HomeMy WebLinkAboutItem 0A - 2021-2023 CHC Goal Setting Staff ReportCULTURAL HERITAGE COMMITTEE AGENDA REPORT
SUBJECT: 2021-2023 Cultural Heritage Committee Goal Setting and the Financial
Plan/Budget Process.
FROM: Brian Leveille, Senior Planner
DISCUSSION
Every two years the City adopts a budget and financial plan. To prepare for the budget process,
all City departments and advisory bodies are asked to identify their goals and major work programs
for the next two years. The City Council then uses this inf ormation, along with public comment
and other input to set community priorities and allocate resources to accomplish the most important
City goals.
Advisory body members are involved in the goal setting process to provide important input as
representatives of the community, with special expertise and experience working locally within
their specific area of representation. Below are some key points to consider as the City embarks
on the goal-setting process:
1.The Council is seeking advisory body input focused on the purview of the advisory body,
but is also interested in input on other issues important to the community.
2.Advisory body input is highly valued by the Council and the staff.
3.Goals can include completing projects from a previous work program.
4.Identifying priorities implies recommending fewer rather than more goals to the Council.
The CHC should recommend only those activities that can reasonably be accomplished in
the two-year budget period and can reasonably be accomplished with limited resources.
Objective
This is a public process and citizens are encouraged to contribute. Tonight’s meeting will result
in two items: 1) a list of CHC goals and implementation programs; and 2) a letter from the CHC
Chair to the City Council outlining recommended goals and programs, and if necessary, requesting
resources for specific activities (staff will prepare the letter for the Chair’s signature).
GOAL SETTING
Current Recommended Goals: 2019-2021
Provided below is the goal that the CHC recommended during the 2019-2021 budget cycle:
Meeting Date: October 26, 2020
Item Number: A
Item A
Cultural Heritage Committee: 2021-2023 Financial Plan Goal Setting
Page 2
Future Recommended Goals: 2021-2021
As the City begins the 2021-2023 financial planning and budget cycle, the CHC has the
opportunity to review their current goals, update them as necessary, and identify any new goals,
programs and/or project.
Goal Setting Process
At the meeting, staff will provide a brief presentation introducing the budget process, advisory
body role, and status of previous recommended goals. The City last revised its goals and work
program in October 2018, in preparation for the 2019-2021 Financial Plan/Budget. Staff, advisory
bodies, and Council members are now preparing for the next Financial Plan cycle: 2021-2023.
During past goal-setting sessions, the CHC has generally followed the steps outlined below.
1.Review and understand the goal-setting and Financial Plan/Budget process.
2.Evaluate previous goals and work programs. Determine which goals and programs were
accomplished and can be deleted or ones that no longer reflect the aims of the CHC.
3.Determine which goals or programs have not been completed and should be carried
forward.
4.Identify new goals or programs for possible inclusion in the work program .
5.Prioritize the goals and programs, based on the CHC’s goals, community needs and input,
opportunities, or special or urgent conditions; and
6.Identify activities which may require additional resources to accomplish, including special
funding for specific survey, tasks or consultant work (i.e. historic inventories or research),
construction or other implementation costs, additional staff time, etc. This may include
references to possible community partnerships or outside funding sources.
The Committee will establish goals for the next two years and identify three to five key tasks or
programs it intends to complete in the period. The Committee should discuss how these goals and
activities relate to important Council goals and at the same time, consider the fiscal context for the
goal-setting process, including resources needed to accomplish the task.
Next Steps
Advisory body goals are due by December 15, 2020. All advisory bodies will receive a
consolidated listing of all recommended advisory body goals. This provides an opportunity to
review what other advisory bodies see as high community priorities. The Council will receive the
final report with all advisory body recommendations before they begin the goal-setting process in
January 2021.
Item A
Item #A
PRESENTATION
A.Receive a presentation on the 2021-2023 Financial Plan
Advisory Body Goal Setting Process
___________________________________________________
Recommendation:
Receive a presentation from Finance Director Brigitte Elke and
Budget Analyst Natalie Harnett.
Advisory Bodies
2021-23 Financial Plan Goal
Setting Parameters
1
Item 5
2019-21 Financial Plan
Guided by the Fiscal Health Response Plan–the purpose of the Plan is to establish a
framework to respond to the long-term fiscal impacts of the significant increases in
required pension contributions to the CalPERS retirement system over three years.
2
Year 1
2018-19
Year 2
2019-20
Year 3
2020-21
Three-Year Plan
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San Luis Obispo is committed to…
Good Fiscal
Management
Public
Engagement
Quality
Services
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4Considerations when setting goals:
Changes in
Economic
Conditions
Pending Diablo
Closure
Further CalPERS
Adjustments
Long-term
Environmental &
Fiscal
Sustainability
COVID19 Diversity, Equity,
Inclusion (DEI)
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Assumptions
Phased reopening
Schools return in Fall 2020
Impact on most industries
Recessionary trends
“U” Shaped recovery
“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
General Fund Long Term Forecast 5
*Based on unaudited actuals
Based on 2020-21 Supplemental Budget forecast
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Fiscal Health Contingency Plan Activated –Hiring, purchasing, and travel chills
to mitigate revenue shortfalls.
Healthy Reserve Levels –The City has multiple reserves in preparation for future
unknowns and cash flow preservation.
Where are we now?
6
2019-20 Results: Realized savings from additional employee contributions to
CalPERS and hiring new staff under the PEPRA retirement plan limiting the impact
of revenue shortfall.
Fiscal Health Response Plan: in effect through 2020-21
Unfunded Liability Payments as part of
FHRP
FY 18-19 FY 19-20 FY 20-21
CalPERS Downpayments $4.2 mil -Paid $4.2 mil* -Unpaid –in
Undesignated Fund Balance
$3.0 mil –payment to
be determined
115 Pension Trust Fund $1.4 mil –In Reserve $2.0 –allocation to be
determined
*From 2018-19 Fund Balance
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7City Council Adoption of ONE Unified City Goal (June 2, 2020):
Economic Stability, Recovery, and Resiliency
Link to 20-21
Supplemental Budget
with goal details (pg. 17)
July 2020
Council approved creation of a Diversity,
Equity, and Inclusion Task Force to provide
guidance and a foundation for creating a
potential 21-23 DE&I focused Major City
Goal
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Goal Setting Parameters
1.Consider uncertainty regarding the long-term impacts from COVID19
2.Consider increased pressure to fund infrastructure maintenance
3.Advancing Fiscal Health Response Plan objectives
4.New projects and services will require trade-offs with current core
services (Revenue generating new services excluded.)
5.Goal setting through the lenses of Diversity, Equity, and Inclusivity
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Goal-Setting & the Budget Process
February 2021
*November 17, 2020 “Setting the Stage” Workshop
**Date TBD “Budget Foundation” Workshop
2021-23 Financial Plan
April 2021
June 2021
June 2021
Community
Involvement
(format TBD due
to COVID)
The proposed Financial Plan Calendar will be presented to Council on 10/20/20
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QUESTIONS?
10
We are available to talk to you and your advisory body and respond to
questions.
Natalie Harnett Principal Budget Analyst nharnett@slocity.org
Brigitte Elke Finance Director belke@slocity.org
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