Agenda packet — Arroyo Grande City Council, July 26, 2022 (part 1 of 2)

CITY COUNCIL MEETING

AGENDA SUMMARY

Tuesday, July 26, 2022, 6:00 p.m.

In person at:

Arroyo Grande City Council Chambers
215 E. Branch Street, Arroyo Grande, CA 93420
AND via Zoom at:

Please click the link below to join the Zoom Meeting:
https://us02web.zoom.us/j/83255848846
Webinar ID: 832 5584 8846
Or by Telephone: 1-669-900-6833; 1-346-248-7799
In compliance with Assembly Bill (AB) 361, which allows for a deviation of teleconference rules required by the Ralph M. Brown Act, this City Council meeting is being conducted in a hybrid in-person/virtual format.

Members of the public may participate and provide public comment on agenda items during the meeting in person at the location identified above, by joining the Zoom meeting, or by submitting written public comments to the Clerk of the Council at [email protected]. Meetings will be broadcast live on Channel 20 and streamed on the City’s website and www.slo-span.org.

1. CALL TO ORDER

2. ROLL CALL

3. MOMENT OF REFLECTION

4. FLAG SALUTE

5. AGENDA REVIEW

5.a. Closed Session Announcements
None.

5.b. Ordinances read in title only
None.

6. SPECIAL PRESENTATIONS

6.a. Update Regarding Countywide COVID-19 Efforts
(McDONALD)
Recommended Action:

Receive update, accept public comments, discuss, and provide direction as necessary.

6.b. City Manager Communications
(McDONALD)
Recommended Action:

Receive correspondence/comments as presented by the City Manager and Provide direction, as necessary.

7. COMMUNITY COMMENTS AND SUGGESTIONS
This public comment period is an invitation to members of the community to present issues, thoughts, or suggestions on matters not scheduled on this agenda. Comments should be limited to those matters that are within the jurisdiction of the City Council. Members of the public may provide public comment in-person or remotely by joining the Zoom meeting utilizing one of the methods provided below. Please use the “raise hand” feature to indicate your desire to provide public comment.

Click the link below to join the webinar: https://us02web.zoom.us/j/83255848846; Webinar ID: 832 5584 8846
•
Or by Telephone: 1-669-900-6833; 1-346-248-7799
Press * 9 to “raise hand” for public comment
•
The Brown Act restricts the Council from taking formal action on matters not published on the agenda. In response to your comments, the Mayor or presiding Council Member may:
• Direct City staff to assist or coordinate with you.
• A Council Member may state a desire to meet with you. • It may be the desire of the Council to place your issue or matter on a future Council agenda.

Please adhere to the following procedures when addressing the Council:
• Comments should be limited to 3 minutes or less.
• Your comments should be directed to the Council as a whole and not directed to individual Council members.
• Slanderous, profane or personal remarks against any Council Member or member of the audience shall not be permitted.

8. CONSENT AGENDA
The following routine items listed below are scheduled for consideration as a group. The recommendations for each item are noted. Any member of the public who wishes to comment on any Consent Agenda item may do so at this time. Any Council Member may request that any item be withdrawn from the Consent Agenda to permit discussion or change the recommended course of action. The City Council may approve the remainder of the Consent Agenda on one motion.

8.a. Consideration of Cash Disbursement Ratification
(VALENTINE)
Recommended Action:

Ratify the attached listing of cash disbursements for the period of June 1 through June 30, 2022.

8.b. Consideration of Statement of Investment Deposits
(VALENTINE)
Recommended Action:

Receive and file the attached report listing investment deposits of the City of Arroyo Grande

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as of May 31, 2022, as required by Government Code Section 53646(b).

8.c. Consideration of a Consultant Services Agreement with Willdan Financial Services to Prepare a User Fee Study, Cost Allocation Plan, and Development Impact Fee Study (VALENTINE)
Recommended Action:

Approve a Consultant Services Agreement with Willdan Financial Services to prepare a User Fee Study, Cost Allocation Plan, and Development Impact Fee Study Update.

8.d. Approval of Minutes
(MATSON)
Recommended Action:

Approve the minutes of the Regular City Council Meeting of June 28, 2022, as submitted.

8.e. Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the COVID-19 Pandemic and Authorizing the Continuance of Remote Teleconference Meetings of the Legislative Bodies Pursuant to Government Code Section 54953(e)(3) (McDONALD)
Recommended Action:

Adopt a Resolution declaring a continued local emergency related to the Coronavirus (COVID-19) pandemic and authorizing the continuance of remote teleconference meetings pursuant to Government Code Section 54953(e)(3).

8.f. Consideration of Appointment to the Arroyo Grande Tourism Business Improvement Advisory Board
(McDONALD)
Recommended Action:

Appoint Jeannie Miranda to the Arroyo Grande Tourism Business Improvement District Advisory Board.

8.g. Consideration of Authorizing the Mayor to Execute a Letter in Support of the Draft San Luis Obispo Countywide Plan to Address Homelessness on Behalf of the City of Arroyo Grande (McDONALD)
Recommended Action:

Authorize the Mayor to execute a letter in support of the Draft San Luis Obispo Countywide Plan to Address Homelessness on behalf of the City of Arroyo Grande.

8.h. Consideration to Authorize the Purchase of Water Meters (ROBESON)
Recommended Action:

Authorize the purchase of water meters from Aqua Metric in the amount of $52,400 during FY 2022-23.

8.i. Monthly Water Supply and Demand Update
(ROBESON)
Recommended Action:

Receive and file the monthly Water Supply and Demand Report.

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8.j. Consideration of Confirming the Environmental Determination, Acceptance of Grant of Temporary Construction License, Public Pedestrian Access Easement Deeds, and Approval of Construction Plans and Specifications for the 2022 Pedestrian Crossing Improvement
(ROBESON)
Recommended Action:
1) Find that the project is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to Guidelines Section 15301(c) and direct staff to file a Notice of Exemption; 2) Accept the Grant of Temporary Construction License and Public Pedestrian Access Easement Deeds and direct staff to file the License and Deeds; and 3) Approve the construction plans and specifications for the 2022 Pedestrian Crossing Improvements Project, PW 2021-08, and authorize staff to advertise for construction bids pending approval of a funding allocation from the State.

9. PUBLIC HEARINGS
None.

10. OLD BUSINESS

10.a. Continued Accessory Dwelling Unit Ordinance Study Session (PEDROTTI)
Recommended Action:

Review the proposed amendments, receive public comment, and direct staff to return to the Planning Commission with the revised Ordinance for a recommendation hearing.

11. NEW BUSINESS

11.a. Discuss Scope of a Comprehensive General Plan Update (PEDROTTI)
Recommended Action:

Initiate a comprehensive update of the General Plan, which would include an update to all existing elements except for the Housing Element, a consistency review of the Housing Element, creation of an Environmental Justice, an update to the Climate Action Plan, the creation of objective design standards, an overlay district providing specific development standards for the East Grand Avenue corridor, and zoning ordinance updates.

12. CITY COUNCIL REPORTS

12.a. MAYOR RAY RUSSOM:

1. California Joint Powers Insurance Authority (CJPIA)

2. South San Luis Obispo County Sanitation District (SSLOCSD)

3. Tourism Business Improvement District Advisory Board

4. Other

12.b. MAYOR PRO TEM GEORGE:

1. County Water Resources Advisory Committee (WRAC)

2. Visit SLO CAL Advisory Board

3. Other

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12.c. COUNCIL MEMBER BARNEICH:

1. Audit Committee

2. Homeless Services Oversight Council (HSOC)

3. Zone 3 Water Advisory Board

4. Other

12.d. COUNCIL MEMBER PAULDING:

1. Air Pollution Control District (APCD)

2. Brisco/Halcyon Interchange Subcommittee
Council of Governments/Regional Transit Authority/ South County Transit (SLOCOG/SLORTA/SCT)

3. 4. REACH SLO Advisory Commission

5. Other

12.e. COUNCIL MEMBER STORTON:

1. Brisco/Halcyon Interchange Subcommittee

2. Five Cities Fire Authority (FCFA)

3. Integrated Waste Management Authority Board (IWMA)

4. South County Chambers of Commerce Governmental Affairs Committee

5. Other

13. COUNCIL COMMUNICATIONS
Any Council Member may ask a question for clarification, make an announcement, or report briefly on his or her activities. In addition, subject to Council policies and procedures, Council Members may request staff to report back to the Council at a subsequent meeting concerning any matter or request that staff place a matter of business on a future agenda. Any request to place a matter of business for original consideration on a future agenda requires the concurrence of at least one other Council Member.

14. CLOSED SESSION
None.

15. ADJOURNMENT
All staff reports or other written documentation, including any supplemental material distributed to a majority of the City Council within 72 hours of a regular meeting, relating to each item of business on the agenda are available for public inspection during regular business hours in the City Clerk’s office, 300 E. Branch Street, Arroyo Grande. If requested, the agenda shall be made available in appropriate alternative formats to persons with a disability, as required by the Americans with Disabilities Act. To make a request for disability-related modification or accommodation, contact the Legislative and Information Services Department at 805-473-5400 as soon as possible and at least 48 hours prior to the meeting date.

This agenda was prepared and posted pursuant to Government Code Section 54954.2 Agenda

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reports can be accessed and downloaded from the City’s website at www.arroyogrande.org If you would like to subscribe to receive email or text message notifications when agendas are posted, you can sign up online through the “Notify Me” feature.

City Council Meetings are cablecast live and videotaped for replay on Arroyo Grande’s Government Access Channel 20. The rebroadcast schedule is published at www.slo-span.org.

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Item 8.a.

MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Administrative Services Director BY: Lynda Horejsi, Accounting Manager
SUBJECT: Consideration of Cash Disbursement Ratification DATE: July 26, 2022
SUMMARY OF ACTION:

Review and ratify cash disbursements.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

There is a $3,075,151.34 fiscal impact that includes the following items:
 Accounts Payable Checks $2,297,698.53
 Payroll & Benefit Checks $777,452.81
RECOMMENDATION:

Ratify the attached listing of cash disbursements for the period of June 1 through June 30, 2022.

BACKGROUND:

Cash disbursements are made weekly based on the submission of all required documents supporting the invoices submitted for payment. Prior to payment, Administrative Services staff reviews all disbursement documents to ensure that they meet the approval requirements adopted in the Municipal Code and the City’s Purchasing Policies and Procedures Manual.

ANALYSIS OF ISSUES:

The attached listing represents the cash disbursements required of normal and usual operations during the period. The disbursements are accounted for in the FY 2021-22 budget.

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Item 8.a.

City Council
Consideration of Cash Disbursement Ratification
July 26, 2022

Page 2 ends

ALTERNATIVES:

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

1. Approve staff’s recommendation;

2. Do not approve staff’s recommendation; or

3. Provide other direction to staff.

ADVANTAGES:
 The Administrative Services Department monitors payments of invoices for accountability, accuracy, and completeness using standards approved by the City Council.
 Invoices are paid in a timely manner to establish goodwill with merchants.  Discounts are taken where applicable.

DISADVANTAGES:

There are no disadvantages identified in this recommendation.

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. June 1 – June 30, 2022 – Accounts Payable Check Register

2. June 3, 2022 & June 17, 2022 – Payroll and Benefit Check Registers

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CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name1 06/03/2022 294002 $ 33.00 WELL#1 BACTI TEST 640.4710.5310 ABALONE COAST ANALYTICAL INC2 06/03/2022 294002 188.00 WELL#9 BACTI, PHYSICALS 640.4710.5310 ABALONE COAST ANALYTICAL INC3 06/03/2022 294003 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 MARISOL RENTERIA ALVARADO4 06/03/2022 294003 103.00 PARK RENTAL REFUND-STROTHER 010.0000.4354 MARISOL RENTERIA ALVARADO5 06/03/2022 294003 26.00 BOUNCE HOUSE FEE REFUND 010.0000.4354 MARISOL RENTERIA ALVARADO6 06/03/2022 294004 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES7 06/03/2022 294004 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES8 06/03/2022 294004 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES9 06/03/2022 294004 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES10 06/03/2022 294004 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES11 06/03/2022 294004 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES12 06/03/2022 294004 28.79 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES13 06/03/2022 294005 50.00 PARK DEPOSIT REFUND-HERITAGE SQUARE 010.0000.2206 ARROYO GRANDE VALLEY KIWANIS14 06/03/2022 294006 525.00 05/22 DOGGIE CLASSES 010.4424.5351 IRINA BEATTY15 06/03/2022 294007 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 MICHELLE BERNAL16 06/03/2022 294008 1,458.45 (6) DRUMS HYPOCHLORITE 640.4712.5274 BRENNTAG PACIFIC INC17 06/03/2022 294008 2,604.00 (10) PAILS ACCUTABS-RES#2 &#5 640.4712.5274 BRENNTAG PACIFIC INC18 06/03/2022 294009 74.00 LIVESCAN-RECREATION 010.4425.5316 CA ST DEPT OF JUSTICE19 06/03/2022 294009 93.00 LIVESCAN-PD IN/OUT 010.4204.5329 CA ST DEPT OF JUSTICE20 06/03/2022 294009 66.00 LIVESCAN-PD 010.4204.5329 CA ST DEPT OF JUSTICE21 06/03/2022 294010 553.03 ASPHALT FOR SERVICE PATCHING 6.7 TON 640.5946.7001 CALPORTLAND CONSTRUCTION22 06/03/2022 294011 47.07 TORO MOWER-COOLANT 010.4430.5601 CARQUEST AUTO PARTS23 06/03/2022 294012 169.00 REFUND-YOUTH BASKETBALL CAMP 010.0000.4605 STEVEN CARR24 06/03/2022 294013 180.27 ACCT#8245100960223572 TV - PD 010.4145.5401 CHARTER COMMUNICATIONS25 06/03/2022 294013 987.20 ACCT#8245100960223598 PD DARK 010.4145.5401 CHARTER COMMUNICATIONS26 06/03/2022 294014 4,768.00 05/22 STRATEGIC SUPPORT 010.4140.5303 CIO SOLUTIONS LP27 06/03/2022 294014 1,590.00 05/22 STRATEGIC SUPPORT 010.4140.5303 CIO SOLUTIONS LP28 06/03/2022 294014 1,228.35 Juniper SFP 1000Base-SX Gigabyte 350.5472.7001 CIO SOLUTIONS LP29 06/03/2022 294015 548.80 05/22 SENIOR FITNESS 010.4424.5351 GAYLE CUDDY30 06/03/2022 294015 285.60 WRITING FOR LIFE WINTER SESSION 010.4424.5351 GAYLE CUDDY31 06/03/2022 294016 5,000.00 LEADERSHIP RETREAT REMAINDER 010.4145.5501 CULTURESTOKE, LLC32 06/03/2022 294017 1,140.00 CASH FOR GRASS 1140 SQFT 226.4306.5554 KAREN DELIVERT33 06/03/2022 294018 372.59 METRO INTERNET CIRCUIT 010.4140.5303 DIGITAL WEST NETWORKS INC34 06/03/2022 294019 209.05 SOTO PUMP SVC & TROUBLESHOOT 010.4430.5303 ELECTRICRAFT INC35 06/03/2022 294019 1,832.15 WELL#9 ELECTRICAL REPAIR 640.4711.5603 ELECTRICRAFT INC36 06/03/2022 294019 121.50 V.D.M. BOOSTER WIRE & TEST MOTOR 640.4712.5610 ELECTRICRAFT INC37 06/03/2022 294020 21.53 (2) MOSQUITO DUNKS 010.4420.5605 FARM SUPPLY CO38 06/03/2022 294021 57.11 SHIP TRACT MAP 3101 TO MNS 010.4301.5303 FEDEX

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CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name39 06/03/2022 294022 $ 1,177.71 WELL #5 GATE VALVE 640.4711.5603 FERGUSON ENTERPRISES, INC40 06/03/2022 294023 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 LILIANNA FULLAM41 06/03/2022 294024 450.00 SURVEYING SERVICES 010.4301.5303 GARING TAYLOR & ASSOCIATES INC42 06/03/2022 294025 816.25 ATP CYCLE 6 010.4301.5303 GHD INC43 06/03/2022 294025 3,258.75 AMENDMENT 1A (GIS SERVICES) 010.4301.5303 GHD INC44 06/03/2022 294026 185.00 STUMP GRINDER RENTAL 010.4420.5552 GROVER TOOL AND RENTALS45 06/03/2022 294026 160.00 SCISSOR LIFT RENTAL 010.4420.5552 GROVER TOOL AND RENTALS46 06/03/2022 294026 265.00 STUMP GRINDER RENTAL 010.4420.5552 GROVER TOOL AND RENTALS47 06/03/2022 294027 7,599.65 PREPARE 2021 ANNUAL REPORT 640.4710.5303 GSI WATER SOLUTIONS48 06/03/2022 294028 864.99 HOSE REEL FOOTAGE COUNTER 612.4610.5603 HAAKER EQUIPMENT, INC49 06/03/2022 294029 86.08 PORTABLE TOILET RENTAL 5/2-5/31 220.4303.5552 HARVEY'S HONEY HUTS50 06/03/2022 294030 41.31 06/22 AETNA RESOURCES EAP-FCFA 010.0000.1111 HEALTH AND HUMAN RESOURCE CTR51 06/03/2022 294030 165.24 06/22 AETNA RESOURCES EAP 010.4145.5147 HEALTH AND HUMAN RESOURCE CTR52 06/03/2022 294031 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 ANNE HILBERT53 06/03/2022 294032 463.38 PUMP OIL FOR WELLS #1-#8 640.4711.5603 JB DEWAR, INC54 06/03/2022 294033 84.00 ADULT BASKETBALL SCORER- 6 GAMES 010.4424.5352 JHADE LA PAZ55 06/03/2022 294034 5,000.00 CASH FOR GRASS 5000 SQFT 226.4306.5554 LANDMARK MISSIONARY BAPTIST56 06/03/2022 294035 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 JEANNE MILLER57 06/03/2022 294036 122.81 PAINT, RIGHT ANGLE ATTACHMENT 010.4213.5604 MINER'S ACE HARDWARE, INC58 06/03/2022 294036 32.26 ROLLER, COVER, TRAY 010.4213.5604 MINER'S ACE HARDWARE, INC59 06/03/2022 294036 63.07 SPRAY PAINT, DRILL BITS, CLEAN 010.4213.5604 MINER'S ACE HARDWARE, INC60 06/03/2022 294036 29.67 (6) SNAP QUIK 010.4213.5604 MINER'S ACE HARDWARE, INC61 06/03/2022 294036 10.76 DRILL BIT 220.4303.5613 MINER'S ACE HARDWARE, INC62 06/03/2022 294036 177.76 (3) AQUAPHALT ASPHALT PATCH 220.4303.5613 MINER'S ACE HARDWARE, INC63 06/03/2022 294037 450.00 ONGOING MAP CHECKING SERVICES 010.4301.5303 MNS ENGINEERS INC64 06/03/2022 294037 450.00 ONGOING MAP CHECKING SERVICES 010.4301.5303 MNS ENGINEERS INC65 06/03/2022 294037 225.00 ONGOING MAP CHECKING SERVICES 010.4301.5303 MNS ENGINEERS INC66 06/03/2022 294038 145.00 REFUND-ART CAMP 010.0000.4605 JAMIE MOSLEY67 06/03/2022 294039 150.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 CHRIS MUNOZ JR68 06/03/2022 294040 19,500.00 CONSULTING SERVICES-TRANSITION TO DISTRICT 010.4101.5303 NATIONAL DEMOGRAPHICS INC69 06/03/2022 294041 372.80 05/22 YOGA IN THE PARK 010.4424.5351 NICCOLA NELSON70 06/03/2022 294042 841.70 (2) CHAINSAWS 220.4303.5273 NOBLE SAW, INC71 06/03/2022 294042 193.51 EDGER BLADES, TRIMMER LINE, OIL 220.4303.5603 NOBLE SAW, INC72 06/03/2022 294043 43.80 REFUND ADULT BASKETBALL- GAME 010.0000.4606 DAVID NORRIS73 06/03/2022 294044 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 MAYRA OVALLE74 06/03/2022 294045 7,249.71 ELECTRIC 010.4145.5401 PACIFIC GAS & ELECTRIC CO75 06/03/2022 294045 12.30 ELECTRIC 217.4460.5355 PACIFIC GAS & ELECTRIC CO76 06/03/2022 294045 2,103.01 ELECTRIC 612.4610.5402 PACIFIC GAS & ELECTRIC CO

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CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name77 06/03/2022 294045 $ 2,871.45 ELECTRIC 640.4711.5402 PACIFIC GAS & ELECTRIC CO78 06/03/2022 294045 6,186.58 ELECTRIC 640.4712.5402 PACIFIC GAS & ELECTRIC CO79 06/03/2022 294045 1,448.49 ELECTRIC 010.4307.5402 PACIFIC GAS & ELECTRIC CO80 06/03/2022 294046 400.00 04/22 SOTO GOPHER CONTROL 010.4420.5303 PACIFIC GOPHER CONTROL81 06/03/2022 294047 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 SACHI PATEL82 06/03/2022 294048 152.00 PER DIEM FOR EVOC/FOS TRAINING 010.4203.5501 PETTY CASH83 06/03/2022 294049 80,530.42 ELM STREET PARK PLAY STRUCTURE 350.5564.7001 PLAYCORE GROUP INC84 06/03/2022 294049 107,533.92 ELM STREET PARK PLAY STRUCTURE 350.5564.7001 PLAYCORE GROUP INC85 06/03/2022 294050 654.28 RED MAZE CUBES PROMOTIONAL 010.4421.5504 PRINTPAL PROMOTIONS & PRINTING86 06/03/2022 294051 24,562.84 TRAFFIC WAY BRIDGE REPLACEMENT 350.5679.7501 QUINCY ENGINEERING INC87 06/03/2022 294052 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 KATIE RODRIGUEZ88 06/03/2022 294053 43.80 REFUND ADULT BASKETBALL- GAMES 010.0000.4606 ALEX SCHAMS89 06/03/2022 294054 1,785.50 CROSS CONNECTION PROGRAM 640.4710.5303 SLO COUNTY ENVIRONMENTAL90 06/03/2022 294055 35.26 GAS SERVICES-111 S MASON 010.4145.5401 SOCALGAS91 06/03/2022 294055 19.05 GAS SERVICES-1500 W BRANCH 010.4145.5401 SOCALGAS92 06/03/2022 294055 17.09 GAS SERVICES-215 E BRANCH 010.4145.5401 SOCALGAS93 06/03/2022 294055 25.70 GAS SERVICES-211 VERNON ST 010.4145.5401 SOCALGAS94 06/03/2022 294056 735.00 RENTAL/INSTALL SERVICES FOR 30 DAY LOAD 010.4213.5303 THOMA ELECTRIC, INC95 06/03/2022 294057 52.95 CHARTER BUSINESS TV - 300 E BRANCH 010.4145.5401 TIME WARNER CABLE96 06/03/2022 294058 3,000.00 POSTAGE BY PHONE 010.4145.5208 US POSTAL SERVICE97 06/03/2022 294059 100.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 MARTHA VALDEZ98 06/03/2022 294060 285.00 10% Contingency 640.5948.7501 WALLACE GROUP A CALIF CORP99 06/03/2022 294061 500.82 NCMA STAFF EXTENSION SERVICES 640.4710.5303 WATER SYSTEMS CONSULTING INC100 06/03/2022 294062 1,100.60 ASH ST RESTROOM-REPAIR TOILET 010.4213.5303 WATERBOYS PLUMBING101 06/03/2022 294063 2,067.00 CASH FOR GRASS 2067 SQFT 226.4306.5554 CHRISTINE WEISS102 06/03/2022 294064 1,063.00 CASH FOR GRASS 1063 SQFT 226.4306.5554 ROBERT WHITE103 06/03/2022 294065 60.00 OAK PARK & JAMES WAY 220.4303.5303 LEE WILSON ELECTRIC COMPANY INC104 06/03/2022 294065 60.00 OAK PARK & EL CAMINO REAL 220.4303.5303 LEE WILSON ELECTRIC COMPANY INC105 06/03/2022 294065 75.00 OAK PARK & W BRANCH 220.4303.5303 LEE WILSON ELECTRIC COMPANY INC106 06/03/2022 294065 728.90 WO#3438, WO#3440, JAMES WAY/OAK PARK 220.4303.5303 LEE WILSON ELECTRIC COMPANY INC107 06/03/2022 294065 1,440.00 03/22 SIGNAL MAINT 12 INTERSECTIONS 010.4307.5303 LEE WILSON ELECTRIC COMPANY INC108 06/03/2022 294066 50.00 REFUND COMM GARDEN DEPOSIT 010.0000.4605 ANTHONY WOOD109 06/03/2022 294067 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 CARRIE YAMATE110 06/03/2022 294068 1,680.00 YOUTH BASKETBALL SUMMER SESSION 010.4424.5351 YOUTH EVOLUTION BASKETBALL111 06/03/2022 294069 40.97 UB Refund Cst #00028501 640.0000.2301 DEBLAUW PROPERTIES112 06/03/2022 294070 406.46 UB Refund Cst #00028040 640.0000.2301 TANESSA EGAN113 06/03/2022 294071 8.58 UB Refund Cst #00027902 640.0000.2301 FENG HAN114 06/03/2022 294072 380.86 UB Refund Cst #00027344 640.0000.2301 STANLEY MCDONALD

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CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name115 06/03/2022 294073 $ 137.03 UB Refund Cst #00026066 640.0000.2301 JOE REISMAN116 06/03/2022 294074 132.45 UB Refund Cst #00027898 640.0000.2301 KEITH SCHWANEMANN117 06/03/2022 294075 13.03 UB Refund Cst #00028038 640.0000.2301 GAREN SHAMIRIAN118 06/03/2022 294076 86.34 UB Refund Cst #00027666 640.0000.2301 WILLIAM & TAMMY SULLIVANT119 06/03/2022 294077 44,949.07 FEDERAL WITHHOLDING: Payment 011.0000.2104 CITY OF ARROYO GRANDE120 06/03/2022 294077 51,180.74 SOCIAL SECURITY: Payment 011.0000.2105 CITY OF ARROYO GRANDE121 06/03/2022 294077 12,585.20 MEDICARE: Payment 011.0000.2105 CITY OF ARROYO GRANDE122 06/03/2022 294078 18,172.59 STATE WITHHOLDING: Payment 011.0000.2108 CA ST EMPLOYMENT DEVEL DEPT123 06/03/2022 294078 2,241.03 CASDI: Payment 011.0000.2111 CA ST EMPLOYMENT DEVEL DEPT124 06/03/2022 294079 565.60 DEPT OF CHILD SUPPORT SERVICES 011.0000.2114 CA STATE DISBURSEMENT UNIT125 06/03/2022 294080 (80.68) PENDING INS. ADJ 011.0000.2110 DELTA DENTAL126 06/03/2022 294080 7,987.32 06/22 DENTAL INSURANCE PREMIUM 011.0000.2110 DELTA DENTAL127 06/03/2022 294080 2,500.77 06/22 DENTAL INSURANCE PREMIUM 010.4099.5132 DELTA DENTAL128 06/03/2022 294080 (0.98) ROUNDING ADJ 010.0000.4818 DELTA DENTAL129 06/03/2022 294081 3,789.80 DEFERRED COMPENSATION - EE %: 011.0000.2117 ICMA RETIREMENT CORP130 06/03/2022 294081 11,575.05 DEFERRED COMPENSATION - EE: Payment 011.0000.2117 ICMA RETIREMENT CORP131 06/03/2022 294081 866.66 DEFERRED COMPENSATION - ER: Pa 011.0000.2117 ICMA RETIREMENT CORP132 06/03/2022 294081 275.00 ROTH - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP133 06/03/2022 294082 4,020.00 PORAC MED INSURANCE: Payment 011.0000.2109 PERS - ACTIVE MED134 06/03/2022 294082 882.18 PPO PERS PLATINUM - SEIU: Payment 011.0000.2109 PERS - ACTIVE MED135 06/03/2022 294082 8,111.40 PPO PERS GOLD - MANAGEMENT: Payment 011.0000.2109 PERS - ACTIVE MED136 06/03/2022 294082 14,224.36 PPO PERS GOLD - POLICE: Payment 011.0000.2109 PERS - ACTIVE MED137 06/03/2022 294082 12,696.12 PPO PERS GOLD - SEIU: Payment 011.0000.2109 PERS - ACTIVE MED138 06/03/2022 294082 742.70 BLUE SHIELD TRIO HMO - MGMT: Payment 011.0000.2109 PERS - ACTIVE MED139 06/03/2022 294082 2,673.72 BLUE SHIELD TRIO HMO - POLICE: Payment 011.0000.2109 PERS - ACTIVE MED140 06/03/2022 294082 3,862.04 BLUE SHIELD TRIO HMO - SEIU: Payment 011.0000.2109 PERS - ACTIVE MED141 06/03/2022 294082 13,176.56 HMO-UNITED HEALTHCARE-MGMT: Payment 011.0000.2109 PERS - ACTIVE MED142 06/03/2022 294082 14,261.70 HMO UNITED HEALTHCARE-POLICE: Payment 011.0000.2109 PERS - ACTIVE MED143 06/03/2022 294082 17,982.14 HMO UNITED HEALTHCARE-SEIU: Payment 011.0000.2109 PERS - ACTIVE MED144 06/03/2022 294082 2,293.68 PERS PLATINUM-FIRE MANAGEMENT: Payment 011.0000.2109 PERS - ACTIVE MED145 06/03/2022 294082 4,058.04 PPO PERS PLATINUM - FIRE: Payment 011.0000.2109 PERS - ACTIVE MED146 06/03/2022 294082 8,816.76 PPO PERS GOLD - FIRE: Payment 011.0000.2109 PERS - ACTIVE MED147 06/03/2022 294082 9,146.08 HMO UNITED HEALTHCARE-FIRE: Payment 011.0000.2109 PERS - ACTIVE MED148 06/03/2022 294082 6,045.72 HMO-UNITED HEALTH FIRE-MGMT: Payment 011.0000.2109 PERS - ACTIVE MED149 06/03/2022 294082 177.18 06/22 INS ADJ 011.0000.2109 PERS - ACTIVE MED150 06/03/2022 294082 6,640.01 06/22 RETIREE HEALTH INS 010.4099.5136 PERS - ACTIVE MED151 06/03/2022 294082 752.74 06/22 RETIREE HEALTH INS 220.4303.5136 PERS - ACTIVE MED152 06/03/2022 294082 98.24 06/22 ACTIVE HEALTH FCFA ADMIN 010.0000.1111 PERS - ACTIVE MED

Page 12 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name153 06/03/2022 294082 $ 602.76 06/22 RETIREE HEALTH INS FCFA 010.0000.1111 PERS - ACTIVE MED154 06/03/2022 294082 209.74 06/22 ACTIVE HEALTH ADMIN FEE 010.4145.5131 PERS - ACTIVE MED155 06/03/2022 294083 1,175.56 PERS GOLD - ELECTED: Payment 011.0000.2109 PERS - ACTIVE MED156 06/03/2022 294083 2,015.23 UNITED HEALTH CARE-ELECTED: Payment 011.0000.2109 PERS - ACTIVE MED157 06/03/2022 294083 7.98 06/22 ACTIVE HEALTH PT NONPERS 010.4145.5131 PERS - ACTIVE MED158 06/03/2022 294084 30,609.11 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT159 06/03/2022 294084 48,939.43 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT160 06/03/2022 294084 117.11 PERS BUYBACK - AFTER TAX: Payment 011.0000.2106 PERS - RETIREMENT161 06/03/2022 294084 1,358.04 PERS Employer Pick Up: Payment 011.0000.2106 PERS - RETIREMENT162 06/03/2022 294084 259.69 PERS BUYBACK - PRE TAX: Payment 011.0000.2106 PERS - RETIREMENT163 06/03/2022 294084 (0.06) ROUNDING DIFF 010.0000.4818 PERS - RETIREMENT164 06/03/2022 294085 980.20 STANDARD INSURANCE COMPANY: Payment 011.0000.2113 STANDARD INSURANCE CO165 06/03/2022 294085 556.68 STANDARD INSURANCE COMPANY: Payment 011.0000.2113 STANDARD INSURANCE CO166 06/03/2022 294085 23.50 STANDARD LIFE TAXABLE DEDUCT: Payment 011.0000.2113 STANDARD INSURANCE CO167 06/03/2022 294085 1,640.03 STANDARD LTD/STD INSURANCE: Payment 011.0000.2113 STANDARD INSURANCE CO168 06/03/2022 294085 (37.25) ADJ PENDING 011.0000.2113 STANDARD INSURANCE CO169 06/03/2022 294086 1,568.02 PARS: Payment 011.0000.2107 US BANK OF CALIFORNIA170 06/03/2022 294087 2,084.90 06/22 VISION CARE INSURANCE PREMIUM 011.0000.2119 VISION SERVICE PLAN171 06/03/2022 294087 (10.27) PENDING ADJ 011.0000.2119 VISION SERVICE PLAN172 06/03/2022 294087 645.62 06/22 VISION INS PREMIUM RETIR 010.4099.5133 VISION SERVICE PLAN173 06/03/2022 294087 (0.77) ROUNDING DIFFERENCE 010.0000.4818 VISION SERVICE PLAN174 06/10/2022 294088 750.00 03/22 WEBSITE STREAMING & ARCHIVING 010.4002.5303 AGP VIDEO, INC175 06/10/2022 294088 750.00 04/22 WEBSITE STREAMING & ARCHIVING 010.4002.5303 AGP VIDEO, INC176 06/10/2022 294088 2,835.00 03/22 CABLECASTING 010.4002.5330 AGP VIDEO, INC177 06/10/2022 294088 1,887.50 04/22 CABLECASTING 010.4002.5330 AGP VIDEO, INC178 06/10/2022 294089 175.00 RFUND-JR SCIENCE CAMP 010.0000.4605 SHAWNA ALLAN179 06/10/2022 294090 27.96 OFFICE SUPPLIES 010.4201.5201 AMAZON CAPITAL SERVICES180 06/10/2022 294090 221.71 AMERICAN FLAGS 010.4201.5255 AMAZON CAPITAL SERVICES181 06/10/2022 294090 273.75 SLIM ROLL TOWELS 010.4213.5604 AMAZON CAPITAL SERVICES182 06/10/2022 294090 434.82 SCOTT TP, TORK HAND TOWELS 010.4213.5604 AMAZON CAPITAL SERVICES183 06/10/2022 294090 384.38 JUNETEENTH FLAGS, GOJO FOAM SOAP 010.4420.5605 AMAZON CAPITAL SERVICES184 06/10/2022 294090 (145.41) CREDIT RETURN- CA STATE FLAGS 010.4420.5605 AMAZON CAPITAL SERVICES185 06/10/2022 294090 5.38 OFFICE SUPPLIES 010.4102.5201 AMAZON CAPITAL SERVICES186 06/10/2022 294090 78.40 OFFICE SUPPLIES 010.4102.5201 AMAZON CAPITAL SERVICES187 06/10/2022 294090 350.41 OFFICE SUPPLIES 010.4307.5201 AMAZON CAPITAL SERVICES188 06/10/2022 294090 1,146.77 UNIFORMS & EQUIPMENT-PATROL 010.4203.5272 AMAZON CAPITAL SERVICES189 06/10/2022 294090 591.55 PRINTER 010.4201.5701 AMAZON CAPITAL SERVICES190 06/10/2022 294091 167.92 06/22 COMM MAINT 010.4204.5606 APPLIED TECHNOLOGY GROUP INC

Page 13 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name191 06/10/2022 294092 $ 100.00 JACKET, COVERALLS-CASCIOLA 612.4610.5143 ARAMARK UNIFORM SERVICES192 06/10/2022 294092 188.59 JACKET, COVERALLS-CASCIOLA 640.4712.5143 ARAMARK UNIFORM SERVICES193 06/10/2022 294093 29.58 CITY HATS 010.4213.5143 ARAMARK UNIFORM SERVICES194 06/10/2022 294093 29.58 CITY HATS 010.4420.5143 ARAMARK UNIFORM SERVICES195 06/10/2022 294093 29.58 CITY HATS 010.4430.5143 ARAMARK UNIFORM SERVICES196 06/10/2022 294093 29.58 CITY HATS 220.4303.5143 ARAMARK UNIFORM SERVICES197 06/10/2022 294093 29.58 CITY HATS 612.4610.5143 ARAMARK UNIFORM SERVICES198 06/10/2022 294093 29.62 CITY HATS 640.4712.5143 ARAMARK UNIFORM SERVICES199 06/10/2022 294094 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES200 06/10/2022 294094 28.50 CORP YARD MATS 010.4213.5303 ARAMARK UNIFORM SERVICES201 06/10/2022 294094 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES202 06/10/2022 294094 10.45 AUTO SHOP TOWELS 010.4305.5303 ARAMARK UNIFORM SERVICES203 06/10/2022 294094 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES204 06/10/2022 294094 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES205 06/10/2022 294094 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES206 06/10/2022 294094 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES207 06/10/2022 294094 24.29 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES208 06/10/2022 294095 9.80 PARKS DEPT MATS, MOPHEADS 010.4213.5303 ARAMARK UNIFORM SERVICES209 06/10/2022 294096 5,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 ARROYO GRANDE BULLS210 06/10/2022 294097 7,200.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 ARROYO GRANDE COMMUNITY211 06/10/2022 294098 2,500.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 ARROYO GRANDE IN BLOOM INC212 06/10/2022 294099 390.00 05/22 VILLAGE WATERING 010.4420.5605 ARROYO GRANDE IN BLOOM INC213 06/10/2022 294100 2,500.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 ASSISTANCE LEAGUE OF SAN LUIS214 06/10/2022 294101 22.43 BAN#9391033186 CC MACHINE 010.4145.5403 AT&T215 06/10/2022 294101 22.43 BAN#9391033180 FAX 805-473-540 010.4145.5403 AT&T216 06/10/2022 294101 43.18 BAN#9391033181 ALARM 640.4710.5403 AT&T217 06/10/2022 294102 145.00 UST INSPECTION-CORP YARD 010.4305.5303 B & T SVC STN CONTRACTORS, INC218 06/10/2022 294103 871.51 PW-16 OIL CHG, SPARK PLUGS, BRAKES 220.4303.5601 BACK ON THE ROAD AUTOMOBILE219 06/10/2022 294103 255.66 PD-4609 REPAIR 010.4203.5601 BACK ON THE ROAD AUTOMOBILE220 06/10/2022 294104 77.58 BUSINESS CARDS-DOHERTY 010.4204.5255 BOONE PRINTING & GRAPHICS INC221 06/10/2022 294105 500.00 JANITORIAL SERVICES FOR AGPD 010.4201.5615 BRENDLER JANITORIAL SERVICE222 06/10/2022 294105 140.00 JANITORIAL SERVICES FOR OTHER CITY BLDGS 010.4213.5615 BRENDLER JANITORIAL SERVICE223 06/10/2022 294105 995.00 05/22 RECREATION, WOMEN'S CLUB JANITORIAL SVC 010.4213.5615 BRENDLER JANITORIAL SERVICE224 06/10/2022 294106 17.22 (2) ROLLER COVERS 220.4303.5613 BRISCO MILL & LUMBER YARD225 06/10/2022 294106 23.67 COPPER TUBING, PIPE CUTTER 640.4712.5610 BRISCO MILL & LUMBER YARD226 06/10/2022 294107 3,664.38 03/22 WEED ABATEMENT 220.4303.5303 CA ST DEPT OF CORRECTIONS227 06/10/2022 294107 2,183.61 04/22 WEED ABATEMENT 220.4303.5303 CA ST DEPT OF CORRECTIONS228 06/10/2022 294108 47.07 (2) COOLANT 220.4303.5603 CARQUEST AUTO PARTS

Page 14 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name229 06/10/2022 294108 $ 11.67 RANCHO GRANDE BOOSTER PUMP REPAIR 640.4712.5255 CARQUEST AUTO PARTS230 06/10/2022 294108 10.68 PW-50 CLEANING SUPPLIES 640.4712.5601 CARQUEST AUTO PARTS231 06/10/2022 294108 6.02 PW-63 LIGHT BULB 640.4712.5601 CARQUEST AUTO PARTS232 06/10/2022 294109 5,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 CASA OF SLO COUNTY233 06/10/2022 294110 2,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 CENTRAL COAST CHILDBIRTH234 06/10/2022 294111 400.00 REFUND-WOMENS CLUB 010.0000.2206 CENTRAL COAST CHILDBIRTH235 06/10/2022 294111 167.00 REFUND-WOMENS CLUB CHAIRS & TABLES 010.0000.2032 CENTRAL COAST CHILDBIRTH236 06/10/2022 294112 199.98 ACCT#8245100960104152 PD INTERNET 010.4201.5403 CHARTER COMMUNICATIONS237 06/10/2022 294112 53.37 ACCT#8245100960221923 PW TV 010.4307.5303 CHARTER COMMUNICATIONS238 06/10/2022 294113 4,768.00 STRATEGIC SUPPORT - JUNE 010.4140.5303 CIO SOLUTIONS LP239 06/10/2022 294113 1,590.00 STRATEGIC SUPPORT - JUNE 010.4140.5303 CIO SOLUTIONS LP240 06/10/2022 294114 9,300.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 CLARK CENTER FOR THE241 06/10/2022 294115 31.82 PD-4628 REPAIR 010.4203.5601 COAST RIDERS POWERSPORTS242 06/10/2022 294115 175.95 PD-4620 BATTERY 010.4203.5601 COAST RIDERS POWERSPORTS243 06/10/2022 294116 553.82 PW-11 FILTERS, OIL SVC 640.4712.5603 COASTLINE EQUIPMENT(DBA)244 06/10/2022 294117 1,956.00 SART EXAM CASE#2200727 010.4204.5324 COUNTY OF SAN LUIS OBISPO245 06/10/2022 294118 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 VANESSA EGAN246 06/10/2022 294119 1,875.00 OAK PARK / EL CAMINO REAL STORM DRAIN SYSTEM 350.5795.7501 EIKHOF DESIGN GROUP247 06/10/2022 294120 1,257.66 PATROL FIRST AID SUPPLIES - TOURNIQUETS 010.4201.5255 ELEVEN 10 LLC248 06/10/2022 294120 1,603.64 PATROL FIRST AID SUPPLIES - TOURNIQUETS 010.4203.5255 ELEVEN 10 LLC249 06/10/2022 294120 1,603.64 PATROL FIRST AID SUPPLIES - TOURNIQUETS 010.4204.5255 ELEVEN 10 LLC250 06/10/2022 294121 169.65 30" HDPE COUPLING 220.4303.5613 FAMCON PIPE AND SUPPLY INC251 06/10/2022 294121 3,089.87 CLOW #960 FIREHYDRANT 4" X 2 1/2" X 2 1/2" 640.4712.5610 FAMCON PIPE AND SUPPLY INC252 06/10/2022 294122 200.00 REFUND-WOMENS CLUB DEPOSIT 010.0000.2206 XOCHI FARIAS253 06/10/2022 294122 794.93 REFUND WOMENS CLUB DEPOSIT 010.0000.2206 XOCHI FARIAS254 06/10/2022 294122 5.07 REFUND-WOMENS CLUB 010.0000.4353 XOCHI FARIAS255 06/10/2022 294122 (75.00) WOMENS CLUB SUPERVISION 010.0000.4355 XOCHI FARIAS256 06/10/2022 294123 417.55 GREASE GUN & TORCH KIT 640.4712.5273 FERGUSON ENTERPRISES, INC257 06/10/2022 294123 95.15 FITTING-SVC REPAIR N HALCYON 640.4712.5610 FERGUSON ENTERPRISES, INC258 06/10/2022 294124 398,907.85 2021 STREET REPAIRS PROJECT 350.5638.7001 FERRAVANTI GRADING & PAVING259 06/10/2022 294125 20.00 TORO TIRE PATCH 010.4420.5603 FIGUEROA'S TIRES260 06/10/2022 294125 30.00 PW-79 MOUNT TORO TIRE 010.4420.5603 FIGUEROA'S TIRES261 06/10/2022 294125 940.00 PW-16 TIRES 220.4303.5601 FIGUEROA'S TIRES262 06/10/2022 294126 2,275.00 04/22 & 05/22 BRIDGE BASICS GAMES & CLASSES 010.4424.5351 FIVE CITIES DUPLICATE BRIDGE263 06/10/2022 294127 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 ROWDY FROST264 06/10/2022 294128 11,015.00 DESIGN PEDESTRIAN CROSSING IMPROVEMENTS 350.5607.7501 GHD INC265 06/10/2022 294129 121.12 CORP YARD SEWER BILL 612.0000.4751 CITY OF GROVER BEACH266 06/10/2022 294130 216.00 REFUND-PRESCHOOL SUMMER SESSION 010.0000.4603 KATYE HARRINGTON

Page 15 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name267 06/10/2022 294131 $ 500.00 CASH FOR GRASS 500 SQ FT 226.4306.5554 SANDRA HAWKE268 06/10/2022 294132 5,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 HOSPICE OF SLO COUNTY269 06/10/2022 294133 1,343.21 PW-6 INSTALL LO-SIDE BOX 220.4303.5601 INDUSTRIAL TRUCK BODIES270 06/10/2022 294134 684.21 APC Smart-UPS C SMC1500-2UC 010.0000.1111 ITSAVVY LLC271 06/10/2022 294135 207.86 FUEL 010.4203.5608 JB DEWAR, INC272 06/10/2022 294135 991.28 FLEET-OIL STOCK 010.4203.5608 JB DEWAR, INC273 06/10/2022 294136 185.00 REFUND-SCIENCE CAMP 010.0000.4605 JILL JOHNSON274 06/10/2022 294137 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 GABRIELA KULLMAN275 06/10/2022 294138 756.22 SHORETEL PHONE CHARGES - CITY HALL 010.4145.5403 LEVEL 3 COMMUNICATIONS LLC276 06/10/2022 294138 756.21 SHORETEL PHONE CHARGES - CITY HALL 010.4201.5403 LEVEL 3 COMMUNICATIONS LLC277 06/10/2022 294139 60.00 12/21 ROOM USE FEE OCEANVIEW 010.4425.5303 LUCIA MAR UNIFIED SCHOOL DIST278 06/10/2022 294140 4,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 LUMINA ALLIANCE279 06/10/2022 294141 2,330.00 CASH FOR GRASS 2330 SQ FT 226.4306.5554 JOSEPH P MANUELE280 06/10/2022 294142 6,914.90 (1) ROTATING ASSEMBY FOR RANCHO GRANDE 640.4712.5610 MELLO & SON'S PUMPS & MOTORS281 06/10/2022 294143 136.55 FAIR OAKS WATER MAIN REPLACEMENT 640.5911.7501 MICHAEL K NUNLEY & ASSOC.282 06/10/2022 294143 3,576.09 FAIR OAKS WATER MAIN REPLACEMENT 640.5911.7501 MICHAEL K NUNLEY & ASSOC.283 06/10/2022 294143 449.60 2021 SEWER LINING PROJECT 612.5821.7301 MICHAEL K NUNLEY & ASSOC.284 06/10/2022 294144 24.77 ROLLER, SPRAYPAINT 010.4213.5604 MINER'S ACE HARDWARE, INC285 06/10/2022 294144 84.83 PAINT, EXTENSION POLE 010.4213.5604 MINER'S ACE HARDWARE, INC286 06/10/2022 294144 29.92 DRILL BIT, ANCHOR 010.4213.5604 MINER'S ACE HARDWARE, INC287 06/10/2022 294144 106.63 (3) GARDEN SPRAYER, PRUNER 220.4303.5273 MINER'S ACE HARDWARE, INC288 06/10/2022 294144 10.76 TAPE MEASURE 220.4303.5273 MINER'S ACE HARDWARE, INC289 06/10/2022 294144 56.00 BATTERIES 640.4712.5255 MINER'S ACE HARDWARE, INC290 06/10/2022 294144 32.61 FLARE TOOL 640.4712.5273 MINER'S ACE HARDWARE, INC291 06/10/2022 294144 (32.61) RETURN FLARE TOOL 640.4712.5273 MINER'S ACE HARDWARE, INC292 06/10/2022 294145 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 JILLIAN NORTON293 06/10/2022 294145 103.00 PARK RENTAL REFUND-ELM ST 010.0000.4354 JILLIAN NORTON294 06/10/2022 294145 (10.00) ADMIN FEE 010.0000.4354 JILLIAN NORTON295 06/10/2022 294146 64.29 MAINT AGREEMENT-COPIER 010.4204.5602 OFFICE1296 06/10/2022 294147 28.00 REFUND-SR FITNESS CLASS 010.0000.4605 FAYE OGDEN297 06/10/2022 294148 563.60 ENCASE FORENSICS SUPPORT RENEW 010.4204.5607 OPEN TEXT INC298 06/10/2022 294149 16,915.13 ELECTRIC-STREETLIGHTING 010.4307.5402 PACIFIC GAS & ELECTRIC CO299 06/10/2022 294150 23.00 UNIFORM CLEANING-PD ADMIN 010.4201.5303 PARAMOUNT CLEANERS300 06/10/2022 294150 392.25 UNIFORM CLEANING- PD PATROL SERVICES 010.4203.5303 PARAMOUNT CLEANERS301 06/10/2022 294150 89.50 UNIFORM CLEANING-PD SUPPORT SERVICES 010.4204.5303 PARAMOUNT CLEANERS302 06/10/2022 294151 119.95 06/22 WIFI SERVICE HUBNER SITE 010.4201.5403 PEAKWIFI LLC303 06/10/2022 294152 112.00 PRIVATE TENNIS LESSONS 010.4424.5351 SUZANNE M PETRIE304 06/10/2022 294153 484.37 06/22 GRACE LN LANDSCAPE MAINTENANCE 216.4460.5304 RAINSCAPE

Page 16 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name305 06/10/2022 294153 $ 1,201.41 06/22 PARKSIDE LANDSCAPE MAINTENANCE 219.4460.5304 RAINSCAPE306 06/10/2022 294154 100.00 ACADEMY AWARD SPONSORSHIP 010.4201.5504 RANGE MASTER307 06/10/2022 294155 15.00 06/22 REVERSE OSMOSIS RENTAL 010.4201.5303 RICHETTI COMPLETE WATER308 06/10/2022 294156 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 CINTHYA ALCANTAR ROJAS309 06/10/2022 294157 7,500.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 SHOWER THE PEOPLE310 06/10/2022 294158 244.41 LANDSCAPE IRRIGATION FITTINGS 226.4306.5303 SITEONE LANDSCAPE SUPPLY LLC311 06/10/2022 294159 965.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 SLO SCORE312 06/10/2022 294160 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 JOSHUA SOMMO313 06/10/2022 294161 2,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 SOUTH COUNTY FAMILY314 06/10/2022 294162 91.22 CITY HALL GARBAGE SERVICE 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC315 06/10/2022 294162 148.32 DUMPSTERS -RANCHO GRANDE PARK 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC316 06/10/2022 294162 227.84 DUMPSTERS -FCFA 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC317 06/10/2022 294162 148.32 DUMPSTERS -STROTHER PARK 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC318 06/10/2022 294162 116.59 DUMPSTERS -PD 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC319 06/10/2022 294162 136.38 DUMPSTERS -PW 3 YD RECYCLE 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC320 06/10/2022 294163 3,900.00 DATACOVE - EMAIL ARCHIVING APPLIANCE 010.4140.5303 TANGENT321 06/10/2022 294163 302.25 Sales Tax 010.4140.5303 TANGENT322 06/10/2022 294164 635.99 WRENCH, STRIP CUTTER CRIMPER 010.4305.5603 TCA TOOLS INC323 06/10/2022 294165 37.17 RESHEET 36X9 STREET SIGN BLANK 220.4303.5613 TRAFFIC MANAGEMENT PRODUCTS324 06/10/2022 294166 126.03 05/22 COPY MACHINE MAINTENANCE 010.4102.5602 ULTREX BUSINESS PRODUCTS (DBA)325 06/10/2022 294167 223.46 CHEMICAL FEED PUMP TUBES 640.4712.5609 USA BLUE BOOK326 06/10/2022 294168 66.94 ACCT#808089883-00003 CIM CELL 010.4425.5255 VERIZON WIRELESS327 06/10/2022 294169 2,867.33 MANAGEMENT OF FOG PROGRAM 612.4610.5303 WALLACE GROUP A CALIF CORP328 06/10/2022 294170 1,602.02 2021 URBAN WATER MANAGEMENT PLAN 640.4710.5303 WATER SYSTEMS CONSULTING INC329 06/10/2022 294171 305.00 PLUMBING RETROFIT-142 ROSEWOOD 226.4306.5303 WATERBOYS PLUMBING330 06/10/2022 294171 305.00 PLUMBING RETROFIT-839 FAIR OAK 226.4306.5303 WATERBOYS PLUMBING331 06/10/2022 294172 564.59 COPY MACHINE LEASE PAYMENT 010.4201.5803 WELLS FARGO VENDOR FINANCIAL332 06/16/2022 294173 4,685.61 07/22 RETIREE MEDICAL 010.4099.5136 ICMA RETIREMENT CORP333 06/16/2022 294173 368.87 07/22 RETIREE MEDICAL 220.4303.5136 ICMA RETIREMENT CORP334 06/16/2022 294173 462.03 07/22 RETIREE MEDICAL 010.0000.1111 ICMA RETIREMENT CORP335 06/17/2022 294174 91.80 CC PH DIST BASED ELECTIONS 010.4002.5301 THE MCCLATCHY COMPANY LLC336 06/17/2022 294174 36.55 ORD SUMMARY-FIREWORKS 010.4002.5301 THE MCCLATCHY COMPANY LLC337 06/17/2022 294174 36.55 ORD NO 712 SUMMARY-FIREWORKS 010.4002.5301 THE MCCLATCHY COMPANY LLC338 06/17/2022 294175 51.00 ORD SUMMARY-DISTRICTING 010.4002.5301 THE MCCLATCHY COMPANY LLC339 06/17/2022 294175 71.40 CC PH MASTER FEE SCHEDULE UPDA 010.4002.5301 THE MCCLATCHY COMPANY LLC340 06/17/2022 294175 34.85 ORD NO 713 SUMMARY DISTRICTING 010.4002.5301 THE MCCLATCHY COMPANY LLC341 06/17/2022 294175 37.40 ORD NO 714 SUMMARY-MILITARY EQUIP USE POLICY 010.4002.5301 THE MCCLATCHY COMPANY LLC342 06/17/2022 294175 99.45 PC PH DCA SB9 010.4130.5301 THE MCCLATCHY COMPANY LLC

Page 17 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name343 06/17/2022 294176 $ 600.00 DATA DESTRUCTION FEES 010.4140.5303 ALL GREEN ELECTRONICS344 06/17/2022 294176 420.00 OFF-SITE HARD DRIVE DESTRUCTION 010.4140.5303 ALL GREEN ELECTRONICS345 06/17/2022 294176 210.00 DATA DESTRUCTION FEES 010.4140.5303 ALL GREEN ELECTRONICS346 06/17/2022 294177 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES347 06/17/2022 294177 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES348 06/17/2022 294177 28.50 CORP YARD MATS 010.4213.5303 ARAMARK UNIFORM SERVICES349 06/17/2022 294177 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES350 06/17/2022 294177 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES351 06/17/2022 294177 10.45 AUTO SHOP TOWELS 010.4305.5303 ARAMARK UNIFORM SERVICES352 06/17/2022 294177 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES353 06/17/2022 294177 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES354 06/17/2022 294177 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES355 06/17/2022 294177 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES356 06/17/2022 294177 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES357 06/17/2022 294177 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES358 06/17/2022 294177 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES359 06/17/2022 294177 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES360 06/17/2022 294177 17.64 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES361 06/17/2022 294177 16.79 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES362 06/17/2022 294178 9.80 PARKS DEPT MATS/MOPHEADS 010.4213.5303 ARAMARK UNIFORM SERVICES363 06/17/2022 294179 1,294.28 PW-44 SERVICE , REPAIR 612.4610.5601 BACK ON THE ROAD AUTOMOBILE364 06/17/2022 294180 150.00 ARIDE TRAINING-POST PER DIEM 010.4203.5501 JACOB BLACK365 06/17/2022 294181 825.00 TUITION REIMBURSEMENT-HRMT602 010.4201.5502 JEREMY BURNS366 06/17/2022 294182 50.00 UCC FILING FEES - AGPD VEHICLES 010.4145.5403 CALIFORNIA FIRST LEASING CORP367 06/17/2022 294183 1,349.00 ACCT#8245100960302509 IT BROADBAND 010.4140.5303 CHARTER COMMUNICATIONS368 06/17/2022 294183 736.80 ACCT#8245100960211288 PW DARK 010.4145.5401 CHARTER COMMUNICATIONS369 06/17/2022 294183 327.16 ACCT#8245100960216667 WC DARK 010.4145.5401 CHARTER COMMUNICATIONS370 06/17/2022 294183 95.39 ACCT#8245100960129431 TV COUNCIL 010.4145.5401 CHARTER COMMUNICATIONS371 06/17/2022 294183 26.72 ACCT#8245100960129431 DARK FIBER 010.4145.5401 CHARTER COMMUNICATIONS372 06/17/2022 294183 756.46 ACCT#8245100960211791-REC TV DARK FIBER 010.4145.5401 CHARTER COMMUNICATIONS373 06/17/2022 294183 1,349.00 ACCT#8245100960301246 INTERNET 211.4101.5330 CHARTER COMMUNICATIONS374 06/17/2022 294184 1,108.00 CASH FOR GRASS 1108 SQ FT 226.4306.5554 SHEILA DALLAS375 06/17/2022 294185 400.00 04/22 UTILITY BILL MAILING 640.4710.5303 DATAPROSE LLC376 06/17/2022 294185 454.16 04/22 UTILITY BILL MAILING 640.4710.5555 DATAPROSE LLC377 06/17/2022 294185 1,586.72 04/22 UTILITY BILL MAILING 640.4710.5208 DATAPROSE LLC378 06/17/2022 294185 113.54 04/22 UTILITY BILL MAILING 612.4610.5555 DATAPROSE LLC379 06/17/2022 294186 1,816.39 PD-4622 REPAIR 010.4204.5601 EAGLE COLLISION REPAIR INC380 06/17/2022 294187 75.00 CRISIS INTERVENTION TRAINING 010.4203.5501 ANTHONY ESTRADA

Page 18 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name381 06/17/2022 294188 $ 216.97 1 1/2" COUPLINGS, PIPE 640.4712.5610 FAMCON PIPE AND SUPPLY INC382 06/17/2022 294189 71.12 GASKETS 640.4712.5610 FERGUSON ENTERPRISES, INC383 06/17/2022 294190 623.88 REIMBURSE FOR UNIFORM BOOTS 010.4203.5608 CHAD GIESMANN384 06/17/2022 294191 75.00 CRISIS INTERVENTION TRAINING 010.4203.5501 CHAD GIESMANN385 06/17/2022 294192 2,100.00 310 N HALCYON-REMOVE 3 TREES 220.4303.5303 GREENVALE TREE COMPANY386 06/17/2022 294193 4,385.32 PREPARE 2021 ANNUAL REPORT 640.4710.5303 GSI WATER SOLUTIONS387 06/17/2022 294194 819.87 20' PIPE, LUBE 220.4303.5613 ICONIX WATERWORKS (US) INC388 06/17/2022 294195 988.00 CASH FOR GRASS 988 SQ FT 226.4306.5554 PATRICIE IQBAL389 06/17/2022 294196 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 JIMMY PAULDING FOR COUNTY390 06/17/2022 294197 1,100.00 CASH FOR GRASS- 1100 SQ FT 226.4306.5554 BILL KAVANAUGH391 06/17/2022 294198 949.00 PROFESSIONAL FEES - APRIL 2022 010.0000.2563 KOSMONT & ASSOCIATES INC392 06/17/2022 294199 500.00 CASH FOR GRASS- 500 SQ FT 226.4306.5554 PATRICIA MADDEN393 06/17/2022 294200 300.00 05/22 K-RAIL RENTAL 010.4919.5303 PACIFIC PETROLEUM CALIFORNIA394 06/17/2022 294201 28.33 (5) EXP REPAIR COUPLINGS 010.4420.5605 SITEONE LANDSCAPE SUPPLY LLC395 06/17/2022 294201 598.29 CITY LANDSCAPE CONSERVATION SUPPLIES 226.4306.5303 SITEONE LANDSCAPE SUPPLY LLC396 06/17/2022 294202 50.96 GAS SERVICES-200 N HALCYON 010.4145.5401 SOCALGAS397 06/17/2022 294202 142.78 GAS SERVICES-1375 ASH ST 010.4145.5401 SOCALGAS398 06/17/2022 294202 14.79 GAS SERVICES-350 S ELM 010.4145.5401 SOCALGAS399 06/17/2022 294203 150.00 ARIDE TRAINING-POST PER DIEM 010.4203.5501 GARRETT SOUSA400 06/17/2022 294204 212,535.91 SEWER SERVICES COLLECTIONS 760.0000.2304 SOUTH SLO COUNTY SANIT DIST401 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST402 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST403 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST404 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST405 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST406 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST407 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST408 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST409 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST410 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST411 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST412 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST413 06/17/2022 294205 725.33 PRINCIPAL LOAN 002-10-ECE-ARRA 010.4145.5802 STATE OF CALIFORNIA414 06/17/2022 294205 5,074.50 PRINCIPAL LOAN 002-10-ECE-ARRA 010.4145.5801 STATE OF CALIFORNIA415 06/17/2022 294206 190.97 1" REGULATOR 226.4306.5303 STREATOR PIPE & SUPPLY416 06/17/2022 294207 1,021.00 CASH FOR GRASS 1021 SQ FT 226.4306.5554 JOHN TOTMAN417 06/17/2022 294208 1,509.47 ANNUAL WATER QUALITY REPORT MAILING 640.4710.5201 US POSTMASTER418 06/17/2022 294209 8,500.00 COMMERCIAL APPRAISAL REPORT- W BRANCH 010.4145.5303 VALBRIDGE PROPERTY ADVISORS

Page 19 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name419 06/17/2022 294210 $ 442.34 ENGINEERS'S REPORT 2022-2023 - KEW 217.4460.5355 WALLACE GROUP A CALIF CORP420 06/17/2022 294210 429.33 ENGINEERS'S REPORT 2022-2023 - KEW 216.4460.5304 WALLACE GROUP A CALIF CORP421 06/17/2022 294210 429.33 ENGINEERS'S REPORT 2022-2023 - KEW 219.4460.5304 WALLACE GROUP A CALIF CORP422 06/17/2022 294211 5,000.00 CASH FOR GRASS- 5000 SQ FT 226.4306.5554 WILDWOOD RANCH HOA423 06/17/2022 294212 142.45 UB Refund Cst #00025989 640.0000.2301 BRIAN KISLING424 06/17/2022 294213 141.48 UB Refund Cst #00027552 640.0000.2301 MARTIN LASH425 06/17/2022 294214 28.23 UB Refund Cst #00026649 640.0000.2301 ANN M MIRANDA426 06/17/2022 294215 6.67 UB Refund Cst #00025637 640.0000.2301 COLIN SHANNON427 06/17/2022 294216 33.27 UB Refund Cst #00027780 640.0000.2301 KANICA YIEP428 06/17/2022 294217 42,641.77 FEDERAL WITHHOLDING: Payment 011.0000.2104 CITY OF ARROYO GRANDE429 06/17/2022 294217 50,010.42 SOCIAL SECURITY: Payment 011.0000.2105 CITY OF ARROYO GRANDE430 06/17/2022 294217 12,130.08 MEDICARE: Payment 011.0000.2105 CITY OF ARROYO GRANDE431 06/17/2022 294218 17,202.48 STATE WITHHOLDING: Payment 011.0000.2108 CA ST EMPLOYMENT DEVEL DEPT432 06/17/2022 294218 2,199.67 CASDI: Payment 011.0000.2111 CA ST EMPLOYMENT DEVEL DEPT433 06/17/2022 294219 565.60 DEPT OF CHILD SUPPORT SERVICES 011.0000.2114 CA STATE DISBURSEMENT UNIT434 06/17/2022 294220 3,642.35 DEFERRED COMPENSATION - EE %: Payment 011.0000.2117 ICMA RETIREMENT CORP435 06/17/2022 294220 11,475.05 DEFERRED COMPENSATION - EE: Payment 011.0000.2117 ICMA RETIREMENT CORP436 06/17/2022 294220 866.66 DEFERRED COMPENSATION - ER: Payment 011.0000.2117 ICMA RETIREMENT CORP437 06/17/2022 294220 275.00 ROTH - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP438 06/17/2022 294221 1,105.69 PARS: Payment 011.0000.2107 US BANK OF CALIFORNIA439 06/24/2022 294222 10,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 5 CITIES COMM SERVICE FOUND440 06/24/2022 294223 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 CATE ADAMS441 06/24/2022 294224 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 ISSAMAR ALFARO442 06/24/2022 294225 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 HEATHER ANDREWS443 06/24/2022 294226 60.00 REFUND-DOGGIE CLASS 010.0000.4605 MALINDA ANTONGIOVANNI444 06/24/2022 294227 31.67 BAN#9391033183 473-2198 010.4201.5403 AT&T445 06/24/2022 294227 62.26 BAN#9391033187 481-6944 010.4201.5403 AT&T446 06/24/2022 294227 239.99 BAN#9391033184 473-5100 010.4201.5403 AT&T447 06/24/2022 294228 5,025.00 GASB 68 & 75 REPORTS 010.4120.5303 BARTEL ASSOCIATES, LLC448 06/24/2022 294228 1,675.00 GASB 68 & 75 REPORTS 010.0000.1111 BARTEL ASSOCIATES, LLC449 06/24/2022 294229 162.40 PW-14 BATTERY 640.4712.5601 BATTERY SYSTEMS450 06/24/2022 294230 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 KATRINA BONHAM451 06/24/2022 294231 307.56 PATROL NOTICE OF CORRECTION 010.4203.5255 BOONE PRINTING & GRAPHICS INC452 06/24/2022 294232 149.00 REFUND-AYSO 010.0000.4605 SAMANTHA BRONSON453 06/24/2022 294233 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 SUSANNAH BROWN454 06/24/2022 294234 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 MEGAN BURKETT455 06/24/2022 294235 199.00 REFUND-GAMING & CODING SUMMER 010.0000.4605 KAREN CABREANA456 06/24/2022 294236 2,100.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 CAMP FIRE CENTRAL COAST OF CA

Page 20 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name457 06/24/2022 294237 $ 23,084.60 PROFESSIONAL LEGAL SERVICES THROUGH MAY 010.4003.5304 CARMEL & NACCASHA, LLP458 06/24/2022 294237 18,025.15 PROFESSIONAL LEGAL SERVICES THROUGH APRIL 010.4003.5304 CARMEL & NACCASHA, LLP459 06/24/2022 294237 4,114.50 LITIGATION & RELATED MATTERS - APRIL 2022 010.4003.5327 CARMEL & NACCASHA, LLP460 06/24/2022 294237 399.90 LITIGATION & RELATED MATTERS - MAY 2022 010.4003.5327 CARMEL & NACCASHA, LLP461 06/24/2022 294238 67.49 FLEET-STOCK OIL 010.4203.5601 CARQUEST AUTO PARTS462 06/24/2022 294239 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 BRUCE CARR463 06/24/2022 294240 479.97 TONERS 010.4120.5201 CARTRIDGE WORKS INC464 06/24/2022 294241 4,335.00 Juniper Networks EX4400-48T 48 350.5472.7001 CIO SOLUTIONS LP465 06/24/2022 294241 367.00 Juniper Networks Redundant Power 350.5472.7001 CIO SOLUTIONS LP466 06/24/2022 294241 33.00 Juniper US Power Cable 350.5472.7001 CIO SOLUTIONS LP467 06/24/2022 294241 1,067.00 Juniper SFP+ Module - For Optical Network, Data networking 350.5472.7001 CIO SOLUTIONS LP468 06/24/2022 294241 1,036.44 Juniper JCARE 3 Year Next Business Day Support for EX4400- 350.5472.7001 CIO SOLUTIONS LP469 06/24/2022 294241 (1,968.76) credit for downpymt 350.5472.7001 CIO SOLUTIONS LP470 06/24/2022 294241 449.66 Sales Tax 350.5472.7001 CIO SOLUTIONS LP471 06/24/2022 294242 892.00 05/22 WATER SAMPLES 640.4710.5310 CLINICAL LABORATORY OF472 06/24/2022 294243 25.32 PLAN CK COPIES-OAK PARK/ECR ST 350.5795.7301 CRISP IMAGING473 06/24/2022 294244 175.00 REFUND-CHEM CREATIONS SUMMER CAMP 010.0000.4605 CHRISTINA CULVER474 06/24/2022 294245 49.00 REFUND-YOUTH SOCCER CAMP 010.0000.4605 GILLIAN CUTSHAW475 06/24/2022 294246 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 CASSANDRA DAVIS476 06/24/2022 294247 338.46 COPIER LEASE PYMT 010.4421.5602 DE LAGE LANDEN FINANCIAL SVCS477 06/24/2022 294248 228.96 FLEX HEAD AIR GRINDER, MASTER 010.4305.5273 DNB INDUSTRIAL SUPPLY478 06/24/2022 294248 228.97 FLEX HEAD AIR GRINDER, MASTER 010.4305.5603 DNB INDUSTRIAL SUPPLY479 06/24/2022 294249 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 MICHAEL DOREMUS480 06/24/2022 294249 44.00 REFUND-TRANSFER TO ART CAMP 010.0000.4605 MICHAEL DOREMUS481 06/24/2022 294250 100.00 REFUND AUG CLASSES-DOGGIE, PIC 010.0000.4605 JUDY DOYLE482 06/24/2022 294251 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 CINDY ECHEVERRIA483 06/24/2022 294252 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 MEGHAN FIELD484 06/24/2022 294253 765.00 BIDDING SUPPORT-SWINGING BRIDG 350.5620.7301 FILIPPIN ENGINEERING485 06/24/2022 294254 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 BLAIR FREITAS486 06/24/2022 294255 1,180.00 ENGINEERING SERVICES FOR STORM DRAIN SYSTEM 350.5797.7301 GARING TAYLOR & ASSOCIATES INC487 06/24/2022 294256 18,556.25 HALCYON COMPLETE STREETS 010.4130.5303 GHD INC488 06/24/2022 294256 8,013.75 ATP CYCLE 6 010.4301.5303 GHD INC489 06/24/2022 294256 4,720.00 AMENDMENT 1A (GIS SERVICES) 010.4301.5303 GHD INC490 06/24/2022 294256 362.50 HALCYON COMPLETE STREETS 010.4301.5303 GHD INC491 06/24/2022 294257 110.00 REFUND-ROLLER SK8 CLASS 010.0000.4605 JAIMARIE GOLD492 06/24/2022 294257 160.00 REFUND-DOGGIE CLASS 010.0000.4605 JAIMARIE GOLD493 06/24/2022 294258 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 MARIA GOMEZ494 06/24/2022 294259 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 ISAAC GONZALEZ

Page 21 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name495 06/24/2022 294260 $ 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 THERESA GURVARA496 06/24/2022 294261 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 JULIA GUTIERREZ497 06/24/2022 294262 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 NATALIE HEATH498 06/24/2022 294263 149.00 REFUND-SOCCER CAMP 010.0000.4605 CHRISTIE HICKEY499 06/24/2022 294264 90.00 REFUND-BASKETBALL CAMP 010.0000.4605 TOM HICKEY500 06/24/2022 294265 805.90 CONTRACT SVCS-SALES TAX 010.4120.5303 HINDERLITER, DE LLAMAS501 06/24/2022 294265 155.16 CONTRACT SVCS-SALES TAX 010.4120.5303 HINDERLITER, DE LLAMAS502 06/24/2022 294265 396.93 CONTRACT SVCS-SALES TAX 218.4101.5303 HINDERLITER, DE LLAMAS503 06/24/2022 294266 149.00 REFUND-SOCCER CAMP 010.0000.4605 SHENA HINDS504 06/24/2022 294267 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 EMILY HUGHES505 06/24/2022 294268 308.95 PD FUEL 010.4203.5608 JB DEWAR, INC506 06/24/2022 294269 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 CHRISTOPHER JOHNSON507 06/24/2022 294270 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 AMARA KENNEDY508 06/24/2022 294271 50.00 REFUND-COMM GARDEN DEPOSIT 010.0000.4605 TERRA KISSINGER509 06/24/2022 294272 100.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 JEREMY LE510 06/24/2022 294273 157.50 04/22 BRANCH ROOM USE FEES 010.4425.5303 LUCIA MAR UNIFIED SCHOOL DIST511 06/24/2022 294273 157.50 04/22 OCEAN VIEW ROOM USE FEE 010.4425.5303 LUCIA MAR UNIFIED SCHOOL DIST512 06/24/2022 294274 1,800.00 THE VILLAGE BAND JULY 4TH SUMMER CONCERT 010.4421.5504 LYNN MUSIC513 06/24/2022 294275 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 ANNETTE MACCUISH514 06/24/2022 294276 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 MEGAN MEACHUM515 06/24/2022 294277 64.59 6 GALLONS BLEACH 640.4712.5274 MINER'S ACE HARDWARE, INC516 06/24/2022 294277 29.08 1/4" TUBING 640.4712.5609 MINER'S ACE HARDWARE, INC517 06/24/2022 294278 29,295.00 PW-60 2022 FORD F150 EXT CAB 640.4712.6301 MULLAHEY FORD518 06/24/2022 294278 8.75 TIRE FEE 640.4712.6301 MULLAHEY FORD519 06/24/2022 294278 2,270.36 Sales Tax 640.4712.6301 MULLAHEY FORD520 06/24/2022 294279 98.00 REFUND-SOCCER EVOLUTION SUMMER 010.0000.4605 INJA NA521 06/24/2022 294280 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 SANDRA NAJERA522 06/24/2022 294281 500.00 MONUMENT PRESERVATION SERVICES 350.5638.7501 NORTH COAST ENGINEERING INC523 06/24/2022 294282 136.13 OFFICE SUPPLIES 010.4120.5201 OFFICE DEPOT524 06/24/2022 294282 98.39 OFFICE SUPPLIES-TONER 010.4421.5201 OFFICE DEPOT525 06/24/2022 294282 28.24 OFFICE SUPPLIES-CARD STOCK 010.4421.5201 OFFICE DEPOT526 06/24/2022 294282 146.54 OFFICE SUPPLIES-COPY PAPER 010.4421.5201 OFFICE DEPOT527 06/24/2022 294282 29.36 OFFICE SUPPLIES-TISSUE, WIPES, 010.4421.5201 OFFICE DEPOT528 06/24/2022 294282 (33.28) OFFICE SUPPLIES-CREDIT RETURN 010.4102.5201 OFFICE DEPOT529 06/24/2022 294282 288.95 OFFICE SUPPLIES 010.4102.5201 OFFICE DEPOT530 06/24/2022 294283 85.93 PRINTER-CONTRACT OVERAGE 010.4421.5602 OFFICE1531 06/24/2022 294284 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 RUSSELL PETERSON532 06/24/2022 294285 2,193.10 CHEVRON OWNER EXPENSES-STORM DRAIN REPAIR 350.5797.7701 PFG ARROYO GRANDE INC

Page 22 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name533 06/24/2022 294286 $ 201.13 04/22 PARKING CITATION PROCESS 010.4204.5303 PHOENIX GROUP534 06/24/2022 294287 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 BRITTANY QUARESMA535 06/24/2022 294288 16,355.11 TRAFFIC WAY BRIDGE REPLACEMENT 350.5679.7501 QUINCY ENGINEERING INC536 06/24/2022 294289 90.00 REFUND-STARRY NIGHT DANCE 010.0000.4607 STACIE RAPPLEYE537 06/24/2022 294290 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 GENE REBOLLAR538 06/24/2022 294291 130.00 REFUND-TENNIS BEG CAMP 010.0000.4605 MEGAN RICE539 06/24/2022 294292 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 KIMBERLY ROSAS540 06/24/2022 294293 70.00 REFUND-PICKLEBALL MEMBERSHIP 010.0000.4605 WYATT RYAN541 06/24/2022 294293 45.00 REFUND-STARRY NIGHT DANCE 010.0000.4607 WYATT RYAN542 06/24/2022 294294 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 DAVID SAWYERS543 06/24/2022 294295 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 BODIE SHAFFER544 06/24/2022 294296 687.50 PERMIT FOR FCFA EMERGENCY GENENERATOR 350.5473.7301 SLO COUNTY AIR POLLUTION545 06/24/2022 294297 151.50 04/22 PARKING CITATION REV DIST 010.0000.4203 SLO COUNTY AUDITOR-CONTROLLER546 06/24/2022 294298 3,500.00 TBID ADMIN FEE 240.4150.5303 SOUTH COUNTY CHAMBERS547 06/24/2022 294299 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 NERISSA SPJUT548 06/24/2022 294300 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 JESSICA TAPIA549 06/24/2022 294301 43.39 BUBBLE WRAP & BOX 612.4610.5255 THE UPS STORE550 06/24/2022 294301 278.03 SHIPPING-SEWER CAMERA 612.4610.5610 THE UPS STORE551 06/24/2022 294302 125.00 TRAINING-BEST, BEST & KRIEGER 010.4002.5501 U.S. BANK552 06/24/2022 294302 750.00 TRAINING-CERTIFICATE PROGRAM 010.4002.5501 U.S. BANK553 06/24/2022 294302 17.14 OFFICE SUPPLIES 010.4101.5201 U.S. BANK554 06/24/2022 294302 1,087.03 ALL STAFF LUNCHEON FOOD & SUPPLIES 010.4101.5319 U.S. BANK555 06/24/2022 294302 186.92 EMPLOYEE APPRECIATION-SMART & FINAL 010.4101.5319 U.S. BANK556 06/24/2022 294302 25.00 S COUNTY CHAMBERS MONTHLY MEETING 010.4101.5501 U.S. BANK557 06/24/2022 294302 150.00 CSMFO-CA BUDGETING COURSE 010.4120.5501 U.S. BANK558 06/24/2022 294302 528.85 ZOOM 010.4140.5303 U.S. BANK559 06/24/2022 294302 134.68 AMAZON-HARD DRIVE REPLACEMENT 010.4140.5602 U.S. BANK560 06/24/2022 294302 684.21 IT SAVVY-UPS BATTERY REPLACEMENT 010.4140.5602 U.S. BANK561 06/24/2022 294302 50.90 AUTHORIZE.NET CREDIT CARD CHARGES 010.4145.5555 U.S. BANK562 06/24/2022 294302 32.05 OFFICE SUPPLIES 010.4201.5201 U.S. BANK563 06/24/2022 294302 78.18 OFFICE SUPPLIES 010.4201.5201 U.S. BANK564 06/24/2022 294302 1,488.10 TRAINING-LODGING 010.4201.5501 U.S. BANK565 06/24/2022 294302 69.72 DEBRIEF MEETING-SLO FM DETAIL 010.4201.5501 U.S. BANK566 06/24/2022 294302 1,522.84 DOGGIE WASTE BAGS 010.4420.5605 U.S. BANK567 06/24/2022 294302 61.40 PRESCHOOL SUMMER SUPPLIES 010.4423.5254 U.S. BANK568 06/24/2022 294302 13.53 PICKLEBALL KEYS- AG HOME & GARDEN 010.4424.5251 U.S. BANK569 06/24/2022 294302 378.73 AMAZON-STARRY NIGHT DANCE SUPPLIES 010.4424.5252 U.S. BANK570 06/24/2022 294302 122.55 EGG HUNT SUPPLIES-OFFICE MAX 010.4424.5252 U.S. BANK

Page 23 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name571 06/24/2022 294302 $ 8.66 FACEBOOK AD-EGG HUNT 010.4424.5353 U.S. BANK572 06/24/2022 294302 730.17 SCHOOL YEAR SUPPLIES 010.4425.5255 U.S. BANK573 06/24/2022 294302 288.34 SNACK SUPPLIES 010.4425.5259 U.S. BANK574 06/24/2022 294302 129.26 CONTRACT SERVICES 010.4425.5303 U.S. BANK575 06/24/2022 294302 750.00 LINE-X TRUCK BED LINING-PW-69 220.4303.5601 U.S. BANK576 06/24/2022 294302 124.52 INTERVIEW PANEL LUNCH-BLAST 82 640.4712.5255 U.S. BANK577 06/24/2022 294302 165.53 WATER DIST COURSE-GARRITY 640.4712.5501 U.S. BANK578 06/24/2022 294302 750.00 LINE-X TRUCK BED LINING-PW-69 640.4712.6301 U.S. BANK579 06/24/2022 294302 137.82 POSTAGE/SHIPPING 010.4201.5208 U.S. BANK580 06/24/2022 294302 15.00 POSTAGE/SHIPPING 010.4201.5208 U.S. BANK581 06/24/2022 294302 69.50 PATROL EQUIPMENT-BATTERIES 010.4203.5272 U.S. BANK582 06/24/2022 294302 386.90 TRAINING-LODGING (POM) 010.4203.5501 U.S. BANK583 06/24/2022 294302 97.89 INTERVIEW PANEL LUNCH 010.4203.5501 U.S. BANK584 06/24/2022 294302 373.17 FUEL 010.4203.5608 U.S. BANK585 06/24/2022 294302 324.92 FUEL 010.4203.5608 U.S. BANK586 06/24/2022 294302 100.62 UNIFORMS/EQUIPMENT-SMITH HOLSTER 010.4204.5272 U.S. BANK587 06/24/2022 294302 168.45 TRAINING-TRAVEL LODGING 010.4204.5501 U.S. BANK588 06/24/2022 294302 141.51 FUEL 010.4204.5608 U.S. BANK589 06/24/2022 294302 102.32 VOLUNTEER MEETING-TRADER JOES 010.4424.5250 U.S. BANK590 06/24/2022 294302 45.26 PUBLIC RELATIONS - STAFF RECOGNITION 010.4101.5504 U.S. BANK591 06/24/2022 294302 17.74 PUBLIC RELATIONS - STAFF RECOGNITION 010.4101.5504 U.S. BANK592 06/24/2022 294302 95.95 PUBLIC RELATIONS - STAFF RECOGNITION 010.4101.5504 U.S. BANK593 06/24/2022 294302 137.53 PUBLIC ART RIBBON CUTTING 010.4101.5504 U.S. BANK594 06/24/2022 294303 721.97 RES #1, #4 CHEMICAL FEED PUMP 640.4712.5609 USA BLUE BOOK595 06/24/2022 294304 12,358.00 05/22 TBID SOCIAL MEDIA ONLINE 240.4150.5301 VERDIN MARKETING INK596 06/24/2022 294305 931.54 ACCT#208620661-00002 PD CELL PHONES 010.4201.5403 VERIZON WIRELESS597 06/24/2022 294306 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 MARIA VIRGEN598 06/24/2022 294307 1,106.34 WALLACE STORMWATER MGMT 010.4301.5303 WALLACE GROUP A CALIF CORP599 06/24/2022 294307 366.75 WALLACE STORMWATER MGMT 010.4301.5303 WALLACE GROUP A CALIF CORP600 06/24/2022 294308 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 SARAH WALLACE601 06/24/2022 294309 312.57 WORK GLOVES, WYPALLS, PVC GLOVES 612.4610.5255 WINEMA INDUSTRIAL &602 06/27/2022 294310 3,003.60 06/22 POLICE DEPT DUES 011.0000.2116 ARROYO GRANDE POLICE ASSN603 06/27/2022 294311 3,360.00 06/22 AG CAREER FIREFIGHTERS ASSOCIATION 011.0000.2115 FIVE CITIES PROF. FIREFIGHTERS604 06/27/2022 294312 77.75 06/22 PRE-PAID LEGAL SERVICES 011.0000.2125 LEGALSHIELD605 06/27/2022 294313 30,566.03 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT606 06/27/2022 294313 47,367.12 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT607 06/27/2022 294313 117.11 PERS BUYBACK - AFTER TAX: Payment 011.0000.2106 PERS - RETIREMENT608 06/27/2022 294313 1,169.86 PERS Employer Pick Up: Payment 011.0000.2106 PERS - RETIREMENT

Page 24 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name609 06/27/2022 294313 $ 259.69 PERS BUYBACK - PRE TAX: Payment 011.0000.2106 PERS - RETIREMENT610 06/27/2022 294313 (0.11) ROUNDING DIFFERENCE 010.0000.4818 PERS - RETIREMENT611 06/27/2022 294314 1,174.02 06/22 SEIU DUES 011.0000.2118 S.E.I.U. LOCAL 620612 06/30/2022 294315 24.18 AFLAC AFTER TAX: Payment 011.0000.2126 AFLAC INSURANCE613 06/30/2022 294315 814.78 AFLAC PRE TAX: Payment 011.0000.2126 AFLAC INSURANCE614 06/30/2022 294316 375.36 UB Refund Cst #00024530 640.0000.2301 MICHAEL J FELIKSA615 06/30/2022 294317 8.34 UB Refund Cst #00001563 640.0000.2301 DWIGHT GIESMANN616 06/30/2022 294318 141.48 UB Refund Cst #00024458 640.0000.2301 CHANDLER & CASSANDRA GROSSMAN617 06/30/2022 294319 115.55 UB Refund Cst #00026027 640.0000.2301 ALANNA CHRISTINE HAYS618 06/30/2022 294320 154.83 UB Refund Cst #00024422 640.0000.2301 BILL & LINH LINDSAY619 06/30/2022 294321 199.71 UB Refund Cst #00001348 640.0000.2301 WESLEY MC ALLISTER620 06/30/2022 294322 172.63 UB Refund Cst #00026269 640.0000.2301 BRITTANY PEASRON621 06/30/2022 294323 123.68 UB Refund Cst #00028208 640.0000.2301 CHARLES SHAVER622 06/30/2022 294324 119.23 UB Refund Cst #00000139 640.0000.2301 JEFF WHITLOW623 06/30/2022 294325 122.49 UB Refund Cst #00027780 640.0000.2301 KANICA YIEP624 06/30/2022 294326 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES625 06/30/2022 294326 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES626 06/30/2022 294326 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES627 06/30/2022 294326 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES628 06/30/2022 294326 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES629 06/30/2022 294326 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES630 06/30/2022 294326 17.64 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES631 06/30/2022 294327 198.33 ACCT#23845101839190 RADIO 010.4145.5403 AT & T632 06/30/2022 294327 33.97 ACCT#23584139568063 ALARM 220.4303.5303 AT & T633 06/30/2022 294328 5,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 BIG BROTHERS BIG SISTERS634 06/30/2022 294329 1,500.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 BOY SCOUTS OF AMERICA635 06/30/2022 294330 28,209.32 BPR BUILDING DEPT 010.4212.5303 BPR CONSULTING GROUP LLC636 06/30/2022 294330 34,279.75 BPR BUILDING DEPT 010.4212.5303 BPR CONSULTING GROUP LLC637 06/30/2022 294330 625.18 BPR BLDG DEPT SVCS 010.4212.5303 BPR CONSULTING GROUP LLC638 06/30/2022 294330 33,496.52 BPR BUILDING DEPT 010.4212.5303 BPR CONSULTING GROUP LLC639 06/30/2022 294331 106.00 FINGERPRINT/LIVESCAN-REC PRE-EMPLOYMENT 010.4425.5316 CA ST DEPT OF JUSTICE640 06/30/2022 294331 32.00 FINGERPRINT/LIVESCAN-BLDG PRE-EMPLOYMENT 010.4212.5316 CA ST DEPT OF JUSTICE641 06/30/2022 294331 32.00 FINGERPRINT/LIVESCAN-FCFA PRE-EMPLOYMENT 010.0000.1111 CA ST DEPT OF JUSTICE642 06/30/2022 294331 198.00 FINGERPRINT/LIVESCAN-PD PRE-EMPLOYMENT 010.4204.5329 CA ST DEPT OF JUSTICE643 06/30/2022 294331 93.00 FINGERPRINT/LIVESCAN-PD IN/OUT 010.4204.5329 CA ST DEPT OF JUSTICE644 06/30/2022 294332 1,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 CENTRAL COAST AQUARIUM645 06/30/2022 294333 987.20 ACCT#8245100960223598 -200 N HALCYON 010.4145.5401 CHARTER COMMUNICATIONS646 06/30/2022 294334 400.00 05/22 UTILITY BILL MAILING 640.4710.5303 DATAPROSE LLC

Page 25 of 208 ends

CITY OF ARROYO GRANDE

CHECK LISTING
JUNE 1 - JUNE 30, 2022
ATTACHMENT 1
Line Check Date Check # Amount Description Acct # Vendor Name647 06/30/2022 294334 $ 445.48 05/22 UTILITY BILL MAILING 640.4710.5555 DATAPROSE LLC648 06/30/2022 294334 1,345.81 05/22 UTILITY BILL MAILING 640.4710.5208 DATAPROSE LLC649 06/30/2022 294334 111.37 05/22 UTILITY BILL MAILING 612.4610.5555 DATAPROSE LLC650 06/30/2022 294335 735.00 REFUND-APP FEES -PLOT PLAN REVIEW 010.0000.4510 LISA JORGENSEN651 06/30/2022 294336 14.00 REFUND-PRESCHOOL OVERPAYMENT 010.0000.4602 MARGARET KLOPFER652 06/30/2022 294336 199.00 REFUND-GAIMING & CODING SCIENCE 010.0000.4605 MARGARET KLOPFER653 06/30/2022 294337 1,223.00 CASH FOR GRASS- 1223 SQFT 226.4306.5554 CAROLE MERRELL654 06/30/2022 294338 50.00 FILING FEE-NOTICE OF EXEMPTION 010.4002.5201 SLO COUNTY CLERK-RECORDER655 06/30/2022 294339 16.93 GAS SERVICES-1500 W BRANCH 010.4145.5401 SOCALGAS656 06/30/2022 294340 780.40 PW-10 SVC & BRAKE JOB 640.4712.5601 TOM'S AUTO SERVICE657 06/30/2022 294341 1,350.00 1/22 SUCESSOR AGENCY & ECON DVLPMNT PROG 286.4103.5303 URBAN FUTURES, INC658 06/30/2022 294342 266.07 ACCT#472480460-00002 CITY IPAD 010.4145.5403 VERIZON WIRELESS659 06/30/2022 294343 795.00 2021 URBAN WATER MANAGEMENT PLAN 640.4710.5303 WATER SYSTEMS CONSULTING INC660 06/30/2022 *294356 43,007.82 FEDERAL WITHHOLDING: Payment 011.0000.2104 CITY OF ARROYO GRANDE661 06/30/2022 294356 50,815.74 SOCIAL SECURITY: Payment 011.0000.2105 CITY OF ARROYO GRANDE662 06/30/2022 294356 12,499.54 MEDICARE: Payment 011.0000.2105 CITY OF ARROYO GRANDE663 06/30/2022 294357 17,573.48 STATE WITHHOLDING: Payment 011.0000.2108 CA ST EMPLOYMENT DEVEL DEPT664 06/30/2022 294357 2,260.37 CASDI: Payment 011.0000.2111 CA ST EMPLOYMENT DEVEL DEPT665 06/30/2022 294358 565.60 DEPT OF CHILD SUPPORT SERVICES 011.0000.2114 CA STATE DISBURSEMENT UNIT666 06/30/2022 294359 4,498.19 DEFERRED COMPENSATION - EE %: 011.0000.2117 ICMA RETIREMENT CORP667 06/30/2022 294359 11,955.34 DEFERRED COMPENSATION - EE: Payment 011.0000.2117 ICMA RETIREMENT CORP668 06/30/2022 294359 866.66 DEFERRED COMPENSATION - ER: Payment 011.0000.2117 ICMA RETIREMENT CORP669 06/30/2022 294359 275.00 ROTH - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP670 06/30/2022 294360 31,629.33 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT671 06/30/2022 294360 48,022.68 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT672 06/30/2022 294360 117.11 PERS BUYBACK - AFTER TAX: Payment 011.0000.2106 PERS - RETIREMENT673 06/30/2022 294360 1,275.27 PERS Employer Pick Up: Payment 011.0000.2106 PERS - RETIREMENT674 06/30/2022 294360 259.69 PERS BUYBACK - PRE TAX: Payment 011.0000.2106 PERS - RETIREMENT675 06/30/2022 294360 0.27 ROUNDING DIFFERENCE 010.0000.4818 PERS - RETIREMENT676 06/30/2022 294361 1,567.07 PARS: Payment 011.0000.2107 US BANK OF CALIFORNIA $ 2,297,698.53
*Gap in check number sequence due to entry of EFT payments made occurring after July 1, 2022 check run.

Page 26 of 208 ends

ATTACHMENT 2
.

General Fund 354,374.17 5101 Salaries Full time 220,488.56 Streets Fund 15,451.27 5101 Volunteer Employee Retirement - American Rescue Plan Act 3,002.14 5102 Salaries Part-Time - PPT 6,114.45 Sewer Fund 7,591.41 5103 Salaries Part-Time - TPT 14,135.56 Water Fund 19,781.77 5105 Salaries OverTime 14,498.12
400,200.76 5106 Salaries Strike Team OT -
5107 Salaries Standby 1,664.30
5108 Holiday Pay 6,130.35
5109 Sick Pay 9,806.46
5110 Annual Leave Buyback -
Administrative Services - 5111 Vacation Buyback -
Information Services - 5112 Sick Leave Buyback -
Community Development - 5113 Vacation Pay 4,657.41
Police 13,520.50 5114 Comp Pay 2,899.54
Public Works - Maintenance 641.74 5115 Annual Leave Pay 4,876.45 Public Works - Enterprise 335.88 5116 Salaries - Police FTO - Recreation - Administration - 5121 PERS Retirement 30,437.80 Recreation - Special Events - 5122 Social Security 21,287.53 Children In Motion - 5123 PARS Retirement 313.63
5126 State Disability Ins. 981.76 14,498.12
5127 Deferred Compensation 741.66
5131 Health Insurance 47,791.14
5132 Dental Insurance 3,025.50
5133 Vision Insurance 789.88
5134 Life Insurance 364.88
5135 Long Term Disability 691.88
5137 Leave Payouts 6,356.54
5142 Unemployment Insurance -
5143 Uniform Allowance -
5144 Car Allowance 837.50
5146 Council Expense -
5147 Employee Assistance -
5148 Boot Allowance -
5149 Motor Pay 162.36
5150 Bi-Lingual Pay 150.00
5151 Cell Phone Allowance 997.50
400,200.76
OVERTIME BY DEPARTMENT:

Total FCFA payroll cost for this period is $194,779.72. FCFA payroll and accounts payable expenditures are processed as part of the JPA financial services agreement between Arroyo Grande, Grover Beach and Oceano Community Services District. Arroyo Grande's portion of the FCFA annual budget is identified in the contractual services budget.

CITY OF ARROYO GRANDE

DEPARTMENTAL LABOR DISTRIBUTION

PAY PERIOD
05/13/2022 - 05/26/2022
6/3/2022

BY FUND BY ACCOUNT

Page 27 of 208 ends

ATTACHMENT 2
.

General Fund 331,620.22 5101 Salaries Full time 204,189.99 Streets Fund 15,627.86 5101 Volunteer Employee Retirement - American Rescue Plan Act 1,640.21 5102 Salaries Part-Time - PPT 2,768.34 Sewer Fund 8,767.92 5103 Salaries Part-Time - TPT 11,682.61 Water Fund 19,595.84 5105 Salaries OverTime 10,603.94
377,252.05 5106 Salaries Strike Team OT -
5107 Salaries Standby 1,829.00
5108 Holiday Pay 19,876.57
5109 Sick Pay 4,656.42
5110 Annual Leave Buyback -
Administrative Services - 5111 Vacation Buyback -
Information Services - 5112 Sick Leave Buyback -
Community Development - 5113 Vacation Pay 7,954.90
Police 10,387.58 5114 Comp Pay 5,090.87
Public Works - Maintenance 216.36 5115 Annual Leave Pay 4,273.58 Public Works - Enterprise - 5116 Salaries - Police FTO - Recreation - Administration - 5121 PERS Retirement 29,388.50 Recreation - Special Events - 5122 Social Security 20,171.14 Children In Motion - 5123 PARS Retirement 221.16
5126 State Disability Ins. 1,009.83 10,603.94
5127 Deferred Compensation 741.66
5131 Health Insurance 46,089.24
5132 Dental Insurance 2,783.46
5133 Vision Insurance 720.82
5134 Life Insurance 374.28
5135 Long Term Disability 674.41
5137 Leave Payouts -
5142 Unemployment Insurance -
5143 Uniform Allowance -
5144 Car Allowance 837.50
5146 Council Expense -
5147 Employee Assistance -
5148 Boot Allowance -
5149 Motor Pay 166.33
5150 Bi-Lingual Pay 150.00
5151 Cell Phone Allowance 997.50
377,252.05
OVERTIME BY DEPARTMENT:

Total FCFA payroll cost for this period is $190,793.05. FCFA payroll and accounts payable expenditures are processed as part of the JPA financial services agreement between Arroyo Grande, Grover Beach and Oceano Community Services District. Arroyo Grande's portion of the FCFA annual budget is identified in the contractual services budget.

CITY OF ARROYO GRANDE

DEPARTMENTAL LABOR DISTRIBUTION

PAY PERIOD
05/27/2022 - 06/09/2022
6/17/2022

BY FUND BY ACCOUNT

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Item 8.b.

MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Administrative Services Director BY: Lynda Horejsi, Accounting Manager
SUBJECT: Consideration of Statement of Investment Deposits DATE: July 26, 2022
SUMMARY OF ACTION:

Presentation of the City’s investment deposits as of May 31, 2022.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

There is no funding impact to the City related to these reports. However, the City does receive interest revenue based on the interest rate of the investments. No or minimal future staff time is projected.

RECOMMENDATION:

Receive and file the attached report listing investment deposits of the City of Arroyo Grande as of May 31, 2022, as required by Government Code Section 53646(b).

BACKGROUND:

The Administrative Services department has historically submitted to the City Council a monthly report, providing the following information:

1. Type of investment.

2. Financial institution (bank, savings and loan, broker, etc).

3. Date of maturity.

4. Principal amount.

5. Rate of interest.

6. Current market value for all securities having a maturity of more than 12 months.

7. Relationship of the monthly report to the annual statement of investment policy.

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Item 8.b.

City Council
Consideration of Statement of Investment Deposits
July 26, 2022

Page 2 ends

ANALYSIS OF ISSUES:

This report represents the City’s investments as of May 31, 2022. It includes all investments managed by the City, the investment institution, investment type, book value, maturity date, and rate of interest. As of May 31, 2022, the investment portfolio was in compliance with all State laws and the City’s investment policy.

ALTERNATIVES:

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

1. Approve staff’s recommendation to receive and file the attached report listing the investment deposits;

2. Do not approve staff’s recommendation; or

3. Provide other direction to staff.

ADVANTAGES:

Safety of principal is the foremost objective of the City. Investments are undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio.

DISADVANTAGES:

Some level of risk is present in any investment transaction. Losses could be incurred due to market price changes, technical cash flow complications such as the need to withdraw a non-negotiable Time Certificate of Deposit early, or even the default of an issuer. To minimize such risks, diversifications of the investment portfolio by institution and by investment instruments are being used as much as is practical and prudent.

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. Portfolio Summary: May 31, 2022

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ATTACHMENT 1
City of Arroyo Grande
300 E. Branch St.

Arroyo Grande, CA 93420
Phone: (805) 473-5400

CITY OF ARROYO GRANDE
Portfolio Management
Portfolio Summary
May 31, 2022
Investments Principal Value Current Market Value Interest Rate Date of Purchase Term Maturity Date % of Portfolio Local Agency Investment Fund $ 18,101,673.10 18,101,673.10 $ 0.684% 53.209% Certificates of Deposit
Pacific Premier Bank 249,000.00 249,000.00 0.200% February 21, 2022 12 mos February 21, 2023 0.732% Ally Bank 247,000.00 247,000.00 2.150% July 22, 2019 36 mos July 11, 2022 0.726% TIAA FSB Jacksonville 247,000.00 247,000.00 2.100% July 12, 2019 36 mos July 12, 2022 0.726% Sallie Mae Bank/Salt Lake 247,000.00 247,000.00 1.900% October 3, 2019 36 mos October 3, 2022 0.726% Eaglebank Bethesda Maryland 249,000.00 249,000.00 1.850% October 4, 2019 36 mos October 4, 2022 0.732% Goldman Sachs Bank USA 247,000.00 247,000.00 1.850% October 24, 2019 36 mos October 24, 2022 0.726% 1st Security Bank Washington 249,000.00 249,000.00 1.700% October 4, 2019 42 mos April 4, 2023 0.732% Morgan Stanley Private Bank 247,000.00 247,000.00 2.250% July 11, 2019 45 mos July 11, 2023 0.726% Merrick Bank 249,000.00 249,000.00 1.800% October 16, 2019 48 mos October 16, 2023 0.732% BMW Bank North America 249,000.00 249,000.00 0.500% July 16, 2021 36 mos July 16, 2024 0.732% Enerbank USA 247,000.00 247,000.00 1.850% October 25, 2019 60 mos October 25, 2024 0.726% Beal Bk Plano TX 247,000.00 247,000.00 1.350% March 26, 2022 36 mos March 26, 2025 0.726% Beal Bk Las Vegas NV 247,000.00 247,000.00 1.250% March 26, 2022 36 mos March 26, 2025 0.726% Flagstar Bank 245,000.00 245,000.00 0.850% May 15, 2020 60 mos May 15, 2025 0.720% American Express National Bank 246,000.00 246,000.00 3.100% May 25, 2022 36 mos May 25, 2025 0.723% New York Community Bank 249,000.00 249,000.00 0.550% July 1, 2021 48 mos July 1, 2025 0.732% Live Oak Bank 249,000.00 249,000.00 3.150% May 25, 2022 48 mos May 26, 2026 0.732% UBS Bank USA 249,000.00 249,000.00 0.900% July 21, 2021 60 mos July 21, 2026 0.732% Toyota Financial Savings Bank 248,000.00 248,000.00 0.950% July 22, 2021 60 mos July 22, 2026 0.729% Bank United NA 249,000.00 249,000.00 1.350% December 8, 2021 60 mos December 8, 2026 0.732% Capital One Bank USA 248,000.00 248,000.00 1.250% December 8, 2021 60 mos December 8, 2026 0.729% Discover Bank 246,000.00 246,000.00 3.200% May 18, 2022 60 mos May 19, 2027 0.723% Total Certificates of Deposit 5,450,000.00 5,450,000.00 16.020% Agency Bonds
Federal Farm Credit Bank 2,500,000.00 2,479,240.00 1.600% November 1, 2019 48 mos November 1, 2023 7.349% Federal Farm Credit Bank 1,999,314.00 1,918,530.00 0.350% December 4, 2020 42 mos May 16, 2024 5.877% Federal Farm Credit Bank 998,431.00 940,338.00 0.430% March 17, 2021 48 mos March 3, 2025 2.935% Federal Natl Mortgage Assn 1,000,000.00 928,296.00 0.500% October 20, 2020 60 mos October 20, 2025 2.939% Federal Home Loan Bank 999,500.00 925,868.00 0.800% March 17, 2021 60 mos March 10, 2026 2.938% Federal Home Loan Bank 994,396.00 978,470.00 2.400% March 17, 2021 72 mos March 29, 2027 2.923% Federal Home Loan Bank 500,000.00 499,641.50 3.375% May 17, 2022 12 mos May 17, 2023 1.470% Total Agency Bonds 8,670,383.50 8,991,641.00 26.431%

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ATTACHMENT 1
City of Arroyo Grande
300 E. Branch St.

Arroyo Grande, CA 93420
Phone: (805) 473-5400

CITY OF ARROYO GRANDE
Portfolio Management
Portfolio Summary
May 31, 2022
Investments Principal Value Current Market Value Interest Rate Date of Purchase Term Maturity Date % of Portfolio Municipal Bonds
California State GO Various Purp Bond 491,810.00 486,980.00 3.100% May 12, 2022 47 mos April 1, 2026 1.446% Total Municipal Bonds 486,980.00 491,810.00 1.446%
Treasury Obligations
U.S. Treasury Z-2026 Series 984,728.00 924,375.00 1.100% December 6, 2021 53 mos May 31, 2026 2.895% Total Treasury Obligations 924,375.00 984,728.00 2.895% TOTAL INVESTMENTS $ 33,633,411.60 34,019,852.10 $ 100.000%

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Item 8.c.

MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Administrative Services Director SUBJECT: Consideration of a Consultant Services Agreement with Willdan Financial Services to Prepare a User Fee Study, Cost Allocation Plan, and Development Impact Fee Study
DATE: July 26, 2022
SUMMARY OF ACTION:

Approval of an Agreement with Willdan Financial Services to prepare a User Fee Study, Cost Allocation Plan, and Development Impact Fee Study Update.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

The total cost proposal for the study is a not-to-exceed amount of $79,500. The FY 2022- 23 budget appropriated $100,000 for the user fee, cost allocation plan, and development impact fee studies. The proposed contract is within this appropriation amount. The studies will involve a significant amount of personnel resources from all departments, in particular the Administrative Services and Community Development Departments.

RECOMMENDATION:

Approve a Consultant Services Agreement with Willdan Financial Services to prepare a User Fee Study, Cost Allocation Plan, and Development Impact Fee Study Update.

BACKGROUND:

Typically, cities complete user fee studies every five years and adjust their fees by the Consumer Price Index (CPI) in the intermediate years. The City last completed a user fee study in 2016. At that time, the City Council directed staff to use an annual adjustment of the fees based on the change in labor costs in-lieu of CPI. A comprehensive user fee study will identify the true costs of providing each service, including direct, indirect and overhead costs. Identifying the full cost of a service is the first step in determining the appropriate fee and/or subsidy for each service. As a general rule, the burden of paying for specific government services should be borne by those that benefit from the service or drive the need for the service. Some services benefit the community as a whole; therefore, it may not be appropriate or desirable to charge user fees that achieve 100% cost recovery for all services.

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Item 8.c.

City Council
Consideration of a Consultant Services Agreement with Willdan Financial Services to Prepare a User Fee Study, Cost Allocation Plan, and Development Impact Fee Study
July 26, 2022

Page 2 ends

The last cost allocation plan was created in March 1996 to identify and divide direct and indirect costs among department budgets. Direct costs are expenses incurred in providing a specific cost objective, such as street maintenance, police protection, landscape maintenance, and water service. Indirect costs are expenses not readily identifiable with a particular operating program, but rather are incurred for a joint purpose, which benefits more than one fund/department. Common examples of indirect costs are accounting, purchasing, personnel, building maintenance, and utilities. Though indirect costs are not readily identifiable with direct operating programs, they can be allocated based on rational, logical methodology. A cost allocation plan is the foundational element of a user fee study. Its accuracy ensures the City has a fair method to identify and distribute indirect costs to the operating departments, and they are included as a component when developing fees.

The last update to the City’s development impact fees was performed in March 2000. Like user fees, it is appropriate to periodically review the development impact fees to ensure they accurately cover the costs the new development’s share of planned facilities, while not overburdening developers with unnecessary fees. Additionally, the Legislature recently adopted Assembly Bill 602 (AB 602), which requires a local agency to follow specific standards and practices related to impact fees, including, but not limited to, the following:

1. Prior to the adoption of an associated development fee, an impact fee nexus study must be adopted,

2. The study should identify the existing level of service for each public facility, the proposed new level of service, and include an explanation of why the new level of service is necessary, and

3. If the study is adopted after July 1, 2022, either calculate a fee levied or imposed on a housing development project proportionately to the square footage of the proposed units, or make specified findings explaining why square footage is not an appropriate metric to calculate the fees.

ANALYSIS OF ISSUES:

The City issued a Request for Proposals (RFP) for comprehensive user fee, cost allocation plan, and development impact fee studies in February 2022. A review team evaluated the four responses received from Matrix Consulting Group, MGT Consulting, Revenue & Cost Specialists LLC (RCS), and Willdan Financial Services on March 23, 2022, based on the following criteria:
 Thoroughness and understanding of the tasks to be completed;  Background and experience in organizational analysis evaluation;  Expertise and overall experience of personnel assigned to the work;  Time required to accomplish the requested services;

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Item 8.c.

City Council
Consideration of a Consultant Services Agreement with Willdan Financial Services to Prepare a User Fee Study, Cost Allocation Plan, and Development Impact Fee Study
July 26, 2022

Page 3 ends

 Responsiveness to project requirements;
 Public sector experience in municipal settings conducting similar studies; and  Cost.

Staff has reviewed the proposals based on the criteria listed above and recommends awarding a contract to Willdan Financial Services. Willdan Financial Services received the highest ranking from the consultant evaluation team made up of the Community Development Director, Recreation Services Director, Accounting Manager, and Administrative Services Director and is considered the best qualified to prepare the User Fee, Cost Allocation Plan, Development Impact Fee Study Update. This consultant has extensive experience preparing similar studies for other municipalities and their proposed compensation and timelines were acceptable to the City.

Although the City will hire consultants to prepare these fee analyses, there is a significant amount of staff time that will be involved as well. Staff will provide in-depth cost and activity information and will work closely with the consultants to make sure all activities are identified. Staff in the Administrative Services and Community Development Departments are likely to be the most involved, however, every department will be involved in this project as each department has services it provides to the community and imposes fees for those services.

Following completion of the studies, staff will provide a recommendation to the City Council for consideration of new user fees and impact fees.

ALTERNATIVES:

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

1. Approve a Consultant Services Agreement with Willdan Financial Services to prepare the City's User Fee Study, Cost Allocation Plan, Development Impact Fee Study Update;

2. Direct staff to provide a recommendation on a different qualified consultant;

3. Direct staff to solicit additional proposals; or

4. Provide other direction to staff.

ADVANTAGES:

Updating the rate structure provides an opportunity to develop fair and equitable user fees, cost allocation plan, development impact fees that meet federal, state and local requirements.

Willdan Financial Services has the necessary experience, staffing and presentation capabilities to produce a high-quality User Fee Study, Cost Allocation Plan, and Development Impact Fee Study Update.

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Item 8.c.

City Council
Consideration of a Consultant Services Agreement with Willdan Financial Services to Prepare a User Fee Study, Cost Allocation Plan, and Development Impact Fee Study
July 26, 2022

Page 4 ends

DISADVANTAGES:

There are no disadvantages identified in this recommendation other than the cost.

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. Proposed Agreement for Consultant Services

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AGREEMENT FOR CONSULTANT SERVICES
THIS AGREEMENT FOR CONSULTANT SERVICES (“Agreement”), is made and effective as of July 26, 2022, between Willdan Financial Services (“Consultant”), and the CITY OF ARROYO GRANDE, a Municipal Corporation (“City”). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

1. TERM
This Agreement shall commence on July 26, 2022 and shall remain and continue in effect until June 30, 2023, unless sooner terminated pursuant to the provisions of this Agreement.

2. SERVICES
Consultant shall perform the tasks described and comply with all terms and provisions set forth in Exhibit “A”, attached hereto and incorporated herein by this reference.

3. PERFORMANCE
Consultant shall at all times faithfully, competently and to the best of his/her ability, experience and talent, perform all tasks described herein. Consultant shall employ, at a minimum generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Consultant hereunder in meeting its obligations under this Agreement.

4. AGREEMENT ADMINISTRATION
City’s Administrative Services Director shall represent City in all matters pertaining to the administration of this Agreement. Chris Fisher shall represent Consultant in all matters pertaining to the administration of this Agreement.

5. PAYMENT
The City agrees to pay the Consultant in accordance with the payment rates and terms set forth in Exhibit “B”, attached hereto and incorporated herein by this reference.

6. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE (a) The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the Consultant at least ten (10) days prior written notice. Upon receipt of said notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise.

If the City suspends or terminates a portion of this Agreement such suspension or termination shall not make void or invalidate the remainder of this Agreement.

ATTACHMENT 1

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(b) In the event this Agreement is terminated pursuant to this Section, the City shall pay to Consultant the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the Agreement pursuant to this Section, the Consultant will submit an invoice to the City pursuant to Section 5.

7. TERMINATION ON OCCURRENCE OF STATED EVENTS
This Agreement shall terminate automatically on the occurrence of any of the following events:
(a) Bankruptcy or insolvency of any party;
(b) Sale of Consultant’s business; or
(c) Assignment of this Agreement by Consultant without the consent of City. (d) End of the Agreement term specified in Section 1.

8. DEFAULT OF CONSULTANT
(a) The Consultant’s failure to comply with the provisions of this Agreement shall constitute a default. In the event that Consultant is in default for cause under the terms of this Agreement, City shall have no obligation or duty to continue compensating Consultant for any work performed after the date of default and can terminate this Agreement immediately by written notice to the Consultant. If such failure by the Consultant to make progress in the performance of work hereunder arises out of causes beyond the Consultant’s control, and without fault or negligence of the Consultant, it shall not be considered a default.
(b) If the City Manager or his/her delegate determines that the Consultant is in default in the performance of any of the terms or conditions of this Agreement, he/she shall cause to be served upon the Consultant a written notice of the default. The Consultant shall have ten (10) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance. In the event that the Consultant fails to cure its default within such period of time, the City shall have the right, notwithstanding any other provision of this Agreement to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement.

9. LAWS TO BE OBSERVED. Consultant shall:
(a) Procure all permits and licenses, pay all charges and fees, and give all notices which may be necessary and incidental to the due and lawful prosecution of the services to be performed by Consultant under this Agreement; (b) Keep itself fully informed of all existing and proposed federal, state and local laws, ordinances, regulations, orders, and decrees which may affect those engaged or

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employed under this Agreement, any materials used in Consultant’s performance under this Agreement, or the conduct of the services under this Agreement; (c) At all times observe and comply with, and cause all of its employees to observe and comply with all of said laws, ordinances, regulations, orders, and decrees mentioned above;
(d) Immediately report to the City’s Contract Manager in writing any discrepancy or inconsistency it discovers in said laws, ordinances, regulations, orders, and decrees mentioned above in relation to any plans, drawings, specifications, or provisions of this Agreement.
(e) The City, and its officers, agents and employees, shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this Section.

10. OWNERSHIP OF DOCUMENTS
(a) Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by City that relate to the performance of services under this Agreement. Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of City or its designees at reasonable times to such books and records; shall give City the right to examine and audit said books and records; shall permit City to make transcripts therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment.
(b) Upon completion of, or in the event of termination or suspension of this Agreement, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of the City and may be used, reused, or otherwise disposed of by the City without the permission of the Consultant. With respect to computer files, Consultant shall make available to the City, at the Consultant’s office and upon reasonable written request by the City, the necessary computer software and hardware for purposes of accessing, compiling, transferring, and printing computer files.

11. INDEMNIFICATION
(a) Indemnification for Professional Liability. When the law establishes a professional standard of care for Consultant’s Services, to the fullest extent permitted by law, Consultant shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all

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losses, liabilities, damages, costs and expenses, including attorney’s fees and costs to the extent same are caused in whole or in part by any negligent or wrongful act, error or omission of Consultant, its officers, agents, employees or subContractors or any entity or individual that Consultant shall bear the legal liability thereof) in the performance of professional services under this agreement.
(b) Indemnification for Other Than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Consultant shall indemnify, defend and hold harmless City, and any and all of its employees, officials and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Consultant or by any individual or entity for which Consultant is legally liable, including but not limited to officers, agents, employees or subContractors of Consultant.
(c) General Indemnification Provisions. Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this section from each and every subContractor or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this agreement. In the event Consultant fails to obtain such indemnity obligations from others as required here, Consultant agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth here is binding on the successors, assigns or heirs of Consultant and shall survive the termination of this agreement or this section.

12. INSURANCE
Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit “C” attached hereto and incorporated herein as though set forth in full.

13. INDEPENDENT CONSULTANT
(a) Consultant is and shall at all times remain as to the City a wholly independent Consultant. The personnel performing the services under this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Consultant or any of Consultant’s officers, employees, or agents, except as set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City. Consultant shall not incur or have the power to incur any debt, obligation, or liability whatever against City, or bind City in any manner.

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(b) No employee benefits shall be available to Consultant in connection with performance of this Agreement. Except for the fees paid to Consultant as provided in the Agreement, City shall not pay salaries, wages, or other compensation to Consultant for performing services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing services hereunder.

14. UNDUE INFLUENCE
Consultant declares and warrants that no undue influence or pressure was or is used against or in concert with any officer or employee of the City of Arroyo Grande in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of the City of Arroyo Grande will receive compensation, directly or indirectly, from Consultant, or from any officer, employee or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement.

Violation of this Section shall be a material breach of this Agreement entitling the City to any and all remedies at law or in equity.

15. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES
No member, officer, or employee of City, or their designees or agents, and no public official who exercises authority over or responsibilities with respect to the project during his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any agreement or sub-agreement, or the proceeds thereof, for work to be performed in connection with the project performed under this Agreement.

16. RELEASE OF INFORMATION/CONFLICTS OF INTEREST
(a) All information gained by Consultant in performance of this Agreement shall be considered confidential and shall not be released by Consultant without City’s prior written authorization. Consultant, its officers, employees, agents, or subContractors, shall not without written authorization from the City Manager or unless requested by the City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this Agreement or relating to any project or property located within the City. Response to a subpoena or court order shall not be considered “voluntary” provided Consultant gives City notice of such court order or subpoena.
(b) Consultant shall promptly notify City should Consultant, its officers, employees, agents, or subContractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request, court order, or subpoena from any person or party regarding this Agreement and the work performed thereunder or with respect to any project or property

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located within the City. City retains the right, but has no obligation, to represent Consultant and/or be present at any deposition, hearing, or similar proceeding. Consultant agrees to cooperate fully with City and to provide the opportunity to review any response to discovery requests provided by Consultant. However, City’s right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response.

17. NOTICES
Any notice which either party may desire to give to the other party under this Agreement must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service, such as but not limited to, Federal Express, which provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by notice:

To City: City of Arroyo Grande
Director of Administrative Services
300 E. Branch Street
Arroyo Grande, CA 93420
To Consultant: Willdan Financial Services
Chris Fisher
27368 Via Industria, Suite 200
Temecula, CA 92590

18. ASSIGNMENT
The Consultant shall not assign the performance of this Agreement, nor any part thereof, without the prior written consent of the City.

19. GOVERNING LAW
The City and Consultant understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the superior or federal district court with jurisdiction over the City of Arroyo Grande.

20. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, or written, are merged

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into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party’s own independent investigation of any and all facts such party deems material.

21. TIME
City and Consultant agree that time is of the essence in this Agreement.

22. CONTENTS OF REQUEST FOR PROPOSAL AND PROPOSAL
Consultant is bound by the contents of the City’s Request for Proposal, Exhibit “A”, attached hereto and incorporated herein by this reference, and the contents of the proposal submitted by the Consultant, Exhibit “B”, attached hereto and incorporated herein by this reference. In the event of conflict, the requirements of City’s Request for Proposals and this Agreement shall take precedence over those contained in the Consultant’s proposals.

23. CONSTRUCTION
The parties agree that each has had an opportunity to have their counsel review this Agreement and that any rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not apply in the interpretation of this Agreement or any amendments or exhibits thereto. The captions of the sections are for convenience and reference only, and are not intended to be construed to define or limit the provisions to which they relate.

24. AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the mutual written consent of all of the parties to this Agreement.

25. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Consultant warrants and represents that he/she has the authority to execute this Agreement on behalf of the Consultant and has the authority to bind Consultant to the performance of its obligations hereunder.

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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

CITY OF ARROYO GRANDE CONSULTANT
By:__________________________ By:____________________________ Caren Ray Russom, Mayor
Its:____________________________
Attest: (Title)
_____________________________
Jessica Matson, City Clerk
Approved As To Form:
_____________________________
Timothy J. Carmel, City Attorney

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EXHIBIT A
CITY’S REQUEST FOR PROPOSAL

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REQUEST FOR PROPOSAL
FOR

PROFESSIONAL CONSULTING SERVICES FOR

A FULL COST ANALYSIS OF USER,

DEVELOPMENT IMPACT FEE SERVICES,

AND COST ALLOCATION PLAN

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City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees

Page 1 ends

Contents
GENERAL INFORMATION........................................................................................................................... 2 SCHEDULE OF PROPOSAL ACTIVITIES (ALL TIMES PACIFIC)..............................................................2 DISCRETION AND LIABILITY WAIVER....................................................................................................... 4 EVALUATION OF PROPOSALS.................................................................................................................. 4 OUTLINE OF SERVICES TO BE PROVIDED.............................................................................................. 4 FORMAT OF PROPOSAL ............................................................................................................................ 6 FINAL COMMENTS...................................................................................................................................... 7 ATTACHMENT A - SAMPLE CITY CONTRACT......................................................................................... 8

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City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees

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GENERAL INFORMATION
The City of Arroyo Grande is located on California’s central coast approximately half way between Los Angeles and San Francisco and has a population of approximately 17,555. The City is currently a General Law city, operating under the City Council/City Manager form of government. Arroyo Grande is a full service city, with police, streets, engineering, parks, recreation, water and sewer services. Additionally, residents in the neighboring cities of Pismo Beach, Grover Beach, and Oceano use many of Arroyo Grande’s recreational services. Fire services are provided through the Five Cities Fire Authority, a joint powers authority established between the City of Arroyo Grande, the City of Grover Beach, and the Oceano Community Services District.

The City has established user fees for a variety of services and is seeking a consultant to review and update existing user fees, as well as identify any new fees, as appropriate. The last formal fee study was conducted in 2007, and as a result, the City Council has requested that a new study be completed. A copy of the most recently adopted Master Fee Schedule is available on the City’s website at http://www.arroyogrande.org/DocumentCenter/View/3914/Citywide-Master-FeeSchedule-PDF?bidId=.

Water and Sewer user fees are NOT included in the scope of work for this study.

The City wishes to engage a consultant to review and update adopted development impact fees (AB 1600) for transportation, public safety, parks, recreation, water, and traffic. The last formal impact fee study was completed in 2000.

The City currently has eight (8) impact fees in place. Those impact fees are:

1. Traffic signalization

2. Transportation facility development

3. Drainage facility

4. Recreation community center

5. Park improvement

6. Police impact

7. Fire impact

8. Water neutralization
In addition, the City wishes to engage a consultant to review and update the overhead cost allocation plan to include full cost recovery for internal use.

Schedule of Proposal activities (ALL TIMES PACIFIC)
Schedule
Distribution of RFP February 10, 2022
Deadline for submission of questions to be
addressed at the Pre-Proposal Teleconference
March 9, 2022
Optional Pre-Proposal Teleconference March 16, 2022 10:00 am Proposal submission March 23, 2022 5:00 pm
Proposal review March 24 – April 8, 2022
Notification to all proposers Week of April 11, 2022
Oral presentations, as needed Week of April 18, 2022
Notification to finalists April 25, 2022

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City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees

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Contract approval by City Council May 24, 2022
Project to commence By June 1, 2022
The City has made every effort to include sufficient information within this Request for Proposal for a consultant to prepare a responsive, comprehensive proposal. In order to achieve an equitable dissemination of information, a pre-proposal teleconference will be held to allow all interested firms/consultants to ask questions for the mutual benefit of all involved. The timing of the proposal process is subject to change, depending on the needs of the City, but is anticipated as follows:
a) Distribution of Request for Proposals: February 10, 2022 b) Optional Pre-proposal Teleconference: City staff will meet collectively with firm/consultant representatives seeking additional information about the proposal process and the RFP. All firms/consultants interested in submitting a proposal are encouraged to attend the preproposal teleconference. The teleconference is scheduled for March 16, 2022 beginning at 10:00 am (PST). Teleconference phone number and log in information can be obtained by contacting Nicole Valentine at [email protected] no later than March 9, 2022.

Additionally, any questions to be addressed at the pre-proposal teleconference should be submitted via email to Nicole Valentine at [email protected] no later than March 9, 2022.
c) Proposal Submission: Proposals must be clearly marked and delivered directly to the Administrative Services Department no later than 5:00 pm, March 23, 2022. Late submissions after the deadline or proposals delivered via fax will not be accepted. A total of three (3) identical proposals must be submitted and labeled as follows:

City of Arroyo Grande
Attention: Nicole Valentine, Administrative Services Director Fee Study RFP
300 East Branch Street
Arroyo Grande, CA 93420
d) Proposal Review: Our review committee will evaluate each proposal submitted. It is anticipated that the review process will be completed by April 8, 2022. e) Notification to all proposers: We anticipate sending written notification to all firms regarding the outcome of the review and contract award process by April 11, 2022. f) Oral Presentations, as needed: During the notification to all proposers, finalists will be notified to schedule an oral interview during the week of April 18, 2022. Oral Interviews will take place on zoom: https://zoom.us/j/6282922148
Dial by your location
888 475 4499 US Toll-free
877 853 5257 US Toll-free
Meeting ID: 628 2923 2148
g) Notification to finalists: All finalists will be notified of final decision by April 25, 2022. Upon written request, we will provide a copy of the successful proposal once the contract is executed.

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City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees

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DISCRETION AND LIABILITY WAIVER
The City reserves the right to exercise discretion and apply its judgment with respect to all proposals submitted.

The City reserves the right to reject all proposals, either in part or in its entirety, or to request and obtain, from one or more of the consulting firms submitting proposals, supplementary information as may be necessary for City staff to analyze the proposals.

The City may elect to award a contract in multiple phases, as is deemed to be in the City’s best interest. Should the City award projects in phases, the City reserves the right to award the phases to the same firm.

The consultant, by submitting a response to this RFP, waives all right to protest or seek any legal remedies whatsoever regarding any aspect of this RFP. Although, it is the City’s intent to choose only a small number of most qualified consulting teams to interview with the City, the City reserves the right to choose any number of qualified finalists.

This RFP does not commit the City to award a contract, to defray any costs incurred in the preparation of a proposal pursuant to this RFP or to procure or contract for work.

All proposals submitted in response to this RFP become the property of the City and public records and, as such, may be subject to public review. The City reserves the right to cancel, in part or in its entirety, this RFP including, but not limited to: selection procedures, submittal date, and submittal requirements. If the City cancels or revises the RFP, all interested firms will be notified using email.

EVALUATION OF PROPOSALS
Proposals will be evaluated based on the following criteria:
• Thoroughness and understanding of the tasks to be completed • Background and experience in organizational analysis evaluation • Firm’s expertise and overall experience of personnel assigned to the work • Time required to accomplish the requested services
• Responsiveness to requirements of the project
• Public sector experience in municipal setting conducting similar studies • Costs

OUTLINE OF SERVICES TO BE PROVIDED

1. Establish a methodology for the evaluation of fees. Work and meet with City staff to refine the project scope, purpose, uses and goals of the City’s Fee Study to ensure that the study will be both accurate and appropriate to the City’s needs. Review project schedule and answer any questions pertaining to the successful development of the Study.

2. Conduct a comprehensive review of the City’s existing fees, rates, and charges. Meet with staff and conduct interviews as needed to gain an understanding of the City’s processes and operations.

3. Analyze the impacts of development on specific types of facilities and calculate recommended impact fees for each type of facility in accordance with the Government Code.

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City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees

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4. Identify the total cost of providing each City service at the expected reasonable activity level and in a manner that is consistent with all applicable laws, statutes, rules and regulations governing the collection of fees, rates, and charges by public entities including, but not limited to Proposition 218 and Proposition 26. Costs should include appropriate General and Administrative overhead allocations to City activities and applicable overhead rates for use in calculating the City’s billable hourly rates.

5. Compare service costs with existing cost recovery levels. This should include service areas where the City is currently charging for services as well as areas where the City perhaps should charge, in light of the City’s practices, or the practices of similar and/or neighboring cities.

6. Prepare a report that identifies each facility or service, its full cost, current and recommended cost recovery levels. The report should identify the direct cost, the indirect cost, and the overhead cost for each service; and provide a model for adjusting these fees and rates for the City’s current and future needs.

7. Recommend appropriate fees and charges. Recommended fees are based on the analysis, together with the appropriate subsidy percentage for those fees where full cost recovery may be unrealistic.

8. Prepare a report that identifies the current fees, and recommended fees. The report must also identify percentage change, cost recovery percentage, and fee comparison with other San Luis Obispo County cities or California cities that are comparable to Arroyo Grande. A survey comparison of rates and fees with similar cities will be used to help determine the appropriate level of subsidy, if any.

9. Prepare an Overhead Cost Allocation Plan. The City has several enterprise funds and numerous special revenue funds. Internal departments such as City Manager, Finance, Human Resources, City Attorney, Public Works, City Clerk and IT provide administrative services throughout the City to multiple departments in various funds. A cost allocation plan was developed several years ago but has not been updated to reflect service changes in these departments.

10. Report on other matters that come to your attention in the course of your evaluation that in your professional opinion the City should consider.

11. Present the findings to the City’s management group and make necessary adjustments as requested.

12. Prepare and deliver presentations to the City Council to facilitate understanding of the plan and its implications for the City; provide necessary adjustments as requested.

13. Provide the City with an electronic copy of the final comprehensive study, including related schedules and cost documentation in a format that can be edited and updated by City staff to accommodate changes in the organization or changes in costs.

14. Develop or modify the existing model for adjusting fees/rates; include the addition of potential service areas, future service enhancements, and the ability to calculate the estimated costs of providing the service under consideration.

15. Prepare a final fee study report and provide five bound copies, one unbound copy and a single PDF file of the plan that can be made available to City staff. Any Master fee schedule revisions developed shall also be made available to the City electronically, providing the ability to add or delete and/or update information as needed.

16. Project Budget for the Comprehensive Fee Study – a description of the project budget itemized according to individual tasks. Project budget should include:

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City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees

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a. A project schedule with activities, milestones, and deliverables. b. Project budget defined, at minimum, as follows:
i. By task with a collective total by milestone and deliverable;

1. Labor rates for all project team members;

2. General overhead rates;

3. Costs for expenses such as printing, travel and attendance at meetings.
c. Proposed services to be referred to a sub-contractor anticipated sub-contractors and anticipated costs for these services.

17. Consult with the City staff should it become necessary to defend the City’s User Fees as a result of any legal or other challenge.

If the consultant/firm believes that additional tasks are warranted, they must be clearly identified in the proposal.

Water and Sewer user fees are NOT included in the scope of work for this study.

FORMAT OF PROPOSAL
In order for us to adequately compare and evaluate proposals objectively, all proposals must be twenty-five (25) pages or less.

Transmittal Letter (one page maximum): The letter should provide a brief summary of the proposal, concisely describing the project, its goals and the proposed plan of implementation. The letter should be addressed to Nicole Valentine and signed by the Client Manager assigned to the project.

Consultant/Firm Profile: Please respond to the following sections:

Overview: Provide a general overview of the firm/consultant(s) that will be assigned to the project.

Experience: Describe the firm/consultant’s experience in conducting similar fee studies.

Include information regarding the resumes of consultant(s) that will be assigned and any other relevant information to demonstrate the firm’s experience with engagements of similar size and scope.

Approach: Describe the firm/consultant’s approach used to gather and analyze data, expected interaction with City staff and estimated timeline for completing the scope of work.

Additional Information: Describe any other information not previously mentioned that the consultant believes should be given consideration. This could include any additional tasks not included in the Required Services section above.

References: (minimum 3) specifically in local/municipal/county/state agencies. • Name of agency
• Contact name to include: title, phone number and email • Population of jurisdiction
• Number of employees

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City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees

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• Project start and completion date
• Brief summary of project
Pricing: Provide proposed price for the services as well as any proposed payment terms.

FINAL COMMENTS
The City reserves the right to reject any and all proposals, cancel all or part of this RFP, waive any minor irregularities and to request additional information from proposing firms. By requesting proposals, the City is in no way obligated to award a contract or pay expenses of the proposing consultant in connection with the preparation or submission of a proposal.

The City’s decision to award a contract will be based many factors including but not limited to service, cost, experience and quality. No single factor, such as cost, will determine the final decision to award.

The City of Arroyo Grande appreciates the efforts all the consultants have put forth in responding to the Request for Proposal.

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EXHIBIT B
CONSULTANT’S PROPOSAL

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City of Arroyo Grande
Proposal
User Fee Study, Development
Impact Fee Services, and Cost
Allocation Plan

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan i City of Arroyo Grande, California
Table of Contents
TRANSMITTAL LETTER ................................................................................................................................................ II CONSULTANT/FIRM PROFILE................................................................................................................................... 1 OVERVIEW......................................................................................................................................................................... 1 Firm Profile.............................................................................................................................................................................. 1 Project Personnel ................................................................................................................................................................... 2 Chris Fisher...............................................................................................................................................................................3 Tony Thrasher...........................................................................................................................................................................3 Priti Patel ..................................................................................................................................................................................4 Robert Quaid.............................................................................................................................................................................4 James Edison, JD, MPP ...........................................................................................................................................................5 Carlos Villarreal, MPP...............................................................................................................................................................5 EXPERIENCE .................................................................................................................................................................... 6 Experience and Expertise ...................................................................................................................................................... 6 Similar Studies........................................................................................................................................................................ 7 APPROACH.......................................................................................................................................................................8 Project Understanding ........................................................................................................................................................... 8 Project Methodologies ........................................................................................................................................................... 9 Scope of Work....................................................................................................................................................................... 13 PROJECT SCHEDULES ..............................................................................................................................................20 Full & OMB Compliant Cost Allocation Plan ...................................................................................................................... 20 Comprehensive Citywide User Fee Study .......................................................................................................................... 21 Development Impact Fee Study........................................................................................................................................... 21 REFERENCES .................................................................................................................................................................22 Combined Study ................................................................................................................................................................... 22 User Fee Study...................................................................................................................................................................... 22 Development Impact Fee...................................................................................................................................................... 22 PRICING............................................................................................................................................................................23 Not to Exceed Fee................................................................................................................................................................. 23 Fee Proposal Notes .............................................................................................................................................................. 24 Additional Professional Services ........................................................................................................................................ 24

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T 951.587.3500 ▪ 800.755.6864 | F 951.587.3510 ▪ 888.326.6864 | 27368 Via Industria, Suite 200, Temecula, CA 92590 | www.willdan.com ii Transmittal Letter
March 22, 2022
Ms. Nicole Valentine
Administrative Services Director
City of Arroyo Grande
300 East Branch Street
Arroyo Grande, CA 93420
Re: Proposal to Conduct a Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan Dear Ms. Valentine:

As municipalities are faced with limited financial resources to address competing priorities and objectives, they always strive to maintain high standards of service to their communities. Processes, staffing structures, and levels of effort associated with delivering services for which fees are charged evolve over time, particularly during the Covid pandemic, as cities modify their service models to reflect current realities. It is important to take a fresh look and perspective to ensure that fees for requested services have been developed and updated to ensure maximum appropriate cost recovery, so that the revenues generated by fees cover the cost of those services to the greatest extent possible. City Staff, and ultimately the City Council, need a clear understanding of standards, service levels and the associated costs.

Likewise, with Development Impact Fees, they need to be updated to reflect current community planning, both for planned development and the facilities necessary to accommodate it; so that growth pays its own way, community standards are maintained, and current residents and businesses are not negatively impacted. Impact fees also need to be developed in compliance with the Mitigation Fee Act and attention to the effects of new legislation such as Senate Bill 68, Senate Bill 602, and Assembly Bill 743, so that they are defensible and transparent.

Recognizing this, the City of Arroyo Grande (“City”) has responded by soliciting a proposal for a Full Cost Analysis of User (“User Fee”), Development Impact Fee Services, and Cost Allocation Plan (“CAP”). This study will ensure that User Fees for requested services have been developed and updated to ensure maximum appropriate cost recovery, so that the revenues generated by fees cover the cost of those services to the greatest extent possible, including the costs of both direct services and indirect overhead support, and so that Development Impact Fees are updated to prepare the City for anticipated development. Following are specific advantages that Willdan Financial Services (“Willdan”) brings to the City for these studies:

Extensive Local Experience with Similar Projects and direct experience in California — Willdan is one of, if not the leading firms providing these types of studies in California – all with in-house expertise and now need for sub-contractors. We have worked with numerous cities similar to Arroyo Grande on Fee Study projects, with objectives very similar to those for this study. This experience provides us an understanding of the City, and our experience enables us to bring valuable perspective and insight from other cities’ approaches to fees and their policies on fee setting, standards, and subsidies, and will also assist us in conducting meaningful and efficient fee comparisons. Recent studies include Goleta, Patterson, Pomona, Hayward, Napa, Salinas, San Bruno, Dinuba, West Hollywood, and Arcadia.

Collaborative Approach and User-friendly Models and Reports — Willdan prides itself on working closely with City staff to develop an approach that is targeted toward your specific objectives, then working together with you to gather first-hand information regarding the processes and tasks required to provide services to those requesting them.

This is a distinct advantage we will bring in our approach with the City of Arroyo Grande. A collaborative approach ensures we clearly understand your goals and challenges, and just as importantly, you understand the process and the results.

We create user-friendly Excel-based user fee models that the City can retain and conduct our analysis and develop the model collaboratively with City staff. Rather than using an inflexible proprietary software program, we construct our models from the ground up, mirroring the City’s budget format wherever possible. As a result, the information contained in our models is easy for City staff to interpret, and the familiar software ensures ease of navigation.

We are excited about this opportunity to serve the City of Arroyo Grande. To discuss any aspect of our proposal, please contact me at (800) 755-6864, or via email [email protected]. As a Vice President of Willdan Financial Services, I am authorized to bind the firm to the terms of this proposal, as well as the subsequent agreement.

Sincerely,

WILLDAN FINANCIAL SERVICES
Chris Fisher
Vice President / Director

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 1 City of Arroyo Grande, California
Consultant/Firm Profile
Overview
Firm Profile
Willdan Financial Services is an operating division within Willdan Group, Inc. (WGI), which was founded in 1964 as an engineering firm working with local governments. Today, WGI is a publicly traded company (WLDN). WGI, through its divisions, provides professional technical and consulting services that ensure the quality, value and security of our nation’s infrastructure, systems, facilities, and environment. The firm has pursued two primary service objectives since its inception—ensuring the success of its clients and enhancing its surrounding communities.

A financially stable company, Willdan has approximately 1,500 employees working in more than a dozen states across the U.S.

Our employees include a number of nationally recognized Subject Matter Experts for all areas related to the broadest definition of connected communities—six of whom are committed to
contribute their expertise throughout the duration of the City of Arroyo Grande’s Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan engagement.

Willdan has solved economic, engineering and energy challenges for local communities and delivered industry-leading solutions that have transformed government and commerce. Today, we are leading our clients into a future accelerated by change in resources, infrastructure, technology, regulations, and industry trends.

Willdan Financial Services
Established on June 24, 1988, Willdan Financial Services, is a national firm and is one of the largest public sector economic and financial analysis consulting firms in the United States. Since that time, we have helped over 800 public agencies successfully address a broad range of infrastructure challenges.

Our staff of nearly 80 full-time employees support our clients by conducting year-round workshops and on-site training to assist them in keeping current with the latest developments in our areas of expertise.

Willdan assists local public agencies by providing the following services:

Willdan Financial Services
Services
▪ User Fee studies;
▪ Cost Allocation studies;
▪ Utility rate and cost of service studies;
▪ Real estate economic analysis;
▪ Feasibility studies;
▪ Municipal Advisory;
▪ Arbitrage and Continuing Disclosure Services;
▪ Economic development strategic plans;
▪ Development Impact Fee establishment and analysis;
▪ District Administration Services;
▪ Property tax audits;
▪ Tax increment finance district formation and amendment; ▪ Housing development and implementation strategies;
▪ Debt issuance support; and
▪ Long-term financial plans and cash flow modeling.

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 2 City of Arroyo Grande, California
Project Personnel
Our management and supervision of the project team is very simple: staff every position with experienced, capable personnel in sufficient numbers to deliver a superior product to the City, on time and on budget. With that philosophy in mind, we have selected industryleading experienced professionals for this engagement. We are confident that our team possesses the depth of experience that will successfully fulfill your desired work performance.

Project Team
City of Arroyo Grande Project Team
Key Team Member Project Role Responsibility to the Engagement Chris Fisher
Vice President/Director Principal-in-Charge
▪ Ensure client satisfaction, flow of communication, and oversight of the project
▪ Technical guidance;
▪ Project oversight;
▪ Quality assurance & control; and
▪ Meeting and presentation attendance.

Tony Thrasher
Senior Project Manager
User Fee Study
Project Manager
▪ Task oversight;
▪ Model development;
▪ Produce key elements of the analyses;
▪ Responsible for project deliverables;
▪ Report preparation and evaluation; and
▪ Meeting and presentation attendance.

Priti Patel
Senior Financial Analyst
User Fee Study
Financial Analyst
▪ Collect, interpret, and disseminate key data;
▪ Assistance with model development;
▪ Report preparation; and
▪ Meeting and presentation attendance.

James Edison, JD, MPP
Managing Principal
Development Impact
Fee Study
Project Manager
▪ Ensure client satisfaction, flow of communication, and management of the project;
▪ Technical guidance;
▪ Project oversight; and
▪ Quality assurance & control.

Carlos Villarreal, MPP
Senior Project Manager
Development Impact
Fee Study
Financial Analyst
▪ Collect, interpret, and disseminate key data;
▪ Model development;
▪ Report preparation; and
▪ Meeting and presentation attendance
Robert Quaid
Principal Consultant Technical Advisor
▪ Third party reviewer; and
▪ Report evaluation.

Resumes
Resumes for Willdan’s project team are presented on the following pages.

The team presented within this
proposal has worked collectively on
numerous projects, such as the one
requested by the City of Arroyo
Grande; an established work practice
between the team members has been
forged, this proven long-standing
system has benefited our clients.

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 3 City of Arroyo Grande, California
Education
San Francisco State
University, Bachelor of
Science, Finance
Areas of Expertise
Cost of Service Analyses
Multi-disciplinary Team
Management
Special District Formations
Client Presentations
Proposition 218
Affiliations
California Society of
Municipal Finance Officers
Municipal Management
Association of
Northern California
California Municipal
Treasurers Association
22 Years’ Experience
Education
Bachelor of Science in
Economics; California State
Polytechnic University,
Pomona
Areas of Expertise
Cost Allocation Plans
Fiscal Analysis for User
Fees and Rates
District Administration
Services
Utility Rate Studies
12 Years’ Experience
Chris Fisher
Principal-in-Charge
Mr. Chris Fisher, Vice President/Director of Willdan’s Financial Consulting Services group, will serve as Principal-in-Charge for the City of Arroyo Grande’s project. He will also share his extensive knowledge related to cost-of-service principles with members of the project team. Mr. Fisher joined Willdan in April of 1999, and during that time has managed an array of financial consulting projects for public agencies in California, Arizona, Colorado, Texas, and Florida, coordinating the activities of resources within Willdan, as well as those from other firms working on these projects. He is one of the firm’s leading experts for special district financing related to public infrastructure, maintenance, and services, including public safety.

Related Experience
Mr. Fisher was, or is currently serving as, the principal-in-charge for the following select multi-disciplined cost of service fee studies (Cost Allocation Plan, User Fee Study, and/or Development Impact Fee Study) engagements; this is due to his extensive experience managing multi-disciplinary teams, his primary responsibilities include planning, overseeing, supporting, and coordinating the project team, and maintaining client contact and satisfaction through all phases of the studies. ▪ City of Aurora, CA ▪ City of DeSoto, TX
▪ City of Commerce City, CO ▪ City of Compton, CA
▪ City of Cudahy, CA ▪ City of El Monte, CA
▪ City of Fillmore, CA ▪ City of Gilroy, CA
▪ City of Irwindale, CA ▪ City of Laguna Hills, CA
▪ City of Lake Elsinore, CA ▪ City of Lomita, CA
▪ City of Murrieta, CA ▪ City of Petaluma, CA
▪ City of Pittsburg, CA ▪ City of Richmond, CA
▪ City of St. Helena, CA ▪ City of Salinas, CA
▪ City of San Bruno, CA ▪ City of San Fernando, CA
▪ City of San Jacinto, CA ▪ City of Twenty-Nine Palms, CA ▪ County of San Benito, CA ▪ Town of Los Altos Hills, CA Tony Thrasher
Project Manager – Cost Allocation Plan and User Fee Study Due to his cost allocation and user fee analyses experience, Mr. Tony Thrasher has been selected to serve as Project Manager for the City’s User Fee Study and Cost Allocation Plan portion of the engagement. Mr. Thrasher is a Senior Project Manager within the Financial Consulting Services group, whereby his responsibilities include managing projects and conducting fiscal analyses for cost allocation plans and user fees.

Related Experience
▪ City of Goleta, CA — Cost Allocation Plan, OMB
Compliant Plan, and Comprehensive User Fee Study
▪ City of Hayward, CA — Cost Allocation Plan and User
Fee Study
▪ City of Richmond, CA — Cost Allocation Plan & User
Fee Study
▪ City of Salinas, CA — Full Cost Allocation Plan and
Comprehensive Fee Study
▪ City of Petaluma, CA — Overhead Cost Allocation Plan
and OMB Circular Plan, User Fee Study, CIP Rate
Analysis, and Hourly Overhead Rate Study
▪ City of Mission Viejo, CA — Cost Allocation Plan and
User Fee Study
▪ City of Chino Hills, CA — Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Palm Desert, CA — Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Irvine, CA — OMB Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Arcadia, CA — Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Bellflower, CA — OMB Cost Allocation Plan and Comprehensive User Fee Study Update
▪ City of West Hollywood, CA — Cost Allocation Plan
and Comprehensive User Fee Study
▪ City of Cerritos, CA — Development Services User Fee
Study
▪ City of El Monte, CA — Cost Allocation Plan and
Comprehensive User Fee Study

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 4 City of Arroyo Grande, California
Education
Bachelor of Arts; Business
Management, Information
Systems and
International Business,
University of Cincinnati
Areas of Expertise
Cost Allocation Plans
User Fee Studies
Proposition 218
10 Years’ Experience
Education
Bachelor of Science,
University of Southern
California
Areas of Expertise
Fiscal Analysis for User
Fees and Rates
Cost Allocation Plans
35 Years’ Experience
Priti Patel
Financial Analyst – Cost Allocation Plan and User Fee Study Ms. Priti Patel is a Senior Analyst within the Financial Consulting Services group, whereby she supports project managers in conducting utility rate analyses, fee studies, cost allocation plans, monitoring Proposition 218 compliance, and forming special districts. Coordinating and conducting activities associated with Cost Allocation Plans and User Fee Studies, including database integration and manipulation, revenue and expenditure analyses, and documentation preparation are just some of Ms. Patel’s duties. With these duties, she interacts with clients on a regular basis.

Ms. Patel joined Willdan as an analyst with the District Administration Group, while with DAS she performed research and analysis needed for local government financial issues related to district administration, including document data entry and updating, database management, research, and report preparation. She also provided general information on questions pertaining to Assessment Districts and special taxes (such as Mello-Roos Pools), as well as the status of property delinquencies.

Related Experience
▪ City of Mission Viejo, CA — Cost Allocation Plan
and User Fee Study
▪ City of Palm Desert, CA — Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Bellflower, CA — OMB Cost Allocation Plan
and Comprehensive User Fee Study Update
▪ City of Irvine, CA — OMB Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Petaluma, CA — Overhead Cost Allocation
Plan and OMB Circular Plan, User Fee Study, CIP
Rate Analysis, and Hourly Overhead Rate Study
▪ City of Indian Wells, CA — User Fee Study
▪ City of Chino Hills, CA — Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Aurora, CO – Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Tamarac, FL – User Fee Study
▪ City of Mesquite, TX – Cost Allocation Plan
▪ City of Missouri City, TX – Comprehensive User Fee Study and Cost Allocation Plan
▪ City of DeSoto, TX – User Fee Study
▪ Town of Sunnyvale, TX – User Fee Study
Robert Quaid
Technical Advisor – Cost Allocation Plan and User Fee Study With his 35 years of extensive experience in public financing, Mr. Robert Quaid has been selected to provide quality assurance/quality control in the role of technical advisor. In his position as a Principal Consultant at Willdan, Mr. Quaid provides project management, procedural support, technical support, and quality review for Willdan’s District Administration group, as well as the Financial Services Consulting group specific to cost allocation plans, user fee studies, and special financial analysis.

Prior to joining Willdan, Mr. Quaid worked in the private industry of real estate accounting and finance. He began his career with the public accounting firm formerly known as Haskins & Sells (currently known as “Deloitte & Touche”). His experience includes financial statement analyses, asset administration, computer conversion, and reporting to the Securities and Exchange Commission for several public real estate partnerships. In 1979, Mr. Quaid became a licensed California CPA.

Related Experience
Mr. Quaid has provided Quality Assurance and Quality Control to multiple clients throughout California. Provided below are a few examples of clients in which services have been provided in the previous three years. ▪ City of Arcadia, CA
▪ City of Belmont, CA
▪ City of Cerritos, CA
▪ City of Chino Hills, CA
▪ City of Claremont, CA
▪ City of Coalinga, CA
▪ City of El Cerrito, CA
▪ City of Fillmore, CA
▪ City of Galt, CA
▪ City of Hayward, CA
▪ City of Indian Wells, CA
▪ City of Lynwood, CA
▪ City of Monterey, CA
▪ City of Murrieta, CA
▪ City of Petaluma, CA
▪ City of Richmond, CA
▪ City of Rocklin, CA
▪ City of St. Helena, CA
▪ County of San Benito, CA
▪ City of San Bruno, CA
▪ City of Irvine, CA
▪ City of Salinas, CA
▪ City of Union City, CA
▪ City of Watsonville, CA
▪ City of West Hollywood, CA
▪ City of Yucaipa, CA

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 5 City of Arroyo Grande, California
Education
Master of Public Policy,
Richard and Rhoda
Goldman School of Public
Policy, University of
California, Berkeley
Bachelor of Arts,
Geography, University of
California, Los Angeles;
Minor in Public Policy and
Urban Planning
Areas of Expertise
Fiscal Impact Analyses
Development Impact Fees
Public Facilities
Financing Plans
GIS Analysis
16 Years’ Experience
Education
Juris Doctorate, Boalt
Hall School of Law,
University of California,
Berkeley
Master of Public Policy,
Richard and Rhoda
Goldman School of Public
Policy, University of
California, Berkeley
Bachelor of Arts, magna
cum laude, Harvard
University
25 Years’ Experience
James Edison, JD, MPP
Project Manager – Development Impact Fee Study
Mr. James Edison specializes in the nexus between public and private, with expertise in public-private partnerships, and the benefits of economic development to municipalities and state, provincial, regional, and national governments. He possesses deep expertise in land use economics, with a specialty in finance and implementation, including fiscal impact and the public and private financing of infrastructure and development projects, both in the U.S. and internationally.

Mr. Edison’s public-sector experience includes local and regional economic impact studies; fiscal impact evaluations; new government formation strategies; and the creation of impact fees, assessments, and special taxes to fund infrastructure and public facilities. As a former bond attorney, Mr. Edison understands the legal underpinnings and technical requirements of public financing instruments and has advised both public and private clients on the use of individual instruments, and the interaction between those instruments and the needs of developers and project finance.

Related Experience
▪ City of Pismo Beach, CA – Development Impact
Fee Study
▪ City of Carpinteria, CA - – Development Impact Fee
Study
▪ City of Alameda, CA – Development Impact Fee
Update
▪ City of Oroville, CA – Impact Fee Study Update
▪ City of Santa Clara, CA – Parks Fee Update
▪ County of San Diego, CA – Park Impact Fee
Update
▪ County of Riverside, CA – Comprehensive Impact Fee
Update
▪ City of Morgan Hill, CA – Development Impact Fee Update ▪ City of Murrieta, CA– Development Impact Fee Update
▪ City of Fremont, CA – Comprehensive Impact Fee Update ▪ City of Goose Creek, SC – Development Impact Fee
Study
▪ County of Stanislaus, CA – Impact Fee Study Update
Carlos Villarreal, MPP
Financial Analyst – Development Impact Fee Study
Mr. Carlos Villarreal is proposed to serve in the role of financial analyst for the Development Impact Fee Study due to his experience documenting nexus findings for development impact fees, preparing capital improvement plans, facilitating stakeholder involvement, and analyzing the economic impacts of fee programs. He has supported adoption of fee programs funding a variety of facility types, including, but not limited to transportation, parks, library, fire, law enforcement and utilities.

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 6 City of Arroyo Grande, California
Experience
Experience and Expertise
Willdan has provided Development Impact Fee, User Fee, and Cost Allocation Plan services to municipal clients for over 20 years; and has prepared comprehensive impact fee studies, user fee studies, as well as cost allocation plans, and OMB compliant cost allocation plans for clients throughout California, and the United States. Since 1998, we have developed the expertise to successfully integrate this service into the Financial Consulting Services group’s primary functions.

Willdan’s Financial Consulting Services staff has assisted well over 100 California government agencies with the development and/or update of all fee types. Each project has required defensible documentation and thorough coordination of fee program changes for different agency departments and stakeholders within the business community. In some cases, Willdan has been required to negotiate fees with stakeholders and, on occasion, defend them in meetings and public forums.

We are particularly strong in advising our clients on the advantages and disadvantages of different fee schedule structures (citywide versus multiple-fee districts/zones; more versus fewer land-use categories; etc.) and methods of fee calculation that are based on the City’s and stakeholder priorities and applicable regulations that comply with Proposition 26 and Proposition 218.

Our record of success within the industry provides assurance of the professionalism and capability we will bring to this engagement. A team composed of project managers and analysts develop and/or, update user fee studies, cost allocation plans and development impact fees. Willdan has extensive experience with the range of fees charged in the region and the state, and the typical pros, cons, and challenges of each, both in implementation and management. Willdan will be bring its expertise to the City’s process of considering financial, practical and policy issues in deciding on its future fee program.

Firm Distinctiveness
Willdan is the only firm providing these types of consulting services that also have a long history of providing contract staff support to public agencies for the delivery of municipal services. We are uniquely qualified to conduct the City of Arroyo Grande study.

Staff Continuity
Mr. Fisher has been assigned to serve as the City’s representative; he has been selected for this role due to his extensive experience, which includes the preparation and supervision of numerous fee studies, as well as his experience presenting to governing bodies, stakeholders, and industry groups.

Project Dedication
Willdan’s Financial Consulting Services group is composed of a team of over 20 senior-level professional consultants. While each member of the project team currently has work in progress with other clients, the workload is at a manageable level with sufficient capacity to meet the needs of the City specific to the schedule and budget for this engagement.

It is important to note that
Mr. Fisher has been with Willdan for
over 22 years, ensuring the
City of Arroyo Grande of continuity and
dedication in staffing during the
completion of the project.

In the past five years Willdan has conducted
over 200 cost-of-services studies

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 7 City of Arroyo Grande, California
Similar Studies
Listed in the table below, is an abbreviated list of the public agencies in which similar services are currently in progress, or have been completed, in the previous five years by the project team included within this submission.

Similar Studies Experience
Agency Impact Fee Study User Fee Study Cost Allocation Plan City of Banning, CA ◆ ◆ ◆
City of Bellflower, CA ◆ ◆ ◆
City of Commerce City, CO ◆ ◆
City of Compton, CA ◆ ◆ ◆
City of Cudahy, CA ◆ ◆ ◆
City of El Monte, CA ◆ ◆ ◆
City of Fillmore, CA ◆ ◆ ◆
City of Galt, CA ◆ ◆
City of Gilroy, CA ◆ ◆ ◆
City of Hawthorne, CA ◆ ◆ ◆
City of Hollister, CA ◆ ◆
City of Irwindale, CA ◆ ◆ ◆
City of Laguna Hills, CA ◆ ◆ ◆
City of Lake Elsinore, CA ◆ ◆ ◆
City of Lomita, CA ◆ ◆ ◆
City of Murrieta, CA ◆ ◆ ◆
City of Oroville, CA ◆ ◆
City of Patterson, CA ◆ ◆ ◆
City of Petaluma, CA ◆ ◆ ◆
City of Pittsburg, CA ◆ ◆ ◆
City of Richmond, CA ◆ ◆ ◆
City of Rosemead, CA ◆ ◆ ◆
City of St. Helena, CA ◆ ◆ ◆
City of Salinas, CA ◆ ◆ ◆
City of San Bruno, CA ◆ ◆ ◆
City of San Fernando, CA ◆ ◆ ◆
City of San Jacinto, CA ◆ ◆ ◆
City of San Marcos, CA ◆ ◆
City of Twentynine Palms, CA ◆ ◆ ◆
City of Upland, CA ◆ ◆ ◆
County of San Benito, CA ◆ ◆
Town of Los Altos Hills, CA ◆ ◆ ◆

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 8 City of Arroyo Grande, California
Approach
Project Understanding
Willdan Financial Services (“Willdan”) is confident that we can meet the City of Arroyo Grande’s request for services for a Full Cost Analysis of User (“User Fee Study”), Development Impact Fee Services, and Cost Allocation Plan (“CAP”). The overall objective of this project will be to develop an updated schedule of User Fees that accounts for the true costs of providing those services, including overhead, and updated Development Impact Fees that reflect planned facilities and development in the City.

The end products will include user-friendly Excel-based models, which City staff will retain, and which can be easily updated to add or remove services and/or costs, update budgets in future years, determine the proper allocation of expenditures, and on-going full cost of services provided by the City.

Most importantly, we will ensure that the results and recommendations are clear and understandable, defensible, and easily implementable.

For these studies, we will meet directly with departmental representatives at the City at the beginning of the project, to discuss the approach and process for the studies. Discussions will include ways to combine tasks and efforts among the cost allocation plan and user fee study components to maximize efficiencies and ensure adherence to specified timelines.

A key building block of the calculation of updated fees is the development of defensible indirect overhead rates that reflect the cost of support services provided by the City’s central service departments to the operating groups that provide end-user services to the public and customers of the City.

The completion of a CAP is a key component and first step in the analysis necessary to calculate the cost of providing services. A well thought out CAP ensures that indirect costs associated with central overhead services, such as finance or city clerk, are appropriately allocated to operating departments, and ultimately included as a cost component of fees for services. We will work collaboratively with City staff to identify the overhead support services that are provided to operating departments in Arroyo Grande and develop a fair and defensible means of allocating these costs. Our unique model allows us to provide a CAP that will also be compliant with 2 CFR Part 200 Federal regulations related to cost reimbursement and grant funding, formerly known as OMB A-87 and 2 CFR Part 225 guidelines, which have now been superseded by the Omni Circular. The new circular did not completely overhaul the guidelines, and the intent is still the same, but it did add new limitations to consider and incorporate into a compliant CAP.

For the User Fee Study, we will work directly with personnel at the City who provide services and interact directly with residents and customers, to understand the personnel and procedures involved. By carefully examining these processes, we will be able to identify associated costs such as direct staff costs (salaries and benefits) and contract staff costs associated with personnel involved in the activities, and appropriate overhead allocations from both the department and city levels.

For the Development Impact Fee Study, Willdan will review the previous work prior to the kick-off meeting to determine what has changed in terms of facilities and needs for the fee categories. We will also communicate with the City in advance of the kickoff to determine whether there is any initial policy direction or guidance on new fees. We will update the demographics and present the City with the facilities list and discuss the current status for each fee type. We will work with the City to implement an impact fee program that ensures that new development pays its fair share of infrastructure while being mindful of the impact of fees on development.

For a successful and effective engagement, it is important to have a thorough understanding of specific City policies and objectives, the structure and organization of the City, and the relationships between the central and operating departments. We bring years of successful experience working directly with hundreds of cities throughout California. Willdan possesses the resources, practical experience, creative thinking, and collaborative consulting skills necessary to complete this important project. Key distinct advantages that Willdan brings to the City include the following:

On-site Data Gathering
Our experience has taught us that working together, via face-to-face discussions, is the most efficient and thorough way to ensure that results are accurate, and that studies are completed in a timely manner, which again, is critical in this proposed engagement.

Public Engagement
Our models and project approach are geared toward delivering our work on schedule and presenting our analysis results at public meetings and Council workshops. While we understand that the City Council and local business community may be generally supportive of increasing fees where necessary, it will be important to present recommendations to them in a way that clearly demonstrates the rationale and supporting analysis.

User-friendly Models and Reports
Willdan prides itself on creating user-friendly Excel-based models that the City can retain and conducting our analysis and developing the models collaboratively with City staff. With City staff’s immediate input and collaboration, Willdan will design extremely flexible, intuitive Excel-based models. In the future, as the City assumes new responsibilities, modifies existing processes, and/or eliminates unnecessary services or programs, the models will be capable of adding or deleting funds, objects, departments, programs, staff positions, and activities. Willdan understands that issues facing the City are unique; consequently, we design our models to match your immediate and desired needs to ensure that end-results exceed staff expectations rather than using an inflexible proprietary software. These models are then the City’s to retain, after our services are completed, and allows for the creation of revenue projections, highlighting potential new revenues, and levels of subsidy.

Rather than a costly and inflexible
proprietary software, which can
require expensive licensing fees,
Willdan builds models utilizing
Excel, from the ground up,
employing the City’s budget as
the gauge. This model, which is
then the City’s to retain, gives City
Staff the control to make on-thefly adjustments and updates.

The models will be
developed to allow the City
to run “what-if” scenarios
to address possible
changes in staffing levels,
working hours, etc.

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 9 City of Arroyo Grande, California
Project Methodologies
The following describes our proposed approach, and work plans to the fee study engagement for the City of Arroyo Grande.

Cost Allocation Plan Methodology
The purpose of this cost allocation plan engagement is to ensure that the City of Arroyo Grande is maximizing the recovery of indirect costs from identified operating departments, as well as enterprise and other chargeable funds and capital projects. Furthermore, a sound cost allocation plan is a foundational element of a user fee study, and the development of internal hourly rates, including CIP billing rates. We will work closely with staff in identifying the proper balance of allocation factors appropriate for the City.

To achieve the maximum cost recovery objective, the City must have a method of identifying and distributing administrative costs that is fair, comprehensive, well documented, and fully defensible. A cost allocation plan coupled with comprehensive overhead rates will enable the City to achieve this goal.

The allocation models utilize an iterative method which is the most accurate allocation methodology. Unlike a direct or “step-down” methodology, an iterative method uses the chosen distribution bases and allocates central service costs iteratively until all allocable costs have been distributed.

Using this method, the model can detail the allocation for each central function individually for complete transparency and accountability, while removing bias that might result from the order in which allocations occur in a step-down approach. A direct methodology is essentially a one-iteration methodology, while a step-down method is typically only two iterations and is less precise and unable to accurately track the allocations from start to finish.

Approach for Managing the Project
Willdan’s “hands-on” supervision of Cost Allocation Plan studies, include the following methods:
▪ Effective Project Management — Principal-in-Charge Chris Fisher will manage the entire project with an eye toward high responsiveness, while ensuring that all stakeholders are “on board” with the direction of the project, as well as with the final results. Mr. Fisher will ensure that regular status updates are provided to City staff, conference calls are scheduled, and that in-person meetings are conducted (as necessary). ▪ Adherence to Time Schedule — Willdan recognizes that the use of “timelines” is highly effective in meeting all required deadlines. To keep the project on schedule, there are several tasks that must be completed in a timely manner. Therefore, we will present a project timeline at the kickoff meeting that should be closely followed.

Approach in Communicating with the City
Willdan staff is accustomed to interfacing with local government councils, boards, staff, community organizations, and the public in general in a friendly and helpful manner; we are always mindful that we represent the public agency.

We are sensitive to the need of delivering a quality product, with the highest level of service and professionalism. Therefore, as the work on the project progresses, we understand that it will be necessary for our staff to work closely with you and City personnel. To accomplish this, we employ a variety of tools, including monitoring project status and budget costs; and ensuring effective communication through several options that are based on the City’s preferences.

Experience with Development Service Processes
A unique aspect of our firm is our relationship with our Engineering Division. For many agencies throughout California and other Western states, this division provides contracted services in planning, engineering, and building and safety. When conducting cost recovery studies, we regularly consult with our engineering and land-development staff of experts on development-related issues. By working with our planners, engineers, and building officials, we understand development-related agency service procedures and workflow functions, which often make the entire user fee study process smoother for your staff.

User Fee Study Methodology
To comprehensively update fees, the City should develop a comprehensive user fee schedule that accurately accounts for the true cost of providing services. Once the study is complete, the fee study model must be flexible so that the City can add, delete, and revise fees in the future. To meet this goal, we will bring our expertise and unique perspectives to your fee study by approaching the project with these three principles:
1) Defensibility
Our user fee projects have not been legally challenged since the inception of this practice area in our firm. We have accomplished this by closely working with legal counsel familiar with user fee studies, our engineering division and with agency staff. In this way, we can tailor the correct approach to ensure full cost recovery combined with a sound and reasonable basis for each user fee you implement.

While Proposition 218 does not directly apply to non-property-related fees, we employ principles from this important constitutional article to make certain that your user fee and rate schedule is developed with fairness, equity, and proportionate cost recovery principles in mind. With the addition of Proposition 26, Willdan will review each analyzed user fee for compliance and appropriateness to ensure continued defensibility. 2) Project and Staff Time
The City must have a sound and technically defensible fee schedule to ensure costs are appropriately recovered, as applicants approach the City for its services. Our standards and approaches serve to get to the issues of your fee study quickly.

Starting with the project kick-off, we will make certain that your staff understands the purpose and scope of the study and its corresponding on-site departmental interview. As Willdan is able to communicate directly with the service providers, this face-to-face interaction provides valuable time estimates.

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 10 City of Arroyo Grande, California
3) Responsiveness
We take great pride in providing responsive service to our client agencies. Frequent communication is critical to a successful user fee study experience.

We will provide a list of data requirements in advance of the project kick-off so that the introductory meeting can focus on the survey input process, answering questions, determining policy goals, and defining next steps in the project. We will follow up weekly with you at each step in the fee study process to make sure that staff “buys in” to the fee study approach and results.

Approach
Our approach to preparing the user fee study and documentation for Arroyo Grande includes:
▪ Close coordination with your staff to devise a consensus approach. Different programs and/or different service delivery methods will necessitate different approaches. We will discuss specific pros and cons with City staff as we determine which methods work best for each fee category; ▪ Strict adherence to key legal and policy issues with regard to user fees, including the percent of cost recovery that the City seeks to achieve. A user fee shall not be set higher than the reasonable cost of providing a fee-generating service. Our approach provides you with a fee schedule that achieves maximum legal cost recovery while ensuring that each fee is supported by technically defensible documentation; and ▪ Technical analysis necessary to ensure State compliance, and to anticipate and resolve potential policy issues using a combination of industry standards as well as City specific methods.

As described below, there are two basic approaches to calculating user fees:

Approach 1: Case Study Method
This is also sometimes referred to as a cost build-up approach. Using a time and materials approach, the “Case Study Method” examines the tasks, steps and City staff involved in providing a particular ‘unit’ of service, such as a permit review, and then uses that information to develop estimates of the actual labor and material costs associated with providing a unit of service to a single user. It is often used when a service is provided on a regular basis, and staff and other costs associated with the service can be segregated from available budget data.

A typical case study fee model should comprise the following three general cost layers:
1) Central Services Overhead: This category may involve such costs as labor, services, and supplies that benefit more than one department, division, or project. The exact benefits to specific areas are impossible to ascribe to a single activity.

Examples are purchasing, human resources, and liability insurance. As part of the user fee study, these costs are calculated in the overhead cost review.
2) Department Overhead: This category may include expenses related to such items as office supplies, outside consultants, and membership dues.

It may include management, supervision, and administrative support that are not provided to a direct fee-generating service. Typically, these items are charged, on an item-by-item basis, directly to the department, division, or project. 3) Personnel Costs: This category refers to direct salary and benefit costs of staff hours spent on providing a fee-generating service (e.g., on-site building inspector).

Approach 2: Average Cost Method
This is also sometimes referred to as a programmatic approach, because it looks at costs at a program level, and then allocates them to participants on an occurrence basis. By taking total service costs across a substantial sample period (a year) and dividing by the total number of service units delivered over that same period, costs per unit of service is estimated. This approach is useful when services or programs are provided in a more aggregate manner, where it might be difficult to identify a specific sequence of steps associated with one user or participant; or where it is not feasible to cost-effectively segregate costs associated with specific activities.

Development Impact Fee Study Methodology
The City desires to update impact fees to ensure a fair and reasonable fee structure, while meeting the requirements of the California Mitigation Fee Act (California Government Code 66000 to 66025). The resulting fees will fund new development’s share of planned facilities, while not overburdening development with unnecessary costs. Listed below are the development impact fees that are to be updated by this study. ▪ Traffic Signalization ▪ Transportation Facility Development ▪ Park Improvement ▪ Police Impact ▪ Drainage Facility ▪ Recreation Community Center ▪ Fire Impact ▪ Water Neutralization Project Objectives
The objective of this project is to establish/update development impact fees pursuant to State law. To accomplish this objective, this study will:
▪ Develop a technically defensible fee justification, based on the reasonable relationship and deferential review standards; ▪ Review and facility standards, capital facilities plans and costs, and development and growth assumptions; ▪ Provide a schedule of maximum-justified fees by land use category; and ▪ Provide comprehensive documentation of assumptions, methodologies, and results, including findings required by the Mitigation Fee Act.

Public Facilities Financing in California
The changing fiscal landscape in California during the past 40 years has steadily undercut the financial capacity of local governments to fund infrastructure. Four dominant trends stand out:

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 11 City of Arroyo Grande, California

1. The passage of a string of tax limitation measures starting with Proposition 13 in 1978 and continuing through the passage of Proposition 218 in 1996;

2. Declining popular support for bond measures to finance infrastructure for the next generation of residents and businesses;

3. Steep reductions in Federal and State assistance; and

4. Permanent shifting by the State of local tax resources to the State General Fund to offset deficit spending brought on by recessions.

Faced with these trends, many cities and counties have had to adopt a policy of "growth pays its own way." This policy shifts the burden of funding infrastructure expansion from existing rate and taxpayers onto new development. This funding shift has been accomplished primarily through the imposition of assessments, special taxes, and development impact fees, also known as public facilities fees. Assessments and special taxes require approval of property owners or registered voters and are appropriate when the funded facilities are directly related to the developing property.

Development impact fees, on the other hand, are an appropriate funding source for facilities that benefit development jurisdiction-wide. Development fees need only a majority vote of the legislative body for adoption.

Summary of Approach
Willdan’s methodology for calculating public facilities fees is both simple and flexible. Simplicity is important so that the development community and the public can easily understand the justification for the fee program. At the same time, we use our expertise to reasonably ensure that the program is technically defensible.

Flexibility is important, so we can tailor our approach to the available data, and the agency’s policy objectives. Our understanding of the technical standards established by statutes and case law suggests that a range of approaches are technically defensible. Consequently, we can address policy objectives related to the fee program, such as economic development and affordable housing. Flexibility also enables us to avoid excessive engineering costs associated with detailed facility planning. We calculate the maximum justifiable impact fee and provide flexibility for the agency to adopt fees up to that amount.

Development impact fees are calculated to fund the cost of facilities required to accommodate growth. The four steps followed in an impact fee study include:
▪ Estimate existing development and future growth: Identify a base year for existing development and a growth forecast that reflects increased demand for public facilities;
▪ Identify facility standards: Determine the facility standards used to plan for new and expanded facilities; ▪ Determine facilities required to serve new development and their costs: Estimate the total amount and cost of planned facilities, and identify the share required to accommodate new development; and ▪ Calculate fee schedule: Allocate facilities costs per unit of new development to calculate the public facilities fee schedule.

We discuss key aspects of our approach to each of these steps in the subsections that follow.

Growth Projections
In most cases, we recommend use of long-range market-based projections of new development. By “long-range” we suggest 20 to 30 years to: capture the total demand often associated with major public facility investments; and support analysis of debt financing, if needed. In contrast to build out projections, market-based projections provide a more realistic estimate of development across all land uses. Build out projections typically overestimate commercial and industrial development because of the oversupply of these land uses relative to residential development.

Facility Standards
The key public policy issue in development impact fee studies is the identification of facility standards (second bullet above). Facility standards document a reasonable relationship between new development and the need for new facilities. Standards ensure that new development does not fund deficiencies associated with existing development.

Our approach recognizes three separate components of facility standards:
1) Demand standards determine the amount of facilities required to accommodate growth. Examples include park acres per thousand residents, square feet of library space per capita, or gallons of water per day. Demand standards may also reflect a level of service such as the vehicles-tocapacity (V/C) ratio used in traffic planning; 2) Design standards determine how a facility should be designed to meet expected demand, for example park improvement requirements and technology infrastructure for office space. Design standards are typically not explicitly evaluated as part of an impact fee analysis but can have a significant impact on the cost of facilities. Our approach incorporates current facility design standards into the fee program to reflect the increasing construction cost of public facilities; and
3) Cost standards are an alternate method for determining the amount of facilities required to accommodate growth based on facility costs per unit of demand. Cost standards are useful when demand standards were not explicitly developed for the facility planning process. Cost standards also enable different types of facilities to be analyzed based on a single measure (cost or value), useful when disparate facilities are funded by a single fee program. Examples include facility costs per capita, per vehicle trip, or cost per gallon of water per day.

Identifying New Development Facility Needs and Costs
We can take several different approaches to identify facility needs and costs to serve new development. Typically, this is a two-step process: 1) identify total facility needs; and 2) allocate to new development its fair share of those needs. Total facility needs are often identified through a master facility planning process that typically takes place concurrent with or prior to conducting the fee study. Engineered facility plans are particularly important in the areas of traffic, water, sewer, and storm drain due to the specialized technical analysis required to identify facility needs.

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 12 City of Arroyo Grande, California
There are three common methods for determining new development’s fair share of planned facilities costs: 1) the existing inventory method; 2) the planned facilities method; and 3) the system plan method. Often the method selected depends on the degree to which the community has engaged in comprehensive facility master planning to identify facility needs.

The formula used by each approach and the advantages and disadvantages of each method is summarized as follows:

Existing Inventory Method
The existing inventory method allocates costs based on the ratio of existing facilities to demand from existing development as follows:

Current Value of Existing Facilities = $/unit of demand Existing Development Demand
Under this method new development funds the expansion of facilities at the same standard currently serving existing development. By definition, the existing inventory method results in no facility deficiencies attributable to existing development. This method is often used when a long-range plan for new facilities is not available. Only the initial facilities to be funded with fees are identified in the fee study. Future facilities to serve growth are identified through an annual Capital Improvement Plan (CIP) and budget process, possibly after completion of a new facility master plan.

Planned Facilities Method
The planned facilities method allocates costs based on the ratio of planned facility costs to demand from new development as follows:

Cost of Planned Facilities = $/unit of demand
New Development Demand
This method is appropriate when specific planned facilities can be identified that only benefit new development. Examples include street improvements to avoid deficient levels of service or a sewer trunk line extension to a previously undeveloped area. This method is appropriate when planned facilities would not serve existing development. Under this method new development funds the expansion of facilities at the standards used for the master facility plan.

System Plan Method
This method calculates the fee based on the ratio of the value of existing facilities plus the cost of planned facilities divided by demand from existing plus new development:

Value of Existing Facilities + Cost of Planned Facilities = $/unit of demand Existing + New Development Demand
This method is useful when planned facilities need to be analyzed as part of a system that benefits both existing and new development. It is difficult, for example, to allocate a new fire station solely to new development when that station will operate as part of an integrated system of fire stations that work together to achieve the desired level of service. Police substations, civic centers, and regional parks are examples of similar facilities.

The system plan method ensures that new development does not pay for existing deficiencies. Often, facility standards based on policies such as those found in General Plans are higher than existing facility standards. This method enables the calculation of the existing deficiency required to bring existing development up to the policy-based standard. The local agency must secure non-fee funding for that portion of planned facilities, required to correct the deficiency, to ensure that new development receives the level of service funded by the impact fee.

Calculating the Fee Schedule
At its simplest, the fee schedule uses the cost per unit of demand discussed in the last subsection to generate the fee schedule. This unit cost is multiplied by the demand associated with a new development project to calculate the fee for that project. The fee schedule uses different demand measures by land use category to provide a reasonable relationship between the type of development and the amount of the fee. We are familiar with a wide range of methods for identifying appropriate land use categories and demand measures depending on the particular study.

Related Approach Issues
Funding and Financing Strategies
In our experience, one of the most common problems with impact fee programs and with many CIPs is that the program or plan is not financially constrained to anticipated revenues. The result is a “wish list” of projects that generate community expectations that often cannot be fulfilled. Our approach is to integrate the impact fee program into the local agency’s existing CIPs while encouraging those plans to be financially constrained to available resources. We clearly state the cost of correcting existing deficiencies, if any, to document the relationship between the fee program and the need for additional non-fee funding.

We can also address one of the most significant drawbacks of an impact fee program – the inability to support conventional public debt financing, so projects can be built before all fee revenues have been received. In collaboration with financial advisors and underwriters, we have developed specific underwriting criteria so that fees can be used to pay back borrowing if another source of credit exists. Typically, this approach involves the use of Certificates of Participation or revenue bonds that are calibrated so that they can be fully repaid using impact fee revenues.

Economic Development Concerns
The development community often is concerned that fees and other exactions will become too high for development to be financially feasible under current market conditions. Local agencies have several strategies to address this concern, including:
▪ Conducting an analysis of the total burden placed on development, by exactions, to see if feasibility may be compromised by the proposed fees;

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 13 City of Arroyo Grande, California
▪ Gathering similar data on the total fee burden imposed by neighboring or competing jurisdictions; ▪ Developing a plan for phasing in the fees over several years to enable the real estate market to adjust; ▪ Providing options for developers to finance impact fees through assessments and other types of financing districts; and ▪ Imposing less than the maximum justified fee.

If less than the maximum justified fee is imposed, we will work with staff to identify alternative revenues sources for the CIP. The CIP should remain financially feasible to maintain realistic expectations among developers, policymakers, and the public.

Stakeholder Participation
Stakeholder participation throughout the study supports a successful adoption process. Our approach is to create consensus first, around the need for facilities based on agreed upon facility standards. Second, we seek consensus around a feasible funding strategy for these needs, leading to an appropriate role for impact fees.

Gaining consensus among various groups requires a balanced discussion of both economic development and community service objectives. Often, our approach includes formation of an advisory committee to promote outreach to and input from the development community and other stakeholders.

We have extensive experience facilitating meetings to explain the program and gain input.

Program Implementation
Fee programs require a certain level of administrative support for successful implementation. Our final report will include recommendations for appropriate procedures, such as:
▪ Regularly updating development forecasts;
▪ Regularly updating fees for capital project cost inflation; ▪ Regularly updating capital facility needs based on changing demands; ▪ Developing procedures for developer credits and reimbursements; and ▪ Including an administrative charge in the fee program.

Scope of Work
Our proposed work plans, described in detail by task, are provided below. We explain how each task will be accomplished and identify associated meetings and deliverables. We want to ensure our scope provides quality and clarity and is responsive to the City’s needs and specific local circumstances. We will work in concert with the City to adjust scopes as needed during the course of the studies.

Full and OMB Compliant Cost Allocation Plan
This proposed scope of services addresses the completion of both the full and OMB compliant versions of the Cost Allocation Plan (CAP). We have noted where activities specific to the OMB compliant plan occur.

Task 1: Initial Document Request
Objective: Initial due diligence.

Description: Prior to the kick-off call, relevant documentation will be obtained and reviewed in order to enhance our understanding of the City’s current cost allocation plan and internal structure of the agency. A written request for specific data will be sent to the City. The data provided in this task will provide the building blocks for later model development.

Our request may include (but is not limited to):
▪ Detailed budget and accounting data;
▪ Data related to various allocation bases that may be
incorporated as part of the methodology, i.e., City Council agenda frequencies by department, AP/AR transactions by department, IT equipment distribution by department, etc.; ▪ Prior year’s financial data, salary, position, and
staffing data;
▪ Prior cost allocation plan and/or user fee
documentation and models; and
▪ Organizational structure.

Deliverables: Willdan: Submit information request to City.

City: Provide requested data to Willdan (prior to Task 2, Kick-off Call/Refine Scope). We will follow up with the City to confirm in writing the data that we have received, or which is still outstanding.

Task 2: Kick-off Conference Call / Refine Scope
Objective: Confirm project goals and objectives. Identify and discuss policy issues related to the study and determine appropriate fee categories.

Description: Willdan will identify and discuss policy issues typically raised in conjunction with these studies and address data gaps in order to gain a full understanding of the City’s goals for the cost allocation plan. We will establish effective lines of communication and processes for information gathering and review. We will also discuss costs that may not be allocable for OMB purposes, and the potential impact on the OMB version of the CAP.

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 14 City of Arroyo Grande, California
During this call, we will ask that the City assign a project manager to serve as its primary contact. The selected City project manager will ensure that available data is provided to Willdan in a timely manner, thereby maintaining adherence to the project’s schedule.

We will obtain and review the current cost allocation methodology and discuss with City staff. The objective of this review is to determine specific areas of focus as they relate to the City’s objectives, and to discuss and evaluate current and potential allocation factors.

Meetings: One (1) project kick-off conference call to initiate the project, discuss data needs and methodologies and to address policy issues.

We would propose to conduct the user fee study kick-off during this same call, to maximize efficiency and cost effectiveness of staff and Willdan time.

Deliverables: Willdan: If needed, a revised project scope and schedule.

City: Provide further data requirements and select / introduce City’s project manager.

Task 3: Gather Staffing Information and Develop Cost Allocation Plan Model Description: This task involves the gathering of specific information, directly from City staff, through interviews and discussion, related to the functions served by indirect staff and the departments served by their activities. This task also focuses on the development of, and/or adjustment of existing, allocation bases, and the development and testing of a model that will ultimately be used to calculate the proper cost allocations derived from data gathered in prior tasks.

The model will be developed to incorporate any recent changes in the provision of City services, identify the total cost of providing indirect overhead support services, fully allocate central service costs to operating groups such as Development Services, and will include provision for appropriate inflationary adjustments going forward.

The model will also be developed to allocate only those costs eligible under 2 CFR Part 200. This is accomplished by loading relevant data into the model, identifying which costs are not allocable under the OMB guidelines. The OMB Super Circular compliant model is valuable as the City may receive Federal or State grant funding that mandates compliance with Federal OMB regulations.

The model will include flexibility to add or delete support service and/or operating groups as changes occur and also the ability to adjust the model and the results annually for inflation, salary, and benefit increases, as well as contract rates.

We will utilize budget and organizational information, and other required information gathered from City staff to complete the work in this task. Specific discussions will be held to discuss allocation bases, services provided by indirect groups, how central overhead services are provided to and utilized by other departments, cost categories and allocation criteria, and how these will factor into the overall cost allocation methodology.

The model and methodology will produce indirect cost rates and overhead percentages. These rates will be used to develop the full hourly cost of City Staff and will be suitable for a variety of uses, including incorporation into the User Fee Study’s fully burdened personnel rates, billing to CIP projects, and in the OMB Super Circular compliant CAP, to Federal grants.

Meetings: Online meetings with staff to understand structure and operations as model and allocation bases are developed. Key staff will be interviewed to best understand central overhead staffing and functions and the departments served.

Deliverables: Willdan: One (1) user-friendly model in Microsoft Excel format that provides both a full cost allocation plan and an OMB Super Circular compliant cost allocation plan.

Task 4: Test and Review Cost Allocation Methodology
Objective: Test and review model and results with City.

Description: The draft cost allocation plan model will be reviewed with City staff, and adjusted as necessary, to ensure that preliminary allocations provide an accurate depiction of how the central overhead costs should be borne by the operating programs and funds.

Over the past several years, we have successfully integrated online meetings by using WebEx™ as an element to our approach.

This allows us to remotely guide staff through the model review and allows you the opportunity to interactively change inputs and test approaches.

Meetings: One (1) online meeting and demonstration with City Staff to review the model.

Deliverables: Willdan and City: Draft cost allocation plan model review.

Task 5: Prepare and Present Draft Report
Objective: Prepare the draft cost allocation report.

Description: This task involves the draft report preparation. The cost allocation plan’s background, model methodologies, and results will be discussed; calculations and supporting data will be presented textually and in easily understood tables and provided to the City.

Meetings: One (1) online meeting to present the draft report to City Staff.

Deliverables: Willdan: Draft report for City review and input.

City: Review of draft report, with comments, and edits.

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 15 City of Arroyo Grande, California
Task 6: Discuss and Revise Report
Objective: Review of draft report, cost distribution methods, and model.

Description: An in-depth review of the draft report and model will be conducted to arrive at an optimum allocation method for each expenditure type. Often, through the course of an engagement, comments usually revolve around issues of understandability; appropriate levels of enterprise funds’ cost recovery, etc.; ease of calculation; and overhead costs’ distribution methods.

Our reports are structured to include both the full and OMB compliant plan, but in the course of review if a separate report is desired for each or just one of the plans, they will be split.

Following a round of comments from City staff concerning the draft report, the final report will be prepared for presentation to the Council.

Meetings: One (1) conference call with City staff to review the report with changes and revisions.

Deliverables: Draft report, and revised draft/final report.

Task 7: Prepare and Present Final Report and Model
Objective: Prepare and present the final report to City Council. Educate City staff on the operation and use of the model for future modifications.

Description: This task is the culmination of the cost allocation plan project. Based on staff comments on the draft report, Willdan will prepare the final report for presentation to Finance Director, City Manager, City Staff and City Council.

Meetings: One (1) meeting with City Staff and City Council to present the final plan. This meeting would be held in conjunction with the presentation of the user fee study results.

We will also provide staff instruction on the operation and use of the model.

Deliverables: Willdan: Provide one (1) electronic PDF file copy of the final report, on USB, and models and five (5) bound copies to the City.

Using Microsoft Word and Excel, an updateable electronic copy of the study and models, as well as related schedules, will also be provided on CD/ROM.

Comprehensive Citywide User Fee Study
Task 1: Initial Document Request
Objective: Initial due diligence; obtain study-related data.

Description: Prior to the kick-off meeting, we will obtain and review relevant documentation to further enhance our understanding of the services, fees, and rates to be studied. A written request for data will be sent to the City. Please note that Time Survey data is not part of this request and will be gathered during the on-site interviews described in Task 5.

We will request information and documentation on current fees and fee programs, activity levels, and budget and staffing information (to the extent not already available) related specifically to programs and activities which have associated fees, and for which the City has this level of detail.

Deliverables: Willdan: Submit information request to City.

City: Provide requested data to Willdan (prior to Task 3, Kick-off Meeting/Refine Scope). As with the cost allocation plan, we will follow up with the City to confirm receipt of requested data and information and highlight data elements that are outstanding.

Task 2: Compile Inventory of Current and Potential Fees Objective: Willdan will identify a schedule of fees and methodology for calculating the fees.

Description: Based on the results of the initial document request and independent research, incorporate into our model the existing fees, provided by the City, to comprise the parameters of the fee study.

Meetings: It is possible that a conference call with the City may be necessary to discuss new fees to implement or existing fees that may no longer be required.

Deliverables: Willdan: One (1) draft list of current fees based on initial data provided (to be discussed and finalized during the kick-off call).

City: Review completed fee schedule with comments/revisions to be discussed during the kick-off meeting.

Task 3: Kick-off Conference Call / Refine Scope
Objective: Confirm goals and objectives for the User Fee Study. Identify and resolve policy issues typically raised by a User Fee Study, address gaps in data, and refine appropriate existing or new fee categories (based on Task 2).

Description: Verify our understanding of the City’s goals, the City’s cost-recovery policy for user fees, and to fill any gaps in data/information necessary for the project. It is important for the City and Willdan to identify and address any foreseeable problems and maintain open communication throughout the process.

During this call, we will ask that the City identify a project manager who will serve as the primary contact for the project. The project manager shall have responsibility for ensuring that all available data is provided in a timely manner, thereby maintaining adherence to the project’s schedule.

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Meetings: One (1) project kick-off call to initiate the entire project, discuss data needs, and address policy issues. This will be held in conjunction with the kick-off for the cost allocation plan. As mentioned in the cost allocation plan work plan, we suggest combining the kick-off calls to increase efficiency.

Deliverables: Willdan: 1) Revised project scope and schedule (if needed); and 2) brief summary of policy decisions (if needed).

City: 1) Provide further data needs; and 2) determine/introduce City’s project manager.

Task 4: Develop User Fee Model
Objective: Develop and test model.

Description: This task involves the development of the model ultimately used to calculate the fees, based on data and information gathered in previous tasks and in the Time Survey Interviews described in Task 5. To ensure that City policies are met through the imposition of the calculated fees, the model will be formatted to include appropriate costs.

Key model inputs will include staff and allocated overhead costs per position, and relevant budget data on salaries and benefits.

Most of this information will be developed during the cost allocation plan phase of this project and will be incorporated directly into the user fee model. We will request clarification and/or additional data if necessary.

The model will build upon the cost allocation plan results, to provide an allocation of administrative and overhead costs to fee related activities and departments providing services to customers, so that fees and billable rate schedules incorporate applicable costs. Furthermore, the fees and rates charged to customers will also reflect the cost of the services being provided, to the extent possible given policy and/or political considerations.

Deliverables: Willdan: One (1) user-friendly model in Microsoft Excel format, which, when finalized, City staff can use to calculate fee changes annually, or as often as deemed appropriate by the City Council.

Task 5: Time Survey Interviews and Information Gathering Objective: Meet with City staff to complete Time Surveys and understand service delivery processes.

Description: In order to assist staff with the completion of the survey worksheets, we will schedule one and a half (1.5) days of meetings with staff; however, the number of meetings needed may vary depending on the number of staff involved.

The Willdan Team will conduct interviews with supervisors/managers, as well as other staff, as deemed appropriate and/or necessary, from each organization involved in the user fee study to determine the average time required by City staff to provide each of the services for which a fee is collected.

The fee model is designed so that full cost recovery fees are calculated immediately upon input of staff time. These full costs are also compared to current cost recovery levels. This will allow Willdan and City staff to conclude with a final meeting to review the draft full cost recovery fees and adjust any times as necessary once all information has been compiled and input into the fee model.

We will schedule the interviews with staff to minimize any disruption to their normal workflow.

Meetings: One and a half business days of meetings/staff interviews. In light of ongoing public health mandates associated with COVID-19, we will discuss with the City whether these meetings need to be conducted via WebEx or Zoom. We have been using these tools during the course of the shutdowns and they have proven effective and successful.

Deliverables: Willdan and City: Time surveys and draft full cost recovery fees.

Task 6: Common Fees Comparison
Objective: Examine selected user fees charged by up to five (5) comparable cities in San Luis Obispo County, or jurisdictions that are similar to the City of Arroyo Grande.

Description: We will access and use our knowledge of other jurisdictions to benchmark the City’s five (5) most common fees or highest yielding fees with comparable jurisdictions agreed.

Fee schedules are rarely readily or directly comparable from agency to agency due to definitional and operational differences. For example, a grading permit in one jurisdiction may include the plan check service, while the same permit in another jurisdiction may not, resulting in similar sounding services with widely varying costs. For this reason, Willdan takes a selection of the City’s most commonly used and/or highest yielding fees.

The survey will contain the following, a comparison of common or similar fees and charges used by the City and other jurisdictions; current and proposed fees and charges unique to the City of Arroyo Grande; fees and charges used by other public entities not currently used in the City; and If possible, identify characteristics and processes unique to the City that account for significant variances in fees and charges used by other jurisdictions.

Deliverables: Willdan: Recommendations provided in Task 8 will incorporate the data gathered during our examination.

Task 7: Data Analysis and Final User Fee Schedule
Objective: Incorporate information obtained from on-site surveys to fully develop model.

Description: We will update the model, based on information received during the on-site surveys, to generate a comprehensive user fee schedule. In addition, it is very common that a supplemental data request may be necessary, based on new fees identified that the City is not currently collecting.

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Where appropriate, we will suggest and discuss with staff alternate approaches to existing fee programs (i.e., building fees) and suggest potential areas where fees could be collected where they are not currently. We will present the full cost recovery level for fees, both current and projected under the new calculated fees, and revenue projections, given certain assumptions about the levels of subsidy for different fees. Current levels of cost recovery will be compared to actual full costs calculated during the course of this study. Cost will be calculated at reasonable activity levels and include all appropriate direct and indirect costs and overhead.

We will review fee programs for compliance with Propositions 218 and 26 in developing the fee schedule, we will make recommendations for new fees where appropriate, based on our experience with other cities. Some areas for new fees may be due to changes in law (legalized cannabis), or for activities that the City finds itself performing regularly, but for which no fee is collected.

Where possible, we will incorporate discussion of the City’s economic development policies, and where these may intersect with fee programs, for instance setting fees in a manner that encourages certain activities.

The model will include provision for inflationary adjustments for appropriate costs, i.e., personnel and/or contractor rates associated with fee-based activities.

We will also evaluate deposit-based fees for recommended improvements, deposit levels, or other suitable structures.

The user fee data analysis and model development may take three (3) to four (4) weeks with frequent correspondence with City staff to discuss current cost recovery amounts, necessary to recover full cost and frequency activity.

Meetings: One (1) meeting, as necessary, to gather additional input, complete analysis and finalize fee schedule. Please see the note in Task 5 regarding in-person meetings.

Deliverables: Final user fee model for City Council presentation and discussion.

Task 8: Prepare and Present Draft Report
Objective: Prepare draft report.

Description: This task involves the preparation of the draft report that discusses the study’s background, the methodologies utilized in the study, and the results and presentation to various stakeholder groups. As noted below, meetings may occur during this or the next task as appropriate. The calculations used to generate the user fee study will be included textually, as well as in easy to understand tables. Individual fee summaries by department and a comprehensive fee schedule will be included. The draft report will include the following:
▪ Key results and findings;
▪ Basic descriptions of each service;
▪ Projections of potential fee revenue;
▪ Costs broken down graphically into indirect and direct components, with a graphic display of the level of cost recovery;
▪ Fee recommendations with associate levels of cost
recovery;
▪ The full cost of each service and current cost recovery levels; ▪ Assessment of reasonableness of each City’s costs;
▪ Review of reasonableness of current consultant cost structure (for Building Division services);
▪ As appropriate, recommend alternative methodologies for building permit fee calculation; and
▪ Summary and recommendations.

The objective of the report is to communicate the recommendation of appropriate fees, which include the appropriate subsidy percentage for those fees where full cost recovery may be unrealistic.

Meetings: One (1) conference call with City staff, to present draft results address questions and receive feedback.

Deliverables: Willdan: Draft report for City review and comment.

City: Review of draft report, with comments and edits.

Task 9: Revise Draft Report/Determine Cost Recovery Levels for Recommended Adoption Objective: Review of draft report and fee model.

Description: The goal of this task is to conduct an in-depth review of the draft report and model, incorporate feedback and changes as a result of previous discussions, and arrive at an optimum fee structure. Often through the course of an engagement, City staff will volunteer insightful likes and dislikes regarding the existing fee structure. We listen to this feedback carefully because your staff members know the community best. Comments usually revolve around issues of:
▪ Understandability;
▪ Fairness to applicants;
▪ Ease of calculation;
▪ Appropriate levels of cost recovery; and
▪ Full cost recovery hourly rates.

When adjusting fee recovery levels, we believe it is important to address these concerns.

Following one (1) round of comments and feedback from City staff on the draft report, we will prepare the final report for presentation to the City Council.

Meetings: One (1) online demonstration (WebEx) to review the report and model, with any revisions.

Deliverables: Draft report, revised draft /final report.

Task 10: Prepare and Present Final Report/Instruct Staff on Model Objective: Prepare and present final report to City Council. Instruct staff on the operation and use of the model for future modifications.

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 18 City of Arroyo Grande, California
Description: This task is the culmination of the entire project. Based on staff comments received regarding the draft report, we will prepare the final report for presentation.

Meetings: One (1) meeting with the City Council to present the results and adopt the updated fee schedule. One (1) meeting with City Staff to present findings, explain the approach and address questions. We will also provide staff instruction on the operation and use of the model on the same day, during regular business hours.

Deliverables: Provide one (1) electronic PDF file copy of the final report, on USB, and models and five (5) bound copies to the City. Using Microsoft Word and Excel, an updateable electronic copy of the study and models, as well as related schedules, will also be provided on CD/ROM.

Development Impact Fee Study
Willdan will work with the City to update its impact fees consistent with the Mitigation Fee Act and other relevant laws. Willdan. We want to ensure that our scope of services is responsive to the City’s needs and specific local circumstances. We will work with the City to revise our proposed scope based on input prior to approval of a contract, and as needed during the course of the study. The fee categories to be updated are as follows:
▪ Traffic Signalization ▪ Transportation Facility Development ▪ Park Improvement ▪ Police Impact ▪ Drainage Facility ▪ Recreation Community Center ▪ Fire Impact ▪ Water Neutralization Task 1: Identify and Resolve Policy Issues
Objective: Identify and resolve policy issues raised by the study.

Description: Review agency documents related to existing capital planning policies and funding programs including existing impact fees. Bring policy issues to City staff’s attention, as appropriate, during the project and seek guidance prior to proceeding. Potential policy issues include:
▪ Potential new impact fees for consideration
▪ Adequacy of General Plan and other public facility
planning policies (e.g., level of service standards);
impact fee ordinances and resolutions, and prior
nexus studies;
▪ Availability of existing public facility master plans and CIPs to identify needed facilities;
▪ Types of facilities to be funded by each fee;
▪ Land use categories for imposition of fees;
▪ Nexus approach to allocating cost burden among
land uses, including need for separate fee zones;
▪ Nexus approach to determining facility standards;
▪ Potential alternative funding sources, if needed;
▪ Funding existing deficiencies, if identified;
▪ Implementation concerns and strategies; and
▪ Compliance with recently implemented AB 602 including:
o Residential fee calculation basis (building square feet, bedrooms, or dwelling units);
o Inclusion of capital improvement program;
o Evaluation of assumptions from prior fee study; and
o Evaluation of fee revenue collected to date.

Deliverables: (1) Information requests; (2) revised project scope and schedule (if needed); and (3) brief summary of policy decisions (if needed).

Task 2: Identify Existing Development and Future Growth Objective: (1) Identify estimates of existing levels of development; and (2) identify a projection of future growth consistent with current planning policy.

Description: Identify base year for estimating existing levels of development and for calculating facility standards based on existing facility inventories (see Task 3). Include entitled development that would be exempt from fee program.

Consult with City staff to identify growth projections to a defined long-range planning horizon (10 to 30 years). Projections provide a basis for determining the facilities needed to accommodate growth (see Task 4). Consider projections from regional metropolitan planning agencies and other available sources - City staff to provide estimates and projections by zone if needed.

Develop approach for converting land use data to measure of facility demand. For example, identify population and employment density factors to convert population and employment estimates to dwelling units and building square footage. Select appropriate approach for each impact fee based on:
▪ Available local data on facility demand by land use category; ▪ Approaches used by other agencies; and
▪ Support for other agency policy objectives.

Changes to estimates and projections during subsequent tasks could cause unanticipated effort and require an amendment to the scope of services and budget. Obtain approval of estimates and projections from City staff prior to proceeding.

Task 3: Determine Facility Standards
Note: Conduct Tasks 3, 4, and 5 separately for each intended facility and fee type. Conduct tasks concurrently because of the effect of facility standards (Task 3), facility needs (Task 4), and alternative funding (Task 5) on the fee calculation.

Objective: Determine standards to identify facilities required to accommodate growth.

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Description: Identify and evaluate possible facility standards depending upon the facility type, current facility inventory data, and available facility planning documents. Consider use of: (1) adopted policy standards (e.g., General Plan, master facility plans); (2) standards derived from existing facility inventories; or (3) standards derived from a list of planned facility projects. City staff to provide policies, inventories, and project lists.

Task 4: Determine Facilities Needs and Costs
Objective: Identify the type, amount and cost of facilities required to accommodate growth and correct deficiencies, if any.

Description: Quantify total planned facilities based on growth projection from Task 2 and facility standards from Task 3. Express planned facilities in general quantities such as acres of parkland, or as a specific list of capital projects from a master facility plan.

Location of planned facilities may or may not be specified. If only a general description of planned facilities is available through the planning horizon, City staff to provide a list of specific capital projects for use of fee revenues during the short term (e.g., five years).

Distinguish between: (1) facilities needed to serve growth (that can be funded by impact fees); and (2) facilities needed to correct existing deficiencies (that cannot be funded by impact fees). Use one of three cost allocation methods (existing inventory, system plan, or planned facilities).

Gather planning-level data on new facilities costs based on lump sum project cost estimates, or unit costs and project quantities (acres, building square feet, lane miles, etc.). Consider recent City experience, local market data such as land transactions, and consultant team experience from prior projects. Inflate older cost estimates to base year using appropriate cost indices.

The revised facility costs will form the basis of the capital improvement program needed for compliance with AB 602.

This scope of work does not include additional engineering analysis to identify total facility needs, existing deficiencies, or cost estimates.

Task 5: Identify Funding and Financing Alternatives
Objective: Determine the extent of alternative (non-fee) funding available for new facilities.

Description: If impact fees are going to only partially fund a capital project, the Mitigation Fee Act requires the agency report on the anticipated source and timing of the additional funding every five years. There are two types of alternative funding sources that we will identify:

1. Funding from non-impact fee sources to correct existing deficiencies; and

2. Funding from new development other than impact fees that must be credited against new development’s impact fee contributions, possibly including taxes paid to finance facilities.

Identify anticipated alternative funding based on information from City staff or note that funds are still to be identified based on a list of probable funding alternatives. If fees will fund debt service include financing costs in the total cost of facilities.

Assume facilities to be funded predominantly on a pay-as-you-go basis. Scope does not include a cash flow analysis to analyze effect of timing of fee revenues on financing costs.

Task 6: Comparison
Objective: Provide a comparison of the current and proposed impact fees to those of comparable/surrounding jurisdictions.

Description: Willdan will compare a total of four comparable jurisdictions to be selected by the City.

Typically, Willdan prepares an analysis of fees charged to a series of prototype developments (such as residential, retail, etc.) in order to provide an “apples to apples” comparison, but the exact methodology will be set in consultation with the City. This comparison will be limited to four other jurisdictions.

Task 7: Calculate Fees and Prepare Report
Objective: Provide technically defensible fee report that comprehensively documents project assumptions, methodologies, and results.

Description: Generate fee schedule to apportion facility costs to individual development projects. Use facility costs per unit of demand multiplied by demand by land use category based on data developed in prior tasks.

Prepare draft report tables for City staff to review that document each step of the analysis, including schedule of maximum justified fees by facility type land use category.

Following one (1) round of comments from City staff on the quantitative analysis and fee schedules, prepare administrative draft report. Following one (1) round of comments on administrative draft, prepare public draft for presentation to interested parties, the public and elected officials. Prepare final report, if necessary, based on one (1) round of comments received on the public draft report. If requested, post report on our website for public access. Fees will be calculated for residential land uses in compliance with AB 602.

Provide legal counsel with copies of fee resolutions and ordinances used by other jurisdictions.

Deliverables: If necessary, we will provide up to five (5) bound copies of the draft report, one (1) unbound copy, one Microsoft Word copy; and up to five (5) bound copies of the final report, one (1) unbound copy, and one Microsoft Word copy.

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Task 8: Meetings
Objective: The project manager or other necessary Willdan staff will attend project meetings. A member of the Impact Fee project team will attend up to four meetings throughout the study of the City’s engagement. Phone conferences are not considered meetings for the purposes of this scope.

Optional: Optional stakeholder and Council meetings may be requested by the City. Attendance at additional on-site meetings or presentations will be $2,000 per meeting; attendance at additional remote meetings or presentations will be $1,000 per meeting.

City Staff Support
To complete our tasks, we will need the cooperation of City staff. We suggest that the City of Arroyo Grande assign a key individual to represent the City as the project manager who can function as our primary contact. We anticipate that the City’s project manager will:
1) Coordinate responses to requests for information;
2) Coordinate review of work products; and
3) Help resolve policy issues.

Willdan will endeavor to minimize the impact on City staff in the completion of this project. We will ask for responses to initial information requests in a timely manner.

Project Schedules
The schedules presented below are reasonable based on our experience, and we will work with City Staff to fine tune based on initial discussions. The schedules can only be met with the cooperation of City staff. Delays in responding to our requests for data and review will result in corresponding delays to the project schedule. If that is the case, we will notify the City immediately of the possible impact on the schedule.

Full & OMB Compliant Cost Allocation Plan
Scope of Services 6 13 20 27 4 11 18 25 1 8 15 22 29
Task 1: Initial Document Request z1
Task 2: Kick-off / Refine Scope (conference call)
Task 3: Gather Staffing Information and Develop Model (conference call) z3 Task 4: Test and Review Cost Allocation Methodology (conference call) z4 Task 5: Prepare and Present Draft Report (meeting) z5
Task 6: Discuss and Revise Report (conference call) z6
Task 7: Prepare and Present Final Report/Instruct Staff on Model (meeting) z7 Deliverables:
z1: Information Request z5: Draft Report
z2: Revised Project Scope and Schedule (if needed) z6: Revised Draft Report/Final Report z3: User-friendly Model in Microsoft Excel z7: Final Report – Hard and Electronic Copies z4: Draft Cost Allocation Plan Model Review
City of Arroyo Grande
Full Cost Allocation Plan
Project Schedule
June July August

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 21 City of Arroyo Grande, California
Comprehensive Citywide User Fee Study
Development Impact Fee Study
Scope of Services 6 13 20 27 4 11 18 25 1 8 15 22 29 5 12 19 26 3 10 17 24 31 Task 1: Initial Document Request z1
Task 2: Compile Inventory of Current and Potential Fees z2 Task 3: Kick-off / Refine Scope (web meeting/conference call) z3 Task 4: Develop User Fee Model z4
Task 5: Time Survey Interviews and Information Gathering (web meetings) z5 Task 6: Common Fees Comparison z6
Task 7: Data Analysis and Final User Fee Schedule (Web mtgs/conf calls) z7 Task 8: Prepare and Present Draft Report (conference call) z8 Task 9: Revise Draft Report/Determine Cost Recovery Levels (conference call) z9 Task 10: Prepare and Present Final Report/Instruct Staff on Model (web meeting) Deliverables:
z1: Information Request z6: Common Fee Comparison
z2: Draft List of Current Fees z7: Draft Fee and Rate Model Review z3: Revised Project Scope and Schedule (if needed) z8: Draft Report z4: User-friendly Model in Microsoft Excel z9: Revised Draft Report/Final Report z5: Time Surveys and Draft Full Cost Recovery Fees z10: Final Report – Hard and Electronic Copies z10
City of Arroyo Grande
Comprehensive User Fee Study
Project Schedule
June July August September October
Scope of Services 6 13 20 27 4 11 18 25 1 8 15 22 29 5 12 19 26 3 10 17 24 31 7 14 21 28 Task 1: Identify and Resolve Policy Issues z1
Task 2: Identify Existing Development and Future Growth z2 Task 3: Determine Facility Standards z3
Task 4: Determine Facilities Needs and Costs z4
Task 5: Identify Funding and Financing Alternatives
Task 6: Comparison
Task 7: Calculate Fees and Prepare Report z6
Task 8: Meetings z7
Deliverables:
z1: Information Request, Meeting Agenda, Revised Schedule, Summary of Policy Decisions z2: Development Growth Projections (table format) z5: Fee Comparison z3: Project List z6: Draft Fee Tables & Text
z4: Cost Estimates for Identified Facilities z7: Administrative/Public Draft Report(s), Final Nexus Report, Slide Presentation City of Arroyo Grande
Development Impact Fee Study
Project Schedule
June July August September October November

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 22 City of Arroyo Grande, California
References
Below are recent project descriptions, including client contact information, that are similar in nature to those requested by the City of Arroyo Grande engagement.

Combined Study
City of El Monte, CA
Full & OMB Compliant Cost Allocation Plan, Comprehensive User Fee Study and Development Impact Fee Study
Willdan completed a full cost allocation plan, OMB compliant cost allocation plan, comprehensive user fee study, along with a development impact fee study for the City of El Monte. The Willdan team worked with City staff to gather the necessary data to develop the cost allocation model. Our primary objective for the cost allocation study update was to ensure that general government costs are fairly and equitably allocated to appropriate programs and funds, based on tailored and well thought out allocation factors. The Cost Allocation Plan was also created to develop OMB compliant overhead allocations and indirect rates.

Willdan reviewed and analyzed existing user fee programs, and based upon conversations with staff, made suggestions, as necessary, for fees that may need to be added to the City’s fee schedule for which fees were not currently being charged. We developed a cost-of-service analysis and model that updated existing fees and incorporated new fees and used it to create an updated comprehensive fee schedule.

Willdan also prepared a facility rental fee analysis and filming fee study for the City.

Client Contact: Mr. Steven Wright, Consultant
11333 Valley Boulevard, El Monte, CA 91731
Tel #: (626) 826-4695 | Email: [email protected] User Fee Study
City of Pomona, CA
Master Fee Schedule Update and Development Impact Fee Review In 2020, Willdan was selected to prepare a Master Fee Schedule Update and Development Impact Fee Review for the City of Pomona. This project also included the establishment of a User Fee Cost Recovery Policy.

The user fee study portion of this engagement involved the development of a cost allocation plan and a review of existing user fee programs.

Based upon conversations with staff, recommendations were provided for fees that should be added to the City’s fee schedule that were not currently being charged. A cost-of-service analysis and model was developed that updated existing fees, as well as incorporated new ones, which was used to create an updated comprehensive fee schedule. Fees were successfully implemented in early 2021.

The impact fee study centered upon the review and update of the following fee categories: roadway facilities and traffic signals; storm drainage; public safety (fire and police); potable and recycled water; parks and recreation; and sewer. The community was particularly focused on updating the City’s park impact fees, which had not been updated since the late 1980s and did not adequately mitigate the demands of new development for parks. Willdan prepared the study and presented the results at several City Council workshops prior to a public hearing where the program was adopted in July 2021.

Client Contact: Mr. Andrew Mowbray, Finance Director
505 South Garey Avenue, Pomona, CA 91766
Tel #: (909) 620-2353 | Email: [email protected] Development Impact Fee
City of Pismo Beach, CA
Development Impact Fee Study
Willdan assisted the City of Pismo Beach with an update to their impact fee program. The program included the following facilities: police, fire protection, park and recreation improvements, water system improvements, wastewater, traffic, and general government/administrative facilities.

This project was warranted due to the amount of time that had elapsed since the prior update, coupled with the adoption of new and revised public facility master plans that complemented the updated impact fees.

Prior to fee program adoption, Willdan held a stakeholder meeting to inform the public about the project, and to solicit feedback from the development community.

Client Contact: Ms. Nadia Feeser, Administrative Services Director 760 Mattie Road, Pismo Beach, CA 93449
Tel #: (805) 773-7010 | Email: [email protected]

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 23 City of Arroyo Grande, California
Pricing
Not to Exceed Fee
Willdan Financial Services (“Willdan”) proposes a not-to-exceed fixed fee of $79,500 for the Full Cost Allocation Plan, Comprehensive Citywide User Fee Study and Development Impact Fee Study engagement.

Full and OMB Compliant Cost Allocation Plan
Willdan Financial Services proposes a not-to-exceed fixed fee of $9,805 for the Cost Allocation Plan.

Comprehensive Citywide User Fee Study
Willdan Financial Services proposes a not-to-exceed fixed fee of $23,845 for the Comprehensive Citywide User Fee Study.

C. Fisher
Principal-inCharge
T. Thrasher
Project Manager
P. Patel
Analytical
Support
R. Quaid
QA/Tech
Advisor Total
$ 250 $ 185 $ 125 $ 210 Hours Cost
Scope of Services
Task 1: Initial Document Request - 1.0 1.0 - 2.0 $ 310
Task 2: Kick-off /Refine Scope - 1.0 1.0 - 2.0 310
Task 3: Gather Staffing Information & Develop Cost Allocation Plan Model - 6.0 16.0 - 22.0 3,110 Task 4: Test and Review Cost Allocation Methodology - 4.0 8.0 - 12.0 1,740 Task 5: Prepare and Present Draft Report 1.0 3.0 8.0 1.0 13.0 2,015 Task 6: Discuss and Revise Report 1.0 2.0 4.0 1.0 8.0 1,330 Task 7: Prepare and Present Final Report/Instruct Staff on Model - 4.0 2.0 - 6.0 990 Total – Cost Allocation Plan 2.0 21.0 40.0 2.0 65.0 $ 9,805 City of Arroyo Grande
Full Cost Allocation Plan
Fee Proposal C. Fisher
Principal-inCharge
T. Thrasher
Tech Project
Manager
P. Patel
Analytical
Support
R. Quaid
QA/Tech
Advisor Total
$ 250 $ 185 $ 125 $ 210 Hours Cost
Scope of Services
Task 1: Initial Document Request - 1.0 1.0 - 2.0 $ 310
Task 2: Compile Inventory of Current and Potential Fees - 1.0 1.0 - 2.0 310 Task 3: Kick-off /Refine Scope - 1.0 1.0 - 2.0 310
Task 4: Develop User Fee Model, Incorporate Overhead 1.0 4.0 16.0 1.0 22.0 3,200 Task 5: Time Survey Interviews and Information Gathering - 16.0 16.0 - 32.0 4,960 Task 6: Common Fees Comparison - 2.0 12.0 - 14.0 1,870
Task 7: Data Analysis and Final Fee and Rate Schedule 1.0 12.0 32.0 1.0 46.0 6,680 Task 8: Prepare and Present Draft Report 1.0 3.0 12.0 1.0 17.0 2,515 Task 9: Revise Draft/Determine Cost Recovery Levels 1.0 4.0 10.0 1.0 16.0 2,450 Task 10: Prepare and Present Final Report/Train Staff on Model - 4.0 4.0 - 8.0 1,240 Total – User Fee Study 4.0 48.0 105.0 4.0 161.0 $ 23,845 City of Arroyo Grande
User Fee Study
Fee Proposal

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Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 24 City of Arroyo Grande, California
Development Impact Fee Study
Willdan Financial Services proposes a not-to-exceed fixed fee of $45,850 for the Development Impact Fee Study.

Development Impact Fee Notes:
▪ The fee denoted above includes attendance at up to four in-person meetings with City staff, stakeholders, and City Council. ▪ Attendance at more than four meetings will be billed at the per meeting fee. Attendance at additional on-site meetings or presentations will be $2,000 per meeting; attendance at additional remote meetings or presentations will be $1,000 per meeting. ▪ Comprehensive written responses to resolve conflicts or preparation of more than one set of major revisions to the draft report, will be classified as Additional Services, and may require additional billing at hourly rates stated in the hourly rate schedule listed below. These additional fees shall only take effect once the fixed fee stated above has been exceeded.

Fee Proposal Notes
▪ Our fee includes all direct expenses associated with the project. ▪ We will invoice the City monthly based on percentage of project completed. ▪ Additional services may be authorized by the City and will be billed at our then-current hourly overhead consulting rates. ▪ City shall reimburse Willdan for any costs Willdan incurs, including without limitation, copying costs, digitizing costs, travel expenses, employee time and attorneys' fees, to respond to the legal process of any governmental agency relating to City or relating to the project. Reimbursement shall be at Willdan 's rates in effect at the time of such response. ▪ The cost of preparing the fee study can be included in the resulting new fee schedule. Therefore, over time, the City can recover the initial outlay of funds that was required to complete the studies.
▪ Willdan will rely on the validity and accuracy of the City’s data and documentation to complete the analysis. Willdan will rely on the data as being accurate without performing an independent verification of accuracy and will not be responsible for any errors that result from inaccurate data provided by the client or a third party.

Additional Professional Services
Our current hourly rates are listed below.

J. Edison
Project Manager
C. Villarreal
Principal
Consultant Total
$ 240 $ 185 Hours Cost
Scope of Services
Task 1: Identify and Resolve Policy Issues 6.0 20.0 26.0 $ 5,140 Task 2: Identify Existing Development and Future Growth 6.0 22.0 28.0 5,510 Task 3: Determine Facility Standards 8.0 22.0 30.0 5,990 Task 4: Determine Facilities Needs and Costs 8.0 26.0 34.0 6,730 Task 5: Identify Funding and Financing Alternatives 8.0 24.0 32.0 6,360 Task 6: Comparison 8.0 22.0 30.0 5,990
Task 7: Calculate Fees and Prepare Report 6.0 20.0 26.0 5,140 Task 8: Meetings 10.0 14.0 24.0 4,990
Total – Development Impact Fee Study 60.0 170.0 230.0 $ 45,850 City of Arroyo Grande
Development Impact Fee Study
Fee Proposal
Willdan Hourly Rate Schedule
Position Team Member Hourly Rate
Group Manager Chris Fisher $250
Managing Principal James Edison $240
Principal Consultant Bob Quaid $210
Senior Project Manager Tony Thrasher &
Carlos Villarreal $185
Senior Analyst Priti Patel $125

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27368 Via Industria, Suite 200
Temecula, CA 92590-4856
951.587.3500 | 800.755.6864 | Fax: 951.587.3510
www.willdan.com

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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.

Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit requirements, shall provide coverage at least as broad as specified for the underlying coverages. Any such coverage provided under an umbrella liability policy shall include a drop down provision providing primary coverage above a maximum $25,000 self-insured retention for liability not covered by primary but covered by the umbrella. Coverage shall be provided on a “pay on behalf” basis, with defense costs payable in addition to policy limits.

Policy shall contain a provision obligating insurer at the time insured’s liability is determined, not requiring actual payment by the insured first. There shall be no cross liability exclusion precluding coverage for claims or suits by one insured against another.

Coverage shall be applicable to City for injury to employees of Consultant, subContractors or others involved in the Work. The scope of coverage provided is subject to approval of

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City following receipt of proof of insurance as required herein. Limits are subject to review but in no event less than $1,000,000 per occurrence.

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.

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

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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.

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

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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.

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.

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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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1 Item 8.d.

ACTION MINUTES

REGULAR MEETING OF THE CITY COUNCIL
June 28, 2022, 6:00 p.m.

Hybrid City Council Chamber/Virtual Zoom Meeting
215 East Branch Street, Arroyo Grande
Council Members Present: Mayor Ray Russom, Council Member Paulding, Council Member Storton
Staff Present: City Clerk Jessica Matson, City Attorney Timothy Carmel, Assistant City
Manager/Public Works Director Bill Robeson
Given the recent increase in COVID-19 cases in San Luis Obispo County, and in compliance with Assembly Bill (AB) 361, which allows for a deviation of teleconference rules required by the Ralph M.

Brown Act, this meeting was conducted in a hybrid in-person/virtual format. _____________________________________________________________________

1. CALL TO ORDER
Mayor Ray Russom called the Regular City Council Meeting to order at 6:01 p.m.

2. ROLL CALL
City Clerk Matson took roll call.

3. MOMENT OF REFLECTION

4. FLAG SALUTE
Richard Lesiewski, Friends of Arroyo Grande Library, led the flag salute.

5. AGENDA REVIEW

5.a. Closed Session Announcements
None.

5.b. Ordinances read in title only
Moved by Mayor Ray Russom
Seconded by Council Member Storton

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2 Item 8.d.

AYES (3): Mayor Ray Russom, Council Member Paulding, and Council Member Storton ABSENT (2): Mayor Pro Tem George, and Council Member Barneich Passed (3 to 0)

6. SPECIAL PRESENTATIONS

6.a. Update Regarding Countywide COVID-19 Efforts
Assistant City Manager/Public Works Director Robeson provided a brief update on COVID-19.

Mayor Ray Russom invited public comment. No public comments were received.

No action was taken on this item.

6.b. City Manager Communications
Assistant City Manager/Public Works Director Robeson provided information regarding the Summer Concert Series; the Harvest Festival which will be held September 23-24, 2022; Fireworks education and enforcement; and announced that the nomination period for the November 8, 2022 Election will open on July 18, 2022.

Mayor Ray Russom invited public comment. Speaking from the public was Patty Welsh. No further public comments were received.

No action was taken on this item.

6.c. Honorary Proclamation Declaring July 2022 as "Parks Make Life Better!" Month Mayor Ray Russom read the Honorary Proclamation Declaring July 2022 as "Parks Make Life Better!" Month. Bill Robeson, Assistant City Manager/Public Works Director, accepted the proclamation.

Mayor Ray Russom invited public comment. No public comments were received.

No action was taken on this item.

7. COMMUNITY COMMENTS AND SUGGESTIONS
Mayor Ray Russom invited public comment. One individual from the public spoke (no name provided).

No further public comments were received.

City Council directed staff to follow-up with the speaker regarding code enforcement action.

8. CONSENT AGENDA
Mayor Ray Russom asked the Council if there were any questions or any items to be pulled from the consent agenda for further discussion. There were none.

Mayor Ray Russom invited public comment. No public comments were received.

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3 Item 8.d.

Moved by Council Member Paulding
Seconded by Council Member Storton
Approve Consent Agenda Items 8.a. through 8.j., with the recommended courses of action. City Attorney Carmel read the full title of the Ordinance in Item 8.h.

AYES (3): Mayor Ray Russom, Council Member Paulding, and Council Member Storton ABSENT (2): Mayor Pro Tem George, and Council Member Barneich Passed (3 to 0)

8.a. Consideration of Cash Disbursement Ratification
Ratified the listing of cash disbursements for the period of May 16 through May 31, 2022.

8.b. Approval of Minutes
Approved the minutes of the Special and Regular City Council Meetings of June 14, 2022, as submitted.

8.c. Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the COVID-19 Pandemic and Authorizing the Continuance of Remote Teleconference Meetings of the Legislative Bodies Pursuant to Government Code Section 54953(e)(3)
Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ARROYO GRANDE DECLARING A CONTINUED LOCAL EMERGENCY RELATED TO THE CORONAVIRUS (COVID-19) PANDEMIC AND AUTHORIZING THE CONTINUANCE OF

REMOTE TELECONFERENCE MEETINGS OF THE LEGISLATIVE BODIES OF THE CITY OF ARROYO GRANDE PURSUANT TO GOVERNMENT CODE SECTION 54953(e)".

8.d. Consider Award of Construction Contract to Nu Line Technologies, LLC for the Wood Place, Farroll/Sandalwood, Sandalwood/Cameron, & Woodland Back Yards Sewer Lining Project, PW 2021-10
1) Awarded a base bid only construction contract for the Wood Place, Farroll Avenue/Sandalwood Avenue, Sandalwood Avenue/Cameron Court, & Woodland Drive Back Yards Sewer Lining Project to Nu Line Technologies in the amount of $132,270; 2) Authorized the City Manager to approve change orders for 15% of the contract amount, $19,840, for unanticipated costs/construction contingencies during the construction phase of the project (construction costs = $132,270 + $19,840 = $152,110 + construction management and design and survey costs = $25,332 +$13,968 = $39,300. Total project costs = $191,410).

8.e. Consider Approval of Construction Plans & Specifications for the Oak Park Drainage Repairs Project, PW 2020-04
1) Approved the construction plans and specifications for the Oak Park Drainage Repairs Project, PW 2020-04; 2) Found that the project is categorically exempt from the California

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4 Item 8.d.

Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301(b); 3) Directed the City Clerk to file a Notice of Exemption; and 4) Authorized staff to advertise for construction bids.

8.f. Monthly Water Supply and Demand Update
Received and filed the monthly Water Supply and Demand Report.

8.g. Consideration of Resolution Approving Temporary Use Permit 22-007; Authorization for Sale of Beer and Wine at the 2022 Heritage Square Park Summer Concert Series and Application Fee Waiver; Location – Heritage Square Park; Applicant – Arroyo Grande Rotary
Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE APPROVING TEMPORARY USE PERMIT NO.22-007 AND A WAIVER OF FEES; AUTHORIZATION FOR THE SALE OF BEER AND WINE AT THE 2022 HERITAGE SQUARE PARK SUMMER CONCERT SERIES; APPLIED FOR BY THE ARROYO GRANDE ROTARY CLUB"; and approving the request for an application fee waiver.

8.h. Consideration of Adoption of an Ordinance Amending Title 16 of the Arroyo Grande Municipal Code to Implement Senate Bill 9
Adopted an Ordinance entitled: "AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE AMENDING TITLE 16 OF THE ARROYO GRANDE MUNICIPAL CODE AND ADDING SECTIONS 16.32.060 AND 16.20.180 PERTAINING TO REGULATIONS FOR

TWO-UNIT RESIDENTIAL DEVELOPMENT WITHIN SINGLE-FAMILY RESIDENTIAL ZONES AND TO PARCEL MAPS FOR URBAN LOT SPLITS TO COMPLY WITH SENATE BILL 9 (SB 9), CALIFORNIA GOVERNMENT CODE SECTIONS 65852.21 AND 66411.7 (DEVELOPMENT CODE AMENDMENT 2-1-002)".

8.i. Consider a Resolution Ordering the Summary Vacation of Public Right of Way & the Reservation of a Public Sewer Easement for the Creekside Project: Final Map 3086 by DB&M Properties, LLC; Amended PUD 18-001 and VTTM 04-004 Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ARROYO GRANDE ORDERING THE SUMMARY VACATION OF PORTIONS OF LE POINT

STREET AND CROWN TERRACE AND THE RESERVATION OF A PUBLIC SEWER EASEMENT".

8.j. Consideration of a Resolution Authorizing the Community Development Director to Execute any Agreements for the Use of Grant Funds for the Sustainable Transportation Planning Grant Regarding Preparation of the Active Transportation Plan Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ARROYO GRANDE AUTHORIZING THE COMMUNITY DEVELOPMENT DIRECTOR TO

EXECUTE ANY NECESSARY AGREEMENTS FOR THE USE OF GRANT FUNDS FOR THE

SUSTAINABLE TRANSPORTATION PLANNING GRANT REGARDING PREPARATION OF THE ACTIVE TRANSPORTATION PLAN".

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5 Item 8.d.

9. PUBLIC HEARINGS
None.

10. OLD BUSINESS
None.

11. NEW BUSINESS
None.

12. CITY COUNCIL REPORTS
The City Council provided brief reports from the following committee, commission, board, or other subcommittee meetings that they attended as the City’s appointed representative.

12.a. MAYOR RAY RUSSOM:

1. California Joint Powers Insurance Authority (CJPIA)

2. South San Luis Obispo County Sanitation District (SSLOCSD)

3. Tourism Business Improvement District Advisory Board

4. Mayor's Meeting

12.b. COUNCIL MEMBER PAULDING:

1. Air Pollution Control District (APCD)

2. Brisco/Halcyon Interchange Subcommittee

3. Council of Governments/Regional Transit Authority/ South County Transit (SLOCOG/SLORTA/SCT)

4. REACH SLO Advisory Commission

5. Other

12.c. COUNCIL MEMBER STORTON:

1. Brisco/Halcyon Interchange Subcommittee

2. Five Cities Fire Authority (FCFA)

3. Integrated Waste Management Authority Board (IWMA)

4. South County Chambers of Commerce Governmental Affairs Committee

5. Other

13. COUNCIL COMMUNICATIONS
Mayor Ray Russom wished everyone a Happy 4th of July.

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6 Item 8.d.

14. CLOSED SESSION
None.

15. ADJOURNMENT
There being no further business to come before the City Council, Mayor Ray Russom adjourned the meeting at 6:34 p.m.
_________________________
Caren Ray Russom, Mayor
ATTEST:
_________________________
Jessica Matson, City Clerk

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Item 8.e.

MEMORANDUM
TO: City Council
FROM: Whitney McDonald, City Manager
Timothy J. Carmel, City Attorney
SUBJECT: Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the COVID-19 Pandemic and Authorizing the Continuance of Remote Teleconference Meetings of the Legislative Bodies Pursuant to Government Code Section 54953(e)(3) DATE: July 26, 2022
SUMMARY OF ACTION:

Adoption of the Resolution will continue the declared local emergency related to the COVID-19 pandemic and will also enable the City to continue to comply with the requirements of legislation, AB 361, to authorize the continued use of teleconferencing for meetings of the City’s legislative bodies.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

There are no direct fiscal impacts related to the proposed action; however, adoption of the Resolution will facilitate the ability for the City to request resources including financial support and reimbursement from the State Office of Emergency Services and the Federal Emergency Management Agency for costs incurred in preparation and/or response to the COVID-19 pandemic.

RECOMMENDATION:

BACKGROUND:

As the City Council is aware, in accordance with Section 8.12.060 of the Arroyo Grande Municipal Code, the former City Manager, in his capacity as the Director of Emergency Services, proclaimed a local emergency on March 16, 2020, regarding the COVID-19 pandemic. The City Council ratified the proclamation at its regular meeting on March 24, 2020, and adopted resolutions declaring a continued local emergency since that time as the pandemic has persisted.

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Item 8.e.

City Council
Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the COVID-19 Pandemic and Authorizing the Continuance of Remote Teleconference Meetings of the Legislative Bodies Pursuant to Government Code Section 54953(e)(3)
July 26, 2022

Page 2 ends

In addition, AB 361 amended Government Code Section 54953, adding a new subsection (e) that permits legislative bodies, when there is a proclaimed State of Emergency declared by the Governor pursuant to Government Code Section 8625, to make a determination to authorize meeting remotely via teleconferencing as a result of the emergency. To do so, a resolution would need to be adopted in which the legislative body finds that meeting in person would present imminent risks to the health or safety of attendees, or that State or local officials have imposed or recommended measures to promote social distancing.

The City Council first adopted a Resolution making findings in accordance with AB 361 and Government Code Section 54953(e) at its September 28, 2021 meeting. The Resolution is valid for thirty (30) days after teleconferencing for the first time under the new regulations. If the State of Emergency remains active after that 30 day period, the local agency may act to renew its resolution authorizing remote teleconferenced meetings by passing another resolution which includes findings that the State of Emergency declaration remains active, the local agency has reconsidered the circumstances of the State of Emergency, and the local agency has either identified: A) ongoing, direct impacts to the ability to meet safely in-person, or B) active social distancing measures as directed by relevant State or local officials.

In the past, the City has adopted separate resolutions related to the continuing emergency declaration and the continuance of remote teleconference meetings pursuant to Government Code Section 54953(e)(3). Staff has combined the two items into one resolution to eliminate the need for separate agenda items.

ANALYSIS OF ISSUES:

Arroyo Grande Municipal Code Section 8.12.065(C) provides that the City Council is to “Review the need for a continuing emergency declaration at regularly scheduled meetings at least every twenty-one (21) days until the emergency is terminated.” Accordingly, the City Council has adopted the appropriate Resolutions declaring a continued local emergency related to the COVID-19 pandemic within the required 21-day time period since the ratification of the proclamation at its March 24, 2020 meeting.

This item is being presented to the City Council to satisfy the requirements of Section

8.12.065(C) given the ongoing State of Emergency proclaimed by the Governor, the ongoing public health orders issued by the State, and the ongoing work required of City staff to respond to the pandemic and these proclamations and orders. In addition, the Resolution will allow the City to continue conducting its public meetings via teleconference. The Resolution includes continued findings based upon a determination that, as a result of the proclaimed State of Emergency in California due to the COVID-19 pandemic and its continued spread in San Luis Obispo County and Arroyo Grande

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Item 8.e.

Page 3 ends

through the Omicron, BA2 and other variants of SARS-CoV-2, which are far more transmissible than prior variants of the virus and, as even fully vaccinated individuals can spread the virus to others, holding meetings in person would present imminent risks to the health or safety of attendees.

While the Resolution provides authority for the City to continue conducting public meetings remotely for the next thirty (30) days, the City has also determined to resume meetings in-person prior to the expiration of that thirty-day period, and conducted the City Council meetings beginning on March 8, 2022, as in-person meetings at Council Chambers while also retaining an option for the public, staff, and consultants to participate via Zoom. It is recommended that the proposed Resolution be adopted to continue to provide flexibility for future meetings of the City Council and its advisory bodies in the event that guidance from the State or County Health Officers changes within the next thirty (30) days. This flexibility will also allow members of the City Council or advisory bodies to attend meetings remotely if they also desire or if they are required to quarantine due to exposure to COVID-19.

Based upon the foregoing, it is recommended that the City Council adopt the Resolution declaring the need to continue the emergency declaration and also authorizing the continuance of remote teleconference meetings pursuant to Government Code Section 54953(e)(3).

ALTERNATIVES:

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

1. Adopt the Resolution declaring the need to continue the declared local emergency and authorizing the continuance of remote teleconference meetings;

2. Do not adopt the Resolution; or

3. Provide other direction to staff.

ADVANTAGES:

Adoption of the Resolution will satisfy the requirement of the Arroyo Grande Municipal Code regarding the periodic review of the declared local emergency related to the COVID19 pandemic. It will also satisfy the requirements of Government Code Section 54953(e)(3) and allow the City to safely continue carrying out its business in a manner that will minimize the risk of contracting COVID-19 for everyone involved.

DISADVANTAGES:

No disadvantages have been identified to adopting the Resolution.

ENVIRONMENTAL REVIEW:

No environmental review is required for this item.

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Item 8.e.

Page 4 ends

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. Proposed Resolution

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ATTACHMENT 1
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ARROYO GRANDE DECLARING A CONTINUED LOCAL
EMERGENCY RELATED TO THE CORONAVIRUS (COVID19) PANDEMIC AND AUTHORIZING THE CONTINUANCE

OF REMOTE TELECONFERENCE MEETINGS OF THE

LEGISLATIVE BODIES OF THE CITY OF ARROYO

GRANDE PURSUANT TO GOVERNMENT CODE SECTION
54953(e)
WHEREAS, in accordance with Section 8.12.060 of the Arroyo Grande Municipal Code, the former City Manager, in his capacity as the Director of Emergency Services proclaimed a local emergency on March 17, 2020, regarding the COVID-19 pandemic; and
WHEREAS, the City Council ratified the emergency proclamation through adoption of Resolution No. 4974 at its regular meeting on March 24, 2020; and WHEREAS, Arroyo Grande Municipal Code Section 8.12.065(C) provides that the City Council is to review the need for a continuing emergency declaration at regularly scheduled meetings at least every twenty-one (21) days until the emergency is terminated; and
WHEREAS, the City Council has adopted Resolutions declaring a continued local emergency related to the coronavirus (COVID-19) pandemic on April 14, April 28, May 12, May 26, June 9, June 23, July 14, August 11, August 25, September 8, September 22, October 13, October 27, November 10, November 24, December 8, 2020, January 12, January 26, February 9; February 23; March 9, March 23, April 13, April 27, May 11, May 25, June 8, June 22, July 27, August 10, August 24, September 14, September 28, October 12, October 26, November 9, November 23, December 14, 2021, January 11, January 25, February 8, February 22, March 8, March 22, April 12, April 26, May 10, May 24, June 14, and June 28, 2022; and
WHEREAS, the Secretary of Health and Human Services Director issued a Determination that a Public Health Emergency Exists and has existed as of January 27, 2020; and WHEREAS, the President of the United States declared a State of National Emergency; the Governor of the State of California has proclaimed a State of Emergency for the State of California and issued Executive Orders and direction regarding measures to mitigate the spread of cases of COVID-19 within the State of California and all recitals set forth therein, are included as though fully set forth herein; and WHEREAS, subsequently, in March 2020, in response to the COVID-19 pandemic, Governor Newsom issued Executive Orders N-25-20 and N-29-20. These orders suspended certain elements of the Brown Act and specifically allowed for legislative

Page 98 of 208 ends

RESOLUTION NO.

PAGE 2
bodies as defined by the Brown Act to hold their meetings entirely electronically with no physical meeting place. On June 11, 2021, Governor Newsom issued Executive Order N08-21 which provided that the provisions in Executive Order N-29-20 suspending certain elements of the Brown Act would continue to apply through September 30, 2021; and WHEREAS, on September 16, 2021 Governor Newsom signed AB 361, which added subsection (e) to Government Code section 54953 of the Brown Act, and makes provision for remote teleconferencing participation in meetings by members of a legislative body, without compliance with the requirements of Government Code section 54953(b)(3), subject to the existence of certain conditions; and
WHEREAS, a required condition of AB 361 is that a state of emergency is declared by the Governor pursuant to Government Code section 8625, proclaiming the existence of conditions of disaster or of extreme peril to the safety of persons and property within the State caused by conditions as described in Government Code section 8558; and WHEREAS, the City Council has adopted a Resolution making findings in accordance with AB 361 and Government Code Section 54953(e) authorizing remote teleconference meetings on September 28, October 26, November 23, and December 14, 2021, and on January 25, February 22, March 22, April 12, May 10, June 14, and June 28, 2022; and WHEREAS, the COVID-19 pandemic continues to spread rapidly worldwide and in the U.S., continuing to present an immediate and significant risk to public health and safety, and resulting in serious illness or death to vulnerable populations, including the elderly and those with underlying health conditions.

NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Arroyo Grande that:

1. All recitals set forth above, are true, correct and incorporated herein.

2. A local emergency is declared to continue to exist throughout the City of Arroyo Grande, and the City has been undertaking, and will continue through termination of this emergency to undertake necessary measures and incur necessary costs, which are directly related to the prevention of the spread of COVID-19 and are taken in furtherance of: the Secretary of Health and Human Services’ determination that a public health emergency has existed since January 27, 2020; the Governor’s Proclamation of a State of Emergency on March 4, 2020; the President of the United States’ Declaration of a National Emergency on March 13, 2020 and the City Director of Emergency Services’ Proclamation of Local Emergency on March 17, 2020; and related orders and directives.

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RESOLUTION NO.

PAGE 3

3. In accordance with the requirements of Government Code Section 54953(e)(3), the City Council of the City of Arroyo Grande hereby finds and determines that it has reconsidered the circumstances of the State of Emergency and that the State of Emergency continues to exist and to directly impact the ability to meet safely in person due to the COVID-19 pandemic, and its continued spread in San Luis Obispo County and Arroyo Grande through the Omicron,BA2 and other variants of SARS-CoV-2, which are far more transmissible than prior variants of the virus, and can be spread to others even by fully vaccinated individuals, and therefore holding meetings in person would present imminent risks to the health or safety of attendees.

4. The City Manager and legislative bodies of the City of Arroyo Grande are hereby authorized and directed to take all actions necessary to carry out the intent and purpose of this Resolution including, continuing to conduct open and public remote teleconferencing meetings in accordance with the requirements of Government Code section 54953(e) and other applicable provisions of the Brown Act.

5. This Resolution shall take effect immediately upon its adoption and shall be effective for thirty (30) days after its adoption, subject to being extended for an additional 30 day period by the City Council’s adoption of a subsequent resolution in accordance with Government Code section 54953(e)(3) to further extend the time during which the legislative bodies of the City of Arroyo may continue to teleconference without compliance with paragraph (3) of subdivision (b) of Government Code section 54953.

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

AYES:

NOES:

ABSENT:

The foregoing Resolution was approved this 26
th day of July, 2022.

Page 100 of 208 ends

RESOLUTION NO.

PAGE 4

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 101 of 208 ends

Item 8.f.

MEMORANDUM
TO: City Council
FROM: Whitney McDonald, City Manager
BY: Sarah Lansburgh, Deputy City Clerk
SUBJECT: Consideration of Appointment to the Arroyo Grande Tourism Business Improvement Advisory Board
DATE: July 26, 2022
SUMMARY OF ACTION:

Appointment of Jeannie Miranda to the Arroyo Grande Tourism Business Improvement District (AGTBID) Advisory Board consistent with the recommendation of the South County Chambers of Commerce (Chamber).

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

There is no financial or staffing impact from the recommended action.

RECOMMENDATION:

Appoint Jeannie Miranda to the Arroyo Grande Tourism Business Improvement District Advisory Board.

BACKGROUND:

The AGTBID Advisory Board was formed in 2013 to provide revenue to defray the costs of services, activities and programs to market and promote lodging businesses in the City through the promotion of scenic, recreational, cultural and other attractions.

The AGTBID Advisory Board is responsible for advising the City Council in the administration and use of the assessment funds and to support the efforts of the City’s consultants to promote tourism to directly benefit the City’s lodging industry. At its inception, the AGTBID Advisory Board consisted of three (3) members from the lodging industry. On February 13, 2018, the Council approved an amendment to the AGTBID Bylaws amending the AGTBID Board membership to a minimum of three (3) but not more than nine (9) members, 2/3rds of which shall be owners of lodging businesses within the AGTBID or others with knowledge of tourism and/or the lodging industry.

Page 102 of 208 ends

Item 8.f.

City Council
Consideration of Appointment to the Arroyo Grande Tourism Business Improvement Advisory Board
July 26, 2022

Page 2 ends

ANALYSIS OF ISSUES:

In the event of a vacancy on the Advisory Board, applications may be submitted to the City Clerk’s office. The Clerk’s office forwards the applications to the Chamber for consideration and possible recommendation for appointment by the City Council.

Applications not recommended for appointment remain active for two years and possible consideration in the future as recommended by the Chamber in accordance with the City Council Handbook.

There are currently four members on the AGTBID Advisory Board. Two active applications are currently on file for appointment to the AGTBID Advisory Board. The Chamber has reviewed the applications and recommend appointment of one of the applicants, Jeannie Miranda. Ms. Miranda’s application is provided in Attachment 1 and the Chamber’s letter of recommendation is provided in Attachment 2. Ms. Miranda owned and operated an event center in Santa Maria for twenty years, is currently a landlord, and studied Public Services Management at Redlands University. Ms. Miranda is active in the community, serving as the President of the Village Homes Home Owners Association, as well as being a founding member of Hats for Hope.

ALTERNATIVES:

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

1. Appoint Jeannie Miranda to the AGTBID Advisory Board consistent with the recommendation of the Chamber;

2. Do not appoint Jeannie Miranda to the AGTBID Advisory Board; or

3. Provide other direction to staff.

ADVANTAGES:

The appointment will fill a vacancy on the AGTBID Advisory Board.

DISADVANTAGES:

No disadvantages have been identified regarding this item.

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. Application – J. Miranda

2. Letter of Recommendation – J. Miranda

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/
CITY OF ARROYO GRANDE . "List of Citizens to Serve"
300 East Brarich Street
Arroyo Grande, CA 93420

RECEIVED
JUN l3.2022 .

CITY CLERK'S OFFICE

CITY OF ARROYO GRANDE
Application to Board, Committee, or Commission
PLEASE PLA<:E A CHECK MARK NEXT TO THE BOARD/COMMITTEE/COMMISSl()N FOR WHICH YOU WOULD UKE TO APPLY (You may make more than one selection): · ' · Planning Commission ·
.:X:)ourism Business Improvement Dist.rict Advisory Board _Downtown Parking Advisory Board
_Architectural Review Committee
_Spec:ial committees/ subcommittees
************************************************************************************ Date of ApplicationH~2,I') 1 '20 22---
Name N rR.Wi5t-1::- \ ·JsA:P r9 (E Last First ·
Home Address 7/Am,ya ??ran~ 'I24Zb
Home,or Cell Phone , Bµsiness Phone __ .......__·--------- E-mail address (Optional)
Do you reside within the ty limits of Arroyo Grande? Yes · · No ___ _ Are you a registered voter? Yes · · X · No · · · .
1 ,1"' /! · . ·
Occupation l<f:bted : 2}QC,f@ it )Dtb~7/Ei re n+ q&\-ktownef la/1\ol. {od · Employer ..-- f5e,ff . · . · · · . · .._ . · · · . .

Education Indilde ~~?"al or vocational llcen5e!; or .certfficates) BA TulJ{t e,"erv {Ce uwrn t:

Community i~volvement (List organization memberships and.committee assi ..........,,.,..,,e
<
1/...f-""~-"""""'\-~-=!-1=-::;...,,;;,.~""1"-~r'-'-.....a.~-=e..:;;..._ ____ --::::-_........, ......... ~"""+r,f-Y,l,o':-"--'" ........... ..._..~V' Rev 01/19/2022
ATTACHMENT 1

Page 104 of 208 ends

{PLEASE COMPLETE THE REVERSE SIDE OF THIS FORM)
What do you see as the objectives and goals of tile advisory board, committee or commission for which you I"' ,. .. ,. applVing?....A~~'a.,J..',;:/f.~~_£.::L!::::'.....LJ:..!.J:::j~~~a.:.~w.-4!&:.~¢.--I.~~.L!:.&d~~!.....i.~--- . .

Please list three (3) Arro references. PLEASE · TAIN PERMISS AL EFORE LISTING THEM AS A REFERENCE.
~AR.aJ.1JeEI(_} ,JG.

Name: RocJeJf:loaLFutn, Address:,~/L- Phone:

U6'5St C-k >J lC-HoL-'S
Name: Pri~ c..euA:c2:S Address: Phone:
of. KA.e.Lf\J Voo t,.I Cb
Name:j3tG UtrLA$G,D~ddress: Phone:
. Current meeting schedules are indicated below:

Planning Commission, 1st and 3rd Tuesday of each month, 6:00 p.m.

Downtown Parking Advisory Board, meets as needed
Architectural Review Committee, 1st Monday at 2:30 p.m. and 3rd Monday at 2:30 p.m. each month Tourism Business Improvement District (TBID) Advisory Board, last Monday of the month at 3:30 p.m. in January, February, April, June, August, and October
Are you willing to commit to the time necessary to fulfill the obligations of an appointment to a Board, Committee or Commission? Yes X No __
I hereby declare that the foregoing information is true and complete to the best of my knowledge and belief.

No · to A licants:

1. Applicants appointed by the City Council are required to take an Oath of Office.

2. State law and the City's Conflict of Interest Code requires that Board Members, Committee Members, and Commissioners file Statements of Economic Interests (Form 700) upon assuming office, annually, and upon leaving an appointed office (e.g. sources of income, loans, gifts, investments, interests in real 'property within the City).

3. This application is a matter of public record and portions thereof are subject to disclosure pursuant to the California Public Records Act.

4. Applications will remain active and on file for one (1) year. -·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·- Please return completed Application to:

CITY CLERK'S OFFICE
300 East Branch Street
Arroyo Grande CA 93420
Rev 01/19/2022

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Arroyo Grande City CouncilJuly 26, 2022

Arroyo Grande City Council
July 26, 2022