Winters City Council Meeting

Teleconference Meeting

Tuesday, February 16, 2021 6:30 p.m.

To join this meeting:

https://us02web.zoom.us/j/81902671127?pwd=dmhCYmFycEFCcmlBV0ZBTjBWVk53dz09

Meeting ID: 819 0267 1127 Passcode: 848037

AGENDA

Members of the City Council

Wade Cowan, Mayor Bill Biasi, Mayor Pro-Tempore Harold Anderson Jesse Loren Pierre Neu

PLEASE NOTE – The numerical order of items on this agenda is for convenience of reference. Items may be taken out of order upon request of the Mayor or Councilmembers. Public comments time may be limited, and speakers will be asked to state their name.

Roll Call

Pledge of Allegiance

Approval of Agenda

COUNCIL/STAFF COMMENTS:

PUBLIC COMMENTS: At this time, any member of the public may address the City Council on matters, which are not listed on this agenda. Citizens should reserve their comments for matter listed on this agenda at the time the item is considered by the Council. An exception is made for members of the public for whom it would create a hardship to stay until their item is heard. Those individuals may address the item after the public has spoken on issues that are not listed on the agenda. Presentations may be limited to accommodate all

Winters City Council Agenda Regular Meeting of February 16, 2021 Page - 2 -

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speakers within the time available. Public comments may also be continued to later in the meeting should the time allotted for public comment expire.

CONSENT CALENDAR: All matters listed under the consent calendar are considered routine and non-controversial, require no discussion and are expected to have unanimous Council support and may be enacted by the City Council in one motion in the form listed below. There will be no separate discussion of these items. However, before the City Council votes on the motion to adopt, members of the City Council, staff, or the public may request that specific items be removed from the Consent Calendar for separate discussion and action. Items(s) removed will be discussed later in the meeting as time permits.

A. Minutes of the Regular Meeting of the Winters City Council Held on Tuesday,February 2, 2021 (Pg. )

PRESENTATIONS: None

DISCUSSION ITEMS: 1. Comprehensive Annual Financial Report (CAFR)2. City of Winters Treasurer Report for December 20203. Unfunded Employee Benefit Liabilities4. Consider Providing Direction to Staff Regarding the Development of Cannabis

Regulations______________________________________________________________________

CITY MANAGER REPORT:

INFORMATION ONLY: 1. December 2020 Investment Report

ADJOURNMENT: I declare under penalty of perjury that the foregoing agenda for the February 16, 2021 regular meeting of the Winters City Council was posted on the City of Winters website at www.cityofwinters.org and Councilmembers were notified via e-mail of its’ availability. A copy of the foregoing agenda was also posted on the outside public bulletin board at City Hall, 318 First Street on February 12, 2021, and made available to the public during normal business hours.

______________________________________ Ashley Bussart, City Clerk

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Winters City Council Agenda Regular Meeting of February 16, 2021 Page - 3 -

________________________________________________________________________ City of Winters

Questions about this agenda – Please call the City Clerk’s Office (530) 794-6702. Agendas and staff reports are available on the city web page at www.cityofwinters.org/administrative/admin_council.htm

General Notes: Meeting facilities are accessible to persons with disabilities. To arrange aid or services to modify or accommodate persons with disability to participate in a public meeting, contact the City Clerk.

Staff recommendations are guidelines to the City Council. On any item, the Council may take action, which varies from that recommended by staff.

The city does not transcribe its proceedings. Anyone who desires a verbatim record of this meeting should arrange for attendance by a court reporter or for other acceptable means of recordation. Such arrangements will be at the sole expense of the individual requesting the recordation.

How to obtain City Council Agendas and Agenda Packets:

View on the internet: www.cityofwinters.org/administrative/admin_council.htm

Any attachments to the agenda that are not available online may be viewed at the City Clerk’s Office or locations where the hard copy packet is available.

Email Subscription: You may contact the City Clerk’s Office to be placed on the list. An agenda summary is printed in the Winters Express newspaper.

City Council agenda packets are available for review or copying at the following locations: City Hall – City Clerk’s Office - 318 First Street

City Council meetings are streamed and can be viewed live at http://www.cityofwinters.org/live-city-council-meetings/. A recording of any streamed City Council meeting can be viewed at a later date at http://www.cityofwinters.org/city-council-meeting-recordings/.

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Minutes of the Regular Meeting of the Winters City Council Held via Teleconference (Zoom) on February 2, 2021

______________________________________________________________________

Mayor Cowan called the meeting to order at 6:30 p.m.

Present: Council Members Harold Anderson, Jesse Loren, Pierre Neu, Mayor Pro Tem Bill Biasi, Mayor Wade Cowan

Absent: None Staff: City Manager Kathleen Trepa, Assistant City Attorney Joanna Gin, Director

of Financial Management Shelly Gunby, City Clerk Ashley Bussart, City Engineer Alan Mitchell

Kate Laddish led the Pledge of Allegiance.

Approval of Agenda: City Manager Trepa had no changes to the agenda. Motion by Council Member Neu, second by Council Member Loren to approve the agenda. Motion carried with the following roll call vote:

AYES: Council Members Anderson, Loren, Neu, Mayor Pro Tem Biasi, Mayor Cowan

NOES: None ABSENT: None ABSTAIN: None

COUNCIL/STAFF COMMENTS: Verbal updates were provided by Council Members.

PUBLIC COMMENTS: None

CONSENT CALENDAR A. Approval of the Minutes of the Regular January 19, 2021 Council Meeting

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Minutes of the Regular Meeting of the Winters City Council held via Zoom on February 2, 2021 February 16, 2021

________________________________________________________________________ City of Winters

B. Resolution No. 2021-06, A Resolution Approving Professional ServicesAgreement with Bureau Veritas for Building Division Services, in an amount not toexceed $120,000 for a one-year term

City Manager Trepa provided an overview of the consent calendar items. Motion by Council Member Neu, second by Council member Loren to approve the Consent Calendar. Motion carried with the following roll call vote:

AYES: Council Members Anderson, Loren, Neu, Mayor Pro Tem Biasi, Mayor Cowan

NOES: None ABSENT: None ABSTAIN: None

PRESENTATIONS: 1. Resolution No. 2021-04, A Resolution Honoring Bobbie GreenwoodMayor Pro Tem Biasi read the resolution honoring Bobbie Greenwood and shared his thoughts regarding the contributions Mrs. Greenwood made to the community. Kate Laddish recognized Mrs. Greenwood’s enthusiasm with the children at the Community Pool where she helped teach the children and eased their fear effortlessly. 2. Resolution No. 2021-05, A Resolution Honoring Richard RomingerCouncilmember Loren read the resolution honoring Richard Rominger and shared her thoughts regarding the contributions Mr. Rominger made to the community. Kate Laddish recognized Mr. and Mrs. Rominger’s presence in Yolo County. She spoke to the value of the extraordinary kindness Mr. Rominger showed to all he met. Council Member Loren spoke of Mr. Rominger’s knowledge and willingness to teach. Patty, Rick and Evelyn Rominger joined the meeting. Patty thanked the Council and the Community on behalf on the Rominger family for the kindness they have been shown in this time of loss and sadness.

DISCUSSION ITEMS: None

CITY MANAGER REPORT: City Manager Trepa gave a summary of the recent closed session outlining her performance goals for 2021. They related to

• Fiscal Stability

• Community Engagement and Transparency

• Economic Development

• Community Development

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Minutes of the Regular Meeting of the Winters City Council held via Zoom on February 2, 2021 February 16, 2021

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• Organizational / Operational Excellence

There are a number of key initiatives in each of these general focus areas already underway and others that were agreed to. New goals:

1. Develop and implement a process related to the downtown outdoor dining area,which would include developing, for Planning Commission and Councilconsideration, outdoor dining, and parking policy recommendations.

2. As part of the budget and Council goal setting process, create an organizationalstructure aligned with needs and priorities.

3. Work with the senior community and various advisory bodies and entities tobegin planning for the opening of the new Senior Center.

4. Develop a Council goal setting workshop for this summer that includes detailedfinancial information, which will help prioritize program areas and frame budgetdevelopment for the new Finance Director.

Karen May recognized City Manager Trepa for her hard work that she has done with the Fundraising Committee. Kate Laddish appreciated City Manager Trepa for speaking to Democracy Winters. Councilmember Anderson added to his update. Mayor Cowan expressed his appreciation of City Manager Trepa’s hard work. Tina Lowden appreciates City Manager Trepa being bilingual. Councilmember Loren also recognized City Manager Trepa for being bilingual.

INFORMATION ONLY: Chief Miller recognized Karla Ferguson who retired from the City of Winters after 30 years of service. He outlined staff changes in the department including welcoming two new officers.

ADJOURNMENT: Mayor Cowan adjourned the meeting at 7:10 p.m.

Wade Cowan, MAYOR ATTEST:

______________________________________ Ashley Bussart, City Clerk

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CITY COUNCIL STAFF REPORT

TO: Honorable Mayor and Councilmembers DATE: February 16, 2021 THROUGH: Kathleen S. Trepa, City Manager FROM: Shelly A. Gunby, Director of Financial Management SUBJECT: Comprehensive Annual Financial Report (CAFR)

RECOMMENDATION: Staff recommends that the City Council receive the 2019-2020 Comprehensive Annual Financial Report (CAFR).

BACKGROUND: Every year the City of Winters has an independent audit performed by an outside auditing firm. The audit was performed by Van Landt and Fankhenal LLP for the 2019-2020 fiscal year. Upon completion of the audit, a Comprehensive Annual Financial Report, or CAFR is prepared by staff and the auditors to provide useful financial information for the City Council, staff and the public regarding the operations of the City of Winters.

This year’s CAFR contains information about factors affecting the financial condition of the City, the effect of the economy on our ability to adhere to certain financial policies, information about capital projects and information about the awards that have been received by the City. This information is contained in the transmittal letter.

Included in the Management Discussion and Analysis (MD&A) section is a discussion prepared by staff about the financial highlights for the year, a guide to the financial statements, analysis of the Government Wide Financial Statements and Governmental Activities, other major funds, budgetary highlights, capital and debt administration and economic factors impacting future budgets.

Page 26 of the report includes the Balance Sheet for the Governmental Funds of the City of Winters; these are all funds except for the Water and Sewer Funds and the Trust Funds

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Comprehensive Annual Financial Report Regular City of Winters Council Meeting via Zoom February 16, 2021 for the former redevelopment agency.

The Balance Sheet for the General Fund includes the following items:

Description

Revenue in Excess of

Expenditures Fund BalanceGeneral Fund (616,338.42) (111,380.04) Community Development Dept 277,204.58 (860,328.41) Fireworks 16,813.19 5,206.22 Senior Fund Donations 16.38 378.11 Winters Swim 40.68 1,822.95 Park Maintenance Committee 492.34 2,867.32 Koda Camp (1,034.34) 11,681.57 ASP Tuition 149,714.22 205,525.08 Canine Program 1,304.43 2,356.35 Police Cadet Program (70.88) 3,506.23 Community Garden 807.56 1,090.51 Covid-19 Relief Fund (3,898.03) (3,898.03) General Fund Capital 10,657.56 504,455.47 Capital Equipment Replacement 26,496.00 454,001.36 Service Reserve Fund (252,301.42) 812,629.11 General Plan Deficit 24,260.77 (313,758.80) General Debt Service 1,230.23 60,536.89 Total (364,605.15) 776,691.89

The budget document prepared for the 2020-2021 year projected a total expenditure in excess of revenues (in other words a deficit) for the General Fund of $491,377. This projected deficit was for just the General Fund and the Community Development Department (top two-line items above). Per the chart above, actual expenditures in excess of revenues for these two funds is $339,134. These results are better than projected by $152, 243. While the deficit is lower than expected, and required use of accumulated reserve balances, less reserve balance was required than originally projected. Expenditures were in excess of revenues for a few reasons, most notably the reduction in both the amount of Sales Tax and Transient Occupancy Tax projected. Sales tax received for FY 19-20 was $63,354 less than the amount collected in FY 18-19 and the TOT was $213,927 less than projected for FY 19-20. Other taxes received in FY 19-20 were less than budgeted by $41,843. Revenue reductions realized were $319,124 of the $339,134 expenditures in excess of revenues. The 2020-2021 budget made significant adjustments in revenue projections and in the expenditure budgets of all departments in the General Fund to balance the budget. The impact of the Covid-19 stay at home orders had clear direct impacts and resulted in reduced Sales Tax and TOT revenues.

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Comprehensive Annual Financial Report Regular City of Winters Council Meeting via Zoom February 16, 2021 The other funds that are combined into the General Fund for Financial Reporting purposes are included in the General Fund category because those items are not restricted by law for their use, but, rather restricted for use by decisions made by the City Council, or for ease of determining how a particular program is performing over time.

Included in the CAFR is Note 9 on page 53-55, Post-Retirement Health Insurance Benefits. The City of Winters provides retired employees the opportunity to continue their health insurance with CALPERS. When a retiree elects to continue their health insurance coverage with CALPERS, a portion of the cost is paid by the City of Winters. For 2019 this amount was $136 per month per employee, for 2020 the amount is $139 per month per employee. Prior to the 2017-2018 CAFR, the City implemented and reported based on GASB 45 (Governmental Accounting Standards Board Statement number 45). GASB 45 requires that the City calculate the estimated liability to provide this benefit to employees. In 2018-2019 the City of Winters implemented GASB Statement number 75, Accounting and Financial Reporting for Postemployment Benefits other than Pensions. The City engaged an OPEB (Other Post-Employment Benefits) actuarial to provide the required calculations and information as required under GASB 75. The assumptions used to provide the OPEB liability are detailed on Page 55.

The result of the actuarial is an increase in the OPEB liability from the prior year. Under the Plan Description on page 54, the note references a trust that meets the criteria in paragraph 4 of Statement 75. The City Council adopted a Policy on Pension and OPEB Liabilities in 2019 that was amended December 17, 2019. Staff executed an agreement with PARS for the administration of a OPEB trust and will make the first contributions from the Water and Sewer funds per the policy based on the results of the 2019-2020 audit. The anticipated amount for the contribution for the current year is $55,217.65 from the Water O&M fund 611 and $840.30 from the Sewer O &M fund 621 and will be made before 6/30/21 per the Pension and OPEB Policy. No contributions from the General Fund will be made due to the use of reserves for funding operations for FY 19-20 as discussed above.

Note 10 on page 56-59 discusses the CALPERS Defined Benefit Pension Plan as of June 30, 2017. Pension Reform, known as PEPRA began in January 2013. We have new tiers of retirement for any new CALPERS members, and all new CALPERS members must pay 50% of the normal cost of the defined benefit plan. The City has changed some of our recruitment information based on whether potential employees are current CALPERS members or not. Beginning in 2018 the City may require existing employees to pay 50% of the normal cost of the defined benefit plan. This will impact salary and benefit negotiations with employees in the future. The City Council adopted a Policy on Pension and OPEB Liabilities in 2019 that was amended December 17, 2019. Staff made the first ADP, or Additional Discretionary Payment of $55,217.65 from the Water O & M Fund 621 and $840.30 from the Sewer O & M Fund 621 per our Police on Pension and OPEB liabilities. No contributions from the General Fund will be made due to the use of reserves for funding operations for 19-20 as discussed above.

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Comprehensive Annual Financial Report Regular City of Winters Council Meeting via Zoom February 16, 2021 The CAFR includes a comparison of the proposed budget to actual results for certain funds. These are called Major Funds and in 2019-2020 the City had two Governmental (not Water and Sewer) major funds, the General Fund and The Revolving Loan Fund (which is a combination of 5 funds grouped together). The Revolving Loan Fund had a fund balance of $1,475,204 as of 6-30-20. The actual to budget information for the General Fund can be found on page 63. The original budget projected a ($34,570) change in fund balance, mid-year budget adjustments were made, the projected change in fund balance was $24,870, and the actual change in fund balance from operations was ($364,603). The Budgeted amount included funds 101-General Fund and fund 102-Community Development. The actual change in fund balance for these two funds was ($339,134) or $364,004 less than budgeted. The difference in the budgeted amount and the final result is discussed immediately below the table above. The decrease in fund balance of $364,603 is similar to the use of a savings account to continue to pay for expenses that continue to occur. Additional economic development needs to be implemented in order for the revenues of the City to be at a level to sustain, and hopefully, expand services provided to the community.

Page 72-87 shows the results of the various special revenue funds operated by the City. The first column includes information on the City-Wide Assessment District. This fund is responsible for funding the costs of the services performed to maintain all of the parks within the City. Currently the fund is operating at a deficit, and this deficit is subsidized by the General Fund. The Stone’s Throw project is currently constructing a park in that subdivision and, along with the recently completed Walnut Park and the completion of the Putah Creek Nature Trail, significant new service requirements have been added for park maintenance. Funding for park maintenance is now $82.50 per residential unit per year, and $41.25 per non-residential unit per year. Currently there is no anticipated increase in the rate per unit. Without additional funding sources, the General Fund will continue to subsidize park maintenance. The subsidy from the General Fund to the City-Wide Assessment District for FY 2019-2020 was $108,461.

Beginning on page 119, the Statistical Section compares results for the prior 10 years for various operations. These are required to be provided in specific formats. Page 125 compares the Governmental Fund Balances for the last 10 years; the story of the General Fund is a continual reduction in fund balance from 2012 to present. This shows the impact of using our “savings” account to continue operations. This also shows that while we prepared for the economic “slowdown” by committing to reserve fund balances, we now need to look to increasing fund balances in the future to be prepared for the next “slowdown”. Construction activity for entitled projects will provide some financial benefit, and hoped-for economic improvements as the economy rebounds from the pandemic will also help. However, structurally, the City’s operating budget is out of alignment and fiscal stability must be a high priority.

Page 130 shows the fluctuation in General Fund tax revenues of the City. The impact of the increase in the Utility User tax in 2010-2011 is clear in the Other Taxes column. Also illustrated is the impact of the housing values in the decrease of property taxes from a

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Comprehensive Annual Financial Report Regular City of Winters Council Meeting via Zoom February 16, 2021 high in 2009 of $1,395,538 to the 2010 amount of $1,121,922, a 19% decrease in one year. We are now rebounding from the 2011 low, but still see some volatility in property taxes as 2017 receipts were 2% lower than 2016 but increased significantly in 2018 due to the new homes added by the Winters Ranch Subdivision. The new homes helped increase the assessed value in the 2018-2019 fiscal year by 5% over 2017-2018. The homes added by the Stone’s Throw and Heartland Subdivisions increased the assessed value of property by 11% and Property Tax Revenues by 10%. The impact of Covid—19 stay at home orders and business closures is clearly shown in the reduction from 2018-2019 to 2019-2020 revenues.

Page 120 and 121 show the changes in net position over the past 10 years. The information is comprised in three (3) sections, Governmental Funds, Business Type Funds, and total Primary Government (all funds). Governmental Funds shows a change in Net position from $20,499,134 in 2011 to $37,451,136 in 2020. This can be somewhat deceptive due to the fact that included in the Governmental Funds are all the special revenue funds, and most especially Grant Funds. The use of Grant Funds typically has a negative impact on the Governmental Fund Balances. This is due to the fact that most Grants are handled on a reimbursement basis; that is, the City advances the funds to pay for the services that are grant funded, and then is reimbursed from the Grant for the amounts advanced. This means that most of the time, until the grant is completed, we have always paid more out for grant projects than we have received.

Please note the increase in Net Position of Governmental Activities invested in Capital Assets. In 2011 the amount was $8,699,018 compared to $30,235,484 in 2020. This reflects the City’s investment in buildings, streets and other infrastructure and long-term capital assets. Restricted Net position is the amount that is restricted for use, in most cases, due to grant funding. This includes grants and Revolving Loan funds from grant funded loan repayments.

Business Type Funds are the Water and Sewer Funds which are run more like a business activity with fees for service as the revenue source. These funds also show an increase in investment in Capital Assets. In the Water Fund this includes new wells and water pipes and other long term improvements to the water system; in the Sewer Fund it includes new sewer lift stations, sewer pipes and improvements to the overall wastewater treatment facility as well as other long term improvements to the sewer system.

Page 132 includes information on Assessed Values for the last 10 years, and clearly shows how assessed values were reduced with the housing crisis, and the associated foreclosures and are now beginning to rebound and actually have exceeded the 2010 assessed values beginning in 2020. This is because of the new housing that has been built in recent years outside of the former redevelopment project area. The assessed values in the former redevelopment project area have increased significantly in the last few years. This is due to the sale of property formerly held by the former Redevelopment Agency to private persons/developers for development, and the build out of the Winters Ranch subdivision, which was completely inside the former project area. Once property

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Comprehensive Annual Financial Report Regular City of Winters Council Meeting via Zoom February 16, 2021

transfers from the former Redevelopment Agency or Successor Agency to a private individual or company, it becomes subject to property taxes once again. As development is undertaken and improvements are made, such as homes and/or businesses such as hotels and offices are completed, the assessed value increases and provides additional ongoing property tax revenues to the City of Winters.

The CAFR (Comprehensive Annual Financial Report) is posted on the City of Winters website for the public to have access to read and review. The address is http://www.cityofwinters.org/wp-content/uploads/2019/10/2020CAFR-FY-Winters.pdf

FISCAL IMPACT: None by this action

ATTACHMENT: None (link provided above)

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CITY COUNCIL STAFF REPORT

TO: Honorable Mayor and Councilmembers DATE: February 16, 2021 THROUGH: Kathleen Salguero Trepa, City Manager FROM: Shelly A. Gunby, Director of Financial Management/City Treasurer SUBJECT: City of Winters Treasurer Report for December 2020

RECOMMENDATION: Staff recommends that the City Council receive and file the City of Winters Treasurer Report for December 2020.

BACKGROUND: The City of Winters financial policy requires monthly reports regarding receipts, disbursement and fund balances be submitted to the City Council for review. Unfortunately, due to staffing changes, the report to the City Council has been delayed. Items of note in the attached report are as follows:

General Fund: General Fund revenues are 27% of budgeted (similar to the 28% of budget received by December 31, 2019); the following items affect the cash flows into the General Fund.

• The first installment of Property Tax was received in late January 2021, earlyreview indicates that revenues will be very close to that projected, although itappears that revenues will be somewhat higher than projected, but not significantlymore. This information will be included in the January Treasurer Report.

• The first installment of Property Tax in lieu of VLF was received in late January2021 and revenues will be $32,000 higher than projected. This information will beincluded in the January Treasurer Report.

• Sales and use taxes are remitted to the City two (2) months after they are receivedby the State Board of Equalization. We have received 26% of projected revenues.Early review with HdL indicates that revenues will be approximately as projected.

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City of Winters Treasurer Report for December 2020 Regular City of Winters Council Meeting via Zoom February 16, 2021

• Utility User Tax is received approximately 1-3 months after the utilities are used;UUT receipts are 48% of the budgeted amount.

• Building permit fees received are 83% of the budgeted amount, significantnumbers of building permits have been issued during the first 6 months of the fiscalyear and it appears that building permit fees will meet and/or exceed projections.

• General Fund expenditures are 61% of budget, mostly because we take advantageof paying the entire unfunded liability invoice for the year in July of each year tosave 7.0% on the amount that we pay to CalPERS each year, a small step towardslimiting the growth of the unfunded liability for the City. These expenditures alsoinclude the payment of the entire liability insurance premiums for the fiscal year.

Other funds:

Fund 211 City Wide Assessment District: The first installment of the City-Wide Assessment was received in late January 2021 at the same time that we received the property tax distribution from Yolo County. Current estimates are that actual amounts should be approximately what was projected. More information will be included in the January 2021 Treasurer report.

Fund 611 Water: Water fund revenues are 57% of budget and expenditures are 48% of budget.

Fund 621 Sewer: Sewer fund revenues are 52% of budget and expenditures are 53% of budget.

FISCAL IMPACT: None

ATTACHMENTS: 1. Summary of General Fund Revenues2. Summary of Revenues3. Summary of Expenditures4. Cash Balances5. Fund Balance Report

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City of WintersGeneral Fund Revenue SummaryJuly 1, 2020-December 31, 2020

Percent of Year Complete 50%

Budget December 2020 Year to Date % of BudgetG/L Code Account Description 2020-2021 Actual Actual Received101-41101 Property Tax 818,228.00$ 101-41103 Property Tax in Lieu of VLF 722,523.00$ 101-41104 1290 Pass Through 68,602.00$ 101-41105 Residual RDA Revenues 130,000.00$ 101-41401 Sales & Use Tax 633,361.00$ 163,287.00$ 26%101-41402 Prop 172 34,561.00$ 0%101-41403 Franchise Fee 280,000.00$ 78,171.00$ 28%101-41404 Property Transfer Tax 20,000.00$ 0%101-41405 Utility Tax 801,000.00$ 93,020.00$ 388,282.00$ 48%101-41406 Municiple Services Tax 336,820.00$ 26,800.00$ 159,768.00$ 47%101-41408 TOT Tax 221,688.00$ 37.00$ 0%101-41407 Business Licenses 33,000.00$ 300.00$ 4,432.00$ 13%101-46102 Building Permits 420,685.00$ 68,613.00$ 349,991.00$ 83%101-46103 Encroachment Permit 1,200.00$ 45.00$ 835.00$ 70%101-46104 Other Licenses & Permits 30,000.00$ 2,664.00$ 15,701.00$ 52%101-41509 Homeowners Property Tax Relief 16,000.00$ 0%101-48106 Post Reimbursement 3,500.00$ 1,219.00$ 35%101-41511 Off-Highway Motor Vehicle101-42102 Copy Fees 500.00$ 76.00$ 740.00$ 148%101-42103 Plan Check Fees 69,500.00$ 10,342.00$ 64,747.00$ 93%101-42104 Planning Application Fees 5,000.00$ 2,730.00$ 55%101-42107 Project Monitoring Fees 2,500.00$ 533.00$ 21%101-42108 Police Reports 500.00$ 0%101-42109 Fingerprint Fees 1,700.00$ 415.00$ 24%101-42111 Towing/DUI Reimbursement 500.00$ 15.00$ 330.00$ 66%101-42112 Ticket Sign Off Fees 100.00$ 130.00$ 130%101-42201 Recreation Fees 1,400.00$ 0%101-42205 Basketball Revenues 6,000.00$ 0%101-42212 Pool Concession Stand Revenues 5,567.00$ 101-42301 Park Rental 2,000.00$ 225.00$ 11%101-42303 Community Center Rental 3,500.00$ 4,800.00$ 101-44101 Rents/Leases Revenues 94,400.00$ 368.00$ 36,445.00$ 39%101-43151 Fire District Payments 275,400.00$ 0%101-44102 Interest Earnings 1,000.00$ 0%101-46106 Reinspect Fee 500.00$ 95.00$ 285.00$ 57%101-46107 Fire Dept Review Fees 40,521.00$ 6,784.00$ 31,881.00$ 79%101-49101 Contributions 62,391.00$ 4,443.00$ 21,989.00$ 35%101-49102 Reimbursements/Refunds 34,500.00$ 588.00$ 2%101-49104 Miscellaneous Revenues 5,000.00$ 25.00$ 3,960.00$ 79%101-49106 Cash Over/Short 31.00$ 11.00$ 101-49109 Developer Planning Reimbursement 5,000.00$ 5,683.00$ 17,634.00$ 353%101-49504 Successor Agency Admin Fee 250,000.00$ 20,833.00$ 125,000.00$ 50%

Total Revenues 5,429,580.00$ 243,637.00$ 1,479,733.00$ 27%

Attachment 1

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City of WintersSummary of Revenues

July 1, 2020 through December 31, 2020

% of Year Completed 50%

Budget December 2020 Year to Date Budget to be % of BudgetFund Fund Description 2020-2021 Actual Actual Received Received

101 General Fund $5,429,580 $243,637 $1,479,733 $3,949,849 27%104 Fireworks Fund 11 (11) 105 Senior Fund 10 1 9 10%106 Winters Swim Lessons 20 4 16 20%107 Park Maintenance 56 6 50 11%111 Afterschool Tuition Fund 41,000 5,260 22,366 18,634 55%115 Canine Program 5 519 (514) 999%116 Police Cadet Fund 20 57 (37) 285%117 Community Garden Fund 364 121 243 33%118 Covid Relief Fund 89,875 120 Cares Act Funding 200,000 201 Fire Prevention Grant 5 2 3 40%208 First Time Homebuyer In Lieu 756 193 563 26%209 In Lieu Affordaable Housing 196,710 20,735 108,965 87,745 55%211 City Wide Assessment 288,709 288,709 212 Flood Assessment District 25 9 16 36%221 Gas Tax 191,045 29,862 91,409 99,636 48%226 Road Rehabilitation and Mainten 140,084 10,169 45,127 94,957 32%231 State COPS AB1913 140,025 1 92,544 47,481 66%233 Realignment 400 141 259 35%251 Traffic Saftey 4,100 625 3,475 15%252 Asset Forfieture 422 1,680 (1,258) 398%254 Vehicle Theft Deterrent 2 (2) 267 Grant Ave Improvement291 Beverage Recycling 5,005 21 4,984 294 Transportation 377,291 1,536 375,755 299 AFter School Program 73,951 507 73,444 1%321 EDBG 99-688 Buckhorn 2,319 189 1,229 1,090 53%322 EDBG 96-405 Cradwick 3,000 3,000 324 YQAMD Grant 6,000 (6,000) 326 16-Home-10803 2,195,480 342 Afterschool-Rominger 63,600 352 63,248 1%343 21st Grant Waggoner 66,941 15,161 51,780 23%344 21st Grant Rominger 35,150 12,161 22,989 35%345 21st Grant-Munchkin 81,550 23,701 57,849 29%351 RLF Housing Rehab 4,773 398 2,387 2,386 50%352 RLF Affordable Housing 35,606 (35,606) 356 RLF HOME Program 8 25,416 (25,408) 999%358 Program Income 57,377 1,851 116,183 (58,806) 202%373 Senior Center Generator 80,000 80,000 411 Street Impact Fee 294,394 38,952 163,220 131,174 55%412 Storm Drain Impact Fee 1,400 1,806 (406) 129%413 Parks & Recreation Impact Fee 442,513 30,120 108,164 334,349 24%414 Public Saftey Impact Fee 96,230 10,943 50,013 46,217 52%415 Fire Impact Fee 193,517 22,148 100,815 92,702 52%416 General Facilities Impact Fee 162,605 18,531 84,642 77,963 52%417 Water Impact Fee 221,531 27,608 137,671 83,860 62%418 Sewer Impact Fee 286,632 35,456 155,374 131,258 54%419 Flood Fees 1,300 438 862 34%421 General Fund Capital 4,733 1,070 3,663 23%422 Landfill Capital 99 (99) 423 Street Capital 20 2 13 7 65%424 Parks & Recreation Capital 331 51,213 51,297 (50,966) 999%427 Capital Equipment 28,240 41,297 (13,057) 146%429 Service Reserve Fund 28,589 1,664 26,925 6%481 General Plan 1992 15,093 1,755 7,781 7,312 52%482 Flood Control Study 8 3 5 38%492 RAJA Storm Drain 260 88 172 34%494 CARF 12,237 2,080 10,874 1,363 89%495 Monitoring Fee 15,093 1,755 7,800 7,293 52%496 Storm Drain Non-Flood 2 1 1 50%501 General Debt Service 129 (129) 611 Water O & M 1,696,329 104,484 961,881 734,448 57%612 Water Reserve 3,000 14 2,986 616 Water Conservation 60 28 32 47%617 Water Meter Fund 6,200 427 5,773 7%619 Water Debt Service 94,848 (94,848) 621 Sewer O & M 1,915,358 137,149 995,717 919,641 52%622 Sewer Reserve 107 (107) 629 Sewer Debt Service 116,065 (116,065) 803 Elderberry Mitigation 40,000 40,000 805 Senior Center FFE 1,000 3,500 831 Swim Team 15,000 19,538 (4,538) 130%833 Festival de la Communidad 24,856 78 24,778 836 PCH HOA 135 35 100 26%838 WPD Youth Services 3 1 2 33%839 Youth Day 6 2 4 33%841 PD Cancer Fund 70 2,467 (2,467)

Total Revenues $12,709,976 $875,368 $7,768,097 $7,510,736 59%

Attachment 2

16

City of WintersSummary of Expenditures

July 1,2020 through December 31, 2020

% of Year Comp 50%

Budget December 2020 Year to Date Unspend % of BudgetFund Fund Description 2020-2021 Actual Actual Budget Available

101 General Fund Expenditures by Deparment110 City Council 24,895$ (2,604)$ 6,364$ 18,531$ 74%120 City Clerk 1,275 8,425 23,636 (22,361) -1754%160 City Manager 152,658 12,746 118,638 34,020 22%161 Economic Development & Housing 1,480 6,758 (6,758) 170 Administrative Services 8,683 3,023 20,032 (11,349) -131%180 Finance 88,169 (465) 60,955 27,214 31%210 Police Department 2,941,358 196,947 1,735,817 1,205,541 41%310 Fire Department 1,322,943 113,184 861,986 460,957 35%410 Community Development 175,551 8,643 51,617 123,934 71%420 Building Inpections 354,901 27,044 196,331 158,570 45%610 Public Works-Administration 221,710 8,110 122,330 99,380 45%710 Recreation 7,689 375 2,781 4,908 64%720 Community Center 52,927 6,875 40,436 12,491 24%730 Swimming Pool 65,535 3,995 56,457 9,078 14%

Total General Fund Expenditure 5,418,294$ 387,778$ 3,304,138$ 2,114,156$ 39%108 Munchkin Summer Camp (180) (180) 180 111 Afterschool Tuition Fund 1,648 9,104 (9,104) 115 Police Canine Program 176 1,399 (1,399) 116 Police Cadet Program 502 (502) 117 Community Garden 69 (69) 118 Covid -19 relief 2,428 17,804 (17,804) 120 Cares Act funding 94,627 200,000 (200,000) 209 In Lieu Affordable Housing 5,509 14,092 (14,092) 211 City Wide Assessment 290,232 59,107 193,982 96,250 67%221 Gas Tax Fund 190,577 9,196 72,155 118,422 38%226 Road M & R 168,101 13,707 154,394 8%231 State COPS 1913 174,558 10,947 69,343 105,215 40%233 Realignment 6,163 6,163 251 Traffic Saftey 15,406 14,298 1,108 93%254 Vehicle Theft Deterrent 26,346 (26,346) 291 Beverage Recycling Grant 5,000 5,000 294 Transportation 553,888 12,989 122,784 431,104 22%299 After School Program 74,350 5,555 33,989 40,141 46%321 EDBG 99-688 Buckhorn 1,450 8,702 (8,702) 324 YQAMD Grant 6,000 (6,000) 326 16-Home-10803 6,972 16,860 (16,860) 331 Senior Center Grant 478 746 (746) 332 CDBG-Covid 235 235 (235) 342 Afterschool-Rominger 63,600 6,887 36,522 27,078 57%343 21st Grant-Waggoner 66,941 4,250 13,197 53,744 20%344 21st Grant-Rominger 35,150 5,081 17,008 18,142 48%345 21st Grant-Munchkin 81,550 725 29,081 52,469 36%351 RLF Housing Rehab 398 2,387 (2,387) 352 RLF Affordable Housing 55,377 103,606 (48,229) 187%356 RLF HOME Program 416 803 (387) 193%358 Program Income 431 1,494 (1,494) 371 PSPS Generator Grant 267 (267) 411 Street Impact Fee 170 14 85 85 50%412 Storm Drain Impact Fee 311 26 156 155 50%413 Park & Recreation Impact Fee 173 15 91 82 53%414 Public Saftey Impact Fee 101,844 14 81 101,763 415 Fire Impact Fee 172 14 86 86 50%416 General Facility Impact Fee 204,454 371 7,113 197,341 3%417 Water Impact Fee 256 20 120 136 47%418 Sewer Impact Fee 158 13 79 79 50%419 Flood Fees 8,839 (8,839) 422 Landfill Capital 103,000 5,438 34,845 68,155 34%423 Street Capital 190 (190) 424 Parks & Recreation Captial 5,886 5,886 (5,886) 494 CARF 50,965 11,881 19,788 31,177 39%495 Monitoring Fee 15,093 1,755 7,781 7,312 52%611 Water O & M 1,674,879 95,534 803,704 871,175 48%616 Water Conservation Fund 4,511 72 430 4,081 10%617 Water Meter Fund 67,082 192 5,817 61,265 9%621 Sewer O & M 1,937,455 113,041 1,019,378 918,077 53%651 Central Service Overhead 1 5,315 849 (848) 999%652 Equipment Fund 5,527 (5,527) 771 RORF 1,111,120 20,833 210,511 900,609 19%831 Swim Team 9,500 3,491 6,009 37%833 Festival de la Communidad 7,950 1,155 5,632 2,318 71%841 PD Cancer Fund 561 1,358 (1,358)

Total Expenditures 12,488,697$ 878,837$ 6,472,277$ 6,016,200$ 48%

Attachment 3

17

City of WintersCash and LAIF Balances

Cash and Laif Balances report as of December 31, 2020

Balance Balance Fund Description 6/30/2020 12/31/2020

101 General Fund (738,429)$ (2,491,946)$ 104 Fireworks Fund 5,187 5,217 105 Senior Fund 377 379 106 Monitoring Fee 1,816 1,827 107 Park Maintenance 2,857 2,873 108 Munchkin Summer Camp 12,582 11,862 110 Housing Successor Agency (44,350) (44,350) 111 Afterschool Tuition Fund 204,791 209,087 113 Housing 2007 Tabs 526 123 115 Canine Program 2,352 1,476 116 Police Cadet 3,516 3,061 117 Community Garden Fund 371 1,143 118 Covid 19 Releif 69,237 201 Fire Prevention Grant 922 927 208 First Time Homebuyer 90,692 91,216 209 In Lieu Affordable Housing 319,342 411,414 211 City Wide Assessment 73,983 (110,837) 212 Flood Assessment District 4,112 4,135 221 Gas Tax 15,531 226 Road Rehab Maintence Account (9,249) 41,788 231 State COPS 1913 234,726 258,485 233 Realignment 66,141 66,524 236 BSCC Grant 9,403 9,403 251 Traffic Saftey 125,909 113,559 252 Asset Forfeiture 40 1,720 254 Vehicle Theft Deterrent 27,163 917 291 Beverage Recycling Fund 9,697 9,753 294 Transportation(Including Bus Svc (13,194) (92,165) 299 After School Program (3,405) (36,509) 326 16-Home-10803 (4,780) 329 SB2 Grant (4,809) 331 Senior Center Grant (335) 341 Green House 5,471 5,471 342 Afterschool Rominger 3,572 (32,297) 343 21st Grant-Waggoner (29,679) (27,300) 344 21st Grant-Rominger (13,284) (17,644) 345 21st Grant-Munchkin (444) (7,213) 356 RLF-HOME Program 33,602 99,547 358 Program Income Fund 784,951 902,159 371 PSPS Grant (267) 373 Senior Center Generator Grant 80,000 411 Street Impact Fee 286,558 449,470 412 Storm Impact Fee 188,407 190,680 413 Parks and Recreation Impact Fee 504,991 613,811 414 Police Impact Fee 371,954 422,892 415 Fire Impact Fee 741,104 843,167 416 General Facilities Impact Fee 865,739 944,883 417 Water Impact Fee 906,234 1,045,503 418 Sewer Impact Fee 863,140 1,018,735 419 Flood Fee 390,723 381,977 421 General Fund Capital 502,623 505,526 422 Landfill Capital 46,922 17,785 423 Street Capital 58,235 57,678 424 Parks and Recreation Capital 419,977 465,388 427 Capital Equipment Fund 340,600 418,080 429 Service Reserve 650,805 703,888 481 General Plan 1992 Study (313,859) (306,078) 482 Flood Control Study 1,392 1,400 492 RAJA Storm Drain 117,948 118,187 494 Captial Asset Recovery Fee 154,687 146,052 495 Monitoring Fee (19) 496 Storm Drain Non-Flood 251 253 501 General Debt Service 60,317 60,665 611 Water O & M 489,943 647,336 612 Water Reserve 164,632 166,372 616 Water Conservation 14,359 14,004 617 Water Meter 391,526 386,866 621 Sewer O & M 698,728 616,429 622 Sewer Capital 159,492 159,611 629 Sewer Debt Service 19 19 651 Central Services 5,280 5,570 652 Central Service w PD & FD 39,726 16,506 771 RORF 803,347 41,640 781 Successor RDA LTD (1) (1) 805 Senior Center FFE 3,500 831 Swim Team 74,328 90,397 833 Festival de la Communidad 40,132 34,625 836 PCH HOA 16,271 16,365 838 WPD Youth Services 372 374 839 Youth Day 761 765 841 PD Cancer Fund 20 1,129

Total Cash on Hand 11,229,731$ 9,849,830$

Attachment 4

18

City of WintersFund Balances Report

Estimated Fund Balances as of December 31, 2020

Audited Fund Estimated Fund Balance Current Year Current Year Transfers Balance Change From

Fund Fund Name June 30, 2020 Revenues Expenditures In/(Out) December 31, 2020 6/30/2020101 General Fund (971,708)$ 1,479,731$ 3,304,138$ -$ (2,796,115)$ (1,824,407)$ 104 Fireworks Fund 5,206 11 - 5,217 11 105 Senior Fund 378 1 - 379 1 106 Monitoring Fee 1,823 4 - 1,827 4 107 City Park Maintenance 2,867 6 - 2,873 6 108 Munchkin Summer Camp 11,682 (180) - 11,862 180 110 Housing Successor 87,315 - 87,315 - 111 AfterSchool Tuition Fund 205,525 22,366 9,104 - 218,787 13,262 112 Housing 04 TABS 150,000 - 150,000 - 113 2007 Housing TABS 123 - 123 - 115 Canine Program t 2,356 519 1,399 - 1,476 (880) 116 Police Cadet Program 3,506 57 502 - 3,061 (445) 117 Community Garden 1,091 121 69 - 1,143 52 118 Covid Relief Fund (3,898) 89,875 17,804 68,173 72,071 120 Care Act Funding 200,000 200,000 - 201 Fire Prevention Grant 925 2 - 927 2 208 First Time Homebuyer 91,023 193 - 91,216 193 209 In Lieu Affordable Housing 314,221 108,965 14,092 - 409,094 94,873 211 City Wide Assessment 70,253 193,982 - (123,729) (193,982) 212 Flood Assessment District 4,127 9 - 4,136 9 221 Gas Tax (4,437) 91,409 72,155 - 14,817 19,254 226 Road M & R 10,368 45,127 13,707 - 41,788 31,420 231 State COPS 1913 235,278 92,544 69,343 - 258,479 23,201 233 Realignment Funds 66,383 141 - 66,524 141 236 BSCC Grant 9,403 - 9,403 - 251 Traffic Saftey 127,232 625 14,298 - 113,559 (13,673) 252 Asset Forfeiture 40 1,680 - 1,720 1,680 254 Vehicle Theft Deterrent 27,262 2 26,346 - 918 (26,344) 291 Beverage Recycling Grant 9,732 21 - 9,753 21 294 Transportation 29,082 1,536 122,784 - (92,166) (121,248) 299 After School Program (7,546) 507 33,989 - (41,028) (33,482) 313 STBG-96-1043 Housing and P (29,070) - (29,070) - 314 98-HOME-347 Grant 82,061 - 82,061 - 316 HOME-Choc Project 2,843,180 - 2,843,180 - 321 EDBG 99-688 Buckhorn 50,867 1,229 (8,702) 52,096 1,229 322 EDBG 96-405 Cradwick 191,170 - 191,170 - 324 YQAMD Grant 6,000 6,000 - 326 16-Home-10803 (2,185,771) 2,195,480 16,860 (7,151) 2,178,620 329 SB2 Grant (4,809) (4,809) - 331 Senior Center Grant 746 - 332 CDBG Covid 235 - 341 Green House Reduction 5,471 - 5,471 - 342 Afterschool-Rominger 2,951 352 36,522 - (33,219) (36,170) 343 21st Grant-Waggoner (29,751) 15,161 13,197 - (27,787) 1,964 344 21st Grant-Rominger (13,284) 12,161 17,008 - (18,131) (4,847) 345 21st Grant-Munchkin (1,834) 23,701 29,081 - (7,214) (5,380) 351 RLF Housing Rehabilitation 105,993 2,387 (2,387) 108,380 2,387 352 RLF Affordable Housing 271,588 35,606 (103,606) 307,194 35,606 356 RLF HOME Program 241,071 25,416 803 - 265,684 24,613 358 Program Income Fund 787,470 1,489 1,494 114,694 787,465 (5) 371 PSPS Generator Grant 267 - 373 Senior Center Generator Grant 80,000 - 411 Street Impact Fee 381,334 163,220 85 - 544,469 163,135 412 Storm Drain Impact Fee 219,031 1,806 156 - 220,681 1,650 413 Parks & Recreation Impact 520,927 108,164 91 - 629,000 108,073 414 Public Saftey Impact Fee 374,902 50,013 81 - 424,834 49,932 415 Fire Impact Fee 744,873 100,815 86 - 845,602 100,729 416 General Facilities Impact 867,645 84,642 7,113 - 945,174 77,529 417 Water Impact Fee 907,951 137,671 120 - 1,045,502 137,551 418 Sewer Impact Fee 863,440 155,374 79 - 1,018,735 155,295 419 Flood Control Fee 390,378 438 8,839 - 381,977 (8,401) 421 General Fund Capital 504,455 1,070 - 505,525 1,070 422 Landfill Capital 47,094 99 34,845 - 12,348 (34,746) 423 Street Capital 57,855 13 190 - 57,678 (177) 424 Parks and Recreation Capit 419,977 51,297 5,886 - 465,388 45,411 427 Equipment Replacement Fund 454,001 41,297 - 495,298 41,297 429 Service Reserve Fund 812,629 1,664 - 814,293 1,664 481 General Plan 1992 (313,759) 7,781 (313,759) - 482 Flood Control Study (123,603) 3 - (123,600) 3 492 RAJA Storm Drain 108,511 88 - 108,599 88 494 CARF 154,965 10,874 19,788 - 146,051 (8,914) 495 Monitoring Fee (19) 7,800 (7,781) 7,781 7,800 496 Storm Drain Non-Flood 252 1 - 253 1 501 General Debt Service 60,537 129 - 60,666 129 611 Water O & M 4,773,008 961,881 708,856 (94,848) 5,026,033 253,025 612 Water Reserve 166,367 14 - 166,381 14 616 Water Conservation 14,406 28 430 - 14,004 (402) 617 Water Meter Fund 392,257 427 5,817 - 386,867 (5,390) 619 Water Debt Service Fund (2,969,848) 94,848 (2,969,848) - 621 Sewer O & M 7,354,134 995,717 903,314 (116,065) 7,446,537 92,403 622 Sewer Reserve 159,503 107 - 159,610 107 629 Sewer Debt Service (3,501,046) 116,065 (3,501,046) - 651 Central Service Overhead 849 849 - - (849) 652 Equipment Lease 5,527 5,527 - - (5,527) 771 RORF (13,085,541) 210,511 - (13,296,052) (210,511) 772 RDA Trust 608,993 - 608,993 - 781 RDA Long Term Debt 1 - 1 - 803 Elderberry Mitigation Fund 280,729 - 280,729 - 805 Senior Center FFE 3,500 - 831 Winters Library 74,350 19,538 3,491 - 90,397 16,047 833 Festival de La Comunidad 40,180 78 5,632 - 34,626 (5,554) 836 PCH HOA 16,330 35 - 16,365 35 838 WPD Youth Services 373 1 - 374 1 839 Youth Day Fund 763 2 - 765 2 841 PD Cancer Patch Fund 20 2,467 1,358 - 1,129 1,109 911 General Fixed Assets 30,844,479 - 30,844,479 -

Totals 35,426,125$ 7,434,707$ 6,138,889$ (1)$ 36,639,691$ 1,213,566$

Attachment 5

19

Unfunded Employee Benefit Liabilities Regular City of Winters Council Meeting February 16, 2021

CITY COUNCIL STAFF REPORT

TO: Honorable Mayor and Councilmembers DATE: February 16, 2021 THROUGH: Kathleen Salguero Trepa, City Manager FROM: Shelly A. Gunby, Director of Financial Management SUBJECT: Unfunded Employee Benefit Liabilities

RECOMMENDATION: Staff recommends that the City Council receive the following information regarding the unfunded liabilities of the City of Winters and provide any input or direction.

The intent of this report is to provide current information regarding the City’s unfunded employee related liabilities, consistent with policy direction previously provided by the City Council.

BACKGROUND: A critical issue facing local governments throughout the State has been the looming costs of retirement benefits and unfunded pension liabilities. From a fiscal management standpoint, it is critical to address these issues in an incremental and proactive manner to avoid or contain future impacts. The ways to do this are through the following:

• Identify potential future liabilities and establish strategies for reducing or eliminating themearly, which results in cost savings.

• Enact or modify policies that prevent the escalation of liabilities, thereby reducing futurecosts.

• Establish funding strategies to reduce the impacts of future fluctuations in costs to protectthe City from volatility; ensure the maintenance of benefits and reduce the impact of futurepayment obligations.

• Develop a predictable and constant funding strategy, utilizing fiscal funding andforecasting models, which informs more accurate cost allocation methodologies.

20

Unfunded Employee Benefit Liabilities Regular City of Winters Council Meeting February 16, 2021 The City of Winters currently has 3 unfunded employee-related liability categories.

1. Accrued leave balances (also known as compensated absences)2. Post-employment benefits3. Net pension liability

Accrued leave balances are the amount of vacation and compensatory time earned that remains unused during the fiscal year. Typically, we calculate the value of that unused time at the end of each fiscal year. The dollar amount of the accrued leave balance is calculated by the number of hours unused as leave, and the pay rate of the individual employee.

Post-employment benefits are the CalPERS required minimum payment for retiree health insurance. The City of Winters allows retired employees to continue health insurance coverage under their CalPERS policy, with the understanding that the City will only pay the mandated minimum payment, and the employee will pay all the remaining costs of the insurance. This liability is calculated by the number of retired employees electing to remain covered under the CalPERS policy, and the rate CalPERS selects as the minimum required amount, which is currently $143 per month.

Net pension liability is the amount by which CalPERS has determined, through an actuarial process, the City of Winters is underfunded on each of the 6 retirement plans the City of Winters has in place. The amount of the liability is affected by the earnings on investment of funds invested by CalPERS, the amount of payroll on which contributions are made, and the pay rate of employees.

City Staff has already begun to implement policies that, in time, will limit the amount of these liabilities. (Attachment 1).

Accrued Leave Balances Vacation is a compensable benefit for which employees accrue leave throughout the fiscal year based on years of service with the City. Until 2016, the City had not set caps on maximum accrual, which facilitated the accumulation of balances that in turn represented outstanding liabilities which are due and payable upon the termination of employment by the employee. Leave accruals presented a couple of issues:

• Leave accruals are mostly unfunded and not budgeted, except through annual salaryprojections and budgeting. Unless termination occurs, employees will receive paid leavewithin the scope of existing work periods and the existing budget. Excessive accrual oremployees simply not taking vacation creates significant unfunded liabilities unlesscapped.

• Individual leave accruals create a progressive increase in overall employee costs due tochanges in compensation levels. While an accrual may occur when an employee isearning one rate of pay, the cash out may occur at a significantly higher rate, thus creatinga compounding of costs.

• The combination of accrual and increases in payroll can create a significant impact to Cityfinances when an employee terminates employment.

• The City has many long tenured employees whose vacation accrual amountsnecessitated the need for a solution to excessive accrual balances.

21

Unfunded Employee Benefit Liabilities Regular City of Winters Council Meeting February 16, 2021

In 2016, the first Council policy change was incorporated into all Memoranda of Understandings (MOUs) approved by all employee associations and by the City Council effective October 2015, that capped vacation accruals to 500 hours for each employee at the end of each fiscal year.

In addition, in Fiscal Year 2015-16, the City paid off existing employee balances above 500 hours to reduce the unfunded burden at 2015 pay rates. Additionally, the City has initiated a cap on accrual for all staff, and encourages the use of vacation leave during the fiscal year. Otherwise, any accrued balances above the 500-hour cap is eliminated at fiscal year-end.

The net benefit was reducing the unfunded accruals through the pay off at lower pay scales using one-time revenues, thus paying down the liabilities at a reduced rate, while simultaneously capping future accrual amounts. By doing this, the unfunded liability for the accrued leave balance as of June 30, 2016 was $467,462.00 instead of a projected $653,595.10. The amount of Compensated Absences decreased from $559,521 on June 30, 2019 to $512,276 on June 30, 2020, an 8% reduction. This reduction in liability is a result of adhering to our new polices and MOU provisions.

Additionally, management is monitoring the use of the vacation time and requiring that all employees take a minimum of 5 consecutive days of vacation time. Adhering to this policy will help control the amount of unused leave time liability, which accrues on the City balance sheet.

Unused Compensated time off in lieu of overtime (Comp Time) is another area that creates an unfunded liability for the City of Winters. Employees are allowed to have overtime worked compensated as paid overtime or as accrued comp time (paid time off). Changes to the MOU’s for the 2019-2020 fiscal year forward have allowed the City to further reduce unfunded liabilities. Most of the MOU’s have a limit on the amount of comp time that can be accrued and available at any given time. Management has been monitoring these balances more closely and not allowing the accrued comp time to exceed the limits set forth in the various MOU’s. Beginning in 2019-2020, for all employee associations except the Winters Police Officer Association (WPOA), all overtime worked is paid at the time the overtime is earned and not allowed to be accrued as Comp Time. This process keeps the cost of the service tied to the time period the service was provided. It also helps to limit unfunded liabilities. For the WPOA, there is a provision in the MOU that Comp Time be paid out every June to prevent the excess accumulation of Comp Time and the escalation in the amount due for accrued balances based on future pay rates, more closely aligning the cost of the payroll with the time period in which it was incurred. Strict adherence to the above time limits and payment provisions on accrued Comp Time balances will help manage the unfunded liabilities for the City of Winters.

Other Post-employment Benefits (OPEB) “Other post-employment benefits” are payments, other than pension, which accrue to persons who have retired from the City of Winters as members of the California Public Employees Retirement System (CalPERS). Unlike some other cities, in Winters, the only post-employment benefit is a mandated contribution by the City toward health benefits as required by our participation in the CalPERS Health Program.

22

Unfunded Employee Benefit Liabilities Regular City of Winters Council Meeting February 16, 2021 As a member of the CalPERS Health Program, the City provides health benefits for employees and their families. Upon retirement, employees may choose to continue coverage under the City’s group medical plan. CalPERS requires that the City make a minimum contribution toward retiree medical premiums, and the retiree pays the difference. The City has elected to contribute the minimum contribution, which is currently $143 per month, per retiree.

These post-employment benefit amounts are predictable. Annual cost is determined by the number of retired employees and the rate that CalPERS sets for the minimum monthly amount. Currently the yearly amount is $13,728 for 8 retired employees. The City pays the current year premiums monthly (known as “pay as you go”) to CalPERS and has recently approved a Section 115 Trust to fund future premiums. Payments into the fund will be made from the Water and Sewer fund for Water and Sewer Division employees, per the City’s adopted policy now that all the documents are in place.

This liability is comprised of an actuarial computation that looks at each individual employee and applies certain actuarial statistics and values to that employee to create an estimate of future retiree health insurance costs will be. Currently, the estimated annual amount necessary to adequately fund future retiree health insurance costs is approximately $27,400.

Now that the Pension and OPEB Policy has been approved by the City Council and the Section 115 Trust Documents are now completed, staff will include yearly contributions based on the OPEB policy in future budgets as a standard payment to provide funding for future retiree health contributions.

Net Pension Liability The final piece of the unfunded liability issue is the liability for the CalPERS retirement plan. All full-time employees are members of the CalPERS retirement system. As a result, CalPERS charges employees and employers a contribution rate that is supposed to be sufficient to fund the cost of paying the retirement benefits to the employees when they retire.

The City of Winters has 7 active CalPERS plans. Based on the most recent valuation (as of June 30, 2019) by CalPERS, the chart below shows the plan, the employer rate for 2020-2021, 2021-2022 and 2022-2023, including the yearly payment for the unfunded liability. The table also has the estimated unfunded liability as of June 30, 2019, the percent of the plan funded and the estimated cost to pay off the unfunded liability using one of 3 amortization periods.

23

Unfunded Employee Benefit Liabilities Regular City of Winters Council Meeting February 16, 2021

Rate Rate Rate Liability Pmt Liability Pmt Liability PmtEstimated

Unfunded liability Percent Funded Total Cost 30

Year Total Cost

20 yearTotal Cost

15 year 20-21 21-22 22-23 20/21 21/22 22/23 6/30/2019 6/30/2019 Amortizaton Amortizaton Amortizaton

Police Pepra 13.044% 13.13% 13.10% 5,434$ 5,865$ 6,100$ 55,763$ 89.1% 103,340$ 101,696$ 87,917$ Misc Pepra 7.732% 7.590% 7.600% 3,316$ 3,627$ 3,800$ 34,427$ 91.9% 64,998$ 63,667$ 55,037$ Fire 18.152% 18.190% 18.200% 9,138$ 11,893$ 14,000$ 175,679$ 82.5% 340,122$ 300,577$ 259,850$ Fire Pepra 13.044% 13.130% 13.100% 29$ -$ 24$ 99.1% 29$ -$ -$ Police Classic Tier 2 18.152% 18.190% 18.200% 3,006$ 3,295$ 3,400$ 31,924$ 91.4% 58,924$ 57,732$ 49,912$ Misc Classic 11.031% 10.880% 10.900% 177,081$ 213,657$ 240,000$ 2,882,587$ 76.3% 5,364,450$ 4,715,335$ 4,076,445$ Police Classic 20.59% 20.64% 20.60% 242,993$ 220,000$ 301,000$ 2,763,264$ 72.0% 4,684,666$ 4,259,253$ 3,682,158$

Total Estimated Unfunded Liability as of 6-30-19 5,943,668$

Estimated unfunded liability as of 6-30-18 5,621,341$

Increase from 6-30-17 to 6-30-18 322,327$

Total Estimated cost to Payoff Unfunded Liability 10,616,529$ 9,498,260$ 8,211,319$ 1,118,269$ 1,286,941$

Savings by shortening amortization period

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Unfunded Employee Benefit Liabilities Regular City of Winters Council Meeting February 16, 2021

The plans are evaluated at the end of each year, and the unfunded liability is adjusted each year depending on the following factors:

1. Any deviation from the estimated discount (earnings rate) to the actual earningsrate on investment of plan assets. A lower rate of return than expected will causean increase in the unfunded liability whereas a higher rate of return will cause adecrease in the unfunded liability.

2. Any deviation in the payroll. When CalPERS sets the rate for each year, itestimates what the payroll in each plan will be, if raises are given, then thatincreases the unfunded liability, because a certain amount of payroll was used todetermine what the future needs are for paying the retired employees.

3. Changes in assumptions in developing the unfunded liability. In past years, suchchanges have included lowering the discount rate from 7.75% to 7.0% andchanging the demographics used to calculate funding needed for paying out retireebenefits to reflect the fact that people are living longer.

In 2016 the CalPERS board voted to lower the discount rate from 7.5% to 7.0% over the next 3 years, for 2017-2018 the discount rate was reduced to 7.5%, in 2018-2019 it was reduced to 7.375% and in 2019-2020 it was reduced to 7.25% and in 2020-2021 the discount rate is 7.0%. CalPERS made these changes so that estimated earnings would more closely align with actual earnings over the past years.

In 2016, lowering the discount rate was estimated to have the following impact on employer contributions and unfunded liability:

• Safety Plan rates to increase by 2%-5% of Payroll• Miscellaneous Plan rates to increase by 1%-3% of payroll• Unfunded liability to increase by 30%-40%.

To date, factoring staffing changes, the unfunded liability has increased from $3,031,447 to $5,943,668 from June 30, 2016 to June 30, 2019, an increase of $2,912,221, an increase 49%.

Strategic/Long Term Solutions to protect the future: One element of the recent retirement benefit changes implemented after the Great Recession which will significantly impact future costs, is the creation of new retirement programs for new PERS employees (referred to as PEPRA), which leads to the incremental loss of participants contributing towards retirement costs for the “Classic” plans. Thus, an agency’s liability for retirees covered by “Classic” plans will be higher and will only incrementally reduce themselves as retirees die and the “Classic” plans are no longer applicable.

The key has been to identify strategies to help fund the future liabilities before they

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Unfunded Employee Benefit Liabilities Regular City of Winters Council Meeting February 16, 2021 become impacted and cost more over a longer term.

The City has adopted a Pension and OPEB Policy to provide a long-term solution for easing the impacts of future pension liabilities now because the costs are significantly less and will generate considerable savings over time.

The concept is similar to expediting a home mortgage, where a household makes additional payments of principal on the loan. By doing so, you can pay off a 30-year mortgage sooner, with considerable savings on interest costs.

The Pension and OPEB Policy is a strategic solution to begin an increased and incremental funding solution, which helps “smooth” future impacts by pre-funding known future costs. The City’s policy is to allocate future costs within existing allocation programs, thus pre-funding future payments. This will spread and fund future costs over a significantly longer time period, lessening impacts on the future and establishing a constant funding source. The result will be a lower cost; gradual funding which inevitably will reduce liabilities and stabilize pension costs for the future.

In many respects, we will begin funding the future costs for current employees now instead of later, thus avoid “kicking the can down the road”.

Exploring Possibilities: Staff has met with CalPERS representatives regarding several possibilities for addressing the unfunded liabilities facing the City.

The conversation included the following areas: 1. For those plans with very small projected unfunded liabilities, we have discussed

paying the unfunded liability in full each year. While this might seem to be a smallstep, it would help control the growth of the unfunded liability and allow the city topay the total unfunded liability annually as part of the budget process. Staff hasmade an additional payment for the Miscellaneous PEPRA Plan as well as a smallcontribution to the Miscellaneous Classic Plan from the Water and Sewer fundsper our Pension and OPEB Policy document. Only the Miscellaneous Plans couldbe funded because all employees of the Water and Sewer Funds are members ofeither the Miscellaneous Classic plan or the Miscellaneous PEPRA plan. Theplans with the smallest unfunded liability are:

a. Police PEPRAb. Fire PEPRAc. Miscellaneous PEPRAd. Police Tier 2

The total for these four plans is approximately $122,138. Payments were made in November 2020 to pay the full unfunded liability of the Miscellaneous PEPRA of $38,369 and Miscellaneous Classic of $17,689, for a total of $56,058 in Additional Discretionary Employer Contributions. These amounts are not reflected in the table above, as the payments were made after receiving the reports in July 2020, but we

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Unfunded Employee Benefit Liabilities Regular City of Winters Council Meeting February 16, 2021

should see the impact of the additional payments on the reports we receive in July 2021 setting the rates for future years. For those plans with a larger, but still manageable, amount of unfunded liability, the goal is to pay those off over a much shorter period than 15 years. This would be the Fire Classic plan, which we hope to be able to pay off in 5 years or less, and then move to a yearly payoff similar to that of the plans included in item 1.

2. The Miscellaneous Classic and the Police Classic plans have extremely highunfunded liabilities that will take much more thought and dedication in order to paydown this amount. There are a few options that we can discuss with the actuary.

a. Staff examined the various possibilities that CalPERS offers. This includedconsidering electing to decrease the amortization period or electing “a freshstart” approach, which would tie us into a new amortization period. Aftercareful consideration staff did not recommend this method, and with theadvent of the Covid-19 pandemic and resulting economic impact to the City,this appears to have been a wise decision, as it would have increased thepayment required during a time of decreasing revenues.

b. Staff has previously recommended using a portion of any new funding fromeconomic development activities to make additional yearly payments todecrease the unfunded liability set forth in the schedule and policystatements in the Pension and OPEB Policy document. For example, aportion of the new TOT received by Hotel Winters and the Fairfield Inn,when open, would be contributed to reducing the unfunded liability. Theamount of these contributions would be determined by the City Councilbased on year-end operating results. Committing to this approach will allowflexibility for unexpected events such as the Covid-19 pandemic andresulting economic stress.

Regardless of the policies put into place, and the additional payments made, the unfunded liability will never be zero. The amount changes every year, and decisions are made by the CalPERS board that are out of our control. However, getting policies and plans in place will allow the City of Winters to address this issue sooner rather than later, and should prevent the City of Winters from having catastrophic increases in rates and unfunded liability payments in the future. The above policies and plan will help put the City on a stronger financial footing, maintain city services for the citizens of the City of Winters, and fulfill the City’s retirement obligations to the staff that have served the Winters community for many years.

FISCAL IMPACT: The impact of various employee related liabilities is detailed throughout the report. There is no proposed Council action that results in a calculated fiscal impact.

ATTACHMENT: None

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CITY COUNCIL STAFF REPORT

TO: Honorable Mayor and Councilmembers DATE: February 16, 2021 FROM: Kathleen Salguero Trepa, City Manager SUBJECT: Consider Providing Direction to Staff Regarding the Development of

Cannabis Regulations

RECOMMENDATION Consider providing direction to staff regarding the development of cannabis regulations.

BACKGROUND In November 2016, California voters passed Proposition 64, entitled the Control, Regulate, and Tax Adult Use of Marijuana Act (AUMA), which basically legalized non-medical, adult use marijuana and established a statewide licensing structure for commercial non-medical marijuana uses, which has since been modified as the statewide regulations have evolved.

On November 7, 2017, the City Council introduced and adopted Ordinance No. 2017-07 amending the Municipal Code, Chapter 17, Zoning Ordinance) to prohibit outdoor cultivation and commercial cannabis activities within the City of Winters. Indoor cultivation of up to six plants for personal use is permitted under State law. A link to the staff report related to Ordinance No. 2017-07 is available here; the report begins on page 48 of the packet.

Since the passage of Proposition 64, and various State laws related to cannabis, cities and counties have undertaken a wide array of regulations to either permit some or all cannabis related activities or ban them outright, as the City of Winters did in 2017.

Cannabis activities that are regulated under State law, and by local agencies if permitted, include a variety of license types, generally described as follows:

Dispensary/Retailer: Businesses that engage in the retail sale of cannabis and cannabis products. This license also allows for deliveries in addition to a brick and mortar storefront.

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Consider Providing Direction to Staff Regarding Development of Cannabis Regulations Regular City of Winters Council Meeting via Zoom February 16, 2021

Manufacturing: There are two types of manufacturing license types. One manufacturing license uses volatile solvents, while the other license does not. The state will limit the number of licenses that use volatile solvents in the manufacturing process.

Testing: Laboratories that test cannabis and cannabis products.

Cultivation: Commercial cultivation licenses vary depending on size of grow, and the types of light that are used.

Microbusiness: Allows for vertical integration, inclusive of cultivation in an area less than 10,000 square feet, nonvolatile manufacturing and dispensing.

Distributor: Dedicated solely to the storage and distribution of products from the cultivators and/or manufacturers to dispensaries.

Transporter: Transporters of cannabis and cannabis products between licensed activities. In Yolo County, the City of Winters is the only agency to not allow any form of cannabis activities, other than in the indoor cultivation of up to six plants for personal use as allowed by State law. The chart below provides an overview of permitted and banned activities within Yolo County.

Agency Retail Distribution Manufacturing Testing Commercial Cultivation

Yolo County No No No No Yes Davis Yes Yes Yes Yes No Woodland No Yes Yes Yes No W. Sacramento No Yes Yes Yes Yes / indoor

City Pop County Williams 5,643 Colusa Dixon 18,351 Solano American Canyon 19,454 Napa Benicia 26,997 Solano Suisun City 28,211 Solano

As a point of reference, the table above is a brief list of nearby small cities that also permit some form of commercial cannabis activity, while there are others that do not. The revenue generated by commercial cannabis activities typically varies by agency and by type of activity and can include a retail tax (approved by the voters), a fixed percentage of gross proceeds, or a negotiated community benefit, the latter two approved by the City Council. As a point of reference, a retail dispensary can generate approximately $250,000 - $350,000 in revenue for a local agency; for the five dispensaries in operation in the City ofDavis, Davis estimates approximately $1.5 million in annual revenue. The City of Winters isa smaller community; therefore, one might assume a lower annual threshold in terms ofpotential revenue to the City.

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Consider Providing Direction to Staff Regarding Development of Cannabis Regulations Regular City of Winters Council Meeting via Zoom February 16, 2021 Approved cannabis businesses are typically subject to a stringent licensing process that includes defined conditions that include physical improvements like lighting, security doors, and other features, a safety plan, monitoring and inspection program, background and financial checks, and other measures to ensure the operation meets land use, licensing, and other code requirements. Deposits are required to cover the staff and consultant time necessary to evaluate permit applications, and annual licensing fees are also relatively high to cover the extra work associated with monitoring business activity. Agencies that have chosen to allow cannabis activity have done so following a robust process to develop regulations, which always includes a community engagement effort.

DISCUSSION: On January 18, 2021 the City Council and City Manager received an electronic letter (Attachment 1) from the Winters Downtown Business Association (WDBA) and Winters Chamber of Commerce requesting that the City consider re-evaluating Ordinance No. 2017-07, which banned commercial cannabis activities within the City of Winters. The interest in discussing potentially allowing cannabis activities relate to increased revenue to the City, additional jobs, diversifying the City’s revenue base, and reducing emissions for local consumers who currently travel to other locations to purchase cannabis products, whether for adult or medical use.

If the community and the City Council were interested in considering developing cannabis regulations, the City would need to retain a consultant to coordinate this effort. The three primary areas that need to be addressed relate to:

• Land Use: determining what cannabis activities would be able to locate where, throughmodifications to the General Plan land use / zoning designations or with an overlayzone, including how many businesses would be allowed by type.

• Licensing: determining what requirements would need to be met in order to receive alicense or permit to operate. Typically, these include safety plans, inspection andmonitoring plans, cash handling protocols, and other measures. This would alsoinclude whether cannabis businesses are solicited through a Request for Proposalprocess or if licenses are awarded on a first come / first served basis for applicationsthat are certified complete.

• Financial: determining revenue methods and opportunities, such as taxation, licensing fees, or community benefit agreements. Some cities negotiate community benefitagreement or require a fixed percentage of gross proceeds, such as 4-6%.

The potential timeline for such an effort will depend on how strategic the effort is, or broad, and what type of approval process the Council would like to consider for licensing businesses. A bilingual community engagement process would need to be incorporated into the consulting services for developing the regulations. In addition, currently the State of California has waived environmental review for cannabis activities, which expires June 30, 2021. If that waiver is not extended, as it has been previously, the environmental review associated with

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Consider Providing Direction to Staff Regarding Development of Cannabis Regulations Regular City of Winters Council Meeting via Zoom February 16, 2021 evaluating draft cannabis regulations will add time and cost.

In terms of process, a consultant would need to be retained through a Request for Proposal and a scope of work agreed to for Council consideration and contract award. That scope would include a bilingual community engagement effort that would include online surveys, public presentations, and direct outreach to potentially impacted property owners and businesses, for example if retail were considered in the downtown area. Land use regulations would be prepared and presented to the Planning Commission and City Council. The City Council would also consider licensing requirements and revenue options.

Based on some initial consultation with planning industry professionals, the estimated timeline to develop cannabis regulations could be six months to a year and cost $40,000 at the very low end up to $80,000 for a streamlined, focused effort, not including environmental review. There is no budget available this fiscal year to cover the cost of this effort, and minimal Planning staff support available to help oversee the project. If the City Council is interested in considering cannabis regulations, funds would need to be included in the budget for next fiscal year, which is presently being developed for Council consideration in June.

Conversely, the City could consider accepting contributions from cannabis industry advocates or businesses, much the way developers can cover the cost of specific planning work. The City would retain the consultant and control the project; the cannabis industry financial contributions would be at the contributor’s risk with no guarantee that regulations would be approved or any sort of permit or license would be issued to any particular business. To assist with facilitating a discussion during the Council meeting, staff has provided the following questions for Council to consider:

1. Is there an interest in developing cannabis regulations for one or more license types(retail, distribution, testing, manufacturing, et al)?

2. If so, what types of activities or priority for developing those regulations?3. Would Council consider allowing cannabis industry contributions to fund the

development of those regulations or instead direct staff to include a budget of $80,000in next year’s budget?

4. Would Council like additional community input through online surveys to better assesscommunity feedback regarding cannabis regulations before providing additionaldirection to staff?

FISCAL IMPACT: The cost to retain a consultant to develop regulations will vary depending on scope, and would cost between $40,000 to $80,000, not including environmental review, for a streamlined, focused process. A more accurate cost estimate would be developed following a Request for Proposal process to retain a consultant. Should the Council so authorize, these costs could be potentially offset by cannabis industry contributions. The potential revenue from a cannabis business would depend on the method of exacting revenue (tax, community benefit agreement, fixed percentage or license fee). If a dispensary were to generate annual revenue of $250,000, which is the low end of the City of Davis

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Consider Providing Direction to Staff Regarding Development of Cannabis Regulations Regular City of Winters Council Meeting via Zoom February 16, 2021

benchmark, the cost to develop the regulations would be recovered in the first year of operation. A more accurate estimate of potential revenue would be developed as part of finalizing draft regulations.

ATTACHMENT: Letter from the WDBA and Chamber of Commerce, dated January 14, 2021

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1/14/2021

To: Mayor and City Council Members of the City of Winters

From: Winters Downtown Business Association & Winters District Chamber of Commerce

Cannabis in the City of Winters

The Winters Downtown Business Association (WDBA) & The Winters District Chamber of Commerce (Chamber) is requesting the City of Winters reevaluate its ordinance (17.205.030)*** which prohibits commercial cannabis activity in the city. The WDBA & Chamber would like the City to investigate

options for locating cannabis-based businesses within the City of Winters. We believe the topic of commercial cannabis activity should be evaluated publicly at a city-wide level with a wide range of public input, we believe cannabis-based businesses could benefit the City, and working with the City’s

economic development team we would like the opportunity to investigate these options. The WDBA & Chamber believes the benefits of cannabis-based businesses include, increase in revenue to the city, additional jobs within the city, increase in business diversification, and reduced emissions for local

consumers currently traveling to purchase cannabis products. We would like the opportunity to be a part of the public discussion to consider if commercial cannabis has a place in the economy of the City of

Winters in the future.

Sincerely,

Chris Turkovich

President: Winters Downtown Business Association

Chris Calvert

President: Winters District Chamber of Commerce

  ***17.205.030 Commercial cannabis activity. Commercial cannabis activity is prohibited in the city. The city expressly reserves the right to amend this restriction and to regulate such commercial cannabis activity in the future, including through zoning restrictions and business license requirements. (Ord.2017-07 § 5 (part)

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CITY COUNCIL STAFF REPORT

TO: Honorable Mayor and Councilmembers DATE: February 16, 2021 THROUGH: Kathleen S. Trepa, City Manger FROM: Shelly A. Gunby, Director of Financial Management/City Treasurer SUBJECT: December 2020 Investment Report

RECOMMENDATION: Staff recommends that the City Council receive and file the City of Winters investment for the period July 1, 2020 through December 31, 2020.

BACKGROUND: The City of Winters financial policy requires, at a minimum, quarterly investment earnings reports. The attached report shows the earnings for July 1, 2020 through December 31, 2020. The City of Winters is invested in the Local Agency Investment Funds (LAIF), a savings account at our local First Northern Bank (a Money Market Account), and receives interest payments on the various CDBG and EDBG funded loans made to residents and businesses within the City of Winters, as well as from the Money Market Account set up for the North Bank Putah Creek Improvement Elderberry Beetle Mitigation.

The investment report for the month of December 2020 reflects interest from the Money Market Account and the CDBG and EDBG.

FISCAL IMPACT: None

ATTACHMENT: Investment Report

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City of WintersInvestment Earnings Report

As of December 31, 2020

December 202 Year to DateInvestement Investment

Fund Description Earnints Earnings104 FIREWORKS FUND 11$ 105 SENIOR FUND 1 106 MONITORING FEE 4 107 PARK MAINTENANCE FUND 6 111 ASP Tuition Fund 429 115 CANINE PROGRAM FUND 2 116 POLICE CADET FUND 7 117 Community Garden 1 201 FIRE PREVENTION FUND 2 208 FIRST TIME HOMEBUYER 193 209 In Lieu Affordable Housing 10 156 212 FLOOD ASSESSMENT DISTRICT 9 231 STATE COPS 1913 1 373 233 Realignment Fund 141 251 TRAFFIC SAFTEY 267 254 VEHICLE THEFT DETERRENT 2 291 BEVERAGE RECYCLE GRANT 21 321 EDBG 99-688 189 1,229 351 RLF HOUSING REHAB 398 2,387 352 RLF AFFORDABLE HOUSING 35,606 356 RLF HOME PROGRAM 25,416 358 PROGRAM INCOME FUND 2 1,489 411 STREET IMPACT FEE 269 412 STORM IMPACT FEE 364 413 PARKS & REC IMPACT FEE 437 414 POLICE IMPACT FEE 588 415 FIRE IMPACT FEE 779 416 GENERAL FACILITY IMPACT FEE 943 417 WATER IMPACT FEE 1,003 418 SEWER IMPACT FEE 7 223 419 FLOOD OVERLAY 438 421 GENERAL FUND CAPITAL 1,070 422 LANDFILL CAPITAL 99 423 STREET CAPITAL 2 13 424 PARKS & REC CAPITAL 13 97 427 EQUIPMENT REPLACEMENT FUND 1,420 429 SERVICE RESERVE 1,664 482 FLOOD CONTROL STUDY 3 492 RAJA STORM DRAIN 88 494 CARF 163 496 STROM DRAIN NON-FLOOD 1 501 GENERAL DEBT SERVICE 129 612 WATER RESERVE 14 616 WATER CONSERVATION 28 617 WATER METER FUND 427 621 SEWER O & M 1,123 622 SEWER RESERVE 107 831 SWIM TEAM 192 833 FESTIVAL DE LA COMMUNIDAD 78 836 PCH HOA 35 838 WPD Youth Services 1 839 Youth Day Fund 2

622$ 79,550$

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