CITY OF FOSTER CITY/
ESTERO MUNICIPAL IMPROVEMENT DISTRICT
SPECIAL MEETING OF MAY 9, 2022
MINUTES
CALL TO ORDER OF CITY COUNCIL/EMID BOARD OF DIRECTORS
The duly called and noticed special meeting of the City Council of the City of Foster City (City), sitting as said Council and as ex officio the Board of Directors of the Estero Municipal Improvement District (EMID) of May 9, 2022 was called to order at 6:30 p.m. by Mayor/President Gehani.
Pursuant to Governor Newsom’s Executive Order N-29-20, as amended through Order N-08-21, the meeting was held as a hybrid meeting.
ROLL CALL
The Communications Director/City Clerk/District Secretary called the roll:
PRESENT: Councilmembers/ex officio Directors Jon Froomin, Sanjay Gehani, Sam Hindi, Patrick Sullivan, and Mayor/President Richa Awasthi.
ABSENT: None.
STAFF PRESENT: Edmund Suen, Interim City/District Manager and Finance Director, Ben Stock, City Attorney/District Legal Counsel; Jennifer Phan, Interim Deputy City Manager; Tracy Avelar, Police Chief; Derek Schweigart, Parks and Recreation Director, Marlene Subhashini, Community Development Director; Maria Saguisag-Sid, Human Resources Director; Louis Sun, Frank Fanara, Parks Manager; Tiffany Oren, Recreation Manager; Mimi Lam, Financial Services Manager; Public Works Director; Rob Lasky, IT Manager; Shuli Chen, Video Technician and Priscilla Schaus, Communications Director/City Clerk/District Secretary.
STUDY SESSION
Mayor/President Awasthi recessed the meeting into Study Session for the Review of the Preliminary Budget for FY 2022-2023 and the Five-Year Financial Plan for FY 2022-2023 to FY 2026-2027.
PRELIMINARY BUDGET FOR FY 2022-2023 AND THE FIVE-YEAR FINANCIAL PLAN FOR FY 2022-2023 TO FY 2026-2027. MINUTE ORDER NO. 1854.
Interim City/District Manager Suen and Interim Deputy City Manager Phan presented the staff report.
Discussion ensued.
Motion by Councilmember/Director Froomin, seconded by Councilmember/Director Gehani, and carried unanimously, 5-0-0, Minute Order No. 1854 was adopted, providing policy direction to accept the reports as presented in the Preliminary Budget for FY 2022- 2023 and directing staff to incorporate the items from the preliminary budget into the revised preliminary budget for FY 2022-2023 to be considered by the Council/Board on the June 6, 2022 budget public hearing.
Meeting recessed into study session at 6:32 p.m. and reconvened at 9:19 p.m.
ORDINANCES FOR INTRODUCTION
ADDING CHAPTER 5.73 (MINIMUM WAGE) TO THE FOSTER CITY MUNICIPAL CODE
Councilmember Gehani recused himself due a conflict of interest because he owns a business within Foster City.
Interim Deputy City Manager Phan presented the staff report.
Discussion ensued.
Motion by Councilmember Hindi, seconded by Councilmember Sullivan, and carried, 3- 0-1, Councilmember Froomin abstained, to introduce “An Ordinance of the City of Foster City Adding Chapter 5.73 (Minimum Wage) to the Foster City Municipal Code” by title and waive further reading.
Motion by Councilmember Hindi, seconded by Councilmember Sullivan, and carried, Councilmember Froomin abstained, to introduce “An Ordinance of the City of Foster City Adding Chapter 5.73 (Minimum Wage) to the Foster City Municipal Code” to second reading.
ADJOURNMENT
Hearing no objection from the City Council/EMID Board, Mayor/President Awasthi adjourned the meeting. Meeting adjourned at 9:26 p.m.
CITY OF FOSTER CITY
MEMORANDUM
DATE: May 9, 2022
TO: Mayor and Members of the City Council
President and Members of the Estero Municipal Improvement District (EMID) Board of Directors
FROM: Edmund Suen, Interim City/District Manager
SUBJECT: CITY COUNCIL BRIEFING AND FY 202 2-2023 OVERVIEW DOCUMENT FOR MAY 9, 2022 BUDGET STUDY SESSION
The purpose of this summary document is to provide a high- level overview of the budget and will focus on any significant changes in revenues and expenditures from las t fiscal year and highlight budgetary trends that will require attention. Based on directi on to be provided at the May 9, 2022 Budget Study Session, City staff will proceed to prepare the FY 2022 -2023 Budget and Five-Year Financial Plan to be considered for a public hearing on June 6, 2022 and then for final adoption on June 20, 2022. Assuming the budget document is approved at the June 20, 2022 meeting, it will become effective on July 1, 2022.
As the FY 2022-2023 Budget is presented to the City Council, lingering impacts from the unprecedented economic crisis resulting from the Novel Coronavirus (COVID -19) are becoming further realized. Challenges such as high inflation, supply -chain disruptions, labor shortages, and impacts from the Russia-Ukraine war compound massive revenue losses that have been occurring since the onset of the pandemic for local governments. Foster City is also dealing with retention and recruitment issues and the escalating costs of labor, while grappling with revenue recovery for sales tax, business license tax, recreation programs and rentals, and especially transient occupancy tax.
As a result, the FY 2022-2023 Budget and 5-Year Financial Plan reflects ongoing operating structural deficits before applying the receipt of American Rescue Plan Act (ARPA) relief funding. After applying the ARPA funding of $4.05 million, a surplus of $114,010 is projected for FY 2022-2023; however, continued structural deficits are anticipated for the outyears . The Preliminary Budget for FY 2022 - 2023 and Five-Year Financial Plan have been prepared with this information in mind and based on the direction provided at earlier public meetings. The objective for City leadership and staff is to assemble an annual budget that balances changes in revenue levels, increased operating expenses, and incorporates the City Council’s strategic priorities while ensuring continuity of essential services for the community without disruption.
The City has a comprehensive budget development process that begins in the previous year (September) and goes through a series of public meetings until adoption in the current year (June).
To best navigate the challenges ahead, strategic solutions are being sought to maintain the City’s strong fiscal foundation. By way of example, the City is exploring an update of the Business License Tax Ordinance to reflect an increase in the gr oss receipts cap as a potential revenue measure for the November 2022 election to protect the City's long-term fiscal sustainability.
The proposed budget reflects a steadfast commitment from staff to advance, to the extent possible, the Vision and Mission of the City Council and community , alongside its core values and strategic priorities, while continuing to prudently manage City resources, and providing for essential services and the City’s critical infrastructure needs.
GENERAL OVERVIEW OF PRELIMINARY FY 2022-2023 BUDGET AND ASSUMPTIONS
Economic conditions from the COVID -19 pandemic continue to weigh on revenues , with signs of slow improvement. The City is still seeing challenges in revenue recovery for recreation program fees and rentals. Sales tax, business license tax, and especially transient occupancy tax (TOT) also continue to see very small gains. While TOT is trending in the right direction, they remain far from the pre-pandemic levels. For the eight months ended February 2022, it was $1.06 million or 24.1% of pre-pandemic full-year mark of $4.39 million and still only 52.2% of the already downgraded fiscal year ended (FYE) 2022 budget of $2.03 million.
In addition, the City’s estimated unfunded pension liability of $64.1 million (as of the June 30, 2021 CalPERS actuarial valuation report) remains an ongoing concern. The City Council had previously authorized a $7.5 million additional discretionary payment (ADP) in June 2021 from its Pension Stabilization Fund (in addition to the $3.48 ADP made in June 2019) . The combination of the CalPERS 21.3% investment returns for FY 2020-2021 and the ADP helped lower the City's unfunded accrued liability (UAL) from an estimated $92.1 million to $64.1 million as of June 30, 2021. To further address the adverse fiscal impacts from the City's growing UAL, a formal pension reduction/funding policy is currently being considered by the Pension Liability Ad Hoc Subcommittee. The intent is to bring the said policy to the entire City Council for discussion in the coming year . This policy will provide guidance in making annual budget decisions, demonstrate prudent financial management, reassure bond rating agencies of management's commitment in addressing pension obligations, and show employees and the public how pensions will be funded.
Also worth noting is that the FY 2022-2023 budget reflects an overall 2.8% increase in General Fund supplies and services costs as a result of current high inflation environment. This is followed by a return to the moderate 2% annual increase for the subsequent four years of the proposed 5- Year Financial Plan.
Notwithstanding, the tepid recovery in TOT and other pandemic impacted revenues combined with labor cost escalation and personnel additions in an inflationary and a disrupted supply chain environment are causing an imbalance in the City's annual General Fund budgets. The preliminary 5-Year Financial Plan for FY 2022-2023 through FY 2026-2027 indicates a General Fund deficit in FY 2022-2023 of $3.94 million before the use of ARPA relief. The annual deficit is anticipated to expand to $4.16 million in FY 2023-2024 before contracting from years three through five to ($3.29), ($2.46), and ($1.82) million respectively. City staff will once again be tasked with finding solutions to resolve the anticipated General Fund structural deficits forecasted for the next 5 years.
Personnel Expenditures for FY 2022 -2023 Budget and 5- Year Financial Plan – As a service organization, personnel costs account for approximately 75% of the City’s General Fund
expenditures (excludes Fire personnel which n ow belong to the San Mateo Consolidated Fire Department JPA and counted as contract services). A net increase of 8.0 full-time FTEs for a citywide total of 172.0 FTEs is r ecommended for FY 2022- 2023. These are proposed to address various service needs t hroughout the organization. The City’s FY 2022- 2023 budget has been developed with the assumption of the resumption of “normal” services, with the most significant restructur ing being the restoration of the Parks and Recreation Department, but with the Buildi ng and Vehicle Maintenance Divisions remaining with the Public Works Department. In FY 2021-2022, new two - year labor agreements were reached for full-time city employees (AFSCME, POA, and management employees). A 4% wage increase was made retroactive to July 1, 2021. Due to the high level of inflation over the past months, staff has included a 5% wage increase assumption for FY 2022-2023 (there is a floor and a ceiling of 3% and 5% respectively based on the April 2022 CPI -U). A 2% annual placeholder increase is assumed for FY 2023- 2024 through FY 2026- 2027. Although both the Classification and Compensation Study is underway, the FY 2022- 2023 Budget and 5- Year Financial Plan does not include any fiscal impacts from potential wage adjustments as a result of recommendations from the completion of the respective studies. Such adjustments, if any would require supplemental budget augmentations to the FY 2022- 2023 budget. In addition, s taff has included the latest CalPERS employer cost estimates into the financial plan, which reflect increased costs based on a reduced discount rate (rate of return on CalPERS’ investment portfolio). The forecasted employer pension costs in the General Fund’s 5- Year Financial Plan is $9.01 million for FY 2022-2023; $9.40 million for FY 2023-2024; $9.32 million for FY 2024-2025; $8.74 million for FY 2025-2026; and $8.45 million for FY 2026-2027.
Levee Protection Planning & Improvements Project – Improvements are needed to address findings from Federal Emergency Management Admi nistration (FEMA) indicating the City’s current l evee system is non-compliant with new FEMA requirements for flood hazard protection. Unless upgrades are made to the levee system, the entire City will be placed in a flood zone designation that will require property owners with federally -backed loans obtain flood insurance and owners selling property in Foster City will also be required to disclose the flood zone designation as part of the sale.
During FY 2020- 2021, the City commenced construction on its Lev ee Protection Planning and Improvements Project (CIP 301- 657). In March 2018, the City Council authorized a June 5, 2018 ballot measure (Measure P) to issue up to $90 million of General Obligation (GO) Bonds to fund this project. The measure passed with over 80% support and in August 2020, $85 million of bonds were issued for the project.
Recreation Center Replacement Project – In FY 2021-2022, the City Council directed staff to proceed with the “build-to-budget” option for the Recreation Center Replacement Project in an amount not - to-exceed $55 million and to proceed with utilizing $36 million funding from Capital Asset Acquisition and Replacement Fund otherwise known as the CAAR F und 326 (4/5 th City Council approval required) and $19 million from General Fund 001 Reserves. The City Council formally adopted a resolution setting aside $19 million of General Fund reserves for the Recreation Center Replacement Project (CIP 301-678). Even with the use of this $19 million, General Fund reserves remain healthy and comfortably ahead of the Reserve Policy level. Staff will be bringing actions to the City Council to move this project forward in the coming year.
Wastewater Treatment Plant Improvements Project – EMID will continue work on the expansion and upgrade of the jointly owned Wastewater Treatment Plant (WWTP) with the City of San Mateo. In accordance with the percentages established in the JPA (San Mateo 75.88%, EMID 24.12%), EMID is responsible for relevant work related to the Wastewater Treatment Plant Mast er Plan improvements only. EMID is not responsible for San Mateo’s collection system improvements. Total project costs for the Clean Water Program is approximately $1 billion in improvements over 10 years, which include the WWTP and San Mateo collection system projects. The estimated share of the WWTP costs for EMID is approximately $153.6 million. EMID and San Mateo, through its jointly established San Mateo-Foster City Public Financing Authority (SM-FC PFA) have completed multiple financings including t he issuance of 2019 Wastewater Revenue Bonds, 2021 short term revenue notes to be taken out by a 2025 approved Water Infrastructure Finance and Innovation Act (WIFIA) loan, and more recently, a State Revolving Fung (SRF) loan. EMID’s share of the total financing is $138.01 million, with a remaining $13.86 million from the Wastewater Enterprise's working capital.
Debt service payments for the project are supported by a 5-year rolling wastewater rate adjustment plan. With rate increases, the Wastewater Enterprise Fund is projected to generate the necessary revenues to meet debt service coverage requirements and to secure the additional financing needed for the District’s share of the WWTP project cost.
Departmental Budget Variances/Exception Requests – After a thorough review of their departments, each Department Head makes recommendations to the City Manager for additional resources (or variances from the current year’s budget) needed to maintain, as well as enhance, appropriate levels of service. The City Mana ger considers each request and determines which will be included in the budget proposal. Summarized in Exhibit A are the details of the variance requests and its associated budgetary cost impacts that were approved by the City Manager and included in the FY 2022-2023 Preliminary Budget proposal. An early preview of personnel exception requests were also shared with City Council at its February 28, 2022 Special Meeting (Budget Stud y Session) in light of the leadership transition occurring with the City Manager role.
The following summaries are the respective service level expectations for each City Department, with the intent of establishing well understood and clear outcomes that help facilitate the delivery of high service levels to the overall Foster City community.
• City Manager – The City Manager Department provides general oversight to all City departments, managing timelines against priorities and developing strategies in collaboration with the departments to meet City goals and objectives ; as well as proactively working to understand and identify technology solutions for evolving business needs, advising on emerging tools to find opportunities for service delivery improvement . The City Manager Department also facilitates healthy and positive working relationships between City Council, staff, and the community. It seeks to build a well -informed community that is effectively engaged in civic affairs, using technology to empower end users and create a positive experience in their interactions with Foster City government , and to encourage sustainable practices in both operations and throughout the community.
• Communications/City Clerk – The Communications/City Clerk Department supports other departments in crafting outward messaging and facilitating engagem ent while also generating original content to promote the City’s priorities, in addition to functions such as ensuring timely agenda review and publication, execution and appropr iate retention of vital records, legislative administration, and coordination with San Mateo County to ensure free and open elections . It seeks to promote the exchange of public information to engage residents in City policies and decision- making processes, in addition to i nclusive public engagement and positive community relations through effective and transparent communications strategies.
• Community Development – The Community Development Department is responsible for long term planning regarding growth a nd development of the City; for reviewing and processing applications for all land use and development proposals; and for maintaining the appearance of the community; ensuring that all construction projects permitted within the City comply with the Califo rnia Building Code, the Foster City Municipal Code and all other applicable codes and regulations . It seeks to maintain and improve the quality of life and public safety of Foster City in keeping with the vision of the City Council in the General Plan and other measures that reflect the City’s heritage as a Master Planned community.
• Finance – The Finance Department provides timely and accurate financial information and reports, completing activities and outputs within all regulatory and policy deadlines ut ilizing the resources allocated ( such as semi-monthly Accounts Payable and pay roll; annual business license renewals; an annually adopted budget by June 30 of each year preceding the beginning of each new fi scal year; complet ing the Annual Comprehensive Fi nancial Report (ACFR) and annual audit within 6 months after the close of each fiscal year, etc.). It seeks to manage the City’s financial resources responsibly in order to maintain and achieve long-term fiscal sustainability for both the organization and community.
• Human Resources – The Human Resources Department is responsible for recruiting, retaining, and developing the “human capital” of the City. The Human Resources Department manages the City’s health benefit program, CalOpps administration, employee and labor relations, employee engagement, wellness and training programs, and risk management and liability claims. Additionally, the Human Resources Department works to ensure that the City complies with State and Federal employment laws and regulations . It seeks to promote individual and team success ; providing for a safe and healthy working environment; inspiration and encouragement for employee morale through recognition, effective
communication and feedback; resources for benefits, policies and procedure s; and positive employee relations.
• Parks & Recreation – The Parks & Recr eation Department provides upkeep and maintenance of parks, public spaces, facilities, and recreational space; in addition to supporting various activities and community-based organizations to strengthen the sense of place and pride in the Foster City community. It seeks to provide safe, clean, and attractive parks throughout the community in addition to offering high quality recreation programs using a variety of different delivery modes for all age groups and all interests.
• Police – The Police Department provides a professional level of public service, ensuring personal safety and the protection of property, with the continuous goal of enhancing the quality of life in the community. It seeks to further its community policing efforts by creating additional opportunities for positive and meaningful interactions with members of the community as well as continuing to develop strategies to reduce and proactively address crime.
• Public Wor ks – The Public Works Department manages infrastructure, engineering construction, operations, and maintenance programs for streets, lagoons, levees, drainage, buildings, the water distribution system, wastewater collection and treatment system, and the vehicle fleet. The Public Works Department manages the City’s Capital Improvement Program and reviews infrastructure improvements for private developments within the City.
It seeks to provide quality leadership in managing capital projects, and maintaining vital public infrastructure, facilities, and equipment in a safe, reliable, and efficient manner.
OVERALL FORECAST AND GENERAL FUND RESERVE
The City is projecting continued volatility for several revenue streams. While economic indicators such as national GDP, employment, consumer spending have recovered from the COVID-19 trauma, local conditions in Foster City continue to suggest that hotels, restaur ants, and recreation center programs and rentals are anticipated to have different recovery timelines. A challenging labor market marked by the great resignation, hybrid work expectations, accelerating wage inflation are changing how businesses operate and increasing the cost of doing business. As previously mentioned, in FY 2021-2022, the City Council authorized an appropriation of $19 million from the General Fund to the City CIP Fu nd for the Recreation Center Replacement Project (CIP 301 -678). Combining these conditions with need for additional resources and staff from various departments, the General Fund is forecasted to be facing multi-year structural deficits. Notwithstanding, the City’s projected June 30, 2022 General Fund reserve balance of $31.21 milli on, or 58.3% is safely above the City Council's reserve policy level of 33 1/3% to 50.0% of the budgeted annual General Fund operating expenditures.
CONCLUSION
The proposed FY 2022-2023 Budget is a combination of short- and long-term recommendations to make incremental steps toward solving the anticipated structural deficits, as well as to place the City in a fisc ally sustainable position. As stressed, t he recovery from the public heal th crisis amo ng multiple economic challenges and rising costs of doing business is anticipated to be gradual . Staff remains cognizant that the prolonged COVID-19 pandemic may bring uncertainty and disruption to the City/District’s operations and revenues, and therefore will continue to prioritize services and make recommendations about necessary resources to best balance fiscal sustainability and the delivery of high-quality services.
If you have any questions about the detail contained in the document and the Preliminary FY 2022- 2023 Budget and 5-Year Financial Plan, please feel free to contact Interim City Manager Edmund Suen or the respective Department Heads in preparation for the Budget Study Session on May 9, 2022.
Attachments:
• Exhibit A – Listing of All Exception Requests
• Link: Preliminary FY 2022-2023 Budget
EXHIBIT A- LISTING OF ALL EXCEPTION REQUESTS
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7 8
9 10
11 12
13 14
15 16
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19 20
21 22
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25 26
27 28
29 30
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63 AB C D E F G H
Values
Fund2 Department Description Exception Request Sum of 2022-23 Sum of 2023-24 Sum of 2024-25 Sum of 2025-26 Sum of 2026-27 Fund 001-003 (General Fund) CDD
2022-23 P 001-0812 Current Planning - Personnel Exception Requests (Housing Coordinator) 185,126$ 187,864 $ 190,652 $ 193,489 $ 196,795 $ 2022-23 P 001-0812 Current Planning - Personnel Exception Requests (Sr Planner) 199,814$ 202,978 $ 206,208 $ 209,506 $ 213,322 $ 2022-23 P 001-0820 Personnel Exception Request - CDD - Bldg - Permit Technician 1 > 2 9,001$ 9,159 $ 9,320 $ 9,508 $ 9,699 $ 2022-23 S 001-0820 Subscription - CDD Building 6,000$ 500 $ 500 $ 6,000$ 500 $ 2022-23 S 001-0820 Travel Training Conference Meetings - CDD Building 8,000$ 16,000 $ 16,000 $ 16,000 $ 16,000 $ CDD Total 407,941$ 416,501 $ 422,680 $ 434,503 $ 436,316 $ City Attorney 2022-23 S 001-0310 Increase to City Attorney Contract 9,007$ 9,187 $ 9,371 $ 9,558 $ 9,750 $ City Attorney Total 9,007$ 9,187 $ 9,371 $ 9,558 $ 9,750 $ City Manager
2022-23 P 001-0110 Management Analyst I (Step 5) to SR Management Analyst (Step 4) 9,037$ 17,464 $ 17,769 $ 18,081 $ 18,414 $ 2022-23 S 001-0110 Animal Control Contract Increase 5,839$ 5,839 $ 5,839 $ 5,839 $ 5,839 $ 2022-23 S 001-0110 Remove Covid-19 Adjustment 9,000$ 9,000 $ 9,000 $ 9,000 $ 9,000 $ 2022-23 S 001-0170 ISF-Self Insurance 247,667$ 252,620 $ 257,673 $ 262,826 $ 268,083 $ 2022-23 S 001-0110 Minimum Wage Administration 45,000$ - $ - $ 15,000$ 15,000 $ City Manager Total 316,543$ 284,923 $ 290,280 $ 310,746 $ 316,335 $ Communications/City Clerk2022-23 S 001-0230-411-4251 Video Technician Contract 9,100$ 9,282 $ 9,468 $ 9,658 $ 9,852 $ Communications/City Clerk Total 9,100$ 9,282 $ 9,468 $ 9,658 $ 9,852 $ Council/Board
2022-23 S 001-1030 Council/Board - Fourth of July Remove COVID + increase cost 50,000$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ Council/Board Total 50,000$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ Financial Services
2022-23 P 001-11## Personnel (Reclassification of OAII to AAII) - Financial Services -$ - $ - $ - $ - $ 2022-23 S 001-1110 Cost Allocation Plan and Fee Study - Financial Services 48,000$ - $ - $ - $ - $ 2022-23 S 001-1130 UT Bills Process rate Increase 2,800$ 3,680 $ 4,578 $ 5,493 $ 6,427 $ 2022-23 S 002-1120 FS SAN MATEO COUNTY (SMC) PROPERTY TAX ADMINISTRATIVE FEES (PTAF) 33,000$ 34,500 $ 36,400 $ 38,200 $ 40,100 $ Financial Services Total 83,800$ 38,180 $ 40,978 $ 43,693 $ 46,527 $ HR 2022-23 CS 001-1210 HR Leadership Development 26,000$ 2022-23 S 001-1210 HR Training 51,000$ 51,000 $ 51,000 $ 51,000 $ 51,000 $ 2022-23 S 001-1210-Travel/Conferences/Meetings 4,250$ 4,250 $ 4,250 $ 4,250 $ 4,250 $ HR Total 81,250$ 55,250 $ 55,250 $ 55,250 $ 55,250 $ ISF-Bldg
2022-23 P 001-0520, 501-0560 & 505-0550 Elimination of Parks/Facility Maintenance Manager (81,007)$ (82,475) $ (83,984) $ (85,532) $ (87,302) $ ISF-Bldg Total (81,007)$ (82,475) $ (83,984) $ (85,532) $ (87,302) $ ISF-Vehicle
2022-23 P 001-0520, 501-0560 & 505-0550 Elimination of Parks/Facility Maintenance Manager (81,007)$ (82,475) $ (83,984) $ (85,532) $ (87,302) $ ISF-Vehicle Total (81,007)$ (82,475) $ (83,984) $ (85,532) $ (87,302) $ Parks 2022-23 P 001-0520 Parks Maintenance Overtime 3,600$ 3,600 $ 3,600 $ 3,600 $ 3,600 $ 2022-23 P 001-0520 Personnel Exception Request-Irrigation Technician Parks 149,065$ 151,277 $ 153,536 $ 155,843 $ 158,524 $ 2022-23 P 001-0520 Personnel Exception Request-PT Park Ambassador -$ - $ - $ - $ - $ 2022-23 P 001-0520, 501-0560 & 505-0550 Elimination of Parks/Facility Maintenance Manager (81,030)$ (82,501) $ (84,008) $ (85,559) $ (87,327) $ 2022-23 S 001-0520 Agriculture Supplies-Chemicals and Fertilizers 15,000$ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 2022-23 S 001-0520 PR MEDIANS & CUL-DE-SAC MAINTENANCE ANNUAL CPI INCREASE 4,500$ 4,500 $ 4,500 $ 4,500 $ 4,800 $ 2022-23 S 001-0520 PR METERS/WATER/SEWER 48,000$ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 2022-23 S 001-0520 Canadian Geese Control-Parks 25,000$ 20,000 $ 20,000 $ 10,000 $ 10,000 $ 2022-23 S 001-0520 Copy Expense 2,000$ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2022-23 S 001-0520 Irrigation Supplies and Repairs 10,000$ - $ 10,000$ 10,000 $ 10,000 $ 2022-23 S 001-0520 Purchase Woodchipper 65,000$ - $ - $ - $ - $ Parks Total 241,135$ 163,876 $ 174,628 $ 165,384 $ 166,597 $ Police
2022-23 P 001-0630 Personnel Exception Request (Records Specialist) - Police 137,284$ 139,607 $ 141,996 $ 144,456 $ 147,261 $ 2022-23 s 001-0610 POLICE PRE-EMPLOYMENT EXAM 13,000$ 13,000 $ 13,000 $ 13,000 $ 13,000 $ 2022-23 S Police Patrol Vehicles - ISF Vehicle & IT (Update to Department Expenditure from ISF-IT) 6,000$ - $ - $ - $ - $ 2022-23 S Police Patrol Vehicles - ISF Vehicle & IT (Update to Department Expenditure from ISF-Vehicle) 69,000$ - $ - $ - $ - $ Police Total 225,284$ 152,607 $ 154,996 $ 157,456 $ 160,261 $ Public Works 2022-23 CS 001-0910 Carryover Engineering On-Call Services 70,000$ - $ - $ - $ - $ 2022-23 P 001-0910 Add Associate/Assistant Engineer to Support Recreation Center Development 216,600$ 220,228 $ 223,933 $ 227,718 $ 231,740 $ 2022-23 P 001-0910 ADD RECREATION CENTER PROJECT
COORDINATOR POSITION 165,587$ 168,239 $ 170,936 $ 173,690 $ 176,621 $ 2022-23 P 001-0920/0930 Add Two (2) PW Maintenance Worker I/II Positions (1) 152,363$ 154,906 $ 157,517 $ 160,497 $ 163,093 $ 2022-23 S 001-0910 Increase Engineering On-Call Services 30,000$ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 2022-23 s 001-0910 STREETLIGHT DATA CONSULTANT -$ - $ - $ - $ - $ 2022-23 S 001-0920 / 001-0930 Reinstate Training 1,000$ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 2022-23 S 001-0920 Lagoon Water Quality Management Plan Implementation 100,000$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 2022-23 S 001-0920 NPDES MRP 3.0 Implementation 25,000$ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 2022-23 S 001-0930 Maintenance and Repair of Traffic Signals, Street Lights, Battery Back-ups 6,000$ 6,000 $ 6,000 $ 6,000 $ 6,000 $ 2022-23 S 001-0930 Traffic Review Committee Projects 30,000$ 30,000 $ 30,000 $ 30,000 $ 30,000 $
EXHIBIT A- LISTING OF ALL EXCEPTION REQUESTS
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AB C D E F G H
Values
Fund2 Department Description Exception Request Sum of 2022-23 Sum of 2023-24 Sum of 2024-25 Sum of 2025-26 Sum of 2026-27 64 65
66 67
68 69
70 71
72 73
74 75
76 77
78 79
80 81
82 83
84 85
86 87
88 89
90 91
92 93
94 95
96 97
98 99
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101
102
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105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
Fund 001-003 (General Fund) Public Works 2022-23 S 001-0930 Utilities and Communication 5,000$ 5,000 $ 5,000 $ 5,000 $ 5,000 $ Public Works Total 801,550$ 740,373 $ 749,386 $ 758,905 $ 768,454 $ Recreation
2022-23 P 001-0510 & 003-05## Personnel Exception Request - Recreation Admin & Programs (Bldg Service Coordinator) 96,351$ 97,649 $ 98,970 $ 100,314 $ 101,890 $ 2022-23 P 001-0510 & 003-05## Personnel Exception Request - Recreation Admin & Programs (Mgmnt Coordinator to Mgmnt Analyst) 17,587$ 32,579 $ 33,155 $ 33,740 $ 34,422 $ 2022-23 P 001-0510 & 003-05## Personnel Exception Request - Recreation Admin & Programs (P&R Director) 297,581$ 302,261 $ 307,025 $ 311,873 $ 317,523 $ 2022-23 P 001-0510 & 003-05## Personnel Exception Request - Recreation Admin & Programs (Recreation Coordinator) -$ - $ - $ - $ - $ 2022-23 S 003-0537 Summer Days Community Event 30,000$ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 2022-23 S 003-0541 Teen Programs Contract Budget 5,000$ 5,000 $ 5,000 $ 5,000 $ 5,000 $ Recreation Total 446,519$ 467,489 $ 474,150 $ 480,927 $ 488,835 $ Fund 001-003 (General Fund) Total 2,510,115$ 2,222,718 $ 2,263,219 $ 2,305,016 $ 2,333,573 $ Fund 005-012 (General Fund) City Manager
2022-23 S 008-0110 Employee Rental Assistance Program Expenses Carryover Request 58,000$
City Manager Total 58,000$
Fund 005-012 (General Fund) Total 58,000$
Fund 101-141 (Special Revenue Fund) CDD 2022-23 CS 124-0832 Affordable Housing - Carryover 643,636$ - $ - $ - $ - $ 2022-23 CS 128 General Plan Main Fund-Carryovers - LEAP 80,424$ - $ - $ - $ - $ 2022-23 CS 128 General Plan Main Fund-Carryovers - SB 2 Grant 208,943$ 2022-23 CS 129 Construction & Demolition-Carryovers 20,000$ - $ - $ - $ - $ 2022-23 S 139-0846 Workforce Housing TBD 18,920$
2022-23 CS 128 General Plan Main Fund-Carryovers - Adoption Inclusionary Housing Ordinance 40,000$ - $ - $ - $ - $ 2022-23 CS 128 General Plan Main Fund-Carryovers - Element Implementation 360,912$ - $ - $ - $ - $ CDD Total 1,372,835$ - $ - $ - $ - $ Fund 101-141 (Special Revenue Fund) Total 1,372,835$ - $ - $ - $ - $ Fund 401-461 (Enterprise Fund) Public Works
2022-23 S 401-0960 Annual Water Supply and Demand Assessment Support Services 25,000$ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 2022-23 S 401-0960 ISF-Self Insurance 115,578$ 117,890 $ 120,247 $ 122,652 $ 125,105 $ 2022-23 S 401-0960 Maintenance of PRVs and ARVs 15,000$ 15,000 $ 15,000 $ 15,000 $ 15,000 $ 2022-23 S 401-0960 Maintenance Repairs to Water Pumps/Engines 12,000$ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 2022-23 S 401-0960 STATE WATER SYSTEM FEE INCREASE 11,000$ 11,000 $ 11,000 $ 11,000 $ 11,000 $ 2022-23 S 401-0960 UCMR Laboratory Testing 10,000$ - $ - $ 10,000$ - $ 2022-23 S 401-0960 Wacker Rammer Compacto r 5,500$ - $ - $ - $ - $ 2022-23 S 451-0970 ISF-Self Insurance 115,578$ 117,890 $ 120,247 $ 122,652 $ 125,105 $ Public Works Total 309,656$ 298,779 $ 303,495 $ 318,305 $ 313,211 $ Fund 401-461 (Enterprise Fund) Total 309,656$ 298,779 $ 303,495 $ 318,305 $ 313,211 $ Fund 501-509 (Internal Service Fund) City Manager 2022-23 CS 502-0110 Carryover Scoreboards 100,000$ 2022-23 S 504-0160 Comcast Digital Receiver Boxes (3,000)$ (3,000) $ (3,000) $ (3,000) $ (3,000) $ City Manager Total 97,000$ (3,000) $ (3,000) $ (3,000) $ (3,000) $ Financial Services 2022-23 S 508-0460 PEMHCA 15,384$ 6,621 $ 6,820 $ 7,025 $ 7,235 $ Financial Services Total 15,384$ 6,621 $ 6,820 $ 7,025 $ 7,235 $ ISF-IT
2022-23 P 504-0160 Personnel Exception Request - City Manager - IT (1 Sr.
Systems Tech > 2 Technology Analyst I) 91,141$ 115,322 $ 116,645 $ 130,963 $ 146,687 $ 2022-23 S 504-0160 Comcast Digital Receiver Boxes 3,000$ 3,000 $ 3,000 $ 3,000 $ 3,000 $ 2022-23 CS 504-0160 it Strategic Plan Consultant 60,000$ - $ - $ - $ - $ ISF-IT Total 154,141$ 118,322 $ 119,645 $ 133,963 $ 149,687 $ ISF-Vehicle 2022-23 CS 501-0560 Carryover Hoist Truck and Dump Truck Replacement 439,764$ - $ - $ - $ - $ 2022-23 S 501-0560 ISF-Self Insurance 71,549$ 34,500 $ 36,400 $ 38,200 $ 40,100 $ 2022-23 S 501-0560 Vehicle Maintenance Contingency 100,000$ 100,000 $ 100,000 $ 100,000 $ 100,000 $ ISF-Vehicle Total 611,313$ 134,500 $ 136,400 $ 138,200 $ 140,100 $ Fund 501-509 (Internal Service Fund) Total 877,838$ 256,443 $ 259,865 $ 276,188 $ 294,022 $ Grand Total 5,128,444$ 2,777,940 $ 2,826,579 $ 2,899,509 $ 2,940,806 $ Breakdown by Fund
Sum of
FY 2022-23
Sum of
FY 2023-24
Sum of
FY 2024-25
Sum of
FY 2025-26
Sum of
FY 2026-27
Fund 001-003 (General Fund) CDD 407,941$ 416,501 $ 422,680 $ 434,503 $ 436,316 $ City Attorney 9,007$ 9,187 $ 9,371 $ 9,558 $ 9,750 $ City Manager 316,543$ 284,923 $ 290,280 $ 310,746 $ 316,335 $ Communications/City Clerk 9,100$ 9,282 $ 9,468 $ 9,658 $ 9,852 $ Council/Board 50,000$ 50,000 $ 50,000 $ 50,000 $ 50,000 $ Financial Services 83,800$ 38,180 $ 40,978 $ 43,693 $ 46,527 $ HR 81,250$ 55,250 $ 55,250 $ 55,250 $ 55,250 $ ISF-Bldg (81,007)$ (82,475) $ (83,984) $ (85,532) $ (87,302) $ ISF-Vehicle (81,007)$ (82,475) $ (83,984) $ (85,532) $ (87,302) $ Parks 241,135$ 163,876 $ 174,628 $ 165,384 $ 166,597 $ Police 225,284$ 152,607 $ 154,996 $ 157,456 $ 160,261 $ Public Works 801,550$ 740,373 $ 749,386 $ 758,905 $ 768,454 $ Recreation 446,519$ 467,489 $ 474,150 $ 480,927 $ 488,835 $ Fund 001-003 (General Fund) Total 2,510,115$ 2,222,718 $ 2,263,219 $ 2,305,016 $ 2,333,573 $ Fund 005-012 (General Fund) Total 58,000$
Fund 101-141 (Special Revenue Fund) Total 1,372,835$ - $ - $ - $ - $ Fund 401-461 (Enterprise Fund) Total 309,656$ 298,779 $ 303,495 $ 318,305 $ 313,211 $ Fund 501-509 (Internal Service Fund) Total 877,838$ 256,443 $ 259,865 $ 276,188 $ 294,022 $ Grand Total 5,128,444$ 2,777,940 $ 2,826,579 $ 2,899,509 $ 2,940,806 $