Arroyo Grande City Council
June 27, 2023

131
Project Number: 612-58XX Department: Public Works
Total Capital Cost: $282,000 Type: Sewer
Request description:

Capital Costs FY2025 Total
7001 - Construction $208,900 $208,900
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $20,900 $20,900
7301 - Contract Admin $20,900 $20,900
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $31,300 $31,300
7701 - Studies $0
Total $282,000 $282,000
Funding Source FY2025 Total
4825 - Developer $0
4930 - Sewer Fund $282,000 $282,000
4931 - Sewer Facility $0
4965 - ARPA $0
4499 - Other Gov Agencies $0
44XX - FEMA Reimbursement $0
44XX - CalOES Reimbursement $0
4950 - Sales Tax $0
Total $282,000 $282,000
Type of Project
Trenchless Sewer Rehabilitation - Pilgrim Way, Orchard Avenue, West Cherry Avenue and California Street Cured-in-place pipe rehabilitation along the entire length of the sections mentioned below to reduce infiltration, root intrusion, and maintenance requirements, as well as probability of failure.

Location
Pilgrim Way and Orchard Avenue
West Cherry Avenue to US-101
California Street and West Cherry Avenue
Additional Information
Rehabilitation

132
Project Number: 612-5854 Department: Public Works
Total Capital Cost: $100,000 Type: Sewer
Request description:

Capital Costs FY2026 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 $100,000 $100,000
Total $100,000 $100,000
Funding Source FY2026 Total
4825 - Developer $0
4930 - Sewer Fund $100,000 $100,000
4931 - Sewer Facility $0
4965 - ARPA $0
4499 - Other Gov Agencies $0
44XX - FEMA Reimbursement $0
44XX - CalOES Reimbursement $0
4950 - Sales Tax $0
Total $100,000 $100,000
Type of Project
Wastewater Master Plan Update
Ten year update to the 2012 Wastewater System Master Plan and computer model to reflect subsequent growth/changes in the City’s General Plan, subsequent wastewater system improvements, and changes in wastewater flow patterns.

Additional Information
Study

133
Project Number: 612-5849 Department: Public Works
Total Capital Cost: $300,000 Type: Sewer
Request description:

Capital Costs FY2026 FY2027 FY2028 Total
7001 - Construction $100,000 $100,000 $100,000 $300,000 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 $100,000 $300,000
Funding Source FY2026 FY2027 FY2028 Total
4825 - Developer $0
4930 - Sewer Fund $100,000 $100,000 $100,000 $300,000
4931 - Sewer Facility $0
4965 - ARPA $0
4499 - Other Gov Agencies $0
44XX - FEMA Reimbursement $0
44XX - CalOES Reimbursement $0
4950 - Sales Tax $0
Total $100,000 $100,000 $100,000 $300,000
Type of Project
Maintenance Hole Rehabilitation
Rehabilitate existing sanitary sewer manholes with an epoxy liner Additional Information
Replacement

134
Project Number: 612-58XX Department: Public Works
Total Capital Cost: $175,000 Type: Sewer
Request description:

Capital Costs FY2026 Total
7001 - Construction $175,000 $175,000
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 $175,000 $175,000
Funding Source FY2026 Total
4825 - Developer $0
4930 - Sewer Fund $175,000 $175,000
4931 - Sewer Facility $0
4965 - ARPA $0
4499 - Other Gov Agencies $0
44XX - FEMA Reimbursement $0
44XX - CalOES Reimbursement $0
4950 - Sales Tax $0
Total $175,000 $175,000
Type of Project
Trenchless Sewer Rehabilitation - South Alpine and Ash St Cured-in-place pipe rehabilitation along the entire length of the sections mentioned below to reduce infiltration, root intrusion, and maintenance requirements, as well as probability of failure.

Location
South Alpine Street
Ash Street
Additional Information
Replacement

135
Project Number: 612-58XX Department: Public Works
Total Capital Cost: $300,000 Type: Sewer
Request description:

Capital Costs FY2027 Total
7001 - Construction $300,000 $300,000
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 $300,000 $300,000
Funding Source FY2027 Total
4825 - Developer $0
4930 - Sewer Fund $300,000 $300,000
4931 - Sewer Facility $0
4965 - ARPA $0
4499 - Other Gov Agencies $0
44XX - FEMA Reimbursement $0
44XX - CalOES Reimbursement $0
4950 - Sales Tax $0
Total $300,000 $300,000
Type of Project
Trenchless Sewer Rehabilitation - Alder and Cameron Court to Victorian Way Cured-in-place pipe rehabilitation along the entire length of the sections mentioned below to reduce infiltration, root intrusion, and maintenance requirements, as well as probability of failure.

Location
Alder and Cameron Court to Victorian Way
Additional Information
Rehabilitation

136
Project Number: 612-5826 Department: Public Works
Total Capital Cost: $132,200 Type: Sewer
Request description:

Capital Costs FY2028 Total
7001 - Construction $132,200 $132,200
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 $132,200 $132,200
Funding Source FY2028 Total
4825 - Developer $0
4930 - Sewer Fund $132,200 $132,200
4931 - Sewer Facility $0
4965 - ARPA $0
4499 - Other Gov Agencies $0
44XX - FEMA Reimbursement $0
44XX - CalOES Reimbursement $0
4950 - Sales Tax $0
Total $132,200 $132,200
Type of Project
Trenchless Sewer Rehabilitation - Woodland Drive
Cured-in-place pipe rehabilitation along the entire length of the sections mentioned below to reduce infiltration, root intrusion, and maintenance requirements, as well as probability of failure.

Location
Woodland Drive

Additional Information
Rehabilitation

137
Project Number: 640-5973 Department: Public Works
Total Capital Cost: $43,800 Type: Water
Request description:

Capital Costs FY2024 Total
7001 - Construction $43,800 $43,800
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 $43,800 $43,800
Funding Source FY2024 Total
4816 - Other Financing $0
4940 - Water Fund $43,800 $43,800
4942 - Water Facility $0
4943 - Water Availability $0
4965 - ARPA $0
Total $43,800 $43,800
Type of Project
Phased Main Replacement - Highway 101 Crossing Upgrade, El Camino Real to West Branch Street Upgrade the existing 8-inch cast iron pipe to an 8-inch high density polyethylene (HDPE) pipe under Highway 101 from El Camino Real to West Branch Street.

Location
Highway 101-El Camino Real to West Branch Street

Additional Information
Replacement

138
Project Number: 640-5953 Department: Public Works
Total Capital Cost: $330,000 Type: Water
Request description:

Capital Costs FY2025 Total
7001 - Construction $330,000 $330,000
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 $330,000 $330,000
Funding Source FY2025 Total
4816 - Other Financing $0
4940 - Water Fund $330,000 $330,000
4942 - Water Facility $0
4943 - Water Availability $0
4965 - ARPA $0
Total $330,000 $330,000
Type of Project
SCADA Software/Electronics Design and Upgrade
Provide two new redundant workstations, to run a new Windows?based SCADA software package to replace the existing SCADA desktop computer to increase the reliability of the City’s SCADA system. Water System Master Plan Project B-3.

Additional Information
Equipment

139
Project Number: 640-59XX Department: Public Works
Total Capital Cost: $100,000 Type: Water
Request description:

Capital Costs FY2025 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 FY2025 Total
4816 - Other Financing $0
4940 - Water Fund $100,000 $100,000
4942 - Water Facility $0
4943 - Water Availability $0
4965 - ARPA $0
Total $100,000 $100,000
Type of Project
Reservoir No. 5 Redundancy Interconnect
The water distribution system for Reservoir No. 5 pressure zone has only one watermain that can provide water to the pressure zone. This project will provide a redundant interconnect to assure the zone has water delivery from Reservoir No. 5 with the watermain off. The project will interconnect the watermain from Los Ciervos to Andre Drive.

Additional Information
New Construction

140
Project Number: 640-59XX Department: Public Works
Total Capital Cost: $100,000 Type: Water
Request description:

Capital Costs FY2026 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 $100,000 $100,000
Total $100,000 $100,000
Funding Source FY2026 Total
4816 - Other Financing $0
4940 - Water Fund $100,000 $100,000
4942 - Water Facility $0
4943 - Water Availability $0
4965 - ARPA $0
Total $100,000 $100,000
Type of Project
Water Master Plan Update
Ten year update to the 2012 Water System Master Plan and computer model to reflect subsequent growth/changes in the City’s General Plan, subsequent water system improvements, and changes in water demand.

Additional Information
Study

141
Project Number: 640-59XX Department: Public Works
Total Capital Cost: $1,000,000 Type: Water
Request description:

Capital Costs FY2026 FY2027 Total
7001 - Construction $125,000 $875,000 $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 $125,000 $875,000 $1,000,000
Funding Source FY2026 FY2027 Total
4816 - Other Financing $0
4940 - Water Fund $125,000 $875,000 $1,000,000
4942 - Water Facility $0
4943 - Water Availability $0
4965 - ARPA $0
Total $125,000 $875,000 $1,000,000
Type of Project
Phased Main Replacement – Cornwall Street
This project will replace the existing 8-inch cast iron pipes with new 8-inch PVC pipes in Cornwall Street between North Halcyon Road to just west of El Camino Real.

Location
Cornwall St from Barnett St to Halcyon Rd
Additional Information
Replacement

142
Project Number: 640-5911 Department: Public Works
Total Capital Cost: $773,500 Type: Water
Request description:

Capital Costs FY2027 Total
7001 - Construction $572,900 $572,900
7002 - PW Construction $0
7005 - PW Construction - Concrete $0
7006 - PW Construction - Asphalt $0
7201 - Construction Contingencies $57,300 $57,300
7301 - Contract Admin $57,300 $57,300
7302 - Appraisals $0
7303 - Land Acquisition $0
7501 - Design & Survey $86,000 $86,000
7701 - Studies $0
Total $773,500 $773,500
Funding Source FY2027 Total
4816 - Other Financing $0
4940 - Water Fund $673,500 $673,500
4942 - Water Facility $100,000 $100,000
4943 - Water Availability $0
4965 - ARPA $0
Total $773,500 $773,500
Type of Project
Phased Mains Replacement - North Halcyon to El Camino
This project will replace the existing 8-inch cast iron water main with new 8-inch PVC pipe along North Halcyon Road to El Camino.

Location
North Halcyon Road to El Camino
Additional Information
Replacement

143
Project Number: 640-5948 Department: Public Works
Total Capital Cost: $500,000 Type: Water
Request description:

Capital Costs FY2027 Total
7001 - Construction $500,000 $500,000
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 $500,000 $500,000
Funding Source FY2027 Total
4816 - Other Financing $0
4940 - Water Fund $500,000 $500,000
4942 - Water Facility $0
4943 - Water Availability $0
4965 - ARPA $0
Total $500,000 $500,000
Type of Project
Reservoir No. 4 Exterior Coating
Sand blast, prime and re-coat Reservoir No. 4 exterior. The tank was built in 1983 and has never been painted since it was originally built.

Additional Information
Renovation

144
Project Number: 640-59XX Department: Public Works
Total Capital Cost: $300,000 Type: Water
Request description:

Capital Costs FY2028 Total
7001 - Construction $300,000 $300,000
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 $300,000 $300,000
Funding Source FY2028 Total
4816 - Other Financing $0
4940 - Water Fund $300,000 $300,000
4942 - Water Facility $0
4943 - Water Availability $0
4965 - ARPA $0
Total $300,000 $300,000
Type of Project
Miller Way Booster Zone Upgrade
Complete upgrade on the Miller Way Booster Station, including a new pump building (or enclosed package pump station), new pumps and motors (2 x 5-HP), and new bladder tanks. The upgraded booster station will have a design capacity of 75-gpm. This will increase the reliability of the water supply to the Miller Way zone and will improve water service pressure. In addition, this is expected to decrease maintenance costs and increase efficiency.

Additional Information
Replacement

145
Appendix A

146

CITY OF ARROYO GRANDE

ORGANIZATIONAL CHART

147
Community Profile

INTRODUCTION
The City of Arroyo Grande is located five miles inland from the central California coastline.

Incorporated in 1911, the City contains acres of agriculturally productive land in a valley created by the Arroyo Grande Creek. The fertile soil produces several crop harvests annually, including celery, lettuce, and strawberries. There are several wineries in the vicinity, designating the area as the Arroyo Grande wine region.

The City, locally known as one of the “Five Cities”, adjoins Pismo Beach and Grover Beach, and is neighbor to Avila Beach and Shell Beach. The economy of the five cities depends heavily on tourists and retail sales.

Many of the residents of Arroyo Grande commute to work in neighboring communities. Others are employed in the service industries of Arroyo Grande, such as retail, education, and health care. Pacific Gas & Electric and its Diablo Canyon Nuclear Power Plant is a significant employer in the region. A small quantity of manufacturing is located within the City.

The heart of the City is the Village of Arroyo
Grande, a unique section of the community
from which the modern City derived its roots.

Antique shops, an ice cream parlor, and turn
of the century architecture are reminiscent
of an earlier age.

Within the Village is a swinging bridge that was originally constructed in 1875 to connect land divided by the Arroyo Grande Creek. The 171-foot bridge is the only one of its kind in California. When the bridge was donated to the City of Arroyo Grande in 1911, the City assumed responsibility for maintenance and care.

148
Community Profile
City Recreation Areas & Programs
The City has several parks with picnic, barbecue, and
playground areas. Strother Community Park, located along the bank of the Arroyo Grande Creek, is ideal for reunions, picnics, and barbecues. Elm Street Park has volleyball
standards and playground equipment for all ages. The
Heritage Square Park, connected to the Village area by the historical Swinging Bridge, is a favorite place for tourists and locals to enjoy lunchtime.

The Hart-Collett Memorial Park, the Terra De Oro Park, and the Kiwanis Park are small parks with picnic tables and benches only. Rancho Grande Park is also ideal for family gatherings or special celebrations.

The twenty-six acre Soto Sports Complex serves the Five Cities region by providing four lighted tennis courts, a Little League field, a lighted Babe Ruth field, four lighted softball fields, and two unlit ball fields. The fields are converted to soccer and football use in the fall.

The James Way Oak Habitat and Wildlife Preserve
has equestrian and jogging/walking trails for public
use. The habitat, winding along a hillside in an oak
preserve, has an abundant array of wildlife.

The City offers a wide variety of recreational
opportunities for local residents and visitors. From
youth and adult sports leagues, child care
programs, and special events to classes for seniors
and summer youth camps, there are programs
available for nearly every age.

149
Population Overview

TOTAL POPULATION
18,441 2.3%
vs. 2019

GROWTH RANK
185 out of 493
Municipalities in California

DAYTIME POPULATION
17,545
Daytime population represents the effect of persons coming into or leaving a community for work, entertainment, shopping, etc. during the typical workday. An increased daytime population puts greater demand on host community services which directly impacts operational costs. * Data Source: American Community Survey 5-year estimates

POPULATION BY AGE GROUP
Aging affects the needs and lifestyle choices of residents. Municipalities must adjust and plan services accordingly. * Data Source: American Community Survey 5-year estimates * Data Source: U.S. Census Bureau American Community Survey 5-year Data and the 2020, 2010, 2000, and 1990 Decennial Censuses 1990
1991
19921993
1994
1995
1996
1997
19981999
2000
2001
2002
2003
2004
2005
2006
2007
20082009
2010
2011
20122013
2014
2015
2016
2017
20182019
2020
14k
15k
16k
17k
18k
19k
<5 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-59 60-64 65-74 75-84 >85

150
Household Analysis

TOTAL HOUSEHOLDS
7,026
Municipalities must consider the dynamics of household types to plan for and provide services effectively. Household type also has a general correlation to income levels which affect the municipal tax base.
* Data Source: American Community Survey 5-year estimates 8%
higher than state average
Family Households
54%
14%
higher than state average
Married Couples
57%
12%
higher than state average
Singles
27%
73%
higher than state average
Senior Living Alone
23%

151
Economic Analysis
Household income is a key data point in evaluating a community’s wealth and spending power. Pay levels and earnings typically vary by geographic regions and should be looked at in context of the overall cost of living.

HOUSEHOLD INCOME
Above $200,000
9%
34%
lower than state average
Median Income
$88,068
12%
higher than state average
Below $25,000
12%
19%
lower than state average
* Data Source: American Community Survey 5-year estimates Over $200,000
$150,000 to $200,000
$125,000 to $150,000
$100,000 to $125,000
$75,000 to $100,000
$50,000 to $75,000
$25,000 to $50,000
B elow $25,000

152
Housing Overview
2020 MEDIAN HOME VALUE
$610,000
* Data Source: 2020 US Census Bureau
(http://www.census.gov/data/developers/data-sets.html), American Community Survey. Home value data includes all types of owner-occupied housing.

HOME VALUE DISTRIBUTION
* Data Source: 2020 US Census Bureau
(http://www.census.gov/data/developers/data-sets.html), American Community Survey. Home value data includes all types of owner-occupied housing.

HOME OWNERS VS RENTERS
Arroyo Grande
34%
Rent
66%
Own
State Avg.
45%
Rent
55%
Own
* Data Source: 2020 US Census Bureau
(http://www.census.gov/data/developers/datasets.html), American Community Survey. Home value data includes all types of owner-occupied housing.
2009
2010
2011
20122013
2014
201520162017
2018
2019
2020
400k
450k
500k
550k
600k
650k
> $1,000,000
$750,000 to $999,999
$500,000 to $749,999
$400,000 to $499,999
$300,000 to $399,999
$250,000 to $299,999
$200,000 to $249,999
$150,000 to $199,999
$100,000 to $149,999
$50,000 to $99,999
< $49,999

153
Fiscal Policy
Adopted by the City Council: September 5, 1995
Revised: June 28, 2011
The budget document is a policy statement and financial plan that allocates City resources such as personnel, materials, and equipment in tangible ways to achieve the general goal of a balanced community. It is, therefore, prudent for the City Council to have adopted a Fiscal Policy to guide staff through the budget-development process. The Fiscal Policy is a guideline, not an absolute. The Policy describes goals the Council seeks to achieve to secure fiscal solvency, superior levels of customer service, and maximum cost efficiency. The Policy components are as follows:

RESERVES
• Establish and maintain a Fund Balance reserve goal of 20% of expenditures with a minimum of 15% in the General Fund.
• Maintain a minimum of 5% of the General Fund budget as a Contingency Reserve. • Contribute 10% of annual appropriations to the improvement of Infrastructure.

FISCAL MANAGEMENT
• Maintain safety and liquidity while maximizing investment revenue. • Utilize grants and subsidies from other sources when possible and cost-effective. • Charge fees for services that reflect the cost of providing such services. • Review fees annually, establish actual costs, adjust existing fees and establish new fees as needed.
• Recover costs when possible for facility use, planning and building services, code enforcement, community events and administrative costs.
• Develop short and long-term financial plans.
• Develop fiscal models to reflect development and planning policies to ensure resources are adequate to provide service needs.
• Maintain a PERS Retirement Fund in which the City funds retirement costs on an annual basis at no lower than the projected long-term average rates in order to eliminate the fluctuations in PERS costs and provide long-term stability.

NEW SERVICES
Add new services only when a need has been identified and when adequate staffing and funding sources have been provided.

154
Fiscal Policy

PUBLIC SAFETY
Provide funding to maintain the safety of the citizens of Arroyo Grande at a level that ensures that Arroyo Grande maintains its position as one of the safest cities in San Luis Obispo County.

WATER, LOPEZ AND SEWER FUNDS
Maintain reserve funds equal to 90 days of operating expenses plus $500,000 and one year of debt service.

FACILITIES
• Plan for new facilities only if operations and maintenance costs for those new facilities will not negatively impact the operating budget.
• Provide adequate routine maintenance each year to avoid the cost of deferred maintenance.

OPERATIONAL EFFICIENCIES
• Provide City services in the most cost-effective manner. • Provide staffing levels that allow employees to respond promptly to service requests from the public.
• Utilize consultants and temporary help for special projects or peak workload periods. • Utilize community expertise on a voluntary basis as appropriate. • Ensure that fee-supported services are staffed appropriately to render the services for which customers have paid.
• Work through regional agencies to share costs for local and mandated programs whenever possible.

EMPLOYEE DEVELOPMENT
Attract and retain competent employees for the City work force by compensating employees fairly, providing adequate training opportunities, ensuring safe working conditions, and maintaining a professional work environment.

155
Fiscal Policy

ECONOMIC DEVELOPMENT
• Promote a mix of businesses that contributes to a balanced community, develop programs to enhance and retain existing businesses, and pursue new developments and businesses that add to but do not detract from the City’s economic base.
• Maximize opportunities for the existing business community, thereby increasing existing sources of revenue to meet the increasing demands for service.

RETIREE MEDICAL
Pre-fund retiree medical benefit costs.

156
Significant Accounting Policies

REPORTING ENTITY
The City of Arroyo Grande was incorporated on July 10, 1911 under the laws of the State of California and enjoys all the rights and privileges applicable to a General Law City. An elected five-member board governs the City. The City operates under a Council-Manager form of government, and currently provides a wide variety of services to its citizens, including police, public services, community development, general administrative and other services.

Description of Funds
Fund Accounting Systems
The City uses funds and account groups to report on its financial position and the results of its operations. Fund accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain City functions or activities.

A fund is an accounting entity with a self-balancing set of accounts established to record the financial position and results of operations of a specific governmental activity. An account group is a financial reporting device designed to provide accountability for certain assets and liabilities that are not recorded in the funds because they do not directly affect net expendable available resources. The City maintains the following fund types and account groups:

Types of Funds
Governmental Fund Types
General Fund – is the general operating fund of the City and accounts for all unrestricted financial resources except those required to be accounted for in another fund.

Special Revenue Funds – to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or capital projects) that are restricted by law or administrative action to expenditures for specific purposes.

Debt Service Funds – to account for the accumulation of resources for and the payment of, interest and principal on general long-term debt and related costs. The City currently does not have general long term debt that would be obligated to use a debt service fund.

Capital Project Funds – to account for financial resources segregated for the acquisition of major capital projects or facilities (other than those financed by proprietary fund types).

157
Significant Accounting Policies
Proprietary Fund Types
Enterprise Funds – to account for operations in a manner similar to private business enterprises where the intent is to have the costs (expenses, including depreciation) of providing goods or services to the general public to be financed or recovered primarily through user charges.

Fiduciary Fund Types
Agency Funds – to account for assets held by the City as trustee or agent for individuals, private organizations, or other governmental units, and/or other funds. These funds are custodial in nature (assets correspond with liabilities) and do not involve measurement of results of operations.

Basis of Accounting
Basis of accounting refers to when revenues and expenditures or expenses are recognized in the accounts and reported in the financial statements. Specifically, it relates to the timing of the measurements made, regardless of the nature of the measurement. All governmental funds and Agency funds are accounted for using the modified accrual basis of accounting. Revenues are recognized when they become measurable and available as net current assets. In those funds where revenue is recognized on a modified accrual basis the following revenues may be accrued: property and sales taxes, revenue from the use of money and property, interfund transfers, unbilled service receivables and intergovernmental revenue. Licenses, permits, fines and forfeitures and similar items are, for the most part, not accrued and consequently are not recorded until received. Agency funds are purely custodial (assets equal liabilities) and thus do not involve measurement of results of operations. The assets and liabilities are accounted for on a modified accrual basis with the exception of the City’s Deferred Compensation Plan, which is accounted for on a market value basis in accordance with Statement No. 2 of the Governmental Accounting Standards Board (GASB).

Property tax revenue is recognized in the fiscal year for which the taxes have been levied providing they become available, in accordance with National Council of Governmental Accounting GASB 33. In this context, available means when receivable and due, when payment is expected within the current period, or within sixty (60) days of year end, and thus available to pay debts of the current period.

Grants, entitlements, or shared revenues recorded in governmental funds are recognized as revenue in the accounting period when they become susceptible to accrual, i.e. both measurable and available (modified accrual basis).

Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred. Principal and interest on general long-term debt is recognized when due.

All proprietary funds are accounted for using the accrual basis of accounting. Their revenues are recognized when they are earned and become measurable, expenses are recognized when they are incurred if measurable.

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Significant Accounting Policies
The City reports deferred revenue on its combined balance sheet. Deferred revenues arise when potential revenue does not meet both the “measurable” and “available” criteria for recognition in the current period. Deferred revenues also arise when the City receives resources before it has a legal claim to them, as when grant monies are received prior to the incurrence of qualifying expenditures. In subsequent periods, when both revenue recognition criteria are met, or when the City has a legal claim to the resources, the liability for deferred revenue is removed from the combined balance sheet and revenue is recognized.

Budgetary Process
The City uses the following procedures in establishing the budgetary data reflected in the financial statements: after January 1, Department Directors prepare estimates for required appropriations for the fiscal year commencing the following July 1. The departmental estimates are presented to the City Manager for review. A Preliminary Budget is prepared that includes estimated expenditures and forecasted revenues for the fiscal year. Prior to July 1, the City Manager submits a Preliminary Budget for the upcoming fiscal year to the City Council. The Preliminary Budget includes a summary of the proposed expenditures and financial resources of the City, as well as historical data for preceding fiscal periods. Public meetings are conducted to obtain citizens’ comments. The City Council adopts the budget by June 30. Budgets are legally adopted for the general, special revenue, enterprise funds, agency funds and all capital projects programs during the fiscal year ended June 30. The appropriated budget covers substantially all City expenditures. All appropriated amounts shown are as originally adopted or as amended by the City Council. During the year, supplementary appropriations may be approved. Unexpended appropriations lapse at the year-end, unless approved for carryover by the City Manager to address multi-year projects or initiatives.

Department Directors are authorized to transfer budgeted amounts within their departments, within the same fund, with the approval of the City Manager. The City Manager has authority to make transfers of appropriations between departments, provided those changes do not impact budgeted year-end fund balances. Only the City Council may authorize transfers of appropriations between funds. Formal budgetary integration is employed as a management control device during the fiscal year for all governmental funds.

Encumbrances
Encumbrances represent commitments related to unperformed contracts for goods or services.

Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of resources are recorded to reserve that portion of the applicable appropriation, is utilized in all funds. Encumbrances outstanding at year-end are reported as reservations of fund balances and do not constitute expenditures or liabilities because the commitments will be honored during the subsequent year. Amounts encumbered at year-end are reappropriated in the following year.

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Significant Accounting Policies
Budget Basis of Accounting
Budgets for governmental funds are adopted on a basis consistent with generally accepted accounting principles (GAAP).

Cash and Investments
Cash includes amounts in demand deposits. Investments, including accrued interest, are stated at fair market value.

Interfund Transactions
During the course of operations, numerous transactions occur between individual funds for goods provided or services rendered. These receivables and payables are classified as “due from other funds” or “due to other funds” on the balance sheet.

Inventories
Inventories of materials and supplies are carried at cost on a first-in, first-out basis. The City uses the consumption method for accounting for inventories.

Fixed Assets
All purchased fixed assets are valued at cost where historical records are available, and at an estimated historical cost where no historical records exist. Donated fixed assets are valued at their estimated fair market value on the date received.

The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend asset lives are not capitalized. Improvements are capitalized and depreciated, as applicable, over the remaining useful lives of the related fixed assets.

In accordance with GASB 34, all Public domain (“infrastructure”) fixed assets are now capitalized.

Examples of infrastructure assets are: roads, bridges, curbs and gutters, streets and sidewalks, drainage and lighting systems.

Depreciation of fixed assets is computed using the straight-line method. The estimated useful lives are as follow:

Buildings and structures 40 – 55 years
Machinery 3 – 10 years
Equipment 5 – 20 years
Compensated Absences
Vested or accumulated personal leave of employees, that is expected to be liquidated with expendable available financial resources, is reported as an expenditure and a fund liability of the governmental fund

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Significant Accounting Policies
that will pay it. Amounts of vested or accumulated personal leave not expected to be liquidated with expendable available financial resources are reported in the City’s financial statements as long-term debt. No expenditure is reported for those amounts. Vested or accumulated personal leave of proprietary funds is recorded as an expense and liability of those funds as the benefits accrue to employees.

Property Taxes
The San Luis Obispo County Assessor and Tax Collector perform the duties of assessing and collecting property tax, respectively. Tax levies cover the period from July 1 to June 30 of each year. All tax liens attach annually on the first day in March proceeding the fiscal year for which the taxes are levied. Taxes are levied on both real and personal property as of March 1.

Secured property taxes are levied against real property and are due and payable in two equal installments. The first installment is due on November 1 and becomes delinquent if not paid by December 10. The second installment is due on February 1 and becomes delinquent if not paid by April

10. Unsecured personal property taxes are due on July 1 each year. These taxes become delinquent if not paid by August 31.

Grants
Federal and state grant revenues are accrued to the extent expenditures are incurred. All such grants are subject to audit and adjustment by the grantor.

Long-term Obligations
Long-term debt is recognized as a liability of a governmental fund when due or when resources have been accumulated in the debt service fund for payment early in the following year. Other long-term obligations to be financed from expendable available financial resources are reported as a fund liability of a governmental fund. The remaining portion of such obligations is reported in the financial statements. Long-term liabilities to be financed from proprietary fund operations are accounted for in those funds.

Fund Equity
Contributed capital is recorded in proprietary funds that have received capital grants or contributions from developers, customers or other funds. These reserves represent those portions of fund equity not available for expenditure or that are legally segregated for a specific future use of financial resources.

Fund designations are established to indicate tentative plans for the use of current financial resources in the future.

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Guide to Funds by Number
010 General Fund –The primary operating fund of the City, which accounts for resources and services traditionally associated with government. The General Fund provides administrative, financial, police and fire protection, community development, parks and recreation, and public works 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. 210 Fire Protection Impact –This fund accounts for impact fees collected from developers for the expansion of the existing fire station in order to serve future development. 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.
212 Police Protection Impact –This fund accounts for impact fees collected from developers for the expansion of the existing police facility in order to serve future development. 213 Park Development – This fund accounts for the receipts of park-in-lieu fees (Quimby) and grant revenues that are used for construction, park acquisition, and development of park facilities. 214 Park Improvement – Impact fees that are collected for park improvements will 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 of these monies. 215 Recreation Community Center – This fund accounts for impact fees collected for recreation facilities in order to maintain the adopted level of service of recreation/community center facilities of 542 square feet.
216 Gracelane Assessment District – Fund to account for revenues derived from annual assessments of properties within the District, which are used to pay the cost incurred by the City for landscape maintenance.
217 Landscape Maintenance District – 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.
218 Local Use Tax Fund – Fund to account for the ½% local sales tax increase approved by the voters in November of 2006.
219 Parkside Assessment District –Fund to account for revenues derived from annual assessments of properties, which are used to pay the cost incurred by the City for landscape maintenance.

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Guide to Funds by Number
220 Street (Gas Tax) Fund – The fund that accounts for receipts and expenditures of money apportioned by the State under Streets and Highway Code sections. Gas tax revenues can only be used to construct and maintain streets and highways.
221 Traffic Congestion Relief Fund – This fund accounts for receipts and expenditures of money apportioned by the State under AB 2928 for street or road maintenance or reconstruction. 222 Traffic Signalization – This fund accounts for traffic signalization assessments levied against developments for the future cost of traffic signals. 223 Traffic Circulation – This fund accounts for developer traffic mitigation measure fees charged as a result of an environmental review.
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. 225 Transportation Fund – The fund accounts for revenues from the Local Transportation Fund (LTF), the South County Transit (SCT), and a senior taxi program administered by SCT.

Expenditures are restricted to public transportation.
226 Water Neutralization Impact Fund – This fund accounts for mitigation fees collected from developers to neutralize projected water demand, of development projects, above historical usage amounts.
230 Construction Tax – The fund that accounts for the accumulation of tax revenues levied on construction of residential dwelling units, mobile home lots, and commercial buildings. Expenditures are restricted to public improvements, including but not limited to, facilities, fire stations, fire-fighting equipment, parks, street improvements, and equipment.
231 Drainage Facility – This fund accounts for development drainage fees restricted to improving drainage within the City.
232 In-lieu Affordable Housing – The fund accounts for monies paid by developers in meeting the City’s mandatory affordable housing requirements. 233 In-lieu Underground Utilities – The fund accounts for monies paid by developers in meeting the City’s underground utility requirements.
240 Arroyo Grande Tourism Marketing Improvement District Fund – The fund that accounts for assessments collected from lodging establishments, which are restricted for programs, projects and activities that benefit lodging businesses in the City.

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Guide to Funds by Number
241 Water Availability Fund – The fund that accounts for impact fees collected to mitigate future water requirements.
250 CDBG Grant Fund – The fund accounts for revenues and expenditures related to Community Development Block Grant Funds.
271 State COPS Block Grant Fund – The fund that accounts for the receipt of revenues from the State of California restricted to the purchase of police equipment and technology for crime prevention.
286 Successor Agency to the Former Redevelopment Agency Administration – Fund used to account for tax increment revenues to be used for Successor Agency administration and payment of the former Redevelopment Agency enforceable obligations. 287 Successor Agency to the Former Redevelopment Agency Housing Function – The fund accounting for tax increment revenues of the former Redevelopment Agency to be used for low and moderate housing within the City.
350 Capital Improvement Program – Fund established to account for transfers from other City funds and grant revenues to be used for infrastructure improvements within the City. The Program is divided into six project types – Miscellaneous Projects, Park Projects, Street Projects, Drainage Projects, Sewer Projects, and Water Projects.
612 Sewer Fund – Fund used to account for maintenance of sewer lines connecting City residents to the San Luis Obispo County Sanitation District sewer plant. Maintenance costs are funded by user charges.
634 Sewer Facility Fund – This fund accounts for the accumulation of sewer facility revenues to be used in capital improvement projects in the City. 640 Water Fund – Fund used to account for the operation of water utility service to the community. Revenues are received from fees for service. 641 Lopez Fund – The Lopez Fund is responsible for the purchase of water, debt servicing, and the maintenance and operation of Lopez Dam. User Fee charges for water availability and utility billing are the major revenue sources of this fund.
642 Water Facility Fund –Fund used to account for the accumulation of revenues from charges for current services to be used for future water infrastructure improvements. 751 Downtown Parking –Agency Fund collecting assessments from Village merchants for the maintenance of Village parking for the Downtown Village Merchants Association.

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Fund Structure
Governmental Fund Types
General Fund – is the general operating fund of the City and accounts for all unrestricted financial resources except those required to be accounted for in another fund.

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Fund Structure
Special Revenue Funds – to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or capital projects) that are restricted by law or administrative action to expenditures for specific purposes.

Debt Service Funds – to account for the accumulation of resources for and the payment of, interest and principal on general long-term debt and related costs. The City currently does not have general long term debt that would be obligated to use a debt service fund.

Capital Project Funds – to account for financial resources segregated for the acquisition of major capital projects or facilities (other than those financed by proprietary fund types).

Proprietary Fund Types
Enterprise Funds – to account for operations in a manner similar to private business enterprises where the intent is to have the costs (expenses, including depreciation) of providing goods or services to the general public to be financed or recovered primarily through user charges.

Fiduciary Fund Types
Agency Funds – to account for assets held by the City as trustee or agent for individuals, private organizations, or other governmental units, and/or other funds. These funds are custodial in nature (assets correspond with liabilities) and do not involve measurement of results of operations.

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Budget Glossary
Account: A subdivision within a fund for the purpose of classifying transactions.

Account Number: A numeric identification of the account. Typically, a unique number or series of numbers. The City of Arroyo Grande’s number structure is comprised of three (3) fields of characters.

The first field is three (3) characters wide and identifies the various FUNDS within the account system.

The next field contains four (4) characters and identifies the PROGRAMS and/or DIVISIONS within the City. The final field contains four (4) characters and identifies the OBJECT CODE of the account number.

The combination of the three fields makes up the account number.

Accrual Basis or Accrual Method: Accounting method whereby income and expense items are recognized as they are earned or incurred, even though they may not have been received or actually paid in cash. The alternative is Cash Basis. The City of Arroyo Grande uses the method of “Modified Accrual” basis of accounting for governmental and agency funds. All proprietary funds are accounted for using the accrual basis of accounting.

ACFR: Annual Comprehensive Financial Report which is an audited and printed copy of the City’s financial statement at the end of a given fiscal year.

Actual: The recorded revenue or expenditure for a specific account number. The actual columns, referenced in this document, report the revenues or expenditures as audited by an independent auditor.

Adopted Budget: A budget which typically has been reviewed by the public and “Adopted” (approved) by the City Council prior to the start of the fiscal year. The adopted budget is the legal authority to expend money for specified purposes in the fiscal year time period.

AGPOA: Arroyo Grande Police Officers Association. This union represents sworn and non-sworn police employees working for the City.

AGTBID: Arroyo Grande Tourism Business Improvement District. Established in May 2013 by Ordinance, the district exists to provide projects, programs and activities that benefit lodging businesses located and operating with the boundaries of the City. Assessments are levied on all lodging businesses and are subject to annual review by the City Council in accordance with the requirements contained in the Parking and Business Improvement Area Law of 1989 (Streets and Highways Code Sections 36500 et seq.).

Appropriate: Set apart for, or assign to, a particular purpose or use.

Appropriated Expenditure: A budget amount set-aside for a specific acquisition or purpose.

Appropriation: An authorization by the City Council to make expenditures and to incur obligation for specific amounts and purposes. For most local governments, the adopted budget document is the source for all or most appropriations.

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Budget Glossary
Assessed Valuation: An official value established for real estate or other property as a basis for levying property taxes.

Assessments: Charges made to parties for actual services or benefits received.

Assets: Property owned by the City which has book or appraised monetary value.

Audit: A review of the accounting system and financial records to verify that government funds were spent and received in accordance with Generally Accepted Accounting Principles (GAAP) and in compliance with the legislative body’s appropriations.

Authorized Positions: Employee positions, which are authorized in the adopted budget, to be filled during the year.

Available (Undesignated) Fund Balance: Funds remaining from prior years, which are available for appropriation and expenditure in the current year.

Balance Sheet: A statement presenting the financial position of an entity or fund by disclosing the value of its assets, liabilities, and equities as of a specified date.

Balanced Budget: Budgeted resources, including revenue, transfers from other funds, and unallocated fund balance from previous years meet or exceed the budgeted use of resources, including expenditures and transfers to other funds.

Base Budget: The ongoing expense level necessary to maintain service levels previously authorized by the City Council.

Beginning Balance: Unencumbered resources available in a fund from the prior fiscal year after payment of prior fiscal year expenditures.

Bond: A written promise from a local government to repay a sum of money on a specific date at a specified interest rate. Bonds are most frequently used to finance capital improvement projects such as buildings, streets, and bridges.

Budget: A plan of financial operation, for a set time period, which identifies specific types and levels of services to be provided, proposed appropriations or expenses, and the recommended means of financing them.

Budget Amendments: The City Council has the sole responsibility for adopting the City’s budget, and may amend or supplement the budget at any time after adoption by majority vote. The City Manager and Administrative Services Director have joint authority to approve line item budgetary

168
Budget Glossary
transfers between expenditure objects of the budget, as long as transfers do not affect ending fund balances.

Budgetary Basis: The basis of accounting used to estimate financing sources and uses in the budget.

Budget Message: The opening section of the budget, which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from previous years, and presents recommendations made by the City Manager.

Budget Year: Is the FISCAL YEAR for which the budget is being considered.

Budgetary Unit: An organizational component budgeted separately, usually a department or a division.

Capital Expenditures: An acquisition or an improvement (as distinguished from a repair) that will have a life of more than one year.

Capital Improvement Budget: A financial plan or authorized expenditures for tangible, longterm construction of, or improvement to, public physical facilities.

Capital Improvement Program (CIP): A long-term plan for multi-year projects such as street or park improvements, building construction, and various kinds of major facility maintenance. The projects set out in the plan usually require funding beyond the one-year period of the annual budget and the plan details funding sources and expenditure amounts.

Capital Outlay: Expenditures that result in the acquisition of or addition to, fixed assets. A capital item is tangible, durable, and non-consumable, and has a useful life of more than one year.

Carryover: Unspent funds, either encumbered, reserved, or unobligated, brought forward from prior fiscal years.

Cash Basis: A basis of accounting in which transactions are recognized only when cash is increased or decreased.

Consumer Price Index (CPI): Measure of change in consumer prices as determined by a monthly survey of the U.S. Bureau of Labor Statistics. Many pension and employment contracts are tied to changes in consumer prices as protection against inflation and reduced purchasing power. Among the CPI components are the costs of housing, transportation, and electricity. Also known as the Cost-ofLiving Index.

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Budget Glossary
Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.

Contractual Services: Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include maintenance agreements, professional contracts, and tree trimming agreements.

Debt Service: The City’s obligation to pay the principal and interest of all bonds and other debt instruments according to a pre-determined payment schedule.

Deficit: The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period.

Department: A basic organizational unit of government that is functionally unique in its delivery of services. The components are hierarchically arranged as follows: Department (such as Public Works):
and Division (such as Sewer Maintenance).

Depreciation: The loss in value of an asset, due to physical changes, obsolescence, or factors outside of the asset.

Development-related Fees: Fees and charges generated by building, development, and growth in a community. Included in development-related fees are building permits, development review fees, and zoning and subdivision fees.

Disbursement: The expenditure of monies from an account.

Division: An organizational component of a department.

Encumbrance: The commitment of appropriated funds to purchase goods or services. An encumbrance is not an expenditure. An encumbrance reserves funds to be expended on a specific item or service.

Enterprise Fund: A proprietary fund used to account for operations that are financed and operated in a manner similar to private business enterprises. The intent of enterprise funds is to have the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. The rate schedule for these services is established to ensure that revenues are adequate to meet all necessary expenditures.

Expenditure/Expense: The outflow of funds paid or to be paid for an asset obtained or goods and services obtained regardless of when the expenditure is actually paid. The term expenditure applies to Governmental Funds, while the term expense is used for Enterprise and Internal Service Funds.

170
Budget Glossary
Expenditure Object Code: Unique identification number and title for a minor expenditure category. Represents the most detailed level of budgeting and recording of expenditures, also referred to as a “line item.”
Fiscal Policy: A government’s policies with respect to revenues, spending, and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreedupon set of principles for the planning and programming of government budgets and their funding.

Fiscal Year (FY): The 12-month period for recording financial transactions. The City of Arroyo Grande has specified the fiscal year to begin July 1st and end June 30th.

Fixed Assets: Assets of long-term character such as land, buildings, machinery, equipment, and furniture.

Franchise Fee: A franchise fee is charged for the privilege of using public rights-of way and property within the City for public or private purposes. The City currently assesses franchise fees on utilities such as electricity, gas and solid waste collection.

Full-time Equivalent Position (FTE): Positions or fractions thereof based on full-time definition of forty hours of work per week.

Fund: A separate accounting entity with a self-balancing set of accounts to record all financial transactions (revenues and expenditures) for specific activities or government functions. Funds are classified into three categories: governmental, proprietary, and fiduciary. Commonly used funds in governmental accounting are General Fund, Special Revenue Funds, Debt Service Funds, Capital Project Funds, Enterprise Funds, Internal Service Funds, Agency Funds, and Special Assessment Funds.

Fund Accounting: The basis of accounting used particularly by governments. Since there is no profit motive, accountability is measured instead of profitability. The main purpose is stewardship of financial resources received and expended in compliance with legal requirements. Financial reporting is directed at the public rather than investors.

Fund Balance: The excess of assets over liabilities of a fund.

GANN Limit: State of California legislation that limits a City’s total appropriations from tax revenues.

Gas Tax Fund: A fund to account for receipts and expenditures of money apportioned under Street and Highway Code section 2105, 2106, 2107, and 2107.5 of the State of California.

General Fund: 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

171
Budget Glossary
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.

Generally Accepted Accounting Principles (GAAP): Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.

General Obligation Bond: Bonds that are usually limited by state law as to the amount as well as the length of indebtedness that a government can have. These “Full Faith and Credit” bonds are secured by all of the financial assets of the local government, including property taxes.

Goal: A general statement of broad direction, purpose, or intent that describes the essential reason for existence and which is not limited to a one-year time frame. Generally, a goal does not change from year to year.

Grant: Contributions of gifts or cash or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. An example is the Community Development Block Grant awarded by the federal government.

Indirect Cost: Costs that cannot be easily seen in the product or service. Electricity, insurance, and data processing costs are examples of indirect costs.

Infrastructure: The physical assets of the City, i.e. streets, water, sewer, public buildings, and parks, and the support structures within a development.

Interfund Transfers: The movement of monies between funds to assist in financing the services for the recipient fund.

Intergovernmental Revenue: Funds received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes.

JPA: Joint Powers Agreement. An entity created by two or more public authorities to jointly exercise any power common to all of them. The City of Arroyo Grande joined in a JPA, California Joint Powers Insurance Association, for the purpose of jointly managing liability and workers compensation issues.

The City is also a member of the Five Cities Fire Authority, a JPA for fire services with the City of Grover Beach and Oceano Community Services District.

Jurisdiction: Geographic or political entity governed by a particular legal system or body of laws.

Liability: Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed or refunded at some future date.

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Budget Glossary
Local Use Tax Fund: Fund to account for the ½% local sales tax increase approved by the voters in November of 2006.

Long-term Debt: Debt with a maturity of more than one year after the date of issuance.

Modified Accrual Basis or Modified Accrual Method: Accounting method whereby income and expense items are recognized, as they are available and measurable.

Objective: Measurable statement of the intended beneficial and tangible effects of a program’s activities. An objective is a specific target toward which a manager can plan, schedule work activities, and make staff assignments. An objective is stated in quantifiable terms such that it is possible to know when it has been achieved. Examples are increase an activity by a specific amount by a certain date; maintain a service level; reduce the incidence of something by a specific amount by a given date, or eliminate a problem by a set date. The emphasis is on performance and its measurability.

Operating Expense: A series of object codes, which include expenditures for items, which primarily benefit the current period and not defined as personnel services, contractual services, or capital outlays.

Operating Revenues: Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services.

Organization Chart: A chart showing the interrelationships of positions within an organization in terms of authority and responsibilities. There are basically three patterns of organization: line organization, functional organization, and line and staff organization.

Performance Measures: Specific quantitative measures of work performed with a program (i.e. miles of streets cleaned). Also, specific quantitative measures of results obtained through a program (i.e. percent reduction in response time compared to previous year).

PERS: Public Employees Retirement System, which is the state retirement system for public employees that provides its members with benefits at retirement or upon disability or death.

Program: A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible.

Proprietary Funds: These funds account for records of operations similar to those found in a business, such as Enterprise funds and Internal Service funds.

Redevelopment Agency (RDA): A separate legal entity governed by the California Community Redevelopment Law. RDAs were officially dissolved by the California Legislature as of February 1, 2012.

To facilitate the dissolution process, Successor Agencies were established to manage redevelopment

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Budget Glossary
projects underway, make payments on enforceable obligations, and dispose of redevelopment assets and properties.

Redevelopment Fund: A fund to account for transactions related to proceeds from bonds and other resources and their use to perform redevelopment activities within specific project areas.

Resolution: A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute.

Restricted Fund Balance: The portion of a fund’s balance legally restricted for a specific purpose and, therefore, not available for general appropriations.

Revenues: Funds received from various sources and treated as income to the City that are used to finance expenditures. Examples are tax payments, fees for services, receipts from other governments, fines, grants, licenses, permits, shared revenue, and interest income.

SEIU: Service Employees International Union, Local 620. This union represents all full time employees other than police and management employees.

Special Assessment Fund: Contain moneys received from special charges levied on property owners who benefit from a particular capital improvement or service.

Special Revenue Fund: A governmental fund type used to account for specific revenues that are legally restricted to expenditures for particular purposes.

Subvention: That portion of revenues collected by other government agencies on the City’s behalf.

Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments.

Transient Occupancy Tax: A tax imposed on travelers who stay in temporary lodging establishments in the City. The tax is collected by the operators of lodging establishments located within the City, on behalf of the City. This tax is then remitted to the City.

User Charges/Fees: The payment of a fee for the direct receipt of a public service by the party benefitting from the service.

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ATTACHMENT 2
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ADOPTING THE FISCAL YEAR 2023-25

BUDGET AND MAKING APPROPRIATIONS FOR THE

AMOUNT BUDGETED
WHEREAS, a proposed Budget for the City of Arroyo Grande for the Fiscal Year commencing July 1, 2023, and ending June 30, 2024, and commencing July 1, 2024, and ending June 30, 2025, was submitted to the City Council and is on file with the Director of Administrative Services; and
WHEREAS, proceedings for adoption of said Budget have been duly taken; and WHEREAS, total Operating Expenditures for FY 2023-24 are $44,053,729; and WHEREAS, total Operating Expenditures for FY 2024-25 are $47,748,177.

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

SECTION 1. The Budget is adopted for the City of Arroyo Grande for Fiscal Year commencing July 1, 2023, and ending June 30, 2024, and commencing July 1, 2024, and ending June 30, 2025.

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

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

AYES:

NOES:

ABSENT:
the foregoing Resolution was passed and adopted this 27th day of June, 2023.

RESOLUTION NO.

PAGE 2
____

CAREN RAY RUSSOM, MAYOR
ATTEST:
________

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
_______________

WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:
__

ISAAC ROSEN, CITY ATTORNEY

ATTACHMENT 3
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ADOPTING THE FISCAL YEAR 2023-
2025 CAPITAL IMPROVEMENT PROGRAM BUDGET AND

MAKING APPROPRIATIONS FOR THE AMOUNT

BUDGETED
WHEREAS, a proposed Capital Improvement Program Budget for the City of Arroyo Grande for the Fiscal Year commencing July 1, 2023, and ending June 30, 2024, and commencing July 1, 2024, and ending June 30, 2025, was submitted to the City Council and is on file with the Director of Administrative Services; and WHEREAS, proceedings for adoption of said Budget have been duly taken; and WHEREAS, total Capital Improvement Program Expenditures for FY 2023-24 are $7,079,557; and
WHEREAS, total Capital Improvement Program Expenditures for FY 2024-25 are $16,730,523.

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

SECTION 1. The Capital Improvement Program Budget is adopted for the City of Arroyo Grande for the Fiscal Years commencing July 1, 2023, and ending June 30, 2024, and commencing July 1, 2024, and ending June 30, 2025.

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

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

AYES:

NOES:

ABSENT:
the foregoing Resolution was passed and adopted this 27th day of June, 2023.

RESOLUTION NO.

PAGE 2
____

CAREN RAY RUSSOM, MAYOR
ATTEST:
________

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
_______________

WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:
__

ISAAC ROSEN, CITY ATTORNEY

Item 9.d.

MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Administrative Services Director Tashina Ureno, Human Resources Officer
SUBJECT: Resolutions Establishing Salary and Benefits for Management and Part-Time Employees for FY 2023-24 and Approval of the Updated Citywide Combined Salary Schedule
DATE: June 27, 2023
SUMMARY OF ACTION:

Adopt a Resolution modifying pay rates and benefits for unrepresented Management employees, a Resolution modifying pay rates and benefits for unrepresented part-time employees, and approve the updated City combined salary schedule.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

The recommended pay rate adjustments and benefit changes included in the FY 2023- 24 budget result in increases totaling $112,800 annually in the General Fund, $2,100 annually in the Water Fund, $1,700 annually in the Sewer Fund and $1,300 annually in the Streets Fund.

RECOMMENDATION:
1) Adopt a Resolution modifying pay rates and benefits for unrepresented Management employees; 2) Adopt a Resolution modifying pay rates and benefits for unrepresented part-time employees and approving the updated Citywide combined salary schedule; and 3) Determine that adopting the unrepresented Management employees resolution, unrepresented part-time employees resolution, and updated Citywide combined salary schedules is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines §§ 15060, subd. (b)(2)-(3), 15378.)
BACKGROUND:

The City of Arroyo Grande has both full-time and part-time employees. Most full-time employees are represented by a bargaining unit (union) or are unrepresented Management employees. Part-time employees are also unrepresented. Therefore,

Item 9.d.

City Council
Resolutions Establishing Salary and Benefits for Management and Part-Time Employees for FY 2023-24 and Approval of the Updated Citywide Combined Salary Schedule
June 27, 2023

adjustments to management and part-time pay rates do not occur as part of a formal negotiation process as they do for represented groups.

On June 22, 2021, Council approved Memorandums of Understanding with the Service Employees International Union (SEIU) and Police Officers’ Association (POA) that provide Salary Adjustments for FY 2021-22, FY 2022-23 and FY2023-2024. Management compensation was adjusted for FY 2021-22 and FY 2022-23 based on the approved biennial budget, but FY 2023-24 was not considered at that time. The most current salary schedule was approved by the City Council on January 20, 2023, and adjusted pay rates to address changes to minimum wage laws.

On April 26, 2023, the Five Cities Fire Authority (FCFA) Board approved salary adjustments for FCFA IAFF employees in Fiscal Year 2022-23. Pursuant to the terms of the Joint Exercise of Powers Agreement that created the FCFA, all FCFA employees are employees of the City of Arroyo Grande. As a result, the City’s Salary Schedule must be amended to incorporate the salary adjustments approved by the FCFA Board.

ANALYSIS OF ISSUES:

The City’s current salary and classification system strives to accomplish the following goals:
 Ensure that the City has the ability to attract and retain well-qualified personnel for all job classifications;
 Ensure that the City’s compensation practices are competitive with those of comparable employers;
 Provide defensibility to City salary ranges based on the pay practices of similar employers; and
 Ensure pay consistency and equity among related classes based on the duties and responsibilities assumed.

The proposed Management Resolution incorporates a number of adjustments. Salary adjustments of 3.5% to all management classifications is recommended in recognition of inflationary and “cost of living” factors for FY 2023-24. This is consistent with the proposed FY 2023-25 Biennial Budget and salary adjustments negotiated with the SEIU and POA for their represented employees. Additionally, the management resolution and salary schedule incorporate a range for the City Manager position as required by the California Pay Transparency Law, codified under Labor Code 432.3. The City also provides medical, dental, and vision insurance plans to eligible employees. Consistent with prior years, an increase to the City’s contribution for insurance by an amount equal to one-half of the increase for the lowest cost HMO plan offered by CalPERS, up to a maximum increase of 5% of the change in premium, is recommended. Any increase in premiums above this amount will be the full responsibility of the employee. Increasing part-time pay rates by the same percentage as full-time pay rates for FY 2023-24 is also recommended.

Item 9.d.

City Council
Resolutions Establishing Salary and Benefits for Management and Part-Time Employees for FY 2023-24 and Approval of the Updated Citywide Combined Salary Schedule
June 27, 2023

Salaries and benefit costs included in the proposed FY 2023-24 budget reflect contractually obligated cost of living adjustments under the current bargaining group contracts, which expire June 30, 2024. An Updated Citywide Salary Schedule is proposed for approval in Attachment 2 to implement these changes.

ALTERNATIVES:

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

1. Adopt the Resolutions as proposed;

2. Amend and adopt the proposed Resolutions;

3. Do not adopt the Resolutions; or

4. Provide other direction to staff.

ADVANTAGES:

Adopting the two proposed Resolutions will provide employee salaries and benefits that are compliant with current laws and contracts, provide for consistent and fair compensation, and reflect the job duties and assignments needed throughout the City.

DISADVANTAGES:

The recommendation will increase costs to current and future budgets.

ENVIRONMENTAL REVIEW:

No environmental review is required for this item.

PUBLIC NOTIFICATION AND COMMENTS:

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

Attachments:

1. Proposed Resolution - Establishing Wages and Benefits for Management Employees for FY 2023-24

2. Proposed Resolution - Establishing Compensation Adjustments for Part-Time Employees and Approval of the Updated Citywide Combined Salary Schedule

ATTACHMENT 1
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF ARROYO GRANDE ESTABLISHING WAGES AND

BENEFITS FOR MANAGEMENT EMPLOYEES FOR
FISCAL YEARS 2023-24
WHEREAS, the City Council of the City of Arroyo Grande (“City”) has established a system of classification for all positions within the City service with descriptive occupational titles used to identify and distinguish positions from one another based on job duties, essential functions, knowledge, skills, abilities and minimum requirements; and
WHEREAS, the City Council has established a system of compensation for the classification titles listed herein, based on resolutions and agreements as approved and adopted by the City Council; and
WHEREAS, the City Council deems it in the best interest of the City that compensation for management employees be adjusted as hereinafter provided; and WHEREAS, the City Council finds the adoption of this this Resolution is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines §§ 15060, subd. (b)(2)-(3), 15378.).

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

SECTION 1. AFFECTED EMPLOYEES
The wages and benefits set forth herein are to be provided to all management employees listed in Exhibit A.

SECTION 2. WAGES
A. FISCAL YEAR 2023-24
The salary ranges contained in Exhibit “A” reflects a 3.5% salary increase for all positions effective July 7, 2023.

SECTION 3. DEFERRED COMPENSATION
The City shall contribute $600 per year to management employees and $1,200 to department directors to a defined contribution supplemental retirement plan established in accordance with sections 401 (a) and 501 (a) of the Internal Revenue Code of 1986 and California Government Code sections 53215-53224.

RESOLUTION NO.

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SECTION 4. HEALTH PLAN BENEFITS

1. Cafeteria Plan

1. The City shall contribute an equal amount towards the cost of medical coverage under the Public Employee's Medical and Hospital Care Act (PEMHCA) for both active employees and retirees. The City’s contribution toward coverage under PEMHCA shall be the statutory minimum contribution amount established by CalPERS on an annual basis.

2. Employees participating in the City’s full flex cafeteria plan shall receive a flex dollar allowance to purchase group health coverage for medical, dental and vision under the City’s Cafeteria Plan. For the period of July 1, 2023 through November 30, 2023, the monthly flex dollar allowance shall be:

For employee only: $ 754.54
For employee plus one dependent: $1,422.78
For employee + 2 or more dependents: $1,833.06

3. Effective December 2023, for the January 2024 premium, the City’s total Cafeteria Plan contribution for the plan shall be modified by an amount equal to fifty percent (50%) of the increase for the lowest cost HMO plan offered by CalPERS in San Luis Obispo County, up to a maximum of 5% increase in the City’s contribution, without going above the cost of the plan. Any increase in premiums above this amount will be the full responsibility of the employee.

4. Employees who properly waive medical coverage under the Cafeteria Plan because he/she provided the City with written proof of alternative group health coverage that is compliant with the Affordable Care Act, can take flex dollars for the amount provided to employees enrolled for self alone (taxable income), deposit it into their 457 plan, or use it to purchase voluntary products. The flexible benefit dollars taken as cash may not be used to reimburse an employee for any premium expenses an employee may incur for an individual health insurance policy, including a policy purchased through Covered California.

5. The City reserves the right to alter the Cafeteria Plan should there be future Affordable Care Act guidance that affects the plan.

B. Medical Insurance

1. The base medical plan shall be defined as the lowest cost Health Maintenance Organization (HMO) program available through CalPERS in San Luis Obispo County. If availability of an HMO to the City is

RESOLUTION NO.

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discontinued by the medical plan provider, the base plan shall become the basic PPO plan available to the City by the existing medical plan provider.

2. The City shall maintain health benefits through CalPERS for calendar years 2023.

C. Vision Insurance
The City shall provide a vision care plan for management employees. The City may select an alternate vision care provider during the term of this resolution providing that:

1. Any new plan maintains equivalent benefits to the employees; and

2. At least twenty-one (21) days advanced notice of plan changes are provided to affected employees.

D. Dental Insurance Plan
The City shall provide a dental plan of the City’s choice for management employees. The City may select an alternate dental insurance plan provider during the term of this resolution providing that:

1. Any new plan maintains equivalent benefits to the employees; and

2. At least twenty-one (21) days advanced notice of plan changes are provided to affected employees.

SECTION 5. LIFE INSURANCE PLAN
A. The City shall provide group term life insurance benefit plan for management employees, which shall provide for fifty thousand dollars ($50,000) life and AD&D coverage during the term of their employment.

B. The City shall make available additional voluntary life insurance coverage, at the employee’s expense, as long as the minimum participation requirements of the insurance provider are met.

SECTION 6. SHORT AND LONG-TERM DISABILITY
The City shall provide a short and long-term disability plan for management employees during the term of their employment.

SECTION 7. RETIREMENT
A. PERS Retirement Contributions

1. G.C. Section 21354.4. The CalPERS 2.5% at Age 55 Retirement Plan shall be provided for non-sworn employees hired prior to December 21,

RESOLUTION NO.

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2012. Non-sworn employees under this plan shall pay the full eight percent (8%) of the employee share of CalPERS.

2. G.C. Section 21354. The CalPERS 2.0% at Age 55 Retirement Plan shall be provided for non-sworn employees hired between December 21, 2012 and December 31, 2012, CalPERS “Classic” members hired on or after January 1, 2013, and those eligible for reciprocity hired on or after January 1, 2013. Non-sworn employees under this plan shall pay the full seven percent (7%) of the employee share of CalPERS.

3. G.C. Section 7522.20. The CalPERS 2% @ 62 Retirement Plan shall be provided for new non-sworn employees hired on or after January 1, 2013 who are not CalPERS “Classic” employees and are not eligible for reciprocity. Non-sworn employees under this plan shall pay at least 50% of the total normal cost rate (currently 6.25%) of the employee share of CalPERS.

4. G.C. Section 21362.2. The CalPERS Public Safety Officer 3% @ 50 Retirement Plan shall be provided for sworn personnel hired prior to December 9, 2011. Sworn employees under this plan shall pay the full nine percent (9%) of the employee share of CalPERS.

5. G.C. Section 21363.1. The CalPERS Public Safety Officer 3% @ 55 Retirement Plan shall be provided for sworn employees hired between December 9, 2011 and December 31, 2012, CalPERS “Classic” members hired on or after January 1, 2013, and those eligible for reciprocity hired on or after January 1, 2013. Sworn employees under this plan shall pay the full nine percent (9%) of the employee share of CalPERS.

6. G.C. Section 7522.25. The CalPERS Public Safety Officer 2.7% @ 57 Retirement Plan shall be provided for new sworn employees hired on or after January 1, 2013 who are not CalPERS “Classic” employees and are not eligible for reciprocity. Sworn employees under this plan shall pay at least 50% of the total normal cost rate (currently 11.5%) of the employee share of CalPERS.

7. G.C. Sections 21024 and 21027. Employees may buy back, at their expense, retirement service credit for prior military service as permitted by PERS.

8. G.C. Section 20042. For sworn employees hired prior to December 9, 2011 and non-sworn employees hired prior to December 21, 2012, retirement benefits are based on the highest single year compensation.

9. G.C. Section 20037. For sworn employees hired on or after December 9, 2011 and non-sworn employees hired on or after December 21, 2012, retirement benefits are based on the highest average annual

RESOLUTION NO.

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compensation earnable by a member during three consecutive years of employment.

10. G.C. Section 20965. Employees shall receive credit for unused sick leave.

11. G.C. Section 21548. The spouse of a deceased member, who was eligible to retire for service at the time of death, may elect to receive the Pre-Retirement Optional Settlement 2 Death Benefit.

12. Effective January 1, 2013, the Public Employees’ Pension Reform Act of 2013 (PEPRA) shall apply to all sworn and non-sworn employees, as well as for employees transferring from other CalPERS or reciprocal agencies.

B. Retiree Medical

1. Employees who separate and retire within 120 days from City service shall be allowed to purchase medical insurance coverage through the City subject to applicable plan and PEMHCA requirements.

2. G.C. Section 22892. The City’s contribution shall be an equal amount for both employees and annuitants, which shall be the minimum contribution amount established by CalPERS on an annual basis. The City’s contribution shall be adjusted annually by the CalPERS Board to reflect any change in the medical care component of the Consumer Price Index, provided that the City is participating in the CalPERS Health Plan.

3. The City shall provide a supplemental contribution to employees that are: 1) employed on a full-time basis as of June 30, 2008 and who have been employed with the City on a full-time basis for five (5) years or more at the time of retirement; or 2) employed on a full-time basis after June 30, 2008 and who have been employed by the City on a full-time basis for ten (10) years or more at the time of retirement.

The supplemental contribution shall be equal to the difference between the minimum contribution amount established by CalPERS as set forth above in Section 4. A. 1. and the following amounts:

For single annuitant coverage: $175.10
For annuitant + 1 dependent: $302.85
For annuitant + 2 or more dependents: $376.79
SECTION 8. ANNUAL LEAVE
Regular, full-time management employees shall accrue Annual Leave with pay to be used as leave for vacation, illnesses, and other personal purposes. Management employees may accrue such paid leave as provided by this provision to be used in the

RESOLUTION NO.

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future or may convert annual leave to salary compensation under the conditions contained in these regulations.

A. Accumulation Rates:

Management employees shall accrue annual based upon the following schedule:

1. Management employees with less than five (5) years of service shall earn annual leave at the rate of 29 days (232 hours) per year;

2. Management employees with five (5) to ten (10) years of service shall earn annual leave at the rate of 31 days (248 hours) per year;

3. Management employees with ten (10) to fifteen (15) years of service shall earn annual leave at the rate of 33 days (264 hours) per year; and

4. Management employees with over fifteen (15) years of service shall earn annual leave at the rate of 34 days (272 hours) per year.

5. New full-time management employees shall be granted fifty-six (56) hours of Annual Leave upon hiring. However, additional Annual Leave shall not be accumulated until after completion of three (3) months of continuous service. If a new management employee terminates during the first three months of employment, the Annual Leave balance shall reflect the actual amount that would have been accumulated at the established rate per pay period, less any usage. If the employee’s usage of Annual Leave exceeds the adjusted accumulation amount, the employee shall refund the excess amount used. The refund to the City shall be equal to excess hours used times the employee’s hourly salary compensation rate.

B. Maximum Accrual:

The maximum accrual of annual leave shall be 725 hours. If an employee has accrued the maximum number of hours, accrual of annual leave shall be discontinued. Accrual shall resume on the first day of the pay period following a reduction in the accrued balance below the maximum allowed.

C. Conversion to Salary:

Employees may convert a maximum of 48 hours of annual leave to salary compensation per year. Such conversions shall be allowed at the first pay period in July and at the first pay period in December of each year. In order to be eligible to convert annual leave to salary compensation, the employee must: a) convert a minimum of sixteen (16) hours to pay; and b) upon making the conversion to pay, the employee must be left with a minimum of 160 hours of annual leave.

RESOLUTION NO.

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Employees who are promoted or reclassified into a management position and were not subject to the annual leave program for the entire twelve (12) month period shall be allowed to include previous vacation and sick leave use as annual leave for the purpose of this provision.

D. Notification and Approval:

Annual leave shall be scheduled in advance by the employee whenever possible, subject to the approval of the department director. It is the responsibility of the employee to provide the supervisor or department director with reasonable notice of an absence. The department director shall have the authority to approve or deny the use of annual leave for any period of absence.

The scheduling of the use of annual leave shall be by the department director with due regard to the wishes of the employee and particular regard for the needs of the City. Employees who are off for extended periods due to illness or injury may be required to provide a physician’s statement authorizing their return to work.

Reasonable absences of less than eight (8) hours shall not be debited against annual leave for exempt employees. Such absences should have the prior approval of the employee’s supervisor and/or City Manager.

E. Separation from Employment:

Management employees who separate their employment from the City shall have all annual leave accumulations converted to salary compensation at the employee’s current rate. Compensation shall be paid in one lump sum. Annual leave shall not be used to extend an employee’s actual date of separation.

When notice is given by an employee that he/she is terminating, the use of annual leave shall be suspended. The only exception to this provision is that with the approval of the employee’s supervisor, the employee may be granted short-term leave (one (1) to three (3) days) to attend to personal business.

However, such short-term leaves may not be conducted consecutively and with a frequency to create in effect, a long-term leave.

F. Service Credit Conversion:

1. Upon retirement an employee may have unused annual leave converted to Service Credit with the Public Employees’ Retirement System (PERS).

2. Annual leave shall be converted to sick leave for PERS at the rate of one (1) hour of annual leave equals one (1) hour of sick leave.

3. When unused annual leave is converted to sick leave, for a service credit conversion, an employee may not receive additional cash compensation for the unused leave.

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G. Conversion of Sick leave and Vacation leave to Annual leave; Employees who are promoted or reclassified into a management position shall convert their sick leave and vacation leave accumulation to annual leave.

1. Sick leave accumulations shall be converted to annual leave at the rate of one (1) hour of sick leave equals one-half (0.5) hour of annual leave.

2. Vacation leave accumulations shall be converted to annual leave at the rate of one (1) hour of vacation leave equals one (1) hour of annual leave.

SECTION 9. HOLIDAYS
Management employees shall receive the following paid holidays:

New Year’s Eve, December 31
New Year’s Day, January 1
Martin Luther King Day, third Monday of January
Lincoln’s Birthday, February 12 (or day of observance)
Washington’s Birthday, third Monday of February
Memorial Day, the last Monday in May
Independence Day, July 4
Labor Day, the first Monday in September
Veteran’s Day, November 11 (or day of observance)
Thanksgiving Day, fourth Thursday in November (or day of observance) Day following Thanksgiving
Christmas Eve, December 24
Christmas Day, December 25
One Floating Day per Fiscal Year (employee choice with Supervisor approval) Every day designated by the President, Governor, or Mayor for public observance as a special nonrecurring single event, such as the death of a national leader or end of war.

All holidays in the above schedule that fall on a Saturday shall be observed on the preceding Friday; all holidays in the above schedule that fall on a Sunday shall be observed on the following Monday.

SECTION 9. VEHICLE ASSIGNMENT OR ALLOWANCE
Automobile allowance shall be provided in the amount of $200 per month for the Director of Legislative and Information Services, Director of Administrative Services, and Director of Recreation Services and $275 per month for the Director of Community Development. The Police Chief shall be assigned a take home City vehicle. The Director of Public Works shall be assigned a City vehicle for use during work hours.

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SECTION 10. JURY DUTY
Management employees shall be granted leave with full pay and no loss in benefits when called for jury duty if the employee remits jury fees received for such jury duty.

The employee may retain all travel pay or subsistence pay granted by the court because of the employee’s participation in jury duty. The employee shall be responsible for notifying his/her supervisor as soon as possible upon receiving notice to appear for jury duty, make every reasonable effort to keep his/her supervisor advised as to the anticipated length of service, and return to work immediately following the end of jury duty service.

SECTION 11. BEREAVEMENT LEAVE
Management employees are entitled to a paid bereavement leave of absence, not to exceed five (5) days, in the event of the death of a member of the employee’s immediate family, to include an employee’s or spouse’s parents, spouse, children, brother, sister, stepchildren, grandparents, grandchildren, aunt, uncle, son-in-law, daughter-in-law, step relatives described above, or any other person residing in the same household, for the purpose of attending the funeral and making other arrangements at the time the loss occurs. As a condition of granting leave for bereavement purposes, the appointing authority may request verification of the loss.

Such leave is independent of annual leave. In order to receive this benefit, domestic partners must be registered with the Secretary of State.

SECTION 12. EMPLOYEE ASSISTANCE PLAN
The City shall provide an employee assistance plan for management employees and their dependents during the term of their employment.

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SECTION 13. UNIFORM ALLOWANCE
The City shall provide annual cash allowances for ancillary uniforms and equipment items to the positions of Police Chief and Police Commander in the same amount and method as provided to the Arroyo Grande Police Officers’ Association.

SECTION 14. SAFETY SHOES
The City shall provide safety shoes to all employees with field work responsibilities in the amount and method specified in the Memorandum of Understanding between the City and Service Employees International Union Local 620 Arroyo Grande Chapter.

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

AYES:

NOES:

ABSENT:
the foregoing Resolution was passed and adopted this 27 th day of June, 2023.

RESOLUTION NO.

PAGE 11

CAREN RAY RUSSOM, MAYOR
ATTEST:

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:

WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:

ISAAC ROSEN, CITY ATTORNEY

RESOLUTION NO.

PAGE 12

EXHIBIT A
Range LOW MID HIGH Position
M-10 Biweekly 1,464.00 1,621.38 1,778.77
Monthly 3,172.00 3,513.00 3,854.00
Annual 38,064.00 42,156.00 46,248.00
M-11 Biweekly 1,499.08 1,661.08 1,823.08
Monthly 3,248.00 3,599.00 3,950.00
Annual 38,976.00 43,188.00 47,400.00
M-12 Biweekly 1,537.38 1,703.54 1,869.69
Monthly 3,331.00 3,691.00 4,051.00
Annual 39,972.00 44,292.00 48,612.00
M-13 Biweekly 1,575.23 1,745.54 1,915.85
Monthly 3,413.00 3,782.00 4,151.00
Annual 40,956.00 45,384.00 49,812.00
M-14 Biweekly 1,614.46 1,788.92 1,963.38 Office Assistant I Monthly 3,498.00 3,876.00 4,254.00
Annual 41,976.00 46,512.00 51,048.00
M-15 Biweekly 1,654.15 1,833.23 2,012.31
Monthly 3,584.00 3,972.00 4,360.00
Annual 43,008.00 47,664.00 52,320.00
M-16 Biweekly 1,697.08 1,879.38 2,061.69
Monthly 3,677.00 4,072.00 4,467.00
Annual 44,124.00 48,864.00 53,604.00
M-17 Biweekly 1,738.62 1,926.92 2,115.23
Monthly 3,767.00 4,175.00 4,583.00
Annual 45,204.00 50,100.00 54,996.00
M-18 Biweekly 1,782.00 1,974.92 2,167.85 Office Assistant II Monthly 3,861.00 4,279.00 4,697.00
Annual 46,332.00 51,348.00 56,364.00
M-19 Biweekly 1,826.31 2,023.85 2,221.38
Monthly 3,957.00 4,385.00 4,813.00
Annual 47,484.00 52,620.00 57,756.00
M-20 Biweekly 1,872.92 2,075.08 2,277.23
Monthly 4,058.00 4,496.00 4,934.00
Annual 48,696.00 53,952.00 59,208.00
M-21 Biweekly 1,920.00 2,127.23 2,334.46
Monthly 4,160.00 4,609.00 5,058.00
Annual 49,920.00 55,308.00 60,696.00
M-22 Biweekly 1,967.08 2,179.38 2,391.69
Monthly 4,262.00 4,722.00 5,182.00
Annual 51,144.00 56,664.00 62,184.00

CITY OF ARROYO GRANDE
Management Salary Ranges

RESOLUTION NO.

PAGE 13
Range LOW MID HIGH Position
M-23 Biweekly 2,017.85 2,235.23 2,452.62
Monthly 4,372.00 4,843.00 5,314.00
Annual 52,464.00 58,116.00 63,768.00
M-24 Biweekly 2,066.77 2,289.69 2,512.62 Administrative Secretary Monthly 4,478.00 4,961.00 5,444.00
Annual 53,736.00 59,532.00 65,328.00
M-25 Biweekly 2,118.46 2,347.62 2,576.77
Monthly 4,590.00 5,086.50 5,583.00
Annual 55,080.00 61,038.00 66,996.00
M-26 Biweekly 2,172.46 2,406.92 2,641.38
Monthly 4,707.00 5,215.00 5,723.00
Annual 56,484.00 62,580.00 68,676.00
M-27 Biweekly 2,225.54 2,466.69 2,707.85
Monthly 4,822.00 5,344.50 5,867.00
Annual 57,864.00 64,134.00 70,404.00
M-28 Biweekly 2,280.92 2,527.38 2,773.85
Monthly 4,942.00 5,476.00 6,010.00
Annual 59,304.00 65,712.00 72,120.00
M-29 Biweekly 2,338.62 2,591.31 2,844.00 Executive Secretary Monthly 5,067.00 5,614.50 6,162.00
Annual 60,804.00 67,374.00 73,944.00
M-30 Biweekly 2,397.23 2,656.15 2,915.08
Monthly 5,194.00 5,755.00 6,316.00
Annual 62,328.00 69,060.00 75,792.00
M-31 Biweekly 2,457.23 2,722.85 2,988.46
Monthly 5,324.00 5,899.50 6,475.00
Annual 63,888.00 70,794.00 77,700.00
M-32 Biweekly 2,519.54 2,790.46 3,061.38
Monthly 5,459.00 6,046.00 6,633.00
Annual 65,508.00 72,552.00 79,596.00
M-33 Biweekly 2,581.85 2,860.62 3,139.38 Assistant Planner Monthly 5,594.00 6,198.00 6,802.00
Annual 67,128.00 74,376.00 81,624.00
M-34 Biweekly 2,645.54 2,931.92 3,218.31
Monthly 5,732.00 6,352.50 6,973.00
Annual 68,784.00 76,230.00 83,676.00
M-35 Biweekly 2,712.92 3,004.62 3,296.31
Monthly 5,878.00 6,510.00 7,142.00
Annual 70,536.00 78,120.00 85,704.00

CITY OF ARROYO GRANDE
Management Salary Ranges

RESOLUTION NO.

PAGE 14
Range LOW MID HIGH Position
M-36 Biweekly 2,780.77 3,080.31 3,379.85
Monthly 6,025.00 6,674.00 7,323.00
Annual 72,300.00 80,088.00 87,876.00
M-37 Biweekly 2,849.54 3,157.38 3,465.23 Associate Planner Monthly 6,174.00 6,841.00 7,508.00 Deputy City Clerk/Communications Coord.

Annual 74,088.00 82,092.00 90,096.00 Assistant Projects Manager M-38 Biweekly 2,921.08 3,236.08 3,551.08
Monthly 6,329.00 7,011.50 7,694.00
Annual 75,948.00 84,138.00 92,328.00
M-39 Biweekly 2,993.08 3,316.15 3,639.23
Monthly 6,485.00 7,185.00 7,885.00
Annual 77,820.00 86,220.00 94,620.00
M-40 Biweekly 3,069.23 3,399.92 3,730.62
Monthly 6,650.00 7,366.50 8,083.00
Annual 79,800.00 88,398.00 96,996.00
M-41 Biweekly 3,144.92 3,485.08 3,825.23
Monthly 6,814.00 7,551.00 8,288.00
Annual 81,768.00 90,612.00 99,456.00
M-42 Biweekly 3,223.85 3,571.62 3,919.38
Monthly 6,985.00 7,738.50 8,492.00
Annual 83,820.00 92,862.00 101,904.00
M-43 Biweekly 3,304.62 3,661.15 4,017.69
Monthly 7,160.00 7,932.50 8,705.00
Annual 85,920.00 95,190.00 104,460.00
M-44 Biweekly 3,387.23 3,753.23 4,119.23 Accounting Manager Monthly 7,339.00 8,132.00 8,925.00 Planning Manager
Annual 88,068.00 97,584.00 107,100.00 Management Analyst M-45 Biweekly 3,470.31 3,846.46 4,222.62
Monthly 7,519.00 8,334.00 9,149.00
Annual 90,228.00 100,008.00 109,788.00
M-46 Biweekly 3,558.46 3,942.46 4,326.46
Monthly 7,710.00 8,542.00 9,374.00
Annual 92,520.00 102,504.00 112,488.00
M-47 Biweekly 3,648.46 4,041.92 4,435.38 Public Works Manager Monthly 7,905.00 8,757.50 9,610.00 Utilities Manager
Annual 94,860.00 105,090.00 115,320.00
M-48 Biweekly 3,738.46 4,141.85 4,545.23 Information Technology Manager Monthly 8,100.00 8,974.00 9,848.00
Annual 97,200.00 107,688.00 118,176.00

CITY OF ARROYO GRANDE
Management Salary Ranges

RESOLUTION NO.

PAGE 15
Range LOW MID HIGH Position
M-49 Biweekly 3,832.15 4,245.69 4,659.23 Capital Improvement Projects Manager Monthly 8,303.00 9,199.00 10,095.00
Annual 99,636.00 110,388.00 121,140.00
M-50 Biweekly 3,928.62 4,352.31 4,776.00 Director of Legis and Info Services Monthly 8,512.00 9,430.00 10,348.00 Director of Recreation Services Annual 102,144.00 113,160.00 124,176.00 Human Resources Officer M-51 Biweekly 4,026.00 4,461.23 4,896.46 Building Official Monthly 8,723.00 9,666.00 10,609.00
Annual 104,676.00 115,992.00 127,308.00
M-52 Biweekly 4,126.15 4,572.23 5,018.31
Monthly 8,940.00 9,906.50 10,873.00
Annual 107,280.00 118,878.00 130,476.00
M-53 Biweekly 4,230.00 4,686.46 5,142.92
Monthly 9,165.00 10,154.00 11,143.00
Annual 109,980.00 121,848.00 133,716.00
M-54 Biweekly 4,336.15 4,803.92 5,271.69
Monthly 9,395.00 10,408.50 11,422.00
Annual 112,740.00 124,902.00 137,064.00
M-55 Biweekly 4,445.08 4,924.62 5,404.15
Monthly 9,631.00 10,670.00 11,709.00
Annual 115,572.00 128,040.00 140,508.00
M-56 Biweekly 4,556.77 5,048.08 5,539.38
Monthly 9,873.00 10,937.50 12,002.00
Annual 118,476.00 131,250.00 144,024.00
M-56-A Biweekly 4,578.46 5,072.77 5,567.08 Police Commander Monthly 9,920.00 10,991.00 12,062.00
Annual 119,040.00 131,892.00 144,744.00
M-57 Biweekly 4,668.00 5,172.46 5,676.92
Monthly 10,114.00 11,207.00 12,300.00
Annual 121,368.00 134,484.00 147,600.00
M-58 Biweekly 4,786.15 5,302.62 5,819.08
Monthly 10,370.00 11,489.00 12,608.00
Annual 124,440.00 137,868.00 151,296.00
M-59 Biweekly 4,904.31 5,434.85 5,965.38 City Engineer
Monthly 10,626.00 11,775.50 12,925.00
Annual 127,512.00 141,306.00 155,100.00
M-60 Biweekly 5,028.92 5,571.92 6,114.92
Monthly 10,896.00 12,072.50 13,249.00
Annual 130,752.00 144,870.00 158,988.00

CITY OF ARROYO GRANDE
Management Salary Ranges

RESOLUTION NO.

PAGE 16
Range LOW MID HIGH Position
M-61 Biweekly 5,155.38 5,711.08 6,266.77
Monthly 11,170.00 12,374.00 13,578.00
Annual 134,040.00 148,488.00 162,936.00
M-62 Biweekly 5,281.38 5,852.54 6,423.69
Monthly 11,443.00 12,680.50 13,918.00
Annual 137,316.00 152,166.00 167,016.00
M-63 Biweekly 5,413.85 5,998.38 6,582.92 Director of Administrative Services Monthly 11,730.00 12,996.50 14,263.00 Director of Community Development Annual 140,760.00 155,958.00 171,156.00 Director of Public Works M-64 Biweekly 5,549.54 6,149.77 6,750.00
Monthly 12,024.00 13,324.50 14,625.00
Annual 144,288.00 159,894.00 175,500.00
M-65 Biweekly 5,689.85 6,303.46 6,917.08
Monthly 12,328.00 13,657.50 14,987.00
Annual 147,936.00 163,890.00 179,844.00
M-66 Biweekly 5,830.15 6,459.69 7,089.23
Monthly 12,632.00 13,996.00 15,360.00
Annual 151,584.00 167,952.00 184,320.00
M-67 Biweekly 5,976.46 6,622.62 7,268.77 Police Chief
Monthly 12,949.00 14,349.00 15,749.00
Annual 155,388.00 172,188.00 188,988.00
M-68 Biweekly 6,126.92 6,788.31 7,449.69
Monthly 13,275.00 14,708.00 16,141.00
Annual 159,300.00 176,496.00 193,692.00
M-69 Biweekly 6,279.69 6,957.69 7,635.69
Monthly 13,606.00 15,075.00 16,544.00
Annual 163,272.00 180,900.00 198,528.00
M-70 Biweekly 6,437.08 7,131.92 7,826.77
Monthly 13,947.00 15,452.50 16,958.00
Annual 167,364.00 185,430.00 203,496.00
M-70-A Biweekly 6,524.31 7,228.15 7,932.00 Assistant City Manager/Public Works Monthly 14,136.00 15,661.00 17,186.00 Director
Annual 169,632.00 187,932.00 206,232.00
M-71 Biweekly 6,597.69 7,310.08 8,022.46
Monthly 14,295.00 15,838.50 17,382.00
Annual 171,540.00 190,062.00 208,584.00
M-72 Biweekly 6,762.46 7,492.62 8,222.77
Monthly 14,652.00 16,234.00 17,816.00
Annual 175,824.00 194,808.00 213,792.00

CITY OF ARROYO GRANDE
Management Salary Ranges

RESOLUTION NO.

PAGE 17
Range LOW MID HIGH Position
M-73 Biweekly 6,931.85 7,680.23 8,428.62
Monthly 15,019.00 16,640.50 18,262.00
Annual 180,228.00 199,686.00 219,144.00
M-74 Biweekly 7,105.38 7,872.23 8,639.08
Monthly 15,395.00 17,056.50 18,718.00
Annual 184,740.00 204,678.00 224,616.00
M-75 Biweekly 7,283.08 8,069.08 8,855.08
Monthly 15,780.00 17,483.00 19,186.00
Annual 189,360.00 209,796.00 230,232.00
M-76 Biweekly 7,464.92 8,270.77 9,076.62
Monthly 16,174.00 17,920.00 19,666.00
Annual 194,088.00 215,040.00 235,992.00
M-77 Biweekly 7,651.38 8,477.54 9,303.69
Monthly 16,578.00 18,368.00 20,158.00
Annual 198,936.00 220,416.00 241,896.00
M-78 Biweekly 7,842.92 8,689.62 9,536.31 City Manager
Monthly 16,993.00 18,827.50 20,662.00
Annual 203,916.00 225,930.00 247,944.00

CITY OF ARROYO GRANDE
Management Salary Ranges

ATTACHMENT 2
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF ARROYO GRANDE ADOPTING COMPENSATION

ADJUSTMENTS FOR PART-TIME EMPLOYEES
WHEREAS, the City Council of the City of Arroyo Grande (“City”) deems it in the best interest of the City and in order to ensure compliance with State law, that compensation for part-time employees be adjusted as hereinafter provided; and WHEREAS, the City Council finds the adoption of this this Resolution is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines §§ 15060, subd. (b)(2)-(3), 15378.) NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Arroyo Grande that:

1. Salary ranges for part-time employee classifications shall be adjusted as designated in Exhibit “A” attached hereto and incorporated herein by this reference, to be effective for the pay period beginning July 7, 2023.

2. All other part-time employee salary and benefit terms and conditions remain in full force and effect.

3. The Citywide Combined Salary Schedule as designated in Exhibit “B”, attached hereto and incorporated herein by this reference, to be effective July 7, 2023, reflecting the above described changes is hereby adopted.

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

AYES:

NOES:

ABSENT:

The foregoing Resolution was passed and adopted this 27 th day of June, 2023.

RESOLUTION NO.

PAGE 2

CAREN RAY RUSSOM, MAYOR
ATTEST:

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:

WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:

ISAAC ROSEN, CITY ATTORNEY

RESOLUTION NO.

PAGE 3

EXHIBIT A
GROUP: PART-TIME POSITIONS
POLICE DEPARTMENT Step A Step B Step C Step D
Administrative Intern (Cadet) $16.87 $17.71 $18.60 $19.53 Records Clerk $21.64 $22.72 $23.86 $25.05
Fleet & Equipment Technician $26.14 $27.45 $28.82 $30.27 Neighborhood Services Technician $23.33 $24.50 $25.72 $27.01 Training Technician $26.14 $27.45 $28.82 $30.27
Police Reserve Officer Trainee $24.95 $26.20 $27.51 $28.89 Police Reserve Officer $28.65 $30.08 $31.59 $33.16
Designated Level I Reserve Officer $35.81 $37.60 $39.48 $41.46

RECREATION SERVICES DEPARTMENT
AM/PM Assistant I $16.07 $16.88 $17.72 $18.61
AM/PM Assistant II $17.08 $17.93 $18.83 $19.77
AM/PM Assistant Teacher $18.77 $19.71 $20.70 $21.73
AM/PM Teacher $20.65 $21.68 $22.76 $23.90
Pre School Teacher $20.65 $21.68 $22.76 $23.90
Facility Attendant $16.07 $16.88 $17.72 $18.61
Senior Facility Attendant $17.08 $17.93 $18.83 $19.77
Sports Facility Attendant $16.07 $16.88 $17.72 $18.61
Volunteer and Program Coordinator $26.37 $27.69 $29.07 $30.53

MISCELLANEOUS
Capital Improvement Projects Manager $47.90 $51.14 $54.59 $58.24 Administrative Intern $16.87 $17.71 $18.60 $19.53
Office Assistant I $17.58 $18.46 $19.39 $20.36
Office Assistant II $20.56 $21.58 $22.66 $23.80
Sr. Office Assistant $21.64 $22.72 $23.86 $25.05
Administrative Secretary $24.73 $25.96 $27.26 $28.62
Executive Secretary $29.24 $30.70 $32.24 $33.85
Building Permit Technician $26.54 $27.86 $29.26 $30.72
Assistant Engineer $32.39 $34.00 $35.70 $37.49
Associate Engineer $35.61 $37.40 $39.26 $41.23
Planning Technician $26.54 $27.86 $29.26 $30.72
Assistant Planner $30.87 $32.42 $34.04 $35.74
Associate Planner $33.40 $35.07 $36.82 $38.66
Custodian $17.95 $18.84 $19.79 $20.78
Maintenance Worker $17.95 $18.84 $19.79 $20.78
Student Intern (seasonal) $16.07

FIVE CITIES FIRE AUTHORITY
Office Assistant II $18.81 $19.75 $20.72 $21.77
Reserve Firefighter $16.00 $17.00 $18.00

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/07/2023

HOURLY RATE

RESOLUTION NO.

PAGE 4

EXHIBIT B
GROUP: SEIU
Position A B C D E
Office Assistant I Biweekly 1,581.98 1,661.07 1,744.13 1,831.33 1,922.90 Monthly 3,427.61 3,598.99 3,778.94 3,967.89 4,166.29
Annual 41,131.37 43,187.94 45,347.33 47,614.70 49,995.44 Accounting Clerk I Biweekly 1,621.53 1,702.60 1,787.73 1,877.12 1,970.97 Monthly 3,513.30 3,688.97 3,873.42 4,067.09 4,270.44
Annual 42,159.65 44,267.64 46,481.02 48,805.07 51,245.32 Maintenance Worker I Biweekly 1,703.61 1,788.80 1,878.24 1,972.15 2,070.75 Monthly 3,691.17 3,875.72 4,069.51 4,272.99 4,486.63
Annual 44,293.98 46,508.68 48,834.12 51,275.82 53,839.62 Office Assistant II Biweekly 1,746.21 1,833.52 1,925.19 2,021.45 2,122.52 Monthly 3,783.44 3,972.62 4,171.25 4,379.81 4,598.80
Annual 45,401.33 47,671.40 50,054.97 52,557.72 55,185.61 Accounting Clerk II Biweekly 1,880.47 1,974.50 2,073.22 2,176.88 2,285.73 Maintenance Worker II Monthly 4,074.36 4,278.07 4,491.98 4,716.58 4,952.41 Neighborhood Services Tech. Annual 48,892.27 51,336.88 53,903.73 56,598.92 59,428.86 Administrative Secretary Biweekly 2,075.69 2,179.47 2,288.45 2,402.87 2,523.01 Monthly 4,497.33 4,722.19 4,958.30 5,206.22 5,466.53
Annual 53,967.92 56,666.32 59,499.63 62,474.61 65,598.34 Senior Accounting Clerk Biweekly 2,127.58 2,233.96 2,345.66 2,462.94 2,586.09 Building Permit Tech. Monthly 4,609.76 4,840.25 5,082.26 5,336.37 5,603.19 Plan/Engineer Permit Tech Annual 55,317.12 58,082.97 60,987.12 64,036.48 67,238.30 Sports Facility Coord.

Recreation Coordinator
Maintenance Worker III
Water Services Worker Biweekly 2,235.29 2,347.05 2,464.41 2,587.63 2,717.01 Monthly 4,843.13 5,085.29 5,339.55 5,606.53 5,886.85
Annual 58,117.55 61,023.42 64,074.59 67,278.32 70,642.24 Fleet Maint. Coordinator Biweekly 2,348.45 2,465.87 2,589.17 2,718.63 2,854.56 Community Services Specialist Monthly 5,088.31 5,342.73 5,609.86 5,890.36 6,184.88 Annual 61,059.75 64,112.73 67,318.37 70,684.29 74,218.50 Public Works Lead Worker Biweekly 2,407.16 2,527.52 2,653.90 2,786.59 2,925.92 Parks Lead Worker Monthly 5,215.52 5,476.30 5,750.11 6,037.62 6,339.50 Annual 62,586.24 65,715.55 69,001.33 72,451.40 76,073.97

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/07/2023

RESOLUTION NO.

PAGE 5
GROUP: SEIU
Position A B C D E
GIS Technician Biweekly 2,592.25 2,721.86 2,857.96 3,000.86 3,150.90 Monthly 5,616.54 5,897.37 6,192.24 6,501.85 6,826.95
Annual 67,398.54 70,768.46 74,306.89 78,022.23 81,923.34 Recreation Supervisor Biweekly 2,657.06 2,789.91 2,929.41 3,075.88 3,229.67 Streets Maintenance Supervisor Monthly 5,756.96 6,044.81 6,347.05 6,664.40 6,997.62 Parks, Tree & Landscape Supervisor Annual 69,083.50 72,537.67 76,164.56 79,972.79 83,971.43 Utilities/Water & Sewer System Supervisor
Soto Sports Complex Maint. & Coord. Supervisor
Citywide Fleet Coordinator Biweekly 2,723.48 2,859.66 3,002.64 3,152.77 3,310.41 Monthly 5,900.88 6,195.93 6,505.72 6,831.01 7,172.56
Annual 70,810.59 74,351.12 78,068.67 81,972.11 86,070.71 IT Specialist Biweekly 2,861.36 3,004.43 3,154.65 3,312.38 3,478.00 Assistant Engineer Monthly 6,199.61 6,509.60 6,835.07 7,176.83 7,535.67 Engineering Inspector Annual 74,395.37 78,115.14 82,020.90 86,121.94 90,428.04 Program Analyst
Associate Engineer Biweekly 3,237.37 3,399.24 3,569.20 3,747.66 3,935.04 Monthly 7,014.29 7,365.01 7,733.26 8,119.92 8,525.92
Annual 84,171.54 88,380.11 92,799.12 97,439.07 102,311.03 Senior Engineer Biweekly 3,486.29 3,660.60 3,843.63 4,035.82 4,237.61 Monthly 7,553.63 7,931.31 8,327.88 8,744.27 9,181.48
Annual 90,643.54 95,175.71 99,934.50 104,931.23 110,177.79

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/07/2023

RESOLUTION NO.

PAGE 6
GROUP: POA
Position A B C D E
Police Officer Biweekly 2,922.08 3,068.19 3,221.60 3,382.68 3,551.81 Monthly 6,331.18 6,647.74 6,980.12 7,329.13 7,695.59
Annual 75,974.14 79,772.85 83,761.49 87,949.57 92,347.04 Sr. Police Officer Biweekly 3,226.73 3,388.06 3,557.47 3,735.34 3,922.11 Monthly 6,991.24 7,340.80 7,707.84 8,093.23 8,497.90
Annual 83,894.88 88,089.62 92,494.11 97,118.81 101,974.75 Police Sergeant Biweekly 3,739.90 3,926.89 4,123.24 4,329.40 4,545.87 Monthly 8,103.11 8,508.26 8,933.68 9,380.36 9,849.38
Annual 97,237.30 102,099.17 107,204.12 112,564.33 118,192.55 Records Clerk Biweekly 2,036.39 2,138.21 2,245.12 2,357.37 2,475.24 Monthly 4,412.18 4,632.78 4,864.42 5,107.65 5,363.03
Annual 52,946.11 55,593.42 58,373.09 61,291.74 64,356.33 Records/Property Evidence Tech. Biweekly 2,249.80 2,362.29 2,480.41 2,604.43 2,734.65 Monthly 4,874.57 5,118.30 5,374.22 5,642.93 5,925.07
Annual 58,494.87 61,419.61 64,490.59 67,715.12 71,100.87 Police Trainee Biweekly 2,545.21 2,672.48 2,806.10 2,946.40 3,093.72 Monthly 5,514.63 5,790.36 6,079.88 6,383.88 6,703.07
Annual 66,175.58 69,484.36 72,958.58 76,606.51 80,436.83

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/07/2023

RESOLUTION NO.

PAGE 7
GROUP: FCFA IAFF
Position A B C D E
Fire Fighter Biweekly 2,365 2,483 2,607 2,737 2,875
Monthly 5,124 5,380 5,649 5,931 6,228
Annual 61,488 64,562 67,791 71,168 74,738
Fire Engineer Biweekly 2,742 2,880 3,024 3,175 3,333
Monthly 5,942 6,239 6,551 6,879 7,222
Annual 71,304 74,869 78,613 82,543 86,658
Fire Captain Biweekly 3,260 3,423 3,594 3,774 3,963
Monthly 7,063 7,417 7,787 8,177 8,586
Annual 84,756 89,006 93,444 98,128 103,035
GROUP: FCFA MANAGEMENT
Position LOW MID HIGH
Administrative Operations Manager/Biweekly 3,273 3,626 3,980 Clerk to the Board Monthly 7,091 7,857 8,623
Annual 85,089 94,280 103,471
Battalion Chief Biweekly 4,843 5,365 5,888
Monthly 10,493 11,625 12,756
Annual 125,919 139,495 153,077
Fire Chief Biweekly 5,618 6,224 6,831
Monthly 12,173 13,487 14,802
Annual 146,072 161,833 177,618

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/07/2023

RESOLUTION NO.

PAGE 8
GROUP: MANAGEMENT
Position LOW MID HIGH
Office Assistant I Biweekly 1,614.46 1,788.92 1,963.38
Monthly 3,498.00 3,876.00 4,254.00
Annual 41,976.00 46,512.00 51,048.00
Office Assistant II Biweekly 1,782.00 1,974.92 2,167.85 Monthly 3,861.00 4,279.00 4,697.00
Annual 46,332.00 51,348.00 56,364.00
Administrative Secretary Biweekly 2,066.77 2,289.69 2,512.62 Monthly 4,478.00 4,961.00 5,444.00
Annual 53,736.00 59,532.00 65,328.00
Executive Secretary Biweekly 2,338.62 2,591.31 2,844.00 Monthly 5,067.00 5,614.50 6,162.00
Annual 60,804.00 67,374.00 73,944.00
Assistant Planner Biweekly 2,581.85 2,860.62 3,139.38
Monthly 5,594.00 6,198.00 6,802.00
Annual 67,128.00 74,376.00 81,624.00
Associate Planner Biweekly 2,849.54 3,157.38 3,465.23
Deputy City Clerk/ Monthly 6,174.00 6,841.00 7,508.00
Communications Coordinator Annual 74,088.00 82,092.00 90,096.00 Assistant Projects Manager
Planning Manager Biweekly 3,387.23 3,753.23 4,119.23
Accounting Manager Monthly 7,339.00 8,132.00 8,925.00
Management Analyst Annual 88,068.00 97,584.00 107,100.00 Public Works Manager Biweekly 3,648.46 4,041.92 4,435.38 Utilities Manager Monthly 7,905.00 8,757.50 9,610.00
Annual 94,860.00 105,090.00 115,320.00
Information Technology Mgr Biweekly 3,738.46 4,141.85 4,545.23 Monthly 8,100.00 8,974.00 9,848.00
Annual 97,200.00 107,688.00 118,176.00

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/07/2023

RESOLUTION NO.

PAGE 9
GROUP: MANAGEMENT
Position LOW MID HIGH
Capital Improvement Projects Biweekly 3,832.15 4,245.69 4,659.23 Manager Monthly 8,303.00 9,199.00 10,095.00
Annual 99,636.00 110,388.00 121,140.00
Human Resources Officer Biweekly 3,928.62 4,352.31 4,776.00 Dir of Legis and Info Services Monthly 8,512.00 9,430.00 10,348.00 Dir of Recreation Services Annual 102,144.00 113,160.00 124,176.00 Building Official Biweekly 4,026.00 4,461.23 4,896.46
Monthly 8,723.00 9,666.00 10,609.00
Annual 104,676.00 115,992.00 127,308.00
Police Commander Biweekly 4,578.46 5,072.77 5,567.08
Monthly 9,920.00 10,991.00 12,062.00
Annual 119,040.00 131,892.00 144,744.00
City Engineer Biweekly 4,904.31 5,434.85 5,965.38
Monthly 10,626.00 11,775.50 12,925.00
Annual 127,512.00 141,306.00 155,100.00
Director of Public Works Biweekly 5,413.85 5,998.38 6,582.92 Dir of Administrative Services Monthly 11,730.00 12,996.50 14,263.00 Dir of Community Develop Annual 140,760.00 155,958.00 171,156.00 Police Chief Biweekly 5,976.46 6,622.62 7,268.77
Monthly 12,949.00 14,349.00 15,749.00
Annual 155,388.00 172,188.00 188,988.00
Assistant City Manager/Public Biweekly 6,524.31 7,228.15 7,932.00 Works Director Monthly 14,136.00 15,661.00 17,186.00
Annual 169,632.00 187,932.00 206,232.00
City Manager Biweekly 7,842.92 8,689.62 9,536.31
Monthly 16,993.00 18,827.50 20,662.00
Annual 203,916.00 225,930.00 247,944.00

CITY OF ARROYO GRANDE

COMBINED SALARY SCHEDULE
EFFECTIVE 07/07/2023

RESOLUTION NO.

PAGE 10

Item 9.e.

MEMORANDUM
TO: City Council
FROM: Whitney McDonald, City Manager
BY: Aleah Bergam, Management Analyst
SUBJECT: Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the Ongoing Storm Events
DATE: June 27, 2023
SUMMARY OF ACTION:

Adoption of the Resolution will continue the two declared and ratified local emergencies related to the ongoing impacts associated with the storm events, beginning in December 2022.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

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

RECOMMENDATION:
1) Adopt a Resolution declaring a continued local emergency related to the ongoing impacts associated with the storm events, beginning in December 2022 and continuing through the present; 2) Make findings that adopting the Resolution continuing a local emergency is not a project subject to the California Environmental Quality Act (“CEQA”) because the continued declaration in itself has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)

BACKGROUND
As the City Council is aware, in accordance with Section 8.12.060 of the Arroyo Grande Municipal Code, the City Manager, in her capacity as the Director of Emergency Services, proclaimed a local emergency on January 18, 2023, regarding the severe January 2023

Item 9.e.

City Council
Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the Ongoing Storm Events
June 27, 2023

winter storms. The City Council ratified the emergency proclamation at its regular meeting on January 24, 2023.

Multiple additional atmospheric river systems again struck the Central Coast beginning on March 9, 2023, and the City Manager, again in her capacity as the Director of Emergency Services, proclaimed a local emergency on March 11, 2023, to account for the impacts and potential damage incurred subsequent to the declaration of the first local emergency. The City Council ratified the emergency proclamation at its regular meeting on March 14, 2023.

ANALYSIS OF ISSUES:

Arroyo Grande Municipal Code Section 8.12.065(C) provides that the City Council is to “Review the need for a continuing emergency declaration at regularly scheduled meetings at least every twenty-one (21) days until the emergency is terminated.” Accordingly, to date, the City Council has adopted the appropriate Resolutions declaring a continued local emergency related to both the January 2023 storm events and subsequent storm events within the required 21-day time period. Moving forward, provided there is adoption of the proposed Resolution provided in Attachment 1 consistent with the prior ratification of the emergency proclamations at the City Council’s January 24, February 14, February 28, March 14, March 28, April 11, April 25, May 9, May 23, 2023, and June 13, 2023 regular meetings, respectively, the City will remain in compliance with its Municipal Code.

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

8.12.065(C). Given the current state of emergency proclaimed by the Governor, the additional emergency proclamation issued by the Governor on March 1, 2023, the Presidential Major Disaster Declaration declared on January 14, 2023, and the Presidential Emergency Declaration declared on March 10, 2023, it is recommended that the City Council adopt the attached Resolution declaring the need to continue the emergency declarations made to date in response to the storm events beginning December 27, 2022. The County of San Luis Obispo issued a similar emergency declaration, which remains in effect. Federal, State and County emergency declarations associated with the January and March 2023 storm events, and resulting damage, continue to remain in effect.

City staff continue to dedicate time towards responding to numerous storm recovery efforts and continue to require support from County, State, and Federal emergency response resources to support these efforts. Staff continue to work with State and Federal officials to request funding for the City’s response and recovery efforts. It is recommended that the local emergency declarations be continued until this funding is received.

Item 9.e.

City Council
Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the Ongoing Storm Events
June 27, 2023

ALTERNATIVES:

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

1. Adopt the Resolution declaring a continued local emergency related to the ongoing impacts associated with the storm events, beginning in December 2022; or

2. Provide other direction to staff.

ADVANTAGES:

Adoption of the Resolution will satisfy the requirement of the Arroyo Grande Municipal Code regarding the periodic review of the declared local emergency related to the severe winter storms and support the City’s efforts to obtain assistance from County, State, and federal emergency response resources to recover from the disaster.

DISADVANTAGES:

No disadvantages have been identified to adopting the Resolution.

ENVIRONMENTAL REVIEW:

No environmental review is required for this item. Adopting the Resolution continuing a local emergency is not a project subject to the California Environmental Quality Act (“CEQA”) because that declaration in itself has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
PUBLIC NOTIFICATION AND COMMENTS:

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

Attachments:

1. Proposed Resolution

ATTACHMENT 1
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF ARROYO GRANDE DECLARING A CONTINUED

LOCAL EMERGENCY WITHIN THE CITY OF ARROYO

GRANDE (ONGOING STORM EVENTS BEGINNING
DECEMBER 27, 2022)
WHEREAS, on January 18, 2023, in accordance with Section 8.12.060 of the Arroyo Grande Municipal Code, the City Manager, in her capacity as the Director of Emergency Services Director, proclaimed a local emergency within the City commencing on or about 8:00 am on January 4, 2023, due to the storm events that began on December 27, 2022; and
WHEREAS, the City Council ratified the emergency proclamation through adoption of Resolution No. 5259 at its regular meeting on January 24, 2023; and WHEREAS, Arroyo Grande Municipal Code Section 8.12.065(C) provides that the City Council is to review the need for a continuing emergency declaration at regularly scheduled meetings at least every twenty-one (21) days until the emergency is terminated; and
WHEREAS, the City Council has adopted Resolutions declaring a continued local emergency related to the ongoing storm events on February 14, 2023, February 28, 2023, March 14, 2023, March 28, April 11, April 25, 2023, May 9, 2023, May 23, 2023, June 13, 2023; and
WHEREAS, pursuant to the provisions of Government Code section 8558(b), on January 4, 2023, the Governor of the State of California issued a Proclamation of a State of Emergency (“Governor’s Proclamation”) related to severe winter storms and a series of atmospheric river systems that struck California, bringing high winds, substantial precipitation, and river, stream and urban flooding; and WHEREAS, on January 8, 2023, the President of the United States declared that an emergency exists in the State of California relating to severe winter storms, flooding, landslides, and mudslides, and enabling public agencies in impacted counties that suffered damage or losses from the storms eligible to apply for federal disaster assistance; and
WHEREAS, on January 9, 2023, the County Administrative Officer of San Luis Obispo issued a Proclamation of Local Emergency relating to severe winter storms and a series of atmospheric river systems that struck San Luis Obispo County, bringing high winds, substantial precipitation, and river, stream and urban flooding; and

RESOLUTION NO.

PAGE 2
WHEREAS, on January 17, 2023, the Department of Homeland Security amended the major disaster declaration issued in January 14, 2023 related to the January 2023 storm events to add San Luis Obispo County as an affected county, enabling Arroyo Grande residents who had damage or losses from the storms to apply for Federal Emergency Management Agency (FEMA) disaster assistance; and
WHEREAS, on March 11, 2023, in accordance with Section 8.12.060 of the Arroyo Grande Municipal Code, the City Manager, in her capacity as the Director of Emergency Services Director, proclaimed a local emergency within the City commencing on or about March 9, 2023, in response to the latest series of atmospheric river systems and the damage to the City due to the storm events that began on December 27, 2022; and WHEREAS, the City Council ratified the emergency proclamation through adoption of Resolution No. 5273 at its regular meeting on March 14, 2023; and WHEREAS, the City Manager’s March 11, 2023 proclamation followed a County of San Luis Obispo issued Proclamation of Local Emergency on March 10, 2023 for the entire County due to severe storms; and
WHEREAS, on March 10, 2023, President Biden approved a California Emergency Declaration beginning on March 9, 2023, ordering Federal assistance to supplement State, tribal and local response efforts; and
WHEREAS, the ongoing atmospheric rivers caused significant flooding of City infrastructure and streets, as well as homes in Arroyo Grande; and WHEREAS, adopting this Resolution continuing a local emergency is not a project subject to the California Environmental Quality Act (“CEQA”) because the continued declaration in itself has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.).

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

1. The recitals set forth herein are true, correct and incorporated by reference.

2. A local emergency is declared to continues to exist throughout the City of Arroyo Grande (see Resolution No. 5259), and the City has been undertaking, and will continue through termination of this emergency to undertake necessary measures and incur necessary costs, which are directly related to the damage caused by the severe winter storms and are taken in furtherance of; the Governor’s Proclamation of a State of Emergency on January 4, 2023; the

RESOLUTION NO.

PAGE 3
President of the United States’ Declaration of a National Emergency on January 8, 2023; and related orders and directives.

3. A local emergency is declared to continue to exist throughout the City of Arroyo Grande (see Resolution Nos. 5269 and 5273) resulting from subsequent storm events, and the City has been undertaking, and will continue in effect through termination of this emergency, to undertake necessary measures and incur necessary costs, which are directly related to the damage caused by the severe winter storms and are taken in furtherance of the Governor’s Proclamation of a State of Emergency on January 4, 2023; the President of the United States’ approval of a California Emergency Declaration beginning January 8, 2023; the County of San Luis Obispo’s Proclamation of a Local Emergency on March 10, 2023; and related orders and directives.

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

AYES:

NOES:

ABSENT:
the foregoing Resolution was passed and adopted this 27th day of June, 2023.

RESOLUTION NO.

PAGE 4

CAREN RAY RUSSOM, MAYOR
ATTEST:

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:

WHITNEY McDONALD, CITY MANAGER
APPROVED AS TO FORM:

ISAAC ROSEN, CITY ATTORNEY

1 Item 9.f.

ACTION MINUTES

REGULAR MEETING OF THE CITY COUNCIL
June 13, 2023, 5:00 p.m.

Hybrid City Council Chamber/Virtual Zoom Meeting
215 East Branch Street, Arroyo Grande
Council Members Present: Mayor Ray Russom, Mayor Pro Tem Barneich, Council Member George, Council
Member Guthrie
Council Members Absent: Council Member Secrest
Staff Present: City Clerk Jessica Matson, City Attorney Isaac Rosen, City Manager Whitney McDonald,
Assistant City Manager/Public Works Director
Bill Robeson, Administrative Services Director
Nicole Valentine, Community Development
Director Brian Pedrotti, Recreation Services
Director Sheridan Bohlken, Police Chief
Michael Martinez, FCFA Chief Steve
Lieberman, Human Resources Officer
Tashina Ureno
This meeting was conducted in a hybrid in-person/virtual format.

1. 5:00 PM CALL TO ORDER
Mayor Ray Russom called the meeting to order at 5:07 p.m.

2. ROLL CALL
City Clerk Matson took roll call. Mayor Ray Russom led the flag salute.

3. CLOSED SESSION ITEMS
City Attorney Isaac Rosen, announced the City Council will recess to a closed session for the following:

CONFERENCE WITH LABOR NEGOTIATORS PER GOVERNMENT CODE SECTION 54957.6 Meet with City-designated negotiators described below. Negotiation will include salary, compensation and benefits:

1. Employee Organization: Arroyo Grande Police Officers’ Association a. City-designated negotiators: Che Johnson, Special Labor Counsel; Tashina Ureno, Human Resources Officer; Nicole Valentine, Director of Administrative Services

2. Employee Organization: Service Employees International Union, Local 620 a. City-designated negotiators: Che Johnson, Special Labor Counsel; Tashina Ureno, Human Resources Officer; Nicole Valentine, Director of Administrative Services

3. Unrepresented Management Employees

2 Item 9.f.
a. City-designated negotiators: Che Johnson, Special Labor Counsel

4. City Manager
a. City-designated negotiators: Che Johnson, Special Labor Counsel

4. PUBLIC COMMENT REGARDING CLOSED SESSION ITEMS
Mayor Ray Russom invited public comment. No comments were received.

5. ADJOURN TO CLOSED SESSION
Mayor Ray Russom adjourned to Closed Session at 5:08 p.m.

6. 6:00 PM RECONVENE TO OPEN SESSION
_____________________________________________________________________

1. CALL TO ORDER
Mayor Ray Russom called the Regular City Council Meeting to order at 6:00 p.m.

2. ROLL CALL
City Clerk Matson took roll call.

3. MOMENT OF REFLECTION

4. FLAG SALUTE
Mayor Ray Russom led the flag salute.

5. AGENDA REVIEW

5.a Closed Session Announcements
City Attorney Rosen announced that the Council met in closed session; that there is no reportable action; and that Council can consider continuing the Closed Session.

Moved by Mayor Ray Russom
Seconded by Council Member Guthrie
To continue the Closed Session meeting to after adjourning from the Regular City Council meeting.

AYES (4): Mayor Ray Russom, Council Member Guthrie, Council Member George, and Mayor Pro Tem Barneich
ABSENT (1): Council Member Secrest
Passed (4 to 0)

5.b Ordinances read in title only
None.

3 Item 9.f.

6. SPECIAL PRESENTATIONS

6.a Honorary Proclamation Declaring June 19, 2023 as "Juneteenth Day" Mayor Ray Russom read the Honorary Proclamation Declaring June 19, 2023 as "Juneteenth Day". Tobin Johnson, NAACP SLO County, accepted the proclamation.

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

No action was taken on this item.

6.b City Manager Communications
City Manager McDonald highlighted summer events provided by the Recreation Department; provided information about a schedule controlled burn to be performed by Cal Fire on June 15th and 16th; and discussed upcoming items for Council consideration.

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

No action was taken on this item.

7. CITY COUNCIL REPORTS
None.

8. COMMUNITY COMMENTS AND SUGGESTIONS
Mayor Ray Russom invited public comment. Speaking from the public was Patty Welsh, and No Name Provided. No further public comments were received.

9. CONSENT AGENDA
Mayor Ray Russom invited public comment. No public comments were received.

Moved by Mayor Pro Tem Barneich
Seconded by Council Member George
Approve Consent Agenda Items 9.a. through 9.m., with the recommended courses of action.

AYES (4): Mayor Pro Tem Barneich, Council Member George, Council Member Guthrie, and Mayor Ray Russom
ABSENT (1): Council Member Secrest
Passed (4 to 0)

9.a Consideration of Cash Disbursement Ratification
1) Ratified the listing of cash disbursements for the period of May 1 through May 15, 2023; 2) Determined that ratifying the cash disbursements is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)

4 Item 9.f.

9.b Consideration of Statement of Investment Deposits
1) Received and filed the report listing investment deposits of the City of Arroyo Grande as of April 30, 2023, as required by Government Code Section 53646(b); and 2) Determined that receiving the report of investment deposits is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)

9.c Approval of Minutes
Approved the minutes of the Special Closed Session Meeting of May 25, 2023, and Regular City Council Meeting of May 23, 2023, as submitted.

9.d Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the Ongoing Storm Events
1) Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ARROYO GRANDE DECLARING A CONTINUED LOCAL EMERGENCY WITHIN THE CITY OF ARROYO GRANDE (MARCH 2023 AND ONGOING STORM EVENTS BEGINNING DECEMBER 27, 2022)"; 2) Made findings that adopting the Resolution continuing a local emergency is not a project subject to the California Environmental Quality Act (“CEQA”) because the continued declaration in itself has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)

9.e Consideration of Authorizing the Display of the Juneteenth Flag During the week of June 16-23, 2023, at City Hall
Authorized the display of the Juneteenth Flag for the week beginning on June 16 through June 23, 2023, at City Hall.

9.f Releasing Via Quitclaim the County’s Interest in City’s 400 W. Branch Real Property 1) Authorized approval of the Agreement with the County in substantially final form, subject to minor changes approved by the City Manager in consultation with the City Attorney as necessary to effectuate the intent of the parties, and the recordation of the subject quitclaim deed with the County Registrar. 2) Made findings that approval of the Agreement with the County is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378).

9.g Consideration to Authorize a Request for Proposals (RFP) to Conduct a Voter Opinion Survey and Public Education Services for a Potential Future Ballot Measure Authorized the City Manager to publish a Request for Proposals (RFP) for Voter Opinion Survey and Public Education services for an amount not to exceed $115,000.

9.h Consideration of Engineer’s Reports and Resolutions Declaring the City’s Intention to Levy and Collect Assessments

5 Item 9.f.
1) Approved the Engineer’s Reports for the Parkside Village Assessment District, Grace Lane Assessment District, and Arroyo Grande Landscaping and Lighting Assessment District No. 1, within Tract 1769, for FY 2023-2024; 2) Adopted Resolutions entitled: "A RESOLUTION OF

THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING ITS INTENTION TO

LEVY AND COLLECT ANNUAL ASSESSMENTS RELATED TO THE PARKSIDE VILLAGE ASSESSMENT DISTRICT FOR FISCAL YEAR 2023-2024"; "A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING ITS INTENTION TO LEVY

AND COLLECT ANNUYAL ASSESSMENTS RELATED TO THE GRACE LANE ASSESSMENT DISTRICT FOR FISCAL YEAR 2023-2024"; and "A RESOLUTION OF THE

CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING ITS INTENTION TO

LEVY AND COLLECT ANNUAL ASSESSMENTS RELATED TO THE ARROYO GRANDE LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT NO. 1, WITHIN TRACT 1769, FOR FISCAL YEAR 2023-2024"; 3) Set a public hearing for June 27, 2023 at 6:00 p.m. for the Parkside Village Assessment District, Grace Lane Assessment District, and Arroyo Grande Landscaping and Lighting Assessment District No. 1, within Tract 1769, to consider levying the property assessments; and 4) Made findings that the consideration of Engineer's Reports and Resolutions declaring the City's intention to levy and collect assessments is categorically exempt from the California Environmental Quality Act (“CEQA”) under the Class 2 exemption, which applies to the replacement or reconstruction of existing structures and facilities where the new structure will be located on the same site as the structure replaced and will have substantially the same purpose and capacity as the structure replaced. (State CEQA Guidelines, § 15302.)

9.i Consideration of an Award of Contracts for Construction of the 2022 Street Repairs Project (PW 2022-05) and the 2022 Slurry Seal Project (PW-2022-06) 1) Awarded a contract for the 2022 Street Repairs Project to JJ Fisher Construction in the amount of $3,782,005 for both the base bid and additive bid; 2) Authorized the City Manager to approve change orders of 10% of the contract amount, $378,200.50, for unanticipated costs during the construction phase of the 2022 Street Repairs Project; 3) Awarded a contract for the 2022 Slurry Seal Project to American Asphalt South in the amount of $1,737,575.49; 4) Authorize the City Manager to approve change orders of 10% of the contract amount, $173,757.55, for unanticipated costs during the construction phase of the 2022 Slurry Seal Project.

9.j Consideration to Approve Construction Plan & Specifications and Environmental Exemption for the 2022 Concrete Repairs Project, PW 2022-07 1) Approved the construction plans & specifications for the 2022 Concrete Repairs Project, PW 2022-07; 2) Authorized staff to advertise for construction bids; 3) Found that the plans & specifications for the Concrete Repairs Project is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to Guidelines Section 15301(c), a Class 1 exemption, which applies to the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing structures, facilities, mechanical equipment, or topographical features where the project involves negligible or no expansion of existing or former use; and 4) Directed the City Clerk to file a Notice of Exemption.

6 Item 9.f.

9.k Consideration of Resolution Approving Temporary Use Permit 23-005; Authorization for Sale of Beer and Wine at the 2023 Heritage Square Park Summer Concert Series and Application Fee Waiver; Location Heritage Square Park; Applicant – Arroyo Grande Rotary
Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE APPROVING TEMPORARY USE PERMIT NO. 23-005 AND APPROVING A WAIVER OF FEES; AUTHORIZATION FOR THE SALE OF BEER AND WINE AT THE 2023 HERITAGE SQUARE PARK SUMMER CONCERT SERIES; APPLIED FOR BY THE ARROYO GRANDE ROTARY CLUB".

9.l Consider an Agreement between the County of San Luis Obispo and the City for Joint Participation in the CDBG Program, Home Investment Partnerships Program, and Emergency Solutions Grant Program for FY 2024-25 through FY 2026-27 1) Adopted a Resolution entitled: "A COOPERATION AGREEMENT BETWEEN THE COUNTY

OF SAN LUIS OBISPO AND THE CITY OF ARROYO GRANDE FOR JOINT PARTICIPATION

IN THE COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM, THE HOME

INVESTMENT PARTNERSHIPS PROGRAM, AND THE EMERGENCY SOLUTIONS GRANT PROGRAM FOR FISCAL YEARS 2024/25 THROUGH 2026/27"; and 2) Made findings that the execution of the Agreement is not a project for purposes of compliance with the provisions of the California Environmental Quality Act (CEQA) and the City’s CEQA Guidelines. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)

9.m Consideration of Approval of an Agreement for Consultant Services with KTUA for the Active Transportation Plan
1) Approved and authorized the Mayor to execute an Agreement for Consultant Services with KTUA to assist the City with the Active Transportation Plan in substantially final form (subject to minor revisions as approved by the City Council consistent with Council direction); and 2) Determined that approving the Agreement is not a project subject to the California Environmental Quality Act (“CEQA”) because preparation of the Plan itself has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378). Additionally, the City and consultant will evaluate potential impacts of the Active Transportation Plan in compliance with the California Environmental Quality Act, and prepare any appropriate environmental document at that time, if required.

10. PUBLIC HEARINGS

10.a Public Hearing to Consider the FY 2023-25 Biennial Budget and 5-Year Capital Improvement Program Budget
Administrative Services Director Valentine presented the report and recommended that Council receive public comment regarding the proposed FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget and provide direction to staff to finalize the two-year budget for adoption on June 27, 2023.

Mayor Ray Russom opened the public hearing. Upon hearing no public comments, Mayor Ray Russom closed the public hearing.

7 Item 9.f.

Moved by Mayor Pro Tem Barneich
Seconded by Council Member George
Direct to staff to finalize the FY 23-25 budget for adoption on June 27, 2023.

AYES (4): Mayor Pro Tem Barneich, Council Member George, Council Member Guthrie, and Mayor Ray Russom
ABSENT (1): Council Member Secrest
Passed (4 to 0)

11. OLD BUSINESS

11.a Consideration of Approval of Amended and Restated Joint Exercise of Powers Agreement for FCFA; Appointment of Representatives to the Board of Directors; Agreements Between FCFA and OCSD Regarding Short-Term Fire and Emergency Services and Ongoing CalPERS
City Manager McDonald presented the report and staff responded to questions from Council.

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

Council Member George expressed support for the Agreements between FCFA and OCSD; and expressed support for the current reserve amount in the FCFA FY 2023-24 Budget.

Council Member Guthrie expressed support for the current reserve amount in the FCFA FY 2023-24 Budget.

Council discussion ensued regarding representation on the new FCFA Board and the preference for members of the Board to be on alternating cycles related to Council terms.

Council Member George and Mayor Ray Russom agreed to serve on the Board. Mayor Pro Tem Barneich agreed to serve as alternate.

Moved by Council Member Guthrie
Seconded by Council Member George
Appoint Council Member George and Mayor Ray Russom as the primary members of the FCFA Board of Directors and Mayor Pro Tem Barneich as the alternate.

AYES (4): Council Member Guthrie, Council Member George, Mayor Pro Tem Barneich, and Mayor Ray Russom
ABSENT (1): Council Member Secrest
Passed (4 to 0)
Moved by Council Member Guthrie
Seconded by Council Member George

8 Item 9.f.

Approve the Amended and Restated Joint Exercise of Powers Agreement for the FCFA (with direction to transmit the approved Joint Exercise of Powers Agreement consistent with State law) with a formal execution date of June 22, 2023.

AYES (4): Council Member Guthrie, Council Member George, Mayor Pro Tem Barneich, and Mayor Ray Russom
ABSENT (1): Council Member Secrest
Passed (4 to 0)

12. NEW BUSINESS
None.

13. COUNCIL COMMUNICATIONS
Mayor Ray Russom thanked staff for their efforts in organizing the Mayors meeting.

14. ADJOURNMENT
There being no further business to come before the City Council, Mayor Ray Russom adjourned the meeting at 7:20 p.m. to the continued special Closed Session meeting. Mayor Ray Russom adjourned the special Closed Session meeting at 8:49 p.m.
_________________________
Caren Ray Russom, Mayor
_________________________
Jessica Matson, City Clerk

Item 9.g.

MEMORANDUM
TO: City Council
FROM: Jessica Matson, Director of Legislative & Information Services/City Clerk
BY: Sarah Lansburgh, Deputy City Clerk/Communications Coordinator SUBJECT: Consideration of Appointment to the Architectural Review Committee DATE: June 27, 2023
SUMMARY OF ACTION:

Appointment of Janet Huston as a new Committee Member to the Architectural Review Committee (ARC), as recommended by Council Member Secrest.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

There is no fiscal impact and minimal staff impact associated with preparing the staff report for this action.

RECOMMENDATION:

Approve the recommendation of Council Member Secrest to appoint Janet Huston to the Architectural Review Committee.

BACKGROUND:

Pursuant to Council policy, the Mayor and each Council Member shall recommend one representative to each respective Commission/Board/Committee, subject to approval by a majority of the Council. With the exception of filling unscheduled vacancies, this process occurs every two years following an election. Member of each respective Commission/Board/Committee shall serve for a term ending the January 31st following the expiration of the respecting appointing Mayor or Council Member.

ANALYSIS OF ISSUES:

After each election year, the Council makes appointments and/or reappointments to the various Commissions, Boards, and Committees. Traditionally, the Mayor and Council Members are responsible for reviewing active applications on file, seeking new applicants, or reappointing current members to serve another term, as appropriate.

Item 9.g.

City Council
Consideration of Appointment to the Architectural Review Committee June 27, 2023

Council Member Secrest sought out new applicants for the ARC, and after careful recruiting, consideration, and review, is recommending the appointment of Janet Huston to the ARC.

Ms. Huston meets the eligibility requirement of being a registered voter of the City and has relevant architectural experience that will be valuable to the ARC.

ALTERNATIVES:

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

1. Approve Council Member Secrest’s recommended appointment;

2. Do not approve the recommended appointment; or

3. Provide other direction to staff.

ADVANTAGES:

Approving the recommended appointment will provide for a full membership of the ARC.

DISADVANTAGES:

No disadvantages have been identified regarding this recommended appointment.

ENVIRONMENTAL REVIEW:

No environmental review is required for this item.

PUBLIC NOTIFICATION AND COMMENTS:

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

Attachments:

1. Application – J. Huston

'•.

CITY OF ARROYO GRANDE
RJ!CENEO
"List of Citizens JUN tO !O'l.3 to Serve"
300 East Branch Street
Arroyo Grande, CA 93420 Cff'I OF p.s,.RQ¥0 GRANDE
Application to Board, Committee, or Commission

PLEASE PLACE A CHECK MARK NEXT TO THE BOARD/COMMITTEE/COMMISSION FOR WHICH YOU WOULD UKE TO APPLY (You may make more than one selection):
_Planning Commission
_Tourism Business Improvement District Advisory Board
_Downtown Parking Advisory Board
x1 Architectural Review Committee
_Community Service Grant Committee
_Special committees/subcommittees
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Please describe any background, training, education or interests that qualify you as an appointee __ _ L ~ . . - . (Please attach additional pages if necessary)
Rev 12/14/2022

•
(PLEASE COMPLETE THE REVERSE SIDE OF THIS FORM}
What do you see as the objectives and goals of the advisory board, committee or commission for which you are applying? '><1,La I t1 -;f;CA..., ,.o ,I. t IJ=
Please list three (3) Arroyo Grande references. PLEASE OBTAIN PERMISSION FROM INDIVIDUALS BEFORE LISTINru-~ REFERENCE.

Name: __ 6_ecJ\e--=___,.;::;,...,ST....___ .Address:

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Current meeting schedules are indicated below:

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

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

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

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

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

4. Applications will remain active and on file for one (1) year.

Please return completed Application to:

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

Supplemental to Application to City of Arroyo Grande. CA Architectural Review Committee Applicant: Janet Huston Date: June 15, 2023
Please describe any background, training, education or interests that qualify you as an appointee.

My professional career was entirely in public service beginning with local government and eventually including positions in regional and State government. I retired from public service as the Associate Director of the California Department of Public Health (one of three senior executives reporting to the Director). I held oversight over the Department's Legislative, Communications, External Affairs and International Relations (Mexico) functions as related to all aspects of public health. While serving under two Governors (Schwarzenegger and Brown) I also served as Assistant Secretary of Communications for the Business, Housing and Transportation Agency (since restructured) as well as the Director of Communications for the Department of Housing and Community Development.

Prior to State service I held the position of Executive Director of the Orange County Division of the League of California Cities (a semi-autonomous unit within the larger League of California Cities organization) which interacted with other regional, state and federal offices on issues specific to Orange County city governments) as well as serving as Director of the Orange County Council of Governments.

I am deeply familiar with the relationships between and among city departments as well the protocols to be respected when communicating with other components of the organization, as well as outside groups. I have many years' experience working with diverse groups of professionals, organizations and the general public to achieve consensus on often divisive policy issues.

On a personal note, I am also a Certified Professional Photographer with several exhibits over the past few years (primarily pre-Covid) including the honor of being selected as an Artist in Residence for the National Park Service. My most recent achievements include being included in juried exhibitions at the Center for Photographic Art in Carmel and The Art Center of Morro Bay.

What to you are as the objectives and goals of the advisory board, committee, or commission for which you are applying.

The City's brief website description of the Architectural Review Committee responsibilities is accurate but does not capture the inherent responsibility of the Committee to consider the history of this unique community and how that history will shape the future. Arroyo Grande is experiencing the competing pressures to maintain the decades of charming features which define it and the need to diversify and expand commercial and housing resources to fund basic public services and shelter workers. The Architectural Review Committee is one of the first opportunities in the public process to advise the Departments and City Council on how to achieve this balance.

IF chosen to serve on this vital Committee I would commit to not only attending the meetings as required but to be well-prepared for the issues presented to the Committee, to conduct my discussions and information seeking activities in a respectful and productive manner and to· respect the protocols (chains of command) which exist within the City of Arroyo Grande.

Item 9.h.

MEMORANDUM
TO: City Council
FROM: Michael M. Martinez, Chief of Police
BY: Zak Ayala, Police Commander
SUBJECT: Approve the Memorandum of Understanding and Agreement Between the Arroyo Grande Police Department and the Lucia Mar Unified School District for School Resource Officer Services
DATE: June 27, 2023
SUMMARY OF ACTION:

Approve an agreement to provide continuing School Resource Officer coverage for the Lucia Mar Unified School District as agreed upon in the Memorandum Of Understanding (“MOU” or “Agreement”) for the 2023/2024 school year.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

The cost of the School Resource Officer position is approximately $160,400 for Fiscal Year (FY) 2023-24. This agreement shares the cost of the salary and benefits associated with the officer between the City and Lucia Mar Unified School District (LMUSD). The City will receive fifty percent (50%) of the cost from LMUSD; totaling $80,200. These funds were included as estimated revenues in the City’s proposed FY 2023-24 Budget.

RECOMMENDATION:
1) Approve an agreement between the City of Arroyo Grande and the Lucia Mar Unified School District (LMUSD) to share the cost of salary and benefits for one School Resource Officer (SRO) position in Fiscal Year (FY) 2023-24; 2) Find that approving the agreement is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) BACKGROUND:

The Arroyo Grande Police Department has been providing School Resource Officer (SRO) services to the Lucia Mar Unified School District (LMUSD) since the early 1990’s.

The SRO Program is a collaborative effort between the City of Arroyo Grande Police Department and the LMUSD with the goal of reducing crime, drug abuse, violence, and providing a safe school environment. The SRO is a full-time police officer whose primary

Item 9.h.

City Council
Approve the Memorandum of Understanding and Agreement Between the Arroyo Grande Police Department and the Lucia Mar Unified School District for School Resource Officer Services
June 27, 2023

function is to address law enforcement concerns at their respective schools. The AGPD and LMUSD work closely in selecting the SRO by identifying specific traits that are essential to working in a school environment. The SRO program utilizes the SRO Triad concept as set forth by the National Association of School Resource Officers (NASRO) that is attached hereto and incorporated herein by reference. The SRO Triad concept generally means that the officers assigned to the SRO program are law enforcement officers, counselors and teachers. The SRO works closely with school officials and administrators to develop positive relationships with the community, students, parents and school officials. While the position is housed at, and primarily assigned to, Arroyo Grande High School, the SRO is responsible for responding to requests from Paulding Middle School and Ocean View and Harloe Elementary schools. The SRO interacts with students from a variety of ages and backgrounds, often serving in a mentorship role.

One of the highlights of this program is the ability for the SRO to provide counseling to students on a formal and informal basis. The SRO regularly interacts with students and is often viewed as a role model. The SRO provides opportunities to forge beneficial relationships with staff and students, all the while being a visible deterrent to crime and other untoward behavior. The relationships that SRO’s establish with students are enduring beyond students’ graduation for personal and professional development. Onsite law enforcement provides familiarity with the layout of the campuses and administration, as well as provide quick assistance with student safety emergencies.

ANALYSIS OF ISSUES:

The LMUSD has requested SRO services be provided for the 2023-2024 school year.

The term of the agreement begins July 1, 2023, and ends June 30, 2024. This agreement is reviewed annually.

The SRO position has been in existence since the 1990’s and staff believes this program is extremely important to the City’s public safety services and should be maintained.

Given the City’s demographics, a substantial portion of public safety issues are youth related. If the position were not dedicated to schools, it would require other Police Department patrol personnel to respond to a large volume of school related calls for service. The SRO historically provides advantages and efficiency of personal networking relationships and collaboration from being teamed with school administration to address safety issues in a proactive role, rather than being responsive after the fact.

The MOU has been drafted so that the Police Department and LMUSD share the costs of the SRO, including overtime pay. The cost of the MOU to LMUSD will be $80,200, except that LMUSD will pay for overtime work at rates which are included in Exhibit A attached to the MOU. The Police Department, specifically the Chief of Police, is responsible for hiring the SRO, but may solicit input from LMUSD to assist in their selection. Further, the Police Department will collaborate with LMUSD in the

Item 9.h.

City Council
Approve the Memorandum of Understanding and Agreement Between the Arroyo Grande Police Department and the Lucia Mar Unified School District for School Resource Officer Services
June 27, 2023

implementation of the SRO program. For example, the SRO will coordinate with the school administration in order to provide lessons regarding police services and general citizenship. The SRO will primarily, however, respond to incidents or conduct investigations regarding calls to service.

In the LMUSD 2022-2023 school year (specifically July 1, 2022 to May 24, 2023), the SRO responded to (288) calls for service and completed (48) police reports. The Police Department has developed guidelines for the SRO with a multifaceted approach to provide services given the many health and safety requirements set forth by the State.

The LMUSD has agreed to partner with the Police Department for another year of this program supporting the need to provide this valuable resource to the students, staff and the community.

ALTERNATIVES:

The following alternatives are provided for Council’s consideration:

1. Approve the Agreement to share 50% of the cost for SRO services for Fiscal Year 2023-24 with any minor changes necessary to effectuate City Council’s intent;

2. Do not adopt the Agreement; or

3. Provide other direction to staff.

ADVANTAGES:

The LMUSD will help the City of Arroyo Grande continue enhanced school safety by sharing fifty percent (50%) of the cost of the salary and benefits associated with the actual officer assigned to the SRO position.

DISADVANTAGES:

Non-approval will result in the Police Department unable to dedicate an officer in the City schools on a full-time basis.

ENVIRONMENTAL REVIEW:

No environmental review is required for this item. Approving the agreement is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) 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.

Item 9.h.

City Council
Approve the Memorandum of Understanding and Agreement Between the Arroyo Grande Police Department and the Lucia Mar Unified School District for School Resource Officer Services
June 27, 2023

Attachments:

1. Proposed School Resource Officer Memorandum of Understanding and Agreement

2. National Association of School Resource Officers (NASRO) Best Practices

65501.00012\41327612.1
ATTACHMENT 1

SCHOOL RESOURCE OFFICER

MEMORANDUM OF UNDERSTANDING
A. Mission Statement
The community of Arroyo Grande, the Lucia Mar Unified School District, and the Arroyo Grande Police Department are significantly impacted by demands to address incidents and situations directly or indirectly related to juveniles and the schools. The problems of juvenile delinquency, alcoholic beverage and illegal substance abuse, gang involvement, and other youth-related problems that negatively affect the community and the schools can be best addressed in a pro-active, interactive, and preventive manner. Effective education requires a safe and orderly environment in which learning can occur.

Consequently, the Arroyo Grande Police Department and the Lucia Mar Unified School District jointly propose to implement the School Resource Officer (SRO) program within the Lucia Mar Unified School District for schools located within the City of Arroyo Grande.

The mission of the SRO program shall be to provide appropriate law enforcement resources and a school-based approach to the development of a positive relationship among students, staff and the police, the maintenance of a safe learning environment and the prevention of juvenile delinquency, alcoholic beverage and illegal substance abuse, and gang involvement by our community's youth.

In order to facilitate a proper working relationship between the school administration and the SRO, it is important to establish, maintain, and update specific guidelines and procedures to be followed by the SRO and school administrators.

This Memorandum of Understanding clarifies the roles of the SRO and school administrators, their scope of authority, and the respective responsibilities of the Lucia Mar Unified School District and the Arroyo Grande Police Department in this collaboration. The success of this program relies on effective communication among the SRO, school administrators, and other key staff members of each organization.

All references in this Memorandum of Understanding to responsibilities and obligations of the Lucia Mar Unified School District, the Arroyo Grande Police Department, and the City of Arroyo Grande are applicable only to schools located within the City of Arroyo Grande.

Under the terms of this Memorandum of Understanding, the Lucia Mar Unified School District and the Arroyo Grande Police Department agree that the duties, responsibilities and physical presence of the SRO are not limited to the Arroyo Grande High School but include all schools in the Lucia Mar Unified School District within the City of Arroyo Grande.

B. Concept
The SRO program shall utilize the SRO Triad concept as set forth by the NASRO National Association of School Resource Officers (NASRO) that is attached hereto and incorporated herein by reference. The SRO Triad concept generally means that the officers assigned to the SRO program are law enforcement officers, counselors and

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ATTACHMENT 1
teachers. The SRO is first and foremost a law enforcement officer for the City of Arroyo Grande. The SRO shall be responsible for carrying out all duties and responsibilities of a Police Officer and shall ultimately at all times remain under the control of the Arroyo Grande Police Department and its policies and procedures.

The SRO will comply with the policies and procedures of the Lucia Mar Unified School District to the extent that such policies and regulations do not conflict with those of the Arroyo Grande Police Department or the City of Arroyo Grande are not in conflict with other terms In this Memorandum of Understanding, and are not in conflict with federal, state, or local laws. The SRO Is an enforcement officer in CRIMINAL matters only. The SRO shall not enforce any school or classroom rules. The SRO is not a school disciplinarian and should not assume this role. The SRO shall not involve themselves in administrative matters of Lucia Mar Unified School District that do not relate to the duties and responsibilities of the SRO. The SRO is not a formal counselor and will not act as such; however, the SRO may be used as a resource to assist students, parents, school staff and all persons involved with the Lucia Mar Unified School District. The SRO may also be used as a teacher and can instruct in a variety of subjects ranging from alcoholic beverage and illegal substance abuse to citizenship and community responsibilities. The SRO may use teaching to build rapport between the students and the staff.

C. Description of General Duties

1. The SRO is a sworn Arroyo Grande Police Officer assigned to provide the law enforcement expertise and resources to assist school staff in maintaining safety and order within the assigned school(s) and in the prevention and control of crime, Juvenile delinquency, truancy and disorder on school campuses and in the immediate area of the school campuses if students may reasonably be involved through the enforcement of applicable state statutes and Municipal Codes as appropriate.

2. The SRO will conduct or assist in the investigation of incidents on school campuses.

3. The SRO may assist in the coordination of the efforts of other law enforcement agencies on the school campuses.

4. The SRO will be considered an active member of the administrative team in his/her assigned school(s).

5. Although the SRO's primary responsibility and location will be the Arroyo Grande High School, he/she shall. respond to SRO-related issues at other Lucia Mar Unified School District campuses within the City as reasonable and appropriate.

6. The school buildings, grounds, and the adjacent neighborhoods and streets will be the equivalent of the SRO's patrol area and he/she will assume primary responsibility for handling calls for police service and coordinating the response of other police or emergency resources to the school. All criminal activity that comes to the attention of the school staff shall be reported immediately to the Police Department. In an emergency situation, the school shall call 911 and should also notify the SRO as soon as reasonably possible. In a non-emergency situation, the school should notify the SRO or call the penemergency police Department number if the SRO is not available. The SRO may delay

65501.00012\41327612.1
ATTACHMENT 1
his/her Immediate response to incidents that are not of an emergency nature for action upon his/her return to duty.

7. The Arroyo Grande Police Department will provide the SRO with a vehicle for his/her use as appropriate.

8. The SRO will be required to appear in court and assist in prosecution and other judicial processes as reasonably necessary as a result of his/her position.

9. The SRO's duty schedule will be determined by the Chief of Police or his/her designee, in conjunction with the school administration and in compliance with the Fair Labor Standards Act, but will generally be arranged to provide coverage and visible presence throughout the school day including peak arrival and departure times before and after school. In addition, the SRO may be required to attend school-related functions during normal classroom hours and special after-school activities, e.g. school dances and sporting events. If the SRO is required to attend special after-school activities, he/she shall take reasonable measures to adjust his/her normal work schedule. This type of shift adjustment shall normally be reserved for Arroyo Grande High School events and shall not replace other security arrangements, e.g. off-duty police personnel or private security. The Arroyo Grande Police Department shall use its best efforts to provide services requested by the Lucia Mar Unified School District. The Arroyo Grande Police Department may assign another officer to act as a temporary SRO if: (a) the SRO is not available or (b) in order to avoid overtime charges to the Lucia Mar Unified School District.

10. The SRO will normally conduct their duties in full police uniform to enhance the visible presence of and interaction with a uniformed Police Officer; however, the SRO may be permitted to wear plainclothes according to any special needs and with the prior approval of the Chief of Police or his/her designee.

11. The SRO will assist with training for the school administration in law enforcement-related matters. Information about crime trends and changes in criminal law relevant to schools shall be disseminated to the school administration to assist in effectively establishing and maintaining safe school environments.

12. The SRO may become involved with the school's curriculum, via coordination with school administration, and provide instruction that will enhance the student's understanding of the police mission and the responsibilities of citizenship. However, responding to incidents or conducting investigations must, of necessity, take precedence over classroom instruction. Lesson plans for all formal, organized presentations shall be forwarded to the school administration and the Chief of Police or his/her designee prior to presentation.

13. The SRO will be responsible for monitoring the social and cultural environment to identify emerging youth problems. All information concerning these emerging issues shall be provided to the Chief of Police or his/her designee and the school administration.

Prevention and early intervention strategies shall be coordinated with the Chief of Police or his/her designee in conjunction with the school administration.

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ATTACHMENT 1

14. When it is in the best interest of the Police Department and the school, the SRO may make formal presentations to, or participate in, meetings related to school based community organizations, students, and parents such as parent-teacher organizations, School Advisory Council, and School Board meetings. The presentations provided or the educational resources made available may include, but are not limited to, alcoholic beverage and illegal substance abuse, criminal law-related education, criminal justice system orientation, juvenile delinquency prevention, gang involvement and. awareness and community responsibility. Participation in other activities such as panel discussions, mentoring programs, and community coalitions or task forces must be approved in advance by the Chief of Police or his/her designee.

15. Programs conducted in schools by other Police Department members shall be coordinated with the SRO to avoid redundant services and to ensure equitable distribution of such programs and services.

16. A critical element of the SRO program is an open relationship and strong communication between the school administration and the SRO. The SRO shall meet on a weekly basis, or more frequently if necessary, with school administration for the purpose of exchanging information about current crime trends, problem areas, or other areas of concern that have the potential for disruption in the school or within the community.

17. During times when schools are in session, the SRO will devote his/her complete shift to the school calendar day, except for required duties such as court appearances or unless required to respond to emergency situations including but not limited to Regional SWAT team call-outs. During times when schools are not in session, e.g. holiday breaks, spring break, and summer vacation, and the SRO is not involved in assigned school-related activities, the SRO will be assigned to duties at the discretion of the Police Department.

The SRO shall attend all in-service training required by the Police Department throughout the year, whether or not school is in session.

18. The SRO shall utilize the appropriate Police Department mechanism, e.g. the CADS or crime and incident reports, to record his/her activities in a timely manner. That record shall be made available to school administration upon request.

19. Other duties and responsibilities of the SRO include:
(a)Proper disposal of illegal substances recovered by the school and not needed for criminal prosecution.
(b)Maintaining familiarity with the Lucia Mar Unified School District Student Rules and Regulations.
(c)Attending and providing testimony at school disciplinary hearings upon request. (d)Participation in other youth-related community activities as assigned by the Chief of Police or his/her designee.

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ATTACHMENT 1
D. Selection
Selection of the SRO and supervisory personnel shall be at the sole discretion of the City’s Chief of Police. The Chief of Police may solicit input from the Lucia Mar Unified School District to assist in the selection of the SRO.

E. School District Responsibilities
The Lucia Mar Unified School District shall be responsible to provide to the SRO as follows:

1. Access to a climate controlled office with proper lighting and a landline telephone for general use.

2. A location for files and records that can be properly locked and secured.

3. A desk with drawers, chair, filing cabinet and basic office supplies.

4. Appropriate access to a Lucia Mar Unified School District computer and secretarial/administrative assistance when necessary.

5. Access to and encouragement of classroom participation.

6. The opportunity for the SRO to address school staff about the SRO program and its goals and objectives.

7. Seek input from the SRO regarding criminal justice issues related to the school environment.

8. Allow the SRO to wear and operate portable audio/video recording equipment (body worn camera) in accordance with Policy 451 of the Arroyo Grande PD CA Policy Manual.

9. Emergencies. In the event of emergencies, school officials or personnel shall first contact 911 before attempting to contact the SRO.

10. Lucia Mar Unified School District shall provide a district cell phone to the SRO assigned to Arroyo Grande High School.

F. Desired Outcome

1. To mutually provide for a safe and secure environment for all persons working, attending, or visiting the Lucia Mar Unified School District buildings and grounds within the City of Arroyo Grande.

2. To mutually develop· and maintain an active partnership between the Arroyo Grande Police Department and the Lucia Mar Unified School District to preserve a safe and secure educational environment.

3. To communicate and cooperate regarding law enforcement-related issues occurring within the boundaries of the Lucia Mar Unified School District campuses In the City of Arroyo Grande.

65501.00012\41327612.1
ATTACHMENT 1

4. When deemed reasonable· and appropriate, to mutually apply counseling, mentoring, and/or alternative resources to conflict resolution consistent with the policies and procedures of the Arroyo Grande Police Department and the Lucia Mar Unified. School District with the realization t􀋻at law enforcement processes are but one of the possible solutions available as an option for intervention.

5. To mutually participate in the educational process as a resource and as an advocate for the criminal justice system.

G. Information Sharing
Consistent with the basic tenants of the relationship between the school administration and the SRO described in this Memorandum of Understanding, open communication is essential to ensure program effectiveness. The SRO should exchange information with the school administration regarding students' involvement in criminal activity in and around the school.

This shall be limited to information that directly relates to and· contributes to the safety of the school environment. The SRO shall not make any official document, police report, or record available to the school administration or its staff that is not legally permissible nor shall the school administration or its staff make any official document, report or record available to the SRO that is not likewise legally permissible.

H. Supervision Responsibility & Chain of Command for the SRO As the employer of the SRO, the Arroyo Grande Police Department shall maintain primary supervision of the SRO and the SRO shall follow the chain of command set forth in the Arroyo Grande Police Department Manual. The SRO will work with the school administration to determine the most reasonable and effective use of the SRO's time and expertise but shall not be subject to the supervision or direction by the Lucia Mar Unified School District, its officers, agents or employees. Scheduling needs outside of regularly scheduled school hours involving investigations, school-related activities and/or school-related functions shall be coordinated between the Lucia Mar Unified School District Superintendent or a designate chosen by the Superintendent, and the SRO's supervisor.

Evaluation of the SRO shall be conducted as a function of supervision consistent with· the Arroyo Grande Police Department's policies and procedures. The Superintendent of the Lucia Mar Unified School District, or his/her designee, shall have the opportunity to submit supplemental evaluations of the SRO related to the fulfillment of position responsibilities to the SRO supervisor. The SRO supervisor, as a part of the SRO's evaluation, shall consider any such supplemental evaluation.

65501.00012\41327612.1
ATTACHMENT 1
I. Decision-Making Authority Regarding Enforcement of Applicable Laws and Procedures by the SRO
The Arroyo Grande Police Department has policy and procedure in place managing chain of command, span of control, and resolution of conflicting orders. All chain of command issues involving the SRO shall be resolved through existing Police Department policy.

The SRO as a sworn police officer shall retain decision-making authority related to law enforcement issues, including, but not limited to, the use of body worn camera. Decisionmaking authority related to school policy, procedures, and practices shall be retained by the school administration and staff. Inconsistencies and/or conflicts between Police Department policy and Lucia Mar Unified School District policy shall be resolved through mutual cooperation and alterations or amendments to this Memorandum of Understanding.

J. Evaluation of the Program
Evaluation of the SRO program shall be conducted informally at the end of the first school semester. A formal annual program review/evaluation shall be conducted within 30 days of the end of each school year.

Evaluation of the SRO program shall be conducted as a cooperative effort between the Arroyo Grande Police Department and the Lucia Mar Unified School District.

K. Commitment to School Resource Officer Retention
Both the· Arroyo Grande Police Department and the Lucia Mar Unified School District are committed to the philosophy and interaction of a SRO within the school system. The SRO functions as a pro-active Community Policing and Problem-Solving resource for the Arroyo Grande Police Department as an integrated and intensively interactive police .resource with Lucia Mar Unified School District students, staff, and administration. Therefore, understanding 'that the SRO is mutually beneficial to the duties, responsibilities, and organizational goals of both parties to this agreement, a plan to retain this position will be considered on an annual basis by the Lucia Mar Unified School District, the School Board and the Arroyo Grande Police Department through cooperative funding arrangements proposed by the parties at that time.

L. Funding Plan
The Arroyo Grande Police Department and the Lucia Mar Unified School District will individually budget, through local municipal and district funding sources, for operational expenses necessary to comply with this agreement to fully fund the SRO position. The calendar year effected by this Memorandum of Understanding shall be immediately sequential to the school year end date to ensure that the SRO position will not be terminated within a school year.

65501.00012\41327612.1
ATTACHMENT 1
The Lucia Mar Unified School District shall be responsible for fifty percent (50%) of the cost of the salary and benefits associated with the actual officer assigned to the SRO position.

Such cost shall include salary; retirement; Social Security; medical, dental and vision insurance; Workers' Compensation; uniform allowance; life insurance, employee assistance plan, bilingual, and educational incentive pay, if applicable; and all additional costs that are or may become applicable for the assigned SRO due to the existing Memorandum of Understanding between the City of Arroyo Grande and the Arroyo Grande Police Officers Association, changes that may be negotiated in the Memorandum of Understanding between the City of Arroyo Grande and the Arroyo Grande Police Officers Association or a change in the assigned SRO during the term of this Memorandum of Understanding between the Lucia Mar Unified School District and the Arroyo Grande Police Department. The Arroyo Grande Police Department shall be responsible for the remaining fifty percent (50%) of those same costs.

The Lucia Mar Unified School District shall transmit one-half (1/2) of its share of the program costs in one payment to the City of Arroyo Grande invoiced in September of the annual term of the Memorandum of Understanding and the remaining one-half (1/2) of its share of the program costs in another payment to the City of Arroyo Grande invoiced in February of the annual term of the Memorandum of Understanding. Both payments shall be due in full no later than 30 days after invoice.

The SRO may accrue overtime when present at certain school events, including, but not limited to, home football games, Winter Formal Dance, and Prom. If the presence of the SRO at a school-related special event outside normal school hours is reasonably appropriate, the SRO should make reasonable efforts to adjust his/her work schedule to eliminate any potential overtime expense associated with the special event. The Arroyo Grande Police Department cannot guarantee that a schedule modification will eliminate a need for the SRO to accrue overtime hours, and the Arroyo Grande Police Department will prioritize safety at school functions in all cases.

M. Termination
This Memorandum of Understanding may be terminated without cause either by the Arroyo Grande Police Department or the Lucia Mar Unified School District upon ninety (90) days written notice. Upon termination, any funds provided the Lucia Mar Unified School District shall be pro-rated and returned as appropriate to the Lucia Mar Unified School District.

N. Indemnity

1. Arroyo Grande Police Department agrees to defend, indemnify and hold Lucia Mar Unified School District, its officers, employees, agents and volunteers harmless from and against any and all liability, loss, expense (including reasonable attorneys' fees) or claims for injury or damages arising out of the performance of this Memorandum of Understanding but only in proportion to and to the extent such liability, loss, expense, attorneys' fees, or claims for injury or damages are caused by or result from the negligent or intentional acts, omissions

65501.00012\41327612.1
ATTACHMENT 1
or misconduct of Arroyo Grande Police Department, its officers, employees, agents or volunteers.

2. Lucia Mar Unified School District agrees to defend, indemnify and hold Arroyo Grande Police Department, its officers, employees, agents and volunteers harmless from and against any and all liability, loss, expense (including reasonable attorneys' fees) or claims for injury or damages arising out of the performance of this Memorandum of Understanding but only in proportion to and to the extent such liability, loss, expense, attorney's fees, or claims for injury or damages are caused by or result from the negligent or intentional acts, omissions or misconduct of Lucia Mar Unified School District, its officers, employees, agents or volunteers.

O. Term
The term of this Memorandum of Understanding shall be for one year from the effective date, which shall be ___July 1, 2023____.

P. Cost
The total cost of this Agreement shall be $80,200, except that the Lucia Mar Unified School District shall incur additional costs for overtime work of the SRO at the rates set forth in the attached exhibit “A.”
Q. Miscellaneous

1. Entire Agreement. This Memorandum of Understanding contains the entire agreement between the Arroyo Grande Police Department and the Lucia Mar Unified School District related to the SRO positions. Amendments to this Memorandum of Understanding may be made only in writing and signed by all parties to the Memorandum of Understanding.

2. Severability. If any provision of this Memorandum of Understanding is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way.

3. Waiver. Any waiver by the Arroyo Grande Police Department of any breach of any one or more of the terms of this Memorandum of Understanding shall not be construed to be a waiver of any subsequent or other breach of the same or of any other term thereof. Failure on the part of Arroyo Grande Police Department to require exact, full, and complete compliance with any term of this Memorandum of Understanding shall not be construed in any manner as changing the terms hereof or stopping the Arroyo Grande Police Department from enforcement hereof.

4. Authority. The Parties each warrant and represent to the other that they have the full legal authority to enter into this Memorandum of Understanding.

65501.00012\41327612.1
ATTACHMENT 1
Arroyo Grande Police Department Lucia Mar Unified School District Representative Representative
Name: _____________________ Name: _____________________ Title: _______________________ Title: _______________________ Date: _______________________ Date: _______________________ Signature: ___________________ Signature: _____________________ LMUSD Board Approved:___________

65501.00012\41327612.1
ATTACHMENT 1

EXHIBIT A
Total cost of Arroyo Grande Police Department and Lucia Mar Unified School District SRO: $160,400 – this amount split 50/50 means that each party shall be responsible for $80,200.

Overtime will be calculated as follows:

Position Annual Rate Hourly Rate Overtime Rate
School Resource Officer 160,400 77.12 115.67 Page 281 of 699 The Standards and Best
Practices presented here are
separated into two
classifications: Mandatory (M)
and Recommended (R) to
identify the importance of
each Standard and Best
Practice.

Mo Canady
NASRO Executive Director
 : [email protected]
 : (205) 739-6060
© 2018 BY THE NATIONAL ASSOCIATION OF
SCHOOL RESOURCE OFFICERS, INC.,
(NASRO). ALL RIGHTS RESERVED. THIS

DOCUMENT MAY NOT BE REPRODUCED OR

DISTRIBUTED IN ANY FORM OR BY ANY

MEANS WITHOUT THE EXPRESSED WRITTEN
PERMISSION OF NASRO.

ATTACHMENT 2

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 2 Forward

1.0 PURPOSE OF THE STANDARDS

1.1 General
This publication represents a standard for domestic and international agencies and departments. This Standards and Best Practices for the School Resource Officer Programs was developed and is maintained by the National Association of School Resource Officers, Inc., (NASRO) a section 501(c)(3) IRC membership association established pursuant to Chapter 617 of the laws of the State of Florida.

1.2 Applicability
This document contains professional standards and recommended best practices for law enforcement agencies both within and outside of the United States, regardless of size or level of government (federal/national, state/provincial or local).

NASRO has adopted this Standards and Best Practices for the School Resource Officer Programs and supports the need for the standards to be used as a guide for new and existing SRO units and for the best practices to be reviewed and adopted by all law enforcement, school safety agencies and school boards, as recommended.

NASRO has adopted these standards and best practices as the bases for future law enforcement certification or accreditation and supports the need for the standards to be used as a guide for all SRO law enforcement administrations and operations.

1.3 Intent
These standards and best practices are intended to provide a foundation of safe operating practices in the performance of the unit’s mission and were formulated based on what has been identified as the two highest priorities of school-based law enforcement programs:

1. Safety first in all aspects of the operation.

2. Provide excellence in SRO services in support of the agency’s mission.

1.4 Scope
The scope of this document is intended to encompass all aspects of SRO law enforcement and has been divided in four (4) major sections: Administration, Selection, Training and Collaboration. The subsections are intended to encompass the primary aspects of SRO law enforcement unit administration and operations.

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 3 2.0 THE MAJOR BENEFITS OF ADOPTING THESE STANDARDS
Agencies are strongly encouraged to adopt and implement the standards and best practices outlined in this publication. They have been designed as industry standards intended to foster a universal application of best practices throughout the SRO law enforcement community. Although adoption and implementation of these standards and best practices is strictly voluntary, agencies that choose to adhere to them set themselves apart from others, becoming exemplars of SRO safety and operational excellence.

2.1 Safe, Effective and Cost-Efficient SRO Law Enforcement Operations Compliance with these standards and best practices provides agencies with a foundation upon which a culture of safe operating practices may be formulated and establishes a mark of excellence to further develop and enhance the SRO unit’s professionalism, efficiency, and overall effectiveness.

2.2 Greater Accountability with the Agency
These standards and best practices provide the respective agency chief, sheriff, or department head sound training principles, personnel qualification requirements, clearly defined lines of authority, and examples of accepted industry standards that support informed decision-making and resource allocation.

2.3 Controlled Liability Insurance Costs
Compliance with these standards and best practices may allow for agencies to more easily purchase SRO law enforcement and liability insurance, increase the limit of their insurance coverage, and, in many cases, lower their insurance premiums and/or gain other financial incentives.

2.4 Stronger Support from Government Officials and the Community By complying with these standards and best practices, agencies establish credibility as professional operations, which provide safe, cost-effective, and essential SRO support to law enforcement operations in a variety of missions.

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 4 TABLE OF CONTENTS
Section Page
Section 1 Administration 5-8

01.01.00 Definition 5

01.01.02 Purpose 5

01.01.03 Knowledge and Support 5

01.01.04 Memorandum of Understanding 6-8
Section 2 Selection 9-10

02.01.00 Selection Process 9

02.01.02 Experience 9

02.01.03 Number of SROs Selected 9

02.01.04 School Climate 10

02.01.05 Willingness in Developing Youth 10

02.01.06 Communication Skills 10

02.01.07 Probationary Period 10
Section 3 Training 11-13

03.01.00 Training Standards 11

03.01.01 Importance 11

03.02.01 Basic SRO Course 12

03.02.02 The TRIAD Approach 12

03.02.03 School Administration Policies & Procedures 12

03.03.00 Advanced SRO Course 13

03.04.00 Single Officer Rapid Deployment 13
Section 4 Collaboration 14-15

04.01.01 Definition 14

04.01.02 Defining Role of School Admin. and the SRO 14

04.01.03 The Administration’s Role in SRO Selection 15

04.01.04 The Administration’s Role in SRO Evaluation 15

04.01.05 The Administration’s Role during the SRO
Probationary Period
15 Limitation of Liability
The National Association of School Resources Officers, Inc., makes no warranty, expressed or implied, for the benefit of any person or entity with regard to any aspect of the standards and best practices contained herein. These standards were adopted for the sole purpose of developing best practices by law enforcement agencies, SRO units or division, school safety organizations, and school boards throughout the U.S., and various foreign countries to obtain and maintain certification, there being no intended third-party beneficiaries hereof, expressed or implied.

Nothing herein shall be construed so as to create any right, use, property interest, or entitlement on the part of any applicant agency or third party. These standards shall in no way be construed to be an individual act of any director, employee, agency, member, individual, or a legal entity associated with NASRO or otherwise be construed so as to create any liability in an individual or official capacity on the part of any NASRO, director, employee, agency, member, individual, or legal entity associated with NASRO.

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 5 SECTION ONE | ADMINISTRATION

01.01.00 Administrative Standards Compliance

01.01.01 Definition
A school resource officer (SRO) is a full-time law
enforcement officer with sworn law enforcement authority, trained in school-based policing and crisis response,
assigned by the employing law enforcement agency to work with the school using community-oriented policing
concepts.
(M)

01.01.02 Purpose
The purpose of a successful SRO program is to “bridge
the gap” between law enforcement and youth. This purpose is best accomplished by using the TRIAD model: Law
Enforcement (LEO), Teacher (Guest Speaker), and
Informal Counselor (Mentor). Each element of the TRIAD
will be further explained throughout this document.
(R)

01.01.03 Knowledge and Support from Agency Administration For the SRO program to be successful, the law
enforcement agency head and the superintendent of the
school district must understand and fully support the SRO program, including an understanding of the standards and best practices put forth in this document.
(M)

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 6 01.01.04 Memorandum of Understanding
A Memorandum of Understanding (MOU) or a similar
contractual document should be established between the operating law enforcement agency and the school district. This document will assist in developing program goals and evaluating the program to assess the success in meeting identified goals.

Example MOU topics include but are not limited to:
 Defining the roles and responsibilities of formal school discipline (M)
o SROs should not be administering formal school
discipline such as detentions, suspensions, or
expulsions. These decisions are the sole
responsibility of the school personnel.
 SROs act in accordance with the recommended TRIAD
roles (R)
o As a law enforcement officer, the SRO shall abide by
federal, state, and local laws.
o As an informal counselor/mentor, the SRO may
address school violations in an effort to positively
impact student behavior and character and may
refer students to school personnel as necessary.
o As a teacher/classroom presenter, the SRO may
address school-related education law to positively
impact student behavior and character to mitigate
more serious behaviors.
 Defining roles and expectations pertaining to decision to arrest (M)
o According to federal law, the responsibility and
decision to arrest lies solely with the SRO, respective to state law, local ordinances, and the SRO’s
departmental standard operating procedures or
standing order.
o The SRO’s continual collaboration with school
personnel and his or her understanding of each
student’s needs may impact the decision to arrest
but the responsibility is that of the SRO alone.
 Chain of Command (M)
o The SRO shall abide by the law enforcement
agency’s policies pertaining to the chain of
command.

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 7  Uniform Use (M)
o SROs must be clearly identified as law enforcement.

The uniform apparel and law enforcement
equipment shall be defined by the agency policy. If a
“soft” uniform is agreed upon, the uniform should not
detract from clearly identifying the SRO as law
enforcement.
 Weapons Storage (M)
o Normal duty gear is to be defined by the SRO’s
agency policies.
o In the event additional weapons or gear is to be
utilized, the storage of these items shall be defined
by the law enforcement agency
 Use of Less Lethal Tools (R)
o The SRO should abide by agency policies pertaining
to the use of less lethal devices.
o If there is a desired deviation from the policies, the cost, storage, and use must be agreed upon.
 Sharing of Information (M)
o SROs and school personnel shall share
information in accordance with their respective
state laws.
o Access and use of school camera footage, bodyworn cameras, student database information, and any other information sharing practices should be
defined by the MOU.
 Documentation and Reporting Requirements (M)
o The SRO shall be under the immediate
supervision and direction of his or her law
enforcement agency.
o The agency policies shall identify the
documentation and reporting procedures to be
used.
o Any documentation requested by the school
personnel shall be addressed by the MOU or
similar contractual document.
 Expenses (M)
o The salary (including overtime), benefits, and
equipment costs should be established in the MOU
and/or in an agreed upon contract between the law
enforcement agency and the school district.

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 8  Office Space and Office Supplies (R)
o A clearly defined location should be established for
the SRO to conduct school and law enforcement
business.
o Due to the nature of law enforcement related to
juveniles, a dedicated location with a closable door
should be available.
o Access to office supplies such as paper, a printer,
computer, etc. should be addressed in the MOU.
 Hours on Campus (M)
o Clearly defined expectations of the hours the SRO
shall spend on campus should be agreed upon by
the operating law enforcement agency and the
school district.
o Due to the nature of law enforcement, there may be
a need for the SRO to be out of the building(s) for a
period of time.
o This should be understood and agreed upon by all
parties involved.
 Day-to-Day Duties (M)
o As formerly described, the SRO shall utilize the
TRIAD model: Law Enforcement (LEO), Teacher
(Guest Speaker) and Informal Counselor (Mentor).
o Quality law enforcement practices should be
assumed and agreed upon.
o The SRO should not be assigned to specific
locations or duties on a daily basis, but rather be
available to assist teachers, administrators, and
students when requested and as consistent with
their roles as a law enforcement officer, informal
counselor/mentor, and teacher/classroom presenter.
o The expectations of the SRO’s daily duties must be
agreed upon by the law enforcement agency and the
school district.
 Extracurricular Activities (R)
o There is a demonstrated benefit to the SRO’s
involvement in extracurricular activities.
o Expectations of attendance and compensation
should be agreed upon by the law enforcement
agency and the school district.

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 9 SECTION TWO | SELECTION

02.01.00 The SRO Selection Process Compliance

02.01.01 The SRO Selection Process
 There shall be a clearly defined process of selection for the SRO to be employed.
 This selection process shall be agreed upon
between the agency and the school administration.
 The school administration shall be involved in the
selection process, including but not limited to, the
interviews of SRO candidates.
(M)

02.01.02 Experience
 It is recommended that the officer selected have at
least three (3) years of law enforcement experience.
 This level of experience will help the officer obtain credibility among the school faculty, students, and
parents.
 This level of experience will also allow the SRO to
have a greater understanding of the local agency’s
policies and procedures.
(R)

02.01.03 Number of SROs Selected
 It is recommended that each school have at least
one (1) SRO on campus.
 It is recommended that the determination of the
number of SROs needed for each school be based
on but not limited to:
o School enrollment
o Discipline history
o Number of campus buildings
o Campus acreage
o Calls for service
o Location in the community
o Number of non-sworn safety personnel in the
building
(R)

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 10 02.01.04 School Climate
 Several factors pertaining to school climate should
be considered when considering the best SRO fit:
o Student enrollment
o School discipline history
o Cultural and minority representation
o Special Education programs
o English as a Second Language programs
(R)

02.01.05 Willingness in Developing Youth
 Effective SROs have a willingness to engage with
youth.
 This can be demonstrated in the candidate’s
previous participation in youth or community policing
programs.
(M)

02.01.06 Communication Skills
 Must have excellent verbal and written
communication skills.
(M)

02.01.07 Probationary Period
 The selected SRO should have a probationary
period agreed upon by the operating law
enforcement agency and the school district to allow
all parties to best determine if the selected officer is a proper fit for the school community.
(R)

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 11 SECTION THREE | TRAINING

03.01.00 Training Standards Compliance

03.01.01 Importance
 The SRO must be specially trained in school-based
policing, as the duties and responsibilities of an SRO
are inherently different than that of other law
enforcement specialties.
 At a minimum, the SRO should attend annual
training related to school safety topics. These topics
may include, but are not limited to:
o Crisis Planning
o Active Threat Response
o Adolescent Mental Health
 Such trainings enhance and maintain the relevancy
of the SRO’s skill set.
 It is recommended that a school administrator also
attend with his or her SRO to support ongoing
collaboration.
 Some opportunities for these training programs
include SRO conferences such those offered by the
National Association of School Resource Officers
and its affiliated state associations.
(M)

03.02.00 The Basic SRO Training Course Compliance

03.02.01 Basic SRO Course
 The SRO should complete a foundational schoolbased policing course, such as the NASRO Basic SRO Course, prior to being assigned.
 If it is not practical for the new SRO to complete a
foundational school-based policing course prior to
the assignment, the new SRO shall complete a
foundational school-based policing course within one
(1) year of beginning the assignment.
(M)

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 12 03.02.02 The TRIAD Approach
 SROs must be trained to utilize a TRIAD approach to
school-based policing.
 This concept includes understanding and applying
the principles of each TRIAD component: Law
Enforcement (LEO), Teacher (Guest Speaker) and
Informal Counselor (Mentor).
 The specifics of each component include but are not
limited to:
o To be an effective law enforcement officer
(LEO) in a school environment, the SRO
should have a working knowledge of:
 Constitutional and state law
 Armed response
 Crime prevention and mitigation
 Interview and interrogation
 Investigations
 Crime Prevention Through
Environmental School Design
 Patrol operations (high visibility)
 Advocacy within the juvenile justice
system
 Mandatory reporting
o To be an effective teacher/guest speaker, the
SRO should be capable of delivering lawrelated education lessons on topics such as:
 Crime prevention
 Social media
 School safety
 Victimization
 Laws pertaining to students
 Safe traffic stops
 Driver safety
 Decision making
 Other topics requested by staff/parents
o To be an effective informal counselor/mentor,
the SRO should be properly trained in:
 Mentoring
 Crime prevention
 Empowering youth
 Resiliency and overall wellness
 Adolescent brain development
 Social and emotional development
 Recognizing and supporting diversity
 Improving youth decision-making skills
 Trauma-informed practices
(M)

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 13 03.02.03 School Administration Policies & Procedures  Additional school-related training topics in support of an effective SRO program should be ongoing.
 Examples of these include but are not limited to:
o Structure of the school’s discipline policy.
o Family Educational Rights and Privacy Act
(FERPA) and other school-related law issues.
o Working with special needs students and the
special education department within the
school.
o A school-utilized behavioral intervention
program.
(R)

03.03.00 The Advanced SRO Training Course Compliance

03.03.01 Advanced SRO Course
 It is recommended that the SRO successfully
complete an advanced level school-based policing
course approximately one (1) year after successful
completion of the basic foundational course.
 This course will build on and further expand the
SRO’s foundational knowledge and skills.
(R)

03.04.00 Single Officer Rapid Deployment Training Compliance

03.04.01 Single Officer Rapid Deployment Training
 The SRO should successfully complete bi-annual
training for single officer rapid deployment.
 This training should provide appropriate methods for
the SRO to be able to respond to active assailants or
threats in the school.
(R)

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 14 SECTION FOUR | COLLABORATION

04.01.00 Collaboration Between Law Enforcement and
the School Community Compliance

04.01.01 Definition
 A successful SRO program must have a strong
collaboration between the law enforcement agency
and the school community.
 Although various elements of the job are defined by
each party, it is important that these elements are
clearly defined and communicated.
(M)

04.01.02 Defining Roles of the School Administrator and the SRO  It is recommended that each party establish the role
of the school administrator and the SRO in this
partnership to ensure that all district policies,
department policies, local laws, state laws, and
federal laws are followed.
 It is recommended that a school administrator who
will be partnering with the SRO also complete Basic
and other school-based policing courses with the
SRO.
o This strengthens the collaboration and the
understanding of this partnership in support
of an effective SRO program.
 Effective partnerships can be supported through but
are not limited to the following methods:
o The MOU and its annual review for program
improvements and updates.
o Shared trainings to best understand school
and law practices, policies and programs.
o Regular meetings to review existing and
potential school-related issues.
o Teachers correctly following the school’s
chain of command and the SRO correctly
following agency’s chain of command.
o Established sharing of information on policies
and procedures.
o Regular review of CPTED at the school.
o Crisis management planning and practice.
o Community education in school-related law
concerns of parents.
(R)

© 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 15 04.01.03 The Administration’s Role in SRO Selection
 The selection process of the SRO must include both
the law enforcement agency and the school
administration.
 Factors of selection should include, but are not
limited to:
o School enrollment
o Discipline history
o Number of campus buildings
o Campus acreage
o Calls for service
o Location in the community
o Number of non-sworn safety personnel in the
building

04.01.04 The Administration’s Role in SRO Evaluation
 The effectiveness of the individual SRO must be
based on the established performance goals agreed
upon by the law enforcement agency and the school
district.
 An evaluation tool specific to the position of the SRO must be developed and utilized.
o This will include evaluating the relationship
between the SRO and the school
administration and the effectiveness of the
SRO related to the training and expectations.
o This tool should include language specific to
the law enforcement agency’s expectations
as well as the school district’s expectations.
(M)

04.01.05 The Administration’s Role During the SRO
Probationary Period
 The school administration shall participate in the
probationary review of the selected SRO as agreed
upon by the agency and the school district to allow
all parties to best determine if the selected officer is a proper fit for the school community.
(M)

Item 9.i.

MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director BY: Shane Taylor, Utilities Manager
SUBJECT: May 2023 Monthly Water Supply and Demand Update DATE: June 27, 2023
SUMMARY OF ACTION:

The update reports the City’s total water supply and demand for May 2023. Current Lopez Reservoir level and projected levels are provided in the attachments.

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

Approximately two (2) hours of staff time is required to prepare the report.

RECOMMENDATION:

Receive and file the Monthly Water Supply and Demand Update.

BACKGROUND:

On March 28, 2023, the City Council adopted a Resolution rescinding the declaration of a Stage 1 Water Shortage Emergency and related water shortage restrictions and penalties.

The City of Arroyo Grande’s water entitlements are calculated on a water year that begins April 1st. The current water supply for water year 2023/2024 includes 2,290 Acre Feet from Lopez Reservoir, 1,323 Acre Feet of groundwater entitlement from the Santa Maria River Groundwater Basin, and 160 Acre Feet from the City’s wells that draw from the Pismo formation.

The predicted water use for 2023/2024 water year is 2,200 Acre Feet.

In May 2023, the City’s water use was 171.4 Acre Feet with a per capita use of 100 gallons per day/per person. The residential capita use was 77 gallons per day/per person. There was a total of 0.5 inches of rainfall in the City in May 2023.

Item 9.i.

City Council
May 2023 Monthly Water Supply and Demand Update
June 27, 2023

ANALYSIS OF ISSUES:

The United States Drought Monitor, as of June 14, 2023, shows San Luis Obispo County not in a drought. Rainfall to date for the period of July 1, 2022, through June 14, 2023, is

30.63 inches at the Corporation Yard rain gauge. Lopez Lake as of June 14, 2022, is at 100.1% capacity, or 49,425 Acre Feet.

The 2022/2023 water year ended on March 31, 2023. Lopez Lake began a continuous spill on March 23, 2023, and is still spilling as of June 14, 2023. As of May 31, 2023, 14,284 Acre Feet has spilled from Lopez Lake. Arroyo Grande lost 775 Acre Feet of stored water. An additional 655 Acre Feet of unused entitlement was also lost and all unused downstream release water that was previously declared surplus was also lost to the spill. All District stored water including stored State water was lost.

During a spill, all deliveries are waived and not charged towards contract entitlement.

The deep well index for the second quarter of 2023 was completed on April 11, 2023, and is 12.23 feet above sea level, which is 4.73 feet above the threshold value. The current deep well index is 1.65 feet higher than February 2023 and 4.25 feet higher than April 2022.

ALTERNATIVES:

The following alternatives are provided for Council’s consideration.

1. Receive and file the report, or

2. Provide other directions to staff.

ADVANTAGES:

The report provides the City Council and the public with the current and projected conditions of our water supply and demand.

DISADVANTAGES:

No disadvantages noted at this time.

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.

Item 9.i.

City Council
May 2023 Monthly Water Supply and Demand Update
June 27, 2023

Attachments:

1. Lopez Monthly Operations Report for May 2023

2. Lopez Reservoir Storage Projection

3. Monthly Water Use Comparison

4. Monthly Monitoring Report for May 2023

185.6
171.4
111
100
0 20406080
100120140160180200
May‐22 May‐23
Monthly Water Use Comparison
Acre Feet Usage (gpcd)
ATTACHMENT 3

Item 10.a.

MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Director of Public Works BY: Shane Taylor, Utilities Manager
SUBJECT: Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan
DATE: June 27, 2023
SUMMARY OF ACTION:

Adoption of the Urban Water Management Plan (UWMP) and the Water Shortage Contingency Plan (WSCP).

IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:

Urban water suppliers are required by the State of California to adopt and submit an UWMP and a WSCP to the Department of Water Resources (DWR) to be eligible to receive drought assistance or financial assistance from the DWR. The City of Arroyo Grande (City) secured the services of Water Systems Consulting, Inc., at a cost of $47,755, to prepare these State mandated plans.

Approximately 40 hours of staff time was required to assist with the preparation of the UWMP and WSCP. No or minimal future staff time is projected.

RECOMMENDATION:
1) Conduct a public hearing to receive input on the 2022 Urban Water Management Plan and Water Shortage Contingency Plan; 2) Adopt a Resolution approving the 2022 Urban Water Management Plan and authorizing the City Manager or their designee to file the updated UWMP to the Department of Water Resources; 3) Adopt a Resolution approving the 2022 Water Shortage Contingency Plan and authorizing the City Manager or their designee to file the updated WSCP to the Department of Water Resources; and 4) Make findings that adoption the Urban Water Management Plan and Water Shortage Contingency Plan is exempt from the California Environmental Quality Act (“CEQA”) in accordance with section 10652 of the California Water Code.

Item 10.a.

City Council
Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan June 27, 2023

BACKGROUND:

The California Water Code (CWC) requires urban water suppliers servicing 3,000 or more connections or supplying more than 3,000 acre-feet (AF) of water annually, to prepare and adopt an UWMP and a WSCP for submission to DWR. The UWMP and WSCP, which are required to be filed in five-year cycles, must satisfy the requirements of the Urban Water Management Planning Act (UWMP Act) of 1983 including amendments that have been made to the UWMP Act and other applicable regulations. The City last updated the UWMP, which included a WSCP, in 2017.

The purpose of the UWMP is for water suppliers to evaluate their long-term resource planning and establish management measures to ensure adequate water supplies are available to meet existing and future demands. The UWMP provides a framework to help water suppliers maintain efficient use of urban water supplies, continue to promote conservation programs and policies, ensure that sufficient water supplies are available for future beneficial use, and provide a mechanism for response during drought conditions or other water supply shortages.

CWC Section 10632 also includes updated requirements for suppliers to prepare and adopt a standalone WSCP. The WSCP documents a supplier’s plans to manage and mitigate a water shortage condition should one occur because of drought, Statemandated conservation, or other impacts on water supplies. In prior UWMP cycles, the WSCP was part of the UWMP. For this planning cycle, the WSCP is a standalone document that can be updated independently of the UWMP, but it must be referenced in and attached to the UWMP. An overview of the WSCP is described in the body of the UWMP and the standalone WSCP is attached as Appendix D of the UWMP.

ANALYSIS OF ISSUES:

The City’s UWMP and WSCP contain information about existing and future water use, water supply, water reliability in drought conditions, conservation programs, and plans for water shortage management and mitigation. The water use section focuses on past, current, and projected water use through the year 2045. The water supply and reliability sections focus on ground water, surface water, recycled water, supplemental water, and supply projections to meet demand through the year 2045 including during conditions of a single-dry year and five consecutive dry years. The Demand Management Measures (DMM) section focuses on the City’s adherence to seven water conservation DMMs required by DWR and additional programs to address long-term water use efficiency and reliability. The WSCP assesses and describes plans to manage and mitigate short-term water shortage conditions as enabled by the City’s Municipal Code. The UWMP and WSCP include all information necessary to meet the requirements of the UWMP Act and were prepared as recommended by DWR’s UWMP Guidebook.

While the UWMP and WSCP were supposed to be submitted to DWR by July 1, 2021, there is no penalty for submitting the plans after July 1, 2021; however, complete plans

Item 10.a.

City Council
Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan June 27, 2023

are required when signing any water grant or loan agreement administered by DWR, and may also be required in order to be eligible for other State funding, depending on the conditions that are specified in the funding guidelines. Since execution of State funding agreements has not been imminent after July 1, 2021, the UWMP and WSCP have not been submitted to DWR in favor of delaying submittal to capture evolving critical information and interrelated water resources management initiatives that have been resolved after the recommended submittal deadline as described below.

Critical New Information incorporated in UWMP and WSCP include the following:

1. Drought conditions and historically low Lopez Reservoir levels and entitlement reductions as recently as December 2022 were followed by the reservoir spilling for the first time in 25 years;

2. Updated entitlement storage provisions included as part of the County of San Luis Obispo Flood Control and Water Conservation District (District) Lopez Water Project Contract Changes completed in 2022;

3. Ongoing updates for the 2002 Management Agreement for the Santa Maria River Valley Groundwater Basin, including provisions for “developed water” available from Central Coast Blue;

4. Central Coast Blue development and supply availability estimates;

5. Ongoing dynamic groundwater levels and production in response to available supply;

6. Supplemental supply options development and consideration with the County and neighboring agencies coordinated in 2021 and 2022 and summarized in the 2021 Water Supply Alternatives Study Update
(https://www.arroyogrande.org/documentcenter/view/10452) presented to the City Council on November 23, 2021; and

7. Ongoing impacts of State water use efficiency regulations currently under development and significant conservation by the City’s customers.

In addition to including critical new water resources information, the UWMP and WSCP address 10 key new requirements enacted since previous plans were adopted in 2017, including the following:

New UWMP Requirements Addressed:

1. Land use is incorporated in demand projections by aligning population projections with the City’s General Plan and updated Housing Element;

2. Water savings estimates from relevant codes and standards are included in demand projections;

3. Water loss audit reports completed by the City and approved by the State are described and included in demands;

4. The long-term forecast for each water supply source considered climate change;

Item 10.a.

City Council
Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan June 27, 2023

5. Supply reliability projections through 2045 assess conditions during cycles of five consecutive dry years and include a detailed 5-Year Drought Risk Assessment (DRA).;

6. Lay person’s descriptions are included at the beginning of each section;

7. An estimate of energy use for water production is included; and

8. Sustainable Groundwater Management Act (SGMA) impacts and alternative compliance are described in relation to groundwater adjudication and management.

New WSCP Requirements addressed include:

9. A standalone WSCP with new prescribed elements is provided as Appendix D of the UWMP, including the following updates to the previous WSCP:
a. Alignment with State’s prescribed shortage levels/stages; b. Adaptive management strategy now considers holistic view of all supplies available to meet levels of service for each shortage level in alignment with other local agencies while still providing flexibility for the City’s specific conditions;
i. Lopez and updated groundwater level triggers are factored in based on hydrogeologist recommendations, but they are no longer the main shortage level determination criteria and are combined with assessing the availability of other stored and supplemental supplies.

Figure 1 shows the City’s water shortage levels aligned with the State’s levels (per item “9.a” above) and proposed shortage level criteria (see item “9.b” above). Existing Municipal Code criteria in Figure 1 are shown in regular text and proposed updates are shown in underlined text.

10.Seismic risk assessment and mitigation plans required by America’s Water Infrastructure Act (AWIA) are described in the WSCP identifying plans for longterm resilience of the City’s infrastructure.

It is important to note that if the WSCP is adopted, it provides guidelines for how the City intends to assess and manage shortages using proposed criteria described in item “9.b” above and in Figure 1 below. In order to implement any changes, the City’s Municipal Code would need to need to be updated based on the WSCP or as otherwise deemed appropriate.

Item 10.a.

City Council
Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan June 27, 2023

Figure 1. WSCP Shortage Levels and Proposed Triggering Criteria ALTERNATIVES:

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

1. Adopt a Resolution approving the Urban Water Management and the Water Shortage Contingency Plan;

2. Modify as appropriate and adopt the Resolution, approving the UWMP and WSCP;

3. Provide direction to staff to modify the UWMP and/or WSCP and return with the revised plans and resolutions for proposed adoption at a future meeting;

4. Do not approve staff’s recommendation; or

5. Provide other direction to staff.

ADVANTAGES:

The UWMP is a valuable planning tool used for multiple purposes including:
 Meets a statutory requirement of the California Water Code and eligibility for State funding and assistance
 Serves as a valuable resource to the community and other interested parties regarding water supply and demand, conservation, water reliability and shortage planning and mitigation, and other water related information  Provides a key source of information for Water Supply Assessments (WSAs) and Written Verifications of Water Supply related as required by CEQA

Item 10.a.

City Council
Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan June 27, 2023

 Supports regional long-range planning documents including City and County General Plans
 Provides a standardized methodology for water utilities to assess their water resource needs and availability, especially for shared local water resources  Serves as a critical component of developing Integrated Regional Water Management Plans (IRWMPs)
 Provides a resource for regional involvement in the California Water Plan.

DISADVANTAGES:

No disadvantages have been identified.

ENVIRONMENTAL REVIEW:

The project is statutorily exempt from CEQA pursuant to California Water Code Section 10652 because CEQA does not apply to the preparation and adoption of an UWMP or WSCP or to the implementation of actions taken pursuant to Section 10632.

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.

The City sent letters of notification of preparation of the 2022 UWMP and WSCP to the County of San Luis Obispo 60 days prior to the public hearing as required by CWC Section 10621(b). Letters were also sent to nearby agencies.

Per Government Code 6066, the City notified the public about the UWMP and WSCP public hearing and availability of plans for public review once a week for two successive weeks in advance of the public hearing meeting through publishing notices in the Tribune on June 16, 2023 and June 23, 2023.

A public hearing notification and availability of plans for review was also sent to the County on June 2, 2023.

The City also made the UWMP and WSCP available for public review on June 2, 2023 and maintained a copy of the documents in their office and on the City website prior to the public hearing for review:
(http://www.arroyogrande.org/DocumentCenter/View/11579/Draft-2022-Urban-WaterManagement-Plan?bidId=).

Attachments:

1. Proposed Resolution

2. 2022 Urban Water Management Plan

3. Water Shortage Contingency Plan

ATTACHMENT 1
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF ARROYO GRANDE APPROVING THE 2022 URBAN

WATER MANAGEMENT PLAN AND THE WATER

SHORTAGE CONTINGENCY PLAN AND AUTHORIZING

THEIR SUBMITTAL TO THE DEPARTMENT OF WATER

RESOURCES
WHEREAS, The California Urban Water Management Planning Act, (Wat. Code §10610, et seq. (UWMPA)), mandates that every urban supplier of water providing water for municipal purposes to more than 3,000 customers or supplying more than 3,000-acre feet of water annually, prepare and adopt, in accordance with prescribed requirements, an Urban Water Management Plan (UWMP) and a Water Shortage Contingency Plan (WSCP); and
WHEREAS, the UWMPA specifies the requirements and procedures for adopting such WSCPs; and
WHEREAS, pursuant to recent amendments to the UWMPA, urban water suppliers are required to adopt and electronically submit their UWMPs and WSCPs to the California Department of Water Resources; and
WHEREAS, the City meets the definition of an urban water supplier for purposes of the UWMPA and is required to prepare and adopt an UWMP and a WSCP; and WHEREAS, the City has prepared an UWMP and a WSCP in accordance with the UWMPA, and in accordance with applicable legal requirements, has undertaken certain coordination, notice, public involvement, public comment, and other procedures in relation to its UWMP and WSCP; and
WHEREAS, §10652 of the California Water Code provides that the California Environmental Quality Act (Division 13 (commencing with §21000) of the Public Resources Code) (CEQA) does not apply to the preparation and adoption of a UWMP pr WSCP pursuant to California Water Code §10632.

WHEREAS, staff recommends approving the UWMP and WSCP and authorizing their submittal to the Department of Water Resources; and
NOW THEREFORE BE IT RESOLVED, the City Council of the City of Arroyo Grande hereby approves and adopts the 2022 Urban Water Management Plan and Water Shortage Contingency Plan as amended by changes incorporated by the City Council as a result of input received (if any) at the public hearing and authorizes submittal of the UWMP and WSCP to the Department of Water Resources.

RESOLUTION NO.

PAGE 2
On motion of Council Member___________, seconded by Council Member ________, and by the following roll call vote, to wit:

AYES:

NOES:

ABSENT:
the foregoing Resolution was passed and adopted this 27th day of June, 2023.

RESOLUTION NO.

PAGE 3

CAREN RAY RUSSOM, MAYOR
ATTEST:

JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:

WHITNEY McDONALD, CITY MANAGER
APPROVED AS TO FORM:

ISAAC ROSEN, CITY ATTORNEY

Draft 2022 Urban
Water
Management Plan
MAY 2023 CITY OF ARROYO GRANDE
ATTACHMENT 2

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CITY OF ARROYO GRANDE
Draft 2022 Urban Water
Management Plan
MAY 2023
Prepared by Water Systems Consulting, Inc

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Table of Contents
City of Arroyo Grande i
Draft 2022 Urban Water
Management Plan

TABLE OF CONTENTS

1.0 Introduction .................................................................................................... 1-1

1.1 Urban Water Management Plan Purpose ...................................................................... 1-2

1.2 UWMP Organization...................................................................................................... 1-3

1.3 UWMP in Relation to Other Efforts ................................................................................ 1-5

1.4 UWMPs and Grant or Loan Eligibility............................................................................. 1-5

2.0 Plan Preparation ............................................................................................ 2-1

2.1 Basis for Preparing a Plan ............................................................................................. 2-2

2.2 Coordination and Outreach............................................................................................ 2-3

3.0 System Description ........................................................................................ 3-1

3.1 General Description....................................................................................................... 3-2

3.2 Service Area Climate..................................................................................................... 3-5

3.3 Service Area Population and Demographics.................................................................. 3-6

3.4 Land Uses within Service Area ...................................................................................... 3-7

4.0 Water Use Characterization ........................................................................... 4-1

4.1 Past, Current, and Projected Water Use by Sector ........................................................ 4-2

4.1.1 Past and Current Water Use ................................................................................... 4-2

4.1.2 Distribution System Losses..................................................................................... 4-4

4.1.3 Projected Water Use............................................................................................... 4-4

4.1.4 Characteristic Five-Year Water Use........................................................................ 4-6

4.3 Water Use for Lower Income Households...................................................................... 4-7

4.4 Climate Change Considerations .................................................................................... 4-7

5.0 SBX7-7 Baseline, Targets and 2020 Compliance........................................... 5-1

5.1 SBX7-7 Forms and Tables............................................................................................. 5-2

6.0 Water Supply Characterization....................................................................... 6-1

6.1 Water Supply Analysis Overview ................................................................................... 6-2

6.2 Groundwater.................................................................................................................. 6-2

6.2.1 Pismo Formation Basin Description ........................................................................ 6-4

6.2.2 Santa Maria Groundwater Basin Description........................................................... 6-4

6.3 Surface Water................................................................................................................ 6-9

6.3.1 Zone 3 Extended Drought Emergency Supply Options Evaluation........................ 6-12

6.4 Stormwater.................................................................................................................. 6-14

6.5 Wastewater and Recycled Water................................................................................. 6-16

6.5.1 Wastewater Collection, Treatment, and Disposal .................................................. 6-16

6.5.2 Potential, Current, and Projected Recycled Water Uses ....................................... 6-18

6.6 Desalinated Water Opportunities ................................................................................. 6-22

6.7 Water Exchanges and Transfers.................................................................................. 6-22

6.7.1 Exchanges ............................................................................................................ 6-22

Table of Contents
City of Arroyo Grande ii Draft 2022 Urban Water
Management Plan

6.7.2 Transfers............................................................................................................... 6-22

6.7.3 Emergency Interties .............................................................................................. 6-22

6.7.4 Future Water Projects ........................................................................................... 6-22

6.7.5 Climate Change Effects ........................................................................................ 6-23

6.8 Energy Intensity........................................................................................................... 6-24

7.0 Water Service Reliability and Drought Risk Assessment ................................ 7-1

7.1 Water Service Reliability Assessment............................................................................ 7-2

7.1.1 Constraints on Water Sources ................................................................................ 7-2

7.1.2 Year Type Characterization..................................................................................... 7-6

7.1.3 Water Service Reliability ....................................................................................... 7-12

7.1.4 Descriptions of Management Tools and Options ................................................... 7-14

7.2 Drought Risk Assessment............................................................................................ 7-14

7.2.1 Data, Methods, and Basis for Water Shortage Condition ...................................... 7-15

7.2.2 DRA Individual Water Source Reliability................................................................ 7-15

7.2.3 Total Water Supply and Use Comparison ............................................................. 7-15

8.0 Water Shortage Contingency Plan ................................................................. 8-1

9.0 Demand Management Measures ................................................................... 9-1

9.1 Water Waste Prevention Ordinances............................................................................. 9-2

9.2 Metering ........................................................................................................................ 9-3

9.3 Conservation Pricing...................................................................................................... 9-3

9.4 Public Education and Outreach ..................................................................................... 9-5

9.5 Programs to Assess and Manage Distribution System Real Losses .............................. 9-5

9.6 Water Conservation Program Coordination and Staffing Support .................................. 9-6

9.7 Reporting Implementation.............................................................................................. 9-6

9.7.1 Implementation over the Past Five Years................................................................ 9-6

9.7.2 Water Use Objectives (Future Requirements)......................................................... 9-7 References REF-1
Appendix A DWR Checklist .................................................................................................. A Appendix B Notification & Outreach Materials ...................................................................... B Appendix C Resolution of Plan Adoption ..............................................................................C Appendix D Water Shortage Contingency Plan ....................................................................D Appendix E Selected Figures from the NCMA 2021 Annual Monitoring Report .................... E Appendix F SMGB Management Agreement & Judgment.................................................... F Appendix G SBX7-7 Verification and Compliance Forms......................................................G Appendix H AWWA Water Audits .........................................................................................H Appendix I 2021 Water Supply Alternatives Update............................................................H

List of Figures
City of Arroyo Grande iii Draft 2022 Urban Water
Management Plan

LIST OF FIGURES
Figure 3-1. Vicinity Map .......................................................................................................... 3-3 Figure 3-2. City Service Area .................................................................................................. 3-4 Figure 3-3. Annual Precipitation Data for Water Years 2007-2022 .......................................... 3-5 Figure 3-4. City General Plan Land Use.................................................................................. 3-9 Figure 3-5. City Zoning Map.................................................................................................. 3-10 Figure 4-1. 2016-2020 Water Uses (AFY)............................................................................... 4-3 Figure 6-1. Santa Maria Groundwater Basin Map (GSI Water Solutions April 13, 2022) ......... 6-5 Figure 6-2. Hydrograph of Deep Well Index Elevation (GSI Water Solutions April 13, 2022).. 6-7 Figure 6-3. Historic Lake Lopez Storage Volume versus LRRP Municipal Diversion Reductions ............................................................................................................................................. 6-11 Figure 6-4. Stormwater Basins and Retention Systems ........................................................ 6-15 Figure 6-5. SSLOCSD and Pismo Beach WWTFs and Outfall .............................................. 6-19 Figure 7-1. Groundwater, Purchased Water and Precipitation 2007-2022............................... 7-8

List of Tables
City of Arroyo Grande iv Draft 2022 Urban Water
Management Plan

LIST OF TABLES
Table 2-1. Public Water Systems ............................................................................................ 2-2 Table 2-2. Plan Identification................................................................................................... 2-2 Table 2-3. Agency Identification .............................................................................................. 2-3 Table 2-4. Agency Coordination.............................................................................................. 2-4 Table 2-5. Steps to Adopt, Submit and Implement the UWMP and WSCP.............................. 2-7 Table 3-1. Average Monthly Climate Data............................................................................... 3-6 Table 3-2. Current and Projected Population .......................................................................... 3-7 Table 4-1. Actual Demands for Water ..................................................................................... 4-3 Table 4-2. 12 Month Water Loss Audit Reporting.................................................................... 4-4 Table 4-3. Projected Demands for Water ................................................................................ 4-6 Table 4-4. Total Gross Water Use........................................................................................... 4-6 Table 4-5. Inclusion in Water Use Projections......................................................................... 4-7 Table 5-1. Baselines and Targets Summary ........................................................................... 5-2 Table 5-2. 2020 Compliance ................................................................................................... 5-3 Table 6-1. SMGB Division of Safe Yield.................................................................................. 6-3 Table 6-2. Groundwater Volume Pumped ............................................................................... 6-9 Table 6-3. Lopez Treatment and Distribution System Contract Entitlements ......................... 6-10 Table 6-4. Initial Prescribed Municipal Diversion Reduction Strategy Under the LRRP ......... 6-12 Table 6-5. Initial Prescribed Downstream Release Reduction Strategy Under the LRRP...... 6-12 Table 6-6. Wastewater Collected within Service Area in 2020............................................... 6-17 Table 6-7. Wastewater Treatment and Discharge within Service Area in 2020 ..................... 6-17 Table 6-8. 2015 UWMP Recycled Water Use Projection Compared to 2020 Actual.............. 6-17 Table 6-9. Methods to Expand Future Recycled Water Use.................................................. 6-20 Table 6-10. Recycled Water within Service Area................................................................... 6-21 Table 6-11. Recommended Energy Reporting – Total Utility Approach................................. 6-24 Table 7-1. Factors Affecting Water Supply Reliability ............................................................. 7-2 Table 7-2. Groundwater and Purchased Water 2011-2022 ..................................................... 7-9 Table 7-3. Basis for Water Year Data (Reliability Assessment): Groundwater....................... 7-10 Table 7-4. Basis for Water Year Data (Reliability Assessment): Lopez ................................. 7-11 Table 7-5. Normal Year Supply and Demand Comparison.................................................... 7-12 Table 7-6. Single Dry Year Supply and Demand Comparison............................................... 7-13 Table 7-7. Multiple Dry Years Supply and Demand Comparison........................................... 7-13 Table 7-8. Five-Year Drought Risk Assessment.................................................................... 7-16 Table 9-1. Demand Management Measures ........................................................................... 9-2 Table 9-2. Single-Family & Multifamily Rate Structure............................................................. 9-4 Table 9-3. Non-residential Water Rates .................................................................................. 9-4 Table 9-4. Monthly Base Fees for Meter Size ......................................................................... 9-4

List of Tables
City of Arroyo Grande v
Draft 2022 Urban Water
Management Plan
Table 9-5: Plumbing Retrofit Program Effectiveness 2016-2020 ............................................. 9-6

Acroynms & Abbreviations
City of Arroyo Grande vi Draft 2022 Urban Water
Management Plan

ACROYNMS & ABBREVIATIONS
2020 UWMP

GUIDEBOOK
Urban Water Management Plan Guidebook
ADU Accessory Dwelling Unit
AF Acre Foot
AFY Acre Feet per Year
AWWA American Water Works Association
CIMIS California Irrigation Management Irrigation System CITY City of Arroyo Grande
CWC California Water Code
DISTRICT San Luis Obispo County Flood Control and Water Conservation District
DMM Demand Management Measure
DRA Drought Risk Assessment
DWR California Department of Water Resources
ETO Evapotranspiration
GPCD Gallons per Capita per Day
HCF Hundred Cubic Feet
HCP Habitat Conservation Plan
IPR Indirect Potable Reuse
IRWMP Integrated Regional Water Management Plan
ITL Index Trigger Level
ITP Independent Technical Panel
KWH Kilowatt-Hour
LEGISLATURE State of California Legislature
LRRP Low Reservoir Response Plan
LUE Land Use Element
MG Million Gallons

Acroynms & Abbreviations
City of Arroyo Grande vii Draft 2022 Urban Water
Management Plan
MGD Million Gallons per Day
MSL Mean Sea Level
NCMA Northern Cities Management Area
OCSD Oceano Community Services District
PRV Pressure Reducing Valve
RHNA Regional Housing Needs Assessment
RWFPS Recycled Water Facilities Planning Study
RWMG Regional Water Management Group
SBX7-7 Senate Bill 7 of Special Extended Session 7
SLOCOG San Luis Obispo Council of Governments
SMGB Santa Maria River Valley Groundwater Basin
SSLOCSD South San Luis Obispo County Sanitation District STATE BOARD State Water Resources Control Board
SWP State Water Project
UWMP Urban Water Management Plan
UWMP ACT Urban Water Management Planning Act
WSCP Water Shortage Contingency Plan
WTP Water Treatment Plant
WUE Water Use Efficiency
WWTP Wastewater Treatment Plant

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Section 1.0 Introduction
City of Arroyo Grande 1-1
Draft 2022 Urban Water
Management Plan
2022 URBAN WATER MANAGEMENT PLAN

1.0 Introduction
This chapter provides a brief overview of the
City of Arroyo Grande (City) and the purpose
of this 2022 Urban Water Management Plan
(UWMP). It also describes how the UWMP is
organized and how it relates to other local
and regional planning efforts that the City is
involved in.

IN THIS S ECTION
• California Water
Code
• UWMP
Organization
• UWMP and
Related Efforts

Section 1.0 Introduction
City of Arroyo Grande 1-2
Draft 2022 Urban Water
Management Plan
This document presents the 2022 UWMP for the City service area. The City is a general law entity, currently incorporates 5.87 square miles of land with primarily residential and agricultural land uses.

In 1983, the State of California Legislature (Legislature) enacted the Urban Water Management Planning Act (UWMP Act). The law required an urban water supplier, providing water for municipal purposes to more than 3,000 customers or serving more than 3,000 acre-feet-per-year (AFY), to adopt an UWMP every five years demonstrating water supply reliability under normal as well as drought conditions. The UWMP Act applies to wholesale and retail suppliers. The City exceeds more than 3,000 water service connections in 2020 and is therefore required by the state to complete an UWMP.

1.1 Urban Water Management Plan Purpose
In 1983, the State of California Legislature (Legislature) enacted the Urban Water Management Planning Act (UWMP Act). The law required an urban water supplier, providing water for municipal purposes to more than 3,000 customers or serving more than 3,000 AFY, to adopt an UWMP every five years demonstrating water supply reliability under normal as well as drought conditions. The UWMP Act applies to wholesale and retail suppliers.

Since the original UWMP Act was passed, it has undergone significant expansion, particularly since the City’s previous UWMP was prepared in 2016. Prolonged droughts, groundwater overdraft, regulatory revisions, and changing climatic conditions affect the reliability of each water supplier as well as the statewide water reliability overseen by California Department of Water Resources (DWR), the State Water Resources Control Board (State Board), and the Legislature. Accordingly, the UWMP Act has grown to address changing conditions and the current requirements are found in Sections 10610-10656 and 10608 of the California Water Code (CWC).

DWR provides guidance for urban water suppliers by preparing an 2020 Urban Water Management Plan Guidebook (Guidebook) (California Department of Water Resources 2021) , conducting workshops, developing tools, and providing program staff to help water suppliers prepare comprehensive and useful water management plans, implement water conservation programs, and understand the requirements in the CWC. Suppliers prepare their own UWMPs in accordance with the requirements and submit them to DWR. DWR then reviews the plans to make sure they have addressed the requirements identified in the CWC and submits a report to the Legislature summarizing the status of the plans for each five-year cycle.

The purpose of this UWMP is for the City to evaluate long-term resource planning and establish management measures to ensure adequate water supplies are available to meet existing and future demands. The UWMP provides a framework to help water suppliers maintain efficient use of urban water supplies, continue to promote conservation programs and policies, ensure that sufficient water supplies are available for future beneficial use, and provide a mechanism for response during drought conditions or other water supply shortages.

Section 1.0 Introduction
City of Arroyo Grande 1-3
Draft 2022 Urban Water
Management Plan
The UWMP is a valuable planning tool used for multiple purposes including:
• Provides a standardized methodology for water utilities to assess their water resource needs and availability.
• Serves as a resource to the community and other interested parties regarding water supply and demand, conservation and other water related information. • Provides a key source of information for cities and counties when considering approval of proposed new developments and preparing regional long-range planning documents such as city and county General Plans.
• Informs other regional water planning efforts.

CWC Section 10632 also includes updated requirements for suppliers to prepare a Water Shortage Contingency Plan (WSCP). The WSCP documents a supplier’s plans to manage and mitigate an actual water shortage condition, should one occur because of drought or other impacts on water supplies. Prior to the 2020 UWMP cycle, the WSCP was part of the UWMP.

For the 2022 UWMP, the WSCP is a standalone document that can be updated independently of the UWMP, but it must be referenced in and attached to the UWMP. An overview of the WSCP is described in the body of this UWMP and the standalone WSCP is attached as Appendix D .

1.2 UWMP Organization
This UWMP was prepared in compliance with the CWC and generally followed DWR’s recommended organizational outline. New requirements to include lay descriptions are accounted for in this section and at the beginning of each chapter.

Below is a summary of the information included in the UWMP:

Chapter 1 – Introduction.

This chapter provides background information on the UWMP process, new regulatory requirements, and an overview of the information covered throughout the remaining chapters.

The UWMP was prepared to comply with CWC and DWR requirements. The City will maintain eligibility for DWR and other grants with submission of the UWMP, subject to final review and approval by DWR.

Chapter 2 – UWMP Preparation & Adoption.

This chapter provides information on the processes used for developing the UWMP, including efforts in coordination and outreach for holding a public hearing, adopting, submitting, and implementing the adopted UWMP. The UWMP was prepared to efficiently coordinate water supply planning and management efforts in the region. The UWMP was also prepared in a transparent manner and various stakeholders were engaged to seek and distribute relevant information. All public noticing was conducted as outlined by DWR’s 2020 UWMP Guidebook.

Section 1.0 Introduction
City of Arroyo Grande 1-4
Draft 2022 Urban Water
Management Plan
Chapter 3 – System Description.

This chapter describes the City’s water systems, service areas, population demographics, climate, and land uses. The City service area generally corresponds to the City boundary and is approximately six square miles. The water system primarily includes a mix of residential and agricultural customers.

Chapter 4 – Water Use Characterization.

This chapter describes and quantifies the current and projected water uses through 2045 within the water service area of the City by customer category. In 2020, residential customers accounted for 80% of the accounts in the service area.

Chapter 5 – SBX7-7 Baseline and Targets.

This chapter describes the Water Conservation Act of 2009, also known as Senate Bill 7 of Special Extended Session 7 (SBX7-7) and related Baseline, Targets, and 2020 Compliance.

The calculated gallons per capita per day (GPCD) for 2020 is 117 GPCD, which meets the City’s 2020 SBX7-7 target of 153 GPCD.

Chapter 6 – Water Supply Characterization.

This chapter describes and quantifies the current and projected potable and non-potable water supplies for the City. Water sources are characterized with information needed to manage water resources, assess supply reliability, perform the Drought Risk Assessment (DRA), and prepare and implement the WSCP. The City anticipates meeting customer demands through 2045.

Chapter 7 – Water Service Reliability and Drought Risk Assessment.

This chapter describes the City’s water supply reliability during normal, single dry, and multiple dry water years through 2045. A DRA for the next five years is also included. The water service reliability assessment and DRA results indicate that the City anticipates being able to supply demands within the next 25-years under normal, single dry water years, and multiple dry water years.

Chapter 8 – Water Shortage Contingency Plan.

This chapter includes a summary of the standalone WSCP which is a detailed plan for how the City will identify and respond to foreseeable and unforeseeable water shortages. A water shortage occurs when the water supply is reduced to a level that cannot support demand at any given time or when reduction in demand is required for various reasons. The City’s WSCP is included as Appendix D and is a standalone document that can be amended separately as needed.

Chapter 9 – Demand Management Measures.

This chapter describes the City’s efforts to promote conservation and reduce water demand, including discussions of specific demand management measures (DMMs). The City is committed to implementing cost effective programs that will increase water efficiency throughout the service area.

Section 1.0 Introduction
City of Arroyo Grande 1-5
Draft 2022 Urban Water
Management Plan
Chapter 10 – Adoption, Submittal, and Implementation.

This chapter discusses the steps taken by the City to hold a public hearing, adopt, and submit the 2022 UWMP and WSCP. In addition, this chapter discusses implementation of the adopted UWMP and required actions to amend the UWMP as necessary. All public noticing, UWMP adoption, and UWMP submittal requirements were conducted as outlined by DWR’s 2020 UWMP Guidebook.

1.3 UWMP in Relation to Other Efforts
The City coordinated with multiple neighboring and stakeholder agencies to prepare this UWMP as shown in Table 2-4. The coordination efforts were conducted to 1) inform the agencies of the City’s activities; 2) gather high quality data for use in developing this UWMP; and 3) coordinate planning activities with other related regional plans and initiatives.

The City is a member of the San Luis Obispo County Integrated Regional Water Management Plan (IRWMP) Regional Water Management Group (RWMG). The UWMP serves as a critical component for developing the IRWMP and maintains consistency with the goals and policies of the IRWMP. The IRWMP provides an opportunity for the City to apply for state funding for planning or implementation of projects and enhances integration with regional, countywide, and statewide water resources planning strategies and policies.

Through its involvement in the Northern Cities Management Area (NCMA), the City has reviewed and provided input on the County’s Master Water Report (Carollo Engineers May 2012), including demand and supply projections developed prior to this UWMP.

The City is aligned with the current General Plan, which includes goals and policies for the City’s water resources. The General Plan is expected to be updated within the next two years.

The UWMP will provide information and background for this planning process. If the updated General Plan contains significant changes to land use or a new potential buildout population, a UWMP amendment should be considered, or updates should be accounted for in the 2025 UWMP.

The City updated the Housing Element of its General Plan in 2021. This UWMP is consistent with the information provided in the Housing Element. More information is provided in Sections

3.3 and 3.4.

The City’s Wastewater System and Water System Master Plans were updated in 2012. This UWMP is prepared in concurrence with the master planning efforts and reflects consistent demand and supply data and methodologies.

1.4 UWMPs and Grant or Loan Eligibility
In order for a water supplier to be eligible for a grant or loan administered by DWR, the supplier must have a current UWMP on file that meets the requirements set forth by the CWC. A current UWMP must also be maintained by the supplier throughout the term of any grants or loans

Section 1.0 Introduction
City of Arroyo Grande 1-6
Draft 2022 Urban Water
Management Plan
received. The City has prepared the 2022 UWMP under guidance from DWR’s 2020 UWMP Guidebook.

Section 2.0 Plan Preparation
City of Arroyo Grande 2-1
Draft 2022 Urban Water
Management Plan
2022 URBAN WATER MANAGEMENT PLAN

2.0 Plan Preparation
This chapter of the UWMP provides
information on the processes used for
developing the UWMP, including efforts in
coordination and outreach.

This UWMP was prepared following guidance
from DWR’s 2020 UWMP Guidebook, DWR
UWMP Public Workshops and Webinars,
Methodologies for Calculating Baseline and
Compliance Urban Per Capita Water Use
(SB7 Guidebook) and the 2020 DWR Review
Sheet Checklist (Appendix A ).

IN THIS S ECTION
• UWMP
Preparation
• Basis for
Preparing an
UWMP
• Coordination
and Outreach

Section 2.0 Plan Preparation
City of Arroyo Grande 2-2
Draft 2022 Urban Water
Management Plan
The 2022 UWMP was prepared in a transparent manner and the City actively engaged stakeholders and the public to both seek and distribute water use, supply, and reliability information to strengthen the region’s ability to assess and plan for the region’s water future. Details regarding the City’s UWMP preparation and the coordination and outreach efforts conducted are provided in this chapter.

2.1 Basis for Preparing a Plan
The City prepared this 2022 UWMP in accordance with CWC Section 10617. Suppliers are required to update UWMPs at least once every five years on or before July 1, in years ending in six and one, incorporating updated and new information from the five years preceding each update. There isn’t a penalty for submitting this 2022 UWMP after July 2021, but a complete UWMP is required when signing a State funding agreement. Therefore, this 2022 UWMP was not submitted by July 1, 2021 in order to capture evolving critical information impacted by ongoing drought conditions, Lopez Reservoir entitlement reductions and contract updates, Central Coast Blue development and potential supply estimates, State water use efficiency regulations development, and dynamic groundwater conditions. The City has included all requisite data in the development of this 2022 UWMP.

The City is preparing an individual UWMP and is not a member of a Regional UWMP or Regional Alliance. The City served an estimated 17,641 people in its service area, through 6,704 metered connections, and supplied 2,319 AFY of potable water in 2020 to customers.

Throughout this UWMP, water volume is represented in units of acre-feet (AF) or AFY, unless otherwise noted, and data is presented on a calendar year basis. Required DWR tables presenting this information are provided in Table 2-1, Table 2-2, and Table 2-3.

Table 2-1. Public Water Systems
Public Water
System Number
Public Water
System Name
Number of Municipal
Connections 2020
Volume of Water
Supplied 2020 (AFY)
CA4010001 City of Arroyo
Grande
6,704 2,319
Table 2-2. Plan Identification
Type of Plan Member of
RUWMP
Member of Regional
Alliance
Name of RUWMP or Regional
Alliance
Individual
UWMP
No No NA

Section 2.0 Plan Preparation
City of Arroyo Grande 2-3
Draft 2022 Urban Water
Management Plan
Table 2-3. Agency Identification
Type of Supplier Year Type Unit Type
Retailer Calendar Years Acre-Feet (AF)

2.2 Coordination and Outreach
The City coordinated with the County of San Luis Obispo and other stakeholder agencies to prepare the 2022 UWMP. The coordinated efforts were conducted to 1) inform the agencies of the City’s efforts and activities; 2) gather high quality data for use in developing this UWMP; and 3) coordinate planning activities with other related regional plans and initiatives.

CWC Section 10621(b) requires that Suppliers notify cities and counties to which they serve water that the UWMP and WSCP are being updated and reviewed. The CWC specifies that this must be done at least 60 days prior to the public hearing. To fulfill this requirement, the City sent letters of notification of preparation of the 2022 UWMP and WSCP to the County of San Luis Obispo 60 days prior to the public hearing as shown in Table 2-4. Copies of the 60-day notification letters are attached as Appendix B.

Per Government Code 6066, the City notified the public about the UWMP and WSCP public hearing once a week for two successive weeks in advance of the public hearing meeting. The public hearing was first noticed on MONTH XX, 2023 and noticed again on MONTH XX, 2023.

Public hearing notifications were also sent to the same distribution list as the 60-day notifications via email. The hearing notices are attached as Appendix B. Table 2-4 summarizes notifications provided by the City.

The City also made the UWMP and WSCP available for public review on MONTH XX, 2023 and maintained a copy of the documents in their office and on the City website prior to the public hearing for review (http://www.arroyogrande.org/377/Documents-Forms).

The UWMP and WSCP were included as agenda items, noticed, and reviewed in a Public Hearing at the regularly scheduled City Council meeting on MONTH XX, 2023. This hearing provided the agencies and members of the public a chance to comment on the Draft documents. The public hearing took place before the adoption allowing opportunity for the report to be modified in response to public input. The City Council adopted the UWMP and WSCP Month XX, 2023. A copy of the City’s Resolution of Plan Adoption is included as Appendix C .

Section 2.0 Plan Preparation
City of Arroyo Grande 2-4 Draft 2022 Urban Water Management Plan Table 2-4. Agency Coordination.

Table to be updated upon UWMP completion.

Agency /
Organization
Participated
in Plan
Development
Commented on Draft Attended
Public
Meetings
Was
Contacted
for
Assistance
Was
Notified of
Plan
Availability1
Was
sent a
Notice
of
Intention
to Adopt
60 days
Prior to
Public
Hearing
Avila Beach
Community Services
District
X
Avila Valley Mutual
Water Company
X
Central Coast Water
Authority
X
City of Grover Beach X
City Pismo Beach X
County of San Luis
Obispo
X X

Section 2.0 Plan Preparation
City of Arroyo Grande 2-5 Draft 2022 Urban Water Management Plan Agency /
Organization
Participated
in Plan
Development
Commented on Draft Attended
Public
Meetings
Was
Contacted
for
Assistance
Was
Notified of
Plan
Availability1
Was
sent a
Notice
of
Intention
to Adopt
60 days
Prior to
Public
Hearing
County Service Area
12 X
Nipomo Mesa
Management Area
Technical Group
X
Northern Cities
Management Area
Technical Group
X X
Oceano Community
Services District
X
Port San Luis Harbor
District
X
San Luis Obispo
Council of
Governments
X

Section 2.0 Plan Preparation
City of Arroyo Grande 2-6 Draft 2022 Urban Water Management Plan Agency /
Organization
Participated
in Plan
Development
Commented on Draft Attended
Public
Meetings
Was
Contacted
for
Assistance
Was
Notified of
Plan
Availability1
Was
sent a
Notice
of
Intention
to Adopt
60 days
Prior to
Public
Hearing
San Luis Obispo
County Flood
Control and Water
Conservation
District Zone 3
X X
San Miguelito
Mutual Water
Company
X
South San Luis
Obispo County
Sanitation District
X

1. Was notified of availability of Draft UWMP and directed to an electronic copy of the draft plan on the City website (http://www.arroyogrande.org/377/Documents-Forms).

Section 2.0 Plan Preparation
City of Arroyo Grande 2-7
Draft 2022 Urban Water
Management Plan
The UWMP and WSCP were submitted to DWR within 30 days of adoption using the DWR Water Use Efficiency (WUE) Data Portal. The documents were also submitted to the California State Library and to the County of San Luis Obispo within 30 days of adoption.

Commencing no later than within 30 days of adoption, the City will have a copy of the UWMP and WSCP available for public review at the City’s office (see address below) during regular business hours. The final documents will also be posted on the City’s website as noted below. 300 E Branch Street
Arroyo Grande, CA 93420
https://www.arroyogrande.org/
The implementation of this UWMP shall be carried out as described unless significant changes occur between the adoption of this UWMP and the 2025 UWMP. If such significant changes do occur, the City will amend and readopt the UWMP as required by the CWC. Table 2-5 outlines the general steps to adopt, submit, and/or amend the UWMP and/or WSCP.

Should the City need to amend the adopted UWMP or WSCP in the future, the City will hold a public hearing for review of the proposed amendments to the document. The City will send a 60- day notification letter to all cities and counties within the City’s service area and notify the public in the same manner as set forth in this Chapter. Once the amended document is adopted, a copy of the final version will be sent to the California State Library, DWR (electronically using the WUEdata reporting tool), and the County of San Luis Obispo within 30 days of adoption.

The final version will also be made available to the public both online on the City’s website and in person at the City’s office during normal business hours.

Table 2-5. Steps to Adopt, Submit and Implement the UWMP and WSCP Step Task Description Timeframe
1 Notice to cities and
counties
Notify cities and counties within the service
area that the UWMP or WSCP is being
updated. It is recommended that the notice
includes:

Time and place of public hearing.

Location of the draft Plan, latest revision
schedule, and contact information of the
Plan preparer.

At least 60 days before
public hearing.
* If desired, advance
notices can be issued
without providing time
and place of public
hearing.
2 Publish Plan Publish the draft UWMP or WSCP in
advance of public hearing meeting
Recommended at least 2
weeks before public
hearing.

Section 2.0 Plan Preparation
City of Arroyo Grande 2-8
Draft 2022 Urban Water
Management Plan
Step Task Description Timeframe
3 Notice to the public Publish two notifications of the public hearing in a local newspaper notice at
least once a week for two consecutive
weeks, with at least 5 days between
publications. This notice must include:

Time and place of hearing.

Location of the draft UWMP or WSCP.

At least 2 weeks before
public hearing.
* Include a copy of public
notices in plan.
4 Public hearing and
optional adoption
Host at least one public hearing before
adopting the UWMP or WSCP to:

Allow for community input.

Consider the economic impacts for
complying with the Plan.

For UWMP only
As part of public hearing,
Provide information on the SBX7-7
baseline water use, target water use,
compliance status, and implementation
plan.

If needed, re-adopt a method for
determining urban water use targets
Public hearing date
* Adoption can be
combined if public
hearing is on the agenda
before adoption
5 Adoption Before submitting the UWMP or WSCP to
DWR, the governing body must formally
adopt it. An adoption resolution must be
included, as an attachment or as a web
address indicating where the adoption
resolution can be found online.

At public hearing or at a
later meeting.
*The UWMP or WSCP
can be adopted as
prepared or as modified
after the hearing.
6 Plan submittal Submit the adopted or amended UWMP or
WSCP via the WUE Data Portal within 30
days of adoption or by July 1, if updated
with the UWMP five-year cycle.

Within 30 days of
adoption or by July 1st,
whichever comes first.

Section 2.0 Plan Preparation
City of Arroyo Grande 2-9
Draft 2022 Urban Water
Management Plan
Step Task Description Timeframe
7 Plan availability Submit a CD or hardcopy of the adopted UWMP or WSCP to the California State
Library within 30 days of adoption.

California State Library Government
Publications Section Attention:

Coordinator, Urban Water Management
Plans P.O. Box 942837 Sacramento, CA
94237-0001
Provide a copy (hardcopy or electronic) of
the adopted UWMP or WSCP to any cities
and counties within the service area.

Make the UWMP or WSCP available to the
public by posting the Plan on website or
making a hardcopy available for public
review during normal business hours.

Within 30 days after
adoption
9 Other - Notification to
Public Utilities
Commission
For water suppliers regulated by the
California Public Utilities Commission
submit UWMP and WSCP as part of the
general rate case filing.

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