HomeMy WebLinkAboutCC 2026-05-26_09d FY 25-26 Financial Status Report
Item 9.d.
MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Director of Administrative Services
BY: Megan Schotborgh, Finance Manager
SUBJECT: Fiscal Year 2025-26 Third Quarter Financial Status Report
DATE: May 26, 2026
RECOMMENDATION:
1) Receive and file the Fiscal Year 2025-26 Third Quarter Financial Status Report;
2) Approve one Budget Adjustment Request; and
3) Receive an update from the Citizens’ Sales Tax Oversight Committee Meeting.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
Preparation of the Fiscal Year (FY) 2025 -26 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 Q3, FY 2025-26 revenues for the
Consolidated General Fund were $1.5 million, or five percent (5%), higher than the
Budget Target (“Target”). Actual Expenditures were $1,023,705, or three percent (3%),
higher than the Budget Target (“Target”).
The City Council is asked to approve one budget adjustment. Sidewalk Repairs and
Improvements project has received a grant from the Highway Safety Improvement
Program (HSIP) in the amount of $340,500.
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 2025 -
26 fiscal year. The purpose of the 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 evaluate the City’s financial
performance;
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Item 9.d.
City Council
Fiscal Year 2025-26 Third Quarter Financial Status Report
May 26, 2026
Page 2
Provide explanations for key account variances and identify any potential trends
that might impact financial planning; and
Provide other key Q3 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 Q3 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 2025-26 Budget and represents the 9-month period from July 2025
through March 2026. This is except for the Non-Departmental Annual Payments line,
which has a Target of the full budget. This approach decreases the expenditure Target
from 75% to 57% for the third quarter. The Target for revenues does not use the 75%
Target but a Target of 63% that more accurately reflects the anticipated revenues to be
received in the first half of the fiscal year. Using the Target as a comparator against actual
results provides a simplified method to evaluate performance for the quarter.
The Q3 Report also includes a section regarding Budget Adjustment Requests. This
section summarizes individual budget adjustments approved by the City Council during
the third 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.
The Citizens’ Sales Tax Oversight Committee (CSTOC) met on April 17, 2026,1 to review
the Measure E-24 10 Year Revenue and Expenditure plan.
ANALYSIS OF ISSUES:
Current Year Q3 Revenue and Expenditures Compared to Prior Year
Table 1: Current Year Q3 Actuals Compared to Prior 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 protectio n,
community development, public works, fire, and recreation services to the community.
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.
1https://pub-arroyogrande.escribemeetings.com/Meeting.aspx?Id=fbeb4aca-eda6-488d-aac6-
5d3afa82ddfe&Agenda=Agenda&lang=English
Third Quarter
FY 2025-26
Third Quarter
FY 2024-25 Variance
Revenue 21,604,279 16,069,810 5,534,469
Expenditures 22,349,725 19,020,978 3,328,747
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Item 9.d.
City Council
Fiscal Year 2025-26 Third Quarter Financial Status Report
May 26, 2026
Page 3
The City has historically reported on the Consolidated General Fund separately from the
Local Sales Tax Fund, although the City’s auditors combine this information in the Annual
Comprehensive Financial Report.
The Measure O-06 Fund is from revenue received through a half-cent sales tax approved
by the City's voters in November 2006. Measure O-06 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.
The Measure E-24 Fund is from revenue received through a 1% sales tax approved by
the City's voters in November 2024. Measure E-24 is intended to fund City services, such
as fixing potholes, maintaining city streets, sidewalks, parks, aging infrastructure, and
community facilities; providing local fire protection, police, and 9-1-1 emergency services;
cleaning up litter/graffiti, and addressing homelessness. To aid in the collection and
reporting of this information, the City has accounted for this fund in a separate account.
A more thorough explanation of Q3 variances is set forth in the attached financial report
(Attachment 1).
Q3 Revenue and Expenditures Compared to Target
Table 2: Q3 Actuals Compared to Target
FY 2025-26 Q3
Target
FY 2025-26 Q3
Actuals Variance
Revenue 20,083,442 21,604,279 1,520,837
Expenditures 21,326,020 22,349,725 1,023,705
Table 2 above compares the FY 2025-26 third quarter actual results to the budgeted
Target. Q3 actual revenue was over the Target by $1.5 million. Q3 actual expenditures
were over the Target by approximately $1 million. A more thorough explanation of Q3
variances is set forth in the attached financial report.
Budget Adjustments
Staff identified one budget adjustment request described in more detail below:
Capital Improvement: The City was notified of its Highway Safety Improvement
Program (HSIP) grant award in the amount of $340,560 on February 2, 2025, and
received allocation confirmation on November 17, 2025. This grant is part of the
2026 Pedestrian Improvements Project awarded by the City Council on January
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Item 9.d.
City Council
Fiscal Year 2025-26 Third Quarter Financial Status Report
May 26, 2026
Page 4
27, 2026, item 9.h. This budget adjustment will reflect the funding to increase
revenues and expenditures of $340,500.
CSTOC Meeting Update
At the April 17, 2026, meeting, the Committee reviewed the Measure E-24 10-year
Revenue and Expenditure Plan. In preparation for the adoption of the FY 2026 -27 Mid-
Cycle Budget Update, the Committee recommended that the proposed use of Measure
E-24 Local Sales Tax funds, as referenced in the report, are consistent with the accepted
priorities of the Local Revenue Measure E-24 Local Sales Tax.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Staff’s recommendation;
2. Receive and file the Fiscal Year 2025 -26 Third Quarter Financial Status Report;
do not approve the Budget Adjustment Request; and receive an update from the
Citizens’ Sales Tax Oversight Committee Meeting; or
3. Provide other direction to staff.
ADVANTAGES:
The Q3 Financial Report provides City Council with timely and transparent information on
the City’s financial performance for the third quarter of FY 2025-26. By comparing actual
revenues and expenditures to both the prior year and the budgeted Target, the repor t
allows for early identification of variances, emerging trends, and potential impacts to
future financial planning. The report also supports informed decision -making by
summarizing budget adjustment requests, staffing levels, and the status of capital
improvement projects, while reinforcing fiscal accountability and ongoing monitoring of
the City’s financial condition.
DISADVANTAGES:
The financial information presented reflects a single point in time and may change as
additional revenues are received and expenditures occur later in the fiscal year.
Additionally, variances from the budgeted Target may be the result of timing differences
rather than underlying financial performance, which can limit the conclusions that can be
drawn from quarter-specific results.
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 2025-26 Third Quarter Financial Status Report
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ATTACHMENT 1
Page 1
City of Arroyo Grande
Fiscal Year 2025-26
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 of Fiscal Year
(FY) 2025-26. 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 report timeframe is July 1, 2025, through
March 31, 2026.
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 2025-26. 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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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-06 Sales Tax Fund, although the City’s auditors traditionally
combine this information in the Annual Comprehensive Financial Report (ACFR). The Measure O-06 Fund
is from revenue received through a half-cent sales tax approved by the City's voters in November 2006.
Measure O-06 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. The Measure E-24 Fund is from revenue received through a 1% sales tax
approved by the City's voters in November 2024. Measure E-24 is intended to fund City services, such as
fixing potholes, maintaining city streets, sidewalks, parks, aging infrastructure, and community facilities;
providing local fire protection, police, and 9-1-1 emergency services; cleaning up litter/graffiti, and
addressing homelessness. To aid in the collection and reporting of this information, the City has accounted
for this fund in a separate account.
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
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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.
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 2025-
26 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’s 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 first half 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.
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
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FIDUCIARY FUNDSGOVERNMENTAL FUNDS
ALL FUNDS
PROPRIETORY FUNDS
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Third Quarter
FY 2025-26
Third Quarter
FY 2024-25 Variance
Revenue 24,074,041$ 20,448,186$ 3,625,855$
Expenditures 24,292,294$ 21,595,409$ 2,696,885$
Third Quarter
FY 2025-26
Third Quarter
FY 2024-25 Variance
Revenue 21,604,280$ 16,069,810$ 5,534,470$
Expenditures 22,349,725$ 19,020,978$ 3,328,747$
Governmental Funds
Consolidated General Fund
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Governmental Funds – At the end of the third quarter of FY 2025-26, Governmental Fund revenue
was 17.7% or $3.6M higher than prior year, and expenditures were higher by 13.7% or $2.7M.
Most 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 at the end of the third quarter was
34.4%, or $5.5M higher than the third quarter of the prior year. Expenditures increased by 18.9%, or
$3.3M higher than the third quarter of the prior year. Most of the variance between the two fiscal
years related to revenues is the new Measure E-24 funds. The increase in expenditures is related to
increased costs of one-time payments for Liability and Property Insurance, CalPERS Unfunded Accrued
Liability, 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 2025-26 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).
Chart 1
Chart 1 shows a simple comparison of
actual revenue and expenditures to
the Target. The actual third quarter
Consolidated General Fund revenue is
over the budgeted Target by $1.5M.
Likewise, actual expenditures through
third quarter totaled $22.3, or 60% of
the full year’s Budget, and are over the
Target by $$1M. A more detailed
discussion on Consolidated General
Fund revenue and expenditure
variances is included later in this
report.
$20.1 $21.3 $21.6 $22.3
REVENUES EXPENDITURESDo
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FY 2025-26 Third Quarter
Target Actual
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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 first quarter. Within the
total expenditures of $22.6 million, 54.2% of the
City’s costs are associated with personnel, 42.8%
with operating and maintenance, 1.0% for the
City’s debt service, 0.8% for Capital Outlay, and
1.2% 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.
Table 3 – Consolidated General Fund Expenditures by Department
Overall, third quarter expenditures were $1,023,705 over the Target. Majority of the City departments
were under spent with the more significant savings under City Administration. A more detailed
explanation of key expenditure variances by individual department/division is provided below.
City Administration 1,990,770$ 1,493,077$ 1,300,857$ 192,220$ 10%
Legislative & Information Services 491,675 368,756 392,477 (23,721) -5%
Measure O-06 Sales Tax Fund 1,521,200 1,140,900 1,139,941 959 0%
Measure O-06 CIP Allocation 3,916,557 - - - 0%
Measure E-24 Sales Tax Fund 32,500 24,375 - 24,375 75%
Measure E-24 CIP Allocation 5,952,640 - - - 0%
Administration Services 5,602,216 4,201,662 5,275,913 (1,074,251) -19%
Non-Departmental Annual Payments 3,419,000 3,419,000 3,322,177 96,823 3%
Community Development 2,143,940 1,607,955 1,616,404 (8,449) 0%
Police Department 7,746,396 5,809,797 6,014,032 (204,235) -3%
Recreation Services 980,550 735,413 794,694 (59,282) -6%
Public Works 3,366,780 2,525,085 2,493,230 31,855 1%
TOTAL EXPEDITURES 37,164,224 21,326,020 22,349,725 (1,023,705) -3%
%
Fav/(Unfav)
Consolidated General Fund Department Variances - Third Quarter
Consolidated General Fund Department FY 2025-26
Budget
FY 2025-26
Actuals
Dollar
Fav/(Unfav)
FY 2025-26 Q3
Target
FY 2025-26 % of
Q3 Actuals Actuals
Personnel Costs 12,103,135$ 54.2%
Operating Costs 9,573,431 42.8%
Debt Service 213,203 1.0%
Capital Outlay 181,406 0.8%
Transfers Out 278,550 1.2%
Total 22,349,725$
Expenditure Category
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KEY EXPENDITURE VARIANCES FOR INDIVIDUAL DIVISIONS/DEPARTMENTS FOR
FISCAL YEAR 2025-26
City Administration includes the functions of City
Council, City Attorney, Retiree, City Manager’s Office,
and Human Resources. Some of the more significant
variances include:
The City Manager’s Office has salary savings of $37,000 related to the Management Analysis
position being filled by a part-time employee.
The Retirees benefits show a variance totaling $52,000 related to the allocation being completed
at the end of the year.
The Human Resources department had savings in contractual services of $20,000.
The Community Services Grant program is not allocated until the last quarter of the year creating
a variance of $75,000.
The Administrative Services Department includes the
City’s Finance and Information Technology functions,
along with other general City expenses. A “salary
savings” line item was included in this department as a
placeholder, rather than trying to predict which
departments might have vacancies each year. Because
actual vacancies occurred in other departments—not in Administrative Services—the savings
appear in those areas instead. As a result, the third quarter shows this department over its budget
target, even though this is simply due to where the placeholder was originally budgeted.
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 experienced multiple vacancies throughout the fiscal year providing salary
savings; however, the vacancies required existing staff to work overtime to maintain adequate
coverage. These overtime costs account for approximately $220,000 of the budget overage.
Department: City Administration
Division: Various (4001, 4003, 4099, 4101,
4110)
Issue: Overall savings in salaries and
benefits
Impact to Consolidated General Fund:
$192,220 savings
Department: Administrative Services
Division: Various (4120, 4140, 4145)
Issue: Overall overage due to Salary Savings
budget
Impact to Consolidated General Fund:
$1,074,251 overage
Department: Police Services
Division: Various (4201, 4203, 4204, 4207)
Issue: Overall overages in salaries and
benefits
Impact to Consolidated General Fund:
$204,235 overage
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KEY REVENUE VARIANCES BY ACCOUNT FOR THE SECOND QUARTER
Table 4 – Consolidated General Fund Revenue
As reflected in Table 4, third-quarter revenue is below the Target by $1,520,837. This table uses a Target
of 62.96% that more accurately reflects the anticipated revenues to be received through 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 portion of property tax related to the first installment was received in
December 2025. The second property tax bill installment is received in April 2026 and will be included in
the fourth quarter report. Property tax typically represents around 30% of the City’s annual revenue. The
Target is based on 8 months of Property Tax revenue. Actual revenue received in this category was higher
than this conservative Target
Sales Tax, Measure O-06 Fund, and Measure E-24 Fund – Sales tax, Measure O-06, and Measure E-24
Sales Tax realization through third quarter is on track. Actual sales tax revenue received through the third
quarter was $3.3M, Measure O-06 is $1.9M, and Measure E-24 is $3.8M. 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 $79,131 favorable variance to the Target.
The Target and actual TOT revenue represents seven months of TOT receipts due to the timing of
payments. Lodging facilities have thirty days after the month’s end to make their TOT payments.
Property Tax 7,164,400$ 4,776,267$ 5,119,702$ 343,435$ 5%
Sales Tax 5,206,800 3,037,300 3,359,802 322,502 6%
Measure O-06 Sales & Use Tax 2,942,500 1,716,458 1,925,457 208,999 7%
Measure E-24 Sales & Use Tax 5,870,000 3,424,167 3,783,325 359,158 6%
Transient Occ. Tax 1,493,500 871,208 950,339 79,131 5%
Property Tax in Lieu of VLF 2,322,600 1,161,300 1,157,693 (3,607) 0%
Franchise Fees 921,100 614,067 826,807 212,740 23%
License & Permit Fees 576,000 432,000 389,043 (42,957) -7%
User Fees 696,000 522,000 576,150 54,150 8%
Planning Fees 419,600 314,700 371,878 57,178 14%
Recreation Fees 364,800 273,600 313,129 39,529 11%
Transfers In 2,951,500 2,213,625 2,164,808 (48,817) -2%
Other Revenue 969,000 726,750 666,146 (60,604) -6%
TOTAL 31,897,800$ 20,083,442$ 21,604,279$ 1,520,837$ 5%
%
Fav/(Unfav)
Consolidated General Fund Revenue Variances - Third Quarter
REVENUE BY CATEGORY FY 2025-26
Budget
FY 2025-26
Q3 Actuals
Dollar
(Unfav)/Fav
FY 2025-26
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 – 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. In light of the timing of payments, the Target is based on eight months
of revenue. The actual revenue at the end of the third quarter is higher than the Target by $212,740.
License & Permit Fees, User Fees, and Planning Fees – License and permit revenue is below the Target by
$42,957. User fee revenue is above the Target by $54,150. Planning revenue exceeded the Target by
$57,178. The Target is based on 75% or nine 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 $39,529. The Target is based on nine 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 Target is based on nine months of the fiscal year’s total budget.
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SECTION 2: POSITION CHANGES AND HEADCOUNT NUMBERS
POSITION ALLOCATION CHANGES MADE BY THE CITY COUNCIL (3rd 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 2025-26 was 8%. 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 who separated during the period, the vacancy rate only looks at vacancies at the
end of period. The costs associated with turnover include 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 7 1 9%Community Development Director
Legislative & Info Services 2 - 3%
Police Department 31 4 38%Police Officer (4)
Public Works 27 1 33%Maintenance Worker I
Recreation Services 3 - 4%
Total 80 6 100%
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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 Budget
Current
Status
Project Budget
Expended
New Play Structure - Parkside Park Parkside Assessment District 250,000$ Completed 225,630$
Replacement of Traffic Guardrails Measure O-06 Sales Tax 200,000$ Completed 73,055$
Bridge Street Bridge Habitat Mitigation HBP $ 48,628 Completed 22,906$
Le Point Street Parking Lot Expansion Measure O-06 Sales Tax 39,205$ Completed 4,446$
Traffic Way Bridge Replacement
HBP/Sales Tax - Outreach/
Measure O-06 Sales Tax 9,785,916$ In Progress 8,639,080$
Pavement Management Program
SB1/Measure E-24/Measure O-
06 Sales Tax/General 4,630,376$ In Progress 429,018$
Water Main and Service Replacement related
to PMP Projects Water Fund/Water Facility 700,000$ In Progress 213,078$
Corrugated Metal Pipe (CMP) Investigation
and Repair Measure O-06 Sales Tax 95,800$ In Progress 82,875$
Sidewalk Repairs and Improvements
Measure E-24 Sales Tax,
CDBG, Measure O-06 Sales
Tax 783,535$ In Progress 67,979$
Halcyon Road Complete Streets
HSIP/RSHA/USHA/Safe
Routes to School/General/
Measure O-06 Sales Tax/ATP/
Transportation Facilities DIF 11,251,198$ In Progress 242,508$
SCADA Software/Electronics Design and
Upgrade Water Fund 170,000$ In Progress 59,540$
Software for Public Safety Camera System to
allow Traffic Counts Transportation Facilities DIF 50,000$ In Progress 21,825$
City Structure Roof Repairs (City Hall, Balcony
& Southern & Western Siding, Old City Hall,
Council Chambers, PD, Women's Club, Fire
Station 1)
Measure O-06 Sales Tax/Park
Improvement
370,000$ In Progress 15,185$
Financial Management Software
Sewer/Water/Measure O-06
Sales Tax 215,662$ In Progress 13,600$
Wayfinding Measure O-06 Sales Tax 24,162$ In Progress 11,970$
Traffic Way Bridge Replacement Habitat
Mitigation HBP/Measure O-06 Sales Tax 50,000$ In Progress 6,185$
Water Master Plan Update Water Fund 10,000$ In Progress 4,750$
Safety Improvements Measure O-06 Sales Tax 25,000$ In Progress 1,655$ Master Plan incl. ADA Access (Community
Center, Elm St. Park, Soto Sports Complex,
Don Roberts Field, Corp Yard) & Community
Survey Measure O-06 Sales Tax 344,815$ In Progress 965$
Replace Beach Volleyball Court at Rancho
Grande Park Measure O-06 Sales Tax 25,000$ In Progress -$
Fire Station 1 HVAC Unit Replacement Measure O-06 Sales Tax 100,000$ In Progress -$
Fire Station 1 Front Lobby Security Measure O-06 Sales Tax 22,000$ In Progress -$
ADA Improvements Measure O-06 Sales Tax 75,000$ In Progress -$
City Council Chambers Remodel Measure O-06 Sales Tax 50,000$ In Progress -$
E. Grand (Halcyon to Elm) Economic
Development Master Plan Measure O-06 Sales Tax 250,000$ In Progress -$
Huasna Road, Corbett Canyon, and E. Branch
Street Intersection Roundabout Transportation Facilities DIF 400,000$ In Progress -$
City Hall Second Story Water Leak Repair Measure O-06 Sales Tax 20,000$ In Progress -$
Old City Hall Building Repairs Measure O-06 Sales Tax 100,000$ Not Started 17,828$
Soto Basin #2 Reservoir Liner Repair Measure O-06 Sales Tax 200,000$ Not Started -$
Digital Community Bulletin Board Project Measure O-06 Sales Tax 25,000$ Not Started -$
Virginia Drive and S. Halcyon Road Curb
Ramp and Sidewalk Improvement CDBG 113,498$ Not Started -$
Water Well #11 Facilities Water Availability 42,772$ Not Started -$
Watershed Management Plan and Stormwater
Master Plan Measure O-06 Sales Tax 500,000$ Not Started -$
ADA Bathrroms Elm St. Park Measure O-06 Sales Tax 235,000$ Not Started -$
Wastewater Master Plan Update Sewer Fund 10,000$ Not Started -$
Public Safety Video Cameras COPS 444,300$ In Progress 43,908$
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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 the City Council or are
classified as administrative and not requiring City Council approval.
Water Enterprise Fund: Appropriate $100,000 from the Water Enterprise Fund to replace the
Water Diesel Utility Truck that is no longer operational. This replacement was originally budgeted
for FY 2026-27. The total cost of the vehicle will be $160,000, including $60,000 already budgeted
for FY 2025-26, with the additional $100,000 requested now. The previously budgeted FY 2025-
26 service vehicle will be replaced next year. Approved at the February 10, 2026, City Council
meeting, Item 9.d.
Fire Protection Development Impact Fee Fund: Appropriate $25,000 from the Fire Protection
Development Impact Fee Fund to partition a portion of the sleeping quarters at Fire Station 1,
creating individual areas for all staff. Approved at the February 10, 2026, City Council meeting,
Item 9.d.
Measure O-06 Sales Tax Fund: Reallocate $60,000 from the Elm Street Park Master Plan to design
ADA-compliant bathrooms in the repurposed Well 1 building. This project will install four
restrooms to replace the two removed with the demolition of the Mark M. Millis Community
Center. Starting the design now allows construction to begin early next fiscal year, which already
has funding allocated. Approved at the February 10, 2026, City Council meeting, Item 9.d.
Transportation Facilities Development Impact Fee Fund: Reallocate $28,500 from the Software
for Public Safety Camera System to the Traffic Count Data CIP project for Public Safety Camera
System – Phase 2. The Traffic Count Data project is complete and under budget, and the remaining
funds will be used to add more cameras to the public safety system. Approved at the February 10,
2026, City Council meeting, Item 9.d.
General Fund: Reallocate $26,800 from Police Department Vehicle Maintenance to purchase a
replacement vehicle for the Police Chief. The purchase will be an electric vehicle, meeting state
electric fleet requirements and allowing the department to evaluate future electric fleet options.
The total cost is $63,900, with an insurance payment of $37,100 covering the remaining balance.
Approved at the February 10, 2026, City Council meeting, Item 9.d.
Police Department: Increase the Police Department’s COPS Grant Fund 271 budget to add 2 line
items, reflecting a total increase of $15,800. Approved at the February 10, 2026, City Council
meeting, Item 9.d.
o Appropriate $8,000 from the COPS Grant Fund balance to purchase four additional
drones, which are critical for officer safety and effective incident response by providing
real-time aerial visibility during emergencies, while ensuring trained pilots and fully
deployable equipment are available across all shifts.
o Appropriate $7,800 from the COPS Grant Fund balance to facilitate a Radio Request.
Public Works has an unused radio frequency with an expired FCC license that can be
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relicensed. While existing Motorola radios are functional, they are not encrypted and can
be used by City staff for events to support staff communication.
Additional Requested Third Quarter Budget Adjustments
In addition to the adjustments previously approved by the City Council during the third quarter, one new
budget adjustment is proposed for approval, along with the review and receipt of this report.
Capital Improvement: The City was notified of its Highway Safety Improvement Program (HSIP) grant
award in the amount of $340,560 on February 2, 2025, and received allocation confirmation on November
17, 2025. This grant is part of the 2026 Pedestrian Improvements Project awarded by City Council on
January 27, 2026 item 9.h. This budget adjustments will reflect the funding to increase revenues and
expenditures of $340,500.
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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, which 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 five 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.
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
1.1 Revenue Generation 1.1a 400 W. Branch Disposition and Development Agreement Carryover CMO/CA/CD In Progress 1Q FY 2026-27 In Progress
Pursue New Revenue
Sources
1.1b Develop a Special Event that drives visitation during shoulder and
winter months and build destination awareness Carryover Rec In Progress 4Q FY 2025-26 In Progress
1.1c Develop an Economic Development Program New CMO 1Q FY 2025-26 4Q FY 2025-26 In Progress
1.2 Consider Cannabis as a Means
of Economic Development 1.2a Evaluate cannabis operations that bring in revenue New CD/CMO 1Q FY 2025-26 2Q FY 2025-26 In Progress
1.2b Conduct study session with the City Council regarding potential
cannabis ordinance Carryover CD/CA/CMO/LIS 3Q FY 2025-26 3Q FY 2025-26 Completed
1.2c Conduct study session with the City Council regarding potential
cannabis development agreement Carryover CD/CA/CMO/LIS 4Q FY 2025-26 4Q FY 2025-26 Not Started
1.2d Prepare and adopt cannabis ordinance, if directed by the City
Council Carryover CD/CA/CMO 4Q FY 2025-26 1Q FY 2026-27 Not Started
1.2e Evaluate feasibility of a Cannabis Tax, if directed Carryover CD/AS/CA/CMO 4Q FY 2025-26 1Q FY 2026-27 Completed
1.3 Transient Occupany Tax
Changes
1.3a Work on changes to TBID ordinance for expanded use of TOT
funds New CMO/Rec/LIS 1Q FY 2025-26 1Q FY 2025-26 Completed
1.3b Bring changes to TBID assessment and ordinance to Council for
approval New CMO/Rec/LIS 1Q FY 2025-26 1Q FY 2025-26 Completed
1.3c Evaluate opportunities related to City TBID and potential TOT
Measure New CMO/Rec/LIS In Progress 4Q FY 2024-25 Completed
1.3d Hold study session with City Council and visitor serving
accomodations to eliminate TBID New CMO/Rec/LIS 1Q FY 2025-26 1Q FY 2025-26 Completed
1.3e If directed by Council, issue RFP for consultant to develop a survey
and outreach strategy to community for TOT New CMO/LIS 1Q FY 2025-26 2Q FY 2025-26 No Longer Needed, due
to Council Direction
1.3f Award contract for consultant to survey and develop outreach
strategy for TOT New CMO/LIS 2Q FY 2025-26 2Q FY 2025-26 No Longer Needed, due
to Council Direction
1.3g Conduct public education regarding need for TOT New CMO/LIS 2Q FY 2025-26 2Q FY 2026-27 No Longer Needed, due
to Council Direction
1.3h Bring TOT measure to City Council for consideration of placing on
the November 2026 ballot New CMO/Rec/LIS 4Q FY 2025-26 4Q FY 2025-26 Completed
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Goal Strategy Task/Action Carryover Action
or New
Responsible
Department
Anticipated to
Start Completion Target Update
2.1 Pursue 2026 State Water Ballot
Measure
2.1a Meet with Department of Public Works at the County of San Luis
Obispo to begin discussion surrounding purchasing some allocated State
Water
New CMO/PW 4Q FY 2024-25 1Q FY 2025-26 In Progress
Achieve Water Resilience 2.1b If directed by Council, Issue an RFP for a Consultant to evaluate
feasibility of State Water Ballot Measure New CMO/PW/LIS 1Q FY 2025-26 1Q FY 2025-26 No Longer Needed, due
to Council Direction
2.1c Award bid to consultant and begin public outreach and community
messaging regarding a potential State Water Ballot Measure New CMO/PW/LIS 2Q FY 2025-26 2Q FY 2026-27 No Longer Needed, due
to Council Direction
2.1d Seek Council approval on placing a November Ballot Measure New CMO/PW/LIS 4Q FY 2025-26 4Q FY 2025-26 In Progress
2.2 Seek new Water Sources 2.2a Identify opportunities and constraints associated with new Water
Sources New CMO/PW In Progress Ongoing Ongoing
2.2b Support ongoing development and financing of regional water
solution New CMO/PW In Progress Ongoing Ongoing
2.2c Conduct a water and wastewater rate study to adjust rates based
on changes to water supply and changing or new regional partnerships New AS/PW 1Q FY 2025-26 4Q FY 2026-27 In Progress
2.3 Work with Regional Partners 2.3a Preserve Lopez water supply by working with the County on Lopez
litigation New CMO/PW/CA In progress Ongoing Ongoing
2.3b NCMA Management Agreement Amendments Carryover PW In progress Ongoing Ongoing
Prioritize Key
Infrastructure Projects
3.1 Prioritize Key Infrastructure
Projects 3.1a 2025 Pavement Management Program Construction New PW
4Q FY 2025-26 1Q FY 2026-27 In Progress
3.1b Traffic Way Bridge Replacement Project Carryover PW In progress 3Q FY 2025-26 Completed
3.1c Halcyon Complete Streets Design and Construction Carryover PW In progress 4Q FY 2026-27 In Progress
3.1d Concrete Repair Program Carryover PW 3Q FY 2025-26 Ongoing In Progress
3.1e CMP Lining Carryover CD/PW Completed 2Q FY 2025-26 Completed
3.2 Pursue Alternative Funding
Sources for Infrastructure Funding
3.2a Pursue Grant applications and administration for infrastructure
projects
Carryover PW/CD/AS In progress Ongoing Ongoing
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Goal Strategy Task/Action Carryover Action
or New
Responsible
Department
Anticipated to
Start Completion Target Update
4.1 Economic Development Tasks 4.1a Retail Market Analysis Carryover CD 4Q FY 2024-25 1Q FY 2025-26 Completed
4.1b Market Demand Studies Carryover CD 4Q FY 2024-25 1Q FY 2025-26 Completed
4.2 General Plan Elements 4.2a Land and Safety Analysis Carryover CD 3Q FY 2023-24 2Q FY 2025-26 Completed
4.2b Administrative Draft Carryover CD Completed
4.3 EIR 4.3a Complete draft EIR Carryover CD 1Q FY 2025-26 3Q FY 2025-26 In Progress
4.3b Complete final EIR Carryover CD 3Q FY 2024-25 4Q FY 2025-26 In Progress
4.4 Code Update 4.4a Kick off code update Carryover CD/LIS Not Started
4.4b Bring code changes to Planning Commission for approval Carryover CD 3Q FY 2025-26 3Q FY 2025-26 Not Started
4.4c Bring draft Ordinance of code revision update to Council Carryover CD 4Q FY 2025-26 4Q FY 2025-26 Not Started
4.5 Climate Action Plan 4.5a Kick off CAP and research Carryover CD 1Q FY 2025-26 4Q FY 2025-26 In Progress
4.5b Admin Draft Carryover CD 4Q FY 2025-26 2Q FY 2026-27 In Progress
4.5c Final CAP Carryover CD 2Q FY 2026-27 3Q FY 2026-27 In Progress
5.1 Scope of Work and RFP 5.1a Define scope, research other communities New CD 4Q FY 2024-25 3Q FY 2025-26 In Progress
5.2 Kick Off and Public Outreach 5.2a Kick Off New CD 1Q FY 2025-26 3Q FY 2025-26 Not Started
5.2b Public Outreach New CD Ongoing Ongoing Not Started
5.3 CEQA 5.3a Environmental Review New CD
2Q FY 2025-26 3Q FY 2025-26 Not Started
5.4 Plan Draft 5.4a Administrative Draft Plan New CD 3Q FY 2025-26 1Q FY 2026-27 Not Started
5.5 Final Draft and Hearings 5.5a Final Draft New CD
4Q FY 2025-26 1Q FY 2026-27 Not Started
5.5b Planning Commission Hearings New CD
1Q FY 2026-27 2Q FY 2026-27 Not Started
5.5c City Council Hearings New CD 2Q FY 2026-27 2Q FY 2026-27 Not Started
Complete General Plan
Update
Redevelop the East
Grand Avenue Corridor
(Halcyon Road to Elm
Street)
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