge; Imagination and Innovation; Diversity and Inclusiveness; and Engagement and
Collaboration.
In all its endeavors, the Library maintains and promotes the principles of intellectual freedom
and equality of access.
ORGANIZATION
The Library consists of the Central Library, which includes Monroe County Library System support
services, and Community Library, which includes the branch libraries. In accordance with New
York State Education Law, the Library is governed by an eleven-member Board of Trustees. The
Mayor appoints trustees, with the approval of City Council, for five-year terms.
Library 1
The Library continues to expand and diversify services and resources. The Library collaborates
with organizations across the community and has over 30 partners programs at Central and
Branch locations. In 2023, the partnership with Creating Assets, Savings, and Hope (CASH) resulted
in 3,600 successful tax returns for participants. In 2023-24 the Library will expand outreach
services through a partnership with Rochester Institute of Technology's College of Art and Design
(RIT) to design and retrofit a van for mobile services based out of the Lyell Branch. These
expanded services include additional storytimes at daycare centers, delivery of free library
children's materials to community locations, new programs for adult day supervision sites,
increased resources to support the school program at the Monroe County Jail, and attendance at
community events to increase exposure and awareness of library services. The two positions
initially created through Racial and Structural Equity (RASE) funding are now permanently funded
in the 2023-24 Library budget.

A significant number of capital projects are either underway or in the planning process. Lincoln
Branch renovations conclude in June 2023 and patrons will be able to enjoy the updated and
improved facilities throughout 2023-24. Design and expansion planning efforts begin for the
Maplewood Branch in response to the high usage of the branch. As part of the Rundel Memorial
Library Masonry and Window Restoration project, restorations will begin thus ensuring the
continued preservation and upkeep of this historic landmark.

CENTRAL LIBRARY $7,462,527 $7,940,300 $8,242,000 $8,265,000
COMMUNITY LIBRARY $4,476,974 $4,777,900 $4,947,500 $5,186,300
TOTAL $11,939,501 $12,718,200 $13,189,500 $13,451,300
Library 2
ROCHESTER PUBLIC CENTRAL LIBRARY COMMUNITY
LIBRARY LIBRARY
Customers: Critical Processes: Critical Processes:

External: All users of library Provide personnel, financial Acquire materials and
products, services, facilities; management, consulting, schedule and deploy
special populations; public relations, personnel to branch
institutions, agencies, promotions, graphics, and libraries
organizations; funding duplicating services Maintain and repair branch
bodies; businesses; other Provide support and libraries
libraries outreach services to Provide convenient access
Internal: Neighborhood and members of the Monroe to library services through:
Business Development County Library System Loans of printed
including Neighborhood Provide internet service to materials, audio
Service Centers, libraries county-wide recordings, compact
Department of Recreation
discs, dvds, and
and Human Services, and electronic materials
Financial Empowerment Collections of popular
Centers interest for area

residents
Critical Processes: Reference services with
Our valued and culturally access to the resources
diverse staff provides of the Monroe County
convenient and reliable Library System
services and dynamic Programs such as story
collections that anticipate hours, lectures, artistic
the needs of our performances, English
community language learning, and
Our attractive and inviting school tutoring
facilities enable us to meet Referral services to
the specific library service community agencies
needs of neighborhoods Facilities for meetings
We play a leadership role in and programs
facilitating independent sponsored by non-
learning in order to help library groups
people lead more Access to the internet
productive and fulfilling and personal computing
lives needs
We help bridge the digital
divide by loaning MiFi

hotspots for internet access
at home
Library 3

Description KPIs alignment Completion
alignment Primary Supported Primary
Secondary Date
BCC-1 Build the
Central Library expands and
Outreach & capacity of AC-1 Support, grow, Promoting Equity,
deepens partner program services First Quarter
Community Benefit community and sustain the Inclusion & Social
to support vulnerable populations organizations and
and to reach new audiences. Services creative economy. Justice
associations.
SCC-1 Improve
New partnerships in areas of child conditions for
and family services, particularly students to ensure a BCC-5 Increase
Education & healthy and nurturing
health services, with "train the youth engagement Youth Development First Quarter
trainer" initiatives for early literacy Engagement environment for
and empowerment.
and engagement. learning that is
targeted at key
success indicators.
With the incorporation of County HIS-1 Promote and
Historical Services, explore joint preserve
City/County regional history Outreach & Rochester’s rich TOU-2 Enhance the Building Towards a Second
services and promote historical Community Benefit history through
visitor experience. Prosperous Future Quarter
assets including Rochester Voices, Services preservation of its
Rochester History journal and historic and cultural
Rochester Images. resources.
ECN-5 Improve
opportunities for
historically
disadvantaged
Exploration of multilingual services businesses through WRK-3 Focus
including just-in-time translator Education & business workforce Economic Second
subscription service and bilingual Engagement development development efforts Empowerment Quarter
artists and entrepreneurs in programming and by on vulnerable
residence. providing access to populations.
contracting
opportunities with
the City of
Rochester.
HIS-1 Promote and
PMP-6 Improve preserve
Begin construction of the Rundel public parks, open Rochester’s rich
Library Use & Building Towards a
Memorial Library exterior masonry spaces, public history through Third Quarter
Efficiency facilities, and Prosperous Future
and window restoration project. preservation of its
waterfront access. historic and cultural
resources.
HIS-1 Promote and
Central Local History Division BCC-1 Build the preserve
continues development of Black capacity of Rochester’s rich Promoting Equity,
Education &
History & Culture Archive, with the community history through Inclusion & Social Third Quarter
support of a community advisory Engagement organizations and preservation of its Justice
board. associations. historic and cultural
resources.
CC-4 Develop broad
Mobile library van services are built outreach campaigns BCC-1 Build the
out with the Lyell branch library as and community
Outreach & capacity of
homebase service and collection programs that Strengthening Fourth
location; van configuration and Community Benefit community
educate people and organizations and Neighborhoods Quarter
location schedule developed with Services
support them living associations.
community partners. more sustainable
lives.
PMP-4 Protect the
existing character of
PMP-6 Improve neighborhoods while
Begin construction for the public parks, open allowing room for
Education & Strengthening Fourth
expansion and renovation of the spaces, public evolution into more
Engagement facilities, and Neighborhoods Quarter
Maplewood Community Library. vibrantly urban,
waterfront access. inclusive, and
resilient design and
character.
Library 4
Description KPIs alignment Completion
alignment Primary Supported Primary
Secondary Date
PMP-2 Foster
growth in the City’s
Library administrative leadership population and
business community
conducts staffing analysis for public BCC-3 Improve City
in order to restore
service scheduling improvements, Education & Hall systems to Fourth
resulting in multi-year plan for the critical mass Youth Development
Engagement make them more Quarter
staffing equity and realignment to inclusive and needed to support
local businesses,
strengthen career pathways for accessible.
deconcentrate
staff.
poverty, grow the tax
base, and address
housing affordability.

Library Use and Efficiency Library visits 644,528 747,753 1,015,000 1,015,000
Library Use and Efficiency Total circulation 826,934 862,491 1,120,000 1,120,000
Citywide Library card
Library Use and Efficiency 102,757 123,818 109,000 120,000
holders
Library Use and Efficiency Website visits 201,303 249,314 220,000 252,000
Programs offered to the
Education and Engagement 9,851 13,348 4,500 13,500
community
Public computer sessions
(hours)
Education and Engagement Wi-Fi use in facilities 84,366 95,543 105,000 105,000
Reference questions
answered
Program participation
(total attendance)
Outreach and Community Benefit Outreach visits for
409 465 540 540
Services vulnerable populations
Outreach and Community Benefit
Notary Public services 3,206 3,760 1,400 3,800
Services
Outreach and Community Benefit Use of study, meeting and
905 1,050 215 1,100
Services conference rooms
Outreach and Community Benefit Community partner

agencies working within 28 38 32 32
Services
Libraries
Outreach and Community Benefit Exhibits offered to the
15 20 7 12
Services community
Library 5
APPROPRIATION BY MAJOR OBJECT - CENTRAL LIBRARY

Services $963,308 $1,166,900 $1,252,600 $1,165,400
Other $483,306 $518,900 $521,300 $579,800
TOTAL $7,462,527 $7,940,300 $8,242,000 $8,265,000
APPROPRIATION BY ACTIVITY - CENTRAL LIBRARY

LIBRARY ADMINISTRATION $2,270,032 $2,415,950 $2,530,800 $2,667,799
PUBLIC SERVICES $3,556,739 $3,859,050 $3,951,200 $3,889,200
TECHNICAL AND SUPPORT SERVICES $1,635,756 $1,665,300 $1,760,000 $1,708,001
TOTAL $7,462,527 $7,940,300 $8,242,000 $8,265,000
YEAR TO YEAR COMPARISON - CENTRAL LIBRARY

An Associate Director position is added to manage the Central Library Administration division $93,100
A full time Senior Accountant position is added to support the Finance Office in Administration $55,200
Funding is added for the Technology Services Specialist/Bilingual position initially funded by RASE $45,600
Funding is added for consulting services to evaluate County Historian services $38,000
An Executive Assistant On-Call position is added to provide support to the new Associate Director $29,900
A part time Librarian I position converts to a full time Librarian I position $29,100
A part time Librarian I position is eliminated to permanently fund the Business Support Specialist position initially funded by RASE $24,100
Two part time Clerk III positions are converted to one full time Clerk III position. $3,800
RASE funding for catalog corrections does not recur -$11,000
A vacant part time Security Guard position is eliminated -$16,600
A vacant full time Librarian II position is eliminated -$72,000
Funding for RASE positions does not recur -$79,500
A vacant full time Public Services Manager position is eliminated -$89,000
A full time Library Area Coordinator position is eliminated -$96,900
$23,000
The 2023-24 budget includes the elimination of library fines, which will allow for more equitable
access to learning through libraries. The Library will examine the feasibility of a City and County
shared historian service. Additionally, the Library will prioritize upcoming capital projects by
adding a temporary Manager of Library Projects position. Library personnel changes reflect the
evolution of services libraries provide to the community.
Library 6
CENTRAL LIBRARY PERSONNEL SUMMARY: FULL TIME

Administration Library Director 36 1.00 1.00
Administration Manager of Library Finance 31 1.00 0.00
Administration Manager of Library Administration 29 0.00 1.00
Administration Principal Staff Assistant 29 0.00 1.00
Administration Manager of Library Administration 28 1.00 0.00
Administration Associate Accountant 24 1.00 0.00
Administration Manager of Library Buildings 24 0.00 1.00
Administration Supervisor Library Buildings 23 1.00 0.00
Administration Senior Graphic Designer 21 1.00 1.00
Administration Secretary to Library Director 20 0.00 1.00
Administration Senior Accountant 20 0.00 1.00
Assistant to the Manager of Library
Administration
Administration Secretary to Library Director 18 1.00 0.00
Administration Supervising Security Guard 16 1.00 1.00
Administration Principal Account Clerk 15 0.00 1.00
Administration Graphic Assistant 14 1.00 1.00
Administration Building Maintenance Foreman 13 1.00 1.00
Administration Senior Maintenance Mechanic 13 1.00 1.00
Administration Senior Account Clerk 10 1.00 0.00
Administration Clerk II 9 1.00 1.00
Administration Clerk III 7 0.00 0.50
Administration Maintenance Worker - Library 7 1.00 1.00
Administration Library Custodian 3 0.00 2.00
Administration Cleaner 1 2.00 0.00
Administration Security Guard 52 5.00 5.00
Public Services Associate Library Director 31 0.00 1.00
Public Services Children's Services Consultant 24 1.00 1.00
Public Services Historical Services Consultant 24 1.00 1.00
Public Services Public Services Manager 24 1.00 0.00
Public Services Senior Historical Researcher 21 1.00 1.00
Public Services Circulation Supervisor 20 1.00 1.00
Public Services Family Services Coordinator 20 1.00 1.00
Public Services Librarian II 20 6.00 5.00
Public Services Library Outreach Coordinator 20 1.00 1.00
Public Services Library Teen Services Coordinator 20 1.00 1.00
Public Services Supervisor Audio Visual Services 20 1.00 1.00
Public Services Youth Services Coordinator 20 1.00 1.00
Public Services Librarian I 18 10.00 10.00
Public Services Assistant Circulation Supervisor 16 0.00 1.00
Public Services Business Support Specialist 14 1.00 1.00
Public Services Digital Media Associate 14 1.00 1.00
Public Services Library Assistant 14 1.00 2.00
Public Services Technical Services Specialist/Bilingual 14 0.00 1.00
Public Services Assistant to Circulation Supervisor 11 1.00 0.00
Public Services Clerk III 7 0.00 0.50
Public Services Library Circulation Specialist 7 1.00 1.00
Public Services Youth Services Assistant 7 1.00 1.00
Public Services Materials Processor 4 1.00 1.00
Public Services Senior Library Page 2 1.00 1.00
Technical & Support Services Associate Library Director 31 1.00 1.00
Technical & Support Services Computer Operations Supervisor 28 1.00 1.00
Technical & Support Services Library Area Coordinator 26 1.00 0.00
Library Webmaster & Application
Technical & Support Services 23 1.00 1.00
Specialist
Technical & Support Services Computer Communications Technician 21 3.00 3.00
Library 7
Technical & Support Services Library Automation Specialist 21 2.00 2.00
Technical & Support Services Librarian II 20 1.00 1.00
Technical & Support Services Marketing Librarian 20 0.00 1.00
Technical & Support Services Supervising Library Materials Handler 20 1.00 1.00
Technical & Support Services Librarian I 18 2.00 1.00
Technical & Support Services Administrative Assistant 16 1.00 1.00
Technical & Support Services Library Assistant 14 1.00 1.00
Technical & Support Services Library Catalog Clerk II 9 2.00 2.00
Technical & Support Services Truck Driver 8 3.00 3.00
Technical & Support Services Senior Library Page 2 1.00 1.00
77.00 78.00
CENTRAL LIBRARY PERSONNEL SUMMARY: OTHER THAN FULL TIME
Position Name Administration Public Services Technical & Support Services

FTE
Building Maintenance Helper/Part-Time 0.51 0.00 0.00
Cleaner/Part-Time 1.03 0.00 0.00
Clerk III/Typing/Part-Time 0.00 6.67 2.05
Clerk Typist/Part-Time 0.00 7.18 0.00
Clerk/Typing/Part-Time 0.00 0.00 0.51
Duplicating Operator/Part-Time 0.51 0.00 0.00
Exec Assistant/On-Call 0.00 0.51 0.00
Librarian I/Part-Time 0.00 2.56 1.03
Library Assistant/Part-Time 0.00 3.59 0.00
Literacy Aide/Part-Time 0.00 1.03 0.00
Mail Room Clerk/Part-Time 0.00 0.00 0.52
Maintenance Worker/Part-Time 1.54 0.00 0.00
Manager Of Capital Projects-Temporary 1.00 0.00 0.00
Pages/Part-Time 0.00 6.77 0.00
Security Guard/Part-Time 1.05 0.00 0.00
Shipping Aide/Part-Time 0.00 0.00 2.56
Substitute Support Staff/On-Call 0.00 0.51 0.00
Truck Driver/Part-Time 0.00 0.00 0.51
Youth Services Assistant/Part-Time 0.00 0.51 0.00
FTE 5.64 29.33 7.19
Library 8
APPROPRIATION BY MAJOR OBJECT - COMMUNITY LIBRARY

Services $724,622 $733,400 $760,599 $734,500
Other $484,126 $490,900 $493,300 $512,600
TOTAL $4,476,974 $4,777,900 $4,947,500 $5,186,300
APPROPRIATION BY ACTIVITY - COMMUNITY LIBRARY

BRANCH ADMINISTRATION $1,329,956 $1,353,500 $1,374,501 $955,300
BRANCH LIBRARIES $3,147,018 $3,424,400 $3,572,999 $4,231,000
TOTAL $4,476,974 $4,777,900 $4,947,500 $5,186,300
YEAR TO YEAR COMPARISON - COMMUNITY LIBRARY

A part time Librarian I converts to full time at the Winton Branch $30,000
Part time Security Guard positions are added at the Arnett, Monroe, and Wheatley branches $54,000
Funding is added for materials at the Winton Branch based on increased material usage $4,000
A part time Librarian I position at the Maplewood Branch is eliminated as an efficiency measure -$19,700
$238,800
Circulation and library visits continue to bounce back after a sharp drop during the pandemic. The
Literacy Aide program continues in Summer 2023 with support from the Summer of Opportunity
Program. The Lincoln Branch will re-open to the public in July 2023. Funding for security increases
to ensure that libraries continue to be safe places for learning.
Library 9
COMMUNITY LIBRARY PERSONNEL SUMMARY: FULL TIME

Deputy Director of Community Libraries 31 1.00 1.00
Library Area Coordinator 26 1.00 1.00
Branch Manager 22 10.00 10.00
Librarian III 22 0.00 1.00
Librarian II 20 1.00 0.00
Building Supervisor 18 1.00 1.00
Librarian I 18 6.00 7.00
Early Learning Specialist 14 1.00 1.00
Library Assistant/Bilingual 14 1.00 1.00
Youth Services Assistant 7 2.00 2.00
Senior Library Clerk/Bilingual 6 1.00 1.00
25.00 26.00
COMMUNITY LIBRARY PERSONNEL SUMMARY: OTHER THAN FULL

TIME
Position Name Branch Administration Branch Libraries

FTE
Cleaner/Part-Time 0.00 4.58
Clerk Typist/Part-Time 0.00 12.98
Comm Youth Svcs Spclst/Part-Time 0.00 0.52
Computer Aide/Part-Time 0.00 0.52
Librarian I/Part-Time 0.77 6.79
Library Assistant/Part-Time 0.51 2.61
Literacy Aide/Part-Time 0.00 5.74
Maintenance Worker/Part-Time 0.00 0.63
Pages/Part-Time 0.00 11.10
Security Guard/Part-Time 0.00 3.66
Youth Services Assistant/Part-Time 0.00 0.52
FTE 1.28 54.75
Library 10
RECREATION & HUMAN SERVICES
MISSION STATEMENT
The Department of Recreation and Human Services (DRHS) supports the City of Rochester’s
Mission, Vision, and Values by nurturing and inspiring the inner potential of all citizens of
Rochester through the provision of first-rate programs and services, supports for citizens who are
confronting complex challenges, and investments in the vibrancy of our neighborhoods. We
recognize that youth are in particular need of support during their formative years, and as such,
we have a special focus on youth programming thereby supporting the development of a healthy,
educated, productive, and self-sustaining community.
ORGANIZATION
The Department of Recreation and Human Services 2023-24 Budget provides funding for direct
supports for residents while also valuing the employees who deliver those services. Through
concerted effort, a number of part time positions are converted to full time positions throughout
the department, allowing for the expansion of a career ladder. Staffing is added to Animal
Services and Recreation Centers in particular to continue to provide quality services and
programming to the community. With added seasonal staffing, all R-Centers will open for
extended hours of operations during the summer. American Rescue Plan Act funding is also
reflected in the Bureau of Recreation and Youth Services and the Bureau of Human Services with a
focus on youth and adult employment and youth social-emotional wellness. Finally, the Crisis
Intervention Services unit staffing model implemented in 2022-23 has allowed the Persons in Crisis
team to focus on call quality, increase the types of calls to which they respond, and implement
professional development across the team and for all shifts. In 2023-24, one full time position
within the Crisis unit transitions to focus solely on the Homicide Response Team efforts.
Recreation & Human Services 1

COMMISSIONER'S RECREATION & HUMAN SERVICES
OFFICE YOUTH SERVICES
Click here to view the Click here to view the Click here to view the Human
Commissioner's Office budget. Recreation and Youth Services Services budget.
budget.
Mayors Mayors
Supported Supported
Primary Secondary
PHS-6 Increase
Foster local access to
entrepreneurship and healthy foods
ECN-2 Support and decrease
economic development and
existing and the proliferation
provide access to fresh, Economic Strengthening
nutritious, and affordable 1, 2, 3, 4, 5, 6 help/incentivize of Ongoing
new establishments Empowerment Neighborhoods
foods through the efficient
neighborhood that only offer
operation of the Rochester
businesses. unhealthy,
Public Market and the
International Plaza. highly-
processed, low-
nutrient food.
Implement evidence-based
best practices and creative PHS-1 Continue
approaches to keeping BCC-2
building
animals with families, in the Continuously
connections and
community, and out of the 7, 8, 9, 10, 11, improve City Hall Strengthening
partnerships with Public Safety Ongoing
shelter system addressing 12, 13, 14, 15 public outreach the community to Neighborhoods
barriers in access to and
enhance public
resources while also communication
safety efforts
providing shelter and care of City services.
and impacts.
for injured and homeless
companion animals.
PHS-6 Increase
access to
Partner with community healthy foods
organizations to address and decrease
food insecurity by providing the proliferation
free and healthy meals of Youth
18 Ongoing
throughout the year to City establishments Development
youth at R-Centers and that only offer
other youth focused service unhealthy,
providers in Rochester. highly-
processed, low-
nutrient food.
SCC-4 Provide
educational
PR-5 Extend the facilities and
reach of our programs of the
Provide high-quality
parks and highest quality,
recreational opportunities for
recreation enriching the
community members of all 16, 17, 19, 20, system through Strengthening Youth
student Ongoing
ages to learn, socialize, 21, 22, 23, 24, innovative Neighborhoods Development
exercise, and play, while experience
25, 26 programming through stronger
promoting healthy behaviors,
and strategic connections to
with a focus on youth. infrastructure their community,
investments. the arts, and the
natural
environment.

Mayors Mayors
Supported Supported
PR-1 Reclaim
NR-5 Protect
the Genesee
Steward and champion the natural
River and the
City's parks, greenspaces, resources and
City parks and
and playgrounds through promote long- recreation
term Strengthening Youth
programming that activates 27, 28, 29 system as Ongoing
these spaces and engages a sustainability Neighborhoods Development
foundational
wide diversity of City through
assets that help
residents with a focus on increased achieve cross-
environmental
youth and families. cutting
awareness and
community
education.
goals.
SCC-1 Improve
Deliver comprehensive,
conditions for
evidence-based youth
students to
development and BCC-5 Increase ensure a healthy
educational programming to youth and nurturing Youth
ensure youth have the 30, 31, 32, 33 Ongoing
engagement and environment for Development
knowledge, skills, and
empowerment. learning that is
supports that they need to
targeted at key
make well-informed success
decisions.
indicators.
PHS-5 Improve
understanding of SCC-1 Improve
Identify and connect community conditions for
individuals in crisis and health students to
victims of violence with the conditions,
ensure a healthy
appropriate level of services needs, service and nurturing
and support through the 34, 35, 36 provision and Public Safety Ongoing
environment for
operation of a team of first access in the learning that is
responders and a network of city, and use to
targeted at key
community-based support improve access success
services. and overall indicators.
community
health.
WRK-3 Focus
Empower the City’s WRK-4 Provide
workforce
residents to build their skills 37, 39, 40, 41, support for Economic Building Towards
development Ongoing
and experience to get on a 42 individuals Empowerment a Prosperous
efforts on
path of financial self- vulnerable starting their own Future
sufficiency. businesses.
populations.
WRK-2 Work
WRK-1 Help with partner
Build the organizations to
Capacity of build
Engage the workforce workforce connections
development system to build development between Economic Building Towards
capacity and better connect 38 programs and workforce a Prosperous Ongoing
Empowerment
with economic development encourage programs and Future
activities. collaborations to employers to
better serve help bridge the
program gap between
participants. training and
employment.

Bureau Indicator FY2022 Actual Estimated FY2023 Budget Proposed
1. Rochester Public Market

Commissioner/Markets Occupancy Rate (%) 90 85 88 87

Commissioner/Markets Fees revenue ($) 842,435 887,000 900,000 875,000

Commissioner/Markets Special event days 53 58 58 65
4. International Plaza
Commissioner/Markets Occupancy Rate (%) 43 47 60 53
5. International Plaza -
Number of new businesses
Commissioner/Markets 17 39 35 40
or artisans recruited as
vendors
6. International Plaza -
Number of City/Ibero-
Commissioner/Markets 22 35 30 32
sponsored community arts
and cultural programs
7. Animal Services
Commissioner/Animal Services volunteer hours 12,247 15,600 15,000 16,800
8. Households/People
Commissioner/Animal Services supported by Animal 1,811 1,800 1,500 1,800
Services
9. Pets supported by
Commissioner/Animal Services Animal Services 2,861 3,000 3,000 3,000
10. Return to Home Rate –

Commissioner/Animal Services Cats (%) 12 3 10 3
11. Return to Home Rate –

Commissioner/Animal Services Dogs (%) 61 46 60 50
Commissioner/Animal Services 12. Live Release Rate (%) 90 85 85 85

13. Animals in foster care

Commissioner/Animal Services (%) 43 40 35 35
14. Pets receiving

Commissioner/Animal Services veterinary care (#) 393 850 390 500
15. Owned pet sterilizations

Commissioner/Animal Services provided/supported (#) 649 500 660 750
16. Permits (R-Centers,

Commissioner/Admin & Finance lodges, gyms, community 1,229 1,000 N/A 1,000
rooms)
17. Permits (parks, fields,
Commissioner/Admin & Finance trails, rinks, and outdoor 1,874 1,000 N/A 1,500
spaces)
Recreation and Youth Services 18. Meals & Snacks Served 153,175 80,000 103,000 80,000
19. R-Center - Registered
Recreation and Youth Services Members 12,661 17,500 14,500 19,000
Recreation and Youth Services 20. R-Center - Attendance 246,005 250,000 250,000 260,000
21. Ice Rink - Attendance
Recreation and Youth Services (MLK & GVP) 114,916 152,385 154,500 154,500
Recreation and Youth Services 22. Aquatics - Attendance 129,366 113,539 180,000 154,000
23. Rochester Community
Recreation and Youth Services Sports Complex - 75,690 90,000 74,950 90,000
Attendance
24. Youth participants in
City-sponsored athletic
Recreation and Youth Services 3,575 7,455 1,400 7,000
programs (sports leagues,
clinics, camps)
25. Adult participants in
Recreation and Youth Services athletic programs 2,525 7,781 2,500 7,500
26. Partnerships with

community based service
providers to offer a
Recreation and Youth Services 21 10 10 10
specialized program
catalog for youth and
families
27. Youth participants in

Recreation and Youth Services Environmental Education 1,835 1,600 1,800 1,600
programs
28. Rec on the Move
Recreation and Youth Services Attendance 3,255 2,000 3,000 3,500
29. Play Streets ROC

Recreation and Youth Services Events 4 2 8 10
30. Youth employed or

Recreation and Youth Services engaged in internships 279 280 355 355
31. Youth participants

Recreation and Youth Services involved in educational N/A N/A N/A 1,700
programs
engaged in growth and
Recreation and Youth Services N/A N/A N/A 565
leadership development
programs
Recreation and Youth Services engaged in youth training N/A N/A N/A 365
programs
34. Number of calls
responded to by the Person
in Crisis team without law
Human Services 2,093 3,688 3,500 3,500
enforcement and/or
emergency medical
services
35. Number of calls

responded to by the Person
in Crisis team with law
Human Services 3,488 6,000 5,500 5,500
enforcement and/or
emergency medical
services
36. Number of victims

Human Services served by the Community 5,301 5,000 1,000 5,500
Support Team (duplicated)
37. Number of Adult
Human Services Workforce Development N/A N/A N/A 20
community facing events
38. Number of unduplicated
employers who participate
Human Services in Adult Workforce N/A N/A N/A 25
Development community
facing events
39. Number of residents
engaged in contracted,
Human Services N/A N/A N/A 505
external Adult Workforce
Development activities
40. Number of adult
employment seekers who
Human Services N/A N/A N/A 250
receive workforce
development services
41. Number of Flower City
Human Services AmeriCorps & Public Health 24 65 31 79
Corps members enrolled

42. Number of Non-City

Human Services AmeriCorps Host Sites 10 30 13 39

Services $4,852,862 $10,640,300 $11,248,800 $12,007,700
Other $8,657 $8,500 $8,500 $8,500
TOTAL $15,198,262 $21,466,600 $23,871,900 $25,485,800

COMMISSIONER'S OFFICE $4,282,293 $4,072,000 $4,328,000 $4,572,200
RECREATION & YOUTH SERVICES $8,410,687 $9,661,200 $11,033,000 $12,027,500
HUMAN SERVICES $2,505,283 $7,733,400 $8,510,900 $8,886,100
TOTAL $15,198,262 $21,466,600 $23,871,900 $25,485,800

RECREATION AND HUMAN SERVICES:
COMMISSIONER'S OFFICE
Click here to return to the Recreation and Human Services overview
MISSION STATEMENT
The Commissioner’s Office supports the City of Rochester’s Mission, Vision, and Values by setting
management policy, goals, and performance standards. It coordinates the Department’s annual
budget and capital planning processes; maintains emergency response operations for the
department, marketing services, staffing and payroll matters; coordinates the purchasing of
supplies; and manages the City Council submission process. The Bureau manages and operates
the Rochester Public Market and the International Plaza in a manner that ensures financial
viability, fosters local economic development, promotes and sustains farmers and vendors, and
provides consumers with access to a fresh, nutritious, and affordable food. The Bureau also
includes the Animal Services division. Animal Services’ mission is to serve the people and animals
of Rochester to create safe neighborhoods, support the human-animal bond, and enhance lives of
pets and their owners. Animal Services provides critical services necessary to keep animals with
families, in the community, and out of the shelter system.
ORGANIZATION

ADMINISTRATION ANIMAL SERVICES PUBLIC MARKET &
AND FINANCE INTERNATIONAL
PLAZA

External: Grant makers, External: local, state, and External: Residents and
human services, youth- federal government, city visitors of all ages, vendors,
focused agencies residents, businesses, and customers
Internal: DRHS staff, City neighborhood groups, Internal: City Council, City
Council, City of Rochester community service of Rochester departments
departments providers, nonprofits

Internal: City of Rochester Critical Processes:
Critical Processes: departments, employees, Operate a year-round
Coordinate and manage the volunteers, City Council, Public Market which
Department’s annual Friends of Animal Services provides access to healthy
budget, grant operations,
food, opportunities for
capital planning and project Critical Processes: entrepreneurs, and a venue
management, human Provide shelter, foster for community special
resources, emergency homes, and daily events
response, marketing, and husbandry for injured, Operate the International
purchasing processes abandoned, lost, displaced, Plaza event and market
Process and manage and at-risk companion place
permits for lodges, animals
community rooms, Sports Make available unclaimed
Complex, parks, and fields companion animals for
Manage the Department’s adoption
City Council submission Maintain foster care
process program as preferred pet
Collaborate with other housing forum
human services Respond to concerns
organizations to share data regarding companion
and analyze trends to animals
better understand youth Seek to resolve concerns
usage of services and with support
related outcomes Provide door-to-door
Focus on staff development outreach and pet support
and program quality services to address barriers
Provide opportunities for in access to resources
growth, development, and Provide veterinary care and
career advancement spay/neuter for intakes and
fostered animals and for
pet guardians facing
barriers
Provide triage and case
management for pet
guardians in crisis
Support lost pet
reunification, self-
rehoming, and pet
retention
Engage volunteer
participation


Services $1,507,368 $1,546,900 $1,539,800 $1,509,700
Other $8,657 $8,500 $8,500 $8,500
TOTAL $4,282,293 $4,072,000 $4,328,000 $4,572,200

Administration & Finance $1,446,013 $1,220,000 $1,304,900 $1,444,500
Animal Services $1,614,167 $1,647,200 $1,775,000 $1,811,500
Public Market & International Plaza $1,222,113 $1,204,800 $1,248,100 $1,316,200
TOTAL $4,282,293 $4,072,000 $4,328,000 $4,572,200

Emergency Operations Coordinator transfers from Human Services to Commissioner's Office $85,800
One full time Animal Services position is added to support lost pet reunification and supported re-homing initiatives to mitigate
$41,000
unnecessary shelter entry of lost and surrendered pets.
Five full time Animal Services staff added to support operations, partially off-set by abolishment of eight part time positions $35,100
Full time Project Assistant created for department marketing needs, partially offset by abolishment of part time position $12,200
Non-personnel funding is reduced due to budget constraints and efficiencies -$19,900
Several one-time Animal Services grants do not recur -$80,500
$244,200
In order to expand the employee career ladder and support employee retention, the 2023-24
Budget of the Commissioner's Office proposes the conversion of nine part time into seven full
time positions. One full time position is added in the Commissioner’s Office Administration and
Finance unit to plan and execute marketing initiatives to reach new community members,
promote and monitor content across multiple platforms, and conduct market research and
identify opportunities for innovation. Six full time positions are added within the Animal Services
unit. Five positions will support daily operations including animal care and client support in a full
time capacity. One position is added to grow the unit's lost pet reunification and self-rehoming
initiatives to avoid unnecessary shelter entry. In 2023-24, the Animal Services unit will also
continue to offer reduced fees first instituted in 2022-23 for certain services and sales of animals
in order to lower barriers to ownership and support pets' return to homes.


Commissioner of Recreation and
Administration & Finance 36 1.00 1.00
Human Services
Administration & Finance Senior Budget and Policy Analyst 30 0.00 0.50
Administration & Finance Principal Staff Assistant 29 0.50 0.00
Manager of Administration and
Marketing/Bilingual
Manager of Administrative
Support/Bilingual
Administration & Finance Emergency Operations Coordinator 23 0.00 1.00
Administration & Finance Project Manager 23 1.00 1.00
Administration & Finance Administrative Analyst/Bilingual 20 1.00 0.00
Administration & Finance Executive Assistant 20 1.00 2.00
Assistant Personnel and Marketing
Coordinator
Assistant to the Manager of
Administration
Administration & Finance Secretary to the Commissioner 18 1.00 0.00
Administration & Finance Project Assistant 12 1.00 2.00
Administration & Finance Project Assistant/Bilingual 12 0.00 1.00
Administration & Finance Clerk II 9 1.00 1.00
Administration & Finance Receptionist/Bilingual 6 1.00 1.00
Animal Services Director of Animal Services 30 1.00 1.00
Animal Services Shelter Veterinarian 28 1.00 1.00
Community Relations and
Animal Services 18 1.00 1.00
Engagement Coordinator
Animal Services Shelter Manager 18 1.00 1.00
Animal Services Supervisor of Animal Control 18 1.00 1.00
Foster Care and Transfer
Coordinator
Assistant Supervisor of Animal
Control
Animal Services Animal Control Officer 12 5.00 5.00
Animal Services Animal Services Client Specialist 11 2.00 4.00
Animal Services Animal Services Program Specialist 11 0.00 1.00
Community Outreach and Support
Specialist
Animal Services Veterinary Technician 10 2.00 2.00
Animal Services Animal Care Technician II 6 5.00 8.00
Public Market & International Plaza Crew Chief 61 1.00 1.00
Public Market & International Plaza Grounds Equipment Operator 56 1.00 1.00
Public Market & International Plaza Director of Public Market 30 1.00 1.00
Public Market & International Plaza Supervisor of Markets 23 1.00 1.00
Public Market & International Plaza Assistant Supervisor of Markets 18 1.00 1.00
Public Market & International Plaza Public Market Event Specialist 16 1.00 0.00
Public Market & International Plaza Project Assistant 12 0.00 1.00
38.50 46.50
Position Name Administration and Finance Public Market and International Plaza
FTE
Graduate Intern 0.28 0.00
Grounds Equipment Operator/Part-Time 0.00 0.21
Grounds Equipment Operator/Seasonal 0.00 0.59
FTE 0.96 0.80

RECREATION AND YOUTH SERVICES
MISSION STATEMENT
The Bureau of Recreation and Youth Services supports the City of Rochester’s Mission, Vision, and
Values by providing opportunities for the community to learn, socialize, exercise, and play, while
promoting healthy behaviors. With the changing demands of society, it is important we meet the
demands of youth by providing social emotional supports, health, wellness, and nutrition
opportunities for youth and their families. In addition, the Bureau supports youth in their
development into successful, contributing adult community members through the provision of
career exploration and work readiness programs and services. This is accomplished using a
positive youth development philosophy with a focus on competence, usefulness, belonging, and
power of influence. The Bureau also acts as a steward and champion of our city’s R-Centers, parks,
playgrounds, aquatics, green spaces, and other facilities.
ORGANIZATION

CUSTOMERS
External: Rochester's youth and their families, residents and visitors of all ages, park patrons,
Rochester City School District, non-public and charter schools, community partners, and
collaborators
CRITICAL PROCESSES
Conduct structured after-school programming to support out-of-school educational

opportunities
Develop and implement initiatives to provide enhanced youth development programming with
youth and families to increase asset attainment in students
Organize a variety of community special events to promote youth development, leadership and
social skills
Act as stewards of Rochester parks including management of amenities as well as activation of
parks through provision of programs, events, and workshops focused on horticulture, the
environment, and community wellness
Conduct programs, events, and workshops focused on arts, culture, and individual expression
Conduct community recreation and youth development at R-Centers and fee-based camps
Conduct community aquatics programs at pools and spray parks
Use a program management system to provide quality management of existing and new
programs, which includes marketing, staff development, and community input
Operate year-round Rochester Community Sports Complex
Provide employment readiness training and year-round employment and internship
opportunities for youth
Provide youth development workshops and training on social-emotional, restorative practices,
and trauma-informed care

Services $2,679,185 $3,461,100 $4,053,500 $4,441,400
TOTAL $8,410,687 $9,661,200 $11,033,000 $12,027,500


Administration $863,774 $1,119,600 $1,241,800 $1,205,000
Athletics & Aquatics $1,614,118 $1,793,000 $2,033,700 $2,048,900
Camps & Special Programs $801,337 $743,700 $1,013,400 $995,600
Recreation Centers $3,153,382 $3,806,800 $4,101,100 $5,250,200
Youth Services $1,978,076 $2,198,100 $2,643,000 $2,527,800
TOTAL $8,410,687 $9,661,200 $11,033,000 $12,027,500

ARPA funding increased to reflect the R-Centers Health, Wellness, & Social Emotional Programming & Supports grant budget $666,700
ARPA funding increased to reflect the Workforce Development (youth) grant budget $380,300
Seasonal staffing is added to allow for extended R-Center summer hours of operation, enhanced summer programming, and a
$240,900
consistent front desk presence year-round.
Restructuring of R-Center field supervision results in two new Sr. Recreation Specialists, partially offset by abolishment of part
$49,600
time/seasonal positions
Second summerLEAP site added $19,400
Seasonal Ground Equipment Operator added to support R-Center gardening program $9,000
Full time Mobile Recreation Specialist added, partially offset by abolishment of part time positions $5,400
Camp part time/seasonal staffing adjusted to support a third site $1,800
One-time Erie Canalway Heritage Fund grant ends -$2,000
One-time Drum Corps sponsorship ends -$18,400
Reduction in funding for professional fees as an efficiency measure -$46,000
Summer Food grant is reduced to reflect typical summer food distribution program -$57,200
One-time Summer Jobs Connect Youth Banking grant completed -$70,000
My Brother's Keeper RCSD grant ends, pending competitive application for next cycle of funding -$83,500
ARPA Youth Employment project completed -$150,000
Comprehensive Adolescent Pregnancy Prevention grant ends, pending competitive application for next cycle of funding -$188,700
$994,500
The 2023-24 budget reflects an investment in full-time positions at the R-Centers and mobile
programming. The Bureau will convert eight part time positions into three full time positions.
These new full time positions, including a full time Rec on the Move Mobile Recreation Specialist
and two Senior Recreation Specialists for the R-Centers, are critical to offering the highest-quality
programming for youth year round as well as creating career ladders for staff. The Mobile
Recreation Specialist will enable Rec on the Move to provide programming for youth and other
events year-round. The new Senior Recreation Specialists will ensure that there is adequate
senior-level staff at all R-Centers. These new positions also contribute to the development of
career ladders within the R-Centers from the entry-level Youth Worker position to Community
Center Manager.
The City and DRHS continue to emphasize the importance of youth staying busy in the summer by
ensuring that all R-Centers have adequate staffing and programming to remain open until 7:30 pm
throughout the summer of 2023. This includes increasing the number of seasonal staff equipped
to manage an increase in youth participation during the summer months. Additionally, DRHS has
added staffing capacity for the front desk in all the R-Centers to maintain consistency in personnel

when youth and their families enter every R-Center. These increases in staffing and hours of
operation help the R-Centers to remain the safe places youth and families expect them to be over
the summer months.
The R-Center Health, Wellness, and Social-Emotional Supports collaboration with the Center for
Youth Services continues in 2023-24. This American Rescue Plan Act (ARPA) funded project seeks
to provide youth in the R-Centers with in-house support to cope with various trauma in a
culturally-responsive way. The first year of programming will focus on four R-Centers, with the
hope of expanding to all R-Centers throughout the life of the project.
The Bureau's budget also includes additional ARPA funding for youth employment expansion
efforts in 2023-24. This program is a collaboration with external partners and includes stipends,
wages, and incentives for youth and youth workers who participate. These funds will also
continue the important work of the Rochester My Brother’s Keeper (MBK) initiative following the
completion of the federal grant received by the Rochester City School District that initially
supported the program. In 2023-24, the City of Rochester’s MBK initiative will focus on preparing
12- to 14-year-olds for work by offering year-round programming and workshops related to
growth and development.


Athletics & Aquatics Director of Community Athletics 30 1.00 1.00
Athletics & Aquatics Coordinator of Athletics and Aquatics 24 0.00 1.00
Athletics & Aquatics Coordinator of Athletics and Aquatics 23 1.00 0.00
Athletics & Aquatics Community Athletics Associate 18 3.00 3.00
Director of Programs and Parks
Camps & Special Programs 30 1.00 1.00
Stewardship
Camps & Special Programs Environmental Educator 15 0.00 2.00
Camps & Special Programs Youth Camp Supervisor 15 1.00 1.00
Camps & Special Programs Environmental Education Specialist 12 2.00 0.00
Camps & Special Programs Mobile Recreation Specialist 12 0.00 1.00
Director of Recreation Center
Recreation Centers 30 1.00 1.00
Operations
Recreation Centers Community Center Manager 24 6.00 6.00
Recreation Centers ROCmusic Artistic Executive 23 0.00 1.00
Recreation Centers ROCmusic Program Coordinator 23 1.00 0.00
Recreation Centers Training and Quality Coordinator 18 1.00 1.00
Recreation Centers Senior Education Specialist 15 1.00 0.00
Recreation Centers Senior Education Specialist/Bilingual 15 1.00 0.00
Recreation Centers Senior Recreation Specialist 15 0.00 7.00
Recreation Centers Senior Recreation Specialist/Bilingual 15 0.00 1.00
Recreation Centers Senior Sports and Fitness Specialist 15 2.00 0.00
Recreation Centers Education Specialist 12 7.00 0.00
Recreation Centers Recreation Specialist 12 0.00 20.00
Recreation Centers Senior Youth Services Associate 12 1.00 0.00
Recreation Centers Sports and Fitness Specialist 12 7.00 0.00
Recreation Centers Youth Development Specialist 12 7.00 0.00
Recreation Centers Education Enrichment Associate 11 1.00 1.00
Recreation Centers ROCmusic Associate 11 1.00 1.00
Youth Services Manager of Youth Services 26 1.00 1.00
Youth Services Coordinator of Roc MBK Initiatives 23 1.00 1.00
Coordinator of Youth Workforce
Youth Services 23 1.00 0.00
Development
Youth Employment and Training
Coordinator
Youth Services Youth Leadership Coordinator 23 0.00 1.00
Youth Services CAPP Supervisor 20 1.00 0.00
Youth Services Employment and Training Coordinator 18 2.00 0.00
Youth Services Operations Associate 18 1.00 0.00
Youth Employment and Training
Advisor
Sexual Risk Avoidance Education
Coordinator
Youth Services Grant Support Associate 13 3.00 0.00
Youth Services Youth Development Specialist 12 1.00 1.00
Youth Services Youth Services Associate 12 0.00 1.00
Youth Services Education Enrichment Associate 11 1.00 1.00
60.00 60.00

Camps and Special

Position Name Athletics and Aquatics Recreation Centers Youth Services
Programs
FTE
Assistant Beach Manager/Seasonal 0.27 0.00 0.00 0.00
Assistant Pool Manager/Part-Time 0.76 0.00 0.00 0.00
Assistant Pool Manager/Seasonal 1.36 0.00 0.00 0.00
Asst. Summer Program Coordinator/Seasonal 0.00 0.66 0.00 0.00
Beach Lifeguard Captain/Seasonal 0.48 0.00 0.00 0.00
Beach Lifeguard Lieutenant/Seasonal 0.48 0.00 0.00 0.00
Beach Lifeguard/Seasonal 2.70 0.00 0.00 0.00
Beach Manager/Seasonal 0.33 0.00 0.00 0.00
Day Camp Supervisor/Part-Time 0.00 0.44 0.00 0.00
Day Camp Supervisor/Seasonal 0.00 0.63 0.00 0.00
Grounds Equipment Operator/Part-Time 0.31 0.00 0.00 0.00
Grounds Equipment Operator/Seasonal 0.94 0.27 0.00 0.00
Laborer/Seasonal 0.31 0.00 0.00 0.00
LEAP Teacher/Seasonal 0.00 0.00 0.00 0.58
Lifeguard Captain/Part-Time 0.77 0.00 0.00 0.00
Lifeguard Captain/Seasonal 1.89 0.00 0.00 0.00
Lifeguard Lieutenant/Seasonal 0.79 0.00 0.00 0.00
Lifeguard/Part-Time 3.26 0.00 0.00 0.00
Lifeguard/Seasonal 7.19 0.00 0.00 0.00
Locker Room Attendant/Part-Time 0.24 0.00 0.00 0.00
Locker Room Attendant/Seasonal 0.38 0.00 0.00 0.00
Pool Attendant/Seasonal 0.45 0.00 0.00 0.00
Public Art Coordinator/Part-Time 0.00 0.37 0.00 0.00
Public Art Coordinator/Seasonal 0.00 0.73 0.00 0.00
Recreation Assistant/Part-Time 0.38 1.89 11.64 1.71
Recreation Assistant/Seasonal 0.33 3.24 6.35 0.00
Rink Aide/Part-Time 1.96 0.00 0.00 0.00
Rink Aide/Seasonal 1.74 0.00 0.00 0.00
Rink Manager/Part-Time 1.51 0.00 0.00 0.00
Rink Manager/Seasonal 1.58 0.00 0.00 0.00
Senior Recreation Assistant /Part-Time 0.93 0.00 0.00 0.00
Senior Recreation Assistant/Front Desk/Part-Time 0.00 0.00 1.87 0.00
Senior Recreation Assistant/Front Desk/Seasonal 0.00 0.00 7.69 0.00
Senior Recreation Assistant/Part-Time 1.93 2.90 15.82 0.19
Senior Recreation Assistant/Seasonal 0.96 2.00 7.52 0.96
Summer Program Clerk/Seasonal 0.00 0.22 0.00 0.00
Summer Program Coordinator/Seasonal 0.00 0.34 0.00 0.00
Youth Services Associate/Part-Time 0.00 0.34 0.00 0.50
Youth Services Associate/Seasonal 0.00 0.40 0.00 0.00
Youth Worker/Part-Time 0.00 0.00 0.00 17.97
Youth Worker/Seasonal 0.00 0.00 0.00 11.69
FTE 34.25 14.45 50.88 33.60

HUMAN SERVICES
MISSION STATEMENT
The Bureau of Human Services supports the City of Rochester’s Mission, Vision, and Values by
holistically supporting residents in their development into successful, contributing members of the
community through the provision of career exploration, work readiness, and crisis intervention
programs and services. The Bureau includes Flower City AmeriCorps Programs (AmeriCorps and
Public Health Corps) that offer a year-long apprenticeship designed to inspire and prepare the
next wave of human service and public health professionals, with a focus on alleviating poverty
and local public health crises. Additionally, the Bureau includes the Crisis Intervention Services
unit that supports residents by providing trained professionals for community members in crisis
by addressing their immediate needs as well as providing support to victims and families impacted
by violence. With teams acting as first responders and offering connections to community-based
supports, residents have improved opportunities for long-term recovery and stability. Recently,
the Bureau expanded programming to include workforce development services for adults with the
goal of organizing and facilitating the City’s adult workforce development initiatives. This effort
includes job fairs, pre-employment skills workshops, and workforce connection summits. This
work also manages the City's workforce development grants given to external workforce
development agencies.
ORGANIZATION

AMERICORPS WORKFORCE CRISIS
DEVELOPMENT INTERVENTION
SERVICES

External: Vulnerable External: Workforce External: Youth, adults, and
populations such as development organizations families in crisis, victims of
veterans, youth, seniors, and efforts, economic crimes or violence,
returning citizens, those development organizations community service
with food insecurity, and and efforts, Rochester providers, the community
the nonprofit organizations residents actively looking at large
that serve them for employment Internal: City of Rochester
Internal: City of Rochester Internal: City of Rochester departments
departments departments
Critical Processes:
Critical Processes: Critical Processes: Provide holistic, person-
Recruit, train, and prepare Maintain understanding of centered services through
human service and public local economic the Crisis Intervention
health professionals to development activities and Services unit, which
leverage and manage local labor market data to includes the Person in
community members align workforce Crisis team of first
Create pathways to development programs to responders to crises, the
alleviate poverty and public any emerging industries Homicide Response Team,
health crises by offering Provide career exploration, and Community Support
training and education to workforce training and Team for victims of crime
employment opportunities employment opportunities Connect those in crisis,
for members and the throughout the City victims of crime, and family
community Organize and facilitate the members of homicide
Pursue grants to help City's adult workforce victims to long-term
underwrite unit costs development activities, resources
including job fairs, soft Pursue grants to help
skills trainings, workforce underwrite unit costs
connections summits, and
future initiatives


Services $666,309 $5,632,300 $5,655,500 $6,056,600
TOTAL $2,505,283 $7,733,400 $8,510,900 $8,886,100

HUMAN SERVICES ADMINISTRATION $363,100 $5,897,600 $5,968,600 $821,100
CRISIS INTERVENTION SERVICES $1,450,830 $1,835,800 $2,542,300 $2,575,900
VIOLENCE PREVENTION $691,353 $0 $0 $0
WORKFORCE DEVELOPMENT $0 $0 $0 $5,489,100
TOTAL $2,505,283 $7,733,400 $8,510,900 $8,886,100

ARPA funding increased to reflect the Workforce Development (adult) grant budget $356,800
Flower City AmeriCorps grant funding increased to reflect new grant cycle budget $25,200
Public Health Corps budget increased to reflect a full year of funding $19,600
Monroe County subgrant ends, pending new competitive grant application -$19,800
Emergency Operations Coordinator transfers from Human Services to Commissioner's Office -$85,800
$375,200
The work of the Bureau of Human Services will continue to expand in 2023-24 by growing the
Bureau’s direct support and programming in the adult workforce development space as well as
working with an outside consultant to better understand the needs and gaps in the workforce
development system and the City's role in addressing those needs and gaps. The unit will
continue to closely monitor the American Rescue Plan Act-funded adult workforce development
subrecipient organizations to ensure that they are meeting the employment and entrepreneurial
needs of City residents as they complete their first full year of programming.
In 2022-23, the Bureau successfully launched the first year of the Flower City Public Health Corps
program, which pairs public health professionals-in-training with various public health initiatives
and programs throughout Monroe County. The program also offers support and public health
training for the members in that program. The program will graduate its first cohort of members
in 2023-24 and launch a second year of service opportunities.
Finally, the new staffing model for the Person in Crisis (PIC) Team introduced in 2022-23 has
allowed the PIC team to focus on call quality, increase the types of calls to which they respond,
and implement professional development across the team and for all shifts. The PIC team and the
entire Crisis Intervention Services unit will focus on outreach and engagement, service quality, and

using data to drive programmatic decisions in 2023-24. One position will transition to focus solely
on the Homicide Response team efforts.

Administration Deputy Commissioner 32 1.00 1.00
Administration Emergency Operations Coordinator 23 1.00 0.00
Secretary to the Deputy
Commissioner
Administration COVID Response Associate 11 1.00 0.00
Secretary to the Deputy
Commissioner
Crisis Intervention Services Manager of Crisis Services 26 1.00 1.00
Crisis Intervention Services Clinical Supervisor 24 1.00 1.00
Emergency Response Social
Crisis Intervention Services 24 2.00 2.00
Worker Supervisor
Community Support Counselor
Supervisor
Crisis Response Program
Coordinator
Worker
Worker/Bilingual
Crisis Intervention Services Community Support Counselor 18 6.00 6.00
Community Support
Counselor/Bilingual
Crisis Intervention Services Peer Navigator 13 1.00 2.00
Crisis Intervention Services Project Assistant 12 1.00 1.00
Workforce Development & AmeriCorps Public Services Coordinator 23 0.00 1.00
Workforce Development
Workforce Development & AmeriCorps 23 1.00 1.00
Coordinator
Workforce Development & AmeriCorps AmeriCorps Program Director 20 1.00 0.00
Senior Member Development
Workforce Development & AmeriCorps 15 0.00 1.00
Specialist
Workforce Development & AmeriCorps Member Development Specialist 12 1.00 1.00
Workforce Development & AmeriCorps Community Engagement Associate 11 0.00 1.00
34.00 36.00
Position Name Crisis Intervention Services

FTE
Community Support Counselor/Part-Time 0.14
Emergency Response Social Worker/On-Call 2.50
Emergency Response Social Worker/Part-Time 2.50
Peer Navigator/Part-Time 0.50
FTE 5.64

UNDISTRIBUTED
PURPOSE
The Undistributed Expenses budget records allocations associated with, but not included in,
departmental budgets or those that cannot reasonably be distributed to departmental budgets.
This budget includes costs for both current and non-current (including retiree) employee benefits,
general risk management, payments to other agencies, and other miscellaneous expenditures.
ORGANIZATION

Services $3,116,994 $3,721,800 $4,184,300 $4,075,400
Other $12,013,833 $7,926,900 $8,135,200 $2,481,100
TOTAL $165,236,396 $167,595,900 $170,942,300 $171,065,200

CURRENT EMPLOYEES $119,979,688 $123,610,700 $124,752,600 $129,648,500
NON CURRENT EMPLOYEES $32,578,872 $34,219,500 $35,836,800 $36,817,000
GENERAL RISK $11,757,650 $7,463,500 $7,472,900 $1,823,200
OTHER EXPENSES $920,185 $2,302,200 $2,880,000 $2,776,500
TOTAL $165,236,396 $167,595,900 $170,942,300 $171,065,200
Undistributed 1
CURRENT EMPLOYEES
NEW YORK STATE RETIREMENT SYSTEM
The City makes annual payments to the New York State Retirement System, which in turn is
responsible for making pension payments to eligible retirees. The New York State Comptroller
oversees the System. The City participates in multiple program tiers based on an employee’s date
of hire. Each tier provides a different level of benefits.

Non-Uniformed Employees: Employee Retirement System

Tier Hire Date
1 Before July 1, 1973
2 July 1, 1973 - July 26, 1976
3 July 27, 1976 - August 31, 1983
4 September 1, 1983 - December 31, 2009
5 January 1, 2010 - March 31, 2012
6 April 1, 2012 or later

Uniformed Employees: Police/Fire Retirement System

Tier Hire Date
1 Before July 31, 1973
2 August 1, 1973 to June 30, 2009
3 July 1, 2009 to January 8, 2010
4 Does not apply
5 January 9, 2010 to March 31, 2012
6 April 1, 2012 or later

The City’s pension payment to the state for fiscal year 2023-24 is the product of the estimated
state fiscal year 2022-23 City wage base and the state contribution rate for each tier. The 2022-23
wage base is calculated by the Comptroller based upon wages and salaries earned during the
period April 1, 2022 to March 31, 2023. The Comptroller sets the contribution rates which vary
from year to year. The retirement bill also includes the annual repayment amount of a prior year
amortization. The City amortized a portion of the pension bill in fiscal year 2013-14 and the
repayment amount is $1,359,100 annually through fiscal year 2023-24. A Voluntary Defined
Contribution (VDC) option is available as an alternative to joining the New York State Retirement
System to all unrepresented employees hired on or after July 1, 2013 who earn more than
$75,000. The plan is administered by the State University of New York (SUNY).
SOCIAL SECURITY: Under a provision of federal law the City contributes to the Social Security and
Medicare Trust Funds 7.65 percent of the first $160,200 (calendar year 2023 maximum) then 1.45
percent (Medicare portion only) after that for salaries and wages earned by each eligible
employee. Certain earnings and deductions are not subject to these rates, such as flexible
spending and payments to disabled employees.

HOSPITAL & MEDICAL COVERAGE: The City offers hospital and medical coverage to employees.
Agreements with labor unions determine specific coverage and the dollar amount contributed by
the City. The joint Labor/Management Health Care Committee works to address future cost
increases.

Undistributed 2
WORKERS' COMPENSATION: Under a self-insurance program, the City directly pays the medical
costs and the indemnity compensation payments to civilian employees injured on the job. A
private insurance firm responsible for investigating claims, making payments, and estimating
future reserve requirements administers the program.

DENTAL COVERAGE: The City offers dental coverage to employees. Agreements with labor unions
determine specific coverage and the dollar amount contributed by the City.

LIFE INSURANCE: The City provides term life insurance for all active full time employees.

DISABILITY INSURANCE: The City provides disability insurance coverage to Administrative,

Professional, and Technical employees and Confidential employees.

AMERICORPS: The Flower City AmeriCorps state grant provides stipends for program members.
CURRENT EMPLOYEES APPROPRIATION BY MAJOR OBJECT

TOTAL $119,979,688 $123,610,700 $124,752,600 $129,648,500
CURRENT EMPLOYEES APPROPRIATION BY ACTIVITY

NEW YORK STATE RETIREMENT $51,548,781 $50,167,800 $50,261,300 $52,372,700
SOCIAL SECURITY $18,288,664 $21,034,200 $21,287,600 $22,498,100
HOSPITAL MEDICAL $43,537,768 $44,725,700 $45,103,500 $46,503,000
WORKERS' COMPENSATION $4,438,736 $5,293,700 $5,423,300 $5,349,300
DENTAL $2,121,540 $2,128,000 $2,142,500 $2,195,500
LIFE INSURANCE $34,532 $59,900 $31,900 $37,000
DISABILITY INSURANCE $39,925 $45,000 $45,000 $50,300
AMERICORPS GRANT $356,307 $506,300 $881,400 $992,500
WORKERS COMP INTER and INTRAFUND CREDITS -$386,565 -$349,900 -$423,900 -$349,900
TOTAL $119,979,688 $123,610,700 $124,752,600 $129,648,500

NYS Retirement contribution increases due to salary and wage changes $2,111,400
Social Security expenses increase due to salary and wage changes $1,210,500
Hospital and medical expenses increase based on the terms of the Memorandum of Agreement with labor unions $1,399,500
AmeriCorps grant adjustment based on planned expenses $111,100
Dental expenses increase based on the terms of the Memorandum of Agreement with labor unions $53,000
Disability insurance is adjusted based on recent expenses $5,300
Life insurance is adjusted based on recent expenses $5,100
$4,895,900
Undistributed 3
NON-CURRENT EMPLOYEES
HOSPITAL & MEDICAL: The City provides hospital and medical benefits to eligible retirees.

DISABLED RETIRED FIREFIGHTERS: This activity includes the cost of pension payments to
permanently disabled firefighters who are entitled to collect the difference between the amount
they receive from the New York State Retirement System and pay for the bracket and step that
they held with the Fire Department at the time they separated from City employment.

UNEMPLOYMENT COMPENSATION: Individuals terminated from City employment under qualifying

circumstances are eligible for unemployment benefits according to federal guidelines. Quarterly
payments are made to New York State based on actual claim experience.

DENTAL: Coverage is provided to eligible firefighter retirees.

LIFE INSURANCE: Certain uniformed retirees are provided term life insurance benefits.
NON-CURRENT EMPLOYEES APPROPRIATION BY MAJOR OBJECT

TOTAL $32,578,872 $34,219,500 $35,836,800 $36,817,000
NON-CURRENT EMPLOYEES APPROPRIATION BY ACTIVITY

HOSPITAL/MEDICAL RETIREES $29,929,742 $31,758,900 $32,406,800 $33,746,900
DISABLED RETIRED FIREFIGHTERS $2,241,422 $1,780,000 $2,400,000 $2,000,000
UNEMPLOYMENT COMPENSATION $189,747 $434,700 $800,000 $800,000
DENTAL - RETIREES $123,275 $126,500 $130,000 $130,000
LIFE INSURANCE - RETIREES $94,686 $119,400 $100,000 $140,100
TOTAL $32,578,872 $34,219,500 $35,836,800 $36,817,000

Retiree hospital and medical expenses are assumed to increase 5% for calendar year 2024 $1,340,100
Life insurance for retirees is adjusted based on recent expenses $40,100
Disabled retired Firefighter expenses are decreased based on current headcount -$400,000
$980,200
Undistributed 4
GENERAL RISK MANAGEMENT
GENERAL INSURANCE: This category includes:

General and automobile liability for which the City is self-insured. A private firm administers the
total insurance program and handles claims.
A planned contribution to the Insurance Reserve.
Reimbursement to the General Fund for actual Enterprise Fund claims made two years prior
(fiscal year 2021-22).

JUDGMENTS AND CLAIMS: Funds to cover the City's liability for minor judgment-based obligations
that may occur outside of the normal tort litigation covered by the City's general insurance.
GENERAL RISK MANAGEMENT APPROPRIATION BY MAJOR OBJECT

Services $97,500 $100,000 $100,000 $105,000
Other $11,660,150 $7,363,500 $7,372,900 $1,718,200
TOTAL $11,757,650 $7,463,500 $7,472,900 $1,823,200
GENERAL RISK MANAGEMENT APPROPRIATION BY ACTIVITY

GENERAL INSURANCE $11,757,650 $7,455,100 $7,464,500 $1,823,200
JUDGMENTS CLAIMS $0 $8,400 $8,400 $0
TOTAL $11,757,650 $7,463,500 $7,472,900 $1,823,200

General Insurance is slightly increased to reflect recent expenses $5,000
Insurance Reserve reimbursement decreases based on actual prior year expenses -$1,654,700
Adjust planned contribution to Insurance Reserve -$4,000,000
-$5,649,700
Undistributed 5
OTHER EXPENSES
PAYMENTS TO OTHER GOVERNMENTS: This activity provides for payments to Monroe County and
other governments for charges and services. Monroe County Pure Waters Agency charges the City
for waste water removal at City-owned properties. The charge is based on both assessed property
value and water consumption. Taxes of certain city residents whose children attend suburban
schools are remitted to those suburban school districts as required by state law. Payments are
also made to Monroe County for services provided to City Court facilities.

EMPLOYEE DEVELOPMENT: This activity provides for the professional development of City
employees through various training programs and tuition reimbursement.

CITY CHANNEL 12 OPERATION: The City has an agreement with WXXI-TV to operate City 12 as the
government access channel providing programming to inform and entertain city residents.

LONG TERM LIABILITY ADJUSTMENTS: At the end of each fiscal year the Accounting Bureau
calculates changes from the prior year for short and long-term liabilities including workers’
compensation, pension, and vacation accruals. Prior year actual expenses for this category often
reflect increases or decreases in the short and long-term workers’ compensation liability for
certain Enterprise Funds. These changes are made in accordance with Generally Accepted
Accounting Principles (GAAP) and do not represent budgetary transactions.

TITLE REPORTS: Includes agreements with companies that search titles of properties in
foreclosure actions and issue title reports.

EFFICIENCY & EFFECTIVENESS INITIATIVES: This activity supports initiatives seeking greater
efficiency and enhanced effectiveness in City operations.

MOTOR EQUIPMENT BENEFITS CREDIT: This credit to Undistributed represents the estimated
benefits costs for active and retired employees in the Department of Environmental Services,
Bureau of Equipment Services. These benefits expenses are allocated directly to the Bureau of
Equipment Services so that these costs are part of the unit’s operational expense, and the full
costs are then recovered via the motor equipment chargeback imposed on each department (i.e.,
this credit eliminates double counting this expense citywide).

MISCELLANEOUS: This category includes:

RASE Commission recommendation implementation: The RASE Commission released a report
on its findings and recommendations for change in March 2021, and Undistributed has included
dedicated City funding for this work since 2021-22.
Employer Assisted Housing Initiative (EAHI): The EAHI program provides City employees with
$6,000 in assistance for down payment and closing costs for homes in the city of Rochester.
Credit Card Fees: The City pays credit card fees to banks for online or in-person credit card
transactions.
Parking expenses for City Court Judges.
Other Employee Benefits: The City incurs expense for certain pre-employment medical
expenses, as well as for the Employee Assistance Program, Flexible Spending program, and
reduced rate bus passes for employees.
Undistributed 6
OTHER EXPENSES APPROPRIATION BY MAJOR OBJECT

Personnel Expenses -$2,452,992 -$1,883,000 -$1,966,600 -$1,956,800
Services $3,019,494 $3,621,800 $4,084,300 $3,970,400
Other $353,683 $563,400 $762,300 $762,900
TOTAL $920,185 $2,302,200 $2,880,000 $2,776,500
OTHER EXPENSES APPROPRIATION BY ACTIVITY

PAYMENTS TO OTHER GOVERNMENTS $1,006,003 $1,001,600 $1,200,500 $1,201,100
EMPLOYEE DEVELOPMENT $194,011 $214,400 $323,100 $333,300
CHANNEL 12 OPERATION $235,644 $243,500 $247,500 $247,500
LONG TERM LIABILITY ADJUSTMENTS -$25,222 $0 $0 $0
TITLE REPORTS $138,400 $200,000 $250,000 $250,000
EFFICIENCY & EFFECTIVENESS $99,608 $100,000 $200,000 $200,000
MOTOR EQUIPMENT BENEFIT CREDIT -$2,431,200 -$2,316,600 -$2,316,600 -$2,316,600
MISCELLANEOUS $2,189,060 $2,859,300 $2,975,500 $2,861,200
INTERFUND CHARGES -$486,120 $0 $0 $0
TOTAL $920,185 $2,302,200 $2,880,000 $2,776,500

Professional services agreement expenses for Law Department and Mayor's Office increase $420,000
Employee development funding is adjusted based on recent expenses $10,200
Other employee benefits are adjusted based on recent expenses $7,800
Payments to other governments is adjusted based on recent expenses $600
As a result of funding several RASE initiatives directly within operating departments, new RASE Commission funding is reduced from
-$542,100
$1,000,000 to $250,000 for 2023-24 and anticipated unspent funds carry forward
-$103,500
Undistributed 7
CONTINGENCY
Contingency provides funds for difficult to project or otherwise unforeseen expenditures. The City
Council specifically authorizes each expenditure through a budget transfer to the department
incurring the expense.

Other $0 $266,100 $266,300 $100,000
TOTAL $0 $266,100 $266,300 $100,000

CONTINGENCY $0 $266,100 $266,300 $100,000
TOTAL $0 $266,100 $266,300 $100,000
The amounts shown reflect remaining Contingency budgets after amendments. The original 2022-
23 Contingency was $16,171,000. The original 2021-22 Contingency was $8,452,200. To see
legislation that transferred funds out of Contingency and into departments for expenditures
during 2022-23, please see the Summary of 2022-23 Budget Amendments here .

Allocation is made for difficult to project or unforeseen expenditures. -$166,300
-$166,300
Contingency 1
CAPITAL EXPENSE
EXPENDITURE SUMMARY
The Capital Expense budget finances the construction or reconstruction of facilities and services,
the acquisition and replacement of vehicles and equipment, and certain other projects and
improvements that provide benefits over a multi-year period. To be included in this budget, a
project or item must be consistent with the definition of “capital object or purpose” included in
Section 11 of New York State Local Finance Law.

The financing of these capital projects may occur principally through two means. First, a direct
appropriation may be made; this type of appropriation is included in the Cash Capital section.
Second, funds for the project may be obtained through the issuance of bonds and notes, two
forms of borrowing. The subsequent repayment of these borrowed funds and the related interest
costs are called “debt service.” Appropriations for these expenses are included in the Debt Service
section.

To plan for capital expenditures over a period of years and to ensure that equipment replacement
and building renovations are made when economically feasible and needed, a Capital
Improvement Program (CIP) is prepared anticipating capital investments and their proposed
sources of funding for a five-year period. The CIP follows this section as a separate document.
The first year's program in each five-year CIP provides the basis for the Cash Capital appropriation
and the annual Debt Authorization Plan.

Services $710 $500 $500 $300
Other $65,914,436 $77,908,700 $77,908,700 $94,144,100
TOTAL $65,915,146 $77,909,200 $77,909,200 $94,144,400

CASH CAPITAL $28,688,000 $37,578,100 $37,578,100 $50,741,000
DEBT SERVICE $37,227,146 $40,331,100 $40,331,100 $43,403,400
TOTAL $65,915,146 $77,909,200 $77,909,200 $94,144,400
Capital Expense 1
CASH CAPITAL

Other $28,688,000 $37,578,100 $37,578,100 $50,741,000
TOTAL $28,688,000 $37,578,100 $37,578,100 $50,741,000
Please note that the 2024-28 Capital Improvement Program introduces a reorganized
categorization of projects including the elimination of the Business Equipment, Municipal
Facilities, Non-Public Safety Fleet, Public Facilities, and Public Waterfront categories and the
creation of Equipment and Technology and Facilities categories. Further information is provided
in the Year to Year comparison below and the 2024-28 Capital Improvement Program document.
Category Actual 2021-22 Estimated 2022-23 Amended 2022-23 Proposed 2023-24
Arts and Culture $236,000 $236,000 $236,000 $171,000
Business Equipment $4,077,000 $3,165,000 $3,165,000 $0
Economic Development $2,679,000 $3,191,000 $3,191,000 $2,914,000
Equipment and Technology $0 $0 $0 $9,887,000
Facilities $0 $0 $0 $10,636,000
Municipal Facilities $6,297,000 $5,808,000 $5,808,000 $0
Non-Public Safety Fleet $1,999,000 $1,621,000 $1,621,000 $0
Parks and Open Space $3,534,000 $3,656,000 $3,656,000 $4,532,000
Public Facilities $185,000 $2,087,000 $2,087,000 $0
Public Safety $2,353,000 $7,216,000 $7,216,000 $7,086,000
Public Waterfront $15,000 $1,316,000 $1,316,000 $0
Transportation Infrastructure $5,602,000 $6,735,100 $6,735,100 $6,098,000
Water System $1,711,000 $2,547,000 $2,547,000 $9,417,000
$28,688,000 $37,578,100 $37,578,100 $50,741,000
Category Change Type Change Detail Change

Overall Percent for Arts Installations and
Cash Capital funding changes in existing Enhancements project funding increases,
Arts and Culture -$65,000
projects from 2022-23 however a portion of the funding is
budgeted for in the operating budget
Aggregate of projects completed and
Business Equipment Category discontinued -$3,165,000
projects transferred into other categories
Main Street Commons - Downtown
Economic Development New project $200,000
Revitalization Initiative
Cash Capital funding changes in existing
Economic Development Bull's Head cash capital funding is added $500,000
projects from 2022-23
Economic Development Marketview Heights URDP funding is added $404,000
Economic Development Demolition funding increases $100,000
Economic Development Downtown Streetscape funding is added $70,000
Cash Capital funding changes in existing Tax Delinquent Environmental Review
Economic Development $40,000
projects from 2022-23 funding is added
Economic Development Home Rochester funding is reduced -$25,000
Economic Development Various changes as planned -$50,000
Capital Expense 2
Cash Capital funding changes in existing Project Phoenix is not funded in 2023-24
Economic Development -$50,000
projects from 2022-23 due to existing available funds
Cash Capital funding changes in existing Acquisition/Economic Development funding
projects from 2022-23 is reduced
Cash Capital funding changes in existing Affordable Housing Acquisition and Support
projects from 2022-23 funding is reduced
Cash Capital funding changes in existing Home Ownership Program is not funded in
projects from 2022-23 2023-24 due to existing available funds
Cash Capital funding changes in existing Investigation and Remediation is not funded
projects from 2022-23 in 2023-24 due to existing available funds
Accounts Receivable Mainframe
Equipment and Technology New project $1,400,000
Replacement
City Council Legislation Management
Equipment and Technology New project $120,000
Software Solution
Equipment and Technology New project Solid Waste Technology Upgrade $20,000
Cash Capital funding changes in existing Environmental Services - Motor Equipment
Equipment and Technology $5,627,000
projects from 2022-23 transfers in, funding increases
Cash Capital funding changes in existing Citywide Security Improvements and Video
Equipment and Technology Surveillance Technology transfers in, $900,000
funding increases
Cash Capital funding changes in existing Environmental Services - Small Equipment
Equipment and Technology $582,000
Cash Capital funding changes in existing Aggregate of projects transferred into

Equipment and Technology Equipment and Technology and funded as $507,000
planned
Cash Capital funding changes in existing Client Services and Revitalization project
Cash Capital funding changes in existing Telephony Lifecycle project transfers in,
projects from 2022-23 funding increases
Cash Capital funding changes in existing Recreation & Human Services - Small
projects from 2022-23 Equipment transfers in, funding increases
Equipment and Technology Library - Motor Equipment is accelerated $66,000
Cash Capital funding changes in existing Recreation & Human Services - Furnishings
Equipment and Technology Parking - Motor Equipment transfers in $40,000
Cash Capital funding changes in existing Recreation & Human Services - Motor
projects from 2022-23 Equipment transfers in, funding decreases
Facilities New project Lake Riley Lodge Structural Remediation $794,000
Blue Cross Arena Building System
Facilities New project $400,000
Upgrades Phase 2: Ice Plant Replacement
Convention Center Exhibit Hall Fire
Facilities New project $100,000
Detection System Replacement
Facilities New project City Hall Public Reception Area $85,000
Facilities New project CVMF CNG Dispenser $80,000
Facilities New project Cortland/Midtown Tunnel Annual Allocation $75,000
Facilities New project Roc the Riverway Standard Allocation $50,000
Cash Capital funding changes in existing Aggregate of projects transferred to
Facilities $3,977,000
projects from 2022-23 Facilities and funded as planned
Cash Capital funding changes in existing CVMF Complex Security Upgrades, Part II
Facilities $800,000
projects from 2022-23 project transfers in, funding is accelerated
Cash Capital funding changes in existing City Facilities General Rehabilitation project
Facilities $765,000
Blue Cross Arena Mechanical Phase
Cash Capital funding changes in existing Upgrades Phase 3: Sewage Ejectors and
Facilities $658,000
projects from 2022-23 Suite Air Handling Units transfers in and is
funded
Cash Capital funding changes in existing Thomas P. Ryan R-Center Renovations
Facilities $425,000
projects from 2022-23 project transfers in, funding increases
Cash Capital funding changes in existing Heat Pump Replacement project transfers
Facilities $350,000
projects from 2022-23 in, funding increases
Cash Capital funding changes in existing Recreation and Human Services Facility
Facilities Improvements project transfers in, funding $350,000
increases
Cash Capital funding changes in existing Loretta Scott Center for Human Services
Facilities Roof Repairs project transfers in, funding $267,000
increases
Cash Capital funding changes in existing Convention Center Security Camera
Facilities $250,000
projects from 2022-23 Replacement transfers in and is funded
Cash Capital funding changes in existing Parking Garage Improvement Program
Facilities $231,000
projects from 2022-23 project transfers in, funding decreases
Cash Capital funding changes in existing DES Mount Read & Colfax Facilities Annual
Facilities Allocation project transfers in, funding $226,000
increases
Cash Capital funding changes in existing City Hall Annual Allocation project transfers
Facilities $210,000
projects from 2022-23 in, funding increases
Cash Capital funding changes in existing Parking Lot Improvements project transfers
Facilities $150,000
projects from 2022-23 in, funding decreases
Capital Expense 3
Cash Capital funding changes in existing Loretta Scott Center for Human Services
Facilities Building Annual Allocation project transfers $125,000
in, funding increases
Cash Capital funding changes in existing Asbestos Management project transfers in,
Facilities $75,000
projects from 2022-23 funding decreases
City Hall A Building Window
Cash Capital funding changes in existing Replacement/Heat Pump & Envelope
Facilities $73,000
projects from 2022-23 Improvements project transfers in and
funding is added
Cash Capital funding changes in existing Rochester Community Sports Complex
Facilities $70,000
projects from 2022-23 Annual Allocation
Cash Capital funding changes in existing Roof Improvement Allocation project
Facilities $50,000
projects from 2022-23 transfers in, funding decreases
Municipal Facilities Category discontinued -$5,808,000
Non-Public Safety Fleet Category discontinued -$1,621,000
Parks and Open Space New project Tree Expansion Beautification Program $1,650,000
William A. Johnson Jr. Port Terminal
Parks and Open Space New project $261,000
Building Roof Restoration
William A. Johnson Jr. Port Terminal
Parks and Open Space New project Building Main Entrance Sliding Door $87,000
Replacement
Mount Hope and Riverside Cemeteries
Parks and Open Space New project Archival Fire Suppression System $30,000
Assessment
Parks and Open Space Various changes as planned $240,000
Cash Capital funding changes in existing Tennis/Basketball Court General Rehab
Parks and Open Space $190,000
projects from 2022-23 funding increases
Cash Capital funding changes in existing Cemeteries Development, Memorialization,
projects from 2022-23 and Site Improvements funding increases
Cash Capital funding changes in existing William A. Johnson Jr. Port of Rochester
Parks and Open Space Terminal Building Annual Allocation $90,000
transfers in, funding is reduced
Cash Capital funding changes in existing Public Market General Rehab funding
projects from 2022-23 increases
Cash Capital funding changes in existing Aggregate of projects transferred into Parks
projects from 2022-23 and Open Space and funded as planned
Cash Capital funding changes in existing High Falls District Right of Way transfers in,
projects from 2022-23 funding is reduced
Cash Capital funding changes in existing Martin Luther King Jr. Memorial Park
projects from 2022-23 Playground Renovation funding is added
Cash Capital funding changes in existing International Plaza General Rehab transfers
projects from 2022-23 in, funding is reduced
Cash Capital funding changes in existing Statue & Monument Improvement is not
Parks and Open Space -$50,000
projects from 2022-23 funded
Cash Capital funding changes in existing Mount Hope Cemetery Road Paving
projects from 2022-23 Improvements is not funded
Cash Capital funding changes in existing Genesee Riverway Rehabilitation Annual

Parks and Open Space Allocation funding is not funded due to -$150,000
available funding sources
Cash Capital funding changes in existing Recreation and Human Services Facility
projects from 2022-23 Improvements funding moves to Facilities
Cash Capital funding changes in existing Playground and Play Apparatus Renovation
projects from 2022-23 Annual Allocation is reduced
Tennis Court/Field Lighting Controls and
Parks and Open Space Project funding complete -$50,000
Upgrades Assessment
Parks and Open Space Project funding complete Spray Park Rehab - Carter St. R-Center -$80,000
Parks and Open Space Project funding complete Maplewood Park Trail Improvements -$150,000
Parks and Open Space Project funding complete Cornerstone Park Fountain Restoration -$160,000
Parks and Open Space Project funding complete Park Shelters -$226,000
Public Facilities Category discontinued -$2,087,000
Public Safety New project Broad and Allen Firehouse renovation $725,000
Public Safety New project Goodman Firehouse Renovations $600,000
Police Cash and Money Management
Public Safety New project $350,000
Software Upgrades
Public Safety New project Fire Emergency Records Management $175,000
RPD Genesee Lake section Office Site
Fencing
Fire Scheduling Technology Software
Solution
Public Safety Police motor equipment funding increases $413,000
Cash Capital funding changes in existing Aggregate of projects transferred into Public
Public Safety $305,000
projects from 2022-23 Safety Category
Public Safety Various changes as planned -$40,000
Capital Expense 4

Public Safety Police equipment funding decreases -$101,000
Public Safety Fire equipment funding decreases -$526,000
Cash Capital funding changes in existing Fire Fighting apparatus funding shifts to
Public Safety -$1,180,000
projects from 2022-23 debt
Public Safety Project funding complete Police Bodyworn Camera project -$1,025,000
Public Waterfront Category discontinued -$1,316,000
Transportation Infrastructure New project Bull's Head Revitalization $276,000
Transportation Infrastructure New project Transportation Planning $55,000
Transportation Infrastructure New project Railroad Underpass Safety Improvements $50,000
Transportation Infrastructure Street Treatment funding increases $915,000
Cash Capital funding changes in existing Dewey Avenue and Emerson Street Project
Transportation Infrastructure $505,000
projects from 2022-23 funding added
Transportation Infrastructure Various changes as planned $473,000
Cash Capital funding changes in existing Hazardous Sidewalk Remediation funding
projects from 2022-23 added
Cash Capital funding changes in existing Bridges - Standard Allocation funding
projects from 2022-23 increases
Transportation Infrastructure Project Uplift funding increases $100,000
Transportation Infrastructure 131k North Goodman funding is added $85,000
Cash Capital funding changes in existing Street Lighting Standard Allocation is
Transportation Infrastructure -$5,000
projects from 2022-23 reduced
Cash Capital funding changes in existing Sidewalk Ramp Installation funding is
Transportation Infrastructure -$329,000
Cash Capital funding changes in existing Milling and Resurfacing cash funding is
Transportation Infrastructure -$1,222,000
Transportation Infrastructure Project funding complete Brown's Race project -$58,000
Transportation Infrastructure Project funding complete Seneca Avenue project -$107,000
Transportation Infrastructure Project funding complete Flint Street project -$155,000
Transportation Infrastructure Project funding complete South Avenue and Stone Street project -$785,000
NYS Pave our Pothole funding not assumed
Transportation Infrastructure Project funding complete -$835,100
in 2023-24 budget
Water System New project Hemlock Filtration Plant HVAC Upgrades $300,000
Water System Various changes as planned $2,767,000
Cash Capital funding changes in existing Highland Reservoir LT2 Compliance funding
Water System $2,000,000
projects from 2022-23 is added
Cash Capital funding changes in existing Environmental Services - Water Motor
Water System $1,310,000
projects from 2022-23 Equipment funding increases
Cash Capital funding changes in existing Water Treatment Plant Filter Rehabilitation
Water System $400,000
projects from 2022-23 funding is added
Cash Capital funding changes in existing Aggregate of projects transferred into Water
projects from 2022-23 System Category
Cash Capital funding changes in existing Holly Pump Station Related Renovations
projects from 2022-23 funding is accelerated
$13,162,900
Capital Expense 5
DEBT SERVICE

Services $710 $500 $500 $300
Other $37,226,436 $40,330,600 $40,330,600 $43,403,100
TOTAL $37,227,146 $40,331,100 $40,331,100 $43,403,400

BOND ANTICIPATION NOTES INTEREST PAYABLE $1,615,476 $2,597,400 $2,597,400 $4,517,900
BOND ANTICIPATION NOTES PRINCIPAL $10,465,000 $14,537,000 $14,537,000 $16,184,000
PROFESSIONAL SERVICES $710 $500 $500 $300
SERIAL BONDS INTEREST PAYABLE $3,559,815 $4,649,900 $4,649,900 $3,415,600
SERIAL BONDS PRINCIPAL $21,586,144 $18,546,300 $18,546,300 $19,285,600
TOTAL $37,227,146 $40,331,100 $40,331,100 $43,403,400
The following table illustrates the actual rates on borrowing contracted by the City during 2022-
23. Rates vary with the type of borrowing, size of the issue, and general market conditions.

Date Type of Issue Interest Rate

August 2022 BAN 4.0
February 2023 BAN 4.5
STATEMENT OF INDEBTEDNESS - JUNE 30, 2023
Capital Expense 6
BOND DEBT TO MATURITIES (PRINCIPAL, ALL FUNDS) - JUNE 30,
2023
$40M
Data Updated Apr 22, 2023,
2:47 PM $35M
$30M
$25M
$20M
$15M
$10M
$5M
$0
2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31 2031-32 2032-33 2033-34 2034-35 2035-36 2036-37
$485,000.00
Entity in 2036-37
Fiscal Year City School Total

2023-24 19,285,539.00 16,564,461.00 35,850,000.00
2024-25 16,677,317.00 12,427,683.00 29,105,000.00
2025-26 11,374,672.00 12,100,328.00 23,475,000.00
2026-27 9,562,842.00 11,427,158.00 20,990,000.00
2027-28 7,715,000.00 9,855,000.00 17,570,000.00
2028-29 6,690,000.00 9,960,000.00 16,650,000.00
2029-30 4,945,000.00 8,720,000.00 13,665,000.00
2030-31 4,210,000.00 8,170,000.00 12,380,000.00
2031-32 2,815,000.00 6,590,000.00 9,405,000.00
2032-33 2,005,000.00 5,560,000.00 7,565,000.00
2033-34 1,625,000.00 4,205,000.00 5,830,000.00
2034-35 920,000.00 2,630,000.00 3,550,000.00
2035-36 880,000.00 1,100,000.00 1,980,000.00
2036-37 485,000.00 0.00 485,000.00
89,190,370.00 109,309,630.00 198,500,000.00
Capital Expense 7
TAX RATE SUMMARY
This section provides a tax rate summary of the total expenditures proposed and the financial
impact of the CIP on the City’s outstanding debt and tax levy for debt and cash capital. Assessed
values and the distribution between the Homestead and Non-Homestead property categories are
held at 2023-24 levels throughout the five-year period.
TAX RATES FOR CASH CAPITAL
TAX RATES FOR DEBT SERVICE
Capital Expense 8
ERRATA AND ADDENDUM
An errata and addendum section makes adjustments to the 2024-28 Capital Improvement
Program document subsequent to the date it was published as a result of updated information
received.
Capital Expense 9
CITY OFFICIALS
City Council
Miguel A. Meléndez, Jr. (At-Large)

President
Mary Lupien (East District)

Vice President
Mitch Gruber (At-Large)

LaShay D. Harris (South District)
Willie J. Lightfoot (At-Large)
Stanley Martin (At-Large)
Michael A. Patterson (Northeast District)
Jose Peo (Northwest District)
Kim Smith (At-Large)
Mayor
Malik D. Evans
Deputy Mayor
Patrick Cunningham
Office of Management & Budget

Michael T. Burns, Director
Kristina Heiligenthaler, Principal Staff Assistant
CAPITAL IMPROVEMENT PROGRAM
ABOUT THE CAPITAL IMPROVEMENT PROGRAM

The Capital Improvement Program (CIP) is a five-year plan for the construction or reconstruction
of facilities, acquisition and replacement of vehicles and equipment, technology implementations,
and certain other projects and improvements that provide benefits to Rochester residents over a
multi-year period. To be included in the capital program, a project or item must be consistent with
the definition of capital object or purpose included in Section 11 of the New York State Local
Finance Law.

The financing of capital projects may occur through three means. First, a direct appropriation may
be made; this type of appropriation is known as cash capital. Second, funds for projects may be
obtained through the issuance of bonds and notes, two forms of debt. The subsequent repayment
of this debt and related interest costs is called debt service. Funding for repayment of debt is
included in the Debt Service allocation of the annual operating budget. Third, full or partial
funding for some projects is obtained from outside agencies including the federal, state, or county
governments or private sources. The first year's program in each five-year CIP provides the basis
for the Cash Capital appropriation and the annual Debt Authorization Plan related to the budget
for the fiscal year.

The CIP is organized in two parts. The first part is a financial summary of the recommend
program. The second part represents the project detail organized into categories and sub-
categories. Each category is prefaced by a narrative description, a listing of new programs, and
program changes from Years 2-5 of the prior five-year CIP. Each project is described along with its
cost and funding source for each year of the plan.
Capital Improvement Program Summary 1

TABLE OF CONTENTS
FINANCIAL CATEGORIES & ONLINE TOOLS

SUMMARY PROJECTS
2024-28 Summary by Arts and Culture Capital Project Map

Funding Source Economic Development Alignment with Rochester
2024-28 Summary by Equipment and Technology 2034 Comprehensive Plan
Category Facilities
2023-24 Summary by Parks and Open Space
Funding Source and by Public Safety
Category Transportation
Infrastructure
Water System

FINANCIAL SUMMARY
SUMMARY OF 2024-28 CAPITAL IMPROVEMENT PROGRAM BY

FUNDING SOURCE
Funding Sources 2023-24 2024-25 2025-26 2026-27 2027-28 Total

Animal Control Cash Capital $100,000 $232,000 $152,000 $62,000 $62,000 $608,000
Cemetery Cash Capital $765,000 $2,356,000 $1,964,000 $1,790,000 $4,192,000 $11,067,000
Cemetery Debt $0 $504,000 $2,280,000 $0 $1,271,000 $4,055,000
Community Development Block Grant $2,016,000 $1,905,000 $1,905,000 $1,905,000 $1,905,000 $9,636,000
Federal $9,028,000 $8,666,000 $16,016,000 $98,842,000 $4,550,000 $137,102,000
General Cash Capital $28,209,000 $53,973,000 $40,838,000 $39,725,000 $36,646,000 $199,391,000
General Debt $29,079,000 $60,363,000 $76,983,000 $49,622,000 $59,829,000 $275,876,000
Library Cash Capital $754,000 $1,734,000 $1,744,000 $2,408,000 $710,000 $7,350,000
Library Debt $633,000 $0 $0 $8,500,000 $2,000,000 $11,133,000
Local Works Cash Capital $3,527,000 $3,940,000 $3,695,000 $2,685,000 $3,783,000 $17,630,000
Local Works Debt $5,940,000 $3,440,000 $3,545,000 $3,650,000 $3,760,000 $20,335,000
Monroe County $2,085,000 $0 $0 $4,250,000 $0 $6,335,000
Monroe County Traffic $376,000 $680,000 $649,000 $559,000 $319,000 $2,583,000
New York State $12,540,000 $6,912,000 $0 $0 $0 $19,452,000
Parking Cash Capital $3,092,000 $2,218,000 $1,954,000 $1,782,000 $2,145,000 $11,191,000
Parking Debt $542,000 $1,500,000 $1,750,000 $2,082,000 $377,000 $6,251,000
Private $65,000 $435,000 $0 $0 $0 $500,000
Public Market Cash Capital $112,000 $356,000 $116,000 $368,000 $2,845,000 $3,797,000
Refuse Cash Capital $2,989,000 $2,889,000 $3,078,000 $4,272,000 $5,734,000 $18,962,000
Refuse Debt $4,100,000 $0 $0 $0 $7,800,000 $11,900,000
War Memorial Cash Capital $1,058,000 $928,000 $1,150,000 $1,239,000 $966,000 $5,341,000
War Memorial Debt $850,000 $6,650,000 $3,400,000 $900,000 $0 $11,800,000
Water Cash Capital $9,759,000 $7,458,000 $6,775,000 $7,917,000 $7,795,000 $39,704,000
Water Debt $18,172,000 $14,153,000 $32,032,000 $11,845,000 $12,205,000 $88,407,000
TOTAL $135,791,000 $181,292,000 $200,026,000 $244,403,000 $158,894,000 $920,406,000
SUMMARY OF CAPITAL IMPROVEMENT PROGRAM BY CATEGORY
CIP Category 2023-24 2024-25 2025-26 2026-27 2027-28 Total

Arts and Culture $171,000 $271,000 $1,371,000 $271,000 $271,000 $2,355,000
Economic Development $11,925,000 $17,888,000 $10,518,000 $7,064,000 $6,946,000 $54,341,000
Equipment and Technology $16,587,000 $18,408,000 $11,581,000 $9,769,000 $11,888,000 $68,233,000
Facilities $17,817,000 $27,337,000 $22,106,000 $39,513,000 $44,714,000 $151,487,000
Parks and Open Space $9,510,000 $21,615,000 $44,364,000 $10,904,000 $18,421,000 $104,814,000
Public Safety $11,911,000 $16,363,000 $20,171,000 $13,343,000 $16,003,000 $77,791,000
Transportation Infrastructure $42,651,000 $61,986,000 $53,937,000 $148,073,000 $42,764,000 $349,411,000
Water System $25,219,000 $17,424,000 $35,978,000 $15,466,000 $17,887,000 $111,974,000
TOTAL $135,791,000 $181,292,000 $200,026,000 $244,403,000 $158,894,000 $920,406,000

FUNDING SOURCE
Data Updated Apr 25, 2023,

4:48 PM General Debt
Other
Water Cash Capital General Cash Capital
New York State
Water Debt
$135,791,000.00
Funding Sources in 2024

CATEGORY
Data Updated Apr 25, 2023, Other

4:48 PM
Transportation Infra...
Economic Development
Equipment and Techno...
Water System
Facilities
$135,791,000.00
CIP Category in 2024

CAPITAL IMPROVEMENT PROGRAM BY CATEGORY
ARTS AND CULTURE ECONOMIC DEVELOPMENT
Housing
Neighborhood...
Downtown Dev...
Environmenta...
Land Acquisi...
Public Art
$171,000.00 $11,925,000.00
CIP Sub Category in 2024 CIP Sub Category in 2024
Public Art Downtown Development

Environmental Compliance and Remediation
Housing
Land Acquisition
Neighborhood Development

EQUIPMENT AND TECHNOLOGY FACILITIES
Other
Client Techn... Other
Business Equ...
Security and... Recreation a...
Enterprise T... City Hall
Blue Cross A...
Motor Equipm...
General Reha... Parking Gara...
$16,587,000.00 $17,817,000.00
Business Equipment Blue Cross Arena at the Rochester War

Client Technology Solutions Memorial
Enterprise Technology Solutions City Hall
Motor Equipment General Rehabilitation
Network Telecommunications and Security Joseph A. Floreano Rochester Riverside
Security and Surveillance Convention Center
Library Facilities
Operations Center Complex
Parking Garages
Recreation and Parks Facilities
Rochester Community Sports Complex

PARKS AND OPEN SPACE PUBLIC SAFETY
Markets Emergency Co...

Waterfront Public Safet...
Cemeteries
Police
Urban Forest Recreation
Fire
$9,510,000.00 $11,911,000.00
Cemeteries Emergency Communications

Markets Fire
Recreation Police
Trail System Public Safety Building
Urban Forest
Waterfront
TRANSPORTATION WATER SYSTEM

INFRASTRUCTURE
Other Water Facili...

Street Light... Equipment an...
Traffic
Sidewalk Mai...
Street Rehab... Distribution...
Water Supply...
Arterial Imp...
$42,651,000.00 $25,219,000.00
Arterial Improvements Distribution System

Bridges and Structures Equipment and Technology
Sidewalk Maintenance Water Facilities
Street Lighting System Water Supply Structures
Street Rehabilitation
Traffic

CAPITAL IMPROVEMENT PROGRAM &
ROCHESTER 2034
FY 2024-28 Capital Improvement Program
Rochester 2034 is a 15-year comprehensive plan adopted by the City of Rochester in November
2019 to improve our community leading up to our 200th birthday. The Plan covers a wide variety
of topics, from housing and transportation to economic growth and historic preservation. Each
topic includes Goals and Strategies that are aligned with an overarching community Vision and
set of Guiding Principles. Overall, the Plan presents a blueprint for growth and development.

Approximately $130 million of the Capital Improvement Program proposed for 2023-24 (all
funding sources) aligns directly with a goal identified in the Rochester 2034 Comprehensive Plan.
Use the interactive chart below to explore the Rochester 2034 goals supported by the CIP. Hover
over any color and the corresponding Rochester 2034 goal will be shown under the chart,
including the total amount of money allocated to address that goal and the percentage of funds
in a given CIP category dedicated to that goal. More information on the Rochester 2034
Comprehensive Plan can be found here .
$40M
Data Updated May 05, 2023,
8:02 PM $35M
$30M
$25M
$20M
$15M
$10M
$5M
$0
Arts & Culture Equipment & Tec... Facilities Public Safety Transportation ... Water System
$25,219,000.00
ROC2034 Goal in Water System

ARTS AND CULTURE
DESCRIPTION SUB-CATEGORY
The Arts and Culture category includes funds Public Art

for cultural improvements throughout
Rochester.
SUMMARY OF ARTS AND CULTURE BY FUNDING SOURCE

General Cash Capital $171,000 $271,000 $1,371,000 $271,000 $271,000 $2,355,000
TOTAL $171,000 $271,000 $1,371,000 $271,000 $271,000 $2,355,000
SUMMARY OF ARTS AND CULTURE BY SUB-CATEGORY
CIP Sub Category 2023-24 2024-25 2025-26 2026-27 2027-28 Total

Public Art $171,000 $271,000 $1,371,000 $271,000 $271,000 $2,355,000
TOTAL $171,000 $271,000 $1,371,000 $271,000 $271,000 $2,355,000
Arts and Culture 9

2023-27 TO 2024-28 CAPITAL IMPROVEMENT
PROGRAM COMPARISON

The following section provides a comparison of the 2023-27 Capital Improvement Program to the
2024-28 Capital Improvement Program by subcategory and a review of fiscal years represented in
each plan. Funding amounts and sources remain unchanged for all other projects not listed
below.
NEW PROJECTS:
The following projects are new to the City's 2024-28 Capital Improvement Program:
Roc the Riverway Public Art is added in 2025-26
Rochester Riverside Convention Center Terrace Public Art is added in 2025-26
PROJECT CHANGES:
The following table shows changes in planned project funding levels and sources when comparing
the 2023-24, 2024-25, 2025-26, and 2026-27 fiscal years reflected in the 2023-27 and 2024-28
Capital Improvement Programs. Funds are reflected as "n/a" for the 2027-28 fiscal year because
it is beyond the scope of the 2023-27 Capital Improvement Program.

Arts and Culture 10

ARTS AND CULTURE INVESTMENT MAP
Rochester has demonstrated a commitment to strengthening arts and culture. From 2016 to June
2022, the City funded over $2.6 million of public art and arts education using operating funds,
capital allocations, Community Development Block Grant and other grant funding, and Library-
specific funding. An additional $2 million of City funding has supported special events, including
many annual festivals, since 2017. For more information about these investments, see the Arts
and Culture Investment map below or visit the City's Arts Initiatives and Public Art webpage .
Information Legend
Public Arts + + Public Arts Investments
Culture Investment – Total Funding ($)
Since 2016* > 250,000 –

501,100
The City of Rochester is

> 100,000 –
working to increase it’s
250,000
spending on public art and to
be more transparent and > 50,000 –
inclusive in that spending. This 100,000
effort begins with accounting > 10,000 – 50,000
for investments in previous
years, as displayed on this 0 – 10,000
map, which will be a
framework for tracking
Special Events
spending in future years.
Total Funding ($)
Since the beginning of 2016*,
the City has funded over > 250,000 –
729,000
$2.6M of public art. Those
investments, appearing as
purple circles on the map, > 100,000 –
250,000
include physical art,
performing arts, and arts > 50,000 –
education. An additional $2M 100,000
of City funding has supported
> 10,000 – 50,000
special events, including many
annual festivals, since 2017. 1,000 – 10,000
Special events appear as
orange circles on the map.
Special events that were solely
sports-focused, funded all or
in part by the City, were
excluded from the map.
Most of the investments were

made at a single location, such
as an R-Center or park. Where
the investment was made in
multiple locations in an area,
such as the Corn Hill Festival,
the investment is shown
centered in that area.
Click on a circle to see a pop-

up window with information
about the investment, City of Rochester, NY
Arts and Culture 11

ARTS AND CULTURE: PUBLIC ART


CLICK HERE TO RETURN TO THE ARTS AND CULTURE CATEGORY
SUMMARY OF ARTS AND CULTURE: PUBLIC ART BY FUNDING

SOURCE

TOTAL $171,000 $271,000 $1,371,000 $271,000 $271,000 $2,355,000
PERCENT FOR ARTS INSTALLATIONS AND ENHANCEMENTS
The City's Percent for Arts Policy sets aside an amount equal to 1% of qualifying capital project
funding each fiscal year for public arts initiatives. In 2023-24, the Percent for Arts allocation is
$271,000. The allocation is split between the City's cash capital budget ($171,000) for capital art
installations and enhancements at public spaces and the operating budget ($100,000) for use on
non-capital arts initiatives including exhibits, performances, and arts education.
General Cash Capital $171,000 $271,000 $271,000 $271,000 $271,000 $1,255,000
TOTAL $171,000 $271,000 $271,000 $271,000 $271,000 $1,255,000
ROC THE RIVERWAY PUBLIC ART INSTALLATIONS
Small Installations of art supporting the Roc the Riverway initiative.

General Cash Capital $0 $0 $600,000 $0 $0 $600,000
TOTAL $0 $0 $600,000 $0 $0 $600,000
ROCHESTER RIVERSIDE CONVENTION CENTER TERRACE PUBLIC ART
Installation of public art at the Joseph A. Floreano Rochester Riverside Convention Center.
TOTAL $0 $0 $500,000 $0 $0 $500,000
Arts and Culture 12

ECONOMIC DEVELOPMENT
DESCRIPTION SUB-CATEGORIES
The Economic Development category consists Downtown Development

of projects to preserve and enhance the Environmental Compliance and Remediation
employment, economy, and tax base of Housing
Rochester including neighborhood physical Land Acquisition
improvements, infrastructure to support Neighborhood Development
industrial and commercial development, and
remediation of contaminated sites.
SUMMARY OF ECONOMIC DEVELOPMENT BY FUNDING SOURCE

General Debt $5,750,000 $10,160,000 $3,263,000 $0 $0 $19,173,000
New York State $1,300,000 $0 $0 $0 $0 $1,300,000
TOTAL $11,925,000 $17,888,000 $10,518,000 $7,064,000 $6,946,000 $54,341,000
SUMMARY OF ECONOMIC DEVELOPMENT BY SUB-CATEGORY

Downtown Development $1,570,000 $72,000 $74,000 $76,000 $78,000 $1,870,000
Environmental Compliance and Remediation $5,540,000 $10,878,000 $681,000 $713,000 $668,000 $18,480,000
Housing $350,000 $1,925,000 $2,550,000 $2,425,000 $2,550,000 $9,800,000
Land Acquisition $3,311,000 $3,300,000 $3,300,000 $3,300,000 $3,300,000 $16,511,000
Neighborhood Development $1,154,000 $1,713,000 $3,913,000 $550,000 $350,000 $7,680,000
TOTAL $11,925,000 $17,888,000 $10,518,000 $7,064,000 $6,946,000 $54,341,000
Economic Development 13
PROGRAM COMPARISON
The following section provides a comparison of the 2023-27 Capital Improvement Program to the
2024-28 Capital Improvement Program by subcategory and a review of fiscal years represented in
each plan. Funding amounts and sources remain unchanged for all other projects not listed
below.
DOWNTOWN DEVELOPMENT
NEW PROJECTS:
Main Street Commons Downtown Revatilization Initiative is added in 2023-24 and 2024-25

PROJECT CHANGES:
none
ENVIRONMENTAL COMPLIANCE AND REMEDIATION
NEW PROJECTS:
430 Andrews Street environmental remediation is added in 2024-25
High Falls State Park is added in 2024-25
Roc the Riverway West River Wall/Former Vacuum Oil Brownfield is added in 2023-24 and 2024-
25

PROJECT CHANGES:
HOUSING
NEW PROJECTS:
none

PROJECT CHANGES:
LAND ACQUISITION
NEW PROJECTS:
none

PROJECT CHANGES:
NEIGHBORHOOD DEVELOPMENT
NEW PROJECTS:
The following project is new to the City's 2024-28 Capital Improvement Program:
Olean-Kennedy Residential Development Preparation is added in 2024-25 and 2025-26

PROJECT CHANGES:

ECONOMIC DEVELOPMENT: DOWNTOWN

DEVELOPMENT

CLICK HERE TO RETURN TO THE ECONOMIC DEVELOPMENT CATEGORY
SUMMARY OF ECONOMIC DEVELOPMENT: DOWNTOWN

DEVELOPMENT BY FUNDING SOURCE

General Cash Capital $270,000 $72,000 $74,000 $76,000 $78,000 $570,000
New York State $1,300,000 $0 $0 $0 $0 $1,300,000
TOTAL $1,570,000 $72,000 $74,000 $76,000 $78,000 $1,870,000
DOWNTOWN STREETSCAPE
Installation of trees, grates, benches, pavement, lights, and other enhancements.

TOTAL $70,000 $72,000 $74,000 $76,000 $78,000 $370,000
MAIN STREET COMMONS - DOWNTOWN REVITALIZATION

INITIATIVE
Design and construction of a public plaza connecting East Main Street and Division Street.

General Cash Capital $200,000 $0 $0 $0 $0 $200,000
New York State $1,300,000 $0 $0 $0 $0 $1,300,000
TOTAL $1,500,000 $0 $0 $0 $0 $1,500,000

ECONOMIC DEVELOPMENT:
ENVIRONMENTAL COMPLIANCE AND
REMEDIATION

SUMMARY OF ECONOMIC DEVELOPMENT: ENVIRONMENTAL

COMPLIANCE AND REMEDIATION BY FUNDING SOURCE

General Debt $5,500,000 $10,160,000 $0 $0 $0 $15,660,000
TOTAL $5,540,000 $10,878,000 $681,000 $713,000 $668,000 $18,480,000
430 ANDREWS STREET
Demolition of former gas station, removal of underground storage tanks, and cleanup of
petroleum contamination.

General Debt $0 $160,000 $0 $0 $0 $160,000
TOTAL $0 $160,000 $0 $0 $0 $160,000
HIGH FALLS STATE PARK - 52 AND 96 FALLS STREET
Investigation and remediation of former municipal incinerator properties prior to incorporation

into proposed High Falls State Park.

General Debt $0 $1,900,000 $0 $0 $0 $1,900,000
TOTAL $0 $1,900,000 $0 $0 $0 $1,900,000
INVESTIGATION AND REMEDIATION
Investigation and remediation of contaminated sites within the City's jurisdiction, environmental
compliance, energy and sustainability projects, storm water permit and inspection services, waste
management, asbestos project oversight, laboratory analytical testing, and federal and state grant
matches. Funding is also included for Site Management Periodic Review Reports required for
contaminated sites that have undergone environmental cleanup and received a Certificate of
Completion from the New York State Department of Environmental Conservation.

General Cash Capital $0 $678,000 $641,000 $673,000 $628,000 $2,620,000
TOTAL $0 $678,000 $641,000 $673,000 $628,000 $2,620,000
TAX DELINQUENT ENVIRONMENTAL REVIEW
Screening and ranking assessment of tax delinquent brownfield properties.

TOTAL $40,000 $40,000 $40,000 $40,000 $40,000 $200,000
VACUUM OIL REFINERY BROWNFIELD CLEANUP
Investigation and remediation of contamination related to oil refinery operations associated with
the former Vacuum Oil Refinery prior to redevelopment and planned public improvements. The
project will be completed under the City’s existing New York State Department of Environmental
Conservation Brownfield Cleanup Program Vacuum Oil project.

General Debt $3,000,000 $4,000,000 $0 $0 $0 $7,000,000
TOTAL $3,000,000 $4,000,000 $0 $0 $0 $7,000,000
WEST RIVER WALL/FORMER VACUUM OIL REFINERY BROWNFIELD

CLEANUP
Investigation and remediation of contamination related to oil refinery operations associated with
the former Vacuum Oil Refinery prior to redevelopment or planned public improvements. The
project is anticipated to be completed under a formal Brownfield Cleanup Program (BCP)
agreement with the New York State Department of Environmental Conservation in conjunction
with the City’s existing BCP Vacuum Oil Brownfield Opportunity Area projects currently underway.

General Debt $2,500,000 $4,100,000 $0 $0 $0 $6,600,000
TOTAL $2,500,000 $4,100,000 $0 $0 $0 $6,600,000

ECONOMIC DEVELOPMENT: HOUSING


SUMMARY OF ECONOMIC DEVELOPMENT: HOUSING BY FUNDING

SOURCE

General Cash Capital $350,000 $1,925,000 $2,550,000 $2,425,000 $2,550,000 $9,800,000
TOTAL $350,000 $1,925,000 $2,550,000 $2,425,000 $2,550,000 $9,800,000
AFFORDABLE HOUSING ACQUISITION AND SUPPORT
Support for the development of affordable housing city-wide.

General Cash Capital $250,000 $500,000 $1,000,000 $1,000,000 $1,000,000 $3,750,000
TOTAL $250,000 $500,000 $1,000,000 $1,000,000 $1,000,000 $3,750,000
HOME OWNERSHIP PROGRAM
Closing cost and down payment assistance for qualifying participants in the City's homeownership
programs.

TOTAL $0 $300,000 $450,000 $300,000 $450,000 $1,500,000
HOME ROCHESTER
Funding for income-eligible homebuyers of up to 120% area median income (AMI) through Home
Rochester and projects through Rochester Land Bank Corporation.

TOTAL $100,000 $125,000 $100,000 $125,000 $100,000 $550,000
ROOFING PROGRAM
Replacement of roofs, skylights, roof drains, gutters and roofing masonry structure/decking, and
parapet reconstruction for income-eligible homeowners.

General Cash Capital $0 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,000,000
TOTAL $0 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,000,000

ECONOMIC DEVELOPMENT: LAND

ACQUISITION

SUMMARY OF ECONOMIC DEVELOPMENT: LAND ACQUISTION BY

FUNDING SOURCE

TOTAL $3,311,000 $3,300,000 $3,300,000 $3,300,000 $3,300,000 $16,511,000
ACQUISITION/ECONOMIC DEVELOPMENT
Purchase of land/sites for development or other purposes that support the economic health and
vitality of Rochester.

TOTAL $250,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $4,250,000
DEMOLITION
Demolition of buildings that are untenable, unneeded, or to enable reuse of the parcel.

General Cash Capital $1,100,000 $500,000 $500,000 $500,000 $500,000 $3,100,000
TOTAL $3,061,000 $2,300,000 $2,300,000 $2,300,000 $2,300,000 $12,261,000

ECONOMIC DEVELOPMENT:
NEIGHBORHOOD DEVELOPMENT

SUMMARY OF ECONOMIC DEVELOPMENT: NEIGHBORHOOD

DEVELOPMENT BY FUNDING SOURCE

Community Development Block Grant $0 $50,000 $50,000 $50,000 $50,000 $200,000
General Cash Capital $904,000 $1,663,000 $600,000 $500,000 $300,000 $3,967,000
General Debt $250,000 $0 $3,263,000 $0 $0 $3,513,000
TOTAL $1,154,000 $1,713,000 $3,913,000 $550,000 $350,000 $7,680,000
BULL'S HEAD
Major redevelopment at Bull’s Head through environmental investigation and remediation,

strategic property acquisition and related relocation, and abatement and demolition.

General Debt $250,000 $0 $0 $0 $0 $250,000
TOTAL $750,000 $0 $0 $0 $0 $750,000
MARKETVIEW HEIGHTS URBAN RENEWAL DISTRICT
Implementation of the Marketview Heights Urban Renewal District Plan including but not limited
to acquisition and demolition activities for redevelopment purposes.

TOTAL $404,000 $900,000 $500,000 $400,000 $200,000 $2,404,000
OLEAN-KENNEDY RESIDENTIAL DEVELOPMENT PREPARATION
(REMEDIATION) - CENTRAL BLOCK
Complete environmental remediation at the Olean-Kennedy development site to prepare these

properties for development of new affordable, owner-occupied housing.

General Cash Capital $0 $663,000 $0 $0 $0 $663,000
General Debt $0 $0 $3,263,000 $0 $0 $3,263,000
TOTAL $0 $663,000 $3,263,000 $0 $0 $3,926,000
PROJECT PHOENIX
Rehab assistance program in partnership with workforce development program and the Rochester
Land Bank Corporation.

Community Development Block Grant $0 $50,000 $50,000 $50,000 $50,000 $200,000
General Cash Capital $0 $100,000 $100,000 $100,000 $100,000 $400,000
TOTAL $0 $150,000 $150,000 $150,000 $150,000 $600,000
EQUIPMENT AND TECHNOLOGY
The Equipment and Technology category Business Equipment

consists of the ongoing replacement programs Client Technology Solutions
for general office equipment, field equipment, Enterprise Technology Solutions
and motor equipment as well as information Motor Equipment
technology equipment and software solutions. Network Telecommunications and Security
Security and Surveillance
Capital equipment and technology needs for
Emergency Communications, Fire, and Police
are included in the Public Safety category.
Capital equipment and technology needs for

the Water System are included in the Water
System category.
SUMMARY OF EQUIPMENT AND TECHNOLOGY BY FUNDING

SOURCE

Cemetery Cash Capital $45,000 $739,000 $315,000 $123,000 $111,000 $1,333,000
Library Cash Capital $98,000 $34,000 $74,000 $151,000 $36,000 $393,000
Local Works Debt $2,600,000 $0 $0 $0 $0 $2,600,000
Parking Cash Capital $40,000 $190,000 $80,000 $0 $0 $310,000
Public Market Cash Capital $0 $67,000 $0 $0 $0 $67,000
Refuse Debt $4,100,000 $0 $0 $0 $0 $4,100,000
War Memorial Cash Capital $0 $103,000 $0 $64,000 $316,000 $483,000
Water Cash Capital $166,000 $0 $0 $0 $0 $166,000
TOTAL $16,587,000 $18,408,000 $11,581,000 $9,769,000 $11,888,000 $68,233,000
Equipment and Technology 27

SUMMARY OF EQUIPMENT AND TECHNOLOGY BY SUB-CATEGORY

Business Equipment $874,000 $1,093,000 $1,156,000 $1,141,000 $1,021,000 $5,285,000
Client Technology Solutions $525,000 $533,000 $561,000 $564,000 $567,000 $2,750,000
Enterprise Technology Solutions $1,475,000 $1,125,000 $225,000 $125,000 $75,000 $3,025,000
Motor Equipment $12,473,000 $14,257,000 $8,264,000 $7,014,000 $9,625,000 $51,633,000
Network Telecommunications and Security $340,000 $325,000 $375,000 $500,000 $225,000 $1,765,000
Security and Surveillance $900,000 $1,075,000 $1,000,000 $425,000 $375,000 $3,775,000
TOTAL $16,587,000 $18,408,000 $11,581,000 $9,769,000 $11,888,000 $68,233,000

PROGRAM COMPARISON
The following section provides a comparison of the project funding levels and sources as reflected
in the 2023-27 Capital Improvement Program versus the 2024-28 Capital Improvement Program.
The comparison is organized by subcategory below, identifies new projects, and includes changes
to projects the fiscal years presented in both plans - 2023-24, 2024-25, 2025-26, and 2026-27.
Funding amounts and sources remain unchanged for all other projects not listed below.
BUSINESS EQUIPMENT
NEW PROJECTS:
Solid Waste Technology Upgrade is added in 2023-24, 2024-25, 2025-26, 2026-27, and 2027-28
PROJECT CHANGES:

CLIENT TECHNOLOGY SOLUTIONS
NEW PROJECTS:
C ity Council Legislation Management Software Solution is added in 2023-24
PROJECT CHANGES:

ENTERPRISE TECHNOLOGY SOLUTIONS
NEW PROJECTS:
A ccounts Receivable Mainframe Replacement is added in 2023-24
Constituent Relationship Management Software Solution Implementation is added in 2024-25,
2025-26, and 2026-27
Mainframe Replacement Projects Funding Reserve is added in 2024-25
Master Keying System is added in 2024-25
PROJECT CHANGES:
none

MOTOR EQUIPMENT
NEW PROJECTS:
none
PROJECT CHANGES:

NETWORK TELECOMMUNICATIONS AND SECURITY
NEW PROJECTS:
none
PROJECT CHANGES:

SECURITY AND SURVEILLANCE
NEW PROJECTS:
none
PROJECT CHANGES:

EQUIPMENT AND TECHNOLOGY:
BUSINESS EQUIPMENT
CLICK HERE TO RETURN TO THE EQUIPMENT AND TECHNOLOGY CATEGORY
SUMMARY OF EQUIPMENT AND TECHNOLOGY: BUSINESS

EQUIPMENT BY FUNDING SOURCE

Cemetery Cash Capital $45,000 $45,000 $45,000 $45,000 $45,000 $225,000
Local Works Cash Capital $28,000 $28,000 $29,000 $30,000 $31,000 $146,000
Refuse Cash Capital $422,000 $428,000 $434,000 $440,000 $452,000 $2,176,000
TOTAL $874,000 $1,093,000 $1,156,000 $1,141,000 $1,021,000 $5,285,000
COMMUNICATIONS VIDEO EQUIPMENT
Replacement of equipment for Communications graphic design, photography, and video

production needs.
TOTAL $5,000 $5,000 $5,000 $5,000 $5,000 $25,000
ENVIRONMENTAL SERVICES FURNISHINGS
Routine replacement of office furnishings in Environmental Services operations including

Operations and Refus.
Refuse Cash Capital $5,000 $5,000 $5,000 $5,000 $5,000 $25,000
TOTAL $15,000 $25,000 $25,000 $25,000 $25,000 $115,000

ENVIRONMENTAL SERVICES SMALL EQUIPMENT
Routine replacement of small equipment and refuse containers in Environmental Services

operations including Cemeteries, Operations, and Refuse.
Refuse Cash Capital $397,000 $403,000 $409,000 $415,000 $427,000 $2,051,000
TOTAL $582,000 $539,000 $597,000 $555,000 $570,000 $2,843,000
LIBRARY FURNISHINGS
Cyclical replacement of furnishings at branch libraries.

TOTAL $22,000 $24,000 $24,000 $26,000 $26,000 $122,000
LIBRARY TECHNOLOGY
Cyclical replacement of information technology equipment at branch libraries.

TOTAL $10,000 $10,000 $50,000 $125,000 $10,000 $205,000
PRINTER REPLACEMENT AND CONSOLIDATION
Cyclical replacement of printers with allowance for new demand.

TOTAL $100,000 $200,000 $150,000 $100,000 $75,000 $625,000
RECREATION AND HUMAN SERVICES FURNISHINGS
Routine replacement of furnishings at Recreation and Human Services facilities.

TOTAL $50,000 $200,000 $210,000 $210,000 $210,000 $880,000

RECREATION AND HUMAN SERVICES SMALL EQUIPMENT
Routine replacement of Recreation and Human Services equipment, including Animal Services
equipment.
TOTAL $70,000 $70,000 $75,000 $75,000 $80,000 $370,000
SOLID WASTE TECHNOLOGY UPGRADE
Purchase of tablets and equipment for the smart city application for the City’s solid waste and
recycling vehicles.
TOTAL $20,000 $20,000 $20,000 $20,000 $20,000 $100,000

EQUIPMENT AND TECHONOLOGY:
CLIENT TECHNOLOGY SOLUTIONS
SUMMARY OF EQUIPMENT AND TECHNOLOGY: CLIENT

TECHNOLOGY SOLUTIONS BY FUNDING SOURCE

TOTAL $525,000 $533,000 $561,000 $564,000 $567,000 $2,750,000
CITY COUNCIL LEGISLATION MANAGEMENT SOFTWARE SOLUTION
Implementation of software to manage the legislative cycle including the referral process, agenda
review, agenda drafting, and public hearing comments, agenda, minutes, voting, and proceedings
documents.
TOTAL $120,000 $0 $0 $0 $0 $120,000
CLIENT SERVICES AND REVITALIZATION
Cyclical replacement of computers including accessories, client virtualization, cloud technologies,

and automated deployments.
TOTAL $300,000 $425,000 $450,000 $450,000 $450,000 $2,075,000
STREET PAVEMENT MANAGEMENT SYSTEM
Inventory, assessment, and management of the street network and related capital improvement
programming.
TOTAL $105,000 $108,000 $111,000 $114,000 $117,000 $555,000

ENTERPRISE TECHNOLOGY SOLUTIONS
SUMMARY OF EQUIPMENT AND TECHONOLOGY: ENTERPRISE

TECHNOLOGY SOLUTIONS BY FUNDING SOURCE

General Cash Capital $1,199,000 $1,125,000 $225,000 $125,000 $75,000 $2,749,000
Refuse Cash Capital $110,000 $0 $0 $0 $0 $110,000
TOTAL $1,475,000 $1,125,000 $225,000 $125,000 $75,000 $3,025,000
ACCOUNTS RECEIVABLE MAINFRAME REPLACEMENT
Implementation of an updated billing solution for current Tax, Water, Refuse, and Loan/PILOT
Receivables with an online customer portal and payment options to offer a better constituent
experience.
General Cash Capital $1,124,000 $0 $0 $0 $0 $1,124,000
TOTAL $1,400,000 $0 $0 $0 $0 $1,400,000
APPLICATION UPGRADES
Annual allocation for required business application enhancements.

TOTAL $75,000 $75,000 $75,000 $75,000 $75,000 $375,000

CONSTITUENT RELATIONSHIP MANAGEMENT SOLUTION
IMPLEMENTATION
Implementation of Constituent Relationship Management software to integrate with the City's

revamped website and serve as a central hub for data about departmental interactions with the
public as well as organizations such as non-profits, businesses, and other government offices.
General Cash Capital $0 $300,000 $150,000 $50,000 $0 $500,000
TOTAL $0 $300,000 $150,000 $50,000 $0 $500,000
MAINFRAME REPLACEMENT PROJECTS FUNDING RESERVE
Contingency funding for software implementation projects to replace the City's Mainframe.
TOTAL $0 $500,000 $0 $0 $0 $500,000
MASTER KEYING SYSTEM
Implementation of a high security, comprehensive record-keeping system utilizing software to

track keys in circulation for all buildings owned or operated under the City.
TOTAL $0 $250,000 $0 $0 $0 $250,000

EQUIPMENT AND TECHNOLOGY: MOTOR
EQUIPMENT
SUMMARY OF EQUIPMENT AND TECHNOLOGY: MOTOR

EQUIPMENT BY FUNDING SOURCE

Animal Control Cash Capital $40,000 $170,000 $90,000 $0 $0 $300,000
Cemetery Cash Capital $0 $694,000 $270,000 $78,000 $66,000 $1,108,000
Library Cash Capital $66,000 $0 $0 $0 $0 $66,000
Local Works Debt $2,600,000 $0 $0 $0 $0 $2,600,000
Refuse Debt $4,100,000 $0 $0 $0 $0 $4,100,000
TOTAL $12,473,000 $14,257,000 $8,264,000 $7,014,000 $9,625,000 $51,633,000
ENVIRONMENTAL SERVICES MOTOR EQUIPMENT
Motor equipment fleet replacement.

Cemetery Cash Capital $0 $694,000 $270,000 $78,000 $66,000 $1,108,000
Local Works Debt $2,600,000 $0 $0 $0 $0 $2,600,000
Refuse Debt $4,100,000 $0 $0 $0 $0 $4,100,000
TOTAL $12,327,000 $13,143,000 $7,982,000 $6,769,000 $9,575,000 $49,796,000

HUMAN RESOURCES MOTOR EQUIPMENT

TOTAL $0 $32,000 $0 $0 $0 $32,000
INFORMATION TECHNOLOGY MOTOR EQUIPMENT

General Cash Capital $0 $60,000 $32,000 $0 $0 $92,000
TOTAL $0 $60,000 $32,000 $0 $0 $92,000
LIBRARY MOTOR EQUIPMENT

Library Cash Capital $66,000 $0 $0 $0 $0 $66,000
TOTAL $66,000 $0 $0 $0 $0 $66,000
MAYOR'S OFFICE MOTOR EQUIPMENT

General Cash Capital $0 $0 $0 $75,000 $0 $75,000
TOTAL $0 $0 $0 $75,000 $0 $75,000
NEIGHBORHOOD AND BUSINESS DEVELOPMENT MOTOR

EQUIPMENT

TOTAL $0 $0 $30,000 $0 $0 $30,000

PARKING MOTOR EQUIPMENT

TOTAL $40,000 $190,000 $80,000 $0 $0 $310,000
POLICE ACCOUNTABILITY BOARD MOTOR EQUIPMENT
Addition of motor equipment.

TOTAL $0 $195,000 $0 $0 $0 $195,000
RECREATION AND HUMAN SERVICES MOTOR EQUIPMENT
Motor equipment fleet replacement, including the Public Market and Animal Services.

Animal Control Cash Capital $40,000 $170,000 $90,000 $0 $0 $300,000
TOTAL $40,000 $637,000 $140,000 $170,000 $50,000 $1,037,000

NETWORK TELECOMMUNICATIONS AND
SECURITY
SUMMARY OF EQUIPMENT AND TECHONOLOGY: NETWORK

TELECOMMUNICATIONS AND SECURITY BY FUNDING SOURCE

TOTAL $340,000 $325,000 $375,000 $500,000 $225,000 $1,765,000
NETWORK REVITALIZATION
Assessment, revitalization, and expansion of the City's network infrastructure.

TOTAL $175,000 $275,000 $325,000 $425,000 $200,000 $1,400,000
TELEPHONY LIFECYCLE
Maintenance and re-engineering of current telephony system.

TOTAL $165,000 $50,000 $50,000 $75,000 $25,000 $365,000

SECURITY AND SURVEILLANCE
SUMMARY OF EQUIPMENT AND TECHONOLOGY: SECURITY AND

SURVEILLANCE BY FUNDING SOURCE

General Cash Capital $900,000 $1,075,000 $1,000,000 $425,000 $375,000 $3,775,000
TOTAL $900,000 $1,075,000 $1,000,000 $425,000 $375,000 $3,775,000
CITY-WIDE SECURITY IMPROVEMENTS AND VIDEO SURVEILLANCE

TECHNOLOGY
Funding for the cyclical replacement and addition of new surveillance cameras, access control
equipment, and related technology infrastructure to enhance security measures at City facilities
and support the blue light camera network.
General Cash Capital $900,000 $1,075,000 $1,000,000 $425,000 $375,000 $3,775,000
TOTAL $900,000 $1,075,000 $1,000,000 $425,000 $375,000 $3,775,000

FACILITIES
The Facilities category provides for City Blue Cross Arena at the Rochester War
facilities to be maintained through annual Memorial
renovation programs for roofs, windows, City Hall
electrical and mechanical systems, safety General Rehabilitation
features, fuel stations, parking areas, and Joseph A. Floreano Rochester Riverside
general structures. Specific improvements are Convention Center
scheduled in each program; in addition, Library Facilities
separate allocations are provided for unique Operations Center Complex
facilities. Parking Garages

Recreation and Parks Facilities
Public Safety and Water facilities are presented Rochester Community Sports Complex
in separate categories.
SUMMARY OF FACILITIES BY FUNDING SOURCE

General Debt $4,656,000 $5,181,000 $6,359,000 $13,548,000 $25,297,000 $55,041,000
Library Debt $633,000 $0 $0 $8,500,000 $2,000,000 $11,133,000
Local Works Cash Capital $100,000 $871,000 $429,000 $97,000 $274,000 $1,771,000
New York State $500,000 $342,000 $0 $0 $0 $842,000
Parking Debt $542,000 $1,500,000 $1,750,000 $2,082,000 $377,000 $6,251,000
Refuse Cash Capital $651,000 $91,000 $429,000 $1,697,000 $274,000 $3,142,000
Refuse Debt $0 $0 $0 $0 $7,800,000 $7,800,000
Facilities 47
Water Cash Capital $8,000 $20,000 $20,000 $20,000 $20,000 $88,000

TOTAL $17,817,000 $27,337,000 $22,106,000 $39,513,000 $44,714,000 $151,487,000
SUMMARY OF FACILITIES BY SUB-CATEGORY

Blue Cross Arena at the Rochester War Memorial $1,908,000 $7,475,000 $4,550,000 $2,075,000 $650,000 $16,658,000
City Hall $1,559,000 $598,000 $1,444,000 $4,654,000 $5,533,000 $13,788,000
General Rehab $2,015,000 $3,022,000 $5,699,000 $2,476,000 $2,976,000 $16,188,000
Joseph A. Floreano Riverside Convention Center $350,000 $2,145,000 $570,000 $2,405,000 $523,000 $5,993,000
Library Facilities $1,289,000 $1,700,000 $1,670,000 $10,757,000 $2,674,000 $18,090,000
Operations Center Complex $1,106,000 $1,112,000 $1,293,000 $1,955,000 $8,654,000 $14,120,000
Parking Garages $3,594,000 $3,528,000 $3,624,000 $3,864,000 $2,522,000 $17,132,000
Recreation and Parks Facilities $5,926,000 $6,771,000 $3,156,000 $10,536,000 $20,217,000 $46,606,000
Rochester Community Sports Complex $70,000 $986,000 $100,000 $791,000 $965,000 $2,912,000
TOTAL $17,817,000 $27,337,000 $22,106,000 $39,513,000 $44,714,000 $151,487,000
Facilities 48
PROGRAM COMPARISON
BLUE CROSS AT THE ROCHESTER WAR MEMORIAL
NEW PROJECTS:
Blue Cross Arena Arc Flash Circuit/Busduct Modification Study is added in 2027-28
Blue Cross Arena Bowl Seating Phased Replacement is added in 2023-24, 2024-25, and 2025-26
Blue Cross Arena Building System Upgrades Phase 2: Ice Plant Replacement is added in 2023-
24
Blue Cross Arena Electrical Panelboard Replacement and Vault Investigation is added in 2026-
27
Blue Cross Arena Generator Modernization is added in 2025-26
Blue Cross Arena HVAC Modifications is added in 2025-26
Blue Cross Arena Riverside Addition is added in 2024-25
Blue Cross Arena Sprinkler System is added in 2026-27

PROJECT CHANGES:
Facilities 49
CITY HALL
NEW PROJECTS:
City Hall Public Reception Area is added in 2023-24

PROJECT CHANGES:
Facilities 50
GENERAL REHABILITATION
NEW PROJECTS:
Bull's Head Plaza Annual Allocation is added in 2024-25, 2025-26, 2026-27, and 2027-28
Cortland/Midtown Tunnel Annual Allocation is added in 2023-24, 2024-25, 2025-26, 2026-27,
and 2027-28
Roc the Riverway Allocation is added in 2023-24, 2024-25, 2025-26, 2026-27, and 2027-28
South Avenue Garage Commercial Space Renovation is added in 2024-25 and 2025-26

PROJECT CHANGES:
Facilities 51
JOSEPH A. FLOREANO RIVERSIDE CONVENTION CENTER
NEW PROJECTS:
Convention Center Exhibit Hall Fire Detection System Replacement is added in 2023-24

PROJECT CHANGES:
Facilities 52
LIBRARY FACILITIES
NEW PROJECTS:
Arnett Branch Library High Roof is added in 2026-27
Maplewood Community Library Renovation is added in 2023-24

PROJECT CHANGES:
Facilities 53
OPERATIONS CENTER COMPLEX
NEW PROJECTS:
Compressed Natural Gas Fuel Dispenser Replacement is added in 2023-24
Salt Shed Roof and Deck reconstruction is added in 2024-25

PROJECT CHANGES:
Facilities 54
PARKING GARAGES
NEW PROJECTS:
none

PROJECT CHANGES:
Facilities 55
RECREATION AND PARKS FACILITIES
NEW PROJECTS:
Lake Riley Lodge Structural Remediation is added in 2023-24
Maplewood Nature Center is added in 2024-25
Willie W. Lightfoot R-Center Renovation is added in 2024-25

PROJECT CHANGES:
Facilities 56
Facilities 57
ROCHESTER COMMUNITY SPORTS COMPLEX
NEW PROJECTS:
none

PROJECT CHANGES:
Facilities 58

FACILITIES: BLUE CROSS ARENA AT THE

ROCHESTER WAR MEMORIAL

CLICK HERE TO RETURN TO THE FACILITIES CATEGORY
SUMMARY OF FACILITIES: BLUE CROSS ARENA AT THE ROCHESTER

WAR MEMORIAL BY FUNDING SOURCE

TOTAL $1,908,000 $7,475,000 $4,550,000 $2,075,000 $650,000 $16,658,000
BLUE CROSS ARENA ARC FLASH CIRCUIT/BUSDUCT MODIFICATION

STUDY
Assessment of electrical systems within the facility.

War Memorial Cash Capital $0 $0 $0 $0 $250,000 $250,000
TOTAL $0 $0 $0 $0 $250,000 $250,000
Facilities 59
BLUE CROSS ARENA BOWL SEATING PHASED REPLACEMENT
Lower and upper-level bowl seating replacement.

War Memorial Debt $850,000 $1,650,000 $900,000 $0 $0 $3,400,000
TOTAL $850,000 $1,650,000 $900,000 $0 $0 $3,400,000
BLUE CROSS ARENA BUILDING SYSTEM UPGRADES PHASE II: ICE

PLANT REPLACEMENT
Replacement of the existing ice plant equipment with a new ice plant.
War Memorial Cash Capital $400,000 $0 $0 $0 $0 $400,000
TOTAL $400,000 $0 $0 $0 $0 $400,000
BLUE CROSS ARENA ELECTRICAL PANELBOARD REPLACEMENTS

AND VAULT INVESTIGATION
Replacement of aging electrical distribution panels.

War Memorial Cash Capital $0 $0 $0 $300,000 $0 $300,000
War Memorial Debt $0 $0 $0 $900,000 $0 $900,000
TOTAL $0 $0 $0 $1,200,000 $0 $1,200,000
BLUE CROSS ARENA FACILITY IMPROVEMENTS
Annual allocation for improvements, rehabilitation, and renovation of the War Memorial and its
building system components.
War Memorial Cash Capital $0 $325,000 $350,000 $375,000 $400,000 $1,450,000
TOTAL $0 $325,000 $350,000 $375,000 $400,000 $1,450,000
BLUE CROSS ARENA GENERATOR MODERNIZATION
Modernization and expansion of generator capacity and overall facility coverage.

War Memorial Debt $0 $0 $2,500,000 $0 $0 $2,500,000
TOTAL $0 $0 $2,500,000 $0 $0 $2,500,000
BLUE CROSS ARENA HVAC MODIFICATIONS
Replacement of fans and improvements to ventilation and humidity control.

War Memorial Cash Capital $0 $0 $800,000 $0 $0 $800,000
TOTAL $0 $0 $800,000 $0 $0 $800,000
Facilities 60
BLUE CROSS ARENA MECHANICAL UPGRADES PHASE III: SEWAGE
EJECTORS AND SUITE AIR HANDLING UNITS
Replacement of sewage ejector pumps and scoping of sewer lines, and replacement of suite level
air handling units.
War Memorial Cash Capital $658,000 $0 $0 $0 $0 $658,000
TOTAL $658,000 $0 $0 $0 $0 $658,000
BLUE CROSS ARENA RIVERSIDE ADDITION
Construction of addition including furniture, fixtures, and equipment for the new concessions
area and club seating spaces.
War Memorial Cash Capital $0 $500,000 $0 $0 $0 $500,000
War Memorial Debt $0 $5,000,000 $0 $0 $0 $5,000,000
TOTAL $0 $5,500,000 $0 $0 $0 $5,500,000
BLUE CROSS ARENA SPRINKLER SYSTEM IMPROVEMENTS
Implementation of recommended improvements identified by a conditions assessment.

War Memorial Cash Capital $0 $0 $0 $500,000 $0 $500,000
TOTAL $0 $0 $0 $500,000 $0 $500,000
Facilities 61

FACILITIES: CITY HALL


SUMMARY OF FACILITIES: CITY HALL BY FUNDING SOURCE

General Debt $1,191,000 $300,000 $320,000 $4,320,000 $5,188,000 $11,319,000
TOTAL $1,559,000 $598,000 $1,444,000 $4,654,000 $5,533,000 $13,788,000
CITY HALL ANNUAL ALLOCATION
Annual allocation for improvements to the facility.

TOTAL $210,000 $234,000 $244,000 $254,000 $265,000 $1,207,000
CITY HALL BUILDING A WINDOW REPLACEMENT/HEAT PUMP AND

ENVELOPE IMPROVEMENTS
Phased historic window and perimeter heat pump replacements throughout the City Hall A
Building.
Facilities 62
General Debt $341,000 $300,000 $320,000 $320,000 $320,000 $1,601,000
TOTAL $414,000 $364,000 $400,000 $400,000 $400,000 $1,978,000
CITY HALL MECHANICAL UPGRADES
Phased mechanical replacements including cooling tower replacement and heat pump, piping,
and control replacements.
General Debt $850,000 $0 $0 $4,000,000 $4,868,000 $9,718,000
TOTAL $850,000 $0 $800,000 $4,000,000 $4,868,000 $10,518,000
CITY HALL PUBLIC RECEPTION AREA
The project will fund a public reception space at the City Hall Church Street entrance. This space
will allow the public to access pertinent information and directly interact with City staff in a
welcoming environment.
TOTAL $85,000 $0 $0 $0 $0 $85,000
Facilities 63

FACILITIES: GENERAL REHABILITATION


SUMMARY OF FACILITIES: GENERAL REHABILITATION BY FUNDING

SOURCE

General Debt $0 $0 $3,271,000 $0 $0 $3,271,000
TOTAL $2,015,000 $3,022,000 $5,699,000 $2,476,000 $2,976,000 $16,188,000
414 ANDREWS STREET VARIOUS IMPROVEMENTS
Window, masonry, and interior improvements at the facility that currently houses divisions of
Environmental Services and Information Technology.
General Cash Capital $0 $0 $0 $0 $450,000 $450,000
TOTAL $0 $0 $0 $0 $450,000 $450,000
ASBESTOS MANAGEMENT
Asbestos remediation for various City facilities.

TOTAL $75,000 $90,000 $90,000 $90,000 $90,000 $435,000
BULLS HEAD PLAZA ANNUAL ALLOCATION
Repair, maintenance, and improvements of Bull's Head Plaza.

TOTAL $0 $50,000 $50,000 $50,000 $50,000 $200,000
Facilities 64
CITY ELEVATOR MODERNIZATION ASSESSMENT
Elevator assessment for all general City facilities.

TOTAL $0 $250,000 $0 $0 $0 $250,000
CITY FACILITIES GENERAL REHABILITATION
Renovation, rehabilitation, and replacement of buildings systems and components at City

facilities as prioritized in an annual review.
TOTAL $765,000 $832,000 $866,000 $902,000 $940,000 $4,305,000
CORTLAND/MIDTOWN TUNNEL ANNUAL ALLOCATION
Improvements and rehabilitation of the Cortland/Midtown tunnel

TOTAL $75,000 $75,000 $75,000 $75,000 $75,000 $375,000
HEAT PUMP REPLACEMENT PROGRAM
Annual allocation for cyclical replacement of heat pumps at City Hall and the Public Safety
Building.
TOTAL $350,000 $350,000 $350,000 $350,000 $350,000 $1,750,000
HVAC REPLACEMENT AND REFRIGERANT MODERNIZATION

PROGRAM
Annual allocation for phased replacement of mechanical equipment in City facilities that currently
utilize R-22 refrigerant.
TOTAL $500,000 $500,000 $500,000 $500,000 $500,000 $2,500,000
PARKING LOT IMPROVEMENTS
Annual allocation for parking lot repairs and replacements.

TOTAL $150,000 $481,000 $313,000 $320,000 $327,000 $1,591,000
Facilities 65
ROC THE RIVERWAY ANNUAL ALLOCATION
Annual allocation for activities in support of the Roc the Riverway initiative including but not
limited to site investigations, planning studies, and other capital needs not included in a specific
project.
TOTAL $50,000 $75,000 $75,000 $75,000 $75,000 $350,000
ROOF IMPROVEMENT ANNUAL ALLOCATION
Annual allocation for maintenance and repair of roofs for City facilities.
TOTAL $50,000 $104,000 $109,000 $114,000 $119,000 $496,000
SOUTH AVENUE GARAGE COMMERCIAL SPACE RENOVATION
Renovation of the vacant storefront along South Avenue for use by a new tenant.
General Debt $0 $0 $3,271,000 $0 $0 $3,271,000
TOTAL $0 $215,000 $3,271,000 $0 $0 $3,486,000
Facilities 66

FACILITIES: JOSEPH A. FLOREANO

ROCHESTER RIVERSIDE CONVENTION
CENTER

SUMMARY OF FACILITIES: ROCHESTER RIVERSIDE CONVENTION

CENTER BY FUNDING SOURCE

General Debt $0 $1,335,000 $400,000 $1,732,000 $362,000 $3,829,000
TOTAL $350,000 $2,145,000 $570,000 $2,405,000 $523,000 $5,993,000
CONVENTION CENTER ANNUAL ALLOCATION
Improvements and renovations of the Rochester Riverside Convention Center.

TOTAL $0 $70,000 $70,000 $70,000 $70,000 $280,000
Facilities 67
CONVENTION CENTER ELEVATOR MODERNIZATION
Modernization of conveying system equipment for all elevators in the facility.

General Cash Capital $0 $100,000 $100,000 $100,000 $0 $300,000
General Debt $0 $400,000 $400,000 $400,000 $0 $1,200,000
TOTAL $0 $500,000 $500,000 $500,000 $0 $1,500,000
CONVENTION CENTER EXHIBIT HALL FIRE DETECTION SYSTEM

REPLACEMENT
Removal of existing systems and installation and connections of new fire detection systems in the
Exhibit Hall.
TOTAL $100,000 $0 $0 $0 $0 $100,000
CONVENTION CENTER FURNITURE REPLACEMENT
Replacement of banquet table and chairs.

General Debt $0 $935,000 $0 $0 $0 $935,000
TOTAL $0 $935,000 $0 $0 $0 $935,000
CONVENTION CENTER MECHANICAL PHASE 3 - HVAC
Replacement of boiler and hot water pump system and other HVAC upgrades.
General Debt $0 $0 $0 $1,332,000 $0 $1,332,000
TOTAL $0 $0 $0 $1,332,000 $0 $1,332,000
CONVENTION CENTER MECHANICAL PHASE 4 - LIGHTING
Replacement of lighting control system and domestic hot water heating system equipment.
TOTAL $0 $0 $0 $503,000 $0 $503,000
CONVENTION CENTER MECHANICAL PHASE 5 - EMERGENCY

GENERATOR REPLACEMENT

General Debt $0 $0 $0 $0 $362,000 $362,000
TOTAL $0 $0 $0 $0 $453,000 $453,000
Facilities 68
CONVENTION CENTER SECURITY CAMERA REPLACEMENT
Replacement of antiquated cameras with modernized security camera system.

General Cash Capital $250,000 $250,000 $0 $0 $0 $500,000
TOTAL $250,000 $250,000 $0 $0 $0 $500,000
CONVENTION CENTER STAGE SYSTEM REPLACEMENT
Complete replacement of portable stage system.

TOTAL $0 $390,000 $0 $0 $0 $390,000
Facilities 69

FACILITIES: LIBRARIES

SUMMARY OF FACILITIES: LIBRARIES BY FUNDING SOURCE

Library Debt $633,000 $0 $0 $8,500,000 $2,000,000 $11,133,000
TOTAL $1,289,000 $1,700,000 $1,670,000 $10,757,000 $2,674,000 $18,090,000
CENTRAL LIBRARY
BAUSCH AND LOMB LIBRARY ELEVATOR MODERNIZATION

Library Cash Capital $0 $0 $500,000 $500,000 $500,000 $1,500,000
TOTAL $0 $0 $500,000 $500,000 $500,000 $1,500,000
BAUSCH AND LOMB LIBRARY HEAT PUMP REPLACEMENT
Replacement of heat pumps throughout the facility for heating and cooling.
Library Cash Capital $0 $530,000 $0 $0 $0 $530,000
TOTAL $0 $530,000 $0 $0 $0 $530,000
Facilities 70
CENTRAL LIBRARY MAINTENANCE
Annual allocation for emergency capital repairs and general maintenance of the Central Library
buildings.
TOTAL $92,000 $94,000 $94,000 $96,000 $96,000 $472,000
RUNDEL LIBRARY EAST TERRACE REPAIRS
Structural repairs and improvements to the elevated east terrace that serves as the Library main
entrance.
Library Debt $0 $0 $0 $5,500,000 $0 $5,500,000
TOTAL $0 $0 $0 $5,500,000 $0 $5,500,000
RUNDEL LIBRARY ELEVATOR MODERNIZATION

Library Cash Capital $0 $500,000 $500,000 $500,000 $0 $1,500,000
TOTAL $0 $500,000 $500,000 $500,000 $0 $1,500,000
RUNDEL LIBRARY FILTRATION AND INTAKE AIR UPGRADES
Improvements to the existing mechanical system to provide better air quality for patrons and
staff.
Library Cash Capital $500,000 $500,000 $0 $0 $0 $1,000,000
TOTAL $500,000 $500,000 $0 $0 $0 $1,000,000
RUNDEL LIBRARY ROOF REPLACEMENT
Replacement of antiquated roof system.

Library Cash Capital $0 $0 $500,000 $0 $0 $500,000
Library Debt $0 $0 $0 $3,000,000 $0 $3,000,000
TOTAL $0 $0 $500,000 $3,000,000 $0 $3,500,000
RUNDEL LIBRARY TERRACE ANNUAL INSPECTION PROGRAM
Annual structural inspection of the Rundel Terrace.

TOTAL $10,000 $20,000 $20,000 $20,000 $20,000 $90,000
Facilities 71
BRANCH LIBRARIES
ARNETT BRANCH LIBRARY HIGH ROOF REPAIRS
Removal and replacement of antiquated roof system.

Library Cash Capital $0 $0 $0 $583,000 $0 $583,000
TOTAL $0 $0 $0 $583,000 $0 $583,000
BRANCH LIBRARIES MAINTENANCE
Finish replacements and capital repairs to building systems, envelopes, and parking lots.
TOTAL $54,000 $56,000 $56,000 $58,000 $58,000 $282,000
MAPLEWOOD COMMUNITY LIBRARY RENOVATION
Code-compliant roof replacement in conjunction with American Rescue Plan Act-funded library
renovation.
Library Debt $633,000 $0 $0 $0 $0 $633,000
TOTAL $633,000 $0 $0 $0 $0 $633,000
WINTON BRANCH LIBRARY RENOVATION
Various interior and exterior improvements throughout the facility.

Library Cash Capital $0 $0 $0 $500,000 $0 $500,000
Library Debt $0 $0 $0 $0 $2,000,000 $2,000,000
TOTAL $0 $0 $0 $500,000 $2,000,000 $2,500,000
Facilities 72

FACILITIES: OPERATIONS CENTER

COMPLEX

SUMMARY OF FACILITIES: OPERATIONS CENTER COMPLEX BY

FUNDING SOURCE

Refuse Cash Capital $651,000 $91,000 $429,000 $1,697,000 $274,000 $3,142,000
Refuse Debt $0 $0 $0 $0 $7,800,000 $7,800,000
TOTAL $1,106,000 $1,112,000 $1,293,000 $1,955,000 $8,654,000 $14,120,000
BUILDING 100 RESTROOM RENOVATION
Renovation of the Central Vehicle Maintenance Facility restroom facilities including replacement
of all plumbing fixtures and related components.
Local Works Cash Capital $0 $0 $0 $0 $174,000 $174,000
Refuse Cash Capital $0 $0 $0 $0 $174,000 $174,000
TOTAL $0 $0 $0 $0 $487,000 $487,000
BUILDING 100 AND 200 ROOFTOP UNIT REPLACEMENT
Rooftop unit replacements at the Central Vehicle Maintenance Facility.

Local Works Cash Capital $0 $0 $67,000 $0 $0 $67,000
Refuse Cash Capital $0 $0 $67,000 $0 $0 $67,000
TOTAL $0 $0 $200,000 $0 $0 $200,000
Facilities 73
CENTRAL VEHICLE MAINTENANCE FACILITY ANNUAL ALLOCATION
Annual allocation for the upkeep of the facilities.

TOTAL $226,000 $267,000 $278,000 $290,000 $302,000 $1,363,000
COMPRESSED NATURAL GAS FUEL DISPENSER REPLACEMENT
Replacement of the Compressed Natural Gas (CNG) fuel dispenser at the Central Vehicle
Maintenance Facility.
Local Works Cash Capital $32,000 $0 $0 $0 $0 $32,000
TOTAL $80,000 $0 $0 $0 $0 $80,000
LIFT REPLACEMENT
Systematic replacement of various lifts at the Central Vehicle Maintenance Facility.

Local Works Cash Capital $0 $20,000 $20,000 $20,000 $20,000 $80,000
Refuse Cash Capital $0 $20,000 $20,000 $20,000 $20,000 $80,000
Water Cash Capital $0 $20,000 $20,000 $20,000 $20,000 $80,000
TOTAL $0 $65,000 $65,000 $65,000 $65,000 $260,000
PAVEMENT RESURFACING
Pavement resurfacing throughout the Central Vehicle Maintenance Facility.

Local Works Cash Capital $0 $0 $268,000 $0 $0 $268,000
Refuse Cash Capital $0 $0 $268,000 $0 $0 $268,000
TOTAL $0 $0 $750,000 $0 $0 $750,000
SALT SHED ROOF AND DECK RECONSTRUCTION
Removal and replacement of the salt shed roof system at the Central Vehicle Maintenance
Facility.
Local Works Cash Capital $0 $780,000 $0 $0 $0 $780,000
TOTAL $0 $780,000 $0 $0 $0 $780,000
Facilities 74
SECURITY UPGRADES
Security upgrades throughout the Central Vehicle Maintenance Facility.

TOTAL $800,000 $0 $0 $0 $0 $800,000
WESTSIDE GARAGE RENOVATION
Westside Garage truck bay and office renovations and site improvements.
Refuse Cash Capital $0 $0 $0 $1,600,000 $0 $1,600,000
Refuse Debt $0 $0 $0 $0 $7,800,000 $7,800,000
TOTAL $0 $0 $0 $1,600,000 $7,800,000 $9,400,000
Facilities 75

FACILITIES: PARKING GARAGES


SUMMARY OF FACILITIES: PARKING GARAGES BY FUNDING SOURCE

Parking Debt $542,000 $1,500,000 $1,750,000 $2,082,000 $377,000 $6,251,000
TOTAL $3,594,000 $3,528,000 $3,624,000 $3,864,000 $2,522,000 $17,132,000
PARKING GARAGE IMPROVEMENT PROGRAM
Parking garage repairs as a part of the City annual garage repair program.
Parking Cash Capital $231,000 $666,000 $330,000 $324,000 $1,261,000 $2,812,000
Parking Debt $0 $672,000 $1,565,000 $712,000 $0 $2,949,000
TOTAL $231,000 $1,338,000 $1,895,000 $1,036,000 $1,261,000 $5,761,000
SOUTH AVENUE GARAGE UPGRADES
Parking garage repairs as a part of the City annual garage repair program at the South Avenue
Garage, including funding for projects in the Stone Street wing.
Parking Cash Capital $2,821,000 $1,362,000 $1,544,000 $1,458,000 $884,000 $8,069,000
Parking Debt $542,000 $828,000 $185,000 $1,370,000 $377,000 $3,302,000
TOTAL $3,363,000 $2,190,000 $1,729,000 $2,828,000 $1,261,000 $11,371,000
Facilities 76

FACILITIES: RECREATION FACILITIES


SUMMARY OF FACILITIES: RECREATION FACILITIES BY FUNDING

SOURCE

General Cash Capital $1,911,000 $3,584,000 $736,000 $3,313,000 $1,283,000 $10,827,000
General Debt $3,465,000 $2,793,000 $2,368,000 $7,171,000 $18,882,000 $34,679,000
New York State $500,000 $342,000 $0 $0 $0 $842,000
TOTAL $5,926,000 $6,771,000 $3,156,000 $10,536,000 $20,217,000 $46,606,000
AVENUE D R-CENTER HVAC REPLACEMENT
Removal and replacement of rooftop mechanical units and addition of central air conditioning for
the entire facility.
General Debt $0 $0 $400,000 $0 $0 $400,000
TOTAL $0 $0 $500,000 $0 $0 $500,000
AVENUE D R-CENTER ROOF RESTORATION
Partial roof restoration with localized full replacements as needed.

General Debt $0 $0 $360,000 $0 $0 $360,000
TOTAL $0 $0 $450,000 $0 $0 $450,000
CARTER STREET R-CENTER ROOF REPLACEMENT
Replacement of the gymnasium and R-Center roofs.

General Debt $765,000 $0 $0 $0 $0 $765,000
TOTAL $765,000 $0 $0 $0 $0 $765,000
Facilities 77
DANFORTH R-CENTER RENOVATION
Improvements including window replacements, gym stage lighting, and ceiling replacement.
General Debt $0 $0 $0 $0 $578,000 $578,000
TOTAL $0 $0 $0 $79,000 $578,000 $657,000
EDGERTON R-CENTER RENOVATION
Interior and exterior improvements throughout the facility.

General Cash Capital $0 $0 $0 $1,450,000 $725,000 $2,175,000
General Debt $0 $0 $0 $0 $14,500,000 $14,500,000
TOTAL $0 $0 $0 $1,450,000 $15,225,000 $16,675,000
FREDERICK DOUGLASS R-CENTER RENOVATION
Resident Project Representation services for the R-Center renovation in conjunction with the
Rochester City School District.
General Cash Capital $0 $50,000 $0 $140,000 $0 $190,000
TOTAL $0 $50,000 $0 $140,000 $0 $190,000
GENESEE VALLEY PARK SPORTS COMPLEX BUILDING ENVELOPE

UPGRADES
Improvements to the building envelope including roof and wall coatings and insulation upgrades.
General Debt $0 $0 $0 $2,671,000 $0 $2,671,000
TOTAL $0 $0 $0 $2,671,000 $0 $2,671,000
GENESEE VALLEY PARK SPORTS COMPLEX ICE PLANT RETROFIT AND

MEP IMPROVEMENTS
Ice plant retrofit and related mechanical, electrical, and plumbing improvements.
General Debt $2,700,000 $0 $0 $0 $0 $2,700,000
TOTAL $2,700,000 $0 $0 $0 $0 $2,700,000
LAKE RILEY LODGE STRUCTURAL REMEDIATION
Structural repairs to the building foundation and floor system.

TOTAL $794,000 $0 $0 $0 $0 $794,000
Facilities 78
LORETTA C. SCOTT CENTER FOR HUMAN SERVICES ANNUAL
ALLOCATION
Annual allocation for repairs and maintenance of the facility.

TOTAL $125,000 $130,000 $136,000 $142,000 $148,000 $681,000
LORETTA C. SCOTT CENTER FOR HUMAN SERVICES BASEMENT

IMPROVEMENTS
Structural, waterproofing, and mechanical improvements.

General Debt $0 $0 $0 $4,500,000 $0 $4,500,000
TOTAL $0 $0 $0 $4,500,000 $0 $4,500,000
LORETTA C. SCOTT CENTER FOR HUMAN SERVICES BUILDING

AUTOMATION SYSTEMS CONTROLS
Upgrade of the existing building automation system control system.

General Debt $0 $1,035,000 $0 $0 $0 $1,035,000
TOTAL $0 $1,035,000 $0 $0 $0 $1,035,000
LORETTA C. SCOTT CENTER FOR HUMAN SERVICES CODE AND

STRUCTURAL IMPROVEMENTS
Improvements to egress lighting, ADA accessibility, fire alarm systems, and other general
upgrades.
General Debt $0 $0 $0 $0 $3,804,000 $3,804,000
TOTAL $0 $0 $0 $951,000 $3,804,000 $4,755,000
LORETTA C. SCOTT CENTER FOR HUMAN SERVICES ELEVATOR

UPGRADES

General Debt $0 $1,758,000 $0 $0 $0 $1,758,000
TOTAL $0 $2,198,000 $0 $0 $0 $2,198,000
Facilities 79
LORETTA C. SCOTT CENTER FOR HUMAN SERVICES ENVELOPE AND
EXTERIOR IMPROVEMENTS
Masonry repairs and window modernization throughout the exterior envelope.

General Debt $0 $0 $1,608,000 $0 $0 $1,608,000
TOTAL $0 $402,000 $1,608,000 $0 $0 $2,010,000
LORETTA C. SCOTT CENTER FOR HUMAN SERVICES ROOF

IMPROVEMENTS
Repair of the roof, roof top items, and roof parapet masonry.
TOTAL $267,000 $0 $0 $0 $0 $267,000
MAPLEWOOD NATURE CENTER RENOVATION
Partial funding for upgrades to achieve net zero carbon emissions.

General Cash Capital $0 $1,334,000 $0 $0 $0 $1,334,000
New York State $0 $342,000 $0 $0 $0 $342,000
TOTAL $0 $1,676,000 $0 $0 $0 $1,676,000
MARKETVIEW LODGE RENOVATION
Renovation including window and door replacement, ADA and restroom upgrades, and kitchen
modifications.
TOTAL $0 $0 $0 $141,000 $0 $141,000
NORTON VILLAGE LODGE RENOVATION
Replacement of HVAC and electrical components.

New York State $500,000 $0 $0 $0 $0 $500,000
TOTAL $500,000 $503,000 $0 $0 $0 $1,003,000
Facilities 80
RECREATION AND HUMAN SERVICES FACILITY IMPROVEMENT
ANNUAL ALLOCATION
Renovation of recreation facilities, including Animal Services, based on operational and

programmatic needs.
TOTAL $350,000 $452,000 $462,000 $462,000 $462,000 $2,188,000
THOMAS P. RYAN R-CENTER RENOVATION
Resident Project Representation services, furniture, fixtures, and equipment for the R-Center
renovation in conjunction with the Rochester City School District.
TOTAL $425,000 $0 $0 $0 $0 $425,000
WILLIE W. LIGHTFOOT R-CENTER RENOVATION
Resident Project Representation services, furniture, fixtures, and equipment for the R-Center
renovation in conjunction with Rochester City School District.
TOTAL $0 $325,000 $0 $0 $0 $325,000
Facilities 81

FACILITIES: ROCHESTER COMMUNITY

SPORTS COMPLEX

SUMMARY OF FACILITIES: ROCHESTER COMMUNITY SPORTS

COMPLEX BY FUNDING SOURCE

General Debt $0 $753,000 $0 $325,000 $865,000 $1,943,000
TOTAL $70,000 $986,000 $100,000 $791,000 $965,000 $2,912,000
ROCHESTER COMMUNITY SPORTS COMPLEX ANNUAL ALLOCATION
Annual allocation for structural and building improvements.

TOTAL $70,000 $100,000 $100,000 $100,000 $100,000 $470,000
Facilities 82
ROCHESTER COMMUNITY SPORTS COMPLEX FIELD LIGHTING
UPGRADES
Energy efficiency upgrades to the stadium field lighting.

General Debt $0 $0 $0 $0 $540,000 $540,000
TOTAL $0 $0 $0 $0 $540,000 $540,000
ROCHESTER COMMUNITY SPORTS COMPLEX GRAVEL PARKING LOT

IMPROVEMENTS
Improvements to existing gravel parking lot.

TOTAL $0 $0 $0 $316,000 $0 $316,000
ROCHESTER COMMUNITY SPORTS COMPLEX HVAC UPGRADES
Mechanical equipment replacement in various locations throughout the complex.

General Debt $0 $0 $0 $325,000 $325,000 $650,000
TOTAL $0 $0 $0 $325,000 $325,000 $650,000
ROCHESTER COMMUNITY SPORTS COMPLEX SPRINKLER SYSTEM

ASSESSMENT
Assessment of building fire suppression system.

TOTAL $0 $0 $0 $50,000 $0 $50,000
ROCHESTER COMMUNITY SPORTS COMPLEX TRAINING FACILITY

ROOF REPLACEMENT
Replacement of the Sports Training Facility roof.

General Debt $0 $753,000 $0 $0 $0 $753,000
TOTAL $0 $886,000 $0 $0 $0 $886,000
Facilities 83
PARKS AND OPEN SPACE
The Parks and Open Space category contains Cemeteries

projects that preserve and enhance some of Markets
Rochester’s most treasured public spaces. Recreation
These spaces throughout the community are Trail System
complimented by an abundance of natural Urban Forest
resources, which include miles of coastline Waterfront
along our waterways and an urban forest that
is integrated throughout the city landscape.
Parks and Open Space projects will preserve
historic cemetery resources, maintain the
public markets, improve the trail system,
expand the urban forest, increase public access
to the waterfront, and enhance parks,
playgrounds, and recreational opportunities
throughout the city.
SUMMARY OF PARKS AND OPEN SPACE BY FUNDING SOURCE

Cemetery Debt $0 $504,000 $2,280,000 $0 $1,271,000 $4,055,000
General Debt $1,978,000 $11,367,000 $36,436,000 $6,094,000 $6,037,000 $61,912,000
New York State $3,000,000 $2,000,000 $0 $0 $0 $5,000,000
Parks and Open Space 84

TOTAL $9,510,000 $21,615,000 $44,364,000 $10,904,000 $18,421,000 $104,814,000
SUMMARY OF PARKS AND OPEN SPACE BY SUB-CATEGORY

Cemeteries $680,000 $2,076,000 $3,879,000 $1,612,000 $5,292,000 $13,539,000
Markets $117,000 $125,000 $127,000 $379,000 $2,856,000 $3,604,000
Recreation $5,430,000 $5,221,000 $16,847,000 $5,083,000 $4,634,000 $37,215,000
Trail System $0 $2,705,000 $160,000 $495,000 $3,905,000 $7,265,000
Urban Forest $2,790,000 $3,029,000 $1,366,000 $1,242,000 $1,283,000 $9,710,000
Waterfront $493,000 $8,459,000 $21,985,000 $2,093,000 $451,000 $33,481,000
TOTAL $9,510,000 $21,615,000 $44,364,000 $10,904,000 $18,421,000 $104,814,000

PROGRAM COMPARISON
CEMETERIES
NEW PROJECTS:
Mount Hope and Riverside Cemeteries Archival Fire Suppression System Assessment is added
in 2023-24

PROJECT CHANGES:

MARKETS
NEW PROJECTS:
none

PROJECT CHANGES:

RECREATION
NEW PROJECTS:
Brown's Square Park Renovations is added in 2027-28
Edgerton Park Renovations is added in 2024-25 and 2025-26
Lagrange Park Renovations is added in 2025-26 and 2026-27
Roc City Skate Park Phases II & III are added in 2023-24 and 2024-25

PROJECT CHANGES:

TRAIL SYSTEM
NEW PROJECTS:
CSX Corridor Acquisition is added in 2024-25
St. Bernard's Trail Improvements is added in 2024-25

PROJECT CHANGES:

URBAN FOREST
NEW PROJECTS:
Tree Expansion Beautification Program is added in 2023-24 and 2024-25

PROJECT CHANGES:
none

WATERFRONT
NEW PROJECTS:

Durand Eastman Park Beach Site Improvements is added in 2024-25

Durand Eastman Park Beach Master Plan Implementation is added in 2024-25 and 2025-26
William A. Johnson Jr. Port Terminal Building Roof Restoration is added in 2023-24, 2026-27,
and 2027-28
William A. Johnson Jr. Port Terminal Building Main Entrance Replacement is added in 2023-24

PROJECT CHANGES:

PARKS AND OPEN SPACE: CEMETERIES


CLICK HERE TO RETURN TO THE PARKS AND OPEN SPACE CATEGORY
SUMMARY OF PARKS AND OPEN SPACE: CEMETERIES BY FUNDING

SOURCE

Cemetery Debt $0 $504,000 $2,280,000 $0 $1,271,000 $4,055,000
TOTAL $680,000 $2,076,000 $3,879,000 $1,612,000 $5,292,000 $13,539,000
CEMETERIES ARCHIVAL FIRE SUPPRESSION SYSTEM ASSESSMENT
Evaluation for archival fire suppression system needs.

Cemetery Cash Capital $30,000 $0 $0 $0 $0 $30,000
TOTAL $30,000 $0 $0 $0 $0 $30,000
CEMETERIES DEVELOPMENT
Allocation for the design and construction of new interment space.

TOTAL $250,000 $600,000 $600,000 $600,000 $600,000 $2,650,000

CEMETERIES FACILITIES
Standard allocation for the general upkeep of cemetery buildings.

TOTAL $50,000 $50,000 $50,000 $50,000 $50,000 $250,000
CEMETERIES MEMORIALIZATION
Standard allocation for purchase and resale of cemetery memorials and markers, and installation
of lettering on community mausoleum and columbarium crypt and niche fronts.
TOTAL $100,000 $190,000 $190,000 $200,000 $210,000 $890,000
CEMETERIES SITE IMPROVEMENTS
Standard allocation used for the upkeep of cemetery grounds, systems, and structures.
TOTAL $200,000 $570,000 $580,000 $590,000 $600,000 $2,540,000
MOUNT HOPE CEMETERY 1862 CHAPEL RESTORATION
Phased repairs and restoration of the chapel.

Cemetery Debt $0 $0 $868,000 $0 $607,000 $1,475,000
TOTAL $0 $0 $868,000 $0 $607,000 $1,475,000
MOUNT HOPE CEMETERY 1912 CHAPEL RESTORATION
Phased repairs and restoration of the chapel.

Cemetery Debt $0 $0 $427,000 $0 $664,000 $1,091,000
TOTAL $0 $0 $427,000 $0 $664,000 $1,091,000
MOUNT HOPE CEMETERY DOMESTIC WATER SERVICE UPGRADES
Water service upgrades including distribution piping throughout cemetery.

Cemetery Cash Capital $0 $0 $0 $0 $1,786,000 $1,786,000
TOTAL $0 $0 $0 $0 $1,786,000 $1,786,000

MOUNT HOPE CEMETERY FENCING REPLACEMENT
Phased replacement of perimeter, decorative, security fencing.

Cemetery Cash Capital $0 $6,000 $15,000 $0 $0 $21,000
Cemetery Debt $0 $504,000 $985,000 $0 $0 $1,489,000
TOTAL $0 $510,000 $1,000,000 $0 $0 $1,510,000
MOUNT HOPE CEMETERY OFFICE AND CREMATORY WINDOWS AND

HVAC UPGRADES
Window replacement and mechanical system upgrades.

Cemetery Cash Capital $0 $0 $0 $0 $595,000 $595,000
TOTAL $0 $0 $0 $0 $595,000 $595,000
MOUNT HOPE CEMETERY ROAD PAVING IMPROVEMENTS
Road paving improvements throughout the cemetery.

Cemetery Cash Capital $0 $104,000 $109,000 $114,000 $119,000 $446,000
TOTAL $0 $104,000 $109,000 $114,000 $119,000 $446,000
RIVERSIDE CEMETERY ROAD PAVING IMPROVEMENTS
Road paving improvements throughout the cemetery.

TOTAL $50,000 $52,000 $55,000 $58,000 $61,000 $276,000

PARKS AND OPEN SPACE: MARKETS


SUMMARY OF PARKS AND OPEN SPACE: MARKETS BY FUNDING

SOURCE

TOTAL $117,000 $125,000 $127,000 $379,000 $2,856,000 $3,604,000
INTERNATIONAL PLAZA ANNUAL ALLOCATION
Annual allocation for facility improvement needs at the International Plaza.

TOTAL $5,000 $11,000 $11,000 $11,000 $11,000 $49,000
PUBLIC MARKET ANNUAL ALLOCATION
Annual allocation for facility improvement needs at the Public Market.

Public Market Cash Capital $112,000 $114,000 $116,000 $118,000 $120,000 $580,000
TOTAL $112,000 $114,000 $116,000 $118,000 $120,000 $580,000

PUBLIC MARKET PAVEMENT RESTORATION
Pavement improvements throughout the Public Market site.

Public Market Cash Capital $0 $0 $0 $250,000 $2,725,000 $2,975,000
TOTAL $0 $0 $0 $250,000 $2,725,000 $2,975,000

PARKS AND OPEN SPACE: RECREATION


SUMMARY OF PARKS AND OPEN SPACE: RECREATION BY FUNDING

SOURCE

General Cash Capital $452,000 $1,930,000 $2,191,000 $913,000 $2,234,000 $7,720,000
General Debt $1,978,000 $3,291,000 $14,656,000 $4,170,000 $2,400,000 $26,495,000
New York State $3,000,000 $0 $0 $0 $0 $3,000,000
TOTAL $5,430,000 $5,221,000 $16,847,000 $5,083,000 $4,634,000 $37,215,000
BROWN'S SQUARE PARK
Park improvements including path removal and replacement, park lighting, park amenities, and
vegetation management.
TOTAL $0 $0 $0 $0 $750,000 $750,000

EDGERTON PARK RENOVATIONS
Implementation of park masterplan recommendations.

General Debt $0 $0 $4,435,000 $0 $0 $4,435,000
TOTAL $0 $500,000 $4,500,000 $0 $0 $5,000,000
FITNESS COURT
Installation of a second fitness court on the west side of the city.

TOTAL $0 $0 $255,000 $0 $0 $255,000
GENESEE VALLEY PARK WEST IMPROVEMENTS
Design and construction of a new park drive, parking, trail connections, picnic shelters, basketball
and tennis courts, and landscape enhancements.
General Debt $0 $0 $3,960,000 $0 $0 $3,960,000
TOTAL $0 $0 $4,000,000 $0 $0 $4,000,000
HIGH FALLS DISTRICT RIGHT OF WAY
Replacement of public furnishings and streetscape features.

TOTAL $40,000 $81,000 $82,000 $83,000 $84,000 $370,000

LAGRANGE PARK RENOVATIONS
Redesign and improvements to the outdoor spaces and concession stand for community use at
the park.
General Cash Capital $0 $0 $300,000 $30,000 $0 $330,000
General Debt $0 $0 $0 $2,670,000 $0 $2,670,000
TOTAL $0 $0 $300,000 $2,700,000 $0 $3,000,000
LIBERTY POLE LIGHTING
Replacement of current lights to LED in order to provide enhanced technological lighting for
themed use.
TOTAL $0 $0 $547,000 $0 $0 $547,000
MARTIN LUTHER KING JR. MEMORIAL PARK PHASE IV
Structural investigation of the space frame/sculpture, park streetscape improvements and park
rehabilitation at the main entrance, the amphitheater, the lawn, and the berm area.
General Debt $0 $0 $2,176,000 $0 $0 $2,176,000
TOTAL $0 $250,000 $2,250,000 $0 $0 $2,500,000

MARTIN LUTHER KING JR. MEMORIAL PARK PLAYGROUND
RENOVATION
Upgrades to the playground and surrounding park space to improve accessibility, visibility, and
safety.
General Debt $1,978,000 $0 $0 $0 $0 $1,978,000
TOTAL $2,000,000 $0 $0 $0 $0 $2,000,000
PLAYGROUND AND PLAY APPARATUS RENOVATION ANNUAL

ALLOCATION
Rehabilitation, renovation and replacement of recreation and parks facilities play apparatus.
General Debt $0 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $6,000,000
TOTAL $100,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $8,100,000
PULASKI PARK IMPROVEMENTS
Design and construction of park improvements including park walkways, lighting, user amenities,
and landscape enhancements.
General Debt $0 $0 $0 $0 $900,000 $900,000
TOTAL $0 $0 $0 $0 $900,000 $900,000
ROC CITY SKATE PARK PHASE II AND III
The ROC City Skate Park is a 25,500 square foot skate park with entry features, event staging
area, Genesee Riverway Trail enhancements, and a restroom/concession stand.
General Debt $0 $1,000,000 $0 $0 $0 $1,000,000
New York State $3,000,000 $0 $0 $0 $0 $3,000,000
TOTAL $3,000,000 $1,000,000 $0 $0 $0 $4,000,000

SPRAY PARK REHAB - CARTER ST. R-CENTER
Rehabilitation of existing facility spray park.

General Debt $0 $791,000 $0 $0 $0 $791,000
TOTAL $0 $800,000 $0 $0 $0 $800,000
SPRAY PARK REHAB - THOMAS P. RYAN R-CENTER
Rehabilitation of existing facility spray park.

General Debt $0 $0 $330,000 $0 $0 $330,000
TOTAL $0 $70,000 $333,000 $0 $0 $403,000

TENNIS AND BASKETBALL COURT IMPROVEMENTS
Annual allocation for maintenance and rehab needs at tennis and basketball courts throughout
the City, prioritized based on an assessments conditions, use, and available funding.
TOTAL $290,000 $300,000 $300,000 $300,000 $300,000 $1,490,000
WADSWORTH SQUARE
Design and construction of park improvements including walkways, lighting, general amenities,
and landscape enhancements.
TOTAL $0 $0 $0 $0 $600,000 $600,000
WILLIE W. LIGHTFOOT R-CENTER PARK IMPROVEMENTS
Park renovations to coordinate with the Rochester City School District project at the R-Center and
the Parks Master Plan.
General Debt $0 $0 $2,255,000 $0 $0 $2,255,000
TOTAL $0 $220,000 $2,280,000 $0 $0 $2,500,000

PARKS AND OPEN SPACE: TRAIL SYSTEM


SUMMARY OF PARKS AND OPEN SPACE: TRAIL SYSTEM BY

FUNDING SOURCE

General Debt $0 $2,461,000 $0 $0 $3,637,000 $6,098,000
TOTAL $0 $2,705,000 $160,000 $495,000 $3,905,000 $7,265,000
TRAIL DEVELOPMENT - CSX CORRIDOR ACQUISITION
The project proposes to acquire two inactive rail corridors from CSX for eventual conversion to
trail. The JOSANA corridor runs between Oak Street and Hague Street, south of and parallel to
Lyell Avenue. As envisioned in the 2010 JOSANA Neighborhood Master Plan and the 2015 JOSANA
Rails-to-Trails Feasibility Study, this development project would include a new trail with facilities
for recreation, fitness, community gardens, and open space. The Seneca corridor is located on
the east side of and extends north along the Genesee River from Seneca Park at Seneca Park
Avenue, north to Thomas Avenue. Upon conversion, the trail would be a northern extension of
the El Camino Trail, providing greater connectivity between the El Camino neighborhood and the
larger city and regional trail system.
General Debt $0 $500,000 $0 $0 $0 $500,000
TOTAL $0 $500,000 $0 $0 $0 $500,000

TRAIL DEVELOPMENT - JOSANA TRAIL
Construction of the first phase of the Josana Rails to Trails feasibility study.
General Cash Capital $0 $0 $0 $330,000 $33,000 $363,000
General Debt $0 $0 $0 $0 $3,637,000 $3,637,000
TOTAL $0 $0 $0 $330,000 $3,670,000 $4,000,000
TRAIL IMPROVEMENTS - EL CAMINO TRAIL
Construction of the trailhead and access improvements to link the North Clinton Avenue Corridor
to the El Camino Trail.
TOTAL $0 $0 $0 $0 $65,000 $65,000
TRAIL IMPROVEMENTS - MAPLEWOOD PARK TRAIL
Trail improvements to enhance user safety and universal accessibility.

General Debt $0 $1,780,000 $0 $0 $0 $1,780,000
TOTAL $0 $1,800,000 $0 $0 $0 $1,800,000
TRAIL IMPROVEMENTS - ST. BERNARD'S TRAIL
Trail improvements including realignment, accessibility, and site improvements.

General Debt $0 $181,000 $0 $0 $0 $181,000
TOTAL $0 $250,000 $0 $0 $0 $250,000
TRAIL REHABILITATION - GENESEE RIVERWAY TRAIL ANNUAL

ALLOCATION
Rehabilitation of trail and trail signage.

TOTAL $0 $155,000 $160,000 $165,000 $170,000 $650,000

PARKS AND OPEN SPACE: URBAN FOREST


SUMMARY OF PARKS AND OPEN SPACE: URBAN FOREST BY

FUNDING SOURCE

TOTAL $2,790,000 $3,029,000 $1,366,000 $1,242,000 $1,283,000 $9,710,000
ASH TREE PROGRAM
Annual allocation for treatment of more than 3,500 ash trees for protection against the Emerald
Ash Borer invasive pest. Ash trees are treated on a three-year cycle, and trees that are no longer
viable are removed and replaced.
TOTAL $177,000 $190,000 $350,000 $196,000 $206,000 $1,119,000
FORESTRY PROGRAM
Annual allocation for the care and maintenance of approximately 64,000 public trees located
along City streets, parks, and cemeteries.
General Cash Capital $923,000 $944,000 $966,000 $991,000 $1,017,000 $4,841,000
TOTAL $963,000 $989,000 $1,016,000 $1,046,000 $1,077,000 $5,091,000

TREE EXPANSION BEAUTIFICATION PROGRAM
Trees are critical to a healthy and vibrant urban infrastructure and provide a myriad of
environmental, social, and aesthetic benefits. This program will increase the city wide tree
population from 64,000 to 70,000 by the end of 2025. The program is designed to eliminated
disparities in the tree population by creating an equitable tree stocking percentage of 85% across
all four quadrants.
General Cash Capital $1,650,000 $1,850,000 $0 $0 $0 $3,500,000
TOTAL $1,650,000 $1,850,000 $0 $0 $0 $3,500,000

PARKS AND OPEN SPACE: WATERFRONT


SUMMARY OF PARKS AND OPEN SPACE: WATERFRONT BY

FUNDING SOURCE

General Debt $0 $5,615,000 $21,780,000 $1,924,000 $0 $29,319,000
New York State $0 $2,000,000 $0 $0 $0 $2,000,000
TOTAL $493,000 $8,459,000 $21,985,000 $2,093,000 $451,000 $33,481,000
DURAND EASTMAN PARK BEACH HOUSE
Construction of a beach house at Durand Eastman Beach.

General Debt $0 $5,615,000 $0 $0 $0 $5,615,000
New York State $0 $2,000,000 $0 $0 $0 $2,000,000
TOTAL $0 $7,700,000 $0 $0 $0 $7,700,000

DURAND EASTMAN PARK BEACH MASTER PLAN
Phased implementation of an updated masterplan for the entire beach site.

General Debt $0 $0 $1,780,000 $0 $0 $1,780,000
TOTAL $0 $200,000 $1,800,000 $0 $0 $2,000,000
DURAND EASTMAN PARK BEACH SITE IMPROVEMENTS
Drainage and other site improvements.

TOTAL $0 $400,000 $0 $0 $0 $400,000
HARBOR MANAGEMENT PLAN
Dredging at the port along dock wall and marina entrance.

TOTAL $0 $0 $21,000 $0 $0 $21,000
MARINA FACILITIES ANNUAL ALLOCATION
Annual allocation for improvements, rehabilitation, and renovation of marina facilities.

TOTAL $15,000 $15,000 $15,000 $15,000 $15,000 $75,000
PORT INFRASTRUCTURE ROADS
Upkeep of public right-of-way in port area, includes trails and public space.
TOTAL $25,000 $25,000 $25,000 $25,000 $25,000 $125,000
RIVER STREET MARINA FACILITIES
Maintenance and infrastructure work around the Marina.

TOTAL $15,000 $15,000 $15,000 $15,000 $15,000 $75,000

WEST RIVER WALL PHASE III
Restoring flood protection between Ford Street and Erie Lackawanna Bridge, restoration of park
land and creation of development ready pad sites in conjunction with the Flint Street
reconstruction project.
General Debt $0 $0 $20,000,000 $0 $0 $20,000,000
TOTAL $0 $0 $20,000,000 $0 $0 $20,000,000
WILLIAM A. JOHNSON JR. PORT OF ROCHESTER TERMINAL

BUILDING ANNUAL ALLOCATION
Annual allocation for general improvements, rehabilitation, and renovation at Port Terminal
Building.
TOTAL $90,000 $104,000 $109,000 $114,000 $119,000 $536,000

BUILDING MAIN ENTRANCE SLIDING DOOR REPLACEMENT
Replacement of automatic sliding doors at main entrance.

TOTAL $87,000 $0 $0 $0 $0 $87,000

BUILDING ROOF RESTORATION
Phased roof replacements and restorations for the various roof types of the facility.
General Cash Capital $261,000 $0 $0 $0 $277,000 $538,000
General Debt $0 $0 $0 $1,924,000 $0 $1,924,000
TOTAL $261,000 $0 $0 $1,924,000 $277,000 $2,462,000

PUBLIC SAFETY
The Public Safety category finances the capital Emergency Communications

needs of the City's public safety functions Fire
including Police, Fire, and Emergency Police
Communications. Public Safety Building
SUMMARY OF PUBLIC SAFETY BY FUNDING SOURCE

Community Development Block Grant $55,000 $55,000 $55,000 $55,000 $55,000 $275,000
General Debt $4,770,000 $3,250,000 $7,800,000 $2,140,000 $4,250,000 $22,210,000
TOTAL $11,911,000 $16,363,000 $20,171,000 $13,343,000 $16,003,000 $77,791,000
SUMMARY OF PUBLIC SAFETY BY SUB-CATEGORY

Emergency Communications $35,000 $35,000 $350,000 $510,000 $258,000 $1,188,000
Fire $8,552,000 $8,380,000 $15,397,000 $6,679,000 $7,092,000 $46,100,000
Police $3,199,000 $7,793,000 $3,769,000 $3,899,000 $4,248,000 $22,908,000
Public Safety Building $125,000 $155,000 $655,000 $2,255,000 $4,405,000 $7,595,000
TOTAL $11,911,000 $16,363,000 $20,171,000 $13,343,000 $16,003,000 $77,791,000
Public Safety 112

PROGRAM COMPARISON
EMERGENCY COMMUNICATIONS
NEW PROJECTS:
none

PROJECT CHANGES:
Public Safety 113

FIRE
NEW PROJECTS:
Broad and Allen Firehouse Renovation is added in 2023-24
Clinton Avenue Firehouse Roof Replacement is added in 2025-26
Dewey Avenue Firehouse Renovation is added in 2025-26
Fire Emergency Records Management is added in 2023-24
Fire Scheduling Technology Solution is added in 2023-24
Fire Equipment - Training Equipment and Supplies is added ins 2023-24, 2024-25, 2025-26,
2026-27, and 2027-28
Goodman Firehouse Renovation is added 2023-24
Monroe Avenue Firehouse Roof Replacement is added in 2026-27
Wisconsin Avenue Firehouse Exhaust Hood and Fire Suppression System is added in 2027-28

PROJECT CHANGES:
Public Safety 114

Public Safety 115
POLICE
NEW PROJECTS:
Police Cash and Money Management Software Upgrade is added in 2023-24 and 2024-25
Police Equipment - Dry Lab Printer is added in 2024-25
Police Genesee and Lake Section Offices Fencing is added in 2023-24

PROJECT CHANGES:
Public Safety 116

PUBLIC SAFETY BUILDING
NEW PROJECTS:
Public Safety Building Heat Pump Replacement is added in 2025-26, 2026-27, and 2027-28

PROJECT CHANGES:
Public Safety 117

PUBLIC SAFETY: EMERGENCY

COMMUNICATIONS

CLICK HERE TO RETURN TO THE PUBLIC SAFETY CATEGORY
SUMMARY OF PUBLIC SAFETY: EMERGENCY COMMUNICATIONS BY

FUNDING SOURCE

General Debt $0 $0 $0 $430,000 $0 $430,000
TOTAL $35,000 $35,000 $350,000 $510,000 $258,000 $1,188,000
EMERGENCY COMMUNICATIONS FACILITY IMPROVEMENTS
Phased facility improvements including replacement of heat pumps and furniture.

General Cash Capital $0 $0 $255,000 $0 $188,000 $443,000
TOTAL $0 $0 $255,000 $0 $188,000 $443,000
Public Safety 118

EMERGENCY COMMUNICATIONS MOTOR EQUIPMENT

General Cash Capital $0 $0 $60,000 $0 $35,000 $95,000
TOTAL $0 $0 $60,000 $0 $35,000 $95,000
EMERGENCY COMMUNICATIONS ROOF RESTORATION
Restoration of roof system for this facility.

General Debt $0 $0 $0 $430,000 $0 $430,000
TOTAL $0 $0 $0 $475,000 $0 $475,000
EMERGENCY COMMUNICATIONS SMALL EQUIPMENT
Annual allocation for replacement of equipment.

TOTAL $35,000 $35,000 $35,000 $35,000 $35,000 $175,000
Public Safety 119

PUBLIC SAFETY: FIRE


SUMMARY OF PUBLIC SAFETY: FIRE BY FUNDING SOURCE

General Debt $4,770,000 $0 $7,800,000 $0 $0 $12,570,000
TOTAL $8,552,000 $8,380,000 $15,397,000 $6,679,000 $7,092,000 $46,100,000
EQUIPMENT
FIRE COMMUNICATIONS EQUIPMENT
Routine replacement of radio receivers, mobile and portable radios, digital pagers, master boxes,
and transmitters.
TOTAL $99,000 $106,000 $113,000 $121,000 $130,000 $569,000
FIRE EQUIPMENT - FIREFIGHTER TURNOUT GEAR
Firefighting apparel and personal protective equipment for fire suppression.

TOTAL $885,000 $1,104,000 $1,098,000 $1,207,000 $1,328,000 $5,622,000
FIRE EQUIPMENT - FIREHOUSE EQUIPMENT
Facility and equipment improvements.

TOTAL $50,000 $135,000 $145,000 $150,000 $160,000 $640,000
Public Safety 120

FIRE EQUIPMENT - SELF-CONTAINED BREATHING APPARATUS
REPLACEMENT
Replacement of firefighter personal protection equipment. SCBA has revolutionized firefighter

safety and effectiveness, allowing firefighters to go deeper into dangerous environments while
not breathing toxic fumes.
TOTAL $161,000 $3,613,000 $120,000 $126,000 $133,000 $4,153,000
FIRE EQUIPMENT - SMOKE AND CARBON MONOXIDE DETECTOR

PROGRAM
Smoke and carbon monoxide detector replacement program.

TOTAL $55,000 $55,000 $55,000 $55,000 $55,000 $275,000
FIRE EQUIPMENT - SUPPRESSION
Scheduled replacement and purchase of new fire suppression small equipment.

TOTAL $533,000 $442,000 $536,000 $535,000 $588,000 $2,634,000
FIRE EQUIPMENT - TRAINING EQUIPMENT AND SUPPLIES
Training equipment and supplies specific to water and land rescues.

TOTAL $30,000 $40,000 $40,000 $40,000 $40,000 $190,000
Public Safety 121

FIRE FIGHTING APPARATUS

General Cash Capital $0 $2,438,000 $3,516,000 $2,393,000 $3,572,000 $11,919,000
General Debt $2,370,000 $0 $0 $0 $0 $2,370,000
TOTAL $2,370,000 $2,438,000 $3,516,000 $2,393,000 $3,572,000 $14,289,000
FIRE MOTOR EQUIPMENT
Scheduled replacement of the Rochester Fire Department’s emergency sedans and utility
vehicles.
TOTAL $299,000 $343,000 $346,000 $247,000 $157,000 $1,392,000
TECHNOLOGY
FIRE EMERGENCY RECORDS MANAGEMENT REPLACEMENT
Transition the Rochester Fire Department to a more modernized National Fire Incident Reporting
System (NFIRS) platform, with the key focus on Fire Investigation reporting.
TOTAL $175,000 $0 $0 $0 $0 $175,000
FIRE SCHEDULING TECHNOLOGY SOLUTION
Replacement of current scheduling system with UKG Telestaff Enterprise in order to automate
manual processes.
TOTAL $70,000 $0 $0 $0 $0 $70,000
Public Safety 122

FACILITIES
BROAD AND ALLEN FIREHOUSE RENOVATION
Firehouse renovation including gender neutral bathroom/bunkroom renovation.

General Debt $800,000 $0 $0 $0 $0 $800,000
TOTAL $1,525,000 $0 $0 $0 $0 $1,525,000
CHESTNUT STREET FIREHOUSE PROTECTIVES KITCHEN UPGRADES
Kitchen upgrades, exhaust hood, and fire suppression installation.

TOTAL $0 $0 $0 $400,000 $0 $400,000
CLINTON AVENUE FIREHOUSE ROOF REPLACEMENT
Removal and replacement of the facility's roof system.

TOTAL $0 $0 $438,000 $0 $0 $438,000
DEWEY AVENUE FIREHOUSE KITCHEN UPGRADES
Replacement of flooring, kitchen cabinets, and countertops.

TOTAL $0 $0 $0 $435,000 $0 $435,000
DEWEY AVENUE FIREHOUSE ROOF RESTORATION
Roof system restoration for the facility.

TOTAL $0 $0 $398,000 $0 $0 $398,000
FIRE FACILITIES ANNUAL ALLOCATION
General upkeep of buildings.

TOTAL $100,000 $104,000 $109,000 $114,000 $119,000 $546,000
Public Safety 123

GOODMAN FIREHOUSE RENOVATION
Firehouse renovation including gender neutral bathroom/bunkroom renovations.

General Debt $1,600,000 $0 $0 $0 $0 $1,600,000
TOTAL $2,200,000 $0 $0 $0 $0 $2,200,000
LAKE AVENUE FIREHOUSE KITCHEN UPGRADES
Kitchen upgrades, exhaust hood, and fire suppression installation.

TOTAL $0 $0 $0 $0 $310,000 $310,000
MONROE AVENUE FIREHOUSE MECHANICAL UPGRADES
Replacement of boilers, heat exchanger, and rooftop unit.

TOTAL $0 $0 $683,000 $0 $0 $683,000
MONROE AVENUE FIREHOUSE ROOF REPLACEMENT
Removal and replacement of antiquated roof system.

TOTAL $0 $0 $0 $856,000 $0 $856,000
UNIVERSITY AVENUE FIREHOUSE RENOVATION
Firehouse renovation including gender neutral bathroom/bunkroom renovations.

General Debt $0 $0 $7,800,000 $0 $0 $7,800,000
TOTAL $0 $0 $7,800,000 $0 $0 $7,800,000
WISCONSIN STREET FIREHOUSE EXHAUST HOOD AND FIRE

SUPPRESSION SYSTEM
Kitchen exhaust hood replacement and fire suppression system installation.

TOTAL $0 $0 $0 $0 $500,000 $500,000
Public Safety 124

PUBLIC SAFETY: POLICE


SUMMARY OF PUBLIC SAFETY: POLICE BY FUNDING SOURCE

General Debt $0 $3,250,000 $0 $0 $0 $3,250,000
TOTAL $3,199,000 $7,793,000 $3,769,000 $3,899,000 $4,248,000 $22,908,000
EQUIPMENT
POLICE EQUIPMENT - BODY ARMOR
Annual allocation for replacement of body armor.

TOTAL $70,000 $70,000 $70,000 $70,000 $75,000 $355,000
Public Safety 125

POLICE EQUIPMENT - DRY LAB PRINTER
Replacement of Dry Lab Printer in Photo Lab.

TOTAL $0 $70,000 $0 $0 $0 $70,000
POLICE EQUIPMENT - PATROL RIFLES
Annual allocation for replacement of patrol rifles.

TOTAL $7,000 $7,000 $7,000 $7,000 $7,000 $35,000
POLICE EQUIPMENT - TASERS
Annual allocation for replacement of tasers.

TOTAL $110,000 $110,000 $110,000 $110,000 $110,000 $550,000
POLICE MOTOR EQUIPMENT
Scheduled replacement of marked and unmarked vehicles supporting patrol and investigation
activities.
Project Title 2023-24 2024-25 2025-26 2026-27 2027-28 Total
Police - Motor equipment $2,213,000 $3,891,000 $3,237,000 $3,367,000 $3,502,000 $16,210,000
TOTAL $2,213,000 $3,891,000 $3,237,000 $3,367,000 $3,502,000 $16,210,000
POLICE SMALL EQUIPMENT
Annual allocation for the purchase of new and replacement of outdated or damaged equipment
for all units and special teams within the Police Department.
TOTAL $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,000
Public Safety 126

TECHNOLOGY
POLICE CASH AND MONEY MANAGEMENT SOFTWARE SOLUTION
Replacement of end-of-life data application used for covert operations.

TOTAL $350,000 $50,000 $0 $0 $0 $400,000
FACILITIES
POLICE AUTO IMPOUND STORAGE BUILDING AND SITE REPAIRS
Funding for site improvements, door replacements, new concrete floor slab, and various building
envelope repairs.
TOTAL $0 $0 $0 $0 $209,000 $209,000
POLICE FACILITIES ANNUAL ALLOCATION
Security improvements and office equipment needs.

TOTAL $45,000 $45,000 $45,000 $45,000 $45,000 $225,000
POLICE GENESEE AND LAKE SECTION OFFICES SITE FENCING
Installation of perimeter security fencing and gates.

TOTAL $104,000 $0 $0 $0 $0 $104,000
POLICE SPECIAL OPERATIONS/K-9 TACTICAL UNIT RENOVATION
Interior and exterior improvements including mechanical system upgrades.

General Debt $0 $2,000,000 $0 $0 $0 $2,000,000
TOTAL $0 $2,000,000 $0 $0 $0 $2,000,000
Public Safety 127

POLICE SPECIAL OPERATIONS/K-9 TACTICAL UNIT STORAGE
BUILDING
New building for storage for police motorcycles and equipment.

General Debt $0 $1,250,000 $0 $0 $0 $1,250,000
TOTAL $0 $1,250,000 $0 $0 $0 $1,250,000
Public Safety 128

PUBLIC SAFETY: PUBLIC SAFETY BUILDING


SUMMARY OF PUBLIC SAFETY: PUBLIC SAFETY BUILDING BY

FUNDING SOURCE

General Debt $0 $0 $0 $1,710,000 $4,250,000 $5,960,000
TOTAL $125,000 $155,000 $655,000 $2,255,000 $4,405,000 $7,595,000
PUBLIC SAFETY BUILDING ANNUAL ALLOCATION
Annual allocation for improvements and replacements of building systems and components.
TOTAL $125,000 $155,000 $155,000 $155,000 $155,000 $745,000
PUBLIC SAFETY BUILDING GENERATOR

General Debt $0 $0 $0 $0 $3,000,000 $3,000,000
TOTAL $0 $0 $0 $300,000 $3,000,000 $3,300,000
PUBLIC SAFETY BUILDING HEAT PUMP REPLACEMENT
Replacement of heat pumps throughout the facility for heating and cooling.
General Debt $0 $0 $0 $1,250,000 $1,250,000 $2,500,000
TOTAL $0 $0 $500,000 $1,250,000 $1,250,000 $3,000,000
Public Safety 129

PUBLIC SAFETY BUILDING LOBBY FLOOR
Replacement of the lobby flooring on the first and second floors.

General Debt $0 $0 $0 $460,000 $0 $460,000
TOTAL $0 $0 $0 $550,000 $0 $550,000
Public Safety 130

TRANSPORTATION INFRASTRUCTURE
The City is responsible for maintenance and Arterial Improvements

upgrades to its transportation system, Bridges and Structures
including more than 500 centerline miles of Sidewalk Maintenance
streets, 60 bridges, 35 railroad underpasses, Street Lighting System
over a thousand miles of sidewalks, a growing Street Rehabilitation
network of bicycle facilities, and more than Traffic
28,000 street lights. The City performs or
oversees maintenance and repairs, including
but not limited to, chip sealing, preventive
maintenance of bridges, hazardous sidewalk
replacements, design and construction of
street and bridge resurfacing, rehabilitation
and reconstruction projects, and multi-modal
projects that make City streets safer and more
accessible for all users.
SUMMARY OF TRANSPORTATION INFRASTRUCTURE BY FUNDING

SOURCE

Federal $9,028,000 $8,666,000 $16,016,000 $98,842,000 $4,550,000 $137,102,000
General Debt $11,925,000 $30,405,000 $23,125,000 $27,840,000 $24,245,000 $117,540,000
Local Works Debt $3,340,000 $3,440,000 $3,545,000 $3,650,000 $3,760,000 $17,735,000
Transportation Infrastructure 131

Monroe County $2,085,000 $0 $0 $4,250,000 $0 $6,335,000

New York State $7,740,000 $4,570,000 $0 $0 $0 $12,310,000
Private $65,000 $435,000 $0 $0 $0 $500,000
Water Cash Capital $168,000 $322,000 $239,000 $551,000 $268,000 $1,548,000
Water Debt $2,370,000 $3,845,000 $2,570,000 $3,725,000 $1,825,000 $14,335,000
TOTAL $42,651,000 $61,986,000 $53,937,000 $148,073,000 $42,764,000 $349,411,000
SUMMARY OF TRANSPORTATION INFRASTRUCTURE BY SUB-

CATEGORY

Arterial Improvements $15,012,000 $7,013,000 $23,601,000 $109,789,000 $5,807,000 $161,222,000
Bridges and Structures $850,000 $15,470,000 $840,000 $865,000 $890,000 $18,915,000
Sidewalk Maintenance $3,847,000 $3,958,000 $4,074,000 $4,190,000 $4,311,000 $20,380,000
Street Lighting System $950,000 $1,725,000 $1,740,000 $1,755,000 $1,770,000 $7,940,000
Street Rehabilitation $20,812,000 $31,610,000 $23,197,000 $30,974,000 $29,471,000 $136,064,000
Traffic $1,180,000 $2,210,000 $485,000 $500,000 $515,000 $4,890,000
TOTAL $42,651,000 $61,986,000 $53,937,000 $148,073,000 $42,764,000 $349,411,000

PROGRAM COMPARISON
ARTERIAL IMPROVEMENTS
NEW PROJECTS:
Bull's Head Revitalization is added in 2023-24, 2024-25, 2025-26, and 2026-27
Main Street Streetscape and Pedestrian Wayfinding Phase III is added in 2024-25, 2025-26, and
2026-27

PROJECT CHANGES:

BRIDGES AND STRUCTURES
NEW PROJECTS:
Railroad Underpass Safety Improvements is added in 2023-24 and 2024-25

PROJECT CHANGES:

STREET LIGHTING SYSTEM
NEW PROJECTS:
Steel and Wood Pole Replacement is added in 2024-25, 2025-26, 2026-27, and 2027-28

PROJECT CHANGES:

SIDEWALK MAINTENANCE
NEW PROJECTS:
none

PROJECT CHANGES:
none

STREET REHABILITATION
NEW PROJECTS:
Bull's Head Revitalization is added in 2023-24, 2024-25, 2025-26, and 2026-27
Main Street Streetscape and Pedestrian Wayfinding Phase III is added in 2024-25, 2025-26, and
2026-27

PROJECT CHANGES:

TRAFFIC
NEW PROJECTS:
Bus Stop Improvements is added in 2023-24 and 2024-25
Transportation Planning funding is added in 2023-24

PROJECT CHANGES:
none

TRANSPORTATION INFRASTRUCTURE:
ARTERIAL IMPROVEMENTS

CLICK HERE TO RETURN TO THE TRANSPORTATION INFRASTRUCTURE CATEGORY
SUMMARY OF TRANSPORTATION INFRASTRUCTURE: ARTERIAL

IMPROVEMENTS BY FUNDING SOURCE

Federal $4,059,000 $1,898,000 $11,466,000 $94,292,000 $0 $111,715,000
General Cash Capital $1,041,000 $1,183,000 $908,000 $735,000 $200,000 $4,067,000
General Debt $3,125,000 $0 $9,525,000 $7,870,000 $5,400,000 $25,920,000
Monroe County $2,085,000 $0 $0 $4,250,000 $0 $6,335,000
Monroe County Traffic $270,000 $25,000 $325,000 $240,000 $95,000 $955,000
New York State $2,800,000 $3,700,000 $0 $0 $0 $6,500,000
Water Debt $1,530,000 $0 $1,300,000 $2,235,000 $0 $5,065,000
TOTAL $15,012,000 $7,013,000 $23,601,000 $109,789,000 $5,807,000 $161,222,000
131K BROADWAY STREET
SOUTH UNION STREET TO SOUTH GOODMAN STREET
Reconstruction of Broadway Street and Union Street, installation of curbs, sidewalks, landscaping
and street lighting, and drainage and water improvements. This road is an arterial highway in the
city of Rochester and is eligible for County funding under section 131-k of the Highway Law.

Federal $0 $706,000 $25,000 $0 $0 $731,000
General Debt $0 $0 $0 $3,270,000 $0 $3,270,000
Monroe County $0 $0 $0 $4,250,000 $0 $4,250,000
Water Cash Capital $0 $70,000 $0 $0 $0 $70,000
Water Debt $0 $0 $0 $1,145,000 $0 $1,145,000
TOTAL $0 $1,081,000 $33,000 $8,665,000 $0 $9,779,000

131K NORTH GOODMAN STREET
BAY STREET TO CLIFFORD AVENUE
Reconstruction of North Goodman Street from Bay Street to Clifford Avenue, installation of curbs,
sidewalks, landscaping, street lighting, and drainage and water improvements. This road is an
arterial highway in the City of Rochester and is eligible for County funding under section 131-k of
the Highway Law.

General Debt $2,625,000 $0 $0 $0 $0 $2,625,000
Monroe County $2,085,000 $0 $0 $0 $0 $2,085,000
Water Debt $805,000 $0 $0 $0 $0 $805,000
TOTAL $5,600,000 $0 $0 $0 $0 $5,600,000
BULL'S HEAD REVITALIZATION
Improvements and reconfiguration to transportation infrastructure throughout the targeted

development area centered on West Main Street, Genesee Street, and Brown Street.

Federal $0 $0 $7,483,000 $0 $0 $7,483,000
General Debt $0 $0 $4,825,000 $0 $0 $4,825,000
Monroe County Traffic $0 $0 $100,000 $0 $0 $100,000
New York State $750,000 $0 $0 $0 $0 $750,000
Water Debt $0 $0 $460,000 $0 $0 $460,000
TOTAL $1,026,000 $10,000 $12,868,000 $0 $0 $13,904,000
DEWEY AVENUE AND EMERSON STREET
DEWEY AVENUE FROM FELIX STREET TO EMERSON STREET
EMERSON STREET FROM DEWEY AVENUE TO FULTON AVENUE
Street reconstruction, new curbing, sidewalks, water main and services, hydrants, receiving basins,
street lighting, and tree planting.

Federal $353,000 $352,000 $3,956,000 $0 $0 $4,661,000
General Debt $0 $0 $4,700,000 $0 $0 $4,700,000
Water Debt $0 $0 $840,000 $0 $0 $840,000
TOTAL $858,000 $440,000 $9,711,000 $0 $0 $11,009,000

EAST HENRIETTA ROAD AND WESTFALL ROAD
EAST HENRIETTA ROAD FROM WESTFALL ROAD TO SOUTH AVENUE
WESTFALL ROAD FROM MT. HOPE AVENUE TO EAST HENRIETTA ROAD
Pavement reconstruction, new curbing, sidewalks, driveway aprons, catch basins, and other
related street improvements.

Monroe County Traffic $0 $0 $0 $55,000 $0 $55,000
Water Cash Capital $0 $0 $0 $90,000 $0 $90,000
TOTAL $0 $0 $0 $680,000 $0 $680,000
GENESEE STREET
ELMWOOD AVENUE TO BROOKS AVENUE
Reconstruction of Genesee Street including installation of curbs, sidewalks, landscaping, street

lighting, and drainage and water improvements.

Federal $3,706,000 $0 $0 $0 $0 $3,706,000
General Debt $500,000 $0 $0 $0 $0 $500,000
Monroe County Traffic $270,000 $0 $0 $0 $0 $270,000
New York State $2,000,000 $0 $0 $0 $0 $2,000,000
Water Debt $725,000 $0 $0 $0 $0 $725,000
TOTAL $7,201,000 $0 $0 $0 $0 $7,201,000
INNER LOOP NORTH TRANSFORMATION
Redesign and reconstruction of the remaining segment of the underutilized, grade-separated

Inner Loop Expressway from I-490 to Union Street as an accessible multi-modal boulevard within a
restored street grid.

Federal $0 $0 $0 $89,000,000 $0 $89,000,000
General Debt $0 $0 $0 $3,000,000 $0 $3,000,000
Monroe County Traffic $0 $5,000 $0 $50,000 $0 $55,000
New York State $50,000 $3,700,000 $0 $0 $0 $3,750,000
Water Debt $0 $0 $0 $1,000,000 $0 $1,000,000
TOTAL $50,000 $4,155,000 $0 $93,050,000 $0 $97,255,000

MAIN STREET STREETSCAPE AND PEDESTRIAN WAYFINDING PHASE
III
Transportation infrastructure improvements and revitalization of the streetscape along West Main
Street from South Plymouth Avenue to State Street/Exchange Boulevard.

Federal $0 $840,000 $2,000 $5,292,000 $0 $6,134,000
General Debt $0 $0 $0 $1,600,000 $0 $1,600,000
Monroe County Traffic $0 $20,000 $0 $135,000 $0 $155,000
Water Debt $0 $0 $0 $90,000 $0 $90,000
TOTAL $0 $1,050,000 $2,000 $7,117,000 $0 $8,169,000
SOUTH GOODMAN STREET
ELMWOOD AVENUE TO HIGHLAND PARKWAY
Pavement reconstruction and other related street improvements.

General Debt $0 $0 $0 $0 $5,400,000 $5,400,000
Monroe County Traffic $0 $0 $10,000 $0 $95,000 $105,000
Water Cash Capital $0 $0 $0 $0 $35,000 $35,000
TOTAL $0 $0 $710,000 $0 $5,530,000 $6,240,000
STREET PLANNING AND DESIGN
Staff time for design and construction of street improvement program.

TOTAL $277,000 $277,000 $277,000 $277,000 $277,000 $1,385,000

BRIDGES AND STRUCTURES

SUMMARY OF TRANSPORTATION INFRASTRUCTURE: BRIDGES AND

STRUCTURES BY FUNDING SOURCE

Federal $0 $3,000,000 $0 $0 $0 $3,000,000
General Debt $0 $10,455,000 $0 $0 $0 $10,455,000
TOTAL $850,000 $15,470,000 $840,000 $865,000 $890,000 $18,915,000
ATLANTIC AVENUE RAILROAD UNDERPASS REPAIRS
Repairs to the sidewalks, lighting, concrete, structural steel, railings, and other elements.
General Debt $0 $345,000 $0 $0 $0 $345,000
TOTAL $60,000 $345,000 $0 $0 $0 $405,000
BRIDGES - STANDARD ALLOCATION
Annual bridge repair program to care for the City's bridge inventory.
TOTAL $615,000 $815,000 $840,000 $865,000 $890,000 $4,025,000
RAILROAD UNDERPASS SAFETY IMPROVEMENTS
General repairs at various railroad underpasses.

General Debt $0 $375,000 $0 $0 $0 $375,000
TOTAL $50,000 $375,000 $0 $0 $0 $425,000

RUNNING TRACK BRIDGE PEDESTRIAN CONVERSION
Rehabilitation and conversion of the bridge for a multi-use pedestrian bridge and enhancements
to both east and west approaches to provide a link between the existing El Camino Trail and
Genesee Riverway Trail.
Federal $0 $3,000,000 $0 $0 $0 $3,000,000
General Cash Capital $0 $1,200,000 $0 $0 $0 $1,200,000
General Debt $0 $9,040,000 $0 $0 $0 $9,040,000
TOTAL $0 $13,240,000 $0 $0 $0 $13,240,000
WINTON ROAD RAILROAD UNDERPASS REPAIRS
Repairs to the sidewalks, lighting, concrete, structural steel, railings, and other elements.
General Debt $0 $695,000 $0 $0 $0 $695,000
TOTAL $125,000 $695,000 $0 $0 $0 $820,000

SIDEWALK MAINTENANCE

SUMMARY OF TRANSPORTATION INFRASTRUCTURE: SIDEWALK

MAINTENANCE BY FUNDING SOURCE

Local Works Debt $3,340,000 $3,440,000 $3,545,000 $3,650,000 $3,760,000 $17,735,000
TOTAL $3,847,000 $3,958,000 $4,074,000 $4,190,000 $4,311,000 $20,380,000
HAZARDOUS SIDEWALK REMEDIATION
Replacement of hazardous sidewalks throughout the city. Other sidewalk work is performed in
conjunction with a number of the street programs referenced in this category.
Local Works Debt $3,000,000 $3,090,000 $3,185,000 $3,280,000 $3,380,000 $15,935,000
TOTAL $3,285,000 $3,385,000 $3,490,000 $3,595,000 $3,705,000 $17,460,000
HAZARDOUS SIDEWALK REMEDIATION STAFF
Staff time for sidewalk improvements completed by City employees.

TOTAL $186,000 $186,000 $186,000 $186,000 $186,000 $930,000
SIDEWALK RAMP INSTALLATION
Curb radii improvements and ADA ramps installation on residential streets at high priority
locations.
Local Works Debt $340,000 $350,000 $360,000 $370,000 $380,000 $1,800,000
TOTAL $376,000 $387,000 $398,000 $409,000 $420,000 $1,990,000

STREET LIGHTING SYSTEM

SUMMARY OF TRANSPORTATION INFRASTRUCTURE: STREET

LIGHTING SYSTEM BY FUNDING SOURCE

General Cash Capital $450,000 $975,000 $990,000 $1,005,000 $1,020,000 $4,440,000
General Debt $500,000 $750,000 $750,000 $750,000 $750,000 $3,500,000
TOTAL $950,000 $1,725,000 $1,740,000 $1,755,000 $1,770,000 $7,940,000
LED INSTALLATION AND POLE REPLACEMENT
Replacement of residential fixtures, poles, and lighting controls.

General Debt $500,000 $750,000 $750,000 $750,000 $750,000 $3,500,000
TOTAL $500,000 $750,000 $750,000 $750,000 $750,000 $3,500,000
PROJECT UPLIFT
Strategic street lighting improvements to enhance public safety.

TOTAL $100,000 $105,000 $110,000 $115,000 $120,000 $550,000
STEEL AND WOOD POLE REPLACEMENT
New annual allocation for replacement of timeworn steel and wood poles.
TOTAL $0 $500,000 $500,000 $500,000 $500,000 $2,000,000

STREET LIGHTING ANNUAL ALLOCATION
Replacement, upgrades, and improvement of poles and luminaries.

TOTAL $150,000 $170,000 $180,000 $190,000 $200,000 $890,000
STREET LIGHTING STREET IMPROVEMENT PROJECTS
Street lighting improvements on adjacent streets in conjunction with street improvement

projects.
TOTAL $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,000

STREET REHABILITATION

SUMMARY OF TRANSPORTATION INFRASTRUCTURE: STREET

REHABILITATION BY FUNDING SOURCE

Federal $4,494,000 $3,768,000 $4,550,000 $4,550,000 $4,550,000 $21,912,000
General Debt $8,300,000 $19,200,000 $12,850,000 $19,220,000 $18,095,000 $77,665,000
New York State $4,810,000 $0 $0 $0 $0 $4,810,000
Water Debt $840,000 $3,845,000 $1,270,000 $1,490,000 $1,825,000 $9,270,000
TOTAL $20,812,000 $31,610,000 $23,197,000 $30,974,000 $29,471,000 $136,064,000
MILLING AND RESURFACING PROGRAM
Milling and resurfacing of streets including curb replacement, water and receiving basin
improvements, and traffic markings.
General Debt $3,000,000 $4,225,000 $4,350,000 $4,475,000 $4,610,000 $20,660,000
Monroe County Traffic $0 $82,000 $84,000 $87,000 $90,000 $343,000
Water Debt $0 $280,000 $290,000 $300,000 $310,000 $1,180,000
TOTAL $3,200,000 $5,280,000 $5,443,000 $5,607,000 $5,781,000 $25,311,000
PAVEMENT PREVENTIVE
Milling and resurfacing pavement depth, spot curb improvements, spot sidewalk improvements
inclusive of brick pavers, crosswalk improvements, water and receiving basin improvements.
Federal $4,494,000 $3,768,000 $4,550,000 $4,550,000 $4,550,000 $21,912,000
General Debt $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000

TOTAL $5,709,000 $4,998,000 $5,765,000 $5,765,000 $5,765,000 $28,002,000
RESIDENTIAL STREET REHABILITATION
Street reconstruction and rehabilitation, new curbs, sidewalks, water, receiving basins, and street
lighting improvements for residential streets.
General Debt $4,100,000 $4,225,000 $4,350,000 $4,475,000 $4,610,000 $21,760,000
Water Debt $840,000 $865,000 $890,000 $915,000 $940,000 $4,450,000
TOTAL $5,693,000 $5,871,000 $6,049,000 $6,227,000 $6,415,000 $30,255,000
STREET SURFACE TREATMENT
Rehabilitation of residential, collector, and arterial streets including chip and seal materials,
arterial/collector crack fill, and asphalt overlay materials for spot treatment.
TOTAL $1,200,000 $1,396,000 $1,440,000 $1,485,000 $1,530,000 $7,051,000

ARNETT BOULEVARD
THURSTON ROAD TO GENESEE PARK BOULEVARD
Pavement reconstruction, new curbing, spot sidewalk replacement, and other related street
improvements.
General Debt $0 $2,340,000 $0 $0 $0 $2,340,000
Monroe County Traffic $0 $5,000 $0 $0 $0 $5,000
Water Debt $0 $485,000 $0 $0 $0 $485,000
TOTAL $0 $2,870,000 $0 $0 $0 $2,870,000
ATLANTIC AVENUE
UNIVERSITY AVENUE TO RAILROAD
Street reconstruction from Merriman Street to Railroad Bridge including new curbing, sidewalk,
water main and services, hydrants, receiving basins, street lighting and tree plantings. Milling and
resurfacing from University Avenue to Merriman Street including water main and services.
TOTAL $0 $0 $0 $755,000 $0 $755,000
BAY STREET/JOSEPH AVENUE/NORTON STREET
BAY STREET - PORTLAND AVENUE TO NORTH GOODMAN STREET
JOSEPH AVENUE - PARDEE STREET TO NORTON STREET
NORTON STREET - HUDSON AVENUE TO CITY LINE
Pavement milling and resurfacing, spot curb and sidewalk replacement, and other related street
improvements.
General Debt $0 $0 $0 $4,840,000 $0 $4,840,000
Water Debt $0 $0 $0 $155,000 $0 $155,000
TOTAL $0 $580,000 $0 $5,000,000 $0 $5,580,000

DENSMORE STREET GROUP
DENSMORE STREET - WARING ROAD TO CULVER ROAD
BLEAKER ROAD - DENSMORE ROAD TO NORTON STREET
COSTICH ROAD - BLEAKER ROAD TO CULVER ROAD
CROSSFIELD ROAD - WARING ROAD TO NORTON STREET
Street rehabilitation including pavement milling and resurfacing, installation of curbs and
sidewalks, replacement of driveway aprons, spot sidewalk replacement, and other related street
improvements.
TOTAL $0 $0 $0 $0 $720,000 $720,000
EMERSON STREET/LEE ROAD/LEXINGTON AVENUE
EMERSON STREET - MT. READ BOULEVARD TO LEE ROAD
LEE ROAD - CITY LINE/TROLLEY BOULEVARD TO CITY LINE/LEXINGTON AVENUE
LEXINGTON AVENUE - CURLEW STREET TO LEE ROAD
improvements.
General Debt $0 $0 $0 $4,430,000 $0 $4,430,000
Water Debt $0 $0 $0 $120,000 $0 $120,000
TOTAL $0 $545,000 $0 $4,555,000 $0 $5,100,000
FLINT STREET
EXCHANGE STREET TO GENESEE RIVERWAY TRAIL
Pavement reconstruction, new curbing, sidewalks, catch basins, and other related street
improvements.
General Debt $0 $1,500,000 $0 $0 $0 $1,500,000
Water Debt $0 $1,915,000 $0 $0 $0 $1,915,000
TOTAL $0 $3,420,000 $0 $0 $0 $3,420,000

GENESEE PARK BOULEVARD
BROOKS AVENUE TO GENESEE STREET
Street reconstruction, new curbing, sidewalks, water main and services, hydrants, receiving
basins, street lighting and tree planting.
General Cash Capital $0 $0 $0 $1,060,000 $0 $1,060,000
TOTAL $0 $0 $0 $1,210,000 $0 $1,210,000
GIBBS STREET AND SWAN STREET
EAST AVENUE TO EAST MAIN STREET
Pavement, new curbing, sidewalks, driveway aprons, catch basins, and other related street
improvements.
General Debt $0 $0 $3,150,000 $0 $0 $3,150,000
Water Debt $0 $0 $90,000 $0 $0 $90,000
TOTAL $0 $0 $3,370,000 $0 $0 $3,370,000
GRAPE STREET AND WALNUT STREET
GRAPE STREET - CAMPBELL STREET TO SMITH STREET
WALNUT STREET - CAMPBELL STREET TO WEST BROAD STREET
Street rehabilitation including pavement milling and resurfacing, replacement of curbs and
driveway aprons, spot sidewalk replacement, and other related street improvements.
TOTAL $0 $0 $0 $0 $465,000 $465,000

JAY STREET/SMITH STREET/SOUTH VINCENT STREET
JAY STREET - WEST BROAD STREET TO STATE STREET
SMITH STREET - STATE STREET TO SMITH STREET BRIDGE
SOUTH VINCENT STREET - STATE STREET TO BAUSCH STREET
improvements. South Vincent Street will be reconstructed with new curbs and sidewalks, and
other related street improvements.
TOTAL $0 $0 $0 $370,000 $0 $370,000
JEWEL STREET GROUP
BEACH STREET - ST. PAUL STREET TO JEWEL STREET
CUTLER STREET - JEWEL STREET TO CONKEY AVENUE
JEWEL STREET - NORTON STREET TO SARANAC STREET
Street rehabilitation including pavement milling and resurfacing, replacement of curbs and
driveway aprons, spot sidewalk replacement, and other related street improvements.
TOTAL $0 $0 $0 $0 $300,000 $300,000
PARSELLS AVENUE
WEBSTER AVENUE TO CULVER ROAD
improvements.
General Debt $0 $0 $0 $0 $4,405,000 $4,405,000
Monroe County Traffic $0 $0 $0 $0 $10,000 $10,000
Water Cash Capital $0 $0 $5,000 $0 $25,000 $30,000
TOTAL $0 $0 $595,000 $0 $4,440,000 $5,035,000

SENECA AVENUE
NORTON STREET TO EAST RIDGE ROAD
Street reconstruction, new curbing, sidewalks, water main and services, hydrants, receiving
basins, street lighting, and tree planting.
General Debt $0 $5,910,000 $0 $0 $0 $5,910,000
Water Debt $0 $300,000 $0 $0 $0 $300,000
TOTAL $0 $6,650,000 $0 $0 $0 $6,650,000
WEST AVENUE
BUFFALO ROAD TO CAIRN STREET
Pavement reconstruction, new curbing, sidewalks, driveway aprons, catch basins, and other
related street improvements.
General Debt $0 $0 $0 $0 $3,470,000 $3,470,000
Monroe County Traffic $0 $0 $0 $0 $10,000 $10,000
Water Cash Capital $0 $0 $70,000 $0 $0 $70,000
Water Debt $0 $0 $0 $0 $575,000 $575,000
TOTAL $0 $0 $535,000 $0 $4,055,000 $4,590,000
WEST MAIN STREET AND SOUTH PLYMOUTH AVENUE
WEST MAIN STREET - WEST BROAD STREET TO CHURCHLEA PLACE
SOUTH PLYMOUTH AVENUE - GENESEE STREET TO FORD STREET
improvements.
General Debt $200,000 $0 $0 $0 $0 $200,000
New York State $4,810,000 $0 $0 $0 $0 $4,810,000
TOTAL $5,010,000 $0 $0 $0 $0 $5,010,000

TRAFFIC

SUMMARY OF TRANSPORTATION INFRASTRUCTURE: TRAFFIC BY

FUNDING SOURCE

Federal $475,000 $0 $0 $0 $0 $475,000
New York State $130,000 $870,000 $0 $0 $0 $1,000,000
Private $65,000 $435,000 $0 $0 $0 $500,000
TOTAL $1,180,000 $2,210,000 $485,000 $500,000 $515,000 $4,890,000
BUS STOP IMPROVEMENTS
Improvements in partnership with the Regional Transit Service (RTS) may include landing pads,
benches, shelters, and bike racks for up to 100 of the most heavily used bus stops. Includes
partial private funding from RTS.
New York State $130,000 $870,000 $0 $0 $0 $1,000,000
Private $65,000 $435,000 $0 $0 $0 $500,000
TOTAL $195,000 $1,740,000 $0 $0 $0 $1,935,000
SIGNING AND MISCELLANEOUS TRAFFIC CONTROL DEVICE

REPLACEMENT
Replacement of missing and damaged signing and miscellaneous traffic control devices
throughout the city.
TOTAL $195,000 $200,000 $205,000 $210,000 $215,000 $1,025,000

TRAFFIC CALMING AND SAFETY IMPROVEMENTS
Design and construction of features that improve conditions for non-motorized street users such
as speed humps, bump-outs, medians, and striping.
TOTAL $260,000 $270,000 $280,000 $290,000 $300,000 $1,400,000
TRANSPORTATION PLANNING
Matching funds for transportation planning proposals submitted to Genesee Transportation

Council’s Unified Planning Work Program. Proposed projects would be critical to inform mobility
and development strategy for the Inner Loop North Transformation Project and completing
additional sections of the Genesee Riverway Trail, among other initiatives.
Federal $475,000 $0 $0 $0 $0 $475,000
TOTAL $530,000 $0 $0 $0 $0 $530,000

WATER SYSTEM
The Water System category encompasses both Distribution System

the supply and distribution systems, which Equipment and Technology
provide safe and reliable sources of water to Water Facilities
the City as well as other capital facility, Water Supply Structures
equipment, and technology needs related to
Water operations. Improvements funded in
this category include the rehabilitation or
replacement of water mains; replacement of
hydrants, valves and meters; and conduit and
watershed improvements. Additional water
distribution system improvements are made in
conjunction with the street projects in the
Transportation category.
SUMMARY OF WATER SYSTEM BY FUNDING SOURCE

Water Debt $15,802,000 $10,308,000 $29,462,000 $8,120,000 $10,380,000 $74,072,000
TOTAL $25,219,000 $17,424,000 $35,978,000 $15,466,000 $17,887,000 $111,974,000
Water System 159

SUMMARY OF WATER SYSTEM BY SUB-CATEGORY

Distribution System $11,797,000 $12,066,000 $12,855,000 $13,255,000 $13,058,000 $63,031,000
Equipment and Technology $1,562,000 $775,000 $544,000 $993,000 $1,728,000 $5,602,000
Water Facilities $300,000 $600,000 $43,000 $150,000 $0 $1,093,000
Water Supply Structures $11,560,000 $3,983,000 $22,536,000 $1,068,000 $3,101,000 $42,248,000
TOTAL $25,219,000 $17,424,000 $35,978,000 $15,466,000 $17,887,000 $111,974,000
Water System 160

PROGRAM COMPARISON

DISTRIBUTION SYSTEM
NEW PROJECTS:
none

PROJECT CHANGES:
Water System 161

EQUIPMENT AND TECHNOLOGY
NEW PROJECTS:
none

PROJECT CHANGES:
Water System 162

WATER FACILITIES
NEW PROJECTS:
Hemlock Filtration Plant HVAC Upgrades is added in 2023-24
Water Bureau Garage Floor Rehabilitation is added in 2026-27

PROJECT CHANGES:
Water System 163

WATER SUPPLY STRUCTURES
NEW PROJECTS:
Cobbs Hill Reservoir LT2 Compliance is added in 2027-28

PROJECT CHANGES:
Water System 164

WATER SYSTEM: DISTRIBUTION SYSTEM


CLICK HERE TO RETURN TO THE WATER SYSTEM CATEGORY
SUMMARY OF WATER SYSTEM: DISTRIBUTION SYSTEM BY FUNDING

SOURCE

Water Debt $7,675,000 $7,808,000 $7,962,000 $8,120,000 $8,380,000 $39,945,000
TOTAL $11,797,000 $12,066,000 $12,855,000 $13,255,000 $13,058,000 $63,031,000
BRIDGE AND RIVER CROSSINGS
Rehabilitation of sections of the water mains that cross the Genesee River.
TOTAL $0 $0 $0 $600,000 $0 $600,000
DISTRIBUTION SYSTEM VAULT REHABILITATION
Rehabilitation or replacement of the large valve vaults within the distribution system.
TOTAL $0 $0 $500,000 $0 $0 $500,000
DISTRIBUTION SYSTEM WATER MAIN RENEWAL
Replacement or rehabilitation of distribution system water mains to ensure water quality and
supply, including the annual Cleaning and Lining Water Main, Extensions and Improvements, and
Cured In Place Piping projects.
Water Debt $4,539,000 $4,636,000 $4,688,000 $4,742,000 $4,894,000 $23,499,000
TOTAL $5,552,000 $5,729,000 $5,816,000 $5,906,000 $6,095,000 $29,098,000
Water System 165

HOLLY SYSTEM WATER MAIN RENEWAL
The Holly System water mains supply the high pressure firefighting system within the Center City
District. As sections of deficient pipes are identified due to breaks and repair history,
replacement is made in alignment with planned street work.
TOTAL $151,000 $156,000 $161,000 $166,000 $171,000 $805,000
HYDRANT AND VALVE REPLACEMENT PROGRAM
Repair and replacement of hydrants and valves identified through annual inspection by the
Rochester Fire Department.
TOTAL $635,000 $656,000 $676,000 $698,000 $720,000 $3,385,000
LEAD SERVICE REPLACEMENT PROGRAM
Replacement of lead, lead lined, and galvanized water services to remove any possible sources of
lead contamination.
Water Debt $3,136,000 $3,172,000 $3,274,000 $3,378,000 $3,486,000 $16,446,000
TOTAL $4,636,000 $4,672,000 $4,822,000 $4,976,000 $5,135,000 $24,241,000
WATER METER REPLACEMENT PROGRAM
Replacement and modernization of water meters.

TOTAL $723,000 $750,000 $774,000 $799,000 $824,000 $3,870,000
WATER SECURITY IMPROVEMENTS
Security measures at Water facilities and structures including facility upgrades and access
control.
TOTAL $100,000 $103,000 $106,000 $110,000 $113,000 $532,000
Water System 166

WATER SYSTEM: EQUIPMENT AND

TECHNOLOGY

SUMMARY OF WATER SYSTEM: EQUIPMENT AND TECHNOLOGY BY

FUNDING SOURCE

Water Cash Capital $1,562,000 $775,000 $544,000 $993,000 $1,728,000 $5,602,000
TOTAL $1,562,000 $775,000 $544,000 $993,000 $1,728,000 $5,602,000
DATABASE MANAGEMENT AND GIS
Maintenance of water grid map with access to system features, placement, and service history.
TOTAL $0 $16,000 $17,000 $17,000 $18,000 $68,000
ENVIRONMENTAL SERVICES FURNISHINGS
Routine replacement of office furnishings in Environmental Services Water operations.

TOTAL $0 $22,000 $23,000 $24,000 $24,000 $93,000
ENVIRONMENTAL SERVICES MOTOR EQUIPMENT
Motor equipment fleet replacement for Environmental Services Water operations.

Water Cash Capital $1,310,000 $478,000 $235,000 $674,000 $1,399,000 $4,096,000
TOTAL $1,310,000 $478,000 $235,000 $674,000 $1,399,000 $4,096,000
Water System 167

ENVIRONMENTAL SERVICES SMALL EQUIPMENT
Routine replacement of small equipment in Environmental Services Water operations.

TOTAL $68,000 $70,000 $72,000 $75,000 $77,000 $362,000
FILTRATION PLANT SMALL EQUIPMENT REPLACEMENT
Annual allocation for small equipment.

TOTAL $110,000 $113,000 $118,000 $121,000 $125,000 $587,000
LABORATORY AND SCADA EQUIPMENT
Equipment, supplies and agreements in conformance with accreditation standards.

TOTAL $69,000 $71,000 $74,000 $76,000 $79,000 $369,000
UPLAND COMPUTERS
Annual allocation for routine replacement of computers and related equipment.

TOTAL $5,000 $5,000 $5,000 $6,000 $6,000 $27,000
Water System 168

WATER SYSTEM: WATER FACILITIES


SUMMARY OF WATER SYSTEM: WATER FACILITIES BY FUNDING

SOURCE

Water Cash Capital $300,000 $600,000 $43,000 $150,000 $0 $1,093,000
TOTAL $300,000 $600,000 $43,000 $150,000 $0 $1,093,000
HEMLOCK FILTRATION PLANT HVAC UPGRADES
Funding for HVAC upgrades within the lab space at the facility as well as funding for an
assessment of mechanical systems to identify future improvements needed at the facility.
TOTAL $300,000 $0 $0 $0 $0 $300,000
HEMLOCK OPERATIONS CENTER
Hemlock Operations vehicle storage and office building upgrades.

TOTAL $0 $600,000 $0 $0 $0 $600,000
PARKING LOT IMPROVEMENTS
Sealing and striping of lots.

TOTAL $0 $0 $43,000 $0 $0 $43,000
Water System 169

WATER BUREAU GARAGE FLOOR REHABILITATION
Rehabilitation of the garage concrete floor.

TOTAL $0 $0 $0 $150,000 $0 $150,000
Water System 170

WATER SYSTEM: WATER SUPPLY

STRUCTURES

SUMMARY OF WATER SYSTEM: WATER SUPPLY STRUCTURES BY

FUNDING SOURCE

Water Debt $8,127,000 $2,500,000 $21,500,000 $0 $2,000,000 $34,127,000
TOTAL $11,560,000 $3,983,000 $22,536,000 $1,068,000 $3,101,000 $42,248,000
COBBS HILL RESERVOIR FENCE REHABILITATION
Project involves recoating the wrought iron Cobbs Hill Reservoir fence that surrounds the
perimeter of the reservoir.
Water Debt $0 $1,000,000 $0 $0 $0 $1,000,000
TOTAL $60,000 $1,000,000 $0 $0 $0 $1,060,000
COBBS HILL RESERVOIR LT2 COMPLIANCE
Bring the reservoir in compliance with federal regulations enacted in December 2005.
Water Debt $0 $0 $0 $0 $2,000,000 $2,000,000
TOTAL $0 $0 $0 $0 $2,000,000 $2,000,000
CONDUIT MODERNIZATION
Three conduits installed between 1874 through 1918 serve as the main transmission source of
drinking water to the City of Rochester and have been rehabilitated in phases over the years. This
project will focus on the area of the conduits located south of Rush Reservoir (between West
Bloomfield and Honeoye) and the section of conduits crossing underneath the NYS Thruway. This
project is intended to extend the City’s operation and reliability of the conduits to provide its
residents with drinking water into the future.

Water System 171

Water Debt $8,127,000 $0 $0 $0 $0 $8,127,000
TOTAL $8,127,000 $0 $0 $0 $0 $8,127,000
CONDUIT VALVE AND VAULT REHABILITATION
Replacement of valves and vaults.

TOTAL $142,000 $146,000 $151,000 $155,000 $160,000 $754,000
FILTRATION PLANT AND RELATED RENOVATIONS
Improvements to the sites, structures, and systems comprising the filtration complex.
TOTAL $500,000 $516,000 $533,000 $550,000 $567,000 $2,666,000
HIGHLAND RESERVOIR LT2 COMPLIANCE
Bring the reservoir in compliance with federal regulations enacted in December 2005.
Water Cash Capital $2,000,000 $0 $0 $0 $0 $2,000,000
Water Debt $0 $0 $20,000,000 $0 $0 $20,000,000
TOTAL $2,000,000 $0 $20,000,000 $0 $0 $22,000,000
HOLLY PUMP STATION RENOVATIONS
The Holly System supplies the high pressure firefighting system within the City. This funding will
be used for ongoing equipment replacements and structural rehabilitation at the Holly Pump
Station.
TOTAL $20,000 $100,000 $21,000 $22,000 $22,000 $185,000
RESERVOIR FACILITIES ANNUAL ALLOCATION
Annual allocation for rehabilitation of three Reservoir Structures and Gatehouse Facilities.
TOTAL $57,000 $59,000 $60,000 $62,000 $64,000 $302,000
Water System 172

UPLAND BRIDGE REHABILITATION
Improvements to the bridges at Hemlock and Canadice.

TOTAL $0 $400,000 $0 $0 $0 $400,000
UPLAND STRUCTURES
Improvements to the sites, structures, and systems, including miscellaneous dams and concrete
appurtenances within the Hemlock and Canadice Lake Watersheds.
TOTAL $254,000 $262,000 $271,000 $279,000 $288,000 $1,354,000
WATER TREATMENT PLANT FILTER REHABILITATION
Rehabilitation to the water treatment plant's filter beds.

Water Debt $0 $1,500,000 $1,500,000 $0 $0 $3,000,000
TOTAL $400,000 $1,500,000 $1,500,000 $0 $0 $3,400,000
Water System 173

PERSONNEL SUMMARY

The Budget records personnel resources in a number of ways.

Individuals may be employed in either full time, part time, temporary, or seasonal capacities.
A full time employee works a standard work week on a year round basis. The number of
hours per week may vary depending on unit assignment and the nature of the job. All full
time positions are recorded in the Budget by job title. In every unit with assigned personnel,
a personnel summary display indicates the job titles assigned to that unit and the number of
full time positions authorized for each title. All job titles are assigned to pay brackets that
represent the compensation range for the position. The salary and wage schedules at the
back of this section present the range for each bracket.
Employees may also work in a capacity that is "other than full time." Part time employees
work on a year round basis, but for fewer hours than the standard full time work week.
Temporary employees work standard work weeks, but for a fixed period, usually not more
than eighteen months. Seasonal employees work hours that are determined by the jobs to
which they are assigned, usually for short periods, e.g., the summer. These “other than full
time” positions are displayed in tables in the departmental Budget presentations.

Overtime, the practice of extending work beyond the regular work week hours, is also explicitly
accounted for in the Budget. Carefully managed overtime provides a flexible extension of the
City's experienced workforce.

Finally, the Budget accounts for a Vacancy Factor, defined as the difference between the
allocation actually required for personnel compensation, and that which would be required if
every position were filled at all times. Some number of positions are unfilled at any given
moment. Vacancy factors differ among units, based on the size of the unit and the turnover
rates experienced.

Personnel resources are presented as Full Time Equivalents (FTEs). Each full time position
represents one FTE regardless of actual assigned hours, which vary. Part time, temporary, and
seasonal positions are expressed as fractions of an FTE based on the number of hours to be
worked in relation to the hours to be worked by a full time equivalent position.
Personnel Summary 1
FRACTIONAL FULL TIME
POSITIONS
Some presentations in the Budget show the Title: Crew Chief

assignment of fractional full time positions
(e.g., 1.5 full time positions) to reflect sharing Activities

of positions among various activities and the Lots & Yards 1.2
corresponding allocation of costs to each Work Orders 0.6
activity. This practice is common in the Leaf Collection 0.3
Department of Environmental Services, Bureau Snow & Ice 0.9
of Operations. Here workload requirements Total Authorized 3.0
change throughout the year (e.g., from Leaf
Collection in the fall to Snow and Ice Control in
the winter). Summing these partial assignments
from two or more activities will result in an
accounting of 100% of the full time employees,
as in the accompanying example.
FULL TIME EMPLOYEES BY DEPARTMENT
Department Bureau FY 2021 FY 2022 FY 2023 FY 2024

Council/Clerk City Council 3.80 4.80 8.00 8.00
Council/Clerk Clerk/Licensing 8.20 8.20 11.00 11.00
Council/Clerk Police Accountability Board 4.00 3.00 57.00 30.00
Mayor's Office 41.00 34.00 45.00 57.00
Office of Management and Budget 8.00 7.50 7.50 7.50
Department of Human Resource Management 30.00 31.00 34.00 35.00
Communications 17.00 16.00 17.00 18.00
Law Department 19.00 24.50 25.00 25.00
Information Technology 40.00 46.00 46.00 46.00
Finance Director's Office 5.00 5.00 5.00 5.00
Finance Accounting 12.00 12.00 12.00 12.00
Finance Assessment 12.00 12.00 12.00 12.00
Finance Parking and Municipal Violations 32.00 32.00 32.00 33.00
Finance Purchasing 11.00 11.00 13.00 14.00
Finance Traffic Violations Agency 8.00 8.00 8.00 8.00
Finance Treasury 17.00 17.00 17.00 17.00
Neighborhood and Business Development Commissioner 7.00 9.00 9.00 15.00
Neighborhood and Business Development Business & Housing Development 30.00 29.00 32.00 33.00
Neighborhood and Business Development Neighborhood Preservation 14.00 15.00 15.00 19.00
Neighborhood and Business Development Buildings & Compliance 77.00 78.00 88.00 83.00
Department of Environmental Services Commissioner 41.00 41.00 43.00 45.00
Department of Environmental Services Architecture & Engineering 56.00 58.00 62.00 63.00
Department of Environmental Services Operations 199.00 200.00 200.00 207.00
Department of Environmental Services Buildings & Parks 120.00 119.00 121.00 130.00
Department of Environmental Services Equipment Services 60.00 61.00 62.00 63.00
Department of Environmental Services Water 128.00 128.00 128.00 129.00
Emergency Communications Department 213.00 212.00 212.00 212.00
Police Department Chief 50.00 57.50 68.00 70.00
Police Department Patrol Division 506.00 486.00 486.00 485.00
Police Department Special Operations Division 181.00 163.00 178.00 180.00
Police Department Administration 82.00 81.00 88.00 85.00
Police Department Community Affairs 27.00 28.00 0.00 0.00
Fire Department Office of the Fire Chief 21.00 21.00 6.00 6.00
Personnel Summary 2
Department Bureau FY 2021 FY 2022 FY 2023 FY 2024
Fire Department Operations 445.00 445.00 452.00 452.00
Fire Department Administration 38.00 38.00 48.00 51.00
Public Library Central 74.75 74.50 77.00 78.00
Public Library Community 22.25 23.50 25.00 26.00
Department of Recreation and Human Services Commissioner 17.00 38.50 38.50 46.50
Department of Recreation and Human Services Recreation and Youth Services 47.50 58.00 60.00 60.00
Department of Recreation and Human Services Human Services 17.50 20.00 34.00 36.00
2,742.00 2,756.00 2,882.00 2,913.00
OTHER THAN FULL TIME FTES BY DEPARTMENT
Note: Due to a change in methodology related to the shift to an online budget book system, FY
2023-24 calculations for other than full time positions are not directly comparable to prior years
for all departments. Future budget years will include multi-year comparisons.
Department Bureau FY 2024
Council/Clerk City Council 4.50
Council/Clerk Clerk/Licensing 0.00
Council/Clerk Police Accountability Board 1.00
Mayor's Office 9.30
Office of Management and Budget 0.50
Department of Human Resource Management 2.93
Communications 1.20
Law Department 1.00
Information Technology 0.00
Finance Director's Office 0.10
Finance Accounting 0.00
Finance Assessment 1.00
Finance Parking and Municipal Violations 4.00
Finance Purchasing 0.50
Finance Traffic Violations Agency 0.96
Finance Treasury 0.58
Neighborhood and Business Development Commissioner 0.50
Neighborhood and Business Development Business & Housing Development 0.00
Neighborhood and Business Development Neighborhood Preservation 6.00
Neighborhood and Business Development Buildings & Compliance 5.70
Department of Environmental Services Commissioner 16.27
Department of Environmental Services Architecture & Engineering 2.54
Department of Environmental Services Operations 39.68
Department of Environmental Services Buildings & Parks 61.42
Department of Environmental Services Equipment Services 0.90
Department of Environmental Services Water 8.00
Emergency Communications Department 7.51
Police Department Chief 2.00
Police Department Patrol Division 0.50
Police Department Special Operations Division 76.90
Police Department Administration 22.00
Police Department Community Affairs 0.00
Fire Department Office of the Fire Chief 0.00
Fire Department Operations 0.00
Fire Department Administration 5.10
Public Library Central 42.16
Public Library Community 56.03
Department of Recreation and Human Services Commissioner 1.76
Department of Recreation and Human Services Recreation and Youth Services 133.18
Department of Recreation and Human Services Human Services 5.64
521.36
Personnel Summary 3
EMPLOYEE BENEFITS
In addition to wage and salary compensation, employees are provided with various fringe benefits
as provided by law, collective bargaining agreements, and administrative determination. The City's
budgeting and accounting systems place the allocations for these benefits in a separate
department for monitoring and control purposes. Details on these allocations are found in the
Undistributed Expenses section of the Budget.

The following table distributes estimated fringe costs by Department:
EMPLOYEE BENEFIT EXPENSE DISTRIBUTION
BARGAINING UNITS & WORK RELEASE
Portions of the City's workforce are represented by the following labor organizations:

American Federation of State, County and Municipal Employees (AFSCME), Local 1635 and
1635P, Full and Part Time Units
Rochester Police Locust Club, Inc.
International Association of Firefighters (IAFF), Local 1071, Uniformed and Non-Uniformed Units
International Union of Operating Engineers (IUOE), Local 158-S
Civil Service Employees Association (CSEA), Rochester Public Library Part Time Employees Unit,
Local 828

In accordance with collective bargaining agreements, employees in the following positions are
granted full release time from their regularly scheduled work, with full pay and benefits to
perform union duties. These positions and associated salary and benefits are reflected in the
appropriate departmental and Undistributed Expenses budgets, and are presented here for
informational purposes only.
Personnel Summary 4
BARGAINING UNITS AND EFFECTIVE DATES OF CURRENT
AGREEMENTS
AFSCME Local 1635 Full Time (July 1, 2022 - June 30, 2027)

AFSCME Local 1635 Part Time (July 1, 2022 - June 30, 2027)

Rochester Police Locust Club, Inc. (July 1, 2019 - June 30, 2024)

International Association of Firefighters, Local 1071, Uniformed (July 1, 2021 - June 30, 2026)

International Association of Firefighters, Local 1071, Non-Uniformed (July 1, 2017 - June 30, 2022)

International Union of Operating Engineers, Local 158-S (July 1, 2019 - June 30, 2023)

Civil Service Employees Association, Local 828, Rochester Public Library Part Time Employees Unit
(July 1, 2021 - June 30, 2023)
Personnel Summary 5
SALARY SCHEDULES
July 1, 2023

By virtue of the authority vested in me by law, I, Malik D. Evans, Mayor of the City of Rochester,
New York, do hereby create, effective July 1, 2023, all positions set forth in this Budget to be in
existence for the fiscal year 2023-24 at the salary and wage brackets indicated for said positions.
The salary and wage bracket amounts shall be as set forth herein, except as modified by collective
bargaining agreements or further directive of this office. All positions in existence prior to July 1,
2023, which are not set forth in this Budget shall be abolished effective July 1, 2023 except for
positions otherwise prescribed by law.
Malik D. Evans
Mayor
SALARY SCHEDULE: MANAGEMENT SALARIED PERSONNEL
Personnel Summary 6
NON-MANAGEMENT SALARIED PERSONNEL (AFSCME), EFFECTIVE
JULY 1, 2023
WEEKLY AND HOURLY PERSONNEL, EFFECTIVE JULY 1, 2023
Personnel Summary 7
LOCUST CLUB - SWORN POLICE, EFFECTIVE JULY 1, 2023
IAFF - UNIFORMED FIRE, EFFECTIVE JULY 1, 2023
IAFF NON-UNIFORMED FIRE PERSONNEL, EFFECTIVE JULY 1, 2021
Personnel Summary 8
IUOE - OPERATING ENGINEERS, EFFECTIVE JULY 1, 2022
FIXED SALARY RATES, EFFECTIVE JULY 1, 2023
Personnel Summary 9
CSEA LIBRARY PART TIME, EFFECTIVE JULY 1, 2022
Personnel Summary 10
SALARY SCHEDULE: AFSCME PART TIME, EFFECTIVE JULY 1, 2023
PART TIME, TEMPORARY, AND SEASONAL PERSONNEL, EFFECTIVE
JULY 1, 2023
Continued on following page.
PART TIME, TEMPORARY, AND SEASONAL PERSONNEL, CONTINUED
Rochester City School District Board of Education
131 West Broad Street
Rochester, New York 14614
(585) 262-8525 Fax: (585) 262-8381
Board of Education May 9, 2023
The Honorable Malik Evans

President
Mayor, City of Rochester
Cynthia Elliott City Hall
30 Church Street
Vice President Rochester, NY 14614
Beatriz LeBron
Members City Hall
Ricardo Adams 30 Church Street
Amy Maloy Rochester, NY 14614
James Patterson
Willa Powell Dear Mayor Evans, President Meléndez, Vice-President Lupien, and City
Camille Simmons Councilmembers:
On May 9, 2023, the Board of Education adopted a budget of $1,027,849,346

State Monitor
to fund the Rochester City School District for fiscal year 2023-24.
Dr. Shelley Jallow
We are proud to report that this budget process differed from the prior year’s in
District Clerk that the Superintendent and Board Commissioners worked together to meet the
Rahimah Wynn required state mandates and deliver a budget that is balanced and timely.
Superintendent of While the design of the budget book did not change this year, ongoing
Schools community feedback is being solicited via a participatory budgeting tool to
Dr. Carmine Peluso present the budget in a new format next year. The Board is satisfied that several
important fiscal milestones are demonstrated in the current budget, including:
East EPO  Balanced budget with reduced usage of appropriated fund balance
Superintendent  A transition of programs and staffing from Federal Stimulus Funding to
Dr. Shaun Nelms the General Fund
 Continued elimination of the need for a Revenue Anticipation Note
 Strong, positive, and liquid cash flow
Below are the major budget highlights:

 Addresses literacy through new curriculum and intervention programming
and aligns the curriculum and resources to the Next Generation
Standards for college and career readiness
 Addresses mental health and social-emotional needs through partnerships

and the development of student clinics, mental health centers, and
telehealth services for RCSD students and families
 Continued focus on enhancing safety features in schools and adding equipment, staffing, and other
resources
 Preparation for non-recurring emergency expenditures with $5M allocated from the fund balance
 Enhancing the programmatic experiences by allocating funds for staffing and resources, creating
the least restrictive settings for our Students with Disabilities, and assisting our English Language
Learners in acquiring the Seal of Biliteracy
 Continued upgrades to food services, including staffing, with an additional $3M allocation
The aforementioned highlights our efforts to allocate resources more effectively to better serve Rochester
children and prioritizes spending aligned with the academic and financial plans. Next year, we have the
difficult task of reconciling District expenditures without the aid of Federal Stimulus Funds. Balancing the
2024-25 and beyond budgets will require a reorganization for greater operational efficiencies and
reconceptualizing how we serve and educate a declining number of students.
We value our partnership with the City and the various ways we collaborate to serve our children and families.
As we continue to work together, we will achieve the District’s vision to ensure all students equitable access
to a high-quality education and graduate each student as a productive member of society.
Sincerely,
Cynthia Elliott Dr. Carmine Peluso

President, Board of Education Superintendent of Schools
Revenue Summary
Appropriation Summary (General Fund)
RCSD
2022-2023 2023-2024 Increase/ %

Adopted Proposed (Decrease) Change
Appropriations by Function
General Support
Board Of Education $ 554,062 $ 612,759 $ 58,697 10.59%
Chief School Administrator 553,923 929,108 375,185 67.73%
Business Administration 4,119,871 4,519,849 399,978 9.71%
Auditing 687,909 750,864 62,955 9.15%
Purchasing 611,355 609,063 (2,292) -0.37%
Legal 1,275,738 1,218,038 (57,700) -4.52%
Personnel 4,628,062 4,487,867 (140,195) -3.03%
Public Information & Services 1,102,616 915,810 (186,806) -16.94%
Operation of Plant 23,773,486 32,950,642 9,177,155 38.60%
Maintenance of Plant 8,218,806 7,297,058 (921,748) -11.22%
Security of Plant - 500 500 100.00%
Central Storeroom 582,476 608,585 26,109 4.48%
Central Printing & Mailing 1,220,033 1,898,201 678,168 55.59%
Central Data Processing 7,104,277 7,273,439 169,162 2.38%
Unallocated Insurance 1,125,000 1,175,000 50,000 4.44%
School Association Dues 43,000 43,200 200 0.47%
Judgments & Claims 1,000,000 1,000,000 - 0.00%
Indirect Costs & Unclassfd Exp - - - -
Unclassified 3,200,000 3,207,000 7,000 0.22%
Sub Total General Support $ 59,800,614 $ 69,496,982 $ 9,696,368 16.21%
12 Adopted May 9, 2023

RCSD
2022-2023 2023-2024 Increase/ %

Instruction
Curriculum Devel & Supervision $ 5,110,137 $ 4,638,190 $ (471,948) -9.24%
Curriculum Develop -Task Force 100,000 100,000 - 0.00%
Supervision-Regular School 34,510,124 35,249,512 739,388 2.14%
Supervision-Regular-CIT Stipnd 55,000 55,000 - 0.00%
Supervision-Special School - - - -
Research Planning & Evaluation 2,072,052 1,774,153 (297,899) -14.38%
Inservice Training - Provider 5,443,246 5,653,541 210,295 3.86%
Inservice Training - Receiver - - - -
Teaching - Regular School 231,391,126 248,579,284 17,188,158 7.43%
Teaching-Regular Schl-Audition - - - -
Teaching-Regular Schl-Mentors 550,000 570,000 20,000 3.64%
Prog For Students With Disab 121,949,717 122,454,196 504,480 0.41%
Prog-Students W/Disab-Chap 428 - - - -
Prog-Students W/Disab-Sec 4410 - - - -
Prog-Students W/Disab-Sec 4408 - - - -
Tuition Blind & Deaf - - - -
English Language Learners 2,068,116 2,016,342 (51,774) -2.50%
Occupational Education 6,419,566 6,339,967 (79,599) -1.24%
Teaching-Special Schools 14,000 115,500 101,500 725.00%
Employment Preparation Ed - - - -
Pre-Kindergarten Program - - - -
School Library & Audiovisual 3,939,815 4,069,785 129,970 3.30%
Computer Assisted Instruction 1,860,584 1,865,823 5,239 0.28%
Attendance-Regular School 5,917,422 5,985,292 67,871 1.15%
Guidance-Regular School 5,280,635 5,656,951 376,317 7.13%
Health Services-Regular School 5,038,077 6,340,396 1,302,319 25.85%
Psych Services-Regular School 691,858 787,943 96,085 13.89%
Social Work Service-Reg School 6,584,768 7,269,767 684,998 10.40%
Pupil Personnel Serv-Spec Sch - - - -
Clubs & Organizations 459,766 652,101 192,335 41.83%
Interscholastic Ath-Reg School 3,781,676 3,571,560 (210,116) -5.56%
Sub Total Instruction $ 443,237,683 $ 463,745,302 $ 20,507,619 4.63%
Adopted May 9, 2023 13

RCSD
2022-2023 2023-2024 Increase/ %

Transportation
District Transportation Serv $ 7,931,683 $ 6,582,797 $ (1,348,886) -17.01%
Garage Building 1,508,795 2,086,547 577,752 38.29%
Contract Transportation 59,416,304 59,116,647 (299,657) -0.50%
Public Transportation 9,259,287 9,259,537 250 0.00%
BOCES Transportation 560,000 560,000 - 0.00%
Sub Total Transportation $ 78,676,069 $ 77,605,528 $ (1,070,541) -1.36%
Community Support
Workforce Investment Act $ - $ - $ - -
Work Training - - - -
Civic Activities 234,581 414,030 179,449 76.50%
Sub Total Community Support $ 234,581 $ 414,030 $ 179,449 76.50%
Employee Benefits
State Retirement-C.S. $ 10,300,000 $ 11,000,000 $ 700,000 6.80%
Teachers Retirement 22,700,000 24,000,000 1,300,000 5.73%
Social Security 23,000,000 23,000,000 - 0.00%
Workers Compensation 5,204,605 5,306,105 101,500 1.95%
Life Insurance 100,000 107,000 7,000 7.00%
Unemployment Insurance 1,030,439 1,431,000 400,561 38.87%
Disability Insurance 15,000 15,000 - 0.00%
Health & Dental Insurance 89,502,415 93,147,972 3,645,557 4.07%
Other Benefits 6,075,023 6,628,512 553,489 9.11%
Subtotal Employee Benefits $ 157,927,482 $ 164,635,589 $ 6,708,107 4.25%
Debt Service
Debt Service $ 4,907,175 $ 1,831,200 $ (3,075,975) -62.68%
Subtotal Debt Service $ 4,907,175 $ 1,831,200 $ (3,075,975) -62.68%

RCSD
2022-2023 2023-2024 Increase/ %

Interfund Transfers
Interfund Transfers $ 91,551,712 $ 95,420,448 $ 3,868,736 4.23%
Sub Total Interfund Transfers $ 91,551,712 $ 95,420,448 $ 3,868,736 4.23%
Grand Total General Fund $ 836,335,316 $ 873,149,079 $ 36,813,763 4.40%

Appropriation Summary (Special Aid Fund)
RCSD
2022-2023 2023-2024 Increase/ %

Appropriations by Function
General Support
Board Of Education $ - $ - $ - -
Chief School Administrator - - - -
Business Administration - - - -
Auditing - - - -
Purchasing - - - -
Legal - - - -
Personnel - - - -
Public Information & Services - - - -
Operation of Plant 6,829 14,760 7,931 116.14%
Maintenance of Plant - - - -
Central Storeroom - - - -
Central Printing & Mailing - - - -
Central Data Processing - - - -
Unallocated Insurance - - - -
School Association Dues - - - -
Judgments & Claims - - - -
Indirect Costs & Unclassfd Exp 2,934,046 3,279,716 345,670 11.78%
Unclassified - - - -
Sub Total General Support $ 2,940,875 $ 3,294,476 $ 353,601 12.02%

Position Summary
RCSD
2022-2023 2023-2024 Increase/ %

Instruction
Curriculum Devel & Supervision $ 2,585,172 $ 2,336,649 $ (248,522) -9.61%
Curriculum Develop -Task Force - - - -
Supervision-Regular School 363,741 781,354 417,613 114.81%
Supervision-Regular-CIT Stipnd - - - -
Supervision-Special School - 16,000 16,000 100.00%
Research Planning & Evaluation 332,724 366,412 33,688 10.12%
Inservice Training - Provider 1,757,672 2,894,968 1,137,296 64.70%
Inservice Training - Receiver - - - -
Teaching - Regular School 24,968,559 25,857,390 888,831 3.56%
Teaching-Regular Schl-Audition - - - -
Teaching-Regular Schl-Mentors - - - -
Prog For Students With Disab 9,001,087 9,896,864 895,777 9.95%
Prog-Students W/Disab-Chap 428 - - - -
Prog-Students W/Disab-Sec 4410 3,796,853 4,013,521 216,668 5.71%
Prog-Students W/Disab-Sec 4408 4,665,410 4,716,624 51,214 1.10%
Tuition Blind & Deaf 2,800,000 2,300,000 (500,000) -17.86%
English Language Learners 493,314 556,188 62,875 12.75%
Occupational Education 792,945 1,084,949 292,004 36.83%
Teaching-Special Schools 186,353 83,152 (103,201) -55.38%
Employment Preparation Ed 2,467,266 2,708,490 241,224 9.78%
Pre-Kindergarten Program 28,283,343 27,773,143 (510,200) -1.80%
School Library & Audiovisual 77,900 79,834 1,934 2.48%
Computer Assisted Instruction 1,759,466 1,760,288 822 0.05%
Attendance-Regular School 721,051 828,351 107,300 14.88%
Guidance-Regular School 81,793 103,845 22,052 26.96%
Health Services-Regular School 6,203,106 6,216,213 13,107 0.21%
Psych Services-Regular School 176,412 276,537 100,125 56.76%
Social Work Service-Reg School 1,584,656 1,801,774 217,117 13.70%
Pupil Personnel Serv-Spec Sch - - - -
Clubs & Organizations - - - -
Interscholastic Ath-Reg School - - - -
Sub Total Instruction $ 93,098,823 $ 96,452,546 $ 3,353,723 3.60%

RCSD
2022-2023 2023-2024 Increase/ %

Transportation
District Transport- Summer ESY $ 323,350 $ 360,429 $ 37,079 11.47%
Contract Transportation 1,065,073 1,246,911 181,838 17.07%
Public Transportation 107,161 107,437 276 0.26%
Sub Total Transportation $ 1,495,584 $ 1,714,777 $ 219,193 14.66%
Community Support
Workforce Investment Act $ 1,207,703 $ 1,536,859 $ 329,156 27.25%
Work Training 358,209 607,139 248,930 69.49%
Civic Activities 103,000 188,487 85,487 83.00%
Sub Total Community Support $ 1,668,912 $ 2,332,485 $ 663,573 39.76%
Employee Benefits
State Retirement-C.S. $ 1,461,778 $ 1,107,738 $ (354,039) -24.22%
Teachers Retirement 4,995,652 4,890,962 (104,690) -2.10%
Social Security 4,519,408 4,574,063 54,654 1.21%
Workers Compensation 902,827 947,394 44,567 4.94%
Life Insurance 9,645 4,556 (5,089) -52.76%
Unemployment Insurance 445,202 450,260 5,058 1.14%
Health & Dental Insurance 12,319,168 12,429,321 110,153 0.89%
Subtotal Employee Benefits $ 24,653,681 $ 24,404,294 $ (249,387) -1.01%
Debt Service
Debt Service $ - $ - $ - -
Subtotal Debt Service $ - $ - $ - -
Interfund Transfers
Interfund Transfers $ - $ - $ - -
Sub Total Interfund Transfers $ - $ - $ - -
Grand Total $ 123,857,875 $ 128,198,578 $ 4,340,703 3.50%

Appropriation Summary
(School Lunch) RCSD
2022-2023 2023-2024 Increase/ % Change

Adopted Proposed (Decrease)
School Food Service
Food Service Office $ 2,177,768 $ 2,333,327 $ 155,559 7.14%
Food Service Employee Benefits 3,908,506 4,369,327 460,821 11.79%
Food Service Lunch Program 16,499,666 18,730,982 2,231,316 13.52%
Food Service Summer Program 819,917 1,068,053 248,136 30.26%
Grand Total School Food Service Fund $ 23,405,858 $ 26,501,689 $ 3,095,831 13.23%
2023-2024 ARP PRIORITIES
2021-2022 2022-2023 2023-2024 3 Year

Actual Estimated Estimated Grand Total
I. Rigorous Academics and Instruction $ 881,474 $ 22,439,452 $ 22,450,220 $ 45,771,147

II. Social & Emotional Learning Support 145,088 12,090,364 6,853,073 19,088,526
III. Leadership & Instructional Capacity 1,161,625 7,873,266 7,143,097 16,177,988
IV. Unfinished Learning 265,410 5,954,128 7,994,143 14,213,681
V. Community Collaboration 53,039 1,063,755 2,654,385 3,771,180
VI. District-Wide Infrastructure 6,075,531 25,636,896 16,355,723 48,068,150
VII. Student Health & Safety, Reopening,
and COVID Response 6,729 7,178,193 42,550,860 49,735,782
TOTAL ARP $ 8,588,897 $ 82,236,055 $ 106,001,502 $ 196,826,454
ALL FUNDS - APPROPRIATIONS
2022-2023 2023-2024 Increase/

Adopted Proposed Decrease % Change
General Fund Balance $ 836,335,316 $ 873,149,079 $ 36,813,763 4.40%

Special Aid Fund 123,857,875 128,198,578 4,340,703 3.50%
School Food Service Fund 23,405,858 26,501,689 3,095,831 13.23%
All Funds Budget $ 983,599,049 $ 1,027,849,346 $ 44,250,297 4.50%
ARP $ 82,236,055 $ 106,001,502 $ 23,765,447 28.90%

TOTAL ALL FUNDS (including ARP) $1,065,835,104 $1,133,850,848 $68,015,744 6.38%

GENERAL FUND REVENUE SUMMARY
Adopted Proposed $ Increase/ %
2022-2023 2023-2024 (Decrease) Change
Local Revenue
Real Property Taxes $ 119,100,000 $ 119,100,000 $ - 0.00%
Continuing Ed Tuition 10,000 10,000 - 0.00%
Other Student Fees/Charges - 9,000 9,000 100.00%
Other Charges for Services 64,050 657,682 593,632 926.83%
Day School Tuition 1,300,000 1,300,000 - 0.00%
Health Services Other District 1,000,000 1,000,000 - 0.00%
Interest & Earnings 20,000 2,000,000 1,980,000 9900.00%
Rental Of Real Property-Indiv - 220,000 220,000 100.00%
Rental Of Real Property-Govt - 20,000 20,000 100.00%
Sale of Scrap & Excess Materia 10,000 120,000 110,000 1100.00%
Sale of Real Property 320,000 320,000 - 0.00%
Sale Of Equipment 20,000 40,000 20,000 100.00%
Self Insurance Recoveries 2,000,000 1,500,000 (500,000) -25.00%
Refund Of Prior Year Exp-Other 1,000,000 500,000 (500,000) -50.00%
Other Unclassified Revenues 400,000 600,000 200,000 50.00%
Interfund Revenues 9,448,596 13,448,596 4,000,000 42.33%
Total Local Revenue $ 134,692,646 $ 140,845,278 $ 6,152,632 4.57%
State Aid Revenue
State Basic Formula Aid $ 449,960,097 $ 489,116,667 $ 39,156,570 8.70%
State Aid Advancement (1,833,333) (1,166,667) 666,666 -36.36%
Building Aid 78,159,135 80,074,908 1,915,773 2.45%
Transportation Aid 50,015,167 39,312,505 (10,702,662) -21.40%
Excess Cost Aid 20,000,000 18,000,000 (2,000,000) -10.00%
Charter School Transitional Aid 6,353,730 9,800,000 3,446,270 54.24%
Incarerated Youth Aid 1,000,000 600,000 (400,000) -40.00%
State Aid Basic Lottery Aid 72,100,000 75,000,000 2,900,000 4.02%
Tuition/Trans Disabled Student 50,000 300,000 250,000 500.00%
Charter School Basic Tuition Aid 6,705,000 7,300,000 595,000 8.87%
State Textbook Aid 1,792,254 1,771,849 (20,405) -1.14%
State Computer Aid 452,441 430,600 (21,841) -4.83%
State Library AV Loan Prog Aid 188,769 179,656 (9,113) -4.83%
State Hardware Aid 643,933 603,806 (40,127) -6.23%
Homeless Student Aid 300,000 125,000 (175,000) -58.33%
State Monitor Subsidy 175,000 175,000 - 0.00%
Health Services Bullet Aid 1,200,000 1,200,000 - 0.00%
Total State Aid Revenue $ 687,262,193 $ 722,823,324 $ 35,561,131 5.17%
Federal Revenues
RJSCB QSCB Subsidies $ 2,280,477 $ 2,280,477 $ - 0.00%
Medicaid Part D 2,100,000 2,200,000 100,000 4.76%
Total Federal Revenue $ 4,380,477 $ 4,480,477 $ 100,000 2.28%
Total General Fund Revenue $ 826,335,316 $ 868,149,079 $ 41,813,763 5.06%
Appropriated Fund Balance $ 10,000,000 $ 5,000,000 $ (5,000,000) -50.00%
TOTAL GENERAL FUND SOURCES $ 836,335,316 $ 873,149,079 $ 36,813,763 4.40%

SPECIAL AID REVENUE SUMMARY
2022-2023 2023-2024 $ Increase/ %
Local
CFC CAREER PATHWAYS $ 100,000 $ - $ (100,000) -100.00%
PRE-SCHOOL CPSE 1,000,000 828,000 (172,000) -17.20%
PRE-SCHOOL ESY 175,000 113,000 (62,000) -35.43%
PRE-SCHOOL EVALUATIONS 925,000 1,087,013 162,013 17.51%
PRE-SCHOOL INTEGRATE/HANDICAPD 1,700,000 2,008,000 308,000 18.12%
PRE-SCHOOL RELATED SERVICES 1,825,000 1,725,000 (100,000) -5.48%
PRE-SCHOOL S.E.I.T. 400,000 400,000 - 0.00%
PRE-SCHOOL SPECIAL CLASS 1,400,000 1,590,000 190,000 13.57%
PRIMARY PROJECT 105,010 105,010 - 0.00%
Local Subtotal: $ 7,630,010 $ 7,856,023 $ 226,013 2.96%
State
ADVANCED COURSE ACCESS $ 500,000 $ - $ (500,000) -100.00%
EARLY COLLEGE HS COHORT 4 - 250,000 250,000 100.00%
EMPLOYMENT PREP EDUCATIN (EPE) 3,243,537 3,243,537 - 0.00%
EXT SCH DAY/VIOL PREV PRIMARY 350,000 350,000 - 0.00%
EXTENDED SCHOOL YR (SPED SUMR) 6,200,000 6,200,000 - 0.00%
LEARNING TECH DISTRICT 200,000 200,000 - 0.00%
LIBRARY AUTOMATION 9,104 9,444 340 3.73%
LIBRARY OPERATING 91,039 94,436 3,397 3.73%
LIBRARY SUPPLEMENTAL 45,879 47,508 1,629 3.55%
MENTOR TEACHER/INTERNSHIP PROG 65,000 - (65,000) -100.00%
MTSS - 18,000 18,000 100.00%
OPTICS @ EAST - 460,000 460,000 100.00%
PRE-K UNIVERSAL (UPK) 36,188,959 36,188,959 - 0.00%
REFUGEE & IMMIGRANT STUDENT WELCOME - 525,000 525,000 100.00%
REFUGEE SCHOOL IMPACT - 312,767 312,767 100.00%
SCHOOL FOR THE DEAF TUITION 2,800,000 2,300,000 (500,000) -17.86%
SCHOOL HEALTH SERVICES 6,292,529 6,292,529 - 0.00%
TEACHERS OF TOMORROW - 850,000 850,000 100.00%
State Subtotal: $ 55,986,047 $ 57,342,180 $ 1,356,133 2.42%
Federal
IDEA PRESCHOOL SERV & SEC 619 $ 700,000 $ 700,000 $ - 0.00%
IDEA SUPPORT SVC & SECT 611 10,800,000 10,800,000 - 0.00%
IMPACT AID 20,000 - (20,000) -100.00%
MCKINNEY-VENTO HOMELESS YOUTH 125,000 250,000 125,000 100.00%
OTDA MAKING A CONNECTION (MAC) 108,200 196,451 88,251 81.56%
PERKINS IV ADULT CTE 90,935 - (90,935) -100.00%
PERKINS SECONDARY 612,351 737,712 125,361 20.47%
PTECH - PATHWAYS TO TECH 453,533 453,533 - 0.00%
REFUGEE SOCIAL SVC PROJ 2 294,100 494,000 199,900 67.97%
SIG HS REDESIGN 225,000 225,000 - 0.00%
TITLE I 1003 TARGETED SUPPORT 4,500,000 4,000,000 (500,000) -11.11%
TITLE I PART A 30,153,080 32,000,000 1,846,920 6.13%
TITLE I PART D 496,277 424,847 (71,430) -14.39%
TITLE I SCHOOL IMP 1003 BASIC 4,500,000 4,925,000 425,000 9.44%
TITLE IIA HIGH QUALITY TEACH & PRIN 2,466,317 2,856,000 389,683 15.80%
TITLE III ELLS 647,314 635,517 (11,797) -1.82%
TITLE IV STD SPT ACAD ENRICH 2,358,592 2,555,096 196,504 8.33%
WIOA - TITLE II - ADULT BASIC ED & LITERACY SVCS 541,119 541,119 - 0.00%
WIOA - TITLE II - IELCE 300,000 300,000 - 0.00%
WIOA - TITLE II - INCARCERATED 250,000 306,100 56,100 22.44%
WIOA LITERACY ZONE - EAST 150,000 150,000 - 0.00%
WIOA LITERACY ZONE - NORTH 150,000 150,000 - 0.00%
WIOA LITERACY ZONE - SOUTH 150,000 150,000 - 0.00%
WIOA LITERACY ZONE - WEST 150,000 150,000 - 0.00%
Federal Subtotal: $ 60,241,818 $ 63,000,375 $ 2,758,557 4.58%
TOTAL SPECIAL AID REVENUE $ 123,857,875 $ 128,198,578 $ 4,340,703 3.50%

SCHOOL LUNCH REVENUE SUMMARY
2022-2023 2023-2024 $ Increase/ %
School Lunch Fund

NYS Free & Reduced Price Reimbursement $ 419,000 $ 417,815.00 $ (1,185) -0.28%
Federal Free & Reduced Price Reimbursement 17,190,000 19,494,398 2,304,398 13.41%
Federal Surplus Food Revenue 1,300,000 1,315,000 15,000 1.15%
Summer Food Service Revenue 1,000,000 708,981 (291,019) -29.10%
Other Cafeteria Sales 10,000 10,000 - 0.00%
Miscellaneous Revenue 10,000 13,495 3,495 34.95%
Fresh Fruit & Vegetable Program 976,858 1,042,000 65,142 6.67%
General Fund Transfer 1,500,000 1,500,000 - 0.00%
Appropriated Fund Balance 1,000,000 2,000,000 1,000,000 100.00%
TOTAL SCHOOL FOOD SERVICE FUND REVENUE $ 23,405,858 $ 26,501,689 $ 3,095,831 13.23%
2023-2024 ARP PRIORITIES

2021-2022 2022-2023 2023-2024 3 Year
Actual Estimated Estimated Grand Total
I. Rigorous Academics and Instruction $ 881,474 $ 22,439,452 $ 22,450,220 $ 45,771,147

II. Social & Emotional Learning Support 145,088 12,090,364 6,853,073 19,088,526
III. Leadership & Instructional Capacity 1,161,625 7,873,266 7,143,097 16,177,988
IV. Unfinished Learning 265,410 5,954,128 7,994,143 14,213,681
V. Community Collaboration 53,039 1,063,755 2,654,385 3,771,180
VI. District-Wide Infrastructure 6,075,531 25,636,896 16,355,723 48,068,150
VII. Student Health & Safety, Reopening, and COVID Response 6,729 7,178,193 42,550,860 49,735,782
TOTAL ARP $ 8,588,897 $ 82,236,055 $ 106,001,502 $ 196,826,454
ALL FUNDS
2022-2023 2023-2024 $ Increase/
Adopted Proposed Decrease % Change
General Fund Balance $ 836,335,316 $ 873,149,079 $ 36,813,763 4.22%

Special Aid Fund 123,857,875 128,198,578 4,340,703 3.50%
School Food Service Fund 23,405,858 26,501,689 3,095,831 13.23%
All Funds Budget $ 983,599,049 $ 1,027,849,346 $ 44,250,297 4.50%
ARP $ 82,236,055 $ 106,001,502 $ 23,765,447 28.56%

TOTAL ALL FUNDS (including ARP) $1,065,835,104 $1,133,850,848 $68,015,744 4.34%

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Position Summary
2022 - 2023 2023- 2024

Increase/ %
Adopted Proposed
(Decrease) Change
POSITIONS BY ACCOUNT
Teacher 3,146.22 3,186.07 39.85 1.27%

Civil Service 1,421.27 1,441.97 20.70 1.46%
Administrator 252.90 258.90 6.00 2.37%
Teaching Assistants 283.00 287.90 4.90 1.73%
Paraprofessional 453.87 483.00 29.13 6.42%
Building Substitute Teachers 1.00 12.00 11.00 1100.00%
Employee Benefits 11.50 9.50 (2.00) -17.39%
Grand Total 5,569.76 5,679.34 109.58 1.97%
Cash Capital Positions (not included above) 13.30 13.30 0.00 0.00%
Total with Cash Capital Positions 5,583.06 5,692.64 109.58 1.96%

Position Summary
2022 - 2023 2023 - 2024

Adopted Proposed Increase/
% Change
(Decrease)
POSITIONS BY DEPARTMENT
Schools & School Support 4,672.40 4,787.48 115.08 2.46%

District Administration & Sprt 884.86 881.36 (3.50) -0.40%
Debt Srvc, Benefits, Dstr-Wide 12.50 10.50 (2.00) -16.00%
Rochester City School District 5,569.76 5,679.34 109.58 1.97%

Position Summary
All Schools
2022 - 2023 2023 - 2024

Adopted Proposed Increase/
% Change
(Decrease)
# 2 - Clara Barton 44.50 45.90 1.40 3.15%

# 3 - Dr. Alice H Young 63.40 68.60 5.20 8.20%
# 4 - George M Forbes 59.30 59.50 0.20 0.34%
# 5 - John Williams 101.30 101.60 0.30 0.30%
# 7 - Virgil I Grissom 64.30 60.10 (4.20) -6.53%
# 8 - Roberto Clemente 79.50 73.40 (6.10) -7.67%
# 9 - Dr Martin L King Jr 75.80 74.40 (1.40) -1.85%
# 10 - Dr Walter Cooper Aca 48.50 48.90 0.40 0.82%
# 12 - Anna Murray-Douglass 95.60 94.60 (1.00) -1.05%
# 15 - Children's School 51.80 57.10 5.30 10.23%
# 16 - John W Spencer 59.50 64.90 5.40 9.08%
# 17 - Enrico Fermi 77.90 81.30 3.40 4.36%
# 19 - Dr CharlesT Lunsford 56.30 54.90 (1.40) -2.49%
# 22 - Abraham Lincoln 61.00 60.80 (0.20) -0.33%
# 23 - Francis Parker 43.50 47.40 3.90 8.97%
# 25 - Nathaniel Hawthorne 41.60 43.40 1.80 4.33%
# 28 - Henry Hudson 136.40 135.70 (0.70) -0.51%
# 29 - Adlai E Stevenson 90.10 93.70 3.60 4.00%
# 33 - John James Audubon 124.80 119.60 (5.20) -4.17%
# 34 - Dr Louis A Cerulli 50.00 50.40 0.40 0.80%
# 35 - Pinnacle School 49.90 49.60 (0.30) -0.60%
# 39 - Andrew J Townson 48.00 48.70 0.70 1.46%
# 42 - Abelard Reynolds 54.30 49.90 (4.40) -8.10%
# 45 - Mary McLeod Bethune 96.20 98.50 2.30 2.39%
# 46 - Charles Carroll 44.27 41.90 (2.37) -5.35%
RISE Community School 71.10 76.90 5.80 8.16%
# 50 - Helen B Montgomery 80.30 81.80 1.50 1.87%
# 52 - Frank Fowler Dow 45.20 41.00 (4.20) -9.29%
# 53 - Montessori Academy 40.90 45.59 4.69 11.47%
# 54 - Flower City School 43.10 43.10 0.00 0.00%
# 58 - World of Inquiry 121.60 116.00 (5.60) -4.61%
All City High 42.40 41.80 (0.60) -1.42%
East Upper School 165.03 170.93 5.90 3.58%
East Lower School 76.13 77.13 1.00 1.31%
Edison Educational Campus 280.60 285.80 5.20 1.85%
Franklin Lower School 65.90 67.60 1.70 2.58%
Franklin Upper School 179.60 184.50 4.90 2.73%
James Monroe Lower School 47.40 49.80 2.40 5.06%
James Monroe Upper School 112.90 118.00 5.10 4.52%
Jos. C. Wilson Magnet HS 142.60 149.80 7.20 5.05%
Leadership Acad for Young Men 0.00 0.00 0.00 -
Northeast High School 133.30 134.00 0.70 0.53%
Northwest High School 70.00 59.90 (10.10) -14.43%
School of the Arts - HS 148.10 151.50 3.40 2.30%
School Without Walls - HS 41.80 43.50 1.70 4.07%
Rochester International Acad 33.60 48.10 14.50 43.15%
Roch Early College Intrntnl HS 55.70 61.50 5.80 10.41%
Jos. C. Wilson Found Acdmy 81.60 73.00 (8.60) -10.54%
All Schools 3,796.63 3,846.05 49.42 1.30%

Position Summary
Prgrms, Early Childhd, & Sprt
2022 - 2023 2023 - 2024

Adopted Proposed Increase/ %
(Decrease) Change
OACES-WFP 37.81 60.81 23.00 60.83%

North STAR Educational Program 54.20 40.70 (13.50) -24.91%
LyncX Academy 0.00 13.00 13.00 -
Youth & Justice - HS 10.80 9.85 (0.95) -8.80%
Agency Youth - HS 16.40 20.70 4.30 26.22%
Home/Hospital Tutor Prog - HS 27.00 52.00 25.00 92.59%
School Programs 146.21 197.06 50.85 34.78%
# 2 - Clara Barton - PreK 12.80 18.10 5.30 41.41%

# 4 - George M Forbes - PS 5.10 5.10 0.00 0.00%
# 5 - John Williams - PreK 3.10 3.10 0.00 0.00%
# 7 - Virgil I. Grissom - PreK 16.60 21.60 5.00 30.12%
# 8 - Roberto Clemente - PreK 16.00 16.50 0.50 3.13%
# 9 - Dr Martin L King Jr-PreK 8.10 13.10 5.00 61.73%
# 10 - Dr Walter Cooper-PreK 5.10 5.20 0.10 1.96%
# 12 - Anna Murray-Dougl Pre-K 10.40 15.40 5.00 48.08%
# 15 - Children's Schl - PreK 5.10 5.10 0.00 0.00%
# 16 - John W Spencer - PreK 10.20 10.80 0.60 5.88%
# 17 - Enrico Fermi - PreK 10.20 10.20 0.00 0.00%
# 19 - Dr Chas T Lunsford-PreK 17.60 16.00 (1.60) -9.09%
# 22 - Abraham Lincoln - PreK 8.20 10.20 2.00 24.39%
# 23 - Francis Parker - PreK 3.10 3.10 0.00 0.00%
# 25 - Nathan. Hawthorne-PreK 8.20 8.20 0.00 0.00%
# 29 - Adlai E Stevenson-PreK 10.10 9.10 (1.00) -9.90%
# 33 - Florence S Brown - PreK 26.70 27.60 0.90 3.37%
# 34 - Dr Louis A Cerulli PreK 5.10 5.10 0.00 0.00%
# 39 - Andrew J Townson - PreK 8.20 8.20 0.00 0.00%
# 42 - Abelard Reynolds - PreK 5.10 5.10 0.00 0.00%
# 45 - Mary McLeod Bethune-PrK 10.10 14.60 4.50 44.55%
# 46 - Charles Carroll-PreK 5.20 5.20 0.00 0.00%
RISE Community PreK 3.10 5.10 2.00 64.52%
# 50 - Helen B Montgomery-PreK 5.10 5.10 0.00 0.00%
# 52 - Frank Fowler Dow - PreK 3.10 3.10 0.00 0.00%
# 53 - Montessori Academy-PreK 8.20 12.21 4.01 48.90%
# 54 - Flower City School-PreK 5.10 5.10 0.00 0.00%
Roch. Early Childhood Cntr-NE 35.70 35.50 (0.20) -0.56%
Roch. Early Childhood Cntr-Sth 1.00 1.00 0.00 0.00%
Early Childhood Office - PS 27.00 29.00 2.00 7.41%
Early Childhood Education 298.60 332.71 34.11 11.42%
High Schools - HS 26.00 14.00 (12.00) -46.15%

School Chief RM 2.00 2.00 0.00 0.00%
School Chief CP 1.00 0.00 (1.00) -100.00%
School Chief LW 3.00 3.00 0.00 0.00%
School Chief DS 6.00 6.00 0.00 0.00%
Chiefs of Schools 38.00 25.00 (13.00) -34.21%
Food Service 258.33 265.29 6.96 2.69%

Health Services 8.00 8.00 0.00 0.00%
Transportation Services 126.63 113.37 (13.26) -10.47%
School Support 392.96 386.66 (6.30) -1.60%
Prgrms, Early Childhd, & Sprt 875.77 941.43 65.66 7.50%

Adopted Budget 2023-24
Position Summary
Building
Teaching Employee
Teacher Civil Service Administrator Paraprofessional Substitute Total
Assistant Benefits
Teachers
BUDGETED POSITIONS BY ACCOUNT
# 2 - Clara Barton 26.40 7.00 2.00 4.00 6.50 - - 45.90

# 3 - Dr. Alice H Young 44.10 11.50 3.00 6.00 4.00 - - 68.60
# 4 - George M Forbes 35.00 6.50 2.00 10.00 6.00 - - 59.50
# 5 - John Williams 69.10 9.50 3.00 11.00 9.00 - - 101.60
# 7 - Virgil I Grissom 39.60 6.00 2.00 4.00 8.50 - - 60.10
# 8 - Roberto Clemente 48.90 10.00 3.00 5.00 6.50 - - 73.40
# 9 - Dr Martin L King Jr 59.40 9.00 3.00 2.00 1.00 - - 74.40
# 10 - Dr Walter Cooper Aca 32.90 7.00 2.00 4.00 3.00 - - 48.90
# 12 - Anna Murray-Douglass 68.60 11.00 4.00 6.00 5.00 - - 94.60
# 15 - Children's School 36.60 6.00 2.00 4.00 8.50 - - 57.10
# 16 - John W Spencer 38.90 7.00 2.00 7.00 10.00 - - 64.90
# 17 - Enrico Fermi 60.30 12.00 3.00 5.00 1.00 - - 81.30
# 19 - Dr CharlesT Lunsford 38.40 7.00 2.00 4.00 3.50 - - 54.90
# 22 - Abraham Lincoln 44.80 6.00 2.00 5.00 3.00 - - 60.80
# 23 - Francis Parker 31.90 5.50 2.00 2.00 6.00 - - 47.40
# 25 - Nathaniel Hawthorne 32.90 4.00 2.00 1.00 3.50 - - 43.40
# 28 - Henry Hudson 83.20 9.00 3.00 11.00 29.50 - - 135.70
# 29 - Adlai E Stevenson 35.70 7.50 2.00 14.00 34.50 - - 93.70
# 33 - John James Audubon 83.70 13.00 4.40 6.00 11.50 1.00 - 119.60
# 34 - Dr Louis A Cerulli 38.90 6.00 2.00 2.00 1.50 - - 50.40
# 35 - Pinnacle School 38.10 6.00 2.00 1.00 2.50 - - 49.60
# 39 - Andrew J Townson 31.20 6.50 2.00 3.00 6.00 - - 48.70
# 42 - Abelard Reynolds 38.40 6.00 2.00 2.00 1.50 - - 49.90
# 45 - Mary McLeod Bethune 56.50 11.00 3.00 10.00 18.00 - - 98.50
# 46 - Charles Carroll 30.40 5.50 2.00 1.00 3.00 - - 41.90
RISE Community School 41.40 7.00 2.00 10.00 16.50 - - 76.90
# 50 - Helen B Montgomery 61.80 11.00 3.00 5.00 1.00 - - 81.80
# 52 - Frank Fowler Dow 30.00 6.00 2.00 2.00 1.00 - - 41.00
# 53 - Montessori Academy 23.43 10.00 2.00 3.00 7.16 - - 45.59
# 54 - Flower City School 28.10 6.00 2.00 3.00 4.00 - - 43.10
# 58 - World of Inquiry 83.00 18.50 4.00 6.00 3.50 1.00 - 116.00
All City High 29.80 8.00 3.00 1.00 0.00 - - 41.80
East Upper School 120.73 36.50 5.20 1.00 6.50 1.00 - 170.93
East Lower School 62.93 4.60 3.10 2.00 3.50 1.00 - 77.13
Edison Educational Campus 180.30 40.50 8.00 27.00 29.00 1.00 - 285.80
Franklin Lower School 48.10 9.00 2.00 5.00 2.50 1.00 - 67.60
Franklin Upper School 127.00 31.00 5.00 15.00 5.50 1.00 - 184.50
James Monroe Lower School 36.80 6.00 2.00 4.00 0.00 1.00 - 49.80
James Monroe Upper School 83.00 24.00 4.00 6.00 0.00 1.00 - 118.00
Jos. C. Wilson Magnet HS 98.80 22.00 4.00 17.00 7.00 1.00 - 149.80
Leadership Acad for Young Men 0.00 0.00 0.00 0.00 0.00 - - -
Northeast High School 94.00 23.00 4.00 11.00 1.00 1.00 - 134.00
Northwest High School 36.40 15.50 2.00 5.00 1.00 - - 59.90
School of the Arts - HS 109.50 28.00 5.00 6.00 2.00 1.00 - 151.50
School Without Walls - HS 33.50 5.00 2.00 3.00 0.00 - - 43.50
Rochester International Acad 24.10 19.00 2.00 0.00 3.00 - - 48.10
Roch Early College Intrntnl HS 46.00 8.00 2.50 5.00 0.00 - - 61.50
Jos. C. Wilson Found Acdmy 45.10 13.50 3.00 3.90 7.50 - - 73.00
All Schools 2,587.69 547.60 133.20 270.90 294.66 12.00 - 3,846.05
OACES-WFP 36.00 15.81 4.00 0.00 5.00 - - 60.81

North STAR Educational Program 16.20 5.50 2.00 8.00 9.00 - - 40.70
LyncX Academy 9.00 3.00 1.00 0.00 0.00 - - 13.00
Youth & Justice - HS 8.85 0.50 0.50 0.00 0.00 - - 9.85
Agency Youth - HS 20.20 0.00 0.50 0.00 0.00 - - 20.70
Home/Hospital Tutor Prog - HS 52.00 0.00 0.00 0.00 0.00 - - 52.00
School Programs 142.25 24.81 8.00 8.00 14.00 - - 197.06
# 2 - Clara Barton - PreK 9.10 0.00 0.00 1.00 8.00 - - 18.10

# 4 - George M Forbes - PS 2.10 0.00 0.00 0.00 3.00 - - 5.10
# 5 - John Williams - PreK 1.10 0.00 0.00 0.00 2.00 - - 3.10
# 7 - Virgil I. Grissom - PreK 8.60 0.00 0.00 0.00 13.00 - - 21.60
# 8 - Roberto Clemente - PreK 8.50 0.00 0.00 0.00 8.00 - - 16.50
# 9 - Dr Martin L King Jr-PreK 5.10 0.00 0.00 0.00 8.00 - - 13.10
# 10 - Dr Walter Cooper-PreK 2.20 0.00 0.00 0.00 3.00 - - 5.20
# 12 - Anna Murray-Dougl Pre-K 6.40 0.00 0.00 0.00 9.00 - - 15.40

# 15 - Children's Schl - PreK 2.10 0.00 0.00 0.00 3.00 - - 5.10
# 16 - John W Spencer - PreK 4.80 0.00 0.00 0.00 6.00 - - 10.80
# 17 - Enrico Fermi - PreK 4.20 0.00 0.00 0.00 6.00 - - 10.20
# 19 - Dr Chas T Lunsford-PreK 7.00 0.00 0.00 1.00 8.00 - - 16.00
# 22 - Abraham Lincoln - PreK 4.20 0.00 0.00 0.00 6.00 - - 10.20
# 23 - Francis Parker - PreK 1.10 0.00 0.00 0.00 2.00 - - 3.10
# 25 - Nathan. Hawthorne-PreK 3.20 0.00 0.00 0.00 5.00 - - 8.20
# 29 - Adlai E Stevenson-PreK 4.10 0.00 0.00 0.00 5.00 - - 9.10
# 33 - Florence S Brown - PreK 13.00 1.00 0.60 0.00 13.00 - - 27.60
# 34 - Dr Louis A Cerulli PreK 2.10 0.00 0.00 0.00 3.00 - - 5.10
# 39 - Andrew J Townson - PreK 3.20 0.00 0.00 0.00 5.00 - - 8.20
# 42 - Abelard Reynolds - PreK 2.10 0.00 0.00 0.00 3.00 - - 5.10
# 45 - Mary McLeod Bethune-PrK 6.60 0.00 0.00 1.00 7.00 - - 14.60
# 46 - Charles Carroll-PreK 2.20 0.00 0.00 0.00 3.00 - - 5.20
RISE Community PreK 2.10 0.00 0.00 0.00 3.00 - - 5.10
# 50 - Helen B Montgomery-PreK 2.10 0.00 0.00 0.00 3.00 - - 5.10
# 52 - Frank Fowler Dow - PreK 1.10 0.00 0.00 0.00 2.00 - - 3.10
# 53 - Montessori Academy-PreK 4.87 0.00 0.00 0.00 7.34 - - 12.21
# 54 - Flower City School-PreK 2.10 0.00 0.00 0.00 3.00 - - 5.10
Roch. Early Childhood Cntr-NE 13.50 5.00 1.00 0.00 16.00 - - 35.50
Roch. Early Childhood Cntr-Sth 0.00 1.00 0.00 0.00 0.00 - - 1.00
Early Childhood Office - PS 16.00 9.00 3.00 0.00 1.00 - - 29.00
Early Childhood Education 144.77 16.00 4.60 3.00 164.34 - - 332.71
High Schools - HS 14.00 0.00 0.00 0.00 0.00 - - 14.00

School Chief RM 0.00 1.00 1.00 0.00 0.00 - - 2.00
School Chief LW 0.00 2.00 1.00 0.00 0.00 - - 3.00
School Chief DS 4.00 0.00 2.00 0.00 0.00 - - 6.00
Chiefs of Schools 18.00 3.00 4.00 0.00 0.00 - - 25.00
Food Service 0.00 265.29 0.00 0.00 0.00 - - 265.29

Health Services 0.00 8.00 0.00 0.00 0.00 - - 8.00
Transportation Services 0.00 111.37 2.00 0.00 0.00 - - 113.37
School Support 0.00 384.66 2.00 0.00 0.00 - - 386.66
Prgrms, Early Childhd, & Sprt 305.02 428.47 18.60 11.00 178.34 - - 941.43
Board of Education 0.00 15.00 0.00 0.00 0.00 - - 15.00

EPO Administration 0.00 5.05 6.70 0.00 0.00 - - 11.75
Superintendent 0.00 1.00 1.00 0.00 0.00 - - 2.00
Chief of Staff 0.00 1.00 1.00 0.00 0.00 - - 2.00
Communications & Intergvrnmntl 0.00 8.00 0.00 0.00 0.00 - - 8.00
General Counsel 0.00 11.00 0.00 0.00 0.00 - - 11.00
Office of Human Capital 13.56 28.90 3.20 3.00 0.00 - - 48.66
Finance 0.00 63.50 0.00 0.00 0.00 - - 63.50
Dpty Supt Adm & Sprts 0.00 5.00 1.00 0.00 0.00 - - 6.00
Chief of Operations 0.00 122.00 0.70 0.00 0.00 - - 122.70
Information Technology 24.60 46.80 3.00 0.00 0.00 - - 74.40
Grants & Prgm Accountability 2.00 4.00 5.00 0.00 0.00 - - 11.00
Accountability & Student Rgstr 17.00 23.00 7.00 0.00 0.00 - - 47.00
Equity Inclusion & Soc Emt Lrn 20.50 13.00 3.50 0.00 0.00 - - 37.00
Partnerships 0.00 11.00 3.00 0.00 0.00 - - 14.00
Deputy Supt. Admin & Supports 64.10 224.80 23.20 0.00 0.00 - - 312.10
Deputy Supt. Tch. & Lrn. 12.00 6.00 17.00 0.00 0.00 - - 35.00
Chief Academic Officer 14.80 6.00 11.00 0.00 0.00 - - 31.80
Professional Learning 1.00 1.00 1.00 0.00 0.00 - - 3.00
School Innovation 0.00 1.00 3.00 0.00 0.00 - - 4.00
Chief of Specialized Services 177.20 80.15 38.00 3.00 10.00 - - 308.35
Bilingual Ed & World Languages 10.70 12.50 2.00 0.00 0.00 - - 25.20
Deputy Supt. Teaching & Lrng. 215.70 106.65 72.00 3.00 10.00 - - 407.35
District Administration & Sprt 293.36 464.90 107.10 6.00 10.00 - - 881.36
Debt Srvc, Benefits, Dstr-Wide 0.00 1.00 0.00 0.00 0.00 - 9.50 10.50
Rochester City School District 3,186.07 1,441.97 258.90 287.90 483.00 12.00 9.50 5,679.34

Position Summary - General Fund
2022 - 2023 2023- 2024 Increase/ %

Teacher 2,638.01 2,636.19 (1.83) -0.07%

Civil Service 1,103.78 1,099.21 (4.57) -0.41%
Administrator 214.14 210.24 (3.90) -1.82%
Teaching Assistants 269.00 274.90 5.90 2.19%
Building Substitute Teachers 0.00 12.00 12.00 100.00%
Employee Benefits 11.50 9.50 (2.00) -17.39%
Total Rochester City School District 4,529.10 4,546.40 17.29 0.38%
Position Summary - Special Aid Fund
2022 - 2023 2023- 2024

Increase/ %
Adopted Proposed
(Decrease) Change
Teacher 508.21 549.89 41.68 8.20%

Civil Service 58.16 76.47 18.31 31.48%
Administrator 38.76 48.66 9.90 25.54%
Teaching Assistants 14.00 13.00 (1.00) -7.14%
Building Substitute Teachers 1.00 0.00 (1.00) -100.00%
Employee Benefits 0.00 0.00 0.00 -
Grand Total 781.33 866.66 85.33 10.92%

Position Summary - School Food Service Fund
2022 - 2023 2023- 2024

Increase/ %
Adopted Proposed
(Decrease) Change
Teacher 0.00 0.00 0.00 -

Civil Service 259.33 266.29 6.96 2.7%
Administrator 0.00 0.00 0.00 -
Teaching Assistants 0.00 0.00 0.00 -
Paraprofessional 0.00 0.00 0.00 -
Building Substitute Teachers 0.00 0.00 0.00 -
Employee Benefits 0.00 0.00 0.00 -
Grand Total 259.33 266.29 6.96 2.7%

Adopted Budget 2023-24
Position Summary
District-Wide Positions by Account
2017 - 2018 2018 - 2019 2019 - 2020 2020 - 2021 2021 - 2022 2022 - 2023 2023 - 2024
Actual Actual Actual Actual Actual Adopted Proposed
Teacher 3,663.99 3,758.35 3,444.59 3,078.14 3,169.16 3,146.22 3,186.07

Civil Service 1,517.92 1,553.14 1,470.90 1,454.05 1,486.23 1,421.27 1,441.97
Administrator 310.20 310.71 276.51 256.20 280.90 252.90 258.90
Teaching Assistants 301.00 329.40 300.60 267.00 281.00 283.00 287.90
Paraprofessional 576.30 557.60 479.60 474.00 524.00 453.87 483.00
Building Substitute Teachers 27.00 26.00 26.00 27.00 101.00 1.00 12.00
Employee Benefits 2.00 7.00 12.00 19.50 20.00 11.50 9.50
Grand Total 6,398.41 6,542.20 6,010.20 5,575.89 5,862.29 5,569.76 5,679.34

2023-24 City of Rochester Proposed Budget

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2023-24 City of Rochester Proposed Budget

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CITY OF ROCHESTER 2023-2024

Malik D. Evans, Mayor City of Rochester, NY

Miguel A. Melendez, Jr. (At-Large)

Mary Lupien (East District)

Mitchell D. Gruber (At-Large)

OFFICE OF MANAGEMENT AND BUDGET

BUDGET DIRECTOR'S INTRODUCTION

Michael T. Burns, Budget Director

BUDGET FORMAT - DEPARTMENTAL SECTIONS

BUDGET FORMAT YEAR-TO-YEAR COMPARISONS

Appropriation: An authorization to expend funds for stated purposes.

Rochester 2034 is a 15-year comprehensive

Positioning Rochester for Growth

Rochester 2034 was officially adopted by City

For more information on the Rochester 2034

THE PLACEMAKING PLAN (PMP)

HSG-1 Implement existing housing plans, initiatives, and policies.

VACANT LANDS (VNT)

VNT-1 Strategically position vacant sites for redevelopment.

ARTS & CULTURE (AC)

AC-1 Support, grow, and sustain the creative economy.

HISTORIC PRESERVATION (HIS)

SCHOOLS & COMMUNITY CENTERS (SCC)

PUBLIC HEALTH & SAFETY (PHS)

COMMUNITY BEAUTIFICATION (BFN)

BFN-1 Continue and expand community beautification efforts.

PARKS, RECREATION AND OPEN SPACE (PR)

CLIMATE CHANGE MITIGATION AND ADAPTATION (CC)

URBAN AGRICULTURE AND COMMUNITY GARDENS (UAG)

ECONOMIC GROWTH (ECN)

ECN-1 Attract businesses to Downtown Rochester.

WORKFORCE DEVELOPMENT (WRK)

TOU-1 Expand opportunities to attract new visitors to the city.

CITY AND NEIGHBORHOOD PROMOTION (CNP)

CNP-1 Support neighborhood efforts around branding and promotion.

SC-1 Implement the Dig-Once/Right-of-way Management Program.

IMPLEMENTATION AND STEWARDSHIP OF ROCHESTER 2034 (IMP)

IMP-1 Implement Rochester 2034 through City Code and procedures.

BUILDING COMMUNITY CAPACITY (BCC)

BCC-1 Build the capacity of community organizations and associations.

May 12, 2023

Mayors Message and Related Reports 1

PRIORITY AREA: PUBLIC SAFETY

PRIORITY AREA: STRENGTHENING NEIGHBORHOODS

PRIORITY AREA: BUILDING TOWARDS A PROSPEROUS FUTURE

Mayors Message and Related Reports 2

PRIORITY AREA: YOUTH DEVELOPMENT

Continues City funding for our Summer of Opportunity Program

PRIORITY AREA: ECONOMIC EMPOWERMENT

Continues ARPA funding to provide workforce development and entrepreneurship training to

PRIORITY AREA: PROMOTING EQUITY, INCLUSION, AND SOCIAL

Mayors Message and Related Reports 3

Mayors Message and Related Reports 4

Mayors Message and Related Reports 5

and Business Development

Mayors Message and Related Reports 6

COMMENTS ON ECONOMIC EMPOWERMENT

Mayors Message and Related Reports 7

COMMENTS ON EQUITY, INCLUSION, AND SOCIAL