HomeMy WebLinkAboutItem 14 - Status Update for the 2019-21 Goal Setting and Financial Plan Process
Department Name: Finance
Cost Center: 2002
For Agenda of: November 17, 2020
Placement: Business
Estimated Time: 60 minutes
FROM: Brigitte Elke, Finance Director
Prepared By: Natalie Harnett, Principal Budget Analyst
SUBJECT: SETTING THE STAGE: RECEIVE A STATUS UPDATE FOR THE 2019-21
GOAL SETTING AND FINANCIAL PLAN PROCESS
RECOMMENDATION
Receive and discuss the following background information in preparation for the 2021-23 goal-
setting and Financial Plan process:
1. FY 2020-21 1st quarter report (Attachment A); and
2. Status of the 2020-21 Adopted Meta Goal and the original Major City Goal components
(Attachment B - Will be provided as Agenda Correspondence); and
3. General Plan and Climate Action Plan Update (Attachments C & D); and
4. Setting the stage framework including core services and a scan of strategic indicators for all
major funds.
REPORT-IN-BRIEF
The City of San Luis Obispo utilizes a two-year financial planning process to create its budgets.
This process includes extensive public outreach to assist the City Council in establishing Major
City Goals. The benefits of this process are two-fold: 1) it ensures that resources are provided in
the budget to accomplish the community’s priorities and 2) it provides a method to assemble a
common understanding and framework for residents, decision makers, and City staff about what
can be achieved for the good of the community by working together.
This report also includes an update on FY 2020-21 first quarter results, the current Meta City
Goal, the General Plan, Climate Action Plan, and an overview of core services and strategic
indicators. All these elements provide important information to set the stage for the goal setting
and Financial Plan process.
As adopted in the 2019-21 financial plan, staff is committed to providing quarterly budget
updates to Council. This is especially important during the pandemic as the economy continues
to face uncertainty and volatility and thus has impacts on the City’s budget. The City’s overall
first quarter actual revenue and expenditure were as projected. Additional updates and budget
recommendations will be presented to Council at mid-year in February 2021 as we continue to
monitor and evaluate the ongoing and dynamic impacts of COVID-19 on the City’s budget and
local economy.
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Significant progress has been made on the City Meta Goal and economic recovery efforts can be
seen throughout the City. The City adopted ten economic recovery strategies with actions that
span from developing new childcare options to modifying zoning requirements. Thousands of
staff hours have been spent helping businesses and community members adapt and thrive in the
new pandemic environment.
The report also highlights the progress made on the twenty-year time frame of the City’s General
Plan. Of the 412 individual planning and implementation programs in the General Plan, 98% are
completed or have been integrated into the City’s ongoing operations. The recently adopted
Climate Action Plan has also made significant headway with 59% of the climate action tasks
initiated, completed, or nearing completion. In addition, the Council will be considering a
recommendation on November 17, 2020, to adopt an update to the City’s Housing Element
Many of the new programs in the Housing Element indicate an implementation timeframe of one
year. As a result, resources to accomplish these programs will need to be considered as part of
the Financial Plan process as some of the Housing Element actions are immediately require
implementation to maintain certification with the State of California.
Lastly, the report includes General and Enterprise Funds’ information that will help set the stage
for goal setting. The City is faced with balancing rising costs, limited resources, and providing
excellent levels of service to its citizens. Covid-19 has exacerbated many of these challenges.
The information provided in the report and in the presentation are geared towards providing
Council and the community an overview of the available resources and the cost of providing
services to the community at current levels.
DISCUSSION
Background
The fundamental purpose of the City’s budget process is to allocate resources to support core
City services and capital projects and to accomplish adopted Major City Goals over a two-year
period. This process is informed by the City’s current service levels and adopted long-term plans
and policies that assist the development of the two-year Financial Plan. One of the important
factors that the Council and Community need to take into consideration is that many past Major
City Goals once completed as tasks become ongoing programs that impact core service capacity.
For example, enhancement of neighborhood services, support of community choice energy
policy and operations, 40 Prado homeless support and many others that become base obligations
for the City to continue efforts and honor ongoing commitments.
This report is intended to “set the stage” by providing a status update on the current Meta City
Goal and the original Major City Goal (MCG) components, an update on the 2020-21 first
quarter financial results, and a status report on the General Plan programs. The General and
Enterprise Funds’ five-year fiscal forecast will be presented to the Council on February 2, 2020
alongside the 2020-21 Mid-Year report and will be based on audited 2019-20 financial results.
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2020-21 1st Quarter Financial Review
The City’s overall first quarter revenue and expenditure pictures look as expected when
compared to budget. When compared to FY 19-20, revenues are reduced across most funds1 due
to the economic downturn. It is important to note that the FY 2019-20 started out very strong
with revenues reaching all-time highs. July 2019 marked ten years of continuous economic
growth which was the largest period of US economic expansion on record. Revenues last year
were also high because of one-time funding from SB1090 ($1.9 million) and elevated
development activity. The Covid-19 health emergency and resulting measures have altered this
picture and the City adjusted its budget for 2020-21 accordingly at adoption in June 2020.
2019-20
Fund Q1 Actual
(unaudited) Revenue Forecast Q1 Actual % Received Variance from prior
year
General Fund * 18,044,325.00$ 76,571,144$ 16,494,956$ 22%-9%
Water Fund 4,753,395.00$ 23,387,885$ 4,638,278$ 20%-2%
Sewer Fund 3,387,804.00$ 16,895,606$ 3,162,523$ 19%-7%
Parking Fund 1,495,994.00$ 2,798,191$ 749,244$ 27%-50%
Transit Fund 214,461.00$ 4,808,075$ 438,180$ 9%104%
Grand Total 27,895,979.00$ 124,460,901$ 25,483,181$ 20%-9%
*Includes special revenue funds
2020-21
Overall expenditures are also tracking as expected. Staffing expenses are the best indicator of
budget consumption because they track in a linear fashion while non-staffing costs are often
obligated (via purchase orders) at the beginning of the year and do not trend the same way. First
quarter actuals show that staffing budgets for all major funds were between 21-23% consumed as
of September 30, 2020. This number is slightly below the quarter threshold and is attributed to
the City’s continued activation of the Fiscal Health Contingency Plan and related hiring chill.
The 2020-21 First Quarter Financial Review (Attachment A) contains a more detailed update for
all major funds.
META Goal / MCGs
As part of the Supplemental Budget adoption, the Council concluded that the City’s top priority
for 2020-21 is to protect the public health of San Luis Obispo, provide essential services, and
assist the community in economic recovery via a Meta City Goal. To provide Council with
meaningful updates on the goal, staff implemented a detailed tracking mechanism to monitor
Meta Goal activities. Attachment B provides a detailed update on all actions thus far. The table
below shows a status overview of each of the ten strategies:
1 Transit revenue is primarily comprised of State and Federal grand funding. These revenues are typically received
at the end of the fiscal year. The increase in FY 20-21 is simply due to the timing of receipts.
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Table 7: Meta Goal Update by Strategy
Strategy Staff Hours
Spent
Operating
Dollars Spent
Customers
Retained
Businesses
Supported*
Local Business Support 741 $ 36,740 0 820
Cal Poly 327 $ 7,500 0 150
City Organization 2,613 $ - 0 193
Community 10,698 $ 39,903 283 1,751
Community Partners 34 $ - 0 -
Downtown 960 $ 333,643 0 380
Impacted Industries and Businesses 1,264 $ 173,531 0 82
Infrastructure and Capital Projects 1,594 $ 113,611 100 1
Quality of Life 3,291 $ 11,850 20 14
Resiliency 598 $ 7,500 0 450
TOTAL 22,119 724,278$ 403 3,841
* A business can be supported multiple times through different efforts. This number refers to the total times a business was
supported.
General Plan Update
Why Report on the Status of General Plan Programs?
The City’s General Plan is composed of a “building block” hierarchy of goals, objectives,
policies, and programs. Goals and objectives are direction-setters that describe desirable
conditions and preferred outcomes as they are applied to specific situations. Policies are typically
more specific statements that guide decision-making while the defined programs are actions that
implement goals, objectives, and policies. As such, monitoring the City’s progress in
implementing General Plan programs assists with decision making in pursuit of the adopted plan
and implementation of the City’s vision. Attachment C provides a summary of the status of all
General Plan Implementation programs by element as well as key “area” plans.
As presented in greater detail in Attachment C, of the 412 individual implementation planning
programs in the General Plan, 98% or 405 are completed or have been integrated into the City’s
ongoing operations. This is a 5% increase since the last update provided as part of the 2019-21
Financial Plan.
In addition, the Council will be considering a recommendation on November 17, 2020, to adopt
an update to the City’s Housing Element. Staff has been working with the State’s Department of
Housing and Community Development (HCD) to ensure that once adopted, the Housing Element
will be certified, ensuring access to a wide variety of State grants and programs. This year, the
State is requiring jurisdictions to establish timeframes for implementation of programs that are
needed to comply with State goals for low income housing and to “affirmatively further fair
housing.” Many of the new programs in the Housing Element indicate an implementation
timeframe of one year. As a result, resources to accomplish these programs will need to be
considered as part of the Financial Plan process.
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Climate Action and Community Resilience
In August 2020, Council unanimously adopted one of the most ambitious local climate action
plans in the nation with the goal of achieving carbon neutrality in municipal operations by 2030
and in the community by 2035. In adopting the plan and associated targets, Council affirmed that
although a rapidly changing climate will be increasingly disruptive to all aspects of municipal
services, proactively addressing the issue is an opportunity for innovation and economic
development.
The Climate Action Plan focuses on leveraging the considerable efforts required to achieve
emissions goals to also drive economic recovery and address issues of environmental justice and
equity. The realized co-benefits of climate action and Green House Gas (GHG) emissions
reduction, including efficiency, cost-savings, safety, and comfort, have the potential to enhance
San Luis Obispo while inspiring community action and action from other communities that look
to the City for leadership.
Given the magnitude and importance of the work, climate change is on the forefront of the City’s
priorities and will need to be woven into the City’s decision making and goal setting process. For
the City to be successful, alignment with the goals adopted in the Climate Action Plan will need
to be given consideration in nearly all Financial Plan decisions.
As of November 2020, 59% of the climate action tasks were initiated, completed or near
completion and some significant achievements have been made in the last 12 months as detailed
in Attachment D. In addition, the City has initiated Resilient SLO, a grant funded project to
comprehensively assess the community’s vulnerabilities to the impacts of climate change and to
update the Safety Element of the General Plan to further focus the City’s policy framework on
adaptation and resilience. The City continues to identify and pursue external funding
opportunities and engage other agencies and community partners to ensure the implementation
outcome of each GHG reduction measure is maximized to support public health, economic
development and COVID-19 recovery, and other key objectives.
Diversity, Equity, and Inclusivity (DEI)
On July 7, 2020, the Council approved the creation of a diversity, equity, and inclusion task force
(DEI-TF). The Council also added a guiding principal2 to support DEI efforts as part of the
adoption of the 2020-21 Meta Goal. These decisions are only steppingstones in a commitment to
making San Luis Obispo a welcoming, inclusive, and safe community for everyone. The 2021-23
Financial Plan will be developed through a lens of diversity, equity, and inclusivity in mind.
2 The eight principle reads: “The city recognizes that social and economic inequality is embedded in our systems and
culture, and that recovery must integrate deep structural transition to support the well -being and empowerment of
marginalized communities”
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Setting the Stage Framework
Like most municipalities, the City is faced with balancing rising costs with limited resources
while continuing to provide excellent levels of service to its citizens. Over the past three years
the City undertook a thorough re-analysis of budget needs and found opportunities to increase
efficiencies throughout the City’s operations focusing on providing core services to the
community. This has undoubtedly helped the City remain in good fiscal standing through the
initial stage of this drastic economic and health crisis.
The City’s annual operating budget for the General Fund totals about $65 million and includes
54 programs spanning from Building and Safety, Development Review, Emergency Response,
Aquatics, Youth and Services, Police Patrol, Traffic Safety, Streets & Sidewalk Maintenance,
Transportation Planning and the Urban Forest to Accounting, Purchasing and City
Administration. Many of these work programs are multifaceted – they provide core services to
the community, execute General Plan programs, and also contribute to Major City Goals that are
determined by the City with each financial plan.
The “Setting the Stage” phase of goal setting is meant to provide Council with an update on the
available resources and the cost of providing services to the community at current levels. This
will help prepare Council and the community in its decision-making process for potential trade-
offs from current core services to adjust for new programs and services with the new Financial
Plan.
Enterprise Fund Review
Water Fund - Setting the Stage
The Water Fund provides essential services that support the community’s health, well-being, and
quality of life. It delivers about $1.8 billion gallons of potable water each year to the community
and about 70% of the total budget goes towards securing water supply. The remainder is spent on
water treatment, distribution, and water resources.
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As an enterprise fund, the Water division finances its operation mainly with rates charged for
water services. According to its mandate, rates must be sufficient to cover operation, capital asset
maintenance and improvements, debt obligations, and appropriate reserve levels to keep the fund
healthy and prepared for unforeseen funding needs. The department had an approved rate
increase for FY 20-21 to meet this mandate but postponed the increase to assist the community
with the effects from the ongoing COVID-19 pandemic.
The Water Fund is currently undertaking several significant capital projects as detailed below:
Water Treatment Plant Energy Efficiency Project – Construction of the Water Treatment Plant
Energy Efficiency Project began in May 2020. This project will result in approximately 30%
reduction in energy usage by replacing aged and inefficient equipment and improving system
automation. The project is in partnership with PG&E and is funded by an Infrastructure Bank
loan. The expected completion date is July 2021.
Pipeline Replacement - Water Distribution and Public Works Engineering have recently
completed the Casa/Stenner/Murray/Chorro pipeline replacement project which increased fire
flow capacity, improved resiliency to Sierra Vista Hospital, and improved water quality through
portions of the Foothill pressure zone. Currently, the Terrace Hill pipeline and pressure reducing
valve rehabilitation project is advertised for bid. Water pipeline replacement projects are nearing
the 90% design milestone for Beebee, Cuesta, and Loomis, as well as Jefferey. Jefferey Street
will be a combined water/sewer pipeline replacement project.
Sustainable Groundwater Management Act (SGMA) – In order to meet emerging regulatory
requirements and to ensure the long-term sustainable management of local groundwater supplies,
the City and County have each formed a Groundwater Sustainability Agency (GSA). These
GSAs oversee basin-wide groundwater sustainability efforts within their respective portions of
the groundwater basin and are working together to produce a Groundwater Sustainability Plan
(GSP) which will outline a path to long-term basin sustainability. To-date, the first six chapters
of the GSP have been drafted and cover areas such as administrative information about the
SGMA process, a description of the GSP plan area and basin characteristics, information on local
groundwater conditions, and the establishment of a groundwater budget. The GSP is scheduled
to be completed and adopted by both GSAs before January 2022. A midpoint process update
about the SGMA Groundwater Sustainability Plan is scheduled for December 8, 2020.
What lies ahead:
Water revenue is on trend with previous years. It was originally assumed that 20-21 revenue
would be down by 6% because of the Covid-19 economic downturn and deferral of rate
increases. So far, consumption is close to what it has been in previous years. While business and
Cal Poly consumption is down due to Covid-19, residential consumption increased. Impact fees
are currently exceeding original 20-21 projections as strong development activity
continues. However, based on current trends, previously deferred rate increases will need to be
addressed as the year progresses. Without rate increases, the water fund will be unable to
continue providing its existing level of service.
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The water fund has a bond issuance that requires the fund to be evaluated and given a credit
rating each year. The credit rating is an indicator of the fund’s overall health and its ability to
meet its debt obligations. The credit rating is important because it allows the City to borrow
money more easily and at lower interest rates. The Fitch rating considers, among other things,
whether the fund is consistently increasing rates, whether it is maintaining its capital
improvements, and capital reserve levels. Due to the unprecedented times, during its 2020 credit
evaluation, Fitch understood the City’s decision to defer the adopted rate increase temporarily.
This is not, however, sustainable if the water fund is to maintain its AA credit rating.
Based upon aging infrastructure and the need to maintain pipelines that carry water to the City
from reservoirs as far as 50 miles away, inadequate revenue challenges the ability of the City to
fund the maintenance and improvements needed to provide safe and reliable water to the City.
Sewer Fund - Setting the Stage
The Sewer division treats over one billion gallons of water a year and delivers about 80 million
gallons of recycled water. Its core services include wastewater collection, environmental
compliance, utility billing, operation, and maintenance of the Water Resource Recovery Facility
(WRRF) and operation of a water quality lab. Its current work program is driven by
environmental regulation, construction of major projects and infrastructure renewal.
Like the Water division, the Sewer division finances its operation mainly with rates charged for
sewer services and must ensure that those rates are sufficient to cover costs and maintain a
prudent fund balance. The Sewer Fund also had an approved rate increase for FY 20-21 to meet
this mandate. Like the Water Fund, the rate increase was postponed in consideration of the
community’s ongoing struggles with Covid-19.
The Sewer Fund is also undergoing several significant capital projects as detailed below:
Water Resource Recovery Facility (WRRF) Upgrade project - The WRRF upgrade, also known
as Water Plus, is currently in construction and scheduled for completion in the summer of 2023.
The main driver for the project is to meet regulatory discharge requirements, address aging
infrastructure, and provide a community asset in the fields of resiliency, water quality, protection
of our environment, and local workforce agreement. Additionally, this project is being financed
by State Revolving Fund (SRF) loan in an amount up to $ 140 million, at an interest rate that is
half the State’ s General Obligation Bond interest rate and was recently approved to receive $ 4
million of principal forgiveness from Green Project Reserve funding.
Calle Joaquin Lift Station, Gravity Sewer, and Siphon Replacement – The Calle Joaquin lift
station was put into service in 1967 and serves properties in the southern portion of the City on
both the east and west sides of Highway 101. The project’s design, easement acquisition, and
environmental permitting process has been challenging due to the existing siphon’s location
under San Luis Obispo Creek and crossing of Highway 101. The project is planned to begin
construction in early 2021.
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Foothill Lift Station Replacement - The Foothill lift station was installed in its present location in
1986. The equipment had been used elsewhere in the City where it was installed in 1962. The
station serves approximately 20 acres with 43 parcels on the west end of Foothill Boulevard near
the City limits. The project is planned to begin construction in late 2021.
What lies ahead:
Residential sewer consumption is up due to residents spending more time at home, but overall
revenue is still below original assumptions due to deferred rate increases and much lower
wastewater flows at Cal Poly. Impact fee revenue is on track and has exceed Q1 anticipated
numbers.
The sewer fund is also facing some costly unknowns in the near future. The Prado Road overpass
may require the Wastewater Collections division to relocate and operating the upgraded WRRF
will be more expensive. In addition, the $6 million annual debt payment for the WRRF upgrade
will begin in fiscal year 2023-24.
Based upon aging infrastructure, the sewer fund needs to continue replacement and maintenance
of sewer mainlines to avoid or reduce excessive maintenance, provide capacity, and reduce
wastewater overflows.
Parking Fund - Setting the Stage
The City’s parking and access management program is designed to provide critical access to
parking facilities throughout the City, as it relates to neighborhood parking districts and the
downtown area. The Parking Fund was heavily stressed by the pandemic and does not expect full
recovery for several years. The division plays a vital role in economic recovery and has relaxed
its parking enforcements to encourage economic activity in the downtown area. As the economy
continues to bounce back from the initial shutdown, Parking has increased enforcement which
will slowly increase revenue. In preparation for the construction of the one of its largest and most
anticipated infrastructure projects, the Palm Nipomo Parking Structure, the Parking fund has
been building up working capital and intended to continue doing so as part of the 2019-21
Financial Plan. Due to budget shortfalls related to the pandemic, the fund utilized unreserved
working capital in FY 2019-20 and will likely need to use it in FY 2020-21 as well.
Palm Nipomo Parking Structure – Due to the unexpected use of working capital, the fund
postponed the construction of this infrastructure project. Staff is currently analyzing the health of
the fund to determine the most prudent way to bond for the cost of the structure. Based on the
final design review, the earliest that construction would be able to begin on the project is Spring
2023. The construction will occur in two phases: site preparation and construction.
What lies ahead:
Despite setbacks, the division continues to make smaller scale improvements to services and
infrastructure. In calendar year 2021 it plans to install on-street multi-pay stations and implement
mobile app payment technology. These projects will add customer convenience and the
“touchless” alternatives for payment will help protect the health of the community. Structural
repairs and waterproofing in the parking structures will also be needed next year.
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Beyond this, the division plans to develop, test, and implement a gateless parking structure in the
2021 calendar year and launch virtual permits in the residential districts by September 2021.
Both improvements will increase customer service and provide additional options for customers
to choose how they access the community.
Transit Fund - Setting the Stage
SLO Transit is the local fixed-route public transit operation for the City of San Luis Obispo. It
operates 14 vehicles at peak period, along eight routes within the City limits and Cal Poly.
Transit services are matched to revenue forecasts. Bus replacement schedules are based on
federally approved “useful-life” criteria and best-case scenarios for aging vehicles; however, the
availability of funds is highly dependent on discretionary grants from the State or Federal
government.
The Transit Fund was uniquely affected by the pandemic. While it caused a significant loss in
ridership, revenues will remain as projected with budgeted State and Federal allocations and the
CARES Act securing funding to counteract any revenue losses or unanticipated costs.
Additionally, the City’s largest customer, Cal Poly, has an approved annual agreement that has
already provided most of the fund’s fare revenue. In light of this, the program has a healthy fund
balance to meet cash flow needs.
Expenditures will continue to be mitigated as anticipated. Transit service have been right sized to
account for the lower ridership volumes and the transit operation will continue to be monitored
and adjusted as needed through the ongoing pandemic.
What lies ahead:
Moving forward, the transit program will need to focus on its long-term needs. First, several
vehicles are reaching the end of their useful life and will need to be replaced. Second, a new
transit service agreement with Cal Poly University will need to be reached. Lastly, the City will
need to decide if it will exercise a second contract extension with First Transit or pursue
Requests for Proposal.
Policy Context
The fundamental purpose of the City’s budget process is to link, through public engagement and
strategic deliberation, the interest of the community to the available financial resources to
achieve the desired outcome. The process allows the City Council to engage the community in
identifying Major City Goals for the City while also providing information regarding the City’s
core services, including the day-to-day work and responsibilities carried out by City employees
to support residents’ quality of life.
Public Engagement
Public comment on this item can be provided to the City Council through written correspondence
prior to the meeting and through public testimony at the meeting.
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CONCURRENCE
The City’s internal Financial Plan Steering Committee concurs with the recommendations
included in this report.
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
Budgeted: Yes Budget Year: 2020-21
Funding Identified: Yes
Fiscal Analysis:
Funding Sources Current FY Cost
Annualized
On-going Cost
Total Project
Cost
General Fund N/A N/A N/A
State
Federal
Fees
Other:
Total N/A N/A N/A
There is no direct fiscal impact as a result of reviewing the status update accompanying this
Council Agenda Report. This report aims at providing context for the upcoming goals setting
process for the 2021-23 Financial Plan.
ALTERNATIVES
Not receive an update on the background information in preparation for the 2021-23 goal-setting
and Financial Plan process.
Attachments:
a - First Quarter Financial Report for FY 2020-21
b - COUNCIL READING FILE - Meta Goal Economic Recovery Update
c - COUNCIL READING FILE - General Plan & Specific Plan Update
d - Climate Action Plan Update
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First Quarter Financial Report
Fiscal Year 2020-21
Introduction
This financial report provides an overview of the City’s financial position through the first quarter of fiscal
year 2020-21 ( July 1 - September 30, 2020) for the General Fund and major enterprise operating funds.
It also provides an update on the status of the City’s Capital Improvement Program Projects (CIP) and City
Meta Goal. Notable milestones or trends within the first quarter are addressed and detailed throughout
the document. The report is broken down into the following sections (linked):
General Fund Update
As of September 30, 2020, operating expenditures trend on target with past years’ first quarters.
Revenues have been negatively impacted by COVID19, but they are tracking close to0 what was adopted
in the 2020-21 Supplemental Budget. Below are the highlights from the third quarter:
Adjusted Budgets and Revenue Estimates: The City’s overall revenue and expenditure picture was
updated in May 2020 and the 2020-21 Supplemental Budget was adopted on June 2, 2020. Revenue
forecasts were based on assumptions at the time, many of which have held true and some of which have
changed. The overall economic bounce back from the initial COVID19 shutdown has been stronger than
anticipated with the partial reopening of the economy, but many uncertainties remain. The City planned
to return to Council in October 2020 with a clearer economic forecast and determine if additional budget
adjustments needed to be made. At this time, no general fund budget changes are being proposed. While
some tax revenues are tracking more favorable than originally anticipated, many fee programs expect a
less favorable forecast due to the extended program closure. Staff plans to return to Council in February
with an update long term forecast once it has better analytics for the first 6 months of 2020-21.
1 General Fund Update
2
Enterprise Funds
Update
3 Meta Goal Update
4 Capital Improvement
Plan Update
5 Debt Schedule Update
6 Outlook and
Conclusion
1
16 Million in
Revenues
(YTD)
19 Million in
OpEx (YTD)
8 Meta City
Goal actions
Completed
in Q1
10 CIP
Projects
Completed
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2019-20 Year End Carryover: Because FY 2019-20 ended with revenues exceeding expenditures, The City
Manager was authorization to allow specific carryover of budget for the continuation of active projects or
mission critical needs. The expenditure tables in this report include adjustments for the carryover and
encumbrances from the FY 2019-20. See the City’s full 2019-20 Year End Report here.
COVID19: The COVID19 pandemic began in late February 2020. Along with the reduced revenues, the
pandemic brought unfunded costs associated with supporting economic recovery and protecting the
health of the community. When Audited Financials were presented to Council on March 17, 2020, there
was approximately $6 million in one-time undesignated fund balance at FY 2018-19 Year end. I
preparation for unfunded costs, Council adopted a resolution to keep these funds in undesignated fund
balance and give City Manager the authority to allocate towards COVID expenses and economic recovery
efforts as needed. The chart below shows the remaining amount in fund balance as of September 30,
2020.
Table 1: 2018-19 Unassigned Fund Balance Update
Original Balance Used to Date Remaining Balance (9/30/20)
$5,991,692 $218,900 $5,772,792
The current 2020-21 COVID costs for the General Fund is $318,247. The City will submit to FEMA for
reimbursement of these costs, but it is still unknown whether any will be received. Additionally, the
required CARES Act report for Cycle 1 was submitted in September.
As part of the adopted Meta City Goal, the City has been focusing efforts and funding to support the local
economy and promote a safe environment during the health crisis. An overview of these actions can be
found here.
General Fund Revenue
Table 2: General Fund Revenues
Footnote Q1 Actual %
Received Total Budget Q1 Actual %
Received
Variance
from
prior
year
Tax and Franchise Revenue
1 Sales and Use Tax (July & Aug only)1 5,031,744$ 20%22,853,783$ 5,147,376$ 23%2%
2 Property Tax 132,909$ 1%18,418,903$ 734,794$ 4%453%
3 Transient Occupancy Tax 2,334,589$ 29%6,267,000$ 1,800,251$ 29%-23%
4 Utility User Tax 1,187,531$ 20%5,565,000$ 1,157,156$ 21%-3%
5 Business Tax 2 2,862,835$ 97%2,853,740$ 2,890,955$ 101%1%
6 Franchise Fees 77,798$ 5%1,544,000$ 78,702$ 5%1%
7 Gas Tax (Special Revenue Fund)225,826$ 22%1,082,390$ 286,350$ 26%27%
8 SB1 Gas Tax (Special Revenue Fund)156,038$ 19%795,548$ 147,044$ 18%-6%
9 Cannabis Tax -$ 0%400,000$ 114,859$ 29%
Total Tax & Franchise Revenue 12,009,270$ 19%59,780,364$ 12,357,488$ 21% 3%
10 Fees and Other Revenue**3 6,023,828$ 24%16,790,780$ 4,137,468$ 31%-31%
Grand Total 18,033,098$ 20%76,571,144$ 16,494,956$ 22%-9%
2020-21
2 - Business license and tax certificate renewals are due before September 30th; therefore anticipated revenue for the year has been
3 - FY2019-20 includes a one-time funding of $2 million from SB1090 Diablo Closure
1 - Includes $146,000 in FY 20-21 actuals that are from FY 19-20 due to the sales tax deferral programs
2019-20
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Item 14
Sales Tax: As of September 30, 2020, about 17% of the City’s forecasted sales tax revenue for this fiscal
year had been collected due to the timing of disbursements from the California Department of Tax and
Fee Administration (CDTFA. This accounts for revenue earned July 2020 through August 2020. As with
most California cities, actual sales tax revenues for the last 4 months have been higher than initial
projections. This was largely due to an increase in the state and county pool allocation which helped offset
the decrease in tax revenue from general consumer goods and other negatively affected industries. Online
sales are the largest contributor to the countywide pool allocation. The chart below shows a year over
year comparison of sales tax revenue for the first quarter. The revised forecast, while better than initially
projected, is still below 2018-19 levels.
Property Tax: The majority of property tax is not collected until the 3rd and 4th quarter of the fiscal year;
therefore, the year to date actual is on track. The latest property tax forecasts provided by the County
confirm that the economic downturn has had little effect on the housing market and economists are
predicting that this will remain stable through the recession.
Transient Occupancy Tax (TOT): Tourism levels and TOT collection remain top concerns for the City. Hotel
occupancy rates remain below normal levels and the CSU chancellor announcement of extended virtual
learning will cancel many of the large university events that bring visitors to the City. Tourism did see a
bounce back over the summer but there are too many unknowns to say that the revenue forecast will
improve. First quarter TOT revenues were about 23% lower than last year.
Cannabis Tax: The City’s first storefront retail cannabis shop opened mid-August; therefore, the City
realized a bump in monthly cannabis tax revenues. It is too soon to say how demand will level out over
the next nine months, but the current revenue projection seems accurate at this point.
Fees and Other Revenue: Fees and other revenues typically track slightly above 25% in the first quarter
because many annual permit and license fees are collected during that time. The two notable variances
are that development services revenue is slightly higher than projected and parks and recreation revenue
is slightly lower than projected. Both variances make sense because of several large active development
projects going through planning and because of the extended closure of recreational programs. It is too
soon to say if either of these trends will continue for the remainder of the fiscal year, but an updated
forecast will be provided at mid-year.
$4.20 $4.00 $4.77 $4.53 $4.52 $4.38 FY 16 -17 FY 17 -18 FY 18 -19 FY 19 -20 FY 20 -21
(FORECAST)
GRAPH 1: SALES TAX (MILLIONS)
QTR 1 FIVE YEAR COMPARISON
Revised
Packet Page 186
Item 14
General Fund Expenditures
Overall expenditure trends are on track with budget. The graphs below include first quarter consumption
for FY 20-21 compared to budget. The “Total Expenditures & Obligations” column includes both costs that
have been already been incurred and costs that are obligated on purchase orders.
Expenditures by Type:
There are no significant variances to point out in the general fund. It is expected that contract services and
other operating expenses track above 25% because annual purchase orders are set up at the beginning of
the year and the funds are considered “Obligated” from that point forward. Staffing should track at a
consistent level and 22% is consistent with where the City should be given the Fiscal Health Contingency
and the hiring chill.
Expenditures by Department:
All the General Fund departments are tracking in line with budget. The variance in the City Attorney
budget is warranted because the budget is so small and over 20% of it is allocated for contract services.
Many of these contracts are already under way and the funds have been allocated for the entire year.
Table 3: General Fund Expenditures by Type
Expenditure Type Initial Budget Budget
Adjustments Total Budget Total Expenditures
& Obligations % Consumed
Staffing 53,729,036$ 1,001,770$ 54,730,806$ 12,297,700$ 22%
Contract Services 6,586,662$ 2,712,644$ 9,299,306$ 3,935,293$ 42%
Other Operating Expenses 3,708,123$ 1,432,904$ 5,141,027$ 1,753,349$ 34%
Utilities 2,581,138$ 4,310$ 2,585,448$ 710,994$ 27%
COVID Expenses *-$ 1,679$ 1,679$ 318,247$ 18955%
Grand Total 66,604,959$ 5,153,307$ 71,758,266$ 19,015,583$ 26%
* Total expenditures include $200,000 of small business grants that are being reimbursed through the CARES act
Table 4: General Fund Expenditures by Department
Department Initial Budget Budget
Adjustments Total Budget Total Expenditures
& Obligations % Consumed
Admin & IT 8,102,779$ 727,263$ 8,830,042$ 2,595,435$ 29%
City Attorney 778,167$ 212,069$ 990,236$ 376,555$ 38%
Community Development 5,325,811$ 789,059$ 6,114,871$ 1,517,366$ 25%
Finance 2,998,897$ 915,827$ 3,914,724$ 1,018,789$ 26%
Fire 12,615,778$ 1,180,765$ 13,796,544$ 3,657,717$ 27%
Human Resources 1,350,586$ 93,246$ 1,443,832$ 472,235$ 33%
Parks & Recreation 4,274,301$ 172,599$ 4,446,900$ 976,983$ 22%
Police 17,802,862$ 172,247$ 17,975,109$ 4,177,909$ 23%
Public Works 13,196,459$ 820,880$ 14,017,339$ 4,217,753$ 30%
Utilities - Solid Waste (AB939)*159,318$ 69,351$ 228,669$ 4,842$ 2%
Grand Total 66,604,959$ 5,153,307$ 71,758,266$ 19,015,583$ 26%
*The singular staff position in this department is being filled on an interim basis by a Water Resources employee. Once filled permanently, all past and current
costs associated with this role will be corrected and transferred to the Solid Waste division
Packet Page 187
Item 14
Enterprise Fund Update
Utilities: Water and Sewer Funds
The tables below include first quarter actuals for FY 20-21 compared to the projection. The “Total
Expenditures & Obligations” column includes both costs that have been already been incurred and costs
that are obligated on purchase orders.
Revenue: Revenues are on track. Because of the utility billing timing, the revenues above include only
about 2.25 months of revenue. In accordance with an order from the Governor, water services are not
being discontinued for non-payment. In addition, the City has chosen not to send past due closed accounts
to a collection agency to accommodate customers who are having trouble paying their bills because of
the Covid related economic downturn. Both moratoriums have resulted in higher than normal past due
account balances. The Utilities department continues to monitor past due account balances and, at the
recommendation of the City auditor, has created a “doubtful accounts” general ledger account to record
those balances that are unlikely to ever be collected. This will result in a $34,000 reduction to sewer fund
revenues and $34,000 reduction to water fund revenues.
Water consumption overall in the first quarter of fiscal year 2021 was nearly the same as the same quarter
last year. Residential and irrigation consumption increased but commercial consumption decreased as
compared to the same quarter last year.
Table 7: Water Consumption Year over Year Comparison
1 This table excludes Cal Poly consumption.
2019-20
Table 5: Water/Sewer Fund Revenue * Q1 Actual
(unaudited) Total Budget Q1 Actual % Received
Variance
from prior
year
Water Fund 4,753,395$ 22,587,885$ 4,638,278$ 21%-2%
Sewer Fund 3,387,804$ 16,295,606$ 3,150,284$ 19%-7%
* Does not include debt financing or impact fees
2020-21
Table 6: Operating Expenses
by Type Initial Budget Budget
Adjustments Total Budget Total Expenditures &
Obligations % Consumed
Water Fund 16,928,253$ 1,105,134$ 18,033,387$ 10,872,038$ 60%
Staffing 4,402,502$ 77,103$ 4,479,605$ 928,117$ 21%
Contract Services 10,904,439$ 916,703$ 11,821,142$ 9,235,876$ 78%
Other Operating Expenses 964,612$ 111,328$ 1,075,940$ 575,119$ 53%
Utilities 656,700$ 656,700$ 132,926$ 20%
Sewer Fund 7,841,135$ 532,111$ 8,373,246$ 3,253,947$ 39%
Staffing 4,668,962$ 79,163$ 4,748,125$ 980,436$ 21%
Contract Services 1,065,092$ 299,682$ 1,364,774$ 976,056$ 72%
Other Operating Expenses 1,348,981$ 152,231$ 1,501,212$ 1,121,801$ 75%
Utilities 758,100$ 758,100$ 157,772$ 21%
COVID Expenses -$ 1,034$ 1,034$ 17,881$ 1729%
Grand Total 24,769,389$ 1,637,245$ 26,406,633$ 14,125,986$ 53%
Customer Class1 July – September 2019 July – September 2020 Difference
Residential 337,561 units 366,194 units 28,633 units
Commercial 140,215 units 115,696 units (24,519) units
Irrigation 104,611 units 107,672 units 3,061 units
2
Packet Page 188
Item 14
1 unit = 100 ccf
Expenditures: There are no significant variances to point out at this time. It is normal and expected that
contract services and other operating expenses track above 25% because annual purchase orders are set
up at the beginning of the year and the funds are considered “Obligated” from that point forward. Staffing
should track at a consistent level and the actuals seen above are consistent with where the City should be
given the Fiscal Health Contingency and the hiring chill.
Parking Fund
The tables below include first quarter actuals for FY 20-21 compared to the projection. The “Total
Expenditures & Obligations” column includes both costs that have been already been incurred and costs
that are obligated on purchase orders.
Revenue: The parking fund significantly lowered its revenue forecast in the 2020-21 budget because of
expected loses due to COVID19. The department revenues are tracking in line with the forecast but are
significantly lower than prior years. The Parking Fund anticipates that parking meter and enforcement
revenues will outperform projections made at Supplement because collection of fees across all parking
programs have been re-established sooner than initially planned. Parking structure revenues are likely to
align with projections due to offering an additional hour of free parking through the end of the calendar
year.
Expenditures: There are no significant variances to point out at this time. It is normal and expected that
contract services and other operating expenses track above 25% because annual purchase orders are set
up at the beginning of the year and the funds are considered “Obligated” from that point forward. Staffing
should track at a consistent level and the actuals seen above are consistent with where the City should be
given the Fiscal Health Contingency and the hiring chill.
Transit Fund
The tables below include first quarter actuals for FY 20-21 compared to the projection. The “Total
Expenditures & Obligations” column includes both costs that have been already been incurred and costs
that are obligated on purchase orders.
2019-20
Table 8: Parking Fund Revenue * Q1 Actual
(unaudited) Total Budget Q1 Actual % Received
Variance
from prior
year
Parking Fund 1,495,994$ 2,798,191$ 749,244$ 27%-50%
* Does not include debt financing or impact fees
2020-21
Table 9: Operating Expenses
by Type - Parking Initial Budget Budget
Adjustments Total Budget Total Expenditures &
Obligations % Consumed
Staffing 1,177,211$ 350$ 1,177,561$ 244,598$ 21%
Contract Services 801,465$ 121,119$ 922,584$ 619,034$ 67%
Other Operating Expenses 234,300$ 6,054$ 240,354$ 53,118$ 22%
Utilities 201,178$ 201,178$ 28,889$ 14%
Grand Total 2,414,155$ 127,523$ 2,541,678$ 945,639$ 37%
Total 582,387 units 589,562 units 7,175 units
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Item 14
Revenue: Most of the Transit Fund revenue is from State and Federal grants that are received at the end
of the fiscal year; therefore, having received only 9% of the forecasted revenue at this point is normal.
Additionally the Transit program still has an unused balance of CARES Act funds that will be cover most, if
not all, operating expenses incurred in FY20-21 that is accessible to the program at the end of the fiscal
year.
Expenditures: There are no significant variances to point out at this time. It is normal and expected that
contract services and other operating expenses track above 25% because annual purchase orders are set
up at the beginning of the year and the funds are considered “Obligated” from that point forward. In the
case of the Transit fund, the majority of the Contract Services budget is for the annual transportation
services contract with First Transit, Inc. Staffing should track at a consistent level and the actuals seen
above are consistent with where the City should be given the Fiscal Health Contingency and the hiring
chill.
2019-20
Table 10: Transit Fund Revenue * Q1 Actual
(unaudited) Total Budget Q1 Actual % Received
Variance
from prior
year
Transit Fund 214,461$ 4,808,075$ 438,180$ 9% 104%
* Does not include debt financing or impact fees
2020-21
Table 11: Operating Expenses
by Type - Transit Initial Budget Budget
Adjustments Total Budget Total Expenditures &
Obligations % Consumed
Staffing 327,181$ 327,181$ 73,920$ 23%
Contract Services 3,139,033$ 186,919$ 3,325,952$ 3,085,185$ 93%
Other Operating Expenses 376,800$ 68,278$ 445,078$ 392,628$ 88%
COVID Expenses -$ 16,000$ 16,000$ 28,554$ 178%
Grand Total 3,843,015$ 271,197$ 4,114,211$ 3,580,287$ 87%
Packet Page 190
Item 14
Meta City Goal Update
As part of the Supplemental Budget adoption, the Council concluded that the City’s top priority for 2020-
21 is to protect the public health of San Luis Obispo, provide essential services, and assist the community
in economic recovery via a Meta City Goal. To provide Council with meaningful updates on the goal, staff
implemented a detailed tracking mechanism to monitor Meta Goal actions. Attachment B provides a
detailed update on all actions thus far. The table below shows a status overview of each of the ten
strategies:
2020-21 Q1 Highlights
• Flexibility with sign regulations
• Fitness in the Parks
• Open SLO investment
• Small Business Grants
• Permit fast tracking (TIPP-FAST)
• Deferral of licenses and permit fees
• Tax deferrals
• Relaxed Parking Enforcement
Table 7: Meta Goal Update by Strategy
Strategy Staff Hours
Spent
Operating Dollars
Spent
Customers
Retained
Businesses
Supported*
Business 741 $ 36,740 0 820
Cal Poly 327 $ 7,500 0 150
City Organization 2,613 $ - 0 193
Community 10,698 $ 39,903 283 1,751
Community Partners 34 $ - 0 -
Downtown 960 $ 333,643 0 380
Impacted Industries and Business
Neighborhoods
1,264 $ 173,531 0 82
Infrastructure and Capital Projects 1,594 $ 113,611 100 1
Quality of Life 3,291 $ 11,850 20 14
Resiliency 598 $ 7,500 0 450
TOTAL 22,119 724,278$ 403 3,841
* A business can be supported multiple times through different efforts. This number refers to the total times a
business was supported.
0 5 10 15 20 25 30 35 40 45
Not Started
10% complete
25% complete
75% complete
Completed
Ongoing
Number of Actions
Meta Goal Status Update
3
Packet Page 191
Item 14
CIP Update – Completed and Ongoing
Public Works CIP Engineering and Management staff have delivered several projects within the first
quarter of the fiscal year as listed in the below table, including the installation of new playground
equipment at Islay Hill Park, new public safety communications tower and equipment on South Hills, and
high efficient LED lighting installations in the 919 Palm Parking Structure. Notable ongoing work includes
replacement of Marsh Street Bridge and City facilities maintenance work.
Table 13: Completed and Ongoing CIP projects in Q1
Project Proponent
Department Status LRM
Funded
Approx.
Construction
Budget
Anholm Greenway Phase 2 Crack Sealing Public Works Completed in July Yes $35,000
Bridge Maintenance 2020 Public Works Completed in July Yes $75,000
South Hills Radio Site Upgrades Public Works Substantially Complete
in September.Yes $770,000
Islay Hill Park Playground Equipment
Replacement
Public Works /
Parks and Rec.Completed in September Yes $510,000
Swim Center Bath House Roof Repair Public Works Completed in September Yes $103,000
Creek Silt Removal 2020 Public Works Completed in September No $70,000
City Hall Fire Department Connection Public Works Completed in September Yes $60,500
919 Palm Garage LED Lighting Retrofits Public Works Completed in September No N/A
City Facilities HVAC Replacements Public Works Completed in October Yes $140,000
Roadway Sealing 2020 Public Works Completed in October Yes $1,480,000
Storm Drain System Replacement - Bullock CMP Public Works Completed in October Yes $316,000
Marsh Street Bridge Replacement Public Works Ongoing.Yes
(10%)$4,425,000
Fire Station 1 HVAC Replacement Public Works Ongoing.Yes $130,000
Railroad Safety Trail Taft to Pepper Public Works Awarded. Construction
begins in Q2
Yes
(13%)$3,775,000
Swim Center Shower Repair Public Works Awarded. Construction in
Q2 Yes $25,000
Marsh Garage Elevator Repair Public Works Awarded. Construction in
Q3 No $86,000
Terrace Hill PRV Replacement Public Works Advertising. Construction
in Q3 No $550,000
Neighborhood Greenway Signage Installation Public works Final Design Phase.Yes $25,000
$12,575,500 Total Budget for Completed or Active Projects in FY 2020-21 Q1&Q2
4
Packet Page 192
Item 14
Debt Schedule Update
The table below shows total debts and those that had maturity dates during the first quarter and the
associated payments.
Outlook and Conclusion
The impact of COVID19 on the economic forecast has trended more favorably than originally anticipated
but staff expects many of the COVID-19 related impacts to lag the initial shock of the pandemic. With Cal
Poly teaching mostly online classes and major events being cancelled, the impact on two of the three
major income streams (i.e. sales and transient occupancy tax) remains uncertain. As these tax payments
lag, only two months had been fully collected at the time that this report was released. Staff continues to
track remittances closely through the City’s Revenue division.
The Fiscal Health Contingency Plan remains in full effect with hiring, purchasing, and travel chills and if
staffing expenditures continue to track in a linear fashion, there may be slight savings in that category.
It is also important to note that based on unaudited numbers, the City will be unable to follow through
with its Fiscal Health Response Plan goals of paying a $3.0 million toward unfunded liability during FY
2020-21.
The enterprise funds are also tracking in line with budget projections and will likely end the year as stated
in the budget.
2 State of California - Employment Development Department. October 16, 2020. Labor Market Information
Division. March 2019 Benchmark; http://www.labormarketinfo.edd.ca.gov (916) 262-2162
3 HdL Sales Tax forecast as of 10/13/20
4 Fitch Ratings: Fitch Global Economic Outlook for the U.S. – September 2020.
General Fund Sewer Fund
Total 2020-21 Debt Obligation 2,759,071$ Total 2020-21 Debt Obligation 1,387,400$
Q1 Payment: 2018 Lease Fire Truck 36,533$ No Q1 payments -$
Remaining 2,722,538$ Remaining 1,387,400$
Water Fund Parking Fund
Total 2020-21 Debt Obligation 2,430,429$ Total 2020-21 Debt Obligation 855,500$
No Q1 payments -$ 2001 State Infrastructure Bank (CIEDB) Loan Marsh St 358,307$
Remaining 2,430,429$ Remaining 497,193$
Table 13: Debt Obligation Update
Quick Economic Stats
Unemployment Rate (San Luis Obispo City)2 – September 2020 7.0%
Expected Sales Tax Growth for FY 20-21, 21-22, 22-133 1.9%, 6.6%, 3.8%
U.S Consumer Spending 2021 Forecast (as of Sept 2020)4 4.1%
U.S GDP 2021 Forecast (as of Sept 2020)3 4.0%
5
6
Packet Page 193
Item 14
Initiated
44%
2021-23
Fianancial Plan
22%
Done or Near
Complete
15%
Pursuing outside
resources
16%
Uncertain Implementation path
3%
ACTION STATUS UPDATE
Climate Action Plan Update – November 2020
San Luis Obispo residents and businesses routinely rank climate change as an important issue and Climate Action
has been a Major City Goal since 2017. In August of 2020, the City Council unanimously adopted one of the most
ambitious local climate action plans in the nations and committed to achieving carbon neutrality in the community
by 2035 and in municipal operations by 2030. The plan is comprised of seven main focuses:
Importantly, although the plan’s primary focus is on greenhouse gas (GHG) emissions reductions, it is also focused
on economic recovery, economic development, equity, and community health and vitality. A focus on climate action
at the community and agency-wide scale presents a generational opportunity to reorient investments to clean,
efficient, and equitable systems.
Through the goals, measures, and actions identified in the Climate Action Plan, t he City, in close partnership with
the community, has identified a path to achieve its emissions reduction goals while improving affordability, health,
and wellbeing. The realized co-benefits of climate action and GHG emissions reduction, including efficiency, cost-
savings, safety, and comfort, have the potential to enhance San Luis Obispo while inspiring community action and
action from other communities that look to the City for leadership. The City continues to engage other departments,
agencies, and community partners to ensure the implementation outcome of each GHG reduction measure are
maximized to support public health, economic development and COVID -19 recovery, and other key objectives.
A short list of achievements and recent initiatives include:
• Effective January 1, 2020, the City joined Central Coast Community Energy (formerly Monterey Bay
Community Power). As a member of CCCE, the City and residents purchase cleaner and more affordable
electricity. CCCE is on a path to have one-hundred percent renewable energy by 2030.
• Effective September 1, 2020, the Clean Energy Choice Program for New Buildings provides technical
support, financial incentives, regulatory flexibility, and information resources to developers that wish to
build all-electric new projects. The program is expected to dramatically reduce GHG emissions in new
buildings while promoting energy efficient, comfortable buildings, and reduced construction costs.
• Staff has initiated a “Lead by Example” initiative to achieve the City’s internal climate goal of carbon neutral
city operations by 2030. Staff has convened the Green Team to collaboratively identify new decarbonization
measures while finding opportunities to support current projects across various departments.
Administrative
Action Buildings Circular
Economy Connected Energy Lead by
Example
Natural
Solutions
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Item 14
Continued next page.. →
Foundational Action Action Description Responsible
Department
Projected Action
Start Date
(calendar year)
Current Status
Administrative Action 1 Implement Climate Action Plan with an
Equity Lens All Departments Ongoing Initiated
Administrative Action 2 Monitor and Report Plan Implementation Administration, All
Departments 2021, Q2 Pursuing outside
resources.
Administrative Action 3 Regularly Update the Climate Action Plan Administration 2022, Q2 2021-23 Financial
Plan
Administrative Action 4
Ensure Transparency by Reporting
Greenhouse Gas and Climate Action
Information to Public Disclosure Programs
Administration 2020, Q3 Initiated
Administrative Action 5
Develop Mitigation Program for New
Development to Illustrate Consistency with
the Climate Action Plan
Community
Development,
Administration
2021, Q2 Done or Nearly
Complete
Buildings 1.1
Adopt and implement the Clean Energy
Choice Program for New Buildings and
review opportunities for improvement in
the 2022 code cycle
Administration,
Community
Development
2020, Q3 Done or Nearly
Complete
Buildings 2.1
Conduct comprehensive retrofit program
study and develop and implement a
strategic and equity focused building
retrofit program by 2021
Administration,
Community
Development
2020, Q3 Initiated
Circular Economy 1.1
Adopt an ordinance requiring organic waste
subscription for all residential and
commercial customers by 2022
Utilities 2022, Q1 Initiated
Circular Economy 1.2 Develop and implement program to
increase edible food rescue by 20 percent Utilities 2021, Q2
Uncertain
Implementation
Path
Circular Economy 1.3
Develop and implement a waste stream
education program for HOA/Property
Managers and the commercial sector
Utilities 2021, Q2 2021-23 Financial
Plan
Circular Economy 2.1 Update the Municipal Code solid waste
section and bin enclosure standards Utilities 2021, Q1 Initiated
Circular Economy 2.2 Develop and expand funding for a Solid
Waste section in the Utilities Department Utilities 2020, Q1 Done or Nearly
Complete
Connected 1.1 Establish a consistent method for tracking
and reporting mode split metrics Public Works 2021, Q1 2021-23 Financial
Plan
Connected 1.2
Research and develop an approach to a
“Mobility as a Service” platform for people
to easily use all modes of low carbon
mobility in the City
Administration, Public
Works 2021, Q1 Pursuing outside
resources.
Connected 2.1 Complete Active Transportation plan and
begin implementation immediately Public Works 2020, Q1 Done or Nearly
Complete
Connected 2.2 Launch micro mobility program by 2021 Public Works 2020, Q3 Initiated
Connected 3.1
Establish a policy and strategic approach to
leveraging existing and new parking
garages for downtown residential and
visitor serving uses and to allow for further
implementation of the Downtown Concept
Plan
Administration, Public
Works 2020, Q3 Initiated
Packet Page 195
Item 14
Foundational Action Action Description Responsible
Department
Projected Action
Start Date
(calendar year)
Current Status
Connected 4.1 Develop transit electrification strategic
plan and begin implementing in 2020
Public Works,
Administration 2020, Q3 Initiated
Connected 4.2
Shorten transit headways through
accelerated implementation of the existing
Short-Range Transit Plan
Public Works 2021, Q1 2021-23 Financial
Plan
Connected 4.3
Explore additional innovative transit
options in the 2022 Short-Range Transit
Plan (e.g., on-demand deviated routes,
electric fleet expansion, micro transit, Bus
Rapid Transit, Transit Signal Priority)
Public Works 2021, Q1 2021-23 Financial
Plan
Connected 4.4 Assess feasibility of a “free to the user”
transit ridership program
Administration, Public
Works 2020, Q3 2021-23 Financial
Plan
Connected 5.1
Complete the 2019-21 Housing Element of
the General Plan Update and Flexible
Zoning Requirements for Downtown
Community
Development 2020, Q3 Initiated
Connected 6.1
Develop and begin implementing electric
mobility plan to achieve a goal of 40
percent electric vehicle miles traveled
(VMT) by 2035
Administration, Public
Works 2020, Q3 Pursuing outside
resources.
Energy 1.1
Launch Monterey Bay Community Power
and achieve a 98% participation rate while
advocating for programs that support
equity and achieve maximum local benefit
Community
Development 2020, Q1 Done or Nearly
Complete
Energy 2.1 Work with MBCP and PG&E to develop a
regional grid reliability strategy Administration 2020, Q1 Initiated
Energy 3.1
Partner with SoCal Gas to research options
for reducing greenhouse gas emissions
associated with the existing natural gas grid
Administration 2021, Q1 Initiated
Lead by Example 1.1 Adopt a municipal carbon neutrality plan in
2021 Administration 2020, Q4 Initiated
Lead by Example 2.1
Include carbon neutrality, social equity, and
a focus on developing a green local
economy in the updated Economic
Development Strategic Plan
Administration 2021, Q1 2021-23 Financial
Plan
Lead by Example 3.1 Research methods to support local
contractors and labor Administration 2021, Q3 Pursuing outside
resources.
Lead by Example 4.1
Create a formal approach to support and
empower community collaboration for
climate action
Administration 2021, Q3 Pursuing outside
resources.
Natural Solutions 1.1
Conduct Carbon Farming Study and Pilot
Project in 2021. If feasible, begin
implementation by 2023
Administration 2021, Q4 Initiated
Natural Solutions 2.1
Prepare the City’s first Urban Forest Master
Plan by 2021 and plant and maintain
10,000 new trees by 2035
Administration, Public
Works 2021, Q1 Initiated
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Item 14
2021-23 Financial PlanSetting the StageNovember 17, 20201Background materials for Council Goal-Setting and the Financial Planning Process
RecommendationsReceive and discuss the following background information in preparationfor the 2021-23 goal-setting and Financial Plan process:a. Review of FY 20-21 1stquarter resultsb. Status of the 2020-21 Adopted Meta Goal and General Plan Updatec. Review setting the stage framework including a scan of strategic indicatorsd. Enterprise Fund Status Updates2
2020-21 1stQuarter Financial Review3
2020-21 1stQuarter Consolidated Financials42019-20 2020-21 FundQ1 Actual (unaudited) Revenue Forecast Q1 Actual % ReceivedVariance from prior yearGeneral Fund * $ 18,044,325 $ 76,571,144 $ 16,494,956 22% -9%Water Fund $ 4,753,395 $ 23,387,885 $ 4,638,278 20% -2%Sewer Fund $ 3,387,804 $ 16,895,606 $ 3,162,523 19% -7%Parking Fund $ 1,495,994 $ 2,798,191 $ 749,244 27% -50%Transit Fund $ 214,461 $ 4,808,075 $ 438,180 9% 104%Grand Total $ 27,895,979 $ 124,460,901 $ 25,483,181 20% -9%*Includes special revenue funds2019‐20Fund Q1 Actual (unaudited) Revenue Forecast Q1 Actual % ReceivedVariance from prior yearGeneral Fund * 18,044,325$ 76,571,144$ 16,494,956$ 22% ‐9%Water Fund 4,753,395$ 23,387,885$ 4,638,278$ 20% ‐2%Sewer Fund 3,387,804$ 16,895,606$ 3,162,523$ 19% ‐7%Parking Fund 1,495,994$ 2,798,191$ 749,244$ 27% ‐50%Transit Fund 214,461$ 4,808,075$ 438,180$ 9% 104%Grand Total 27,895,979$ 124,460,901$ 25,483,181$ 20% ‐9%*Includes special revenue funds2020‐21
2020-21 1stQuarter General Fund Revenue5Table 2: General Fund RevenuesFootnote Q1 Actual % Received Total Budget Q1 Actual % ReceivedVariance from prior yearTax and Franchise RevenueSales and Use Tax (July & Aug only)15,031,744$ 20% 22,853,783$ 5,147,376$ 23% 2%Property Tax 655,814$ 1% 18,418,903$ 734,794$ 4% 12%Transient Occupancy Tax 2,334,589$ 29% 6,267,000$ 1,800,251$ 29% ‐23%Utility User Tax 1,187,531$ 20% 5,565,000$ 1,157,156$ 21% ‐3%Business Tax22,862,835$ 97% 2,853,740$ 2,890,955$ 101% 1%Franchise Fees 77,798$ 5% 1,544,000$ 78,702$ 5% 1%Gas Tax (Special Revenue Fund)225,826$ 22% 1,082,390$ 286,350$ 26% 27%SB1 Gas Tax (Special Revenue Fund)156,038$ 19% 795,548$ 147,044$ 18% ‐6%Cannabis Tax ‐$ 0% 400,000$ 114,859$ 29%Total Tax & Franchise Revenue 12,532,175$ 19% 59,780,364$ 12,357,488$ 21% ‐1%Fees and Other Revenue36,023,828$ 24% 16,790,780$ 4,137,468$ 31% ‐31%Grand Total 18,556,003$ 20% 76,571,144$ 16,494,956$ 22% ‐11%2020‐212 ‐ Business license and tax certificate renewals are due before September 30th; therefore anticipated revenue for the year has been collected3 ‐ FY2019‐20 includes a one‐time funding of $2 million from SB1090 Diablo Closure1 ‐ Includes $146,000 in FY 20‐21 actuals that are from FY 19‐20 due to the sales tax deferral programs2019‐20
6The Current PictureThe upside•Sales Tax revenues are performing better than expected (this is true across the State)•Expenditures on track with reduced budget as part of 20‐21 supplemental budgetThe downside•Still too many unknowns: availability of a vaccination, elections, additional stimulus, financial market stability, tourism & event industry, consumer confidence•Universities remaining mainly virtual•Business closures, online shopping•Re‐opening fluctuations•Budget balancing solutions not sustainableThe financial gap is not getting wider at this time, but an extended economic downturn could put the City in a negative position requiring further action.
Setting the Stage7
Background/Purpose8Setting the StageBudget FoundationGoal Setting & Strategic Budget Direction
Review Calendar9
General Plan/ Climate Action PlanUpdate10
General Plan Programs11Land Use Element - 73Circulation Element - 69Housing Element - 78Noise Element - 8Conservation/ Open Space Element - 68Safety Element - 35Parks and Recreation Element - 43Water and Wastewater Element - 38412 Total ProgramsProgram Count by Element
General Plan Program Update1236%42%21%Low Medium HighPrograms Categorized by Difficulty98% Completed or integrated in ongoing operations
Climate Action – Adopted Goals (R-11159)13•Community carbon neutrality by 2035•Carbon neutral government operations by 2030 •100 percent carbon free electricity by 2020 •No net new building emissions from onsite energy use by 2020•50 percent reduction in existing onsite building emissions (after accounting for MBCP) by 2030 •Achieve General Plan mode split objective by 2030; 40 percent of vehicle miles travelled by electric vehicles by 2030 •75 percent diversion of landfilled organic waste by 2025; 90 percent diversion by 2035 •Increase carbon sequestration on the San Luis Obispo Greenbelt and Urban Forest through compost application‐ based carbon farming activities and tree planting; ongoing through 2035For the City to be successful, alignment with the goals adopted in the Climate Action Plan will need to be given consideration in nearly all Financial Plan decisions.
14Climate Action Plan UpdateInitiated44%2021-23 Fianancial Plan22%Done or Near Complete15%Pursuing outside resources16%Uncertain Implementation path3%ACTION STATUS UPDATE
Meta City Goal Update & Economic Recovery15
1616City Council Adoption of ONE Unified City Goal (June 4, 2020): Economic Stability, Recovery, and ResiliencyJuly 2020Council 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
17170 5 10 15 20 25 30 35 40 45Not Started10% complete25% complete75% completeCompletedOngoingNumber of ActionsMeta Goal Action Status UpdateLocal Business SupportCal PolyCity OrganizationCommunityCommunity PartnersLocal Business SupportCal PolyCity OrganizationCommunityCommunity PartnersDowntownImpacted IndustriesQuality of LifeResiliency10 StrategiesInfrastructure & Capital73 total Actions73 total Actions
18How has the City supported the community through the META Goal?Facilitated outdoor diningat 40 locations (OpenSLO)Expanded childcare programsto support SLCUSD distance learning, impacting 100’s of families, children, and businessesEncouraged 14 businesses to utilize the Fitness in the Park program
Setting the Stage FrameworkCore Services19
Organizational StructurePublic SafetyCommunity ServicesInternal ServicesFTE Count % of General Fund Budget147.5 40%198.5 31%55.75 17%20
How does the City fund services? (General Fund)21Top 3 revenue sources:Sales & Use TaxProperty TaxTransient Occupancy TaxOther Tax & Franchise RevenueFees for Service$70.3 million67.5%14.7% 17.8%100%•$69.6 million expenditures•401.75 FTEs•54 City Programs•Infrastructure maintenance•Debt Service•$69.6 million expenditures•401.75 FTEs•54 City Programs•Infrastructure maintenance•Debt Service
Police ServicesPublic Safety22$17.8 million24% of budget36 Patrol OfficersResponded to over 31,300 calls for service in 2019AdministrationPatrol, Downtown Bikes, Community Action TeamInvestigationsDispatch & RecordsNeighborhood OutreachTraffic SafetyCore ServicesGeneral Fund Revenue
Fire ServicesPublic Safety23Emergency Response(Staffed)Hazard Prevention(Staffed)Training ServicesFire Apparatus Services(Staffed)Fire Station Facility SupportDisaster Preparedness & AssistanceCore Services$12.6 m illion17% of budgetFire Admin(Staffed)4 Stations / 45 FirefightersResponded to over 6,100 calls for service in 2019, a 5.5% increase from 2018General Fund Revenue
Park MaintenanceSwim Center MaintenanceUrban Forest ServicesFacility MaintenanceStreets & Sidewalk MaintenanceTraffic Signals & Street LightingFleet ServicesCIP Project EngineeringTransportationFlood ControlParking ServicesTransit OperationsPublic WorksCommunity Services2412 Fulltime EmployeesOperating Equipment, Materials, Supplies$1,276,107 Program Budget135 Miles of Streets & Sidewalks MaintainedCore Services$13.4 m illion18% of budgetGeneral Fund Revenue
Community DevelopmentCommunity Services25AffordableHousingPlan/Permit ProcessingBuilding InspectionsPublic Notification on Public HearingsCode Enforcement / Neighborhood ServicesOperating BudgetIncreased DevelopmentIncreased Housing OpportunitiesCore Services$5.3 million7% of budgetGeneral Fund Revenue
Parks & RecreationCommunity Services26Ranger ServiceSportsSpecial EventsGolfChildcareAquaticsPublic ArtCore Services2FTE and 33,800Supplemental Staff Hours$997,873 Operating Budget2,000 Childcare Enrollments$4.3 million6% of budgetGeneral Fund Revenue
$8 m illion11% of budgetAdministration and Information TechnologyOffice of the City CouncilOffice of the City ManagerOffice of Economic Development and TourismOffice of Sustainability and Natural Resources ProtectionOffice of the City ClerkOffice of Network ServicesOffice of Information ServicesCore Services$250,000 Allocated to the Small Business Grant Program375 Eligible ApplicationsDirect support to 52 Small BusinessesInternal Services27General Fund Revenue
Internal Services$3.0 million4% of budget28FinanceFinance AdminAccounting/ AP/ PayrollBudgetPurchasingRevenue ManagementSupport Services/ Non-DeptCore ServicesRevenue DivisionProcesses over 8,000 business licenses per yearOver $2.8 million in revenueGeneral Fund Revenue
Human ResourcesInternal Services29Human Resources AdministrationBenefitsClassification and CompensationTraining and DevelopmentRisk ManagementWellnessPerformance ManagementRecruitmentCore Services6 Full-Time Regular Staff2.5 Full-Time Contract StaffSupport for 567 Regular & Supplemental Staff Serving the Community$1.4 million2% of budgetGeneral Fund Revenue
City AttorneyInternal Services30$800,0001% of budgetLegal Review of all Contracts and Other DocumentsAdvice to City Council, Advisory Bodies, StaffSupport for all Major City GoalsManagement of Defense of the City (Claims and Litigation)Advice re Development, Planning and ProgramsProcessing and Coordination of Admin Cite AppealsPublic Record Requests (Advise Staff and Review Records)Core Services3 Full-time Regular Staff3 Part-time Temp StaffAll City Legal Advice, Answers, and Review
Capital, Debt, Transfers 31$5.9 m illion8% of budget$2.8 m illionCapitalDebt4% of budgetGeneral Fund Revenue
32What lies ahead for the general fund?Changes in Economic ConditionsPending Diablo ClosureFurther CalPERS AdjustmentsLong-term Environmental & Fiscal SustainabilityCOVID19Diversity, Equity, Inclusion (DEI)
Water Fund Core ServicesSource of SupplyReservoir OperationsWater TreatmentWater DistributionWater Resources$586,409$3,089,757$1,739,783$402,250$10,675,78170% of W ater Budget Secu res W ater Supply1,792,903,889Gallons Water Delivered Community Services
Wastewater CollectionsWater Resource Recovery Facility‐WRRF Environmental ComplianceUtilities Revenue (Billing)Water Quality Lab$1,157,859$3,930,431$270,079$525,979$879,297Sewer Fund Core Services1,106,963,520 Gallons W astew ater Treated80,965,749 Gallons Recycled Water Delivered Community Services
What Lies Ahead‐Utilities Average person pays for eachcell phone Average householdpays for bothwater and sewer Water FundAA Bond Rating(F itc h Rating)Deliv e r Water up to 50 M ilesPrado O verpass: Relocating W astew ater Collections$117Per Month$117Per MonthUpgrade: W RRF w ill cost m oreto operate in the futureSewer FundCommunity Services
Parking Fund Core Services36Enforcement of State and Local RegulationsOperation & Maintenance of 3 Parking StructuresOperation & Maintenance of 9 parking lots & 1,100 parking metersAdministration of parking permit programs2020-21 Expenditure Budget$4.8 million2020-21 Revenue Projection$2.7 millionCommunity Services
Transit37Safe, reliable transportation for seniors, disabled, students, working professional and visitors2020-21 Expenditure Budget$3.7 million2020-21 Revenue Projection$4.2 millionCommunity Services
Other Setting the Stage Framework38
39The City at a Glance (2019)Population Change from 2010City of SLO: 5.2% State: 6.1%Economic Indicators Compared to StateState of CaliforniaCity of SLOOwner‐Occupied Housing Unit Rate55% 38%Median Value of Owner‐Occupied Housing Units$ 475,900 $ 617,200 Median Gross Rent$ 1,429 $ 1,461 Median Household Income$ 71,228 $ 52,740 Per Capita Income in past 12 months$ 35,021 $ 31,917 Source: “U.S. Census Bureau QuickFacts: California; San Luis Obispo City, California.” Census Bureau QuickFacts, www.census.gov/quickfacts/fact/table/CA,sanluisobispocitycalifornia/PST045219. Current Population47,459
The Pandemic Reality40Source: “SAN LUIS OBISPO-PASO ROBLES-ARROYO GRANDE METROPOLITAN STATISTICAL AREA (MSA).” San Luis Obispo County Unemployment Rate, EMPLOYMENT DEVELOPMENT DEPARTMENT Labor Market Information Division, 16 Oct. 2020, www.labormarketinfo.edd.ca.gov/file/lfmonth/slo$pds.pdf. San Luis Obispo County Unemployment Rate Historical Trend9/30/207.2%California: 11%US: 7.9%
41COVID’s Effect on Local BusinessesBusiness Category# of closed businesses in FY 19-20# of new businesses since 6/1/20General Retailer 81 42General Service 141 52Professional Service 74 45Other 57 11TOTAL 353 150As compared to 234 in FY 18‐19Many businesses have closed since the beginning of the pandemic, but new businesses open their doorsIncludes: Salons, wellness, photography, tech services, cleaning, maintenance, entertainment, etc.
42Diversity, Equity and Inclusivity0.00%10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%Black orAfricanAmericanAmericanIndian andAlaska NativeAsian NativeHawaiian andOther PacificIslanderHispanic orLatinoWhitePopulation by Race Origin (2019)CaliforniaCity of SLOWomen‐owned firms37%Men‐owned firms63%Minority‐owned firms15%Nonminority‐owned firms85%SLO City Businesses by Ownership Type(2012 Data)Source: “U.S. Census Bureau QuickFacts: California; San Luis Obispo City, California.” Census Bureau QuickFacts, www.census.gov/quickfacts/fact/table/CA,sanluisobispocitycalifornia/PST045219.
Diversity, Equity and Inclusivity43Support the work of DE&I Providers with directed funding for promising impactful, sustainable projects.A framework for a 21‐23 DE&I‐focused Major City GoalProvide a recommendation on the role and function of the HRC in relation to DE&I effortsDEI Task Force Outcomes
Why DEI Matters?For the City as an organization:It is important to foster a workplace where individuals' thoughts, perspectives, and ideals are welcomed and that they can bring their full-selves to their workplace.By focusing on DEI, the organization can ensure that we recruit and retain individuals from diverse backgrounds who contribute their strengths to the organization and community.44In the community:The City Council has made a commitment to making San Luis Obispo a welcoming, inclusive and safe community.The City recognizes that social and economic inequality is embedded in our systems and culture, and that recovery must integrate deep structural transition to support the empowerment of marginalized communities.
Measure G-20 PlanningImmediate Need to InvestEconomic Development: Tenant Improvement / Small Business Grants $ 2,500,000Additional Downtown SLO Improvements $ 451,000Economic Development Rainy Day Fund $ 200,000Homeless Liaison/Coordinator $ 225,000Total $ 3,376,000Funding StrategyUse Undesignated Fund Balance now – replenish with Q1 Measure G-20 fundingApril 1, 2021 – June 30, 2021 G-20 Funding estimate45$3.8 million
Conclusion – Preparing for 2021-2346Good Fiscal ManagementPublic EngagementQuality ServicesContinued commitment to…Continued commitment to…Many challenges, many opportunities, many accomplishments ahead
RecommendationsReceive and discuss the following background information in preparationfor the2021-23 goal-setting and Financial Plan process:a. Review of FY 20-21 1stquarter resultsb. Status of the 2020-21 Adopted Meta goalc. General Plan Updated. Review setting the stage framework including a scan of strategic indicatorse. Enterprise Fund Status Updates47