HomeMy WebLinkAboutCC 2025-03-11_09c Second Quarter Status ReportItem 9.c.
MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Director of Administrative Services
SUBJECT: Fiscal Year 2024-25 Second Quarter Status Report and One Budget
Adjustment Request Approval
DATE: March 11, 2025
RECOMMENDATION:
Receive and file the Fiscal Year 2024-25 Second Quarter Financial Status Report and
approve one Budget Adjustment Request in the amount of $48,200 for the Traffic
Signalization Special Revenue Fund.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
Preparation of the Fiscal Year (FY) 2024-25 Second Quarter Financial Status Report (the
“Q2 Report”) requires staff time within the existing work plan and budget for the
Administrative Services Department. At the end of the second quarter, FY 2024-25
revenues for the Consolidated General Fund were $8.4 million, or one percent (1%), lower
than the Budget Target (“Target”). Actual Expenditures were $13.2 million and below the
Target by approximately $2.3 million, or seven percent (7%).
The City Council is being asked to approve one budget adjustment. The request is from
the Traffic Signalization Special Revenue Fund totaling $48,200 .
BACKGROUND:
Each Fiscal Year the City Council adopts a budget, which commits government resources
and services to accomplish the City’s mission of making Arroyo Grande the best place
possible for everyone who lives, works, and visits here. The Q2 Report is the second of
four financial performance reports that staff will present to Council during the 202 4-25
Fiscal Year. The purpose of the FY 2024-25 Q2 Report is to:
Compare second quarter revenues received and expenditures incurred to the
second quarter of the prior year and to the budgeted Target to determine the City’s
financial performance;
Provide explanations for key account variances and identify any potential trends
that might impact financial planning; and
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Item 9.c.
City Council
Fiscal Year 2024-25 Second Quarter Status Report and One Budget Adjustment
Request Approval
March 11, 2025
Page 2
Provide other key second quarter information including headcount statistics, status
of Capital Improvement Projects, and requests for City Council’s approval of
Budget Adjustment Requests that have not previously been approved.
The City’s actual second quarter financial results will be compared to both the prior year’s
second quarter and the budgeted Target. The Target for expenditures is calculated as
one-half (50%) of the FY 2024-25 Budget and represents the 6-month period from July
2024 through December 2024, except for the Non-Departmental Annual Payments line
that has a Target of the full budget. This approach increases the expenditure Target from
50% to 51% for the second quarter. The Target for revenues does not use the 50% Target
but a Target of 35% that more accurately reflects the anticipated revenues to be received
in the second quarter of the Fiscal Year. Using the Target as a comparator against actual
results provides a simplified method to evaluate performance for the quarter.
The Q2 Report also includes a section regarding Budget Adjustments Requests. This
section summarizes individual budget adjustments approved by the City Council during
the second quarter, as well as administrative adjustments completed by City staff.
Additionally, this section of the report includes new Budget Adjustment Requests not
otherwise addressed in past City Council agenda items. Approval will enable the City to
complete important work items and meet the needs of the community.
ANALYSIS OF ISSUES:
Second Quarter Revenue and Expenditures Compared to Prior Year
Table 1: Current Year Q2 Actuals Compared to Prior Year Q2 Actuals
The Consolidated General Fund shown in Table 1 is the primary operating fund of the
City and accounts for resources and services traditionally associated with government.
The Consolidated General Fund provides administrative, financial, police protection,
community development, public works, fire, and recreation services to the community and
other funds. The Consolidated General Fund accounts for revenues that have
unrestricted uses and are not required legally or by contractual agreement to be
accounted for in another fund. The City has historically reported on the Consolidated
General Fund separately from the Local Sales Tax Fund, although the City’s auditors
traditionally combine this information in the Annual Comprehensive Financial Report.
The Measure O 2006 Sales Tax Fund accounts for the revenu es derived from Measure
O 2006, a local 1/2% sales tax approved by the City's voters in November 2006. Measure
Second Quarter
FY 2024-25
Second Quarter
FY 2023-24 Variance
Revenue 8,372,875 7,125,292 1,247,583
Expenditures 13,229,380 12,350,574 878,806
Page 38 of 456
Item 9.c.
City Council
Fiscal Year 2024-25 Second Quarter Status Report and One Budget Adjustment
Request Approval
March 11, 2025
Page 3
O 2006 included advisory measures when passed, providing direction on the uses to
which the funding should be allocated. To ensure accountability, the measure included a
provision requiring the City to publish and distribute an annual report to each household
on the revenues and expenditures from the sales tax proceeds. To aid in the collection
and reporting of this information, the City has accounted for this fund in a separate
account.
This report presents information for the Consolidated General Fund that includes
Measure O 2006 Tax Fund revenues and expenditures. Consolidated General Fund
revenues at the second quarter of this year were approximately $1.2 million more than
the second quarter of the prior year. Expenditures were approximately $878,806 higher
at the end of the second quarter of the current Fiscal Year versus the second quarter of
the prior year. A more thorough explanation of second quarter variances is set forth in the
attached financial report (Attachment 1).
Q2 Revenue and Expenditures Compared to Target
Table 2: Current Year Q2 Actuals Compared to Target
Table 2 above compares second quarter actual results to the budgeted Target. Q2 actual
revenue was short of the Target by $365,980. Q2 actual expenditures were short of the
Target by approximately $2.3 million. The following is a summary of the Q2 revenue and
expenditure variances compared to the budgeted Target. A more thorough explanation
of second quarter variances is set forth in the attached financial report.
Budget Adjustments
Staff identified one budget adjustment request that is described in more detail below:
Traffic Signalization: Appropriate $48,200 from the Traffic Signalization Special
Revenue Fund balance to fund the City’s share of the Opticom preemptive devices
on the traffic signals surrounding the Traffic Way Bridge closure that will interface
with the FCFA Fleet Vehicles. Two Opticom preemptive devices were identified in
the project scope previously, but the project team believes utilizing these on 7
traffic signals would have a larger benefit. The FCFA Board approved a similar
action on February 3, 2025, to add the software to all seven fleet vehicles.
FY 2024-25
Q2 Target
FY 2024-25
Q2 Actuals Variance
Revenue 8,738,854 8,372,875 (365,980)
Expenditures 15,497,973 13,229,380 (2,268,593)
Page 39 of 456
Item 9.c.
City Council
Fiscal Year 2024-25 Second Quarter Status Report and One Budget Adjustment
Request Approval
March 11, 2025
Page 4
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Receive and file the Fiscal Year 2024-25 Second Quarter Financial Status Report
and approve one Budget Adjustment Request for Traffic Signalization in the
amount of $48,200;
2. Receive and file the FY 2024-25 Second Quarter Financial Status Report and do
not approve the Budget Adjustment Request and provide further direction to staff;
or
3. Provide other direction to staff.
ADVANTAGES:
The financial report presents an updated review of the City’s financial performance in the
second quarter of FY 2024-25. Approval of the requested budget adjustment will enable
staff to continue providing high quality services to the organization and to the public.
DISADVANTAGES:
No disadvantages have been identified at this time.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the C ity’s website in accordance with
Government Code Section 54954.2.
ATTACHMENTS:
1. Fiscal Year 2024-25 Second Quarter Financial Status Report
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ATTACHMENT 1
Page 1
City of Arroyo Grande
Fiscal Year 2024-25
Second Quarter Financial Status Report
INTRODUCTION
The following report is an overview of the City’s fiscal position at the end of the second quarter for Fiscal
Year (FY) 2024-25. The purpose of this report is to update the public and the City Council on the City’s
financial position at the end of the second quarter and compare actual results to the prior year and the
Adjusted Budget to determine the City’s performance. The second quarter timeframe is July 1, 2024
through December 31, 2024.
The financial report is organized in the following sections:
Section 1 – an overview of City’s financial position after the
end of the second quarter of FY 2024-25. This includes a
comparison of second quarter results between the current
and prior year. In addition, second quarter results will be
compared to the budgeted Target. As part of the analysis,
brief explanations of significant revenue and expenditure
variances are included.
Section 2 – a listing of any personnel changes occurring
during the second quarter and a summary of headcount by
department. This section also includes the City’s calculated
vacancy rate.
Section 3 – an update on the Capital Improvement Projects
(CIP) managed by the Public Works and Community
Development Departments. This section includes CIP that
were completed in the second quarter along with their
final costs.
Section 4 – a listing of Budget Amendment Requests previously approved by Council and completed in
the second quarter of the fiscal year, as well as a list of additional budget adjustments that are being
presented to Council along with the second quarter report for consideration and approval.
Section 5 – an update on the Goal Status Reports to Council that includes progress towards completing
Major City Goals and Capital Improvement Plan.
ENSURING FISCAL
STABILITY:
In Fall 2020, the City Council
established a goal to ensure
financial stability for the
organization throughout the
planning, budgeting, and
expenditure process, including
preparation and presentation
of year-end and quarterly
financial reports.
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ATTACHMENT 1
Page 2
SECTION 1: OVERVIEW OF FINANCIAL POSITION
CITY FUND STRUCTURE
The overall City budget is comprised of many individual funds, which are categorized below. This financial
report will focus primarily on the Consolidated General Fund but will also report on all Governmental
Funds.
Consolidated General Fund – The Consolidated General Fund is the primary operating fund of the City,
which accounts for resources and services traditionally associated with government. The Consolidated
General Fund provides administrative, financial, police protection, community development, public
works, fire, and recreation services to the community and other funds. The Consolidated General Fund
accounts for revenues that have unrestricted uses and are not required legally or by contractual
agreement to be accounted for in another fund. The City has historically reported on the Consolidated
General Fund separately from the Measure O 2006 Sales Tax Fund, although the City’s auditors
traditionally combine this information in the Annual Comprehensive Financial Report (ACFR). The
Measure O 2006 Sales Tax Fund accounts for the revenues derived from Measure O 2006, a local 1/2%
sales tax approved by the City's voters in November 2006. Measure O 2006 included advisory measures
when passed providing direction on the uses to which the funding should be allocated. To ensure
accountability, the measure included a provision requiring the City to publish and distribute an annual
report to each household on the revenues and expenditures from the sales tax proceeds. To aid in the
collection and reporting of this information, the City has accounted for this fund in a separate account.
This report will present information for the Consolidated General Fund that includes Measure O 2006
Sales Tax Fund revenues and expenditures.
Special Revenue Funds – Special revenue funds are used to account and report the proceeds of specific
revenue sources that are restricted or committed to expenditure for specified purposes other than debt
service or capital projects.
Debt Service Funds – This fund is used to account for the accumulation of resources and payment of long-
term debt principal interest. This includes the USDA loan issued by the City to finance the relocation of
City Hall.
Enterprise Funds - An enterprise fund is a separate accounting and financial reporting mechanism for
which revenues and expenditures are segregated into a fund with financial statements separate from all
other governmental activities. These funds include Water and Sewer services provided to City residents.
Private Purpose Fund – The private-purpose fund was created to hold the assets of the former
Redevelopment Agency of the City of Arroyo Grande until they are distributed.
Agency Funds – Agency funds are funds that the City holds on behalf of another entity. Currently, there
are three Agency funds. One is the Sanitation District fund, which accounts for the receipt and remittance
of wastewater processing fees on behalf of the South San Luis Obispo County Sanitation District. The
second is the Downtown Parking Fund, which collects assessments from Arroyo Grande Village merchants
within the boundaries of the Parking and Business Improvement Area for maintenance of the Village
parking lots. The third is the San Luis Obispo Tourism Marketing District (SLOTMD) Fund, which accounts
for the receipt and remittance of assessments collected from lodging operators on behalf of the SLOTMD.
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ATTACHMENT 1
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The following chart below shows an overview of the City’s fund structure.
CURRENT YEAR ACTUALS COMPARED TO PRIOR YEAR
Table 1 below reflects revenue and expenditure patterns through the end of the second quarter of FY
2024-25 and compares the current quarter results against the prior year’s results for all Governmental
Funds as well as the City’s Consolidated General Fund. The totals in the table reflect the second quarter
actuals for both revenue and expenditures, divided by that fiscal year’s annual budget.
Table 1
The following discussion focuses on both the City’s Governmental Funds and the Consolidated General
Fund and provides a comparison between second quarter results for the current and prior year for both
revenue and expenditures. Governmental Funds and Consolidated General Fund revenue and
expenditures for the second quarter of this year are generally on Target with prior year. The Governmental
Funds category includes Special Revenue Funds, Debt Service Funds, as well as the Consolidated General
Fund.
Governmental Funds – At the end of the second quarter of FY 2024-25, Governmental Fund revenue
was 2.4% or $275,954 higher than prior year, and expenditures were higher by 13.4% or $1.8 million.
Legislative & Information Services Fire Protection Impact Fees City Hall Debt Service Sewer Successor Agency to RDA Downtown Parking
Administrative Services Public Access Television Sewer Facility Sanitation Distribution
Community Development Police Protection Impact Water San Luis Obispo Tourism
Police Department Park Development Water Facility Marketing District
Recreation Services Park Improvement Lopez Water (SLOTMD)
Public Works Recreation Community Center
Local Sales Tax Fund Grace Lane Assessment District
Parkside Assessment District
Street (Gas Tax)
Traffic Signalization
Traffic Circulation
Transportation Facility Impact
Transportation
In-Lieu Water Neutralization
In-Lieu Affordable Housing
Tourism Business Improvement Dist.
Water Availability
CDBG Grant Fund
American Rescue Plan Act (ARPA)
State COPS Block Grant Agency FundsSpecial Revenue FundsFIDUCIARY FUNDSGOVERNMENTAL FUNDS
ALL FUNDS
PROPRIETORY FUNDS
General FundDebt Service FundsEnterprise FundsPrivate Purpose FundSecond Quarter
FY 2024-25
Second Quarter
FY 2023-24 Variance
Revenue 11,794,226$ 11,518,272$ 275,954$
Expenditures 15,205,653$ 13,413,229$ 1,792,424$
Second Quarter
FY 2024-25
Second Quarter
FY 2023-24 Variance
Revenue 8,372,875$ 7,125,292$ 1,247,583$
Expenditures 13,158,337$ 12,350,574$ 807,763$
Governmental Funds
Consolidated General Fund
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ATTACHMENT 1
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The majority of the revenue and expenditure variances in Governmental Funds were attributed to
variances within the Consolidated General Fund and the American Rescue Plan Act (ARPA) Fund,
which is separate from the Consolidated General Fund and not otherwise addressed in this report.
The Governmental Funds category includes the Consolidated General Fund as well as other Special
Revenue Funds. The Consolidated General Fund and ARPA Fund variances are explained as follows:
Consolidated General Fund - The Consolidated General Fund is the primary operating fund of the City
and accounts for resources and services traditionally associated with government. Consolidated
General Fund revenue in the second quarter was 17.5%, or $1.2 million higher than the second quarter
of the prior year. Expenditures increased by 6.5%, or $807,763 higher than the second quarter of the
prior year. The majority of the variance between the two fiscal years is related to increased costs of
one-time payments for Liability and Property Insurance, CalPERS Unfunded Accrued Liability, and
Workers Compensation.
ARPA Fund – The ARPA Fund was created to help separately track funding provided pursuant to the
American Rescue Plan Act. This Act is intended to provide financial aid to families, governments,
businesses, schools, non-profits and others impacted by the COVID-19 public health crisis. To date the
City has received the full amount allocated totaling $4,300,241. In FY 2021-22 expenditures totaled
$604,246. In FY 2022-23 expenditures totaled $745,837. In FY 2023-24 expenditures incurred totaled
$1,163,495 the remaining $1,786,663 is currently recognized as revenue in FY 2024-25.
CONSOLIDATED GENERAL FUND IMPACTS
The following discussion focuses on the City’s Consolidated General Fund performance. Chart 1 starts off
with a simple overview of Consolidated General Fund performance compared to the Target. Next are
expenditures by category (Table 2). This is followed by a summarized look at FY 2024-25 second quarter
actual expenditures compared to the Target (Table 3). Lastly, a discussion of Consolidated General Fund
revenue is included, which compares second quarter actual results to the Target (Table 4).
Using the Target as a comparator against actual results provides a simplified method to evaluate
performance for each quarter. The Target for revenues does not use the 50% Target but a Target of 35%
that more accurately reflects the anticipated revenues to be received in the second quarter of the fiscal
year. Revenue realization is typically low at the end of the second quarter of the fiscal year due to the
timing of receipt of major tax revenues, the time lag involved in billing cycles, and the receipt of
reimbursements. The City’s actual second quarter financial results will be compared to both the prior
year’s second quarter and the budgeted Target. The Target for expenditures is calculated as one-half
(50%) of the FY 2024-25 Budget and represents the 6-month period from July 2024 through December
2024, except for the Non-Departmental Annual Payments line that has a Target of the full budget. This
approach increased the Target from 50% to 51% for the second quarter.
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ATTACHMENT 1
Page 5
Chart 1
Chart 1 shows a simple comparison
of actual second quarter revenue
and expenditures to the Target.
The actual second quarter
Consolidated General Fund
revenue is less than the budgeted
Target by $365,978, which is not
unusual since revenue realization
is typically lower than the Target
through the second quarter due to
the time lag involved in billing
cycles and the receipt of
reimbursements. Likewise, actual
expenditures through second quarter totaled $13.2 million, or 43% of the full year’s Budget, and are under
the Target by $2.3 million. A more detailed discussion on Consolidated General Fund revenue and
expenditure variances is included later in this report.
Table 2
Table 2 reflects major expenditure cost
categories within the Consolidated
General Fund. This chart is intended to
explain where the City’s resources were
spent during the second quarter. Within
the total expenditures of $7.7 million,
58% of the City’s costs are associated with
personnel, 38.5% with operating and
maintenance, 2.2% for the City’s debt
service, 0.0% for Capital Outlay, and 1.3%
with transfers to other funds.
Table 3 reflects the second quarter status of all Consolidated General Fund operating departments. Some
departments include multiple divisions. The divisions are consolidated under their respective department,
rather than reflected individually within the table.
FY 2024-25 % of
Q2 Actuals Actuals
Personnel Costs 7,667,357$ 58.0%
Operating Costs 5,090,493 38.5%
Debt Service 296,622 2.2%
Capital Outlay 3,260 0.0%
Transfers Out 171,648 1.3%
Total 13,229,380$
Expenditure Category
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ATTACHMENT 1
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Table 3 – Consolidated General Fund Expenditures by Department
Overall, second quarter expenditures were $2.3 million under the Target. The majority of City
departments were under spent, except for Non-Departmental Annual Payments and Recreation Services.
Some of the more significant savings occurred in the Administrative Services, Police, Public Works, and
Community Development Departments. A more detailed explanation of key expenditure variances by
individual department/division is provided below.
KEY EXPENDITURE VARIANCES FOR INDIVIDUAL DIVISIONS/DEPARTMENTS FOR
FISCAL YEAR 2024-25
The Administrative Services Department includes the
City’s Fiscal and Information Technology functions, as
well as Non-Departmental expenditures. This budget
included a line item reflecting budgeted Transfers Out
to Capital Improvement Program (CIP) Projects; the July
through December allocation towards projects is
completed once a project is finished or at the end of the
fiscal year. This represents all of the second quarter favorable variance to the Target.
Police Services includes the functions of Administration,
Patrol Services, Support Services and the Office of
Traffic Safety (OTS) Grant for Traffic/DUI Enforcement
Program. For simplicity, Police Services will be analyzed
in total rather than by individual divisions. Some of the
more significant variances include:
The Police Department currently has three vacancies throughout the second quarter fiscal year,
resulting in labor savings of approximately $314,300.
City Administration 1,859,650$ 929,825$ 683,942$ 245,883$ 13%
Legislative & Information Services 577,060 288,530 200,127 88,403 15%
Measure O 2006 Sales Tax Fund 1,331,900 665,950 623,400 42,550 3%
Measure O 2006 CIP Allocation 2,720,912 - - - 0%
Administration Services 7,326,705 3,663,353 2,766,356 896,997 12%
Non-Departmental Annual Payments 3,066,141 3,066,141 3,174,467 (108,326) -4%
Community Development 2,079,622 1,039,811 721,581 318,230 15%
Police Department 7,635,615 3,817,808 3,256,447 561,361 7%
Recreation Services 768,750 384,375 489,095 (104,720) -14%
Public Works 3,284,359 1,642,180 1,313,964 328,215 10%
TOTAL EXPEDITURES 30,650,714 15,497,973 13,229,380 2,268,593 7%
%
Fav/(Unfav)
Consolidated General Fund Department Variances - Second Quarter
Consolidated General Fund
Department
FY 2024-25
Budget
FY 2024-25
Actuals
Dollar
Fav/(Unfav)
FY 2024-25
Q2 Target
Department: Administrative Services
Division: Various (4120, 4140, 4145)
Issue: Overall savings in Transfers Out to
CIP Projects and debt service
Impact to Consolidated General Fund:
$896,997 savings
Department: Police Services
Division: Various (4201, 4203, 4204, 4207)
Issue: Overall savings in salaries and benefits
and contractual services
Impact to Consolidated General Fund:
$561,361 savings
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The contract with the County Sheriff Department for dispatch services is paid semiannually in the
months of January and June. Payments for these services will not be made until the third and
fourth quarters, resulting in a second quarter favorable variance to the Target of $254,700.
The Public Works Department includes the functions of
Government Buildings, Engineering, Auto Shop,
Administration, Park Maintenance, and Soto Sports
Complex Divisions within the Consolidated General
Fund. The majority of the favorable variance in this
department can be attributed to salary savings. For
simplicity. Some of the more significant variances
include:
The Public Works Administration Division has a vacant Capital Projects Manager, Assistant Capital
Projects Manager, and Engineering Inspector during portions of the first half of the fiscal year
resulting in labor savings of approximately $229,700.
The Public Works Administration Division has savings of approximately $46,000 can be attributed
to lower spending in contractual services. Contractual Services in this Division is generally spent
towards street sweeping, upgrading signal controls, installation of new street name signs, and
monthly routine maintenance costs for traffic signals and miscellaneous consultant services.
The Engineering Division has savings of approximately $38,000 that can be attributed to lower
spending in contractual services. Contractual Services in this Division is generally spent towards
contract engineering services, including services for State and Federal grant coordination,
development review, special assignments, checking of maps and plans, surveying services, traffic
engineering, GIS, and other related storm water permits and reports.
The Community Development Department includes the
functions of Planning and Building & Safety Divisions.
The majority of the favorable variance in this
department can be attributed to salary savings and
lower spending in contractual services. Some of the
more significant variances include:
Contractual services for the Planning Division had savings of approximately $197,400 related to
the Comprehensive General Plan Update, this is an ongoing update that is anticipated to be
carried over in FY 2024-25.
The Building Division contractual services has a variance of $84,400 related to the timing of
invoices from CSG Consultants, the billing is based on services provided in each month. The
December invoice was paid in January.
The Building Permit Technician position has been on medical leave and the Intern position has
been vacant the second quarter of the fiscal year resulted in a portion of the Division’s overall
labor savings totaling approximately $42,100.
Department: Public Works
Division: Various (4301, 4305, 4307, 4308,
4320, 4330)
Issue: Overall savings in salaries and
contractual services
Impact to Consolidated General Fund:
$328,215 savings
Department: Community Development
Division: Various (4130, 4160)
Issue: Overall savings in salaries and
contractual services
Impact to Consolidated General Fund:
$318,230 savings
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ATTACHMENT 1
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KEY REVENUE VARIANCES BY ACCOUNT FOR THE SECOND QUARTER
Table 4 – Consolidated General Fund Revenue
As reflected in Table 4, second quarter revenue is below the Target by $365,979. This table uses a Target
of 12.4% that more accurately reflects the anticipated revenues to be received in the second quarter of
the fiscal year. Revenue realization is typically low at the end of the second quarter of the fiscal year due
to the time lag involved in billing cycles and the receipt of reimbursements. A more detailed discussion is
included below to help explain actual revenue variances through the second quarter compared to the
Target.
Property Tax – The majority of the City’s property tax revenue comes from Secured Property Taxes. This
tax is billed on a fiscal year (July 1- June 30) basis and is payable in two (2) annual installments. Property
owners typically receive their first property tax bill at the end of September or early October, with a due
date of November 1st. The majority of property tax related to the first installment w as received in
December 2024. The second property tax bill installment is received in April 2025 and will be included in
the fourth quarter report. Property tax typically represents around 26% of the City’s annual revenue. The
Target is based on four month of Property Tax revenue. Actual revenue received in this category was lower
than this conservative Target.
Sales Tax and Measure O 2006 Sales Tax Fund – Sales tax and Measure O 2006 Sales Tax Fund realization
through second quarter is on track. Actual sales tax revenue received through second quarter was $1.6
million and Measure O 2006 Sales Tax Fund revenue received through second quarter was $1.1 million
which represents four month of payments (July-October 2024). The Target is also based on four months
of revenue, taking into account the timing of anticipated payments.
Transient Occupancy Tax (TOT) – TOT revenue is reflecting a $20,315 favorable variance to the Target.
The Target and actual TOT revenue represents only five months of TOT receipts due to the timing of
payments. Lodging facilities have thirty days after the month’s end to make their TOT payments.
Property Tax 6,458,359$ 2,152,786$ 1,986,270$ (166,516)$ -3%
Sales Tax 5,236,392 1,745,464 1,654,935 (90,529) -2%
Measure O-06 Sales & Use Tax 2,955,000 985,000 1,051,064 66,064 2%
Transient Occ. Tax 1,591,350 663,063 683,378 20,315 1%
Property Tax in Lieu of VLF 2,215,938 - - - 0%
Franchise Fees 811,500 338,125 298,070 (40,055) -5%
License & Permit Fees 590,800 295,400 293,743 (1,657) 0%
User Fees 682,340 341,170 297,005 (44,165) -6%
Planning Fees 402,100 201,050 244,613 43,563 11%
Recreation Fees 371,600 185,800 180,213 (5,587) -2%
Transfers In 2,796,300 1,398,150 1,377,504 (20,646) -1%
Other Revenue 865,691 432,846 306,080 (126,766) -15%
TOTAL 24,977,370$ 8,738,854$ 8,372,875$ (365,979)$ -1%
%
Fav/(Unfav)
Consolidated General Fund Revenue Variances - Second Quarter
REVENUE BY CATEGORY FY 2024-25
Budget
FY 2024-25
Q2 Actuals
Dollar
(Unfav)/Fav
FY 2024-25
Q2 Target
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Property Tax in Lieu of Vehicle License Fees (VLF) – Property tax in lieu of VLF is received in two
installments during the fiscal year. Typically, the revenue is received in the months of January (3rd quarter)
and June (4th quarter). The Target for this revenue is zero in the second quarter.
Franchise Fees – Only five months of Waste Connection franchise fees were received through the second
quarter. In addition, Charter Communications franchise fees earned in the second quarter will not be paid
and received until the second quarter. In light of the timing of payments, the Target is based on 5 months
of revenue. Without the Charter communications franchise fee receipts, the actual revenue at the end of
the second quarter is lower than the Target by $40,055.
License & Permit Fees, User Fees, and Planning Fees – License and permit revenue is below the Target by
$1,657. User fee revenue is below the Target by $44,165. Planning revenue exceeded the Target by
$43,563. The Target is based on 50% or 6 months of the fiscal year’s total budget. Revenue in this category
is customer driven and fluctuates over the course of a year as well as year over year based on demand.
Recreation Fees – Recreation revenue is under the Target by $5,587. The Target is based on 6 months of
the fiscal year’s total budget.
Other Revenues – This revenue category includes business license tax, fines, revenue from other
government agencies, charges for services and any other revenues accounts received in the consolidated
general fund. The largest variance in this category is related to three revenue accounts. The revenue from
other government agencies accounts for the SB 1090 funds earmarked for use of the general plan update.
Once these funds are spent for this project, the revenue will be recognized at that time, resulting in a
revenue shortfall to the Target of $126,766.
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SECTION 2: POSITION CHANGES AND HEADCOUNT NUMBERS
POSITION ALLOCATION CHANGES MADE BY THE CITY COUNCIL (Second Quarter)
None made during this quarter.
FULL TIME EQUIVALENT (FTE) BY DEPARTMENT – PERMANENT STAFF ONLY
The following table reflects FTE staffing by department. The table only includes permanent staff and does
not include part-time or temporary staffing. While departments may hire part-time staff on a regular or
seasonal basis, they are not included in the analysis below.
EMPLOYEE VACANCY RATE
The City’s employee vacancy rate at the end of the second quarter of FY 2024-25 was 7.7%. This equates
to six (6) vacant positions. The vacancy rate tracks the number of permanent vacant positions at the end
of the quarter in comparison to the total number of permanent positions available. Unlike a turnover rate,
which tracks employees that separated during the period, the vacancy rate only looks at vacancies at the
end of period. The costs associated with turnover includes the cost of advertising new positions, training,
overtime, lowered productivity, and workload balance.
Department Adopted Budget
Headcount (FTE’s)
Vacancies
(2nd Qtr)
% of Total
Staffing Vacant Positions
City Manager & Human Resources 3 - 4%
Administrative Services 7 1 9%Accounting Manager
Community Development 10 - 13%
Legislative & Info Services 2 - 3%
Police Department 29 3 37%Police Officer (2),
Executive Assistant
Public Works 24 2 31%CIP Assistant Manager,
Maintenance Worker
Recreation Services 3 - 4%
Total 78 6 100%
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ATTACHMENT 1
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SECTION 3: UPDATE ON COMPLETED CAPITAL PROJECTS
This information is provided to keep the Council apprised of the status of the City’s Capital Improvement
Projects (CIP).
Project Fund Total Budget
Current
Status
Project Budget
Expended
Public Safety Video Cameras COPS/Sales Tax 1,125,000$ Completed 720,008$
Swinging Bridge Rehabilitation Sales Tax 1,100,292$ Completed 1,054,175$
Lift Station 3 FEMA, CalOES, Sales Tax 850,000$ Completed 74,675$
Replacement Generator at Fire Station 1
Other Gov
Agencies/General/Sales Tax 610,714$ Completed 474,788$
Phased Main Replacement - Highway
101 Crossing Upgrade, El Camino
Real to West Branch Street ARPA/Water Fund 335,000$ Completed 178,695$
Trenchless Sewer Rehabilitation -El
Camino Real to West Branch St.ARPA 282,000$ Completed 360,703$
Fire Station 1 Apparatus Bay Doors Sales Tax 115,000$ Completed 123,275$
191 Tally Ho Sales Tax 110,000$ Completed 86,826$
Public Works Office Space Remodel Sales Tax 100,000$ Completed 31,307$
Galvanized Service Replacements Water 63,655$ Completed -$
Pavement Management Program
USHA, General Fund, SB1,
Sales Tax, Betterments
Grant, ARPA, CDBG 11,825,153$ In Progress 5,540,356$
Traffic Way Bridge Replacement HBP/Sales Tax 8,077,062$ In Progress 842,048$
Halcyon Road Complete Streets
HSIP, RSHA, USHA, Safe
Routes to School, General,
Sales Tax, ATP 5,737,500$ In Progress 1,259,934$
Phased Mains Replacement - South
Halcyon Road, Cornwall Street to Fair
Oaks Avenue Water Facility/ARPA 785,892$ In Progress 705,530$
Financial Management Software Sewer/Water/Sales Tax 413,000$ In Progress 154,138$
Arroyo Grande Creek Remediation
Sales Tax, FEMA,
CalOES 400,000$ In Progress 188,638$
Active Transportation Plan ATP/Sales Tax 250,000$ In Progress 89,013$
New Play Structure - Parkside Park
Parkside Assessment
District 250,000$ In Progress -$
ADA Bathrooms Elm Street Park Sales Tax 235,000$ In Progress -$
Bridge Street Bridge Habitat Mitigation HBP $ 148,918 In Progress $ 127,452 Virginia Drive and S. Halcyon Road Curb
Ramp and Sidewalk Improvement CDBG 56,749$ Not Started -$
Recreation/Community Center Building Sales Tax 119,745$ In progress 68,626$
ADA Transition Plan
CDBG/Other Gov
Agencies/Sales Tax 111,725$ In progress -$
EOC Upgrade at the Police Station
Other Gov Agencies,
Sales Tax 100,000$ In progress -$
Wastewater Master Plan Update Sewer Fund 100,000$ In Progress 19,803$
Water Plan Update Water Fund 100,000$ In Progress 36,754$
Wayfinding Sales Tax 60,000$ In Progress 3,600$
Arroyo Grande Creek Stabilization Sales Tax 46,300$ In progress 25,564$
Le Point Street Parking Lot Expansion Sales Tax, In-Lieu Parking 42,500$ In Progress 1,695$
Women's Club Lighting Project Donations 821$ In Progress -$
Sidewalk Repairs and Improvements Sales Tax, Betterments Grant 1,249,644$ Not Started 486,776$
SCADA Software/Electronics Design and
Upgrade Water Fund 330,000$ Not Started -$
Fair Oaks Ave Active Transportation
Improvements, Valley Road - Traffic Way
Developer, Other Gov
Agencies, Sales Tax 125,000$ Not started -$
Corrugated Metal Pipe (CMP)
Investigation and Repair Sales Tax 100,000$ Not Started 3,200$
City Hall Front Door ADA CDBG 53,341$ Not Started -$
Water Well #11 Facilities Water Availability 42,771$ Not Started -$
City Hall 2nd Story Water Leak Repair Sales Tax 20,000$ Not Started -$
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ATTACHMENT 1
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SECTION 4: APPROPRIATION TRANSFERS AND BUDGET ADJUSTMENTS
Administrative and Previously-Approved Second Quarter Budget Adjustments
The following second quarter budget adjustments were previously approved by Council or are classified
as administrative and not requiring Council approval.
Affordable Housing Trust Fund: Appropriate $630,000 from the Affordable Housing Trust Fund Balance to
support the development of Housing Authority of San Luis Obispo (HASLO)’s affordable housing project
consisting of 63 affordable multi-family units located at 700 Oak Park Blvd. Approved on 10/22/2024
Council meeting, item 9.g.
Administrative Services Department: Appropriated funds for 12 budget adjustments reviewed in the First
Quarter Financial Status Report. The overall impact to the budget increased the Consolidated General
Fund expenditures by $37,500, Water Fund expenditures by $77,500, Water Availability expenditures by
$114,200 and COPS fund Expenditures by $128,900, as reflected in the following table:
Capital Improvement: Administrative Carryover of $6,107,699 for the Capital Projects listed in the table
below. Capital Project funds do not have annual appropriated budgets. Control over capital projects is
maintained by a project-length capital improvement budget. This project-length budget authorizes total
expenditures over the duration of a construction project, rather than year by year.
Request Revenue Expenditure
General
Fund
Water Fund
Impact
Water Availability
Fund Impact
COPS
Fund
Carryover Affordable Housing Trust
Fund Balance to support the
development of HASLO’s affordable
housing project consisting of 63
affordable MF units 448,370 448,370 - - - -
Carryover Retraining Scholarship
Program to Reallocate to "Buy
Local" program 21,500 21,500 - - - -
Carryover Economic Development
Funding - 37,500 37,500 - - -
Carryover Contractual Services
related to the General Plan Update 243,900 243,900 - - - -
Carryover related to replacing the
pump on Well #3 from the Water
Fund 52,200 - 52,200 - -
Carryover related to replacing the
galvanized service replacements
from the Water Fund 25,300 - 25,300 - -
Carryover Cash for Grass Program - 114,200 - - 114,200 -
Carryover OTS Grant for Traffic/DUI
Enforcement 44,100 44,100 - - - -
Carryover Alcoholic Beverage
Control (ABC) Grant 28,047 28,047 - - - -
New Duty Firearms - 48,900 - - - 48,900
Radio Encryption Equipment - 80,000 - - - 80,000
Reallocate ARPA Funds to
Governmental Services 276,993 276,993 - - - -
Totals 1,062,910 1,421,010 37,500 77,500 114,200 128,900
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ATTACHMENT 1
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Additional Requested Second Quarter Budget Adjustments
In addition to the administrative budget adjustments for the CIP and the adjustments previously-approved
by the City Council during the second quarter, one new budget adjustment is proposed for approval along
with the review and receipt of this report.
Traffic Signalization: Appropriate $48,200 from the Traffic Signalization Special Revenue Fund
balance to fund the City’s share of the Opticom preemptive devices on the traffic signals
surrounding the Traffic Way Bridge closure that will interface with the FCFA Fleet Vehicles. Two
Opticom preemptive devices were identified in the project scope previously, but the project team
believe utilizing these on 7 traffic signals would have a larger benefit. The FCFA Board approved a
similar action on February 3, 2025, to add the software to all seven fleet vehicles.
Fund Project #Project Title
Project Budget
Adjustment
350 5453 Financial Management Software 315,762$
350 5463 Women's Club Lighting Project 821
350 5468 Public Safety Camera System 628,717
350 5476 City Hall Front Door Accessibility Improvements 53,341
350 5477 PW Office Space Remodel 98,994
350 5479 Fire Station 1 Apparatus Bay Doors 115,000
350 5556 Recreation Services / Community Center Building 44,745
350 5606 Halcyon Rd. Complete Streets 1,304,000
350 5616 Halcyon Rd. at Virginia Dr. Curb 56,749
350 5620 Swinging Bridge Reinforcement 343,271
350 5638 Pavement Management Program 1,130,128
350 5658 Concrete Improvements 99,868
350 5679 Traffic Way Bridge Replacement Project 607,723
350 5695 Active Transportation Plan (ATP)144,217
640 5911 Phased Mains Replacement 80,361
640 5944 Water Well #11 Facilities 42,771
640 5973 Phased Main Replacement - Highway 101 Crossing Upgrade 291,200
640 5977 Phased Main Replacement - Cornwall 750,000
6,107,669$
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ATTACHMENT 1
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SECTION 5: UPDATE ON MAJOR CITY GOALS AND CAPITAL IMPROVEMENT PLAN
This information is provided to keep the Council apprised of the status of the Goal Status Reports to
Council that includes progress towards completing Major City Goals and Capital Improvement Plan. These
reports present updates and communications about the status of City projects, goals, and performance
measures. The four major goals are:
The following tables provide a breakdown of the Council Goal’s Work Plan by goal. Here is a key for
purposes of defining each department.
Funding
Support a thriving community through fiscal responsibility, economic development
efforts, and additional and alternative revenue streams.
Fire Services
Implement operational and fire and emergency service delivery improvements
through the Five Cities Fire Authority, and complete the transition of services to
Oceano due to its exit from the Authority.
Infrastructure
Invest in and complete critical infrastructure projects throughout the City through
the strategic prioritization of projects based on available resources.
General Plan Update
Prioritize and complete major work efforts for the comprehensive General Plan update
to provide a vision and framework for future development within the City.
CMO City Manager's Office
AS Administrative Services
LIS Legislative and Information Services
PD Police Department
PW Public Works
Rec Recreation Services
Fire Five Cities Fire Authority
CD Community Development
Key
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Goal Strategy Task/Action Carryover Action or New Responsible
Department
Anticipated to
Start Completion Target Update
Funding 1. 1 Economic Development 1.1a Evaluate Economic Development Management Services New CMO 1Q FY2023-24 3Q FY 2024-25 In Progress
1.1b Obtain Economic Development Management Services New CMO 3Q FY 2023-24 4Q FY 2024-25 Not started
1.1c Support Modifications to the AGTBID New CMO/CA/Rec/LIS In Progress 2Q FY 2023-24 Completed
1.1c.i. Transition Administration to City staff New CMO/Rec/PW In Progress 1Q FY 2023-24 Completed
1.1c.ii. Complete Modifications to AGTBID Bylaws and Advisory
Board Structure New CMO/CA/LIS In Progress 2Q FY 2023-24 Completed
1.1d 400 W. Branch Disposition and Development Agreement New CMO/CA/CD In Progress 2Q FY 2024-25 In Progress
1.1e Complete Transition of Temporary Parklets to Permanent
Parklets Carryover CD/PW In Progress 1Q FY2023-24 Completed
1.1f Develop 1-3 Special Events that drive visitation during shoulder
and winter months and build destination awareness New Rec In Progress 2Q FY 2024-25 In Progress
1.2 Pursue Revenue Measure 1.2a Issue an RFP for a consultant to develop a survey and outreach
strategy to community New CMO/LIS 1Q FY2023-24 1Q FY2023-24 Completed
1.2b Award contract with consultant to develop a survey and outreach
strategy to community New CMO/LIS 1Q FY2023-24 1Q FY2023-24 Completed
1.2c Conduct public outreach to the community to communicate need
for additional revenue, including facilitation of a Citizen Committee Carryover CMO/LIS 1Q FY2023-24 1Q FY 2024-25 Completed
1.2d Bring Revenue ballot measure to Council for consideration
Carryover
CMO/AS/LIS 3Q FY 2023-24 4Q FY 2023-24 Completed
1.3 Evaluate Potential to Enable
Cannabis Businesses within City
1.3a Conduct study session with the City Council regarding potential
cannabis ordinance Carryover CD/CA/CMO 3Q FY 2023-24 4Q FY 2024-25 Not started
1.3b Prepare and adopt cannabis ordinance, if directed by the City
Council New CD/CA/CMO 3Q FY 2023-24 4Q FY 2024-25 Not started
1.3c Evaluate feasibility of a Cannabis Tax New CD/AS/CA/CMO 3Q FY 2023-24 4Q FY 2024-25 In Progress
Fire Services 2.1 Work with Regional Partners on
Fire Services in 5 Cities 2.1a Pursue potential contract with the County to serve Oceano New Fire/CMO 3Q FY 2023-24 4Q FY 2023-24 Completed
2.2 Funding for Fire Services 2.2a Consider including Public Safety in proposed Revenue measure New CMO/AS/LIS 3Q FY 2023-24 4Q FY 2023-24 Completed
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Goal Strategy Task/Action Carryover Action or New Responsible
Department
Anticipated to
Start Completion Target Update
Infrastructure 3.1 Pursue Alternative Funding
Sources for Infrastructure Needs
3.1a Consider Community partnership for Mark M. Millis Community
Center construction Carryover CMO/Rec/PW In progress 4Q FY 2024-25 In Progress
3.1b Include infrastructure in new Revenue Measure plans and
outreach Carryover AS/CMO/LIS/ PW/CD 1Q FY 2023-24 4Q FY 2024-25 Completed
3.1c Collect FEMA reimbursement for January - March 2023 storm
damage New AS In progress 3Q FY 2024-25 In Progress
3.1d Pursue Grant applications and administration for infrastructure
projects Carryover PW/CD/AS In progress Ongoing In Progress
3.2 Work with Regional Partners on
Infrastructure Projects
3.2a Support ongoing development and financing of Central Coast
Blue project Carryover CMO/AS/PW In Progress 2Q FY 2024-25
Project Stopped
Due to Council
Direction
3.2b NCMA Management Agreement Amendments New PW 3Q FY 2023-24 Ongoing In Progress
3.3 Prioritize Key Infrastructure
Projects 3.3a Traffic Way Bridge Carryover CD/PW In progress 2Q FY 2025-26 In Progress
3.3a.i. Traffic Way Bridge Design Carryover CD/PW In progress 4Q FY 2023-24 Completed
3.3a.ii. Traffic Way Bridge ROW Carryover CD/PW Completed 1Q FY 2024-25 Completed
3.3a.iii. Traffic Way Bridge Construction Carryover CD/PW 3Q FY 2024-25 2Q FY 2025-26 In Progress
3.3b Swinging Bridge Rehabilitation Carryover CD/PW Completed 2Q FY 2024-25 Completed
3.3b.i. Swinging Bridge Rehabilitation NEPA Carryover CD/PW Completed 3Q FY 2023-24 Completed
3.3bii Swinging Bridge Rehabilitation Bid for Construction Carryover CD/PW Completed 3Q FY 2023-24 Completed
3.3b.iii. Swinging Bridge Construction New CD/PW Completed 2Q FY 2024-25 Completed
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Goal Strategy Task/Action Carryover Action or New Responsible
Department
Anticipated to
Start Completion Target Update
3.3c Halcyon Complete Streets New CD/PW In Progress
3.3c.i. Halcyon Complete Streets Design New CD/PW 1Q FY 2024-25 1Q FY 2024-25 In Progress
3.3c.ii. Halcyon Complete Streets ROW acquisition New CD/PW 1Q FY 2023-24 1Q FY 2024-25 Not started
3.3c.iii. Halcyon Complete Streets Construction New CD/PW 1Q FY 2024-25 2Q FY 2025-26 Not started
3.3d ATP Development New CD/PW In Progress 3Q FY 2024-25 In Progress
3.3d.i. Award ATP Contract to Consultant New CD/PW Completed 4Q FY 2022-23 Completed
3.3d.ii. Final Approval of ATP by Council New CD/PW 3Q FY 2024-25 3Q FY 2024-25 In Progress
3.3e 2022 Pavement Management Program Construction New CD/PW 1Q FY 2023-24 2Q FY 2023-24 Completed
3.3f 2024 Pavement Management Program Design New CD/PW 2Q FY 2023-24 1Q FY 2024-25 Completed
3.3g 2024 Pavement Management Program Construction New CD/PW 4Q FY 2023-24 3Q FY 2024-25 In Progress
3.3h Community Safety Camera Network Carryover Police/CD In Progress 4Q FY 2023-24 Completed
3.3i Replacement Generator at Station 1 New CD/PW/Fire Completed 4Q FY 2023-24 Completed
3.3j Lift Station 3 New CD/PW Completed 1Q FY 2024-25 Completed
3.3k AG Creek Remediation (Debris removal and bank stabilization)New CD/PW 4Q FY 2022-23 4Q FY 2023-24 Completed
3.3l Concrete Repair Program New CD/PW 1Q FY 2024-25 4Q FY 2024-25 In Progress
3.3m Concept plan/design for new Mark M. Millis Community Center
Building New CD/PW/Rec 1Q FY 2023-24 3Q FY 2024-25 In Progress
3.3n CMP Lining New CD/PW 1Q FY 2024-25 Ongoing Not started
Infrastructure (continued)
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Goal Strategy Task/Action Carryover Action or New Responsible
Department
Anticipated to
Start Completion Target Update
4.1 Public Outreach 4.1a Plan and Host a Kick-Off Meeting with Community New CD/LIS 1Q FY 2023-24 1Q FY 2023-24 Completed
4.2 Diversity Equity Iinclusivity
Justice Lens 4.2a Management of DEIJ consultant New CD In Progress Ongoing In Progress
4.3 General Plan Elements New CD 2Q FY 2023-24 3Q FY 2024-25 In Progress
4.4 Baseline Analysis of Existing
and Future Business Needs 4.4a Survey Local Businesses Carryover Action CD 1Q FY 2023-24 3Q FY 2024-25 In Progress
4.4b Conduct a Retail Market Analysis New CD 1Q FY 2023-24 3Q FY 2024-25 Not started
4.5 Climate Action Plan New CD 2Q FY 2023-24 3Q FY 2025-26 In Progress
4.6 Code Update 4.6a Bring code changes to Planning Commission for approval New CD 3Q FY 2025-26 3Q FY 2025-26 Not started
4.6b Bring draft Ordinance of code revision update to Council New CD 4Q FY 2025-26 4Q FY 2025-26 Not started
4.7 EIR 4.7a Complete draft EIR New CD 1Q FY 2024-25 3Q FY 2024-25 Not started
4.7b Complete final EIR New CD 3Q FY 2024-25 4Q FY 2024-25 Not started
4.8 Objective Design Standards Carryover CD/CA 1Q FY 2023-24 4Q FY 2024-25 In Progress
General Plan Update
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