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Home My WebLink AboutAgenda Report - March 3, 2021 H-01'• CITY OF LODI AGENDA ITEM ,. COUNCIL COMMUNICATION TM AGENDA TITLE: Adopt Resolution Approving Fiscal Year 2020/21 Mid -Year Budget Adjustments MEETING DATE: March 3, 2021 PREPARED BY: Budget Manager RECOMMENDED ACTION: Adopt resolution approving the Fiscal Year 2020/21 Mid -Year Budget Adjustments. BACKGROUND INFORMATION: The City Council adopted the Fiscal Year 2020/21 Budget on June 3, 2020. The budget sets the priorities for funding services within the City of Lodi for the fiscal year. At the time of budget adoption, the impacts of the Covid-19 pandemic to city revenues were unknown. As part of the FY 2020/21 adopted budget, staff recommended a temporary suspension of the Pension Stabilization policy as it relates to the General Fund balance. Staff also has been providing quarterly updates to Council on General Fund revenues to keep Council apprised of the financial impacts as they become known. General Fund Revenues: Due to the pandemic, staff took a conservative approach when originally projecting the FY 21 revenues. General Fund revenues are trending higher than originally budgeted. The current revised budget is $62,834,910. The mid -year revenue projection is $68,299,680 for a year end projection increase of $5,464,770. The majority of the increase is related to the pandemic response and the Great Plates Program that is expected to be reimbursed through both FEMA and the State of California. The major category changes in projected revenues are summarized in Table 1. Table 1 Revenue Category Revised Budget Mid -Year Projection +/- Reimburable Charges 3,678,420 6,976,990 3,298,570 Sales/Use Tax 17,535,870 19,958,000 2,422,130 Propert Tax 11,492,000 11,900,000 408,000 Strike Team Reimbursement 220,000 405,000 185,000 Card Room Fee 1 440,000 1 220,000 (220,000) Late Payments -Utilities 500,000 600 (499,400) General Fund Expenditures: The overall General Fund expenses are projected to be $1,582,366 higher than the current revised budget, primarily due to Covid-19 mitigation which are projected to be reimbursed as indicated above. Table 2 shows the General Fund expenditure projections compared to budget by department. ga r -Manager Table 2 Department Revised Budget Mid -Year Projection +/_ City Attorney 615,140 646,620 (31,480) City Clerk 770,040 749,080 20,960 City Manager 577,150 620,140 (42,990) Economic Development 408,860 382,660 26,200 Fire Department 14,461,600 14,617,440 (155,840) Internal Services 5,322,807 5,255,840 66,967 Non -Departmental 14,712,846 16,306,520 (1,593,674) Police Department 24,978,851 24,754,070 224,781 Public Works 2,891,680 2,988,970 (97,290) Total 64,738.974 1 66,321,340 (1,582.366) Staff is recommending a variety budgetary expenditures changes, supported by the increase in revenue projections. They are summarized in Table 3. Full time requests are addressed later in this report. Table 3 Department Request !costs City Attorney Part-time clerical support 31,480 City Manager Full -Time Public Information Officer 35,000 Fire Department Strike Team support 180,030 Fire Department Training Program 6,000 Non -Departmental General Supplies (COVID related) 1,643,310 Non -Departmental Reduce Transfers to Communtiy Development and Library due to reduction in supported services (240,570) Non -Departmental Partially fund Street Maintenance Worker Non -Departmental Increase support for Parks Tree Trimming _9,800 100,000 Police Department Fund 6 frozen Police Officer positions 186,600 Public Works Fund frozen Traffic Engineer 50,000 General Fund FY 20 Year End Fund Balance — Pension Stabilization and Fleet Fund Deficit Due to the uncertainties of the impact of COVID-19 stay-at-home orders on the General Fund revenues and the projected FY 20 ending fund balance, Council adopted a temporary suspension of the Pension Stabilization Policy until such a time as the impact was known. The FY 20 audit has concluded showing an availability of $3,371,280. FY 21 revenues are projected to cover the expenditure needs. Therefore, staff is recommending restoring the pension stabilization policy. Also needing to be addressed is a deficit in the Fleet Services Fund. This deficit is the result of combined three-year calculation problems when staff attempted to migrate from the RTA fleet management system to the Munis work order platform and labor rate undercharges. • Pension Stabilization: Staff is recommending using a portion of the excess FY 20 General Fund balance to pay down various PERS liabilities. As has been the past practice, all funds with full time staff participate in the pension stabilization program in an equal ratio as the General Fund; however, the General Fund will provide the funding needed for Parks, Recreation and Cultural services. The purchase of PERS liabilities would be indicated in table 4. Table 4 Fund Amount General Fund 3,019,040.00 CCD 67,070.00 EU 513,540.00 Fleet 46,050.00 Library 39,460.00 PRCS 132,600.00 Streets 67,500.00 Transit 20,960.00 Water 170,140.00 Wastewater 170,140.00 'Total 4,246,500.00 • Fleet Services Deficit: Staff is recommending transfer from each of the funds shown in Table 5 to correct the deficit in the fund. Staff has audited the transactions which caused the deficit and accounted for the correct rates within each fund for the services received. Table 5 Department Amount General Fund 314,400 PRCS 37,840 CDD - Admin 3,410 CDD - Building Inspection 590 Streets 72,210 EU - Operations 75,250 Wastewater 70,220 Wastewater - Stormwater 47,180 Water 32,430 Water - Plant 1,640 'Transit- DAR 180,240 Transit - Grapeline 133,930 Transit 0 CNG 22,140 Fleet 9,690 Total 1,001,170 Electric Utility Electric Utility anticipates an increase in revenue of approximately $5,848,200, primarily attributed to an estimated increase in energy sales that have tracked higher than originally estimated in addition to an increase in power supply costs which will be recovered through ECA revenue. Other revenue projected increases are in Work for Others, Greenhouse Gas proceeds and Low Carbon Fuel proceeds. The department anticipates a net increase in expenses of approximately $2,273,554, primarily attributed to an increase in power supply costs and additional capital improvement project. Capital project efforts are increasing due to infrastructure workforce due to new development. Table 6 summarizes the requested changes to current capital projects. Table 6 Project Current Project Budget Revised Requested Project Change i Budget EUCP-21010 - 230Kv Interc 112,502 40,000 152,502 EUCP-15004 - Work for Ot 300,000 700,000 1,000,000 EUCP-15008 - LED Streetlig 150,000 (75,000) 75,000 EUCP-21002 -12kV Overhell 1,651,000 (300,000) 1,351,000 EUCP-20001 - 1267 Feeder 216,964 216,964 EUCP-21005 - Henning Fee 310,000 - 310,000 * change funding source from 50199000 Electric Utility Capital Fund to 50599000 Electric Utility Impact Fee Capital Fund Wastewater Utility Operating revenues are projected $631,820 higher than budgeted. This is due primarily to increases in projected revenues from customer accounts of $816,430 and lower than budgeted developer impact fees of $216,450. Expenditures are expected to be $19,720 lower than budget. Staff is requesting the purchase of a heavy-duty service truck to address the removal of homeless debris and illegal dumping within the city's right-of-ways and facilities. The $80,000 cost will be shared amongst the General Fund, Electric Utility, Wastewater Utility and Water Utility. Water Utility Operating revenues are projected $1,404,670 higher than budgeted. $1,233,350 is expected to come from an increase in customer accounts revenue and the reimbursement receipt of $265,310 for extending water supply to Henderson School. Expenditures are coming in right at budget with a slight increase of $9,120 for a shared vehicle purchase. Streets Fund Operating revenues are projected at a $3,424,920 increase due to reimbursement for prior year's capital projects. Expenditures are trending at budget. Transit Fund Operating revenues are projected at $1,023,000 higher than budget due to Federal Stimulus CARES funding. Expenditures are estimated to be $976,220 less than budgeted, primarily due to reduced bus services in response to the COVID-19 pandemic. Additional Mid -Year Adjustments Staff are recommending adjustments to the city's Self -Insurance Fund to address additional revenues of $782,050 relating to Zupo Field damage property recovery and $442,050 in excess worker's compensation liability. Additionally, $900,000 in expenditure budget is needed for settled worker's compensation claims. Personnel Adjustments Staff is recommending that addition of three full time positions and the reclassification of one position as indicated in Table 7: Table 7 Title Department Annual Cost Mid -Year Est. Public Information Officer City Manager 140,000 35,000 Administrative Clerk Community Development 82,000 20,500 Street Maintenance Worker III Streets 115,000 35,000 Reclass Eng. Tech to Sr. Eng Tech Electric Utility 20,900 10,450 Public Information Officer (PIO) -. The PIO will report to the City Manager and will be responsible for communicating with the public and the media on a variety of topics, and managing the City's comprehensive communications plan, public outreach and media strategies. The PIO will be responsible for preparing speeches, press releases, public service announcements, brochures, flyers, pamphlets, newsletters, annual reports, articles and scripts for City officials and staff to educate the public and enhance the City's public image. The PIO will also be responsible for the managerial oversite of the content published on the City's external website and Intranet. This position will be part of the Confidential Mid -Management unrepresented unit. The recommended salary for this position is: Classification Public Information Officer (PIO) .ep 0 Step 1 3 1 Step 4 $69,775.58 I $73,264.37 1 $76,927.57 $80,773.95 $84,812.65 Administrative Clerk — the Community Development Department has experienced a steady increase in the amount of clerical duties needed to support the busy department. The department has utilized temporary staffing for the past several years and has determined the need for a full- time Administrative Clerk to provide continuous support and will reduce the training of numerous part-time staff who have worked limited duration of the past several years. Street Maintenance Worker III - the primary responsibility of the added Street Maintenance Worker III position will be to remove the increased volume of debris and illegally dumped garbage that the City is experiencing that is within the public right-of-way and City facilities. The Street Maintenance Worker III will provide technical oversite to assigned crew members. This position will be funded by cost transfers to Electric Utility, Water Utility, Wastewater Utility and General Fund. Reclassification of One Electrical Engineering Technician to Senior Electrical Engineering Technician in the Electric Utility Department. The Electric Utility Director is requesting the reclassification of one Electrical Engineering Technician to Senior Electrical Engineering Technician. The incumbent has been performing higher-level advanced and complex electrical engineering work within the Electric Utility Department and has been in a temporary upgrade status since February 2020. The reclassification will provide compensation commensurate with the higher level work currently being performed. The reclassification will not result in additional FTE. In addition to the above changes, staff is recommending restoring the funding in the General Fund for the six Police Officers and Traffic Engineer positions that were frozen in the FY 21 budget due to the uncertainties of the COVID-19 impacts to revenues. FY 21 revenue projections support restoring the full funding for these positions. Attachment A to this report specifies the line item budget adjustments needed for all the above staff recommendations. Attachment B to this report is the job specifications for the new Public Information Officer. FISCAL IMPACT: Revenue and expenditure budget adjustments per attachment A to address staff recommendations. Andrew Keys Andrew Keys, Deputy City Manager Attachments Exhibit A Mid -Year Adjustments FY 2020-21 Current Mid -Year Revised Account Number Account Description Budget Adjustment Budget 100 -103 General Fund Revenue Adjustment 10041100.57407 10041200.55020 10095000.51031 10095000.53207 10095000.55050 10300000.51031 Total Revenue Adjustments Expense Adjustment 10015000.71003 10010000.71001 10041000.71002 10041200.72450 10051000.71001 10095000.71022 10095000.72355 10095000.72533 10095000.76220 10332000.71001 10395000.71189 10395000.76220 10395000.77020 Total Expense Adjustments Mid -Year Ammendments Strike Team Reimbursement Reimbursable Charges Sales Tax Late Payment -Utilities Reimbursable Charges Sales Tax Part -Time Salary Personnel Overtime Professional Services Personnel PERS UAL General Supplies Repairs to Vehicles Transfer Out Personnel Personnel Transfer Charges Transfer Out Capital 120 Library Revenue Adjustment 12000000.50001 Transferin Total Revenue Adjustments Expense Adjustment 1209000.71022 PERS UAL Total Expense Adjustments 200 Parks, Recreation and Cultural Services Revenue Adjustment 20000000.50001 Transfer In Total Revenue Adjustments Expense Adjustment 20070001.71022 PERS UAL 20070001.72533 Repairs to Vehicles Total Expense Adjustments 270 Community Development Revenue Adjustment 27000000.50001 Transfer In Total Revenue Adjustments Expense Adjustment 27080000.71001 27080000.71022 Personnel PERS UAL $ 220,000 $ 185,000 $ 405,000 $ - $ 6,000 $ 6,000 $ 12,035,870 $ 990,130 $ 13,026,000 $ 500,000 $ (499,400) $ 600 $ 3,678,420 $ 3,298,570 $ 6,976,990 $ 5,500,000 $ 1,432,000 $ 6,932,000 $ 21,934,290 $ 5,412,300 $ 27,346,590 $ - $ 31,480 $ 31,480 $ 586,190 $ 35,000 $ 621,190 $ 190,970 $ 180,030 $ 371,000 $ - $ 6,000 $ 6,000 $ 1,212,200 $ 50,000 $ 1,262,200 $ - $ 3,019,040 $ 3,019,040 $ 4,971,688 $ 1,643,310 $ 6,614,998 $ 1,500 $ 314,400 $ 315,900 $ 8,175,870 $ (70,130) $ 8,105,740 $ 1,605,550 $ 186,600 $ 1,792,150 $ - $ 9,800 $ 9,800 $ - $ 22,400 $ 22,400 $ 82,918 $ 100,000 $ 182,918 $ 16,826,886 $ 5,527,930 $ 22,354,816 $ 1,543,700 $ (180,000) $ 1,363,700 $ 1,543,700 $ (180,000) $ 1,363,700 $ 90,400 $ 39,460 $ 129,860 $ 90,400 $ 39,460 $ 129,860 $ 4,880,450 $ 170,440 $ 5,050,890 $ 4,880,450 $ 170,440 $ 5,050,890 $ 64,910 $ - $ $ 132,600 37,840 $ 197,510 $ 37,840 $ 64,910 $ 170,440 $ 235,350 $ 165,000 $ (60,570) $ 104,430 $ 165,000 $ (60,570) $ 104,430 $ 371,500 $ 20,500 $ 392,000 $ 75,700 $ 67,070 $ 142,770 Page 1 of 3 Exhibit A Mid -Year Adjustments FY 2020-21 Current Mid -Year Revised Account Number Account Description Budget Adjustment Budget Mid -Year Ammendments 27080000.72533 Repairs to Vehicles $ 2,170 $ 3,410 $ 5,580 27081000.72533 Repairs to Vehicles $ 6,060 $ 590 $ 6,650 Total Expense Adjustments $ 455,430 $ 91,570 $ 547,000 301-307 Streets Revenue Adjustment 30300000.56037 Measure K Reimbursement 30700000.56402 Other Federal Grants Total Revenue Adjustments Expense Adjustment 30156001.71001 Personnel 30156001.71022 PERS UAL 30156001.72533 Repairs to Vehicles Total Expense Adjustments 436 -IMF Fire Expense Adjustment 43699000.75027 Loan Interest Total Expense Adjustments 500 -508 Electric Utility Revenue Adjustment 50000000.55024 50000000.58800 50000000.58801 50000000.58808 50000000.58809 50300000.59543 Total Revenue Adjustments Expense Adjustment 50060001.71022 50060001.72450 50060001.72533 50060500.72901 50061500.71001 50062000.71188 50064100.71188 50199000.76220 50199000.77020 50362500.72990 50465100.72920 50599000.77020 Total Expense Adjustments 530-531 Wastewater Utility Revenue Adjustment 53000000.58891 53100000.50001 Total Revenue Adjustments Expense Adjustment 53053001.71022 Revenue Other Residential Residential ECA Large Commerical Large Commercial ECA Low Carbon Credits $ $ 1,396,780 $ 1,396,780 $ $ 1,645,600 $ 1,645,600 $ $ 3,042,380 $ 3,042,380 $ 794,900 $ 35,000 $ 829,900 $ 168,310 $ 67,500 $ 235,810 $ 129,080 $ 72,210 $ 201,290 $ 1,092,290 $ 174,710 $ 1,267,000 $ - $ 500 $ 500 $ - $ 500 $ 500 $ 2,500 $ 957,490 $ 959,990 $ 24,171,850 $ 2,092,090 $ 26,263,940 $ 2,299,520 $ 630,790 $ 2,930,310 $ 15,210,760 $ 1,139,880 $ 16,350,640 $ 1,717,330 $ 834,950 $ 2,552,280 $ - $ 193,000 $ 193,000 $ 43,401,960 $ 5,848,200 $ 49,250,160 PERS UAL $ 149,710 $ 513,540 $ 663,250 Professional Services $ 279,420 $ (100,000) $ 179,420 Repairs to Vehicles $ 143,380 $ 75,250 $ 218,630 Generation $ 26,354,800 $ 3,200,000 $ 29,554,800 Personnel $ 871,790 $ 10,450 $ 882,240 Personnel Transfer Receovery $ - $ (100,000) $ (100,000) Personnel Transfer Receovery $ 898,500 $ (803,240) $ 95,260 Transfer Out $ - $ 9,600 $ 9,600 Capital $ 6,654,044 $ (161,960) $ 6,492,084 Special Payment $ - $ 193,000 $ 193,000 Public Benefits Programs $ 971,230 $ (480,000) $ 491,230 IMF Capital $ - $ 526,960 $ 526,960 $ 36,322,874 $ 2,883,600 $ 39,206,474 Customer Accounts $ 15,495,520 $ 816,430 $ 16,311,950 Transfer In - $ 41,600 $ 41,600 $ 15,495,520 $ 858,030 $ 16,353,550 PERS UAL $ - $ 170,140 $ 170,140 Page 2 of 3 Exhibit A Mid -Year Adjustments FY 2020-21 Current Mid -Year Revised Account Number Account Description Budget Adjustment Budget Mid -Year Ammendments 53053001.72533 Repairs to Vehicles $ 134,270 $ 70,220 $ 204,490 53053005.72533 Repairs to Vehicles $ 69,970 $ 47,180 $ 117,150 53199000.77030 Vehicles $ 285,000 $ 38,400 $ 323,400 Total Expense Adjustments $ 489,240 $ 325,940 $ 815,180 560-561 Water Utility Revenue Adjustment 56000000.58891 Customer Accounts $ 11,417,080 $ 1,233,350 $ 12,650,430 Total Revenue Adjustments $ 11,417,080 $ 1,233,350 $ 12,650,430 Expense Adjustment 56052001.71022 PERS UAL $ - $ 170,140 $ 170,140 56052001.72533 Repairs to Vehicles $ 64,070 $ 32,430 $ 96,500 56052005.72533 Repairs to Vehicles $ 3,190 $ 1,640 $ 4,830 56199000.76220 Transfer Out $ - $ 9,600 $ 9,600 Total Expense Adjustments $ 67,260 $ 213,810 $ 281,070 600 Transit Revenue Adjustment 60000000.56507 Federal Stimulus -CARES - $ 942,340 $ 942,340 Total Revenue Adjustments $ - $ 942,340 $ 942,340 Expense Adjustment 60054101.71022 PERS UAL $ 49,160 $ 20,960 $ 70,120 60054103.72533 Repairs to Vehicles $ 186,550 $ 180,240 $ 366,790 60054104.72533 Repairs to Vehicles $ 224,350 $ 133,930 $ 358,280 60054106.72533 Repairs to Vehicles $ 31,440 $ 22,140 $ 53,580 Total Expense Adjustments $ 491,500 $ 357,270 $ 848,770 650 Fleet Revenue Adjustment 65000000.55103 Interfund Credit $ - $ 1,001,170 $ 1,001,170 Total Revenue Adjustments $ - $ 1,001,170 $ 1,001,170 Expense Adjustment 65055000.71022 PERS UAL $ 111,180 $ 46,050 $ 157,230 65055000.72533 Repairs to Vehicles $ 500,000 $ 9,690 $ 509,690 Total Expense Adjustments $ 611,180 $ 55,740 $ 666,920 660-655 Self Insurance Revenue Adjustment 66000000.57701 Damage to Property $ - $ 340,000 $ 340,000 66500000.55020 Reimbursable Charges $ $ 442,050 $ 442,050 Total Revenue Adjustments $ $ 782,050 $ 782,050 Expense Adjustment 66525100.74031 Workers Compensation $ 1,500,000 $ 900,000 $ 2,400,000 Total Expense Adjustments $ 1,500,000 $ 900,000 $ 2,400,000 Page 3 of 3 CITY OF LODI PUBLIC INFORMATION OFFICER (P1O) Exhibit B January 13, 2021 DEFINITION Under the direction of the City Manager, researches, gathers, disseminates and disburses information on behalf of the City Manager; is the spokesperson for the City, providing information through various mediums; and provides staff assistance to the City Manager. DISTINGUISHING CHARACTERISTICS This single position classification is a mid -management level position in the City Manager's office. This position is responsible for communicating with the media on a variety of topics, and managing the City's comprehensive communications plan, public outreach and media strategies. EXAMPLES OF DUTIES Duties may include, but are not limited to the following: Establishes, promotes and maintains effective relations with the media; serves as the primary contact person with the media to ensure a single staff source providing the most accurate information; Develops, manages and administers strategic communication plans; prepares and oversees the drafting of speeches, press releases, public service announcements, brochures, flyers, pamphlets, newsletters, annual reports, articles and scripts for City officials and staff to educate the public and enhance the City's public image; Provides management oversite of the content published on the City's external website and intranet; Ensures website content is appropriate and aligns with City communication plans, strategies and website design standards; Establishes best practices and guidelines for maintaining the web site and other electronic communications, such as social media; Keeps informed on City programs and projects and provides advice on the method and timing of press releases, press conferences, and media events; Identifies opportunities for promoting the City's programs and projects; Plans, organizes and implements multimedia events and special publicity campaigns for various projects, programs and issues; Supervises and manages staff responsible for televising City Council meetings or other assigned support staff; Represents the City effectively in meetings with the media, community groups, or other governmental agencies; CLASS SPECIFICATION CITY OF LODI Public Information Officer (PIO) Page 2 of 3 Provides advice and support to City staff and elected/appointed officials regarding public and media relations; Prepares social media communications for posting on various platforms, including but not limited to City of Lodi Internet, Facebook, Instagram, and Twitter; Interprets regulations, policies and procedures, proposed and enacted legislation, laws and guidelines; Performs a variety of research, evaluation and analytical assignments related to policy and legislative matters and makes recommendations regarding the City's position; Organizes and updates emergency public information communications strategies during a local disaster or other crisis situations; May participate in an active emergency operation center (EOC); Promotes the City's accomplishments to appropriate media sources including posting on social media platforms; Coordinates the City's marketing efforts and ensures they are in accordance with good public relations practices; Ensures sensitive and controversial matters are managed in the most appropriate manner possible; Performs other duties related to the operation of the department and the City including additional duties that enable the department and City to meet the diverse needs of its community. MINIMUM QUALIFICATIONS: Knowledge of: Knowledge of the principles and practices of journalism and public relations, including understanding of requirements of various media including social media platforms; City policies, procedures and codes; complex local, state and federal laws, rules and regulations as they relate to municipal government operations; Principles and practices of personnel administration, supervision and training including selection, planning, performance evaluation and discipline; The Freedom of Information Act and the Brown Act; Principles and practices of marketing and promotion. Ability to: Communicate effectively, both orally and in writing; Prepare clear and concise communications for publication; Prepare and make presentations to the public; Prepare and edit reports and publications covering a wide range of subject matter; CLASS SPECIFICATION CITY OF LODI Public Information Officer (PIO) Page 3 of 3 Efficiently and effectively manage multiple projects, diverse activities and events simultaneously while meeting critical deadlines; Represent the City effectively in meetings with governmental agencies, community groups, boards and commissions, and the public; Maintain effective working relationships with elected officials, executive staff, employees, media and the general public; Respond to inquiries with tact and diplomacy; Exercise independent judgment. EDUCATION AND EXPERIENCE Any combination equivalent to experience and education that would likely provide the required knowledge and abilities would be qualifying. A typical combination is: Frhir-n inn• Possession of a Bachelor's degree from an accredited college or university, with major course work in journalism, public administration, marketing, communications, or a closely related field. Experience: Four years of public relations or mass communication experience preferably in a public agency or governmental setting. LICENSES AND CERTIFICATES: Possession of an appropriate, valid Driver's License from the California Department of Motor Vehicles. PHYSICAL DEMANDS: Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, and over the telephone. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard, or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push and pull. Positions in this classification occasionally lift and carry reports and records that typically weigh less than 20 pounds. ENVIRONMENTAL CONDITIONS: Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives. WORKING CONDITIONS: May be required to work evenings, weekends and holidays, on occasion. FLSA Status: EXEMPT Capital Improvement Plan Project Title: LED Streetlight Improvements Munis Project Code: EUCP-15008 #58 Section I Description Project Length 07/15 to 06/23 Priority High Replacement of post top luminaires with LED luminaires. Approximately 200 to 300 replacements are scheduled to take place annually through 2023. Justification/factor driving project LED Luminaires consume approximately 30% of the power of a High Pressure Sodium Luminaire for comparable illumination. They also last approximately 3 times as long without burning out. Consequently, this initiative will save energy and maintenance costs. A return on investment calculation was done at the outset of this project and it was estimated this project would pay provide a simple payback in approximately 10 years. Additional Information As part of the LED Streetlight Retrofit Program, approximately 5,400 cobra head fixtures have been replaced throughout the City. This project was completed in 2016. In addition, approximately 640 decorative fixtures have been replaced to date with an additional 300 scheduled for completion this year. Decorative fixtures will be replaced over a period of 5 years with a goal to replace approximately 200 to 300 per year. This project supports the City Council adopted Lodi Electric Utility Strategic Plan goal of deploying cost effective technology to improve reliability, customer service, and safety. Section II Estimated Project Costs Expenditure Prior Years FY 19120 FY 20121 FY 21122 FY 22123 FY 23124 FY 24125 Future Yrs Total Estimate Budget Internal Staff $ - $ 25,000 $ - $ 37,500 $ 37,500 $ 37,500 $ 37,500 $ - $ 175,000 Miscellaneous $ 165,533 $ 75,000 $ 75,000 $ 112,500 $ 112,500 $ 112,500 $ 112,500 $ - $ 765,533 Contracts $ 1,485,974 $ 1,485,974 Total Capital Costs $ 1,651,507 $ 100,000 $ 75,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ - $ 2,426,507 Section III Funding Sources/Methods of Financing Funding Source(s) Prior Years FY 19120 FY 20121 FY 21122 FY 22123 FY 23124 FY 24125 Future Yrs Total Estimate Budget 501 - EU Outlay Capital ResE $ 1,651,507 $ 100,000 $ 75,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ - $ 2,426,507 Total Project Financing $ 1,651,507 $ 100,000 $ 75,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ - $ 2,426,507 Section IV Operating Budget Impact Operating Cost or Prior Years FY 19120 FY 20121 FY 21122 FY 22123 FY 23124 FY 24125 Future Yrs Total (savings) Estimate Budget Personnel $ - $ - Other Operating Costs $ - $ - Total Operating Impact $ - $ - $ - $ - $ - $ - $ - $ - $ - Capital Improvement Program - Maintenance Maintenance Project Title: Park tree trimming Munis Project Code: PKCP-20002 #5 Section I Description Project Length 07/20 to 06/21 Priority Trim/remove diseased, dead, hazardous trees in various City parks; on top of PRCS baseline budget of $20,000 within operations. Justification/factor driving project Reduces city liability for claims due to tree damage or injury, reduces cost of emergency tree work, reduces damage to park property from falling limbs/trees, interference with park activities. Additional Information Section II Estimated Project Costs Expenditure Prior Years FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 Future Yrs Total Estimate Budget Contracts $ - $ 80,000 $ 180,000 $ 100,000 100,000 $ 100,000 $ 100,000 N/A $ 660,000 Total Capital Costs $ - $ 80,000 $ 180,0001$ 100,000 $ 100,000 $ 100,000 $ 100,000 NIA $ 660,000 Section III Funding Sources/Methods of Financing Funding Source(s) Prior Years FY 19/20 FY 20/21 Budget FY 21/22 FY 22/23 FY 23/24 FY 24/25 Future Yrs Total 103 - Measure L I $ - Total ProjectFinancing$ - $ 80,000 $ 180,000 $ 80,000 $ 180,000 $ $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 I $ 100,000 $ 100,000 100,000 N/A N/A $ $ 660,000 660,000 Section IV Operating Budget Impact Operating Cost or Prior Years FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 Future Yrs Total (savings) Budget Personnel $ - $ - Other Operating Costs $ - $ - $ - $ - Total Operating Impact $ - $ - $ - $ - $ - $ - $ - Capital Improvement Program - Maintenance Maintenance Project Title: 12 kV Overhead Maintenance Munis Project Code: EUCP-14002 #43 Section I Description Project Length Ongoing Priority High Maintenance and improvements associated with the 12 kV overhead distribution system. Justification/factor driving project These ongoing efforts are primarily focused on the replacement of annealed copper conductors with aluminum conductor steel reinforced (ACSR). Whereas copper is notoriously brittle and prone to breakage with age, ACSR offers optimal strength for overhead line design. Additional activities may include replacement of poles, transformers and/or switches as needed. Additional Information These ongoing maintenance efforts support the City Council adopted Lodi Electric Utility Strategic Plan goal of designing, operating and maintaining a distribution system to ensure safe, reliable electric service. Of the $300,878 FY 19/20 total, $878.30(Materials.Other) was carried forward. Section II Estimated Project Costs Expenditure Prior Years Internal Staff $ - Miscellaneous $ - Contracts $ - Total Capital Costs $ - FY 19/20 FY 20/21 FY 21/22 Estimate Budget $ 510,000 $ 410,000 $ 460,000 $ 390,898 $ 291,000 $ 350,000 $ 650,000 $ 900,898 $ 1,351,000 $ 810,000 FY 22/23 FY 23/24 FY 24/25 Future Yrs $ 308,200 $ 308,200 $ 200,000 $ 234,500 $ 234,500 $ 200,000 $ 542,700 $ 542,700 $ 400,000 $ - Total $ 2,196,400 $ 1,700,898 $ $ 650,000 4,547,298 Section III Funding Sources/Methods of Financing Funding Source(s) Prior Years 501 - EU Outlay Capital ResE $ - Total Project Financing $ - FY 19/20 FY 20/21 FY 21/22 Budget $ 900,878 $ 1,351,000 $ 81 0,000 $ 900,878 $ 1,351,000 $ 810,000 FY 22/23 FY 23/24 FY 24/25 Future Yrs $ 542,700 $ 542,700 $ 400,000 $ 542,700 $ 542,700 $ 400,000 $ - $ $ Total 4,547,278 4,547,278 Section IV Operating Budget Impact Operating Cost or Prior Years (savings) Personnel $ - Other Operating Costs $ - Total Operating Impact $ - FY 19/20 FY 20/21 FY 21/22 Budget $ - $ - $ - FY 22/23 FY 23/24 $ - $ - FY 24/25 Future Yrs Total $ - $ - $ - $ - $ - Capital Improvement Program - Maintenance Maintenance Project Title: Work for Others - Reimbursed I Munis Project Code: EUCP-15004 #46 Section I Description Project Length Ongoing Priority Normal Installation and/or expansion of electrical service infrastructure for new development and/or existing customers. Justification/factor driving project This work is invoiced and paid for by the requesting party with revenues returned to the Electric Utility operating fund. Additional Information These services support the City Council adopted Lodi Electric Utility Strategic Plan by providing services to meet the needs of our customers and operating in a manner that ensures financial stability and customer value. Internal Labor -Assuming completion of one subdivision and miscellaneous projects per year; Miscellaneous -Assuming construction of Perrin Ranch in FY 21/22 and continue for 3 years. Section II Estimated Project Costs Expenditure Prior Years Internal Staff $ - Miscellaneous $ - Total Capital Costs $ - FY 19/20 FY 20/21 Estimate Budget $ 365,000 $ 500,000 $ 405,000 $ 500,000 $ 770,000 $ 1,000,000 FY 21/22 FY 22/23 FY 23/24 $ 275,000 $ 275,000 $ 275,000 $ $ 275,000 $ 275,000 $ 275,000 $ $ 550,000 $ 550,000 $ 550,000 $ FY 24/25 Future Yrs 275,000 275,000 550,000 $ - $ $ $ Total 1,965,000 2,005,000 3,970,000 Section III Funding Sources/Methods of Financing Funding Source(s) Prior Years 501 - EU Outlay Capital Res $ f2$_7,70,000 Total Project Financing $ - FY 19/20 FY 20/21 Budget $ 1,000,000 $ 770,000 $ 1,000,000 FY 21/22 FY 22/23 $ 550,000 $ 550,000 $ 550,000 $ 550,000 FY 23/24 $ FY 24/25 Future Yrs 550,000 $ Total 3,970,000 $ 550,000 $ 550,000 $ 550,000 $ - $ 3,970,000 Section IV Operating Budget Impact Operating Cost or Prior Years (savings) Personnel $ - Other Operating Costs $ - FY 19/20 FY 20/21 Budget FY 21/22 FY 22/23 FY 23/24 FY 24/25 Future Yrs $ $ Total - - Total Operating Impact $ - $ - $ - $ - $ - $ - $ - $ - $ - Capital Improvement Plan Project Title: 230 W Interconnection Munis Project Code: EUCP-14003 #47 Section I Description Project Length 07/14 to 12/24 Priority High Lodi's 230/60kV Substation Project consists of two 230/60kV transformers along with site improvements, facilities and equipment required for the interconnection to PG&E's new 230kV switching station and to Lodi's existing 60/12kV Industrial Substation. The project also includes modifications to Industrial Substation and 230kV additions to PG&E's switching station to complete the interconnection. The new substation will be located on undeveloped land adjacent to Industrial Substation with space allocated for the addition of a third transformer. Justification/factor driving project This project will provide additional transmission interconnection capacity to serve Lodi's future load growth and will reduce transmission access charges by eliminating low voltage transmission charges paid by the utility each year. Additional Information Expenditures to date include planning, legal and preliminary design consulting costs. Final design, environmental and engineering activities will commence in FY 19/20. The project is scheduled to be completed and in service by the end of calendar year 2024. Once in service, the utility will reduce its transmission costs by approximately $4.5M per year - the savings of which will be used to pay the annual debt service associated with the financing of this project. The project supports the Lodi Electric Utility's Strategic Plan by ensuring financial stability and providing reliable electric service to existing and future customers. Section II Estimated Project Costs Expenditure Prior Years FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 Future Yrs Total Estimate Budget Miscellaneous $ - $ - $ - $ - $ - $ 1,200,000 $ 10,800,000 $ 12,000,000 Contracts $ 86,266 $ 350,000 $ 40,000 $ $ $ 18,000,000 $ - $ 18,476,266 Total Capital Costs $ 86,266 $ 350,000 $ 40,000 $ - $ - $ 19,200,000 $ 10,800,000 $ - $ 30,476,266 Section III Funding Sources/Methods of Financing Funding Source(s) Prior Years FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 Future Yrs Total Estimate Budget 501 - EU Outlay Capital ResE $ 86,266 $ 350,000 $ 40,000 $ - $ $ 19,200,000 $ 10,800,000 $ 30,476,266 Total Project Financing $ 86,266 $ 350,000 $ 40,000 $ - $ - $ 19,200,000 $ 10,800,000 $ - $ 30,476,266 Section IV Operating Budget Impact Operating Cost or Prior Years FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 Future Yrs Total (savings) Estimate Budget Personnel $ - $ - Other Operating Costs $ - $ - $ - Total Operating Impact $ - $ - $ - $ - $ - $ - $ - $ - Capital Improvement Plan Project Title: 1267 Feeder Extension Munis Project Code: EUCP-20001 #48 Section I Description Project Length 07/18 to 06/20 Priority High The 1267 feeder circuit from the Industrial Substation currently ends at Reynolds Ranch Parkway. The scope of this project is to extend this circuit to the west along Harney Lane in order to serve upcoming new developments in the southwest part of Lodi. Justification/factor driving project The southwest part of Lodi is served by several feeder circuits from the Henning Substation. However, all of the exiting Henning circuits have reached their contingency capacity. Therefore, in order to serve a portion of the growing load in a reliable manner, extension of the 1267 circuit from the Industrial Substation to the southwest part of Lodi is needed. Additional Information This project is in line with the strategic area of customer focus. LEU will develop and implement programs and provide services to meet the needs of our customer -owners. Section II Estimated Project Costs Expenditure Prior Years FY 19120 FY 20/21 FY 21/22 FY 22123 FY 23124 FY 24/25 Future Yrs Total Estimate Budget Internal Staff $ - $ $ 175,000 $ 175,000 Miscellaneous $ - $ $ 400,000 $ 400,000 Contracts $ - $ $ 25,000 $ 25,000 _ Total Capital Costs $ - $ - $ 600,000 $ - $ - $ - $ - $ - $ 600,000 Section III Funding Sources/Methods of Financing Funding Source(s) Prior Years FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 Future Yrs Total Estimate Budget 501 - EU Outlay Capital ResE $ - $ $ 383,040 $ 383,040 505 - EU Substation & Trans $ - $ $ 216,960 $ 216,960 Total Project Financing $ - $ - $ 600,000 $ - $ - $ - I $ - $ - $ 600,000 Section IV Operating Budget Impact Operating Cost or Prior Years FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 Future Yrs Total (savings) Estimate Budget Personnel $ - $ - Other Operating Costs $ - $ - $ - $ - $ - $ - $ - $ - Total Operating Impact $ - $ - $ - Capital Improvement Plan Project Title: Henning Feeder Extension Munis Project Code: EUCP-21005 #122 Section I Description Project Length 7/20-6/22 Priority High Extend Henning Substation feeder 1247 towards east on Century Blvd. and connect it to the extended 1267 feeder from Industrial substation. Justification/factor driving project 600 amp backbone infrastructure is needed to support the growing residential and commercial load in the South-West part of Lodi. Additional Information This will extend the 600 amp backbone infrastructure to the south-west corner of Lodi. Section II Estimated Project Costs Expenditure Prior Years FY 19120 FY 20/21 FY 21/22 FY 22123 FY 23124 FY 24/25 Future Yrs Total Estimate Budget Internal Staff $ - $ 60,000 $ 60,000 Miscellaneous $ - $ 200,000 $ 200,000 Contracts $ - $ 50,000 $ 50,000 Total Capital Costs $ - $ - $ 310,000 $ - $ - $ - $ - $ - $ 310,000 Section III Funding Sources/Methods of Financing Funding Source(s) Prior Years FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 Future Yrs Total Estimate Budget 505 - EU Substation & Trans $ - $ 310,000 $ 310,000 Total Project Financing $ - $ - $ 310,000 $ - $ - $ - $ - $ - $ 310,000 Section IV Operating Budget Impact Operating Cost or Prior Years FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 Future Yrs Total (savings) Estimate Budget Personnel $ - $ - Other Operating Costs $ - $ - $ - $ - $ - $ - $ - Total Operating Impact $ - $ - $ - $ - H sm I Exhibit A Mid -Year Adjustments FY 2020-21 Current Mid -Year Revised Account Number Account Description Budget Adjustment Budget Mid -Year Ammendments 53053001.72533 Repairs to Vehicles $ 134,270 $ 70,220 $ 204,490 53053005.72533 Repairs to Vehicles $ 69,970 $ 47180 $ 117,150 53199000.77030 Vehicles $ 285,000 80,000 365,000 Total Expense Adjustments S 489,240 $ $ 856,780 560-561 Water Utility Revenue Adjustment 56000000.58891 Customer Accounts $ 11,417,080 $ 1,233,350 $ 12,650,430 Total Revenue Adjustments $ 11,417,080 $ 1,233,350 $ 12,650,430 Expense Adjustment 56052001.71022 PERS UAL $ $ 170,140 $ 170,140 56052001.72533 Repairs to Vehicles $ 64,070 $ 32,430 $ 96,500 56052005.72533 Repairs to Vehicles $ 3,190 $ 1,640 $ 4,830 56199000.76220 Transfer Out $ $ 9,600 $ 9,600 Total Expense Adjustments 67,260 $ 213,810 $ 281,070 600 Transit Revenue Adjustment 60000000.56507 Federal Stimulus -CARES - $ 942,340 $ 942,344 Total Revenue Adjustments S S 942,340 $ 942,340 Expense Adjustment 60054101.71022 PERS UAL $ 49,160 $ 20,960 $ 70,120 60054103.72533 Repairs to Vehicles $ 186,550 $ 180,240 $ 366,790 60054104.72533 Repairs to Vehicles $ 224,350 $ 133,930 $ 358,280 60054106.72533 Repairs to Vehicles $ 31,440 $ 22,140 $ 53,580 Total Expense Adjustments $ 491,500 $ 357,270 $ 848,770 650 Fleet Revenue Adjustment 65000000.55103 Interfund Credit $ - $ 1,001,170 $ 1,001,170 Total Revenue Adjustments $ $ 1,001,170 $ 1,001,170 Expense Adjustment 65055000.71022 PERS UAL $ 111,180 $ 46,050 $ 157,230 65055000.72533 Repairs to Vehicles $ 500,000 $ 9,690 $ 509,690 Total Expense Adjustments $ 611,180 $ 55,740 $ 666,920 660-655 Self Insurance Revenue Adjustment 66000000.57701 Damage to Property $ - $ 340,000 $ 340,000 66500000.55020 Reimbursable Charges $ $ 442,050 $ 442,050 Total Revenue Adjustments $ $ 782,050 $ 782,050 Expense Adjustment 66525100.74031 Workers Compensation $ 1,500,000 $ 900,000 $ 2,400,000 Total Expense Adjustments S 1,500,000 $ 900,000 $ 2,400,000 Page 3 of 3 RESOLUTION NO. 2021-60 A RESOLUTION OF THE LODI CITY COUNCIL AMENDING THE CITY OF LODI FISCAL YEAR 2020-21 BUDGET; APPROVING RE -INSTATING THE PENSION STABILIZATION POLICY TO PAY DOWN LIABILITIES HELD WITH CAL -PERS; APPROVING THE ADDITION, CLASSIFICATION, JOB DESCRIPTION AND SALARY RANGE OF ONE PUBLIC INFORMATION OFFICER; APPROVING THE ADDITION OF ONE ADMINISTRATIVE CLERK AND ONE STREETS MAINTENANCE WORKER III; AND APPROVING RECLASSIFCIATION OF ONE ELECTRICAL ENGINEERING TECHNICIAN TO SENIOR ELECTRICAL ENGINEERING TECHNICIAN WHEREAS, THE City Council adopted the Fiscal Year 2020/21 Budget on June 3, 2020; and WHEREAS, the 2020/21 Financial Plan and Budget was prepared in accordance with the City Council's goals, budget assumptions, and policies; and WHEREAS, the budget Resolution requires a mid -year update which was presented to City Council at its regularly -scheduled meeting on March 3, 2021; and WHEREAS, revisions to the budget are necessary to address circumstances unknown at the time of the budget adoption, and WHEREAS, the Pension Stabilization Policy was temporarily suspended with the adoption of the 2020/21 Financial Plan and Budget; and WHEREAS there is sufficient fund balance available to re -instate the Pensions Stabilization Policy and staff recommends using said funds to pay down various PERS liabilities in place of investing in Public Agency Retirement Solutions (PARS). NOW, THEREFORE BE IT RESOLVED that the Lodi City Council does hereby approve: 1) All budget amendments to Fiscal Year 2020/21 Budget as outlined on Exhibit A; and 2) The use of excess fund balances to pay down various pension liabilities held with Cal -PERS in place of investing in the trust account with Public Agency Retirement Solutions (PARS); and 3) The addition, classification, job description (attached as Exhibit B) and salary range for one Public Information Officer in the City Manager's Office; and 4) The addition of one Administrative Clerk position in the Community Development Department; and 5) The addition of one Streets Maintenance Worker III position in the Public Works Department; and 6) The reclassification of one Electrical Engineering Technician to Senior Electrical Engineering Technician in the Electric Utility Department. BE IT FURTHER RESOLVED, pursuant to Section 6.3q of the City Council Protocol Manual (Res. No. 2019-223), the City Attorney is hereby authorized to make minor revisions to the above -referenced document(s) that do not alter the compensation or term, and to make clerical corrections as necessary. Dated: March 3, 2021 I hereby certify that Resolution No. 2021-60 was passed and adopted by the City Council of the City of Lodi in a regular meeting held March 3, 2021, by the following vote: AYES: COUNCIL MEMBERS — Chandler, Hothi, Khan, Kuehne, and Mayor Nakanishi NOES: COUNCIL MEMBERS — None ABSENT: COUNCIL MEMBERS — None ABSTAIN. COUNCIL MEMBERS — None 140V�tiC-, JENNIF CUSMIR City Clerk 2021-60 Exhibit A Mid -Year Adjustments FY 2020-21 Current Mid -Year Revised Account Number Account Description Budget Adjustment Budget 100 -103 General Fund Revenue Adjustment 10041100.57407 10041200.55020 10095000.51031 10095000.53207 10095000.55050 10300000.51031 Total Revenue Adjustments Expense Adjustment 10015000.71003 10010000.71001 10041000.71002 10041200.72450 10051000.71001 10095000.71022 10095000.72355 10095000.72533 10095000.76220 10332000.71001 10395000.71189 10395000.76220 10395000.77020 Total Expense Adjustments Mid -Year Ammendments Strike Team Reimbursement Reimbursable Charges Sales Tax Late Payment -Utilities Reimbursable Charges Sales Tax Part -Time Salary Personnel Overtime Professional Services Personnel PERS UAL General Supplies Repairs to Vehicles Transfer Out Personnel Personnel Transfer Charges Transfer Out Capital 120 Library Revenue Adjustment 12000000.50001 Transferin Total Revenue Adjustments Expense Adjustment 1209000.71022 PERS UAL Total Expense Adjustments 200 Parks, Recreation and Cultural Services Revenue Adjustment 20000000.50001 Transfer In Total Revenue Adjustments Expense Adjustment 20070001.71022 PERS UAL 20070001.72533 Repairs to Vehicles Total Expense Adjustments 270 Community Development Revenue Adjustment 27000000.50001 Transfer In Total Revenue Adjustments Expense Adjustment 27080000.71001 27080000.71022 Personnel PERS UAL $ 220,000 $ 185,000 $ 405,000 $ - $ 6,000 $ 6,000 $ 12,035,870 $ 990,130 $ 13,026,000 $ 500,000 $ (499,400) $ 600 $ 3,678,420 $ 3,298,570 $ 6,976,990 $ 5,500,000 $ 1,432,000 $ 6,932,000 $ 21,934,290 $ 5,412,300 $ 27,346,590 $ - $ 31,480 $ 31,480 $ 586,190 $ 35,000 $ 621,190 $ 190,970 $ 180,030 $ 371,000 $ - $ 6,000 $ 6,000 $ 1,212,200 $ 50,000 $ 1,262,200 $ - $ 3,019,040 $ 3,019,040 $ 4,971,688 $ 1,643,310 $ 6,614,998 $ 1,500 $ 314,400 $ 315,900 $ 8,175,870 $ (70,130) $ 8,105,740 $ 1,605,550 $ 186,600 $ 1,792,150 $ - $ 9,800 $ 9,800 $ - $ 22,400 $ 22,400 $ 82,918 $ 100,000 $ 182,918 $ 16,826,886 $ 5,527,930 $ 22,354,816 $ 1,543,700 $ (180,000) $ 1,363,700 $ 1,543,700 $ (180,000) $ 1,363,700 $ 90,400 $ 39,460 $ 129,860 $ 90,400 $ 39,460 $ 129,860 $ 4,880,450 $ 170,440 $ 5,050,890 $ 4,880,450 $ 170,440 $ 5,050,890 $ 64,910 $ - $ $ 132,600 37,840 $ 197,510 $ 37,840 $ 64,910 $ 170,440 $ 235,350 $ 165,000 $ (60,570) $ 104,430 $ 165,000 $ (60,570) $ 104,430 $ 371,500 $ 20,500 $ 392,000 $ 75,700 $ 67,070 $ 142,770 Page 1 of 3 Exhibit A Mid -Year Adjustments FY 2020-21 Current Mid -Year Revised Account Number Account Description Budget Adjustment Budget Mid -Year Ammendments 27080000.72533 Repairs to Vehicles $ 2,170 $ 3,410 $ 5,580 27081000.72533 Repairs to Vehicles $ 6,060 $ 590 $ 6,650 Total Expense Adjustments $ 455,430 $ 91,570 $ 547,000 301-307 Streets Revenue Adjustment 30300000.56037 Measure K Reimbursement 30700000.56402 Other Federal Grants Total Revenue Adjustments Expense Adjustment 30156001.71001 Personnel 30156001.71022 PERS UAL 30156001.72533 Repairs to Vehicles Total Expense Adjustments 436 -IMF Fire Expense Adjustment 43699000.75027 Loan Interest Total Expense Adjustments 500 -508 Electric Utility Revenue Adjustment 50000000.55024 50000000.58800 50000000.58801 50000000.58808 50000000.58809 50300000.59543 Total Revenue Adjustments Expense Adjustment 50060001.71022 50060001.72450 50060001.72533 50060500.72901 50061500.71001 50062000.71188 50064100.71188 50199000.76220 50199000.77020 50362500.72990 50465100.72920 50599000.77020 Total Expense Adjustments 530-531 Wastewater Utility Revenue Adjustment 53000000.58891 53100000.50001 Total Revenue Adjustments Expense Adjustment 53053001.71022 Revenue Other Residential Residential ECA Large Commerical Large Commercial ECA Low Carbon Credits $ $ 1,396,780 $ 1,396,780 $ $ 1,645,600 $ 1,645,600 $ $ 3,042,380 $ 3,042,380 $ 794,900 $ 35,000 $ 829,900 $ 168,310 $ 67,500 $ 235,810 $ 129,080 $ 72,210 $ 201,290 $ 1,092,290 $ 174,710 $ 1,267,000 $ - $ 500 $ 500 $ - $ 500 $ 500 $ 2,500 $ 957,490 $ 959,990 $ 24,171,850 $ 2,092,090 $ 26,263,940 $ 2,299,520 $ 630,790 $ 2,930,310 $ 15,210,760 $ 1,139,880 $ 16,350,640 $ 1,717,330 $ 834,950 $ 2,552,280 $ - $ 193,000 $ 193,000 $ 43,401,960 $ 5,848,200 $ 49,250,160 PERS UAL $ 149,710 $ 513,540 $ 663,250 Professional Services $ 279,420 $ (100,000) $ 179,420 Repairs to Vehicles $ 143,380 $ 75,250 $ 218,630 Generation $ 26,354,800 $ 3,200,000 $ 29,554,800 Personnel $ 871,790 $ 10,450 $ 882,240 Personnel Transfer Receovery $ - $ (100,000) $ (100,000) Personnel Transfer Receovery $ 898,500 $ (803,240) $ 95,260 Transfer Out $ - $ 9,600 $ 9,600 Capital $ 6,654,044 $ (161,960) $ 6,492,084 Special Payment $ - $ 193,000 $ 193,000 Public Benefits Programs $ 971,230 $ (480,000) $ 491,230 IMF Capital $ - $ 526,960 $ 526,960 $ 36,322,874 $ 2,883,600 $ 39,206,474 Customer Accounts $ 15,495,520 $ 816,430 $ 16,311,950 Transfer In - $ 41,600 $ 41,600 $ 15,495,520 $ 858,030 $ 16,353,550 PERS UAL $ - $ 170,140 $ 170,140 Page 2 of 3 Exhibit A Mid -Year Adjustments FY 2020-21 Current Mid -Year Revised Account Number Account Description Budget Adjustment Budget Mid -Year Ammendments 53053001.72533 Repairs to Vehicles $ 134,270 $ 70,220 $ 204,490 53053005.72533 Repairs to Vehicles $ 69,970 $ 47,180 $ 117,150 53199000.77030 Vehicles $ 285,000 $ 80,000 $ 365,000 Total Expense Adjustments $ 489,240 $ 367,540 $ 856,780 $ 4,830 Transfer Out $ - 560-561 Water Utility Revenue Adjustment 56000000.58891 Total Revenue Adjustments Expense Adjustment 56052001.71022 56052001.72533 56052005.72533 56199000.76220 Total Expense Adjustments 600 Transit Revenue Adjustment 60000000.56507 Total Revenue Adjustments Expense Adjustment 60054101.71022 60054103.72533 60054104.72533 60054106.72533 Total Expense Adjustments 650 Fleet Revenue Adjustment 65000000.55103 Total Revenue Adjustments Expense Adjustment 65055000.71022 65055000.72533 Total Expense Adjustments 660-655 Self Insurance Revenue Adjustment 66000000.57701 66500000.55020 Total Revenue Adjustments Expense Adjustment 66525100.74031 Total Expense Adjustments Customer Accounts $ 11,417,080 $ 1,233,350 $ 12,650,430 $ 70,120 $ 11,417,080 $ 1,233,350 $ 12,650,430 PERS UAL $ - $ 170,140 $ 170,140 Repairs to Vehicles $ 64,070 $ 32,430 $ 96,500 Repairs to Vehicles $ 3,190 $ 1,640 $ 4,830 Transfer Out $ - $ 9,600 $ 9,600 Interfund Credit $ 67,260 $ 213,810 $ 281,070 Federal Stimulus -CARES $ 942,340 $ 942,340 $ $ 942,340 $ 942,340 PERS UAL $ 49,160 $ 20,960 $ 70,120 Repairs to Vehicles $ 186,550 $ 180,240 $ 366,790 Repairs to Vehicles $ 224,350 $ 133,930 $ 358,280 Repairs to Vehicles $ 31,440 $ 22,140 $ 53,580 $ 491,500 $ 357,270 $ 848,770 Interfund Credit $ - $ 1,001,170 $ 1,001,170 $ - $ 1,001,170 $ 1,001,170 PERS UAL $ 111,180 $ 46,050 $ 157,230 Repairs to Vehicles $ 500,000 $ 9,690 $ 509,690 $ 611,180 $ 55,740 $ 666,920 Damage to Property $ - $ 340,000 $ 340,000 Reimbursable Charges $ $ 442,050 $ 442,050 $ $ 782,050 $ 782,050 Workers Compensation $ 1,500,000 $ 900,000 $ 2,400,000 $ 1,500,000 $ 900,000 $ 2,400,000 Page 3 of 3 CITY OF LODI DEFINITION Under the direction disburses information providing information City Manager. Exhibit B January 13, 2021 PUBLIC INFORMATION OFFICER (PI0) of the City Manager, researches, gathers, disseminates and on behalf of the City Manager; is the spokesperson for the City, through various mediums; and provides staff assistance to the DISTINGUISHING CHARACTERISTICS This single position classification is a mid -management level position in the City Manager's office. This position is responsible for communicating with the media on a variety of topics, and managing the City's comprehensive communications plan, public outreach and media strategies. EXAMPLES OF DUTIES Duties may include, but are not limited to the following: Establishes, promotes and maintains effective relations with the media; serves as the primary contact person with the media to ensure a single staff source providing the most accurate information; Develops, manages and administers strategic communication plans; prepares and oversees the drafting of speeches, press releases, public service announcements, brochures, flyers, pamphlets, newsletters, annual reports, articles and scripts for City officials and staff to educate the public and enhance the City's public image; Provides management oversite of the content published on the City's external website and intranet; Ensures website content is appropriate and aligns with City communication plans, strategies and website design standards; Establishes best practices and guidelines for maintaining the web site and other electronic communications, such as social media; Keeps informed on City programs and projects and provides advice on the method and timing of press releases, press conferences, and media events; Identifies opportunities for promoting the City's programs and projects; Plans, organizes and implements multimedia events and special publicity campaigns for various projects, programs and issues; Supervises and manages staff responsible for televising City Council meetings or other assigned support staff; Represents the City effectively in meetings with the media, community groups, or other governmental agencies; CLASS SPECIFICATION CITY OF LODI Public Information Officer (PIO) Page 2 of 3 Provides advice and support to City staff and elected/appointed officials regarding public and media relations; Prepares social media communications for posting on various platforms, including but not limited to City of Lodi Internet, Facebook, Instagram, and Twitter; Interprets regulations, policies and procedures, proposed and enacted legislation, laws and guidelines; Performs a variety of research, evaluation and analytical assignments related to policy and legislative matters and makes recommendations regarding the City's position; Organizes and updates emergency public information communications strategies during a local disaster or other crisis situations; May participate in an active emergency operation center (EOC); Promotes the City's accomplishments to appropriate media sources including posting on social media platforms; Coordinates the City's marketing efforts and ensures they are in accordance with good public relations practices; Ensures sensitive and controversial matters are managed in the most appropriate manner possible; Performs other duties related to the operation of the department and the City including additional duties that enable the department and City to meet the diverse needs of its community. MINIMUM QUALIFICATIONS: Knowledge of: Knowledge of the principles and practices of journalism and public relations, including understanding of requirements of various media including social media platforms; City policies, procedures and codes; complex local, state and federal laws, rules and regulations as they relate to municipal government operations; Principles and practices of personnel administration, supervision and training including selection, planning, performance evaluation and discipline; The Freedom of Information Act and the Brown Act; Principles and practices of marketing and promotion. Ability to: Communicate effectively, both orally and in writing; Prepare clear and concise communications for publication; Prepare and make presentations to the public; Prepare and edit reports and publications covering a wide range of subject matter; CLASS SPECIFICATION CITY OF LODI Public Information Officer (PIO) Page 3 of 3 Efficiently and effectively manage multiple projects, diverse activities and events simultaneously while meeting critical deadlines; Represent the City effectively in meetings with governmental agencies, community groups, boards and commissions, and the public; Maintain effective working relationships with elected officials, executive staff, employees, media and the general public; Respond to inquiries with tact and diplomacy; Exercise independent judgment. EDUCATION AND EXPERIENCE Any combination equivalent to experience and education that would likely provide the required knowledge and abilities would be qualifying. A typical combination is: Ed ucation Possession of a Bachelor's degree from an accredited college or university, with major course work in journalism, public administration, marketing, communications, or a closely related field. Experience: Four years of public relations or mass communication experience preferably in a public agency or governmental setting. LICENSES AND CERTIFICATES: Possession of an appropriate, valid Driver's License from the California Department of Motor Vehicles. PHYSICAL DEMANDS: Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, and over the telephone. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard, or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push and pull. Positions in this classification occasionally lift and carry reports and records that typically weigh less than 20 pounds. ENVIRONMENTAL CONDITIONS: Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives. WORKING CONDITIONS: May be required to work evenings, weekends and holidays, on occasion. FLSA Status: EXEMPT Fiscal Year 2020/21 Budget Mid Year Report Revenue Adopted Budget Revised Budget Year -End Projection* Revenue Over/(Under) Projection General Fund 59,159,490 62,834,910 68,299,680 5,464,770 Electric Utility 74,567,680 74,567,680 80,415,880 5,848,200 Water Utility 13,871,580 13,871,580 15,276,250 1,404,670 Wastewater Utility 18,612,980 18,612,980 19,244,800 631,820 Transit Fund 5,369,290 5,369,290 6,392,290 1,023,000 Street Fund 7,431,660 7,442,580 10,867,500 3,424,920 Community Development Fund 2,606,260 2,906,260 2,922,260 16,000 Parks, Rec & Cultural Srvs Fund 7,643,330 7,643,330 6,068,810 (1,574,520) Library Fund 1,638,250 1,638,250 1,487,090 (151,160) Self Insurance Fund 4,933,860 4,933,860 5,736,180 802,320 Expenditures Adopted Budget Revised Budget Year -End Projection* Expenditure Over/(Under) Projection General Fund 59,659,490 64,738,974 66,321,340 1,582,366 Electric Utility 75,492,570 78,886,776 81,160,330 2,273,554 Water Utility 13,290,500 20,965,512 20,974,630 9,118 Wastewater Utility 17,355,460 22,741,114 22,721,390 (19,724) Transit Fund 4,501,850 5,239,124 4,262,900 (976,224) Street Fund 6,021,030 11,661,708 11,654,890 (6,818) Community Development Fund 2,494,320 2,797,740 2,792,410 (5,330) Parks, Rec & Cultural Srvs Fund 7,771,830 7,771,830 6,158,010 (1,613,820) Library Fund 1,724,830 1,724,830 1,548,000 (176,830) Fleet Services 2,161,760 2,161,760 2,107,360 (54,400) Capital Outlay Fund 478,500 3,112,923 3,113,420 497 Self Insurance Fund 4,381,290 4,381,290 5,125,690 744,400 * Includes all recommended budget adjustments except Fleet Deficit and Pension Stabilization discussed later in this PowerPoint Funding of Frozen Positions Department Annual Cost Mid -Year Est. Police Officers (6) General Fund - Police 7441000 1861600 Traffic Engineer * General Fund - Pubic Works 195,000 501000 * This position may be partically recovered through the Capital Improvement Project program New Positions Department Annual Cost Mid -Year Est. Public Information Officer ** General Fund - City Manager 140,000 35,000 Administrative Clerk Community Development 821000 201500 Street Maintenance Worker III Streets 115,000 351000 Reclass Eng. Tech to Sr. Eng Tech Electric Utility 20,900 10,450 ** This position will be included in cost of services in future fiscal years for cost recovery General Fund Requests: Increase Tree Trimming Capital Project 1001000 Share cost of Truck with Wastewater 221400 Fire Department Master Training Program 6,000 Fire Strike Team 180,030 Covid Response - Great Plates, EPPs, etc* 1,643,310 Net Transfer Out to Library, PRCS, CDD 9,560 * Covid expenses from March 2020 through February 2021 estimated at $7,783,820 Electric Utility Requests: Power Generation 3,200,000 Reduce professional services (100,000) Reduce deferred Public Benefits programs (480,000) Share cost of Truck with Wastewater 91600 Net increase to Capital Improvement 365,000 Set up of Low Carbon Fuel Credit account 193,000 Water Utility Request: Share cost of Truck with Wastewater 9,600 Wastewater Utility Request Truck for debris cleanup 80,000 Self -Insurance Fund Request Worker's Compensation 900,000 • Pension Stabilization Policy temporarily suspended for FY 21 due to uncertainties of COVID-19 impacts • Audit of financial statements shows $3,371,277 available in unreserved General Fund balance above 16% reserve requirement • FY 21 revenues support operational expenses • Staff recommends re-establishing pension stabilization policy and address Fleet Services fund deficit with excess General Fund balanc • Staff recommends first using the FY 2020 fund balance to correct a deficit in the Fleet Services fund. Other funds will pay their fair share as noted. Department Amount General Fund 3141400 EU - Operations 75,250 Water 34,070 Wastewater 1171400 Transit 336,310 Streets 721210 CDD - Admin 41000 PRCS * 371840 Fleet 91690 Total 11001,170 * General Fund will provide funding for PRCS share; other funds will pay their share • Staff recommends using the remaining fund balance to reinstate the Pension Stabilization Policy with the exception of paying down PERS liabilities instead of investing in PARS pension stabilization trust fund. Fund Amount General Fund 310191040.00 Electric Utility 5131540.00 Water Utility 1701140.00 Wastewater Utility 1701140.00 Transit 201960.00 Streets 67,500.00 Community Development 67,070.00 Parks, Rec, Cultural Srvs 132,600.00 Library 39,460.00 Fleet Services 461050.00 Total 4..246,500.00 • Adopt resolution adjusting appropriations in various funds to address FY 2020/21 needs, approving the addition of (1) Public Information Officer; (1) Administrative Clerk; (1) Maintenance Worker III and reclassifying (1) Electrical Engineering Technician to Senior Electrical Engineering Technician Questions ? __