HomeMy WebLinkAboutItem 6b. Fiscal Year 2021-22 1st Quarter Budget Review Item 6b
Department: Finance
Cost Center: 2002
For Agenda of: 11/16/2021
Placement: Business
Estimated Time: 20 minutes
FROM: Brigitte Elke, Finance Director
Prepared By: Natalie Harnett, Principal Budget Analyst
SUBJECT: FY 2021-22 1ST QUARTER BUDGET REVIEW
RECOMMENDATION
1. Receive and file the FY 2021-22 1st Quarter Budget Review; and
2. Adopt a Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, approving an amendment to the 2021-22 Budget Allocation” to
approve an additional Water Treatment Plant Operator full-time equivalent (FTE)
position and appropriate $65,000 of the City’s Water Fund working capital balance
into the FY 2021-22 operating budget.
DISCUSSION
The accompanying Financial Report for the first quarter of FY2021-22 (Attachment A)
provides a high -level overview of the City’s financial condition as of September 30, 2021.
The attached report highlights revenue and expenditure actuals for the first three months
of the fiscal year and an update on the Major City Goal (MCG) tasks. It also includes a
CIP update and highlights milestone projects from the first quarter. The report’s focus is
on the General fund and each of the City’s four enterprise funds.
The Utilities department is requesting the addition of one Water Treatment Plant Operator
FTE to augment the staffing at the plant in order to have staffing to address continuity as
the City experiences turnover. The size and scope of plant operations has increased and
has caused a significant increase in staffing overtime. This new position is an immediate
need and considered mission critical for operations and to ensure that existing staff are
not over-worked.
Background
Section 1: General Fund Update: As of September 30, 2021, operating expenditures
trend on target with past years’ first quarters. Most major revenue sources have almost
entirely recovered to pre-pandemic levels. Tax revenues continue to benefit from the swell
in tourism and consumer spending that began at the end of last fiscal year. While it is
unknown how long and to what extent this pent-up demand will last and how it will impact
overall revenue throughout the year, the City is currently on track to meet its total revenue
forecast for 2021-22.
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Item 6b
Section 2: Enterprise Funds: The enterprise funds are also tracking in line with budget
projected and will likely end the year as stated in the adopted budget.
Section 3: Major City Goal (MCG) Update: The City hit the ground running on July 1st
to support MCG efforts. So far, seven specific tasks have been completed and numerous
ongoing efforts continue their progress.
Section 4: Capital Improvement Plan Update: The City completed three major projects
in the first quarter including the Terrace Hill Pipeline Rehabilitation, Fire Station One
HVAC Replacement, and Beebee/Cuesta/Loomis Waterline Replacements. In addition to
the completed projects, 14 projects are ongoing.
Section 5: Outlook and Conclusion: At this point, the outlook for all of the City’s major
funds looks positive. Favorable revenue trends are helping the City bounce back from the
pandemic much quicker than anticipated. Updated long-term forecasts will be presented
to Council at the February 15, 2022 mid -year budget review after the adoption of the
Annual Comprehensive Financial Report.
Water Treatment Plant Operator FTE (Attachment B)
The number of Water Treatment Plant (WTP) staff has remained constant for several
decades despite increasing State and Federal regulations, treatment plant expansion,
and source water diversification. In addition to increased workloads from the
abovementioned changes, WTP staff is in the process of modernizing the treatment
facility and building resiliency and redundancy into the delivery of water to the community.
These changes include installing a permanent backup power generator at the WTP,
installing a Tesla Battery Pack to reduce peak energy demand, installing state-of-the-art
water quality monitoring equipment, and installing a new ozone treatment system which
will help maximize use of the City’s surface water supplies while reducing energy demand .
In addition to the new resiliency and treatment infrastructure, this winter staff will begin
an upgrade of the WTP’s SCADA system for monitoring treatment plant processes as
well as an upgrade of the on-site Transfer Pump Station that pumps water to
approximately 50% of the community. These significant changes will lead to more secure
operations that will protect the City against drought, Public Safety Power Shutoff (PSPS)
events, and infrastructure failure. Additional staffing resources for adequate training,
operations, and maintenance is critical.
Staff is requesting adding a WTP operator FTE to ensure that the projects mentioned
above are adequately resourced and that staff are provided the training and support to
effectively operate the new equipment. Approval of the additional operator position will
also allow the City to hire for this new position alongside two additional recruitments for
WTP operator vacancies in December 2021, reducing recruitment costs and allowing for
simultaneous training of three new operators (one from a recent retirement, one from a
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Item 6b
recent resignation, and the new FTE). Independent operation of the City’s Water
Treatment Plant requires possession of a T3 certification.
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Item 6b
T3 certifications can only be possessed by an operator with significant experience
operating a surface water treatment plant and could take up to three years to acq uire. A
WTP operator recruitment conducted in October yielded a high number of T3 operators
who could legally operate the plant independently after a formal training period. The
department believes that all three openings could be filled from a single recruitment. The
additional position will ensure that the WTP has four operators on each of the two weekly
shifts, allowing for operational flexibility, resources for project management and training
of new staff, and reduction in overtime for shift coverage. Staff will continue to evaluate
program related overtime expenditures after the addition of the new FTE and will adjust
overtime budgets accordingly at budget supplement. The ongoing cost for an additional
FTE is $112,000 but the cost for the current year will be approximately $65,000
(calculated with an anticipated start date of December 1, 2021).
Policy Context
According to budget policy F, Goal Status Reports of major program objectives will be
formally reported to the Council on an ongoing, periodic basis.
Public Engagement
Public comment on the item can be provided to the City Council through written
correspondence prior to the meeting and through public testimony at the meeting. The
First Quarter Financial Report for FY 2021-22 (Attachment A) will be posted on the City’s
website for public review.
CONCURRENCE
Operating departments review and monitor financial results on a regular basis. The
respective fiscal officers reviewed the numbers and will be closely monitoring the budget
for the remainder of the year.
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: 2021-22
Funding Identified: Yes
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Item 6b
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ $ $ $
State
Federal
Fees
Other:
Water Fund
$65,000 $112,000
Total $ $65,000 $ $112,000
The Utilities department is requesting $65,000 to fund an additional Water Treatment
Plant Operator FTE. The ongoing cost is projected to be about $112,000 and will be
included in the supplemental budget for 2022-23. The Water Fund has approximately
$12.2 million in unreserved working capital to support this request.
ALTERNATIVES
1. Do not receive an update on the status of the current financial position, Major
City Goals, and CIP projects for the first quarter of Fiscal Year 2021-22.
2. Do not permit the addition of a FTE at the WTP. This is not recommended as the
current staffing levels are insufficient to run the plant, incurring a tremendous amount
of overtime cost. Additionally, the department has a current recruitment open for plant
operators and can hire the position at the same time as two other openings.
ATTACHMENTS
A – First Quarter Financial Report for FY 2021-22
B – Draft Resolution amending FY 21-22 Budget Allocations
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First Quarter Financial Report
Fiscal Year 2021-22
Introduction
This financial report provides an overview of the City’s financial position through the first quarter of fiscal
year 2021-22 (July 1 - September 30, 2021) 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’s Major City Goals. Notable milestones or trends within the first quarter are addressed and detailed
throughout the document. The report is broken down into the following sections:
General Fund Update
Producing the City’s two-year financial plan during a pandemic was a challenging endeavor. Over the past
18 months, staff provided multiple forecast updates in response to the changing economy to better gauge
revenue levels impacted by Covid-19. On June 1, 2021, the City Council adopted the plan and 2021-22
budget amidst a gradual reopening of the economy. As of September 30, 2021, operating expenditures
trend on target with past years’ first quarters. Most major revenue sources have almost entirely recovered
to pre-pandemic levels judging from first quarter receivables. Tax revenues continue to benefit from the
spike in tourism and consumer spending that began at the end of last fiscal year. While it is unknown how
long and to what extent this pent-up demand will last and how it will impact overall revenue, the City is
currently on track to meet its total revenue forecast for 2021-22. Ongoing vigilance will be imperative
going forward to make sure that revenue and expenditure trends continue with assumed and allocated
resources.
1 General Fund Update
2
Enterprise Funds
Update
3 Major City Goal
Update
4 Capital Improvement
Plan Update
5 Outlook and
Conclusion
1
$18.4
Million in
Revenues
(YTD)
$18.9
Million in
Op Ex (YTD)
7 MCG
Tasks
Completed
in Q1
3 CIP
Projects
Completed
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General Fund Revenue
* increase due to voter approved local transaction tax increase.
Sales Tax: The actuals listed above are for July and August remittals from the California Department of
Tax and Fee Administration (CDTFA). While this is generally a good indicator of actual receipts; the
September amount and any first quarter “cleanup” will be received in November. The past two quarters
have seen significant amounts distributed with the third month in the quarter, which might be due might
be due to many new transaction tax measures adopted throughout the state and a backlog in the CDTFA
system. Year-to-date actual so far show that Sales and Transaction tax benefitted from pent-up demand
and the re-opening of the economy. It was the first full quarter since State travel restrictions were lifted
on June 15, 2021. The 188% increase in Local Revenue Measure G20 revenue is attributed to the 1 cent
increase that went into effect on April 1, 2021.
Property Tax: The majority of property tax is not collected until the 3rd and 4th quarter of the fiscal year;
but the updated County forecast indicates that the current budget assumptions remain on track.
Transient Occupancy Tax (TOT): Similar to Sales Tax, TOT revenue benefitted from pent-up demand in the
tourism industry and the reopening of the economy. Statewide data pointed to a very high demand in
non-metropolitan travel. This demand is reflected in average daily rate increase of 34% for hotels located
in the City. Citywide occupancy numbers also rebounded in Q1 and they were only down about 5% from
the pre-pandemic Q1 average (10-year average).The spike in average daily rate in addition to near
“normal” occupancy rates led to the highest TOT figures recorded in the July and August months. It is
important to note that the average daily rate is partially inflated due to the full operation of the new
hotels, Hotel SLO (December 2019) and Hotel Cerro (February 2020). These luxury downtown hotels are
the first of their kind and we do not have enough historical data to analyze how they will impact the local
tourism industry and the City’s TOT revenue trends.
Utility User Tax: Q1 of 2021-22 is the first quarter that the City’s new remittance policy for UUTs went
into effect. Historically, all service suppliers would remit on a monthly basis. In order to eliminate the
General Fund Revenues
FootnoteQ1 Actuals % Received Total Budget Q1 Actuals % Received
Variance
from prior
year
Tax & Franchise Revenue
1 Sales and Use Tax (July-Aug only)3,441,618$ 17%18,387,000$ 3,748,186$ 20.4%3.4%
2 Local Revenue Measure G (July-Aug only)*1,681,530$ 13%24,279,000$ 4,849,726$ 20.0%188.4%
3 Property Tax 447,456$ 4%20,192,883$ 541,073$ 2.7%20.9%
4 Safety Prop 172 36,546$ 12%336,000$ 91,695$ 27.3%150.9%
5 Transient Occupancy Tax 1,800,251$ 29%7,213,000$ 3,062,114$ 42.5%70.1%
6 Utility User Tax (July only)855,427$ 21%5,565,000$ 657,317$ 11.8%-23.2%
7 Business Tax 2,890,955$ 101%2,426,000$ 2,784,624$ 114.8%-3.7%
8 Cannabis Tax 114,859$ 29%1,300,000$ 156,419$ 12.0%36.2%
9 Franchise Fees 155,804$ 10%1,575,000$ 186,950$ 11.9%20.0%
10 Gas Tax (Special Revenue Fund)286,350$ 26%1,223,937$ 327,690$ 26.8%14.4%
11 SB1 Gas Tax (Special Revenue Fund)147,044$ 9%915,000$ 164,687$ 18.0%12.0%
12 Total Tax & Franchise Revenue 11,857,840$ 21%83,412,820$ 16,570,482$ 20%40%
13 Development Review 1,694,896$ 27%6,303,279$ 1,145,320$ 18.2%-32.4%
14 Parks & Recreation 306,541$ 29%1,611,955$ 443,318$ 27.5%44.6%
15 Fire 309,175$ 22%1,404,376$ 282,395$ 20.1%-8.7%
16 Police 17,799$ 3%637,196$ 97,466$ 15.3%447.6%
17 General Government 1,602,288$ 31%2,903,389$ 740,612$ 25.5%-53.8%
18 Total 15,788,539$ 27%96,273,015$ 19,279,593$ 20%22%
2021-222020-21
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administrative burden (most UUT checks are under $100 per month) service suppliers will now remit on
a monthly, quarterly, or annual basis depending on the expected gross receipts they will remit during the
fiscal year. This change in collection will result in a decrease in Q1 revenues and an increase in Q4
revenues from the previous year.
Cannabis Tax: Cannabis revenues saw a gradual monthly increase in the first half of FY 2020-21 since the
opening of the first Cannabis retailer in August 2020. By the end of the 2020-21, revenue began to
plateau. However, the first two months of FY 2021-22 were about 7% higher than the monthly average of
the second half of FY 2020-21 with the economy open and Cal Poly and Cuesta College back in session.
Original budget projections assumed that more retail businesses would be open by this year, but there is
still only one operational retail storefront. Staff will be closely monitoring this revenue source and adjust
at mid-year if necessary.
Development Review: The revenues in Development Review are trending lower than the previous year
primarily due to lower revenues collected from planning applications and the infrequent nature of
revenue collection for infrastructure projects. Due to changes in State law requiring a more streamlined
process for housing projects, the development review process has been modified to require fewer public
hearings for projects, which is resulting in a lower fees collection. There have been a similar number of
planning applications compared to this time last year, however, these applications are at a lower level of
development review, resulting in lower application fees than the median in Fiscal Year 2021. With respect
to infrastructure, some significant projects have not yet moved forward with Public Improvement Plans.
These projects include Avila Ranch Phases 2 and 3 and Bullock Ranch (both still expected to move forward
this fiscal year). Additionally, Froom Ranch was recently approved for annexation but is still several
months away from submitting plans for new infrastructure.
Department Revenue (Parks & Rec, Fire, Police): Overall department revenues trend on track with past
years’ first quarters. Parks and Recreation saw a 44% increase in revenue from the hard-hit FY 2020-21.
This is due to the reactivation of annual programs that were either cancelled or modified last year. Slight
variances are due to the timing of revenue receipts.
General Government: General government revenue consists of business license and tax certificate
renewals, grants, subventions, interest earnings, and other miscellaneous revenue received throughout
the year. The budget varies from year-to-year. As of first quarter, the City has received about 25% of its
forecasted amount for FY 2021-22.
Since business tax is remitted based on prior year gross receipts, staff had budgeted for lower revenue
given the number of businesses that closed during 2020. However, to date the received revenue is only
slightly below the previous year, indicating that many establishments were able to weather the Covid-19
storm relatively well.
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General Fund Expenditures
Overall expenditure trends are on track with budget. The graphs below include first quarter consumption
for FY2021-22 compared to budget. The “Total Expenditures & Obligations” column includes both costs
that have already been incurred and costs that are obligated on purchase orders.
General Fund 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 19% is consistent with where the City should be given that PERs unfunded liability
costs (approximately $10 million) has not been distributed yet amongst the programs. The City did pay
the unfunded liability as a lump sum again this year to save $466,000 over monthly installment payments.
General Fund Expenditures by Department:
All the General Fund departments are tracking in line with budget. The slightly higher consumption of
budget in the City Attorney budget is due to contract services with many of them already under way and
the funds committed for the entire year.
Expenditure Type Initial Budget Budget Adjustments Total Budget Total Expenditures
& Obligations % Consumed
Staffing 59,262,760$ 1,247,841$ 60,510,601$ 11,277,069$ 19%
Contract Services 9,506,909$ 151,304$ 9,658,213$ 4,319,905$ 45%
Other Operating Expenses 6,528,435$ 81,440$ 6,609,874$ 2,656,227$ 40%
Utilities 2,865,838$ -$ 2,865,838$ 715,021$ 25%
Total 78,163,942$ 1,480,585$ 79,644,527$ 18,968,221$ 24%
Department Initial Budget Budget
Adjustments Total Budget
Total
Expenditures &
Obligations
% Consumed
Public Safety
Police 19,233,231$ 16,158$ 19,249,390$ 3,910,551$ 20%
Fire 14,039,098$ (31,000)$ 14,008,098$ 3,481,106$ 25%
Community Services Group (CSG)
CSG Admin 685,132$ -$ 685,132$ 141,160$ 21%
Community Development 7,061,215$ 177,440$ 7,238,655$ 1,558,992$ 22%
Parks & Recreation 5,178,095$ -$ 5,178,095$ 1,288,365$ 25%
Public Works 15,229,985$ 352,600$ 15,582,585$ 4,262,720$ 27%
Utilities - Solid Waste (AB939)228,699$ 103,572$ 332,271$ 77,471$ 23%
Internal Services
Administration 10,464,934$ (45,000)$ 10,419,934$ 2,756,910$ 26%
City Attorney 1,330,474$ -$ 1,330,474$ 413,365$ 31%
Finance 2,230,601$ 0$ 2,230,601$ 528,582$ 24%
Human Resources 1,751,860$ -$ 1,751,860$ 364,473$ 21%
Non-Departmental/Support
Services 730,615$ 906,815$ 1,637,430$ 182,547$ 11%
Grand Total 78,163,942$ 1,480,585$ 79,644,527$ 18,966,241$ 24%
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Staffing and Recruitment Update:
As of October 28, 2021, 68 positions have been successfully recruited for or reclassified since the
beginning of the 2021-23 Financial Plan. This number includes 29 positions approved in the 2021-23
Financial Plan, and 39 vacancies of existing positions due to resignations, retirements, or promotions.
While there were several unanticipated resignations and retirements during the first quarter of FY 2023,
the City also experienced an internal promotion rate of 84% over this time period. There are 19 remaining
positions to fill that were approved in the 2021-23 Financial Plan, and currently 40 existing vacancies that
are pending recruitment or classification review.
Positions Added with 21-23 Financial Plan
Filled 29
Pending Review or Recruitment 19
Existing Positions
Filled 39
Pending Review or Recruitment 40
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Enterprise Fund Update
Utilities: Water and Sewer Funds
The tables below include first quarter actuals for FY 21-22 compared to the budgeted projection. The
“Total Expenditures & Obligations” column includes both costs that have already been incurred and costs
that are obligated on purchase orders.
Revenue: Revenues are on track. Due to utility billing timing, the revenues above include only about 2.25
months of revenue. Revenues have increased compared to last fiscal year due to an increase in
commercial usage likely associated with reopening following the pandemic closures, an increase in
irrigation driven by the current drought, and a return of Cal Poly students to campus and the community.
Additionally, a rate increase of 3.5% went into effect July 1, 2021. In accordance with an order from the
Governor, water services are not being discontinued for non-payment. In addition, the City has opted to
not send past due closed accounts to a collection agency in an attempt to assist customers who are having
trouble paying their bills due to the Covid related economic downturn. Both moratoriums have resulted
in higher-than-normal past due account balances. The City has submitted an application to the California
Water Arrearage Payment Program to recover $254,814 in lost revenue for unpaid water bills related to
the pandemic. The program is paid for by federal funding allocated by the state legislature to cover water
debt from residential and commercial customers accrued between March 4, 2020, and June 15, 2021. The
state has recently confirmed that funding is available to cover a Wastewater System Arrearage Program.
Based on current sewer account arrearages, staff anticipate receipt of another $230,000 in late February.
Water consumption overall in the first quarter of fiscal year 2021 has increased compared to the same
quarter last year. Commercial, Irrigation and Cal Poly’s water consumption increased but residential
consumption decreased compared to the same quarter last fiscal year.
Water/Sewer Fund Revenue Q1 Actuals % Received Total Budget Q1 Actuals % Received
Variance
from prior
year
Water Fund 4,679,996$ 22%24,452,759$ 5,259,302$ 22%12%
Sewer Fund 3,248,189$ 18%22,499,887$ 3,962,268$ 18%22%
Total 7,928,185$ 20%46,952,646$ 9,221,570$ 20%16%
2020-21 2021-22
Expense Type by Fund Initial Budget Budget
Adjustments Total Budget Total Expenditures
& Obligations % Consumed
Water Fund
Staffing 4,730,739$ -$ 4,730,739$ 893,424$ 19%
Contract Services 765,881$ -$ 765,881$ 362,034$ 47%
Other Operating Expenses 12,138,663$ -$ 12,138,663$ 8,674,797$ 71%
Utilities 679,072$ -$ 679,072$ 162,467$ 24%
Water Fund Total 18,314,354$ -$ 18,314,354$ 10,092,721$ 55%
Sewer Fund
Staffing 4,816,352$ -$ 4,816,352$ 846,880$ 18%
Contract Services 1,081,706$ -$ 1,081,706$ 643,956$ 60%
Other Operating Expenses 1,921,632$ -$ 1,921,632$ 1,113,210$ 58%
Utilities 793,027$ -$ 793,027$ 116,139$ 15%
Sewer Fund Total 8,612,717$ -$ 8,612,717$ 2,720,185$ 32%
2
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Water Consumption Year over Year Comparison
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 due to staffing vacancies and subsequent
savings during staffing transitions.
Parking Fund
The tables below include first quarter actuals for FY 2021-22 compared to the projection. The “Total
Expenditures & Obligations” column includes both costs that have already been incurred and costs that
are obligated on purchase orders.
Revenue: With the implementation of revenue enhancement strategies focused on structures, metered
parking, and enforcement, the parking fund is positioned to meet its revenue projections this fiscal year.
However, after the first quarter, the fund is falling shy of its revenue projections for structures, this is
attributable to staff shortages; garage ambassador vacancies impact Parking’s ability to generate
revenues at the structures. Additionally, the fund is shy of its revenue projections for meters as there was
a delay in the enforcement of expanded paid parking hours. On the plus-side revenue from parking fines
is exceeding projections, this is attributable to a quicker than anticipated increase in downtown activity.
Enforcement of expanded parking hours has since commenced and paired with the holiday season should
position parking to get back on track for meter revenues next quarter. Parking is proposing free holiday
options at the structures to continue with support efforts focused on economic recovery and inc rease
1 This table excludes Cal Poly consumption.
Parking Fund Revenue Q1 Actuals % Received Total Budget Q1 Actuals % Received
Variance
from prior
year
Parking Fund 739,038$ 32%5,450,826$ 1,301,277$ 23.9%76.1%
739,038$ 32%5,450,826$ 1,301,277$ 23.9%76.1%
2020-21 2021-22
Expenditure Type Initial Budget Budget
Adjustments Total Budget Total Expenditures
& Obligations % Consumed
Staffing 1,666,213$ -$ 1,666,213$ 249,205$ 15%
Contract Services 606,806$ -$ 606,806$ 493,346$ 81%
Other Operating Expenses 365,917$ -$ 365,917$ 121,150$ 33%
Utilities 211,301$ -$ 211,301$ 32,170$ 15%
Parking Fund Total 2,850,237$ -$ 2,850,237$ 895,870$ 31%
Customer Class1 July – September 2020 July – September 2021 Difference
Residential 366,194 units 354,773 units - 11,421 units
Commercial 115,696 units 124,447 units + 8,751 units
Irrigation 107,672 units 110,279 units + 2,607 units
Cal Poly 44.369 units 50,328 units + 5,959 units
Total 633,931 units 639,827 units + 5,896 units
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customer visits to the downtown on historically slower days. Overall revenues should ultimately be on
track to meet projections made in the Financial Plan.
Expenditures: There are no significant variances to point out at this time. As experienced in other funds,
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.
Transit Fund
The tables below include first quarter actuals for FY 2021-22 compared to the projection. The “Total
Expenditures & Obligations” column includes both costs that have already been incurred and costs that
are obligated on purchase orders.
Revenue: Most of the Transit Fund revenue is from State and Federal grants that are received at the end
of the year. The $224,130 that was received in Q1 is attributable to bus fare and some federal grant
proceeds.
Expenditures: There are no significant variances to point out at this time. With annual purchase orders
set up at the beginning of the year and the funds are considered “Obligated” from that point forward, it
is normal and expected that contract services and other operating expenses track above 25% because. In
the case of the Transit fund, the majority of the Contract Services budget is for the annual transportation
services contract with First Transit, Inc. Staffing should track at a consistent level and the actuals seen
above are consistent with first quarter expectations.
Transit Fund Revenue Q1 Actuals % Received Total Budget Q1 Actuals % Received Variance from
prior year
Transit Fund 438,227$ 7%6,004,081$ 224,130$ 3.7%-48.9%
Total 438,227$ 7%6,004,081$ 2,426,385$ 40.4%453.7%
2020-21 2021-22
Expenditure Type Initial Budget Budget
Adjustments Total Budget Total Expenditures
& Obligations % Consumed
Staffing 358,181$ -$ 358,181$ 54,552$ 15%
Contract Services 3,470,217$ -$ 3,470,217$ 3,213,056$ 93%
Other Operating Expenses 841,895$ -$ 841,895$ 760,241$ 90%
Transit Fund Total 4,670,294$ -$ 4,670,294$ 4,027,849$ 86%
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Major City Goal Update
3a. Major City Goal Status Summaries
Economic Recovery, Resiliency & Fiscal Sustainability
Overall, the this MCG is moving forward as approved by the City Council. Both the Open SLO
program and Community Workforce agreements project received initial direction from
Council regarding the future work product, the Shop Local Program activities continue to support lo cal
business and work on the City’s private childcare pilot program with CAPSLO is in process. Several key
programs are moving ahead with DSLO to support the downtown, including restarting Farmers market,
Concerts in the Plaza, the Clean and Safe program, the Vacancy Data Tracking Tool and the Holiday Lighting
program. The Business Ambassador program that was developed during the COVID pandemic has been
incorporated into the day-to-day operations for the Economic Development program and Administration
Department. Work on the Economic Development Scorecard is also on track with the initial feedback from
the consultant expected by the end of the year.
Several major objectives are moving ahead but on slightly different timeline due to outside factors. On
the DEI front, the initial work has been completed on the major areas of focus and the remaining work
will be prioritized when the DEI team is available and ready to begin. Task 1.2.a-1.. While several key
initiatives Childcare, Shop Local, Holiday Lighting are moving forward, the potential broader efforts to
help recovery and resiliency that were targeted for calendar year 2021 are essentially “on hold” pending
more clarity on the progress of the efforts to reduce the spread of COVID-19. The intention is to keep
some funding available in case there is a setback in the economy due to COVID-19. The Economic
Development team continues to monitor the situation and is in constant communication with other
stakeholders to determine what, if any, actions are needed to assist the business community.
Diversity, Equity & Inclusion
Implementation of the DEI MCG is on track, with Q1 activities primarily focused on the
development and recruitment of the new DEI manager position and continued internal efforts
to build individual employees’ and work teams’ DEI awareness and education and support change
readiness activities. The City Manager is working with a undergraduate Cal Poly team on a draft feasibility
and program study for the Multi-Cultural Center. Other tasks will begin in earnest once the DEI Manager
is onboard.
3
Section 3a. Major City Goal Status Summaries
Section 3b. Major City Goal Tasks with Completion Dates in Q1
Section 3b. Major City Goal Tasks with Completion Dates in Q1
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Housing and Homelessness
Several Major City Goals for Housing and Homelessness have been advanced in Q1 of FY 2021-
22 with a focus on Housing Element Implementation and strategic planning for Homelessness.
Two major work efforts advancing Major City Goals 3.1 for Housing Element implementation were
developed for City Council action in November: consideration of Objective Design Standards to streamline
housing development approvals in accordance with state law; and a comprehensive zoning regulation
update that includes implementation of several Housing Programs specific to supportive and employee
housing, allowing mixed use developments in service commercial and manufacturing districts as well as a
numerous clean up amendments throughout Title 17. Concerning Major City Goals for the City’s below
market rate housing portfolio (MCG 3.3) onboarding for the City’s newly contracted below market rate
housing administrator, Housekeys, has begun while staff have continued to manage continuing requests
for affordable housing agreements and amendments, subordinations, income eligibility, and monitoring
upon the departure of the City’s Housing Coordinator and ongoing recruitment. Finally, regarding MCGs
for Financial Management, 3.4 and 3.5, staff prepared for the Community Needs Hearing at the Human
Relations Commission resulting in recommended priorities for next cycle Grants in Aid and Community
Development Block Grant priorities that will be presented to Council for consideration in November.
Initiatives to reduce Homelessness include several ongoing activities of the Homelessness Response
Manager that revolve primarily around Major City Goals for City Homelessness Team Coordination (MCG
3.6) and include communications for 40 Prado in light of halted intake due to Covid-19 outbreaks and
impacts on City enforcement, and gap analysis and structuring strategic directions for Council
consideration in November. Additionally, considerable staff coordination for Major City Goals under 3.7
relating to environmental quality ensued during this period for encampment clean-ups and challenges
with ongoing litigation. Proposals for both the Community Action Team and Mobile Crisis pilot programs
were requested and received, advancing Major City Goals 3.9 and 3.10. The City is currently in the process
of interviewing applicant organizations and expects contracts for both teams will be finalized in
November. In preparation for onboarding the new Mobile Crisis Unit, staff from multiple departments
including Dispatch, Fire, Police, and Community Development have worked to develop standard operating
procedures that will prevent duplication of effort.
Climate Action, Open Space and Sustainable Transportation
Implementation of the Climate Action, Open Space, and Sustainable Transportation MCG is
currently on track. The MCG is broken into five categories and updates are provided for each,
below:
4.1 Provide Sustainability Resources to achieve Council's Adopted Goals: The City has made
substantial progress on adding capacity to achieve the major City Goal including adding one net
new Ranger Maintenance Worker, converting five Ranger Specialist positions to permanent full-
time positions, hiring the Sustainability and Natural Resources Analyst, and bringing the Solid
Waste section’s CivicSpark Fellow on board.
4.2 Continue to update and implement the Climate Action Plan ("CAP") for carbon neutrality: A
number of projects are in planning phase with several kicking off in Q2 od Fiscal Year 2021-22.
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Notable program progress includes initiating electric vehicle charger installations for fleet
vehicles, release of an RFP for identifying key facility decarbonization projects ahead of the
2023-25 Financial Plan, and developing the community building decarbonization retrofit pilot
program.
4.3 Continue preservation, maintenance, and enhancement of the City's open space and urban
forest:
4.4 Alternative and Sustainable Transportation: Projects and programs are currently on
schedule. Meaningful progress has been made on several Active Transportation Tier 1 projects
including the following:
o Studying the potential for S. Higuera as the first Tier 1 project from the Active
Transportation Plan for major Quick-Build installation.
o Ground breaking for the Orcutt / Tank Farm Rd roundabout.
o Railroad Safety Trail (Taft to Pepper) construction on track for completion by December
2021 and initiated right-of-way discussions with Union Pacific for the extension of the of
the trail in the Orcutt Area from Tiburon to Orcutt
o Completion of the Broad/Woodbridge Pedestrian Hybrid Beacon Crossing
o 2021 Paving Project in construction—includes Higuera/Marsh road reconfigurations and
protected bike lanes (outside of Downtown Core) and several priority ped/bike crossings
and curb ramp upgrades.
o 2022 Paving Project community outreach and design underway—completes
Higuera/Marsh road diets and bikeway improvements within downtown core, as well as
Cerro Romauldo and Oceanaire Greenways and many curb ramp upgrades
o Anholm Neighborhood Greenway—final design underway, with plans to advertise for
construction spring 2022
o Ped Crossing Improvements---final design underway for ped/bike crossings at several
priority locations, including South/King and Johnson/Sydney, with plans to construct
early 2022.
o Continuing to monitor state of bikeshare, including projects in Santa Barbara and Santa
Cruz
o Latest traffic safety report under final review, will be completed by end of 2021
o Nearing completion of San Luis Ranch active transportation infrastructure, new shared-
use paths, Pedestrian Hybrid Beacon crossings, and first protected intersections.
4.5 Planning and Implementation for Resilience: incorporated public input and prepared drafts
for the Hazard and Vulnerability Assessment, and Adaptation Strategies and development of a
public communications strategy for the "Resilient SLO" project (Safety Element Update). Made
significant progress on the development of an organizational capacity building program for
resilient operations.
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Major City
Goal Strategy Task
Updated
Completion
Date
Status
1.2 Business
Support
a-5. Evaluate the continuation and/or
modification of the Open Slo program
Fitness in the Parks.
Complete
The Open SLO program was reviewed by Council in July
during a study session. Council provided direction to staff for
the Open SLO Program which will return to Council for
implementation. The Fitness in the Park program has been
closed due to lack of demand. Should conditions change, the
Fitness in the Parks program can be restarted based upon
community needs.
1.2 Business
Support
a-6. Review transitioning the Business
Ambassador program from a COVID response
action to an ongoing program with an
available hotline as well as an online form
option.
Complete
The Business Ambassador Program has been incorporated
into the day to day operations of the Economic
Development department.
1.2 Business
Support
b-3. Develop a streamlined and easy to
understand process for businesses to allow
activities encouraged by Open SLO, and
other programs implemented in response to
Covid-19, to continue - especially in relation
to outdoor dining.
FY22 Q4
The short term processes are in place and the long term
processes will be determined with the longer term program
development. Per Council direction at 7/20/21 Study
Session, staff will be developing a permanent parklet
program, including design guidelines, as well as considering
refinements to the sidewalk dining program to add more
flexibility for outdoor dining activation. Draft program to be
prepared by 3rd Quarter FY2022, with proposed Council
adoption by 4th Quarter FY2022 and transition to
permanent program by July 2022.
2.1 Establish Office
of DEI
a. Design DEI Administration, Function, and
Operations of the Office FY22 Q3 Task in progress with program to be developed at full
capacity by the spring of 2022.
2.1 Establish Office
of DEI b. Develop DEI Base Operating Budget FY22 Q3 Task in progress with program to be developed at full
capacity by the spring of 2022.
2.1 Establish Office
of DEI d. Develop positions; Hire Staff FY22 Q3 Task in progress with program to be developed at full
capacity by the spring of 2022.
2.1 Establish Office
of DEI f. Hire -DEI Administrative Support - .5 FTE FY22 Q3 Task in progress with program to be developed at full
capacity by the spring of 2022.
3.1 Implement
Housing Element
c. Develop Objective Design Standards &
Update Development Review Process (HE
6.22 & 6.23)
Complete Item going to Council on 11/2 and will be complete per
approval
3.1 Implement
Housing Element
d. Zoning Regulations Update - Housing (HE
5.5, 8.18, 8.23, 2.17 and AB 2345)Complete Item going to Council on 11/16 and will be complete per
approval
3.1 Implement
Housing Element e. Subdivision Regulations Update (HE 6.20)FY23 Q1 Goal is projected to be completed in FY23 Q1. It was
accidentally projected for FY22 Q1.
3.11 Non-Profit
Partner Funding
Support
b. Support a 25% expansion of the number of
beds at the 40 Prado Homeless Services
Center.
Complete Funding was approved and item was complete in FY 2021
3.10 Mobile Crisis
Unit (MCU) Pilot
Program
Implmentation
a. Pair a crisis worker with an Emergency
Medical Technician (EMT) to provide non-
emergency response and care to unhoused
community members.
FY22 Q2
In Q1 staff purchased the mobile crisis unit (MCU) van and
completed the RFP for the Mental Health Clinician. Currently
in Q2 staff is working to complete the outfitting of the MCU
Van, selecting the Mental Health Clinician from the RFP,
hiring the emergency medical technician and procuring the
necessary equipment for response. Updated completion
date for activation of the MCU is late fall 2021 (Q2).
4.1 Provide Capacity
to achieve Council's
adopted Major City
Goals
a. To ensure consistent maintenance and
adequate oversight of City Open Space
lands, add one net new Ranger Maintenance
Worker to maintain level of service
standards following recent Open Space
acquisitions. The City's level of service
standard for Open Space is 1 Ranger per
1,000 acres.
Complete
The Department successfully recruited and hired 1 net new
Ranger with skills and qualifications to be hired in as a
Ranger Mainteance Worker II, enabling the City to maintain
level of service standards following recent Open Space
acquisitions.
4.1 Provide Capacity
to achieve Council's
adopted Major City
Goals
b. To address Ranger Services staffing,
recruitment, and retention, convert 5 Ranger
Specialist positions (currently limited benefit
temporary) to full-time regular permanent
positions.
Complete
The Department led a successful recruitment for 5 Ranger
Maintenance Workers in replace of the 5 Ranger Specialist
positions with all offers accepted and start dates in
August/September.
3b. Major City Goal Tasks with Completion Dates in FY 2021-22 Q1
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CIP Update – Completed and Ongoing
Completed & Ongoing Capital Projects for Q1 FY 2021-22 (as of 10/1/21)
ID# Project
Status*:
Estimated
Completion
Date
LRM
Funded
Construction
Budget (or
Actual Cost if
completed)
Completed and
Ongoing (July
2021 -
September
2021)
1 Terrace Hill Pipeline and Pressure
Reducing Valve Rehabilitation
Completed in
August 2021 Complete No $721,991
2 Fire Station 1 HVAC Replacement Completed in
August 2021 Complete Yes $136,561
3 Bee Bee/Cuesta/Loomis Waterline
Replacement
Completed in
September
2021
Complete No
$1,227,367
4 Silt Removal 2021 Ongoing 21-Oct No $108,251
5 RRST Taft to Pepper Ongoing Jan-22 Yes $3,980,000
6 Laguna Lake 2021 Maintenance Dredging
Project Ongoing Dec-21 Yes $540,000
7 Broad Street/Woodbridge Pedestrian
Hybrid Beacon Ongoing Nov-21 No $410,000
8 Sinsheimer Irrigation and Stadium
Drainage Ongoing Oct-21 Yes $410,000
9 Jeffrey Sewer and Water Replacement Ongoing Nov-21 No $1,830,000
10 Tank Farm Road and Orcutt Roundabout Ongoing May-22 Yes $3,510,000
11 2021 Downtown Pavement Improvement Ongoing Dec-21 Yes $3,190,000
12 Reservoir 1 Cover Replacement Ongoing Apr-22 No $700,000
13 Meadow Park Pathway Maintenance Ongoing Nov-21 Yes $380,000
14 Mission Plaza Railing Upgrades Ongoing Dec-21 Yes $80,000
15 Energy Efficient Lighting Retrofits - City
Hall and Fire Station 1 Ongoing Jan-22 No Financing
with PG&E
16 Downtown Meter Pole Removal Ongoing Nov-21 Yes $140,000
17 Swim Center Therapy Pool Boiler
Replacement Award Phase Dec-21 Yes $60,000
18 Emerson Fitness Park Equipment
Replacement Award Phase Jan-22 No $250,000
*Reflects completion of construction. Project
closeout dates vary.
Total: $17,674,170
4
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Outlook and Conclusion
Based on the first quarter data, it seems that the City’s financial picture has turned the corner from the
Covid-19 economic downturn. However, the pandemic has changed the way people travel, shop, work
and live. Some of the complexities have changed to supply shortages and what is now know as the “great
resignation”. The City has shown not to be immune to either issue. It’s hard to say how this will impact
the City of San Luis Obispo in the long run but the City’s convenient location as a drive-to destination and
bustling downtown have certainly helped it recover revenues in the short term.
While revenue trends are looking favorable, it is also important to consider expenditure trends. The City
is experiencing many of the labor market challenges that the nation is facing. In order to ensure its
competitive standing as an employer, the City launched a compensation study that is scheduled for
completion in the beginning of 2022. Updated long-term forecasts that consider revenue trends and
potential expenditure impacts will be presented to Council at the February 15, 2022 mid-year review.
CalPERs Update
In July 2021, CalPERs reported a 21.3% net return on investments for the 12 -month period that ended
June 30, 2021. Under the Funding Risk Mitigation Policy, approved by the CalPERS Board of Administration
in 2015, the double-digit return triggered a reduction in the discount rate used to calculate employer and
Public Employees’ Pension Reform Act (PEPRA) members contributions. The discount rate, or assumed
rate of return, will drop from 7% to 6.8% on an ongoing basis. The lowering of the discount rate will
increase both employee and employer normal cost and also influence the unfunded liability. However,
the double-digit gains should offset the impact of the lower discount rate on the unfunded liability.
The City will see the effects of the change to the discount rate with the 2023-24 contributions. Staff is
currently evaluating the impact of the change to adjust its 20-year pay-down strategy and will provide a
full report at the mid-year budget review.
6
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R ______
RESOLUTION NO. _____ (2021 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING AN AMENDMENT TO THE 2021-
22 BUDGET ALLOCATION
WHEREAS, in accordance with the San Luis Obispo City Charter Section 802, the
City Manager submitted the 2021-23 Financial Plan to Council for its review and
consideration on June 1, 2021; and
WHEREAS, on June 1, 2021, the Council approved and appropriated the 2021-22
budget allocation including operating expenditures, debt service, and capital
improvement plan budget (R-11251); and
WHEREAS, the Water Treatment Plant requires two operational shifts with
adequate staffing resources to provide coverage for anticipated and unanticipated
vacancies; and
WHEREAS, increasing State and Federal regulations are adding additional
workloads, tasks, and responsibilities for Water Treatment Plan Operators; and
WHEREAS, existing Water Treatment Plant overtime budgets exceed $100,000
per year; and
WHEREAS, sustainable operation of the Water Treatment Plant require adequate
staffing levels that are supportive of the training, development, and certification of Water
Treatment Plant Operators; and
WHEREAS, providing adequate water supply, treated to State and Federal
standards, for domestic consumption and fire suppression , is a City priority and essential
service.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. The 2021-22 budget is hereby amended to add an additional Water
Treatment Plant Operator full-time equivalent (FTE) position to enable adequate staffing
to provide adequate water supply, treated to State and Federal standards, to the
community.
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Resolution No. _____ (2021 Series) Page 2
R ______
SECTION 2. The 2021-22 budget is hereby amended to appropriate $75,000 of
the City’s Water Fund working capital balance into operating budget.
Upon motion of _______________, seconded by _____________, and on the
following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _____________________ 2021.
___________________________
Mayor Erica A. Stewart
ATTEST:
________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
________________________
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, on ______________________.
___________________________
Teresa Purrington
City Clerk
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