CC 2021-03-23_11b Mid-Year Financial Status Report_2020_2021MEMORANDUM
TO: CITY COUNCIL
FROM: WHITNEY McDONALD, CITY MANAGER
BY: NICOLE VALENTINE, ACCOUNTING MANAGER
SUBJECT: CONSIDERATION OF FISCAL YEAR 2020-21 MID-YEAR FINANCIAL
STATUS REPORT, APPROVAL OF MID-YEAR BUDGET ADJUSTMENT
REQUESTS, AND ADOPTION OF A RESOLUTION ESTABLISHING A
SALARY RANGE FOR A PART-TIME EXECUTIVE SECRETARY AND
APPROVING THE UPDATED CITYWIDE COMBINED SALARY
SCHEDULE
DATE: MARCH 23, 2021
SUMMARY OF ACTION:
Consideration of Fiscal Year (FY) 2020-21 Mid-Year Financial Status Report, Approval of
Mid-Year Budget Adjustment Requests, and Adoption of a Resolution Establishing a
Salary Range for a Part-Time Executive Secretary and Approving the Updated Citywide
Combined Salary Schedule.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
Preparation of the Mid-Year Financial Status Report requires staff time within the existing
work plan and budget for the Administrative Services Department. At Mid-Year, FY 2020-
21 revenues for the General Fund were $7.4 million, or 83% of the budgeted target
amount for the first six months. Actual mid-year expenditures were $8.2 million, or 88%
of the budgeted target amount for the first six months.
Council is being asked to approve Mid-Year budget adjustments. The overall impact to
the budget is an increase in General Fund expenditures of $27,100 as reflected in the
following table:
RECOMMENDATION:
It is recommended that the City Council: 1) Consider, receive, and file the Mid-Year
Financial Status Report; 2) Approve Mid-Year Budget Adjustment Requests; and 3) Adopt
a Resolution Establishing a Salary Range for Part-Time Executive Secretary and approve
the Updated Citywide Combined Salary Schedule.
Request
Original
Budgeted
Amount
Prior Council
Approved
Adjustments
Mid-Year
BAR
Requested
Updated
Budgeted
Total
Coverage for Employee for Medical Leave 60,121 124,000 24,500 208,621
Upgrade PT Executive Secretary position 22,600 - 2,600 25,200
Total Mid-Year BAR Request 27,100
Item 11.b. - Page 1
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2020-21 MID-YEAR FINANCIAL STATUS
REPORT, APPROVAL OF MID-YEAR BUDGET ADJUSTMENT REQUESTS, AND
ADOPTION OF A RESOLUTION ESTABLISHING A SALARY RANGE FOR A PART-
TIME EXECUTIVE SECRETARY AND APPROVING THE UPDATED CITYWIDE
COMBINED SALARY SCHEDULE
MARCH 23, 2021
PAGE 2
BACKGROUND:
Mid-Year Financial Status Report
Each fiscal year, the City Council adopts a budget, which commits government resources
and services to accomplish the City’s mission of making Arroyo Grande the best place
possible for everyone who lives, works, and visits here. The Mid-Year Financial Status
Report is the second of four financial performance reports that staff will present to Council
during the 2020-21 fiscal year.
The purpose of the FY 2020-21 Mid-Year Financial Status Report is to:
Compare the half way point of revenues received and expenditures incurred to the
first half of the prior year and to the budgeted target to determine the City’s financial
performance;
Provide explanations for key account variances and identify any potential trends
that might impact financial planning; and
Provide other key mid-year information including headcount statistics, completed
Capital Improvement Projects, and requests for City Council approval on Mid-Year
Budget Adjustment Requests that have not previously been approved.
The City’s actual mid-year financial results will be compared to both the prior year’s mid-
year and the budgeted target (“Target”). The Target is calculated as one half (50%) of the
FY 2020-21 Budget, or basically six equal months of the budget.
Budget Adjustments
The Mid-Year Budget Report is also an opportunity for staff to request adjustments to the
budget to address necessary and unanticipated needs arising during the course of the
fiscal year. As described more fully in the Mid-Year Budget Report and below, staff is
recommending a couple of minor adjustments to the FY 2020-21 budget amounting to a
total of $27,100 of additional appropriations.
ANALYSIS OF ISSUES:
Mid-Year Revenue and Expenditures Compared to Prior Year
Current Year Mid-Year Actuals Compared to Prior Year Mid-Year Actuals
Mid ‐Year
FY 2020‐21
Mid ‐Year
FY 2019‐20 Variance
Revenue 7,434,457$ 7,932,377$ (497,920)$
Expenditures 8,155,725$ 10,111,903$ (1,956,178)$
General Fund
Item 11.b. - Page 2
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2020-21 MID-YEAR FINANCIAL STATUS
REPORT, APPROVAL OF MID-YEAR BUDGET ADJUSTMENT REQUESTS, AND
ADOPTION OF A RESOLUTION ESTABLISHING A SALARY RANGE FOR A PART-
TIME EXECUTIVE SECRETARY AND APPROVING THE UPDATED CITYWIDE
COMBINED SALARY SCHEDULE
MARCH 23, 2021
PAGE 3
The General Fund is the primary operating fund of the City and accounts for resources
and services traditionally associated with government. General Fund revenue at the
midway point of this year was $498,000 lower than the midway point of the prior year.
Expenditures were also $2.0 million lower at the midway point of the current fiscal year
versus the midway point of the prior year. A more thorough explanation of mid-year
variances is set forth in the attached financial report. The following is a summary of the
mid-year variances between the two fiscal years.
Revenue ($498,000 lower)
The majority of the $498,000 variance between the mid-year of this year and the prior
mid-year is related to one-time revenue received in the first half of FY 2019-20 that was
not received in the first half of FY 2020-21.
The majority of the revenue variance can be explained by one-time Senate Bill
1090 – Diablo Canyon Nuclear Power Plant funds of $780,000 that were received
in the first half of FY 2019-20 and recognized as revenue, creating an unfavorable
variance between the first half of FY 2019-20 and FY 2020-21.
The one-time Coronavirus Relief Funds of $218,000 were recorded as revenue in
the first half of FY 2020-21. This created a favorable variance in the current year
when compared to the prior year.
Expenditures ($2.0 million lower)
As mentioned, mid-year expenditures compared to the prior year were lower by $2.0
million. The majority of the variance between the two fiscal quarters is related to timing
and payment of the of the City’s Unfunded Accrued Liability (UAL) retirement payment.
In the half of FY 2019-20, the City made a $2 million prepayment to the CalPERS
retirement system to pay down its unfunded liability obligation. The City did not
make a similar prepayment in FY 2020-21, resulting in a favorable variance
between the two quarters.
Mid-Year Revenue and Expenditures Compared to Target
Current Year Mid-Year Actuals Compared to Target
FY 2020‐21
Mid ‐Year Actuals
FY 2020‐21
Mid ‐Year Target Variance
Revenue 7,434,457$ 8,978,517$ (1,544,060)$
Expenditures 8,155,725$ 9,229,922$ (1,074,197)$
General Fund
Item 11.b. - Page 3
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2020-21 MID-YEAR FINANCIAL STATUS
REPORT, APPROVAL OF MID-YEAR BUDGET ADJUSTMENT REQUESTS, AND
ADOPTION OF A RESOLUTION ESTABLISHING A SALARY RANGE FOR A PART-
TIME EXECUTIVE SECRETARY AND APPROVING THE UPDATED CITYWIDE
COMBINED SALARY SCHEDULE
MARCH 23, 2021
PAGE 4
The table above compares mid-year actual results to the budgeted Target. Mid-Year
actual revenue was well short of the Target by $1.5 million. Mid-Year actual expenditures
were also short of the Target by $1.1 million. The following is a summary of the mid-year
revenue and expenditure variances compared to the budgeted Target. A more thorough
explanation of mid-year variances is set forth in the attached financial report.
Revenue ($1.5 million lower)
The mid-year revenue shortfall compared to the Target is not unusual. Revenue
realization is typically low in the first half of the fiscal year due to the time lag involved in
billing cycles and the receipt of reimbursements. Some of the larger revenue variances
are explained below.
The largest single source of City revenue is Secured Property Tax. Secured
Property Tax is billed by the County to property owners and payable in two (2)
installments. Property owners typically receive their first property tax bill at the end
of September or early October, with a due date of November 1st. The majority of
property tax related to the first installment was received in December 2020.
Additional property tax payments related to the first installment were received in
January and will be reflected in the third quarter.
Similar to property tax, sales tax realization in through mid-year is lower due to the
time lag involved in billing cycles and the receipt of the City’s sales tax payment
from the State. Actual sales tax revenue received in the mid-year report represents
four months of payments (July – October).
Actual first quarter Transient Occupancy Tax (TOT) revenue includes the five
months of July through November, whereas the Target represents six. Lodging
facilities have thirty days after the month’s end to make their TOT payment.
Fortunately, TOT revenue for the first five months of the fiscal year is higher than
what was budgeted for those five months.
Property Tax in Lieu of Vehicle License Fees is received in two installments during
the fiscal year. Typically, the revenue is received in the months of January (3rd
quarter) and June (4th quarter). Due to timing of when payment is received,
revenue was not received at mid-year. However, the Target is based on half of the
annual budgeted amount, resulting in the unfavorable variance.
Expenditures ($1.1 million lower)
Actual mid-year expenditures were $1.1 million under the Target. Most of the City’s
departments are under their spending targets. Some of the more significant savings is
occurring in the Police and Community Development Departments. However, offsetting
other favorable variances is an unfavorable variance of $382,600 in the Administrative
Services Department.
Item 11.b. - Page 4
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2020-21 MID-YEAR FINANCIAL STATUS
REPORT, APPROVAL OF MID-YEAR BUDGET ADJUSTMENT REQUESTS, AND
ADOPTION OF A RESOLUTION ESTABLISHING A SALARY RANGE FOR A PART-
TIME EXECUTIVE SECRETARY AND APPROVING THE UPDATED CITYWIDE
COMBINED SALARY SCHEDULE
MARCH 23, 2021
PAGE 5
As mentioned, it is in the City’s best interest to pay its Unfunded Accrued Liability
(UAL) retirement payment at the beginning of the year rather than on a monthly
basis. In FY 2020-21, the $1.2 million UAL payment was paid in full and recorded
in the 4145-Non Departmental division, which falls under the Administrative
Services Department budget. This payment accounts for the unfavorable variance
identified above.
Other favorable departmental variances compared to the target include salary
savings, lower contractual service spending at mid-year and the timing of the City’s
insurance payments.
Budget Adjustments
Staff is requesting mid-year budget adjustments included in Attachment 1. The budget
requests are necessary to ensure that changes to the budget are correctly recorded and
appropriately authorized by the City Council.
The Administrative Services Department is requesting $24,500 for contractual services
for coverage of employees who have been out on medical leave. It should also be noted
that on March 9, 2021, the City Council approved an amended agreement with
Management Partners for human resources and financial consultant services totaling
$124,000 and a corresponding budget adjustment to the Administrative Services
Department’s consultant services budget. The budget adjustment request included in
Attachment 1 is in addition to this previous adjustment approved on March 9, 2021, and
addresses accounting clerk services provided by a temp agency.
The Legislative & Information Services Department is requesting $2,600 to replace the
Part-Time Senior Office Assistant position with a Part-Time Executive Secretary position.
The Senior Office Assistant position is outdated and does not reflect the level and
complexity of work completed by the staff member in the position. This budget adjustment
creates the need for a Part-Time Executive Secretary Salary Range found in Exhibit A and
additionally the need to update the Citywide Combined Salary.
ALTERNATIVES:
1. Receive and file the Fiscal Year 2020-21 Mid-Year Financial Status Report,
approve the Budget Adjustment Requests, establish a salary range for the Part-
Time Executive Secretary in Exhibit A and approve the Updated Citywide
Combined Salary Schedule in Exhibit B; or
2. Provide other direction to staff regarding the FY 2020-21 Mid-Year Financial Status
Report, approval of the Budget Adjustment Requests, establish a salary range for
the Part-Time Executive Secretary in Exhibit A and approval of the Updated
Citywide Combined Salary Schedule;
Item 11.b. - Page 5
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2020-21 MID-YEAR FINANCIAL STATUS
REPORT, APPROVAL OF MID-YEAR BUDGET ADJUSTMENT REQUESTS, AND
ADOPTION OF A RESOLUTION ESTABLISHING A SALARY RANGE FOR A PART-
TIME EXECUTIVE SECRETARY AND APPROVING THE UPDATED CITYWIDE
COMBINED SALARY SCHEDULE
MARCH 23, 2021
PAGE 6
3. Receive and file the Fiscal Year 2020-21 Mid-Year Financial Status Report, and
do not approve the Budget Adjustment Requests and provide further direction to
staff; or
4. Provide other direction to staff.
ADVANTAGES:
The financial report presents an updated review of the City’s financial performance in the
first half of FY 2020-21. Reporting on financial performance is one of the Top 10 Council
priorities for FY 2020-21. Approval of the requested budget adjustments will enable staff
to continue providing high quality services to the organization and to the public.
DISADVANTAGES:
No disadvantages have been identified at this time.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item.
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.
ATTACHMENT:
1. Fiscal Year 2020-21 – Mid-Year Financial Status Report
2. Proposed Resolution Establish a Salary Range for Part-Time Executive Secretary
and approve the Updated Citywide Combined Salary Schedule
Item 11.b. - Page 6
Page 1
City of Arroyo Grande
Fiscal Year 2020‐21
Mid‐Year Financial Status Report
INTRODUCTION
The following report is an overview of the City’s fiscal position at the middle of Fiscal Year (FY) 2020‐21,
we refer to this point in time as Mid‐Year. The purpose of this report is to update the public and the City
Council on the City’s financial position at the end of the second quarter of the fiscal year, and compare
actual results to the prior year and the budgeted Target, calculated at 50% of the Budget, to determine
the City’s performance. The mid‐year reports timeframe is July 1 through December 31, 2020.
The financial report is organized in the following sections:
Section 1 – an overview of City’s financial position after the
completion of half of the FY 2020‐21. This includes a
comparison of mid‐year results between the current and
prior year. In addition, mid‐year results will be compared
to the budgeted Target (50% of budget). As part of the
analysis, brief explanations of significant revenue and
expenditure variances are included.
Section 2 – a listing of any personnel changes occurring
during the second quarter and a summary of headcount by
department. This section also includes the City’s calculated
vacancy rate.
Section 3 – an update on the Capital Improvement Projects
(CIP) managed by the Public Works and Community
Development Departments. This section includes CIP that
were completed in the second quarter along with their
final costs.
Section 4 – a listing of Budget Amendment Requests (BAR)
previously approved by Council and completed in the second quarter, as well as a list of additional Mid‐
Year adjustments that are being presented to Council along with the mid‐year report for consideration
and approval.
CITY COUNCIL PRIORITIES:
FISCAL STABILITY
One of the Top 10 Council
Priorities for FY 2020‐21
includes continuing to ensure
fiscal stability for the
organization throughout the
planning, budgeting, and
expenditure process. This
includes preparing and
presenting year‐end and
quarterly financial reports to
Council.
ATTACHMENT 1
Item 11.b. - Page 7
Page 2
SECTION 1: OVERVIEW OF FINANCIAL POSITION
CITY FUND STRUCTURE
The overall City budget is comprised of many individual funds, which are categorized below. This financial
report will focus primarily on the General Fund but will also report on all Governmental Funds.
General Fund – The General Fund is the primary operating fund of the City, which accounts for resources
and services traditionally associated with government.
Special Revenue Funds – Special revenue funds are used to account and report the proceeds of specific
revenue sources that are restricted or committed to expenditure for specified purposes other than debt
service or capital projects.
Debt Service Funds – This fund is used to account for the accumulation of resources and payment of long‐
term debt principal interest. This includes the USDA loan issued by the City to finance the relocation of
City Hall.
Enterprise Funds ‐ An enterprise fund is a separate accounting and financial reporting mechanism for
which revenues and expenditures are segregated into a fund with financial statements separate from all
other governmental activities. These funds include Water and Sewer services provided to City residents.
Private Purpose Fund – The private‐purpose fund was created to hold the assets of the former
Redevelopment Agency of the City of Arroyo Grande until they are distributed.
Agency Funds – Agency funds are funds that the City holds on behalf of another entity. Currently, there
are two Agency funds. One is the Sanitation District fund, which accounts for the receipt and remittance
of wastewater processing fees on behalf of the South San Luis Obispo County Sanitation District. The other
is the Downtown Parking Fund, which collects assessments from Arroyo Grande Village merchants within
the boundaries of the Parking and Business Improvement Area for maintenance of the Village parking lots.
The following chart below shows an overview of the City’s fund structure.
Legislative & Information Services Fire Protection Impact Fees City Hall Debt Service Sewer Successor Agency to RDA Downtown Parking
Administrative Services Public Access Television Sewer Facility Sanitation Distribution
Community Development Police Protection Impact Water
Police Department Park Development Water Facility
Recreation Services Park Improvement Lopez Water
Public Works Recreation Community Center
Grace Lane Assessment District
Parkside Assessment District
Street (Gas Tax)
Traffic Signalization
Traffic Circulation
Transportation Facility Impact
Transportation
In‐Lieu Water Neutralization
In‐Lieu Affordable Housing
Tourism Business Improvement Dist.
Water Availability
CDBG Grant Fund
State COPS Block Grant Agency FundsSpecial Revenue FundsFIDUCIARY FUNDSGOVERNMENTAL FUNDS
ALL FUNDS
PROPRIETORY FUNDS
General FundDebt Service FundsEnterprise FundsPrivate Purpose FundItem 11.b. - Page 8
Page 3
CURRENT YEAR ACTUALS COMPARED TO PRIOR YEAR
Table 1 below reflects revenue and expenditure patterns through Mid‐Year of FY 2020‐21 and compares
the current quarter results against the prior year’s results for all Governmental Funds as well as the City’s
General Fund. The calculated percentages in the table reflect the mid‐year actuals for both revenue and
expenditures, divided by that fiscal year’s annual budget.
Table 1
The following discussion focuses on both the City’s Governmental Funds and the General Fund and
provides a comparison between mid‐year results for the current and prior year for both revenue and
expenditures. Governmental Funds and General Fund revenue and expenditures for the first half of this
year are on target with the prior year. The Governmental Funds category includes Special Revenue Funds,
Debt Service Funds, as well as the General Fund.
Governmental Funds – At the end of the first half of FY 2020‐21, Governmental Fund revenue was on
target with the prior year and both were 42% of their respective annual budgets. Governmental
expenditures in the current year was at 34% of the annual budget and 4% lower than the prior year,
which was at 38% through mid‐year.
The majority of the 4% expenditure variance in Governmental Funds was attributed to variances
within the General Fund. The Governmental Funds category includes the General Fund as well as other
Special Revenue Funds. The General Fund variances are explained as follows:
General Fund ‐ The General Fund is the primary operating fund of the City and accounts for resources
and services traditionally associated with government. Actual General Fund revenue at mid‐year came
in at 41% of the year’s total budget. In the prior year, revenue was at 42% at mid‐year. The overall
revenue variance between the current and prior year was $498,000.
Current year expenditures through mid‐year finished at 44% of the annual budget, while in the prior
year the City had expended 49% of the budget resulting in a 4% favorable variance between the
current and prior year expenditure spending.
The General Fund variances between current and prior year revenues and expenditures through mid‐
year can be attributed to the following:
Mid ‐Year
FY 2020‐21
Mid ‐Year
FY 2019‐20 Variance
Revenue 42% 42% 0%
Expenditures 34% 38%‐4%
Mid ‐Year
FY 2020‐21
Mid ‐Year
FY 2019‐20 Variance
Revenue 41% 42%‐1%
Expenditures 44% 49%‐4%
Governmental Funds
General Fund
Item 11.b. - Page 9
Page 4
Revenue ($498,000 lower, ‐1%)
In the first half of FY 2019‐20, revenue related to Senate Bill 1090 – Diablo Canyon Nuclear
Power Plant economic development funding was received in the amount of $780,032 and
recognized as revenue. Subsequently, in the third quarter of FY 2019‐20, the SB 1090 revenue
was transferred from a revenue account and placed in a balance sheet account until specific
economic development projects can be identified, at which time the SB 1090 funds will be
allocated to specific projects and the revenue recognized. Since the one‐time revenue was
recognized in the first half of FY 2019‐20, this created an unfavorable variance between the
current and prior year’s quarter.
The one‐time Coronavirus Relief Funds of $218,384 were recorded as revenue in the first half
of FY 2020‐21. This created a favorable variance in the current year when compared to the
prior year.
Expenditures ($2.0M lower, ‐4%)
A significant amount of the expenditure variance between the two fiscal quarters is related
to the timing of the City’s Unfunded Accrued Liability (UAL) retirement payment. The
favorable variance of $2 million can be explained by changes in the way UAL payments were
made between the two fiscal quarters.
o In the first half of FY 2019‐20, the City made a $2 million prepayment to the CalPERS
retirement system to pay down its unfunded liability obligation. Since a similar
prepayment was not made in the current fiscal year, the $2 million variance reflects
favorably when comparing mid‐year actuals of FY 2020‐21 to mid‐year actuals of the prior
year.
Item 11.b. - Page 10
Page 5
GENERAL FUND IMPACTS
The following discussion focuses on the City’s General Fund performance. The following Chart 1 starts off
with a simple overview of General Fund performance compared to the Target. Next are expenditures by
category (Table 2). This is followed with a summarized look at departmental expenditures (Table 3), more
specifically actual expenditures through mid‐year of FY 2020‐21 compared to the Target. Lastly, a
discussion on revenue is included which compares actual results through mid‐year to the Target (Table 4).
The Target is calculated as half (50%) of the FY 2020‐21 Budget and represents the 6‐month period from
July 2020 through December 2020. Using the Target as a comparator against actual results provides a
simplified method to evaluate performance for mid‐year.
Chart 1
Chart 1 to the left shows a simple
comparison of actual revenue and
expenditures through mid‐year
compared to the Target. Actual
General Fund revenue through mid‐
year is less than the budgeted Target
by $1.6 million. This is not unusual.
Revenue realization is typically lower
than the Target through mid‐year due
to the time lag involved in billing
cycles and the receipt of
reimbursements. In addition, some of
the largest revenue sources, such as
Property Taxes, are historically
realized later in the fiscal year.
Likewise, actual expenditures
through mid‐year totaled $8.2 million, or 44% of the full year’s Budget, and are under the Target by $1.0
million. A more detailed discussion on General Fund revenue and expenditure variances is included
further down within this report.
Table 2
Table 2 to the left reflects major expense cost
categories within the General Fund. This chart
is intended to explain where the City’s
resources were spent through mid‐year. Of the
$8.2 million spent on expenditures, 64% of the
City’s costs are associated with personnel, 35%
with operating and maintenance, and 1% with
transfers to other funds.
FY 2020‐21 % of
Expense Category Mid ‐Year Acutals Actuals
Personnel Costs 5,200,141$ 63.8%
Operating Costs 2,819,944 34.6%
Debt Service 29,587 0.4%
Captial Outlay 8,405 0.1%
Transfers Out 97,650 1.2%
Total 8,155,726$
Item 11.b. - Page 11
Page 6
Table 3 reflects the mid‐year status of all General Fund operating departments. Some departments include
multiple divisions. The divisions are consolidated under their respective department, rather than reflected
individually within the table.
Table 3 – General Fund Expenditures by Department
Overall, expenditures through mid‐year were $1.1 million under the Target. Most of the City’s
departments are under their spending targets. Some of the more significant savings is occurring in the
Police and Community Development Departments. However, offsetting other favorable variances is an
unfavorable variance of $382,600 in the Administrative Services Department. As mentioned previously, it
is in the City’s best interest to pay its Unfunded Accrued Liability (UAL) retirement payment at the
beginning of the year rather than on a monthly basis. In FY 2020‐21, the $1.2 million UAL payment was
paid in full. This payment accounts for the unfavorable variance identified above. A more detailed
explanation of key expenditure variances by individual department/division is provided below.
KEY EXPENDITURE VARIANCES FOR INDIVIDUAL DIVISIONS/DEPARTMENTS FOR
FISCAL YEAR 2020‐21
The Non Departmental Division of the Administrative
Services Department is set up to capture overhead costs
that are not specific and cannot be linked to any one
division. For example, this Division includes all of the
City’s insurance costs, utilities costs, and payment to
the Five Cities Fire Authority (FCFA). As mentioned
earlier, the Department is reflecting a $382,600 unfavorable variance through mid‐year. The variance is
attributed to the timing of the annual payments for CalPERS UAL retirement payment.
The annual CalPERS UAL retirement payment of $1.2 million was paid in full within the first
quarter, resulting in an unfavorable mid‐year variance to the Target, which is based on half of the
budget.
City Administration 1,007,300 503,650 365,770 137,880
Legislative & Information Services 1,030,652 515,326 412,499 102,827
Administration Services 5,832,529 2,916,265 3,298,845 (382,581)
Community Development 1,990,866 995,433 593,050 402,382
Police Department 5,666,843 2,833,422 2,299,039 534,383
Recreation Services 961,620 480,810 402,080 78,730
Public Works 1,970,034 985,017 784,442 200,575
TOTAL EXPEDITURES 18,459,844 9,229,922 8,155,726 1,074,196
General Fund Department
Ge neral Fund Department Variances ‐ Mid ‐Year
2020‐21 Adjusted
Budget
2020‐21Mid ‐Year
Actuals
Dollar
Fav/(Unfav)
2020‐21 Mid ‐Year
Target
Department: Administrative Services
Division: 4145‐Non Departmental
Issue: Timing differences in annual
payments for CalPERS UAL and City
insurance payments
Impact to General Fund: $382,600 overage
Item 11.b. - Page 12
Page 7
The Community Development Department includes the
functions of Planning, Engineering, and Building &
Safety Divisions. The majority of the favorable variance
in this department can be attributed to salary savings
and lower spending in contractual services. Salary
savings within Community Development is attributed to a number of staffing variances that occurred
through the first half of the fiscal year and include:
The Community Development Director position remained vacant for almost five months when
the former Community Development Director was appointed as the City Manager in early
September 2020. The savings amounted to roughly $84,000 through the mid‐year.
One of the recommendations approved in the FY 2020‐21 Adopted Budget was to delay the hiring
of the Permit Technician position through the first quarter. The vacancy of the Permit Technician
positon in the Engineering division continued through the end of the second quarter resulting in
labor savings of approximately $55,000 compared to the Target. The Permit Technician position
was filled in early January 2021.
One Community Development Department staff member was on maternity leave for a portion of
the first quarter and returned to work at less than full‐time, saving approximately $35,000.
The part‐time CDD Intern position remained vacant through mid‐year.
Contractual services were budgeted for on‐call engineering services; however, none of the
budgeted services were incurred through mid‐year resulting in a favorable variance of $40,000
to the Target.
Contracted services for plan check and inspection costs were lower than the Target by
approximately $39,000.
Minimal contractual services for the Planning Division were incurred through mid‐year resulting
in $118,000 of favorability to the Target; however, it is anticipated that payments for consulting
services for projects such as the Housing Element Update will occur in the remainder of the fiscal
year.
For simplicity, Police Services will be analyzed in total
rather than by individual divisions. The majority of the
Police Department’s favorable variance is attributed to
salary savings resulting from vacant permanent Police
Officer positions through mid‐year. Some of the more
significant variances include:
The Police Patrol Division experienced vacancies in three of its Police Officer positions. One of the
Police Officer positions was budgeted to remain vacant for the year, with the salary savings
designated to purchase new digital radios. The impact of the salary savings versus the Target was
$339,000.
Other labor costs including health benefits and retirement costs were under the Target by $63,000
and $83,000 respectively.
Department: Community Development
Division: Various (4301, 4130, 4212)
Issue: Overall savings in salaries and
contractual services
Impact to General Fund: $402,000 savings
Department: Police Services
Division: Various (4201,4203,4204)
Issue: Overall savings in salaries and
benefits
Impact to General Fund: $534,000 savings
Item 11.b. - Page 13
Page 8
KEY REVENUE VARIANCES BY ACCOUNT THROUGH MID‐YEAR
Table 4 – General Fund Revenue
As reflected in Table 4, actual revenue through mid‐year was short of the Target by $1.5 million. The mid‐
year shortfall is not unusual. Revenue realization is typically low in the first half of the fiscal year due to
the time lag involved in billing cycles and the receipt of reimbursements. In addition, some of the largest
revenue sources, such as property taxes, are historically realized later in the fiscal year. A more detailed
discussion is included below to help explain actual revenue variances through mid‐year compared to the
Target.
Property Tax –The majority of the City’s property tax revenue comes from Secured Property Taxes. This
tax is billed on a fiscal year (July 1‐ June 30) basis and is payable in two (2) annual installments. Property
owners typically receive their first property tax bill at the end of September or early October, with a due
date of November 1st. The majority of property tax related to the first installment was received in
December 2020. Additional property tax payments related to the first installment were received in
January and will be reflected in the third quarter. Property tax typically represents around 31% of the
City’s annual revenue.
Sales Tax – Similar to property tax revenue, sales tax realization through mid‐year is lower due to the time
lag involved in billing cycles and the receipt of the City’s sales tax payment from the State. Actual sales tax
revenue received through mid‐year was $1.5 million and represents four months of payments (Jul – Oct).
Transient Occupancy Tax (TOT) – TOT revenue is reflecting an $89,000 favorable variance to the Target.
However, the actual TOT revenue represents only five months of TOT receipts due to the timing of
payments. Lodging facilities have thirty days after the month’s end to make their TOT payments. TOT
revenue is expected to exceed the current Adopted Budget by year’s end.
Property Tax 5,499,240 2,749,620 2,610,952 (138,668)
Sales Tax 3,749,600 1,874,800 1,472,049 (402,751)
Transient Occ. Tax 680,000 340,000 428,878 88,878
Property Tax in Lieu of VLF 1,741,000 870,500 ‐ (870,500)
Franchise Fees 690,000 345,000 203,041 (141,959)
License & Permit Fees 561,300 280,650 227,273 (53,377)
User Fees 479,300 239,650 233,489 (6,161)
Planning Fees 500,500 250,250 226,801 (23,449)
Recreation Fees 410,700 205,350 222,938 17,588
Transfers In 2,732,700 1,366,350 1,355,952 (10,398)
Other Revenue 912,694 456,347 453,082 (3,265)
TOTAL 17,957,034 8,978,517 7,434,457 (1,544,060)
General Fund Revenue Variances ‐ Mid‐Year
REVENUE BY CATEGORY FY 2020‐21
Budgeted
FY 2020‐21
Mid ‐Year Actual
Target vs Actual
(Unfav)/Fav
FY 2020‐21
Mid ‐Year Target
Item 11.b. - Page 14
Page 9
Property Tax in Lieu of Vehicle License Fees (VLF) – Property tax in lieu of VLF is received in two
installments during the fiscal year. Typically, the revenue is received in the months of January (3rd quarter)
and June (4th quarter). The first installment was received in January 2021 and will be reflected in the third
quarter. Since payment was not received in the first half of the fiscal year, over half (56%) of the total
unfavorable revenue through mid‐year, when compared to the Target, was related to property tax in Lieu
of VLF.
License & Permit Fees – License and permit revenue fell short of the Target by $53,000. The majority of
the variance is due to fewer building permits being issued through mid‐year than estimated to the Target.
Franchise Fees – Only five months of Waste Water Connection franchise fees were received through mid‐
year. In addition, Charter Communications franchise fees earned in the second quarter will not be paid
and received until the third quarter. Due to the timing of these franchise fee collections, actual revenue
through mid‐year is lower than the Target by $142,000.
Item 11.b. - Page 15
Page 10
SECTION 2: POSITION CHANGES AND HEADCOUNT NUMBERS
POSITION ALLOCATION CHANGES MADE BY THE CITY COUNCIL (2nd Quarter)
None made during this quarter.
FULL TIME EQUIVALENT (FTE) BY DEPARTMENT – PERMANENT STAFF ONLY
The following table reflects FTE staffing by department. The table only includes permanent staff and does
not include part‐time or temporary staffing. While departments may hire part‐time staff on a regular or
seasonal basis, they are not included in the analysis below.
Department Adopted
Budget
Headcount
(FTE’s)
Vacancies
(Mid‐Year)
% of Total
Staffing
Vacant Positions
City Manager 1.00 0.00 6.4%
Administrative Services 6.00 0.00 7.7%
Community Development 10.00 2.00 12.8% Permit Tech, Director of
Community Development
Legislative & Info Services 4.00 0.00 5.1%
Police Services 29.00 4.00 37.2% Commander, Police Officers (3)
Public Works 21.00 1.00 27.0% Maintenance Worker I
Recreation Services 3.00 0.00 3.8%
Total 74.00 7.00 100%
EMPLOYEE VACANCY RATE
The City’s employee vacancy rate at the end of the first half of FY 2020‐21 was 9.5%. This equates to seven
(7) vacant positions. The vacancy rate tracks the number of permanent vacant positions at the end of the
quarter in comparison to the total number of permanent positions available. Unlike a turnover rate, which
tracks employees that separated during the period, the vacancy rate only looks at vacancies at the end of
period. The costs associated with turnover includes the cost of advertising new positions, training,
overtime, lowered productivity, and workload balance. In the FY 2020‐21 Budget, it was agreed that the
City Manager, Permit Tech, and Maintenance Worker positions were to remain vacant until after the first
quarter. These positions, other than the City Manager position which was appointed prior to the end of
the first quarter, remained vacant through the second quarter. In addition, a Police Officer position was
to remain vacant for the full year. The higher than normal vacancy rate can be attributed to the delay in
hiring these positions through mid‐year.
Please note not reflected in this table or graph are a number of individuals out on Family Medical Leave
Act (FMLA) or Family First Coronavirus Response Act (FFCRA) leave creating operational deficiencies being
currently filled by temporary, consulting, or interim staff. This affected the Administrative Services,
Legislative & Information Services, Community Development, and Police Departments during the second
Item 11.b. - Page 16
Page 11
quarter. Additionally, throughout this fiscal year, every department has experienced extended absences
due to quarantine requirements following possible COVID‐19 exposures that have occurred largely
outside of the workplace.
SECTION 3: UPDATE ON COMPLETED CAPITAL PROJECTS
This information is provided to keep the Council apprised of the status of the City’s Capital Improvement
Projects (CIP). The projects listed below represent projects that were completed in the second quarter of
FY 2020‐21.
Project Title Comments
Total Amount
Budgeted for
Project
Total Final
Project Costs % Expended Funding
Sources
2020 Concrete Repairs Annual repairs and upgrades to
sidewalks throughout the City 171,900 112,860 66% Sales Tax
FY 2020‐21 Second Quarter ‐ Completed Capital Improvement Projects
Item 11.b. - Page 17
Page 12
SECTION 4: APPROPRIATION TRANSFERS AND BUDGET ADJUSTMENTS
The following second quarter budget adjustments were previously approved by Council or are classified
as administrative and not requiring Council approval.
$166,060 Capital Improvement: Transferred $166,060 of Local Sales Tax funds from the Annual Pavement
Management Program budget for construction of the Habitat Mitigation phase of the Bridge Street Bridge
Rehabilitation Project. Approved on 10/13/2020 Council meeting, item 8.f.
$389,590 Capital Improvement: Transferred $389,590 in Federal Highway Bridge Program (HBP) funds to
increase appropriations in the amount of $389,590 for the Bridge Street Bridge Rehabilitation and Habitat
Mitigation Projects. This reversed the transfer of $166,060 approved at the 10/13/2020 Council meeting,
item 8.f. back to the Annual Pavement Management Program Budget. Approved on 11/24/2020 Council
meeting, item 8.j.
$2,509 Capital Improvement: Transferred $2,509 in Fire Impact Fees to CIP fund to increase
appropriations in the amount of $2,509 for the Five Cities Fire Authority Station 1 Security Fencing and
Gate Project. Approved on 10/13/2020 Council meeting, item 8.g.
$0 Capital Improvement: Reallocated $41,835 of budgeted expenditures to better reflect anticipated
actuals including the Agreement for Consultant Services with Pavement Engineering, Inc. to for the 2021
Streets Repairs Project. Approved on 12/8/2020 Council meeting, 8.g.
Described below and included in Attachment A are the additional Mid‐Year Budget Adjustment Requests
requiring Council approval:
Mid‐Year Budget Adjustments to be considered
As part of the mid‐year process, departments were asked to review their current budgets and determine if
any adjustments should be proposed in this report. Departments have been asked to closely monitor their
budgets and spend only what is necessary. At this time, only minor adjustments are recommended to the
General Fund departmental budgets that are necessary due to timing considerations, increases that are
supported by additional revenues, and one‐time project funding.
General Fund Expenditures:
As summarized above, additional expenditures for FY 2020‐21 totaling $27,100 in the General Fund are
recommended. Additional information is provided for each request below.
Administrative Services – The Department has had two employees taking long‐term federally‐
mandated leave. Contractual services will be required in order to continue providing administrative
support services to City staff and the community. It is anticipated that these costs will not exceed
$24,500. This requested adjustment is in addition to the adjustment approved by Council on March
9, 2021, in the amount of $124,000 for human resources and financial consultant services provided
Summary of Requests from Fund Balance:
Coverage for Employee for Medical Leave $24,500
Upgrade PT Executive Secretary position 2,600
Total General Fund from Fund Balance 27,100
Item 11.b. - Page 18
Page 13
by Management Partners. The current request is for accounting clerk services necessitated by
employee leave in the Department.
Legislative & Information Services – The Department would like to create a Part Time Executive
Secretary position to replace the Part Time Senior Office Assistant position. The Senior Office
Assistant position is outdated and does not reflect the level and complexity of work completed by
the staff member in the position. Given the amount of support provided to the City Manager, City
Clerk, City Council, and other City departments, the Executive Secretary position is more in line
with the duties performed. The City currently has a Full Time Executive Secretary position in the
Police Department that supports the Chief of Police. This request is for equivalent pay but on a
part‐time, hourly basis. The cost differential between compensation for the Part Time Senior
Office Assistant and the new Part Time Executive Secretary position at mid‐range is $2,600 for the
remainder of FY 2020‐21 and $8,300 annually that will be included in future budget processes.
The current Legislative & Information Services Personnel Complement approved by City Council in
the FY 2020‐21 budget is here:
The updated position would not change the FTE’s but would change the position title to be reflected
in the table below:
In general, revenues and expenditures in all other funds are on target with projections and prior year trends.
No other adjustments are required at this time.
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
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):
Executive Secretary 0.8 0.8 0.8 0.8 0.8
Total 4.8 4.8 4.8 4.8 4.8
Item 11.b. - Page 19
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ESTABLISHING A SALARY RANGE
FOR A PART-TIME EXECTIVE SECRETARY AND
APPROVING THE UPDATED CITYWIDE COMBINED
SALARY SCHEDULE
WHEREAS, an evaluation of the needs of the organization resulted in a recommendation
to create a new part-time salary range for an existing job classification; and
WHEREAS, an evaluation of the job descriptions for the existing Part-Time Senior Office
Assistant position resulted in significant modifications of essential functions; and
WHEREAS, the City Council of the City of Arroyo Grande (“City”) deems it in the best
interest of the City to establish a salary range for the position of Part-Time Executive
Secretary, which will be placed on the Part-Time Positions salary schedule.
1.NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Arroyo
Grande that the salary range for the Part-Time Executive Secretary position is hereby
established as set forth in Exhibit “A” attached hereto and incorporated herein by
reference and that the Citywide Combined Salary Schedule set forth in Exhibit “A” is
hereby adopted effective April 1, 2021.
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 23rd day of March, 2021.
ATTACHMENT 2
Item 11.b. - Page 20
RESOLUTION NO.
PAGE 2
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:
TIMOTHY J. CARMEL, CITY ATTORNEY
Item 11.b. - Page 21
GROUP: SEIU
Position A B C D E
Office Assistant I Biweekly 1,426.85 1,498.19 1,573.10 1,651.76 1,734.35
Monthly 3,091.51 3,246.09 3,408.39 3,578.81 3,757.75
Annual 37,098.14 38,953.04 40,900.70 42,945.73 45,093.02
Accounting Clerk I Biweekly 1,462.52 1,535.65 1,612.43 1,693.05 1,777.71
Monthly 3,168.80 3,327.24 3,493.60 3,668.28 3,851.70
Annual 38,025.59 39,926.87 41,923.21 44,019.37 46,220.34
Maintenance Worker I Biweekly 1,536.56 1,613.39 1,694.06 1,778.76 1,867.70
Monthly 3,329.22 3,495.68 3,670.46 3,853.99 4,046.69
Annual 39,950.64 41,948.17 44,045.58 46,247.86 48,560.25
Office Assistant II Biweekly 1,574.98 1,653.73 1,736.41 1,823.23 1,914.39
Monthly 3,412.45 3,583.07 3,762.23 3,950.34 4,147.85
Annual 40,949.40 42,996.87 45,146.72 47,404.05 49,774.25
Accounting Clerk II Biweekly 1,696.08 1,780.88 1,869.93 1,963.42 2,061.59
Maintenance Worker II Monthly 3,674.84 3,858.58 4,051.51 4,254.08 4,466.79
Annual 44,098.03 46,302.93 48,618.08 51,048.98 53,601.43
Administrative Secretary Biweekly 1,872.15 1,965.76 2,064.05 2,167.25 2,275.61
Monthly 4,056.33 4,259.15 4,472.10 4,695.71 4,930.50
Annual 48,675.97 51,109.77 53,665.26 56,348.52 59,165.95
Senior Accounting Clerk Biweekly 1,918.96 2,014.90 2,115.65 2,221.43 2,332.50
Building Permit Tech.Monthly 4,157.74 4,365.63 4,583.91 4,813.10 5,053.76
Plan/Engineer Permit Tech Annual 49,892.87 52,387.51 55,006.89 57,757.23 60,645.10
Sports Facility Coord.
Recreation Coordinator
Maintenance Worker III
Water Services Worker Biweekly 2,016.10 2,116.91 2,222.75 2,333.89 2,450.59
Monthly 4,368.22 4,586.64 4,815.97 5,056.77 5,309.60
Annual 52,418.70 55,039.63 57,791.61 60,681.19 63,715.25
Fleet Maint. Coordinator Biweekly 2,118.17 2,224.08 2,335.28 2,452.05 2,574.65
Monthly 4,589.37 4,818.83 5,059.78 5,312.76 5,578.40
Annual 55,072.39 57,826.01 60,717.31 63,753.18 66,940.84
Public Works Lead Worker Biweekly 2,171.12 2,279.68 2,393.66 2,513.35 2,639.01
Parks Lead Worker Monthly 4,704.10 4,939.31 5,186.27 5,445.58 5,717.86
Annual 56,449.20 59,271.66 62,235.25 65,347.01 68,614.36
CITY OF ARROYO GRANDE
COMBINED SALARY SCHEDULE
EFFECTIVE 04/01/2021
EXHIBIT A
Item 11.b. - Page 22
CITY OF ARROYO GRANDE
COMBINED SALARY SCHEDULE
EFFECTIVE 04/01/2021
Position A B C D E
GIS Technician Biweekly 2,338.06 2,454.97 2,577.71 2,706.60 2,841.93
Monthly 5,065.80 5,319.09 5,585.05 5,864.30 6,157.51
Annual 60,789.62 63,829.10 67,020.55 70,371.58 73,890.16
Recreation Supervisor Biweekly 2,396.51 2,516.34 2,642.16 2,774.26 2,912.98
Monthly 5,192.45 5,452.07 5,724.67 6,010.91 6,311.45
Annual 62,309.36 65,424.83 68,696.07 72,130.87 75,737.41
Citywide Fleet Coordinator Biweekly 2,456.43 2,579.25 2,708.21 2,843.62 2,985.80
Monthly 5,322.26 5,588.37 5,867.79 6,161.18 6,469.24
Annual 63,867.09 67,060.45 70,413.47 73,934.14 77,630.85
IT Specialist Biweekly 2,580.78 2,709.82 2,845.31 2,987.58 3,136.96
Assistant Engineer Monthly 5,591.70 5,871.28 6,164.85 6,473.09 6,796.74
Engineering Inspector Annual 67,100.36 70,455.38 73,978.15 77,677.06 81,560.91
Program Analyst
Associate Engineer Biweekly 2,919.92 3,065.92 3,219.21 3,380.17 3,549.18
Monthly 6,326.49 6,642.82 6,974.96 7,323.71 7,689.89
Annual 75,917.90 79,713.80 83,699.49 87,884.46 92,278.69
Senior Engineer Biweekly 3,144.43 3,301.66 3,466.74 3,640.08 3,822.08
Monthly 6,812.94 7,153.59 7,511.27 7,886.83 8,281.17
Annual 81,755.28 85,843.04 90,135.19 94,641.95 99,374.05
Item 11.b. - Page 23
CITY OF ARROYO GRANDE
COMBINED SALARY SCHEDULE
EFFECTIVE 04/01/2021
GROUP: POA
Position A B C D E
Police Officer Biweekly 2,635.55 2,767.33 2,905.69 3,050.98 3,203.53
Monthly 5,710.36 5,995.88 6,295.67 6,610.46 6,940.98
Annual 68,524.32 71,950.54 75,548.07 79,325.47 83,291.74
Sr. Police Officer Biweekly 2,910.32 3,055.84 3,208.63 3,369.06 3,537.51
Monthly 6,305.70 6,620.98 6,952.03 7,299.63 7,664.62
Annual 75,668.38 79,451.79 83,424.38 87,595.60 91,975.38
Police Sergeant Biweekly 3,373.17 3,541.83 3,718.92 3,904.87 4,100.11
Monthly 7,308.54 7,673.97 8,057.66 8,460.55 8,883.58
Annual 87,702.47 92,087.60 96,691.98 101,526.58 106,602.91
Records Clerk Biweekly 1,836.71 1,928.54 2,024.97 2,126.22 2,232.53
Monthly 3,979.53 4,178.51 4,387.43 4,606.80 4,837.14
Annual 47,754.36 50,142.08 52,649.18 55,281.64 58,045.72
Records / Property Evidence Biweekly 2,029.19 2,130.65 2,237.19 2,349.04 2,466.50
Technician Monthly 4,396.58 4,616.41 4,847.23 5,089.60 5,344.08
Annual 52,759.02 55,396.97 58,166.82 61,075.16 64,128.91
Police Trainee Biweekly 2,295.64 2,410.42 2,530.94 2,657.49 2,790.36
Monthly 4,973.88 5,222.58 5,483.70 5,757.89 6,045.78
Annual 59,686.58 62,670.91 65,804.46 69,094.68 72,549.41
Item 11.b. - Page 24
CITY OF ARROYO GRANDE
COMBINED SALARY SCHEDULE
EFFECTIVE 04/01/2021
GROUP: FCFA IAFF
Position A B C D E
Fire Fighter Biweekly 2,187 2,296 2,411 2,531 2,658
Monthly 4,738 4,975 5,224 5,485 5,759
Annual 56,856 59,699 62,684 65,818 69,109
Fire Engineer Biweekly 2,536 2,662 2,796 2,935 3,082
Monthly 5,494 5,769 6,057 6,360 6,678
Annual 65,928 69,224 72,686 76,320 80,136
Fire Captain Biweekly 3,014 3,165 3,324 3,490 3,664
Monthly 6,531 6,858 7,201 7,561 7,939
Annual 78,372 82,291 86,417 90,738 95,263
GROUP: FCFA MANAGEMENT
Position LOW MID HIGH
Administrative Assistant/Biweekly 2,302 2,550 2,798
Clerk to the Board Monthly 4,988 5,526 6,063
Annual 59,860 66,309 72,758
Battalion Chief Biweekly 4,543 5,033 5,523
Monthly 9,843 10,904 11,966
Annual 118,112 130,851 143,590
Fire Chief Biweekly 5,270 5,839 6,408
Monthly 11,418 12,651 13,884
Annual 137,020 151,813 166,607
Item 11.b. - Page 25
CITY OF ARROYO GRANDE
COMBINED SALARY SCHEDULE
EFFECTIVE 04/01/2021
GROUP: MANAGEMENT
Position LOW MID HIGH
Office Assistant I Biweekly 1,456.62 1,613.77 1,770.92
Monthly 3,156.00 3,496.50 3,837.00
Annual 37,872.00 41,958.00 46,044.00
Office Assistant II Biweekly 1,607.08 1,781.31 1,955.54
Monthly 3,482.00 3,859.50 4,237.00
Annual 41,784.00 46,314.00 50,844.00
Administrative Secretary Biweekly 1,864.62 2,065.38 2,266.15
Monthly 4,040.00 4,475.00 4,910.00
Annual 48,480.00 53,700.00 58,920.00
Executive Secretary Biweekly 2,109.23 2,337.23 2,565.23
Monthly 4,570.00 5,064.00 5,558.00
Annual 54,840.00 60,768.00 66,696.00
Executive Asst./Deputy City Biweekly 2,161.85 2,395.62 2,629.38
Clerk Monthly 4,684.00 5,190.50 5,697.00
Annual 56,208.00 62,286.00 68,364.00
Assistant Planner Biweekly 2,328.46 2,580.00 2,831.54
Monthly 5,045.00 5,590.00 6,135.00
Annual 60,540.00 67,080.00 73,620.00
Associate Planner Biweekly 2,569.85 2,847.69 3,125.54
Monthly 5,568.00 6,170.00 6,772.00
Annual 66,816.00 74,040.00 81,264.00
Planning Manager Biweekly 3,054.92 3,384.92 3,714.92
Accounting Manager Monthly 6,619.00 7,334.00 8,049.00
Annual 79,428.00 88,008.00 96,588.00
Public Works Manager Biweekly 3,290.77 3,645.69 4,000.62
Utilities Manager Monthly 7,130.00 7,899.00 8,668.00
Annual 85,560.00 94,788.00 104,016.00
Information Technology Mgr Biweekly 3,371.54 3,735.46 4,099.38
Monthly 7,305.00 8,093.50 8,882.00
Annual 87,660.00 97,122.00 106,584.00
Item 11.b. - Page 26
CITY OF ARROYO GRANDE
COMBINED SALARY SCHEDULE
EFFECTIVE 04/01/2021
Position LOW MID HIGH
Capital Improvement Projects Biweekly 3,456.46 3,829.38 4,202.31
Manager Monthly 7,489.00 8,297.00 9,105.00
Annual 89,868.00 99,564.00 109,260.00
Human Resources Manager Biweekly 3,543.23 3,925.38 4,307.54
Dir of Legis and Info Services Monthly 7,677.00 8,505.00 9,333.00
Dir of Recreation Services Annual 92,124.00 102,060.00 111,996.00
Building Official Biweekly 3,631.38 4,023.69 4,416.00
Monthly 7,868.00 8,718.00 9,568.00
Annual 94,416.00 104,616.00 114,816.00
Police Commander Biweekly 4,129.85 4,575.46 5,021.08
Monthly 8,948.00 9,913.50 10,879.00
Annual 107,376.00 118,962.00 130,548.00
City Engineer Biweekly 4,423.85 4,902.23 5,380.62
Monthly 9,585.00 10,621.50 11,658.00
Annual 115,020.00 127,458.00 139,896.00
Director of Public Works Biweekly 4,883.08 5,410.38 5,937.69
Dir of Administrative Services Monthly 10,580.00 11,722.50 12,865.00
Dir of Community Develop Annual 126,960.00 140,670.00 154,380.00
Biweekly 5,131.85 5,685.23 6,238.62
Monthly 11,119.00 12,318.00 13,517.00
Annual 133,428.00 147,816.00 162,204.00
Police Chief Biweekly 5,284.62 5,855.54 6,426.46
Monthly 11,450.00 12,687.00 13,924.00
Annual 137,400.00 152,244.00 167,088.00
Assistant City Manager/Public Biweekly 5,884.62 6,519.23 7,153.85
Works Director Monthly 12,750.00 14,125.00 15,500.00
Annual 153,000.00 169,500.00 186,000.00
City Manager Biweekly 7,305.69
Monthly 15,829.00
Annual 189,948.00
Item 11.b. - Page 27
CITY OF ARROYO GRANDE
COMBINED SALARY SCHEDULE
EFFECTIVE 04/01/2021
GROUP: PART-TIME POSITIONS
POLICE DEPARTMENT Step A Step B Step C Step D
Administrative Intern (Cadet)$15.22 $15.98 $16.77 $17.62
Records Clerk $19.52 $20.50 $21.52 $22.60
Fleet & Equipment Technician $23.58 $24.76 $26.00 $27.30
Neighborhood Services Technician $21.04 $22.09 $23.20 $24.36
Training Technician $23.58 $24.76 $26.00 $27.30
Police Reserve Officer Trainee $22.50 $23.63 $24.81 $26.05
Police Reserve Officer $25.84 $27.13 $28.49 $29.91
Designated Level I Reserve Officer $32.30 $33.92 $35.61 $37.39
RECREATION SERVICES DEPARTMENT
AM/PM Assistant I $14.00 $14.70 $15.44 $16.21
AM/PM Assistant II $15.40 $16.17 $16.98 $17.83
AM/PM Assistant Teacher $16.94 $17.79 $18.68 $19.61
AM/PM Teacher $18.63 $19.56 $20.54 $21.57
Pre School Teacher $18.63 $19.56 $20.54 $21.57
Facility Attendant $14.00 $14.70 $15.44 $16.21
Senior Facility Attendant $15.40 $16.17 $16.98 $17.83
Sports Facility Attendant $14.00 $14.70 $15.44 $16.21
Volunteer and Program Coordinator $23.79 $24.98 $26.23 $27.54
MISCELLANEOUS
Administrative Intern $15.22 $15.98 $16.78 $17.62
Office Assistant I $15.86 $16.65 $17.49 $18.36
Office Assistant II $18.54 $19.47 $20.44 $21.47
Sr. Office Assistant $19.52 $20.50 $21.52 $22.60
Administrative Secretary $22.30 $23.41 $24.58 $25.81
Executive Secretary $26.37 $27.68 $29.06 $30.53
Building Permit Technician $23.93 $25.13 $26.38 $27.70
Assistant Engineer $29.21 $30.67 $32.21 $33.82
Associate Engineer $32.13 $33.74 $35.42 $37.19
Planning Technician $23.93 $25.13 $26.38 $27.70
Assistant Planner $27.85 $29.24 $30.70 $32.24
Associate Planner $30.13 $31.64 $33.22 $34.88
Custodian $16.18 $16.99 $17.84 $18.73
Maintenance Worker $16.18 $16.99 $17.84 $18.73
Student Intern (seasonal)$14.00
FIVE CITIES FIRE AUTHORITY
Office Assistant II $17.64 $18.52 $19.44 $20.42
Reserve Firefighter $14.50 $15.50 $16.50
HOURLY RATE
Item 11.b. - Page 28