HomeMy WebLinkAbout12-10-2019 CCC Agenda PacketCity of San Luis Obispo, Agenda, Planning Commission
Agenda
COUNCIL COMPENSATION COMMITTEE
Tuesday, December 10, 2019
5:30 p.m. REGULAR MEETING Council Hearing Room
990 Palm Street
San Luis Obispo, CA
CALL TO ORDER: Chair Dan Rivoire
ROLL CALL: Committee Members Audrey Bigelow, Garrett Otto, Cal Stevens, Jenn
Stubbs, Ron Yukelson, Vice Chair Kim Bisheff and Chair Dan Rivoire
PUBLIC COMMENT: At this time, people may address the Committee about items not on the
agenda. Persons wishing to speak should come forward and state their name and address.
Comments are limited to three minutes per person. Items raised at this time are generally referred
to staff and, if action by the Committee is necessary, may be scheduled for a future meeting.
CONSIDERATION OF MINUTES
1. Minutes of the Council Compensation Committee of October 29, 2019
BUSINESS ITEMS
2. City Budget and Fiscal Health Response Plan Overview
3. City Council Job Description and Current Workload Analysis
4. Revised Comparison Cities Data and City Council Retirement Scenario
5. Public Engagement Discussion
6. Committee Workplan Discussion
Council Compensation Committee Agenda for December 10, 2019 Page 2
STAFF COMMUNICATIONS
7. Staff Communications
ADJOURNMENT
The City of San Luis Obispo wishes to make all of its public meetings accessible to the
public. Upon request, this agenda will be made available in appropriate alternative formats to
persons with disabilities. Any person with a disability who requires a modification or
accommodation in order to participate in a meeting should direct such request to the City Clerk’s
Office at (805) 781-7100 at least 48 hours before the meeting, if possible. Telecommunications
Device for the Deaf (805) 781-7107.
Meeting audio recordings can be found at the following web address:
http://opengov.slocity.org/weblink/1/fol/61028/Row1.aspx
DRAFT Minutes – Revenue Enhancement Oversight Commission Meeting of October 29, 2019 Page 1
Minutes - DRAFT
COUNCIL COMPENSATION COMMITTEE
Tuesday, October 29, 2019
Regular Meeting of the Council Compensation Committee
CALL TO ORDER
A Regular Meeting of the San Luis Obispo Council Compensation Committee was called to order
on, Tuesday, October 29, 2019 at 5:30 p.m. in the Council Hearing Room, located at 990 Palm
Street, San Luis Obispo, California, by Vice Chair Kim Bisheff.
ROLL CALL
Present: Committee Members Audrey Bigelow, Garrett Otto, Cal Stevens, and Ron Yukelson,
Vice Chair Kim Bisheff and Chair Dan Rivoire (6:32)
Absent: Committee Member Jenn Stubbs
Staff: Greg Hermann Deputy City Manager, Monica Irons, Human Resources Director,
Brittani Roltgen, Human Resources Analyst and Teresa Purrington, City Clerk
Minutes
1. Minutes of the Council Compensation Committee of September 24, 2019
ACTION: UPON MOTION BY MEMBER YUKELSON, SECONDED BY MEMBER OTTO,
CARRIED 5-0 (Member Stubbs and Chair Rivoire absent) to approve the minutes of September
24, 2019.
PUBLIC COMMENT ITEMS NOT ON THE AGENDA
None
--End of Public Comment--
Vice Chair Bisheff indicated that the items would be heard in reverse order.
BUSINESS ITEMS
4. Public outreach processes used by the City to gather community input.
Deputy City Manager Hermann provided an overview of the report and responded to
Committee questions.
ACTION: By consensus the committee agreed to receive and file the presentation.
DRAFT Minutes – Revenue Enhancement Oversight Commission Meeting of October 29, 2019 Page 2
3. Overview of approaches to Council Compensation from a variety of Cities
City Clerk Purrington, and Deputy City Manager Hermann provided an overview of the report
and responded to Committee questions.
Public Comment
None.
--End of Public Comment--
ACTION: By consensus the committee agreed to receive and file the presentation.
1. Discuss goals and objectives of the Committee regarding Council Compensation.
Public Comment
Christian Gomez
--End of Public Comment--
ACTION: UPON MOTION BY CHAIR RIVOIRE, SECONDED BY VICE CHAIR
BISHEFF, CARRIED 6-0 (Member Stubbs absent) to approve the following:
Purpose
Purpose is to build an effective City Council that is inclusive of all candidates that wish to
participate.
Objectives
Item 1- Determine if we are currently compensating Council Members and Advisory Body
members appropriately.
• Workload analysis (job description in charter)
• Start by sending out what we have information we already have
• Comparison cities
• Benefits driven changes, typical retirement scenario
Item 2 - Determine if compensation is a factor in achieving inclusivity?
• Come up with options
Item 3 - Determine if there is a fiscally responsible way to make adjustments to
compensation to achieve the goal.
• Financial overview with focus on FHRP
ADJOURNMENT
The meeting was adjourned at 7:21 p.m.
APPROVED BY THE COUNCIL COMPENSATION COMMITTEE ON: XX/XX/2019
Council Compensation Committee
Agenda Report Meeting Date: December 10, 2019
Item Number: 2
DATE: December 5, 2019
FROM: Brigitte Elke, Finance Director
SUBJECT: City Budget and Fiscal Health Response Plan Overview
RECOMMENDATION
Receive a presentation of the City of San Luis Obispo 19-21 Financial Plan and Fiscal Health
Response Plan.
DISCUSSION
The City of San Luis Obispo has earned national recognition for its budget process, a 2-year cycle that
emphasizes community involvement, long-range financial planning and effective program
management. The Budget in Brief provides an overview of the City’s budget. (Attachment A)
Adopted in April 2018 the purpose of the Fiscal Health Response Plan was to establish a three-year
framework to respond to the long-term fiscal impacts of the significant increases in required pension
contributions for the CalPERS retirement system. (Attachment B)
Budget Manager Natalie Harnett will provide a presentation on both of these topics and answer
questions.
Attachment A – FY18-19 Budget in Brief
Attachment B – Fiscal Health Response Plan
FREQUENTLY ASKED QUESTIONSHERE TO SERVE
Heidi Harmon
Mayor
Carlyn Christianson
Vice Mayor
Dan Rivoire
Council Member
Aaron Gomez
Council Member
Andy Pease
Council Member
What is a Fiscal Year and when does it begin and end?
The fiscal year is a 12-month period used to measure revenues and
expenditures. It starts July 1 and ends June 30 the following year.
How much does the 1/2 percent sales tax
(Local Revenue Measure) generate?
Approximately $7.2 million annually.
How much is the General Fund Reserve?
At least 20 percent of General Fund operating costs (about $11M).
Why can’t we use resources other than the General Fund to
pay for priority services such as fire, police and parks?
Enterprise, special revenue, and assessment funds have legal
restrictions that mandate the collection and expenditure of these
funds for very specific purposes.
Where can I find the budget and other financial documents?
The 2017–19 Financial Plan is available at www.slocity.org/budget.
PROJECT HIGHLIGHTS
To enhance safety Downtown,
Council approved $1.3 million in
funding for installation of protective
barriers at prominent entry points
to Downtown.
Downtown
Safety Project
Significant safety
improvements and major
road work will be done in the
southern portion of the City this
summer including Laurel Lane.
Street Reconstruction
& Resurfacing
The City will continue protection
and maintenance of the City’s
natural resources and trails,
acquire new open space lands,
and build new park amenities.
Parks &
Open Space Lands
2018–2019 Budget SupplementBUDGET IN BRIEF
www.slocity.org/budget
The City of San Luis Obispo has earned national recognition for its budget process, a 2-year cycle
that emphasizes community involvement, long-range financial planning and effective program
management. At its highest level, a budget identifies the needs and interests of the community
and allocates available resources to those while remaining fiscally strong for the future. In crafting
the following proposed allocations, the City was guided by the Major City Goals, Other Important
Objectives and the Fiscal Health Response Plan, a strategic plan that addresses a budget gap
caused by increasing pension costs. This budget is part of the 2017–19 financial plan.
GOALS
Other Important Objective: Downtown Vitality. Continue to improve safety, infrastructure investment, and maintenance in the
Downtown and support the Downtown Association’s proposal to consider a Downtown Improvement District.
THE BUDGET PROCESS
MULTI-MODAL
TRANSPORTATION
Prioritize implementation of the
Bicycle Master Plan, pedestrian
safety, and the Short-Range
Transit Plan.
CLIMATE
ACTION
Implement cost-effective
measures, including
addition of a Sustainability
Coordinator and formation
of a Green Team; develop
incentive Programs.
HOUSING
Facilitate increased production of all housing
types designed to be economically accessible
to the area workforce and low and very low-
income residents, through increased density
and proximity to transportation corridors in
alignment with the Climate Action Plan.
FISCAL SUSTAINABILITY
& RESPONSIBILITY
Continue to implement the City’s Fiscal
Responsibility Philosophy with a focus on
economic development and responsiveness,
structurally balanced fiscal outlook,
unfunded liabilities, and infrastructure
financing.
MID-YEAR FISCAL REVIEW
2018–19 STAFF BUDGETPREPARATION
COUNCIL ADOPTS BUDGET JUNE 19, 2018
2017–19 FINANCIAL PLAN & COMMUNITY ENGAGEMENT
THE TOTAL BUDGET: $153 MILLION
GENERAL FUND REVENUES
Where does the general fund money come from?
GENERAL FUND EXPENDITURES
What will those tax dollars and fee payments go towards?
CITY STAFF
Most of the services delivered to the community are provided by our staff.
Below is the number of regular, full-time employees by department.
LOCAL REVENUE MEASURE
How are funds from the local revenue measure used?
OTHER FUNDING
SOURCES
The City has four services whose fees are
used only for those purposes, also known as
Enterprise Funds.
REVENUES EXPENDITURES
TOTAL REVENUE (SOURCES): $153 MILLION TOTAL EXPENDITURES: $153 MILLION
2%
Franchise
Fees
<1%
Real Property
Transfer Tax
4%
Business Tax
Certificates
1%
Other
Revenue
<1%
Public Safety
Sales Tax
45%
Community Safety
5%
Culture &
Recreation
2%
Environmental
Health &
Open Space
35%
Neighborhood
Street Paving
24%
Public Safety
5%
Traffic
Congenstion Relief
8%
Bicycles &
Pedestrian
Improvements
4%
Open Space
Preservation
4%
Code
Enforcement
9%
Flood Protection
11%
Parks & Recreation/
Senior Programs &
Facilities
$4,709,529
Subventions & Grants3%$70,467,684
Service Charges
$15,100,203
Proceeds from Debt Financing
Operating Programs Breakdown
$65,811,011
Staffing
$36,711,843
Other Operating Expenditures
46%$42,635,517
Capital Improvement Plan28%10 %$102,522,854
Operating Programs67%
39%$59,587,543
Taxes & Franchise Revenue 2%$2,314,263
Other Fees & Revenue 5%$8,210,178
Debt Service1%$1,300,000
Expenditure Savings
Waste Water
Water
Parking
Transit
7%
Property
Tax in
Lieu of
VLF
8%
Utility
Users
Tax
10%
Transient
Occupancy Tax
11%
Local Revenue
Measure
14%
Service Charges
17%
Property Tax
25%
Sales Tax
16%
Infrastructure &
Transportation
13%
Community &
Neighborhood
Livability
19%
Fiscal Health & Governance
21%
Public Works 22%
Police
18%
Utilities
14%
Fire8%
Community Development
5%
Parks & Recreation
4%
City Administration
3%
Information Technology
3%
Finance
1%
Human Resources
1%
City Attorney’s Office
Last Updated: April 9, 2018
PLAN PURPOSE
The purpose of this plan is to establish a three -year framework to respond to the long-
term fiscal impacts of the significant increases in required pension contributions to the
CalPERS retirement system. This plan is a specific deliverable and is structured in a
manner to provide guidance for budgetary actions in the 2018 -2019 Fiscal Year as well
as to provide broad strategic budget direction for the 2019-2021 Financial Plan.
THE PROBLEM
The City of San Luis Obispo and the other
3,000-member agencies in the California
Public Employees Retirement System
(CalPERS), are facing significant increases
in required pension contributions. The City's
annual CalPERS costs are projected to more
than double in ten years; growing from $7.8
million in 2014-15 to $19 million in 2024-25
for the General Fund. These costs will
continue to grow through 2031-32 and affect
all funds including the City's Enterprise
Funds (Water, Waste Water, Transit, and
Parking).
To addresses these rapidly rising costs, the
City must address an $8.9 million ($7.5
million from the General Fund and $1.4
million from the Enterprise Funds) budget
gap over the next three fiscal years (2018-
19, 2019-20, and 2020-21). The size of the
problem has been informed using fiscal
forecasting supported by third party
economic models, as well as the City's
outside sales tax advisor and a separate
actuary who specializes in pensions.
The City's fiscal forecasting is based on
assumptions such as:
1. Continuing current levels of service.
2. Continuing the commitment to capital
investment including a slight increase
due to ongoing maintenance needs.
3. Modest long-term revenue growth and
inflation.
4. Continuing Local Revenue Measure
(Measure G) funds.
5. Enterprise Funds revenue projections
based on approved and historic rates and
revenue growth trends.
The City must continue to utilize CalPERS as its
retirement system as it is not feasible for the City
to leave without incurring significant costs. To
exit CalPERS, the City would have 30 days to
meet its projected (worst case) financial
obligations estimated to be from $377 to $495
million at the time of separation. Furthermore,
the current legal framework in California restricts
cities ability to reduce retirement benefits for
current employees, as well as retirees. Lastly,
CalPERS forbids offering alternative retirement
benefits for new employees, different from those
reduced benefits that already have been
legislatively authorized.
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GENERAL FUND FOCUS; ENTERPRISE
FUND PARTICIPATION
This Plan is primarily focused on guiding
the General Fund closure of the ongoing
budget gap over the next three fiscal
years.
The Enterprise Funds (Water, Sewer,
Parking, and Transit) are also participating
because the problem of rising pension costs
also affects employees of the Enterprise
Funds as they participate in the same
CalPERS retirement system as General
Fund employees. Each fund, however, will
solve the problem based on the fund type
and its unique situation, as discussed later in
this report.
KEY CITY POLICIES AND GUIDING
PRINCIPLES FOR THIS PLAN
• The City’s existing financial policies
provide the foundation for this Plan and
include a balanced, sustainable budget
based on conservative investment practices
and diversified revenues.
• Specific policies which support this Plan
include: the 2001 Fiscal Health Contingency
Plan, the 2014 Financial Responsibility
Philosophy, the Compensation Philosophy
and the 2017 Long-Term Liabilities and
Maintenance of Infrastructure.
• Ongoing Fiscal Health Monitoring
including modeling of economic trends and
incorporation of new data will occur through
the budgetary process and three years of this
Plan.
• Budgetary changes in response to the Plan
will minimize service level impacts.
• Budgetary reductions will be implementable
and monitored during the three years of the
Plan.
• Sustainability principles will be
incorporated into changes in the ways the City
“does business” where possible.
• Capital Improvement Project investment
will not be diminished in the General Fund
and is projected to increase slightly during the
Plan’s effective period.
• The City’s Organizational values will be
considered when evaluating budgetary
reductions so that employees, programs,
departments, and the organization can
continue to support and implement these
values.
• The maintenance of facilities, infrastructure,
and equipment will continue, and reductions
will have the least amount of maintenance
impacts as possible.
• The application of unassigned fund-balance
due to one-time expenditure savings or one-
time increase in revenue will continue to be
applied to paying down long-term unfunded
liabilities and investment in infrastructure
and/or critical equipment.
• Ongoing increases in revenue will be
carefully evaluated and will also be
considered as a means to speed up the
paydown of unfunded liabilities. The City will
carefully evaluate the tradeoffs of expanding or
adding new programs, rather than paying down
unfunded liabilities.
• The City will work closely with its elected
representatives and others (including the
League of California Cities) in ongoing efforts
to address long-term changes to the CalPERS
system.
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INTEGRATION OF THE PLAN WITH THE FINANCIAL PLANNING PROCESS
The Fiscal Health Response Plan will be applied to the 2018-19 Budget Supplement as well
to the 2019-21 Financial Plan process. The 2019-21 Financial Plan will include Major City Goals
informed by public participation. However, the Fiscal Health Response Plan sets forth the
framework by which the 2019-21 will need to close the structural budget gap of $8.9 million over
the term of this Plan.
For ease of use, and so that Council and the community can review the implementation of this
Plan with respect to solving this problem, this document will be updated with a record of Council
meetings regarding the Plan’s implementation.
Council Meeting Date Action Related to FHRP Taken
April 17, 2018
1. Adoption of FHRP
2. Strategic Budget Direction for 2018-19 Budget Supplement
To be completed as meetings
occur.
Scheduled meetings include June 5 and 19, 2018 Council meetings on
the 2018-19 Budget Supplement and primary options to address
unfunded liabilities.
ELEMENTS OF THIS PLAN
There are three key components to this Plan. These components create savings and
revenue necessary to address the unfunded liability. In addition, there are two primary
options for reducing the increased costs of the City’s unfunded liability.
THREE KEY COMPONENTS PRIMARY OPTIONS TO ADDRESS THE
UNFUNDED LIABILITY
1. New Revenues
2. Operating Reductions and New Ways
of Doing Business
3. Employee Concessions
1. Prepayment of both normal and
unfunded PERS Costs
2. Section 115 Pension Trust Formation
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KEY COMPONENTS OF THIS PLAN
The City must address an $8.9 million ($7.5 million from the General Fund and $1.4 million from
the Enterprise Funds) budget gap over the next three fiscal years (2018-19, 2019-20, and 2020-
21). There are three key components that have been identified to accomplish this Plan: 1) new
revenues, 2) operating reductions and new ways of doing business, and 3) employee
concessions. These will be apportioned as follows for the General Fund:
NEW REVENUES
30-40% of the solution is proposed through new revenues. Only the General Fund will
participate in this component.
• A General Fund Cannabis Tax. The General Fund’s primary sources of funding are taxes
and fees for services. A general-purpose tax on Cannabis sales, requiring voter approval of a
simple majority, will be evaluated for placement on the November 2018 ballot.
Should a Cannabis Tax be Unsuccessful? Should a Cannabis Tax be unsuccessful,
either by not receiving voter approval or by underperforming in projected revenues, other
new sources of revenue will be evaluated, such as consideration of increased Transient
Occupancy Tax (TOT) or a Stormwater Tax. Additional revenue from taxes and any
recommended would require further direction from Council prior to implementation.
• The Enterprise Funds will not propose new revenues to solve this problem. The
Enterprise Funds are funded by rates and/or fees for the services provided. Transit is primarily
funded through Federal and State grants and programs in combination with a 20% match from
fares. Increases to rates and/or fees will not be made to close this budget gap in the Enterprise
Funds. Any changes to those rates and/or fees in the Enterprise Funds during the fiscal period
of this Plan will be due to other cost increases or a result of enhanced fee recovery unrelated
to unfunded pension liability cost increases.
30 -40%
20 -30%
30 -40%
Revenues
New Ways of Doing Business
Operating Reductions
Concessions
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OPERATING REDUCTIONS AND NEW WAYS OF DOING BUSINESS.
30 to 40% of the solution is proposed from operating reductions and/or new ways of doing
business. All Funds and Departments will participate in this component to varying degrees.
OPERATING REDUCTIONS
1. Proactive Fiscal Management.
a. Refinance City Bonds. Eligible City
bonds will be refinanced to reduce debt
rates.
b. Pay CalPERS Required Contribution
in One-Lump Sum Once A Year. Based
upon the City’s cashflow analysis, the City
will exercise the option to pay
contributions to CalPERS in one lump
sum resulting in ongoing savings.
CalPERS offers two options of payment,
annual and one-lump sum.
c. Evaluate other Fiscal Efficiencies.
For instance, credit card bank charges
will be evaluated so that any cost
reductions which do not diminish
customer service are implemented. Other
fiscal management efficiencies will be
explored for cost savings.
2. Pursue Energy Efficiencies and
Consumption Reductions. Departments
will evaluate budgets to identify energy
efficiencies which could save both costs and
energy. Fuel and other consumables usage
will be reduced through fuel efficiency
vehicles and/or use pattern improvements.
3. Consultant services agreements. When
possible, consultant services agreements
will be renegotiated for better value and/or
budgeted amounts will be adjusted to reflect
service levels needed.
4. Other Agreements. The City has multiple
agreements for a myriad of purposes ranging
from the purchases of goods to the provision
of City services and/or use of City facilities.
Those agreements subject to renewal will be
evaluated for the opportunities to decrease
costs or to increase cost recovery while at
the same time balancing the value of
community partnerships.
5. Tax and Fee Enforcement. The City will
continue to proactively seek compliance with
business license, Transient Occupancy Tax
(TOT) Homestay, Code Enforcement, and
other activities which could result in more
accurate revenue collections.
6. Long-term liabilities. Consistent with the
City’s fiscal policies, the City will continue to
utilize one-time funds to pay down unfunded
liabilities and to invest in infrastructure.
7. Risk Management. The City will continue
to actively implement its “30% in 3” risk
management program to reduce liability and
worker’s compensation expenditures.
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NEW WAYS OF DOING BUSINESS
1. Sustainability.
The City will pursue increased
investment in sustainable infrastructure
with positive and short-term paybacks on
investment.
2. Enhanced Efficiency & Effectiveness.
a. Energy Efficiency.
Including the use of solar power will
be explored and implemented when
possible for short and long-term cost
savings. Other energy efficiencies
will be evaluated as well.
b. Enterprise Resource System.
The Motion project, consisting of
business process re-engineering and
implementation of an Enterprise
Resource System, will result in
decommissioning of several older
systems and will create opportunities
for employee efficiencies and
effectiveness.
c. Equipment Replacement.
Equipment replacement will result in
energy savings, more accurate data
collection, and more accurate
revenues will be identified.
3. Thoughtful re-organizations.
Staff transitions will be used to evaluate
current staffing levels and service
provision. The City will evaluate cross-
departmental operations, service levels,
and contracted services for re-
organization opportunities.
EMPLOYEE CONCESSIONS.
20% to 30% would be contributions via employee concessions. All Funds, General and
Enterprise, will participate in employee concessions.
• In addressing unfunded pension liability as it relates to employee concessions the City’s
adopted Fiscal Sustainability Philosophy, Compensation Philosophy and Labor Relations
Objectives will provide guidance.
• The City will meet and confer in good faith with its represented employee groups regarding
the impacts of changes to wages, hours, and/or working conditions.
PRIMARY OPTIONS TO ADDRESS THE UNFUNDED LIABILITY
The City will evaluate each of the options in June 2018: Prepayment of unfunded liabilities by pre-
paying PERS and/or funding a Section 115 Pension Trust to make future payments to PERS.
The use of each method may vary by Fund.
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COMMUNICATIONS STRATEGIES
The following identifies communication strategies with the Community and employees.
COMMUNITY ENGAGEMENT
As is the City’s practice the Community will
be engaged consistent with the City’s Public
Engagement and Noticing (PEN) Manual.
There will be multiple methods of
communications used to inform and educate
the community as well as receive feedback
and address questions and concerns. In
addition to the PEN methods of
communication and public engagement will
include:
• Public Notification of Council
Meetings on the Plan.
• What’s New in SLO and other
website informational postings.
• E-notification, social media posts
and press releases.
• Community forums and
workshops in conjunction with the
financial planning process.
• Presentations to City Advisory
Bodies and interested community
groups.
• Open City Hall topics.
EMPLOYEE ENGAGEMENT
As is the City’s practice all employees will be
engaged in the financial planning process
and the application of this Plan to that
process. There will be multiple methods of
communications to inform and educate
employees as well as receive input and
address questions and concerns.
• Briefings with City Manager,
Department Heads and Budget
Manager.
• Updates via emails and
SLOWhat Monthly publication.
• Briefings with employee
associations’ representatives.
• Surveys to Employees
• Organization-wide briefings.
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IMPLEMENTATION OF THE PLAN
• The Plan will guide staff’s preparation of the 2018-19 Budget Supplement for Council’s
consideration and adoption in June 2018.
• The Plan will guide the Financial Plan process for the development of the Major City Goals
and Financial Plan for 2019-21.
EXTERNAL IMPACTS TO PLAN
This plan has been based on assumptions made in the fiscal forecast in December 2017. It is
based on fiscal forecasts which have multiple inputs from multiple economic resources both
external and internal to the City. However, a forecast is an estimate at a point and time and during
the life of this Plan there could be significant external forces which further impact the City’s fiscal
forecast. There are other fiscal policies and plans in place to help guide such a change. The
following could have impact to the City’s overall budget through either expenditures or revenues
and would result in staff returning to Council for further direction.
• Changes in Economic Conditions. The nation continues to be in an unprecedented
economic expansion following the Great Recession. This is unlikely to continue for the
entire period of this Plan. Additionally, changes in federal fiscal policy and grant funding
may result in a slowing of the national and local economies.
• Diablo Closure
The closure of Diablo Canyon presents an uncertain economic impact to the City and
County of San Luis Obispo. At the time of this Plan’s creation, the mitigation of that
impact is uncertain. The City will continue to have a lead role in addressing this problem
and preparing an economic and financial analysis of the impacts of this closure. This
analysis will be incorporated into the 2019-21 Financial Plan.
• Further CalPERS Changes. Required contributions to CalPERS are based on actuarial
assumptions and further changes may occur if approved by the CalPERS Board.
Examples of past significant changes in assumptions include changes to amortization
periods, changes to expected rate of return, and changes to demographic assumptions.
Future changes in actuarial assumptions may once again result in significant fiscal impacts
to the City.
• Natural Disaster. All municipalities are vulnerable to natural disasters be it earthquake,
fire, or flood. The City maintains reserves for these unfortunate circumstances but in
recent years the magnitude of disasters seen in neighboring cities north and south have
been at unprecedented economic levels.
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SECTION D: SUMMARY OF OVERALL BUDGET SUPPLEMENT
This section provides simple charts and tables which highlight key financial relationships and summarize
the overall budget document. Graphics summarizing the following areas are included:
• Summary of Revenues and
Expenditures for 2017‐18 and 2018‐19
Changes in
Financial Position
• Revenue by Fund and TypeRevenue Detail
• Expenditure by Department, Function,
and Type
Expenditure
Detail
• Transfers between funds
Operating
Transfers
• Authorized positions by Department
Authorized
Regular Positions
D-1
1
Council Compensation –
Review of City’s Fiscal Health
Budget in Brief –General Fund
23%
10%
23%
25%
19%
WHERE THE MONEY COMES FROM
Sales Tax
Measure G
Property Tax
Other Taxes
Fees for Service
$77 Million
Revenues
& Other Revenue
What the Money is Spent On
77%
8%
9%
6%
OPERATING BUDGET
Staffing
Contract Services
Other OpEx
Transfer
$63 Million
Operating
Expenditures
Capital Budget –General Fund
New Assets (incl. Development
Agreement Projects)
Asset Replacement
Annual Asset Maintenance
$9.2 Million Capital
Expenditures
Focus on maintaining existing assets
5 Year Forecast
Revenue
Projected
FY 20
Projected
FY 21
Projected
FY 22
Projected
FY 23
Projected
FY 24
Total Tax & Franchise Revenue 62,856$ 65,097$ 66,268$ 67,435$ 68,566$
Total Fees & Other Revenue $ 14,480 $ 13,787 $ 14,325 $ 14,621 $ 14,922
Total Revenue $ 77,337 $ 78,885 $ 80,593 $ 82,056 $ 83,488
Use of Funds
Total Operating Expenditure $ 63,184 $ 64,433 $ 65,508 $ 67,202 $ 68,685
Debt Service 2,742$ 2,577$ 3,000$ 3,000$ 3,000$
Capital Expenditures 9,288$ 7,693$ 8,538$ 8,699$ 8,880$
Transfers 336$ 709$ 625$ 540$ 454$
Total Expenditure $ 75,550 $ 75,412 $ 77,671 $ 79,441 $ 81,019
Beginning Fund Balance $ 17,797 $ 16,584 $ 17,057 $ 17,978 $ 18,594
Revenue Over/(Under) Expenses $ 1,787 $ 3,473 $ 2,922 $ 2,616 $ 2,470
Ending Fund Balance $ 19,584 $ 20,057 $ 19,978 $ 20,594 $ 21,064
Undesignated Fund Balance $ 2,854 $ 2,976 $ 3,372 $ 3,791 $ 4,429
Normalized Fund Balance 106$ 122$ 396$ 419$ 638$
$7
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What is the Issue?
Similar to 3,000 other agencies in California,
the City faces a significant increase in
required pension contributions.
The City’s annual costs to CalPERS will
more than double in 10 years.
Without action, the City would face a
negative General Fund balance
beginning 2019-20.
To address these issues, the City needed
to reduce expenditures by $7.5 million in
the General Fund & $1.4 million in the
four Enterprise Funds over the next three
years.
The Fiscal Health Response Plan
(FHRP)
To tackle the issue the City developed a fiscal health
response plan. The purpose of the Plan is to establish a
framework to respond to the fiscal challenges ahead. It
was developed with a three-year approach in mind.
30 -40%
20 -30%
30 -40%
General Fund
Revenues
New Ways of Doing Business
Operating Reductions
Concessions
The FHRP pursues a balanced
approach to required reductions
The FHRP guided the preparation of the 2018 -19
Budget Supplement and the 2019 -21 Financial
Plan.
All Departments provided operating reductions
and new ways of doing business as have the
Enterprise Funds.
No reductions to CIP are proposed.
The deficit cannot be made up by rate increases
in the Enterprise funds.
9
All regular employees participate in the same retirement
system –CalPERS
Adopted policies address the concept of shared
responsibility
Phased approach for concessions with the objective to
reduce staffing cost by $1.9 million for all funds by fiscal year
2020-21
City will tailor labor agreements to meet mutual objectives
FHRP Concession Target: $1.9 million
Concessions
To date, all bargaining units but SLOCEA have negotiated three-year
terms.
2018-19 saw a 1% salary increase with a 1% take-away such as PARS
contributions for management. It ultimately looked at a 0% overall
increase.
2019-21 –bargaining units accepted a 2% salary increase with a 1.5%
cost-share for CalPERS benefits. SLOCEA has just entered negotiations
as the contract expired June 30, 2019.
Where are we at?
With the 2019-21 Financial Plan, the City considered:
The FHRP will be fully achieved.
The City will pay down its pension liability over the next 20 year.
The City has dedicated annual payments to CalPERS above the
required annual payment
The City will establish a 115 Pension Trust Fund to assist the pay-down
schedule currently envision. This is crucial as it is expected that
CalPERS will further reduce its assumed discount rate to 6.5%.
The City achieves a balanced budget with slim margins
The path ahead will require tremendous discipline to yield the
desired pay-off.
City of San Luis Obispo, Council Agenda, City Hall, 990 Palm Street, San Luis Obispo
Council Compensation Committee
Agenda Report
Meeting Date: December 10, 2019
Item Number: 3
FROM: Greg Hermann, Deputy City Manager
Prepared by: Teresa Purrington, City Clerk
SUBJECT: Determine if we are currently compensating Council Members and Advisory Body
members appropriately.
RECOMMENDATION
Receive a report and review:
1. Council job description from Charter
2. Total number and length of meeting times for City Council for 2019.
3. List of Subcommittee Assignments for City Council
DISCUSSION
Council Job Description
As outlines in the Charter the Mayor, Vice Mayor and Council Members have the following
powers:
• The Mayor shall preside at all meetings of the City Council and perform such other duties
consistent with the office as may be imposed by the Council or by vote of the people. The
Mayor shall be entitled to, and must vote when present, but shall possess no veto power.
As presiding officer of the Council, the Mayor will faithfully communicate the will of the
Council majority to the City Manager in matters of policy. The Mayor shall be recognized
as the official head of the City for all ceremonial purposes.
• The Council shall elect one of its members to be Vice Mayor. During the temporary
absence or disability of the Mayor, the Vice Mayor shall act as Mayor Pro Tempore. In
case of the temporary absence or disability of both the Mayor and Vice Mayor, the Council
shall elect one of its members to be Mayor Pro Tempore. In case of vacancy in the office
of Mayor, the Vice Mayor shall act as Mayor until such vacancy can be filled as provided
in this Charter.
• Subject to the provisions and restrictions contained in this Charter and the delegation of
power, if any, to any person, Officer, Board, or Commission, the Council shall have the
power in the name of the City, to do and perform all acts and things appropriate to a
municipal corporation and the general welfare of its inhabitants and which are not
specifically forbidden by the Constitution and laws of the State of California, or which now
or hereafter it would be competent for this Charter to specifically enumerate.
No enumeration or specific statement herein of any particular powers shall be held to be
exclusive of, or a limitation of, the foregoing general grant of powers.
Page 2
Number and Length of Council Meetings:
Provided for your review is a chart showing meeting dates and lengths for the City Council.
Meetings in 2019. (Attachment A)
A total of 29 meetings were held during this time frame. Average meeting time was 3 hours and
35 minutes.
Council Subcommittee Assignments 2018-2019
Council Members also have Subcommittee Assignments which are made up of our 17 City
Advisory Bodies, Special Purpose Subcommittees, and County/Regional Committees. The
Council Policies and Procedures and the Advisory Body Handbook prescribe the method of these
assignments:
The Mayor and Vice Mayor shall submit recommendations to the full Council rotating
nominations for Council Member Subcommittees, thereby ensuring an opportunity for each
member to serve as liaison at least once on each advisory body when possible. When terms of
office do not allow each member to serve once, members with greatest seniority shall have first
right of selection (CP&P 6.6.2, ABH § III, C.6).
Attachment B shows the assignments for 2018-2019 and Attachment C provides a brief description
of the County/Regional Committees.
ATTACHMENT
A. Council Meetings Chart
B. Council Subcommittee Assignments 2018-2019
C. Description of County/Regional Committees
Meeting
Date
# of
Items
Length of
Meeting
1/8/2019 10 3:36
1/9/2019 3 1:00 Closed Session
1/15/2019 9 2:49
1/23/2019 1 2:18 Community Forum
2/4/2019 1 3:41 Goal Setting Workshop
2/5/2019 18 3:57
2/19/2019 14 2:35
3/5/2019 14 1:58
3/7/2019 2 3:20 Closed Session
3/19/2019 16 3:55
4/2/2019 14 3:26
4/16/2019 13 4:11
5/7/2019 15 3:52
5/16/2019 6:00 Council Retreat
5/21/2019 17 2:10
6/4/2019 17 4:23
6/18/2019 13 2:58
7/2/2019 13 4:00
7/16/2019 16 2:39
8/20/2019 18 4:45
9/3/2019 18 7:00
9/17/2019 15 3:50
10/1/2019 12 5:38
10/22/2019 12 2:56
11/12/2019 11 3:48
11/19/2019 15 1:53
11/26/2019 1 1:23 Special Meeting
12/3/2019 15 6:30
3:35
Revised 12-11-2018
COUNCIL SUBCOMMITTEE ASSIGNMENTS 2018 - 2019
CITY ADVISORY BODIES
• Interviews & makes recommendations for appointments
to the full Council.
• Facilitates communication between Council and
committees.
2018
CHAIR MEMBER
2019
CHAIR MEMBER
Active Transportation Committee Pease Rivoire Gomez Harmon
Administrative Review Board Pease Gomez Stewart Harmon
Architectural Review Commission Pease Christianson Pease Gomez
Construction Board of Appeals Pease Gomez Gomez Harmon
Citizens’ Revenue Enhancement Oversight
Commission Christianson Pease Stewart Gomez
Cultural Heritage Committee Pease Gomez Christianson Pease
Housing Authority
(Mayor by state mandate) Harmon N/A Harmon N/A
Human Relations Commission Harmon Rivoire Harmon Stewart
Investment Oversight Committee
(This is not an advisory committee) Harmon N/A Harmon N/A
Jack House Committee Rivoire Gomez Stewart Gomez
Mass Transportation Committee Rivoire Pease Pease Christianson
Parks & Recreation Commission Rivoire Gomez Christianson Pease
Personnel Board Harmon Gomez Harmon Stewart
Planning Commission Christianson Rivoire Pease Christianson
Promotional Coordinating Committee Harmon Rivoire Gomez Stewart
Tourism Business Improvement District Board Harmon Rivoire Gomez Stewart
Tree Committee Rivoire Pease Pease Christianson
SPECIAL PURPOSE
SUBCOMMITTEES
Serves as liaison representative.
2018
CHAIR MEMBER
2019
CHAIR MEMBER
Cal Poly Campus Planning Committee (Master Plan)
(Quarterly) Gomez N/A Gomez N/A
City/University
(Mayor/Rotation) (Quarterly) Harmon Rotation Harmon Rotation
Downtown Association Board (Monthly) Gomez Rivoire Gomez Stewart
Economic Vitality Corporation (Monthly)
(Liaison only) Harmon Pease Stewart N/A
Mayor’s Advisory Body Quarterly Meeting Harmon Rotation Harmon Rotation
Student Community Liaison Committee
(Mayor/Rotation) (Monthly) Harmon Rotation Harmon Rotation
COUNCIL SUBCOMMITTEE ASSIGNMENTS 2018-2019
COUNTY/REGIONAL
Serves as voting representative.
2018
CHAIR MEMBER
2019
CHAIR MEMBER
Air Pollution Control District (APCD) (Quarterly) Harmon Pease Harmon Stewart
City Selection Committee
(1-2 times per year) Harmon Christianson Harmon Pease
CMC Citizens Advisory Committee (Monthly) (* 2 year
term) Harmon Pease Christianson Stewart
Community Action Partnership (Monthly) Christianson Harmon Stewart Harmon
County Water Resources Advisory Committee
(County Supervisors) (Monthly) Pease Gomez Pease Christianson
County Regional Water Management Group
(RWMG) Pease Gomez Pease Gomez
Homeless Services Oversight Committee Harmon Gomez Christianson Stewart
Integrated Waste Management Authority (IWMA)
(Monthly) Gomez Christianson Gomez Pease
Local Agency Formation Commission (LAFCO)
(Liaison Only) (Monthly) Christianson Rivoire Stewart Christianson
Nacimiento Water Project Christianson Pease Pease Gomez
Performing Arts Center Commission (Mayor/Vice Mayor
as alternate) (Quarterly)
Harmon
Johnson
Christianson
Hermann
Harmon
Johnson
Pease
Hermann
San Luis Obispo Council of Governments
(SLOCOG) (Monthly) Rivoire Christianson Pease Harmon
San Luis Obispo Regional Transit Authority
(SLORTA) (Monthly) Rivoire Christianson Pease Harmon
San Luis Obispo Valley Basin Groundwater
Sustainability Agency (GSA) Pease Mattingly Pease Floyd
Visit SLO County Advisory Committee Harmon
Johnson
Christianson
Hermann
Harmon
Johnson
Pease
Hermann
Whale Rock Commission
(Mayor/Vice Mayor serves as alternate) (June & as needed) Harmon Christianson Harmon Pease
Zone 9 Advisory Committee (Monthly) Pease Rivoire Christianson Gomez
AD HOC SUBCOMMITTEE CHAIR MEMBER MEMBER
Airport Land Use Christianson Rivoire Christianson N/A
SLO Climate Coalition Harmon Pease Gomez
Read N/A
Monterey Bay Community Power Authority –
Policy Board Director – New 2019 N/A N/A Harmon Pease
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Air Pollution Control District San Luis Obispo County
Meetings
Regular APCD Board Meetings are held on the fourth Wednesday of every odd numbered
month, with some exceptions. Meetings will convene at 9:00 a.m. in the County Board of
Supervisors Chambers.
About APCD
The San Luis Obispo County Air Pollution Control District (APCD or District) is the local agency
working to protect the health of over 269,000 county residents by preserving good air quality.
By partnering with the local communities and businesses, we implement regulations and
programs to reduce air pollution and assist the county in reaching all outdoor air quality
standards.
APCD Board of Directors
The San Luis Obispo (SLO) County Air Pollution Control District (APCD) is a local government
agency that works to protect the people and the environment of SLO County from harmful
effects of air pollution. The APCD’s jurisdiction covers the entire county including the
incorporated cities of Paso Robles, Atascadero, Morro Bay, San Luis Obispo, Pismo Beach,
Arroyo Grande and Grover Beach.
In 2013, the APCD Board took action to establish an Executive Committee to review proposed
agendas for upcoming Board meetings and discuss other ad hoc issues referred to it by the
Board. Membership on the Executive Committee consists of the Chair, Vice Chair, and
Immediate Past Chair of the Board. Executive Committee meetings are subject to all Brown Act
requirements and include published agendas, official minutes and public comment.
What happens at Board meetings?
Board Members discuss ways to improve air quality and establish effective clean air programs.
The Board receives reports from APCD’s Executive Director, Larry Allen, and staff who
recommend new rules, rule amendments or programs to help reduce air pollution. The Board
also hears public testimony. After a public hearing, the Board may vote to adopt a rule as
proposed or with changes. In some cases, the Board may postpone a decision and instruct
APCD staff to develop a new proposal. In addition, the Board approves contracts, policies and
various reports. The Board may also act on budget requests and personnel matters.
Agenda items that involve relatively simple administrative decisions are grouped in what is
known as a "consent agenda." Board Members and members of the public may comment on
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any individual item on the consent agenda. When discussion is completed, the Board may vote
on the consent agenda as a whole.
City Selection Committee
Meetings
Meets once a year at San Luis Obispo County, Board of Supervisors Chambers, 1055 Monterey
Street.
About
Requires that in any county in which two or more cities are incorporated there is hereby
created a city selection committee the purpose of which shall be to appoint city representatives
to boards, commissions, and agencies as required by law. The membership of each such city
selection committee shall consist of the mayor or each city within the county.
CMC Citizens Advisory Committee
Meetings
Meets at least every two months or as often as may be necessary to carry out the purpose and
duties of the committee. The Chairperson, with concurrence of the committee, will designate
the date, time and place of each meeting.
Purpose and Objectives
The Citizens' Advisory Committee was created to promote communication between the
California Men's Colony and its neighboring communities, to improve the public's
understanding of correctional programs and to provide a venue for public comment concerning
corrections. The Warden is responsible for assuring that the objectives of this procedure are
carried out. He/she will determine the role of the committee with general direction provided
by the Associate Director, Division of Adult Institutions.
Community Action Partnership
Meetings
Meets the third Thursday of every month at 5:15 pm at 1030 Southwood Drive, San Luis
Obispo.
About
Annually Community Action Partnership serves 40,000 persons across San Luis Obispo County
and nine other central and southern California counties. Through a variety of programs and in
3 | Page
collaboration with other community service agencies, Community Action Partnership helps
individuals and families achieve and maintain self-sufficiency through the following services:
• Help participants secure and retain employment
• Help maintain adequate housing
• Help in receiving medical services
• Help obtain energy subsidy and weatherization assistance
• Help provide child care and preschool education
County Water Resources Advisory
Meeting
Meets first Wednesday of every month at 1:30 pm at City/County library Community Room,
995 Palm Street.
Purpose of the Committee
• To advise the County Board of Supervisors concerning all policy decisions relating to the
water resources of the SLO County Flood Control and Water Conservation District.
• To recommend to the Board specific water resource programs.
• To recommend methods of financing water resource program.
Homeless Services Oversight Committee
Meeting
Meets every third Wednesday of every other month beginning in January, 1 at 3:00 pm.
Located at SLO Veterans Hall, 801 Grand Avenue, San Luis Obispo, 4th floor Board Conference
Room.
Mission Statement & By-Laws
• The purpose of San Luis Obispo County Homeless Services Oversight Council (HSOC) is to
ensure that everyone has access to appropriate and affordable housing and to services
they need to sustain it. HSOC identifies the following priorities to end homelessness:
• Facilitate access to affordable housing
• Stop homelessness before it starts through prevention and effective intervention
• End and prevent homelessness through integrated, comprehensive and responsive
support services
• Coordinate a solid administrative & financial structure to support an effective
implementation plan
4 | Page
Integrated Waste Management Authority SLO County
Meeting
Meets once every two months on the second Wednesday at 1:30 pm. Meetings are held at San
Luis Obispo Board of Supervisors Chambers at County Government Center in San Luis Obispo.
About
The San Luis Obispo County Integrated Waste Management Authority (IWMA) includes San Luis
Obispo County and the Cities of Arroyo Grande, Atascadero, Grover Beach, Morro Bay, Paso
Robles, Pismo Beach, San Luis Obispo and the Community Service Districts.
These jurisdictions formed a new agency in 1994 to plan and implement regional solid waste
and hazardous waste programs. These programs have helped its member jurisdictions in
achieving the California goal of a 50% reduction in solid waste by the year 2000. Read the Joint
Powers Agreement.
Local Agency Formation Commission (LAFCO)
Meeting
Meets the third Thursday of every month at 9:00 am. Meetings are held in the Board of
Supervisors Chambers at the County Government Center in San Luis Obispo.
Mission
The Local Agency Formation Commission is committed to serving the residents of San Luis
Obispo County and the State of California by discouraging urban sprawl and encouraging the
orderly formation and development of local agencies based on local conditions and
circumstances.
The Commission
The Local Agency Formation Commission was created by the California Legislature in 1963 to
discourage urban sprawl and encourage the orderly formation and development of local
government agencies. There is a LAFCO in each county in California. San Luis Obispo LAFCO is a
seven-member Commission comprised of two city council members (chosen by the City
Mayors), two county supervisor members (chosen by the Board of Supervisors), two special
district members (chosen by Independent Special District Selection Committee), and one public
member (chosen by the members of the Commission). San Luis Obispo LAFCO currently serves
52 local government agencies with 7 cities and 35 special districts and 10 dependent special
districts (districts under the county Board of Supervisors). LAFCO's are responsible for
evaluating annexations, the formation of districts, and the incorporation of cities. LAFCOs also
5 | Page
establish a sphere of influence for each jurisdiction that plans for future growth of a
jurisdiction.
Nacimiento Water Project
Meeting
Meets once every three months starting in February with a special meeting held in April.
Meeting start at 4 p.m. on the fourth Thursday and are held at the Templeton Community
Services District Offices.
Project Description
This regional Project consists of a multi-port sloping intake facility at Lake Nacimiento with a
pump station, two intermediate pump stations, three storage tanks, a control system, and
approximately 45 miles of transmission pipeline ranging from 36- to 12-inches in diameter, with
the ability to deliver 15,750 acre-feet of raw water each year to communities within San Luis
Obispo County.
The $176.1-million Project is owned, managed and operated by the San Luis Obispo County
Flood Control and Water Conservation District (District). It is the District's largest project ever
constructed by a factor of six, and serves as an icon of collaboration between communities
within San Luis Obispo County. The Participants in the Project are the City of Paso Robles,
Templeton Community Services District, Atascadero Mutual Water Company, the City of San
Luis Obispo, and Community Services Area 10, Benefit Zone A.
The Project began operations on January 7, 2011.
Performing Arts Center Commission
Meeting
Meets quarterly.
About
The PAC Commission provides policy to the managing director of the PAC. The City Foundation
for the PAC (FPAC) and Cal Poly have seats. PAC is managed by Chris.
Performing Arts Center Facilities Standing Committee
Meeting
Meets quarterly.
6 | Page
About
This committee is advisory to the managing director and staff at the PAC as it related to the
physical features, fixtures and equipment in the PAC. Meetings involve inspecting the PAC and
providing input about needs.
San Luis Obispo Council of Governments (SLOCOG)
Meeting
SLOCOG and the Regional Transit Authority (RTA) share the same board of directors and trade
off meeting times every month. SLOCOG generally has board meetings in January, February,
April, June, August, October and December. Occasionally, SLOCOG will hold an off-month
meeting immediately following a regularly scheduled RTA meeting.
About
The San Luis Obispo Council of Governments (SLOCOG) connects our communities by allocating
federal and state funds, planning for the future and facilitating the collaboration of all levels of
government, interested parties and residents toward a common goal: to improve the quality of
life in San Luis Obispo County.
SLOCOG is an association of local governments in San Luis Obispo County, which is made up of
seven cities (Arroyo Grande, Atascadero, Grover Beach, Morro Bay, Paso Robles, Pismo Beach,
and San Luis Obispo) and the County of San Luis Obispo.
The organization’s central purpose is to examine common regional problems and suggest
solutions. SLOCOG’s prime responsibilities include transportation planning and funding for the
region, while also serving as a forum for the study and resolution of regional issues.
In addition to preparing the region’s long-range transportation plan, SLOCOG plans and
provides funding for public transit services, highway and roadway improvements, other
alternative methods of transportation, and prepares the Regional Housing Needs Allocation and
the Sustainable Communities Strategy as part of the Regional Transportation Plan.
San Luis Obispo Regional Transit Authority (SLORTA)
Meeting
RTA Board meetings are generally held every other month on the first Wednesday of the month
at 8:30 am in the Board of Supervisor’s Chambers.
Mission Statement
The Mission of RTA is to provide safe, reliable and efficient transportation services that improve
and enhance the quality of life for the citizens and visitors of San Luis Obispo County.
7 | Page
The San Luis Obispo Regional Transit Authority (RTA) provides intercommunity public
transportation. RTA’s service area includes all of San Luis Obispo County and extends into Santa
Barbara County to the south. RTA provides regional fixed-route service (RTA) and Americans
with Disabilities Act (ADA) complementary paratransit service (Runabout).
RTA is a JPA (Joint Powers Authority) in San Luis Obispo County that operates bus
service connecting cities throughout San Luis Obispo County (and beyond), including Arroyo
Grande, Atascadero, Grover Beach, Morro Bay, Paso Robles, Pismo Beach, San Luis Obispo and
more. RTA also oversees the administration of South County Area Transit (SCAT) which
operates in the Five Cities area of Shell Beach, Pismo Beach, Grover Beach, Oceano and Arroyo
Grande.
Visit SLO County Advisory Committee
Meeting
Meets the third Wednesday of every month at 8:30 am, and the location will be determined.
About
Visit San Luis Obispo County is the non-profit countywide destination marketing organization.
Its goal is to promote San Luis Obispo County through marketing, advertising, public relations,
group sales, promotions, events and sponsorship branding the region as a choice destination
for regional, national and international travelers alike. Visit San Luis Obispo County works in
partnership with tourism industry-related businesses including lodging properties, restaurants,
wineries, activities, golf courses and retail stores to create a unified marketing approach that
promotes the Culinary, Coastal and Cultural assets of the County. The Advisory Committee was
established when the Tourism Marketing District (TMD) was approved in 2015. The purpose of
the Advisory Committee is to provide input to the TMD’s governing board which is made up of
hoteliers from throughout the county.
Whale Rock Commission
Meeting
Meets once a year in April or May in the Council Hearing Room. The next scheduled meeting is
April 27th from 2:00 pm to 4:00 pm.
About
The commission was established in 1957 to maintain the Whale Rock Project. They conduct the
business and affairs of the project.
8 | Page
Zone 9 Advisory Committee
Meeting
Meets the second Wednesday of even numbered months from 1:30 pm to 3:30 pm. Meetings
are held at the San Luis Obispo City Offices 919 Palm Street.
Goals
The guiding document for Zone 9’s goals and objectives is the SLO Waterway Management Plan
(WMP) which was developed and adopted in March 2003. The SLO WMP consists of three (3)
volumes. Volume I contains a detailed hydrology and hydraulic analysis of the watershed and its
tributaries, identification of management problems as well as alternatives for addressing
flooding, bank instability, habitat protection and enhancement. A preferred project is also
presented. Volume II consists of a stream management and maintenance program. It identifies
an approach to routine maintenance such as vegetation management, bank stabilization and
sediment removal along with suggested Best Management Practices for these activities.
Volume III is a drainage design manual for determining criteria for design of drainage channels,
storm drain systems and storm water detention as well as other storm water facilities.
There are eight (8) watershed management goals for the watershed:
• Flooding
• Erosion
• Water Quality
• Biological Resources
• Land Use
• Social Values
• Public Involvement & Education
• Inter-Agency Coordination
Membership
The Zone 9 Advisory Committee is comprised of three representatives from the City of San Luis
Obispo and three from the County of San Luis Obispo. Preference is given to members who
represent the Resource Conservation District, the Avila community, the agricultural community,
Cal Poly, Caltrans, or other community agency.
Airport Land Use Commission
Meetings
Meets once a month on every third Wednesday of the month at 1:30 pm. Meetings are held in
the (new) Board of Supervisors Chambers, County Government Center, 1055 Monterey Street,
Room D170, San Luis Obispo.
9 | Page
About
The San Luis Obispo County Airport Land Use Commission (ALUC) is an independent body of
seven members, which was created in response to the mandates of The State Aeronautics Act,
first enacted in 1967. Under this statute, it is the duty of the ALUC:
To assist local agencies in examining compatible land uses in the vicinity of all new airports and
in the vicinity of existing airports to the extent that the land in the vicinity is not already
devoted to incompatible uses;
To coordinate planning at the state, regional, and local levels so as to provide for the orderly
development of air transportation, while at the same time protecting the public health, safety,
and welfare; and
To provide for the orderly development of the areas surrounding public use airports within the
county so that new developments are not likely ultimately to cause restrictions to be placed on
flight operations to or from the airport.
As the means of fulfilling these basic obligations, the ALUC has two basic duties under the
Public Utilities Code:
• To Prepare Airport Compatibility Plans (Airport Land Use Plans) – The Commission is
required to prepare and adopt an Airport Land Use Plan (ALUP) for each of the airports
within its jurisdiction. In the case of San Luis Obispo County, this requirement applies to
the Airport (SBP), the Oceano Airport, and the Paso Robles Municipal Airport.
• To Review Referring Agency Actions and Airport Plans – In addition to formulating
ALUPs, the ALUC is required to review certain types of action by local counties and cities
that affect the land use in the vicinity of airports to ensure that the action proposed by
the referring agency is consistent with the ALUP.
The City Council has an ad hoc committee to work with city staff to represent the city’s adopted
policies.
Cal Poly Campus Planning Committee
Meeting
Meetings are scheduled quarterly or more often is necessary.
Functions
Each state university and college was required by resolution of the Trustees on May 12, 1961,
to establish a committee whose basic membership and functions were prescribed by the
Trustee action. The committee's primary function is to assist the President in the coordination,
development, and control of a long-range plan for the physical development of the campus,
10 | Page
within a framework of policy established by the Trustees of the California State University. The
committee serves in an advisory capacity in relation to the following:
• Development and maintenance of a long-range plan for the physical development of the
campus.
• Selection of sites for each new building and other physical facilities on any university-
owned property.
• Review the work of the architects during the schematic drawings phase.
• Review of recommendations on the five-year and other long-range building programs.
• Review of all proposed projects to be constructed on the campus that will have an
architectural and/or environmental impact. These projects will include, but are not
necessarily limited to, structures, roads, walks, signs, etc.
• Study and review such other areas as may be delegated to it by the President.
• Work with city and county planning commissions on matters related to campus
development, zoning in areas surrounding the university, streets, and highways leading
to and from the campus, and other matters.
Downtown Association Board
Meeting
Meets every second Tuesday of the month at 7:30 am in the Downtown Association conference
room.
Duties of the SLO Downtown Association
The Downtown Association primarily serves its members in the areas of Parking, Promotions,
Design, Economic Activities, Food, Beverage & Services and Thursday Night Promotions. (See
our Committee Page) Committees are comprised of business owners, employees and the public
at large. The 11-member Board of Directors is comprised of business owners, managers and ex-
officio members representing finance, media and not for profits.
The Downtown Association is a voluntary member run organization, with the exception of the
staff. The businesses are their own guide and determine the ultimate direction of the
Downtown Association.
The Board of Directors hires an administrator who is responsible for carrying out the directive
of the committees, overseeing the budget, maintaining relationships with City Hall, members,
other state and community organizations and the media.
The administrator also serves as the Main St. Manager and oversees the activities of the staff.
The Thursday Night Promotions Coordinator is responsible for coordinating the highly popular
Farmers’ Market activities. The Promotions Coordinator manages all promotions that occur in
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the Downtown area; including Concerts in the Plaza, Hallowe’en activities, Holiday Happenings
and much more.
The office manager runs the daily nuts and bolts of a busy office including phones, letters,
errands, working with the public and mounds of paperwork as well as much of our print and
media design.
Economic Vitality Corporation
Meeting
Meetings are held on the fourth Wednesday of most months except August, November, and
December. They are held from 4:00 pm to 5:30 pm at CANNON located at 1050 Southwood
Drive, San Luis Obispo.
Mission
"The EVC mission is to stimulate the economic vitality of San Luis Obispo County, generate jobs,
increase investment in the community and promote the start-up, growth and attraction of
businesses."
Overview
San Luis Obispo County is uniquely positioned to grow its technology ecosystem by capitalizing
on its infrastructure and entrepreneurial spirit, while providing benefits to the region through
the creation of jobs.
The Knowledge and Innovation Cluster members seek to integrate world-class talent into the
community by increasing connectivity among local industries and employees through job fairs
and job placement programs. The cluster members are also fostering greater access and speed
of local internet connectivity by leveraging our fiber-optic infrastructure to enhance our
economic competitiveness.
Vision
To foster a thriving, technological community by offering a superior set of resources to plant,
grow and sustain businesses with a competitive advantage and achieve recognition for the
county as a cradle of innovation.
Objectives
• Explore cluster cross-collaborations to cultivate partnerships, connections and
technological improvements
• Enhance fiber-optic broadband connectivity infrastructure in partnership with the
Broadband Consortium of the Pacific Coast Broadband (BCPC) and others
12 | Page
• Collaborate with Cal Poly State University and Cuesta College to support workforce
development and augment the region’s startup culture
• Host job fairs for local companies and expand industry networking
Mayor’s Advisory Body Quarterly
Meeting
Meets quarterly starting in January on the second Thursday of the month, 11:30 am to 2:00 pm
in the Council Hearing Room.
About
The Mayor meets quarterly with the chairpersons of all advisory bodies. The purpose shall be
for informational updates and to encourage communication. Quarterly written reports shall be
submitted at this meeting and are shared with all Council Members. The chairperson shall
report back to the full committee at the next regular meeting.
Student Community Liaison Committee
Meeting
Meets on the third Thursday of every month 3:00 pm to 5:00 pm in the City Hall Hearing Room.
Mission Statement:
The mission of the Student Community Liaison Committee (SCLC) is to serve as a mechanism for
communication among Cal Poly State University, Cuesta College, City and County of San Luis
Obispo, and community organizations and to proactively engage in discussions and actions to
promote positive relations, mutual respect, and improved quality of life for all citizens of San
Luis Obispo.
Active Transportation Committee
Meeting
Generally, the committee meets on the third Thursday every other month (starting in January)
at 7 p.m. in the Council Hearing Room, City Hall, 990 Palm Street.
The BAC provides oversight and policy decisions on matters related to bicycle transportation in
the City of San Luis Obispo and its relationship to bicycling outside the City. The BAC consists of
seven members, who must be residents and registered voters of the City. Members are
appointed to four-year terms and are eligible for reappointment for an additional four-year
term
Administrative Review Board
13 | Page
Meeting
Meets only as needed.
The ARB serves as the final decision maker for the City on administrative appeal hearings
relating to administrative citations issued for certain contested San Luis Obispo Municipal Code
enforcement matters that require a more detailed administrative record. The ARB consists of
three members, who must be residents and registered voters of the City. Members are
appointed to serve two-year terms and may be reappointed for an additional two-year term
(maximum four years).
Architectural Review Commission
Meeting
Generally, the commission meets on the first and third Monday of each month at 5:00 pm in
the Council Hearing Room, City Hall, 990 Palm Street
The ARC establishes architectural guidelines and rules on the design of new construction and
major commercial remodeling projects. The ARC consist of seven members, who must be
residents and registered voters of the City. Members should have a proven interest in the City's
physical environment and the ability to make positive and fair aesthetic evaluations.
Construction Board of Appeals
Meeting
Meetings are scheduled on an as-needed basis.
The Construction Board of Appeals (CBA) hears and decides appeals of orders, decisions, and
determinations made by the building official relative to the applications and interpretations of
various technical codes. In addition, the members of the CBA may meet as the Appeals Board
for Disabled Access for the purpose of considering appeals to the standards in the California
Building Standards Code regarding accommodations for persons with physical disabilities. The
CBA consist of seven members, who must be residents and registered voters of the City. Five of
the members shall be qualified by experience or training on matters pertaining to building
construction and building service equipment, and who are not employees of the City. Two
members shall be physically disabled, as defined by the California Building Code.
14 | Page
Revenue Enhancement Oversight Commission
Meeting
Meets a minimum of four times per year. Meeting are held at a time and place to be
determined by the Commissioners.
The REOC reviews, reports, and makes recommendations directly to the City Council regarding
the revenue and expenditures of the City's voter-approved general purpose, half-percent sales
tax. The REOC consists of five members, who must be residents and registered voters of the
City. Preference will be given to applicants with experience with finance, budgeting, or
municipal accounting. Members are appointed to three-year terms and are eligible for re-
appointment for an additional three years.
Cultural Heritage Committee
Meeting
Meets the fourth Monday of each month at 5:30 pm in the Council Hearing Room, City Hall, 990
Palm Street.
The CHC oversees a broad range of educational and technical assistance programs aimed at
preserving historical and cultural resources. The program goal is preservation of historic and
architecturally-significant buildings and locations. The CHC consists of seven members,
who must be residents and registered voters of the City. When possible, membership includes a
person with knowledge of architecture, and when possible, a person knowledgeable in local
archaeology. The membership also includes a resident of each of the City's three Historical
Preservation Districts, when possible. Members are appointed to four-year terms and are
eligible for reappointment for an additional four years.
Housing Authority Board
Meeting
Meets the third Thursday of each month at noon in the Housing Authority office located at 487
Leff Street, San Luis Obispo.
The HA is directly responsible for policy, staff, and management of the authority's operating
budget, approves applications for federal and state housing programs, and assists the City in
addressing housing needs for low- and medium-income households. The HA consists of seven
members, and terms of office, qualifications for appointment and grounds for removal from
office are defined by state law. Appointments to the HA are not subject to residency
requirements. Five members are selected at-large and are appointed by the Mayor subject to
confirmation by the Council and serve a term of four years. The other two members are
15 | Page
appointed by the Mayor from the Housing Authority's tenant population and each serves a two-
year term. At least one of the tenant members must be 62 years of age or older.
Human Relations Committee
Meeting
Meets at least quarterly, the first Wednesday of the month at 5:00 pm in the Council Hearing
Room, City Hall, 990 Palm Street.
The HRC advises the City Council on matters concerning social problems affecting the residents
of the City, assists in tenant/landlord problems, and receives and recommends grants-in-aid to
assist groups which provide human services programs. The commission consists of seven
members, who must be residents and registered voters of the City. It is preferable that
applicants have experience or a demonstrated interest in community social issues. Members
are appointed to four-year terms and are eligible for reappointment for an additional four
years.
Investment Oversight Commission
Meeting
Meets quarterly and on an as-needed basis.
The IOC reviews investment policy and practice and portfolio performance. The IOC consists of
the City Manager, Assistant City Manager, Director of Finance & Information Technology/City
Treasurer, Finance Operations Manager, one Council Member, and one member of the public.
The City's independent auditor serves as an ex-officio member of the IOC.
Jack House Committee
Meeting
Meets the second Wednesday of each month at 5:30pm at the Parks and Recreation
Department office located at 1341 Nipomo Street, San Luis Obispo.
The JHC assists in the administration and restoration of the historic Jack House residence at 536
Marsh Street. The JHC makes recommendations for the basic rules and regulations that will
allow for the greatest possible public use and enjoyment of the house and grounds, while
protecting and preserving the history and integrity of the Jack House. The JHC consist of seven
members, with one member from the County Historical Society, Cal Poly School of Architecture
faculty, Cal Poly Department of Ornamental Horticulture faculty, and City Parks and Recreation
Commission (retired Cal Poly faculty qualify for these positions). The other three members are
selected at-large and must be residents and registered voters of the City. Members are
appointed to four-year terms but not subject to term limits.
16 | Page
Mass Transportation Committee
Meeting
Meets the second Wednesday of every other month at 2:30 pm in the Council Hearing Room,
City Hall, 990 Palm Street.
The MTC assists with the ongoing program of public transit in the City and Cal Poly. As
requested, the MTC provides recommendations and input to the Council regarding routes,
schedules, capital projects, fares, marketing, and additional services. The MTC has seven
members, consisting of one Cal Poly designated employee, one Cal Poly student representative
designated by Associated Students, Inc. (ASI), one senior citizen (62 years of age or older), one
person from the business community, one person with technical transportation planning
experience, one disabled person, one member at-large, and one student. When possible, two
alternate members selected from the general public will be appointed. The Cal Poly
representatives are exempt from the residency requirements. All other members must be
residents and registered voters of the City. Members are appointed to four-year terms and are
eligible for re-appointment for an additional four-year term.
Parks & Recreation Commission
Meeting
Meets the first Wednesday of every month at 5:30 pm in the City Council Chamber, City Hall,
990 Palm Street.
The PRC advises the City Council on park development and recreation programs and provides
general guidance to the Parks and Recreation Department. The PRC consists of seven members,
who must be residents and registered voters of the City. Members are appointed to four-year
terms and are eligible for re-appointment for an additional four-year term.
Personnel Board
Meeting
Meets on an as-needed basis.
The PB provides a forum for airing both sides of unresolved employee grievances and
disciplinary matters with its recommendations forwarded to the City Council. The PB consist of
five members, who must be residents and registered voters of the City. It is preferable that
members have some knowledge or background in personnel matters. Members are appointed
to four-year terms and are eligible for re-appointment for an additional four-year term.
17 | Page
Planning Commission
Meeting
Meets the second and fourth Wednesday of every month at 6:00 pm in the City Council
Chamber, City Hall, 990 Palm Street.
The PC regularly makes decisions regarding land use policies and specific development
applications. Some are recommendations to the Council and some are final, subject to appeal
to the Council. The PC also reviews and recommends long-range plans for the City's growth and
development. The PC consist of seven members who are not necessarily planning professionals.
Members must be residents and registered voters of the City. Members are appointed to four-
year terms and are eligible for re-appointment for an additional four-year term.
Promotional Coordination Committee
Meeting
Meets the second Wednesday of every month at 5:30 pm in the City Council Hearing Room, City
Hall, 990 Palm Street.
The PCC advises the Council in working to improve the quality of life for all City residents and
visitors. The committee recommends internal projects to help promote the City as a regional
trade, recreation, and tourist center consistent with community goals. The PCC works
collaboratively with the City’s Tourism Business Improvement District (TBID) to ensure a unique
San Luis Obispo experience for residents and visitors. Annually, the PCC advises Council on city
grants to support the promotion of local cultural groups and activities.
Tourism Business Improvement District Board
Meeting
Meets the second Wednesday of every month at 10:00 am in the City Council Hearing Room,
City Hall, 990 Palm Street.
The TBID allows the hotel industry to raise funds solely dedicated to tourism marketing and
promotions to attract visitors to San Luis Obispo. Currently the City TBID assessment is 2%. The
TBID is inclusive of all lodging properties in the City of San Luis Obispo including hotels, motels,
bed and breakfasts, hostels, inns and owner occupied homestays. The Board consists of seven
members from the San Luis Obispo lodging industry. One of those members serves as a
representative to the Promotional Coordinating Committee. Members are appointed to four
year terms and are eligible for re-appointment for an additional four years.
18 | Page
Tree Committee
Meeting
Meets the fourth Monday of every month at 5:00 pm at the City Corporation Yard located at 25
Prado Road, San Luis Obispo.
The TC makes recommendations to the Council and staff on tree policies and regulations. The
TC consists of seven members, including one representative of the City Parks and Recreation
Commission, one representative of the Architectural Review Commission, and five members
from the general public (one of whom shall be a horticultural expert). Members must be
residents and registered voters of the City.
Council Compensation Committee
Agenda Report Meeting Date: December 10, 2019
Item Number: 4
DATE: December 5, 2019
FROM: Monica Irons, Human Resources Director
Prepared By: Brittani Roltgen, Human Resources Analyst
SUBJECT: Revised Comparison Cities Data and City Council Retirement Scenario
RECOMMENDATION
Receive a presentation on the revised comparison cities analysis and possible retirement scenario for a
City Council Member.
DISCUSSION
Regarding the 2019 City Council and Advisory Body Compensation Survey, one additional field that
was asked for by the Committee this year is the Mayor and City Council Salaries broken out on an hourly
basis. For each agency, this number is calculated by taking the monthly salary and dividing it by the
average hours required on a monthly basis. This adds a normalizing factor to the data, as while two
agencies may provide the same monthly salary, the hourly rate may be strikingly different due to the
varying number of hours worked.
The Retirement Scenario displays the annual and monthly retirement benefit a Council Member or
Mayor would receive with 8 years of service, based on being elected with no prior service, at the current
salary rate. This scenario also outlines the current employer (City paid) and employee (Employee paid)
annual contributions at the current rates of pay. Since the employer contribution, employee contribution,
and retirement benefit are all based on a percentage of salary, any increase to the annual salary will
impact the contribution amounts as well as the benefit amount.
The Health Insurance Information displays how much a Council Member or Mayor will pay out of pocket
for medical insurance, if anything, along with the monthly insurance costs and Health Flex Allowance
(City Contribution) or each level of coverage. One important note is that if the city’s contribution for a
health plan exceeds the premium amount, the Council Member or Mayor does not receive the difference
in cash, and any excess cannot be used to pay for Dental or Vision Insurance. If a Council Member or
Mayor decides to opt out of Medical, Dental, and Vision Insurance, the individual receives a monthly
benefit in their paycheck that can be used to purchase Medical Insurance elsewhere. The individual must
opt out of Medical, Dental, and Vision insurance to receive this benefit. The final section shows the
historical percentage of elections for Council Members and the Mayor over the past several years. The
data displays that the majority opt in to Medical, Dental, and Vision insurance, and typically elect
employee-only coverage.
Attachment A - 2019 Council Comparison Analysis
Attachment 1
Comparison City Demographics and Meeting Information Compensation for Other
Commissions or Advisory Bodies
CITY
GENERAL/
CHARTER
LAW CITY
POPULATION
(Census 2018
Est)
MEDIAN
HOUSEHOLD
INCOME
(Census 2013-
18)
YEAR 2019
MEDIAN
HOME SALES
PRICE
(Zillow)
ANNUAL CITY
BUDGET (All City
Funds)
UNFUNDED PENSION
LIABILITY
MAYOR -
ELECTED
OR
ROTATED
EXPECTED
TIMES PER
MONTH
CITY
COUNCIL
MEETS
ACTUAL
TIMES PER
MONTH
CITY
COUNCIL
MEETS
HOURS PER
WEEK CITY
COUNCIL
WORKS
PAY FOR
PLANNING
COMMISSION
PAY FOR
ARCHITECTURAL
DESIGN
COMMITTEE
PAY FOR OTHER ADVISORY BODIES
Chico Charter 94,776 $45,337 $380,000 $131,108,549 $141,035,539 Elected 2 2 8-10 No No No
Davis General 69,289 $63,071 $632,800 $146,662,682 $135,929,989 Rotated 2 2 Varies (at
least 20)No No Historical Resources Management Commission (HRMC) -
No Pay
Monterey Charter 28,289 $73,942 $738,800 $162,215,800 $159,231,274 Elected 2 3 20 $25/mtg.,
$75/mo. max
$25/mtg.,
$75/mo. max $25/mtg., $75/mo. max
Napa Charter 79,263 $75,341 $698,100 $251,507,000 $185,728,266 Elected 2 2 10-15 $100/meeting No Housing Authority Board $100 per meeting
Paso Robles General 32,212 $61,053 $499,500 $125,572,305 $44,313,313 Elected At least 2 3 20 No No No
Santa Barbara Charter 91,350 $71,160 $1,005,600 $403,333,229 $355,737,298 Elected 4 3
10-15
outside of
Council
Meetings
$50/meeting
$50 Board
meeting
$25 Consent
Calendar
meeting
Historic Landmarks Commission - $50/ Comission mtg,
$25/ Consent Calendar mtg. Housing Authority
Commission - $50/mtg. Metropolitan Transit District
Board - $60/mtg not to exceed $180/month.
Mosquito and Vector Mgmt District - $100/mtg.
Single Family Design Board - $50/Board mtg,
$25/Consent Calendar mtg.
Santa Cruz Charter 64,725 $65,421 $866,300 $291,800,000 $177,738,916 Rotated 2 3 Varies No No No
Santa Maria Charter 107,408 $55,485 $411,900 $180,000,000 $139,997,018 Elected 2 2 5-10
$75/meeting,
$450/month
maximum
N/A Parks and Rec Commission $75/meeting, $75 per month
maximum
Ventura Charter 111,128 $72,859 $561,000 $301,500,000 $234,917,694 Rotated 3 4 Varies No No No
AVERAGE N/A 75,382 $64,852 $643,778 $221,522,174 $174,958,812 N/A 2 3 20 $88 $38 $58
MEDIAN N/A 79,263 $65,421 $632,800 $180,000,000 $159,231,274 N/A 2 3 20 $88 $38 $50
2017 MEDIAN N/A 80,416 $62,471 $650,050 $185,700,000 140,174,244 N/A 2 3 20 $88 $38 $50
San Luis Obispo Charter 47,446 $47,777 $663,100 $199,828,000 $165,502,151 Elected 2 3 20-30hrs $70/mtg.
$280/mo. max
$70/mtg.
$280/mo. max No
PAGE 1
City Council and Advisory Body Compensation Survey 2019
Attachment 2
CITY
GENERAL/
CHARTER
LAW CITY
Type of Government
MAYOR
SALARY/
MONTH
MAYOR
SALARY/
HOUR
CITY
COUNCIL
SALARY/
MONTH
CITY
COUNCIL
SALARY/
HOUR
CAFETERIA
CONTRIBUTION/ MONTH
CAFETERIA PLAN
OPT OUT RETIREMENT FORMULA LIFE INSURANCE AMOUNT REIMBURSED
FOR CITY BUSINESS / YEAR
MILEAGE
ALLOWANCE
(Current IRS =
$0.535 per mile)
OTHER ALLOWANCES
DATE CITY COUNCIL
COMPENSATION
UPDATED
Chico Charter Council - Mayor - City
Manager $777 $19 $663 $17 Up to $1,395 $0 3% at 60
2% at 62
1x the employee's
annual salary up to
$300,000, rounded
to the next higher
$1,000
$2,900 Mayor
$2,500 Council
City Manager
Approval
Cell phone $75 per
month 2015
Davis General Council - Mayor - City
Manager $1,366 $17 $1,366 $17 Up to $1,744.26
If opt out, City will
pay $500 towards a
Deferred Comp Plan
of choice
2.5% at 55
2% at 62 $100,000 $4,000 $0.535 per mile Cell phone $65 per
month 2019
Monterey Charter Council - Mayor - City
Manager $676 $8 $430 $5
$925.00 Employee Only
$1,636.00 2 person
$1,920.00 family Up to $650 Cash Out 1st Tier: 2.7% at 55
2nd Tier: 2.0 at 62 $50,000 Reasonable Expenses $0.535 per mile
Reimbursement of
business use of personal
cell phones
2016
Napa Charter Council - Mayor - City
Manager $2,870 $48 $1,435 $24
$727.85 Employee Only
$1,439.86 2 person
$1,932.43 Family
$500 with proof of
coverage
1st Tier: 2.7% at 55
PEPRA: 2.0% at 60 $100,000 $6,600 Mayor
$5,400 Council $475/month N/A 2018
Paso
Robles General Council - Mayor - City
Manager $800 $10 $600 $8 $1,085 $300 Cash Out
1st Tier: 2.5% at 55
2nd Tier: 2% at 60
PEPRA: 2% at 62
$40,000 N/A $0.535 per mile N/A 2019
Santa
Barbara Charter Council - Mayor -
Administrator $4,626 $58 $3,700 $46 Up to $1,731.62 $362.38 Tier 12.7% at 55
PEPRA 2% at 62
$50,000 N/A $538/month N/A 2018
Santa
Cruz Charter Council - Mayor - City
Manager $3,420 $43 $1,710 $21
$692 Employee Only
$1,800 Employee & Family $200 Cash Out
Tier 1: 2.0% at 55
Tier 2: 2.0% at 60
Tier 3: 2.0% at 62
$25,000 $1,300-$1,500 $107/month N/A 2017
Santa
Maria Charter Council - Mayor - City
Manager $1,563 $39 $1,313 $33
Medical:
$464 Employee Only
$753 2 person
$928 Family
$518 Cash Out
Tier 1: 2.7% at 55
Tier 2: 2.0% at 55
PEPRA: 2.0% at 62
$50,000 $3,000 Mayor Mayor $476
Council $280 N/A 2017
Ventura Charter Council - Mayor - City
Manager $700 $12 $600 $10 may participate at own
expense $0
Tier 1: 2.0% at 55
PEPRA: 2.0% at 60
1 x annual salary
rounded up to next
$1,000
Reasonable Expenses
(incl conference/meetings,
lodging, meals, etc)
Mayor $300
Council $200
Smart phone, laptop, and
printer upon request
Internet $15/day
2017
AVERAGE N/A Council - Mayor - City
Manager $1,866 $28 $1,313 $20 $1,261 Family $404 (if given)N/A $60,800 $3,250 Mayor
$3,000 Council
$379 Mayor
$320 Council Cell Phone 2017
MEDIAN N/A Coucil - Mayor -
City Manager $1,366 $19 $1,313 $17 $1,577 Family $362 (if given)1st Tier: 2.7% at 55 $50,000 $2,950 Mayor
$2,500 Council
$476 Mayor
$280 Council Cell Phone 2017
2017
MEDIAN N/A Coucil - Mayor -
City Manager $1,170 N/A $1,050 N/A $1,577 Family $362 (if given) 1st Tier: 2.7% at 55 $50,000 $2,950 Mayor
$2,500 Council
$476 Mayor
$280 Council Cell Phone 2016
San Luis
Obispo Charter Council - Mayor - City
Manager $1,724 $17 $1,224 $12
$570 Employee Only
$1,128 2 person
$1,526 Family $200
Tier 1: 2.7% at 55
Tier 2: 2.0% at 60
Tier 3/PEPRA/Council:
2.0% at 62
$104,000 $3,200 Mayor
$2,700 Council
Mayor $150
Council $100
$50/month home
internet and data plan
City cell phone provided
2018
PAGE 2
City Council and Advisory Body Compensation Survey 2019
Mayor and City Council Compensation and Benefits
12‐10‐2019 Staff Presentation
1
Comparison Cities and Benefits
December 10, 2019
Recommendation
Receive a presentation on the revised comparison
cities analysis and possible retirement scenario for a
City Council Member
Provide direction on additional information the
Committee would like staff to provide
12-10-2019 Staff
Presentation
1
2
12‐10‐2019 Staff Presentation
2
Comparison City Demographics
Median
Population has shrunk slightly
Median Household Income has increased
Median Home Sales price has decreased
Annual City Budget has decreased slightly
Unfunded Liability has increased
12-10-2019 Staff
Presentation
Council Compensation Survey
Median Mayor and Council increased slightly
Hourly Rate = Monthly Rate/Monthly Hours
12-10-2019 Staff
Presentation
3
4
12‐10‐2019 Staff Presentation
3
Retirement Scenario
Service Credit x Benefit Factor x Final Compensation =
Unmodified Allowance
Years of Service x Retirement Formula x Annual Salary =
Annual Retirement
12-10-2019 Staff
Presentation
Health Insurance
$0 out of pocket cost for the lowest cost PPO
Typically they are opting into Employee-Only
Coverage
12-10-2019 Staff
Presentation
5
6
12‐10‐2019 Staff Presentation
4
Recommendation
Receive a presentation on the revised
comparison cities analysis and possible retirement
scenario for a City Council Member
Provide direction on additional information the
Committee would like staff to provide.
12-10-2019 Staff
Presentation
7
12‐10‐2019 Staff Presentation
1
Council Workload
December 10, 2019
Recommendation
Receive a presentation on the current workload of
City Council
Provide direction on additional information the
Committee would like staff to provide
1
2
12‐10‐2019 Staff Presentation
2
Mayor and Council Member Duties
per Charter
Mayor
Presides at all meetings of the City Council
Performs other duties consistent with the office as may be
imposed by the Council or by vote of the people.
Entitled to, and must vote when present, but no veto
power.
Communicate the will of the Council majority to the City
Manager regarding policy.
Recognized as the official head of the City for all
ceremonial purposes.
Mayor and Council Member Duties
per Charter
Vice Mayor
Elected by the Council
During the temporary absence or disability of the Mayor,
the Vice Mayor shall act as Mayor Pro Tempore.
In case of vacancy in the office of Mayor, the Vice Mayor
shall act as Mayor until such vacancy can be filled as
provided in this Charter.
3
4
12‐10‐2019 Staff Presentation
3
Mayor and Council Member Duties
per Charter
Council Members
Has the power to do and perform all acts and things
appropriate to a municipal corporation and for the general
welfare of its inhabitants.
Authority to pass municipal ordinances/resolutions
Approve annual budgets, make appropriations, and set
local tax rates
Approve major projects and infrastructure improvements
Establish City Goals
Appoint the City Manager and City Attorney
Number and Length of Council
Meeting in 2019
City Council held 29 meetings in 2019
The length of those meetings ranged from one hour to
seven hours with the average being three hours and
thirty-five minutes.
The number of items on the agenda ranged from one
to eighteen items.
Staff currently tries to keep the number of items per
meeting at 15 and the length of the meeting at four
hours.
5
6
12‐10‐2019 Staff Presentation
4
Council Subcommittee Assignments
Council Members make selections of which Bodies they would like to be
on, and the Mayor and Vice Mayor make appointment recommendation
for full Council approval .
Committee Type Number Council Participants
Advisory Body Liaison 17 Bodies 2 Members per Board
County/Regional Committees 17 Bodies Primary and Alternate
per Board
Special Purpose Ad Hoc 9 Bodies Primary and Alternate
per Board
2 Ad Hoc Committees(2019)
Funding the Future (bi-monthly)
Legislative Platform (3 meetings)
2 Bodies 2 Members each
Recommendation
Receive a presentation on the current workload of
City Council
Provide direction on additional information the
Committee would like staff to provide.
7
8