HomeMy WebLinkAboutItem 11 - Budget Supplement (Advance Item)G1� Y OM Council Agenda Repor!
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ors o
Department Name: Finance
Cost Center:
2002
For Agenda of:
June 2, 2020
Placement:
Business
Estimated Time:
60 minutes
FROM: Brigitte Elke, Finance Director
Prepared By: Natalie Harnett, Interim Principal Budget Analyst
SUBJECT: 2019-21 FINANCIAL PLAN SUPPLEMENT AND 2020-21 BUDGET
RECOMMENDATION
1. Adopt a resolution (Attachment A) establishing the City's appropriation limit for 2020-21 in
compliance with Article XIII B of the State Constitutions, Gann Spending Limitation.
2. Review and approve the 2019-21 Financial Plan Supplement and 2020-21 Budget (Attachment B) and
approve a resolution (Attachment C) to:
a. Appropriate the budget for fiscal year 2020-21
b. Authorize the Utilities Director to defer approved water and sewer rate increases for 2020-21 to
be reconsidered in October 2020.
c. Approve suspending Class 1 and Class 2 industrial user permit fees in 2020-21
d. Approve increases to the City's fee schedule for 2020-2 1 (Attachment D)
e. Authorize the City Manager to adopt and implement a limited duration Voluntary Retirement
Incentive Program (VRIP) (Attachment E) through December 2, 2020 subject to meet and confer
requirements.
3. Adopt resolution (Attachment F) to defer future parking rate increases and introduce an ordinance
(Attachment G) deferring said increases.
DISCUSSION
Background
Per the City Charter, Article XIII, Section 802, the City Council must appropriate a budget for the
upcoming fiscal year by July I". The City's budget policy allows for a two-year budget to be
adopted. However, the appropriation of funding is only given for one fiscal year, necessitating an
annual budget hearing for subsequent appropriation.
The City Council adopted the 2019-21 Financial Plan on June 4, 2019 and appropriated the 2019-
20 budget. Since the Council adopts both years of the Financial Plan, the second year is usually
just an adjustment to adopted budgetary levels when more information about the second year is
available. Major City Goals work programs are also updated, and the Capital Improvement plan
revised as needed to address emerging priorities.
At its adoption, the 2019-21 Financial plan continued the Fiscal Health Response Plan and
contained a budget that allowed for an aggressive approach to pay down CalPERS unfunded
liability payments over a 20-year schedule. The work program was ambitious, but the early part of
the year looked positive and many components of the work program were being achieved.
Page 1
COVID-19
When the City Council reviewed the mid -year report for FY 2019-20 on February 17, 2020,
nothing indicated that the 2020-21 budget supplement would be an exceptional year and require a
departure from the usual process. However, since then, the world has been faced with a health
crisis brought on by COVID-19 that lead to a "shelter at home" order and physical distancing
mandates that have shut down most economic activity, city-, county-, state-, nation-, and world-
wide.
Faced with the rapid spread of COVID-19, the County of San Luis Obispo enacted its "shelter -at-
home" directive on March 19, 2020 and the City Council announced a health emergency and
"shelter -at-home" mandate on March 18, 2020. From that date through most of May 2020, all but
essential businesses remained closed. Some restaurants were open for take -away business only and
hotels saw occupancy drop to the low teens. The City's parking program closed one of its structures
and the Transit program stopped charging fares for its now limited bus schedule. Parks &
Recreation programs were closed, events postponed and facilities such as the golf course, the SLO
Swim Center, the Jack House and all City playgrounds were closed to comply with the physical
distancing orders.
It became rapidly apparent that the City will face steep revenue declines in the third and fourth
quarter of the fiscal year once the directives and measures went into effect. Current assumptions
carry revenue declines into FY2020-21 as governments begin to figure out the reopening of the
economy while still being prepared for the continued or resurfacing pandemic. Though the efforts
undertaken were successful in flattening the curve, the State is still preparing for a subsequent raise
in infection rates and the need for advanced treatments once a phased reopening begins.
Updated Forecast
As soon as the City announced the "shelter -at-home" directive, it also enacted its Fiscal Health
Contingency Plan that immediately placed a hiring, purchasing, and travel chill on all City
operations. This plan allows the City to control expenditures and limit them to essential services
only. This plan has assisted the City through many previous fiscal emergencies.
The City's Finance Department immediately began to draft fiscal scenarios for the General Fund
based on the best available information including consultant input and an analysis of revenue
variances from 1998 to present. The scenario model was designed to quickly address changes in
the underlying assumptions based on new information and intelligence gained as the emergency
progressed and further developed. The initial picture showed a revenue shortfall in the General
Fund within three months at a level it took 16 months to develop during the Great Recession.
Based on the intelligence gained through the models, staff began preparing the organization for
needed adjustments to the adopted 2020-21 budget.
Page 2
Revenue Gap Anticipated for the General Fund
S37.0a0
$a2,=
c $W'Wo
w
a
•
$0,030 FM
$fi2Aa0
$.6 m
2018 2019 2020 2021 2022 2023 2024 2025
(Actual) (Actual)
Expenditures — — — Original Revenue Projection 00AD1911evised Projection
Budget Supplement Preparation
Based on the scenario analysis, the intelligence gained since the beginning of the pandemic, and
the assessment of the fiscal impact, all City departments were informed that the FY 2020-21 budget
needed to be reduced to FY2019-20 levels. Trade-offs needed to be surfaced and highlighted in
order to maintain essential services to the community. This path was taken to limit the workload
necessary to determine the budget reductions while the organization was also responding to the
Level 2 emergency and developing measures for a community reopening that needed to
concentrate on recovery and resiliency. The City recognizes and is committed to meeting and
conferring in good faith with represented employee groups regarding any identified impact from
modifications to the budget supplement, should any proposed changes be mandatory subjects of
bargaining.
All departments in the General Fund were able to achieve the necessary budget levels amounting
to a total operating reduction of $4.7 million:
Operating Expenditures
General Fund
18-19 Actual
70,263,138
19-20 Budget
Original
67,603,837
FY 20-21
Budget Revised
70,149,478
FY 20-21
Budget
66,464,959
Variance
(3,684,519)
Administration
6,594,090
7,880,765
7,928,622
7,697,781
(230,841)
City Attorney
832,944
827,237
855,123
778,167
(76,956)
Finance
2,843,697
3,071,004
3,273,333
2,998,897
(274,435)
Fire
13,769,806
13,051,071
13,471,411
12,615,778
(855,632)
Human Resources
5,350,851
1,394,945
1,404,100
1,350,586
(53,514)
Police
17,864,377
18,012,060
18,760,949
17,802,862
(958,087)
Community Services Group
Community Services Adm
-
-
225,000
404,998
179,998
Parks and Recreation
4,119,364
4,434,161
4,478,221
4,274,301
(203,920)
Community Development
5,998,133
5,453,535
5,842,415
5,185,811
(656,604)
Public Works
12,889,877
13,305,518
13,724,616
13,196,459
(528,157)
Solid Waste (Utilities)
-
173,541
185,689
159,318
(26,370)
Insurance Fund
4,410,000
4,876,340
3,818,617
(1,057,723)
Human Resources
4,410,000
4,876,340
3,818,617
(1,057,723)
Page 3
Capital Improvement Plan (CIP)
CIP Engineering is the Public Work's division in charge of maintaining and improving the City's
capital infrastructure. Like the operating programs, the capital plan was reviewed for efficiencies
and opportunities to defer projects to address the fiscal reality facing the City. Section F of the
Budget Supplement outlines the recommendations for projects in 2020-21.
Due to the economic impacts of COVID-19, all of the City's existing projects and planned 2020-
21 Fiscal Year Capital Improvement Projects were reevaluated through the lens of economic
recovery and maintaining essential services to the community. This strategy is discussed in detail
in Section F and is intended to maximize the positive impacts of funds expended while providing
future flexibility.
ID #
1
Fund
Capital Outlay
LRM
Number ofl
52
102
Planned
Budget
$8,707,762
$17,101,672
Revised
Number of
Projects
42
86
Budget
$7,416,143
$15,256,379
,.
85%
89%
2
3
Park
17
$5,856,602
12
$5,000,102
85%
4
Transit
6
$565,121
7
$1,095,549
19451.
5
Water
39
$32,349,508
38
$33,011,950
102%
6
Sewer
34
$133,712,483
38
$134,698,483
101%
7
SBI
2
$1,325,000
3
$795,548
60%
8
Transportation Impact Fee
20
$9,801,808
17
$10,617,690
108%
TOTAL:
272
$209,419,956
243
$207,881,844
99%
Enterprise Funds
The challenges with the current health pandemic can be seen in the effects on the City's entire
operation. For the first time, all major funds were immediately influenced by the "shelter -at-home"
directives and related revenue losses. The Water, Sewer, and Parking Funds therefore took equal
measures to address the revenue shortfall and evaluated opportunities to assist the community with
the long road ahead to economic recovery. Details regarding each fund can be found in Section E2
in the attached Budget Supplement document.
V 19-21Financial Plan MM=�
Parking Fund 2,883 3,163 3,313 3,021 (292) -9%
Sewer Fund * 9,398 9,872 10,084 10,166 82 1%
Transit Fund 3,562 4,099 4,164 3,670 (494) -12%
Water Fund * 16,933 20,482 18,469 19,457 988 5%
i
* Increase in budget due to source of supply costs
Page 4
All three funds will play a role in the reopening of the community and economic recovery by
delaying approved service fee and rate increases, waiving Sewer Fund fee recovery for Industrial
User permits for Class 1 and 2 businesses (restaurants, auto shops, etc.) and encouraging visits to
Downtown by offering free parking options.
Furthermore, Parking Services will largely be involved in helping incentivize customers and the
employee base to return to the downtown. Parking Services is planning to offer waived parking
fees at meters, lots, and structures for a minimum period of three months. Discounted and
additional waived parking fee options such as 100% parking validations for daily customers in the
parking structures; and reduced rate for quarterly meter permits and PROX cards will be offered
beyond the initial three-month waiver and are planned to support revitalization efforts. Parking
Services has estimated that these initial offerings could continue for a much longer period,
somewhere in line of six months to one year depending on the future needs of the community.
Reestablishment of parking rates will be based on overall demand on the public parking inventory.
Staff recommend adopting the attached resolution (Attachment F) deferring previously adopted
fee and rate increases to support of community recovery and downtown revitalization and
introduce an ordinance (Attachment G) updating the City's Municipal Code, Section 10.52.010
(Parking Meter Zone Rates).
The Transit Fund, equally affected by the crisis due to reduced transit frequency and free bus fares,
will receive federal CARES act funding that will subsidize operations as well as capital
investments throughout the next fiscal year. Though reductions were made to the budget, the fund
will be able to weather the crisis due to the federal funding assistance.
Strategic Planning and Changes to Major City Goals
The City's top priority in 2020-21 is recommended to be the safe and thoughtful reopening and
retention of local businesses, restarting the local and regional economy, and planning for future
resiliency in alignment with state and local health orders. The Economic Stability, Recovery, and
Resiliency Meta Goal is supported by a framework of strategies for all City Departments and staff
to address the economic, and social impacts of Covid-19.
Supportive of economic recovery and resiliency will be continued work on affordable and
workforce housing, implementation of the City's Climate Action Plan, sustainable transportation,
and fiscal sustainability and responsibility.
The detailed information regarding recommended strategies and tactics are outlined in the Budget
Supplement Section D.
Voluntary Retirement Incentive Program
The City's Fiscal Health Contingency Plan addresses methods for reducing staffing costs in a
manner aimed at avoiding employee layoffs during difficult financial times. In accordance with
this plan, the City has already implemented a hiring chill, furloughed supplemental employees,
and is recommending adjustments to the Budget Supplement. Staff is requesting authorization to
offer a Voluntary Retirement Incentive Program (VRIP) (Attachment E) for a limited duration
(July 1, 2020 through December 2, 2020). The VRIP intends to:
Page 5
1. Achieve cost savings through reduced salary and benefit costs in response to ongoing fiscal
challenges.
2. Restructure positions to focus on changing priorities, needs, and/or strategic objectives.
3. Increase organizational efficiency through thoughtful reorganization.
The program provides a lump -sum, taxable incentive for employees who retire during specified
"windows" with the first being July 1 through August 31 and the second being September 1
through December 2, 2020. Staff estimates approximately 50 employees are eligible to participate
in the retirement incentive program. Based on a similar program offered during the economic
downturn in 2009, staff anticipates approximately 30 employees may partake in the incentive
program. Conservative estimates regarding the length of a vacancy following retirement and level
at which a position may be filled indicate the program should save approximately $50,000 in the
first year and result in approximately $295,000 in ongoing savings. The City has a duty to meet
and confer in good faith with represented labor groups regarding potential impacts of such a
program and as such, requests authorization of the City Manager to adopt and modify the program
as necessary to complete the meet and confer process within the overall objectives outlined above
including the fiscal objective of estimated savings.
Long-term Forecast
The evaluation of the long-term forecast concentrated on the changes to the 2020-21 budget in
order to balance revenue and expenditures for the upcoming fiscal year. The outer years have been
adjusted based on the budgeted amounts in 2020-21, applying an annual inflator. However, the
capital improvement plan budget has not been refined for the years beyond 2020-21. As staff
prepares for a return in October and gains more information as to the recovery from the pandemic,
the longer -term outlook will be further refined and adjusted. This update will also include
preliminary year-end results for the current fiscal year that is equally affected by COVID-19.
Those results will further dictate required measures for 2020-21 and beyond.
2020-21 Appropriation Limit
Under Article XIII B of the California Constitution, the City is required to calculate and adopt an
appropriation limit to guide the budget appropriations. The recommended budget for fiscal year
2020-21 remains within those limits.
Appropriations Limit: 2019-20 $73,981,290
Increase in Non -Residential Assessed Valuation Due to New Construction 1.92%
Population Factor: County Population Growth -0.04%
Compound Percentage Factor (multiplicative not additive) 1.88%
Appropriations Limit: 2020-21 $75,373,871
2020-21 Budget Document — Attachment B
At the time of the public hearing for the 2020-21 budget, staff presented a balanced budget for the
General Fund. Three of the City's Enterprise Funds will need to deploy unreserved working capital
to make up revenue shortfalls and efforts to assist the community with economic recovery.
However, much is still unknown including the timing of the phased reopening the Governor has
set forth. It also remains uncertain whether Cal Poly will offer classes on campus for the fall quarter
or operate remote classrooms through January 2021. The City will continue operating under its
Fiscal Health Contingency Plan and return to Council in October for a further review of the
assumptions that lead to the proposed budgetary allocations in June 2020.
Page 6
Table of Content
Section A: City Manager Message:
This is an executive summary of the document, as well as general discussions of each of the key
document sections
Section B: 2019-20 In Review:
This section includes a brief review of the City's financial condition in Fiscal Year 2019-20 as
well an outlook on the remainder of the year.
Section C: Setting the Stage: This section provides the assumptions and strategies about how the
City changed the 2020-21 Budget around COVID 19 and reviews the City's Fiscal Health Response
Plan.
Section D: Strategic Planning - Major City Goal Update: This section morphs the City's
adopted strategies for 2019-21 into a unified Meta City Goal that provides the structure and focus
for the City's continued response to and recovery from the COVID-19 public health, economic,
and social impacts. It also provides an update to the objectives and recommended uses for the
Local Revenue Measure.
Sections E: Changes in Financial Position: This section contains the consolidated financials for
all major funds including special assessments. It also presents the proposed changes to both
Governmental, Enterprise, and Special Revenue funds. The Enterprise fund sections will also
present unique strategies for handling COVID-19 fiscal impacts. A performance measures update
is also included for each of the City's operating departments.
Section F: Capital Improvement Plan: This section was put together in collaboration with the
City's CIP team to evaluate and prioritize upcoming projects.
Section G: Debt Schedules: This section presents the City's scheduled debt payments for 2020-
21.
2020-21 Fee Schedule
The City's fee schedule is updated every five years with a fee assessment study to make sure fees
are charged at the appropriate recovery levels as set forth by the City's financial policies. In the
interim years, fees are updated by the Consumer Price Index for the Los Angeles -Riverside area —
April to April. For 2020-21, fees will be adjusted by 0.7%.
When the last cost of services assessment was completed in 2016, it did not consider the cost to
the City of credit card charges. Those charges have risen to almost $200,000 for the General Fund.
In order to correct this, the 2020-21 Fee Schedule (Attachment D) includes those fees that were
carefully evaluated and analyzed to only recovery the cost the City is charged for credit card
transaction.
Page 7
Next Steps
When this report was published, many questions remained unanswered and the impact of the
"shelter at home" order were still in effect. The recovery through a phased reopening only just
began to take form with more questions than certainties as to the recovery. The City, as an
organization, will concentrate on the reopening of its own facility and partner with the community
as all face the challenges ahead.
Provided this uncertainty, staff plans on returning to Council with an update to the FY 2020-21
budget in October. This will achieve two things:
1. It will provide a better -informed picture of the City's current revenue assumptions and
financial outlook based on actual unaudited revenues and expenditures for the current fiscal
year.
2. It will inform the beginning stages of the 2021-23 Financial Plan preparation.
Policy Context
The City's Charter requires the City Council to appropriate an annual budget by no later than July
15t when the City's fiscal year begins.
Additionally, the City has extensive policies that guide its budget process that are included in the
two-year financial plan and were last updated and adopted on June 4, 2019.
Public Engagement
The item will be presented at the City Council's public meeting on June 2, 2020. The public has
the opportunity to comment in writing prior to the meeting or submit public comment prior or
during the meeting. Due to the amount of information a budget requires, this report will be
published ahead of the usual deadline to provide additional time for review.
CONCURRENCE
All City departments were an integral part with the development of the 2020-21 Financial Plan
Supplement.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this report,
because the action does not constitute a "Project" under CEQA Guidelines Sec. 15378.
FISCAL IMPACT
Fiscal Analysis:
The 2020-21 Financial Plan Supplement and Budget appropriates the budget required for the City
organization to deliver its work programs and services. It is balanced between revenues and
expenditure and retains its reserve levels as set by policy. The following budget levels are being
appropriated:
General Fund 74,006 75,697 75,412 69,566 (5,846) -8%
Business Activities -
Water Fund *
22,735
37,998
32,069
34,215
2,146
7%
Sewer Fund *
18,372
77,098
57,243
57,983
740
1%
Parking Fund *
6,057
5,572
34,002
4,758
(29,244)
-86%
Transit Fund
3,562
4,099
4,164
3,670
(494)
-12%
Special Revenue
Tourism Assesssment
1,577
1,565
1,585
1,251
(334)
-21%
Downtown Association
• _
205
260
260
253
(7)
(330391
-3%
- I q011
*Includes Debt Service in FY19-20 and FY20-21. The Parking Fund deferred debt financing as part of the revised FY21 budget.
ALTERNATIVES
The Council can decide to further refine the budget and its appropriations. The item would have
to be continued to June 18, 2020 as the Council is required to adopt a budget by July 1, 2020.
ATTACHMENTS
A.
Appropriation Limit
B.
Budget Supplement
C.
Budget Resolution
D.
Fee Schedule
E.
Retirement Program
F.
Parking Resolution
G.
Parking Ordinance
Page 9
ATTACHMENT A
RESOLUTION NO. (2020 SERIES)
A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS OBISPO,
CALIFORNIA, ADOPTING THE APPROPRIATION LIMITS FOR FISCAL
YEAR 2020-21 AND REVISING THE APPROPRIATION LIMITS FOR
FISCAL YEARS 2017-18, 2018-19, 2019-20
WHEREAS, the voters approved the Gann Spending -Limitation Initiative on November 6,
1979 and Proposition 111 on June 5, 1990, which establish and define annual appropriation limits on
state and local government agencies; and
WHEREAS, regulations require that the governing body of each local agency establish its
appropriations limit and annual adjustment factors by resolution; and
WHEREAS, the required calculations to determine the City's appropriations limit, and
estimated appropriations subject to limitation for fiscal year 2020-21, have been performed by the
Department of Finance and are available for public review; and
WHEREAS, in performing the required calculations for the appropriation limit, incorrect
percentages for Non-residential Assessed Valuation Due to New Construction were applied in fiscal
years 2017-18, 2018-19, 2019-20; and
WHEREAS, the Finance Department re -calculated the City's appropriations limit for the
prior years and the City appropriated proceeds of taxes for each year well below the appropriation
limit; and
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo
as follows:
SECTION 1. The City's appropriation limit and annual adjustment factors for fiscal year
2017-18 are revised as follows:
Appropriations Limit: 2016-17 (revised) $66,451,524
Increase in Non -Residential Assessed Valuation Due to New Construction 1.20%
Population Factor: County Population Growth 0.92%
Compound Percentage Factor (multiplicative not additive) 1.021 %
Appropriations Limit: 2017-18 (revised) $67,867,633
SECTION 2. The City's appropriation limit and annual adjustment factors for fiscal year
2018-19 are revised as follows:
Appropriations Limit: 2017-18 (revised) $67,867,633
Increase in Non -Residential Assessed Valuation Due to New Construction 1.88%
Population Factor: County Population Growth 0.35%
Compound Percentage Factor (multiplicative not additive 1.022%
Appropriations Limit: 2018-19 (revised) $69,383,546
Page 10
SECTION 3. The City's appropriation limit and annual adjustment factors for fiscal year
2019-20 are revised as follows:
Appropriations Limit: 2018-19 (revised) $69,383,546
Increase in Non -Residential Assessed Valuation Due to New Construction 6.37%
Population Factor: County Population Growth 0.24%
Compound Percentage Factor (multiplicative not additive 1.066%
Appropriations Limit: 2019-20 (revised) $73,981,290
SECTION 4. The City's appropriation limit and annual adjustment factors for fiscal year
2020-21 are adopted as follows:
Appropriations Limit: 2019-20 $73,981,290
Increase in Non -Residential Assessed Valuation Due to New Construction 1.92%
Population Factor: County Population Growth -0.04%
Compound Percentage Factor (multiplicative not additive) 1.88%
Appropriations Limit: 2020-21 $75,373,871
Upon motion of , seconded by
and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this 2nd day of June 2020.
Mayor Heidi Harmon
ATTEST:
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
Page 11
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, this 2nd day of June 2020.
Teresa Purrington
City Clerk
Page 12
Y o
I-S
r
Photo credit: Brittney App
Attachment B
2019-21 Financial Plan
ADOPTED SUPPLEMENTAL BUDGET 2020-21
June 2020
HEIDI HARMON, MAYOR
AARON GOMEZ, VICE MAYOR
CARLYN CHRISTIANSON, COUNCIL MEMBER
ANDY PEASE, COUNCIL MEMBER
ERICA A. STEWART, COUNCIL MEMBER
DEREK JOHNSON, CITY MANAGER
CITY OF SH11 LiLIS OBISPO
Page 14
Attachment B
Preface
The City of San Luis Obispo follows a nationally recognized two-
year Financial Plan process. The Financial Plan links goals and
objectives with resources needed to accomplish them. 2020-21
marks the second year of the City's 2019-21 Financial Plan. This
Supplemental Budget focuses on changes in financial position
and an updated fiscal forecast. Council approval is required for
each year of the budget cycle in order to appropriate the
funding. For complete budget information and details on Budget
Process, Major City Goals, Department Objectives, the Capital
Improvement Plan, and City policies, please review the full 2019-
21 Financial Plan located here.
Supplemental Budget Overview
Section A: City Manager Message
CITY Of SAN LUIS 0
2019-21
Fin
Section B:2019-20In Review This section includes a brief review of the City's financial condition in Fiscal
Year 2019-20 as well an outlook on the remainder of the year.
Section C: Setting the Stage: Th is section provides the assumptions and strategies regarding the City's
changes to the 2020-21 Budget due to COVID19 and reviews the City's Fiscal Health Response Plan.
Section D: Strategic Planning: This section morphs the City's adopted strategies for 2019-21 into a
unified Meta City Goal that provides the structure and focus for the City's continued response to and
recovery from the COVID-19 public health, economic, and social impacts. It also provides an update to
the objectives and recommended uses for the Local Revenue Measure.
Sections E: Consolidated Financials & Changes in Financial Position: This section contains the
consolidated financials for all major funds including special assessments. It also presents the proposed
changes to both Governmental, Enterprise, and Special Revenue funds. The Enterprise fund sections
will also present unique strategies for handling COVID-19 fiscal impacts. A performance measures
update is also included for each of the City's operating departments.
Section F: Capital Improvement Plan: This section was put together in collaboration with the City's CIP
team to evaluate and prioritize upcoming projects.
Section G: Debt Schedules
Appendix: Gann Limit, Resolutions
Page 15
Attachment B
Table of Contents
City Manager Message
5
Changes in Financial Position
Water and Sewer Funds
MIN-M
Fund Overview
69
2019-20 in Review
Changes in Financial Position
73
COVID19 Implications
10
Next Steps
75
Revenue
11
Background data
76
Expenditures
12
Recommended Operating Budget
78
Achievements
13
Changes
Parking Fund
Fund Overview
89
Setting the Stage
Changes in Financial Position
92
Fiscal Health Response Plan
14
Next Steps
96
COVID19 Assumptions
15
Recommended Operating Budget
98
2020-21 Budget Strategy
16
Changes
Transit Fund
ON.
Fund Overview
100
Strategic Planning — Major City Goals
Changes in Financial Position
105
Guiding Principles
17
Next Steps
106
2020-21 Revised Meta Goal
19
Recommended Operating Budget
107
Economic Recovery Strategies
19
Changes
2019-21 Major City Goals
32
Department Performance and
Strategic Planning — Local Revenue
46
Workload Measures
109
Measure
SectionCapital
Improvement Plan
PositionChanges in Financial
CIP Overview
120
Consolidated Financials
48
Completed 19-20 Projects
122
Long -Term Forecasts
SO
Upcoming Projects
123
General Fund
Project Prioritization
124
Operating Expenditures
55
General Funds
126
Summary
Local Revenue Measure
130
Revenue Projections Summary
56
Parking Fund
137
Operating Department
57
Transit Fund
140
Reductions
Water Fund
143
Detailed Financials
Sewer Fund
147
Expenditures by Type
62
S131 Fund
151
Expenditures by Cost Center
63
Transportation Impact Fee Funds
152
Revenues
65
Special Revenue Funds
67
0xv,
Debt Schedule
156
Attachments
Gann Appropriation Limit
158
Page 16
Attachment B
Section A: City Manager Budget Message
It is with mixed emotions that I am presenting the 2020-21 Budget
Supplement. On the one hand, I am proud to present a balanced budget under
extraordinary circumstances; on the other, it is hard to depart from the Fiscal
Health Response Plan (FHRP) we had carefully drafted and embarked on just
two years ago. A strategy that placed the City on the path to paydown its
unfunded pension liability over 20 years while executing an ambitious,
visionary, and versatile work program with many areas of enhanced service to
the community.
Despite the current situation, operating under Emergency Orders associated with the COVID-19 Global
Pandemics, the City has achieved much. During thefirst eight months of the 2019-20 budgetyear, the City
has produced impressive results including advancement of policies, capital improvement projects to
maintain and improve City infrastructure, and programmatic milestones:
• Affordable Housing Nexus Study
• Launch of Monterey Bay Community Power procuring 100% carbon -free electricity for San Luis
Obispo
• Completed the M iossi Open Space Conservation Plan
• Marsh Street Bridge: This project has been 10 years of coordinating, designing, and obtaining
$5.5M dollars of grant funds to replace this structurally deficient bridge from 1909. Construction
began in May 2020 and is expected to be complete prior to January 2021.
• Railroad Safety Trail — Taft to Pepper: This project has been a decade in the making and extends
the Railroad Safety Trail from California at Taft along California Street, crossing the Union Pacific
Railroad Tracks to PepperStreet via a new pedestrian and bicycle bridge. This project is funded by
a $3.24 million Caltrans Active Transportation Grant.
• The dedicated staff of the City who report to work on a daily basis to ensure that the City's Parks,
Streets, Facilities and important community services relating to parking and transit are safe, clea n
and available to the community duringtheCOVID-19Shelter atHome order. Ourteams are holding
space for the time when it is time to slowly reopen our community and that we have the critical
services and systems needed to begin our economic recovery.
• Produced 30 community -based safety & preparedness and prevention videos completed and
uploaded to webpage.
• A comprehensive update of our Emergency Operation Plans with new annexes for Public Safety
PowerShutoffs (PSPS)and Pandemics.
• Community Wildfire Protection Plan was completed and filed with the City Council.
• The Parks & Rec Element/Master Plan continued to moveforward with a variety of public
workshops. Three specific individual topicoutreach events were conducted in winter/spring
2019: Swim Centerand Events, Parks (neighborhood, botanical, dog), and Fields & Facilities. The
Community Needs Assessment presentation was held in June to providethe resultsto the
Page 17
Attachment B
community and help refine the themes and future priorities in order to provide guidance to the
consultant and City staff in preparation for the final stages of the master plan project.
Three dedicated Pickleball Courts and anew basketball court were constructed and opened in
September at French Park for community use. The courts were built on the previous old outdoor
basketball court location and the new basketball court was relocated to an underutilized area
near the restroom facility. The new pickleball courts help addressthe community requests for
this rapidly growing recreational activity.
The Ranger Services staff developed and prepared the trail system forthe Waddell Open Space
(connectingto the Irish Hills Open Space) and built wood walkways and decks for preservation
and access. The Miossi Open space conservation plan was finalized and adopted by City Council.
The next steps are to utilize the plan to develop the trail systems.
• The Public Art Program continued with their largest Public Utility Box project with a collaboration
between Utilities and the Housing Authority on the Margarita Lift station utility box. In fall, a
collaboration between Parking Services and the Public Art Program provided the parking kiosks at
each of the parking garages to be wrapped with iconic graphics of city sites. (e.g., the Fremont
Theater, the Mission)
Another step was accomplished forthe Org of the Future with the hiring of a new Director —
Parks and Recreation Department. The previous director, Shelly Stanwyck, was promoted to
Assistant City Manager, and Greg Avakian was hired in early Fall to take the helm of the Parks &
Recreation Department.
• Online police reporting launched giving the public a simple and streamlined way to report low
level crime such as vandalism and theft. Patrol officers will now be able to focus more of their
time on proactive policing.
Internal Crime Dashboard and GIS mapping— contributingto a 4% reduction in crime
o The internal crime dashboard was introduced providingstaff with real time crime
statistics. This dashboard is being used extensivelyto identifycrime trends, providing
patrol and detectives with quickly compiled data to aid in the solvingof cases and help
strengthen cases sent to the DA's office for prosecution.
o Last year, GIS assisted with a camp mapping project to assist in the identifyingof
problematic locations and a service level agreement was established to guide camp
clean-ups. The Homelessness Task Force led bythe Police Department was created to
collaboratively address ongoing challenges in the community. The collaborativeTask
Force is comprised ofemployeesfrom Police, Parksand Recreation, Public Works,
Attorney's Office, Human Resources, Community Development, Fire and Administration.
The Task Forcefocuseson making recommendations for possible ordinance
amendments, collaboration with SLO Countyforadded resources such as
affordable housing and addressing the immediate needs in City Open Space and parks.
In addition to our Mental Health Worker, John Klevins, a second civilian Field Service Technician
position was added to focus on downtown calls forservice such as minor traffic collisions, parking
problems and no -suspect theft and vandalism calls. The FST is able to provide timely customer
Page 18
Attachment B
service to the downtown core thus allowing patrol Officers more time for proactive policing. This
contributed to a decrease of 13 % in calls for service Downtown.
• 2019 was the quietest year on record in our neighborhoods. In the past 10 years, noise party calls
have decreased by 52%. Ordinance changes in 2010 and 2015 combined with focused education
and collaboration with Cal Poly University and Cuesta College have worked well to create quieter
neighborhoods.
• Water Energy Efficiency Project
The Water Energy Efficiency Project replaces the primary disinfection system at the City's Water
Treatment Plantwith a modern, more energy efficient system. Replacement of this aged
equipmentwill result in higher quality wateras well as reduced energy needs forwater
treatment.
• Sewer Lateral Program
Over 122 lateral replacement rebates have been distributed since the program started in
September2019. The inspection upon sale program has reviewed 90 videos and the lateral offset
requirement is ensuring adequate sewercapacity for new housing in capacity constrained areas
of the City.
• Water Resource Recovery Facility (WRRF) Project
This marathon project has entered its seventh month with major excavations, electrical work, and
underground upgrades underway. Currently, approximately 75% of the workforce are local
workersthus keepingtax dollars circulating in our regional economy.
Budget Supplement Process — Normally Compared to "Today"
During "normal" times, the second year of the City'stwo-year Financial Plan is simply an adjustmentto the
assumptions made a year earlier given a deeper understanding of current trends and budget needs. The
Budget Supplement therefore usually concentrates on changes in financial position from the adopted
Financial Plan and addresses work program changes based on community needs and program priorities.
Today, we find ourselves in unprecedented and challenging times. In March of 2020, the world, including
San Luis Obispo, had toface the realities of a highly contagious, fast -spreading pandemicof COVID-19 and
subsequent "Shelter -at-home" and physical distancing orders that had an immediate and profound effect
on the City's operations and revenues.
Yet the City's sound policy framework allowed it to respond quickly and nimbly. Not only was the
organization able to set up its Emergency Operation Center (EOC) and begin addressing the health
emergency (with City staff performing essential and regular services simultaneously), it also activated its
Fiscal Health Contingency Plan to freeze hiring, limit purchasing, and travel other than for essential
functions and EOC needs in response to the quickly developing adverse economic conditions and impacts
associated with sheltering -at-home. Because of the City's flexible workforce, since the beginning of the
pandemic, 200 fewer City employees have work due to programs in Parks and Recreation, Parking and
Public Works Maintenanceof Downtown events such as Farmers Market being closed.
Page 19
Attachment B
Asa result, the entire City Team took aim at reducing expenditures in the 2019-20 fiscal year to trim $5
million dollars in expenses and proposed another $5 million dollars in budget reductions for the 2020-21
fiscal year. Lastly, these unprecedented times required unprecedented measures and typically a large scale
change in budget in combination with a proposed consolidation of Major City Goals would be a several
month long processthat integrated public engagementand widespread inputfrom stakeholders, advisory
bodies, and residents. However, limitations on gatherings, limited time, and exigent circumstances negated
the ability forStaffto use engagement efforts.
Preparation for fiscal challenges
Staff had already been working on the budget supplement when the tides changed. Staff immediately
began assessing the situation and the fiscal ramifications. Three fiscal outlook scenarios were created to
inform next steps and allow for continued reassessment as the emergency developed and continued in
duration. To give clear direction, staff used a scenario that assessed the steep decline in revenue and a
gradual recovery over the next three years. Several outside economic and forecasts were used to develop
scenarios. It is important to understand that the current circumstances have not been experienced in
recent history and thus any forecasts are imperfect at best. The decline in revenue that the City is
experiencing over a three-month period took 16 months to develop during the Great Recession. The toll
on employment, businesses, and economic stability will likely take a long-time to recover. All traditional
forecasting tools have essentially become irrelevant given the nature and unpredictability of the
pandemic's impact on economics and finances.
In addition tothe immediate activation of the City's Fiscal Health Contingency Plan, the City is also fortunate
to have reserves above policy levels (i.e. in total approximately $20 million') that can assist with the
challenges ahead. The actions taken to freeze the 2020-21 budget at 2019-20 levels and to continue the
Fiscal Health Contingency Plan until the situation begins to normalize. The proposed budget is a balanced
budgetthat aligns expenditures with an anticipated $5 million revenue shortfallfor202O-21 based on prior
projections. I proposed that we continue to monitor changes in revenues and to return to Council most
likely in October with a recommended Budgetary Revise based on then known information and observed
trends and updated forecasts.
Change to Major City Goals and Work Programs
As noted above the impacts of COVID-19 are unprecedented, know no geographic bounds and have
impacted all residents, businesses, schools including Cal Poly and Cuesta, and community partners in San
Luis Obispo. During all of this, City staff have continued to provide essential services to the community.
Now as the organization begins to concentrate on a phased re-startingand re -opening of ourcommunity
consistent with new health and safety guidelines to address social distancing and continued fight against
COVID-19, the organization also has to concentrate on reopening its own operations and facilities in a
thoughtful and safe manner. The City must be a beacon of hope, a visionary leader, and a strong partner
to the community as San Luis Obispo begins rebuilding from the devastating effects of COVI D-19 while also
keeping an eye on the continued threat the virus presents.
1 Approximately 28% of operating budget.
Page 20
Attachment B
Throughout this historic health and fiscal emergency, in San Luis Obispo we have focused on what we do
best and that is provide the foundation fora successful and diverse community of people with a high quality
of life. We have frequently used the phrase, "we are better together" because in San Luis Obispow e are
best when we collaborate, inspire, and focus on outcomes.
As we begin to navigate the recovery from this emergency, full of unknowns, we know that one of my
foundational working agreements — of Teamwork is more importantthan ever. The strength of the team
is its individual staff but each staff member better and stronger when working on together as a team. A
shared vision that focuses all staff on accomplishing one goal and objectives will help us move towards a
solid financial foundation forwhich without, many other goals will be elusive or nearly impossibleto obtain.
That does not mean, a massive departure from the Major City Goals of Housing, Transportation, Climate,
Downtown Vitality, and Fiscal Responsibility; rather looking at the previous work program through the
prism of economic recovery and resilience and maximizing and prioritizing tasks that advance this effort
and deferring those for future work programs.
In order to do this, we propose to change the strategic plan section and the five major city goals and
concentrate all efforts into economic recovery and resiliency. The strategic plan section has been re -written
to present one Meta Goal for 2020-21 focused on economic and social recovery while building resiliency
for the future but informed by San Luis Obispo's core values, and 2019-20 Major City Goals. This section
has a Council Statement, Guiding Principles, Purpose, Focused Major City Goal, Objectives, and Strategies
with various Task examples.
Short-term Outlook and Next Steps
Many questions remain unanswered at the time this budget was developed. That is natural as these are
unprecedented times and we need to embrace the unknown, be comfortable with ambiguityand agileand
flexible given the likely hood that futureflare ups are likely and will be disruptive. It is imperative that the
organization create and maintain the bandwidth to respond to the community's needs and begin the long
road to recovery with likely bumps in the road. Given the uncertainty, the proposed 2020-21 Budget
Supplement provides the beginning stages of the process and we plan on returning to Council in October
with an update. We believe that there will be more certainty on many levels after the first quarter of the
fiscal year and a better understanding of the impacts and how the City will weather the Covid-19 storm
that was still actively raging when we finalized the budget submittal.
I would IiketothanktheentireCity team who worked to presentthis budget and Financial Plan Supplement
under difficult and never before experienced circumstances. They have rose to the occasion, have been
model public servants and have put service at the core of our efforts. Seeing the dedication and creativity
with which City staff responded to the unparalleled challenges, fills me with confidence, pride that we will
weatherthis storm and emerge with an even stronger community.
By proceeding cautiously and holding to the shared vision for the future, the City of San Luis Obispo
continuesto be well positionedto deliverthe kind of resilient, dynamic, and sustainable community we all
aspireto live in and is in the heart and soulof ourcommunity.
Page 21
Attachment B
Section B: 2019-20 In Review
Before the onset of the COVID-19 Pandemic, the City was on track with delivering an ambitious, visionary, and
versatile work program. Most of the City's revenues were slightly ahead of projections and expenditures were
tracking below or at budgetary allocations. Given the dramatic change at the end of the third and into the fourth
quarter, those factors will likely help the City end the fiscal year in a relatively good position and will be reported
to the community and Council as part of the year-end report of the CAFR. At this point, it is too early to forecast
the full and projected impacts, but with the activation of the Fiscal Health Contingency Plan, the City may be able
to stay within its adjusted revenue levels without using reserve balances to cover expenditures for the 2019-2020
and 2020-2021 fiscal years. The City's quarterly financial reports can be
found at https://www.slocity.org/government/department-directory/finance-and-it/online-documents/-
folder-1982. Graph 131: General Fund Year End
$7,760.00
Projection (thousands)
■Total Revenues ■Total Expenditures
$7,560.00
$7,160.00 $7,160.00
MM
FY 19-20 Budget FY 19-20 Revised Projection *
* Expenditure projection decrease is largely based on current staffing levels and Fiscal Health Contingency Plan activation results.
Milestones as of March 30, 2020
Adjusted Budgets and Revenue Estimates
The City's overall revenue and expenditure picture was discussed in greater detail during the Mid -Year Budget
Review, approved by Council on February 18, 2020. Based on the City's 2018-19 audited financials, $6.0 million in
one-time undesignated fund balance remain and, on March 17, 2020, the City Council approved retaining
this money in fund balance due to fiscal uncertainty and volatility brought on by COVID-19 (see Section Q.
COVID-19 Pandemic
Assumptions behind COVID-19 impacts and the 2020-21 Budget Strategy are discussed in depth in Section D.
With the continued spread of COVID-19, the State of California, followed by the County and City of San Luis
Obispo issued a "Shelter in Place" executive order on March 18, 2020. This pandemic and the directives to curb
the spread of the disease will have a significant impact on the City's revenue sources and was already felt with
March Sales Tax and Transient Occupancy Tax (TOT) remittances. Due to a lag in remittance and the ongoing
nature of the directives, the full impact will not be evident for several months. There is also an unprecedented
fiscal impact associated with the closure of Cal Poly. The impact of this closure will be evident in all funds and
especially in the General Fund due to the cancellation of significant college events that usually happen during this
time of year such as Open House and Graduation.
Page 22
Attachment B
Sales Tax: Sales tax, including the Local Revenue Measure, is the City's largest source of revenue. As of March 31,
2020, about 60% of the City's forecasted sales tax revenue for this fiscal year had been collected. This is due to
the timing of disbursements from the California Department of Tax and Fee Administration (CDTFA). Before the
COVID19 pandemic, the US economy had seen the largest expansion and economic growth on record. Based on
projections from the City's Sales Tax consultant (HdL), 2019-20 Sales Tax Revenues will end 2019-20 about
$3 million lower than 2018-19 levels, with decreases in most industry segments.
Table 8-1
General Consumer Goods
-16.7%
Autos And Transportation
-18.5%
State & County Pools*
14.4%
Restaurants And Hotels
-21.3%
Building And Construction
-14.9%
Business And Industry
-28.9%
Fuel And Service Stations
-14.4%
Food And Drugs
8.2%
* Online sales
Property Tax: The first major apportionment of FY2019-20 taxes occurred in December and although property tax
payments are typically remitted in two payments, many tax -payers remit the entire balance in December. The
remaining tax apportionments occur in the fourth quarter of the fiscal year. The City has received about
66% of its property tax revenue and expects to meet the projection of $17.9 million by year end. Because of the
teeter plan, the County will continue to remit the assessed property tax allocations to the City even if the
taxpayer defers payment to the County. The County's tax collector has indicated that payment plans might be
considered, but only on a case -by -cases basis and the second installment will not be automatically deferred
due to COVID-19.
Transient Occupancy Tax (TOT): The tourism industry was
one of the most immediately impacted industries from
COVID-19. Occupancy rates for March 2020 were down
over 50% from March 2019 and seem to have leveled
out at around 10-15% for April. Due to the circumstances
brought on by COVID-19, the City Council passed a
resolution on March 27, 2020 that allowed operators to
defer February and March TOT payments until August
31, 2020. The pie chart to the right shows the original TOT
revenue projection, what has been received and what is
expected to be lost due to COVID-19.The overall loss for
FY2019-20 is estimated at over $2 million.
GRAPH B2: 2019-20 TOT
COVID19
Los!
2751,
Q4
Estimate
4%
Original Revenue Projection: $8.03 million
Page 23
Attachment B
New Revenues — Cannabis: Fiscal Year 2019-20 marks the first year with a Cannabis delivery business open in
City limits. Original projections had estimated that at least three retail stores would be open for the entire
fiscal year. Considering the delays, staff has made multiple reductions to Cannabis tax and fee revenue
projections. After further analysis and forecasts provided by a new consultant, staff projected cannabis
revenues at lower than originally assumed levels in the long-term forecast.
Expenditures
Overall, the City is tracking below its appropriated expenditure budget. Employee concessions were a key
element in the Fiscal Health Response Plan and expenditure budgets reflect the savings in addition to those
associated with retirements and filling vacancies under the new PEPRA pension plans.
Fiscal Health Contingency Plan
In response to the pandemic related orders and the City's own emergency declaration, the City's
Fiscal Health Contingency plan was immediately activated to help mitigate the effects of COVID-19. It
implemented hiring, purchasing, and travel chills to mitigate the anticipated revenue shortfall. The plan
remains in full effect while the health and safety directives remain in place.
2019-20 Expenditure Considerations
Due to the shelter -in -place order, several City programs were suspended, and many facilities were shuttered
in mid -March. Over 200 temporary staff working at these facilities have been furloughed.
This staffing reduction will help offset the loss in revenue at year end. While these programs will
reopen eventually, the approach remains uncertain and it is unknown how quickly seasonal workers will get
rehired.
Expenditure Summaries
Table e-2a, 2b
Contract Services
Other Operating Expenses
Staffin.R
6,656,133
5 3,984,421 5 2,257,036
$ 54,887,401 $ 35,374,783
49.27%
56.65%
64.45%
Administration $ 8,708,228 $ 5,036,850 5&4%
Attorney $ 1,092,136 $ 605,841 55.47%
Community Development $ 6,215,507 $ 3,416,617 y 54.97%
_Finance $ 2,939,555 $ 1,346,638 45.81%
FirT $ 13,269,967 $ 9,006,087 67.87%
Human Resources
$
1,593,307
Parks & Rec
$
4,546,477
Police
$
18,209,078
Public Works
$
14,293,604
Solid Waste
$
173,541
$ 848,515
$ 2,780,135
$ 12,643,824
$ 8,575,920
$ 27,526
53.25%
61.15%
69.44%
60.00 %
15.86%
Page 24
Attachment B
2019-20 Achievements
Despite the developing challenges over the last four months of the year, City staff had been working diligently
on delivering the work programs laid out in the 2019-20 budget. Many of the tasks related to the Major City
Goals were completed or implemented and the Capital Improvement Plan saw multiple projects designed and
built. Below is a table of just some of the City's accomplishments:
Table 8-3
--Completed MCG Tasks/Accomplishments Completed CIP Projects
Affordable Housing Nexus Study in alignment with HE Downtown Renewal: 858 Higuera Sidewalk
2.15 and HE 4.6*
Completed the Miossi Open Space Conservation Plan
Launch of Monterey Bay Community Power procuring
100% carbon -free electricity for San Luis Obispo
California Re -Leaf Grant Implementation
Create an Equipment Sustainability Fund for Public
Safety to forecast and budget for replacement of
safety equipment that has expired or become
damaged.
Hire an additional police officer to backfill for a school
district funded School Resource Officer
Online Police Reporting
Community Wildfire Protection Plan
Implement designated pick up and drop off zones in
downtown for ridesharing (part of Active
Transportation Plan and Access & Parking
Management Plan)
Work with Downtown SLO to update downtown tile
maps. Support Downtown SLO tree lighting and street
banner programs
Internal Crime Dashboard and GIS mapping
Economic
� SuD----,t,
�
Social
En ;ro..onta1
Replacement
Meadow Park Pedestrian Bridge Replacement
Pickleball Courts
Swim Center Therapy Pool Re -plaster
Mission Plaza Security Camera Installations
Begin construction on replacement of Marsh Street
Bridge.
El Capitan Pedestrian Bridge Replacement
Casa/Murray Waterline Replacements
Multiple Sewer Replacements (Stafford -Kentucky -
Taft, Osos-Leff-Santa Barbara)
Water Treatment Plant Wash Water Tank Recoat
Fire Station 4 Emergency Backup Generator.
Page 25
Attachment B
Section C: Setting the Stage
Fiscal Health Response Plan (FHRP)
With the development of the 2017-19 Financial Plan, it became apparent
that the City was facing a structural budget gap due to increases in
pension cost. With FY2018-19, the City implemented an aggressive three-
year Fiscal Health Response Plan built on three key elements: new
revenues, operating reductions, and employee concessions. The goal was
to balance the long-term forecast and to begin an aggressive schedule to
pay down the pension obligation. The plan also allowed the City to set
aside funding to establish a Section 115 Pension Trust to respond to
further pension fluctuations.
Operating
New Revenues Reductlonsl
New Ways of
30.40% Doing Business
30.40%
Table C-1: Fiscal Health Response Plan in Numbers (thousands)
General Fund
Employee
Concessions
20.30%
Where are we now?
Until March 2019, the City was on track to meet all of its FHRP operating goals, with the exception of Cannabis
revenue projections. Of note is the result stemming from employee concessions and pension reform over the last
several years that are now reflected in the 2019-20 actuals (Section B). The realized savings come from
additional employee contributions to CalPERS and from hiring new staff under the PEPRA retirement plan. Over
30% of the City's staffing cost is related to benefits and additional employee contributions and pension
reform are now yielding significant savings from assumed budget allocations.
It is important to note that, while the City met most of its operating goals, the plan to pay down the unfunded
pension liability has been put on hold due to uncertainty around COVID-19. The City had over $6.0 million in
undesignated fund balance as of June 30, 2019, and a portion of the one-time money was intended for an
additional payment to CalPERS in April 2020. For the time being, the City Council decided to retain this funding
in fund balance to cover anticipated revenue shortfalls and to assist with economic recovery efforts.
Table C-2
CalPERS Downpayments $4.2 mil* Unpaid $3.0 mil TBD
115 Pension Trust Fund $1.4 mil In Reserve $2.0 mil TBD
* From 2018-19 Fund Balance
Page 26
Attachment B
Seizing the Current Problem
The revenue shortfall brought on by COVID-19 was sudden and, as a comparison, the anticipated gap forming by
June 30, 2019 took 16 months to develop during the Great Recession. Due to the work related to the FHRP, the
City had begun its 2019-21 Financial Plan period in a positive budget position to pay down pension obligations.
It is now faced with an estimated $6.5 million loss at the end of FY 2020. Efforts to develop the 2020-21
Budget Supplement had already been underway when the "Shelter at Home" orders went into effect and the
organization was confronted with an unprecedented challenge that required quick action and proactive thinking
to present a balanced budget. The chart below illustrates the revenue gap from original assumptions if
expenditures remained at budgeted levels.
Graph C-1: Revenue Gap Anticipated far the General Fund
5s7,mc
m r
7
O
572,030
C +�
r
5t7,00a
562,000
or2019
(Actuaq (Actuaq
hod
2420 2421 2422 202S 2424 2425
� Expenditures — —— Origin ad Revenue Projection COVIal9Revised Projection
Scenarios Modelling
The COVID-19 pandemic comes with countless uncertainties and continues to develop at a rapid pace. There is no
clear answer yet from the State or Federal Government about the next steps or how long protective measures will
last. To respond and develop a balanced budget, the City built multiple revenue forecast scenarios to allow for
budget evaluation and planning. As of April 30, 2020, and based on what was known at the time, the budget
supplement was developed based on Scenario 2 with an anticipated economic recovery by FY2023-24.
Table C-3
■ Shelter -in -place until
4/30/20
■ Schools return before
year end
■ Quick "V" economic
recovery
■ Temporary impact on
some industries
■ Shelter -in -Place until
5/31/20
■ Cal Poly and other schools
resume in Fall
■ Recessionary "U" recovery
trend
■ Impact on most industries
and revenues.
■ Shelter in place
extended or re -
implemented
■ Schools do not return
■ Depression trends and
duration.
Page 27
Attachment B
2020-21 Budget Strategy
Given the current situation, this supplemental budget was developed with a focus on the community's economic
recovery and resiliency. In order to meet the challenges brought on by COVID-19, the following actions were
taken:
1. Immediate activation of the City's Fiscal Health Contingency Plan, allowing hiring, purchasing, and travel only
for essential services.
2. For 2020-21, all operating budgets were frozen at 2019-20 budget levels. All departments had to evaluate
their work program given the reduction.
3. The City's Major City Goals were critically evaluated to determine relevance and viability given the
changed circumstances and need to reactivate the local economy.
4. No Significant Operating Budget Changes increasing budgets were approved.
5. The Capital Improvement Plan program was reviewed and reduced, and projects are proposed that maximize
delivery and position deferred projects for potential Federal economic stimulus.
6. The currently undesignated fund balance from FY2018-19 will be used strategically to either:
1. Assist with potential revenue shortfall in 2019-20
2. Provide the needed cash flow due to delayed sales and transient occupancy tax remittance.
3. Invest in economic recovery and resiliency.
4. Assist with potential revenue shortfall in future fiscal years.
7. Preparation to activate a voluntary retirement incentive program upon Council approval.
Reserve Levels
This strategy allows the City to maintain its policy reserve levels to be prepared for additional challenges and/or
emergencies that might develop such as the upcoming fire season. Current reserve levels retain:
✓ 20% Operating Reserve ($ 11 million)
✓ $1 million in revenue stabilization Total Reserve:
✓ $1.4 million in Section 115 Trust fund allocation $19.4 million
✓ $6.0 million in undesignated funds
October Budget Revise
The forecasting models are in constant motion given the current volatility and uncertainty in the world, national,
state, and local economy. The City faces unprecedented conditions with many unknowns about the severity and
duration of the current downturn. Due to this uncertainty, staff proposes a re-evaluation of FY 2020-21 budget in
the fall. The City acknowledges that it balanced the budget at levels known at a moment in time and that
additional adjustments may be needed to meet the challenges. It should be noted, that any additional reductions
will impact service levels to the public as the departments are operating at minimum budgets required to deliver
the proposed work program. However, it is too early to embark on such a revision as more clarity will be gained
over the next few months.
Page 28
Attachment B
Section D: Strategic Planning
San Luis Obispo's Economic Stability, Recovery, and Resiliency Meta Goal
"Never doubt that a small group of thoughtful, committed citizens can
change the world; indeed, it's the only thing that ever has. "
Margaret Mead
Council Statement
The impacts of COVID-19 are unprecedented, know no geographical bounds, and have impacted all residents,
businesses, schools, including Cal Poly and Cuesta College, and community partners in San Luis Obispo. The City is
dedicated to safely reopening San Luis Obispo at the direction and guidance of Governor Newsom and will provide
leadership, guidance, and sift through and communicate complex issues to all residents, businesses, and community
partners during the initial, mid, and long-term phases of this economic and social recovery while building resiliency
for the future.
Guiding Principles
1. The City of San Luis Obispo is a dynamic community embracing its future while respecting its past with
core values of civility, sustainability, diversity, inclusivity, regionalism, partnership, and resiliency. The
City will implement strategies based on these values and the Council 2019-21 Major City Goals.
2. While recovery and resiliency efforts are forward looking, the City and its staff will constantly
remain vigilant in mitigating against a significant resurgence of COVID-19 that could impede progress.
The City's reopening follows directives of the State of California and County of San Luis Obispo Public
Health Officer and is science -based and community health -focused.
In 2014, the City adopted a Fiscal Responsibility Philosophy which acknowledges the City's
commitment to fiscal responsibility through good and bad economic times. The City takes a balanced
approach to provide infrastructure maintenance and services that preserve and enhance the quality of
life in San Luis Obispo, as identified and prioritized through community input. The City is committed to
informed decision making, shared responsibility between employer and employee for employee
benefit costs, transparency, capital investments, diversified revenues, addressing unfunded liabilities,
and continued efficiencies and effectiveness in service delivery.
4. The City has responded to the Economic Impacts of COVID-19 on the organization by activating its
Fiscal Health Contingency Plan and is updating fiscal information and projections as they become
known.
5. The City will communicate clearly with residents and businesses its roles and responsibilities, as well as
those of other governmental agencies and organizations in its recovery efforts.
6. The City is continuing to partner on regional economic recovery efforts. City staff are working
closely with County of San Luis Obispo colleagues and REACH on centralized information and efforts
on relief,
Page 29
Attachment B
recovery, restarting, and reinvention. In its continued coordination with regional partners the City
will complement and enhance the recovery efforts of the County, REACH, Cal Poly SBDC/CIE, Visit
SLOCAL, the SLO Chamber of Commerce, Downtown SLO, SLCUSD, and many more partners.
7. The City will use a phased approach to economic recovery that focuses on relief and recovery first,
followed by reinvention and resiliency. This effort will need to be dynamic and responsive to changing
conditions and ongoing identified needs.
Purpose of Meta City Goal with 2020-21 Budget Supplement Adoption
The City of San Luis Obispo has a sound foundation of fiscal policy guiding its response to varying economic
conditions and challenges. To work through the economic impacts of COVID-19 and provide comprehensive focus
to the organization, a strategic framework is needed to guide tactics and decision making. The morphing of the
City's adopted strategies for 2019-21 into a unified Meta City Goal will provide the structure and focus for the City
of San Luis Obispo to continue to respond to, and recover from, COVID-19's public health, economic, and social
impacts to the City of San Luis Obispo's residents, businesses, community partners, and the City as an organization.
This Meta Goal is also needed to appropriately match resources with activities and focus the organization on the
tasks ahead. This needed strategic framework is presented in this document as follows:
1. Meta City Goal focused on Economic Stability, Recovery, and Resiliency.
2. 10 Economic Recovery Strategies.
3. Tactics/Actions to Address the Economic Recovery Strategies and some examples
4. 2019-21 Major City Goals
a. Identification of 2019-21 Major City Goal tasks that are responsive to economic recovery and
will continue or are "in progress".
b. Summary of completed or implemented tasks of the 2019-21 Major City Goals to date.
c. List of the 2019-21 Major City Goal Tasks recommended for deferral.
Page 30
Attachment B
2020-21 Meta City Goal: San Luis Obispo's Economic Stability, Recovery, and Resiliency
. P .
The City's top priority in 2020-21 is the safe and thoughtful reopening and retention of local businesses, restarting
the local and regional economy, and planning for future resiliency in alignment with state and local health orders.
The Economic Stability, Recovery, and Resiliency Meta Goal is supported by a framework of strategies for all City
Departments and staff to address the economic, and social impacts of COVID-19.
Supportive of economic recovery and resiliency will be continued work on affordable and workforce housing,
implementation of the City's Climate Action Plan, sustainable transportation, and fiscal sustainability and
responsibility.
10 Economic Recovery Strategies.
10 Strategies are proposed to achieve the objective of the Meta -Goal. That objective is to activate the local
economy by engaging with residents and the community in recovery efforts across a wide range of economic
sectors and organizations while developing future resiliency.
1. Community. City residents and community members are encouraged to be engaged in the reopening of
the City, the support of local businesses, the continued spirit of community, and the return to San Luis
Obispo's high quality of life.
2. Businesses. City departments, staff, and programs will assist local businesses to re -open, stay open, thrive,
and grow.
3. City Organization. All City Departments will prioritize economic response, recovery, reopening, reinvention,
and resiliency activities.
4. Impacted Industries and Business Neighborhoods. City staff will provide focused support to the most -
impacted business sectors and business neighborhoods.
5. Infrastructure and Capital Projects. Capital improvement projects will be prioritized to address public health
and safety, maintenance of existing facilities, and support of Economic Recovery with a focus on projects
that advance local business recovery, sustainability, and community vibrancy.
Page 31
Attachment B
6. Downtown. City departments and staff will work with businesses and community partners to return
Downtown San Luis Obispo, the historic, cultural, and social center of the City, to its vibrant and vital state.
7. Cal Poly. City staff will collaborate with and support Cal Poly during its reopening, strengthen existing
partnerships, support students living and working in the City, and collaborate to retain knowledge and
innovation generators to ensure a resilient future.
8. Community Partners. City staff will work together with existing and new local and regional economic
development, arts, cultural, entertainment, and non-profit partners with clear roles and responsibilities to
maximize economic recovery efforts in the City.
9. Quality of Life. Staff will partner with the community for the continued support, preservation, and recovery
of the "SLO Life". The City as a dynamic and safe community - with its natural beauty, quality recreational,
arts and cultural activities - will be nurtured and advanced.
10. Resiliency. During the phases of relief, recovery, and reinvention City staff and programs will begin to
identify ways to build both City and businesses' resiliency.
How The 10 Strategies Connect to the 2019-20 Major City Goals
Strategy
2019-20 Major City Goal
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Page 32
Attachment B
Key Strategies to Address the Economic Recovery Objectives and some tactical examples
1. Community. City residents and community members are encouraged to be engaged in the reopening of the
City, the support of local businesses, the continued spirit of community, and the return to San Luis Obispo's high
quality of life.
Tactics/Actions
Potential Examples
1. Increase the consumer confidence of residents and
a. Virtual Shop SLO Map and Restaurant Takeout and
community members and their support of local
Delivery informing residents about local goods and
businesses.
services.
b. Use Community Resource and City
communications to continue to educate and inform
residents about supporting local businesses. Shop
SLO campaign.
c. Connect businesses for collaborative marketing of
their neighborhoods.
d. Work with businesses to promote best practices
and make improvements to maximize opportunities
for social distancing and hygiene.
2. Prioritize the provision of quality childcare by the City
a. Parks and Recreation staff provide summer
in support of economic recovery and residents' return to
programming for K-6t" grade using State Reopening
work.
Guide.
b. Parks and Recreation staff partner with SLCUSD for
school site use and school year programming.
3. Facilitate community building, both virtually and in
a. Through City communications message about San
person, to strengthen civic connections between
Luis Obispo's positive community spirit, resolve, and
individuals, businesses, non -profits, and public services.
ingenuity to restore and build community.
Page 33
Attachment B
b. Connect the public to information about public
service opportunities and activate volunteers to
support City and community activities such as
volunteers landscaping the South Street Medians
(Love SLO events, TLC for parks, help the Children's
Museum day, etc.).
4. Connect community members who have been
a. City to provide communications and links to
impacted by COVID-19 to information, support, and
County Recovery Resources.
resources.
b. City educated about and can provide information
and links to 211, Transitions, RISE, United Way and
other supportive programs.
2. Businesses. City departments, staff, and programs will assist local businesses re -open, stay open, thrive, and
grow.
Tactics/Actions
Potential Examples
1. Identify business needs through ongoing, focused
a. Conduct regular and focused topic surveys to
research, outreach, and engagement to develop
engage with local business.
responsive tactics.
b. Form and work with a business leaders roundtable
to have cross sector and business type and size
insight; co -develop responsive tactics supportive of
local businesses.
2. Implement traditional and creative economic
a. Welcome back program.
development strategies to help the business community
in the recovery phase and prepare for the future.
b. City will explore all possible financial assistance
programs for business that it may provide including
mini grants, revolving loans, leveraging funds as
collateral with bank partners and other methods
should funding sources be developed for this
purpose.
Page 34
Attachment B
c. Increase business marketing efforts to respond to
stated need for promotion and marketing for
business community by City.
d. Launch Shop SLO program.
3. Act as a convener, conduit, and communicator to
a. Business Ambassador program operated initially to
expediate and maximize business re -openings and
provide health, safety, and reopening information to
recovery.
local businesses.
b. Identify City team to assist in expediting reopening
and refilling of vacant commercial spaces and
properties. Work with property owners, tenants, and
realtors.
c. Create an enhanced City focused economic
development web page that connects individuals and
businesses with critical information
3. City Organization. All City Departments will prioritize economic response, recovery, reinvention, and resiliency
activities.
Tactics/Actions
Potential Examples
1. Economic response, recovery, and reinvention will be
a. Departments understand their focus and roles
the top priority for all City Departments
supporting the Meta -Goal.
b. Staff will innovate and try new approaches often
through pilot programs to assist in businesses
recovery and economic reinvention.
c. Cross -departmental and operating efficiencies will
be sought to maximize staff resources.
Page 35
Attachment B
2. Each City Department will closely track resources,
a. Results and progress on strategies, tactics and
staff, and programs support economic recovery as well as
actions will be data tracked with dashboards that are
community and social recovery.
outcome driven.
b. Staff will provide weekly/monthly snap shots as to
activities and resources in support of recovery and
efficiencies.
3. City Departments will strengthen relations with local
a. Temporarily not enforcing a portion of the sign
businesses, including working with them to identify and
ordinance and parking requirements to assist with
implement immediate process improvements, new ways
social distancing.
of doing business, streamlined interactions, and
collaborative services to benefit the community.
b. Evaluate further permit streamlining.
c. Create flexible zoning strategies to respond to
changed needs as well as expansion of allowed uses
in Downtown.
d. Designation of certain employees to serve as a
specific businesses' liaison and internal point of
contact —to keep communications centralized.
4. Impacted Industries and Business Neighborhoods. City staff will provide focused support to the most -impacted
business sectors and business neighborhoods.
Tactics/Actions
Potential Examples
1. Define commercial neighborhoods and support efforts
a. "Funk Zone" in mid-Higuera, convene and facilitate
by property and business owners to organize and pursue
process to quickly revise Mid-Higuera Plan to spur
new areas and methods of business success (e.g. funk
investment.
zone in mid-Higuera). [i.e. convene business leaders]
Page 36
Attachment B
2. City staff will provide focused support to the most-
impacted business sectors and business neighborhoods.
a. Create staff teams dedicated to specific sectors
(such as auto dealers or restaurants, LOVR corridor,
mid-Higuera, Foothill Blvd).
3. City staff will provide focused support to the Head of
a. Staff engagement with local businesses and
Household employers, job creators and business
individuals to support.
innovators.
4. Provide focused staff resources in support of the safe
a. Assist the hospitality industry to help safely reopen
and appropriate Visitor Experience return of San Luis
as allowed by state and county orders.
Obispo as a destination through tourism marketing and
the delivery excellent experiences.
b. Identify appropriate and safe social interactions
that enhance residents and visitors daily experience.
c. TBID marketing and promotion will be
implemented at the appropriate Phase of reopening
and will focus on reassurance and recovery visitation.
d. Maintain and expand visitor experience through
PCC and TBID supported activities.
5. Infrastructure and Capital Projects. Capital improvement projects will be prioritized to address public health
and safety, maintenance of existing facilities, and support of Economic Recovery with a focus on projects that
promote local business recovery, sustainability, and community vibrancy.
Tactics/Actions
Potential Examples
1. CIP Engineering and Inspecting will advance and
a. Highlight the City's efforts to put local dollars back
actively manage Council approved construction projects
to work.
which focus on public health and safety, maintenance of
existing facilities and support of Economic Recovery.
b. Invest in projects that help the community social
distance.
Page 37
Attachment B
2. Staff maintain and advance design of a list of shovel-
a. New revenues will be evaluated to fund needed
ready projects and will actively monitor and apply for any
infrastructure, catalyze recovery, and support
and all Federal, State, and Private Stimulus Grants that
Downtown Vitality, Climate Action and Sustainable
are consistent with the objectives of advancing public
mobility.
health and safety, maintaining existing facilities, and
b. Staff focused on grants and applications and
supporting Economic Recovery.
administration.
3. Maintenance activities of existing City infrastructure,
a. Determine protocols and implement, i.e. more
facilities, parks, and open spaces will be focused on
hand washing stations in parks and downtown.
cleanliness and safety.
b. Install signage in areas to remind people of best
practices to reduce the spread.
b. Maintenance staff will continue to provide
excellent service making for a well maintained and
clean City.
6. Downtown. City departments and staff will work with businesses and community partners to return Downtown
San Luis Obispo, the historic, cultural, and social center of the City, to its vibrant and vital state.
Tactics/Actions
Potential Examples
1. Through Parking Program operational changes, pursue
a. Free Parking during "Stay at Home" orders.
creative ways to activate and invigorate the local
economy and downtown.
b. Parking Validation program recognizing shopping
local.
c. Continued curbside parking for "take out" and/or
"pick up".
d. Use of City owned surface parking lots for socially
distanced activities.
Page 38
Attachment B
2. Facilitate social distancing and business success by
a. Pursue creative ways and make investments to use
using City right-of-way to create more outdoor dining
the City's right of way to maintain social distancing.
opportunities
b. Use public art to enhance the look and feel of the
public right of way during its temporary use.
3. Minimize impact of vacant storefronts by funding and
a. Use art, supportive messages, cultural
promoting pop-up art displays and other visually
celebrations, etc. to bring vibrancy to areas with
appealing displays
vacant storefronts.
b. Streamline pop up shops process and allow them
too.
c. Develop processes for one day TI permit issuance.
4. As needed modify traditional zoning standards and
a. Provide more flexible uses in Downtown ground
requirements.
floor square footage — allow additional uses by
amending zoning in the Downtown.
7. Cal Poly. City staff will collaborate with and support Cal Poly during its reopening, strengthen existing
partnerships, support students living and working in the City, and collaborate to retain knowledge and innovation
generators to ensure a resilient future.
Tactics/Actions
Potential Examples
1. Continue, expand, or enhance partnerships with Cal
a. Continue regular contacts of teams focused on key
Poly in key areas including administration, diversity and
areas to enhance communications and coordination.
inclusion, fire, police, neighborhood wellness,
water/sewer, transportation and transit, economic
development activities, sustainability, open space use
b. Coordinate communications on shared topics —
and management, and student internships and workforce
Welcome Back students and parents with guidance
development opportunities.
for safe reentry conduct and support.
Page 39
Attachment B
c. Continue to actively support student Interns in all
Departments
2. Strengthen and expand City's support of the CIE, Hot
a. Jointly apply for Federal grants to expand the CIE.
House, SBDC and other dedicated economic
development programs and activities to retain
knowledge and innovation generators.
b. Work with Cal Poly to support growing businesses
to expand in the City.
3. Support implementation of the 2035 Campus Master
a. Complete MOUs to facilitate continued
Plan
collaboration.
b. Continue support of on -campus housing.
8. Community Partners. City staff will work together with existing and new local and regional economic
development, arts, cultural, entertainment, and non-profit partners with clear roles and responsibilities to
maximize economic recovery efforts in the City.
Tactics/Actions
Potential Examples
1. Align current City agreements and initiatives with
a. Update partnership agreements to reflect
Community and Regional Partners around economic
changing conditions and new agreed -upon work
recovery efforts to optimize work efforts and resources.
plans with existing and new Community and Regional
Partners to promote economic recovery.
2. Develop internal City protocols to ensure efficient and
a. Centralize communications documentation and
coordinated communication and access to resources with
support communication alignment.
all Community and Regional Partners.
3. Creatively and adaptively support arts and cultural
a. Coordinate with the Children's, Art, and Historical
partners in their missions to further develop a vibrant
Museum and SLO Rep uses of Lot 10 to social
community.
distance for activities.
Page 40
Attachment B
9. Quality of Life. Staff will partner with the community for the continued support, preservation, and recovery of
the "SLO Life". The City as a dynamic and safe community - with its natural beauty, quality recreational, arts and
cultural activities - will be nurtured and advanced.
Tactics/Actions
Potential Examples
1. Through City programs and staff, infrastructure,
a. Ranger Service will continue to maintain the City's
facilities, parks, open space, will continue to be well
open space and informational kiosks providing safe
maintained to enhance residents' and the community's
trails and educating users about appropriate use.
quality of life.
2. Based on the phase, provide appropriate recreational
a. Staff follow current health orders, develop
programming, and collaborate with businesses and
operating materials, and help connect event
community organizations to promote, sponsor and/or
producers about what is appropriate use as allowed
support activities and events in parks, neighborhoods,
by state and local orders.
and downtown to enhance the "SLO Life" and reconnect
the community
b. Staff provide markings and set up for "safe" socially
distanced events and use of public facilities.
c. Encourage businesses stay, grow, and thrive in SLO
that have products or values aligned with healthy
lifestyles and the SLO Life.
d. Help scale up or down, Farmer's Market activities as
appropriate.
10. Resiliency. During the phases of relief, recovery, and reinvention, the City will begin to identify ways to build
both City and businesses' resiliency.
Tactics/Actions
Potential Examples
1. Use the Safety Element Update public engagement
a. Facilitated contingency planning and engagement
process to host discussions about resiliency in the face of
of the public in planning for and living through
multiple emergencies.
extraordinary events.
Page 41
Attachment B
b. Participate in regional emergency planning
scenarios and readiness for all emergencies. Leverage
skills honed in Spring/Summer 2020.
2. Prepare plans for multiple possible outcomes related
a. City Planning staff continue to follow, monitor, and
to future waves of the Covid-19 pandemic to mitigate
be vigilant in advanced planning in response to
economic damage associated with a large second wave,
COVID-19 to assist the community.
or multiple waves of infection in the future
3. Implement best practices in business retention and
a. Staff actively involved in making connections with
attraction.
businesses.
b. Partner with SBDC to support expanded business
coaching.
c. Outreach to Cal Poly alumni who may want to
return and do business in SLO.
Page 42
Attachment B
2019-21 Major City Goals
1. Meta -Goal Supported by Tasks within the 2019-20 Major City Goals. As noted above the City's top priority
for 2020-21 is to continue to protect the public health of San Luis Obispo, provide essential services, and
assist the community in economic recovery via a Meta City Goal. Supportive of this objective will be the
five adopted Major City Goals for 2019-21. Work will continue or is in progress on specific tasks related to
housing, sustainable transportation, fiscal sustainability, downtown vitality, and climate action that support
economic recovery and/or are close to completion.
Sustainable Fiscal Downtown Climate
Housing Transportation sustainability Vitality Action
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2. Categorization of Tasks, Status Report, and Recommended for Deferral.
Below is a discussion and reporting of how the City has addressed the tasks for each of these goals at this
time.
a. Continue or In Progress (capital projects that are in design, bid or construction)
b. Completed or Implemented (operationalized)
c. Recommended for Deferral
Major City Goal Tasks Update
■ Continue/In Progress
(Metagod)
■ CoM nue/In Progress [Non-
Metagoa4
■ Completed/Empleme^rted
m
Page 43
Attachment B
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Page 57
Attachment B
Section D: Strategic Planning— Local Revenue Measure
In 2014, the City's voters approved the continuation of the half -cent transaction tax (Local Revenue
Measure) to protect and maintain essential services and facilities. The following are the proposed FY 2020-
21 Local Revenue Measure operating and capital outlay expenditures, which were recommended by the
Revenue Enhancement Oversight Commission (REOC) on May 14, 2020 after receiving updated revenue
projections based upon the budget impacts from the COVI D-19 emergency.
Priorto March 2020, revenuefrom the Local Revenue Measure was forecasted to reach $7.8M in FY2019-
20. Due to the impacts of the COVI D-19 emergency, the revised revenue projections are $7.3M, a decrease
of 7%. The revised revenue projections for FY 2020-21 show a similar trend, with a decrease from the
original budget of $8M to $7.2M, a decrease of 10%. Due to the revised projections in revenue from the
Local Revenue Measure, staff evaluated all projects currently funded and the projects that were identified
for funding in FY 2020-21 as part of the 2019-21 Financial Plan. Part of that evaluation included how the
capital projects supported delivering essential services to the community as well as identify a list of projects
that could be deferred in order to align with the revised revenue projections. These projects are identified
in moredetail in the following sections of this report.
The largest use of Local Revenue Measure funding for operating costs is for public safety. Other examples
include the salaries for programs such as neighborhood street paving, flood control, and code
enforcement.
Local Revenue Measure Categories
FTE
2020-21
1. Open Space Preservation (Ranger Staffing)
2
$152,922
2. Bicycles and Pedestrian Improvements (Engineer, Active Transportation Manager)
1.6
$215,023
3. Traffic Congestion Relief (Signal and Light Maintenance (Technician)
1
$112,237
4. Public Safety (Downtown Officers, Sergeant)
4
$663,940
5. Neighborhood Street Paving (Project Engineer & Maintenance Worker)
2
$189,527
6. Code Enforcement (Code Enforcement Technicians and Officer)
3
$302,046
7. Flood Protection (Collection Operators)
6
$667,282
8. Parks and Recreation/Senior Programs and Facilities (Maintenance Worker)
1
$66,954
9. Other Vital Services and Capital Projects
-
-
TOTAL
20.6
$2,369,931
The largest use of Local Revenue Measuring for capital expenditures is for Neighborhood Street Paving.
Other projects include playground equipment replacement, park major maintenance and repairs and
pedestrian and bicycle pathway maintenance. A detailed list of the projects funded through the
Local Revenue Measure is included in Section F of the Capital Improvement Plan.
Page 58
Attachment B
Local Revenue Measure Uses
Expendituresare broken into the following nine categories developed fromthe MeasureG (Local
Revenue Measure) ballot language:
1.Open Space Preservation
2. Bicycle and Pedestrian Improvements
3. Traffic Congestion Relief/Safety Improvements
4. Public Safety
5. Neighborhood Street Paving
6. Code Enforcement
7. Flood Protection
8. Parks and Recreation/Senior Programs and Facilities
9. OtherVital Services and Capital Projects
2%
FY 2020-21 Local Revenue Measure Uses (Operating & Capital)
18%
70/
■ 1. Open Space Preservation
11% 2. Bicycles and Pedestrian
Improvements
3. Traffic Congestion Relief (Safety
Improvements)
15% 4. Public Safety
S. Neighborhood Street Paving
6. Code Enforcement
■ 7. Flood Protection
■ 8.Parks and Recreation/Senior
32% Programs and Facilities
■ 9. Other Vital Services and Capital
Projects
Page 59
Attachment B
Section E: Changes in Financial Positions
Consolidated Financials - Combined Financials for all Major and Special Revenue Funds
Table E1: Expenditures Combined - By Fund
19-21 Financial Plan
General Fund 74,OD6 75,697 75,412 69,566 (5,846) -8%
Business Activities
Water Fund * 22,735 37,998 32,069 34,215 2,145 7%
................................................................................................................................................................................................................................................................................................................................................................................................
Sewer Fund * 19,372 77,098 57,243 57,983 740 1%
Parking Fund * 6,057 5,572 34,002 4,758 (29,244) -96%
Transit Fund 3,562 4,099 4,164 3,570 (494) -12%
................................................................................................................................................................................................................................................................................................................................................................................................
Special Revenue
................................................................................................................................................................................................................................................................................................................................................................................................
Tourism Assessment 1,577 1,565 1,585 1,251 (334) -21%
................................................................................................................................................................................................................................................................................................................................................................................................
Downtown Association 205 260 260 253 (7) -3%
M • • ',
* invades Debt Service in FY19-20 and FY20-21. The Parking Frond deferred debt financing as part of the revised FY21 budget.
Table E2: Total Funding Sources - All Funds Combined
19-21 Financial Plan
Tax & Franchise Revenue
60,956
62,292
65,097
57,782
(7,315)
-11%
Service Charges
General Fund
13,024
15,688
13,789
12,479
(1,310)
-10%
Water Service Charges
25,133
22,386
23,549
21,391
(2,158)
-9%
Sewer Service Charges
19,873
17,432
18,518
16,896
(1,622)
-9%
Parking Service Charges
5,347
5,343
6,045
2,798
(3,247)
-54%
Transit Revenue
3,806
4,116
4,188
4,808
620
15%
Assessment Revenue
1,892
1,866
1,886
1,507
(379)
-20%
Proceeds from Debt Financing
Water Fund 5,500 8,800 8,800 - 0%
Sewer Fund 64,311 43,100 43,100 - 0%
Parking Fund 20,000 (20,000) -100%
TOTAL0i 04 i
Page 60
Attachment B
Consolidated Financials — Combined Financials for all Major and Special Revenue Funds
Table E3-1; Reimbursement Transfers
General Fund
..................................................
Parking Fund
..................................................
Sewer Fund
..................................................
Transit Fund
..................................................
Water Fund
..................................................
halerock Fund
$ 1,745,443
..........................................
$ 282,342
..........................................
$ 1,623,997
Ch anye dug to recalculation of Cost Allocation Plan
Table E3-2: OueratiniR Transfers
$ 4,363,217
$ 1,632,521
........................................
$ 321,727
........................................
$ 1,729,965
........................................
5 183.978
$ 4,578,402
$ 4,876,0M $ 3,365,700 1 $ 3,819,517 $ 3,757,740
$ 1,o20,odd
....................................................................................................................................................................................
$
1,082,390
$ 58, 200
....................................................................................................................................................................................
$
58, 200
$ 45,9W
....................................................................................................................................................................................
$
45,900
$ 2851600
....................................................................................................................................................................................
$
225,6100
$ 32,8W
....................................................................................................................................................................................
$
25,059
$ 227,700
....................................................................................................................................................................................
$
2-80,700
$ 732,9W
....................................................................................................................................................................................
$
759,208
$ 962,&W
....................................................................................................................................................................................
$
943,003
$ 50,000
.................................................................................................................................................................
$
257,571.
$ 4,876,000
$ 3,818,617
*Revised budgetindudes debt transferamaunt to be paid out of Debt Service Fund in FY21
Table E3-3: Replacement Transfers
General Fund
Fleet Fund
IT Replacement Fund
Major Facilities Replacement Fund
$ 2,03
$ 904,000
$ 524,000
$ 1,658,798
$ 979,008
$ 419,790
Page 61
Attachment B
_ong Term Forecasts
Table E4-1: General Fund Long-term Forecast
0
In . ..
Tax & Franchise Revenue
Actual Adopted
Projected
1
FY 20
Original
Revised
Projected Projected
FY Projected
FY Projected
FY
Sales & Use Tax
26,444
25,899
23,210
26,266
22,854
24,316
25,869
28,150
29,527
General
18,119
17,675
15,558
17,940
15,321
16,301
17,344
18,905
19,851
Public Safety (Prop 172)
-
385
339
369
315
335
353
338
324
Measure G
8,325
7,840
7,313
7,957
7,218
7,680
8,171
8,907
9,352
Property Tax
17,473
17,921
17,940
18,638
18,299
17,847
17,669
18,199
18,745
Transient Occupancy Tax
8,061
8,033
5,968
8,133
6,267
7,213
8,303
8,448
8,532
Utility Users Tax
4,920
5,854
5,678
5,971
5,565
5,966
6,085
6,207
6,331
Franchise Fees
1,428
1,558
1,485
1,589
1,544
1,588
1,620
1,653
1,686
Business Tax Certificates
2,630
2,942
2,942
3,001
2,854
2,656
2,391
2,415
2,439
Cannabis
-
650
64
1,500
400
1 1,500
1,515
1,530
1,545
Total Tax & Franchise Revenue
Fees for Service
$ .1
19
1:7 $
63,451 $
66,601 $
68,804
Police Services
655
595
605
742
593
605
617
630
642
Fire Services
1,453
1,400
1,417
1,416
1,328
1,354
1,381
1,409
1,437
Development Review
5,882
5,333
6,807
5,426
5,722
5,836
5,953
6,072
6,194
Parks & Recreation
1,872
1,915
1,000
1,946
1,390
1,418
1,446
1,475
1,505
General Government
522
560
435
571
439
448
457
466
475
Cannabis
225
400
100
750
321
750
1,000
1,020
1,040
Other Revenues
1,667
3,230
3,038
2,036
1,786
2,184
2,251
2,302
2,355
Subventions & Grants
Total Fees & Other Revenue
Total Revenue
1,098
$ 13,375 $
$ 74,331 $
900
:1 $
77,337 $
900
14,30211.
71,588
900
$ 78,885 $
900
70,262
900
1 $ 74,583 $
900
77,457 $
900
80,875 $
900
83,353
Fundsuse of Staffing 1
$ 53,539 $
53,595 $
50,861
$ 55,113 $
53,190
$ 55,373 $
56,677 $
57,678 $
58,702
Contract Services
$ 6,558 $
5,319 $
5,319
$ 5,434 $
5,050
$ 5,434 $
5,743 $
5,858 $
5,975
Other Operating Expenditures 2
$ 10,299 $
6,523 $
6,523
$ 6,251 $
7,688
$ 8,217 $
8,756 $
9,306 $
9,867
Cost Allocation
$ (3,982) $
(4,281) $
(4,281)
$ (4,367) $
(4,578)
$ (4,670) $
(4,763) $
(4,859) $
(4,956)
SOBCs 3
$
2,175 $
2,175
$ 2,001
Debt Service
$ 2,784 $
2,742 $
2,716
$ 2,577 $
2,759
$ 3,000 $
3,000 $
3,000 $
3,000
Capital Expenditures
$ 6,049 $
9,288 $
9,288
$ 7,693 $
5,934
$ 8,603 $
8,764 $
8,926 $
9,085
Transfers
Total Expenditure
$ (1,241) $
$ ...
336 $
336
$ 709 $
61
$ 386 $
r
309 $
231 $
151
Revenue Over/(Under) Expenses
Ending Fund Balance
$ 325 $
$ 11 $
1,640 $
19,437 $
•.1
(1,348)
28,552
$16,437 $
28,552
$ 29,2117 $
28,047 $
27,591 $
28,908
$ 2,922 $ 695
$ (1,201) $ (456) $ 1,318 $
2,121
$ 19,831 $ 29,247
$ 28,047 $ 27,591 $ 28,90831,029
Policy Reserve Level - 20%
11,018
10,259
10,036
10,331
10,251
10,994
11,386
11,707
12,035
Capital Reserve
500
120
120
120
120
120
120
120
Revenue Stabilization Reserve
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
1,000
Prior Year Restatements
CalPERS Downpayments 4
4,200
3,000
2,000
2,000
2,000
2,000
115 Pension Trust Fund
1,400
2,000
1,400
2,000
2,000
2,000
2,000
2,000
2,000
Restricted based on Audit 5
10,492
10,000
8,500
8,500
8,500
8,500
8,500
Longterm Forecast Footnotes:
1. Projected FY20 Staffing Expenditures use an assumption of 7%salary savings based on the implemented hiring chill and staffing expenditures as of March 31, 2020.
2. The increase in "Other Operating Expenditures" is due to several reasons:
-A rise in utility costs
- As of FY21, Credit Card Fees are being accounted for in operating expenditures as it considered an Accounting best practice. In prior years, these fees were taken
directly from revenues. This administrative change does not affect the bottom line.
- In transition to a new Financial System, some account categorization has changed from "Contract Services" to "Other Operating Expenditures"
3. SOBC amounts have been added into the respective operating accounts for FY21; therefore this line does not appear in the revised budget
4. The CalPERS Downpayment was not made in FY20 due to COVID19 uncertainty and was not included in the FY21 revised projection. These payments will be re-
assessed during the October revise.
S. This amount includes committed funds from prior years, designations, and local revenue measure fund balance.
50 Page 62
Attachment B
In Thousands
REVENUES BY TYPE
Table E4-2: Water
2018-19 •
Actual Budget
Fund Long -Term Forecast
020020
Budget Revised Budget
Budget
Budget
Budget
Water Services Charges
13,616
14,448
15,243
13,481
15,243
15,700
16,171
16,495
Base Fee Revenue
4,539
5,092
5,372
5,092
5,372
5,533
5,699
5,813
Cal Poly Sales
1,011
964
1,017
906
1,017
1,048
1,079
1,101
Recycled Water
724
633
668
595
668
688
708
723
Development Impact Fees
3,746
3,300
800
800
800
800
800
800
AB 939 Reimbursement
136
-
-
-
-
-
-
-
Investment & Property Revenue
915
50
50
50
50
50
50
50
Proceeds from Debt
-
5,500
8,800
8,800
-
-
6,500
7,300
Miscellaneous Revenue
469
299
299
367
300
300
301
301
Water Sales - FHRP (start FY19)
•
-
100
100
100
-
-
-
0:
-
CATEGORYEXPENDITURE BY
Salaries & Benefits
4,316
4,138
4,275
4,376
4,827
5,071
5,351
5,606
Operating Expenditures
10,111
13,702
11,522
12,409
11,713
11,821
11,930
12,035
Capital Outlay
3,769
13,571
11,327
12,328
2,858
3,375
8,681
9,085
Debt Service
2,033
3,944
2,013
2,430
2,421
2,828
2,256
2,667
Transfers Out
TOTAL:0
2,506
2,642
2,672
2,672
2,769
2,837
2,909
2,981
EXPENDITURE BY FUNCTION
General Government
2,543
2,669
2,699
2,699
2,769
2,837
2,909
2,981
Water Source of Supply
9,491
14,471
9,814
10,828
9,979
10,060
10,143
10,220
Water Treatment
5,033
14,088
13,953
14,478
6,509
7,650
12,737
14,074
Water Distribution
4,202
5,384
4,166
4,929
4,072
4,061
4,026
3,762
Utilities Services
406
369
388
402
417
427
439
450
Water Administration
1,060
1,017
789
879
842
897
873
887
:0
CHANGES IN FINANCIAL POSITION
Working Capital - Beginning
28,156
28,156
20,544
540
20,544
(4,023)
16,521
(1,139)
15,381
(1,813)
13,568
181
13,749
207
Revenues over (under) Expenditure 2,392 (7,612)
Operating Reserve
Rate Stabilization
CALIPERS Down Payment
UFLTrust Fund
30,549
3,799
1,916
-
-
$ 20,544
4,885
2,050
252
120
$ 21,084
4,096 4,377
4,346 4,511 4,489
4,658
2,163 1,948
2,163 2,228 2,295
2,341
180 180
180 180 120
120
120 120
120 120 96
72
Page 63
Attachment B
Table E4-3: Sewer Fund Long -Term Forecast
REVENUES BY TYPE
Actual
Budget
Budget
Revised
Projected
Projected
Projected
Projected
Sewer Service Charges
11,659
11,373
11,942
10,691
11,385
12,125
12,489
12,864
Base Fee Revenue
3,886
4,281
4,495
4,281
4,560
4,856
5,002
5,152
Cal Poly Sales
990
958
1,006
901
1,072
1,141
1,175
1,211
Development Impact Fees
1,590
300
300
600
600
600
600
600
Industrial User Charges
80
85
85
6
85
85
85
85
Investment & Property Revenue
1,024
50
50
50
50
50
50
50
Proceeds from Debt Financing
-
64,311
43,100
43,100
15,921
427
-
-
Miscellaneous Revenue
TOTAL•4
603
431
298
367
304
310
316
$ 19,718
323
$ 20,28ii
CATEGORY,EXPENDITURE BY
Salaries & Benefits
4,375
4,336
4,530
4,669
4,747
4,882
5,025
5,172
Operating Expenditures
2,569
3,001
3,153
3,050
3,200
3,248
3,297
3,346
Capital Outlay
7,575
65,839
45,770
46,430
22,867
3,576
1,275
6,590
Debt Service
1,399
1,385
1,387
1,387
4,307
4,304
7,259
7,074
Transfers Out
2,454
2,535
2,401
2,447
2,479
2,526
2,575
2,625
EXPENDITURE BY FUNCTION
General Government
2,496
2,567
2,433
2,477
2,479
2,526
2,575
2,625
Wastewater Collection
5,814
2,653
4,267
4,927
8,664
4,745
2,869
8,131
Environmental Compliance
215
305
284
270
295
303
311
319
Water Resource Recovery
7,520
69,322
48,011
47,965
23,660
8,438
11,216
11,220
Utilities Revenue
531
487
502
526
513
523
533
544
Water Quality Lab
626
800
803
872
835
856
878
900
Wastewater Administration
TOTAL00
1,171
961
941
946
1,154
$
1,145
18,536
1,049
$ 19,430
1,068
$ 24,8011
CHANGES IN FINANCIAL POSITION
Working Capital - Beginning
31,423
31,423
36,115
36,115
38,127
34,503
35,561
35,849
Revenues over(under)Expenditures
Working Capital - Year End $
1,418
:4
4,692
4,035
2,012
(3,624)
1,058
288
(4,522)
Operating Reserve
2,168
2,252
2,294
2,311
2,947
2,992
3,631
3,643
Rate Stabilization
827
831
872
794
851
906
933
961
CALPers Down Payment
-
252
180
180
180
120
120
120
UFLTrust Fund
-
120
120
120
120
120
96
72
• •. $
31,423
$ 31,0693
Page 64
Attachment B
Table E4-5: PARKING FUND LONG-TERM FORECAST
In Thousands
Revenues
Actual
Budget
Projected
Actuals
Original
Budget
i
Revised
Budget
Projected
Projected
Projected
Projected
Service Charges
Parking Meter Collections
-
-
-
-
-
-
-
-
Lots
153
119
63
124
60
87
101
106
115
Streets
1,685
1,974
788
2,290
821
1,232
1,437
1,511
1,642
Parking Structure Collections
1,389
1,474
789
1,768
702
1,052
1,228
1,291
1,403
Long -Term Parking Revenues
913
890
552
1,008
431
647
755
793
862
Lease Revenues
480
283
357
283
363
427
459
471
491
Parking In -Lieu Fees*
15
21
-
21
21
21
21
21
21
Other Service Charges
(126)
(127)
(65)
(174)
(48)
(72)
(84)
(88)
(96)
Total Service Charges
4,509
4,634
2,483
5,321
2,350
3,395
3,917
4,106
4,440
Investment and Property Revenues
56
64
64
63
79
61
49
44
42
Fines and Forfeitures
633
632
493
647
297
446
520
547
595
Other Revenues
31
13
18
13
25
28
30
31
32
is
Expenditures
Operating Programs
Operating Expenses
2,178
2,430
2,243
2,484
2,030
2,064
2,133
2,204
2,279
General Government (CAP)
535
537
537
548
710
710
710
710
710
Total Operating Programs
2,714
2,967
2,780
3,032
2,740
2,774
2,843
2,914
2,989
Capital Improvement Plan Projects**
2,317
1,552
2,625
30,114
1,162
1,002
1,037
1,033
506
Debt Service
11026
r
857
857
856
0i
856
855
852
852
851
Other Sources (Uses)
Operating Transfers In
-
-
-
-
-
-
-
-
Operating Transfers Out
(170)
(196)
(280)
(281)
(281)
(281)
(281)
(281)
(281)
Proceeds from Debt Financing
-
-
-
20,000
-
-
-
-
-
Total Other Sources (Uses)
(170)
(196)
(280)
19,719
(281)
(281)
(281)
(281)
(281)
Revenues Over/(Under) Expenses
(998)
(229)
(3,484)
(8,238)
(2,288)
(982)
(495)
(352)
483
Working Capital, Beginning of Year
16,693
15,695
15,695
1 12,660
12,212
9,923
8,941
8,446
8,094
Reserve
PERS Down Payment
Section 115 Trust Fund
543
-
552
-
564
626
548
1 555
569
i
583
598
58
58 39 39
39
39
39 39 31
31
0.
Page 65
Attachment B
Table E4-4: Transit Fund Long -Term Forecast
In Thousands
Operating Revenues
Actuals
Budget
•
Projected
Actuals
0202020-21
Original
Budget
Revised
Budget
Projected
2021-22
Projected
2022-23
Projected
2023-24
Projected
2024-25
FTA Grants
1,485
1,489
772
1,511
-
1,458
1,372
1,413
1,427
TDA Revenues (LTF)
1,646
1,598
1,472
1,572
799
1,535
1,842
2,118
2,139
TDA Revenues (STA)
205
206
206
259
104
110
165
247
249
CARES Act
-
1,390
2,806
-
-
-
-
ServiceCharges
777
817
673
840
467
481
485
490
495
Investment and Property Revenues
3.8
5.8
5.8
6.5
5.8
5.9
5.9
6.0
6.0
TOTAL
Operating Expenditures
Purchase Transportation
2,851
3,235
2,929
3,292
2,781
2,808
2,836
2,865
2,893
General Govern ment/Admin
391
587
569
590
568
574
579
585
591
Cost Allocation
320
277
277
282
322
325
328
331
335
TOTAL0•
Changes in Financial Plan
Working Capital, Beginning of Year
2,234
2,788
2,234
2,805
2,978
3,489
3,372
3,497
3,990
over/ Under Expenditures
�Working Capital, Year End
554
2,788
17
:0
744
24
511
(118)
126
492
•0
497
4,487
Reserve (20% of operating)
712
820
755
833
734
741
749
756
764
Designated Working Capital
-
-
-
-
181
-
-
-
CIP Designated Working Capital
1,442
-
-
530
-
-
-
-
CalPERS Downpayment
51
51
51
51
51
Page 66
Attachment B
General Fund Operating Budget Changes Overview: Expenditures
Due to revenue losses through COVID-19, the City's expenditure budget needed to be reduced by just over $5.1
million in order to balance the budget. Operating departments critically reviewed budgets and re -forecasted
staffing expenditures based on current employees. The table below outlines the reductions needed.
Table E5
Original Projection $ 70,928 $ 7,957 $ 78,885
Reduction $ (7,885) $ (739) $ (8,624)
Revised Projection $ 63,043 -11% $ 7,218 -9% $ 70,261
Original Expenditure Budget $ 75,412
Reduction Needed for Balanced Budget $ (5,151)
Reduction Needed from LRM $ (739)
Reduction Needed from General Fund $ (4,412)
The City was able to reduce operating expenditures by about $4.7 million for 2020-21. Department reductions are
shown below and in the following detailed changes in financial position tables.
Table E6-1
19-21 Financial Plan
•.
General Fund
70,263,138
• Budge WF
Original
67,603,837
72 -
70,149,478
Y 20-21
66,464,959
(3,684,519)
-5%
Administration
6,594,090
7,880,765
7,928,622
7,697,781
(230,841)
-3%
City Attorney
832,944
827,237
855,123
778,167
(76,956)
-9%
Finance
2,843,697
3,071,004
3,273,333
2,998,897
(274,435)
-8%
Fire
13,769,806
13,051,071
13,471,411
12,615,778
(855,632)
-6%
Human Resources
5,350,851
1,394,945
1,404,100
1,350,586
(53,514)
-4%
Police
17,864,377
18,012,060
18,760,949
17,802,862
(958,087)
-5%
Community Services Group
Community Services A
-
-
225,000
404,998
179,998
80%
Parks and Recreation
4,119,364
4,434,161
4,478,221
4,274,301
(203,920)
-5%
Community Developrr
5,998,133
5,453,535
5,842,415
5,185,811
(656,604)
-11%
Public Works
12,889,877
13,305,518
13,724,616
13,196,459
(528,157)
-4%
Solid Waste (Utilities)
-
173,541
185,689
159,318
(26,370)
-14%
Insurance Fund
-
4,410,000
4,876,340
3,818,617
(1,057,723)
-22%
Human Resources
-
4,410,000
4,876,340
3,818,617
(1,057,723)
-22%
Grand Total
•
,
Page 67
Attachment B
General Fund Operating Budget Changes Overview: Revenue
Table E6-2
19-21 Financial Plan
General Fund Revenues
Tax & Franchise Revenue
18-19 Actual
60,956,000
•Budget*
Original
62,290,502
Budget Revised
65,097,000
Budget
57,782,426
(7,314,574)
-11%
Sales Tax (incl. LRM)
26,444,000
25,899,000
26,266,000
22,853,783
(3,412,217)
-13%
Property Tax
17,473,000
17,940,101
18,638,000
18,298,903
(338,097)
-2%
Transient Occupancy Tax
8,061,000
8,033,001
8,133,000
6,267,000
(1,866,000)
-23%
Utility User Tax
4,920,000
5,854,000
5,971,000
5,565,000
(406,000)
-7%
Business Tax Certificates
2,630,000
2,942,000
3,001,000
2,853,740
(147,260)
-5%
Franchise Fees
1,428,000
1,558,000
1,589,000
1,544,000
(45,000)
-3%
Cannabis Tax
64,400
1,500,000
400,000
(1,100,000)
-73%
Fees for Service
13,023,674
15,221,607
13,788,821
12,478,725
(1,310,096)
-10%
Development Review
5,881,785
6,963,000
5,426,000
5,722,000
296,000
5%
Parks & Recreation
1,871,996
1,762,929
1,794,503
1,390,240
(404,263)
-23%
Police Services
655,371
605,347
745,602
593,350
(152,252)
-20%
Fire Services
1,453,435
1,416,913
1,413,942
1,327,676
(86,266)
-6%
General Government
521,893
435,418
444,015
439,215
(4,800)
-1%
Cannabis
225,000
100,000
750,000
320,937
(429,063)
-57%
Grants and Subventions
1,098,145
900,000
900,000
900,000
-
0%
Other Revenues
1,316,049
3,038,000
•• $
2,314,759
78,885,821 $
1,785,307
70,261,151
(529,452)
-23%
*as adjusted at Mid -Year
Sales Tax: Revenue adjusted based on projections from the City's Sales Tax Consultant, HdL. Apart from State and
County Pools, all tax categories are negatively impacted by COVID-19.
Property Tax: Property tax revenue lag by about 18 months; therefore the full effects of COVID-19 are
not expected until Fiscal Year 2022. Revenue projections were slightly lowered to account for the most recent
property tax estimates as provided by the County Tax Assessor.
Transient Occupancy Tax (TOT): Revenue was adjusted based on occupancy rate projections for the next 12
months. Assuming that the "Shelter at Home" order is lifted before July, the City expects a moderate recovery
in tourism. By June 2021, the City expects TOT revenue to be remain about 10% below 18-19 levels.
Business Tax Revenue: This revenue is based on gross receipts from the prior calendar year. Due to the permanent
closure of some businesses, the City expects a slight decrease in Business Tax, but the greatest impact from
COVID-19 will be felt in FY 2021-22.
Franchise Fees & Utility User Tax: These revenues were lowered moderately based on current trends and
projections provided by the City's consultants.
Cannabis Taxes and Fees: Revenues lowered based on most recent projections and the delayed opening of
businesses.
Development Review: Original revenue projections were too low based on recent development activity levels.
Revenue is projected to be significantly lower than current year, but many projects continue to move forward as
the construction industry remains active.
Parks & Recreation: The cancellation of summer programs and the annual SLO Triathlon will greatly reduce
revenues. Trends from the last recession were also analyzed and used to forecast this revenue stream. This
revenue is expected to recover once programs and facilities reopen.
Police and Fire Services: These revenues were slightly reduced to account for reductions in miscellaneous
permit and citation fees. General Government Fines and Forfeitures were erroneously double counted in the
original budget, so a $150,000 reduction in Police Fees was made to correct the budget.
Other Revenues: This reduction is due to a significant reduction in SB1 funding for Road Repair and Maintenance.
This revenue was over -projected in the original budget and was lowered additionally to account for reduced
consumptions due to COVID-19 for the revised 2020-21 budget. Page 68
Attachment B
Table E7: Operating Department Reductions
Assumptions
ImpactReduction
..
Total
$ (4,026,830)
Staffing costs are re-evaluated annually
based on current employees. Due to the
City Wide: Staffing True -up
FHRP incl. employee concessions, the City
No impact.
$ (2,969,107)
has been able to significantly lower its
staffing budget.
City Wide: Insurance
Decrease in Liability and Workers Comp
No impact.
(1,057,723)
Expenses
Insurance Costs. (actual cost for 2020-21)
Admin/IT Total $ (173,259)
Forgo Performing Art Center
Historically, the City provides a 3% increase annually to its
PAC contributions. A reduction of $10,030 would limit the
$ (10,030)
(PAC) 3%Annual Increase
City's ability to provide this increase for FY21.
Natural Resources can operate with less
Natural Resources will have to be even more judicious in
Sustainability Program Misc.
operating budget I under an austerity
responding to concerns about hazardous open space trees,
$ (4,000)
Operating budget
budget.
for example, by recommending safety pruning when
removal will be needed later.
There are no anticipated impacts to current service levels.
City Clerk Contract Services
Reducing the budget by $4,500 will provide less funding
$
capacity to purchase an upgraded agenda management
(4,500)
system.
The Network Services Contract Services reductions are
comprised of the following: 1)Emergency Vehicle Specialist
Services -This reduction would delay the installation or
Network Services Contract
removal of hardware in Police vehicles (MDCs, in -car video,
radio) as this work would be scheduled and completed by
$ (70,229)
Services
City Fleet personnel. 2) Non -renewal of Info Tech contract
removes access to IT research, data analysis, & contract
reviews. 3) Non -renewal of contracts due to equipment
replacements/upgrades.
A reduction of $30,000 for additional communication
Communications SOBC
contract services would result in the limited ability to bring
$ (30,000)
on additional contractors or specialized support (e.g.
graphic design, crisis communications, etc.) .
This reduction is made with the
The second Civic Spark fellow working on the community
Reduce Civic Spark Fellow
assumption that a second Civic Spark
vulnerability assessment /Safety Element Update will need
Fellow will be funded through the CalTrans
$ (22,500)
SOBC by one Fellow
community vulnerability assessment /
to focus work on that task and may not be available for
Safety Element Update grant.
other assignments due to funding restrictions.
Office 365 is a vital component of the
entire organization. This SOBC has been
Office 365 SOBC
reduced by $28,900 as that portion is
There is no impact on service levels.
$ (42,000)
funded by Enterprise funds and by $13,100
as that portion is funded by CIP.
The City's relationship with the SLO Climate Coalition
Sustainability - Addition to
substantially amplifies the importance of climate action
Contract Services for Climate
within the community and multiply the efforts
$ 10,000
Coalition
undertakenpursuant to this work program. This funding is
indicated in the Financial Plan however was not included in
the FY21 Office of Sustainability Budget.
Continued on Next Page
Page 69
Attachment B
ET Operating Department Reductions
ImpactReduction Assumptions Impact on Service Level Fiscal
Community Development Total $ (50,796)
Freeze Associate Planner SOBC
Workload can be accomplished by consultants
Should be minor impacts on customer service but allows CDD to
$ (112,760)
paid for by applicants.
be more flexible with how the workload is managed
Freeze Code Enf. Tech SOBC
It is okay to defer starting this new program.
Maintains status quo on safe housing outreach and education.
$ (39,189)
Eliminate Communications
Staff can effectively accomplish this outreach.
Reduced scale of outreach on Housing Element.
$ (25,000)
Consultant SOBC
Will look for opportunities to initiate
Workload impacts on Director and program managers,
Freeze Deputy Director
decentralized project management, slower pace of change on
$ (177,485)
recruitment.
business processes
Freeze Vacant Building
Cost savings due to backfill with contract
No impact.
$ (92,119)
Inspector
building inspector
Addition of contract &
Ensures ability to process permits, plan checks, planning &
temporary resources to
Permit workload will continue at current
engineering work in a timely manner to support economic
$ 247,997
manage workload
levels
recovery. Uses current vacancies as an opportunity to hire
contract and temporary staff due to COVID19 uncertainty.
Surveyor
Permit workload will continue at current
Legally mandated service, would be more expensive to contract
$ 20,000
levels
with County for this service.
Special Projects Manager
The need for major entitlement support,
High level resource is needed to support staff team through the
$ 127,760
climate action work continue
assignment of complex projects.
20 City Attorney Total $ (11,910)
as always, if litigation arises, funding from
Legal Services Contingency
21
somewhere in the City budget has to be
None Anticipated
$ (3,000)
Budget
located to cover the cost of defending the
City.
The processing and filing of complaints for misdemeanor
A new method of monitoring court
criminal citations may be delayed and/or filing decisions revised
Contract Services for code
proceedings for criminal filings will need to be
commensurate with prosecution resources and court
22 enforcement legal support
designed. This was inevitable because the
appearance availability, and support for the work of code
$ (6,000)
attorney currently doing this will be retiring in
enforcement staff in general will need to be re -prioritized. The
the Fall/Winter
attorney and non -attorney time funded will go towards legally
mandated actions and health and safety concerns first.
23 Various non -staffing reductions
Physical resources are being replaced by
None Anticipated
$ (2,910)
digital resources
24 Finance Total $ (205,183)
Contingency Expense
25
Re -forecasted expenditures
None Anticipated
$ (152,555)
Reduction
Temporary reallocation of resources from
26 Freeze Financial Specialist -
other areas of the department will be able to
May impact overall efficiency of the department depending on
$ (78,550)
Purchasing
manage workload. Implementation of
workload.
FHCPshould lower purchasing activity.
These expenses are offset by other savings in
Various non -staffing
27
the budget. The increase is due to annual
No impact.
$ 25,922
adjustments
contract amounts and miscellaneous
expenses.
Continued on Next Page
Page 70
Attachment B
E7: Operating Department Reductions
AssumptionsReduction on Service Level Fiscal Impact
28 Parks and Recreation Total $ (169,636)
Freeze Rec Administrative Aid
All furloughed LBTs (Specialists) will be
Staff doesn't anticipate this largely impacting survice levels if
brought back when programs restart and will
other P&R staff are brought back and can help cover the front
$ (14,700)
Vacancy
be available to cover front desk needs.
counter.
Freeze Community Services TRI
COVID-19 limitations on special events will
No TRI event held July 2020, limited pop-up events and special
carry through the initial first 6 months of FY
$ (20,800)
and Intern Positions
20-21 (July -Dec).
events
County orders restrict gatherings through
P&R staff believe Coordinator and LBT can fill the Head
Freeze All Head Lifeguard
most of the Summer FY 20-21 season which
Lifeguard role and would still be able to offer Rec Swim if
$ (10,353)
Budget
will reduce summer programming from July
County orders indicate the ability to offer Rec Swim
20-May 21.
programming.
Freeze Ranger Service Worker
Impact timing of new open space availability to public due to
staff time needed to build trails, construct parking lots and
$ (21,060)
Vacancy
trailheads and signage.
Train City/County Staff to open
Comfortability with training County/City staff
and close City Facilities
to open/close facilities in place of facilities
None
$ (8,500)
eliminating Facility Host Hours
staff.
Needed
Youth Services Coordinator and Youth Services Supervisor will
Freeze YS LBT
be at sites in ratio acting as Site Specialists limiting their
$ (31,200)
availability to develop program enhancements, modifications
and efficiencies.
Run Modified Summer Camp
Shelter in place is lifted in May or June and
Will limit the amount of children served and will modify
Program which will cut Staff
programs can resume in the middle of June or
program to not include field trips, etc. so fee for the program
$ (30,000)
Hours Needed
beginning of July.
may need to be adjusted.
Cut Golf Cashier Hours and
Golf Coordinators will work as a Cashier as well as Golf
have Golf Staff and P&R LBTs
Furloughed LBTs (Specialist) will be available
Maintenance workers to provide adequate counter coverage
$ (18,023)
cover more shifts
to cover cashier hours during FY 20-21.
which will impact/limit Golf Operations/Maintenance activities.
Stop Club Polo Use of Pool and
Consensus on elimating pool access to Club
Will no longer be servicing Club Polo and will forfeit revenue.
$ (15,000)
eliminate Friday Rec Swim
Polo.
38
Public Works Total $ (252,628)
39
Freeze .75 Admin Assistant
Workload can be accomplished through
None Anticipated
$ (36,348)
reallocation of resources
Reduce 1 Parks Maintenance
The COVID-19 pandemic has canceled
The impact would result in no public restrooms placed in on
40
Aide (Farmer's Market
Farmer's Market until such time large
Chorro and Broad. When Farmers Market starts back up, Parks
$ (33,425)
Restrooms)
gatherings are permitted by the County and
Maintenance or Streets Maintenance will likely need to staff
State.
until this position can be funded again and filled.
After-hours events are expected to be
41
Parks Maint Overtime
reduced as a result of COVID-19 restrictions.
Minimal inpact is expected at this time, and available budget is
$
This coupled with the historic savings, the
expcted to be sufficent at this time.
(2,000)
remaining budget is expected to be adequate.
This portion of the contract services has
This change would increase the workload of one Parks
allowed a Parks Maintenance Specialist to
Maintenance Specialist 25-30 hours per week, which would cut
Reduce Landscape &Pruning
maintain Parks Maintenance equipment. This
down on the in-house equipment repair this position currently
42
Contract (do in house)
particular employee is planning for a future
performs. To fill this void, the program would share the load of
$ (35,652)
retirement so the vast knowledge of small
equipoment repair among the entire division and also contract
engine repair is not expected to continue at
out small engine repair as needed.
the current level.
Reduce Parks Maint Janitorial
This expendature is historically underspent.
Minimal inpact is expected at this time, and available budget is
43
Supplies
The program is assuming the the rate of
expcted to be sufficent at this time.
$ (2,000)
supplies use to remain consistant.
The Public Works Department has several
Service impacts to community are limited to regulatory,
Retirements and
staff that will be retiring with in the next
development review, and commission support. With the staff
44
Reorganization in Public Works
several months. After staff retire, workload
retirement, staff will likely not be available to support
$ (111,256)
Admininstration and Urban
will be reviewed and resources shifted as
development review and code enfocement activities. As
Forestry
needed to address essential needs.
retirements occur, staff workload will be shifted to address
high priority needs.
With the current MCG of carbon neutrality by
2035, non -profits such as ECOSLO have
The recent MCG and community partnerships are expect to
45
Trees, Shrubs &Nursery Stock
partnered with the the City to plant additional
assist the Urban Forest program replace dead or missing street
$ (2,000)
street trees for carbon sequestration which
trees which is what this expendature is used for. A reduction to
has reduced the number of trees needing to
this expendatre is not expected to have negative impacts.
be replaced by Urban Forestry.
Continued on Next Page
Page 71
Attachment B
Operating Department Reductions
Assumptions
ImpactReduction
..
This reduction will need to be closely monitored, and if there
Facilities Reduce Contract
This expendature is historically underspent,
are not sufficent funds to cover the program needs, contract
and the amount varies based on the need of
services such as drinking water filtration will be eliminated, as
$ (13,500)
Services
that fiscal year.
well as reducing the the service to the first aid cabinets to the
code minimums.
Streets Reduce Call Back -
This expendature is historically underspent,
This reduction is anticipated to have minimal impacts on the
Historically Underspent
and the amount varies based on the need of
Streets program and the remaining overtime and callback
$ (2,500)
that fiscal year.
budget should be sufficient.
Streets Reduce Contract
This expendature is historically underspent,
This reduction is expected to have minimal impacts and
Services
and the amount varies based on the need of
remaining available budget should be sufficent.
$ (5,200)
that fiscal year.
Different levels of COVID-19 restrctions are
expecte to last for some time which have
significantly chaged the Streets paving
The reduction will impact the program once the COVID-19
Streets Reduce Operating
process, resulting in less production to comply
restrictions are lifted and operators return to normal. At that
$ (20,000)
Materials and Supplies
with County and State orders. It is the
time, pavement zone repairs may need to be prioritized.
assumption that the reduction will match the
programs paving production for the next fiscal
year.
Largest expenditure is typically purchase of
spare traffic controllers ($10-$15K annually).
Negligible impact to service anticipated. If emergency traffic
Traffic Signals & Lighting
A full stock was just purchased in 2020 and
signal replacement is required beyond typical funding resources
reduce Operating Materials &
several other field controllers were sent to
in materials and supplies account, there will be available funds
$ (12,000)
Supplies
vendor for refurbishment. At historic rate of
in the Traffic Signal Operations project account for signal
replacement, Department can go another few
modifications/upgrades.
years before replacing spares.
This expendature was underutilized by Fleet
Fleet reduce annual subcription
staff and it's assumed when needed, this
Minimal inpact is expected at this time, and available budget is
$ (6,000)
to Mitchell Vehicle Repair Info
service could be covered by onetime source
expcted to be sufficent at this time to cover any future needs.
and not a annual subscription.
Fuel prices are currenly much lower than they
Fleet reduce fuel - historically
have been historically, and the PD patrol
If fuel prices rise drastically during the next fiscal year, the
underspent
vehicle hybirds are starting to be integrated
department will have to reevalute this expendature once an
$ (20,000)
into the feet which is expected to reduce fuel
accurate cost is identified.
consumption.
CIP Project Engineering
Reestablishment of missing or destroyed
Negligible impact to services is anticipated. The department
Eliminate Benchmark Update
benchmarks is not a priority. Consistent
has been regularly updating the City's benchmark system and a
$ (12,400)
Contract
datum could be established with the existing
reduction in this service for several years is not anticipated to
bench marks in the system.
impact the community negatively.
Historically expenditures in this area are
CIP Project Engineering reduce
typically underspent by 25% ($4,425). The
Negligible impact to service is anticipated, available budget is
Operating Materials and
department is assuming the rate of material &
$ (4,425)
Supplies 25%
supplies use and cost of materials & supplies
enough for staff to complete their work.
will match historic trends.
Continued on Next Page
Page 72
Attachment B
Table E7: Operating Department Reductions
Assumptions
ImpactReduction
p
Historically, Division has used approximately
$10K for contract services through this
Transportation
account. Useage was higher for FY2019-20
Negligible impact to service is anticipated. Available budget is
Planning/Engineering reduce
because budget was temporarily increased
sufficient for typical work efforts.
$ (7,000)
Contract Services
that year for a specific project. With return to
historic expenditures, this budget reduction
can be accomodates.
Advertising budget historically underspent.
Transportation
With addition of in-house graphic design and
Negligible impact to service. Will utility in-house public
Planning/Engineering reduce
social media resources (Sahvanna),
outreach/advertising resources more regularly.
$ (14,000)
Advertising Exp
Department will require less budget for
outside advertising support.
Historically, Division has used approximately
$1000 for these purchases. Types of
Transportation
Planning/Engineering
expenditures are typically "nice to have" , but
Negilible impact to service. Available budget is sufficient for
$ (400)
Operating Material & Supplies
not "need to have" items. No impact to work
typical work efforts.
program with reduction for several years as
needed.
Mid -Year Request - Recycle
None
This is a new level of service approved at mid -year budget. No
$ (40,000)
Trash Pickup in Park System
impacts to current service levels.
PG&E Peak Hour Adjusment
$ 125,478
Cost -effective Nov 2020
Police
Total
$ 150,000
Th Police Department consistently
overspends in its Overtime budget. This
variance is usually offset by salary savings.
Due to the staffing true -up and and a fully
Increase to Overtime
staffed department, Police does not expect to
Overall positive impact.
$ 150,000
have salary savings in 20-21. This additional
cost is off set a $1.4 million reduction in
regular staffing budgets due to filling
vacancies with lower level officers.
Total Operating Reductions
$ (4,742,242)
Page 73
Attachment B
Ttrhlo FR 7019-71 Finanrial Plan
by Type -'
0
Administration
18-19 Actual
6,594,090
1 Original
Budget
7,880,765
IFY 20-21•
BudgetExpenditures
7,928,622
••
7,697,781
Change %
(230,841)
Change
-3%
Contract Services
1,463,123
1,761,344
1,690,766
1,571,535
(119,231)
-7%
Other Operating Expenses
1,545,275
1,848,901
1,862,606
1,808,578
(54,028)
-3%
Staffing
3,585,692
4,270,520
4,375,250
4,317,668
(57,582)
-1%
Community Services Group (Admin)
-
-
225,000
404,998
179,998
80%
Contract Services
-
225,000
37,109
(187,891)
-84%
Other Operating Expenses
-
6,000
6,000
Staffing
-
-
361,889
361,889
City Attorney
832,944
827,237
855,123
778,167
(76,956)
-9%
Contract Services
94,896
26,000
26,000
20,000
(6,000)
-23%
Other Operating Expenses
48,681
21,660
21,660
15,600
(6,060)
-28%
Staffing
689,367
779,577
807,463
742,567
(64,896)
-8%
Community Development
5,998,233
5,453,535
5,842,415
5,185,811
(656,604)
-11%
Contract Services 1
1,202,643
688,477
549,274
745,100
195,826
36%
Other Operating Expenses 2
293,519
140,055
133,955
253,955
120,000
90%
Staffing
4,501,971
4,625,003
5,159,186
4,186,756
(972,430)
-19%
Finance
2,843,697
3,071,004
3,273,333
2,998,897
(274,435)
-8%
Contract Services 3
410,429
303,060
310,570
350,570
40,000
13%
Other Operating Expenses 2
437,167
433,347
408,089
457,089
49,000
12%
Staffing
1,996,101
2,334,597
2,554,674
2,191,238
(363,435)
-14%
Fire
13,769,806
13,051,071
13,471,411
12,615,778
(855,632)
-6%
Contract Services
117,520
104,400
73,020
73,020
0%
Other Operating Expenses
611,386
649,863
617,185
617,185
0%
Staffing
13,040,899
12,296,808
12,781,206
11,925,573
(855,632)
-7%
Human Resources 4
5,350,851
1,394,945
1,404,100
1,350,586
(53,514)
-4%
Contract Services
316,847
278,200
246,980
250,311
3,331
1%
Other Operating Expenses
1,637,764
42,100
42,320
37,800
(4,520)
-11%
Staffing
3,396,240
1,074,645
1,114,800
1,062,475
(52,325)
-5%
Parks and Recreation
4,119,364
4,434,161
4,478,221
4,274,301
(203,920)
-5%
Contract Services
241,094
335,015
234,015
234,015
-
0%
Other Operating Expenses
515,278
581,334
587,232
586,334
(898)
0%
Staffing
3,362,991
3,517,812
3,656,974
3,453,952
(203,022)
-6%
Police
17,864,377
18,012,060
18,760,949
17,802,862
(958,087)
-5%
Contract Services
404,834
565,070
576,329
567,665
(8,664)
-2%
Other Operating Expenses
559,201
564,252
526,710
526,952
242
0%
Staffing
16,900,342
16,882,738
17,657,910
16,708,245
(949,665)
-5%
Public Works
12,889,877
13,305,518
13,724,616
13,196,459
(528,157)
-4%
Contract Services
1,325,427
1,212,180
1,259,230
1,190,669
(68,561)
-5%
Other Operating Expenses
3,133,735
3,242,665
3,310,473
3,339,926
29,453
1%
Staffing
8,430,715
8,850,673
9,154,913
8,665,864
(489,049)
-5%
Solid Waste (Utilities)
-
173,541
185,689
159,318
(26,370)
-14%
Contract Services
-
10,000
10,000
10,000
-
0%
Other Operating Expenses
36,510
36,510
36,510
0%
Staffing
-
127,031
.0
139,179
112,808
(26,370)
-19%
1. Utilization of contract services to manage workload with the use of Salary Savings.
2. Credit Card Expenses are now being accounted for as expenditures.
3 Increase for Cannabis related consultant services. This expense is offset by revenues
4. Worker's comp insurance now budgeted in Insurance Fund
Page 74
Attachment B
Table E9
2019-21 Financial Plan
Operating Departments
18-19 Actual FY
19-20 Budget
Original FY 20-21 Revised
Budget
FY 20-21
Budget
Change
% Change
Administration
6,594,090
7,880,765
7,928,622
7,697,781
(230,841)
-3%
City Administration
1,311,008
1,135,820
1,130,352
1,046,504
(83,848)
-7%
City Clerk
668,355
575,437
686,696
606,113
(80,583)
-12%
City Council
162,709
159,473
186,768
184,977
(1,791)
-1%
Community Promotion
373,003
405,302
408,094
404,143
(3,951)
-1%
Cultural Activities
324,586
337,601
347,631
337,601
(10,030)
-3%
Economic Development
302,094
303,176
284,317
309,954
25,637
9%
Information Services
553,125
1,088,688
1,001,126
1,016,434
15,308
2%
IT Support Services*
207,284
202,507
628,149
Natural Resource Protection
407,673
760,449
673,397
3,163,906
2,490,509
370%
Network Services
2,284,252
2,912,312
3,210,241
3,149,746
(60,495)
-2%
City Attorney
832,944
827,237
855,123
778,167
(76,956)
-9%
City Attorney
832,944
827,237
855,123
778,167
(76,956)
-9%
Community Development
5,998,133
5,453,535
5,842,415
5,185,811
(656,604)
-11%
Building and Safety
2,095,557
1,637,404
1,802,267
1,463,365
(338,902)
-19%
CDD Administration
919,089
781,653
854,184
800,126
(54,058)
-6%
Commissions and Committees
32,292
51,453
51,453
51,453
-
0%
Development Review
1,908,161
2,616,025
2,827,512
2,563,867
(263,645)
-9%
Human Relations
250,345
367,000
307,000
307,000
-
0%
Long Range Planning**
676,830
-
Community Services Group (Admin)
-
225,000
404,998
179,998
80%
Community Services Group
-
-
225,000
404,998
179,998
80%
Finance
2,843,697
3,071,004
3,273,333
2,998,897
(274,435)
-8%
Accounting
885,253
839,772
876,150
821,057
(55,093)
-6%
Budget
133,862
198,748
203,795
191,859
(11,936)
-6%
Finance Administration
885,100
459,946
470,740
451,906
(18,834)
-4%
Finance Support Services
184,148
380,647
355,489
333,189
(22,300)
-6%
Non- Departmental
273,334
650,536
803,091
611,285
(191,806)
-24%
Purchasing
182,458
189,486
201,631
208,482
6,851
3%
Revenue Management
299,543
351,868
362,436
381,120
18,684
5%
Fire
13,769,806
13,051,071
13,471,411
12,615,778
(855,632)
-6%
Disaster Assistance
276,820
6,800
6,860
6,860
-
0%
Emergency Response
11,067,375
10,294,205
10,716,177
10,129,843
(586,333)
-5%
Fire Administration
872,652
1,066,731
1,118,913
1,041,211
(77,702)
-7%
Fire Apparatus Services
378,942
437,775
437,873
401,966
(35,907)
-8%
Fire Station Facilities Support
45,881
43,993
37,625
37,625
-
0%
Hazard Prevention
926,601
918,867
981,413
825,723
(155,690)
-16%
Recruit Academy
82,589
143,975
32,000
32,000
0%
Training
118,945
138,725
140,550
140,550
0%
Continued on next page
Page 75
Attachment B
Table E9
2019-21 Financial Plan
by Cost Center
Human Resources
18-19 Actual FY
5,350,851
Original
19-20 Budget*
1,394,945
FY 20-21r
Budget*Expenditures
1,404,100
Budget
1,350,586
(53,514)
-4%
Human Resources Administration
1,307,603
1,361,145
1,370,300
1,317,975
(52,325)
-4%
Risk Management
4,029,011
15,200
15,200
15,200
-
0%
Wellness
14,236
18,600
18,600
17,411
(1,189)
-6%
Parks and Recreation
4,119,364
4,434,161
4,478,221
4,274,301
(203,920)
-5%
Aquatics
458,827
484,246
502,526
483,225
(19,301)
-4%
Community Services
542,194
637,048
643,862
612,895
(30,967)
-5%
Facilities
237,835
238,920
252,871
238,878
(13,993)
-6%
Golf Course
621,659
646,001
672,917
666,245
(6,673)
-1%
Jack House
5,883
-
10,500
10,500
-
0%
Ranger Service
487,919
544,076
557,750
525,780
(31,970)
-6%
Recreation Administration
791,159
899,015
830,299
738,905
(91,393)
-11%
Youth Services
973,889
984,855
1,007,496
997,873
(9,623)
-1%
Police
17,864,377
18,012,060
18,760,949
17,802,862
(958,087)
-5%
Investigations
2,625,952
2,738,091
2,848,983
2,662,527
(186,456)
-7%
Neighborhood Services
263,697
263,061
273,612
260,956
(12,656)
-5%
Patrol
9,700,945
9,493,775
9,905,624
9,659,843
(245,781)
-2%
Police Administration
1,866,869
1,982,936
2,035,151
1,925,154
(109,997)
-5%
Support Services
2,577,373
2,595,174
2,706,366
2,524,226
(182,140)
-7%
Traffic Safety
829,542
939,023
991,213
770,156
(221,057)
-22%
Public Works
12,889,877
13,305,518
13,724,616
13,196,459
(528,157)
-4%
CIP Project Engineering
2,049,917
2,026,791
2,111,489
2,240,356
128,867
6%
Facilities Maintenance
1,215,167
1,235,921
1,277,973
1,142,493
(135,480)
-11%
Fleet Maintenance
1,197,554
1,183,712
1,199,141
1,114,498
(84,642)
-7%
Parks Maintenance
2,848,301
2,736,466
2,868,164
2,935,567
67,403
2%
Public Works Administration
991,570
1,131,548
1,104,113
860,714
(243,399)
-22%
Stormwater & Flood Control
854,456
1,007,558
1,037,572
1,039,816
2,244
0%
Streets & Sidewalk Maintenance
1,207,017
1,425,568
1,475,997
1,276,107
(199,890)
-14%
Swim Center Maintenance
465,842
449,215
464,333
479,743
15,410
3%
Traffic Signals & Lighting Maintenar
537,539
550,074
557,533
524,166
(33,367)
-6%
Transportation Planning/Engineerii
896,897
906,874
960,726
902,428
(58,298)
-6%
Urban Forest Services
625,617
651,790
667,575
680,571
12,997
2%
Solid Waste (Utilities)
-
173,541
185,689
159,318
(26,370)
-14%
Solid Waste Recycling
-
173,541
185,689
159,318
(26,370)
14%
.0
r
* These Cost Centers have been consolidated into other Cost Centers within the Department
Page 76
Attachment B
Table E10
General Fund Revenues
18-19 Actual
2019 21 Financial Plan
OriginalI
FY 19-20
Budget*.•Budget
Tax & Franchise Revenue
60,956,000
62,291,502
65,097,000
57,782,426
(7,314,574)
-11%
Property Tax
Prop Tax In -Lieu Vlf
4,961,000
5,064,000
5,266,000
5,165,280
(100,720)
-2%
Property Tax
12,238,000
12,496,101
12,976,000
12,746,023
(229,977)
-2%
Real Prop. Transfer Tax
274,000
380,000
395,000
387,600
(7,400)
-2%
Sales Tax
Local Sales Tax
17,715,000
17,675,000
17,940,000
15,320,620
(2,619,380)
-15%
Sales Tax- Lmr $.005
8,325,000
7,840,000
7,957,000
7,218,000
(739,000)
-9%
Sales Tax -Safety Prop 172
404,000
385,000
369,000
315,163
(53,837)
-15%
Transient Occupancy Tax
8,061,000
8,033,001
8,133,000
6,267,000
(1,866,000)
-23%
Utility User Tax
4,920,000
5,854,000
5,971,000
5,565,000
(406,000)
-7%
Franchise Fees
1,428,000
1,558,000
1,589,000
1,544,000
(45,000)
-3%
Business Tax Certificates
2,630,000
2,942,000
3,001,000
2,853,740
(147,260)
-5%
Cannabis Tax
64,400
1,500,000
400,000
(1,100,000)
-73%
Development Review
5,881,785
6,963,000
5,426,000
5,722,000
296,000
5%
Building Permits
2,328,194
2,263,000
2,305,000
2,200,000
(105,000)
-5%
Code Enforcement Fees
83,372
82,000
82,000
50,000
(32,000)
-39%
Development Review Fees
360,726
269,000
168,000
248,000
80,000
48%
Encroachment Permits
290,915
305,000
310,000
305,000
(5,000)
-2%
Engineering Dev Rev Fee
128,174
120,000
120,000
120,000
-
0%
Infrastruct. Pln Ck/Insp
1,168,976
1,800,000
940,000
1,200,000
260,000
28%
Plan Check Fees
1,033,350
1,500,000
1,012,000
999,000
(13,000)
-1%
Planning & Zoning Fee
488,078
624,000
489,000
600,000
111,000
23%
Fire Services
1,453,435
1,416,913
1,413,942
1,327,676
(86,266)
-6%
Cal Poly Fire Services
296,090
314,937
314,122
324,700
10,578
3%
Cupa Inspection Fees
162,797
140,000
140,000
140,000
-
0%
Fire Alarm Permits
1,541
2,677
2,677
2,677
-
0%
Fire Plan Ck. & Inspect.
379,622
399,000
406,000
300,000
(106,000)
-26%
Medical Er Recovery
188,198
194,409
185,253
194,409
9,156
5%
Other Fire Dept. Revenue
7,060
5,890
5,890
5,890
-
0%
Permit Fees
111,885
100,000
100,000
100,000
-
0%
R1 Inspection Fees
306,242
260,000
260,000
260,000
-
0%
Continued on next page
Page 77
Attachment B
Table E10 2019-21 Financial Plan Ed
General Fund Revenues
18-19 Actual
Original
FY 19-20 Budget* 20-21
FY Revised
Budget*
FY 20-
21 Budget
Parks & Recreation
1,871,996
1,762,929
1,794,503
1,390,240
(404,263)
-23%
Ad u It Athletic Fees
119,222
120,000
122,400
104,040
(18,360)
-15%
Child Services/Day Care
803,140
662,000
675,240
549,040
(126,200)
-19%
Daily Use Fees
91,401
109,220
109,220
92,837
(16,383)
-15%
Driving Range Fees
10,625
11,485
11,715
9,031
(2,684)
-23%
Golf Cart Rentals
23,501
28,262
28,262
19,976
(8,286)
-29%
Golf Green Fees
178,200
220,000
224,400
151,470
(72,930)
-32%
Golf Rental Fees
6,310
10,359
10,566
5,363
(5,203)
-49%
Indoor Rental & Use Fees
64,007
51,795
52,831
52,831
-
0%
Instruction Fees
77,263
80,000
81,600
69,360
(12,240)
-15%
Library Rental
21,538
17,453
17,802
17,802
-
0%
Merchandise Sales Taxabl
8,801
15,764
16,079
7,481
(8,598)
-53%
Other Park & Rec Revenue
4,039
3,378
3,445
3,445
-
0%
Other Pool Revenue
68,692
54,047
55,128
58,388
3,260
6%
Outdoor Rental & Use Fee
121,238
112,598
114,850
103,052
(11,798)
-10%
Pass Sales
43,550
37,157
37,157
27,032
(10,125)
-27%
Private Golf Lesson Fees
165
2,252
2,297
140
(2,157)
-94%
Spec Event -City Sponsore
64,143
81,859
83,496
41,748
(41,748)
-50%
Spec Events-App/Permit
36,493
30,000
30,600
15,300
(15,300)
-50%
Swim Instruction Fees
64,055
67,559
68,910
20,673
(48,237)
-70%
Therapy Pool Fees
15,623
9,796
9,796
8,327
(1,469)
-15%
Youth Athletic Fees
49,990
37,945
38,709
32,903
(5,806)
-15%
Police Services
655,371
605,347
745,602
593,350
(152,252)
-20%
Accident Reports
2,423
3,400
3,400
3,400
-
0%
Administrative Citations
126,085
152,833
152,833
152,833
-
0%
Alarm Permits (Contract)
111,505
100,000
100,000
100,000
-
0%
Collision Investigation
5,320
8,000
8,000
6,000
(2,000)
-25%
DUI Cost Recovery
48,976
34,000
21,417
23,400
1,983
9%
Other Police Services
228,373
188,426
339,426
190,000
(149,426)
-44%
Parking Citation-Pd Issu
74,743
75,000
75,000
75,000
-
0%
Police Dept Permits
7,183
7,000
7,511
6,000
(1,511)
-20%
Property Release Fee
839
200
1,071
800
(271)
-25%
Second Response
779
1,071
1,071
1,000
(71)
-7%
Tobacco Permits
30,577
21,417
21,417
21,417
-
0%
Tow Release Fee
12,243
11,000
12,850
11,000
(1,850)
-14%
Witness Fees
6,325
3,000
1,606
2,500
894
56%
General Government
521,893
435,418
444,015
439,215
(4,800)
-1%
Cannabis
225,000
100,000
750,000
320,937
(429,063)
-57%
Grants and Subventions
1,098,145
900,000
900,000
900,000
-
0%
Other Misc Revenues
1,316,049
3,504,118
2,314,759
1,785,307
(529,452)
-23%
Grand
i
*as adjusted at Mid -Year
Page 78
Attachment B
Special Revenue: Tourism Business Improvement District Fund
The Tourism Business Improvement District (TBID) assessment is set at 2% of the lodging industry's gross receipts.
The program sets an operating budget to match its yearly revenues. Due to the severe and immediate impact of
COVID-19 on the tourism industry, the TBID is expecting a decline in revenue of $500 thousand. The TBID
program is an essential piece to economic recovery. The areas of reduction for 2020-21 are primarily in Contract
Services and Promotions/Public Relations which includes a Marketing Service contract, strategic
partnership commitments and special event sponsorships.
Table E11-a
19-21 Financial Plan
Contract Services
1,166,995
1,065,000
1,070,000
923,000
(147,000)
-14%
Other Operating Expenses
178,885
264,786
264,998
89,100
(175,898)
-66%
Staffing
199,721
203,800
217,482
214,279
(3,203)
-1%
Transfers
31,355
32,100
32,800
25,068
(7,732)
-24%
Table E11-b 19-21 Financial Plan
Assessment Revenue
Interest on Investment
Page 79
Attachment B
Special Revenue: Downtown Business Improvement District
The downtown Business Improvement District assessment is collected annually with the Business Tax renewal from
businesses located within the geographical boundary of the Downtown District. Business tax certificates are
renewed at the beginning of each fiscal year based on the prior calendar year. With the exception of
some closed businesses, the City does not expect a significant decrease in this revenue source due to the lag
period. This revenue supports the operations of Downtown SLO.
Table E-11c 19-21 Financial Plan
Assessment Revenue
$ 276,769 $
19-21 Financial Plan
Special Revenue: Boysen Ranch Conservation Fund
Boysen Ranch consists of approximately 116 acres bounded by Los Osos Valley Road, Foothill Boulevard, and
O'Connor Way. The funding was set up as an endowment to fund monitoring and maintenance of the restored
wetland area. No changes in financial position were made for this fund.
Table E-11d
Contract Services
Interest on Investment
15
2,017 $
19-21 Financial Plan
7,500 $
7,500 $ 7,500
M M
2,000 $ 2,000
Page 80
Attachment B
Section E2: Business Type Funds — Water and Sewer
Overview
The City's water and sewer operations are paid for by rate revenues and cover all costs for operations, maintenance,
infrastructure replacement, and debt service. Taxes, including utility user tax, do not support these services. When
preparing annual budgets, the Utilities department analyzes past financial results, reviews upcoming operational
and capital needs, and current and future debt obligations to assess the financial position of each of the funds. The
2019-21 financial plan adopted balanced water and sewer fund budgets that considered all these factors. In June
2019, the City Council also adopted a two-year rate increase as follows:
Table Year Water Rate Sewer Rate
Increase Increase
With the social and economic changes that have occurred over the last few months, the previously adopted 2020-
21 water and sewer fund budgets must be revised. The water and sewer funds are separate and distinct, however
the impacts of Covid-19, the resultant economic analysis, and necessary budget changes are similar for the two
funds.
Impacts of Covid-19 on the Water and Sewer Funds
As with the pandemic itself, the future economic impacts of Covid-19 are still unclear. Historical methodologies
used to determine the immediate and forecasted health of the Water and Sewer funds are challenged as the daily
makeup of the community has been altered for a still -unknown duration of time. The Utilities Department has
compiled available data and performed an analysis to develop a strategy for the funds. Data used in this analysis
as of May 2020, included the following:
1. The April water meter reads only show partial impacts to water consumption because the meter read
period represents the last three weeks of March and the first week of April. Only about half of this time
would have been impacted by the shelter -at-home order.
2. All non-residential users (bars, restaurants, hotels, other businesses, and government facilities) ordinarily,
make up 18% of total water consumption and 26% of revenue. Business closures will impact revenue. The
impact will be clearer after the May water meter reads.
3. The Cal Poly campus makes up 5% of total revenue for water and 6% of total revenue for sewer. Cal Poly
consumption during the first half of April was reduced 70% for water and 90% for sewer as compared to
the same period in 2019. This is a small sample period (just two weeks) but this reduction in Cal Poly
revenue is expected to continue until students and staff partially or fully return to campus.
4. Other schools ordinarily make up 0.75% of total consumption and 0.5% of revenue. We do not expect
school closures to have a significant impact on revenue because they are such a small percentage of
customers.
Page 81
Attachment B
5. Water production at the Water Treatment Plant (WTP) trended downward 25% during the last two weeks
of March and the first two weeks of April as compared to the same period in 2019.
6. The impacts of Cal Poly virtual learning are still unknown. There will likely be many empty rental properties
and less business activity including retail and tourism as a result.
7. The inability of customers to pay their bills and the resulting level of unpaid (aged) accounts will likely be a
far greater impact than in previous years. Past due balances for both funds are currently $449,000 as
compared to $32,000 the same time in 2019.
Graphical representations of some of this background information appears in Appendix A.
Key Assumptions
The Utilities Department used the above data and the following assumptions to forecast revenues for the 2020-21
Supplemental Budget. These assumptions will continue to be monitored and updated as more information
becomes available.
1. Consumption revenue will be down 6%. This estimate is derived from the March consumption data and
the April -to -date production information.
2. There will be an estimated decrease of $29,000 per fund in other fee revenue due to waiving more late
charges, lower credit agency collections, and potentially fewer customers signing up for new service. This
is an approximate 7% reduction in miscellaneous fee revenue in each fund; however, miscellaneous
revenue is only 1.2% of total revenue in the Water Fund and 2.3% of total revenue in the Sewer Fund. The
true impact is still unknown but will be monitored.
3. The already approved 2020-21 rate increases (5.5% water and 5% sewer) will be deferred at this time, to
aid in the community's economic recovery.
4. Certain CIP projects will continue in order to save money in the future arising from significant maintenance
as well as to be used as a stimulus to the local economy.
Initial Response
The Utilities Department has taken the following steps to respond to the reductions in revenue as forecasted above.
1. Compliance with the Fiscal Health Contingency Plan. Following the plan, staff have reduced spending in
operating and staffing and are responding to the "chill" by making only essential operational purchases and
hiring only key positions that must be filled.
2. Operating Expenditure Reductions. Revisited all 2020-21 operating expenditure line item budgets with
supervisors.
3. Community Assistance. In recognition that many community members and utility customers will be facing
financial difficulties, the Utility Billing section has implemented several accommodations to assist
customers. These include waiving more late charges, not discontinuing water service for non-payment,
and not sending past due accounts to collections.
4. Hiring Chill. Frozen two positions; an open Water Distribution Operator position in the Water Fund and a
Water Quality Laboratory Analyst position in the Sewer Fund will not be hired for at this time and will
remain vacant as a means of operational savings.
5. Economic Recovery. Class 1 (auto shops and similar businesses) and Class 2 (restaurant) industrial user
permit fees have been suspended in 2020-21 to aid in the local business community's economic recovery.
Page 82
Attachment B
6. CIP. One 2019-20 water CIP project has been cancelled because it was inadvertently counted twice'. This
will be a $150,000 savings to the Water Fund. The intent is to maintain all other Water Fund specific CIP
to continue maintaining and addressing aged infrastructure and to stimulate the local economy.
7. The Mid-Higuera bypass and Buchon-Santa Rosa intersection improvements public works capital projects
have been deferred. Both projects have water fund contributions totaling $175,000 which, as a result, will
also be deferred.
8. Unreserved Working Capital. Utilize Unreserved Working Capital.
Unreserved Working Capital
The shortfalls to the Water Fund revenue are significant enough that the freezing of positions, reduction in
operating budgets, and deferral of contributions to Public Works CIP were not enough to balance revenue to
expenditures. The decision to utilize Unreserved Working Capital in the Water Fund was made after careful
evaluation of other options. These other options included cutting all CIP, which was deemed too impactful to the
City's aged infrastructure and would not serve to stimulate sectors of the local economy. The use of the Rate
Stabilization fund, currently at $1.9 million, was also not the preferred strategy as the Water Fund currently has a
healthy Unreserved Working Capital balance. Further, both the Rate Stabilization fund and the budgeted CIP may
be needed to address ongoing impacts of Covid — 19 on the Water Fund in the event of a continued significant
economic downturn or a lack of return of Cal Poly students to the community.
The impacts to the Water Fund of these changes to the unreserved working capital balance and debt ratio are
displayed in Appendix B Scenario 1. The impacts to the Sewer Fund of these recommendations are displayed in
Appendix C Scenario 1.
Significant Operating Budget Changes
The Utilities Department is recommending five significant operating budget changes (SOBCs) in 2020-21. The full
write ups are in Appendix D.
Water Fund
1. Water Treatment Plant Liquid Oxygen (LOx) The City's Water Treatment Plant (WTP) will be replacing the
existing aging Ozone System (originally installed in 1994) as part of the Water Energy Efficiency Project in
FY 20/21. Ozone is a key water treatment process used for primary disinfection of the City's potable
drinking water. The new Ozone System will use Liquid Oxygen (LOx) for mass transference of ozone into
the drinking water for the disinfection process. This will cost $30,000 in 2020-21 and $50,000 per year
ongoing.
2. Stormwater Program Coordination Create a stormwater cost center and move stormwater funding and
certain program coordination responsibilities from the Water Resource Program Manager to the
Environmental Programs Manager. This will cost the water fund $17,900 per year ongoing.
Water and Sewer Funds
3. Water Distribution Digsmart Software Purchase of the Dig -Smart software to integrate with Cityworks for
the management of Underground Service Alert tickets. This software will also provide a "positive response"
to the USA call center which is a requirement of AB 1166. AB 1166 was signed by Governor Newsom
Page 83
Attachment B
October 2019 and the related portion of the bill affecting positive response is effective January 1, 2021.
This software is designated a Cityworks partner and easily integrates with Cityworks and the City's existing
GIS system. This will cost $10,000 in 2020-21 and $5,000 per year ongoing.
4. Solid Waste Program Staffing Permanently change a Water Resource Technician position to a Solid Waste
Coordinator. Change supervision of the Solid Waste Coordinator from .25 FTE of the Water Resources
Program Manager to .1 FTE of the Utilities Business Manager. This will save the sewer fund $8,600
per year ongoing and cost the water fund $22,400 per year ongoing. This will also make $13,800
per year in AB939 fees available for the solid waste program.
5. Interim Deputy Director— Engineering and Planning Fund the Utilities Department Interim Deputy Director
for Engineering & Planning for the duration of the Water Resource Recovery Facility (WRRF) upgrade
project. This will cost the water fund $23,050 and the sewer fund $94,400.
Table.TOTAL
WTP I-Ox $30,000
$30,000
Stormwater Program $17,900
$17,900
Digsmart Software $4,500 $4,500
$1,000
$10,000
Solid Waste Program $22,400 $(8,600)
$13,800
Interim Deputy Director $23,050 $94,400
$117,450
Page 84
Attachment B
Changes in Financial Position: Water and Sewer Fund Budgets
Water Fund Revenue
Table-.
Change
%
Budget.•Budget
Investment and Property
$50,000
$50,000
$50,000
$0
0
Revenue
Water Volumetric Charges
$15,181,304
$16,010,776
$14,176,400
$(1,834,376)
(11)
Water Base Fee
$5,091,645
$5,371,686
$5,091,600
$(280,086)
(5)
Cal Poly
$964,158
$1,017,187
$906,300
$(110,887)
(11)
Development Impact Fees
$800,000
$800,000
$800,000
$0
0
Other Revenue
$395,500
$396,010
$367,010
$(29,000)
(7)
Debt Proceeds
$5,500,000
$8,800,000
$8,800,000
$0
0
Water Fund Operating Expenditures by Program
rfir
Admin & Engineering
I` I
$807,648
1 1 Oronal
BudgetBudget
$786,785
2102D-21•d
Budget
$994,455
Change
$207,6702
%Change
26%
Source of Supply
$13,950,140
$9,716,707
$10,675,781
$959,0743
10%
water Treatment
$3,090,738
$2,982,647
$3,082,557
$99,910
3%
Water Distribution
$1,947,915
$1,976,264
$1,739,783
$(236,481)
(12) %
Water Resources
$374,565
$387,828
$402,250
$14,422
4%
Debt Service
$3,944,356
$2,013,527
$2,430,429
$416,902
20%
General Government
$2,641,957
$2,586,597
$2,672,968
$86,371
3 %
Water Fund Operating Expenditures by Type
2 Includes credit card and bank fees for the first time. These were previously budgeted differently.
s The increase to the Source of Supply budget is to replenish the Nacimiento capital reserve account and an increase in
Whale Rock capital projects. The Nacimiento capital reserve account was depleted to pay for the pipeline repair. Whale
Rock capital reserve expenditures are increasing due to State regulatory requirements related to the Oroville dam
emergency.
Page 85
Attachment B
Sewer Fund Revenue
Table
Investment and Property
Revenue
Budget••
$50,000
• • •
-• Budget
$50,000 $50,000
$0 0%
Sewer Volumetric Charges
$11,372,900
$11,941,545
$10,690,500
$(1,251,045)
(10) %
Sewer Base Fee
$4,281,396
$4,495,466
$4,281,396
$(214,070)
(5) %
Cal Poly
$958,204
$1,006,114
$900,700
$(105,414)
(10) %
Development Impact Fees
$300,000
$300,000
$600,0004
$300,000
100%
Industrial User Charges
$85,000
$85,000
$6,000
$(79,000)
(93) %
Other Revenue
$395,000
$395,000
$367,010
$(27,990)
(7) %
Debt Proceeds
Total•..
$64,310,573
$43,099,819
$43,099,819
$59,995,425
$0
0%
Sewer Fund Expenditures by Program
r i - r
Admin & Engineering
1' 1
Budget
$839,593
1 1 Original
!
$937,031
2020-21-!
Budget
$937,708
$677
Charige
0%
Wa stewater Col I ectio n s
$1,128,957
$993,996
$1,157,559
$163,863
16%
Water Resource Recovery
Facility
$3,877,021
$3,995,345
$3,930,431
$(64,914)
(2) %
Environmental
Compliance
$27D,465
$284,308
$270,079
$(14,229)
(5) %
Utilities Revenue
$437,302
$501,742
$525,979
$24,237
5%
Wa te r Qua I ity La a
$8DD,223
$SC3,224
$872,297
$69,073
9%
Debt Service
$1,335,200
$1,387,400
$1,387,400
$0
0%
General Government
$2,535,827
$2,473,348
$2,401,729
(76,619)
(3) %
Sewer Fund Expenditures by Type
4 Sewer impact fees were increased in 2018-19 so this budget reflects increased fee, not increased activity.
Attachment B
Next Steps — Considerations in Advance of October Revise
The economic climate is fluid and the complete future impacts of the Covid-19 economic downturn to the Water
and Sewer funds are unknown. The Utilities Department will continue to monitor weekly its budget and fiscal
forecast based on revenues and expenditures in advance of the October return to the City Council. This will include:
1. Continue to monitor water production, water consumption, wastewater flows, and revenue.
2. Continue to monitor the impacts of forgoing a rate increase on the funds over the next several years.
3. Consider a partial rate increase later in the year upon examination of all factors including the economic
health of the community.
4. Seek guidance from the American Water Works Association to analyze minimum operating reserve levels
to determine appropriate levels. Currently operating reserves are 20% of operating expenditures,
approximately $4 million in the water fund and $2.8 million in the sewer fund. However, in 2019-20 the
water fund used approximately $3 million in unreserved working capital for emergency projects. This
raises the question that 20% may be too low considering the typical cost of a utility emergency.
5. Develop additional long-term scenarios modeling assumptions that include: (1) different lengths of times
to return to normal water consumption; and (2) rate increases at various levels and various timing.
6. Evaluate impacts to funds and required workload associated with keeping positions open with the
understanding that many of the operating costs for both the water and sewer fund are fixed, meaning
that changes in volume of water production or wastewater treatment do not necessarily equal a
commensurate decrease in costs
Potential Options that May Have to be Considered in October
If the economic situation worsens, the Utilities Department will:
1. Consider use of the rate stabilization funds.'
2. Consider further use of Unreserved Working Capital and Reserved Working Capital if the current state of
emergency continues.
3. Deferral of CIP that do not have significant maintenance impacts.
4. Not fill vacant positions.
5. Other operational reductions.
Additional Revenue Possibilities Not Included in Analysis
The Utilities Department is anticipating a few additional revenue sources in 2020-21. These are not guaranteed,
so they have not been included in the budget or fund analyses.
1. Grant funding received for a permanent backup generator at the Water Treatment Plant (WTP).
2. Additional funds received from Cal Poly for resiliency as part of an update to the Rate Agreement (MOA).
3. Additional funds from Cal Poly for its fair share of infrastructure projects at the Water Resource Recovery
Facility (WRRF) and WTP (outlined in MOA).
4. A legal settlement related to Source of Supply.
' The Water Fund rate stabilization fund is 10% of operating revenue. The Sewer Fund is 5% of operating revenue.
Page 87
Attachment B
Utilities Appendix A: Background Data
This bar graph compares total water production in April 2020 as compared to April 2019.
Chart E-12a:Total Water Production
132.99
Million Gallons/Day
98.22
0 20 40 60 80 100 120 140
■ April 2019 ■ April 2020
This bar graph compares water production, and the portion attributable to Cal Poly in April 2020 as compared to
April 2019.
CHART E-12113: WATER PRODUCTION
■ All Other Customers ■ Cal Poly
yAPRIL 2019
0
z
Q
APRIL 2020
z 99
O
5 April 2020 April 2019
■ All Other Customers 92.23 117.66
■ Cal Poly 5.99 15.33
MILLION GALLONS PER DAY
Page 88
Attachment B
This graph shows the difference between past due account balances in April 2020 as compared to April 2019.
Chart E-12c: Past Due Account Balances
April 2020
April2019 $32,000
$0 $100,000 $200,000 $300,000 $400,000 $500,000
Table
April 2019
A• 1 1
' Change
Total Past Due Balances
$32,000
$449,0006
1303%
Number of Past Due
6907
9298
35%
Accounts
Average Past Due Balance
$283.13
$511.84
81%9
6 The increased past due balance is likely also related to SB998: Discontinuation of Residential Water Service, which added
additional notification and timing requirements to water systems who shut off water service for non-payment. Ordinarily
water service is shut-off and customers are required to pay their past due bill to have service restored. AB989 went into
effect April 2020 so, to gain compliance, the Utilities department had not shut off water for non-payment since January
2020. The plan had been to do the first AB989-compliant shut off in April 2020. Covid-related State requirements and
customer service concerns kept this from happening. Utilities has not been able to utilize this "incentive" to pay since
January.
4.4% of all customers
s 5.9% of all customers
9 The increase in past due account balances is due more to the total balance being carried than the number of customers
who are past due.
Page 89
Attachment B
Utilities Appendix B: Water Fund Recommended 20-21 Budget Changes
Unreserved Working Capital
It is the City's policy to maintain a reserved working capital balance of 20% of operating expenditures in the water
and sewer funds. This is considered the minimum level necessary to maintain the City's credit worthiness and to
adequately provide for:
1. Economic uncertainties, local disasters, and other financial hardships or downturns in the local or national
economy.
2. Contingencies for unseen operating or capital needs.
3. Cash flow requirements.
All working capital that is not designated is undesignated. The current target unreserved working capital balance
in the water fund is $10 million.
The blue "Original Budget" bars in this graph shows the unreserved working capital balances as they appeared
with the original 20-21 budget. The orange "Supplement" bars in this graph represent the projected unreserved
working capital balances with the changes to rate increases and revenue decreases being made to the 20-21 for
the budget supplement.
Chart E-12d: Unreserved Working Capital (Million $)
$30.00
N $25.00
$20.00
a
C. $15.00
N
O $10.00
It N ff"41-11
2015- 201Er 2017- 2018- 2019- 2020- 2021- 2022- 2023- 2024- 2021- 2026- 2027_
1,6 17 18 19 20 21 22 23 24 25 26 27 28
■ orb nal Budget 518.24 $18.38 $11.46 $24.83 $12.47 $13.32 $12.05 $12.82 $14.35 $15.73 $16.19 $15.54 $14.77
■Supplement 518.24 $18.39 $11.46 $24.83 $13.23 $9.90 $8.57 $6.53 $5.75 $6.77 $9.88 $8.41 $7.08
Fisc a I Yea r
Original Budget � Supplement ...-••• Linear (Supplement)
Page 90
Attachment B
Debt Ratio
The Water fund debt covenants require the fund to maintain at least a 125% debt ratio. The debt ratio is net
operating revenue to debt service.
The blue "Original Budget" line in this graph shows the debt ratio as it appeared with the original 20-21 budget.
The orange "Supplement" line in this graph represents the impact to the debt ratio with the changes being
made to the 20-21 for the budget supplement.
Chart E-12e
350%
300%
250%
200%
150%
Debt Ratio
100%
50%
096
2015-16 201E-17 2017.18 2018-19 2019-20 2020.21 2021.22 2022-23 2023-24 2024-25 202S-26 202E-27 2027-28
Original Budget 291% 209% 193% 1679E 171% 2569E 2149E 192% 254% 217% 222% 230% 240%
Supplement 2919E 2094E 193% 167% 1713E 256% 162% 147% 195% 1769E 1899E 206% 240%
Minimum 125% 1259E 125% 1259E 125% 1259E 1259E 1259E 125% 125% 1259E 125% 125%
-Original Budget -Supplement -Minimum
Page 91
Attachment B
Utilities Appendix C: Sewer Fund Recommended 20-21 Budget Changes
Unreserved Working Capital
Currently the sewer fund unreserved working capital is intentionally high to manage the cash flow needs of the
WRRF upgrade.
The blue "Original Budget" bars in this graph shows the unreserved working capital balances as they appeared
with the original 20-21 budget. The orange "Supplement" bars in this graph represent the projected unreserved
working capital balances with the changes to rate increases and revenue decreases being made to the 20-21 for
the budget supplement.
Chart E-12f: Unreserved forking Capital (Million $)
W.00
Ul
.�35.00
a .�25.00
o .�20.00
Ln55.00
a .�50.00
� 5-
2015-
■—
....
......
.. ...... - . ........ I ..........
2016- 2017- 2018-
2019-
2020-
2021-
2022- 2M- 2024- 2025- 2026- 2027-
16 17 18 19 20 21 22 23 24 25 25 27 28
■Originai Budget "$25.5 "$27.5 "$24.1 "$29.8 $S2.6 $S5.6 "$27.3 "$25.0 "$26.9 "$24.0 "$23.5 "$24.9 "$25.9
■Supplemerft $$25.5 "$27.5 "$24.1 "$29.8 SS2.6 "$34.7 M.4 SS1.4 SS1.0 S26.5 S22.7 M.9 "S24.8
FiscalYear
mmmmi -0 rig inai Budget mmmmi Supplement ......... Linear (Supplemerro
Page 92
Attachment B
Utilities Appendix D: Significant Operating Budget Changes
SOBC: LOx (Liquid Oxygen) New Ozone System
Function Program
Ozone -Water Treatment Process Water Treatment Plant
SUMMARY OF CHANGE
The City's Water Treatment Plant (WTP) will be replacing the existing aging Ozone System (originally installed in
1994) as part of the Water Energy Efficiency Project in FY 20/21. Ozone is a key water treatment process used
for primary disinfection of the City's potable drinking water. The new Ozone System will use Liquid Oxygen (LOx)
for mass transference of ozone into the drinking water for the disinfection process.
FISCAL IMPACT
Operating Expense:
$30,000 FY 20/21 with $50,000 annual cost thereafter
Fiscal
Year
Fund
Account
FTEs
One -Time
Ongoing
Revenue
Offset
Net Cost
20/21
601
6003
0
$30,000
$50,000
Sub -Total: $
Total $ IL
SERVICE LEVEL IMPACT
Replacing the existing WTP ozonation system will allow for the City to maintain compliance with State and
Federal Drinking Water Regulations for the next 20-25 years. The new Ozone System will use LOx for mass
transference of ozone into the drinking water. LOx will replace the currently used compressed air system that is
energy and maintenance intense. It is anticipated that using LOx to replace the current compressed air system
will significantly reduce annual Ozone System maintenance costs. For reference, FY 19/20, $150,000 is
budgeted for annual maintenance on the ozone system. It is anticipated that annual maintenance costs
associated with the new ozone system will reduce to $75,000 annually. It is also anticipated that the new ozone
system could potentially reduce WTP overall energy costs by up to 20%.
BACKGROUND, SUPPORTING EVIDENCE, IMPLEMENTATION
Existing Situation: The City's existing WTP Ozone System was installed in 1994 and is aging and inefficient.
Spare parts and qualified service providers are very limited and hard to procure.
Goal & Policy Criteria: Maintain compliance with State and Federal Drinking Water Regulations. City's
sustainability goals and advancement toward Zero Net Energy by reducing annual energy usage at the Water
Treatment Plant.
Key Objectives: City staff conducted an ozone pilot study in 2018 to assist with equipment sizing by identifying
maximum ozone demand for various blend ratios of the City's three water supply sources. From this evaluation,
it was determined to replace the existing ozone generators with modular ozone generators. The new
generators will use liquid oxygen (LOx) storage and delivery systems to increase mass transfer of ozone into the
drinking water reducing maintenance and energy costs.
Page 93
Attachment B
SOBC: Creation of New Stormwater Cost Center and Reallocate Stormwater Staff
Support from the Water Resources Program Manager to the Environmental Programs Manager
Function Program
Stormwater Cost Center Stormwater
SUMMARY OF CHANGE
At present, the existing Stormwater Program structure is a decentralized, interdepartmental program with 6.15
FTE staff positions assigned to associated stormwater and flood control duties. Budget oversight currently resides
in the Public Works Department. Both Flood Control and Stormwater staffing and operating expenses are
comingled into one budget. It is currently difficult and labor intensive to differentiate budget allocations and
expenditures as t the two programs are budgeted within a single cost center.
To best serve the needs of the community and achieve regulatory requirements, staff recommends separating the
Flood Control budget from the Stormwater budget by creating a new cost center for the Stormwater Program
only. Most stormwater activities are regulatory and include sampling, inspections, enforcement, and monitoring
and reporting those regulatory requirements to the State. In addition, other stormwater and flood control
activities are also regulatory, such as street sweeping, and storm drain cleaning.
Creating a new cost center for stormwater will streamline the budget process, allow internal stakeholders to
identify and access available funding, and prioritize critical stormwater projects to achieve regulatory compliance
milestones. As the Program evolves and expands, a separate cost center allows the City to more easily identify,
analyze and determine appropriate funding and budget monitoring for both the current MS4 General Permit as
well as the revised permit responsibilities which are scheduled for release in 2020/21.
Currently 0.20 FTE of the Water Resources Programs Manager (WRPM) and 0.20 of the Environmental Programs
Manager (EPM) are funded by the Stormwater Program. With the changing of job duties of the WRPM and the
increase in stormwater duties of the EPM, the 0.20 WRPM is recommended to move to the EPM.
Current Position Allocation
in Stormwater
Proposed Position Allocation
in Stormwater
FTE Change
Impact to General
Fund
0.20 WRPMFTE
0.00 WRPM FTE
-0.20 WRPM FTE
None
0.20 EPM FTE
0.40 EPM FTE
+0.20 EPM FTE
None
FISCAL IMPACT
Operating Expense: There is no net fiscal impact to the general fund. The 6.15 total FTE stormwater positions
are funded by the Local Revenue Measure. These position allocation changes do not change the total position
allocation of 6.15 for the Stormwater Program. The annual fiscal impact to the water fund will be $17,900
because the water fund will be absorbing the 0.20 of the WRPM. The annual fiscal impact to the sewer fund
will be a reduction of $(17,900) because the 0.20 stormwater moving to the EPM is currently paid by the sewer
fund.
Page 94
Attachment B
Water and Sewer Funds
Fiscal
Cost Center
Revenue
Year
Fund
Account__Jft FTEs
Ongoing
Offset
Net Cost
Water Resource Program Manager
2021
601
6005-Water
51001- Salaries for
+0.20
$17,900
Resources
WRPM
2021
101
New Cost
51001r — Salaries
-0.20
$(17,900)
Center-
for WRPM
Stormwater
Environmental Programs Manager
2021
101
New Cost
51001- Salaries for
+0.20
$17,900
Center-
— EPM
Stormwater
2021
602
6103-
51001— Salaries for
-0.20
$(17,900)
Environmental
EPM
Programs
Sub-Tota I : WF
0
Tota I
0
$0
0
SERVICE LEVEL IMPACT
Services will continue as usual, with budget management falling under Public Utilities. Flood control oversight
will continue to fall under Administration and Public Works.
BACKGROUND & SUPPORTING EVIDENCE
JL
Existing Situation: Factors Driving the Need for Change
Please see above.
Key Objectives: Making the Change Happen
➢ Separate stormwater operating costs from flood control operating costs
➢ Move stormwater budget oversight from Public Works to Public Utilities
➢ Oversight of flood control operating costs to remain under Administration/Public Works
Goal & Policy Criteria
➢ Regulatory oversight of the Municipal Separate Storm Sewer (MS4) General Permit
Major City Goal or Other Important Objective Addressed
➢ Regulatory compliance
STAKEHOLDERS
Administration, Public Utilities, Public Works, Community Development
IMPLEMENTATION
Program Manager
Program Manager: Christina Claxton — Environmental Programs
Project Team: Freddy Otte, Bob Hill, Matt Horn, Aaron Floyd, David Hix, Jennifer Thompson
Page 95
Attachment B
SOBC: Digsmart Software
Function Program
Utility Locating Water Distribution
SUMMARY OF CHANGE
Purchase of the Dig -Smart software to integrate with Cityworks for the management of Underground Service
Alert tickets. This software will also provide a "positive response" to the USA call center which is a requirement
of AB 1166. AB 1166 was signed by Governor Newsom October 2019 and the related portion of the bill affecting
positive response is effective January 1, 2021. This software is designated a Cityworks partner and easily
integrates with Cityworks and the City's existing GIS system.
FISCAL IMPACT
Operating Expense:
$10,000 initial with $5,000 annual licensing cost.
Fiscal
Year Fund Account FTEs
One -Time
Revenue
Ongoing Offset Net Cost
2021
601
6004
0
$4,500
$5,000
0
602
6101
$4,500
101
$1, 000
Sub -Total:
Total
$10,000
$5,00
SERVICE LEVEL IMPACT
This software meets the requirements of AB 1166 signed into law October 2019, which requires electronic
positive response for all assets within a designated Underground Service Alert dig ticket of which the City
receives thousands per year. This software will also integrate with Cityworks for better tracking of assets and
workload for the Utilities Locator who is responsible for the locating of these critical infrastructure assets. It will
also appropriately divide designated areas of responsibility outside the City boundaries but with City owned
assets such as the Whale Rock raw water line, which now must be manually sorted through by staff. IT concurs
with this purchase and it will have minimal impacts to their current workload.
BACKGROUND & SUPPORTING EVIDENCE
Existing Situation: Currently, USA tickets are sent to a designated email distribution list managed by Public
Works Administrative staff. There is a limited number of people allowed on the distribution list which makes
visibility and management of the work difficult and work orders must be manually entered into Cityworks for
tracking. The data currently collected does not allow for reasonable oversight of the work of the Utility Locator
and does not meet legal requirements for positive notification that go into place in January 2021.
Key Objectives: The software will allow all staff using Cityworks access to USA tickets as they arrive. Incomplete
tickets will be fully visible and manageable. The software will provide a positive response to the call center
when the mark out has been completed complying with AB 1166. One of the major benefits to this software is
that it provides the Utility Locator's supervisor with an opportunity for quick oversight of the utility markout
work to ensure that markouts are being conducted in the allotted timeframe, that photographic evidence of
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Attachment B
marked locations is being stored digitally, and that markouts are being handled by other City staff when the
Utility Locator is unavailable.
Goal & Policy Criteria
Complying with AB 1166. Allowing better management of Utility Locating workload.
Major City Goal or Other Important Objective Addressed
Compliance with AB 1166 signed into law October 2019.
STAKEHOLDERS
Utilities Department, Public Works, and IT
IMPLEMENTATION
Program Manager
Marcus Henderson
Project Team
Marcus Henderson, Kurt Long, Joe Little, Josh Erquiaga, David Yun
Implementation Plan
Purchase the software and implement API after Cityworks has been upgraded in approximately October 2020.
IT has placed the software on the IT Steering Committee agenda and have committed to its implementation
when Cityworks has been successfully upgraded to its latest version. As dig -smart is a Cityworks partner, the
installation and integration of it to the City's network and GIS systems will require a minimal effort and will
provide a great benefit to the stakeholders and fulfill a newl legal requirement.
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Attachment B
Solid Waste Program Staffing Update
Function
Program
30 — Environmental Health & Open Space
Solid Waste
SUMMARY OF CHANGE
Permanently change a Water Resource Technician (WRT) position to a Solid Waste Coordinator (SWC). Change
supervision of the Solid Waste Coordinator from 0.25 FTE of the Water Resources Program Manager (WRPM) to
0.1 FTE of the Utilities Business Manager (UBM).
Current Position Allocation
Proposed Position Allocation
WRT 1 FTE Solid Waste Program
SWC 1 FTE Solid Waste Program
WRPM 0.25FTE-Solid Waste Program
WRPM 0 FTE-Solid Waste Program
UBM 0 FTE Solid Waste
UBM 0.1 FTE Solid Waste
FISCAL IMPACT
Operating Expense: Solid Waste is a General Fund Program, that is funded entirely from AB939 fees. AB939
fees are collected from the solid waste franchise hauler and must be used exclusively to pay for activities that
reduce the amount of waste sent to the landfill (waste diversion).
Change Supervision of the SWC
The 0.25 Solid Waste FTE removed from the WRPM will be paid by the Water Fund. The 0.10 UBM FTE added to
the Solid Waste Program will be removed from the Sewer Fund.
Permanently Change WRT to SWC
Currently 1 FTE Water Resource Technician is paid from the Solid Waste AB939 fees. This SOBC will change that
WRT to a SWC but the funding source will remain the same.
Because AB939 fees must be used for waste diversion activities, the difference to the Solid Waste cost center
will be maintained by Solid Waste salaries in anticipation of the possibility that that the Solid Waste Coordinator
salary increases when the position becomes permanent. If the salary does not increase the difference will be
added to another Solid Waste expense line item or may be used to pay for a supplemental employee to assist
with Solid Waste activities. This will be reevaluated with the Mid -Year budget review.
Fiscal
Revenue
Year
Fund
Account
FTEs
One -Time
Ongoing
Offset
Net Cost
Utilities Business Manager
2021
602
Salaries — Regular
($8,600)
2021
101 AB939
Salaries— Regular
$8,600
Water Resources Program Manager
2021
601
Salaries — Regular
$22,400
2021
101—
Salaries — Regular
($22,400)
AB939
Solid Waste Cost Center
Attachment B
Fund
UBM
WRPM
Total Impact
Water
$22,400
$22,400
Sewer
$(8,600)
$(8,600)
General AB939
$8,600
$(22,400)
$13,800
SERVICE LEVEL IMPACT ! ,
This will allow for continuation of the Solid Waste Program.
BACKGROUND & SUPPORTING EVIDENCE
Existing Situation: Factors Driving the Need for Change
The Solid Waste cost center, included funding for salaries, was created as a part of the for the 2019-21 Financial
Plan however no permanent Solid Waste positions were created at that time.
Key Objectives: Making the Change Happen
Goal & Policy Criteria
Major City Goal or Other Important Objective Addressed
Climate Action
STAKEHOLDERS
Utilities Department, Water and Sewer ratepayers, Solid Waste ratepayers
IMPLEMENTATION
Program Manager
Utilities Business Manager
Project Team
Utilities Business Manager and Solid Waste Coordinator
Implementation Plan
Finalize Solid Waste Coordinatorjob description.
Meet and confer with SLOCEA.
Recruit a permanent Solid Waste Coordinator.
io The $13,800 should remain in the Solid Waste cost center for waste diversion activities.
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Attachment B
SOBC: Interim Deputy Director — Engineering & Planning
Function
Program
20 - Infrastructure & Transportation
Water and Wastewater Administration
SUMMARY OF CHANGE
Fund the Utilities Department Interim Deputy Director for Engineering & Planning for the duration of the Water
Resource Recovery Facility (WRRF) upgrade project.
FISCAL IMPACT
Operating Expense: This will cost the sewer fund $94,400 annually and the water fund $23,050 annually. The
WRRF upgrade is expected to last approximately 3 years.
Fiscal
Year
Fund
Account
FTEs
One -Time
Ongoing
Revenue
Offset
Net Cost
2021
601
51001— Regular
Salaries
$23,050
2021
602
51001— Regular
Salaries
$94,400
Sub -Total:
Total
$117,450
SERVICE LEVEL IMPACT
This change will enhance the Utilities Department's ability to continue providing essential water and sewer
services.
BACKGROUND & SUPPORTING EVIDENCE
Existing Situation: Factors Driving the Need for Change
In May 2019, the Utilities Department created the Interim Deputy Director— Engineering & Planning (Interim
Deputy) position to manage the Water Resource Recovery Facility (WRRF) upgrade project. The WRRF Project is
the largest capital improvement project ever constructed by the City. As the project manager, the Interim
Deputy, oversees all aspects of the project, including managing and negotiating all project agreements including
scopes of work, project budget and State Revolving Fund financing, change order review, compliance with the
project -associated Construction General Stormwater Permit, and the need for consistency in project
management as well as service as City liaison and point of contact for both internal and external communications
for the project. In addition to overseeing the WRRF Project, the Interim Deputy manages and supervises the
Interim Utilities Engineer and the Utilities Project Manager and oversees all engineering and planning for the
department.
To fund the position, the Utilities department has frozen a Water Resource Recovery Facility (WRRF) Operator
and a Water Resources Technician. Since May 2019, it has become apparent that these positions are critical and
must be hired.
This request is to fund the Interim Director position thus "unfreezing" the WRRF Operator and Water Resource
Technician positions so that they can be hired.
Stakeholders: Utilities Department, Water and Sewer Ratepayers
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Attachment B
Section E2: Business Type Funds — Parking Fund
Overview
The Parking Fund review provides the updated supplemental budget for FY 2020-21 and revised projections for FY
2021-22 through FY 2024-25. The Fund Analysis includes strategies to address financial impacts of the COVID-19
pandemic. The Parking Fund revenues and expenditures projections through the end of February 2020 were in -line
with end of year budgeted amounts adopted as part of the 2019-21Financial Plan; however, closure of the majority
of businesses in the downtown as well as the closure of the Parking Services office to the public in response to the
pandemic ceased nearly all new revenues for the rem ainder of FY 2019-20.
I m pact of COVID-19 on the Parking Fund
As with the pandemic itself, the future economic impacts of COVID-19 are still unclear. Parking has developed a
response strategy which includes suspension of most enforcement (except for egregious violations), waiving
parkingfees at meters and structures, and has made reductionsto staffing, non -staffing, and Capital Improvement
Plan (CIP) projects to close the gap between revenue and expenditures. Even with the recommended operating
reductions, staff is anticipating a revenue shortfall of approximately $5.9M between thetwo financial plan years as
a result of the COVID-19 pandemicandthe key role the Parking Fund will play in the effortsto revitalize the Citys
downtown.The Parking Fund is expected to return to normal revenue levels by 2023-24.
The two charts below illustratethe significant reductions in revenues for FY 2019-20. The revenue shown for March
2020 in Chart E-13b illustrates the variance between FY2019 levels with FY2020. Billed revenue includes monthly
structure access cards and lease space revenue that has been invoiced but will not be collected due to COVID-19
impacts.
Chart E-13a: Parking Revenues for FY2018 - FY2020
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
FY2018 FY2019 FY2020 FY2020
Actual Actual Budgeted Projected
Revenues $5,395,800 $5,228,900 $5,585,300 $3,057,700
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Attachment B
Chart E-13b: Parking Revenue Comparison FY2019 v. FY2020
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
■ FY2019 $467,500 $406,400 $432,500 $502,400 $337,900 $454,800 $404,600 $332,400 $704,700 $393,000
■ FY2020 $312,300 $602,000 $476,500 $302,700 $257,600 $386,400 $381,200 $265,100 $192,600 $162,800
Historical methodologies used to determine the immediate and forecasted health of the Parking Fund are
challenged as Downtown businesses have been forced to close to public uses other than drop off and pickup which
has altered the daily activities in our community. Parking Services, particularly not charging for many uses, will be
used as a catalyst for economic revitalization of the downtownarea once the shelter at homeorders are lifted and
businesses can re -open. Staff has identified multiple parking incentives that will be implemented in support of the
downtown revitalization efforts. Furthermore, staff is recommending not implementing further downtown parking
rate increases that were previously approved by Council. As part of the supplemental budget, Parking Services is
proposing a resolution to suspend future rate increases as well as temporary suspensions of current rates to assist
in the revitalization of downtown.
Another significant change to the Fund is pausing construction of the Palm-Nipomo parking structure which was
anticipated to begin construction in the fall of 2020. The Fund will complete final design for the parking structure
to be "shovel ready" but will not program the start of construction and its related debt issuance, operating costs,
and revenues in the Parking Fund projections until the Fund is sufficiently stabilized from the COVID-19 pandemic
impacts. However, staff will monitor and apply for any and all grants that this "shovel ready" project can apply for
as economic stimulus.
The Fund is still able to maintain the minimum 20% operating reserve level as well as cover all current debt
obligations in accordance with the City Financial Management policies.
Pa rking Services I nitial Response to COVID-19
Parking Services has taken the following steps to respond to the significant reduction in revenue and in support of
actions taken by City, county, state, and federal government agencies to address COVID-19:
1. Compliancewith the Fiscal Health Contingency Plan: Following the plan, spending was reduced in operating
and staffing and staff are respondingtothe "chill" by making only essential operational purchases and only
hiring key positions that must be filled.
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Attachment B
2. Operating Expenditure Reductions: The revisiting of all 2020-21 operating expenditures resulted in a
reduction of $385,771 including reductions to security services contract, cleaning contract, landscaping
contract, parking meter services contract, and minor reductions in materials budgets as noted below.
Parking staff will be reassigned to perform tasks previously covered by contracted services including
structure cleaning and security.
3. Design only of Palm/Nipomo Parking Structure: The design of the Palm/Nipomo Parking Structure will
continue to ensure that the project is "shovel ready" but no construction is recommended or projected in
the ClPforthe Parking Fund.
4. No Increase in Rates: Suspension of all previously approved rate increases that were programmed to take
effect July 1, 2020.
5. Reduced use of Supplemental Staff: Parking staff working assignments were reconfigured factoring in use
of new technologies so that staff are now able to cover multiple structures and lots more effectively.
Additionally, permit holder parking locations have been reconfigured by management staff to optimize
operating ability with new reduced staffing levels. This is an ongoingsolution for staffing.
6. Reduced Contract Services: Reduced service levels for landscaping, cleaning, and structure security.
Reduction to service contract levels will be supplemented by existing Parking staff that have been
repurposed duetotheCOVID-19 pandemic that will activelywork on cleaningand security. This is intended
to extend through all of FY2020-21.
7. Community Assistance: In recognition that many community members and businesses are facing financial
difficulties, Parking Services suspended parking meter payments and waived timed parking limits at all
metered spaces. Staff havefacilitated drop off and pick up zones. Further, parking citations were granted
an additional 30-day extension beyond established procedures to allow for payment of the base fine
amount only prior to citations becoming delinquent.
8. Hiring Chill: Froze two positions; the open Supervising Administrative Assistant position and the Parking
Coordinator position. Reduced supplemental staffing by47%duetonowork available and have remaining
supplemental staff performing duties to ensure the safety of the structures, appropriate use of the same,
and some other duties to makeup for reduced contract services.
9. Reduction in CIP: Reduced, deferred, or defunded certain CIP projects, totaling $28,870,000. This amount
includes costs and related debt issuancefor construction of Palm-Nipomo.
Key Assumptions for the Parking Fund
Parking Services used the following assumptions to forecast the FY 2020-21 Fund Analysis and budget. These
assumptions will continue to be monitored and updated as more information becomes available. Additional
assumptions areincluded in Appendix B.
1. Dramatic Decline in Revenues. Reported Parking revenue for March 2020 was down 72% compared to
March 2019. These numbers are derived from parking structure, metered parking, long-term parking, and
lease revenues for both FYs. Similarly, revenue for April 2020 is down 59% compared to April 2019. The
Page 103
Attachment B
forecast assumes that May and June will also be dramatically lower than comparable months last fiscal
year.
2. Parking Services Engagement in Economic Recovery Response. Parking Services currently is and will be in
the future engaged to assistwith economic recovery bytakingthefollowing actions:
a. Not charging for parking fees for on -street parking or parking in the structures from March 19,
2020 to present and likely extending until January 1, 2021. Limited or no revenues are expected
to be generated from daily parking for the remainder of FY 2019-20 and the first half of FY 2020-
21. This equates to roughly a $5.9 million dollar loss in revenue, but will greatly assist with the
health, vitality, and recovery of the City's Downtown.
b. Minimal revenues generated from citation issuance and contract parking forthe remainder of the
FY 2019-20and thefirsttwo quarters for FY 2020-21.
c. Courtesy Curbside Pickup zones were developed to assist customers with reaching businesses
while maintaining proper physical distancing.
d. Planned CIPs to improve parking meters in the downtown area will be used to upgrade to multi -
space pay -stations and the introduction of Mobile-App payment options which will allow for an
improved frictionless (contactless) parking experience.
2019-21 Financial Plan & Supplement Budget Review
It is anticipated that the Parking Fund Operating Budget will not exceed projected revenues until FY 2023-24 due
to the significant economic downturn that has resulted from the COVID-19 pandemic and economic recovery
efforts made by the City to assist with the revitalization of businesses. The chart below compares the operating
budgetto projected revenues for FY 2020-21through FY2024-25.
Chart E-13c: Parking Fund Revenues and Expenditures FY2018 -
i=v,)n)q
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
2017-18 2018-19 2019-20
Actual Actual Projected
Revenues $5,396,840 $5,228,929 $3,057,700
Expenditures $4,801,514 $6,056,985 $6,300,600
2020-21
2021-22
2022-23
2023-24
2024-25
Revised
Budget
Budget
Budget
Budget
$2,750,300
$3,929,600
$4,517,100
$4,727,800
$5,108,400
$4,758,200
$4,631,300
$4,731,400
$4,799,000
$4,344,900
The shortfalls to the Parking Fund revenue are significant enough that the waiving of positions, reduction in
operating budgets, and deferral of CIPs were not enough to balance revenue to expenditures. The City's planned
efforts to assist with the economic recovery for downtown business will reduce previously anticipated revenues for
Page 104
Attachment B
the first half of FY 2020-21 and possibly beyond. Reduced operatingcostsare anticipatedtobegreaterthan revised
revenue projections, for both financial plan years andare plannedto befundedusing unreservedworking capital.
The decision to utilize Unreserved Working Capital in the Parking Fund was made after careful evaluation of other
options.
Other options included defunding all CIPs, which was deemed too impactfuIto the City's aged infrastructure and
would not allow for technology enhancements that are required to reduce future operating costs in the longterm.
Further reductions to supplemental Parking staff were deemed unwise at this time duetodecreases in morecostly
contract services for security, landscaping, and janitorial services that will now be performed in-house by Parking
staff. In short, further operating reductions to balance revenues to expenditures would significantly impact Parking
operations and severely limit the Fund's ability to provide even the most basic parking services to the community.
Pa rking Fund Revised Expenditure Budgets
Below is a comparison of the adopted 2020-21 budget and the revised 2020-21 budget amountswhich include the
reductions listed above. The delivery cost to construct the Palm-NipomoStructure is not included in the comparison
chart because the significant cost, nearly $29M, of the Palm-Nipomo Structure in relation to the other categories
made the comparison difficult to display visually. The Parking Fund has deprogrammed the anticipated cost to
construct Palm-Nipomo untilthe parkingdemand and Parking Fund has recovered.
Chart E-13d: Operating Budgets Comparison for FY2020-21
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000 .
$ Operating CIPs General Gov't Debt Service
■ Original Budget $2,484,000 $1,494,000 $548,000 $856,000
■ Revised Budget $2,030,000 $1,161,500 $710,200 $855,500
■ Variance -18.3% -22.3% 29.6% 1.9%
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Attachment B
Table E-13a: Parking Fund Revised Budget For FY20-21
Operating Expenses
Notes
20-21 Original Budget
$
2,484,000
Non -staffing Reductions
$
(168,200)
Incl. Contract Services
Staffing Adjustments
$
(327,400)
Incl. Staffing Reductions and Freezing Positions
MOA Contingency
$
12,900
PG&E Peak Hours Adjustment
$
28,700
Revised 20-21 Budget
$
2,030,000
General Gov't
20-21 Original Budget
$
548,000
General Gov't Adjustment
$
162,200
Adjustment to Allocation of Public Works Administration Co
Revised 20-21 Budget
$
710,200
Capital Improvement Plan Projects
20-21 Original Budget
$
30,114,000
Deprogrammed CIPs
$
(28,952,500)
Incl. Palm-Nipomo
Revised 20-21 Budget
$
1,161,500
Debt Service
20-21 Original Budget
$
855,500
20-21 Revised Budget
$
855,500
20-21 Revised Budget Total
$
4,758,200
Parking Fund Revenue Projections
It is anticipated that Parking Fund revenues for 2020-21 will experiences ign if icantshortfall equaling about half the
total revenue received in a typical fiscal year. The chart below compares budgeted amounts for the fund's top six
revenue sources between the original budgeted amounts for FY 2020-21 and the revised budgeted amounts for FY
2020-21. Theta ble below shows the revenue impacts of changes in parking operations due to COVID-19 pandemic
and to support the economic recovery of the downtown area.
Chart E-13e:Top 6 Sources of Revenue Comparison for FY2021
$2,500,000
$2,000,000
$1,500,000
$1,000,000
00
Lots
Streets
Structures
Long -Term
Lease Revenue
Fines&
Parking
Forfeitures
■Original Budget
$124,400
$2,289,700
$1,768,300
$1,008,100
$283,100
$647,400
■ Revised Budget
$59,600
$821,300
$701,700
$431,300
$363,233
$297,300
■ Variance
-52.1%
-64.1%
-60.3%
-57.2%
28.3%
-54.1%
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Attachment B
Table E-13b: Parking Fund Revised Revenue Projections For FY20-21
Revenue
Parking Fund
Notes
20-21 Adopted Budget
$
6,045,000
Less Rate Increase
$
(727,300)
Rate increase approved as part of 17-19 Financial Plan
Reduced Enforcement
$
(334,400)
Waived Metered Parking
$
(1,103,900)
Reduced Structure Usage
$
(771,900)
Other Program Reductions
$
(357,200)
Incl. long-term parking, lease revenue, and meter bags
Revised 20-21 Budget
$
2,750,300
The impacts to the Parking Fund's Unreserved Working Capital balance is displayed in Appendix A.
Parking Fund CIP Budgets
Budgeted Capital Improvement Plan (CIP) projects forFY 2019-20and FY2020-21 have been reviewed and assigned
to one of four categories: Proceed — Construct, Proceed — Plan / Design Only, Defer - Defund, and Completed —
Defund. The recommendation to proceed with certain projects while deferring/ defundingother projects is based
on the Parking Fund's need to maintain current assets while still supporting theCity's Major City Goals by providing
improved services to community members.
The most significant change to Cl Ps is the recommendation to proceed with the planning and design forthe Palm-
Nipomo parking structure but not to proceed with construction until such time that the Fund is deemed healthy
enough to supportthe on -going debt obligations and operational costs associated with the new parking structure.
Another change is the recommendation to not fund the single space parking meter upgrades previously approved
by Council but, instead, to use the funds to purchase and implement new infrastructure including mobile payment
technology and pay -on -foot stations.
Planned CIPs for payment infrastructure (Mobile-Apps and on -street pay -on -foot stations) will enhance
communications from Parking Services to the customer base allowing for an easier, seamless interaction. The
addition of these technologies will allow customers to be informed of incentive offerings when parking in the
community while allowing the customerto choose a level of physical interaction with Parking that they are most
comfortable with.Additionally, these technologies will providedatathatwill be used to helpguide parkingdemand
and ensure proper usage of all available resources.
The chart below shows the Parking Fund CIP projects by the categories listed above. These figures include CIP
budget across both Financial Plan years as well as previously funded and open projects that havecarried over into
FY 2019-20. The chart also includes the newly proposed project reallocate funds for single-space parking meter
upgradesto new payment infrastructures.
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Attachment B
Chart E-13f: Capital I mprovement Plan (Cl P) Budgets for FY2019-20 &
$35,000,000 2020-21
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
Proceed: Construct* Proceed: Design /
Plan
■ Original Budget $30,114,000 $-
■ Revised Budget $2,410,500 $1,879,600
*Includes new CIP for Mobile Payment and Pay -on -foot Station Technologies
**Inlcudes construction costs for Palm-Nipomo
The Major City Goal Economic Recovery Response
Defer: Defund**
$29,878,300
Complete nd
$854,900
As the City and the community look to emerge from the impacts of the COVID-19 pandemic, Parking Services will
largely be involved in helping incentivize the customers and employee base to return to the downtown. Parking
Services is planning to offer waived parking fees at meters, lots, and structures for a minimum period of three
months. Discounted and additional waived parking fee options such as 100%parking validations for daily customers
in the parking structures; and reduced rate quarterly meter permits and PROX cards will be offered beyond the
initial waived three months that are planned to support revitalization efforts. Parking Services has estimated that
these initial offerings could continue for a much greater period, somewhere in line of six months to one year
depending on future resurgence of the virus.
Proposed Parking Initiatives
Below are highlights of other presently contemplated initiatives to both help residents, businesses, the
community, and the Parking Fund begin to recover economically. At the October revise, staff may have further
initiatives for Council'sconsideration.
1. Metered Parking Spaces
a. Payment for metered spaces will be suspended from present until on -street spaces meet or exceed
50%peak daily occupancyfortwo consecutive weeks.
i. Meter time limits and safety violations are enforced
b. 10-Hour Meter permits offered at a reduced rate (2/3 cost) to downtown employees from the
beginning of the reestablishment of hourly parking rates fora period no longer than three months.
2. Parking Structures
a. Payment in all city parking structures will be suspended from present until structures meet or exceed
50% peak daily occupancy fortwo consecutive weeks.
i. No overnight parking (except for DROP program participants)
ii. Safety violations are enforced
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Attachment B
iii. 1 additional hour of waived parking fees in all structures will be offered from the beginning of
the reestablishment of hourly parking rates for a period no longer than three months.
b. PROX Cards offered at a reduced rate (2/3 cost) to downtown employees from the beginning of the
reestablishment of hourly parking rates for a period no longer than three months.
c. Web -validations will be offered to downtown businesses for customers use only in the Mars h Street
and Palm 919 structurefrom the beginningof the reestablishment of hourly parking rates for a period
no longerthan three months. Validation isfor 100%ofone (1) daystayinthestructureatno charge to
downtown business.
3. Parking Lots
a. Waived parking fees in Lots 9, 14, and 15 from present until surface parking lots meet or exceed 50%
peak daily occupancy for two consecutive weeks.
i. No overnight parking
ii. Safety violations are enforced
b. Waived parking fees in Lots 9 and 15 from the beginning of the reestablishment of hourly parking rates
fora period no longer than three months.
c. Parking Services is also considering offering waived parking options during the 2020 holiday season to
encourage increased business for retail and dining establishments.
Next Steps —Considerations in Advance of October Budget Revisit
The economic climate is fluid and the completefuture impacts of the COVID-19 economic downturn to the Parking
Fund are unknown. Parking Services will continue to monitor its budget weekly, observe what other parking
agencies are doing in California, actively partner and coordinate with DowntownSLO, participate in the City's
Economic Recovery and Resiliency Major City Goal, coordinate with Cal Poly on technological solutionsto Parking
to remain aligned and better prepared to serve shared visitors, students, staff, and faculty, and actively assess
forecasted revenues and expenditures in advance of the October budget review by the City Council. This will
include:
1. Daily monitoringof parkingusage and revenue.
2. Identification of additional economic recovery efforts and financial impacts to incentivize customers and
employees to return to normal business operations in the downtown.
3. Continuation of coordination efforts on the Downtown Right -Of -Way ( ROW) project and impacts to traffic,
parking and revenues for the City.
4. Implementation of pay -on -foot machines and mobile apps to replace meters in the downtown area.
Adoption of these technologies should increase compliance with established parking policies and reduce
annual maintenance and operating costs associated with the current single-space parking meters.
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Attachment B
Parking Appendix A: Parking Fund Recommended 2020-21 BudgetChanges
U nreserved Working Capital
It is the City's policy to maintain a reserved working capital balance of 20% of operating expenditures for enterprise
funds. All working capital that is not designated is unreserved. This is considered the minimum level necessary to
maintain the City's credit worthiness and to adequately providefor:
1. Economic uncertainties, local disasters, and other financial hardships or downturns in the local or national
economy.
2. Contingencies for unseen operating or capital needs.
3. Cash flow requirements.
There is a significant change in the Parking Fund's Unreserved Working Capital beginning in FY 2020-21 as a result
of the deferral of the Palm-Nipomo parking structure CIP project. $10M of the project construction costs were
anticipated to be funded through Unreserved Working Capital while the remaining construction costs would be
funded through debtfinancing. The deferral of the Palm-Nipomo project allows for Unreserved Working Capital to
be used to cover the Fund's revenue shortfalls over the next four years while still maintaining the 20% operating
reserve.
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
2017-18
Chart E-13g: Unreserved Working Capital
11
2018-19 2019-20
2020-21 2021-22 2022-23
2023-24 2024-25
■ Original Budget* $13,909,000 $12,337,000 $12,212,000 $3,699,000 $4,359,000 $3,614,000 $3,562,000 $3,268,600
■ Revised Budget $13,909,000 $15,152,700 $11,648,000 $9,375,000 $8,289,000 $7,799,000 $7,441,000 $7,909,000
*1 nl cudesa nticipated funding of Palm-Nipomo construction costs i n FY2020-21
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Attachment B
Pa rkingAppendix B: Detailed BudgetAssum ptions for 2020-21 Su pplement
The following assumptions have been programmed into the long-term forecast of the Parking Fund. These
assumptions will be revisited in the fall when staff returns to Council with an updateto the City's financial position.
Revenue Assumptions
a. All approved rate increases for downtown parking programs that were scheduled to take effect on July 1, 2020
have been postponed and deprogrammed from the budget forecast until such time that it is determined
appropriateto implementthe increases.
b. It is anticipated to takefouryearsto fully recoverfrom thefinancial downturn that has resulted from theCOVID-
19 pandemic. Staff assumes revenue levels will return to normal in 2023-24.
c. On -street parking meter and parking structure fees will be waived during the 1st quarter of 2020-21. Parking
structureswill provide an additional60 minutes waived in the structures for the 2nd quarter of 2020-21.
d. Metered lot parkingfees will be waived forthe lstquarter of 2020-21 in Lot 14 and forthe lstand 2 n d quarters
of 2020-21 in Lots 9 and 15 in support of downtown employees.
e. 10-hourmeter permits and monthly daytime garage access cards will be offered at a reduced rate forthe 11t
and 2nd quarters of 2020-21 in supportof downtown employees.
f. Parking enforcement will return to 'normal' operation beginning July 1, 2020 but the focus will be on safety
violations and timed parking violations to ensure proper utilization of space in the downtown neighborhood.
g. Parking revenues from Lot 14 will continue until a new construction start date forthe Palm-Nipomo parking
structure has been determined.
h. Residential parking permit rate increase, approved as part of the 2017-19 Financial Plan, will still take effect on
July 1, 2020.
i. Lease revenue from Hotel Cerro project will continue to be transferred to the General Fund to fund key
downtown positions in the Police Department.
Operating Assumptions
a. Staffing costs includes $12,869 for MOAcontingency.
b. Reductions to service contracts is assumed to be on -going and some services will now be performed by City
staff.
c. General Government expenses reflect increases from the most recent Cost Allocation Plan.
d. Assumes increase in electricity cost of $28,664 to reflect PG&E rate adjustment.
e. The Palm-Nipomo parking structure, including on -going operations costs and debt service, have been
deprogrammed until a new construction start date can be determined.
f. Capital improvements forstructure maintenance projects in 2020-21arestillfunded.
g. Funds approved forthe upgradeand replacementof singlespace parking meters will be reallocated to fund the
installation of on -street multi -space pay stations; pending Council approval.
h. Assumes Financeand Information Technology CIP projectsthat are proportionately funded bythe Parking Fund
will occur in the projected years.
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Attachment B
Section E2: Business Type Funds —Transit Fund
Overview
The Transit Fund Supplement review presents a look at the annual Transit Enterprise Fund for Fiscal Year
2019-20 (FY20) and provides a revised budget for Fiscal Year 2020-21 (FY21). The forecast looks at key
issues and trends which could have an impact on the overall health of the fund. In this regard, staff is
pleased to report that due to the COVID-19 Aid, Relief, and Economic Security Act (CARES Act) funding, the
Transit Fund will remain balanced, and likely end FY 20 consistent with original operating assumptions
adopted with the 2019-21 Financial Plan, despite the impacts from the COVID-19 pandemic.
As with the pandemic itself, the future economic impacts of COVID-19 are still unclear. Historical
assumptions used to determine the immediate and forecasted health of the Transit Enterprise fund have
significantly changed but have been tempered by unanticipated supplemental funds provided by the CARES
Act. Based on knowledge to date, the Transit Program has compiled available data and performed an
analysis to develop a strategy for the fund.
Below is a summary of changes in Transit operations, which have occurred since March 2020 in response
to COVID-19, and which will impact the FY 21 budget.
1. Significant Decrease in Ridership. In direct response to the COVID-19 pandemic and the Shelter -In -
Place order issued on March 20, 2020, transit ridership has decreased by as much as 85%. For FY
21 ridership is anticipated to remain low with continued social distancing measures still in place,
community members are anticipated to be reluctant to share enclosed spaces and transit use by
Cal Poly students (the largest category of riders) being unknown.
Ridership has historically been one of the many indicators for gauging the success of a transit
program and to some degree, financial stability. However, because of the possibly long-lasting
impacts from COVID-19 and associated mitigative measures, the Transit Program remains
dedicated to providing a safety focused public transit model rather than a high ridership model at
this time. Regardless of the reemphasized focus of priorities, financial soundness is still achieved
during this Financial Plan largely due to the funding provided by the CARES Act.
2. Weekend Service Only (Seven Days a Week). Since March 20, 2020, and consistent with other local
and regional transit providers, service levels have been adjusted to match ridership demand. The
City's transit system has moved from the robust "Academic Schedule" to essential "Weekend
Service" levels. This has resulted in cost savings in the current fiscal year. For FY 21 transit service
levels are still expected to be reduced.
3. Community Assistance. To aid the community during these times of crisis and as an industry best
practice during emergency situations, SLO Transit implemented a "Fare -Free" model on March 26,
2020. The "Fare -Free" mode, where riders do not have to process cash or bus passes at the driver's
farebox, financially assists riders and allows for increased social distancing opportunities by
reducing interactions between drivers and riders by allowing for rear -door boarding.
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Attachment B
At this time, the Transit Program expects to remain "Fare -Free" until the end of the FY20 and is
expected to reduce Transit Fund revenue by approximately $50,000 in cash and bus pass. Even
when the Transit Fund resumes collecting fares in FY 21, because of the expected losses in
ridership, locally generated revenue in the form of cash and bus pass sales will continue to be
reduced from prior years. Based on the scale of the pandemic and current conversations being
held at the State level, the State is anticipated to forgo the mandated 20% operation cost recovery
requirement. Farebox recovery is elaborated upon further in this document. Additionally, the
CARES Act funding can replace the local requirement and this usual stipulation should not be a
concern for 2019-20 and 2020-21.
4. Cal Poly. Historically Cal Poly University has contributed a fixed amount of funding towards a
portion of their student body related ridership. For FY 20 the contributing amount was $533,139
and is paid to the Transit Fund quarterly installments of $133,285. As result of suspending the
remainder of the Cal Poly's Spring Quarter, Cal Poly has requested a 75% reduction for the last
(reducing payment to $33,321) to match provided service levels to Cal Poly. This reduction brings
Cal Poly's Transit Fund contribution to $443,179 for FY 19/20. Similar reduction requests are
expected in FY 20/21.
Several scenarios have been reviewed to assess what the Cal Poly's school year may look like in the
Fall but those are caveated with the decisions that have yet to be made by the California State
University (CSU) system and Cal Poly's implementation CSU guidance or orders at the local level.
At the time of writing this report, the situation is fluid and Cal Poly has not made any decisions
about the next school year.
For FY 21 the Transit Fund model assumes increased operational expenses of the "Academic
Schedule" with reduced revenue. This model was selected due to the need to maintain physical
distance between riders, reducing the total occupancy of a transit vehicle. This model provides for
greater opportunity for physical distancing and will be adjusted to match ridership demand. This
Transit Fund model is financially achievable due to CARES Act funds.
The Transit Program is actively working with Cal Poly to negotiate a new agreement for transit
services. The Transit Fund model assumes Cal Poly's contribution for FY 21 will be 65% ($346,540)
of the previously agreed amounts due to reduced ridership. Additionally, increased service
frequency will be required to provide for the health and safety of Cal Poly Students.
5. Health and Safety Materials. To mitigate the exposure of drivers who share an enclosed space with
passengers, Personal Protective Equipment (PPE) in the form of UV lights, cleaning and sterilizing
solutions, nitrile gloves and facemasks have been procured resulting in approximately $22,000 in
unexpected costs for FY 20. Other capital costs such as driver barriers and air conditioning mounted
UV lights are pending quotes and recommended to be funded by the CARES Act. Expenditures for
continued procurement of PPE in FY 20/21 is anticipated and included in Transit Fund model.
6. Health and Safety Operational Changes. Transit operational procedures have been put in place to
help protect passengers and drivers from virus transmission. These measures include passenger
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Attachment B
rear -door entry only, marking off seats so that there is some space between passengers, providing
appropriate transit service frequency so that buses do not exceed 15 passengers at any given time,
and providing Public Service Announcements (PSA) to riders consistent with County of San Luis
Obispo recommendations.
7. Anticipated Funding. The CARES Act will provide the Transit Fund up to $4,196,099 in direct
response to pandemic operating and capital costs. CARES Act funds will subsidize typical transit
funding sources for operational and pandemic related costs for portions of the current and into
the next fiscal year.
Key Revenue Assumptions
The Transit Fund used the following assumptions to forecast revenues for the Fiscal Year 2020-21
Supplemental Budget. These assumptions will continue to be monitored and updated as more information
becomes available.
1. Transit ridership will be significantly reduced. Transit has used a decline in overall ridership of 50%
(500,000 rides) for the model. These numbers assumed that a number of current riders will take
only essential trips and Cal Poly students' usage will be lower than past years as well due to remote
learning. Transit service will be scaled to match ridership demand. Reduced revenue due to
ridership decline is matched by reduced transit operating cost and further offset by CARES Act
funding.
2. A new agreement or an extension of the existing agreement with Cal Poly for transit services will
be approved. This work is currently underway but challenging to secure due to the unknowns
brought on by COVID-19.
3. The transit fund model assumes that FY 21 allocation of Transit Development Act Funds (TDA) will
be reduced as a result of the economic impacts of COVID-19 combined with lower fuel prices from
which most of these funds are derived.
4. Only a portion of FY 20 Federal funds are required to be used for operational costs and none will
be required in FY 21. Those traditional funds are replaced by CARES Act funds. These funds are
still available for future years and are available to reimburse the Transit Fund for eligible expenses.
The Transit Fund model assumes deferment of reimbursement of these Federal funds to future
fiscal years to address operational needs.
5. CARES Act funds will provide the majority of revenue to the Transit Fund in FY 2021, allowing the
fund to carry over unspent Federal funds into future fiscal years, as elaborated further in this
document.
Using these revenue assumptions, transit revenue will be $350,180 below the original projection for FY 20
and approximately $180,643 below for FY 21. CARES Act funding will be used to fund all revenue shortfalls
and pay for 100% of the operating costs for much of the year. Remaining costs will then be covered by
typical Federal and State funding sources.
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Attachment B
Revenues —Transit Fund
Annually, the City receives funding for its Transit Program from the following funding sources:
Table E-14a: Historic Transit Financial Model
Typical Transit Funding Sources
% of Annual
Budget
Date Funds Received
Federal 5307 Funds (FTA)
36%
Reimbursed After Fiscal Year
CA Local Transportation Funds (LTF)
38%
Paid Quarterly During Fiscal Year
CA State Transit Assistance Funds (STA)
6%
Paid Quarterly During Fiscal Year
Local Farebox Revenues
7%
Collected Throughout Fiscal Year
Cal Poly Transit Agreement
13%
Paid Quarterly During Fiscal Year
1. CARES Act Funds
The Coronavirus Aid, Relief, and Economic Security Act (CARES Act) provides $25 billion specifically to
transit agencies to prepare for and respond to the COVID-19 pandemic. Funding will be provided at a 100
percent (federal share) cost coverage, that requires no local match, and will be available to support capital,
operating, and other expenses generally eligible under transit programs. All operating expenses incurred
beginning on February 1, 2020 (representing five -twelfths of the fiscal year), can be funded by the CARES
Act, including capital costs associated with the pandemic.
The CARES Act will provide $16,347,083 for the San Luis Obispo County region, of which the City's Transit
Program is estimated to receive $4,196,099. There is $7.1 of CARES Act money allocated to the San Luis
Obispo Urbanized Area (SLO UZA). However, because RTA provides the para-transit operations (door-to-
door specialized bus service) on our behalf, they are entitled to a portion of the areas funds. This is why the
Transit Fund has programed the $4.1 Million in CARES Act funds. This funding will subsidize
operational costs for portions of FY 20 and all of FY 21.
2. Annual Federal 5307 Transit Assistance Funds
Transit Services receives an annual allocation of Federal Transit Assistance (FTA) funding that is formula -
based. It is provided to transit agencies and calculated by population and service level categories. This
Federal assistance is known as Federal 5307 funds. The annual allocation of Federal 5307 is an automatic
expected throughout the life of FAST Act, the current federal law that provides transportation funding and
which was enacted in 2016. While the allocation is available annually to the Transit Fund, the Fund can
only access these funds — or "draw them down" — as a reimbursement when there are eligible expenses
that have not already been covered by another funding source.
The 2019-21 Financial Plan Fund Analysis projected FTA funding of $1,488,983 in FY 20 and a similar amount
for FY 21. At the time of writing this report, these funding levels are expected to stay the same, despite
the infusion of CARES Act funds. 5307 funding will still be used to pay up -to 40% of Transit's operating
costs from July 1, 2019 to January 31, 2020 (approximately $771,641). CARES Act funds will then pay for
100% of the remaining fiscal year from February 1, 2020 to June 30, 2021, including all COVID-19 related
costs.
With the City's receipt of CARES Act funds, there will be an unused balance of FTA 5307 funds of
approximately $671,641 in FY 20 and growing to $1,597,111 (total combined amount of FY 20 and FY 21)
in FY 21. These funds are provided to a transit agency as reimbursement for eligible costs. Since CARES Act
Page 115
Attachment B
funds will provide operational funds, the unused 5307 funds are recommended to be used towards bus
replacements and in later years reimbursable operating costs not covered by CARES Act funds.
3. California Transportation Development Act Funds
The California Transportation Development Act (TDA) is comprised of two sources of funding for transit
programs, Local Transportation Funds (LTF) and State Transportation Assistance (STA) funding. LTF is
derived from a % cent collected in retail sales taxes. STA is derived from the statewide sales tax on diesel
fuel. Both funds are distributed to the regions by the State. Combined, these funds average 40% to 44%
(depending on the volatility of other funding sources) of the Transit Program's annual operating costs. As
opposed to 5307 money which is given to us as reimbursement, TDA funds are dispersed up front. The
County Auditor projects the estimated revenues of these funds and are received on a quarterly basis
throughout the year.
At the time of writing this report, these funding levels are expected to stay the same for FY 20. Given the
current pandemic and related measures, LTF funding will be severely impacted due to business closures
and the rapid decline in sales tax. In FY 21, this funding amount is anticipated to be reduced by as much as
33% to 50%, which aligns with assumptions made by SLOCOG and RTA.
Due to CARES Act funding, which will pay for 100% of Feb VY to June 30 operational costs, the Transit Fund
is estimated to have unused California TDA funds of approximately $735,937. These funds are
recommended to remain in unreserved fund balance to support future fiscal years needs based upon the
likelihood that future California TDA funding will be reduced as a result of the economic impacts of COVID-
19 pandemic.
4. Local Fare Revenue
Locally generated revenues such as bus pass sales and cash fares are collected and used to support transit
service operating costs. Specifically, the State requirement is that no less than 20% of the operating cost
be recovered from locally generated revenues. With potentially large losses in ridership and increased
remote learning opportunities from Cal Poly, locally generated revenues are anticipated to decline by 50%.
This is a conservative fund model since the current emergency is drastically different from previous
economic recessions that historically resulted in an increase of ridership. Staff will continue to monitor
revenues and will take necessary corrective actions to respond to ridership demands and Transit Fund
resiliency. CARES Act funding is eligible to offset declines in local generated revenue.
It is important to note that failure to meet the 20% locally generated revenue for three years in a row can
be penalized by a reduction in State TDA funds. However, the City has not failed to generate the 20% local
match requirement in the past and there has been no indication from the State this requirement will be
enforced given the current situation.
5. Local Partnership with Cal Poly
An additional source of locally generated revenue arises from a partnership agreement with Cal Poly to
reimburse the City for a portion of student ridership costs. Cal Poly ridership makes up as much as 65% of
the total ridership of the City's transit system. An extension to the originally signed long-term agreement
was approved by Council while negotiations for a new long-term agreement were underway. These
Page116
Attachment B
negotiations are anticipated to take longer than originally assumed due to the economic uncertainty
brought on by COVID-19.
The Cal Poly funding model has built in flexibility. This will allow the Fund to achieve some costs savings
yet have the ability to ramp up service levels corresponding to transit ridership demands if necessary. The
Cal Poly transit agreement that has been previously discussed will assist with locally generated revenue,
albeit the Fund is less reliant on this because of the infusion of CARES Act funds and the State dispensing
with the 20% Farebox recover mandate. However, in the spirit of cooperation, the Transit contribution will
be at a reduced cost to Cal Poly and assumed at 50% ($346,540) of previous years' contribution. This is
aimed to reflect assumed reductions in ridership yet help ensure scalability of transit frequency to provide
for the health and safety of Cal Poly Students, and the City and Cal Poly's long-term partnership to address
community needs.
Key Operating Changes
The Transit Fund has taken the following steps to respond to the current conditions:
1. Operational service costs have been reduced for FY 20-21 and are reflective of the less robust
transit service levels that correspond with reduced ridership levels. As a result of reduced transit
services, lower operational costs will be incurred by the City's transit service contractor and less
compensation is provided by the City to the contractor than in previous years.
2. The City's transit service will continue to implement industry best practices and County, State, and
CDC guidelines and orders for Personal Protective Equipment (PPE). Driver PPE such as gloves and
masks will continue to be a necessary and new operational expense in this area are included in the
Fund Model. Riders are also encouraged to bring their own PPE when taking essential trips on
public transit.
3. Due to reduced transit service frequency and operational service hours, reduced fuel and
maintenance cost will produce further savings, as elaborated upon later in this document.
4. Additional operating cost savings have been achieved by reductions in travel, training, marketing,
and computer supplies budget line items, consistent with the Fiscal Health Response Plan.
Operating Expenses —Transit Fund
1. Contract Services - On July 1, 2019, the City entered into a fourth and final year of an operational
contract with First Transit LLC. The contract allows for up to three one-year extensions. On March
3, 2020, Council approved the first of the three possible extensions for Fiscal Year 2020-21. As in
the base four-year contract, the contractor is reimbursed a fixed amount for overhead and
administration and a variable amount for transit service hours.
As a direct result of the COVID-19 pandemic, transit operating service hours and levels are less
robust than previous years' service levels and corresponded to reduced ridership demand. This
results in a cost savings of approximately $348,000 in FY 20/21.
2. Fuel - Fuel costs historically had been volatile and difficult to predict. Fund forecasts for fuel had
previously assumed a cost of $3.40 per gallon, however, the pandemic has resulted in reductions
Page 117
Attachment B
in fuel costs both locally and globally. The Transit Fund Model currently projects to save
approximately $90,007 in fuel costs in FY 21 based on fewer miles driven and current fuel cost.
3. Capital Projects - Capital expenditures will be limited to those projects deemed essential, that
stimulate economic recovery; and can be funded largely from grants, keeping the local match
requirements to a minimum.
Of those projects, preparing for the retirement and replacement of two 2007 diesel buses is
considered essential as these buses have reached the end of their service life, are showing wear,
and are prone to service failures. These bus replacements have been awarded a discretionary grant
to assist with funding, and if not used to replace these buses, the grant funds would need to be
returned. They are recommended to be replaced with electric buses resulting in a decrease of
Greenhouse Gas emissions.
While the discretionary grant funds awarded for bus replacements are less than previously
anticipated, the grant allows for use of 5307 Federal funds to off -set any shortfalls. Even with the
grant funds and use of 5307 Federal funding, $530,428 of unreserved transit fund balance is
required to complete the project.
Table E-14b: Anticipated Transit Electric Bus Purchase CIP Fund Amounts vs. Actuals
Capital Revenues
Original
Projection
Revised
SB1
378,000
285,459
LCTOP
517,000
256,731
Federal Grant Funds
-
671,641
Unreserved Working Capital
849,259
530,428
Capital Expenditures
1,744,259
1,744,259
Two (2) electric buses
Note: Less Unreserved Working Capital is need, as a result of CARES Act funds freeing up 5307 Federal Funds that can
now be used toward Capital purchases.
Procurement of these electric buses will be brought for Council consideration in July of 2020.
Outlook
Despite the negative impacts of the COVID-19 pandemic, the Transit Fund is stable largely due to CARES
Act funding. The reduction in transit service hours have produced cost savings that help to offset current
losses in revenues. Moving forward the CARES Act funds will be the primary revenue source for the Transit
Fund for FY 21. Typical FY 21 annual allocations of Federal 5307 and State Transit Development Act (TDA)
Funds will then be deferred for future use in FY 22. Transit service levels will be monitored closely and will
be programmed to align with ridership demands so that community members have this transportation
option.
Page118
Attachment B
Table E-14c: Summary of Recommended 20-21 Budget Changes
.s......................................................................................................................................................................................................................................................................
Frki�a
1485
1489
772
1511
-
145E
1372
1413
1427
TPA }
.... .... ..... .......................................................r........................r...................................................................................................................................................r........................�...........
1 fi4fr
199E
1472
i 572
799
1 535
1 $42
2 11E
2 139
TDA Mre les (5TA)
205
206
206
259
104
110
165
247
249
CAR 6 Aft
-
1,390
2,306
-
-
-
-
5wVicecha•ge}
......................................................................................................................................................................................................
777
E17
673
2A0
467
491
4135
4911
495
Imrestuentand PmPMReveues
3.9
S.H
5.3
a
S.H
5.9
5.9
60
5.0
Prrdraselta�po•t3fon
......................................................................
E51
........................1.....................
3235
929
......................4.......................1..........
29Q
2 781
...........
ry &OE
2.. f..........................
2 E36
f........................,1.....................?
2 E65
2 E93
f...........
Genera Goxe•nmenVAdnin
.................................................................................................................................................................................................................................................................................................................
391
597
569
580
569
S74
579
595
591
CxrstA ccafon
320
277
277
2E2
322
325
32E
331
335
-
I—
VMEIPMMEM�ffl
.................................................................................................................................................................................................................................................................................................................
charges m Firorruat Phr
..............................................................................................................................................................................................................................................................................................................
.................................................................................................................................................................................................................................................................................................................
Wo• king[a pital, Bejmiof Year
........... ..............................................
2, 234 .........
2 7EE ..........2�234
..........................r...........
.........2,E05
......
299E
3 4E9
3 372
3 497
3 990
Over tlode Expend"tore}
554
17
74L
24
511
(IA
126
492
497
..............................................................................................................................................................................................................................................................................................................
Reserve(2jD%ofop$ating)
.................................................................................................................................................................................................................................................................................................................
712
MO
755
E33
734
741
749
756
764
Designated V%b-k"ngCapital
1E1
.............................................................................................................................................................................................................................................................................................................
CIP DE"gnated Wo•k [apical
1,442
_
_
530
-
-
-
-
Ca =_c3 vcavnpay nnent
51
51
51
51
51
Note: FY 2020-21 will receive a big sum of CARES Act funds paying 100% of operating Costs. Federal 5307 and TDA savings will then be reinvested in the
s u b s e q u e nt ye, a rs.
Table E-14d: Transit Capital Revenues vs. Expenditures
Adopted
2019-20
Projected
2019-20
Adopted
2020-21
Revised
2020-21
Projected
2021-22
Projected
2022-23
Projected
2023-24
Capital Revenues
SBl
285,459
9,000
9,000
9,000
9,000
9,000
LCTOP
256,731
9,000
9,000
9,000
9,000
9,000
Federal Grant Funds
Ol
671,641
4,800,000
01
1,732,000
Unreserved Working Capital
1,200,000
1
530,428
Capital Expenditures
Two (2) electric buses
1,744,259
1,744,259
Six (6) electric buses
4,800,000
Two (2) electric buses
1 1,750,000
Note: FY 2021-22 and subsequent fiscal year bus purchases are subject to grant funding
Page 119
Attachment B
Transit Fund
Transit Appendix A: Transit Fund Recommended 2020-21 Budget Changes
Unreserved Working Capital
It is the City's policy to maintain a reserved working capital balance of 20% of operating expenditures for
enterprise funds. This is considered the minimum level necessary to maintain the City's credit worthiness
and to adequately provide for:
1. Economic uncertainties, local disasters, and other financial hardships or downturns in the local or
national economy.
2. Contingencies for unseen operating or capital needs
3. Cash flow requirements.
All working capital that is not designated is undesignated. The current undesignated working capital
balance (net of required reserved amount) in the Transit funds is $2.2 Million
The blue "Original Budget" bars in this graph shows the undesignated working capital balances as they
appeared in the original 2019-21 Financial Plan. The orange bar in this graph represents the projected
unreserved working capital balances with the CARES Act funding supplementing traditional transit
funding sources, changes in operating costs, capital purchases and reductions in revenues being made
to the FY 21 Supplement Budget.
Transit Unreserved Working Capital (1WC) Balance
5 3�50C�OCC
ss aaajoaa
s1,M0,0M
$2,0D CC
5 21KQoaa
s l,omow
$500 o0Q
$-
id-19 M20 2P21 21.22 22-23
■OriginalUnrewved $2y075,OdD $1.%S' Oo $3.9115." $1<434000 SJrS7-34"
■ Revised Unreserved 5Z213 000 $7 225.000 $2,399,CO D S2,697A
2
2 3- 24
$1,73M300
$3J8ZMD
Page120
Department Performance and Workload Measures
Attachment B
Department Performance and Workload Measures
CITY ADMINISTRATION & INFORMATION TECHNOLOGY DEPARTMENT
Summary
The City Administration department is responsible for providing information and recommendations to the City Council,
implementing Council policies and programs as well as managing the day-to-day operations of the City. It is the lead
department charged with overseeing the implementation the Council's Major City Goals. The department is also
responsible for coordinating the City's economic efforts including the City's Tourism program; includes a new Office of
Sustainability that houses the City's Climate Action Program, Natural Resources Program, Creeks and Watersheds Program
and Community Partnerships; and, provides the City's information technology resources and oversees the City Clerk
program. It serves as the liaison to Downtown SLO, the Revenue Enhancement Oversight Commission, and Monterey Bay
Community Power
Performance Measures
Measure/Explanation Target Actual* Target 2020-21
2019-20 2019-20
Maintain City Network Reliability Uptime Status
99.90% 99.90% 99.90%
The indicator is expressed as the percent of uptime each year that the City's core network is online and available 99.999%
of the time (no more than 8 hours per year of unscheduled and uncontrollable downtime).
Open City Hall Participant Satisfaction Rating
1 90%
1 93%
90%
Open City Hall is the City's main online platform for civic engagement. A variety of topics are regularly posted, and each
member of the public is asked to complete a brief satisfaction survey regarding their experience using the tool. Regular
use of Open City Hall by both the staff and public is a cost-effective way to increase engagement.
Economic Recovery & Resiliency Plan Implementation**
I N/A
I NA
1 100%
On time implementation of the Economic Development and Tourism work plan items from the Recovery Phase of the
Strategic Roadmap in response to and recover from COVID 19's economic impact to the City.
* FY20 year end projection as of 4124120
** The original performance measure as outlined in the 19-21 Financial Plan was to reach a 5% total increase in sales and
transient occupancy taxes. Due to the COVID-19 pandemic, staff has implemented a new performance measure that is in -
line with our Economic Recovery efforts.
Administration Department... Measures
19-21 Financial Plan
Measure
2017-18
2018-19
2019-20*
2020-21
City facilities receiving IT support
31
31
31
31
Data backed -up in Gigabytes
78200
78200
140,395
140,395
Number of GIS layers maintained
905
905
905
905
Contacts with businesses regarding starting,
expanding and staying the City
25
26
105
75
Promotional contracts administered
49
56
43
50
Regular and Special Council Meetings Held
36
30
26
24
City Manager Reports reviewed
238
230
140
150
Council agenda reports processed
262
266
270
266
Public Records requests processed
253
351
300
300
Community partnership contracts administered 12 12 12 12
* FY20 year end projection as of 4/24/20
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Department Performance and Workload Measures
Attachment B
Department Performance and Workload Measures
CITY ATTORNEY DEPARTMENT
Summary
The legal services program is a support function that assists the City Council, all City departments and City advisory
bodies to accomplish Major City Goals, Other Important Objectives, and core operational functions in accordance
with the law.
This program includes: Council, Commission and cross departmental legal review and advice to ensure general
compliance with applicable laws and to minimize liability exposure; defending or managing the defense of claims and
litigation against the City and initiating civil actions on behalf of the City; enforcing and prosecuting violations of the
Municipal Code, including both criminal violations and civil/administrative enforcement; and coordinating the City's
review of and response to proposed county, state, and federal legislation.
Performance Measures
Measure/Explanation Target Actual* Target 20207
2019-20 2019-20 21
Citation Appeal Process Completed Within 70 Days
70% 81% 80%
Administrative Citations written for violations of the City's Municipal Code will occasionally result in an appeal being
filed. It is the goal of this office to make the appeals process as efficient as possible for all those involved and
measure that efficiency by the time between when the City receives a request for appeal and when a decision (of any
kind) on that appeal is mailed (this includes decisions by staff to reject an appeal as untimely or to void the
underlying citation). The process is coordinated by City staff but relies entirely on volunteer hearing officers to review
valid appeals and make decisions, and should take no longer than 70 days.
Claims Against the City Received that Resulted in Litigation
I <5%
4%
<5%
Through active management of liability claims filed against the City, it is the objective that very few will result in
litigation or judgments against the City, and that claims, and litigation settlement costs can be managed effectively. A
level of less than 5% of all claims received by the City being litigated is ideal.
* FY20 year end projection as of 4121120
AttorneyCity •.rtment Workload Measures
19-21 Financial Plan
Measure
2017-18
2018-19
2019-20*
2020-21
Liability Claims Against the City Reviewed
66
80
77
70
Resolutions/Ordinances Reviewed
106
129
133
130**
Regular & Special Council Meetings
36
30
26
24
Planning Commission Meetings
23
16
15
18
Administrative Citation Appeals Received by the
City
151
145
128
150
* FY20 year end projection as of 4121120
**estimate for FY2020-21 increased based on trend of most recent years.
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Attachment B
Department Performance and Workload Measures
Department• and Workload Measures
COMMUNITY•'DEPARTMENT
Summary
The Community Development Department includes the Planning & Engineering and Building & Safety
divisions which develop, implement and track guiding policies in the City's General Plan. Plans for new
construction are reviewed through zoning, building permits, subdivision regulations, code enforcement, and
community design guidelines. The Community Development Department processes applications for
development of private property and serves San Luis Obispo residents directly at its public counter and
through code enforcement, and indirectly by guiding the City's urban form from concept to construction.
Performance Measures
Measure/Explanation Target Actual* Target
2019-20 2019-20 2020-21
Development Review activities completed within
75%
70%
75%
established cycle
The target goal of meeting cycle times 75% of the time reflects an increase in more complex and resource
intensive development review activities
Affordable Housing Units Constructed
34
34
40
Based on current entitlements and applications in progress, it is estimated that 34 affordable units will
be built in FY 2019-20 and 40 affordable units will be built in FY 2020-21.
Code Enforcement Performance
1 80% 85% 80%
This performance measure assesses the performance of the Code Enforcement Division with respect to the
average response time for all complaints received. The standards are: First Tier - 24 Hours, Second
Tier - 2 Days, and Third Tier - 3-5 Days
DevelopmentCommunity .. ... Measures
19-21 Financial Plan
Measure
2017-18
2018-19
2019-20*
2020-21
Number of Development Review Applications
Processed
480
345
376
362
Engineering Development Review Applications
Processed
60
24
51
25
Building Permit Applications Processed
1346
915
1100
750
Inspections Conducted
8062
6510
7500
4600
Enforcement Cases Reported
771
880
384
800
Affordable Housing Units Constructed
5
50
34
40
* FY20 year end projection as of 4121120
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Department Performance and Workload Measures
Attachment B
Performance and Workload Measures
DEPARTMENTDepartment
FIRE
Summary
The San Luis Obispo Fire Department protects the lives and property of the residents, businesses, and visitors of
the City from the adverse effects of medical emergencies, fires, and other dangers caused by human or nature.
In addition to providing compassionate emergency response, the Fire Department embraces a prevention and
education strategy that includes fire and life safety inspections, plan review services, fire/arson investigation,
fire safety and prevention public education, and disaster preparedness classes. The Fire Department has
automatic and mutual aid agreements with surrounding departments, California Office of Emergency Services,
and Los Padres National Forest.
Performance Measures
Measure/Explanation Target Actual* Target
2019-20 2019-20 2020-21
Meet the Total Response Time (TRT) goal as defined by General
Plan Safety Element of 7 minutes or less to 90% of all lights -and-
90%
71%
90%
siren emergencies in the City.
Total Response Time is calculated from the time of 911 pick-up in the City's Emergency Communication
Center until arrival of the first Fire Department personnel at the scene. For serious medical emergencies
and fires of all types, rapid arrival at the scene impacts outcomes. The time standard established in the
General Plan Safety Element are reflective of the guidance standards of the National Fire Protection
Association (NFPA).
Percentage of Fire Department Development Review activities
completed within published cycle times.
80%
60%
80%
The target goal of meeting cycle times on 80% of all internal development review activities is based on
assumptions that some projects will be more complex, development review activities will be extremely high,
and resources will be limited. In FY 2019-20 peformance was down due to City re -organization of the Fire
Marshal and Chief Building Official position, which resulted in a decrease in staff resources for fire plan review
activities.
*as of 4123120
DepartmentFire • ... Measures
19-21 Financial Plan
Measure*
2017-18
2018-19
2019-20*
2020-21
Fire Incidents (National Fire Incident Reporting
System (NFIRS) 100 series)
97
149
132
159
Rescue and Medical Services (NFIRS 300 series)
3,584
3,521
3,721
3,753
Total Fire Responses**
5,774
5,856
6,014
6,255
Fire and Safety Inspections
2,896
3,611
2,388
3,650
Building Plan and Development Plan Reviews
790
811
540
650
Emergency Response Personnel Average Training
Hours
147
170
223
185
* Fire Incidents, Rescue and Medical Services, Total Fire Responses and Emergency Response Personnel Average Training Hours are provided in calendar
years for 2018-18 and 2018-19. Actuals year end projections as cf 4123120. FY 2019-20 lower than anticipated due to COVID-19 impacts that have paused
inspections, reduced development review activity. **Total Fire Reponses do not include cancelled alarms or non -emergency medical transfers.
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Department Performance and Workload Measures
Attachment B
Performance and Workload Measures
DEPARTMENTDepartment
FINANCE
Summary
The Finance Department is responsible for managing the City's financial operations in accordance with
applicable law, policies, and procedures. This includes the preparation of the City's budget, payroll, and
financial reports, administration of the City's treasury and revenue operations, management of the City's
resources, and administration of indirect City-wide costs not easily charged to operating programs or
projects. The Department also prepares the City's audit and its Comprehensive Annual Financial Report
as well as the Popular Annual Financial Report.
Performance Measures
Target Actual* Target
Measure/Explanation
2019-20 2019-20 2020-21
Receive the Government Finance Officers Association
Yes
Yes
Yes
Distinguished Budget and CAFR Award
The Government Finance Officers Association (GFOA) issues the Certificate of Achievement for Excellence in
Financial Reporting (CAFR) and the Distinguished Budget Preparation Award to recognize local governments that
go beyond the minimum requirements of generally accepted accounting principles when preparing
comprehensive annual financial reports, that provide full disclosure of financial status to the public, and that
prepare budget documents of the very highest quality that reflect both the guidelines established by the
National Advisory Council on State and Local Budgeting and the GFOA's best practices on budgeting.
Meet Budget and Fiscal Policy Fund Balance Requirements
1 100%
1 100%
1 100%
Through semi-annual reporting to the City Council, ensure that the City is meeting all budget and fiscal policy
adopted fund balance requirements.
Meet all Federal, State, and City Charter Reporting
100%
100%
100%
Provide accurate and timely financial reporting data as required to Federal and State entities as well as to the
City Council as required by the City Charter and financial policies.
* FY20 year end projection as of 4121120
DepartmentFinance • •.• Measures
19-21 Financial Plan
Measure
2017-18
2018-19
2019-20*
2020-21
Business Tax Certificates Issued
8,230
8,205
8,300
8,100
Accounts Payable Checks issued
8,000
7,380
8,000
8,000
W2s Issued
766
1,425**
800
800
Purchase Orders (PO) Created
n/a
3,200
4,000
3,600 ***
Requests for Proposals Issued (new measure as of
FY20)
45
55
45
Contracts Administered
270
315
300
* FY20 year end projection as of 4/21/20
**W-s were issued from both the former payroll system and the new Oracle payroll system during this transition year
*** open POs will reduce the initial number of POs issued in 20-21 initially; which will likely be offset by fewer credit cards purchases in future years.
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Department Performance and Workload Measures
Attachment B
Department Performance and Workload Measures
HUMAN RESOURCES DEPARTMENT
Summary
The Human Resources Department provides support to all City departments through programs: Human
Resources Administration, Risk Management, and Wellness. The services provided under the Human Resources
Administration program include coordination of recruitment and selection, classification and compensation,
labor relations and negotiations, performance management, employee training and development, and
employee benefit administration. Services provided in the Risk Management program include liability and
property claims administratio, workers' compensation administration, employee safety and compliance, and
insurance review. The Wellness program promotes a healthy organization through the Employee Assistance
Program as well as education and wellness activities.
Performance Measures
Measure/Explanation Target Actual Target
2019-20 2019-20 2020-21
Percentage of On -Time Employee Performance Evaluations
95% 81% 95%
On time performance evaluations have dropped below the target due to a variety of reasons; a change in the
tracking system used, new staff, and competing priorities. Since October, Human Resources staff has been
sending regular reports to Administrative Assistants and Department Heads so that they can work to ensure
timely evaluations and HR staff is conducting performance evaluation training.
Percentage of Internal Promotions
1 40%
51%
40%
Human Resources staff has continued to encourage departments to provide opportunities for their staff to work
out of classification or on temporary assignment and continued the City's commitment to training and
development. The combination of these efforts has resulted in fifty one percent of recruitments resulting in
internal promotions.
Reduction in Liability and Workers' Compensation Claims*
-7%
-13%
-6%
During the first six months of the fiscal year, the cost of claims that have been filed and settled have been
historically low. This trend continued through the third quarter of the year, and is expected to remain that way
through the end of the fiscal year. If all claims that are currently open are paid out at the full value with which
they were filed, the program will exceed the expected reduction. There have been 44 Workers' Compensation
Claims filed during this period, and 25 Record -Only Claims filed. If the trend continues for the rest of the fiscal
year, the department will achieve or exceed the objective of 58 Workers' Compensation Claims filed.
*This performance measure will only consider liability claims that incurred monetary losses
DepartmentHuman Resources ... Measures
19-21 Financial Plan
Measure
2017-18
2018-19
2019-20*
2020-21
Recruitments - Regular and Supplemental
70
110
77
100
Labor Relations Activity
40
40
53
45
Applicants Screened
3,200
2,800
1644
3,000
Training Sessions Coordinated
31
35
35
35
Classification, Compensation, and Benefit Analysis
45
60
175
75
Liability Claims Filed
66
62
49
56
Worker's Compensation Claims Filed
61
60
44
55
*As of 4-23-2020
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Department Performance and Workload Measures
Attachment B
Department• . Workload Measures
PARKS AND RECREATION'AR
Summary
The Parks and Recreation Department is committed to providing quality parks and facilities (such as the SLO
Swim Center, Damon -Garcia Sports Complex, and Laguna Lake Golf Course) where recreation programs, special
events, activities for youth and seniors, cultural and educational opportunities occur in an effort to encourage
wellness and develop community through leisure, cultural, and social pursuits The Department also protects
and preserves the City's natural resources and open spaces.
Performance Measures
Measure/Explanation Target Actual* Target
2019-20 2019-20 2020-21
Pop up Events to Activate our Parks & Facilities
12 Events 18 Events 13 Events
Activate parks and recreational facilities through the planning of "pop-up" events with a target goal of at least
12 events in 2019-20 and 13 in 2020-21. The original target for FY 20-21 was 15 events, but due to COVID-19
possible impacts and County and State restrictions on large group gatherings, the Department has adjusted the
target down to 12 events.
Increased Community Awareness of Recreational Activities
10% 25%
10%
Continue to maximize outreach and educational efforts through social media. Track website visits, targeted
emails, and community participation at Parks and Recreation events.
Miles of Trails/Roads Maintained in the City Open Space 57 Miles 1 58.5 Miles 60 Miles
Preserve and protect the City's natural resources and open space by maintaining, managing, and patrolling open
space, trails, and creek corridors.
* FY20 year end projection as of 4121120
Parks • Recreation Workload Measures
19-21 Financial Plan
Measure
2017-18
2018-19
2019-20*
2020-21
Youth Service Participants
1195
1195
1,380
think
Adult Sports Teams Registered
240
250
223
250
Youth Sports Participants
1000
1100
714
1000
Triathlon Participants
900
900
0
800
Golf Rounds Played
30000
25000
25,000
25,000
Contract Class Participants
750
850
600
800
SLO Swim Center Uses
83,500
87,700
56,500
80,000
Facility Permits Processed
900
900
850
900
Special Events Permitted
90
90
45
75
Senior Center Members
300
300
300
300
Jack House & PRC Meetings
18
18
13
18
* FY20 year end projection as of 4121120, note that many of the workload measures were impacted by COVID-19 program closures and
goals for FY 20-21 were adjusted down due to potential COVID-19 impacts.
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Department Performance and Workload Measures
Attachment B
Department Performance and Workload Measures
POLICE DEPARTMENT
Summary
The Police Department's primary goal is to reduce harm. This is accomplished by reducing crime and the fear of crime,
increasing regional partnerships, enhancing community engagement, increasing multi -modal safety and ensuring members
of the department are healthy and well trained. The department consists of two operating bureaus; Operations and
Administration. The Operations Bureau consists of patrol services, traffic safety, and neighborhood services. The
Administrative Services Bureau includes administrative services, investigative division, communications, and records units.
Performance Measures
Target Actual* Target
Measure/Explanation
2019-20 2019-20 2020-21
Crime Reduction
-5% -5% -2%
The Police Department will work to reduce Part 1 Crime (defined as crimes against persons) by 5% as compared to FY 2018-
19. Methods for reaching this goal include; utilizing a crime analyst position, rapid deployment of resources, increased
social media, lowest level problem solving tactics and accountability, and utilizing intelligence led policing.
Increase Engagement on Wellness and Employee Health
1 5%
F 16.504,
20%
The Police Department will continue to invest in the peer counseling team and explore the possibility of offering professional
emotional and psychological support annually. The Department will begin tracking the number of Peer Support contacts
handled by the team and look for opportunities to increase engagement with our Employees by 5% and 10% respectively
over the next two years.
Reduce Homelessness and Mental Health Disorders calls
-2.50%
-7%
-5%
Reduce calls for service that are related to homelessness and/or mental health disorders by 5% each year with a
focus on ensuring 100% of our staff is trained in Crisis Intervention Training (CIT) and work towards getting some
officer and supervisor trained in the 80-hour hostage negotiation training, to address the growing needs
surrounding homelessness and mental health issues within downtown.
* FY20 year end projection as of 4121120
Police DepartmentWorkload Measures
19-21 Financial Plan
Measure
2017-18
2018-19
2019-20*
2020-21
Part I Crime (Property/Violent)*
1,955
1,999
1,925
1,906
Homeless Calls for Service
7,916
6,929
7,457
7,609
Traffic Collisions (All)
606
623
593
605
All Noise Complaints Received by Dispatch
1,897
1,625
1,736
1,771
Citations and Warnings Issued
11,271
10,463
6,865
9,300
DUI Arrests
296
305
175
250
Calls for Service - Police
31,591
31,494
29,448
32,200
Delayed Response (due to Officer unavailability)**
n/a
n/a
950
1,000
Total Arrests
2,921
2,201
1,854
2,245
Calls Received in the Communications Center
103,118
108,976
106,500
109,500
Property/Evidence Booked
7,744
5,929
7,478
7,630
Body Worn Camera & InCar Video Uploads
79,774
80,400
62,097
66,957
Public Records Requests & Subpoena Duces Tecum
81
87
91
93
Cases Assigned to Detectives
373
293
350
357
*Part 1 Crime statistics represent calendar year data
**Tracking data for Delayed Response didn't start until 2019.
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Department Performance and Workload Measures
Attachment B
Department Performance and Workload Measures
PUBLIC WORKS DEPARTMENT
Summary
The mission of the City of San Luis Obispo Public Works Department is to preserve and enhance city infrastructure
for an accessible, safe and inclusive community experience. These Performance Measures are intended to monitor
specific aspects of that mission.
Performance Measures
Target Actual* Target
Measure/Explanation
2019-20 2019-20 2020-21
Increase the number of work orders for proactive preventive
maintenance of city assets
5%
7%
5%
Increasing the percentage of total preventive work orders completed by staff in the areas of parks, city facilities,
and streets maintenance. Preventive work orders prolong the city's existing infrastructure and city assets while
reducing the risk of larger, more expensive projects in the future.
Enhance traffic safety for all modes of transportation
1 2%-3%
7.40%
10%
Reduce traffic collisions: A) vehicle to vehicle, B) vehicle to bicycle, C) vehicle to pedestrian, based upon a running
three year average.
Percentage of capital projects constructed in the budgeted
85%
70%
80%
year
Target completion of projects funded to construct improvements or maintain assets to 80% within the two year
financial plan. The goal of 80% takes into account challenges such as obtaining permits and agreements from third
parties, unforseen field conditions, weather, etc.
* FY20 year end projection as of 4121120
Public Works Department Workload Measures
19-21 Financial Plan
Measure
2017-18
2018-19
2019-20*
2020-21
Total acreage of park inventory
550
570
570
570
Street miles maintained
197
197
197
199
Total transit riders
964,872
1,013,116
750,000
680,000
Total number of public parking spaces in the
Downtown core
2,492
2,413
2,543
2,543
Internal service assets - Square feet of City
facilities/total City fleet
221,176/320
221,176/320
221,176/338
221,176/338
Pavement Condition Index (PCI)
70
72
72
72
Total trench repairs
78
78
78
78
9.0/31.7/25.7/0.
7.5/29.7/24/0
8.0/30.45/24/0
8.5/31/24/0
Bicycle Network; Class 1/2/3/4 in total miles
2
Total trees in the Urban Forest (public right of
way/parks)
13,000/6, 000
13, 000/6, 000
13,000/6, 000
13, 000/7,000
Corrugated Metal Pipe in Storm System
21%
20%
14%
14%
* FY20 year end projection as of 4121120
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Department Performance and Workload Measures
Attachment B
Department. and Workload Measures
DEPARTMENTUTILITIES
Summary
The Utilities Department provides essential services that support the community's health, well-being, and
quality of life. Through its efforts, water for the community is safely transported, treated, distributed, used,
collected, recovered and beneficially reused. These efforts are accomplished by the department's water and
wastewater divisions. Additionally, the department manages the City's solid waste, organic waste, and recycling
programs. Long range planning for water resources and infrastructure needs, environmental stewardship, and
business management are required to provide these vital services and are critical functions of the Utilities
Department. In total there are 13 programs that constitute the Utilities Department.
Performance Measures
Target Actual* Target
Measure/Explanation
2019-20 2019-20 2020-21
Wastewater Treatment Compliance Rate
100%
96% 100%
The WRRF was in compliance with effluent and receiving water requirements for 96% of fiscal year 2019-20. Six
of the eleven days of non-compliance resulted from receiving water salt concentration exceedance. This issue
will be addressed in the WRRF upgrade, currently underway, which replaces chemical disinfection with an
ultraviolet disinfection process.
Drinking Water Compliance Rate
100%
100%
100%
The Water Treatment Plant has remained in compliance with all State and Federal Drinking Water Standards,
which is the goal for this performance measure.
Safety -Incident Free Operations
0 11
0
Utilities has had a total of eleven incidents in the current fiscal year. One injury resulted in lost time, two of the
injuries resulted in employee work restrictions, two injuries resulted in first aid by a medical professional, two
resulted in first aid, three were motor vehicle related. This remains a very small amount of injuries considering
the amount of staff, type of daily operations performed in the field, and injury potential at multiple facilities. All
incidents are thoroughly examined by the Safety Engineer and additional measures are put in place to avoid and
future incidents.
Self -Generated Electricity at WRRF 5% 2% Increase 1 2% Increase
The Water Resource Recovery Facility utilizes an on -site cogeneration unit to create electricity for the plant.
Currently, over one Gigawatt of electricity is created by this process. Staff is investigating process improvement
and expansion strategies to increase onsite electricity generation. The goal for this measure is an annual
increase in amount of energy produced over 2018-19 base year.
Energy produced onsite from April 1, 2019 through April 1, 2020 was 1.05 Gigawatts, which represents a 2.3
percent increase over 2018. After construction of the new digester facilities is completed in 2022, staff expect a
more significant increase in biogas production.
Capital Improvement Projects Completion
100%
93%
100%
Utilities progress in the 2019-21 approved capital improvement project plan is expressed in the number of
projects on schedule during the 2019-21 Financial Plan. Utilities is on target to meet this measure, with 93% of
the capital improvement projects listed on the Financial plan on schedule with approximately $80 Million in
executed purchase orders.
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Department Performance and Workload Measures
Attachment B
* FY20 year end projection as of 4121120
Utilities •.• Measures
19-21 Financial Plan
Measure
2017-18
2018-19 2019-20*
2020-21
Public Education tours/events
100
111 54**
111
Safety Trainings
106
127 175
150
Water delivered (acre feet)
5,784
5,267 5,669
5,828
* FY20 year end projection as of 4121120
"Tours and/or events at the WRRF and Water Treatment Plant impacted by the COVID-19 epmidemic.
Page 131
Attachment B
SECTION F: CAPITAL IMPROVEMENT PROJECTS
OVERVIEW
All City construction projects and equipment purchases costing $25,000 or more are included in the City
Capital Improvement Plan (CIP). The CIP is adopted as part of the budget in every Financial Plan and
accomplishes several goals.
Comprehensive policies relative to the development of the City's CIP are specified in the Budget Policies
section of the 2019-21 Financial Plan including detailed information relative to both the two-year
Financial Plan and the Five -Year CIP forecast'.
The Supplemental Budget is the second -year budget of a two-year Financial Plan. Before the beginning of
the second year of the two-year cycle, the City Council reviews the progress during the first year, makes
adjustments as necessary, and approves appropriations for the second fiscal year. Though the actual
revenues received in FY 2018-19 were above the original budget, the impacts of the COVID-19 emergency
on the local economy have been significant. A revised forecast of the revenue shows a significant reduction
in FY 2019-20 and FY 2020-21. The revenue reductions necessitated a full overhaul of the CIP budget and
an assessment of each individual project by funding source.
COVID-19 Budget Impacts
The impact from COVID-19 have resulted in a revised forecast shows that General Fund revenues are
expected to decrease by approximately $8 million in FY 2020-21. Due to the revised projections in revenue,
staff evaluated all projects currently funded and the projects that were previously identified in FY 2020-21
as part of the 2019-21 Financial Plan. Part of that evaluation included the role of capital projects in
supporting recovery. The proposed capital projects support essential services to the community as well as
proposes deferred projects to align with the revised revenue projections. These projects are identified in
more detail in the following sections of this report.
Construction Cost Escalation
Currently, the construction industry is facing unprecedented uncertainty in costs, labor supply, and
conditions even without COVID-19 and the forecasts of costs are unknown at this time. Multiple City
projects have come in well above engineers' estimates and have had to be rebid and/or returned to the
City Council for further funding allocations. The costs of materials are escalating far more rapidly than
indexes can predict and the construction industry is facing a labor shortage. Recently, several capital
projects received no bids, which is an unusual occurrence. Global uncertainty in the financial markets and
the world in general, due to stock volatility and the COVID-19 pandemic, have created further turmoil in
1 2020-21 Financial Plan, Page 19. https://www.slocity.org/Home/ShowDocument?id=23630
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Attachment B
this industry. At the present time, it is uncertain whether the impacts from COVID-19 will increase
competition and result in downward pressure on construction costs; however, staff assumes this potential
to be low as overall construction has so far not slowed due to the pandemic. As such, costs escalations are
also a consideration of capital project prioritization.
SECTION OUTLINE
This Section includes the following elements:
1. FY20/21 CIP Budget Supplement Overview
2. Completed 2019-21 Capital Project Highlights
3. Upcoming CIP Projects in the First Half of FY20/21.
4. CIP Project Prioritization
S. CIP Prioritization Categories.
6. GENERAL FUNDS
6a. Fund Summary Table and New/Supplemental Project Funding
6b. List of Projects Proceeding
6c. Listing of Deferred and Completed Projects for De -Appropriation
7. LOCAL REVENUE MEASURE FUND
7a. Fund Summary Table and New/Supplemental Project Funding
7b. List of Projects Proceeding
7c. Listing of Deferred and Completed Projects for De -Appropriation
8. PARKING FUND
8a. Fund Summary Table and New/Supplemental Project Funding
8b. List of Projects Proceeding
8c. Listing of Deferred and Completed Projects for De -Appropriation
9. TRANSIT FUND
9a. Fund Summary Table and New/Supplemental Project Funding
9b. List of Projects Proceeding
9c. Listing of Deferred and Completed Projects for De -Appropriation
10. WATER FUND
10a. Fund Summary Table and New/Supplemental Project Funding
10n. List of Projects Proceeding
10c. Listing of Deferred and Completed Projects for De -Appropriation
11. SEWER FUND
11a. Fund Summary Table and New/Supplemental Project Funding
11b. List of Projects Proceeding
11c. Listing of Deferred and Completed Projects for De -Appropriation
12. SB1 FUND
13. TRANSPORTION IMPACT FEE FUND
13a. Fund Summary Table and New/Supplemental Project Funding
13b. List of Projects Proceeding
13c. Listing of Deferred and Completed Projects for De -Appropriation
13d. Remaining Fund Balance byTIF Fund
Page133
Attachment B
SECTION F-2: Completed 2019-21 Capital Projects Highlights
The following is a list of CIP projects that have been completed within the first half of the 2019-20 Fiscal
Year or are currently being constructed and will be complete soon. The summary
below reflects expenditures from the City's General Capital Outlay, Local Revenue Measure, SB 1, Zone
9, Water and Sewer funds and shows the comprehensive enhancements to the City of San Luis Obispo that
the Capital Engineering Program provides.
1
Table F-1: Completed 2019-21
Project
*South Broad Street Pavement Improvements
Capital Projects
Completed in October
Approx.
. •
Budget
$2,270,500
2
Casa/Murray Waterline Replacements
70% Complete.
$2,055,000
3
Stafford -Kentucky -Taft Sewer Replacement
Completed in December
$1,230,000
4
Osos-Leff-Santa Barbara Sewer Replacement
Completed in September
$1,103,000
5
Sewer Lining 2016
Substantially Completed in August
$524,000
6
Downtown Renewal: 858 Higuera Sidewalk
Replacement
Completed in April
$255,000
7
Foothill Pipe Bursting
Completed in November
$250,000
8
Sewer Lining 2019
Completed in October
$228,000
9
*Meadow Park Pedestrian Bridge Replacement
Completed in April
$200,000
10
Council Chamber Audio / Video Replacement
Completed in March
$175,000
11
*Pickleball Courts
Completed in September
$167,000
12
*Dispatch HVAC Replacement
Completed in October
$151,000
13
Water Treatment Plant Wash Water Tank Recoat
Completed in December
$138,000
14
Silt Removal 2019
Completed in October
$97,000
15
El Capitan Pedestrian Bridge Replacement
Completed in December
$96,000
16
*Swim Center Therapy Pool Re -Plaster
Completed in September
$96,000
17
*Fire Station 4 Emergency Backup Generator
Completed in September
$94,000
18
Mission Plaza Security Camera Installations
Completed in March
$40,000
19
*City Hall Painting
Completed in September
$40,000
20
*Fire Station 3 Painting
Total Budget for Completed or Active Projects
Completed in August
$10,000
$9,219,500
*Indicates project that was delivered using LRM Funds
Page134
Attachment B
SECTION F-3: Upcoming CIP Projects in First Half of FY20/21
The City has numerous projects forthcoming in the fourth quarter of FY2020 and first quarter of 2021. The
largest of the projects is the Marsh Street Bridge Replacement Project, which will replace the structurally
obsolete bridge between Santa Rosa and Osos Streets. Work began in May and will continue for a minimum
nine -month construction window in which traffic will be diverted through the downtown area to bypass
the bridge replacement work. Other notable projects include South Hills Radio Site Upgrades, which will
replace deficient City emergency communication equipment with more advanced and reliable equipment,
and Islay Hill Park Playground Equipment Replacements, which will provide all new play equipment and
ADA improvements to Islay Hill Park.
Table F-2
Approx.
Project
LIRIVI
Budget
1
South Hills Radio Site
Construction
Yes
$915,000
Upgrades
Begins May
2
Marsh Street Bridge
Construction
Yes
$5,400,000
Replacement (10% LRM)
Begins May
3
Islay Hill Park Playground
Construction
Yes
$620,000
Equipment Replacement
Begins May
4
City Facilities HVAC
Construction
Yes
$145,000
Replacements
Begins May
5
Bridge Maintenance 2021
Award Phase
Yes
$85,000
6
City Hall Fire Sprinkler
Award Phase
Yes
$60,000
Connection
7
Marsh Street Garage Elevator
Advertising
No
$50,000
Repair
8
Fire Station 1 HVAC
Advertising
Yes
$140,000
Replacements
9
Roadway Sealing 2020
Advertising
Yes
$2,100,000
10
Emerson Park Parking Lot
Advertising
Yes
$20,000
Maintenance
11
Swim Center Bath House Roof
Final Design Phase
Yes
$100,000
Repair
Total Budget for upcoming Projects
$9,635,000
Page135
Attachment B
SECTION F-4: CIP Proiect Prioritization
Capital Project Prioritization
Staff identified three overarching goals for continuing projects as identified below, including a prioritization
flowchart and categories that prioritize a CIP project's ability to deliver improvements to critical health and
safety infrastructure, maintenance of critical infrastructure, and support of economic recovery through
local construction job opportunities. Staff also evaluated each project's ability to achieve the 2019-21
Financial Plan Major City Goals, including Housing, Sustainable Transportation, Climate Action, and
Downtown Vitality.
align Adjusted CIP Program with Focus on C�
Economic Recovery & Consistency with
A critical aspect of each of these categories is a commitment to fiscal responsibility, especially with
consideration of the current economic situation. The following table provides a concise definition for each
category.
Page136
Attachment B
Table F-3
Definitions for FY2020-21 CIP Project Prioritization
Critical Infrastructure includes any systems and assets so vital to the City that the incapacity or destruction of
Critical for Public
these assets would have a debilitating impact on security, fiscal health, public health or safety. Example may
1
Health
include essential roadway connections, bridges, water, wastewater, treatment processes, etc.
& Safety
Renovates, repairs, or extends useful life of existing assets where deferal could result in significant cost • •
increases to City.
2
Essential
Maintenance
For the purposes of this exercise, this includes projects required by regulatory mandate, or where deferal could . .
result in significant loss in grant funds or other outside funding committments .. -
Projects that would directly contribute to economic recovery. Includes infrastructure projects that would be • • '
3
Supports Economic
strong candidates for future ecomonic stimulus, particularly projects likely to generate local employment.
Recovery
Ideally, project could be shovel -ready within 1-2 years.
Opportunity for
Projects that provide a positive transformational/disruptive opportunity to align City investments, resources and • _
4
Positive
practices to better support the community's long-term sustainability, health, economic and cultural vitality.
Transformation
Directly supports Housing Major City Goal, with focus on projects that facilitate production of housing supply--
5
Housing
particularly affordable housing.
Sustainable
Directly supports Sustainable Transportation Major City Goal, with focus on potential to make progress towards '
8
traffic safety (Vision Zero) and Mode Shift objectives, and improve access to lower -cost transportation options.
Transportation
Directly supports Climate Action Major City Goal, with focus on potential to support C.A.P. adoption and
7
Climate Action
transition to carbon neutrality.
Directly supports Downtown Vitality Major City Goal, with focus on potential benefits to economic health, cultural
8
Downtown Vitality
vibrancy, safety and accessibility. Additional consideration for projects with potential City-wide economic and
cultural vitality.
SECTION F-5: CIP Prioritization Categories
In review of the CIP, each project's ability to achieve the overarching goals as well as the applicable
prioritization categories identified in the prior section. Projects critical for public health and safety, essential
maintenance, and work that supports economic recovery are of the highest need to the City and have the
ability to reduce future maintenance and replacement costs, or create local economic vibrancy through job
preservation and/or creation. Each CIP project was assigned one of the following categories:
1. Proceed: Construct in FY 2020-21
2. Proceed: Continue Planning/Design Only
3. Hold: Shovel Ready for Future Funding/Stimulus — Do Not Defund
4. Defer: No Further Action this Fiscal Year — Defund
5. Completed: No Further Action this Fiscal Year— Defund.
Projects within the first three categories would not be defunded and are recommended to continue.
Projects specific to the "Hold" category present funding flexibility to the City. Should future revenues
continue to decline, these projects could be defunded. These projects would be in a "Shovel Ready" status
and could proceed if outside Federal or State funding sources are secured, such as stimulus or grants.
"Hold" projects also could proceed with City funding if future budget forecasts permit. Projects within the
Defer category were deemed non -essential and could be defunded to meet budgetary reduction targets.
Projects that are completed require no further action, and available remaining balances can be defunded.
Budget funds remaining within "Defer" and "Completed" projects are recommended to be returned to
the applicable Fund Balance, unless transferred to a new project or projects needing supplemental
funding, as described in Section 6-5.
Page 137
Attachment B
SECTION F-6: GENERAL FUND
Staff have identified additional funding for projects necessary to complete within the next fiscal year. A
portion of the defunded project budgets are recommended to be transferred to those projects.
Each subsection is organized by fund and identifies new or existing projects recommended for funding. A
brief description of the Purpose and Need is provided.
SECTION F-6A: Fund Summary Table and New/Supplemental Project Funding
General Funds include Capital Outlay Fund, Fleet Replacement Fund, Information Technology Fund, and
the Major Facility Replacement Fund.
Table F-4
1 Proceed: Construct in FY2020-21
2 Proceed: Continue Planning/Design Only
$ 5,269,516 $2,969,852 $2,299,664
$ 1,229,965 $341,141 $ 888,824
3 Hold: Shovel Ready for Future Funding/Stimulus -Do Not Defund $ 916,663 $354,632 $ 562,030
4 Proceed Total $3,750,518
5 Defer: No Futher Action this Fiscal Year - Defund $ 1,887,619 $114,235 $1,773,384
6 Completed: No Further Action this Fiscal Year- Defund $ 794,555 $690,520 $ 104,035
7 Defund Total $1,877,419
8 New and Supplemental Project Funding' $ (596,000)
9 Total Reductions $1,281,419
1See next table for New and Supplemental Funding for FY20/21
The following table shows new and supplemental project funding requests for FY20/21.
Table F-5
Capital Outlay Fund
New Project- Banner Arms, Bench Arm Rests, Signs
Downtown Renewal -Supplemental funding for Curbside Parklets
Anholm Neighborhood Greenway Plan - Phase 113 & 2- Supplemental
Project provides banner arms,
banners, arm rests and signs in the
$ 96,000 downtown - Downtown Vitality
Project will expand outdoor space
for physical distancing within the
$ 200,000 public ROW - Downtown Vitality
construction of the Class I bike path
between Foothill and Ramona.
Transfer $300k for IT Replacement
3 Funding $ 300,000 fund to Capital Outlay
New and Supplemental Project Funding $ 596,000
Page138
Attachment B
SECTION F-613: List of Projects Proceeding
1,
1
2
1 1
Anholm Neighborhood Greenway Plan - Phase 1B & 2- Supplemental Funding
$ 300,000
Current Remaining
$0 $ 300,000
Project Prioritization Criteria
Critical to Supports Supports Major City Goals Positive
Public Essential Transforms
Economic
Health & Maintenance Sustainahle Climate Downtown tional
y Housin
Safety Recover 9 Transportation Action Vitality Opportunity
X
X
X
X
3
Radio Handhelds (91583)
$ 274,457
$0 $
274,457
X
4
Community Safety Emergency Response Communication Equipment
5
6
South Hills Radio Site
IT Replacements -Annual Asset Maintenance Account
$ 273,500
$
273,500
X
X
X
7
8
9
10
VMware Infrastructure Upgrade
Audio Recording System Replacement
Shoremicro (Radio System Redundant Bypass Link)
Street Reconstruction and Resurfacing - Roadway Sealing 2020
$ 212,603
$ 10,000
$ 50,000
$ 582,377
$
$
$
$363,985 $
212,603
10,000
50,000
218,391
X
X
X
X
X
X
X
11
WRRF Facility Upgrade (91219) - Gun Range Demolition
$ 209,000
$6,750 $
202,250
X
X
12
Downtown Renewal -Supplemental Funding for Curbside Parklets
$ 200,000
$
200,000
X
X
X
13
Emergency Fiber Communication Repair
$ 130,000
$13,419 $
116,581
X
X
14
New Project- Banner Arms, Bench Arm Rests, Signs
$ 96,000
$
96,000
X
X
X
15
Major Facilities Maintenance - Annual Asset Maintenance Account
16
17
Energy Management System (EMS)
Urban Forest -Annual Asset Maintenance Account
$ 100,000
$ 45,000
$22,435 $
$0 $
77,565
45,000
X
X
X
X
18
Utilities Administration HVAC 2017 (91573)
$ 45,279
$807 $
44,473
X
X
19
ERP Acquisition (91534)
$ 1,858,674 $1,817,555 $
41,120
X
20
Traffic Ops Improvements (90884)
$ 39,706
$0 $
39,706
X
21
Bicycle Facility Improvements -Annual Asset Maintenance Account
$ 33,825
$0 $
33,825
X
X
X
X
22
City Hall Landing Repair (91532)
$ 21,580
$0 $
21,580
X
23
Traffic Signs and Striping Maintenance
$ 18,692
$0 $
18,692
X
X
X
24
Farmer's Market Bollards (91673) - Interim Measures
$ 15,000
$0 $
15,000
X
X
25
Patrol Sedan (91698)
$ 11,000
$0 $
11,000
X
26
Patrol Sedan (91697)
$ 11,000
$0 $
11,000
X
27
Patrol SUV (91699)
$ 11,000
$0 $
11,000
X
28
Fire Truck Pumper (91696)
$ 693,096
$685,210 $
7,886
X
29
PS Battery Backup (91692)
$ 8,294
$5,668 $
2,626
X
30
Parking Lot Maintenance -Annual Asset Maintenance Account
$ 18,275
$16,620 $
1,655
X
X
31
Storm Drains Annual Asset Maintenance Account
$ 1,158
$37,403 $
(36,245)
X
X
Page139
Attachment B
D ,ContinuingProject
Adopted
Budget
Current Remaining
oBudget
Project Prioritization Criteria
Critical to
Public
Health&
Safety
Essential
Maintenance
Supports
Economic
Recovery
Supports Major City Goals Positive
Transforms
Housing Sustainable Climate Downtown bona'
Transportation Action Vitality Opportunity
1
2
•
LOVR at 101 and SLO Crk Bridge Widening 2016 (99821)
$
425,945
$10,152 $
415,794
X
X
X
3
Tait Radio System Bknd Up (91691)
$
250,000
$0 $
250,000
X
4
California Taft Roundabout
$
200,000
$123,826 $
76,174
X
5
Major Facilities Maintenance -Annual Asset Maintenance Account
6
7
8
Fire Station #1 Fleet Maint. Bldg. Roof
Fire Station #2 - Roof
Facility Maintenace -Annual Asset Maintenance Account
$
$
20,000
50,000
$
$
20,000
50,000
X
X
X
X
9
10
HVAC and Sewer Lateral Replacements
Parks and Recreation Interior Office Rehabilitation - Design
$
$
105,453
55,000
$76,098 $
$38,069 $
29,354
16,931
X
X
X
11
Facility Parking Lot Maintenance (91310)
$
18,268
$3,505 $
14,763
X
X
12
Laguna Lake Dredging (99110) - Permit Renewal (Non-LRM Funding)
$
13,721
$0 $
13,721
X
13
Electric Plan Submittal (91682)
$
59,477
$57,389 $
2,088
X
14
Transit Yard Solar- Bus Parking Layout Stud
$
32,101
$32,101 $
-
X
X
X
15
16
D.
Parks and Recreation Interior Office Rehabilitation - Construction
$
400,000
$0 $
400,000
X
17
IT Replacements - Annual Asset Maintenance Account
18
19
20
Fire Radio Receive Site at Fire Station #4
Access Control (Automatic Gate Card System)
Major Facilities Maintenance- Annual Asset Maintenance Account
$
$
89,000
125,000
$
$
89,000
125,000
X
X
X
X
21
22
Fire Station #4 - Exterior Paint
Anholm Neighborhood Greenway Plan - Phase 1B & 2
$
$
27,500
253,788
$
$275,023 $
27,500
(21,235)
X
X
X
23
Sidewalk Annual Asset Maintenance Account
$
21,375
$79,610 $
(58,235)1
1 X
I X
Grand Total
7,416,143 $3,665,625 $3,750,518
Page 140
Attachment B
SECTION F-6C: Listing of Deferred and Completed Projects for De -Appropriation (Non LRM)
Table F-6
2 Farmer's Market Bollards (91673) $ 917,000 $7,192 $ 909,808
3 Tait Radio System Bknd Up (91691) $ 300,000 $0 $ 300,000
4 Green Fleet Vehicle Charging Stations 2017 (91565) $ 105,000 $0 $ 105,000
5 Council Hearing Room Tenant Improvements $ 100,000 $0 $ 100,000
6 Major Facilities Maintenance - Annual Asset Maintenance Account $ 76,790 $ 76,790
7
Bob Jones Prefumo Creek (91374)
$
121,929
$47,049
$ 74,880
8
Police Department & Fire Station 3 Painting (91646)
$
71,000
$0
$ 71,000
9
Signs Management - Cartegraph (91588)
$
65,000
$0
$ 65,000
10
Mission Plaza Enhancements - Hydration Stations
11
12
Hydration Station Installation
City to Sea Greenway (90495)
$
$
55,044
25,856
$21,697
$6,500
$ 33,346
$ 19,356
13
Corporation Yard Tenant Improvement (91643)
$
50,000
$31,797
$ 18,204
14
15
16
LOVR Spur of the Bob Jones Bike Path
•
Street Heavy Duty Dump Truck (91589)
$
$
$
-
794,555
38,936
$0
$690,52004
$702
$ -
,035
$ 38,234
17
Rosa Butron Adobe Painting 2017 (91571)
$
20,390
$6,278
$ 14,112
18
IT Replacements - Annual Asset Maintenance Account
19
20
Network Switching Infrastructure Equipment
ECC Computer Equipment Replacement (91328)
$
$
90,000
34,276
$78,758
$25,682
$ 11,242
$ 8,593
21
Storage Capacity Repl (91587)
$
22,249
$14,927
$ 7,321
22
El Capitan Pedestrian Bridge Replacement
$
17,645
$11,524
$ 6,121
23
Maintenance Work-JOC (91446)
$
5,360
$0
$ 5,360
24
Directional Signs 2016 (90740)
$
46,567
$42,821
$ 3,746
25
Ambulance Van (91409)
$
2,760
$0
$ 2,760
26
Police Patrol Utility Vehicle (91671)
$
52,300
$50,276
$ 2,024
27
Fire Rescue UTV (91622)
$
10,458
$8,501
$ 1,957
28
Police Interceptor SUV (91590)
$
2,300
$395
$ 1,905
29
Portable Restroom Trailer (91703)
$
315
$0
$ 315
30
Utility Crt with Dump Bed (91708)
$
1,200
$1,005
$ 195
31
Facilities Master Plan (91502)
$
10,650
$10,500
$ 150
Grand Total
$
2,682,174
$804,755
$1,877,419
Page 141
Attachment B
SECTION F-7A: LOCAL REVENUE MEASURE
Fund Summary Table and New/Supplemental Proiect Fundin
The following table lists the total remaining budget of all projects recommended to continue, as well as the
total remaining budget for deferrable and completed projects. The total De -Appropriation represents the
total deferrable budget, less the new funding requests. This amount can be returned to the Local Revenue
Measure Fund Balance.
Table F-6
1
Proceed: Construct in FY2020-21
$
12,528,856
$4,025,579
$ 8,503,278
2
Proceed: Continue Planning/Design Only
$
1,897,767
$348,211
$ 1,549,555
3
Hold: Shovel Ready for Future Funding/Stimulus - Do Not Defund
$
829,756
$323,532
$ 506,224
4
Proceed Total
$ 10,559,057
5
Defer: No Futher Action this Fiscal Year - Defund
$
3,695,293
$674,983
$ 3,020,310
6
Completed: No Further Action this Fiscal Year- Defund
$
3,316,316
$3,116,478
$ 199,837
7
Defund Total
$ 3,220,147
8
New and Supplemental Project Funding"
$ (1,850,000)
9
Total Reductions
$ 1,370,147
1See next table for New and Supplemental Funding for FY20/21
The following table shows new and supplemental project funding requests for FY20/21.
Table F-7
D•
New and Supplemental.•Purpose
and Need
Local Sales Tax Fund
New Project - Downtown Cleaning
Increases downtown cleanliness - downtown
1
Equipment
$150,000
vitality
New Project - Pedestrian Safety
Improvements on Monterey at Buena
Required by litigation to upgrade pedestrian
2
Vista
$30,000
crossing near Apple Farm — safety issue.
Project will replace an existing electrical
3
New Project - Replace City Hall Breaker
$30,000
disconnect that no longer functions
New Project - Pedestrian Crosswalk
Replace failed hardware with new system that is
4
Beacon on Ramona
$50,000
easier to maintain and functional — safety issue.
New Project - Bike/Ped Quick Build
Supports paving projects to integrate ped/bike
5
Projects
$140,000
improvements — safety issue.
Supplemental Funding - Fleet Services
Replace failed in -ground vehicle lifts for portable
6
Vehicle Lift
$78,000
lifts to address emergent life safety issues.
Funding to replace storm drain infrastructure on
Supplemental Funding —Storm Drain
Bullock Lane, at critical risk of failure and
7
Replacement at Bullock Lane
$250,000
collapse
Additional funding to complete roof repairs due
Supplemental Funding - Swim Center
to more extensive damage and costs. Reduces
8
Bath House Roof Replacement
$60,000
future costs to City
Supports construction of a traffic circle
Supplemental Funding -Neighborhood
improvements on Buchon to reduce vehicle
9
Traffic Improvements
$75,000
speeds and enhance neighborhood safety
Page142
Attachment B
Supports ADA improvements and pavement
Supplemental Funding - Street
reconstruction on Nipomo Street from Buchon
10
Reconstruction and Resurfacing
$137,000
to Leff - Sustainable Transportation
Street Reconstruction and Resurfacing -
Transfer of LRM funding to support construction
Transfer to Orcutt/Tank Farm
of the Orcutt/Tank Farm Roundabout. This
11
Roundabout Construction
$(522,048)
amount is backfilled by SB1 Funds.
New Project Orcutt/Tank Farm
Roundabout Construction - Fund
Transfer of LRM from Streets R&R funding to
Transfer from Street Reconstruction and
support construction of the Orcutt/Tank Farm
12
Resurfacing
$522,048
Roundabout.
Supplemental Funding Orcutt Tank Farm
Additional funding to support construction of
13
Roundabout
$550,000
the Orcutt Tank Farm Roundabout
Additional funding to support radio system
Supplemental Funding - Tait Radio
upgrades used by first responders - community
14
System Upgrade
$300,000
safety
Additional Project Funding: Budget
Transfers
$1,850,000
Page143
Attachment B
SECTION F-713: List of Projects Proceeding
1 ,
Proceed: Construct in FY2020-21
Continuing Project
Adopted
get
Current Remaining
Costs get
Project Prioritization Criteria
Critical to
Public
Health&
Safety
Essential
Maintenance
Supports
Economic
Recovery
Supports Major City Goals Positive
Transforma
Sustainable Climate Downtown tional
Housing
Transportation Action Vitality Opportunity
1
2
1
Street Reconstruction and Resurfacing- Roadway Sealing 2020
$ 4,081,211
Z.1
$2,819,014 $ 1,262,198
X
X
X X
3
IT Replacements - Annual Asset Maintenance Account
4
5
6
7
8
9
911 Phone System
Public Safety MDCand ln-Car Video Replacement
Radio Handhelds & Mobiles
VMware Infrastructure Upgrade
Costs to Date
Community Safety Emergency Response Communication Equipment
$ 20,000
$ 580,000
$ 143,123
$ 100,200
$ -
$
$
$
$
$54,144 $
20,000
580,000
143,123
100,200
(54,144)
X
X
X
4
X
X
10
11
12
KVECTower
South Hills Radio Site
Marsh at Santa Rosa Bridge Replacement 2016 (90480)
$ 250,000
$ 590,420
$ 725,089
$0 $
$126,326 $
$77,258 $
250,000
464,094
647,831
X
X
X
X
X
X
X
X
X
X
13
Playground Equipment Replacement -Annual Asset Maintenance Account
14
15
Islay Hill Park Playground
OrcuttTank Farm Roundabout -Supplemental Funding
$ 617,315
$ 550,000
$67,315 $
$
550,000
550,000
X
X
X
X
X
X
16
Orcutt Tank Farm Roundabout
$ 522,048
$
522,048
X
X
X
X
17
Storm Drains Annual Asset Maintenance Account
18
19
20
Bullock Lane
Bullock Lane CMP Replacement- Supplemental Funding
Major Facilities Maintenance - Annual Asset Maintenance Account
$ 307,367
$ 250,000
$85,808 $
$0 $
221,559
250,000
X
X
X
X
X
X
21
22
23
24
25
26
27
28
Swim Center Bath House Ceiling
Swim Center Shower System Repair
City Hall Fire Department Connection
Fire Station #1 - HVAC
Swim Center Bath House Roof
Accelerated Funding- Fleet Services Vehicle Lift
Costs to Date
Urban Forest -Annual Asset Maintenance Account
$ 30,000
$ 71,000
$ 58,000
$ 140,000
$ 70,000
$ 78,000
$ -
$ 350,797
$
$
$
$
$
$
$48,945 $
$21,814 $
30,000
71,000
58,000
140,000
70,000
78,000
(48,945)
328,983
X
X
X
X
X
X
X
X
X
X
X
X
X
X
29
Fleet Replacements- Annual Asset Maintenance
30
31
32
33
34
Police SNAP SUV Hybrid
Police Patrol Hybrid SUV (2 Vehicles Total)
Police Patrol Hybrid SUV (4VehiclesTotal)
Costs to Date
Bicycle Facility Improvements -Annual Asset Maintenance Account
$ 55,000
$ 130,000
$ 260,000
$ 264,408
$
$
$
$127,358 $
$27,733 $
55,000
130,000
260,000
(127,358)
236,675
X
X
X
X
X
35
Radio Handhelds(91583)
$ 203,000
$0 $
203,000
X
X
X
36
New Project- Downtown Cleaning Equipment
$ 150,000
$
150,000
X
I
I
I
X
X
Page 144
Attachment B
ID#
1
Proceed: Construct in FY2020-21
Continuing Project
Traffic Safety Implementation
Adopted
$
Budget
164,467
Current Remaining
Costs Budget §
$18,379 $ 146,088
Project Prioritization Criteria
Critical to
Public
Health 8
Safety
X
Essential
Maintenance
Supports
Economic
Recovery
Supports Major City Goals
Positive
Transforms
tional
Opportunity
Housing
Sustainable
Transportation
Climate
Action
Downtown
Vitality
2
New Project- Bike/Ped Quick Build Projects
$
140,000
$
140,000
x
x
x
3
Street Reconstruction and Resurfacing -Supplemental Funding
$
137,000
$0 $
137,000
X
X
X
4
Railroad Safety TrailTafttoPepper-2018(91375)
$
230,261
$114,154 $
116,107
X
X
X
5
Open Space - Annual Asset Maintenance Account
$
188,254
$97,019 $
91,235
X
X
6
Pedestrian and Bicycle Pathway - Annual Asset Maintenance Account
$
79,000
$0 $
79,000
X
X
X
7
Swim Center Bath House Roof (91656) - Supplemental Funding
$
60,000
$
60,000
x
x
8
Transportation Safety and Operations
$
55,000
$0 $
55,000
X
9
Active Transportation Plan
$
140,000
$86,414 $
53,586
X
10
Traffic Signs and Striping Maintenance
$
52,066
$1,098 $
50,968
X
X
11
New Project- Pedestrian Crosswalk Beacon on Ramona
$
50,000
$
50,000
X
12
PS Battery Backup (91692)
$
42,706
$0 $
42,706
X
13
Pedestrian Crossing Improvements
$
40,000
$0 $
40,000
X
X
X
14
Broad Street Corridor Access Improvements
$
35,000
$
35,000
X
X
X
15
City/County Library HVAC Replacement 2017 (91570)
$
31,300
$164 $
31,136
X
X
16
New Project- Pedestrian Safety Improvements on Monterey at Buena
$
30,000
$
30,000
X
X
17
New Project- Replace City Hall Breaker
$
30,000
$
30,000
X
18
Parks & Recreation HVAC 2017 (91572)
$
47,279
$17,806 $
29,473
X
X
19
Multisite Energy Management (91574)
$
32,600
$11,590 $
21,010
X
20
Laguna Lake Golf Course - Annual Asset Maintenance Account
$
30,000
$10,000 $
20,000
X
X
21
Parks Major Maintenance - Annual Asset Maintenance Account
X
22
23
Parks Play Surfacing
Parking Lot Maintenance -Annual Asset Maintenance Account
$
$
20,000
20,000
$
$0 $
20,000
20,000
X
24
Fire Station 3 Sewer Lateral Replacement (91687)
$
18,000
$0 $
18,000
X
X
X
25
Enhanced Open Space (91505)
$
28,970
$15,073 $
13,898
X
X
26
Patrol SUV (91699)
$
51,000
$41,704 $
9,296
X
27
Patrol Sedan (91697)
$
51,000
$41,704 $
9,296
X
28
Patrol Sedan (91698)
$
51,000
$41,704 $
9,296
X
29
Pest Control (91578)
$
17,500
$9,810 $
7,690
X
30
Fire Station Rollup Door(91581)
$
9,500
$3,610 $
5,890
X
X
31
Swim Center Bath House Roof (91656)
$
8,500
$3,800 $
4,700
X
X
32
Fire Station 1 HVAC (91647) - Design Phase Carryover
$
21,800
$20,735 $
1,065
X
X
33
Swim Center Filter Control (91575)
$
10,478
$9,703 $
775
X
34
TrafficOps Improvements (90894)
$
9,196
$25,401 $
(16,205)
X
Page145
Attachment B
Proceed: Continue Planning/Design Only
Adopted Current Remaining
get Costs get
1 .-7,11 SLILLIL'J� e
2 Tait Radio System Bknd Up (91691) - Supplemental Funding $ 300,000 $0 $ 300,000
Project Prioritization Criteria
Critical to
Public
Health &
Safety
Essential
Maintenance
Supports
Economic
Recovery
Supports Major City Goals
Positive
Transforma
tional
Opportunity
Housing
Sustainable
Transportation
Climate
Action
Downtown
Vitality
X
3 Major Facilities Maintenance - Annual Asset Maintenance Account
4 Energy Management System (EMS) $ 100,000 $ 100,000
5 Fire Station #1Administration Bldg Roof $ 81,500 $ 81,500
6 Fire Station #3- Roof $ 50,000 $ 50,000
7 Hydration Stations $ 3,000 $ 3,000
8 Swim Center Olympic Pool Thermal Blankets $ 30,000 $ 30,000
9 Swim Center Therapy Pool Boiler $ 15,000 $ 15,000
10 Mission Plaza Restroom Replacements and Enhancements $ 300,000 $52,000 $ 248,000
X
X
X
X
X
X
X
X
X
X
X
X
11 IT Replacements - Annual Asset Maintenance Account
12 ECC Equipment Replacement $ 35,000 $ 35,000
13 Network Security Upgrade $ 100,664 $ 100,664
14 Facility Parking Lot Maintenance (91310) $ 120,000 $0 $ 120,000
X
X
X
X
15 Tait Radio System Bknd U (91691) $ 100,000 $0 $ 100,000
X
16 Swim Center Co -generation Plant (91653) $ 85,000 $5,000 $ 80,000
X
X
17 Street Lights - Annual Asset Maintenance Account $ 142,500 $79,846 $ 62,654
X
X
18 Facility Maintenace -Annual Asset Maintenance Account
19 HVAC and Sewer Lateral Replacements $ 63,168 $3,498 $ 59,670
20 Parks Major Maintenance -Annual Asset Maintenance Account
X X
21 Cheng Park Revitalization $ 50,000 $ 50,000
22 ECC Equipment Replacement (91690) $ 35,000 $295 $ 34,705
X
X
X
X
23 2015 Traffic Safety Report Improvements (91607) $ 30,000 $ 30,000
X
24 Jack House Repairs (91685) $ 16,500 $0 $ 16,500
X
25 South Street Median Landscaping $ 15,000 $0 $ 15,000
X
X
26 Pismo/Johnson/SLCreek Bank Stabilization $ 10,000 $0 $ 10,000
X
X
27 Broad and Leff Culvert Repair (91156) $ 10,000 $2,387 $ 7,613
X
28 Corp Yard Fuel Island Siding (91632) $ 14,750 $14,500 $ 250
X
29 Police Station Replacement $ 190,685 $190,685 $ -
X
X
X
Page 146
Attachment B
Hold: Shovel Ready for Future Funding/Stimulus - Do
Not Defund
ID# Continuing ProjectJPW
Id: Shovel Rea utureFunding/Stimulus -D
Project Prioritization Criteria
Critical to Supports Major City Goals Positive
Public Essential Supports Transforn
Health& Maintenance Economic tional
Recovery Sustainable Climate Downtown
Safety Housing Opportuni
Transportation I Action I vitality
2
Sidewalk Annual Asset Maintenance Account
$
358,268
$191,227 $
167,040
X
3
Neighborhood Traffic Improvements
$
166,819
$72,636 $
94,183
X
4
Air Compressor Replacement - Fire Station 1
$
80,000
$0 $
80,000
X
5
Neighborhood Traffic Improvements- Supplemental Funding
$
75,000
$
75,000
X
6
Storm Drains Annual Asset Maintenance Account
7
8
Trash Capture Devices
Parks Hydrate Station (91681)
$
$
75,000
15,000
$
$0 $
75,000
15,000
X
X
X
X
9
Anholm Neighborhood Greenway Plan - Phase 1B & 2
$
59,669
$59,669 $
-
X
Grand Total
$ 15,256,379 $4,697,322 $10,559,057
Page 147
Attachment B
SECTION F-7C: Listing of Deferred and Completed Projects for De -Appropriation
2 Parks Major Maintenance - Annual Asset Maintenance Account $ 732,462 $34,904 $ 697,558
3 Carryover Funds $ 92,462 $31,141 $ 61,320
4 Parks Play Surfacing $ 30,000 $ 30,000
5 Water Stations and Supply Lines $ 40,000 $ 40,000
6 Sinsheimer Irrigation & Drainage (91658) $ 570,000 $0 $ 570,000
7
8
Coststo Date
Laguna Lake Dredging and Sediment Management Project Implementation
$
$
-
531,534
$3,763 $
$42,637 $
(3,763)
488,897
9
Fleet Replacements -Annual Asset Maintenance
$
450,000
$
450,000
10
11
12
13
14
Police Patrol Truck
Streets Maintenance Medium Duty Truck with Hooklift Bed
Streets Maintenance Medium Duty Truck with Utility Bed and Crane
Stormwater Hydrocleaner
Bob Jones Calle Joaquin to Ocn (91694)
$
$
$
$
$
75,000
135,000
120,000
120,000
216,000
$
$
$
$
$0 $
75,000
135,000
120,000
120,000
216,000
15
Open Space Acquisition
$
772,094
$565,282 $
206,812
16
Body Slide In Patcher (91700)
$
205,000
$0 $
205,000
17
Playground Equipment Replacement- Annual Asset Maintenance Account
$
160,000
$0 $
160,000
18
19
20
21
Emerson Park Fitness Equipment
Meadow Park Par Course
Vista Lago Mini Park Playground
Downtown Renewal - Broad Street
$
$
$
$
100,000
20,000
40,000
138,950
$
$
$
$0 $
100,000
20,000
40,000
138,950
22
23
Broad Street - West Side - Higuera to Marsh
Meadow Park Pathways Maintenance
$
$
138,950
137,090
$0 $
$13,540 $
138,950
123,550
24
Traffic Safety Implementation
$
100,000
$0 $
100,000
25
Meadow Park Irrigation (91680)
$
90,000
$0 $
90,000
26
Street Lights -Annual Asset Maintenance Account
$
75,000
$0 $
75,000
27
2015 Traffic Safety Report Improvements (91607)
$
30,000
$
30,000
28
Major Facilities Maintenance - Annual Asset Maintenance Account
$
19,663
$
19,663
29
30
ADA Transition Plan Implementation
Elsfor Park Fence (91678)
$
$
19,663
15,000
$
$0 $
19,663
15,000
31
Police Evidence Storage Bldg (91645)
$
5,000
$0 $
5,000
32
33
34
Police Department & Fire Station 3 Painting (91646)
Completed: No FurtherAction this Fiscal Year - Defund
Jack House Facility Shell (91686)
$
$
$
17,500
3,316,316
57,500
$18,620 $
$3,116,478 $
$15,000 $
(1,120)
199,837
42,500
35
City Hall Chiller Replacement 2017 (91568)
$
224,924
$202,884 $
22,040
36
Meadow Park Pedestrian Bridges Replacement Project
$
271,164
$249,646 $
21,518
37
Swim Center Re -plaster Therapy Pool (91657)
$
151,003
$132,176 $
18,827
38
Portable Restroom Trailer (91703)
$
15,874
$0 $
15,874
39
Mission Plaza Railing Upgrade 2019
$
35,000
$19,836 $
15,164
40
Fire EPCR Records Management (91367)
$
16,730
$1,796 $
14,934
41
EDC DataAire Replacement
$
157,280
$142,492 $
14,788
42
Police CAD Hardware (91401)
$
15,826
$4,595 $
11,232
43
PG&E Relocation for Meadow Park Pedestrian Bridge
$
66,000
$57,417 $
8,583
44
Major Facilities Maintenance - Annual Asset Maintenance Account
45
46
Swim Center Therapy Pool Chemical Pumps
ECC Blade Computers (91689)
$
$
8,000
4,317
$
$0 $
8,000
4,317
47
RRST Pepper to Train Station (91695)
$
30,000
$27,852 $
2,148
48
Emergency Repair -54Highland
$
15,519
$14,770 $
749
49
Fire Trainining Pickup (91598)
$
6,978
$6,606 $
372
50
Ped & Bike Path Maintenance - Annual Asset Maintenance Account
$
14,226
$14,033 $
193
51
Ambulance Van (91409)
$
128
$0 $
128
52
Utility Crt with Dump Bed (91707)
$
23,000
$22,934 $
66
53
Railroad District Boardwalk Replacement
$
1,214
$1,165 $
49
54
Utility Crt with Dump Bed (91708)
$
33,000
$33,029 $
(29)
55
Police Interceptor SUV (91590)
$
55,000
$56,615 $
(1,615)
Grand Total
$
7,011,609
$3,791,462 $
3,220,147
Table F8
Page148
Attachment B
SECTION F-8: PARKING FUND
SECTION F-8A: Fund Summary Table and New/Supplemental Project Funding
The following table lists the total remaining budget of all projects recommended to continue, as well as the
total remaining budget for deferrable and completed projects. The total De -Appropriation represents the
total deferrable budget, less the new funding requests. This amount can be returned to Fund Balance.
Table F-9
1
Proceed: Construct in FY2020-21
$
3,088,616
$678,157
$2,410,459
2
Proceed: Continue Planning/Design Only
$
1,910,861
$31,859
$1,879,002
3
Hold: Shovel Ready for Future Funding/Stimulus - Do Not Defund
$
625
$ 625
4
Proceed Total
$4,290,086
5
Defer: No Futher Action this Fiscal Year- Defund
$
1,372,500
$114,248
$1,258,252
6
Completed: No Further Action this Fiscal Year- Defund
$
879,507
$24,615
$ 854,892
7
Defund Total
$2,113,144
8
New and Supplemental Projet Funding'
$ (516,000)
9
Total Reductions
$1,597,144
'See next table for New and Supplemental Funding for FY20/21
The following table shows new and supplemental project funding requests for FY20/21.
Table F-10
Parking Fund
meters with pay stations -
operating cost savings
1 New Project- Multispace On -Street Pay Stations $ 515,000 measure
Major Facilities Maintenance - Accelerated Funding- Fleet Services Replace failed in -ground
2 Vehicle Lift $ 1,000 vehiclelift-safetyissue
Additional Project Funding: Budget Transfers $ 516,000
Page149
Attachment B
SECTION F-813: List of Projects Proceeding
Adopted
ID# Continuing Projects Budget Costs Budget
1 Proceed: Construct in FY2020-21
2 842 Palm Parking Structure $ 80Q000 $1,125 $ 798,875
Project Prioritization Criteria
Supports Major City Goals
Critical to Positive
Essential Supports
Public Maintenanc Sustainable Transform ati
Economic Climate Downtown
Health & e Recover Housing Transportati onal
Safety y on Action Vitality Opportunity
r
I X
X
X
3 871 Marsh Street Parking Structure Maintenance $ 722,500 $28,026 $ 694,474
X
X
X
4 New Project - Multispace On -Street Pay Stations $ 515,000 $ 515,000
X
X
X
5 919 Palm Street Parking Structure Maintenance $ 200,000 $18,698 $ 181,302
X
X
6 Upgrade Parking Structure Equipment (90960) $ 763,000 $630,308 $ 132,692
X
7 871 Marsh - Marsh Street Elevator Repair $ 77,500 $ 77,500
X
X
8 IT Replacements - Annual Asset Maintenance Account
9 VMware Infrastructure Upgrade $ 9,616 $ 9,616
10 Major Facilities Maintenance - Annual Asset Maintenance Account
X
11 Accelerated Funding- Fleet Services Vehicle Lift $ 1,000 $ 1,000
12 Proceed: Continue Planning/Design Only :. • ��
13 Palm-Nipomo Parking Structure $ 1,906,989 $31,859 $1,875,130
X X
X X
14 IT Replacements - Annual Asset Maintenance Account
15 Network Security Upgrade $ 3,872 $ 3,872
16 Hold: Shovel Ready for Future Funding/Stimulus - Do Not Defund
17 IT Replacements - Annual Asset Maintenance Account
18 Fire Radio Receive Site at Fire Station #4 $ 625 $ 625
X
X X X
Grand Total
$ 5,000,102 $710,016 $4,290,086
Page 150
Attachment B
SECTION F-8C: Listing of Deferred and Completed Projects for De -Appropriation
2
Parking Acquisition & Lease
$
500,000
$7,000
$ 493,000
3
Parking Meter Upgrades to Credit Card/Mobile Pay
$
315,000
$0
$ 315,000
4
Parking Meter Replacements of Existing Credit Card Meters
$
200,000
$0
$ 200,000
5
Parking Small Capital Miscellaneous CIP Projects
$
100,000
$0
$ 100,000
6
Telemetry Communications Upgrades - Wayfinding
$
57,500
$0
$ 57,500
7
Managed Parking Expansion (meters, Residential Permit Districts, Mobile
$
50,000
$0
$ 50,000
8
9
10
Green Fleet Vehicle Charging Stations 2017 (91565)
Completed: N. FurtherAction this Fiscal Year - Defund
Marsh Parking Structure Maintenance (91605)
$
$
$
150,000
879,507
575,000
$107,248
$24,615
$1,040
$ 42,752
$ 854,892
$ 573,960
11
Vehicle License Plate Recognition (91382)
$
145,000
$268
$ 144,732
12
Marsh Street Garage Improvements 2016 (91381)
$
73,271
$0
$ 73,271
13
Parking Structure Assessment (91380)
$
76,667
$16,432
$ 60,235
14
IT Replacements - Annual Asset Maintenance Account
15
16
17
18
Actual Costs to Date
Firewall Replacement
Virtual Private Network Replace
Network Switching Infrastructure Equipment
$
$
$
$
-
5,033
3,420
1,116
$6,875
$ (6,875)
$ 5,033
$ 3,420
$ 1,116
Grand Total
$
2,252,007
$138,863
$ 2,113,144
Page 151
Attachment B
SECTION F-9: TRANSIT FUND
SECTION F-9A: Fund Summary Table and New/Supplemental Project Funding
The following table list the total remaining budget of all projects recommended to continue, as well as the
total remaining budget for deferrable and completed projects. The total De -Appropriation represents the
total deferrable budget, less the new funding requests. This amount can be returned to Fund Balance.
Table F-11
1 Proceed: Construct in FY2020-21 $ 988,577 $373,058 $ 615,519
2
Proceed: Continue Planning/Design Only $ 103,472
$42,366 $
61,106
3
Hold: Shovel Ready for Future Funding/Stimulus - Do Not Defund $ 3,500
$
3,500
4
Proceed Total
$
680,125
5
Completed: No Further Action this Fiscal Year- Defund $ 104,637
$1,964 $
102,673
6
Defund Total
$
102,673
7
New and Supplemental Project Funding'
$
(530,428)
8
New Appropriation
$
(427,755)
'See nexttable for New and Supplemental Funding for FY20/21
The following table shows new project funding requests for FY20/21.
Table F-12
Transit Fund Sustainable Transportation Goals.
Advances compliance with the
Innovative Clean Transit (ICT) fleet
1 Electric Transit Vehicles Purchase - City Matching Funds $ 530,428 regulations
New and Supplemental Project Funding $ 530,428
Page152
Attachment B
SECTION F-913: List of Projects Proceeding
Cur rent Rernainin
1 • • • -Budget Adopted •Budget
1 . .: Construct in FY2020-21
2 Electric Transit Vehicles - Council Appropriated on 5/19/20 $ 530,428 $530,428
Project Prioritization Criteria
Critical to
Public
Health &
Safety
�MEssential
aintenance
Supports
Recover y
Supports Major City Goals
Positive
Transforma
tional
Opportunity
Housing
Sustainable
Transportation
Climate
Action
Downtown
Vitality
X
X
X
X
3 Transit Auto Location System (91606) $ 455,401 $373,058 $ 82,343
X
X
4 IT Replacements - Annual Asset Maintenance Account
5 VMware Infrastructure Upgrade $ 2,748 $ 2,748
X
6 • 1 1.
7 Bus Shelter Replacement (91253) $ 60,000 $0 $ 60,000
X X
8 IT Replacements- Annual Asset Maintenance Account $ 1,106 $ 1,106
9 Network Security Upgrade $ 1,106 $ 1,106
10 Transit Yard Solar- Bus Parkin La out Stuclv $ 42,366 $42,366 $ -
X
X
X
X
12 IT Replacements - Annual Asset Maintenance Account $ 3,500 $ 3,500
13 Fire Radio Receive Site at Fire Station #4 $ 3,500 $ 3,500
X X X
Grand Total
$ 1,095,549 $415,424 $680,125
Page 153
Attachment B
SECTION F-9C: Listing of Deferred and Completed Projects for De -Appropriation
Bus Shelter Replacement (91253) - Partial
2 Closeout $ 101,621 $0 $101,621
IT Replacements - Annual Asset Maintenance
3 Account
4 Costs to Date
$
- $1,964 $
(1,964)
5 Firewall Replacement
$
1,438 $
1,438
6 Virtual Private Network Replace
$
977 $
977
7 Network Switching Infrastructure Equipment $ 601 $ 601
Grand Total $ 104,637 $1,964 $102,673
Page154
Attachment B
SECTION F-10: WATER FUND
SECTION F-10A: Fund Summary Table and New/Supplemental Project Funding
The following table list the total remaining budget of all projects recommended to continue, as well as the
total remaining budget for deferrable and completed projects. The total New Appropriation represents
appropriations necessary to fund the new and additional project funding.
Table F-13
1
Proceed: Construct in FY2020-21
$
32,591,254
$13,030,825
$19,560,429
2
Proceed: Continue Planning/Design Only
$
414,796
$82,570
$ 332,226
3
Hold: Shovel Ready for Future Funding/Stimulus - Do Not Defund
$
5,900
$0
$ 5,900
4
Proceed Total
$19,898,555
5
Defer: No Futher Action this Fiscal Year- Defund
$
1,224,558
$0
$ 1,224,558
6
Completed: No Further Action this Fiscal Year- Defund
$
2,147,451
$1,935,529
$ 211,922
7
Defund Total
$ 1,436,480
8
New and Supplemental Project Funding'
$ (1,887,000)
9
New Appropriations
$ (450,520)
1See next table for New and Supplemental Funding for FY20/21
The following table shows new and supplemental project funding requests for FY20/21.
Table
ID# New and Supplemental Project Funding New Budget Purpose and Need
Water Fund
Reservoir Maintenance
Major Facilities Maintenance -Accelerated Funding- Fleet
Services Vehicle Lift
Jeffrey/ Cerro Romauldo / Westmont - 1000067
3 Supplemental Funding
Water Fund - Prop 1B SW RCB Grant
Address deferred maintenance to
water system reservoirs - health /
safety and critical maintenance
780,000 issue
Replace failed in -ground vehicle
lifts for portable lifts to address
7,000 emergent life safety issues.
Address deferred maintenance of
water distribution system -
health / safety and critical
1,100,000 maintenance issue
1,996,575
Grant funding (Prop. 1) for well
development programs -
4 Groundwater Well Development Program (91506) $ 1,996,575 community wellbeing
New and Supplemental Project Funding (Not Including Grants) $ 1,887,000
Page155
Attachment B
SECTION F-1013: List of Project Proceeding
e • • Budget AdoptedCurrent Remaining
.Budget
1*roceed: Construct in FY2020-21 J Am- . M
2 Water Treatment Plant Energy Efficiency $ 15,211,994 $5,961,653 $ 9,250,340
Project Prioritization Criteria
Critical to Supports Major City Goals Positive
Public Essential Supports
Transforma
Health & Maintenance Economic Sustainable Climate Downtown
Recover Housing tional
Safety y Transportation Action Vitality opportunity
X
X
X
X
3 Bee Bee, Cuesta, Loomis Improvements $ 1,750,000 $12,820 $ 1,737,180
X
X
X
4 Reservoir Maintenance $ 1,651,573 $166,172 $ 1,485,401
X
X
X
5 PSPS Emergency Power $ 1,958,000 $657,557 $ 1,300,443
X
X
6 Groundwater Well Development Program (91506) $ 1,327,443 $50,409 $ 1,277,034
X
7 Jeffrey/Cerro Romauldo / Westmont - 1000067 Supplemental Funding $ 1,100,000 $ 1,100,000
X
X
X
8 Terrace Hill PRV $ 692,346 $35,941 $ 656,405
X
X
X
9 WTP Major Equipment Maintenance $ 566,872 $107,887 $ 458,985
X
X
X
10 Water Distribution Point Repairs $ 690,000 $243,463 $ 446,537
X
X
X
11 Waterline Adandonment & Connections Various Locations 2016 (91312) $ 2,055,821 $1,651,607 $ 404,214
X
X
X
12 Water Utility Trench Repair (91147) $ 546,984 $230,029 $ 316,955
X
X
13 Water Distribution Telemetry System Upgrade (90490) $ 513,530 $234,194 $ 279,335
X
X
X
14 Water TTHM Byproduct Reduction Project $ 3,142,174 $2,916,692 $ 225,482
X
X
X
15 Craig, Christina, Jaycee Improvements $ 180,000 $0 $ 180,000
X
X
X
16 Water Distribution Meters and Boxes $ 180,000 $60,000 $ 120,000
X
17 Groundwater Basin Management $ 269,862 $150,000 $ 119,862
X
18 Water Distribution Fire Hydrants $ 80,000 $0 $ 80,000
X
X
19 Water Valve Cover Adjustments $ 46,565 $0 $ 46,565
X
X
20 Edna Tank Maintenance (91152) $ 40,005 $0 $ 40,005
X
X
21 Water Distribution Fire Hydrants (91744) $ 47,802 $23,743 $ 24,060
X
X
X
22 IT Replacements - Annual Asset Maintenance Account
23 VMware Infrastructure Upgrade $ 22,667 $ 22,667
24 WTP Ozone System Maintenance (91730) $ 121,820 $104,736 $ 17,084
X
25 WTP Chemical System Maintenance (91731) $ 29,000 $21,093 $ 7,907
X X
26 Major Facilities Maintenance -Annual Asset Maintenance Account
27 Accelerated Funding- Fleet Services Vehicle Lift $ 7,000 $ 7,000
28 WTP Air Compressor Replacement (91733) $ 4,794 $0 $ 4,794
X
X
X
X
X
29 WTP Air Compressor and Dryer Maintenance (91732) $ 32,000 $28,737 $ 3,263
X
X
30 Utilities Administration HVAC 2017 (91573) $ 1,500 $0 $ 1,500
X
31 Groundwater Basin Management Revised $ 230,138 $229,738 $ 400
X
X
32 Water Meters and Boxes (91743) $ 91,364 $144,353 $ (52,989)
X
X
Page 156
Attachment B
RemainingAdopted Current
• • • • -
1 Proceed: Continue Planning/Design Only r
2 Fleet Replacements - Annual Asset Maintenance
Project Prioritization Criteria
Critical to Supports Supports Major City Goals Positive
Public Essential Economic Sustainable Climate Downtown Transforms
Health & Maintenance Housing tortu
Safety Recovery Transportation Action Vitality opportunity
3 Water Distributions Medium Duty Truck with Utility Bed and Crane $ 180,000 $0 $ 180,000
4 Reservoir No 2 Replacement $ 171,570 $66,570 $ 105,000
X
X
X
5 LAN Tablet System (91717) $ 34,100 $0 $ 34,100
X
6 IT Replacements - Annual Asset Maintenance Account
7 Network Security Upgrade $ 9,126 $ 9,126
8 Hydraulic Model Update (91742) $ 20,000 $16,000 $ 4,000
Hold: Shovel Ready for Future Funding/Stimulus - Do Not
9 Defund �,�1•..=
10 IT Replacements - Annual Asset Maintenance Account
11 Fire Radio Receive Site at Fire Station #4 $ 4,000 $ 4,000
12 Anholm Neighborhood Greenway Plan -Phase 1B & 2 $ 1,900 $0 $ 1,900
X
X
X
X
X
X
Grand Total
$ 33,011,950 $13,113,395 $19,898,555
Page 157
Attachment B
SECTION 10-10C: Listing of Deferred and Completed Projects for De -Appropriation
2 Reservoir No 2 Replacement $ 949,558 $0 $ 949,558
3 Buchon / Santa Rosa Intersection Improvements $ 150,000 $0 $ 150,000
4 Wate r Uti I ity Tre nch Re pai r (91147) $ 100,000 $0 $ 100,000
5 Mid-Higuera
7 Water Distribution Svstem Improvements
8 WTP Water Meter Replacement (91734)
Street Reconstruction and Resurfacing- Roadway Sealing
9 2020
10 Water Dist. Pickup No. 0621 Replacement
11 IT Replacements - Annual Asset Maintenance Account
12 Costs to Date
13 Firewall Replacement
14 Virtual Private Network Replace
15 Network Switching Infrastructure Equipment
16 Compact Pickup (91603)
17 Compact Pickup (91604)
Grand Total
$ 131,880 -$302 $ 132,182
$ 70,000 $22,454 $ 47,546
$ 58,500 $46, 598 $ 11,902
$ 35,000 $27,458 $ 7,542
- $16,207 $ (16,207)
11,864 $ 11,864
$
8,063
$
8,063
$
3,090
$
3,090
$
7,226
$2,156 $
5,070
$
44,000
$43,129 $
871
$
3,372,009
$1,935,529 $1,436,480
Page158
Attachment B
SECTION F-11: SEWER FUND
SECTION F-11A: Fund Summary Table and New/Supplemental Project Funding
The following table list the total remaining budget of all projects recommended to continue, as well as the
total remaining budget for deferrable and completed projects. The total New Appropriation represents
appropriations necessary to fund the new and additional project funding.
Table F-15
1
Proceed: Construct in FY2020-21
$ 133,368,207
$71,826,769
$
61,541,439
2
Proceed: Continue Planning/Design Only
$ 1,166,001
$27,702
$
1,138,299
3
Hold: Shovel Ready for Future Funding/Stimulus - Do Not Defund
$ 154,275
$148,370
$
5,905
4
Proceed Total
$
62,685,642
5
Completed: No Further Action this Fiscal Year- Defund
$ 5,333,245
$4,530,718
$
802,527
6
Defund Total
$
802,527
7
New and Supplemental Project Funding'
$
(976,000)
8
New Appropriations
$
(173,473)
1See next table for New and Supplemental Funding for FY20/21
The following table shows new and supplemental project funding requests for FY20/21.
Table F-16
Sewer Fund
Critical maintenance of sewer lift
1
New Project- Lift Station Repairs
$
168,000
stations
Additional funding for critical
2
WRRF Major Equipment Maintenance
$
26,000
maintenance
Replace failed in -ground vehicle lifts
Major Facilities Maintenance - Accelerated Funding-
for portable lifts to address emergent
3
Fleet Services Vehicle Lift
$
12,000
life safety issues
Local match for grant funding-
4
New Project- California Resiliency Challenge
$
10,000
climate action
Supplemental funding to support
sewersiphon replacement underthe
Marsh at Santa Rosa Bridge Replacement 2016 (90480) -
Marsh Street Bridge - health and
5
Supplemental Funding
$
110,000
safety
Advanced funding to support critical
6
Foothill Sewer Lift Station
$
650,000
infrastructure - health and safety
New and Supplemental Project Funding
$
976,000
Page159
Attachment B
SECTION F-1113: List of Projects Proceeding
Adopted_
ProjectsIN Continuing
1 Proceed: Construct in FY2020-21
2 WRRF Facility Upgrade (91219) $123,690,051 $71,140,235 $52,549,817
Project Prioritization Criteria
Critical to Goals
Supports Major City Gls Positive
Public Essential Supports Transforma
Health & Maintenance Economic Sustainable Climate Downtown tlonal
Safety Recovery Housing O ortunit
Y Transportation Action Vitality PP Y
X
X
X
3 Sewer Lift Station and Siphon Replacement- Calle Joaquin (91118) $ 2,600,397 $244,444 $ 2,355,954
X
X
X
4 Foothill Sewer Lift Station $ 1,868,521 $63,442 $ 1,805,079
X
X
X
5 Tassajara, Cerro Romauldo, Jeffrey, Westmont Pipe Bursting $ 1,320,000 $15,255 $ 1,304,745
X
X
X
6 Sewer Inflow and Infiltration Reduction $ 826,866 $49,592 $ 777,274
X
X
X
7 Sewer Lift Station-CalleJoaquin $ 700,000 $8,820 $ 691,180
X
X
X
8 WRRF Major Equipment Maintenance $ 526,000 $0 $ 526,000
X
X
X
9 Wastewater Collection Telemetry Improvements $ 359,643 $1,735 $ 357,908
X
X
X
10 Marsh at Santa Rosa Bridge Replacement 2016 (90480) $ 261,443 $0 $ 261,443
X
X
X
11 Sewer Lift Station - New Buckley Station $ 180,000 $0 $ 180,000
X
X
X
12 New Project- Lift Station Repairs
13 Fund Transfer from 91628- Sewer Lift Station Repairs -Laguna Lake $ 168,000 $ 168,000
14 Water Distribution Meters and Boxes $ 180,000 $60,000 $ 120,000
X
X
X
X
Marsh at Santa Rosa Bridge Replacement 2016 (90480) - Supplemental
15 Funding $ 110,000 $ 110,000
X
X
X
16 WRRF Telemetry and Server Upgrade (91726) $ 108,000 $18,799 $ 89,201
X
17 Water Meters and Boxes (91743) $ 91,178 $17,793 $ 73,385
X
X
18 Sewer Utility Trench Repair (91740) $ 80,102 $23,652 $ 56,451
X
X
19 Sewer Manhole Cover Adjustments $ 41,550 $0 $ 41,550
X
X
20 WRRF Unit 3 Drain Pump (91728) $ 30,000 $0 $ 30,000
X
X
21 IT Replacements - Annual Asset Maintenance Account
22 VMware Infrastructure Upgrade $ 23,355 $ 23,355
23 Meinecke Murray Easement (91735) $ 17,860 $0 $ 17,860
X
X
24 WRRF Membrane System (91539) $ 75,000 $57,920 $ 17,080
X
X
X
25 Collection System Improvements and Point Repairs $ 29,332 $16,600 $ 12,733
X
X
X
26 Major Facilities Maintenance -Annual Asset Maintenance Account
27 Accelerated Funding- Fleet Services Vehicle Lift $ 12,000 $ 12,000
28 Street Reconstruction and Resurfacing- Roadway Sealing2020 $ 25,900 $15,953 $ 9,947
X
X
X
X
29 New Project- Banner Arms, Bench Arm Rests, Signs $ 5,000 $ 5,000
X
X
X
30 Utilities Administration HVAC 2017 (91573) $ 1,500 $0 $ 1,500
X
X
31 WRRF Major Equipment Maintenance (91120) $ 15,959 $15,959 $ -
X
X
32 Water Valve Cover Adjustments $ 25,550 $25,550 $
X
X
33 Sewer Lift Station Replacement - Foothill $51,022 $ (51,022)1
X
I X
I X
Page 160
Attachment B
AdoptedHealth
• -Budget • •
1 Proceed: Continue Planning/Design Only 1111 JI
2 Foothill Sewer Lift Station $ 650,000 $ 650,000
Project Prioritization Criteria
Critical to Supports Supports Major City Goals Positive
Public Essential Economic Sustainable Climate Downtown Transforms
8 Maintenance Housing tional
Recovery Transportation Action Vitality
Safety Opportunity
r X
I X
I X
3 Chorro/Murray Sewer Replacement (91639) $ 444,000 $27,702 $ 416,298
X
X
4 Infrastructure Renewal (91736) $ 52,598 $0 $ 52,11
X
X
5 New Project- California Resiliency Challenge $ 10,000 $ 10,000
X
X
X
6 IT Replacements - Annual Asset Maintenance Account
7 Network Security Upgrade $ 9,403 $ 9,403
Hold: Shovel Ready for Future Funding/Stimulus - Do Not
,N 8 Defund r •r
9 Anholm Neighborhood Greenway Plan- Phase 1B & 2 $ 2,400 $0 $ 2,400
X
X X X X
10 IT Replacements - Annual Asset Maintenance Account
11 Fire Radio Receive Site at Fire Station #4 $ 1,875 $ 1,875
12 Sewer Lift Station Replacement - Airport $ 150,000 $148,370 $ 1,630
X
X
X
X
X
X
Grand Total $134,583,483 $72,006,324 $62,577,160
Page 161
Attachment B
SECTION F-11C: Listing of Deferred and Completed Projects for De -Appropriation
2
Osos/Leff/Santa Barbara - 2017 (91438)
$
1,260,480
$978,829
$281,651
3
Sewer Lift Station Repairs - Laguna Lake (91628)
$
245,000
$77,608
$167,392
4
Sewer Lining Project 2016 (91421)
$
584,882
$486,719
$ 98,163
5
PSPS Emergency Power
$
200,000
$117,493
$ 82,507
6
Foothill Pipe Burst (91640)
$
303,600
$252,248
$ 51,352
7
Walnut, Morro, Albert, Mill, Santa Rosa CIP (91641)
$
245,457
$198,739
$ 46,718
8
Stafford, Taft, Kentucky Sewer Line Replacement (91265)
$
1,243,457
$1,203,885
$ 39,571
9
WRRF Auto Transfer Switch (91725)
$
32,470
$17,671
$ 14,799
10
WRRF Drain Gates (91727)
$
30,000
$18,588
$ 11,412
11
IT Replacements - Annual Asset Maintenance Account
12 Costs to Date
13 Firewall Replacement
14 Virtual Private Network Replace
15 Network Switching Infrastructure Equipment
Grand Total
- $16,697 $ (16,697)
12,223 $ 12,223
$ 8,307 $ 8,307
$ 5,129 $ 5,129
$ 5,333,245 $4,530,718 $802,527
Page 162
Attachment B
SECTION F-12: S131 Fund
Overview
On April 28, 2017, the Governor signed Senate Bill 1 (SB 1) (Beall, Chapter 5, Statutes of 2017), which is
known as the Road Repair and Accountability Act of 2017 (RMRA). RMRA addresses basic road
maintenance, rehabilitation, and critical safety needs on both the state highway and local roadway systems.
RMRA provides funding by charging:
1. An additional 12 cents per gallon increase on the gasoline excise tax effective November 1, 2017.
2. An additional 20 cents per gallon increase on the diesel fuel excise tax effective November 2, 2017.
3. An additional vehicle registration tax called the "Transportation Improvement Fee" with rates
based on the value of the motor vehicle effective January 1, 2018.
4. An additional $100 vehicle registration tax on zero emissions vehicles model year 2020 or later
effective July 1, 2020.
The City is estimated to receive approximately $795,548 of RMRA funding over the 2020-21 Fiscal Year.
This is much less than the $1,325,000 anticipated by the FY19/21 Budget. As a result, appropriations have
changed as identified in the below table.
Appropriations of S131 funds are restricted to roadway related projects. By applying S131 funds toward
paving projects, the City can re -direct or reserve the equivalent amount of General Fund money that would
have been used for those projects. Due to the ongoing economic impacts of COVID-19, the City has
identified a need to save as much General Fund revenue as possible and expend outside revenue sources
first.
The City is prepared to spend $522,048.47 in Summer 2020 on Roadway Maintenance. S131 funding will be
used on the Roadway Maintenance work in lieu of General Fund LRM money.
Table F-17: S61 Adjusted Appropriations for FY 20/21
1
Proceed: Construct in FY2020-21
$
795,548
2
Street Reconstruction and Resurfacing - Roadway Sealing 2020
$
522,048
3
Anholm Neighborhood Greenway Plan - Phase 113 & 2
$
189,558
4
Bridge Maintenance - Annual Asset Maintenance Account
$
83,942
5
Total Appropriation
$
795,548
Page163
Attachment B
SECTION F-13: Transportation Impact Fee Fund
F-13A. Fund Summary Table and New/Supplemental Project Funding
The following table lists the total remaining budget of all Transportation Impact Fee (TIF) funded projects
recommended to continue, as well as the total remaining budget for deferrable and completed projects.
The New Appropriation total represents appropriations necessary to fund the new and additional project
funding. Note that the Los Osos Valley Road (LOVR) and Orcutt Area Specific Plan (OASP) TIF programs have
no proposed modifications from the currently adopted budget; thus, are not listed in the tables below:
1
Proceed: Construct in FY2020-21
$
6,993,247
$1,319,047
$
5,674,200
2
Transportation Impact Fee Fund - CW
$
6,993,247
$1,319,047
$
5,674,200
3
Proceed: Continue Planning/Design Only
$
3,624,443
$1,126,520
$
2,497,923
4
Transportation Impact Fee Fund - CW
$
2,266,143
$1,071,520
$
1,194,623
5
Transportation Impact Fee Fund - MASP
$
323,300
$0
$
323,300
6
Transportation Impact Fee Fund - AASP
$
1,035,000
$55,000
$
980,000
7
Proceed Total
$
10,617,690
8
Defer: No Futher Action this Fiscal Year - Defund
$
2,437,419
$4,549
$
2,432,870
9
Transportation Impact Fee Fund - CW
$
2,392,419
$4,549
$
2,387,870
10
Transportation Impact Fee Fund - AASP
$
45,000
$0
$
45,000
11
Completed: No Further Action this Fiscal Year - Defund
$
87,148
$65,773
$
21,375
12
Transportation Impact Fee Fund - CW
$
87,148
$65,773
$
21,375
13
14
New and Supplemental Project Funding"
$
(3,253,300)
15
Transportation Impact Fee Fund - CW
$
(2,700,000)
16
Transportation Impact Fee Fund - AASP
$
(230,000)
17
Transportation Impact Fee Fund - MASP
$
(323,300)
18
New Appropriations
1See next table for New and Supplemental Funding for FY20/21
CW = Citywide Transportation Impact Fee Fund
AASP = Airport Area Specific Plan Transportation Impact Fee Fund
MASP = Margarita Area Specific Plan Transportation Impact Fee Fund
The following table shows new and supplemental project funding requests for FY20/21.
Page164
Attachment B
1
2
TIF
Fund Transfer from Defunded Projects $
New Project - Orcutt/Tank Farm CW TIF $
Roundabout
New Project - Transportation Fee CW TIF $
Program Update
New Appropriation
$
3 Prado Road Bridge Widening
MASPTIF $
4 Prado Road Bridge Widening
AASPTIF $
5 Prado Road Interchange
MASPTIF $
Total Additional Project Funding
CW = Citywide Transportation Impact Fee Fund
AASP = Airport Area Specific Plan Transportation Impact Fee Fund
MASP = Margarita Area Specific Plan Transportation Impact Fee Fund
2,700,000
2,600,000
Funds construction of critical transportation
infrastructure to support new housing
100,000
Update of AB1600TIF Program to reflect
project cost updates and new private/public
partnership projects
553,300
123,300
Funds design for critical transportation
230,000
infrastructure to replace structurally deficient
200,000
Funds planning and environmental review for
critical transportation infrastructure needed to
support housing and circulation goals
$3,253,300
Page165
Attachment B
F-13B. List of Proiects Proceeding
Project
Prioritization Criteria
Critical to
Supports
Supports Major
City Goals
Positive
Public
Essential
Economic
Transformatio
Current
Remaining
Health &
Maintenance
Recovery
Housing
Sustainable
Climate
Downtown nal
IN
Continuing Projects
Adopted
Budget Costs
Budget
Safety
g
Transportation
Action
Vitality Opportunity
1
Proceed: Construct in FY2020-21
2
Transportation Impact Fee Fund - CW
3
OrcuttTankFarmRoundabout- SupplementalFunding
$
2,600,000
$0 $
2,600,000
X
X
X
4
Railroad Safety Trail Taft to Pepper- 2018 (91375)
$
3,200,297
$645,733 $
2,554,565
X
X
X
X
5
Broad Street Corridor Access Improvements
$
177,778
$25,590 $
152,189
X
X
X
X
6
New Project -Transportation Impact Fee Update
$
100,000
$0 $
100,000
X
X
7
LOVR Interchange Landscape (91435)
$
454,970
$361,713 $
93,257
X
X
8
Transportation Safety and Operations
$
80,000
$0 $
80,000
X
X
X
9
Traffic Model Update (90949)
$
139,515
$76,748 $
62,767
X
X
X
10
Bicycle Facility Improvements -Annual Asset Maintenance
$
34,634
$0 $
34,634
X
X
X
X
X
11
RRST Hwy 101 BR (90741)
$
10,909
$0 $
10,909
X
X
X
12
Orcutt Tank Farm Roundabout Design (91611)
$
180,044
$179,066 $
978
X
X
X
13
Bicycle Projects (99615)
$
15,099
$30,198 $
(15,099)
X
X
X
X
Project Prioritization Criteria
Critical to
Supports
Supports Major City Goals
Positive
Public
Essential
Economic
Transformatio
Current
Remaining
Health &
Maintenance
RecoveryHousing
Sustainable
Climate
Downtown nal
.ProjectsAdoptedBudgetSafety
Transportation
Action
Vitality Opportunity
1
Proceed: Continue Planning/Design Only
2 rransoortation Impact Fee Fund - CW S 2.266.143 ######### 91.194.623
3 LOVR at 101 and SLO Crk Bridge Widening 2016 (99821)
$
785,807
$0 $ 785,807
X
X
4 Higuera Street Widening Bridge to Elks (91610)
$
365,500
$42,548 $ 322,953
X
X
5 Prado Road Interchange
$
951,572
$865,709 $ 85,863
X
X
X
6 Prado Road Bridge Widening
$
163,264
$163,264 $ -
X
X
X
X
X
7
Fransportation Impact PUIRTURE-RAW
$
1,035,000
$ 55,000 $
980,000
8
Prado Road Bridge Widening
$
805,000
$55,000 $
750000
X
X
X
X
X
9
Prado Road Bridge Widening- Supplemental Funding
$
230,000
$0 $
230:000
X
X
X
X
X
10
ransportation Impact Fee Fund - MASP
$
323,300
$ - $
323,000
11
12
Prado Road Bridge Widening- Supplemental Funding
Prado Road Interchange - Supplemental Funding
$
$
123,300
200,000
$0 $
$0 $
123,000
200,000
X
X
X
X
X
X
X
X
Grand Total
$
10,617,690
$2,445,567 $
8,171,823
CW = Citywide Transportation Impact Fee Fund
AASP = Airport Area Specific Plan Transportation Impact Fee Fund
MASP = Margarita Area Specific Plan Transportation Impact Fee Fund
Page 166
Attachment B
F-13C. Listing of Deferred and Completed Projects for De -Appropriation
Transportation Impact Fee Fund - CW
$
87,148
$65,773
$ 21,375
2018 Transportation Monitoring (91420)
$
70,878
$60,445
$ 10,433
WRRF Modeling (91745)
$
8,000
$393
$ 7,607
Traffic Volume Counts
$
8,270
$4,935
$ 3,335
Defer: No Futher Action this Fiscal Year - Defund
$
2,437,419
,•
Transportation Impact Fee Fund - AASP
$
45,000
$0
$ 45,000
Santa Fe at Tank Farm 2018 (91378)
$
45,000
$0
$ 45,000
Transportation Impact Fee Fund - CW
$
2,392,419
$4,549
$ 2,387,870
Prado Road Interchange
$
1,350,000
$4,549
$ 1,345,451
LCVR Spur of the Bob Jones Bike Path
$
550,000
$0
$ 550,000
Prado Road Bridge Widening
$
342,419
$0
$ 342,419
Penny Lane Bridge at Union Pacific Railroad
$
150,000
$0
$ 150,000
Grand Total
$
2,524,566
$ 70,322
$2,454,244
CW = Citywide Transportation Impact Fee Fund
AASP = Airport Area Specific Plan Transportation Impact Fee Fund
MASP = Margarita Area Specific Plan Transportation Impact Fee Fund
The FY2019-21 Financial Plan identified a few CIP projects to be funded through debt financing, backed by
the Citywide TIF program. Because the City ultimately did not choose to proceed with funding these
projects through debt financing, the following project funding allocations were never realized and are
therefore recommended for de -appropriation.
Prado Road Bridge Widening
CW TIF (Debt Financed)
Grand Total $ 6,360,000 $0 $ 6,360,000
CW = Citywide Transportation Impact Fee Fund
F-13D. Remaining Balance by TIF Fund
The following table summarizes the starting balance, current CIP obligations per the FY2020-21
Supplemental Budget, current developer reimbursement obligations expected in FY2020-21, and the
remaining fund balance for the Citywide TIF and each subarea TIF. Note that this summary conservatively
assumes includes no new TIF revenues; thus, the remaining balance shown below is a conservative
projection.
Page 167
Attachment B
Section G: Debt
GENERAL FUND
........................................................................................................................................
Fire EnonelTruck Lease Financing 2010
Principal 125,000
.................................................................................................................................................................
Interest 3,700
.................................................................................................................................................................
Revenue Refunding Bon dsSeries 6 & C
Principal 250,000 260,000 260,000
.........................................................................................................................................................................................................................................................................................................................................................
Interest 134,200 124,000 124,000
..........................................................................................................................................................................................................................................................................................................................................................
Capital Lease Copiers 2014
.........................................................................................................................................................................................................................................................................................................................................................
Principal 5,300 - -
..........................................................................................................................................................................................................................................................................................................................................................
Interest 100 - -
Conservation Loan 2014
Frinci p:
.........................................................................................................
Interest
........................................................................................................
LDVR Lease Revenue Bonds 2014
200
Principal
..........................................................................................................................................................................................................................................................................................................................................................
165,000
170,000
170,000
Interest
423,000
422,100
422,100
Capital Lease I.T. Equipment 2015
..........................................................................................................................................................................................................................................................................................................................................................
Principal
.........................................................................................................................................................................................................................................................................................................................................................
44,300
-
-
I nterest
..........................................................................................................................................................................................................................................................................................................................................................
200
-
-
Fire Engine Lease Financing 2016
.........................................................................................................................................................................................................................................................................................................................................................
Principal
232,100
236,100
236,100
Interest
.........................................................................................................................................................................................................................................................................................................................................................
8,0110
4,000
4,000
Ca p ita I Lease Street Sweeper/Du m p Truck 2017
..........................................................................................................................................................................................................................................................................................................................................................
Principal
.........................................................................................................................................................................................................................................................................................................................................................
132,600
135,200
135,200
Interest
..........................................................................................................................................................................................................................................................................................................................................................
8,600
6,000
5,000
Fire Truck 2018
.........................................................................................................................................................................................................................................................................................................................................................
Principal
..........................................................................................................................................................................................................................................................................................................................................................
329, 300
133,400
13 3,400
Interest
.........................................................................................................................................................................................................................................................................................................................................................
16,900
12, 700
12, 700
Refunding Lease Revenue Bonds 2018
Principal
.........................................................................................................................................................................................................................................................................................................................................................
510,900
530,600
530,600
Interest
..........................................................................................................................................................................................................................................................................................................................................................
433,500
413,100
413,100
Motorola Radio Lease
Principal 217
Interest
...........................................................................................................................................................................
Total Debt Service Fund 2,716,900 2,541,400 2,759,071
Cantrnued on next purge_
Page 168
Attachment B
WATER FUND
State Water Resou rces Control Board Loan 2004
183 464.427 -
Interest 24,073 61,000 -
.........................................................................................................................................................................................................................................................................................................................................................
Revenue Refunding B3nds2012
Principal 485,000 505,000 505,000
.........................................................................................................................................................................................................................................................................................................................................................
Interest 82,806 63.400 63,400
RefundinE Lease Revenue Bands 2018
Principal
..........................................................................................................................................................................................................................................................................................................................................................
14,800
15,400
15,400
Interest
.........................................................................................................................................................................................................................................................................................................................................................
12,604
12,000
12,000
Water Revenue Refunding Bonds 2018
..........................................................................................................................................................................................................................................................................................................................................................
Principal
.........................................................................................................................................................................................................................................................................................................................................................
415,0013
440,000
440,000
Interest
.........................................................................................................................................................................................................................................................................................................................................................
468,900
452,300
452,300
Infrastructure Bank Loan 2020
Interest - - 392,525
Total Water Fund 3,944,356 2,013,527 2,430,429
..........................................................................................................................................................................................................................................................................................................................................................
SEWER FUND
SunTrust Loan 2008
Principal 150,000 160,000 160,000
Interest 31.500 25.000 25.000
CI EQB State Loan -Tank Farm Lift Station 2009
Principal 292,800 302,300 302,3013
..........................................................................................................................................................................................................................................................................................................................................................
Interest .252.700 252.100 25
US Bank Wastewater Loan 2014
Principal 459,4013 483,100 483,1013
..........................................................................................................................................................................................................................................................................................................................................................
Interest 148.5013 134.74d 134.700
Refunding Lease Revenue Bands 2018
..........................................................................................................................................................................................................................................................................................................................................................
Principal 16.400 17.000 17.000
Interest
237.900 247.100 247
Interest 201,900 192,400 192,400
..........................................................................................................................................................................................................................................................................................................................................................
Total Parking Fund 856,800 655,51130 855,500
..........................................................................................................................................................................................................................................................................................................................................................
Note.. AN 6eneru� Fund debt service payments are accvuntedtor in the Debt Service Fungi
*This debt was paid off rn FY20113L-20
Page169
Attachment B
Appropriation Limit
The City's appropriation limit is based on the Gann Spending Limit Initiative, a State constitutional
amendment adopted by the voters on June 6, 1979 and amended in 1990 with Proposition 111. It is
anchored in the State Constitution under Article XIIIB.
The limit restricts appropriations from tax revenues by State and local governments. Under its provisions,
no local agency can appropriate proceeds of taxes in excess of its "appropriation limit". Excess funds may
be carried over into the next year. However, any excess funds remaining after the second year must be
returned to taxpayers by reducing tax rates or fees; a majority of the voters may approve an override to
increase the limit. The City's appropriation limit is calculated by considering population growth and cost of
living as allowed under Proposition 111. Since 2013-14, the City has chosen to use the percentage increase
in new non-residential construction as the cost of living factor.
Appropriation
Factors
Ratio
Formula
A )Prior Year Appropriation Limit
$73,981,290
B) Adjustment Factors
1. Population Change'
-0.04%
.9996
2. Cost of Living Increase"
1.92%
1.0192
3. Combined Factor
1.88%
1.0188
131*132
Adjusted Limit
$75,373,827
A*133
The following summarizes changes in the City's appropriation limit and appropriations subject to the limit
for the past ten years as well as the appropriation limit for 2019-20.
Fiscal
Year
2010-11
Limit Base
48,540,600
Cost of
Living
Factor
-2.54%
Population
Factor
0.87%
Appropriation
Limit
47,719,200
Appropriations
Subject to
Limit
32,058,100
Variance
15,661,100
2011-12
47,719,200
2.51%
0.83%
49,323,000
34,229,700
15,093,300
2012-13
49,323,000
3.77%
0.47%
51,423,500
44,178,300
7,245,200
2013-14
51,423,500
5.12%
0.52%
54,337,500
40,104,100
14,233,400
2014-15
54,337,500
8.69%
0.09%
59,112,600
36,642,900
22,469,700
2015-16
59,112,600
4.97%
0.78%
62,534,500
46,067,700
16,466,800
2016-17
62,534,500
5.63%
0.60%
66,451,500
49,397,200
17,054,300
2017-18
66,451,500
1.20%
0.92%
67,867,633
50,036,391
17,831,242
2018-19
67,867,633
1.88%
0.35%
69,383,546
51,142,315
18,241,231
2019-20
69,383,546
6.37%
0.24%
73,981,290
50,127,692
23,853,598
2020-21
73,981,290
1.92%
-0.04%
75,373,827
48,342,410
27,031,416
State of California Department of Finance http://dof.ca.gov/Forecasting/Demographics/Estimates/
San Luis Obispo County Assessor 2019/20 Secured Tax Rolls, provided by HDL, Coren & Cone
Page 170
Attachment C
RESOLUTION NO. (2020 SERIES)
A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS OBISPO,
CALIFORNIA APPROVING THE 2020-21 FINANCIAL PLAN SUPPLEMENT
AND BUDGET APPROPRIATIONS
WHEREAS, in accordance with San Luis Obispo Charter Section 802, the City Manager
submitted the 2019-21 Financial Plan to the Council for review and consideration consistent with
budget policies and objectives established by the Council; and
WHEREAS, the City Council adopted the 2019-21 Financial Plan on June 4, 2019 and
appropriated the budget for 2019-20; and
WHEREAS, the City Council adopted the 2019-20 and 2020-21 water and sewer rates on
June 16, 2019: and
WHERAS, City staff prepared the 2020-21 budget with appropriate revisions and
adjustments from the adopted budget to address changes in revenue assumptions, work program
needs, and community priorities; and
WHEREAS, the 2020-21 Budget is now ready for consideration and appropriation: and
WHEREAS, the City Council adopted Resolution 10616 on May 19, 2015 requiring
annual prepayment of industrial users permit fees for the City Wastewater Collection and
Treatment Systems; and
WHEREAS, on June 18, 2019, the City Council approved a two-year increase for water
and sewer rates in accordance with Proposition 218; and
WHEREAS, more transactions are occurring electronically, and the City's fee schedules
do not currently recover the roughly proportional costs associated with Credit Card transactions
and the City General Fund has incurred substantial costs for this service; and
WHEREAS, the City desires to include in the applicable fees for the reimbursement of
credit card cost; and
WHEREAS, the City of San Luis Obispo also adjusts its fee schedule annually to include
increases per the consumer price index; and
WHEREAS, staffing costs make up a significant portion of the City's budget and short
and long-term savings may be realized through voluntary turnover allowing thoughtful
reorganization and reassessment of staffing needs:
NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of San Luis
Obispo as follows:
SECTION 1. The 2020-21 Financial Plan Supplement and budget is hereby approved and
that the operating, debt service, and capital improvement plan budget for the fiscal year beginning
July 1, 2020 and ending June 30, 2021 is hereby appropriated as presented in the 2019-20 Financial
Plan Supplement — 2020-21 Budget.
Page 171
Attachment C
SECTION 2. The City Manager is hereby delegated authority to allocate funds from
assigned fund balances where assignment of funds for an intended use was previously approved
by the Council.
SECTION 3. The City's adopted fee schedule is hereby adjusted by 0.7%1 which reflects
the All Urban Consumer Price Index, Los Angeles area from April 2019-April 2020 and by fee
increases to recover applicable credit card fees.
SECTION 4. The City Council authorizes the Utilities Director to defer approved water
and sewer rate increases for 2020-21 to be reconsidered in October 2020.
SECTION 5. The City Council approves suspending Class 1 and Class 2 industrial user
permit fees in 20-21
SECTION 6. Council authorizes the City Manager to adopt and implement a limited
duration Voluntary Retirement Incentive Program with authority to modify as necessary to
complete the meet and confer process while achieving budgetary savings.
On motion of , seconded by , and on
the following vote:
AYES:
NOTE:
ABSENT:
The foregoing Resolution was passed and adopted on , 2020
Mayor Heidi Harmon
ATTEST:
Teresa Purrington,
City Clerk
APPROVED:
Christine Dietrick,
City Attorney
' https://www.bls. og v/regions/west/news-release/consumerpriceindex_losangeles.htm#chartl
Page 172
Attachment C
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, this day of ,
Teresa Purrington
City Clerk
Page173
Attachment D
master SEE schebulE
Fiscal Year 2020-2021
Planning Services.....................................................................
2
Engineering Services.................................................................
6
Public Works Services...............................................................
11
CannabisFees..........................................................................
12
Finance Front Counter...............................................................
13
Fire Development Fees...............................................................
15
OtherFire Fees..........................................................................
20
Utilities Services.....................................................................
23
Building Plan Check Fees .........................................................
24
Building Inspection Fees...........................................................
27
ImpactFees................................................................................
30
Police Department Fees..............................................................
34
Parks & Recreation Fees............................................................
36
The City's adopted fee schedule is adjusted by 0.7% which reflects the All Urban Consumer Price Index, Los
Angeles area — based on the change from April 2019 — April 2020. (Resolution No. 11017, Section 4)
A 3.05% Information Technology Surcharge is included in fees associated with work in the EnerGov
Computer System.
Impact fees are adjusted annually by the CC[ rate, Construction Cost Index.
Page 174
Attachment D
PLANNING FEES -low
Fee De FY 19-20 Base Fee Rate Proposed Fee- (incl. Credit % C :h. na t Surcharge (if
Card Increase and CPI) applicable)
scription _�Ji
Sidewalk Sales Permit $284.13 $294.95 3.81 % $9.00
Completion Fee (if
applicable)
$0.00 $303.95
Fee
Number
1
2
Home Occupation Permit
[1]
$165.44
$171.18
3.47%
$5.22
$0.00
$176.40
3
Minor Use Permit(Admin)
$1,074.05
$1,113.39
3.66%
$33.96
$2,148.64
$3,295.98
4
Conditional Use Permit
(Planning Commission)
$2,474.88
$2,565.02
3.64%
$78.23
$4,226.00
$6,869.26
5
Variance
$1,135.85
$1,176.86
3.61%
$35.89
$1,936.93
$3,149.69
ttR,e
nned Development
oning
$16,315.44
$16,895.31
3.55%
$515.31
$0.00
$17,410.61
Amendment
$4,529.95
$4,690.95
3.559/.
$143.07
$0.00
$4,834.02
8
Map Amendment
[2]
$12,218.42
$12,652.68
3.559/.
$385.91
$0.00
$13,038.59
9
Text Amendment
$8,672.91
$8,985.11
3.609/.
$274.05
$0.00
$9,259.15
10
Time Extension
25% of Filing Fee
25% of Filing Fee
11
Non-profit Special Event Fee
$218.70
$226.94
3.771/6
$6.92
$0.00
$233.86
12
13
Affordable Housing Incentive
Request
Ai L nd Use Commission
Reviews Requiring ALUC
Hearing
(AL
$466.34
Plan Review Fee
$1,889.57
$482.37
$1,955.13
3."
3.47%
$14.71
$59.63
$810.77
$1,011.06
$1,307.85
$3,025.82
14
Lot Line Adjustment
$3,125.79
$3,244.24
3.79%
$98.95
$0.00
$3,343.19
15
n Map
1-4 Lots
$6,596.94
$6,843.51
3.74%
$208.73
$0.00
$7,052.24
16
5-10 Lots
$11,439.09
$11,865.09
3.72%
$361.89
$0.00
$12,226.97
17
11-20lots
$15,313.97
$15,898.48
3.82%
$484.90
$0.00
$16,383.39
18
21 + lots (deposit of $20,000)
[2]
$25,637.53
$26,604.29
3.77%
$811.43
$0.00
$27,415.72
19
Certificate of Compliance
$2,392.58
$2,480.97
3.69%
$75.67
$0.00
$2,556.64
$6,600.19
EIR - 30 % + contract cost
20
Environmental Impact
Determination
[3]
$6,357.27
EIR - 30 % + contract cost
3.82%
$201.31
$0.00
$6,801.49
21
Environmental Impact Report
[2,3]
Planning Fees Continued on next page
Page175
Attachment D
Fe e
Number
Fee DescriptionPLANNING
FEES
2020-21
Proposed Fee- (incl. Credit
% Change
It Surcharge (if
Completion Fee (if
Total
Architectural Review
Signs
$2,171.74
$2,247.43
3.49%
$68.55
$2,985.69
E5,301.67
22
Conceptual Review
$2,273.77
$2,355.34
3.59%
$71.84
$3,880.05
$6,307.23
23
Development Projects -
$4,633.64
$4,802.40
3.64 %
$146.47
$8,018.39
$12,967.27
24
Moderate
Development Projects - Major
$6,288.10
$6,515.32
3.61 %
$198.72
$10,619.22
$17,333.25
25
Development Project - Minor
$1,677.09
$1,737.81
3.62%
$53.00
$2,678.28
$4,469.10
26
Plan Revision
$1,970.10
$2,040.06
3.55%
$62.22
$2,969.05
$5,071.33
27
Time Extension/Modification
25% of Filing Fee
25% of Filing Fee
28
Christmas Tree/Pumpkin Lot
$369.91
$384.88
4.05%
$11.74
$0.00
$396.61
29
Permit
Fence Height Exception
$588.92
$609.27
3.46%
$18.58
$0.00
$627.86
30
Voluntary Merger
$802.81
$830.99
3.51%
$25.35
$0.00
$856.33
31
Agreements
$879.99
$911.79
3.61 %
$27.81
$0.00
$939.60
32
Bonds/Guarantees (voluntary)
$879.99
$911.79
3.61 %
$27.81
$0.00
$939.60
33
Change of Address
$256.16
$265.68
3.72%
$8.10
$0.00
$273.78
34
Street Name Change
$4,873.26
$5,044.09
3.51 %
$153.84
$0.00
$5,197.94
35
Street Abandonment
$13,715.26
$14,234.46
3.79%
$434.15
$0.00
$14,668.61
36
Condominium Conversion
$15,398.09
$15,961.85
3.66%
$486.84
$0.00
$16,448.69
37
Planning Fees Continued on next page
Page 176
Attachment D
Fee
DescriptionPLANNING
, Base Fee Rate
FEES
2020-21
Proposed Fee- (incl. Credit
Card Increase and CPI)
_10001r,__7
% Change
It Surcharge (if Completion Fee (if
Total
ppeals
38
Her 1: e.g. Appeals to the City
$1,610.52
51,666.39
3.47 %
$50.82 $0.00 51,717.22
Council - Applicant
$666.78
39
Tier 1 Appeal - Non Applicant
$644.42
3.471/6
$20.34
$0.00
$687.11
Tier 2: e.g. Minor/Incidental Arch
$894.73
$925.77
3.47%
$28.24
$0.00
$954.01
Review, Administrative Use
40
Permit, Variance, Subdivisions
<5 lots - Applicant
41
Tier 2 Appeal - Non Applicant
$357.90
$370.31
3.47%1
$11.29
$0.00
$381.61
Tier 3: e.g. Fence Height
$313.42
$324.29
3.47%
$9.89
$0.00
$334.18
Exception, Administrative
42
Approval Application - Applicant
43
Tier 3 Appeal - Non Applicant
$313.42
$324.29
3.479/6
$9.89
$0.00
$334.18
Tier 4: e.g. Home Occupation
$134.47
$139.13
3.47%
$4.24
$0.00
$143.38
permit, Non -Profit Special Event
44
Applicant
45
Tier 4 Appeal - Non Applicant
$134.47
$139.13
3.470/6
$4.24
$0.00
$143.38
$0.00
46
Mills Act Participation
$1,470.62
$1,521.64
3.47%
$46.41
$0.00
$1,568.05
Application
47
Director's Action Applications
$865.03
$899.72
4.01 %
$27.44
$0.00
$927.16
48
Land Use Documentation
$440.00
$455.90
3.61 %
$13.90
$0.00
$469.80
Request
Map (includes rezoning),
[2]
$17,281.25
$17,915.35
3.67%
$546.42
$0.00
$18,461.77
49
Deposit
Text
$16,781.45
$17,380.39
3.57%
$530.10
$0.00
$17,910.50
50
$0.00
Specific Plan Amendment,
[2]
$16,568.29
$17,173.22
3.65%
$523.78
$0.00
$17,697.00
51
Deposit
Annexation, Deposit
[2]
$22,772.58
$23,608.69
3.67%
$720.06
$0.00
$24,328.75
52
Planning Fees Continued on next page
Page 177
Attachment D
DescriptionFee
Number 1%Fee
C
0
PLANNING FEES
2020-21
Proposed Fee- (incl. Credit
Card Increase and CPI)
It Surcharge (if Completion Fee (if
applicable) applicable)
91
idewalk Cafe -9WMJEWW-
U.
$847.83
$876.61
3.39% $26.74 $0.00
F-
$903.35
Sidewalk Cafe User Permit
53
Sidewalk Caf6 Use Fee per
$5.76
$5.80
0.70%
$0.18
$5.97
54 square foot per month
$0.00
Pre -Application
$927.79
$965.35
4.05%
$29.44
$0.00
$994.80
55
With site visit
$1,166.61
$1,212.42
3.93 %
$36.98
$0.00
$1,249.40
56
$0.00
Blue Card Inspection
[4]
$275.74
$284.88
3.31 %
$8.69
$0.00
$293.57
57
Development Agreement
[2]
$15,526.51
$16,074.82
3.53%
$490.28
$0.00
$16,565.10
58
Application Fee
Reimbursement Agreement
[2]
$15,526.51
$16,074.82
3.53%
$490.28
$0.00
$16,565.10
59
Building Permit Review -
Planning
Residential
E$1
Minor
$1A"003.7"'."$5.82
60
Moderate
$367.66
$381.60
3.79%
$11.64
$0.00
$393.24
61
Major
[2]
$918.47
$953.32
3.79%
$29.08
$0.00
$982.39
62
I
I
I
I
I
OW
9::::_
Minor
$275.74
$286.20
3.79%
$8.73
$0.00
$294.93
63
Moderate
$459.58
$477.01
3.79%
$14.55
$0.00
$491.56
64
Major
[2]
$918.47
$953.32
3.79%
$29.08
$0.00
$982.39
65
A location change for a Home Occupation Permit is 25%of the regular fee.
Fees will be set on a Deposit basis and debited by the amount of staff time and other materials required to provide services or Consultant Fee plus 30%Admin Fee.
Separate Fish and Game fees may apply, asset by the State of California
See Final Inspection Approval/Bluecard Signoff (item 16)
Page 178
Attachment D
Fee Number..
1L Improvement Plan Check
Proposed Fee- (incl.
,:
Plan check fees are based
on Estimated Construction
Cost (ECC)
$10,000
$1,612.64
$1,672.98
3.74%
$51.03
$1,724.01
flat fee
each add'I $10,000
$1,184.43
$1,223.07
3.26%,
$37.30
$1,260.37
$100,000
$12,272.54
$12,680.69
3.33%
$386.76
$13,067.45
base fee
each add'I $10,000
$122.08
$126.34
3.49%,
$3.85
$130.19
$500,000
$17,155.48
$17,733.83
3.37%
$540.88
$18,274.72
base fee
each add'I $10,000
$148.18
$152.96
3.23%,
$4.67
$157.62
$1,000,000
$24,564.28
$25,381.53
3.33%
$774.14
$26,155.67
base fee
each add'I $10,000
$64.71
$67.15
3.77%,
$2.05
$69.19
$3,000,000
$37,902.90
$39,219.89
3.47%
$1,196.21
$40,416.10
base fee
each add'I $10,000
$126.34
$130.72
3.47%,
$3.99
$134.71
iL2 Construction Inspection
Inspection fees are based on
Estimated Construction Cost
(ECC)
$10,000
$572.97
$589.33
2.86%
N/A
$589.33
flat fee
each add'I $10,000
$970.87
$977.67
0.70%,
N/A
$977.67
$100,000
$9,310.83
$9,576.68
2.86%
N/A
$9,576.68
base fee
each add'I $10,000
$680.40
$685.16
0.70%
N/A
$685.16
$500,000
$36,527.11
$37,570.05
2.86%
N/A
$37,570.05
base fee
each add'I $10,000
$300.81
$302.92
0.70%
N/A
$302.92
$1,000,000
$51,567.68
$53,040.07
2.86%
N/A
$53,040.07
base fee
each add'I $10,000
$286.49
$288.50
0.70%
N/A
$288.50
$3,000,000
$108,865.10
$111,973.47
2.86%
N/A
$111,973.47
base fee
each add'I $10,000
$363.14
$365.68
0.70%
N/A
$365.68
Engineering Fees Continued on Next Page
Page 179
Attachment D
0
Fe Number e Description 5 FY 19-20 Base Fee Rate
0
0
Final Map
Parcel Map - (up to 4 $6,666.40
3 parcels)
ENGINEERING FEES
Proposed Fee- (incl.
Credit Card Increase and
CPI)
$6,865.55
% Change
2.99%
IT Surcharge (if i
Total
applicable)
$209.40 $7,074.95
4
Parcel Map - Commercial
Zone (5 or more parcels)
$9,559.92
$9,942.60
4.00%
$303.25
$10,245.85
Plus per parcel or common
interest unit
$50.49
$52.35
3.69%
$1.60
$53.95
5
Tract Map (base fee)
$14,741.46
$15,076.46
2.27%
$459.83
$15,536.30
Plus per lot or common
interest unit
$159.00
$162.61
2.27%
$4.96
$167.57
to of Compliance or Final Lot Line Adjustment
Agreement
6
Lot Line Adjustments
$2,893.53
$2,976.14
2.86%
$90.77
$3,066.91
7
Certificates of Compliance
$723.39
$7".04
2.86%
$22.69
$766.73
Additional Document
Review/Certificates of
Correction
$289.36
$297.62
2.86%,
$9.08
$306.70
8
Encroachment Permits
Curb and Gutter (base fee)
$697.67 $721.17
3.37%
$22.00
$743.16
plus per linear foot
$10.06
$10.44
3.81%,
$0.32
$10.76
9
Sidewalk (base fee)
$626.05
$647.51
3.43%,
$19.75
$667.25
plus per linear foot
$5.76
$5.80
0.70%,
$0.18
$5.97
10
Driveway Approach/Curb
Ramp (base fee)
$912.54
$942.18
3.25%,
$28.74
$970.91
plus per linear foot
Trenched or Bored Excavation (base
$10.06 $10.13
fee)
$719.09 $747.98
0.70%,
$0.31
$10.43
4.02%
$22.81
$770.79
11
Water Service/Recycled
Service(base fee'
plus per linear foot
$20.08
$20.22
0.70%,
$0.62
$20.84
12
Sewer (base fee)
$575.84
$598.97
4.02%,
$18.27
$617.24
plus per linear foot (Bore)
$10.06
$10.13
0.70%,
$0.31
$10.43
plus per linear foot (Trench)
$10.06
$10.13
0.70%,
$0.31
$10.43
13
Fire Lateral/Hydrant/Water
and Recycled Main
Extension (base fee'
$1,578.55
$1,641.97
4.02%,
$50.08
$1,692.05
plus per linear foot
$24.38
$24.55
0.70%,
$0.75
$25.30
14
Other/Dry Utilities (base fee)
$647.47
$673.48
4.02%,
$20.54
$694.02
plus per linear foot (Bore)
$5.76
$5.80
0.70%,
$0.18
$5.97
plus per linear foot (Trench)
$10.06
$10.13
0.70%,
$0.31
$10.43
15
Monitoring Well
$215.58
$224.24
4.02%,
$6.84
$231.08
Engineering Fees Continued on Next Page
Page 180
Attachment D
Fee Number
16
.
escripticm
Fee
Other Minor Encroachment
Permits not Listed
0
0
ENGINEERING FEES
„
0-21
Proposed Fee- (incl.
FY 19-20 Base Fee Rate Credit Card Increase and
$215.58 $224.241
IT Surcharge (if
% Change Total
applicable)
4.02% $6.84, $231.08
17
Time Extension for
Encroachment Permit
$144.67
$150.49
4.02%,
$4.59
$155.08
18
Unpermitted Encroachments
$721.95
$750.96
4.02%,
$22.90
$773.86
19
Encroachment Permit - Plan
Review fee (if required)
$289.36
$300.98
4.02%
$9.18
$310.16
20
Annual Encroachment
Permit for Utility Companies
$9,069.01
$9,433.38
4.02%,
$287.72
$9,721.10
Transportatio
Single Trip Permit
$16.00 $16.64
4.02%
$16.64
21
22
Annual Permit
$90.00
$93.62
4.02%,
$93.62
Maximum fee amount
established by Department
of Transportation and is not
subject to CPI increases
0.00
0.00
23
Fiber Infrastructure
Protection Fee (per Call'
$277.38
$289.58
4.40%,
$8.83
$298.41
24
Traffic Control Plan Review
Minor
Moderate
$190.07
$198.51
4.44%
$6.05
$204.57
25
$307.93
$321.92
4.54%
$9.82
$331.74
26
Major
$543.65
$568.36
4.54%
$17.33
$585.70
Traffic Control Plan Inspection
27 Minor - first day $71.67 $73.72
2.86%
$2.25
$75.97
each additional day
$71.67
$73.72
2.86%
$2.25
$75.97
28
Moderate - first day
$143.35
$147.44
2.86%
$4.50
$151.94
each additional day
$71.67
$73.72
2.86%,
$2.25
$75.97
29
Major - first day
[1]
$286.69
$294.88
2.86%
$8.99
$303.87
each additional day
$71.67
$73.72
2.86%,
$2.25
$75.97
4th and subsequent plan review
(per submittal
$1,515.55 $1,549.99
2.27%
$47.27
$1,597.26
30
Public Improvement Plans
31
Building Plans
$360.98 $369.18
2.27%
$11.26
$380.44
32
Maps / Additional Documents
$414.76 $424.18
2.27%
$12.94
$437.12
33
Design Exception
$289.36 $295.93
2.27%
$9.03
$304.96
Engineering Fees Continued on Next Page
Page 181
Attachment D
Site Improvements - This includes substantial development of private parking lots which are processed separate of the structure and include
an combination of the followin • Under round utilities arkin lot li htin accessible ath of travel anal sis radin draina a and
Y g• g , p 9 g 9, p Y 9 g, 9
34 compliance with the City's parking and driveway standards.
Non -Single Family
Residential
0-2499
$289.36
$301.93
4.34%
$9.21
$311.13
2500-4999
$434.03
$452.88
4.34%
$13.81
$466.70
5000-14999
$723.39
$754.81
4.34%
$23.02
$777.83
15000-21999
$1,157.41
$1,207.68
4.34%
$36.83
$1,244.52
22000-43559
$1,446.76
$1,509.61
4.34%
$46.04
$1,555.65
43560+
Single Family Residential
35
0-2500
2501+
kL_ �Fina:llnspection Approval /Bluecard
$1,736.12
$1,811.53
4.34%
$55.25
$1,866.78
$289.36
$301.93
4.34%
$9.21
$311.13
$868.06
Signoff
$905.77
4.34%
$27.63
$933.39
36
Square Footage of Site
Disturbance:
Non -Single Family
Residential
0-2499
$144.67
$150.96
4.34%
$4.60
$155.56
2500-4999
$144.67
$150.96
4.34%
$4.60
$155.56
5000-14999
$144.67
$150.96
4.34%
$4.60
$155.56
15000-21999
$289.35
$301.92
4.34%
$9.21
$311.13
22000-43559
$434.03
$452.88
4.34%
$13.81
$466.70
43560+
$578.71
$603.84
4.34%
$18.42
$622.26
37
Single Family Residential
0-2500
$144.68
$150.96
4.34%
$4.60
$155.57
2501+
$289.35
$301.92
4.34%
$9.21
$311.13
Engineering Fees Continued on Next Page
Page 182
Attachment D
ENGINEERING FEES
0 Proposed Fee- (incl.
IT Surcharge (if i
Fe Number 5 FY 19-20 Base Fee Rate Credit Card Increase and
0
.e..r, 72g..
0 CPI)
Flood Zone Analysis in
% Cha�ge
Total
applicable)
4.11%
$4.59 $155.22
38 Minor - Verification only 1 $144.681 $150.62
Major - New/Substantial $578.71
$602.49
4.11%
$18.38
$620.86
Remodel
39
Analvsis/Documentation
Post Construction Requirements / Stormwater
Impervious Square Footage:
Non -Single Family
40
Residential
0-2499
$144.68
$150.96
4.34%
$4.60
$155.57
2500-4999
$289.35
$301.92
4.34%
$9.21
$311.13
5000-14999
$578.71
$603.84
4.34%
$18.42
$622.26
15000-21999
$578.71
$603.84
4.34%
$18.42
$622.26
22000-43559
$868.06
$905.77
4.34%
$27.63
$933.39
43560+ $1,157.411
$1,207.691
4.34%1
$36.831
$1,244.52
Single Family Residential
0-2500 $144.68
$150.96
4.34%
$4.60
$155.57
2501+ $578.71
$603.84
4.34%
$18.42
$622.26
Drainage Report/Flood Study - Breadth of Study
42 Minor $289.35
$301.92
4.34%
$9.21
$311.13
43
Major
$723.38
$754.80
4.34%
$23.02
$777.83
[1] Fees will be set on a Deposit basis and debited by the amount of staff time and other materials required to provide services or Consultant
Fee plus 30%Admin Fee .
Page 183
Attachment D
Fee Number
Fee Description
FY 19-20 Base Fee
Rate
Public Works Fees
2020-21
Proposed Fee - (Incl. Credit Card Increase and
CPI)
Actual Cost
% Change
IT Surcharge (if
applicable)
Tree/Shrub Hazardous
Actual Cost
Actual Cost
1
Abatement
$308.11
Commemorative Tree
$301.26
2.27%
$9.40
$317.50
2
Planting [1]
3
Tree Removal Permit
$153.68
$157.17
2.27%
$4.79
$161.97
Final Inspection Approval/
4
Bluecard Signoff
Square Footage of Site
5
Disturbance:
0-2499
$243.66
$249.20
2.27%
$7.60
$256.80
2500-4999
$243.66
$249.20
2.27%
$7.60
$256.80
5000-14999
$243.66
$249.20
2.27%
$7.60
$256.80
15000-21999
$386.91
$395.70
2.27%
$12.07
$407.77
22000-43559
$530.15
$542.20
2.27%
$16.54
$558.74
43560+
$673.39
$688.70
2.27%
$21.01
$709.70
Single Family Residential
0-2500
$243.66
$249.20
2.27%
$7.60
$256.80
2501+
$243.66
$249.20
2.27%
$7.60
$256.80
$0.00
Review of Mitigation
$236.23
$241.60
2.27%
$7.37
$248.97
Measures, Conditions, and
TIFs
[1] Cost of tree and plaque are separate fees in addition to this fee, at $50 and $20 respectively
Page 184
Attachment D
Cannabis Fees
T
Fee Description FY 19-20 Base
Number Fee Rate
Proposed Fee
(Incl.
CreditFee
Increase and
.-
One Time Application Fee
Retail Store Front Application Fee $23,262.13
$23,886.20
2.68%
1
Other Commercial Cannabis Business
Applicants
2
Initial Application Fee
$7,676.24
$7,882.18
2.68%
3
Final Application fee when permit issues
$15,584.89
$16,003.00
2.68%
Cannabis Yearly License Fee [1]
4
Retail
Manufacturing
Cultivation
$93,563.98
$96,074.11
2.68%
5
$74,411.12
$76,407.43
2.68%
6
$74,627.02
$76,629.12
2.68%
7
Other Business
$68,064.37
$69,890.40
2.68%
[1] Prorated on Fiscal Year
Page185
Attachment D
1
Photo Copies
2
Two sided copies should be charged as two pages.
3
Standard or legal
$0.40
$0.40
0.00%
4
Standard or legal
$0.70
$0.71
0.00%
Microfiche Copies
5
Standard
$0.54
$0.55
0.00%
6
11" x 17"
$2.76
$2.79
1.13%
7
18" x 24"
$3.34
$3.38
1.13%
Photographs
Audio Recordings
CD
Tape
$5.73
$5.80
1.13%
8
$7.43
$7.52
1.13%
9
$14.87
$15.03
1.13%
Video Recordings
$30.79
$31.14
1.13%
Faxes
Electronic Documents
These are PDF documents, which the City intends to publish.
$3.19
$3.22
1.13%
Via the City's Web Site of e-mail
Free
Free
10
CD -Counter Pickup
$4.25
$4.30
1.13%
11
CD -Mail $4.25
Late Fee (or 1.5%, whichever is greater) $15.00
Appeals to the Council for Administrative or Advisory Body Decisions
Tree Committee $119.99
$4.30
1.13%
12
$15.17
1.13%
13
$121.34
1.13%
14
All Other Apeals
$298.37
$301.75
1.13%
15
Community Service Worker Registration Fee
$55.78
$56.41
1.13%
Finance Front Counter Fees continued on next page
Page 186
Attachment D
FrontFinance .
Fee Description
DEPARTMENT
Fee Rate
Credit Card Increase
% Change
7FINANCE
New Business License Processing Fee
16
Application
$57.77
$58.42
1.13%
17
Zoning Fee
$110.30
$111.85
1.41%
18
Annual Business License Renewal Processing Fee [1]
Home Occupancy Business
Renewal or New Application [3]
$48.53
$49.08
1.13%
19
$34.66
$35.05
1.13%
$11.55
$11.68
0.43%
20
Business License & Tax Certificate Replacement Fee
Change of Location Only [1]
Zoning Fee
Returned Check Fee
Initial returned check
21
$110.30
$111.86
1.41%
22
$25.00
$25.00
0.00%
23
Each subsequent returned check
$35.00
$35.00
0.00%
24
Annual Business Minimum Tax Fee
$25.00
$25.00
0.00%
or 0.5%, whichever is greater
25
Annual Downtown Assessment -for locations within Downtown
$150.00
$150.00
0.00%
or 0.5%, whichever is greater
$4.00
$4.00
0.00%
26
SB1186 State Fee - Disability Access [2]
CREEK & FLOOD PROTECTION
Stormwater Connection Fee
27
Single Property
$22.30
$22.46
0.00%
27
Larger Developments
$58.40
$58.81
0.00%
[1] Businesses within the City of San Luis Obispo
[2] Added to new licenses and renewals - does not increase
[3] Consult Planning Fee table for additional Home Occupation Permit fee
Page 187
Attachment D
NEW CONSTRUCTION, ADDITIONS, AND MAJOR REMODELS
Commercial Uses - Structural (All newly constructed, added, or structurally remodeled space for non-residential occupancies classified as
�CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule)
All.
Square Footage:
$974.39 $996.53 2.27%
1
500 (base cost)
$30.39
$1,026.92
per s.f between tiers (increment)
$0.28
$0.29
2.27%
$0.01
$0.30
2
5,000 (base cost)
$2,248.58
$2,299.68
2.27%
$70.14
$2,369.82
per s.f between tiers (increment)
$0.27
$0.28
2.27%
$0.01
$0.28
3
10,000 (base cost)
$3,597.73
$3,679.49
2.27%
$112.22
$3,791.72
per s.f between tiers (increment)
$0.07
$0.07
2.27%
$0.00
$0.08
4
50,000 (base cost)
$6,520.89
$6,669.08
2.27%
$203.41
$6,872.49
per s.f between tiers (increment)
$0.06
$0.06
2.27%
$0.00
$0.06
5
100,000 (base cost)
$9,294.14
$9,505.35
2.27%
$289.91
$9,795.27
per s.f. >100,000 s.f. (increment) $0.09 $0.10 2.27% $0.00 $0.10
Commercial Residential and Multifamily Residential Uses - (All newly constructed, added, or structurally remodeled space for residential
occupancies classified as CBG Group R (except R-3), or other residential occupancies not specifically addressed elsewhere in this Fee
Schedule)
Square Footage:
$0.00
$0.00
2.27%
$0.00
$30.39
$1,026.92
6
500 (base cost)
$974.39
$996.53
per s.f between tiers (increment)
$0.28
$0.29
2.27%
$0.01
$0.30
7
5,000 (base cost)
$2,248.58
$2,299.68
2.27%
$70.14
$2,369.82
per s.f between tiers (increment)
$0.27
$0.28
2.27%
$0.01
$0.28
6
10,000 (base cost)
$3,597.73
$3,679.49
2.27%
$112.22
$3,791.72
per s.f between tiers (increment)
$0.07
$0.07
2.27%
$0.00
$0.08
9
50,000 (base cost)
$6,520.89
$6,669.08
2.27%
$203.41
$6,872.49
per s.f between tiers (increment)
$0.06
$0.06
2.27%
$0.00
$0.06
10
100,000 (base cost)
$9,294.14
$9,505.35
2.27%
$289.91
$9,795.27
per s.f. >100,000 s.f. (increment) $0.09 $0.10 2.27%
Duplicate Floor Plan Review - Commercial Residential and Multifamily Residential Uses
Square Footage:
500 (base cost) $374.76 $383.28 2.27%
$0.00
$0.10
$0.00
11
$11.69
$394.97
per s.f between tiers (increment)
$0.08
$0.09
2.27%
$0.00
$0.09
12
5,000 (base cost)
$749.53
$766.56
2.27%
$23.38
$789.94
per s.f between tiers (increment)
$0.12
$0.12
2.27%
$0.00
$0.13
13
10,000 (base cost)
$1,349.15
$1,379.81
2.27%
$42.08
$1,421.89
per s.f between tiers (increment)
$0.03
$0.03
2.27%
$0.00
$0.03
14
50,000 (base cost)
$2,623.35
$2,682.96
2.27%
$81.83
$2,764.79
per s.f between tiers (increment)
$0.04
$0.04
2.27%
$0.00
$0.04
15
100,000 (base cost)
$4,497.16
$4,599.36
2.27%
$140.28
$4,739.65
per s.f. >100,000 s.f. (increment)
$0.04
$0.05
2.27%
$0.00
$0.05
Fire Development Fees continued on next page...
Page 188
Attachment D
Low and Moderate Hazard Storage - (All newly constructed, added, or structurally remodeled space for storage occupancies classified as CBC
Group S, or other storage occupancies not specifically addressed elsewhere in this Fee Schedule)
Square Footage:
$843.22
$868.94
16
500 (base cost)
$824.48
2.27%
$25.72
per s.f between tiers (increment)
$0.25
$0.26
2.27%
$0.01
$0.26
17
5,000 (base cost)
$1,948.77
$1,993.06
2.27%,
$60.79
$2,053.85
per s.f between tiers (increment)
$0.09
$0.09
2.27%
$0.00
$0.09
18
10,000 (base cost)
$2,398.49
$2,452.99
2.27%
$74.82
$2,527.81
per s.f between tiers (increment)
$0.03
$0.03
2.27%
$0.00
$0.03
19
50,000 (base cost)
$3,522.78
$3,602.84
2.27%
$109.89
$3,712.72
per s.f between tiers (increment)
$0.03
$0.03
2.27%
$0.00
$0.03
20
100,000 (base cost)
$5,096.79
$5,212.61
$0.05
2.27% $158.98
2.27%, $0.00
$5,371.60
$0.05
per s.f. >100,000 s.f. (increment)
$0.05
Attached Accessory and Utility Uses - (All newly constructed, added, or structurally remodeled space for utility and accessory occupancies
classified as CBC Group U, or other utility and accessory occupancies not specifically addressed elsewhere in this Fee Schedule)
Square Footage:
$374.76
$383.28
$394.97
21
200 (base cost)
2.27%
$11.69
per s.f between tiers (increment)
$0.00
$0.00
$0.00
22
400 (base cost)
$374.76
$383.28
2.27%
$11.69
$394.97
per s.f between tiers (increment)
$0.00
$0.00
$0.00
23
600 (base cost)
$374.76
$383.28
2.27%
$11.69
$394.97
per s.f between tiers (increment)
$0.00
$0.00
$0.00
24
1,000 (base cost)
$374.76
$383.28
2.27%
$11.69
$394.97
per s.f between tiers (increment)
$0.00
$0.00
$0.00
25
3,000 (base cost)
$374.76
$383.28
$0.13
2.27% $11.69
$0.00
$394.97
$0.13
per s.f. >100,000 s.f. (increment)
MILDetached Accessory and Utility Uses - (All newly constructed, added, or structurally remodeled space for utility anshccessory occupancies
classified as CBC Group U, or other utility and accessory occupancies not specifically addressed elsewhere in this Fee Schedule)
Square Footage:
$0.00
$374.76 $383.28 2.27%, $11.69
26
200 (base cost)
$394.97
per s.f between tiers (increment)
$0.00
$0.00
$0.00
27
400 (base cost)
$374.76
$383.28
2.27%,
$11.69
$394.97
per s.f between tiers (increment)
$0.00
$0.00
$0.00
28
600 (base cost)
$374.76
$383.28
2.27%,
$11.69
$394.97
per s.f between tiers (increment)
$0.00
$0.00
$0.00
29
1,000 (base cost)
$374.76
$383.28
2.27%,
$11.69
$394.97
per s.f between tiers (increment)
$0.00
$0.00
$0.00
30
3,000 (base cost)
$374.76
$383.28
2.27%,
$11.69
$394.97
per s.f. >100,000 s.f. (increment)
$0.12
$0.13
2.27%
$0.00
$0.13
Fire Development Fees continued on next page...
Page 189
Attachment D
Shell Buildings for all Commercial Uses - (The enclosure for all newly constructed, added, or structurally remodeled space for non-residential occupancies
classified as CBC Group A, B, E, F, H, I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule where the interior is
not completed or occupiable)
Square Footage:
$996.53
$0.00
31
500 (base cost)
$974.39
2.27%
$30.39
$1,026.92
per s.f between tiers (increment)
$0.28
$0.29
2.27%
$0.01
$0.30
32
5,000 (base cost)
$2,248.58
$2,299.68
2.27%
$70.14
$2,369.82
per s.f between tiers (increment)
$0.12
$0.12
0.00%
$0.00
$0.13
33
10,000 (base cost)
$2,848.20
$2,912.93
2.27%
$88.84
$3,001.78
per s.f between tiers (increment)
$0.03
$0.03
0.00%
$0.00
$0.03
34
50,000 (base cost)
$4,122.40
$4,216.08
2.27%
$128.59
$4,344.68
per s.f between tiers (increment)
$0.02
$0.02
0.00%
$0.00
$0.02
35
100,000 (base cost)
$5,096.79
$5,212.61
2.27%
$158.98
$5,371.60
per s.f. >100,000 s.f. (increment)
$0.05 $0.05
0.00%
$0.00
$0.05
mmercial Tenant Improvement - Non Structural - (Non -structurally remodeled space for non-residential occupancies classified as CBC Group A, ,
I, M, or other commercial occupancies not specifically addressed elsewhere in this Fee Schedule where the structure is not altered)
Square Footage:
36
500 (base cost)
$524.67
$536.59
2.27%
$16.37
$552.96
per s.f between tiers (increment)
$0.32
$0.32
0.00
$0.01
$0.33
37
5,000 (base cost)
$1,948.77
$1,993.06
2.27%,
$60.79
$2,053.85
per s.f between tiers (increment)
$0.21
$0.21
0.00
$0.01
$0.22
38
10,000 (base cost)
$2,998.11
$3,066.24
2.27%,
$93.52
$3,159.76
per s.f between tiers (increment)
$0.04
$0.04
0.00
$0.00
$0.04
39
50,000 (base cost)
$4,422.21
$4,522.71
2.27%
$137.94
$4,660.65
per s.f between tiers (increment)
$0.06
$0.06
0.00
$0.00
$0.06
40
100,000 (base cost)
$7,195.46
$7,358.98
$0.07
2.27%,
$224.45
$7,583.43
$0.08
per s.f. >100,000 s.f. (increment)
$0.07
0.00
$0.00
ommercial Residential and Multifamily Residential Remodels - Non Structural - (Non -Structurally remodeled space for residential occupancies classified as
CBC Group R (except R-3), or other residential occupancies not specifically addressed elsewhere in this Fee Schedule)
Square Footage:
41
500 (base cost)
$524.67
$536.59
2.27%
$16.37
$552.96
per s.f between tiers (increment)
$0.32
$0.32
0.00%
$0.01
$0.33
42
5,000 (base cost)
$1,948.77
$1,993.06
2.27%u
$60.79
$2,053.85
per s.f between tiers (increment)
$0.21
$0.21
0.00%
$0.01
$0.22
43
10,000 (base cost)
$2,998.11
$3,066.24
2.27%,
$93.52
$3,159.76
per s.f between tiers (increment)
$0.04
$0.04
0.00%
$0.00
$0.04
44
50,000 (base cost)
$4,422.21
$4,522.71
2.27%
$137.94
$4,660.65
per s.f between tiers (increment)
$0.06
$0.06
0.00%
$0.00
$0.06
45
100,000 (base cost)
$7,195.46
$7,358.98
2.27%,
$224.45
$7,583.43
per s.f. >100,000 s.f. (increment)
$0.07
$0.07
0.00%
$0.00
$0.08
Fire Development Fees continued on next page...
Page190
Attachment D
Fire- Developmental
2020-21
LInI.Fa-,.I,'.-ellings and Duplexes -
homes for tract master
Square Footage:
(All newly constructed space forresidential occupancies classified as CBC Group R-3, including custom builds and
plans, or other similar residential occupancies not specifically addressed elsewhere in this Fee Schedule)
$0.00 $0.00 $0.00
$374.76 $383.28 2.27% $11.69 $394.97
46
1,000 (base cost)
per s.f between tiers (increment)
$0.00
$0.00
$0.00
$0.00
47
2,500 (base cost)
$374.76
$383.28
2.27%
$11.69
$394.97
per s.f between tiers (increment)
$0.00
$0.00
$0.00
$0.00
48
4,000 (base cost)
$374.76
$383.28
2.27%
$11.69
$394.97
per s.f between tiers (increment)
$0.00
$0.00
$0.00
$0.00
49
6,000 (base cost)
$374.76
$383.28
2.27%
$11.69
$394.97
per s.f between tiers (increment)
$0.00
$0.00
$0.00
$0.00
50
8,000 (base cost)
$374.76
$383.28
2.27%
$11.69
$394.97
per s.f. >100,000 s.f. (increment)
Duplicate Floor Plan Review - Single Family
Dwellings
$0.05
and
$0.05
0.00%
$0.00
$0.05
Square Footage:
51
1,000 (base cost)
$299.81
$306.62
2.27%
$9.35
$315.98
per s.f between tiers (increment)
$0.00
$0.00
$0.00
$0.00
52
2,500 (base cost)
$299.81
$306.62
2.27%
$9.35
$315.98
per s.f between tiers (increment)
$0.00
$0.00
$0.00
$0.00
53
4,000 (base cost)
$299.81
$306.62
2.27%
$9.35
$315.98
per s.f between tiers (increment)
$0.00
$0.00
$0.00
$0.00
54
6,000 (base cost)
$299.81
$306.62
2.27%
$9.35
$315.98
per s.f between tiers (increment)
$0.00
$0.00
$0.00
$0.00
55
8,000 (base cost)
$299.81
$306.62
2.27%
$9.35
$315.98
per s.f. >100,000 s.f. (increment)
Duplicate Floor Plan ReviewAWached
Square Footage:
or Detached
$0.04
AaWry
$0.04
and Utility Uses
$0.00
0.00%
$0.00
$0.00
$0.04
$0.00
56
200 (base cost)
$299.81
$306.62
2.27%
$9.35
$315.98
per s.f between tiers (increment)
$0.00
$0.00
$0.00
$0.00
57
400 (base cost)
$299.81
$306.62
2.27%
$9.35
$315.98
per s.f between tiers (increment)
$0.00
$0.00
$0.00
$0.00
58
600 (base cost)
$299.81
$306.62
2.27%
$9.35
$315.98
per s.f between tiers (increment)
$0.19
$0.19
0.00%
$0.01
$0.20
59
1,000 (base cost)
$374.76
$383.28
2.27%
$11.69
$394.97
per s.f between tiers (increment)
$0.00
$0.00
$0.00
$0.00
60
3,000 (base cost)
$374.76
$383.28
2.27%
$11.69
$394.97
per s.f. >100,000 s.f. (increment)
$0.12
$0.13
2.27%
$0.00
$0.13
Fire Development Fees continued on next page...
Page 191
Attachment D
Site Improvements - This includes substantial development of private parking lots which are processed separate of the structure and include any
combination of the following: Underground utilities, parking lot lighting, accessible path of travel analysis, grading, drainage and compliance with the City's
parking and driveway standards.
W
Square Footage:
$374.76
$0.00
$383.28
$0.00
61
0-2499
2.27%
$11.69
$394.97
62
2500-4999
$374.76
$383.28
2.27%
$11.69
$394.97
63
5000-14999
$674.57
$689.90
2.27%
$21.04
$710.95
64
15000-21999
$748.58
$765.60
2.27%
$23.35
$788.95
65 22000-43559 $935.73
66 43560+ $1,272.59
IRE SPRINKLER AND SUPPRESSION SYST
(Issued by Building and Safety)
Fire Sprinkler Systems (New Installation)
67 1-25 Heads $974.39
68 26-50 Heads $1,349.15
$956.99
2.27%
$29.19
$986.18
$1,301.51
$996.53
2.27%
2.27%
$39.70
$30.39
$1,341.21
$1,026.92
$1,379.81
2.27%
$42.08
$1,421.89
69
51-100 Heads
$1,499.05
$1,533.12
2.27%
$46.76
$1,579.88
70
101-200 Heads
$2,023.72
$2,069.71
2.27%
$63.13
$2,132.84
71 Every 200 Heads above 200
Fire m (New
72 1-50 Devices
$599.62
$974.39
$613.25
$996.53
2.27%
2.27%,
$18.70
$30.39
$631.95
$1,026.92
73
51-100 Devices
$1,648.96
$1,686.43
2.27%
$51.44
$1,737.87
74
Every 50 Devices above 100
$599.62
$613.25
2.27%
$18.70
$631.95
75
76
Sprinkler Monitoring System
ire Sprin
1-25 Heads
$374.76
$524.67
$383.28
$536.59
2.27%
2.27%
$11.69
$16.37
$394.97
$552.96
77
26-50 Heads
$674.57
$689.90
2.27%,
$21.04
$710.95
78
51-100 Heads
$1,049.34
$1,073.19
2.27%
$32.73
$1,105.92
79
101-200 Heads
$1,349.15
$1,379.81
2.27%,
$42.08
$1,421.89
80 Every 200 Heads above 200
J@MgSystem (Tenan
81 1-50 Devices
$599.62
$974.39
$613.25
$996.53
2.27%
2.27%,
$18.70
$30.39
$631.95
$1,026.92
82
51-100 Devices
$1,648.96
$1,686.43
2.27%
$51.44
$1,737.87
83
Every 50 Devices above 100
$674.57
$689.90
2.27%
$21.04
$710.95
84 Sprinkler Monitoring System
Systems
85 Insert Gas Systems
$374.76
$1,049.34
$383.28
$1,073.19
2.27%
2.27%
$11.69
$32.73
$394.97
$1,105.92
86
Dry Chemical Systems
$599.62
$613.25
2.27%,
$18.70
$631.95
87
Wet Chemical/Kitchen Hood
$449.72
$459.94
2.27%,
$14.03
$473.96
88
Foam Systems
$1,873.82
$1,916.40
2.27%
$58.45
$1,974.85
89
90
Paint Spray Booth
HER MISCELLANEUUS FEES
Alternative Method and Material
Review
$674.57
$599.62
$689.90
$613.25
2.27%,
2.27%u
$21.04
$18.70
$710.95
$631.95
91
Expedited Plan Review Fee
$0.00
$0.00
$0.00
$0.00
Page192
Attachment D
1
Aircraft Refueling Vehicles
Aircraft Repair Hangar
$149.91
$151.25
0.90%
$4.61
$155.87
2
$299.81
$302.50
0.90%
$9.23
$311.73
3
Automobile Wrecking Yard
$374.76
$378.13
0.90%
$11.53
$389.66
4
Bonfire or Rubbish Fires
$149.91
$151.25
0.90%
$4.61
$155.87
5
Burning in Public Place
$149.91
$151.25
0.90%
$4.61
$155.87
6
Candles or Open -Flames in Assembly Areas
$149.91
$151.25
0.90%
$4.61
$155.87
7
Combustible Fiber Storage (handle/store over 100 cu ft)
$374.76
$378.13
0.90%
$11.53
$389.66
6
Compressed Gases
$149.91
$151.25
0.90%
$4.61
$155.87
g
Cryogens
$299.81
$302.50
0.90 %
$9.23
$311.73
10
Dry Cleaning Plant
$299.81
$302.50
0.90%
$9.23
$311.73
11
Dust Producing Operation
$299.81
$302.50
0.90%
$9.23
$311.73
12
Explosives or Blasting Agents
$599.62
$605.01
0.90%
$18.45
$623.46
13
Fireworks
$599.62
$605.01
0.90%
$18.45
$623.46
14
Flammable or Combustible Liquids (Unless in the CUPA Program)
$299.81
$302.50
0.90%
$9.23
$311.73
15
Fruit Ripening - Ethylene Gas Fogging
$299.81
$302.50
0.90%
$9.23
$311.73
16
Garages - Repair
$299.81
$302.50
0.90%
$9.23
$311.73
17
Hazardous Chemicals (Unless in the CUPA Program):
$374.76
$378.13
0.90%
$11.53
$389.66
18
High -Piled Combustible Stock - exceeding 2500 sq ft
$374.76
$378.13
0.90%
$11.53
$389.66
19
Junk Yards
$374.76
$378.13
0.90%
$11.53
$389.66
20
Liquefied Petroleum Gas
$224.86
$226.88
0.90%
$6.92
$233.80
21
Lumberyard - Storage in excess of 100,000 board feet
$374.76
$378.13
0.90%
$11.53
$389.66
22
Magnesium Working - Process more than 10 Ibs daily
$299.81
$302.50
0.90%
$9.23
$311.73
23
Mail (covered)
$374.76
$378.13
0.90%
$11.53
$389.66
24
Organic Coatings - manufacture over 1 gallon a day
$374.76
$378.13
0.90%
$11.53
$389.66
25
Ovens - Industrial, Baking and Drying
$149.91
$151.25
0.90%
$4.61
$155.87
26
Places of Assembly
$299.81
$302.50
0.90%
$9.23
$311.73
27
Refrigeration Equipment - Mechanical refrigeration (see UFC for most
common refrigerants)
$449.72
$453.76
0.90%
$13.84
$467.60
28
Spraying or Dipping
$299.81
$302.50
0.90%
$9.23
$311.73
29
Tents and Air -supported Structures - excess of 200 sq ft
$299.81
$302.50
0.90%
$9.23
$311.73
30
Tire Re -capping
$299.81
$302.50
0.90%
$9.23
$311.73
31
Waste Material Plant
$374.76
$378.13
0.90%
$11.53
$389.66
32
Welding and Cutting Operations - Any Occupancy
$224.86
$226.88
0.90%
$6.92
$233.80
33
Additional Permitted Use (per permit) [2]
$74.95
$75.63
0.90%
$2.31
$77.93
NON -MANDATED / REQUIRED INSPECTIONS
Commercial Business Inspections (Up to 3 stories)
0 - 5,000 sq. ft.
5,001-40,000 sq. ft.
40,001-120,000 sq. ft.
120,001-150,000 sq. ft.
150,001 - or more sq. ft.
Mid Rise Inspections (4 -6 stories)
New Business Inspection
Other Fire Fees continued on next page...
Page193
Attachment D
exceed the following number:
Two false alarms in any thirty -day period
Three false alarms in any three -hundred -sixty day period
34 False alarms exceeding these numbers
$581.88
$587.10
0.90%
$17.91
$605.01
CERTIFIED UNIFIED PARTICIPATING AGENCY FEES
Hazardous Materials Handlers
35
Remote utility (14ime fee)
$575.84
$581.01
0.90%
$17.72
$598.73
36
1 - 4 Materials handled
$331.50
$334.48
0.90%
$10.20
$344.68
37
5 -10 Materials handled
$378.19
$381.58
0.90%
$11.64
$393.22
38
11+ Materials handled
$452.89
$456.96
0.90%
$13.94
$470.90
Waste Generators
39
1 Waste stream (professional or medical)
$222.55
$224.55
0.90%
$6.85
$231.40
40
1 - 5 Waste streams (all others)
$331.50
$334.48
0.90%
$10.20
$344.68
41
6+ Waste streams
$446.67
$450.68
0.90%
$13.75
$464.42
42
Waste Stream (DeMinimus)
$107.39
$108.35
0.90%
$3.30
$111.66
Tiered Permitting
43
CE
$703.46
$709.78
0.90 %
$21.65
$731.43
44
CA
$1,108.11
$1,118.06
0.90%
$34.10
$1,152.16
45
PBR
$2,617.74
$2,641.26
0.90%
$80.56
$2,721.81
Underground Storage Tanks (general model)
46
First tank
$1,912.73
$1,929.91
0.90%
$58.86
$1,988.77
47
Each additional tank
48
Tank installation
$6,242.43
$6,298.50
0.90%
$192.10
$6,490.61
49
Tank removal
$4,832.40
$4,875.80
0.90%
$148.71
$5,024.51
50
Minor Modification
$1,811.57
$1,827.84
0.90%
$55.75
$1,883.59
51
Major Modification
$5,637.02
$5,687.65
0.90%
$173.47
$5,861.12
Above Ground Storage Tanks
52
One Tank
$210.10
$211.99
0.90%
$6.47
$218.46
53
Two Tanks
$420.21
$423.98
0.90/
$12.93
$436.91
54
Three Tanks
$502.69
$507.21
0.900/0
$15.47
$522.68
CALARP
55
New Stationary Source Facility
$2,757.81
$2,782.58
0.90%
$84.87
$2,867.45
56
Existing Annual Facility Inspection
$429.55
$433.40
0.90%
$13.22
$446.62
57
Site Remediation Oversight
$214.77
$216.70
0.90%
$6.61
$223.31
58
Soil Remediation
$214.77
$216.70
0.90%
$6.61
$223.31
59
Temporary Closure Permit
$1,794.45
$1,810.56
0.90%
$55.22
$1,865.79
Closures
60
Temporary Closure
$1,912.73
$1,929.91
0.90%
$58.86
$1,988.77
61
Closure in Place
$2,416.98
$2,438.69
0.90%
$74.38
$2,513.07
Late Fee [3]
Annual permit fees received 31-60 days after original invoice day
Annual permit fees received 61 + days after original invoice day
Other Fire Fees continued on next page...
Page194
Attachment D
-
r-
FIRE EQUIPMENT AND PERSONNEL STAND-BY FEES
62
Fire Engine/Ladder Truck $432.83 $436.71 0.90%
$13 332
$450.03
63
Squad or Light Rescue Equipment $269.61 $272.03 0.90%
$8.30
$280.33
64
Third & Subsequent Fire Inspection Fee $178.98 $180.59 0.90%
$5.51
$186.09
Additional Site Inspection Fee (one hour min.)
Fire Investigation/Fire Preventions
Firefighter Standby
Administrative/Clerical
MULTI -DWELLING FIRE AND LIFE SAFETY INSPECTION FEE SCHEDULE [5] [6]
Administrative Fee [7]
70
Processing per facility
$89.49
$90.29
0.90%
$2.75
$93.05
71
Each Additional Owner
$10.62
$10.71
0.90%
$0.33
$11.04
Apartment Houses
Fees are waived for units that are built, owned and managed by the
San Luis Obispo Housing Authority, other government agencies or not -
for -profit housing organizations
72
Up to 10 units
$357.96
$361.17
0.90%
$11.02
$372.19
73
11 -20 Units
$536.93
$541.76
0.90%
$16.52
$558.28
74
21 - 50 Units
$715.91
$722.34
0.90%
$22.03
$744.37
75
51 -100 Units
$894.89
$902.93
0.90% $27.54 $930.47
0.90% $44.06 $1,488.75
0.90 % $11.02 $372.19
76
101 - 200 Units
$1,431.82
$1,444.68
77
Every additional 100 Units over 200
$357.96
$361.17
Hotels, Motels, Lodging Houses, Bed & Breakfast Facilities, Youth Hostel Facilities, Senior Facilities, Sororities, Fraternities and Other Congregate
Residences
Hotel, Motel, Bed & Breakfast
78
1 - 20 Units
$357.96
$361.17
0.90%
$11.02
$372.19
79
21 -50 Units
$536.93
$541.76
0.90%
$16.52
$558.28
80
51 -100 Units
$894.89
$902.93
0.90%
$27.54
$930.47
81
101 -200 Units
$1,431.82
$1,444.68
0.90%
$44.06
$1,488.75
S2
Sorority and Fraternity
$715.91
$722.34
0.90%
$22.03
$744.37
Condominiums
83
Up to 10 Units
$357.96
$361.17
0.90%
$11.02
$372.19
84
11 -20 Units
$536.93
$541.76
0.90%
$16.52
$558.28
S5
21 - 50 Units
$715.91
$722.34
0.90%
$22.03
$744.37
86
51 -500 Units
$1,073.87
$1,083.51
0.90%
$33.05
$1,116.56
OTHER FIRE FEES
87
Hydrant Flow Test (First Hydrant)
$178.98
$180.59
0.90%
$5.51
$186.09
S8
Hydrant Flow Test (Each Additional Hydrant)
$89.49
$90.29
0.90%
$2.75
$93.05
89
Reinspection Fee (construction)
$178.98
$180.59
0.90%
$5.51
$186.09
90
Board of Appeals
$178.98
$180.59
0.90%
$5.51
$186.09
91
Emergency Call -Out (Non -Scheduled)
$697.68
$703.95
0.90%
$21.47
$725.42
92
After Hours Call -Out (Scheduled)
$174.42
$175.99
0.90%
$5.37
$181.35
[1] For Locations with multiple required permits, fee is calculated at highest permit fee, plus 1/2 hour of inspection per additional permitted use.
[2]Penalty for excessive false alarms set by City Ordinance - not required for review in this study
[3]Fees are punitive in nature and do not require a cost of service analysis.
[5] Fees are waived for units that are built, owned and managed by the San Luis Obispo Housing Authority, other government agencies or not -for -profit housing organizations.
[6] These fees are applicable to all multi -dwelling units in the City based on the definitions set forth in the 2007 California Building Code
[7] Administrative fee applies to both Apt Houses and Hotels, Motels, etc. Total processing fee calculated will be divided equally amongst all owners.
Page195
Attachment D
Utilities Fees
t Base Fee Proposed Fee (Incl. IT Surcharg7
Fee Number Fee ..
Rate Credit Card Increase % Change applicable)
and CPI)
Meter Services [1]
-ral
1
Install Water Meter (3/4" - 1") [2]
$132.70
$137.27
3.44%
$4.19
$141.46
2
Install Water Meter (1.5" - 2") [2]
$265.41
$274.55
3.44%
$8.37
$282.92
Install Water Meter (larger than 2") [2]
3
Remove Water Meter (5/8" - 1")
$132.70
$137.27
3.44%
$4.19
$141.46
4
Remove Water Meter (1.5" - 2")
$265.41
$274.55
3.44%
$8.37
$282.92
Remove Water Meter (larger than 2")
5
Retirement of Service
$796.22
$823.64
3.44%
$25.12
$848.76
6
Retirement of Service (larger than 2")
$796.22
$823.64
3.44%
$25.12
$848.76
7
Account Set-up
$88.00
$91.03
3.44%
$2.78
$93.81
Account Set-up After Hours/Weekends
8
Minimum 2 hours service fee
$310.00
$320.68
3.44%
$9.78
$330.46
9
Each Additional Hour
$150.00
$155.17
3.44%
$4.73
$159.90
10
Property Management (first 25 set-ups) [3]
$1,196.00
$1,237.19
3.44%
$37.73
$1,274.92
11
Each Additional 25 set-ups
$1,196.00
$1,237.19
3.44%
$37.73
$1,274.92
12
Disconnect Service for Non -Payment
$117.00
$121.03
3.44%
$3.69
$124.72
13 Lateral Installation
14 Lateral Abandonment
Per Plan Review Submittal
15 New Meter, trash enclosures, landscape plans
$530.81
$549.09
3.44%
$16.75
$565.84
$530.81
Ir
$549.09 3.44% $16.75
$565.84
$530.81
$549.09
3.44%
$16.75
$565.84
16
RH2O
C&D Recycling
ustrial User Permits [4]
Class I (ex: Automotive Repair, Photo processors)
$530.81
$549.09
3.44%
$16.75
$565.84
17
18
$66.35
$338.00
$68.64
$338.00
3.44%
0%
$2.09
$10.31
$70.73
$348.31
19
Class II (ex: Restaurant, Bakery)
$182.00
$182.00
0%
$5.55
$187.55
20
Significant Industrial User (ex: Chemical Manufacturini
$1,762.00
$1,762.00
0%
$53.74
$1,815.74
21
Industrial User Re -Inspection
$82.00
$82.00
0 %
$2.50
$84.50
[1] Fees for hardware Charged at Actual Cost
[2] Plus Meter Cost
[3] Calculated at OT rate for each additonal hour of service required after normal business hours beyond 2 hours
[4] The City is required by the state to implement a Pretreatment Program to protect the Water Reclamation Facility from non -domestic wastes that may upset or inhibit the treatment plant's
processes. The program requires inspection, sampling, documentation and public education of industrial users who may handle or discharge non -domestic wastes. The following charges are billed
annually in July of each year.
Page196
Attachment D
1-399
$726.73
$1.65
$605.43
$1.38
$484.13
400-599
$1,055.98
$1.53
$880.53
$1.27
$705.07
1 Attached Accessory/Utility Uses
600-999
$1,364.65
$0.34
$1,137.21
$0.28
$909.77
1,000-2,999
$1,501.12
$0.27
$1,250.93
$0.23
$1,000.74
3,000-Unlimite
$2,046.98
$0.68
$1,705.81
$0.56
$1,364.65
1-4,999
$1,711.23
$1.14
$1,426.39
$0.94
$1,140.46
5,000-9,999
$6,848.17
$0.34
$5,706.63
$0.28
$4,565.09
2 Commercial Shell
10,000-49,999
$8,559.40
$0.13
$7,133.01
$0.10
$5,706.63
50,000-99,999
$13,695.26
$0.06
$11,413.26
$0.05
$9,130.17
100,000-Unlim
$17,118.80
$0.17
$14,266.03
$0.14
$11,413.26
1-4,999
$1,426.39
$5.09
$1,188.11
$0.78
$950.92
5,000-9,999
$5,706.63
$1.51
$4,755.70
$0.23
$3,803.70
3 Commercial Tenant Improvements
10,000-49,999
$7,133.01
$0.55
$5,943.82
$0.08
$4,755.70
50,000-99,999
$11,413.26
$0.30
$9,511.41
$0.04
$7,608.48
100,000-Unlim
$14,266.03
$0.75
$11,887.63
$0.11
$9,511.41
1-4,999
$2,852.77
$1.90
$2,377.31
$1.58
$1,901.85
5,000-9,999
$11,413.26
$0.56
$9,511.41
$0.47
$7,608.48
4 Commercial Uses
10,000-49,999
$14,266.03
$0.21
$11,887.63
$0.17
$9,511.41
50,000-99,999
$22,826.51
$0.11
$19,021.73
$0.09
$15,216.95
100,000-Unlim
$28,533.14
$0.28
$23,777.44
$0.23
$19,021.73
1-4,999
$1,483.79
$0.99
$1,236.85
$0.81
$989.91
5,000-9,999
$5,940.57
$0.29
$4,949.57
$0.24
$3,959.66
5 Commercial/Multi-Family Residential Remodel - Non -
Structural
10,000-49,999
$7,425.44
$0.10
$6,187.51
$0.09
$4,949.57
50,000-99,999
$11,880.05
$0.05
$9,900.23
$0.04
$7,920.40
100,000-Unlim
$14,850.88
$0.15
$12,375.01
$0.11
$9,900.23
$1.06
$743.26
$1.68
$619.20
$1.41
$495.13
$1.09
2.27%
$0.99
$1,079.99
$1.56
$900.55
$1.30
$721.10
$1.01
2.27%
$0.22
$1,395.68
$0.34
$1,163.07
$0.29
$930.45
$0.22
2.27%
$0.17
$1,535.25
$0.28
$1,279.38
$0.23
$1,023.50
$0.18
2.27%
$0.43
$2,093.52
$0.70
$1,744.60
$0.58
$1,395.68
$0.44
2.27%
$0.74
$1,750.14
$1.16
$1,458.82
$0.96
$1,166.39
$0.75
2.27%
$0.22
$7,003.89
$0.34
$5,836.39
$0.29
$4,668.89
$0.22
2.27%
$0.08
$8,754.03
$0.13
$7,295.21
$0.10
$5,836.39
$0.08
2.27%
$0.03
$14,006.66
$0.07
$11,672.77
$0.06
$9,337.78
$0.03
2.27%
$0.10
$17,508.05
$0.18
$14,590.41
$0.14
$11,672.77
$0.10
2.27%
$0.62
$1,458.82
$5.20
$1,215.13
$0.80
$972.55
$0.63
2.27%
$0.18
$5,836.39
$1.55
$4,863.84
$0.23
$3,890.19
$0.19
2.27%
$0.06
$7,295.21
$0.56
$6,078.97
$0.08
$4,863.84
$0.07
2.27%
$0.03
$11,672.77
$0.31
$9,727.68
$0.04
$7,781.48
$0.03
2.27%
$0.09
$14,590.41
$0.77
$12,157.94
$0.11
$9,727.68
$0.09
2.27%
$1.22
$2,917.64
$1.94
$2,431.37
$1.62
$1,945.09
$1.25
2.27%
$0.37
$11,672.77
$0.58
$9,727.68
$0.48
$7,781.48
$0.38
2.27%
$0.14
$14,590.41
$0.21
$12,157.94
$0.18
$9,727.68
$0.14
2.27%
$0.06
$23,345.55
$0.11
$19,454.25
$0.09
$15,562.96
$0.07
2.27%
$0.18
$29,181.93
$0.29
$24,318.09
$0.23
$19,454.25
$0.19
2.27%
$0.66
$1,517.53
$1.01
$1,264.98
$0.83
$1,012.42
$0.68
2.27%
$0.19
$6,075.65
$0.30
$5,062.12
$0.24
$4,049.69
$0.20
2.27%
$0.06
$7,594.28
$0.10
$6,328.20
$0.09
$5,062.12
$0.07
2.27%
$0.03
$12,150.19
$0.06
$10,125.34
$0.04
$8,100.49
$0.03
2.27%
$0.09
$15,188.56
$0.16
$12,656.40
$0.11
$10,125.34
$0.09
2.27%
Page197
Attachment D
1-4,999
$3,138.70
$2.09
$2,615.58
$1.73
$2,092.47
$1.35
$3,210.07
$2.14
$2,675.06
$1.77
$2,140.05
$1.38
2.27%
5,000-9,999
$12,553.72
$0.63
$10,462.33
$0.52
$8,369.87
$0.40
$12,839.17
$0.64
$10,700.23
$0.53
$8,560.18
$0.41
2.27%
6 Commercial/Multi-Family Residential Uses
10,000-49,999
$15,692.41
$0.23
$13,076.83
$0.19
$10,462.33
$0.15
$16,049.23
$0.23
$13,374.18
$0.20
$10,700.23
$0.16
2.27%
50,000-99,999
$25,108.51
$0.13
$20,923.58
$0.10
$16,738.65
$0.08
$25,679.44
$0.13
$21,399.35
$0.10
$17,119.26
$0.08
2.27%
100,000-Unlim
$31,387.00
$0.30
$26,155.83
$0.26
$20,923.58
$0.19
$32,100.68
$0.31
$26,750.57
$0.27
$21,399.35
$0.20
2.27%
1-399
$726.73
$1.65
$605.43
$1.38
$484.13
$1.06
$743.26
$1.68
$619.20
$1.41
$495.13
$1.09
2.27%
400-599
$1,055.98
$1.53
$880.53
$1.27
$705.07
$0.99
$1,079.99
$1.56
$900.55
$1.30
$721.10
$1.01
2.27%
7 Detached Accessory/Utility Uses
600-999
$1,364.65
$0.34
$1,137.21
$0.28
$909.77
$0.22
$1,395.68
$0.34
$1,163.07
$0.29
$930.45
$0.22
2.27%
1,000-2,999
$1,501.12
$0.27
$1,250.93
$0.23
$1,000.74
$0.17
$1,535.25
$0.28
$1,279.38
$0.23
$1,023.50
$0.18
2.27%
3,000-Unlimite
$2,046.98
$0.68
$1,705.81
$0.56
$1,364.65
$0.43
$2,093.52
$0.70
$1,744.60
$0.58
$1,395.68
$0.44
2.27%
1-399
$217.69
$0.49
$181.95
$0.41
$145.13
$0.32
$222.64
$0.50
$186.09
$0.42
$148.43
$0.33
2.27%
400-599
$316.25
$0.45
$263.18
$0.38
$211.20
$0.30
$323.44
$0.47
$269.17
$0.39
$216.00
$0.31
2.27%
8 Duplicate Accessory/Utility
600-999
$408.31
$0.10
$340.08
$0.08
$271.85
$0.06
$417.60
$0.10
$347.81
$0.08
$278.03
$0.07
2.27%
1,000-2,999
$450.55
$0.08
$374.74
$0.06
$300.01
$0.04
$460.80
$0.08
$383.26
$0.07
$306.83
$0.04
2.27%
3,000-Unlimite
$614.09
$0.21
$512.29
$0.17
$408.31
$0.14
$628.06
$0.21
$523.93
$0.18
$417.60
$0.14
2.27%
1-4,999
$2,070.81
$0.45
$1,726.39
$0.38
$1,380.90
$0.29
$2,117.89
$0.47
$1,765.65
$0.39
$1,412.30
$0.30
2.27%
5,000-9,999
$4,142.69
$0.16
$3,451.70
$0.14
$2,761.80
$0.10
$4,236.89
$0.17
$3,530.19
$0.14
$2,824.59
$0.10
2.27%
9 Duplicate Commercial/Multi-Family Residential
10,000-49,999
$4,971.23
$0.02
$4,142.69
$0.02
$3,314.15
$0.01
$5,084.27
$0.02
$4,236.89
$0.02
$3,389.51
$0.01
2.27%
50,000-99,999
$6,213.50
$0.03
$5,179.18
$0.03
$4,142.69
$0.02
$6,354.78
$0.03
$5,296.94
$0.03
$4,236.89
$0.02
2.27%
100,000-Unlim
$8,285.39
$0.08
$6,904.49
$0.06
$5,523.59
$0.04
$8,473.78
$0.08
$7,061.49
$0.07
$5,649.19
$0.04
2.27%
1-2,499
$1,098.22
$0.73
$915.18
$0.61
$732.15
$0.49
$1,123.19
$0.74
$935.99
$0.62
$748.79
$0.50
2.27%
2,500-3,999
$2,197.52
$0.14
$1,831.45
$0.11
$1,465.38
$0.09
$2,247.49
$0.14
$1,873.09
$0.11
$1,498.70
$0.09
2.27%
10 Duplicate Single-Family/Duplex Residential
4,000-5,999
$2,418.47
$0.16
$2,015.57
$0.14
$1,611.59
$0.10
$2,473.46
$0.17
$2,061.40
$0.14
$1,648.23
$0.10
2.27%
6,000-7,999
$2,746.63
$0.27
$2,289.58
$0.23
$1,831.45
$0.18
$2,809.09
$0.28
$2,341.64
$0.23
$1,873.09
$0.19
2.27%
8,000-Unlimite
$3,297.91
$0.41
$2,746.63
$0.34
$2,197.52
$0.27
$3,372.90
$0.42
$2,809.09
$0.34
$2,247.49
$0.28
2.27%
Page198
Attachment D
1-4,999
$2,852.77
$1.90
$2,377.31
$1.58
$1,901.85
$1.22
$2,917.64
$1.94
$2,431.37
$1.62
$1,945.09
$1.25
2.27%
5,000-9,999
$11,413.26
$0.56
$9,511.41
$0.47
$7,608.48
$0.37
$11,672.77
$0.58
$9,727.68
$0.48
$7,781.48
$0.38
2.27%
11 Low & Moderate Hazard Storage
10,000-49,999
$14,266.03
$0.21
$11,887.63
$0.17
$9,511.41
$0.14
$14,590.41
$0.21
$12,157.94
$0.18
$9,727.68
$0.14
2.27%
50,000-99,999
$22,826.51
$0.11
$19,021.73
$0.09
$15,216.95
$0.06
$23,345.55
$0.11
$19,454.25
$0.09
$15,562.96
$0.07
2.27%
100,000-Unlim
$28,533.14
$0.28
$23,777.44
$0.23
$19,021.73
$0.18
$29,181.93
$0.29
$24,318.09
$0.23
$19,454.25
$0.19
2.27%
1-499
$670.41
$0.47
$559.94
$0.39
$447.30
$0.30
$685.66
$0.48
$572.67
$0.40
$457.47
$0.31
2.27%
500-999
$861.03
$1.49
$716.98
$1.25
$574.02
$1.00
$880.61
$1.53
$733.29
$1.27
$587.07
$1.02
2.27%
12 Residential Remodel/Addition- Non -Structural
1,000-1,499
$1,611.59
$0.31
$1,341.91
$0.26
$1,073.31
$0.21
$1,648.23
$0.32
$1,372.42
$0.27
$1,097.71
$0.21
2.27%
1,500-1,999
$1,771.88
$0.31
$1,476.21
$0.26
$1,181.62
$0.21
$1,812.17
$0.32
$1,509.77
$0.27
$1,208.48
$0.21
2.27%
2,000-Unlimite
$1,933.26
$0.96
$1,611.59
$0.80
$1,288.84
$0.64
$1,977.22
$0.99
$1,648.23
$0.82
$1,318.14
$0.65
2.27%
1-499
$934.68
$2.24
$779.80
$1.87
$622.76
$1.49
$955.93
$2.29
$797.53
$1.92
$636.92
$1.53
2.27%
500-999
$1,835.78
$3.66
$1,529.28
$3.05
$1,223.85
$2.44
$1,877.52
$3.74
$1,564.05
$3.12
$1,251.68
$2.49
2.27%
13 Residential Remodel/Addition - Structural
1,000-1,499
$3,672.65
$0.73
$3,060.72
$0.61
$2,448.79
$0.49
$3,756.16
$0.74
$3,130.31
$0.62
$2,504.47
$0.50
2.27%
1,500-1,999
$4,039.80
$0.73
$3,366.14
$0.61
$2,692.48
$0.49
$4,131.66
$0.74
$3,442.68
$0.62
$2,753.70
$0.50
2.27%
2,000-Unlimite
$4,406.96
$2.20
$3,672.65
$1.83
$2,937.25
$1.46
$4,507.17
$2.25
$3,756.16
$1.87
$3,004.04
$1.50
2.27%
1-2,499
$2,834.36
$1.88
$2,834.36
$1.88
$2,266.84
$1.51
$2,898.81
$1.93
$2,898.81
$1.93
$2,318.38
$1.54
2.27%
2,500-3,999
$5,668.72
$0.38
$5,668.72
$0.38
$4,535.84
$0.29
$5,797.62
$0.39
$5,797.62
$0.39
$4,638.98
$0.30
2.27%
14 Single-Family/Duplex Residential
4,000-5,999
$6,236.24
$0.43
$6,236.24
$0.43
$4,988.56
$0.32
$6,378.04
$0.44
$6,378.04
$0.44
$5,101.99
$0.33
2.27%
6,000-7,999
$7,086.44
$0.70
$7,086.44
$0.70
$5,668.72
$0.55
$7,247.58
$0.72
$7,247.58
$0.72
$5,797.62
$0.56
2.27%
8,000-Unlimite
$8,503.08
$1.05
$8,503.08
$1.05
$6,802.68
$0.84
$8,696.43
$1.07
$8,696.43
$1.07
$6,957.36
$0.86
2.27%
1-4,999
$961.75
$0.64
$801.46
$0.53
$641.17
$0.42
$983.62
$0.65
$819.69
$0.54
$655.75
$0.43
2.27%
5,000-9,999
$3,849.18
$0.18
$3,206.93
$0.16
$2,565.76
$0.13
$3,936.71
$0.19
$3,279.85
$0.17
$2,624.10
$0.13
2.27%
15 Site Improvements
10,000-49,999
$4,810.94
$0.06
$4,008.39
$0.05
$2,914.51
$0.04
$4,920.33
$0.07
$4,099.54
$0.06
$2,980.78
$0.04
2.27%
50,000-99,999
$7,697.29
$0.03
$6,413.86
$0.02
$5,132.61
$0.02
$7,872.31
$0.03
$6,559.70
$0.02
$5,249.31
$0.02
2.27%
100,000-Unlim
$9,621.88
$0.09
$8,018.95
$0.08
$6,413.86
$0.05
$9,840.66
$0.09
$8,201.29
$0.08
$6,559.70
$0.06
2.27%
Page199
Attachment D
1-399
$1,195.70
$0.58
$1,494.62
$0.73
$1,195.70
$0.58
$1,222.87
$0.60
$1,528.58
$0.74
$1,222.87
$0.60
2.27%
400-599
$1,312.67
$3.21
$1,639.75
$4.01
$1,312.67
$3.21
$1,342.50
$3.28
$1,677.01
$4.10
$1,342.50
$3.28
2.27%
1 Attached Accessory/UtilityUses
600-999
$1,953.84
$0.96
$2,442.29
$1.20
$1,953.84
$0.96
$1,998.24
$0.99
$2,497.80
$1.23
$1,998.24
$0.99
2.27%
1,000-2,999
$2,338.32
$0.77
$2,923.17
$0.97
$2,338.32
$0.77
$2,391.46
$0.79
$2,989.60
$1.00
$2,391.46
$0.79
2.27%
3,000-Unlimite
$3,892.51
$1.30
$4,865.09
$1.62
$3,892.51
$1.30
$3,980.97
$1.33
$4,975.65
$1.66
$3,980.97
$1.33
2.27%
1-4,999
$1,471.87
$0.90
$1,227.10
$0.75
$981.25
$0.60
$1,505.32
$0.92
$1,254.99
$0.76
$1,003.55
$0.61
2.27%
5,000-9,999
$5,512.76
$0.82
$4,594.33
$0.69
$3,674.81
$0.55
$5,638.04
$0.84
$4,698.74
$0.71
$3,758.32
$0.56
2.27%
2 Commercial Shell
10,000-49,999
$9,647.87
$0.11
$8,039.53
$0.09
$6,431.19
$0.06
$9,867.12
$0.11
$8,222.23
$0.09
$6,577.34
$0.07
2.27%
50,000-99,999
$13,781.90
$0.11
$11,484.74
$0.09
$9,187.57
$0.06
$14,095.10
$0.11
$11,745.73
$0.09
$9,396.37
$0.07
2.27%
100,000-Unlim
$19,294.66
$0.19
$16,079.07
$0.16
$12,863.47
$0.14
$19,733.14
$0.20
$16,444.47
$0.17
$13,155.80
$0.14
2.27%
1-4,999
$1,091.72
$0.78
$909.77
$0.65
$727.81
$0.52
$1,116.53
$0.80
$930.44
$0.66
$744.35
$0.53
2.27%
5,000-9,999
$4,594.33
$0.69
$3,828.61
$0.57
$3,062.89
$0.45
$4,698.74
$0.71
$3,915.61
$0.59
$3,132.49
$0.47
2.27%
3 Commercial Tenant Improvements
10,000-49,999
$8,039.53
$0.09
$6,699.79
$0.08
$5,358.97
$0.05
$8,222.23
$0.09
$6,852.05
$0.08
$5,480.75
$0.06
2.27%
50,000-99,999
$11,484.74
$0.09
$9,570.98
$0.08
$7,657.21
$0.06
$11,745.73
$0.09
$9,788.48
$0.08
$7,831.23
$0.07
2.27%
100,000-Unlim
$16,079.07
$0.16
$13,399.58
$0.13
$10,719.02
$0.10
$16,444.47
$0.17
$13,704.09
$0.13
$10,962.61
$0.10
2.27%
1-4,999
$2,296.08
$1.53
$1,913.76
$1.27
$1,531.44
$0.99
$2,348.26
$1.56
$1,957.25
$1.30
$1,566.25
$1.01
2.27%
5,000-9,999
$9,187.57
$1.38
$7,657.21
$1.15
$6,124.69
$0.90
$9,396.37
$1.41
$7,831.23
$1.17
$6,263.87
$0.92
2.27%
4 Commercial Uses
10,000-49,999
$16,079.07
$0.17
$13,399.58
$0.15
$10,719.02
$0.11
$16,444.47
$0.18
$13,704.09
$0.16
$10,962.61
$0.11
2.27%
50,000-99,999
$22,969.48
$0.18
$19,141.95
$0.15
$15,313.34
$0.11
$23,491.47
$0.19
$19,576.96
$0.16
$15,661.35
$0.11
2.27%
100,000-Unlim
$32,158.13
$0.31
$26,798.08
$0.27
$21,439.12
$0.21
$32,888.94
$0.32
$27,407.08
$0.28
$21,926.33
$0.21
2.27%
1-4,999
$1,102.55
$0.74
$919.52
$0.62
$735.40
$0.49
$1,127.61
$0.75
$940.41
$0.63
$752.11
$0.50
2.27%
5,000-9,999
$4,409.13
$0.66
$3,673.73
$0.55
$2,940.50
$0.44
$4,509.32
$0.68
$3,757.22
$0.56
$3,007.32
$0.45
2.27%
5 Commercial/Multi-Family Residential Remodel - Non -
Structural
10,000-49,999
$7,716.78
$0.08
$6,430.11
$0.06
$5,144.52
$0.05
$7,892.15
$0.08
$6,576.24
$0.07
$5,261.43
$0.06
2.27%
50,000-99,999
$11,023.36
$0.09
$9,186.49
$0.06
$7,349.63
$0.05
$11,273.87
$0.09
$9,395.26
$0.07
$7,516.65
$0.06
2.27%
100,000-Unlim
$15,432.48
$0.16
$12,860.22
$0.13
$10,287.96
$0.10
$15,783.19
$0.17
$13,152.47
$0.13
$10,521.76
$0.10
2.27%
Page 200
Attachment D
1-4,999
$3,446.29
$2.30
$2,871.18
$1.92
$2,296.08
$1.48
$3,524.61
$2.35
$2,936.43
$1.96
$2,348.26
$1.52
2.27%
5,000-9,999
$13,781.90
$2.07
$11,485.82
$1.72
$9,187.57
$1.34
$14,095.10
$2.12
$11,746.84
$1.76
$9,396.37
$1.37
2.27%
6 Commercial/Multi-Family Residential Uses
10,000-49,999
$24,118.60
$0.26
$20,098.29
$0.22
$16,079.07
$1.34
$24,666.70
$0.27
$20,555.03
$0.22
$16,444.47
$1.37
2.27%
50,000-99,999
$34,455.30
$0.27
$28,711.84
$0.23
$22,969.48
$0.18
$35,238.31
$0.28
$29,364.33
$0.23
$23,491.47
$0.19
2.27%
100,000-Unlim
$48,237.20
$0.49
$40,197.66
$0.40
$32,158.13
$0.31
$49,333.41
$0.50
$41,111.17
$0.41
$32,888.94
$0.32
2.27%
1-399
$1,644.08
$0.68
$1,370.07
$0.56
$1,096.05
$0.45
$1,681.44
$0.70
$1,401.20
$0.58
$1,120.96
$0.47
2.27%
400-599
$1,780.55
$4.52
$1,482.71
$3.77
$1,187.03
$3.02
$1,821.01
$4.62
$1,516.40
$3.85
$1,214.01
$3.09
2.27%
7 Detached Accessory/Utility Uses
600-999
$2,683.82
$1.34
$2,236.51
$1.13
$1,789.21
$0.90
$2,744.81
$1.37
$2,287.34
$1.15
$1,829.87
$0.92
2.27%
1,000-2,999
$3,221.01
$1.08
$2,683.82
$0.90
$2,146.62
$0.71
$3,294.21
$1.11
$2,744.81
$0.92
$2,195.40
$0.73
2.27%
3,000-Unlimite
$5,368.71
$1.82
$4,474.11
$1.48
$3,578.42
$1.19
$5,490.72
$1.86
$4,575.78
$1.52
$3,659.74
$1.22
2.27%
1-399
$1,644.08
$0.68
$1,370.07
$0.56
$1,096.05
$0.45
$1,681.44
$0.70
$1,401.20
$0.58
$1,120.96
$0.47
2.27%
400-599
$1,780.55
$4.52
$1,482.71
$3.77
$1,187.03
$3.02
$1,821.01
$4.62
$1,516.40
$3.85
$1,214.01
$3.09
2.27%
8 Duplicate Accessory/Utility
600-999
$2,684.90
$1.34
$2,236.51
$1.13
$1,789.21
$0.90
$2,745.91
$1.37
$2,287.34
$1.15
$1,829.87
$0.92
2.27%
1,000-2,999
$3,221.01
$1.08
$2,684.90
$0.90
$2,146.62
$0.71
$3,294.21
$1.11
$2,745.91
$0.92
$2,195.40
$0.73
2.27%
3,000-Unlimite
$5,368.71
$1.80
$4,474.11
$1.48
$3,578.42
$1.19
$5,490.72
$1.84
$4,575.78
$1.52
$3,659.74
$1.22
2.27%
1-4,999
$2,071.89
$0.47
$1,726.39
$0.39
$1,380.90
$1.48
$2,118.97
$0.48
$1,765.63
$0.40
$1,412.28
$1.52
2.27%
5,000-9,999
$4,142.69
$0.17
$3,452.79
$0.14
$2,761.80
$1.34
$4,236.84
$0.18
$3,531.25
$0.14
$2,824.56
$1.37
2.27%
9 Duplicate Commercial/Multi-Family Residential
10,000-49,999
$4,972.32
$0.03
$4,142.69
$0.02
$3,314.15
$0.17
$5,085.31
$0.03
$4,236.84
$0.02
$3,389.47
$0.18
2.27%
50,000-99,999
$6,214.58
$0.04
$5,179.18
$0.03
$4,142.69
$0.18
$6,355.81
$0.04
$5,296.88
$0.03
$4,236.84
$0.19
2.27%
100,000-Unlim
$8,286.47
$0.08
$6,904.49
$0.06
$5,523.59
$0.31
$8,474.78
$0.08
$7,061.40
$0.07
$5,649.12
$0.32
2.27%
1-2,499
$3,445.20
$2.30
$2,871.18
$1.92
$2,296.08
$1.53
$3,523.50
$2.35
$2,936.43
$1.96
$2,348.26
$1.56
2.27%
2,500-3,999
$6,888.24
$1.15
$5,741.29
$0.95
$4,593.25
$0.76
$7,044.78
$1.17
$5,871.76
$0.97
$4,697.63
$0.78
2.27%
10 Duplicate Single-Family/Duplex Residential
4,000-5,999
$8,611.39
$2.59
$7,175.25
$2.16
$5,741.29
$1.72
$8,807.08
$2.65
$7,338.31
$2.20
$5,871.76
$1.76
2.27%
6,000-7,999
$13,778.65
$3.44
$11,481.49
$2.87
$9,185.41
$2.30
$14,091.78
$3.52
$11,742.41
$2.94
$9,394.15
$2.35
2.27%
8,000-Unlimite
$20,666.90
$2.59
$17,223.86
$2.16
$13,778.65
$1.72
$21,136.56
$2.65
$17,615.28
$2.20
$14,091.78
$1.76
2.27%
Page 201
Attachment D
1-4,999
$2,297.16
$1.53
$1,913.76
$1.28
$1,380.90
$1.48
$2,349.37
$1.56
$1,957.25
$1.31
$1,412.28
$1.52
2.27%
5,000-9,999
$9,187.57
$1.38
$7,657.21
$1.15
$2,761.80
$1.34
$9,396.37
$1.41
$7,831.23
$1.17
$2,824.56
$1.37
2.27%
11 Low & Moderate Hazard Storage
10,000-49,999
$16,079.07
$0.17
$13,399.58
$0.14
$3,314.15
$0.17
$16,444.47
$0.18
$13,704.09
$0.14
$3,389.47
$0.18
2.27%
50,000-99,999
$22,970.56
$0.18
$19,141.95
$0.15
$4,142.69
$0.18
$23,492.57
$0.19
$19,576.96
$0.16
$4,236.84
$0.19
2.27%
100,000-Unlim
$32,158.13
$0.32
$26,798.08
$0.27
$5,523.59
$0.31
$32,888.94
$0.33
$27,407.08
$0.28
$5,649.12
$0.32
2.27%
1-499
$1,240.10
$3.10
$1,033.24
$2.59
$827.46
$2.07
$1,268.28
$3.17
$1,056.72
$2.65
$846.26
$2.12
2.27%
500-999
$2,480.20
$2.48
$2,066.47
$2.07
$1,652.75
$1.66
$2,536.56
$2.54
$2,113.43
$2.12
$1,690.30
$1.69
2.27%
12 Residential Remodel/Addition- Non -Structural
1,000-1,499
$3,720.30
$2.48
$3,099.71
$2.07
$2,480.20
$1.66
$3,804.85
$2.54
$3,170.15
$2.12
$2,536.56
$1.69
2.27%
1,500-1,999
$4,959.32
$2.48
$4,134.03
$2.07
$3,306.57
$1.66
$5,072.02
$2.54
$4,227.98
$2.12
$3,381.72
$1.69
2.27%
2,000-Unlimite
$6,199.42
$3.10
$5,167.27
$2.59
$4,134.03
$2.07
$6,340.30
$3.17
$5,284.69
$2.65
$4,227.98
$2.12
2.27%
1-499
$1,362.49
$3.11
$1,136.13
$2.60
$908.68
$2.08
$1,393.45
$3.18
$1,161.95
$2.66
$929.34
$2.13
2.27%
500-999
$2,608.00
$2.61
$2,172.61
$2.18
$1,738.31
$1.73
$2,667.27
$2.67
$2,221.99
$2.23
$1,777.81
$1.77
2.27%
13 Residential Remodel/Addition- Structural
1,000-1,499
$3,910.92
$2.61
$3,260.00
$2.18
$2,608.00
$1.73
$3,999.80
$2.67
$3,334.09
$2.23
$2,667.27
$1.77
2.27%
1,500-1,999
$5,214.92
$2.61
$4,346.31
$2.18
$3,476.61
$1.73
$5,333.43
$2.67
$4,445.08
$2.23
$3,555.62
$1.77
2.27%
2,000-Unlimite
$6,520.00
$3.26
$5,432.61
$2.71
$4,346.31
$2.18
$6,668.17
$3.33
$5,556.07
$2.77
$4,445.08
$2.23
2.27%
1-2,499
$3,445.20
$2.30
$2,871.18
$1.92
$2,296.08
$1.53
$3,523.50
$2.35
$2,936.43
$1.96
$2,348.26
$1.56
2.27%
2,500-3,999
$6,888.24
$1.15
$5,741.29
$0.95
$4,593.25
$0.76
$7,044.78
$1.17
$5,871.76
$0.97
$4,697.63
$0.78
2.27%
14 Single-Family/Duplex Residential
4,000-5,999
$8,611.39
$2.59
$7,175.25
$2.16
$5,741.29
$1.72
$8,807.08
$2.65
$7,338.31
$2.20
$5,871.76
$1.76
2.27%
6,000-7,999
$13,778.65
$3.44
$11,481.49
$2.87
$9,185.41
$2.30
$14,091.78
$3.52
$11,742.41
$2.94
$9,394.15
$2.35
2.27%
8,000-Unlimite
$20,666.90
$2.59
$17,223.86
$2.16
$13,778.65
$1.72
$21,136.56
$2.65
$17,615.28
$2.20
$14,091.78
$1.76
2.27%
1-4,999
$761.39
$0.51
$761.39
$0.51
$506.87
$0.34
$778.69
$0.52
$778.69
$0.52
$518.39
$0.34
2.27%
5,000-9,999
$3,043.39
$0.45
$3,043.39
$0.45
$2,028.57
$0.30
$3,112.55
$0.47
$3,112.55
$0.47
$2,074.67
$0.31
2.27%
15 Site Improvements
10,000-49,999
$5,326.47
$0.05
$5,326.47
$0.05
$3,550.26
$0.03
$5,447.52
$0.06
$5,447.52
$0.06
$3,630.94
$0.03
2.27%
50,000-99,999
$7,609.56
$0.05
$7,609.56
$0.05
$5,073.04
$0.04
$7,782.49
$0.06
$7,782.49
$0.06
$5,188.33
$0.04
2.27%
100,000-Unlim
$10,652.95
$0.10
$10,652.95
$0.10
$7,101.61
$0.06
$10,895.04
$0.10
$10,895.04
$0.10
$7,262.99
$0.07
2.27%
Page 202
Attachment D
Residential
1 Single Family
2 z 1,400 sq. ft. (fees are per unit)
3 700 to 1,399 sq. ft. (fees are per sq. ft.)
4 5 699 sq. ft. (fees are per unit)
5 Multifamily
6 z 1,100 sq. ft. (fees are per unit)
7 550 to 1,099 sq. ft. (fees are per sq. ft.)
8 5 549 sq. ft. (fees are per unit)
Non -Residential
9
Office (fees are per sq. ft.)
10
Service (fees are per sq. ft.)
11
Retail (fees are per sq. ft.)
12
Industrial (fees are per sq. ft.)
13
Institutional (fees are per sq. ft.)
14
Lodging (fees are per room)
15 1Specialty (fees are per ADT) (2)
$10,694.16
$8,309.07
$9,695.81
$10,894.14
$8,464.45
$9,877.12
1.87%
$7.64
$5.93
$6.92
$7.78
$6.04
$7.05
1.87%
$5,347.08
$4,154.53
$4,847.90
$5,447.07
$4,232.22
$4,938.56
1.87%
$8,308.75
$6,455.67
$7,533.07
$8,464.12
$6,576.39
$7,673.94
1.87%
$7.55
$5.87
$6.85
$7.70
$5.98
$6.98
1.87%
$4,154.37
$3,227.83
$3,766.53
$4,232.05
$3,288.19
$3,836.97
1.87%
$10.32
$8.02
$9.36
$10.51
$8.17
$9.54
1.87%
$10.32
$8.02
$9.36
$10.51
$8.17
$9.54
1.87%
$14.99
$11.03
$13.59
$15.28
$11.24
$13.85
1.87%
$6.01
$4.92
$5.75
$6.12
$5.01
$5.86
1.87%
$12.15
$9.44
$11.01
$12.37
$9.62
$11.22
1.87%
$4,314.63
$3,352.34
$3,911.83
$4,395.31
$3,415.03
$3,984.98
1.87%
$657.80
$510.93
$596.32
$670.10
$520.49
$607.47
1.87%
Page 203
Attachment D
Residential
FY 19-20 Base Fee Rate
Single Family (per Dwelling Unit)
16 $3,251.83 $2,972.16
Multifamily Condominium (per Dwelling unit)
17 $2,341.61 $2,140.37
Multifamily apartment (per Dwelling unit)
18 $1,503.62 $2,140.37
Proposed Fee (Incl. Credit Card and CCI Increase)
$3,310.72
$3,025.98
1.81%
$2,384.01
$2,179.13
1.81%
$1,530.85
$2,179.13
1.81%
Page 204
Attachment D
Single Family & Multifamily (per Dwelling Unit Size)
19
>_ 1,201 sq. ft. (fees are per unit)
$11,872.00
$10,721.00
$12,393.83
$11,192.24
4.40%
20
801 to 1,200 sq. ft. (fees are per unit)
$9,497.60
$8,577.00
$9,915.07
$8,954.00
4.40%
21
451 to 800 sq. ft. (fees are per unit)
$8,310.40
$7,505.00
$8,675.68
$7,834.88
4.40%
22
5 450 sq. ft. (fees are per unit)
$3,561.60
$3,216.00
$3,718.15
$3,357.36
4.40%
Mobile/Manufactured Home (per Dwelling Unit)
23
Mobile/Manufactured Home
$7,123.20
$6,433.00
$7,436.30
$6,715.76
4.40%
Non -Residential (by Meter Size)
24
3/4" meter
$11,872.00
$10,721.00
$12,393.83
$11,192.24
4.40%
25
1" meter
$20,182.00
$18,226.00
$21,069.10
$19,027.12
4.40%
26
1.5' meter
$40,365.00
$36,451.00
$42,139.24
$38,053.20
4.40%
27
2" meter
$64,109.00
$57,893.00
$66,926.91
$60,437.69
4.40%
28
3" meter
$127,030.00
$114,715.00
$132,613.60
$119,757.30
4.40%
29
4" meter
$198,262.00
$179,041.00
$206,976.61
$186,910.75
4.40%
30
6" meter
$396,525.00
$358,081.00
$413,954.26
$373,820.45
4.40%
Page 205
Attachment D
Family
31 IPer unit 1 $689.38 $587.21 $716.66 $610.45 3.96%
32 IPer unit 1 $496.39 $423.12 $516.04 $439.87 3.96%
33
Office (fees are per sq. ft.)
$0.45
$0.39
$0.47
$0.41
3.96%
34
Service (fees are per sq. ft.)
$0.25
$0.22
$0.26
$0.23
3.96%
35
Retail (fees are per sq. ft.)
$0.25
$0.22
$0.26
$0.23
3.96%
36
Industrial (fees are per sq. ft.)
$0.19
$0.15
$0.19
$0.16
3.96%
37
Institutional (fees are per sq. ft.)
$0.25
$0.22
$0.26
$0.23
3.96%
38
Lodging (fees are per room)
A
$137.26
$116.62
$142.69
$121.23
3.96%
i 39
Specialty (fees are per ADT) (2)
Requires Calculation
Requires Calculation
Requires Calculation
Requires Calculation
[1] The transportation fees are applied based on three geographic areas within the City (Citywide, San Luis Ranch and Los Osos Valley Road subareas)
[2] The Average Cost per Average Daily Trip (ADT) rate may be applied to non-residential development uses that are not identified in the land use category, but are identified in the City of San Luis Obispo Parcel Data SIC Correspondence table.
[3] Fees shown reflect Parkland In -lieu Fees authorized by the Quimby Act (single family residential uses only) and Park Development Impact Fees authorized by the Mitigation Fee Act (single family and multifamily residential uses). Development in the
MASP, OASP, Avila Ranch, or San Luis Ranch areas will meet park and recreation obligations per the terms of applicable Specific Plans and/or Development Agreements.
[4] Fees shown are subject to an additional 1.75% administrative charge.
Page 206
Attachment D
Fee Number
Police Fees
Fee .- , Base Fee Rate
Proposed Fee (Incl. Credit
Card and CPI Increase)
% Change
POLICE DEPARTMENT
Processing charge for return of property taken for safekeeping
1
Processing & maintenance fee $11.00
2
$11.00
0.00%
3
Clearance Letters [1]
$25.00
$25.00
0.00%
4
Civil SOT [2]
$15.00
$15.00
0.00%
5
Criminal SDT [3]
$0.00
$0.00
6
Civil Subpoena [4]
$275.00
$275.00
0.00%
7
Concealed Weapons Permit (set by penal code 26190)
8
Investigative costs and permit processing
$100.00
$100.00
0.00%
9
Renewal
$25.00
$25.00
0.00%
10
Massage Facility Permit
$302.28
$322.88
6.81%
11
Massage Technician Initial Permit
$209.24
$223.50
6.81%
12
Massage Technician Permit Renewal
$183.91
$196.44
6.81%
13
Local Record Information [5]
$26.00
$26.00
0.00%
14
Impound Vehicle Release (30-day impound)
$142.07
$154.99
9.10%
15
Vehicle Tow Release Fee
$80.66
$86.03
6.66%
16
Record sealing fee set by penal code (851.8)
Determined by Finance
Determined by Finance
Director
Director
Property Damage -Only Collisions Investigations
17
18
per party per non -injury traffic collision investigation report $116.31
Administrative Investigations Determined by Finance
$123.94
6.56 %
Determined by Finance
19
Director
Administrative Citations [6]
Noise Violation, Urination in Public and/or Open Alcohol Container
Director
20
21
First citation for each such violation (except open container)
$350.00
$350.00
0.00%
22
First citation (open container)
$100.00
$100.00
0.00%
23
Second citation for each such violation
$700.00
$700.00
0.00%
24
Third citation for each such violation
$1,000.00
$1,000.00
0.00%
Page 207
Attachment D
Fee Number
Police Fees
Fee Description
FY 19-20 Base Fee Rate Proposed Fee (Incl. Credit % Change
Card and CPI Increase)
Cost Recovery Programs
DUI Cost recovery
Determined by Finance
Determined by Finance
24
Director
Determined by Finance
Director
Determined by Finance
Nuisance abatement
25
Director
$38.78
Director
$41.42 6.81%
Alarm Permits (City processing cost, net of contractor payment) [8]
26
Permit
27
Renewal
$38.78
$41.42
6.81%
28
Excessive alarms [6]
$0.00
29
Third
$84.29
$90.03
6.81%
30
Fourth
$140.82
$150.42
6.81%
31
Fifth
$232.31
$248.13
6.81%
32
Sixth
$417.33
$445.76
6.81%
33
Seventh & More
$636.27
$679.63
6.81%
Second Response Cost Recovery
Determined by Finance
Determined by Finance
34
Taxi Permit
Pedicab Fee
Permit fee
Director
Director
$115.55
35
$114.75
0.70%
36
$229.50
$238.73
4.02%
37
Permit Renewal fee
$234.57
$244.01
4.02%
38
Electronic Game Center Permit
$422.83
$451.65
6.81%
39
Public Dance Permit
$101.15
$108.04
6.81%
40
Tobacco License Fee - per location
$713.26
$761.31
6.74%
41
Mobile Food Vendor License
$158.59
$169.27
6.73%
PLANNING SUPPORT
42
Administrative Use Permit (bars/nightclubs)
$279.14
$297.94
6.74%
[1] Fee set by penal code (13322), Dept did not wish to undergo time or cost of service analysis
[2] Fee set by CA evidence code 1563, Dept did not wish to undergo time or cost of service analysis
[3] Access through the Discovery Order process, Dept did not wish to undergo time or cost of service analysis
[4] Fee set by statute (GC 68097.2). Statute increased fee in 2013-14, Dept did not wish to undergo time or cost of service analysis
[5] Fee limited b penal code (13322), Dept did not wish to undergo time or cost of service analysis
[6] Set by Municipal Code, punitive in nature and excluded from cost analysis.
[7] City fee only. DOJ fee charged separately.
[8] City's current fee is $36. Amount reduced to evaluate City cost of providing services. Per contract agreement, additional 15%should be added to City fee as a pass through to the
contractor.
Page 208
Attachment D
Number
Fee Parks and Recreation Fees
DescriptionFee
� Youth Services
Sun-N-Fun
Registration Fee
Proposed Fee (Incl. Credit
Base Fee Rate Card and CPI Increase)
$60.00 $65.00
% Change
1
8.33%
2
School Year - hourly option
$5.00
$5.25
5.00%
Teacher Work Day
3
Teacher Work Day
$55.00
$58.00
5.45%
4
Late Reg TWD
Weekly Rate + $10
Weekly Rate + $10
Spring Break Camp
5
Weekly Option
$185.00
$194.50
5.14%
6
Late Reg Spring Break Weekly
Weekly Rate + $10
Weekly Rate + $10
7
Daily Option
$55.00
$58.00
5.45%
8
Late Reg Spring Break Daily
Weekly Rate + $10
Weekly Rate + $10
Summer Camp
9
Registration Fee
$5.00
$6.00
20.00%
10
Full week Care Option
$175.00
$185.00
5.71%
11
Summer School Option
TBD*
TBD*
12
Day Rate Option
$45.00
$49.00
8.89%
13
Field Trip Sign Ups
$5.00 - $20.00
$5.00 - $25
14
Late Registration Fee
$10.00
$10.00
0.00%
15
Youth Services Special Events
$0.00 - $20.00
$0.00 - $25
Aquatics
Lap Swim
16
Adult per use
$3.00
$3.25
8.33%
17
Adult Monthly
$45.00
$49.00
8.89%
18
Youth/Senior per
$2.50
$2.75
10.00%
19
Youth/Senior monthly
$35.00
$39.00
11.43%
Recreational Swim
20
Adult per use
$4.00
$4.25
6.25%
21
Youth/Senior per
$3.50
$3.75
7.14%
Swim Script
22
Adult per use
$27.00
$29.25
8.33%
23
Youth/Senior per
$22.50
$24.75
10.00%
Recreational Swim Script
24
Adult per use
$37.00
$39.00
5.41%
25
Youth/Senior per
$31.50
$33.00
4.76%
Lessons
26
Lessons
$100.00
$106.00
6.00%
27
Private Lessons
$172.00
$183.00
6.40%
Special Classes
28
Lifeguard
$200.00
$223.00
11.50%
29
Warm Water Exercise
$100.00
$100.00
0.00%
30
Facility Use
$50/day + $20.40/LG
$54/day + $21/LG
31
Junior Lifeguard Program
$200.00
$223.00
11.50%
Parks & Rec Fees Continued on next page...
Page 209
Attachment D
Fee Number
32
F Parks and Recreation Fees FY 19-20 Base Fee Rate
Recreational Sports
Adult Softball
Teams (15 per team) $550.00
Froposecl I-ee (�nclr.,(,red 't
% Change
$577.00
4.91%
Spectial Events
Triathlon
33
Individual
$82.00
$86.00
4.880%j.
34
Team
$149.00
$156.00
4.70%
P&R Events
35
Parks and Recreation Sponsored Eve
$0- $60.00
$0- $64.00
Special Application Fees
$100 park only/$160
encroachment
$206.00
$110 park only/$175
encroachment
36
Special Event Application
37
Banner Permit Application/Installation
$219.00
6.31%
Film Application Fee
38
Still Photography
$103.00
$107.00
3.88%
39
Commercial
$135.00
$140.00
3.70%
40
Non -Profit
$41.00
$43.00
4.88%
41
Destination Marketing
$0.00
$0.00
0.00%
Permit Fee
42
Permit Processing Fee
$15.50
$16.50
6.45%
43
Full Park Use
$460.00
$514.00
11.74%
44
Half Park Use
$230.00
$257.00
11.74%
Mission Plaza
45
Full Plaza
$560.00
$624.00
11.43%
46
Ludwick Community Center
Full Plaza (Non-Profit/Communtiy Eve
Indoor Facilities
$460.00
$522.50
13.59%
47
48
Assembly Room (Non -Profit)
$30.00
$31.50
5.00%
Assembly Room (For -Profit)
$63.00
$66.00
4.76%
49
Gymnasium (Non -Profit)
$38.00
$40.00
5.26%
50
Gymnasium (For -Profit)
$67.00
$70.25
4.85%
51
Kitchen (Non -Profit)
$13.00
$13.75
5.77%
52
Kitchen (For -Profit)
$18.00
$19.00
5.56%
53
Floor Covers
$80.00
$84.00
5.00%
54
Full Facility Use (14 Hours)
$1,554.00
$1,631.50
4.99%
Senior Center
55
Main Room (Non -Profit)
$30.00
$31.50
5.00%
56
Main Room (For -Profit)
$63.00
$66.00
4.76%
57
Conference Room (Non -Profit)
$16.00
$17.00
6.25%
58
Conference Room (For -Profit)
$21.00
$22.00
4.76%
Meadow Park Building
59
Non -Profit
$16.00
$17.00
6.25%
60
For -Profit
$21.00
$22.00
4.76%
City/County Library
61
Community Room (Non -Profit)
$30.00
$31.50
5.00%
62
Community Room (For -Profit)
$63.00
$66.00
4.76%
63
Conference Room (Non -Profit)
$16.00
$17.00
6.25%
64
Conference Room (For -Profit)
$21.00
$22.00
4.76%
Parks & Rec Fees Continued on next page...
Page 210
Attachment D
Fee Number
65
Fee Description Parks and Recreation Fees FY 19-20 Base Fee Rate
Outdoor Facilities
BBQ/Picnic Areas $68.00
Froposecl Fee (Incl. ureclit
% Change
$71.50
5.15%
Jack House Gardens
Wedding and Reception
N/A
N/A
66
Full Day WEEKEND (Resident)
$3,000.00
$3,151.50
5.05%
67
Full Day WEEKEND (non-resident)
$3,400.00
$3,571.50
5.04%
68
Full Day WEEKDAY (Resident)
$2,800.00
$2,941.25
5.04%
69
Full Day WEEKDAY (non-resident)
$3,000.00
$3,151.50
5.05%
Party (1-50) Attendance (4 hour)
N/A
N/A
70
Under 50 Per Hour
$100.00
$108.00
8.00%
71
Under 50 Per Hour (Non -Profit)
$45.00
$48.50
7.78%
72
50-100 Per Hour
$200.00
$216.00
8.00%
73
50-100 Per Hour (Non -Profit)
$90.00
$97.00
7.78%
74
100+ Per Hour
$300.00
$324.00
8.00%
75
100+ Per Hour (Non -Profit)
$135.00
$146.00
8.15%
76
Security Deposit
$500.00
$540.00
8.00%
Table/Chair Rental
Included
Included
Softball Fields
77
Hourly Field Use
$24.00
$26.50
10.42%
78
Light Fee
$22.00
$24.25
10.23%
Multi -Use Courts
79
Hourly Use
$6.00
$6.25
4.17%
80
Light Fee
$11.00
$12.00
9.09%
Tennis $ Volleyball Courts
81
Full Use Facility (Day)
$9.00
$9.50
5.56%
Damon -Garcia
82
Full Use Facility (Day)
$444.00
$489.00
10.14%
83
Full Use Facility (Hour)
$72.00
$79.00
9.72%
84
Full Use Light Fee (Hour)
$43.00
$47.50
10.47%
85
Maintenance Fee
$24.00
$26.50
10.42%
86
Concession Stand Rental
$120.00
$132.00
10.00%
87
Lower Fields Facility Use (Day)
$295.00
$325.00
10.17%
88
Lower Fields Facility Use (Hour)
$48.00
$53.00
10.42%
89
Lower Fields Light Fee
$22.00
$24.25
10.23%
90
Single Field Facility Use (Day)
$151.00
$166.25
10.10%
91
Single Field Facility Use (Hour)
$24.00
$26.50
10.42%
92
Single Field Light Fee
$22.00
$24.25
10.23%
Parks & Rec Fees Continued on next page...
Page 211
Attachment D
Fee Number
Fee Description Parks and Recreation Fees FY 19-20 Base Fee Rate
Baseball Stadium
Hourly Field Use $24.00
Froposecl I-ee (Incl. ureclit
% Change
93
$26.50
10.42%
94
Lights $22.00
$24.25
10.23%
95
Press box Rental
$16.00
$17.75
10.91%
96
Field prep
$41.00
$45.00
9.76%
97
Concession Stand Rental
$23.00
$25.25
9.78%
Mission Plaza
98
Full Plaza
$560.00
$623.75
11.38%
99
Full Plaza (Non-Profit/Communtiy Eve
$460.00
$522.50
13.59%
Other
100
Bounce House
$34.00
$35.50
4.41%
101
Portable BBQ
$34.00
$35.50
4.41%
Community Gardens
102
Junior Ranger Camp
Community Gardens
Ranger Service
$30/yr + $0.03 per sq ft
$31/yr + $0.03 per sq ft
103
Junior Ranger Camp
$125.00
$146.00
16.80%
Golf Course
Laguna Lake Golf Course
104
Cart Rental
$8.25
8.25/Person
21.21%
105
Pull Carts
$3.00
4/Cart
40.00%
Rounds
106
Monday -Thursday (Regular)
$13.00
$14.00
7.69%
107
Monday -Thursday (SnrNth/Stu/Mil)
$10.00
$11.00
10.00%
108
Friday -Sunday (Regular)
$14.00
$15.00
7.14%
109
Friday -Sunday (SnrNth/Stu/Mil)
$11.00
$12.00
9.09%
110
Replay
$7.00
$7.50
7.14%
111
Off Peak (M-Th 12-3 PM) (Regular)
$11.00
$12.00
9.09%
112
Off Peak (M-Th 12-3 PM) (SnrNth/Stu
$10.00
$10.75
7.50%
113
Twilight (after 3 PM)
$8.50
$9.25
8.82%
114
Family Rate
$25.00
$27.00
8.00%
115
Super Twilight
$5.00
$5.50
10.00%
116
10-Play Cards (Regular)
$115.00
$123.00
6.96%
117
10-Play Cards (SnrNth/Stu/Mil)
$87.50
$93.75
7.14%
Page 212
ATTACHMENT E
2020 Voluntary Retirement Incentive Program
Purpose
The Voluntary Retirement Incentive Program (VRIP) is to provide an incentive for eligible
employees to separate from employment in order to generate salary savings within the City's
budget in response to the City's reduction in revenue resulting from the COVID-19 pandemic.
Participation in this program is completely voluntary.
The VRIP intends to achieve the following objectives:
1. Achieve cost savings through reduced salary and benefit costs in response to ongoing
fiscal challenges.
2. Restructure positions to focus on changing priorities, needs, and/or strategic objectives.
3. Increase organizational efficiency through thoughtful reorganization.
General Description
The VRIP is a one-time opportunity for eligible employees to apply for separation and enter
retirement at an earlier date than might otherwise have been planned. VRIP participants will be
required to sign a separation agreement that contains a release of employment rights and claims
to the extent permitted by law (Agreement and Release). Upon voluntary separation from the City
of San Luis Obispo, VRIP participants will receive a lump sum payment.
Participation in the VRIP is completely voluntary. Applicants may revoke their application at any
time up to seven days after signing the Agreement and Release. Eligible employees who decline
to participate or who revoke an application to participate will not be treated any differently than
any other similarly situated employee.
Applications for the VRIP will be accepted starting June 10, 2020. For an employee planning to
retire on July 1, 2020 or before September 1, 2020, applications are due no later than 5:00 P.M.
on June 2611, 2020. For an employee planning to retire on September 1, 2020 or before December
3, 2020, applications are due no later than 5:00 P.M. on August 26t", 2020.
Requests to participate in the VRIP will be reviewed on a case -by -case basis and are subject to
review and approval of the Department Head, Human Resources Director, and City
Manager/Assistant City Manager.
There is no appeal process if a request to voluntarily separate is denied.
Additional Information, including the VRIP application form and Agreement and Release can be
found on the Forms and Policies SharePoint Page.
Eligibility
In order to be eligible for the VRIP, an employee must:
1. Be of normal retirement age as defined by the California Public Employees Retirement
System (PERS) and have five years of service with the City as of the Separation Date.
2. Hold a Regular Full- or Part -Time position. A Part -Time Regular employee's benefit under
this program will be prorated based on the full-time equivalency in the line item budget
(e.g. an employee in a position budgeted at half-time would receive 50% of the incentive
amount below).
Page 213
2020 Voluntary Retirement Incentive Program
3. Complete and submit the VRIP application by June 26th, 2020 for an employee planning
to retire on July 1, 2020 or before September 1, 2020, and August 261h, 2020 for an
employee planning to retire on September 1, 2020 or before December 3, 2020.
4. Not have submitted a notice of resignation or retirement or filed a retirement application
with CalPERS prior to the voluntary retirement program offer.
5. Review and sign an Agreement and Release that includes a release of all employment
rights and claims to the extent permitted by law.
Retirement Incentive Benefits
Level One: An employee with an approved VRIP application that retires on July 1, 2020 or before
September 1, 2020 will be eligible for a one-time lump sum payment of $15,000 subject to the
conditions below.
Level Two: An employee with an approved VRIP application that retires on September 1, 2020
or before December 3, 2020 will be eligible for a one-time lump sum payment of $10,000 subject
to the conditions below.
Conditions
The lump -sum payment will be reported to the IRS as taxable income. Required state and federal
income tax withholdings will be deducted from the payment to the employee.
This one-time lump sum payment will not contribute toward pensionable earnings and shall not
otherwise be deemed as final compensation for retirement calculation purposes.
Accepted applicants must voluntarily accept and sign an Agreement and Release that contains a
release of all employment rights and claims to the extent permitted by law. If an Agreement and
Release is rescinded, the employee is no longer eligible for the one-time lump -sum retirement
incentive payment.
Until the separation date, the employee will maintain employment with the City and agrees to
diligently perform employee's regular job duties and assist with the orderly transition of the
employee's job duties as directed by the employee's department head or designee.
Separation Dates
Effective dates of separation will be mutually agreed upon between employee and department
head, balancing employee preference and the best interest of the City.
VRIP Application Procedure
Applications for the VRIP will be accepted starting June 10, 2020. For an employee planning to
retire on July 1, 2020 or before September 1, 2020, applications are due no later than 5:00 P.M.
on June 26th, 2020. For an employee planning to retire on September 1, 2020 or before December
3, 2020, applications are due no later than 5:00 P.M. on August 26th, 2020.
To apply for the VRIP, an eligible employee must complete and submit an application form located
on the Forms and Policies page on SharePoint. When the application form is submitted, the
Last Revised: 511912020 Page 2 of 3
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2020 Voluntary Retirement Incentive Program
applicant is indicating a desire to voluntarily retire from the City of San Luis Obispo in exchange
for the VRIP retirement incentive benefit.
VRIP applications will be reviewed based on the following criteria:
1. How the employee's retirement and the department's subsequent actions will meet City
objectives.
2. Whether the position is funded through a grant or other source that limits the City's ability
to reorganize or restructure the position.
Following a review period, applicants will be notified if their application has been approved or
denied. Upon approval, applicants will be provided an Agreement and Release to sign.
Required Approvals
VRIP applicants require the following approvals:
Initial Reviewer: Department Head
Second Reviewer: Human Resources Director
Final Review: City Manager or Assistant City Manager
If the Initial Reviewer approves the application, then he or she is responsible for providing a
statement demonstrating how the VRIP separation will meet the above organizational objectives,
including a statement explaining how any planned replacement will also meet those objectives.
Amendment and Termination
The City reserves the right to amend or terminate the VRIP at any time.
Nondiscrimination Statement
The City of San Luis Obispo will not engage in discrimination against any person because of age,
color, disability, ethnicity, gender, gender identity, genetic information, marital status, national
origin, race, religion, sexual orientation, or veteran status, and will comply with all federal and
state nondiscrimination, equal employment laws, and regulation.
Last Revised: 511912020 Page 3 of 3
Page 215
Attachment 2
2020 Voluntary Retirement Incentive Program Page 1 of 6
City of San Luis Obispo
Voluntary Retirement Incentive Program Application
Please complete Section 1 of the Application and submit to your Department Head to
complete Section 2. Applications for the VRIP will be accepted starting June 10, 2020.
For an employee planning to retire on July 1, 2020 or before September 1, 2020,
applications are due no later than 5:00 P.M. on June 26, 2020. For an employee
planning to retire on September 1, 2020 or before December 3, 2020, applications are
due no later than 5:00 P.M. on August 26, 2020.
Final approval of your application will not be processed until you execute the attached
Agreement and Release. Although you are entitled 45 days to review the attached
Agreement and Release and are encouraged to seek legal advice regarding the
Agreement and Release, you may submit the Agreement and Release earlier. To
participate in the program, you must return the executed Agreement and Release to
Human Resources no later than 45 days from the date you submit your application.
Section 1 - Applicant
Employee Name:
Job Title:
Department:
Service Retirement Date:
I voluntarily choose the following incentive amount based on my voluntary service
retirement date. (Check one box below.)
❑Level One: Payment amount of $15,000 for employees who retire on July 1,
2020 or before September 1, 2020.
❑Level Two: Payment amount of $10,000 for employees who retire on
September 1, 2020 or before December 3, 2020.
EMPLOYEE SIGNATURE
Voluntary Retirement Incentive Program Application
and Agreement and Release
DATE
-1-
Page 216
Attachment 2
2020 Voluntary Retirement Incentive Program Page 2 of 6
Section 2 — Department Head
The VRIP intends to achieve the following objectives:
1. Achieve cost savings through reduced salary and benefit costs in response to
ongoing fiscal challenges.
2. Provide opportunity to restructure positions to focus on changing priorities,
needs, and/or strategic objectives.
3. Increase opportunity for organizational efficiency through thoughtful
reorganization.
Please explain how the VRIP separation will meet the above organizational objectives,
including a statement explaining how any planned replacement will also meet those
objectives.
DEPARTMENT HEAD SIGNATURE
Voluntary Retirement Incentive Program Application
and Agreement and Release
DATE
-2-
Page 217
Attachment 2
2020 Voluntary Retirement Incentive Program Page 3 of 6
Agreement and Release
of the City of San Luis Obispo
Voluntary Retirement Incentive Program
This Agreement and Release ("Agreement") is entered into this day of
, 2020, by and between ("Employee") and the City of
San Luis Obispo (the "City).
WHEREAS, the Employee is currently employed by the City; and
WHEREAS, the City is offering a "Voluntary Retirement Incentive Program" (the
"Program"), Employee's application for which is attached to this Agreement, to City
employees who are eligible for retirement on or before December 3, 2020; and
WHEREAS, employees of the City who are eligible to participate in the Program
may choose to participate in the Program where the application period begins June 10,
2020, ending on June 26, 2020 for employees separating on July 1, 2020 or before
September 1, 2020, and ending on August 26, 2020 for employees separating on
September 1, 2020 or before December 3, 2020; and
WHEREAS, Employee is currently employed by the City and is eligible to
participate in the Program, has agreed to the terms set forth in this Agreement and the
Program and voluntarily chooses to participate in the Program; and
WHEREAS, Employee agrees to retire from employment with the City no later
than December 3, 2020,
THEREFORE, the Employee and the City enter into the following Agreement:
(1) Employee's Voluntary Service Retirement. The
Employee acknowledges that participation in the Program is entirely voluntary and
hereby knowingly and voluntarily requests retirement from the City effective on
("Retirement Date"). By entering into this Agreement, Employee
voluntarily resigns employment with the City, effective ("Separation
Date"), and the City acknowledges Employee's voluntary retirement request and
accepts Employee's resignation.
(2) Until the Separation Date, Employee will maintain
employment with the City and agrees to diligently perform Employee's regular job duties
and assist with the orderly transition of Employee's job duties as directed by
Employee's Department Head or designee.
(3) On or before the Separation Date, Employee shall return to
the City all City property that Employee has in Employee's possession or control,
including but not limited to computer equipment, mobile devices, identification badge,
credit cards, keys, and files. Receipt by the City of all such City property prior to the
Separation Date is an express condition precedent to the City's obligations to provide
Employee all VRIP benefits described in section 4 below.
(4) Incentive. The City of San Luis Obispo will provide
Employee one of the following three options, based on Retirement Date (the "Incentive
Voluntary Retirement Incentive Program Application
and Agreement and Release -3 -
Page 218
Attachment 2
2020 Voluntary Retirement Incentive Program Page 4 of 6
Program Payments").
• Level One: Payment amount of $15,000 for employees who retire on July
1, 2020 or before September 1, 2020.
• Level Two: Payment amount of $10,000 for employees who retire on
September 1, 2020 or before December 3, 2020.
Based on the Employee's designated Retirement Date , the Employee
qualifies for Level and the City of San Luis Obispo agrees to pay the amount of
$ on his/her last day of service with the City, which must occur prior to
. Employee acknowledges that the City has provided no
advice and made no representations as to the tax consequences of the Employee's
participation in the Program and affirms that s/he will be responsible for all tax liability
resulting from his/her acceptance of this incentive.
(5) Employee's group health insurance benefits will terminate
effective Following the voluntary service retirement, Employee may
continue City group insurance benefits to the extent allowed under CalPERS, COBRA or
other applicable law.
(6) On the Separation Date, the City will pay to the Employee all
vacation time earned and unused as of the Separation Date. Thereafter, Employee will
not be entitled to or accrue any additional vacation or other leave time and will not be
eligible for any fringe benefits following the Separation Date, except as expressly set
forth in this Agreement.
(7) WAIVER AND RELEASE BY EMPLOYEE. In consideration of the
Incentive Program Payments and other consideration as set out in this Agreement to
which Employee would not otherwise be entitled effective as of Employee's Separation
Date, Employee, for him or herself and his/her heirs, executors, administrators,
successors, and assigns, hereby knowingly and voluntarily waives, releases, acquits
and forever discharges the City, its agents, officers and employees from any liability,
action, suit, claim, damages, judgment, known or unknown, liquidated or unliquidated,
fixed or contingent which Employee has ever had or ever may have, arising out of or in
conjunction with Employee's employment with the City or the termination thereof,
including, without limitation, claims under federal, state or local common law or statute,
as well as any form of employment discrimination prohibited under Title VII of the Civil
Rights Act of 1964, the Older Workers Benefit Protection Act ("OWBPA"), the Age
Discrimination in Employment Act ("ADEX), the Americans with Disabilities Act, the
Employment Retirement Income Security Act, the Rehabilitation Act of 1973, and any
other local, state or federal anti -discrimination law or ordinance, any applicable
collective bargaining agreement, any applicable wage and hour laws (to the extent
allowed by law), including, but not limited to any claim or damages for wrongful
discharge, severance pay, breach of contract, breach of any express or implied
promise, retaliation, breach of public policy, defamation, negligence or other tortious
conduct, or any other theory, whether legal or equitable.
Employee covenants that this Agreement and the releases contained in it
constitute a waiver and release of any and all claims, including existing or subsequently
discovered claims that are not known or suspected by employee to exist as of the date
of execution of this Agreement, which otherwise would be preserved by operation of
Section 1542 of the California Civil Code. Section 1542 provides as follows:
A general release does not extend to claims which the creditor or
Voluntary Retirement Incentive Program Application
and Agreement and Release - 4 -
Page 219
A,Y7:�01h
Attachment 2
2020 Voluntary Retirement Incentive Program Page 5 of 6
releasing party does not know or suspect to exist in his or her favor
at the time of executing the release, and that, if known by him or her,
would have materially affected his or her settlement with the debtor
or released party.
Notwithstanding the foregoing language, nothing herein is intended to release
any future Worker's Compensation claim for work -related injury resulting from or caused
by Employee's employment with the City as well as any ADEA claim resulting from or
caused by the Employee's employment with the City that may arise after the date this
Agreement is executed. Nor does this Agreement preclude the Employee from filing an
administrative charge with the federal Equal Employment Opportunity Commission or
the state Department of Fair Employment and Housing.
(8) Employee is hereby advised to consult with an attorney prior to
executing this Agreement. Employee acknowledges that s/he has been granted a period
of forty-five (45) days prior to the date by which final execution of this Agreement is
required within which to consider this Agreement. Employee acknowledges that if s/he
executes this Agreement prior to the expiration of that forty-five (45) day period, or if s/he
chooses to forego the advice of an attorney, s/he does so freely and knowingly, and
waives any and all future claims that such action or actions would affect the validity of
this Agreement.
Employee may revoke this Agreement within seven (7) calendar days
after signing it. Notice of revocation must be received by Monica Irons, Director of
Human Resources at the City of San Luis Obispo, 990 Palm Street, San Luis Obispo,
CA 93401. If Employee revokes this Agreement, the City will be immediately released
of any further obligation under this Agreement, the Employee shall return any payments
already made under this Agreement within three (3) business days following said
revocation, and this Agreement shall be void.
(9) Employee covenants that s/he has not commenced, and will not
commence, legal proceedings of any type, whether on his/her own behalf or on behalf of
any other person or entity, against the City or individuals or entities released in this
Agreement, or any of their respective successors or assigns, and further covenants not
to maintain, join or assist in any such legal proceeding, suit, charge, or action, except as
may be required by law.
(10) To the extent allowed by applicable law, the Parties agree to keep
the terms of this Agreement confidential and not to disclose those terms to anyone,
except a spouse, attorney, or tax adviser.
(11) If Employee breaches the promise in paragraphs seven (7) and/or
nine (9) and files a lawsuit based on legal claims that Employee has released, Employee
shall immediately return all sums which were paid to Employee pursuant to this
Agreement.
(12) This Agreement shall be construed under the Laws of the State of
California and any dispute arising hereunder shall be conducted under the jurisdiction of
the County of San Luis Obispo Superior Court.
(13) Each party hereto agrees that in the event of any dispute
concerning this Agreement or claims, demands, liabilities or causes of action included
within its scope, the prevailing party shall be entitled to recover their attorney's fees and
costs. The prevailing party shall be the party who is entitled to recover its costs of suit,
whether or not the suit proceeds to final judgment.
(14) If any portion of this Agreement shall be held invalid by a court of
competent jurisdiction, the validity of the remainder of this Agreement shall not be
Voluntary Retirement Incentive Program Application
and Agreement and Release - 5 -
Page 220
Attachment 2
t _ 2020 Voluntary Retirement Incentive Program Page 6 of 6
affected.
(15) This Agreement supersedes any previous understandings,
agreements, or correspondence of the parties on this subject and is binding on the
parties, their heirs, executors, administrators, and successors in interest.
(16) This document is the entire Agreement between Employee and
the City. The City has made no promises to Employee other than those in this
Agreement. This Agreement may not be changed orally, only in a written document
signed by both Parties. For purposes of this Agreement, the Parties shall be deemed to
have participated equally in its drafting.
(17) The Employee understands that if s/he dies prior to his/her effective
Separation Date, then this Agreement and the Incentive Program Payments are void and
neither the City nor the Employee's heirs shall have any right or obligation defined
hereunder.
(18) OWBPA Disclosure Requirements. The following information is
provided in accordance with the ADEA because the Incentive Program Payments
offered to Employee have been established in connection with the Program offered to a
group or class of employees of the City.
The class, unit, or group of individuals covered by the Program includes
all City employees.
The eligibility factors for the Program are City employees who: (a) are of
normal retirement age as defined by the California Public Employees Retirement System
(PERS) and have five years of service with the City as of their separation date; (b) hold a
Regular Full- or Part-time position; (c) complete and submit the Program application by
June 26, 2020 if planning to retire on July 1, 2020 or before September 1, 2020, and
August 26, 2020 if planning to retire on September 1, 2020 or before December 3, 2020;
(d) have not submitted a notice of resignation or retirement prior to the Program offer;
and (e) review and sign a separation agreement that includes a release of all
employment rights and claims permitted by law.
The following is a listing of the ages and job titles of employees with the
City who were and were not selected for the Program:
IN WITNESS WHEREOF, CITY and EMPLOYEE have executed the Agreement on the
day and year first set forth above.
Employee Signature
Derek Johnson, City Manager
APPROVED AS TO FORM:
Christine Dietrick, City Attorney
Voluntary Retirement Incentive Program Application
and Agreement and Release
Date
Date
-6-
Page 221
ATTACHMENT F
RESOLUTION NO. (2020 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, DEFERRING FUTURE PARKING RATES
INCREASES, SUSPENDING CURRENT HOURLY PARKING RATES
FOR PARKING STRUCTURES, AND REDUCING RATES FOR
MONTHLY PARKING PROGRAMS.
WHEREAS, the City of San Luis Obispo recognizes the significant economic impacts that
the COVID-19 pandemic has created for local businesses and that, as part of the Downtown
Vitality Major City Goal, the Parking Fund is responsible for assisting in the revitalization efforts;
and
WHEREAS, the Parking Fund's operations and programs provide essential services for
customers, employees, and visitors of the downtown area which have been financially impacted
by the COVID-19 pandemic; and
WHEREAS, the Council considered the 2020-21 Supplemental Budget staff report and
held a public meeting on the proposed changes to the Parking Fund's operations and programs;
and
WHEREAS, the City provides the first 60 minutes of parking in the parking structures for
free; and
WHEREAS, the Council, at its July 18, 2017 meeting adopted resolution 10823 (2017
Series) which set increases to the hourly parking structure rates scheduled for January 1, 2018 and
again on July 1, 2020; and
WHEREAS, the adopted rate increase set for January 1, 2018 was implemented and raised
the hourly parking structures rate to $1.25 per hour; and
WHEREAS, the Council, at its July 18, 2017 meeting adopted resolution 10823 (2017
Series) which set increases to the maximum daily parking structure rate scheduled for January 1,
2018 and again on July 1, 2020; and
WHEREAS, the adopted rate increase set for January 1, 2018 was implemented and raised
the maximum daily parking structures rate to $12.50 per day; and
WHEREAS, the Council, at its July 18, 2017 meeting adopted resolution 10823 (2017
Series) which set increases to the proximity card (Proxcards) fee for the parking structures
scheduled for January 1, 2018 and again on July 1, 2020; and
WHEREAS, the adopted rate increase set for January 1, 2018 was implemented and raised
the proximity card (Proxcards) fee for the parking structures to $255 per quarter; and
Page 222
WHEREAS, the Council, at its August 15, 2017 meeting adopted ordinance 1635 (2017
Series) which set increases to the hourly parking meter rates scheduled for January 1, 2018 and
July 1, 2020; and
WHEREAS, the adopted rate increase set for January 1, 2018 was implemented and raised
the hourly parking meter rates to $1.00 per hour, $1.50 per hour, and $1.75 per hour for the three
rate zones designated in the downtown area; and
WHEREAS, the Council, at its June 4, 2019 meeting adopted resolution 111018 (2019
Series) which set increases to the ten-hour parking meter permit fee scheduled for July 1, 2020.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo
as follows:
SECTION 1. The previously adopted increase in all hourly parking structures rate
scheduled for July 1, 2020, shall be deferred. Instead, the hourly parking structure rates shall
remain at the current hourly rate of $1.25 per hour.
SECTION 2. The previously adopted increase in the maximum daily parking structure
rate scheduled for July 1, 2020, shall be deferred. Instead, the maximum daily parking structure
rate shall remain at the current rate of $12.50 per day for Monday through Saturday and $6.25 per
day for Sunday.
SECTION 3. The previously adopted increase in the proximity card (Proxcards) fee for
the parking structures scheduled for July 1, 2020, shall be deferred. Instead, the proximity card
(Proxcards) fee for the parking structures shall remain at the current rate of $255 per quarter.
SECTION 4. The previously adopted increase in the ten-hour parking meter permit fee
scheduled for July 1, 2020, shall be deferred. Instead, the ten-hour parking meter permit fee shall
remain at the current rate of $60 for the monthly permits and $180 for the quarterly permits.
SECTION 5. The current hourly parking structure rate of $1.25 per hour shall be
suspended until such time that the peak daily occupancy in all parking structures meets or exceeds
50% of the total number of public spaces available for a period of no less than two consecutive
weeks.
SECTION 6. The current maximum daily parking structure rate of $12.50 per day shall
be suspended until such time that the peak daily occupancy in all parking structures meets or
exceeds 50% of the total number of public spaces available for a period of no less than two
consecutive weeks.
SECTION 7. The current 60-minutes free parking period in all parking structures shall be
extended to 120-minutes of free parking in all parking structures effective upon the reestablishment
of hourly parking structure rates for a period of time no longer than three months.
Page 223
SECTION 8. The current proximity card (Proxcards) fee for the parking structures of
$255 per quarter shall be reduced to a rate of $170 per quarter effective upon the reestablishment
of hourly parking structure rates for a period of time no longer than three months.
SECTION 9. The current hourly parking meters rates of $1.00 per hour, $1.50 per hour,
and $1.75 per hour at all on -street and surface parking lot locations shall be suspended until such
time that the peak daily on -street occupancy meets or exceeds 50% of the total number of public
spaces available for a period of no less than two consecutive weeks.
SECTION 10. The current hourly parking meters rates of $1.00 per hour in surface
parking lots 9 and 15 located at 680 Monterey Street and 699 Monterey Street, respectively, shall
be suspended effective upon the reestablishment of hourly parking meter rates for a period of time
no longer than three months.
SECTION 11. The current ten-hour parking meter permit fee of $60 for the
monthly permits and $180 for the quarterly permits shall be reduced to a rate of $40 for the monthly
permits and $120 for the quarterly permits effective upon the reestablishment of hourly parking
meter rates for a period of time no longer than three months.
Upon motion of , seconded by
and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this day of
Mayor Heidi Harmon
ATTEST:
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
J. Christine Dietrick
City Attorney
2020.
Page 224
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, this day of , 2020.
Teresa Purrington
City Clerk
Page 225
ATTACHMENT G
ORDINANCE NO. (2020 SERIES)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AMENDING SECTION 10.52.010 (PARKING
METER ZONE RATES) OF THE SAN LUIS OBISPO MUNICIPAL CODE
WHEREAS, State law provides, in Vehicle Code Section 22508, that cities must establish
parking meter rates by ordinance; and
WHEREAS, the City of San Luis Obispo recognizes the significant economic impacts that
the COVID-19 pandemic has created for local businesses and that, as part of the Downtown
Vitality Major City Goal, the Parking Fund is responsible for assisting in the revitalization efforts;
and
WHEREAS, the Parking Fund's operations and programs provide essential services for
customers, employees, and visitors of the downtown area which have been financially impacted
by the COVID-19 pandemic; and
WHEREAS, the Council considered the 2020-21 Supplemental Budget staff report and
held a public meeting on the proposed changes to the Parking Fund's operations and programs.
NOW, THEREFORE, BE IT ORDAINED by the Council of the City of San Luis Obispo
as follows:
SECTION 1. Section 10.52.010 (Parking meter zone — rates) of the San Luis Obispo
Municipal Code is hereby amended to read as follows:
10.52.010 Parking meter zone — Rates.
A. Within the area enclosed by a solid line on the parking rate zone map (Exhibit A) and the
area enclosed by the shaded line on Slack Street parking meter zone map (Exhibit B) (more
particularly described as: the north side of Hathway Avenue adjacent to Cal Poly to Longview
Lane, the east side of Longview Street from Hathway Avenue to Slack Street, the north side of
Slack Street from Longview Lane to Grand Avenue, and the south side of Slack Street adjacent to
the San Luis Coastal Unified School District parcel from the midblock point of Slack Street
(between Longview Lane and Grand Avenue) to Grand Avenue), the parking of vehicles on streets
or in municipal parking lots may be controlled and regulated with the aid of parking meters.
B. Unless established otherwise below, the parking meter rate on streets or in municipal
parking lots in the lower rate zone shall be one dollar ($1.00) per hour effective January 1, 2018.
C. Within the area designated on the parking rate zones map (Exhibit A) the rate for parking
meters on streets or in municipal parking lots shall be one dollar and fifty cents ($1.50) per hour
effective January 1, 2018.
Page 226
D. Within the area designated on the parking rate zones map (Exhibit A), the rate for parking
meters on streets or in municipal lots shall be one dollar and seventy-five cents ($1.75) per hour
effective January 1, 2018.
E. Within the shaded area of the map entitled Slack Street parking meter zone map (Exhibit
B) the parking of vehicles on streets may be controlled and regulated with the aid of parking
meters. The parking meter rate shall be one dollar ($.100) per hour if controlled by meter.
SECTION 2. Severability. If any subdivision, paragraph, sentence, clause, or phrase of
this ordinance is, for any reason, held to be invalid or unenforceable by a court of competent
jurisdiction, such invalidity or unenforceability shall not affect the validity or enforcement of the
remaining portions of this ordinance, or any other provisions of the city' s rules and regulations. It
is the city' s express intent that each remaining portion would have been adopted irrespective of
the fact that any one or more subdivisions, paragraphs, sentences, clauses, or phrases be declared
invalid or unenforceable.
SECTION 3. A summary of this ordinance, together with the names of Council members
voting for and against, shall be published at least five (5) days prior to its final passage, in The
Tribune, a newspaper published and circulated in this City. This ordinance shall go into effect at
the expiration of thirty (30) days after its final passage.
INTRODUCED on the day of , 2020, AND FINALLY ADOPTED by the
Council of the City of San Luis Obispo on the day of , 2020, on the following vote:
AYES:
NOES:
ABSENT:
Mayor Heidi Harmon
ATTEST:
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
J. Christine Dietrick
City Attorney
Page 227
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City
of San Luis Obispo, California, this day of ,
Teresa Purrington
City Clerk
Page 228
EXHIBIT A
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GAT Y O.n
CITY 4F SqR LUIS OBISPO
LEI so
,i.
Recommendations
1. Adopt a resolution (Attachment A) establishing the City's appropriation limit for 2020-21
in compliance with Article XIII B of the State Constitutions, Gann Spending Limitation.
2. Review and approve the 2019-21 Financial Plan Supplement and 2020-21 Budget and
approve a resolution (Attachment C) to:
a) Appropriate the budget for fiscal year 2020-21
b) Authorize the Utilities Director to defer approved water and sewer rate increases
for 2020-21 to be reconsidered in October 2020.
c) Approve suspending Class 1 and Class 2 industrial user permit fees in 2020-21
d) Approve increases to the City's fee schedule for 2020-21 (Attachment D).
e) Authorize the City Manager to adopt and implement a limited
duration Voluntary Retirement Incentive Program (VRIP) (Attachment E) through
December 2, 2020 subject to meet and confer requirements.
3. Adopt resolution (Attachment F) to defer future parking rate increases and introduce
an ordinance (Attachment G) deferring said increases.
City Manager Message
• First and foremost: the health of our community
• 2019-20 was a year of significant accomplishments and historical
challenges
Budget Supplement Process — Normally compared to "today"
Preparation for fiscal challenges ahead
Changes to Major City Goals and Work Programs
Presentation of a balanced budget
Hopeful outlook and a mindset on teamwork, innovation, problem
solving! �
F-U,r
T���O
FACTORS AND PHASES OF RECOVERY
The figure models the COVI D-19 crisis overtime across the three overlapping phases
governments will pass through: Respond, Recover, and Thrive
PHASE 1 New norm is set; improvement
1 from pre-COVo-19 level
1
1
I
Level of I r
flexibility and I 1 I
speed in I 1
government I 1
--------r--I--------------------------
j -4-6 months —10-18 months TIME
Act to promote safety and contin4ity Restore and emerge stronger Prepare for the next normal
• Focus on essentials Move toward normalcy Build long-term enhancements to the public sector
• Offer maximum flexibility 1 Offer high flexibility Estab€ish a better foundation for the future
• Use maximum speed i Use high speed Create a new level of Flexibility
1
1
1
1
W
We are here
TIMELY AND ACCURATE COMMUNICATION
MUST CONTINUE
A strong recovery depends on societal attitudes
Citizen concerns and confidence are part of the terrain of any recovery
Rising fear of catching
the disease'
of Americans are very or
somewhat concerned they
that will get COVIi}19 and
require hospitalization
Concerns around
social gathering"
of Americans say
they're concerned
about eating out
Lack of business
activity"'
US Composite Purchasing
Manager Index declined to
40.9 in March 2020, a
record low
Concerns around
health"'
of respondents in the US are
most concerned with the
threat to their health from
the virus, over isolation and
financial impact
Consumers not Concerns around Younger workers to be Reopening
wiI ling to spend privacy hit hard by slump,�i too soonviii
Consumer spending at of Americans say it is at In the U5, more than 3.5 million of Americans are
clothing and clothing least somewhat students are expected to concerned that the U5
accessories stores acceptable to use graduate from high school, 1.3 may lift restrictions
decreased by 50.5% cellphone data to make mill on students are expected to 16 too soon
between Feb and March sure people are graduate from two year or four
followng social year colleges. Younger workers
distancing guidelines will have more trouble finding
and maintaining jobs in an
already slow economy. "
Thriving
ity/Region
Generates
Economic
Activity
Creates
Economic
Opportunities
Improved
Quality of
Attracts
Community Co -
creators
(people)
„a try.CITY O H O B ' Setting Strategic General Enterprise CIP Agenda
the stage Planning Fund Funds Items
2020-21 Timeline
Financial Plan 19-21
Five MCG's.
•
E
COVID-19 Economic
& Financial Impacts
00000
Economic Recovery and
Resiliency Meta MCG
000000
r-------- ----------
!� Next Steps
Scenario Modeling
Re -forecasting
Actualizing 19-20
Focus on economic
recovery
2019-20: Many Milestones to Acknowledge
sivino6PlNr�
s..bi
Major City
Goals
GCOO)I* Completed
or
Implemented
■ Launch of Monterey Bay Community Power for San Luis Obispo
■ Miossi Open Space Conservation Plan
■ Affordable Housing Nexus Study
■ Pickleball Courts and Basketball Court
■ Online Police Reporting
■ Water Energy Efficiency Project
■ Water Resource Recovery Facility Update
■ And many more...
Fiscal Health Response Plan Coming to Fruition
Fiscal Health Response Plan: Three-year program to balance the
Operating
°
° —
long-term forecast and to begin an aggressive schedule to pay down
New Revenues Reductions
New Ways of
° -
pension obligation.
30-40% Doing Business
30-40%
2019-20 Results: Realized savings from additional contributions to
Employee
CalPERS and hiringnew staff under the PEPRA retirement Ian.
p
Concessions
20-30%
$6.0 million Retain for anticipated revenue
One-time money in undesignated shortfalls and economic recovery.
fund balance as of June 2019. Re -visit in October 2020
CaIPERS Downpayments
$4.2 mil* Unpaid $3.0 mil TBD
115 Pension Trust Fund $1.4 mil In Reserve $2.0 mil TBD
* From 2018-19 Fund Balance
General Fund Long Term Forecast
Graph C-1: Revenue Gap Anticipated forthe General Fund
587,CC
W.0ca
C 577,000
LA
a
i $72,OCC
C
567,000
s62.000
�•
r r
r r
r r
AV•
"r
OW
or op
do 00 op <
2018 2019
(Actuaq (Actuaq
2020 2021
1
2022 2023 2024 2025
Expenditures- Original Revenue Projection-COVIDI9 Revised Projection
"How much of a guessing game is a wild guessing game right now as there is no historical
precedent for the current crisis and little good data as of yet."
— Beacon Economics
40
2019-20 General Fund Year End Projections
+ Total Revenues $777337 $71,588 ($5,749)
- Total Expenditure
Revenue Over/(Under)
Expenses
* For detailed budget data see pg. 62
Originally forecasted to be used
for one-time CaIPERs payment
$75,697 $72,937 ($2,760)
$1,640 ) (($1,348)
Rough estimate based on revenue
projections and expenditure reductions
associated with Fiscal Health
Contingency Plan
One-time money available from FY 18-19
fund balance to cover shortfall if needed.
True year end actuals not available until
August 2020.
Where are we now?
Fiscal Health Contingency Plan Activated — Hiring, purchasing, and travel
chills to mitigate revenue shortfalls.
Active Scenario Models — Allow the City to address budgetary shortfalls
OUJO
quickly and nimbly.
Healthy Reserve Levels — The City has multiple reserves in preparation for
future unknowns and maintenance of cash flow.
20% Operating Reserve
Revenue Stabilization
Section 115 Trust Fund Allocation
Undesignated Funds
Local Revenue Measure Reserve
TOTAL
$11 million
$1 million
$1.4 million
$6 million
$1.5 million
$20.9 million
2020-21 Budget Strategy for a Balanced Budget
Freeze Operating
Budgets at 2019-
20 Levels
Re -work Major
City Goals
Re -prioritize
Capital
Improvement
Plan Projects
Retirement
Incentives
Introduction of ONE Unified City Goal:
Economic Stability, Recovery, and Resiliency
Downtown
Vitality
►WIT
ti.
Sustainabl
Transportat
77 O
Sustainability
Why concentrate on ONE goal?
Collaborative
organization and Strength in Team is a
community focused on Working Agreement
outcomes and Core Value
Allows staff to provide
Maximize and Prioritize dr essential services and
rl l�J reopen City operations Strategies to achieve and facilities with
focused goal focus on community
outcomes
Teams are most
effective when they
have a Shared Vision
M"
10 Strategies that Connect to 2019-21 Major City �
Goals
Housing Fiscai
Sustainat7ility
$1
Sustainable
Transportation -
Downta wn
Vitality
00
41
c.:limate
Ar.t inn
Strategy
2019-20 Major City Goal
1
Community
•
o
$
2
Business
���
$
►irr
=�`
3
City Organization
Qf*
Q
�
r�
,
4
Impacted Industries and Business
Neighborhoods
$
it -
5
Infrastructure and Capital Projects
+
o
$
6
Downtown
Q Q
t
7
Cal Poly
04fO
8
Community Partners
,ti,
O
of
r r ■
,
9
Quality of Life
ofo
$
10
Resiliency
f
$
See packet page 33 for tactical examples
2020-21: Proposed General Fund Overview
Sales Tax I $ .
Transient Occupancy Tax $1.87 m
Itther Taxes ����[$2.03 m
Fees for Service $1.31 m
TOTAL F $8.62
Balanced Budget — —
ktaffinq&
$2.96 m
Insurance Expenses
$1.06 m
FC-1P
$1.76 m
Other $0.07 m
Original Budget
$78.89
Revenues Expenditures
Budget Changes due to COVID19 (in millions)
General Fund: Changes in Financial Position
10
11
12
13
14
15
Table E6-2
- of •
19-71 Financial
BudgetOriginal
Budeet
$ 55,113
$
Budget
53,190
$
(1,923)
-3%
[Xde,�R$
_
5,434
$
5,050
$
(384)
-7%
!�86a "ding Expenditures
$
6,251
$
7,688
$
1,437
23%
CWIpNil&&t3b@&pancy Tax )
$ 0 )
$
(4,367)
$
(4,578)
$
(212)
5%
SWIfitt user Tax
DCa bbfkb McFee e s
4,9
1$428;
$ 1, 558,9M
$
$
2,001
2,577
$
2,759
$
$
(2,001)
182
-100%
7%
CkpitabWep1wditures
6,049
69,=
$
7,693
$
5,934
$
(1,759)
-23%
Fees for Service
General CIP13,023,674
15,221,§n
$
521
$
256
$
(265)
-51%
Development Review
5,881,785
e, 6,963,
$
1,325
$
796
$
(529)
-40%
Parks & Recreation
1,871,996
1,76
$
3,698
$
3,104
$
(594)
-16%
off c—eervices
$
602
$
260
$
(342)
-57%
Fire ervices
$
904
$
979
$
75
8%
$
524
$
420
$
(104)
-20%
$
119
$
119
$
-
0%
$
$
709
$
61
$
(648)
-91%
T
Water and Sewer Funds: Overview
M.,
Estimated Revenue
Reduction
Water: -$2.1 m
Sewer: -$1.4 m
In an effort to support economic recovery, the Utilities department is proposing
Defer rate increases
originally scheduled in
2020-21
Suspend industrial user
Class 1 & Class 2 industrial
user permit fees
Water Fund: Changes in Financial Position
Table E4-2; Water Fund Long -Term Forecast
REVENUES BYTYPE
Actual
BLO&EI
r r
BudEet
Revised
sudget
Budget
Budget
BudEet
Water Services Charges
13,616
14.448
15,243
13,481
15,243
15,708
15,171
16,495
Base Fee Revenue
4,539
51092
5,372
5,092
5,372
5533
5,699
5,913
Cal Poly Sales
1,011
96A
1,017
91M
IM7
IA48
1„079
1,101
Recycled Water
724
633
6fi8
595
669
EBB
709
723
Development Impact Feal
3,746
3,3OD
am
8BB
BOB
BOB
SDO
SDB
AB 939 Reimbu mement
136
-
-
-
-
-
-
-
Investment & Property Revenue
915
SD
50
50
50
SO
50
50
Proceeds from Debt
SSOD
B 800
8 SD0
6,SDO
7.300
Miscellaneous Revenue
469
29 9
299
357
300
30 0
301
301
Water Sales - FHRP (start FY19)
-
10D
i
100
100
-
-
-
6;
-
Salaries&Benefits
4,316
4,138
4,275
4,376
4,827
5A71
5,351
5,606
Operating Expenditures
11),111
13,702
11,522
12,4D9
11,713
11,E21
11,930
12,035
Capital Outlay
3,769
13,S71
11,327
12,32ti
2,ES8
3,375
8,681
9,085
Debt Service
2,033
3,944
2,013
2,430
2A21
2,028
2,2515
2,G67
Transfers Out
TOTAL
Z,SD6
2,G4Z
2,672
i•
2,672
2,769
2,937
2,09
2,981
EXPEHDITU RE BY F UNCTION
General Government
543
2,869
2,699
2,Ggg
2,769
2,937
2,9D9
981
Water Source of Supply
9,491
14A71
9,814
10,828
9,979
10p60
1%143
10,220
Water Treatment
5,033
140M
13,953
14,479
6509
7,&SD
12„737
14,074
Water Distribution
4,2112
5,384
4,166
4,929
4P72
4X1
4,02E
3,762
Utilities SErvites
4D6
369
3ti8
402
417
427
439
459
Water Administration
TOTAL:i•
1,060
1M7
789
879
942
897
873
887
CHANGES IN FIMANCIkL POSITION
Working Capital - Beginning
28,15E
29,156
26,544
26,547
MrS21
15,381
13,569
13,749
Revenues over {under}Expenditure
WarkinE Capital - Yew End
2,392
100S49
(7,612)
20.9.Ur:
540
(4,OZ3)
(1,139)
(1,9131
181
207
Operating Reserve
3,799
4,985
4,096
4,3T7
4r346
4511
4,489
4o65E
Rate Stabilization
1.916
2,05D
2,163
9"
2,163
2,228
2,295
2,341
UFLTrust Fund
-
12G
120
120
120
120
96
72
Sewer Fund: Changes in Financial Position
Table E4-3: Sewer Fund Lung -Term Forecast
in Thousonds
REVENUES BY TYPE
2C1&19
2019L20
21320-21r
Sewer SerViae Charges
11,659
11 373
11,942
Sd,691
11,3$5
12,125
12,489
12,$64
Rase Fee Revenue
3,886
4,281
4,495
4r2$1
A,SBO
4AS6
5,002
5,152
Cal Poly Sales
990
95s
1,D06
901
1,072
1,141
1,175
1,211
Development Impact Fees
1590
300
301)
600
600
60C
MID
6dd
Industrial User Charges
80
85
SS
E
$5
85
85
85
investment & Property RAyenu2
1,024
5❑
50
50
50
SO
50
50
Proceeds [tarn Debt Financin
64 311
43 106
43,100
15 921
427
Miscellaneous Revenue
603
431
299
367
3134
310
316
323
TOTAL
Salaries&Benefits
4r�75
4,335
4,530
4,669
4,747
4882
5,025
5,172
operating Expenditures
2r569
3,001
A,153
3050
3,200
3,248
3,297
3,346
Capital Outlay
7,575
65,539
45,770
46,430
22,857
3526
1,275
6,590
Debt Service
1r' 99
1,395
Ov
1,397
4,3D7
4,304
7,259
7,074
Transfers Out
2,454
2,535
2,401
2,447
2,479
2526
2,575
2,625
EXPENDITURE BY FUNCTION
General G6Mernment
2,496
2,567
2,433
2,477
2 474
2 26
2,575
2,625
Wastewater C611etti6n
5,814
2,653
4,262
4,927
8,664
4,745
2,969
a,131
Environmental Campliante
215
305
234
270
295
303
311
319
Water Res6uraeRP00very
7,520
69,322
48,011
47,965
23,650
8,438
11,216
11,220
UtilitiesRevenue
531
497
502
526
513
523
533
544
Water quality Lab
626
800
803
972
835
856
978
91)0
WaStewateT Administration
1,171
961
941
946
1,154
1,145
1,049
1,068
•
r•
CHANGES IN FINANCIAL POSITION
Working Capital - REginning
31,423
31423
3 11-9
35,115
127
34 03
35.551
35 849
Revenues over under ExpendibureE
1,419
4,692
4.1035
r r
Z,U12
3 62A
IJDSR
298
4 522
Operating Reserve
2,169
2,252
2,294
2,311
2,947
2,992
3,631
3,643
Rate Stabilization
927
831
872
794
951
906
933
951
UFL Trust Fund
120
120
120
120
120
96
72
30,406
31,423
31,069r
I"
Utilities: Significant Operating Budget Changes
• Liquid Oxygen for the new Ozone System at the Water
Treatment Plant.
• Moving Stormwater responsibilities from the Water
Resources Program Manager to the Environmental
Programs Manger.
• Digsmart to manage Underground Service Alerts.
• Permanently create the Solid Waste Coordinator
position.
• Fund the Interim -Deputy Director for another year to
manage the WRRF upgrade project.
on
22
on
Parking Fund Highlights
Anticipated revenue shortfall of approximately $2.6M in 2019-20 and $3.3M in
2020-21.
Complete final design for the Palm-Nipomo parking structure to be "shovel
0
ready" BUT will not program the start of construction until the Fund is sufficiently
stabilized from the COVID-19 impacts.
Maintain the minimum 20% operating reserve level as well as cover all current
debt obligations.
Key role in economic recovery.
Parking Fund: A look at financials
$7,050
$6,050
$5,050
$4,050
$3,050
$2,050
$1,050
$50
Original Budget
$6,042
2020-21 Parking Revenues
(thousands)
Deferred Rate Increase
-$727
Reduced Enforcement
-$334
Waived Metered Parking
-$1,104
Reduced Structure Usage
-$772
Other Shortfalls
-$357
TOTAL
-$3,292
on
24
Parking Fund Expenditure Budget Changes
Revenue shortfalls offset by operating reductions and use of
unreserved working capital.
Current unreserved working capital = Approx. $12.2 million
Parking Revenues and Expenditures FY18 -
FY25
$7,000,000
$6,000,000
$5,000,000
$4,000,000
Revenues
$3,000,000
--
Expenditures
$2,000,000
$1,000,000
Financial
Plan Years
S-
2017-18 2018-19 2019-20 2020-21 2021-22 2022-23
2023-24 2024-25
Actual Actual Projected Revised Budget Budget
Budget Budget
on
25
0
Parking Fund: Recovery & Path Forward 0:
Economic Recovery Efforts
Deferred rate increases.
Waived parking fees for meters and structures until usage returns to pre-COVID occupancies levels.
Establishment of almost 30 Curbside pick-up zones
FREE structure validations for customers when hourly rates are re-established.
Community outreach and business partnerships
The Path Forward
Investment in NEW technology: mobile apps, gateless parking
Parking ambassadors to improve communication
Increased use of the Automated License Plate Recognition (ALPR)
technology to improve enforcement coverage and customer
permitting
on
Transit Fund Expenditure Budget Changes 27
• Significant decrease in ridership (assumed 50% for FY 2020-21)
• Changes to operations — hours, Cal Poly services, community assistance
• Funding through CARES Act to fully offset revenue shortfalls and
operational costs for FY20 and FY21
Revenues 11IMS $4,188 $4,182
O O Expenditures $4,164 $3,670 -$494
Working Capital $2,829 $3,489 $660
Unreserved $1,945 $2,225 $280
Working Capital
* For detailed budget changes see pg. 112-120
GOAL 1
Adjust Capital Expenditures in Response
to Projected Revenue Shortfall
CRITICAL TO
PUBLIC HEALTH 8
SAFETY
ESSENTIAL
IAL
MAINTENANCE
SUPPORTS
ECONOMIC
RECOVERY
OTHER PROJECTS
OVERARCHING GOALS
GOAL 2
Align Adjusted CIP Program with Focus on
Economic Recovery & Consistency with
Major City Goals
PROJECT PRIORITIZATION FLOW CHART
SUPPORTS MAJOR
CITY GOALS
OPPORTUNITY
FOR POSITIVE
TRANSFORMATIDN
HOUSING
DOES PROJECT
STRONGLYSUPPORT
THESE PR10RrT1ES?
GOAL
Leverage Opportunity for Positive
Transformative Shifts to Support Long -
Term Community Sustainability & Vibrancy
DEFER
SUSTAINABLE �'CLIMATE ACTION DOWNTOWN VITALITY
TRANSPORTATION =
FISCAL RESPONSIBILITY
„a try. CITY
O A ' B , Setting Strategic General Enterprise Agenda
the stage Planning Fund Funds Items
New/
Deferred
Continuin
Su lemental
pp
Projects
FY19/21
CIP Funding
45 Projects,
CIP
27 Projects,
e.g.:
Projects
e.g.:
-Laguna Lake Dredging
- Downtown Parklets
-Fleet Replacements
- Downtown Banner
-Farmer's Market
Arms and Signage
Bollards
- Ped Crosswalk
-Sinsheimer Stadium
Beacons and Safety
Irrigation and Drainage
Replacements
243 CIP
Improvements
- Bike/Ped Quick Builds
Projects
- Orcutt/Tank Farm
Roundabout
$207-8M
„a try ' Setting Strategiciff General Enterprise Agenda
the stage Planning Ja Fund Funds Items
Capital Improvement Plan (CIP)
Net Changes by Fund
Planned
Revised
Fund
Number%
Budget
rBudget
change
ProjectedlD#
.•
1
Capital Outlay
52
$ 8,707,762
42
$ 7,416,143
-15%
2
LRM
102
$ 17,101,672
86
$ 15,256,379
-11%
3
Parking
17
$ 5,856,602
12
$ 5,000,102
-15%
4
Transit
6
$ 565,121
7
$ 1,095,549
94%
5
Water
39
$ 32,349,508
38
$ 33,001,950
2%
6
Sewer
34
$ 133,712,483
38
$ 134,688,483
1%
7
S131
2
$ 1,325,000
3
$ 795,548
-40%
Transportation Impact
8
Fee
20
$ 9,801,808
17
$ 10,617,690
8%
TOTAL
272
$ 209,419,956
243
$ 207,871,844
-1%
• South Broad Street Paving
• Waterline Replacements
• Sewerline Replacements
• Downtown Renewal
• Meadow Park Pedestrian Bridge Replacements
• Council Audio / Video Replacement
• Pickleball Courts
• El Capitan Bridge Replacement
• Creek Silt Removal
• Swim Center Pool Re -plaster
• Mission Plaza Security Cameras
• Fire Station Emergency Backup Generator
• HVAC Replacements
• City Facility Painting Projects
• Waterline Replacements at Casa/Murray
• South Hills Radio Site Upgrades
• Marsh Street Bridge Replacement
• Islay Hill Park Playground Replacements
• Bridge Maintenance
• City Facility HVAC Replacements
• Roadway Sealing 2020 & Parking Lot Maintenance
• Swim Center Roofing Repair
• Bullock CMP Replacement
• Railroad Safety Trail — Taft to Pepper
CITY O 1 O B ' Setting Strategic General Enterprise Agenda
the stage Planning Fund Funds Items
6
2020-21 Appropriation Limit
no
32
• Based on the Gann Spending Limit Initiative, a State constitutional amendment
adopted by the voters in 1979 and amended in 1990 with Proposition 111.
• Under its provisions, no local agency can appropriate proceeds in excess of its
"appropriation limit"
The amount subject to appropriation for fiscal year 2020-21 is $48
million, or about $27 million under the appropriation limit set forth
below:
Appropriations Limit: 2019-20 $73,981,290
Increase in Non -Residential Assessed Valuation Due to New Construction 1.92%
Population Factor: County Population Growth -0.04%
Compound Percentage Factor (multiplicative not additive) 1.88%
Appropriations Limit: 2020-21 $75,373,871
Attachment A — Pg. 10
Voluntary Retirement Incentive Program
Purpose and Need:
Achieve cost savings through reduced
salary and benefit costs in response to
ongoing fiscal challenges
I
estructure positions to focus on changing
riorities, needs, and/or strategic objectives.
Increase organizational efficiency
through thoughtful reorganization
F
%-AJ
Go2uzu Voluntary Rallram nl lncamiva Program
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u.r.tl.y..nn .es...
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rxw W e[sranl d ne DeP.R]rera Ikae Irrian Rewa.n Gevler, W G'n'
•AaWwlNewaeit City M`'aper.
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fntnnrt YelUn1
(Attachment E — Pg. 213)
2020-21 Fee Schedule Update
• Fee assessment study performed every five
years to ensure up-to-date cost recovery levels.
• Most fees updated annually by CPI for Los -
Angeles -Riverside area. 2020-21 CPI = 0.7%
• Impact Fees use the Construction Cost Index
• 2020-21 Fees include the cost to the City of
credit card charges (—$200k per year).
on
34
Attachment O
maswLt �EE schELIULE
ri.Ar_mv
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............................ 2
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........................................................
16— Frye Cwmkr.............................................................
Fire Okgp Fea...............................................................
Oulu F'vr Fm
20
ffifia ��.....................................................................
21
]:wWirj Pl..(Tak Pea .........................................................
M
nwwi., uw�i1n pea.......................................................1-.-
27
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........ _ 30
PAi" tlef m Pea..............................................................
34
P.h..1! P —a Pea............................................................
36
ft" 174
Conclusion
The City is proud to present a balanced 2020-21 budget and a focus on
supporting economic recovery for our local community
Creation of Meta
City Goal
Parking Incentives &
Ordinance Changes
Maintain service
levels with plan for
October budget
revise
Suspension of
industrial user
permit fees (Cl &C2)
Re -prioritization of
Capital Improvement
Programs
Deferred rate
increases
26
Recommendations
1. Adopt a resolution (Attachment A) establishing the City's appropriation limit for 2020-21
in compliance with Article XIII B of the State Constitutions, Gann Spending Limitation.
2. Review and approve the 2019-21 Financial Plan Supplement and 2020-21 Budget and
approve a resolution (Attachment C) to:
a) Appropriate the budget for fiscal year 2020-21
b) Authorize the Utilities Director to defer approved water and sewer rate increases
for 2020-21 to be reconsidered in October 2020.
c) Approve suspending Class 1 and Class 2 industrial user permit fees in 2020-21
d) Approve increases to the City's fee schedule for 2020-21 (Attachment D).
e) Authorize the City Manager to adopt and implement a limited
duration Voluntary Retirement Incentive Program (VRIP) (Attachment E) through
December 2, 2020 subject to meet and confer requirements.
3. Adopt resolution (Attachment F) to defer future parking rate increases and introduce
an ordinance (Attachment G) deferring said increases.