Agenda packet, first session — Arroyo Grande City Council, June 14, 2022 (part 5 of 5)

WORK SAMPLES

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2018 by Verdin 29©
THINK H20 CAMPAIGN

WATER CONSERVATION CAMPAIGN FOR CITIES OF ARROYO GRANDE AND PISMO BEACH TERESA McCLISH | TMCCLISH@ARROYOGRANDE. ORG | ( 805) 473-5420 MARCOM

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We worked with the Cities of Arroyo Grande and Pismo Beach to encourage residents to unite in water conservation efforts. 41%
reduction in water consumption
in Arroyo Grande
29%
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in Pismo Beach
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30 THE CITY OF ARROYO GRANDE, CA

COMMUNITY WEST BANK WEBSITE
Community West Bank’s website helps them stand apart as a community bank that understands and truly cares about its local environment. This website is ADA compliant and offers helpful information for both individuals and businesses.

KEVIN MOON | KMOON@COMMUNITYWESTBANK. COM | ( 805) 692–4379 Keep your finances handy with
our new mobile banking app.
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2018 by Verdin 31©
VENTURA COUNTY COAST WEBSITE HTTPS:// VENTURACOUNTYCOAST. COM/ Verdin managed the development of Ventura County Coast’s website and supplied copy that channels the region’ s welcoming coastal vibe. ( Plus, click to the home page to watch the branding video we coordinated and are using in current advertising!)

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32 THE CITY OF ARROYO GRANDE, CA
CENTRAL COAST TOURISM COUNCIL CHRISTINE THOMAS | CHRISTINE@WORKWITHCT. COM | ( 310) 963–5414 Verdin supports the Central Coast Tourism Council through the development of branded collateral that helps them achieve their initiatives.

TRALCOAST
The Original Road Trip
LOGO

TYPOGRAPHY

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2018 by Verdin 33©

VENTURA COUNTY COAST ADVERTISING
With messaging tailored to the needs and preferences of each ad’s target audience, designed elements work together with vibrant copy to create the feeling of a Ventura County Coast experience.
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34 THE CITY OF ARROYO GRANDE, CA
9730MORRO BAY TOURISM BUREAU BRENT HAUGEN | BRENT@BHAUGENAGENCY. COM | ( 612) 281- Through cohesive and engaging marketing campaigns, Verdin and Morro Bay channeled the laid back vibe of “ The Morro Bay Way” to elevate the number of tourists, with a 14% increase in TOT as a result of more visitors.

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2018 by Verdin 35©
VISITOR ALLIANCE OF CAYUCOS STEVE HENNIGH | STEVE@GOODCLEANFUNUSA. COM | ( 805) 995–1993 How do YOU Cayucos? Verdin worked with the Visitor Alliance of Cayucos to create a vibrant and far-reaching new brand that captures the big and bright personality of a small beach town.

ADDY
BRONZE

CAYUCOS

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36 THE CITY OF ARROYO GRANDE, CA

NAMES VERDIN STANDS BEHIND
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TO CREATE SUCCESS

AND INSPIRE, THROUGH
THE POWER OF OUR WORK.

MISSION STATEMENT

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WHO WE ARE

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2018 by Verdin 39©

ARROYO GRANDE COMMUNICATION TEAM

STEPHANIE SAWYER
Social Media Specialist

ERIKA SCHUETZE
Public Relations Specialist
Subconsultant)

ASHLEE AKERS
Account Lead
DUTIES: Participates in strategic planning
meetings, oversees and reviews marketing
campaigns and strategies. Serves as primary point
of contact, manages client projects, and keeps track
of budgets
Ashlee leads Verdin’ s account staff with zest and zeal.

Like any good leader, she knows how to bring the best
out of her team. She is the master of meeting and
surpassing client needs with a devotion to achieving
stellar results for all accounts.

EXPERIENCE:
10+ years in marketing and advertising with a focus
on destination marketing and tourism
Regularly attends travel and tourism conferences to
keep up-to-date on strategies and trends
Serves on Central Coast Tourism Council Board
of Directors
Serves on marketing and branding committee for
Visit SLO County
Experience in a wide-range of campaign strategies
and stakeholder education
Cal Poly, San Luis Obispo: Agriculture Science/
Agricultural Business
DUTIES: Participates in strategic planning, develops
and implements social media strategies for the City of
Arroyo Grande.

Our world traveler, Stephanie brings experience
working with large corporations, small businesses,
and nonprofits on multiple continents. Stephanie has
an exceptional ability to listen to clients’ needs and
deliver efficient, thoughtful and creative results. Her knowledge of the digital space guides clients to make
meaningful connections through email marketing and
social media.

EXPERIENCE:

Eight years of marketing experience
Has provided marketing and volunteer services to
organizations in Central and South America
Oversees Verdin’s clients’ social media strategies
Baylor University: Business Communications
DUTIES: Participates in strategic planning, develops
and implements public relations strategies for the City of Arroyo Grande.

Erika has two decades of experience working with
companies and organizations on public relations
and strategic communications. She spent years
representing leading high-technology companies
in Silicon Valley as an account executive in public
relations agencies and as an independent consultant.

Erika now lives in San Luis Obispo and is passionate
about bringing big ideas to causes and companies
that improve quality of life here on the Central Coast.

EXPERIENCE:
20 years managing PR and cause-marketing
campaigns in the education, nonprofit, healthcare
and government sectors
Clients ranging from pre-IPO startups to Fortune
100 companies
Serves on the Board of Directors for Spokes
PTA President for Los Ranchos Elementary School
Bachelor of Science degree in Public Relations and
a Master of Arts degree in Counselor Education
from San Jose State University

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40 THE CITY OF ARROYO GRANDE, CA

MEGAN CONDICT
Art Director

LISA CAMPOLMI
Media & Research Strategist

AMY DONALD
Copywriter
DUTIES: Participates in creative planning meetings,
develops campaign and ad concepts, oversees and
reviews all creative produced for Arroyo Grande.

Megan is the helm that steers Verdin’ s design in
the right direction. Her keen eye and strategic
mind lead Verdin to produce work that is strikingly
distinct. Each design approach masterfully
accomplishes the goals of our clients.

EXPERIENCE:
10+ years of design experience in a variety of
industries, including technology, outdoor sporting
goods, retail, agriculture, nonprofits and tourism
Experience working on creative for nationwide
and international campaign efforts to reach target
markets in Sweden and Japan
Notable accounts: Walmart, Tupperware and
Sonim Industries
Serves on advisory board for Restorative Partners
Brooks Institute of Photography: Visual
Communications
DUTIES: Creates and negotiates individualized,
multi-platform comprehensive media strategies,
provides the research that is essential for effective
strategy development.

Lisa is committed to applying the most current
trends, technologies and research to each client’ s
media strategy. Her fascination with the way people
consume media keeps her devoted to uncovering the
latest research and finding the best ways to maximize
a media budget.

EXPERIENCE:

Sales at some of the largest radio stations in the
Los Angeles area (including KFI-AM News Talk and
103.5 Coast FM)
Media sales, management and marketing in the San
Luis Obispo market since 1999
DUTIES: Participates in creative planning meetings,
develops campaign and ad concepts, creates written
content for projects.

With a communications background and a natural love
for writing, Amy is a thoughtful listener who creates
strategic messaging through written content. She’s
a wordsmithing wizard who believes in the power of
writing to tell stories and achieve behavior change.

EXPERIENCE:

Experience writing content for social media, PR
outreach, advertising, blogs, white papers and
annual reports
Serves on advisory board for Literacy for Life
Cal Poly San Luis Obispo: Communication Studies/
Media Arts & Technologies

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2018 by Verdin 41©

PAM RIORDIAN
Pam brings enthusiasm and competence to Verdin’s
accounting activities. Her organization and knack for
numbers ensures accurate billing and timely payments.

Bookkeeper

REBECCA SCOTT
Becca’s hard work and dedication ensures that the office runs smoothly, and her friendly personality sets the tone for a welcoming client experience.

Administrative/ Account Assistant

KATIE PEDERSEN
Katie supports our design team with a propensity
for perfection, moving design projects forward with
adaptability, thoughtfulness and care.

Graphic Designer

CASEY PAGE
Casey converts big ideas into practical possibilities,
organizing projects into manageable steps and keeps
deliverables on track. Her optimistic outlook and attention to detail move tasks along with positivity and precision.

Account Coordinator

ARROYO GRANDE SUPPORT TEAM

ADAM MORGAN
Adam developed extensive marketing intel as a former
director in the nonprofit sector. He thrives in client
relationships and his attention to detail ensures every project is done to its very best.

Marketing Specialist

MICHELLE STARNES
The cog that keeps us running, Michelle navigates behind the scenes with style and ease. Her oversight of office operations keeps the firm striding forward as a strong
partner for clients and an incubator for innovative ideas.

Partner & Operations Manager

MARY VERDIN
Mary has more than 27 years of marketing experience
with an energy that keeps ideas fresh and strategic. An innate problem solver and natural leader, she continues to grow the firm with a gusto for finding ways to give
back to the community.

President & Chief Strategy Officer

ADAM VERDIN
In addition to his business acumen, Adam is a pilot. He is well-accustomed to a bird’s eye view and uses this big picture mentality to keep the firm strategically focused on our foundations.

Principal

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42 THE CITY OF ARROYO GRANDE, CA
WE’RE READY TO

INCREASE VISITORS
TO ARROYO GRANDE.

ARE YOU?

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2018 by Verdin Marketing. All Rights Reserved. This work is the property of Verdin Marketing and no part of it can be reproduced or transmitted in any form or by any information storage or retrieval system, without the written permission of Verdin Marketing, except where permitted by law.

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EXHIBIT B

PAYMENT SCHEDULE
Consultant shall be paid for actual work performed in accordance with Consultant' s Proposal. However, the total compensation paid to Consultant shall not exceed $ 165, 000.

Consultant will invoice City no more than monthly. Invoices shall be sent to the Chamber of Commerce Executive Director. Each invoice will reference job orders, components, specific services, media costs, production costs, fees and material expense and sales tax where applicable. City shall mail payment to Consultant for the net amount of uncontested invoices no later than thirty ( 30) days after receipt of each invoice by the City. Any past due balances under this Agreement shall bear interest at the rate of 1. 5 percent per month ( 18. 0 annual percentage rate) on unpaid balances.

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EXHIBIT D

CITY' S REQUEST FOR PROPOSAL
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Request for Proposals
Marketing, Communications, Website Management, and Social Media Proposal Submittal Deadline: April 30, 2018
Introduction
In 2011, the City of Arroyo Grande formed a Tourism Business Improvement District TBID). The TBID Board of Directors operates as a destination marketing organization under the name of Visit Arroyo Grande.

Spearheaded by Arroyo Grande lodging businesses, Visit Arroyo Grande is comprised of ten( 10) hotels and twenty-eight( 28) vacation rental/ home stays. It is governed by a Board of Directors representing the diverse make- up of the Arroyo Grande hospitality industry.

The purpose of the TBID is to promote scenic, recreational, cultural and other attractions in the district ( the City of Arroyo Grande) as a tourist destination for the benefit of lodging operators.

The City is seeking professional full- service integrated marketing, digital marketing, communications, and online media, website, and website maintenance services for www. visitarroyogrande. org and is requesting proposals from qualified firms.

Firms should have the capability and experience needed to provide comprehensive, strategic and innovative services on designated projects. The intended end result of the marketing program is to increase tourism to the area which in turn will increase lodging occupancy and average daily room rates.

The City' s brand ( e. g. logo, color palette, tagline, graphics, etc.) are already in place. The

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City wishes to build upon this identity in its future marketing effort with the selected firm.

Qualified firms shall make recommendations for the coming fiscal year (July 1, 2018 to June 30, 2019); the contract will be for one year with the option to extend for a second year.

Proposal guidelines
Firms are expected to prepare beyond the one year mark (July 1, 2018 to June 30, 2019) to implement certain projects; however, projects beyond June 30, 2019 are dependent on the annual approved budget.

The successful firm will coordinate all services under an Agreement with the City of Arroyo Grande or their designee( s). Firms may provide additional creative/innovative suggestions for deliverables identified in the proposal as " optional deliverables." Firms may submit proposals for one or more components of this Scope of Work.

Budget
Overall TBID estimated annual budget: $ 188, 000 - $ 195, 000 Marketing agency contract including media buys: not to exceed $ 165, 000 Term
This RFP is for a one year agreement with the option to extend for a second year.

Marketing and Communications
Develop and implement a variety of promotional, publicity and advertising programs, and informational materials consistent with specifications provided.

Develop a comprehensive strategic marketing and advertising plan that addresses the following:

Propose new, or expand current marketing programs to promote the District( City of Arroyo Grande) and submit time lines for development/implementation.

Campaign may include but not be limited to, digital, print, video, radio, outdoor, online media, and direct marketing;

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Identify strategies that increase overnight stays, especially during off-peak seasons;
Propose creative tactics such as advertising campaigns and events and packages; and
Develop and propose a system of measurable results and outcomes.

Online Strategy
Complete reports to coincide with monthly meetings of the committee - show metrics and report implications and suggested adjustments and report monthly to lodging operators, TBID and Arroyo Grande City Council; Explain what tools your agency has available for online media monitoring, reporting and analysis, and Brand/reputation monitoring; and Generate all images/ creative assets to be paired with posts. Photographs and branding guidelines will be provided by Visit Arroyo Grande from internal marketing database.

Firms should also provide the following information:

Examples of copy created for online platforms;
Examples of graphic content to be paired with editorial copy; Sample of monitoring report format;
Best practices report, example of online data analysis and action items; and A description of how agency stays at the forefront of technology and emerging media.

Website
The firm will take responsibility for all aspects of the Visit Arroyo Grande website, content management system ( CMS) and related hosting. The scope of services should include, but is not limited to, all software, hardware, administrator and end user training, hosting, SEO programming and other services required to implement and support the website and should:

Be consistent with current and future Americans with Disabilities Act accessibility guidelines and any other applicable state and federal accessibility requirements; Include a privacy policy;
Be capable of capturing email addresses; and
Include a blog

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City/Chamber Involvement
The City and Arroyo Grande-Grover Beach ( AGGB) Chamber of Commerce will make every effort to provide demographics information, photos, existing information on economic development tools, pamphlets, resident guides, reports, etc. The firm should strive to be self-sufficient to the extent possible.

Consideration/ Meeting Requirements
The qualified firm should be prepared to meet directly or confer over the phone as needed. The firm will be required to attend monthly TBID meetings, Arroyo Grande City Council Meetings, as needed, prepare an Annual Report, and to make annual presentations.

Agreement
The project agreement will be based on the final scope of work that is mutually agreed upon between the City and firm(s). The agreement will be negotiated for the project for the extent of services to be rendered and for the method of compensation. Firm(s) are requested to submit a line-item cost estimate that is realistic for the proposed approach.

The budget should cover all costs including fees, mileage and production costs. Firm(s) shall not perform any work on the project prior to execution of a written agreement by both the City and the Firm( s), and furnishing of the required insurance certificate and business license by the Firm( s). The City requires a minimum insurance limit of 1, 000, 000 each for general liability, automobile, and errors and omissions. The draft Consultant Services Agreement is attached hereto as Exhibit A and should be reviewed prior to the RFP submittal.

Key Dates
March 28, 2018
Release of RFP
April 30, 2018
Deadline for submittal
June 2018
Award of agreement

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July 1, 2018
Commencement of agreement
Questions
All questions regarding this RFP shall be submitted in writing to Jocelyn Brennan, AGGB Chamber of Commerce, 800A W. Branch St., Arroyo Grande, CA 93420, or via email:
jocelyn@aggbchamber. com. Questions with their answers will be posted on the City' s Website.

Proposal Requirements
The document should be standard ( 81/2" x 11") letter-sized paper.

The name and resume of the responsible person who would be in charge of the project, information on team members by role, an estimate of the time required to complete the project; disclosure of billable rate for each task.

An executive summary of the proposal being submitted.

The proposed fees are to be broken down by task demonstrating how the fee was calculated. Cost proposal shall provide a specific fixed cost estimate and a" not to exceed" cost ceiling. The proposal shall address all hourly wage rates, including all reimbursable expenses and overhead.

Describe the Firm' s experience, especially as related to completing similar projects as being discussed in this RFP.

Identify and provide resumes of any sub-consultants who will be utilized on this project.

A proposed project schedule for the fiscal year shall be included in the proposal with verifiable references.

Selection Process
The AGGB Chamber of Commerce will review responses to the Request for Proposal based on the evaluation criteria below, and make a recommendation to the TBID Board of Directors which will then forward their recommendation to the City Council for final approval of an agreement.

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Qualified firms will be invited to make an oral presentation on their proposal, at the discretion of the TBID Board of Directors.

The City reserves the right to reject any and all proposals and to award contract( s) for any, all, or none of the aspects of the Scope of Work.

Evaluation Criteria
A. Suitability of the Proposal — the proposed solution meets the needs and criteria presented in the RFP.

B. Expertise in recommending and communicating appropriate technical and aesthetic solutions as demonstrated by the proposal and references.

C. Aesthetic Capabilities — Prior work reflects artistic and innovative, user friendly interfaces that engage communities and viewers.

D. Proposal Presentation — The information is communicated in a clear, logical manner and is well organized.

General Information
A. The City reserves the right to request additional information from any or all of the respondents.

B. The City reserves the right to reject any or all of the proposals. Late or incomplete proposals may not be considered. The City shall have sole discretion in determining the completeness of each proposal.

C. The City shall reserve the right to contact past clients for references.

D. The terms and scope of the agreement will be determined on the basis of professional negotiations between the City and the prospective Firm. If the City and the prospective Firm fail to reach a contractual agreement, the City may negotiate with any other highly ranked consultant.

E. The City reserves the right to waive minor discrepancies and to reject any and all proposals for any reason.

Proposal Submittal Requirements
Quantity - Four ( 4) copies ( three bound and one unbound), plus one electronic copy in Adobe Acrobat (PDF) format.

Deadline for Submittal - The filing deadline for submittal of the above proposal is 5: 00 p.m. on Monday, April 30, 2018. The City reserves the right to extend the deadline date.

All documents should be sent in a sealed package, clearly marked " RFP AGTBID" to

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Jocelyn Brennan, AGGB Chamber of Commerce, 800A W. Branch St., Arroyo Grande, CA 93420.

Specific Deliverables
The consultant shall develop a comprehensive portfolio that addresses, at a minimum, the following:

1. Develop strategy to quantify success on marketing campaign through initiatives that measure return on investment;

2. Next phase brand identity that includes but is not limited to advertising campaigns;

3. Develop tourism incentives that include package deals for hotels;

4. Enhance social media presence in Facebook, Twitter, Instagram, Pinterest, YouTube and other social media outlets as they arise. Integrate social media with visitarroyogrande. org and create other strategies to boost internet traffic visibility;

5. Build a feeder market strategy to increase traffic from cities LA and SF;

6. Respond to TripAdvisor, Travelzoo, and other internet- based tourism sites; and

7. Collaborate with major attractions and special events.

Firms may provide additional creative/ innovative suggestions for deliverables identified in the proposal as " optional deliverables".

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EXHIBIT C

INSURANCE REQUIREMENTS
Prior to the beginning of and throughout the duration of the Work, Consultant will maintain insurance in conformance with the requirements set forth below. Consultant will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, Consultant agrees to amend, supplement or endorse the existing coverage to do so. Consultant acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to City in excess of the limits and coverage required in this agreement and which is applicable to a given loss, will be available to City.

Consultant shall provide the following types and amounts of insurance:

Commercial General Liability Insurance using Insurance Services Office “ Commercial General Liability” policy from CG 00 01 or the exact equivalent. Defense costs must be paid in addition to limits. There shall be no cross liability exclusion for claims or suits by one insured against another. Limits are subject to review but in no event less than 1,000,000 per occurrence.

Business Auto Coverage on ISO Business Auto Coverage from CA 00 01 including symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in no event to be less than $1,000,000 per accident. If Consultant owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If Consultant or Consultant’s employees will use personal autos in any way on this project, Consultant shall provide evidence of personal auto liability coverage for each such person.

Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer’s liability limits no less than $1,000,000 per accident or disease.

Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designated to protect against acts, errors or omissions of the Consultant and “Covered Professional Services” as designated in the policy must specifically include work performed under this agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer’s duty to defend. The policy retroactive date shall be on or before the effective date of this agreement.

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Insurance procured pursuant to these requirements shall be written by insurer that are admitted carriers in the state California and with an A.M. Bests rating of A- or better and a minimum financial size VII.

General conditions pertaining to provision of insurance coverage by Consultant.

Consultant and City agree to the following with respect to insurance provided by Consultant:

1. Consultant agrees to have its insurer endorse the third party general liability coverage required herein to include as additional insureds City, its officials employees and agents, using standard ISO endorsement No. CG 2010 with an edition prior to 1992.

Consultant also agrees to require all Consultants, and subContractors to do likewise.

2. No liability insurance coverage provided to comply with this Agreement shall prohibit Consultant, or Consultant’s employees, or agents, from waiving the right of subrogation prior to a loss. Consultant agrees to waive subrogation rights against City regardless of the applicability of any insurance proceeds, and to require all Consultants and subContractors to do likewise.

3. All insurance coverage and limits provided by Consultant and available or applicable to this agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement or any other agreement relating to the City or its operations limits the application of such insurance coverage.

4. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.

5. No liability policy shall contain any provision or definition that would serve to eliminate so-called “third party action over” claims, including any exclusion for bodily injury to an employee of the insured or of any Consultant or subcontractor.

6. All coverage types and limits required are subject to approval, modification and additional requirements by the City, as the need arises. Consultant shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect City’s protection without City’s prior written consent.

7. Proof of compliance with these insurance requirements, consisting of certificates of insurance evidencing all of the coverages required and an additional insured endorsement to Consultant’s general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In the event such proof of any insurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreement and to pay the premium. Any premium so paid by City shall be charged to and promptly paid by Consultant or deducted from sums due Consultant, at City option.

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8. Certificate(s) are to reflect that the insurer will provide 30 days notice to City of any cancellation of coverage. Consultant agrees to require its insurer to modify such certificates to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, or that any party will “endeavor” (as opposed to being required) to comply with the requirements of the certificate.

9. It is acknowledged by the parties of this agreement that all insurance coverage required to be provided by Consultant or any subContractor, is intended to apply first and on a primary, noncontributing basis in relation to any other insurance or self insurance available to City.

10. Consultant agrees to ensure that subContractors, and any other party involved with the project who is brought onto or involved in the project by Consultant, provide the same minimum insurance coverage required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subContractors and others engaged in the project will be submitted to City for review.

11. Consultant agrees not to self-insure or to use any self-insured retentions or deductibles on any portion of the insurance required herein and further agrees that it will not allow any Consultant, subContractor, Architect, Engineer or other entity or person in any way involved in the performance of work on the project contemplated by this agreement to self-insure its obligations to City. If Consultant’s existing coverage includes a deductible or self-insured retention, the deductible or self-insured retention must be declared to the City. At the time the City shall review options with the Consultant, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions.

12. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the City will negotiate additional compensation proportional to the increase benefit to City.

13. For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance of this Agreement.

14. Consultant acknowledges and agrees that any actual or alleged failure on the part of City to inform Consultant of non-compliance with any insurance requirements in no way imposes any additional obligations on City nor does it waive any rights hereunder in this or any other regard.

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15. Consultant will renew the required coverage annually as long as City, or its employees or agents face an exposure from operations of any type pursuant to this agreement. This obligation applies whether or not the agreement is canceled or terminated for any reason. Termination of this obligation is not effective until City executes a written statement to that effect.

16. Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been ordered shall be submitted prior to expiration. A coverage binder or letter from Consultant’s insurance agent to this effect is acceptable. A certificate of insurance and/or additional insured endorsement as required in these specifications applicable to the renewing or new coverage must be provided to City within five days of the expiration of the coverages.

17. The provisions of any workers’ compensation or similar act will not limit the obligations of Consultant under this agreement. Consultant expressly agrees not to use any statutory immunity defenses under such laws with respect to City, its employees, officials and agents.

18. Requirements of specific coverage features or limits contained in this section are not intended as limitations on coverage, limits or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue, and is not intended by any party or insured to be limiting or all-inclusive.

19. These insurance requirements are intended to be separate and distinct from any other provision in this agreement and are intended by the parties here to be interpreted as such.

20. The requirements in this Section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this Section.

21. Consultant agrees to be responsible for ensuring that no contract used by any party involved in any way with the project reserves the right to charge City or Consultant for the cost of additional insurance coverage required by this agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto.

22. Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the work performed under this agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City.

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MEMORANDUM
TO: City Council
FROM: Jessica Matson, Legislative & Information Services Director/City Clerk SUBJECT: Supplemental Information
Agenda Item 11.a. – Consideration of Proposals for Tourism Marketing Services for the Arroyo Grande Tourism Business Improvement District, Selection of a Marketing Firm, and Approval of an Agreement for Consultant Services
DATE: June 14, 2022
Attached is correspondence received before 4 p.m. for the above referenced item. cc: City Manager
Assistant City Manager/Public Works Director
City Attorney
City Clerk
City Website (or public review binder)

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From: "Eagles, Yvette" >
Date: June 13, 2022 at 9:13:41 PM PDT
To: Caren Ray Russom <[email protected]>, Jimmy Paulding <[email protected]>, Lan George <[email protected]>, Keith Storton <[email protected]>, Kristen Barneich
<[email protected]>
Subject: AGTBID Marketing Consultant Selection
Good evening,
As you may know, the AGTBID Board was split in votes between the two marketing consulting agencies, Verdin and Madison & Maher Marketing. As one of the Board members, I thought it was important to convey the hours of time I personally and gladly invested to review the proposals, historical reports and competencies. With their combined experience and the opportunity to be their largest client, I have come to the conclusion of highly recommending Madison Strategies, LLC and Kassandra Maher Marketing.

Please know, whichever consultant is selected by the City Council, I highly recommend a session be conducted to review setting goals for marketing tactics, reporting, key performance indicators, budgeting and the new website.

Sincerely,
Yvette Eagles
Scripps Media, Inc., certifies that its advertising sales agreements do not discriminate on the basis of race or ethnicity. All advertising sales agreements contain nondiscrimination clauses.

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From: April Schirmer >
Date: June 14, 2022 at 3:44:04 PM PDT
To: Caren Ray Russom <[email protected]>, Lan George <[email protected]>, Keith Storton <[email protected]>, Kristen Barneich <[email protected]>, Jimmy Paulding <[email protected]>
Subject: Tonight's vote for AGTBID marketing firm
Dear City Council Members & Mayor Russom,
Thank you in advance for reading this letter in consideration of tonight's vote to appoint an agency to handle the Tourism Marketing Services for our community.

I currently serve on the AGTBID Board and, as you know, last month we were unable to reach a conclusive vote to award an agency the account of our tourism marketing services.

In addition to being a partner & the Marketing Director for Mustang Waterpark and Vista Lago Adventure Park at Lopez Lake, I am the sole owner of AdVerb Marketing Group. My team & I provide advertising & marketing services for local & regional clients. This profession has been my career for 33 years. I offer that background so that you understand my knowledge of
marketing, which is the basis of my recommendation in favor of Madison Strategies & Kassandra Maher Marketing.

Verdin Marketing has done a good job for the TBID thus far.

However, it's been an interesting time with the pandemic and the growth in visitors we've seen to the area is common nationwide and not necessarily due solely to the marketing plan.

When comparing the proposals and energy of the two firms, I see a vast difference.

Please don't be dissuaded to stay with the one firm just because they are "local". Verdin outsources a good amount of work to

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another agency outside of this area.

Madison & Maher could also be considered local, as all Cal Poly alumni consider this area a place they will always call home. The perspective both women have as a local and a visitor to the area gives them a unique view. The energy level and admittance that AGTBID would be their biggest client will undoubtedly give us the "big fish" attention that will take us to the next level of growth. In my experience, you don't get a big client and not work hard to keep them with you for years to come. I don't believe we will lose any ramp up time by choosing to make a change. All assets and reports are owned by AGTBID and can be easily transferred. I am confident Madison & Maher will go above & beyond our expectations to set and exceed goals, entrench themselves in the tourism industry, and put to use their stellar expertise.

Thank you.

April Schirmer
AdVerb Marketing Group, LLC
https://link.edgepilot.com/s/7e551cf6/w6kOPm8sA0ClGdtqFrT24g? u=http://www.adverbgroup.com/
Links contained in this email have been replaced. If you click on a link in the email above, the link will be analyzed for known threats. If a known threat is found, you will not be able to proceed to the destination. If suspicious content is detected, you will see a warning.

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Item 11.b.

MEMORANDUM
TO: City Council
FROM: Whitney McDonald, City Manager
Bill Robeson, Assistant City Manager/Public Works Director Nicole Valentine, Administrative Services Director
SUBJECT: Discussion and Consideration of Approval of the Fiscal Year (FY) 2022-23 Mid-Cycle Budget Update Report, the 5-Year Capital Improvement Program Budget, and the Updated Citywide Combined Salary Schedule, Including the Salary Range for a Management Analyst
DATE: June 14, 2022
SUMMARY OF ACTION:

Approval of the detailed budget adjustments listed in the Budget Update Report and adoption of the attached Resolution to approve the Fiscal Year (FY) 2022-23 Budget will allow the City to continue funding all City services after the end of the current fiscal year on June 30, 2022, and to meet Council-directed goals and priorities for the fiscal year.

The recommended action includes adoption of a Resolution to approve the 5-Year Capital Improvement Budget and a Resolution to update the Citywide Combined Salary Schedule and salary range for a Management Analyst position. Finally, direction and appropriation of excess reserves toward specific expenditures will provide one-time funding for onetime expenditures that will also help meet the City Council’s goals and priorities.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

The proposed Mid-Cycle Update for FY 2022-23 Budget recommends approximately $47.8 million in expenditures, including operating costs such as salaries, benefits, services, supplies, maintenance, debt service, and capital related items. The proposed General Fund budget includes approximately $21.9 million in expenditures in FY 2022-

23. The proposed budget includes funding for two new positions, a Management Analyst and a Maintenance Worker, which will increase expenditures by approximately $275,370.

The proposed FY 2022-23 Mid-Cycle General Fund budget utilizes excess fund balance reserves to pay for a combination of one-time and ongoing expenditures that will exceed expected revenues in order to address several goals and priorities discussed previously with the City Council. However, as presented, fund balance reserves are expected to remain at 31.8%, well above the adopted 20% goal, and the ongoing expenditures

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City Council
Discussion and Consideration of Approval of the Fiscal Year (FY) 2022-23 MidCycle Budget Update Report, the 5-Year Capital Improvement Program Budget, and the Updated Citywide Combined Salary Schedule, Including the Salary Range for a Management Analyst
June 14, 2022

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proposed in the FY 2022-23 Mid-Cycle General Fund budget are expected to be approximately $182,100 lower than revenues.

At the end of FY 2022-23, the projected fund balance is approximately $2,585,000 greater than the 20% goal. Because the act of allocating excess reserves adds to budgeted expenditures, the amount available to spend while keeping the reserve at 20% is $2,150,000.

The 5-year Capital Improvement Program discussed in detail at the May 24, 2022 City Council meeting allocates $69.9 million for projects, from various funding sources, over a 5-year period.

RECOMMENDATION:
1) Discuss, consider, and adopt a Resolution approving the FY 2022-23 Mid-Cycle Budget Update and a Resolution approving the 5-Year Capital Improvement Program Budget; 2) Discuss, consider, and appropriate $2,150,000 of the Reserve Fund Balance toward directed expenditures; and 3) Adopt a Resolution establishing a salary range for a Management Analyst position and approving the updated Citywide Combined Salary Schedule.

BACKGROUND:

Each year the City Council adopts a budget, which commits resources for the next Fiscal Year. The City Council adopted the FY 2021-22 and 2022-23 Biennial Budget on June 8, 2021 (Attachment 6). The biennial budget process includes updates each quarter of the first year, a Mid-Cycle Update at the beginning of the second year that also includes appropriation of the second year budget, and updates each quarter of the second year.

Quarterly updates for the FY 2021-22 have been provided on December 14, 2021, February 22, 2022, and May 10 ,2022.

On May 10, 2022, the City Council approved updated Goals and Priorities for FY 2022- 23 (Attachment 7). Additionally, on May 24, 2022, the City Council provided direction on the 5-year Capital Improvement Program (CIP) budget and the 5-Year Local Sales Tax Fund Expenditures Program (Attachment 8). The prioritization and direction provided by the City Council at these previous meetings have been incorporated into the FY 2022-23 Mid-Cycle Budget Update. The FY 2022-23 Budget was also developed with input from all City departments in a collaborative effort to provide staff’s best professional judgment regarding current and future needs of the City, including needs to carry out the Goals and Priorities identified in Attachment 7.

The Capital Improvement Program reviewed by Council on May 24, 2022, was provided to the Planning Commission on June 7, 2022, for a determination of consistency with the

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City’s General Plan. A project description is provided for each proposed project in the CIP for FY 2022-23 with information on the funding also being provided.

ANALYSIS OF ISSUES:

General Fund Overview
On November 9, 2021, the City Council reviewed the FY 2020-21 Year-End Financial Status report summarizing the Fund Balance at the end of FY 2020-21. The General Fund Balance at that time was $8 million. This ending balance for FY 2020-21 then becomes the beginning balance for FY 2021-22. The projected available General Fund Balance at June 30, 2022, is approximately $8 million. This equates to 39.3% of appropriations, which is higher than the City Council minimum fund balance goal of 20%.

Though General Fund expenditures are expected to outpace revenues in FY 2021-22 by $64,000, as the table below shows, the year will end with a healthy projected fund balance of $8 million (see “2021-22 Estimated Actual” column). This projected fund balance is lower than what was originally projected in the adopted FY 2021-23 Biennial Budget due to Council direction provided on July 27, 2021 to allocate excess available Fund Balance towards the Pavement Management Program.

With this Mid-Cycle Budget Update, as proposed, expenditures will out-pace revenues and include the allocation of excess available Fund Balance to proposed adjustments to the adopted FY 2021-23 Biennial Budget. Even with the proposed adjustments and expenditures, FY 2022-23 is projected to end with a fund balance of $6.9 million, which represents 31.8% of total operating expenditures in the General Fund. This will be $2.6 million above the reserve policy guideline of 20%.

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General Fund Budget & Available Fund Balance
(thousands)
General Fund Revenues
As shown in the chart below, Sales and Property Taxes comprise the largest source of revenue in the General Fund, together accounting for approximately 61% of revenue in that fund. Given this dependence on just two revenue sources, fluctuations in the amount of taxes received can have profound impacts on the City’s ability to provide services.

Fortunately, as long as the real estate market stays reasonably strong, property taxes are a relatively stable revenue source.
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $5,930 $8,063 $8,063 $8,063 $7,999 $7,999 Revenues 16,337 16,414 16,566 17,187 16,969 17,888
Transfers In 2,717 3,047 3,089 3,089 3,013 3,013
Total Revenues 19,054 19,461 19,656 20,277 19,982 20,901 Salaries and Benefits 10,261 11,779 11,971 11,971 11,858 12,774 Services and Supplies 6,048 6,770 6,730 6,565 6,716 7,199 Debt Service 60 130 130 130 198 286
Capital Outlay 24 45 54 54 166 454
Transfers Out 527 466 2,344 1,622 413 1,216
Total Expenditures 16,920 19,189 21,229 20,341 19,352 21,929 Total Operating Incr/(Decr) 2,133 271 (1,574) (64) 630 (1,028) Available Fund Balance $8,063 $8,334 $6,490 $7,999 $8,630 $6,971 Reserve % 47.7% 43.4% 30.6% 39.3% 44.6% 31.8%
$ Above Reserve Policy $4,679 $4,496 $2,244 $3,931 $4,759 $2,585 2021-22 2022-23

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2022-23 General Fund Revenues
$20.9 million total
Overall, General Fund tax revenues have been trending upward over the past several years and are expected to continue increasing in FY 2022-23. Based on the latest information provided by the County Auditor-Controller’s Office, Property tax revenues are estimated to increase by 4% or $163,000 over the estimated FY 2021-22 actual revenue received. This is an increase of $300,000 from the current FY 2022-23 budget. These increases are the result of an increase in the assessed valuation of properties in Arroyo Grande and a housing market that has remained robust throughout the past year.

Transiency Occupancy Tax (TOT) revenues have been trending upward compared to revenues received during the COVID-19 pandemic. TOT revenues are estimated to increase $240,500 over the FY 2022-23 current budget. This is the result of an increase in tourism in Arroyo Grande that has continued to increase back to pre-pandemic levels throughout the past year.

Sales tax receipts continue to increase, up 4% in FY 2021-22. Based on projections from the City’s sales tax consultant, HdL, Sales Tax revenues are estimated to increase by

1.1% or $89,600 over the FY 2021-22 estimated actual. This is an increase of $66,700 from the FY 2022-23 current budget.

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General Fund Tax Revenues
(millions)
Actual revenue received from Building and Planning fees have been lower than estimated in the adopted budget. Overall, Building and Planning revenues are growing at a steady increase based on current activity levels, but the current budget projections do not reflect actual receipts in previous years. The proposed Mid-Cycle Budget Update for FY 2022- 23 decreases the budgeted revenue from Planning and Building fees by approximately $318,300 to better reflect anticipated actuals.

Recreation revenues for Special Interest Classes are increased by approximately $96,000 in the proposed Mid-Cycle Budget Update for FY 2022-23 to account for the increased activities that the Recreation Services Department is providing to the community. In 2018, the City Council directed that the Recreation Services Department seek to achieve cost recovery at 100%. During the COVID-19 pandemic, a reduction of Recreation Services revenue occurred due to school closures, social distancing and indoor masking policies, additional cleaning and licensing regulations, as well as, stay-athome orders. In light of the significant impacts of the pandemic, the current budget for FY 2022-23 projected revenues of $600,635, which equates to 53% cost recovery. The increase in revenue from Special Interest Classes totaling $96,000, plus the increase ELOP revenue totaling $126,000 (discussed further below), will bring projected Recreation revenue to approximately $822,610 in FY 2022-23, which equates to 67%

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cost recovery. A fee study is planned for the upcoming fiscal year that will include an updated analysis and recommendation on Recreation Cost Recovery moving forward.

Additional revenues variances include:
 Two programs funded by the Lucia Mar Unified School District:
o Increase of $7,350 for the School Resource Officer through an MOU based on a 50/50 share of the Police Officer’s standard rate of pay. o Increase of up to $126,000 for the Expanded Learning Opportunities Program (ELOP), which provides state grant funding for afterschool and summer school enrichment programs for kindergarten through sixth grade. Equal expenditures were built into the budget. This program should be cost neutral to the City to operate.
 Decrease of $6,040 in Business License revenue based on current trends.  Increase of $17,000 in Sanitation District Billing services the City will continue to provide in FY 2022-23.
 Increase of $380,000 in Surplus Police Department Vehicle revenue. The majority of this will offset the cost of replacement vehicles and the debt service payment for new patrol services leased vehicles.
 Inclusion of Santa Cop Donation Program totaling $10,000 in the budget.

The total increases in proposed updates to the General Fund Revenue included in the Mid-Cycle Budget Update increase the FY 2022-23 Budget by $919,207.

General Fund Expenditures
The following two charts show the proposed $21.9 million General Fund expenditure budget for fiscal year 2022-23, both in terms of the relative size of each department as well as the total dollars budgeted for each department. As the charts show, the Police Department is the City’s largest function with 29% of the budget. Community Development and Public Works receive 10% and 11% of 2022-23 General Fund budget resources, respectively. The “Non-Departmental” category represents 20% of the General Fund budget and includes items that affect all departments, such as the annual payment on the City’s Unfunded Actuarial Liability, property and general liability insurance, and transfers to the Street and Capital Improvement Project funds.

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2022-23 General Fund Expenditures by Department
$21.8 million total
2022-23 General Fund Expenditures by Department
$21.8 million total
The tables in the following pages identify specific budget request items in the FY 2022- 23 Mid-Cycle Budget in the areas of staffing, vehicle and equipment purchases, and other

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expenditure items. The total General Fund Expenditure requests included in the MidCycle Budget Update increase the FY 2022-23 Budget by $2,577,675.

Proposed Salary and Benefits Requests $915,900
During the Mid-Year Financial Status report on February 22, 2022 the City Council approved an Associate Engineer position within the Public Works Department to provide additional Capital Improvement Program (CIP) support. With the influx of American Rescue Plan Act (ARPA) Funds, there is a large increase in CIP projects to complete in addition to the growing infrastructure projects that the City has planned to complete in the future. This position was not originally included in the FY 2022-23 budget and accounts for a portion of the proposed staffing requests listed below.

Staff are also requesting to add two additional positions:
 Management Analyst to the City Manager’s Office to support the evaluation and completion of special projects and internal and external projects that have been identified as priorities by the City Council.
 Parks Maintenance Worker to the Public Works Department to provide additional support for the maintenance of a high standard of service at all City park and open space facilities, including services for additional recreation events and offerings to the community.

Proposed Staffing Requests
Salaries and benefit costs included in the proposed Mid-Cycle Budget Update for FY 2022-23 reflect contractually obligated increases (current bargaining group contracts, which expire June 30, 2024). An Updated Citywide Salary Schedule is proposed for approval in Attachment 5 to implement these changes and to establish a salary range for the proposed Management Analyst position.

This budget proposal also includes funding for a true-up payment to the Five Cities Fire Authority (FCFA) totaling an estimated $550,000 ($50,000 per year for 10 years + $50,000 for FY 2022-23) for the City’s share of accrued actuarial liability for employees who worked for the City before the FCFA was formed. The FCFA was formed in July 2010 as a Joint Powers Authority. At that time, the FCFA became the employer for fire safety personnel previously employed by its member agencies. The City of Grover Beach and the Oceano Community Services District retained the CalPERS liabilities for the past Position Budget Increase
Associate Engineer 168,730
Parks Maintenance Worker 99,420
Management Analyst 175,950

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service of their employees. No new CalPERS plan was created for the FCFA and instead all FCFA employees have been covered under the City of Arroyo Grande’s CalPERS pension plans. As a result, the City’s CalPERS plans include liabilities for employees and retirees of the City and of FCFA. Since the JPA was formed, FCFA has paid the full costs of the City’s Fire Safety CalPERS plans. As a result, the FCFA has been paying the CalPERS liabilities of City of Arroyo Grande employees that were incurred before the FCFA was formed. The City will be required to pay back these amounts as part of the unwinding process contemplated in the Third Amendment to the JPA, if the unwinding process is triggered. The FCFA retained the actuarial firm Bartel & Associates to calculate the actuarial accrued liability (AAL) for each person in the Fire Safety Classic tier, mirroring CalPERS actuarial valuation methods and assumptions, and estimated that the City’s share of CalPERS liabilities for its pre-FCFA employees was approximately $52,000 for one year. Bartel & Associates will be requested to complete a detailed review of the past ten years to tally the City’s total amount owed, which is anticipated to be approximately $500,000. This amount, plus this upcoming fiscal year’s payment, are included in the proposed Mid-Cycle Budget Update for FY 2022-23.

Workers’ Compensation insurance through CalJPIA is $872,300 for FY 2022-23. Of that amount, approximately 27% or $235,000 is allocated to FCFA, leaving $637,300 allocated to Arroyo Grande. This is an increase of $71,600 over current budget amounts.

Services and Supplies Requests $483,487
As discussed in the General Fund revenue section of this report, the ELO Program that provides funding for afterschool and summer school enrichment programs for kindergarten through sixth grade totaling $126,000 and the Santa Cop Donation Program totaling $10,000 are both cost neutral, meaning the revenues should cancel out the expenditures. However, these items are included as expenditure variances due to the fact that they were not included in the FY 2022-23 budget adopted in June 2021.

Additionally, staff is requesting to increase Contractual Services totaling $334,556 within the following departments:
 City Manager’s Office totaling $12,000 for Council goals facilitation services, potential staff retreat support, and services supporting regional efforts;  Legislative and Information Services Department totaling $38,900 for public outreach, ballot informational mailer and advertising, and an electronic signature program to provide greater efficiencies when processing important documents;  Legal Services Agreement totaling $6,800;
 Animal Services Contract totaling $12,556;
 Human Resources Division totaling $30,000 for the salary survey being completed in FY 2022-23, originally budget for FY 2021-22;
 Administrative Services Department totaling $234,300 including:

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o $9,000 for GASB 87 and 95 additional requirements,
o $50,000 for Development Impact Fee study being completed in FY 2022- 23, originally budget for FY 2021-22,
o $75,000 for Accounting and Human Resources Support to help streamline and update outdated policies and procedures,
o $16,900 for an additional platform for the City’s existing human resources software,
o $38,500 to upgrade to Microsoft Office 365,
o $24,900 for budget software to streamline processes, reduce redundancies, and create a user-friendly platform for the public to easily navigate the budget document, and
o $20,000 for IT Support Services to assist in the transition of a new IT Manager when the current staff member retires in August.

The proposed Mid-Cycle Budget Update also includes an increase in the Police Department’s budget for minor adjustments to 10 line items, reflecting a total increase of $38,000. This increase would include:
 Law Enforcement Wellness support to provide resources for officers and staff who are involved in critical incidents;
 Outside background screening for new hires;
 Continuing education opportunities to increase knowledge and expertise in daily operation, including training in de-escalation techniques that are used on a frequent, if not daily, basis that will reduce liability while enhancing the effectiveness and safety of the suspect, the public, and the officer in dealing with potentially violent encounters;
 Increased maintenance of the building and grounds at the Police Station to exemplify professionalism and community pride and janitorial support to provide additional resources due to COVID-19 exposures and contamination at the Police station;
 Funding to cover the rising costs in medical supplies and equipment, such as AED battery packs, Naloxone (Narcan), hemostatic bleeding control, and tourniquets;  Increase in costs for LIDAR (hand-held laser speed detection device) calibration.  Add a dedicated server to support digital evidence retention specific to UAV/Drones and a pilot use tracking software program to assist in required monthly FAA reports;
Other requested expenditure variances include:
 Increase in Human Resource division to include $2,000 for travel and training;  Increase in Gas and Oil related costs totaling $12,000;

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 Decrease of $38,369 in liability insurance costs through CalJPIA compared to current budget amounts.

Vehicle Replacement Requests $375,503
As detailed in the table below, the proposed budget includes a request for $1,292,000 in vehicles and equipment. Several City vehicles that were previously leased have reached the end of their useful lives. In some cases, the budget recommends entering into new leases and, where possible, a recommendation is made to purchase with cash to save financing costs. It is important to note that all vehicles due for replacement are evaluated to determine the status of their operating condition and whether or not their replacement can be delayed.

Proposed Vehicle Replacement Requests
The table reflects the total cost of vehicles that will be leased over a four-year term. The FY 2022-23 budget includes principal and interest payments for the first year’s payments, and the remaining amounts will be included in future budgets. The 4 proposed Police vehicles for purchase included in the proposed vehicle replacement request total $247,300 and the estimated lease payment for the 9 leased vehicles is estimated to be $178,000 totaling $425,300 in FY 2022-23. The City anticipates receiving $380,000 in Surplus revenue from the sale of the existing vehicles that will offset this cost, reducing the net impact to $45,300.

General Fund Transfer to Capital Improvement Program (CIP) $802,785 On May 24, 2022, the City Council provided direction on the 5-year CIP budget that included an anticipated transfer of $802,785 from the General Fund to upcoming 5-Year CIP. The proposed Mid-Cycle Update for the FY 2022-23 budget includes the transfer of funding for two projects that are included in the proposed 5-Year CIP as follows:

Fund Type # of units Lease/Buy Current Proposed Variance General Riding Mower 1 Buy 75,900 95,000 19,100
Streets Wood Chipper 1 Buy 48,100 63,500 15,400
Water 1/2 Ton Pickup 1 Buy 45,000 45,000 -
Water/Streets Air Compressor 1 Buy 30,000 30,000 -
General 3/4 Ton Pickup w/Utility Bed 1 Buy 61,000 61,000 - Streets Dump Truck 1 Buy 100,000 100,000 -
Police Ford Explorers 9 Lease 377,039 - (377,039)
Police Ford Explorers 7 Lease - 491,900 491,900
Police Ford Expeditions 2 Lease - 158,300 158,300
Police Ford Ranger Crew Cab 2 Buy - 111,200 111,200
Police Ford F250 1 Buy - 73,200 73,200
Police Ford Transit Van 1 Buy - 62,900 62,900
737,039 1,292,000 554,961

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 $764,585 for the Pavement Management Program (PMP). This transfer represents funding previously allocated from excess reserves by the City Council on July 27, 2021, to the 2021 PMP. At that time, the total funding allocated reached $1,751,000; however, the actual contract price for the project was lower than the budgeted amount by $764,585. It is proposed that this funding be returned to the new 5-Year CIP to be used for the PMP in FY 2022-23.
 $30,000 for the design study of the Short Street Plaza. The design portion of this project is proposed to be funded with General Fund monies, requiring a transfer of this funding to the CIP.

APPROPRIATION OF EXCESS AVAILABLE GENERAL FUND BALANCE:

During the FY 2021-23 Biennial Budget hearings, staff recommended bringing forward a future agenda item to address the fund balance above the 20% Fund Balance Goal Limit and to appropriate funds, if applicable, to certain expenditures. It is recommended that this FY 2022-23 Mid-Cycle Budget Update process include consideration of excess General Fund Balance and potential appropriation for expenditures as directed by Council.

In general, the funding available as excess reserves at this time result from a combination of one-time events. For instance, when the COVID-19 pandemic began, staff proposed and the City Council approved a number of cost-saving measures to reduce expenditures more than $1.2 million below the approved FY 2019-20 budget in light of anticipated reductions in revenue. For instance, vacant Police and Community Development positions were not filled, training and consultant services budgets were reduced, and planned vehicle replacements were delayed. As the pandemic continued, revenue projections for FYs 2020-21 and 2021-23 conservatively estimated only modest increases due to the many unknown economic impacts of the public health crisis. However, actual revenue received exceeded estimates for unexpected reasons, such as federal COVID relief funding, sales tax revenue resulting from a large one-time equipment purchase by a local vendor, and increases in property tax revenues above the County’s projections.

The proposed Mid-Cycle Budget for FY 2022-23 accounts for the newly projected increases in ongoing revenue, but the other causes of the current General Fund Balance are not anticipated to be replicated in future years.

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There are many options available for spending excess general fund reserves. However, because the excess reserves are one-time funds and do not represent an ongoing funding source, it is recommended that they be allocated to one-time items rather than to fund ongoing costs, such as new positions or programs. Spending options include an additional UAL payment to CalPERS, an Employee Retention Incentive, and infrastructure projects, such as pavement maintenance, sidewalk improvements or other capital improvement projects. Decisions regarding projects funded using excess reserves should also consider staff resource constraints.

Infrastructure Projects
Infrastructure projects include pavement maintenance, sidewalk improvements or other capital improvement projects that are not currently funded in the proposed 5-Year CIP.

Infrastructure needs were discussed on April 26, 2022 during the Discussion of Infrastructure Financing Options (Attachment 8).

The 5-Year CIP Budget includes $4,786,548 in the FY 2022-23 Budget for the Pavement Management Program (PMP). To maintain the City’s current Pavement Condition Index (PCI) of 56, which borders on the Poor Condition, approximately $6.25 million needs to be spent annually. The City’s pavement management consultant, PEI Consultants, Inc., has indicated that larger pavement projects have the potential to attract larger contractors who have their own asphalt plants that can often lead to a lower cost per square foot than smaller projects that often attract small firms that are reliant on others for their asphalt supply. Additional allocations of funding from General Fund Reserves to the PMP may result in greater efficiencies for the FY 2022-23 project.

The 5-Year CIP Budget includes $240,000 in the FY 2022-23 Budget for Sidewalk Improvements. Current sidewalk repair costs are estimated at $15/square foot. Additional funding for the sidewalk repair program would increase the number of sidewalk panels that could be repaired in the City and may enable the City to install new sidewalks to close existing gaps in one or two locations.

The City has a number of CIP projects that are not currently funded at this time. For example, the City proposes to complete studies on the Short Street Plaza Project and Recreation Services/Mark M. Millis Community Center Building projects. While funding has been included in the 5-Year CIP for these studies, both projects will require significant investments for construction and current funding sources are unknown. If Council wishes to retain excess General Fund Balance for these CIP projects that are not currently funded, the funding will remain in fund balance and included in the next 5-Year Capital Improvement Program Budget in Spring 2023.

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Reducing the City’s CalPERS Unfunded Accrued Liability (UAL) Because past earnings have not matched assumptions used by CalPERS to determine the amount of funding needed to cover pension obligations for member agencies, most CalPERS pension plans have liabilities that exceed the market value of assets in the plan, creating an Unfunded Actuarial Liability (UAL). The chart below shows historical rates of return on CalPERS investments over the last twenty years, indicating tremendous volatility over those years.

During the time period of the above chart, the expected rate of return has ranged from a high of 8.25% to the current expectation of 6.8%. In any year that the rate of return falls below these earnings expectations, the UAL will likely increase. This factor has been the primary driver of the increasing UAL over the years. Additionally, other factors, such as changes to mortality assumptions and shorter amortization of gains and losses, have also increased the UAL.

The City has a projected UAL of $17.9 million as of June 30, 2021. This total includes amounts from all six City pension plans, though primarily from the Tier 1 Plans, as follows:

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In an effort to reduce the City’s CalPERS UAL, the City Council decided during the FY 2018- 2020 Biennial Budget hearings to make two prepayments on the UAL. The first prepayment of $3 million was made in July 2018 and a second prepayment of $2 million was made in July 2019. The future realized savings from these investments will be approximately $423,000 annually on average for the next 29 years. This represents a rate of return on investment from the $5 million paid to CalPERS of 7.1%. The City Council may choose to allocate some or all of the $2.15 million of excess General Fund Balance to pay down the UAL further in FY 2022-23. A payment of $2.15 million to CalPERS would be anticipated to provide $170,000 in savings annually beginning in FY 2024-25.

Employee Retention Incentive Program
Council’s adopted Goals and Priorities for FY 2022-23 were grouped under three main categories: Investing in the Future, Investing in the City’s Infrastructure and Facilities, and Investing in People. An Employee Retention Incentive Program could be approved that would fall under the category of Investing in People. Salaries and benefits costs in the FY 2022-23 Mid-Cycle Budget Update reflect contractually obligated increases (current bargaining group contracts, which expire June 30, 2024). With rising inflation and cost of living increases, the retention of current employees during the completion of a salary survey continues to be a concern.

Excess General Fund Balance may be used to support a program that may provide onetime retention incentive pay to staff in two equal payments to incentivize retention. Fulltime employees who worked from January 1, 2022, to June 30, 2022, could be provided the first half of the one-time incentive and the second half could be provided to those who have worked from July 1, 2022, to December 31, 2022. Employees who worked less than full-time would receive payment on a prorated amount. An alternative could provide the same payment over a 12-month time frame, for example the first payment would remain in July 2022 and the second payment would be in July 2023. These amounts would not

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be retirement reportable and would not be included in the regular rate of pay for overtime purposes.

The City of Arroyo Grande currently has 70 Full time employees and approximately 7 FTE part time employees. Additionally, FCFA staff are City employees but are paid through FCFA. If the City Council would like to consider this program for FCFA employees, FCFA currently has 25 Full time employees and approximately 1 FTE part time employees. The following table provides the cost comparison of a one-time incentive (paid over two installments to continue to incentivize retention) of $5,000, $7,500, and $10,000:

OTHER BUDGET ISSUES:

Enterprise Fund
Though the focus of this report has been on the City’s General Fund, it is important to point out that the City’s two enterprise fund programs, Water and Sewer, are proposed to be updated to reflect the rate adjustment approved by the City Council on March 8, 2022, based on the Water and Wastewater Rate Study. The table below details a consolidated look at these enterprise funds.

Costs
$5,000 Retention
Incentive Pay
$7,500 Retention
Incentive Pay
$10,000 Retention
Incentive Pay
City 385,000 577,500 770,000
FCFA 130,000 195,000 260,000
515,000 772,500 1,030,000

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Special Revenue Funds
Special Revenue Funds are a governmental fund type used to account for specific revenues that are legally restricted to expenditures for particular purposes. The Mid-Cycle Budget Update for FY 2022-23 proposes changes to 8 of the 24 Special Revenue Funds.

Only the Special Revenue Funds with changes will be highlighted in this section.

Fund 214 Park Improvement
The Fund 214 Park Improvement Fund includes impact fees collected from developers for park improvements and are to be used to maintain the adopted level of service for neighborhood and community parks of 4.0 acres per thousand population. The anticipated revenues decreased by $20,000 compared to the current budget. The expenditure budget also decreased by $66,000 due to the Ash Street Restroom Roof replacement being reprogrammed to be completed in FY 2023-24. The anticipated fund balance at the end of FY 2022-23 is $155,096 as shown in the table below:
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Working Capital $ 8,480,795 $ 8,039,345 $ 8,039,345 $ 8,039,345 $ 5,421,118 $ 5,421,118 $ - Revenues:

Revenues 7,979,505 7,936,488 7,995,530 7,881,445 7,936,488 9,057,997 1,121,509 Transfers In 3,460,975 3,740,113 5,357,463 5,310,500 4,085,066 4,245,605 160,539 Total Revenues 11,440,480 11,676,601 13,352,993 13,191,944 12,021,554 13,303,602 1,282,048 Expenses:

Salaries and Benefits 921,206 1,040,100 1,049,300 1,054,300 1,017,800 1,077,900 60,100 Services and Supplies 4,129,427 4,662,103 4,700,503 4,656,540 4,761,296 4,804,835 43,539 Debt Service 1,305 22,000 22,000 22,000 - - -
Capital Outlay 1,023,255 71,000 71,000 71,000 3,700 3,700 - Capital Improvement Program 42,937 609,180 2,913,467 3,572,362 1,430,662 1,591,450 160,788 Transfers Out 5,763,799 6,424,993 6,480,933 6,433,970 6,857,766 6,870,805 13,039 Total Expenditures 11,881,930 12,829,376 15,237,203 15,810,171 14,071,224 14,348,690 277,466 Revenues over/(under) Expenses (441,450) (1,152,775) (1,884,210) (2,618,227) (2,049,670) (1,045,088) 1,004,582 Ending Working Capital $ 8,039,345 $ 6,886,570 $ 6,155,135 $ 5,421,118 $ 3,371,448 $ 4,376,030 $ 1,004,582 Increase/
(Decrease)
2021-22 2022-23

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Fund 218 Local Sales Tax Fund
Fund 218 Local Sales Tax Fund accounts for the revenues derived from Measure O-06, a local 0.5% sales tax approved by the City's voters in November 2006. The Local Sales Tax Fund provides for both operating and capital needs, with approximately 85% of the revenue generated by this half-percent tax allocated for capital projects. The 5-Year Local Sales Tax Fund Expenditures Program was discussed on April 26, 2022 (Attachment 8).

The anticipated revenues increased by $259,500 and the expenditure budget increased by $3,094,956 compared to the current budget. The anticipated fund balance at the end of FY 2022-23 is $1.3 million as shown in the table below:
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 331,858 $ 308,247 $ 308,247 $ 308,247 $ 164,196 $ 164,196 - Revenues:

Revenues 24,311 70,900 70,900 25,900 70,900 50,900 (20,000) Transfers In - - - - - - -
Total Revenues 24,311 70,900 70,900 25,900 70,900 50,900 (20,000) Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay - - - - - - -
Transfers Out 47,921 116,000 169,951 169,951 126,000 60,000 (66,000) Total Expenditures 47,921 116,000 169,951 169,951 126,000 60,000 (66,000) Change in Fund Balance (23,611) (45,100) (99,051) (144,051) (55,100) (9,100) 46,000 Ending Fund Balance $ 308,247 $ 263,147 $ 209,196 $ 164,196 $ 109,096 $ 155,096 46,000 Increase/
(Decrease)
2021-22 2022-23
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 3,823,112 $ 4,820,703 $ 4,820,703 $ 4,820,703 $ 4,462,466 $ 4,462,466 - Revenues:

Revenues 2,696,852 2,489,500 2,489,500 2,737,790 2,586,500 2,846,000 259,500 Transfers In - - - - - - -
Total Revenues 2,696,852 2,489,500 2,489,500 2,737,790 2,586,500 2,846,000 259,500 Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies 633,440 561,394 561,394 615,219 585,394 645,394 60,000 Capital Outlay - - - - - - -
Transfers Out 1,065,821 1,394,130 3,629,376 2,480,808 2,304,331 5,339,287 3,034,956 Total Expenditures 1,699,261 1,955,524 4,190,770 3,096,027 2,889,725 5,984,681 3,094,956 Change in Fund Balance 997,591 533,976 (1,701,270) (358,237) (303,225) (3,138,681) (2,835,456) Ending Fund Balance $ 4,820,703 $ 5,354,679 $ 3,119,433 $ 4,462,466 $ 4,159,241 $ 1,323,785 (2,835,456) 2021-22 2022-23
Increase/
(Decrease)

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Fund 220 Streets
Fund 220 Streets accounts for receipts and expenditures of money apportioned by the State under Streets and Highway Code. The use of gas tax revenues can only be used to construct and maintain streets, roads and highways. The anticipated revenues increased by $91,714 compared to the current budget due to more consumers driving and the increase in gas costs. The expenditure budget also increased by $10,601 related to increased employee costs. The anticipated fund balance at the end of FY 2022-23 is $79,698 as shown in the table below:

Fund 224 Transportation Facility Impact
Fund 224 Transportation Facility Impact accounts for developer impact fees paid to protect the public health, safety, and welfare by maintaining the existing level of public transportation facility services for existing and future residents within the City of Arroyo Grande. The anticipated revenues are unchanged compared to the current budget, however, the expenditure budget decreased by $241,219 related to a change in the Brisco Road/US 101 Interchange funding in FY 2022-23. The anticipated fund balance at the end of FY 2022-23 is $1.4 million as shown in the table below:
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 90,322 $ 90,339 $ 90,339 $ 90,339 $ 0 $ 0 - Revenues:

Revenues 551,990 783,678 783,678 802,131 799,352 891,066 91,714 Transfers In 463,890 491,000 491,000 536,806 576,000 576,000 - Total Revenues 1,015,881 1,274,678 1,274,678 1,338,937 1,375,352 1,467,066 91,714 Expenditures:

Salaries and Benefits 484,278 495,200 499,700 499,700 483,700 523,100 39,400 Services and Supplies 254,959 294,500 294,500 294,500 436,900 447,168 10,268 Debt Service 40,899 53,704 53,704 53,704 - - -
Capital Outlay - - - - - - -
Transfers Out 235,728 453,072 613,944 581,372 456,167 417,100 (39,067) Total Expenditures 1,015,863 1,296,476 1,461,848 1,429,276 1,376,767 1,387,368 10,601 Change in Fund Balance 17 (21,798) (187,170) (90,339) (1,416) 79,698 81,114 Ending Fund Balance $ 90,339 $ 68,541 $ (96,831) $ 0 $ (1,416) $ 79,698 81,114 Increase/
(Decrease)
2021-22 2022-23

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Fund 225 Transportation
Fund 225 Transportation revenue is provided by the San Luis Obispo County of Government’s (SLOCOG) Local Transportation Fund (LTF). The annual appropriation is restricted to transportation systems, including transit, pedestrian, street and road maintenance. The anticipated revenues increased by $150,000 compared to the current budget, reflecting more consumers driving and the increase in gas costs. The expenditure budget remains unchanged. The anticipated fund balance at the end of FY 2022-23 is $1.2 million as shown in the table below:

Fund 240 Tourism Business Improvement District (TBID)
Fund 240 TBID provides projects, programs and activities that benefit lodging businesses located and operating within the City of Arroyo Grande. A two percent (2%) assessment 2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 2,446,874 $ 2,601,057 $ 2,601,057 $ 2,601,057 $ 1,848,589 $ 1,848,589 - Revenues:

Revenues 156,715 150,000 150,000 35,000 150,000 150,000 - Transfers In - - - - - - -
Total Revenues 156,715 150,000 150,000 35,000 150,000 150,000 - Expenditures:

Salaries and Benefits - - - - - - -
Debt Service - -
Capital Outlay - - - - - - -
Transfers Out 2,532 107,124 787,468 787,468 831,219 590,000 (241,219) Total Expenditures 2,532 107,124 787,468 787,468 831,219 590,000 (241,219) Change in Fund Balance 154,183 42,876 (637,468) (752,468) (681,219) (440,000) 241,219 Ending Fund Balance $ 2,601,057 $ 2,643,933 $ 1,963,589 $ 1,848,589 $ 1,167,370 $ 1,408,589 241,219 Increase/
(Decrease)
2021-22 2022-23
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 321,241 $ 540,130 $ 540,130 $ 540,130 $ 965,130 $ 965,130 - Revenues:

Revenues 461,948 364,000 364,000 673,000 364,000 514,000 150,000 Transfers In - - - - - - -
Total Revenues 461,948 364,000 364,000 673,000 364,000 514,000 150,000 Expenditures:

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is levied on all lodging businesses of the rent charged by the operator per occupied room per night for all transient occupancies. Revenue collected is used to promote the lodging industry within the City. The anticipated revenues increased by $97,100 compared to the current budget. The expenditure budget is proposed to increase by $63,500 compared to the current budget. The TBID budget has been included in the consent agenda as item

8.g. The anticipated fund balance at the end of FY 2022-23 is $276,825 as shown in the table below:

Fund 241 Water Availability Fund
Fund 241 Water Availability Fund represents funding received from a charge that was enacted pursuant to the provision of Section 38743 of the Government Code, and Section

13.04.040 of the City Municipal Code. Water availability charges are imposed upon each parcel of property not served with city water and are restricted for the purpose of expanding water supply such as desalination plant, recycled water, scalping plant, etc.

The anticipated revenues are unchanged compared to the current budget, however, the expenditure budget is proposed to decrease by $576,050 in order to spend the remainder of the fund balance towards Central Coast Blue (CCB) pre-construction costs. All transfers out shown from FY 2020-21 through FY 2022-23 are related to CCB preconstruction costs. The anticipated fund balance at the end of FY 2022-23 is $0 as shown in the table below:
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 308,374 $ 328,349 $ 328,349 $ 328,349 $ 325,075 $ 325,075 - Revenues:

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Summary
The proposed Mid-Cycle Update for FY 2022-23 Budget recommends approximately $47.8 million in expenditures, including operating costs such as salaries, benefits, services, supplies, maintenance, debt service, and capital related items as shown in the consolidated fund summary table shown below:
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 1,555,872 $ 1,601,902 $ 1,601,902 $ 1,601,902 $ 45,950 $ 45,950 - Revenues:

Revenues 51,088 78,000 78,000 18,000 78,000 78,000 -
Transfers In - - - - - - -
Total Revenues 51,088 78,000 78,000 18,000 78,000 78,000 - Expenditures:

Revenues 17,888,444 9,057,997 7,479,237 421,444 34,847,122 Transfers In 3,012,700 4,245,605 576,000 - 7,834,305
Total Revenues 20,901,144 13,303,602 8,055,237 421,444 42,681,427 Expenditures:

Salaries and Benefits 12,774,135 1,077,900 523,100 - 14,375,135 Services and Supplies 7,199,231 4,804,835 1,596,897 7,800 13,608,763 Debt Service 286,261 - - 382,944 669,205
Capital Outlay 453,865 3,700 - - 457,565
Transfers Out 1,215,785 8,462,255 8,556,107 35,900 18,270,047 Total Expenditures 21,929,277 14,348,690 10,676,104 426,644 47,380,715 Total Operating Incr/(Decr) (1,028,133) (1,045,088) (2,620,868) (5,200) (4,699,289) Available Fund Balance $ 6,970,942 $ 4,376,030 $12,005,529 $ (752,812) $ 22,599,688 Enterprise
Funds
Agency
Funds Total
Special
Revenue
Funds
General
Fund

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The 5-Year CIP presented to Council on May 24, 2022, is ready for approval along with the updated FY 2022 operating budget. Direction is being sought on potential appropriation of up to $2,150,000 in excess General Fund Reserves at the discretion of Council. Finally, updates to the Citywide Combined Salary Schedule are proposed for adoption to implement previously approved cost of living adjustments, and a salary range for a new Management Analyst position.

ALTERNATIVES:

The following alternatives are provided for the Council’s consideration:

1. Discuss, consider and adopt a Resolution approving the FY 2022-23 Mid-Cycle Budget Update, a Resolution approving the 5-Year Capital Improvement Program Budget, and a Resolution approving the Updated Citywide Combined Salary Schedule and establishing a salary range for a Management Analyst position; and discuss, consider, and direct the appropriation of up to $2,150,000 of the Reserve Fund Balance for uses identified by Council;

2. Discuss, consider and modify the Resolution approving the FY 2022-23 Mid-Cycle Budget Update, the Resolution approving the 5-Year Capital Improvement Program Budget, and/or the Resolution approving the Updated Citywide Combined Salary Schedule and establishing a salary range for a Management Analyst position; and discuss, consider, and direct the appropriation of up to $2,150,000 of the Reserve Fund Balance for uses identified by Council;

3. Do not appropriate Reserve Fund Balance at this time or direct staff to return with further analyses of potential uses; or

4. Provide other direction to staff.

ADVANTAGES:

The recommendations in the Mid-Cycle Budget Update for FY 2022-23 and described in the staff report concerning potential spending options for excess General Fund Balance include spending strategies that will support Council’s adopted FY 2022-23 Goals of Investing in the Future, Investing in City Infrastructure and Facilities, and Investing in People and will accomplish the following:
 Maintain a substantial investment in improvements to the City’s infrastructure and facilities through the CIP Budget;
 Maintain reserves at or above the City’s policy levels; and  Supports employee retention
The Mid-Cycle Budget Report provides an updated review of the City’s finances in the current fiscal year, allocates additional funding to meet previously unanticipated needs, and maintains key service levels.

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DISADVANTAGES:

The recommendations do not fully address the long-term replacement needs of all City equipment and infrastructure, including the City’s streets, sidewalks, and stormwater facilities. Limited staffing levels continue to be a challenge for accomplishing all desired City priorities in a timely manner. Significant cost increases related to pensions and insurance are still threats that will require close monitoring. The performance of the economy in general, and the impacts of specific economic development activities, will also affect the financial condition and sustainability of City operations.

ENVIRONMENTAL REVIEW:

No environmental review is required for this item.

PUBLIC NOTIFICATION AND COMMENTS:

The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2.

Attachments:

1. Mid-Cycle Budget Report

2. 5-Year Capital Improvement Program Budget

3. Proposed Resolution Approving the FY 2022-23 Mid-Cycle Budget Update

4. Proposed Resolution Approving the 5-Year Capital Improvement Program Budget

5. Proposed Resolution Establishing a Salary Range for Management Analyst and approving the Updated Citywide Combined Salary Schedule

6. June 8, 2021 Staff Report and Attachments

7. May 10, 2022 Staff Report and Attachments

8. April 26, 2022 Staff Report and Attachments

9. May 24, 2022 Staff Report and Attachments

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City of
Arroyo Grande
FISCAL YEAR 2022-23

MID-CYCLE BUDGET REPORT
ATTACHMENT 1

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FUND SUMMARIES
CONSOLIDATED SUMMARY – ALL FUNDS
2022-23 BUDGET
Beginning Fund Balance $ 7,999,075 $ 5,421,118 $ 14,626,396 $ (747,612) $ 27,298,976 Revenues:

Revenues 17,888,444 9,057,997 7,479,237 421,444 34,847,122 Transfers In 3,012,700 4,245,605 576,000 - 7,834,305
Total Revenues 20,901,144 13,303,602 8,055,237 421,444 42,681,427 Expenditures:

Salaries and Benefits 12,774,135 1,077,900 523,100 - 14,375,135 Services and Supplies 7,199,231 4,804,835 1,596,897 7,800 13,608,763 Debt Service 286,261 - - 382,944 669,205
Capital Outlay 453,865 3,700 - - 457,565
Transfers Out 1,215,785 8,462,255 8,556,107 35,900 18,270,047 Total Expenditures 21,929,277 14,348,690 10,676,104 426,644 47,380,715 Total Operating Incr/(Decr) (1,028,133) (1,045,088) (2,620,868) (5,200) (4,699,289) Available Fund Balance $ 6,970,942 $ 4,376,030 $ 12,005,529 $ (752,812) $ 22,599,688 Enterprise
Funds
Agency
Funds Total
Special
Revenue
Funds
General
Fund

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FUND SUMMARIES
FUND: 010 GENERAL FUND
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 5,929,820 $ 8,063,069 $ 8,063,069 $ 8,063,069 $ 7,999,075 $ 7,999,075 - Revenues:

Revenues 16,336,745 16,413,487 16,566,205 17,187,055 16,969,237 17,888,444 919,207 Transfers In 2,716,904 3,047,025 3,089,400 3,089,400 3,012,700 3,012,700 - Total Revenues 19,053,649 19,460,512 19,655,605 20,276,455 19,981,937 20,901,144 919,207 Expenditures:

Salaries and Benefits 10,260,730 11,779,259 11,970,884 11,970,484 11,858,235 12,774,135 915,900 Services and Supplies 6,048,381 6,769,480 6,729,898 6,564,473 6,715,744 7,199,231 483,487 Debt Service 60,300 129,597 129,597 129,597 198,222 286,261 88,039 Capital Outlay 23,954 45,431 54,431 54,431 166,400 453,865 287,465 Transfers Out 527,035 465,570 2,344,343 1,621,464 413,000 1,215,785 802,785 Total Expenditures 16,920,399 19,189,337 21,229,153 20,340,449 19,351,601 21,929,277 2,577,676 - Total Operating Increases 2,133,249 271,175 (1,573,548) (63,994) 630,336 (1,028,133) (1,658,469) Available Fund Balance $ 8,063,069 $ 8,334,244 $ 6,489,521 $ 7,999,075 $ 8,629,411 $ 6,970,942 (1,658,469) Percent of Expenditures 47.7% 43.4% 30.6% 39.3% 44.6% 31.8% This is the primary operating fund of the City, which accounts for resources and services traditionally associated with government. The General Fund provides administrative, financial, police protection, community development, public works, and recreation services to the community and other funds. The General Fund accounts for revenues that have unrestricted uses and are not required legally or by contractual agreement to be accounted for in another fund. 2021-22
Increase/
(Decrease)
2022-23

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FUND SUMMARIES

GENERAL FUND REVENUES BY SOURCE

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FUND SUMMARIES

GENERAL FUND REVENUE DETAIL
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET TAXES
4001 Current Secured $ 5,495,819 $ 5,329,531 $ 5,329,531 $ 5,573,369 $ 5,436,122 $ 5,736,124 4002 Current Unsecured 203,594 196,495 196,495 200,275 $ 200,425 $ 200,425 4003 Prior Secured (10,085) (18,000) (18,000) (23,772) (18,000) (18,000) 4004 Prior Unsecured 3,397 4,600 4,600 4,600 4,600 4,600 4005 Redemptions 321 300 300 300 300 300
4007 Property Tax in Lieu of VLF 1,822,740 1,895,649 1,895,649 1,901,447 1,933,600 1,933,600 4010 Transient Occupancy Tax 1,028,718 972,000 972,000 1,300,000 1,059,480 1,300,000 4011 Sales & Use Tax 4,294,007 4,316,503 4,316,503 4,463,464 4,486,323 4,553,023 4012 Sales Tax-Safety 155,190 170,639 170,639 170,639 177,352 177,352 4013 Property Transfer Tax 163,390 153,000 153,000 153,000 156,060 156,060 4030 Franchise Taxes 713,919 696,900 696,900 696,900 703,900 703,900 4050 Business License Tax 97,785 102,000 102,000 97,000 104,040 98,000 Total 13,968,795 13,819,617 13,819,617 14,537,222 14,244,202 14,845,384

LICENSES & PERMITS
4124 Fire Permits 12,400 16,300 16,300 16,300 16,600 16,600 4125 Police Permits 29,220 40,800 40,800 40,800 41,600 41,600 4126 Other Permits-Alcohol (10) - - - - -
4127 Other Permits-Tobacco Retailers 1,974 2,000 2,000 2,000 2,000 2,000 4128 Other Permits-Solicitation - 200 200 200 200 200
4141 Other Permits-Encroachment 64,734 87,200 87,200 87,200 88,900 88,900 4161 Sign Permits 7,604 4,100 4,100 4,100 4,200 4,200
4162 Use Permits 44,256 15,300 15,300 15,300 15,600 15,600 4164 Use Permits-Temporary 882 2,100 2,100 2,100 2,100 2,100 4181 Building Permits 152,462 315,000 315,000 160,000 321,300 170,000 4182 Plumbing Permits 4,984 4,400 4,400 4,400 4,500 4,500 4183 Electrical Permits 58,872 52,000 52,000 52,000 53,000 53,000 4185 Excav/Grade Permits 11,310 19,400 19,400 19,400 19,800 19,800 4187 Mechanical Permits 8,055 10,400 10,400 10,400 10,600 10,600 4188 Other Permits-Roof - - - - - -
4189 Other Permits-Demolition 730 2,000 2,000 2,000 2,000 2,000 Total 397,471 571,200 571,200 416,200 582,400 431,100
FINES
4201 Vehicle Code Fines 37,616 35,700 35,700 35,700 36,400 36,400 4202 Local Ordinance 379 2,000 2,000 2,000 2,000 2,000
4203 Parking 3,380 8,200 8,200 8,200 8,400 8,400
Total 41,375 45,900 45,900 45,900 46,800 46,800

USE OF MONEY AND PROPERTY
4301 Interest 12,718 40,000 40,000 40,000 40,000 40,000 4350 Rent 64,410 64,400 64,400 64,400 65,700 65,700
4351 Telecommunication Site Leases 361,161 350,900 350,900 350,900 357,900 357,900 4353 Rent-Commercial Buildings (1,144) 7,500 7,500 7,500 12,000 12,000 FISCAL YEAR 2021-22 FISCAL YEAR 2022-23

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FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET USE OF MONEY AND PROPERTY (continued)
4354 Park User Fees 10,876 40,000 40,000 90,000 60,000 60,000 4355 Building Supervision - - - - - -
4356 Le Point Charging Station 836 1,000 1,000 1,000 1,000 1,000 4375 Returned Check Fees 50 200 200 - 200 200
4376 Collection-Credit Bureau
Total 448,907 504,000 504,000 553,800 536,800 536,800

AID FROM OTHER GOVERNMENTS
4411 Motor Vehicle License Fees 12,972 13,300 13,300 13,300 13,600 13,600 4413 Homeowners P.T.R. 33,149 31,975 31,975 31,975 32,600 32,600 4424 ICAC Reimbursement - 5,100 5,100 5,100 5,200 5,200 4426 P.O.S.T. Reimbursement 7,061 10,200 10,200 10,200 10,400 10,400 4427 Mandated Cost Recovery 7,091 5,600 5,600 5,600 5,700 5,700 4451 Lucia Mar Reimbursement 35,125 70,000 70,000 70,000 71,400 78,750 4458 State Grant 1,012 - - - - -
4460 Department of Justice Grant 8,446 - 29,730 29,730 - - 4479 Office of Traffic Safety Grant - Police 16,911 - 61,488 61,488 - - 4499 Rev from other Govmt Agencies 110,000 150,000 190,000 190,000 150,000 150,000 Total 231,767 286,175 417,393 417,393 288,900 296,250

COMMUNITY DEVELOPMENT CHARGES FOR SERVICES
4501 Developer Application Fees 11,773 11,200 11,200 11,200 11,400 11,400 4502 Filing/Certificate Fees - 6,800 6,800 6,800 6,900 6,900 4504 File Fees-Appeals 491 1,000 1,000 1,000 1,000 1,000 4505 Plan Check Fees 263,710 428,400 428,400 265,000 437,000 270,000 4506 Lot Split/Subdivision 25,052 10,200 10,200 10,200 10,400 10,400 4507 Architect Review Fees 11,490 10,200 10,200 10,200 10,400 10,400 4509 Home Occupancy Permits 8,759 6,900 6,900 6,900 7,000 7,000 4510 Miscellaneous Plan Fees 31,008 28,600 28,600 28,600 29,200 29,200 4511 Pre-application Reviews 3,684 2,600 2,600 2,600 2,700 2,700 4512 Sign Reviews 343 2,600 2,600 2,600 2,700 2,700
4514 Minor Exceptions 1,744 2,000 2,000 2,000 2,000 2,000 4518 EIR Administrative Fee 24,141 - - - - -
Total 382,195 510,500 510,500 347,100 520,700 353,700

RECREATION CHARGES FOR SERVICES
4602 Children in Motion 218,369 298,200 309,700 309,700 340,800 340,800 4603 Play/Learn Sessions 39,846 67,480 67,480 67,480 77,120 77,120 4604 Play/Learn-Summer 9,694 - - - - 126,000
4605 Special Interest Classes 238,047 103,155 103,155 275,000 119,025 215,000 4606 Sports Leagues 211 14,100 14,100 14,100 22,360 22,360 4607 Special Events 10,872 10,700 10,700 10,700 16,050 16,050 4608 Softball Leagues 8,108 18,960 18,960 18,960 25,280 25,280 4609 Recreation - Other Revenue 6,723 - - - - -
4613 Five Cities Youth Basketball - - - - - -
4614 Youth Wrestling Fund Raising - - - - - -
4615 Children in Motion - Classes - - - - - -
4655 Building Supervision 1,990 - - - - -
Total 533,859 512,595 524,095 695,940 600,635 822,610
FISCAL YEAR 2021-22 FISCAL YEAR 2022-23

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FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET

PUBLIC WORKS CHARGES FOR SERVICES
4701 Miscellaneous Engineering Fees - 2,900 2,900 2,900 3,000 3,000 4702 Engineering Map/Plan Check 5,970 8,200 8,200 8,200 8,400 8,400 4703 Engineering Inspection Fees 14,548 60,000 60,000 60,000 61,200 61,200 4704 Grading Fees - 2,000 2,000 2,000 2,000 2,000
4706 Stormwater Permit Fees 2,334 - - - - -
Total 22,852 73,100 73,100 73,100 74,600 74,600

OTHER CHARGES FOR SERVICES
4728 Fingerprint Fees -
4731 Live Scan Fingerprinting 2,291 1,700 1,700 1,700 1,700 1,700 4753 Sanitation District Billing Services 22,370 17,000 17,000 17,000 - 17,000 4762 Sewer Facility Charge 3,468 6,500 6,500 6,500 6,600 6,600 4771 County TMD Assessment Admin Fee 3,040 1,500 1,500 1,500 1,500 1,500 4772 FCFA Admin/Support Services 29,037 33,200 33,200 33,200 33,900 33,900 Total 60,206 59,900 59,900 59,900 43,700 60,700

OTHER REVENUE
4801 Other Revenue 12,353 15,000 15,000 15,000 15,000 15,000 4802 Sales-Land - - - - - -
4803 Sales-Equipment/Materials - - - - - -
4804 Sales-Publications/Reports 261 500 500 500 500 500 4805 Insurance Refunds/Dividends - - - - - -
4807 Expense Recovery 432 8,000 8,000 8,000 8,000 8,000 4808 Expense Recovery-Police 9,089 7,000 7,000 7,000 7,000 387,000 4809 Donations
4816 Other Financing Sources 9,000 - - - - -
4817 Santa Cop Sponsorship - - 10,000 10,000 - 10,000
4818 Cash over(short) (200) - - - - -
4820 Coronavirus Relief Fund 218,384 - - - - -
4826 Capital Contributions - - - - - -
4880 Bond Proceeds - - - - - -
Total 249,318 30,500 40,500 40,500 30,500 420,500

TRANSFERS IN
4901 Personnel Transfers 1,270,704 1,454,500 1,454,500 1,454,500 1,410,500 1,410,500 4902 Operating Transfers - - - - - -
4903 Cost Allocation 1,124,196 1,306,100 1,306,100 1,306,100 1,306,100 1,306,100 4907 Transfers In - CDBG Fund - - - - - -
4909 Transfers In - TBID Fund - 3,000 3,000 3,000 3,000 3,000 4920 Transfers In - Streets Fund - - - - - -
4930 Transfers In - Sewer Fund - - - - - -
4940 Transfers In - Water Fund - - - - - -
4950 Transfers In - Sales Tax Fund 292,008 253,425 253,425 253,425 263,100 263,100 4952 Transfers In - RDA Successor Fund 29,996 30,000 30,000 30,000 30,000 30,000 4965 Transfers In - American Rescue Plan Act ( - - 42,375 42,375 - - Total 2,716,904 3,047,025 3,089,400 3,089,400 3,012,700 3,012,700 Grand Total $ 19,053,649 $ 19,460,512 $ 19,655,605 $ 20,276,455 $ 19,981,937 $ 20,901,144 FISCAL YEAR 2021-22 FISCAL YEAR 2022-23

Page 652 of 696 ends

FUND SUMMARIES

GENERAL FUND EXPENDITURE
2022-23 General Fund Expenditures by Department

Page 653 of 696 ends

FUND SUMMARIES

GENERAL FUND EXPENDITURE BY OBJECT
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET

SALARIES/FRINGE BENEFITS
5101 Salaries-Full Time 4,509,426 $ 5,981,300 $ 6,069,400 $ 6,069,400 $ 6,100,700 $ 6,580,000 5102 Salaries-Part Time 104,509 91,600 92,600 92,600 101,800 101,500 5103 Salaries-Temporary Part Time 398,758 586,000 594,500 594,500 597,800 580,000 5105 Salaries-Overtime 272,105 167,200 211,395 211,395 167,200 167,200 5107 Standby/Call Back Pay 12,136 12,400 12,400 12,400 12,400 12,400 5108 Holiday Pay 262,854 114,000 115,600 115,600 116,200 119,700 5109 Sick Leave Pay 119,048 - - - - -
5110 Annual Leave Buy Back 23,107 35,500 35,500 35,500 35,500 35,500 5111 Vacation Buy Back 22,795 18,500 48,230 48,230 18,500 18,500 5112 Sick Leave Buy Back 12,217 11,400 11,400 11,400 11,400 11,400 5113 Vacation Leave Pay 118,482 - - - - -
5114 Compensation Pay 56,230 - - - - -
5115 Annual Leave 121,464 - - - - -
5116 Field Training Premium 1,923 5,000 5,000 5,000 5,000 5,000 5121 PERS Retirement 651,724 841,600 853,600 853,400 858,000 898,600 5122 Social Security 437,981 469,100 474,900 474,800 477,200 511,200 5123 PARS-Retirement 7,831 10,600 10,900 10,800 11,000 10,800 5126 State Disability (SDI) 13,023 14,200 14,400 14,400 14,400 16,700 5127 Deferred Compensation 15,777 16,500 16,500 16,500 16,500 17,100 5128 UAL (Unfunded Accrued Liability) 1,235,669 1,571,900 1,571,900 1,571,900 1,337,800 1,904,700 5131 Health Insurance 974,562 1,107,300 1,107,300 1,107,300 1,133,500 1,219,700 5132 Dental Insurance 58,113 64,900 64,900 64,900 64,900 68,300 5133 Vision Insurance 14,866 18,700 18,700 18,700 18,700 19,700 5134 Life Insurance 7,360 8,800 8,800 8,800 8,800 9,200 5135 Long Term Disability Insurance 14,635 20,100 20,300 20,300 20,300 21,500 5136 Retirees Health Insurance 139,731 235,000 235,000 235,000 235,000 235,000 5141 Workers Compensation 542,855 554,324 554,324 554,324 571,700 626,300 5142 Unemployment Insurance 56,807 1,000 1,000 1,000 1,000 1,000 5143 Uniform Allowance 9,817 11,500 11,500 11,500 11,500 11,500 5144 Car Allowance 25,704 20,700 20,700 20,700 20,700 20,700 5146 Expense Allowance - - - - - -
5147 Employee Assistance Program 4,434 3,235 3,235 3,235 3,235 3,235 5148 Boot Allowance 1,673 2,200 2,200 2,200 2,200 2,200 5149 Motor Pay 2,582 2,000 2,000 2,000 2,000 2,000
5150 Bilingual Pay 3,611 3,600 3,600 3,600 3,600 3,600
5151 Cell Phone Allowance 15,648 18,700 18,700 18,700 18,700 19,900 5199 Salary Reimbursement (8,726) (239,600) (239,600) (239,600) (139,000) (480,000) Total $ 10,260,730 $ 11,779,259 $ 11,970,884 $ 11,970,484 $ 11,858,235 $ 12,774,135 2021-22 2022-23

Page 654 of 696 ends

FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET

SERVICES & SUPPLIES
5201 Supplies - Office 19,796 $ 35,800 35,800 35,800 $ 35,800 35,800 5208 Postage/Mailing 14,647 15,200 15,200 15,200 15,200 15,200 5250 Supplies-Volunteer Program 387 1,600 1,600 1,600 1,600 1,600 5251 Supplies-Classes 1,812 9,000 9,000 9,000 9,000 9,000 5252 Supplies-Recreation Events 6,767 11,600 11,600 11,600 11,600 11,600 5253 Play/Learn Sessions 2,616 2,600 2,600 2,600 2,600 2,600 5254 Play/Learn-Summer 20 700 700 700 700 126,000
5255 Special Department Supplies 76,472 73,750 75,696 75,696 73,750 67,750 5257 Supplies-Leagues 700 27,600 27,600 27,600 27,600 27,600 5259 Children In Motion Supplies-Snacks 4,031 6,000 6,000 6,000 6,000 6,000 5261 Santa Cop - - 10,000 10,000 - 10,000
5272 Protective/Safety Clothing 34,019 43,500 43,500 43,500 43,500 43,500 5273 Small Tools 6,790 5,500 5,500 5,500 6,000 6,000
5274 Chemicals 1,071 3,300 3,300 3,300 3,300 3,300
5301 Advertising 10,601 12,100 12,100 12,100 12,100 12,100 5303 Contractual Services 1,396,067 1,857,831 1,875,406 1,647,831 1,872,878 2,198,678 5304 Professional Services 221,795 260,000 260,000 260,000 260,000 266,400 5306 Printing Services 655 600 600 600 600 600
5307 Disposal Fees - 2,000 2,000 2,000 2,000 2,000
5308 Street Trees 2,100 2,100 2,100 2,100 2,100 2,100
5313 Five Cities Fire Authority 2,052,061 2,052,061 2,052,061 2,052,061 2,052,061 2,052,061 5315 Pre-Employment Physicals 9,161 9,200 9,200 9,200 9,200 9,200 5316 Job Recruitment Expense 4,419 8,200 35,750 8,200 6,700 10,200 5319 Services-Miscellaneous 3,039 4,800 4,800 4,800 4,800 4,800 5321 Animal Control Services 59,593 74,455 74,455 74,455 75,944 88,500 5322 Canine Program - - - - - -
5324 Forensic Mandate Services 8,466 15,500 15,500 15,500 15,500 15,500 5327 Services-Litigation Non-Insurance 26,920 20,000 20,000 20,000 20,000 20,400 5328 Task Force Services 24,600 24,600 24,600 24,600 24,600 24,600 5329 Live Scan Fingerprinting Expense 2,569 8,000 8,000 8,000 8,000 8,000 5330 Cable Casting Expense 26,623 35,000 35,000 35,000 35,000 35,000 5351 Services-Classes 111,747 85,000 85,000 85,000 85,000 85,000 5352 Services-Leagues 1,815 10,000 10,000 10,000 10,000 10,000 5353 Services-Events 1,721 4,700 4,700 4,700 4,700 4,700 5354 Building Supervision - 100 100 100 100 100
5395 Community Services Grants 65,500 25,000 25,000 25,000 25,000 25,000 5396 Holiday Lights in the Village 8,000 - - - - -
5397 Business Assistance Grant 168,138 - 40,000 40,000 - - 5401 Utilities 225,210 285,800 285,800 285,800 285,800 285,800 5402 Power 210,708 240,000 240,000 240,000 240,000 240,000 5403 Telephone 39,394 44,400 44,400 44,400 44,400 44,400 5501 Travel/Conference/Training 42,758 99,700 103,557 103,557 96,500 121,500 5502 Tuition Reimbursement 7,394 5,300 5,300 5,300 5,300 5,300 5503 Memberships & Subscriptions 34,648 47,421 47,421 47,421 46,421 46,421 5504 Public Relations 12,151 23,600 23,600 58,300 23,600 23,600 5506 Elections 577 300 300 300 30,000 30,000
5508 Miscellaneous Expense 3,516 110,000 10,000 10,000 10,000 10,000 5551 Property Taxes 71 70 70 70 70 70
5552 Rent-Equipment 2,586 3,700 3,700 3,700 3,700 3,700 2021-22 2022-23

Page 655 of 696 ends

FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET SERVICES & SUPPLIES (Continued)
5553 Rent-Buildings & Land 15,497 4,100 4,100 4,100 4,220 4,220 5555 Bank Charges 45,178 32,000 32,000 32,000 33,000 33,000 5556 Penalties & Interest - - - - - -
5576 Liability Insurance-JPA Share 650,560 653,220 653,220 653,220 660,000 621,631 5578 Liability Insurance-Underground Tanks 1,050 1,200 1,200 1,200 1,300 1,300 5579 Property Insurance 55,937 65,572 65,572 65,572 66,000 66,000 5580 Surety Bonds 1,335 1,600 1,600 1,600 1,600 1,600
5601 Maintenance-Vehicles 46,867 70,600 70,600 70,600 70,600 70,600 5602 Maintenance-Office Equipment 15,467 19,300 19,300 19,300 19,300 19,300 5603 Maintenance-Machinery & Equipment 9,220 17,300 17,300 17,300 17,300 17,300 5604 Maintenance-Buildings 32,782 29,900 29,900 29,900 29,900 33,900 5605 Maintenance-Grounds 50,451 56,500 56,500 56,500 56,500 59,400 5606 Maintenance-Radio Communications 12,655 22,500 22,500 22,500 22,500 22,500 5607 Maintenance-Automated Services 53,259 68,800 68,800 68,800 79,800 79,800 5608 Gas & Oil 59,257 76,400 33,400 88,400 76,400 88,400 5614 Maintenance - PD Remodel - - - - - -
5615 Janitorial Services 14,850 16,200 16,200 16,200 16,200 16,200 5701 Office Equipment and Furniture 4,605 2,200 4,690 4,690 2,200 2,200 5702 Data Processing Equipment 25,681 24,400 24,400 24,400 10,200 10,200 Total $ 6,048,381 $ 6,769,480 $ 6,729,898 $ 6,564,473 $ 6,715,744 $ 7,199,231

DEBT SERVICE
5801 Debt - Principal Payment 9,774 $ 85,825 85,825 85,825 $ 190,305 258,173 5802 Debt - Interest Payment 2,817 2,100 2,100 2,100 2,000 2,000 5803 Lease Purchase Payments 47,709 41,672 41,672 41,672 5,917 26,088 Total $ 60,300 $ 129,597 $ 129,597 $ 129,597 $ 198,222 $ 286,261

TRANSFERS
5904 Transfers out - CIP Fund 238,890 $ 159,570 2,038,343 1,269,658 $ 22,000 824,785 5902 Transfer out - Streets Fund 148,719 266,000 266,000 311,806 351,000 351,000 5906 Transfers out - USDA City Hall loan 39,996 40,000 40,000 40,000 40,000 40,000 5907 Transfers out - OPEB Fund 95,269 - - - - -
5909 Transfers out - TBID Fund - - - - - -
5973 Stormwater Resource Planning Grant 4,160 - - - - - Total $ 527,035 $ 465,570 $ 2,344,343 $ 1,621,464 $ 413,000 $ 1,215,785

CAPITAL OUTLAY
6001 Office Equipment & Furniture 162 $ - - - $ - -
6101 Data Processing Equipment - - - - - -
6103 Computer Licensing/Software - - - - - -
6201 Machinery & Equipment 23,793 45,431 54,431 54,431 105,400 145,565 6301 Vehicles - - - - 61,000 308,300
6401 Structures & Improvements - - - - - -
Total $ 23,954 $ 45,431 $ 54,431 $ 54,431 $ 166,400 $ 453,865 Grand Total $ 16,920,399 $ 19,189,337 $ 21,229,153 $ 20,340,449 $ 19,351,601 $ 21,929,277 2021-22 2022-23

Page 656 of 696 ends

FUND SUMMARIES

GENERAL FUND EXPENDITURE SUMMARY

BY DEPARTMENT
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

DEPARTMENT ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
City Administration
4001 City Council $ 360,282 $ 106,600 $ 146,600 $ 146,600 $ 117,000 $ 115,800 4099 Retirees 234,507 235,000 235,000 235,000 235,000 235,000 4101 City Manager 226,682 308,500 311,600 311,400 313,300 465,100 xxxx Human Resources - 191,356 193,256 173,256 194,556 224,156 4003 City Attorney 250,625 283,200 283,200 283,200 283,200 290,000 Total City Administration 1,072,096 1,124,656 1,169,656 1,149,456 1,143,056 1,330,056 Legislative and Information Services
4002 City Clerk 343,983 410,375 414,275 414,275 442,575 471,275 4140 Information Technology - - - - - -
4102 Printing/Duplicating 13,865 25,600 25,600 25,600 25,600 25,600 Total Legislative & Information Services 357,848 435,975 439,875 439,875 468,175 496,875 Administrative Services
4120 Administrative Services 941,962 747,315 755,115 755,115 760,110 884,010 4140 Information Technology 522,201 615,557 636,332 618,757 629,497 730,297 4145 Non-Departmental 2,811,850 3,076,191 4,854,964 4,132,085 2,805,405 4,373,421 4145 FCFA (Fire Service) 2,052,061 2,052,061 2,052,061 2,052,061 2,052,061 2,052,061 CalPERS UAL payment - - - - - -
Total Administrative Services 6,328,074 6,491,124 8,298,472 7,558,018 6,247,073 8,039,789 Community Development
4130 Planning 448,892 943,700 951,600 761,600 947,000 887,600 4301 Engineering 584,412 696,900 703,600 703,600 708,200 749,300 4212 Building & Life Safety 419,689 461,600 462,700 462,700 463,700 462,700 Total Community Development 1,452,993 2,102,200 2,117,900 1,927,900 2,118,900 2,099,600 Police Department
4201 Police 973,662 1,130,024 1,144,324 1,144,324 1,253,797 1,622,592 4203 Patrol Services 3,311,646 3,692,300 3,689,300 3,744,300 3,759,000 3,648,700 4204 Police Support Services 785,763 1,119,200 1,130,000 1,130,000 1,137,500 1,094,100 4208 DOJ Tobacco Grant - - 29,730 29,730 - -
4209 OTS - Special Grant Programs 18,665 - 61,488 61,488 - - Total Police Department 5,089,736 5,941,524 6,054,842 6,109,842 6,150,297 6,365,392 Recreation Services
4421 Recreation Administration 355,924 441,200 446,200 480,900 449,300 443,100 4423 Pre-School Program 95,995 112,900 114,300 114,300 115,200 235,600 4424 Recreation-Special Programs 124,950 149,500 149,500 149,500 149,500 149,500 4425 Children In Motion 304,049 402,700 407,500 407,300 410,000 392,300 Total Recreation Services 880,918 1,106,300 1,117,500 1,152,000 1,124,000 1,220,500 FISCAL YEAR 2021-22 FISCAL YEAR 2022-23

Page 657 of 696 ends

FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

DEPARTMENT ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Public Works
4307 Public Works Administration 843,051 921,700 956,150 928,600 932,600 1,075,500 4420 Park Maintenance 391,722 462,631 466,431 466,431 508,200 640,065 4430 Soto Sports Complex Maintenance 191,402 230,900 233,100 233,100 234,700 241,000 4305 Automotive Shop 145,086 153,800 155,200 155,200 156,800 155,600 4213 Government Buildings 167,475 218,527 220,027 220,027 267,800 264,900 Total Public Works 1,738,735 1,987,558 2,030,908 2,003,358 2,100,100 2,377,065 Grand Total $ 16,920,399 $ 19,189,337 $ 21,229,153 $ 20,340,449 $ 19,351,601 $ 21,929,277 FISCAL YEAR 2021-22 FISCAL YEAR 2022-23

Page 658 of 696 ends

FUND SUMMARIES

ENTERPRISE FUNDS
FUND: 612 SEWER
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Working Capital $ 1,524,128 $ 1,122,337 $ 1,122,337 $ 1,122,337 $ 1,024,035 $ 1,024,035 - Revenues:

Revenues 973,133 947,000 1,006,042 966,957 947,000 1,077,960 130,960 Transfers In - - 267,200 267,200 - - -
Total Revenues 973,133 947,000 1,273,242 1,234,157 947,000 1,077,960 130,960 Expenses:

Salaries and Benefits 183,733 245,000 247,200 252,200 239,800 244,700 4,900 Services and Supplies 118,488 168,045 176,125 179,125 172,040 176,040 4,000 Debt Service 519 8,500 8,500 8,500 - - -
Operating Equipment 641,597 3,500 3,500 3,500 2,500 2,500 - Capital Improvement Program 22,483 243,140 438,579 385,394 260,412 228,828 (31,584) Transfers Out 408,104 488,740 503,740 503,740 542,700 542,700 - Total Expenditures 1,374,924 1,156,925 1,377,644 1,332,459 1,217,452 1,194,768 (22,684) Ending Available Working Capital $ 1,122,337 $ 912,412 $ 1,017,935 $ 1,024,035 $ 753,583 $ 907,227 153,644 This fund is used to account for maintenance of sewer lines connecting City residents to the South San Luis Obispo County Sanitation District sewer treatment plant. Money is collected from utility bills paid by customers.

Increase/
(Decrease)
2021-22 2022-23
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Working Capital $ 292,917 $ 324,066 $ 324,066 $ 324,066 $ 341,066 $ 341,066 - Revenues:

Revenues 31,150 42,000 42,000 17,000 42,000 42,000 -
Transfers In - - - - - - -
Total Revenues 31,150 42,000 42,000 17,000 42,000 42,000 - Expenses: -
Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Debt Service - - - - - - -
Capital Outlay - - - - - - -
Capital Improvement Program - - - - - - -
Transfers Out - - - - - - -
Total Expenditures - - - - - - -
Ending Available Working Capital $ 324,066 $ 366,066 $ 366,066 $ 341,066 $ 383,066 $ 383,066 - FUND: 634 SEWER FACILITY
This fund is used to account for the accumulation of sewer facility revenues to be used in capital improvement projects in the City.

Money is collected from development to offset the impacts new development has on the sewer collection system.

Increase/
(Decrease)
2021-22 2022-23

Page 659 of 696 ends

FUND SUMMARIES
FUND: 640 WATER
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Working Capital 3,989,576 $ 3,867,001 3,867,001 3,867,001 $ 1,315,076 1,315,076 - Revenues:

Revenues 6,923,455 6,882,488 6,882,488 6,882,488 6,882,488 7,873,037 990,549 Transfers In 5,059 - 1,350,150 1,350,150 232,750 417,250 184,500 Total Revenues 6,928,514 6,882,488 8,232,638 8,232,638 7,115,238 8,290,287 1,175,049 Expenses:

Salaries and Benefits 737,474 795,100 802,100 802,100 778,000 833,200 55,200 Services and Supplies 555,023 753,945 784,265 784,265 736,940 800,440 63,500 Debt Service 786 13,500 13,500 13,500 - - -
Capital Outlay 381,658 67,500 67,500 67,500 1,200 1,200 - Capital Improvement Program 20,454 366,040 2,474,888 3,186,968 1,170,250 1,362,622 192,372 Transfers Out 5,355,695 5,936,253 5,977,193 5,930,230 6,082,316 6,058,355 (23,961) Total Expenditures 7,051,090 7,932,338 10,119,446 10,784,563 8,768,706 9,055,817 287,111 Ending Available Working Capital 3,867,001 $ 2,817,150 1,980,192 1,315,076 $ (338,393) 549,546 887,938 This fund is used to account for the activities associated with the transmission and distribution of potable water by the City to its users.

Money is collected from utility bills paid by customers.

Increase/
(Decrease)
2021-22 2022-23
FUND: 641 LOPEZ
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Working Capital $ 1,703,434 $ 1,704,672 $ 1,704,672 $ 1,704,672 $ 1,704,672 $ 1,704,672 - Revenues:

Revenues 1,238 - - - - - -
Transfers In 3,455,916 3,740,113 3,740,113 3,693,150 3,852,316 3,828,355 (23,961) Total Revenues 3,457,154 3,740,113 3,740,113 3,693,150 3,852,316 3,828,355 (23,961) Expenses:

Salaries and Benefits - - - - - - -
Services and Supplies 3,455,916 3,740,113 3,740,113 3,693,150 3,852,316 3,828,355 (23,961) Debt Service - - - - - - -
Capital Outlay - - - - - - -
Transfers Out - - - - - - -
Total Expenditures 3,455,916 3,740,113 3,740,113 3,693,150 3,852,316 3,828,355 (23,961) Ending Available Working Capital $ 1,704,672 $ 1,704,672 $ 1,704,672 $ 1,704,672 $ 1,704,672 $ 1,704,672 - This fund is responsible for the purchase of water from Lopez Dam. The City has a 50.55% share of the water and expense generated by Zone 3 – County of San Luis Obispo’s Flood Control and Water Conservation District.

Increase/
(Decrease)
2021-22 2022-23

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FUND SUMMARIES
FUND: 642 WATER FACILITY
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Working Capital 970,740 $ 1,021,269 $ 1,021,269 $ 1,021,269 $ 1,036,269 $ 1,036,269 - Revenues:

Revenues 50,528 65,000 65,000 15,000 65,000 65,000 -
Transfers In - - - - - - -
Total Revenues 50,528 65,000 65,000 15,000 65,000 65,000 - Expenses:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay - - - - - - -
Transfers Out - - - - 232,750 269,750 37,000
Total Expenditures - - - - 232,750 269,750 37,000
Ending Available Working Capital $ 1,021,269 $ 1,086,269 $ 1,086,269 $ 1,036,269 $ 868,519 $ 831,519 (37,000) This fund is used to account for the accumulation of water facility revenues to be used in capital improvement projects in the City.

Money is collected from development to offset the impacts new development has on the water distribution system.

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(Decrease)
2021-22 2022-23

Page 661 of 696 ends

FUND SUMMARIES

SPECIAL REVENUE FUNDS
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 342,791 $ 341,819 $ 341,819 $ 341,819 $ 359,019 $ 359,019 - Revenues:

Revenues 22,219 51,000 51,000 17,200 51,000 51,000 -
Transfers In - - - - - - -
Total Revenues 22,219 51,000 51,000 17,200 51,000 51,000 - Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay - - - - - - -
Transfers Out 23,190 - - - - - -
Total Expenditures 23,190 - - - - - -
Change in Fund Balance (971) 51,000 51,000 17,200 51,000 51,000 - Ending Fund Balance $ 341,819 $ 392,819 $ 392,819 $ 359,019 $ 410,019 $ 410,019 - This fund accounts for impact fees collected from developers for the expansion of the existing fire station in order to serve future development.

Increase/
(Decrease)
2021-22 2022-23
FUND: 210 FIRE PROTECTION IMPACT FEES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 150,652 $ 193,039 $ 193,039 $ 193,039 $ 194,889 $ 194,889 - Revenues:

Revenues 42,387 40,200 40,200 40,600 40,200 40,200 -
Transfers In - - - - - - -
Total Revenues 42,387 40,200 40,200 40,600 40,200 40,200 - Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - 17,050 38,750 38,750 16,800 16,800 - Capital Outlay - - - - - - -
Transfers Out - - - - - - -
Total Expenditures - 17,050 38,750 38,750 16,800 16,800 - Change in Fund Balance 42,387 23,150 1,450 1,850 23,400 23,400 - Ending Fund Balance $ 193,039 $ 216,189 $ 194,489 $ 194,889 $ 218,289 $ 218,289 - This fund accounts for fees collected from Charter Communications that are restricted for support of public, education, and government access programming and equipment. 2021-22 2022-23
FUND: 211 PUBLIC ACCESS TELEVISION
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FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance 62,940$ $ 53,434 $ 53,434 $ 53,434 $ 58,734 $ 58,734 - Revenues:

Revenues 7,384 5,300 5,300 5,300 5,300 5,300 -
Transfers In - - - - - - -
Total Revenues 7,384 5,300 5,300 5,300 5,300 5,300 -
Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay - - - - - - -
Transfers Out 16,890 - - - - - -
Total Expenditures 16,890 - - - - - -
Change in Fund Balance (9,506) 5,300 5,300 5,300 5,300 5,300 - Ending Fund Balance 53,434$ $ 58,734 $ 58,734 $ 58,734 $ 64,034 $ 64,034 - 2021-22 2022-23
FUND: 212 POLICE PROTECTION IMPACT FEES
This fund accounts for impact fees collected from developers for the expansion of the existing police facility in order to serve future development.

Increase/
(Decrease)
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 1,335,312 $ 1,337,994 $ 1,337,994 $ 1,337,994 $ 1,443,994 $ 1,443,994 - Revenues:

Revenues 2,683 91,000 91,000 106,000 91,000 91,000 -
Transfers In - - - - - - -
Total Revenues 2,683 91,000 91,000 106,000 91,000 91,000 - Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay - - - - - - -
Transfers Out - - - - - - -
Total Expenditures - - - - - - -
Change in Fund Balance 2,683 91,000 91,000 106,000 91,000 91,000 - Ending Fund Balance $ 1,337,994 $ 1,428,994 $ 1,428,994 $ 1,443,994 $ 1,534,994 $ 1,534,994 - FUND: 213 PARK DEVELOPMENT
This fund accounts for the receipts of park-in-lieu fees (Quimby) and grant revenues that are used for construction, park acquisition, and development of park facilities.

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2021-22 2022-23

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FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 331,858 $ 308,247 $ 308,247 $ 308,247 $ 164,196 $ 164,196 - Revenues:

Revenues 24,311 70,900 70,900 25,900 70,900 50,900 (20,000) Transfers In - - - - - - -
Total Revenues 24,311 70,900 70,900 25,900 70,900 50,900 (20,000) Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay - - - - - - -
Transfers Out 47,921 116,000 169,951 169,951 126,000 60,000 (66,000) Total Expenditures 47,921 116,000 169,951 169,951 126,000 60,000 (66,000) Change in Fund Balance (23,611) (45,100) (99,051) (144,051) (55,100) (9,100) 46,000 Ending Fund Balance $ 308,247 $ 263,147 $ 209,196 $ 164,196 $ 109,096 $ 155,096 46,000 2021-22 2022-23
FUND: 214 PARK IMPROVEMENT
Impact fees collected from developers for park improvements are to be used to maintain the adopted level of service for neighborhood and community parks of 4.0 acres per thousand population. This fund accounts for the receipt and use of these monies.

Increase/
(Decrease)
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 24,096 $ 25,514 $ 25,514 $ 25,514 $ 29,714 $ 29,714 - Revenues:

Revenues 1,417 4,200 4,200 4,200 4,200 4,200 -
Transfers In - - - - - - -
Total Revenues 1,417 4,200 4,200 4,200 4,200 4,200 -
Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay - - - - - - -
Transfers Out - - - - - - -
Total Expenditures - - - - - - -
Change in Fund Balance 1,417 4,200 4,200 4,200 4,200 4,200 - Ending Fund Balance $ 25,514 $ 29,714 $ 29,714 $ 29,714 $ 33,914 $ 33,914 - FUND: 215 RECREATION COMMUNITY CENTER
This fund accounts for impact fees collected from developers and used for recreation facilities in order to maintain the adopted level of service of recreation/community center facilities of 542 square feet per thousand population.

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2021-22 2022-23

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FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 43,546 $ 40,467 $ 40,467 $ 40,467 $ 30,532 $ 30,532 - Revenues:

Revenues 9,406 9,500 9,500 9,500 9,500 9,500 -
Transfers In - - - - - - -
Total Revenues 9,406 9,500 9,500 9,500 9,500 9,500 -
Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies 9,388 14,535 14,535 14,535 14,535 14,535 - Capital Outlay - - - - - - -
Transfers Out 3,096 4,900 4,900 4,900 4,900 4,900 -
Total Expenditures 12,484 19,435 19,435 19,435 19,435 19,435 - Change in Fund Balance (3,078) (9,935) (9,935) (9,935) (9,935) (9,935) - Ending Fund Balance $ 40,467 $ 30,532 $ 30,532 $ 30,532 $ 20,597 $ 20,597 - This fund accounts for the landscape maintenance within the Grace Lane housing tract. A special benefit assessment is levied on property owners to pay for landscape maintenance expenditures. 2021-22 2022-23
FUND: 216 GRACE LANE ASSESSMENT DISTRICT
Increase/
(Decrease)
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 1,294 $ 1,033 $ 1,033 $ 1,033 $ 1,033 $ 1,033 - Revenues:

Revenues 5,565 5,900 5,900 5,900 5,900 5,900 -
Transfers In - - - - - - -
Total Revenues 5,565 5,900 5,900 5,900 5,900 5,900 -
Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies 3,822 5,700 5,700 5,700 5,700 5,700 - Capital Outlay - - - - - - -
Transfers Out 2,004 200 200 200 200 200 -
Total Expenditures 5,826 5,900 5,900 5,900 5,900 5,900 - Change in Fund Balance (261) - - - - - -
Ending Fund Balance $ 1,033 $ 1,033 $ 1,033 $ 1,033 $ 1,033 $ 1,033 - 2021-22 2022-23
FUND: 217 LANDSCAPE MAINTENANCE DISTRICTS
This fund accounts for the landscape maintenance of parkways within two housing tracts. A special benefit assessment is levied on property owners to pay for landscape maintenance expenditures.

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FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 3,823,112 $ 4,820,703 $ 4,820,703 $ 4,820,703 $ 4,462,466 $ 4,462,466 - Revenues:

Increase/
(Decrease)
FUND: 218 LOCAL SALES TAX
2021-22 2022-23
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 449,246 $ 463,760 $ 463,760 $ 463,760 $ 471,360 $ 471,360 - Revenues:

Revenues 44,792 46,500 46,500 46,500 46,500 46,500 -
Transfers In - - - - - - -
Total Revenues 44,792 46,500 46,500 46,500 46,500 46,500 - Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies 24,183 30,000 30,000 30,000 30,000 30,000 - Capital Outlay - - - - - - -
Transfers Out 6,096 8,900 8,900 8,900 8,900 8,900 -
Total Expenditures 30,279 38,900 38,900 38,900 38,900 38,900 - Change in Fund Balance 14,513 7,600 7,600 7,600 7,600 7,600 - Ending Fund Balance $ 463,760 $ 471,360 $ 471,360 $ 471,360 $ 478,960 $ 478,960 - 2021-22 2022-23
FUND: 219 PARKSIDE ASSESSMENT DISTRICT
This fund accounts for revenue derived from annual assessments, which are used to pay the cost incurred by the City for landscape maintenance.

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(Decrease)

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FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 90,322 $ 90,339 $ 90,339 $ 90,339 $ 0 $ 0 - Revenues:

FUND: 220 STREETS (GAS TAX)
2021-22 2022-23
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 1,079,716 $ 1,139,198 $ 1,139,198 $ 1,139,198 $ 1,153,198 $ 1,153,198 - Revenues:

Revenues 59,482 56,000 56,000 14,000 56,000 56,000 -
Transfers In - - - - - - -
Total Revenues 59,482 56,000 56,000 14,000 56,000 56,000 - Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay - - - - - - -
Transfers Out - - - - - - -
Total Expenditures - - - - - - -
Change in Fund Balance 59,482 56,000 56,000 14,000 56,000 56,000 - Ending Fund Balance $ 1,139,198 $ 1,195,198 $ 1,195,198 $ 1,153,198 $ 1,209,198 $ 1,209,198 - 2021-22 2022-23
FUND: 222 TRAFFIC SIGNALIZATION
This fund accounts for traffic signalization assessment levied against developments for the future cost of traffic signals.

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FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 153,477 $ 153,760 $ 153,760 $ 153,760 $ 154,260 $ 154,260 - Revenues:

Revenues 284 500 500 500 500 500 -
Transfers In - - - - - - -
Total Revenues 284 500 500 500 500 500 -
Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay - - - - - - -
Transfers Out - - - - - - -
Total Expenditures - - - - - - -
Change in Fund Balance 284 500 500 500 500 500 -
Ending Fund Balance $ 153,760 $ 154,260 $ 154,260 $ 154,260 $ 154,760 $ 154,760 - FUND: 223 TRAFFIC CIRCULATION
This fund accounts for developer traffic mitigation measure fees charged as a result of an environmental review.

Increase/
(Decrease)
2021-22 2022-23
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 2,446,874 2,601,057$ 2,601,057$ 2,601,057$ 1,848,589$ 1,848,589$ - Revenues:

Revenues 156,715 150,000 150,000 35,000 150,000 150,000 - Transfers In - - - - - - -
Total Revenues 156,715 150,000 150,000 35,000 150,000 150,000 - Expenditures:

Salaries and Benefits - - - - - - -
Debt Service - -
Capital Outlay - - - - - - -
Transfers Out 2,532 107,124 787,468 787,468 831,219 590,000 (241,219) Total Expenditures 2,532 107,124 787,468 787,468 831,219 590,000 (241,219) Change in Fund Balance 154,183 42,876 (637,468) (752,468) (681,219) (440,000) 241,219 Ending Fund Balance $ 2,601,057 2,643,933$ 1,963,589$ 1,848,589$ 1,167,370$ 1,408,589$ 241,219 2021-22 2022-23
FUND: 224 TRANSPORTATION FACILITY IMPACT
This fund accounts for developer impact fees (AB1600 fees) paid to protect the public health, safety, and welfare by maintaining the existing level of public services for existing and future residents within the City of Arroyo Grande.

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(Decrease)

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FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 321,241 $ 540,130 $ 540,130 $ 540,130 $ 965,130 $ 965,130 - Revenues:

Revenues 461,948 364,000 364,000 673,000 364,000 514,000 150,000 Transfers In - - - - - - -
Total Revenues 461,948 364,000 364,000 673,000 364,000 514,000 150,000 Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies 2,363 15,000 15,000 15,000 15,000 15,000 - Debt Service - -
Capital Outlay - - - - - - -
Transfers Out 240,696 233,000 233,000 233,000 233,000 233,000 - Total Expenditures 243,059 248,000 248,000 248,000 248,000 248,000 - Change in Fund Balance 218,889 116,000 116,000 425,000 116,000 266,000 150,000 Ending Fund Balance $ 540,130 $ 656,130 $ 656,130 $ 965,130 1,081,130$ 1,231,130$ 150,000 2021-22 2022-23
FUND: 225 TRANSPORTATION
This revenue source is provided by the San Luis Obispo County of Government’s (SLOCOG) Local Transportation Fund (LTF). The annual appropriation is restricted to transportation systems, including transit, pedestrian, street and road maintenance.

Increase/
(Decrease)
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 360,478 $ 369,799 $ 369,799 $ 369,799 $ 249,499 $ 249,499 - Revenues:

Revenues 21,970 77,000 77,000 17,000 77,000 77,000 -
Transfers In - - - - - - -
Total Revenues 21,970 77,000 77,000 17,000 77,000 77,000 - Expenditures:

Services and Supplies 12,649 137,300 137,300 137,300 137,300 137,300 - Debt Service - -
Capital Outlay - - - - - - -
Transfers Out - - - - - - -
Total Expenditures 12,649 137,300 137,300 137,300 137,300 137,300 - Change in Fund Balance 9,321 (60,300) (60,300) (120,300) (60,300) (60,300) - Ending Fund Balance $ 369,799 $ 309,499 $ 309,499 $ 249,499 $ 189,199 $ 189,199 - 2021-22 2022-23
Increase/
(Decrease)
FUND: 226 WATER NEUTRALIZATION IMPACT
The City requires development projects that increase total water consumption in the City to “neutralize” that demand by reducing water consumption in existing development by an equivalent amount or by paying a fee inlieu of performing water consumption reductions. This fund accounts for the amount collected from developers and is used towards the City’s water conservation efforts.

Page 669 of 696 ends

FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 5,891 $ 5,891 $ 5,891 $ 5,891 $ 404 $ 404 - Revenues:

Revenues - - - - - - -
Transfers In - - - - - - -
Total Revenues - - - - - - -
Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay - - - - - - -
Transfers Out - - 5,487 5,487 - - -
Total Expenditures - - 5,487 5,487 - - -
Change in Fund Balance - - (5,487) (5,487) - - -
Ending Fund Balance $ 5,891 $ 5,891 $ 404 $ 404 $ 404 $ 404 - 2021-22 2022-23
FUND: 231 DRAINAGE FACILITY
This fund accounts for impact fees paid by development and are restricted to improving drainage within the City.

Increase/
(Decrease)
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 1,054,052 1,086,065$ 1,086,065$ 1,086,065$ 1,151,565$ 1,151,565$ - Revenues:

Revenues 32,012 26,500 26,500 65,500 26,500 26,500 -
Transfers In - - - - - - -
Total Revenues 32,012 26,500 26,500 65,500 26,500 26,500 - Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay - - - - - - -
Transfers Out - - - - - - -
Total Expenditures - - - - - - -
Change in Fund Balance 32,012 26,500 26,500 65,500 26,500 26,500 - Ending Fund Balance $ 1,086,065 1,112,565$ 1,112,565$ 1,151,565$ 1,178,065$ 1,178,065$ - FUND: 232 IN-LIEU AFFORDABLE HOUSING
This fund accounts for monies paid by developers in meeting the City's mandatory affordable housing requirements.

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(Decrease)
2021-22 2022-23

Page 670 of 696 ends

FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 19,905 $ 19,942 $ 19,942 $ 19,942 $ 20,004 $ 20,004 - Revenues:

Revenues 37 - - 62 - - -
Transfers In - - - - - - -
Total Revenues 37 - - 62 - - -
Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay - - - - - - -
Transfers Out - - - - - - -
Total Expenditures - - - - - - -
Change in Fund Balance 37 - - 62 - - -
Ending Fund Balance $ 19,942 $ 19,942 $ 19,942 $ 20,004 $ 20,004 $ 20,004 - This fund accounts for monies paid by developers in meeting the City's underground utility requirements. 2021-22 2022-23
FUND: 233 IN-LIEU UNDERGROUND UTILITY
Increase/
(Decrease)
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 308,374 $ 328,349 $ 328,349 $ 328,349 $ 325,075 $ 325,075 - Revenues:

Revenues 205,466 136,750 136,750 246,200 147,650 244,750 97,100 Transfers In - - - - - - -
Total Revenues 205,466 136,750 136,750 246,200 147,650 244,750 97,100 Salaries and Benefits - - - - - - -
Services and Supplies 185,491 221,500 221,500 241,474 221,500 285,000 63,500 Debt Service - - - - - - -
Capital Outlay - - - - - - -
Transfers Out - 8,000 8,000 8,000 8,000 8,000 -
Total Expenditures 185,491 229,500 229,500 249,474 229,500 293,000 63,500 Change in Fund Balance 19,975 (92,750) (92,750) (3,274) (81,850) (48,250) 33,600 Ending Fund Balance $ 328,349 $ 235,599 $ 235,599 $ 325,075 $ 243,225 $ 276,825 33,600 2021-22 2022-23
FUND: 240 TOURISM BUSINESS IMPROVEMENT DISTRICT
The purpose of the Tourism Business Improvement District (TBID) is to provide projects, programs and activities that benefit lodging businesses located and operating within the City of Arroyo Grande. A two percent (2%) assessment is levied on all lodging businesses of the rent charged by the operator per occupied room per night for all transient occupancies. Revenue collected is used to promote the lodging industry within the City.

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FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 1,555,872 1,601,902$ 1,601,902$ 1,601,902$ $ 45,950 $ 45,950 - Revenues:

Revenues 51,088 78,000 78,000 18,000 78,000 78,000 -
Transfers In - - - - - - -
Total Revenues 51,088 78,000 78,000 18,000 78,000 78,000 - Expenditures:

Services and Supplies - - - - - - -
Debt Service - -
Capital Outlay - - - - - - -
Transfers Out 5,059 20,100 787,812 1,573,952 700,000 123,950 (576,050) Total Expenditures 5,059 20,100 787,812 1,573,952 700,000 123,950 (576,050) Change in Fund Balance 46,029 57,900 (709,812) (1,555,952) (622,000) (45,950) 576,050 Ending Fund Balance $ 1,601,902 1,659,802$ $ 892,090 $ 45,950 $ (576,050) $ (0) 576,050 Pursuant to the provisions of Section 38743 of the Government Code, water availability charges is a “special charge” which is levied to each parcel of property not served with city water. These charges are restricted for the sole purpose of expanding water supply such as desalination plant, recycled water, scalping plant, etc. 2021-22 2022-23
FUND: 241 WATER AVAILABILITY FUND
Increase/
(Decrease)
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 15,180 $ 17,242 $ 17,242 $ 17,242 $ 17,242 $ 17,242 - Revenues:

Revenues 170,864 78,279 78,279 78,279 - - -
Transfers In - - - - - - -
Total Revenues 170,864 78,279 78,279 78,279 - - -
Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies 168,802 78,279 78,279 78,279 - - - Debt Service - - - - - - -
Capital Outlay - - - - - - -
Transfers Out - - - - - - -
Total Expenditures 168,802 78,279 78,279 78,279 - - -
Change in Fund Balance 2,062 - - - - - -
Ending Fund Balance $ 17,242 $ 17,242 $ 17,242 $ 17,242 $ 17,242 $ 17,242 - This fund accounts for revenues and expenditures related to Community Development Block Grant (CDBG) Funds.

The program is a flexible program that provides the City with resources to address a wide range of unique community development needs.

FUND: 250 CDBG GRANT FUND
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2021-22 2022-23

Page 672 of 696 ends

FUND SUMMARIES
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ - $ - $ - $ - $ 1,091,441 $ 1,091,441 - Revenues:

Revenues - - 2,150,121 2,150,121 - 2,150,121 2,150,121
Transfers In - - - - - - -
Total Revenues - - 2,150,121 2,150,121 - 2,150,121 2,150,121 Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - 594,391 17,500 - - -
Capital Outlay - - - - - - -
Transfers Out - - 3,705,850 1,041,180 - 1,645,770 1,645,770 Total Expenditures - - 4,300,241 1,058,680 - 1,645,770 1,645,770 Change in Fund Balance - - (2,150,121) 1,091,441 - 504,351 504,351 Ending Fund Balance $ - $ - $ (2,150,121) $ 1,091,441 $ 1,091,441 $ 1,595,791 504,351 Increase/
(Decrease)
FUND: 260 AMERICAN RESCURE PLAN ACT (ARPA)
This fund accounts for American Rescue Plan Act (ARPA) funds. On March 11, 2021 President Biden signed ARPA into law. ARPA is intended to provide financial aid to families, governments, businesses, schools, non-profits and others impacted by the COVID-19 public health crisis. To support the immediate pandemic response, bring back jobs, and lay the groundwork for a strong and equitable recovery, ARPA established the Coronavirus State and Local Recovery Fund, designed to deliver $350 billion to state, local, territorial, and Tribal governments to bolster their response to the COVID-19 emergency and recover from the economic impacts caused by the public health crisis. This legislation provided $27 billion in federal money to the State of California. The State will allocate $1.2 billion to non-entitlement units of local government (NEUs). As an NEU, Arroyo Grande is eligible to receive $4,300,241. The City received the first tranche of funding on July 13, 2021, totaling $2,150,121 and the balance will be delivered 12 months later.
2021-22 2022-23
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 246,341 $ 397,271 $ 397,271 $ 397,271 $ 388,071 $ 388,071 - Revenues:

Revenues 218,640 140,800 140,800 140,800 140,800 140,800 - Transfers In - - - - - - -
Total Revenues 218,640 140,800 140,800 140,800 140,800 140,800 - Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies - - - - - - -
Capital Outlay 17,709 - - - - - -
Transfers Out 50,000 150,000 150,000 150,000 125,000 125,000 - Total Expenditures 67,709 150,000 150,000 150,000 125,000 125,000 - Change in Fund Balance 150,931 (9,200) (9,200) (9,200) 15,800 15,800 - Ending Fund Balance $ 397,271 $ 388,071 $ 388,071 $ 388,071 $ 403,871 $ 403,871 - This fund accounts for the receipt and use of monies from the State of California restricted to the purchase of police equipment and technology for crime prevention.

Increase/
(Decrease)
FUND: 271 STATE COPS BLOCK GRANT
2021-22 2022-23

Page 673 of 696 ends

FUND SUMMARIES

AGENCY FUNDS
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ (2,341,912) $ (2,565,372) $ (2,565,372) $ (2,565,372) $ (2,567,372) $ (2,567,372) - Revenues:

Revenues - 412,944 412,944 412,944 412,944 412,944 -
Transfers In - - - -
Total Revenues - 412,944 412,944 412,944 412,944 412,944 - Expenditures:

Salaries and Benefits - - - - - - -
Services and Supplies 4,225 2,000 2,000 2,000 2,000 2,000 - Debt Service 189,239 382,944 382,944 382,944 382,944 382,944 - Capital Outlay - - - - - - -
Transfers Out 29,996 30,000 30,000 30,000 30,000 30,000 - Total Expenditures 223,460 414,944 414,944 414,944 414,944 414,944 - Change in Fund Balance (223,460) (2,000) (2,000) (2,000) (2,000) (2,000) - Ending Fund Balance $ (2,565,372) $ (2,567,372) $ (2,567,372) $ (2,567,372) $ (2,569,372) $ (2,569,372) - FUND: 286 SUCCESSOR AGENCY TO THE FORMER REDEVELOPMENT AGENCY This private-purpose trust fund was created to hold the assets of the former redevelopment agency of the City of Arroyo Grande until they are distributed to other units of state and local government after the payment of enforceable obligations have been made.

Increase/
(Decrease)
2021-22 2022-23
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 1,595,878 $ 1,622,334 $ 1,622,334 $ 1,622,334 $ 1,620,934 $ 1,620,934 - Revenues:

Revenues 27,859 - - - - -
Transfers In -
Total Revenues 27,859 - - - - - -
Expenditures:

Salaries and Benefits - - - - - -
Services and Supplies 1,404 1,400 1,400 1,400 1,400 1,400 Debt Service - - - - - -
Capital Outlay - - - - - -
Transfers Out - - - - - -
Total Expenditures 1,404 1,400 1,400 1,400 1,400 1,400 - Ending Fund Balance $ 1,622,334 $ 1,620,934 $ 1,620,934 $ 1,620,934 $ 1,619,534 $ 1,619,534 FUND: 287 SUCCESSOR AGENCY TO THE FORMER REDEVELOPMENT AGENCY - HOUSING FUNCTION This private-purpose trust fund was created to hold the housing assets of the former redevelopment agency of the City of Arroyo Grande until they are distributed to other units of state and local government after the payment of enforceable obligations have been made.

Increase/
(Decrease)
2021-22 2022-23

Page 674 of 696 ends

FUND SUMMARIES
FUND: 751 DOWNTOWN PARKING
2020-21 ADOPTED AMENDED ESTIMATED CURRENT PROPOSED

ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance $ 1,529 $ 4,526 $ 4,526 $ 4,526 $ 4,819 $ 4,819 - Revenues:

Revenues 11,342 8,500 8,500 11,000 8,500 8,500
Transfers In 8 -
Total Revenues 11,350 8,500 8,500 11,000 8,500 8,500 -
Expenditures:

Salaries and Benefits - - - - - -
Services and Supplies 4,753 4,400 4,400 4,807 4,400 4,400 Capital Outlay - - - - - -
Transfers Out 3,600 5,900 5,900 5,900 5,900 5,900
Total Expenditures 8,353 10,300 10,300 10,707 10,300 10,300 - Ending Fund Balance $ 4,526 $ 2,726 $ 2,726 $ 4,819 $ 3,019 $ 3,019 This agency fund collects assessments from Arroyo Grande Village merchants for the maintenance of the Village parking lots for the Downtown Village Merchants Association.

Increase/
(Decrease)
2021-22 2022-23

Page 675 of 696 ends

Project Number Request Title Department Funding Sources Budget
FY 2021-22
2021-22 Anticipated to
Complete or
Carryover
Budget
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total

MISCELLANEOUS PROJECTS
350-5450 Corporation Yard Renovations Public Works 4910 - General Fund 20,000 13,900 26,100 20,000 20,000 20,000 20,000 4930 - Sewer Fund 30,000 20,849 24,151 15,000 15,000 15,000 15,000 4940 - Water Fund 30,000 20,849 24,151 15,000 15,000 15,000 15,000 4950 - Sales Tax 20,000 13,900 6,100 280,502
350-5451 Police Station Firing Range Police Department 4950 - Sales Tax - - - - 120,000 - - 120,000 350-5453 Financial Management Software Administrative Services 4930 - Sewer Fund - - 47,500 47,500 - - - 4940 - Water Fund - - 47,500 47,500 - - -
4950 - Sales Tax - - 130,000 130,000 - - - 450,000
350-5455 City Building Safety Improvement Project Public Works 4950 - Sales Tax 50,000 3,263 - - - - - - 350-5463 Woman's Club Improvements Recreation Services 4950 - Sales Tax - - 2,200 - - - - 4809 - Donations 2,167 2,167 - - - - - 2,200
350-5468 Public Safety Video Cameras Police Department 4929 - COPS 80,000 - 125,000 62,500 62,500 62,500 - 4950 - Sales Tax - - - 62,500 62,500 62,500 - 500,000
350-5470
Report Management System (RMS)
Upgrade at PD Police Department 4929 - COPS 150,000 150,000 - - - - - - 350-5471 Utility Undergrounding on East Grande Ave Community Development 4950 - Sales Tax 75,000 - - - - - - - 350-5472 Network Switch Replacement Administrative Services 4950 - Sales Tax 22,000 22,000 24,000 - - - - 24,000 350-5473 Replacement Generator at Station 1 FCFA 4499 - Other Gov Agencies 42,500 42,500 272,000 - - - - 4910 - General Fund 46,780 46,780
4950 - Sales Tax 46,738 46,738 272,000 - - - - 544,000
350-5474
Fuel Management System/Dispenser
Replacement Public Works 4910 - General Fund 21,235 21,235 - - - - - 4930 - Sewer Fund 10,940 10,940 - - - - -
4940 - Water Fund 10,940 10,940 - - - - -
4950 - Sales Tax 21,235 21,235 - - - - - -
350-5475 ADA Transition Plan Community Development 4463 - CDBG - - - 12,391 - - - 4499 - Other Gov Agencies - - - 23,500 - - -
4910 - General Fund - - - 75,834 - - - 111,725
350-5476 City Hall Front Door ADA (CDBG) Public Works 4463 - CDBG 53,341 53,341 - - - - - - 350-54XX Le Point Street Parking Lot Expansion Community Development 4950 - Sales Tax - - 85,000 150,000 - - - 235,000 350-54XX Short Street Plaza Community Development 4910 - General Fund - - 30,000 - - - - 30,000 350-54XX Ash Street Restroom Roof Replacement Public Works 4914 - Park Improvement - - - 65,000 - - - 65,000 350-54XX Server Replacement - City Hall Administrative Services 4950 - Sales Tax - - - 30,000 - - - 30,000 350-54XX Email Archive Administrative Services 4950 - Sales Tax - - - 10,000 - - - 10,000 350-54XX Network Storage Refresh - City Hall Administrative Services 4950 - Sales Tax - - - - 80,000 - - 80,000 350-54XX Shoretel (Phones) Administrative Services 4950 - Sales Tax - - - - 50,000 - - 50,000 350-54XX Firewall - City Hall Administrative Services 4950 - Sales Tax - - - - 40,000 - - 40,000 350-54XX Server Replacement - Police Dept. Administrative Services 4950 - Sales Tax - - - - 30,000 - - 30,000 350-54XX
Secondary Network Storage (PD InCar/Body) Police Department 4950 - Sales Tax - - - - 12,000 - - 12,000 350-54XX Rate Study Update Administrative Services 4930 - Sewer Fund - - - - - 30,000 - 4940 - Water Fund - - - - - 30,000 - 60,000
350-54XX Council Chambers Audio/Video Administrative Services 4950 - Sales Tax - - - - - 25,000 - 25,000 Total Miscellaneous Projects 732,876 500,637 1,115,702 766,725 507,000 260,000 50,000 2,699,427 ATTACHMENT 2

Page 676 of 696 ends

Project Number Request Title Department Funding Sources Budget
FY 2021-22
2021-22 Anticipated to
Complete or
Carryover
Budget
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total

PARKS PROJECTS
350-5515 Various Park Renovations Public Works 4914 - Park Improvement 37,725 37,725 30,000 30,000 30,000 30,000 30,000 150,000 350-5540 Central Irrigation Controls Public Works 4914 - Park Improvement 10,000 10,000 5,000 5,000 - - - 10,000 350-5554 Soto Sports Complex ADA Bleachers Public Works 4914 - Park Improvement 5,000 5,000 10,000 5,000 5,000 5,000 5,000 30,000 350-5555 Strother Park BBQ No. 2 Repairs Public Works 4914 - Park Improvement - - - 8,000 - - - 8,000 350-5556
Recreation Services / Community Center
Building Recreation Services 4950 - Sales Tax 46,195 - 46,195 150,000 - - - 196,195 350-5559 ADA Drinking Fountains Public Works 4914 - Park Improvement 12,484 12,484 - 6,000 6,000 6,000 6,000 24,000 350-5561 Soto Sports Complex Courts Resurfacing Public Works 4914 - Park Improvement 40,000 40,000 - - - - - - 350-5563
Citywide Trash/Recycle Receptacle
Replacement Public Works 4914 - Park Improvement 6,000 6,000 - 6,000 6,000 6,000 6,000 24,000 350-5564 Elm St. Park Playground Structure Recreation Services 4458 - State Grant 177,952 177,952 - - - - - 4809 - Donations 21,000 21,000 - - - - -
4914 - Park Improvement 34,106 34,106 - - - - -
4950 - Sales Tax 136,426 136,426 - - - - - -
350-5565 Soto Sports Complex Fencing Repairs Public Works 4914 - Park Improvement 15,742 15,742 15,000 15,000 15,000 15,000 15,000 75,000 350-55XX
Various Open Space Fire / Fuel
Management Public Works 4950 - Sales Tax - - 100,000 100,000 100,000 - - 300,000 Total Parks Projects 542,630 496,435 206,195 325,000 162,000 62,000 62,000 817,195 Project Number Request Title Department Funding Sources Budget
FY 2021-22
2021-22 Anticipated to
Complete or
Carryover
Budget
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total

STREETS PROJECTS
350-5601 Fair Oaks/Orchard Rd Intersection Imp Community Development 4950 - Sales Tax 50,000 - - - - - - - 350-5613 Bricks between 208 & 214 E Branch Public Works 4950 - Sales Tax 65,000 65,000 - - - - - - 350-5601
Fair Oaks/Orchard Avenue Intersection
Improvements Community Development 4825 - Developer - - 50,000 - - - - 50,000 350-5606 Halcyon Complete Streets Community Development 4910 - General Fund 24,945 24,945 - - - - - - 350-5607 Pedestrian Crossing Enhancements Community Development 4479 - HSIP 45,000 45,000 205,000 - - - - 4482 - RSHA 100,000 100,000 - - - - - 205,000
350-5608 Bridge Street Bridge Rehabilitation Public Works 4807 - Expense Recovery 34,120 34,120 - - - - - - 350-5611 Bridge Preventive Maintenance Plan Community Development 4487 - HBP - - - 23,018 - - - 4950 - Sales Tax - - - 2,982 - - - 26,000
350-5612
Systematic Safety Analysis Report Program
(SSARP) Community Development 4910 - General Fund 7,693 7,693 - - - - - - 350-5614 Bridge Street Bridge Habitat Mitigation Public Works 4487 - HBP 273,596 273,596 48,628 48,628 48,628 48,628 - 194,512 350-5620 Swinging Bridge Rehabilitation Community Development 4950 - Sales Tax 616,269 616,269 550,000 - - - - 550,000 350-5629 Guardrail Replacement Public Works 4950 - Sales Tax 55,000 55,000 55,000 55,000 - - - 110,000 350-5638 Pavement Management Program Public Works 4486 - USHA 131,000 131,000 68,900 68,900 - - - 4910 - General Fund 1,751,000 982,315 768,685 - - - -
4920 - SB1 468,072 468,072 307,200 307,200 307,200 307,200 307,200 4950 - Sales Tax 1,717,837 982,315 3,641,763 1,573,900 942,800 1,250,000 1,667,800 11,518,748 350-5642 Brisco Road / US 101 Interchange Community Development 4482 - RSHA 30,000 30,000 - - - - - 4490 - STIP - - - 3,312,000 3,312,000 - -
4816 - Other Financing - - 5,508,781 8,768,408 8,618,408 - - 4922 - Traffic Signalization - - - 479,592 479,592 - -
4926 - Transportation Facility 787,468 787,468 831,219 - - - - 31,310,000 350-5658 Sidewalk Repairs and Improvements Public Works 4950 - Sales Tax 148,297 118,706 149,591 - 240,000 - 240,000 4463 - CDBG - - 56,333 - - - - 685,924
350-5671 East Branch Streetscape Community Development 4482 - RSHA 390,000 - - - - 390,000 - 4950 - Sales Tax 98,835 - - - - 98,835 - 488,835
350-5678 Castillo Del Mar Road Improvements Public Works 4499 - Other Gov Agencies 79,054 79,054 - - - - - - 4825 - Developer 536,500 536,500 - - - - -
4950 - Sales Tax 78,507 78,507 - - - - - -
350-5679 Traffic Way Bridge Replacement Community Development 4487 - HBP 786,111 786,111 - 635,645 9,635,251 - - 4950 - Sales Tax 101,849 101,849 - 82,355 1,248,349 - - 11,601,600 350-5681
Fair Oaks/Halcyon Road Traffic Signal
Update Community Development 4922 - Traffic Signalization - - 40,000 - - - - 40,000 350-56XX Active Transportation Plan Community Development 44XX - ATP - - 110,662 110,662 - - - 4950 - Sales Tax - - 14,338 14,338 - - - 250,000
350-56XX Arroyo Grande Creek Stabilization Public Works 4950 - Sales Tax - - 40,000 - - - - 40,000 Total Streets Projects 8,376,153 6,303,520 12,446,100 15,482,628 24,832,228 2,094,663 2,215,000 57,070,619

Page 677 of 696 ends

Project Number Request Title Department Funding Sources Budget
FY 2021-22
2021-22 Anticipated to
Complete or
Carryover
Budget
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total

DRAINAGE PROJECTS
350-5778 Drainage and Creek Preservation ProjecCommunity Development 4950 - Sales Tax 53,500 - - - - - - - 350-5794 Corrugated Metal Pipe (CMP) Lining Public Works 4950 - Sales Tax - - - - - - 100,000 4965 - ARPA - - 500,000 600,000
350-5795
Oak Park Boulevard / El Camino Real
Storm Drain System Public Works 4965 - ARPA 400,000 15,430 384,570 - - - - 384,570 350-5796
Storm Water Master Plan Update /
Watershed Management Plan Community Development 4965 - ARPA - - 222,500 - - - - 222,500 350-5797
Storm Drain System at 251 East Grand
Avenue Public Works 4965 - ARPA 525,800 525,800 - - - - - - 350-5798 Trash Capture Devices Community Development 4950 - Sales Tax - - - 55,800 - - - - 4965 - ARPA - - - 158,200 - - - 214,000
Total Drainage Projects 979,300 541,230 1,107,070 214,000 - - 100,000 1,421,070 Project Number Request Title Department Funding Sources Budget
FY 2021-22
2021-22 Anticipated to
Complete or
Carryover
Budget
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total

WATER PROJECTS
640-5911
Phased Mains Replacement - Cornwall
Street, South Halcyon Road to El Camino
Real Public Works 4965 - ARPA - - - 578,700 - - - 578,700 640-5911
Phased Mains Replacement - South
Halcyon Road, Cornwall Street to Fair Oaks
Avenue Public Works 4942 - Water Facility - - 269,750 - - - - 4965 - ARPA 232,750 232,750 247,500 - - - - 517,250
640-5911
Phased Mains Replacement - South
Halcyon Road, Cornwall Street to Fair Oaks
Avenue Public Works 4940 - Water Fund - - - - 673,500 - - 4942 - Water Facility - - - - 100,000 - - 773,500
640-5944 Water Well #11 Facilities Public Works 4943 - Water Availability 42,771 42,771 - - - - - - 640-5946 Galvanized Service Replacements Public Works 4940 - Water Fund 98,826 98,826 - - - - - - 640-5948 Reservoir No. 4 Exterior Coating Public Works 4965 - ARPA 147,500 - - - - - - - 640-5953 SCADA Software/Electronics Upgrade Public Works 4940 - Water Fund 240,100 240,100 - - - - - - 640-5973
Phased Main Replacement - Highway 101
Crossing Upgrade, El Camino Real to
West Branch Street Public Works 4965 - ARPA - - 291,200 - - - - 291,200 640-5975 Central Coast Blue Public Works 4943 - Water Availability 1,531,181 1,531,181 540,971 - - - - 540,971 640-5976
Andre Drive / Los Ciervos Court
Interconnect Public Works 4965 - ARPA 100,000 - - - - - - - 640-59XX Water Master Plan Update Public Works 4940 - Water Fund - - - 100,000 - - - 100,000 Total Water Projects 2,393,128 2,145,628 1,349,421 678,700 773,500 - - 2,801,621 Project Number Request Title Department Funding Sources Budget
FY 2021-22
2021-22 Anticipated to
Complete or
Carryover
Budget
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total

SEWER PROJECTS
612-5817
Trenchless Sewer Rehabilitation - Alder
Street and Cameron Court Public Works 4825 - Developer - - - - 1,185 - - 4930 - Sewer Fund - - - - 254,315 - - 255,500
612-5821
Trenchless Sewer Rehabilitation - Wood,
Sandalwood, Cameron, Woodland
Backyards Public Works 4965 - ARPA 267,200 267,200 - - - - - - 612-5826
Trenchless Sewer Rehabilitation -
Woodland Drive and Ash Street Public Works 4825 - Developer 11,788 - - - - 4930 - Sewer Fund 120,412 - - - - 132,200
612-5849 Maintenance Hole Rehabilitation Public Works 4825 - Developer 47,254 47,254 4930 - Sewer Fund 60,000 60,000
612-5852 The Pike Sewer Line Replacement Public Works 4930 - Sewer Fund 24,977 - - - - 24,977 612-5854 Wastewater Master Plan Update Public Works 4930 - Sewer Fund - 100,000 - - - 100,000 612-58XX
Trenchless Sewer Rehabilitation - Pilgrim
Way, Orchard Avenue, West Cherry
Avenue and California Street Public Works 4965 - ARPA - 282,000 - - - 282,000 Total Sewer Projects 374,454 374,454 157,177 382,000 255,500 - - 794,677 Grand Total, All Capital Projects 13,398,541 10,361,904 16,381,665 17,849,053 26,530,228 2,416,663 2,427,000 65,604,609

Page 678 of 696 ends

ATTACHMENT 3
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ADOPTING THE FISCAL YEAR 2022-23

BUDGET AND MAKING APPROPRIATIONS FOR THE

AMOUNT BUDGETED
WHEREAS, a proposed Budget for the City of Arroyo Grande for the Fiscal Year commencing July 1, 2022, and ending June 30, 2023, was submitted to the City Council and a copy is on file with the Director of Administrative Services; and WHEREAS, the City Council also serves as the Board of Directors of the Successor Agency to the Dissolved Arroyo Grande Redevelopment Agency; and WHEREAS, proceedings for adoption of said Budget have been duly undertaken; and WHEREAS, total Operating Expenditures for FY 2022-23 are $47,380,715.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. The Budget is adopted for the City of Arroyo Grande for Fiscal Year commencing July 1, 2022, and ending June 30, 2023.

SECTION 2. At the close of each fiscal year, unexpended appropriations in the Operating Budget will be carried forward to the next fiscal year as necessary to underwrite the expense of outstanding purchase commitments. Unexpended appropriations for authorized but uncompleted projects as approved by the City Council may be carried forward to the next succeeding Budget upon recommendation by the Administrative Services Director and approval of the City Manager.

On motion of Council Member , seconded by Council Member , and on the following roll call vote, to wit:

AYES:

NOES:

ABSENT:
the foregoing Resolution was passed and adopted this 14th day of June, 2022.

Page 679 of 696 ends

RESOLUTION NO.

PAGE 2
____

CAREN RAY RUSSOM, MAYOR
ATTEST:
________

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
_______________

WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:
__
TIMOTHY J. CARMEL, CITY ATTORNEY

Page 680 of 696 ends

ATTACHMENT 4
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ADOPTING THE FISCAL YEAR 2022-
2023 CAPITAL IMPROVEMENT PROGRAM BUDGET AND

MAKING APPROPRIATIONS FOR THE AMOUNT

BUDGETED
WHEREAS, a proposed Capital Improvement Program Budget (Budget) for the City of Arroyo Grande for the Fiscal Year commencing July 1, 2022, and ending June 30, 2023, was submitted to the City Council and a copy is on file with the Director of Administrative Services; and
WHEREAS, proceedings for adoption of said Budget have been duly undertaken; and WHEREAS, total Capital Improvement Program Expenditures for FY 2022-23 are $10,631,665.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. The Capital Improvement Program Budget is adopted for the City of Arroyo Grande for the Fiscal Years commencing July 1, 2022, and ending June 30, 2023.

SECTION 2. At the close of each fiscal year, unexpended appropriations in the Operating Budget will be carried forward to the next fiscal year as necessary to underwrite the expense of outstanding purchase commitments. Unexpended appropriations for authorized, but uncompleted projects as approved by the City Council may be carried forward to the next succeeding Budget upon recommendation by the Administrative Services Director and approval of the City Manager.

On motion of Council Member , seconded by Council Member , and on the following roll call vote, to wit:

AYES:

NOES:

ABSENT:
the foregoing Resolution was passed and adopted this 14th day of June, 2022.

Page 681 of 696 ends

RESOLUTION NO.

PAGE 2
____

CAREN RAY RUSSOM, MAYOR
ATTEST:
________

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
_______________

WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:
__
TIMOTHY J. CARMEL, CITY ATTORNEY

Page 682 of 696 ends

ATTACHMENT 5
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ARROYO GRANDE ESTABLISHING A SALARY RANGE

FOR A MANAGEMENT ANALYST AND APPROVING THE

UPDATED CITYWIDE COMBINED SALARY SCHEDULE
WHEREAS, an evaluation of the needs of the organization resulted in a recommendation to create a new full-time salary range for a new job classification; and WHEREAS, the City Council deems it in the best interest of the City of Arroyo Grande (City) to establish a salary range for the position of Management Analyst, which will be placed on the Management Positions Salary Schedule; and WHEREAS, changes to the Citywide Combined Salary Schedule are necessary to reflect cost of living increases approved by previous action of the City Council; and NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Arroyo Grande that the salary range for the Full-Time Management Analyst is hereby established as set forth in Exhibit “A,” attached hereto and incorporated herein by this reference, and that the Citywide Combined Salary Schedule set forth in Exhibit “A” is hereby adopted effective July 8, 2022.

On motion of Council Member __________, seconded by Council Member ____________ , and on the following roll call vote, to wit:

AYES:

NOES:

ABSENT:
the foregoing Resolution was passed and adopted this 14th day of June, 2022.

Page 683 of 696 ends

RESOLUTION NO.

PAGE 2

CAREN RAY RUSSOM, MAYOR
ATTEST:

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:

WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:

TIMOTHY J. CARMEL, CITY ATTORNEY

Page 684 of 696 ends

GROUP: SEIU
Position A B C D E
Office Assistant I Biweekly 1,528.48 1,604.90 1,685.15 1,769.41 1,857.88 Monthly 3,311.70 3,477.29 3,651.15 3,833.71 4,025.40
Annual 39,740.45 41,727.47 43,813.85 46,004.54 48,304.77 Accounting Clerk I Biweekly 1,566.69 1,645.03 1,727.28 1,813.64 1,904.32 Monthly 3,394.50 3,564.22 3,742.43 3,929.55 4,126.03
Annual 40,733.96 42,770.66 44,909.19 47,154.65 49,512.39 Maintenance Worker I Biweekly 1,646.00 1,728.30 1,814.72 1,905.46 2,000.73 Monthly 3,566.34 3,744.66 3,931.89 4,128.49 4,334.91
Annual 42,796.12 44,935.93 47,182.72 49,541.86 52,018.95 Office Assistant II Biweekly 1,687.15 1,771.51 1,860.09 1,953.09 2,050.75 Monthly 3,655.50 3,838.28 4,030.19 4,231.70 4,443.29
Annual 43,866.02 46,059.32 48,362.29 50,780.41 53,319.43 Accounting Clerk II Biweekly 1,816.88 1,907.73 2,003.11 2,103.27 2,208.43 Maintenance Worker II Monthly 3,936.58 4,133.40 4,340.07 4,557.08 4,784.93 Annual 47,238.91 49,600.86 52,080.90 54,684.94 57,419.19 Administrative Secretary Biweekly 2,005.50 2,105.77 2,211.06 2,321.61 2,437.69 Monthly 4,345.24 4,562.51 4,790.63 5,030.16 5,281.67
Annual 52,142.92 54,750.06 57,487.57 60,361.94 63,380.04 Senior Accounting Clerk Biweekly 2,055.63 2,158.42 2,266.34 2,379.65 2,498.64 Building Permit Tech. Monthly 4,453.87 4,676.57 4,910.40 5,155.92 5,413.71 Plan/Engineer Permit Tech Annual 53,446.49 56,118.81 58,924.76 61,870.99 64,964.54 Sports Facility Coord.

Recreation Coordinator
Maintenance Worker III
Water Services Worker Biweekly 2,159.70 2,267.69 2,381.07 2,500.12 2,625.13 Monthly 4,679.35 4,913.32 5,158.99 5,416.93 5,687.78
Annual 56,152.22 58,959.83 61,907.82 65,003.21 68,253.37 Fleet Maint. Coordinator Biweekly 2,269.04 2,382.49 2,501.61 2,626.69 2,758.03 Community Services Specialist Monthly 4,916.24 5,162.06 5,420.16 5,691.17 5,975.72 Annual 58,994.92 61,944.67 65,041.90 68,294.00 71,708.70 Public Works Lead Worker Biweekly 2,325.76 2,442.05 2,564.15 2,692.36 2,826.98 Parks Lead Worker Monthly 5,039.15 5,291.11 5,555.66 5,833.45 6,125.12 Annual 60,469.80 63,493.29 66,667.95 70,001.35 73,501.42

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/08/2022

EXHIBIT A

Page 685 of 696 ends

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/08/2022
Position A B C D E
GIS Technician Biweekly 2,504.59 2,629.82 2,761.31 2,899.38 3,044.35 Monthly 5,426.61 5,697.94 5,982.84 6,281.98 6,596.08
Annual 65,119.36 68,375.33 71,794.09 75,383.80 79,152.99 Recreation Supervisor Biweekly 2,567.21 2,695.57 2,830.34 2,971.86 3,120.45 Streets Maintenance Supervisor Monthly 5,562.28 5,840.39 6,132.41 6,439.03 6,760.98 Parks, Tree & Landscape Supervisor Annual 66,747.34 70,084.71 73,588.95 77,268.39 81,131.81 Utilities/Water & Sewer System Supervisor
Soto Sports Complex Maint. & Coord. Supervisor
Citywide Fleet Coordinator Biweekly 2,631.39 2,762.95 2,901.10 3,046.16 3,198.47 Monthly 5,701.34 5,986.40 6,285.72 6,600.01 6,930.01
Annual 68,416.03 71,836.83 75,428.67 79,200.10 83,160.11 IT Specialist Biweekly 2,764.60 2,902.83 3,047.97 3,200.37 3,360.39 Assistant Engineer Monthly 5,989.97 6,289.46 6,603.94 6,934.13 7,280.84 Engineering Inspector Annual 71,879.59 75,473.57 79,247.25 83,209.61 87,370.09 Program Analyst
Associate Engineer Biweekly 3,127.89 3,284.29 3,448.50 3,620.92 3,801.97 Monthly 6,777.10 7,115.95 7,471.75 7,845.34 8,237.60
Annual 81,325.16 85,391.41 89,660.98 94,144.03 98,851.23 Senior Engineer Biweekly 3,368.40 3,536.82 3,713.66 3,899.34 4,094.31 Monthly 7,298.19 7,663.10 8,046.26 8,448.57 8,871.00
Annual 87,578.30 91,957.21 96,555.07 101,382.83 106,451.97

Page 686 of 696 ends

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/08/2022
GROUP: POA
Position A B C D E
Police Officer Biweekly 2,823.27 2,964.43 3,112.65 3,268.29 3,431.70 Monthly 6,117.08 6,422.93 6,744.08 7,081.29 7,435.35
Annual 73,404.97 77,075.22 80,928.98 84,975.43 89,224.20 Sr. Police Officer Biweekly 3,117.61 3,273.49 3,437.16 3,609.02 3,789.47 Monthly 6,754.82 7,092.56 7,447.19 7,819.55 8,210.53
Annual 81,057.86 85,110.75 89,366.29 93,834.60 98,526.33 Police Sergeant Biweekly 3,613.43 3,794.10 3,983.80 4,182.99 4,392.14 Monthly 7,829.09 8,220.54 8,631.57 9,063.15 9,516.31
Annual 93,949.08 98,646.54 103,578.86 108,757.81 114,195.70 Records Clerk Biweekly 1,967.53 2,065.90 2,169.20 2,277.66 2,391.54 Monthly 4,262.97 4,476.12 4,699.93 4,934.92 5,181.67
Annual 51,155.66 53,713.45 56,399.12 59,219.08 62,180.03 Records/Property Evidence Tech. Biweekly 2,173.72 2,282.41 2,396.53 2,516.36 2,642.17 Monthly 4,709.73 4,945.22 5,192.48 5,452.10 5,724.71
Annual 56,516.78 59,342.62 62,309.75 65,425.24 68,696.50 Police Trainee Biweekly 2,459.14 2,582.10 2,711.21 2,846.77 2,989.11 Monthly 5,328.15 5,594.55 5,874.28 6,168.00 6,476.40
Annual 63,937.76 67,134.65 70,491.38 74,015.95 77,716.75

Page 687 of 696 ends

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/08/2022
GROUP: FCFA IAFF
Position A B C D E
Fire Fighter Biweekly 2,252 2,365 2,483 2,607 2,738
Monthly 4,880 5,124 5,380 5,649 5,932
Annual 58,560 61,488 64,562 67,791 71,180
Fire Engineer Biweekly 2,612 2,742 2,880 3,024 3,175
Monthly 5,659 5,942 6,239 6,551 6,879
Annual 67,908 71,303 74,869 78,612 82,543
Fire Captain Biweekly 3,105 3,260 3,423 3,594 3,774
Monthly 6,727 7,063 7,417 7,787 8,177
Annual 80,724 84,760 88,998 93,448 98,121
GROUP: FCFA MANAGEMENT
Position LOW MID HIGH
Administrative Operations Manager/ Biweekly 3,162 3,504 3,845 Clerk to the Board Monthly 6,851 7,591 8,331
Annual 82,212 91,092 99,972
Battalion Chief Biweekly 4,679 5,184 5,688
Monthly 10,138 11,232 12,325
Annual 121,659 134,780 147,900
Fire Chief Biweekly 5,428 6,014 6,600
Monthly 11,761 13,031 14,301
Annual 141,126 156,366 171,606

Page 688 of 696 ends

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/08/2022
GROUP: MANAGEMENT
Position LOW MID HIGH
Office Assistant I Biweekly 1,560.00 1,728.46 1,896.92
Monthly 3,380.00 3,745.00 4,110.00
Annual 40,560.00 44,940.00 49,320.00
Office Assistant II Biweekly 1,721.54 1,908.00 2,094.46 Monthly 3,730.00 4,134.00 4,538.00
Annual 44,760.00 49,608.00 54,456.00
Administrative Secretary Biweekly 1,997.08 2,212.38 2,427.69 Monthly 4,327.00 4,793.50 5,260.00
Annual 51,924.00 57,522.00 63,120.00
Executive Secretary Biweekly 2,259.69 2,503.85 2,748.00 Monthly 4,896.00 5,425.00 5,954.00
Annual 58,752.00 65,100.00 71,448.00
Assistant Planner Biweekly 2,494.62 2,763.92 3,033.23
Monthly 5,405.00 5,988.50 6,572.00
Annual 64,860.00 71,862.00 78,864.00
Associate Planner Biweekly 2,753.08 3,050.54 3,348.00
Deputy City Clerk/ Monthly 5,965.00 6,609.50 7,254.00
Communications Coordinator Annual 71,580.00 79,314.00 87,048.00 Planning Manager Biweekly 3,272.77 3,626.31 3,979.85
Accounting Manager Monthly 7,091.00 7,857.00 8,623.00
Management Analyst Annual 85,092.00 94,284.00 103,476.00 Public Works Manager Biweekly 3,525.23 3,905.31 4,285.38 Utilities Manager Monthly 7,638.00 8,461.50 9,285.00
Annual 91,656.00 101,538.00 111,420.00
Information Technology Mgr Biweekly 3,612.00 4,001.77 4,391.54 Monthly 7,826.00 8,670.50 9,515.00
Annual 93,912.00 104,046.00 114,180.00

Page 689 of 696 ends

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/08/2022
Position LOW MID HIGH
Capital Improvement Projects Biweekly 3,702.46 4,102.15 4,501.85 Manager Monthly 8,022.00 8,888.00 9,754.00
Annual 96,264.00 106,656.00 117,048.00
Human Resources Officer Biweekly 3,795.69 4,205.08 4,614.46 Dir of Legis and Info Services Monthly 8,224.00 9,111.00 9,998.00 Dir of Recreation Services Annual 98,688.00 109,332.00 119,976.00 Building Official Biweekly 3,889.85 4,310.31 4,730.77
Monthly 8,428.00 9,339.00 10,250.00
Annual 101,136.00 112,068.00 123,000.00
Police Commander Biweekly 4,423.85 4,901.31 5,378.77
Monthly 9,585.00 10,619.50 11,654.00
Annual 115,020.00 127,434.00 139,848.00
City Engineer Biweekly 4,738.62 5,251.15 5,763.69
Monthly 10,267.00 11,377.50 12,488.00
Annual 123,204.00 136,530.00 149,856.00
Director of Public Works Biweekly 5,230.62 5,795.54 6,360.46 Dir of Administrative Services Monthly 11,333.00 12,557.00 13,781.00 Dir of Community Develop Annual 135,996.00 150,684.00 165,372.00 Police Chief Biweekly 5,661.23 6,272.54 6,883.85
Monthly 12,266.00 13,590.50 14,915.00
Annual 147,192.00 163,086.00 178,980.00
Assistant City Manager/Public Biweekly 6,303.69 6,983.77 7,663.85 Works Director Monthly 13,658.00 15,131.50 16,605.00
Annual 163,896.00 181,578.00 199,260.00
City Manager Biweekly 7,825.85
Monthly 16,956.00
Annual 203,472.00

Page 690 of 696 ends

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/08/2022
GROUP: PART-TIME POSITIONS
POLICE DEPARTMENT Step A Step B Step C Step D
Administrative Intern (Cadet) $16.30 $17.12 $17.97 $18.87 Records Clerk $20.91 $21.95 $23.05 $24.20
Fleet & Equipment Technician $25.26 $26.53 $27.85 $29.25 Neighborhood Services Technician $22.54 $23.67 $24.85 $26.10 Training Technician $25.26 $26.53 $27.85 $29.25
Police Reserve Officer Trainee $24.11 $25.31 $26.58 $27.90 Police Reserve Officer $27.68 $29.06 $30.51 $32.04
Designated Level I Reserve Officer $34.60 $36.33 $38.15 $40.05

RECREATION SERVICES DEPARTMENT
AM/PM Assistant I $15.53 $16.30 $17.12 $17.97
AM/PM Assistant II $16.50 $17.32 $18.19 $19.10
AM/PM Assistant Teacher $18.14 $19.05 $20.00 $21.00
AM/PM Teacher $19.95 $20.95 $22.00 $23.10
Pre School Teacher $19.95 $20.95 $22.00 $23.10
Facility Attendant $15.53 $16.30 $17.12 $17.97
Senior Facility Attendant $16.50 $17.32 $18.19 $19.10
Sports Facility Attendant $15.53 $16.30 $17.12 $17.97
Volunteer and Program Coordinator $25.48 $26.76 $28.09 $29.50

MISCELLANEOUS
Administrative Intern $16.30 $17.12 $17.97 $18.87
Office Assistant I $16.99 $17.84 $18.74 $19.67
Office Assistant II $19.86 $20.85 $21.90 $22.99
Sr. Office Assistant $20.91 $21.95 $23.05 $24.20
Administrative Secretary $23.89 $25.08 $26.34 $27.65
Executive Secretary $28.25 $29.66 $31.14 $32.70
Building Permit Technician $25.64 $26.92 $28.26 $29.68
Assistant Engineer $31.29 $32.85 $34.50 $36.22
Associate Engineer $34.41 $36.13 $37.94 $39.84
Planning Technician $25.64 $26.92 $28.26 $29.68
Assistant Planner $29.83 $31.32 $32.89 $34.53
Associate Planner $32.27 $33.88 $35.58 $37.36
Custodian $17.34 $18.20 $19.11 $20.07
Maintenance Worker $17.34 $18.20 $19.11 $20.07
Student Intern (seasonal) $15.53

FIVE CITIES FIRE AUTHORITY
Office Assistant II $18.17 $18.71 $20.02 $21.03
Reserve Firefighter $15.00 $16.00 $17.00

HOURLY RATE

Page 691 of 696 ends

ITEM 11.b.:

Attachment 6 – June 8, 2021 Staff Report and Attachments Attachment 6 is available as a link:
https://www.arroyogrande.org/AgendaCenter/ViewFile/Item/11116?fileID=17257 Attachment 7 – May 10, 2022 Staff Report and Attachments Attachment 7 is available as links:
https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=2555 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=2556 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=2557 Attachment 8 – April 26, 2022 Staff Report and Attachments Attachment 8 is available as links:
https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=2223 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=2224 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=2225 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=2226 Attachment 9 – May 24, 2022 Staff Report and Attachments Attachment 9 is available as links:
https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=2814 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=2815 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=2816

Page 692 of 696 ends

MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Administrative Services Director SUBJECT: Supplemental Information

11.b. – June 14, 2022 City Council Meeting
Discussion and Consideration of Approval of the Fiscal Year (FY) 2022-23 Mid-Cycle Budget Update Report, the 5-Year Capital Improvement Program Budget, and the Updated Citywide Combined Salary Schedule, Including the Salary Range for a Management Analyst
DATE: June 13, 2022
Attachment 2 to the staff report (5-Year CIP budget for FY 2022-23 through 2026-27) shows an incorrect amount. Attached to this memo is the correct CIP budget, which was reviewed by City Council on May 24, 2022 and remains unchanged. cc: City Manager
City Attorney
City Clerk
City Website or Public Review Binder

Page 693 of 696 ends

Project Number Request Title Department Funding Sources Budget
FY 2021-22
2021-22 Anticipated to
Complete or
Carryover
Budget
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total

MISCELLANEOUS PROJECTS
350-5450 Corporation Yard Renovations Public Works 4910 - General Fund 20,000 13,900 26,100 20,000 20,000 20,000 20,000 4930 - Sewer Fund 30,000 20,849 24,151 15,000 15,000 15,000 15,000 4940 - Water Fund 30,000 20,849 24,151 15,000 15,000 15,000 15,000 4950 - Sales Tax 20,000 13,900 6,100 280,502
350-5451 Police Station Firing Range Police Department 4950 - Sales Tax - - - - 120,000 - - 120,000 350-5453 Financial Management Software Administrative Services 4930 - Sewer Fund - - 47,500 47,500 - - - 4940 - Water Fund - - 47,500 47,500 - - - 4950 - Sales Tax - - 130,000 130,000 - - - 450,000 350-5455 City Building Safety Improvement Project Public Works 4950 - Sales Tax 50,000 3,263 - - - - - - 350-5463 Woman's Club Improvements Recreation Services 4950 - Sales Tax - - 2,200 - - - - 4809 - Donations 2,167 2,167 - - - - - 2,200 350-5468 Public Safety Video Cameras Police Department 4929 - COPS 80,000 - 125,000 62,500 62,500 62,500 - 4950 - Sales Tax - - - 62,500 62,500 62,500 - 500,000 350-5470
Report Management System (RMS)
Upgrade at PD Police Department 4929 - COPS 150,000 150,000 - - - - - - 350-5471 Utility Undergrounding on East Grande Ave Community Development 4950 - Sales Tax 75,000 - - - - - - - 350-5472 Network Switch Replacement Administrative Services 4950 - Sales Tax 22,000 22,000 24,000 - - - - 24,000 350-5473 Replacement Generator at Station 1 FCFA 4499 - Other Gov Agencies 42,500 42,500 272,000 - - - - 4910 - General Fund 46,780 46,780 4950 - Sales Tax 46,738 46,738 272,000 - - - - 544,000
350-5474
Fuel Management System/Dispenser
Replacement Public Works 4910 - General Fund 21,235 21,235 - - - - - 4930 - Sewer Fund 10,940 10,940 - - - - - 4940 - Water Fund 10,940 10,940 - - - - - 4950 - Sales Tax 21,235 21,235 - - - - - - 350-5475 ADA Transition Plan Community Development 4463 - CDBG - - - 12,391 - - - 4499 - Other Gov Agencies - - - 23,500 - - - 4910 - General Fund - - - 75,834 - - - 111,725 350-5476 City Hall Front Door ADA (CDBG) Public Works 4463 - CDBG 53,341 53,341 - - - - - - 350-54XX Le Point Street Parking Lot Expansion Community Development 4950 - Sales Tax - - 85,000 150,000 - - - 235,000 350-54XX Short Street Plaza Community Development 4910 - General Fund - - 30,000 - - - - 30,000 350-54XX Ash Street Restroom Roof Replacement Public Works 4914 - Park Improvement - - - 65,000 - - - 65,000 350-54XX Server Replacement - City Hall Administrative Services 4950 - Sales Tax - - - 30,000 - - - 30,000 350-54XX Email Archive Administrative Services 4950 - Sales Tax - - - 10,000 - - - 10,000 350-54XX Network Storage Refresh - City Hall Administrative Services 4950 - Sales Tax - - - - 80,000 - - 80,000 350-54XX Shoretel (Phones) Administrative Services 4950 - Sales Tax - - - - 50,000 - - 50,000 350-54XX Firewall - City Hall Administrative Services 4950 - Sales Tax - - - - 40,000 - - 40,000 350-54XX Server Replacement - Police Dept. Administrative Services 4950 - Sales Tax - - - - 30,000 - - 30,000 350-54XX
Secondary Network Storage (PD InCar/Body) Police Department 4950 - Sales Tax - - - - 12,000 - - 12,000 350-54XX Rate Study Update Administrative Services 4930 - Sewer Fund - - - - - 30,000 - 4940 - Water Fund - - - - - 30,000 - 60,000 350-54XX Council Chambers Audio/Video Administrative Services 4950 - Sales Tax - - - - - 25,000 - 25,000 Total Miscellaneous Projects 732,876 500,637 1,115,702 766,725 507,000 260,000 50,000 2,699,427 2

Page 694 of 696 ends

Project Number Request Title Department Funding Sources Budget
FY 2021-22
2021-22 Anticipated to
Complete or
Carryover
Budget
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total

PARKS PROJECTS
350-5515 Various Park Renovations Public Works 4914 - Park Improvement 37,725 37,725 30,000 30,000 30,000 30,000 30,000 150,000 350-5540 Central Irrigation Controls Public Works 4914 - Park Improvement 10,000 10,000 5,000 5,000 - - - 10,000 350-5554 Soto Sports Complex ADA Bleachers Public Works 4914 - Park Improvement 5,000 5,000 10,000 5,000 5,000 5,000 5,000 30,000 350-5555 Strother Park BBQ No. 2 Repairs Public Works 4914 - Park Improvement - - - 8,000 - - - 8,000 350-5556
Recreation Services / Community Center
Building Recreation Services 4950 - Sales Tax 46,195 - 46,195 150,000 - - 196,195 - 350-5559 ADA Drinking Fountains Public Works 4914 - Park Improvement 12,484 12,484 - 6,000 6,000 6,000 6,000 24,000 350-5561 Soto Sports Complex Courts Resurfacing Public Works 4914 - Park Improvement 40,000 40,000 - - - - - - 350-5563 Citywide Trash/Recycle Receptacle
Replacement Public Works 4914 - Park Improvement 6,000 6,000 - 6,000 6,000 6,000 6,000 24,000 350-5564 Elm St. Park Playground Structure Recreation Services 4458 - State Grant 177,952 177,952 - - - - - 4809 - Donations 21,000 21,000 - - - - - 4914 - Park Improvement 34,106 34,106 - - - - - 4950 - Sales Tax 136,426 136,426 - - - - - - 350-5565 Soto Sports Complex Fencing Repairs Public Works 4914 - Park Improvement 15,742 15,742 15,000 15,000 15,000 15,000 15,000 75,000 350-55XX
Various Open Space Fire / Fuel
Management Public Works 4950 - Sales Tax - 100,000 - 100,000 100,000 - 300,000 - Total Parks Projects 542,630 496,435 206,195 325,000 162,000 62,000 62,000 817,195 Project Number Request Title Department Funding Sources Budget
FY 2021-22
2021-22 Anticipated to
Complete or
Carryover
Budget
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total

STREETS PROJECTS
350-5601 Fair Oaks/Orchard Rd Intersection Imp Community Development 4950 - Sales Tax 50,000 - - - - - - - 350-5613 Bricks between 208 & 214 E Branch Public Works 4950 - Sales Tax 65,000 65,000 - - - - - - 350-5601 Fair Oaks/Orchard Avenue Intersection
Improvements Community Development 4825 - Developer - - 50,000 - - - 50,000 - 350-5606 Halcyon Complete Streets Community Development 4910 - General Fund 24,945 24,945 - - - - - - 350-5607 Pedestrian Crossing Enhancements Community Development 4479 - HSIP 45,000 45,000 205,000 - - - - 4482 - RSHA 100,000 100,000 - - - - - 205,000 350-5608 Bridge Street Bridge Rehabilitation Public Works 4807 - Expense Recovery 34,120 34,120 - - - - - - 350-5611 Bridge Preventive Maintenance Plan Community Development 4487 - HBP - - - 23,018 - - - 4950 - Sales Tax - - - 2,982 - - 26,000 - 350-5612 Systematic Safety Analysis Report Program
(SSARP) Community Development 4910 - General Fund 7,693 7,693 - - - - - - 350-5614 Bridge Street Bridge Habitat Mitigation Public Works 4487 - HBP 273,596 273,596 48,628 48,628 48,628 48,628 - 194,512 350-5620 Swinging Bridge Rehabilitation Community Development 4950 - Sales Tax 616,269 616,269 550,000 - - - - 550,000 350-5629 Guardrail Replacement Public Works 4950 - Sales Tax 55,000 55,000 55,000 55,000 - - - 110,000 350-5638 Pavement Management Program Public Works 4486 - USHA 131,000 131,000 68,900 68,900 - - - 4910 - General Fund 1,751,000 982,315 768,685 - - - - 4920 - SB1 468,072 468,072 307,200 307,200 307,200 307,200 307,200 4950 - Sales Tax 1,717,837 982,315 3,641,763 1,573,900 942,800 1,250,000 1,667,800 11,518,748 350-5642 Brisco Road / US 101 Interchange Community Development 4482 - RSHA 30,000 30,000 - - - - - 4490 - STIP - - - - - 3,312,000 3,312,000 44XX - MPDG - - 1,848,100 - 2,411,100 11,068,400 11,068,400 4922 - Traffic Signalization - - 959,000 - - - - 4926 - Transportation Facility 787,468 787,468 590,000 1,031,000 - - 35,600,000 - 350-5658 Sidewalk Repairs and Improvements Public Works 4950 - Sales Tax 148,297 118,706 149,591 - 240,000 - 240,000 4463 - CDBG - - 56,333 - - - 685,924 - 350-5671 East Branch Streetscape Community Development 4482 - RSHA 390,000 - - - - 390,000 - 4950 - Sales Tax 98,835 - - - - 98,835 488,835 - 350-5678 Castillo Del Mar Road Improvements Public Works 4499 - Other Gov Agencies 79,054 79,054 - - - - - - 4825 - Developer 536,500 536,500 - - - - - 4950 - Sales Tax 78,507 78,507 - - - - - - 350-5679 Traffic Way Bridge Replacement Community Development 4487 - HBP 786,111 786,111 - 635,645 9,635,251 - - 4950 - Sales Tax 101,849 101,849 - 82,355 1,248,349 - 11,601,600 - 350-5681 Fair Oaks/Halcyon Road Traffic Signal
Update Community Development 4922 - Traffic Signalization - - 40,000 - - - 40,000 - 350-56XX Active Transportation Plan Community Development 44XX - ATP - - 110,662 110,662 - - - 4950 - Sales Tax - - 14,338 14,338 - - - 250,000 350-56XX Arroyo Grande Creek Stabilization Public Works 4950 - Sales Tax - - 40,000 - - - - 40,000 Total Streets Projects 8,376,153 6,303,520 6,696,100 6,760,728 14,833,328 16,475,063 16,595,400 61,360,619

Page 695 of 696 ends

Project Number Request Title Department Funding Sources Budget
FY 2021-22
2021-22 Anticipated to
Complete or
Carryover
Budget
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total

DRAINAGE PROJECTS
350-5778 Drainage and Creek Preservation ProjectsCommunity Development 4950 - Sales Tax 53,500 - - - - - - - 350-5794 Corrugated Metal Pipe (CMP) Lining Public Works 4950 - Sales Tax - - - - - - 100,000 4965 - ARPA - - 500,000 600,000
350-5795
Oak Park Boulevard / El Camino Real
Storm Drain System Public Works 4965 - ARPA 400,000 15,430 384,570 - - - - 384,570 350-5796
Storm Water Master Plan Update /
Watershed Management Plan Community Development 4965 - ARPA - 222,500 - - - - 222,500 - 350-5797 Storm Drain System at 251 East Grand
Avenue Public Works 4965 - ARPA 525,800 525,800 - - - - - - 350-5798 Trash Capture Devices Community Development 4950 - Sales Tax - - - 55,800 - - - - 4965 - ARPA - - 158,200 - - - 214,000 - Total Drainage Projects 979,300 541,230 1,107,070 214,000 - - 100,000 1,421,070 Project Number Request Title Department Funding Sources Budget
FY 2021-22
2021-22 Anticipated to
Complete or
Carryover
Budget
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total

WATER PROJECTS
640-5911
Phased Mains Replacement - Cornwall
Street, South Halcyon Road to El Camino
Real Public Works 4965 - ARPA - - 578,700 - - - 578,700 - 640-5911 Phased Mains Replacement - South
Halcyon Road, Cornwall Street to Fair Oaks
Avenue Public Works 4942 - Water Facility - 269,750 - - - - - 4965 - ARPA 232,750 232,750 247,500 - - - 517,250 - 640-5911 Phased Mains Replacement - South
Halcyon Road, Cornwall Street to Fair Oaks
Avenue Public Works 4940 - Water Fund - - - 673,500 - - - 4942 - Water Facility - - - 100,000 - - 773,500 - 640-5944 Water Well #11 Facilities Public Works 4943 - Water Availability 42,771 42,771 - - - - - - 640-5946 Galvanized Service Replacements Public Works 4940 - Water Fund 98,826 98,826 - - - - - - 640-5948 Reservoir No. 4 Exterior Coating Public Works 4965 - ARPA 147,500 - - - - - - - 640-5953 SCADA Software/Electronics Upgrade Public Works 4940 - Water Fund 240,100 240,100 - - - - - - 640-5973 Phased Main Replacement - Highway 101
Crossing Upgrade, El Camino Real to
West Branch Street Public Works 4965 - ARPA - 291,200 - - - - 291,200 - 640-5975 Central Coast Blue Public Works 4943 - Water Availability 1,531,181 1,531,181 540,971 - - - - 540,971 640-5976
Andre Drive / Los Ciervos Court
Interconnect Public Works 4965 - ARPA 100,000 - - - - - - - 640-59XX Water Master Plan Update Public Works 4940 - Water Fund - - - 100,000 - - - 100,000 Total Water Projects 2,393,128 2,145,628 1,349,421 678,700 773,500 - 2,801,621 - Project Number Request Title Department Funding Sources Budget
FY 2021-22
2021-22 Anticipated to
Complete or
Carryover
Budget
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 5-Year Total

SEWER PROJECTS
612-5817
Trenchless Sewer Rehabilitation - Alder
Street and Cameron Court Public Works 4825 - Developer - - - - 1,185 - - 4930 - Sewer Fund - - - 254,315 - - 255,500 - 612-5821 Trenchless Sewer Rehabilitation - Wood,
Sandalwood, Cameron, Woodland
Backyards Public Works 4965 - ARPA 267,200 267,200 - - - - - - 612-5826 Trenchless Sewer Rehabilitation -
Woodland Drive and Ash Street Public Works 4825 - Developer 11,788 - - - - 4930 - Sewer Fund 120,412 - - - 132,200 - 612-5849 Maintenance Hole Rehabilitation Public Works 4825 - Developer 47,254 47,254 4930 - Sewer Fund 60,000 60,000
612-5852 The Pike Sewer Line Replacement Public Works 4930 - Sewer Fund 24,977 - - - - 24,977 612-5854 Wastewater Master Plan Update Public Works 4930 - Sewer Fund - 100,000 - - - 100,000 612-58XX
Trenchless Sewer Rehabilitation - Pilgrim
Way, Orchard Avenue, West Cherry
Avenue and California Street Public Works 4965 - ARPA - 282,000 - - - 282,000 Total Sewer Projects 374,454 374,454 157,177 382,000 255,500 - - 794,677 Grand Total, All Capital Projects 13,398,541 10,361,904 10,631,665 9,127,153 16,531,328 16,797,063 16,807,400 69,894,609

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Arroyo Grande City CouncilJune 14, 2022

Arroyo Grande City Council
June 14, 2022