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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). 1 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 2 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 3 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). 4 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 5 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 $25,000 contingency for unexpected projects or other needs was built into recommendations for the Local Sales Tax fund. 6 Item 11.a. - Page 16 FUND SUMMARIES CONSOLIDATED SUMMARY – ALL FUNDS 2018-19 PROPOSED BUDGET General Fund Enterprise Funds Special Revenue Funds Agency Funds CIP Fund Debt Service Funds Total Beginning Fund Balance 6,472,794$ 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$ 7 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 37 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 38 Item 11.a. - Page 48 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 39 Item 11.a. - Page 49 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 40 Item 11.a. - Page 50 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 41 Item 11.a. - Page 51 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 42 Item 11.a. - Page 52 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 43 Item 11.a. - Page 53 An Ounce of Prevention 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 44 Item 11.a. - Page 54 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. 45 Item 11.a. - Page 55 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. 46 Item 11.a. - Page 56 A Pound of Cure 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. 47 Item 11.a. - Page 57 A Pound of Cure 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. 48 Item 11.a. - Page 58 A Pound of Cure 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 49 Item 11.a. - Page 59 A Pound of Cure 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) 50 Item 11.a. - Page 60 A Pound of Cure 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 79 Item 11.a. - Page 89 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 80 Item 11.a. - Page 90 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 81 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. 82 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. 83 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 84 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 85 Item 11.a. - Page 95 Appendix A 86 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 87 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. 88 Item 11.a. - Page 98 ---r~ --r J. ~,. .\ . '~ ~ -,,---- -~ p L ..... ~. -.,4t ,;tr. •• • ;,~ -.._.' .' .. :t' . __ ":!I 'r ........... . .# . ;~:: !) . ~ -~-..... ,.' .. ...,:,, :.::. J ... i,( ;~~~ ,.. __ ~ r . • • . t. , . ·.: ,...:(~/· -... ·.~ • ·. '. .. ,.-~~ ' .. r :t·~---·, • • .., . . ~ . ., .. f . ' . . . ;, • • . ;;. . ,, . \'. ·•, .... _ .. . • I>••' .... I : "°i L'f"• Y. • •, ,t , .. ~ i, ..f;~J -. / . • :~• ! , :,, • t . \' };:--1..' '.(::-::~-•:l.. ~' r--~'-1 1·"','•·i7,,,,,--._-\ . l .1.-'. 1 ' •f • ·' ' •-1 , l ,._,_, .• -, • ~·-•• .·• • '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. 89 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 90 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. 91 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. 92 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. 93 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). 94 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. 95 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. 96 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 97 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. 98 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. 99 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. 100 Item 11.a. - Page 110 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. 101 Item 11.a. - Page 111 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. 102 Item 11.a. - Page 112 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. 103 Item 11.a. - Page 113 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. 104 Item 11.a. - Page 114 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. 105 Item 11.a. - Page 115 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 106 Item 11.a. - Page 116 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. 107 Item 11.a. - Page 117 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 108 Item 11.a. - Page 118 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. 109 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% Item 11.a. - Page 121 THIS PAGE INTENTIONALLY LEFT BLANK Item 11.a. - Page 122