Pismo Beach City Council
October 17, 2023

II. BUDGET DETAIL

COST CATEGORY TOTAL COST
A. Personnel Services
Overtime
Officers $25,000.00
Corporal $19,527.00
Sergeant $15,000.00
Benefits $1,225.00
TOTAL Personnel $60,752.00
B. Operating Expenses (receipts required)
Buy Money $0.00
TOTAL Operating $0.00
C. Equipment (receipts required, must be purchased by 12/31) n/a $0.00
TOTAL Equipment $0.00
D. Travel Costs
Registration, lodging, per diem $2,500.00
TOTAL Travel $2,500.00
GRANT TOTAL $63,252.00
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Agreement Number: 23-APP34
City of Pismo Beach through the Pismo Beach Police Department

III. BUDGET CONTINGENCY CLAUSE
x It is mutually agreed that if the Budget Act of the current year and/or any subsequent years covered under this Agreement does not appropriate sufficient funds for the program, this Agreement shall be of no further force and effect. In this event, the State shall have no liability to pay any funds whatsoever to Contractor or to furnish any other considerations under this Agreement and Contractor shall not be obligated to perform any provisions of this Agreement.
x If funding for any fiscal year is reduced or deleted by the Budget Act for purposes of this program, the State shall have the option to either cancel this Agreement with no liability occurring to the State, or offer an agreement amendment to Contractor to reflect the reduced amount.

IV. PROMPT PAYMENT CLAUSE
x Payment will be made in accordance with, and within the time specified in, Government Code Chapter

4.5, commencing with Section 927.

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Attachment 2
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Agreement Number: 23-APP34
City of Pismo Beach through the Pismo Beach Police Department

EXHIBIT C

GENERAL TERMS AND CONDITIONS

1.APPROVAL: This Agreement is of no force or effect until signed by both parties and approved by the Department of General Services, if required. Contractor may not commence performance until such approval has been obtained.

2.AMENDMENT: No amendment or variation of the terms of this Agreement shall be valid unless made in writing, signed by the parties and approved as required. No oral understanding or Agreement not incorporated in the Agreement is binding on any of the parties.

3.ASSIGNMENT: This Agreement is not assignable by the Contractor, either in whole or in part, without the consent of the State in the form of a formal written amendment.

4.AUDIT: Contractor agrees that the awarding department, the Department of General Services, the Bureau of State Audits, or their designated representative shall have the right to review and to copy any records and supporting documentation pertaining to the performance of this Agreement. Contractor agrees to maintain such records for possible audit for a minimum of three (3) years after final payment, unless a longer period of records retention is stipulated. Contractor agrees to allow the auditor(s) access to such records during normal business hours and to allow interviews of any employees who might reasonably have information related to such records. Further, Contractor agrees to include a similar right of the State to audit records and interview staff in any subcontract related to performance of this Agreement. (Gov. Code §8546.7, Pub. Contract Code §10115 et seq., CCR Title 2, Section 1896).

5.INDEMNIFICATION: Contractor agrees to indemnify, defend and save harmless the State, its officers, agents and employees from any and all claims and losses accruing or resulting to any and all contractors, subcontractors, suppliers, laborers, and any other person, firm or corporation furnishing or supplying work services, materials, or supplies in connection with the performance of this Agreement, and from any and all claims and losses accruing or resulting to any person, firm or corporation who may be injured or damaged by Contractor in the performance of this Agreement.

6.DISPUTES: Contractor shall continue with the responsibilities under this Agreement during any dispute.

7.TERMINATION FOR CAUSE: The State may terminate this Agreement and be relieved of any payments should the Contractor fail to perform the requirements of this Agreement at the time and in the manner herein provided. In the event of such termination the State may proceed with the work in any manner deemed proper by the State. All costs to the State shall be deducted from any sum due the Contractor under this Agreement and the balance, if any, shall be paid to the Contractor upon demand.

8.INDEPENDENT CONTRACTOR: Contractor, and the agents and employees of Contractor, in the performance of this Agreement, shall act in an independent capacity and not as officers or employees or agents of the State.

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Agreement Number: 23-APP34
City of Pismo Beach through the Pismo Beach Police Department

9.RECYCLING CERTIFICATION: The Contractor shall certify in writing under penalty of perjury, the minimum, if not exact, percentage of post-consumer material as defined in the Public Contract Code Section 12200, in products, materials, goods, or supplies offered or sold to the State regardless of whether the product meets the requirements of Public Contract Code Section 12209. With respect to printer or duplication cartridges that comply with the requirements of Section 12156(e), the certification required by this subdivision shall specify that the cartridges so comply (Pub. Contract Code §12205).

10.NON-DISCRIMINATION CLAUSE: During the performance of this Agreement, Contractor and its subcontractors shall not deny the contract’s benefits to any person on the basis of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status, nor shall they discriminate unlawfully against any employee or applicant for employment because of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status. Contractor shall insure that the evaluation and treatment of employees and applicants for employment are free of such discrimination.

Contractor and subcontractors shall comply with the provisions of the Fair Employment and Housing Act (Gov. Code §12900 et seq.), the regulations promulgated thereunder (Cal.

Code Regs., tit. 2, §11000 et seq.), the provisions of Article 9.5, Chapter 1, Part 1, Division 3, Title 2 of the Government Code (Gov. Code §§11135-11139.5), and the regulations or standards adopted by the awarding state agency to implement such article. Contractor shall permit access by representatives of the Department of Fair Employment and Housing and the awarding state agency upon reasonable notice at any time during the normal business hours, but in no case less than 24 hours’ notice, to such of its books, records, accounts, and all other sources of information and its facilities as said Department or Agency shall require to ascertain compliance with this clause. Contractor and its subcontractors shall give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other agreement. (See Cal. Code Regs., tit. 2,§11105.) Contractor shall include the nondiscrimination and compliance provisions of this clause in all subcontracts to perform work under the Agreement.

11.CERTIFICATION CLAUSES: The CONTRACTOR CERTIFICATION CLAUSES contained in the document CCC 04/2017 are hereby incorporated by reference and made a part of this Agreement by this reference as if attached hereto.

12.TIMELINESS: Time is of the essence in this Agreement.

13.COMPENSATION: The consideration to be paid Contractor, as provided herein, shall be in compensation for all of Contractor's expenses incurred in the performance hereof, including travel, per diem, and taxes, unless otherwise expressly so provided.

14.GOVERNING LAW: This contract is governed by and shall be interpreted in accordance with the laws of the State of California.

15.ANTITRUST CLAIMS: The Contractor by signing this agreement hereby certifies that if these services or goods are obtained by means of a competitive bid, the Contractor shall comply with the requirements of the Government Codes Sections set out below.

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Agreement Number: 23-APP34
City of Pismo Beach through the Pismo Beach Police Department

a.The Government Code Chapter on Antitrust claims contains the following definitions:
1)"Public purchase" means a purchase by means of competitive bids of goods, services, or materials by the State or any of its political subdivisions or public agencies on whose behalf the Attorney General may bring an action pursuant to subdivision (c) of Section 16750 of the Business and Professions Code. 2)"Public purchasing body" means the State or the subdivision or agency making a public purchase. Government Code Section 4550. b.In submitting a bid to a public purchasing body, the bidder offers and agrees that if the bid is accepted, it will assign to the purchasing body all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. Sec. 15) or under the Cartwright Act (Chapter 2 (commencing with Section 16700) of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of goods, materials, or services by the bidder for sale to the purchasing body pursuant to the bid. Such assignment shall be made and become effective at the time the purchasing body tenders final payment to the bidder. Government Code Section 4552.
c.If an awarding body or public purchasing body receives, either through judgment or settlement, a monetary recovery for a cause of action assigned under this chapter, the assignor shall be entitled to receive reimbursement for actual legal costs incurred and may, upon demand, recover from the public body any portion of the recovery, including treble damages, attributable to overcharges that were paid by the assignor but were not paid by the public body as part of the bid price, less the expenses incurred in obtaining that portion of the recovery. Government Code Section 4553. d.Upon demand in writing by the assignor, the assignee shall, within one year from such demand, reassign the cause of action assigned under this part if the assignor has been or may have been injured by the violation of law for which the cause of action arose and (a) the assignee has not been injured thereby, or (b) the assignee declines to file a court action for the cause of action. See Government Code Section 4554.

16.CHILD SUPPORT COMPLIANCE ACT: For any Agreement in excess of $100,000, the contractor acknowledges in accordance with Public Contract Code 7110, that:
a.The contractor recognizes the importance of child and family support obligations and shall fully comply with all applicable state and federal laws relating to child and family support enforcement, including, but not limited to, disclosure of information and compliance with earnings assignment orders, as provided in Chapter 8 (commencing with section 5200) of Part 5 of Division 9 of the Family Code; and b.The contractor, to the best of its knowledge is fully complying with the earnings assignment orders of all employees and is providing the names of all new employees to the New Hire Registry maintained by the California Employment Development Department.

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Agreement Number: 23-APP34
City of Pismo Beach through the Pismo Beach Police Department

17.UNENFORCEABLE PROVISION: In the event that any provision of this Agreement is unenforceable or held to be unenforceable, then the parties agree that all other provisions of this Agreement have force and effect and shall not be affected thereby.

18.PRIORITY HIRING CONSIDERATIONS: If this Contract includes services in excess of $200,000, the Contractor shall give priority consideration in filling vacancies in positions funded by the Contract to qualified recipients of aid under Welfare and Institutions Code Section 11200 in accordance with Pub. Contract Code §10353.

19.SMALL BUSINESS PARTICIPATION AND DVBE PARTICIPATION
REPORTING REQUIREMENTS:
a.If for this Contract Contractor made a commitment to achieve small business participation, then Contractor must within 60 days of receiving final payment under this Contract (or within such other time period as may be specified elsewhere in this Contract) report to the awarding department the actual percentage of small business participation that was achieved. (Govt. Code § 14841.)
b.If for this Contract Contractor made a commitment to achieve disabled veteran business enterprise (DVBE) participation, then Contractor must within 60 days of receiving final payment under this Contract (or within such other time period as may be specified elsewhere in this Contract) certify in a report to the awarding department: (1) the total amount the prime Contractor received under the Contract; (2) the name and address of the DVBE(s) that participated in the performance of the Contract; (3) the amount each DVBE received from the prime Contractor; (4) that all payments under the Contract have been made to the DVBE; and (5) the actual percentage of DVBE participation that was achieved. A person or entity that knowingly provides false information shall be subject to a civil penalty for each violation. (Mil. & Vets. Code § 999.5(d); Govt. Code § 14841.)

20.LOSS LEADER: If this contract involves the furnishing of equipment, materials, or supplies then the following statement is incorporated: It is unlawful for any person engaged in business within this state to sell or use any article or product as a “loss leader” as defined in Section 17030 of the Business and Professions Code. (PCC 10344(e).) Council Agenda 10-17-2023 9.I-13
Attachment 2
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Agreement Number: 23-APP34
City of Pismo Beach through the Pismo Beach Police Department

EXHIBIT D

SPECIAL TERMS AND CONDITIONS

1. Disputes: Any disputes concerning a question of fact arising under this contract which is not disposed of by agreement shall be decided by the Director, Department of Alcoholic Beverage Control, or designee, who shall reduce his decision in writing and mail or otherwise furnish a copy thereof to the Contractor. The decision of the Department shall be final and conclusive unless, within 30 days from the date of receipt of such copy, the Contractor mails or otherwise furnishes to the State a written appeal addressed to the Director of the Department of Alcoholic Beverage Control. The decision of the Director of Alcoholic Beverage Control or his duly authorized representative for the determination of such appeals shall be final and conclusive unless determined by a court of competent jurisdiction to have been fraudulent, capricious, arbitrary, or so grossly erroneous as necessarily to imply bad faith, or not supported by substantial evidence. In connection with any appeal proceeding under this clause, the contractor shall be afforded an opportunity to be heard and to offer evidence in support of its appeal. Pending final decision of a dispute hereunder, Contractor shall proceed diligently with the performance of the contract a nd in accordance with the decision of the State.

2. Cancellation/Termination: This agreement may be cancelled or terminated without cause by either party by giving thirty (30) calendar days advance written notice to the other party. Such notification shall state the effective date of termination or cancellation and include any final performance and/or payment/invoicing instructions/requirements. No penalty shall accrue to either party because of contr act termination.

3. Contract Validity: This contract is valid and enforceable only if adequate funds are appropriated in Item 2100-101-3036, Budget Act of 2023, for the purposes of this program.

4. Contractor Certifications: By signing this agreement, Contractor certifies compliance with the provisions of CCC 04/2017, Standard Contractor Certification Clauses. This document may be viewed at: https://www.dgs.ca.gov/OLS/Resources/Page-Content/Office-of-Legal-Services- Resources-List-Folder/Standard-Contract-Language

5. If the State determines that the grant project is not achieving its goals and objectives on schedule, funding may be reduced by the State to reflect this lower level of project activity and/or cancel the agreement.

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PISMO BEACH CITY COUNCIL STAFF REPORT
Agenda Item #11.A

SUBJECT/TITLE:

RESOLUTION ADOPTING NEW WATER AND WASTEWATER FEES FOR FISCAL YEARS 2024 THROUGH 2028, EFFECTIVE ON JANUARY 1, 2024
RECOMMENDATION:

1. Hold a public hearing; receive input and written protests, if any, from the public on the proposed changes to water and wastewater rates; and If protests are received for less than a majority of eligible parcels:

2. Adopt a Resolution adopting new water and wastewater fees for Fiscal Years 2024 through 2028, effective on January 1, 2024.

EXECUTIVE SUMMARY:

The purpose of this Public Hearing and City Council agenda item is to comply with Proposition 218 Public Hearing requirements for changing the City’s water and wastewater (sewer) rates. At the Public Hearing, the City Council receives input from the public on the proposed changes to water and wastewater rates. If written protests are received for at least a majority (50% plus one) of Pismo Beach parcels prior to the closure of the public hearing, no further proceedings to impose the water rate changes shall take place during the ensuing fiscal year. If protests received are not more than 50% of the eligible parcels, the Council may proceed to adopt a Resolution (Attachment 1) affirming and revising the City’s water rates. As of the publication of this report, the City has received thirty-six (36) protests of the proposed water and/or wastewater rate changes.

This is a prima facie count and the protests have not been validated. In order to constitute a majority of protests, there would need to be approximately 2,487 protests submitted for the proposed water rates, and 2,379 protests for the proposed wastewater rates. The majority protest counts represent 50% plus 1 of the total number of water or wastewater accounts with the City.

Summary of Proposed Water and Wastewater Rate Changes
The proposed water and wastewater (sewer) fees are each set up to have a flat rate service charge and a variable rate based on water consumption. The proposed fees are increased to fund critical water and wastewater infrastructure improvements, support the Central Coast Blue Project, and support operating expenses. The proposed rates are scheduled to adjust effective January 1, 2024 and annually on January 1st of 2025 through 2028.

More information regarding the rate setting methodology is available in the August 15, 2023 staff report, resolution, and attachments, available online in the Access Pismo public records portal1, or on request from staff.
1 Full URL:
https://accesspismo.pismobeach.org/WebLink/DocView.aspx?id=486161&dbid=0&repo=Laserfiche

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What Will the Proposed Water and Wastewater Rates Support? The proposed water and wastewater utility rates (Attachments 1.A and 1.B) will support the City’s water and wastewater needs and requirements now and into the future. The City is committed to providing clean, safe, and reliable drinking water; protecting public health and the environment with proper wastewater treatment; creating a brand new drought resistant water supply; and maintaining sustainable water and wastewater systems.

Clean, Safe, and Reliable Drinking Water
The City’s water quality is tested weekly and all water quality standards are met. Every year, the City provides a Consumer Confidence Report that outlines how the City’s water system met all federal and state drinking water standards at pismobeach.org/waterquality.

In order to maintain this water quality, several capital projects are proposed to be supported by the water charges, including: New Groundwater Production Well; Advanced Metering Infrastructure; Bello Reservoir Roof Replacement, Charles Street Reservoir Replacement; and Bello-Price/Highway 101 Waterline Upgrade.

Protecting Public Health and the Environment with City’s Wastewater Treatment Plant The City’s wastewater quality is exceptional, far exceeding the standards established by the California State Regional Water Quality Control Board. In order to meet federal and state laws and regulatory requirements, several capital projects are proposed to be supported by the wastewater charges, including the: Wastewater Maintenance and Improvement; Wastewater Treatment Plant upgrades; and Harloe Lift Station Bluff Stabilization.

New Drought-Resistant Water Supply: Central Coast Blue for Water Sustainability Central Coast Blue is a regional water sustainability project that will create a new, high- quality, and drought-resistant water supply for Pismo Beach, Grover Beach, and Arroyo Grande. These communities are designing and building a new advanced water purification facility to create a high-quality water source to supplement local groundwater supplies, with Pismo Beach serving as the lead agency. This project allows these communities to have sufficient water supplies even in times of drought.

The project includes construction of an Advanced Treatment Facility to treat water from the City of Pismo Beach's Wastewater Treatment Plant (WWTP) to produce purified water that is purer than most bottled water. The purified water will be injected into the groundwater basin to supplement the natural groundwater supply and to create a seawater intrusion barrier.

Central Coast Blue will enhance local supply reliability and help protect the community from droughts by diversifying supply sources and keeping communities from becoming too reliant on any one source of water. This project also reduces the amount of treated effluent released by Pismo Beach’s WWTP into the ocean by 74%. For more information, visit www.centralcoastblue.com .

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Maintaining Sustainable Water and Wastewater Systems
Water and wastewater rates support the overall financial plans for water and wastewater.

These financial plans account for increasing operating expenses, including support for personnel costs, electricity, chemicals, and purchased water (State Water and Lopez Lake water). The financial plans also include ensuring adequate reserves and debt service coverage ratios.

Timeline of Proposed Water and Wastewater Rate Changes
August 3, 2023 Special Council meeting: The Council reviewed information about the proposed water and wastewater rates and provided direction to staff regarding the proposed fees. Council directed staff to:
Continue efforts on the proposed water and wastewater fees as proposed except for a change to the Mobile Home water variable rate as described below; Amend the Mobile Home water variable rate to reflect the proposed Multi-family Family variable rate starting with January 1, 2024 and each January thereafter through January 2028; and
Return to Council in two years to determine if water and wastewater rates should be evaluated prior to the end of the 5-year implementation of rates.

August 15, 2023 Council Meeting for consideration of amending rates: The Council reviewed information about the proposed water and wastewater rates, and adopted a Resolution (R-2023-062) to approve the proposed schedules; direct staff to issue Proposition 218 notices to all residents and rate payers; direct staff to schedule a Public Hearing on the adoption of the rates for October 17, 2023; and adopt the City of Pismo Beach Water and Wastewater Rate Study (Study).

August 28, 2023 Proposition 218 Notifications: To comply with Proposition 218 requirements, staff notified all property owners and rate payers of properties served by the City’s water and wastewater system with a Public Notice (Attachment 2); the rate setting process; the upcoming community workshops; where to find more information ( www.pismobeach.org/ratechanges); and the public hearing scheduled for October 17, 2023.

Community Workshops: Staff held two public workshops to receive feedback on the proposed rate structure.
Non-Residential Rate Structure Workshop: September 27, 2023 at 4:00 p.m. Residential Rate Structure Workshop: September 27, 2023 at 6:00 p.m.

October 17, 2023 Public Hearing: Council will determine whether or not to adopt the Resolution approving the new water and wastewater rates.

As of the date of the preparation of this report, staff has made only an informal count of the number of written protests received. Written protests collected have been placed directly into a locked box in the City Clerk’s Office to ensure the safe-keeping of filed protests and the integrity of the protest process. On the afternoon of October 12, 2023, at 2:00 p.m., staff performed a prima facie count of the protests received to date and

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determined that thirty-six (36) intended protests of the proposed water and/or wastewater rates have been submitted. Those protests have not been validated, but even if all protests are assumed to be valid, the number received falls well under the majority threshold.

Staff will provide the raw count of protests received to City Council at the beginning of the public hearing. Following staff's report, the City Council will conduct a public hearing, during which any interested parties may submit oral comment and/or additional written protests. Following the closure of the public hearing, no additional written protests will be accepted. At that time, if feasible, staff will provide a final count of all timely filed protests.

In the event that the volume of protests received prior to the closure of the public hearing makes it infeasible for staff to provide a final count on the spot, staff may recommend that Council either recess to allow completion of the count, or adjourn the item to a future date certain. In the event that the number of protests received is sufficiently close to the majority threshold to warrant complete validation, the City Clerk will recommend that the Council adjourn the item to a future date certain, and arrange to conduct public validation proceedings in the interim. In the event the number of protests receives does not approach the majority threshold, the City Clerk will determine that no validation is warranted and recommend that the Council proceed in considering staff's recommendation to adopt a Resolution establishing the new rates.

Effective Date of New Rates: The proposed date of the amended rates would be effective on or around January 1, 2024.

Conclusion and Recommendation
Staff recommends that the Council:

1. Hold a public hearing; receive input and written protests, if any, from the public on the proposed changes to water and wastewater rates; and If protests are received for less than a majority of eligible parcels:

2. Adopt a Resolution (Attachment 1) adopting new water and wastewater fees for fiscal years 2024 through 2028, effective on January 1, 2024.

FISCAL IMPACT:

The fiscal impact of approving the proposed water rate schedule is additional revenues above the current rate revenue received, ranging from $56,421 to $790,796 from FY 2024 to FY 2028, to support the Water Enterprise Fund and related critical capital improvement projects, Central Coast Blue, the cost of State and Lopez water, maintaining water operations, supporting reserves, and ensuring adequate debt service coverage ratios.

The fiscal impact of approving the proposed wastewater rate schedule is additional revenues above the current rate revenue received ranging from $128,325 to $1,523,474 from FY 2024 to FY 2028 to support the Wastewater Enterprise Fund and related critical capital improvement projects, Central Coast Blue, maintaining wastewater operations, building reserves, and ensuring adequate debt service coverage ratios.

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ALTERNATIVES:

1. Do not adopt the resolution.

2. Provide alternate direction to staff or request additional information.

ATTACHMENTS:

1. Resolution for Water and Wastewater Rates

1.A. Exhibit A to Resolution: Water Rate Schedule for FY 2024—FY 2028

1.B. Exhibit B to Resolution: Wastewater Rate Schedule for FY 2024—FY 2028

2. Notice of Public Hearing – Proposition 218 Notice
Submitted by: Meeting Date: October 17, 2023
Nadia Feeser, Administrative Services Director
City Manager Approval:

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RESOLUTION NO. R-2023-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PISMO BEACH,

CALIFORNIA ADOPTING NEW WATER AND WASTEWATER FEES FOR FISCAL YEARS 2024 THROUGH 2028, EFFECTIVE ON JANUARY 1, 2024
WHEREAS, on August 3, 2023, the Council reviewed information about the proposed water and wastewater fees and provided direction to staff regarding the proposed fees; and
WHEREAS, on August 15, 2023, the Council reviewed information about the proposed water and wastewater rates, adopted a Resolution (R-2023-062) to approve the proposed schedules; directed staff to issue Proposition 218 notices to all residents and rate payers; directed staff to schedule a Public Hearing on the adoption of the rates for October 17, 2023; and adopted the City of Pismo Beach Water and Wastewater Rate Study; and WHEREAS, on August 28, 2023, to comply with Proposition 218 requirements, staff notified property owners and rate payers of the proposed rates with a Public Notice; and WHEREAS, on September 27, 2023, City staff held two public workshops to receive feedback on the proposed rate structure; and
WHEREAS, the City collected written protests of the proposed water and/or wastewater rates up to and including the Council's public hearing of the matter; and WHEREAS, on October 17, 2023, the Council held a duly-noticed public hearing at which all interested parties were given the opportunity to be heard and to submit any additional written protests of the new water and wastewater rates; and WHEREAS, at the conclusion of the public hearing, it was staff's determination that protests had been received for less than a majority of eligible parcels on both the new water and wastewater rates; and
WHEREAS, the water and wastewater fees will support providing clean, safe, and reliable drinking water; protecting public health and the environment with proper wastewater treatment; creating a brand new drought resistant water supply; and maintaining sustainable water and wastewater systems.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Pismo Beach as follows:

1. Fee Schedule Adoption. The City Council approves and adopts the additions to the existing fee schedule set forth in Exhibit A (Water Rates for FY 2024 through FY 2028) and Exhibit B (Wastewater Rates for FY 2024 through FY 2028) to this Resolution, effective January 1, 2024. The revenues generated from water rates would be collected in the Water Enterprise Fund. The revenues generated from wastewater rates would be collected in the Wastewater Enterprise Fund. The City Attachment 1

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Council specifically finds that the fees adopted are reasonable and do not exceed the cost of providing the service.

2. Collection and Listing of Fees. Exhibit A and Exhibit B schedule of rates and charges are hereby directed to be computed by and applied by the various City departments, and to be collected by the City Administrative Services Department for the herein listed special services when provided by the City or its designated contractors. The fees listed in in Exhibit A and Exhibit B shall be charged and collected for the enumerated services.

3. Separate Fee for Each Process. All fees set forth by this resolution are for each identified process; additional fees shall be required for each additional process or service that is requested or required. Where fees are indicated on a per-unit of measurement basis the fee is for each identified unit or portion thereof within the indicated ranges of such units.

4. Added Fees and Refunds. Where additional fees need to be charged and collected for completed staff work, or where a refund of excess deposited monies is due, and where such charge or refund is ten dollars ($10.00) or less, a charge or refund need not be made.

5. Constitutionality. If any portion of this resolution is declared invalid or unconstitutional then it is the intention of the City Council to have passed the entire Resolution and all its component parts, and all other sections of this resolution shall remain in full force and effect.

6. Copy Available to Public. A copy of Exhibit A and Exhibit B shall be maintained in the Administrative Services Department Office and in the City Clerk’s files for review by the public during business hours.

7. Effective Date. The revisions to the fee schedule set forth in this Resolution shall go into full force and effect on January 1, 2024.

UPON MOTION OF Council Member , seconded by Council Member , the foregoing resolution was adopted by the City Council of the City of Pismo Beach this 17th day of October 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

Approved: Attest:
________________________ ________________________
Ed Waage, Mayor Erica Inderlied, City Clerk
Attachment 1

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Water Rates for FY 2024 through FY 2028
Current and Proposed Water Fixed and Variable Charges
Current Proposed
Jan 1, 2023 Jan 1, 2024 Jan 1, 2025 Jan 1, 2026 Jan 1, 2027 Jan 1, 2028 Meter Size Water Meter Fixed Charge ($ per bi-month)
5/8"$38.24 $39.38 $40.60 $41.86 $43.16 $44.50
3/4" $38.24 $39.38 $40.61 $41.87 $43.17 $44.51
1"$58.36 $63.18 $65.15 $67.17 $69.26 $71.41

1.5"$108.01 $122.44 $126.24 $130.16 $134.20 $138.37
2"$168.72 $194.00 $200.02 $206.23 $212.63 $219.23
3"$340.10 $388.61 $400.66 $413.09 $425.90 $439.11
4"$521.67 $603.08 $621.78 $641.06 $660.94 $681.43
6"$1,219.31 $1,433.71 $1,478.16 $1,523.99 $1,571.24 $1,619.95 Variable Charge ($ per HCF)
Current Proposed
Classification Jan 1, 2023 Jan 1, 2024 Jan 1, 2025 Jan 1, 2026 Jan 1, 2027 Jan 1, 2028 Single Family Variable Charge ($ per HCF)
Tier 1 - 0 to 10 units $5.58 $6.02 $6.21 $6.41 $6.61 $6.82 Tier 2 - 11 to 16 units $6.36 $6.72 $6.94 $7.16 $7.39 $7.62 Tier 3 - 17 to 32 units $7.29 $8.14 $8.39 $8.66 $8.93 $9.21 Tier 4 - Over 32 units $9.76 $11.21 $11.56 $11.92 $12.29 $12.68 Multifamily $6.48 $6.79 $7.01 $7.23 $7.46 $7.70
Mobile Home $6.58 $6.79 $7.01 $7.23 $7.46 $7.70
Commercial [1]$8.07 $7.18 $7.40 $7.63 $7.87 $8.12
Irrigation [1]$7.14 $7.24 $7.47 $7.71 $7.95 $8.20
Construction $8.23 $6.58 $6.79 $7.01 $7.23 $7.46
[1] Includes Municipal customers.

Attachment 1.A

11.A-8Council Agenda 10-17-2023
Packet Page 109

Wastewater Rates for FY 2024 through FY 2028
Current and Proposed Wastewater Fixed and Variable Charges Fixed Charges by Meter Size
Current Proposed
Meter Size Jan 1, 2023 Jan 1, 2024 Jan 1, 2025 Jan 1, 2026 Jan 1, 2027 Jan 1, 2028 inches Fixed Charge ($ per bi-month)
5/8"$31.22 $32.28 $34.21 $36.30 $38.51 $40.86
3/4" 44.95 46.23 49.00 51.99 55.16 58.53
1"72.40 74.15 78.58 83.37 88.46 93.86

1.5"141.03 143.92 152.53 161.83 171.71 182.18
2"223.38 227.66 241.26 255.98 271.59 288.16
3"442.99 450.95 477.89 507.04 537.97 570.79
4"690.04 702.15 744.10 789.49 837.65 888.75
6"$1,650.82 $1,679.05 $1,779.36 $1,887.90 $2,003.06 $2,125.25 Residential Fixed Consumption Charges
Current Proposed
Classification Jan 1, 2023 Jan 1, 2024 Jan 1, 2025 Jan 1, 2026 Jan 1, 2027 Jan 1, 2028 Fixed Charge ($ per bi-month)
Single-family [2]$74.01 $77.27 $82.02 $87.02 $92.33 $97.96 Apartments/Multifamily [2] [3] 46.72 48.78 51.78 54.94 58.29 61.85 Mobile Homes [2] [3] $32.38 $33.80 $35.88 $38.07 $40.39 $42.85 Variable Rates
Current Proposed
Classification Jan 1, 2023 Jan 1, 2024 Jan 1, 2025 Jan 1, 2026 Jan 1, 2027 Jan 1, 2028 Variable Charge ($ per HCF)
Commercial $9.06 $9.83 $10.43 $11.07 $11.74 $12.46
Dual Residential/Restaurant 12.78 13.53 14.36 15.24 16.17 17.15 Dual Residential/Commercial 8.75 9.25 9.82 10.42 11.05 11.73 Grocery 16.22 17.76 18.86 20.01 21.23 22.53
Hotel 7.51 8.18 8.69 9.22 9.78 10.38
Hotel w/Restaurant 12.19 17.31 18.38 19.50 20.69 21.95
School w/ Cafeteria 7.47 8.27 8.78 9.32 9.88 10.49
School 4.80 5.11 5.43 5.76 6.11 6.49
Shopping Center 6.50 7.36 7.81 8.29 8.79 9.33
Shopping Center w/ Restaurant 15.76 17.31 18.38 19.50 20.69 21.95 Trailer/RV 4.06 4.37 4.64 4.92 5.22 5.54
Service Station 7.26 7.47 7.93 8.41 8.93 9.47
Restaurant / Bakery 16.33 18.63 19.78 20.99 22.27 23.63 Municipal $6.31 $6.91 $7.34 $7.79 $8.26 $8.77
[2] Residential customers are charged a fixed charge per bi-month for consumption. [3] Apartments, Multifamily, and Mobile Homes are charged by the dwelling unit.

Attachment 1.B

11.A-9Council Agenda 10-17-2023
Packet Page 110

City of Pismo Beach
NoƟce of Public Hearing - Water and Wastewater Rates 1

CityofPismoBeach
NoƟceofPublicHearing
ProposedRateIncreaseforWater andWastewater Services Whyarewaterandwastewaterrateschanging?
The proposed fees are increased to fund criƟcal water and wastewater infrastructure improvements (see page 2 for details), support Central Coast Blue, and support increased operaƟng expenses. The proposed rates are scheduled to increase as shown on pages 2 and 3 of this public noƟce eīecƟve January 1, 2024 and annually on January 1, of 2025 through 2028. Water and wastewater rates will apply to all parcels within the City that have water and/or wastewater service.

PublicHearing
The Pismo Beach City Council will hold a Public Hearing on the proposed increases to water and wastewater (sewer) rates. The Public Hearing will be held at the following Ɵme and place:

Date: Tuesday,October17,2023
Time: 6:00 p.m.

Place: Pismo Beach City Hall, Council Chamber
760 Maƫe Road, Pismo Beach, CA 93449
The Public Hearing will cover the proposed rate increases (January 2024 through January 2028) for water and wastewater services. This noƟce is provided to all property owners and customers who currently receive either of these services provided by the City of Pismo Beach. If adopted, the proposed rate increases will become eīecƟve January 1, 2024 and will be reŇected on the January and February 2024 bills. All interested persons are invited to appear at the Ɵme and place speciĮed to give oral or wriƩen tesƟmony, as well as wriƩen protests, regarding the proposed fees.

WhatistheimpactonatypicalSingle-FamilyResidenƟalcustomer? Your u Ɵlity bill is determined by the type of residence or business you have, the water meter size at your address, and your water consumpƟon. The average Single-Family ResidenƟal home consumes 14 hundred cubic feet (HCF) of water over the two-month billing cycle. (1 HCF = approximately 748 gallons) The following table assumes a typical Single-Family ResidenƟal home with a ¾-inch meter consuming 14 HCF of water (over a two-month period), and illustrates the dollar and percent increase over the prior year.

TypicalSingle-FamilyResidenƟal*UƟlityBillImpact

*For more informaƟon and to compare your current bill with the proposed January and February 2024 bill, please visit www.pismobeach.org/ratechanges .

Attachment 2

11.A-10Council Agenda 10-17-2023
Packet Page 111

City of Pismo Beach
NoƟce of Public Hearing - Water and Wastewater Rates 2
WATER:CurrentandProposedBi-MonthlyFixedRates Current Proposed
Jan 1, 2023 Jan 1, 2024 Jan 1, 2025 Jan 1, 2026 Jan 1, 2027 Jan 1, 2028 Meter Size Water Meter Fixed Charge ($ per bi-month)
5/8"$38.24 $39.38 $40.60 $41.86 $43.16 $44.50
3/4" $38.24 $39.38 $40.61 $41.87 $43.17 $44.51
1"$58.36 $63.18 $65.15 $67.17 $69.26 $71.41

1.5"$108.01 $122.44 $126.24 $130.16 $134.20 $138.37
2"$168.72 $194.00 $200.02 $206.23 $212.63 $219.23
3"$340.10 $388.61 $400.66 $413.09 $425.90 $439.11
4"$521.67 $603.08 $621.78 $641.06 $660.94 $681.43
6"$1,219.31 $1,433.71 $1,478.16 $1,523.99 $1,571.24 $1,619.95 WhatDoesMyUƟlityBillPayFor?
Clean,Safe,andReliableDrinkingWater 
The City is commiƩed to maintaining sustainable, reliable, and cost-eīecƟve water and wastewater systems. The City’s water quality is tested weekly and all water quality standards are met. Read about how the City’s water system met all federal and state drinking water standards in the City’s 2022 water quality report at www.pismobeach.org/waterquality .

In order to maintain this water quality, several capital projects are proposed to be supported by your water payments, including the: New ProducƟon Well; Advanced Metering Infrastructure; Bello Reservoir Roof Replacement, Charles Street Reservoir Replacement; and Bello-Price/Highway 101 Waterline Upgrade.

ProtecƟngPublicHealthandtheEnvironmentwithCity’sWastewaterTreatmentPlant The City’s wastewater quality is excepƟonal, far exceeding the standards established by the California State Regional Water Quality Control Board. In order to meet federal and state laws and regulatory requirements, several capital projects are proposed to be supported by your wastewater payments, including the: Advanced Metering Infrastructure; Wastewater Maintenance and Improvement; and Harloe LiŌ StaƟon Bluī StabilizaƟon.

NewDrought-ResistantWater Supply:CentralCoastBlueforWater Sustainability Central Coast Blue is a regional water sustainability project that will create a new, high-quality, and drought-resistant water supply for Pismo Beach, Grover Beach, and Arroyo Grande. These communiƟes are designing and building a new advanced water puriĮcaƟon facility to create a high-quality water source to supplement local groundwater supplies, with Pismo Beach serving as the lead agency. This project allows these communiƟes to have suĸcient water supplies even in Ɵmes of drought.

The project includes construcƟon of an Advanced Treatment Facility to treat water from the City of Pismo Beach's Wastewater Treatment Plant (WWTP) to produce puriĮed water that is purer than most boƩled water. The puriĮed water will be injected into the groundwater basin to supplement the natural groundwater supply and to create a seawater intrusion barrier.

Central Coast Blue will enhance local supply reliability and help protect the community from droughts by diversifying supply sources and keeping communiƟes from becoming too reliant on any one source of water. This project also reduces the amount of treated eŋuent released by Pismo Beach’s WWTP into the ocean by 74%. For more informaƟon, visit www.centralcoastblue.com .

MaintainingSustainableWaterandWastewater Systems
Water and wastewater rates support the overall Įnancial plans for water and wastewater. These Įnancial plans account for increasing operaƟng expenses, including support for rising personnel costs, electricity, chemicals, and purchased water (State Water and Lopez Lake water). The Įnancial plans also include ensuring adequate reserves and debt service coverage raƟos.

Attachment 2

11.A-11Council Agenda 10-17-2023
Packet Page 112

City of Pismo Beach
NoƟce of Public Hearing - Water and Wastewater Rates 3
WATER:CurrentandProposedVariable Rates
WASTEWATER:CurrentandProposedFixedRates
WASTEWATER:CurrentandProposedVar i able Rates

Current Proposed
Classification Jan 1, 2023 Jan 1, 2024 Jan 1, 2025 Jan 1, 2026 Jan 1, 2027 Jan 1, 2028 Single Family Variable Charge ($ per HCF)
Tier 1 - 0 to 10 units $5.58 $6.02 $6.21 $6.41 $6.61 $6.82 Tier 2 - 11 to 16 units $6.36 $6.72 $6.94 $7.16 $7.39 $7.62 Tier 3 - 17 to 32 units $7.29 $8.14 $8.39 $8.66 $8.93 $9.21 Tier 4 - Over 32 units $9.76 $11.21 $11.56 $11.92 $12.29 $12.68 Multifamily $6.48 $6.79 $7.01 $7.23 $7.46 $7.70
Mobile Home $6.58 $6.79 $7.01 $7.23 $7.46 $7.70
Commercial [1]$8.07 $7.18 $7.40 $7.63 $7.87 $8.12
Irrigation [1]$7.14 $7.24 $7.47 $7.71 $7.95 $8.20
Construction $8.23 $6.58 $6.79 $7.01 $7.23 $7.46
[1] Includes Municipal customers.

Fixed Charges by Meter Size
Current Proposed
Meter Size Jan 1, 2023 Jan 1, 2024 Jan 1, 2025 Jan 1, 2026 Jan 1, 2027 Jan 1, 2028 inches Fixed Charge ($ per bi-month)
5/8"$31.22 $32.28 $34.21 $36.30 $38.51 $40.86
3/4" 44.95 46.23 49.00 51.99 55.16 58.53
1"72.40 74.15 78.58 83.37 88.46 93.86

1.5"141.03 143.92 152.53 161.83 171.71 182.18
2"223.38 227.66 241.26 255.98 271.59 288.16
3"442.99 450.95 477.89 507.04 537.97 570.79
4"690.04 702.15 744.10 789.49 837.65 888.75
6"$1,650.82 $1,679.05 $1,779.36 $1,887.90 $2,003.06 $2,125.25 Residential Fixed Consumption Charges
Current Proposed
Classification Jan 1, 2023 Jan 1, 2024 Jan 1, 2025 Jan 1, 2026 Jan 1, 2027 Jan 1, 2028 Fixed Charge ($ per bi-month)
Single-family [2]$74.01 $77.27 $82.02 $87.02 $92.33 $97.96 Apartments/Multifamily [2] [3] 46.72 48.78 51.78 54.94 58.29 61.85 Mobile Homes [2] [3] $32.38 $33.80 $35.88 $38.07 $40.39 $42.85 Current Proposed
Classification Jan 1, 2023 Jan 1, 2024 Jan 1, 2025 Jan 1, 2026 Jan 1, 2027 Jan 1, 2028 Variable Charge ($ per HCF)
Commercial $9.06 $9.83 $10.43 $11.07 $11.74 $12.46
Dual Residential/Restaurant 12.78 13.53 14.36 15.24 16.17 17.15 Dual Residential/Commercial 8.75 9.25 9.82 10.42 11.05 11.73 Grocery 16.22 17.76 18.86 20.01 21.23 22.53
Hotel 7.51 8.18 8.69 9.22 9.78 10.38
Hotel w/Restaurant 12.19 17.31 18.38 19.50 20.69 21.95
School w/ Cafeteria 7.47 8.27 8.78 9.32 9.88 10.49
School 4.80 5.11 5.43 5.76 6.11 6.49
Shopping Center 6.50 7.36 7.81 8.29 8.79 9.33
Shopping Center w/ Restaurant 15.76 17.31 18.38 19.50 20.69 21.95 Trailer/RV 4.06 4.37 4.64 4.92 5.22 5.54
Service Station 7.26 7.47 7.93 8.41 8.93 9.47
Restaurant / Bakery 16.33 18.63 19.78 20.99 22.27 23.63 Municipal $6.31 $6.91 $7.34 $7.79 $8.26 $8.77
[2] Residential customers are charged a fixed charge per bi-month for consumption. [3] Apartments, Multifamily, and Mobile Homes are charged by the dwelling unit.

Certain non-residential sewer users are charged a higher rate for wastewater service due to the “strength” of the wastewater they deposit into the system.

Attachment 2

11.A-12Council Agenda 10-17-2023
Packet Page 113

City of Pismo Beach
NoƟce of Public Hearing - Water and Wastewater Rates 4
City of Pismo Beach
760 Maƫe Road
Pismo Beach, CA 93449
Owner/Name
Address In Care Of
Address 1
Address 2
City, State, Zip
HowDoIProtesttheProposedWater and/orWastewater Rates? Under ProposiƟon 218, if you are the owner of record for a parcel or parcels or a tenant directly liable for payment of the fees subject to the proposed rate changes, you may submit a wriƩen protest against each proposed rate increase (water, wastewater). If valid wriƩen protests are Įled for a majority (50% plus one) of the aīected parcels, the applicable proposed rate change will not be imposed. Only one protest per parcel will be counted. All protests must:

1. Be in wriƟng and received by the City Clerk before or during the public hearing on October 17, 2023 at 6:00 p.m.

Protests must either be mailed or personally delivered to the City Clerk at 760 Maƫe Road, Pismo Beach, CA 93449.

Email or facsimile protests will not be accepted. Protests will not be accepted aŌer the closure of the public hearing.

2. SpeciĮcally idenƟfy what you are protesƟng: the water and/or wastewater rate increase(s).

3. IdenƟfy the aīected parcel by the service address and/or Assessor's Parcel Number (APN).

4. Include the name and original (wet) signature of either the account holder or the property owner of the service address.

All interested persons are invited to appear at the Ɵme and place speciĮed to give oral or wriƩen tesƟmony in regard to this maƩer. At the public hearing, the City Council will accept oral and wriƩen tesƟmony, as well as wriƩen protests, regarding the proposed fees.

HowCanIFindOutMoreAbouttheProposedChanges?
To Įnd out more about the proposed changes and how they will aīect your bill, please visit the City’s website at www.pismobeach.org/ratechanges . This site has detailed reports, the rate study, presentaƟons, and sample bills to help determine the impact of the changes. For addiƟonal quesƟons, please call the AdministraƟve Services Department at 805.773.4655.

In addiƟon, City staī will hold two informaƟonal community meeƟngs for the public on September 27, 2023 at Pismo Beach City Hall, Council Chamber, 760 Maƫe Road, Pismo Beach, CA 93449. The Įrst meeƟng is at 4:00 p.m. for non- residenƟal customers and the second meeƟng is at 6:00 p.m. for residenƟal customers.

Water andWastewater RateDevelopmentProcess
The City hired a consultant to perform studies of the City’s water and wastewater funds, and to recommend user rates designed to meet the City’s Įnancial obligaƟons, including operaƟng and debt service costs, and funds for needed capital projects. The rate structures developed in the studies comply with federal, state, and City laws and guidelines.

They are consistent with good industry pracƟces, and are equitable among the City’s customer classes. At the City Council MeeƟng on August 15, 2023, City staī and the consultant presented the report on these studies, including recommended uƟlity rates through January of 2028. The City Council reviewed the report and approved the proposed rate schedule to be considered at a public hearing on October 17, 2023. Two public community meeƟngs will be held on September 27, 2023 at Pismo Beach City Hall, 760 Maƫe Road, Pismo Beach, CA 93449.

If a majority protest has not been received by the end of the October 17, 2023 Public Hearing, and the City Council approves the new Water and Wastewater Service Rates as shown in the Rate Schedules shown on pages 2 and 3, the proposed rate increases will Įrst appear on uƟlity bills issued on the January and February 2024 bills.

Attachment 2

11.A-13Council Agenda 10-17-2023
Packet Page 114

PISMO BEACH CITY COUNCIL and

PUBLIC FINANCING AUTHORITY STAFF REPORT
Agenda Item #12.A

SUBJECT/TITLE:

AUTHORIZING AND DIRECTING THE REDEMPTION OF ALL OUTSTANDING 2012

WASTEWATER REFUNDING REVENUE BONDS, AND AUTHORIZING CERTAIN

ACTIONS IN CONNECTION THEREWITH
AND
APPROVING THE REDEMPTION OF 2012 WASTEWATER REFUNDING REVENUE

BONDS AND AUTHORIZING CERTAIN ACTIONS RELATED THERETO
RECOMMENDATION:

1. Adopt a Resolution of the City Council of the City of Pismo Beach authorizing and directing the redemption of all outstanding 2012 Wastewater Refunding Revenue bonds, and authorizing certain actions in connection therewith; and

2. Adopt a Resolution of the Board of Directors of the Pismo Beach Public Financing Authority approving the redemption of 2012 Wastewater Refunding Revenue bonds and authorizing certain actions related thereto.

EXECUTIVE SUMMARY:

The Pismo Beach Public Financing Authority (Authority) has issued its Series 2012 Wastewater Refunding Revenue bonds (2012 Bonds) and the City and Authority now desire to redeem all outstanding 2012 Bonds. The benefit of redeeming these bonds is to provide interest cost savings and meet anticipated debt service coverage requirements for the upcoming proposed Central Coast Blue Water Infrastructure Finance and Innovation Act (WIFIA) loan in the Wastewater Enterprise Fund. This action is included in the Council-approved Water and Wastewater Rate study. In order to do this, (i) the City Council must adopt a Resolution authorizing and directing the redemption of all outstanding 2012 Bonds, and authorizing certain actions in connection therewith; and (ii) the Board of Directors of the Authority must approve the subject resolution authorizing the redemption of all outstanding 2012 Bonds, and authorizing certain actions related thereto.

This meeting has been convened as a joint meeting of the City Council and the Authority's Board of Directors in order to allow the City Council, and the Council Members acting in their capacity as the Authority's Board, to take the above actions.

Deposit of Funds to Redeem the 2012 Bonds with the Trustee for the 2012 Bonds There is approximately $3,320,000 of principal remaining outstanding on the 2012 Bonds.

By adopting the attached resolution, the City Council will be authorizing and directing the redemption of the entire remaining outstanding balance of 2012 Bonds and the payment of interest thereon to the optional call date of November 1, 2023 (the Redemption Date), as authorized under the applicable prepayment provisions of the 2012 Bond documents.

Council Agenda 10-17-2023 12.A-1
Packet Page 115

The total amount of the outstanding balance plus interest is approximately $3,338,547.88.

The monies needed to redeem the 2012 Bonds will be deposited by the City with U.S.

Bank National Association, acting as Trustee for the 2012 Bonds in the amount necessary to redeem the 2012 Bonds in advance of their scheduled maturities on the Redemption Date.

Conclusion and Recommendation
Staff recommends that the City Council adopt a Resolution (Attachment 1) to authorize and direct the redemption of all outstanding 2012 Wastewater Refunding Revenue bonds, and authorize certain actions in connection therewith; and In addition, staff recommends that the Board of Directors of the Pismo Beach Public Financing Authority adopt a Resolution (Attachment 2) to approve the redemption of 2012 Wastewater Refunding Revenue bonds, and authorize certain actions related thereto.

FISCAL IMPACT:

The fiscal impact of adopting the attached resolutions is the removal of the 2012 Bonds from the City’s finances. The payment of approximately $3,338,547.88 comes from the Wastewater Enterprise Fund’s net position (available fund balance).

The approximate $3,338,547.88 will be deposited in the City’s Trustee Bank account to pay off all principal and interest due on the 2012 Bonds by November 1, 2023. This would free up approximately $390,000 per year in Wastewater Enterprise Fund debt service payments through Fiscal Year 2033, saving approximately a net present value of $561,598.37 for the remainder of the term. This would also allow for better debt service coverage to support the proposed Central Coast Blue WIFIA loan debt service payments.

ALTERNATIVES:

1. Decline to adopt one or both Resolutions; provide alternate direction to staff.

ATTACHMENTS:

1. City (Council) Resolution

2. Authority (Board) Resolution
Submitted by: Meeting Date: October 17, 2023
Nadia Feeser, Administrative Services Director, Public Financing Authority Treasurer City Manager / Public Financing Authority Executive Director Approval:

Council Agenda 10-17-2023 12.A-2
Packet Page 116

RESOLUTION NO. R-2023-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PISMO BEACH,

CALIFORNIA AUTHORIZING AND DIRECTING THE REDEMPTION OF ALL OUTSTANDING 2012 WASTEWATER REFUNDING REVENUE BONDS, AND

AUTHORIZING CERTAIN ACTIONS IN CONNECTION THEREWITH
WHEREAS, the City Council of the City of Pismo Beach (the City), has heretofore caused the Pismo Beach Public Financing Authority (the Authority) to issue its Pismo Beach Public Financing Authority, Series 2012 Wastewater Refunding Revenue Bonds (Wastewater Project of 2004) in the original aggregate principal amount of $5,710,000 (the 2012 Bonds), pursuant to (i) an Installment Sale Agreement, dated as of May 1, 2012, by and between the Authority and the City (the 2012 Installment Sale Agreement), and (ii) an Indenture, dated as of May 1, 2012, by and between U.S. Bank Trust Company, National Association, as successor trustee thereunder, and the Authority (the 2012 Indenture, and together with the 2012 Installment Sale Agreement, the 2012 Bond Documents); and
WHEREAS, there is approximately $3,320,000 of principal remaining outstanding on the 2012 Bonds; and
WHEREAS, the City wishes at this time to redeem the entire remaining outstanding balance of 2012 Bonds and pay interest thereon to the redemption date of November 1, 2023 (the Redemption Date), as authorized under the applicable prepayment provisions of the 2012 Bond Documents; and
WHEREAS, the monies needed to prepay the 2012 Bonds will be deposited with Trustee and will be applied by the Trustee on the Redemption Date to redeem all of the outstanding 2012 Bonds; and
WHEREAS, this action does not constitute a “Project” under California Environmental Quality Act (CEQA) Guidelines Section 15378.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Pismo Beach as follows:

Section 1. The foregoing recitals are adopted as findings of the City Council as though set forth fully herein.

Section 2. The City Council hereby authorizes and directs the redemption of all outstanding 2012 Bonds in accordance with this Resolution and the 2012 Bond Documents.

Section 3. All actions heretofore taken by the officers and agents of the City with respect to the redemption of the 2012 Bonds are hereby ratified, confirmed and approved. The Council Agenda 10-17-2023 12.A-3
Attachment 1
Packet Page 117

City Manager, the Administrative Services Director, the City Clerk and any and all other officers of the City are hereby authorized and directed, for and in the name and on behalf of the City, to do any and all things and take any and all actions, including execution and delivery of any and all assignments, certificates, requisitions, agreements, notices, consents, instruments of conveyance, warrants and other documents, which they, or any of them, may deem necessary or advisable in order to cause the redeem all of outstanding 2012 Bonds.

Section 4. This Resolution shall take effect from and after the date of its passage and adoption.

UPON MOTION OF Council Member , seconded by Council Member , the foregoing resolution was adopted by the City Council of the City of Pismo Beach this 17th day of October 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

Approved: Attest:
________________________ ________________________
Ed Waage, Mayor Erica Inderlied, City Clerk
Council Agenda 10-17-2023 12.A-4
Attachment 1
Packet Page 118

RESOLUTION NO. PFA R-2023-XXX

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE PISMO BEACH PUBLIC FINANCING AUTHORITY APPROVING THE REDEMPTION OF 2012 WASTEWATER

REFUNDING REVENUE BONDS AND AUTHORIZING CERTAIN ACTIONS

RELATED THERETO
WHEREAS, the Pismo Beach Public Financing Authority (the Authority) has heretofore assisted the City of Pismo Beach (the City), by issuing its Pismo Beach Public Financing Authority, Series 2012 Wastewater Refunding Revenue Bonds (Wastewater Project of 2004) in the original aggregate principal amount of $5,710,000 (the 2012 Bonds), pursuant to (i) an Installment Sale Agreement, dated as of May 1, 2012, by and between the Authority and the City (the 2012 Installment Sale Agreement), and (ii) an Indenture, dated as of May 1, 2012, by and between the U.S. Bank Trust Company, National Association, as trustee thereunder, and the Authority (the 2012 Indenture, and together with the 2012 Installment Sale Agreement, the 2012 Bond Documents); and WHEREAS, there is approximately $3,320,000 of principal remaining outstanding on the 2012 Bonds; and
WHEREAS, the City has approved a resolution authorizing and directing the redemption of the entire remaining outstanding balance of 2012 Bonds and the payment of interest to the redemption date of November 1, 2023 (the Redemption Date), as authorized under the applicable redemption provisions of the 2012 Bond Documents; and WHEREAS, the Board of Directors of the Authority (the Board) wishes at this time to approve redemption of the entire remaining outstanding balance of 2012 Bonds, plus and pay interest thereon to the redemption date of November 1, 2023 in the public interests of the Authority; and
WHEREAS, this action does not constitute a “Project” under California Environmental Quality Act (CEQA) Guidelines Section 15378.

NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Pismo Beach Public Financing Authority, as follows:

Section 1. The foregoing recitals are adopted as findings of the Board as though set forth fully herein.

Section 2. The Board hereby authorizes and directs the redemption of all outstanding 2012 Bonds in accordance with this Resolution and the 2012 Bond Documents.

Section 3. All actions heretofore taken by the officers and agents of the Authority with respect to the redemption of the 2012 Bonds are hereby ratified, confirmed and approved.

The Executive Director, Treasurer, Secretary and any and all other officers of the Council Agenda 10-17-2023 12.A-5
Attachment 2
Packet Page 119

Authority are hereby authorized and directed, for and in the name and on behalf of the Authority, to do any and all things and take any and all actions, including execution and delivery of any and all assignments, certificates, requisitions, agreements, notices, consents, instruments of conveyance, warrants and other documents, which they, or any of them, may deem necessary or advisable in order to cause the redemption of all outstanding 2012 Bonds.

Section 4. This Resolution shall take effect from and after the date of its passage and adoption.

UPON MOTION OF Board Member , seconded by Board Member , the foregoing resolution was adopted by the Board of Directors of the Pismo Beach Public Financing Authority this 17th day of October 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

Approved:
________________________
Ed Waage, Chairperson
Attest:
________________________
Erica Inderlied, Secretary
Council Agenda 10-17-2023 12.A-6
Attachment 2
Packet Page 120

PISMO BEACH COUNCIL STAFF REPORT
Agenda Item #12.B
SUBJECT/TITLE:

PISMO BEACH PARKING MANAGEMENT PLAN
RECOMMENDATION:

Adopt a Resolution adopting the 2023 Pismo Beach Parking Management Plan.

BACKGROUND:

Pismo Beach is one of the region’s most popular coastal destinations. It provides access to coastal areas and recreational opportunities, while also offering a unique blend of residential neighborhoods and local commercial districts around a vibrant downtown commercial core. Given the strong demand for visitation, one of the most challenging issues the City faces is how to effectively manage its parking supply and address the impacts of parking demand. In order to address this challenge, the City’s first Parking Management Plan (PMP) was adopted in 2007. As a guidance document, the 2007 PMP focused on implementing timed parking, paid parking, enforcement and ticketing, revenue management, and acquiring parking capacity. The PMP is intended to be a “living document” that will be updated, as needed.

On May 3, 2022, the City Council authorized an agreement with Walker Consultants to complete an update to the PMP. The 2023 PMP (Attachment 1.A) was developed by updating a draft from the 2018 PMP effort that was never completed and includes recent summer parking demand data, Parking Advisory Committee and public input, and adapted parking management best practices based on observations and knowledge of parking conditions, opportunities, and challenges in Pismo Beach. The Parking Advisory Committee reviewed the 2023 PMP at its June 21, 2023, meeting and recommended the City Council adopt the plan.

The purpose of the 2023 PMP is to ensure that the finite supply of publicly available parking in the city is managed with policies that facilitate access to visitor-serving commercial districts. More specifically, the 2023 PMP focuses on parking management in the Commercial Core. As such, the overarching goals of the 2023 PMP are as follows:
Support the Commercial Core as a viable economic center. Provide enough parking in and around the Commercial Core for residents, visitors, business owners and employees.
Create revenue streams for the purpose of maintaining current parking assets, acquiring more parking capacity, and/or funding alternative solutions to constructing or acquiring additional parking supply.
Provide direction and oversight for parking impacts or issues outside of the Commercial Core.

To achieve these goals, the 2023 PMP provides findings relating to parking supply and peak parking demand and recommended parking management strategies. The

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recommended parking management strategies serve as options to be considered in future City decisions, rather than required actions.

The consensus is that peak parking is the primary concern in Pismo Beach. Furthermore, the 2023 PMP identifies the following key findings:
Parking Supply
o More than half of the parking supply in the study area consists of on-street parking spaces.
o The total number of parking spaces in the study area is 1,932. On-street parking spaces (public): 1,095
Off-street parking spaces (public): 423
Off-street parking spaces (private): 414
Peak Parking Demand
o In times of peak parking demand during summertime and weekends, on- and off-street public parking spaces were at or above 100% occupancy, but the private parking supply had significant availability, with just 60% occupancy.
o In times of peak parking demand during weekdays, on-street public parking spaces were at nearly 100% occupancy, with some parking availability on- street and in private parking lots.
o The data suggests that successful parking management measures will create some parking availability and “turnover” in high parking occupancy locations while better utilizing under-utilized spaces.

Parking is just one component, albeit an important one, of the broader system of access.

Effective parking management strategies will leverage other components of the system, including connections to peripheral or remote parking through pedestrian, bicycle, micro- mobility, or shuttle connections. The key recommended parking management strategies identified in the 2023 PMP are as follows:
Parking Management Strategy #1 – Effectively expand the paid parking area to help maintain some availability and reduce searching for free parking, which helps alleviate congestion. This can be accomplished through:
o Increased hours of enforcement later into the evening o Non-preferential parking meter permit program
o Raised rates, particularly on summer weekends, to manage demand o Incentives for employees to carpool and use other means of transportation, and/or
o Increased parking enforcement.
Parking Management Strategy #2 – Make more parking spaces available and increase access to underutilized off-street parking. This can be accomplished through cooperative agreements (including leasing, acquisition, and shared parking agreements) to cost-effectively increase the total number of parking spaces.
Parking Management Strategy #3 – Leverage active and sustainable transportation options. Pedestrian, bicycle, and other micro-mobility improvements

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are already being used informally by drivers parking outside of the Pismo Beach commercial district and by locals in Pismo Beach and Grover Beach. These modes effectively increase access to Pismo Beach and are often times more cost effective than building additional parking facilities. Rental bicycles in remote parking areas could serve a similar purpose. Leveraging these modes further is recommended. Parking Management Strategy #4 – Increase the supply of publicly available parking. This can be accomplished through the leasing of private spaces, providing attendant-assist or valets in strategic locations, or building surface or structure parking.

Conclusion and Recommendation
Should the City Council adopt the 2023 PMP, future potential actions related to parking will be evaluated against the recommendations of the document to help inform decisions.

The recommendations contained within the 2023 PMP are intended to ensure effective management of the City’s parking supply and address the impacts of parking demand so that Pismo Beach continues to provide access to coastal areas and recreational opportunities. Accordingly, it is recommended that the City Council adopt a Resolution (Attachment 1) adopting the 2023 PMP.

FISCAL IMPACT:

There is no direct fiscal impact that would result from staff’s recommendation. Future modifications to the parking system may impact revenues and expenditures and would be analyzed at that time.

ALTERNATIVES:

1. Modify and adopt the Resolution for adoption of the Pismo Beach Parking Management Plan.

2. Provide other direction to staff.

ATTACHMENTS:

1. Resolution

1.A Exhibit A to Resolution: 2023 Pismo Beach Parking Management Plan Prepared by: Meeting Date: October 17, 2023
Cory Hanh, Planning Manager
Submitted by:

Matthew Downing, AICP, Community Development Director
City Manager Approval:

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RESOLUTION NO. R-2023-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PISMO BEACH, CALIFORNIA, ADOPTING THE 2023 PISMO BEACH PARKING MANAGEMENT PLAN
WHEREAS, on March 20, 2007, the City Council took action to form a Parking Advisory Committee with the main mandate to create paid parking in the Downtown Commercial Core; and
WHEREAS, on September 4, 2007, the City Council adopted the Pismo Beach Parking Management Plan (Phase One); and
WHEREAS, the City Council adopted the following mission statement: “It is the mission of the Pismo Beach Paid Parking District to provide excellent customer service to all visitors, residents and employees seeking short-term or long-term parking. We welcome opportunities to create solutions for special parking circumstances. Through collection of parking fees, we seek ways to improve safety and security, while balancing the parking needs of our visitors, business owners, and residents. We affirm the goals to maintain reasonable turnover of our parking spaces and to direct collected funds to parking infrastructure improvements”; and
WHEREAS, the Pismo Beach Parking Management Plan is a “living document” that needs updating to address current conditions, opportunities, and challenges as it relates to parking in the city; and
WHEREAS, on May 3, 2022, the City Council authorized an agreement with Walker Consultants to prepare an update to the Parking Management Plan; and WHEREAS, on June 21, 2023, the Parking Advisory Committee held a meeting, at which all interested persons were provided the opportunity to give public comment, and made a recommendation to the City Council to adopt the 2023 Pismo Beach Parking Management Plan; and
WHEREAS, the City Council finds, after due study, deliberation, and consideration of public comment, that the 2023 Pismo Beach Parking Management Plan provides parking supply and demand information and parking management strategies that help ensure that the finite supply of publicly available parking in the city will be managed with policies that facilitate access to visitor-serving commercial districts.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Pismo Beach hereby adopts the Pismo Beach Parking Management Plan, as set forth in Exhibit A, and attached hereto and incorporated herein by this reference.

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UPON MOTION OF Council Member , seconded by Council Member , the foregoing resolution was adopted by the City Council of the City of Pismo Beach this 17th day of October 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

Approved: Attest:
________________________ ________________________
Ed Waage, Mayor Erica Inderlied, City Clerk

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1 PISMO BEACH
PA RKING  MANAGEMENT PLAN
October 2023

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2 MISSION STATEMENT
It is the mission of the Pismo Beach Paid Parking District to provide excellent customer service to all visitors, residents and employees seeking short‐term or long‐term parking. We welcome opportunities to create solutions for special parking circumstances. Through collection of parking fees, we seek ways to improve safety and security, while balancing the parking needs of our visitors, business owners, and residents. We affirm the goals to maintain reasonable turnover of our parking spaces and to direct collected funds to parking infrastructure improvements. (Adopted by Pismo Beach City Council, October 2011).

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3 Table of Contents

MISSION STATEMENT ............................................................................................................... 2 Executive Summary ................................................................................................................. 5 Introduction ............................................................................................................................. 7 Background .............................................................................................................................. 8 Establishment of Paid Parking Zone .............................................................................................. 8 Purpose and Intent ........................................................................................................................... 9 Parking Management Goals ............................................................................................................ 9 Parking Access Management Principles ...................................................................................... 10 Need to Manage Parking ............................................................................................................... 11 Benefits Of a Managed Timed Parking Program, Past and Future ........................................... 12 Current/Existing Conditions ................................................................................................. 13 Current Downtown Public Parking Supply .................................................................................. 13 Parking Utilization .......................................................................................................................... 14 Parking Utilization, Policy Findings, and Considerations ........................................................... 20 Related Goals and Policies .................................................................................................... 21 General Plan Circulation Element (2021 update) ........................................................................ 21 Downtown Strategic Plan (2014) ................................................................................................... 22 Climate Action Plan (2014) ............................................................................................................. 23 Parking Advisory Committee (PAC) Feedback ................................................................... 23 Recommended Parking Management Strategies .............................................................. 23 Paid Parking .................................................................................................................................... 23 On-Street Parking ........................................................................................................................... 24 Off-Street Public Parking ............................................................................................................... 24 Paid Parking Hours of Enforcement ............................................................................................. 25 Residential Parking ......................................................................................................................... 25 Vacation Rental Parking ................................................................................................................. 25 Employee Parking ........................................................................................................................... 26 Special Permit Parking ................................................................................................................... 26 Expansion of Public Parking .......................................................................................................... 27 Unlock Private Supply .................................................................................................................... 28 Downtown Shuttle .......................................................................................................................... 29 Electric Bicycles (E-Bikes)……………………………………………………………………………………………………29 Extension of Boardwalk……………………………………………………………………………………………………..29 Roles and Responsibilities .................................................................................................... 30 Program Management ................................................................................................................... 30 Enforcement and Citation Administration................................................................................... 30 Appendices ............................................................................................................................. 30

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4 Figures
Figure 1 Downtown Pismo Beach Parking Management Plan Area……………………………13 Figure 2 Peak Parking Demand, Summertime Saturday – 3:00 PM.……………………………14 Figure 3 Peak Parking Demand, Summertime Friday – 3:00 PM…………………………………15 Figure 4 Summer Saturday On-Street Parking Demand……………….…………………………….15 Figure 5 Summer Saturday Off-Street Parking Demand……………….…………………………….16 Figure 6 Summer Saturday Private On-Street Parking Demand………………………………….16 Figure 7 Revenue and Transactions by Month……………………………………………………………17 Figure 8 Transactions by Day of Week………………………………………………………………………..11 Figure 9 Wolosz Lot Transactions by Day……………………………………………………………………18 Figure 10 Parking Timed Purchased Averages……………………………………………………………..13 Figure 11 Parking Timed Purchases by Kiosk Location…………………………………………………14 Figure 12 Parking Timed Purchases by Metered City Block …………………………………………19

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5 Executive Summary

The purpose of the Pismo Beach Parking Management Plan (PMP) is to ensure that the finite supply of publicly available parking in the city is managed with policies that facilitate access to visitor‐serving commercial districts. The PMP is a guidance document with parking demand informaƟon and recommended parking management strategies that serve to inform future City decisions.

To  reflect current condiƟons and prepare for future condiƟons in the visitor‐serving commercial district and to develop and/or expand on current pracƟces and systems that address parking challenges, this document is an update to the 2018 PMP using the most recent summer parking demand data, Parking Advisory CommiƩee input, and parking best pracƟces customized based on observaƟons and knowledge of parking in Pismo Beach.

Key Findings

Parking Supply:

 More than half of the parking supply in the study area are on‐street parking spaces.  The total number of parking spaces in the study area is 1,932. o On‐street parking spaces (public): 1,095
o Off‐street parking spaces (public): 423
o Off‐street parking spaces (private): 414

Peak Parking Demand:

 In Ɵmes of peak parking demand during summerƟme and weekends, on‐ and off‐street public parking spaces were at or above 100% occupancy, but the private parking supply had significant availability, with just 60% occupancy.
 In Ɵmes of peak parking demand during weekdays, on‐street public parking spaces were at nearly 100% occupancy, with some parking availability on‐street and in private parking lots.  The data suggests that successful parking management measures will create some parking availability and “turnover” in high parking occupancy locaƟons while beƩer uƟlizing under‐uƟlized spaces.

Key Recommended Parking Management Strategies

Parking is just one, albeit an important one, component of the broader system of access. EffecƟve parking management strategies will beƩer leverage other components of the system, including connecƟons to peripheral or remote parking through pedestrian, bicycle, micro‐mobility, or shuƩle connecƟons.

 Parking Management Strategy #1 – EffecƟvely ex pand the paid parking area to help maintain some availability and reduce searching for free parking, which helps alleviate congesƟon. This can be accomplished through:
o Increased hours of enforcement later into the evening; o Non‐preferenƟal parking meter permit program;
o Raised rates, parƟcularly on summer weekends, to manage demand; o IncenƟves for employees to carpool and use other means of transportaƟon; and/or

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6 o Increased parking enforcement.
 Parking Management Strategy #2 – Make more parking spaces available and increase access to underuƟlized off‐street parking. This can be accomplished through cooperaƟve agreements (including leasing, acquisiƟon, and shared parking agreements) to cost‐effecƟvely increase the total number of parking spaces.
 Parking Management Strategy #3 – Leverage acƟve and sustainable transportaƟon opƟons.

Pedestrian, bicycle, and other micro‐mobility improvements are already being used informally by drivers parking outside of the Pismo Beach commercial district and by locals in Pismo Beach and Grover Beach. These modes effecƟvely increase access to Pismo Beach and are oŌen Ɵmes more cost effecƟve than building addiƟonal parking faciliƟes. Rental bicycles or scooters in remote parking areas could serve a similar purpose. Leveraging these modes further is recommended.  Parking Management Strategy #4 – Increase the supply of publicly available parking. This can be accomplished through the leasing of private spaces, providing aƩendant‐assist or valets in strategic locaƟons, or building surface or structure parking.

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7 Introduction
Parking is an essential component of the transportation system since residents, employees, customers, and visitors who access Downtown Pismo Beach by private vehicle must park at their destination. Parking management refers to policies and programs that result in more efficient use of existing parking and transportation resources; parking is one component, albeit a very important one of the transportation system. When appropriately applied, parking management can significantly reduce the number of parking spaces required in a particular situation, encourage other modes of transportation, and support the goals of the City’s General Plan/Local Coastal Program, Downtown Strategic Plan, and Climate Action Plan. Also, when all impacts and costs are considered, improved management is often the most practical solution to parking problems. Future parking supply expansion is based on both a reaction to supply and demand and as an investment in the future for public and community good. However, even when increasing the parking supply, parking management measures are still necessary for all parking spaces to be properly utilized and for the parking system to be utilized efficiently.

The City of Pismo Beach is one of the region’s most popular destinations, generating the high demand for parking which has been quantified in this document, and which the recommendations in this document are intended to address. Improving access to the City of Pismo Beach is a common goal of the City, its businesses, and the California Coastal Commission.

Parking capacity is not only a function of the number of spaces, but equally important, how those spaces are managed can have more of an effect than the number of spaces.

One of the most challenging issues facing Pismo Beach is how to effectively manage its parking supply and mitigate the impacts of parking demand, especially during peak periods (i.e., weekends).

This Parking Management Plan provides survey data and recommendations to address parking challenges in Pismo Beach. The Plan summarizes recommended strategies for implementation to improve and enhance overall parking management in Downtown Pismo Beach, and the broader goal of providing equitable access, based on accepted parking studies and best management practices for parking and transportation. It is intended to be used as a strategic guide to continue modifications to current parking management practices as needed to achieve the current and future needs for downtown parking.

On March 20, 2007, the Pismo Beach City Council took action to form a Parking Advisory Committee whose main responsibilities include:

1.To act as an advisory committee to the City Council with respect to implementation of an overall Parking Management Program; and

2.To act as advisory committee to the City Council with respect to parking issues within Pismo Beach; and

3.To act as a community forum to hear requests from the public regarding the operation and maintenance of downtown parking lots and programs; and

4.To maintain adequate liaisons with other committees, agencies and districts; and

5.To advise the City Council as to other matters upon the Council’s request.

The Committee's main mandate was to create paid parking in the downtown commercial core, a key component of maximizing the efficiency of any busy parking system. As a result of this City Council action, the management of public parking now falls under the Parking Division under the Police Department.

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8 Recommendations in this Plan are established on the premise that parking and transportation are not ends in themselves but means to achieve broader community goals. These recommendations seek to leverage existing Pismo Beach assets, respond to its current challenges, and further the overall vision for the Downtown Pismo Beach area.

The Parking Management Plan is intended to be a living document that, as needed, is updated and/or modified.

It has been observed and reported that the downtown's most desirable spaces are often heavily occupied for most of the day on weekends throughout the year, and particularly during the summer season.

Typically, this means that there is a lack of appropriate turnover, and other patrons who would like to park in these spaces, with the exception of those who are lucky, cannot. However, close by, within a comfortable walk, there are usually plenty of empty spaces most times of the day and days of the year.

Thus, except for the busiest days and season of the year, parking management can improve the effective utilization of the parking system. Effective parking management will guide some people to park their cars away from prime parking areas, particularly those parking for long periods of time, provided the entire parking system is not at or over capacity. Time limits are one method to accomplish this by capping the visit time, after which time one must leave, freeing the space for someone else (turnover). Portions of Price Street have two‐hour time limits, and the seasonal summertime‐limited parking areas have three‐ hour time limits. Paid parking is another method to encourage turnover by requiring people to pay more for prime parking during peak periods and by encouraging bargain hunters to park away from the core at cheaper parking in peripheral areas. Both time‐limited parking and paid parking are intended to dissuade employees from parking in prime visitor spaces. Without these mechanisms in place, parking congestion will (and does) occur, no matter how many parking spaces are available. When longer‐term parkers park away from high demand locations and short‐term parkers park in the high demand locations instead, turning spaces over more quickly and thereby making room for more cars and more people, the system maximizes efficiency and capacity. The presence of free, unrestricted parking encourages cruising for parking, as employees and patrons alike search and hope to find a rare unoccupied space, which often leads to increased traffic congestion.

This plan recommends parking and transportation policies and programs that apply to the downtown Pismo Beach Parking District. Its primary focus is the management of parking in the commercial core and related goals as described below and is designed to assist the City in achieving parking and mobility goals outlined in the General Plan Circulation Element (2021 Update), Downtown Strategic Plan (2014) and Climate Action Plan (2014). This plan identifies parking management techniques and recommendations to increase the efficiency of the existing parking system, to reduce employee demand for parking in the commercial core, thereby making more spaces available for visitors, and to create parking solutions. This plan may be revised from time to time to address parking needs in areas within and beyond the commercial core.

Background

Establishment of Paid Parking Zone

The Downtown Core of the City of Pismo Beach is limited in geographic size and, not surprisingly, the parking supply in the Downtown Core is not always adequate to meet the demand of residents, visitors,

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9 merchants, service providers and their employees. Given this, in 2007 the City Council established a paid parking zone with the intent of assuring that an adequate supply of parking would be available in the Downtown Core. The City Council also established and implemented a method for collecting funds to finance improvements that would enhance the parking supply through the construction or establishment of additional parking facilities. The establishment of the Paid Parking Zone is codified in Chapter 10.10 of the Pismo Beach Municipal Code.

Prior and subsequent to the original parking management plan’s adoption in 2007 there have been several studies and workshops in Pismo Beach that have occurred related to parking. Each one has addressed the need for public parking in the downtown. Some of major efforts include the following:

1. R/UDAT Study – 1987

2. Pismo Beach Parking District Study – 1989

3. Downtown Specific Plan (draft) ‐ 1991

4. Downtown Specific Plan ‐ 1995

5. Economic Development Strategies ‐ 1998

6. Chart the Course ‐ 2002

7. Wilbur Smith Study ‐ 2006

8. Downtown Parking Workshops – 2007

9. Walker Parking Study – 2016

10. Walker Consultants Data Collection & Input 2022/2023

Purpose and Intent

Managing and increasing the parking supply in the downtown core has been a central issue in almost all of the studies, meetings, and workshops that have been conducted in the development of an economic base for the community. One step to bolster the economic development was the development of an overall parking program for the core downtown. One goal of the City Council has been the establishment of parking facilities that serve residents and the visiting public. The purpose and intent of this document is to serve as a policy document for current and future decision makers and staff in the management and development of parking in the downtown consistent with the goals of the City.

The goals and principles identified in the Parking Management Plan can also be used by decision makers when reviewing parking issues and opportunities for areas located outside of the downtown core.

Parking Management Goals

The overarching goals of the downtown Pismo Beach Parking Management Plan include the following:

1. Support the downtown commercial core as a viable economic center.

2. Provide enough parking in and around the commercial core for residents, visitors, business owners and employees on the design day.

3. Create revenue streams for the purpose of maintaining current parking assets, acquiring more parking capacity, and/or funding alternative solutions to constructing or acquiring additional parking supply. Ultimately, providing access is the goal.

4. Provide direction and oversight for parking impacts or issues outside of the Commercial Core.

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10 Parking Access Management Principles
The following principles should be considered and adhered to as much as possible, in support of the parking management goals outlined above.

1.Consumer Choice. People should have viable parking and transportation options to reach their (Pismo Beach) destination. When parking spaces are full, there is no choice. Choice may be about parking conveniently albeit for a fee, or parking cheaply or free, albeit in a less convenient location. Further, not everyone prefers to drive. Choice is about allowing people a choice of modes by which they may access and move around within Pismo Beach.

2.User Information. Motorists should have information on their parking options. Wayfinding signs indicating locations and pricing should be considered.

3.Sharing. Parking facilities should serve multiple users and destinations. Reserved parking often excludes many drivers, even when spaces are vacant. The more that parking can be shared, the more drivers who can be accommodated, and the more efficient the parking system.

4.Efficient Utilization. Parking facilities should be sized and managed, so spaces are frequently occupied. Cost and lack of land are not the only reasons not to add parking capacity. When peak demand is infrequent, we can expect new parking capacity to sit empty most of the year, with all of the aesthetic, environmental, and nuisance‐related problems that come with empty parking spaces.

5.Flexibility. Parking plans should accommodate uncertainty and change. The most recent data shows that Pismo Beach experiences significant variations in parking demand throughout the year. The need for flexibility is addressed through management and operations, not building physical capacity.

6.Peak Management. Special efforts should be made to deal with peak demand. These include, but are not limited to, expanding the paid parking zone, increasing prices in the most highly utilized parking areas, and adding new time‐limited parking areas, as well as measures such as opening private parking to the public and shuttle operations during events and other spikes in parking demand.

7.Quality vs. Quantity. Parking facility quality should be considered as important as quantity, including accessibility, aesthetics, security, and user information. A parking facility should be designed to provide as pleasant an experience as possible for both the person parking and the pedestrian exiting/entering the site. The parking field should be designed to be as efficient as possible with a simple circulation pattern, clear signage, and appropriately located ADA spaces.

Landscaping and other aesthetic considerations, such as artwork, should be incorporated, as feasible, to enhance the pedestrian experience. Security features, such as lighting and security cameras, should be incorporated as needed.

8.Comprehensive Analysis. All significant costs and benefits should be considered in parking planning. Prior to making changes to parking, direct costs, such as the cost/maintenance of meters, shall be considered. Indirect costs, such as potential impacts to visitors, businesses, and residents, shall also be considered. These costs shall be weighed against benefits such as improved traffic flows, happier residents and tourists, improved parking arrangements, aesthetic considerations, and security features to assist in identifying the preferred alternative(s) looking at pricing and parking management strategies.  Cost‐benefit analyses can help make clear the benefits of some parking management measures, and alternatives to driving and parking to provide people with access to the Pismo Beach coastal area and commercial core.

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11 Need to Manage Parking

There are three primary parking states in the parking management spectrum:

1. Paid Parking (timed and untimed)

2. Free timed Parking

3. Free untimed Parking

When the supply of any commodity is limited and demand for it is near or above that limited supply, the price goes up. If the commodity is free, then it will be quickly used up and exhausted by the first people who get to it, and there is no rational distribution for those who might need it or want it more. This is the main reason to charge for parking downtown; people will pay with their money or pay with their time and frustration. It also has a by‐product (revenue) that can be used to help improve the situation.

The main reason to charge for parking is to rationally allocate a limited supply of a coveted product. By charging for parking, people will be encouraged to park only as long as they need to, and not simply leave their car in one place “because they found a space.” When charging for parking, people move from spaces as quickly as possible in order to pay as little as possible, and spaces are made available to others. Thus, charging for parking makes fewer spaces operate like more through turnover of those spaces. It effectively increases capacity by accommodating more cars (and people) with the same number of spaces. Without parking management in general and fees in particular, employees and merchants tend to park in the best spaces all day, depriving paying customers of the most convenient spots. Business owners and employees "shouldn't" park in prime spaces, but they do. This pattern has been observed almost universally, anywhere where parking is not actively managed.

The second reason to charge for parking is to generate revenue for the maintenance and upkeep of parking facilities and to fund infrastructure improvements including parking management, parking capacity improvements, and parking alternatives.  The ideal occupancy rate for any location is considered 85%, which means that 1 out of every 8 spaces is available, even in the most desirable locations and even during the busiest hours. In areas with paid parking, the highest demand spaces should be priced at a level to ensure adequate turnover.

Paid parking takes parkers' needs into account and appeals to those needs, enticing them to park where the downtown needs them to park. In order to understand the various needs of parkers, they can be divided into four groups:

The Unpleaseables ‐ a small but vocal group. They want to park right in front of their destination, for free, all day. Sadly, nothing can be done to please them. Free parking will be jammed up and unavailable to them when they want it, which will displease them. Enforcement of time limits may free up a space or two for them, but if they get a parking ticket it would displease them.

Charging them is of course upsetting, as is asking them to walk.

The Dream Parkers ‐ they are a dream for the parking manager. These are patrons who just want to get out of their car and hit the sidewalks. They will walk, they will pay. They do not mind what they have to do as long as it is reasonable. Unfortunately, they constitute a small percentage of parkers.

The Convenience Hunters ‐ they want to be close to their destination. That is their primary concern. They are usually coming to the area for relatively short periods of time to shop or to

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12 eat. They are often in a hurry, and this adds to their desire for close‐in parking spots. Like everyone else they enjoy free parking, but when they want a convenient space badly enough, they are willing to pay for it.

The Bargain Hunters ‐ they are looking for a great deal. They are typically people that will be downtown for a while and do not want to rack up a large tab for parking. They are often employees, merchants, or all‐day beachgoers. Typically, they are willing to do what it takes to get that bargain, whether it be circling around a free parking area or walking a few blocks. They just want the bargain.

If a city's downtown is lively and vibrant and there is a lot of competition for parking, it is inefficient to make all, or even any, parking free. In Pismo Beach, free parking spaces adjacent to paid parking areas and in the Addie Street Lot will be congested because these spaces are both a bargain and convenient enough. On‐Street meters and the Pier Lot are also congested because, despite the cost to park, they are very convenient to the beach, restaurants, and businesses. To partially compensate, some on‐street spaces are time limited during the summer. Rigidly enforced time limits can result in customers being burdened with an expensive ticket for just being a few minutes over time. Ironically, employees and merchants, the main focus of the time limits and ticket writing, often develop very sophisticated systems to rotate cars and avoid tickets in time‐limited parking areas while still congesting prime customer parking spaces.

Benefits Of a Managed Timed Parking Program, Past and Future

A strategy that cities use to create turnover of prime parking spaces is to limit the time that one may park in a given space. This system can be effective in causing customers to leave quickly. However, employees and merchants figure out systems for avoiding a ticket by moving their vehicle to another space before the time limit is up, by erasing the chalk before the enforcement officer returns, or by swapping spaces with a co‐worker several times a day.

Absent paid parking, the only way for time limits to create the desired turnover in a busy downtown is to back them up with aggressive enforcement. If the enforcement is not aggressive, people will figure it out quickly and flagrantly violate the time limits ‐ especially employees who have the advantage of being downtown all day every day and can easily figure out patterns to parking enforcement patrols. In cases where timed parking is not effective, paid parking solutions need to be implemented to maintain adequate turnover and access to parking spaces.

The conclusion is that timed parking can do the job but comes with a heavy downside of aggressive, expensive enforcement and customer ill‐will. If paid parking is instituted in more prime parking areas and adequate spaces are made available, then time limits are no longer relevant to achieve parking management goals, and instead potentially inconvenience customers. If there is a space or two available in the most desired parking areas, then it does not matter how long each individual car is there, as the patrons who value the spaces the highest are the ones paying to park there. Additionally, if needed, paid parking can be structured to simulate time limits through implementation of higher hourly fees for longer stays, such as $X/hour for the first four (4) hours and $Y/hour for additional hours. In a paid parking environment, timed parking can often be phased out.

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13 Current/Existing Conditions
This section provides an overview of parking conditions in the Downtown as of July 2022.

Current Downtown Public Parking Supply
As of July 2022, there were 1,518 public parking spaces in the Downtown based on fieldwork conducted by Walker Consultants. The breakdown of the public supply was as follows:
On‐Street Parking Spaces – 1,095 (includes 85 active metered parking spaces) o Note: this total does not include 18 metered parking spaces occupied by dining decks at the time of the review.
Public Off‐Street Parking Spaces – 423
The figure below shows the location of public off‐street parking facilities as well as the metered, timed, and seasonal timed parking areas.

Figure 1: Downtown Pismo Beach Parking Management Plan Area Source: Walker Consultants, 2022

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14 Parking Utilization
Parking occupancy data to inform the parking management plan update was collected on a Friday and Saturday in July 2022.

Figures 2‐6 below show the utilization at peak on both the Friday and Saturday, as well as parking demand levels throughout the day on the Saturday of data collection, by parking type (on‐street, public off‐street, private off‐street). The graphics include select private off‐street parking facilities that were also counted by Walker Consultants during the public parking data collection.

Figures 2‐6 below demonstrate, even during the busiest period, an imbalance between high parking occupancies at the core of the study area while parking spaces at the periphery are underutilized. This inefficient phenomenon is what the elements of a Parking Management Plan are intended to remedy.

Further, turning over the highest demand spaces frequently and moving longer‐stay parkers to underutilized spaces can materially increase the capacity of the parking system.

Figure 2: Peak Parking Demand, Summertime Saturday – 3:00 PM Source: Walker Consultants, 2022

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15 Figure 3: Peak Parking Demand, Summertime Friday– 3:00 PM Source: Walker Consultants, 2022
Figure 4: Summer Saturday On‐Street Parking Demand over Time Source: Walker Consultants, 2022
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16 Figure 5: Summer Saturday Off‐Street Parking Demand over Time Source: Walker Consultants, 2022
Figure 6: Summer Saturday Private Off‐Street Parking Demand over Time Source: Walker Consultants, 2022
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17 Figure 7:  Revenue and Transactions by Month
Source: Walker Consultants, 2022
Figure 7 above demonstrates that seasonal pricing leads to strong transactions throughout the year with Winter months averaging less revenue than in summer months. Both revenue and transactions overall were higher in 2021 than 2022.

Figure 8: Transactions by day of week (October 2021 – September 2022) Source: Walker Consultants, 2022

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18 As shown in Figure 8, Saturday and Sunday have the most transactions during the week, with Fridays being the next busiest. Monday had slightly higher transactions than Tuesday‐Thursday, likely due to holidays often occurring on a Monday.

Figure 9: Wolosz Lot transactions by day (October 2021‐September 2022) Source: Walker Consultants, 2022
Located between Pomeroy Avenue and Main Street, the Wolosz lot has been leased by the City for paid off‐street parking. The lease ends in April 2023. The information in Figure 9 is intended to convey the lot is highly used on the weekends year‐round with multiple users or ‘turns’ per space in a day. Usage is modest during summer weekdays with little to no demand off season weekdays.

Figure 10: Parking timed purchased averages
Source: City of Pismo Beach, 2023

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19 As shown in Figure 10, the average time per transaction at a meter in 2022 and 2023 was between approximately 46 and 49 minutes. The average time at a kiosk per transaction was approximately 1 hour and 56 minutes.

Figure 11: Parking timed purchases by kiosk location

Source: City of Pismo Beach, 2023

As shown in Figure 11, average time parked in a lot using a kiosk ranged from approximately one hour and 51 minutes to two hours and 19 minutes in 2022, and one hour and 50 minutes to two hours and 14 minutes in 2023.

Figure 12: Parking timed purchases by metered City block

Source: City of Pismo Beach, 2023

As shown in Figure 12, the longest timed purchases by metered block in 2022 and 2023 was the 100 block of Hinds Street, averaging between 52 and 57 minutes per transaction.  The least amount of time

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20 by metered block in 2022 and 2023 was the 700 block of Cypress Street, averaging between approximately 41 and 44 minutes per transaction.

Parking Utilization, Policy Findings, and Considerations The recommendations in this updated Parking Management Plan have been made based on the observations related to the data collected in Pismo Beach, as well as parking management best practices.

Below we identify some of these considerations.

Parking Structure Considerations:
Addressing the dramatic swings in parking demand that occur throughout the year may be most productively addressed using parking management measures, rather than a parking structure that might not be used most of the year and could generate little to no revenue outside of weekends and busy summer days. A balanced approach of parking management measures and parking capacity increases could also prove effective.
o An example of the swings in parking demand in Downtown can be seen in revenue and transaction data in the Wolosz Lot.  This lot had been leased by the up through April 2023 and may eventually be sold and developed, which would remove it from the public parking supply. Walker reviewed daily parking transactions in the Wolosz Lot between October 1, 2021, and September 30, 2022. On 175 of the 365 days there were 25 or fewer daily transactions recorded at this 92‐space parking lot’s pay stations. On 237 of the 365 days there were 92 or fewer daily transactions. On these days there is likely enough parking capacity elsewhere downtown to absorb the loss of the lots public parking spaces.

Thus, on most days a parking structure elsewhere downtown, to replace the lost supply in the Wolosz Lot due to the lease expiration, would be lightly utilized. o The expected, imminent removal of the Wolosz Lot from the Downtown’s parking supply will be keenly felt on weekends throughout the year, and in particular during the summer season, but will not have nearly the same impact on weekdays. o The 2016 Walker Parking Consultants study looked at the feasibility of constructing an approximately 300‐space (approximately 210 net new space) parking garage on the Wolosz Lot and found that parking demand throughout the year as a whole in Pismo Beach did not justify the costs of construction from a revenue/cost perspective. The study indicated that if the garage was used as an economic development tool to support increased development/density downtown “the City could potentially generate enough constant demand for parking with 15,500 SF of new restaurant, 28,500 SF of retail, and a 100‐room hotel” as an example. Thus, as part of a balanced approach and economic development driver, a parking structure could be a valuable resource. o The City should consider the significant cost of building and maintaining a parking structure as part of any policy decision. Funding a parking structure is challenging for any city, with a parking structure not likely to return a positive return on investment.

Improvements in how the City manages the parking can be a more cost‐effective strategy.

Since a parking structure would be a cost rather than a revenue center overall, it is a policy decision whether to absorb this cost to alleviate parking issues that occur only in the summer and on weekends (absent other economic development in the Downtown). Simply adding spaces may not be the best way overall to address capacity issues, as the construction of additional capacity does not mean that patrons will use that capacity if they find it inconvenient or expensive.

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21  The price charged for parking should be related to the demand for parking.  Goals set forth in the Downtown Strategic Plan related to land use call for a “balanced” parking approach. Increasing the parking supply can be part of a balanced approach and work with the goals in the Strategic Plan. It can encourage walkability by providing a centralized parking location and a park once environment.
 Peak parking demand does not occur frequently enough to justify building more parking in and of itself.
 The City’s parking system is underutilized most of the year. Building parking to accommodate spikes in demand is a legitimate, but expensive parking management strategy.  Additional off‐street parking spaces are typically the last spaces to be occupied but cost the most to build.

Other parking management considerations:

 Many visitors can or do park in locations other than public parking when they come Downtown.

The generally ample supply of parking at the City’s many hotels, RV parks and campgrounds represents an opportunity for visitors to come to Pismo Beach without using public parking. Some of these visitors may only need to travel one to two miles to reach the Pismo Beach coastal and commercial core. Alternatives to driving and parking may benefit these visitors and the City.

Developing ways for these hotel guests to access Downtown without parking would be a cost‐ effective way of addressing the demand for parking while being consistent with the goals expressed in the City’s Downtown Strategic Plan.
 Before adding additional capacity, the City should explore the potential to ‘unlock’ private parking in and near the Downtown that is currently underutilized on weekends.

Related Goals and Policies

Since the original Parking Management Plan in 2007, the City has updated its General Plan (2023), created a Downtown Strategic Plan (2014), and Climate Action Plan (2014). The updates to this Parking Management Plan are intended to be consistent with these plans. These documents contain goals and principles that support this Parking Management Plan. An effective parking management plan is an efficient plan, which tends to have the added benefits of being cost‐effective and environmentally sound.

In this way, Plans that promote these policy goals also support sound parking management practices.

General Plan Circulation Element (2021 update)

a. 4.1.20 Downtown Traffic and Parking
• The City shall work with the lodging industry to 1) provide free (or very low rent) bicycles for guests, and 2) to develop and maintain a trolley system for summer months, weekends, and special events.
• Consider implementing a shuttle program between satellite parking areas and Downtown as a Travel Demand Management strategy, to relieve traffic congestion and to reduce parking demand Downtown. Potential areas for satellite parking include sites east of the US 101 and to the north and south of Downtown.
• Consider implementing and installing a Dockless Bike program throughout the City as a Travel Demand Management strategy, to relieve traffic congestion and to reduce parking demand Downtown.

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22 •Consider Public/Private Partnership opportunities.
•Rezone and develop parking structures in the Downtown area. b.4.1.29 Traffic and Accident Monitoring & Reduction
•Encouraging employer‐sponsored incentives for transit, bike, or carpool use. •Providing shuttle service to major events and destinations. •Promoting shopping or entertainment events that are at off‐peak hours. •Utilize alternative parking strategies as a means of managing transportation demand. •Support programs that reduce the interregional use of single‐occupant vehicles and increase the use of alternative forms of transportation such as walking, riding buses and bicycles, bike share, and using carpools.
•Support and develop education programs directed at promoting types of transportation other than the single‐occupant vehicle.
c.4.1.48 Promote Walking and Bicycling.
•Promote walking and bicycle riding for transportation, recreation, commuting, and improvement of public and environmental health. Make downtown more functional and enjoyable for bicyclists and pedestrians. Pedestrian walkways and bicycle paths shall receive at least the same emphasis and attention in future planning as facilities designed for the automobile.
d.4.1.79 Comprehensive Transit Services.
•The City shall support the availability of transit service as a means to reduce automobile congestion, to provide transportation for those who have no other form of transportation, as a means to reduce air pollution, and as a service to visitors. Such support should include, but not be limited to, SCT, Greyhound bus service, vanpools, shuttle bus systems, dial‐a‐ride services, and cab services.
e.4.1.80 Vanpools and Ride Sharing.
The City shall encourage and support vanpools and ride sharing. A special program should be developed in cooperation with the visitor industry to encourage vanpools and ride sharing for hotel and related workers. Appropriate locations shall be designated for ride share parking lots.
f.4.1.81 Multimodal Transfer Centers.
The City will continue to work with Caltrans, SCT, RTA, SLOCOG, and the commuting public to develop multimodal transfer areas or centers that will incorporate automobile parking areas, bike parking, bus, transit, pedestrian bike paths, and park and ride pick‐up or drop‐off points for carpooling.

Downtown Strategic Plan (2014)
a.“Providing safe and convenient options to bike, walk, and shuttle to the Downtown will reduce the need for automobiles and will relieve traffic and parking congestion.” b.6.2.4 Bike Share A bike share is a system whereby bicycles are made available for shared use on a short‐term basis. Bike shares would be well‐suited to the Downtown, and could encourage residents and visitors to use bikes as an alternative mode of accessing the Downtown. This would have positive environmental benefits, free additional parking spots, and provide a fun way to travel to and from Downtown.
c.6.2.5 Shuttle Program A shuttle program could be used to transport people to and from the Downtown and satellite parking areas. Potential areas for satellite parking include sites east of the 101 Freeway and to the north and south of Downtown. The pedestrian/bike bridge at Pismo

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23 Creek could serve as a potential drop‐off location and could encourage the pedestrian orientation of Downtown.

Climate Action Plan (2014)

a. Measure TL‐6: Parking Supply Management suggests reducing or eliminating parking requirements downtown, creating maximum parking requirements, and/or allowing shared parking. (Goal of net reduction of 500 spaces by 2020). b. L‐7 Public Parking Pricing suggests adding meters to public spaces, charging market prices, and setting prices to achieve 85% utilization on‐street and 90% off‐street. (Goal to price 2,000 public spaces and increase prices 25%).

Parking Advisory Committee (PAC) Feedback

Walker Consultants spoke with all PAC members via phone in November of 2022 to gather their input.

Below is a summary of the feedback:
 Lack of available parking spaces on busy days is a challenge for the Downtown  Downtown and the beach area is a big sales tax generator. Need to reduce obstacles to parking and increase transportation access.
 City’s budget is tourism dependent.
 Need to get employees out of prime spaces.
 There is not enough parking enforcement staff.
 More bike racks/bike parking are needed.
 A lack of a suitable site for a parking structure is a large constraint.  Shuttles have failed in the past, but should be looked at periodically given the lack of options.

Recommended Parking Management Strategies

The overarching recommendation is for the City to continue implementing an integrated parking plan that considers multiple modes of transportation, parking capacity needs, and the needs of residents, visitors, businesses, employees, and beachgoers.

Paid Parking

Paid parking is more efficient and flexible for drivers than timed parking in achieving desired goals such as parking turnover, and ensuring the availability of the most desirable spaces, as they are occupied by the patrons who value them the most. The paid parking program in Pismo Beach has overall been successful. However, on weekends throughout much of the year, Fridays in the summer, and especially summer weekends, parking availability and circulation through the downtown area becomes challenging.

This suggests two things: that the current pricing in the most in‐demand parking areas continues to be below what the market will bear and that the continued presence of significant free on‐ and off‐street parking is causing treasure hunting behaviors that exacerbates circulation issues experienced in the summer. The 2022 data collection noted that while free parking at the Addie Street lot was the first parking area to be ‘full,’ the Pier Lot fills up second, including before outlying areas of free parking, which is indicative of strong demand for convenient parking in downtown Pismo Beach related primarily to beach access.

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24 The continued existence of free parking areas will continue to lead to “treasure hunting” behaviors, and even hoarding of spaces; the scarcity of spaces causes people to “hold on” to spaces longer than usual because they do not want to vacate a free space once they find it.

On‐Street Parking
Recommendation: It is recommended that the paid parking zone be enlarged significantly in a phased manner, starting with streets closest to the pier and spreading out from there. Paid parking should be expanded into the current areas of on‐street parking, some of which are now under seasonal time restrictions to include the following areas:
o Price Street between San Luis Avenue and Pomeroy Avenue o Pismo Avenue between Price Street & Dolliver Street
o Main Street between Price Street and the beach
o Pomeroy Avenue between Price Street and Dolliver Street o Hinds Avenue between Price Street and Dolliver Street o Stimson Avenue between Dolliver Street and the beach
o Ocean View Avenue, Park Avenue and Addie Street between Cypress Street and the beach o Dolliver Street from Pismo Avenue to Stimson Avenue
o Cypress Street between San Luis Avenue and Wadsworth Avenue o Cypress Street between Hinds Avenue and Stimson Avenue Metered on‐street parking should continue to utilize demand‐based pricing.  There can be significant pricing discounts during the offseason, particularly on weekdays. Based on the demand seen during the summer and the revenue data throughout the year, hourly parking rates in the Downtown core need to be increased from the current $5.00/hour.  The newly recommended areas for metering on Price Street could have a lower rate based on demand and proximity to the beach. On weekdays during the off‐season, meter rates in non‐core areas could be as low as $0.25/hour.

The desired outcome of this recommendation is that long‐term parkers using spaces that are currently not priced will choose to park in currently underutilized spaces or choose other modes by which to access the area. Currently heavily utilized spaces will experience greater availability and incentives for parking space “hoarding” will diminish.

Off‐Street Public Parking
From a parking management perspective, free parking in the Addie Lot is problematic, as it represents a concentrated pool of “golden tickets” that vehicles will gravitate to and circulate in, hoping to grab a spot that can save money. As most vehicles arrive in Pismo Beach from the north, this results in a large number of vehicles driving through the entire downtown area to hunt for free parking at the south end of downtown.  Free parking encourages all‐day parkers and inhibits turnover in the lot. In parking management, bargain hunters are typically encouraged to park in the periphery, not cruise for parking in the core. Both the increased traffic driving through downtown and reduced turnover in this lot inhibit access to the coast rather than enhance it.

Recommendation: This plan recommends that the City work with the California Coastal Commission to explore the feasibility of approval for paid parking in the Addie Street lot.  The desired outcome is less cruising for parking by those seeking free parking at this location, their choice to park in peripheral spaces,

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25 and the use of Addie Street by drivers intending to stay for a shorter period of time so as to make way for additional parkers, thereby turning the spaces in the lot and increasing daily parking capacity.

Paid Parking Hours of Enforcement
During the summer in particular, parking demand remains high throughout the day and into the evening.

This suggests that the current hours of paid parking enforcement do not last long enough.

Recommendation: This plan recommends that hours of paid parking enforcement be increased from 10am‐6pm to 10am‐8pm. With dynamic pricing the City can set lower rates for the last few and/or first few hours of parking enforcement at lower rates than the peak of the day.  If paid parking is implemented in the Addie Street parking lot, the City should consider having slightly modified hours of enforcement of 12pm‐8pm in that lot only, to allow for locals and bargain hunters the ability to enjoy a morning’s worth of free parking at the beach. The desired outcome is that the benefits of paid parking will last beyond the late afternoon, after which parkers may essentially pay a flat rate or (after 6:00 pm) pay nothing and be able to leave their car on the street for over twelve hours. This is particularly problematic for businesses open in the evening and for people looking for parking in the late daylight hours in summer.

Residential Parking
The recommended additional paid parking areas have a limited, but non‐zero impact on residents living in the Paid Parking Zone. In particular, residential properties on Stimson Avenue, Ocean View Avenue, Park Avenue, and Addie Street will be affected by paid on‐street parking. Since the Downtown is within the Coastal Zone, any proposed permit program would need to be approved by the Coastal Commission, which typically frowns upon programs that provide preferential access.

Recommendation: The City should explore the approvability of a program wherein any resident that lives adjacent to paid on‐street and does not have on‐site parking could apply for a no‐ or low‐ cost Parking Permit in the paid on‐street parking areas. An on‐site inspection by staff would be needed to verify the existing parking condition. One permit for one vehicle registered at that address would be issued. The permit would be valid to park in the same block as the residence only. A second option would be to consider a parking meter permit program open to all residents of the State of California, and therefore not preferential. The program could be restricted to any meters outside of the commercial core and excluding off‐street parking facilities as an undesirable side effect of a program that included, for example, the Pier Lot, could be residents of the Five Cities area monopolizing parking at the pier on summer weekends.

The desired outcome of this effort is at least twofold. First, to provide fairness to residents who must rely on street parking but would be subject to paid parking intended to turn over public parking spaces for visitors. Second, this fairness would hopefully allow for greater support, or at least less opposition from residents to policies designed to more actively turnover spaces on the street, thereby increasing parking access for the general public.

Vacation Rental Parking
Properties in the Downtown area that are vacation rentals should not receive any form of parking preference or special consideration in the Downtown area.

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26 Recommendation: This plan recommends that vacation rental listings within the Downtown paid parking zone be required to disclose whether the property has on‐site parking, and if it does not, disclose that guests would need to pay for parking on an hourly/daily basis if they intend to bring a personal vehicle for their stay. Although the fee would be calculated hourly, parking meters could accept an all‐day parking payment. The desired outcome of this policy would be for vacation rental guests to be more mindful of the scarcity of parking in the area and the number of vehicles they bring. Long‐term on‐street parking can have a negative impact on parking availability for the shorter‐staying public.

Employee Parking
There have been many discussions about employee parking over the years before and since the original parking management plan. On the one hand, the hospitality, retail, and restaurant industry in the downtown area includes many lower wage ‘service’ jobs whose workers may not be able to afford to pay market rates for parking. However, if there is free on‐street parking as there is today, employees (and business owners) will occupy prime parking spaces all day, reducing turnover and access to the Coast and businesses.  Expanding the paid parking area will result in employees moving into residential areas east of Dolliver Street/North of Stimson Avenue or on Dolliver Street north of San Luis Avenue, areas that tend to be the least utilized parking in the area, and the last to fill up on summer weekends. It is not necessarily inequitable to charge for parking as long as parking alternatives and transportation alternatives are available so that both visitors and employees can decide how much to spend on parking and transportation.

Recommendation: Alternatives for employee parking include the following:
Employers, particularly hotels and larger restaurants, can offer employees incentives to carpool, vanpool or take transit. This could include the provision of free transit passes, provision of on‐site parking spaces for verified employee carpools/vanpools which could encourage employees to rendezvous outside of downtown and travel to downtown in one vehicle.
The City can look into securing shared‐use agreements with commercial establishments in the area that have low parking demand on weekends and offer parking to both downtown employees and ‘bargain hunting’ visitors as free parking options.  Unlocking the private supply is discussed in more detail later in this Plan.

It should be noted that employees having to make a decision on whether to pay for parking or travel to work by another means of transportation is one of the most impactful ways of reducing single occupied vehicle mode share and helping the City achieve its climate action goals.

The desired outcome of this recommendation is to provide fair and affordable options for employee parking while limiting the impact that employee parkers have on the availability of parking for customers, visitors, and other members of the general public.

Special Permit Parking
To be in compliance with Coastal requirements, special parking permits should only be issued when absolutely necessary.

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27 Recommendation: The Police Department will manage the special permit parking program. Permits will be issued to the City for use by employees and elected/appointed officials conducting official City business.

Expansion of Public Parking
The need for expansion of parking facilities is more of an economic development decision than a financial feasibility decision. Currently, there is a need for additional parking on summer weekends as the parking system is effectively full and traffic is congested through Downtown. Parking demand is also high on weekends in general throughout the year and Fridays in the summer, although not to the same degree as on summer weekends. Existing demand alone would not allow for the acquisition of land and construction of parking that would pay for itself over time.

The main impediment to additional parking Downtown is the lack of available sites that would increase the downtown parking supply by a meaningful amount. City staff prepared a downtown parking options report for City Council consideration in June 2021. Most of the sites considered are already used for parking during the summer and would therefore not add to peak season parking capacity. The Council directed staff to explore acquisition of the parcel on the corner of Hinds Avenue and Cypress Street.  Since this vacant, gravel, parcel is not gated off, it was observed to be parked to capacity during the summer 2022 parking occupancy counts by vehicles who drove over the curb and ‘made’ parking spaces.

If a parking structure is desired, the Wolosz lot is most advantageous in terms of lot size and proximity to the downtown core. The second choice would be to acquire the parcels adjacent to the north Main Street Lot, which could allow for the construction of a relatively efficient L‐shaped or rectangular structure.  It is unclear if any of the property owners at either location have an interest in selling the land to the City at reasonable market rates.

Recommendation: If the City, and the downtown business community agree that the economic development benefits of additional parking downtown outweigh the costs, and is worth funding, there are several potential sources of funding the City should consider, including the following:
Bonding of revenue from the existing parking system (and potentially including the recommended expanded parking meter area) to debt service on a new parking facility. Use of transient occupancy taxes (hotel taxes)
City of Pismo Beach General fund.
Creation of a Parking Assessment District. Parking Assessment Districts have the ability to generate money for parking by charging Downtown properties an assessment on their property tax. The funds then can be used to pay off bonds for the construction of new parking facilities.
Parking in‐lieu fees for redevelopments in the downtown area.  This could allow small parcels, here providing on‐site parking is not feasible to redevelop or intensify its on‐site uses in an economical fashion.  This development could make a per space contribution (likely much less than the actual cost of constructing a space) and the new demand associated with these developments would add to the revenue potential of the additional downtown parking supply.

The desired outcome of this recommendation would be the achievement of the goal to build new parking near where it is desired most. As is typical in most communities where many people want to visit, the costs and lack of suitable and available parcels are the greatest constraints.

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28 Unlock Private Supply
During the summer 2022 data collection, pockets of underutilized private parking were observed, particularly on weekends, in and adjacent to the study area.

Recommendation: This Plan recommends the City examine working with private property owners to unlock their underutilized private supply for public use when their use is not active. Potential candidates include the below locations. They represent a significant number of parking spaces that already exist.

When one considers the cost to acquire the land and the capital cost to build these spaces, a city expenditure to lease these spaces during busy times only appears to be a cost‐effective solution to increasing the capacity of public parking.
Bank of the Sierra: This parking lot is large and generally empty on weekends.   The City should consider entering into an agreement, if possible, with this business to utilize the lot for downtown parking on weekends.  Tying in with Downtown Strategic plan and General Plan for a bike sharing system, the City could fund a bike share hub at this location, providing downtown employees or visitors who park in this lot a means to access the Downtown other than walking. Vista Seafood: This lot is empty in the morning, mainly empty during the day and fuller at night.

Portions of this lot, which is adjacent to Bank of the Sierra could be used for daytime Downtown employe parking, such as hotel cleaning staff, who would be finished with their shift before the restaurant’s dinnertime peak.
While not part of the 2022 data collection study area, the Kon‐Tiki Inn and Pismo Beach Athletic Club parking lots should be observed in 2023/2024 as they may also have significant availability on summer weekends, that could tie into the recommended bike hub/bike share program. Price Street Plaza: this primarily office building with 30+ parking spaces was generally empty on the weekend and would be a good location for downtown employee parking on weekends or could be operated as a commercial lot on weekends with an attendant and daily rate. Rosa’s Italian: This restaurant serves dinner only, and the parking lot is mainly empty on weekdays and weekends before 4pm. This could be a good location for daytime Downtown employee parking, such as hotel cleaning staff, who would be finished with their shift before the restaurant opens for dinner.
Thai Talay: This restaurant currently serves dinner only, and the parking lot is mainly empty on weekdays and weekends before 4pm. This could be a good location for daytime Downtown employe parking, such as hotel cleaning staff, who would be finished with their shift before the restaurant opens for dinner.
Both Hotel Pismo and Cypress Landing open their lots to public parking on summer weekends.

They employ a parking attendant and charge a high $50 flat rate, which, while high, was being paid by some visitors.
Parking at the Mechanics Bank at the corner of Main Street and Price Street was observed to be full on Friday night and on Saturday during the summer 2022 data collection. It appears this property may already have an agreement with adjacent uses (such as Giuseppe’s Cucina Italiana) for employees/customers to park here, or visitors generally know that the business allows parking for other uses during non‐business hours.
The City should also check parking utilization at Downtown hotels to determine if their existing parking supply is underutilized and could potentially be opened to daily public parking on summer weekends.

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29 The desired outcome of this recommendation is for the parking opportunities listed above, if all unlocked, would contribute as much or more parking to the weekend daytime parking supply than the parking structure on the Wolosz lot contemplated in the 2016 Walker Parking Consultants study.

Downtown Shuttle

It takes a lot of coordination and money to run an effective shuttle system, but it does provide a targeted increase in parking capacity to accommodate spikes in parking demand. The reason for this is that remote parking plus a shuttle will always be parking of last resort, particularly if there is free or inexpensive parking closer to one’s destination that can be searched for.  Patrons and humans in general prefer to be or feel in control of their time, and time spent waiting for a shuttle from a remote parking lot feels worse to a patron than even time spent in gridlock trying to access Downtown on a summer Saturday.  A shuttle offers enormous benefits in terms of the ability to increase access to a destination through capacity.

However, for a shuttle to be effective it must have frequent, reliable headways, which requires several shuttles and several drivers which is capital and labor intensive.

It is recommended that remote shuttle service be considered as an option in the long term to alleviate congestion during the summertime and special events. A shuƩle would allow people to avoid driving into the most congested parts of the Pismo Beach commercial area and to use underuƟlized parking locaƟons during the busiest Ɵmes, including locaƟons north and south of the downtown core and Pier area. To accommodate an efficient shuttle system, limiting or prohibiting vehicular traffic on specific street segments should be considered. This option would likely require a traffic study to assess potential impacts to the downtown circulation system. The remote parking facility would need to have high capacity, otherwise the effectiveness of the shuttle system would be significantly limited. For the cost of operating a shuttle from a remote location, it may be more cost effective, for the City to geofence the remote parking area, and pay for all ride hail (Uber, Lyft, or Via) trips to/from the remote parking area, as some rural areas have found replacing dial‐a‐ride with ride hailing has resulted in lower costs per trip.

Electric Bicycles (E‐Bikes)

This parking management plan recommends connecting to the downtown with a shared e‐bike service.

This would include planning and designing e‐bike docking areas (i.e., bike racks for e‐bikes that include re‐ charging capabilities) in strategic locations on the periphery and in the Downtown core so that e‐bikes are not left randomly on sidewalks and so that they remain in a state of good charge without being pulled out of service. Some form of security such as cameras and monitoring would also be required at dock locations. Ideally the City would work with an established micro‐mobility company that would provide an app and customer and technical support, and maintenance. The desired outcome of a shuttle program is the ability of the parking system to accommodate peaks or spikes in demand for access to events and the core commercial area of Pismo Beach.

Extension of Boardwalk

The boardwalk currently connects Addie Street northward to Main Street. Future plans should investigate the feasibility of extending the boardwalk north to the various hotels. This idea would provide a direct and convenient connection to the downtown area with ocean views. This concept would encourage guests of the hotels to keep their cars parked at the hotel, thus helping to alleviate downtown congestion. A variety of environmental studies and documentation would be required to assess the project feasibility

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30 due to the various gullies, drainages, and uneven terrain in many areas. Additionally, easements through various private properties would need to be obtained.

Roles and Responsibilities
This section summarizes the roles and responsibilities for those in the city who approve and administer the Parking Management Plan. It also references parts of the City ordinance and plans that may be relevant to planning for parking capacity within the study area.

The authority to amend and approve this plan rests with the City Council. The Parking Advisory Committee is required to provide a written recommendation on any proposed amendment to the Plan to the City Council.

Initiation of amendments to the Plan may begin with the City Council, the Parking Advisory Committee, City Staff, or any party submitting a request to amend the plan and paying the appropriate fee established by the City Council. Those requesting an amendment to the Plan, other than the City Council, Parking Advisory Committee, or City Staff, shall be responsible for the cost of any study or environmental compliance documents deemed necessary to properly evaluate the requested amendment.

Program Management
The City’s Chief of Police will serve as the Parking Operations Manager and the Director of Community Development will serve as the Administration Manager of the Parking Management Plan. Both positions will continue to work with the Parking Advisory Committee and City Council, to implement this plan. The Parking Division Manager (Parking Division of Police Department) will undertake a wide range of actions to make the public aware of the provisions of this plan including:
Management of Parking Generated Revenue
Financing of Paid Parking District
Annual Review of Parking Management Plan
Enforcement and Citation Administration
Parking Laws will be strictly enforced to discourage overtime parking. To discourage habitual parking violations.
To encourage paid parking payments.
To discourage meter feeding.
To direct employees and merchants to areas of free parking. Parking enforcement personnel to strictly enforce all parking laws, especially overtime violations and misuse of loading zones.

Appendices
Previous Studies (Walker Parking Consultants Study 2016), Walker Consultants 2022 Parking Data Collection and Analysis Summary)

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PISMO BEACH CITY COUNCIL STAFF REPORT
Agenda Item #12.C

SUBJECT/TITLE:

PUBLIC SAFETY FACILITY PROJECT BUDGET
RECOMMENDATION:

Adopt a Resolution appropriating revenue and expenditures for the Public Safety Facility construction and construction-related costs and for the temporary relocation of resources and business continuity of services in Fiscal Years 2024 and 2025.

BACKGROUND:

The City Council set one of the City’s Goals as Maintain a Focus on Public Safety. One of the priorities under this goal is to build a state-of-the-art Public Safety Facility and enhance Police presence in the downtown area. On July 18, 2023, the City Council adopted Resolution R-2023-049 awarding a design-build agreement with F&H Construction for the design and construction of the Public Safety Facility. The full amount of this agreement has not yet been budgeted. In addition, during the estimated 18 to 24 months of construction of the Facility, both the Police Department and Fire Department staff will need to temporarily relocate. In order to keep Police and Fire staff in the downtown area where their services are most needed and still maintain current operations and services to the public, several other City staff, services, and related equipment and infrastructure will need to be relocated as well. The Resolution provided as Attachment 1 appropriates the full amount of the Public Safety Facility construction and construction- related costs, including pay-as-you-go support and bond proceeds; and appropriates the estimated relocation/business continuity costs associated with the temporary relocation of staff, services, and related equipment and infrastructure.

Public Safety Facility Construction and Construction-Related Costs and Budget The estimated Public Safety Facility construction and construction-related costs are expected to cost $50,396,809 starting in Fiscal Year (FY) 2024, as shown in Table 1.

Table 1: Estimated Public Safety Facility Construction and Related Costs Soft Costs FY 2024
Contingency 3,000,000
Permitting Connection Fees 1,500,000
Construction Management 1,038,462
IT Equipment 750,000
Hazmat/Survey/Abatement 250,000
Plan Check 491,897
Inspection/Special Inspection 1,000,000
Total Soft Costs 8,030,359$
Construction Cost 42,366,450
Total Estimated Project cost 50,396,809$

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The estimated temporary relocation/business continuity budget is $2,226,912.66. This includes $2,153,912.66 of FY 2024 one-time costs and an ongoing cost of $24,000 in FY 2024 and FY 2025. It also includes $25,000 for the Request for Proposal (RFP) stipend that is given to the firm that was not selected to design and construct the Facility, for their efforts on putting together a design-build proposal for the Public Safety Facility. These estimated temporary relocation/business continuity costs are illustrated in Table 2. The largest components of the temporary relocation costs include:
Professional services, which includes plan check and review, IT project management, and engineering professional services totaling $665,130. Capital outlay for building costs, which includes purchasing storage containers; infrastructure improvements to City Hall Suite A-1 for Police administrative and support staff; and improvements and trailers at 320 and 330 Main Street. Equipment rentals, which includes the rentals for three modulars/trailers at 330 Main Street.
Capital outlay for radio, servers, and security, which includes security cameras, installation, and wiring; radio consolidation and migration; Police network and server equipment; and wi-fi.

Table 2: Estimated Temporary Relocation/Business Continuity Costs and Stipend The total estimated expenditures, including both the construction and construction-related costs and the relocation/business continuity and stipend costs, are $52,575,721.85 in FY 2024, and $52,623,721.85 over three years.

FY 2024 Current Public Safety Facility Budget
The FY 2024 Current Public Safety Facility Budget includes $17,741,746.48 of revenues and corresponding expenditures, as shown in Table 3. As such, there is a budget shortfall of $34,833,975.37 in FY 2024, and $24,000 in both FY 2024 and FY 2025, as shown in Table 4.

RFP Stipend 25,000.00$
Estimated Relocation/Business
Continuity Costs FY 2024 FY 2025 FY 2026 Total
Professional Services 665,130.00$ -$ -$
Internet 31,200.00 24,000.00 24,000.00
Operating Supp & Maint.115,680.00 - -
Equipment Rental 318,156.18 - -
Cap Outlay - Radio, Servers, Security 282,000.00 - - Capital outlay - building 507,623.00 - -
Capital outlay - building contingency 234,123.48
Total Relocation Costs 2,153,912.66$ 24,000.00$ 24,000.00$ Subtotal Estimated Stipend and
Relocation/Business Continuity costs 2,178,912.66$ 24,000.00$ 24,000.00$ 2,226,912.66$

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Table 3: FY 2024 Current Public Safety Facility Budget
Table 4: Estimated Budget Shortfall
In order to close the budget shortfall, staff recommends appropriating the following additional sources and uses in the Capital Projects Fund for all costs except the internet costs, which would be appropriated in the Technology Services Fund, with transfers from other funds, in FY 2024 and FY 2025 as shown in Table 5. The additional sources include $24,117,775.37 of bond proceeds, $4,435,000 from the General Fund from the TOT 1% set-aside for FY 2023 to FY 2025; $2.0 million from the General Fund Reserve; $4.0 million from the Parking Enterprise Fund, and $250,000 from the Development Impact Fee fund. FY 2026 appropriations will need to be included in the next two-year budget.

Budget FY 2024
Sources
Bond Proceeds 17,000,000.00$
PAYG - General Fund Fund balance transfer 741,746.48
Total Current Budgeted Sources 17,741,746.48$
Uses
Construction 17,000,000.00$
Relocation 56004 account 741,746.48
Total Current Budgeted Expenditures 17,741,746.48$
Expenditure Budget Shortfall FY 2024 FY 2025 FY 2026
Construction (33,396,809.19)$
RFP Stipend (25,000.00)
Professional Services (665,130.00)
Internet (31,200.00) (24,000.00) (24,000.00) Operating Supp & Maint.(115,680.00)
Equipment Rental (318,156.18)
Cap Outlay - Radio, Servers, Security (282,000.00)
Capital outlay - building -
(34,833,975.37)$ (24,000.00)$ (24,000.00)$

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Table 5: Proposed Incremental Funding Plan and Appropriations Conclusion and Recommendation
Staff recommends that Council adopt a Resolution (Attachment 1) appropriating revenues and expenditures for the Public Safety Facility construction and construction- related costs and for the temporary relocation/business continuity of staff in Fiscal Years 2024 and 2025.

FISCAL IMPACT:

The fiscal impact of approving the attached Resolution is an additional $34,833,975.37 of revenues and expenditures in FY 2024, with $34,802,775.37 in the Capital Projects Fund and $31,000 in the Technology Services Fund. This is supported by:
$24,117,775.37 of bond proceeds,
$4,435,000 from the General Fund;
$2,000,000 from the General Fund Reserve;
$4,000,000 from the Parking Enterprise Fund; and
$250,000 from the Development Impact Fee Fund.

In FY 2025, the fiscal impact is $24,000 and would be budgeted in the Technology Services Fund, supported by the General Fund.

Funding Plan
Sources FY 2024 FY 2025 FY 2026
Bond proceeds 24,117,775.37$
Set-Aside TOT 1% in FY 2023 to FY 2025 4,435,000.00
General Fund Reserve 2,000,000.00
Parking Enterprise Fund 4,000,000.00
Development Impact Fees 250,000.00
General Fund unassigned fund balance 31,200.00 24,000.00 24,000.00 Total Revenue Appropriations 34,833,975.37$ 24,000.00$ 24,000.00$ Uses FY 2024 FY 2025 FY 2026
Construction 33,396,809.19$
RFP Stipend 25,000.00
Professional Services 665,130.00
Internet 31,200.00 24,000.00 24,000.00
Operating Supp & Maint.115,680.00
Equipment Rental 318,156.18
Cap Outlay - Radio, Servers, Security 282,000.00
Total Expenditure Appropriations 34,833,975.37$ 24,000.00$ 24,000.00$

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ALTERNATIVES:

1. Do not adopt the Resolution.

2. Provide staff with alternative direction.

ATTACHMENTS:

1. Resolution

1.A Exhibit A: Budget Detail
Submitted by: Meeting Date: October 17, 2023
Nadia Feeser, Administrative Services Director
City Manager Approval:

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RESOLUTION NO. R-2023-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PISMO BEACH,

CALIFORNIA APPROPRIATING REVENUE AND EXPENDITURES FOR THE

PUBLIC SAFETY FACILITY CONSTRUCTION AND CONSTRUCTION-RELATED

COSTS AND FOR THE TEMPORARY RELOCATION OF RESOURCES AND BUSINESS CONTINUITY OF SERVICES IN FISCAL YEARS 2024 AND 2025 WHEREAS, the City Council has exemplified its commitment to the safety of the public by creating the City Goal: "Maintain a Focus on Public Safety"; within the purview of this goal, one of the foremost priorities is to build a state-of-the-art Public Safety Facility and enhance Police presence in the downtown area; and
WHEREAS, in pursuit of this goal, on July 18, 2023, the City Council adopted Resolution R-2023-049 awarding a design-build agreement with F&H Construction for the design and construction of a new Public Safety Facility, the full amount of which agreement has not yet been budgeted; and
WHEREAS, the construction phase of the Facility, spanning an estimated 18 to 24 months, necessitates the temporary relocation of both Police and Fire Department personnel; and
WHEREAS, to maintain current service levels to the public and ensure Police continued presence in the downtown area and, where their services are most vital, this entails the relocation of various other City personnel, services, equipment, and infrastructure.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Pismo Beach hereby appropriates the following revenues and expenditures by fiscal year and fund, and appropriates any related transfers between funds, and detailed in Exhibit A to support the full amount of the Public Safety Facility construction and construction-related costs and the temporary relocation/business continuity of operations of the City:

Fund Sources FY 2024 FY 2025
Capital Projects Fund Bond proceeds 24,117,775.37$
Capital Projects Fund Set-Aside TOT 1% in FY 2023 to FY 2025 4,435,000.00 Capital Projects Fund General Fund Reserve 2,000,000.00 Capital Projects Fund Parking Enterprise Fund 4,000,000.00 Capital Projects Fund Development Impact Fees 250,000.00 Technology Services Fund General Fund unassigned fund balance 31,200.00 24,000.00 Total Revenue Appropriations 34,833,975.37$ 24,000.00$ Attachment 1

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UPON MOTION OF Council Member , seconded by Council Member , the foregoing resolution was adopted by the City Council of the City of Pismo Beach this 17th day of October 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

Approved: Attest:
________________________ ________________________
Ed Waage, Mayor Erica Inderlied, City Clerk
Fund Uses FY 2024 FY 2025
Capital Projects Fund Construction 33,396,809.19$
Capital Projects Fund RFP Stipend 25,000.00
Capital Projects Fund Professional Services 665,130.00
Technology Services Fund Internet 31,200.00 24,000.00 Capital Projects Fund Operating Supp & Maint.115,680.00 Capital Projects Fund Equipment Rental 318,156.18
Capital Projects Fund Cap Outlay - Radio, Servers, Security 282,000.00 Total Expenditure Appropriations 34,833,975.37$ 24,000.00$ Attachment 1

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Fund Account Description FY 2024 FY 2025
General Fund 1001-30-301-3022-59301-181026 Transfer Out Cap Project 4,435,000.00 General Fund 1001-30-301-3022-59301-181026 Transfer Out Cap Project 2,000,000.00 Development Impact Fee Fund 3201-30-301-3022-59301-181026 Transfer Out Cap Project 4,000,000.00 Parking Enterprise Fund 6501-30-301-3022-59301-181026 Transfer Out Cap Project 250,000.00 Capital Projects Fund 3001-30-301-3022-49001-181026 Bond Proceeds 24,117,775.37 Capital Projects Fund 3001-30-301-3022-49101-181026 Transfer In General Fund 4,435,000 Capital Projects Fund 3001-30-301-3022-49101-181026 Transfer In General Fund 2,000,000 Capital Projects Fund 3001-30-301-3022-49651-181026 Transfer In Parking Enterpris 4,000,000 Capital Projects Fund 3001-30-301-3022-49321-181026 Transfer In DIF 250,000 Capital Projects Fund 3001-30-301-3022-56004-181026 Capital Outlay-Building 33,396,809.19 Capital Projects Fund 3001-30-301-3022-52101-181026 Professional Services 690,130.00 Technology Services Fund 7101-15-153-1531-52219-000000 Internet 31,200.00 24,000.00 Capital Projects Fund 3001-30-301-3022-52306-181026 Operating Supp & Maint. 115,680.00 Capital Projects Fund 3001-30-301-3022-52315-181026 Equipment Rental 318,156.18 Capital Projects Fund 3001-30-301-3022-56002-181026 Cap Outlay Computers 282,000.00 Technology Services Fund 7101-10-101-1011-46401-000000 IT Service Charges 31,200.00 24,000.00 General Fund 1001-21-211-2111-52412-000000 Technology Costs 31,200.00 24,000.00 Attachment 1.A

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