HomeMy WebLinkAboutCC 2025-08-12_09.c. Budget Book FY 2025-27Item 9.c.
MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Director of Administrative Services
BY: Aleah Bergam, Management Analyst
SUBJECT: Receive and File the Biennial Budget Book for Fiscal Years (FY) 2025-
27
DATE: August 12, 2025
RECOMMENDATION:
Receive and file the City of Arroyo Grande Biennial Budget Book for Fiscal Years (FY)
2025-27.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There is no fiscal impact associated with receiving and filing the Budget Book, as all
appropriations were previously approved by the City Council at the June 10, 20251,
Council Meeting. Preparation and publication of the document were completed using
existing staff resources within the Administrative Services Department and City
Manager’s Office. No additional personnel or funding is required as a result of this action.
BACKGROUND:
Every two years, staff and Council prepare a Biennial Budget document, which commits
government resources and services to accomplish the City’s mission of making Arroyo
Grande the best place possible for everyone who lives, works, and visits here. The City
Council adopted the FY 2025-27 Biennial Budget at its meeting on June 10, 2025, and all
associated appropriations were approved at that time. The Budget Book serves as a
comprehensive and consolidated reference of the City’s adopted operating and capital
budgets, revenue projections, fund summaries, department work plans, community and
organizational profile, and related financial policies.
ANALYSIS OF ISSUES:
Following adoption of the budget, staff finalized the formatting and content of the Budget
Book to reflect all Council-approved actions, updated charts, and narrative content. No
1 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=14866
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Item 9.c.
City Council
Receive and File the Biennial Budget Book for Fiscal Years (FY) 2025-27
August 12, 2025
Page 2
changes have been made to the budget allocations or appropriations since Council
adoption.
This item is presented as an administrative step to formally receive and file the final
formatted Budget Book for public record, ease of reference, and transparency. A digital
copy of the Budget Book will be posted to the City’s website.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Receive and file the FY 2025-27 Biennial Budget Book as recommended;
2. Request additional information or clarification; or
3. Provide other direction to staff.
ADVANTAGES:
Receiving and filing the FY 2025-27 Biennial Budget Book provides a clear and
accessible document for public and internal use. Additionally, it enhances transparency
and accountability of the City's financial planning.
DISADVANTAGES:
There are no disadvantages to receiving and filing the FY 2025-27 Biennial Budget Book.
ENVIRONMENTAL REVIEW:
Receiving and filing the FY 2025-27 Biennial Budget Book is not a project subject to the
California Environmental Quality Act (“CEQA”) because i t has no potential to result in
either a direct, or reasonably foreseeable indirect, physical change in the environment.
(State CEQA Guidelines, §§ 15060 (c)(2) and (3), 15378.) Alternatively, receiving and
filing the FY 2025-27 Biennial Budget Book is exempt from CEQA on the basis that it can
be seen with certainty that there is no possibility that the activity in question may have a
significant effect on the environment. (State CEQA Guidelines, § 15061, subd. (b)(3).)
Individual projects within the Budget may be subject to CEQA and environmental review
will be conducted at the appropriate time during implementation of those projects.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
ATTACHMENTS:
1. Fiscal Year (FY) 2025-27 Biennial Budget Book
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2025-20272025-2027
www.arroyogrande.org
ATTACHMENT 1
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M a y o r C a r e n R a y R u s s o m
M a y o r P r o T e m K a t e S e c r e s t
C o u n c i l M e m b e r A i l e e n L o e
C o u n c i l M e m b e r J a m i e M a r a v i g l i a
C o u n c i l M e m b e r J i m G u t h r i e
Prepared and Submitted by
Department of Administrative Services
Appointed Officials:
Matthew J. Downing, City Manager
Isaac Rosen, City Attorney
Department Directors:
Bill Robeson, Assistant City Manager/Public Works Director
David Culver, Interim Chief of Police
Scott Hallett, Fire Chief
Nicole Valentine, Administrative Services Director/City Treasurer
Brian Pedrotti, Community Development Director
Ashley Garcia, Human Resources Officer
Jessica Matson, Legislative & Information Services Director/City Clerk
Sheridan Bohlken, Recreation Services Director
Other Key Staff Involved in the Budget Process:
Kevin Waddy, Information Technology Manager
Megan Schotborgh Accounting Manager
Shannon Sweeney, City Engineer
Theresa Wren, Capital Projects Manager
Dan Kies, Public Works Manager
Shane Taylor, Utilities Manager
Aleah Bergam, Management Analyst
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Table of Contents
READER’S GUIDE ......................................................................................................................................................... 1
BUDGET AWARDS ....................................................................................................................................................... 2
INTRODUCTION TO ARROYO GRANDE ....................................................................................................................... 3
City Structure ............................................................................................................................................. 4
Community Profile ..................................................................................................................................... 8
Arroyo Grande at a Glance ............................................................................................................... 17
Organizational Chart ......................................................................................................................... 18
BUDGET SUMMARY .................................................................................................................................................. 19
City Manager’s Budget Message .............................................................................................................. 20
Guide to the Budget ................................................................................................................................. 24
Fund Structure ................................................................................................................................... 31
Financial Policies ...................................................................................................................................... 36
Fund Balance Policy .......................................................................................................................... 44
Debt Management Policy .................................................................................................................. 49
Five-Year Financial Forecast ..................................................................................................................... 55
Council Goals ............................................................................................................................................ 62
Council Goal’s Work Plans ................................................................................................................. 65
BUDGET OVERVIEW .................................................................................................................................................. 68
Overview .................................................................................................................................................. 69
Interfund Transfers .................................................................................................................................. 70
Fund Summaries ....................................................................................................................................... 75
Consolidated Summary – All Funds .................................................................................................. 76
General Fund ............................................................................................................................................ 77
General Fund ..................................................................................................................................... 78
Local Sales Tax Funds ........................................................................................................................ 79
Consolidated General Fund ............................................................................................................... 80
Consolidated General Fund Revenues by Source .............................................................................. 81
Consolidated General Fund Revenues by Trends .............................................................................. 82
Consolidated General Fund Revenues Detail .................................................................................... 83
Consolidated General Fund Expenditures by Department ................................................................ 87
General Fund Expenditures by Department ...................................................................................... 88
General Fund Expenditures by Object ............................................................................................... 90
Enterprise Funds ...................................................................................................................................... 93
Special Revenue Funds ............................................................................................................................. 97
Agency Funds ......................................................................................................................................... 109
City Staffing and Personnel Costs........................................................................................................... 112
City Staffing ..................................................................................................................................... 113
Personnel Summary ........................................................................................................................ 114
Personnel Costs ............................................................................................................................... 118
DEPARTMENT BUDGET DETAIL .............................................................................................................................. 119
City Administration ................................................................................................................................ 121
City Manager ................................................................................................................................... 123
Legislative & Information Services .................................................................................................. 128
Administrative Services ................................................................................................................... 132
Public Works ........................................................................................................................................... 135
Community Development ...................................................................................................................... 143
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Table of Contents
Public Safety ........................................................................................................................................... 149
Police Department .......................................................................................................................... 150
Fire Department – Five Cities Fire Authority ................................................................................... 154
Recreation Services ................................................................................................................................ 157
DEBT MANAGEMENT .............................................................................................................................................. 163
CAPITAL IMPROVEMENT PROGRAM ...................................................................................................................... 166
10-Year Summary by Project Type ......................................................................................................... 177
Projects Budgeted FY 2025-26 ............................................................................................................... 181
Projects Budgeted FY 2026-27 ............................................................................................................... 185
Projects Budgeted FY 2027-28 ............................................................................................................... 189
Projects Budgeted FY 2028-29 ............................................................................................................... 191
Projects Budgeted FY 2029-30 ............................................................................................................... 193
Projects Budgeted FY 2030-31 ............................................................................................................... 195
Projects Budgeted FY 2031-32 ............................................................................................................... 198
Projects Budgeted FY 2032-33 ............................................................................................................... 200
Projects Budgeted FY 2033-34 ............................................................................................................... 201
Projects Budgeted FY 2034-35 ............................................................................................................... 202
APPENDIX ............................................................................................................................................................... 203
Budget Resolution .................................................................................................................................. 204
Appropriation Limit ................................................................................................................................ 209
Appropriation Limit Resolution .............................................................................................................. 212
Budget Glossary ..................................................................................................................................... 217
Guide to Funds by Number .................................................................................................................... 226
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Reader’s Guide
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This is an overview of the structure of the FY2025-27 Biennial Budget, designed to help readers understand the annual
budget process. To focus on what is achieved through spending, the budget includes funding levels and expected program
outcomes, taking into consideration the current economic situation.
INTRODUCTION TO ARROYO GRANDE
A brief introduction to the City Council and Council-Manager form of government, the district map of Arroyo Grande, and
details on services, structure, and organization chart. The introduction also includes a community profile with history,
geographic and regional context, and demographics.
BUDGET SUMMARY
Overview of the City’s budget process, financial policies, funding sources, department budget updates, and the 10-year
Capital Improvement Program (CIP).
•City Manager’s Budget Message
The City Manager’s address to the Mayor and City Council to highlight budget development priorities and any
significant changes from the prior year adopted budget.
•Guide to the Budget
An overview of the budget process that explains budget purpose, the development of the base budget, and the
final adoption and appropriation of the budget, budget basics, budget reporting, budget amendments, and fund
structure.
•Financial Planning
An overview of key financial policies that govern the City’s approach to debt management, maintenance of fund
balances, long-term financial planning, and other financial responsibilities.
•Budget Overview
A summary of all major and non-major funds.
•Department Budget Overview
An overview of each department’s purpose and structure, significant accomplishments, performance measures,
department work plans, authorized personnel, including an organizational chart, and FY 2025-27 Biennial Budget.
•Debt Service Overview
An overview of the City’s debt management with outstanding debt service requirements and a debt payment
schedule.
•Capital Improvement Program (CIP) Overview
An overview of the City’s 10-Year CIP plan, sources of funding, budgeted expenditures, project timelines, and
project descriptions by program, project, and fund.
APPENDIX
Included in the appendix is a copy of the City Council adopted Budget and GANN Appropriation Resolutions, the GANN
Appropriation Limits, a list of funds by number, and a glossary of terms.
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GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA)
DISTINGUISHED BUDGET PRESENTATION AWARD
The Government Finance Officers Association of the United States and
Canada (GFOA) presented a Distinguished Budget Presentation Award
to the City of Arroyo Grande, California for its Biennial Budget covering
the period beginning July 1, 2023, and ending June 30, 2025.
This award reflects the City’s commitment to meeting the highest
standards in government budgeting. In order to receive this award, a
governmental unit must publish a budget document that meets
program criteria as a policy document, as an operations guide, as a
financial plan, and as a communications device.
The City of Arroyo Grande is confident that the City’s Fiscal Year 2025-
27 Biennial Budget continues to meet the GFOA’s rigorous criteria.
Accordingly, this budget document will be submitted to the GFOA for
review and consideration.
CALIFORNIA SOCIETY OF MUNICIPAL FINANCE OFFICERS
(CSMFO) OPERATING BUDGET MERITORIOUS AWARD
The California Society of Municipal Finance
Officers (CSMFO) presented an Operating
Budget Meritorious Award to the City of
Arroyo Grande, California for the City’s Fiscal
Year 2023-25 Biennial Budget.
The City of Arroyo Grande is confident that
the City’s Fiscal Year 2025-27 Biennial Budget
will continue to conform to award
requirements. Accordingly, this budget
document will be sent to CSMFO.
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INTRODUCTION TO
ARROYO GRANDE
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CITY STRUCTURE
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City Structure
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MAYOR AND CITY COUNCIL
GOVERNMENT STRUCTURE
The City of Arroyo Grande is a general law city and operates under the Council-Manager form of government, with a
five-member City Council elected by district for four-year overlapping terms. The Council is elected on a non-partisan
basis, and Council members must live in the district they represent. The mayor is elected at-large for a two-year term
and is the presiding officer of the Council. The City Council is responsible for, among other things, passing ordinances,
adopting the budget, appointing committees, and hiring the City Manager and City Attorney.
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City Structure
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DISTRICT MAPS
CITY BOARDS AND COMMISSIONS
City Boards and Commissions are the underpinnings of the Arroyo Grande community – they are how the community
navigates the daily and weekly decisions that make Arroyo Grande run smoothly to become the kind of community
desired by City stakeholders. Boards and Commissions may forward matters to the City Council, as appropriate.
Membership on City Boards and Commissions are voluntary positions. Members, with the exception of the Downtown
Parking Advisory Board (DPAB) and Tourism Business Improvement District (TBID) Board must be registered voters of
Arroyo Grande. Applicants for the DPAB shall have a business within the Arroyo Grande City Parking and Business
Improvement Area. The TBID Board shall consist of five (5) members, with a preference that at least three (3) members
shall be owners of lodging businesses within the Arroyo Grande TBID, or others with knowledge of tourism and/or the
lodging industry. Members of each respective Commission/Board/Committee shall serve for a term ending the January
31st following the expiration of the term of the respective appointing Mayor or Council Member, as applicable.
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City Structure
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Members of each respective Commission/Committee/Board may be removed prior to expiration of their term by a
majority vote of the Council. The following is a list of current City Boards and Commissions:
• Planning Commission
• Downtown Parking Advisory Board
• Architectural Review Committee
• Tourism Business Improvement District (TBID) Board
• Community Service Grant Program (CSGP) Committee
• Citizen Sales Tax Oversight Committee (CSTOC)
CITY DEPARTMENTS
The City Municipal Code (Chapter 2. Administration and Personnel) provides the basis for the departmental structure
of the City and establishes that the City Manager be appointed by the City Council to manage the affairs of the City.
The City’s Municipal code establishes the administrative organizational structure of the City under the control and
direction of the City Manager. The City’s use of resources is budgeted in eight departments City Manager’s Office,
Administrative Services, Legislative and Information Services, Community Development, Police, Public Works, Fire
(JPA), and Recreation Services.
FULL-SERVICE CITY
The City of Arroyo Grande is considered a full-service city, meaning that all or most municipal services are provided
by the City, as opposed to being contracted out to third-party providers. Some services commonly contracted out by
municipalities include public safety and utility services; however, only fire services, sanitation treatment, and solid
waste disposal are contracted out by the City of Arroyo Grande.
Community Development
Finance
Human Resources
Information Technology
Public Works
Police
Recreation
City Administration
City Clerk/Information Services
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COMMUNITY PROFILE
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Community Profile
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OVERVIEW
The City of Arroyo Grande is a dynamic and historic community located along California’s Central Coast,
approximately two miles inland from the Pacific Ocean in San Luis Obispo County. With a population of
just over 18,000 residents, Arroyo Grande combines the charm of a small town with the amenities of a
modern city. Known for its agricultural productivity, wine region designation, and strong community
identity, the City continues to thrive as a regional hub for tourism, retail, and cultural activity.
The City’s mission is to be the best place possible for everyone who lives, works, and visits. It strives to
achieve this mission by providing efficient and responsive government services
GEOGRAPHIC AND REGIONAL CONTEXT
Arroyo Grande is situated in a fertile valley carved by the Arroyo Grande Creek and is bordered by the
cities of Pismo Beach and Grover Beach, along with the unincorporated community of Oceano. The City is
part of the "Five Cities" area, a coastal cluster that also includes Shell Beach. This region enjoys a
temperate climate, scenic coastal landscapes, and a collaborative regional economy centered on tourism,
agriculture, and small business.
HISTORY AND INCORPORATION
Arroyo Grande was officially incorporated on July 10, 1911.
However, its historical roots extend back much further,
beginning with the Chumash people who originally
inhabited the region. During the Mexican land grant era, the
area became part of Rancho Arroyo Grande, later
purchased and settled by Francis Ziba Branch and his family.
The city developed as a hub for agriculture and commerce
in the late 19th century, aided by the construction of a
railroad depot in 1882. Today, Arroyo Grande honors its
history through preservation of landmarks like the historic
Swinging Bridge and the Santa Manuela Schoolhouse.
ECONOMIC CHARACTERISTICS
Arroyo Grande’s economy is supported by a diverse mix of
sectors, including agriculture, retail, tourism, and
professional services. The city's historic Village area serves
as a focal point for community events, small businesses, restaurants, and artisan shops, attracting both
residents and visitors. As part of the broader Five Cities area, Arroyo Grande benefits from strong regional
visitation and a tourism-based economy that drives local revenue through transient occupancy and sales
taxes.
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Community Profile
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COMMUNITY IDENTITY AND QUALITY OF LIFE
Arroyo Grande is recognized for its small-town feel,
scenic beauty, and commitment to preserving its
cultural and architectural legacy. Community
character is reflected in historic features such as
the Swinging Bridge, the Santa Manuela
Schoolhouse, and preserved buildings in the
Village. The city offers a high quality of life, with
well-maintained parks, walking trails, and
community services. Residents enjoy a safe, family-
friendly environment with access to excellent
schools, healthcare, and recreational
opportunities.
CITY RECREATION AREAS & PROGRAMS
The City provides several parks with picnic, barbecue, and
playground areas. Strother Community Park, located along
the bank of the Arroyo Grande Creek, is ideal for reunions,
picnics, and barbecues. Elm Street Park has tennis,
pickleball, and playground equipment for all ages. Heritage
Square Park, connected to the Village area by the historic
Swinging Bridge, is a favorite place for tourists and locals to
enjoy lunchtime.
The Hart-Collett Memorial Park, the Terra De Oro Park, and the
Kiwanis Park are small parks with picnic tables and benches only.
Rancho Grande Park is also ideal for family gatherings or special
celebrations.
The twenty-six-acre Soto Sports Complex serves the Five Cities
region by providing four lighted tennis courts, baseball fields,
four lighted softball fields, and two unlit ball fields. The fields are
converted to soccer and football use in the fall.
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Community Profile
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The James Way Oak Habitat and Wildlife Preserve has
equestrian and jogging/walking trails for public use. The
habitat, winding along a hillside in an oak preserve, has
an abundant array of wildlife.
The City offers a wide variety of recreational
opportunities for local residents and visitors. From youth
and adult sports leagues, and special events to classes
for seniors and summer youth camps, there are
programs available for nearly every age.
DEMOGRAPHICS
A city is defined by its assets, the most important being the people who live, work, and contribute within
its boundaries. Arroyo Grande takes pride in its close-knit, community-oriented population, rich heritage,
and strong sense of place. The City has thoughtfully managed growth while preserving its historic
character and natural beauty, balancing its roots in farming and viticulture with a modern, vibrant lifestyle.
With a median single-family home sale price of approximately $758,100 as of 2023 1, Arroyo Grande
attracts families seeking a high quality of life on California’s Central Coast. The city appeals to a diverse
range of residents, from young families to retirees, drawn by the area’s scenic surroundings, historic
charm, and a variety of housing options. The historic Village district offers a unique blend of local shops,
dining, and cultural events that foster a strong community spirit.
Arroyo Grande’s economy is anchored in agriculture, tourism, small businesses, and retail, with a growing
presence in viticulture recognized as part of the Arroyo Grande Valley American Viticultural Area (AVA).
Employment opportunities span farming, hospitality, healthcare, professional services, and retail sectors.
The City continues to support economic development efforts that enhance local job growth while
maintaining its small-town character.
Education is a vital part of the community, with quality public and private schools serving students from
kindergarten through high school. Additionally, residents have convenient access to nearby higher
1 Data Source: 2023 US Census Bureau, American Community Survey. Home value data includes all types of owner-
occupied housing.
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Community Profile
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education institutions in San Luis Obispo County and along the Central Coast, providing a range of
educational pathways for lifelong learning.
Arroyo Grande is a welcoming and vibrant community that honors its agricultural legacy while embracing
sustainable growth, making it a desirable place to live, work, and visit on California’s beautiful Central
Coast.
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Community Profile
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Community Profile
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Community Profile
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Community Profile
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Arroyo Grande at a Glance
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The City of Arroyo Grande was incorporated in 1911 and operates as a general-law city under the Council-
Manager form of government. Nestled approximately two miles inland from the Pacific Ocean along
California’s Central Coast, Arroyo Grande is part of San Luis Obispo County and the vibrant “Five Cities”
region. The city is known for its rich agricultural heritage, scenic valley setting, and charming historic
Village district. Arroyo Grande attracts visitors and residents alike with its mild climate, picturesque
vineyards, local wineries, and a welcoming small-town atmosphere. As of January 1, 2023, the California
Department of Finance estimates the City’s population at approximately 18,412 residents. While much of
the city remains residential, there is ongoing development that balances growth with preservation of the
community’s unique character and natural beauty.
At a Glance
Incorporation
1911
Government
Full-service, general-law city
County
San Luis Obispo County https://www.slocounty.ca.gov/
School Districts
Lucia Mar Unified School District http://www.luciamarschools.org
Location
Located on the Central Coast, approximately two miles inland from the Pacific Ocean in San Luis Obispo
County, midway between Los Angeles and San Francisco
Climate
Moderate
Population
18,412
State legislature
17th Senate District
Democrat John Laird
30th Assembly District
Democrat Dawn Addis
U.S. Congress
Representative:
California's 24th Congressional District
Democrat Salud Carbajal
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Organizational Chart
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BUDGET SUMMARY
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CITY MANAGER’S
BUDGET MESSAGE
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Budget Message
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July 1, 2025
To the Residents of Arroyo Grande, Honorable Mayor, and Members of the City Council:
I am pleased to present the Fiscal Years (FY) 2025-27 Biennial Budget. This is the first two-year budget I have
submitted as City Manager, and as was the case with budgets past, this budget reflects the unwavering
commitment to strategic financial management, promoting financial stability, growing the economy, and
enhancing the quality of life for all Arroyo Grande residents. The proposed budget is balanced, incorporates
all City funds, funds major efforts toward implementing the City Council’s goals, includes important initiatives
to upgrade the City’s infrastructure, continues to fund the high-quality services that the community has come
to expect, and will invest in the future through capital improvements and maintenance activities.
Process for Creating City Goals
In preparation for this two-year budget, the City Council actively involved the community in shaping our
direction through the Community Priorities Survey. This four-question survey was posted on the City website
and promoted on social media channels. The survey enabled community members to provide input regarding
their thoughts on the top priorities for the City over the next 2-3 years. A summary of the responses was
reviewed by the Council before establishing five (5) major Council goals for staff to prioritize for the upcoming
biennial budget. This set of priorities has been used by staff to create work plans for the proposed biennial
budget. The Council Goals have been used as a foundation for recommending where to allocate scarce City
resources.
The five major goals are:
•Complete the General Plan Update
•Redevelop the East Grand Avenue Corridor (Halcyon Road to Elm Street)
•Pursue New Revenue Sources
•Implement Road and Sidewalk Improvements
•Achieve Water Resilience
How FY 2025-27 City Goals Compare to the FY 2023-25 Council Goals
The FY 2025-26 & FY 2026-27 Council Goals build upon the success of the FY 2023-24 & FY 2024-25 Council
goals from the last two-year budget. Similar to the last two-year budget, the Council continues to focus on
providing resources toward funding, infrastructure, and the general plan update. A major factor in helping
address the funding goal was the passage of Measure E-24, a local 1% sales tax approved by the City's voters
in November 2024. Measure E-24’s intent is to fund city services, such as fixing potholes, maintaining city
streets, sidewalks, parks, aging infrastructure, and community facilities; providing local fire protection, police,
and 9-1-1 emergency services; cleaning up litter/graffiti, and addressing homelessness. This goal will continue
into the FY 2025-27 biennial budget with the consideration of cannabis as a means for economic development
and consideration of modifications to Transient Occupancy Tax (TOT). The former fire services goal was
achieved as of January 1, 2025, with the updated Joint Powers Authority Agreement with Grover Beach and
the contract with the County of San Luis Obispo to provide fire service to the community of Oceano. The
infrastructure goal will continue from the last two-year budget, with the addition of specific projects
identified: Redevelop the East Grant Avenue Corridor and Implement Road and Sidewalk Improvements. A
new goal was added for FY 2025-27: Achieve Water Resilience. This new goal supports regional efforts to
address the ongoing Lopez Litigation and by pursuing a ballot measure in November 2026, to potentially allow
the City to purchase State Water outside of declared water emergencies.
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Budget Message
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How the City Plans to Accomplish the FY 2025-27 City Goals
The Adopted Budget strategically allocates resources to projects that align with our five Council Goals. Each
initiative reflects a deep understanding of community needs, is strengthened by collaborative partnerships,
and is made possible by the City’s strong financial position. These efforts are focused on preserving and
enhancing the quality of life for both current residents and future generations. Looking ahead, the future is
bright for Arroyo Grande—its residents and visitors alike—thanks to strategic investments that will deliver
lasting, positive impacts.
Financial Overview
The overall financial goals for the FY 2025-27 budget period is to have a fiscally sound two-year budget,
enhance current service levels, and address critical capital projects. The FY 2025-27 Adopted Budgets present
a structurally balanced budget, with excess operating revenues sufficient to cover Adopted Operating Budget
expenditures.
The FY 2025-26 proposed budget includes a total of $32.1 million in revenues and $35.6 million in operating
and capital budget for a net of $3.5 million more expenditures than revenues. The operating budget is
balanced, with a $2 million net operating surplus. The expenditures that exceed revenues are for one-time
projects that the City has been anticipating. Fund balances accumulated over time offset the additional
expenditures and exceed the City’s policy goal of 20% by 5.8%.
The FY 2026-27 proposed budget includes a total of $33.2 million in revenues and $35.3 million in operating
and capital expenditures for a net of $2.1 million more expenditures than revenues. The operating budget is
balanced, with a $64,534 net operating surplus. Fund balances accumulated over time offset the additional
expenditures and are still at the City’s policy goal of 20%.
Historically, the City has adopted a rolling 5-Year Capital Improvement Program (CIP) that identifies,
prioritizes, and budgets for capital infrastructure needs such as roads, water and sewer systems, parks, and
facilities. While this approach has served the organization well, growing infrastructure demands and
increasingly complex funding environments have highlighted the need for a longer planning horizon. This
report has transitioned the CIP from a 5-Year CIP framework to a 10-Year planning horizon, a change intended
to improve long-range financial planning, infrastructure forecasting, and alignment with strategic goals.
This Capital Improvement Program (CIP) outlines anticipated City infrastructure improvements for FY 2025-
26 through FY 2034-35 and serves as a public information document to advise residents and property owners
on how the City plans to address significant capital needs. The CIP is divided into nine categories – Bridges,
Drainage, Parks & Play Structures, Public Facilities, Sewer, Sidewalks, Streets and Transportation, Technology,
and Water. It contains information about the scope, location, and funding for these projects.
Each year, the overall goal for capital improvements and the means for accomplishing them are assessed.
Every project in the plan has been considered for its financial feasibility, environmental impact, conformance
with previously adopted plans, priorities established by the City Council, and ability to meet public needs.
The FY 2025-26 through FY 2034-35 CIP totals $138,128,065. It is a flexible plan that can be altered as
conditions, funding, priorities, and regulations change.
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Budget Message
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Acknowledgements
I would like to express my sincere appreciation to the dedicated teams across all City departments—from
leadership to frontline staff—for their collaborative efforts in developing the FY 2025-27 Biennial Budget.
Their ongoing commitment to interdepartmental collaboration, community well-being, and the City’s fiscal
stability has been instrumental throughout this process. This document is a true reflection of a united and
dedicated team effort.
A special thank you goes to the Administrative Services Department for their outstanding support, including
training, financial analysis, expert guidance, and steadfast adherence to critical deadlines.
Finally, I am deeply grateful to the City Council. The overall objective is to meet the community’s needs and
provide services in the most effective, efficient, and responsive manner. With the City Council’s strong
leadership, strategic direction, and clear vision, we have accomplished that objective.
Closing
Our commitment to making this the best place possible for everyone who lives, works, and visits Arroyo
Grande is reflected in the strategic investments we are making today, investments that support a sustainable
and vibrant future. Through sound financial stewardship and thoughtful community-focused initiatives, we
continue to enhance the experiences of both residents and visitors. The City of Arroyo Grande is well-
positioned for continued success. I am especially encouraged by the spirit of collaboration shared by our
community members, partner agencies, volunteers, business owners, nonprofit leaders, and elected officials.
Together, we are creating a community where everyone can thrive. It is truly a privilege to work alongside
such dedicated and inspiring individuals.
Sincerely,
MATTHEW J. DOWNING – CITY MANAGER
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GUIDE TO THE
BUDGET
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PURPOSE OF THE BUDGET
The City budget sets forth a strategic resource allocation plan that addresses the City Council’s Strategic
Goals. The Budget is a policy document, financial plan, operations guide, and communication device all in
one. Through the budget document, the City demonstrates its accountability to its residents, customers,
and the community-at-large.
The City’s Budget accomplishes the following:
• Determines the quality and quantity of City programs and services;
• Details expenditure requirements and the estimated revenue available to meet these
requirements;
• Connects the activities of individual City Departments to the City Council’s Strategic Goals;
• Sets targets and provides a means of measuring actual accomplishments against goals; and
• Serves as a communication device that promotes the City’s vision and direction, fiscal health and
vitality, and what the public is getting for its tax dollars.
Additionally, the budget provides the legal authority for expenditures and a means for control of municipal
operations throughout the fiscal year. Accordingly, the City Charter mandates that a budget be adopted
prior to the beginning of the fiscal year.
The budget process furnishes departments with an opportunity to justify departmental work programs,
to propose changes in services, and to recommend revisions in organizational structure and work
methods. It also enables the City Manager to review these aspects and make appropriate
recommendations to the City Council.
Presentation of the budget to the City Council provides an opportunity to explain municipal programs and
organizational structures. It also allows the Council to judge the adequacy of the proposed operating
programs, to determine basic organizational and personnel staffing patterns, and to establish the level of
municipal services to be provided with the available resources. In order to accomplish these objectives,
the budget must combine an explanation of anticipated financial resources for the ensuing fiscal year with
proposed expenditures, supported by sufficient information on the proposed programs and activities to
assess the appropriateness of the recommended levels of services.
THE OPERATING BUDGET, CAPITAL BUDGET, AND
CAPITAL IMPROVEMENT PROGRAM
The budget document contains information about both the City’s operating and capital budgets. The
operating budget details the funding for the day-to-day operations and obligations of the City for a specific
fiscal year such as personnel costs, vendors and contractors, utilities, building maintenance, and debt
payments. The capital budget details planned expenditures for the same fiscal year to construct, maintain,
or improve City facilities such as fire and police stations, libraries and museums, parks, recreation centers,
streets, sewers, and electric and water infrastructure.
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The Capital Improvement Program (CIP) is a separate ten-year planning document that details planned
capital expenditures. Capital projects range from road maintenance or construction to the renovation of
municipal buildings, recreation centers and play structures, and water main and sewer system
replacement. The CIP relates capital project needs to the financial sources that will support their
realization and the timeframe in which both the financing and work will take place. Often spanning
multiple years, capital improvement projects typically carry considerable future impact. Because of the
more long-term nature of the CIP and the complex nature of capital project financing, the CIP is presented
in a separate document. However, the first two years of the CIP are integrally related to the Biennial
Budget document, and therefore a summary of the CIP is provided in the Capital Improvement Program
Overview section of this budget, beginning on page 167.
BUDGET PROCESS
The City of Arroyo Grande’s fiscal year begins July 1 and concludes on June 30. In accordance with
fundamental democratic principles, the City embraces the notion and practice of citizen participation,
especially in key planning and resource allocation activities. Therefore, the development of the budget
process begins early in the prior fiscal year to ensure adequate planning and community input into that
planning. Engagement with City leadership, commissions and the community occur throughout the
process.
At the beginning of budget development, the City initiated community engagement with online surveys
to gather input from residents and business owners. A Community Priorities Survey assessed residents'
satisfaction and priorities. This feedback informed resource allocation decisions for the upcoming budget.
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DEVELOPMENT OF THE BUDGET PROCESS
Every two years, staff and Council prepare a Biennial Budget document, which commits government
resources and services to accomplish the City’s mission of making Arroyo Grande the best place possible
for everyone who lives, works, and visits here. To develop the biennial budget for Fiscal Years 2025-27.
The 5-step process and timeline tat was used for this budget cycle is depicted below
Step 1: On December 9, 2024, an Arroyo Grande Community Priorities Survey was published. This 4-
question online survey was posted on the City website and promoted on social media channels. The survey
was open for one month and closed on January 15, 2025. The survey allowed community members to
provide input regarding their thoughts on what the top priorities should be for the City over the next 2-3
years. The survey included a combination of multiple-choice and short-response questions. A summary of
the responses is included in Attachment 2 of Item 4: City Council Goal Setting Workshop, at the February
10, 2025, Special Council Meeting.
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Step 2: At the February 10, 2025, Special Council Meeting, Council established 5 major goals for staff to
prioritize for the upcoming biennial budget cycle. The goals were determined based on the results of the
community survey and input from the public and staff. This set of priorities will be used by staff to create
work plans and a proposed biennial budget.
Step 3: Following completion of the study session, staff developed a proposed budget by implementing
the following steps:
• January 28, 2025 - Financial Forecast
o Staff presented a 5-year financial forecast with budget assumptions, challenges, goals,
and strategies. January 28, 2025, Council Meeting – 11.a Five-Year Financial Forecast
• Spring 2025 - Staff Develop Work Plans
o The budget process begins in the Finance Department, with the preparation of baseline
revenue and expenditure assumptions. Baseline expenditures include personnel
assumptions, with a comprehensive assessment of the impact of current or anticipated
employee Memorandums of Understanding (MOU) which govern employee costs such as
benefits and cost of living adjustments. Other known costs, such as debt obligations and
self-insurance funding requirements are also projected, to arrive at a baseline budget.
o City departments attend a budget kickoff meeting where they receive the budget
development calendar, a summary of the baseline budget, and direction on balancing
measures, if applicable. The baseline budget represents the amount of funding available
to maintain programs and current service levels and make progress towards achieving the
City’s major goals. Departments define budgetary needs in relation to services, programs,
and related strategic goals. Departments also identify capital projects and funding sources
for those projects during this time. Internal review of department budget submissions
takes place, with executive leadership recommending adjustments and providing
guidance on the budget submissions of each City department.
o Staff will finalize operating and Capital Improvement Plan (CIP) preliminary budgets that
reflect the established major City goals and the financial forecast.
• May 13, 2025 - Review of CIP
o Staff presented a 10-Year CIP for review and input from the City Council and by the
Planning Commission for determination of consistency with the General Plan. May 13,
2025 Council Meeting – 11.c Ten Year Capital Improvement Program, Measure E-24 Local
Sales Tax Fund Expenditure Program, and Measure O-06 Local Sales Tax Fund Expenditure
Program
Step 4: The proposed operating budgets, work plans, and CIP were incorporated into a proposed FY 2025-
27 Biennial Budget for discussion and consideration by the Council on May 27, 2025. May 27, 2025 Council
Meeting – 11.a Review Preliminary FY 2025-27 Biennial Operating Budget
Step 5: Adoption of the FY 2025-27 Biennial Budget occurred on June 10, 2025, with funds appropriated
on July 1, 2025. June 10, 2025 – Council Meeting—10.a Fiscal Year 2025-27 Biennial Budget
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MID-CYCLE BUDGET UPDATE/QUARTERLY REPORTS
The City Manager presents a Mid-Cycle Budget Update in June of the second year of a biennial budget
cycle. This update includes necessary adjustments to the operating budget and personnel detail that have
been identified by staff since the adoption of the Biennial Budget. For all budgets adopted, whether
annual or biennial, quarterly fiscal updates are presented to the City Council to keep City leadership and
the public apprised of the City’s financial condition throughout the budget period. The quarterly updates
include recommended budget adjustments and fiscal strategies as needed to respond to the current fiscal
state of the City.
ADJUSTMENTS TO THE ADOPTED BUDGET
The City Council may amend or supplement the adopted budget with the majority vote of at least three
members to authorize the transfer of unused balances appropriated to one department or fund to
another department or fund or to appropriate available funds not included in the budget. The City
Manager is legally authorized to transfer budgeted amounts between divisions and accounts within the
same department and fund over the course of a fiscal year. Through City Council adoption of the budget
resolution (page 205), the Director of Administrative Services/City Treasurer may authorize interfund
transfers as required provided funds are available, or as authorized by the City Council through the
adoption of the budget. City Council approval is required for all transfers from unappropriated fund
balances or fund balance contingency reserves.
BASIS OF BUDGETING
The modified accrual basis of accounting is used by all General, Special Revenue, Debt Service, and Capital
Projects Funds. This means that revenues are recognized when they become both measurable and
available. Measurable means the amount of the transaction can be determined, and available means
collectible within the current period or soon enough thereafter to be used to pay liabilities of the current
period. Expenditures are recorded when liabilities are incurred, except that principal and interest
payments on long-term debt are recognized as expenditures when due. The full accrual basis of
accounting is utilized by all Enterprise and Internal Service Funds. This means that revenues are recorded
when earned and that expenses are recorded at the time liabilities are incurred.
The City’s basis for budgeting is consistent with accounting principles generally accepted in the United
States of America and with the City’s financial statements as presented in the Annual Comprehensive
Financial Report (ACFR). Exceptions are as follows:
• Capital expenditures within the Enterprise Funds are recorded as assets on an accounting basis
but are shown as expenditures on a budgetary basis.
• Depreciation of capital assets and amortization of various deferred charges are recorded on an
accounting basis only. These charges are not reflected in the budget document.
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• Continued/Carryover appropriations represent previously budgeted funds unexpended at the end
of the applicable budget period. Carryover requests approved by the City Council are added to
the City’s current budget period but are not included in the budget document or original budget
submission to the City Council.
• Certain funding, such as grant funding, is not included in the budget document; these items are
appropriated as needed throughout the fiscal year with approval from the City Council.
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BUDGETARY FUND BALANCE
In a governmental agency, fund balance is considered in two separate, but intrinsically related, settings:
budgetary fund balance and Annual Comprehensive Financial Report (ACFR) fund balance. Budgetary fund
balance is a prospective calculation of ending fund balance based on estimated revenues and
expenditures, whereas ACFR fund balance is a retrospective calculation based on the difference between
fiscal year end assets and liabilities, and deferred inflows or outflows of resources. Following the financial
audit of the active fiscal year, budgetary ending fund balance is reconciled to ACFR fund balance,
accounting for actual fiscal year performance and any differences in the budgetary versus accounting basis
of reporting.
ACFR fund balance may be classified in one of five classifications defined in GASB Statement 54: Fund
Balance Reporting and Governmental Fund Type Definitions as described below:
• Non-spendable Fund Balance: Cannot be spent due to form or must be maintained intact legally
or contractually.
• Restricted Fund Balance: Subject to externally enforceable limitations by law, enabling legislation,
or limitations imposed by creditors or grantors.
• Committed Fund Balance: May only be used for specific purposes due to formal action of the City
Council through adoption of a resolution prior to the end of the fiscal year.
• Assigned Fund Balance: Reflects the City’s intended use of resources.
• Unassigned Fund Balance: The residual classification that includes all spendable amounts not
contained in the other classifications.
For the purposes of budgetary fund balance, the last three classifications listed above (Committed,
Assigned, and Unassigned) are generally not legally restricted by external parties or forces.
FUND STRUCTURE
The City records financial activity in six fund types as guided by generally accepted accounting principles
(GAAP): General Fund, Special Revenue Funds, Debt Service Funds, Enterprise Funds, Private Purpose
Funds, and Agency (Fiduciary) Funds. Within each fund type are multiple funds that relate to a city
department or multiple city departments.
General Fund
The General Fund is the government’s primary operating fund. It accounts for all financial resources of
the general government, except those required to be accounted for in another fund. The General Fund is
generally used to account for functions of the City that are principally supported by taxes and
intergovernmental revenues. The General Fund budget provides the majority of services commonly
associated with local city government (e.g. public safety, recreation, community development, general
government, and public works).
Measure O-06 Sales Tax Fund
The Measure O-06 Fund is a component of the General Fund and is used to separately account for and
report the use of Measure O-06 revenue derived from a local 1/2% sales tax approved by the City's voters
in November 2006.
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Measure E-24 Sales Tax Fund
The Measure E-24 Fund is a component of the General Fund and is used to separately account for and
report the use of Measure E-24 revenue derived from a local 1% sales tax approved by the City's voters in
November 2024.
Special Revenue Fund
Special Revenue Funds are used to account for specific monies that are legally restricted for use for a
particular purpose. Miscellaneous grants and other restricted funding are recorded as Grants of within a
Restricted Programs fund. Grants are budgeted by individual Council action, whereas restricted funding,
if recurring, guaranteed, and predictable, is budgeted in the City’s budget.
• Developer Impact Fees are collected from developers for the expansion of the existing City service
in order to serve future development, the budget includes 9 Special Revenue Funds:
o Fire Protection Fund: impact fees collected from developers for the expansion of the
existing fire station in order to serve future development.
o Police Protection Fund: impact fees collected from developers for the expansion of the
existing police facility in order to serve future development.
o Park Development (Quimby) Fund: This fund accounts for the receipts of park-in-lieu fees
(Quimby) and grant revenues that are used for construction, park acquisition, and
development of park facilities.
o Recreation Community Center Fund: impact fees collected from developers and used for
recreation facilities in order to maintain the adopted level of service of
recreation/community center facilities of 542 square feet per thousand population.
o Park Improvement Fund: Impact fees collected from developers for park improvements
are to be used to maintain the adopted level of service for neighborhood and community
parks of 4.0 acres per thousand population. This fund accounts for the receipt and use of
these monies.
o Traffic Signalization Fund: impact fees collected from developers and used for the future
cost of traffic signals.
o Traffic Circulation Fund: developer traffic mitigation measure fees charged as a result of
an environmental review.
o Transportation Facility Fund: impact fees (AB1600 fees) paid to protect the public health,
safety, and welfare by maintaining the existing level of public services for existing and
future residents within the City of Arroyo Grande.
o Drainage Facility Fund: impact fees paid by development and are restricted to improving
drainage within the City.
• The Community Development Department budget includes three Special Revenue Funds:
o In-Lieu Affordable Housing Fund: This fund accounts for monies paid by developers in
meeting the City's mandatory affordable housing requirements.
o In-Lieu Underground Utility Fund: This fund accounts for monies paid by developers in
meeting the City's underground utility requirements.
o Community Development Block Grant (CDBG) Fund: This program is a flexible program
that provides the City with resources to address a wide range of unique community
development needs.
• The Police Department budget includes one Special Revenue Fund:
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o State COPS Block Grant Fund: This fund accounts for the receipt and use of monies from
the State of California restricted to the purchase of police equipment and technology for
crime prevention.
• The Public Works Department’s budget includes seven Special Revenue Funds:
o Three Landscape Maintenance District Funds account for and report on the activities of
landscape maintenance districts.
o The Special Gas Tax Fund is used to account for the construction and maintenance of city
streets funded by the City’s share of State gasoline taxes.
o Transportation Fund: This revenue source is provided by the San Luis Obispo County of
Government’s (SLOCOG) Local Transportation Fund (LTF). The annual appropriation is
restricted to transportation systems, including transit, pedestrian, street and road
maintenance.
o Water Neutralization Fund: The City requires development projects that increase total
water consumption in the City to “neutralize” that demand by reducing water
consumption in existing development by an equivalent amount or by paying a fee in-lieu
of performing water consumption reductions. This fund accounts for the amount
collected from developers and is used towards the City’s water conservation efforts.
o Water Availability Fund: Pursuant to the provisions of Section 38743 of the Government
Code, water availability charges is a “special charge” which is levied to each parcel of
property not served with city water. These charges are restricted for the sole purpose of
expanding water supply such as a desalination plant, recycled water, a scalping plant, etc.
• The Recreation Services Department budget includes one Special Revenue Fund:
o Tourism Business Improvement District (TBID) Fund: The purpose of the Tourism Business
Improvement District (TBID) is to provide projects, programs and activities that benefit
lodging businesses located and operating within the City of Arroyo Grande. A two percent
(2%) assessment is levied on all lodging businesses of the rent charged by the operator
per occupied room per night for all transient occupancies. Revenue collected is used to
promote the lodging industry within the City.
• Other Special Revenue Funds include:
o Public Access Television Fund: This fund accounts for fees collected from Charter
Communications that are restricted for support of public, education, and government
access programming and equipment.
Enterprise Funds
The City’s enterprise funds are a type of proprietary fund used to manage services delivered to the public
on a user-fee basis, operating much like a private business. These funds are self‑supporting; revenues
come primarily from service charges, and they cover both operating expenses and capital costs. The City
has 5 Enterprise Funds: Sewer, Sewer Facility, Water, Lopez, and Water Facility.
Agency Funds
The City’s agency funds are used to account for assets held temporarily on behalf of others—such as the
Successor Agency to RDA, Downtown Parking, and the Sanitation Distribution funds. They are not City
revenues and are excluded from government-wide financial reporting of expenses or fund balances.
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GOVERNMENTAL FUND TYPES
General Fund – is the general operating fund of the City and accounts for all unrestricted financial
resources except those required to be accounted for in another fund.
Special Revenue Funds – to account for the proceeds of specific revenue sources (other than special
assessments, expendable trusts, or capital projects) that are restricted by law or administrative action to
expenditures for specific purposes.
Debt Service Funds – to account for the accumulation of resources for and the payment of interest and
principal on general long-term debt and related costs. The City currently does not have general long-term
debt that would be obligated to use a debt service fund.
Capital Project Funds – to account for financial resources segregated for the acquisition of major capital
projects or facilities (other than those financed by proprietary fund types).
PROPRIETARY FUND TYPES
Enterprise Funds – to account for operations in a manner similar to private business enterprises, where
the intent is to have the costs (expenses, including depreciation) of providing goods or services to the
general public to be financed or recovered primarily through user charges.
FIDUCIARY FUND TYPES
Agency Funds – to account for assets held by the City as trustee or agent for individuals, private
organizations, or other governmental units, and/or other funds. These funds are custodial in nature
(assets correspond with liabilities) and do not involve measurement of results of o
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FINANCIAL POLICIES
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A Fiscal Policy is an adopted guideline that establishes goals for the allocation of public resources in the
manner best suited to the efficient provision of services to residents and visitors within the City. While
not all of the goals may be achievable in the current year, the existence of such goals will serve to guide
the City Council in its decision-making.
The budget document is a policy statement and financial plan that allocates City resources, such as
personnel, materials, and equipment, in tangible ways to achieve the general goal of a balanced
community. It is, therefore, prudent for the City Council to have adopted a Fiscal Policy to guide staff
through the budget-development process. The Fiscal Policy is a guideline, not an absolute. The Policy
describes goals the Council seeks to achieve to secure fiscal solvency, superior levels of customer service,
and maximum cost efficiency. The Policy components are as follows:
FISCAL MANAGEMENT
• Maintain safety and liquidity while maximizing investment revenue.
• Utilize grants and subsidies from other sources when possible and cost-effective.
• Charge fees for services that reflect the cost of providing such services.
• Review fees annually, establish actual costs, adjust existing fees, and establish new fees as
needed.
• Recover costs when possible for facility use, planning and building services, code enforcement,
community events and administrative costs.
• Develop short and long-term financial plans.
• Develop fiscal models to reflect development and planning policies to ensure resources are
adequate to provide service needs.
• Maintain a PERS Retirement Fund in which the City funds retirement costs on an annual basis at
no lower than the projected long-term average rates in order to eliminate the fluctuations in PERS
costs and provide long-term stability.
NEW SERVICES
Add new services only when a need has been identified and when adequate staffing and funding sources
have been provided.
PUBLIC SAFETY
Provide funding to maintain the safety of the citizens of Arroyo Grande at a level that ensures that Arroyo
Grande maintains its position as one of the safest cities in San Luis Obispo County.
FACILITIES
• Plan for new facilities only if operations and maintenance costs for those new facilities will not
negatively impact the operating budget.
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• Provide adequate routine maintenance each year to avoid the cost of deferred maintenance.
OPERATIONAL EFFICIENCIES
• Provide City services in the most cost-effective manner.
• Provide staffing levels that allow employees to respond promptly to service requests from the
public.
• Utilize consultants and temporary help for special projects or peak workload periods.
• Utilize community expertise on a voluntary basis as appropriate.
• Ensure that fee-supported services are staffed appropriately to render the services for which
customers have paid.
• Work through regional agencies to share costs for local and mandated programs whenever
possible.
EMPLOYEE DEVELOPMENT
Attract and retain competent employees for the City workforce by compensating employees fairly,
providing adequate training opportunities, ensuring safe working conditions, and maintaining a
professional work environment.
ECONOMIC DEVELOPMENT
• Promote a mix of businesses that contribute to a balanced community, develop programs to
enhance and retain existing businesses, and pursue new developments and businesses that add
to but do not detract from the City’s economic base.
• Maximize opportunities for the existing business community, thereby increasing existing sources
of revenue to meet the increasing demands for service.
RETIREE MEDICAL
Pre-fund retiree medical benefit costs.
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DESCRIPTION OF FUNDS
Fund Accounting Systems
The City uses funds and account groups to report on its financial position and the results of its operations.
Fund accounting is designed to demonstrate legal compliance and to aid financial management by
segregating transactions related to certain City functions or activities.
A fund is an accounting entity with a self-balancing set of accounts established to record the financial
position and results of operations of a specific governmental activity. An account group is a financial
reporting device designed to provide accountability for certain assets and liabilities that are not recorded
in the funds because they do not directly affect net expendable available resources. The City maintains
the following fund types and account groups:
TYPES OF FUNDS
Governmental Fund Types
General Fund – the general operating fund of the City and accounts for all unrestricted financial resources
except those required to be accounted for in another fund.
Special Revenue Funds – to account for the proceeds of specific revenue sources (other than special
assessments, expendable trusts, or capital projects) that are restricted by law or administrative action to
expenditures for specific purposes.
Debt Service Funds – to account for the accumulation of resources for and the payment of, interest and
principal on general long-term debt and related costs. The City currently does not have general long term
debt that would be obligated to use a debt service fund.
Capital Project Funds – to account for financial resources segregated for the acquisition of major capital
projects or facilities (other than those financed by proprietary fund types).
Proprietary Fund Types
Enterprise Funds – to account for operations in a manner similar to private business enterprises where
the intent is to have the costs (expenses, including depreciation) of providing goods or services to the
general public to be financed or recovered primarily through user charges.
Fiduciary Fund Types
Agency Funds – to account for assets held by the City as trustee or agent for individuals, private
organizations, or other governmental units, and/or other funds. These funds are custodial in nature
(assets correspond with liabilities) and do not involve measurement of results of operations.
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Basis of Accounting
Basis of accounting refers to when revenues and expenditures or expenses are recognized in the accounts
and reported in the financial statements. Specifically, it relates to the timing of the measurements made,
regardless of the nature of the measurement. All Governmental funds and Agency funds are accounted
for using the modified accrual basis of accounting. Revenues are recognized when they become
measurable and available as net current assets. In those funds where revenue is recognized on a modified
accrual basis the following revenues may be accrued: property and sales taxes, revenue from the use of
money and property, interfund transfers, unbilled service receivables and intergovernmental revenue.
Licenses, permits, fines and forfeitures and similar items are, for the most part, not accrued and
consequently are not recorded until received. Agency funds are purely custodial (assets equal liabilities)
and thus do not involve measurement of results of operations. The assets and liabilities are accounted
for on a modified accrual basis with the exception of the City’s Deferred Compensation Plan, which is
accounted for on a market value basis in accordance with Statement No. 2 of the Governmental
Accounting Standards Board (GASB).
Property tax revenue is recognized in the fiscal year for which the taxes have been levied providing they
become available, in accordance with National Council of Governmental Accounting GASB 33. In this
context, available means when receivable and due, when payment is expected within the current period,
or within sixty (60) days of year end, and thus available to pay debts of the current period.
Grants, entitlements, or shared revenues recorded in governmental funds are recognized as revenue in
the accounting period when they become susceptible to accrual, i.e. both measurable and available
(modified accrual basis).
Expenditures are generally recognized under the modified accrual basis of accounting when the related
fund liability is incurred. Principal and interest on general long-term debt is recognized when due.
All proprietary funds are accounted for using the accrual basis of accounting. Their revenues are
recognized when they are earned and become measurable, expenses are recognized when they are
incurred if measurable.
The City reports deferred revenue on its combined balance sheet. Deferred revenues arise when potential
revenue does not meet both the “measurable” and “available” criteria for recognition in the current
period. Deferred revenues also arise when the City receives resources before it has a legal claim to them,
as when grant monies are received prior to the incurrence of qualifying expenditures. In subsequent
periods, when both revenue recognition criteria are met, or when the City has a legal claim to the
resources, the liability for deferred revenue is removed from the combined balance sheet and revenue is
recognized.
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BUDGETARY PROCESS
The City uses the following procedures in establishing the budgetary data reflected in the financial
statements: after January 1, Department Directors prepare estimates for required appropriations for the
fiscal year commencing the following July 1. The departmental estimates are presented to the City
Manager for review. A Preliminary Budget is prepared that includes estimated expenditures and
forecasted revenues for the fiscal year. Prior to July 1, the City Manager submits a Preliminary Budget for
the upcoming fiscal year to the City Council. The Preliminary Budget includes a summary of the proposed
expenditures and financial resources of the City, as well as historical data for preceding fiscal periods.
Public meetings are conducted to obtain citizens’ comments. The City Council adopts the budget by June
30. Budgets are legally adopted for the general, special revenue, enterprise funds, agency funds and all
capital projects programs during the fiscal year ended June 30. The appropriated budget covers
substantially all City expenditures. All appropriated amounts shown are as originally adopted or as
amended by the City Council. During the year, supplementary appropriations may be approved.
Unexpended appropriations lapse at the year-end, unless approved for carryover by the City Manager to
address multi-year projects or initiatives.
Department Directors are authorized to transfer budgeted amounts within their departments, within the
same fund, with the approval of the City Manager. The City Manager has authority to make transfers of
appropriations between departments, provided those changes do not impact budgeted year-end fund
balances. Only the City Council may authorize transfers of appropriations between funds. Formal
budgetary integration is employed as a management control device during the fiscal year for all
governmental funds.
ENCUMBRANCES
Encumbrances represent commitments related to unperformed contracts for goods or services.
Encumbrance accounting, under which purchase orders, contracts, and other commitments for the
expenditure of resources are recorded to reserve that portion of the applicable appropriation, is utilized
in all funds. Encumbrances outstanding at year-end are reported as reservations of fund balances and do
not constitute expenditures or liabilities because the commitments will be honored during the subsequent
year. Amounts encumbered at year-end are reappropriated in the following year.
BUDGET BASIS OF ACCOUNTING
Budgets for governmental funds are adopted on a basis consistent with generally accepted accounting
principles (GAAP).
CASH AND INVESTMENTS
Cash includes amounts in demand deposits. Investments, including accrued interest, are stated at fair
market value.
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INTERFUND TRANSACTIONS
During the course of operations, numerous transactions occur between individual funds for goods
provided or services rendered. These receivables and payables are classified as “due from other funds”
or “due to other funds” on the balance sheet.
INVENTORIES
Inventories of materials and supplies are carried at cost on a first-in, first-out basis. The City uses the
consumption method for accounting for inventories.
FIXED ASSETS
All purchased fixed assets are valued at cost where historical records are available, and at an estimated
historical cost where no historical records exist. Donated fixed assets are valued at their estimated fair
market value on the date received.
The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend
asset lives are not capitalized. Improvements are capitalized and depreciated, as applicable, over the
remaining useful lives of the related fixed assets.
In accordance with GASB 34, all Public domain (“infrastructure”) fixed assets are now capitalized.
Examples of infrastructure assets are: roads, bridges, curbs and gutters, streets and sidewalks, drainage
and lighting systems.
Depreciation of fixed assets is computed using the straight-line method. The estimated useful lives are as
follows:
Buildings and structures 40 – 55 years
Machinery 3 – 10 years
Equipment 5 – 20 years
COMPENSATED ABSENCES
Vested or accumulated personal leave of employees, that is expected to be liquidated with expendable
available financial resources, is reported as an expenditure and a fund liability of the governmental fund
that will pay it. Amounts of vested or accumulated personal leave not expected to be liquidated with
expendable available financial resources are reported in the City’s financial statements as long-term debt.
No expenditure is reported for those amounts. Vested or accumulated personal leave of proprietary funds
is recorded as an expense and liability of those funds as the benefits accrue to employees.
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PROPERTY TAXES
The San Luis Obispo County Assessor and Tax Collector perform the duties of assessing and collecting
property tax, respectively. Tax levies cover the period from July 1 to June 30 of each year. All tax liens
attach annually on the first day in March proceeding the fiscal year for which the taxes are levied. Taxes
are levied on both real and personal property as of March 1.
Secured property taxes are levied against real property and are due and payable in two equal installments.
The first installment is due on November 1 and becomes delinquent if not paid by December 10. The
second installment is due on February 1 and becomes delinquent if not paid by April 10. Unsecured
personal property taxes are due on July 1 each year. These taxes become delinquent if not paid by August
31.
GRANTS
Federal and state grant revenues are accrued to the extent expenditures are incurred. All such grants are
subject to audit and adjustment by the grantor.
LONG-TERM OBLIGATIONS
Long-term debt is recognized as a liability of a governmental fund when due or when resources have been
accumulated in the debt service fund for payment early in the following year. Other long-term obligations
to be financed from expendable available financial resources are reported as a fund liability of a
governmental fund. The remaining portion of such obligations is reported in the financial statements.
Long-term liabilities to be financed from proprietary fund operations are accounted for in those funds.
FUND EQUITY
Contributed capital is recorded in proprietary funds that have received capital grants or contributions
from developers, customers or other funds. These reserves represent those portions of fund equity not
available for expenditure or that are legally segregated for a specific future use of financial resources.
Fund designations are established to indicate tentative plans for the use of current financial resources in
the future.
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INTRODUCTION
This policy was adopted by the City Council on June 11, 2024 with Resolution 5371. The purpose of this
document is to state the policy goals of the City of Arroyo Grandes’ General Fund reserves, and the
budgeting practices that maintain such reserves. Although there is no formula that defines a completely
adequate Fund Balance, a conservative approach should enable the City to finance its operations and
meet unplanned expenditures without having to incur short-term debt or raise new revenues.
These policies are intended to provide guidelines for budget decisions as to the appropriate use of General
Fund resources and the maintenance of adequate reserves for contingencies, emergencies, capital
improvements, and other such uses as determined by the City Council. After amounts projected to be
available from the year-end fund balance of the General Fund are allocated to Assigned categories, the
remaining amount, referred to as the Unassigned Fund Balance, will be reserved for contingencies as
further set forth below.
PURPOSE
The purpose of the Fund Balance and Reserve Policy is to ensure strong fiscal management to guide the
City of Arroyo Grande’s financial planning, while continuing to provide services to the residents of the
City. Additionally, the policy will: aide in reducing financial impacts of temporary revenue short falls and
unpredicted one-time expenditures, such as disasters or catastrophic events; assist the City in responding
to challenges of a changing economic environment; and preserve adequate reserve levels to improve or
maintain the City’s credit worthiness. The Fund Balance and Reserve Policy establishes the appropriate
level of reserves in the Consolidated General Fund. The policy sets conditions warranting the use of
reserves and outlines the plan to replenish them if the balances fall below the levels established in this
policy.
BACKGROUND
Governmental Accounting Standards Board (GASB) Statement No. 54, Fund Balance Reporting and
Governmental Fund Type Definitions, was implemented in FY 2010-11 with the intent of improving
financial reporting by providing fund balance categories that will be more easily understood. The
categories are more clearly defined to make the nature and extent of the constraints placed on a
government’s fund balance more transparent. This Fund Balance and Reserve Policy establishes the
procedures for reporting unrestricted fund balance in the financial statements. The policy also authorizes
and directs the Administrative Services Director to prepare financial reports which accurately categorize
fund balance as per GASB Statement No. 54.
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POLICY
Fund balance is essentially the difference between the assets and liabilities reported in a governmental
fund. There are five separate components of fund balance, each of which identifies the extent to which
the City is bound to honor constraints on the specific purposes for which amounts can be spent.
• Non-spendable fund balance: Amounts that cannot be spent because they are either (a) not in
spendable form or (b) legally or contractually required to be maintained intact.
• Restricted fund balance: To be used for specific purposes stipulated by external resource
providers, constitution, or through enabling legislation.
• Committed fund balance: To be used for specific purposes as established by City Council.
• Assigned fund balance: Amounts intended for a specific purpose as authorized by the City
Manager, but are neither restricted nor committed.
• Unassigned fund balance: The residual amount not contained in the other classifications. The first
two components listed above, non-spendable and restricted fund balances, are not addressed in
this policy due to the nature of the restrictions. Examples of non-spendable fund balance include
prepaid expenses, loan receivables, and inventory. Restricted fund balance is either imposed by
laws or constrained by grantors, contributors, or laws or regulations of other governments. This
policy is focused on financial reporting of unrestricted fund balance, which is the last three
components listed above. These three components are further defined below.
These funds may be pooled for investment earning purposes only and interest earned shall be credited to
each individual fund based upon the proportionate share of the revenues invested.
Committed Fund Balance
The City Council, as the City’s highest level of decision-making authority, may commit fund balance for
specific purposes pursuant to constraints imposed by formal actions taken, such as an ordinance or
resolution. These Committed amounts cannot be used for any other purpose unless the City Council
removes or changes the specified use through the same type of formal action taken to establish the
commitment. Five types of committed reserves are set aside by the City including Operating Reserve,
Pension and Other Post-Employment Benefits Reserve, Information Technology Reserve, Fleet
Replacement Reserve, and Facility Repairs Reserve. The intended use of each reserve and the Fund(s) in
which they are held is outlined below. To develop the appropriate amount of reserves, the City considered
guidance from the Government Finance Officers Association (GFOA), as well as the current economic
conditions and needs of the City. Reserve balances will be reviewed at the end of each fiscal year to ensure
compliance with this Policy.
• Operating Reserve – The GFOA recommends that general-purpose governments maintain
reserves in the general fund of no less than two months (16.67%) of annual general fund operating
revenues or annual general fund operating expenditures. The City has established an Operating
Reserve in the Consolidated General Fund to mitigate financial and service delivery risk due to
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unexpected revenue shortfalls or unanticipated critical expenditures. The purpose of this reserve
is to provide budgetary stabilization and not to serve as an alternative funding source for new
programs and ongoing operating expenditures. It is for one-time needs and expenditures
identified in the budget and not ongoing structural challenges. The City will aim to maintain a
minimum balance in the Operating Reserves equal to approximately 15%, with a goal of 20% of
the City’s annual operating expenditures.
• Pension and Other Post-Employment Benefits Reserve – Funds set aside under this reserve in the
Consolidated General Fund to be used to further mitigate costs associated with pensions and
other post-employment benefits. These funds will be used: as a funding source for potential
additional discretionary payments to pay down unfunded liability; or held in the reserve account;
or placed in a City Council approved trust instrument. Funds may be used for such purposes as a
supplemental funding source for unanticipated increases to the annual pension and/or other
post-employment benefit costs resulting from future actuarial assumptions and investment
market volatility, or to make the City’s annual payments during times of economic uncertainty as
brought on by such circumstances as a recession resulting in funding gaps.
• Information Technology Reserve – This fund, established in the Consolidated General Fund,
provides for information system and technology projects including communications systems,
hardware, and software, which are capital in nature. Technology can change rapidly within the
information systems sphere and often comes at a large cost. This reserve helps the City keep pace
with changes in information technology and take advantage of improvement/efficiency
opportunities in this area. This reserve will not exceed 1.0% of annual Consolidated General Fund
operating expenditures.
• Fleet Replacement Reserve – The City will maintain a Fleet Replacement Reserve in the
Consolidated General Fund to provide for the timely replacement of existing vehicles should they
come to the end of their useful life or become inoperable. This reserve will not exceed 1.0% of
annual Consolidated General Fund operating expenditures.
• Facility Repairs Reserve – This reserve is set up in the Consolidated General Fund to address any
unforeseen maintenance and repairs or planned replacements within City owned facilities. This
reserve will not exceed 1.0% of annual Consolidated General Fund operating expenditures.
Assigned Fund Balance
Amounts that are constrained by the City’s intent to be used for specific purposes, but are neither
restricted nor committed, should be reported as assigned fund balance. This policy herby delegates the
authority to assign amounts to be used for specific purposes to the City Manager or designee for the
purpose of reporting these amounts in the annual financial statements. Examples of assigned fund
balance include:
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• Encumbered Fund balance levels must be sufficient to meet funding requirements for materials
or services ordered, but not received, before the end of the fiscal year.
• Continuing Appropriations Fund balance levels must be sufficient to meet funding requirements
for projects approved in prior years and which must be carried forward into the new fiscal year.
• Other Designations Assigned fund balance can also include amounts designated for certain
programs, additional reduction of debt, special events, or other non-recurring expenditure needs
of the City.
Unassigned Fund Balance
Unassigned fund balance is the residual positive net resources in excess of what can properly be classified
in one of the other four categories. The Consolidated General Fund is the only fund that may report a
positive (surplus) unassigned balance. Conversely, any governmental fund in a negative (deficit) position
could report a negative amount of unassigned fund balance.
Fund Balance Classification
The accounting policies of the City consider restricted fund balance to have been spent first when the
expenditure is incurred for purposes for which both restricted and unrestricted fund balance is available.
Similarly, when the expenditure is incurred for purposes for which amounts in any of the unrestricted
classifications of fund balance could be used, the City considers committed amounts to be reduced first,
followed by assigned amounts and the unassigned amounts.
Surplus
Since a surplus of unassigned fund balance does not represent a recurring source of revenue, it shall not
be used to fund a recurring expense; however, the surplus may be appropriated for use to fund a one-
time expenditure or use not already funded through an appropriation. If it is determined there is an
operating surplus, the City Council may appropriate funds for the following nonrecurring purposes, listed
in order of priority:
• Surplus funds may be used to meet the minimum Operating Reserve requirement;
• Any surplus may be transferred to reduce the unfunded pension liability and/or any other
unfunded postemployment benefit liabilities;
• If there is short-term debt within the General Fund, the surplus may be applied to reduce, or
eliminate, the debt if determined to be advantageous for the City. If a borrowing is scheduled, the
surplus may be used to reduce the principal amount the City needs to obtain if determined to be
advantageous for the City; and
• Surplus funds may be used for capital improvements and equipment purchases that are not
financed with borrowings or other contributions.
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Replenishment of Reserves
If the Operating Reserve balance established in this policy falls below the minimum required level, the
City shall strive to restore it to the minimum required balance by any feasible means, including, but not
limited to, adopting a budgetary surplus; applying any cost savings, over-realized revenues, and/or
surpluses realized within the applicable fund.
If the Information Technology Reserve, Fleet Replacement Reserve, or Facility Repairs Reserve fall below
the 1.0% of annual Consolidated General Fund operating expenditures. The levels will be replenished
when surplus funds become available.
These guidelines may be suspended, in whole or part, if financial or economic circumstances prevent
meeting any or all of the timelines. These policy guidelines may also be amended by action of the City
Council from time to time.
This policy is instituted to provide a measure of protection for the City against unforeseen circumstances
and to comply with GASB Statement No. 54. No other policy or procedure supersedes the authority and
provisions of this policy.
Enterprise Fund Reserves
Reserves for Enterprise Funds – Water and Wastewater (Sewer): Revenues contained in these funds are
restricted and may only be used for their described purposes below. In no event will these funds be used
to fund general fund services.
• Operating Reserve – The purpose of the Enterprise Fund Operating Reserve is to provide working
capital to meet cash flow needs during normal operations and support the operation,
maintenance and administration of the utility. This reserve ensures that operations can continue
should there be significant events that impact cash flows. The target balance to be maintained is
90 days (25 percent) of the current annual operating expense budget.
• Capital Reserve – The purpose of the Enterprise Fund Capital Reserve is to fund future
replacement of assets and CIP projects. The Capital reserves are used to fund the construction of
the projects as the projects progress and the funds are expended. The reserve target has been
established at $500,000 each for the water and wastewater systems through prior cost of service
studies.
Lopez Fund Reserve – The Enterprise Fund Lopez Fund accounts for the revenue and expenditures of the
surface water purchases from the County. Revenues are collected through the water rates in sufficient
amounts to provide for a transfer of revenue to meet the expenses in the Lopez Fund. A reserve is
maintained in the fund at least equal to annual Lopez debt service
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INTRODUCTION
This Debt Management Policy (the “Debt Policy”) was adopted by the City Council on March 13, 2018 with
Resolution 4836. This Debt Policy will apply to any debt issued by any public agency for which the City
Council acts as its legislative body.
The Debt Policy has been developed to provide guidance in the issuance and management of debt by the
City or its related entities and is intended to comply with section 8855(i) of the California Government
Code effective on January 1, 2017. The main objectives are to establish conditions for the use of debt; to
ensure that debt capacity and affordability are adequately considered; to minimize the City’s interest and
issuance costs; to maintain the highest possible credit rating; to provide complete financial disclosure and
reporting; and to maintain financial flexibility for the City.
Debt, properly issued and managed, is a critical element in any financial management program. It assists
in the City’s effort to allocate limited resources to provide the highest quality of service to the public. The
City understands that poor debt management can have ripple effects that hurt other areas of the City. On
the other hand, a properly managed debt program promotes economic growth and enhances the vitality
of the City for its residents and businesses.
POLICY
1. Findings
This Debt Policy shall govern all debt undertaken by the City. The City hereby recognizes that a fiscally
prudent debt policy is required in order to:
• Maintain the City’s sound financial position.
• Ensure the City has the flexibility to respond to changes in future service priorities,
revenue levels, and operating expenses.
• Protect the City’s credit-worthiness.
• Ensure that all debt is structured in order in a manner that protects both current and
future taxpayers, ratepayers and constituents of the City.
• Ensure that the City’s debt is consistent with the City’s planning goals and objectives and
capital improvement program or budget, as applicable.
• Encourage those that benefit from a facility/improvement to pay the cost of that
facility/improvement without the need for the expenditure of limited general fund
resources.
2. Policies
A. Purposes For Which Debt May Be Issued
The City will consider the use of debt financing primarily for capital improvement projects (CIP) when the
project’s useful life will equal or exceed the term of the financing and when resources are identified
sufficient to fund the debt service requirements. An exception to this CIP driven focus is the issuance of
short-term instruments such as tax and revenue anticipation notes, which are to be used for prudent cash
management purposes and conduit financing, as described below. Bonded debt should not be issued for
projects with minimal public benefit or support, or to finance normal operating expenses.
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If a department has any project which is expected to use debt financing, the department director is
responsible for expeditiously providing the City Manager and the Administrative Services Director with
reasonable cost estimates, including specific revenue accounts that will provide payment for the debt
service. This will allow an analysis of the project’s potential impact on the City’s debt capacity and
limitations. The department director shall also provide an estimate of any incremental operating and/or
additional maintenance costs associated with the project and identify sources of revenue, if any, to pay
for such incremental costs.
(i) Long-Term Debt. Long-term debt may be issued to finance or refinance the construction,
acquisition, and rehabilitation of capital improvements and facilities, equipment and land to be
owned and/or operated by the City.
(a) Long-term debt financings are appropriate when the following conditions exist:
• When the project to be financed is necessary to provide basic services.
• When the project to be financed will provide benefit to constituents over multiple years.
• When total debt does not constitute an unreasonable burden to the City and its taxpayers
and ratepayers.
• When the debt is used to refinance outstanding debt in order to produce debt service
savings or to realize the benefits of a debt restructuring.
(b) Long-term debt financings will not generally be considered appropriate for current operating
expenses and routine maintenance expenses.
(c) The City may use long-term debt financings subject to the following conditions:
• The project to be financed has been or will be approved by the City Council.
• The weighted average maturity of the debt (or the portion of the debt allocated to the
project) will not exceed the average useful life of the project to be financed by more than
20%, unless specific conditions exist that would mitigate the extension of time to repay
the debt and it would not cause the City to violate any covenants to maintain the tax-
exempt status of such debt, if applicable.
• The City estimates that sufficient income or revenues will be available to service the debt
through its maturity.
• The City determines that the issuance of the debt will comply with the applicable
requirements of state and federal law.
• The City considers the improvement/facility to be of vital, time-sensitive need of the
community and there are no plausible alternative financing sources
(d) Periodic reviews of outstanding long-term debt will be undertaken to identify refunding
opportunities. Refunding will be considered (within federal tax law constraints, if applicable) if
and when there is a net economic benefit of the refunding. Refundings which are non-economic
may be undertaken to achieve City objectives relating to changes in covenants, call provisions,
operational flexibility, tax status of the issuer, or the debt service profile.
In general, refundings which produce a net present value savings of at least three (3) percent of
the refunded debt will be considered economically viable. Refundings which produce a net
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present value savings of less than three (3) percent or negative savings will be considered on a
case-by-case basis, and are subject to Council approval.
(ii) Short-term debt. Short-term borrowing may be issued to generate funding for cash flow needs in
the form of Tax and Revenue Anticipation Notes (TRAN).
Short-term borrowing, such as commercial paper, and lines of credit, will be considered as an interim
source of funding in anticipation of long-term borrowing. Short-term debt may be issued for any
purpose for which long-term debt may be issued, including capitalized interest and other financing-
related costs. Prior to issuance of the short-term debt, a reliable revenue source shall be identified to
secure repayment of the debt. The final maturity of the debt issued to finance the project shall be
consistent with the economic or useful life of the project and, unless the Council determines that
extraordinary circumstances exist, must not exceed seven (7) years.
Short-term debt may also be used to finance short-lived capital projects; for example, the City may
undertake lease-purchase financing for equipment, and such equipment leases may be longer than
seven (7) years.
(iii) Financings on Behalf of Other Entities. The City may also find it beneficial to issue debt on behalf
of other governmental agencies or private third parties in order to further the public purposes of City.
In such cases, the City shall take reasonable steps to confirm the financial feasibility of the project to
be financed and the financial solvency of any borrower and that the issuance of such debt is consistent
with the policies set forth herein. In no event will the City incur any liability or assume responsibility
for payment of debt service on such debt.
B. Types of Debt
In order to maximize the financial options available to benefit the public, it is the policy of the City of
Arroyo Grande to allow for the consideration of issuing all generally accepted types of debt, including,
but not exclusive to the following:
• General Obligation (GO) Bonds: General Obligation Bonds are suitable for use in the
construction or acquisition of improvements to real property that benefit the public at
large. Examples of projects include libraries, parks, and public safety facilities. All GO
bonds shall be authorized by the requisite number of voters in order to pass.
• Revenue Bonds: Revenue Bonds are limited-liability obligations tied to a specific
enterprise or special fund revenue stream where the projects financed clearly benefit or
relate to the enterprise or are otherwise permissible uses of the special revenue. An
example of projects that would be financed by a Revenue Bond would be improvements
to a water system, which would be paid back with money raised from the rates and
charges to water users. Generally, no voter approval is required to issue this type of
obligation but in some cases, the City must comply with proposition 218 regarding rate
adjustments.
• Lease-Backed Debt/Certificates of Participation (COP/Lease Revenue Bonds): Issuance of
Lease-backed debt is a commonly used form of debt that allows a City to finance projects
where the debt service is secured via a lease agreement and where the payments are
budgeted in the annual budget appropriation by the City from the general fund. Lease-
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Backed debt does not constitute indebtedness under the state or the City’s constitutional
debt limit and does not require voter approval.
• Special Assessment/Special District Debt: The City will consider requests from developers
for the use of debt financing secured by property based assessments or special taxes in
order to provide for necessary infrastructure for new development only under strict
guidelines adopted by the Council, which may include minimum value-to-lien ratios and
maximum tax burdens. Examples of this type of debt are Assessment Districts (AD) and
Community Facilities Districts (CFD) or more commonly known as Mello-Roos Districts. In
order to protect bondholders as well as the City’s credit rating, the City will also comply
with all State guidelines regarding the issuance of special district or special assessment
debt, as well as any policy required to be adopted under Government Code Section
53312.7.
The City may from time to time find that other forms of debt would be beneficial to further its
public purposes and may approve such debt without an amendment of this Debt Policy.
To maintain a predictable debt service burden, the City will give preference to debt that carries a
fixed interest rate. An alternative to the use of fixed rate debt is variable rate debt. The City may
choose to issue securities that pay a rate of interest that varies according to a pre-determined
formula or results from a periodic remarketing of securities. When making the determination to
issue bonds in a variable rate mode, consideration will be given in regards to the useful life of the
project or facility being financed or the term of the project requiring the funding, market
conditions, credit risk and third party risk analysis, and the overall debt portfolio structure when
issuing variable rate debt for any purpose. The maximum amount of variable-rate debt should be
limited to no more than 20 percent of the total debt portfolio.
The City will not employ derivatives, such as interest rate swaps, in its debt program. A derivative
product is a financial instrument which derives its own value from the value of another
instrument, usually an underlying asset such as a stock, bond, or an underlying reference such as
an interest rate. Derivatives are commonly used as hedging devices in managing interest rate risk
and thereby reducing borrowing costs. However, these products bear certain risks not associated
with standard debt instruments.
C. Relationship of Debt to Capital Improvement Program and Budget
The City intends to issue debt for the purposes stated in this Debt Policy and to implement policy decisions
incorporated in the City’s capital budget and the capital improvement plan.
The City shall strive to fund the upkeep and maintenance of its infrastructure and facilities due to normal
wear and tear through the expenditure of available operating revenues. The City shall seek to avoid the
use of debt to fund infrastructure and facilities improvements that are the result of normal wear and tear,
unless a specific revenue source has been identified for this purpose, such as Gas Tax funds.
The City shall integrate its debt issuances with the goals of its capital improvement program by timing the
issuance of debt to ensure that projects are available when needed in furtherance of the City’s public
purposes.
The City shall seek to issue debt in a timely manner to avoid having to make unplanned expenditures for
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capital improvements or equipment from its general fund.
D. Policy Goals Related to Planning Goals and Objectives
The City is committed to financial planning, maintaining appropriate reserves levels and employing
prudent practices in governance, management and budget administration. The City intends to issue debt
for the purposes stated in this Debt Policy and to implement policy decisions incorporated in the City’s
annual operating budget.
It is a policy goal of the City to protect taxpayers, ratepayers and constituents by utilizing conservative
financing methods and techniques so as to obtain the highest practical credit ratings (if applicable) and
the lowest practical borrowing costs.
The City will comply with applicable state and federal law as it pertains to the maximum term of debt and
the procedures for levying and imposing any related taxes, assessments, rates and charges.
Except as described in Section 2.A., when refinancing debt, it shall be the policy goal of the City to realize,
whenever possible, and subject to any overriding non-financial policy considerations minimum net
present value debt service savings equal to or greater than 3% of the refunded principal amount.
E. Internal Control Procedures
When issuing debt, in addition to complying with the terms of this Debt Policy, the City shall comply with
any other applicable policies regarding initial bond disclosure, continuing disclosure, post-issuance
compliance, and investment of bond proceeds.
The City will periodically review the requirements of and will remain in compliance with the following:
• any continuing disclosure undertakings under SEC Rule 15c2-12,
• any federal tax compliance requirements, including without limitation arbitrage and rebate
compliance, related to any prior bond issues, and
• the City’s investment policies as they relate to the investment of bond proceeds.
Whenever reasonably possible, proceeds of debt will be held by a third-party trustee and the City will
submit written requisitions for such proceeds. The City will submit a requisition only after obtaining the
signature of the City Manager or the Finance Director.
F. Method of Sale
For the sale of any City-issued debt, the City Manager or the Finance Director or designee shall
recommend the method of sale with the potential to achieve the lowest financing cost and/or to generate
other benefits to the City. Potential methods of sale include:
• A competitive bidding process through which the award is based on, among other factors, the
lowest offered true interest cost
• Negotiated sale, subject to approval by the City to ensure that interest costs are in accordance
with comparable market interest rates
• Private placement sale, when the financing can or must be structured for a single or limited
number of purchasers or where the terms of the private placement are more beneficial to the
City than either a negotiated or competitive sale
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G. Waivers of Debt Policy
There may be circumstances from time to time when strict adherence to a provision of this Debt Policy is
not possible or in the best interests of the City and the failure of a debt financing to comply with one or
more provisions of this Debt Policy shall in no way affect the validity of any debt issued by the City in
accordance with applicable laws.
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FIVE-YEAR FINANCIAL
FORECAST
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INTRODUCTION
The General Fund is the City’s largest fund and is used to account for the revenues and expenditures that support
most services commonly associated with local government, including police, fire, public works, community
development, parks and recreation, and administration. The preparation of the Fiscal Year (FY) 2025-26 through FY
2029-30 Five-Year Financial Forecast is one of the first steps in the City’s budget process.
The City of Arroyo Grande’s Forecast is a long-range fiscal planning tool that serves as the framework for the
development of the FY 2025-26 and FY 2026-27 General Fund Biennial Budget. The Forecast provides City Council, key
stakeholders, and the public information about the City’s financial resources to facilitate discussion and decision-
making regarding the General Fund budget.
The Forecast is a fiscally conservative, yet realistic, point-in-time estimate of the capacity of the General Fund to pay
for both ongoing services and capital needs for the next five years. Because the General Fund is the City’s primary
fund and is where most discretionary funds reside, this Forecast does not include other City funds such as the water,
sewer, transportation, and park development funds. The Forecast takes into account cost inflation over its five-year
timeline while also implementing a “Status Quo” approach to staffing and program levels by projecting costs into the
future with no material changes.
As depicted in Table 1 below, the following keys items are highlights of this forecast:
• Projected beginning fund balance of $7.7 million for FY 2025-26;
• $1.6 million higher beginning fund balance than the FY 2024-25 mid-cycle budget update, primarily due to:
• FY 2023-24:
o Revenues higher than estimate by $0.6 million;
o Expenditures lower than estimate by $0.5 million;
• FY 2024-25 Revenues expected to be $0.5 million higher;
• General Fund shortfall projected to an average of $1.4 million annually throughout Forecast;
• Fund balance drops below 15% minimum target by FY 2027-28 and to only 2% by FY 2029-30.
Table 1: Status Quo Financial Forecast
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Analysis of Major Revenues and Expenditures in Forecast
Revenues
After an expected modest increase of 0.4% projected for FY 2024-25, revenues are projected to increase 3.2% annually
thereafter. Chart 1 shows major revenue projections in the Forecast.
Chart 1: Major Key Revenue Projections
Property Tax
• 40% of General Fund revenue.
• Key drivers: annual increase assessed by the County of up to 2%, home sales, and home prices.
• County Auditor-Controller’s office provided property tax estimates for FY 2024-25 and FY 2025-26.
• Forecast includes growth of 4.25% annually.
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Five -Year Financial Forecast
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Chart 2: Property Tax Revenue Projections
Sales Tax
• 24% of General Fund revenue.
• Key drivers: consumer confidence, unemployment, consumer spending, business retention and
development.
• City’s sales tax consultant provided estimates of 1.5% in FY 2024-25 and 2.8% in FY 2025-26.
• Sales tax is projected to grow approximately 3% per year for remaining years of the Forecast.
Chart 3: Sales Tax Revenue Projections (General Fund only)
Transient Occupancy Tax (TOT)
• 7% of General Fund revenue.
• Key drivers: lodging capacity, room rates, and occupancy rates.
• TOT is forecasted to grow 3% annually throughout this Five-Year Forecast.
• Forecast does not factor in any increase in room capacity.
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Five -Year Financial Forecast
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Chart 4: Transient Occupancy Tax Revenue Projections
Expenditures
Chart 5 shows the major expenditure categories and projected costs throughout the Forecast period.
Chart 5: Major Expenditure Projections
Salary and payroll taxes are forecasted to increase 4.3% in FY 2024-25 and 3.5% in FY 2025-26. The increase in FY
2025-26 would be 1.1% under the scenario that moved the cost of one additional police officer to Measure O Local
Sales Tax funding. For the remainder of the Forecast salaries and taxes are projected to increase 3.5% per year.
The City’s unfunded accrued liability (UAL) is expected to increase 9% annually on average according to projections
from CalPERS. Employee benefits are projected to increase on average 4.6% over the Forecast period. Health
insurance costs alone account for 85% of all employee benefit costs. Workers’ compensation costs are forecasted to
increase 8% per year over the Forecast period.
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Five -Year Financial Forecast
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After an expected 7.2% decrease in contractual and professional service costs in FY 2025-26, due to the completion
of the General Plan update, these costs are expected to increase 2% per year for the remainder of the Forecast. During
the period of the Forecast, the cost of services provided by Five Cities Fire Authority is projected to average $4.5
million annually.
General Fund, Measure O, and Measure E Consolidated Five-Year Forecast
Sales tax revenue received from Measures O and E are deposited into separate funds in the City’s financial accounting
system. This enhances transparency and allows for more efficient reporting on how these voter-approved tax sources
are being spent. However, since sales tax funding from these two measures are designed to be used for programs that
are also funded by the General Fund (e.g. public safety and street and road improvements), their budgets should be
looked at as a whole when allocation decisions are being made. Table 3 below is a consolidation of all three funds
(General, Measure O, Measure E) so the budgetary connection between the funds can be seen more clearly.
The numbers in Table 2 for the General Fund are the same as shown earlier in Table 1. The impact of allocating all
Measure E funding to pavement improvement can be seen most clearly in the ending fund balance line for that fund,
that shows a zero balance for the entire five-year forecast.
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Five -Year Financial Forecast
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Table 3 – General Fund, Measure O, and Measure E Consolidated Five-Year Forecast
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COUNCIL GOALS
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Council Goals
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On December 9, 2024, an Arroyo Grande Community Priorities Survey was published. This 4-question
online survey was posted on the City website and promoted on social media channels. The survey was
open for one month and closed on January 15, 2025. The survey allowed community members to provide
input regarding their thoughts on what the top priorities should be for the City over the next 2-3 years.
The survey included a combination of multiple-choice and short-response questions.
On February 10, 2025, the City Council held a Goal Setting Workshop focused on priorities for the FY 2025-
27 Budget. The Results of this Goal Setting Workshop were provided to the City Council on March 11,
2025.
The City Council established five (5) major City goals for staff to prioritize for the biennial budget cycle.
The goals were established considering the results of the community survey and input from the public and
staff. This set of priorities has been used by staff to create work plans and the biennial budget. Here are
the five major goals.
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Council Goals
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Council Goal’s Work Plans
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The budget is built from base operations. Once the base budget is established, work plan budget items are considered. These items include program
enhancements, staffing modifications, service modifications, etc., that fit within the City’s goals. The ability to add work plan items changes from
year to year and is based on the amount of funding available.
Goal Strategy Task/Action Carryover Action
or New
Responsible
Department
Anticipated to
Start
Completion
Target
1.1 Revenue Generation 1.1a 400 W. Branch Disposition and Development Agreement Carryover CMO/CA/CD In Progress 1Q FY 2026-27
Pursue New Revenue
Sources
1.1b Develop a Special Event that drives visitation during shoulder and
winter months and build destination awareness Carryover Rec In Progress 4Q FY 2025-26
1.1c Develop an Economic Development Program New CMO 1Q FY 2025-26 4Q FY 2025-26
1.2 Consider Cannabis as a Means
of Economic Development 1.2a Evaluate cannabis operations that bring in revenue New CD/CMO 1Q FY 2025-26 2Q FY 2025-26
1.2b Conduct study session with the City Council regarding potential
cannabis ordinance Carryover CD/CA/CMO/LIS 3Q FY 2025-26 3Q FY 2025-26
1.2c Conduct study session with the City Council regarding potential
cannabis development agreement Carryover CD/CA/CMO/LIS 4Q FY 2025-26 4Q FY 2025-26
1.2d Prepare and adopt cannabis ordinance, if directed by the City
Council Carryover CD/CA/CMO 4Q FY 2025-26 1Q FY 2026-27
1.2e Evaluate feasibility of a Cannabis Tax, if directed Carryover CD/AS/CA/CMO 4Q FY 2025-26 1Q FY 2026-27
1.3 Transient Occupany Tax
Changes
1.3a Work on changes to TBID ordinance for expanded use of TOT
funds New CMO/Rec/LIS 1Q FY 2025-26 1Q FY 2025-26
1.3b Bring changes to TBID assessment and ordinance to Council for
approval New CMO/Rec/LIS 1Q FY 2025-26 1Q FY 2025-26
1.3c Evaluate opportunities related to City TBID and potential TOT
Measure New CMO/Rec/LIS In Progress 4Q FY 2024-25
1.3d Hold study session with City Council and visitor serving
accomodations to eliminate TBID New CMO/Rec/LIS 1Q FY 2025-26 1Q FY 2025-26
1.3e If directed by Council, issue RFP for consultant to develop a survey
and outreach strategy to community for TOT New CMO/LIS 1Q FY 2025-26 2Q FY 2025-26
1.3f Award contract for consultant to survey and develop outreach
strategy for TOT New CMO/LIS 2Q FY 2025-26 2Q FY 2025-26
1.3g Conduct public education regarding need for TOT New CMO/LIS 2Q FY 2025-26 2Q FY 2026-27
1.3h Bring TOT measure to City Council for consideration of placing on
the November 2026 ballot New CMO/Rec/LIS 4Q FY 2025-26 4Q FY 2025-26
FY 2025-27 City Council Goal's Work Plan
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Council Goal’s Work Plans
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Goal Strategy Task/Action Carryover Action
or New
Responsible
Department
Anticipated to
Start
Completion
Target
2.1 Pursue 2026 State Water Ballot
Measure
2.1a Meet with Department of Public Works at the County of San Luis
Obispo to begin discussion surrounding purchasing some allocated
State Water
New CMO/PW 4Q FY 2024-25 1Q FY 2025-26
Achieve Water
Resilience
2.1b If directed by Council, Issue an RFP for a Consultant to evaluate
feasibility of State Water Ballot Measure New CMO/PW/LIS 1Q FY 2025-26 1Q FY 2025-26
2.1c Award bid to consultant and begin public outreach and community
messaging regarding a potential State Water Ballot Measure New CMO/PW/LIS 2Q FY 2025-26 2Q FY 2026-27
2.1d Seek Council approval on placing a November Ballot Measure New CMO/PW/LIS 4Q FY 2025-26 4Q FY 2025-26
2.2 Seek new Water Sources 2.2a Identify opportunities and constraints associated with new Water
Sources New CMO/PW In Progress Ongoing
2.2b Support ongoing development and financing of regional water
solution New CMO/PW In Progress Ongoing
2.2c Conduct a water and wastewater rate study to adjust rates based
on changes to water supply and changing or new regional partnerships New AS/PW 1Q FY 2025-26 4Q FY 2026-27
2.3 Work with Regional Partners 2.3a Preserve Lopez water supply by working with the County on Lopez
litigation New CMO/PW/CA In progress Ongoing
2.3b NCMA Management Agreement Amendments Carryover PW In progress Ongoing
Prioritize Key
Infrastructure Projects
3.1 Prioritize Key Infrastructure
Projects 3.1a 2025 Pavement Management Program Construction New PW 3Q FY 2025-26 4Q FY 2025-26
3.1b Traffic Way Bridge Replacement Project Carryover PW In progress 2Q FY 2025-26
3.1c Halcyon Complete Streets Design and Construction Carryover PW
3.1d Concrete Repair Program Carryover PW 2Q FY 2025-26 4Q FY 2025-26
3.1e CMP Lining Carryover CD/PW In Progress Ongoing
3.2 Pursue Alternative Funding
Sources for Infrastructure Funding
3.2a Pursue Grant applications and administration for infrastructure
projects
Carryover PW/CD/AS In progress Ongoing
4.1 Economic Development Tasks 4.1a Retail Market Analysis Carryover CD 4Q FY 2024-25 1Q FY 2025-26
4.1b Market Demand Studies Carryover CD 4Q FY 2024-25 1Q FY 2025-26
4.2 General Plan Elements 4.2a Land and Safety Analysis Carryover CD 3Q FY 2023-24 2Q FY 2025-26
4.2b Administrative Draft Carryover CD
4.3 EIR 4.3a Complete draft EIR Carryover CD 1Q FY 2025-26 3Q FY 2025-26
4.3b Complete final EIR Carryover CD 3Q FY 2024-25 4Q FY 2025-26
4.4 Code Update 4.4a Kick off code update Carryover CD/LIS
4.4b Bring code changes to Planning Commission for approval Carryover CD 3Q FY 2025-26 3Q FY 2025-26
4.4c Bring draft Ordinance of code revision update to Council Carryover CD 4Q FY 2025-26 4Q FY 2025-26
4.5 Climate Action Plan 4.5a Kick off CAP and research Carryover CD 1Q FY 2025-26 4Q FY 2025-26
4.5b Admin Draft Carryover CD 4Q FY 2025-26 2Q FY 2026-27
4.5c Final CAP Carryover CD 2Q FY 2026-27 3Q FY 2026-27
FY 2025-27 City Council Goal's Work Plan Continued
Complete General Plan
Update
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Council Goal’s Work Plans
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5.1 Scope of Work and RFP 5.1a Define scope, research other communities New CD 4Q FY 2024-25 1Q FY 2025-26
5.2 Kick Off and Public Outreach 5.2a Kick Off New CD 1Q FY 2025-26 1Q FY 2025-26
5.2b Public Outreach New CD Ongoing Ongoing
5.3 CEQA 5.3a Environmental Review New CD 2Q FY 2025-26 3Q FY 2025-26
5.4 Plan Draft 5.4a Administrative Draft Plan New CD 3Q FY 2025-26 4Q FY 2025-26
5.5 Final Draft and Hearings 5.5a Final Draft New CD 4Q FY 2025-26 1Q FY 2026-27
5.5b Planning Commission Hearings New CD 1Q FY 2026-27 2Q FY 2026-27
5.5c City Council Hearings New CD 2Q FY 2026-27 2Q FY 2026-27
CMO
AS
LIS
PD
PW
Rec
Fire
CD
City Manager's Office
Administrative Services
Legislative and Information Services
Key
Redevelop the East
Grand Avenue Corridor
(Halcyon Road to Elm
Street)
FY 2025-27 City Council Goal's Work Plan Continued
Community Development
Five Cities Fire Authority
Recreation Services
Public Works
Police Department
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BUDGET OVERVIEW
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Overview
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The City’s Biennial Budget is a two-year, Council-approved spending plan that is the legal authority for
departments to commit financial resources to provide services within the City of Arroyo Grande. The
Operating Budget for Fiscal Year (FY) 2025-27 is approximately $111.1 million in expenditures, including
operating costs such as salaries, benefits, services, supplies, maintenance, debt service, and capital related
items, over the next two fiscal years. The FY 2025-26 Budget is approximately $55.7 million in
expenditures, including operating costs such as salaries, benefits, services, supplies, maintenance, debt
service, and capital-related items as shown in the consolidated fund summary as shown in Table 1.
Table 1: FY 2025-26 Consolidated Fund Summary
The FY 2026-27 Budget is approximately $55.4 million in expenditures, including operating costs such as
salaries, benefits, services, supplies, maintenance, debt service, and capital-related items as shown in
the consolidated fund summary as shown in Table 2.
Table 2: FY 2026-27 Consolidated Fund Summary
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INTERFUND
TRANSFERS
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Interfund Transfers
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Interfund Transfers represent a transfer of resources from one fund to another fund. The transfer
appears as a resource in the fund receiving the transfer and as a budget requirement in the fund that is
sending the transfer. The nature of interfund transfers causes revenue and expenditures to be double
counted in the citywide budget; however, the inclusion of interfund transfers provides transparency to
the performance of individual funds and the subsidies from one City fund to another.
The following schedules of Interfund Transfers show the relationship of operating transfers between
funds.
Interfund Transfers
FY 2025-26 Personnel Operating Cost Allocation CIP Other
General Fund (100)
4901 Personnel Transfers 965,100
4903 Cost Allocation 1,675,000
4909 Transfers In - TBID Fund 42,500 3,000
4950 Transfers In - Sales Tax Fund
4952 Transfers In - RDA Successor Fund 30,000
5902 Operating Transfers - Streets Fund (75,000)
5906 Transfers out - USDA City Hall loan (40,000)
Sewer Fund (612)
5901 Personnel Transfers (231,400)
5903 Cost Allocation Transfers (330,700)
5906 Transfers out - USDA City Hall loan (5,000)
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Interfund Transfers
FY 2025-26 CONTINUED Personnel Operating Cost Allocation CIP Other
Water Fund (640)
4943 Transfer In - Water Availability Fund
5901 Personnel Transfers (623,000)
5903 Cost Allocation Transfers (1,333,100)
5906 Transfers Out - USDA City Hall Loan (8,800)
5913 Transfers Out - Lopez Fund (3,962,121)
Lopez Fund (641)
4940 Transfers In - Water Fund 3,962,121
Grace Lane Assessment District (216)
5903 Cost Allocation Transfers (1,600)
Landscape Maintenance District (217)
5903 Cost Allocation Transfers (1,400)
Local Sales Tax Fund (120)
5906 Transfers Out - USDA City Hall Loan (20,000)
Parkside Assessment District (219)
5903 Cost Allocation Transfers (2,300)
Streets (Gas Tax) (220)
4902 Operating Transfer In Transportation 620,000
4903 Operating Transfer In - General Fund 75,000
5901 Personnel Transfers (105,700)
5904 Transfers out - CIP Fund (481,000)
Transportation Facility Fund (224)
5904 Transfers out - CIP Fund
Transportation (225)
5902 Operating Transfers (620,000)
TBID Fund (240)
5901 Personnel Transfers (47,500)
5910 Transfer out - General Fund (3,000)
CIP Fund (350)
4920 Streets Fund 481,000
Downtown Parking Fund (751)
5903 Cost Allocation Transfers (5,900)
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Interfund Transfers
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Interfund Transfers
FY 2025-26 CONTINUED Personnel Operating Cost Allocation CIP Other
USDA City Hall Loan Fund (472)
4910 Transfer In - General Fund 40,000
4930 Sewer Fund 5,000
4940 Water Fund 8,800
4950 Sales Tax 20,000
RDA Successor Fund (286)
5910 Transfers Out - General Fund (30,000)
Total - - - - - Interfund Transfers
FY 2026-27 Personnel Operating Cost Allocation CIP Other
General Fund (100)
4901 Personnel Transfers 1,004,000
4903 Cost Allocation 1,675,000
4909 Transfers In - TBID Fund 42,500 3,000
4952 Transfers In - RDA Successor Fund 30,000
5902 Operating Transfers - Streets Fund (75,000)
5906 Transfers out - USDA City Hall loan (40,000)
Sewer Fund (612)
5901 Personnel Transfers (240,500)
5903 Cost Allocation Transfers (330,700)
5906 Transfers out - USDA City Hall loan (5,000)
Water Fund (640)
5901 Personnel Transfers (647,600)
5903 Cost Allocation Transfers (1,333,100)
5906 Transfers Out - USDA City Hall Loan (8,800)
5913 Transfers Out - Lopez Fund (4,410,800)
Lopez Fund (641)
4940 Transfers In - Water Fund 4,410,800
Grace Lane Assessment District (216)
5903 Cost Allocation Transfers (1,600)
Landscape Maintenance District (217)
5903 Cost Allocation Transfers (1,400)
Local Sales Tax Fund (120)
5906 Transfers Out - USDA City Hall Loan (20,000)
Parkside Assessment District (219)
5903 Cost Allocation Transfers (2,300)
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Interfund Transfers
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Interfund Transfers
FY 2026-27 CONTINUED Personnel Operating Cost Allocation CIP Other
Streets (Gas Tax) (220)
4902 Operating Transfer In Transportation 655,000
4903 Operating Transfer In - General Fund 75,000
5901 Personnel Transfers (109,800)
5903 Transfer out - CIP Fund (495,400)
Transportation (225)
5902 Operating Transfers (655,000)
TBID Fund (240)
4910 Transfer In - General Fund
5901 Personnel Transfers (48,600)
5910 Transfer out - General Fund (3,000)
CIP Fund (350)
4920 Streets Fund 495,400
Downtown Parking Fund (751)
5903 Cost Allocation Transfers (5,900)
USDA City Hall Loan Fund (472)
4910 Transfer In - General Fund 40,000
4930 Sewer Fund 5,000
4940 Water Fund 8,800
4950 Sales Tax 20,000
RDA Successor Fund (286)
5910 Transfers Out - General Fund (30,000)
Total - - - - -
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FUND SUMMARIES
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CONSOLIDATED SUMMARY – ALL FUNDS
2025-26 Budget
2026-27 Budget
Beginning Fund Balance 7,460,674$ 3,753,651$ 1,440,000$ 6,699,779$ 13,107,016$ 5,112,605$ 37,573,724$
Revenues:
Revenues 20,304,750 2,942,500 5,870,000 10,562,195 2,512,248 423,944 42,615,637
Transfers In 2,940,200 - - 5,684,397 695,000 - 9,319,597
Total Revenues 23,244,950 2,942,500 5,870,000 16,246,592 3,207,248 423,944 51,935,234
Expenditures:
Salaries and Benefits 14,294,300 - - 1,363,900 623,100 - 16,281,300
Services and Supplies 10,285,805 1,264,800 32,500 6,535,768 835,391 7,900 18,962,163
Debt Service 294,386 - - - 8,369 382,944 685,699
Capital Outlay 13,000 - - 929,000 165,000 - 1,107,000
Transfers Out 115,000 3,301,880 5,952,640 8,017,547 1,262,000 35,900 18,684,967
Total Expenditures 25,002,491 4,566,680 5,985,140 16,846,214 2,893,860 426,744 55,721,129
Total Operating Incr/(Dec (1,757,541) (1,624,180) (115,140) (599,623) 313,387 (2,800) (3,785,895)
Available Fund Balance 5,703,133$ 2,129,471$ 1,324,860$ 6,100,156$ 13,420,403$ 5,109,805$ 33,787,829$
Total
Enterprise
Funds
Agency
Funds
General
Fund Measure O-06
Special
Revenue Measure E-24
Beginning Fund Balance 5,703,133$ 2,129,471$ 1,324,860$ 6,100,156$ 13,420,403$ 5,109,805$ 33,787,828$
Revenues:
Revenues 21,180,350 3,019,500 6,025,000 10,873,332 2,530,161 423,944 44,052,287
Transfers In 2,986,900 - - 4,081,705 730,000 - 7,798,605
Total Revenues 24,167,250 3,019,500 6,025,000 14,955,037 3,260,161 423,944 51,850,893
Expenditures:
Salaries and Benefits 14,881,600 - - 1,418,700 647,300 - 16,947,600
Services and Supplies 10,607,250 1,150,600 32,500 5,094,450 971,941 7,900 17,864,641
Debt Service 282,786 - - - 8,369 382,944 674,099
Capital Outlay 51,529 - - 1,598,000 165,000 - 1,814,529
Transfers Out 115,000 2,286,435 5,846,200 8,364,000 1,315,500 179,900 18,107,035
Total Expenditures 25,938,165 3,437,035 5,878,700 16,475,150 3,108,111 570,744 55,407,905
Total Operating Incr/(Dec (1,770,915) (417,535) 146,300 (1,520,113) 152,050 (146,800) (3,557,012)
Available Fund Balance 3,932,218$ 1,711,936$ 1,471,160$ 4,580,044$ 13,572,453$ 4,963,005$ 30,230,816$
Enterprise
Funds
Agency
Funds Total
Special
Revenue
General
Fund Measure O-06 Measure E-24
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GENERAL FUND
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GENERAL FUNDS
FUND: 100 GENERAL FUND
2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance 11,862,259$ 11,494,147$ 11,494,147$ 11,494,147$ 7,460,674$ 5,703,133$
Revenues:
Revenues 19,922,366 19,226,070 19,135,570 19,540,458 20,304,750 21,180,350
Transfers In 2,755,008 2,796,300 2,796,300 3,081,800 2,940,200 2,986,900
Total Revenues 22,677,374 22,022,370 21,931,870 22,622,258 23,244,950 24,167,250
Expenditures:
Salaries and Benefits 12,790,046 13,538,725 13,611,716 13,808,090 14,294,300 14,881,600
Services and Supplies 8,993,251 9,771,973 9,947,300 9,686,903 10,285,805 10,607,250
Debt Service 310,018 294,386 294,386 302,422 294,386 282,786
Capital Outlay 135,043 129,500 269,500 383,316 13,000 51,529
Transfers Out 817,128 2,475,000 2,475,000 2,475,000 115,000 115,000
Total Expenditures 23,045,486 26,209,584 26,597,902 26,655,731 25,002,491 25,938,165
Total Operating Increases (Decreases (368,112) (4,187,214) (4,666,032) (4,033,473) (1,757,541) (1,770,915)
Available Fund Balance 11,494,147$ 7,306,933$ 6,828,115$ 7,460,674$ 5,703,133$ 3,932,218$
Percent of Expenditures 49.9% 27.9% 25.7% 28.0% 22.8% 15.2%
This is the primary operating fund of the City, which accounts for resources and services traditionally associated with
government. The General Fund provides administrative, financial, police protection, community development, public
works, and recreation services to the community and other funds. The General Fund accounts for revenues that have
unrestricted uses and are not required legally or by contractual agreement to be accounted for in another fund.
2024-25
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LOCAL SALES TAX FUNDS
2025-26 2026-27
2023-24 ADOPTED AMENDED ESTIMATED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance 7,625,336$ 1,759,416$ 4,755,997$ 4,755,997$ 3,753,651$ 2,129,471$
Revenues:
Revenues 3,283,349 2,962,000 2,962,000 2,891,000 2,942,500$ 3,019,500
Transfers In - - - - - -
Total Revenues 3,283,349 2,962,000 2,962,000 2,891,000 2,942,500 3,019,500
Expenditures:
Salaries and Benefits - - - - - -
Services and Supplies 1,006,561 1,041,500 1,041,500 1,087,000 1,119,800 1,150,600
Capital Outlay - - - - - -
Transfers Out 5,146,127 2,109,272 7,943,991 2,806,346 3,446,880 2,286,435
Total Expenditures 6,152,688 3,150,772 8,985,491 3,893,346 4,566,680 3,437,035
Change in Fund Balance (2,869,340) (188,772) (6,023,491) (1,002,346) (1,624,180) (417,535)
Ending Fund Balance 4,755,997$ 1,570,644$ (1,267,494)$ 3,753,651$ 2,129,471$ 1,711,936$
2024-25
FUND: 120 MEASURE O-06 LOCAL SALES TAX
This fund accounts for the revenues derived from Measure O 2006 Sales Tax, a local 1/2% sales tax
approved by the City's voters in November 2006.
2025-26 2026-27
2023-24 ADOPTED AMENDED ESTIMATED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Beginning Fund Balance -$ -$ -$ -$ 1,440,000$ 1,324,860$
Revenues:
Revenues - - - 1,440,000 5,870,000 6,025,000
Transfers In - - - - - -
Total Revenues - - - 1,440,000 5,870,000 6,025,000
Expenditures:
Salaries and Benefits - - - - - -
Services and Supplies - - - - 32,500 32,500
Capital Outlay - - - - - -
Transfers Out - - - - 5,952,640 5,846,200
Total Expenditures - - - - 5,985,140 5,878,700
Change in Fund Balance - - - 1,440,000 (115,140) 146,300
Ending Fund Balance -$ -$ -$ 1,440,000$ 1,324,860$ 1,471,160$
FUND: 140 MEASURE E-24 LOCAL SALES TAX
This fund accounts for the revenues derived from Measure E 2024 Sales Tax, a local 1% sales tax approved
by the City's voters in November 2024.
2024-25
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CONSOLIDATED GENERAL FUND
The General Fund is the primary operating fund of the City, which accounts for resources and services traditionally
associated with government. The General Fund provides administrative, financial, police protection, community
development, public works, fire, and recreation services to the community and other funds. The General Fund
accounts for revenues that have unrestricted uses and are not required legally or by contractual agreement to be
accounted for in another fund. The City has historically reported on the General Fund separately from the Local
Sales Tax Fund, although the City’s auditors traditionally combine this information in the Annual Comprehensive
Financial Report (ACFR). There are two Local Sales Tax Funds. Measure O-06 accounts for the revenues derived
from the local 1/2% sales tax approved by the City's voters in November 2006. Measure E-24 accounts for the
revenues derived from the local 1% sales tax approved by the City's voters in November 2024. To ensure
accountability, these measures include provisions requiring the City to publish and distribute an annual report to
each household on the revenues and expenditures from the sales tax proceeds. To aid in the collection and
reporting of this information, the City has accounted for this fund in a separate account.
General General
Fund Fund
Beginning Fund Balance $7,462 $3,754 $1,440 $12,655 $5,705 $2,130 $1,324 $9,158
Revenues:
Revenues 20,305 2,943 5,870 29,118 21,180 3,020 6,025 30,225
Transfers In 2,940 - - 2,940 2,987 - - 2,987
Total Revenues 23,245 2,943 5,870 32,058 24,167 3,020 6,025 33,212
Expenditures:
Salaries and Benefits 14,294 - - 14,294 14,882 - - 14,882
Services and Supplies 10,286 1,265 33 11,584 10,607 1,151 33 11,791
Debt Service 294 - - 294 283 - - 283
Capital Outlay 13 - - 13 52 - - 52
Transfers Out 115 3,302 5,953 9,370 115 2,286 5,846 8,247
Total Expenditures 25,002 4,567 5,986 35,555 25,939 3,437 5,879 35,255
Total Operating Incr/(Decr)(1,757) (1,624) (116) (3,497) (1,772) (417) 146 (2,043)
Available Fund Balance $5,705 $2,130 $1,324 $9,158 $3,933 $1,713 $1,470 $7,115
Reserve %22.8% 46.6% 22.1% 25.8% 15.2% 49.8% 25.0% 20.2%
$ Above Reserve Policy 703 1,216 128 2,047 (1,255) 1,025 295 65
FY 2025-26 FY 2026-27
Measure
O-06
Consolidated
Total
Measure
O-06
Consolidated
Total
Measure
E-24
Measure
E-24
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CONSOLIDATED GENERAL FUND REVENUES BY SOURCE
Page 112 of 548
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CONSOLIDATED GENERAL FUND REVENUES TRENDS
Property Tax
Property Tax revenues are estimated to increase by 4.25% in FY 2025-26 and increase by 4.25% in FY 2026-27.
Sales and Use Tax
Sales Tax revenues are estimated to increase by 0.9% in FY 2025-26 and increase by 2.6% in FY 2026-27.
Transient Occupancy Tax
Transient Occupancy Tax revenues are estimated to increase by 3% in FY 2025-26 and increase by 3% in FY 2026-
27.
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CONSOLIDATED GENERAL FUND REVENUES DETAIL
2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
TAXES
4003 Current Secured 6,501,513$ 6,261,459 6,261,459 6,675,400 6,959,200 7,463,500
4004 Current Unsecured 230,005 210,000 210,000 210,000 218,900 228,100
4005 Prior Secured (19,455) (18,000) (18,000) (18,000) (18,800) (19,600)
4006 Prior Unsecured 4,077 4,600 4,600 4,600 4,800 5,000
4007 Redemptions 1,605 300 300 300 300 300
4008 Property Tax in Lieu of VLF 2,129,113 2,215,938 2,215,938 2,227,954 2,322,600 2,421,300
4010 Transient Occupancy Tax 1,407,882 1,591,350 1,591,350 1,450,000 1,493,500 1,538,300
4011 Sales & Use Tax 4,968,179 5,043,533 4,953,033 4,947,991 5,008,400 5,139,900
4012 Sales Tax-Safety 190,166 192,859 192,859 190,413 198,400 204,300
4013 Property Transfer Tax 105,175 - - - 168,100 174,000
4018 Measure O-06 Sales & Use Tax 3,283,349 2,962,000 2,962,000 2,891,000 2,942,500 3,019,500
4019 Measure E-24 Sales & Use Tax - - - 1,440,000 5,870,000 6,025,000
4030 Franchise Taxes 960,744 811,500 811,500 903,000 921,100 939,500
4050 Business License Tax 104,746 100,000 100,000 100,000 100,000 100,000
Total 19,867,099 19,375,539 19,285,039 21,022,658 26,189,000 27,239,100
LICENSES & PERMITS
4124 Fire Permits 5,793 12,500 12,500 12,500 12,800 13,100
4125 Police Permits 34,218 39,300 39,300 39,300 40,100 40,900
4126 Other Permits-Alcohol 51 - - - - -
4127 Other Permits-Tobacco Retailers 2,031 2,100 2,100 2,100 2,100 2,100
4128 Other Permits-Solicitation - 200 200 200 200 200
4141 Other Permits-Encroachment 95,052 78,800 78,800 78,800 80,400 82,000
4161 Sign Permits 4,654 7,100 7,100 7,100 7,200 7,300
4162 Use Permits 51,064 32,600 32,600 32,600 33,300 34,000
4164 Use Permits-Temporary 1,812 1,600 1,600 1,600 1,600 1,600
4181 Building Permits 247,287 303,000 303,000 276,900 282,400 288,100
4182 Plumbing Permits 10,615 5,200 5,200 5,200 5,300 5,400
4183 Electrical Permits 71,948 80,100 80,100 80,100 81,700 83,300
4185 Excav/Grade Permits 10,726 16,200 16,200 16,200 16,500 16,800
4187 Mechanical Permits 7,974 9,300 9,300 9,300 9,500 9,700
4189 Other Permits-Demolition 6,437 2,800 2,800 2,800 2,900 3,000
Total 549,661 590,800 590,800 564,700 576,000 587,500
2024-25
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2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
FINES
4201 Vehicle Code Fines 67,057 50,000 50,000 40,000 51,000 52,000
4202 Local Ordinance 846 400 400 500 400 400
4203 Parking 4,943 5,500 5,500 4,500 5,600 5,700
Total 72,845 55,900 55,900 45,000 57,000 58,100
USE OF MONEY AND PROPERTY
4301 Interest 323,577 125,000 125,000 125,000 127,500 130,100
4350 Rent 62,164 25,740 25,740 68,100 26,300 26,800
4351 Telecommunication Site Leases 410,987 408,000 408,000 408,000 416,200 424,500
4353 Rent-Commercial Buildings 15,495 15,300 15,300 15,300 15,600 15,900
4354 Park User Fees 108,489 107,100 107,100 107,100 109,200 111,400
4356 Le Point Charging Station 1,931 1,200 1,200 1,200 1,200 1,200
4375 Returned Check Fees 75 - - - - -
Total 922,718 682,340 682,340 724,700 696,000 709,900
AID FROM OTHER GOVERNMENTS
4411 Motor Vehicle License Fees 22,648 20,000 20,000 20,000 20,400 20,800
4413 Homeowners P.T.R.32,183 33,700 33,700 33,700 34,400 35,100
4426 P.O.S.T. Reimbursement 7,133 10,800 10,800 10,800 11,000 11,200
4427 Mandated Cost Recovery 35,671 10,700 10,700 10,700 10,900 11,100
4451 Lucia Mar Reimbursement 80,200 81,900 81,900 81,900 83,500 85,200
4458 State Grant 15,397 51,275 51,275 51,275 52,300 53,300
4460 Department of Justice Grant 10,559 - - - - -
4462 Local Grant 73,921 - - - - -
4479 Office of Traffic Safety Grant - Police 83,929 - - - - -
4499 Rev from other Govmt Agencies 196,591 363,416 363,416 308,425 370,700 378,100
Total 558,232 571,791 571,791 516,800 583,200 594,800
COMMUNITY DEVELOPMENT CHARGES FOR SERVICES
4501 Developer Application Fees 23,191 21,400 21,400 15,000 21,800 22,200
4502 Filing/Certificate Fees 14,280 2,100 2,100 2,100 2,100 2,100
4504 File Fees-Appeals 1,668 1,000 1,000 1,000 1,000 1,000
4505 Plan Check Fees 367,464 306,000 306,000 350,000 352,050 358,250
4506 Lot Split/Subdivision 27,257 15,000 15,000 15,000 15,300 15,600
4507 Architect Review Fees 9,628 10,000 10,000 12,000 10,200 10,400
4509 Home Occupancy Permits 9,850 8,500 8,500 8,500 8,700 8,900
4510 Miscellaneous Plan Fees 14,509 33,600 33,600 15,000 34,300 35,000
4511 Pre-application Reviews 3,933 2,800 2,800 2,800 2,900 3,000
4512 Sign Reviews 4,399 600 600 600 600 600
4521 General Plan Update Fee 5,622 - - - 5,700 5,800
4522 Technology Fee 3,760 - - - 3,800 3,900
Total 485,561 402,100 402,100 423,100 459,550 467,850
2024-25
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TOC
2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
RECREATION CHARGES FOR SERVICES
4602 Children in Motion 127,068 - - - - -
4603 Play/Learn Sessions 1,818 - - - - -
4604 Play/Learn-Summer 1,333 - - - - -
4605 Special Interest Classes 337,384 290,700 290,700 290,700 286,000 291,700
4606 Sports Leagues 28,993 23,300 23,300 23,300 20,000 20,400
4607 Special Events 64,382 45,000 45,000 60,000 45,900 46,800
4608 Softball Leagues 7,460 7,500 7,500 12,100 7,700 7,900
4609 Recreation - Other Revenue 14,614 5,100 5,100 5,100 5,200 5,300
4655 Building Supervision 8,604 - - 6,200 - -
Total 591,654 371,600 371,600 397,400 364,800 372,100
PUBLIC WORKS CHARGES FOR SERVICES
4701 Miscellaneous Engineering Fees - 700 700 700 700 700
4702 Engineering Map/Plan Check 9,151 15,500 15,500 15,500 15,800 16,100
4703 Engineering Inspection Fees 1 - - - - -
4706 Stormwater Permit Fees 2,472 - - - - -
Total 11,624 16,200 16,200 16,200 16,500 16,800
OTHER CHARGES FOR SERVICES
4731 Live Scan Fingerprinting 2,240 1,300 1,300 1,300 1,300 1,300
4753 Sanitation District Billing Services 16,577 21,800 21,800 21,800 22,200 22,600
4762 Sewer Facility Charge 2,565 4,900 4,900 4,900 5,000 5,100
4771 County TMD Assessment Admin Fee 4,273 3,200 3,200 3,200 3,300 3,400
4772 FCFA Admin/Support Services 60,490 49,000 49,000 49,000 55,000 56,100
Total 86,145 80,200 80,200 80,200 86,800 88,500
OTHER REVENUE
4801 Other Revenue 24,754 15,600 15,600 15,600 15,900 16,200
4803 Sales-Equipment/Materials 29,347 - - 29,800 31,000 31,700
4804 Sales-Publications/Reports 100 500 500 500 500 500
4807 Expense Recovery 6,506 8,200 8,200 12,300 8,400 8,600
4808 Expense Recovery-Police 8,649 7,100 7,100 12,300 7,200 7,300
4809 Donations 15,696 - - - 15,000 15,300
4817 Santa Cop Sponsorship 16,226 10,200 10,200 10,200 10,400 10,600
4818 Cash over(short)(41,105) - - - - -
Total 60,174 41,600 41,600 80,700 88,400 90,200
2024-25
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TOC
2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
TRANSFERS IN
4901 Personnel Transfers 796,704 823,900 823,900 823,900 966,100 1,004,000
4903 Cost Allocation 1,675,008 1,675,000 1,675,000 1,958,000 1,675,000 1,675,000
4909 Transfers In - TBID Fund 45,000 42,500 42,500 45,000 45,000 45,000
4950 Transfers In - Sales Tax Fund 208,296 224,900 224,900 224,900 224,100 232,900
4952 Transfers In - RDA Successor Fund 30,000 30,000 30,000 30,000 30,000 30,000
Total 2,755,008 2,796,300 2,796,300 3,081,800 2,940,200 2,986,900
Grand Total 25,960,723$ 24,984,370$ 24,893,870$ 26,953,258$ 32,057,450$ 33,211,750$
2024-25
Page 117 of 548
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TOC
CONSOLIDATED GENERAL FUND EXPENDITURES BY DEPARTMENT 2025-26 C onsolidated G eneral Fund E xpenditures by Department
Page 118 of 548
88
TOC
GENERAL FUND EXPENDITURES SUMMARY BY DEPARTMENT
2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
DEPARTMENT ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
City Administration
4001 City Council 149,755$ 158,500$ 158,500$ 147,250$ 136,400$ 135,500$
4099 Retirees 235,000 235,000 235,000 235,000 235,000 235,000
4101 City Manager 644,948 675,800 675,800 665,800 670,200 733,600
4110 Human Resources 191,760 261,600 261,600 281,600 370,420 328,420
4003 City Attorney 510,188 528,750 528,750 528,750 528,750 544,600
Total City Administration 1,731,651 1,859,650 1,859,650 1,858,400 1,940,770 1,977,120
Legislative and Information Services
4002 City Clerk 396,607 547,160 547,160 547,160 453,575 511,880
4102 Printing/Duplicating 25,405 29,900 29,900 22,900 27,900 27,900
Total Legislative & Information Services 422,012 577,060 577,060 570,060 481,475 539,780
Administrative Services
4120 Administrative Services 840,498 897,280 897,280 968,330 945,680 973,580
4140 Information Technology 844,183 1,084,600 1,244,650 1,047,100 1,103,300 1,132,800
4145 Non-Departmental 3,942,228 5,267,416 5,267,416 5,505,140 3,316,400 3,578,700
4145 FCFA (Fire Service)2,941,910 2,983,500 2,983,500 2,983,500 3,082,000 3,174,400
CalPERS UAL payment - - - - - -
Total Administrative Services 8,568,819 10,232,796 10,392,846 10,504,070 8,447,380 8,859,480
Community Development
4130 Planning 1,049,165 1,399,382 1,399,382 1,161,200 1,469,200 1,532,400
4212 Building & Life Safety 631,620 680,240 680,240 680,240 680,940 685,240
Total Community Development 1,680,784 2,079,622 2,079,622 1,841,440 2,150,140 2,217,640
Police Department
4201 Police 1,539,432 1,593,737 1,593,737 1,592,388 1,690,986 1,764,815
4203 Patrol Services 3,796,634 4,169,500 4,169,500 4,154,700 4,490,700 4,625,900
4204 Police Support Services 1,309,385 1,592,835 1,592,835 1,584,035 1,453,710 1,446,700
4206 CHP Grant - Cannabis - - 155,600 155,600 - -
4207 ABC Grant 13,453 51,275 51,275 51,275 - -
4209 OTS - Special Grant Programs 43,462 - 72,668 72,668 - -
Total Police Department 6,702,366 7,407,347 7,635,615 7,610,666 7,635,396 7,837,415
2024-25
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TOC
2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
DEPARTMENT ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
4421 Recreation Administration 479,359 509,900 509,900 570,150 654,550 675,650
4423 Pre-School Program 42,386 - - - - -
4424 Recreation-Special Programs 301,325 258,850 258,850 301,350 326,000 341,150
4425 Children In Motion 93,412 - - - - -
Total Recreation Services 916,482 768,750 768,750 871,500 980,550 1,016,800
Public Works
4307 Public Works Administration 1,016,125 1,187,570 1,187,570 1,180,850 1,257,250 1,292,950
4301 Engineering 591,687 757,700 757,700 729,700 670,600 721,700
4420 Park Maintenance 660,428 630,489 630,489 762,216 685,430 703,180
4430 Soto Sports Complex Maintenance 232,830 255,050 255,050 255,050 267,500 274,900
4305 Automotive Shop 210,420 190,100 190,100 207,279 202,400 208,500
4213 Government Buildings 311,882 263,450 263,450 264,500 283,600 288,700
Total Public Works 3,023,372 3,284,359 3,284,359 3,399,595 3,366,780 3,489,930
Grand Total 23,045,486$ 26,209,584$ 26,597,902$ 26,655,731$ 25,002,491$ 25,938,165$
2024-25
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TOC
GENERAL FUND EXPENDITURE BY OBJECT
2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
SALARIES/FRINGE BENEFITS
5101 Salaries-Full Time 5,842,707$ 7,917,700$ 7,917,700$ 7,917,700$ 8,241,500$ 8,529,400$
5102 Salaries-Part Time 172,520 125,200 125,200 125,200 179,200 184,200
5103 Salaries-Temporary Part Time 118,019 229,900 229,900 229,900 208,700 216,100
5105 Salaries-Overtime 458,263 269,825 342,816 342,816 235,200 235,200
5107 Standby/Call Back Pay 17,720 11,500 11,500 11,500 20,000 20,000
5108 Holiday Pay 361,040 147,600 147,600 147,600 150,900 156,100
5109 Sick Leave Pay 119,180 - - - - -
5110 Annual Leave Buy Back 30,430 25,500 25,500 25,500 26,900 26,900
5111 Vacation Buy Back 29,506 24,000 24,000 24,000 28,000 28,000
5112 Sick Leave Buy Back 11,088 11,100 11,100 11,100 11,500 11,500
5113 Vacation Leave Pay 197,270 1,000 1,000 1,000 - -
5114 Compensation Pay 79,362 - - - - -
5115 Annual Leave 222,561 - - - - -
5116 Field Training Premium 1,877 5,000 5,000 5,000 5,200 5,200
5121 PERS Retirement 914,238 1,016,200 1,016,200 1,016,200 1,023,000 1,059,000
5122 Social Security 571,990 579,500 579,500 579,500 599,000 611,700
5123 PARS-Retirement 3,994 5,700 5,700 5,700 6,400 6,500
5126 State Disability (SDI)66,571 21,100 21,100 21,100 102,900 106,600
5127 Deferred Compensation 21,053 18,700 18,700 18,700 45,800 45,800
5128 UAL (Unfunded Accrued Liability)1,241,857 1,630,500 1,630,500 1,760,832 1,974,300 2,113,200
5131 Health Insurance 1,075,984 1,205,000 1,205,000 1,198,750 1,260,600 1,311,100
5132 Dental Insurance 63,571 67,300 67,300 67,300 70,400 74,000
5133 Vision Insurance 16,817 18,500 18,500 18,500 18,300 19,100
5134 Life Insurance 7,959 9,200 9,200 9,200 9,500 9,500
5135 Long Term Disability Insurance 12,414 22,700 22,700 22,700 22,900 23,100
5136 Retirees Health Insurance 141,224 235,000 235,000 235,000 235,000 235,000
5137 Leave Payouts 166,161 - - - - -
5141 Workers Compensation 717,373 581,200 581,200 653,492 498,400 564,600
5142 Unemployment Insurance 34,541 - - - - -
5143 Uniform Allowance 14,763 13,400 13,400 13,400 14,000 14,000
5144 Car Allowance 18,803 21,300 21,300 21,300 23,700 23,700
5147 Employee Assistance Program 2,177 2,000 2,000 2,000 2,000 2,000
5148 Boot Allowance 2,499 2,200 2,200 2,200 2,200 2,200
5149 Motor Pay 5,236 2,000 2,000 2,000 2,000 2,000
5150 Bilingual Pay 3,814 4,200 4,200 4,200 3,600 3,600
5151 Cell Phone Allowance 25,465 25,600 25,600 25,600 25,500 25,500
5199 Salary Reimbursement - (710,900) (710,900) (710,900) (752,300) (783,200)
Total 12,790,046$ 13,538,725$ 13,611,716$ 13,808,090$ 14,294,300$ 14,881,600$
2024-25
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TOC
2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
SERVICES & SUPPLIES
5201 Supplies - Office 53,663$ 37,000$ 37,000$ 34,600$ 39,400$ 38,300$
5208 Postage/Mailing 18,552 20,200 20,200 23,200 20,200 20,200
5250 Supplies-Volunteer Program 2,047 1,850 1,850 1,850 2,200 2,400
5251 Supplies-Classes 18,219 9,000 9,000 9,500 18,000 18,500
5252 Supplies-Recreation Events 38,385 15,000 15,000 18,000 31,500 33,000
5253 Play/Learn Sessions 1,992 - - - - -
5254 Play/Learn-Summer 230 - - - - -
5255 Special Department Supplies 60,069 72,300 81,409 90,909 74,500 74,500
5257 Supplies-Leagues 17,594 27,600 27,600 18,000 28,300 28,350
5259 Children In Motion Supplies-Snacks 860 - - - - -
5261 Santa Cop 16,226 10,000 10,000 10,000 10,000 10,000
5272 Protective/Safety Clothing 46,991 43,500 43,500 35,500 50,100 43,500
5273 Small Tools 9,123 6,200 6,200 6,300 9,300 9,300
5274 Chemicals 3,920 3,700 3,700 3,700 4,200 4,150
5301 Advertising 7,604 12,100 12,100 12,100 11,100 10,100
5303 Contractual Services 2,574,048 3,213,208 3,391,958 2,911,706 3,165,520 3,218,325
5304 Professional Services 397,656 500,000 500,000 500,000 500,000 515,000
5306 Printing Services 179 600 600 600 600 600
5307 Disposal Fees - 2,200 2,200 1,000 2,200 2,200
5308 Street Trees 580 2,100 2,100 1,000 2,100 2,100
5313 Five Cities Fire Authority 2,941,910 2,983,500 2,983,500 2,983,500 3,082,000 3,174,400
5315 Pre-Employment Physicals 28,477 22,780 22,780 22,500 22,780 22,780
5316 Job Recruitment Expense 4,385 5,889 5,889 5,900 6,800 6,800
5319 Services-Miscellaneous 1,757 6,800 6,800 6,800 7,000 7,100
5321 Animal Control Services 118,212 105,425 105,425 156,319 184,400 189,900
5324 Forensic Mandate Services 14,058 15,500 15,500 12,000 15,500 15,500
5327 Services-Litigation Non-Insurance 110,337 25,750 25,750 25,750 25,750 26,500
5328 Task Force Services 24,600 30,000 30,000 30,000 30,000 30,000
5329 Live Scan Fingerprinting Expense 2,279 8,000 8,000 3,000 5,000 5,000
5330 Cable Casting Expense 30,885 35,000 35,000 35,000 - -
5351 Services-Classes 189,632 150,000 150,000 190,000 175,000 180,000
5352 Services-Leagues 8,796 12,600 12,600 9,000 13,700 13,900
5353 Services-Events 26,652 42,800 42,800 55,000 57,300 65,000
5354 Building Supervision 71 250 250 1,000 1,700 1,800
5395 Community Services Grants 75,000 75,000 75,000 75,000 75,000 75,000
5401 Utilities 269,026 255,800 255,800 277,100 330,000 339,900
5402 Power 245,917 235,000 235,000 266,000 274,000 282,200
5403 Telephone 70,726 35,000 35,000 52,500 48,800 50,200
5501 Travel/Conference/Training 100,973 163,220 169,388 123,168 166,115 161,515
5502 Tuition Reimbursement 8,546 5,300 5,300 5,300 5,300 5,300
5503 Memberships & Subscriptions 43,363 50,260 50,260 47,860 56,290 58,590
5504 Public Relations 66,699 38,000 38,000 93,000 75,000 75,000
5506 Elections 1,196 55,000 55,000 55,000 2,000 60,000
5508 Miscellaneous Expense 5,490 11,500 11,500 11,500 11,500 11,500
5551 Property Taxes 72 75 75 75 100 100
5552 Rent-Equipment 1,904 3,700 3,700 3,700 3,700 3,700
5553 Rent-Buildings & Land 12,890 33,000 33,000 28,500 51,000 52,400
5555 Bank Charges 65,450 60,000 60,000 60,000 65,000 67,000
5576 Liability Insurance-JPA Share 707,270 752,518 752,518 752,518 847,800 928,600
2024-25
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2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
SERVICES & SUPPLIES (Continued)
5578 Liability Insurance-Underground Tan 1,291 1,300 1,300 1,300 1,300 1,300
5579 Property Insurance 87,455 100,323 100,323 100,323 96,700 99,600
5580 Surety Bonds 1,545 1,600 1,600 4,400 1,800 2,000
5601 Maintenance-Vehicles 74,289 73,200 73,200 72,000 92,810 77,900
5602 Maintenance-Office Equipment 20,422 19,800 19,800 21,300 20,800 21,000
5603 Maintenance-Machinery & Equipmen 14,369 17,400 17,400 12,900 15,700 15,700
5604 Maintenance-Buildings 33,224 39,100 39,100 45,000 54,400 54,400
5605 Maintenance-Grounds 59,747 57,950 57,950 55,850 76,100 76,100
5606 Maintenance-Radio Communications 15,028 22,750 22,750 22,750 22,750 22,750
5607 Maintenance-Automated Services 112,819 94,985 88,385 151,185 146,750 146,750
5608 Gas & Oil 92,971 92,200 92,200 89,200 92,200 92,700
5615 Janitorial Services 21,420 16,400 16,400 21,000 25,000 25,000
5701 Office Equipment and Furniture 2,250 5,000 5,000 5,000 5,000 5,100
5702 Data Processing Equipment 11,913 35,740 23,640 19,740 26,740 26,740
Total 8,993,251$ 9,771,973$ 9,947,300$ 9,686,903$ 10,285,805$ 10,607,250$
DEBT SERVICE
5801 Debt - Principal Payment 288,087$ 265,747$ 265,747$ 272,286$ 255,272$ 254,736$
5802 Debt - Interest Payment 13,478 20,639 20,639 29,279 31,114 20,050
5803 Lease Purchase Payments 8,454 8,000 8,000 857 8,000 8,000
Total 310,018$ 294,386$ 294,386$ 302,422$ 294,386$ 282,786$
TRANSFERS
5904 Transfers out - CIP Fund 610,872$ 2,360,000$ 2,360,000$ 2,360,000$ -$ -$
5902 Transfer out - Streets Fund 75,000 75,000 75,000 75,000 75,000 75,000
5906 Transfers out - USDA City Hall loan 39,996 40,000 40,000 40,000 40,000 40,000
5907 Transfers out - OPEB Fund 91,260 - - - - -
Total 817,128$ 2,475,000$ 2,475,000$ 2,475,000$ 115,000$ 115,000$
CAPITAL OUTLAY
6201 Machinery & Equipment 49,378$ 29,500$ 89,500$ 70,000$ 13,000$ 13,000$
6301 Vehicles 85,664 100,000 180,000 313,316 - 38,529
Total 135,043$ 129,500$ 269,500$ 383,316$ 13,000$ 51,529$
Grand Total 23,045,486$ 26,209,584$ 26,597,902$ 26,655,731$ 25,002,491$ 25,938,165$
2024-25
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ENTERPRISE FUNDS
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ENTERPRISE FUNDS
FUND: 612 SEWER
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Working Capital 1,777,995$ 1,812,690$ 1,768,179$ 1,711,020$ 1,861,620$
Revenues:
Revenues 1,190,944 1,272,250 1,272,541 1,383,100 1,424,400
Transfers In 188,378 - - - -
Total Revenues 1,379,323 1,272,250 1,272,541 1,383,100 1,424,400
Expenses:
Salaries and Benefits 349,742 425,000 425,000 444,900 462,900
Services and Supplies 176,577 223,300 223,300 221,200 216,100
Debt Service - - - - -
Operating Equipment 49,503 2,500 2,500 35,000 175,000
Capital Improvement Progra 263,054 100,000 100,000 - 332,000
Transfers Out 550,263 578,900 578,900 531,400 578,900
Total Expenditures 1,389,139 1,329,700 1,329,700 1,232,500 1,764,900
Ending Available Working Capi 1,768,179$ 1,755,240$ 1,711,020$ 1,861,620$ 1,521,120$
This fund is used to account for maintenance of sewer lines connecting City residents to the South
San Luis Obispo County Sanitation District sewer treatment plant. Money is collected from utility
bills paid by customers.
2024-25
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2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Working Capital 346,404$ 383,404$ 378,609$ 415,609$ 452,609$
Revenues:
Revenues 32,205 37,000 37,000 37,000 37,000
Transfers In - - - - -
Total Revenues 32,205 37,000 37,000 37,000 37,000
Expenses:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Debt Service - - - - -
Capital Outlay - - - - -
Capital Improvement Program - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Ending Available Working Capital 378,609$ 420,404$ 415,609$ 452,609$ 489,609$
FUND: 634 SEWER FACILITY
This fund is used to account for the accumulation of sewer facility revenues to be used in capital
improvement projects in the City. Money is collected from development to offset the impacts new
development has on the sewer collection system.
2024-25
FUND: 640 WATER
2025-26 2026-27
2023-24 ADOPTED AMENDED PR OPOSED PROPOSED
ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Working Capita 3,129,383$ 3,981,134$ 3,096,538$ 2,210,920$ 1,431,068
Revenues:
Revenues 7,789,724 8,497,590 8,497,590 9,077,095 9,346,932
Transfers In 705,531 - - 401,100 191,955
Total Revenues 8,495,255 8,497,590 8,497,590 9,478,195 9,538,887
Expenses:
Salaries and Benefits 752,307 853,500 853,500 919,000 955,800
Services and Supplies 769,226 1,619,800 938,800 958,900 988,600
Debt Service 55,000 - - - -
Capital Outlay (10,785) 45,000 45,000 94,000 206,000
Capital Improvement Pr 1,159,486 430,000 430,000 800,000 885,000
Transfers Out 5,802,865 5,762,950 7,115,908 7,486,147 7,785,100
Total Expenditures 8,528,100 8,711,250 9,383,208 10,258,047 10,820,500
Ending Available Working 3,096,538$ 3,767,474$ 2,210,920$ 1,431,068$ 149,456
This fund is used to account for the activities associated with the transmission and distribution
of potable water by the City to its users. Money is collected from utility bills paid by customers.
2024-25
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FUND: 641 LOPEZ
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Working Capital 1,202,662$ 1,256,189$ 1,202,662$ 1,202,662$ 1,130,291$
Revenues:
Revenues - - - - -
Transfers In 3,908,594 3,889,750 5,242,708 5,283,297 3,889,750
Total Revenues 3,908,594 3,889,750 5,242,708 5,283,297 3,889,750
Expenses:
Salaries and Benefits - - - - -
Services and Supplies 3,908,594 3,889,749 5,242,707 5,355,668 3,889,750
Debt Service - - - - -
Capital Outlay - - - - -
Capital Improvement Program - - - - -
Transfers Out - - - - -
Total Expenditures 3,908,594 3,889,749 5,242,707 5,355,668 3,889,750
Ending Available Working Capital 1,202,662$ 1,256,189$ 1,202,662$ 1,130,291$ 1,130,291$
This fund is responsible for the purchase of water from Lopez Dam. The City has a 50.55% share of the
water and expense generated by Zone 3 – County of San Luis Obispo’s Flood Control and Water
Conservation District.
2024-25
FUND: 642 WATER FACILITY
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Working Capital 1,027,028 828,542 1,094,568 1,159,568$ 1,224,568$
Revenues:
Revenues 67,540 65,000 65,000 65,000 65,000
Transfers In - - - - -
Total Revenues 67,540 65,000 65,000 65,000 65,000
Expenses:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Debt Service - - - - -
Capital Outlay - - - - -
Capital Improvement Progra - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Ending Available Working Cap 1,094,568$ 893,542$ 1,159,568$ 1,224,568$ 1,289,568$
This fund is used to account for the accumulation of water facility revenues to be used in capital
improvement projects in the City. Money is collected from development to offset the impacts new
development has on the water distribution system.
2024-25
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SPECIAL REVENUE
FUNDS
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SPECIAL REVENUE FUNDS
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 382,385$ 403,385$ 426,745$ 452,745$ 478,745$
Revenues:
Revenues 44,361 26,000 26,000 26,000 26,000
Transfers In - - - - -
Total Revenues 44,361 26,000 26,000 26,000 26,000
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance 44,361 26,000 26,000 26,000 26,000
Ending Fund Balance 426,745$ 429,385$ 452,745$ 478,745$ 504,745$
FUND: 210 FIRE PROTECTION IMPACT FEES
This fund accounts for impact fees collected from developers for the expansion
of the existing fire station in order to serve future development.
2024-25
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 221,070$ 0$ (120)$ 2,180$ 4,480$
Revenues:
Revenues 48,778 46,200 42,200 42,200 42,200
Transfers In - - -
Total Revenues 48,778 46,200 42,200 42,200 42,200
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies 269,969 39,900 39,900 39,900 39,900
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures 269,969 39,900 39,900 39,900 39,900
Change in Fund Balance (221,190) 6,300 2,300 2,300 2,300
Ending Fund Balance (120)$ 6,300$ 2,180$ 4,480$ 6,780$
FUND: 211 PUBLIC ACCESS TELEVISION
This fund accounts for fees collected from Charter Communications that are restricted for
support of public, education, and government access programming and equipment.
2024-25
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2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 58,518$ 63,818$ 64,023$ 69,323$ 74,623$
Revenues:
Revenues 5,504 5,300 5,300 5,300 5,300
Transfers In - - - -
Total Revenues 5,504 5,300 5,300 5,300 5,300
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - 25,000
Total Expenditures - - - - 25,000
Change in Fund Balance 5,504 5,300 5,300 5,300 (19,700)
Ending Fund Balance 64,023$ 69,118$ 69,323$ 74,623$ 54,923$
FUND: 212 POLICE PROTECTION IMPACT FEES
2024-25
This fund accounts for impact fees collected from developers for the expansion
of the existing police facility in order to serve future development.
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 1,430,686$ 1,486,686$ 1,490,533$ 1,546,533$ 1,602,533$
Revenues:
Revenues 59,846 56,000 56,000 56,000 56,000
Transfers In - - -
Total Revenues 59,846 56,000 56,000 56,000 56,000
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - 310,000
Total Expenditures - - - - 310,000
Change in Fund Balance 59,846 56,000 56,000 56,000 (254,000)
Ending Fund Balance 1,490,533$ 1,542,686$ 1,546,533$ 1,602,533$ 1,348,533$
FUND: 213 PARK FACILITIES
2024-25
This fund accounts for the receipts of park-in-lieu fees (Quimby) and grant revenues that
are used for construction, park acquisition, and development of park facilities.
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2025-26 2026-27
2023-24 ADOPTED AMENDED PR OPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 189,988$ 178,888$ 207,747$ 196,647$ 185,547$
Revenues:
Revenues 56,245 50,900 50,900 50,900 50,900
Transfers In - - - - -
Total Revenues 56,245 50,900 50,900 50,900 50,900
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies 38,487 62,000 62,000 62,000 62,000
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures 38,487 62,000 62,000 62,000 62,000
Change in Fund Balance 17,759 (11,100) (11,100) (11,100) (11,100)
Ending Fund Balance 207,747$ 167,788$ 196,647$ 185,547$ 174,447$
FUND: 214 PARK IMPROVEMENT
Impact fees collected from developers for park improvements are to be used to
maintain the adopted level of service for neighborhood and community parks of
4.0 acres per thousand population. This fund accounts for the receipt and use of
these monies.
2024-25
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 28,486$ 30,686$ 32,468$ 34,668$ 37,018$
Revenues:
Revenues 3,982 2,200 2,200 2,350 2,350
Transfers In - - - - -
Total Revenues 3,982 2,200 2,200 2,350 2,350
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance 3,982 2,200 2,200 2,350 2,350
Ending Fund Balance 32,468$ 32,886$ 34,668$ 37,018$ 39,368$
FUND: 215 RECREATION COMMUNITY CENTER
This fund accounts for impact fees collected from developers and used for
recreation facilities in order to maintain the adopted level of service of
recreation/community center facilities of 542 square feet per thousand
population.
2024-25
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2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 32,872$ 26,737$ 34,455$ 28,320$ 22,220$
Revenues:
Revenues 10,645 10,000 10,000 10,000 10,000
Transfers In - - - - -
Total Revenues 10,645 10,000 10,000 10,000 10,000
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies 7,467 14,535 14,535 14,500 14,700
Capital Outlay - - - - -
Transfers Out 1,596 1,600 1,600 1,600 1,600
Total Expenditures 9,063 16,135 16,135 16,100 16,300
Change in Fund Balance 1,583 (6,135) (6,135) (6,100) (6,300)
Ending Fund Balance 34,455$ 20,602$ 28,320$ 22,220$ 15,920$
FUND: 216 GRACE LANE ASSESSMENT DISTRICT
This fund accounts for the landscape maintenance within the Grace Lane
housing tract. A special benefit assessment is levied on property owners to
pay for landscape maintenance expenditures.
2024-25
2025-26 2026-27
2023-24 ADOPTED AMENDED PR OPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 5,014$ 5,014$ 6,445$ 6,445$ 5,245$
Revenues:
Revenues 5,759 5,900 5,900 5,900 5,900
Transfers In - - - - -
Total Revenues 5,759 5,900 5,900 5,900 5,900
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies 2,924 5,700 5,700 5,700 5,700
Capital Outlay - - - - -
Transfers Out 1,404 200 200 1,400 1,400
Total Expenditures 4,328 5,900 5,900 7,100 7,100
Change in Fund Balance 1,431 - - (1,200) (1,200)
Ending Fund Balance 6,445$ 5,014$ 6,445$ 5,245$ 4,045$
FUND: 217 LANDSCAPE MAINTENANCE DISTRICTS
2024-25
This fund accounts for the landscape maintenance of parkways within two
housing tracts. A special benefit assessment is levied on property owners to
pay for landscape maintenance expenditures.
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2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 489,296$ 501,116$ 532,177$ 293,997$ 305,797$
Revenues:
Revenues 63,944 46,500 46,500 46,500 46,500
Transfers In - - - - -
Total Revenues 63,944 46,500 46,500 46,500 46,500
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies 18,760 32,380 32,380 32,400 32,400
Capital Outlay - - - - -
Transfers Out 2,304 252,300 252,300 2,300 2,300
Total Expenditures 21,064 284,680 284,680 34,700 34,700
Change in Fund Balance 42,881 (238,180) (238,180) 11,800 11,800
Ending Fund Balance 532,177$ 262,936$ 293,997$ 305,797$ 317,597$
FUND: 219 PARKSIDE ASSESSMENT DISTRICT
This fund accounts for revenue derived from annual assessments, which are
used to pay the cost incurred by the City for landscape maintenance.
2024-25
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 81,325$ 66,564$ 3,569$ 63,522$ 62,352
Revenues:
Revenues 995,352 972,800 1,026,422 1,044,700 1,059,800
Transfers In 474,996 655,000 655,000 695,000 730,000
Total Revenues 1,470,348 1,627,800 1,681,422 1,739,700 1,789,800
Expenditures:
Salaries and Benefits 618,732 600,300 600,300 623,100 647,300
Services and Supplies 346,722 382,700 317,700 382,700 382,700
Debt Service 8,369 8,369 8,369 8,369 8,369
Capital Outlay 14,127 140,000 140,000 140,000 140,000
Transfers Out 560,154 561,100 555,100 586,700 605,200
Total Expenditures 1,548,105 1,692,469 1,621,469 1,740,869 1,783,569
Change in Fund Balance (77,757) (64,669) 59,953 (1,169) 6,231
Ending Fund Balance 3,569$ 1,896$ 63,522$ 62,352$ 68,582
FUND: 220 STREETS (GAS TAX)
This fund accounts for receipts and expenditures of money apportioned by the State under
Streets and Highway Code. The use of gas tax revenues can only be used to construct and
maintain streets, roads and highways.
2024-25
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2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 1,136,640$ 1,172,640$ 1,195,833$ 1,231,833$ 1,267,833
Revenues:
Revenues 59,193 36,000 36,000 36,000 36,000
Transfers In - - - - -
Total Revenues 59,193 36,000 36,000 36,000 36,000
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance 59,193 36,000 36,000 36,000 36,000
Ending Fund Balance 1,195,833$ 1,208,640$ 1,231,833$ 1,267,833$ 1,303,833
FUND: 222 TRAFFIC SIGNALIZATION
2024-25
This fund accounts for traffic signalization assessment levied against developments for
the future cost of traffic signals.
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PR OPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 153,496$ 153,996$ 159,741$ 160,241$ 160,741
Revenues:
Revenues 6,245 500 500 500 500
Transfers In - - - - -
Total Revenues 6,245 500 500 500 500
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance 6,245 500 500 500 500
Ending Fund Balance 159,741$ 154,496$ 160,241$ 160,741$ 161,241$
FUND: 223 TRAFFIC CIRCULATION
This fund accounts for developer traffic mitigation measure fees charged as a
result of an environmental review.
2024-25
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2025-26 2026-27
2023-24 ADOPTED AMENDED PR OPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 2,682,500$ 2,742,500$ 2,835,751$ 2,895,751$ 2,955,751$
Revenues:
Revenues 153,251 60,000 60,000 60,000 60,000
Transfers In - - - - -
Total Revenues 153,251 60,000 60,000 60,000 60,000
Expenditures:
Salaries and Benefits - - - - -
Debt Service - - -
Capital Outlay - - - - -
Transfers Out - - - - 1,238,500
Total Expenditures - - - - 1,238,500
Change in Fund Balance 153,251 60,000 60,000 60,000 (1,178,500)
Ending Fund Balance 2,835,751$ 2,802,500$ 2,895,751$ 2,955,751$ 1,777,251$
FUND: 224 TRANSPORTATION FACILITY IMPACT
This fund accounts for developer impact fees (AB1600 fees) paid to protect the public
health, safety, and welfare by maintaining the existing level of public services for
existing and future residents within the City of Arroyo Grande.
2024-25
FUND: 225 TRANSPORTATION
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 1,337,178$ 1,452,178$ 1,412,141$ 1,348,141$ 1,244,141$
Revenues:
Revenues 474,959 516,000 516,000 516,000 516,000
Transfers In - - - - -
Total Revenues 474,959 516,000 516,000 516,000 516,000
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Debt Service - - -
Capital Outlay - - - - -
Transfers Out 399,996 580,000 580,000 620,000 655,000
Total Expenditures 399,996 580,000 580,000 620,000 655,000
Change in Fund Balance 74,963 (64,000) (64,000) (104,000) (139,000)
Ending Fund Balance 1,412,141$ 1,388,178$ 1,348,141$ 1,244,141$ 1,105,141$
2024-25
This revenue source is provided by the San Luis Obispo County of Government’s
(SLOCOG) Local Transportation Fund (LTF). The annual appropriation is restricted to
transportation systems, including transit, pedestrian, street and road maintenance.
Page 135 of 548
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2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 218,316$ 108,116$ 251,183$ 165,883$ 145,583$
Revenues:
Revenues 55,066 52,000 52,000 52,000 52,000
Transfers In - - - - -
Total Revenues 55,066 52,000 52,000 52,000 52,000
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies 22,199 137,300 137,300 72,300 72,300
Debt Service - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures 22,199 137,300 137,300 72,300 72,300
Change in Fund Balance 32,867 (85,300) (85,300) (20,300) (20,300)
Ending Fund Balance 251,183$ 22,816$ 165,883$ 145,583$ 125,283$
FUND: 226 WATER NEUTRALIZATION IMPACT
The City requires development projects that increase total water consumption in the
City to “neutralize” that demand by reducing water consumption in existing
development by an equivalent amount or by paying a fee in-lieu of performing water
consumption reductions. This fund accounts for the amount collected from
developers and is used towards the City’s water conservation efforts.
2024-25
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 5,891$ 5,891$ 5,965$ 5,965$ 9,965$
Revenues:
Revenues 74 - - 4,000 4,000
Transfers In - - - - -
Total Revenues 74 - - 4,000 4,000
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - 12,500
Total Expenditures - - - - 12,500
Change in Fund Balance 74 - - 4,000 (8,500)
Ending Fund Balance 5,965$ 5,891$ 5,965$ 9,965$ 1,465$
FUND: 231 DRAINAGE FACILITY
This fund accounts for impact fees paid by development and are restricted to
improving drainage within the City.
2024-25
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2025-26 2026-27
2023-24 ADOPTED AMENDED PR OPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 1,172,609$ 750,738$ 1,306,929$ 255,059$ 281,559$
Revenues:
Revenues 134,321 26,500 26,500 26,500 26,500
Transfers In - - - - -
Total Revenues 134,321 26,500 26,500 26,500 26,500
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies - 448,370 1,078,370 - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - 448,370 1,078,370 - -
Change in Fund Balance 134,321 (421,870) (1,051,870) 26,500 26,500
Ending Fund Balance 1,306,929$ 328,868$ 255,059$ 281,559$ 308,059$
FUND: 232 IN-LIEU AFFORDABLE HOUSING
This fund accounts for monies paid by developers in meeting the City's mandatory
affordable housing requirements.
2024-25
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 19,841$ 19,841$ 20,648$ 20,648$ 20,648$
Revenues:
Revenues 807 - - - -
Transfers In - - - - -
Total Revenues 807 - - - -
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance 807 - - - -
Ending Fund Balance 20,648$ 19,841$ 20,648$ 20,648$ 20,648$
FUND: 233 IN-LIEU UNDERGROUND UTILITY
This fund accounts for monies paid by developers in meeting the City's
underground utility requirements.
2024-25
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2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 436,489$ 420,739$ 438,185$ 295,355$ 298,453$
Revenues:
Revenues 299,754 319,020 319,020 328,598 319,020
Transfers In - - - - -
Total Revenues 299,754 319,020 319,020 328,598 319,020
Salaries and Benefits - - - - -
Services and Supplies 248,055 411,850 411,850 275,500 411,850
Debt Service - - - - -
Capital Outlay - - - - -
Transfers Out 50,004 50,000 50,000 50,000 50,000
Total Expenditures 298,059 461,850 461,850 325,500 461,850
Change in Fund Balance 1,695 (142,830) (142,830) 3,098 (142,830)
Ending Fund Balance 438,185$ 277,909$ 295,355$ 298,453$ 155,623$
FUND: 240 TOURISM BUSINESS IMPROVEMENT DISTRICT
The purpose of the Tourism Business Improvement District (TBID) is to provide
projects, programs and activities that benefit lodging businesses located and
operating within the City of Arroyo Grande. A two percent (2%) assessment is
l evied on all lodging businesses of the rent charged by the operator per occupied
room per night for all transient occupancies. Revenue collected is used to promote
the lodging industry within the City.
2024-25
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 40,851$ 56,080$ 73,035$ 131,035$ 189,035$
Revenues:
Revenues 32,184 58,000 58,000 58,000 58,000
Transfers In - - - - -
Total Revenues 32,184 58,000 58,000 58,000 58,000
Expenditures:
Services and Supplies - - - - -
Debt Service - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - - - - -
Change in Fund Balance 32,184 58,000 58,000 58,000 58,000
Ending Fund Balance 73,035$ 114,080$ 131,035$ 189,035$ 247,035$
FUND: 241 WATER AVAILABILITY FUND
Pursuant to the provisions of Section 38743 of the Government Code, water availability
charges is a “special charge” which is levied to each parcel of property not served with
city water. These charges are restricted for the sole purpose of expanding water
supply such as desalination plant, recycled water, scalping plant, etc.
2024-25
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2025-26 2026-27
2023-24 ADOPTED AMENDED PR OPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 20,923$ 0$ 83,654$ 83,654$ 71,263
Revenues:
Revenues 62,731 12,391 202,012 - 12,391
Transfers In - - - - -
Total Revenues 62,731 12,391 202,012 - 12,391
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies - 56,749 202,012 12,391 12,391
Debt Service - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures - 56,749 202,012 12,391 12,391
Change in Fund Balance 62,731 (44,358) - (12,391) -
Ending Fund Balance 83,654$ (44,358)$ 83,654$ 71,263$ 71,263
FUND: 250 CDBG GRANT FUND
This fund accounts for revenues and expenditures related to Community
Development Block Grant (CDBG) Funds. The program is a flexible program that
provides the City with resources to address a wide range of unique community
development needs.
2024-25
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 683,208$ 558,708$ 787,470$ 928,270$ 831,570$
Revenues:
Revenues 129,558 140,800 140,800 140,800 140,800
Transfers In - - - - -
Total Revenues 129,558 140,800 140,800 140,800 140,800
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies 240 - - 12,500 -
Capital Outlay 25,056 - - 25,000 25,000
Transfers Out - - - 200,000 125,000
Total Expenditures 25,296 - - 237,500 150,000
Change in Fund Balance 104,262 140,800 140,800 (96,700) (9,200)
Ending Fund Balance 787,470$ 699,508$ 928,270$ 831,570$ 822,370$
2024-25
FUND: 271 STATE COPS BLOCK GRANT
This fund accounts for the receipt and use of monies from the State of California
restricted to the purchase of police equipment and technology for crime prevention.
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AGENCY FUNDS
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AGENCY FUNDS
2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 3,453,077$ 3,257,408$ 3,257,408$ 3,255,408$ 3,253,408$
Revenues:
Revenues 6,456 412,944 412,944 412,944 412,944
Transfers In - - - - -
Total Revenues 6,456 412,944 412,944 412,944 412,944
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies 3,350 2,000 2,000 2,000 2,000
Debt Service 168,775 382,944 382,944 382,944 382,944
Capital Outlay - - - - -
Transfers Out 30,000 30,000 30,000 30,000 30,000
Total Expenditures 202,125 414,944 414,944 414,944 414,944
Change in Fund Balance (195,669) (2,000) (2,000) (2,000) (2,000)
Ending Fund Balance 3,257,408$ 3,255,408$ 3,255,408$ 3,253,408$ 3,251,408$
FUND: 286 SUCCESSOR AGENCY TO THE FORMER REDEVELOPMENT AGENCY
This private-purpose trust fund was created to hold the assets of the former redevelopment
agency of the City of Arroyo Grande until they are distributed to other units of state and local
government after the payment of enforceable obligations have been made.
2024-25
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2025-26 2026-27
2023-24 ADOPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 1,675,016$ 1,701,201$ 1,701,201$ 1,699,701$ 1,698,201$
Revenues:
Revenues 27,859 - - - -
Transfers In - - - - -
Total Revenues 27,859 - - - -
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies 1,674 1,500 1,500 1,500 1,500
Debt Service - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures 1,674 1,500 1,500 1,500 1,500
Ending Fund Balance 1,701,201$ 1,699,701$ 1,699,701$ 1,698,201$ 1,696,701$
FUND: 287 SUCCESSOR AGENCY TO THE FORMER REDEVELOPMENT AGENCY - HOUSING FUNCTION
This private-purpose trust fund was created to hold the housing assets of the former redevelopment
agency of the City of Arroyo Grande until they are distributed to other units of state and local
government after the payment of enforceable obligations have been made.
2024-25
2025-26 2026-27
2023-24 AD OPTED AMENDED PROPOSED PROPOSED
ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET
Beginning Fund Balance 154,797$ 156,796$ 156,796$ 157,496$ 158,196$
Revenues:
Revenues 11,802 11,000 11,000 11,000 11,000
Transfers In 6,217 - - -
Total Revenues 18,018 11,000 11,000 11,000 11,000
Expenditures:
Salaries and Benefits - - - - -
Services and Supplies 10,115 4,400 4,400 4,400 4,400
Capital Outlay - - - - -
Transfers Out 5,904 5,900 5,900 5,900 149,900
Total Expenditures 16,019 10,300 10,300 10,300 154,300
Ending Fund Balance 156,796$ 157,496$ 157,496$ 158,196$ 14,896$
FUND: 751 DOWNTOWN PARKINGThis agency fund collects assessments from Arroyo Grande Village merchants for the maintenance
of the Village parking lots for the Downtown Village Merchants Association.
2024-25
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CITY STAFFING AND
PERSONNEL COSTS
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City Staffing
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Number of City FTE Positions: Staffing resources are an integral part of the City’s two-year budget. The
current number of budgeted permanent full time equivalent (FTE) positions in FY 2025-26 and FY 2026-
27 is 88.3. The FY 2025-26 and FY 2026-27 budgeted FTEs are the same as the FY 2024-25 budget.
PERSONNEL CHANGES
Staffing levels for FY 2025-26 and FY 2026-27 reflect no change compared to FY 2024-25 in total FTEs.
However, there were three position reclassifications. One reclassification of the Records Clerk/Property
& Evidence Clerk to a Supervisor within the Police Department. This reclassification will provide an
additional level of supervision for the non-sworn police personnel. The Supervisor will oversee the Police
Cadet, Police Service Technician (PST), and Records Clerk.
Two reclassifications are within the Engineering division. The first is a reclassification of the Engineering
Inspector to Assistant Engineer. There is no budget impact associated with this shift, as the positions are
within the same salary range. The Engineering Inspector can provide Inspections and other tasks, but not
all of the Assistant Engineer's duties. However, the Assistant Engineer position can complete Engineering
Inspections. The second reclassification is to reclassify the unfilled Assistant Project Manager to an
Engineering Technician position. This would streamline the Engineering Division’s succession planning,
add engineering capacity, and help deliver the large-scale Capital Improvement Projects that were
adopted in the 10-Year CIP Budget.
A summary of FTEs by Department is provided in the following chart and tables.
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Personnel Summary
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Comparative Budgeted Staffing Levels FY 2022-23 through FY 2026-27
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
City Manager's Office
Elected Officials:
Mayor and City Council 5.0 5.0 5.0 5.0 5.0
Full-time:
City Manager 1.0 1.0 1.0 1.0 1.0
Human Resources Officer 1.0 1.0 1.0 1.0 1.0
Management Analyst 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Human Resources Specialist - - 0.5 0.5 0.5
Contract:
City Attorney 1.0 1.0 1.0 1.0 1.0
City Manager's Office total 9.0 9.0 9.5 9.5 9.5
Legislative & Information Services
Full-time:
Director of Legislative & Info Services 1.0 1.0 1.0 1.0 1.0
Deputy City Clerk/Communications
Coordinator 1.0 1 .0 1.0 1.0 1.0
Part time (FTE):
Executive Assistant 0.6 0.6 0.6 0.6 0.6
Legislative & Information Services total 2.6 2.6 2.6 2.6 2.6
Administrative Services
Full-time:
Director of Administrative Services 1.0 1.0 1.0 1.0 1.0
Information Tech Manager 1.0 1.0 1.0 1.0 1.0
Finance Manager 1.0 1.0 1.0 1.0 1.0
Senior Accounting Clerk 3.0 3.0 3.0 3.0 3.0
Information Tech Specialist 1.0 1.0 1.0 1.0 1.0
Admin Services Total 7.0 7.0 7.0 7.0 7.0
Community Development Department
Full-time:
Director of Community Development 1.0 1.0 1.0 1.0 1.0
Planning Manager 1.0 1.0 1.0 1.0 1.0
Associate Planner 1.0 1.0 1.0 1.0 1.0
Assistant Planner 1.0 1.0 1.0 1.0 1.0
Community Services Specialist 1.0 1.0 1.0 1.0 1.0
City Engineer 1.0 - - - -
Associate Engineer 1.0 - - - -
Planning and Engineering Permit Tech 1.0 1.0 1.0 1.0 1.0
Engineering Inspector 1.0 - - - -
Building Permit Technician 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Office Assistant I 0.5 0.5 0.5 0.5 0.5
Administrative Intern 0.5 0.5 0.5 0.5 0.5
CDD Total 11.0 8.0 8.0 8.0 8.0
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Personnel Summary
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FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Police Department
Full-time:
Chief of Police 1.0 1.0 1.0 1.0 1.0
Police Commander 2.0 2.0 2.0 2.0 2.0
Police Sergeant 5.0 5.0 5.0 5.0 5.0
Senior Police Officer 6.0 6.0 6.0 6.0 6.0
Police Officer 13.0 13.0 13.0 13.0 13.0
Executive Assistant 1.0 1.0 1.0 1.0 1.0
Records and Property Supervisor ---1.0 1.0
Records/Property Evidence Tech 1.0 1.0 1.0 --
Records Clerk 1.0 1.0 1.0 1.0 1.0
Police Services Technician - - 1.0 1.0 1.0
Part time (FTE):
Police Intern (Cadet)1.0 0.5 0.5 0.5 0.5
Training Technician 0.5 - - - -
PD total 31.5 30.5 31.5 31.5 31.5
Recreation Administration
Full time:
Director of Recreation Services 1.0 1.0 1.0 1.0 1.0
Recreation Supervisor 0.3 1.0 1.0 1.0 1.0
Recreation Coordinator 0.4 1.0 1.0 1.0 1.0
Part time (FTE):
Office Assistant I 0.4 - - - -
Administrative Secretary 0.6 - - - -
Recreation Specialist - - 0.5 0.5 0.5
Volunteer & Class Coordinator 0.5 0.5 0.5 0.5 0.5
Senior Facility Attendant 0.7 0.7 0.7 0.7 0.7
Facility Attendant 0.5 0.5 0.5 0.5 0.5
Facility Attendant 0.5 0.5 0.5 0.5 0.5
Sports Facility Attendant 0.2 0.2 0.2 0.2 0.2
Subtotal 5.1 5.4 5.9 5.9 5.9
Recreation Preschool
Full time:
Recreation Supervisor 0.2 - - - -
Part time (FTE):
Preschool Teacher 1.7 - - - -
Subtotal 1.9 - - - -
Children in Motion
Full time:
Recreation Supervisor 0.5 - - - -
Recreation Coordinator 0.6 - - - -
Part time (FTE):
Teacher 3.5 - - - -
Assistant Teacher 1.2 - - - -
Assistant I & II 2.2 - - - -
Subtotal 8.0 - - - -
Recreation total 15.0 5.4 5.9 5.9 5.9
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Personnel Summary
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FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Public Works
Public Works Administration
Full time:
Assistant City Manager/Public Works Dire 1.0 1.0 1.0 1.0 1.0
Public Works Manager 0.5 0.5 0.5 0.5 0.5
Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Capital Projects Manager 1.0 1.0 1.0 1.0 1.0
Assistant Capital Projects Manager 1.0 1.0 1.0 - -
Subtotal 4.5 4.5 4.5 3.5 3.5
Engineering
Full time:
City Engineer - 1.0 1.0 1.0 1.0
Senior Engineer - 1.0 1.0 1.0 1.0
Assistant Engineer 1.0 1.0
Engineering Inspector - 1.0 1.0 - -
Engineering Technican - - - 1.0 1.0
Subtotal - 3.0 3.0 4.0 4.0
Parks
Full time:
Parks, Trees, & Landscape Supervisor 1.0 1.0 1.0 1.0 1.0
Public Works Lead Worker - Parks 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Part time (FTE):
Maintenance Worker 0.7 0.7 0.7 0.7 0.7
Subtotal 4.7 4.7 4.7 4.7 4.7
Streets
Full time:
Public Works Manager 0.5 0.5 0.5 0.5 0.5
Streets Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
Public Works Lead Worker - Streets 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Subtotal 3.5 3.5 3.5 3.5 3.5
Soto Sports Complex
Full time:
Maintenance & Coodination Supervisor 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Subtotal 2.0 2.0 2.0 2.0 2.0
Automotive Shop
Full time:
Citywide Fleet Coordinator 1.0 1.0 1.0 1.0 1.0
Subtotal 1.0 1.0 1.0 1.0 1.0
Government Buildings
Full time:
Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Building Maintenance Worker 0.7 0.7 0.7 0.7 0.7
1.7 1.7 1.7 1.7 1.7
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Personnel Costs
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PERSONNEL COSTS
Personnel costs: Salary and benefit summaries are provided in the following tables and can also be found
in the Departments section of this document.
Employee Compensation and Benefits: There are two union-represented groups in the City: the Police
Officers Association (POA) for sworn and non-sworn "Safety Police" employees; and Service Employees
International Union (SEIU), Local 620, for "Miscellaneous" (all other represented) employees. The
remaining, non-represented employees include City Manager, management employees, mid-
management/professional employees, and supervisory/technical employees. Employees receive a wide
range of benefits, including (California Public Employees’ Retirement System) (CalPERS) retirement;
medical, dental, vision, and life insurance; vacation, holiday, sick, and administrative leave; deferred
compensation, employee assistance program, flexible benefits, and tuition reimbursement. Each
Memorandum of Understanding with the bargaining units defines the benefit details for each job
classification and can be found on the City’s website.
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Water Fund
Full time:
Utilities Manager 0.5 0.5 0.5 0.5 0.5
Water & Sewer Systems Supervisor 1.0 1.0 1.0 0.7 0.7
Public Works Lead Worker - Utilities 1.0 1.0 1.0 1.0 1.0
Water Services Worker 1.0 0.6 0.6 1.0 1.0
Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Part time (FTE):
Summer Interns 0.7 0.7 0.7 0.7 0.7
Subtotal 6.2 5.8 5.8 5.9 5.9
Sewer Fund
Full time:
Utilities Manager 0.5 0.5 0.5 0.5 0.5
Water & Sewer Systems Supervisor - - - 0.3 0.3
Water Services Worker - 0.4 0.4 - -
Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Part time (FTE):
Summer Interns 0.7 0.7 0.7 0.7 0.7
Subtotal 3.2 3.6 3.6 3.5 3.5
Department total 26.8 29.8 29.8 29.8 29.8
Elected total:5.0 5.0 5.0 5.0 5.0
Contract City Attorney total:1.0 1.0 1.0 1.0 1.0
Full time total:79.0 79.0 80.0 80.0 80.0
Part time (FTE) total:17.9 7.3 8.3 8.3 8.3
City Total:102.9 92.2 94.3 94.3 94.3
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Personnel Costs
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Personnel Expenditures General Fund
Streets
Fund
Sewer
Enterprise Fund
Water
Enterprise Fund
All Funds
Total
Gross Wages
Salaries Full-Time 7,731,700$ 327,500$ 231,500$ 488,400$ 8,779,100$
Salaries Part-Time 387,900 - 12,400 12,400 412,700
Salaries Overtime 235,200 12,000 5,000 14,000 266,200
Gross Wages Total 8,354,800 339,500 248,900 514,800 9,458,000
Insurance
State Disability Ins (SDI)102,900 3,200 3,100 6,200 115,400
Deferred Compensation 45,800 800 800 800 48,200
Health Insurance 1,260,600 86,500 54,800 106,100 1,508,000
Dental Insurance 70,400 3,500 2,800 5,100 81,800
Vision Insurance 18,300 1,100 700 1,200 21,300
Life Insurance 9,500 500 400 800 11,200
Disability Insurance 22,900 600 600 600 24,700
Retirees Health Insurance 235,000 15,000 2,500 15,000 267,500
Workers Compensation 498,400 8,900 6,500 13,500 527,300
Unemployment Insurance - - - - -
Insurance Total 2,263,800 120,100 72,200 149,300 2,605,400
Other Benefits
Uniform Allowance 14,000 1,500 1,200 2,000 18,700
Car Allowance 23,700 - - - 23,700
Employee Assistance Program 2,000 - - - 2,000
Boot Allowance 2,200 800 400 1,000 4,400
Motor Pay Premium 2,000 - - - 2,000
Bilingual Pay 3,600 - - - 3,600
Cell Phone Allowance 25,500 2,100 1,600 2,400 31,600
Other Benefits Total 73,000 4,400 3,200 5,400 86,000
Retirement
PERS Retirement 1,023,000 28,900 22,700 52,000 1,126,600
PERS UAL 1,974,200 105,100 78,100 158,600 2,316,000
Social Security 468,300 20,300 15,700 31,200 535,500
Medicare 130,700 4,800 3,900 7,500 146,900
PARS Retirement 6,400 - 200 200 6,800
Retirement Total 3,602,600 159,100 120,600 249,500 4,131,800
Total Personnel Costs 14,294,200$ 623,100$ 444,900$ 919,000$ 16,281,200$
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DEPARTMENT
BUDGET DETAIL
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Department Budget Detail
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OVERVIEW
Department budget details include the following information for each applicable City department:
• Department Introduction: Outlines a brief overview of a department’s purpose, responsibilities,
and core functions.
• Department Purpose and Services and Structure:
o Department Purpose provides a concise summary of why the department exists and the
role it plays within the organization.
o Services and Structure section describes the key functions, programs, and organizational
makeup of the department.
• Significant Accomplishments: The significant accomplishments section of a budget book
highlights a department’s notable achievements from the prior fiscal year. It showcases how
resources were used effectively and communicates the impact of the department’s work.
• Performance Measures: Metrics used to evaluate how effectively a department is achieving its
goals and delivering service.
• Department Work Plans: Outlines the specific goals, initiatives, and major projects a department
intends to carry out during the fiscal year. It links the department’s day-to-day operations to the
city’s strategic priorities.
• Division/Program Budgets and Personnel Complement:
o Division/Program Budgets provides schedules of the budget included expenditures by
Program, Expenditures by Category and Funding Source.
o Personnel Complement outlines the authorized staffing levels for a department or
division.
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CITY
ADMINISTRATION
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City Administration
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INTRODUCTION
Cities are a deliberate democratic choice to provide enhanced local public services above and beyond
what the State can supply through the legislature and the County Board of Supervisors. In order to
effectively operate business functions, the City of Arroyo Grande’s administrative functions are organized
into three departments (City Administration, Legislative and Information Services, and Administrative
Services) that are the core of an effective government structure.
The City Council
Your City government is entrusted to five elected officials that serve as the City Council – A Mayor, elected
every two years, and four City Council Members elected to represent one of four electoral districts every
four years on staggered election schedules. These five elected officials make all policy decisions for the
City. The Mayor is the ceremonial head of the City and is equal to the other City Council Members when
it comes to power to make policy. In addition to interacting with the community and preparing for and
attending City Council meetings, all City Council Members also serve on other government bodies such as
the South San Luis Obispo County Sanitation District, Five Cities Fire Authority, the Air Pollution Control
District, and the Integrated Waste Management Authority. City Council Members receive a small stipend
to cover minor expenses of office, offered health insurance, and are enrolled in a non-CalPERS retirement
plan.
City Manager
The City Manager is responsible for providing information and recommendations to the City Council,
implementing Council policies and programs as well as managing the day-to-day operations of the City. It
is the lead department charged with overseeing the implementation of the Major Council Goals.
City Attorney
The City Attorney is a professional specializing in the area of Municipal Law. The City Council appoints a
City Attorney to whom it turns for legal advice. The City Attorney attends Council meetings to advise on
points of law and to ensure that all proper procedures are maintained. The City Attorney also provides
legal advice and represents the City Council, City Manager, City Departments, and other City Boards and
Commissions on legal matters. The City Attorney is responsible for drafting ordinances, reviewing
contracts, and prosecuting municipal code violations.
Retiree Health
This program accounts for the City’s obligations to retirees for post-employment benefits other than
pensions. The City provides health contributions for retirees who have met specific criteria related to
years of service.
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City Manager
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PURPOSE
Support the City Council in carrying out the community’s vision by identifying policy issues, analyzing and
recommending solutions to those issues, implementing the Council’s direction, and managing the
operation of the organization.
SERVICES AND STRUCTURE
The City Manager’s Office consists of the following programs:
City Management
Provide citywide leadership and coordination to the City organization; provide policy development
support for the City Council; implement economic development initiatives; and represent the City's
interests in local and regional issues.
Human Resources
Develop, implement, and support programs and processes that add value to the City and its employees;
ensure organizational compliance with employment laws and regulations; coordinate employee training
and development; and develop policies and procedures to ensure a safe and welcoming workplace.
FY 2024-25 SIGNIFICANT ACCOMPLISHMENTS
• Completion of a contract with the County of San Luis Obispo to provide fire services to Oceano
through the Five Cities Fire Authority
• Facilitated Council goal-setting process, as well as updates on current Fiscal Year (FY) goals
• Development of coordinated work plan process to implement Council goals for FY 2023-25
• Completed a comprehensive Risk Management Evaluation to identify priority areas to minimize
liability exposure
• Implemented a new Human Resources Management system in Tyler Munis, including Payroll,
Time & Attendance, Position Control, and Employee Self-Service
• Conducted an Organizational Assessment to assess current staffing structure, service delivery,
and recommended process improvements
• Offered a Supervisory Training Program to equip supervisors with foundational leadership and
communication skills to effectively motivate their teams
• The City Council supported the County of San Luis Obispo rejoining the Integrated Waste
Management Authority through the approval of the Second Amended and Restated Joint Powers
Agreement.
• The City Council authorized additional use of the Affordable Housing Trust Fund in support of 63
affordable housing units at 700 Oak Park Boulevard.
• Obtained a $10,000 grant from the Integrated Waste Management Authority to install water
filling stations at three City locations.
• Appropriated $300,000 in American Rescue Plan Act (ARPA) Funds for Homeless Support Services
• Received confirmation from the Council to proceed with a Buy Local Program administered by
the South County Chamber of Commerce to mitigate impacts from the Traffic Way Bridge
Reconstruction project
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PERFORMANCE MEASURES
Measure FY 23-24
Actual
FY 24-25
Projected
Actual
FY 25-26
Target
FY 26-27 Target
1 Average Time to Fill Vacant Positions 98 days 86 days <75 days <70 days
2 Employee Turnover Rate 13% 12% <10% <10%
3 Compliance training completion rate 100% 100% 100% 100%
4 Number of surveys administered
through FlashVote to engage the
community and gather feedback.
N/A N/A 3 4
FY 2025-27 DEPARTMENT WORK PLAN
Strategic Goal Task/Action
City Manager's Office ° Participate in FCFA Management Committee ° Implement recommendations of Raftelis Organizational Assessment ° Continue coordination with 5Cities Homeless Coalition regarding community needs ° Secure funding for lobbying services and begin State advocacy; work with lobbyist on policies and bills that impact City operations ° Work with the South County Chamber of Commerce on a "Buy Local Program" during the Traffic Way Bridge Replacement Project ° Continue the review and update of old administrative policies ° Develop City’s first legislative platform to inform lobbying services1.1a 400 W. Branch Disposition and Development Agreement1.1c Develop an Economic Development Program1.2a Evaluate cannabis operations that bring in revenue1.2b Conduct study session with the City Council regarding potential cannabis ordinance development agreement1.2d Prepare and adopt cannabis ordinance, if directed by the City Council1.2e Evaluate feasibility of a Cannabis Tax, if directed 1.3a Work on changes to TBID ordinance for expanded use of TOT funds1.3b Bring changes to TBID assessment and ordinance to Council for approval1.3c Evaluate opportunities related to City TBID and potential TOT Measure
Standard Operations
Pursue New Revenue Sources
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Strategic Goal Task/Action
City Manager's Office 1.3d Hold study session with City Council and visitor serving accomodations to eliminate TBID1.3e If directed by Council, issue RFP for consultant to develop a survey and outreach strategy to community for TOT1.3f Award contract for consultant to survey and develop outreach strategy for TOT1.3g Conduct public education regarding need for TOT1.3h Bring TOT measure to City Council for consideration of placing on the November 2026 ballot2.1a Meet with Department of Public Works at the County of San Luis Obispo to begin discussion surrounding purchasing some allocated State Water2.1b If directed by Council, Issue an RFP for a Consultant to evaluate feasibility of State Water Ballot Measure2.1c Award bid to consultant and begin public outreach and community messaging regarding a potential State Water Ballot Measure2.1d Seek Council approval on placing a November Ballot Measure2.2a Identify opportunities and constraints associated with new Water Sources2.2b Support ongoing development and financing of regional water solution2.3a Preserve Lopez water supply by working with the County on Lopez litigation
Human Resources ° Complete HRM Implementation ° Update Job Descriptions in preparation for Classification and Compensation Study ° Conduct RFP and launch Classification & Compensation Study ° Conduct Open Enrollment through Munis ° Negotiate Successor MOU with SEIU ° Negotiate Successor MOU with POA ° Revamp Performance Management System ° Recruit and onboard the City’s next Chief of Police ° Complete Risk Management Evaluation recommended items ° Track and report vacancies in compliance with AB 2561 ° Ressurect Safety Committee and address items found in site assessments during the Workplace Violence Prevention plan inspections
Achieve Water Resilience
Standard Operations
State Mandate
Pursue New Revenue Sources
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2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Expenditures by Program
City Council 149,755$ 158,500$ 158,500$ 147,250$ 136,400$ 135,500$
Retirees Health 235,000 235,000 235,000 235,000 235,000 235,000
City Manager 644,948 675,800 675,800 665,800 670,200 733,600
Human Resources 191,760 261,600 261,600 281,600 370,420 328,420
City Attorney 510,188 528,750 528,750 528,750 528,750 544,600
Total 1,731,651$ 1,859,650$ 1,859,650$ 1,858,400$ 1,940,770$ 1,977,120$
Expenditures by Category
Salary and Benefits 849,143$ 1,007,700$ 1,007,700$ 996,450$ 1,018,800$ 1,043,400$
Services and Supplies 791,249 851,950 851,950 861,950 921,970 933,720
Operating Equipment - - - - - -
Debt Service - - - - - -
Capital Items and Transfers 91,260 - - - - -
Total 1,731,651$ 1,859,650$ 1,859,650$ 1,858,400$ 1,940,770$ 1,977,120$
Funding Sources
General Fund 1,731,651$ 1,859,650$ 1,859,650$ 1,858,400$ 1,940,770$ 1,977,120$
Personnel Complement
Elected Officials:
Mayor and City Council 5.0 5.0 5.0 5.0 5.0 5.0
Full-time:
City Manager 1.0 1.0 1.0 1.0 1.0 1.0
Human Resources Manager 1.0 1.0 1.0 1.0 1.0 1.0
Management Analyst 1.0 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Human Resources Specialist - 0.5 0.5 0.5 0.5 0.5
Contract:
City Attorney 1.0 1.0 1.0 1.0 1.0 1.0
Total 9.0 9.5 9.5 9.5 9.5 9.5
2024-25
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CITY MANAGER OFFICE ORGANIZATIONAL CHART
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Legislative & Information Services
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PURPOSE
At the heart of our mission is a deep commitment to serve the public, City Manager, City staff, and City
Council. We strive to protect the democratic process by building a foundation of trust and confidence
through transparency, openness, and community involvement. We are dedicated to ensuring the careful
preservation and easy accessibility of official documents and legislative history. Our goal is to deliver
services that are not only efficient and professional, but also marked by genuine courtesy and respect.
SERVICES AND STRUCTURE
The Legislative & Information Services Department consists of the following programs:
City Clerk
The City Clerk is the local official who administers democratic processes, such as elections, access to City
records, and all legislative actions, ensuring transparency to the public. The City Clerk also attests, seals,
and/or certifies official documents; receives and files petitions, subpoenas, and summons. The City Clerk
serves the City Council, City Manager, City staff, and the public.
Public Information
The Director of Legislative & Information Services/City Clerk also serves as the City's Public Information
Officer (PIO). The department is responsible for providing public information through various media such
as online, print, social media, and a Mobile app. The department is the webmaster for the City website
and Mobile app, "My AG." Staff are also responsible for the City's social media accounts and the City
newsletter, Arroyo Grande Gazette.
FY 2024-25 SIGNIFICANT ACCOMPLISHMENTS
• Administered the November 5, 2024, Municipal Election
• Coordinated education efforts for Transaction & Use Tax Measure, Measure E-24
• Assisted with the Council Chamber AV Upgrade Project, transitioned to automated public
meetings, and developed best practices for all City legislative bodies
• Conducted extensive public outreach for the Traffic Way Bridge Replacement Project
• Implemented an ADA web accessibility tool on the City’s website
• Issued 4 more issues of the City newsletter – the Arroyo Grande Gazette
• Developed a City Seal, City Logo, and Police Badge Policy
• Implemented modern, paperless processes, including paperless Municipal Code Supplements
and legislative action recordkeeping for greater internal efficiencies and cost savings
• Completed a comprehensive update of the City’s Records Retention Schedule
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PERFORMANCE MEASURES
Measure FY 23-24
Actual
FY 24-25
Projected
Actual
FY 25-26
Target
FY 26-27
Target
1 Percentage of Legal Notices
published within established
timelines
100% 100% 100% 100%
2 Percentage of Public Records
Act Requests Processed within
required timeframes
100% 100% 100% 100%
3 Citywide Newsletters Issued 4 4 4 4
4 Information spotlights on City
website
77 130* 100 100
5 Press Releases Issued 45 43 45 45
6 Total followers on all City social
media channels
14,341 20,575 24,000 26,000
*This number of spotlights is higher due to extensive communication efforts for the Traffic Way Bridge Replacement
Project
FY 2025-27 DEPARTMENT WORK PLAN
Strategic Goal Task/Action
° In-house Ethics Training for Officials and Staff ° 2026 General Municipal Election ° City Website Refresh ° City Website ADA Updates ° Traffic Way Bridge Project Communications ° Implement Freedom of Information Act (FOIA) System ° Develop Brand Guidelines ° Implement LaserFische Records Management Module ° Complete Permanent Records Scanning Project ° Replace City Hall Bulletin Board1.2b Conduct study session with the City Council regarding potential cannabis ordinance1.2c Conduct study session with the City Council regarding potential cannabis development agreement1.3a Work on changes to TBID ordinance for expanded use of TOT funds1.3b Bring changes to TBID assessment and ordinance to Council for approval1.3c Evaluate opportunities related to City TBID and potential TOT Measure1.3d Hold study session with City Council and visitor serving accomodations to eliminate TBID
Legislative and Information ServicesState Mandate
Standard Operations
Pursue New Revenue Sources
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LEGISLATIVE AND INFORMATION SERVICES ORGANIZATIONAL CHART
Strategic Goal Task/Action1.3e If directed by Council, issue RFP for consultant to develop a survey and outreach strategy to community for TOT1.3f Award contract for consultant to survey and develop outreach strategy for TOT1.3g Conduct public education regarding need for TOT1.3h Bring TOT measure to City Council for consideration of placing on the November 2026 ballot2.1b If directed by Council, Issue an RFP for a Consultant to evaluate feasibility of State Water Ballot Measure2.1c Award bid to consultant and begin public outreach and community messaging regarding a potential State Water Ballot Measure2.1d Seek Council approval on placing a November Ballot MeasureEast Grand Avenue Corridor Redevelopment (Halcyon Road to Elm Street)5.2b Public Outreach
Pursue New Revenue Sources
Achieve Water Resilience
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2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Expenditures by Program
City Clerk 396,607$ 547,160$ 547,160$ 547,160$ 453,575$ 511,880$
Printing/Duplicating 25,405 29,900 29,900 22,900 27,900 27,900
Total 422,012$ 577,060$ 577,060$ 570,060$ 481,475$ 539,780$
Expenditures by Category
Salary and Benefits 332,799$ 357,400$ 357,400$ 357,400$ 382,100$ 395,200$
Services and Supplies 89,213 219,660 219,660 212,660 99,375 144,580
Operating Equipment - - - - - -
Debt Service - - - - - -
Capital Items - - - - - -
Total 422,012$ 577,060$ 577,060$ 570,060$ 481,475$ 539,780$
Funding Sources
General Fund 422,012$ 577,060$ 577,060$ 570,060$ 481,475$ 539,780$
Personnel Complement
Full-time:
Director 1.0 1.0 1.0 1.0 1.0 1.0
Deputy City Clerk/
Communications Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Executive Secretary 0.6 0.6 0.6 0.6 0.6 0.6
Total 2.6 2.6 2.6 2.6 2.6 2.6
2024-25
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PURPOSE
Provide accurate and timely financial and accounting information through the maintenance of appropriate
financial systems and effective internal controls to promote the City’s fiscal accountability. To engage in a
partnership with the departments to provide technical guidance in an effective, strategic, and fiscally
responsible manner for all technology initiatives.
SERVICES AND STRUCTURE
The Administrative Services Department consists of the following programs:
Financial Services
The Financial Services Division manages the City's financial systems by providing accurate and timely
actions and information to City Council, operating departments, and the public. Policies, record keeping,
and reporting are carried out in compliance with generally accepted accounting principles and all
applicable laws and regulations. Areas of responsibility include utility billing, cash receipting, accounts
payable, payroll, budgeting, business licensing, and non-departmental charges that are not directly
related to a specific department.
Information Technology
The Information Technology (IT) Division handles all centralized and many decentralized City technology
services, facilitating the City's ability to deliver effective and efficient service to the public. IT staff perform
maintenance and upgrades of the City's IT network system, ensures network security, supports multiple
software applications, manages the Citywide IT replacement program purchases, provides technical
support to City staff members, and completes research and planning for new technology solution.
FY 2024-25 SIGNIFICANT ACCOMPLISHMENTS
• Completion of the Phase I - Financial implementation of Enterprise ERP Financials (Munis)
07/01/2025
• California Society of Municipal Finance Officers (CSMFO) award for Operating Budget for the
City’s FY 2023-25 Biennial Budget
• GFOA Distinguished Budget Presentation Award for the City’s FY 2023-25 Biennial Budget
• Updated Solid Waste Rates
• Completed RFP and selected Auditing Firm
• Updated the Measure O-06 Local Sales Tax Measure Annual report
• Collaborated with City Departments to ensure effective allocation, timely utilization, and
accurate accounting of the American Rescue Plan Act (ARPA) funding.
• Successfully implemented GASB 96, establishing new accounting and reporting standards for
subscription-based information technology arrangements.
• Completed the Public Safety Camera System Project
• Completed the Chamber AV System Upgrade Project
• Completed the Phone System Upgrade Project
• Completed EOC Upgrade at PD
• Completed PD CAD Update
• Assisted PD with MDC Deployment in new Police Fleet
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PERFORMANCE MEASURES
Measure FY 23-24
Actual
FY 24-25
Projected
Actual
FY 25-26
Target
FY 26-27
Target
1 Complete ACFR 180 days after
close of fiscal year
03/29/2025 12/31/2025 12/31/2026 12/31/2027
2 Number of A/P checks generated
annually
3612 3600 3600 3600
3 Number of payroll checks
generated annually
3,111 3,180 3,100 3,100
4 Number of IT tickets processed 689 619 660 670
FY 2025-27 DEPARTMENT WORK PLAN
ADMINISTRATIVE SERVICES ORGANIZATIONAL CHART
Strategic Goal Task/Action ° Complete Payroll Impementation of Munis conversion ° Utility Billing Munis conversion ° Finalize 2025 ACFR by 12/31/25 ° Mid-Cycle FY 2026-27 Budget Update ° Finalize 2026 ACFR by 12/31/26 ° Provide 5-Year Review of Measure O-06 Local Sales Tax ° FY 2027-29 Budget PreparationPursue New Revenue Sources 1.2e Evaluate feasibility of a Cannabis Tax, if directed
Prioritize Key Infrastructure Projects 3.2a Pursue Grant applications and administration for infrastructure projects
Achieve Water Resilience 2.2c Conduct a water and wastewater rate study to adjust rates based on changes to water supply and changing or new regional partnerships
Administrative Services
Standard Operations
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2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Expenditures by Program
Administrative Services 840,498$ 897,280$ 897,280$ 968,330$ 945,680$ 973,580$
Information Technology 844,183 1,084,600 1,244,650 1,047,100 1,103,300 1,132,800
Non-Departmental 3,942,228 5,267,416 5,267,416 5,505,140 3,316,400 3,578,700
FCFA (Fire Service)2,941,910 2,983,500 2,983,500 2,983,500 3,082,000 3,174,400
CalPERS UAL payment - - - - - -
Total 8,568,819$ 10,232,796$ 10,392,846$ 10,504,070$ 8,447,380$ 8,859,480$
Expenditures by Category
Salary and Benefits 2,998,304$ 2,588,100$ 2,588,100$ 2,795,724$ 2,856,500$ 3,069,600$
Services and Supplies 4,833,047 5,158,096 5,318,146 5,221,746 5,464,280 5,674,880
Operating Eqipment - - - - - -
Debt Service 11,600 11,600 11,600 11,600 11,600 -
Capital Items and Transfers 725,868 2,475,000 2,475,000 2,475,000 115,000 115,000
Total 8,568,819$ 10,232,796$ 10,392,846$ 10,504,070$ 8,447,380$ 8,859,480$
Funding Sources
General Fund 8,568,819$ 10,232,796$ 10,392,846$ 10,504,070$ 8,447,380$ 8,859,480$
Personnel Complement
Full-time:
Director 1.0 1.0 1.0 1.0 1.0 1.0
Information Tech Manager 1.0 1.0 1.0 1.0 1.0 1.0
Finance Manager 1.0 1.0 1.0 1.0 1.0 1.0
Senior Accounting Clerk 3.0 3.0 3.0 3.0 3.0 3.0
Information Tech Specialist 1.0 1.0 1.0 1.0 1.0 1.0
Total 7.0 7.0 7.0 7.0 7.0 7.0
2024-25
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PUBLIC WORKS
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PURPOSE
The City of Arroyo Grande Public Works Department provides high-quality, cost-effective services that
ensure that the design, construction, maintenance, and operation of public infrastructure, facilities, and
services are responsive to the needs of residents, visitors, businesses, and other City departments.
SERVICES AND STRUCTURE
The Public Works Department consists of the following programs:
Emergency and Day-to-Day Demands
Staff respond to emergency events such as storms and resulting flooding, etc. After traffic accidents, staff
facilitate street closures and debris cleanup. In addition, the Department repairs and fills potholes, installs
red curbs and street signs, and maintains all street and traffic lighting. The Department responds to fallen
trees or branches within the City limits and also facilitates homeless encampment posting and cleanup.
Staff respond to facility maintenance requests, such as electrical, plumbing, pest control, or other safety
issues and collect and dispose of trash within the City limits.
Facilities Maintenance
Staff conduct all maintenance activities at City Facilities, such as AC/heating maintenance, office painting,
moving and assembly of office furniture, trash and sanitization of offices and restrooms, and landscape
maintenance. The Department also maintains all Public Use facilities such as the Woman’s Club,
Recreation building, park facilities, including gazebos, BBQs, and picnic tables, and public restrooms,
including plumbing repairs, graffiti removal, vandalism repair, maintenance, stocking, and sanitization.
Annual Pavement Management Plan/Street Repairs Program
Each year, the Department identifies street segments that require certain maintenance treatments. The
intention of this is to perform slurry seal, overlays, and digout repairs to slow the deterioration and avoid
near-term reconstruction. In addition to the treatments mentioned above, the Program proposes to
include refreshing existing traffic striping and pavement markings on certain arterial streets.
Annual Concrete Repairs Program
Each year, staff identify damaged sidewalks requiring repair to mitigate the potential for trip and fall
hazards located in the public right-of-way, with a priority focus on commercial areas, high pedestrian
traffic areas, and safe routes to schools. Sidewalk gaps are also evaluated for cost and connectivity, and
curb ramp improvements are included to the extent possible.
Annual Storm Drain Maintenance Program
The City’s storm drain maintenance program includes debris removal in the City’s 517 storm drain inlets
and outfalls. All maintenance is in preparation for storm events, compliance with MS4 permits, and
allowing drainage to function as designed. This also includes maintenance of all 8 City-owned drainage
and retention basins and other drainage facilities.
Annual Soto Sports Complex Annual Field Maintenance Program
Annually, the Department conducts hydro seeding and turf maintenance as well as infield and outfield
dirt improvements. Staff manage all irrigation maintenance, fence repairs, and field lighting maintenance.
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Annual Vegetation Maintenance Program
Staff conduct annual street, parks, and open space tree and shrub trimming, removal, and planting,
hazardous fuels vegetation management at development and interfaces (i.e. Ocean Oaks Condos), as well
as turf management at parks. The City has received USA accreditation as a Tree City.
Sewer Lift Station Maintenance
All five (5) sewer lift stations are cleaned along with 10 check valves. This maintenance program helps
ensure trouble free operation of these stations.
Water Conservation Programs
Cash for Grass projects, Washing Machine Rebates, and Home Water Audits are provided as part of the
City’s Water Conservation Program. Home water audits help our customers make changes in their current
water use to help them continue to conserve water.
Annual Water System Air/Vacuum Valve Program
All of the City’s 130 Air/Vac valves are cleaned and tested for proper operation. Air and vacuums formed
in the pipeline can have serious effects on the operation of the pipeline like pipe failure, pressure build
and vibration. Air/Vacuum valves allow large volumes of air to be exhausted from or admitted into a
pipeline as it is being filled or drained.
Annual Water Audit Program
The Audit is a requirement from the Department of Water Resources. This detailed audit must be
validated by a third party certified by the American Water Works Association.
Fleet, Equipment, and Fuel Management and Coordination
The Department maintains the Citywide fleet, which includes tire and oil changes, brake pads and rotors
maintenance, and more complex repairs on equipment. Staff manage the replacement program and
surplus vehicles and equipment program (not including Five Cities Fire Authority), including the
procurement and bids for new vehicles and equipment. The Department manages fuel purchasing, pump
system and fuel dispenser system maintenance, and annually reviews the San Luis Obispo County Air
Pollution Control District Permit.
Engineering
The Engineering Division is responsible for the City’s long-term infrastructure, including projects for repair
or improvement of existing infrastructure, as well as ensuring that new infrastructure, including
infrastructure built by new development, meets the City’s standards.
FY 2024-25 SIGNIFICANT ACCOMPLISHMENTS
• Oak Park Boulevard and El Camino Real drainage repair
• Implementation of water conservation programs and preparation of a Resolution rescinding the
declaration of Stage 1 Water Shortage Emergency and related restrictions and penalties
• Approval of both the Pavement Management Plan and Concrete Repairs Programs
• Safe, responsive, and coordinated response to the winter 2024 storm emergencies
• Storm-related debris removal projects in AG Creek
• Pavement Maintenance on 17.7 miles of road
• Finished rehabilitation of Swinging Bridge
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• Completed design and right-of-way acquisition for Traffic Way Bridge Replacement Project
• Completed frontage improvements at 191 Tally Ho
• Replaced water main on Fair Oaks Avenue and Cornwall Street
• Completed trenchless repair of sewer lines across Highway 101 and through Arroyo Grande Cemetery
• Began design of Halcyon Complete Streets
• Replaced 3,500 feet of 8” diameter 1929 cast iron water main along with 56 water services
• Replaced 305 water meters
• Completed the required Lead Service Line Inventory and submitted to the State Water
Resources Control Board
• Replaced 50 galvanized pipe water services
• Completed Annual flushing program
• Cleaned 32 miles of sewer main
• Lined 450 feet of 8” cast iron sewer main under HWY 101
• Lined 600 feet of sewer main located in AG Cemetery
PERFORMANCE MEASURES
Measure FY 23-24
Actual
FY 24-25
Projected
Actual
FY 25-26
Target
FY 26-27
Target
1 Pavement Condition Index 53 56 58
59
2 Pothole repairs (sacks of fill) 76 sacks =
85 pothole
repairs
154 sacks =
200+ potholes
200
pothole
repairs
150 pothole
repairs
3 Larger in-house pavement repairs 2 yards of
asphalt hot
mix
7 yards of
asphalt hot
mix
10 Tons of
Hot Mix AC
12 Tons of Hot
Mix AC
4 Storm Drain Inlet inspection and
maintenance
517 inlets 517 inlets 517 inlets 517 inlets
FY 2025-27 DEPARTMENT WORK PLAN
Strategic Goal Task/ActionPublic Works ° Develop and implement a sidewalk repair program ° Begin implementing the 13-year pavement improvement program ° Negotiate Golden State Interconnect ° Establish an on-call trades list ° Update City Engineering Standards ° Update City construction agreement ° Radar Speed survey 5-year extension ° Develop Asset Management progam ° Sidewalk repairs ° Pothole and roadway repairs ° Storm drain maintenance ° Road signage and striping repairs ° Landscape projects including the Oak Park Traffic Median
Standard Operations
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PUBLIC WORKS DEPARTMENT ORGANIZATIONAL CHART
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2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Expenditures by Program
Public Works Administration 1,016,125$ 1,187,570$ 1,187,570$ 1,180,850$ 1,257,250$ 1,292,950$
Engineering 591,687 757,700 757,700 729,700 670,600 721,700
Park Maintenance 660,428 630,489 630,489 762,216 685,430 703,180
Soto Sports Complex Maint.232,830 255,050 255,050 255,050 267,500 274,900
Automotive Shop 210,420 190,100 190,100 207,279 202,400 208,500
Government Buildings 311,882 263,450 263,450 264,500 283,600 288,700
Total 3,023,372$ 3,284,359$ 3,284,359$ 3,399,595$ 3,366,780$ 3,489,930$
Expenditures by Category
Salary and Benefits 1,892,378$ 2,291,500$ 2,291,500$ 2,291,500$ 2,358,000$ 2,472,300$
Services and Supplies 988,785 942,859 942,859 909,600 1,008,780 1,017,630
Operating Eqipment 127,029 - - 133,316 - -
Debt Service 15,179 - - 15,179 - -
Capital Items - 50,000 50,000 50,000 - -
Transfers - - - - - -
Total 3,023,372$ 3,284,359$ 3,284,359$ 3,399,595$ 3,366,780$ 3,489,930$
Funding Sources
General Fund 3,023,372 3,284,359 3,284,359 3,399,595 3,366,780 3,489,930
Funding Source Total 3,023,372$ 3,284,359$ 3,284,359$ 3,399,595$ 3,366,780$ 3,489,930$
2023-24 2025-26 2026-27
PROPOSED PROPOSED PROPOSED ESTIMATED PROPOSED PROPOSED
BUDGET BUDGET BUDGET ACTUAL BUDGET BUDGET
Personnel Complement
Public Works Administration
Full time:
Director of Public Works 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Secretary 1.0 1.0 1.0 1.0 1.0 1.0
Capital Projects Manager 1.0 1.0 1.0 1.0 1.0 1.0
Assistant Capital Projects Manager 1.0 1.0 1.0 1.0 - -
Subtotal 4.0 4.0 4.0 4.0 3.0 3.0
Engineering
Full time:
City Engineer 1.0 1.0 1.0 1.0 1.0 1.0
Associate Engineer 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Inspector 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Technician - - - - 1.0 1.0
Subtotal 3.0 3.0 3.0 3.0 4.0 4.0
Parks
Full time:
Public Works Manager 0.5 0.5 0.5 0.5 0.5 0.5
Parks, Trees, & Landscape Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 2.0 2.0 2.0 2.0 2.0 2.0
Part time (FTE):
Maintenance Worker 0.7 0.7 0.7 0.7 0.7 0.7
Subtotal 5.2 5.2 5.2 5.2 5.2 5.2
2024-25
2024-25
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2023-24 2025-26 2026-27
PROPOSED PROPOSED PROPOSED ESTIMATED PROPOSED PROPOSED
BUDGET BUDGET BUDGET ACTUAL BUDGET BUDGET
Personnel Complement Continued
Streets
Full time:
Public Works Manager 0.5 0.5 0.5 0.5 0.5 0.5
Streets Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 1.0 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Maintenance Worker - - - - - -
Subtotal 3.5 3.5 3.5 3.5 3.5 3.5
Soto Sports Complex
Full time:
Maintenance & Coodination Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 1.0 1.0 1.0 1.0 1.0 1.0
Subtotal 2.0 2.0 2.0 2.0 2.0 2.0
Automotive Shop
Full time:
Fleet Maintenance Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Subtotal 1.0 1.0 1.0 1.0 1.0 1.0
Government Buildings
Full time:
Building Maintenance Worker 1.0 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Maintenance Worker 0.7 0.7 0.7 0.7 0.7 0.7
1.7 1.7 1.7 1.7 1.7 1.7
Water Fund
Full time:
Utilities Manager 0.5 0.5 0.5 0.5 0.5 0.5
Public Works Supervisor 0.7 0.7 0.7 0.7 0.7 0.7
Public Works Lead Worker 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 2.0 2.0 2.0 2.0 2.0 2.0
Water Service Worker 1.0 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Summer Interns 0.7 0.7 0.7 0.7 0.7 0.7
Subtotal 5.9 5.9 5.9 5.9 5.9 5.9
Sewer Fund
Full time:
Utilities Manager 0.5 0.5 0.5 0.5 0.5 0.5
Public Works Supervisor 0.3 0.3 0.3 0.3 0.3 0.3
Maintenance Worker 2.0 2.0 2.0 2.0 2.0 2.0
Part time (FTE):
Summer Interns 0.7 0.7 0.7 0.7 0.7 0.7
Subtotal 3.5 3.5 3.5 3.5 3.5 3.5
Department Total 29.8 29.8 29.8 29.8 29.8 29.8
2024-25
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COMMUNITY
DEVELOPMENT
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Community Development
144
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PURPOSE
The Community Development Department is dedicated to promoting a diverse and equitable city while
maintaining the City's unique environment and character, and balancing economic opportunities through
effective land use planning and development review processes.
SERVICES AND STRUCTURE
The Community Development Department works toward its mission through three divisions staffed by
highly specialized professionals:
Planning Division
Professional planners develop new long-range plans and programs for the development or
redevelopment of the City based upon the ever-changing needs and wants of the community to enhance
the quality of life for everyone who lives, works, and plays in Arroyo Grande. This includes: land use,
circulation, housing, economic development, agriculture, and open space stewardship.
Professional planners review proposed development projects to ensure they are designed and will
function according to the adopted plans of the community. By doing so, new developments must meet
high standards.
Building and Life Safety Division
The State of California mandates that virtually all buildings and structures be constructed to very detailed
building codes to reduce death, injuries, and damage from improperly designed and constructed
buildings, and fires, earthquakes, and other natural disasters. The California Building Codes also
incorporate many regulations to achieve State public policy goals such as disabled access and energy
conservation. The Division also reviews project plans, issues permits and provides inspection services for
compliance with City ordinances, fire and life safety codes, International Property Maintenance Code and
works closely with the Community Services Specialist for code compliance.
Community Services Division
The Community Services Specialist (CSS) conducts code enforcement for the City. The CSS performs a wide
variety of tasks such as providing information, educating the public, and conducting appropriate
investigations. The CSS investigates alleged violations generated by observation or public complaints to
ensure compliance with regulations in the Arroyo Grande Municipal Code.
The code enforcement aspect also includes the enforcement of regulations related to temporary signs
and banners; abandoned, junk, or inoperable vehicles; unauthorized living in recreational vehicles; grossly
unreasonable accumulations of garbage, trash, or any other material that creates an unsafe or unhealthy
condition for the neighborhood or the public in general.
FY 2024-25 SIGNIFICANT ACCOMPLISHMENTS
• Adoption of Irrigated Turf Ordinance
• Adoption of Emergency Shelter Ordinance
• Adoption of Halcyon Complete Streets Plan
• Corbett Canyon Stream Restoration CUP
• Arroyo Grande Stream Gauge CUP
• New Building Services Consultant Agreement
• Adoption of Formula Business Ordinance
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Community Development
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• Completion of the Active Transportation Plan
• Adoption of Revised Public Art Guidelines
• Adoption of Housing Element Programs Ordinance
• Adoption of Telecommunications Ordinance
• Continued Comprehensive General Plan Update
o Completion of Existing Conditions and Trends Workbook
o Completion of Vision Statement and Guiding Principles
o Completion of Land Use Scenarios
PERFORMANCE MEASURES
Measure FY 23-24
Actual
FY 24-25
Projected
Actual
FY 25-26
Target
FY 26-27
Target
1 Building Permits Reviewed within
15 days 95% 95% 95% 95%
2 Percent of potential code
enforcement cases with
investigation initiated within 7
business days
97% 94% 95% 95%
3 Percent of discretionary permits
with initial completeness review
within 30 days
100% 100% 100% 100%
FY 2025-27 DEPARTMENT WORK PLAN
Strategic Goal Task/Action ° Community Services Grants ° Climate Action Plan Update ° Development Code Update ° Ordinance Clean-up ° 2025 Building Code Update ° Arroyo Grande Hospital CUP and EIR ° Meadowbrook Apartments CUP ° CDBG program ° SB 1383 Enforcement
Standard Operations
State Mandate
Community Development
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Community Development
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Strategic Goal Task/Action1.1a 400 W. Branch Disposition and Development Agreement1.2a Evaluate cannabis operations that bring in revenue1.2b Conduct study session with the City Council regarding potential cannabis ordinance1.2c Conduct study session with the City Council regarding potential cannabis development agreement1.2d Prepare and adopt cannabis ordinance, if directed by the City Council1.2e Evaluate feasibility of a Cannabis Tax, if directed Implement Road and Sidewalk Improvements 3.2a Pursue Grant applications and administration for infrastructure projects
4.1a Retail Market Analysis4.1b Market Demand Studies4.2a Land and Safety Analysis4.2b Administrative Draft4.3a Complete draft EIR4.3b Complete final EIR4.4a Kick off code update 4.4b Bring code changes to Planning Commission for approval4.4c Bring draft Ordinance of code revision update to Council4.5a Kick off CAP and research4.5b Admin Draft4.5c Final CAPLand Use Designation MapWorkshops: Small Business/Economic Development; Environmental Justice; Draft General Plan Elements5.1a Define scope, research other communities5.2a Kick Off5.2b Public Outreach5.3a Environmental Review5.4a Administrative Draft Plan5.5a Final Draft5.5b Planning Commission Hearings5.5c City Council Hearings
East Grand Avenue Corridor Redevelopment (Halcyon Road to Elm Street)
Pursue New Revenue Sources
Complete General Plan Update
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Community Development
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COMMUNITY DEVELOPMENT DEPARTMENT ORGANIZATIONAL CHART
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Community Development
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2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Expenditures by Program
Planning 1,049,165$ 1,399,382$ 1,399,382$ 1,161,200$ 1,469,200$ 1,532,400$
Engineering - - - - - -
Building & Life Safety 631,620 680,240 680,240 680,240 680,940 685,240
Total 1,680,784$ 2,079,622$ 2,079,622$ 1,841,440$ 2,150,140$ 2,217,640$
Expenditures by Category
Salary and Benefits 885,449$ 1,041,500$ 1,041,500$ 1,041,500$ 1,091,400$ 1,128,900$
Services and Supplies 795,335 1,038,122 1,038,122 799,940 1,058,740 1,088,740
Operating Eqipment - - - - - -
Debt Service - - - - - -
Capital Items and Transfers - - - - - -
Total 1,680,784$ 2,079,622$ 2,079,622$ 1,841,440$ 2,150,140$ 2,217,640$
Funding Sources
General Fund 1,675,784 2,074,622 2,074,622 1,836,440 2,145,140 2,212,640
TBID 5,000 5,000 5,000 5,000 5,000 5,000
Funding Source Total 1,680,784$ 2,079,622$ 2,079,622$ 1,841,440$ 2,150,140$ 2,217,640$
Personnel Complement
Full-time:
Director 1.0 1.0 1.0 1.0 1.0 1.0
Planning Manager 1.0 1.0 1.0 1.0 1.0 1.0
Associate Planner 1.0 1.0 1.0 1.0 1.0 1.0
Assistant Planner 1.0 1.0 1.0 1.0 1.0 1.0
Community Services Specialist 1.0 1.0 1.0 1.0 1.0 1.0
Permit Technician 1.0 1.0 1.0 1.0 1.0 1.0
Building Permit Technician 1.0 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Office Assistant I 0.5 0.5 0.5 0.5 0.5 0.5
Comm. Development Intern 0.5 0.5 0.5 0.5 0.5 0.5
Total 8.0 8.0 8.0 8.0 8.0 8.0
2024-25
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PUBLIC SAFETY
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Police Department
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INTRODUCTION
Keeping people safe is a core element of City services. In addition to the City’s efforts to avoid unsafe
conditions, the City also provides services that quickly respond when needed.
POLICE DEPARTMENT
PURPOSE
The purpose of the Arroyo Grande Police Department is to maintain public peace, safeguard lives and
property, and provide for a quality of life whereby those persons within the City of Arroyo Grande have a
sense of security and freedom in their daily activities. To achieve these ends, the Arroyo Grande Police
Department will maintain the capability to provide a superior level of law enforcement and related
services that are appropriate and timely. Specifically, the Arroyo Grande Police Department will maintain
a viable proactive organization that recognizes and effectively responds to current and future community
needs and maximizes the available resources, personnel, and technology.
SERVICES AND STRUCTURE
The Police department is responsible for maintaining public order and safety, enforcing the law, and
preventing, detecting, and investigating criminal activities.
The Police Department is led by a Chief of Police and is supported by two Commanders who oversee two
divisions: Support Services and Patrol Services. Support Services consist of investigations, Police Service
Technician, records, property, traffic bureau, and evidence, youth cadet program and School Resource
Officer. Patrol Services consists of patrol operations, regional SWAT, field training program,
communication and dispatch MOU.
The Police Department operates the following programs:
Support Services Program
Support Services facilitates Crime prevention education, homeless outreach, neighborhood watch
programs, tobacco compliance, and planning for special events.
Patrol Services Program
Patrol Services facilitates directed traffic enforcement, DUI grants, Sex Offender registration, probation
and warrant sweeps, high-risk operations, emergency services, and military surplus acquisition.
FY 2024-25 SIGNIFICANT ACCOMPLISHMENTS
• Introduced a full-time Police Services Technician dedicated to assisting with non-emergent calls for
service, such as crime reports, parking issues, ordinance enforcement, property and evidence, crime
scene processing, and traffic collision investigation.
• Successful completion of a Property and Evidence Audit
• Introduced License Plate Reader technology
• Introduced a Public Safety Video camera program
• Updated Emergency Operation Center infrastructure and technology
• Developed standard operating procedures for a shared radio communication structure with the
Grover Beach Police Department, enabling faster mutual aid response and support to each agency.
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Police Department
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PERFORMANCE MEASURES
Measure FY 23-24
Actual*
FY 24-25
Projected
Actual*
FY 25-26
Target*
FY 26-27
Target*
1 Total Calls for Service 16,946 18,300 19,000 19,400
2 Reduce Crime (# of total Group A
Crime by year)**
618 600 590 580
3 Driving under the influence/ Arrests 92 120 125 130
4 Total Arrests 562 620 640 640
*Note numbers are reported by calendar year
** Group A Crimes include: homicide, larceny, rape, assault, arson, robbery, burglary, and vehicle theft.
FY 2025-27 DEPARTMENT WORK PLAN
Police
Strategic Goal Task/Action
State Mandate ° Continued Mandated Training for Staff ° Complete after action report for wellness grant ° Replace Expired Protective Equipment ° RIPA (Racial and Identity Profiling Advisory) Board Reporting ° Partner with the City of Grover Beach and Pismo Beach to establish a hybrid 5 Cities co-response model with SLO County behavioral health to assist with mental health calls and subjects in crisis. ° Create standard operating procedures for shared radio communication with the Grover Beach Police DepartmentFill vacant leadership positions due to retirement and vacancies ° Successfully recruit and train two (2) entry-level police officers to fill current vacant positions
Standard Operations
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Police Department
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POLICE DEPARTMENT ORGANIZATIONAL CHART
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Police Department
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2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Expenditures by Program
Police 1,539,432$ 1,593,737$ 1,593,737$ 1,592,388$ 1,690,986$ 1,764,815$
Patrol Services 3,796,634 4,169,500 4,169,500 4,154,700 4,490,700 4,625,900
Police Support Services 1,309,385 1,592,835 1,592,835 1,584,035 1,453,710 1,446,700
OTS - Special Grant Progroms 43,462 - 72,668 72,668 - -
DOJ Tobacco Grant - - - - - -
Total 6,688,913$ 7,356,072$ 7,428,740$ 7,403,791$ 7,635,396$ 7,837,415$
Expenditures by Category
Salary and Benefits 5,281,113$ 5,782,000$ 5,844,491$ 5,844,491$ 6,013,100$ 6,177,900$
Services and Supplies 1,116,547 1,261,786 1,271,963 1,273,657 1,326,510 1,325,200
Debt Service 283,240 282,786 282,786 275,643 282,786 282,786
Operating Eqipment 8,013 29,500 29,500 10,000 13,000 51,529
Capital Items and Transfers - - - - - -
Total 6,688,913$ 7,356,072$ 7,428,740$ 7,403,791$ 7,635,396$ 7,837,415$
Funding Sources
General Fund 6,688,913 7,356,072 7,428,740 7,403,791 7,635,396 7,837,415
Personnel Complement
Full-time:
Chief of Police 1.0 1.0 1.0 1.0 1.0 1.0
Commander 2.0 2.0 2.0 2.0 2.0 2.0
Sergeant 5.0 5.0 5.0 5.0 5.0 5.0
Senior Police Officer 6.0 6.0 6.0 6.0 6.0 6.0
Police Officer 13.0 13.0 13.0 13.0 13.0 13.0
Executive Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Records Supervisor - - - - 1.0 1.0
Records Clerk 2.0 2.0 2.0 2.0 1.0 1.0
Police Services Technician - 1.0 1.0 1.0 1.0 1.0
Total 30.0 31.0 31.0 31.0 31.0 31.0
Part time (FTE):
Training Technician 0.5 0.5 0.5 0.5 0.5 0.5
Total 0.5 0.5 0.5 0.5 0.5 0.5
Sworn Employees 27.0 28.0 28.0 28.0 29.0 29.0
Non-sworn Employees 3.5 3.5 3.5 3.5 2.5 2.5
2024-25
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Fire Department – Five Cities Fire Authority
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In 2004, the cities of Arroyo Grande and Grover Beach collaboratively entered into an agreement
to share one fire chief and training officer. This agreement was expanded over the next several
years to include equipment sharing, a consolidation of the reserve firefighter program, and the
introduction of "boundary drops," meaning that the closest fire resource would be dispatched to
a 9-1-1 call without consideration of community boundary. In 2009, the Oceano Community
Services District joined the other communities and on July 9, 2010, a complete fire department
consolidation took place, resulting in the creation of the Five Cities Fire Authority (FCFA). As was
anticipated in 2010, the communities have increased their demand for service, commercial and residential
development projects have continued with multiple projects being three stories in height. As calls for
services have increased, so has the cost of providing the service. After two failed revenue measure
attempts, the Oceano Community Services District (OCSD) filed an application with the Local Agency
Formation Commission (LAFCO) for the Divestiture of Fire Protection Services, with a departure date from
the FCFA of June 30, 2023. Accordingly, the cities of Arroyo Grande and Grover Beach executed a new
Joint Power Association to continue operating the FCFA. Acknowledging that the divestiture process
would likely extend beyond June 30, 2023, the FCFA provided a short-term contract for services with the
OCSD that concluded on December 31, 2024. LAFCO approved a Contract for services between the FCFA
and the County of San Luis Obispo to serve Oceano, effective December 31, 2024. This contract has a
three-year term with two one-year extension options. FCFA responded to 2457 incidents in the City of
Arroyo Grande in 2024. This was a 25% increase from the previous year.
FY 2024-25 SIGNIFICANT ACCOMPLISHMENTS
• Initiated the Community Risk Assessment/Standards of Cover/Strategic Plan
• Recruited 5 new Firefighters – First female Firefighter and First Spanish Speaking Firefighter
• Promoted 3 new Fire Engineers
• Promoted 2 new Fire Captains
• Instructor Services Agreement with Allan Hancock College
• Hosted National Fire Academy Leadership and Supervision Course
• Installation of pre-emptive traffic control devices (Spring of 2025)
• Completed the Station Alerting System Upgrades
• Hosted Fire Prevention Week Open House
• Initiated a Cadet program in partnership with the Arroyo Grande Police Department
• Implemented an MOU with Arroyo Grande Police to maintain Fire Investigator firearms
certification
• Implemented PS Trax reporting software
• Purchased a new ventilation training prop with Joint Apprentice Committee (JAC) Funds and a
Friends of FCFA donation
• Converted Mobile Data Computers to iPads
• Transitioned FCFA to a 2-year budget cycle to align with member agencies
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Fire Department – Five Cities Fire Authority
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PERFORMANCE MEASURES
Measure FY 23-24
Actual*
FY 24-25
Projected
Actual*
FY 25-26
Target*
FY 26-27
Target*
1 Incident Response 2060 2397 2450 2490
2 Average Total Response Times 06:31 05:54 05:45 05:45
3 Initial Weed Abatement Inspection
List
400 163 150 130
FCFA ORGANIZATIONAL CHART
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Fire Department – Five Cities Fire Authority
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2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Expenditures by Program
City Contribution to FCFA 3,890,910 3,978,000 3,978,000 3,978,000 4,076,500 4,168,900
Expenditures by Category
Services and Supplies 3,890,910 3,978,000 3,978,000 3,978,000 4,076,500 4,168,900
Funding Sources
General Fund 2,941,910 2,983,500 2,983,500 2,983,500 3,082,000 3,174,400
Local Sales Tax Fund
Measure O-06 949,000 994,500 994,500 994,500 994,500 994,500
Funding Source Total 3,890,910 3,978,000 3,978,000 3,978,000 4,076,500 4,168,900
2024-25
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RECREATION
SERVICES
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Recreation Services
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PURPOSE
To create healthy, sustainable spaces and meaningful experiences that invite people of all ages to play, learn,
and connect—enhancing well-being, personal growth, and the cultural and economic vibrancy of Arroyo
Grande.
SERVICES AND STRUCTURE
The Recreation Services Department consists of the following programs:
Recreation Administration
Implement Council goals and direction; provide leadership of and for the Recreation Services Department;
coordinate with other City departments to accomplish goals and objectives; provide high-level customer
service to the community (internal and external); and represent the City in non-profit and business
partnerships. In FY 2023-24, Recreation Administration assumed responsibility for administering the Tourism
Business Improvement District (TBID).
Facilities
Provide and facilitate access to public facilities, including two community centers, public parks, Soto Sports
Complex, community gardens, and tennis and pickleball courts; coordinate public requests and develop
relationships with external users; organize maintenance and City schedules; administer and collect fees;
oversee facility supervision and operations.
Special Events
Plan, develop, and provide opportunities for community engagement, fun, and celebration. Work with local
agencies, non-profits, and businesses to enrich the community through historical, cultural, and relevant events.
Volunteer Program
Recruit, train, and oversee volunteers to assist with events, special projects, and City operations. Develop
relationships with the community and neighboring agencies to provide continuity and support.
Adult Sports
Coordinate adult basketball and softball sports leagues for the community. Provide relevant active sports
opportunities for adults.
Youth Sports
Coordinate the Youth Wrestling program. Provide relevant active sports opportunities for youth.
Special Interest Classes
Contract with instructors to teach exercise, art, and a variety of enrichment classes. Contract with
instructors/agencies to provide holiday and summer camps for youth and programs to support health and
wellness for the community.
FY 2024-25 SIGNIFICANT ACCOMPLISHMENTS
• Assumed the administration of the Arroyo Grande Tourism Business Improvement District (AGTBID).
• Onboarded new marketing firm and Board members for AGTBID.
• Sponsored and supported regional events contributing to increased hotel occupancy and local revenue.
• Attained the highest level of revenue in special interest classes at over $345,000.
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Recreation Services
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• Successfully planned and executed over 30 community events annually, including the Summer Concert
Series, Holiday Parade, and 4th of July in the Village.
• Reintroduced specialty classes post-COVID, including Zumba (indoors), Senior Fitness, and balance classes.
• Grew the volunteer program to over 680 volunteers, including youth volunteer groups from Cal Poly and
Arroyo Grande High School.
• Partnered with two Cal Poly landscape architectural design classes to propose options for Soto Sports
Complex and Short Street.
• Recruited and onboarded new staff, including a Recreation Specialist, to support growing program needs
and improve service delivery.
• Maintained affordable pricing structures and expanded scholarship offerings in partnership with the
South County Youth Coalition to ensure equitable access to programs and services for all Arroyo Grande
residents.
• Expanded the Halloween Carnival & Maze to a multi-day event.
• Expanded the Summer Concert Series from July 4th through the weekend before Harvest Festival.
PERFORMANCE MEASURES
Measure FY 23-24
Actual
FY 24-25
Projected
Actual
FY 25-26
Projected
FY 26-27
Target
1 Number of specialty class offerings 681 603 681 690
2 Number of special events
25 31 33 33
3 Number of volunteer hours
4,022 4,138 4,200 4,200
4 Participation (registration in classes,
leagues, sports, programs)
7,520 7,751 6,850 6,900
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Recreation Services
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FY 2025-27 DEPARTMENT WORK PLAN
Strategic Goal Task/Action ° Identify a new location for a community center in alignment with the approved Soto Sports Complex Master Plan and in response to the closure of the Mark M. Millis Community Center. ° Implement the Special Events Policy to guide the planning and permitting of community and special events.Formalize partnerships with 3 additional services organizations or businesses to co-host events or provide in-kind services ° Establish a "Recreation Ambassador" volunteer program to support events and build community pride ° Collaborate in the completion of the City’s General Plan, with a focus on advancing the Parks and Recreation Element to guide long-term planning and investment.° Implement and utilize tracking mechanism to evaluate economic impact of recreation-led events ° Incorporate water conservation messaging into community events, programs and facility use signage° Pursue at least two grant applications or partnerships to support recreation infrastructure and park improvements ° Develop and host a shoulder-season signature event in collaboration with AGTBID to drive overnight visitation and increase destination awareness ° Refine the AGTBID sponsorship program to ensure strategic investment in events that yield measurable visitation, align with destination branding, and support TOT growth ° Pursue strategic partnerships to develop a concept and preliminary design for a new community center that meets current and future community needs. 1.1b Develop a Special Event that drives visitation during shoulder and winter months and build destination awareness 1.3a Work on changes to TBID ordinance for expanded use of TOT funds1.3b Bring changes to TBID assessment and ordinance to Council for approval1.3c Evaluate opportunities related to City TBID and potential TOT Measure1.3d Hold study session with City Council and visitor serving accomodations to eliminate TBID1.3h Bring TOT measure to City Council for consideration of placing on the November 2026 ballot
Recreation Services
Standard Operations
Pursue New Revenue Sources
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Recreation Services
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RECREATION SERVICES DEPARTMENT ORGANIZATIONAL CHART
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Recreation Services
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2023-24 2025-26 2026-27
FINAL ADOPTED ADJUSTED ESTIMATED PROPOSED PROPOSED
ACTUAL BUDGET BUDGET ACTUAL BUDGET BUDGET
Expenditures by Program
Recreation Administration 479,359$ 509,900$ 509,900$ 570,150$ 654,550$ 675,650$
Pre-School Program 42,386 - - - - -
Recreation-Special Programs 301,325 258,850 258,850 301,350 326,000 341,150
Children In Motion 93,412 - - - - -
Total 916,482$ 768,750$ 768,750$ 871,500$ 980,550$ 1,016,800$
Expenditures by Category
Salary and Benefits 539,801$ 419,500$ 419,500$ 419,500$ 574,400$ 594,300$
Services and Supplies 376,680 299,250 299,250 402,000 406,150 422,500
Operating Eqipment - - - - - -
Capital Items and Transfers - - - - - -
Total 916,482$ 718,750$ 718,750$ 821,500$ 980,550$ 1,016,800$
Funding Sources
General Fund 916,482$ 768,750$ 768,750$ 871,500$ 980,550$ 1,016,800$
2023-24 2025-26 2026-27
PROPOSED PROPOSED PROPOSED ESTIMATED PROPOSED PROPOSED
BUDGET BUDGET BUDGET ACTUAL BUDGET BUDGET
Personnel Complement
Recreation Administration
Full time:
Recreation Director 1.0 1.0 1.0 1.0 1.0 1.0
Recreation Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Recreation Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Volunteer & Class Coordinator 0.5 0.5 0.5 0.5 0.5 0.5
Recreation Specialist - 0.5 0.5 0.5 0.5 0.5
Senior Facility Attendant 0.7 0.7 0.7 0.7 0.7 0.7
Facility Attendant 0.5 0.5 0.5 0.5 0.5 0.5
Facility Attendant 0.5 0.5 0.5 0.5 0.5 0.5
Sports Facility Attendant 0.2 0.2 0.2 0.2 0.2 0.2
Department Total 5.4 5.9 5.9 5.9 5.9 5.9
2024-25
2024-25
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DEBT MANAGEMENT
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The City of Arroyo Grande’s budgeted debt obligations for FY 2025-26 include scheduled principal and interest
payments for outstanding long-term debt incurred for capital improvement projects and major infrastructure
investments. As of FY 2025-26, the City’s total outstanding long-term debt is approximately $1,151,956, with
scheduled debt service payments totaling $78,238 in the current fiscal year. These obligations are funded primarily
through the General Fund, Water and Sewer Enterprise Funds, and other designated funding sources.
The City’s outstanding debt includes:
• California Energy Resources Conservation and Development Commission Loan Payable: On July 7, 2010, the
City entered into a loan agreement with the California Energy Resources Conservation and Development
Commission (CA Energy). The purpose of the loan was to partially fund the city-wide energy savings project.
The project consisted of heating, ventilation, and air conditioning retrofits including equipment, building
controls, lighting equipment and lighting controls, installation of vending machine misers, installation of LCD
computer monitors, installation of computer controls, and installation of LED streetlights. Installation
occurred at all City-owned buildings including city council chamber, city hall, fire department, community
center, corporate yard, Soto Field complex, and recreation services building. In the event of default, all
remaining payments are due in full.
The outstanding loan payable debt of the City at June 30, 2024 is shown below:
The future minimum payment obligation for the loan payable is as follows:
• United States Department of Agriculture Loan Payable: On September 1, 2010, the City entered into a lease-
purchase agreement with the United States Department of Agriculture (USDA). The purpose of this loan was
to acquire the property and office building for the relocation of the City Hall offices. In the event of default,
all remaining payments are due in full. The outstanding loan payable debt of the City at June 30, 2024 is shown
below: State Revolving Fund (SRF) Loan used for water system improvements.
The future minimum payment obligation for the USDA loan payable is as follows:
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Recreation Services
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Total debt service payments budgeted for FY 2025-26 are $78,238, consisting of $47,011 in principal and $31,227 in
interest. These payments are in accordance with the City’s adopted debt service schedules and comply with all bond
covenants and legal requirements. The City does not anticipate issuing new debt in FY 2025 but will continue to
evaluate financing options for future capital needs as part of its long-range financial planning.
The City continues to comply with all bond covenants and maintains a strong credit rating. At this time, the City does
not anticipate issuing new debt in FY 2024–25 but will continue to evaluate long-term financing options to support
future capital needs identified in the City’s Capital Improvement Program (CIP).
Debt service obligations are reviewed annually to ensure sustainability and alignment with the City's debt
management policy and long-range financial goals.
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CAPITAL
IMPROVEMENT
PROGRAM
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OVERVIEW
This Capital Improvement Program (CIP) 10-year plan outlines anticipated City infrastructure improvements for
fiscal years (FY) 2025-26 through FY 2034-35 and serves as a public information document, approved by the City
Council, to advise residents and property owners on how the City plans to address significant capital needs. It
contains information about the scope, location and funding for these projects.
Each year, the overall goal for capital improvements and the means for accomplishing them are assessed. Every
project in the plan has been considered for its financial feasibility, public safety, state and federal compliance,
environmental impact, conformance to previously adopted plans, priorities established from the City Council, and
ability to meet public needs.
The FY 2025-26 through FY 2034-35 CIP totals $138,128,065. It is a flexible plan that can be altered as conditions,
funding, priorities and regulations change.
The Capital Improvement Program (CIP) represents a 10-year scheduling plan of public infrastructure
improvements and expansion, with many of it largely based on previously adopted master plans such as the
Wastewater and Water Master Plans. The CIP is divided into nine category types – Bridges, Drainage, Parks & Play
Structures, Public Facilities, Sewer, Sidewalks, Streets and Transportation, Technology, and Water.
The benefits of adopting a Capital Improvements Plan are that it:
• Preserves and improves the infrastructure of Arroyo Grande through capital asset construction,
rehabilitation and maintenance,
• Maximizes the useful life of capital investments by scheduling major renovations and modifications at the
appropriate time in the life cycle of the facility;
• Improves coordination and scheduling of public improvements that require more than one year to
complete,
• Provides an opportunity for long-range financial planning and management, and
• Offers an opportunity for residents and the community to participate in decisions that impact their quality
of life.
With growing demands for project expenditures and a limited amount of revenues available, it has become
increasingly difficult to predict the availability of future funding for capital projects. As the population in Arroyo
Grande continues to grow, so do the demands on City services. It is imperative that the City formulate and organize
the use of our limited dollars wisely to complete this plan and ultimately benefit all citizens of Arroyo Grande.
CAPITAL PROJECT DEFINITION
Capital projects are typically projects that lead to the acquisition, construction, improvement or extension of the
useful life of capital assets. Capital assets include but are not limited to land, facilities, buildings, parks, playground
equipment, streets, sidewalks, bridges, water, wastewater and storm drain infrastructure, technology systems
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and equipment, traffic control devices, and many other items that deliver a public benefit for a prolonged period
of time.
Capital expenditures and operating expenditures are primarily differentiated by two characteristics: the dollar
amount of the expenditure and the useful life of the asset acquired, constructed, or maintained. Capital
expenditures typically enhance, acquire or extend the useful life of assets through a variety of activities. Activities
that are associated with capital projects include: land acquisition, feasibility and design studies, planning, design,
construction, rehabilitation, enterprise technology acquisition, and project Implementation. In general, capital
projects in the CIP:
• Have a total project cost in the range of $25,000 or more,
• Consist of construction, renovation, rehabilitation, conversion or demolition of infrastructure or facilities;
and
• Have a minimum useful life of three years, significantly extend the useful life of a capital asset, or
significantly alter the nature, character or use of an asset.
PLANNING PROCESS
Public Works serves as the lead Department for developing the Adopted FY 2025-26 and FY 2026-27 CIP Program
and Budget. Public Works, in conjunction with other Departments, reviewed the City’s capital needs and
prioritized project submittals based on established criteria outlined below. Departments submit projects for
funding consideration with a priority ranking, and the Public Works Department, Administrative Services
Department, and City Manager review and evaluate submittals. Project submittals are also evaluated within the
context of available funding limits to ensure that the limited resources available fund priority projects, while at
the same time, maintain the City’s existing infrastructure and minimize future replacement costs. The following
criteria are taken into consideration:
• The ability of the project to meet health, safety, and legal concerns and mandates,
• The value of the project to prolong the life of City assets or avoid/minimize future repair costs,
• The benefit the project will provide the community is in support of the goals articulated in the Council
Goals,
• The potential for the project to generate savings or increase productivity, and
• The extent to which the project will secure future funds through program planning or grant eligibility.
PROPOSED PLAN
The FY 2025-26 through FY 2034-35 CIP totals $138,128,065. The City completed 12 projects in the previous fiscal
year. Completed projects no longer to be shown in the CIP, and New Projects, are listed below:
Completed projects:
• Public Safety Video Cameras (Phase 1)
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• Swinging Bridge Rehabilitation
• Lift Station 3 – upgraded piping protection
• Replacement of Emergency Back-up Generator at Fire Station 1
• Phased Water Main Replacement – Highway 101 Crossing, El Camino Real to West Branch Street
• Trenchless Sewer Rehabilitation -El Camino Real to West Branch St.
• Fire Station 1 Apparatus Bay Doors
• 191 Tally Ho - removal of bump out – Right of Way Acquisition, retaining wall and street repair
• Public Works Office Space Remodel
• Galvanized Service Replacements – upgrade to PVC water service
• 2024 Streets Repairs – 5.2 miles of street repairs and 9 ADA curb ramp upgrades
• Cornwall Waterline Replacement
New Projects in FY 2025-26:
• Traffic Way Bridge replacement habitat mitigation
• Watershed Management Plan and Stormwater Master Plan
• Soto Basin #2 Reservoir Liner Repair
• Replace Beach Volleyball Court at Rancho Grande Park
• Fire Station 1 HVAC Unit Replacement
• Fire Station 1 Front Lobby Security
• City Structures Roof Repairs (City Hall Roof, Balcony & Southern & Western Siding, Old City Hall, Council
Chambers, Elm St. Restroom, PD, Women's Club, Fire)
• Old City Hall Building Repairs
• Facilities Safety/ADA Improvements
• Master Plan incl. ADA Access (Community Center, Elm St. Park, Soto Sports Complex, Don Roberts Field,
Corp Yard) & Community Survey
• E. Grand (Halcyon to Elm) Economic Development Master Plan
• Replacement of Traffic Guardrails
• Huasna Road, Corbett Canyon and E. Brach Street Intersection Roundabout
• Public Safety Camera System - Phase 2
• Virtual Server Farm at City Hall and PD, and Nimble Network Storage
• Update IT Firewall at City Hall
• Digital Community Bulletin Board Project
• Software for Public Safety Camera System to allow Traffic Count Data
• Reservoir No. 5 Redundancy Water Interconnect (Los Ciervos to Andre Dr.)
• Water Main and Service Replacement related to PMP Projects – underground water utility work that
needs to be completed in advance of paving to reduce potential for the need to cut into brand-new
pavement.
These capital projects represent the vision for short- and long-range development, maintenance, improvement,
and building of new infrastructure and facilities to benefit residents, businesses, property owners, City service
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operations, and visitors. Because the Plan addresses several years of projects, it will serve as a guidance document
and must be adjustable to changes and therefore the capital projects included in the Plan are not guaranteed to
be delivered. If priorities change, emergent needs arise, or funding sources evolve, capital projects may be added,
modified in scope, or eliminated.
Table 1 depicts the proposed annual appropriations for the 10-year period in each of the major project category,
which are primarily major maintenance activities on City infrastructure. The largest categories of projects are for
the Streets and Transportation, which includes the Pavement Management Program, followed by Water projects,
including Water Main and Service Replacement and the Advanced Metering Infrastructure projects. This is
followed by $10.7 million for bridge replacement projects, $9.1 million for public facilities, $5.8 million for Sewer
projects, $5 million for sidewalks, $4.6 million for parks & play structures, $2.6 million for drainage, and $825,000
for technology projects. It should be noted that the types of projects are based on the best fit and may cover
multiple project types.
Table 1 lists the types of projects and their total amounts by fiscal year for FY 2025-26 through FY 2034-35. Table
1 is followed by Chart 1 illustrating the types of projects over the entire 10-year CIP.
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Table 1 – FY 2025-26 through FY 2034-35 Capital Improvement Projects by Project Type
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Chart 1 – FY 2025-26 through FY 2034-35 Capital Improvement Projects by Project Type
Capital projects are scheduled throughout the 10-year plan only those projects with activity scheduled during the
first two year’s (FY 2025-26 and FY 2026-27) are adopted as part of the City’s Biennial Budget process. Projects
slated for subsequent years may be adjusted to reflect changes in priority or funding. Preparation of the CIP is a
result of considerable effort from staff in all departments in the City. Each year staff reassesses overall goals for
capital improvements, and the means for accomplishing them.
FUNDING
All funding sources that may be used for various capital improvements are reviewed each year. Much of the work
to develop the CIP focuses on the balancing of available resources with the identified capital needs. Consideration
must be given to factors such as annual revenue projections from various sources, restrictions on the uses of
certain funds, legal limitations on debt capacity, and City policies relative to project funding.
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There are limited sources of funding available for capital improvements, some sources like Development Impact
Fees (DIF) have restrictions on their use within broad categories, which are described below. For this reason,
outside grants are a significant source of funding for capital projects and are typically needed to advance major
capital investments.
Internal Sources
Measure O-2006 Sales Tax Fund (Fund 120): This fund accounts for the revenues derived from Measure O 2006
Sales Tax, a local 1/2% sales tax approved by the City's voters in November 2006.
Measure E-2024 Sales Tax Fund (Fund 140): This fund accounts for the revenues derived from Measure E 2024
Sales Tax, a local 1% sales tax approved by the City's voters in November 2024.
Senate Bill 1 (SB1) Fund (Fund 220): On April 28, 2017, the Governor signed SB1, known as the Road Repair and
Accountability Act of 2017. SB1 increases gasoline taxes and vehicle registration fees to address deferred
maintenance on the State highway system and the local street and road system. These additional taxes are
deposited by the State Controller into the Road Maintenance and Rehabilitation Account (RMRA).
State COPS Block Grant Fund (Fund 271): This fund accounts for the receipt and use of monies from the State of
California restricted to the purchase of police equipment and technology for crime prevention.
Sewer Fund (Fund 612): This fund is used to account for maintenance of sewer lines connecting City residents to
the South San Luis Obispo County Sanitation District sewer treatment plant. Money is collected from utility bills
paid by customers.
Water Fund (Fund 640): This fund is used to account for the activities associated with the transmission and
distribution of potable water by the City to its users. Money is collected from utility bills paid by customers.
In-Lieu Parking Fee Fund (Fund 751): This fund accounts for revenue derived from in-lieu fees charged to
businesses when using parking spaces within the Village parking lots.
Development Impact Fee (DIF) Sources
Fire Facilities DIF (Fund 210): This fund accounts for impact fees collected from developers for the expansion of
the existing fire station in order to serve future development.
Police Facilities DIF (Fund 212): This fund accounts for impact fees collected from developers for the expansion
of the existing police facility in order to serve future development
Park Facilities DIF (Fund 213): This fund accounts for the receipts of park-in-lieu fees (Quimby) and grant revenues
that are used for construction, park acquisition, and development of park facilities.
Park Improvement DIF (Fund 214): Impact fees collected from developers for park improvements are to be used
to maintain the adopted level of service for neighborhood and community parks of 4.0 acres per thousand
population. This fund accounts for the receipt and use of these monies.
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Recreation Facilities DIF (Fund 215): This fund accounts for impact fees collected from developers and used for
recreation facilities in order to maintain the adopted level of service of recreation/community center facilities of
542 square feet per thousand population.
Traffic Signalization DIF (Fund 222): This fund accounts for traffic signalization assessment levied against
developments for the future cost of traffic signals.
Transportation Facilities DIF (Fund 224): This fund accounts for transportation facilities fees paid to protect the
public health, safety, and welfare by maintaining the existing level of public services for existing and future
residents within the City.
Storm Drain Facilities DIF (Fund 231): This fund accounts for impact fees paid by development and are restricted
to improving storm drains within the City.
Sewer Facility DIF (Fund 634): This fund is used to account for the accumulation of sewer facility revenues to be
used in capital improvement projects in the City. Money is collected from development to offset the impacts new
development has on the sewer collection system.
Water Facility DIF (Fund 642): This fund is used to account for the accumulation of water facility revenues to be
used in capital improvement projects in the City. Money is collected from development to offset the impacts new
development has on the water distribution system.
Other CIP Funding Sources
The City continues to aggressively seek grants for a wide variety of needs. While by their nature, these grants are
only available for specific projects and purposes, and are often cyclical and competitive, they represent a
significant addition to local funds. Grants are the most viable source to fund new improvements and allow internal
funds to be kept available for existing assets. Internal funds are also necessary for leverage and matching fund
requirements of grants.
Arroyo Grande receives a significant amount of funding from outside sources. These include grants received from
the Active Transportation Program (ATP), Community Development Block Grant (CDBG), Highway Bridge Program
(HBP), Safe Routes to School (SR2S), and Safe Streets and Roads for All (SS4A). Outside grants fund a wide array
of projects, including parks, recreational facilities, bicycle and pedestrian facility improvements, bridge
reconstruction and retrofits, and transportation and safety projects. Staff continue to seek grants whenever
projects are competitive and meet the City’s need to address unfunded priorities.
The FY 2025-26 through FY 2034-35 Capital Improvement Plan has 23 funding sources. The total estimated cost
of all projects included in the ten-year plan, is $138,128,065. A summary of the costs by funding source is
summarized below. This table is followed by a pie chart illustrating the percentage of each funding source
supporting the entire 10-year CIP plan.
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Table 2 – FY 2025-26 through FY 2034-35 Capital Improvement Projects by Funding Source
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Chart 2 – FY 2025-26 through FY 2034-35 Capital Improvement Projects by Funding Source
The following pages provide summary information for each project with proposed funding during the ten year
period as well as an overall summary of all projects. The final section breaks down each fiscal years projects.
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Request Title Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 10 Year Total
BRIDGE PROJECTS
Bridge Street Bridge Habitat
Mitigation
4487 - HBP
48,628 - - - - - - - - - 48,628
Traffic Way Bridge Replacement 4487 - HBP 5,580,786 - - - - - - - - -
4950 - Measure O-2006 Sales Tax 792,745 - - - - - - - - -
4950 - Sales Tax - Outreach 50,000 - - - - - - - - - 6,423,531
Traffic Way Bridge replacement
habitat mitigation
4487 - HBP
44,265 44,265 44,265 44,265 44,265 - - - - -
4950 - Measure O-2006 Sales Tax
5,735 5,735 5,735 5,735 5,735 - - - - - 250,000
Mason Street Bridge 4960 - Measure E-2024 Sales Tax - - - - - - - - 3,000,000 - -
4950 - Measure O-2006 Sales Tax - - - - - - - - 900,000 - 3,900,000
Fair Oaks Bridge Coating 4950 - Measure O-2006 Sales Tax - - - - - - - - - 60,000 60,000
TOTAL BRIDGE PROJECTS 6,522,159 50,000 50,000 50,000 50,000 - - - 3,900,000 60,000 10,682,159
Request Title Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 10 Year Total
DRAINAGE PROJECTS
Watershed Management Plan and
Stormwater Master Plan
4950 - Measure O-2006 Sales Tax
500,000 - - - - - - - - - 500,000
Corrugated Metal Pipe (CMP)
Investigation and Repair
4950 - Measure O-2006 Sales Tax
- 290,000 397,500 - 397,500 - 390,000 - 390,000 -
4924 - Storm Drain Facilities DIF - 10,000 2,500 - 2,500 - 10,000 - 10,000 - 1,900,000
Trash Amendments Compliance 4950 - Measure O-2006 Sales Tax
- 71,500 65,000 67,500 - - - - - -
4924 - Storm Drain Facilities DIF - 2,500 5,000 2,500 - - - - - - 214,000
TOTAL DRAINAGE PROJECTS 500,000 374,000 470,000 70,000 400,000 - 400,000 - 400,000 - 2,614,000
Request Title Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 10 Year Total
PARKS & PLAY STRUCTURES PROJECTS
Soto Basin #2 Reservoir Liner
Repair
4950 - Measure O-2006 Sales Tax
200,000 - - - - - - - - - 200,000
Replace Beach Volleyball Court at
Rancho Grande Park
4950 - Measure O-2006 Sales Tax
25,000 - - - - - - - - - 25,000
ADA Bathrooms Elm Street Park 4950 - Measure O-2006 Sales Tax - 175,000 - - - - - - - - -
4921 - Park Facilities DIF - 175,000 - - - - - - - - 350,000
Foot Bridge & Kiosk at Entrance of
James Way
Open Space
4914 - Park Improvement
- 50,000 - - - - - - - - 50,000
Short Street Plaza Design 4921 - Park Facilities DIF - 135,000 - - - - - 600,000 - -
4950 - Measure O-2006 Sales Tax - 45,000 - - - - - 200,000 - - 980,000
Rotary Bandstand (Termite
Treatment, Repairs, Camera)
4950 - Measure O-2006 Sales Tax
- - 40,000 - - - - - - - 40,000
Soto Sports Complex LED Lighting 4950 - Measure O-2006 Sales Tax - - - - 100,000 - - - - - 100,000
Don Roberts Scoring Shed at
4950 - Measure O-2006 Sales Tax - - - - - 10,000 - - - - 10,000
Rancho Grande Playground
Replacement
4950 - Measure O-2006 Sales Tax
- - - - - 800,000 - - - - 800,000
Pump Track/Skate Park 4921 - Park Facilities DIF - - - - - 100,000 - - - - 100,000
Strother Park Playground
Equipment Replacement (Small)
4950 - Measure O-2006 Sales Tax
- - - - - - 250,000 - - - 250,000
Oro Park Playground Equipment 4950 - Measure O-2006 Sales Tax - - - - - - 250,000 - - - 250,000
Soto Sports Complex ADA Access
Trails, Circulation, Irrigation
4950 - Measure O-2006 Sales Tax
- - - - - - - - 800,000 - 800,000
Kiwanis Park ADA Access 4950 - Measure O-2006 Sales Tax - - - - - - - - - 350,000 350,000
Heritage Square Park Playground
Replacement
4950 - Measure O-2006 Sales Tax
- - - - - - - - - 250,000 250,000
TOTAL PARKS & PLAY STRUCTURES PROJECTS 225,000 580,000 40,000 - 100,000 910,000 500,000 800,000 800,000 600,000 4,555,000
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Request Title Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 10 Year Total
PUBLIC FACILITIES PROJECTS
Fire Station 1 HVAC Unit
Replacement
4950 - Measure O-2006 Sales Tax
100,000 - - - - - - - - - 100,000
Fire Station 1 Front Lobby Security 4950 - Measure O-2006 Sales Tax 22,000 - - - - - - - - - 22,000
City Structures Roof Repairs (City
Hall Roof, Balcony & Southern &
Western Siding, Old City Hall,
Council Chambers, Elm St.
Restroom, PD, Women's Club,
Fire)
4950 - Measure O-2006 Sales Tax
350,000 - - - - - - - - -
4914 - Park Improvement 20,000 - - - - - - - - - 370,000
Old City Hall Building Repairs 4950 - Measure O-2006 Sales Tax
100,000 - - - - - - - - - 100,000
ADA Improvements 4950 - Measure O-2006 Sales Tax
75,000 - - - - - - - - - 75,000
Safety Security 4950 - Measure O-2006 Sales Tax
25,000 - - - - - - - - - 25,000
Master Plan incl. ADA Access
(Community Center, Elm St. Park,
Soto Sports Complex, Don Roberts
4950 - Measure O-2006 Sales Tax
275,000 - - - - - - - - - 275,000
EV Infrastructure Master Plan 4499 - Other Gov Agencies - 150,000 - - - - - - - - 150,000
City Facility Access Control
Upgrades (PW, Parks, Chambers,
Fire, PD)
4950 - Measure O-2006 Sales Tax
- 100,000 - - - - - - - - 100,000
City Council Chambers Remodel 4950 - Measure O-2006 Sales Tax
50,000 200,000 - - - - - - - - 250,000
Recreation Services / Community
Center Building
4950 - Measure O-2006 Sales Tax
- 600,000 735,000 735,000 - - - - - -
4906 - Recreation Facilities DIF - - 15,000 15,000 - - - - - -
4499 - Other Gov Agencies - - 2,250,000 2,250,000 - - - - - - 6,600,000
Property and Evidence Storage
4955 - Police Facilities DIF - - 25,000 - - - - - - - 25,000
City Hall Remodel of Work Spaces
and Security Glass
4950 - Measure O-2006 Sales Tax
- - 50,000 100,000 100,000 - - - - - 250,000
Fire Station 1 Expansion &
Reconfiguration of the Sleeping
Quarters
4950 - Measure O-2006 Sales Tax
- - - 150,000 - - - - - -
4912 - Fire Facilities DIF - - - 150,000 - - - - - - 300,000
Police Station Security Fencing 4950 - Measure O-2006 Sales Tax
- - - - 40,000 - - - - - 40,000
City Facility Flooring (Fire Station 1,
City Hall, Corp Yard, PD)
4950 - Measure O-2006 Sales Tax
- - - - 150,000 - - - - - 150,000
Corporation Yard Renovations 4950 - Measure O-2006 Sales Tax - - - - - 260,000 - - - - 260,000
TOTAL PUBLIC FACILITIES PROJECTS 1,017,000 1,050,000 3,075,000 3,400,000 290,000 260,000 - - - - 9,092,000
Request Title Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 10 Year Total
SEWER PROJECTS
Trenchless Sewer Rehabilitation -
Pilgrim Way, Orchard Avenue,
West Cherry Avenue and California
Street
4930 - Sewer Fund
- 143,256 - - - - - - - -
4931 - Sewer Facility - 138,744 - - - - - - - - 282,000
Lift Station #3 - Creek Bank
Analysis and Generator
w/Automatic Switchover
4930 - Sewer Fund
- 50,000 - - - 129,000 - - - - 179,000
Trenchless Sewer Rehabilitation -
Alder and Cameron Court to
4930 - Sewer Fund
- - 432,200 - - - - - - -
4931 - Sewer Facility - - 432,200 - - - - - - - 864,400
Maintenance Hole Rehabilitation 4930 - Sewer Fund - - - 250,000 - - - - - 250,000 500,000
Trenchless Sewer Rehabilitation -
Beech & Alder backyard
easements
4930 - Sewer Fund
- - - - 475,000 - - - - -
4931 - Sewer Facility - - - - 475,000 - - - - - 950,000
Trenchless Sewer Rehabilitation -
Hillcrest/Sierra backyard
easements
4930 - Sewer Fund
- - - - - - 300,000 - - -
4931 - Sewer Facility - - - - - - 300,000 - - - 600,000
Clay Pipe CCTV Inspection 4930 - Sewer Fund - - - - - - - 1,554,000 - - 1,554,000
Huasna Road Sewer Upgrade 4931 - Sewer Facility - - - - - - - - - 850,000 850,000
TOTAL SEWER PROJECTS - 332,000 864,400 250,000 950,000 129,000 600,000 1,554,000 - 1,100,000 5,779,400
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Request Title Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 10 Year Total
SIDEWALK PROJECTS
Sidewalk Repairs and
Improvements
4960 - Measure E-2024 Sales Tax
500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 5,000,000
TOTAL SIDEWALK PROJECTS 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 5,000,000
Request Title Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 10 Year Total
STREETS & TRANSPORTATION PROJECTS
Pavement Management Program 4920 - SB1 481,000 495,400 510,300 525,600 541,400 557,600 574,300 591,500 609,200 627,500
4960 - Measure E-2024 Sales Tax 3,577,640 5,296,200 5,039,000 4,629,000 4,854,400 4,871,900 5,062,200 5,067,300 4,747,300 9,103,900
4463 - CDBG 80,866 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 58,293,506
Halcyon Road Complete Streets 4960 - Measure E-2024 Sales Tax 1,875,000 - - - - - - - - -
4926 - Transportation Facilities DIF
788,500 - - - - - - - - -
4423 - Active Transportation
Program (ATP)3,200,500 - - - - - - - - - 5,864,000
E. Grand (Halcyon to Elm)
Economic Development Master
Plan
4950 - Measure O-2006 Sales Tax
250,000 - - - - - - - - - 250,000
Replacement of Traffic Guardrails 4950 - Measure O-2006 Sales Tax 200,000 - 200,000 - - - - - - - 400,000
Le Point Street Parking Lot 4950 - Measure O-2006 Sales Tax - 6,000 - - - - - - - -
49XX - In-Lieu Parking Fee - 144,000 - - - - - - - - 150,000
Traffic Way Corridor Plan 4926 - Transportation Facilities DIF - 472,000 - - - - - - - -
4950 - Measure O-2006 Sales Tax - 328,000 - - - - - - - - 800,000
Huasna Road, Corbett Canyon, and
E. Branch Street Intersection
Roundabout
4926 - Transportation Facilities DIF
400,000 1,600,000 - - - - - - - - 2,000,000
East Grand Streetscape Planning
and Construction
44XX - Safe Streets for All
- 200,000 640,000 5,400,000 - - - - - -
4960 - Measure E-2024 Sales Tax - 50,000 160,000 1,800,000 - - - - - -
4950 - Measure O-2006 Sales Tax - - - - - - - - - - 8,250,000
Opt-com preemptive devices on
traffic signals within City Limits
4922 - Traffic Signalization
- - 84,000 - - - - - - - 84,000
Branch Mill Road Slope
Stabilization
4960 - Measure E-2024 Sales Tax
- - - - 600,000 3,000,000 - - - - 3,600,000
Fair Oaks Ave Active
Transportation Improvements,
Valley Road to Traffic
W
4950 - Measure O-2006 Sales Tax
- - - - - 75,000 225,000 - - - 300,000
Harden Street Slope Stabilization 4960 - Measure E-2024 Sales Tax - - - - - 200,000 - - - - 200,000
Safe Routes to School - Newport
Slope Stabilization
44XX - SR2S
- - - - - 2,000,000 - - - - 2,000,000
Connectivity from Branch (Coach) 4960 - Measure E-2024 Sales Tax - - - - - - 2,000,000 - - - 2,000,000
TOTAL STREETS & TRANSPORTATION PROJECTS 10,853,506 8,641,600 6,683,300 12,404,600 6,045,800 10,754,500 7,911,500 5,708,800 5,406,500 9,781,400 84,191,506
Request Title Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 10 Year Total
TECHNOLOGY PROJECTS
Public Safety Camera System -
Phase 2
4929 - COPS
200,000 - - - - - - - - - 200,000
Digital Community Bulletin Board
Project
4950 - Measure O-2006 Sales Tax
25,000 - - - - - - - - - 25,000
Software for Public Safety Camera
System to allow Traffic Counts
4926 - Transportation Facilities DIF
50,000 - - - - - - - - - 50,000
Virtual Server Farm at City Hall and
PD, and Nimble Network Storage
4950 - Measure O-2006 Sales Tax
- 160,000 - - - - - - - - 160,000
Firewall at City Hall 4950 - Measure O-2006 Sales Tax 40,000 - - - - - - - 40,000
Report Management System
(RMS) Upgrade at PD
4929 - COPS
- 125,000 - - - - - - - -
4955 - Police Facilities DIF - 25,000 - - - - - - - - 150,000
Generator at City Hall 4950 - Measure O-2006 Sales Tax - - - - - - - 200,000 - - 200,000
TOTAL TECHNOLOGY PROJECTS 275,000 350,000 - - - - - 200,000 - - 825,000
Page 210 of 548
10-Year Summary by Project Type
180
TOC
Request Title Funding Source FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 FY 2031-32 FY 2032-33 FY 2033-34 FY 2034-35 10 Year Total
Water Well #11 Facilities 4943 - Water Availability - - - - - - - - - -
Reservoir No. 5 Redundancy
Interconnect (Los Ciervos to Andre 4940 - Water Fund 100,000 - - - - - - - - - 100,000
Water Main and Service
4940 - Water Fund 298,900 - - - - - - - - -
4942 - Water Facility
401,100 - - - - - - - - - 700,000
Phased Main Replacement -
Highway 101 Crossing Upgrade, El
Camino Real to West Branch
Street
4940 - Water Fund
- 143,045 - - - - - - - -
4942 - Water Facility - 191,955 335,000
Reservoir No. 4 Exterior Coating 4940 - Water Fund
- 550,000 - - - - - - - - 550,000
Reservoir No. 5 Booster
4940 - Water Fund - - 500,000 - - - - - - - 500,000
Miller Way Booster Zone Upgrade 4940 - Water Fund - - - 150,000 - - - - - -
4942 - Water Facility - - - 150,000 - - - - - - 300,000
Reservoir No. 5 Cleaning and
Interior Coating
4940 - Water Fund
- - - 730,000 - - - - - - 730,000
Alpine Crossing, Bennett and Bell
4940 - Water Fund - - - - 719,000 - - - - - 719,000
AMI - Advanced Metering 4940 - Water Fund - - - - - 1,500,000 - - - - 1,500,000
Lierly Lane to Coach Road Upgrade 4940 - Water Fund - - - - - - 105,000 - - -
4942 - Water Facility - - - - - - 315,000 - - - 420,000
Phased Main Replacement -
Highway 101 Crossing Upgrade,
W est Cherry Avenue
4940 - Water Fund
- - - - - - 143,200 - - -
4942 - Water Facility - - - - - - 429,800 - - - 573,000
Security Cameras 4940 - Water Fund - - - - - - - 62,000 - - 62,000
Coach Road and Greenwood Drive
Upgrades
4940 - Water Fund
- - - - - - - - 97,500 -
4942 - Water Facility - - - - - - - - 292,500 - 390,000
4" Mains Upgrades 4940 - Water Fund - - - - - - - - 5,875,000 - 5,875,000
Well #1 Replacement 4940 - Water Fund - - - - - - - - - 2,635,000 2,635,000
TOTAL WATER PROJECTS 800,000 885,000 500,000 1,030,000 719,000 1,500,000 993,000 62,000 6,265,000 2,635,000 15,389,000
Grand Total, All Capital Projects 20,692,665 12,762,600 12,182,700 17,704,600 9,054,800 14,053,500 10,904,500 8,824,800 17,271,500 14,676,400 138,128,065
Page 211 of 548
Projects Budgeted FY 2025-26
181
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2025-26
350-5614 Bridge Bridge Street Bridge Habitat
Mitigation
Five year post-construction
environmental mitigation and
monitoring for the Bridge Street
Bridge Rehabilitation project.
4487 - HBP
48,628
4487 - HBP 5,580,786
4950 - Measure O-2006 Sales Tax 792,745
4950 - Sales Tax - Outreach 50,000
4487 - HBP
44,265
4950 - Measure O-2006 Sales Tax
5,735
350-57XX Drainage Watershed Management Plan and
Stormwater Master Plan
SW Master Plan evaluates
infrastructure & practices of SW
system for current & future needs;
Watershed Mgmt. Plan assesses a
watershed including water quality,
flood risk, protecting water bodies,
etc. Documents to be concurrent.
4950 - Measure O-2006 Sales Tax
500,000
350-57XX Parks & Play
Structures
Soto Basin #2 Reservoir Liner
Repair
There is a hole in the liner of
Drainage Basin #2 at Soto Park
requiring repair.
4950 - Measure O-2006 Sales Tax
200,000
350-55XX Parks & Play
Structures
Replace Beach Volleyball Court at
Rancho Grande Park
Existing sand needs to be removed
and replaced with appropriate sand
for regulation sand volleyball. Net to
be replaced.
4950 - Measure O-2006 Sales Tax
25,000
350-54XX Public Facilities Fire Station 1 HVAC Unit
Replacement
Replace HVAC at Fire Station 1. 4950 - Measure O-2006 Sales Tax
100,000
350-54XX Public Facilities Fire Station 1 Front Lobby Security Add Security inside the Front Lobby
of Fire Station 1.
4950 - Measure O-2006 Sales Tax
22,000
4950 - Measure O-2006 Sales Tax
350,000
4914 - Park Improvement
20,000
350-54XX Public Facilities Old City Hall Building Repairs Complete repairs to Old City Hall
based on building report
assessment.
4950 - Measure O-2006 Sales Tax
100,000
350-5679
350-57XX
Design and construction to replace
the three lane bridge constructed in
1932 over Arroyo Grande Creek.
Five year post-construction
environmental mitigation and
monitoring for the Traffic Way
Bridge Rehabilitation project.
Traffic Way Bridge replacement
habitat mitigation
Bridge
Bridge Traffic Way Bridge Replacement
Evaluate and repair City building
roofs, and repair of balcony and
southern/western siding at City
Hall.
City Structures Roof Repairs (City
Hall, Balcony & Southern &
Western Siding, Old City Hall,
Council Chambers, PD, Women's
Club, Fire Station 1)
Public Facilities350-54XX
Page 212 of 548
Projects Budgeted FY 2025-26
182
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2025-26
350-54XX Public Facilities ADA Improvements Items identified as part of the ADA
Tranisition Plan, such as signs and
accessability adjustments
4950 - Measure O-2006 Sales Tax
75,000
350-54XX Public Facilities Safety Improvements Improvements identified through the
Risk Management Evaluation and
the Workplace Violence Prevention
Plan site inventories.
4950 - Measure O-2006 Sales Tax
25,000
350-54XX Public Facilities City Council Chambers Remodel City Hall update including chairs,
caucus room, Council dais, update
the front to ramps only, update the
c lock on the building front.
4950 - Measure O-2006 Sales Tax
50,000
350-55XX Public Facilities Master Plan incl. ADA Access
(Community Center, Elm St. Park,
Soto Sports Complex, Don Roberts
Field, Corp Yard) & Community
Survey
Master Plan for Elm St., Soto
Sports Complex, Don Roberts
Field, and the City Corporation Yard
to address connectivity, best use,
restroom locations, year-round field
use, and community survey for
community center project.
4950 - Measure O-2006 Sales Tax
275,000
350-5658 Sidewalks Sidewalk Repairs and
Improvements
Annual funding allocated towards
sidewalk improvements and repairs
throughout the City.
4960 - Measure E-2024 Sales Tax
500,000
4920 - SB1
481,000
4960 - Measure E-2024 Sales Tax
3,577,640
4463 - CDBG
80,866
Streets &
Transportation
350-5638 The City’s Pavement Management
Program provides maintenance
history and pavement condition
index (PCI) for all public streets in
Arroyo Grande. The City annually
performs pavement maintenance
on public streets to the extent that
funds are available. Streets are
selected based on pavement
condition, location, and the type of
maintenance application.
Maintenance applications are
digouts, slurry seals, chip seals,
and pavement overlays.
Pavement Management Program
Page 213 of 548
Projects Budgeted FY 2025-26
183
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2025-26
4960 - Measure E-2024 Sales Tax
1,875,000
4926 - Transportation Facilities DIF
788,500
4423 - Active Transportation
Program (ATP)
3,200,500
350-54XX Streets and
Transportation
E. Grand (Halcyon to Elm)
Economic Development Master
Plan
Develop a comprehensive corridor
plan that considers the needs and
goals of multimodal users,
residents, businesses, and City
leaders for East Grand Avenue with
a focus on the section from
Halcyon Road to Elm Street.
Objectives include economic
enhancement and vitality, safety,
providing distinct
nodes/gateways/districts,
functionality, and beautification.
4950 - Measure O-2006 Sales Tax
250,000
350-56XX Streets &
Transportation
Replacement of Traffic Guardrails Replacement of damaged
guardrails.
4950 - Measure O-2006 Sales Tax
200,000
350-56XX Streets &
Transportation
Huasna Road, Corbett Canyon, and
E. Branch Street Intersection
Roundabout
One of the major circulation
improvements identified in the
Circulation Element was on East
Branch Street at Huasna
Road/Corbett Canyon Road adding
a new roundabout to help improve
the flow of traffic.
4926 - Transportation Facilities DIF
400,000
The project consists of Complete
Streets improvements along 1.7
Miles of Halcyon Road from US 101
to The Pike. The project narrow
vehicle driving lanes, add buffered
bike lanes with green conflict
striping, fill in sidewalk gaps, add
two-staged crossings with stop
control at key intersections, and
install a new signal or roundabout
at Fair Oaks Avenue. A safety
education program will be part of
the project to inform residents of
the benefits and proper use of
roundabouts.
Halcyon Road Complete StreetsStreets &
Transportation
350-5606
Page 214 of 548
Projects Budgeted FY 2025-26
184
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2025-26
350-5468 Technology Public Safety Camera System -
Phase 2
Replace failed public safety video
system with a local vender in order
to monitor City buildings and
identified intersections.
4929 - COPS
200,000
350-54XX Technology Digital Community Bulletin Board
Project
This project is to replace the
current outdated and deteriorating
physical community bulletin board
located outside City Hall with a
modern, digital bulletin board that
allows for more dynamic,
accessible, and user-friendly
communication for community
members.
4950 - Measure O-2006 Sales Tax
25,000
350-56XX Technology Software for Public Safety Camera
System to allow Traffic Counts
Software to obtain traffic counts
from the Public Safety Video
C ameras.
4926 - Transportation Facilities DIF
50,000
640-59XX Water Reservoir No. 5 Redundancy
Interconnect (Los Ciervos to Andre
Dr.)
The water distribution system for
Reservoir No. 5 pressure zone has
only one watermain that can
provide water to the pressure zone.
This project will provide a
redundant interconnect to assure
the zone has water delivery from
Reservoir No. 5 with the watermain
off. The project will interconnect the
watermain from Los Ciervos
to Andre Drive.
4940 - Water Fund
100,000
4940 - Water Fund
298,900
4942 - Water Facility
401,100
Total FY 2025-26 Projects 20,692,665
Underground water utility work that
will be completed in advance of
paving to reduce the potential need
to cut into brand-new pavement.
Water Main and Service
Replacement related to PMP
Projects
640-59XX Water
Page 215 of 548
Projects Budgeted FY 2026-27
185
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2026-27
4487 - HBP
44,265
4950 - Measure O-2006 Sales Tax
5,735
4950 - Measure O-2006 Sales Tax
290,000
4924 - Storm Drain Facilities DIF 10,000
4950 - Measure O-2006 Sales Tax 71,500
4924 - Storm Drain Facilities DIF
2,500
4950 - Measure O-2006 Sales Tax 175,000
4921 - Park Facilities DIF 175,000
350-55XX Parks & Play
Structures
Foot Bridge & Kiosk at Entrance of
James Way
Open Space
The entrance to James Way Trail
(near windmill) east of Stevenson
Dr. becomes unpassable during
rain. Users have placed stones and
debris to make their own crossing.
Proposal to build footbridge over
the area which floods and install
new kiosk.
4914 - Park Improvement
50,000
4921 - Park Facilities DIF
135,000
4950 - Measure O-2006 Sales Tax
45,000
350-54XX Public Facilities EV Infrastructure Master Plan The Advanced Clean Fleets
Regulation requires 50% of new
City Vehicles purchased after
January 1, 2024, to be low-
emission, and 100% after January
1, 2027. Before purchasing EVs, a
Plan is needed to evaluate the City
needs, charging infrastructure, and
utility transformer upgrades.
4499 - Other Gov Agencies
150,000
Compliance as mandated by the
MS4 Stormwater Permit required
by the State.
350-5798 Drainage Trash Amendments Compliance
Develop Short Street into a vibrant
pedestrian-friendly plaza including,
dining areas, vendor spaces and an
amphitheater park area. The
development will permanently close
Short Street to traffic.
350-5430 Parks & Play
Structures
Short Street Plaza Design
350-5568 Parks & Play
Structures
ADA Bathrooms Elm Street Park Restroom facility to replace porta
potties in use after demolition of
Mark M. Millis Community Center.
350-57XX Bridge
Annual project to repair
deteriorating corrugated metal
pipes (CMP) throughout the City.
350-5794 Drainage Corrugated Metal Pipe (CMP)
Investigation and Repair
Five year post-construction
environmental mitigation and
monitoring for the Traffic Way
Bridge Rehabilitation project.
Traffic Way Bridge replacement
habitat mitigation
Page 216 of 548
Projects Budgeted FY 2026-27
186
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2026-27
350-54XX Public Facilities City Facility Access Control
Upgrades (PW, Parks, Chambers,
Fire, PD)
Card readers and authentication
program at City facilities to be
retrofitted or replaced to install card
readers.
4950 - Measure O-2006 Sales Tax
100,000
350-54XX Public Facilities City Council Chambers Remodel City Hall update including chairs,
caucus room, Council dais, update
the front to ramps only, update the
clock on the building front.
4950 - Measure O-2006 Sales Tax
200,000
350-5556 Public Facilities Recreation Services / Community
Center Building
Conceptual study that presents
design alternatives and cost
analysis, and then preparation of
construction documents for a new
Recreation Services/Community
Center building. Includes ADA
bathroom design and construction.
4950 - Measure O-2006 Sales Tax
600,000
4930 - Sewer Fund
143,256
4931 - Sewer Facility
138,744
612-58XX Sewer Lift Station #3 - Creek Bank
Analysis and Generator
w/Automatic Switchover
Emergency backup power to
prevent sanitary sewer overflow if
the portable generator is not
available during an outage.
Evaluation and repair of creek bank
erosion .
4930 - Sewer Fund
50,000
350-5658 Sidewalks Sidewalk Repairs and
Improvements
Annual funding allocated towards
sidewalk improvements and repairs
throughout the City
4960 - Measure E-2024 Sales Tax
500,000
Cured-in-place pipe rehabilitation
along the entire length of the
sections mentioned below to
reduce infiltration, root intrusion,
and maintenance requirements, as
well as probability of failure.
Sewer Trenchless Sewer Rehabilitation -
Pilgrim Way, Orchard Avenue,
West Cherry Avenue and California
Street
612-58XX
Page 217 of 548
Projects Budgeted FY 2026-27
187
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2026-27
4920 - SB1
495,400
4960 - Measure E-2024 Sales Tax
5,296,200
4463 - CDBG
50,000
4950 - Measure O-2006 Sales Tax
6,000
49XX - In-Lieu Parking Fee
144,000
4926 - Transportation Facilities DIF
472,000
4950 - Measure O-2006 Sales Tax
328,000
350-56XX Streets &
Transportation
Huasna Road, Corbett Canyon, and
E. Branch Street Intersection
Roundabout
One of the major circulation
improvements identified in the
Circulation Element was on East
Branch Street at Huasna
Road/Corbett Canyon Road adding
a new roundabout to help improve
the flow of traffic.
4926 - Transportation Facilities DIF
1,600,000
Streets &
Transportation
350-56XX Traffic Way Corridor Plan Planning document to evaluate
traffic circulation improvement
opportunities for Traffic Way and
adjacent streets.
Pavement Management Program The City’s Pavement Management
Program provides maintenance
history and pavement condition
index (PCI) for all public streets in
Arroyo Grande. The City annually
performs pavement maintenance
on public streets to the extent that
funds are available. Streets are
selected based on pavement
condition, location, and the type of
maintenance application.
Maintenance applications are
digouts, slurry seals, chip seals,
and pavement overlays.
350-5638 Streets &
Transportation
The life of the existing structure as
a safe residence is at its end. A
historical and archeological
analysis will be completed in
anticipation of demolition and
regrading/repaving of the site to
allow for the design and
construction of approximately 15
additional parking spaces.
Le Point Street Parking Lot
Expansion
Streets and
Transportation
350-5422
Page 218 of 548
Projects Budgeted FY 2026-27
188
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2026-27
44XX - Safe Streets for All 200,000
4960 - Measure E-2024 Sales Tax 50,000
350-54XX Technology Virtual Server Farm at City Hall and
PD, and Nimble Network Storage
Update the existing Virtual Server's
that the City uses for storage at
City Hall and the Police Station.
4950 - Measure O-2006 Sales Tax
160,000
350-54XX Technology Firewall at City Hall Update the Firewall located at City
Hall.
4950 - Measure O-2006 Sales Tax
40,000
4929 - COPS
125,000
4955 - Police Facilities DIF
25,000
4940 - Water Fund
143,045
4942 - Water Facility
191,955
640-5948 Water Reservoir No. 4 Exterior Coating Sand blast, prime and re-coat
Reservoir No. 4 exterior. The tank
was built in 1983 and has never
been painted since it was originally
built.
4940 - Water Fund
550,000
Total FY 2026-27 Projects 12,762,600
Streets &
Transportation
350-56XX East Grand Streetscape Planning
and Construction
Planning phase of the East Grand
Streetscape project.
350-5470
640-5973 Water
Technology Report Management System
(RMS) Upgrade at PD
Phased Main Replacement -
Highway 101 Crossing Upgrade, El
Camino Real to West Branch
Street
Upgrade the existing 8-inch cast
iron pipe to an 8-inch high density
polyethylene (HDPE) pipe under
Highway 101 from El Camino Real
to West Branch Street.
Upgrade the Police Department
report writing system to Pro
Phoenix to coincide with the San
Luis Obispo Sherriff’s Department
upgrade.
Page 219 of 548
Projects Budgeted FY 2027-28
189
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2027-28
4487 - HBP
44,265
4950 - Measure O-2006 Sales Tax
5,735
4950 - Measure O-2006 Sales Tax 397,500
4924 - Storm Drain Facilities DIF 2,500
4950 - Measure O-2006 Sales Tax
65,000
4924 - Storm Drain Facilities DIF 5,000
350-55XX Parks & Play
Structures
Rotary Bandstand (Termite
Treatment, Repairs, Camera)
Termite treatment, repairs to
damaged columns, addition of a
new camera.
4950 - Measure O-2006 Sales Tax
40,000
4950 - Measure O-2006 Sales Tax
735,000
4906 - Recreation Facilities DIF
15,000
4499 - Other Gov Agencies
2,250,000
350-54XX Public Facilities Property and Evidence Storage
System Upgrade
Upgrade current property and
evidence storage system with
c ustom storage compartments and
electronic organization system.
4955 - Police Facilities DIF
25,000
350-54XX Public Facilities City Hall Remodel of Work Spaces
and Security Glass
Design to update the City Hall
workspaces for better use of
s pace, update the counters,
security glass, and safety.
4950 - Measure O-2006 Sales Tax
50,000
4930 - Sewer Fund
432,200
4931 - Sewer Facility
432,200
350-5658 Sidewalks Sidewalk Repairs and
Improvements
Annual funding allocated towards
sidewalk improvements and repairs
throughout the City.
4960 - Measure E-2024 Sales Tax
500,000
Recreation Services / Community
Center Building
Conceptual study that presents
design alternatives and cost
analysis, and then preparation of
construction documents for a new
Recreation Services/Community
Center building. Includes ADA
bathroom design and construction.
Public Facilities350-5556
Bridge
Compliance as mandated by the
MS4 Stormwater Permit required
by the State.
Five year post-construction
environmental mitigation and
m onitoring for the Traffic Way
Bridge Rehabilitation project.
Annual project to repair
deteriorating corrugated metal
pipes (CMP) throughout the City.
350-5798 Drainage Trash Amendments Compliance
Corrugated Metal Pipe (CMP)
Investigation and Repair
Drainage350-5794
Traffic Way Bridge replacement
habitat mitigation
350-57XX
Cured-in-place pipe rehabilitation
along the entire length of the
s ections mentioned below to
reduce infiltration, root intrusion,
and maintenance requirements, as
well as probability of failure.
Trenchless Sewer Rehabilitation -
Alder and Cameron Court to
Victorian Way, and Woodland
Sewer612-5826
Page 220 of 548
Projects Budgeted FY 2027-28
190
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2027-28
4920 - SB1
510,300
4960 - Measure E-2024 Sales Tax
5,039,000
4463 - CDBG
50,000
350-56XX Streets &
Transportation
Replacement of Traffic Guardrails Replacement of damaged
guardrails.
4950 - Measure O-2006 Sales Tax
200,000
44XX - Safe Streets for All 640,000
4960 - Measure E-2024 Sales Tax 160,000
350-54XX Streets and
Transportation
Opt-com preemptive devices on
traffic signals within City Limits
Adding opt-com pre-emptive
devices on traffic signals within City
limits.
4922 - Traffic Signalization
84,000
640-59XX Water Reservoir No. 5 Booster
Modification &
Temporary Storage (Rancho
Grande)
Improvements to Rancho Grande
Pump station to increase long term
reliability and reduce temporary
s torage required to provide water
supply with Reservoir 5 offline
which will occur for Reservoir 5
Cleaning and Interior Coating.
4940 - Water Fund
500,000
Total FY 2027-28 Projects 12,182,700
350-56XX Streets &
Transportation
East Grand Streetscape Planning
and Construction
Design phase of the East Grand
Streetscape project.
Pavement Management ProgramStreets &
Transportation
350-5638 The City’s Pavement Management
Program provides maintenance
history and pavement condition
index (PCI) for all public streets in
Arroyo Grande. The City annually
performs pavement maintenance
on public streets to the extent that
funds are available. Streets are
selected based on pavement
condition, location, and the type of
maintenance application.
Maintenance applications are
digouts, slurry seals, chip seals,
and pavement overlays.
Page 221 of 548
Projects Budgeted FY 2028-29
191
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2028-29
4487 - HBP
44,265
4950 - Measure O-2006 Sales Tax
5,735
4950 - Measure O-2006 Sales Tax 67,500
4924 - Storm Drain Facilities DIF 2,500
4950 - Measure O-2006 Sales Tax
735,000
4906 - Recreation Facilities DIF
15,000
4499 - Other Gov Agencies
2,250,000
350-54XX Public Facilities City Hall Remodel of Work Spaces,
Security Glass, Safety
Update the City Hall workspaces for
better use of space, update the
c ounters, security glass, and
safety.
4950 - Measure O-2006 Sales Tax
100,000
4950 - Measure O-2006 Sales Tax 150,000
4912 - Fire Facilities DIF
150,000
612-5849 Sewer Maintenance Hole Rehabilitation Rehabilitate existing sanitary sewer
manholes with an epoxy liner.
4930 - Sewer Fund
250,000
350-5658 Sidewalks Sidewalk Repairs and
Improvements
Annual funding allocated towards
sidewalk improvements and repairs
throughout the City.
4960 - Measure E-2024 Sales Tax
500,000
Five year post-construction
environmental mitigation and
m onitoring for the Traffic Way
Bridge Rehabilitation project.
Traffic Way Bridge replacement
habitat mitigation
Bridge350-57XX
350-5798 Drainage Trash Amendments Compliance
350-5556 Public Facilities Recreation Services / Community
Center Building
Conceptual study that presents
design alternatives and cost
analysis, and then preparation of
construction documents for a new
Recreation Services/Community
Center building. Includes ADA
bathroom design and construction.
Divide existing large bedrooms to
create dorm rooms and office
s pace.
Compliance as mandated by the
MS4 Stormwater Permit required
by the State.
350-54XX Public Facilities Fire Station 1 Expansion &
Reconfiguration of the Sleeping
Q uarters
Page 222 of 548
Projects Budgeted FY 2028-29
192
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2028-29
4920 - SB1
525,600
4960 - Measure E-2024 Sales Tax
4,629,000
4463 - CDBG
50,000
44XX - Safe Streets for All 5,400,000
4960 - Measure E-2024 Sales Tax 1,800,000
4940 - Water Fund
150,000
4942 - Water Facility
150,000
640-59XX Water Reservoir No. 5 Cleaning and
Interior Coating
Interior coating is showing signs of
failing and must be recoated to
preserve the steel tank and protect
water quality. The inspection in
2003 indicated it had a useful life of
5 years which has elapsed.
4940 - Water Fund
730,000
Total FY 2028-29 Projects 17,704,600
Miller Way Booster Zone UpgradeWater640-59XX
East Grand Streetscape Planning
and Construction
Construction phase of the East
Grand Streetscape project.
Streets &
Transportation
350-56XX
The City’s Pavement Management
Program provides maintenance
history and pavement condition
index (PCI) for all public streets in
Arroyo Grande. The City annually
performs pavement maintenance
on public streets to the extent that
funds are available. Streets are
selected based on pavement
condition, location, and the type of
maintenance application.
Maintenance applications are
digouts, slurry seals, chip seals,
and pavement overlays.
Pavement Management ProgramStreets &
Transportation
350-5638
Complete upgrade on the Miller
Way Booster Station, including a
new pump building (or enclosed
package pump station), new
pumps and motors (2 x 5-HP), and
new bladder tanks. The upgraded
booster station will have a design
capacity of 75-gpm. This will
increase the reliability of the water
supply to the Miller Way zone and
will improve water service
pressure. In addition, this is
expected to decrease maintenance
costs and increase efficiency.
Page 223 of 548
Projects Budgeted FY 2029-30
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Project
Number Category Request Title Description of Improvement Funding Source FY 2029-30
4487 - HBP
44,265
4950 - Measure O-2006 Sales Tax
5,735
4950 - Measure O-2006 Sales Tax
397,500
4924 - Storm Drain Facilities DIF 2,500
350-55XX Parks & Play
Structures
Soto Sports Complex LED Lighting Replace lighting with energy
efficient LED lighting.
4950 - Measure O-2006 Sales Tax
100,000
350-54XX Public Facilities City Hall Remodel of Work Spaces,
Security Glass, Safety
Update the City Hall workspaces for
better use of space, update the
counters, security glass, and
s afety.
4950 - Measure O-2006 Sales Tax
100,000
350-54XX Public Facilities Police Station Security Fencing Add height to the existing fence. 4950 - Measure O-2006 Sales Tax 40,000
350-54XX Public Facilities City Facility Flooring (Fire Station 1,
City Hall, Corp Yard, PD)
Replace flooring in City Facilities. 4950 - Measure O-2006 Sales Tax
150,000
4930 - Sewer Fund
475,000
4931 - Sewer Facility
475,000
350-5658 Sidewalks Sidewalk Repairs and
Improvements
Annual funding allocated towards
sidewalk improvements and repairs
throughout the City.
4960 - Measure E-2024 Sales Tax
500,000
Corrugated Metal Pipe (CMP)
Investigation and Repair
Annual project to repair
deteriorating corrugated metal
pipes (CMP) throughout the City.
350-5794
Cured-in-place pipe rehabilitation
along the entire length of the
sections mentioned below to
reduce infiltration, root intrusion,
and maintenance requirements, as
well as probability of failure.
Trenchless Sewer Rehabilitation -
Beech & Alder backyard
easements
Sewer612-58XX
350-57XX Bridge Traffic Way Bridge replacement
habitat mitigation
Five year post-construction
environmental mitigation and
monitoring for the Traffic Way
Bridge Rehabilitation project.
Drainage
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Projects Budgeted FY 2029-30
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Project
Number Category Request Title Description of Improvement Funding Source FY 2029-30
4920 - SB1
541,400
4960 - Measure E-2024 Sales Tax
4,854,400
4463 - CDBG
50,000
350-56XX Streets &
Transportation
Branch Mill Road Slope
Stabilization
This is one of the 3 main streets
not addressed in the 13-year PMP.
The design phase of this project will
help find solutions to correct the
slope that continues to fall into the
nearby creek area. Once the City
Council has approved the design of
the slope stabilization the
construction contractor will be
selected and construction can
begin.
4960 - Measure E-2024 Sales Tax
600,000
640-59XX Water Alpine Crossing, Bennett and Bell
Mains and Services
The 4 inch main segment along
Bennett Ave and N. Alpine St. lacks
sufficient capacity to meet fire flow
requirements. This project was
identified as a project A-6 to
upgrade this main to 6" or greater
PVC pipe.
4940 - Water Fund
719,000
Total FY 2029-30 Projects 9,054,800
350-5638 Streets &
Transportation
Pavement Management Program The City’s Pavement Management
Program provides maintenance
history and pavement condition
index (PCI) for all public streets in
Arroyo Grande. The City annually
performs pavement maintenance
on public streets to the extent that
funds are available. Streets are
selected based on pavement
condition, location, and the type of
maintenance application.
Maintenance applications are
digouts, slurry seals, chip seals,
and pavement overlays.
Page 225 of 548
Projects Budgeted FY 2030-31
195
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2030-31
350-55XX Parks & Play
Structures
Don Roberts Scoring Shed at
Volunteer Field
New scoring shed.4950 - Measure O-2006 Sales Tax
10,000
350-55XX Parks & Play
Structures
Rancho Grande Playground
Replacement
Replace playground at Rancho
Grande Park.
4950 - Measure O-2006 Sales Tax
800,000
350-55XX Parks & Play
Structures
Pump Track/Skate Park Design and build a pump track
which is usable for scooters,
skateboards and bicycles.
4921 - Park Facilities DIF
100,000
350-54XX Public Facilities Corporation Yard Renovations Renovation of Corporation Yard
buildings and facilities.
4950 - Measure O-2006 Sales Tax
260,000
612-58XX Sewer Lift Station #3 - Creek Bank
Analysis and Generator
w/Automatic Switchover
Emergency backup power to
prevent sanitary sewer overflow if
the portable generator is not
available during an outage.
Evaluation and repair of creek bank
erosion.
4930 - Sewer Fund
129,000
350-5658 Sidewalks Sidewalk Repairs and
Improvements
Annual funding allocated towards
sidewalk improvements and repairs
throughout the City.
4960 - Measure E-2024 Sales Tax
500,000
4920 - SB1
557,600
4960 - Measure E-2024 Sales Tax
4,871,900
4463 - CDBG
50,000
Streets &
Transportation
350-5638 The City’s Pavement Management
Program provides maintenance
history and pavement condition
index (PCI) for all public streets in
Arroyo Grande. The City annually
performs pavement maintenance
on public streets to the extent that
funds are available. Streets are
selected based on pavement
condition, location, and the type of
maintenance application.
Maintenance applications are
digouts, slurry seals, chip seals,
and pavement overlays.
Pavement Management Program
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Projects Budgeted FY 2030-31
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Project
Number Category Request Title Description of Improvement Funding Source FY 2030-31
350-56XX Streets &
Transportation
Branch Mill Road Slope
Stabilization
This is one of the 3 main streets
not addressed in the 13-year PMP.
The design phase of this project will
help find solutions to correct the
slope that continues to fall into the
nearby creek area. Once the City
Council has approved the design of
the slope stabilization the
construction contractor will be
selected and construction can
begin.
4960 - Measure E-2024 Sales Tax
3,000,000
350-5601 Streets &
Transportation
Fair Oaks Ave Active
Transportation Improvements,
Valley Road to Traffic
W ay
Construct improvements on this
corridor with better pedestrian and
bicycle facilities, traffic calming and
improved access and circulation at
the intersection of US 101 south
bound ramps and Orchard Ave.
Work toward applying for Active
Transportation Project funding to
complete the design and
construction.
4950 - Measure O-2006 Sales Tax
75,000
350-56XX Streets &
Transportation
Harden Street Slope Stabilization This is one of the 3 main streets
not addressed in the 13-year PMP.
The design phase of this project will
help find solutions to correct the
slope that continues to fall into the
nearby creek area. Once the City
Council has approved the design of
the slope stabilization the
construction contractor will be
selected and construction can
begin.
4960 - Measure E-2024 Sales Tax
200,000
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Projects Budgeted FY 2030-31
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Page 228 of 548
Projects Budgeted FY 2031-32
198
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2031-32
4950 - Measure O-2006 Sales Tax
390,000
4924 - Storm Drain Facilities DIF 10,000
350-55XX Parks & Play
Structures
Strother Park Playground
Equipment Replacement (Small)
Replace small playground at
Strother Park
4950 - Measure O-2006 Sales Tax
250,000
350-55XX Parks & Play
Structures
Oro Park Playground Equipment
Replacement
Replace playground at Oro Park. 4950 - Measure O-2006 Sales Tax
250,000
4930 - Sewer Fund
300,000
4931 - Sewer Facility
300,000
350-5658 Sidewalks Sidewalk Repairs and
Improvements
Annual funding allocated towards
sidewalk improvements and repairs
throughout the City.
4960 - Measure E-2024 Sales Tax
500,000
4920 - SB1
574,300
4960 - Measure E-2024 Sales Tax
5,062,200
4463 - CDBG
50,000
Corrugated Metal Pipe (CMP)
Investigation and Repair
Drainage
Pavement Management ProgramStreets &
Transportation
350-5638 The City’s Pavement Management
Program provides maintenance
history and pavement condition
index (PCI) for all public streets in
Arroyo Grande. The City annually
performs pavement maintenance
on public streets to the extent that
funds are available. Streets are
selected based on pavement
condition, location, and the type of
maintenance application.
Maintenance applications are
digouts, slurry seals, chip seals,
and pavement overlays.
350-5794
Cured-in-place pipe rehabilitation
along the entire length of the
sections mentioned below to
reduce infiltration, root intrusion,
and maintenance requirements, as
well as probability of failure.
Trenchless Sewer Rehabilitation -
Hillcrest/Sierra backyard
easements
Sewer612-58XX
Annual project to repair
deteriorating corrugated metal
pipes (CMP) throughout the City.
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Projects Budgeted FY 2031-32
199
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Project
Number Category Request Title Description of Improvement Funding Source FY 2031-32
350-5601 Streets &
Transportation
Fair Oaks Ave Active
Transportation Improvements,
Valley Road to Traffic
Way
Construct improvements on this
corridor with better pedestrian and
bicycle facilities, traffic calming and
improved access and circulation at
the intersection of US 101 south
bound ramps and Orchard Ave.
Work toward applying for Active
Transportation Project funding to
complete the design and
construction.
4950 - Measure O-2006 Sales Tax
225,000
350-56XX Streets &
Transportation
Connectivity from Branch (Coach)Coach Road is a major collector
with existing Right-of-Way which
could be connected to Huasna.
4960 - Measure E-2024 Sales Tax
2,000,000
4940 - Water Fund 105,000
4942 - Water Facility 315,000
4940 - Water Fund 143,200
4942 - Water Facility 429,800
Total FY 2031-32 Projects 10,904,500
4" water main has insufficient
capacity to meet fire flow
requirements and must be upsized.
Lierly Lane to Coach Road UpgradeWater640-59XX
640-59XX Water Phased Main Replacement -
Highway 101 Crossing Upgrade,
West Cherry Avenue
This project will replace the existing
8-inch cast iron water main with
new 8-inch PVC pipe.
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Projects Budgeted FY 2032-33
200
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Project
Number Category Request Title Description of Improvement Funding Source FY 2032-33
4921 - Park Facilities DIF
600,000
4950 - Measure O-2006 Sales Tax
200,000
612-58XX Sewer Clay Pipe Inspection Closed Circuit television inspection
to assess the condition of old Clay
sewer pipe.
4930 - Sewer Fund
1,554,000
350-5658 Sidewalks Sidewalk Repairs and
Improvements
Annual funding allocated towards
sidewalk improvements and repairs
throughout the City.
4960 - Measure E-2024 Sales Tax
500,000
4920 - SB1
591,500
4960 - Measure E-2024 Sales Tax
5,067,300
4463 - CDBG
50,000
350-54XX Technology Generator at City Hall This generator will provide backup
power in the event of a power
outage to help provide essential
support services to the City from
City Hall. The current generator
only supports the City’s IT Server
Room.
4950 - Measure O-2006 Sales Tax
200,000
640-59XX Water Security Cameras Installation of security cameras at
the recommendation of the
Vulnerability Assessment to
improve security of the City's water
distribution system.
4940 - Water Fund
62,000
Total FY 2032-33 Projects 8,824,800
Develop Short Street into a vibrant
pedestrian-friendly plaza including,
dining areas, vendor spaces and an
amphitheater park area.
350-5430 Short Street Plaza DesignParks & Play
Structures
350-5638 Streets &
Transportation
Pavement Management Program The City’s Pavement Management
Program provides maintenance
history and pavement condition
index (PCI) for all public streets in
Arroyo Grande. The City annually
performs pavement maintenance
on public streets to the extent that
funds are available. Streets are
selected based on pavement
condition, location, and the type of
maintenance application.
Maintenance applications are
digouts, slurry seals, chip seals,
and pavement overlays.
Page 231 of 548
Projects Budgeted FY 2033-34
201
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Project
Number Category Request Title Description of Improvement Funding Source FY 2033-34
4960 - Measure E-2024 Sales Tax 3,000,000
4960 - Measure E-2024 Sales Tax 900,000
4950 - Measure O-2006 Sales Tax
390,000
4924 - Storm Drain Facilities DIF 10,000
350-55XX Parks & Play
Structures
Soto Sports Complex ADA Access
Trails, Circulation, Irrigation
Connectivity of Soto Sports
Complex, Elm St. Park, and Don
Roberts with Trails including ADA
Access and updated irrigation.
4950 - Measure O-2006 Sales Tax
800,000
350-5658 Sidewalks Sidewalk Repairs and
Improvements
Annual funding allocated towards
sidewalk improvements and repairs
throughout the City.
4960 - Measure E-2024 Sales Tax
500,000
4920 - SB1
609,200
4960 - Measure E-2024 Sales Tax
4,747,300
4463 - CDBG
50,000
4940 - Water Fund
97,500
4942 - Water Facility 292,500
640-59XX Water 4" Mains Upgrades Replace segments of 4" water
main which are inadequate to
provide fire flow.
4940 - Water Fund
5,875,000
Total FY 2033-34 Projects 17,271,500
350-5638
Existing 4" main is inadequate to
provide fire flow and must be
upgraded to 6" or greater PVC.
Coach Road and Greenwood Drive
Upgrades
Water640-59XX
Streets &
Transportation
Pavement Management Program The City’s Pavement Management
Program provides maintenance
history and pavement condition
index (PCI) for all public streets in
Arroyo Grande. The City annually
performs pavement maintenance
on public streets to the extent that
funds are available. Streets are
selected based on pavement
condition, location, and the type of
maintenance application.
Maintenance applications are
digouts, slurry seals, chip seals,
and pavement overlays.
Corrugated Metal Pipe (CMP)
Investigation and Repair
Annual project to repair
deteriorating corrugated metal
pipes (CMP) throughout the City.
Drainage350-5794
350-56XX Bridge Mason Street Bridge Widening of Mason Street Bridge.
Page 232 of 548
Projects Budgeted FY 2034-35
202
TOC
Project
Number Category Request Title Description of Improvement Funding Source FY 2034-35
350-57XX Bridge Fair Oaks Bridge Coating Surface coating to prolong the life
of Fair Oaks Bridge.
4950 - Measure O-2006 Sales Tax
60,000
350-55XX Parks & Play
Structures
Kiwanis Park ADA Access Update and add ADA Access to
Kiwanis Park.
4950 - Measure O-2006 Sales Tax
350,000
350-55XX Parks & Play
Structures
Heritage Square Park Playground
Replacement
Replace playground at Heritage
Square Park.
4950 - Measure O-2006 Sales Tax
250,000
612-58XX Sewer Huasna Road Sewer Upgrade Hydraulic analysis indicated that
thew sewer in Huasna is
undersized and need to be
upgraded to me.et projected
buildout.
4931 - Sewer Facility
850,000
612-5849 Sewer Maintenance Hole Rehabilitation Rehabilitate existing sanitary sewer
manholes with an epoxy liner.
4930 - Sewer Fund
250,000
350-5658 Sidewalks Sidewalk Repairs and
Improvements
Annual funding allocated towards
sidewalk improvements and repairs
throughout the City.
4960 - Measure E-2024 Sales Tax
500,000
4920 - SB1
627,500
4960 - Measure E-2024 Sales Tax
9,103,900
4463 - CDBG
50,000
640-59XX Water W ell No. 1 Replacement A supply shortage was identified if
Lopez and Well 3 are out of
s ervice. Well No. 1 is the oldest
well installed in 1940 and is the
candidate to be replaced.
4940 - Water Fund
2,635,000
Total FY 2034-35 Projects 14,676,400
350-5638 Streets &
Transportation
Pavement Management Program The City’s Pavement Management
Program provides maintenance
history and pavement condition
index (PCI) for all public streets in
Arroyo Grande. The City annually
performs pavement maintenance
on public streets to the extent that
funds are available. Streets are
selected based on pavement
condition, location, and the type of
maintenance application.
Maintenance applications are
digouts, slurry seals, chip seals,
and pavement overlays.
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APPENDIX
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BUDGET RESOLUTION
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APPROPRIATION
LIMIT
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Appropriation Limit
210
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The City’s appropriation limit is based on the Gann Spending Limit Initiative, a State constitutional
amendment adopted by the voters on June 6, 1979 and amended in 1990 with Proposition 111 and SB 88,
which included new adjustment formulas that allow cities a choice in methodologies for determining both
the annual growth and inflation factors. The annual population growth factor can be calculated by using
the greater of the City or the County population growth. Agencies have a choice of using the growth in
California per capita personal income or the growth in non-residential assessed valuation due to new
construction within their city. The City’s calculation uses the changes in California per capita personal
income and the County of San Luis Obispo’s population as adjustment factors. It is anchored in the State
Constitution under Article XIIIB.
The limit restricts appropriations from tax revenues by State and local governments. Under its provisions,
no local agency can appropriate proceeds of taxes in excess of its “appropriation limit”. Excess funds may
be carried over into the next year. However, any excess funds remaining after the second year must be
returned to taxpayers by reducing tax rates or fees; a majority of the voters may approve an override to
increase the limit.
In May 2025, the California Department of Finance released population and per capita personal income
information. The population between January 2024 and January 2025 for the City decreased by six-tenths
of one percent (-0.6%) and the County population decreased by zero point one percent (-0.1%). For FY
2024-25, the change in per capita personal income from the prior year increased by six and forty-four
hundredths percent (6.44%).
In accordance with Proposition 111, the City’s annual spending limit must be approved by the City Council
at the beginning of each fiscal year. The limit is calculated using the previous year’s appropriation limit
($28,875,036), multiplied by the per capita personal income percentage increase (6.44%), and multiplied
again by the greater available population growth factor, which for FY 2024-25 is the County’s -0.1%.
The City is responsible for separating citywide revenues between tax and non-tax revenue and applying
the formula to the cumulative appropriation limit. For FY 2025-26, the appropriation limit has been
calculated to be 30,708,601. This calculation means the City cannot appropriate more than $30,708,601
of tax-based revenues in FY 2025-26. The estimated proceeds of taxes subject to the appropriation limit
for the proposed FY 2025- 26 budget is estimated to be $27,233,700, which is approximately $3.5 million
less than the appropriation limit. Therefore, the City is in compliance with Article XIIIB of the California
Constitution. The City Council approved the Gann Limit calculation in Resolution No. 2025-039 on June
24, 2025.
Appropriation Limit FY 2025-26 Factors Ra tio Formula
A) Prior Year Appropriation Limit 28,875,036$
B) Adjustment Factors
1. Population Change -0.08% 0.99917
2. Per Capita Personal Income Change 6.44% 1.0644
3. Combined Factor 6.35% 1.0635 B1*B2
Adjusted Limit 30,708,601$ A*B3
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Appropriation Limit
211
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The following summarizes changes in the City’s appropriation limit and appropriations subject to the limit
for the past ten years as well as the appropriation limit for 2025-26. A positive variance indicates that the
City’s appropriations are lower than the allowable limit.
Fiscal
Year Limit Base
Per Capita
Personal Income
Change
Population
Change
Appropriations
Limit
Appropriations
Subject to Limit Variance
2016-17 19,465,437 5.37% 0.30% 20,572,263 14,445,114 6,127,149
2017-18 20,572,263 3.69% 0.09% 21,350,578 15,221,881 6,128,697
2018-19 21,350,578 3.67% 0.21% 22,180,626 15,975,475 6,205,151
2019-20 22,180,626 3.85% -0.02% 23,029,973 16,517,481 6,512,492
2020-21 23,029,973 3.00% 1.17% 23,998,406 17,003,950 6,994,456
2021-22 23,998,406 5.73% -0.35% 25,284,708 17,032,795 8,251,913
2022-23 25,284,708 7.55% -1.31% 26,838,434 17,566,053 9,272,381
2023-24 26,838,434 4.44% -0.50% 27,890,501 19,991,979 7,898,522
2024-25 27,890,501 3.62% -0.08% 28,875,036 20,577,352 8,297,684
2025-26 28,875,036 6.44% -0.08% 30,708,601 27,233,700 3,474,901
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26values (in thousandths)Appropriation Limit
Appropriations Limit Appropriations Subject to Limit
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APPROPRIATION
LIMIT RESOLUTION
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BUDGET GLOSSARY
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Budget Glossary
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Account: A subdivision within a fund for the purpose of classifying transactions.
Account Number: A numeric identification of the account. Typically, a unique number or series of
numbers. The City of Arroyo Grande’s number structure is comprised of three (3) fields of characters.
The first field is three (3) characters wide and identifies the various FUNDS within the account system.
The next field contains four (4) characters and identifies the PROGRAMS and/or DIVISIONS within the City.
The final field contains four (4) characters and identifies the OBJECT CODE of the account number. The
combination of the three fields makes up the account number.
Accrual Basis or Accrual Method: Accounting method whereby income and expense items are
recognized as they are earned or incurred, even though they may not have been received or actually paid
in cash. The alternative is Cash Basis. The City of Arroyo Grande uses the method of “Modified Accrual”
basis of accounting for governmental and agency funds. All proprietary funds are accounted for using the
accrual basis of accounting.
ACFR: Annual Comprehensive Financial Report which is an audited and printed copy of the City’s
financial statement at the end of a given fiscal year.
Actual: The recorded revenue or expenditure for a specific account number. The actual columns,
referenced in this document, report the revenues or expenditures as audited by an independent auditor.
Adopted Budget: A budget which typically has been reviewed by the public and “Adopted”
(approved) by the City Council prior to the start of the fiscal year. The adopted budget is the legal authority
to expend money for specified purposes in the fiscal year time period.
AGPOA: Arroyo Grande Police Officers Association. This union represents sworn and non-sworn police
employees working for the City.
AGTBID: Arroyo Grande Tourism Business Improvement District. Established in May 2013 by
Ordinance, the district exists to provide projects, programs and activities that benefit lodging businesses
located and operating with the boundaries of the City. Assessments are levied on all lodging businesses
and are subject to annual review by the City Council in accordance with the requirements contained in
the Parking and Business Improvement Area Law of 1989 (Streets and Highways Code Sections 36500 et
seq.).
Appropriate: Set apart for, or assign to, a particular purpose or use.
Appropriated Expenditure: A budget amount set-aside for a specific acquisition or purpose.
Appropriation: An authorization by the City Council to make expenditures and to incur obligation for
specific amounts and purposes. For most local governments, the adopted budget document is the source
for all or most appropriations.
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Budget Glossary
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Assessed Valuation: An official value established for real estate or other property as a basis for
levying property taxes.
Assessments: Charges made to parties for actual services or benefits received.
Assets: Property owned by the City which has book or appraised monetary value.
Audit: A review of the accounting system and financial records to verify that government funds were
spent and received in accordance with Generally Accepted Accounting Principles (GAAP) and in
compliance with the legislative body’s appropriations.
Authorized Positions: Employee positions, which are authorized in the adopted budget, to be filled
during the year.
Available (Undesignated) Fund Balance: Funds remaining from prior years, which are
available for appropriation and expenditure in the current year.
Balance Sheet: A statement presenting the financial position of an entity or fund by disclosing the
value of its assets, liabilities, and equities as of a specified date.
Balanced Budget: Budgeted resources, including revenue, transfers from other funds, and
unallocated fund balance from previous years meet or exceed the budgeted use of resources, including
expenditures and transfers to other funds.
Base Budget: The ongoing expense level necessary to maintain service levels previously authorized by
the City Council.
Beginning Balance: Unencumbered resources available in a fund from the prior fiscal year after
payment of prior fiscal year expenditures.
Bond: A written promise from a local government to repay a sum of money on a specific date at a
specified interest rate. Bonds are most frequently used to finance capital improvement projects such as
buildings, streets, and bridges.
Budget: A plan of financial operation, for a set time period, which identifies specific types and levels of
services to be provided, proposed appropriations or expenses, and the recommended means of financing
them.
Budget Amendments: The City Council has the sole responsibility for adopting the City’s budget,
and may amend or supplement the budget at any time after adoption by majority vote. The City Manager
and Administrative Services Director have joint authority to approve line-item budgetary transfers
between expenditure objects of the budget, as long as transfers do not affect ending fund balances.
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Budgetary Basis: The basis of accounting used to estimate financing sources and uses in the budget.
Budget Message: The opening section of the budget, which provides the City Council and the public
with a general summary of the most important aspects of the budget, changes from previous years, and
presents recommendations made by the City Manager.
Budget Year: Is the FISCAL YEAR for which the budget is being considered.
Budgetary Unit: An organizational component budgeted separately, usually a department or a
division.
Capital Expenditures: An acquisition or an improvement (as distinguished from a repair) that will
have a life of more than one year.
Capital Improvement Budget: A financial plan or authorized expenditures for tangible, long-term
construction of, or improvement to, public physical facilities.
Capital Improvement Program (CIP): A long-term plan for multi-year projects such as street
or park improvements, building construction, and various kinds of major facility maintenance. The
projects set out in the plan usually require funding beyond the one-year period of the annual budget and
the plan details funding sources and expenditure amounts.
Capital Outlay: Expenditures that result in the acquisition of or addition to, fixed assets. A capital item
is tangible, durable, and non-consumable, and has a useful life of more than one year.
Carryover: Unspent funds, either encumbered, reserved, or unobligated, brought forward from prior
fiscal years.
Cash Basis: A basis of accounting in which transactions are recognized only when cash is increased or
decreased.
Consumer Price Index (CPI): Measure of change in consumer prices as determined by a monthly
survey of the U.S. Bureau of Labor Statistics. Many pension and employment contracts are tied to changes
in consumer prices as protection against inflation and reduced purchasing power. Among the CPI
components are the costs of housing, transportation, and electricity. Also known as the Cost-of-Living
Index.
Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures not
otherwise budgeted.
Contractual Services: Services rendered to a government by private firms, individuals, or other
governmental agencies. Examples include maintenance agreements, professional contracts, and tree
trimming agreements.
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Debt Service: The City’s obligation to pay the principal and interest of all bonds and other debt
instruments according to a pre-determined payment schedule.
Deficit: The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses over
revenues during a single accounting period.
Department: A basic organizational unit of government that is functionally unique in its delivery of
services. The components are hierarchically arranged as follows: Department (such as Public Works): and
Division (such as Sewer Maintenance).
Depreciation: The loss in value of an asset, due to physical changes, obsolescence, or factors outside
of the asset.
Development-related Fees: Fees and charges generated by building, development, and growth in
a community. Included in development-related fees are building permits, development review fees, and
zoning and subdivision fees.
Disbursement: The expenditure of monies from an account.
Division: An organizational component of a department.
Encumbrance: The commitment of appropriated funds to purchase goods or services. An
encumbrance is not an expenditure. An encumbrance reserves funds to be expended on a specific item
or service.
Enterprise Fund: A proprietary fund used to account for operations that are financed and operated
in a manner similar to private business enterprises. The intent of enterprise funds is to have the costs of
providing goods or services to the general public on a continuing basis be financed or recovered primarily
through user charges. The rate schedule for these services is established to ensure that revenues are
adequate to meet all necessary expenditures.
Expenditure/Expense: The outflow of funds paid or to be paid for an asset obtained or goods and
services obtained regardless of when the expenditure is actually paid. The term expenditure applies to
Governmental Funds, while the term expense is used for Enterprise and Internal Service Funds.
Expenditure Object Code: Unique identification number and title for a minor expenditure
category. Represents the most detailed level of budgeting and recording of expenditures, also referred to
as a “line item.”
Fiscal Policy: A government’s policies with respect to revenues, spending, and debt management as
these relate to government services, programs and capital investment. Fiscal policy provides an agreed-
upon set of principles for the planning and programming of government budgets and their funding.
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Fiscal Year (FY): The 12-month period for recording financial transactions. The City of Arroyo Grande
has specified the fiscal year to begin July 1st and end June 30th.
Fixed Assets: Assets of long-term character such as land, buildings, machinery, equipment, and
furniture.
Franchise Fee: A franchise fee is charged for the privilege of using public rights-of way and property
within the City for public or private purposes. The City currently assesses franchise fees on utilities such
as electricity, gas and solid waste collection.
Full-time Equivalent Position (FTE): Positions or fractions thereof based on full-time
definition of forty hours of work per week.
Fund: A separate accounting entity with a self-balancing set of accounts to record all financial
transactions (revenues and expenditures) for specific activities or government functions. Funds are
classified into three categories: governmental, proprietary, and fiduciary. Commonly used funds in
governmental accounting are General Fund, Special Revenue Funds, Debt Service Funds, Capital Project
Funds, Enterprise Funds, Internal Service Funds, Agency Funds, and Special Assessment Funds.
Fund Accounting: The basis of accounting used particularly by governments. Since there is no profit
motive, accountability is measured instead of profitability. The main purpose is stewardship of financial
resources received and expended in compliance with legal requirements. Financial reporting is directed
at the public rather than investors.
Fund Balance: The excess of assets over liabilities of a fund.
GANN Limit: State of California legislation that limits a City’s total appropriations from tax revenues.
Gas Tax Fund: A fund to account for receipts and expenditures of money apportioned under Street
and Highway Code section 2105, 2106, 2107, and 2107.5 of the State of California.
General Fund: The primary operating fund of the City, which accounts for resources and services
traditionally associated with government. The General Fund provides administrative, financial, police
protection, community development, public works, and recreation services to the community and other
funds. The General Fund accounts for revenues that have unrestricted uses and are not required legally
or by contractual agreement to be accounted for in another fund.
Generally Accepted Accounting Principles (GAAP): Uniform minimum standards for
financial accounting and recording, encompassing the conventions, rules, and procedures that define
accepted accounting principles.
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General Obligation Bond: Bonds that are usually limited by state law as to the amount as well as
the length of indebtedness that a government can have. These “Full Faith and Credit” bonds are secured
by all of the financial assets of the local government, including property taxes.
Goal: A general statement of broad direction, purpose, or intent that describes the essential reason for
existence and which is not limited to a one-year time frame. Generally, a goal does not change from year
to year.
Grant: Contributions of gifts or cash or other assets from another governmental entity to be used or
expended for a specific purpose, activity, or facility. An example is the Community Development Block
Grant awarded by the federal government.
Indirect Cost: Costs that cannot be easily seen in the product or service. Electricity, insurance, and
data processing costs are examples of indirect costs.
Infrastructure: The physical assets of the City, i.e. streets, water, sewer, public buildings, and parks,
and the support structures within a development.
Interfund Transfers: The movement of monies between funds to assist in financing the services for
the recipient fund.
Intergovernmental Revenue: Funds received from federal, state, and other local government
sources in the form of grants, shared revenues, and payments in lieu of taxes.
JPA: Joint Powers Agreement. An entity created by two or more public authorities to jointly exercise any
power common to all of them. The City of Arroyo Grande joined in a JPA, California Joint Powers Insurance
Association, for the purpose of jointly managing liability and workers compensation issues. The City is
also a member of the Five Cities Fire Authority, a JPA for fire services with the City of Grover Beach and
Oceano Community Services District.
Jurisdiction: Geographic or political entity governed by a particular legal system or body of laws.
Liability: Debt or other legal obligations arising out of transactions in the past which must be liquidated,
renewed or refunded at some future date.
Measure O-06 Local Use Tax Fund: Fund to account for the ½% local sales tax increase approved
by the voters in November of 2006.
Measure E-24 Local Use Tax Fund: Fund to account for the 1% local sales tax increase approved
by the voters in November of 2024.
Long-term Debt: Debt with a maturity of more than one year after the date of issuance.
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Modified Accrual Basis or Modified Accrual Method: Accounting method whereby
income and expense items are recognized, as they are available and measurable.
Objective: Measurable statement of the intended beneficial and tangible effects of a program’s
activities. An objective is a specific target toward which a manager can plan, schedule work activities, and
make staff assignments. An objective is stated in quantifiable terms such that it is possible to know when
it has been achieved. Examples are increase an activity by a specific amount by a certain date; maintain a
service level; reduce the incidence of something by a specific amount by a given date, or eliminate a
problem by a set date. The emphasis is on performance and its measurability.
Operating Expense: A series of object codes, which include expenditures for items, which primarily
benefit the current period and not defined as personnel services, contractual services, or capital outlays.
Operating Revenues: Funds that the government receives as income to pay for ongoing operations.
It includes such items as taxes, fees from specific services, interest earnings, and grant revenues.
Operating revenues are used to pay for day-to-day services.
Organization Chart: A chart showing the interrelationships of positions within an organization in
terms of authority and responsibilities. There are basically three patterns of organization: line
organization, functional organization, and line and staff organization.
Performance Measures: Specific quantitative measures of work performed with a program (i.e.
miles of streets cleaned). Also, specific quantitative measures of results obtained through a program (i.e.
percent reduction in response time compared to previous year).
PERS: Public Employees Retirement System, which is the state retirement system for public employees
that provides its members with benefits at retirement or upon disability or death.
Program: A group of related activities performed by one or more organizational units for the purpose
of accomplishing a function for which the government is responsible.
Proprietary Funds: These funds account for records of operations similar to those found in a
business, such as Enterprise funds and Internal Service funds.
Redevelopment Agency (RDA): A separate legal entity governed by the California Community
Redevelopment Law. RDAs were officially dissolved by the California Legislature as of February 1, 2012.
To facilitate the dissolution process, Successor Agencies were established to manage redevelopment
projects underway, make payments on enforceable obligations, and dispose of redevelopment assets and
properties.
Redevelopment Fund: A fund to account for transactions related to proceeds from bonds and other
resources and their use to perform redevelopment activities within specific project areas.
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Resolution: A special or temporary order of a legislative body; an order of a legislative body requiring
less legal formality than an ordinance or statute.
Restricted Fund Balance: The portion of a fund’s balance legally restricted for a specific purpose
and, therefore, not available for general appropriations.
Revenues: Funds received from various sources and treated as income to the City that are used to
finance expenditures. Examples are tax payments, fees for services, receipts from other governments,
fines, grants, licenses, permits, shared revenue, and interest income.
SEIU: Service Employees International Union, Local 620. This union represents all full time employees
other than police and management employees.
Special Assessment Fund: Contain moneys received from special charges levied on property
owners who benefit from a particular capital improvement or service.
Special Revenue Fund: A governmental fund type used to account for specific revenues that are
legally restricted to expenditures for particular purposes.
Subvention: That portion of revenues collected by other government agencies on the City’s behalf.
Taxes: Compulsory charges levied by a government for the purpose of financing services performed for
the common benefit of the people. This term does not include specific charges made against particular
persons or property for current or permanent benefit, such as special assessments.
Transient Occupancy Tax: A tax imposed on travelers who stay in temporary lodging
establishments in the City. The tax is collected by the operators of lodging establishments located within
the City, on behalf of the City. This tax is then remitted to the City.
User Charges/Fees: The payment of a fee for the direct receipt of a public service by the party
benefitting from the service.
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GUIDE TO FUNDS BY
NUMBER
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100 General Fund – The primary operating fund of the City, which accounts for resources and
services traditionally associated with government. The General Fund provides administrative, financial,
police and fire protection, community development, parks and recreation, and public works services to
the community and other funds. The General Fund accounts for revenues that have unrestricted uses
and are not required legally or by contractual agreement to be accounted for in another fund.
120 Measure O-06 Local Use Tax Fund – Fund to account for the ½% local sales tax
increase approved by the voters in November of 2006.
140 Measure E-24 Local Use Tax Fund – Fund to account for the 1% local sales tax
increase approved by the voters in November of 2024.
210 Fire Protection Impact – This fund accounts for impact fees collected from developers
for the expansion of the existing fire station in order to serve future development.
211 Public Access Television – This fund accounts for fees collected from Charter
Communications that are restricted for support of public, education and government access
programming and equipment.
212 Police Protection Impact – This fund accounts for impact fees collected from developers
for the expansion of the existing police facility in order to serve future development.
213 Park Development – This fund accounts for the receipts of park-in-lieu fees (Quimby) and
grant revenues that are used for construction, park acquisition, and development of park facilities.
214 Park Improvement – Impact fees that are collected for park improvements will be used to
maintain the adopted level of service for neighborhood and community parks of 4.0 acres per thousand
population. This fund accounts for the receipt of these monies.
215 Recreation Community Center – This fund accounts for impact fees collected for
recreation facilities in order to maintain the adopted level of service of recreation/community center
facilities of 542 square feet.
216 Grace Lane Assessment District – Fund to account for revenues derived from annual
assessments of properties within the District, which are used to pay the cost incurred by the City for
landscape maintenance.
217 Landscape Maintenance District – This fund accounts for the landscape maintenance
of parkways within two housing tracts. A special benefit assessment is levied on property owners to pay
for landscape maintenance expenditures.
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219 Parkside Assessment District – Fund to account for revenues derived from annual
assessments of properties, which are used to pay the cost incurred by the City for landscape
maintenance.
220 Street (Gas Tax) Fund – The fund that accounts for receipts and expenditures of money
apportioned by the State under Streets and Highway Code sections. Gas tax revenues can only be used
to construct and maintain streets and highways.
222 Traffic Signalization – This fund accounts for traffic signalization assessments levied
against developments for the future cost of traffic signals.
223 Traffic Circulation – This fund accounts for developer traffic mitigation measure fees
charged as a result of an environmental review.
224 Transportation Facility Impact – This fund accounts for developer impact fees
(AB1600 fees) paid to protect the public health, safety, and welfare by maintaining the existing level of
public services for existing and future residents within the City of Arroyo Grande.
225 Transportation Fund – The fund accounts for revenues from the Local Transportation
Fund (LTF), the South County Transit (SCT), and a senior taxi program administered by SCT.
Expenditures are restricted to public transportation.
226 Water Neutralization Impact Fund – This fund accounts for mitigation fees collected
from developers to neutralize projected water demand, of development projects, above historical usage
amounts.
231 Drainage Facility – This fund accounts for development drainage fees restricted to
improving drainage within the City.
232 In-lieu Affordable Housing – The fund accounts for monies paid by developers in
meeting the City’s mandatory affordable housing requirements.
233 In-lieu Underground Utilities – The fund accounts for monies paid by developers in
meeting the City’s underground utility requirements.
240 Arroyo Grande Tourism Marketing Improvement District Fund – The fund
that accounts for assessments collected from lodging establishments, which are restricted for programs,
projects and activities that benefit lodging businesses in the City.
241 Water Availability Fund – The fund that accounts for impact fees collected to mitigate
future water requirements.
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250 CDBG Grant Fund – The fund accounts for revenues and expenditures related to
Community Development Block Grant Funds.
271 State COPS Block Grant Fund – The fund that accounts for the receipt of revenues
from the State of California restricted to the purchase of police equipment and technology for crime
prevention.
286 Successor Agency to the Former Redevelopment Agency Administration
– Fund used to account for tax increment revenues to be used for Successor Agency administration and
payment of the former Redevelopment Agency enforceable obligations.
287 Successor Agency to the Former Redevelopment Agency Housing
Function – The fund accounting for tax increment revenues of the former Redevelopment Agency to
be used for low and moderate housing within the City.
350 Capital Improvement Program – Fund established to account for transfers from other
City funds and grant revenues to be used for infrastructure improvements within the City. The Program
is divided into six project types – Miscellaneous Projects, Park Projects, Street Projects, Drainage
Projects, Sewer Projects, and Water Projects.
612 Sewer Fund – Fund used to account for maintenance of sewer lines connecting City
residents to the San Luis Obispo County Sanitation District sewer plant. Maintenance costs are funded
by user charges.
634 Sewer Facility Fund – This fund accounts for the accumulation of sewer facility revenues
to be used in capital improvement projects in the City.
640 Water Fund – Fund used to account for the operation of water utility service to the
community. Revenues are received from fees for service.
641 Lopez Fund – The Lopez Fund is responsible for the purchase of water, debt servicing, and
the maintenance and operation of Lopez Dam. User Fee charges for water availability and utility billing
are the major revenue sources of this fund.
642 Water Facility Fund – Fund used to account for the accumulation of revenues from
charges for current services to be used for future water infrastructure improvements.
751 Downtown Parking – Agency Fund collecting assessments from Village merchants for the
maintenance of Village parking for the Downtown Village Merchants Association.
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