Operating Budget Line Item Detail (All Funds) FY 2026-27 53001-Employee Group Insurance 20,712
53002-Retiree Healthcare 1,749
55001-Medicare 2,051
61012-Water Supply 62,712
61013-Other Contract Services 12,000
61017-Nacimiento Contribution for Operations & Maintenance 1,727,425 61018-Nacimiento Contribution for Electric Service 1,273,959 61019-Nacimiento Contribution for Capital Projects 649,238 61020-Nacimiento Contribution for Debt Service 4,615,844 61021-Salinas Contribution for Operations & Maintenance 1,296,271 61022-Salinas Contribution for Electric Service 164,594 61023-Salinas Contribution for Capital Projects 1,052,582 61024-Whale Rock Contribution for Operations & Maintenance 789,599 61025-Whale Rock Contribution for Electric Service 250,000 61026-Whale Rock Contribution for Capital Projects 1,857,852 61027-Control Systems 9,100
61503-Electric Service 118,000
62501-Chemicals 45,000
62503-Equipment Maintenance Supplies 7,000
62509-Misc Materials and Supplies 111,000
63001-Membership and Certifications 1,800
6003-Water Treatment 4,894,607
51001-Salaries - Regular 1,539,046
51010-Overtime 70,992
51017-Standby 19,500
51018-Call Back 10,000
52001-Retirement Contributions 148,262
52003-PERS Unfunded Liability 335,952
53001-Employee Group Insurance 261,070
53002-Retiree Healthcare 18,233
55001-Medicare 22,840
61005-Data Processing Services 1,100
61013-Other Contract Services 704,891
61027-Control Systems 14,543
61503-Electric Service 719,000
61505-Communication Service 7,150
61506-Solid Waste Service 7,333
62002-Office Supplies 3,020
62004-Publications and Subscriptions 300
62007-Employee Recognition 1,300
62009-Software Licensing and Maint Agreements 260
62501-Chemicals 747,504
62502-Construction Materials and Supplies 36,500
157
Operating Budget Line Item Detail (All Funds) FY 2026-27 62503-Equipment Maintenance Supplies 112,950
62506-Safety Materials and Supplies 29,560
62509-Misc Materials and Supplies 59,300
63001-Membership and Certifications 3,500
63002-Education and Training 20,500
6004-Water Distribution 2,209,322
51001-Salaries - Regular 1,032,689
51010-Overtime 27,000
51017-Standby 19,000
51018-Call Back 45,000
52001-Retirement Contributions 95,752
52003-PERS Unfunded Liability 259,350
53001-Employee Group Insurance 179,674
53002-Retiree Healthcare 14,075
55001-Medicare 14,830
61005-Data Processing Services 9,786
61011-Maintenance 1,000
61013-Other Contract Services 121,238
61027-Control Systems 26,198
61503-Electric Service 50,312
61505-Communication Service 19,030
62002-Office Supplies 1,550
62003-Postage 150
62007-Employee Recognition 1,300
62008-Furniture and Fixtures 300
62010-Office Expenses - Other 2,000
62501-Chemicals 300
62502-Construction Materials and Supplies 175,099
62503-Equipment Maintenance Supplies 23,000
62506-Safety Materials and Supplies 15,798
62509-Misc Materials and Supplies 42,990
63001-Membership and Certifications 4,400
63002-Education and Training 27,500
6005-Water Resources 725,786
51001-Salaries - Regular 431,700
51010-Overtime 5,000
52001-Retirement Contributions 37,520
52003-PERS Unfunded Liability 99,487
53001-Employee Group Insurance 63,371
53002-Retiree Healthcare 5,399
55001-Medicare 6,219
61005-Data Processing Services 6,466
61013-Other Contract Services 15,000
158
Operating Budget Line Item Detail (All Funds) FY 2026-27 61505-Communication Service 3,300
62001-Print and Reproduction 1,000
62002-Office Supplies 600
62003-Postage 2,500
62007-Employee Recognition 400
62506-Safety Materials and Supplies 1,425
62509-Misc Materials and Supplies 32,700
63001-Membership and Certifications 7,700
63002-Education and Training 5,000
63003-Trips and Meetings 1,000
6101-Wastewater Admin and Eng 2,096,405
51001-Salaries - Regular 1,098,803
51003-Salaries - Contract 164,232
51010-Overtime 5,000
52001-Retirement Contributions 89,438
52002-Retirement PARS - 401 663
52003-PERS Unfunded Liability 215,975
53001-Employee Group Insurance 135,599
53002-Retiree Healthcare 11,721
55001-Medicare 16,750
61001-Advertising and Public Outreach 13,000
61005-Data Processing Services 8,000
61007-Legal Services 25,000
61008-Parking 5,670
61013-Other Contract Services 12,233
61028-Personnel Services 10,100
61501-City Water Service 400
61502-City Sewer Service 350
61503-Electric Service 3,785
61504-Natural Gas Service 1,000
61505-Communication Service 3,300
62002-Office Supplies 2,500
62004-Publications and Subscriptions 500
62007-Employee Recognition 1,100
62009-Software Licensing and Maint Agreements 38,785
62010-Office Expenses - Other 2,750
62506-Safety Materials and Supplies 1,150
63001-Membership and Certifications 16,610
63002-Education and Training 7,500
65013-Credit Cards Merchant Fees 204,490
6102-Wastewater Collection 1,819,828
51001-Salaries - Regular 951,143
51010-Overtime 7,500
159
Operating Budget Line Item Detail (All Funds) FY 2026-27 51017-Standby 16,500
51018-Call Back 34,500
52001-Retirement Contributions 88,869
52003-PERS Unfunded Liability 200,907
53001-Employee Group Insurance 150,120
53002-Retiree Healthcare 10,904
55001-Medicare 13,700
61009-Regulatory Fees 5,260
61013-Other Contract Services 57,800
61027-Control Systems 12,450
61503-Electric Service 39,098
61504-Natural Gas Service 1,125
61505-Communication Service 14,500
62002-Office Supplies 2,000
62007-Employee Recognition 500
62009-Software Licensing and Maint Agreements 36,380
62010-Office Expenses - Other 3,500
62502-Construction Materials and Supplies 73,775
62503-Equipment Maintenance Supplies 31,763
62506-Safety Materials and Supplies 12,960
62509-Misc Materials and Supplies 26,800
63001-Membership and Certifications 5,275
63002-Education and Training 22,500
6103-Environmental Programs 345,517
51001-Salaries - Regular 162,607
51010-Overtime 1,500
52001-Retirement Contributions 15,838
52003-PERS Unfunded Liability 67,806
53001-Employee Group Insurance 25,829
53002-Retiree Healthcare 3,680
55001-Medicare 2,358
61001-Advertising and Public Outreach 2,000
61013-Other Contract Services 43,600
61505-Communication Service 3,000
62001-Print and Reproduction 500
62002-Office Supplies 1,000
62007-Employee Recognition 200
62009-Software Licensing and Maint Agreements 6,500
62506-Safety Materials and Supplies 1,100
62509-Misc Materials and Supplies 1,000
63001-Membership and Certifications 1,000
63002-Education and Training 6,000
6104-Water Resource Recovery 5,576,038
160
Operating Budget Line Item Detail (All Funds) FY 2026-27 51001-Salaries - Regular 1,432,184
51010-Overtime 37,000
51017-Standby 19,500
51018-Call Back 12,500
52001-Retirement Contributions 133,922
52003-PERS Unfunded Liability 334,320
53001-Employee Group Insurance 195,899
53002-Retiree Healthcare 18,144
55001-Medicare 20,566
61009-Regulatory Fees 93,933
61013-Other Contract Services 1,147,150
61501-City Water Service 7,100
61502-City Sewer Service 7,000
61503-Electric Service 1,148,000
61504-Natural Gas Service 27,000
61505-Communication Service 12,000
61506-Solid Waste Service 30,000
62002-Office Supplies 13,500
62007-Employee Recognition 1,300
62009-Software Licensing and Maint Agreements 34,000
62501-Chemicals 600,440
62502-Construction Materials and Supplies 11,000
62503-Equipment Maintenance Supplies 167,500
62506-Safety Materials and Supplies 27,880
62509-Misc Materials and Supplies 11,200
63001-Membership and Certifications 7,000
63002-Education and Training 26,000
6105-Utility Billing 814,630
51001-Salaries - Regular 189,967
51010-Overtime 3,000
52001-Retirement Contributions 18,503
52003-PERS Unfunded Liability 33,305
53001-Employee Group Insurance 47,500
53002-Retiree Healthcare 1,808
55001-Medicare 2,755
61005-Data Processing Services 61,600
61013-Other Contract Services 332,280
62001-Print and Reproduction 32,622
62002-Office Supplies 500
62003-Postage 85,891
62007-Employee Recognition 300
62505-Machinery and Equipment 750
62509-Misc Materials and Supplies 250
161
Operating Budget Line Item Detail (All Funds) FY 2026-27 63002-Education and Training 3,000
63003-Trips and Meetings 600
6106-Water Quality Lab 904,586
51001-Salaries - Regular 457,153
51010-Overtime 9,000
52001-Retirement Contributions 39,837
52003-PERS Unfunded Liability 98,548
53001-Employee Group Insurance 78,264
53002-Retiree Healthcare 5,348
55001-Medicare 6,559
61009-Regulatory Fees 8,500
61013-Other Contract Services 120,300
61505-Communication Service 3,000
62002-Office Supplies 1,200
62007-Employee Recognition 500
62506-Safety Materials and Supplies 5,350
62509-Misc Materials and Supplies 53,150
63001-Membership and Certifications 4,877
63002-Education and Training 13,000
6107-Solid Waste Recycling 422,183
51001-Salaries - Regular 242,533
51010-Overtime 4,000
52001-Retirement Contributions 19,396
52003-PERS Unfunded Liability 49,230
53001-Employee Group Insurance 50,626
53002-Retiree Healthcare 2,672
55001-Medicare 3,517
61001-Advertising and Public Outreach 3,200
61008-Parking 2,040
61013-Other Contract Services 35,000
62001-Print and Reproduction 500
62002-Office Supplies 200
62004-Publications and Subscriptions 200
62509-Misc Materials and Supplies 500
63001-Membership and Certifications 1,070
63002-Education and Training 6,000
63003-Trips and Meetings 1,500
6201-Reservoir Operations 1,763,890
51001-Salaries - Regular 493,038
51010-Overtime 3,000
51017-Standby 22,245
51018-Call Back 4,000
52001-Retirement Contributions 39,848
162
Operating Budget Line Item Detail (All Funds) FY 2026-27 52002-Retirement PARS - 401 133
52003-PERS Unfunded Liability 117,013
53001-Employee Group Insurance 58,278
53002-Retiree Healthcare 6,351
55001-Medicare 7,118
61005-Data Processing Services 6,466
61007-Legal Services 20,000
61011-Maintenance 16,200
61013-Other Contract Services 134,000
61027-Control Systems 12,653
61503-Electric Service 700,400
61505-Communication Service 16,100
61506-Solid Waste Service 3,600
62002-Office Supplies 1,500
62007-Employee Recognition 500
62501-Chemicals 700
62502-Construction Materials and Supplies 6,000
62503-Equipment Maintenance Supplies 5,500
62506-Safety Materials and Supplies 62,150
62509-Misc Materials and Supplies 18,900
63001-Membership and Certifications 600
63002-Education and Training 6,100
63003-Trips and Meetings 1,500
7001-Recreation Administration 1,214,159
51001-Salaries - Regular 658,223
51003-Salaries - Contract 76,323
51004-Salaries - Temporary 64,357
51010-Overtime 300
52001-Retirement Contributions 60,027
52002-Retirement PARS - 401 2,371
52003-PERS Unfunded Liability 151,488
53001-Employee Group Insurance 75,474
53002-Retiree Healthcare 8,222
55001-Medicare 11,480
61001-Advertising and Public Outreach 1,000
61005-Data Processing Services 21,000
61008-Parking 7,470
61013-Other Contract Services 2,900
62001-Print and Reproduction 2,400
62002-Office Supplies 11,800
62003-Postage 200
62004-Publications and Subscriptions 400
62007-Employee Recognition 2,000
163
Operating Budget Line Item Detail (All Funds) FY 2026-27 62010-Office Expenses - Other 15,000
62502-Construction Materials and Supplies 4,287
62509-Misc Materials and Supplies 18,175
63001-Membership and Certifications 1,210
63002-Education and Training 5,050
63003-Trips and Meetings 1,000
65013-Credit Cards Merchant Fees 12,000
7002-Recreation Facilities 440,328
51001-Salaries - Regular 169,764
51004-Salaries - Temporary 106,922
51010-Overtime 400
52001-Retirement Contributions 15,780
52003-PERS Unfunded Liability 40,396
53001-Employee Group Insurance 33,589
53002-Retiree Healthcare 2,192
55001-Medicare 3,905
61013-Other Contract Services 48,850
61014-Liability Insurance 10,000
62002-Office Supplies 800
62509-Misc Materials and Supplies 6,000
63001-Membership and Certifications 330
63002-Education and Training 1,400
7003-Youth Services 1,641,690
51001-Salaries - Regular 610,225
51004-Salaries - Temporary 564,726
51010-Overtime 2,000
52001-Retirement Contributions 64,198
52003-PERS Unfunded Liability 136,332
53001-Employee Group Insurance 79,239
53002-Retiree Healthcare 7,399
55001-Medicare 16,689
61001-Advertising and Public Outreach 500
61013-Other Contract Services 52,950
62001-Print and Reproduction 1,000
62002-Office Supplies 1,500
62008-Furniture and Fixtures 3,500
62507-Public Safety Supplies 2,610
62509-Misc Materials and Supplies 38,271
62511-Rents and Leases 48,600
63001-Membership and Certifications 1,350
63002-Education and Training 10,600
7004-Community Services 625,974
51001-Salaries - Regular 277,327
164
Operating Budget Line Item Detail (All Funds) FY 2026-27 51004-Salaries - Temporary 78,425
51010-Overtime 1,000
52001-Retirement Contributions 21,613
52003-PERS Unfunded Liability 71,925
53001-Employee Group Insurance 37,099
53002-Retiree Healthcare 3,903
55001-Medicare 5,203
61001-Advertising and Public Outreach 500
61013-Other Contract Services 56,280
62002-Office Supplies 800
62003-Postage 500
62502-Construction Materials and Supplies 2,500
62508-Recreation Supplies 15,000
62509-Misc Materials and Supplies 6,000
62511-Rents and Leases 41,400
63001-Membership and Certifications 500
63002-Education and Training 6,000
7005-Ranger Service 973,610
51001-Salaries - Regular 548,428
51004-Salaries - Temporary 84,448
51010-Overtime 1,000
52001-Retirement Contributions 49,273
52003-PERS Unfunded Liability 127,252
53001-Employee Group Insurance 80,394
53002-Retiree Healthcare 6,906
55001-Medicare 9,019
61013-Other Contract Services 29,950
62001-Print and Reproduction 2,500
62502-Construction Materials and Supplies 16,250
62505-Machinery and Equipment 6,000
62509-Misc Materials and Supplies 7,000
63001-Membership and Certifications 690
63002-Education and Training 4,500
7006-Aquatics 751,481
51001-Salaries - Regular 86,663
51004-Salaries - Temporary 507,964
51010-Overtime 1,000
52001-Retirement Contributions 21,358
52003-PERS Unfunded Liability 31,506
53001-Employee Group Insurance 27,643
53002-Retiree Healthcare 1,710
55001-Medicare 8,314
61013-Other Contract Services 48,543
165
Operating Budget Line Item Detail (All Funds) FY 2026-27 62002-Office Supplies 600
62505-Machinery and Equipment 5,000
62506-Safety Materials and Supplies 2,000
62508-Recreation Supplies 700
62509-Misc Materials and Supplies 6,150
63001-Membership and Certifications 330
63002-Education and Training 2,000
7007-Golf Course 866,480
51001-Salaries - Regular 312,231
51004-Salaries - Temporary 107,419
51010-Overtime 1,000
52001-Retirement Contributions 26,882
52003-PERS Unfunded Liability 72,641
53001-Employee Group Insurance 49,043
53002-Retiree Healthcare 3,942
55001-Medicare 6,054
61001-Advertising and Public Outreach 400
61005-Data Processing Services 11,700
61011-Maintenance 14,500
61013-Other Contract Services 26,567
61501-City Water Service 135,000
61502-City Sewer Service 3,500
61503-Electric Service 10,000
61504-Natural Gas Service 400
61506-Solid Waste Service 3,000
62002-Office Supplies 1,500
62501-Chemicals 12,500
62502-Construction Materials and Supplies 22,500
62506-Safety Materials and Supplies 2,500
62509-Misc Materials and Supplies 28,400
63001-Membership and Certifications 1,800
63002-Education and Training 3,000
65013-Credit Cards Merchant Fees 10,000
7008-Jack House 5,500
61001-Advertising and Public Outreach 2,000
62508-Recreation Supplies 3,500
8001-Police Administration 2,868,034
51001-Salaries - Regular 959,065
51010-Overtime 2,100
52001-Retirement Contributions 132,815
52002-Retirement PARS - 401 2,857
52003-PERS Unfunded Liability 318,092
53001-Employee Group Insurance 90,425
166
Operating Budget Line Item Detail (All Funds) FY 2026-27 53002-Retiree Healthcare 17,263
55001-Medicare 13,405
61011-Maintenance 2,000
61013-Other Contract Services 922,531
61501-City Water Service 19,392
61502-City Sewer Service 10,850
61503-Electric Service 170,600
61504-Natural Gas Service 17,100
62002-Office Supplies 8,700
62003-Postage 6,900
62004-Publications and Subscriptions 1,400
62007-Employee Recognition 9,400
62008-Furniture and Fixtures 7,700
62010-Office Expenses - Other 9,600
62507-Public Safety Supplies 9,200
62509-Misc Materials and Supplies 4,300
63001-Membership and Certifications 4,540
63002-Education and Training 123,200
63003-Trips and Meetings 4,100
65013-Credit Cards Merchant Fees 500
8002-Patrol 15,303,917
51001-Salaries - Regular 8,275,828
51010-Overtime 603,397
51018-Call Back 203,705
52001-Retirement Contributions 1,166,918
52003-PERS Unfunded Liability 3,517,861
53001-Employee Group Insurance 909,730
53002-Retiree Healthcare 190,921
55001-Medicare 112,501
61011-Maintenance 32,300
61013-Other Contract Services 96,656
62504-Fuel 1,000
62505-Machinery and Equipment 81,900
62506-Safety Materials and Supplies 40,700
62507-Public Safety Supplies 59,500
62509-Misc Materials and Supplies 11,000
8003-Investigations 3,640,653
51001-Salaries - Regular 1,873,380
51010-Overtime 198,837
51017-Standby 21,289
51018-Call Back 44,683
52001-Retirement Contributions 234,618
52003-PERS Unfunded Liability 925,835
167
Operating Budget Line Item Detail (All Funds) FY 2026-27 53001-Employee Group Insurance 188,767
53002-Retiree Healthcare 50,247
55001-Medicare 25,652
61013-Other Contract Services 25,500
62507-Public Safety Supplies 15,900
62509-Misc Materials and Supplies 3,000
62512-Investigative Supplies 32,945
8004-Police Support Services 3,843,128
51001-Salaries - Regular 2,330,702
51010-Overtime 25,895
51018-Call Back 37,677
52001-Retirement Contributions 171,504
52003-PERS Unfunded Liability 668,479
53001-Employee Group Insurance 276,298
53002-Retiree Healthcare 36,280
55001-Medicare 32,258
61005-Data Processing Services 39,700
61013-Other Contract Services 212,335
61505-Communication Service 2,000
62002-Office Supplies 8,000
62509-Misc Materials and Supplies 2,000
8005-Neighborhood Services 327,528
51001-Salaries - Regular 137,689
51004-Salaries - Temporary 91,174
52001-Retirement Contributions 9,098
52003-PERS Unfunded Liability 31,742
53001-Employee Group Insurance 10,023
53002-Retiree Healthcare 1,723
55001-Medicare 3,279
61001-Advertising and Public Outreach 20,000
61013-Other Contract Services 12,000
62509-Misc Materials and Supplies 5,800
63002-Education and Training 5,000
8006-Traffic Safety 1,065,112
51001-Salaries - Regular 523,087
51010-Overtime 59,370
51018-Call Back 21,414
52001-Retirement Contributions 102,302
52003-PERS Unfunded Liability 249,474
53001-Employee Group Insurance 65,394
53002-Retiree Healthcare 13,539
55001-Medicare 7,031
61011-Maintenance 2,900
168
Operating Budget Line Item Detail (All Funds) FY 2026-27 62010-Office Expenses - Other 800
62504-Fuel 8,600
62505-Machinery and Equipment 2,400
62506-Safety Materials and Supplies 3,300
62509-Misc Materials and Supplies 5,500
8501-Fire Administration 1,663,046
51001-Salaries - Regular 798,062
51004-Salaries - Temporary 64,139
51010-Overtime 2,700
52001-Retirement Contributions 131,118
52002-Retirement PARS - 401 2,503
52003-PERS Unfunded Liability 159,711
53001-Employee Group Insurance 69,258
53002-Retiree Healthcare 8,668
55001-Medicare 12,069
61005-Data Processing Services 70,639
61013-Other Contract Services 172,744
61501-City Water Service 19,400
61502-City Sewer Service 17,472
61503-Electric Service 95,760
61504-Natural Gas Service 10,000
62001-Print and Reproduction 1,000
62002-Office Supplies 5,000
62003-Postage 100
62007-Employee Recognition 2,500
62010-Office Expenses - Other 500
62509-Misc Materials and Supplies 3,100
63001-Membership and Certifications 2,954
63002-Education and Training 12,000
63003-Trips and Meetings 1,650
8502-Emergency Reponse 14,943,921
51001-Salaries - Regular 6,943,971
51010-Overtime 1,699,939
51012-Overtime - Training 81,862
51018-Call Back 10,584
52001-Retirement Contributions 1,213,646
52003-PERS Unfunded Liability 3,494,805
53001-Employee Group Insurance 816,264
53002-Retiree Healthcare 189,670
55001-Medicare 94,040
61005-Data Processing Services 30,000
61013-Other Contract Services 18,991
62503-Equipment Maintenance Supplies 2,300
169
Operating Budget Line Item Detail (All Funds) FY 2026-27 62505-Machinery and Equipment 216,200
62506-Safety Materials and Supplies 40,100
62507-Public Safety Supplies 55,000
62509-Misc Materials and Supplies 36,550
8503-Hazard Prevention 1,209,258
51001-Salaries - Regular 754,328
51010-Overtime 5,984
52001-Retirement Contributions 49,973
52003-PERS Unfunded Liability 220,802
53001-Employee Group Insurance 94,527
53002-Retiree Healthcare 11,983
55001-Medicare 10,751
61005-Data Processing Services 38,000
61013-Other Contract Services 3,000
62002-Office Supplies 600
62004-Publications and Subscriptions 4,335
62010-Office Expenses - Other 1,400
62506-Safety Materials and Supplies 1,000
62507-Public Safety Supplies 2,000
62509-Misc Materials and Supplies 1,450
63001-Membership and Certifications 1,125
63002-Education and Training 7,400
63003-Trips and Meetings 600
8504-Training Services 139,174
61005-Data Processing Services 8,600
61013-Other Contract Services 67,000
62507-Public Safety Supplies 21,700
63001-Membership and Certifications 250
63002-Education and Training 41,124
63003-Trips and Meetings 500
8506-Fire Apparatus Services 627,235
51001-Salaries - Regular 205,440
51010-Overtime 14,290
51017-Standby 1,787
52001-Retirement Contributions 14,419
52003-PERS Unfunded Liability 44,695
53001-Employee Group Insurance 42,942
53002-Retiree Healthcare 2,426
55001-Medicare 2,721
56002-Misc Employee Reimbursement 3,000
61005-Data Processing Services 2,400
61013-Other Contract Services 36,930
62502-Construction Materials and Supplies 2,000
170
Operating Budget Line Item Detail (All Funds) FY 2026-27 62503-Equipment Maintenance Supplies 113,666
62504-Fuel 121,300
62509-Misc Materials and Supplies 6,800
63001-Membership and Certifications 820
63002-Education and Training 11,600
8507-Fire Station Facility Support 44,127
61013-Other Contract Services 14,000
62503-Equipment Maintenance Supplies 2,600
62507-Public Safety Supplies 27,527
8510-Mobile Crisis Unit 307,711
51001-Salaries - Regular 69,494
51003-Salaries - Contract 74,158
51010-Overtime 12,000
52001-Retirement Contributions 13,797
53001-Employee Group Insurance 12,208
55001-Medicare 2,054
61013-Other Contract Services 100,000
62002-Office Supplies 1,000
62509-Misc Materials and Supplies 18,000
63002-Education and Training 5,000
8599-Emergency Management 215,564
51001-Salaries - Regular 126,567
52001-Retirement Contributions 8,363
52003-PERS Unfunded Liability 31,193
53001-Employee Group Insurance 24,919
53002-Retiree Healthcare 1,693
55001-Medicare 1,799
61001-Advertising and Public Outreach 4,450
62001-Print and Reproduction 1,500
62002-Office Supplies 1,500
62010-Office Expenses - Other 1,000
62507-Public Safety Supplies 4,510
62509-Misc Materials and Supplies 1,100
63001-Membership and Certifications 330
63002-Education and Training 5,500
63003-Trips and Meetings 1,140
9105-San Luis Ranch 727,018
61009-Regulatory Fees 602,885
61013-Other Contract Services 124,133
9107-Avila Ranch 152,675
61011-Maintenance 23,000
61013-Other Contract Services 110,175
61501-City Water Service 10,000
171
Operating Budget Line Item Detail (All Funds) FY 2026-27 61502-City Sewer Service 2,000
61503-Electric Service $ 7,500
172
User Fee Cost Recovery Goals
The following is an excerpt from the 2025-27 Financial Plan on user fee cost recovery:
A. Ongoing Review
Fees will be reviewed and updated on an ongoing basis to ensure that they keep pace with changes in the cost-of-living as well as changes in methods or levels of service delivery.
In implementing this goal, a comprehensive analysis of City costs and fees should be made at least every three years. In the interim, fees will be adjusted by annual changes in the Consumer Price Index.
Fees may be adjusted during this interim period based on supplemental analysis whenever there have been significant changes in the method, level or cost of service delivery.
B. User Fee Cost Recovery Levels
In setting user fees and cost recovery levels, the following factors will be considered:
1. Community-Wide Versus Special Benefit. The level of user fee cost recovery should consider the community-wide versus special service nature of the program or activity. The use of generalpurpose revenues is appropriate for community-wide services, while user fees are appropriate for services that are of special benefit to easily identified individuals or groups.
2. Service Recipient Versus Service Driver. After considering community-wide versus special benefit of the service, the concept of service recipient versus service driver should also be considered.
For example, it could be argued that the applicant is not the beneficiary of the City's development review efforts: the community is the primary beneficiary. However, the applicant is the driver of development review costs, and as such, cost recovery from the applicant is appropriate.
3. Effect of Pricing on the Demand for Services. The level of cost recovery and related pricing of services can significantly affect the demand and subsequent level of services provided. At full cost recovery, this has the specific advantage of ensuring that the City is providing services for which there is genuinely a market that is not overly-stimulated by artificially low prices.
Conversely, high levels of cost recovery will negatively impact the delivery of services to lower income groups. This negative feature is especially pronounced, and works against public policy, if the services are specifically targeted to low-income groups.
4. Feasibility of Collection and Recovery. Although it may be determined that a high level of cost recovery may be appropriate for specific services, it may be impractical or too costly to establish a system to identify and charge the user. Accordingly, the feasibility of assessing and collecting charges should also be considered in developing user fees, especially if significant program costs are intended to be financed from that source.
C. Factors Favoring Low-Cost Recovery Levels
Very low-cost recovery levels are appropriate under the following circumstances:
1. There is no intended relationship between the amount paid and the benefit received. Almost all "social service" programs fall into this category as it is expected that one group will subsidize another.
2. Collecting fees is not cost-effective or will significantly impact the efficient delivery of the service.
3. There is no intent to limit the use of (or entitlement to) the service. Again, most "social service" programs fit into this category as well as many public safety (police and fire) emergency response services and the ability to appeal planning decisions. Historically, access to neighborhood and community parks would also fit into this category.
4. The service is non-recurring, generally delivered on a "peak demand" or emergency basis, cannot reasonably be planned for on an individual basis, and is not readily available from a private sector source. Many public safety services also fall into this category.
5. Collecting fees would discourage compliance with regulatory requirements and adherence is primarily self-identified, and as such, failure to comply would not be readily detected by the City.
Many small-scale licenses and permits might fall into this category.
D. Factors Favoring High Cost Recovery Levels
The use of service charges as a major source of funding service levels is especially appropriate under the following circumstances:
1. The service is similar to services provided through the private sector.
2. Other private or public sector alternatives could or do exist for the delivery of the service.
3. For equity or demand management purposes, it is intended that there be a direct relationship between the amount paid and the level and cost of the service received.
4. The use of the service is specifically discouraged. Police responses to disturbances or false alarms might fall into this category.
5. The service is regulatory in nature and voluntary compliance is not expected to be the primary method of detecting failure to meet regulatory requirements. Building permit, plan checks, and subdivision review fees for large projects would fall into this category.
E. General Concepts Regarding the Use of Service Charges The following general concepts will be used in developing and implementing service charges:
1. Revenues should not exceed the reasonable cost of providing the service.
2. Cost recovery goals should be based on the total cost of delivering the service, including direct costs, departmental administration costs and organization-wide support costs such as accounting, personnel, information technology, legal services, fleet maintenance and insurance.
3. The method of assessing and collecting fees should be as simple as possible in order to reduce the administrative cost of collection.
4. Rate structures should be sensitive to the "market" for similar services as well as to smaller, infrequent users of the service.
5. A unified approach should be used in determining cost recovery levels for various programs based on the factors discussed above.
F. Low Cost-Recovery Services
Based on the criteria discussed above, the following types of services should have very low-cost recovery goals. In selected circumstances, there may be specific activities within the broad scope of services provided that should have user charges associated with them. However, the primary source of funding for the operation as a whole should be general-purpose revenues, not user fees.
1. Delivering public safety emergency response services such as police patrol services and fire suppression.
2. Maintaining and developing public facilities that are provided on a uniform, community-wide basis such as streets, parks and general-purpose buildings.
3. Providing social service programs and economic development activities.
4. Appealing planning decisions. Appeal fees are charged based on a tiered system and fees for all tiers should be at 15% cost recovery for both applicants and non-applicants, based on the cost of responding to appeals initiated by the applicant.
G. Recreation Programs
The following cost recovery policies apply to the City's recreation programs:
1. Cost recovery for activities directed to adults should be relatively high.
2. Cost recovery for activities directed to youth and seniors should be relatively low. In those circumstances where services are similar to those provided in the private sector, cost recovery levels should be higher.
Although ability to pay may not be a concern for all youth and senior participants, these are desired program activities, and the cost of determining need may be greater than the cost of providing a uniform service fee structure to all participants. Further, there is a community-wide benefit in encouraging high-levels of participation in youth and senior recreation activities regardless of financial status.
3. Fees for golf activities should be comparable to other communities.
4. Cost recovery goals for recreation activities are set as follows:
High-Range Cost Recovery Activities - (60% to 100%)
a. Adult athletics
b. Banner permit applications
c. Major commercial film permit applications
Mid-Range Cost Recovery Activities - (30% to 60%)
d. Triathlon
e. Summer and Spring Break Camps
f. Junior Ranger camp
g. Childcare services
h. Classes
Low-Range Cost Recovery Activities- (0 to 30%)
i. Aquatics
j. Community gardens
k. Minor commercial film permit applications
l. Skate park
m. Parks and Recreation sponsored events (except for Triathlon) n. Youth sports
o. Teen services
p. Senior services
5. For cost recovery activities of less than 100%, there should be a differential in rates between residents and non-residents. However, the Director of Parks and Recreation is authorized to reduce or eliminate non-resident fee differentials when it can be demonstrated that:
a. The fee is reducing attendance.
b. There are no appreciable expenditure savings from the reduced attendance.
6. Charges will be assessed for use of rooms, pools, gymnasiums, ball fields, special-use areas, and recreation equipment for activities not sponsored or co-sponsored by the City. Such charges should be based upon comparability with other communities. However, the Director of Parks and Recreation is authorized to charge fees that are closer to full cost recovery for facilities that are heavily used at peak times and include a majority of non-resident users.
7. A vendor charge of at least 10 percent of gross income will be assessed from individuals or organizations using City facilities for moneymaking activities.
8. The Director of Parks and Recreation is authorized to offer reduced fees such as introductory rates, family discounts and coupon discounts on a pilot basis (not to exceed 18 months) to promote new recreation programs or revive existing ones.
9. The Parks and Recreation Department will consider waiving fees only when the City Manager determines in writing that an undue hardship exists.
H. Development Review Programs
The following cost recovery policies apply to the development review programs:
1. Services provided under this category include:
a. Planning (planned development permits, tentative tract and parcel maps, re-zonings, general plan amendments, variances, use permits).
b. Building and safety (building permits, structural plan checks, inspections). c. Engineering (public improvement plan checks, inspections, subdivision requirements, encroachments).
d. Fire plan check.
2. Cost recovery for these services should generally be very high. In most instances, the City's cost recovery goal should be 100%.
3. However, in charging high cost recovery levels, the City needs to clearly establish and articulate standards for its performance in reviewing developer applications to ensure that there is “value for cost.”
4. Building Permit Plan Check Services – The City of San Luis Obispo offers building permit plan check services through consultants at a set price, not to exceed 65% of the City’s fee for the service.
Building Permit Plan Check Services are offered by the City on a 100% cost-recovery basis, and the service is provided after the fee is paid in full. As a result, the Finance Director is authorized to make appropriations from the related revenue account to cover the cost of the services provided.
I. Services Supporting Sustainability Goals of the City Fees for services that support the sustainability goals of the City should be set at 50% cost recovery.
These include:
1. Building permits for:
a. Electric Car Charging System
b. Graywater System
c. Graywater/Rainwater Harvesting System
d. Heat Pump
e. Insulation/Energy Update
f. Photovoltaic Systems
g. Photovoltaic Unit Installation – Residential
h. Residential Photovoltaic System
i. Solar/PV System - Commercial BLDG
j. Solar/PV System – Multifamily BLDG
k. Solar Water System Fixtures - BLDG
l. Doors/Windows
m. Electric Service Upgrades
n. New/Altered Circuits
o. Window Retrofit
2. Pedicab Fee and Pedicab Renewal Fee
J. Concealed Carry Weapon Permit fee
The Concealed Carry Weapon Permit fee should be based upon comparability with other communities.
K. Comparability with Other Communities
In setting user fees, the City will consider fees charged by other agencies in accordance with the following criteria:
1. Surveying the comparability of the City's fees to other communities provides useful background information in setting fees for several reasons:
a. They reflect the "market" for these fees and can assist in assessing the reasonableness of San Luis Obispo’s fees.
b. If prudently analyzed, they can serve as a benchmark for how cost-effectively San Luis Obispo provides its services.
2. However, fee surveys should never be the sole or primary criteria in setting City fees as there are many factors that affect how and why other communities have set their fees at their levels. For example:
a. What level of cost recovery is their fee intended to achieve compared with our cost recovery objectives?
b. What costs have been considered in computing the fees? c. When was the last time that their fees were comprehensively evaluated? d. What level of service do they provide compared with our service or performance standards? e. Is their rate structure significantly different than ours and what is it intended to achieve?
3. These can be very difficult questions to address in fairly evaluating fees among different communities. As such, the comparability of our fees to other communities should be one factor among many that is considered in setting City fees.
Item 6b
Department: Administration
Cost Center: 1021
For Agenda of: 6/2/2026
Placement: Business
Estimated Time: 60 minutes
FROM: Greg Hermann, Deputy City Manager
Prepared By: Sara Armas, Deputy City Clerk
SUBJECT: RECEIVE A PRESENTATION ON FEASIBILITY FOR ADVISORY BODY
COMPENSATION
RECOMMENDATION
1. Receive and consider a report on the feasibility of implementing a pilot program compensating City Advisory Body Members; and
2. Adopt a draft Resolution amending the Advisory Body Handbook to add a Parking and Food Budget section; and
3. Continue the current system of monetary compensation for only Architectural Review Commission and Planning Commission Members as City employees.
REPORT-IN-BRIEF
This report analyzes the overall impact on budget and workload if all Advisory Bodies were to be compensated in the same method as Architectural Review Commission (ARC) members and Planning Commission (PC) members, based on the recommendation of the Council Compensation Committee (CCC) to conduct a feasibility analysis of such a compensation approach. After completing an analysis of this “employee-style” method, staff concluded that the current process would require extensive administrative and operational updates across multiple departments as well as additional requirements of our Advisory Body Members. Other compensation options were also explored, such as independent contractor/vendor and gift card-style methods of compensation. Both were deemed infeasible and would potentially expose the City to legal liability. In light of these findings, providing monetary compensation for all Advisory Bodies is not recommended at this time. Staff proposes increased parking validations for Advisory Body Members and a food budget be allocated for future meetings.
POLICY CONTEXT
Section 410 the City’s Charter establishes biennial review of compensation for Mayor and Council, which was later expanded by Resolution to include review of compensation for the Planning Commission and Architectural Review Commission (R-9189, 2001 Series).
Although review of the Mayor and Council Member compensation packages is required as stated in Council Policies Procedures Section 2.6.2, the Council Compensation Committee “is not limited” to the review of only those compensation packages.
Item 6b
DISCUSSION
Background
Council Compensation Committee
At the May 20, 2025 Council Meeting, Council opted to form a CCC to review the full compensation packages for the Mayor and City Council, the compensation for PC members and ARC members and consider if compensation should be provided to the additional City Advisory Bodies who serve on a volunteer basis.
After appointment of its members at the July 15, 2025 Council Meeting, the (CCC) met over the course of four months to discuss each portion of Council’s direction. For the Advisory Body Members compensation discussions, staff provided different data points for the CCC’s consideration such as survey results of active and previous Advisory Body Members up to six years ago, as well as number and length of each Advisory Body meeting for the past four years. When forming the Committee’s final recommendation to City Council, members deliberated on the potential of compensation being provided to all Advisory Body Members to reduce the barriers of serving in that role. Ultimately, the CCC decided that additional research from staff was warranted and recommended to City Council to explore the feasibility of an “opt-in” compensation model.
At the January 13, 2026 meeting, Council directed staff to evaluate the fiscal impacts of implementing an “opt-in” program providing $25 per meeting to Advisory Body Members who currently do not receive payment. This program, as suggested by the CCC, would not affect the compensation of PC and ARC, who currently receive $86 per meeting, with a maximum amount of $344 a month.
Advisory Body Survey Data
Staff created and distributed two surveys regarding Advisory Body compensation to collect input for the CCC (CCC Agenda Item 4a, Attachment B). The first survey, distributed to current and previous members who served up to six years ago, posed various questions regarding compensation, including asking recipients if they felt compensation was appropriate for their respective commission/committee and their reasoning.
Of the 53 responses outlined in Table 1 below, 41% ranked the current compensation for their commission/committee mostly appropriate for their role (ranked 7-10 on a 0-10 scale), with many referring to the difficulty in determining a fair amount for all bodies and the importance of these roles being voluntary. 23% of respondents ranked the current compensation as not appropriate (ranked 0-3), stating that some members might benefit from compensation if work needs to be missed, or as a possible incentive to get other community members to apply.
Item 6b
Table 1: Question #6 Results from Current/Previous Advisory Body Members Survey The second survey, posted on the Open City Hall public forum, asked how receiving compensation would influence a community member’s decision to apply and their reasoning. With this question being open-ended, community members had varying responses describing the amount of influence compensation would have. Responses are categorized into level of influence and summarized in Table 2 below. Overall, there was an even split between those who felt compensation had a major influence in their decision to apply for an Advisory Body and those that felt there was no influence. Community members agreed that the potential time commitment and the costs of parking, childcare, or food are important factors. However, while some recognized that financial compensation could help offset those costs, others emphasized the value of serving on these advisory committees as volunteers, consistent with responses received in the Advisory Body Member survey.
Item 6b
Table 2: Question #2 Results from Open City Hall Survey Annual Advisory Body Recruitment
Staff also reviewed data from the recent Annual Advisory Body Recruitments to see if there have been any trends related to interest in serving on an Advisory Body. The chart below shows the total applications received over the last five recruitments showing a general overall increase:
Open Positions Total Applications
2022 31 46
2023 34 53
2024 21 71
2025 33 107
2026 28 67
Methods of Compensation
The City currently uses an “employee-style method” for compensating PC and ARC members, which includes onboarding each member as an employee and distributing paychecks on a quarterly basis.
Staff also reached out to other agencies to see if alternate methods of compensation were in use. Findings indicated that many cities either compensated one or two bodies via the “employee-style method” or did not provide compensation to any of their bodies. A few cities reported that compensation was provided to most or all their bodies; however, these members are paid as vendors/independent contractors as opposed to employees. Each method is explained in further detail below along with an analysis of the use of gift cards.
Item 6b
Analysis of Time and Cost Impacts – “Employee-style method” Under the City’s current model for compensation, the “employee-style method”, each newly appointed member would need to complete employee onboarding requirements in accordance with current City procedures. This includes live scan background checks, I-9 verification, and mandated state and City employee trainings. Ongoing monitoring would be required from HR and the Clerk’s Office to ensure compliance with the onboarding requirements. Mandatory training courses, such as Harassment and Discrimination Training and Workplace Violence Prevention, would also be required upon appointment and annually.
The City’s Oracle payroll system would also need to be expanded to accommodate additional positions. The licensing costs to add the 78 additional Advisory Body Members is estimated to be $30,000 annually. HR and Finance would assume a substantial new workload for payroll setup, timecard processing, tax documentation, and potential CalPERS reporting. Additionally, staff from Administration, Public Works, and Parks & Recreation would need to be identified and trained to track attendance and payroll reporting for their respective bodies. While many of the individual impacts are minor in scope, the cumulative effect of these additional tasks across the City will require increased communication, coordination and training. Considering Advisory Members as City employees may also potentially necessitate compliance with employee-specific policies, which would require additional research and refinement of current existing policies.
HR estimates at least a half time (0.5) employee would be needed, equivalent to a Human Resources Administrative Assistant II (estimated cost of $42,000 for salary and benefits) would be needed to implement payment for all Advisory Body Members. Finance would also potentially need assistance from other departments at varying points during each quarter to submit, input and review the number of meetings attended and the distributions of payment.
Using the “employee-style method,” the take-home amount for one member who attended one meeting is roughly estimated below:
$25.00 Stipend
-$1.88 OBRA Contribution
-$3.75 Federal & State Taxes
-$0.36 Medicare
$19.01 Net Payment
As many Advisory Bodies only meet on a quarterly basis, some Advisory Body Members would only receive $19.01 per paycheck. When taking into account the time needed for additional required forms, trainings, tax reporting as an employee, the benefit of a $25 stipend may not outweigh the time commitment for a prospective Advisory Body Member.
Based on these considerations, it is not recommended to implement an “employee-style method” approach be implemented to compensate all Advisory Body Members.
Item 6b
Vendor/Independent Contractor Method & Opting In/Out Feasibility As some local agencies use the “vendor/independent contractor” method of compensation, staff also researched the feasibility of that method. Payment issued to “vendors” or “independent contractors” do not tax payments prior to distribution; in this instance, Advisory Body Members would receive an even $25 per meeting attended.
However, after review of advisory body roles and responsibilities, and analysis of those roles under the framework of the State Labor & Workforce "ABC Test", the City Attorney’s Office and outside counsel from Liebert Cassidy Whitmore (LCW) advised against compensating Advisory Body members as independent contractors rather than as employees. LCW also cautioned that treating some Advisory Body members as employees and treating others as independent contractors could undermine the City’s compliance with federal tax law and give rise to fairness concerns.
LCW additionally advised that, if an Advisory Body is compensated, a member may “opt out” of compensation to remain in a purely volunteer role, but the classification of that member as an employee would remain the same. This means that despite not receiving a stipend, they would still be subject to the same mandated trainings and required forms as the compensated members. That is, they could “opt in” to or “out of” compensation but could not opt in or out of employee status.
Taking into consideration applicable state and federal law, compensating Advisory Body members as independent contractors is not recommended.
Gift Card Compensation Method
Staff also explored the possibility of a gift card compensation method, to see if there was the potential to minimize staff workload while still providing advisory body members an option to offset costs. Staff have determined that this method of compensation is an improper substitute for regular compensation, as gift cards may be subject to income tax if distributed on a regular basis and for services rendered to the organization. As such, this method is not recommended.
Food and Parking Budget
As many respondents from the two surveys indicated, food and parking are some of the variables that might assist in easing the cost of participating on these advisory bodies.
The City has a Parking Validation program in place that offers one-hour validations to community members who attend City Council or City Advisory Body meetings. Advisory Body Members are eligible to receive these validations when attending meetings; however, many bodies have meetings that take longer than one hour. Parking Services can create validations in 1-hour, 2-hour, 3-hour, and 4-hour increments (4-hour being the max amount charged for parking in the garages). Providing the option of parking validations to all Advisory Body Members could minimize the potential cost of attendance.
The total cost of 3-hour parking validations for each Member per their regular meeting schedule is estimated to be $1,670 for the calendar year. Advisory Body Members may also park in the City Hall parking lot after 5 pm which has no cost.
A food or “snack” budget for Advisory Bodies could also be beneficial for those members who are attending meetings immediately after their normal workday. Full meals can be difficult logistically when accounting for individual orders, accommodating food allergies
Item 6b
and dietary restrictions and establishing time in advance of meetings to eat. However, a budget may be established to provide snacks to Advisory Body Members at all of their meetings. The estimated cost for a food or snack budget at $25 each Advisory Body per meeting (as reflected in their regular meeting schedule) is estimated to be $1,800 for the calendar year.
Staff recommends this approach at this time based on operational feasibility and feedback from community members and Advisory Body members. Staff have prepared a draft Resolution (Attachment A) amending the Advisory Body Handbook to reference these additional provisions.
Public Engagement
As part of the Council Compensation Committee information-gathering process, members of Advisory Bodies and general members of the public were given the opportunity to provide input on compensation for Advisory Body Members through survey responses. Members of the public will also have the opportunity to provide public comment before or at the City Council Meeting on June 2, 2026.
CONCURRENCE
Human Resources and Finance are all in concurrence with staff’s recommendation.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines.
FISCAL IMPACT
Budgeted: No Budget Year: 2026-27
Funding Identified: No
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $3,470 $ $ $
State
Federal
Fees
Other:
Total $3,470 $ $ $
Staff is recommending to use the Ventures and Contingencies Fund or potential carryover funds to provide additional parking and food to Advisory Body Members for meetings for Fiscal Year 2026-27, and will incorporate the on-going cost into the 2027-29 Financial
Item 6b
Plan. The estimated costs for parking and food are broken down below.
Funding
Sources
Funding for
Parking
Budget
Funding for
Food &
Refreshment
Budget
Funding for
both Parking
and Food &
Refreshment
Budget
General Fund $1,670 $1,800 $3,470
State
Federal
Fees
Other:
Total $1,670 $1,800 $3,470
ALTERNATIVES
1. Council may direct staff to move forward with a $25 per meeting compensation for all advisory body members other than PC members and ARC members.
Should Council pursue this option, staff would need to complete an evaluation and update of the current advisory body recruitment, onboarding and offboarding processes.
Estimated Cost
of Initial
Implementation
Estimated
Annual Costs
Oracle $30,000 $30,000
Staffing $42,000
Live Scan Services $2,500 $1,300
Monetary Compensation $14,250
Total $32,500 $87,550
Fiscal impacts for this alternative are expected to include the initial cost of adding each member into Oracle and completing live scans, as well as the annual cost of keeping them in Oracle, new member live scans moving forward, additional staffing salary and benefits, and monetary compensation issued to each Advisory Body based off the number of regular meetings scheduled for each body.
2. Council may recommend no changes to Advisory Body compensation at this time. Under this alternative, no additional parking or food budgets would be provided, and PC and ARC member compensation would remain at $86 per meeting, with a maximum of $344 per month.
ATTACHMENT
A – Draft Resolution amending the Advisory Body Handbook to add a Parking & Food Budget Section
R ______
RESOLUTION NO. _____ (2026 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AMENDING THE ADVISORY HANDBOOK TO
INCLUDE SECTION 1.F PARKING AND FOOD AVAILABILITY
WHEREAS, in accordance with the Charter of the City of San Luis Obispo, the Municipal Code, and its own resolutions, the City Council of the City of San Luis Obispo appoints individuals to serve on its advisory bodies; and WHEREAS, on May 20, 2025, Council voted to begin the formation of a Council Compensation Committee to evaluate and make a recommendation on whether Advisory Bodies should receive compensation in addition to their review of compensation for Mayor, Council Member, Planning Commission, and Architectural Review Commission; and
WHEREAS, on January 13, 2026, Council approved the Council Compensation Committee recommendation and directed staff to determine the feasibility of implementing a “pilot opt-in program of $25 per meeting compensation” for the remaining Advisory Bodies; and
WHEREAS, staff have conducted research and evaluated multiple options for compensation.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo that Section 1.F is hereby added, with all subsequent sections being relabeled accordingly, to read as follows:
F. Parking and Food Availability
Advisory body members are eligible to receive parking validation per meeting attended. Parking is not guaranteed in any particular lot or garage. Snacks or light refreshments will be available prior to every meeting and during recesses.
Resolution No. _____ (202X Series) Page 2
R ______
Upon motion of Council Member ___________, seconded by Council Member ___________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _______________ 202X. ___________________________
Mayor Erica A. Stewart
ATTEST:
______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
______________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Luis Obispo, California, on ______________________. ___________________________
Teresa Purrington
City Clerk