CC 2018-06-12_11a FY 2018-20 Biennial Budget
MEMORANDUM
TO: CITY COUNCIL
FROM: JIM BERGMAN, CITY MANAGER
DEBBIE MALICOAT, DIRECTOR OF ADMINISTRATIVE SERVICES
SUBJECT: CONSIDERATION OF FISCAL YEAR 2018-19 AND 2019-20 BIENNIAL
BUDGET
DATE: JUNE 12, 2018
SUMMARY OF ACTION:
Adopting the FY 2018-20 Biennial Budget will allow the City to continue funding all city
services after the end of the current fiscal year on June 30, 2018.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The recommended Citywide budget recommends approximately $85.5 million in
expenditures including operating costs such as salaries, benefits, services, supplies and
maintenance, debt service, and capital related items over the next two fiscal years.
The General Fund budget recommends approximately $20 million in expenditures each
year of the Biennial Budget. The General Fund revenues and transfers are projected to
average $18.1 million annually during the same period. The budget as presented is
balanced, maintains the reserves, will reduce long term liabilities, and continues to
comply with Council policy for the unappropriated reserve level and addresses some of
the priority concerns discussed previously with the City Council.
RECOMMENDATION:
It is recommended the City Council adopt a Resolution approving the FY 2018-20
Biennial Budget.
BACKGROUND:
Beginning with the results of the General Fund 10-Year Fiscal Forecast on January 23,
2018, and encompassing five public meetings to discuss budget priorities and budget
balancing actions, the City Council has guided the development of the Fiscal Year 2018-
19 and 2019-20 Biennial Budget over the past five months. The prioritization and direction
provided by the City Council at these previous meetings has been incorporated into the
Item 11.a. - Page 1
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2018-19 AND 2019-20 BIENNIAL BUDGET
JUNE 12, 2018
PAGE 2
Fiscal Year 2018-19 and 2019-20 Biennial Budget, which is attached for further City
Council consideration and adoption.
This report addresses expenditure budget recommendations for all of the City’s funds,
including operating as well as capital project funds. The City’s budget provides funding
for all City services, infrastructure investments and activities performed during each
fiscal year. The two major components of the budget are ongoing operations and
capital or one-time expenditures.
The General Fund is the City’s primary operating fund and most of the City’s basic
services are included here, such as general government, community development,
police, public works, recreation and the cost of fire services. The General Fund is
primarily supported by taxes and assessments, notably property tax and sales tax, and
is also supported by user fees, licenses and permits, franchise fees and interest
income. In addition, the General Fund provides services, such as payroll, building
maintenance and information technology support to other funds and approximately 14%
of General Fund revenues are transfers from other funds for these services, as shown
on the following chart.
Taxes comprise the largest source of revenue in the General Fund; therefore,
fluctuations in the amount of taxes received can have profound impacts on the City’s
ability to provide services. As shown on the next page, General Fund tax revenues
have generally been trending upward over the past 10 years and are expected to
increase in both years of the Biennial Budget.
Property Taxes
29%
Sales Tax
23%
Fines & Penalties
<1%
Franchise Fees
4%
Other Taxes
10%
Licenses & Permits
3%Charges for Services
8%
Other Revenue
3%
Transfers
14%
2018‐19 General Fund Revenues by Source
$17.8 Million
Item 11.a. - Page 2
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2018-19 AND 2019-20 BIENNIAL BUDGET
JUNE 12, 2018
PAGE 3
ANALYSIS OF ISSUES:
The Budget was developed through the input of all departments, with the guidance of the
City Council, and is based on a collaborative effort to provide staff’s best professional
judgment regarding future needs and resources available to the City. It necessarily
requires a number of assumptions related to revenues, expenditures, current trends and
activity levels, anticipated changes in general economic indicators and specific knowledge
about the community. The assumptions were reviewed on May 29, 2018 with the
Preliminary Budget and remain unchanged.
There are a number of significant cost variations in the expenditure budgets, many of
which are beyond the City’s control. As the City Council is aware, the most significant of
these is the cost of pension contributions. Based on this, the City Council has provided
direction to include payment to CalPERS of $3,000,000 in FY 2018-19 and $2,000,000 in
FY 2019-20 to pay down the City’s unfunded liabilities related to pensions. Other
increases include liability and workers’ compensation insurance premiums as well as the
previously mentioned FCFA contribution.
As discussed with the City Council on April 24, 2018, staffing reductions identified below
are incorporated into the Biennial Budget.
FTE Position Department Savings
1.0 Associate Planner Community Development $ 141,300
0.8 Part Time Planning Technician Community Development 50,800
0.6 Part Time Planning Intern Community Development 17,400
1.0 Administrative Secretary Community Development 104,000
2.1 Part Time Maintenance Workers (3 positions) Public Works 83,100
0.3 Part Time CIP Associate Engineer/Intern Public Works 18,700
1.0 Property & Evidence Technician Police (non-sworn) 124,200
0.6 Part Time Administrative Intern Police (non-sworn) 17,400
0.2 Police Reserve Police (sworn) 40,000
Total Savings* $ 596,900
*After accounting for mitigations, net savings from staffing is $447,000
‐
1,000
2,000
3,000
4,000
5,000
6,000
10‐11 11‐12 12‐13 13‐14 14‐15 15‐16 16‐17 17‐18 18‐19 19‐20In ThousandsFiscal Year
General Fund Tax Revenue
Property Tax
Sales & Use Tax
Transient Occupancy Tax
Franchise Fees
Other Taxes
Item 11.a. - Page 3
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2018-19 AND 2019-20 BIENNIAL BUDGET
JUNE 12, 2018
PAGE 4
Additional recommended changes to the budget were discussed on May 29, 2018 with
general City Council support for each of them. One item that was not included in the
Preliminary Budget, but was directed by the Council to include in the final budget was a
funding request from 5Cities Homeless Coalition for $7,500 for the operation of the
warming shelter. This has now been incorporated into the budget. In addition, the current
year budget was adjusted to provide $50,000 for a master plan for the Elm Street
Park/Soto Sports Complex and $78,000 in additional sidewalk funding from the $128,000
remaining in the existing Elm Street Community Center Upgrade project.
ALTERNATIVES:
The following action is provided for City Council consideration:
1. Adopt a Resolution approving the FY 2018-19 and FY 2019-20 Biennial Budget and
making appropriations for the amount budgeted.
2. Revise and adopt a Resolution approving the FY 2018-19 and FY 2019-20 Biennial
Budget and making appropriations for the revised amount budgeted.
3. Provide further direction to staff.
ADVANTAGES:
The recommendations in the Budget reflect revenue and expenditure strategies that will
accomplish the following:
• Maintain key service levels;
• Maintain a substantial investment in improvements to the City’s infrastructure and
facilities;
• Address operational sustainability concerns;
• Maintain reserves at or above the City’s policy levels; and
• Reduce long term liabilities.
DISADVANTAGES:
The recommendations do not fully address the long term replacement needs of all City
equipment and infrastructure. While balanced, the reductions in staffing included in the
budget will result in service level reductions to the community. Significant cost increases
related to pensions and insurance as well as the possibility of revenue shortfalls are still
threats that will require close monitoring. The performance of the economy in general, and
the impacts of specific economic development activities will also affect the financial
condition and sustainability of City operations. Payment of $5 million to CalPERS over the
biennial period will reduce the General Fund reserve and limit the City’s ability to respond
to unforeseen circumstances.
ENVIROMENTAL REVIEW:
No environmental review is required for this item.
Item 11.a. - Page 4
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2018-19 AND 2019-20 BIENNIAL BUDGET
JUNE 12, 2018
PAGE 5
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1. FY 2018-19 and 2019-20 Biennial Budget
2. Sales Tax Fund 10 Year Revenue and Expense Plan
Item 11.a. - Page 5
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ADOPTING THE FISCAL YEAR 2018-
19 AND FISCAL YEAR 2019-20 BIENNIAL BUDGET AND
MAKING APPROPRIATIONS FOR THE AMOUNT
BUDGETED
WHEREAS, a proposed Budget for the City of Arroyo Grande for the Fiscal Years
commencing July 1, 2018 and ending June 30, 2019 and commencing July 1, 2018 and
ending June 30, 2020 was submitted to the City Council and is on file with the Director
of Administrative Services; and
WHEREAS, the City Council also serves as the Board of Directors of the Successor
Agency to the Dissolved Arroyo Grande Redevelopment Agency; and
WHEREAS, proceedings for adoption of said Budget have been duly taken; and
WHEREAS, the total Budget for FY 2018-19 is $43,213,590.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE
DOES RESOLVE AS FOLLOWS:
SECTION 1. The Budget is adopted as the Biennial Budget for the City of Arroyo
Grande for the Fiscal Year commencing July 1, 2018 and ending June 30, 2019.
SECTION 2. At the close of each Fiscal Year, unexpended appropriations in the
Operating Budget will be carried forward to the next fiscal year as necessary to
underwrite the expense of outstanding purchase commitments. Unexpended
appropriations for authorized, but uncompleted projects as approved by the City Council
may be carried forward to the next succeeding Budget upon recommendation by the
Administrative Services Director and approval of the City Manager.
On motion of Council Member , seconded by Council Member , and
on the following roll call vote, to wit:
AYES:
NOES:
ABSENT:
the foregoing Resolution was passed and adopted this 12th day of June, 2018.
Item 11.a. - Page 6
RESOLUTION NO.
PAGE 2
JIM HILL, MAYOR
ATTEST:
KELLY WETMORE, CITY CLERK
APPROVED AS TO CONTENT:
JAMES A. BERGMAN, CITY MANAGER
APPROVED AS TO FORM:
HEATHER WHITHAM, CITY ATTORNEY
Item 11.a. - Page 7
CITY OF ARROYO GRANDE
State of California
Mayor Jim Hill
Mayor Pro Tem Caren Ray
Council Member Tim Brown
Council Member Kristen Barneich
Council Member Barbara Harmon
FY 2018-19 and FY 2019-20 Biennial Budget
Prepared and Submitted by
Department of Administrative Services
ATTACHMENT 1
Item 11.a. - Page 8
Appointed Officials:
Jim Bergman, City Manager
Heather Whitham, City Attorney
Department Directors:
Sheridan Bohlken, Recreation Services Director
Stephen Lieberman, Fire Chief
Deborah Malicoat, Administrative Services Director/City Treasurer
Teresa McClish, Community Development Director
Beau Pryor, Police Chief
Bill Robeson, Public Works Director
Kelly Wetmore, Legislative & Information Services Director/City Clerk
Other Key Staff Involved in the Budget Process:
Walt Cuzick, Information Technology Manager
Robin Dickerson, City Engineer
Jill McPeek, Capital Projects Manager
Ron Simpson, Public Works Manager
Shane Taylor, Utilities Manager
Nicole Valentine, Accounting Manager
Item 11.a. - Page 9
CITY OF ARROYO GRANDE
FY 2018 -20 BIENNIAL BUDGET
Table of Contents
Budget Message ......................................................................................................................................................... 1
Guide to Using the FY 2018-20 Biennial Budget......................................................................................................... 4
Fund Summaries ......................................................................................................................................................... 7
Consolidated Summary – All Funds ............................................................................................................................ 7
General Fund .............................................................................................................................................. 8
Enterprise Funds ........................................................................................................................................ 9
Special Revenue Funds ............................................................................................................................. 12
Agency Funds ........................................................................................................................................... 24
Capital Improvement Projects Fund ........................................................................................................ 26
Interfund Transfers .................................................................................................................................. 27
Department Summaries ........................................................................................................................................... 31
City Administration .................................................................................................................................. 31
Legislative & Information Services ........................................................................................................... 34
Administrative Services ............................................................................................................................ 36
Public Works ............................................................................................................................................. 38
Community Development Department ................................................................................................... 42
Police Department ................................................................................................................................... 46
Fire Department – Five Cities Fire Authority............................................................................................ 51
Recreation Services .................................................................................................................................. 53
Capital Improvement Program ................................................................................................................................. 56
Appendix A ............................................................................................................................................................... 86
Organizational Chart ................................................................................................................................ 87
Community Profile ................................................................................................................................... 88
Fiscal Policy .............................................................................................................................................. 91
Significant Accounting Policies ................................................................................................................. 94
Guide to Funds by Number ...................................................................................................................... 99
Budget Glossary ..................................................................................................................................... 102
Item 11.a. - Page 10
Budget Message
May 2018
Honorable Mayor and Members of the City Council:
The staff of the City of Arroyo Grande is pleased to present the Biennial Budget for
Fiscal Years (FY) 2018-19 and 2019-20. Budgets for all funds are incorporated into the
document. The proposed budget is balanced, will continue to fund the high quality of
services provided to the community, and will invest in the future through capital
improvements and maintenance activities.
Like most municipal agencies in California, the City of Arroyo Grande has experienced
tremendous budget challenges over the past few years, most notably from rising
pension and health care costs. Forecasting revealed significant increases in CalPERS
pension costs were imminent and would cause a situation in which expenses would
exceed revenues for the next decade. With this information, your Council gave the
following budget directions:
1. Within two years, reverse the expense/revenue gap by doing the following:
a. Within the first year of the budget, reverse the gap between expenditures
and revenues to result in approximately $157,000 surplus to be added to
the reserves. This equates to reducing expenses by $450,000.
b. By the end of the second year of the budget, reverse the gap between
expenditures and revenues to result in a $1,386,000 surplus to be added
to the reserves. This equates to further reducing expenses by $450,000.
c. Goals a and b shall be accomplished by:
i. Focusing City resources first to services identified as “Core and
Essential” and fund these services to fully meet adopted City
policies.
ii. Ensuring that Core and Essential services are “Right Sized” based
upon accepted metrics of service outcomes.
iii. Analyzing “non-core and non-essential” services and make budget
recommendations of how the City can more efficiently provide the
service, find another entity to provide the service, or find additional
revenues to support the service.
2. Increase revenues by:
a. Analyzing City costs to provide services and consider achieving full cost
recovery for a wider range of services.
b. Encouraging economic development in order to achieve identified service
outcomes for core and essential services (this will require the addition of
$180,000 in revenue above and beyond normal assumptions starting in
year three growing to total new revenue of $390,000 by year 10).
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Item 11.a. - Page 11
Budget Message
3. Reduce exposure to volatility of pension payments by the end of year two by:
a. Analyzing and making recommendations on tools such as pension
prepayments and Section 115 Trusts.
4. Begin to study options to develop new revenue sources such as a future tax
measure for new or expanded services.
This proposed budget meets all of the goals expressed by your Council. Implementing
these goals will require the following substantial changes to the organization and its
financial reserves:
Reducing operational costs by approximately $86,000 in FY 2018-19 and
$160,000 in FY 2019-20.
Increasing fees for services in the Community Development Department and the
Recreation Department.
Paying down $5 million in CalPERS unfunded liability debt.
Reducing staffing levels and in turn service levels in the community by 7.4 full
time equivalent employees. Staff reductions and reorganizations are seen in the
Community Development Department, Public Works Department, and the Police
Department (non-sworn positions).
Despite operational funding constraints, the budget continues the City’s commitment to
utilize revenue from the 2006 Local Sales Tax Measure for the purposes intended,
which primarily consist of capital improvements.
The recommended Citywide total budget is $43.4 million for FY 2018-19 and $42.5
million for 2019-20. Proposed General Fund expenditures are $20.8 million in FY 2018-
19, which includes prepaying $3,000,000 of CalPERS pension liability. General Fund
expenditures are $19.7 million in FY 2019-20, which includes prepaying $2,000,000 of
CalPERS pension liability.
Ongoing property tax, sales tax and transient occupancy tax (TOT) revenues have
increased over the past year and are projected to continue a modest, but steady
increase during the budget period.
Building related fees have experienced healthy increases in most accounts over the
past year. These revenues are estimated to continue to increase modestly, but could
increase more if building activity escalates even more rapidly. Staff believes it is
important to budget these revenues conservatively since they are cyclical and
development opportunities continue to diminish. However, revenue estimates contained
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Item 11.a. - Page 12
Budget Message
in the Biennial Budget are based on a continued steady level of activity and the
significant fee increases previously discussed with the Council.
The General Fund balance is projected to be equal to the City’s policy goal of 20% of
General Fund expenditures at the end of the Biennial Budget, based on estimated
actual results for FY 2017-18.
Both the Water and Sewer Funds are also balanced and fully fund the projects
approved by the City Council in the Water and Wastewater Master Plans. The Water
Fund has a projected working capital fund balance at the end of FY 2018-20 of $2.3
million, which remains just above the policy goal of 90 days of operating expenses plus
$500,000, or approximately $2.2 million. The ending working capital balance for the
Sewer Fund is projected to be $902,900, which exceeds the policy goal equal to
approximately $800,000.
The recommended Capital Improvement Program (CIP) includes the funding projected
necessary to address many of the major needs identified. These include the annual
Pavement Management Program, sidewalk repairs, drainage repairs, ongoing
Americans with Disabilities Act (ADA) improvements, trenchless sewer rehabilitation,
Lift Station No. 1 forcemain replacement, and waterline replacements.
The following budget represents the professional expertise of the entire department
director team for proposed City services, operations and programs. It reflects both the
Fiscal Policy and budget priorities established by the City Council. The overall objective
is to meet the community’s needs and provide services in the most effective, efficient
and responsive manner.
It would not be possible to develop or administer the City budget without the leadership
and direction provided by the City Council and the ongoing commitment of the staff.
Therefore, this budget is presented with thankful appreciation for the efforts on behalf of
the community.
JAMES A. BERGMAN
CITY MANAGER
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Item 11.a. - Page 13
Guide to Using the FY 2018 -20 Biennial Budget
INTRODUCTION
The City’s Budget is a flexible spending plan that is the legal authority for departments to commit financial
resources to provide services within the City of Arroyo Grande. The Biennial Budget is the spending plan for a
two year period. The Operating Budget for Fiscal Year (FY) 2018-19 is $40.3 million, which includes $17.7 million
in the General Fund and $22.6 million in Other Funds (i.e., Water & Sewer Operations, Grant Funds, Street
Maintenance, etc). The City’s General Fund Budget is approximately 43% of the total Operating Budget in FY
2018-19. The City’s General Fund Budget provides the majority of services commonly associated with local city
government (i.e., public safety, recreation, community development, general government, and public works).
The Capital Improvement Program expenditures, which make up $5.3 million in FY 2018-19, have also been
included in the Operating Budget. The budget for the second year is very similar, totaling $40.3 million. More
detail is provided throughout this document.
USER’S GUIDE TO THE OPERATING BUDGET
Every two years, the Administrative Services Department coordinates the preparation of three key documents:
1. Operating Budget
2. Capital Improvement Program
3. Cost Allocation Plan
The Operating Budget and Capital Improvement Program are combined to become the Biennial Budget. The
Cost Allocation Plan is a separate document.
The Operating Budget is summarized at a department level. Department budgets report related operations and
programs aimed at accomplishing a broad goal or a major service. Every effort has been made to present the
budget in an easy to read format.
HOW TO READ THE BUDGET INFORMATION
Fund Summaries
A summary of each fund’s revenues, expenditures and fund balances is provided in the Fund Summaries section
of the document.
Department Budgets
Each City Department’s budget is reflected in the document and provides summary information regarding
expenditures by program (such as City Manager, City Attorney or Public Works Administration) as well as by
category (such as salaries, services and supplies or debt service).
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Item 11.a. - Page 14
Guide to Using the FY 2018 -20 Biennial Budget
Each summary has the following columns:
17-18 Original Budget: This is the budget adopted by the City Council for the 2017-18 fiscal year in June 2017.
17-18 Final Budget: This is the current budget, which could be different from the Original Budget due to
adjustments made during the fiscal year or for the carryover of funds that were unexpended in the prior year
but are planned to be spent this year.
17-18 Estimated Actual: This is the amount that is estimated to be spent or received in the current year. It may
be different from the budget due to specific events occurring this year. These could include things like positions
that are vacant for a portion of the year, changes in anticipated spending plans or unexpected circumstances
that arise during the year.
2018-19 Budget: This is the proposed budget for the 2018-19 fiscal year.
2019-20 Budget: This is the proposed budget for the 2019-20 fiscal year.
For each fiscal year proposed budget, a comparison of the budget for the prior year is provided. This can assist
you in understanding how the “base” budgets have increased or decreased from year to year. The increase or
decrease for FY 2018-19 is compared to the Original Budget for 2017-18 and the increase or decrease for the
2019-20 budget is compared to the 2018-19 budget.
Significant budget changes are provided in each department to assist in identifying specific items that cause an
increase or decrease in the budget. In all Departments, salaries and benefits have seen substantial increases
primarily due to the cost of CalPERS pension benefits.
Appendix
The appendix contains additional demographic information about the City, certain budgetary and financial
policies as well as a glossary of terms used throughout the document.
2018-19 compared to 2017-18 Original
2019-20 compared to 2018-19
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Expenditures by Program
City Council 96,900$ 110,015$ 96,165$ 97,800$ 900$ 1%99,200$ 1,400$ 1%
Retirees Health 235,000 235,000 235,000 235,000 - 0%235,000 - 0%
City Manager 269,600 323,151 313,200 399,300 129,700 48%395,900 (3,400) (1%)
City Attorney 283,200 305,225 299,600 283,200 - 0%283,200 - 0%
Local Sales Tax 2,264,100 3,745,237 3,745,237 2,264,100 - 0%2,158,300 (105,800) (5%)
Total 3,148,800$ 4,718,628$ 4,689,202$ 3,279,400$ 130,600$ 4%3,171,600$ (107,800)$ (3%)
Incr/(Decr)Incr/(Decr)
2018-202017-18
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Item 11.a. - Page 15
~ I t
Guide to Using the FY 2018 -20 Biennial Budget
KEY BUDGET ASSUMPTIO NS
The preparation of any budget is based on a series of assumptions about revenues and expenditures. These
assumptions will be carefully monitored throughout the fiscal year while evaluating budgetary performance.
The key budget assumptions include:
1. Sales Tax revenues are estimated to increase by 1% in each year.
2. Property Tax revenues are estimated to increase by 4.25% in each year.
3. Transient Occupancy Tax is estimated to increase by 3% in each year and a new boutique hotel in the
village will begin operating, generating an additional $100,000 in tax revenue in FY 2018-19 and
$135,000 in FY 2019-20.
4. Building and planning fees will continue to see a steady increase based on current activity levels,
combined with fee increases previously directed by the City Council.
5. Recreation activities will continue, but participation in some programs is anticipated to decline by 10%
to 30% as fee increases take effect.
6. All other revenues are budgeted at historical and/or estimated FY 2017-18 amounts.
7. Salaries and benefits are based on current bargaining group contracts, which expire June 30, 2020.
8. The contribution to the Five Cities Fire Authority (FCFA) is based upon the “strategic plan” budget
adopted by the FCFA Board in May 2018.
9. Significant increases to CalPERS pension costs are anticipated during the Biennial Budget, necessitating
offsetting expenditure reductions in the General Fund of approximately $900,000 annually.
10. Where contracts exist, cost increases reflect the contractual agreement, otherwise a general inflationary
increase of 2% was used.
11. A $25,000 contingency for unexpected projects or other needs was built into recommendations for the
Local Sales Tax fund.
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Item 11.a. - Page 16
FUND SUMMARIES
CONSOLIDATED SUMMARY – ALL FUNDS
2018-19 PROPOSED BUDGET
General Fund
Enterprise
Funds
Special
Revenue
Funds Agency Funds CIP Fund
Debt Service
Funds Total
Beginning Fund Balance 6,472,794$ 7,164,556$ 5,191,974$ 1,396,487$ 8,578,582$ 48,280$ 28,852,673$
Revenues:
Revenues 15,206,200 7,733,300 4,406,900 704,190 3,425,600 - 31,476,190
Transfers In 2,565,100 3,828,700 351,400 - 1,907,900 73,800 8,726,900
Total Revenues 17,771,300 11,562,000 4,758,300 704,190 5,333,500 73,800 40,203,090
Expenditures:
Salaries and Benefits 11,444,300 1,039,600 425,900 - - - 12,909,800
Services and Supplies 6,302,300 4,347,300 1,047,800 11,400 - - 11,708,800
Debt Service 166,000 22,100 40,300 658,190 - 73,800 960,390
Capital Outlay 96,000 821,900 100,000 - 5,333,500 - 6,351,400
Transfers Out 166,400 6,026,100 2,505,800 28,600 - - 8,726,900
CalPERS UAL Payment 3,000,000 - - - - - 3,000,000
Expenditure Savings (443,700) - - - - - (443,700)
Total Expenditures 20,731,300 12,257,000 4,119,800 698,190 5,333,500 73,800 43,213,590
Ending Fund Balance 3,512,794$ 6,469,556$ 5,830,474$ 1,402,487$ 8,578,582$ 48,280$ 25,842,173$
2019-20 PROPOSED BUDGET
General Fund
Enterprise
Funds
Special
Revenue
Funds Agency Funds CIP Fund
Debt Service
Funds Total
Beginning Fund Balance 3,512,794$ 6,469,556$ 5,850,474$ 1,402,487$ 8,578,582$ 48,280$ 25,862,173$
Revenues:
Revenues 15,751,100 7,786,100 3,938,800 775,390 3,341,800 - 31,593,190
Transfers In 2,638,000 4,262,500 385,300 - 1,396,400 73,800 8,756,000
Total Revenues 18,389,100 12,048,600 4,324,100 775,390 4,738,200 73,800 40,349,190
Expenditures:
Salaries and Benefits 11,388,600 1,091,900 445,400 - - - 12,925,900
Services and Supplies 6,199,000 4,454,600 1,515,021 11,400 - - 12,180,021
Debt Service 166,000 22,100 40,300 405,200 - 73,800 707,400
Capital Outlay 124,600 1,167,500 100,000 - 4,738,200 - 6,130,300
Transfers Out 200,300 6,523,500 2,003,600 28,600 - - 8,756,000
CalPERS UAL Payment 2,000,000 - - - - - 2,000,000
Expenditure Savings (439,700) - - - - - (439,700)
Total Expenditures 19,638,800 13,259,600 4,104,321 445,200 4,738,200 73,800 42,259,921
Ending Fund Balance 2,263,094$ 5,258,556$ 6,070,253$ 1,732,677$ 8,578,582$ 48,280$ 23,951,442$
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Item 11.a. - Page 17
FUND SUMMARIES
GENERAL FUND
FUND: 010 GENERAL FUND
2017-18 2017-18 2017-18
ORIGINAL AMENDED ESTIMATED 2018-19 2019-20
ITEM BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 6,447,790$ 7,001,422$ 7,001,422$ 6,472,794$ 3,512,794$
Revenues:
Revenues 14,246,000 14,483,200 14,894,800 15,206,200 15,751,100
Transfers In 2,657,300 2,681,400 2,681,400 2,565,100 2,638,000
Total Revenues 16,903,300 17,164,600 17,576,200 17,771,300 868,000 5%18,389,100 617,800 3%
Expenditures:
Salaries and Benefits 11,317,900 11,392,700 10,531,600 11,444,300 11,388,600
Services and Supplies 5,622,600 6,169,877 6,298,036 6,302,300 6,199,000
Debt Service 206,300 201,000 198,000 166,000 166,000
Capital Outlay 124,200 211,651 209,300 96,000 124,600
Transfers Out 45,000 157,100 157,100 166,400 200,300
CalPERS UAL Payment 3,000,000 2,000,000
Expenditure Savings (423,500) (439,100) (443,700) (439,700)
Total Expenditures 16,892,500 17,693,228 17,394,036 20,731,300 3,838,800 23%19,638,800 (1,092,500) (5%)
Available Fund Balance 6,458,590$ 6,472,794$ 7,183,586$ 3,512,794$ 2,263,094$
Increase Increase
2018-20
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.
8
Item 11.a. - Page 18
FUND SUMMARIES
ENTERPRISE FUNDS
FUND: 612 SEWER
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Working Capital 989,481$ 989,481$ 1,265,430$ 1,016,905$ 952,505$
Revenues:
Revenues 937,300 980,700 1,021,800 1,082,300 1,135,100
Transfers In - - - 251,900 269,400
Total Revenues 937,300 980,700 1,021,800 1,334,200 396,900 42%1,404,500 70,300 5%
Expenses:
Salaries and Benefits 236,700 236,700 236,700 257,200 267,400
Services and Supplies 138,800 153,800 153,800 138,800 138,800
Debt Service 20,900 17,400 17,400 8,700 8,700
Capital Outlay 2,500 2,500 2,500 2,500 2,500
Capital Improvement Program 107,100 673,200 455,900 608,800 641,000
Transfers Out 347,600 404,025 404,025 382,600 395,700
Total Expenditures 853,600 1,487,625 1,270,325 1,398,600 545,000 64%1,454,100 55,500 4%
Ending Available Working Capital 1,073,181$ 482,556$ 1,016,905$ 952,505$ 902,905$
Increase
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.
Increase
2018-202017-18
FUND: 634 SEWER FACILITY
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Working Capital 459,434$ 493,620$ 493,620$ 535,620$ 325,720$
Revenues:
Revenues 42,000 42,000 42,000 42,000 42,000
Transfers In - - - - -
Total Revenues 42,000 42,000 42,000 42,000 - 0%42,000 - 0%
Expenses:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Debt Service - - - - -
Capital Outlay - - - - -
Transfers Out - - - 251,900 269,400
Total Expenditures - - - 251,900 251,900 0%269,400 17,500 7%
Ending Available Working Capital 501,434$ 535,620$ 535,620$ 325,720$ 98,320$
Increase
2017-18
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.
Increase
2018-20
9
Item 11.a. - Page 19
FUND SUMMARIES
FUND: 640 WATER
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Working Capital 3,014,394$ 3,014,394$ 3,382,026$ 3,477,963$ 2,997,263$
Revenues:
Revenues 6,249,000 6,249,000 7,028,000 6,549,000 6,549,000
Transfers In 187,600 187,600 662,162 - 309,000
Total Revenues 6,436,600 6,436,600 7,690,162 6,549,000 112,400 2%6,858,000 309,000 5%
Expenses:
Salaries and Benefits 703,100 703,100 703,100 782,400 824,500
Services and Supplies 631,700 651,300 651,300 631,700 631,700
Debt Service 21,800 26,800 26,800 13,400 13,400
Capital Outlay 9,600 9,600 9,600 9,600 9,600
Capital Improvement Program 257,600 856,200 856,200 201,000 - 514,400
Transfers Out 5,320,700 5,347,225 5,347,225 5,391,600 - 5,549,400
Total Expenditures 6,944,500 7,594,225 7,594,225 7,029,700 85,200 1%7,543,000 513,300 7%
Ending Available Working Capital 2,506,494$ 1,856,769$ 3,477,963$ 2,997,263$ 2,312,263$
Increase
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.
2018-20
Increase
2017-18
FUND: 641 LOPEZ
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Working Capital 1,703,375$ 1,702,312$ 1,702,312$ 1,702,312$ 1,702,312$
Revenues:
Revenues - - - - -
Transfers In 3,505,200 3,505,200 3,505,200 3,576,800 3,684,100
Total Revenues 3,505,200 3,505,200 3,505,200 3,576,800 71,600 2%3,684,100 107,300 3%
Expenses:
Salaries and Benefits - - - - -
Services and Supplies 3,505,200 3,505,200 3,505,200 3,576,800 3,684,100
Debt Service - - - - -
Capital Outlay - - - - -
Transfers Out - - - - -
Total Expenditures 3,505,200 3,505,200 3,505,200 3,576,800 71,600 2%3,684,100 107,300 3%
Ending Available Working Capital 1,703,375$ 1,702,312$ 1,702,312$ 1,702,312$ 1,702,312$
2017-18
Increase
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.
2018-20
Increase
10
Item 11.a. - Page 20
FUND SUMMARIES
FUND: 642 WATER FACILITY
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Working Capital 399,950$ 460,556$ 446,156$ 431,756$ 491,756$
Revenues:
Revenues 60,000 60,000 60,000 60,000 60,000
Transfers In - - - - -
Total Revenues 60,000 60,000 60,000 60,000 - 0%60,000 - 0%
Expenses:
Salaries and Benefits - - - - -
Services and Supplies - - - - -
Capital Outlay - - - - -
Transfers Out 74,400 74,400 74,400 - 309,000
Total Expenditures 74,400 74,400 74,400 - (74,400) (100%) 309,000 309,000 0%
Ending Available Working Capital 385,550$ 446,156$ 431,756$ 491,756$ 242,756$
Increase
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.
2018-20
Increase
2017-18
11
Item 11.a. - Page 21
FUND SUMMARIES
SPECIAL REVENUE FUNDS
FUND: 210 FIRE PROTECTION IMPACT FEES
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
ITEM BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 229,814$ 229,814$ 181,114$ 202,114$
Revenues:
Revenues 36,000 26,900 21,000 21,000
Transfers In - - - -
Total Revenues 36,000 26,900 21,000 (15,000) (42%) 21,000 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies - 75,600 - -
Capital Outlay - - - -
Transfers Out - - - -
Total Expenditures - 75,600 - - 0%- - 0%
Ending Fund Balance 265,814$ 181,114$ 202,114$ 223,114$
Increase
2018-20
This fund accounts for impact fees collected from developers for the expansion of the existing fire station in
order to serve future development.
Increase
FUND: 211 PUBLIC ACCESS TELEVISION
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 27,642$ 27,642$ 63,842$ 100,042$
Revenues:
Revenues 36,200 36,200 36,200 36,200
Transfers In - - - -
Total Revenues 36,200 36,200 36,200 - 0%36,200 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies - - - -
Capital Outlay - - - -
Transfers Out - - - -
Total Expenditures - - - - 0%- - 0%
Ending Fund Balance 63,842$ 63,842$ 100,042$ 136,242$
Increase Increase
2018-20
This fund accounts for fees collected from Charter Communications that are restricted for support of public,
education, and government access programming and equipment.
12
Item 11.a. - Page 22
FUND SUMMARIES
FUND: 212 POLICE PROTECTION IMPACT FEES
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 36,760$ 36,760$ 42,260$ 47,560$
Revenues:
Revenues 7,300 7,300 5,300 5,300
Transfers In - - - -
Total Revenues 7,300 7,300 5,300 (2,000) (27%) 5,300 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 400 400 - -
Capital Outlay - - - -
Transfers Out 1,400 1,400 - 10,000
Total Expenditures 1,800 1,800 - (1,800) (100%) 10,000 10,000 0%
Ending Fund Balance 42,260$ 42,260$ 47,560$ 42,860$
2018-20
This fund accounts for impact fees collected from developers for the expansion of the existing police facility in
order to serve future development.
Increase Increase
FUND: 213 PARK DEVELOPMENT
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 1,256,331$ 1,256,331$ 986,031$ 1,077,031$
Revenues:
Revenues 101,000 101,000 91,000 91,000
Transfers In - - - -
Total Revenues 101,000 101,000 91,000 (10,000) (10%) 91,000 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies - - - -
Capital Outlay - - - -
Transfers Out - 371,300 - 10,000
Total Expenditures - 371,300 - - 0%10,000 10,000 0%
Ending Fund Balance 1,357,331$ 986,031$ 1,077,031$ 1,158,031$
2018-20
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.
Increase Increase
13
Item 11.a. - Page 23
FUND SUMMARIES
FUND: 214 PARK IMPROVEMENT
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 287,787$ 287,787$ 272,987$ 212,387$
Revenues:
Revenues 50,900 50,900 50,900 50,900
Transfers In - - - -
Total Revenues 50,900 50,900 50,900 - 0%50,900 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies - 700 25,000 25,000
Capital Outlay - - - -
Transfers Out 60,000 65,000 86,500 10,000
Total Expenditures 60,000 65,700 111,500 51,500 86%35,000 (76,500) (69%)
Ending Fund Balance 278,687$ 272,987$ 212,387$ 228,287$
2018-20
IncreaseIncrease
Impact fees collected for park improvements are to be used to maintain the adopted level of service for
neighborhood and community parks of 4.0 acres per thousand population. This fund accounts for the receipt and
use of these monies.
FUND: 215 RECREATION COMMUNITY CENTER
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 62,284$ 62,284$ 10,484$ 14,184$
Revenues:
Revenues 3,900 3,300 3,700 3,700
Transfers In - - - -
Total Revenues 3,900 3,300 3,700 (200) (5%) 3,700 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 100 100 - -
Capital Outlay - - - -
Transfers Out 55,000 55,000 - -
Total Expenditures 55,100 55,100 - (55,100) (100%)- - 0%
Ending Fund Balance 11,084$ 10,484$ 14,184$ 17,884$
Increase
2018-20
This fund accounts for impact fees collected 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.
Increase
14
Item 11.a. - Page 24
FUND SUMMARIES
FUND: 216 GRACE LANE ASSESSMENT DISTRICT
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 66,259$ 66,259$ 60,559$ 60,959$
Revenues:
Revenues 10,700 10,700 10,600 10,600
Transfers In - - - -
Total Revenues 10,700 10,700 10,600 (100) (1%) 10,600 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 13,300 13,300 13,300 13,300
Capital Outlay - - - -
Transfers Out 3,500 3,100 (3,100) 3,100
Total Expenditures 16,800 16,400 10,200 (6,600) 61%16,400 6,200 61%
Ending Fund Balance 60,159$ 60,559$ 60,959$ 55,159$
Increase
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 the landscape maintenance expenditures.
2018-20
Increase
FUND: 217 LANDSCAPE MAINTENANCE DISTRICTS
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 10,901$ 10,901$ 9,101$ 7,301$
Revenues:
Revenues 5,900 5,900 5,900 5,900
Transfers In - - - -
Total Revenues 5,900 5,900 5,900 - 0%5,900 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 5,700 5,700 5,700 5,700
Capital Outlay - - - -
Transfers Out 2,400 2,000 2,000 2,000
Total Expenditures 8,100 7,700 7,700 (400) (5%) 7,700 - 0%
Ending Fund Balance 8,701$ 9,101$ 7,301$ 5,501$
Increase Increase
2018-20
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.
15
Item 11.a. - Page 25
FUND SUMMARIES
FUND: 218 LOCAL SALES TAX
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 1,582,505$ 1,582,505$ 97,268$ 115,768$
Revenues:
Revenues 2,260,000 2,260,000 2,282,600 2,305,400
Transfers In - - - -
Total Revenues 2,260,000 2,260,000 2,282,600 22,600 1%2,305,400 22,800 1%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 253,600 253,600 244,900 248,400
Debt Service 20,000 20,000 20,000 20,000
Capital Outlay - - - -
Transfers Out 3,471,637 3,471,637 1,999,200 1,889,900
Total Expenditures 3,745,237 3,745,237 2,264,100 (1,481,137) (40%) 2,158,300 (105,800) (5%)
Ending Fund Balance 97,268$ 97,268$ 115,768$ 262,868$
Increase Increase
2018-20
This fund accounts for the revenues derived from Measure O-06, a local 1/2% sales tax approved by the City's
voters in November 2006.
FUND: 219 PARKSIDE ASSESSMENT DISTRICT
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 429,269$ 429,269$ 437,369$ 447,769$
Revenues:
Revenues 44,500 44,500 46,500 46,500
Transfers In - - - -
Total Revenues 44,500 44,500 46,500 2,000 4%46,500 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 30,000 30,300 30,000 30,300
Capital Outlay - - - -
Transfers Out 4,600 6,100 6,100 6,100
Total Expenditures 34,600 36,400 36,100 1,500 4%36,400 300 1%
Ending Fund Balance 439,169$ 437,369$ 447,769$ 457,869$
Increase
2018-20
This fund accounts for revenue derived from annual assessments, which are used to pay the cost incurred by
the City for landscape maintenance.
Increase
16
Item 11.a. - Page 26
FUND SUMMARIES
FUND: 220 STREETS (GAS TAX)
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance -$ -$ -$ -$
Revenues:
Revenues 500,300 500,300 759,100 453,200
Transfers In 359,100 357,500 346,400 380,300
Total Revenues 859,400 857,800 1,105,500 246,100 29%833,500 (272,000) (25%)
Expenditures:
Salaries and Benefits 415,900 415,900 425,900 445,400
Services and Supplies 301,800 301,800 280,900 280,900
Debt Service 49,600 49,600 20,300 20,300
Capital Outlay - - - -
Transfers Out 92,100 90,500 378,400 86,900
Total Expenditures 859,400 857,800 1,105,500 246,100 29%833,500 (272,000) (25%)
Ending Fund Balance -$ -$ -$ -$
Increase
2018-20
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.
Increase
FUND: 222 TRAFFIC SIGNALIZATION
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 872,483$ 872,483$ 923,183$ 959,183$
Revenues:
Revenues 36,000 51,100 36,000 36,000
Transfers In - - - -
Total Revenues 36,000 51,100 36,000 - 0%36,000 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies - 400 - -
Capital Outlay - - - -
Transfers Out - - - -
Total Expenditures - 400 - - 0%- - 0%
Ending Fund Balance 908,483$ 923,183$ 959,183$ 995,183$
Increase
This fund accounts for traffic signalization assessment levied against developments for the future cost of
traffic signals.
Increase
2018-20
17
Item 11.a. - Page 27
FUND SUMMARIES
FUND: 223 TRAFFIC CIRCULATION
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 132,332$ 132,332$ 132,932$ 133,432$
Revenues:
Revenues 600 600 500 500
Transfers In - - - -
Total Revenues 600 600 500 (100) (17%)500 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies - - - -
Capital Outlay - - - -
Transfers Out - - - -
Total Expenditures - - - - 0%- - 0%
Ending Fund Balance 132,932$ 132,932$ 133,432$ 133,932$
Increase
2018-20
Increase
This fund accounts for developer traffic mitigation measure fees charged as a result of an environmental
review.
FUND: 224 TRANSPORTATION FACILITY IMPACT
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 2,014,954$ 2,014,954$ 418,254$ 488,254$
Revenues:
Revenues 85,000 141,000 85,000 85,000
Transfers In - - - -
Total Revenues 85,000 141,000 85,000 - 0%85,000 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies - 2,700 15,000 -
Capital Outlay - - - -
Transfers Out - 1,735,000 - -
Total Expenditures - 1,737,700 15,000 15,000 0%- (15,000) (100%)
Ending Fund Balance 2,099,954$ 418,254$ 488,254$ 573,254$
Increase Increase
2018-20
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.
18
Item 11.a. - Page 28
FUND SUMMARIES
FUND: 225 TRANSPORTATION
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance (20)$ 27$ 27$ 27$
Revenues:
Revenues 252,800 252,800 260,700 260,700
Transfers In - - - -
Total Revenues 252,800 252,800 260,700 7,900 3%260,700 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 20,000 20,000 20,000 20,000
Capital Outlay - - - -
Transfers Out 232,800 232,800 240,700 240,700
Total Expenditures 252,800 252,800 260,700 7,900 3%260,700 - 0%
Ending Fund Balance (20)$ 27$ 27$ 27$
Increase
2018-20
Increase
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, pededstrian, street and road maintenance.
FUND: 226 WATER NEUTRALIZATION IMPACT
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 214,875$ 214,875$ 160,675$ 111,675$
Revenues:
Revenues 58,000 84,500 57,000 57,000
Transfers In 50,000 50,000 - -
Total Revenues 108,000 134,500 57,000 (51,000) (47%) 57,000 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 106,000 188,700 106,000 106,000
Capital Outlay - - - -
Transfers Out - - - -
Total Expenditures 106,000 188,700 106,000 - 0%106,000 - 0%
Ending Fund Balance 216,875$ 160,675$ 111,675$ 62,675$
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.
Increase
2018-20
Increase
19
Item 11.a. - Page 29
FUND SUMMARIES
FUND: 231 DRAINAGE FACILITY
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
ACCOUNT LINE ITEM BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 209$ 16,671$ 171$ 171$
Revenues:
Revenues - - - -
Transfers In - - - -
Total Revenues - - - - 0%- - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies - - - -
Capital Outlay - - - -
Transfers Out - 16,500 - -
Total Expenditures - 16,500 - - 0%- - 0%
Ending Fund Balance 209$ 171$ 171$ 171$
This fund accounts for impact fees paid by development and are restricted to improving drainage within the
City.
Increase
2018-20
Increase
FUND: 232 IN-LIEU AFFORDABLE HOUSING
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
ACCOUNT LINE ITEM BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 338,184$ 338,184$ 494,184$ 625,684$
Revenues:
Revenues 301,000 301,000 206,500 15,500
Transfers In - - - -
Total Revenues 301,000 301,000 206,500 (94,500) (31%) 15,500 (191,000) (92%)
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 75,000 145,000 75,000 -
Capital Outlay - - - -
Transfers Out - - - -
Total Expenditures 75,000 145,000 75,000 - 0%- (75,000) (100%)
Ending Fund Balance 564,184$ 494,184$ 625,684$ 641,184$
Increase
This fund accounts for monies paid by developers in meeting the City's mandatory affordable housing
requirements.
2018-20
Increase
20
Item 11.a. - Page 30
FUND SUMMARIES
FUND: 233 IN-LIEU UNDERGROUND UTILITY
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
ACCOUNT LINE ITEM BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 4,051$ 4,051$ 4,051$ 4,051$
Revenues:
Revenues - - - -
Transfers In - - - -
Total Revenues - - - - 0%- - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies - - - -
Debt Service - - - -
Capital Outlay - - - -
Transfers Out - - - -
Total Expenditures - - - - 0%- - 0%
Ending Fund Balance 4,051$ 4,051$ 4,051$ 4,051$
Increase Increase
2018-20
This fund accounts for monies paid by developers in meeting the City's underground utility requirements.
FUND: 240 TOURISM BUSINESS IMPROVEMENT DISTRICT
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
ITEM BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 184,238$ 184,238$ 278,938$ 255,638$
Revenues:
Revenues 200,700 200,700 206,700 212,700
Transfers In 5,000 5,000 5,000 5,000
Total Revenues 205,700 205,700 211,700 6,000 3%217,700 6,000 3%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 248,000 108,000 232,000 232,000
Capital Outlay - - - -
Transfers Out 3,000 3,000 3,000 3,000
Total Expenditures 251,000 111,000 235,000 (16,000) (6%) 235,000 - 0%
Ending Fund Balance 138,938$ 278,938$ 255,638$ 238,338$
Increase
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.
2018-20
Increase
21
Item 11.a. - Page 31
FUND SUMMARIES
FUND: 241 WATER AVAILABILITY FUND
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
ITEM BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 1,680,535$ 1,680,535$ 596,352$ 653,352$
Revenues:
Revenues 57,000 57,000 57,000 57,000
Transfers In - - - -
Total Revenues 57,000 57,000 57,000 - 0%57,000 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies - 553,421 - 553,421
Capital Outlay - - - -
Transfers Out 113,200 587,762 - -
Total Expenditures 113,200 1,141,183 - (113,200) (100%) 553,421 553,421 0%
Ending Fund Balance 1,624,335$ 596,352$ 653,352$ 156,931$
Increase
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.
2018-20
Increase
FUND: 250 CDBG GRANT FUND
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
ITEM BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 10,095$ 10,095$ 9,638$ 73,538$
Revenues:
Revenues 127,367 127,367 63,900 63,900
Transfers In - - - -
Total Revenues 127,367 127,367 63,900 (63,467) (50%) 63,900 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 5,100 3,641 - -
Capital Outlay - - - -
Transfers Out 58,800 124,183 - -
Total Expenditures 63,900 127,824 - (63,900) (100%)- - 0%
Ending Fund Balance 73,562$ 9,638$ 73,538$ 137,438$
Increase Increase
2018-20
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.
22
Item 11.a. - Page 32
FUND SUMMARIES
FUND: 271 STATE COPS BLOCK GRANT
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
ITEM BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 202,825$ 202,825$ 12,525$ 11,025$
Revenues:
Revenues 120,800 120,800 120,800 120,800
Transfers In - - - -
Total Revenues 120,800 120,800 120,800 - 0%120,800 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies - - - -
Capital Outlay 130,000 100,900 100,000 100,000
Transfers Out 20,200 210,200 22,300 22,800
Total Expenditures 150,200 311,100 122,300 (27,900) (19%) 122,800 500 0%
Ending Fund Balance 173,425$ 12,525$ 11,025$ 9,025$
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.
Increase Increase
2018-20
23
Item 11.a. - Page 33
FUND SUMMARIES
AGENCY FUNDS
FUND: 286 SUCCESSOR AGENCY TO THE FORMER REDEVELOPMENT AGENCY
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
ITEM BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 1,270,746$ 1,270,746$ 1,270,746$ 1,273,746$
Revenues:
Revenues 479,180 479,180 481,490 479,490
Transfers In - - - -
Total Revenues 479,180 479,180 481,490 2,310 0%479,490 (2,000) (0%)
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 4,000 4,000 4,000 4,000
Debt Service 450,180 450,180 449,490 405,200
Capital Outlay - - - -
Transfers Out 25,000 25,000 25,000 25,000
Total Expenditures 479,180 479,180 478,490 (690) (0%) 434,200 (44,290) (9%)
Ending Fund Balance 1,270,746$ 1,270,746$ 1,273,746$ 1,319,036$
Increase
2018-20
Increase
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.
FUND: 287 SUCCESSOR AGENCY TO THE FORMER REDEVELOPMENT AGENCY - HOUSING FUNCTION
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
ITEM BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 122,327$ 122,327$ 122,327$ 122,327$
Revenues:
Revenues 284,900 284,900 211,700 284,900
Transfers In - - - -
Total Revenues 284,900 284,900 211,700 (73,200) (26%) 284,900 73,200 35%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 3,000 3,000 3,000 3,000
Debt Service 281,900 281,900 208,700 -
Capital Outlay - - - -
Transfers Out - - - -
Total Expenditures 284,900 284,900 211,700 (73,200) (26%) 3,000 (208,700) (99%)
Ending Fund Balance 122,327$ 122,327$ 122,327$ 404,227$
2018-20
Increase Increase
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.
24
Item 11.a. - Page 34
FUND SUMMARIES
FUND: 751 DOWNTOWN PARKING
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
ITEM BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 314$ 314$ 3,414$ 6,414$
Revenues:
Revenues 11,000 11,000 11,000 11,000
Transfers In - - - -
Total Revenues 11,000 11,000 11,000 - 0%11,000 - 0%
Expenditures:
Salaries and Benefits - - - -
Services and Supplies 4,300 4,300 4,400 4,400
Capital Outlay - - - -
Transfers Out 3,600 3,600 3,600 3,600
Total Expenditures 7,900 7,900 8,000 100 1%8,000 - 0%
Ending Fund Balance 3,414$ 3,414$ 6,414$ 9,414$
2018-20
Increase Increase
This agency fund collects assessments from Arroyo Grande Village merchants for the maintenance of the
Village parking lots for the Downtown Village Merchants Association.
25
Item 11.a. - Page 35
FUND SUMMARIES
CAPITAL IMPROVEMENT PROJECTS FUND
FUND: 350 CAPITAL IMPROVEMENT PROJECTS
2017-18 2017-18
FINAL ESTIMATED 2018-19 2019-20
ITEM BUDGET ACTUAL BUDGET $ % BUDGET $ %
Beginning Fund Balance 3,520,302$ 3,520,302$ 8,578,582$ 8,578,582$
Revenues:
Revenues 17,749,249 1,539,771 3,425,600 3,341,800
Transfers In 5,773,793 5,773,793 1,907,900 1,396,400
Total Revenues 23,523,042 7,313,564 5,333,500 (18,189,542) (77%) 4,738,200 (595,300) (11%)
Expenditures:
Salaries and Benefits - - - -
Services and Supplies - - - -
Capital Outlay 23,523,042 2,255,284 5,333,500 4,738,200
Transfers Out - - - -
Total Expenditures 23,523,042 2,255,284 5,333,500 (18,189,542) (77%) 4,738,200 (595,300) (11%)
Ending Fund Balance 3,520,302$ 8,578,582$ 8,578,582$ 8,578,582$
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.
Increase Increase
2018-20
26
Item 11.a. - Page 36
Interfund Transfers
FY 2018-19
Personnel Operating Cost Allocation CIP Other
General Fund (010)
4901 Personnel Transfers 1,217,600
4902 Operating Transfers
4903 Cost Allocation 1,102,700
4909 Transfers In - TBID Fund 3,000
4950 Transfers In - Sales Tax Fund 216,800
4952 Transfers In - RDA Successor Fund 25,000
5902 Operating Transfers - Streets Fund (121,400)
5904 Transfers out - CIP Fund
5906 Transfers out - USDA City Hall loan (40,000)
5909 Transfers out - TBID Fund (5,000)
Sewer Fund (612)
5901 Personnel Transfers (283,500)
5903 Cost Allocation Transfers (94,100)
5906 Transfers out - USDA City Hall loan (5,000)
Water Fund (640)
5901 Personnel Transfers (827,900)
5903 Cost Allocation Transfers (978,100)
5906 Transfers Out - USDA City Hall Loan (8,800)
5913 Transfers Out - Lopez Fund (3,576,800)
Lopez Fund (641)
4940 Transfers In - Water Fund 3,576,800
Park Improvement Fund (214)
5904 Transfers out - CIP Fund (86,500)
Grace Lane Assessment District (216)
5903 Cost Allocation Transfers (3,100)
Landscape Maintenance District (217)
5903 Cost Allocation Transfers (2,000)
Local Sales Tax Fund (218)
5902 Operating Transfers - Streets Fund
5904 Transfers out - CIP Fund (1,526,900)
5906 Transfers Out - USDA City Hall Loan (20,000)
5910 Transfers Out - General Fund (216,800)
Parkside Assessment District (219)
5903 Cost Allocation Transfers (6,100)
Streets (Gas Tax) (220)
4902 Operating Transfer In Transportation 225,000
4903 Operating Transfer In - General Fund 121,400
27
Item 11.a. - Page 37
5901 Personnel Transfers (83,900)
5903 Transfer out - CIP Fund (294,500)
Transportation Facility Fund (224)
5904 Transfers out - CIP Fund
Transportation (225)
5902 Operating Transfers (225,000)
5903 Cost Allocation Transfers (15,700)
5904 Transfers out - CIP Fund
TBID Fund (240)
4910 Transfer In - General Fund 5,000
5910 Transfer out - General Fund (3,000)
COPS Fund (271)
5910 Transfer out - General Fund (22,300)
CIP Fund (350)
4914 Park Improvement 86,500
4920 Streets Fund 294,500
4950 Sales Tax 1,526,900
Downtown Parking Fund (751)
5903 Cost Allocation Transfers (3,600)
5904 Transfers out - CIP Fund
USDA City Hall Loan Fund (472)
Transfer In - General Fund 40,000
Transfer In - Sewer Fund 5,000
Transfer In - Water Fund 8,800
Transfer In - Local Sales Tax 20,000
RDA Successor Fund (286)
Transfer Out - General Fund (25,000)
Total - - - - -
28
Item 11.a. - Page 38
Interfund Transfers
FY 2019-20
Personnel Operating Cost Allocation CIP Other
General Fund (010)
4901 Personnel Transfers 1,263,200
4903 Cost Allocation 1,124,200
4909 Transfers In - TBID Fund 3,000
4950 Transfers In - Sales Tax Fund 222,600
4952 Transfers In - RDA Successor Fund 25,000
5902 Operating Transfers - Streets Fund (155,300)
5904 Transfers out - CIP Fund
5906 Transfers out - USDA City Hall loan (40,000)
5909 Transfers out - TBID Fund (5,000)
Sewer Fund (612)
5901 Personnel Transfers (294,700)
5903 Cost Allocation Transfers (96,000)
5906 Transfers out - USDA City Hall loan (5,000)
Water Fund (640)
5901 Personnel Transfers (858,800)
5903 Cost Allocation Transfers (997,700)
5906 Transfers Out - USDA City Hall Loan (8,800)
5913 Transfers Out - Lopez Fund (3,684,100)
Lopez Fund (641)
4940 Transfers In - Water Fund 3,684,100
Police Facilities Impact (212)
5904 Transfers out - CIP Fund (10,000)
Park Improvement Fund (214)
5904 Transfers out - CIP Fund (10,000)
Grace Lane Assessment District (216)
5903 Cost Allocation Transfers (3,100)
Landscape Maintenance District (217)
5903 Cost Allocation Transfers (2,000)
Local Sales Tax Fund (218)
5904 Transfers out - CIP Fund (1,276,400)
5906 Transfers Out - USDA City Hall Loan (20,000)
5910 Transfers Out - General Fund (222,600)
Parkside Assessment District (219)
5903 Cost Allocation Transfers (6,100)
Streets (Gas Tax) (220)
4902 Operating Transfer In Transportation 225,000$
4903 Operating Transfer In - General Fund/Sales Tax Fund 155,300
5901 Personnel Transfers (86,900)
5902 Operating Transfers
Transportation (225)
29
Item 11.a. - Page 39
5902 Operating Transfers (225,000)
5903 Cost Allocation Transfers (15,700)
5904 Transfers out - CIP Fund
Drainage Fund (231)
5904 Transfers out - CIP Fund
TBID Fund (240)
4910 Transfer In - General Fund 5,000
5910 Transfer out - General Fund (3,000)
COPS Fund (271)
5910 Transfer out - General Fund (22,800)
CIP Fund (350)
4914 Park Improvement 10,000
4950 Sales Tax 1,276,400
4955 Police Facilities Impact 10,000
Downtown Parking Fund (751)
5903 Cost Allocation Transfers (3,600)
USDA City Hall Loan Fund (472)
Transfer In - General Fund 40,000
Transfer In - Sewer Fund 5,000
Transfer In - Water Fund 8,800
Transfer In - Local Sales Tax 20,000
RDA Successor Fund (286)
Transfer Out - General Fund (25,000)
Total - - - - -
30
Item 11.a. - Page 40
The Administration of Your City Government
INTRODUCTION
Cities are a deliberate democratic choice to provide local enhanced public services above and beyond what the
State can supply through the legislature and the County Board of Supervisors. In order to effectively operate
business functions, the City of Arroyo Grande is 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
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 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 Local Agency Formation Commission. City Council Members receive a small
stipend to cover minor expenses of office. Additionally, each City Council Member is offered health insurance
and they are enrolled in a non-CalPERS retirement plan.
Employees of the City Council – City Attorney and City Manager
The City Attorney is a professional specializing in the area of Municipal Law. The City Council appoints a city
attorney to whom it turns to for legal advice. The City Attorney attends Council meetings to advise on points of
the 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.
The City Manager serves at the will of the City Council and is responsible for providing policy recommendations,
staff support, and to implement their directions and decisions. The City Manager is responsible for overseeing
day-to-day operations of the City and appoints professionals to direct departments responsible for a wide
variety of services provided to the community. The City Manager is responsible for the overall direction and
coordination of the City organization and to provide services and projects in an efficient manner. The City
Manager coordinates with community organizations and individuals to ensure the City is responsive to the
community’s needs and concerns.
31
Item 11.a. - Page 41
The Administration of Your City Government
Major Programs
Local Sales Tax
In November 2006, the voters of Arroyo Grande approved Measure O-06, which established a half-cent local
sales tax to meet City needs identified in the City’s long range financial plan. The following four categories of
needs were projected:
Infrastructure improvements, including the street, drainage and creek systems;
Transportation projects;
Public safety needs; and
Facility upgrades to meet Americans with Disabilities Act (ADA) requirements.
Every year funds from this local sales tax are invested in critically needed projects throughout the City. During
the next two years, funds collected are proposed to be spent on street and sidewalk maintenance, bridge
repairs, creek and flood protection, and public safety.
Retiree Health
This program accounts for the City’s obligations to retirees for post-employment benefits other than pensions.
The City provides minimal health contributions for retirees that have met certain criteria related to years of
service.
PRIORITIES FOR FY 2018-20:
This proposed budget fulfills the adopted priorities of the City Council which are:
1. Within two years, reverse the expense/revenue gap by doing the following:
a. Within the first year of the budget, reverse the gap between expenditures and revenues to
result in approximately $157,000 surplus to be added to the reserves. This equates to reducing
expenses by $450,000.
b. By the end of the second year of the budget, reverse the gap between expenditures and
revenues to result in a $1,386,000 surplus to be added to the reserves. This equates to further
reducing expenses by $450,000.
c. Goals a and b shall be accomplished by:
i. Focusing City resources first to services identified as “Core and Essential” and fund these
services to fully meet adopted City policies.
ii. Ensuring that Core and Essential services are “Right Sized” based upon accepted metrics
of service outcomes.
iii. Analyzing “non-core and non-essential” services and make budget recommendations of
how the City can more efficiently provide the service, find another entity to provide the
service, or find additional revenues to support the service.
2. Increase revenues by:
a. Analyzing City costs to provide services and consider achieving full cost recovery for a wider
range of services.
32
Item 11.a. - Page 42
The Administration of Your City Government
b. Encouraging economic development in order to achieve identified service outcomes for core
and essential services (this will require the addition of $180,000 in revenue above and beyond
normal assumptions starting in year three growing to total new revenue of $390,000 by year
10).
3. Reduce exposure to volatility of pension payments by the end of year two by:
a. Analyzing and making recommendations on tools such as pension prepayments and Section 115
Trusts.
4. Begin to study options to develop new revenue sources such as a future tax measure for new or
expanded services.
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Expenditures by Program
City Council 96,900$ 110,015$ 96,165$ 97,800$ 900$ 1%99,200$ 1,400$ 1%
Retirees Health 235,000 235,000 235,000 235,000 - 0%235,000 - 0%
City Manager 269,600 323,151 313,200 399,300 129,700 48%395,900 (3,400) (1%)
City Attorney 283,200 305,225 299,600 283,200 - 0%283,200 - 0%
Local Sales Tax 2,008,600 3,745,237 3,745,237 2,008,600 - 0%1,867,400 (141,200) (7%)
Total 2,893,300$ 4,718,628$ 4,689,202$ 3,023,900$ 130,600$ 5%2,880,700$ (143,200)$ (5%)
Expenditures by Category
Salary and Benefits 546,500$ 598,600$ 592,000$ 652,100$ 105,600$ 19%675,100$ 23,000$ 4%
Services and Supplies 581,100 624,940 603,565 606,100 25,000 4%584,600 (21,500) (4%)
Debt Service 20,000 20,000 20,000 20,000 - 0%20,000 - 0%
Capital Items and Transfers 1,745,700 3,475,088 3,473,637 1,745,700 - 0%1,601,000 (144,700) (8%)
Total 2,893,300$ 4,718,628$ 4,689,202$ 3,023,900$ 130,600$ 5%2,880,700$ (143,200)$ (5%)
Funding Sources
General Fund 884,700$ 973,391$ 943,965$ 1,015,300$ 130,600$ 15%1,013,300$ (2,000)$ (0%)
Local Sales Tax Fund 2,008,600 3,745,237 3,745,237 2,008,600 - 0%1,867,400 (141,200) (7%)
Funding Source Total 2,893,300$ 4,718,628$ 4,689,202$ 3,023,900$ 130,600$ 5%2,880,700$ (143,200)$ (5%)
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET BUDGET
Personnel Complement
Elected Officials:
Mayor and City Council 5.0 5.0 5.0 5.0 5.0
Full-time:
City Manager 1.0 1.0 1.0 1.0 1.0
Contract:
City Attorney 1.0 1.0 1.0 1.0 1.0
Total 7.0 7.0 7.0 7.0 7.0
2018-20
Incr/(Decr)Incr/(Decr)
2018-202017-18
2017-18
Significant Budget Changes – City Manager 2018-19 2019-20
Tax measure consulting $25,000
33
Item 11.a. - Page 43
The Administration of Your City Government
LEGISLATIVE & INFORMATION SERVICES
The Legislative and Information Services Department consists of the City Clerk and Information Technology
Divisions. The City Clerk’s Office is dedicated to serving the City Council, City staff, and the citizens of Arroyo
Grande by ensuring transparency and access to the legislative process, and by ensuring compliance with
applicable State and local laws and regulations relating to municipal elections, open meetings, financial
reporting, and access to public records. The Information Technology Division is dedicated to working
collaboratively with City departments and organizations to deliver and support innovative, reliable and secure
technology solutions and systems that align with current and future business needs.
PRIORITIES FOR F Y 2018-20:
In addition to the City Clerk Division’s recurring responsibilities, key projects and tasks for FY 2018-20 include
administration of the November 2018 Municipal Election; implementing an automated agenda management
system; implementing a redesign of the City’s website; updating the Citywide Records Retention Schedule; and
continuing to expand the City’s public outreach efforts.
Key information technology projects proposed for the biennial period include replacement of aging servers in
the City Hall and Police Department data centers which provide access to a wide range of technology systems
throughout the City; a new firewall appliance at the Police Department to ensure secure and reliable network
access; and replacement of the aging enterprise printer in the City Hall copy room which provides print, copy,
and scan services for all City computer users.
34
Item 11.a. - Page 44
The Administration of Your City Government
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Expenditures by Program
City Clerk 413,300$ 413,300$ 412,800$ 420,800$ 7,500$ 2%418,800$ (2,000)$ (0%)
Information Technology 600,000 607,900 604,800 634,200 34,200 6%634,000 (200) (0%)
Printing/Duplicating 34,600 34,600 29,900 34,600 - 0%34,600 - 0%
Total 1,047,900$ 1,055,800$ 1,047,500$ 1,089,600$ 41,700$ 4%1,087,400$ (2,200)$ (0%)
Expenditures by Category
Salary and Benefits 622,700$ 622,700$ 621,200$ 642,900$ 20,200$ 3%674,000$ 31,100$ 5%
Services and Supplies 298,700 303,100 297,900 378,400 79,700 27%316,500 (61,900) (16%)
Debt Service 30,000 30,000 28,300 - (30,000) (100%) - - 0%
Capital Items 96,500 100,000 100,100 68,300 (28,200) (29%) 96,900 28,600 42%
Total 1,047,900$ 1,055,800$ 1,047,500$ 1,089,600$ 41,700$ 4%1,087,400$ (2,200)$ (0%)
Funding Sources
General Fund 1,047,900$ 1,055,800$ 1,047,500$ 1,089,600$ 41,700$ 4%1,087,400$ (2,200)$ (0%)
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET BUDGET
Personnel Complement
Full-time:
Director 1.0 1.0 1.0 1.0 1.0
Information Tech Manager 1.0 1.0 1.0 1.0 1.0
Information Tech Specialist 1.0 1.0 1.0 1.0 1.0
Exec Asst/Deputy City Clerk 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Sr. Office Assistant 0.8 0.8 0.8 0.8 0.8
Total 4.8 4.8 4.8 4.8 4.8
2018-20
2018-20
Incr/(Decr)Incr/(Decr)
2017-18
2017-18
Significant Budget Changes – Legislative & Information Services 2018-19 2019-20
Software services for automation/efficiency efforts $66,000 $0
Server replacements 28,000 65,000
Replace City Hall enterprise printer/copier 12,000
35
Item 11.a. - Page 45
The Administration of Your City Government
ADMINISTRATIVE SERVICES DEPARTMENT
ADMINISTRATIVE SERVICES
The Administrative Services Department manages the City's financial and personnel 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 human resources, utility billing, cash receipting,
accounts payable, budgeting, business licensing and non-departmental charges that are not directly related to a
specific department.
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Expenditures by Program
Administrative Services 858,600$ 915,200$ 778,800$ 841,300$ (17,300)$ (2%) 901,500$ 60,200$ 7%
Non-Departmental 1,208,453 1,415,053 1,410,853 1,512,739 304,286 25%1,589,539 76,800 5%
Total 2,067,053$ 2,330,253$ 2,189,653$ 2,354,039$ 286,986$ 14%2,491,039$ 137,000$ 6%
Expenditures by Category
Salary and Benefits 818,500$ 832,100$ 673,900$ 801,300$ (17,200)$ (2%) 831,100$ 29,800$ 4%
Services and Supplies 1,191,953 1,329,453 1,347,053 1,374,739 182,786 15%1,448,039 73,300 5%
Debt Service 51,600 51,600 51,600 51,600 - 0%51,600 - 0%
Capital Items and Transfers 5,000 117,100 117,100 126,400 121,400 2428%160,300 33,900 27%
Total 2,067,053$ 2,330,253$ 2,189,653$ 2,354,039$ 286,986$ 14%2,491,039$ 137,000$ 6%
Funding Sources
General Fund 2,067,053$ 2,330,253$ 2,189,653$ 2,354,039$ 286,986$ 14%2,491,039$ 137,000 6%
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET BUDGET
Personnel Complement
Full-time:
Director 1.0 1.0 1.0 1.0 1.0
Human Resources Manager 1.0 1.0 1.0 1.0 1.0
Accounting Manager 0.0 0.0 0.0 0.0 0.0
Accounting Supervisor 1.0 1.0 1.0 1.0 1.0
Senior Accounting Clerk 3.0 3.0 3.0 3.0 3.0
Accounting Clerk 0.0 0.0 0.0 0.0 0.0
Total 6.0 6.0 6.0 6.0 6.0
2018-20
2018-20
Incr/(Decr)Incr/(Decr)
2017-18
2017-18
36
Item 11.a. - Page 46
The Administration of Your City Government
Significant Budget Changes – Administrative Services 2018-19 2019-20
Suspend memberships for League of California Cities, Economic Vitality
Commission and Five Cities Diversity Coalition
($14,000) ($14,100)
Liability insurance premiums 54,500 29,600
Employee negotiations assistance 0 30,000
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Item 11.a. - Page 47
Making Normal Happen
INTRODUCTION
In the Public Works Department there is a sign on the wall that says: “Public Works Makes Normal Happen.” This
statement is a testament to the fact that without the daily contributions of the Public Works Department, our
lives would be quickly impacted in many noticeable ways. As citizens of Arroyo Grande, we collectively own a
considerable amount of assets that are seemingly invisible but are absolutely vital to our daily routines. Rarely
does one notice the 67 miles of roads, 88 miles of sidewalks, 5 Bridges, 48 acres of parks, 169 acres of open
space, 93 miles of water mains, 6 water tanks ranging from 250,000 to 2 million gallons, 866 Fire Hydrants, 75
miles of sewer lines, 789 storm drains, 22 miles of storm drain mains, or 2,060 man holes just to name a few
items that are maintained by the crew of the Public Works Department.
PUBLIC WORKS
The Public Works Department is dedicated to contributing to a safe environment for the City's residents,
businesses, schools, and visitors by providing fast and courteous service. Public Works has a wide variety of
responsibilities; from routine maintenance of the majority of Arroyo Grande’s above and below ground
infrastructure including our drinking water distribution system lines, water meters, sanitary sewer lines and
storm water collection systems, streets network, sidewalks and crosswalks, street lights, traffic signs and signals,
City parks and Soto Sports Complex; to planting and trimming City trees and maintaining the City’s fleet of
vehicles, equipment, facilities, and buildings. The Department is also responsible for delivering capital projects
across the City and providing proper storm water management for creeks and basins.
The Public Works Department is committed to efficiently providing, operating, and sustaining these services to
preserve a quality community that is as safe and convenient as possible for our citizens.
PRIORITIES FOR FY 2018-20:
• Pavement Management Program – focused on James Way
• Sidewalk repairs and improvements
• Sierra/Hillcrest drainage improvements
Corrugated Metal Pipe lining projects
Sewer rehabilitation on various streets
Sewer Lift Station No. 1 force mail replacement
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Making Normal Happen
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Expenditures by Program
Public Works Administration 875,200$ 882,512$ 840,412$ 911,400$ 36,200$ 4%934,800$ 23,400$ 3%
Park Maintenance 482,300 503,400 503,400 462,000 (20,300) (4%) 474,000 12,000 3%
Soto Sports Complex Maint. 220,900 220,900 220,900 234,100 13,200 6%244,000 9,900 4%
Automotive Shop 144,400 144,400 142,900 159,000 14,600 10%167,200 8,200 5%
Government Buildings 222,600 262,300 268,900 231,900 9,300 4%233,600 1,700 1%
Street/Bridge Maintenance 859,400 859,400 857,800 1,105,500 246,100 29%833,500 (272,000) (25%)
Parkway Maintenance 59,500 59,500 60,500 60,200 700 1%60,500 300 0%
Sewer Maintenance 398,900 410,400 410,400 407,200 8,300 2%417,400 10,200 3%
Water Administration 396,800 403,400 403,400 402,100 5,300 1%409,600 7,500 2%
Water Production 229,200 229,200 229,200 243,800 14,600 6%252,100 8,300 3%
Water Distribution 740,200 758,200 758,200 791,200 51,000 7%817,500 26,300 3%
Lopez Administration 3,505,200 3,505,200 3,505,200 3,576,800 71,600 2%3,684,100 107,300 3%
Capital Items and Transfers 6,167,400 7,415,050 7,574,750 6,695,500 528,100 9%7,444,500 749,000 11%
Total 14,302,000$ 15,653,862$ 15,775,962$ 15,280,700$ 978,700$ 7%15,972,800$ 692,100$ 5%
Expenditures by Category
Salary and Benefits 2,718,800$ 2,727,900$ 2,635,400$ 2,834,500$ 115,700$ 4%2,969,500$ 135,000$ 5%
Services and Supplies 5,178,000 5,231,912 5,288,412 5,311,100 133,100 3%5,410,700 99,600 2%
Debt Service 123,100 119,300 119,300 62,900 (60,200) (49%) 62,900 - 0%
Capital Items 376,800 1,586,500 1,369,200 821,900 445,100 118%1,167,500 345,600 42%
Transfers 5,905,300 5,988,250 6,363,650 6,250,300 345,000 6%6,362,200 111,900 2%
Total 14,302,000$ 15,653,862$ 15,775,962$ 15,280,700$ 978,700$ 7%15,972,800$ 692,100$ 5%
Funding Sources
Park Development Fees -$ -$ 371,300$ -$ -$ 0%-$ -$ #DIV/0!
Park Improvement Fees 60,000 60,000 65,700 111,500 51,500 86%35,000 (76,500) (69%)
Lighting & Landscape District 8,100 8,100 7,700 7,700 (400) (5%) 7,700 - 0%
Gracelane Assessment District 16,800 16,800 16,400 16,400 (400) (2%) 16,400 - 0%
Parkside Assessment District 34,600 34,600 36,400 36,100 1,500 4%36,400 300 1%
Gas Tax Fund 859,400 859,400 857,800 1,105,500 246,100 29%833,500 (272,000) (25%)
Sewer Fund 853,600 1,487,625 1,270,325 1,398,600 545,000 64%1,454,100 55,500 4%
Water Fund 7,018,900 7,668,625 7,668,625 7,029,700 10,800 0%7,852,000 822,300 12%
Lopez Fund 3,505,200 3,505,200 3,505,200 3,576,800 71,600 2%3,684,100 107,300 3%
General Fund 1,945,400 2,013,512 1,976,512 1,998,400 53,000 3%2,053,600 55,200 3%
Funding Source Total 14,302,000$ 15,653,862$ 15,775,962$ 15,280,700$ 978,700$ 7%15,972,800$ 692,100$ 5%
Incr/(Decr)
2018-20
Incr/(Decr)
2017-18
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Making Normal Happen
ORIGINAL AMENDED ESTIMATED ORIGINAL ORIGINAL
BUDGET BUDGET ACTUAL BUDGET BUDGET
Personnel Complement
Public Works Administration
Full time:
Director of Public Works 0.7 0.7 0.7 0.7 0.7
Administrative Secretary 1.0 1.0 1.0 1.0 1.0
Capital Projects Manager 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Associate Engineer 0.3 0.3 0.3 0.0 0.0
Subtotal 3.0 3.0 3.0 2.7 2.7
Parks
Full time:
Director of Public Works 0.3 0.3 0.3 0.3 0.3
Public Works Manager 0.5 0.5 0.5 0.5 0.5
Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Maintenance Worker 2.1 2.1 2.1 1.4 1.4
Subtotal 4.9 4.9 4.9 4.2 4.2
Streets
Full time:
Public Works Manager 0.5 0.5 0.5 0.5 0.5
Maintenance Lead Worker 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 0.5 0.5 0.5 0.0 0.0
Subtotal 4.0 4.0 4.0 3.5 3.5
Soto Sports Complex
Full time:
Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Subtotal 2.0 2.0 2.0 2.0 2.0
Automotive Shop
Full time:
Fleet Maintenance Coordinator 1.0 1.0 1.0 1.0 1.0
Subtotal 1.0 1.0 1.0 1.0 1.0
Government Buildings
Full time:
Building Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Maintenance Worker 0.8 0.8 0.8 0.8 0.8
1.8 1.8 1.8 1.8 1.8
2018-202017-18
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Making Normal Happen
ORIGINAL AMENDED ESTIMATED ORIGINAL ORIGINAL
BUDGET BUDGET ACTUAL BUDGET BUDGET
Water Fund
Full time:
Public Works Supervisor 0.0 0.0 0.0 0.0 0.0
Utilities Manager 1.0 1.0 1.0 1.0 1.0
Public Works Lead Worker 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 4.0 4.0 4.0 4.0 4.0
Part time (FTE):
Summer Interns 0.7 0.7 0.7 0.7 0.7
Subtotal 6.7 6.7 6.7 6.7 6.7
Sewer Fund
Full time:
Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Part time (FTE):
Summer Interns 0.7 0.7 0.7 0.7 0.7
Subtotal 2.7 2.7 2.7 2.7 2.7
Department Total 26.1 26.1 26.1 24.6 24.6
2018-202017-18
Significant Budget Changes – Public Works 2018-19 2019-20
Eliminate 3 Part Time Maintenance Worker Positions ($83,100) ($83,100)
Eliminate 1 Part Time CIP Engineering Intern (18,700) (18,700)
Electricity for street lights and traffic signals 50,000 50,000
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An Ounce of Prevention
INTRODUCTION
The concept of First Responders is well known in protecting the safety of a community. However, the role of
First Preventers, those who proactively work to prevent hazardous situations and costly future financial
liabilities, is equally important.
COMMUNITY DEVELOPMENT DEPARTMENT
The Community Development Department plays a vital role in protecting your safety, property values, and
ongoing cost to you as a taxpayer. The Department is responsible for maintaining the City's unique environment
and character, while balancing economic opportunities through effective land use planning and development
review processes. The Community Development Department does this through three divisions staffed by highly
specialized professionals:
Planning Division
Professional planners develop new long range plans and programs for the development or redevelopment of the
City based upon the ever-changing needs and wants of the community to enhance the quality of life for our
community. This includes: housing, economic development, agriculture and open space stewardship, and
circulation.
Professional planners review proposed development projects to assure they are designed and will function
according to the adopted plans of the community. By doing so, new developments must meet high standards.
Engineering Division
The Division is responsible for the City’s long term City infrastructure, including projects for repair or
improvement of existing infrastructure as well as ensuring new infrastructure meets the City’s standards. When
new developments are approved, new public infrastructure is required to be built by the developer to serve the
new project. This new infrastructure is then dedicated to your City and the taxpayers in general. Essentially, very
expensive infrastructure like roads, storm water systems, and water and sewer systems become everyone’s
responsibility forever. Making sure that these long-term infrastructure components are designed and built to
high standards is key to controlling future costs to all taxpayers.
Building and Life Safety Division
The State of California mandates that virtually all buildings and structures be constructed to very detailed
building codes in order to reduce death, injuries, and damage from improperly designed and constructed
buildings and fires, earthquakes, and other natural disasters. The California Building Codes also incorporate
many 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
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An Ounce of Prevention
Neighborhood Services team for code compliance. The responsibility for enforcing California Building Codes is
passed to the City by the State and we believe that having a local building team under the management of the
City provides for better and more reasonable customer service to all.
PRIORITIES FOR FY 2018-20:
Planning and design work for several CIP projects including the Brisco Road Interchange, and three bridges –
Bridge Street Bridge, the Swinging Bridge and Traffic Way Bridge; as well as Master Corridor Plans and work
on the General Plan Elements that are nearing completing. Economic Development efforts related to key
vacant buildings and parcels include studies and coordination with prospective developers. Permitting and
monitoring for the build out of approved projects include the East Cherry Avenue, Berry Gardens Specific
Plans and Heights at Vista Del Mar. Finally, work will continue with the public/private partnership for Camp
Arroyo Grande and the public agency partnerships for the completion of the Environmental Impact Report
(EIR) and engineering work for the Central Coast Blue project.
More Detail:
Completion of the Project Approval and Environmental Determination and Design for the Brisco
Interchange project
Completion of right-of-way and design and construction planning for the Bridge St. Bridge
Environmental Clearance and design of the Traffic Way Bridge Rehabilitation/Reconstruction and
the Swinging Bridge Projects
Completion of the EIR and engineering studies for the Central Coast Blue water reclamation project
Completion and grant application for the Halcyon Complete Streets Plan; Completion of the East
Grand Avenue Master Plan
Assistance and coordination and monitoring for the build out/use of the East Cherry Avenue Specific
Plan, the commercial Grand component of the Berry Gardens Specific Plan, Faeh Street and El
Camino properties, the Kmart Center, Heights at Vista Del Mar and Camp Arroyo Grande/W. Branch
Street
Completion of the Circulation and Recreation Elements of the General Plan
Reorganize plan check system including applicant communications to reduce duration of plan check
times
Developing protocols for proactive Community Safety outreach and monitoring for Neighborhood
Services
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ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Expenditures by Program
Planning 809,700$ 1,006,359$ 999,959$ 661,400$ (148,300)$ (18%) 685,500$ 24,100$ 4%
Engineering 654,400 696,566 577,200 704,100 49,700 8%729,000 24,900 4%
Building & Life Safety 321,700 386,700 424,700 389,600 67,900 21%406,400 16,800 4%
Water Neutralization 54,456 106,000 188,700 106,000 51,544 95%106,000 - 0%
CDBG - 63,900 127,824 - - 0%- - 0%
Total 1,840,256$ 2,259,525$ 2,318,383$ 1,861,100$ 20,844$ 1%1,926,900$ 65,800$ 4%
Expenditures by Category
Salary and Benefits 1,551,500$ 1,551,500$ 1,354,200$ 1,434,600$ (116,900)$ (8%) 1,499,600$ 65,000$ 5%
Services and Supplies 288,756 649,225 840,000 426,500 137,744 48%427,300 800 0%
Capital Items - 58,800 124,183 - - 0%- - 0%
Total 1,840,256$ 2,259,525$ 2,318,383$ 1,861,100$ 20,844$ 1%1,926,900$ 65,800$ 4%
Funding Sources
General Fund 1,785,800$ 2,089,625$ 2,001,859$ 1,755,100$ (30,700)$ (2%) 1,820,900$ 65,800$ 4%
Water Neutralization Fund 54,456 106,000 188,700 106,000 51,544 95%106,000 - 0%
CDBG - 63,900 127,824 - - 0%- - 0%
Funding Source Total 1,840,256$ 2,259,525$ 2,318,383$ 1,861,100$ 20,844$ 1%1,926,900$ 65,800$ 4%
Incr/(Decr)
2018-20
Incr/(Decr)
2017-18
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET BUDGET
Personnel Complement
Full-time:
Director 1.0 1.0 1.0 1.0 1.0
Planning Manager 1.0 1.0 1.0 1.0 1.0
Associate Planner 1.0 1.0 1.0 0.0 0.0
Assistant Planner 0.0 0.0 0.0 1.0 1.0
Administrative Secretary 1.0 1.0 1.0 0.0 0.0
City Engineer 1.0 1.0 1.0 1.0 1.0
Assistant City Engineer 0.0 0.0 0.0 0.0 0.0
Associate Engineer 1.0 1.0 1.0 1.0 1.0
Permit Technician 0.0 0.0 0.0 1.0 1.0
GIS Tech 1.0 1.0 1.0 0.0 0.0
GIS Analyst 0.0 0.0 0.0 1.0 1.0
Engineering Inspector 1.0* 1.0* 1.0* 1.0 1.0
Building Official 1.0 1.0 1.0 1.0 1.0
Building Permit Technician 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Senior Office Assistant 0.8 0.8 0.8 0.0 0.0
Planning Technician 0.8 0.8 0.8 0.0 0.0
Comm. Development Intern 1.1 1.1 1.1 0.5 0.5
Total 11.7 11.7 11.7 10.5 10.5
*Contract position
2018-202017-18
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An Ounce of Prevention
SIGNIFICANT BUDGET CHANGES
In order to balance the budget, the Community Development Department will undergo significant restructuring
and operational changes in the next two years. These activities include:
Significant Budget Changes – Community Development 2018-19 2019-20
Eliminate 1 Full Time Associate Planner ($141,300) ($141,300)
Eliminate Part Time Planning Technician (50,800) (50,800)
Eliminate Part Time Planning Intern (17,400) (17,400)
Eliminate 1 Full Time Administrative Secretary (104,000) (104,000)
Creation of 1 Full Time Assistant Planner 94,400 97,400
Creation of 1 Full Time Permit Technician 65,400 70,000
On-call engineering services 52,800 52,800
Building inspection services 39,000 39,000
Convert contract Engineering Inspector to regular (no net change)
Increasing fees for services with the goal of obtaining 80% cost recovery
Future modifications of the Development Code to reduce review activities
Transition the following standing commissions to ad hoc (as needed) entities:
Architectural Review, Historic Resources, Traffic Commission, Downtown
Parking Advisory.
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A Pound of Cure
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
The Department's mission is to maintain the public peace, safeguard lives and property, and to provide for a
quality of life whereby those persons within the City have a sense of security and freedom in their daily
activities. Specifically, the Arroyo Grande Police Department will maintain a viable proactive organization, which
recognizes and effectively responds to current and future community needs, and which makes maximum use of
available resources, personnel and technology.
The Police Department includes Administrative, Patrol, Investigation, Traffic Enforcement, Neighborhood
Services, and Support Services functions.
Administrative Division
The Administrative Division is made up of the Chief of Police, Executive Secretary, Patrol Services Commander
and the Support Services Commander. This division manages the Police Department budget, policy decisions
and personnel to include:
Patrol Sergeants, Senior Police Officers, Police Officers, Reserve Officers, Detectives, Motorcycle Traffic
Officer, School Resource Officer, K-9 Officer, Records Clerks, Training/Permit Technician,
Fleet/Equipment Technician, Neighborhood Services Technicians, Police Trainees, Police Cadets, Police
Explorers and Police Volunteers
Lexipol Policy Manual, Field Training Officer Program, Traffic Accident Review Board (TARB), Traffic
Commission, Emergency Operations Center (EOC), Internal Affairs Investigations, Use of Force and
Pursuit Reviews, Public Safety Video Surveillance (Blue Watch) Camera System, Media Relations,
Neighborhood Watch Program, Staff Advisory Committee (SAC), Firearms Range, Regional SWAT,
Dispatch Contract, Tow Contract, Special Event Incident Action Plans (IAP’s) and Public Safety and
Welfare Permits
Patrol Services Division
The Patrol Services Division is made up of a Patrol Services Commander, Patrol Sergeants, Senior Police Officers,
Police Officers, Reserve Officers, Motorcycle Traffic Officer, Field Training Officers, School Resource Officer, K-9
Officer, Police Cadets and Police Explorers.
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Support Services Division
The Support Services Division is made up of a Support Services Commander, Detective Sergeant, Senior Officer
Detective, Internet Crimes Against Children Investigator, Training Technician, Records Clerks, Neighborhood
Services Technicians, Police Volunteers, Fleet/Equipment Technician and Police Trainees.
Investigation Section
Sometimes Patrol Officers encounter incidents that they simply cannot investigate in their assignment. These
incidents may demand specialized investigative expertise, coordinated assistance from outside law enforcement
agencies and/or a significant investment of time and personnel. The Patrol Services Division is not designed to
provide those types of investigative services.
The Investigations Section assumes the responsibility for investigating incidents that surpass the capacity of the
Patrol Services Division personnel. The Section is able to handle investigations from assaults, burglaries, thefts,
robberies, fraud, identity thefts, sex crimes and even the rare homicide. Although the members of the
Investigations Section have been thoroughly trained in the recovery, processing and storage of physical evidence
and contemporary investigative techniques, sometimes the nature or severity of the crime demands even more
expertise. In such cases, the Investigations Section can and will call upon and work with outside law
enforcement resources at the County, State or Federal level.
The Investigations Section staff regularly attend training seminars to ensure that they are proficient in
contemporary evidence recovery and investigative techniques. Training for a Detective, and for that matter any
Police Officer, is a never-ending process as law enforcement techniques and tactics continually evolve at a rapid
pace.
Traffic Enforcement Section
From the volume of complaints the Department regularly receives, it is clear that traffic problems are some of
the most important issues for the entire community. Responding to those complaints with proactive and
effective traffic education and enforcement is a challenge and a responsibility of the Police Department.
In a police agency such as the City’s, with limited personnel staffing, developing and staffing a traffic unit can be
problematic, but not impossible with some creativity. The Police Department is currently budgeted for one full-
time Motorcycle Officer; however, the position was brought back to Patrol due to staffing constraints. While the
primary duty assignment of the Motorcycle Officer is traffic enforcement, they may still be required to handle
other non-traffic enforcement related calls for service.
The Motorcycle Officer focuses their enforcement efforts on traffic violations that are the primary causes for
traffic accidents at locations where those traffic violations occur most frequently. The goal of the Motorcycle
Officer is really the prevention of traffic accidents through traffic education and enforcement.
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Neighborhood Services Section
The Neighborhood Services Technician (NST) is a hybrid of parking enforcement and code enforcement for the
City. The NST’s perform a wide variety of tasks such as providing information, educating the public and
conducting appropriate investigations. NST’s investigate alleged violations generated by observation or public
complaints to ensure compliance with regulations in the Arroyo Grande Municipal Code (AGMC).
The code enforcement aspect 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.
The parking enforcement component of this position entails observing and/or marking vehicles and determining
conformity with applicable parking regulations; issuing warnings and/or citations for violations of parking
regulations, laws, or ordinances; locating abandoned vehicles on public property and public right-of-ways
including, but not limited to 24-hour and 72-hour parking violations as defined by the AGMC by reviewing
reports and citizen complaints and through proactive patrol activities.
PRIORITIES FOR FY 2018-20:
Our focus of attention is to continue to recruit and retain the very best personnel throughout the entire
organization. Once fully staffed, we will have the ability to fill the vacant Detective position and the vacant
Motorcycle Traffic Officer position. The added Detective will allow us to provide additional specialized resources
towards complex and serious crimes. The Motor position will provide a dedicated traffic enforcement resource
to address the increase in traffic related issues experienced throughout the community. Once fully staffed, we
will also have the ability to fill the newly developed specialized Community Action Team (CAT) Officer position,
which will replace the second K-9 Officer (recently retired) position. The CAT Officer position will primarily focus
on the mental health and homeless population challenges within our community and can also assist with the
Gang Task Force and special problems that may arise in the community related to cannabis and
decriminalization laws enacted throughout the State. Lastly, the Department will focus on the much needed
Report Management System (RMS) upgrade. We intend to invest in a new system that can meet the needs of
not only our organization, but all of the law enforcement agencies within the County of San Luis Obispo and
beyond. A key feature of the new RMS will allow real-time sharing of information between law enforcement
agencies, allowing us to be more efficient and accurate.
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ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Expenditures by Program
Police Administration 1,216,500$ 1,258,400$ 1,295,400$ 1,261,000$ 44,500$ 4%1,238,100$ (22,900)$ (2%)
Patrol Services 3,987,800 4,000,800 3,690,400 3,838,700 (149,100) (4%) 3,680,300 (158,400) (4%)
Police Support Services 1,456,100 1,485,800 1,324,000 1,727,800 271,700 19%1,536,700 (191,100) (11%)
Emergency Ops Center 600 600 600 600 - 0% 600 - 0%
State COPS Grant 150,200 311,100 311,100 122,300 (27,900) (19%) 122,800 500 100%
Total 6,811,200$ 7,056,700$ 6,621,500$ 6,950,400$ 139,200$ 2%6,578,500$ (371,900)$ (5%)
Expenditures by Category
Salary and Benefits 5,588,400$ 5,588,400$ 5,183,400$ 5,679,500$ 91,100$ 2%5,381,800$ (297,700)$ (5%)
Services and Supplies 914,200 961,300 933,400 990,200 76,000 8%915,500 (74,700) (8%)
Debt Service 133,900 133,900 132,600 133,900 - 0%133,900 - 0%
Capital Items 174,700 373,100 372,100 146,800 (27,900) (16%) 147,300 500 0%
Total 6,811,200$ 7,056,700$ 6,621,500$ 6,950,400$ 139,200$ 2%6,578,500$ (371,900)$ (5%)
Funding Sources
General Fund 6,661,000$ 6,745,600$ 6,310,400$ 6,828,100$ 167,100$ 3%6,455,700$ (372,400)$ (5%)
State COPS Grant 150,200 311,100 311,100 122,300 (27,900) (19%) 122,800 500 0%
Funding Source Total 6,811,200$ 7,056,700$ 6,621,500$ 6,950,400$ 139,200$ 2%6,578,500$ (371,900)$ (5%)
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET BUDGET
Personnel Complement
Full-time:
Chief of Police 1.0 1.0 1.0 1.0 1.0
Commander 2.0 2.0 2.0 2.0 2.0
Sergeant 5.0 5.0 5.0 5.0 5.0
Senior Police Officer 6.0 6.0 6.0 6.0 6.0
Police Officer 12.0 12.0 12.0 12.0 12.0
Executive Secretary 1.0 1.0 1.0 1.0 1.0
Records Clerk 2.0 2.0 2.0 2.0 2.0
Property Evidence Tech 1.0 1.0 1.0 0.0 0.0
Part time (FTE):
Neighborhood Services Tech 1.4 1.4 1.4 1.4 1.4
Reserve Officer 0.0 0.0 0.0 0.0 0.0
Level I Reserve Officer 1.1 1.1 1.1 0.5 0.5
Training Technician 0.5 0.5 0.5 0.5 0.5
Fleet/Equipment Technician 0.5 0.5 0.5 0.5 0.5
Administrative Intern 0.1 0.1 0.1 0.0 0.0
Total 33.6 33.6 33.6 31.9 31.9
Sworn Employees 26.0 26.0 26.0 26.0 26.0
Non-sworn Employees 7.6 7.6 7.6 5.9 5.9
Incr/(Decr)
2018-20
2018-20
Incr/(Decr)
2017-18
2017-18
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Significant Budget Changes – Police Department 2018-19 2019-20
Report Management System upgrade $85,000 $0
Eliminate 1 Full Time Property & Evidence Technician (124,200) (124,200)
Eliminate Part Time Administrative Intern (17,400) (17,400)
Reduce hours for Reserve Police officers (40,000) (40,000)
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FIRE DEPARTMENT- FIVE CITIES FIRE AUTHORITY
In 2004, the cities of Arroyo Grande and Grover Beach collaboratively entered an agreement to share one fire
chief and training officer. This agreement was expanded over the next several years to include equipment
sharing, a consolidation of the reserve firefighter program and the introduction of "boundary drops," meaning
that the closest fire resource would be dispatched to a 9-1-1 call without consideration of community boundary.
In 2009, the Oceano Community Services District 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. The Five
Cities Fire Authority was created to increase service levels to citizens and visitors, to ensure consistent and
professional training standards, and to increase operational efficiencies.
When an Arroyo Grande resident dials 9-1-1, they have likely found themselves in a situation that they can no
longer manage on their own. Today’s fire service must have the personnel, training and tools to respond to a
variety of situations including:
Medical emergencies
Traffic collisions
Technical rescues
Structure and vegetation fires
Hazardous materials
Fire
Medical
Emergency
Hazard
Condition
Service & Good
Intent False Alarm Other Total
42 1,180 64 596 95 10 1,987
Calls for service: Calendar Year 2017 - within the City of Arroyo Grande
Significant Budget Changes – Fire Services
As the Five Cities Fire Authority has matured there has been a transition from volunteer to reserve firefighters
(part-time) and, with a recently updated strategic plan, a desire for a new transition to completely full-time fire
crews.
In considering this transition in which all participating communities reach parity in staffing and equipment, the
current funding formula and assumptions needs to be discussed by the partners.
In order to continue fire service efforts during this upcoming discussion, a Memorandum of Agreement has been
proposed that will allow discussion of the funding formula in hopes that a new funding plan can be created that
meets the needs and financial realities of all the participating communities. If by April 1, 2019 a new funding
formula is not agreed upon, the Five Cities Fire Authority will be mutually terminated on December 31, 2019 and
the City of Arroyo Grande will either provide fire service alone or as a reconstituted Five Cities Fire Authority
with different partners.
51
Item 11.a. - Page 61
A Pound of Cure
PRIORITIES FOR FY 2018-20:
Significant goals for fiscal year 2018-2019 include:
Initial transition to full time Firefighter staffing to sustain service capabilities
Migration to a dedicated fire dispatch center – County of San Luis Obispo
Increase cost recovery for services rendered
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Expenditures by Program
4145 Non-Departmental 2,062,347$ 2,062,347$ 2,062,347$ 2,523,661$ 461,314$ 22%2,523,661$ -$ 0%
Expenditures by Category
Services and Supplies 2,062,347$ 2,062,347$ 2,062,347$ 2,523,661$ 461,314$ 22%2,523,661$ -$ 0%
Funding Sources
General Fund 1,890,247$ 1,890,247$ 1,890,247$ 2,059,861$ 169,614$ 9%2,052,061$ 2,052,061$ 0%
Local Sales Tax Fund 172,100 172,100 172,100 463,800 291,700 169%471,600 471,600 0%
Funding Source Total 2,062,347$ 2,062,347$ 2,062,347$ 2,523,661$ 461,314$ 22%2,523,661$ 2,523,661$ 0%
2018-20
Incr/(Decr)Incr/(Decr)
2017-18
52
Item 11.a. - Page 62
All Work and No Play…
INTRODUCTION
Recreation Services in Arroyo Grande is a shining example of dedicated public servants working to provide
services that have immense meaning and worth to this community. The Recreation Services Department takes
pride in making a positive difference in the community of Arroyo Grande. Services provided by the Department
assist individuals to develop physically through health and wellness opportunities, build community through
events and experience, create a sense of place, generate economic vitality through programming and grow
relationships and social cohesiveness within the City.
The value of some of the recreation programs cannot be measured. The programs offer the general public an
economical way to socialize, recreate, and exercise. Programs for youth are centralized and standardized,
guaranteeing parents a safe place for their children to learn and build relationships while they are at work.
Sports programs that are operated through the City are fiscally responsible and operate with accountability.
Recreation Services provides citizens access to programs of special interest, plans events for people to celebrate
and enjoy life, and develops meaningful opportunities for community members to give back.
But in this age of ever increasing expenses from outside entities such as CalPERS, the Recreation Services
Department must reinvent their service and revenue model in order to continue to provide these impactful
services. The next two years will be critical for Recreation Services and the community who benefits from these
services.
RECREATION SERVICES
The Recreation Services Department provides high quality, passive and active leisure services and programs
which address the recreational needs of all ages. In addition to classes and special events, the Department
provides childcare functions, formal and informal sports opportunities, and manages City facilities available for
community activities.
The Department provides recreation programs, special events, sports leagues, and manages public facilities for
the City of Arroyo Grande with 3 full-time staff and 21 part-time staff. The Department provides childcare at
three sites, two of which are school sites that are state licensed facilities, in addition to a before and after school
program offered at the Elm Street Community Center. The child care programs serve approximately 350
students during the school year and offer enrichment camps for youth during the summer. At Elm Street
Community Center, Play and Learn Preschool and Kindergartners in Training programs serve children ages 3-5
years old.
Special interest classes and camps are also offered to the community in partnership with independent
contractors to teach art, fitness, sewing, writing, photography, drama and baton, among other topics. The
Recreation Services Department hosts several annual special events including the Family Egg Hunt and Festival,
Halloween Carnival & Maze, Turkey Trot and the Father Daughter Dance. The Department has worked with local
service organizations to provide volunteers, food and sponsorships for these events. The Department also offers
sports programs such as basketball, softball, pickleball, youth wrestling, soccer, and tennis. In addition to
53
Item 11.a. - Page 63
All Work and No Play…
scheduling leagues and classes, recreation staff manages facility rentals including parks and BBQ’s, the Woman’s
Club Community Center, Elm Street Community Center and Soto Sports Complex. Lastly, the City-wide Volunteer
Program Coordinator recruits, coordinates, and assigns over 6,500 hours of volunteer time annually to conduct
work days in open space, assist with special events, and assist with maintenance of parks and facilities. Priorities
for FY 2018-20:
PRIORITIES FOR FY 2018-20:
Initiatives for 2018/2019:
The Recreation Services Department proposes several initiatives for the next fiscal year. With these initiatives,
the Department will strive to become more efficient both fiscally and operationally:
• Develop Master Plan for Soto Sports Complex and Elm Street Park, including a Banner Program and
concessionaire
• Continue to develop public/private partnerships to enhance recreation opportunities to benefit of
the community
• Initiate a Recreation Foundation to provide scholarships and support for programming
• Develop a Sponsorship package for events and programs
• Create and approve a park ordinance to support revenue generation for events and classes
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET $ % BUDGET $ %
Expenditures by Program
Recreation Administration 429,900$ 429,900$ 429,900$ 476,500$ 46,600$ 11%493,400$ 16,900$ 4%
Pre-School Program 87,200 87,200 87,200 101,900 14,700 17%105,500 3,600 4%
Recreation-Special Programs 149,500 149,500 149,500 149,500 - 0%149,500 - 0%
Children In Motion 367,300 367,300 367,300 346,700 (20,600) (6%) 356,100 9,400 3%
Total 1,033,900$ 1,033,900$ 1,033,900$ 1,074,600$ 40,700$ 4%1,104,500$ 29,900$ 3%
Expenditures by Category
Salary and Benefits 827,200$ 827,200$ 827,200$ 864,900$ 37,700$ 5%894,800$ 29,900$ 3%
Services and Supplies 205,500 205,500 205,500 208,500 3,000 1%208,500 - 0%
Capital Items 1,200 1,200 1,200 1,200 - 0%1,200 - 0%
Total 1,033,900$ 1,033,900$ 1,033,900$ 1,074,600$ 40,700$ 4%1,104,500$ 29,900$ 3%
Funding Sources
General Fund 1,033,900$ 1,033,900$ 1,033,900$ 1,074,600$ 40,700$ 4%1,104,500$ 29,900$ 3%
Incr/(Decr)
2018-20
Incr/(Decr)
2017-18
54
Item 11.a. - Page 64
All Work and No Play…
ORIGINAL FINAL ESTIMATED 2018-19 2019-20
BUDGET BUDGET ACTUAL BUDGET BUDGET
Personnel Complement
Recreation Administration
Full time:
Recreation Director 1.0 1.0 1.0 1.0 1.0
Recreation Supervisor 0.3 0.3 0.7 1.3 1.3
Recreation Coordinator 0.4 0.4 0.0 0.0 0.0
Part time (FTE):
Office Assistant I 0.4 0.4 0.4 0.4 0.4
Administrative Secretary 0.6 0.6 0.6 0.6 0.6
Volunteer & Class Coordinator 0.8 0.8 0.8 0.8 0.8
Facility Attendant 0.8 0.8 0.8 0.8 0.8
Sports Facilities Attendant 0.2 0.2 0.2 0.2 0.2
Subtotal 4.5 4.5 4.5 5.1 5.1
Recreation Preschool
Full time:
Recreation Supervisor 0.2 0.2 0.2 0.3 0.3
Part time (FTE):
Preschool Teacher 1.7 1.7 1.7 1.7 1.7
Subtotal 1.9 1.9 1.9 2.0 2.0
Children in Motion
Full time:
Recreation Supervisor 0.5 0.5 0.5 0.5 0.5
Recreation Coordinator 0.6 0.6 0.6 0.0 0.0
Part time (FTE):
Teacher 3.5 3.5 3.5 3.5 3.5
Assistant Teacher 1.2 1.2 1.2 1.2 1.2
Assistant I & II 2.2 2.2 2.2 2.2 2.2
Subtotal 8.0 8.0 8.0 7.4 7.4
Department Total 14.4 14.4 14.4 14.4 14.4
2018-202017-18
Significant Budget Changes – Recreation Services 2018-19 2019-20
Increasing fees for services with the goal of recovering 100% of direct costs
55
Item 11.a. - Page 65
Capital Improvement Program
INTRODUCTION
The Capital Improvement Program (CIP) is a five year plan that addresses infrastructure maintenance and
improvements throughout the City. The CIP is divided into six major project types – Miscellaneous, Parks,
Streets, Drainage, Sewer and Water. The CIP is funded through a variety of sources including significant grants
and transfers from other funds.
The following pages provide summary information for each project with proposed funding during the five year
period as well as an overall summary of all projects.
56
Item 11.a. - Page 66
City of Arroyo Grande Capital Improvement Program
Project Summary by Type of Project
Total
Proj.Project Prior Year Total
No.Project Name Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 5 Year CIP
MISCELLANEOUS PROJECTS
Funded Miscellaneous Projects
5459 Roof on Strother Park Restroom 81,500 214 Park Improvmt 81,500 25,000 56,500
56,500
5450 Corporation Yard Upgrades 231,306 612 Sewer Fund (30%)70,468 25,468 15,000 15,000 15,000
640 Water Fund (30%)70,468 25,468 15,000 15,000 15,000
218 Sales Tax (40%)90,370 30,370 20,000 20,000 20,000
150,000
5463 Elm Street Park/Soto Sports Complex Master Plan 160,000 218 Sales Tax 160,000 160,000
5453 Financial Management Software 350,000 218 Sales Tax 200,000 100,000 100,000
612 Sewer Fund 75,000 50,000 25,000
640 Water Fund 75,000 50,000 25,000
350,000
5451 Police Firing Range Lead Abatement 120,000 218 Sales Tax 120,000 120,000
5462 Secondary Access in PD Evidence Room 212 Police Impact Fees 10,000
Subtotal - Funded Miscellaneous Projects 942,806 942,806 266,306 256,500 280,000 50,000 50,000 50,000 556,500
Unfunded Miscellaneous Projects
54XX City Hall Roof 100,000
54XX Emergency Generator Coverage - City Hall 22,000
54XX Data Cabling at Woman's Club 8,000
54XX Woman's Club Interior Lighting 10,000 Donations
Subtotal - Unfunded Miscellaneous Projects 140,000
Total Miscellaneous Projects 1,082,806 942,806 266,306 256,500 280,000 50,000 50,000 50,000 556,500
PARKS PROJECTS
Funded Parks Projects
5555 Strother Park No. 2 BBQ Repair / Rehabilitation 30,000 214 Park Improvement 30,000 30,000
30,000
5559 ADA Drinking Fountains at Parks 20,000 214 Park Improvement 20,000 10,000 10,000
20,000
Subtotal - Funded Parks Projects 50,000 50,000 30,000 10,000 10,000 50,000
Source of Funds
New Funding
57
Item 11.a. - Page 67
I I I I
City of Arroyo Grande Capital Improvement Program
Project Summary by Type of Project
Total
Proj.Project Prior Year Total
No.Project Name Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 5 Year CIPSource of Funds
New Funding
Unfunded Parks Projects
55XX Lighting at Soto Sports Complex (not ball field
lighting)
55XX Strother Park Sidewalk and Concrete Replacement 20,000
PRIORITY #555XXRancho Grande Park Playground Structure/ PIP
Large
80,000
PRIORITY #655XXSoto Sports Complex Resurface Tennis Courts 15,000
PRIORITY #755XXElm Street Park Playground Structure/PIP 75,000
PRIORITY #855XXElm Street Park ADA Drinking Fountain 10,000
PRIORITY #9 - SHOWN ABOVE55XXSoto Sports Complex Porter Field Lighting 150,000
PRIORITY #1055XXOro Park Play Structure 60,000
PRIORITY #1155XXOro Park Engineered Wood Chips Surfacing 5,000
PRIORITY #1255XXParkside Park ADA Drinking Fountain 5,000
PRIORITY #1355XXParkside Park Playground Structure/PIP 25,000
PRIORITY #1455XXStrother Park Fencing Repairs/Replacement 10,000
PRIORITY #1555XXRancho Grande Park Playground Structure/ PIP
Small
25,000
PRIORITY #1655XXRancho Grande Park 10,000
PRIORITY #1755XXStrother Park Playground Structure Small 25,000
PRIORITY #1855XXJames Way Open Space Foot Bridge 35,000
PRIORITY #2055XXStrother Park Basketball Court Resurfacing 5,000
PRIORITY #2155XXSoto Sports Complex Campbell/Pilg Sports Field
Lighting
150,000
PRIORITY #22 Subtotal - Unfunded Parks Projects 705,000
Total Parks Projects 755,000 50,000 30,000 10,000 10,000 50,000
58
Item 11.a. - Page 68
City of Arroyo Grande Capital Improvement Program
Project Summary by Type of Project
Total
Proj.Project Prior Year Total
No.Project Name Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 5 Year CIPSource of Funds
New Funding
STREETS PROJECTS
Funded Streets Projects
5638 Pavement Management Program 5,614,865 ---Urban SHA 210,000 70,000 70,000 70,000
010 SB1 294,500 294,500
225 Transp Fund 100,000 100,000
218 Sales Tax 5,010,365 760,365 800,000 825,000 850,000 875,000 900,000
4,684,500
5658 Sidewalk Repairs and Improvements 715,705 010 General Fund
218 Sales Tax 715,705 145,705 110,000 110,000 115,000 115,000 120,000
570,000
5601 Fair Oaks/Orchard Avenue Intersection
Improvements
100,000 ---Developer Contribution 50,000 50,000
218 Sales Tax 50,000 50,000
5604 Traffic Way Bridge Scour Project 262,904 ---HBP (88.53%)235,099 235,099
218 Sales Tax (11.47%)27,805 27,805
5679 Traffic Way Bridge Improvement Project 6,824,800 ---HBP (88.53%)6,042,000 346,700 346,700 346,700 575,400 4,426,500
218 Sales Tax (11.47%)782,800 44,900 44,900 44,900 74,600 573,500
6,824,800
5606 Halcyon Complete Street Plan 23,536 010 General Fund 7,899 7,899
---Urban SHA 15,638 15,638
5607 Halcyon/Dodson Pedestrian Crossing 50,000 218 Sales Tax 50,000 50,000
5608 Bridge Street Bridge Rehabilitation 6,554,775 ---HBP (100%)6,554,775 704,575 2,925,100 2,925,100
5,850,200
5611 Bridge Preventive Maintenance Plan 134,600 ---HBP (88.53%)119,200 35,400 83,800
218 Sales Tax (11.47%)15,400 4,600 10,800
94,600
5620 Swinging Bridge Reinforcement 518,241 218 Sales Tax 518,241 444,541 73,700
73,700
5642 Brisco Road/US 101 Interchange 18,332,545 ---Regional SHA 30,000 30,000
---STIP 6,624,000 6,624,000
---Other Financing 8,893,520 8,893,520
224 Trans Facility 1,735,025 1,735,025
218 Sales Tax 1,050,000 400,000 50,000 100,000 100,000 200,000 200,000
650,000
5671 East Branch Streetscape 518,271 ---Regional SHA 390,400 390,400
218 Sales Tax 127,871 127,871
59
Item 11.a. - Page 69
I I I I
City of Arroyo Grande Capital Improvement Program
Project Summary by Type of Project
Total
Proj.Project Prior Year Total
No.Project Name Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 5 Year CIPSource of Funds
New Funding
5678 Castillo Del Mar Road Extension/Valley Road
Drainage
775,575 ---Developer Contribution 582,500 582,500
218 Sales Tax 193,075 193,075
Subtotal - Funded Streets Projects 40,425,816 40,425,816 21,678,016 4,809,500 4,421,700 1,456,600 1,840,000 6,220,000 18,747,800
Unfunded Streets Projects
56XX Repairs to Meadow Creek Ped Bridge Deck 40,000
56XX Lighted Crosswalk Repairs or Upgrades 45,000
56XX Crosswalk Button at Nevada/E Branch 10,000
56XX Branch Mill Road Stabilization 500,000
56XX Pearwood Fencing Replacement 50,000
56XX Guardrail on ECR at Hillcrest and Robles, W Branch,
Vernon to E Grand
50,000
56XX Woodland Health Fitness Park Pavement Rehab 5,000
Subtotal - Unfunded Streets Projects 700,000
Total Streets Projects 41,125,816 40,425,816 21,678,016 4,809,500 4,421,700 1,456,600 1,840,000 6,220,000 18,747,800
DRAINAGE PROJECTS
Funded Drainage Projects
5778 Creek Preservation/Drainage Improvements 69,962 Drainage Fund 16,462 16,462
CLARK PROPERTIES 218 Sales Tax 53,500 53,500
5780 Corporation Yard Stormwater Compliance Plan
Implementation
133,521 010 General Fund 721 721
218 Sales Tax 132,800 26,300 27,500 19,000 20,000 20,000 20,000
106,500
5781 Vard Loomis Properties Drainage Improvement 50,000 218 Sales Tax 50,000 50,000
5782 Open Channel Maintenance 30,286 218 Sales Tax 30,286 30,286
5783 Sierra/Hillcrest Drainage 214,600 010 General Fund
218 Sales Tax 214,600 79,600 135,000
135,000
5793 Annual Vegetation Management Plan 20,000 218 Sales Tax 20,000 20,000
5794 Corrugated Metal Pipe (CMP) Lining 511,300 010 General Fund
60
Item 11.a. - Page 70
City of Arroyo Grande Capital Improvement Program
Project Summary by Type of Project
Total
Proj.Project Prior Year Total
No.Project Name Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 5 Year CIPSource of Funds
New Funding
612 Sewer Fund 55,000 55,000
218 Sales Tax 456,300 76,300 175,000 57,500 57,500 45,000 45,000
435,000
Subtotal - Funded Drainage Projects 1,029,669 1,029,669 353,169 392,500 76,500 77,500 65,000 65,000 676,500
Unfunded Drainage Projects
5796 South Halcyon Drainage Undergrounding 153,700
5797 El Camino Real Drainage Pipe Relocation 203,000
57XX South Alpine Drainage Improvements 70,000
Subtotal - Unfunded Drainage Projects 426,700
Total Drainage Projects 1,456,369 1,029,669 353,169 392,500 76,500 77,500 65,000 65,000 676,500
SEWER PROJECTS
Funded Sewer Projects
5852 The Pike Sewer Line Replacement 26,000 612 Sewer Fund 26,000 26,000
77,200 612 Sewer Fund 77,200 77,200
S Alpine Street ($51,100) - MP No. A-2 (3)
S Halcyon Road ($56,700) - MP No. A-2 (4)
Wood Place - MP No. A-2 (6)
Vernon Street ($33,800) - MP No. A-2 (7)
77,200
5845 Lift Station No. 1 Force main Replacement 1,164,880 Developer Contribution 41,180 41,180
612 Sewer Fund 602,400 81,100 251,900 269,400
634 Sewer Facility 521,300 251,900 269,400
1,042,600
5849 Manhole Rehabilitation 010 General Fund
612 Sewer Fund 382,887 182,887 200,000
200,000
Trenchless Sewer Rehabilitation 236,784 Developer Contribution 1,184 1,184
Alder Street ($190) - MP No. A-2 (5)612 Sewer Fund 235,600 235,600
Cameron Court ($994) - MP No. A-2 (8)
235,600
Trenchless Sewer Rehabilitation 122,612 Developer Contribution 11,788 11,788
Woodland Dr ($11,788) - MP No. A-2 (2)612 Sewer Fund 110,824 48,124 62,700
Ash Street - MP No. A-2 (10)
62,700
5854 100,000 612 Sewer Fund 100,000 100,000
100,000
Subtotal - Funded Sewer Projects 2,157,617 2,157,617 439,517 503,800 616,000 200,000 398,300 1,718,100
5821,
5842,
5820,
5843
5817,
5833
5826,
5853
61
Item 11.a. - Page 71
City of Arroyo Grande Capital Improvement Program
Project Summary by Type of Project
Total
Proj.Project Prior Year Total
No.Project Name Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 5 Year CIPSource of Funds
New Funding
Unfunded Sewer Projects
5856 Huasna Road Sewer Upgrade 694,600 612 Sewer Fund
5834 Orchard / California Sewer Relocation 1,122,500 TBD
MASTER PLAN #B-3
5835 Hillcrest / Sierra Sewer Relocation
Subtotal - Unfunded Sewer Projects 1,817,100
Total Sewer Projects 3,974,717 2,157,617 439,517 503,800 616,000 200,000 398,300 1,718,100
WATER PROJECTS
Funded Water Projects
5972 Well 7 Evaluation 50,000 241 Water Availability 50,000 50,000
5946 Galvanized Service Replacements 261,038 640 Water Fund 261,038 86,038 35,000 35,000 35,000 35,000 35,000
175,000
5966 Coach Rd and Garden St Pipe Bridges Eval 81,000 640 Water Fund 81,000 81,000
81,000
5974 Water Meter Software Upgrade 35,000 640 Water Fund 35,000 35,000
35,000
5942 Water Reservoir No. 7 1,018,200 640 Water Fund (32%)325,800 35,000 145,400 145,400
642 Water Facility (68%)692,400 74,400 309,000 309,000
908,800
5911 Phased Main Replacements - Fair Oaks Ave, Elm St
to Alder St
431,400 640 Water Fund 215,700 215,700
642 Water Facility 215,700 215,700 431,400
5911 Phased Main Replacements - South Halcyon Road 716,800 640 Water Fund 358,400 358,400
642 Water Facility 358,400 358,400
716,800
5911 Phased Main Replacements - Cornwall Street 536,200 640 Water Fund 268,100 268,100
642 Water Facility 268,100 268,100
536,200
Subtotal - Funded Water Projects 3,129,638 3,129,638 245,438 151,000 489,400 920,800 751,800 571,200 2,884,200
62
Item 11.a. - Page 72
I I I I
City of Arroyo Grande Capital Improvement Program
Project Summary by Type of Project
Total
Proj.Project Prior Year Total
No.Project Name Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 5 Year CIPSource of Funds
New Funding
Unfunded Water Projects
5973 269,900 640 Water Fund 202,400
642 Water Facility 67,500
5948 Reservoir 3 and 4 Coating and Seismic Evaluation 799,300 640 Water Fund 799,300
5965 Reservior #5 Recoating
5975 SCADA Software/Electronics Upgrade 222,500 640 Water Fund 222,500
5967 Highway 101 Crossing Upgrade - West Cherry
Avenue
425,700 640 Water Fund 425,700
5976 Lierly Lane to Coach Road Upgrade 342,800 640 Water Fund 171,400
642 Water Facility 171,400
5931 Coach Road and Greenwood Drive Upgrades 212,200 640 Water Fund 106,100
642 Water Facility 106,100
5926 4-Inch Mains Upgrade - Sierra Drive 280,600 640 Water Fund 140,300
642 Water Facility 140,300
5927 4-Inch Mains Upgrade - North Alpine 380,800 640 Water Fund 190,400
642 Water Facility 190,400
5928 4-Inch Mains Upgrade - Sunset Drive 649,200 640 Water Fund 324,600
642 Water Facility 324,600
5929 4-Inch Mains Upgrade - Ide Street 384,800 640 Water Fund 192,400
642 Water Facility 192,400
5930 4-Inch Mains Upgrade - Wood Place 225,600 640 Water Fund 112,800
642 Water Facility 112,800
5912 4-Inch Mains Upgrade - Alder Street 442,600 640 Water Fund 221,300
642 Water Facility 221,300
5917 4-Inch Mains Upgrade - Beech, Pecan and
Sandlewood
633,000 640 Water Fund 316,500
642 Water Facility 316,500
63
Item 11.a. - Page 73
City of Arroyo Grande Capital Improvement Program
Project Summary by Type of Project
Total
Proj.Project Prior Year Total
No.Project Name Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 5 Year CIPSource of Funds
New Funding
5922 Phased Main Replacements - East Cherry Avenue 338,800 640 Water Fund 169,400
642 Water Facility 169,400
5977 Phased Main Replacements - Vernon Road 175,400 640 Water Fund 87,700
642 Water Facility 87,700
5923 Waterline Upgrade, 10" to 12", on Garden Street
Subtotal - Unfunded Water Projects 4,714,000
Total Water Projects 7,843,638 3,129,638 245,438 151,000 489,400 920,800 751,800 571,200 2,884,200
Grand Total, All Capital Projects 56,238,346 22,982,446 6,143,300 5,893,600 2,714,900 3,105,100 6,906,200 24,633,100
64
Item 11.a. - Page 74
Fund 350
Project Title:Roof on Strother Park Restroom Project No.5459
PROJECT DESCRIPTION
2017-18/2018-19 Replace restroom building roof at Strother Park
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4914 Park Improvmt 81,500 25,000 56,500 0 0 0 0 56,500
Total 81,500 25,000 56,500 0 0 0 0 56,500
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 70,000 25,000 45,000 0 0 0 0 45,000
7201 Contingencies 4,500 0 4,500 0 0 0 0 4,500
7301 Contract Admin 3,500 0 3,500 0 0 0 0 3,500
7501 Design & Survey 3,500 0 3,500 0 0 0 0 3,500
Total 81,500 25,000 56,500 0 0 0 0 56,500
Fund 350
Project Title:Corporation Yard Upgrades Project No.5450
PROJECT DESCRIPTION
1. Recoat roofs on all structures = $80,000
2. Treat/paint exterior of all metal buildings = $75,000
3. Repave/restripe asphalt areas of property = $120,000
4. Pre-fabricated metal building for Parks gas powered equipment = $85,000
5. Storage room for delineation equipment = $80,000
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4930 Sewer Fund (30%)70,468 25,468 0 0 15,000 15,000 15,000 45,000
4940 Water Fund (30%)70,468 25,468 0 0 15,000 15,000 15,000 45,000
4950 Sales Tax (40%)90,370 30,370 0 0 20,000 20,000 20,000 60,000
Total 231,306 81,306 0 0 50,000 50,000 50,000 150,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 195,755 45,755 0 0 50,000 50,000 50,000 150,000
7002 Construction -PW 2,000 2,000 0 0 0 0 0 0
7201 Contingencies 28,113 28,113 0 0 0 0 0 0
7301 Contract Admin 3,988 3,988 0 0 0 0 0 0
7501 Design & Survey 1,450 1,450 0 0 0 0 0 0
Total 231,306 81,306 0 0 50,000 50,000 50,000 150,000
New Funding
New Funding
Ongoing project addressing needed upgrades and maintenance at the Corporation Yard. Potential future projects and estimated costs include:
65
Item 11.a. - Page 75
Fund 350
Project Title:Elm Street Park/Soto Sports Complex Master Plan Project No.5463
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4950 Sales Tax 160,000 160,000 0 0 0 0 0 0
Total 160,000 160,000 0 0 0 0 0 0
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7301 Contract Admin 160,000 160,000 0 0 0 0 0 0
Total 160,000 160,000 0 0 0 0 0 0
Fund 350
Project Title:Financial Management Software Upgrade Project No.5453
PROJECT DESCRIPTION
Upgrade the software that processes utility billing, payroll, Accts payable, Accts receivable, financial ledgers and budgeting.
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4930 Sewer Fund 75,000 0 50,000 25,000 0 0 0 75,000
4940 Water Fund 75,000 0 50,000 25,000 0 0 0 75,000
4950 Sales Tax 200,000 0 100,000 100,000 0 0 0 200,000
Total 350,000 0 200,000 150,000 0 0 0 350,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7301 Contract Admin 350,000 0 200,000 150,000 0 0 0 350,000
Total 350,000 0 200,000 150,000 0 0 0 350,000
This project will create a Master Plan for the Elm Street Park and Soto Sports Complex property to explore potential utilization of the area as a focus for economic
development and revenue generation possibilities.
New Funding
New Funding
66
Item 11.a. - Page 76
Fund 350
Project Title:Police Firing Range Lead Abatement Project No.5451
PROJECT DESCRIPTION
Upon the expiration of the current lease, the City will need to abate lead ammunition at the police firing range.
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4950 Sales Tax 120,000 0 0 120,000 0 0 0 120,000
Total 120,000 0 0 120,000 0 0 0 120,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 120,000 0 0 120,000 0 0 0 120,000
Total 120,000 0 0 120,000 0 0 0 120,000
Fund 350
Project Title:Police Station Evidence Room Secondary Access Project No.5462
PROJECT DESCRIPTION
As identified in a recent audit of the property and evidence function, install a secondary access door to the evidence room at the Police Station.
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4955 Police Impact Fees 10,000 0 10,000 0 0 0 0 10,000
Total 10,000 0 10,000 0 0 0 0 10,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 10,000 0 10,000 0 0 0 0 10,000
Total 10,000 0 10,000 0 0 0 0 10,000
New Funding
New Funding
67
Item 11.a. - Page 77
Fund 350
Project Title:Strother Park No. 2 BBQ Repair / Rehabilitation Project No.5555
PROJECT DESCRIPTION $30,000
Repair or rehabilitation of BBQ Pit No. 2 at Strother Park.
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4914 Park Improvement 30,000 0 30,000 0 0 0 0 30,000
Total 30,000 0 30,000 0 0 0 0 30,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 30,000 0 30,000 0 0 0 0 30,000
Total 30,000 0 30,000 0 0 0 0 30,000
Fund 350
Project Title:ADA Drinking Fountains at Parks Project No.5559
PROJECT DESCRIPTION $20,000
Installation of ADA Compliant Water Drinking Foundations at:
- Strother Park
- Centennial Park
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
5199 Salary Reimb 0 0 0 0 0 0 0 0
7001 Construction 20,000 0 0 10,000 10,000 0 0 20,000
7201 Contingencies 0 0 0 0 0 0 0 0
Total 20,000 0 0 10,000 10,000 0 0 20,000
80,000
New Funding
New Funding
68
Item 11.a. - Page 78
Fund 350
Project Title:Pavement Management Program Project No.5638
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4486 Urban SHA 210,000 70,000 70,000 70,000 0 0 0 140,000
49XX SB1 294,500 0 294,500 0 0 0 0 294,500
4928 Transp Fund 100,000 100,000 0 0 0 0 0 0
4950 Sales Tax 5,010,365 760,365 800,000 825,000 850,000 875,000 900,000 4,250,000
Total 5,614,865 930,365 1,164,500 895,000 850,000 875,000 900,000 4,684,500
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 4,691,492 782,492 991,000 743,000 702,000 725,000 748,000 3,909,000
7201 Contingencies 423,084 70,284 60,800 74,500 70,500 72,500 74,500 352,800
7301 Contract Admin 180,349 57,649 42,700 20,000 20,000 20,000 20,000 122,700
7401 Testing 88,893 13,893 15,000 15,000 15,000 15,000 15,000 75,000
7501 Design & Survey 186,549 1,549 25,000 40,000 40,000 40,000 40,000 185,000
7701 Studies 44,498 4,498 30,000 2,500 2,500 2,500 2,500 40,000
Total 5,614,865 930,365 1,164,500 895,000 850,000 875,000 900,000 4,684,500
Fund 350
Project Title:Sidewalk Repairs and Improvements Project No.5658
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4482 Regional SHA 50,000 50,000 0 0 0 0 0 0
4950 Sales Tax 715,705 145,705 110,000 110,000 115,000 115,000 120,000 570,000
Total 765,705 195,705 110,000 110,000 115,000 115,000 120,000 570,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 718,001 183,701 74,300 110,000 115,000 115,000 120,000 534,300
7201 Contingencies 11,128 3,728 7,400 0 0 0 0 7,400
7301 Contract Admin 19,476 3,276 16,200 0 0 0 0 16,200
7501 Design & Survey 17,100 5,000 12,100 0 0 0 0 12,100
Total 765,705 195,705 110,000 110,000 115,000 115,000 120,000 570,000
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 slurry seals, chip seals, and pavement overlays. Slurry and chip seals are thin applications of
liquid asphalt mixed with sand or rock chips. Asphalt overlays are 1 to 4-inch thick layers of hot asphalt applies to the road surface. Crack sealing and repair of
damaged roadways often precedes the maintenance application.
Since fiscal year 2008-09, the City has diligently allocated funding towards sidewalk improvements throughout the City including upgrades and repairs to crosswalks,
sidewalks and cross-gutters. This program is an annual allocation of funding toward these efforts.
New Funding
New Funding
69
Item 11.a. - Page 79
Fund 350
Project Title:Traffic Way Bridge Improvement Project Project No.5679
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4487 HBP (88.53%)6,042,000 0 346,700 346,700 346,700 575,400 4,426,500 6,042,000
4950 Sales Tax (11.47%)782,800 0 44,900 44,900 44,900 74,600 573,500 782,800
Total 6,824,800 0 391,600 391,600 391,600 650,000 5,000,000 6,824,800
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 4,000,000 0 0 0 0 0 4,000,000 4,000,000
7201 Contingencies 400,000 0 0 0 0 0 400,000 400,000
7301 Contract Admin 600,000 0 0 0 0 0 600,000 600,000
7501 Design & Survey 1,174,800 0 391,600 391,600 391,600 0 0 1,174,800
7502 R/W & Utilities 650,000 0 0 0 0 650,000 0 650,000
Total 6,824,800 0 391,600 391,600 391,600 650,000 5,000,000 6,824,800
Fund 350
Project Title:Bridge Street Bridge Rehabilitation Project No.5608
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4487 HBP (100%)6,554,775 704,575 2,925,100 2,925,100 0 0 0 5,850,200
Total 6,554,775 704,575 2,925,100 2,925,100 0 0 0 5,850,200
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
5199 Salary Reimb 0 0 0 0 0 0 0 0
7001 Construction 4,143,000 0 2,071,500 2,071,500 0 0 0 4,143,000
7201 Contingencies 1,067,000 0 533,500 533,500 0 0 0 1,067,000
7301 Constr Admin 689,835 49,635 320,100 320,100 0 0 0 640,200
7302 Appraisals 50,000 50,000 0 0 0 0 0 0
7303 Land Acquisition 200,000 200,000 0 0 0 0 0 0
7501 Design & Survey 68,806 68,806 0 0 0 0 0 0
7701 Studies 336,134 336,134 0 0 0 0 0 0
Total 6,554,775 704,575 2,925,100 2,925,100 0 0 0 5,850,200
New Funding
New Funding
Rehabilitation and structural improvements of the 2-lane Bridge Street Bridge over Arroyo Grande Creek to bring it up to current load conditions while maintaining its
historic eligibility.
The Traffic Way Bridge was constructed in 1932 and is a gateway bridge to State Route 227 at the Village of Arroyo Grande. In 2006, Caltrans designated the bridge
scour critical, however a March 2018 bridge inspection revealed that the erosion around the bridge piers and abutments will require the rehabilitation or
replacement of the bridge. Caltrans identified the bridge as a high priority bridge replacement. Due to this finding from Caltrans, grant funding is available to pay for
88.53% of the project.
70
Item 11.a. - Page 80
Fund 350
Project Title:Bridge Preventive Maintenance Plan Project No.5611
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4487 HBP (88.53%)119,200 35,400 83,800 0 0 0 0 83,800
4950 Sales Tax (11.47%)15,400 4,600 10,800 0 0 0 0 10,800
Total 134,600 40,000 94,600 0 0 0 0 94,600
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 60,100 0 60,100 0 0 0 0 60,100
7201 Contingencies 18,500 0 18,500 0 0 0 0 18,500
7301 Contract Admin 16,000 0 16,000 0 0 0 0 16,000
7701 Studies 40,000 40,000 0 0 0 0 0 0
Total 134,600 40,000 94,600 0 0 0 0 94,600
Fund 350
Project Title:Swinging Bridge Reinforcement Project No.5620
PROJECT DESCRIPTION
Design and construction for the repair and strengthening of the Swinging Bridge.
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4950 Sales Tax 518,241 444,541 73,700 0 0 0 0 73,700
Total 518,241 444,541 73,700 0 0 0 0 73,700
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 408,041 340,441 67,600 0 0 0 0 67,600
7201 Contingencies 40,800 34,700 6,100 0 0 0 0 6,100
7301 Contract Admin 34,700 34,700 0 0 0 0 0 0
7501 Design & Survey 34,700 34,700 0 0 0 0 0 0
Total 518,241 444,541 73,700 0 0 0 0 73,700
New Funding
New Funding
Design and construction of bridge deck and joint maintenance repairs on the Fair Oaks Avenue and Traffic Way bridges.
71
Item 11.a. - Page 81
Fund 350
Project Title:Brisco Road/US 101 Interchange Project No.5642
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4482 Regional SHA 30,000 30,000 0 0 0 0 0 0
4490 STIP 6,624,000 6,624,000 0 0 0 0 0 0
4816 Other Financing 8,893,520 8,893,520 0 0 0 0 0 0
4926 Trans Facility 1,735,025 1,735,025 0 0 0 0 0 0
4950 Sales Tax 1,050,000 400,000 50,000 100,000 100,000 200,000 200,000 650,000
Total 18,332,545 17,682,545 50,000 100,000 100,000 200,000 200,000 650,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 18,303,680 17,653,680 50,000 100,000 100,000 200,000 200,000 650,000
7501 Design & Survey 18,118 18,118 0 0 0 0 0 0
7701 Studies 10,748 10,748 0 0 0 0 0 0
Total 18,332,545 17,682,545 50,000 100,000 100,000 200,000 200,000 650,000
New Funding
Final design and construction of modifications to the US-101 on and off-ramps at Brisco Road, East Grand Avenue and Camino Mercado interchanges to alleviate
traffic congestion at peak travel times.
72
Item 11.a. - Page 82
Fund 350
Project Title:Corporation Yard Stormwater Compliance Plan Implementation Project No.5780
PROJECT DESCRIPTION $133,521
Multi-year project to complete improvements identified in the Corporation Yard Stormwater Compliance Plan. Projects and estimated costs include:
1. Construct roof/covering and floor containment system for paint and hazardous materials storage areas = $25,000
2. Construct roof/covering and berms for existing materials storage bins = $60,000
3. Construct covered and bermed storage bins for currently exposed materials = $75,000
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4910 General Fund 721 721 0 0 0 0 0 0
4950 Sales Tax 132,800 26,300 27,500 19,000 20,000 20,000 20,000 106,500
Total 133,521 27,021 27,500 19,000 20,000 20,000 20,000 106,500
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 97,671 20,221 17,450 15,000 15,000 15,000 15,000 77,450
7201 Contingencies 9,950 1,950 2,000 1,500 1,500 1,500 1,500 8,000
7301 Contract Admin 14,000 1,950 3,050 1,500 2,500 2,500 2,500 12,050
7401 Testing 2,900 2,900 0 0 0 0 0 0
7501 Design & Survey 9,000 0 5,000 1,000 1,000 1,000 1,000 9,000
7701 Studies 0 0 0 0 0 0 0
Total 133,521 27,021 27,500 19,000 20,000 20,000 20,000 106,500
Fund 350
Project Title:Sierra/Hillcrest Drainage Project No.5783
PROJECT DESCRIPTION $214,600
Installation of drainage improvements along Sierra Drive to help alleviate flooding conditions during certain storm events.
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4950 Sales Tax 214,600 79,600 135,000 0 0 0 0 135,000
Total 214,600 79,600 135,000 0 0 0 0 135,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 162,000 62,000 100,000 0 0 0 0 100,000
7201 Contingencies 22,400 6,200 16,200 0 0 0 0 16,200
7301 Contract Admin 18,200 2,000 16,200 0 0 0 0 16,200
7401 Testing 2,600 0 2,600 0 0 0 0 2,600
7501 Design & Survey 9,400 9,400 0 0 0 0 0 0
New Funding
New Funding
73
Item 11.a. - Page 83
Fund 350
Project Title:Corrugated Metal Pipe (CMP) Lining Project No.5794
PROJECT DESCRIPTION $461,300
Annual project to repair deteriorating corrugated metal pipes (CMP). Projects and estimated costs include:
Huasna at Oro Drive, Woodland Sewer, South Rena/Alpine, West Branch at Chevron Station, 900 Oak Park Boulevard, 312 Tally Ho Road, and Launa Lane
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4912 Sewer Fund 55,000 0 55,000 0 0 0 0 55,000
4950 Sales Tax 456,300 76,300 175,000 57,500 57,500 45,000 45,000 380,000
Total 511,300 76,300 230,000 57,500 57,500 45,000 45,000 435,000
Expenditures
Total Prior Year Total 5
5199 Salary Reimb 0 0 0 0 0 0 0 0
7001 Construction 385,000 57,000 180,000 41,500 41,500 32,500 32,500 328,000
7201 Contingencies 40,500 5,700 18,000 4,650 4,650 3,750 3,750 34,800
7301 Contract Admin 35,800 5,000 14,000 4,650 4,650 3,750 3,750 30,800
7401 Testing 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 461,300 67,700 212,000 50,800 50,800 40,000 40,000 393,600
New Funding
74
Item 11.a. - Page 84
Fund 612
Project Title:Trenchless Sewer Rehabilitation Project No.5821, 5842, 5820, 5843
PROJECT DESCRIPTION
S Alpine Street ($51,100) - MP No. A-2 (3)
S Halcyon Road ($56,700) - MP No. A-2 (4)
Wood Place - MP No. A-2 (6)
Vernon Street ($33,800) - MP No. A-2 (7)
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4825 Developer Contrib 141,600 141,600 0 0 0 0 0 0
4930 Sewer Fund 77,200 0 0 77,200 0 0 0 77,200
Total 218,800 141,600 0 77,200 0 0 0 77,200
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 161,900 141,600 0 20,300 0 0 0 20,300
7201 Contingencies 16,300 0 0 16,300 0 0 0 16,300
7301 Contract Admin 16,300 0 0 16,300 0 0 0 16,300
7501 Design & Survey 24,300 0 0 24,300 0 0 0 24,300
Total 218,800 141,600 0 77,200 0 0 0 77,200
Fund 612
Project Title:Lift Station No. 1 Force main Replacement Project No.5845
PROJECT DESCRIPTION
Replace approximately 3,070 linear feet of existing 8‐inch cast iron force main with an 8‐inch PVC force main. Master Plan No. B‐1.
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4825 Developer Contribution 41,180 41,180 0 0 0 0 0 0
4930 Sewer Fund 602,400 81,100 251,900 269,400 0 0 0 521,300
4931 Sewer Facility 521,300 0 251,900 269,400 0 0 0 521,300
Total 1,164,880 122,280 503,800 538,800 0 0 0 1,042,600
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 827,000 0 396,000 431,000 0 0 0 827,000
7201 Contingencies 86,200 0 43,100 43,100 0 0 0 86,200
7301 Contract Admin 86,200 0 43,100 43,100 0 0 0 86,200
7401 Testing 43,200 0 21,600 21,600 0 0 0 43,200
7501 Design & Survey 122,280 122,280 0 0 0 0 0 0
Total 1,164,880 122,280 503,800 538,800 0 0 0 1,042,600
New Funding
New Funding
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.
75
Item 11.a. - Page 85
Fund 612
Project Title:Manhole Rehabilitation Project No.5849
PROJECT DESCRIPTION
Reconstruction of manholes that have reached the end of their operating life and are in need of replacement or rehabilitation. Master Plan No. C-1.
Manholes downstream from Lift Station No. 1 Force Main Replacement project in FY 2020-21.
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4825 Developer Contribution 47,254 47,254 0 0 0 0 0
4930 Sewer Fund 382,887 182,887 0 0 200,000 0 0 200,000
Total 430,141 230,141 0 0 200,000 0 0 200,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 357,834 182,434 0 0 175,400 0 0 175,400
7201 Contingencies 35,750 18,250 0 0 17,500 0 0 17,500
7301 Contract Admin 32,957 29,457 0 0 3,500 0 0 3,500
7501 Design & Survey 3,600 0 0 0 3,600 0 0 3,600
Total 430,141 230,141 0 0 200,000 0 0 200,000
Fund 612
Project Title:Trenchless Sewer Rehabilitation Project No.5817, 5833
PROJECT DESCRIPTION
Alder Street ($190) - MP No. A-2 (5)
Cameron Court ($994) - MP No. A-2 (8)
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4825 Developer Contribution 1,184 1,184 0 0 0 0 0
4930 Sewer Fund 235,600 0 0 0 0 235,600 0 235,600
Total 236,784 1,184 0 0 0 235,600 0 235,600
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 175,384 1,184 0 0 0 174,200 0 174,200
7201 Contingencies 17,600 0 0 0 0 17,600 0 17,600
7301 Contract Admin 17,600 0 0 0 0 17,600 0 17,600
7501 Design & Survey 26,200 0 0 0 0 26,200 0 26,200
Total 236,784 1,184 0 0 0 235,600 0 235,600
New Funding
New Funding
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.
76
Item 11.a. - Page 86
Fund 612
Project Title:Trenchless Sewer Rehabilitation Project No.5826, 5853
PROJECT DESCRIPTION
Woodland Dr ($11,788) - MP No. A-2 (2)
Ash Street - MP No. A-2 (10)
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4825 Developer Contribution 11,788 11,788 0 0 0 0 0
4930 Sewer Fund 110,824 48,124 0 0 0 62,700 0 62,700
Total 122,612 59,912 0 0 0 62,700 0 62,700
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7001 Construction 90,912 59,912 0 0 0 31,000 0 31,000
7201 Contingencies 9,000 0 0 0 0 9,000 0 9,000
7301 Contract Admin 9,000 0 0 0 0 9,000 0 9,000
7501 Design & Survey 13,700 0 0 0 0 13,700 0 13,700
Total 122,612 59,912 0 0 0 62,700 0 62,700
Fund 612
Project Title:Wastewater Master Plan Project No.5854
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4930 Sewer Fund 100,000 0 0 0 0 100,000 0 100,000
Total 100,000 0 0 0 0 100,000 0 100,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
7701 Studies 100,000 0 0 0 0 100,000 0 100,000
Total 100,000 0 0 0 0 100,000 0 100,000
New Funding
New Funding
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.
Ten year update to the 2012 Wastewater System Master Plan and computer model to reflect subsequent growth/changes in the City's General Plan, subsequent
wastewater improvements, and changes in wastewater flow patterns.
77
Item 11.a. - Page 87
Fund 640
Project Title:Galvanized Service Replacements Project No.5946
PROJECT DESCRIPTION
Replacement of services installed prior to 1980 with new PVC services. Water System Master Plan Project B-9.
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4940 Water Fund 261,038 86,038 35,000 35,000 35,000 35,000 35,000 175,000
Total 261,038 86,038 35,000 35,000 35,000 35,000 35,000 175,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
5199 Salary Reimb 0 0 0 0 0 0 0 0
7001 Construction 261,038 86,038 35,000 35,000 35,000 35,000 35,000 175,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 261,038 86,038 35,000 35,000 35,000 35,000 35,000 175,000
New Funding
78
Item 11.a. - Page 88
Fund 640
Project Title:Coach Rd and Garden St Pipe Bridges Eval Project No.5966
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4940 Water Fund 81,000 0 81,000 0 0 0 0 81,000
Total 81,000 0 81,000 0 0 0 0 81,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
5199 Salary Reimb 0 0 0 0 0 0 0 0
7001 Construction 0 0 0 0 0 0 0 0
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 81,000 0 81,000 0 0 0 0 81,000
Total 81,000 0 81,000 0 0 0 0 81,000
Comprehensive structual analysis of the steel pipe bridges crossing the Arroyo Grande Creek from Coach Road and from Garden Street. Using the results of the
structural analysis, the City can determine whether rehabilitation or upgrade of one or both of the pipe bridges is required.
New Funding
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Fund 640
Project Title:Water Meter Software Upgrade Project No.5974
PROJECT DESCRIPTION
Purchase and implementation of new water meter software and entry of current hard copy files to electronic.
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4940 Water Fund 35,000 0 35,000 0 0 0 0 35,000
Total 35,000 0 35,000 0 0 0 0 35,000
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
5199 Salary Reimb 0 0 0 0 0 0 0 0
7001 Construction 0 0 0 0 0 0 0 0
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 35,000 0 35,000 0 0 0 0 35,000
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 35,000 0 35,000 0 0 0 0 35,000
New Funding
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Fund 640
Project Title:Water Reservoir No. 7 Project No.5942
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4940 Water Fund (32%)325,800 35,000 0 145,400 145,400 0 0 290,800
4942 Water Facility (68%)692,400 74,400 0 309,000 309,000 0 0 618,000
Total 1,018,200 109,400 0 454,400 454,400 0 0 908,800
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
5199 Salary Reimb 0 0 0 0 0 0 0 0
7001 Construction 754,300 0 0 377,150 377,150 0 0 754,300
7201 Contingencies 75,400 0 0 37,700 37,700 0 0 75,400
7301 Contract Admin 75,400 0 0 37,700 37,700 0 0 75,400
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 113,100 109,400 0 1,850 1,850 0 0 3,700
7701 Studies 0 0 0 0 0 0 0 0
Total 1,018,200 109,400 0 454,400 454,400 0 0 908,800
Construction of a new 500,000 gallon steel storage reservoir to serve the Rancho Grande zone. Water System Master Plan Project A-5.
New Funding
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Item 11.a. - Page 91
Fund 640
Project Title:Project No.5911
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4940 Water Fund 215,700 0 0 0 215,700 0 0 215,700
4942 Water Facility 215,700 0 0 0 215,700 0 0 215,700
Total 431,400 0 0 0 431,400 0 0 431,400
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
5199 Salary Reimb 0 0 0 0 0 0 0 0
7001 Construction 319,700 0 0 0 319,700 0 0 319,700
7201 Contingencies 31,900 0 0 0 31,900 0 0 31,900
7301 Contract Admin 31,900 0 0 0 31,900 0 0 31,900
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 47,900 0 0 0 47,900 0 0 47,900
7701 Studies 0 0 0 0 0 0 0 0
Total 431,400 0 0 0 431,400 0 0 431,400
Phased Main Replacements - Fair Oaks Ave, Elm St
to Alder St
New Funding
This project will replace the existing 4-inch pipes with new 8-inch pipes along Fair Oaks Avenue between Elm Street and Alder Street. Water System Master Plan
Project A-4 and B-6.
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Item 11.a. - Page 92
Fund 640
Project Title:Project No.5911
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4940 Water Fund 358,400 0 0 0 0 358,400 0 358,400
4942 Water Facility 358,400 0 0 0 0 358,400 0 358,400
Total 716,800 0 0 0 0 716,800 0 716,800
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
5199 Salary Reimb 0 0 0 0 0 0 0 0
7001 Construction 530,900 0 0 0 0 530,900 0 530,900
7201 Contingencies 53,100 0 0 0 0 53,100 0 53,100
7301 Contract Admin 53,100 0 0 0 0 53,100 0 53,100
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 79,700 0 0 0 0 79,700 0 79,700
7701 Studies 0 0 0 0 0 0 0 0
Total 716,800 0 0 0 0 716,800 0 716,800
Phased Main Replacements - South Halcyon Road
New Funding
This project will replace the existing 4-inch pipes with new 8-inch pipes along South Halcyon Road between Cornwall Street and Fair Oaks Avenue. Water System
Master Plan Project B-6.
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Item 11.a. - Page 93
Fund 640
Project Title:Project No.5911
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4940 Water Fund 268,100 0 0 0 0 0 268,100 268,100
4942 Water Facility 268,100 0 0 0 0 0 268,100 268,100
Total 536,200 0 0 0 0 0 536,200 536,200
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
5199 Salary Reimb 0 0 0 0 0 0 0 0
7001 Construction 397,200 0 0 0 0 0 397,200 397,200
7201 Contingencies 39,700 0 0 0 0 0 39,700 39,700
7301 Contract Admin 39,700 0 0 0 0 0 39,700 39,700
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 59,600 0 0 0 0 0 59,600 59,600
7701 Studies 0 0 0 0 0 0 0 0
Total 536,200 0 0 0 0 0 536,200 536,200
New Funding
This project will replace the existing 4-inch pipes with new 8-inch pipes along Cornwall Street between South Halcyon Road to just west of El Camino Real. Water
System Master Plan Project B-6.
Phased Main Replacements - Cornwall Street
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Item 11.a. - Page 94
Fund 640
Project Title:Project No.5973
PROJECT DESCRIPTION
Revenue
Total Prior Year Total 5
Acct Source Budget Funding 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
4940 Water Fund 202,400 0 0 0 0 0 0 202,400
4942 Water Facility 67,500 0 0 0 0 0 0 67,500
Total 269,900 0 0 0 0 0 0 269,900
Expenditures
Total Prior Year Total 5
Acct Description Budget Budget 2018-19 2019-20 2020-21 2021-22 2022-23 Year CIP
5199 Salary Reimb 0 0 0 0 0 0 0 0
7001 Construction 199,900 0 0 0 0 0 0 199,900
7201 Contingencies 20,000 0 0 0 0 0 0 20,000
7301 Contract Admin 20,000 0 0 0 0 0 0 20,000
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 30,000 0 0 0 0 0 0 30,000
7701 Studies 0 0 0 0 0 0 0 0
Total 269,900 0 0 0 0 0 0 269,900
New Funding
Upgrade the existing 8-inch cast iron pipe to a 12-inch ductile iron pipe under Highway 101 from El Camino Real to West Branch Street. Water System Master Plan
Project B-4.
Hwy 101 Crossing Upgrade - ECR to West Branch
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Item 11.a. - Page 95
Appendix A
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Item 11.a. - Page 96
CITY OF ARROYO GRANDE
ORGANIZATIONAL CHART
Citizens of
Arroyo Grande
City Council
Boards &
Commissions City Manager
Administrative
Services
Finance
Human
Resources
Community
Development
Building &
Life Safety
Engineering
Planning
Legislative &
Information
Services
City Clerk
Information
Techology
Police
Patrol
Services
Support
Services
Public Works
Capital
Projects
Maintenance
Services
Utility
Recreation
Services
Chidren in
Motion
Preschool
Special
Events
Sports
Leagues
City Attorney
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Item 11.a. - Page 97
Community Profile
INTRODUCTION
The City of Arroyo Grande is located five miles inland from the central California coastline. Incorporated
in 1911, the City contains acres of agriculturally productive land in a valley created by the Arroyo Grande
Creek. The fertile soil produces several crop harvests annually, including celery, lettuce, and
strawberries. There are several wineries in the vicinity, designating the area as the Arroyo Grande wine
region.
The City, locally known as one of the “five cities”, adjoins Pismo Beach and Grover Beach, and is
neighbor to Avila Beach and Shell Beach. The economy of the five cities depends heavily on tourists and
retail sales.
Many of the residents of Arroyo Grande commute to work in neighboring communities. Others are
employed in the service industries of Arroyo Grande, such as retail, education, and health care. Pacific
Gas & Electric and its Diablo Canyon Nuclear Power Plant is a significant employer in the region. A small
quantity of manufacturing is located within the City.
The heart of the City is the Village of Arroyo
Grande, a unique section of the community
from which the modern City derived its roots.
Antique shops, an ice cream parlor, and turn of
the century architecture are reminiscent of an
earlier age.
Within the Village is a swinging bridge that was originally
constructed in 1875 to connect land divided by the Arroyo
Grande Creek. The 171-foot bridge is the only one of its
kind in California. When the bridge was donated to the City
of Arroyo Grande in 1911, the City assumed responsibility
for maintenance and care.
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Item 11.a. - Page 98
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.·• • 't-~ ,._.,. ·_ -.-·
Community Profile
City Recreation Areas & Programs
The City has several parks with picnic, barbecue, and
playground areas. Strother Community Park, located along
the bank of the Arroyo Grande Creek, is ideal for reunions,
picnics, and barbecues. Elm Street Park has volleyball
standards and playground equipment for all ages. The
Heritage Square Park, connected to the Village area by the
historical Swinging Bridge, is a favorite place for tourists
and locals to enjoy lunchtime.
The Hart-Collett Memorial Park, the Terra De Oro Park, and the
Kiwanis Park are small parks with picnic tables and benches
only. Rancho Grande Park is also ideal for family gatherings or
special celebrations.
The twenty-six acre Soto Sports Complex serves the Five Cities
region by providing four lighted tennis courts, a Little League
field, a lighted Babe Ruth field, four lighted softball fields, and
two unlit ball fields. The fields are converted to soccer and
football use in the fall.
The James Way Oak Habitat and Wildlife Preserve
has equestrian and jogging/walking trails for
public use. The habitat, winding along a hillside in
an oak preserve, has an abundant array of
wildlife.
The City offers a wide variety of recreational
opportunities for local residents and visitors.
From youth and adult sports leagues, child care
programs, and special events to classes for
seniors and summer youth camps, there are
programs available for nearly every age.
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Item 11.a. - Page 99
Community Profile
Population
California Department of Finance publishes population data as of January 1 each year. The City’s
population has steadily, but slowly increased over the past five years, as shown below. Also shown
below is the 5 year change in population countywide.
Employment in San Luis Obispo County
Total employment as of April 2018: 125,400
Unemployment Rate as of April 2018: 2.6%
Other Services
31%
Government
20%
Leisure &
Hospitality
16%
Retail
11%
Agriculture
4%
Utilities
3%
Construction
6%
Manufacturing
6% Wholesale
3%
Employment Sectors
16,400
16,600
16,800
17,000
17,200
17,400
17,600
17,800
18,000
2014 2015 2016 2017 2018
Population City of
Arroyo Grande
272,000
274,000
276,000
278,000
280,000
282,000
2014 2015 2016 2017 2018
Population San Luis
Obispo County
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Item 11.a. - Page 100
Fiscal Policy
Adopted by the City Council: September 5, 1995
Revised: June 28, 2011
The budget document is a policy statement and financial plan that allocates City resources such as
personnel, materials, and equipment in tangible ways to achieve the general goal of a balanced
community. It is, therefore, prudent for the City Council to have adopted a Fiscal Policy to guide staff
through the budget-development process. The Fiscal Policy is a guideline, not an absolute. The Policy
describes goals the Council seeks to achieve to secure fiscal solvency, superior levels of customer
service, and maximum cost efficiency. The Policy components are as follows:
RESERVES
• Establish and maintain a Fund Balance reserve goal of 20% of expenditures with a minimum of
15% in the General Fund.
• Maintain a minimum of 5% of the General Fund budget as a Contingency Reserve.
• Contribute 10% of annual appropriations to the improvement of Infrastructure.
FISCAL MANAGEMENT
• Maintain safety and liquidity while maximizing investment revenue.
• Utilize grants and subsidies from other sources when possible and cost-effective.
• Charge fees for services that reflect the cost of providing such services.
• Review fees annually, establish actual costs, adjust existing fees and establish new fees as
needed.
• Recover costs when possible for facility use, planning and building services, code enforcement,
community events and administrative costs.
• Develop short and long-term financial plans.
• Develop fiscal models to reflect development and planning policies to ensure resources are
adequate to provide service needs.
• Maintain a PERS Retirement Fund in which the City funds retirement costs on an annual basis at
no lower than the projected long-term average rates in order to eliminate the fluctuations in
PERS costs and provide long-term stability.
NEW SERVICES
Add new services only when a need has been identified and when adequate staffing and funding sources
have been provided.
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Item 11.a. - Page 101
Fiscal Policy
PUBLIC SAFETY
Provide funding to maintain the safety of the citizens of Arroyo Grande at a level that ensures that
Arroyo Grande maintains its position as one of the safest cities in San Luis Obispo County.
WATER, LOPEZ AND SEWER FUNDS
Maintain reserve funds equal to 90 days of operating expenses plus $500,000 and one year of debt
service.
FACILITIES
• Plan for new facilities only if operations and maintenance costs for those new facilities will not
negatively impact the operating budget.
• Provide adequate routine maintenance each year to avoid the cost of deferred maintenance.
OPERATIONAL EFFICIENCIES
• Provide City services in the most cost-effective manner.
• Provide staffing levels that allow employees to respond promptly to service requests from the
public.
• Utilize consultants and temporary help for special projects or peak workload periods.
• Utilize community expertise on a voluntary basis as appropriate.
• Ensure that fee-supported services are staffed appropriately to render the services for which
customers have paid.
• Work through regional agencies to share costs for local and mandated programs whenever
possible.
EMPLOYEE DEVELOPMENT
Attract and retain competent employees for the City work force by compensating employees fairly,
providing adequate training opportunities, ensuring safe working conditions, and maintaining a
professional work environment.
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Item 11.a. - Page 102
Fiscal Policy
ECONOMIC DEVELOPMENT
• Promote a mix of businesses that contributes to a balanced community, develop programs to
enhance and retain existing businesses, and pursue new developments and businesses that add
to but do not detract from the City’s economic base.
• Maximize opportunities for the existing business community, thereby increasing existing sources
of revenue to meet the increasing demands for service.
RETIREE MEDICAL
Pre-fund retiree medical benefit costs.
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Item 11.a. - Page 103
Significant Accounting Policies
REPORTING ENTITY
The City of Arroyo Grande was incorporated on July 10, 1911 under the laws of the State of California
and enjoys all the rights and privileges applicable to a General Law City. An elected five-member board
governs the City. The City operates under a Council-Manager form of government, and currently
provides a wide variety of services to its citizens, including police, public services, community
development, general administrative and other services.
Description of Funds
Fund Accounting Systems
The City uses funds and account groups to report on its financial position and the results of its
operations. Fund accounting is designed to demonstrate legal compliance and to aid financial
management by segregating transactions related to certain City functions or activities.
A fund is an accounting entity with a self-balancing set of accounts established to record the financial
position and results of operations of a specific governmental activity. An account group is a financial
reporting device designed to provide accountability for certain assets and liabilities that are not
recorded in the funds because they do not directly affect net expendable available financial resources.
The City maintains the following fund types and account groups:
Types of Funds
Governmental Fund Types
General Fund – is the general operating fund of the City and accounts for all unrestricted financial
resources except those required to be accounted for in another fund.
Special Revenue Funds – to account for the proceeds of specific revenue sources (other than special
assessments, expendable trusts, or capital projects) that are restricted by law or administrative action to
expenditures for specific purposes.
Debt Service Funds – to account for the accumulation of resources for and the payment of, interest and
principal on general long-term debt and related costs. The City currently does not have general long
term debt that would be obligated to use a debt service fund.
Capital Project Funds – to account for financial resources segregated for the acquisition of major capital
projects or facilities (other than those financed by proprietary fund types).
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Item 11.a. - Page 104
Significant Accounting Policies
Proprietary Fund Types
Enterprise Funds – to account for operations in a manner similar to private business enterprises where
the intent is to have the costs (expenses, including depreciation) of providing goods or services to the
general public to be financed or recovered primarily through user charges.
Fiduciary Fund Types
Agency Funds – to account for assets held by the City as trustee or agent for individuals, private
organizations, or other governmental units, and/or other funds. These funds are custodial in nature
(assets correspond with liabilities) and do not involve measurement of results of operations.
Basis of Accounting
Basis of accounting refers to when revenues and expenditures or expenses are recognized in the
accounts and reported in the financial statements. Specifically, it relates to the timing of the
measurements made, regardless of the nature of the measurement. All governmental funds and Agency
funds are accounted for using the modified accrual basis of accounting. Revenues are recognized when
they become measurable and available as net current assets. In those funds where revenue is
recognized on a modified accrual basis the following revenues may be accrued: property and sales taxes,
revenue from the use of money and property, interfund transfers, unbilled service receivables and
intergovernmental revenue. Licenses, permits, fines and forfeitures and similar items are, for the most
part, not accrued and consequently are not recorded until received. Agency funds are purely custodial
(assets equal liabilities) and thus do not involve measurement of results of operations. The assets and
liabilities are accounted for on a modified accrual basis with the exception of the City’s Deferred
Compensation Plan, which is accounted for on a market value basis in accordance with Statement No. 2
of the Governmental Accounting Standards Board (GASB).
Property tax revenue is recognized in the fiscal year for which the taxes have been levied providing they
become available, in accordance with National Council of Governmental Accounting GASB 33. In this
context, available means when receivable and due, when payment is expected within the current
period, or within sixty (60) days of year end, and thus available to pay debts of the current period.
Grants, entitlements, or shared revenues recorded in governmental funds are recognized as revenue in
the accounting period when they become susceptible to accrual, i.e. both measurable and available
(modified accrual basis).
Expenditures are generally recognized under the modified accrual basis of accounting when the related
fund liability is incurred. Principal and interest on general long-term debt is recognized when due.
All proprietary funds are accounted for using the accrual basis of accounting. Their revenues are
recognized when they are earned and become measurable, expenses are recognized when they are
incurred if measurable.
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Item 11.a. - Page 105
Significant Accounting Policies
The City reports deferred revenue on its combined balance sheet. Deferred revenues arise when
potential revenue does not meet both the “measurable” and “available” criteria for recognition in the
current period. Deferred revenues also arise when the City receives resources before it has a legal claim
to them, as when grant monies are received prior to the incurrence of qualifying expenditures. In
subsequent periods, when both revenue recognition criteria are met, or when the City has a legal claim
to the resources, the liability for deferred revenue is removed from the combined balance sheet and
revenue is recognized.
Budgetary Process
The City uses the following procedures in establishing the budgetary data reflected in the financial
statements: after January 1, Department Directors prepare estimates for required appropriations for the
fiscal year commencing the following July 1. The departmental estimates are presented to the City
Manager for review. A Preliminary Budget is prepared that includes estimated expenditures and
forecasted revenues for the fiscal year. Prior to July 1, the City Manager submits a Preliminary Budget
for the upcoming fiscal year to the City Council. The Preliminary Budget includes a summary of the
proposed expenditures and financial resources of the City, as well as historical data for preceding fiscal
periods. Public meetings are conducted to obtain citizens’ comments. The City Council adopts the
budget by June 30. Budgets are legally adopted for the general, special revenue, enterprise funds,
agency funds and all capital projects programs during the fiscal year ended June 30. The appropriated
budget covers substantially all City expenditures. All appropriated amounts shown are as originally
adopted or as amended by the City Council. During the year, supplementary appropriations may be
approved. Unexpended appropriations lapse at the year-end, unless approved for carryover by the City
Manager to address multi-year projects or initiatives.
Department Directors are authorized to transfer budgeted amounts within their departments, within
the same fund, with the approval of the City Manager. The City Manager has authority to make transfers
of appropriations between departments, provided those changes do not impact budgeted year-end fund
balances. Only the City Council may authorize transfers of appropriations between funds. Formal
budgetary integration is employed as a management control device during the fiscal year for all
governmental funds.
Encumbrances
Encumbrances represent commitments related to unperformed contracts for goods or services.
Encumbrance accounting, under which purchase orders, contracts, and other commitments for the
expenditure of resources are recorded to reserve that portion of the applicable appropriation, is utilized
in all funds. Encumbrances outstanding at year-end are reported as reservations of fund balances and do
not constitute expenditures or liabilities because the commitments will be honored during the
subsequent year. Amounts encumbered at year-end are reappropriated in the following year.
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Item 11.a. - Page 106
Significant Accounting Policies
Budget Basis of Accounting
Budgets for governmental funds are adopted on a basis consistent with generally accepted accounting
principles (GAAP).
Cash and Investments
Cash includes amounts in demand deposits. Investments, including accrued interest, are stated at fair
market value.
Interfund Transactions
During the course of operations, numerous transactions occur between individual funds for goods
provided or services rendered. These receivables and payables are classified as “due from other funds”
or “due to other funds” on the balance sheet.
Inventories
Inventories of materials and supplies are carried at cost on a first-in, first-out basis. The City uses the
consumption method for accounting for inventories.
Fixed Assets
All purchased fixed assets are valued at cost where historical records are available, and at an estimated
historical cost where no historical records exist. Donated fixed assets are valued at their estimated fair
market value on the date received.
The costs of normal maintenance and repairs that do not add to the value of the asset or materially
extend asset lives are not capitalized. Improvements are capitalized and depreciated, as applicable,
over the remaining useful lives of the related fixed assets.
In accordance with GASB 34 all Public domain (“infrastructure”) fixed assets are now capitalized.
Examples of infrastructure assets are: roads, bridges, curbs and gutters, streets and sidewalks, drainage
and lighting systems.
Depreciation of fixed assets is computed using the straight-line method. The estimated useful lives are
as follow:
Buildings and structures 40 – 55 years
Machinery 3 – 10 years
Equipment 5 – 20 years
Compensated Absences
Vested or accumulated personal leave of employees, that is expected to be liquidated with expendable
available financial resources, is reported as an expenditure and a fund liability of the governmental fund
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Item 11.a. - Page 107
Significant Accounting Policies
that will pay it. Amounts of vested or accumulated personal leave not expected to be liquidated with
expendable available financial resources are reported in the City’s financial statements as long-term
debt. No expenditure is reported for those amounts. Vested or accumulated personal leave of
proprietary funds is recorded as an expense and liability of those funds as the benefits accrue to
employees.
Property Taxes
The San Luis Obispo County Assessor and Tax Collector perform the duties of assessing and collecting
property tax, respectively. Tax levies cover the period from July 1 to June 30 of each year. All tax liens
attach annually on the first day in March proceeding the fiscal year for which the taxes are levied. Taxes
are levied on both real and personal property as of March 1.
Secured property taxes are levied against real property and are due and payable in two equal
installments. The first installment is due on November 1 and becomes delinquent if not paid by
December 10. The second installment is due on February 1 and becomes delinquent if not paid by April
10. Unsecured personal property taxes are due on July 1 each year. These taxes become delinquent if
not paid by August 31.
Grants
Federal and state grant revenues are accrued to the extent expenditures are incurred. All such grants
are subject to audit and adjustment by the grantor.
Long-term Obligations
Long-term debt is recognized as a liability of a governmental fund when due or when resources have
been accumulated in the debt service fund for payment early in the following year. Other long-term
obligations to be financed from expendable available financial resources are reported as a fund liability
of a governmental fund. The remaining portion of such obligations is reported in the financial
statements. Long-term liabilities to be financed from proprietary fund operations are accounted for in
those funds.
Fund Equity
Contributed capital is recorded in proprietary funds that have received capital grants or contributions
from developers, customers or other funds. These reserves represent those portions of fund equity not
available for expenditure or that are legally segregated for a specific future use of financial resources.
Fund designations are established to indicate tentative plans for the use of current financial resources in
the future.
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Item 11.a. - Page 108
Guide to Funds by Number
010 General Fund –The primary operating fund of the City, which accounts for resources and
services traditionally associated with government. The General Fund provides administrative, financial,
police and fire protection, community development, parks and recreation, and public works services to
the community and other funds. The General Fund accounts for revenues that have unrestricted uses
and are not required legally or by contractual agreement to be accounted for in another fund.
210 Fire Protection Impact –This fund accounts for impact fees collected from developers
for the expansion of the existing fire station in order to serve future development.
211 Public Access Television – This fund accounts for fees collected from Charter
Communications that are restricted for support of public, education and government access
programming and equipment.
212 Police Protection Impact –This fund accounts for impact fees collected from developers
for the expansion of the existing police facility in order to serve future development.
213 Park Development – This fund accounts for the receipts of park-in-lieu fees (Quimby) and
grant revenues that are used for construction, park acquisition, and development of park facilities.
214 Park Improvement – Impact fees that are collected for park improvements will be used to
maintain the adopted level of service for neighborhood and community parks of 4.0 acres per thousand
population. This fund accounts for the receipt of these monies.
215 Recreation Community Center – This fund accounts for impact fees collected for
recreation facilities in order to maintain the adopted level of service of recreation/community center
facilities of 542 square feet.
216 Gracelane Assessment District – Fund to account for revenues derived from annual
assessments of properties within the District, which are used to pay the cost incurred by the City for
landscape maintenance.
217 Landscape Maintenance District – This fund accounts for the landscape maintenance
of parkways within two housing tracts. A special benefit assessment is levied on property owners to pay
for landscape maintenance expenditures.
218 Local Use Tax Fund – Fund to account for the ½ local sales tax increase approved by the
voters in November of 2006.
219 Parkside Assessment District –Fund to account for revenues derived from annual
assessments of properties, which are used to pay the cost incurred by the City for landscape
maintenance.
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Item 11.a. - Page 109
Guide to Funds by Number
220 Street (Gas Tax) Fund – The fund that accounts for receipts and expenditures of money
apportioned by the State under Streets and Highway Code sections. Gas tax revenues can only be used
to construct and maintain streets and highways.
221 Traffic Congestion Relief Fund – This fund accounts for receipts and expenditures of
money apportioned by the State under AB 2928 for street or road maintenance or reconstruction.
222 Traffic Signalization – This fund accounts for traffic signalization assessments levied
against developments for the future cost of traffic signals.
223 Traffic Circulation – This fund accounts for developer traffic mitigation measure fees
charged as a result of an environmental review.
224 Transportation Facility Impact – This fund accounts for developer impact fees
(AB1600 fees) paid to protect the public health, safety, and welfare by maintaining the existing level of
public services for existing and future residents within the City of Arroyo Grande.
225 Transportation Fund – The fund accounts for revenues from the Local Transportation
Fund (LTF), the South County Transit (SCT), and a senior taxi program administered by SCT.
Expenditures are restricted to public transportation.
226 Water Neutralization Impact Fund – This fund accounts for mitigation fees collected
from developers to neutralize projected water demand, of development projects, above historical usage
amounts.
230 Construction Tax – The fund that accounts for the accumulation of tax revenues levied on
construction of residential dwelling units, mobile home lots, and commercial buildings. Expenditures
are restricted to public improvements, including but not limited to, facilities, fire stations, fire-fighting
equipment, parks, street improvements, and equipment.
231 Drainage Facility – This fund accounts for development drainage fees restricted to
improving drainage within the City.
232 In-lieu Affordable Housing – The fund accounts for monies paid by developers in
meeting the City’s mandatory affordable housing requirements.
233 In-lieu Underground Utilities – The fund accounts for monies paid by developers in
meeting the City’s underground utility requirements.
240 Arroyo Grande Tourism Marketing Improvement District Fund – The fund
that accounts for assessments collected from lodging establishments, which are restricted for programs,
projects and activities that benefit lodging businesses in the City.
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Guide to Funds by Number
241 Water Availability Fund – The fund that accounts for impact fees collected to mitigate
future water requirements.
250 CDBG Grant Fund – The fund accounts for revenues and expenditures related to
Community Development Block Grant Funds.
271 State COPS Block Grant Fund – The fund that accounts for the receipt of revenues
from the State of California restricted to the purchase of police equipment and technology for crime
prevention.
286 Successor Agency to the Former Redevelopment Agency Administration
– Fund used to account for tax increment revenues to be used for Successor Agency administration and
payment of the former Redevelopment Agency enforceable obligations.
287 Successor Agency to the Former Redevelopment Agency Housing
Function – The fund accounting for tax increment revenues of the former Redevelopment Agency to
be used for low and moderate housing within the City.
350 Capital Improvement Program – Fund established to account for transfers from other
City funds and grant revenues to be used for infrastructure improvements within the City. The Program
is divided into six project types – Miscellaneous Projects, Park Projects, Street Projects, Drainage
Projects, Sewer Projects, and Water Projects.
612 Sewer Fund – Fund used to account for maintenance of sewer lines connecting City
residents to the San Luis Obispo County Sanitation District sewer plant. Maintenance costs are funded
by user charges.
634 Sewer Facility Fund – This fund accounts for the accumulation of sewer facility revenues
to be used in capital improvement projects in the City.
640 Water Fund – Fund used to account for the operation of water utility service to the
community. Revenues are received from fees for service.
641 Lopez Fund – The Lopez Fund is responsible for the purchase of water, debt servicing, and
the maintenance and operation of Lopez Dam. User Fee charges for water availability and utility billing
are the major revenue sources of this fund.
642 Water Facility Fund –Fund used to account for the accumulation of revenues from
charges for current services to be used for future water infrastructure improvements.
751 Downtown Parking –Agency Fund collecting assessments from Village merchants for the
maintenance of Village parking for the Downtown Village Merchants Association.
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Budget Glossary
Account: A subdivision within a fund for the purpose of classifying transactions.
Account Number: A numeric identification of the account. Typically a unique number or series of
numbers. The City of Arroyo Grande’s number structure is comprised of three (3) fields of characters.
The first field is three (3) characters wide and identifies the various FUNDS within the account system.
The next field contains four (4) characters and identified the PROGRAMS and/or DIVISIONS within the
City. The final field contains four (4) characters and identified 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.
Actual: The recorded revenue or expenditure for a specific account number. The actual columns,
referenced in this document, report the revenues or expenditures as audited by an independent
auditor.
Adopted Budget: A budget which typically has been reviewed by the public and “Adopted”
(approved) by the City Council prior to the start of the fiscal year. The adopted budget is the legal
authority to expend money for specified purposes in the fiscal year time period.
AGPOA: Arroyo Grande Police Officers Association. This union represents sworn and non-sworn
police employees working for the City.
AGTBID: Arroyo Grande Tourism Business Improvement District. Established in May 2013 by
Ordinance, the district exists to provide projects, programs and activities that benefit lodging businesses
located and operating with the boundaries of the City. Assessments are levied on all lodging businesses
and are subject to annual review by the City Council in accordance with the requirements contained in
the Parking and Business Improvement Area Law of 1989 (Streets and Highways Code Sections 36500 et
seq.).
Appropriate: Set apart for, or assign to, a particular purpose or use.
Appropriated Expenditure: A budget amount set-aside for a specific acquisition or purpose.
Appropriation: An authorization by the City Council to make expenditures and to incur obligation
for specific amounts and purposes. For most local governments, the adopted budget document is the
source for all or most appropriations.
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Budget Glossary
Assessed Valuation: An official value established for real estate or other property as a basis for
levying property taxes.
Assessments: Charges made to parties for actual services or benefits received.
Assets: Property owned by the City which has book or appraised monetary value.
Audit: A review of the accounting system and financial records to verify that government funds were
spent and received in accordance with Generally Accepted Accounting Principles (GAAP) and in
compliance with the legislative body’s appropriations.
Authorized Positions: Employee positions, which are authorized in the adopted budget, to be
filled during the year.
Available (Undesignated) Fund Balance: Funds remaining from prior years, which are
available for appropriation and expenditure in the current year.
Balance Sheet: A statement presenting the financial position of an entity or fund by disclosing the
value of its assets, liabilities, and equities as of a specified date.
Balanced Budget: Budgeted resources, including revenue, transfers from other funds, and
unallocated fund balance from previous years meet or exceed the budgeted use of resources, including
expenditures and transfers to other funds.
Base Budget: The ongoing expense level necessary to maintain service levels previously authorized
by the City Council.
Beginning Balance: Unencumbered resources available in a fund from the prior fiscal year after
payment of prior fiscal year expenditures.
Bond: A written promise from a local government to repay a sum of money on a specific date at a
specified interest rate. Bonds are most frequently used to finance capital improvement projects such as
buildings, streets, and bridges.
Budget: A plan of financial operation, for a set time period, which identifies specific types and levels of
services to be provided, proposed appropriations or expenses, and the recommended means of
financing them.
Budget Amendments: The City Council has the sole responsibility for adopting the City’s budget,
and may amend or supplement the budget at any time after adoption by majority vote. The City
Manager and Administrative Services Director have joint authority to approve line item budgetary
transfers between expenditure objects of the budget, as long as transfers do not affect ending fund
balances.
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Budget Glossary
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.
CAFR: Comprehensive Annual Financial Report which is an audited and printed copy of the City’s
financial statement at the end of a given fiscal year.
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.
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Budget Glossary
Contingency: A budgetary reserve set-aside for emergencies or unforeseen expenditures not
otherwise budgeted.
Contractual Services: Services rendered to a government by private firms, individuals, or other
governmental agencies. Examples include maintenance agreements, professional contracts, and tree
trimming agreements.
Debt Service: The City’s obligation to pay the principal and interest of all bonds and other debt
instruments according to a pre-determined payment schedule.
Deficit: The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses
over revenues during a single accounting period.
Department: A basic organizational unit of government that is functionally unique in its delivery of
services. The components are hierarchically arranged as follows: Department (such as Public Works):
and Division (such as Sewer Maintenance).
Depreciation: The loss in value of an asset, due to physical changes, obsolescence, or factors
outside of the asset.
Development-related Fees: Fees and charges generated by building, development, and growth
in a community. Included in development-related fees are building permits, development review fees,
and zoning and subdivision fees.
Disbursement: The expenditure of monies from an account.
Division: An organizational component of a department.
Encumbrance: The commitment of appropriated funds to purchase goods or services. An
encumbrance is not an expenditure. An encumbrance reserves funds to be expended on a specific item
or service.
Enterprise Fund: A proprietary fund used to account for operations that are financed and operated
in a manner similar to private business enterprises. The intent of enterprise funds is to have the costs of
providing goods or services to the general public on a continuing basis be financed or recovered
primarily through user charges. The rate schedule for these services is established to ensure that
revenues are adequate to meet all necessary expenditures.
Expenditure/Expense: The outflow of funds paid or to be paid for an asset obtained or goods
and services obtained regardless of when the expenditure is actually paid. The term expenditure applies
to Governmental Funds, while the term expense is used for Enterprise and Internal Service Funds.
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Budget Glossary
Expenditure Object Code: Unique identification number and title for a minor expenditure
category. Represents the most detailed level of budgeting and recording of expenditures, also referred
to as a “line item.”
Fiscal Policy: A government’s policies with respect to revenues, spending, and debt management as
these relate to government services, programs and capital investment. Fiscal policy provides an agreed-
upon set of principles for the planning and programming of government budgets and their funding.
Fiscal Year (FY): The 12-month period for recording financial transactions. The City of Arroyo
Grande has specified the fiscal year to begin July 1st and end June 30th.
Fixed Assets: Assets of long-term character such as land, buildings, machinery, equipment, and
furniture.
Franchise Fee: A franchise fee is charged for the privilege of using public rights-of way and property
within the City for public or private purposes. The City currently assesses franchise fees on utilities such
as electricity, gas and solid waste collection.
Full-time Equivalent Position (FTE): Positions or fractions thereof based on full-time
definition of forty hours of work per week.
Fund: A separate accounting entity with a self-balancing set of accounts to record all financial
transactions (revenues and expenditures) for specific activities or government functions. Funds are
classified into three categories: governmental, proprietary, and fiduciary. Commonly used funds in
governmental accounting are General Fund, Special Revenue Funds, Debt Service Funds, Capital Project
Funds, Enterprise Funds, Internal Service Funds, Agency Funds, and Special Assessment Funds.
Fund Accounting: The basis of accounting used particularly by governments. Since there is no
profit motive, accountability is measured instead of profitability. The main purpose is stewardship of
financial resources received and expended in compliance with legal requirements. Financial reporting is
directed at the public rather than investors.
Fund Balance: The excess of assets over liabilities of a fund.
GANN Limit: State of California legislation that limits a City’s total appropriations from tax revenues.
Gas Tax Fund: A fund to account for receipts and expenditures of money apportioned under Street
and Highway Code section 2105, 2106, 2107, and 2107.5 of the State of California.
General Fund: The primary operating fund of the City, which accounts for resources and services
traditionally associated with government. The General Fund provides administrative, financial, police
protection, community development, public works, and recreation services to the community and other
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Budget Glossary
funds. The General Fund accounts for revenues that have unrestricted uses and are not required legally
or by contractual agreement to be accounted for in another fund.
Generally Accepted Accounting Principles (GAAP): Uniform minimum standards for
financial accounting and recording, encompassing the conventions, rules, and procedures that define
accepted accounting principles.
General Obligation Bond: Bonds that are usually limited by state law as to the amount as well as
the length of indebtedness that a government can have. These “Full Faith and Credit” bonds are
secured by all of the financial assets of the local government, including property taxes.
Goal: A general statement of broad direction, purpose, or intent that describes the essential reason for
existence and which is not limited to a one-year time frame. Generally, a goal does not change from
year to year.
Grant: Contributions of gifts or cash or other assets from another governmental entity to be used or
expended for a specific purpose, activity, or facility. An example is the Community Development Block
Grant awarded by the federal government.
Indirect Cost: Costs that cannot be easily seen in the product or service. Electricity, insurance, and
data processing costs are examples of indirect costs.
Infrastructure: The physical assets of the City, i.e. streets, water, sewer, public buildings, and parks,
and the support structures within a development.
Interfund Transfers: The movement of monies between funds to assist in financing the services
for the recipient fund.
Intergovernmental Revenue: Funds received from federal, state, and other local government
sources in the form of grants, shared revenues, and payments in lieu of taxes.
JPA: Joint Powers Agreement. An entity created by two or more public authorities to jointly exercise
any power common to all of them. The City of Arroyo Grande joined in a JPA, California Joint Powers
Insurance Association, for the purpose of jointly managing liability and workers compensation issues.
The City is also a member of the Five Cities Fire Authority, a JPA for fire services with the City of Grover
Beach and Oceano Community Services District.
Jurisdiction: Geographic or political entity governed by a particular legal system or body of laws.
Liability: Debt or other legal obligations arising out of transactions in the past which must be
liquidated, renewed or refunded at some future date.
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Budget Glossary
Local Use Tax Fund: Fund to account for the ½ local sales tax increase approved by the voters in
November of 2006.
Long-term Debt: Debt with a maturity of more than one year after the date of issuance.
Modified Accrual Basis or Modified Accrual Method: Accounting method whereby
income and expense items are recognized, as they are available and measurable.
Objective: Measurable statement of the intended beneficial and tangible effects of a program’s
activities. An objective is a specific target toward which a manager can plan, schedule work activities,
and make staff assignments. An objective is stated in quantifiable terms such that it is possible to know
when it has been achieved. Examples are increase an activity by a specific amount by a certain date;
maintain a service level; reduce the incidence of something by a specific amount by a given date, or
eliminate a problem by a set date. The emphasis is on performance and its measurability.
Operating Expense: A series of object codes, which include expenditures for items, which
primarily benefit the current period and not defined as personnel services, contractual services, or
capital outlays.
Operating Revenues: Funds that the government receives as income to pay for ongoing
operations. It includes such items as taxes, fees from specific services, interest earnings, and grant
revenues. Operating revenues are used to pay for day-to-day services.
Organization Chart: A chart showing the interrelationships of positions within an organization in
terms of authority and responsibilities. There are basically three patterns of organization: line
organization, functional organization, and line and staff organization.
Performance Measures: Specific quantitative measures of work performed with a program (i.e.
miles of streets cleaned). Also, specific quantitative measures of results obtained through a program
(i.e. percent reduction in response time compared to previous year).
PERS: Public Employees Retirement System, which is the state retirement system for public employees
that provides its members with benefits at retirement or upon disability or death.
Program: A group of related activities performed by one or more organizational units for the purpose
of accomplishing a function for which the government is responsible.
Proprietary Funds: These funds account for records of operations similar to those found in a
business, such as Enterprise funds and Internal Service funds.
Redevelopment Agency (RDA): A separate legal entity governed by the California Community
Redevelopment Law. RDAs were officially dissolved by the California Legislature as of February 1, 2012.
To facilitate the dissolution process, Successor Agencies were established to manage redevelopment
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Budget Glossary
projects underway, make payments on enforceable obligations, and dispose of redevelopment assets
and properties.
Redevelopment Fund: A fund to account for transactions related to proceeds from bonds and
other resources and their use to perform redevelopment activities within specific project areas.
Resolution: A special or temporary order of a legislative body; an order of a legislative body requiring
less legal formality than an ordinance or statute.
Restricted Fund Balance: The portion of a fund’s balance legally restricted for a specific purpose
and, therefore, not available for general appropriations.
Revenues: Funds received from various sources and treated as income to the City that are used to
finance expenditures. Examples are tax payments, fees for services, receipts from other governments,
fines, grants, licenses, permits, shared revenue, and interest income.
SEIU: Service Employees International Union, Local 620. This union represents all full time employees
other than police and management employees.
Special Assessment Fund: Contain moneys received from special charges levied on property
owners who benefit from a particular capital improvement or service.
Special Revenue Fund: A governmental fund type used to account for specific revenues that are
legally restricted to expenditures for particular purposes.
Subvention: That portion of revenues collected by other government agencies on the City’s behalf.
Taxes: Compulsory charges levied by a government for the purpose of financing services performed
for the common benefit of the people. This term does not include specific charges made against
particular persons or property for current or permanent benefit, such as special assessments.
Transient Occupancy Tax: A tax imposed on travelers who stay in temporary lodging
establishments in the City. The tax is collected by the operators of lodging establishments located
within the City, on behalf of the City. This tax is then remitted to the City.
User Charges/Fees: The payment of a fee for the direct receipt of a public service by the party
benefitting from the service.
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Item 11.a. - Page 119
CITY OF ARROYO GRANDE
LOCAL SALES TAX FUND
10-Year Revenue and Expense Plan
Item
2017-18
Updated 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
Castillo Del Mar Road Improvements 193,075 - - - - - - - - -
East Branch St Streetscape 127,871 - - - - - - - - -
Fair Oaks/Orchard Rd Intersection Imp 50,000 - - - - - - - - -
Swinging Bridge Reinforcement 444,540 73,700 - - - - - - - -
Traffic Way Bridge Improvements 27,805 44,900 44,900 44,900 74,600 573,500 - - - -
Brisco Rd Interchange Project 400,000 50,000 100,000 100,000 200,000 200,000 200,000 200,000 200,000 200,000
Subtotal Transportation 1,243,291 168,600 144,900 144,900 274,600 773,500 200,000 200,000 200,000 200,000
Pavement Management Program 760,365 800,000 825,000 850,000 875,000 900,000 925,000 925,000 925,000 925,000
Striping and Sidewalk Improvements 233,263 110,000 110,000 115,000 115,000 120,000 120,000 120,000 120,000 125,000
Street Maintenance 242,000 - - - - - - - - -
Construction Management/Inspection 104,400 - - - - - - - - -
Alpine St Waterline & Street Imp 7,652 - - - - - - - - -
Soto Complex ADA Improvements Phase III 14,569 - - - - - - - - -
Harloe Elem Ped Access Enhancements 50,000 - - - - - - - - -
Bridge Preventative Maintenance Plan 4,600 10,800 - - - - - - - -
E. Grand Ave Master Plan 38,000 - - - - - - - - -
Subtotal Street/Park Improvements 1,454,849 920,800 935,000 965,000 990,000 1,020,000 1,045,000 1,045,000 1,045,000 1,050,000
Clark Properties Drainage Improvements 53,500 - - - - - - - - -
Vard Loomis Drainage Improvements 50,000 - - - - - - - - -
Retention Basin Maintenance 28,300 - - - - - - - - -
Sierra/Hillcrest Drainage Design 79,600 135,000 - - - - - - - -
Corp Yard Stormwater Compliance Plan Implementation26,300 27,500 19,000 20,000 20,000 20,000 20,000 - - -
Open Channel Maintenance (Env & Permit)30,286 - - - - - - - - -
CMP Replacements 76,300 175,000 57,500 57,500 45,000 45,000 82,500 82,500 132,500 132,500
Stormwater Annual Permit & Program 25,000 25,000 25,500 26,000 26,500 27,000 27,500 28,000 28,500 29,000
Annual Vegetation Management Plan 20,000 - - - - - - - - -
Subtotal Drainage Improvements 389,286 362,500 102,000 103,500 91,500 92,000 130,000 110,500 161,000 161,500
Fire JPA 143,300 204,300 212,100 230,700 238,500 246,400 253,800 261,400 269,200 277,300
Fire JPA Strategic Plan Implementation - 230,700 230,700 230,700 230,700 230,700 230,700 230,700 230,700 230,700
Fire Apparatus - contrib. to FCFA 28,800 28,800 28,800 28,800 28,800 28,800 28,800 28,800 28,800 28,800
Police Senior Officer Position 186,600 192,200 198,000 203,900 210,000 216,300 222,800 229,500 236,400 243,500
Narcotics Task Force 24,600 24,600 24,600 24,600 24,600 24,600 24,600 24,600 24,600 24,600
Item 11.a. - Page 120
ATTACHMENT 2
Item
2017-18
Updated 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27
Police Firing Range - - 120,000 - - - - - - -
Subtotal Public Safety 383,300 680,600 814,200 718,700 732,600 746,800 760,700 775,000 789,700 804,900
City Hall Debt Service 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000
Document Imaging - carryover 4,919 - - - - - - - - -
Corporation Yard Upgrades 30,370 - - 20,000 20,000 20,000 20,000 20,000 - -
Elm Street Community Center Upgrade 32,000 - - - - - - - - -
Elm Park/Soto Complex Master Plan 50,000
Citywide Solar Panel Project 3,500 - - - - - - - - -
City Hall Safety Improvement Project 15,156 - - - - - - - - -
Financial Management System - 100,000 100,000 - - - - - - -
Woman's Club Barrier Removal 37,466 - - - - - - - - -
Fire Station Driveway Repair 62,600 - - - - - - - - -
Subtotal City Facilities 256,011 120,000 120,000 40,000 40,000 40,000 40,000 40,000 20,000 20,000
Annual Audit and Sales Tax Report 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500 7,500
Contingency 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000
Subtotal Other 7,500 32,500 32,500 32,500 32,500 32,500 32,500 32,500 32,500 32,500
Total Expenses 3,734,237 2,285,000 2,148,600 2,004,600 2,161,200 2,704,800 2,208,200 2,203,000 2,248,200 2,268,900
Projected Revenue 2,260,000 2,282,600 2,305,400 2,328,500 2,328,500 2,351,800 2,375,300 2,410,900 2,459,100 2,508,300
Revenue Over/(Under) Expenses (1,474,237) (2,400) 156,800 323,900 167,300 (353,000) 167,100 207,900 210,900 239,400
Beginning Fund Balance 1,582,505 108,268 105,868 262,668 586,568 753,868 400,868 567,968 775,868 986,768
Estimated Ending Fund Balance 108,268 105,868 262,668 586,568 753,868 400,868 567,968 775,868 986,768 1,226,168
% Fund Balance of Estimated Revenues 5%5%11%25%32%17%24%32%40%49%
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