Agenda packet — Arroyo Grande City Council, June 13, 2023 (part 3 of 4)

CITY OF ARROYO GRANDE | PROFESSIONAL CONSULTANT SERVICES FOR THE DEVELOPMENT OF A CITY-WIDE ACTIVE TRANSPORTATION PLAN | 33 7 | Proposal Submittal Forms
City of Arroyo Grande
Request for Qualifications and Proposal
Professional Consultant Services for City-Wide Active Transportation Plan CDD Project Number 22-009
Reference No. 2
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip
Code
Date of Services
Contract Amount
Description of Services
Project Outcome
Local Government Commission
Lare Bloodworth
916-448-1198 ext. 302 [email protected]
980 9th St., Suite 1700
Sacramento, CA 95814
Start: 2/2022 - Ongoing
$102,990
This June Lake Active Transportation Plan for the Mono County Local Transportation Commission resulted in the development of a combination of multi-use paths and bike lanes along State Route 158.

Priority areas were identified for pedestrian and bicycle improvements to major destinations along the June Lake Loop. Pedestrian and bicycle improvements, non-infrastructure programs, established priority corridor segment details and cost estimates for future implementation projects were included as part of the plan. Special emphasis was placed on connections to businesses and between June Lake Beach and Silver Lake, with June Lake Village, the highest priority.

A multi-day charrette that included walk audits, stakeholder meetings, a community workshop and two pop-up workshops were well attended and allowed residents and visitors a chance to provide input. Online surveys were also available to provide additional input. Community engagement focused on efforts to engage residents who can’t afford a car or are not able to drive, i.e. children, seniors and low-income residents.

The plan assessed the feasibility of a multi-use trail where possible to provide a separated facility for bicycle and pedestrian use. Enhanced pedestrian crossings were recommended at specific locations where safety was a concern. The project addressed the issues mentioned through public input that was supported by residents, Mono County staff and Caltrans.

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CITY OF ARROYO GRANDE | PROFESSIONAL CONSULTANT SERVICES FOR THE DEVELOPMENT OF A CITY-WIDE ACTIVE TRANSPORTATION PLAN | 34 7 | Proposal Submittal Forms
City of Arroyo Grande
Request for Qualifications and Proposal
Professional Consultant Services for City-Wide Active Transportation Plan CDD Project Number 22-009
Reference No. 3
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip
Code
Date of Services
Contract Amount
Description of Services
Project Outcome
City of Santa Ana
Zed Kekula
714-647-5606 [email protected]
20 Civic Center Plaza
Santa Ana, CA 92702
2015 - 2019 (ATP) Multiple Projects
$447,389 (Multiple Projects)
(Three Projects) The Downtown Complete Streets study area focused on the connections between the Regional Transportation Center (SARTC) and Downtown.

KTUA continued the planning effort for Central Santa Ana Complete Streets and created StoryMaps to keep residents informed and to address technical topics. The city identified five existing corridors for the study with the goal of adding connections between them and adding new corridors for a complete network. The eleven recommended corridors were selected based on public input, as well as in-depth analysis of land use and activity centers; existing and proposed bike and pedestrian facilities; street classifications; average daily trips; transit routes; and bike and pedestrian collisions.

The recommended projects from the two Complete Streets plans served as the basis for grant funding applications. As a result, the city has obtained more than $20M in grants to prepare engineering and implementation plans.

The goal of the Santa Ana Active Transportation Plan was to create a walkable, bikeable, livable and vibrant city.

The objectives of the plan were to: improve multi-modal safety and accessibility for all users; foster livable and healthy communities and promote social equity; provide balance for a complete multi-modal system; and create grant ready project fact sheets to enable the city to obtain design and implementation funding.

Awards: 2019 APA OC Transportation Planning Merit Award, 2019 SCAG Sustainability Award, Active, Healthy and Safe Communities, Central Santa Ana Complete Streets | 2016 APA Orange County Transportation and Best Practices Awards, and 2015 ULI Orange County Sustainability Award, Downtown Santa Ana Complete Streets Plan

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CITY OF ARROYO GRANDE | PROFESSIONAL CONSULTANT SERVICES FOR THE DEVELOPMENT OF A CITY-WIDE ACTIVE TRANSPORTATION PLAN | 35 7 | Proposal Submittal Forms
City of Arroyo Grande
Request for Qualifications and Proposal
Professional Consultant Services for City-Wide Active Transportation Plan CDD Project Number 22-009
Reference No. 4
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip
Code
Date of Services
Contract Amount
Description of Services
Project Outcome
County of Santa Barbara
Mark Friedlander
805-568-3576 [email protected]
123 East Anapamu Street
Santa Barbara, CA 93101
2021 - 2022
$38,000
The Santa Maria River Levee Trail Study is a comprehensive feasibility study that explores the constraints or obstacles to developing the envisioned bike and pedestrian trail. In collaboration with the County of Santa Barbara, KTUA led the community/public outreach and visualization for a proposed six-mile trail along the Santa Maria River Levee. The trail is intended to connect the communities of Santa Maria and Guadalupe and is part of a larger trail segment that further connects to the beach. KTUA worked closely with the adjacent agricultural landowners, operators and growers, and various stakeholders including SLOCOG, SCAG, the County of SLO, and several others. KTUA also worked closely with the communities and hosted various workshops, pop-up events, and other interactive outreach methods through the school districts and other community organizations.

To help assist in understanding the project, KTUA developed a series of static renderings along with an animation of the key trail features.

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CITY OF ARROYO GRANDE | PROFESSIONAL CONSULTANT SERVICES FOR THE DEVELOPMENT OF A CITY-WIDE ACTIVE TRANSPORTATION PLAN | 36 7 | Proposal Submittal Forms
City of Arroyo Grande
Request for Qualifications and Proposal
Professional Consultant Services for City-Wide Active Transportation Plan CDD Project Number 22-009
Reference No. 5
Customer Name
Contact Individual
Telephone & Email
Street Address
City, State, Zip
Code
Date of Services
Contract Amount
Description of Services
Project Outcome
City of Goleta
James Winslow (now with Itak in Portland, OR)
503-415-2351 [email protected]
(City of Goleta) 130 Cremona Drive, Suite B
Goleta, CA 93117
2016-2018
$149,951
The City of Goleta Bicyce and Pedestrian Master Plan project tasks were designed to determine where there were bicycle network and sidewalk gaps and other potential existing facility needs. Because most improvements would be at specific locations, knowledgeable citizen input helped determine which locations to address. Having the community help pinpoint issues and gaps was crucial, making robust community outreach very important to the project success.

Project Outcome: To ensure community participation, KTUA worked with the City to develop resources including regular email press releases through the City’s Monarch Press online newsletter, online and paper surveys, an online comment map and “pop-up” workshops instead of conventional public meetings. “Pop-up” workshops were conducted as part of the annual Goleta Lemon Festival and at a farmers’ market. This format allowed the team to introduce the project to the public in a casual setting and quickly get input from many people. In addition, the team distributed postcards directing people to the online survey and comment map, and urged them to watch the Monarch Press for upcoming project announcements. The team’s diverse outreach toolkit was instrumental in addressing the City’s concern with thorough community outreach. The City of Goleta’s regular updating and close cooperation with the team’s outreach efforts resulted in an unprecedented response. Over 1,600 people completed the online survey and contributed to the online comment map.

Using the GIS-based comment map’s geo-referenced citizen input, KTUA developed a “heat map” highlighting the locations that received the most comments. The top 30 locations were further analyzed and compiled into a list of locations with specific recommended improvements. With such a robust response rate, the City can use the comment analysis and resulting recommended project list to prioritize improvements for future grant applications.

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EDUCATION
B.A., Geography, California State
University, Sacramento, 1998

REGISTRATIONS
ITE Professional Transportation Planner
LEED Green Associate
2006 GISP, GIS Certification
Institute #53646
League of American Bicyclists League
Certified Instructor #2005

AFFILIATIONS
Association of Pedestrian and Bicycle
Professionals, Student Outreach Chair,
San Diego Chapter
Rails to Trails Enhanced Bicycle
Facilities Document Peer Review
Mira Mesa Planning Group: Transportation Subcommittee Chair AWARDS
2022 APA San Diego Award of Merit,
Transportation Planning, Imperial County Transportation Commission Regional Active Transportation Plan
2020 ASLA San Diego Award of Merit;
2019 APA California, Comprehensive
Plan Small Jurisdiction; 2019 APA Inland
Empire Comprehensive Plan Small
Jurisdiction, Award of Excellence, San
Jacinto Trails Master Plan
2019 APA Inland Empire Comprehensive Plan - Large Jurisdiction, Riverside Transit Agency First & Last Mile Mobility
Plan, Award of Excellence
2019 APA San Diego Achievement
Award, Vista Townsite Dr. Corridor Plan
2019 SCAG Sustainability Award for
Active, Healthy and Safe Communities; and 2019 APA OC Transportation Planning Merit Award: City of Santa Ana
- Central Complete Streets Plan
2019 APA Central Coast Award of Merit,
Paso Robles Bicycle Master Plan
2017 APA Inland Empire Honor Award,
Temecula Multi-Use Trails and Bicycle
Master Plan Update
Joe Punsalan is a principal and senior transportation planner at KTUA. Joe manages large-scale active transportation planning projects such as complete street plans and corridor studies, active transportation plans, first/last mile connectivity, etc. He is responsible for scope development, data analysis, public engagement and facilitation of walk and roll audits and demonstration projects, report writing, grant writing and reporting, and staff and consultant team management. He has a background in GIS for mapping, research and analysis, and uses a simplified approach to displaying complex methodologies. As an avid cyclist, Joe understands the roadway conditions and obstacles that face cyclists and pedestrians. Utilizing his first-hand knowledge, he applies federal, state, and regional standards to address these challenges and increase user safety.

CITY OF ATASCADERO EL CAMINO REAL DOWNTOWN TRAFFIC CALMING AND CORRIDOR PLAN Team leader in charge of conceptual designs, report development, city council presentation and subconsultant management. Facilitated workshops and city council presentations and regular status meetings. Assisted in developing traffic calming and placemaking concepts for review and community outreach.

CITY OF SANTA ANA ACTIVE TRANSPORTATION PLAN
Project manager in charge of organizing and overseeing all tasks for the project.

Scheduled, facilitated, and presented at all workshops and advisory group meetings. Coordinated outreach efforts, existing conditions, community engagement, project development, cost estimation, and document production. Assisted in project identification, prioritization, and design; and Story Map development. Coordinated team efforts on 35 priority project cutsheet assignments, design, and review.

COUNTY OF SANTA BARBARA SANTA MARIA RIVER LEVEE TRAIL STUDY Principal planner overseeing the community/public outreach, in collaboration with the County of Santa Barbara, and visualizations for a proposed six-mile trail along the Santa Maria Levee. KTUA will be developing a series of static renderings along with an animation of the key trail features.

COUNTY OF SANTA BARBARA SANTA YNEZ TRAIL ALIGNMENT STUDY Principal planner. KTUA developed a trail suitability model that incorporates environmental and biological constraints in conjunction with origin, destination, and routing input from the project Technical Advisory Committee. Final trail routing and braiding, user-types, and cost-estimates will be determined for seven trail alternatives with site input from the team biologist, including a trail alternative in Caltrans right-of-way.

CITY OF PASO ROBLES BICYCLE AND PEDESTRIAN MASTER PLAN
Project manager responsible for task assignments and budgeting for a project with a seven-month schedule. Additional duties included outreach coordination, stakeholder meetings, workshop coordination and facilitation, and data collection. Assisted in developing a bicycle-pedestrian propensity model for identifying hot spots for pedestrian improvements and overall project prioritization. Developed criteria for bicycle and pedestrian facility assessment, project and program development.

JUNE LAKE LOOP ACTIVE TRANSPORTATION PLAN, MONO COUNTY
Principal-In-Charge of overall project oversight, quality control and fiscal administration. Assisted with multi-day charrette facilitation, organization, and scheduling.

Worked with LTC staff and Caltrans on State Route 158 recommendations, project and program development. Assisted with document production, QA/QC, and presentations to local officials.

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EDUCATION
Bachelor of Landscape Architecture,
Cal Poly, San Luis Obispo

REGISTRATIONS
2014, LEED Green Associate

AFFILIATIONS
American Society of Landscape
Architects
Association of Pedestrian and Bicycle
Professionals

SPECIAL SKILLS
Spanish Fluency
AWARDS
2022 APA Inland Empire Award of 2022
APA San Diego Award of Merit, Transportation Planning, Imperial County Transportation Commission Regional
Active Transportation Plan
2020 APA Inland Empire, Comprehensive Plan- Large Jurisdiction, Prado Regional Park Master Plan
2020 Circulate San Diego Healthy
Community Award; APA San Diego
Transportation Planning Award of Merit;
City of National City INTRA-Connect Plan
2020 ASLA San Diego Award of Merit;
2019 APA California, Comprehensive
Plan Small Jurisdiction; 2019 APA Inland
Empire Comprehensive Plan Small
Jurisdiction, Award of Excellence, San
Jacinto Trails Master Plan
2019 APA Central Coast; 2018 APWA-California Central Coast Project of the Year, Special Studies Under
$2M Category; Goleta BMP Award of
Excellence
2019 APA Central Coast-Paso Robles
BMP Award of Merit
2019 SCAG Sustainability Award for
Active, Healthy and Safe Communities; and 2019 APA OC Transportation Planning Merit Award: City of Santa Ana
- Central Complete Streets Plan
Jacob Leon is a senior associate planner and outreach facilitator at KTUA. His project responsibilities entail network and facility design, public outreach, technical drafting, and 3D modeling. He is an integral member of KTUA’s tactical urbanism team, raising public awareness of the benefits of thoughtful urban design, safe pedestrian and bicycle accessibility, and green infrastructure. His strong background in 3D modeling and graphic design allows him to produce effective digital and printed media to help communicate design concepts. His experience in mobility planning projects include active transportation plans, complete streets plans, bicycle and pedestrian master plans. These projects entail network and facility design, public outreach, technical drafting, and 3D modeling. His experience in landscape architecture includes feasibility studies, site analysis, and park design. His passion for the outdoors and nature inspires him to advocate for holistic urban design.

CITY OF GOLETA BICYCLE AND PEDESTRIAN MASTER PLAN
Project manager/planner and outreach facilitator for improvements to the bike and pedestrian network in Goleta. Facilitated workshops and pop-up events at neighborhood meetings, community events, farmers markets and on the UCSB campus. Community input was crucial in identify network issues, gaps and other facility needs. Over 1,600 people completed the online survey and contributed to the online comment map.

CITY OF SANTA ANA ACTIVE TRANSPORTATION PLAN
Assistant project manager that supported all major tasks. Special focus on comprehensive community engagement strategies, events, and materials. Assisted the team with existing conditions analysis, project development, cost estimation, and document production. Helped identify project recommendations and assisted with the design and review of key priority projects.

IMPERIAL COUNTY ACTIVE TRANSPORTATION PLAN
Project manager. Responsible for day-to-day project communication needs between client and consultant team. Responsible for researching existing conditions, participating in community engagement events, and developing project recommendations for the final report. Moderated all internal and public meetings, monitored feedback collected through various engagement tools, and established project milestones to keep the project on schedule.

CITY OF ATASCADERO EL CAMINO REAL DOWNTOWN TRAFFIC CALMING AND CORRIDOR PLAN Senior planner/outreach facilitator. Assisted with the development of complete street, traffic calming, and placemaking concepts to improve multi-modal access throughout the project corridor. Assisted in planning necessary exhibits for community workshops.

COUNTY OF SANTA BARBARA SANTA MARIA LEVEE TRAIL STUDY
Senior planner/outreach coordinator. Assisted with the public engagement process and materials development for this trail study. Experience with active transportation, landscape architecture, and grant writing were utilized to develop exhibits that effectively communicate complex design ideas into friendly, easy-to-understand graphics. Experience in working with under-represented communities was also valuable for all public engagement tasks.

CITY OF PASO ROBLES BICYCLE AND PEDESTRIAN MASTER PLAN
Assistant project manager responsible for scheduling project meetings, coordinating community outreach events, Spanish translation and interpretation, project analysis, recommendations, and document design. Assisted in branding the project by creating attractive and unique logo and support graphics for flyers, postcards, and all digital and social media.

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EDUCATION
M.A. Geography, (Natural Resource
Management and Environmental Policy),
San Diego State University, 2015
B.A. Geography, (Geographic Information Systems), Minor, Environmental Law and Planning, UC Santa Barbara, 2008

REGISTRATIONS
2021 GISP, GIS Certification Institute
160988

AFFILIATIONS
Association of Environmental
Professionals (AEP)
Association of Pedestrian and Bicycle
Professionals
AWARDS
2022 APA San Diego Award of Merit,
Transportation Planning, Imperial County Transportation Commission Regional Active Transportation Plan
2022 APA Inland Empire Award of
Merit, Transportation Planning, Ontario
Recreation and Parks Master Plan
2020 APA Inland Empire, Comprehensive Plan- Large Jurisdiction, Prado Regional Park Master Plan
2020 Circulate San Diego Healthy
Community Award; APA San Diego
Transportation Planning Award of Merit;
City of National City INTRA-Connect Plan
As an associate, Alex Samarin provides technical oversight for GIS workflows, and guides GIS analysis for assessing the impact of planning projects. He has a broad range of experience applying GIS in utilities management, transportation planning, and environmental analysis. Alex is passionate about projects that provide mutually beneficial solutions to the human-environment relationship.

His previous work spanned regional transportation modeling, regional habitat connectivity, and utility network mapping.

SBCAG SANTA YNEZ TRAIL ALIGNMENT STUDY AND GRANT APPLICATION Project manager/grant writer for the Santa Ynez River Trail Alignment Grant Application, responsible for coordinating public outreach and GIS analysis for 2020 Santa Ynez River Trail Alignment Study and translating study results to Caltrans ATP Cycle 5 grant proposal. For the study, developed a trail suitability model that incorporates environmental and biological constraints in conjunction with origin, destination, and routing input from the project Technical Advisory Committee. The model was used in a least-cost trail routing algorithm run iteratively from multiple trail vertices to generate trail segment alternatives. Final trail routing and braiding, user-types, and cost-estimates will be determined for seven trail alternatives with site input from the team biologist, including a trail alternative in CalTrans right-of-way.

ISLA VISTA CLEAN MOBILITY PLAN
Project manager/GIS technical manager leading data collection effort to understand mobility infrastructure and barriers in Isla Vista using high-resolution aerial imagery; contributing to mobility survey development for distribution by IVCSD; conducting spatial analysis of modal networks and travel times to primary destinations; map production; and synthesis of travel mode and time data from UCSB and US Census sources.

JUNE LAKE LOOP ACTIVE TRANSPORTATION PLAN
GIS Manager, led the GIS processes for analysis and cartography, including mapping existing and missing mobility infrastructure, creating a pedestrian and bicyclist environmental quality index (PEQI/BEQI), and data-driven pages for map books and outreach material. Also assisted in presenting and engaging the public at outreach events such as walk audits, popup events, advisory group meetings, and public workshops.

UNIVERSITY OF CALIFORNIA SANTA BARBARA CAMPUS CIRCULATION MASTER PLAN As a UCSB alumni, Alex brought an informed and passionate perspective to the UC Santa Barbara Circulation Master Plan project. Responsible for creating a novel network analysis method – called the Normalized Difference Accessibility Index (NDAI) – to describe the limited accessibility among all buildings on campus via walking and biking within the 10- and 15-minute class passing periods. Conducted a bike parking analysis for new development on campus to consider a balance among a range of bike racks types and capacities.

ADDITIONAL EXPERIENCE
• Big Pine Paiute Clean Mobility Needs Assessment
• City of Irvine Active Transportation Plan
• OCTA Active Transportation Plan

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EDUCATION
M.S. Civil Engineering, Northeastern
University, Boston, MA, 2013
B.S. Civil Engineering, Santa Clara University, Santa Clara, CA, 1996

REGISTRATIONS
Professional Transportation Operations
Engineer, 2013, TPCB (National) #3429
Professional Engineer, State of
Washington #41149, 2004

AFFILIATIONS
National Committee of Uniform Traffic
Control Devices (NCUTCD), Bicycle
Technical Committee (BTC) Member
Association of Pedestrian and Bicycle
Professionals
AWARDS
2020 Circulate San Diego Healthy
Community Award; APA San Diego
Transportation Planning Award of Merit;
City of National City INTRA-Connect Plan
2011 National Science Foundation
(NSF) Urban Long-Term Research Area
Exploratory Program (ULTRA-Ex) Grant
Award

SPECIAL SKILLS
Spanish Fluency

ADDITIONAL ACCOMPLISHMENTS
Designed first “contra-flow” bike lanes
in Boston
Research paper on “Advisory Bike
Lanes”
Created APBP Planning Guide
Tom Bertulis is a Senior Active Transportation Engineer at KTUA. He manages conceptual design projects, corridor studies, and active transportation projects.

With a background in both traffic/civil engineering and transportation planning, Tom has authored dozens of transportation planning studies as well as led roundabout designs, traffic calming projects, and dozens of walkability audits.

His skills include writing proposals, analyzing traffic flow, tracking budgets, leading charrettes, and developing conceptual designs. He has developed local and national guidelines and taught bicycle/pedestrian planning classes. Tom has presented on sustainable transportation in half a dozen countries from Scotland to Brazil. He has worldwide experience and a global perspective that was cultivated through the four-hemisphere approach to sustainable transportation.

CITY OF SANTA ANA ACTIVE TRANSPORTATION PLAN
Senior transportation engineer for the corridor designs recommended in the Santa Ana Active Transportation Plan covering all corners of the City of Santa Ana. The redesigned streets, focused on improving multi-modal safety, equity, placemaking, and accessibility for all users, transform the livability of the city. Spearheaded the design of 35 complete streets corridors, including preliminary design, street design, and performing QA/QC of CAD drawings. Included the latest innovations in bicycle infrastructure design from the Netherlands in the design drawings.

CITY OF GRAND TERRACE MICHIGAN STREET COMPLETE STREET PLAN Project manager responsible for the conceptual design, developing alternatives and cross-sections based on the results of the community workshops, and producing 30% conceptual plans based on feedback from the 10% design. The project goal was to make Michigan Street into a vibrant and attractive street that facilitates accessibility, walkability, bikeability, and activates spaces. A key part of the process was developing a Green Street Toolbox, with urban greening elements such as trees, planting, and hardscape materials. The final plan will support Michigan Street’s integration into the City’s CIP list and help pursue grant funding.

CITY OF ENCINITAS SANTA FE DRIVE CORRIDOR BIKE AND PEDESTRIAN IMPROVEMENTS Project manager responsible for quality control and leading the development of 3D simulations, cross sections, and 30% design drawings. This includes denoting the areas of improvements on detailed aerials and on the cross sections. Provided field reviews to facilitate the team design process for the cycle track and the drainage design along the corridor. Served as liaison for the client and the other consultants. Prepared meeting materials.

UNIVERSITY OF CALIFORNIA SANTA BARBARA CAMPUS CIRCULATION MASTER PLAN Team leader/senior active transportation engineer for a campus-wide circulation plan that promotes safe and convenient connection for all modes of transportation throughout the campus. TDM ideas to help reduce VMT and parking requirements were prepared. Curb management concepts and policies were also proposed.

Through outreach and workshops, stakeholders provided input on a vision and issues regarding campus circulation. Alternatives and mitigation measures were developed to address the issues, deficiencies, and needs that were identified.

CITY OF NATIONAL CITY 8TH ST. AND ROOSEVELT AVE. ACTIVE TRANSPORTATION CORRIDOR GRANT Project manager. Provided design review and QAQC for the conceptual design, that provides an enhanced experience for people walking and biking in the area who desire low-stress travel away from motor vehicles, ADA accessibility, level of comfort at crosswalks and curb ramps as well as truck turning movements.

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CITY OF ARROYO GRANDE | PROFESSIONAL CONSULTANT SERVICES FOR THE DEVELOPMENT OF A CITY-WIDE ACTIVE TRANSPORTATION PLAN | 41 8 | Appendix | KTUA Key Personnel Resumes

EDUCATION
M. Landscape Architecture, Cal Poly,
Pomona
MORGEN RUBY | SENIOR PLANNER
Morgen recently joined KTUA in 2022 as a Senior Planner, focusing on active transportation projects. She brings to KTUA both planning and design experience across active transportation, landscape planning and design, and placemaking projects from the private, public, and nonprofit sectors. Morgen feels that increasing transportation options both has a positive climate-impact by reducing the amount of on-road emissions, and increasing equitable access to healthy food, high-paying jobs, and education opportunities. She has extensive community engagement experience, developing innovative, education-based tools to fulfill project missions. She also enjoys data visualization, such as maps and infographics, to help make complex information digestible to residents of all ages and abilities.

CITY OF BANNING COMPREHENSIVE ACTIVE TRANSPORTATION PLAN AND CITY OF LYNWOOD SAFE

ROUTES TO SCHOOL PLAN
Assistant project manager providing assistance with overseeing subconsultants, data collection and analysis, GIS map production, graphic support, project research and report writing.

CITY OF SANTA ANA SAFE MOBILITY SANTA ANA UPDATE
Assistant project manager providing assistance with overseeing subconsultants, data collection and analysis, and GIS map production.

CITY OF MONTEBELLO FIRST LAST MILE PLAN
Assistant project manager providing assistance with overseeing subconsultants, data collection and analysis, GIS map production, graphic support, project research and report writing.

EDUCATION
B. Landscape Architecture, California
Polytechnic State University - San Luis
Obispo
MARIELLA DELFINO | PLANNER/DESIGNER
Mariella Delfino recently joined KTUA in 2022 as a Planner/Designer. Her passion for Landscape Architecture derives from her upbringing. Growing up in a tricultural background allows her to see the world of design, environment, and social issues through different lenses. She is committed to using Landscape Architecture as a tool to fundamentally address change with social and environmental issues for different communities and cultures. She recently graduated from California Polytechnic State University - San Luis Obispo, earning her Bachelor’s Degree in Landscape Architecture.

CALTRANS NATIONAL CITY CLEAN PROGRAM - EASTSIDE, NATIONAL CITY, CA Project planner providing support for the Caltrans Clean Program. Assisting team in the facilitation of public input and the development of 30% schematic plans for the proposed multi-purpose path and community plaza.

CITY OF MENIFEE PARKS MASTER PLAN
Project planner providing support for the parks master plan. Developed workshop graphics and assisted at community engagement activities. (KTUA Fee $85,900)

PORT OF SAN DIEGO PEPPER PARK MASTER PLAN
Project planner providing support for the expansion of Pepper Park from 2 acres to nearly 3.2 acres. Pepper Park is located on the San Diego Bay in National City and is part of the greater plan from the City to provide beach front park space.

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CITY OF ARROYO GRANDE | PROFESSIONAL CONSULTANT SERVICES FOR THE DEVELOPMENT OF A CITY-WIDE ACTIVE TRANSPORTATION PLAN | 42 8 | Appendix | Subconsultant Key Personnel Resumes
Joe Fernandez, PE, AICP
Summary Joe Fernandez has worked as a transportation planner and traffic engineer in California since 2002. He has successfully managed dozens of complex studies including transportation impact analyses, travel demand forecasting studies, traffic operations studies, traffic engineering designs, and multimodal planning studies. As both a Certified Planner and Professional Engineer, he specializes in the development of solutions that are both technically sound and fitting with communities’ planning principles. Certification: California Civil Engineer #70594, exp. 6/2023 Principal, Central Coast Transportation Consulting
• Founder and lead project manager.
• Responsible for project scoping, budgeting, schedule adherence, and client satisfaction. 2011-Present
Senior Engineer/Planner, Fehr & Peers Transportation Consultants • Served as project manager for complex transportation projects. Responsible for project scoping, budgeting, schedule adherence.
• Led companywide multi-modal level of service research effort. • Responsible for technical analysis and quality control for a wide variety of projects, including traffic operations, travel demand forecasting, multi-modal planning, and traffic engineering design.

Transportation Planner, San Luis Obispo Council of Governments (SLOCOG) • Assisted with Regional Transportation Plan, transit unmet needs analysis.

Planning Intern, City of Arroyo Grande
• Prepared staff reports, assisted in bike plan update. 2004-2010
2003
2002
Michelle Matson, PE, TE
Summary Michelle Matson has 18 years of engineering experience in transportation planning, traffic engineering, project management, design, grant writing, and contract preparation. She has prepared traffic impact studies, roadway safety analysis, bikeways plans, safe routes to school plans, traffic signal plans, traffic control plans, and roadside sign and striping plans.

Career History
Senior Transportation Engineer, Central Coast Transportation Consulting • Manages projects, leads design projects, assists with proposals, and provides QA/QC. 2018-Present
Engineer I-III, San Luis Obispo County Department of Public Works • Acted as County Traffic Engineer and managed County Traffic Regulation Codes, collision database, roadway safety plan, speed limits, and data collection programs. • Developed major updates to the County Bikeways Plan and served as the secretary to the Bicycle Advisory Committee.
• Worked toward state and federal mandates including curve warning signs, sign reflectivity, and signal timing upgrades.
• Managed and designed projects from initiation through construction and operation. • Prepared roadway, traffic signal, traffic control, and roadside sign and striping plans. • Developed corridor studies, completed operational and safety studies, prepared grants, assisted with GIS integration, calculated road impact fees, forecast traffic indexes, and issued transportation and encroachment permits.

Analyst, Kimley Horn
• Completed field studies, travel demand model forecasts, and traffic impact analyses. 2006-2018
2004-2006 Page 311 of 589
(BB&K Aug 2018) Exhibit “B”-1
EXHIBIT "B"

SCHEDULE OF SERVICES

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CITY OF ARROYO GRANDE | PROFESSIONAL CONSULTANT SERVICES FOR THE DEVELOPMENT OF A CITY-WIDE ACTIVE TRANSPORTATION PLAN | 29 6 | Project Understanding & Work Plan | Schedule

CITY OF ARROYO GRANDE ACTIVE TRANSPORTATION PLAN
CDD PROJECT NUMBER 22-099
MONTHS
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Task 1: Community Engagement and Data Gathering

1.1 Data Collection

1.2 Plan and Policy Review

1.3 Data Analysis

1.4 Existing Conditions and Needs Assessment Report
Task 2: Recommendations and Implementation Plan

2.1 Recommendations

2.2 Implementation Plan
Task 3: Public Outreach

3.1 Outreach Plan

3.2 Targeted Outreach (2-3 pop up events)

3.3 Conduct (2) Community Workshops

3.4 Online Engagement

3.5 Outreach Chapter
Task 4: Stakeholders Working Group (SWG)

4.1 Conduct five (5) Stakeholder Working Group Meetings Task 5: Draft and Final Plan

5.1 Administrative Draft Plan

5.2 Draft Plan

5.3 Final Plan
Task 6: Council Review and Approval

6.1 City Council Study Session (Meeting #1)

6.2 City Council Presentation (Meeting #2)

6.3 City Council Presentation (Meeting #3)
Task 7: Project Management and Meetings

7.1 Kickoff Meeting

7.2 Monthly Coordination Meetings

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(BB&K Aug 2018) Exhibit “C”-1
EXHIBIT "C"

COMPENSATION

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(BB&K 2017) Exhibit “D”-2
EXHIBIT "D"

INSURANCE
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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(BB&K 2017) Exhibit “D”-3
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

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(BB&K 2017) Exhibit “D”-4
any exclusion for bodily injury to an employee of the insured or of any Consultant or subcontractor.

6. All coverage types and limits required are subject to approval, modification and additional requirements by the City, as the need arises.

Consultant shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect City’s protection without City’s prior written consent.

7. Proof of compliance with these insurance requirements, consisting of certificates of insurance evidencing all of the coverages required and an additional insured endorsement to Consultant’s general liability policy, shall be delivered to City at or prior to the execution of this Agreement.

In the event such proof of any insurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreement and to pay the premium. Any premium so paid by City shall be charged to and promptly paid by Consultant or deducted from sums due Consultant, at City option.

8. Certificate(s) are to reflect that the insurer will provide 30 day 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

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(BB&K 2017) Exhibit “D”-5
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 selfinsured retention must be declared to the City. At the time the City shall review options with the Consultant, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions.

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

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

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

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.

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(BB&K 2017) Exhibit “D”-6

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

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

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

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

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

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

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Item 10.a.

MEMORANDUM
TO: City Council
FROM: Whitney McDonald, City Manager
Bill Robeson, Assistant City Manager/Public Works Director BY: Nicole Valentine, Administrative Services Director
SUBJECT: Public Hearing to Consider the FY 2023-25 Biennial Budget and 5-Year Capital Improvement Program Budget
DATE: June 13, 2023
SUMMARY OF ACTION:

Conduct a Public Hearing to Consider the FY 2023-25 Proposed Budget and FY 2023-28 Capital Improvement Program and provide direction to staff to finalize the two-year budget for adoption on June 27, 2023.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

The proposed 2023-25 Biennial Budget recommends approximately $91.8 million in expenditures, including operating costs such as salaries, benefits, services, supplies, maintenance, debt service, and capital related items, over the next two fiscal years. The Consolidated General Fund budget includes approximately $55.4 million, or about $27.7 million in expenditures each year of the Biennial Budget.

The budget as presented is balanced in both years with using reserves, maintains adequate reserves at or above policy levels, and addresses several goals and priorities discussed previously with the City Council.

RECOMMENDATION:

Conduct a Public Hearing to receive public comment regarding the FY 2023-25 Proposed Budget and FY 2023-28 Capital Improvement Program and provide direction to staff to finalize the two-year budget for adoption on June 27, 2023.

BACKGROUND:

Every two years, staff and Council prepare a Biennial Budget document, which commits government resources and services to accomplish the City’s mission of making Arroyo Grande the best place possible for everyone who lives, works, and visits here. Work has been underway since January to develop the upcoming biennial budget for Fiscal Years

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2023-25. The anticipated 5-step process and timeline for this budget cycle is depicted below:

On January 3, 2023, an Arroyo Grande Community Priorities Survey was published. This 5-question online survey was posted on the City website and promoted on social media channels. The survey was open for more than one month and closed on February 20th.

The survey allowed community members to provide input regarding their thoughts on what the top priorities should be for the City over the next 2-3 years. The survey included a combination of multiple choice and short response questions. A summary of the responses was included in with the March 2, 2023, Special Council Meeting Staff Report.

At the March 2nd Special Council Meeting, Council established four (4) major City goals for staff to prioritize for the upcoming biennial budget cycle. The goals were established considering the results of the community survey and input from the public and staff. This set of priorities has been used by staff to create work plans and a proposed biennial budget. Work Plans to achieve the four major City goals have been incorporated into the FY 2023-25 Biennial Budget included in Attachment 1.

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The four major goals are:

On March 14, 2023, Council received an update on the General Fund Five-Year Financial forecast. The City of Arroyo Grande’s Forecast is a long-range fiscal planning tool that has served as the framework for the development of the FY 2023-24 and FY 2024-25 General Fund Biennial Budget.

On May 9, 2023, Council provided direction on the 5-year Capital Improvement Program (CIP) budget and the 5-Year Local Sales Tax Fund Expenditures Program. On May 16, 2023, the CIP was provided to the Planning Commission for determination of consistency with the City’s General Plan.

The prioritization and direction provided by the City Council at these previous meetings have been incorporated into the FY 2023-25 Biennial Budget. The FY 2023-25 Biennial Budget was also developed with input from all City departments in a collaborative effort to provide staff’s best professional judgment regarding current and future needs of the City. On May 23, 2023, Council reviewed the Preliminary FY 2023-25 Biennial Operating Budget and provided feedback to staff in preparation for the public hearing. The presentation included discussion regarding:
 Proposed Staffing Changes
 Vehicle Replacement Requests

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 Significant Budget Requests related to the Major City Goals and Priorities  Appropriation of Excess Available Consolidated General Fund Balance  Review of changes related to Enterprise and Special Review Funds The FY 2023-25 Biennial Budget described further below and proposed in Attachment 1 incorporates the direction provided by Council during the May 23rd discussion.

ANALYSIS OF ISSUES:

The FY 2023-24 and FY 2024-25 proposed budgets present a balanced budget, with excess revenues and fund balance sufficient to cover recommended work plan and capital project budget expenditures.

The FY 2023-24 proposed budget includes a total of $24.6 million in revenues and $25.3 million in operating and capital budget for a net of $720,000 more expenditures than revenues. The operating budget is balanced, with a $6.3 million net operating surplus.

The expenditures that exceed revenues are for one-time projects that the City has been anticipating. Fund balances accumulated over time offset the additional expenditures.

The FY 2024-25 proposed budget includes a total of $25.2 million in revenues and $30.1 million in operating and capital expenditures for a net of $4.9 million more expenditures than revenues. The operating budget is balanced, with a $493,851 net operating surplus.

Consolidated General Fund Revenues
As shown in the chart below, Sales and Property Taxes comprise the largest source of revenue in the General Fund, together accounting for approximately 66% of revenue in that fund. Given this dependence on just two revenue sources, fluctuations in the amount of taxes received can have profound impacts on the City’s ability to provide services.

Fortunately, as long as the real estate market stays reasonably strong, property taxes are a relatively stable revenue source.

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Chart 1 – FY 2023-24 Consolidated General Fund Revenues - $24.6 million total Overall, General Fund tax revenues have been trending upward over the past several years and are expected to increase in both years of the Biennial Budget. Based on the latest information provided by the County Auditor-Controller’s Office, Property taxes are expected to rebound 3.3% during FY 2023-24 and another 3.5% during FY 2024-25. This is the result of an increase in the assessed valuation of properties in Arroyo Grande and a housing market that has remained robust throughout the past year.

Sales tax receipts have remained consistent throughout the past year. As discussed during the Fiscal Outlook presentation in March and during the preliminary budget discussion on May 23, 2023, the City’s sales tax consultant (HdL) projected a reduction in sales tax revenues of 1.1% in FY 2023-24 due to an anticipated minor economic slowdown. These projections reflect expected declines in categories like automobiles and transportation, fuel and service stations, and general consumer goods. The lower projections in these categories are the result of lower expected consumer demand in the short-term and, in the case of fuel, lower prices at the pump. This budget is projecting an increase in sales tax revenues of 2.8% in FY 2024-25, as the economy is only anticipating a minor slowdown.

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Chart 2 – Consolidated General Fund Tax Revenues $24.6 million Consolidated General Fund Expenditures
The following two charts show the proposed $25.3 million Consolidated General Fund expenditure budget for FY 2023-24, both in terms of the relative size of each department as well as the total dollars budgeted for each department. As the charts show, the Police Department is the City’s largest function, with 26% of the budget. Fire services for the FCFA will receive 15% of the Consolidated General Fund and Local Sales Tax Fund budget. Public Works and Community Development will receive 12% and 7% of FY 2023- 24 budget resources, respectively. The “Non-Departmental” category represents 14% of the General Fund budget and includes items that affect all departments, such as the annual payment on the City’s Unfunded Actuarial Liability (UAL), property and general liability insurance, and transfers to the Street and Capital Improvement Project funds.

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June 13, 2023

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Chart 3 – FY 2023-24 Consolidated General Fund Expenditures by Department $25.3 million
Chart 4 – FY 2023-24 Consolidated General Fund Expenditures by Department $25.3 million
Summary
The proposed FY 2023-24 Budget recommends approximately $44.1 million in expenditures, including operating costs such as salaries, benefits, services, supplies, maintenance, debt service, and capital related items as shown in the consolidated fund summary table 1 shown below:

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June 13, 2023

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Table 1 - FY 2023-24 All Funds Operating Budget
The proposed FY 2024-25 Budget recommends approximately $47.7 million in expenditures, including operating costs such as salaries, benefits, services, supplies, maintenance, debt service, and capital related items as shown in the consolidated fund summary table 2 shown below:

Table 2 - FY 2024-25 All Funds Operating Budget
Revisions to the May 23, 2023 Preliminary Budget
During the May 23, 2023 preliminary budget discussion, Council provided direction to appropriate $3,100,000 of Excess Available Consolidated General Fund Balance to certain expenditures, as follows:

Beginning Fund Balance $ 8,992,955 $ 3,092,620 $ 7,429,554 $10,730,087 $ (607,613) $ 29,637,603 Revenues:

Revenues 18,544,027 2,962,000 10,012,543 2,433,985 423,944 34,376,500 Transfers In 3,114,066 - 4,299,371 475,000 - 7,888,437
Total Revenues 21,658,093 2,962,000 14,311,914 2,908,985 423,944 42,264,937 Expenditures:

Salaries and Benefits 12,089,400 - 1,146,000 547,200 - 13,782,600 Services and Supplies 9,434,771 1,041,500 6,404,221 1,091,965 7,900 17,980,357 Debt Service 309,566 - - 8,369 382,944 700,879
Capital Outlay 239,500 - 82,000 - - 321,500
Transfers Out 115,000 2,109,272 6,439,421 2,568,800 35,900 11,268,393 Total Expenditures 22,188,237 3,150,772 14,071,642 4,216,334 426,744 44,053,729 Total Operating Incr/(Decr) (530,144) (188,772) 240,272 (1,307,349) (2,800) (1,788,792) Available Fund Balance $ 8,462,811 $ 2,903,848 $ 7,669,826 $ 9,422,738 $ (610,413) $ 27,848,811 Total
Enterprise
Funds
Agency
Funds
General
Fund
Local Sales
Tax Fund
Special
Revenue
Beginning Fund Balance $ 8,462,811 $ 2,903,848 $ 7,669,826 $ 9,422,738 $ (610,413) $ 27,848,811 Revenues:

Revenues 18,999,668 3,033,000 9,881,840 2,484,950 423,944 34,823,402 Transfers In 3,185,100 - 4,080,985 500,000 - 7,766,085
Total Revenues 22,184,769 3,033,000 13,962,825 2,984,950 423,944 42,589,487 Expenditures:

Salaries and Benefits 12,437,200 - 1,182,900 565,000 - 14,185,100 Services and Supplies 9,774,816 1,087,000 6,575,184 1,090,015 7,900 18,534,915 Debt Service 294,386 - - 8,369 382,944 685,699
Capital Outlay 149,500 - 47,500 - - 197,000
Transfers Out 2,475,000 3,857,579 6,485,585 1,291,400 35,900 14,145,463 Total Expenditures 25,130,902 4,944,579 14,291,169 2,954,784 426,744 47,748,177 Total Operating Incr/(Decr) (2,946,133) (1,911,579) (328,344) 30,166 (2,800) (5,158,690) Available Fund Balance $ 5,516,678 $ 992,269 $ 7,341,482 $ 9,452,904 $ (613,213) $ 22,690,121 General
Fund
Local Sales
Tax Fund
Enterprise
Funds
Agency
Funds Total
Special
Revenue

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 $100,000 to increase the Community Services Grant program in both fiscal years, $50,000 per fiscal year. This increase will adjust each fiscal year from $25,000 to $75,000.
 $3,000,000 towards the Pavement Management Program (PMP) budget.

These appropriations have been incorporated into the proposed FY 2023-25 Biennial Budget described above and shown in Attachment 1 and to the 5-Year CIP described further below and shown in Attachment 2.

Revisions to the 5-Year CIP Presented on May 9, 2023
The PMP is included in the City’s 5-year CIP budget and has been updated to include a total of $11.4 million for maintaining the City’s public streets, alleys, and parking lots over the five-year period. This includes maintenance applications such as digouts, slurry seals, and pavement overlays to the extent that funds are available. This program also includes providing Americans with Disabilities Act (ADA) compliant pedestrian facilities such as curb ramps when triggered by certain maintenance applications that are considered an alteration of a street (e.g., overlays).

The PMP CIP budget presented on May 9th included $8.4 million over the 5-year period, with $1,336,250 allocated to FY 2023-24 and $2,200,000 allocated to FY 2024-25. The proposed revised CIP now includes $11.4 million for PMP, $1,663,380 for FY 2023-24 and $4,872,870 for FY 2024-25. The proposed revised PMP CIP budget reflects an increase of $3,000,000 over both fiscal years as shown in Table 3.

Table 3 – 5-Year PMP Plan
The proposed CIP budget for FY 2023-24 also includes an increase of $327,130 to be allocated to the 2022 Street Repair and 2022 Slurry Seal Projects that are planned to be completed during the summer of 2023. This additional allocation is needed to fully fund the 2022 PMP project based on the bids received and discussed in Agenda item 9.i. FY 2023-24 also includes $300,000 to fund the design of the FY 2024-25 PMP project so that construction can begin in Summer of 2024.

Additionally, staff has incorporated 2 additional changes to the 5-Year CIP Budget. The Fire Station 1 Apparatus Bay Doors were originally included in the budget with funding for FY 2026-27, as staff’s initial review of projects inadvertently identified this project at a lower priority level than it should have been. The Fire Station 1 Apparatus Bay Doors are a priority 1 safety related CIP project and have been moved to FY 2023-24. To maintain Funding Source FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year
Total
4910 - General Fund - 2,310,000 - - -
4920 - SB1 453,300 450,000 450,000 450,000 450,000
4950 - Sales Tax 1,210,080 2,112,870 1,250,000 1,000,000 1,250,000 11,386,250

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June 13, 2023

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staff capacity, the City Hall Second Story Patio Repair project was shifted from FY 2023- 24 to FY 2024-25. The changes to PMP, Fire Station 1 Apparatus Bay Doors, and City Hall Second Story Patio Repair projects also impact the 5-year plan for the Local Sales Tax Fund (Attachment 3), resulting in lower budgets for PMP and Sidewalks in FY 2026- 27 to adjust for available fund balance.

The updated 5-Year CIP and 5-year plan for the Local Sales Tax Fund is included in the FY 2023-25 Biennial Budget Report (Attachment 1). The 5-Year CIP budget has also been included as a separate Attachment 2.

To provide Council and the community the full picture of the City revenues, expenditures, and ending fund balance, after incorporating these changes, the updated Consolidated General Fund is shown in Table 4.

Table 4 – FY 2023-25 Consolidated General Fund Budget & Available Fund Balance in Thousands
The projected fund balance for the Consolidated General Fund at the end of FY 2024-25 is $6,508,947 or 21.6%.

General General
Fund Fund
Beginning Fund Balance $8,993 $3,093 $12,086 $8,462 $2,904 $11,366 Revenues:

Revenues 18,544 2,962 21,506 19,000 3,033 22,033
Transfers In 3,114 - 3,114 3,185 - 3,185
Total Revenues 21,658 2,962 24,620 22,185 3,033 25,218
Expenditures:

Salaries and Benefits 12,089 - 12,089 12,437 - 12,437
Services and Supplies 9,435 1,042 10,477 9,775 1,087 10,862 Debt Service 310 - 310 294 - 294
Capital Outlay 240 - 240 150 - 150
Transfers Out 115 2,109 2,224 2,475 3,858 6,333
Total Expenditures 22,189 3,151 25,340 25,131 4,945 30,076 Total Operating Incr/(Decr) (531) (189) (720) (2,946) (1,912) (4,858) Available Fund Balance $8,462 $2,904 $11,366 $5,516 $992 $6,508 Reserve % 38.1% 92.2% 44.9% 22.0% 20.1% 21.6%
$ Above Reserve Policy 4,025 2,274 6,299 491 3 494
Funds Available to Allocate 3,500 1,695 5,195 400 - 400 FY 2023-24 FY 2024-25
Local
Sales
Consolidated
Total
Local
Sales
Consolidated
Total

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June 13, 2023

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Next Steps
The FY 2023-25 Biennial Budget and the 5-Year CIP will be presented to the City Council for formal adoption on June 27, 2023. Once approved by Council, the FY 2023-25 Biennial budget, FY 2023-24 funds will be appropriated on July 1, 2023.

After Council adopts the FY 2023-25 Biennial Budget, staff will publish a copy of the Adopted FY 2023-25 Biennial Budget online. Additionally, staff will prepare a Budget-inBrief that highlights the City’s budget process, key budget features, Major City Goal investments and basic “budget facts.” This budget summary is widely distributed and will be posted on the website and shared through the various communication channels and with community partners.

Adoption of the FY 2023-25 Biennial Budget is the beginning of a continuous financial management process. Ongoing monitoring efforts include:

1. Quarterly Financial Status Reports: Concise and comprehensive reports are issued by Staff to the Council and Public on a quarterly basis.

2. Goal Status Reports: Staff will provide quarterly Goal Status Reports to the Council that includes progress towards completing Major City Goals and Capital Improvement Plan. These reports present updates and communications about the status of City projects, goals, and performance measures.

3. Transparent Online Budget Portal (ClearGov): City staff are excited to announce the launch of a new online budget platform that presents publicly available budget expenditure and revenue data in addition to Capital Project budget information.

The ClearGov application displays the City’s budget data in an accessible, easyto-understand format using charts, tables, and graphs. Enhancements to budget visualizations will be made throughout FY 2023-24.

ALTERNATIVES:

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

1. Conduct a Public Hearing to receive public comment regarding the FY 2023-25 Proposed Budget and FY 2023-28 Capital Improvement Program and provide direction to staff to finalize the two-year budget for adoption on June 27, 2023; or

2. Provide other direction to staff, including any direction regarding alterations to the FY 2023-25 Proposed Budget and FY 2023-28 Capital Improvement Program.

ADVANTAGES:

The recommendations in the Budget reflect revenue and expenditure strategies that will accomplish the following:
 Maintain and, in certain cases, increase key service levels;  Maintain a substantial investment in improvements to the City’s infrastructure and facilities;
 Address operational sustainability concerns; and
 Maintain reserves at or above the City’s policy levels.

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June 13, 2023

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DISADVANTAGES:

There are no disadvantages to providing information for the community, City Council, or staff regarding the FY 2023-25 Proposed Budget and FY 2023-28 Capital Improvement Program.

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. FY 2023-25 Biennial Budget Report

2. 5-Year Capital Improvement Program Budget

3. Local Sales Tax 5-Year Revenue and Expenditure Plan

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BIENNIAL
BUDGET
City of Arroyo Grande
FY 2023-25
ATTACHMENT 1

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M a y o r C a r e n R a y R u s s o m
M a y o r P r o T e m K r i s t e n B a r n e i c h
C o u n c i l M e m b e r L a n G e o r g e
C o u n c i l M e m b e r J i m G u t h r i e
C o u n c i l M e m b e r K a t e S e c r e s t
Prepared and Submitted by
Department of Administrative Services
Appointed Officials:

Whitney McDonald, City Manager
Isaac Rosen, City Attorney
Department Directors:

Bill Robeson, Assistant City Manager/Public Works Director Sheridan Bohlken, Recreation Services Director
Stephen Lieberman, Fire Chief
Nicole Valentine, Administrative Services Director/City Treasurer Brian Pedrotti, Community Development Director
Michael Martinez, Police Chief
Jessica Matson, Legislative & Information Services Director/City Clerk Other Key Staff Involved in the Budget Process:

Kevin Waddy, Information Technology Manager
Lynda Horejsi, Accounting Manager
Steve Kahn, Interim City Engineer
Paul Henderson, Interim Capital Projects Manager
Ron Simpson, Public Works Manager
Shane Taylor, Utilities Manager
Aleah Bergam, Management Analyst

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CITY OF ARROYO GRANDE
FY 2023-25 BIENNIAL BUDGET
Table of Contents
Budget Message .........................................................................................................................................................1 Basic of Budgeting ......................................................................................................................................................4 Budget Process...........................................................................................................................................................5 Guide to Using the FY 2023-25 Budget ......................................................................................................................7 Budget Awards .........................................................................................................................................................10 City Council Members ..............................................................................................................................................11 Council Goals............................................................................................................................................................12 Personnel Summary .................................................................................................................................................15 Long Range Financial Forecast .................................................................................................................................19 Fund Summaries.......................................................................................................................................................27 Consolidated Summary – All Funds..........................................................................................................................27 General Fund............................................................................................................................................28 Local Sales Tax Fund.................................................................................................................................29 Consolidated General Fund......................................................................................................................30 Enterprise Funds ......................................................................................................................................44 Special Revenue Funds.............................................................................................................................48 Agency Funds ...........................................................................................................................................60 Interfund Transfers ..................................................................................................................................62 Department Summaries...........................................................................................................................................66 City Administration ..................................................................................................................................66 Legislative & Information Services...........................................................................................................71 Administrative Services............................................................................................................................76 Public Works.............................................................................................................................................79 Community Development Department ...................................................................................................86 Police Department ...................................................................................................................................90 Fire Department – Five Cities Fire Authority............................................................................................93 Recreation Services..................................................................................................................................94 Capital Improvement Program.................................................................................................................................98 Appendix A .............................................................................................................................................................146 Organizational Chart ..............................................................................................................................147 Community Profile .................................................................................................................................148 Fiscal Policy ............................................................................................................................................154 Significant Accounting Policies...............................................................................................................157 Guide to Funds by Number....................................................................................................................162 Fund Structure .......................................................................................................................................165 Budget Glossary .....................................................................................................................................167

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Budget Message
June 13, 2023
To the Residents of Arroyo Grande, Honorable Mayor, and Members of the City Council:

The City of Arroyo Grande staff is pleased to present the Biennial Budget for Fiscal Years (FY) 2023-24 and 2024-25. The proposed budget is balanced, incorporates all City funds, continues to fund the high-quality services that the community has come to expect, and will invest in the future through capital improvements and maintenance activities.

At the time of the last Biennial Budget, I noted the economic impacts of the COVID-19 pandemic, and the uncertainties related to the pandemic on the City’s financial outlook.

Although the impacts of COVID-19 are largely behind us, the City is now faced with new uncertainties related to inflationary pressures, and unanticipated costs related to the January and March 2023 storm events. In addition, the 1% Sales Tax Ballot Measure (D22) considered by voters on the November 8, 2022 ballot, did not pass. Measure D-22 was proposed by the City to raise revenue to address funding gaps for the City’s streets and infrastructure. As the City is still facing funding constraints for its capital projects, included in the FY 23-25 Biennial Budget is funding for consultant services regarding a future ballot measure to evaluate options to fix the identified funding gaps. Since the November 2022 election, the City has also been working on finalizing a new Joint Powers Agreement for the Five Cities Fire Authority (FCFA) as the Oceano Community Services District exits the FCFA following the failure of its most recent ballot measure that was necessary to garner adequate funding for its member contributions to the JPA.

Simultaneously, the Cities of Arroyo Grande and Grover Beach utilized consultants, Baker Tilly, to conduct an organizational assessment of the FCFA and identify current and future funding needs. As identified by Baker Tilly, the City’s cost to fund fire services is increasing significantly, more than $1.2 million in the upcoming fiscal year.

The City organization has a long history of thoughtful, cautious budgeting, which has benefited the City over the years and helped create the City’s reasonably stable fiscal position today, even after facing inflationary pressures and increased costs. For example, cautious spending during the COVID-19 pandemic and the influx of one-time funds from the federal government through the American Rescue Plan Act has provided adequate reserves to enable the City to allocate additional funding to one-time Capital Projects, such as the Annual Pavement Management Project. Allocating more funding now will reduce City costs in the long-term and enable a “bundled package” approach and lower current paving costs to the City. In addition, Council has directed the allocation of fund balance to increase funding to the City’s Community Services Grant program by $50,000 each year to enable the City to provide $75,000 in grant funding to local non-profit organizations that provide invaluable services and amenities to the Arroyo Grande community.

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1 Budget Message
This was also the first budget in the past 4 years in which the City launched a Community Priorities Survey. This 5-question online survey was posted on the City website and promoted on social media channels. The survey allowed community members to provide input regarding their thoughts on what the top priorities should be for the City over the next 2-3 years. A summary of the responses was reviewed by Council before establishing four (4) major Council goals for staff to prioritize for the upcoming biennial budget. This set of priorities has been used by staff to create work plans and a proposed biennial budget. The Council Goals have been used as touchstones for where to recommend allocating scarce City resources.

The four major goals are:
• Funding
• Fire Services
• Infrastructure
• General Plan Update
The FY 2023-25 Biennial Budget proposes expenditures of approximately $91.8 million to fund the operating and capital costs of all City programs over the next two fiscal years.

The Consolidated General Fund budget includes approximately $55.4 million, or about $27.7 million in expenditures each year of the Biennial Budget.

The expenditures that exceed revenues are for one-time projects that the City has been anticipating or are choosing to fund to decrease longer term costs associated with the City’s Pavement Management Program. Fund balances accumulated over time offset the additional expenditures and exceed the City’s policy goal of 20% by 24.9%.

The expenditures that exceed revenues are for one-time projects that the City has been anticipating, such as the Traffic Way Bridge Replacement Project. Fund balances accumulated over time offset the additional expenditures and are still at the City’s policy goal of 20%.

City staff took a new approach to developing the Capital Improvement Program (CIP) proposed for the upcoming 5-year period and prioritized each CIP request critically in consideration of many factors including:
• Safety
• Community benefit
• Funding source

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2 Budget Message
• Funding schedule i.e., timeframe for completion before external funding expires • Staff Capacity
• Urgency – consideration of deferred maintenance costs and/or end of useful life • Number of Projects per department i.e., water, streets, parks, fire, police etc.

A rating system was employed based on a collaborative discussion; each project was assigned a score from 1 (highest priority) to 5 (lowest priority). Projects with a score of 5 were moved to the unfunded projects list. In some cases, a lower score of 3 or 4 resulted in a project being scheduled in a later year. In some cases, projects that commenced in FY 2022-23 or earlier were simply carried into the FY 2023-28 5-Year CIP budget and received a score of 1 or 2 (high priority). The process resulted in a 5-Year CIP plan that is more manageable and realistic considering staffing and time constraints. It is estimated that, in a normal year, the City should have capacity to complete approximately 10 capital projects per year. While the upcoming two-year period includes 16 and 17 projects respectively, the proposed CIP has been prepared to ensure greater levels of successful completion of identified projects, balancing the City’s constrained resources with critical investments in the City’s infrastructure.

The CIP budget allocates $55.6 million for projects from various funding sources over a 5-year period. During the two years of the FY 2023-25 Biennial Budget, the proposed budget allocates $23.8 million for CIP. Projects proposed to be funded include the Swinging Bridge Rehabilitation, Fire Station Apparatus Bay Doors, Public Safety Video Cameras, Pavement Management Program, Traffic Way Bridge Replacement, Financial Management Software, SCADA Software/Electronics Upgrade, Sewer and Water Infrastructure projects, and Halcyon Road Complete Streets Plan.

The proposed FY 2023-25 Biennial Budget represents the professional expertise of the City’s entire executive management team for how to best direct funding for City services, operations and programs. It reflects both the Fiscal Policy and budget Goals and Priorities established by the City Council. The overall objective is to meet the community’s needs and provide services in the most effective, efficient and responsive manner.

It would not be possible to develop or administer the City budget without the leadership and direction provided by the City Council and the ongoing commitment of all City staff.

Therefore, this budget is presented with thankful appreciation for the efforts on behalf of the community.

Sincerely,

WHITNEY MCDONALD – CITY MANAGER

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3 Basis of Budgeting

INTRODUCTION
The City adopts a budget annually for all funds. The basis of budgeting is the same as the basis of accounting in which governmental funds are budgeted and presented using the modified-accrual basis of accounting and proprietary and fiduciary funds are budgeted and presented using the accrual basis of accounting. This budget is effective July 1 for the ensuing fiscal year. From the effective date of the budget, which is adopted by the City Council and controlled by each department head, the amounts stated therein as Adopted expenditures become appropriations to the various City departments. The City Council may amend the budget by resolution during the fiscal year. The City's financial policies authorize the City Manager to administratively approve budget adjustments within the adopted budget up to $25,000. Requests for increases in appropriations over these amounts or any adjustments to capital projects require approval by the City Council. Changes in appropriations during the year must be submitted by the City Manager to the City Council for review and approval, and must be accompanied by appropriate fiscal impact analysis. The City Manager is authorized to transfer at the fund level budgeted appropriations, including capital projects, provided no change is made to the total amount provided for any one fund. During the fiscal year, supplemental adjustments to appropriations may be adopted by City Council and will be included in future budget versus actual financial statements.

Annual budgets are adopted on a basis consistent with generally accepted accounting principles. Under encumbrance accounting, purchase orders, contracts and other commitments of the expenditures are recorded in order to reserve that portion of the applicable appropriation. Encumbrance accounting is employed as an extension of the formal budgetary process.

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4 Budget Process

INTRODUCTION
Every two years, staff and Council prepare a Biennial Budget document, which commits government resources and services to accomplish the City’s mission of making Arroyo Grande the best place possible for everyone who lives, works, and visits here. Work is now underway to develop the upcoming biennial budget for Fiscal Years 2023-25. The anticipated 5-step process and timeline for this budget cycle is depicted below:

Step 1: On January 3, 2023, an Arroyo Grande Community Priorities Survey was published. This 5- question online survey was posted on the City website and promoted on social media channels. The survey was open for one month and closed on February 20th. The survey allowed community members to provide input regarding their thoughts on what the top priorities should be for the City over the next 2-3 years. The survey included a combination of multiple choice and short response questions. A summary of the responses is included in Attachment 4 of the March 2, Special Council Meeting Staff Report.

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5 Budget Process
Step 2: At the March 2, Special Council Meeting, Council established 4 major City goals for staff to prioritize for the upcoming biennial budget cycle. The goals were determined based on the results of the community survey and input from the public and staff. This set of priorities will be used by staff to create work plans and a proposed biennial budget.

Step 3: Following completion of the study session, staff will develop a proposed budget by implementing the following steps:
• March 14, 2023 - Financial Forecast
o Staff presented to Council a 5-year financial forecast with budget assumptions, challenges, goals, and strategies. March 14, 2023 Council Meeting - 12.a Consideration of General Fund Five-Year Financial Forecast
• Spring 2023 - Staff Develop Work Plans
o Staff will finalize operating and Capital Improvement Plan (CIP) preliminary budgets that reflect the established major City goals and the financial forecast. • May 9, 2023 - Review of CIP
o Staff presented to Council a 5-year CIP for review and input from the City Council, and by the Planning Commission for determination of consistency with the General Plan.

May 9, 2023 Council Meeting – 12.1 Consideration of the 5-Year Capital Improvement Program and 5-year Local sales Tax Fund Expenditure Program Step 4: The proposed operating budgets, work plans, and CIP is incorporated into a proposed FY 2023- 25 Biennial Budget for discussion and consideration by Council in June 2023.

Step 5: Adoption of the FY 2023-25 Biennial Budget will occur by the end of June 2023. Once Council approves the FY 23-25 Biennial budget, FY 23-24 funds will be appropriated on July 1, 2023.

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6 Guide to Using the FY 2023-25 Biennial Budget

INTRODUCTION
The City’s Biennial Budget is a two-year, Council-approved spending plan that is the legal authority for departments to commit financial resources to provide services within the City of Arroyo Grande. The Operating Budget for Fiscal Year (FY) 2023-24 is $44.1 million, which includes $25.4 million in Consolidated General Fund expenditures and $18.7 million in Other Funds (e.g. Water & Sewer Operations, Grant Funds, Street Maintenance, etc.). The City’s General Fund Budget is approximately 57.5% of the total Operating Budget in FY 2023-24. The City’s General Fund Budget provides the majority of services commonly associated with local city government (e.g. public safety, recreation, community development, general government, and public works). More detail is provided throughout this document.

Agency Funds,
$426,744

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7 Guide to Using the FY 2023-25 Biennial Budget

HOW TO READ THE BUDGET INFORMATION
Fund Summaries
A summary of each fund’s revenues, expenditures and fund balances is provided in the Fund Summaries section of the document.

Department Budgets
Each City Department’s budget is reflected in the document and provides summary information regarding expenditures by program (such as City Manager, City Attorney or Public Works Administration) as well as by category (such as salaries, services and supplies or debt service).

Each summary has the following columns:
• 2021-22 Actual: This represents the actual results for the 2021-22 fiscal year. • 2022-23 Adopted Budget: This is the original budget adopted by the City Council for the 2022-23 fiscal year.
• 2022-23 Projection Budget: This is the current budget, which could be different from the Adopted Budget due to adjustments made during the fiscal year or for the carryover of funds that were unexpended in the prior year but are planned to be spent this year.
• 2023-24 Proposed Budget: This is the proposed budget for the 2023-24 fiscal year. • 2024-25 Proposed Budget: This is the proposed budget for the 2024-25 fiscal year.

Significant budget changes are provided in each department to assist in identifying specific items that cause an increase or decrease in the budget.

Appendix
The appendix contains additional demographic information about the City, certain budgetary and financial policies as well as a glossary of terms used throughout the document. 2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

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8 Guide to Using the FY 2023-25 Biennial Budget

KEY BUDGET ASSUMPTIONS
The preparation of any budget is based on a series of assumptions about revenues and expenditures. These assumptions will be carefully monitored throughout the fiscal year while evaluating budgetary performance.

The key budget assumptions include:

1. Sales Tax revenues are estimated to increase by 1.1% in FY 2023-24 and increase by 2.8% in FY 2024-25.

2. Property Tax revenues are estimated to increase by 3.3% in FY 2023-24 and increase by 3.5% in FY 2024-

25. 3. Transient Occupancy Tax revenues are estimated to increase by 3% in FY 2023-24 and increase by 3% in FY 2024-25.

4. For the proposed budget period a cost-of-living inflator has been added to salary and benefit line items.

5. The contribution to the Five Cities Fire Authority (FCFA) is based on the Baer Tilly study A-4 FY 2023-24 model.

6. General increase of 2% inflationary factor for some contracts/agreements.

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9 Budget Awards

GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA)

DISTINGUISHED BUDGET PRESENTATION AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Arroyo Grande, California for its biennial budget for the biennium beginning July 1, 2021. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.

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10 City Council

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11 Council Goals (CG’s)

INTRODUCTION
At the March 2, Special Council Meeting, Council established four (4) major City goals for staff to prioritize for the upcoming biennial budget cycle. The goals were established considering the results of the community survey and input from the public and staff. This set of priorities has been used by staff to create work plans and a proposed biennial budget.

Goal Statements
Funding
Support a thriving community through fiscal responsibility, economic development efforts, and additional and alternative revenue streams.

Fire Services
Implement operational and fire and emergency service delivery improvements through the Five Cities Fire Authority, and complete the transition of services to Oceano due to its exit from the Authority.

Infrastructure
Invest in and complete critical infrastructure projects throughout the City through the strategic prioritization of projects based on available resources.

General Plan Update
Prioritize and complete major work efforts for the comprehensive General Plan update to provide a vision and framework for future development within the City.

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12 Goal Strategy Task/Action Carryover Action or New Responsible Department Anticipated to Start Completion Target Funding 1. 1 Economic Development 1.1a Evaluate Economic Development Management Services New CMO 1Q FY2023-24 2Q FY 2023-24

1.1b Obtain Economic Development Management Services New CMO 3Q FY 2023-24 3Q FY 2023-24

1.1c Support Modifications to the AGTBID New CMO/CA/RS/LIS In Progress 2Q FY 2023-24

1.1c.i. Transition Administration to City staff New CMO/RS In Progress 1Q FY 2023-24

1.1c.ii. Complete Modifications to AGTBID Bylaws and Advisory Board Structure New CMO/CA/LIS In Progress 2Q FY 2023-24

1.1d 400 W. Branch Disposition and Development Agreement New CMO/CA/CD In Progress 4Q FY 2023-24

1.1e Complete Transition of Temporary Parklets to Permanent Parklets Carryover CD/PW In Progress 1Q FY2023-24

1.1f Develop 1-3 Special Events that drive visitation during shoulder and winter months and build destination awareness New Rec In Progress 4Q FY 2023-24

1.2 Pursue Revenue Measure 1.2a Issue an RFP for a consultant to develop a survey and outreach strategy to community New CMO/LIS 1Q FY2023-24 1Q FY2023-24

1.2b Award contract with consultant to develop a survey and outreach strategy to community New CMO/LIS 1Q FY2023-24 1Q FY2023-24

1.2c Conduct public outreach to the community to communicate need for additional revenue, including facilitation of a Citizen Committee Carryover CMO/LIS 1Q FY2023-24 1Q FY 2024-25

1.2d Bring Revenue ballot measure to Council for consideration Carryover CMO/AS/LIS 3Q FY 2023-24 4Q FY 2023-24

1.3 Evaluate Potential to Enable
Cannabis Businesses within City

1.3a Conduct study session with the City Council regarding potential cannabis ordinance Carryover CD/CA/CMO 3Q FY 2023-24 3Q FY 2023-24

1.3b Prepare and adopt cannabis ordinance, if directed by the City Council New CD/CA/CMO 3Q FY 2023-24 1Q FY 2024-25

1.3c Evaluate feasibility of a Cannabis Tax New CD/AS/CA/CMO 3Q FY 2023-24 1Q FY 2024-25 Fire Services 2.1 Work with Regional Partners on
Fire Services in 5 Cities 2.1a Pursue potential contract with the County to serve Oceano New Fire/CMO 3Q FY 2023-24 4Q FY 2023-24

2.2 Funding for Fire Services 2.2a Consider including Public Safety in proposed Revenue measure New CMO/AS/LIS 4Q FY 2024-25 4Q FY 2024-25 Infrastructure 3.1 Pursue Alternative Funding
Sources for Infrastructure Needs

3.1a Consider Community partnership for Mark M. Millis Community Center construction Carryover CMO/Rec/PW In progress 4Q FY 2023-24

3.1b Include infrastructure in new Revenue Measure plans and outreach Carryover AS/CMO/LIS/ PW/CD 1Q FY 2023-24 4Q FY 2024-25

3.1c Collect FEMA reimbursement for January - March 2023 storm damage New AS In progress 3Q FY2024-25

3.1d Pursue Grant applications and administration for infrastructure projects Carryover PW/CD/AS In progress Ongoing

3.2 Work with Regional Partners on
Infrastructure Projects

3.2a Support ongoing development and financing of Central Coast Blue project Carryover CMO/AS/PW In Progress Ongoing

3.2b NCMA Management Agreement Amendments New PW 3Q FY 2023-24 Ongoing Council Goal's Work Plan

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13 Goal Strategy Task/Action Carryover Action or New Responsible Department Anticipated to Start Completion Target Council Goal's Work Plan

3.3 Prioritize Key Infrastructure
Projects 3.3a Traffic Way Bridge Carryover CD/PW In progress 2Q FY 2025-26

3.3a.i. Traffic Way Bridge Design Carryover CD/PW In progress 4 Q FY 2023-24

3.3a.ii. Traffic Way Bridge ROW Carryover CD/PW 1Q FY 2023-24 3Q FY 2023-24

3.3a.iii. Traffic Way Bridge Construction Carryover CD/PW 3Q FY 2024-25 2Q FY 2025-26

3.3b Swinging Bridge Rehabilitation Carryover CD/PW In progress 2Q FY 2024-25

3.3b.i. Swinging Bridge Rehabilitation NEPA Carryover CD/PW In progress 3Q FY 2023-24

3.3bii Swinging Bridge Rehabilitation Bid for Construction Carryover CD/PW 3Q FY 2023-24 3Q FY 2023-24

3.3b.iii. Swinging Bridge Construction New CD/PW 4Q FY 2023-24 2Q FY 2024-25

3.3c Halcyon Complete Streets New CD/PW

3.3c.i. Halcyon Complete Streets Design acquisition New CD/PW 1Q FY 2024-25 1Q FY 2024-25

3.3c.ii. Halcyon Complete Streets ROW acquisition New CD/PW 1Q FY 2023-24 1Q FY 2024-25

3.3c.iii. Halcyon Complete Streets Construction New CD/PW 1Q FY 2024-25 2Q FY 2025-26

3.3d ATP Development New CD/PW In Progress 3Q FY 2024-25

3.3d.i. Award ATP Contract to Consultant New CD/PW 4Q FY 2022-23 4Q FY 2022-23

3.3d.ii. Final Approval of ATP by Council New CD/PW 3Q FY 2024-25 3Q FY 2024-25

3.3e 2022 Pavement Management Program Construction New CD/PW 1Q FY 2023-24 2Q FY 2023-24

3.3f 2024 Pavement Management Program Design New CD/PW 2Q FY 2023-24 3Q FY 2023-24

3.3g 2024 Pavement Management Program Construction New CD/PW 4Q FY 2023-24 1Q FY 2024-25

3.3h Community Safety Camera Network Carryover Police/CD In Progress 4Q FY 2024-25

3.3i Replacement Generator at Station 1 New CD/PW/Fire 4Q FY 2022-23 4Q FY 2023-24

3.3j Lift Station 3 New CD/PW 1Q FY 2023-24 1Q FY 2024-25

3.3k AG Creek Remediation (Debris removal and bank stabilization) New CD/PW 4Q FY 2022-23 4Q FY 2023-24

3.3l Concrete Repair Program New CD/PW 1Q FY 2024-25 4Q FY 2024-25

3.3m Concept plan/design for new Mark M. Millis Community Center Building New CD/PW/Rec 1Q FY 2023-24 4Q FY 2023-24

3.3n CMP Lining New CD/PW 1Q FY 2024-25 Ongoing

4.1 Public Outreach 4.1a Plan and Host a Kick-Off Meeting with Community New CD/LIS 1Q FY 2023-24 1Q FY 2023-24

4.2 Diversity Equity Iinclusivity Justice
Lens 4.2a Management of DEIJ consultant New CD In Progress Ongoing

4.3 General Plan Elements New CD 2Q FY 2023-24 3Q FY 2024-25

4.4 Baseline Analysis of Existing and
Future Business Needs 4.4a Survey Local Businesses Carryover Action CD 1Q FY 2023-24 4Q FY 2023-24

4.4b Conduct a Retail Market Analysis New CD 1Q FY 2023-24 4Q FY 2023-24

4.5 Climate Action Plan New CD 2Q FY 2023-24 3Q FY 2025-26

4.6 Code Update 4.6a Bring code changes to Planning Commission for approval New CD 3Q FY 2025-26 3Q FY 2025-26

4.6b Bring draft Ordinance of code revision update to Council New CD 4Q FY 2025-26 4Q FY 2025-26

4.7 EIR 4.7a Complete draft EIR New CD 1Q FY 2024-25 3Q FY 2024-25

4.7b Complete final EIR New CD 3Q FY 2024-25 4Q FY 2024-25

4.8 Objective Design Standards Carryover CD/CA 1Q FY 2023-24 1Q FY 2023-24 CMO City Manager's Office
AS Administrative Services
LIS Legislative and Information Services
PD Police Department
PW Public Works
Rec Recreation Services
Fire Five Cities Fire Authority
CD Community Development
Key
General Plan Update
Infrastructure (continued)

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14 Personnel Summary
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
City Manager's Office
Elected Officials:

Mayor and City Council 5.00 5.00 5.00 5.00 5.00
Full-time:

City Manager 1.00 1.00 1.00 1.00 1.00
Human Resources Manager - 1.00 1.00 1.00 1.00
Management Analyst - - 1.00 1.00 1.00
Contract:

City Attorney 1.00 1.00 1.00 1.00 1.00
City Manager's Office total 7.00 8.00 9.00 9.00 9.00
Legislative & Information Services
Full-time:

Director 1.0 1.0 1.0 1.0 1.0
Information Tech Manager 1.0 - - - -
Information Tech Specialist 1.0 - - - -
Exec Asst/Deputy City Clerk 1.0 1.0 - - -
Deputy City Clerk/Communications
Coordinator - - 1.0 1.0 1.0
Part time (FTE):

Sr. Office Assistant 0.6 - - - -
Executive Secretary - 0.6 0.6 0.6 0.6
Legislative & Information Services total 4.6 2.6 2.6 2.6 2.6 Administrative Services
Full-time:

Director 1.0 1.0 1.0 1.0 1.0
Human Resources Manager 1.0 - - - -
Information Tech Manager - 1.0 1.0 1.0 1.0
Accounting Manager 1.0 1.0 1.0 1.0 1.0
Accounting Supervisor - - - - -
Senior Accounting Clerk 3.0 3.0 3.0 3.0 3.0
Information Tech Specialist - 1.0 1.0 1.0 1.0
Accounting Clerk - - - - -
Admin Services Total 6.0 7.0 7.0 7.0 7.0
Community Development Department
Full-time:

Director 1.0 1.0 1.0 1.0 1.0
Planning Manager - - 1.0 1.0 1.0
Associate Planner 1.0 1.0 1.0 1.0 1.0
Assistant Planner 1.0 1.0 1.0 1.0 1.0
Community Services Specialist - - 1.0 1.0 1.0
City Engineer 1.0 1.0 1.0 - -
Associate Engineer - 1.0 1.0 - -
Assistant Engineer 1.0 1.0 - - -
Permit Technician 1.0 1.0 1.0 1.0 1.0
Program Analyst 1.0 1.0 - - -
Engineering Inspector 1.0 1.0 1.0 - -
Building Official 1.0 1.0 - - -
Building Permit Technician 1.0 1.0 1.0 1.0 1.0
Part time (FTE):

Office Assistant I - - 0.5 0.5 0.5
Comm. Development Intern 0.5 0.5 - - -
CDD Total 10.5 11.5 10.5 7.5 7.5

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15 Personnel Summary
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Full-time:

Chief of Police 1.0 1.0 1.0 1.0 1.0
Commander 2.0 2.0 2.0 2.0 2.0
Sergeant 5.0 5.0 5.0 5.0 5.0
Senior Police Officer 6.0 6.0 6.0 6.0 6.0
Police Officer 13.0 13.0 13.0 13.0 13.0
Executive Secretary 1.0 1.0 1.0 1.0 1.0
Records Clerk 2.0 2.0 2.0 2.0 2.0
Police Services Technician - - - - 1.0
Part time (FTE):

Neighborhood Services Tech 1.4 1.4 - - -
Level I Reserve Officer 0.5 0.5 - - -
Cadet 1.0 1.0 1.0 0.5 0.5
Training Technician 0.5 0.5 0.5 - -
PD total 33.4 33.4 31.5 30.5 31.5
Recreation Administration
Full time:

Recreation Director 1.0 1.0 1.0 1.0 1.0
Recreation Supervisor 0.3 0.3 0.3 1.0 1.0
Recreation Coordinator 0.4 0.4 0.4 1.0 1.0
Part time (FTE):

Office Assistant I 0.4 0.4 0.4 - -
Administrative Secretary 0.6 0.6 0.6 - -
Volunteer & Class Coordinator 0.5 0.5 0.5 0.5 0.5
Facility Attendant 1.7 1.7 1.7 1.7 1.7
Sports Facilities Attendant 0.2 0.2 0.2 0.2 0.2
Subtotal 5.1 5.1 5.1 5.4 5.4
Recreation Preschool
Full time:

Recreation Supervisor 0.2 0.2 0.2 - -
Part time (FTE):

Preschool Teacher 1.7 1.7 1.7 - -
Subtotal 1.9 1.9 1.9 - -
Children in Motion
Full time:

Recreation Supervisor 0.5 0.5 0.5 - -
Recreation Coordinator 0.6 0.6 0.6 - -
Part time (FTE):

Teacher 3.5 3.5 3.5 - -
Assistant Teacher 1.2 1.2 1.2 - -
Assistant I & II 2.2 2.2 2.2 - -
Subtotal 8.0 8.0 8.0 - -
Recreation total 15.0 15.0 15.0 5.4 5.4
Public Works Administration
Full time:

Director of Public Works 1.0 1.0 1.0 1.0 1.0
Public Works Manager 0.5 0.5 0.5 0.5 0.5
Administrative Secretary 1.0 1.0 1.0 1.0 1.0
Capital Projects Manager 1.0 1.0 1.0 1.0 1.0
Assistant Capital Projects Manager - - 1.0 1.0 1.0
Subtotal 3.5 3.5 4.5 4.5 4.5

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16 Personnel Summary
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Engineering
Full time:

City Engineer - - - 1.0 1.0
Associate Engineer - - - 1.0 1.0
Engineering Inspector - - - 1.0 1.0
Subtotal - - - 3.0 3.0
Parks
Full time:

Parks, Trees, & Landscape Supervisor - - 1.0 1.0 1.0
Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 1.0 1.0 2.0 2.0 2.0
Part time (FTE):

Maintenance Worker 1.4 1.4 0.7 0.7 0.7
Subtotal 3.4 3.4 4.7 4.7 4.7
Streets
Full time:

Public Works Manager 0.5 0.5 0.5 0.5 0.5
Streets Maintenance Supervisor - - 1.0 1.0 1.0
Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 2.0 2.0 1.0 1.0 1.0
Subtotal 3.5 3.5 3.5 3.5 3.5
Soto Sports Complex
Full time:

Maintenance & Coodination Supervisor - - 1.0 1.0 1.0
Maintenance Worker 2.0 2.0 1.0 1.0 1.0
Subtotal 2.0 2.0 2.0 2.0 2.0
Automotive Shop
Full time:

Fleet Maintenance Coordinator 1.0 1.0 1.0 1.0 1.0
Subtotal 1.0 1.0 1.0 1.0 1.0
Government Buildings
Full time:

Building Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Part time (FTE):

Maintenance Worker 0.7 0.7 0.7 0.7 0.7

1.7 1.7 1.7 1.7 1.7

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17 Personnel Summary
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Water Fund
Full time:

Utilities Manager 0.5 0.5 0.5 0.5 0.5
Public Works Supervisor - - 1.0 1.0 1.0
Public Works Lead Worker 1.0 1.0 1.0 1.0 1.0
Water Services Worker 1.0 1.0 1.0 0.6 0.6
Maintenance Worker 4.0 4.0 3.0 3.0 3.0
Part time (FTE):

Summer Interns 0.7 0.7 0.7 0.7 0.7
Subtotal 7.2 7.2 7.2 6.8 6.8
Sewer Fund
Full time:

Utilities Manager 0.5 0.5 0.5 0.5 0.5
Water Services Worker - - - 0.4 0.4
Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Part time (FTE):

Summer Interns 0.7 0.7 0.7 0.7 0.7
Subtotal 3.2 3.2 3.2 3.6 3.6
Department total 25.5 25.5 27.8 31.8 31.8
Elected total: 5.0 5.0 5.0 5.0 5.0
Contract City Attorney total: 1.0 1.0 1.0 1.0 1.0
Full time total: 76.0 77.0 80.0 80.0 81.0
Part time (FTE) total: 20.0 20.0 17.4 6.8 6.8
City Total: 102.0 103.0 103.4 92.7 93.7

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18 Long Range Financial Forecast

INTRODUCTION
The General Fund is the City’s largest fund and is used to account for the revenues and expenditures that support most services commonly associated with local government, including police, fire, public works, community development, parks and recreation, and administration. The preparation of the Fiscal Year (FY) 2023-24 through FY 2027-28 Five-Year Financial Forecast is one of the first steps in the City’s budget process.

The City of Arroyo Grande’s Forecast is a long-range fiscal planning tool that serves as the framework for the development of the FY 2023-24 and FY 2024-25 General Fund Biennial Budget. The Forecast provides City Council, key stakeholders, and the public information about the City’s financial resources to facilitate discussion and decision-making regarding the General Fund budget.

The Forecast is a fiscally conservative, yet realistic, point-in-time estimate of the capacity of the General Fund to pay for both ongoing services and capital needs for the next five years. Because the General Fund is the City’s primary fund and is where most discretionary funds reside, this Forecast does not include other City funds such as the water, sewer, transportation, and park development funds. The Forecast takes into account cost inflation over its five-year timeline while also implementing a “Status Quo” approach to staffing and program levels by projecting costs into the future with no material changes.

As depicted in Table 1 below, expenditures are expected to exceed revenues by $1.8 million in the current fiscal year (2022-23) due to a planned drawdown of reserves to support spending on streets, sidewalks, employee retention incentive program, and capital equipment. This expected deficit in FY 2022-23, however, is less than the originally planned reserve drawdown of $2.4 million. This is mainly due to better-than-expected projections for property, sales, and transient occupancy taxes in the current fiscal year while budgeted expenditures are largely on target.

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As shown in Table 2 below, revenues in FY 2023-24 are projected to dip slightly from FY 2022-23 due in part to non-recurring grant revenues in the current year, in part to a mild economic slowdown in sales tax receipts anticipated by the City’s sales tax consultant (HdL), and in another part to the discontinuation of some recreation programs (before and after school childcare). According to HdL, Gross Domestic Product (GDP) is expected to increase only 0.8% in FY 2022-23, rising to a modest 2.5% in the following year. Though HdL does not project that a recession is an inevitable outcome in the near future, they do expect some economic pullback in the near term and do not write off the possibility of a deeper recession depending on choices made by state and national policymakers in the months ahead. Most revenues after the current fiscal year are, therefore, expected to increase modestly each year.

Consideration of General Fund Five-Year Financial Forecast

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Table 2 above also shows that expenditures are expected to decline from the current fiscal year to the next, mostly due to the one-time nature of the employee retention incentive program and larger than normal expenditures related to streets, sidewalks, and capital equipment budgeted in FY 2022-23. Offsetting these expenditure decreases somewhat is an expected increase in the cost to provide fire services to our residents through the Five Cities Fire Authority. Unless otherwise noted, most expenditures are projected to increase modestly over time.

The following summarizes key assumption made for revenues and expenditures:

GENERAL FUND REVENUES
Property Taxes – Property tax is the City’s largest revenue source, representing 36% of all General Fund revenues based on the FY 2022-23 Projected Budget. The following Chart 1 shows FY 2021-22 actual revenues, the FY 2022- 23 Adopted Budget and revised property tax revenue projection and a five-year Forecast for FY 2023-24 through FY 2027-28. The FY 2022-23 and 2023-24 projections are based on recent estimates provided by the County Auditor-Controller’s Office. In the outyears of the Forecast, property tax revenue are projected to increase 3.5% annually, reflecting the combination of the 2% inflator added each year to assessed values along with increases resulting from the sale of existing properties at higher values than their current assessed valuations.

Chart 1
Property Tax Revenue Projection
Sales and Use Tax – Sales Tax is the City’s second largest revenue source, representing 24% of General Fund revenues based on the FY 2022-23 Projected Budget. Sales tax revenue includes both taxes collected at the point of sale as well as taxes collected from online sales. The City receives the basic local Bradley-Burns rate of 1.0% of the total City’s sales tax rate of 7.75% based on point-of-sale transactions within the City. Additionally, a half percent (0.50%) of the total sales tax is also paid to the City and is attributed to the Local Sales Tax measure approved in 2006. The majority of the Local Sales Tax is utilized for Capital Improvement Projects. However, a portion of the Local Sales Tax collected is used to support public safety programs, including payments to the Five Cities Fire Authority and the costs of a Senior Police Officer.

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Chart 2 shows HdL’s projected reduction in sales tax revenues of 0.2% in the current fiscal year and another 1.1% in FY 2023-24 due to the anticipated minor slowdown noted earlier. These projections reflect expected declines in categories like automobiles and transportation, fuel and service stations, and general consumer goods. The lower projections in these categories are the result of lower expected consumer demand in the short-term and, in the case of fuel, lower prices at the pump. In addition, the state and county pools sales tax category, which captures online sales, is projected to grow 14% this year, or $92,000, over the original Adopted Budget. Categories that are expected to increase modestly over the next year include building and construction, restaurants and hotels, and receipts from the county sales tax pool. This pool is made up primarily of transactions that occur online rather than point of sale in Arroyo Grande and used automobile sales purchased outside the City. The economic Forecast for sales tax revenue in the outyears assumes a 3% growth rate, which is in line with recommendations of the City’s sales tax consultant.

Chart 2
Sales Tax Revenue Projection
Transient Occupancy Tax (TOT) – The primary economic drivers of TOT revenues are lodging capacity, room rates, and occupancy. The following Chart 3 shows that the original TOT projection of $1.3 million for FY 2022-23 underestimated the rebound from previous pandemic related lows. Based on final numbers from FY 2021-22 of $1.48 million, and after reviewing TOT receipts so far in FY 2022-23, this estimate has been revised to $1.5 million, or a modest 1.6% increase over the previous fiscal year.

The 5-year Forecast projects a modest but healthy increase of 3.0% year-over-year. The Forecast does not factor in any increase in the City’s current room capacity or the addition of new hotels within the City limits over the next five years. Nor does it factor in any efforts the City is making to increase TOT compliance with short-term rentals.

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23 Long Range Financial Forecast
Chart 3
Transient Occupancy Tax Revenue Projection
License and Permits – The License and permit category includes revenue associated with regulating certain activities within the City, such as permits for building, encroachment, electrical, police, and fire. License and permit revenue represents 2.4% of General Fund revenues based on the FY 2022-23 Projected Budget. License and permit revenue reflects a flat projection for FY 2022-23 Adopted Budget with an expected 2.0% increase each year in the Forecast thereafter.

Charges for Service – The City provides a variety of fee-based services that provide a benefit to an individual or group such as recreation programs, plan checking, and engineering inspections. Together, these charges for services represent 8% of General Fund revenues, so are an important part of the budget.

GENERAL FUND EXPENDITURES
Salaries and Taxes – Because municipalities are service entities, personnel costs are the largest category of expenditure, accounting for almost 60% of General Fund expenditures. The salaries and payroll taxes represent all employee salaries (e.g. full-time, part-time, overtime, holiday, sick leave, etc.) and their associated payroll taxes. In addition to this, total personnel costs include employee benefits, workers’ compensation, and pension related expenses. The following Table 3 shows that Forecast includes a 3.5% inflator for the next five fiscal years based on current employee contracts and anticipated cost increases over the next few years.

Services and Supplies – Non-personnel expenditures include contractual and professional services, insurance, utilities, and other operating expenditures. These non-personnel related costs make up 38% of all General Fund

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24 Long Range Financial Forecast
expenditures. In addition, the portion of fire services contracted through the Five Cities Fire Authority (FCFA) and paid for with General Funds currently represents another 9% of total expenditures.

LOCAL SALES TAX FUND
The City prepares a 5-year plan for the Local Sales Tax Fund shown in Table 4. The City has been diligent in using the local sales tax funds for the four purposes originally identified: infrastructure improvements, including the street, drainage and creek systems; transportation projects; public safety needs; and facility upgrades. In 2015, the City Council added Information Technology infrastructure to the list of infrastructure systems supported by the Sales Tax Fund. The proposed 5-year plan for the Local Sales Tax Fund is provided as an additional forecast .

The Local Sales Tax Fund provides for both operating and capital needs, with approximately 64% of the revenue generated by this half-percent tax allocated for capital programs. The 5-year revenue and expenditure plan provided is prepared in order to support the multi-year nature of the capital projects funded with revenue from the Local Sales Tax Fund.

Table 4 – Local Sales Tax Fund
Item 2023-24 2024-25 2025-26 2026-27 2027-28 5-Year Total Fair Oaks/Orchard Rd Intersection Imp 75,000 225,000 236,250 236,250 - 772,500 Swinging Bridge Reinforcement - - - - - -
Traffic Way Bridge Improvements 82,355 624,175 624,175 - - 1,330,705 Subtotal Transportation 157,355 849,175 860,425 236,250 - 2,103,205 Pavement Management Program 1,210,080 2,062,870 1,250,000 - 1,250,000 5,772,950 Striping and Sidewalk Improvements - 240,000 - 200,000 - 440,000 Short Street Plaza - - - 30,000 - 30,000
Harloe Elem Ped Access Enhancements - - - - - -
191 Tally Ho 110,000 - - - - 110,000
Guardrail Replacement - - - - - -
Active Transportation Plan 14,337 - - - - 14,337
Arroyo Grande Creek Remediation 26,000 - - - - 26,000
Arroyo Grande Creek Stabilization - - 40,000 - - 40,000 Subtotal Street/Park Improvements 1,360,417 2,302,870 1,290,000 230,000 1,250,000 6,433,287 CMP Replacements - 100,000 100,000 100,000 100,000 400,000 Trash Capture Devices - - 214,000 - - 214,000
Subtotal Drainage Improvements - 100,000 314,000 100,000 100,000 614,000 Fire JPA 949,000 994,500 1,024,335 1,044,822 1,065,718 5,078,375 Police Senior Officer Position 183,700 190,100 196,800 203,700 210,800 985,100 Narcotics Task Force 24,600 24,600 24,600 24,600 24,600 123,000 Animal Services Building Debt Service 60,000 60,000 60,000 60,000 60,000 300,000 Subtotal Public Safety 1,217,300 1,269,200 1,305,735 1,333,122 1,361,118 6,486,475

CITY OF ARROYO GRANDE
5-Year Revenue and Expenditure Plan

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25 Long Range Financial Forecast

Item 2023-24 2024-25 2025-26 2026-27 2027-28 5-Year Total City Hall Debt Service 20,000 20,000 20,000 20,000 20,000 100,000 Corporation Yard Renovations - - - - - -
Recreation Services / Community Center Building - 150,000 - 1,500,000 - 1,650,000 Elm St. Park Playground Structure - - - - - -
Fire Station 1 Generator Replacement - - - - - -
Lift Station 3 55,200 - - - - 55,200
Various Open Space Fire/Fuel Management - - - - - -
ADA Transition Plan - 75,834 - - - 75,834
Public Works Office Space Remodel 100,000 - - - - 100,000 Police Department Building Roof Repair - 20,000 - - - 20,000 Property and Evidence Storage System Upgrade - - - - 25,000 25,000 Generator for City Hall - - - - 200,000 200,000
Fire Station Apparatus Bay Doors 115,000 - - - - 115,000 City Hall Second Story Patio Repair - 40,000 - - - 40,000 Woman's Club Improvements - - - - - -
Le Point Street Parking Lot Expansion - 85,000 6,000 - - 91,000 Financial Management System 93,000 - - - - 93,000
Network Switch Replacement - - - - - -
Fuel Management System/Dispenser Replcmnt. - - - - - -
Subtotal City Facilities 383,200 390,834 26,000 1,520,000 245,000 2,565,034 Annual Audit and Sales Tax Report 7,500 7,500 7,500 7,500 7,500 37,500 Contingency 25,000 25,000 25,000 25,000 25,000 125,000
Subtotal Other 32,500 32,500 32,500 32,500 32,500 162,500 Total Expenses 3,150,772 4,944,579 3,828,660 3,451,872 2,988,618 18,364,501 Revenue 2,962,000 3,033,000 3,124,000 3,217,700 3,314,200 15,650,900 Revenue Over/(Under) Expenses (188,772) (1,911,579) (704,660) (234,172) 325,582 Beginning Fund Balance 3,092,620 2,903,848 992,269 287,609 53,438 Estimated Ending Fund Balance 2,903,848 992,269 287,609 53,438 379,019 % Fund Balance of Estimated Revenues 98% 33% 9% 2% 11%

CITY OF ARROYO GRANDE
5-Year Revenue and Expenditure Plan

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26 FUND SUMMARIES
CONSOLIDATED SUMMARY – ALL FUNDS
2023-24 BUDGET
2024-25 BUDGET
Beginning Fund Balance $ 8,992,955 $ 3,092,620 $ 7,429,554 $ 10,730,087 $ (607,613) $ 29,637,603 Revenues:

Salaries and Benefits 12,089,400 - 1,146,000 547,200 - 13,782,600 Services and Supplies 9,434,771 1,041,500 6,404,221 1,091,965 7,900 17,980,357 Debt Service 309,566 - - 8,369 382,944 700,879
Capital Outlay 239,500 - 82,000 - - 321,500
Transfers Out 115,000 2,109,272 6,439,421 2,568,800 35,900 11,268,393 Total Expenditures 22,188,237 3,150,772 14,071,642 4,216,334 426,744 44,053,729 Total Operating Incr/(Dec (530,144) (188,772) 240,272 (1,307,349) (2,800) (1,788,792) Available Fund Balance $ 8,462,811 $ 2,903,848 $ 7,669,826 $ 9,422,738 $ (610,413) $ 27,848,811 Total
Enterprise
Funds
Agency
Funds
General
Fund
Local Sales
Tax Fund
Special
Revenue
Beginning Fund Balance $ 8,462,811 $ 2,903,848 $ 7,669,826 $ 9,422,738 $ (610,413) $ 27,848,811 Revenues:

Salaries and Benefits 12,437,200 - 1,182,900 565,000 - 14,185,100 Services and Supplies 9,774,816 1,087,000 6,575,184 1,090,015 7,900 18,534,915 Debt Service 294,386 - - 8,369 382,944 685,699
Capital Outlay 149,500 - 47,500 - - 197,000
Transfers Out 2,475,000 3,857,579 6,485,585 1,291,400 35,900 14,145,463 Total Expenditures 25,130,902 4,944,579 14,291,169 2,954,784 426,744 47,748,177 Total Operating Incr/(Dec (2,946,133) (1,911,579) (328,344) 30,166 (2,800) (5,158,690) Available Fund Balance $ 5,516,678 $ 992,269 $ 7,341,482 $ 9,452,904 $ (613,213) $ 22,690,121 General
Fund
Local Sales
Tax Fund
Enterprise
Funds
Agency
Funds Total
Special
Revenue

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27 FUND SUMMARIES
FUND: 010 GENERAL FUND
2022-23 2022-23 2023-24 2024-25
2021-22 ADOPTED PROJECTION PROPOSED PROPOSED

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 8,088,010 $ 7,999,075 $ 10,639,986 $ 8,992,955 $ 8,462,811 Revenues:

Revenues 18,404,418 17,888,444 19,091,882 18,544,027 18,999,668 Transfers In 2,993,204 3,012,700 3,012,700 3,114,066 3,185,100 Total Revenues 21,397,622 20,901,144 22,104,582 21,658,093 22,184,768 Expenditures:

Salaries and Benefits 10,850,612 13,804,135 14,163,700 12,089,400 12,437,200 Services and Supplies 6,454,835 7,199,231 7,351,431 9,434,771 9,774,816 Debt Service 128,493 286,261 286,261 309,566 294,386
Capital Outlay 12,998 453,865 358,865 239,500 149,500
Transfers Out 1,398,707 1,535,785 1,591,356 115,000 2,475,000 Total Expenditures 18,845,646 23,279,277 23,751,613 22,188,237 25,130,902 Total Operating Increases 2,551,977 (2,378,133) (1,647,031) (530,144) (2,946,134) Available Fund Balance $ 10,639,986 $ 5,620,942 $ 8,992,955 $ 8,462,811 $ 5,516,677 Percent of Expenditures 56.5% 24.1% 37.9% 38.1% 22.0%
This is the primary operating fund of the City, which accounts for resources and services traditionally associated with government. The General Fund provides administrative, financial, police protection, community development, public works, and recreation services to the community and other funds. The General Fund accounts for revenues that have unrestricted uses and are not required legally or by contractual agreement to be accounted for in another fund.

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28 FUND SUMMARIES
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 4,761,493 $ 5,967,140 $ 5,967,140 $ 3,092,620 $ 2,903,848 Revenues:

Revenues 2,840,596 2,846,000 3,064,627 2,962,000 3,033,000 Transfers In - - - - -
Total Revenues 2,840,596 2,846,000 3,064,627 2,962,000 3,033,000 Expenditures:

Salaries and Benefits - - - - -
Services and Supplies 591,981 645,394 593,553 1,041,500 1,087,000 Capital Outlay - - - - -
Transfers Out 1,042,968 6,886,709 5,345,594 2,109,272 3,857,579 Total Expenditures 1,634,949 7,532,103 5,939,147 3,150,772 4,944,579 Change in Fund Balance 1,205,647 (4,686,103) (2,874,520) (188,772) (1,911,579) Ending Fund Balance $ 5,967,140 $ 1,281,037 $ 3,092,620 $ 2,903,848 $ 992,269 2022-23
This fund accounts for the revenues derived from Measure O-06, a local 1/2% sales tax approved by the City's voters in November 2006.

FUND: 218 LOCAL SALES TAX

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29 FUND SUMMARIES

CONSOLIDATED GENERAL FUND
The General Fund is the primary operating fund of the City, which accounts for resources and services traditionally associated with government. The General Fund provides administrative, financial, police protection, community development, public works, fire, and recreation services to the community and other funds. The General Fund accounts for revenues that have unrestricted uses and are not required legally or by contractual agreement to be accounted for in another fund. The City has historically reported on the General Fund separately from the Local Sales Tax Fund, although the City’s auditors traditionally combine this information in the Annual Comprehensive Financial Report (ACFR). The Local Sales Tax Fund accounts for the revenues derived from Measure O-06, a local 1/2% sales tax approved by the City's voters in November 2006. Measure O-06 included advisory measures when passed providing direction on the uses to which the funding should be allocated. To ensure accountability, the measure included a provision requiring the City to publish and distribute an annual report to each household on the revenues and expenditures from the sales tax proceeds. To aid in the collection and reporting of this information, the City has accounted for this fund in a separate account.

General General
Fund Fund
Beginning Fund Balance $8,993 $3,093 $12,086 $8,462 $2,904 $11,366 Revenues:

Revenues 18,544 2,962 21,506 19,000 3,033 22,033
Transfers In 3,114 - 3,114 3,185 - 3,185
Total Revenues 21,658 2,962 24,620 22,185 3,033 25,218
Expenditures:

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30 FUND SUMMARIES

CONSOLIDATED GENERAL FUND

REVENUES BY SOURCE

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31 FUND SUMMARIES

CONSOLIDATED GENERAL FUND

REVENUE TRENDS
Property Tax
Property Tax revenues are estimated to increase by 3.3% in FY 2023-24 and increase by 3.5% in FY 2024-25.

Sales & Use Tax
Sales Tax revenues are estimated to decrease by 1.1% in FY 2023-24 and increase by 2.8% in FY 2024-25.

Transient Occupancy Tax
Transient Occupancy Tax revenues are estimated to increase by 3% in FY 2023-24 and increase by 3% in FY 2024-25.

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32 FUND SUMMARIES

CONSOLIDATED GENERAL FUND

REVENUE DETAIL
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
TAXES
4001 Current Secured $ 5,494,101 $ 5,736,124 $ 5,788,992 $ 5,976,386 $ 6,187,300 4002 Current Unsecured 201,742 200,425 200,425 205,000 210,000 4003 Prior Secured (26,738) (18,000) (18,000) (18,000) (18,000) 4004 Prior Unsecured 3,638 4,600 4,600 4,600 4,600
4005 Redemptions 262 300 300 300 300
4007 Property Tax in Lieu of VLF 1,901,447 1,933,600 1,933,600 2,001,300 2,071,300 4010 Transient Occupancy Tax 1,476,939 1,300,000 1,500,000 1,545,000 1,591,350 4011 Sales & Use Tax 5,195,913 4,553,023 5,175,215 5,071,135 5,193,568 4012 Sales Tax-Safety 193,213 177,352 201,970 197,023 202,934 4013 Property Transfer Tax 147,489 156,060 156,060 159,200 162,400 4018 Measure O-06 Sales & Use Tax 2,840,596 2,846,000 3,064,627 2,962,000 3,033,000 4030 Franchise Taxes 782,494 703,900 780,000 795,600 811,500 4050 Business License Tax 97,812 98,000 98,000 100,000 100,000 Total 18,308,909 17,691,384 18,885,789 18,999,544 19,550,252

LICENSES & PERMITS
4124 Fire Permits 5,505 16,600 16,600 12,300 12,500
4125 Police Permits 25,434 41,600 41,600 38,500 39,300
4126 Other Permits-Alcohol 10 - -
4127 Other Permits-Tobacco Retailers 2,045 2,000 2,000 2,100 2,100 4128 Other Permits-Solicitation - 200 200 200 200
4141 Other Permits-Encroachment 81,608 88,900 88,900 77,300 78,800 4161 Sign Permits 6,870 4,200 4,200 7,000 7,100
4162 Use Permits 10,273 15,600 15,600 32,000 32,600
4164 Use Permits-Temporary 1,176 2,100 2,100 1,600 1,600 4181 Building Permits 178,623 170,000 170,000 173,400 176,900 4182 Plumbing Permits 5,624 4,500 4,500 5,100 5,200
4183 Electrical Permits 91,191 53,000 53,000 78,500 80,100 4185 Excav/Grade Permits 11,006 19,800 19,800 15,900 16,200 4187 Mechanical Permits 9,043 10,600 10,600 9,100 9,300 4188 Other Permits-Roof - - -
4189 Other Permits-Demolition 4,380 2,000 2,000 2,800 2,800 Total 432,787 431,100 431,100 455,800 464,700
FISCAL YEAR 2022-23

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33 FUND SUMMARIES
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
FINES
4201 Vehicle Code Fines 54,830 36,400 36,400 38,000 39,000 4202 Local Ordinance 387 2,000 2,000 400 400
4203 Parking 6,102 8,400 8,400 5,500 5,500
Total 61,318 46,800 46,800 43,900 44,900

USE OF MONEY AND PROPERTY
4301 Interest 73,257 40,000 40,000 10,000 10,200
4350 Rent 58,905 65,700 65,700 50,000 51,000
4351 Telecommunication Site Leases 398,933 357,900 357,900 378,000 385,600 4353 Rent-Commercial Buildings 7,705 12,000 12,000 12,200 12,400 4354 Park User Fees 95,994 60,000 60,000 70,100 71,500
4355 Building Supervision 425 - - - -
4356 Le Point Charging Station 1,252 1,000 1,000 1,000 1,000 4375 Returned Check Fees 75 200 200 200 200
4376 Collection-Credit Bureau -
Total 636,547 536,800 536,800 521,500 531,900

AID FROM OTHER GOVERNMENTS
4411 Motor Vehicle License Fees 20,281 13,600 15,800 15,800 16,100 4413 Homeowners P.T.R. 32,595 32,600 33,000 33,000 33,700 4424 ICAC Reimbursement 140 5,200 - - -
4426 P.O.S.T. Reimbursement 19,503 10,400 10,600 10,600 10,800 4427 Mandated Cost Recovery 10,623 5,700 10,500 10,500 10,700 4451 Lucia Mar Reimbursement - 78,750 80,300 80,300 81,900 4458 State Grant 13,241 - - - -
4460 Department of Justice Grant - - - - -
4479 Office of Traffic Safety Grant - Police - - - - -
4499 Rev from other Govmt Agencies - 150,000 363,710 363,416 363,416 Total 192,739 296,250 513,910 513,616 516,616
FISCAL YEAR 2022-23

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34 FUND SUMMARIES
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET

COMMUNITY DEVELOPMENT CHARGES FOR SERVICES
4501 Developer Application Fees 31,857 11,400 11,400 21,400 21,800 4502 Filing/Certificate Fees - 6,900 6,900 2,100 2,100
4504 File Fees-Appeals 4,471 1,000 1,000 1,000 1,000
4505 Plan Check Fees 286,846 270,000 270,000 275,400 280,900 4506 Lot Split/Subdivision 20,990 10,400 10,400 15,000 15,300 4507 Architect Review Fees 7,591 10,400 10,400 10,000 10,200 4509 Home Occupancy Permits 10,317 7,000 7,000 8,500 8,700 4510 Miscellaneous Plan Fees 47,521 29,200 29,200 33,600 34,300 4511 Pre-application Reviews 1,228 2,700 2,700 2,800 2,800 4512 Sign Reviews - 2,700 2,700 600 600
4514 Minor Exceptions - 2,000 2,000 1,100 1,100
4518 EIR Administrative Fee - - - - -
Total 410,821 353,700 353,700 371,500 378,800

RECREATION CHARGES FOR SERVICES
4602 Children in Motion 349,297 340,800 340,800 60,615 - 4603 Play/Learn Sessions 61,775 77,120 77,120 4,752 -
4604 Play/Learn-Summer 3,287 126,000 126,000 - -
4605 Special Interest Classes 332,176 215,000 215,000 285,000 290,700 4606 Sports Leagues 8,044 22,360 22,360 22,800 23,300
4607 Special Events 24,336 16,050 16,050 19,100 19,500
4608 Softball Leagues 17,787 25,280 25,280 18,600 19,000 4609 Recreation - Other Revenue 28,122 - - 5,000 5,100
4613 Five Cities Youth Basketball - - - - -
4614 Youth Wrestling Fund Raising - - - - -
4615 Children in Motion - Classes - - - - -
4655 Building Supervision 2,460 - - - -
Total 827,286 822,610 822,610 415,867 357,600

PUBLIC WORKS CHARGES FOR SERVICES
4701 Miscellaneous Engineering Fees - 3,000 3,000 700 700 4702 Engineering Map/Plan Check 12,614 8,400 8,400 15,200 15,500 4703 Engineering Inspection Fees 69,670 61,200 61,200 62,400 63,600 4704 Grading Fees - 2,000 2,000 - -
4706 Stormwater Permit Fees 5,607 - - - -
Total 87,891 74,600 74,600 78,300 79,800
FISCAL YEAR 2022-23

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35 FUND SUMMARIES
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET

OTHER CHARGES FOR SERVICES
4728 Fingerprint Fees -
4731 Live Scan Fingerprinting 1,525 1,700 1,700 1,300 1,300 4753 Sanitation District Billing Services 27,759 17,000 17,000 21,400 21,800 4762 Sewer Facility Charge 1,049 6,600 6,600 4,800 4,900 4771 County TMD Assessment Admin Fee 4,391 1,500 1,500 3,100 3,200 4772 FCFA Admin/Support Services 46,762 33,900 33,900 34,600 35,300 Total 81,486 60,700 60,700 65,200 66,500

OTHER REVENUE
4801 Other Revenue 21,058 15,000 15,000 15,300 15,600
4802 Sales-Land - - - - -
4803 Sales-Equipment/Materials 144,346 - 10,000 - -
4804 Sales-Publications/Reports 362 500 500 500 500
4805 Insurance Refunds/Dividends - - - - -
4807 Expense Recovery 1,624 8,000 8,000 8,000 8,200
4808 Expense Recovery-Police 14,552 387,000 387,000 7,000 7,100 4809 Donations 14,459 - -
4816 Other Financing Sources - - - - -
4817 Santa Cop Sponsorship 8,799 10,000 10,000 10,000 10,200 4818 Cash over(short) 31 - - - -
4820 Coronavirus Relief Fund - - - - -
4826 Capital Contributions - - - - -
4880 Bond Proceeds - - - - -
Total 205,231 420,500 430,500 40,800 41,600

TRANSFERS IN
4901 Personnel Transfers 1,454,508 1,410,500 1,410,500 798,800 823,900 4902 Operating Transfers - - - - -
4903 Cost Allocation 1,306,092 1,306,100 1,306,100 1,974,466 2,014,000 4907 Transfers In - CDBG Fund - - - - -
4909 Transfers In - TBID Fund 3,000 3,000 3,000 42,500 42,500 4920 Transfers In - Streets Fund - - - - -
4930 Transfers In - Sewer Fund - - - - -
4940 Transfers In - Water Fund - - - - -
4950 Transfers In - Sales Tax Fund 202,104 263,100 263,100 268,300 274,700 4952 Transfers In - RDA Successor Fund 27,500 30,000 30,000 30,000 30,000 4965 Transfers In - American Rescue Plan Ac - - - - -
Total 2,993,204 3,012,700 3,012,700 3,114,066 3,185,100 Grand Total $ 24,238,218 $ 23,747,144 $ 25,169,209 $ 24,620,093 $ 25,217,769 FISCAL YEAR 2022-23

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36 FUND SUMMARIES

CONSOLIDATED GENERAL FUND

EXPENDITURE
2023-24 Consolidated General Fund Expenditures by Department

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37 FUND SUMMARIES

GENERAL FUND EXPENDITURE SUMMARY

BY DEPARTMENT
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

DEPARTMENT ACTUAL BUDGET BUDGET BUDGET BUDGET
City Administration
4001 City Council $ 165,460 $ 115,800 $ 115,800 $ 157,500 $ 159,300 4099 Retirees 237,673 235,000 235,000 235,000 235,000
4101 City Manager 299,468 465,100 465,100 599,800 613,500 4110 Human Resources 161,247 224,156 224,156 206,200 213,200 4003 City Attorney 262,145 290,000 290,000 294,400 303,142 Total City Administration 1,125,993 1,330,056 1,330,056 1,492,900 1,524,142 Legislative and Information Services
4002 City Clerk 346,425 471,275 471,275 411,260 486,260 4140 Information Technology - - - - -
4102 Printing/Duplicating 18,918 25,600 25,600 29,900 29,900 Total Legislative & Information Services 365,343 496,875 496,875 441,160 516,160 Administrative Services
4120 Administrative Services 689,306 884,010 884,010 799,480 825,280 4140 Information Technology 601,973 730,297 730,297 892,900 905,000 4145 Non-Departmental 3,989,880 5,723,421 6,290,757 3,501,400 5,901,637 4145 FCFA (Fire Service) 2,052,061 2,052,061 2,052,061 2,847,000 2,983,500 CalPERS UAL payment - - - - -
Total Administrative Services 7,333,220 9,389,789 9,957,125 8,040,780 10,615,417 Community Development
4130 Planning 460,887 887,600 887,600 1,305,982 1,334,882 4301 Engineering 661,724 749,300 749,300 - -
4212 Building & Life Safety 403,052 462,700 462,700 470,640 474,140 Total Community Development 1,525,663 2,099,600 2,099,600 1,776,622 1,809,022 Police Department
4201 Police 1,102,005 1,622,592 1,622,592 1,478,015 1,546,337 4203 Patrol Services 3,323,697 3,648,700 3,648,700 3,604,500 3,729,900 4204 Police Support Services 1,130,263 1,094,100 1,094,100 1,308,535 1,461,035 4208 DOJ Tobacco Grant 9,230 - - - -
4209 OTS - Special Grant Programs 33,504 - - - -
Total Police Department 5,598,698 6,365,392 6,365,392 6,391,050 6,737,272 FISCAL YEAR 2022-23

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38 FUND SUMMARIES
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

DEPARTMENT ACTUAL BUDGET BUDGET BUDGET BUDGET
4421 Recreation Administration 441,507 443,100 443,100 552,700 524,700 4423 Pre-School Program 108,063 235,600 235,600 16,930 - 4424 Recreation-Special Programs 229,957 149,500 149,500 255,000 258,850 4425 Children In Motion 292,824 392,300 392,300 59,340 - Total Recreation Services 1,072,351 1,220,500 1,220,500 883,970 783,550 Public Works
4307 Public Works Administration 865,803 1,075,500 1,075,500 1,075,175 1,109,950 4301 Engineering - - - 711,600 681,000
4420 Park Maintenance 376,126 640,065 545,065 730,500 707,389 4430 Soto Sports Complex Maintenance 214,021 241,000 241,000 240,950 235,450 4305 Automotive Shop 175,956 155,600 155,600 181,280 172,000 4213 Government Buildings 192,470 264,900 264,900 222,250 239,550 Total Public Works 1,824,377 2,377,065 2,282,065 3,161,755 3,145,339 Grand Total $ 18,845,646 $ 23,279,277 $ 23,751,613 $ 22,188,237 $ 25,130,902 FISCAL YEAR 2022-23

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39 FUND SUMMARIES

GENERAL FUND EXPENDITURE BY OBJECT
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET

SALARIES/FRINGE BENEFITS
5101 Salaries-Full Time $ 4,687,631 $ 6,580,000 $ 6,542,574 $ 6,994,400 $ 7,224,200 5102 Salaries-Part Time 120,251 101,500 101,500 113,800 116,400 5103 Salaries-Temporary Part Time 387,084 580,000 580,000 199,900 224,700 5105 Salaries-Overtime 280,201 167,200 167,200 164,800 164,800 5107 Standby/Call Back Pay 7,200 12,400 12,400 7,000 7,000 5108 Holiday Pay 283,831 119,700 119,700 129,500 134,000 5109 Sick Leave Pay 102,148 - - - -
5110 Annual Leave Buy Back 18,839 35,500 35,500 31,800 30,800 5111 Vacation Buy Back 20,365 18,500 18,500 21,500 21,500 5112 Sick Leave Buy Back 11,867 11,400 11,400 11,800 11,800 5113 Vacation Leave Pay 153,945 - - - 1,000
5114 Compensation Pay 81,619 - - - -
5115 Annual Leave 149,867 - - - -
5116 Field Training Premium 6,234 5,000 5,000 6,000 6,000 5121 PERS Retirement 690,239 898,600 898,600 880,500 906,000 5122 Social Security 451,661 511,200 511,200 535,500 549,400 5123 PARS-Retirement 7,987 10,800 10,800 5,200 5,500
5126 State Disability (SDI) 20,219 16,700 16,700 18,000 18,500 5127 Deferred Compensation 16,696 17,100 17,100 18,100 18,100 5128 UAL (Unfunded Accrued Liability) 1,519,503 1,904,700 2,301,691 1,380,100 1,350,200 5131 Health Insurance 944,476 1,219,700 1,219,700 1,127,000 1,218,600 5132 Dental Insurance 62,216 68,300 68,300 69,200 69,200 5133 Vision Insurance 15,775 19,700 19,700 19,000 18,900 5134 Life Insurance 7,704 9,200 9,200 9,400 9,200
5135 Long Term Disability Insurance 15,040 21,500 21,500 21,700 21,700 5136 Retirees Health Insurance 142,689 235,000 235,000 235,000 235,000 5137 Leave Payouts 15,260 - - - -
5141 Workers Compensation 558,144 626,300 626,300 660,100 659,300 5142 Unemployment Insurance 12,559 1,000 1,000 - -
5143 Uniform Allowance 10,195 11,500 11,500 10,900 10,900 5144 Car Allowance 20,159 20,700 20,700 20,100 20,100
5146 Expense Allowance - - - - -
FISCAL YEAR 2022-23

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40 FUND SUMMARIES
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET

SALARIES/FRINGE BENEFITS (CONTINUED)
5147 Employee Assistance Program 2,107 3,235 3,235 - -
5147 Employee Retention Incentive Program - 1,030,000 1,030,000 - - 5148 Boot Allowance 1,853 2,200 2,200 2,200 2,200
5149 Motor Pay 2,229 2,000 2,000 2,000 2,000
5150 Bilingual Pay 3,611 3,600 3,600 3,600 3,600
5151 Cell Phone Allowance 18,044 19,900 19,900 26,700 26,000 5199 Salary Reimbursement 1,165 (480,000) (480,000) (635,400) (649,400) Total $ 10,850,612 $ 13,804,135 $ 14,163,700 $ 12,089,400 $ 12,437,200

SERVICES & SUPPLIES
5201 Supplies - Office $ 25,319 $ 35,800 $ 35,800 $ 41,100 $ 37,000 5208 Postage/Mailing 19,889 15,200 15,200 20,200 20,200 5250 Supplies-Volunteer Program 1,050 1,600 1,600 1,850 1,850 5251 Supplies-Classes 6,029 9,000 9,000 9,000 9,000
5252 Supplies-Recreation Events 20,083 11,600 11,600 15,000 15,000 5253 Play/Learn Sessions 2,381 2,600 2,600 930 -
5254 Play/Learn-Summer 448 126,000 126,000 300 -
5255 Special Department Supplies 67,697 67,750 67,750 73,675 72,050 5257 Supplies-Leagues 7,778 27,600 27,600 27,600 27,600 5259 Children In Motion Supplies-Snacks 5,510 6,000 6,000 750 - 5261 Santa Cop 8,799 10,000 10,000 10,000 10,000
5272 Protective/Safety Clothing 45,894 43,500 43,500 43,500 43,500 5273 Small Tools 4,621 6,000 6,000 6,100 6,200
5274 Chemicals 3,422 3,300 3,300 3,700 3,700
5301 Advertising 5,006 12,100 12,100 12,100 12,100
5303 Contractual Services 1,541,286 2,198,678 2,350,878 3,459,201 3,533,288 5304 Professional Services 234,633 266,400 266,400 266,400 274,392 5306 Printing Services 47 600 600 600 600
5307 Disposal Fees - 2,000 2,000 2,200 2,200
5308 Street Trees 156 2,100 2,100 2,100 2,100
5313 Five Cities Fire Authority 2,052,061 2,052,061 2,052,061 2,847,000 2,983,500 5315 Pre-Employment Physicals 6,074 9,200 9,200 12,780 12,780 5316 Job Recruitment Expense 1,127 10,200 10,200 5,890 5,889 5319 Services-Miscellaneous 5,738 4,800 4,800 6,800 6,800 5321 Animal Control Services 74,455 88,500 88,500 100,405 105,425 FISCAL YEAR 2022-23

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41 FUND SUMMARIES
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
SERVICES & SUPPLIES (Continued)
5322 Canine Program - - - - -
5324 Forensic Mandate Services 13,135 15,500 15,500 15,500 15,500 5327 Services-Litigation Non-Insurance 24,814 20,400 20,400 25,000 25,750 5328 Task Force Services 24,600 24,600 24,600 30,000 30,000 5329 Live Scan Fingerprinting Expense 1,610 8,000 8,000 8,000 8,000 5330 Cable Casting Expense 27,896 35,000 35,000 35,000 35,000 5351 Services-Classes 185,075 85,000 85,000 150,000 150,000 5352 Services-Leagues 5,257 10,000 10,000 10,000 12,600 5353 Services-Events 4,685 4,700 4,700 41,550 42,800
5354 Building Supervision - 100 100 250 250
5395 Community Services Grants 82,065 25,000 25,000 75,000 75,000 5396 Holiday Lights in the Village - - - - -
5397 Business Assistance Grant - - - - -
5398 Retraining Scholarship Program 15,000 - - - -
5401 Utilities 230,459 285,800 285,800 245,300 255,800
5402 Power 214,529 240,000 240,000 230,000 235,000
5403 Telephone 45,599 44,400 44,400 48,700 48,700
5501 Travel/Conference/Training 105,862 121,500 121,500 135,220 133,220 5502 Tuition Reimbursement 3,940 5,300 5,300 5,300 5,300 5503 Memberships & Subscriptions 39,168 46,421 46,421 46,685 50,260 5504 Public Relations 58,937 23,600 23,600 37,500 38,000 5506 Elections 321 30,000 30,000 500 55,000
5508 Miscellaneous Expense 6,403 10,000 10,000 11,500 11,500 5551 Property Taxes 71 70 70 75 75
5552 Rent-Equipment 1,295 3,700 3,700 3,700 3,700
5553 Rent-Buildings & Land 11,942 4,220 4,220 17,500 18,000 5555 Bank Charges 64,929 33,000 33,000 55,000 60,000
5556 Penalties & Interest - - - - -
5576 Liability Insurance-JPA Share 653,220 621,631 621,631 707,270 742,634 5578 Liability Insurance-Underground Tan 1,203 1,300 1,300 1,300 1,300 5579 Property Insurance 65,572 66,000 66,000 87,455 91,828 5580 Surety Bonds 1,401 1,600 1,600 1,600 1,600
5601 Maintenance-Vehicles 94,661 70,600 70,600 73,000 73,200 5602 Maintenance-Office Equipment 14,234 19,300 19,300 19,800 19,800 5603 Maintenance-Machinery & Equipmen 8,093 17,300 17,300 17,400 17,400 5604 Maintenance-Buildings 29,067 33,900 33,900 35,300 39,100 FISCAL YEAR 2022-23

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42 FUND SUMMARIES
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
SERVICES & SUPPLIES (Continued)
5605 Maintenance-Grounds 52,410 59,400 59,400 57,210 57,950 5606 Maintenance-Radio Communications 16,327 22,500 22,500 22,750 22,750 5607 Maintenance-Automated Services 70,784 79,800 79,800 88,385 88,385 5608 Gas & Oil 93,132 88,400 88,400 91,400 92,200
5614 Maintenance - PD Remodel - - - - -
5615 Janitorial Services 19,350 16,200 16,200 16,200 16,400 5701 Office Equipment and Furniture 5,794 2,200 2,200 5,000 5,000 5702 Data Processing Equipment 22,497 10,200 10,200 14,240 10,640 Total $ 6,454,835 $ 7,199,231 $ 7,351,431 $ 9,434,771 $ 9,774,816

DEBT SERVICE
5801 Debt - Principal Payment $ 98,245 $ 258,173 $ 258,173 $ 268,692 $ 265,747 5802 Debt - Interest Payment 1,165 2,000 2,000 32,874 20,639 5803 Lease Purchase Payments 29,083 26,088 26,088 8,000 8,000 Total $ 128,493 $ 286,261 $ 286,261 $ 309,566 $ 294,386

TRANSFERS
5904 Transfers out - CIP Fund $ 246,048 $ 1,144,785 $ 1,200,356 $ - $ 2,360,000 5902 Transfer out - Streets Fund 1,020,352 351,000 351,000 75,000 75,000 5906 Transfers out - USDA City Hall loan 39,996 40,000 40,000 40,000 40,000 5907 Transfers out - OPEB Fund 92,311 - - - -
5909 Transfers out - TBID Fund - - - - -
5973 Stormwater Resource Planning Grant - - - - -
Total $ 1,398,707 $ 1,535,785 $ 1,591,356 $ 115,000 $ 2,475,000

CAPITAL OUTLAY
6001 Office Equipment & Furniture $ 366 $ - $ - $ - $ - 6101 Data Processing Equipment - - - - -
6103 Computer Licensing/Software - - - - -
6201 Machinery & Equipment 12,632 145,565 50,565 29,500 149,500 6301 Vehicles - 308,300 308,300 210,000 -
6401 Structures & Improvements - - - - -
Total $ 12,998 $ 453,865 $ 358,865 $ 239,500 $ 149,500
Grand Total $ 18,845,646 $ 23,279,277 $ 23,751,613 $ 22,188,237 $ 25,130,902 FISCAL YEAR 2022-23

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43 FUND SUMMARIES

ENTERPRISE FUNDS
FUND: 612 SEWER
2021-22
FINAL CURRENT PROJECTION 2023-24 2024-25

ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Working Capital $ 1,122,337 $ 1,024,035 $ 482,289 $ 633,887 $ 591,987 Revenues:

Revenues 872,969 1,077,960 1,099,590 1,965,850 1,272,250 Transfers In 20,423 - 246,777 337,250 -
Total Revenues 893,392 1,077,960 1,346,367 2,303,100 1,272,250 Expenses:

Salaries and Benefits 263,969 244,700 244,700 388,700 402,100 Services and Supplies 130,755 176,040 176,040 201,900 212,900 Debt Service 1,343 - - - -
Operating Equipment 593,385 2,500 2,500 49,500 2,500
Capital Improvement Program 57,835 228,828 228,828 1,132,000 282,000 Transfers Out 486,153 542,700 542,700 572,900 531,400
Total Expenditures 1,533,440 1,194,768 1,194,768 2,345,000 1,430,900 Ending Available Working Capital $ 482,289 $ 907,227 $ 633,887 $ 591,987 $ 433,338 This fund is used to account for maintenance of sewer lines connecting City residents to the South San Luis Obispo County Sanitation District sewer treatment plant. Money is collected from utility bills paid by customers.
2022-23

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44 FUND SUMMARIES
2021-22
FINAL CURRENT PROJECTION 2023-24 2024-25

ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Working Capital $ 324,066 $ 341,066 $ 328,790 $ 370,790 $ 407,790 Revenues:

Revenues 4,724 42,000 42,000 37,000 37,000
Transfers In - - - -
Total Revenues 4,724 42,000 42,000 37,000 37,000
Expenses:

Salaries and Benefits - - - - -
Services and Supplies - - - - -
Debt Service - - - - -
Capital Outlay - - - - -
Capital Improvement Program - - - - -
Transfers Out - - - - -
Total Expenditures - - - -
Ending Available Working Capital $ 328,790 $ 383,066 $ 370,790 $ 407,790 $ 444,790 FUND: 634 SEWER FACILITY
2022-23
This fund is used to account for the accumulation of sewer facility revenues to be used in capital improvement projects in the City. Money is collected from development to offset the impacts new development has on the sewer collection system.

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45 FUND SUMMARIES
FUND: 640 WATER
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Working Capital 3,867,001 $ 1,315,076 3,011,897 $ 3,981,134 4,161,306 Revenues:

Revenues 6,703,369 7,873,037 7,873,037 7,944,693 8,507,590 Transfers In 343,398 417,250 2,943,355 - -
Total Revenues 7,046,767 8,290,287 10,816,392 7,944,693 8,507,590 Expenses:

Salaries and Benefits 679,074 833,200 833,200 757,300 780,800 Services and Supplies 651,098 800,440 800,440 1,064,400 1,569,300 Debt Service 19 - - - -
Capital Outlay 310,173 1,200 1,200 32,500 45,000
Capital Improvement Program 362,331 1,362,622 2,371,687 43,800 430,000 Transfers Out 5,899,174 6,058,355 5,840,628 5,866,521 5,954,185 Total Expenditures 7,901,870 9,055,817 9,847,155 7,764,521 8,779,285 Ending Available Working Capita 3,011,897 $ 549,546 3,981,134 $ 4,161,306 3,889,611 This fund is used to account for the activities associated with the transmission and distribution of potable water by the City to its users. Money is collected from utility bills paid by customers. 2022-23
FUND: 641 LOPEZ
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Working Capital $ 1,706,317 $ 1,704,672 $ 1,706,778 $ 1,706,778 $ 1,706,778 Revenues:

Revenues 461 - -
Transfers In 3,693,150 3,828,355 3,610,628 3,962,121 4,080,985 Total Revenues 3,693,611 3,828,355 3,610,628 3,962,121 4,080,985 Expenses:

Salaries and Benefits - - - - -
Services and Supplies 3,693,150 3,828,355 3,610,628 3,962,121 4,080,985 Debt Service - - - - -
Capital Outlay - - - - -
Capital Improvement Program - - - - -
Transfers Out - - - - -
Total Expenditures 3,693,150 3,828,355 3,610,628 3,962,121 4,080,985 Ending Available Working Capital $ 1,706,778 $ 1,704,672 $ 1,706,778 $ 1,706,778 $ 1,706,778 2022-23
This fund is responsible for the purchase of water from Lopez Dam. The City has a 50.55% share of the water and expense generated by Zone 3 – County of San Luis Obispo’s Flood Control and Water Conservation District.

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46 FUND SUMMARIES
FUND: 642 WATER FACILITY
2021-22
FINAL ADOPTED PROJECTION 2023-24 2024-25

ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Working Capital 1,021,269 1,036,269 1,013,711 $ 736,963 $ 801,963 Revenues:

Revenues (7,557) 65,000 65,000 65,000 65,000
Transfers In - - - - -
Total Revenues (7,557) 65,000 65,000 65,000 65,000
Expenses:

Salaries and Benefits - - - - -
Services and Supplies - - - - -
Debt Service - - - - -
Capital Outlay - - - - -
Capital Improvement Program - - - - -
Transfers Out - 269,750 341,748 - -
Total Expenditures - 269,750 341,748 - -
Ending Available Working Capital $ 1,013,711 $ 831,519 $ 736,963 $ 801,963 $ 866,963 This fund is used to account for the accumulation of water facility revenues to be used in capital improvement projects in the City. Money is collected from development to offset the impacts new development has on the water distribution system.
2022-23

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47 FUND SUMMARIES

SPECIAL REVENUE FUNDS
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 341,820 $ 359,019 $ 354,561 405,561$ 426,561$ Revenues:

Revenues 12,741 51,000 51,000 21,000 26,000
Transfers In - - - - -
Total Revenues 12,741 51,000 51,000 21,000 26,000
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance 12,741 51,000 51,000 21,000 26,000 Ending Fund Balance $ 354,561 $ 410,019 $ 405,561 426,561$ 452,561$ This fund accounts for impact fees collected from developers for the expansion of the existing fire station in order to serve future development.
2022-23
FUND: 210 FIRE PROTECTION IMPACT FEES
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 193,039 $ 194,889 $ 192,065 $ 193,515 $ 19,965 Revenues:

Revenues 40,647 40,200 40,200 45,200 46,200
Transfers In - - - - -
Total Revenues 40,647 40,200 40,200 45,200 46,200
Expenditures:

Salaries and Benefits - - -
Services and Supplies 41,621 16,800 38,750 218,750 39,900 Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures 41,621 16,800 38,750 218,750 39,900
Change in Fund Balance (974) 23,400 1,450 (173,550) 6,301 Ending Fund Balance $ 192,065 $ 218,289 $ 193,515 $ 19,965 $ 26,266 FUND: 211 PUBLIC ACCESS TELEVISION
This fund accounts for fees collected from Charter Communications that are restricted for support of public, education, and government access programming and equipment. 2022-23

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48 FUND SUMMARIES
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 53,433 $ 58,734 $ 54,271 $ 59,571 $ 64,871 Revenues:

Revenues 838 5,300 5,300 5,300 5,300
Transfers In - - - -
Total Revenues 838 5,300 5,300 5,300 5,300
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance 838 5,300 5,300 5,300 5,300
Ending Fund Balance $ 54,271 $ 64,034 $ 59,571 $ 64,871 $ 70,171 This fund accounts for impact fees collected from developers for the expansion of the existing police facility in order to serve future development.

FUND: 212 POLICE PROTECTION IMPACT FEES
2022-23
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 1,337,995 $ 1,443,994 $ 1,417,202 $ 1,508,202 $ 1,564,202 Revenues:

Revenues 79,207 91,000 91,000 56,000 56,000
Transfers In - - -
Total Revenues 79,207 91,000 91,000 56,000 56,000
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance 79,207 91,000 91,000 56,000 56,000 Ending Fund Balance $ 1,417,202 $ 1,534,994 $ 1,508,202 $ 1,564,202 $ 1,620,202 This fund accounts for the receipts of park-in-lieu fees (Quimby) and grant revenues that are used for construction, park acquisition, and development of park facilities.

FUND: 213 PARK DEVELOPMENT
2022-23

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49 FUND SUMMARIES
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 308,247 $ 164,196 $ 215,690 206,590$ 182,490$ Revenues:

Revenues 23,063 70,900 50,900 50,900 50,900
Transfers In - - - - -
Total Revenues 23,063 70,900 50,900 50,900 50,900
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies - - - 75,000 62,000
Capital Outlay - - - - -
Transfers Out 115,620 126,000 60,000 - -
Total Expenditures 115,620 126,000 60,000 75,000 62,000 Change in Fund Balance (92,557) (55,100) (9,100) (24,100) (11,100) Ending Fund Balance $ 215,690 $ 109,096 $ 206,590 182,490$ 171,390$ Impact fees collected from developers for park improvements are to be used to maintain the adopted level of service for neighborhood and community parks of 4.0 acres per thousand population. This fund accounts for the receipt and use of these monies.

FUND: 214 PARK IMPROVEMENT
2022-23
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 25,260 $ 29,714 $ 26,485 $ 30,685 $ 32,885 Revenues:

Revenues 1,225 4,200 4,200 2,200 2,200
Transfers In - - - -
Total Revenues 1,225 4,200 4,200 2,200 2,200
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance 1,225 4,200 4,200 2,200 2,200
Ending Fund Balance $ 26,485 $ 33,914 $ 30,685 $ 32,885 $ 35,085 2022-23
This fund accounts for impact fees collected from developers and used for recreation facilities in order to maintain the adopted level of service of recreation/community center facilities of 542 square feet per thousand population.

FUND: 215 RECREATION COMMUNITY CENTER

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50 FUND SUMMARIES
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 40,467 39,156$ $ 39,156 $ 29,221 23,086$ Revenues:

Revenues 8,767 9,500 9,500 10,000 10,000
Transfers In - - - - -
Total Revenues 8,767 9,500 9,500 10,000 10,000
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies 6,982 14,535 14,535 14,535 14,535 Capital Outlay - - - - -
Transfers Out 3,096 4,900 4,900 1,600 1,600
Total Expenditures 10,078 19,435 19,435 16,135 16,135
Change in Fund Balance (1,311) (9,935) (9,935) (6,135) (6,135) Ending Fund Balance $ 39,156 29,221$ $ 29,221 $ 23,086 16,951$ FUND: 216 GRACE LANE ASSESSMENT DISTRICT
This fund accounts for the landscape maintenance within the Grace Lane housing tract. A special benefit assessment is levied on property owners to pay for landscape maintenance expenditures.
2022-23
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 1,287 $ 4,164 $ 4,418 $ 4,418 $ 3,218 Revenues:

Revenues 5,732 5,900 5,900 5,900 5,900
Transfers In - - - - -
Total Revenues 5,732 5,900 5,900 5,900 5,900
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies 2,601 5,700 5,700 5,700 5,700
Capital Outlay - - - - -
Transfers Out - 200 200 1,400 1,400
Total Expenditures 2,601 5,900 5,900 7,100 7,100
Change in Fund Balance 3,131 - - (1,200) (1,200)
Ending Fund Balance $ 4,418 $ 4,164 $ 4,418 $ 3,218 $ 2,018 FUND: 217 LANDSCAPE MAINTENANCE DISTRICTS
2022-23
This fund accounts for the landscape maintenance of parkways within two housing tracts. A special benefit assessment is levied on property owners to pay for landscape maintenance expenditures.

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51 FUND SUMMARIES
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 463,760 $ 471,360 $ 475,734 $ 483,334 $ 495,154 Revenues:

Revenues 37,240 46,500 46,500 46,500 46,500
Transfers In - - - - -
Total Revenues 37,240 46,500 46,500 46,500 46,500
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies 19,170 30,000 30,000 32,380 32,380 Capital Outlay - - - - -
Transfers Out 6,096 8,900 8,900 2,300 252,300
Total Expenditures 25,266 38,900 38,900 34,680 284,680
Change in Fund Balance 11,974 7,600 7,600 11,820 (238,180) Ending Fund Balance $ 475,734 $ 478,960 $ 483,334 $ 495,154 $ 256,974 2022-23
FUND: 219 PARKSIDE ASSESSMENT DISTRICT
This fund accounts for revenue derived from annual assessments, which are used to pay the cost incurred by the City for landscape maintenance. 2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 90,338 $ - $ 81,326 $ 244,024 282,790 Revenues:

Revenues 970,471 799,352 891,066 992,435 1,027,100
Transfers In 471,048 576,000 576,000 475,000 500,000
Total Revenues 1,441,519 1,375,352 1,467,066 1,467,435 1,527,100 Expenditures:

Salaries and Benefits 504,575 483,700 523,100 547,200 565,000 Services and Supplies 263,827 436,900 364,168 332,800 522,700 Debt Service 28,545 - - 8,369 8,369
Capital Outlay - - - - -
Transfers Out 653,584 456,167 417,100 540,300 561,100
Total Expenditures 1,450,531 1,376,767 1,304,368 1,428,669 1,657,169 Change in Fund Balance (9,012) (1,415) 162,698 38,766 (130,069) Ending Fund Balance $ 81,326 $ (1,415) $ 244,024 $ 282,790 152,721 FUND: 220 STREETS (GAS TAX)
This fund accounts for receipts and expenditures of money apportioned by the State under Streets and Highway Code. The use of gas tax revenues can only be used to construct and maintain streets, roads and highways.
2022-23

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52 FUND SUMMARIES
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 1,139,198 $ 1,153,198 $ 1,130,771 $ 1,186,771 1,222,771 Revenues:

Revenues (8,427) 56,000 56,000 36,000 36,000
Transfers In - - - - -
Total Revenues (8,427) 56,000 56,000 36,000 36,000
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance (8,427) 56,000 56,000 36,000 36,000 Ending Fund Balance $ 1,130,771 $ 1,209,198 $ 1,186,771 $ 1,222,771 1,258,771 FUND: 222 TRAFFIC SIGNALIZATION
2022-23
This fund accounts for traffic signalization assessment levied against developments for the future cost of traffic signals.
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 153,760 $ 154,260 $ 152,089 $ 152,589 153,089 Revenues:

Revenues (1,671) 500 500 500 500
Transfers In - - - - -
Total Revenues (1,671) 500 500 500 500
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance (1,671) 500 500 500 500
Ending Fund Balance $ 152,089 $ 154,760 $ 152,589 $ 153,089 $ 153,589 This fund accounts for developer traffic mitigation measure fees charged as a result of an environmental review.

FUND: 223 TRAFFIC CIRCULATION
2022-23

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53 FUND SUMMARIES
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 2,601,058 $ 1,848,589 $ 2,587,414 $ 1,359,946 $ 1,419,946 Revenues:

Revenues (13,644) 150,000 150,000 60,000 60,000
Transfers In - - - - -
Total Revenues (13,644) 150,000 150,000 60,000 60,000
Expenditures:

Salaries and Benefits - - - - -
Debt Service - - - - -
Capital Outlay - - - - -
Transfers Out - 831,219 1,377,468 - -
Total Expenditures - 831,219 1,377,468 - -
Change in Fund Balance (13,644) (681,219) (1,227,468) 60,000 60,000 Ending Fund Balance $ 2,587,414 $ 1,167,370 $ 1,359,946 $ 1,419,946 $ 1,479,946 2022-23
FUND: 224 TRANSPORTATION FACILITY IMPACT
This fund accounts for developer impact fees (AB1600 fees) paid to protect the public health, safety, and welfare by maintaining the existing level of public services for existing and future residents within the City of Arroyo Grande.

FUND: 225 TRANSPORTATION
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 540,130 $ 965,130 $ 967,679 $ 1,248,679 $ 1,363,679 Revenues:

Revenues 660,553 364,000 514,000 515,000 516,000
Transfers In - - - - -
Total Revenues 660,553 364,000 514,000 515,000 516,000
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies - 15,000 - - -
Debt Service - - - - -
Capital Outlay - - - - -
Transfers Out 233,004 233,000 233,000 400,000 425,000
Total Expenditures 233,004 248,000 233,000 400,000 425,000 Change in Fund Balance 427,549 116,000 281,000 115,000 91,000 Ending Fund Balance $ 967,679 $ 1,081,130 $ 1,248,679 $ 1,363,679 $ 1,454,679 This revenue source is provided by the San Luis Obispo County of Government’s (SLOCOG) Local Transportation Fund (LTF). The annual appropriation is restricted to transportation systems, including transit, pedestrian, street and road maintenance. 2022-23

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54 FUND SUMMARIES
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 369,799 $ 249,499 $ 270,767 $ 204,333 $ 119,033 Revenues:

Revenues 13,389 77,000 77,000 52,000 52,000
Transfers In - - - - -
Total Revenues 13,389 77,000 77,000 52,000 52,000
Expenditures:

Salaries and Benefits - - - -
Services and Supplies 112,420 137,300 143,434 137,300 137,300 Debt Service - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures 112,420 137,300 143,434 137,300 137,300 Change in Fund Balance (99,032) (60,300) (66,434) (85,300) (85,300) Ending Fund Balance $ 270,767 $ 189,199 $ 204,333 $ 119,033 $ 33,733 2022-23
FUND: 226 WATER NEUTRALIZATION IMPACT
The City requires development projects that increase total water consumption in the City to “neutralize” that demand by reducing water consumption in existing development by an equivalent amount or by paying a fee in-lieu of performing water consumption reductions.

This fund accounts for the amount collected from developers and is used towards the City’s water conservation efforts.
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

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

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

Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance - - - - -
Ending Fund Balance $ 5,891 $ 404 $ 5,891 $ 5,891 $ 5,891 This fund accounts for impact fees paid by development and are restricted to improving drainage within the City.

FUND: 231 DRAINAGE FACILITY
2022-23

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55 FUND SUMMARIES
2020-21
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 1,099,746 $ 1,151,565 $ 1,145,827 $ 1,172,327 $ 1,198,827 Revenues:

Revenues 46,081 26,500 26,500 26,500 26,500
Transfers In - - - - -
Total Revenues 46,081 26,500 26,500 26,500 26,500
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance 46,081 26,500 26,500 26,500 26,500 Ending Fund Balance $ 1,145,827 $ 1,178,065 $ 1,172,327 $ 1,198,827 $ 1,225,327 This fund accounts for monies paid by developers in meeting the City's mandatory affordable housing requirements.

FUND: 232 IN-LIEU AFFORDABLE HOUSING
2022-23
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 19,943 $ 20,004 $ 19,658 $ 19,658 $ 19,658 Revenues:

Revenues (285) - - - -
Transfers In - - - - -
Total Revenues (285) - - - -
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance (285) - - - -
Ending Fund Balance $ 19,658 $ 20,004 $ 19,658 $ 19,658 $ 19,658 FUND: 233 IN-LIEU UNDERGROUND UTILITY
2022-23
This fund accounts for monies paid by developers in meeting the City's underground utility requirements.

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56 FUND SUMMARIES
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 328,350 $ 325,075 $ 405,833 $ 383,583 367,833$ Revenues:

Revenues 290,014 147,650 270,750 309,750 319,050
Transfers In - - - - -
Total Revenues 290,014 147,650 270,750 309,750 319,050
Salaries and Benefits - - - -
Services and Supplies 204,527 221,500 285,000 275,500 275,500 Debt Service - - - - -
Capital Outlay - - - - -
Transfers Out 8,004 8,000 8,000 50,000 50,000
Total Expenditures 212,531 229,500 293,000 325,500 325,500 Change in Fund Balance 77,483 (81,850) (22,250) (15,750) (6,450) Ending Fund Balance $ 405,833 $ 243,225 $ 383,583 $ 367,833 361,383$ FUND: 240 TOURISM BUSINESS IMPROVEMENT DISTRICT
The purpose of the Tourism Business Improvement District (TBID) is to provide projects, programs and activities that benefit lodging businesses located and operating within the City of Arroyo Grande. A two percent (2%) assessment is levied on all lodging businesses of the rent charged by the operator per occupied room per night for all transient occupancies.

Revenue collected is used to promote the lodging industry within the City. 2022-23
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 1,601,901 $ 45,950 $ 1,291,275 $ 0 $ 58,000 Revenues:

Revenues (13,048) 78,000 78,000 58,000 58,000
Transfers In - - - - -
Total Revenues (13,048) 78,000 78,000 58,000 58,000
Expenditures:

Services and Supplies - - - - -
Debt Service - - - - -
Capital Outlay - - - - -
Transfers Out 297,578 700,000 1,369,275 - -
Total Expenditures 297,578 700,000 1,369,275 - -
Change in Fund Balance (310,626) (622,000) (1,291,275) 58,000 58,000 Ending Fund Balance $ 1,291,275 $ (576,050) $ 0 $ 58,000 $ 116,000 FUND: 241 WATER AVAILABILITY FUND
Pursuant to the provisions of Section 38743 of the Government Code, water availability charges is a “special charge” which is levied to each parcel of property not served with city water.

These charges are restricted for the sole purpose of expanding water supply such as desalination plant, recycled water, scalping plant, etc. 2022-23

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57 FUND SUMMARIES
2020-21
FINAL ORIGINAL PROJECTION 2023-24 2024-25

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

Revenues - - 53,341 56,749 -
Transfers In - - - - -
Total Revenues - - 53,341 56,749 -
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies - - - -
Debt Service - - - - -
Capital Outlay - - - - -
Transfers Out - - 53,341 56,749 12,391
Total Expenditures - - 53,341 56,749 12,391
Change in Fund Balance - - - - (12,391)
Ending Fund Balance $ 17,242 $ 17,242 $ 17,242 $ 17,242 4,851 2022-23
FUND: 250 CDBG GRANT FUND
This fund accounts for revenues and expenditures related to Community Development Block Grant (CDBG) Funds. The program is a flexible program that provides the City with resources to address a wide range of unique community development needs.

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58 FUND SUMMARIES
2021-22
FINAL CURRENT PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ - $ 1,091,441 $ 1,545,875 $ 1,453,900 $ 0 Revenues:

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

Salaries and Benefits - - - - -
Services and Supplies 31,643 594,391 562,748 - -
Capital Outlay - - - - -
Transfers Out 572,603 1,745,590 1,679,348 1,453,900 -
Total Expenditures 604,246 2,339,981 2,242,096 1,453,900 - Change in Fund Balance 1,545,875 (189,861) (91,975) (1,453,900) - Ending Fund Balance $ 1,545,875 $ 901,580 $ 1,453,900 $ 0 $ 0 This fund accounts for American Rescue Plan Act (ARPA) funds. On March 11, 2021 President Biden signed ARPA into law. ARPA is intended to provide financial aid to families, governments, businesses, schools, non-profits and others impacted by the COVID-19 public health crisis. To support the immediate pandemic response, bring back jobs, and lay the groundwork for a strong and equitable recovery, ARPA established the Coronavirus State and Local Recovery Fund, designed to deliver $350 billion to state, local, territorial, and Tribal governments to bolster their response to the COVID-19 emergency and recover from the economic impacts caused by the public health crisis. This legislation provided $27 billion in federal money to the State of California. The State will allocate $1.2 billion to non-entitlement units of local government (NEUs). As an NEU, Arroyo Grande is eligible to receive $4,300,241.

FUND: 260 AMERICAN RESCURE PLAN ACT (ARPA)
2022-23
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 397,272 $ 388,071 $ 533,489 $ 377,289 398,789$ Revenues:

Revenues 158,663 140,800 140,800 140,800 140,800
Transfers In - - 4,000 - -
Total Revenues 158,663 140,800 144,800 140,800 140,800
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies - - 26,000 - -
Capital Outlay 22,446 - - - -
Transfers Out - 125,000 275,000 119,300 -
Total Expenditures 22,446 125,000 301,000 119,300 -
Change in Fund Balance 136,217 15,800 (156,200) 21,500 140,800 Ending Fund Balance $ 533,489 $ 403,871 $ 377,289 $ 398,789 539,589$ FUND: 271 STATE COPS BLOCK GRANT
2022-23
This fund accounts for the receipt and use of monies from the State of California restricted to the purchase of police equipment and technology for crime prevention.

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59 FUND SUMMARIES

AGENCY FUNDS
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ (2,342,921) $ (2,567,372) $ (2,567,372) $ (2,569,372) $ (2,571,372) Revenues:

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

Salaries and Benefits - - - - -
Services and Supplies 6,854 2,000 2,000 2,000 2,000
Debt Service 182,943 382,944 382,944 382,944 382,944
Capital Outlay - - - - -
Transfers Out 30,000 30,000 30,000 30,000 30,000
Total Expenditures 219,797 414,944 414,944 414,944 414,944 Change in Fund Balance (219,797) (2,000) (2,000) (2,000) (2,000) Ending Fund Balance $ (2,562,718) $ (2,569,372) $ (2,569,372) $ (2,571,372) $ (2,573,372) 2022-23
FUND: 286 SUCCESSOR AGENCY TO THE FORMER REDEVELOPMENT AGENCY This private-purpose trust fund was created to hold the assets of the former redevelopment agency of the City of Arroyo Grande until they are distributed to other units of state and local government after the payment of enforceable obligations have been made.

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60 FUND SUMMARIES
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 1,594,478 $ 1,620,934 $ 1,620,934 $ 1,619,534 $ 1,618,034 Revenues:

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

Salaries and Benefits - - - - -
Services and Supplies 1,491 1,400 1,400 1,500 1,500
Debt Service - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures 1,491 1,400 1,400 1,500 1,500
Ending Fund Balance $ 1,620,847 $ 1,619,534 $ 1,619,534 $ 1,618,034 $ 1,616,534 FUND: 287 SUCCESSOR AGENCY TO THE FORMER REDEVELOPMENT AGENCY - HOUSING FUNCTION This private-purpose trust fund was created to hold the housing assets of the former redevelopment agency of the City of Arroyo Grande until they are distributed to other units of state and local government after the payment of enforceable obligations have been made. 2022-23
2021-22
FINAL ORIGINAL PROJECTION 2023-24 2024-25

ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance $ 2,029 $ 4,819 $ 4,819 $ 147,019 $ 147,719 Revenues:

Revenues 11,352 8,500 152,500 11,000 11,000
Transfers In (104) - - -
Total Revenues 11,248 8,500 152,500 11,000 11,000
Expenditures:

Salaries and Benefits - - - - -
Services and Supplies 4,807 4,400 4,400 4,400 4,400
Capital Outlay - - - - -
Transfers Out 5,904 5,900 5,900 5,900 5,900
Total Expenditures 10,711 10,300 10,300 10,300 10,300
Ending Fund Balance $ 2,565 $ 3,019 $ 147,019 $ 147,719 $ 148,419 FUND: 751 DOWNTOWN PARKING
This agency fund collects assessments from Arroyo Grande Village merchants for the maintenance of the Village parking lots for the Downtown Village Merchants 2022-23

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61 Interfund Transfers
FY 2023-24
Personnel Operating Cost Allocation CIP Other
General Fund (010)
4901 Personnel Transfers 798,800
4903 Cost Allocation 1,974,466
4909 Transfers In - TBID Fund 42,500 3,000
4950 Transfers In - Sales Tax Fund 268,300
4952 Transfers In - RDA Successor Fund 30,000
5902 Operating Transfers - Streets Fund (75,000)
5904 Transfers out - CIP Fund
5906 Transfers out - USDA City Hall loan (40,000)
5909 Transfers out - TBID Fund
Sewer Fund (612)
5901 Personnel Transfers (189,700)
5903 Cost Allocation Transfers (330,700)
5904 Transfers out - CIP Fund (47,500)
5906 Transfers out - USDA City Hall loan (5,000)
Water Fund (640)
5901 Personnel Transfers (517,600)
5903 Cost Allocation Transfers (1,333,100)
5904 Transfers out - CIP Fund (47,500)
5906 Transfers Out - USDA City Hall Loan (8,800)
5913 Transfers Out - Lopez Fund (3,962,121)
Lopez Fund (641)
4940 Transfers In - Water Fund 3,962,121
Grace Lane Assessment District (216)
5903 Cost Allocation Transfers (1,600)
Landscape Maintenance District (217)
5903 Cost Allocation Transfers (1,400)
Local Sales Tax Fund (218)
5904 Transfers out - CIP Fund (1,880,972)
5906 Transfers Out - USDA City Hall Loan (20,000)
5910 Transfers Out - General Fund (208,300)
Parkside Assessment District (219)
5903 Cost Allocation Transfers (2,300)
Streets (Gas Tax) (220)
4902 Operating Transfer In Transportation 400,000
4903 Operating Transfer In - General Fund 75,000
5901 Personnel Transfers (87,000)
5903 Transfer out - CIP Fund (453,300)
5910 Transfers Out - General Fund (299,466)
Transportation (225)
5902 Operating Transfers (400,000)

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62 Interfund Transfers
FY 2023-24
Personnel Operating Cost Allocation CIP Other
TBID Fund (240)
5901 Personnel Transfers (47,000)
5910 Transfer out - General Fund (3,000)
COPS Fund (271)
5904 Transfers out - CIP Fund (119,300)
CIP Fund (350)
4920 Streets Fund 453,300
4929 COPS Fund 119,300
4930 Sewer Fund 47,500
4940 Water Fund 47,500
4950 Sales Tax 1,820,972
Downtown Parking Fund (751)
5903 Cost Allocation Transfers (5,900)
USDA City Hall Loan Fund (472)
4910 Transfer In - General Fund 40,000
4930 Sewer Fund 5,000
4940 Water Fund 8,800
4950 Sales Tax 20,000
RDA Successor Fund (286)
5910 Transfers Out - General Fund (30,000)
Total - - - - -

Page 399 of 589 ends

63 Interfund Transfers
FY 2024-25
Personnel Operating Cost Allocation CIP Other
General Fund (010)
4901 Personnel Transfers 823,900
4903 Cost Allocation 2,014,000
4909 Transfers In - TBID Fund 42,500 3,000
4950 Transfers In - Sales Tax Fund 274,700
4952 Transfers In - RDA Successor Fund 30,000
5902 Operating Transfers - Streets Fund (75,000)
5904 Transfers out - CIP Fund (2,360,000)
5906 Transfers out - USDA City Hall loan (40,000)
Sewer Fund (612)
5901 Personnel Transfers (196,200)
5903 Cost Allocation Transfers (330,700)
5906 Transfers out - USDA City Hall loan (5,000)
Water Fund (640)
4943 Transfer In - Water Availability Fund
5901 Personnel Transfers (531,300)
5903 Cost Allocation Transfers (1,333,100)
5906 Transfers Out - USDA City Hall Loan (8,800)
5913 Transfers Out - Lopez Fund (4,080,985)
Lopez Fund (641)
4940 Transfers In - Water Fund 4,080,985
Grace Lane Assessment District (216)
5903 Cost Allocation Transfers (1,600)
Landscape Maintenance District (217)
5903 Cost Allocation Transfers (1,400)
Local Sales Tax Fund (218)
5904 Transfers out - CIP Fund (3,622,879)
5906 Transfers Out - USDA City Hall Loan (20,000)
5910 Transfers Out - General Fund (214,700)
Parkside Assessment District (219)
5903 Cost Allocation Transfers (2,300)
5904 Transfers out - CIP Fund (250,000)
Streets (Gas Tax) (220)
4902 Operating Transfer In Transportation 425,000
4903 Operating Transfer In - General Fund 75,000
5901 Personnel Transfers (91,900)
5903 Transfer out - CIP Fund (469,200)
5910 Transfers Out - General Fund (339,000)
Transportation (225)
5902 Operating Transfers (425,000)

Page 400 of 589 ends

64 Interfund Transfers
FY 2024-25
Personnel Operating Cost Allocation CIP Other
TBID Fund (240)
5901 Personnel Transfers (47,000)
5910 Transfer out - General Fund (3,000)
CIP Fund (350)
4910 General Fund 2,360,000
4920 Streets Fund 450,000
4930 Sewer Fund 282,000
4940 Water Fund 430,000
4950 Sales Tax 3,120,079
Downtown Parking Fund (751)
5903 Cost Allocation Transfers (5,900)
USDA City Hall Loan Fund (472)
4910 Transfer In - General Fund 40,000
4930 Sewer Fund 5,000
4940 Water Fund 8,800
4950 Sales Tax 20,000
RDA Successor Fund (286)
5910 Transfers Out - General Fund (30,000)
Total - - - - -

Page 401 of 589 ends

65 The Administration of Your City Government

INTRODUCTION
Ci�es are a deliberate democra�c choice to provide local enhanced public services above and beyond what the State can supply through the legislature and the County Board of Supervisors. In order to effec�vely operate business func�ons, the City of Arroyo Grande is organized into three departments (City Administra�on, Legisla�ve and Informa�on Services, and Administra�ve Services) that are the core of an effec�ve government structure.

The City Council
Your City government is entrusted to five elected officials that serve as the City Council – A Mayor (elected every two years) and four City Council Members (elected to represent one of four electoral districts every four years on staggered elec�on schedules). These five elected officials make all policy decisions for the City. The Mayor is the ceremonial head of the City and is equal to the other City Council Members when it comes to power to make policy. In addi�on to interac�ng with the community and preparing for and atending City Council mee�ngs, all City Council Members also serve on other government bodies such as the South San Luis Obispo County Sanita�on District, Five Ci�es Fire Authority, the Air Pollu�on Control District, and the Integrated Waste Management Authority. City Council Members receive a small s�pend to cover minor expenses of office. Addi�onally, each City Council Member is offered health insurance and they are enrolled in a non-CalPERS re�rement plan.

City Attorney
The City Atorney is a professional specializing in the area of Municipal Law. The City Council appoints a city atorney to whom it turns to for legal advice. The City Atorney atends Council mee�ngs to advise on points of the law and to ensure that all proper procedures are maintained. The City Atorney also provides legal advice and represents the City Council, City Manager, City departments and other City boards and commissions on legal maters. The City Atorney is responsible for dra�ing ordinances, reviewing contracts, and prosecu�ng municipal code viola�ons.

Retiree Health
This program accounts for the City’s obliga�ons to re�rees for post-employment benefits other than pensions.

The City provides minimal health contribu�ons for re�rees that have met certain criteria related to years of service.

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66 The Administration of Your City Government
45 CITY MANAGER

PURPOSE
Support the City Council in carrying out the community’s vision by identifying policy issues, analyzing and recommending solutions to those issues, implementing the Council’s direction and managing the operation of the organization.

SERVICES AND STRUCTURE
The City Manager’s Office consists of the following programs:

City Management
Provide citywide leadership and coordina�on to the City organiza�on; provide policy development support for the City Council; implement economic development ini�a�ves; and represent the City's interests in local and regional issues.

Human Resources
Develop, implement, and support programs and processes that add value to the City and its employees; ensure organiza�onal compliance with employment laws and regula�ons; coordinate employee training and development; and develop policies and procedures to ensure a safe and welcome workplace.

FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS
• Creation of the Central Coast Blue Regional Recycled Water Authority, participation in a joint City Council Meeting, and selection of the General Manager of the Authority • Completion of an organizational assessment of the Five Cities Fire Authority (FCFA) and transition of the FCFA through Oceano’s exit from the Joint Powers Authority, including the preparation of an Amended and Restated FCFA Joint Powers Agreement, a fee-for-service agreement with Oceano, and an agreement addressing ongoing liabilities following Oceano’s exit from the JPA • Coordination of the City’s response to the winter 2023 storm emergencies • Completion of a Request for Proposals and new agreement for City Attorney services • Completion of a Citywide Compensation Study
• Facilitated Council goal setting process, as well as updates on current Fiscal Year (FY) goals • Development of coordinated work plan process to implement Council goals for FY 2023-25

PERFORMANCE MEASURES
Measure FY 21-22
Actual
FY 22-23
Projected
Actual
FY 23-24
Target
FY 24-25
Target
1 City Manager’s Office will hold in
person meetings with community
groups, organizations, and partners
12* 36 24 24
2 Number of DEIJ Trainings offered to
City staff
N/A 4 4 4
3 Number of Vacant Positions 6 7 5 5
* FY 21-22 actuals were lower due to COVID 19 restrictions

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67 The Administration of Your City Government
46 FY 2023-25 DEPARTMENT WORK PLAN
Strategic
Goal Task/Action Timeline for Completion
Standard
Operations
Participate in FCFA Management
Committee Ongoing
Standard
Operations
Ensure recommendations of Baker Tilly for
the FCFA are scheduled and completed
Begin 1Q FY2023-24,
complete 4Q FY2023-24
Standard
Operations
Update the City's Emergency Operations
Plan
Obtain grant funding for a
consultant to prepare an
updated EOP; begin 1Q
FY2024-25 and complete by
4Q FY2024-25, depending
on grant availability.

Standard
Operations DEIJ Training Conduct training sessions at least once quarterly Standard
Operations
Work with 5Cities Homeless Coalition on
South County Shelter
Support efforts to develop a
permanent warming shelter
location within Arroyo
Grande through necessary
zoning ordinance
amendments and use of
ARPA funding
Standard
Operations
Support efforts to amend the IWMA JPA to
add County as a party
Begin 1Q FY2023-24,
complete 3Q FY2023-24
Standard
Operations
Serve on the Central Coast Community
Energy (3CE) Policy and Operations Boards 2Q FY 2025-26 Funding 1.1a Evaluate Economic Development
Management Services 2Q FY 2023-24
Funding 1.1b Obtain Economic Development
Management Services 3Q FY 2023-24
Funding 1.1c Support Modifications to the AGTBID 2Q FY 2023-24 Funding 1.1c.i. Transition Administration to City
staff 1Q FY 2023-24
Funding 1.1c.ii. Complete Modifications to AGTBID
Bylaws and Advisory Board Structure 2Q FY 2023-24
Funding 1.1d 400 W. Branch Disposition and
Development Agreement 4Q FY 2023-24
Funding

1.2a Issue an RFP for a consultant to
develop a survey and outreach strategy to
community
1Q FY2023-24
Funding

1.2b Award contract with consultant to
develop a survey and outreach strategy to
community
1Q FY2023-24

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68 The Administration of Your City Government
47 Strategic
Goal Task/Action Timeline for Completion
Funding

1.2c Conduct public outreach to the
community to communicate need for
additional revenue, including facilitation of
a Citizen Committee
1Q FY 2024-25
Funding 1.2d Bring Revenue ballot measure to
Council for consideration 4Q FY 2023-24
Funding

1.3a Conduct study session with the City
Council regarding potential cannabis
ordinance
3Q FY 2023-24
Funding 1.3b Prepare and adopt cannabis
ordinance, if directed by the City Council 1Q FY 2024-25 Funding 1.3c Evaluate feasibility of a Cannabis Tax 1Q FY 2024-25 Fire Services 2.1a Pursue potential contract with the
County to serve Oceano 4Q FY 2023-24
Fire Services 2.2a Consider including Public Safety in
proposed Revenue measure 4Q FY 2024-25
Infrastructure

3.1a Consider Community partnership for
Mark M. Millis Community Center
construction
4Q FY 2023-24
Infrastructure 3.1b Include infrastructure in new
Revenue Measure plans and outreach 4Q FY 2024-25
Infrastructure 3.2a Support ongoing development and
financing of Central Coast Blue project Ongoing

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69 The Administration of Your City Government
48 2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACTUAL BUDGET BUDGET BUDGET BUDGET
Expenditures by Program
City Council $ 165,460 $ 115,800 $ 115,800 $ 157,500 $ 159,300 Retirees Health 237,673 235,000 235,000 235,000 235,000 City Manager 299,468 465,100 465,100 599,800 613,500
Human Resources 161,247 224,156 224,156 206,200 213,200 City Attorney 262,145 290,000 290,000 294,400 303,142
Total $ 1,125,993 $ 1,330,056 $ 1,330,056 $ 1,492,900 $ 1,524,142 Expenditures by Category
Salary and Benefits $ 625,373 $ 878,400 $ 878,400 $ 897,500 $ 922,300 Services and Supplies 408,309 451,656 451,656 595,400 601,842 Operating Equipment - - - - -
Debt Service - - - - -
Capital Items and Transfers 92,311 - - - -
Total $ 1,125,993 $ 1,330,056 $ 1,330,056 $ 1,492,900 $ 1,524,142 Funding Sources
General Fund $ 1,125,993 $ 1,330,056 $ 1,330,056 $ 1,492,900 $ 1,524,142 Personnel Complement
Elected Officials:

Mayor and City Council 5.0 5.0 5.0 5.0 5.0
Full-time:

City Manager 1.0 1.0 1.0 1.0 1.0
Human Resources Manager 1.0 1.0 1.0 1.0 1.0
Management Analyst - 1.0 1.0 1.0 1.0
Contract:

City Attorney 1.0 1.0 1.0 1.0 1.0
Total 8.0 9.0 9.0 9.0 9.0
FISCAL YEAR 2022-23

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70 The Administration of Your City Government
49 LEGISLATIVE & INFORMATION SERVICES

PURPOSE
Be an effective, valuable communication point for the City Council, the public, and staff; to ensure transparency and access to the legislative process and ensure compliance with applicable State and local laws and regulations relating to municipal elections, open meetings, financial reporting, and access to public records.

SERVICES AND STRUCTURE
The Legislative & Information Services Department consists of the following programs:

City Clerk
The City Clerk is the local official who administers democra�c processes, such as elec�ons, access to City records, and all legisla�ve ac�ons, ensuring transparency to the public. The City Clerk also atests, seals, and/or cer�fies official documents; receives and files pe��ons, subpoenas, and summons. The City Clerk serves the City Council, City Manager, City staff, and the public.

Public Information
Collect, develop, and organize informa�on for dissemina�on to the public through a variety of media including newspapers, newsleters, mailers, social media networks, email, the City website, and Government Access TV Channel.

FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS
• Administered the November 8, 2022 Municipal Elec�on
• Coordinated the transi�on from an at-large to a by-district elec�on system • Coordinated educa�on efforts for Transac�on & Use Tax Measure, Measure D-22 • Overhauled and re-launched the City Facebook Page
• Conducted extensive public outreach during the winter 2023 storm events • Completed digi�za�on of all personnel records crea�ng greater records efficiencies • Created Electronic Signature Policy for greater efficiencies in processing agreements, official documents, and internal forms
• Launched the first Citywide newsleter in 8 years – the Arroyo Grande Gazete

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71 The Administration of Your City Government
50 PERFORMANCE MEASURES
Measure FY 21-22
Actual
FY 22-23
Projected
Actual
FY 23-24
Target
FY 24-25
Target
1 Percentage of Legal Notices
published within established
timelines
100% 100% 100% 100%
2 Percentage of Public Records
Act Requests Processed within
required timeframes
100% 100% 100% 100%
3 Citywide Newsletters Issued 0 2 4 4
4 Information spotlights on City
website
70 105 90 90
5 Press Releases Issued 166* 70 80 80
6 Total followers on all City social
media channels (Joined
NextDoor in FY 22-23)
Apx
7,800**
14,341 15,000 15,500
*This number of press releases is significantly higher due to the COVID-19 pandemic and the number of County Public Health news releases the City shared
**This number is approximate due to the closure of the City’s old Facebook page and relaunch of the new City Facebook page in 2022
FY 2023-25 DEPARTMENT WORK PLAN
Strategic Goal Task/Action Timeline for Completion
State Mandate In-house Ethics Training for
Officials and Staff
Ongoing; Winter 2025 for newly
electeds/advisory body
members/staff
State Mandate 2024 General Municipal
Election
Candidate materials/handbook;
Calling of the Election in
Spring/Summer 2024; Ballot
Measure Resos/Notices
Spring/Summer 2024; Candidate
nomination meetings Summer
2024; Candidate filing Summer
2024; Election filings and notices
Summer 2024-Fall 2024; Candidate
Forum Fall 2024; Campaign
Statements; Certification of the
Election and Council Reorganization
Winter 2024
Standard Operations Continue training on Agenda
Management
Ongoing training for new staff; Host
tips/tricks/training refresher by

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72 The Administration of Your City Government
51 Strategic Goal Task/Action Timeline for Completion
Winter 2023; evaluate use of
additional modules
Standard Operations Develop In-House Records
Training for New Staff Host training by Winter 2023
Standard Operations Develop a City Seal Policy Draft Policy for legal/CM review by Fall 2023; Issue by Winter 2024
Standard Operations Update Ticket Policy
Draft updated Policy for legal/CM
review by Winter 2025; Issue by
Spring 2025
Standard Operations Social Media Archiving
Evaluate need and options (demos)
by Winter 2025; Develop budget
request for FY 25-27 budget in
Winter of 2025
Standard Operations Translation Services (supports
DEIJ initiatives)
Evaluate options for translation
services for print communications
and public meetings by Summer
2023; Select translation service by
Fall 2023
Standard Operations Develop Brand Guidelines
Develop draft guidelines and
templates; convene "user group"
for feedback; CM/Director review;
Guidelines completion and
implementation by Spring 2025
Standard Operations
Implement new process for
agreement retention through
LaserFische
Draft process by Winter 2024;
convene "user group" for review
and feedback; User training;
implement by Winter 2025
Standard Operations Broadcasting/Cablecasting
Services
Evaluate options for
broadcasting/cablecasting services
for public meetings by Winter 2024;
RFP; work with AS IT
Standard Operations
Explore options for "Open City
Hall" platform for community
engagement
Summer 2024
Funding 1.1c Support Modifications to
the AGTBID 2Q FY 2023-24

1.1c.ii. Complete Modifications
to AGTBID Bylaws and Advisory
Board Structure
2Q FY 2023-24
Funding

1.2a Issue an RFP for a
consultant to develop a survey
and outreach strategy to
community
1Q FY2023-24
Funding 1.2b Award contract with
consultant to develop a survey 1Q FY2023-24

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73 The Administration of Your City Government
52 Strategic Goal Task/Action Timeline for Completion
and outreach strategy to
community
Funding

1.2c Conduct public outreach
to the community to
communicate need for
additional revenue, including
facilitation of a Citizen
Committee
1Q FY 2024-25
Funding

1.2d Bring Revenue ballot
measure to Council for
consideration
4Q FY 2023-24
Fire Services

2.2a Consider including Public
Safety in proposed Revenue
measure
4Q FY 2024-25
Infrastructure

3.1b Include infrastructure in
new Revenue Measure plans
and outreach
4Q FY 2024-25
General Plan Update 4.1a Plan and Host a Kick-Off
Meeting with Community 1Q FY 2023-24

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74 The Administration of Your City Government
53 2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACTUAL BUDGET BUDGET BUDGET BUDGET
Expenditures by Program
City Clerk $ 346,425 $ 471,275 $ 471,275 $ 411,260 $ 486,260 Printing/Duplicating 18,918 25,600 25,600 29,900 29,900 Total $ 365,343 $ 496,875 $ 496,875 $ 441,160 $ 516,160 Expenditures by Category
Salary and Benefits $ 288,941 $ 338,300 $ 338,300 $ 334,400 $ 346,500 Services and Supplies 76,402 158,575 158,575 106,760 169,660 Operating Equipment - - - - -
Debt Service - - - - -
Capital Items - - - - -
Total $ 365,343 $ 496,875 $ 496,875 $ 441,160 $ 516,160 Funding Sources
General Fund $ 365,343 $ 496,875 $ 496,875 $ 441,160 $ 516,160 Personnel Complement
Full-time:

Director 1.0 1.0 1.0 1.0 1.0
Exec Asst/Deputy City Clerk 1.0 - - - -
Deputy City Clerk/Communicat - 1.0 1.0 1.0 1.0
Part time (FTE):

Sr. Office Assistant 0.6 - - - -
Executive Secretary - 0.6 0.6 0.6 0.6
Total 2.6 2.6 2.6 2.6 2.6
FISCAL YEAR 2022-23

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75 The Administration of Your City Government
54 ADMINISTRATIVE SERVICES DEPARTMENT

PURPOSE
Provide accurate and timely financial and accounting information through the maintenance of appropriate financial systems and effective internal controls to promote the City’s fiscal accountability. To engage in a partnership with the departments to provide technical guidance in an effective, strategic, and fiscally responsible manner for all technology initiatives.

SERVICES AND STRUCTURE
The Administrative Services Department consists of the following programs:

Financial Services
The Administra�ve Services Department manages the City's financial systems by providing accurate and �mely ac�ons and informa�on to City Council, opera�ng departments, and the public. Policies, record keeping and repor�ng are carried out in compliance with generally accepted accoun�ng principles and all applicable laws and regula�ons. Areas of responsibility include u�lity billing, cash receip�ng, accounts payable, payroll, budge�ng, business licensing and non-departmental charges that are not directly related to a specific department.

Information Technology
The Informa�on Technology (IT) Division handles all centralized and many decentralized City technology services, facilita�ng the City's ability to deliver effec�ve and efficient service to the public. IT staff perform maintenance and upgrades of the City's IT network system, ensures network security, supports mul�ple so�ware applica�ons, manages the Citywide IT replacement program purchases, provides technical support City staff members, and completes research and planning for new technology solu�on.

FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS
• Awarded contract to Tyler Technologies to implement Enterprise ERP • Awarded contract to Willdan Financial Services to update the City’s comprehensive fee schedule, including development impact fees
• Awarded a contract to Baker Tilly to provide accoun�ng support and update the Citywide Purchasing Policies
• Updated the Local Sales Tax Measure Annual report
• Started working with FEMA to receive funding related to the winter 2023 storm events

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76 The Administration of Your City Government
55 PERFORMANCE MEASURES
Measure FY 21-22
Actual
FY 22-23
Projected
Actual
FY 23-24
Target
FY 24-25
Target
1 Complete ACFR 180 days after
close of fiscal year
04/12/2022 04/11/2023 12/31/2023 12/31/2024
2 Number of A/P checks generated
annually
3612 3600 3600 3600
3 Number of payroll checks
generated annually
3,429 3,430 3,450 3,450
4 Number of IT tickets processed 769 417 565 575
FY 2023-25 DEPARTMENT WORK PLAN
Strategic Goal Task/Action Timeline for Completion
Standard Operations Complete Purchasing Policy
Update
Q1 FY 2023-24
Standard Operations Initiate ERP conversion Initiate Q1 FY 2023-24 Standard Operations
Council Adoption of
updated User Fees and
Development Impact Fees
Q1 FY 2023-24
Standard Operations Finalize 2023 ACFR by
12/31/24
Q2 FY 2023-24
Funding

1.2d Bring Revenue ballot
measure to Council for
consideration
4Q FY 2023-24

1.3c Evaluate feasibility of a
Cannabis Tax
1Q FY 2024-25
Fire Services

2.2a Consider including
Public Safety in proposed
Revenue measure
4Q FY 2024-25
Infrastructure

3.1b Include infrastructure
in new Revenue Measure
plans and outreach
4Q FY 2024-25
Infrastructure

3.1c Collect FEMA
reimbursement for January
- March 2023 storm damage
3Q FY2024-25
Infrastructure

3.1d Pursue Grant
applications and
administration for
infrastructure projects
Ongoing
Infrastructure

3.2a Support ongoing
development and financing
Ongoing

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77 The Administration of Your City Government
56 Strategic Goal Task/Action Timeline for Completion
of Central Coast Blue
project
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACTUAL BUDGET BUDGET BUDGET BUDGET
Expenditures by Program
Administrative Services $ 689,306 $ 884,010 $ 884,010 $ 799,480 $ 825,280 Information Technology 601,973 730,297 730,297 892,900 905,000 Non-Departmental 3,989,880 5,723,421 6,290,757 3,501,400 5,901,637 FCFA (Fire Service) 2,052,061 2,052,061 2,052,061 2,847,000 2,983,500 CalPERS UAL payment - - - - -
Total $ 7,333,220 $ 9,389,789 $ 9,957,125 $ 8,040,780 $ 10,615,417 Expenditures by Category
Salary and Benefits $ 2,431,537 $ 4,020,035 $ 4,587,371 $ 2,365,600 $ 2,358,800 Services and Supplies 3,583,688 3,822,169 3,822,169 5,548,580 5,770,017 Operating Eqipment - - - - -
Debt Service 11,600 11,800 11,800 11,600 11,600
Capital Items and Transfers 1,306,396 1,535,785 1,535,785 115,000 2,475,000 Total $ 7,333,220 $ 9,389,789 $ 9,957,125 $ 8,040,780 $ 10,615,417 Funding Sources
General Fund $ 7,333,220 $ 9,389,789 $ 9,957,125 $ 8,040,780 $ 10,615,417 Personnel Complement
Full-time:

Director 1.0 1.0 1.0 1.0 1.0
Information Tech Manager 1.0 1.0 1.0 1.0 1.0
Accounting Manager 1.0 1.0 1.0 1.0 1.0
Accounting Supervisor - - - - -
Senior Accounting Clerk 3.0 3.0 3.0 3.0 3.0
Information Tech Specialist 1.0 1.0 1.0 1.0 1.0
Accounting Clerk - - - - -
Total 7.0 7.0 7.0 7.0 7.0
FISCAL YEAR 2022-23

Page 414 of 589 ends

78 Public Works

PURPOSE
The City of Arroyo Grande Public Works Department provides high-quality, cost-effective services that ensure that the design, construction, maintenance and operation of public infrastructure, facilities, and services are responsive to the needs of residents, visitors, businesses, and other City departments.

SERVICES AND STRUCTURE
The Public Works Department consists of the following programs:

Emergency and Day to Day Demands
Staff respond to emergency events such as storms and resul�ng flooding, etc. A�er traffic accidents, staff facilitate street closures and debris cleanup. In addi�on, the Department repairs and fills potholes, installs red curbs and street signs. In addi�on, staff maintain all street and traffic ligh�ng. The Department responds to fallen trees or branches within the City limits and also facilitates homeless encampment pos�ng and cleanup. Staff respond to any facility maintenance requests, such as electrical, plumbing, pest control, or other safety issues and disposes of and collects trash within the City limits.

Facilities Maintenance
Staff conduct all maintenance ac�vi�es at City Facili�es, such as AC/hea�ng maintenance, office pain�ng, moving and assembly of office furniture, trash and sani�za�on of offices and restrooms, and landscape maintenance.

The Department also maintains all Public Use facili�es such as the Woman’s Club, Recrea�on building, park facili�es (gazebos, BBQs, picnic tables), and public restrooms (plumbing repairs, graffi� removal, vandalism repair, maintenance, stocking, and sani�za�on).

Annual Pavement Management Plan/Street Repairs Program
Each year the Department iden�fies street segments that require certain maintenance treatments. The inten�on of this is to perform slurry seal, overlays, and digout repairs to slow the deteriora�on and avoid near-term reconstruc�on. In addi�on to the treatments men�oned above, the Program proposes to include refreshing exis�ng traffic striping and pavement markings on certain arterial streets.

Annual Concrete Repairs Program
Each year staff iden�fies damaged sidewalks (priority loca�ons: commercial areas, high pedestrian traffic areas, and safe routes to schools) requiring repair to mi�gate the poten�al for trip and fall hazards located in the public right-of-way. Sidewalk gaps are also evaluated for cost and connec�vity, and curb ramp improvements are included to the extent possible.

Annual Storm Drain Maintenance Program
The City’s storm drain maintenance program includes removal of debris in the City’s 517 storm drain inlets and ou�alls. All maintenance is in prepara�on for storm events, compliance with MS4 permits and allowing drainage to func�on as designed. This also includes maintenance of all 8 City-owned drainage and reten�on basins and other drainage facili�es.

Annual Soto Sports Complex Annual Field Maintenance Program Annually, the Department conducts hydro seeding and turf maintenance as well as infield and ou�ield dirt improvements. Staff manage all irriga�on maintenance, fence repairs and field ligh�ng maintenance.

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79 Public Works
Annual Vegetation Maintenance Program
Staff conduct annual street, parks, and open space tree and shrub trimming, removal, and plan�ng, fire fuel vegeta�on management at development and interfaces (i.e. Ocean Oaks Condos), as well as turf management at parks. The City has received USA accredita�on as a Tree City.

Sewer Lift Station Maintenance
All five (5) sewer li� sta�ons are cleaned along with 10 check valves. This maintenance program helps ensure trouble free opera�on of these sta�ons.

Water Conservation Programs
Cash for Grass projects, Washing Machine Rebates, and Home Water Audits are provided as part of the City’s Water Conserva�on Program. Home water audits help our customers make changes in their current water use to help them con�nue to conserve water.

Annual Water System Air/Vacuum Valve Program
All of the City’s 130 Air/Vac valves are cleaned and tested for proper opera�on. Air and vacuums formed in the pipeline can have serious effects on the opera�on of the pipeline like pipe failure, pressure build and vibra�on. Air/Vacuum valves allow large volumes of air to be exhausted from or admited into a pipeline as it is being filled or drained.

Annual Water Audit Program
The Audit is a requirement from the Department of Water Resources. This detailed audit must be validated by a third party cer�fied by the American Water Works Associa�on.

Fleet, Equipment, and Fuel Management and Coordination (not FCFA) The Department maintains the Citywide fleet which includes �re and oil changes, brake pads and rotors maintenance, and more complex repairs on equipment. Staff manage the replacement program and surplus vehicles and equipment program (not including FCFA), including the procurement and bids for new vehicles and equipment. The Department manages fuel purchasing, pumps system and fuel dispenser system maintenance, and annually reviews the San Luis Obispo County Air Pollu�on Control District (APCD) Permit.

Engineering Division
The Division is responsible for the City’s long term City infrastructure, including projects for repair or improvement of exis�ng infrastructure, as well as ensuring new infrastructure, including infrastructure built by new development, meets the City’s standards.

FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS
• Oak Park and El Camino Real drainage repair
• Implementation of water conservation programs and preparation of a Resolution rescinding the declaration of Stage 1 Water Shortage Emergency and related restrictions and penalties • Approval of both the Pavement Management Plan and Concrete Repairs Programs • Safe, responsive, and coordinated response to the winter 2023 storm emergencies • Storm-related debris removal projects in AG Creek

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80 Public Works

PERFORMANCE MEASURES
Measure FY 21-22
Actual
FY 22-23
Projected
Actual
FY 23-24
Target
FY 24-25
Target
1 Pavement Condition Index 53 54 56 57
2 Pothole repairs (sacks of fill) 76 sacks =
85 pothole
repairs
154 sacks =
200+ potholes
200
pothole
repairs*
100 pothole
repairs
3 Larger in-house pavement repairs 2 yards 7 yard of
asphalt hot
mix
8 yards of
hot mix
3 to 5 yards of
hot mix
4 Storm Drain Inlet inspection and
maintenance
517 inlets 517 inlets 517 inlets 517 inlets
* Pothole estimates in FY 2023-24 are high due to effect of 2023 winter storms FY 2023-25 DEPARTMENT WORK PLAN
Strategic Goal Task/Action Timeline for
Completion
Standard
Operations Soto Sports Field Lighting Improvement 4Q FY 2024-25 Standard
Operations Expand Charging Stations on Public Property 4Q FY 2024-25 Standard
Operations
Drainage improvement needs identified during the
2023 Winter Storms 2Q FY 2024-25
Standard
Operations Public Works office Space Expansion 4Q FY 2023-24 Standard
Operations
Negotiate Agreement for an Interconnect with
Golden State Water Company 4Q FY 2024-25
Standard
Operations Reorganization of Engineering under Public Works 1Q FY 2023-24 State Mandate Maintain Permit Requirements as mandated through the State Regional Water Quality Control Board
Ongoing
State Mandate SB 1383 Administration Ongoing
State Mandate Conduct Speed Surveys 2Q FY 2023-24
Funding 1.1e Complete Transition of Temporary Parklets to Permanent Parklets
1Q FY2023-24
Infrastructure 3.1a Consider Community partnership for Mark M.

Millis Community Center construction
4Q FY 2023-24
Infrastructure 3.1b Include infrastructure in new Revenue Measure plans and outreach
4Q FY 2024-25
Infrastructure 3.1d Pursue Grant applications and administration for infrastructure projects
Ongoing

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81 Public Works
Strategic Goal Task/Action Timeline for
Completion
Infrastructure 3.2a Support ongoing development and financing of Central Coast Blue project
Ongoing
Infrastructure 3.2b NCMA Management Agreement Amendments Ongoing Infrastructure 3.3a.i. Traffic Way Bridge Design 2Q FY 2025-26 Infrastructure 3.3a.ii. Traffic Way Bridge ROW 3Q FY 2023-24 Infrastructure 3.3a.iii. Traffic Way Bridge Construction 2Q FY 2025-26 Infrastructure 3.3b Swinging Bridge Rehabilitation 2Q FY 2024-25 Infrastructure 3.3b.i. Swinging Bridge Rehabilitation NEPA 3Q FY 2023-24 Infrastructure 3.3bii Swinging Bridge Rehabilitation Bid for Construction
3Q FY 2023-24
Infrastructure 3.3b.iii. Swinging Bridge Construction 2Q FY 2024-25 Infrastructure 3.3c Halcyon Complete Streets
Infrastructure 3.3c.i. Halcyon Complete Streets Design acquisition 1Q FY 2024-25 Infrastructure 3.3c.ii. Halcyon Complete Streets ROW acquisition 1Q FY 2024-25 Infrastructure 3.3c.iii. Halcyon Complete Streets Construction 2Q FY 2025-26 Infrastructure 3.3d.i. Award ATP Contract to Consultant 4Q FY 2022-23 Infrastructure 3.3d.ii. Final Approval of ATP by Council 3Q FY 2024-25 Infrastructure 3.3e 2022 Pavement Management Program
Construction
2Q FY 2023-24
Infrastructure 3.3f 2024 Pavement Management Program Design 3Q FY 2023-24 Infrastructure 3.3g 2024 Pavement Management Program
Construction
1Q FY 2024-25
Infrastructure 3.3h Community Safety Camera Network 4Q FY 2024-25 Infrastructure 3.3i Replacement Generator at Station 1 4Q FY 2023-24 Infrastructure 3.3j Lift Station 3 1Q FY 2024-25
Infrastructure 3.3k AG Creek Remediation (Debris removal and bank stabilization)
4Q FY 2023-24
Infrastructure 3.3l Concrete Repair Program 4Q FY 2024-25 Infrastructure 3.3m Concept plan/design for new Mark M. Millis Community Center Building
4Q FY 2023-24
Infrastructure 3.3n CMP Lining Ongoing

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82 Public Works
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACTUAL BUDGET BUDGET BUDGET BUDGET
Expenditures by Program
Public Works Administration $ 865,803 $ 1,075,500 $ 1,075,500 $ 1,075,175 $ 1,109,950 Engineering - - - 711,600 681,000
Park Maintenance 376,126 640,065 545,065 730,500 707,389 Soto Sports Complex Maint. 214,021 241,000 241,000 240,950 235,450 Automotive Shop 175,956 155,600 155,600 181,280 172,000 Government Buildings 192,470 264,900 264,900 222,250 239,550 Total $ 1,824,377 $ 2,377,065 $ 2,282,065 $ 3,161,755 $ 3,145,339 Expenditures by Category
Salary and Benefits $ 1,279,007 $ 1,576,900 $ 1,576,900 $ 2,092,300 $ 2,174,200 Services and Supplies 508,612 623,100 623,100 844,275 851,139 Operating Eqipment - 177,065 82,065 160,000 120,000
Debt Service 36,758 - - 15,180 -
Capital Items - - - 50,000 -
Transfers - - - - -
Total $ 1,824,377 $ 2,377,065 $ 2,282,065 $ 3,161,755 $ 3,145,339 Funding Sources
General Fund 1,824,377 2,377,065 2,282,065 3,161,755 3,145,339 Funding Source Total $ 1,824,377 $ 2,377,065 $ 2,282,065 $ 3,161,755 $ 3,145,339 FISCAL YEAR 2022-23

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83 Public Works
2021-22 2022-23 2022-23 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACTUAL BUDGET BUDGET BUDGET BUDGET
Personnel Complement
Public Works Administration
Full time:

Director of Public Works 1.0 1.0 1.0 1.0 1.0
Administrative Secretary 1.0 1.0 1.0 1.0 1.0
Capital Projects Manager 1.0 1.0 1.0 1.0 1.0
Assistant Capital Projects Manager - 1.0 1.0 1.0 1.0
Subtotal 3.0 4.0 4.0 4.0 4.0
Engineering
Full time:

City Engineer - - - 1.0 1.0
Associate Engineer - - - 1.0 1.0
Engineering Inspector - - - 1.0 1.0
Subtotal - - - 3.0 3.0
Parks
Full time:

Public Works Manager 0.5 0.5 0.5 0.5 0.5
Parks, Trees, & Landscape Supervisor - 1.0 1.0 1.0 1.0
Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 1.0 2.0 2.0 2.0 2.0
Part time (FTE):

Maintenance Worker 1.4 0.7 0.7 0.7 0.7
Subtotal 3.9 5.2 5.2 5.2 5.2
Streets
Full time:

Public Works Manager 0.5 0.5 0.5 0.5 0.5
Streets Maintenance Supervisor - 1.0 1.0 1.0 1.0
Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 2.0 1.0 1.0 1.0 1.0
Part time (FTE):

Maintenance Worker - - - - -
Subtotal 3.5 3.5 3.5 3.5 3.5
Soto Sports Complex
Full time:

Maintenance & Coodination Supervisor - 1.0 1.0 1.0 1.0
Maintenance Worker 2.0 1.0 1.0 1.0 1.0
Subtotal 2.0 2.0 2.0 2.0 2.0
Automotive Shop
Full time:

Fleet Maintenance Coordinator 1.0 1.0 1.0 1.0 1.0
Subtotal 1.0 1.0 1.0 1.0 1.0

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84 Public Works
2021-22 2022-23 2022-23 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACTUAL BUDGET BUDGET BUDGET BUDGET
Government Buildings
Full time:

Building Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Part time (FTE):

Maintenance Worker 0.7 0.7 0.7 0.7 0.7

1.7 1.7 1.7 1.7 1.7
Water Fund
Full time:

Utilities Manager 1.0 1.0 1.0 1.0 1.0
Public Works Supervisor - 1.0 1.0 1.0 1.0
Public Works Lead Worker 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 5.0 4.0 4.0 4.0 4.0
Part time (FTE):

Summer Interns 0.7 0.7 0.7 0.7 0.7
Subtotal 7.7 7.7 7.7 7.7 7.7
Sewer Fund
Full time:

Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Part time (FTE):

Summer Interns 0.7 0.7 0.7 0.7 0.7
Subtotal 2.7 2.7 2.7 2.7 2.7
Department Total 25.5 27.8 27.8 30.8 30.8

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85 Community Development

PURPOSE
The Community Development Department is dedicated to promoting a diverse and equitable city while maintaining the City's unique environment and character, and balancing economic opportunities through effective land use planning and development review processes.

SERVICES AND STRUCTURE
The Community Development Department strives toward its mission through three divisions staffed by highly specialized professionals:

Planning Division
Professional planners develop new long-range plans and programs for the development or redevelopment of the City based upon the ever-changing needs and wants of the community to enhance the quality of life for our community. This includes: land use, circula�on, housing, economic development, agriculture and open space stewardship.

Professional planners review proposed development projects to assure they are designed and will func�on according to the adopted plans of the community. By doing so, new developments must meet high standards.

Building and Life Safety Division
The State of California mandates that virtually all buildings and structures be constructed to very detailed building codes in order to reduce death, injuries, and damage from improperly designed and constructed buildings and fires, earthquakes, and other natural disasters. The California Building Codes also incorporate many regula�ons to achieve State public policy goals such as disabled access and energy conserva�on. The Division also reviews project plans, issues permits and provides inspec�on services for compliance with City ordinances, fire and life safety codes, Interna�onal Property Maintenance Code and works closely with the Community Services Specialist for code compliance.

Community Services Division
The Community Services Specialist (CSS) conducts code enforcement for the City. The CSS performs a wide variety of tasks such as providing informa�on, educa�ng the public, and conduc�ng appropriate inves�ga�ons.

The CSS inves�gates alleged viola�ons generated by observa�on or public complaints to ensure compliance with regula�ons in the Arroyo Grande Municipal Code (AGMC).

The code enforcement aspect also includes the enforcement of regula�ons related to temporary signs and banners; abandoned, junk or inoperable vehicles; unauthorized living in recrea�onal vehicles; grossly unreasonable accumula�ons of garbage, trash, or any other material that creates an unsafe or unhealthy condi�on for the neighborhood or the public in general.

FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS
• Adop�on of an Accessory Dwelling Unit Ordinance
• Adop�on of a Short Term Rental Ordinance
• Adop�on of a Tiny Homes on Wheels Ordinance
• Adop�on of a Senate Bill 9 Ordinance
• Adop�on of the 2022 California Building Codes
• Establishment of a Permanent Parklet Program
• Comple�on of Dra� Halcyon Complete Streets Plan

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86 Community Development
• Ini�ated a Comprehensive General Plan Update

PERFORMANCE MEASURES
Measure FY 21-22
Actual
FY 22-23
Projected
Actual
FY 23-24
Target
FY 24-25
Target
1 Building Permits Reviewed within
15 days 95% 95% 95% 95%
2 Percent of potential code
enforcement cases with
investigation initiated within 7 days
95% 95% 95% 95%
3 Percent of discretionary permits
with initial completeness review
within 30 days
100% 100% 100% 100%
FY 2023-25 DEPARTMENT WORK PLAN
Strategic Goal Task/Action Timeline for Completion
Standard Operations Sign Ordinance PC and CC hearings in 2025 Standard Operations General Plan Annual Report Present to PC in Feb and to CC in March of each year on consent
Standard Operations Work with 5Cities Homeless
Coalition on South County Shelter
Process a Development Code
Amendment to allow emergency
shelters in Fair Oaks Mixed Use
zone with minor use permit.

Introduce to CC in July 2023, with
possible Adoption in August
2023.

Standard Operations Community Services Grants Accept applications Oct-Nov.

Convene Review Committee in
December. Award grants at CC in
January
Standard Operations Reevaluate Public Art Guidelines Winter 2025 Standard Operations Draft ADU Ordinance 1Q FY 2023-24
Standard Operations Bring ADU Ordinance to Planning
Commission for Approval
2Q FY 2023-24
Standard Operations Bring ADU Ordinance to Council
for Approval
3Q FY 2023-24
State Mandate
CDBG program Present staff recommendations
to CC in Nov/Dec and finalize
projects at CC in Feb/Mar
State Mandate SB 1383 Enforcement Ongoing
Funding 1.1d 400 W. Branch Disposition
and Development Agreement
3Q FY 2024-25

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87 Community Development
Strategic Goal Task/Action Timeline for Completion
Funding

1.1e Complete Transition of
Temporary Parklets to Permanent
Parklets
1Q FY2023-24
Funding

1.3a Conduct study session with
the City Council regarding
potential cannabis ordinance
3Q FY 2023-24
Funding

1.3b Prepare and adopt cannabis
ordinance, if directed by the City
Council
1Q FY 2024-25
Funding 1.3c Evaluate feasibility of a
Cannabis Tax
1Q FY 2024-25
Infrastructure 3.1b Include infrastructure in new
Revenue Measure plans and
outreach
4Q FY 2024-25
Infrastructure 3.1d Pursue Grant applications
and administration for
infrastructure projects
Ongoing
Infrastructure 3.3c Halcyon Complete Streets 2Q FY 2025-26 Infrastructure 3.3c.i. Halcyon Complete Streets
Design acquisition
1Q FY 2024-25
Infrastructure 3.3c.ii. Halcyon Complete Streets
ROW acquisition
1Q FY 2024-25
Infrastructure 3.3c.iii. Halcyon Complete Streets
Construction
2Q FY 2025-26
Infrastructure 3.3d.i. Award ATP Contract to
Consultant
4Q FY 2022-23
Infrastructure 3.3d.ii. Final Approval of ATP by
Council
3Q FY 2024-25
General Plan Update 4.1a Plan and Host a Kick-Off
Meeting with Community
1Q FY 2023-24
General Plan Update 4.2a Management of DEIJ
consultant
Ongoing
General Plan Update 4.3 General Plan Elements 3Q FY 2024-25 General Plan Update 4.4a Survey Local Businesses 4Q FY 2023-24 General Plan Update 4.4b Conduct a Retail Market
Analysis
4Q FY 2023-24
General Plan Update 4.5 Climate Action Plan 3Q FY 2025-26 General Plan Update 4.6a Bring code changes to
Planning Commission for approval
3Q FY 2025-26
General Plan Update 4.6b Bring draft Ordinance of code
revision update to Council
4Q FY 2025-26
General Plan Update 4.7a Complete draft EIR 3Q FY 2024-25 General Plan Update 4.7b Complete final EIR 4Q FY 2024-25 General Plan Update 4.8 Objective Design Standards 1Q FY 2023-24

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88 Community Development
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACTUAL BUDGET BUDGET BUDGET BUDGET
Expenditures by Program
Planning $ 460,887 $ 887,600 $ 887,600 $ 1,305,982 $ 1,334,882 Engineering 661,724 749,300 749,300 - -
Building & Life Safety 403,052 462,700 462,700 470,640 474,140 Total $ 1,525,663 $ 2,099,600 $ 2,099,600 $ 1,776,622 $ 1,809,022 Expenditures by Category
Salary and Benefits $ 974,301 $ 1,366,400 $ 1,366,400 $ 921,000 $ 955,900 Services and Supplies 551,362 733,200 733,200 855,622 853,122 Operating Eqipment - - - - -
Debt Service - - - - -
Capital Items and Transfers - - - - -
Total $ 1,525,663 $ 2,099,600 $ 2,099,600 $ 1,776,622 $ 1,809,022 Funding Sources
General Fund 1,520,663 2,094,600 2,094,600 1,771,622 1,804,022 TBID 5,000 5,000 5,000 5,000 5,000
Funding Source Total $ 1,525,663 $ 2,099,600 $ 2,099,600 $ 1,776,622 $ 1,809,022 Personnel Complement
Full-time:

Director 1.0 1.0 1.0 1.0 1.0
Planning Manager - 1.0 1.0 1.0 1.0
Associate Planner 1.0 1.0 1.0 1.0 1.0
Assistant Planner 1.0 1.0 1.0 1.0 1.0
Community Services Specialist - 1.0 1.0 1.0 1.0
City Engineer 1.0 1.0 1.0 - -
Associate Engineer 1.0 1.0 1.0 - -
Permit Technician 1.0 1.0 1.0 1.0 1.0
GIS Analyst 1.0 1.0 - - -
Engineering Inspector 1.0 1.0 1.0 - -
Building Official 1.0 - - - -
Building Permit Technician 1.0 1.0 1.0 1.0 1.0
Part time (FTE):

Comm. Development Intern 0.5 0.5 0.5 0.5 0.5
Total 10.5 11.5 10.5 7.5 7.5
FISCAL YEAR 2022-23

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89 Public Safety

INTRODUCTION
Keeping people safe is a core element of City services. In addition to the City’s efforts to avoid unsafe conditions, the City also provides services that quickly respond when needed.

POLICE DEPARTMENT

PURPOSE
The purpose of the Arroyo Grande Police Department is to maintain public peace, safeguard lives and property, and provide for a quality of life whereby those persons within the City of Arroyo Grande have a sense of security and freedom in their daily ac�vi�es. To achieve these ends, the Arroyo Grande Police Department will maintain the capability to provide a superior level of law enforcement and related services that are appropriate and �mely. Specifically, the Arroyo Grande Police Department will maintain a viable proac�ve organiza�on that recognizes and effec�vely responds to current and future community needs and maximizes the available resources, personnel, and technology.

SERVICES AND STRUCTURE
The Police department is responsible for maintaining public order and safety, enforcing the law, and preven�ng, detec�ng, and inves�ga�ng criminal ac�vi�es.

The Police Department is led by a Chief of Police and is supported by two Commanders who oversee two bureaus, Support Services, and Patrol Services. Support Services consist of inves�ga�ons, neighborhood services, records, property and evidence, regional SWAT, and School Resource Officer. Patrol Services consists of patrol opera�ons, traffic bureau, and Explorer POST.

The Police Department operates the following programs:

Support Services Program
Support Services facilitates Crime preven�on educa�on, homeless outreach, neighborhood watch programs, military surplus acquisi�on, and planning for special events.

Patrol Services Program
Patrol Services facilitates directed traffic enforcement, DUI grants, tobacco compliance, Sex Offender registra�on, proba�on and warrant sweeps, high-risk opera�ons, and emergency services.

FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS
• Successful completion of a compliance audit of police records and training in accordance with the Commission of Peace Officers Standards and Training.
• Partnered with the Five Cities Homeless Coalition to help designate the SLO County Regional Center as a dedicated warming shelter for the 22/23 winter season.
• Establishment of an Officer Wellness Program designed to provide police staff with additional resources such as peer support, therapist consulting, and an online app used as a self-assessment well-being tool kit. • Implemented a new E-Ticket writing and traffic collision report writing software program funded through a grant from the Office of Traffic Safety.

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90 Public Safety
• Transitioned to a new and improved weapon sighting system for all sworn staff which involved a 3-day skill building introduction.

PERFORMANCE MEASURES
Measure FY 21-22
Actual*
FY 22-23
Projected
Actual*
FY 23-24
Target*
FY 24-25
Target*
1 Calls related to Homelessness 232 225 216 179
2 Reduce Crime (# of total Part I
Crime by year)**
359 355 350 345
3 Traffic Collisions 274 220 200 200
*Note numbers are reported by calendar year
** Part I Crimes include: homicide, larceny, rape, assault, arson, robbery, burglary, and vehicle theft.

FY 2023-25 DEPARTMENT WORK PLAN
Strategic
Goal Task/Action Timeline for Completion
Standard
Operations
Re-Classify Part-time Cadet position into a
full time Community Services Technician
1Q FY 2024-25
Standard
Operations
Complete after-action report for wellness
grant
4Q FY 2023-24
Standard
Operations
Replace Expired Protective Equipment Ongoing
Standard
Operations
Complete Fleet Project 2Q FY 2023-24
Standard
Operations
RIPA (Racial and Identity Profiling
Advisory) Board Reporting
Ongoing
Standard
Operations
Amend Camping Ordinance 3Q FY 2023-24
State
Mandate
Continued Mandated Training for Staff Ongoing
Infrastructure 3.3h Community Safety Camera Network 4Q FY 2024-25

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91 Public Safety
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACTUAL BUDGET BUDGET BUDGET BUDGET
Expenditures by Program
Police $ 1,102,005 $ 1,622,592 $ 1,622,592 $ 1,478,015 $ 1,546,337 Patrol Services 3,323,697 3,648,700 3,648,700 3,604,500 3,729,900 Police Support Services 1,130,263 1,094,100 1,094,100 1,308,535 1,461,035 OTS - Special Grant Progroms 33,504 - - - -
DOJ Tobacco Grant 9,230 - - - -
Total $ 5,598,698 $ 6,365,392 $ 6,365,392 $ 6,391,050 $ 6,737,272 Expenditures by Category
Salary and Benefits $ 4,498,623 $ 4,738,600 $ 4,738,600 $ 4,900,700 $ 5,192,200 Services and Supplies 1,007,308 1,075,531 1,075,531 1,178,064 1,232,786 Debt Service 80,136 274,461 274,461 282,786 282,786
Operating Eqipment 12,632 276,800 276,800 29,500 29,500 Capital Items and Transfers - - - - -
Total $ 5,598,698 $ 6,365,392 $ 6,365,392 $ 6,391,050 $ 6,737,272 Funding Sources
General Fund 5,598,698 6,365,392 6,365,392 6,391,050 6,737,272 Personnel Complement
Full-time:

Neighborhood Services Tech 1.4 - - - -
Level I Reserve Officer 0.5 - - - -
Cadet 1.0 1.0 1.0 - -
Training Technician 0.5 0.5 0.5 0.5 0.5
Fleet/Equipment Technician - - - - -
Total 3.4 1.5 1.5 0.5 0.5
Sworn Employees 28.0 28.0 28.0 27.0 28.0
Non-sworn Employees 5.4 3.5 3.5 3.5 3.5
FISCAL YEAR 2022-23

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92 Public Safety

FIRE DEPARTMENT- FIVE CITIES FIRE AUTHORITY
In 2004, the cities of Arroyo Grande and Grover Beach collaboratively entered an agreement to share one fire chief and training officer. This agreement was expanded over the next several years to include equipment sharing, a consolidation of the reserve firefighter program and the introduction of "boundary drops," meaning that the closest fire resource would be dispatched to a 9-1-1 call without consideration of community boundary.

In 2009, the Oceano Community Services District (OCSD) joined the other communities and on July 9, 2010, a complete fire department consolidation took place, resulting in the creation of the Five Cities Fire Authority (FCFA) Joint Powers Authority (JPA). The Five Cities Fire Authority was created to increase service levels to citizens and visitors, to ensure consistent and professional training standards, and to increase operational efficiencies. Since the establishment of the JPA, the OCSD has failed twice to pass a special tax measure to raise additional revenue to ensure funding consistent with the Strategic Plan. Since the failure of the special tax measure, a defined one-year wind down period per the second amendment to the JPA began on July 1, 2022. A new JPA is currently being considered by Council with an effective date of July 1, 2023.

When an Arroyo Grande resident dials 9-1-1, they have likely found themselves in a situation that they can no longer manage on their own. Today’s fire service must have the personnel, training and tools to respond to a variety of situations including:
• Medical emergencies
• Traffic collisions
• Technical rescues
• Structure and vegetation fires
• Hazardous materials
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACTUAL BUDGET BUDGET BUDGET BUDGET
Expenditures by Program
City Contribution to FCFA 2,580,955 2,580,955 2,580,955 3,796,000 3,978,000 Expenditures by Category
Services and Supplies 2,580,955 2,580,955 2,580,955 3,796,000 3,978,000 Funding Sources
General Fund 2,052,061 2,052,061 2,052,061 2,847,000 2,983,500 Local Sales Tax Fund 528,894 528,894 528,894 949,000 994,500 Funding Source Total 2,580,955 2,580,955 2,580,955 3,796,000 3,978,000 FISCAL YEAR 2022-23

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93 Recreation Services

PURPOSE
To provide healthy, sustainable, and safe environments and offer quality recreation, leisure, and cultural activities for people of all ages to play, learn, and build community. To foster human development and provide affordable health and wellness opportunities while supporting economic development by strengthening community image and sense of place.

SERVICES AND STRUCTURE
The Recreation Services Department consists of the following programs:

Recreation Administration
Implement Council goals and direc�on; provide leadership of and for the Recrea�on Services Department; coordinate with other City departments to accomplish goals and objec�ves; provide high level customer service to the community (internal and external); and represent the City in non-profit and business partnerships. In addi�on, in FY 2023-24 Recrea�on Administra�on will take on the administra�on of the Tourism Business Improvement District (TBID).

Facilities
Provide and facilitate access to public facili�es (two community centers, public parks, Soto Sports Complex, community gardens, tennis and pickleball courts); coordinate public requests and develop rela�onships with external users; organize maintenance and City schedules; administer and collect fees; oversee facility supervision and opera�ons.

Special Events
Plan, develop and provide opportuni�es for community engagement, fun and celebra�on. Work with local agencies, non-profits and businesses to enrich the community through historical, cultural and relevant events.

Volunteer Program
Recruit, train and oversee volunteers to assist with events, special projects and City opera�ons. Develop rela�onships with community and neighboring agencies to provide con�nuity and support.

Adult Sports
Coordinate adult basketball and so�ball sports leagues for the community. Provide relevant ac�ve sports opportuni�es for adults.

Youth Sports
Coordinate the Youth Wrestling program. Provide relevant ac�ve sports opportuni�es for youth.

Special Interest Classes
Contract with instructors to teach exercise, art and a variety of enrichment classes. Contract with instructors/agencies to provide holiday and summer camps for youth and programs to support health and wellness for the community.

FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS
• Transi�on the before and a�er school child care at Branch Elementary School to the YMCA • Assist with the coordina�on of the first annual Tree Ligh�ng & Snow event at Elm Street Park • Transi�on, assume leadership, and conduct the Holiday Parade, including the Jingle Bell Dash

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94 Recreation Services
• Comple�on of the awards and distribu�on of the Child Care Assistance Grant Program utilizing ARPA funding
• Comple�on of the installa�on and grand opening of the Kiwanis Inclusive Playground • Development of the Art in the Park series, Mother’s Day Tea, and Senior Dance events • Ongoing and new partnerships with local agencies and non-profits to provide Recrea�on events, programs and ac�vi�es
• Achieved an all-�me high in enrollments and revenues for special interest classes (exceeding revenue target by 31.7% as of May 31, 2023)
• Public Art installa�on/basketball court resurfacing with Project Backboard and Public Art at Strother Park

PERFORMANCE MEASURES
Measure FY 21-22
Actual
FY 22-23
Projected
Actual
FY 23-24
Target
FY 24-25
Target
1 Number of specialty class offerings 555 603 610 620
2 Number of special events 9 24 25 27
3 Number of volunteer hours 4,057 4,100 4,150 4,200
4 Par�cipa�on (registra�on in classes,
leagues, sports, programs)
6,837 7,226 7,326 7,426
FY 2023-25 DEPARTMENT WORK PLAN
Strategic
Goal Task/Action Timeline for Completion
Standard
Operations
Transition the before and after school
child care at Ocean View Elementary to
the YMCA
1Q FY 2023-24
Standard
Operations
Identify new location and transition the
Recreation Services Department to an
alternate location with the closing of the
Mark M. Millis Community Center
2Q FY 2023-24
Standard
Operations
Develop special event policy manual for
the City of Arroyo Grande (public and
community events)
4Q FY 2023-24
Standard
Operations
Implement Comprehensive Fee Schedule
updates once approved by Council
1Q FY 2023-24
Funding 1.1c Support Modifications to the AGTBID 2Q FY 2023-24 Funding 1.1c.i. Transition Administration of the
AGTBID to City staff
1Q FY 2023-24
Funding

1.1f Develop 1-3 Special Events that drive
visitation during shoulder and winter
months and build destination awareness
4Q FY 2023-24

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95 Recreation Services
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACTUAL BUDGET BUDGET BUDGET BUDGET
Expenditures by Program
Recreation Administration $ 441,507 $ 443,100 $ 443,100 $ 552,700 $ 524,700 Pre-School Program 108,063 235,600 235,600 16,930 -
Recreation-Special Programs 229,957 149,500 149,500 255,000 258,850 Children In Motion 292,824 392,300 392,300 59,340 -
Total $ 1,072,351 $ 1,220,500 $ 1,220,500 $ 883,970 $ 783,550 Expenditures by Category
Salary and Benefits $ 752,831 $ 885,500 $ 885,500 $ 577,900 $ 487,300 Services and Supplies 319,155 335,000 335,000 306,070 296,250 Operating Eqipment 366 - - - -
Capital Items and Transfers - - - - -
Total $ 1,072,351 $ 1,220,500 $ 1,220,500 $ 883,970 $ 783,550 Funding Sources
General Fund $ 1,072,351 $ 1,220,500 $ 1,220,500 $ 883,970 $ 783,550 FISCAL YEAR 2022-23
Strategic
Goal Task/Action Timeline for Completion
Infrastructure

3.1a Consider Community partnership for
Mark M. Millis Community Center
construction
4Q FY 2023-24
Infrastructure 3.3m Concept plan/design for new Mark
M. Millis Community Center Building 4Q FY 2023-24

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96 Recreation Services
2021-22 2023-24 2024-25

FINAL ADOPTED PROJECTION PROPOSED PROPOSED

ACTUAL BUDGET BUDGET BUDGET BUDGET
Personnel Complement
Recreation Administration
Full time:

Recreation Director 1.0 1.0 1.0 1.0 1.0
Recreation Supervisor 0.3 0.3 0.3 1.0 1.0
Recreation Coordinator 0.4 0.4 0.4 1.0 1.0
Part time (FTE):

Recreation Supervisor 0.2 0.2 0.2 - -
Part time (FTE):

Preschool Teacher 1.7 1.7 1.7 - -
Subtotal 1.9 1.9 1.9 - -
Children in Motion
Full time:

Recreation Supervisor 0.5 0.5 0.5 - -
Recreation Coordinator 0.6 0.6 0.6 - -
Part time (FTE):

Teacher 3.5 3.5 3.5 - -
Assistant Teacher 1.2 1.2 1.2 - -
Assistant I & II 2.2 2.2 2.2 - -
Subtotal 8.0 8.0 8.0 - -
Department Total 15.0 15.0 15.0 5.4 5.4
FISCAL YEAR 2022-23

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97 Capital Improvement Program

INTRODUCTION
The Capital Improvement Program (CIP) is a five year plan that addresses infrastructure maintenance and improvements throughout the City. The CIP is divided into six major project types – Miscellaneous, Parks, Streets, Drainage, Sewer and Water. The CIP is funded through a variety of sources including significant grants and transfers from other funds.

The following pages provide summary information for each project with proposed funding during the five year period as well as an overall summary of all projects.

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98 Project Number Request Title Funding Source
Total Project
Budget FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year Total

MISCELLANEOUS PROJECTS
350-5453 Financial Management Software 4930 - Sewer Fund 95,000 47,500 - - - - 4940 - Water Fund 95,000 47,500 - - - -
4950 - Sales Tax 223,000 93,000 - - - - 188,000
350-5468 Community Safety Camera Network 4929 - COPS 244,300 119,300 - - - - 4965 - ARPA 880,700 880,700 - - - - 1,000,000
350-54XX City Hall Second Story Patio Repair 4950 - Sales Tax - - 40,000 - - - 40,000 350-54XX Public Works Office Space Remodel 4950 - Sales Tax 100,000 100,000 - - - - 100,000 350-5475 ADA Transition Plan 4463 - CDBG 12,391 - 12,391 - - - 4499 - Other Gov Agencies 23,500 - 23,500 - - -
4950 - Sales Tax 75,834 - 75,834 - - - 111,725
350-54XX
Police Department Building Roof
Repair 4950 - Sales Tax 20,000 - 20,000 - - - 20,000
350-5422 Le Point Street Parking Lot Expansion 4950 - Sales Tax 91,000 - 85,000 6,000 - - 49XX - In-Lieu Parking Fee 144,000 - - 144,000 - - 235,000 350-5430 Short Street Plaza 4950 - Sales Tax 30,000 - - - 30,000 - 30,000 350-54XX Arroyo Grande Creek Remediation 4950 - Sales Tax 26,000 26,000 - - - - 44XX - FEMA Reimbursement 300,000 300,000 - - - -
44XX - CalOES Reimbursement 74,000 74,000 - - - - 400,000 350-54XX Fire Station Apparatus Bay Doors 4950 - Sales Tax 115,000 115,000 - - - - 115,000 350-5470
Report Management System (RMS)
Upgrade at PD 4929 - COPS 150,000 - - - - 150,000 150,000 350-54XX
Property and Evidence Storage
System Upgrade 4950 - Sales Tax 25,000 - - - - 25,000 25,000 350-54XX Generator for City Hall 4950 - Sales Tax 200,000 - - - - 200,000 200,000 Total Miscellaneous Projects 2,924,725 1,803,000 256,725 150,000 30,000 375,000 2,614,725 Project Number Request Title Funding Source
Total Project
Budget FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year Total

PARKS PROJECTS
350-5556
Recreation Services / Community
Center Building 4950 - Sales Tax 1,696,195 - 150,000 - 1,500,000 - 4499 - Other Gov Agencies 4,500,000 - - - 4,500,000 - 6,150,000 350-55XX New Play Structure - Parkside Park 4915 - Parkside Assessment District 250,000 - 250,000 - - - 250,000 350-55XX
Ash Street Restroom Roof
Replacement 4914 - Park Improvement 65,000 - - 65,000 - - 65,000 Total Parks Projects 6,511,195 - 400,000 65,000 6,000,000 - 6,465,000

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99 Project Number Request Title Funding Source
Total Project
Budget FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year Total

STREETS PROJECTS
350-5601
Fair Oaks Ave Active Transportation
Improvements, Valley Road to Traffic
Way 4825 - Developer 50,000 - - - - -
4499 - Other Gov Agencies 6,472,500 - - 236,250 236,250 6,000,000 4950 - Sales Tax 772,500 75,000 225,000 236,250 236,250 - 7,245,000 350-5606 Halcyon Road Complete Streets 4479 - HSIP 252,000 252,000 - - - - 4482 - RSHA 749,000 - 749,000 - - -
4486 - USHA 267,530 - - - - -
44XX - Safe Routes to School 100,000 - - - - -
4910 - General Fund 8,014 - - - - -
4950 - Sales Tax 11,602 - - - - -
44XX - ATP 8,169,000 1,052,000 3,684,500 3,432,500 - - 9,170,000 350-5614 Bridge Street Bridge Habitat Mitigation 4487 - HBP 243,140 48,628 48,628 48,628 145,884 350-5638 Pavement Management Program 4486 - USHA 68,900 - - - - - 4910 - General Fund 3,128,685 - 2,360,000 - - -
4920 - SB1 2,560,500 453,300 450,000 450,000 450,000 450,000 4950 - Sales Tax 10,414,713 1,210,080 2,062,870 1,250,000 1,000,000 1,250,000 11,386,250 350-5658 Sidewalk Repairs and Improvements 4950 - Sales Tax 480,000 - 240,000 - 240,000 - 480,000 350-5679 Traffic Way Bridge Replacement 4487 - HBP 11,407,543 635,645 4,817,626 4,817,626 - - 4950 - Sales Tax 1,583,960 82,355 624,175 624,175 - - 11,601,600 350-56XX Active Transportation Plan (ATP) 44XX - ATP 221,325 110,663 - - - - 4950 - Sales Tax 28,675 14,337 - - - - 125,000
350-56XX
Virginia Drive and S. Halcyon Road
Curb Ramp and Sidewalk
Improvement 4463 - CDBG 56,749 56,749 - - - - 56,749
350-56XX 191 Tally Ho 4950 - Sales Tax 110,000 110,000 - - - - 110,000 350-5621 Arroyo Grande Creek Stabilization 4950 - Sales Tax 40,000 - - 40,000 - - 40,000 Total Streets Projects 48,272,605 4,100,757 15,261,798 11,095,428 2,162,500 7,700,000 40,360,483 Project Number Request Title Funding Source
Total Project
Budget FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year Total

DRAINAGE PROJECTS
350-5794
Corrugated Metal Pipe (CMP)
Investigation and Repair 4950 - Sales Tax 400,000 - 100,000 100,000 100,000 100,000 400,000 350-5798 Trash Capture Devices 4950 - Sales Tax 214,000 - - 214,000 - - 214,000 Total Drainage Projects 614,000 - 100,000 314,000 100,000 100,000 614,000

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100
Project Number Request Title Funding Source
Total Project
Budget FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year Total

SEWER PROJECTS
612-5817
Trenchless Sewer Rehabilitation - El
Camino Read to West Branch Street 4965 - ARPA 282,000 282,000 - - - - 282,000 612-58XX Lift Station 3 4950 - Sales Tax 55,250 55,250 - - - - 44XX - FEMA Reimbursement 637,500 637,500 - - - -
44XX - CalOES Reimbursement 157,250 157,250 - - - - 850,000 612-58XX
Trenchless Sewer Rehabilitation -
Pilgrim Way, Orchard Avenue, West
Cherry Avenue and California Street 4930 - Sewer Fund 282,000 - 282,000 - - - 282,000 612- 5854 Wastewater Master Plan Update 4930 - Sewer Fund 100,000 - - 100,000 - - 100,000 612-5849 Maintenance Hole Rehabilitation 4930 - Sewer Fund 300,000 - - 100,000 100,000 100,000 300,000 612-58XX
Trenchless Sewer Rehabilitation -
South Alpine and Ash Street 4930 - Sewer Fund 175,000 - - 175,000 - - 175,000 612-58XX
Trenchless Sewer Rehabilitation -
Alder and Cameron Court to Victorian
Way 4930 - Sewer Fund 300,000 - - - 300,000 - 300,000
612-5826
Trenchless Sewer Rehabilitation -
Woodland Drive 4930 - Sewer Fund 132,200 - - - - 132,200 132,200 Total Sewer Projects 875,000 - - 375,000 400,000 100,000 2,421,200 Project Number Request Title Funding Source
Total Project
Budget FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year Total

WATER PROJECTS
640-5973
Phased Main Replacement - Highway
101 Crossing Upgrade, El Camino
Real to West Branch Street 4940 - Water Fund 43,800 43,800 - - - - 4965 - ARPA 291,200 - - - - - 43,800
640-5953
SCADA Software/Electronics Design
and Upgrade 4940 - Water Fund 330,000 - 330,000 - - - 330,000 640-59XX
Reservoir No. 5 Redundancy
Interconnect 4940 - Water Fund 100,000 - 100,000 - - - 100,000 640-59XX Water Master Plan Update 4940 - Water Fund 100,000 - - 100,000 - - 100,000 640-59XX
Phased Main Replacement – Cornwall
Street 4940 - Water Fund 1,000,000 - - 125,000 875,000 - 1,000,000 640-5911
Phased Mains Replacement - North
Halcyon to El Camino 4940 - Water Fund 673,500 - - - 673,500 - 4942 - Water Facility 100,000 - - - 100,000 - 773,500
640-5948 Reservoir No. 4 Exterior Coating 4940 - Water Fund 500,000 - - - 500,000 - 500,000 640-59XX Miller Way Booster Zone Upgrade 4940 - Water Fund 300,000 - - - - 300,000 300,000 Total Water Projects 3,438,500 43,800 430,000 225,000 2,148,500 300,000 3,147,300 Grand Total, All Capital Projects 64,222,225 7,079,557 16,730,523 12,264,428 10,841,000 8,707,200 55,622,708

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101
Project Number: 350-5453 Department: Administrative Services Total Capital Cost: $188,000 Type: Misc
Request description:

Capital Costs FY2024 Total
7001 - Construction $0
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $188,000 $188,000
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
Total $188,000 $188,000
Funding Source FY2024 Total
4463 - CDBG $0
4499 - Other Gov Agencies $0
4809 - Donations $0
4910 - General Fund $0
4914 - Park Improvement $0
4929 - COPS $0
4930 - Sewer Fund $47,500 $47,500
4940 - Water Fund $47,500 $47,500
4950 - Sales Tax $93,000 $93,000
4965 - ARPA $0
49XX - In-Lieu Parking Fee $0
Total $188,000 $188,000
Type of Project
Financial Management Software
Upgrade the software that processes utility billing, payroll, accounts payable, accounts receivable, financial ledgers and budgeting.

Additional Information
Replacement

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102
Project Number: 350-5468 Department: Police Department
Total Capital Cost: $1,000,000 Type: Misc
Request description:

Capital Costs FY2024 Total
7001 - Construction $1,000,000 $1,000,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
Total $1,000,000 $1,000,000
Funding Source FY2024 Total
4463 - CDBG $0
4499 - Other Gov Agencies $0
4809 - Donations $0
4910 - General Fund $0
4914 - Park Improvement $0
4929 - COPS $119,300 $119,300
4930 - Sewer Fund $0
4940 - Water Fund $0
4950 - Sales Tax $0
4965 - ARPA $880,700 $880,700
49XX - In-Lieu Parking Fee $0
Total $1,000,000 $1,000,000
Type of Project
Community Safety Camera Network
Replace failed public safety video system with a local vender in order to monitor City buildings and identified intersections.

Additional Information
Replacement

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103
Project Number: 350-54XX Department: Public Works
Total Capital Cost: $40,000 Type: Misc
Request description:

Capital Costs FY2025 Total
7001 - Construction $40,000 $40,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
Total $40,000 $40,000
Funding Source FY2025 Total
4463 - CDBG $0
4499 - Other Gov Agencies $0
4809 - Donations $0
4910 - General Fund $0
4914 - Park Improvement $0
4929 - COPS $0
4930 - Sewer Fund $0
4940 - Water Fund $0
4950 - Sales Tax $40,000 $40,000
4965 - ARPA $0
49XX - In-Lieu Parking Fee $0
Total $40,000 $40,000
Type of Project
City Hall Second Story Patio Repair
The outdoor balcony off the City Hall conference room has current issues with the worn and leaking waterproof deck membrane, and dry rot on the exterior siding.

Repairs are required to prevent future water damage.

Additional Information
Renovation

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104
Project Number: 350-54XX Department: Public Works
Total Capital Cost: $100,000 Type: Misc
Request description:

Capital Costs FY2024 Total
7001 - Construction $100,000 $100,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
Total $100,000 $100,000
Funding Source FY2024 Total
4463 - CDBG $0
4499 - Other Gov Agencies $0
4809 - Donations $0
4910 - General Fund $0
4914 - Park Improvement $0
4929 - COPS $0
4930 - Sewer Fund $0
4940 - Water Fund $0
4950 - Sales Tax $100,000 $100,000
4965 - ARPA $0
49XX - In-Lieu Parking Fee $0
Total $100,000 $100,000
Type of Project
Public Works Office Space Remodel
City Engineer and CIP staff reorganization warrants remodeling of existing office space in Corporation Yard building B to accommodate CIP staff. ADA upgrades are required at Building C (Public Works main office and front desk) to be in compliance with The Americans with Disabilities Act.

Additional Information
Renovation

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105
Project Number: 350-5475 Department: Community Development Total Capital Cost: $111,725 Type: Misc
Request description:

Capital Costs FY2025 Total
7001 - Construction $0
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $111,725 $111,725
Total $111,725 $111,725
Funding Source FY2025 Total
4463 - CDBG $12,391 $12,391
4499 - Other Gov Agencies $23,500 $23,500
4809 - Donations $0
4910 - General Fund $0
4914 - Park Improvement $0
4929 - COPS $0
4930 - Sewer Fund $0
4940 - Water Fund $0
4950 - Sales Tax $75,834 $75,834
4965 - ARPA $0
49XX - In-Lieu Parking Fee $0
Total $111,725 $111,725
Type of Project
ADA Transition Plan
American with Disabilities Act (ADA) Title II Self-Evaluation and Transition Plan to evaluate and identify potential barriers at City owned facilities.

Additional Information
Study

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106
Project Number: 350-54XX Department: Police Department
Total Capital Cost: $20,000 Type: Misc
Request description:

Capital Costs FY2025 Total
7001 - Construction $20,000 $20,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
Total $20,000 $20,000
Funding Source FY2025 Total
4463 - CDBG $0
4499 - Other Gov Agencies $0
4809 - Donations $0
4910 - General Fund $0
4914 - Park Improvement $0
4929 - COPS $0
4930 - Sewer Fund $0
4940 - Water Fund $0
4950 - Sales Tax $20,000 $20,000
4965 - ARPA $0
49XX - In-Lieu Parking Fee $0
Total $20,000 $20,000
Type of Project
Police Department Building Roof Repair
During inclement weather the police building experiences significant leaking along the south wall and into adjoining rooms. It is very common to encounter various levels of water dripping from the ceiling based on the amount of rain. It is unknown if black mold is present in the drywall material where the water is most significant.

Additional Information
Rehabilitation

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107
Project Number: 350-5422 Department: Public Works
Total Capital Cost: $235,000 Type: Misc
Request description:

Capital Costs FY2025 FY2026 Total
7001 - Construction $85,000 $125,000 $210,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $25,000 $25,000
7701 - Studies $0
Total $85,000 $150,000 $235,000
Funding Source FY2025 FY2026 Total
4463 - CDBG $0
4499 - Other Gov Agencies $0
4809 - Donations $0
4910 - General Fund $0
4914 - Park Improvement $0
4929 - COPS $0
4930 - Sewer Fund $0
4940 - Water Fund $0
4950 - Sales Tax $85,000 $6,000 $91,000
4965 - ARPA $0
49XX - In-Lieu Parking Fee $144,000 $144,000
Total $85,000 $150,000 $235,000
Type of Project
Le Point Street Parking Lot Expansion
The life of the existing structure as a safe residence is at its end. A historical and archeological analysis will be completed in anticipation of demolition and regrading/repaving of the site to allow for the design and construction of approximately 15 additional parking spaces.

Additional Information
New Construction

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108
Project Number: 350-5430 Department: Public Works
Total Capital Cost: $30,000 Type: Misc
Request description:

Capital Costs FY2027 Total
7001 - Construction $30,000 $30,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
Total $30,000 $30,000
Funding Source FY2027 Total
4463 - CDBG $0
4499 - Other Gov Agencies $0
4809 - Donations $0
4910 - General Fund $0
4914 - Park Improvement $0
4929 - COPS $0
4930 - Sewer Fund $0
4940 - Water Fund $0
4950 - Sales Tax $30,000 $30,000
4965 - ARPA $0
49XX - In-Lieu Parking Fee $0
Total $30,000 $30,000
Type of Project
Short Street Plaza
Develop Short Street into a vibrant pedestrian-friendly plaza including, dining areas, vendor spaces and an amphitheater park area. The development will permanently close Short Street to traffic.

Additional Information
New Construction

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109
Project Number: 350-54XX Department: Public Works
Total Capital Cost: $400,000 Type: Misc
Request description:

Capital Costs FY2024 Total
7001 - Construction $400,000 $400,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
7401 - Testing $0
Total $400,000 $400,000
Funding Source FY2024 Total
4479 - HSIP $0
4482 - RSHA $0
4486 - USHA $0
4487 - HBP $0
4490 - STIP $0
4816 - Other Financing $0
4825 - Developer $0
4920 - SB1 $0
4922 - Traffic Signalization $0
4924 - Drainage Facility $0
4926 - Transportation Facility $0
4928 - Transportation Fund $0
4950 - Sales Tax $26,000 $26,000
4463 - CDBG $0
44XX - ATP $0
4910 - General Fund $0
44XX - MPDG $0
4499 - Other Gov Agencies $0
44XX - CalOES Reimbursement $74,000 $74,000
44XX - FEMA Reimbursement $300,000 $300,000
Total $400,000 $400,000
Type of Project
Arroyo Grande Creek Remediation
The heavy rains in the Winter of 22/23 have caused extensive damage to Arroyo Grande Creek. This includes erosion, creek bank failures, vegetation removed and tree trunks deposited. This project will repair creek bank failures, replace lost native vegetation and remove deposited material.

Additional Information
Rehabilitation

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Project Number: 350-54XX Department: Administrative Services Total Capital Cost: $115,000 Type: Misc
Request description:

Capital Costs FY2024 Total
7001 - Construction $115,000 $115,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
Total $115,000 $115,000
Funding Source FY2024 Total
4463 - CDBG $0
4499 - Other Gov Agencies $0
4809 - Donations $0
4910 - General Fund $0
4914 - Park Improvement $0
4929 - COPS $0
4930 - Sewer Fund $0
4940 - Water Fund $0
4950 - Sales Tax $115,000 $115,000
4965 - ARPA $0
49XX - In-Lieu Parking Fee $0
Total $115,000 $115,000
Type of Project
Fire Station Apparatus Bay Doors
Apparatus Bay doors at Fire Station 1 are obsolete with replacement parts no longer available. The Bay 6 door has been purposely removed from service in order to salvage replacement parts to maintain operation of the remaining doors. These doors allow for the response, secure storage, and maintenance of emergency response vehicles serving the community.

Additional Information
Replacement

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Project Number: 350-5470 Department: Police Department
Total Capital Cost: $150,000 Type: Misc
Request description:

Capital Costs FY2028 Total
7001 - Construction $150,000 $150,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
Total $150,000 $150,000
Funding Source FY2028 Total
4463 - CDBG $0
4499 - Other Gov Agencies $0
4809 - Donations $0
4910 - General Fund $0
4914 - Park Improvement $0
4929 - COPS $150,000 $150,000
4930 - Sewer Fund $0
4940 - Water Fund $0
4950 - Sales Tax $0
4965 - ARPA $0
49XX - In-Lieu Parking Fee $0
Total $150,000 $150,000
Type of Project
Report Management System (RMS) Upgrade at PD
Upgrade the Police Department report writing system to Pro Phoenix to coincide with the San Luis Obispo Sherriff’s Department upgrade.

Additional Information
Equipment

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Project Number: 350-54XX Department: Police Department
Total Capital Cost: $25,000 Type: Misc
Request description:

Capital Costs FY2028 Total
7001 - Construction $25,000 $25,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
Total $25,000 $25,000
Funding Source FY2028 Total
4463 - CDBG $0
4499 - Other Gov Agencies $0
4809 - Donations $0
4910 - General Fund $0
4914 - Park Improvement $0
4929 - COPS $0
4930 - Sewer Fund $0
4940 - Water Fund $0
4950 - Sales Tax $25,000 $25,000
4965 - ARPA $0
49XX - In-Lieu Parking Fee $0
Total $25,000 $25,000
Type of Project
Property and Evidence Storage System Upgrade
Upgrade current property and evidence storage system with custom storage compartments and electronic organization system.

Additional Information
Equipment

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Project Number: 350-54XX Department: Public Works
Total Capital Cost: $200,000 Type: Misc
Request description:

Capital Costs FY2028 Total
7001 - Construction $200,000 $200,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
Total $200,000 $200,000
Funding Source FY2028 Total
4463 - CDBG $0
4499 - Other Gov Agencies $0
4809 - Donations $0
4910 - General Fund $0
4914 - Park Improvement $0
4929 - COPS $0
4930 - Sewer Fund $0
4940 - Water Fund $0
4950 - Sales Tax $200,000 $200,000
4965 - ARPA $0
49XX - In-Lieu Parking Fee $0
Total $200,000 $200,000
Type of Project
Generator for City Hall
This generator will provide backup power in the event of a power outage to help provide essential support services to the City from City Hall. The current generator only supports the City’s IT Server Room.

Additional Information
Equipment

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Project Number: 350-5556 Department: Recreation Services Total Capital Cost: $6,150,000 Type: Parks
Request description:

Capital Costs FY2025 FY2027 Total
7001 - Construction $6,000,000 $6,000,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $150,000 $150,000
7701 - Studies $0
Total $150,000 $6,000,000 $6,150,000
Funding Source FY2025 FY2027 Total
4458 - State Grant $0
4914 - Park Improvement $0
4921 - Park Development $0
4950 - Sales Tax $150,000 $1,500,000 $1,650,000
4915 - Parkside Assessment District $0
4499 - Other Gov Agencies $4,500,000 $4,500,000
Total $150,000 $6,000,000 $6,150,000
Type of Project
Recreation Services / Community Center Building
Conceptual study that presents design alternatives and cost analysis, and then preparation of construction documents for a new Recreation Services/Community Center building. Includes ADA bathroom design and construction.

Additional Information
New Construction

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Project Number: 350-55XX Department: Public Works
Total Capital Cost: $250,000 Type: Parks
Request description:

Capital Costs FY2025 Total
7001 - Construction $200,000 $200,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $50,000 $50,000
7701 - Studies $0
Total $250,000 $250,000
Funding Source FY2025 Total
4458 - State Grant $0
4914 - Park Improvement $0
4921 - Park Development $0
4950 - Sales Tax $0
4915 - Parkside Assessment District $250,000 $250,000
4499 - Other Gov Agencies $0
Total $250,000 $250,000
Type of Project
New Play Structure - Parkside Park
Parkside park play structure replacement.

Additional Information
Replacement

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Project Number: 350-55XX Department: Public Works
Total Capital Cost: $65,000 Type: Parks
Request description:

Capital Costs FY2026 Total
7001 - Construction $65,000 $65,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
Total $65,000 $65,000
Funding Source FY2026 Total
4458 - State Grant $0
4914 - Park Improvement $65,000 $65,000
4921 - Park Development $0
4950 - Sales Tax $0
4915 - Parkside Assessment District $0
4499 - Other Gov Agencies $0
Total $65,000 $65,000
Type of Project
Ash Street Restroom Roof Replacement
Replace roof structure on the Ash Street Restroom building.

Additional Information
Replacement

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Project Number: 350-5601 Department: Public Works
Total Capital Cost: $7,245,000 Type: Streets
Request description:

Capital Costs FY2024 FY2025 FY2026 FY2027 FY2028 Total
7001 - Construction $472,500 $472,500 $6,000,000 $945,000 7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $75,000 $225,000 $300,000
7701 - Studies $0
7401 - Testing $0
Total $75,000 $225,000 $472,500 $472,500 $6,000,000 $7,245,000 Funding Source FY2024 FY2025 FY2026 FY2027 FY2028 Total 4479 - HSIP $0
4482 - RSHA $0
4486 - USHA $0
4487 - HBP $0
4490 - STIP $0
4816 - Other Financing $0
4825 - Developer $0
4920 - SB1 $0
4922 - Traffic Signalization $0
4924 - Drainage Facility $0
4926 - Transportation Facility $0
4928 - Transportation Fund $0
4950 - Sales Tax $75,000 $225,000 $236,250 $236,250 $772,500 4463 - CDBG $0
44XX - ATP $0
4910 - General Fund $0
44XX - MPDG $0
4499 - Other Gov Agencies $236,250 $236,250 $6,000,000 $6,472,500 44XX - CalOES Reimbursement $0
44XX - FEMA Reimbursement $0
Total $75,000 $225,000 $472,500 $472,500 $6,000,000 $7,245,000 Type of Project
Fair Oaks Ave Active Transportation Improvements, Valley Road to Traffic Way Construct improvements on this corridor with better pedestrian and bicycle facilities, traffic calming and improved access and circulation at the intersection of US 101 south bound ramps and Orchard Ave. Work toward applying for Active Transportation Project funding to complete the design and construction.

Additional Information
New Construction

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Project Number: 350-5606 Department: Community Development Total Capital Cost: $9,170,000 Type: Streets
Request description:

Capital Costs FY2024 FY2025 FY2026 Total
7001 - Construction $1,304,000 $4,433,500 $3,432,500 $5,737,500 7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
7401 - Testing $0
Total $1,304,000 $4,433,500 $3,432,500 $9,170,000
Funding Source FY2024 FY2025 FY2026 Total
4479 - HSIP $252,000 $252,000
4482 - RSHA $749,000 $749,000
4486 - USHA $0
4487 - HBP $0
4490 - STIP $0
4816 - Other Financing $0
4825 - Developer $0
4920 - SB1 $0
4922 - Traffic Signalization $0
4924 - Drainage Facility $0
4926 - Transportation Facility $0
4928 - Transportation Fund $0
4950 - Sales Tax $0
4463 - CDBG $0
44XX - ATP $1,052,000 $3,684,500 $3,432,500 $8,169,000
4910 - General Fund $0
44XX - MPDG $0
4499 - Other Gov Agencies $0
44XX - CalOES Reimbursement $0
44XX - FEMA Reimbursement $0
Total $1,304,000 $4,433,500 $3,432,500 $9,170,000
Type of Project
Halcyon Road Complete Streets
The project consists of Complete Streets improvements along 1.7 Miles of Halcyon Road from US 101 to The Pike. The project narrow vehicle driving lanes, add buffered bike lanes with green conflict striping, fill in sidewalk gaps, add two-staged crossings with stop control at key intersections, and install a new signal or roundabout at Fair Oaks Avenue. A safety education program will be part of the project to inform residents of the benefits and proper use of roundabouts (If the roundabout is the preferred alternative at Fair Oaks) Additional Information
New Construction

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Project Number: 350-5614 Department: Public Works
Total Capital Cost: $145,884 Type: Streets
Request description:

Capital Costs FY2024 FY2025 FY2026 Total
7001 - Construction $48,628 $48,628 $48,628 $145,884
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
7401 - Testing $0
Total $48,628 $48,628 $48,628 $145,884
Funding Source FY2024 FY2025 FY2026 Total
4479 - HSIP $0
4482 - RSHA $0
4486 - USHA $0
4487 - HBP $48,628 $48,628 $48,628 $145,884
4490 - STIP $0
4816 - Other Financing $0
4825 - Developer $0
4920 - SB1 $0
4922 - Traffic Signalization $0
4924 - Drainage Facility $0
4926 - Transportation Facility $0
4928 - Transportation Fund $0
4950 - Sales Tax $0
4463 - CDBG $0
44XX - ATP $0
4910 - General Fund $0
44XX - MPDG $0
4499 - Other Gov Agencies $0
44XX - CalOES Reimbursement $0
44XX - FEMA Reimbursement $0
Total $48,628 $48,628 $48,628 $145,884
Type of Project
Bridge Street Bridge Habitat Mitigation
Five year post-construction environmental mitigation and monitoring for the Bridge Street Bridge Rehabilitation project.

Additional Information
Rehabilitation

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Project Number: 350-5638 Department: Public Works
Total Capital Cost: $11,386,250 Type: Streets
Request description:

Capital Costs FY2024 FY2025 FY2026 FY2027 FY2028 Total
7001 - Construction $1,150,380 $4,512,870 $1,340,000 $1,090,000 $1,340,000 $9,433,250 7002 - PW Construction $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $88,000 $88,000 $88,000 $88,000 $88,000 $440,000 7301 - Contract Admin $22,500 $22,500 $22,500 $22,500 $22,500 $112,500 7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $300,000 $147,000 $147,000 $147,000 $147,000 $888,000 7701 - Studies $2,500 $2,500 $2,500 $2,500 $2,500 $12,500 7401 - Testing $40,000 $40,000 $40,000 $40,000 $40,000 $200,000 Total $1,663,380 $4,872,870 $1,700,000 $1,450,000 $1,700,000 $11,386,250 Funding Source FY2024 FY2025 FY2026 FY2027 FY2028 Total 4479 - HSIP $0
4482 - RSHA $0
4486 - USHA $0
4487 - HBP $0
4490 - STIP $0
4816 - Other Financing $0
4825 - Developer $0
4920 - SB1 $453,300 $450,000 $450,000 $450,000 $450,000 $2,253,300 4922 - Traffic Signalization $0
4924 - Drainage Facility $0
4926 - Transportation Facility $0
4928 - Transportation Fund $0
4950 - Sales Tax $1,210,080 $2,062,870 $1,250,000 $1,000,000 $1,250,000 $6,772,950 4463 - CDBG $0
44XX - ATP $0
4910 - General Fund $2,360,000 $2,360,000
44XX - MPDG $0
4499 - Other Gov Agencies $0
44XX - CalOES Reimbursement $0
44XX - FEMA Reimbursement $0
Total $1,663,380 $4,872,870 $1,700,000 $1,450,000 $1,700,000 $11,386,250 Type of Project
Pavement Management Program
The City’s Pavement Management Program provides maintenance history and pavement condition index (PCI) for all public streets in Arroyo Grande. The City annually performs pavement maintenance on public streets to the extent that funds are available. Streets are selected based on pavement condition, location, and the type of maintenance application. Maintenance applications are digouts, slurry seals, chip seals, and pavement overlays.

Additional Information
Rehabilitation

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Project Number: 350-5658 Department: Public Works
Total Capital Cost: $480,000 Type: Streets
Request description:

Capital Costs FY2025 FY2027 Total
7001 - Construction $172,364 $172,364 $344,728
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $17,236 $17,236 $34,472 7301 - Contract Admin $400 $400 $800
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $50,000 $50,000 $100,000
7701 - Studies $0
7401 - Testing $0
Total $240,000 $240,000 $480,000
Funding Source FY2025 FY2027 Total
4479 - HSIP $0
4482 - RSHA $0
4486 - USHA $0
4487 - HBP $0
4490 - STIP $0
4816 - Other Financing $0
4825 - Developer $0
4920 - SB1 $0
4922 - Traffic Signalization $0
4924 - Drainage Facility $0
4926 - Transportation Facility $0
4928 - Transportation Fund $0
4950 - Sales Tax $240,000 $240,000 $480,000
4463 - CDBG $0
44XX - ATP $0
4910 - General Fund $0
44XX - MPDG $0
4499 - Other Gov Agencies $0
44XX - CalOES Reimbursement $0
44XX - FEMA Reimbursement $0
Total $240,000 $240,000 $480,000
Type of Project
Sidewalk Repairs and Improvements
Biennial funding allocated towards sidewalk improvements and repairs throughout the City.

Additional Information
Replacement

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Project Number: 350-5679 Department: Public Works
Total Capital Cost: $11,601,600 Type: Streets
Request description:

Capital Costs FY2024 FY2025 FY2026 Total
7001 - Construction $2,930,200 $5,441,800 $8,372,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $1,255,800 $1,255,800 7301 - Contract Admin $1,255,800 $1,255,800
7302 - Appraisals $0
7303 - Land Acquisition $650,000 $650,000
7501 - Design & Survey $68,000 $68,000
7701 - Studies $0
7401 - Testing $0
Total $718,000 $5,441,800 $5,441,800 $11,601,600
Funding Source FY2024 FY2025 FY2026 Total
4479 - HSIP $0
4482 - RSHA $0
4486 - USHA $0
4487 - HBP $635,645 $4,817,626 $4,817,626 $10,270,896
4490 - STIP $0
4816 - Other Financing $0
4825 - Developer $0
4920 - SB1 $0
4922 - Traffic Signalization $0
4924 - Drainage Facility $0
4926 - Transportation Facility $0
4928 - Transportation Fund $0
4950 - Sales Tax $82,355 $624,175 $624,175 $1,330,704
4463 - CDBG $0
44XX - ATP $0
4910 - General Fund $0
44XX - MPDG $0
4499 - Other Gov Agencies $0
44XX - CalOES Reimbursement $0
44XX - FEMA Reimbursement $0
Total $718,000 $5,441,800 $5,441,800 $11,601,600
Type of Project
Traffic Way Bridge Replacement
Design and construction to replace the three lane bridge constructed in 1932 over Arroyo Grande Creek.

Additional Information
Replacement

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Project Number: 350-56XX Department: Community Development Total Capital Cost: $125,000 Type: Streets
Request description:

Capital Costs FY2024 Total
7001 - Construction $0.00
7002 - PW Construction $0.00
7005 - PW Construction - Concrete $0.00
7006 - PW Construction - Asphalt $0.00
7201 - Construction Contingencies $0.00
7301 - Contract Admin $0.00
7302 - Appraisals $0.00
7303 - Land Acquisition $0.00
7501 - Design & Survey $0.00
7701 - Studies $125,000.00 $125,000.00
7401 - Testing $0.00
Total $125,000.00 $125,000.00
Funding Source FY2024 Total
4479 - HSIP $0.00
4482 - RSHA $0.00
4486 - USHA $0.00
4487 - HBP $0.00
4490 - STIP $0.00
4816 - Other Financing $0.00
4825 - Developer $0.00
4920 - SB1 $0.00
4922 - Traffic Signalization $0.00
4924 - Drainage Facility $0.00
4926 - Transportation Facility $0.00
4928 - Transportation Fund $0.00
4950 - Sales Tax $14,337.00 $14,337.00
4463 - CDBG $0.00
44XX - ATP $110,663.00 $110,663.00
4910 - General Fund $0.00
44XX - MPDG $0.00
4499 - Other Gov Agencies $0.00
44XX - CalOES Reimbursement $0.00
44XX - FEMA Reimbursement $0.00
Total $125,000.00 $125,000.00
Type of Project
Active Transportation Plan (ATP)
This ATP will assist in achieving the Caltrans Grant Program Objectives of Accessibility, Safety, and Social Equity, Health, and Economy. Identifying a network of bicycle and pedestrian improvements across the City will make active transportation more accessible to a broader cross-section of residents and visitors, and will improve accessibility to destinations. These infrastructure improvements, along with programs and policies identified in the ATP, will also improve safety for people walking and bicycling by providing dedicated facilities, increasing motorist awareness of bicyclists and pedestrians, and employing other strategies to reduce the risk of collisions.

With a robust multimodal system, the community will have more opportunities to choose alternate transportation in benefiting their health and making the community more livable and desirable for those living in and visiting Arroyo Grande.

Additional Information
Study

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Project Number: 350-56XX Department: Public Works
Total Capital Cost: $56,749 Type: Streets
Request description:

Capital Costs FY2024 Total
7001 - Construction $56,749 $56,749
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
7401 - Testing $0
Total $56,749 $56,749
Funding Source FY2024 Total
4479 - HSIP $0
4482 - RSHA $0
4486 - USHA $0
4487 - HBP $0
4490 - STIP $0
4816 - Other Financing $0
4825 - Developer $0
4920 - SB1 $0
4922 - Traffic Signalization $0
4924 - Drainage Facility $0
4926 - Transportation Facility $0
4928 - Transportation Fund $0
4950 - Sales Tax $0
4463 - CDBG $56,749 $56,749
44XX - ATP $0
4910 - General Fund $0
44XX - MPDG $0
4499 - Other Gov Agencies $0
44XX - CalOES Reimbursement $0
44XX - FEMA Reimbursement $0
Total $56,749 $56,749
Type of Project
Virginia Drive and S. Halcyon Road Curb Ramp and Sidewalk Improvement At the intersection of Virginia Drive and S. Halcyon Road, the southeast corner does not have a curb ramp, nor is there sidewalk between this corner and the adjacent property to the south. The project will replace the existing curb with an ADA compliant curb ramp and add approximately 125 feet of City standard sidewalk between the new curb ramp and the adjacent property to the south. The proposed project, in conjunction with the current infrastructure improvement projects occurring between Virginia Drive and Farroll Road, will result in a complete sidewalk route along the east side of Halcyon Road between Fair Oaks Avenue and the southern boundary of the City.

Additional Information
New Construction

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Project Number: 350-56XX Department: Public Works
Total Capital Cost: $110,000 Type: Streets
Request description:

Capital Costs FY2024 Total
7001 - Construction $110,000 $110,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
7401 - Testing $0
Total $110,000 $110,000
Funding Source FY2024 Total
4479 - HSIP $0
4482 - RSHA $0
4486 - USHA $0
4487 - HBP $0
4490 - STIP $0
4816 - Other Financing $0
4825 - Developer $0
4920 - SB1 $0
4922 - Traffic Signalization $0
4924 - Drainage Facility $0
4926 - Transportation Facility $0
4928 - Transportation Fund $0
4950 - Sales Tax $110,000 $110,000
4463 - CDBG $0
44XX - ATP $0
4910 - General Fund $0
44XX - MPDG $0
4499 - Other Gov Agencies $0
44XX - CalOES Reimbursement $0
44XX - FEMA Reimbursement $0
Total $110,000 $110,000
Type of Project
191 Tally Ho
Design and construct frontage improvements on Tally Ho Road. This will include construction of road surface pave out, curb and gutters, retaining walls and driveways.

This will greatly improve the aesthetic of the area, improve vehicle and bicycle circulation and improve the area drainage.

Additional Information
New Construction

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Project Number: 350-5621 Department: Public Works
Total Capital Cost: $40,000 Type: Streets
Request description:

Capital Costs FY2026 Total
7001 - Construction $40,000 $40,000
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $0
7301 - Contract Admin $0
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $0
7701 - Studies $0
7401 - Testing $0
Total $40,000 $40,000
Funding Source FY2026 Total
4479 - HSIP $0
4482 - RSHA $0
4486 - USHA $0
4487 - HBP $0
4490 - STIP $0
4816 - Other Financing $0
4825 - Developer $0
4920 - SB1 $0
4922 - Traffic Signalization $0
4924 - Drainage Facility $0
4926 - Transportation Facility $0
4928 - Transportation Fund $0
4950 - Sales Tax $40,000 $40,000
4463 - CDBG $0
44XX - ATP $0
4910 - General Fund $0
44XX - MPDG $0
4499 - Other Gov Agencies $0
44XX - CalOES Reimbursement $0
44XX - FEMA Reimbursement $0
Total $40,000 $40,000
Type of Project
Arroyo Grande Creek Stabilization
Geotechnical engineering investigation to determine the stability of the slopes, and to recommend remediation for potential slope failures.

Additional Information
Rehabilitation

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Arroyo Grande City CouncilJune 13, 2023

Arroyo Grande City Council
June 13, 2023