HomeMy WebLinkAboutCC 2025-05-27_09b FY 24-25 Third Quarter Status Report
Item 9.b.
MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Director of Administrative Services
SUBJECT: Fiscal Year 2024-25 Third Quarter Status Report
DATE: May 27, 2025
RECOMMENDATION:
Receive and file the Fiscal Year 2024-25 Third Quarter Financial Status Report.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
Preparation of the Fiscal Year (FY) 202 4-25 Third Quarter Financial Status Report (the
“Q3 Report”) requires staff time within the existing work plan and budget for the
Administrative Services Department. At the end of the third quarter, FY 2024-25 revenues
for the Consolidated General Fund were $16.1 million, on track with the Budget Target
(“Target”). Actual Expenditures were $19 million and below the Target by approximately
$2.7 million, or nine percent (9%).
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 Q3 Report is the third 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 Q3 Report is to:
Compare third quarter revenues received and expenditures incurred to the third
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
Provide other key third 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 third quarter financial results will be compared to both the prior year’s
third quarter and the budgeted Target. The Target for expenditures is calculated as three-
fourths (75%) of the FY 2024-25 Budget and represents the 9-month period from July
Page 32 of 236
Item 9.b.
City Council
Fiscal Year 2024-25 Third Quarter Status Report
May 27, 2025
Page 2
2024 through March 2025, except for the Non-Departmental Annual Payments line that
has a Target of the full budget. This approach decreased the Target from 75% to 71% for
the third quarter. The Target for revenues does not use the 75% Target but a Target of
64.4% that more accurately reflects the anticipated revenues to be received in the third
quarter of the Fiscal Year. Using the Target as a comparator against actual results
provides a simplified method to evaluate performance for the quarter.
ANALYSIS OF ISSUES:
Third Quarter Revenue and Expenditures Compared to Prior Year
Table 1: Current Year Q3 Actuals Compared to Prior Year Q3 Actuals
The Consolidated General Fund shown in Table 1 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 Local Sales Tax Fund, although the City’s auditors
traditionally combine this information in the Annual Comprehensive Financial Report.
The Measure O-06 Sales Tax Fund accounts for the revenues derived from Measure O-
06, a local 1/2% sales tax approved by the City's voters in November 2006. Measure O -
06 included advisory measures when passed, providing direction on the uses to which
the funding should be allocated. To ensure accountability, t he 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-06 Tax Fund revenues and expenditures. Consolidated General Fund
revenues at the third quarter of this year were approximately $187,531 more than the
third quarter of the prior year. Expenditures were approximately $497,805 higher at the
end of the third quarter of the current Fiscal Year versus the third quarter of the prior year.
A more thorough explanation of third quarter variances is set forth in the attached financial
report (Attachment 1).
Third Quarter
FY 2024-25
Third Quarter
FY 2023-24 Variance
Revenue 16,069,810 15,882,279 187,531
Expenditures 19,020,979 18,523,174 497,805
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Item 9.b.
City Council
Fiscal Year 2024-25 Third Quarter Status Report
May 27, 2025
Page 3
Q3 Revenue and Expenditures Compared to Target
Table 2: Current Year Q3 Actuals Compared to Target
Table 2 above compares third quarter actual results to the budgeted Target. Q3 actual
revenue was short of the Target by $5,567. Q3 actual expenditures were short of the
Target by approximately $2.7 million. The following is a summary of the Q3 revenue and
expenditure variances compared to the budgeted Target. A more thorough explanation
of third quarter variances is set forth in the attached financial report.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Receive and file the Fiscal Year 2024-25 Third Quarter Financial Status Report; or
2. Provide other direction to staff.
ADVANTAGES:
The financial report presents an updated review of the City’s financial performance in the
third quarter of FY 2024-25.
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 City’s website in accordance with
Government Code Section 54954.2.
ATTACHMENTS:
1. Fiscal Year 2024-25 Third Quarter Financial Status Report
FY 2024-25 Q3
Target
FY 2024-25
Q3 Actuals Variance
Revenue 16,075,377 16,069,810 (5,567)
Expenditures 21,713,888 19,020,979 (2,692,909)
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ATTACHMENT 1
Page 1
City of Arroyo Grande
Fiscal Year 2024-25
Third Quarter Financial Status Report
INTRODUCTION
The following report is an overview of the City’s fiscal position at the end of the third 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 third quarter and compare actual results to the prior year and the
Adjusted Budget to determine the City’s performance. The third quarter timeframe is July 1, 2024 through
March 31, 2025.
The financial report is organized in the following sections:
Section 1 – an overview of City’s financial position after the
end of the third quarter of FY 2024-25. This includes a
comparison of third quarter results between the current
and prior year. In addition, third 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 third 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 third quarter along with their final
costs.
Section 4 – a listing of Budget Amendment Requests previously approved by Council and completed in
the third quarter of the fiscal year, as well as a list of additional budget adjustments that are being
presented to Council along with the third 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
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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 guidance 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 third 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 third 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 third quarter results for the current and prior year for both
revenue and expenditures. Governmental Funds and Consolidated General Fund revenue and
expenditures for the third 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 third quarter of FY 2024-25, Governmental Fund revenue
was 3.4% or $713,444 lower than prior year, and expenditures were higher by 7.9% or $1.6 million.
Legislative & Information Services Fire Protection Impact Fees City Hall Debt Service Sewer Successor Agency to RDA Downtown Parking
Administrative Services Public Access Television Sewer Facility Sanitation Distribution
Community Development Police Protection Impact Water San Luis Obispo Tourism
Police Department Park Development Water Facility Marketing District
Recreation Services Park Improvement Lopez Water (SLOTMD)
Public Works Recreation Community Center
Local Sales Tax Fund Grace Lane Assessment District
Parkside Assessment District
Street (Gas Tax)
Traffic Signalization
Traffic Circulation
Transportation Facility Impact
Transportation
In-Lieu Water Neutralization
In-Lieu Affordable Housing
Tourism Business Improvement Dist.
Water Availability
CDBG Grant Fund
American Rescue Plan Act (ARPA)
State COPS Block Grant Agency FundsSpecial Revenue FundsFIDUCIARY FUNDSGOVERNMENTAL FUNDS
ALL FUNDS
PROPRIETORY FUNDS
General FundDebt Service FundsEnterprise FundsPrivate Purpose FundThird Quarter
FY 2024-25
Third Quarter
FY 2023-24 Variance
Revenue 20,448,186$ 21,161,630$ (713,444)$
Expenditures 21,595,409$ 20,015,280$ 1,580,129$
Third Quarter
FY 2024-25
Third Quarter
FY 2023-24 Variance
Revenue 16,069,810$ 15,882,279$ 187,531$
Expenditures 19,020,979$ 18,523,174$ 497,805$
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 - Consolidated General Fund revenue in the third quarter was 1.2%, or
$187,531 higher than the third quarter of the prior year. Expenditures increased by 2.7%, or $497,804
higher than the third 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 third quarter
actual expenditures compared to the Target (Table 3). Lastly, a discussion of Consolidated General Fund
revenue is included, which compares third 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 75% Target but a Target of 64.4%
that more accurately reflects the anticipated revenues to be received in the third quarter of the fiscal
year. Revenue realization is typically low at the end of the third 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 third quarter financial results will be compared to both the prior year’s third quarter and
the budgeted Target. The Target for expenditures is calculated as three-fourths (75%) of the FY 2024-25
Budget and represents the 9-month period from July 2024 through March 2025, except for the Non-
Departmental Annual Payments line that has a Target of the full budget. This approach decreased the
Target from 75% to 71% for the third quarter.
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ATTACHMENT 1
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Chart 1
Chart 1 shows a simple comparison
of actual third quarter revenue and
expenditures to the Target. The
actual third quarter Consolidated
General Fund revenue is less than
the budgeted Target by $5,568,
which is not unusual since revenue
realization is typically lower than
the Target through the third
quarter due to the time lag
involved in billing cycles and the
receipt of reimbursements.
Likewise, actual expenditures
through third quarter totaled $19 million, or 62% of the full year’s Budget, and are under the Target by
$2.7 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 third quarter. Within the total
expenditures of $19 million, 54.5% of the
City’s costs are associated with personnel,
41.8% with operating and maintenance,
1.6% for the City’s debt service, 0.8% for
Capital Outlay, and 1.4% with transfers to
other funds.
Table 3 reflects the third quarter status of all Consolidated General Fund operating departments. Some
departments include multiple divisions. The divisions are consolidated under their respective department,
rather than reflected individually within the table.
FY 2024-25 % of
Q3 Actuals Actuals
Personnel Costs 10,360,187$ 54.5%
Operating Costs 7,958,282 41.8%
Debt Service 296,622 1.6%
Capital Outlay 148,416 0.8%
Transfers Out 257,472 1.4%
Total 19,020,979$
Expenditure Category
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ATTACHMENT 1
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Table 3 – Consolidated General Fund Expenditures by Department
Overall, third quarter expenditures were $2.7 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, Public Works, Community Development,
and Police 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 March allocation towards projects is
completed once a project is finished or at the end of the
fiscal year. This represents all of the third quarter favorable variance to the Target.
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 had a vacant Capital Projects Manager position and has
a Assistant Capital Projects Manager and Engineering Inspector during the fiscal year resulting in
labor savings of approximately $316,800.
City Administration 1,859,650$ 1,394,738$ 1,146,150$ 248,588$ 13%
Legislative & Information Services 577,060 432,795 350,112 82,683 14%
Measure O 2006 Sales Tax Fund 1,331,900 998,925 682,733 316,192 24%
Measure O 2006 CIP Allocation 2,720,912 - - - 0%
Administration Services 7,326,705 5,495,029 4,390,308 1,104,721 15%
Non-Departmental Annual Payments 3,066,141 3,066,141 3,174,467 (108,326) -4%
Community Development 2,079,622 1,559,717 1,151,240 408,477 20%
Police Department 7,635,615 5,726,711 5,430,272 296,439 4%
Recreation Services 768,750 576,563 685,449 (108,886) -14%
Public Works 3,284,359 2,463,269 2,010,248 453,021 14%
TOTAL EXPEDITURES 30,650,714 21,713,888 19,020,979 2,692,909 9%
%
Fav/(Unfav)
Consolidated General Fund Department Variances - Third Quarter
Consolidated General Fund
Department
FY 2024-25
Budget
FY 2024-25
Actuals
Dollar
Fav/(Unfav)
FY 2024-25
Q3 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:
$1,104,722 savings
Department: Public Works
Division: Various (4301, 4305, 4307, 4308,
4320, 4330)
Issue: Overall savings in salaries and
contractual services
Impact to Consolidated General Fund:
$453,021 savings
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The Engineering Division has savings of approximately $66,100 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 Public Works Administration Division has savings of approximately $61,500 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 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 $207,800 related to
the Comprehensive General Plan Update, this is an ongoing update that is anticipated to be
carried over into FY 2025-26.
The Building Permit Technician position was vacant for a portion of the fiscal year and the Intern
position has been vacant the entire fiscal year resulted in a portion of the Division’s overall labor
savings totaling approximately $101,200.
The Building Division contractual services has a variance of $62,000 related to the timing of
invoices from CSG Consultants, the billing is based on services provided each month.
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 third quarter fiscal year,
resulting in labor savings of approximately $290,000.
Department: Community Development
Division: Various (4130, 4160)
Issue: Overall savings in salaries and
contractual services
Impact to Consolidated General Fund:
$408,477 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:
$296,440 savings
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KEY REVENUE VARIANCES BY ACCOUNT FOR THE THIRD QUARTER
Table 4 – Consolidated General Fund Revenue
As reflected in Table 4, third quarter revenue is below the Target by $5,568. This table uses a Target of
64.4% that more accurately reflects the anticipated revenues to be received in the third quarter of the
fiscal year. Revenue realization is typically low at the end of the third 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 third 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 was 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 eight 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 third quarter is on track. Actual sales tax revenue received through third quarter was $3 million
and Measure O 2006 Sales Tax Fund revenue received through third quarter was $1.8 million which
represents seven month of payments (July 2024-February 2025). The Target is based on seven months of
revenue, taking into account the timing of anticipated payments.
Transient Occupancy Tax (TOT) – TOT revenue is reflecting a $136,830 unfavorable variance to the Target.
The Target and actual TOT revenue represents only eight months of TOT receipts due to the timing of
payments. Lodging facilities have thirty days after the month’s end to make their TOT payments.
Property Tax 6,458,359$ 4,305,573$ 4,483,895$ 178,322$ 3%
Sales Tax 5,236,392 3,054,562 2,991,136 (63,426) -1%
Measure O-06 Sales & Use Tax 2,955,000 1,723,750 1,798,651 74,901 3%
Transient Occ. Tax 1,591,350 1,060,900 924,070 (136,830) -9%
Property Tax in Lieu of VLF 2,215,938 1,107,969 1,113,977 6,008 0%
Franchise Fees 811,500 541,000 468,941 (72,059) -9%
License & Permit Fees 590,800 443,100 482,347 39,247 7%
User Fees 682,340 511,755 469,681 (42,074) -6%
Planning Fees 402,100 301,575 360,062 58,487 15%
Recreation Fees 371,600 278,700 287,685 8,985 2%
Transfers In 2,796,300 2,097,225 2,062,506 (34,719) -1%
Other Revenue 865,691 649,268 626,859 (22,409) -3%
TOTAL 24,977,370$ 16,075,377$ 16,069,810$ (5,567)$ 0%
%
Fav/(Unfav)
Consolidated General Fund Revenue Variances - Third Quarter
REVENUE BY CATEGORY FY 2024-25
Budget
FY 2024-25
Q3 Actuals
Dollar
(Unfav)/Fav
FY 2024-25
Q3 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 50% at the end of the third quarter of the fiscal
year.
Franchise Fees – Only eight months of Waste Connection franchise fees were received through third
quarter. In addition, Charter Communications franchise fees earned in the third quarter will not be paid
and received until the fourth quarter. Considering the timing of payments, the Target is based on 8
months of revenue. Without the Charter communications franchise fee receipts, the actual revenue at the
end of the third quarter is lower than the Target by $72,059.
License & Permit Fees, User Fees, and Planning Fees – License and permit revenue is above the Target by
$39,247. User fee revenue is below the Target by $42,074. Planning revenue exceeded the Target by
$58,487. The Target is based on 75% or 9 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 above the Target by 8,985. The Target is based on 9 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 $22,410.
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SECTION 2: POSITION CHANGES AND HEADCOUNT NUMBERS
POSITION ALLOCATION CHANGES MADE BY THE CITY COUNCIL (Third Quarter)
None made during this quarter.
FULL TIME EQUIVALENT (FTE) BY DEPARTMENT – PERMANENT STAFF ONLY
The following table reflects FTE staffing by department. The table only includes permanent staff and does
not include part-time or temporary staffing. While departments may hire part-time staff on a regular or
seasonal basis, they are not included in the analysis below.
EMPLOYEE VACANCY RATE
The City’s employee vacancy rate at the end of the third quarter of FY 2024-25 was 3.8%. This equates to
three (3) vacant positions. The vacancy rate tracks the number of permanent vacant positions at the end
of the quarter in comparison to the total number of permanent positions available. Unlike a turnover rate,
which tracks employees that separated during the period, the vacancy rate only looks at vacancies at the
end of period. The costs associated with turnover includes the cost of advertising new positions, training,
overtime, lowered productivity, and workload balance.
Department Adopted Budget
Headcount (FTE’s)
Vacancies
(3rd Qtr)
% of Total
Staffing Vacant Positions
City Manager & Human Resources 3 - 4%
Administrative Services 7 - 9%
Community Development 10 - 13%
Legislative & Info Services 2 - 3%
Police Department 29 2 37%Police Officer, Executive
Assistant
Public Works 24 1 31%Assistant Projects Manager
Recreation Services 3 - 4%
Total 78 3 100%
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SECTION 3: UPDATE ON COMPLETED CAPITAL PROJECTS
This information is provided to keep the Council apprised of the status of the City’s Capital Improvement
Projects (CIP).
Project Fund Total Budget
Current
Status
Project Budget
Expended
Swinging Bridge Rehabilitation Sales Tax 1,100,292$ Completed 1,052,902$
Public Safety Video Cameras COPS/Sales Tax 1,125,000$ Completed 863,780$
Replacement Generator at Fire Station 1
Other Gov Agencies/
General/Sales Tax 610,714$ Completed 474,788$
Trenchless Sewer Rehabilitation -El
Camino Real to West Branch St.ARPA 282,000$ Completed 360,703$
Phased Main Replacement - Highway
101 Crossing Upgrade, El Camino
Real to West Branch Street ARPA/Water Fund 335,000$ Completed 178,695$
Fire Station 1 Apparatus Bay Doors Sales Tax 115,000$ Completed 123,275$
191 Tally Ho Sales Tax 110,000$ Completed 110,000$
Lift Station 3 FEMA/CalOES/Sales Tax 850,000$ Completed 69,826$
Public Works Office Space Remodel Sales Tax 100,000$ Completed 27,148$
City Hall Front Door ADA (CDBG)CDBG 53,341$ Completed 375$
Galvanized Service Replacements Water 63,655$ Completed -$
Pavement Management Program
USHA/General/SB1/Sales
Tax/General Fund/Betterments
Grant/ARPA/CDBG 11,825,153$ In Progress 6,548,672$
Halcyon Road Complete Streets
HSIP/RSHA/USHA/Safe Routes
to School/General/ Sales
Tax/ATP 5,737,500$ In Progress 1,290,551$
Traffic Way Bridge Replacement HBP/Sales Tax 8,077,062$ In Progress 1,036,792$
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 189,338$
Arroyo Grande Creek Remediation Sales Tax, FEMA, CalOES 400,000$ In Progress 188,638$
Active Transportation Plan ATP/Sales Tax 250,000$ In Progress 136,736$
Recreation Services / Community Center
Building Sales Tax 119,745$ In Progress 128,671$
Bridge Street Bridge Habitat Mitigation HBP $ 148,918 In Progress 127,452$
Arroyo Grande Creek Stabilization Sales Tax 46,300$ In progress 44,216$
Water Plan Update Water Fund 100,000$ In Progress 36,799$
Wayfinding Sales Tax 60,000$ In Progress 33,223$
Wastewater Master Plan Update Sewer Fund 100,000$ In Progress 20,934$
Le Point Street Parking Lot Expansion Sales Tax/In-Lieu Parking Fee 42,500$ In Progress 3,295$
Corrugated Metal Pipe (CMP) Investigation
and Repair Sales Tax 100,000$ In Progress 3,200$
ADA Transition Plan
CDBG/Other Gov Agencies/
Sales Tax 111,725$ In progress 1,870$
SCADA Software/Electronics Design and
Upgrade Water Fund 330,000$ In Progress -$
New Play Structure - Parkside Park Parkside Assessment District 250,000$ In Progress -$
PD EOC Upgrade Other Gov Agencies/Sales Tax 100,000$ In Progress -$
Women's Club Lighting Project Donations 821$ In Progress -$
Sidewalk Repairs and Improvements Sales Tax/Betterments Grant 1,249,644$ Not Started -$
ADA Bathrooms Elm Street Park Sales Tax 235,000$ Not Started -$
Fair Oaks Ave Active Transportation
Improvements, Valley Road to Traffic Way
Developer/Other Gov
Agencies/Sales Tax 125,000$ Not Started -$
Water Well #11 Facilities Water Availability 42,771$ Not Started -$
City Hall Second 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 Third Quarter Budget Adjustments
The following third quarter budget adjustments were previously approved by Council or are classified as
administrative and do not require Council approval.
Capital Improvement: Appropriate $24,803.13 from the Measure O-06 Local Sales Tax Fund Balance to
support the Emergency Operations Center (EOC) Update project. Approved on January 14, 2025, Council
meeting, item 9.e.
Public Works Department: Appropriate grant funds revenue and increasing the department budget
totaling $10,000 from IWMA Technical Assistant Grant Funding to help reduce the continued use and
disposal of beverage containers (specifically water bottles). The City has identified three locations that are
heavily trafficked and could benefit from water filling stations. The Lobby in Council Chamber, Soto Sports
Complex, and Elm Street Pickleball Courts. Approved on January 14, 2025, Council meeting, item 9.h.
Traffic Signalization: Appropriate $48,200 from the Traffic Signalization Special Revenue Fund balance to
fund the City’s share of the opt-com pre-emptive devices on the traffic signals surrounding the Traffic Way
Bridge closure that will interface with the FCFA Fleet Vehicles. Two opt-com pre-emptive devices were
identified in the project scope previously, but the planning 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. Approved on March 11, 2025, Council meeting, item 9.c.
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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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ATTACHMENT 1
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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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ATTACHMENT 1
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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 PW In progress 2Q FY 2025-26 In Progress
3.3a.i. Traffic Way Bridge Design Carryover PW Completed 4Q FY 2023-24 Completed
3.3a.ii. Traffic Way Bridge ROW Carryover PW Completed 1Q FY 2024-25 Completed
3.3a.iii. Traffic Way Bridge Construction Carryover PW 3Q FY 2024-25 2Q FY 2025-26 In Progress
3.3b Swinging Bridge Rehabilitation Carryover PW Completed 2Q FY 2024-25 Completed
3.3b.i. Swinging Bridge Rehabilitation NEPA Carryover PW Completed 3Q FY 2023-24 Completed
3.3bii Swinging Bridge Rehabilitation Bid for Construction Carryover PW Completed 3Q FY 2023-24 Completed
3.3b.iii. Swinging Bridge Construction New PW Completed 2Q FY 2024-25 Completed
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ATTACHMENT 1
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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 PW In Progress
3.3c.i. Halcyon Complete Streets Design New PW 1Q FY 2024-25 1Q FY 2024-25 In Progress
3.3c.ii. Halcyon Complete Streets ROW acquisition New PW 1Q FY 2023-24 1Q FY 2024-25 Not started
3.3c.iii. Halcyon Complete Streets Construction New PW 1Q FY 2024-25 2Q FY 2025-26 Not started
3.3d ATP Development New CD/PW In Progress 3Q FY 2024-25 Completed
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 Completed
3.3e 2022 Pavement Management Program Construction New PW 1Q FY 2023-24 2Q FY 2023-24 Completed
3.3f 2024 Pavement Management Program Design New PW 2Q FY 2023-24 1Q FY 2024-25 Completed
3.3g 2024 Pavement Management Program Construction New PW 4Q FY 2023-24 3Q FY 2024-25 Completed
3.3h Community Safety Camera Network Carryover PD/PW/AS In Progress 4Q FY 2023-24 Completed
3.3i Replacement Generator at Station 1 New PW/Fire Completed 4Q FY 2023-24 Completed
3.3j Lift Station 3 New PW Completed 1Q FY 2024-25 Completed
3.3k AG Creek Remediation (Debris removal and bank stabilization)New PW 4Q FY 2022-23 4Q FY 2023-24 Completed
3.3l Concrete Repair Program New 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 PW/Rec 1Q FY 2023-24 3Q FY 2024-25 In Progress
3.3n CMP Lining New PW 1Q FY 2024-25 Ongoing In Progress
Infrastructure (continued)
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ATTACHMENT 1
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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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