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CC 2022-05-10 Agenda PackageCITY COUNCIL MEETING AGENDA SUMMARY Tuesday, May 10, 2022, 6:00 p.m. In person at: Arroyo Grande City Council Chambers 215 E. Branch Street, Arroyo Grande, CA 93420 AND via Zoom at: Please click the link below to join the Zoom Meeting: https://us02web.zoom.us/j/83255848846 Webinar ID: 832 5584 8846 Or by Telephone: 1-669-900-6833; 1-346-248-7799 In compliance with Assembly Bill (AB) 361, which allows for a deviation of teleconference rules required by the Ralph M. Brown Act, this City Council meeting is being conducted in a hybrid in-person/virtual format. Members of the public may participate and provide public comment on agenda items during the meeting in person at the location identified above, by joining the Zoom meeting, or by submitting written public comments to the Clerk of the Council at publiccomment@arroyogrande.org. Meetings will be broadcast live on Channel 20 and streamed on the City’s website and www.slo-span.org. 1.CALL TO ORDER 2.ROLL CALL 3.MOMENT OF REFLECTION 4.FLAG SALUTE 5.AGENDA REVIEW 5.a.Closed Session Announcements None. 5.b.Ordinances read in title only None. 6.SPECIAL PRESENTATIONS 6.a.Update Regarding Countywide COVID-19 Efforts (McDONALD) Recommended Action: Receive update, accept public comments, discuss, and provide direction as necessary. 6.b.City Manager Communications (McDONALD) Recommended Action: Receive correspondence/comments as presented by the City Manager and Provide direction, as necessary. 6.c.Honorary Proclamation Declaring May 11-17, 2022 as "National Police Week" and May 15, 2022 as "National Peace Officers' Memorial Day" 7.COMMUNITY COMMENTS AND SUGGESTIONS This public comment period is an invitation to members of the community to present issues, thoughts, or suggestions on matters not scheduled on this agenda. Comments should be limited to those matters that are within the jurisdiction of the City Council. Members of the public may provide public comment in-person or remotely by joining the Zoom meeting utilizing one of the methods provided below. Please use the “raise hand” feature to indicate your desire to provide public comment. Click the link below to join the webinar: https://us02web.zoom.us/j/83255848846; Webinar ID: 832 5584 8846 • Or by Telephone: 1-669-900-6833; 1-346-248-7799 Press * 9 to “raise hand” for public comment • The Brown Act restricts the Council from taking formal action on matters not published on the agenda. In response to your comments, the Mayor or presiding Council Member may: • Direct City staff to assist or coordinate with you. • A Council Member may state a desire to meet with you. • It may be the desire of the Council to place your issue or matter on a future Council agenda. Please adhere to the following procedures when addressing the Council: • Comments should be limited to 3 minutes or less. • Your comments should be directed to the Council as a whole and not directed to individual Council members. • Slanderous, profane or personal remarks against any Council Member or member of the audience shall not be permitted. 8.CONSENT AGENDA The following routine items listed below are scheduled for consideration as a group. The recommendations for each item are noted. Any member of the public who wishes to comment on any Consent Agenda item may do so at this time. Any Council Member may request that any item be withdrawn from the Consent Agenda to permit discussion or change the recommended course of action. The City Council may approve the remainder of the Consent Agenda on one motion. 8.a.Consideration of Cash Disbursement Ratification (VALENTINE) Recommended Action: Ratify the attached listing of cash disbursements for the period of April 1 through April 15, 2022. 8.b.Consideration of Statement of Investment Deposits (VALENTINE) Page 2 of 257 Recommended Action: Receive and file the attached report listing investment deposits of the City of Arroyo Grande as of March 31, 2022, as required by Government Code Section 53646(b). 8.c.Consideration of Fiscal Year 2021-22 Third Quarter Financial Status Report (VALENTINE) Recommended Action: Receive, consider, and file the FY 2021-22 Third Quarter Financial Status Report. 8.d.Consideration of a Resolution Declaring Surplus Property (VALENTINE) Recommended Action: Adopt a Resolution declaring certain property as surplus and authorizing its disposal. 8.e.Approval of Minutes (MATSON) Recommended Action: Approve the minutes of the Regular City Council Meeting of April 26, 2022, as submitted. 8.f.Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the COVID-19 Pandemic and Authorizing the Continuance of Remote Teleconference Meetings of the Legislative Bodies Pursuant to Government Code Section 54953(e)(3) (McDONALD) Recommended Action: Adopt a Resolution declaring a continued local emergency related to the Coronavirus (COVID-19) pandemic and authorizing the continuance of remote teleconference meetings pursuant to Government Code Section 54953(e)(3). 8.g.Consideration of Authorization to Sign a Letter by REACH and the Diablo Canyon Power Plant (DCPP) MOU Stakeholder Group in Support of Reuse Opportunities at the Diablo Canyon Power Plant Site (McDONALD) Recommended Action: Authorize the Mayor to sign the letter from REACH and the DCPP MOU stakeholder group, on behalf of the City, in support of reuse opportunities at the DCPP site. 8.h.Consideration of Approval of Construction Specifications for the Wood Place, Farroll/Sandalwood, Sandalwood/Cameron, & Woodland Back Yards Sewer Lining Project and Associated California Environmental Quality Act Exemption, PW 2021-10 (ROBESON) Recommended Action: 1) Approve the construction specifications for the Wood Place, Farroll/Sandalwood, Sandalwood/Cameron, & Woodland Back Yards Sewer Lining Project, PW 2021-10; 2) Authorize staff to advertise for construction bids; 3) Find that the project is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301(b); and 5) Direct the City Clerk to file a Notice of Exemption 8.i.Consideration of Engineer’s Reports and Resolutions Declaring the City’s Intention to Levy Page 3 of 257 and Collect Assessments for the Parkside and Grace Lane Assessment Districts, and Landscaping and Lighting District No. 1, Within Tract 1769, for FY 2022-23 (ROBESON) Recommended Action: 1) Approve the Engineer’s Reports for the Parkside Village Assessment District, Grace Lane Assessment District, and Landscaping and Lighting Assessment District No. 1, within Tract 1769, for Fiscal Year 2022-2023; 2) Adopt Resolutions declaring the intention to levy and collect assessments for the Parkside Village Assessment District, Grace Lane Assessment District, and Landscaping and Lighting Assessment District No. 1, within Tract 1769, for Fiscal Year 2022-2023; and 3) Set a public hearing for June 14, 2022 at 6:00 p.m. for the Parkside Village Assessment District, Grace Lane Assessment District, and Landscaping and Lighting Assessment District No. 1, within Tract 1769, to consider levying the property assessments. 8.j.Consideration of a Resolution Supporting the Application for Funding from the Department of Transportation’s Multimodal Project Discretionary Grant Opportunity for the US 101/Brisco-Halcyon Road Interchange Modification Project (PEDROTTI) Recommended Action: Adopt the Resolution supporting the application to the Department of Transportation’s Multimodal Discretionary Grant Opportunity Funding Request for the US 101/Brisco- Halcyon Road Interchange Modification Project and designate the City Manager or their designee as the City’s signature authority to take all actions necessary to seek and apply for the funding opportunities through this grant program. 9.PUBLIC HEARINGS None. 10.OLD BUSINESS 10.a.Consideration of Updated Council Goals and Priorities for Fiscal Year 2022-23 (McDONALD) Recommended Action: Approve the proposed updated City Council’s Goals and Priorities for Fiscal Year 2022-23. 11.NEW BUSINESS 11.a.Discussion and Consideration of the Current and Future Short Street Status and Pedestrian Plaza and Park Conceptual Design and Adoption of a Resolution Authorizing the Continued Closure of Short Street (PEDROTTI) Recommended Action: 1) Receive the updated proposed sample concept plan, receive public comment, and provide staff direction to move forward with further evaluation of a conceptual plan along with a cost analysis and public feedback; and 2) Provide staff with direction to implement an intermediate design plan for Short Street that includes adoption of a Resolution to continue closure of Short Street and use as a pedestrian and public area. 11.b.Consideration of Approval of a Child Care Assistance Grant Program Page 4 of 257 (McDONALD/BOHLKEN) Recommended Action: Consider and approve the proposed Child Care Assistance Grant Program, including direction regarding program components, and authorize the City Manager to execute grant agreements with grant recipients. 12.COUNCIL COMMUNICATIONS Any Council Member may ask a question for clarification, make an announcement, or report briefly on his or her activities. In addition, subject to Council policies and procedures, Council Members may request staff to report back to the Council at a subsequent meeting concerning any matter or request that staff place a matter of business on a future agenda. Any request to place a matter of business for original consideration on a future agenda requires the concurrence of at least one other Council Member. 13.CLOSED SESSION None. 14.ADJOURNMENT All staff reports or other written documentation, including any supplemental material distributed to a majority of the City Council within 72 hours of a regular meeting, relating to each item of business on the agenda are available for public inspection during regular business hours in the City Clerk’s office, 300 E. Branch Street, Arroyo Grande. If requested, the agenda shall be made available in appropriate alternative formats to persons with a disability, as required by the Americans with Disabilities Act. To make a request for disability-related modification or accommodation, contact the Legislative and Information Services Department at 805-473-5400 as soon as possible and at least 48 hours prior to the meeting date. This agenda was prepared and posted pursuant to Government Code Section 54954.2 Agenda reports can be accessed and downloaded from the City’s website at www.arroyogrande.org If you would like to subscribe to receive email or text message notifications when agendas are posted, you can sign up online through the “Notify Me” feature. City Council Meetings are cablecast live and videotaped for replay on Arroyo Grande’s Government Access Channel 20. The rebroadcast schedule is published at www.slo-span.org. Page 5 of 257 Item 6.c.Page 6 of 257 Item 8.a. MEMORANDUM TO: City Council FROM: Nicole Valentine, Administrative Services Director BY: Lynda Horejsi, Accounting Manager SUBJECT: Consideration of Cash Disbursement Ratification DATE: May 10, 2022 SUMMARY OF ACTION: Review and ratify cash disbursements. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: There is a $1,512,163.15 fiscal impact that includes the following items:  Accounts Payable Checks $1,120,120.53  Payroll & Benefit Checks $392,042.62 RECOMMENDATION: Ratify the attached listing of cash disbursements for the period of April 1 through April 15, 2022. BACKGROUND: Cash disbursements are made weekly based on the submission of all required documents supporting the invoices submitted for payment. Prior to payment, Administrative Services staff reviews all disbursement documents to ensure that they meet the approval requirements adopted in the Municipal Code and the City’s Purchasing Policies and Procedures Manual. ANALYSIS OF ISSUES: The attached listing represents the cash disbursements required of normal and usual operations during the period. The disbursements are accounted for in the FY 2021 -22 budget. Page 7 of 257 Item 8.a. City Council Consideration of Cash Disbursement Ratification May 10, 2022 Page 2 ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Approve staff’s recommendation; 2. Do not approve staff’s recommendation; or 3. Provide other direction to staff. ADVANTAGES:  The Administrative Services Department monitors payments of invoices for accountability, accuracy, and completeness using standards approved by the City Council.  Invoices are paid in a timely manner to establish goodwill with merchants.  Discounts are taken where applicable. DISADVANTAGES: There are no disadvantages identified in this recommendation. 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. Attachments: 1. April 1 – April 15, 2022 – Accounts Payable Check Register 2. April 8, 2022 – Payroll and Benefit Check Registers Page 8 of 257 CITY OF ARROYO GRANDECHECK LISTINGAPRIL 1 -APRIL 15, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name1 04/01/2022 293426 $ 7,905.66 DENTAL INSURANCE: Payment 011.0000.2110 DELTA DENTAL2 04/01/2022 293426 2,500.77 04/22 DENTAL PREMIUM RETIREES 010.4099.5132 DELTA DENTAL3 04/01/2022 293427 4,020.00 PORAC MED INSURANCE: Payment 011.0000.2109 PERS - ACTIVE MED4 04/01/2022 293427 882.18 PPO PERS PLATINUM - SEIU: Payment 011.0000.2109 PERS - ACTIVE MED5 04/01/2022 293427 8,699.18 PPO PERS GOLD - MANAGEMENT: Payment 011.0000.2109 PERS - ACTIVE MED6 04/01/2022 293427 14,989.79 PPO PERS GOLD - POLICE: Payment 011.0000.2109 PERS - ACTIVE MED7 04/01/2022 293427 12,696.11 PPO PERS GOLD - SEIU: Payment 011.0000.2109 PERS - ACTIVE MED8 04/01/2022 293427 742.70 BLUE SHIELD TRIO HMO - MGMT 011.0000.2109 PERS - ACTIVE MED9 04/01/2022 293427 2,673.72 BLUE SHIELD TRIO HMO - POLICE 011.0000.2109 PERS - ACTIVE MED10 04/01/2022 293427 3,862.04 BLUE SHIELD TRIO HMO - SEIU 011.0000.2109 PERS - ACTIVE MED11 04/01/2022 293427 13,176.56 HMO-UNITED HEALTHCARE-MGMT 011.0000.2109 PERS - ACTIVE MED12 04/01/2022 293427 12,711.52 HMO UNITED HEALTHCARE-POLICE 011.0000.2109 PERS - ACTIVE MED13 04/01/2022 293427 17,981.68 HMO UNITED HEALTHCARE-SEIU 011.0000.2109 PERS - ACTIVE MED14 04/01/2022 293427 2,293.68 PERS PLATINUM-FIRE MANAGEMENT 011.0000.2109 PERS - ACTIVE MED15 04/01/2022 293427 4,058.04 PPO PERS PLATINUM - FIRE 011.0000.2109 PERS - ACTIVE MED16 04/01/2022 293427 8,816.76 PPO PERS GOLD - FIRE 011.0000.2109 PERS - ACTIVE MED17 04/01/2022 293427 9,146.08 HMO UNITED HEALTHCARE-FIRE 011.0000.2109 PERS - ACTIVE MED18 04/01/2022 293427 6,045.72 HMO-UNITED HEALTH FIRE-MGMT 011.0000.2109 PERS - ACTIVE MED19 04/01/2022 293427 6,939.94 RETIREE HEALTH INSURANCE 010.4099.5136 PERS - ACTIVE MED20 04/01/2022 293427 752.74 RETIREE HEALTH INSURANCE 220.4303.5136 PERS - ACTIVE MED21 04/01/2022 293427 98.24 ACTIVE HEALTH ADMIN FEE FCFA 010.0000.1111 PERS - ACTIVE MED22 04/01/2022 293427 605.17 RETIREE HEALTH INS FCFA 010.0000.1111 PERS - ACTIVE MED23 04/01/2022 293427 208.80 ACTIVE HEALTH ADMIN FEE 010.4145.5131 PERS - ACTIVE MED24 04/01/2022 293428 3,190.79 04/22 ACTIVE HEALTH INS PT NON-PERS 011.0000.2109 PERS - ACTIVE MED25 04/01/2022 293428 7.98 04/22 ACTIVE HEALTH INS PT NON-PERS 010.4145.5131 PERS - ACTIVE MED26 04/01/2022 293429 944.95 STANDARD INSURANCE COMPANY 011.0000.2113 STANDARD INSURANCE CO27 04/01/2022 293429 519.74 STANDARD INSURANCE COMPANY 011.0000.2113 STANDARD INSURANCE CO28 04/01/2022 293429 23.50 STANDARD LIFE TAXABLE DEDUCT 011.0000.2113 STANDARD INSURANCE CO29 04/01/2022 293429 1,712.96 STANDARD LTD/STD INSURANCE 011.0000.2113 STANDARD INSURANCE CO30 04/01/2022 293430 2,063.59 VISION CARE INSURANCE: Payment 011.0000.2119 VISION SERVICE PLAN31 04/01/2022 293430 645.62 04/22 VISION PREMIUM RETIREES 010.4099.5133 VISION SERVICE PLAN32 04/08/2022 293431 750.00 03/22 WEBSITE STREAMING & ARCHIVING 010.4002.5303 AGP VIDEO, INC33 04/08/2022 293431 2,687.50 03/22 CABLECASTING 010.4002.5330 AGP VIDEO, INC34 04/08/2022 293432 1,497.30 TRAINING-TUITION CHAVEZ 010.4203.5501 ALLAN HANCOCK COLLEGE JCCD35 04/08/2022 293433 53,778.00 FY 21-22 DEBT INSTALLMENT-NEW ANIMAL SHELTER 218.4101.5321 ANIMAL SERVICES36 04/08/2022 293434 20.00 REFUND-SCIENCE CAMP 010.0000.4605 BARBARA AQUINO37 04/08/2022 293434 169.00 REFUND-SCIENCE CAMP 010.0000.4605 BARBARA AQUINO38 04/08/2022 293435 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICESPage 9 of 257 CITY OF ARROYO GRANDECHECK LISTINGAPRIL 1 -APRIL 15, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name39 04/08/2022 293435 $ 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES40 04/08/2022 293435 28.50 CORP YARD MATS 010.4213.5303 ARAMARK UNIFORM SERVICES41 04/08/2022 293435 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES42 04/08/2022 293435 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES43 04/08/2022 293435 10.45 AUTO SHOP TOWELS 010.4305.5303 ARAMARK UNIFORM SERVICES44 04/08/2022 293435 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES45 04/08/2022 293435 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES46 04/08/2022 293435 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES47 04/08/2022 293435 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES48 04/08/2022 293435 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES49 04/08/2022 293435 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES50 04/08/2022 293435 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES51 04/08/2022 293435 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES52 04/08/2022 293435 13.47 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES53 04/08/2022 293435 13.47 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES54 04/08/2022 293436 9.80 PARKS DEPT MATS/MOPHEADS 010.4213.5303 ARAMARK UNIFORM SERVICES55 04/08/2022 293437 22.63 BAN#9391033180 CITY HALL FAX 010.4145.5403 AT&T56 04/08/2022 293438 1,918.05 COUNCIL CHAMBERS AV SYSTEM PLAYBACK 211.4101.5330 A-TOWN AUDIO VIDEO57 04/08/2022 293439 1,101.48 REPLACED (2) VST NOZZLES AT FUEL ISLAND 010.4305.5303 B & T SVC STN CONTRACTORS, INC58 04/08/2022 293439 750.00 ANNUAL MONITOR CERTIFICATE-FUEL ISLAND 010.4305.5303 B & T SVC STN CONTRACTORS, INC59 04/08/2022 293439 900.00 SB989 TESTING 010.4305.5303 B & T SVC STN CONTRACTORS, INC60 04/08/2022 293439 145.00 UST INSPECTION-PW 010.4305.5303 B & T SVC STN CONTRACTORS, INC61 04/08/2022 293440 695.87 PW-23 -SPARKPLUGS, TUNE UP, BRAKE REPAIR KIT 010.4305.5601 BACK ON THE ROAD AUTOMOBILE62 04/08/2022 293441 794.50 03/22 DOGGIE CLASSES 010.4424.5351 IRINA BEATTY63 04/08/2022 293442 210.11 BUSINESS CARDS, UB SVC ORDER FORMS 010.4102.5255 BOONE PRINTING & GRAPHICS INC64 04/08/2022 293443 61.34 SHUT OFF NOTICES (750) 612.4610.5306 BURDINE PRINTING (DBA)65 04/08/2022 293444 9,709.88 EMERGENCY STORM DRAIN REPLACEMENT 350.5797.7001 CALPORTLAND CONSTRUCTION66 04/08/2022 293444 30,000.00 EMERGENCY STORM DRAIN REPLACEMENT 350.5797.7001 CALPORTLAND CONSTRUCTION67 04/08/2022 293444 62,272.87 EMERGENCY STORM DRAIN REPLACEMENT 350.5797.7001 CALPORTLAND CONSTRUCTION68 04/08/2022 293445 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 TREVOR CARDINAL69 04/08/2022 293446 20.60 CLEANERS, AIR REFRESHER 010.4305.5601 CARQUEST AUTO PARTS70 04/08/2022 293446 32.70 PW-23 FLOOR MATS 010.4305.5601 CARQUEST AUTO PARTS71 04/08/2022 293446 40.92 PW-50 ANTIFREEZE 220.4303.5601 CARQUEST AUTO PARTS72 04/08/2022 293447 1,349.00 ACCT#8245100960302509 -IT BROADBAND 010.4140.5303 CHARTER COMMUNICATIONS73 04/08/2022 293447 45.72 ACCT#8245100960211791 REC TV 010.4145.5401 CHARTER COMMUNICATIONS74 04/08/2022 293447 710.64 ACCT#8245100960211791 REC DARK 010.4145.5401 CHARTER COMMUNICATIONS75 04/08/2022 293447 95.17 ACCT#8245100960129431 COUNCIL 010.4145.5401 CHARTER COMMUNICATIONS76 04/08/2022 293447 26.72 ACCT#8245100960129431 COUNCIL 010.4145.5401 CHARTER COMMUNICATIONSPage 10 of 257 CITY OF ARROYO GRANDECHECK LISTINGAPRIL 1 -APRIL 15, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name77 04/08/2022 293447 $ 327.16 ACCT#8245100960216667 WOMENS CENTER 010.4145.5401 CHARTER COMMUNICATIONS78 04/08/2022 293447 736.80 ACCT#8245100960211288 CORP YARD 010.4145.5401 CHARTER COMMUNICATIONS79 04/08/2022 293447 179.90 ACCT#8245100960223572 PD TV 010.4145.5401 CHARTER COMMUNICATIONS80 04/08/2022 293447 1,349.00 ACCT#8245100960301246 COUNCIL CHAMBER 211.4101.5330 CHARTER COMMUNICATIONS81 04/08/2022 293448 99.99 AP CHECKSTOCK 010.4120.5201 CHECK EXPRESS82 04/08/2022 293449 301.68 (2) 2.5 GALL HERBICIDE 010.4420.5274 CHERRY LANE NURSERY(DBA)83 04/08/2022 293450 212.00 03/22 CLOGGING CLASS 010.4424.5351 KATHLEEN J CINOWALT84 04/08/2022 293451 4,768.00 04/22 STRATEGIC SUPPORT 010.4140.5303 CIO SOLUTIONS LP85 04/08/2022 293451 1,560.00 04/22 CROWDSTRIKE SYBERSECURITY 010.4140.5303 CIO SOLUTIONS LP86 04/08/2022 293452 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 SARAH COLVIN87 04/08/2022 293453 417.85 REPAIR HYDRAULIC JACKHAMMER 640.4712.5603 CONTRACTORS MAINT.SERVICES88 04/08/2022 293454 280.00 03/22 SR FITNESS 010.4424.5351 GAYLE CUDDY89 04/08/2022 293455 1,000.00 CASH FOR GRASS-1000 SQFT226.4306.5554PATRICK DILL90 04/08/2022 293456 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 LAUREN EDWARDS91 04/08/2022 293457 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 BRIANA ENGLISH92 04/08/2022 293458 77.56 POST POUNDER, SHOVEL 010.4420.5605 FARM SUPPLY CO93 04/08/2022 293459 1,359.38 (20) 1" CUSTOMER VALVES 640.4712.5610 FERGUSON ENTERPRISES, INC94 04/08/2022 293460 1,772.00 EMS SYSTEM VALUATION STUDY 218.4101.5303 FIRE CHIEFS ASSOC. OF SLO CNTY95 04/08/2022 293461 26.00 REFUND BOUNCE HOUSE FEE-RANCHO GRANDE 010.0000.4354 ROWDY FROST96 04/08/2022 293462 11,091.24 REPLACE IMPELLER ASSEMBLY ON PW-51 2014 612.4610.5603 HAAKER EQUIPMENT, INC97 04/08/2022 293463 144.90 03/22 HAIR BRAIDING CLASS 010.4424.5351 NATALIE HART98 04/08/2022 293464 86.08 PORTABLE TOILET RENTAL 03/07-04/04 220.4303.5552 HARVEY'S HONEY HUTS99 04/08/2022 293465 27.96 SANTA CLAUS-2" BALL & TONGUE 220.4303.5601 HEACOCK TRAILERS & TRUCK100 04/08/2022 293466 41.31 04/22 AETNA RESOURCES EAP-FCFA 010.0000.1111 HEALTH AND HUMAN RESOURCE CTR101 04/08/2022 293466 165.24 04/22 AETNA RESOURCES EAP 010.4145.5147 HEALTH AND HUMAN RESOURCE CTR102 04/08/2022 293467 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 ERICA HINOJOSA103 04/08/2022 293468 334.03 (2) 14" SAWBLADES 640.5946.7001 ICONIX WATERWORKS (US) INC104 04/08/2022 293469 20,973.23 CASTILLO DEL MAR ROADWAY EXTENSION 350.5678.7001 JJ FISHER CONSTRUCTION, INC.105 04/08/2022 293469 13,818.25 CASTILLO DEL MAR ROADWAY EXTENSION 350.5678.7201 JJ FISHER CONSTRUCTION, INC.106 04/08/2022 293469 18,414.83 CASTILLO DEL MAR ROADWAY EXTENSION 350.5678.7201 JJ FISHER CONSTRUCTION, INC.107 04/08/2022 293470 200.00 WASHING MACHINE REBATE226.4306.5554 JEROME KAPACINSKAS108 04/08/2022 293471 372.51 (6) 5 GALL CEILING PAINT 010.4430.5274 KELLY-MOORE PAINTS109 04/08/2022 293472 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 KATIE KITTINGER110 04/08/2022 293473 310.18 REIMBURSE TRAVEL EXPENSES010.4002.5501 SARAH LANSBURGH111 04/08/2022 293474 79.65 CASE OF GREASE010.4305.5603 LAWSON PRODUCTS, INC112 04/08/2022 293475 577.50 CONSULTANT SERVICE FOR MANAGEMENT 010.4120.5303 MANAGEMENT PARTNERS INC113 04/08/2022 293475 16,500.00 CONSULTANT SERVICE FOR MANAGEMENT 010.4120.5303 MANAGEMENT PARTNERS INC114 04/08/2022 293475 742.50 CONSULTANT SERVICE FOR MANAGEMENT 010.4120.5303 MANAGEMENT PARTNERS INCPage 11 of 257 CITY OF ARROYO GRANDECHECK LISTINGAPRIL 1 -APRIL 15, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name115 04/08/2022 293476 $ 1,217.46 2021 SEWER LINING PROJECT 612.5821.7501 MICHAEL K NUNLEY & ASSOC.116 04/08/2022 293477 35.55 POCKET HOSE 010.4213.5604 MINER'S ACE HARDWARE, INC117 04/08/2022 293477 15.07 POST LIGHT CONTROL 010.4213.5604 MINER'S ACE HARDWARE, INC118 04/08/2022 293477 10.76 LIGHT SWITCH 010.4213.5604 MINER'S ACE HARDWARE, INC119 04/08/2022 293477 30.14 WALLPLATE, (2) ELECTRICAL SWITCH 010.4213.5604 MINER'S ACE HARDWARE, INC120 04/08/2022 293477 21.44 ANTISLIP TAPE 010.4213.5604 MINER'S ACE HARDWARE, INC121 04/08/2022 293477 25.84 TEXTURE SPRAY 010.4213.5604 MINER'S ACE HARDWARE, INC122 04/08/2022 293477 43.06 LINER FOR TRUCK TOOL BOX 010.4305.5601 MINER'S ACE HARDWARE, INC123 04/08/2022 293477 60.32 ENGINEERS HAMMER 010.4420.5273 MINER'S ACE HARDWARE, INC124 04/08/2022 293477 19.36 (3) SPRAY PAINT 220.4303.5613 MINER'S ACE HARDWARE, INC125 04/08/2022 293477 9.89 (2) TRIM PIECES 220.4303.5613 MINER'S ACE HARDWARE, INC126 04/08/2022 293477 25.83 (3) BAGS FAST SET CONCRETE 220.4303.5613 MINER'S ACE HARDWARE, INC127 04/08/2022 293478 3,735.00 AUDIT TO DATE 010.4120.5303 MOSS, LEVY & HARTZHEIM LLP128 04/08/2022 293478 3,735.00 AUDIT TO DATE 612.4610.5303 MOSS, LEVY & HARTZHEIM LLP129 04/08/2022 293478 3,735.00 AUDIT TO DATE 640.4710.5303 MOSS, LEVY & HARTZHEIM LLP130 04/08/2022 293479 189.00 REFUND-SCIENCE CAMP 010.0000.4605 NICK MOTIL131 04/08/2022 293480 184.80 03/22 YOGA IN THE PARK 010.4424.5351 NICCOLA NELSON132 04/08/2022 293481 66.88 TRIMMER LINE 010.4420.5605 NOBLE SAW, INC133 04/08/2022 293481 225.10 COMMERCIAL BLOWER 220.4303.5273 NOBLE SAW, INC134 04/08/2022 293481 159.76 AIR FILTER, SEAL, GASKET, CARB, ETHYNOL 220.4303.5603 NOBLE SAW, INC135 04/08/2022 293481 214.15 TRIMMER LINE, RED ARMOR OIL, FUEL 220.4303.5603 NOBLE SAW, INC136 04/08/2022 293482 400.00 02/22 SOTO GOPHER CONTROL 010.4420.5303 PACIFIC GOPHER CONTROL137 04/08/2022 293483 484.37 04/22 GRACE LANE LANDSCAPE MAINTENANCE 216.4460.5304 RAINSCAPE138 04/08/2022 293483 1,201.41 04/22 PARKSIDE LANDSCAPE MAINTENANCE 219.4460.5304 RAINSCAPE139 04/08/2022 293484 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 ANNA ROCHA140 04/08/2022 293485 425.00 (2) BLOCK HEATERS FOR STANDBY 640.4712.5603 SAN LUIS POWERHOUSE141 04/08/2022 293486 40.00 REFUND OVERPYMNT PLN PERMIT 010.0000.4162 JULIE SCHOLL142 04/08/2022 293487 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 HECTOR SEGURA143 04/08/2022 293488 45.86 BERRY GARDENS-PVC CAP, EXPANSION REPAIR 010.4420.5605 SITEONE LANDSCAPE SUPPLY LLC144 04/08/2022 293488 97.17 STROTHER-DRIP CONTROL ZONE KIT, PVC 010.4420.5605SITEONE LANDSCAPE SUPPLY LLC145 04/08/2022 293489 1,673.70 CROSS CONNECTION PROGRAM 640.4710.5303 SLO COUNTY ENVIRONMENTAL146 04/08/2022 293490 82.09 GAS SERVICES-111 S MASON 010.4145.5401 SOCALGAS147 04/08/2022 293490 21.28 GAS SERVICES-1500 W BRANCH 010.4145.5401 SOCALGAS148 04/08/2022 293490 53.63 GAS SERVICES-211 VERNON 010.4145.5401 SOCALGAS149 04/08/2022 293490 63.55 GAS SERVICES-215 E BRANCH 010.4145.5401 SOCALGAS150 04/08/2022 293491 148.32 DUMPSTERS -RANCHO GRANDE PARK 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC151 04/08/2022 293491 227.84 DUMPSTERS -FCFA 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC152 04/08/2022 293491 148.32 DUMPSTERS -STROTHER 010.4213.5303 SOUTH COUNTY SANITARY SVC, INCPage 12 of 257 CITY OF ARROYO GRANDECHECK LISTINGAPRIL 1 -APRIL 15, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name153 04/08/2022 293491 $ 116.59 DUMPSTERS -PD 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC154 04/08/2022 293491 91.22 CITY HALL TRASH SVC 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC155 04/08/2022 293492 242,566.74 02/22 SEWER SVC COLLECTIONS 760.0000.2304 SOUTH SLO COUNTY SANIT DIST156 04/08/2022 293492 8.81 CITY ACCT-215 E BRANCH 010.4145.5401 SOUTH SLO COUNTY SANIT DIST157 04/08/2022 293492 8.81 CITY ACCT-300 E BRANCH 010.4145.5401 SOUTH SLO COUNTY SANIT DIST158 04/08/2022 293492 8.81 CITY ACCT-211 VERNON 010.4145.5401 SOUTH SLO COUNTY SANIT DIST159 04/08/2022 293492 8.81 CITY ACCT-RANCHO GRANDE PARK 010.4145.5401 SOUTH SLO COUNTY SANIT DIST160 04/08/2022 293492 8.81 CITY ACCT-STROTHER PARK 010.4145.5401SOUTH SLO COUNTY SANIT DIST161 04/08/2022 293492 8.81 CITY ACCT-SHORT ST RESTROOMS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST162 04/08/2022 293492 8.81 CITY ACCT-ELM ST PARK 010.4145.5401 SOUTH SLO COUNTY SANIT DIST163 04/08/2022 293492 8.81 CITY ACCT-203 N RENA 010.4145.5401 SOUTH SLO COUNTY SANIT DIST164 04/08/2022 293492 8.81 CITY ACCT-1221 ASH ST 010.4145.5401 SOUTH SLO COUNTY SANIT DIST165 04/08/2022 293492 8.81 CITY ACCT-SOTO SPORTS COMPLEX 010.4145.5401 SOUTH SLO COUNTY SANIT DIST166 04/08/2022 293492 8.81 CITY ACCT-127 SHORT ST 010.4145.5401 SOUTH SLO COUNTY SANIT DIST167 04/08/2022 293492 8.81 CITY ACCT-211 N HALCYON RD 010.4145.5401 SOUTH SLO COUNTY SANIT DIST168 04/08/2022 293493 163.34 FAUCET 010.4213.5604 STREATOR PIPE & SUPPLY169 04/08/2022 293493 63.36 DRINKING FOUNTAIN 010.4430.5605 STREATOR PIPE & SUPPLY170 04/08/2022 293494 4,005.70 REPLACEMENT OF WORN BADGES 010.4203.5272 SUN BADGE CO171 04/08/2022 293494 65.00 FREIGHT 010.4203.5272 SUN BADGE CO172 04/08/2022 293494 310.44 SALES TAX 010.4203.5272 SUN BADGE CO173 04/08/2022 293494 4,310.00 REPLACEMENT OF WORN BADGES 010.4204.5272 SUN BADGE CO174 04/08/2022 293494 334.03 SALES TAX 010.4204.5272 SUN BADGE CO175 04/08/2022 293495 93.04 RETURN SWRCB ARREARAGES REIMBURSEMENT 640.0000.4801 SWRCB DFA ARREARAGES PROGRAM176 04/08/2022 293496 74.97 PW-8 OIL CHANGE 010.4301.5601 TOM'S AUTO SERVICE177 04/08/2022 293497 302.51 (3) SQUARE POSTS 220.4303.5613 TRAFFIC MANAGEMENT PRODUCTS178 04/08/2022 293498 41.60 03/22 ART FOR KIDS 010.4424.5351 PEGGY VALKO179 04/08/2022 293499 67.25 ACCT#808089883-00003 CIM CELLPHONE 010.4425.5255 VERIZON WIRELESS180 04/08/2022 293500 8,323.15 01/22 TMD REMITTANCE 761.0000.2007 VISIT SLO CAL181 04/08/2022 293500 12,003.75 02/22 TMD REMITTANCE 761.0000.2007 VISIT SLO CAL182 04/08/2022 293500 (240.08) 02/22 CITY ADMIN FEE 010.0000.4771 VISIT SLO CAL183 04/08/2022 293500 (166.46) 01/22 CITY ADMIN FEE 010.0000.4771 VISIT SLO CAL184 04/08/2022 293501 3,000.00 RESERVOIR NO. 4 EXTERIOR RECOATING 640.5948.7501 WALLACE GROUP A CALIF CORP185 04/08/2022 293502 185.00 PD-CLEARED MAIN LINE 010.4213.5303 WATERBOYS PLUMBING186 04/08/2022 293503 134.07 UB Refund Cst #00028009 640.0000.2301 CANDICE MURRAY187 04/08/2022 293504 154.83 UB Refund Cst #00026759 640.0000.2301 LUKE VLASSIS188 04/08/2022 293505 38,904.70 FEDERAL WITHHOLDING: Payment 011.0000.2104 CITY OF ARROYO GRANDE189 04/08/2022 293505 47,816.12 SOCIAL SECURITY: Payment 011.0000.2105 CITY OF ARROYO GRANDE190 04/08/2022 293505 11,798.40 MEDICARE: Payment 011.0000.2105 CITY OF ARROYO GRANDEPage 13 of 257 CITY OF ARROYO GRANDECHECK LISTINGAPRIL 1 -APRIL 15, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name191 04/08/2022 293506 $ 15,602.86 STATE WITHHOLDING: Payment 011.0000.2108 CA ST EMPLOYMENT DEVEL DEPT192 04/08/2022 293506 2,017.78 CASDI: Payment 011.0000.2111 CA ST EMPLOYMENT DEVEL DEPT193 04/08/2022 293507 695.52 DEPT OF CHILD SUPPORT SERVICES 011.0000.2114 CA STATE DISBURSEMENT UNIT194 04/08/2022 293508 3,422.81 DEFERRED COMPENSATION - EE % 011.0000.2117 ICMA RETIREMENT CORP195 04/08/2022 293508 11,338.65 DEFERRED COMPENSATION - EE 011.0000.2117 ICMA RETIREMENT CORP196 04/08/2022 293508 866.66 DEFERRED COMPENSATION - ER 011.0000.2117 ICMA RETIREMENT CORP197 04/08/2022 293508 275.00 ROTH - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP198 04/08/2022 293509 30,298.68 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT199 04/08/2022 293509 49,976.11 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT200 04/08/2022 293509 117.11 PERS BUYBACK - AFTER TAX: Payment 011.0000.2106 PERS - RETIREMENT201 04/08/2022 293509 1,383.87 PERS Employer Pick Up: Payment 011.0000.2106 PERS - RETIREMENT202 04/08/2022 293509 259.69 PERS BUYBACK - PRE TAX: Payment 011.0000.2106 PERS - RETIREMENT203 04/08/2022 293509 (0.08) ROUNDING DIFFERENCE 010.0000.4818 PERS - RETIREMENT204 04/08/2022 293510 1,567.99 PARS: Payment 011.0000.2107 US BANK OF CALIFORNIA205 04/15/2022 293511 6,021.99 PURCHASE WATER METERS FOR FY 2021/22 640.4712.5207 AQUA-METRIC SALES CO(DBA)206 04/15/2022 293512 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES207 04/15/2022 293512 28.50 CORP YARD MATS 010.4213.5303 ARAMARK UNIFORM SERVICES208 04/15/2022 293512 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES209 04/15/2022 293512 10.45 AUTO SHOP TOWELS 010.4305.5303 ARAMARK UNIFORM SERVICES210 04/15/2022 293512 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES211 04/15/2022 293512 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES212 04/15/2022 293512 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES213 04/15/2022 293512 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES214 04/15/2022 293512 13.47 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES215 04/15/2022 293513 9.80 PARKS DEPT MATS/MOPHEADS 010.4213.5303 ARAMARK UNIFORM SERVICES216 04/15/2022 293514 390.00 03/22 VILLAGE WATERING 010.4420.5605 ARROYO GRANDE IN BLOOM INC217 04/15/2022 293515 600.00 REPAIR TO LIFT STN #7 & #4 612.4610.5610 AUTOSYS LLC218 04/15/2022 293516 126.60 PW STREETS BATTERY220.4303.5601 BATTERY SYSTEMS219 04/15/2022 293517 50.00 PARK DEPOSIT REFUND- RANCHO GRANDE 010.0000.2206 GLENDA BONER220 04/15/2022 293518 53.34 BUSINESS CARDS 010.4307.5201 BOONE PRINTING & GRAPHICS INC221 04/15/2022 293519 500.00 JANITORIAL SERVICES FOR POLICE DEPARTMENT 010.4201.5615 BRENDLER JANITORIAL SERVICE222 04/15/2022 293519 1,135.00 JANITORIAL SERVICES FOR VARIOUS CITY BUILDINGS 010.4213.5615 BRENDLER JANITORIAL SERVICE223 04/15/2022 293520 34.57 LUAN 4X8 010.4213.5604 BRISCO MILL & LUMBER YARD224 04/15/2022 293520 18.31 LG CAULKING GUN 010.4420.5605 BRISCO MILL & LUMBER YARD225 04/15/2022 293520 18.30 POLLARD, DUCT TAPE 010.4420.5605 BRISCO MILL & LUMBER YARD226 04/15/2022 293520 13.46 GLOVES 640.4712.5255 BRISCO MILL & LUMBER YARD227 04/15/2022 293520 49.55 CEMENT TROWEL-CORNWALL SVC 640.4712.5273 BRISCO MILL & LUMBER YARD228 04/15/2022 293521 147.29 (2) 3/4" PLYWOOD SHEETS 640.5946.7001 BURKE AND PACE OF AG, INCPage 14 of 257 CITY OF ARROYO GRANDECHECK LISTINGAPRIL 1 -APRIL 15, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name229 04/15/2022 293522 $ 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 COURTNEY CALMENSON230 04/15/2022 293523 79.80 LIFT STN #1 PARTS FOR GENERATOR 612.4610.5603 CARQUEST AUTO PARTS231 04/15/2022 293523 17.82 GREASE GUN, CLEANER 640.4712.5255 CARQUEST AUTO PARTS232 04/15/2022 293523 19.82 GREASE GUN, CLEANER 640.4712.5273 CARQUEST AUTO PARTS233 04/15/2022 293523 86.07 PW-10 LIGHTS 640.4712.5601 CARQUEST AUTO PARTS234 04/15/2022 293524 53.24 ACCT#8245100960221923 PW TV 010.4307.5303 CHARTER COMMUNICATIONS235 04/15/2022 293525 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 REBECCA CLAIR236 04/15/2022 293526 417.00 03/22 WATER SAMPLES 640.4710.5310 CLINICAL LABORATORY OF237 04/15/2022 293527 510.27 PD-4620 TIRES & BRAKES 010.4203.5601 COAST RIDERS POWERSPORTS238 04/15/2022 293528 120.25 GREEN WASTE DUMP 220.4303.5307 COLD CANYON LANDFILL, INC239 04/15/2022 293529 28.96 REVISED 90% PLANS FAIR OAKS WM 640.5911.7301 CRISP IMAGING240 04/15/2022 293530 5,000.00 LEADERSHIP RETREAT DEPOSIT 010.4145.5501 CULTURESTOKE, LLC241 04/15/2022 293531 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 CRYSTAL DAVIS242 04/15/2022 293532 1,980.00 CHEVRON STORM DRAIN-HYDROSEED 350.5797.7201 DORMAN HYDRO-SEEDING243 04/15/2022 293533 90.00 OAK PARK / EL CAMINO REAL STORM DRAIN SYSTEM 350.5795.7501 EIKHOF DESIGN GROUP244 04/15/2022 293534 487.55 (16) HAND CLEANER 220.4303.5613 FASTENAL COMPANY245 04/15/2022 293535 200.00 WASHING MACHINE REBATE 226.4306.5554 STAN FIORENTINO246 04/15/2022 293536 98.00 REFUND-SOCCER $49X2 010.0000.4605 LAURA GABRIELSON247 04/15/2022 293537 402.50 ENGINEERING SERVICES FOR STORM DRAIN SYSTEM 350.5797.7301GARING TAYLOR & ASSOCIATES INC248 04/15/2022 293538 121.12 CORP YARD SEWER BILL 612.0000.4751CITY OF GROVER BEACH249 04/15/2022 293539 327.81 PW-23 SAFETY STEP 010.4305.5601 HEACOCK TRAILERS & TRUCK250 04/15/2022 293540 141.38 (5) 1" AIR/VAC SEALS 640.4712.5610 ICONIX WATERWORKS (US) INC251 04/15/2022 293541 8.00 CA ELECTRONIC WASTE RECYCLING 010.4140.5602 ITSAVVY LLC252 04/15/2022 293541 10.00 CA ELECTRONIC WASTE RECYCLING 010.4140.5602 ITSAVVY LLC253 04/15/2022 293542 200.00 WASHING MACHINE REBATE 226.4306.5554 MARY JACKSON-SIGMAN254 04/15/2022 293543 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 CODY JONES255 04/15/2022 293544 144.00 REFUND-PRESCHOOL REGISTRATION 010.0000.4603 ALEXIS KENNEDY256 04/15/2022 293544 43.00 REFUND PRESCHOOL SESSION 7010.0000.4603 ALEXIS KENNEDY257 04/15/2022 293545 140.00 BASKETBALL SCOREKEEPER- 10 GAMES 010.4424.5352 JHADE LA PAZ258 04/15/2022 293546 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 JIMMY LIBBY259 04/15/2022 293547 600.00 LOADED K RAILS-RED DIRT COFFEE 010.4919.5303 LOUIE'S CRANE SERVICE260 04/15/2022 293548 34,000.00 CLEAN AND COAT 4 EXISTING SEWER MANHOLES 612.5849.7001 MAINLINE UTILITY COMPANY261 04/15/2022 293548 3,412.50 TRAFFIC CONTROL FOR WORK ON SEWER 612.5849.7001 MAINLINE UTILITY COMPANY262 04/15/2022 293549 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 COURTNEY MALLORY263 04/15/2022 293549 48.00 PARK RENTAL REFUND-STROTHER, LESS ADMIN FEE 010.0000.4354 COURTNEY MALLORY264 04/15/2022 293550 2,030.40 03/22 ZUMBA, BARRE 010.4424.5351 HEIDY MANGIARDI265 04/15/2022 293551 1,929.71 FAIR OAKS WATER MAIN REPLACEMENT 640.5911.7501 MICHAEL K NUNLEY & ASSOC.266 04/15/2022 293552 188.56 1/2 CU YD CONCRETE-CORNWALL SVC 640.5946.7001 MIER BROS LANDSCAPE PRODUCTSPage 15 of 257 CITY OF ARROYO GRANDECHECK LISTINGAPRIL 1 -APRIL 15, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name267 04/15/2022 293552 $ 226.28 3/4 CU YD CONCRETE-CARMELLA SVC 640.5946.7001 MIER BROS LANDSCAPE PRODUCTS268 04/15/2022 293552 188.56 1/2 CU YD CONCRETE -RODEO SVC 640.5946.7001 MIER BROS LANDSCAPE PRODUCTS269 04/15/2022 293553 43.26 COARSE DRYWALL, DRILL BIT 010.4213.5604 MINER'S ACE HARDWARE, INC270 04/15/2022 293553 41.55 TAPE, BUBBLE WRAP, GRAFITTI REMOVER 010.4213.5604 MINER'S ACE HARDWARE, INC271 04/15/2022 293553 26.09 TIE-DOWNS 010.4420.5605 MINER'S ACE HARDWARE, INC272 04/15/2022 293553 43.09 SCREWDRIVER SET-40 PC 220.4303.5273 MINER'S ACE HARDWARE, INC273 04/15/2022 293553 5.38 PAINTBRUSH 220.4303.5613 MINER'S ACE HARDWARE, INC274 04/15/2022 293553 42.60 SPRAY PAINT, ROLLER FRAME, BRUSHES 220.4303.5613 MINER'S ACE HARDWARE, INC275 04/15/2022 293553 47.37 UTILITY BLADES, SPRAY PAINT, MARKER 220.4303.5613 MINER'S ACE HARDWARE, INC276 04/15/2022 293553 10.76 LUBRICANT 612.4610.5610 MINER'S ACE HARDWARE, INC277 04/15/2022 293553 27.96 DOOR LOCK REPAIR TO VDM PUMP STATION 640.4712.5604 MINER'S ACE HARDWARE, INC278 04/15/2022 293554 99.13 PW-23 NEW FLOOR MATS 010.4305.5601 MULLAHEY FORD279 04/15/2022 293555 2,300.00 MONUMENT PRESERVATION 350.5638.7501 NORTH COAST ENGINEERING INC280 04/15/2022 293555 520.00 ANDRE DRIVE/LOS CIERVOS CT INTERCONNECT PROJ 640.5976.7501 NORTH COAST ENGINEERING INC281 04/15/2022 293556 77.50 CITY HALL-ANNUAL FIRE EXT MAINTENANCE (3) 010.4213.5303 SCOTT O'BRIEN FIRE & SAFETY CO282 04/15/2022 293556 110.40 PD-ANNUAL FIRE EXT MAINTENANCE (11) 010.4213.5303 SCOTT O'BRIEN FIRE & SAFETY CO283 04/15/2022 293557 8,033.85 ELECTRIC 010.4145.5401 PACIFIC GAS & ELECTRIC CO284 04/15/2022 293557 12.43 ELECTRIC 217.4460.5355 PACIFIC GAS & ELECTRIC CO285 04/15/2022 293557 2,169.00 ELECTRIC 612.4610.5402 PACIFIC GAS & ELECTRIC CO286 04/15/2022 293557 5,253.00 ELECTRIC 640.4711.5402 PACIFIC GAS & ELECTRIC CO287 04/15/2022 293557 6,841.64 ELECTRIC 640.4712.5402 PACIFIC GAS & ELECTRIC CO288 04/15/2022 293557 16,728.99 ELECTRIC-STREET LIGHTING 010.4307.5402 PACIFIC GAS & ELECTRIC CO289 04/15/2022 293557 1,375.48 ELECTRIC 010.4307.5402 PACIFIC GAS & ELECTRIC CO290 04/15/2022 293558 200.00 REFUND-WOMENS CTR DEPOSIT 010.0000.2206 KIRIT PATEL291 04/15/2022 293558 200.00 REFUND-WOMENS CTR DEPOSIT 010.0000.2206 KIRIT PATEL292 04/15/2022 293558 75.00 REFUND-SPVRN FEE 010.0000.4655 KIRIT PATEL293 04/15/2022 293559 25,275.00 MATERIALS TESTING FOR 2021 STREET REPAIR 350.5638.7401PAVEMENT ENGINEERING INC294 04/15/2022 293560 800.00 START CHANGE FOR EGG HUNT 010.0000.1033 PETTY CASH295 04/15/2022 293561 31,659.22 TRAFFIC WAY BRIDGE REPLACEMENT 350.5679.7501 QUINCY ENGINEERING INC296 04/15/2022 293562 96.00 REIMBURSE-DONUTS FOR EASTER EVENT 010.4424.5252 KELLY REYNOLDS297 04/15/2022 293563 200.00 WASHING MACHINE REBATE 226.4306.5554 FRANCES RICE298 04/15/2022 293564 2,262.00 2022 EGG HUNT- 13500 FILLED EGGS 010.4424.5252 RICK'S VENDING299 04/15/2022 293565 195.00 ADULT SOFTBALL SCORER- 6 GAMES 010.4424.5352 MARTINA SARMIENTO300 04/15/2022 293566 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206KEVAL SHAH301 04/15/2022 293566 58.00 PARK RENTAL REFUND-STROTHER 010.0000.4354KEVAL SHAH302 04/15/2022 293567 40.22 (25) 3" CENTER MOUNT REFLECTOR 220.4303.5613 STATEWIDE SAFETY & SIGNS INC303 04/15/2022 293568 46.10 3/4" CONDUIT 640.4712.5610 STREATOR PIPE & SUPPLY304 04/15/2022 293568 118.55 BRASS NIPPLES 640.5946.7001 STREATOR PIPE & SUPPLYPage 16 of 257 CITY OF ARROYO GRANDECHECK LISTINGAPRIL 1 -APRIL 15, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name305 04/15/2022 293569 $ 200.00 WASHING MACHINE REBATE 226.4306.5554 JON STUTZ306 04/15/2022 293570 139.00 REFUND-SOCCER 010.0000.4605 LEONARDO TENDRIH307 04/15/2022 293570 139.00 REFUND-SOCCER 010.0000.4605 LEONARDO TENDRIH308 04/15/2022 293571 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 RHYAN TOWNSEND309 04/15/2022 293572 26.81 (50) NUMBER DECALS 220.4303.5613 TRAFFIC MANAGEMENT PRODUCTS310 04/15/2022 293572 343.40 SIGNS, NUMBER DECALS 220.4303.5613 TRAFFIC MANAGEMENT PRODUCTS311 04/15/2022 293572 981.42 (9) 5 GALL PAINT, BLUE, WHITE 220.4303.5613 TRAFFIC MANAGEMENT PRODUCTS312 04/15/2022 293573 6,750.00 STREET SWEEPING SERVICES220.4303.5303 VENCO POWER SWEEPING INC313 04/15/2022 293573 2,250.00 STREET SWEEPING SERVICES010.4307.5303 VENCO POWER SWEEPING INC314 04/15/2022 293574 435.00 BAL DUE FOR STROTHER PUBLIC ART 010.0000.2033 TREVOR WEIGER315 04/15/2022 293574 250.00 REIMBURSE FOR BASKETBALLS (25) 010.0000.2033 TREVOR WEIGER316 04/15/2022 293575 88.00 REFUND-SOCCER CAMP -LESS ADMIN 010.0000.4605 KAYLEY WELDON317 04/15/2022 293576 60.00 ADULT SOFTBALL SCORER- 4 GAMES 010.4424.5352 SHIRLEY WILLMOTT318 04/15/2022 293577 1.40 UB Refund Cst #00026548 640.0000.2301CASEY DAVIS319 04/15/2022 293578 122.00 UB Refund Cst #00026386 640.0000.2301 DANIELLE MILLER320 04/15/2022 293579 149.71 UB Refund Cst #00028027 640.0000.2301 ALICE MITCHELL321 04/15/2022 293580 20.72 UB Refund Cst #00025000 640.0000.2301 KIMBERLY ROSAS322 04/15/2022 293581 1,781.00 UNEMPLOYMENT- REC 010.4919.5142 CA ST EMPLOYMENT DEVEL DEPT323 04/15/2022 293582 294.50 STATE PIT W/H PAYROLL 01/14/22 011.0000.2108 CA ST EMPLOYMENT DEVEL DEPT324 04/15/2022 293583 4,707.12 05/22 RETIREE MEDICAL 010.4099.5136 ICMA RETIREMENT CORP325 04/15/2022 293583 368.87 05/22 RETIREE MEDICAL 220.4303.5136 ICMA RETIREMENT CORP326 04/15/2022 293583 462.03 05/22 RETIREE MEDICAL 010.0000.1111 ICMA RETIREMENT CORP327 04/15/2022 293584 612.96 FEDERAL WITHHOLDING 01/14/22 PAYROLL 011.0000.2104 UNITED STATES TREASURY328 04/15/2022 293584 740.68 SOCIAL SECURITY 01/14/22 PAYROLL 011.0000.2105 UNITED STATES TREASURY329 04/15/2022 293584 173.22 MEDICARE 01/14/22 PAYROLL 011.0000.2105 UNITED STATES TREASURY330 04/15/2022 293584 (2.41) ROUNDING 010.0000.4818 UNITED STATES TREASURY $ 1,120,120.53 Page 17 of 257 ATTACHMENT 2 . General Fund 346,969.56 5101 Salaries Full time 223,041.61 Streets Fund 16,345.98 5101 Volunteer Employee Retirement - American Rescue Plan Act 3,737.38 5102 Salaries Part-Time - PPT 5,827.89 Sewer Fund 9,454.99 5103 Salaries Part-Time - TPT 14,597.78 Water Fund 15,534.71 5105 Salaries OverTime 10,112.37 392,042.62 5106 Salaries Strike Team OT - 5107 Salaries Standby 1,688.30 5108 Holiday Pay 6,153.79 5109 Sick Pay 4,658.59 5110 Annual Leave Buyback - Administrative Services - 5111 Vacation Buyback - Information Services - 5112 Sick Leave Buyback - Community Development - 5113 Vacation Pay 5,639.22 Police 9,208.18 5114 Comp Pay 4,731.75 Public Works - Maintenance 307.10 5115 Annual Leave Pay 5,618.82 Public Works - Enterprise 597.09 5116 Salaries - Police FTO - Recreation - Administration - 5121 PERS Retirement 30,682.07 Recreation - Special Events - 5122 Social Security 20,445.93 Children In Motion - 5123 PARS Retirement 313.63 10,112.37 5126 State Disability Ins. 965.14 5127 Deferred Compensation 741.66 5131 Health Insurance 49,878.78 5132 Dental Insurance 3,025.50 5133 Vision Insurance 792.20 5134 Life Insurance 362.53 5135 Long Term Disability 664.95 5137 Leave Payouts - 5142 Unemployment Insurance - 5143 Uniform Allowance - 5144 Car Allowance 837.50 5146 Council Expense - 5147 Employee Assistance - 5148 Boot Allowance - 5149 Motor Pay 137.61 5150 Bi-Lingual Pay 150.00 5151 Cell Phone Allowance 975.00 392,042.62 OVERTIME BY DEPARTMENT: Total FCFA payroll cost for this period is $174,376.94. FCFA payroll and accounts payable expenditures are processed as part of the JPA financial services agreement between Arroyo Grande, Grover Beach and Oceano Community Services District. Arroyo Grande's portion of the FCFA annual budget is identified in the contractual services budget. CITY OF ARROYO GRANDE DEPARTMENTAL LABOR DISTRIBUTION PAY PERIOD 03/18/2022 - 03/31/2022 4/8/2022 BY FUND BY ACCOUNT Page 18 of 257 Item 8.b. MEMORANDUM TO: City Council FROM: Nicole Valentine, Administrative Services Director BY: Lynda Horejsi, Accounting Manager SUBJECT: Consideration of Statement of Investment Deposits DATE: May 10, 2022 SUMMARY OF ACTION: Presentation of the City’s investment deposits as of March 31, 2022. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: There is no funding impact to the City related to these reports. However, the City does receive interest revenue based on the interest rate of the investments. No or minimal future staff time is projected. RECOMMENDATION: Receive and file the attached report listing investment deposits of the City of Arroyo Grande as of March 31, 2022, as required by Government Code Section 53646(b). BACKGROUND: The Administrative Services department has historically submitted to the City Council a monthly report, providing the following information: 1. Type of investment. 2. Financial institution (bank, savings and loan, broker, etc). 3. Date of maturity. 4. Principal amount. 5. Rate of interest. 6. Current market value for all securities having a maturity of more than 12 months. 7. Relationship of the monthly report to the annual statement of investment policy. Page 19 of 257 Item 8.b. City Council Consideration of Statement of Investment Deposits May 10, 2022 Page 2 ANALYSIS OF ISSUES: This report represents the City’s investments as of March 31, 2022. It includes all investments managed by the City, the investment institution, investment type, book value, maturity date, and rate of interest. As of March 31, 2022, the investment portfolio was in compliance with all State laws and the City’s investment policy. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Recommended Alternative - Approve staff’s recommendation to receive and file the attached report listing the investment deposits; 2. Do not approve staff’s recommendation; or 3. Provide other direction to staff. ADVANTAGES: Safety of principal is the foremost objective of the City. Investments are undertaken in a manner that seeks to ensure the preservation of capital in the overall portfolio. DISADVANTAGES: Some level of risk is present in any investment transaction. Losses could be incurred due to market price changes, technical cash flow complications such as the need to withdraw a non-negotiable Time Certificate of Deposit early, or even the default of an issuer. To minimize such risks, diversifications of the investment portfolio by institution and by investment instruments are being used as much as is practical and prudent. 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. Attachments: 1. Portfolio Summary: March 31, 2022 Page 20 of 257 ATTACHMENT 1City of Arroyo Grande300 E. Branch St.Arroyo Grande, CA 93420Phone: (805) 473-5400CITY OF ARROYO GRANDEPortfolio ManagementPortfolio SummaryMarch 31, 2022Investments Principal ValueCurrent Market Value Interest Rate Date of PurchaseTerm Maturity Date% of PortfolioLocal Agency Investment Fund13,092,511.47$ 13,092,511.47$ 0.234%47.563%Certificates of DepositPacific Premier Bank 249,000.00 249,000.00 0.200% February 21, 2022 12 mos February 21, 2023 0.905%Firstbank Puerto Rico 249,000.00 249,000.00 1.700% October 25, 2019 30 mos April 25, 2022 0.905%Ally Bank 247,000.00 247,000.00 2.150% July 22, 2019 36 mos July 22, 2022 0.897%TIAA FSB Jacksonville 247,000.00 247,000.00 2.100% July 12, 2019 36 mos July 12, 2022 0.897%Sallie Mae Bank/Salt Lake 247,000.00 247,000.00 1.900% October 3, 2019 36 mos October 3, 2022 0.897%Eaglebank Bethesda Maryland 249,000.00 249,000.00 1.850% October 4, 2019 36 mos October 4, 2022 0.905%Goldman Sachs Bank USA 247,000.00 247,000.00 1.850% October 24, 2019 36 mos October 24, 2022 0.897%1st Security Bank Washington 249,000.00 249,000.00 1.700% October 4, 2019 42 mos April 4, 2023 0.905%Morgan Stanley Private Bank 247,000.00 247,000.00 2.250% July 11, 2019 45 mos July 11, 2023 0.897%Merrick Bank 249,000.00 249,000.00 1.800% October 16, 2019 48 mos October 16, 2023 0.905%BMW Bank North America 249,000.00 249,000.00 0.500% July 16, 2021 36 mos July 16, 2024 0.905%Enerbank USA 247,000.00 247,000.00 1.850% October 25, 2019 60 mos October 25, 2024 0.897%Flagstar Bank 245,000.00 245,000.00 0.850% May 15, 2020 60 mos May 15, 2025 0.890%New York Community Bank 249,000.00 249,000.00 0.550% July 1, 2021 48 mos July 1, 2025 0.905%UBS Bank USA 249,000.00 249,000.00 0.900% July 21, 2021 60 mos July 21, 2026 0.905%Toyota Financial Savings Bank 248,000.00 248,000.00 0.950% July 22, 2021 60 mos July 22, 2026 0.901%Bank United NA 249,000.00 249,000.00 1.350% December 8, 2021 60 mos December 8, 2026 0.905%Capital One Bank USA 248,000.00 248,000.00 1.250% December 8, 2021 60 mos December 8, 2026 0.901%Beal Bk Plano TX 247,000.00 247,000.00 1.350% March 26, 2022 36 mos March 26, 2025 0.897%Beal Bk Las Vegas NV 247,000.00 247,000.00 1.250% March 26, 2022 36 mos March 26, 2025 0.897%Total Certificates of Deposit4,958,000.00 4,958,000.00 18.011%Agency BondsFederal Farm Credit Bank 2,500,000.00 2,481,982.50 1.600% November 1, 2019 48 mos November 1, 2023 9.082%Federal Farm Credit Bank 1,999,314.00 1,916,746.00 0.350% December 4, 2020 42 mos May 16, 2024 7.263%Federal Farm Credit Bank 998,431.00 941,050.00 0.430% March 17, 2021 48 mos March 3, 2025 3.627%Federal Natl Mortgage Assn 1,000,000.00 931,581.00 0.500% October 20, 2020 60 mos October 20, 2025 3.633%Federal Home Loan Bank 999,500.00 929,719.00 0.800% March 17, 2021 60 mos March 10, 2026 3.631%Federal Home Loan Bank 994,396.00 981,702.00 0.800% March 17, 2021 60 mos March 10, 2026 3.612%Total Agency Bonds8,491,641.00 8,182,780.50 30.849%Treasury ObligationsU.S. Treasury Z-2026 Series 984,728.00 930,156.00 1.100% December 6, 2021 53 mos May 31, 2026 3.577%Total Agency Bonds984,728.00 930,156.00 3.577%TOTAL INVESTMENTS27,526,880.47$ 27,163,447.97$ 100.000%Page 21 of 257 Item 8.c. MEMORANDUM TO: City Council FROM: Nicole Valentine, Administrative Services Director SUBJECT: Consideration of Fiscal Year 2021-22 Third Quarter Financial Status Report DATE: May 10, 2022 SUMMARY OF ACTION: Consider and file the Fiscal Year (FY) 2021-22 Third Quarter Financial Status Report. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: Preparation of the Third Quarter Financial Status Report requires staff time within the existing work plan and budget for the Administrative Services Department. At the end of the third quarter, FY 2021-22 revenues for the General Fund were $13.7 million, or four percent (4%) above the Budget Target. Actual Expenditures were $13.1 million, and below the Budget Target by $3.1 million (19%). RECOMMENDATION: Receive, consider, and file the FY 2021-22 Third Quarter Financial Status Report. BACKGROUND: 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 Third Quarter Financial Status Report is the third of four financial performance reports that staff will present to Council during the 2021-22 fiscal year. The purpose of the FY 2021-22 Third Quarter Financial Status Report is to:  Compare third quarter revenues received and expenditures incurred to the third quarter 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 Page 22 of 257 Item 8.c. City Council Consideration of Fiscal Year 2021-22 Third Quarter Financial Status Report May 10, 2022 Page 2  Provide other key third quarter information, including headcount statistics and completed Capital Improvement Projects, and completed Budget Adjustment Requests. The City’s actual third quarter financial results will be compared to both the prior year’s third quarter and the budgeted Target. During FY 2020 -21, the General Fund revenue and expenditure Target was calculated as three-fourths (75%) of the FY 2020-21 Budget, or basically nine equal months of the budget. For FY 2021-22, staff has revised this approach to more accurately reflect what is expected through March 2022. The Target for expenditures is calculated as three-fourths (75%) of the FY 2021-22 Budget and represents the 9-month period from July 2021 through March 2022, except for the Non- Departmental Annual Payments line that has a Target of the full budget items that are expended at the beginning of the fiscal year. This approach increased the Target from 75% to 77.73% through the end of the third quarter. The Target for revenues does not use the 75% Target but a Target of 67.5% that more accurately reflects the anticipated revenues to be received at the end of the third quarter of the fiscal year. Using the Target as a comparator against actual results provides a simplified method to evaluate performance at the end of the third quarter. ANALYSIS OF ISSUES: Third Quarter Revenue and Expenditures Compared to Prior Year Current Year Third Quarter Actuals Compared to Prior Year Third Quarter Actuals Governmental Funds includes Special Revenue Funds, Debt Service Funds, as well as the General Fund. The majority of the revenue and expenditure variances in Governmental Funds were attributed to variances within the General Fund and the newly created American Rescue Plan Act (ARPA) Fund, which is separate from the General Fund. The General Fund is the primary operating fund of the City and accounts for resources and services traditionally associated with government. General Fund revenues at the end of the third quarter of this year were $1.4 million higher than third quarter of the prior year. Expenditures were also $540,551 higher at the end of the third quarter of the current fiscal year versus third quarter of the prior year. A more thorough explanation of third quarter changes is set forth in the attached financial report. The following is a summary of third quarter changes between the two fiscal years. 3rd QTR FY 2021-22 3rd QTR FY 2020-21 Variance Revenue 13,712,916$ 12,337,731$ 1,375,185$ Expenditures 13,178,274$ 12,637,723$ 540,551$ General Fund Page 23 of 257 Item 8.c. City Council Consideration of Fiscal Year 2021-22 Third Quarter Financial Status Report May 10, 2022 Page 3 Revenue ($1.4 million higher) The majority of the $1.4 million variance between third quarter of this year and the prior third quarter is related to an increase in Property Tax, Sales Tax and Transient Occupancy Tax revenue received at the end of the third quarter of FY 2021-22 that was lower in the third quarter of FY 2020-21. Expenditures ($540,551 higher) As mentioned, third quarter expenditures compared to the prior year were higher by $540,551. The majority of the variance between the two fiscal third quarter reports is related to timing and payment of Liability and Property Insurance, as well as an intentional delay in hiring four positions in the first half of FY 2020-21. Third Quarter Revenue and Expenditures Compared to Target Current Year Third Quarter Actuals Compared to Target The table above compares third quarter actual results to the budgeted Target. Third quarter actual revenue was above the Target by $502,947. Third quarter actual expenditures were below the Target by $3.1 million. The following is a summary of the third quarter revenue and expenditure variances compared to the budgeted Target. A more thorough explanation of third quarter variances is set forth in the attached financial report. Revenue ($502,947 higher) Revenue for FY 2021-22 was budgeted conservatively due to the many unknowns related to the ongoing COVID-19 pandemic, which resulted in third quarter revenue being above the Target. 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 is received in December 2021. The second installment is due on April 1st and will be reflected in the fourth quarter report. Actual revenue received in this category was higher than th e Target by $157,358. FY 2021-22 3rd QTR Target FY 2021-22 3rd QTR Actuals Variance Revenue 13,209,969$ 13,712,916$ 502,947$ Expenditures 16,327,728$ 13,178,274$ (3,149,454)$ General Fund Page 24 of 257 Item 8.c. City Council Consideration of Fiscal Year 2021-22 Third Quarter Financial Status Report May 10, 2022 Page 4  The Sales Tax Target identified in the third quarter report is based on seven months of revenue, taking into account the timing of anticipated payments, as actual sales tax receipts by March 31, 2022, represent seven months of payments (Jul – Jan). Nonetheless sales tax realization through third quarter is higher than the Target by $132,464 indicating stronger than expected economic activity early in this fiscal year.  License and permit revenue fell short of the Target by $109,123. Planning Division revenue fell short of the Target by $81,205. The Target is based on 75% or 9 months of the fiscal year’s total budget. The majority of the variance is due to fewer permits being issued through the end of the third quarter than estimated in the Target. Revenue in this category is customer driven and fluctuates over the course of a year as well as year over year based on demand.  Transient Occupancy Tax (TOT) revenue is reflecting an $270,461 favorable variance to the Target. The Target and actual TOT revenue represents only eight months of TOT receipts due to the timing of payments. Lodging facilities have thirty days after the month’s end to submit their TOT assessments. Expenditures ($3.1 million lower) Actual third quarter expenditures were $3,149,454 under the Target. All of the City’s departments are under their spending Targets. Some of the more significant savings occurred in the Police, Administrative Services, and Community Development Departments.  A portion of the variance is attributed to the annual CalPERS UAL retirement payment. This payment was budgeted at $1,571,900 but the actual expenditure was $1,519,503, resulting in a favorable variance to the budget of $52,397.  Other favorable departmental variances compared to the Target include salary savings and lower contractual service spending, as described in more detail in the report (Attachment 1). ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Receive and file the Fiscal Year 2021-22 Third Quarter Financial Status Report; 2. Provide other direction to staff. ADVANTAGES: The financial report presents an updated review of the City’s financial performance in the through the end of the third quarter of FY 2021-22. DISADVANTAGES: No disadvantages have been identified at this time. Page 25 of 257 Item 8.c. City Council Consideration of Fiscal Year 2021-22 Third Quarter Financial Status Report May 10, 2022 Page 5 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. Attachments: 1. Fiscal Year 2021-22 Third Quarter Financial Status Report Page 26 of 257 ATTACHMENT 1 Page 1 City of Arroyo Grande Fiscal Year 2021-22 Third Quarter Financial Status Report INTRODUCTION The following report is an overview of the City’s fiscal position at the end of the third quarter of Fiscal Year (FY) 2021-22. 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 third quarter of the fiscal year and compare actual results to the prior year and the budgeted Target, to determine the City’s performance. The third quarter report timeframe is July 1, 2021, through March 31, 2022. The financial report is organized in the following sections: Section 1 – an overview of City’s financial position after the completion of third quarter of FY 2021-22. This includes a comparison of third quarter results between the current and prior year. In addition, third quarter results will be compared to the budgeted Target. 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 third 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 third quarter along with their final costs. Section 4 – a listing of Budget Amendment Requests previously approved by Council or approved administratively and completed in the third quarter. ENSURING FISCAL STABILITY: In Fall 2020, the City Council established a goal to ensure financial stability for the organization throughout the planning, budgeting, and expenditure process, including preparation and presentation of year-end and quarterly financial reports. Page 27 of 257 ATTACHMENT 1 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 (i.e. Special Revenue and Debt Service 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 for 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 and 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 expenses 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 FundPage 28 of 257 ATTACHMENT 1 Page 3 CURRENT YEAR ACTUALS COMPARED TO PRIOR YEAR Table 1 below reflects revenue and expenditure patterns through the end of the third quarter of FY 2021- 22 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 table reflect the third quarter actuals for both revenue and expenditures. Table 1 The following discussion focuses on both the City’s Governmental Funds and the General Fund and provides a comparison between third quarter results for the current and prior year for both revenue and expenditures. Governmental Funds and General Fund revenue and expenditures for the third quarter of this year are generally 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 third quarter of FY 2021-22, Governmental Fund revenue was $4.0 million higher than the prior year, and expenditures were $479,755 higher. The majority of the revenue and expenditure variances in Governmental Funds were attributed to variances within the General Fund and the newly created American Rescue Plan Act (ARPA) Fund, which is separate from the General Fund and not otherwise addressed in this report. The Governmental Funds category includes the General Fund as well as other Special Revenue Funds. The General Fund and ARPA 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. General Fund revenue through the end of the third quarter of FY 2021-22 was $1.4 million higher than the third quarter of the prior year. The largest variances are related to an increase in Property Tax, Sales Tax, and Transient Occupancy Tax. Expenditures were $540,551 million higher through the end of the third quarter of this year versus the prior year. The largest component of the expenditure variance is due to the timing of allocation of PERS prepayments; in FY 2020-21, PERS prepayments were accounted for each quarter and in FY 2021-22 this is accounted for at time of payment in July. ARPA Fund – The ARPA Fund was created to help separately track funding provided pursuant to the American Rescue Plan Act. This Act is intended to provide financial aid to families, governments, businesses, schools, non-profits and others impacted by the COVID-19 public health crisis. To date the 3rd QTR FY 2021-22 3rd QTR FY 2020-21 Variance Revenue 19,639,156$ 15,615,565$ 4,023,591$ Expenditures 14,970,655$ 14,490,900$ 479,755$ 3rd QTR FY 2021-22 3rd QTR FY 2020-21 Variance Revenue 13,712,916$ 12,337,731$ 1,375,185$ Expenditures 13,178,274$ 12,637,723$ 540,551$ Governmental Funds General Fund Page 29 of 257 ATTACHMENT 1 Page 4 City has received $2,150,121, which in FY 2021-22 created an increase in governmental revenues. Minimal expenditures related to COVID-19 have been incurred through the end of the third quarter of this fiscal year. GENERAL FUND IMPACTS The following discussion focuses on the City’s General Fund performance. 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 by a summarized look at FY 2021-22 third quarter actual expenditures compared to the Target (Table 3). Lastly, a discussion of General Fund revenue is included, which compares third quarter actual results to the Target (Table 4). The City’s actual third quarter financial results will be compared to both the prior year’s third quarter and the budgeted Target. Using the Target as a comparator against actual results provides a simplified method to evaluate performance for the third quarter. During FY 2020-21, the Target was calculated as three- fourths (75%) of the FY 2020-21 Budget, or basically nine equal months of the budget. For FY 2021-22, staff has revised this approach to more accurately reflect actual receipts expected through March 2022. The Target for expenditures is calculated as three-fourths (75%) of the FY 2021-22 Budget and represents the 9-month period from July 2021 through March 2022, except for the Non-Departmental Annual Payments line that has a Target of the full budget. This approach increased the expenditure Target from 75% to 77.73% at the end of the third quarter. The Target for revenues does not use the 75% Target but a Target of 67.5% that more accurately reflects the anticipated revenues to be received at the end of the third quarter of the fiscal year. Revenue realization is typically low at the end of the third quarter due to the timing of receipt of major tax revenues, the time lag involved in billing cycles, and the receipt of reimbursements. Chart 1 Chart 1 shows a simple comparison of actual revenue and expenditures at the end of the third quarter compared to the Target. The actual third quarter General Fund revenue is more than the budgeted Target by $502,947. Property Tax, Sales Tax and Transient Occupancy Tax are all trending to show positive results when compared to the Target through the third quarter. Actual expenditures through the third quarter totaled $13.2 million, or 63% of the full year’s Budget, and are under the Target by $3,149,454. A more detailed discussion on General Fund revenue and expenditure variances is included later in this report. Page 30 of 257 ATTACHMENT 1 Page 5 Table 2 Table 2 reflects major expenditure cost categories within the General Fund. This chart is intended to explain where the City’s resources were spent through the end of the third quarter of the fiscal year. Within the total expenditures of $8.3 million, 62.6% of the City’s costs are associated with personnel, 34.6% with operating and maintenance, 1% for the City’s debt service and capital outlay, and 1.7% with transfers to other funds. Table 3 reflects the third quarter 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, third quarter expenditures were $3,149,454 under the Target. Though all City departments were under their spending Targets, some of the more significant savings occurred in the Administrative Services, Police, and Community Development Departments. A more detailed explanation of key expenditure variances by individual department/division is provided below. KEY EXPENDITURE VARIANCES FOR INDIVIDUAL DIVISIONS/DEPARTMENTS The Administrative Services Department includes the City’s Fiscal as well as Information Technology functions. The City’s annual CalPERS UAL retirement payment was budgeted at $1,571,900 but the actual expenditure was $1,519,503, resulting in a favorable variance to the budget of $52,397. The remaining variance is related to CIP Fund Transfers of approximately $1.3 million through the end of the third quarter related to the approval of using excess reserve fund balance towards the pavement management program City Administration 1,129,656$ 847,242$ 656,715$ 190,527$ 17% Legislative & Information Services 439,875 329,906 253,629 76,277 17% Administration Services 5,874,405 4,405,804 3,039,591 1,366,212 23% Non-Departmental Annual Payments 2,290,692 2,290,692 2,238,295 52,397 2% Community Development 2,117,900 1,588,425 957,169 631,256 30% Police Department 6,033,354 4,525,016 3,993,724 531,291 9% Recreation Services 1,117,500 838,125 742,828 95,297 9% Public Works 2,003,358 1,502,519 1,296,322 206,197 10% TOTAL EXPEDITURES 21,006,740 16,327,728 13,178,274 3,149,454 15% % Fav/(Unfav) General Fund Department Variances - Third Quarter General Fund Department 2021-22 Budget 2021-22 3rd QTR Actuals Dollar Fav/(Unfav) 2021-22 3rd QTR Target Department: Administrative Services Division: 4120-Administrative Services and 4145-Non Departmental Issue: Overall savings CalPERS prepayment and CIP Fund Transfers Impact to General Fund: $1,366,212 savings FY 2021-22 % of 3rd QTR Actuals Actuals Personnel Costs 8,251,572$ 62.6% Operating Costs 4,563,312 34.6% Debt Service 121,045 0.9% Capital Outlay 12,845 0.1% Transfers Out 229,500 1.7% Total 13,178,274$ Expenditure Category Page 31 of 257 ATTACHMENT 1 Page 6 totaling $1,751,000. This project is still in process and will remain a variance until project completion in Q4 of this fiscal year. Police Services includes the functions of Administration, Patrol Services, Support Services and the Office of Traffic Safety (OTS) Grant for Traffic/DUI Enforcement Program, which, for simplicity, will be analyzed in total rather than by individual divisions. Some of the more significant variances in Police Services include:  The Police Patrol Division currently has two vacancies of its Police Officer positions and Training Technician through the end of the third quarter of FY 2021-22, resulting in labor savings of approximately $405,000.  The City’s contract with the County Sheriff Department for dispatch services is paid semiannually in the months of January and June. The January payment was made in the third quarter, and payment for the second half of these services will not be made until the fourth quarter, resulting in a third quarter favorable variance to the Target of $107,500.  The City’s contract with the County for Animal Control Services is paid quarterly; the October through December payment was made in January, resulting in a third quarter favorable variance to the Target of $18,600 due to the timing of payments. 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 end of the third quarter of the fiscal year and include:  The vacancy of the Building Permit Technician position in the Building division through the end of the third quarter resulted in labor savings of approximately $83,650. During this fiscal year, this service has been provided by the City’s Building Services contractor until the recruitment is completed.  The vacancy of the Permanent Planning Manager and Community Services Specialist positions in the Planning division in through third quarter resulted in labor savings of approximately $225,000. The Community Services Specialist position was filled in late March 2022.  The vacancy of the part-time Intern position and salary savings from the Engineering Permit Technician position being hired at a lower step than budgeted at third quarter resulted in labor savings of approximately $50,000.  Minimal contractual services for the Planning Division were incurred through the end of the third quarter resulting in $175,895 of favorability to the Target. The following table will summarize where these savings occurred: Department: Police Services Division: Various (4201, 4203, 4204, 4208, 4209) Issue: Overall savings in salaries and benefits Impact to General Fund: $531,291 savings Department: Community Development Division: Various (4301, 4130, 4212) Issue: Overall savings in salaries and contractual services Impact to General Fund: $631,256 savings Page 32 of 257 ATTACHMENT 1 Page 7  Contractual services for the Building division were lower than the Target by approximately $73,900. However, the January, February, and March invoices had not yet been paid at the end of the third quarter; these payments would bring this account over the Target by approximately $12,000.  Lower than expected contractual services for the Engineering Division were incurred through the end of the third quarter resulting in $15,133 of favorability to the Target. The following table will summarize where these savings occurred:  The variance for Community Development Travel and Membership Expenditures through the end of the third quarter results in $7,260 of favorability to the Target. This variance is related to the continued COVID-19 pandemic and its impact on trainings being attended this fiscal year. KEY REVENUE VARIANCES BY ACCOUNT Table 4 – General Fund Revenue As reflected in Table 4, third quarter actual revenue was over the Target by $502,947. This table uses a Target of 67.5% that more accurately reflects the anticipated revenues to be received in the third quarter of the fiscal year. A more detailed discussion is included below to help explain actual revenue variances through the end of the third quarter compared to the Target. Budget Target Expenditures Variance 150,000 112,500 - 112,500 10,000 7,500 - 7,500 50,000 37,500 - 37,500 30,000 22,500 4,105 18,395 240,000 180,000 4,105 175,895 On-Call Planning Services and Misc. Planning Studies On-Call Environmental Review Services Comprehensive General Plan Studies Comprehensive General Plan Update Planning Contractual Services Engineering Contractual Services Budget Target Expenditures Variance Stormwater: 2nd Nature Software 9,000 6,750 8,324 (1,574) Annual Water Quality Testing/Report 15,000 11,250 2,738 8,513 MS4 Permit 7,000 5,250 10,602 (5,352) On-Call Engineering Services 80,000 60,000 46,454 13,546 111,000 83,250 68,117 15,133 Property Tax 5,665,926$ 4,249,445$ 4,406,802$ 157,358$ 3% Sales Tax 4,487,142 2,617,500 2,749,963 132,464 3% Transient Occ. Tax 972,000 648,000 918,461 270,461 28% Property Tax in Lieu of VLF 1,895,649 947,825 950,724 2,899 0% Franchise Fees 696,900 348,450 338,986 (9,464) -1% License & Permit Fees 571,200 428,400 319,277 (109,123) -19% User Fees 504,000 378,000 448,503 70,503 14% Planning Fees 510,500 382,875 301,670 (81,205) -16% Recreation Fees 512,595 384,446 539,608 155,162 30% Transfers In 3,089,400 2,317,050 2,271,815 (45,235) -1% Other Revenue 677,305 507,979 467,106 (40,873) -6% TOTAL 19,582,617 13,209,969 13,712,916 502,947 3% FY 2021-22 3rd QTR Target % Fav/(Unfav) General Fund Revenue Variances - Third Quarter REVENUE BY CATEGORY 2021-22 Budget FY 2021-22 3rd QTR Actuals Dollar (Unfav)/Fav Page 33 of 257 ATTACHMENT 1 Page 8 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 bills 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 2021. The second property tax bill installment is received in April 2022 and will be included in the fourth quarter report. Property tax typically represents around 31% of the City’s annual revenue. The Target is based on nine months of Property Tax revenue. Actual revenue received in this category was higher than this Target in part because many taxpayers made the full payment in December. Sales Tax – Sales tax realization through the end of the third quarter is higher than the Target due to better than anticipated performance and economic recovery. Actual sales tax revenue received through the end of the third quarter was $2,749,963 and represents seven months of payments (Jul – Jan). Transient Occupancy Tax (TOT) – TOT revenue is reflecting an $270,461 favorable variance to the Target. The Target and actual TOT revenue represents only eight 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. 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 payment was received on January 14, 2022. The Target for this revenue is 50% at the end of the third quarter. Franchise Fees – Seven months of franchise fees were received from South County Sanitary Services (Waste Connections) through the end of the third quarter. In addition, Charter Communications franchise fees earned in the third quarter will not be paid and received until the fourth quarter. In light of the timing of payments, the Target is based on 6 months of revenue. Without the Charter Communications franchise fee receipts, the actual revenue at the end of the third quarter is lower than the Target by $9,464. License & Permit Fees and Planning Fees – License and permit revenue fell short of the Target by $109,123. Planning revenue fell short of the Target by $81,205. The majority of the variance is due to fewer permits being issued through the end of the third quarter than estimated in the Target. The Target is based on 75% or 9 months of the fiscal year’s total budget. Revenue in this category is customer driven and fluctuates over the course of a year as well as year over year based on demand. Recreation Fees – Recreation revenue is reflecting a $155,162 favorable variance to the Target. The Target is based on 9 months of the fiscal year’s total budget. The recreation revenue budget estimates were conservative due to the many unknowns related to childcare activities and the COVID-19 pandemic and have already exceeded the full fiscal year budgeted revenue total. Page 34 of 257 ATTACHMENT 1 Page 9 SECTION 2: POSITION CHANGES AND HEADCOUNT NUMBERS POSITION ALLOCATION CHANGES MADE BY THE CITY COUNCIL (3rd Quarter) None made during this quarter. FULL TIME EQUIVALENT (FTE) BY DEPARTMENT – PERMANENT STAFF ONLY The following table reflects FTE staffing by department as of March 31, 2022. 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. EMPLOYEE VACANCY RATE The City’s employee vacancy rate at the end of the third quarter of FY 2021-22 was 9.3%. 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. Department Adopted Budget Headcount (FTE’s) Vacancies (3rd QTR) % of Total Staffing Vacant Positions City Manager & Human Resources 2 - 3% Administrative Services 7 - 9% Community Development 10 2 13%Planning Manager, Building Permit Technician Legislative & Info Services 2 - 3% Police Services 29 3 39%Police Officer (2), Training Technician Public Works 22 2 29%2 Maintenance Workers Recreation Services 3 - 4% Total 75 7 100% Page 35 of 257 ATTACHMENT 1 Page 10 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 third quarter of FY 2021-22. CIP Number Project Title Comments Total Amount Budgeted for Project Total Final Project Costs % Expended Funding Sources 612-5849 Manhole Rehabilitation The project consisted of cleaning and coating 4 existing sewer manholes.107,254 37,413 35% Sewer Fund, Developer Funds 350-5678 Castllo Del Mar Extension The project consisted of roadway extension, multi-use path, drainage improvements, waterline relocation, landscaping, and street lighting. 1,095,371 1,086,269 99% Sales Tax, Developer Funds, Other Gov Agencies 350-5638 2021 Striping Refresh The project consisted of restriping sections of various streets within the City. 60,000 60,000 100%Sales Tax FY 2021-22 Third Quarter - Completed Capital Improvement Projects Page 36 of 257 ATTACHMENT 1 Page 11 SECTION 4: APPROPRIATION TRANSFERS AND BUDGET ADJUSTMENTS Administrative and Previously-Approved Third Quarter Budget Adjustments The following third quarter budget adjustments were previously approved by Council or are classified as administrative and not requiring Council approval. $115,800 Capital Improvement: Appropriated ARPA funding of $115,800 to the 251 E Grand Avenue Project (Chevron Station) to allow the continuance of emergency repairs through a reallocation of a portion of ARPA funds from the Stormwater Master Plan Update/Watershed Management Plan and the Corp Yard Stormwater Compliance Plan Implementation. Approved on 02/08/2022 Council meeting, item 8.f. 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. Page 37 of 257 Item 8.d. MEMORANDUM TO: City Council FROM: Nicole Valentine, Administrative Services Director BY: Walt Cuzick, Information Technology Manager SUBJECT: Consideration of a Resolution Declaring Surplus Property DATE: May 10, 2022 SUMMARY OF ACTION: The Declaration of Surplus Property will allow the City to dispose of electronic equipment that has reached its end of life, is obsolete, and/or is no longer used by the City. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: The items proposed for disposal include electronic equipment that has reached its end of life and/or has limited or no re-sale value. There will be a minimal impact to personnel resources to arrange for the disposal of the surplus property. There will be a charge of $1,020 for certified hard drive destruction, and equipment disposal. Funding is available in the current Information Technology budget to cover this expense. RECOMMENDATION: Adopt a Resolution declaring certain property as surplus and authorizing its disposal. BACKGROUND: Pursuant to City Policy C-006, the City periodically replaces standard equipment based on certain criteria. Staff has conducted an inventory of the City’s electronic equipme nt that is at the end of its life cycle, or is no longer used and currently being stored. All Green Electronics Recycling has been identified as a reliable recycling provider with the ability to perform certified data destruction and equipment disposal whi ch will ensure City information is kept secure and equipment is disposed of responsibly. Having the ability to surplus end of life equipment will free up valuable space and help to sustain an efficient operating environment. Page 38 of 257 Item 8.d. City Council Consideration of a Resolution Declaring Surplus Property May 10, 2022 Page 2 ANALYSIS OF ISSUES: Based on established equipment replacement schedules, outdated and unusable equipment is replaced to ensure an efficient and reliable operating environment. Equipment removal results in a surplus inventory which consumes valuable storage space. By utilizing a recycling method designed specifically for electronic equipment, the City will have the ability to dispose of surplus inventory and ensure proper data destruction practices are in place. The inventory of electronic equipment that is no longer utilized includes older workstations, servers, monitors, printers, switches, and DVR’s. It is requested that the City Council declare the list of electronic equipment found in Exhibit A of the attached Resolution as surplus property and authorize its disposal through an e- waste recycling program. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Adopt the Resolution declaring certain property as surplus and authorizing its disposal; 2. Do not adopt the Resolution; or 3. Provide other direction to staff. ADVANTAGES: The City will gain storage space, ensure data security with certified hard drive destruction, and responsibly dispose of e-waste. DISADVANTAGES: No disadvantages are identified. 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. Attachments: 1. Proposed Resolution Page 39 of 257 ATTACHMENT 1 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING CERTAIN PROPERTY AS SURPLUS AND AUTHORIZING ITS DISPOSAL WHEREAS, the City has certain electronic equipment (“surplus items”) which has exceeded its useful life or is obsolete and no longer serves the needs of the City; and WHEREAS, City storage space is at a premium and there is a need to dispose of surplus items in order to make available more storage space; and WHEREAS, the items are classified as surplus property and can be made available for disposal/sale. NOW THEREFORE IT BE RESOLVED by the City Council of the City of Arroyo Grande that the surplus items listed on Exhibit A, attached hereto and incorporated by reference, are no longer needed for municipal purp oses and the City Council hereby authorizes their disposal/sale. On motion of Council Member ______________, seconded by Council Member _____________, and by the following roll call vote to wit: AYES: NOES: ABSENT: The foregoing Resolution was passed and adopted this 10th day of May, 2022. Page 40 of 257 RESOLUTION NO. PAGE 2 _____________________________________ CAREN RAY RUSSOM, MAYOR ATTEST: ______________________________________ JESSICA MATSON, CITY CLERK APROVED AS TO CONTENT: _______________________________________ WHITNEY MCDONALD, CITY MANAGER APPROVED AS TO FORM: _______________________________________ TIMOTHY J. CARMEL, CITY ATTORNEY Page 41 of 257 RESOLUTION NO. PAGE 3 Decomissioned Machines List Make Model Serial Number ITEM TYPE Notes DELL OPTIPLEX 380 9XZCFQ1 DESKTOP COMPUTER HDD REMOVED DELL OPTIPLEX 380 9XY9FQ1 DESKTOP COMPUTER HDD REMOVED DELL OPTIPLEX 380 9XZ8FQ1 DESKTOP COMPUTER HDD REMOVED DELL OPTIPLEX 790 6BKYXV1 DESKTOP COMPUTER HDD REMOVED DELL OPTIPLEX 380 9Y09FQ1 DESKTOP COMPUTER HDD REMOVED DELL OPTIPLEX 380 9XXCFQ1 DESKTOP COMPUTER HDD REMOVED ACER S200HQL MMLZ3AA0056020027C2485 LCD MONITOR ACER S200HQL MMLZ3AA005602024322485 LCD MONITOR ACER S200HQL MMLZ3AA005602007452485 LCD MONITOR ACER S200HQL MMLZ3AA005602025E92485 LCD MONITOR PLANAR PE1900-BK CRH439000119 LCD MONITOR HP J9450 CN0252G4JG NETWORK SWITCH HP J9450 CN0252G48Z NETWORK SWITCH HP J9021 CN812XI0QL NETWORK SWITCH HP J9021 CN747XI0JE NETWORK SWITCH DELL E02S F4J9HS1 NETWORK SERVER HDD REMOVED DELL E02S FQB5HQ1 NETWORK SERVER HDD REMOVED REVO R16DVR3 11635410120436 DVR PRIME CONTACT i4.D1 DU4LJ9504523 DVR REVO RM185-OR1 REV1010ZCT00652 LED MONITOR VIEWSONIC VA702B PSX052203290 LED MONITOR HP PROLIANT DL360P MXQ33909D8 NETWORK SERVER HDD REMOVED HP PROLIANT DL360P MXQ33909D7 NETWORK SERVER HDD REMOVED HP LaserJet Pro 200 color MFP CNF8GCQDP7 PRINTER HP LaserJet Enterprise M605dn CNDCJ4513G PRINTER HP Z240 2UA6060PNN DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G1 SFF MXL4192NMQ DESKTOP COMPUTER HDD REMOVED VIEWSONIC VA702B PSX052607624 LED MONITOR DELL E228WFPC CN-OKU311-64180-7AJ-2P1L LCD MONITOR VIEWSONIC VA702B PSX063257314 LED MONITOR VIEWSONIC VA702B PSX063257594 LED MONITOR DELL E2213HB CN-0V8JY2-74261-35K-4V2B LCD MONITOR DELL OPTIPLEX 3020 418NL02 DESKTOP COMPUTER HDD REMOVED DELL OPTIPLEX 3020 42MML02 DESKTOP COMPUTER HDD REMOVED DELL OPTIPLEX 380 9XY7FQ1 DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini MXL6101J2N DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini MXL6472JF5 DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini MXL6101J2J DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini 2UA6122DT4 DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini MXL6101J2R DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini MXL6472JF4 DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini MXL6472JF7 DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini MXL6472JDY DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini MXL6101J2V DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini MXL6472JF6 DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini 2UA6471LTC DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini 2UA6471LTT DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini MXL65133CC DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini MXL65133BS DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini MXL60810KV DESKTOP COMPUTER HDD REMOVED HP ProDesk 400 G2 Mini 2UA6471LTM DESKTOP COMPUTER HDD REMOVED Miscellaneous N/A N/A Keyboards/Mouses/Cables/ Monitor Stands Old Accessories EXHIBIT A Page 42 of 257 1 Item 8.e. ACTION MINUTES REGULAR MEETING OF THE CITY COUNCIL April 26, 2022, 6:00 p.m. Hybrid City Council Chamber/Virtual Zoom Meeting Council Members Present: Mayor Ray Russom, Mayor Pro Tem George, Council Member Barneich, Council Member Paulding, Council Member Storton Staff Present: City Clerk Jessica Matson, City Attorney Timothy Carmel, City Manager Whitney McDonald, Assistant City Manager/Public Works Director Bill Robeson, Administrative Services Director Nicole Valentine, Community Development Director Brian Pedrotti, City Engineer Robin Dickerson, Human Resources Officer Tashina Ureno Given the recent increase in COVID-19 cases in San Luis Obispo County, and in compliance with Assembly Bill (AB) 361, which allows for a deviation of teleconference rules required by the Ralph M. Brown Act, this meeting was held hybrid in-person/virtually. _____________________________________________________________________ 1. CALL TO ORDER Mayor Ray Russom called the Regular City Council Meeting to order at 6:00 p.m. 2. ROLL CALL City Clerk Matson took roll call. 3. MOMENT OF REFLECTION 4. FLAG SALUTE Cub Scout Pack 13, led the flag salute. 5. AGENDA REVIEW 5.a. Closed Session Announcements None. 5.b. Ordinances read in title only None. Page 43 of 257 2 Item 8.e. 6. SPECIAL PRESENTATIONS 6.a. Update Regarding Countywide COVID-19 Efforts City Manager McDonald provided a brief update on COVID-19 including new quarantine and isolation guidance. Mayor Ray Russom invited public comment. No public comments were received. No action was taken on this item. 6.b. City Manager Communications Assistant City Manager Robeson provided information on scheduled Arbor Day activities. Mayor Ray Russom invited public comment. No public comments were received. No action was taken on this item. 6.c. Honorary Proclamation Recognizing April 30, 2022 as the 80th Anniversary of Arroyo Grande Enforcing Executive Order 9066 Mayor Ray Russom read the Honorary Proclamation Recognizing April 30, 2022 as the 80th Anniversary of Arroyo Grande Enforcing Executive Order 9066. Jim Gregory and Reiko Fukuhara, accepted the proclamation. Mayor Ray Russom invited public comment. No public comments were received. No action was taken on this item. 6.d. Honorary Proclamation Declaring May 2022 as "Asian American and Native Hawaiian/Pacific Islander Heritage Month” Mayor Ray Russom read the Honorary Proclamation May 2022 as "Asian American and Native Hawaiian/Pacific Islander Heritage Month”. Michael Boyer, Cornel Morton, and Kathleen Minck, Diversity Coalition San Luis Obispo, accepted the proclamation. Mayor Ray Russom invited public comment. No public comments were received. No action was taken on this item. 6.e. Honorary Proclamation Declaring May 2022 as “National Foster Care Month” Mayor Ray Russom read the Honorary Proclamation Declaring May 2022 as “National Foster Care Month”. Arya Jones, San Luis Obispo County Department of Social Services, accepted the proclamation. Mayor Ray Russom invited public comment. No public comments were received. No action was taken on this item. 6.f. Honorary Proclamation Declaring May 1-7, 2022 as “Public Service Recognition Week” Mayor Ray Russom read the Honorary Proclamation Declaring May 1-7, 2022 as “Public Service Recognition Week”. Tashina Ureno, Human Resources Officer, accepted the proclamation. Page 44 of 257 3 Item 8.e. Mayor Ray Russom invited public comment. No public comments were received. No action was taken on this item. 7. COMMUNITY COMMENTS AND SUGGESTIONS Mayor Ray Russom invited public comment. Speaking from the public were Patty Welsh, and Mary Verdin. No further public comments were received. 8. CONSENT AGENDA Mayor Ray Russom asked the Council if there were any questions or any items to be pulled from the consent agenda for further discussion. There were none. Mayor Ray Russom invited public comment. No public comments were received. Moved by Council Member Barneich Seconded by Council Member Storton Approve Consent Agenda Items 8.a. through 8.g., with the recommended courses of action. AYES (5): Mayor Ray Russom, Mayor Pro Tem George, Council Member Barneich, Council Member Paulding, and Council Member Storton Passed (5 to 0) 8.a. Consideration of Cash Disbursement Ratification Ratified the listing of cash disbursements for the period of March 16 through March 31, 2022. 8.b. Consideration of Adoption of a Resolution Creating a Recovered Organic Waste Product Procurement Policy as Required by Senate Bill 1383 Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE CREATING RECOVERED ORGANIC WASTE PRODUCT PROCUREMENT POLICY AS REQUIRED BY SENATE BILL 1383". 8.c. Approval of Minutes Approved the minutes of the Regular City Council Meeting of April 12, 2022, as submitted. 8.d. Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the Coronavirus (COVID-19) Pandemic Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING A CONTINUED LOCAL EMERGENCY RELATED TO THE CORONAVIRUS (COVID-19) PANDEMIC". 8.e. Consideration of Annual Report and Adoption of a Resolution of Intention for Levy of Annual Assessments for the Arroyo Grande Tourism Business Improvement District (AGTBID) 1) Received and approved the Annual Report; 2) Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING Page 45 of 257 4 Item 8.e. ITS INTENTION TO CONTINUE THE ARROYO GRANDE TOURISM BUSINESS IMPROVEMENT DISTRICT, TO CONTINUE THE BASIS FOR AND TO LEVY THE ASSESSMENTS FOR THE DISTRICT, AND TO SET A DATE FOR THE PUBLIC HEARING ON THE DISTRICT AND THE ASSESSMENT FOR THE 2022-23 FISCAL YEAR"; and 3) Set the date for a public hearing for May 24, 2022, in accordance with Streets and Highways Code Section 36534. 8.f. Consider Adoption of Resolutions Ordering the Preparation and Filing of Annual Engineer’s Reports for the Parkside Village and Grace Lane Assessment District, and Landscaping and Lighting District No. 1, Within Tract 1769, for FY 2022-23 Adopted Resolutions entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE ORDERING THE PREPARATION AND FILING OF THE ANNUAL ENGINEER’S REPORT FOR THE GRACE LANE ASSESSMENT DISTRICT FOR FISCAL YEAR 2022-2023"; "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE ORDERING THE PREPARATION AND FILING OF THE ANNUAL ENGINEER’S REPORT FOR THE PARKSIDE VILLAGE ASSESSMENT DISTRICT FOR FISCAL YEAR 2022-2023"; and "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE ORDERING THE PREPARATION AND FILING OF THE ANNUAL ENGINEERS REPORT FOR THE ARROYO GRANDE LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT NO. 1, WITHIN TRACT 1769, FOR FISCAL YEAR 2022-2023". 8.g. Monthly Water Supply and Demand Update Received and filed the monthly Water Supply and Demand Report. 9. PUBLIC HEARINGS None. 10. OLD BUSINESS 10.a. Discussion and Consideration of a Project Status Update and Design Services Proposals, and Direction Regarding a Preferred Option for the Brisco Interchange Modification Project Community Development Director Pedrotti introduced the item and City Engineer Dickerson provided a presentation of the item and responded to questions from Council. Council discussion ensued around Federal grant funds that were recently made available for the project. Mayor Ray Russom invited public comment. Speaking from the public were Jim Guthrie, Patty Welsh, and Sean Macias. No further public comments were received. Moved by Council Member Paulding Seconded by Council Member Barneich Received the Project status report, considered options regarding design services proposals received, and directed staff to defer award of a design contract for the Project and to work with SLOCOG (San Luis Obispo Council of Governments) to pursue a new funding opportunity. Page 46 of 257 5 Item 8.e. AYES (4): Mayor Pro Tem George, Council Member Barneich, Council Member Paulding, and Council Member Storton NOES (1): Mayor Ray Russom Passed (4 to 1) 11. NEW BUSINESS Mayor Ray Russom called for a brief break at 7:50 p.m. The Council reconvened at 7:55 p.m. 11.a. Discussion of Infrastructure Financing Options and Consideration of a Sales Tax Measure Administrative Services Director Valentine, Assistant City Manager/Public Works Director Robeson, City Manager McDonald, and Joe Ririe, Pavement Consultant presented the staff report and recommended that the Council: 1) Receive and file the 2022 PMP Update report; and 2) Direct staff to prepare a ballot measure for the November 8, 2022 consolidated election seeking a 1% local sales tax increase, to be provided at the June 14, 2022 City Council meeting. Council discussion ensued around adding language to the measure regarding an annual local sales tax allocation report, a public hearing every five years to review the need for the tax, and whether or not to include an advisory measure. City Manager McDonald responded to questions from Council. Mayor Ray Russom invited public comment. Speaking from the public were Daryl Sheck, Jim Guthrie, and Debbie Malicoat. City Clerk Matson read into the record written comments received from Nicole Bryant. No further public comments were received. City Attorney Carmel clarified the definitions of a special tax versus a general tax. Mayor Ray Russom requested staff pursue a Lease Revenue Bond. Council Member Paulding concurred and requested information regarding timing. Moved by Council Member Storton Seconded by Council Member Barneich 1) Receive and file the 2022 PMP Update report; 2) Direct staff to prepare a ballot measure for the November 8, 2022 consolidated election seeking a 1% local sales tax increase as a general tax, to be provided at a date uncertain; 3) Include language in the ballot measure regarding the use of the funds; 4) Include the requirement of an annual sales tax allocation report; and 5) Include the requirement of a public hearing every five years. AYES (5): Mayor Ray Russom, Mayor Pro Tem George, Council Member Barneich, Council Member Paulding, and Council Member Storton Passed (5 to 0) Page 47 of 257 6 Item 8.e. 12. CITY COUNCIL REPORTS The City Council provided brief reports from the following committee, commission, board, or other subcommittee meetings that they attended as the City’s appointed representative. 12.a. MAYOR RAY RUSSOM: 1. California Joint Powers Insurance Authority (CJPIA) 2. South San Luis Obispo County Sanitation District (SSLOCSD) 3. Tourism Business Improvement District Advisory Board 4. Other 12.b. MAYOR PRO TEM GEORGE: 1. County Water Resources Advisory Committee (WRAC) 2. Visit SLO CAL Advisory Board 3. Other 12.c. COUNCIL MEMBER BARNEICH: 1. Audit Committee 2. Homeless Services Oversight Council (HSOC) 3. Zone 3 Water Advisory Board 4. Other 12.d. COUNCIL MEMBER PAULDING: 1. Air Pollution Control District (APCD) 2. Brisco/Halcyon Interchange Subcommittee 3. Council of Governments/Regional Transit Authority/ South County Transit (SLOCOG/SLORTA/SCT) 4. REACH SLO Advisory Commission 5. Other 12.e. COUNCIL MEMBER STORTON: 1. Brisco/Halcyon Interchange Subcommittee 2. Five Cities Fire Authority (FCFA) 3. Integrated Waste Management Authority Board (IWMA) 4. South County Chambers of Commerce Governmental Affairs Committee 5. Other Page 48 of 257 7 Item 8.e. 13. COUNCIL COMMUNICATIONS None. 14. CLOSED SESSION None. 15. ADJOURNMENT There being no further business to come before the City Council, Mayor Ray Russom adjourned the meeting at 9:42 p.m. in honor of Arroyo Grande Businesswoman, Carol Wilkerson. _________________________ Caren Ray Russom, Mayor ATTEST: _________________________ Jessica Matson, City Clerk Page 49 of 257 Item 8.f. MEMORANDUM TO: City Council FROM: Whitney McDonald, City Manager Timothy J. Carmel, City Attorney SUBJECT: Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the COVID-19 Pandemic and Authorizing the Continuance of Remote Teleconference Meetings of the Legislative Bodies Pursuant to Government Code Section 54953(e)(3) DATE: May 10, 2022 SUMMARY OF ACTION: Adoption of the Resolution will continue the declared local emergency related to the COVID-19 pandemic and will also enable the City to continue to comply with the requirements of legislation, AB 361, to authorize the continued use of teleconferencing for meetings of the City’s legislative bodies. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: There are no direct fiscal impacts related to the proposed action; however, adoption of the Resolution will facilitate the ability for the City to request resources including financial support and reimbursement from the State Office of Emergency Services and the Federal Emergency Management Agency for costs incurred in preparation and/or response to the COVID-19 pandemic. RECOMMENDATION: Adopt a Resolution declaring a continued local emergency related to the Coronavirus (COVID-19) pandemic and authorizing the continuance of remote teleconference meetings pursuant to Government Code Section 54953(e)(3). BACKGROUND: As the City Council is aware, in accordance with Section 8.12.060 of the Arroyo Grande Municipal Code, the former City Manager, in his capacity as the Dire ctor of Emergency Services, proclaimed a local emergency on March 16, 2020, regarding the COVID -19 pandemic. The City Council ratified the proclamation at its regular meeting on March 24, 2020, and adopted resolutions declaring a continued local emergency since that time as the pandemic has persisted. Page 50 of 257 Item 8.f. City Council Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the COVID-19 Pandemic and Authorizing the Continuance of Remote Teleconference Meetings of the Legislative Bodies Pursuant to Government Code Section 54953(e)(3) May 10, 2022 Page 2 In addition, AB 361 amended Government Code Section 54953, adding a new subsection (e) that permits legislative bodies, when there is a proclaimed State of Emergency declared by the Governor pursuant to Government Code Section 8625, to make a determination to authorize meeting remotely via teleconferencing as a result of the emergency. To do so, a resolution would need to be adopted in which the legislative body finds that meeting in person would present imminent risks to the health or safety of attendees, or that State or local officials have imposed or recommended measures to promote social distancing. The City Council first adopted a Resolution making findings in accordance with AB 361 and Government Code Section 54953(e) at its September 28, 2021 meeting. The Resolution is valid for thirty (30) days after teleconferencing for the first time under the new regulations. If the State of Emergency remains active after that 30 day period, the local agency may act to renew its resolution authorizing remote teleconferenced meetings by passing another resolution which includes findings that the State of Emergency declaration remains active, the local agency has reconsidered the circumstances of the State of Emergency, and the local agency has either identified: A) ongoing, direct impacts to the ability to meet safely in-person, or B) active social distancing measures as directed by relevant State or local officials. In the past, the City has adopted separate resolutions related to the continuing emergency declaration and the continuance of remote teleconference meetings pursuant to Government Code Section 54953(e)(3). Staff has combined the two items into one resolution to eliminate the need for separate agenda items. ANALYSIS OF ISSUES: Arroyo Grande Municipal Code Section 8.12.065(C) provides that the City Council is to “Review the need for a continuing emergency declaration at regularly scheduled meetings at least every twenty-one (21) days until the emergency is terminated.” Accordingly, the City Council has adopted the appropriate Resolutions declaring a continued local emergency related to the COVID-19 pandemic within the required 21-day time period since the ratification of the proclamation at its March 24, 2020 meeting. This item is being presented to the City Council to satisfy the requirements of Section 8.12.065(C) given the ongoing State of Emergency proclaimed by the Governor, the ongoing public health orders issued by the State, and the ongoing work requi red of City staff to respond to the pandemic and these proclamations and orders. In addition, the draft Resolution will allow the City to continue conducting its public meetings via teleconference. The Resolution includes continued findings based upon a de termination that, as a result of the proclaimed State of Emergency in California due to the COVID-19 pandemic and its continued spread in San Luis Obispo County and Arroyo Grande Page 51 of 257 Item 8.f. City Council Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the COVID-19 Pandemic and Authorizing the Continuance of Remote Teleconference Meetings of the Legislative Bodies Pursuant to Government Code Section 54953(e)(3) May 10, 2022 Page 3 through the Omicron and BA2 variants of SARS-CoV-2, which are far more transmissible than prior variants of the virus and, as even fully vaccinated individuals can spread the virus to others, holding meetings in person would present imminent risks to the health or safety of attendees. While the Resolution provides authority for the City to continue conducting public meetings remotely for the next thirty (30) days, the City has also determined to resume meetings in-person prior to the expiration of that thirty-day period, and conducted the City Council meetings beginning on March 8, 2022, as in-person meetings at Council Chambers while also retaining an option for the public, staff, and consultants to participate via Zoom. It is recommended that the proposed Resolution be adopted to continue to provide flexibility for future meetings of the City Council and its advisory bodies in the event that guidance from the State or County Health Officers changes within the next thirty (30) days. This flexibility will also allow members of the City Council or advisory bodies to attend meetings remotely if they also desire or if they are required to quarantine due to exposure to COVID-19. Based upon the foregoing, it is recommended that the City Council adopt the Resolution declaring the need to continue the emergency declaration and also au thorizing the continuance of remote teleconference meetings pursuant to Government Code Section 54953(e)(3). ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Adopt the Resolution declaring the need to continue the declared local emergency and authorizing the continuance of remote teleconference meetings; 2. Do not adopt the Resolution; or 3. Provide other direction to staff. ADVANTAGES: Adoption of the Resolution will satisfy the requirement of the Arroyo Grande Municipal Code regarding the periodic review of the declared local emergency related to the COVID- 19 pandemic. It will also satisfy the requirements of Government Code Section 54953(e)(3) and allow the City to safely continue carrying out its business in a manner that will minimize the risk of contracting COVID-19 for everyone involved. DISADVANTAGES: No disadvantages have been identified to adopting the Resolution. ENVIRONMENTAL REVIEW: No environmental review is required for this item. Page 52 of 257 Item 8.f. City Council Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the COVID-19 Pandemic and Authorizing the Continuance of Remote Teleconference Meetings of the Legislative Bodies Pursuant to Government Code Section 54953(e)(3) May 10, 2022 Page 4 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. Proposed Resolution Page 53 of 257 ATTACHMENT 1 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING A CONTINUED LOCAL EMERGENCY RELATED TO THE CORONAVIRUS (COVID- 19) PANDEMIC AND AUTHORIZING THE CONTINUANCE OF REMOTE TELECONFERENCE MEETINGS OF THE LEGISLATIVE BODIES OF THE CITY OF ARROYO GRANDE PURSUANT TO GOVERNMENT CODE SECTION 54953(e) WHEREAS, in accordance with Section 8.12.060 of the Arroyo Grande Municipal Code, the former City Manager, in his capacity as the Director of Emergency Services proclaimed a local emergency on March 17, 2020, regarding the COVID-19 pandemic; and WHEREAS, the City Council ratified the emergency proclamation through adoption of Resolution No. 4974 at its regular meeting on March 24, 2020; and WHEREAS, Arroyo Grande Municipal Code Section 8.12.065(C) provides that the City Council is to review the need for a continuing emergency declaration at regularly scheduled meetings at least every twenty-one (21) days until the emergency is terminated; and WHEREAS, the City Council has adopted Resolutions declaring a continued local emergency related to the coronavirus (COVID-19) pandemic on April 14, April 28, May 12, May 26, June 9, June 23, July 14, August 11, August 25, September 8, September 22, October 13, October 27, November 10, November 24, December 8, 2020, January 12, January 26, February 9; February 23; March 9, March 23, April 13, April 27, May 11, May 25, June 8, June 22, July 27, August 10, August 24, September 14, September 28, October 12, October 26, November 9, November 23, December 14, 2021, January 11, January 25, February 8, February 22, March 8, March 22, April 12, and April 26, 2022; and WHEREAS, the Secretary of Health and Human Services Director issued a Determination that a Public Health Emergency Exists and has existed as of January 27, 2020 ; and WHEREAS, the President of the United States declared a State of Nati onal Emergency; the Governor of the State of California has proclaimed a State of Emergency for the State of California and issued Executive Orders and direction regarding measures to mitigate the spread of cases of COVID-19 within the State of California and all recitals set forth therein, are included as though fully set forth herein; and WHEREAS, subsequently, in March 2020, in response to the COVID -19 pandemic, Governor Newsom issued Executive Orders N-25-20 and N-29-20. These orders suspended certain elements of the Brown Act and specifically allowed for legislative Page 54 of 257 RESOLUTION NO. PAGE 2 bodies as defined by the Brown Act to hold their meetings entirely electronically with no physical meeting place. On June 11, 2021, Governor Newsom issued Executive Order N - 08-21 which provided that the provisions in Executive Order N-29-20 suspending certain elements of the Brown Act would continue to apply through September 30, 2021; and WHEREAS, on September 16, 2021 Governor Newsom signed AB 361, which added subsection (e) to Government Code section 54953 of the Brown Act, and makes provision for remote teleconferencing participation in meetings by members of a legislative body, without compliance with the requirements of Government Code section 54953(b)(3), subject to the existence of certain conditions; and WHEREAS, a required condition of AB 361 is that a state of emergency is declared by the Governor pursuant to Government Code section 8625, proclaiming the existence of conditions of disaster or of extreme peril to the safety of persons and property within the State caused by conditions as described in Government Code section 8558; and WHEREAS, the City Council has adopted a Resolution making findings in accordance with AB 361 and Government Code Section 54953(e) authorizing remote teleconference meetings on September 28, October 26, November 23, and December 14, 2021, and on January 25, February 22, March 22, and April 12, 2022; and WHEREAS, the COVID-19 pandemic continues to spread rapidly worldwide and in the U.S., continuing to present an immediate and significant risk to public health and safety, and resulting in serious illness or death to vulnerable populations, including the elderly and those with underlying health conditions. NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Arroyo Grande that: 1. All recitals set forth above, are true, correct and incorporated herein. 2. A local emergency is declared to continue to exist throughout the City of Arroyo Grande, and the City has been undertaking, and will continue through termination of this emergency to undertake necessary measures and incur nece ssary costs, which are directly related to the prevention of the spread of COVID -19 and are taken in furtherance of: the Secretary of Health and Human Services’ determination that a public health emergency has existed since January 27, 2020; the Governor’s Proclamation of a State of Emergency on March 4, 2020; the President of the United States’ Declaration of a National Emergency on March 13, 2020 and the City Director of Emergency Services’ Proclamation of Local Emergency on March 17, 2020; and related orders and directives. Page 55 of 257 RESOLUTION NO. PAGE 3 3. In accordance with the requirements of Government Code Section 54953(e)(3), the City Council of the City of Arroyo Grande hereby finds and determines that it has reconsidered the circumstances of the State of Emergency and that th e State of Emergency continues to exist and to directly impact the ability to meet safely in person due to the COVID-19 pandemic, and its continued spread in San Luis Obispo County and Arroyo Grande through the Omicron and BA2 variants of SARS-CoV-2, which are far more transmissible than prior variants of the virus, and can be spread to others even by fully vaccinated individuals, and therefore holding meetings in person would present imminent risks to the health or safety of attendees. 4. The City Manager and legislative bodies of the City of Arroyo Grande are hereby authorized and directed to take all actions necessary to carry out the intent and purpose of this Resolution including, continuing to conduct open and public remote teleconferencing meetings in accordance with the requirements of Government Code section 54953(e) and other applicable provisions of the Brown Act. 5. This Resolution shall take effect immediately upon its adoption and shall be effective for thirty (30) days after its adopt ion, subject to being extended for an additional 30 day period by the City Council’s adoption of a subsequent resolution in accordance with Government Code section 54953(e)(3) to further extend the time during which the legislative bodies of the City of Ar royo may continue to teleconference without compliance with paragraph (3) of subdivision (b) of Government Code section 54953. On motion of Council Member , seconded by Council Member , and by the following roll call vote, to wit: AYES: NOES: ABSENT: The foregoing Resolution was approved this 10th day of May, 2022. Page 56 of 257 RESOLUTION NO. PAGE 4 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 Page 57 of 257 Item 8.g. MEMORANDUM TO: City Council FROM: Whitney McDonald, City Manager BY: Sarah Lansburgh, Deputy City Clerk SUBJECT: Consideration of Authorization to Sign a Letter by REACH and the Diablo Canyon Power Plant (DCPP) MOU Stakeholder Group in Support of Reuse Opportunities at the Diablo Canyon Power Plant Site DATE: May 10, 2022 SUMMARY OF ACTION: Authorizing the Mayor to sign the letter on behalf of the City as drafted by REACH and the Diablo Canyon Power Plant (DCPP) MOU stakeholder group regarding reuse opportunities at the DCPP site will support the ongoing efforts of the stakeholder group to promote responsible and economically beneficial reuse of the DCPP . IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: No financial impact is projected related to the signing of the proposed letter. RECOMMENDATION: Authorize the Mayor to sign the letter from REACH and the DCPP MOU stakeholder group, on behalf of the City, in support of reuse opportunities at the DCPP site. BACKGROUND: The Diablo Canyon Decommissioning Engagement Panel (DCDEP) formed in May 2018 to facilitate local public input on the closure of DCPP. The DCDEP provided a forum for public input regarding reuse of facilities and lands related to the operations of the DCPP. The power plant itself is located on a portion of the property that is commonly referred to as Parcel P. In March 2021, a Memorandum of Understanding (MOU) was approved with various public and private stakeholders committing to furthering the work of the DCDEP to provide a more focused and detailed reuse plan for Parcel P (Attachment 2). The MOU states that the “participants share the common objective of aligning and guiding the diverse range of public and private sector officials around a shared vision for the DCPP decommissioning process and future use of Parcel P, thereby championing social, Page 58 of 257 Item 8.g. City Council Consideration of Authorization to Sign a Letter by REACH and the Diablo Canyon Power Plant (DCPP) MOU Stakeholder Group in Support of Reuse Opportunities at the Diablo Canyon Power Plant Site May 10, 2022 Page 2 cultural, environmental and economic interests of Central Coast residents.” REACH serves as the MOU stakeholder group coordinator and facilitator. In 2021, REACH engaged consultants to conduct a series of 40 stakeholder interviews , host a workshop to facilitate consensus on potential reuse opportunities for Parcel P, and develop a potential reuse “bubble map.” As a result of this process, the consultants recommended that the scenario with the likelihood of success in achieving broader objectives was to support Cal Poly as the lead entity to acquire Parcel P and promote the productive reuse of the site, aligned with the broader vision of the reuse opportunities. ANALYSIS OF ISSUES: REACH met monthly from January – April 2022 to further discuss and formalize consensus for Cal Poly taking on the role of lead entity for reuse of Parcel P. The result of this consensus is the letter titled, “Our vision for a world -class clean tech innovation park: Cal Poly should lead Diablo Canyon’s next chapter” provided as Attachment 1. The letter explains the vision to have the DCPP site “accelerate global clean-energy innovation — all while creating jobs and economic benefit for Central Coast residents and retaining the vast surrounding lands for conservation and tribal stewardship.” Other MOU partners have signed the letter and have invited other entities to join. The goal of the letter is to gain community support and publicity for the vision of reuse opportunities at the DCPP site, if and when closure of DCPP occurs in the future. During the week of April 25, 2022, the Governor’s office confirmed that they are exploring options for keeping the DCPP open. Ultimately, the decision involves other regulatory bodies in addition to PG&E and is not entirely within the hands of the Governor. On May 3, 2022, the San Luis Obispo County Board of Supervisors unanimously approved the letter provided as Attachment 1, which removes the phrase “soon-retiring” from the first sentence in light of the Governor’s recent comments. Any renewed conversations regarding the potential for the plant to remain open do not diminish the need to prepare for a future without the plant nor preclude the ability to support the stakeholder group’s planning efforts. The concept described in the letter is a plan for what will happen if and when the DCPP closes and represents broad consensus achieved through a year-long process of extensive community stakeholder engagement and consulting expertise . ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Authorize the Mayor to sign the letter on behalf of the City; 2. Do not authorize the Mayor to sign the letter on behalf of the City; or 3. Provide other direction to staff. Page 59 of 257 Item 8.g. City Council Consideration of Authorization to Sign a Letter by REACH and the Diablo Canyon Power Plant (DCPP) MOU Stakeholder Group in Support of Reuse Opportunities at the Diablo Canyon Power Plant Site May 10, 2022 Page 3 ADVANTAGES: Authorizing the execution of the letter provided in Attachment 1 will support the ongoing efforts of the stakeholder group to identify and pursue responsible and economically beneficial reuse of Parcel P. DISADVANTAGES: There are no disadvantages identified to the proposed action. 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. Attachments: 1. Proposed Letter 2. Memorandum of Understanding, March 2021 Page 60 of 257 Our vision for a world-class clean tech innovation park Cal Poly should lead Diablo Canyon’s next chapter To California Central Coast residents, clean energy champions and innovators, and anyone interested in advancing an abundant, sustainable energy future: Where the Diablo Canyon Power Plant sits on California’s Central Coast, we see a new future as a hub of clean energy innovation. We see a research and development campus where industry and academia can hatch and collaborate on emerging renewable technologies. We see an expansion of existing desalination capabilities, a harbor for blue economy activity, a community center for Chumash heritage education and celebration, and a critical platform for enabling California to harness the wind energy right off our coast. This is no idle daydream. One year ago, stakeholders spanning government, higher education, business, labor, tribal and conservation organizations came together to pursue a shared vision for the future of Diablo Canyon’s 585-acre industrial area. We’ve spent the last 12 months expanding the coalition and crystalizing the vision. We’ve convened top experts in large-scale redevelopment and nuclear decommissioning, consulted national renewable energy researchers and industry leaders, explored suitable possibilities, weighed challenges and devised a conceptual site plan for a mixed-use innovation park supporting research, education and commercial enterprise. We’ve built strong consensus around what all the experts agree is a generational opportunity. Put simply, this unique industrial site offers unrivaled energy assets for pioneering the next chapter of our state and nation’s energy independence and resilience. With high -power transmission lines connecting to the state’s electricity grid, extensive e xisting facilities, and proximity to the offshore wind development coming to the waters off our coast, this site can accelerate global clean-energy innovation — all while creating jobs and economic benefit for Central Coast residents and retaining the vast surrounding lands for conservation and tribal stewardship. From our collective due diligence through the last year, we firmly believe that Cal Poly San Luis Obispo, with support from public-private partnerships and investments, can be the catalyst for this vision. Cal Poly is a trusted community partner that contributes significantly to the region’s economy, community and social fabric. It’s also a widely regarded applied research powerhouse , with access to the extensive resources of the 23-campus California State University system and an established national network of donors, supporters and industry partners. Complemented by a Page 1 of 5 ATTACHMENT 1 Page 61 of 257 Page 2 of 5 combination of commercial enterprise and state- and federally funded research labs, the university’s lauded Learn by Doing ethos can enhance and propel the vision of a hands-on center of innovation and collaboration. With an extensive history of capital project execution, stewardship and partnerships with Pacific Gas and Electric and Eureka Energy, Cal Poly is ideally poised as the logical successor entity to usher in an extraordinary new era for Diablo Canyon and the Central Coast. The Central Coast is already a leading nexus of renewable energy, with massive utility-scale solar farms, the world’s largest battery storage plant under development in Morro Bay and the West Coast’s largest offshore wind energy area slated for lease auction this fall, among other projects. Add in a substantial skilled energy workforce and energy-exporting legacy, and the Central Coast is positioned as a primary player in the nation’s clean-energy future. Details big and small need to be hashed out. Among them: synchronizing development of future - use activities with the plant decommissioning; ensuring local businesses and workers are employed in the multi-billion dollar decommissioning process to the maximum extent possible; and remaining flexible to evolution as industry partners, regulatory processes, and investment come together. But the clock is ticking. With strong community alignment behind Cal Poly, we are proactively seeking the long-term partnerships and investments needed to realize the vision of a climate- change innovation hub that supports good-paying, future-oriented jobs for our skilled workforce. The Central Coast is already playing a pivotal role in driving our state’s sustainable economy forward, and we invite you to join us in unlocking the potential of this bold vision . Sincerely, DIABLO MOU PARTNERS Congressman Salud Carbajal 24th Congressional District U.S. House of Representatives Senator John Laird 17th District CA State Senate Assemblyman Jordan Cunningham 35th District Jeffrey D. Armstrong President Page 62 of 257 Page 3 of 5 CA State Assembly Cal Poly San Luis Obispo Kaila Dettman Executive Director The Land Conservancy of San Luis Obispo County County of San Luis Obispo Pending Melissa James President/CEO REACH Joshua Medrano Executive Secretary & Treasurer, Tri- Counties Building and Construction Trades Council CONTRIBUTORS AND CHAMPIONS OF THIS VISION More Coming Soon Page 63 of 257 Page 4 of 5 GET INVOLVED ● Join the voices championing this vision for Diablo Canyon’s next chapter. ● Reach out here if you have a commercial or research interest. ● Review more detailed information on PG&E’s process and technical specifications for the future repurposing of the facilities. MEET THE EXPERTS We engaged top voices across the country to weigh in on this vision. Among them: ● R3 LLC, the management team of RACER Trust, the nation’s largest environmental response and remediation trust when it was created by the U.S. Bankruptcy Court in 2011 to oversee disposition of properties owned by General Motors Corp. RACER remains one of the largest holders of industrial property in the United States. ● The Nuclear Decommissioning Collaborative, a national think tank and clearinghouse that works to guide communities navigating nuclear closure and community revitalization. ● RRM Design Group, a multi-disciplinary design firm of architects, landscape architects, planners and civil engineers that has led award -winning projects throughout California. FAQ’s ● What about the lands? This vision encompasses Parcel P, the plant’s 585 -acre industrial site — just a fraction of the surrounding 12,000 acres of pristine land and 14 miles of undeveloped coastline between Montaña de Oro State Park and Avila Beach. We support the complementary efforts being undertaken by a collection of stakeholders to determine the best path for conserving the unique natural resources and cultural heritage of this remarkable piece of land. ● Models of transformation Page 64 of 257 Page 5 of 5 Transformational projects around the country offer examples of bold collaboration and public-private partnerships to model. Among the most recent: a climate-focused research and education hub is taking shape on an abandoned island military base in New York City; the University of Washington and Amazon teamed up to launch the Science Hub to advance innovation in robotics and artificial intelligence; and Colorado has partnered with the National Renewable Energy Lab and others to build a Global Energy Park. Page 65 of 257 ATTACHMENT 2 Page 66 of 257 Page 67 of 257 Page 68 of 257 Page 69 of 257 Page 70 of 257 Page 71 of 257 Page 72 of 257 Mar 4, 2021 Mar 4, 2021 Kaila Hooker (Mar 4, 2021 12:51 PST)Mar 4, 2021 Page 73 of 257 Joshua M Medrano (Mar 4, 2021 16:14 PST)Joshua Scott Lathrop (Mar 4, 2021 16:52 PST)Mar 4, 2021 Page 74 of 257 Item 8.h. MEMORANDUM TO: City Council FROM: Bill Robeson, Assistant City Manager/Public Works Director BY: Jill McPeek, Capital Improvement Project Manager SUBJECT: Consideration of Approval of Construction Specifications for the Wood Place, Farroll/Sandalwood, Sandalwood/Cameron, & Woodland Back Yards Sewer Lining Project and Associated California Environmental Quality Act Exemption, PW 2021-10 DATE: May 10, 2022 SUMMARY OF ACTION: Approve construction specifications, authorize the solicitation of bids, and affirm the California Environmental Quality Act exemption determination for the Wood Place, Farroll/Sandalwood, Sandalwood/Cameron, & Woodland Back Yards Sewer Lining Project. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: An allocation of $267,200 of American Rescue Plan Act (ARPA) funds are available in the amended FY 2021/22 Capital Improvement Program budget for the design, inspection, construction, and contingencies of the subject project. The engineer’s estimate for the Base Bid is $216,000 and $85,000 for the Bid Add Alternate. Staff time will be necessary to coordinate bidding activities with interested contractors and the design consultant. RECOMMENDATION: 1) Approve the construction specifications for the Wood Place, Farroll/Sandalwood, Sandalwood/Cameron, & Woodland Back Yards Sewer Lining Project, PW 2021 -10; 2) Authorize staff to advertise for construction bids; 3) Find that the project is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301(b); and 5) Direct the City Clerk to file a Notice of Exemption. BACKGROUND: In accordance with the 2012 Wastewater System Master Plan, the approved FY 2021/22 - FY 2025/26 Capital Improvement Program (CIP) budget included $217,200 of Sewer funds for a trenchless sewer rehabilitation project for lining sewer pipes along: Page 75 of 257 Item 8.h. City Council Consideration of Approval of Construction Specifications for the Wood Place, Farroll/Sandalwood, Sandalwood/Cameron, & Woodland Back Yards Sewer Lining Project and Associated California Environmental Quality Act Exemption, PW 2021-10 May 10, 2022 Page 2  Back Yards between Farroll Avenue and Sandalwood Ave, South Halcyon Road to Alder Street  Back Yards west of Wood Place The CIP budget also included $50,000 of Sewer funds for a project to complete lining the remaining section of sewer pipe along backyards west of W oodland Drive. On July 27, 2021, the Council approved the use of $267,200 of ARPA funds for the Project in place of Sewer funds to help offset the increase in costs to rate payers. In preparing for the project and to determine the condition of the pipes, a video inspection of each pipe segment was performed. The video inspections revealed that the pipe along South Alpine Avenue was still in favorable condition, and due to offsets in the existing pipe along Vernon Street, it would not be possible to line the pipe. Therefore, the back yard pipe segment between Sandalwood Avenue/Cameron Court identified in the wastewater master plan was added to the project to replace the South Alpine Avenue and Vernon Street segments. Collectively, the linings at the following segments are now included in what is referred to in this report as the Project:  Back Yards between Farroll Avenue and Sandalwood Ave, South Halcyon Road to Alder Street  Back Yards west of Wood Place  Back Yards west of Woodland Drive In order to bid the Project and provide immunity to the City, the City Council is requested to approve the specifications prior to the construction bidding process. Also, the scope of work is required to be environmentally cleared prior to bidding. ANALYSIS OF ISSUES: The Project scope of work involves the rehabilitation of sewer pipe that runs beneath the back yards of existing homes using a cured in place pipe (CIPP) method. CIPP is a trenchless (or no-dig) process where a flexible tube is inserted and pulled through the existing pipes from manholes or clean outs and is then cured using either hot water under hydrostatic pressure or steam pressure, to expand the tube to tightly bond with the interior of the existing pipes. This trenchless method allows the pipes to be rehabilitated in place without having to perform excavation and pipe replacement which would be extremely disruptive and expensive, if not nearly impossible, due to the locations in existing back yards. The project scope also includes a Bid Add Alternate for sewer lateral connection seals that are extra preventative measures to prevent leakage and/or intrusion but are not essential to a long-term functional sewer system. The purpose of connection seals is to seal any gaps between the house laterals and the lined sewer pipe to help prevent Page 76 of 257 Item 8.h. City Council Consideration of Approval of Construction Specifications for the Wood Place, Farroll/Sandalwood, Sandalwood/Cameron, & Woodland Back Yards Sewer Lining Project and Associated California Environmental Quality Act Exemption, PW 2021-10 May 10, 2022 Page 3 infiltration of groundwater into the sewer, exfiltration of sewerage into the surrounding soil, and tree roots from growing into the sewer. Based on the engineer’s estimate, the connection seals have been included as a Bid Add Alternate. This allows the City to award just the Base Bid should there not be enough available budget to fund both the Base Bid (sewer pipe lining) and the Bid Add Alternate (sewer lateral connection seals). The locations of the proposed work are shown in the following table: Base Bid: Sewer Lining Bid Add Alt: Connection Seals Back Yard Locations Limits Pipe Diameter Length (ft) Number of Laterals West of Wood Place Dodson Way to 200 Wood Place 6” 412 14 West of Woodland Drive Olive Street to Farroll Avenue 14”’ 285 1 Farroll Avenue to Woodland Drive 8” 186 1 Farroll Avenue/ Sandalwood Ave South Halcyon Road to Alder Street 6” 526 17 Sandalwood Ave/ Cameron Court South Halcyon Road to Alder Street 6” 634 14 The proposed contract time is 45 working days. Should successful bids be received and a construction contract awarded, work is expected to be performed from July through September 2022, depending on material availability. Project specifications are available for review at the Public Works Department. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Determine that the Project is categorically exempt from CEQA under Guidelines Section 15301(b), approve the construction specifications with the Bid Add Alternate, and direct staff to bid the project with the Bid Add Alternate; 2. Determine that the Project is categorically exempt from CEQA under Guidelines Section 15301(b), approve the construction specifications without the Bid Add Alternate, and direct staff to bid the project without the Bid Add Alternate; Page 77 of 257 Item 8.h. City Council Consideration of Approval of Construction Specifications for the Wood Place, Farroll/Sandalwood, Sandalwood/Cameron, & Woodland Back Yards Sewer Lining Project and Associated California Environmental Quality Act Exemption, PW 2021-10 May 10, 2022 Page 4 3. Do not approve the construction specifications and direct staff to evaluate alternative locations, and return to City Council for approval in the future; or 4. Provide other direction to staff. ADVANTAGES: The CIPP technology allows rehabilitation of sewer mains in place without having the need for more costly excavation and disruption. Moving forward with the Project will allow for the expenditure of American Rescue Plan Act (ARPA) funds within the required timeline. DISADVANTAGES: There will be intermittent sewer service disruption for customers during the Project. These will be minimized as much as possible and the Project specifications require the contractor to notify affected residents in advance. ENVIRONMENTAL REVIEW: The Project is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guideline Section 15301(b) for the repair and maintenance of existing facilities of publicly-owned utilities used to provide sewerage. 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. Notice of Exemption Page 78 of 257 ATTACHMENT 1 Page 79 of 257 Item 8.i. MEMORANDUM TO: City Council FROM: Bill Robeson, Assistant City Manager/Public Works Director SUBJECT: Consideration of Engineer’s Reports and Resolutions Declaring the City’s Intention to Levy and Collect Assessments for the Parkside and Grace Lane Assessment Districts, and Landscaping and Lighting District No. 1, Within Tract 1769, for FY 2022-23 DATE: May 10, 2022 SUMMARY OF ACTION: Approval of the Engineer’s Reports and adoption of the associated Resolutions declaring the City’s intention to levy and collect assessment fees for maintenance and landscaping for the Parkside Village and Grace Lane Assessment Districts and the Lighting District within Tract 1769. No changes to the assessment fee amounts are proposed at this time nor are any new improvements or substantial changes in existing improvements proposed for Fiscal Year 2022-23. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: The City created three assessment districts to provide landscaping and other specified maintenance. The assessments are placed on the affected property owner’s tax roll each year. The total amount of revenue to be received from the assessment districts in Fiscal Year 2022-23 is approximately $56,298. RECOMMENDATION: 1) Approve the Engineer’s Reports for the Parkside Village Assessment District, Grace Lane Assessment District, and Landscaping and Lighting Assessment District No. 1, within Tract 1769, for Fiscal Year 2022-2023; 2) Adopt Resolutions declaring the intention to levy and collect assessments for the Parkside Village Assessment District, Grace Lane Assessment District, and Landscaping and Lighting Assessment District No. 1, within Tract 1769, for Fiscal Year 2022-2023; and 3) Set a public hearing for June 14, 2022 at 6:00 p.m. for the Parkside Village Assessment District, Grace Lane Assessment Distric t, and Landscaping and Lighting Assessment District No. 1, within Tract 1769, to consider levying the property assessments. Page 80 of 257 Item 8.i. City Council Consideration of Engineer’s Reports and Resolutions Declaring the City’s Intention to Levy and Collect Assessments for the Parkside and Grace Lane Assessment Districts, and Landscaping and Lighting District No. 1, Within Tract 1769, for FY 2022-23 May 10, 2022 Page 2 BACKGROUND: Parkview Landscaping and Lighting Assessment District No.1 Tr. 1769 On June 9, 1992, Landscaping and Lighting Assessment District No. 1 was created to provide landscaping and lighting improvements and maintenance for Tract 1769. The total assessment was $100 per parcel located within Tract 1769 (a total of $3,000). Improvements in Landscaping and Lighting Assessment District No. 1 include but are not limited to landscaping and ornamental vegetation in the public rights of way. Current status:  Assessment income remains at $3,000 annually.  Potential Annual Expenditures (work improvements), if done annually, would exceed the annual fund balance by approximately $300.  Expenditures/Work Improvements are completed as funding accumulates to a point where costs can be covered. If no services are needed and/or the annual engineering report is less in scope, these fees are not expended and can be carried over to the next fiscal year fund balance.  The work improvements to be financed and maintained through this particular assessment district are related to landscape maintenance only. These services do not cover public safety work such as fire and fuel management as required in other districts. Parkside Village Assessment District On November 8, 2005, at the request of Parkside Village LLC, the sole owner and developer of the Parkside Village Subdivision (Tract 2310), the City Council approved the formation of the Parkside Village Assessment District. The improvements (maintenance and servicing) in the Parkside Village Assessment District include, but are not limited to:  Areas bordering Farroll Road, Bakeman Lane entrances, behind and along Bakeman Lots 10, 11, 12 and 13 of Phase 1;  Mini park pedestrian pathway easement and drainage basin;  Fencing, gates and walls bordering Farroll Road, Bakeman Lane entrances, behind and along Bakeman Lots 10, 11, 12 and 13, park and drainage basin;  Pathway easement, lighting and all improvements between lots 1, 2, and 3 between Dixson Street and the mini park, the mini park and all improvements to include walkways, play area, benches and basketball court on Lot 24; and  Drainage retention basin, and all improvement including the water separator on Lot 25 and French drains along the East boundary of Tract 231 0-2. Current status:  Assessment income remains at $43,966 annually. Page 81 of 257 Item 8.i. City Council Consideration of Engineer’s Reports and Resolutions Declaring the City’s Intention to Levy and Collect Assessments for the Parkside and Grace Lane Assessment Districts, and Landscaping and Lighting District No. 1, Within Tract 1769, for FY 2022-23 May 10, 2022 Page 3  Potential Annual Expenditures (work improvements) average $30,000 to $35,000 annually and do not exceed the annual income.  Expenditures/Work Improvements are completed as needed and thr ough a licensed landscape contractor.  The work improvements to be financed and maintained through this particular assessment district are landscaping and irrigation of common areas, maintenance of fencing and block walls, maintenance of a detention basin a nd drainage facilities, and partial park maintenance. The expanded infrastructure (detention basin, surrounding metal fencing and small park) require a larger fund balance in anticipation of eventual replacement of these facilities. Assessment income not spent on annual maintenance is accrued to cover these replacement costs in the future. Grace Lane Assessment District On November 28, 2006, at the request of Vista Robles LLC, the sole owner of the Grace Lane Subdivision (Tract 2236) at that time, the City Council approved the formation of the Grace Lane Assessment District. The annual assessments are $460 or $608 per parcel for a total annual assessment of $9,332. Maintenance and servicing of the improvements in the District include but are not limited to: 1) a pedestrian trail across the open space property (Lot B) including, but not limited to, the existing informal hiking trail currently passing through Lot B, signage, and fencing; 2) common areas and facilities, including but not limited to the open space parcels and drainage facilities; 3) open space maintenance in accordance with fuel modif ication specifications; and 4) the common drive area (not within the parcel boundaries) and associated improvement for Lots 16 through 19. Current status:  Assessment income remains at $9,332 annually.  Potential Annual Expenditures (work improvements) average $10,000 and are beginning to exceed the annual income.  Contractual services costs through the California Conservation Corps (CCC) are steadily increasing but have also kept the overall maintenance costs lower due to the routinely lower costs of labor versus a private contractor.  Expenditures/Work Improvements are completed as needed and through a 3 -year service contract with the CCC.  The work improvements to be financed and maintained through this particular assessment district are fuel modification in common areas and the adjacent large open space area; maintenance of drainage easement area and storm drain facilities; public trail maintenance; and a seal coat approximately every 5 years and a 2” A.C. overlay approximately every 20 years to the common driveway area to lots 16-19. Page 82 of 257 Item 8.i. City Council Consideration of Engineer’s Reports and Resolutions Declaring the City’s Intention to Levy and Collect Assessments for the Parkside and Grace Lane Assessment Districts, and Landscaping and Lighting District No. 1, Within Tract 1769, for FY 2022-23 May 10, 2022 Page 4  A seal coat application was anticipated last year, however, after a field evaluation, it was determined that the seal coat applicat ion could be delayed. A recent evaluation confirmed the need for a new seal coat this fiscal year to the common area of the driveway that accesses lots 16-19. This common driveway is located directly across the street from Grace Bible Church. At the April 26, 2022 City Council meeting, the Council adopted Resolution Nos. 5177, 5178, and 5179 ordering the preparation and filing of annual engineer’s reports for the Parkside Village Assessment District, Grace Lane Assessment District, and Landscap ing and Lighting Assessment District No. 1, within Tract No. 1769. Subsequently, draft Engineers’ Reports were prepared by a consultant under contract with the City, which are on file with the City Clerk and have been provided to the City Council. ANALYSIS OF ISSUES: The California Streets and Highways Code Sections 22500 et seq., (California Landscape and Lighting Act of 1972) (Act), contains the process by which local governmental agencies form assessment districts for the purpose of financing the costs and expenses of landscaping and lighting public areas. The Act requires the City to complete the following process each fiscal year in order to levy and collect assessments:  Adopt a Resolution describing any proposed new improvements or any substantial changes in existing improvements and ordering preparation and filing of an engineer’s report. The City Council adopted Resolution Nos. 5177, 5178, and 5179 on April 26, 2022, ordering the preparation of engineer’s reports for the three Assessment Districts. No new improvements or substantial changes in existing improvements are proposed for Fiscal Year 2022-23.  Approve the Engineer’s Report and adopt a Resolution of Intention declaring the City Council’s intention to levy and collect assessments under the subject assessment districts for the upcoming fiscal year. The Resolution also states whether the assessment is proposed to change from the previous year and sets a date, hour and place for a public hearing. Attached are draft proposed resolutions accomplishing this task. No changes to the assessments are proposed.  Conduct the public hearing affording all interested parties the opportunity to hear and be heard. Page 83 of 257 Item 8.i. City Council Consideration of Engineer’s Reports and Resolutions Declaring the City’s Intention to Levy and Collect Assessments for the Parkside and Grace Lane Assessment Districts, and Landscaping and Lighting District No. 1, Within Tract 1769, for FY 2022-23 May 10, 2022 Page 5 To be scheduled for June 14, 2022.  Adopt a Resolution confirming the assessment, which constitutes the levy of the assessments for the 2022-23 fiscal year. To be scheduled for June 14, 2022. Upon fulfillment of these requirements, the City must submit the assessments to the County of San Luis Obispo for inclusion on the Fiscal Year 2022-23 property tax roll. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. 1) Approve the Engineer's Reports for the Parkside Village Assessment District, Grace Lane Assessment District, and Landscaping and Lighting Assessment District No. 1, within Tract 1769, for Fiscal Year 2022-2023; 2) Adopt Resolutions declaring the intention to levy and collect assessments for the Parkside Village Assessment District, Grace Lane Assessment District, and Landscaping and Lighting Assessment District No. 1, within Tract 1769, for Fiscal Year 2022 -2023; and 3) Set a public hearing for June 14, 2022 at 6:00 p.m. for the Parkside Village Assessment District, Grace Lane Assessment District, and Landscaping and Lighting Assessment District No. 1, within Tract 1769, to consider levying the property assessments; or 2. Request changes or clarification to the Engineers’ Reports and/or Resolutions and approve as modified; or 3. Provide staff other direction. ADVANTAGES: Adoption of the Resolutions will be in compliance with the Act and allow the City to move forward with the process to levy assessments. DISADVANTAGES: No disadvantages for the proposed actions have been identified. 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 acco rdance with Government Code Section 54954.2. Page 84 of 257 Item 8.i. City Council Consideration of Engineer’s Reports and Resolutions Declaring the City’s Intention to Levy and Collect Assessments for the Parkside and Grace Lane Assessment Districts, and Landscaping and Lighting District No. 1, Within Tract 1769, for FY 2022-23 May 10, 2022 Page 6 Attachments: 1. Proposed Resolution – Parkside Village Assessment District 2. Proposed Resolution – Grace Lane Assessment District 3. Proposed Resolution - Landscaping and Lighting District No. 1, Tract 1769 4. Engineer’s Report – Parkside Village Assessment District 5. Engineer’s Report – Grace Lane Assessment District 6. Engineer’s Report – Landscaping and Lighting District No. 1, Tract 1769 Page 85 of 257 ATTACHMENT 1 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING ITS INTENTION TO LEVY AND COLLECT ANNUAL ASSESSMENTS RELATED TO THE PARKSIDE VILLAGE ASSESSMENT DISTRICT FOR FISCAL YEAR 2022-2023 WHEREAS, on November 8, 2005, the City Council of the City of Arroyo Grande adopted Resolution No. 3888 ordering the formation of the Parkside Village Assessment District under Part 2 of Division 15 of the California Streets and Highways Code 22500-22679 (Landscape and Lighting Act of 1972), which allows local governmental agencies to form assessment districts for the purpose of financing the costs and expenses of landsc aping and lighting public areas; and WHEREAS, the said improvements in the Parkside Village Assessment District include but are not limited to : Landscaping bordering Farroll Road, Bakeman Road Entrances, behind and along Bakeman Lots 10, 11, 12 and 13 of Phase 1, mini park pedestrian pathway easement and drainage basin; fencing, gates and walls bordering Farrol l Road, Bakeman Road Entrances, behind and along Bakeman Lots 10, 11, 12 and 13, park and drainage basin; the pathway easement, lighting and all improvements between lots 1, 2, and 3 between Dixson Street and the mini park, the mini park and all improvements to include walkways, play area, benches and basketball court on Lot 24; the drainage retention basin and all improvement including the water separator on Lot 25 and French drain)s) along the East boundary of Tract 2310-2; and WHEREAS, the City Council, at its meeting of April 26, 2022, received a report from the Public Works Director advising the City Council that no new improvements or substantial changes in existing improvements are proposed for the Parkside Village Assessment District. WHEREAS, the City Council desires to levy and collect the annual assessments against lots and parcels of land within the District to pay the costs and expenses related to the aforementioned improvements described in this Resolution; and WHEREAS, an Engineer’s Report entitled Parkside Village Assessment District Fiscal Year 2022-23, (“Engineer’s Report”) has been prepared and filed with the City Clerk and approved by the City Council, which provides a detailed description of the improvements, the proposed operation and maintenance costs, and the boundaries of the proposed assessments upon assessable lots and parcels of land. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande, as follows: 1. The foregoing recitals are true and correct and are incorporated herein. Page 86 of 257 RESOLUTION NO. PAGE 2 2. That the City Council hereby declares that it is its intention to seek the annual levy of assessments for the District pursuant to Streets and Highways Code Chapter 3, Section 22624 et seq., over and including the land within the District boundary, and to levy and collect assessments on all such land to pay the costs of the maintenance and servicing of the landscaping improvements and all appurtenant facilities and operations related thereto for Fiscal Year 2022-2023 within the boundaries of the Parkside Village Assessment District described herein and in more detail within the Engineer’s Report. 3. The improvements to be maintained are specified in the Engineer’s Report, no substantial changes are proposed to be made to the existing imp rovements and the assessment is not proposed to increase from the prior year. 4. That the City Council hereby declares its intention to conduct a public hearing concerning the District and the levy of assessments for the improvements related thereto in accordance with Chapter 3, Section 22626 of the Act. 5. That notice is hereby given that a public hearing on these matters will be held by the City Council on Tuesday, June 14, 2022 at 6:00 p.m. or as soon thereafter as feasible at the City Council Chambers, 215 E. Branch Street, Arroyo Grande, California, 93420 or via teleconference as follows: Zoom Meeting: https://us02web.zoom.us/j/83255848846; or by Telephone: 1-669-900-6833; 1- 346-248-7799. 6. That the City Clerk shall cause notice to be given of the time and place of the public hearing by causing the publishing of this Resolution once in the local paper not less than ten (10) days before the date of the hearing and by posting a copy of this Resolution on the official bulletin board customarily used by the City Council for the posting of notices. On motion of , seconded by , and on the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 10th day of May, 2022. Page 87 of 257 RESOLUTION NO. PAGE 3 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 Page 88 of 257 ATTACHMENT 2 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING ITS INTENTION TO LEVY AND COLLECT ANNUAL ASSESSMENTS RELATED TO THE GRACE LANE ASSESSMENT DISTRICT FOR FISCAL YEAR 2022-2023 WHEREAS, on November 28, 2006, the City Council of the City of Arroyo Grande adopted Resolution No. 3976 ordering the formation of the Grace Lane Assessment District (District) under Part 2 of Division 15 of the California Streets and Highways Code sections 22500-22679 (Landscape and Lighting Act of 1972), which allows local governmental agencies to form assessment districts for the purpose of financing the costs and expenses of landscaping and lighting public areas; and WHEREAS, the said improvements in the District include but are not limited to: 1) a pedestrian trail across the open space property (Lot B) including, but not limited to, the existing informal hiking trail currently passing through Lot B, signage, fencing; 2) common areas and facilities, including but not limited to the open space parcels and drainage facilities; 3) open space and maintenance thereof in accordance with fuel modification specifications as described in Mitigation Measure No. 15 in Resolution No. 3732 of the City Council of the City of Arroyo Grande; and 4) a private drive and associated improvement for Lots 16 through 19; and WHEREAS, the City Council, at its meeting of April 26, 2022, received a report from the Public Works Director advising the City Council that no new improvements or substantial changes in existing improvements are proposed for the Grace Lane Assessment District; and WHEREAS, the City Council desires to levy and collect the annual assessments against lots and parcels of land within the District to pay the costs and expenses related to the aforementioned improvements described in this Resolution; and WHEREAS, an Engineer’s Report entitled Grace Lane Assessment District Fiscal Year 2022-23, (“Engineer’s Report”) has been prepared and filed with the City Clerk and approved by the City Council, which provides a detailed description of the improvements, the proposed operation and maintenance costs, the boundaries of the assessment District, and the proposed assessments upon assessable lots and parcels of land within the District. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande, as follows: 1. The foregoing recitals are true and correct and are incorporated herein. Page 89 of 257 RESOLUTION NO. PAGE 2 2. That the City Council hereby declares that it is its intention to seek the annual levy of assessments for the District pursuant to Streets and Highways Code section 22624 et seq., over and including the land within the District boundary, and to levy and collect assessments on all such land to pay the costs of the maintenance and servicing of the landscaping improvements and all appurtenant facilities and operations related thereto for Fiscal Year 2022-2023 within the boundaries of the Grace Lane Assessment District described herein and in more detail within the Engineer’s Report. 3. That the improvements to be maintained are specified in the Engineer’s Report, no substantial changes are proposed to be made to the existing improvements and the assessment is not proposed to increase from the prior year. 4. That the City Council hereby declares its intention to conduct a public hearing concerning the District and the levy of proposed assessments for the improvements related thereto in accordance with Streets and Highways Code section 22628 et seq. 5. That notice is hereby given that a public hearing on these matters will be held by the City Council on Tuesday, June 14, 2022 at 6:00 p.m. or as soon thereafter as feasible at the City Council Chambers, 215 E. Branch Street, Arroyo Grande, California, 93420 or via teleconference as follows: Zoom Meeting: https://us02web.zoom.us/j/83255848846; or by Telephone: 1-669-900-6833; 1- 346-248-7799. 6. That the City Clerk shall cause notice to be given of the time and place of the public hearing by causing the publishing of this Resolution once in the local paper not less than ten (10) days before the date of the hearing and by posting a copy of this Resolution on the official bulletin board customarily used by the City Council for the posting of notices. On motion of , seconded by , and on the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 10th day of May, 2022. Page 90 of 257 RESOLUTION NO. PAGE 3 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 Page 91 of 257 ATTACHMENT 3 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING ITS INTENTION TO LEVY AND COLLECT ANNUAL ASSESSMENTS RELATED TO THE ARROYO GRANDE LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT NO. 1, WITHIN TRACT 1769, FOR FISCAL YE AR 2022-2023 WHEREAS, on May 12, 1992, the City Council of the City of Arroyo Grande adopted Resolution No. 2932 ordering the formation of Arroyo Grande Landscap ing and Lighting Assessment District No. 1 (“District”), within Tract 1769, under Part 2 of Division 15 of the California Streets and Highways Code sections 22500-22679 (Landscape and Lighting Act of 1972), which allows local governmental agencies to form assessment districts for the purpose of financing the costs and expenses of landscaping and lighting public areas; and WHEREAS, improvements in the Landscaping and Lighting Assessment District No. 1 include but are not limited to: landscaping and ornamental vegetation in the public rights of way; and WHEREAS, the City Council, at its meeting of April 26, 2022, received a report from the Public Works Director advising the City Council that no new improvements or substantial changes in existing improvements are proposed for Landscaping and Lighting Assessment District No. 1, within Tract 1769. WHEREAS, the City Council desires to levy and collect the annual assessments against lots and parcels of land within the District to pay the costs and expenses related to the aforementioned improvements described in this Resolution; and WHEREAS, an Engineer’s Report entitled Landscaping District No.1 Tract 1769 Fiscal Year 2022-23, (“Engineer’s Report”) has been prepared and filed with the City Clerk and approved by the City Council, which provides a detailed description of the improvements, the proposed operation and maintenance costs, the boundaries of the assessment District, and the proposed assessments upon assessable lots and parcels of land within the District. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande, as follows: 1. The foregoing recitals are true and correct and are incorporated herein. 2. That the City Council hereby declares that it is its intention to seek the annual levy of assessments for the District pursuant to Streets and Highways Code section 22624 et seq., over and including the land within the District boundary, and to levy Page 92 of 257 RESOLUTION NO. PAGE 2 and collect assessments on all such land to pay the costs of the maintenance and servicing of the landscaping improvements and all appurtenant facilities and operations related thereto for Fiscal Year 2022-2023 within the boundaries of the Landscaping and Lighting Assessment District No. 1, within Tract 1769 described herein and in more detail within the Engineer’s Report. 3. The improvements to be maintained are specified in the Engineer’s Report, no substantial changes are proposed to be made to the existing improvements and the assessment is not proposed to increase from the prior year. 4. That the City Council hereby declares its intention to conduct a public hearing concerning the District and the levy of proposed assessments for the improvements related thereto in accordance with Streets and Highways Code section 22628 et seq. 5. That notice is hereby given that a public hearing on these matters will be held by the City Council on Tuesday, June 14, 2022 at 6:00 p.m. or as soon thereafter as feasible at the City Council Chambers, 215 E. Branch Street, Arroyo Grande, California, 93420 or via teleconference as follows: Zoom Meeting: https://us02web.zoom.us/j/83255848846; or by Telephone: 1-669-900-6833; 1- 346-248-7799. 6. That the City Clerk shall cause notice to be given of the time and place of the public hearing by causing the publishing of this Resolution once in the local paper not less than ten (10) days before the date of the hearing and by posting a copy of this Resolution on the official bulletin board customarily used by the City Council for the posting of notices. On motion of , seconded by , and on the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 10th day of May, 2022. Page 93 of 257 RESOLUTION NO. PAGE 3 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 Page 94 of 257 Final Engineer’s Report for Parkside Village Assessment District Fiscal Year 2022-23 City of Arroyo Grande State of California Prepared for: City of Arroyo Grande Prepared by: Wallace Group 612 Clarion Court San Luis Obispo, CA 93401 April 29, 2022 ATTACHMENT 4 Page 95 of 257 Parkside Village Assessment District Fiscal Year 2022-23 Table of Contents CERTIFICATES ............................................................................................................................................. 1-1 INTRODUCTION ENGINEER’S REPORT ........................................................................................................ 2-1 ENGINEER’S REPORT .................................................................................................................................. 3-1 PART A: PLANS AND SPECIFICATIONS ........................................................................................................ 4-1 PART B: ESTIMATE OF COST ....................................................................................................................... 5-1 PART C: ASSESSMENT DISTRICT DIAGRAM ................................................................................................. 6-1 PART D: METHOD OF APPORTIONMENT OF ASSESSMENT ......................................................................... 7-1 PART E: ASSESSMENT ROLL ........................................................................................................................ 8-1 Page 96 of 257 Parkside Village Assessment District Fiscal Year 2022-23 1-1 CERTIFICATES CITY OF ARROYO GRANDE PARKSIDE VILLAGE ASSESSMENT DISTRICT FISCAL YEAR 2022-23 The undersigned, acting on behalf of Wallace Group, respectfully submits the attached Engineer’s Report as directed by the City of Arroyo Grande pursuant to the provisions of Article XIIID, Section 4 of the California Constitution and the Landscaping and Lighting Act of 1972, Sections 22500 seq. of the California Streets and Highway Code. The Undersigned certifies that he/she is a Professional Engineer registered in the State of California. Engineer of Work:__________________________ Dated:___4/29/22____________ Kari Wagner, P.E. Principal Wallace Group CA# 66026 I HEREBY CERTIFY that the attached Engineer’s Report, together with the Assessment Roll and Assessment Diagram thereto attached, was filed by me on the _____ day of ______________ 2022. Jessica Matson, City Clerk City of Arroyo Grande San Luis Obispo, California By:_____________________________ Page 97 of 257 Parkside Village Assessment District Fiscal Year 2022-23 1-2 I HEREBY CERTIFY that the attached Engineer’s Report, together with the Assessment Roll and Assessment Diagram thereto attached, was approved and confirmed by the City Council of the City of Arroyo Grande, San Luis Obispo County, California on the _____ day of ______________ 2022. Jessica Matson, City Clerk City of Arroyo Grande San Luis Obispo, California By:_____________________________ I HEREBY CERTIFY that the attached Engineer’s Report, together with the Assessment Roll and Assessment Diagram thereto attached, was filed with the County Auditor of the County of San Luis Obispo, on the _____ day of ______________ 2022. Jessica Matson, City Clerk City of Arroyo Grande San Luis Obispo, California By:_____________________________ Page 98 of 257 Parkside Village Assessment District Fiscal Year 2022-23 2-1 INTRODUCTION ENGINEER’S REPORT CITY OF ARROYO GRANDE PARKSIDE VILLAGE ASSESSMENT DISTRICT FISCAL YEAR 2022-23 To ensure a flow of funds for the construction, operation, maintenance and servicing of specified improvements within the boundary of the subdivision known as Parkside (Tract Maps 2310-1 and 2310-2); the City Council will approve the City of Arroyo Grande’s Parkside Village Assessment District (“The District”) this fiscal year. As required by the Landscaping and Lighting Act of 1972 (“The Act”), this Engineer’s Report describes the improvements to be constructed, operated, maintained and serviced by the District for Fiscal Year 2022-23, provides an estimated budget for the District and lists the proposed assessments to be levied upon each assessable lot within the District. The boundaries of the District are shown on the Assessment Diagram and incorporated into this report as Part “C”. The cost of operation, maintenance and servicing of the improvements to be funded by the District will be apportioned to each lot within the District in proportion to the special benefit it receives. The method of assessment may be amended from time to time by the City Council, in order to apportion the costs in relation to the benefits being received. However, if the assessments are increased from the prior year, they will be subject to the noticing and balloting procedures referenced in Proposition 218. Payment of the assessment for each lot will be made in the same manner and at the same time as payments are made for property taxes. All funds collected through the assessment must be placed in a special fund and can only be used for the purposes stated within this report. The City Council will hold a meeting on May 10, 2022 to provide an opportunity for any interested person to be heard. At the conclusion of the meeting, the City Council may adopt a resolution confirming the levy of assessments as originally proposed or as modified. Following the adoption of this resolution and recordation of the District’s Tract Maps, the Final Assessor’s Roll will be prepared and filed with the San Luis Obispo County Auditor’s office to be included on the Fiscal Year 2022-23 tax roll. Page 99 of 257 Parkside Village Assessment District Fiscal Year 2022-23 3-1 ENGINEER’S REPORT ENGINEER’S REPORT PREPARED PURSUANT TO THE PROVISIONS OF LANDSCAPING AND LIGHTING ACT OF 1972 SECTION 22500 THROUGH 22679 OF THE CALIFORNIA STREETS AND HIGHWAY CODE CITY OF ARROYO GRANDE PARKSIDE VILLAGE ASSESSMENT DISTRICT FISCAL YEAR 2022-23 Pursuant to the Landscaping & Lighting Act of 1972 of the Streets and Highways Code of the State of California, commencing with Section 22500, this Engineer’s Report submitted to the City Clerk of the City of Arroyo Grande in connection with the proceedings of the City Council to consider the continuation of the Parkside Village Assessment District, Kari Wagner, PE, duly-authorized representative of Wallace Group, consultant to the City, submits this Engineer’s Report consisting of the following parts: PART A: PLANS AND SPECIFICATIONS This part describes the improvements of the District. Preliminary design documents for the improvements are as set forth on the lists thereof, attached hereto, and are on file in the Office of the City Engineer of the City of Arroyo Grande, and are incorporated herein by reference. Plans are incorporated into the assessment diagram, listed as Exhibit “C”, as allowed under Section 22568 of the Act. Exhibit “C” displays the District as consisting of 2 zones: one (1) and two (2). The Plans and Specifications remain consistent with the approved Parkside Village Assessment District, as approved on December 19th, 2005. PART B: ESTIMATE OF COST This part contains an estimate of the cost of the proposal improvements for fiscal year 2022-23, including incidental costs and expenses in connection therewith, as set forth on the lists thereof, attached hereto. PART C: ASSESSMENT DISTRICT DIAGRAM This part incorporates, by reference, a Diagram of the District showing the exterior boundaries of the District, the boundaries of any zones within the District, and the lines and dimensions of each lot or parcel of land within the District. This Diagram had been prepared for the approved Engineer’s Report approved December 19th, 2005. The lines and dimensions of each lot within the District are those lines and dimensions to be shown on the maps of the San Luis Obispo County Assessor following the recordation of Tract Maps 2310-1 and 2310-2. PART D: METHOD OF APPORTIONMENT OF ASSESSMENT This part describes the method of apportionment based upon the parcel classification of land within the District, and in proportion to the estimated benefits to be received. Page 100 of 257 Parkside Village Assessment District Fiscal Year 2022-23 3-2 PART E: ASSESSMENT ROLL This part contains a description of each lot of property proposed to be subject to the assessment, including the amount of the assessment on each lot for Fiscal Year 2022-23. Page 101 of 257 Parkside Village Assessment District Fiscal Year 2022-23 4-1 PART A: PLANS AND SPECIFICATIONS The Plans and Specifications are per the original adopted Engineer’s Report, dated December 19th, 2005. No Changes in services are being made at this time. DESCRIPTION OF IMPROVEMENTS The following improvements are proposed to be operated, maintained, and serviced in the Parkside Village Assessment District for Fiscal Year 2022-23. Landscaping and Block Walls along Farroll Avenue and Bakeman North, a Park, a Detention Basin and Water Separator, a Sidewalk and Path to Parks, Fencing, and a French Drain. Services include but are not limited to: personnel; contractual services; grading; clearing; removal of debris; installation or reconstruction of said improvements at the end of their expected lifespan; and any other items necessary for the maintenance or servicing of the facilities. Maintenance means the furnishing of services and materials for the ordinary and usual operations, maintenance and servicing of the landscaping, park or appurtenant facilities; providing for the live, growth, health and beauty of the landscaping, including cultivation, irrigation, trimming, spraying, fertilizing, and treating for disease or injury; and the removal of trimmings, rubbish, debris and other solid waste. Page 102 of 257 Parkside Village Assessment District Fiscal Year 2022-23 5-1 PART B: ESTIMATE OF COST The 1972 Act provides that the total cost of installation, construction, operation, maintenance and servicing, of landscaping and appurtenant facilities can be recovered by the District. Incidental expenses, including administration of the District, engineering fees, legal fees, printing, posting, and mailing of notices, and all other costs associated with the annual collection process can also be included. Annual levy reports will be prepared to update the District budget and assessments. Annual cost indexing of the maximum authorized assessments will be tied to the regions Consumer Price Index (CPI). The proposed operation, maintenance and servicing costs for Fiscal Year 2022-23 are summarized below. As Preliminarily Approved As Confirmed and Recorded Approximate Fund Balance (7/1/22) 1 $458,600 2022-23 Assessment Income2 $43,966 Less Estimated Expenditures3 ($36,100) Estimated Fund Balance (6/30/23) $466,466 1 The estimated balance as of July 1, 2022 for Parkside Village Assessment District provided by City of Arroyo Grande. 2 A CPI Adjustment was not made for 2022/23 fiscal year. 3 Expenditures include $30,000 for services and supplies and $6,100 for administration. See original Engineer’s Report Exhibit “A” for details on costs of improvements. The 1972 Act requires that a special fund be set up for revenues and expenditures of the District. Funds raised by the assessments shall be used for the purpose as stated herein. Any balance remaining on July 1 must be carried over to the next Fiscal Year unless the funds are being accumulated for future capital improvements and operating reserves. Page 103 of 257 Parkside Village Assessment District Fiscal Year 2022-23 6-1 PART C: ASSESSMENT DISTRICT DIAGRAM Properties located within the proposed City of Arroyo Grande Parkside Village Assessment District are within the subdivision known as Parkside (Tract Maps 2310-1 and 2310-2). The lines and dimensions of each lot within the District are those lines and dimensions shown on the Tract Maps approved by the City of Arroyo Grande Department of Public Works for the year when the original Engineer’s Report was prepared. The Assessment District Diagram for the District is included in this report as Exhibit “C” and is the same Assessment Diagram as the Assessment Diagram approved in the original Engineer’s Report. Page 104 of 257 Parkside Village Assessment District Fiscal Year 2022-23 6-2 Insert Assessment Diagram Exhibit “C” Page 105 of 257 Page 106 of 257 Parkside Village Assessment District Fiscal Year 2022-23 7-1 PART D: METHOD OF APPORTIONMENT OF ASSESSMENT For details on Method of Apportionment, please refer to the original adopted Engineer’s Report, dated December 19, 2005. No changes to the Benefit Zone Classification Assessment Methodology and Benefit determination have been made. Page 107 of 257 Parkside Village Assessment District Fiscal Year 2022-23 8-1 PART E: ASSESSMENT ROLL FY 2022-23 Assessment Amount as Preliminarily Approved Assessment Amount as Confirmed and Recorded Zone 1 - APN Lot # 077255002 Lot 1 $446.00 077255003 Lot 2 $446.00 077255004 Lot 3 $446.00 077255005 Lot 4 $446.00 077255006 Lot 5 $446.00 077255007 Lot 6 $446.00 077255008 Lot 7 $446.00 077255009 Lot 8 $446.00 077255010 Lot 9 $446.00 077255011 Lot 10 $446.00 077255012 Lot 11 $446.00 077255013 Lot 12 $446.00 077255014 Lot 13 $446.00 Total: $5,798.00 Zone 2 - APN Lot # 077255015 Lot 14 $734.00 077255016 Lot 15 $734.00 077255017 Lot 16 $734.00 077255018 Lot 17 $734.00 077255019 Lot 18 $734.00 077255020 Lot 19 $734.00 077255021 Lot 20 $734.00 077255022 Lot 21 $734.00 077255023 Lot 22 $734.00 077255024 Lot 23 $734.00 077255027 Lot 26 $734.00 077255028 Lot 27 $734.00 077255029 Lot 28 $734.00 077255030 Lot 29 $734.00 077255031 Lot 30 $734.00 077255032 Lot 31 $734.00 077255033 Lot 32 $734.00 Page 108 of 257 Parkside Village Assessment District Fiscal Year 2022-23 8-2 077255034 Lot 33 $734.00 077255035 Lot 34 $734.00 077255036 Lot 35 $734.00 077255037 Lot 36 $734.00 077255038 Lot 37 $734.00 077255039 Lot 38 $734.00 077255040 Lot 39 $734.00 077255041 Lot 40 $734.00 077255042 Lot 41 $734.00 077255043 Lot 42 $734.00 077255044 Lot 43 $734.00 077255045 Lot 44 $734.00 077255046 Lot 45 $734.00 077255047 Lot 46 $734.00 077255048 Lot 47 $734.00 077255049 Lot 48 $734.00 077255050 Lot 49 $734.00 077255051 Lot 50 $734.00 077255052 Lot 51 $734.00 077255053 Lot 52 $734.00 077255054 Lot 53 $734.00 077255055 Lot 54 $734.00 077255056 Lot 55 $734.00 077255057 Lot 56 $734.00 077255058 Lot 57 $734.00 077255059 Lot 58 $734.00 077255060 Lot 59 $734.00 077255061 Lot 60 $734.00 077255062 Lot 61 $734.00 077255063 Lot 62 $734.00 077255064 Lot 63 $734.00 077255065 Lot 64 $734.00 077255066 Lot 65 $734.00 077255067 Lot 66 $734.00 077255068 Lot 67 $734.00 Total: $38,168.00 Grand Total $43,966.00 Page 109 of 257 Final Engineer’s Report for Grace Lane Assessment District Fiscal Year 2022-23 Prepared for: City of Arroyo Grande Prepared by: Wallace Group 612 Clarion Court San Luis Obispo, CA 93401 April 29, 2022 ATTACHMENT 5 Page 110 of 257 Grace Lane Assessment District Fiscal Year 2022-23 Table of Contents CERTIFICATES ............................................................................................................................................. 1-1 INTRODUCTION ENGINEER’S REPORT ........................................................................................................ 2-1 ENGINEER’S REPORT .................................................................................................................................. 3-1 PART A: PLANS AND SPECIFICATIONS ........................................................................................................ 4-1 PART B: ESTIMATE OF COST ....................................................................................................................... 5-1 PART C: ASSESSMENT DISTRICT DIAGRAM ................................................................................................. 6-1 PART D: METHOD OF APPORTIONMENT OF ASSESSMENT ......................................................................... 7-1 PART E: ASSESSMENT ROLL ........................................................................................................................ 8-1 EXHIBIT “C” ................................................................................................................................................ 9-1 EXHIBIT “D” ............................................................................................................................................. 10-1 EXHIBIT “E” .............................................................................................................................................. 11-1 EXHIBIT “F” .............................................................................................................................................. 12-1 EXHIBIT “G” ............................................................................................................................................. 13-1 Page 111 of 257 Grace Lane Assessment District Fiscal Year 2022-23 1-1 CERTIFICATES CITY OF ARROYO GRANDE Grace Lane Assessment District FISCAL YEAR 2022-23 The undersigned, acting on behalf of Wallace Group, respectfully submits the attached Engineer’s Report as directed by the City of Arroyo Grande pursuant to the provisions of Article XIIID, Section 4 of the California Constitution and the Landscaping and Lighting Act of 1972, Sections 22500 seq. of the California Streets and Highway Code. The Undersigned certifies that he/she is a Professional Engineer registered in the State of California. Engineer of Work:__________________________ Dated:___4/29/22____________ Kari Wagner, P.E. Principal Wallace Group CA# 66026 I HEREBY CERTIFY that the attached Engineer’s Report, together with the Assessment Roll and Assessment Diagram thereto attached, was filed by me on the _____ day of ______________ 2022. Jessica Matson, City Clerk City of Arroyo Grande San Luis Obispo, California By:_____________________________ Page 112 of 257 Grace Lane Assessment District Fiscal Year 2022-23 1-2 I HEREBY CERTIFY that the attached Engineer’s Report, together with the Assessment Roll and Assessment Diagram thereto attached, was approved and confirmed by the City Council of the City of Arroyo Grande, San Luis Obispo County, California on the _____ day of ______________ 2022. Jessica Matson, City Clerk City of Arroyo Grande San Luis Obispo, California By:_____________________________ I HEREBY CERTIFY that the attached Engineer’s Report, together with the Assessment Roll and Assessment Diagram thereto attached, was filed with the County Auditor of the County of San Luis Obispo, on the _____ day of ______________ 2022. Jessica Matson, City Clerk City of Arroyo Grande San Luis Obispo, California By:_____________________________ Page 113 of 257 Grace Lane Assessment District Fiscal Year 2022-23 2-1 INTRODUCTION ENGINEER’S REPORT CITY OF ARROYO GRANDE GRACE LANE ASSESSMENT DISTRICT FISCAL YEAR 2022-23 To ensure a flow of funds for the construction, operation, maintenance and servicing of specified improvements within the boundary of the subdivision known as Tract 2236 in the City of Arroyo Grande; the City Council approves the City of Arroyo Grande’s Grace Lane Assessment District (“The District”) this fiscal year. As required by the Landscaping and Lighting Act of 1972 (“The Act”), this Engineer’s Report describes the improvements to be constructed, operated, maintained, and serviced by the District for Fiscal Year 2022-23, provides a most probable estimated budget for the District, and lists the proposed assessments to be levied upon each assessable lot within the District. The boundaries of the District are reflective of Tract 2236, shown on the Assessment Diagram and incorporated into this report as Part “C”. The cost of operation, maintenance, and servicing of the improvements to be funded by the District will be apportioned to each lot within the District in proportion to the special benefit it receives. The method of assessment may be amended from time to time by the City Council, in order to apportion the costs in relation to the benefits being received. However, if the assessments are increased from the prior year, they will be subject to the noticing and balloting procedures referenced in Proposition 218. Payment of the assessment for each lot will be made in the same manner and at the same time as payments are made for property taxes. All funds collected through the assessment must be placed in a special fund and can only be used for the purpose stated within this report. The City will hold a Public Hearing on May 10, 2022 to provide an opportunity for any interested person to be heard. At the conclusion of the Public Hearing, the City Council may adopt a resolution confirming the levy of assessments as originally proposed or as modified. Following the adoption of this resolution and recordation of the District’s Tract Maps, the final Assessor’s roll will be prepared and filed with the San Luis Obispo County Auditor’s Office to be included on the Fiscal Year 2022-23 tax roll. Page 114 of 257 Grace Lane Assessment District Fiscal Year 2022-23 3-1 ENGINEER’S REPORT ENGINEER’S REPORT PREPARED PURSUANT TO THE PROVISIONS OF LANDSCAPING AND LIGHTING ACT OF 1972 SECTION 22500 THROUGH 22679 OF THE CALIFORNIA STREETS AND HIGHWAY CODE CITY OF ARROYO GRANDE GRACE LANE ASSESSMENT DISTRICT FISCAL YEAR 2022-23 Pursuant to the Landscaping & Lighting Act of 1972 of the Streets and Highways Code of the State of California, commencing with Section 22500, this Engineer’s Report submitted to the City Clerk of the City of Arroyo Grande in connection with the proceedings of the City Council to consider the establishment of the Grace Lane Assessment District, Kari Wagner, PE, duly-authorized representative of Wallace Group, consultant to the City, submits this Engineer’s Report consisting of the following parts: PART A: PLANS AND SPECIFICATIONS This part describes the improvements of the District. Preliminary design documents for the improvements are as set forth on the lists thereof, attached hereto, and are on file in the Office of the City Engineer of the City of Arroyo Grande, and are incorporated herein by reference. Plans are incorporated into the assessment diagram, listed as Exhibit “C”, Exhibit “D”, Exhibit “E”, Exhibit “F”, and Exhibit “G”, as allowed under section 22568 of the Act. Exhibit “C” shows the public trail to be maintained, Exhibit “D” explains The City of Arroyo Grande’s fuel modification specifications by zone and Exhibit “E” shows fuel modification Zones 1, 2, and 3 in Tract 2236. Exhibit “F” shows the storm drain maintenance and Exhibit “G” shows the slope maintenance and road maintenance for Tract 2236. All Exhibits are reflective of the Exhibits approved in the original Engineer’s Report dated November 28, 2006. PART B: ESTIMATE OF COST This part contains an estimate of the cost of the proposal improvements for fiscal year 2022-23, including incidental costs and expenses in connection therewith, as set forth on the lists thereof, attached hereto. PART C: ASSESSMENT DISTRICT DIAGRAM This part incorporates, by reference, a Diagram of the District showing the exterior boundaries of the District, the boundaries of any zones within the District, and the lines and dimensions of each lot or parcel of land within the District (see Exhibits “C” “E” “F” and “G”). These Diagrams have been prepared for the approved Engineer’s Report approved November 28, 2006. The lines and dimensions of each lot within the District are those lines and dimensions to be shown on the maps of the San Luis Obispo County Assessor following the recordation of Tract Maps 2236. Page 115 of 257 Grace Lane Assessment District Fiscal Year 2022-23 3-2 PART D: METHOD OF APPORTIONMENT OF ASSESSMENT This part describes the method of apportionment based upon the parcel classification of land within the District, and in proportion to the estimated benefits to be received. PART E: ASSESSMENT ROLL This part contains a description of each lot of property proposed to be subject to the assessment, including the amount of the assessment on each lot for Fiscal Year 2022-23. Page 116 of 257 Grace Lane Assessment District Fiscal Year 2022-23 4-1 PART A: PLANS AND SPECIFICATIONS The Plans and Specifications are per the original adopted Engineer’s Report, dated November 28th, 2006. No changes in services are being made at this time. Description of Improvements The following improvements are proposed to be operated, maintained, and serviced within the Grace Lane Assessment District for Fiscal Year 2022-23. Open space weed abatement, fire fuel suppression, and public trail maintenance. Fire fuel suppression is to be completed on a continual basis per Tract 2236 Grace Lane, City of Arroyo Grande P.U.D. Fuel Modification Specifications. (See Exhibits D and E) Drainage easements and the facilities as specified shall be maintained on an annual basis. Storm drain lines shall be “jetted” and cleaned of any debris as necessary to maintain clear and operational lines prior to the rainy season. Manholes and catch basins shall be vacuumed and/or cleaned of any debris, as deemed necessary, by the City of Arroyo Grande Superintendent of streets and drainage. (See Exhibit F) Maintenance of the slopes outside public right of way not including private lots and drainage within two areas (Area “A”, benefits lots 1-15, and Area “B”, benefits lots 16-19 (See Exhibit G)) are to be maintained by City of Arroyo Grande Streets Lead Worker. Road maintenance for the private drive to lots 16-19, shall be seal coat/slurry seal at 5-year intervals, and 2” A.C. overlay at 20-year intervals if required, based on the City of Arroyo Grande road maintenance department recommendations. (See Exhibit G) Services included but are not limited to: personnel; contractual services; grading; clearing; removal of debris; installation or reconstruction of said improvements at the end of their expected lifespan; and any other items necessary for the maintenance or serving of the facilities. Maintenance means the furnishing of services and materials for the ordinary and usual operations, maintenance, and servicing of the landscaping, or appurtenant facilities; providing for the life, growth, health, and beauty of the landscaping, including cultivation, irrigation, trimming, spraying, fertilizing, and treating for disease or injury; and the removal of trimmings, rubbish, debris, and other solid waste. Page 117 of 257 Grace Lane Assessment District Fiscal Year 2022-23 5-1 PART B: ESTIMATE OF COST The proposed operation, maintenance and servicing costs for Fiscal Year 2022-23 are summarized below. As Preliminarily Approved As Confirmed and Recorded Approximate Fund Balance (7/1/22) 1 $ 35,900 2022-23 Assessment Income (Fire Suppression)2 $8,740 2022-23 Assessment Income (Seal Coat)2 $592 Less Estimated Expenditures3 ($17,635) Estimated Fund Balance (6/30/23) $27,597 1 The estimated balance as of July 1, 2022 for Grace Lane Assessment District provided by City of Arroyo Grande. 2 Assessment income based on 19 homes x $460 = $8,740 for Fire Suppression, 4 homes x $148 = $592 for seal coat. 3 Estimated expenditures based on existing City contracts. Standard maintenance - $13,300, Professional Services - $735, Utilities (water) - $500, Administrative - $3,100. See original Engineer’s Report Appendix 1 and 2 for details on costs of improvements. The 1972 Act requires that a special fund be set up for revenues and expenditures of the District. Funds raised by the assessments shall be used for the purpose as stated herein. Any balance remaining on July 1 must be carried over to the next Fiscal Year unless the funds are being accumulated for future capital improvements and operating reserves. Page 118 of 257 Grace Lane Assessment District Fiscal Year 2022-23 6-1 PART C: ASSESSMENT DISTRICT DIAGRAM Properties located within the proposed City of Arroyo Grande Grace Lane Assessment District are within the subdivision known as Grace Lane (Tract Map 2236). The Lines and dimensions of each lot within the District are those lines and dimensions shown on the Tract Map approved by the City of Arroyo Grande for the year when the original Engineer’s Report was prepared. Page 119 of 257 Grace Lane Assessment District Fiscal Year 2022-23 7-1 PART D: METHOD OF APPORTIONMENT OF ASSESSMENT For details on Method of Apportionment, please refer to the original adopted Engineer’s Report, dated December 19, 2005. No changes to the Benefit Zone Classification Assessment Methodology and Benefit determination have been made. Page 120 of 257 Grace Lane Assessment District Fiscal Year 2022-23 8-1 PART E: ASSESSMENT ROLL Lot# Assessor Parcel Number (APN) FY 2022-23 As Preliminary Approved As Confirmed and Recorded 1 007019002 $460.00 2 007019003 $460.00 3 007019004 $460.00 4 007019005 $460.00 5 007019006 $460.00 6 007019007 $460.00 7 007019008 $460.00 8 007019035 $460.00 9 007019036 $460.00 10 007019037 $460.00 11 007019012 $460.00 12 007019014 $460.00 13 007019015 $460.00 14 007019016 $460.00 15 007019017 $460.00 16 007019034 $608.00 17 007019033 $608.00 18 007019025 $608.00 19 007019030 $608.00 TOTAL: $9,332.00 Page 121 of 257 Grace Lane Assessment District Fiscal Year 2022-23 9-1 EXHIBIT “C” Assessment Diagram Page 122 of 257 Page 123 of 257 Grace Lane Assessment District Fiscal Year 2022-23 10-1 EXHIBIT “D” Exhibit D: Fuel Modification Specifications In accordance with Municipal Section 8.44.020 all grass, weeds, brush, and other combustibles will be maintained in a condition that will make it unlikely that it will become easily ignited or support the spread of fire. The Fire Department encourages the property owner to consider the use of livestock (goats, cattle, etc.) to ecologically maintain the fire safety of this land. Zone 1 Grasses shall be cut down to a length of 4 inches or less yearly, or as required by the City of Arroyo Grande Fire Department. All brush and pampas grasses will also be cut down in this zone. Zone 2 Shrubs under oaks and within 10 feet of tree canopies shall be removed. Brush in this area shall be thinned to the satisfaction of the Arroyo Grande Fire Department to allow for minimal spread of fire and to allow adequate access for firefighting suppression efforts. Grasses and brush shall be kept mowed in this zone as well. Zone 3 To eliminate ladder fuels beneath oak trees, oak limbs to be considered for removal shall be less than 4 inches in diameter and within 4 feet of the ground. Branches must be chipped for mulch and spread on site. • Grasses in this zone shall be kept mowed where practical. • Trees with shrubs adjacent to the canopy shall likewise have limbs 4 inches or less removed until clearance is achieved between canopy and shrubs. • Some shrubs in this area may be indicated in the field to be thinned. • Existing fallen branches located in treated zones shall be chipped and used as mulch. • Removal of larger limbs over 4 inches in diameter which pose a hazard or are within 4 feet of vertical clearance zone must be approved by an arborist and the Director of Parks, Recreation, and Facilities. • All pruning work done on oak trees in this zone shall be done only after the issuance of a Pruning Permit by the Director of Parks, Recreation, and Facilities. Notes A site walk with the owner or Homeowners Association’s Representative and the City of Arroyo Grande Fire Marshall is required prior to the commencement of any work in the defined open space areas. All work on and around existing oak trees shall conform to the conditions of the City of Arroyo Grande Community Tree Ordinance 431 C.S. All Pruning of oak trees shall be executed per documented recommendations by a certified arborist using ISA approved pruning standards. All contractors and subcontractors shall have read the community tree ordinance and be familiar with the conditions therein. Page 124 of 257 Grace Lane Assessment District Fiscal Year 2022-23 11-1 EXHIBIT “E” Fuel Modification Zones Page 125 of 257 Page 126 of 257 Grace Lane Assessment District Fiscal Year 2022-23 12-1 EXHIBIT “F” Storm Drain Maintenance Exhibit Page 127 of 257 Page 128 of 257 Grace Lane Assessment District Fiscal Year 2022-23 13-1 EXHIBIT “G” Slope Maintenance/Road Maintenance Page 129 of 257 Page 130 of 257 Final Engineer’s Report for Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 City of Arroyo Grande State of California Prepared for: City of Arroyo Grande Prepared by: Wallace Group 612 Clarion Court San Luis Obispo, CA 93401 April 29, 2022 ATTACHMENT 6 Page 131 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 Table of Contents CERTIFICATES ........................................................................................................................................ 1-1 INTRODUCTION ENGINEER’S REPORT .................................................................................................... 2-1 PLANS AND SPECIFICATIONS ................................................................................................................. 3-1 ESTIMATE OF COSTS .............................................................................................................................. 4-1 ASSESSMENT DIAGRAM ........................................................................................................................ 5-1 ASSESSMENT SCHEDULE ........................................................................................................................ 6-1 Page 132 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 1-1 CERTIFICATES CITY OF ARROYO GRANDE Parkview, Landscape District #1 FISCAL YEAR 2022-23 The undersigned, acting on behalf of Wallace Group, respectfully submits the attached Engineer’s Report as directed by the City of Arroyo Grande pursuant to the provisions of Article XIIID, Section 4 of the California Constitution and the Landscaping and Lighting Act of 1972, Sections 22500 seq. of the California Streets and Highway Code. The undersigned certifies that he/she is a Professional Engineer registered in the State of California. Engineer of Work:__________________________ Dated: 4/29/22 Kari Wagner, P.E. Principal Wallace Group CA# 66026 I HEREBY CERTIFY that the attached Engineer’s Report, together with the Assessment Roll and Assessment Diagram thereto attached, was filed by me on the _____ day of ______________ 2022. Jessica Matson, City Clerk City of Arroyo Grande San Luis Obispo, California By:_____________________________ Page 133 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 1-2 I HEREBY CERTIFY that the attached Engineer’s Report, together with the Assessment Roll and Assessment Diagram thereto attached, was approved and confirmed by the City Council of the City of Arroyo Grande, San Luis Obispo County, California on the _____ day of ______________ 2022. Jessica Matson, City Clerk City of Arroyo Grande San Luis Obispo, California By:_____________________________ I HEREBY CERTIFY that the attached Engineer’s Report, together with the Assessment Roll and Assessment Diagram thereto attached, was filed with the County Auditor of the County of San Luis Obispo, on the _____ day of ______________ 2022. Jessica Matson, City Clerk City of Arroyo Grande San Luis Obispo, California By:_____________________________ Page 134 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 2-1 INTRODUCTION ENGINEER’S REPORT REPORT “LANDSCAPING AND LIGHTING ACT OF 1972” Pursuant to the Landscaping & Lighting Act of 1972 of the Streets and Highways Code of the State of California, commencing with Section 22500, this Engineer’s Report submitted to the City Clerk of the City of Arroyo Grande in connection with the proceedings of the City Council to consider the establishment of the Parkview, Landscape District #1, Kari Wagner, PE, duly-authorized representative of Wallace Group, consultant to the City, submits this Engineer’s Report consisting of the following parts: Part I: PLANS AND SPECIFICATIONS The plans and specifications describe the general nature, location and extent of the proposed improvements, and said plans and specifications, as applicable, indicate the classes and types of improvement for each zone within the District. The Plans and Specifications remain consistent with the approved Parkview, Landscape District #1 approved on June 9th, 1992. Part II: COST ESTIMATE The cost estimate includes all costs relating to installing and maintaining of the improvements for the next fiscal year, including appropriate incidental expenses, as well as providing for surpluses or credits and contributions from any source as applicable. Part III: ASSESSMENT DIAGRAM The Assessment Diagram indicates the exterior boundaries of the District, the boundaries of any zones within the District, as well as setting forth each individual lot or parcel. Each parcel is identified by a distinctive number or letter and the lines and dimensions of each lot shall conform to those as shown on the latest County Assessor’s map. PART IV: ASSESSMENT SCHEDULE The Assessment Schedule sets forth the net amount to be assessed upon all parcels and lands within the District, describing each assessable lot or parcel by reference to a specific number, and assessing the net amount upon the lots in proportion to the benefits to be received by each lot or parcel as shown on the above-referenced Diagram. The Assessment Schedule remains consistent with the approved Parkview, Landscape District #1 approved on June 9th, 1992. All lots and parcels of land known as public property, as defined under Section 22663 of said “Landscaping and Lighting Act of 1972”: have been omitted and are exempt from any assessment under these proceedings. This “Report” is applicable for the maintenance of improvements within the District for the fiscal year 2022-23. Page 135 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 2-2 The City Council will hold a meeting on May 10, 2022 to provide an opportunity for any interested person to be heard. At the conclusion of the meeting, the City Council may adopt a resolution confirming the levy of assessments as originally proposed or as modified. Following the adoption of this resolution and recordation of the District’s Tract Maps, the Final Assessor’s Roll will be prepared and filed with the San Luis Obispo County Auditor’s office to be included on the Fiscal Year 2022-23 tax roll. Page 136 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 3-1 PLANS AND SPECIFICATIONS The Plans and Specifications are per the original adopted Engineer’s Report, dated June 9th, 1992. No Changes in services are being made at this time. A general description of the works of improvements to be financed and maintained under these proceedings are those generally described as follows: • The Installation and maintenance of landscaping improvements and ornamental vegetation in public rights-of-way to serve and benefit properties within the boundaries of the District as well as any subsequent annexations. • No annexations have been made into or out of the Parkview, Landscape District #1 since the adoption on June 9th, 1992. • See Attached Conceptual Landscape Planting Plan, prepared by Landplans for the Parkview, Landscape District #1 adopted June 9th, 1992. Page 137 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 3-2 Insert Landscape Conceptual plan Page 138 of 257 PLANTU~T €) 0 0 " © (!) 0 p eOTANk::AL/COM"'.!ON NAM~' l..J(;\X)Al.efR. ::.T'rRAa'WA. ~ ''""''"''"" ' MAP.c.NlHJ::>~AL.O LLY-Of·Tl-IE.-N..E. ~~t'JELWWl DA'rlLY -"""""'= 1-EA\IEN....Y eAlv'eOO ~f\Dc:'.A'Cl.ARA' """><4WJWl<N': FWOA.MA """"""""' ~:PP MT::UIVA 'YELL.OW ""'°""GAZANA ~""""-"'-UH ~~~:; H41-«::>~WY IGAW>-1 ~GAW>-! IGAW>-1 '"""""' ROOTED~ "'"''El>~ 1. ' ' ·-,. · ... -,, ' " , ... CONCEPTUAL LANl?XAPE PLANTIN<=i PLAN TRACT#l7bCl , --, A'i<R17YO 6RANDE; CAUFO~ ·, ' -' '-~ . ·; ·;y·_ ···,. '._ ... ' ' ' i ····>' -----------·'>r--;; 11 t•:. ~WITAU.-rifDFE::a.e. ..:._ ····· ··f ~ ':·" -I : '' ·.1 ~---· -,~, • , LANDSCAPE ARCHITECTUA.E ·' LANO/SITE PLANNING · · 75 Higuera· Street, Suile 206 · 'San Luis Obispo, C<ililorma 93-lOt (805) 544·4546. (005) 92~·6677 • FAX (805) 544-459·1 ' ' -~) ..- Page 139 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 4-1 ESTIMATE OF COSTS The total costs for installation and maintenance of the improvements are those as hereinafter set forth. Said cost estimate will also set forth the amount of any surplus or deficit in the Improvement Fund to be carried over, as well as the amount of any contributions to be made from any other sources. Approximate Fund Balance (7/1/22)* $ 0.00 2022-23 Assessment Income $ 3,000.00 COST OF ANNUAL MAINTENANCE $ -2,900.00 Estimated Balance (6/30/2023) $ 100.00 * The estimated balance and expenses for Parkview, Landscape District #1 provided by City of Arroyo Grande Page 140 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 5-1 ASSESSMENT DIAGRAM The assessment diagram sets forth (a) the exterior boundaries of the District, (b) the boundaries of any zones within the District, and (c) the lines of each lot or parcel of land within the District. The assessment diagram further identifies each lot or parcel by a distinctive number or letter, and for a detailed description of the lines and dimensions of any lot or parcel, reference is made to the County Assessor’s map applicable for the next fiscal year, which map shall govern for all details concerning the lines and dimensions of such lots or parcels. A copy of the assessment diagram is attached hereto, referenced, and incorporated. Page 141 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 5-2 Insert Assessment Map (1 of 2) Page 142 of 257 JS s I . ""' I I I I ()) CO-"---·• ti') CT) 0 ;., 1 ca --->- 't cu 0 .. , TR J06 N8~"53'41"E 11%.0c'M; NB•"<>'<R 60,00' ~ J 018 ~ 137'1 • ~ ~ 18 ~ ~ 19 ~ 8 0 0° g_ 6,000 SF :f0 g_ 6.000 SF :f g ~ !i! ~ - 70 02' S 9"5l'41"W 196. Z' 24 10.996 Sf 170.90' 25 9,651 SF 100.00' 1370 20 10.001 sr \ ... "' ;, q • 0 'N ~I'-. SCALE I" • 60' so· lo' o GRAPHIC SCALE LEGEND •o' e : Found monument a) naled. A : Found E tnC111umutf in wdi 1 µ.r R ·!. O;O l!l Go 5et l"f.P. LS 3673 Set tag L.S.3b7~ in s1dcwo:illc Se.f ~monument stomped L~ 3'7.l,in well. R 3 MEI 45 R-1• 7MB43 R·Z: IOMB Bl R·3' l/M823 589"5l'04"W 1!'1185' -·""' 26 "IS'e,, Ill .il..LLL.l.J..: Acces~ Denied l ~ 1•••• ··•: Ci~'( l1mih 9,5515f S89"45'00"W 97.99' -tri' 30 14.961. SF 1~ i -,I~ ~ l'' l, .. I 'l''''• ~,ti ~"· \~J>6>. ~ NOTE': Pipei .>e.1 a.Ion~ Oa.J.. Park Bl. for Loh 11-14 ( Z"1·Z~o1'J ~ 16 are on the L' P.tJ.{ .. a..s shCW<otn. U: Pipe!> along N~' Di•)on for lot. co.-11ers arc .)et on fh.t. lot /lne I.CO foot b4ek fro'" true carrier. BASIS OF BEARINGS Farro// A.-1111u~1 bearin9 Ns9·4~·00·'£ ~,. R 588.0/'M I• .. . ~e. ··~+ CURVE 600.00 .51.00 5t .00 !ii .00 2!1.00 !10.00 8!1.00 DATA DELTA 460.01 43056·00" 367 .!17 J50Q6'02" 92 . .50 00049',58" ll.l7 l5014'4l"• !il.98 60039•47" · 32.76 72.64 61 .39 62.97 0.50JJ'04" 65,lS .54,80 17 .JO Ba !10.00 JJ042' l6" BC 40,87 270JJ'08" 9 77.00 47.37 J!i014'4l" -gb 1.5.40 11027•45" 10 650 00 !ii .94 Q40J4'•il" 11 550.00 32.33 OJ022'06" 12 !10,00 13.13 15002'5'1"' !!' 85,00 l!i!i.14 104034•21" ~~----+-~'~' ·~·~· -t-~'""'',o'~""''""'',--i. I.lb 260.57'45" Ile. 40.00 260!17'46" l'ld 41.16 27044'JT" 15 l4.H 21024'\2" 19c. 06~19' 47" 19d 54, 19 05039•44" ( J J i,.---- '• ~. " :, "' .; ;: _'l: ----· ~ "' 8 c, "' ~- ·P.O. 801 1127 Arroyo Grande, Calif 93421 Phmw 8051.J89·4:J.l:J c .A subdivi)ion of Lot 14 of Pi.!.rno &each Gardens~ in the City.or Arroy~ C'lrandt, Counf.fof So.n L1.1i~Obi1po1 Co.Jiforn10.. ~ e. or z Page 143 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 5-3 Insert Assessment Map (2 of 2) Page 144 of 257 OWNERS' STATEMENT i He, tho undersl9ncd, hereby st.ate that vc are aJ:l the ovnera of, and all recordholdere of security interest in, and all parties having any record title in the real pcoperty included vithin the Subdivision and project shovn on this map, and that each of us does hereby con- sent. to the filing and/or recordation of this map. Wt h~rzit ded,ccm.-totlie. pt.iblic ftir pubhc u:.A cdl strt..et.1 end bo1.1/el"lrd shown htruin (,fld /ht> fQc1Jitie.) fht.rei11, lots A al'l4 B, ancl Pa::iemenh for' woltr at'(j se,,..er mains, $tr1e t tr~ and emof91!n<:.y OC'.ces.s s~own heretm. Wt. a(so ded1eo~e f::i H-.e puliloc. for #he ult! and benefit of the several public utility com- panies vhich are authodzcd to serve in said subdiv~sion, casements for public utility purposes. shovn hereof'. as •P.U.E.•. We a.lso d.edic..a..te to Hie publ1(. -the wo.ter ri91tfs ""'frriin th1J ~bdiv1sio: ==~~-..=_-_::._ ___ :_-.::_:__;_::.:;;--..--! ~ .And further by tne recordation of this map, ve hereby relinquish all rights of vehicular inqress to or egress from Lots l and /0 ihrotJ9h 15 along the ea.3-tuly boundo.rv of .said lob a.butti119 Oc.k. lbrk bOY/evard; Loh lb, ZI a.nd Z4 through :30 a Ion~ the 1-Yf.~ ~.-~ly bourY.klry' of 3a.fd lab ob11ttin9 lbk Park Boule.tard: nnd Ltifl" & '3, 10 and .. ,() .'.onq Hie southerly botuldo.ry of so.id lo1l abuttin9 Farrt11ll Roo.d .. H.R.P: DE'V[lOPMENT CO •• INC., o. California. corpordio" >r ~+t.f~; ~~~!:-C5i=- ··--·---· ... ··-~ STATE OF CALIFORNIA COUNTY" OF SAN LUIS OBISPO --- i I On this .J.7.~l. day-of ·:-,_ .. ;,.,_,,,/ , 191::!...:... before. me'-. 1...-1 • '.:-:---.-.·;. ,.,:~.,. , a Notary Public in and for said State, perS.Onally appeared 'li-,,., _-f-: /l''t .. d,~~-/ and,..!.;~.· '.J:...~-;.. • f~ : , proved to me on . the basis of satisfactory evidence, ~o be_ the persons VJl1o uac.uhd the rvithin imtrum•d d.S __ {'/;..:=.• .. ·LJ.=·:1/T:_:_ __ a,.,d on be ho.If of the corporo.+1on the.re.in {'lamed, ond o.cknowlcd9ed to m<t ~ha.t If!• c.orpor"a.trori ~.wec .... f-ed i:. _. [ > : -ill._-~-_}: ·b,_µ_LLL \.7!'-'111··1~. · .. J\. \.~ ... ~4 .. -;,..---r) C-"··uv ut: •'f-\"' '-t..•s oS•J'""" STATE OF CALIFORNIA COUNTY OF SAN LUIS OBISPO /r0.~~;.A7~~~~:~~~:r~~·:<:-;., i •.. on this) 1 rt, day ol'-.z~·i.-0•1"11 , 19~ beforej me, -'-) :dA'/.:.--: . ) '. "),.. .V,.1 • ..,;,--,, , a Notary Public in and for said State, personally appeared k-;('~..e=;,{1 7 ";,.,/}-~,:,/;;·_tr and personally known to me ~o · be ;the. persons vho executed the_ vi thin instrumen~ as. · '/_:.;_=. ... ·1'\t=,.1 "?"" and · or on behalf of the corporation therein ~amed, and J acknowledged to me that such corporation executed i 1t: -' STATE OF CALIFORNIA COUNTY OF SAN LUIS OBISPO On this r\·~ 0 day of :!i··• ·.11· \ , 19.'....U:... before ,.;, c"'<···'rc< '~"q\.:0 , , a Notary Public in and for said State,_ personally appeared rN!'r.\ f.. ·t<1·cl proved to me on the basis of satisfactory evidence to be the persons who e.rcc:t.1hd the within instrt.1mtnt as __ ',\C.-;.i.U.r.n':._..:._ __ :--- a.nd t=-:-,.,..\. ~-'' rl~'"•"\ on ~e/i41f of tnc eorpor".l~1on therein n11m~d1 and ac.knowled9e.d to me tha.t fht eo,.,oor4t1on eitc.c.uhd i.t, as Trustct.. A Soils E:nqineering Report for Tra.d 11'-., \ --r ... / .. _-.) ,-- . : : ._ "'. Ii I ,JJ.1JL'-;-~~--P'-fL_._-_ "'-'i a.,,,,.,,_,_.=_,.,.;,_,--... _v·'·'!"''-·.1~.<:-,,:-1,....._~ ~c ~ ?'.~··:.. .. '.~ .... (· . ~, .. ?.fl'(; .·'.J.. /_'.?.;!_, -" v.-as preptl,.e..d on J'a.nuQrv 13, l~'JZ~ by Faf'lh ~ys.tems Ceinsullant3 1 Pacific ae.o.sc:re11cc. D1lf'1,ion, Qnc{ Is on fil~ ,·,.,+he Cit'( E"n9lrteer~ Office. ~·,....,.,.,,.,. ''~ .>l'\N r 14•1 • B• .-.. " i PLANNING COMMISSION CERTIFICATE I . - I I hereby certify that this map of Tract No. 17~9 s~bstantially conforms to the Tentative Hap there- of, approved by the Plannlng Commission of the City of Arroyo Grande, rttate of California. I I I ' D~ted~ , . -i , : -~~t;;f ~g Commission CITY _ENGINEER'S STATEMENT I hereby state that I have examined the annexed map, that the subdivision shovn there- on is substantially the same as it appeared . on the tentative map and any approved alter.:. ations thereof and that all the provisions of the Subdivision Hap Act and local · ord1nd.nc.e:s have been complied vith and that I nm satisfied that this map is technically correct. " ! : Da_t.ed Cf ";,.. ••• ?....; ! l. SURVEYOR'S STATEMENT I, L.D. Kinneavy, hereby state that I am a Licensed Land Surveyor of the State of California and that this map consisting of L sheets is a true and complete repre- sentation of a survey made by me or under my direction in APRIL 19 :31, and that all the monuments shown hereMare of the character and occupy the positions indi- cated, or vill be set in such positions vithin one year of the approval of this map, and are sufficient to enable the survey to be retraced. Dated: t..) ·\·t · ~\ -·' ·-lif\-::. -· - L. D. Kinneavy L.)i. 3673 CITY COUNCIL _CERTIFICATE I do hereby certify that the City Counc.il oF the City· of Arroyo Cr4nde.. State of Callfornia, did on ~" "7' ;J.S, 19~, approve t"!'ls map of £· TRACT llEo'!I in accordance vitfl the pro- visions of the Subdivision Hap Act, e1rid the offers of dedic.o.tion shown h~r~an for sfr~ct.l and b®ft.-cud and the fac1l1t!G1 fhl!.rt;U'I, the waler f•qht.s 1 fht rd1n'i.y1shm-en/ .. , of ac.:esr r19ht!.1 Lot.s Al6, and +ht: etll'~nts for W'3fer and 5ewe,... mo1nJ, ~,,d s frel!t lrees were. accepft:d o,, __ ··-- behclf of rhe public .Ju~1e.d 1'o 1"'1e )oliJfocfo,.'t comp(t:fton . ._ of lhe impro11emtnt.J approvf!d by i~ Pirec:lor ol IUNr"c'W'Ol'.b. · The dec/1eo.fron ol Pu/Jlic. Ufi!drlasl!men/.3 was r.i}"l!ded w•lhouf;Yl!Jvdtee. :;ubjecl fo a~e-epkJ,,ce. t>y th11°uf,/dy compcn1e.s o.-f q lo.fer da l"c • _.id:;/'162. Zl~AULJ /l.~--- 0ofot c."ty7i:r~- RECORDER~ STATEMENT Filed this __ day of ______ ,19_ at ___ M in BOOK of MAPS at PAGE. _____ , at the request of L.D.Kinneavy.L.S. No. 3673. Fee Paid ___ _ County Recorder Doc.No.•----Dy __________ _ Deputy JOB 189-3'1~ n SAN LUIS L,t. ENGIN\2ERING, 1NC. P.O. Bol 1127 Arroyo Gronda, Calif 93421 Phont 805/489·4343 TRACT 1769 0 A s:ubdlwi:uori of Lot 14 of ri!ITIO 8e.oc.h 6ordl!!ns.. iro. the. City of Arroyo Ciro.nd.1., Countv of ~on Luis Obi:.po,. C.o.lifarnia.. ! of 2 TICOP,A 1690f0 Page 145 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 6-1 ASSESSMENT SCHEDULE I, the appointed Kari Wagner, PE, by virtue of the power vested pursuant to the Act, and by order of the legislative body, hereby make the following assessment to cover the estimates costs and expenses for the improvements and maintenance within the District for the next fiscal year. Said costs and expenses are generally as follows. Approximate Fund Balance (7/1/22)* $ 0.00 2022-23 Assessment Income $ 3,000.00 COST OF ANNUAL MAINTENANCE $ -2,900.00 Estimated Balance (6/30/2023) $ 100.00 * The estimated balance and expenses for Parkview, Landscape District #1 provided by City of Arroyo Grande I do hereby assess and apportion the net amount of the costs and expenses upon the several parcels of land within the District liable therefore and benefited thereby, in proportion to the estimated benefits that each parcel receives, respectively, from said works of improvement and appurtenances, and said parcels are hereinafter numbered and set forth to correspond with the numbers as they appear on the attached assessment Diagram and the County Assessment Roll. The Assessment Schedule refers to the County Assessment Roll for a description of the lots or parcels and said Roll shall govern for all details concerning the description of the lots or parcels. The net amount to be assessed upon the lands has been spread and apportioned by any formula in accordance with the benefits received from each parcel, and in my opinion, said costs and expenses have been apportioned in direct relationship to the benefits received from the works of improvement. For a more specific statement as to the method and formula for the spread of the assessments, reference is made to the following list of annual assessments: *** Page 146 of 257 Parkview, Landscape District #1 Tract 1769 Fiscal Year 2022-23 6-2 THE ASSESSMENTS ARE THOSE AS CONFIRMED IN COLUMN I, UNLESS A DIFFERENT FIGURE APPEARS IN COLUMN II, AS MODIFIED. ASSESSMENT NO. ASSESSOR PARCEL NUMBER (APN) I. II. AMOUNT OF ASSESSMENT ASSESSMENT AS MODIFIED 01 077253001 $100.00 02 077253002 $100.00 03 077253003 $100.00 04 077253004 $100.00 05 077253005 $100.00 06 077253006 $100.00 07 077253007 $100.00 08 077253008 $100.00 09 077253009 $100.00 10 077253010 $100.00 11 077253011 $100.00 12 077253012 $100.00 13 077253013 $100.00 14 077253014 $100.00 15 077253015 $100.00 16 077253016 $100.00 17 077253017 $100.00 18 077253018 $100.00 19 077253019 $100.00 20 077253020 $100.00 21 077253021 $100.00 22 077253022 $100.00 23 077253023 $100.00 24 077253024 $100.00 25 077253025 $100.00 26 077253026 $100.00 27 077253027 $100.00 28 077253028 $100.00 29 077253029 $100.00 30 077253030 $100.00 Total $3,000.00 Page 147 of 257 Item 8.j. MEMORANDUM TO: City Council FROM: Brian Pedrotti, Community Development Director BY: Robin S Dickerson, PE, City Engineer SUBJECT: Consideration of a Resolution Supporting the Application for Funding from the Department of Transportation’s Multimodal Project Discretionary Grant Opportunity for the US 101/Brisco-Halcyon Road Interchange Modification Project DATE: May 10, 2022 SUMMARY OF ACTION: Adopting a Resolution supporting the application to the Department of Transportation’s Multimodal Project Discretionary Grant (MPDG) Opportunity Funding Request for the US 101/Brisco-Halcyon Road Interchange Modification Project will help carry out the direction of the City Council provided on April 26, 2022, to seek Federal grant funding for the Project. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: A significant amount of short-term staff time (prior to the grant application submittal deadline of May 23, 2022) is projected to prioritize the preparation of the request for the Department of Transportation’s MPDG Opportunity Funding Request for the US 101/Brisco-Halcyon Road Interchange Modification Project. The MPDG Funding Request will seek approximately $25,500,000 to fund the outstanding construction balance of the Brisco Project. Table 1 Potential Project Funding Funding Source Amount STIP $6.6 M Traffic Signalization $959,000 Traffic Facilities $1.6M Potential MPDG $25.5M Total Project Funds Available $34.68M Page 148 of 257 Item 8.j. City Council Consideration of a Resolution Supporting the Application for Funding from the Department of Transportation’s Multimodal Project Discretionary Grant Opportunity for the US 101/Brisco-Halcyon Road Interchange Modification Project May 10, 2022 Page 2 RECOMMENDATION: Adopt the Resolution supporting the application to the Department of Transportation’s Multimodal Discretionary Grant Opportunity Funding Request for the US 101/Brisco - Halcyon Road Interchange Modification Project and designate the City Mana ger or their designee as the City’s signature authority to take all actions necessary to seek and apply for the funding opportunities through this grant program. BACKGROUND: On March 25, 2022, the United States Department of Transportation (Department) began soliciting applications for three funding opportunities: the National Infrastructure Project Assistance grants program (Mega), the Nationally Significant Multimodal Freight and Highways Projects grants program (INFRA), and the Rural Surface Transportation Grant program (Rural). While applicants can receive funding from only one grant program, this combined solicitation will allow applicants to apply for two, or all three , of these funding opportunities by submitting only one application. It also aims to better enable the Department to proactively assist project sponsors in matching projects with the most appropriate grant program(s) and facilitate individual projects in potentially receiving funding from multiple grant programs. Funds for the INFRA, Mega, and Rural funding opportunities will be awarded on a competitive basis for surface transportation infrastructure projects – including highway and bridge, intercity passenger rail, railway- highway grade crossing or separation, wildlife crossing, public transportation, marine highway, and freight projects, or groups of such projects – with significant national or regional impact, or to improve and expand the surface transportation infrastructure in rural areas. The Brisco-Halcyon Road Interchange Project (Project) has been underway since the late 1990’s. The purpose of the project is to provide congestion relief, alleviate queuing, accommodate existing and planned local development, and improve the traffic operations of the regional and local street system in the vicinity of US 101. Existing interchange and ramp spacing on US 101 do not meet current standards. Therefore, the project is intended to correct ramp and mainline operations on US 101 at the US 101/Brisco -Halcyon Road interchange to improve traffic flow and enhance safety for the local and interregional movement of people and goods. The approved Alternative 4C would remove the existing northbound US 101 ramps at Brisco Road to eliminate the tight spacing between the northbound ramp intersection and the adjacent Brisco Road/West Branch Street intersection. It would also relocate the northbound ramps to Rodeo Drive and West Branch Street, which would require realignment of West Branch Street. Page 149 of 257 Item 8.j. City Council Consideration of a Resolution Supporting the Application for Funding from the Department of Transportation’s Multimodal Project Discretionary Grant Opportunity for the US 101/Brisco-Halcyon Road Interchange Modification Project May 10, 2022 Page 3 In 2004, the San Luis Obispo Council of Governments (SLOCOG) provided $465,000 in regional and State Transportation Improvement (STIP) funds for project development. In 2005, the City Council approved a consultant services agreement with Wood Rodgers to complete the Project Approval and Environmental Determination Phase (PA&ED). During the 2012 State Transportation Improvement Program (STIP) programming year, SLOCOG allocated $5,624,000 in STIP funding for construction of the interchange project. SLOCOG increased this amount to $6,624,000 during the 2014 STIP programming year. Over the past seventeen years, numerous studies, meetings and discussions have been conducted, including evaluation of eighteen proposed alternatives. During the March 26, 2019 meeting, the City Council approved Alternative 4C as the preferred alternative over Alternative 1 and a no-build alternative. At that time, total project costs were estimated at $22.7 million. This milestone decision allowed City staff and consultants to comple te the project report and environmental documents for consideration and approval by Caltrans. In January 2021, Council approved the Initial Study and Mitigated Negative Declaration (IS/MND) for the Project, which included consideration of Alternative 4C, Alternative 1, and the no-build alternative. By that time, Project costs had escalated to $25.9 million. In April 2021, the Project Report and Environmental Assessment were completed and approved by Caltrans, which concluded the PA&ED Phase. In May 2021, the 5-Year Capital Improvements Program included updated total Project costs of $32.1 million. At the City Council Meeting of April 26, 2022, Council directed staff to work with SLOCOG to pursue this near-term funding opportunity to fund the outstanding balance of the project. ANALYSIS OF ISSUES: The Multimodal Project Discretionary Grant (MPDG) application provides Federal financial assistance to highway and bridge, intercity passenger rail, railway-highway grade and separation, wildlife crossing, public transportation, marine highway, and freight and multimodal projects, or groups of such projects, of national or regional significance, as well as to projects to improve and expand the surface transportation infrastructure in rural areas. The Infrastructure Investment and Jobs Act provided funds to the Department across three programs to invest in projects of national or regional significance – the National Infrastructure Project Assistance grants program, found under 49 U.S.C. § 6701 (Mega), the Nationally Significant Multimodal Freight and Highways Projects grants program, found at 23 U.S.C. § 117 (Infrastructure for Rebuilding America or INFRA), and the Rural Surface Transportation Grant program, found at 23 U.S.C. § 173 (Rural). The Fiscal Year (FY) 2022 MPDG awards will be made for each of the three grant programs as appropriate and consistent with each grant program’s statutory language. Implementation of the Infrastructure Investment and Jobs Act and will focus on supporting Page 150 of 257 Item 8.j. City Council Consideration of a Resolution Supporting the Application for Funding from the Department of Transportation’s Multimodal Project Discretionary Grant Opportunity for the US 101/Brisco-Halcyon Road Interchange Modification Project May 10, 2022 Page 4 projects that improve safety, economic strength and global competitiveness, equity, and climate and sustainability consistent with the Department’s strategic goals. Applicants are encouraged to apply for multiple programs, to maximize their potential of receiving Federal support. Applicants for the MPDG will be considered across all three programs unless they opt out. To support applicants through the application process, the Department will provide technical assistance and resources. The Department seeks to fund projects under the MPDG common application that reduce greenhouse gas emissions and are designed with specific elements to address c limate change impacts. The Department also seeks to award projects under the MPDG common application that address environmental justice, particularly for communities (including rural communities) that may disproportionately experience consequences from c limate change and other pollutants. Environmental justice, as defined by the Environmental Protection Agency, is the fair treatment and meaningful involvement of all people regardless of race, color, national origin, or income, with respect to the developm ent, implementation, and enforcement of environmental laws, regulations, and policies as part of the Department’s implementation of Executive Order 14008, Tackling the Climate Crisis at Home and Abroad. As shown in Table 1 above, the funding for the Project is short approximately $25.5 million. To close the Project funding shortfall, Council has directed staff to pursue funding opportunities to provide the City with the necessary funding to be able to complete Alternative 4C as previously approved. Staff proposes to request approximately $25.5 million through the MPDG. Staff, with the assistance of SLOCOG, is working diligently to complete the application request forms and collect all supporting documents, including community support documents such as the proposed Resolution, to submit by the May 23, 2022 deadline. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Adopt the Resolution supporting the application for funding from the Department of Transportation’s Multimodal Discretionary Grant Opportunity Funding Request for the US 101/Brisco-Halcyon Road Interchange Modification Project; or 2. Provide other direction to staff. ADVANTAGES: Submittal of the grant application could result in the award of grant funds that would cover the substantial construction cost of the US 101/Brisco-Halcyon Road Interchange Page 151 of 257 Item 8.j. City Council Consideration of a Resolution Supporting the Application for Funding from the Department of Transportation’s Multimodal Project Discretionary Grant Opportunity for the US 101/Brisco-Halcyon Road Interchange Modification Project May 10, 2022 Page 5 Modification Project, allowing the City to complete a long-identified regional congestion relief project. DISADVANTAGES: No disadvantages have been identified by approving the Department of Transportation’s Multimodal Discretionary Grant Opportunity Funding Request for the US 101/Brisco - Halcyon Road Interchange Modification Project, aside from the staff time necessary to complete the application. ENVIRONMENTAL REVIEW: Environmental review is not required for the grant applications. In January 2021, Council approved the Initial Study and Mitigated Negative Declaration (IS/MND) for the project, which included consideration of Alternative 4C, Alternative 1, and the no -build alternative. In April 2021, the project report and Environmental Assessment were completed and approved by Caltrans, which concluded the PA&ED Phase. 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. Proposed Resolution Page 152 of 257 ATTACHMENT 1 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE SUPPORTING THE APPLICATION FOR FUNDING FROM THE DEPARTMENT OF TRANSPORTATION’S MULTIMODAL PROJECT DISCRETIONARY GRANT FUNDING REQUEST FOR THE US 101/BRISCO-HALCYON ROAD INTERCHANGE MODIFICATION PROJECT WHEREAS, the Department of Transportation has issued a call for applications for the Multimodal Project Discretionary Grant Funding P rogram; and WHEREAS, the City of Arroyo Grande recognizes that, in current times, the financing of public capital projects are becoming more challenging in California and nationally; and WHEREAS, the City of Arroyo Grande desires to take the necessary actions to achieve critical project development for the maximum benefit of the community; and WHEREAS, the US 101/Brisco-Halcyon Road Interchange Modification Project is an important project to the City impacting the local economy and economic development, and providing regional access to shopping centers, the County Regional Center and Library, State Route 1, the US 101 Highway, and the hospital; and WHEREAS, the US 101/Brisco-Halcyon Road Interchange Modification Project will provide congestion relief, alleviate queuing, and improve the traffic operations of regional and local street systems in the vicinity of US 101; and WHEREAS, the City of Arroyo Grande has identified the US 101/Brisco-Halcyon Road Interchange Modification Project as a previously-approved Infrastructure Capital Improvement Project which could be eligible under specific federal grant programs; and WHEREAS, the City Council desires to participate in these federal funding opportunities and hereby directs staff to seek, prepare, and submit applications for these opportunities; and WHEREAS, the City Council retains its authority to accept and approve funding awards or contracts related to any funding opportunity applications submitted by the City. NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Arroyo Grande as follows: 1. All recitals set forth above are true, correct and incorporated herein. 2. The City Council approves the submittal of a Multimodal Project Discretionary Grant Funding Program application for the US 101/Brisco-Halcyon Road Interchange Modification Project. Page 153 of 257 RESOLUTION NO. PAGE 2 3. The City Manager or their designee is delegated signature authority and shall take all actions necessary to seek and apply for funding for this project. 4. The City Council retains its authority to accept and approve funding awards or contracts related to any funding opportunity applications submitted by the City. 5. The City Council retains its authority to approve a budget amendment if needed for any related matching funding as is required by the grant program. BE IT FURTHER RESOLVED by the City Council that this Resolution shall be effective May 10, 2022. 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 10th day of May, 2022. Page 154 of 257 RESOLUTION NO. PAGE 3 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 Page 155 of 257 Item 10.a. MEMORANDUM TO: City Council FROM: Whitney McDonald, City Manager Bill Robeson, Assistant City Manager/Public Works Director SUBJECT: Consideration of Updated Council Goals and Priorities for Fiscal Year 2022-23 DATE: May 10, 2022 SUMMARY OF ACTION: Consideration of updated City Council’s Goals and Priorities for Fiscal Year 2022-23 based on direction City staff has received over the course of the past year and completion of other items. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: There are no financial impacts associated with updating the City Council’s Fiscal Year 2022-23 Goals and Priorities. RECOMMENDATION: Approve the proposed updated City Council’s Goals and Priorities for Fiscal Year 2022- 23. BACKGROUND: On September 22, 2020, the City Council adopted a list of Top 10 Council Priorities for Fiscal Year 2020-21 to help prioritize and focus staff work efforts for the year. On March 23, 2021, Council received an update regarding the City’s progress toward completing the Top 10 Priorities and directed that a process be undertaken each year to establish the Council’s goals and priorities. On April 27, 2021, Council considered and approved a list of Council Goals and Priorities for Fiscal Year 2021-23 (Goals and Priorities) (Attachment 1) to help direct the work of the Council and City staff during the applicable biennial budget cycle. The identified Goals and Priorities were grouped under three main categories: Investing in the Future, Investing in the City’s Infrastructure and Facilities, and Investing in People. A number of key considerations guided the development of the Goals and Priorities, including the Top 10 Priorities not completed during Fiscal Ye ar 2020-21, items identified as new priorities as a result of the work completed in Fiscal Year 2020-21, items required to support the Page 156 of 257 Item 10.a. City Council Consideration of Updated Council Goals and Priorities for Fiscal Year 2022-23 May 10, 2022 Page 2 ongoing operations of the City’s enterprises and infrastructure, and emergent needs continuing to result from the COVID-19 pandemic and turnover in City staff. The Goals and Priorities were updated as part of the Fiscal Year 2021 -23 Biennial Budget presentation and adoption in June 2021 to include estimated time frames for completion. While the Goals and Priorities were incorporated into the Biennial Budget, which spans two years, the identified work items focused on Fiscal Year 2021 -22 with a stated intent to review and update the Council approved Goals and Priorities each year. On February 22, 2022, Council received an update regarding the City’s progress on completing the identified Goals and Priorities for Fiscal Year 2021 -22, with a focus on the first half of the Fiscal Year. Significant progress was made toward accomplishing a number of Goals and Priorities for Fiscal Year 2021-22, however, some items experienced delays due to emergent priorities and issues. ANALYSIS OF ISSUES: Progress has continued to be made toward meeting the Goals and Priorities established for Fiscal Years 2021-23. Staff has conducted an internal process to review and adjust the Goals and Priorities as needed for Fiscal Year 2022 -23 taking into account direction received from Council during the current Fiscal Year and current resource constraints . A redlined version of the Goals and Priorities for Fiscal Year 2021-23 is provided in Attachment 1 to depict the proposed changes and updates . Table 1 below identifies the proposed updated Goals and Priorities and the estimated timeframe for completion . The list of Council Goals and Priorities for Fiscal Year 2022-23 is intended to support the Mid- Cycle Budget process for Fiscal Year 2022-23 and to focus the City’s efforts to meet community needs, as identified by Council, considering the City’s existing and future resources. Table 1 Category Goal/Priority Anticipated Timeframe for Completion Investing in the Future Begin comprehensive General Plan update Scoping discussion to occur by Summer/Fall 2022 Initiate and/or complete housing initiatives funded by grant programs  Complete development and implementation of permanent parklet program  Regional pre-approved ADU plans  Objective design standards  Complete development of the permanent parklet program in Summer 2022 and implement through Fall 2022 and beyond  Regional pre-approved ADU plans currently underway, to be completed in 2022  Consider incorporating objective design standards into comprehensive General Plan update Page 157 of 257 Item 10.a. City Council Consideration of Updated Council Goals and Priorities for Fiscal Year 2022-23 May 10, 2022 Page 3 Complete ADU ordinance amendments Summer 2022 Pursue short- and long-term water resiliency options as directed by the City Council and evaluate ongoing drought response efforts:  Central Coast Blue o Form Joint Powers Authority o Participate in joint City Council meetings o Participate in Technical Advisory Committee and support ongoing development and financing of project  Pursue a short-term water purchase agreement with Oceano CSD  Complete Urban Water Management Plan Update  Provide two-year look ahead on water supply and drought responses  Complete Lopez Reservoir/Zone 3 Contract Amendments  Central Coast Blue o Form Joint Powers Authority in 2022 o Participate in joint City Council meetings at least once annually in 2022 and 2023 o Participate in Technical Advisory Committee and support ongoing development and financing of project monthly  Pursue short term water sales agreement with Oceano CSD in 2022  Complete Urban Water Management Plan Update in Summer 2022  Provide two-year look ahead on water supply and drought responses in Summer/Fall 2022  Complete Lopez Reservoir/Zone 3 Contract Amendments in Summer/Fall 2022 Continue support for existing and new economic development initiatives  Determine whether to conduct baseline analysis of existing and future business needs  Evaluate the potential to enable cannabis businesses in Arroyo Grande Incorporate into comprehensive General Plan update process  Consideration of baseline analysis to occur with discussion of comprehensive General Plan update scope  Consider potential to enable cannabis businesses in Spring 2023 Support regional efforts to address homelessness and emergency shelter needs  Pursue 5Cities Homeless Coalition proposal to develop a South County shelter using ARPA funding Ongoing  Coordinate the development of a shelter project proposal for presentation in Winter/Spring 2023  Present a potential limited safe parking program in Winter 2022- 23 Page 158 of 257 Item 10.a. City Council Consideration of Updated Council Goals and Priorities for Fiscal Year 2022-23 May 10, 2022 Page 4  Develop a limited safe parking program Evaluate and complete next steps for ongoing fire and emergency response services through the FCFA following outcome of Oceano CSD ballot measure Summer through Spring 2022-23 Investing in City Infrastruc ture and Facilities Pursue sales tax measure and potential long-term financing for pavement maintenance and other infrastructure maintenance needs Summer through Winter 2022 Complete design and/or begin construction of key infrastructure projects, including:  Brisco Interchange Project o Pursue and obtain federal grants to provide funding for project costs before design contract is awarded  Traffic Way Bridge Replacement  Swinging Bridge Rehabilitation  Initiate Alternative Transportation Plan preparation utilizing grant funding  Initiate or complete stormwater, water, and wastewater projects funded using ARPA revenue  Complete federal grant application for the Brisco Interchange Project in Spring 2022 and determine next steps based on award of funding in Winter 2022-23  Traffic Way Bridge Replacement design expected to be complete by the end of 2023 and construction expected to begin Summer 2024  Swinging Bridge Rehabilitation construction expected to begin Spring 2023  The Alternative Transportation Plan will begin in summer 2022 with an RFP for consultant services  Various stormwater, water, and wastewater projects funded using ARPA revenue will begin or be completed in FY 2022-23 Evaluate and select options for replacing the Mark M. Millis Community Center Spring 2023 Complete a comprehensive fee study and consider adjusting City fees, including impact fees Begin in Summer 2022 with proposed adoption in Spring 2023 Investing in People Implement Diversity, Equity, and Inclusion initiatives  Pursue educational opportunities for staff and City officials Ongoing Page 159 of 257 Item 10.a. City Council Consideration of Updated Council Goals and Priorities for Fiscal Year 2022-23 May 10, 2022 Page 5 Maintain and increase public engagement with the City  Increase public outreach through surveys, social media engagement, and events Ongoing Modernize technologies and systems in key areas, such as public safety cameras, human resources processes, and accounting and agenda management software systems  Public safety camera upgrades are expected to be completed by Winter 2022-23  Human resources software systems will be implemented by Winter 2022-23  Agenda management software will continue to be implemented in 2022  Accounting management software will be procured in Summer 2022 and implemented through Fiscal Year 2022-23. Focus resources and implement efficiencies to ensure optimized service levels within core City functions Ongoing Evaluate and implement employee retention, attraction, recruitment, development, and support strategies Ongoing. A City-wide salary survey will be completed during Fiscal Year 2022-23. Staff has evaluated each item to determine whether it can be realistically achieved within Fiscal Year 2022-23. The list of priorities is ambitious when accounting for current staffing and budget constraints and increasing demands on resources. However, staff is prepared to meaningfully achieve the items within the identified timeframes to the greatest extent possible. Table 1 is not intended to be exhaustive of all of the work items that will be undertaken by the City Council or staff this year. Each City Department will continue to discharge the duties it is otherwise assigned to complete. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Review and approve the proposed updated Council Goals and Priorities for Fiscal Year 2022-23; 2. Review, modify, and approve the proposed updated Council Goals and Priorities for Fiscal Year 2022-23; 3. Do not approve the proposed updated Council Goals and Priorities for Fiscal Year 2022-23; or 4. Provide other direction to staff. Page 160 of 257 Item 10.a. City Council Consideration of Updated Council Goals and Priorities for Fiscal Year 2022-23 May 10, 2022 Page 6 ADVANTAGES: Updating the list of Council Goals and Priorities supports the Mid-Cycle Fiscal Year 2022- 23 Budget and focuses the City’s efforts to meet community needs, as identified by Council, considering the City’s existing and future resources. DISADVANTAGES: The updated list of Council Goals and Priorities for Fiscal Year 2022 -23 requires prioritization of needs based on the limited resources available to the City and may not include all items of interest to the City Council and the public. 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. Attachments: 1. Proposed Council Goals and Priorities for Fiscal Year 2022-23 (Redline) 2. Proposed Council Goals and Priorities for Fiscal Year 2022-23 (Clean) Page 161 of 257 ATTACHMENT 1 Council Goals and Priorities for Fiscal Year 2022-23 Investing in the Future  Begin comprehensive general plan update  Initiate and/or complete housing initiatives funded by grant programs o Regional pre-approved ADU plans o Objective design standards  Complete ADU ordinance amendments  Evaluate water resiliency options available to the City  Pursue short- and long-term water resiliency options as directed by the City Council and evaluate ongoing drought response efforts: o Central Coast Blue  Form Joint Powers Authority  Participate in joint City Council meetings  Participate in Technical Advisory Committee and support ongoing development and financing of project o Pursue a short-term water purchase agreement with Oceano CSD o Complete Urban Water Management Plan Update o Provide two-year look ahead on water supply and drought responses o Complete Lopez Reservoir/Zone 3 Contract Amendments  Continue support for existing and new economic development initiativesCOVID Relief Program o Complete development and implementation of permanent parklet program o Determine whether to conduct baseline analysis of existing and future business needs o Evaluate the potential to enable cannabis businesses in Arroyo Grande  Support regional efforts to address homelessness and emergency shelter needs o Pursue 5Cities Homeless Coalition proposal to develop a South County shelter using ARPA funding o Develop a limited safe parking programReview status of Five Cities Fire Authority 3rd Amendment to the Joint Powers Agreement, and consider cost analysis of service delivery models  Evaluate and complete next steps for ongoing fire and emergency response services through the Five Cities Fire Authority following outcome of Oceano CSD ballot measure Evaluate options to pay down CalPERS unfunded accrued liability Investing in City Infrastructure and Facilities  Identify and pPursue short- and long-term funding mechanisms, such as a sales tax measure and potential long-term financing, for pavement maintenance and other infrastructure maintenance needs  Complete design and/or begin construction of key infrastructure projects, including: o Brisco Interchange Project Page 162 of 257 2  Pursue and obtain federal grants to provide funding for project costs before design contract is awarded o Traffic Way Bridge Replacement o Swinging Bridge Rehabilitation o Initiate Alternative Transportation Plan preparation utilizing grant funding o Initiate or complete stormwater, water, and wastewater projects funded using ARPA revenue  Evaluate and select options for replacing the Mark M. Millis Community CenterComplete a water and sewer rate study and consider implementing a rate adjustment  Complete a comprehensive fee study and consider adjusting City fees, including impact fees Investing in People  Adopt and Iimplement Diversity, Equity, and Inclusion initiatives o Pursue educational opportunities for staff and City officials  Maintain and increase public engagement with the City o Complete process to create voting districts in 2022 o Increase public outreach through surveys, social media engagement, and events o Evaluate technology opportunities to enhance public participation in meetings  Modernize technologies and systems in key areas, such as public safety cameras, human resources processes, and accounting and agenda management software systems  Focus resources and implement efficiencies to ensure optimized service levels within core City functions  Evaluate and implement employee retention, attraction, recruitment, development, and support strategies Page 163 of 257 3 Anticipated Timeframes for Completion of the Goals and Priorities Identified Above for Fiscal Year 2022-23 Category Goal/Priority Anticipated Timeframe for Completion Investing in the Future Begin comprehensive General Plan update Scoping discussion to occur by Summer/Fall 2022 Initiate and/or complete housing initiatives funded by grant programs  Complete development and implementation of permanent parklet program  Regional pre-approved ADU plans  Objective design standards  Complete development of the permanent parklet program in Summer 2022 and implement through Fall 2022 and beyond  Regional pre-approved ADU plans currently underway, to be completed in 2022  Consider incorporating objective design standards into comprehensive General Plan update Complete ADU ordinance amendments Summer 2022 Pursue short- and long-term water resiliency options as directed by the City Council and evaluate ongoing drought response efforts:  Central Coast Blue o Form Joint Powers Authority o Participate in joint City Council meetings o Participate in Technical Advisory Committee and support ongoing development and financing of project  Pursue a short-term water purchase agreement with Oceano CSD  Complete Urban Water Management Plan Update  Provide two-year look ahead on water supply and drought responses  Complete Lopez Reservoir/Zone 3 Contract Amendments  Central Coast Blue o Form Joint Powers Authority in 2022 o Participate in joint City Council meetings at least once annually in 2022 and 2023 o Participate in Technical Advisory Committee and support ongoing development and financing of project monthly  Pursue short term water sales agreement with Oceano CSD in 2022  Complete Urban Water Management Plan Update in Summer 2022  Provide two-year look ahead on water supply and drought responses in Summer/Fall 2022  Complete Lopez Reservoir/Zone 3 Contract Amendments in Summer/Fall 2022 Continue support for existing and new economic development initiatives  Determine whether to conduct baseline analysis of existing and future business needs Incorporate into comprehensive General Plan update process  Consideration of baseline analysis to occur with discussion of Page 164 of 257 4  Evaluate the potential to enable cannabis businesses in Arroyo Grande comprehensive General Plan update scope  Consider potential to enable cannabis businesses in Spring 2023 Support regional efforts to address homelessness and emergency shelter needs  Pursue 5Cities Homeless Coalition proposal to develop a South County shelter using ARPA funding  Develop a limited safe parking program Ongoing  Coordinate the development of a shelter project proposal for presentation in Winter/Spring 2023  Present a potential limited safe parking program in Winter 2022-23 Evaluate and complete next steps for ongoing fire and emergency response services through the FCFA following outcome of Oceano CSD ballot measure Summer through Spring 2022-23 Investing in City Infrastruc ture and Facilities Pursue sales tax measure and potential long-term financing for pavement maintenance and other infrastructure maintenance needs Summer through Winter 2022 Complete design and/or begin construction of key infrastructure projects, including:  Brisco Interchange Project o Pursue and obtain federal grants to provide funding for project costs before design contract is awarded  Traffic Way Bridge Replacement  Swinging Bridge Rehabilitation  Initiate Alternative Transportation Plan preparation utilizing grant funding  Initiate or complete stormwater, water, and wastewater projects funded using ARPA revenue  Complete federal grant application for the Brisco Interchange Project in Spring 2022 and determine next steps based on award of funding in Winter 2022-23  Traffic Way Bridge Replacement design expected to be complete by the end of 2023 and construction expected to begin Summer 2024  Swinging Bridge Rehabilitation construction expected to begin Spring 2023  The Alternative Transportation Plan will begin in summer 2022 with an RFP for consultant services  Various stormwater, water, and wastewater projects funded using ARPA revenue will begin or be completed in FY 2022-23 Evaluate and select options for replacing the Mark M. Millis Community Center Spring 2023 Page 165 of 257 5 Complete a comprehensive fee study and consider adjusting City fees, including impact fees Begin in Summer 2022 with proposed adoption in Spring 2023 Investing in People Implement Diversity, Equity, and Inclusion initiatives  Pursue educational opportunities for staff and City officials Ongoing Maintain and increase public engagement with the City  Increase public outreach through surveys, social media engagement, and events Ongoing Modernize technologies and systems in key areas, such as public safety cameras, human resources processes, and accounting and agenda management software systems  Public safety camera upgrades are expected to be completed by Winter 2022-23  Human resources software systems will be implemented by Winter 2022- 23  Agenda management software will continue to be implemented in 2022  Accounting management software will be procured in Summer 2022 and implemented through Fiscal Year 2022-23. Focus resources and implement efficiencies to ensure optimized service levels within core City functions Ongoing Evaluate and implement employee retention, attraction, recruitment, development, and support strategies Ongoing. A City-wide salary survey will be completed during Fiscal Year 2022-23. Page 166 of 257 ATTACHMENT 2 Council Goals and Priorities for Fiscal Year 2022-23 Investing in the Future  Begin comprehensive general plan update  Initiate and/or complete housing initiatives funded by grant programs o Regional pre-approved ADU plans o Objective design standards  Complete ADU ordinance amendments  Pursue short- and long-term water resiliency options as directed by the City Council and evaluate ongoing drought response efforts: o Central Coast Blue  Form Joint Powers Authority  Participate in joint City Council meetings  Participate in Technical Advisory Committee and support ongoing development and financing of project o Pursue a short-term water purchase agreement with Oceano CSD o Complete Urban Water Management Plan Update o Provide two-year look ahead on water supply and drought responses o Complete Lopez Reservoir/Zone 3 Contract Amendments  Continue support for existing and new economic development initiatives o Complete development and implementation of permanent parklet program o Determine whether to conduct baseline analysis of existing and future business needs o Evaluate the potential to enable cannabis businesses in Arroyo Grande  Support regional efforts to address homelessness and emergency shelter needs o Pursue 5Cities Homeless Coalition proposal to develop a South County shelter using ARPA funding o Develop a limited safe parking program Evaluate and complete next steps for ongoing fire and emergency response services through the Five Cities Fire Authority following outcome of Oceano CSD ballot measure Investing in City Infrastructure and Facilities  Pursue sales tax measure and potential long-term financing for pavement maintenance and other infrastructure maintenance needs  Complete design and/or begin construction of key infrastructure projects, including: o Brisco Interchange Project  Pursue and obtain federal grants to provide funding for project costs before design contract is awarded o Traffic Way Bridge Replacement o Swinging Bridge Rehabilitation o Initiate Alternative Transportation Plan preparation utilizing grant funding o Initiate or complete stormwater, water, and wastewater projects funded using ARPA revenue Page 167 of 257 2  Evaluate and select options for replacing the Mark M. Millis Community Center  Complete a comprehensive fee study and consider adjusting City fees, including impact fees Investing in People  Implement Diversity, Equity, and Inclusion initiatives o Pursue educational opportunities for staff and City officials  Maintain and increase public engagement with the City o Increase public outreach through surveys, social media engagement, and events  Modernize technologies and systems in key areas, such as public safety cameras, human resources processes, and accounting and agenda management software systems  Focus resources and implement efficiencies to ensure optimized service levels within core City functions  Evaluate and implement employee retention, attraction, recruitment, development, and support strategies Page 168 of 257 3 Anticipated Timeframes for Completion of the Goals and Priorities Identified Above for Fiscal Year 2022-23 Category Goal/Priority Anticipated Timeframe for Completion Investing in the Future Begin comprehensive General Plan update Scoping discussion to occur by Summer/Fall 2022 Initiate and/or complete housing initiatives funded by grant programs  Complete development and implementation of permanent parklet program  Regional pre-approved ADU plans  Objective design standards  Complete development of the permanent parklet program in Summer 2022 and implement through Fall 2022 and beyond  Regional pre-approved ADU plans currently underway, to be completed in 2022  Consider incorporating objective design standards into comprehensive General Plan update Complete ADU ordinance amendments Summer 2022 Pursue short- and long-term water resiliency options as directed by the City Council and evaluate ongoing drought response efforts:  Central Coast Blue o Form Joint Powers Authority o Participate in joint City Council meetings o Participate in Technical Advisory Committee and support ongoing development and financing of project  Pursue a short-term water purchase agreement with Oceano CSD  Complete Urban Water Management Plan Update  Provide two-year look ahead on water supply and drought responses  Complete Lopez Reservoir/Zone 3 Contract Amendments  Central Coast Blue o Form Joint Powers Authority in 2022 o Participate in joint City Council meetings at least once annually in 2022 and 2023 o Participate in Technical Advisory Committee and support ongoing development and financing of project monthly  Pursue short term water sales agreement with Oceano CSD in 2022  Complete Urban Water Management Plan Update in Summer 2022  Provide two-year look ahead on water supply and drought responses in Summer/Fall 2022  Complete Lopez Reservoir/Zone 3 Contract Amendments in Summer/Fall 2022 Continue support for existing and new economic development initiatives  Determine whether to conduct baseline analysis of existing and future business needs Incorporate into comprehensive General Plan update process  Consideration of baseline analysis to occur with discussion of Page 169 of 257 4  Evaluate the potential to enable cannabis businesses in Arroyo Grande comprehensive General Plan update scope  Consider potential to enable cannabis businesses in Spring 2023 Support regional efforts to address homelessness and emergency shelter needs  Pursue 5Cities Homeless Coalition proposal to develop a South County shelter using ARPA funding  Develop a limited safe parking program Ongoing  Coordinate the development of a shelter project proposal for presentation in Winter/Spring 2023  Present a potential limited safe parking program in Winter 2022-23 Evaluate and complete next steps for ongoing fire and emergency response services through the FCFA following outcome of Oceano CSD ballot measure Summer through Spring 2022-23 Investing in City Infrastruc ture and Facilities Pursue sales tax measure and potential long-term financing for pavement maintenance and other infrastructure maintenance needs Summer through Winter 2022 Complete design and/or begin construction of key infrastructure projects, including:  Brisco Interchange Project o Pursue and obtain federal grants to provide funding for project costs before design contract is awarded  Traffic Way Bridge Replacement  Swinging Bridge Rehabilitation  Initiate Alternative Transportation Plan preparation utilizing grant funding  Initiate or complete stormwater, water, and wastewater projects funded using ARPA revenue  Complete federal grant application for the Brisco Interchange Project in Spring 2022 and determine next steps based on award of funding in Winter 2022-23  Traffic Way Bridge Replacement design expected to be complete by the end of 2023 and construction expected to begin Summer 2024  Swinging Bridge Rehabilitation construction expected to begin Spring 2023  The Alternative Transportation Plan will begin in summer 2022 with an RFP for consultant services  Various stormwater, water, and wastewater projects funded using ARPA revenue will begin or be completed in FY 2022-23 Evaluate and select options for replacing the Mark M. Millis Community Center Spring 2023 Page 170 of 257 5 Complete a comprehensive fee study and consider adjusting City fees, including impact fees Begin in Summer 2022 with proposed adoption in Spring 2023 Investing in People Implement Diversity, Equity, and Inclusion initiatives  Pursue educational opportunities for staff and City officials Ongoing Maintain and increase public engagement with the City  Increase public outreach through surveys, social media engagement, and events Ongoing Modernize technologies and systems in key areas, such as public safety cameras, human resources processes, and accounting and agenda management software systems  Public safety camera upgrades are expected to be completed by Winter 2022-23  Human resources software systems will be implemented by Winter 2022- 23  Agenda management software will continue to be implemented in 2022  Accounting management software will be procured in Summer 2022 and implemented through Fiscal Year 2022-23. Focus resources and implement efficiencies to ensure optimized service levels within core City functions Ongoing Evaluate and implement employee retention, attraction, recruitment, development, and support strategies Ongoing. A City-wide salary survey will be completed during Fiscal Year 2022-23. Page 171 of 257 Item 11.a. MEMORANDUM TO: City Council FROM: Brian Pedrotti, Community Development Director BY: Andrew Perez, Acting Planning Manager SUBJECT: Discussion and Consideration of the Current and Future Short Street Status and Pedestrian Plaza and Park Conceptual Design and Adoption of a Resolution Authorizing the Continued Closure of Short Street DATE: May 10, 2022 SUMMARY OF ACTION: The purpose of the discussion is to provide a status update about the closure of Short Street and to receive direction on whether to move forward with development of a plan to permanently close Short Street for redevelopment as a pedestrian plaza and/or pu blic park. It is also recommended that direction be provided to implement an intermediate design plan for Short Street that includes adoption of a Resolution to continue closure of Short Street and use as a pedestrian and public area with the removal of the existing concrete k-rail and the addition of decorative traffic rated planter barriers as needed at each of the streets. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: A $30,000 Short Street Scoping budget will be included in the proposed FY 2022-23 Capital Improvement Project schedule designated for cost analysis and design refinement, depending on the direction provided by Council. An intermediate street closure and use project would cost approximately $7,000 to $12,000 for the purchase of decorative traffic barrier planters and picnic tables. The total costs of replacing Short Street with a pedestrian plaza and park is unknown at this time. If directed by Council, staff would send requests for proposals to obtain cost estimates on any future project. If a public park is included in a future project at this location, Park Development Impact fee funds may be available to fund at least a portion of the project costs. The Park Development fund balance is currently approximately $1.5 million. RECOMMENDATION: 1) Receive the updated proposed sample concept plan, receive public comment, and provide staff direction to move forward with further evaluation of a conceptual plan along Page 172 of 257 Item 11.a. City Council Discussion and Consideration of the Current and Future Short Street Status and Pedestrian Plaza and Park Conceptual Design and Adoption of a Resolution Authorizing the Continued Closure of Short Street May 10, 2022 Page 2 with a cost analysis and public feedback; and 2) Provide staff with direction to implement an intermediate design plan for Short Street that includes adoption of a Resolution to continue closure of Short Street and use as a pedestrian and public area. BACKGROUND: The subject location is the portion of Short Street that provides access into Olohan Alley from East Branch Street. Outdoor dining areas for Rooster Creek Tavern and Gina’s Restaurant are located adjacent to Short Street to the east and west, respectively. Short Street gradually slopes down from E. Branch St. to Olohan Alley. In 2009, Council considered closing Short Street to construct a pedestrian open space area to be designated Centennial Plaza (see rendering below). Rendering of a conceptual proposal from 2009 to convert Short Street to Centennial Plaza. Page 173 of 257 Item 11.a. City Council Discussion and Consideration of the Current and Future Short Street Status and Pedestrian Plaza and Park Conceptual Design and Adoption of a Resolution Authorizing the Continued Closure of Short Street May 10, 2022 Page 3 Council directed staff to move forward with a project, solicit community input, and develop a formal proposal. On February 23, 2010 , Council adopted Resolution 4262 authorizing a Purchase and Sale and Improvement Agreement to redevelop the property at the eastern corner of Short St. and E. Branch Street, including some modifications to Short Street. Aesthetic and circulation improvements to Short Street did not include a full closure with a pedestrian plaza, but rather straightening and narrowing the travel lane down to 16 feet from curb to curb and converting the traffic flow to one -way in only. Improvements related to this realignment include d construction of curbs and gutters, sidewalks and ADA ramp improvements. This construction was finished in 2011. ANALYSIS OF ISSUES: The COVID-19 pandemic created a unique opportunity to re-imagine how the City’s public right-of-way can be utilized to improve long-term community vibrancy and economic vitality. In addition to numerous parklets that were installed to provide outdoor dining areas when indoor dining was unavailable due to the pandemic, Short Street was closed and converted to an outdoor dining area by Resolution on June 23, 2020 and modified through a second Resolution on July 13, 2020 to allow individual restaurants to use a portion of the closed area for their own customers (see Attachment 4, Reso. 5006 and 5018). This dining area is currently utilized by the adjacent Rooster Creek Tavern and, at times in the past, by Gina’s Restaurant. Tables are also provided by Rooster Creek Tavern for use by the general public. Sample Conceptual Design While Short Street has been closed during the COVID-19 pandemic, a new conceptual design (see Attachment 2) was developed in 2020 by Rooster Creek Tavern and MW Architects that proposes to permanently eliminate vehicular access to Olohan Alley via Short Street and construct a pedestrian plaza. A raised landscaping median would block vehicular access and the decline from E. Branch to Olohan Alley would be raised to create a flat pedestrian plaza that extends to the northern boundary of the existing alley. To account for the elevation difference, a series of steps would be constructed to create amphitheater-like seating that lead down to the alley. Pavers are proposed for the plaza area along with trees and lighting. Outdoor dining space for the adjacent restaurants is also included in the conceptual design. The dining uses would be movable and non - permanent and would be subject to lease agreements and use permit requirements, if included in the final project scope. It is possible that at least a portion of this conceptual plan, such as the amphitheater -area, may be designated as a City park facility and, therefore, be funded using a portion of the City’s Park Development fund balance. Additional analysis of funding sources and options would be included in a more detailed scoping and conceptual plan if direction is provided to pursue this long-term project. Page 174 of 257 Item 11.a. City Council Discussion and Consideration of the Current and Future Short Street Status and Pedestrian Plaza and Park Conceptual Design and Adoption of a Resolution Authorizing the Continued Closure of Short Street May 10, 2022 Page 4 It is also requested that direction be provided regarding the types of commercial uses, if any, that may be allowed in the plaza, including outdoor dining uses by Village restaurants. Intermediate Design Plan Option If Council is interested in moving forward with a project that would permanently close and redevelop Short Street with a pedestrian plaza and park, staff is recommending the implementation of an intermediate design plan for Short Street that includes continued closure of the street to vehicles and use as a pedestrian and public area, with the removal of the existing concrete k-rail and the addition of decorative traffic-rated planter barriers as needed at each end of the street. Attachment 3 shows a simple site layout graphic and a sample planter barrier. This intermediate plan allows for a public outreach program, such as a design workshop and/or social media design postings, further refinement of the conceptual design, and completion of a cost analysis to be made for a permanent project while also continuing to allow usage of the street for pedestrians and other public activities. Communal dining may also be facilitated if new picnic tables are purchased and placed in the area. The intermediate plan may also allow Short Street to be used as a protected public space for the upcoming Harvest Festival and/or for the expansion of Farmer’s Market, especially during the summer months. As demonstrated from bids on current City projects and based on input from building industry professionals, the current construction bidding climate is very volatile and inflated. This intermediate plan could also allow for better timing in construction cost/bidding, as inflation and labor costs may calm over the next year to 2 years. To implement this interim option, a Resolution is provided to continue the street closure for the time period needed to develop a permanent pedestrian plaza and park. Usage of the area by Rooster Creek Tavern and Gina’s Restaurant would cease under this intermediate plan. General Plan Consistency Infill of the Short St. entrance to Olohan Alley is supported by the following policies from the Land Use Element related to the emphasis of pedestrian related activities in the Village Core. LU6-5: Village Core developments shall emphasize uses that contribute to the vitality of the whole, creating pedestrian traffic and interest, as outlined in the Design Guidelines for the Arroyo Grande Village. LU6-6: The Village Core encourages the development of outdoor dining and other similar uses provided that they do not impede pedestrian use of the sidewalks. Page 175 of 257 Item 11.a. City Council Discussion and Consideration of the Current and Future Short Street Status and Pedestrian Plaza and Park Conceptual Design and Adoption of a Resolution Authorizing the Continued Closure of Short Street May 10, 2022 Page 5 LU6-7: All revitalization, redevelopment and new development projects in the Village Core shall include appropriate site planning and urban design amenities to encourage pedestrian travel. Construction of a pedestrian plaza to replace Short Street is s upported by policies in the Land Use Element that encourage pedestrian mobility and outdoor dining in the Village Core. The 2020 conceptual plan provides additional outdoor seating for patrons of Village restaurants. However, as design refinements are made , this space could be used as a hybrid area where dining seating is allowed and times where the space is fully open for public gatherings. The design refinement process will allow for versatility and best use of the space. Access and Parking Short Street currently provides one-way access into Olohan Alley. Construction of the project would limit vehicular access to Olohan Alley to the two-way driveways at S. Mason Street and Bridge Street. The driveways at both S. Mason St. and Bridge St. allo w right and left turns into and out of Olohan Alley. The conceptual design for Council’s consideration would neither create nor eliminate any parking spaces. Next Steps Approval of the recommended actions will allow for:  Further development of the conceptual plan such as public input, refinement of the design, and cost analysis of a final concept;  During the public input and design process, an intermediate step of removal of the concrete k-rail and replacing them with a more decorative traffic barrier, as well as removal of Rooster Creek Tavern’s use of the street;  A final concept will be presented to the City Council in the future and,  The proposed improvements will be incorporated into the Capital Improvement Program budget and work plan. A Request for Proposals would be prepared to procure a consultant for design and construction. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. 1) Receive the updated proposed sample concept plan, receive public comment, and provide staff direction to move forward with further evaluation of a conceptual plan along with a cost analysis and public feedback; and 2) Provide staff with direction to implement an intermediate design plan for Short Street that includes adoption of a Resolution to continue closure of Short Street and use as a pedestrian and public area; or 2. 1) Receive the updated proposed sample concept plan, receive public comment, and provide staff direction to move forward with further evaluation of a conceptual plan along with a cost analysis and public feedback; and 2) Direct staff to reopen Page 176 of 257 Item 11.a. City Council Discussion and Consideration of the Current and Future Short Street Status and Pedestrian Plaza and Park Conceptual Design and Adoption of a Resolution Authorizing the Continued Closure of Short Street May 10, 2022 Page 6 Short Street to vehicle traffic until the permanent redesign of Short Street is completed; or 3. 1) Do not direct staff to proceed with the redesign of Short Street and 2) Direct that Short Street be reopened to vehicle traffic; or 4. Provide other direction to staff. ADVANTAGES: Construction of a pedestrian plaza to replace Short Street is supported by policies in the Land Use Element that encourage pedestrian mobility and outdoor dining in the Village Core. A public space like a redesigned Short Street, will provide an area for social interaction and economic activities, which improve and support commercial businesses and draw people to the Village. The design refinement process will allow for versatility and best use of the space. DISADVANTAGES: Eliminating access to Olohan Alley from Short Street reduces the ingress and egress from Olohan Alley to S. Mason Street and Bridge Street. Traditionally, parades for the Harvest Festival and Christmas Parades were staged in Olohan Alley and started their route from Short Street, which required a minimal amount of street closures and detours. Closure of Short Street will require re-routing of each of these parades. ENVIRONMENTAL REVIEW: No environmental review is required for the discussion about the conceptual plan. In the event that the project comes to fruition, it will be reviewed in accordance with the California Environmental Quality Act. 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. Proposed Resolution 2. 2020 Short Street Conceptual Plan 3. Intermediate Conceptual Plan 4. Resolutions 5006 and 5018 for closure of Short Street in 2020 Page 177 of 257 ATTACHMENT 1 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE AUTHORIZING THE CONTINUED TEMPORARY CLOSURE OF SHORT STREET SOUTH OF EAST BRANCH STREET AND NORTH OF OLOHAN ALLEY TO ACCOMMODATE ITS USE AS A PEDESTRIAN AND PUBLIC AREA WHEREAS, pursuant to California Vehicle Code Section 21101(e), on June 23, 2020 the City Council temporarily closed Short Street south of east Branch Street and north of Olohan Alley via Resolution 5006 to accommodate its use as an outdoor eating area during the COVID-19 pandemic; and WHEREAS, the City Council is evaluating the permanent closure and redevelopment of Short Street south of east Branch Street and north of Olohan for possible future use as a pedestrian plaza and park; and WHEREAS, during the time that plans for the possible permanent closure and redevelopment of Short Street are being prepared and evaluated, the Council desires to keep Short Street south of east Branch Street and north of Olohan Alley closed to vehicles and allow its use as a pedestrian and public area. NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Arroyo Grande hereby: 1. Authorizes the continued temporary closure of Short Street south of East Branch Street and north of Olohan Alley until suc h time as the future use of Short Street has been determined. 2. The City Clerk shall certify to the adoption of this Resolution and shall cause a certified copy to be filed in the Office of the City Clerk. 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 10th day of May, 2022. Page 178 of 257 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 Page 179 of 257 ATTACHMENT 2 Short Street Conceptual Plan and Renderings Page 180 of 257 Short Street Conceptual Plan and Renderings Page 181 of 257 Sample plant@r buniers ,r111d pla-reme111t ATTACHMENT 3 Page 182 of 257 ATTACHMENT 4 Page 183 of 257 Page 184 of 257 Page 185 of 257 Page 186 of 257 Page 187 of 257 Page 188 of 257 Page 189 of 257 Page 190 of 257 Item 11.b. MEMORANDUM TO: City Council FROM: Whitney McDonald, City Manager Sheridan Bohlken, Recreation Services Director SUBJECT: Consideration of Approval of a Child Care Assistance Grant Program DATE: May 10, 2022 SUMMARY OF ACTION: Approval of the proposed Child Care Assistance Grant Program will utilize one -time American Rescue Plan Act (ARPA) funds to provide a total of $100,000 to Arroyo Grande child care providers through individual grants during Fiscal Years 2022 -24. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: The Child Care Assistance Grant Program proposes to use $100,000 in funds received from the US Treasury under ARPA. Staff time will be necessary to prepare the grant program announcements, engage in outreach to publicize the program, convene a review panel, and administer the grants. It is estimated that this process may take 20 staff hours. RECOMMENDATION: Consider and approve the proposed Child Care Assistance Grant Program, including direction regarding program components, and authorize the City Manager to execute grant agreements with grant recipients. BACKGROUND: On March 11, 2021, President Biden signed the American Rescue Plan Act (ARPA) of 2021 into law. The $1.9 trillion economic recovery package, based on President Biden’s American Rescue Plan, is intended to provide financial aid to families, governments, businesses, schools, non-profits and others impacted by the COVID-19 public health crisis. To support the immediate pandemic response, bring back job s, and lay the groundwork for a strong and equitable recovery, ARPA established the Coronavirus State and Local Recovery Fund, designed to deliver $350 billion to state, local, territorial, and Tribal governments to bolster their response to the COVID-19 emergency and recover from the economic impacts caused by the public health crisis. This legislation provided $27 billion in federal money to the State of California. The State will allocate $1.2 billion to non-entitlement units of local government (NEUs). As a NEU, Arroyo Grande is eligible Page 191 of 257 Item 11.b. City Council Consideration of Approval of a Child Care Assistance Grant Program May 10, 2022 Page 2 to receive $4,300,241. The City received the first tranche of funding on July 13, 2021, totaling $2,150,121, and the balance will be delivered 12 months later. Recipients may use ARPA funds to:  Support public health expenditures, by funding COVID-19 mitigation efforts, medical expenses, behavioral healthcare, and certain public health and safety staff  Address negative economic impacts caused by the public health emergency, including economic harms to workers, households, small businesses, impacted industries, and the public sector  Replace lost public sector revenues, using this funding to provide government services to the extent of the reduction in revenue experienced during the pandemic  Provide premium pay for essential workers, offering additional support to those who have borne and will bear the greatest health risks because of their service in critical infrastructure sectors  Invest in water, sewer, and broadband infrastructure, making necessary investments to improve access to clean drinking water, support vital wastewater and stormwater infrastructure, and to expand access to broadband internet The City Council has discussed allocations of its anticipated ARPA revenue during its regular meetings held on July 27, 2021, and October 12, 2021. At the conclusion of those meetings, Council directed that $100,000 of the City’s ARPA funds be allocated toward a childcare assistance program, to be developed in coordination with First 5. To implement Council’s direction, City staff met with representatives of First 5, Community Action Partnerships San Luis Obispo (CAPSLO), and We Are the Care Initiative, as well as Mayor Pro Tem George, to discuss and receive input on the development of a Child Care Assistance Grant Program. The proposed program presented with this item carries forward the recommendations of that group. ANALYSIS OF ISSUES: Child care facilities are licensed by the State of California Department of Social Services with a core mission “to ensure the health and safety of children in care.” By providing services to ensure licensed facilities meet established health and safety standards through the monitoring of facilities and provision of technical assistance, all children and families, regardless of age, ethnicity, cultural background, gender, socioeconomic status, or ability, are afforded the same protections under law. The State Child Care Licensing Program provides oversight and enforcement for licensed Family Care Homes and licensed Child Care Centers. Family Care Homes are generally operated out of a private home and fall into two categories: Small Family Child Care Homes, with capacity up to 8 children, and Large Family Child Care Homes, with capacity up to 14 children. Child Care Centers are generally operated out of a commercial or public facility and provide care for more than 14 children, in age appropriate groups. Page 192 of 257 Item 11.b. City Council Consideration of Approval of a Child Care Assistance Grant Program May 10, 2022 Page 3 As of April 2022, eleven (11) licensed Small Family Child Care Homes and eleven (11) licensed Large Family Child Care Homes operate in the City of Arroyo Grande, provid ing 242 slots for children needing child care. In addition, ten (10) licensed Child Care Centers offer an additional 466 slots for children. Together, licensed child care providers in the City provide a total of 708 child care slots for children. As numerous studies have shown (Attachments 3-4), the challenges of child care have been exacerbated by COVID-19. Child care has long been a supporting system of the economy, and in San Luis Obispo (SLO), child care quality, affordability and accessibility (noted as the ‘trilemma’) were all obstacles to child care prior to the pandemic. In SLO County, nearly two-thirds of children of working parents from birth through age 12 do not have access to the quality child care that can help them succeed in school and beyo nd (Attachment-SLO County Collaborative Child Care Study). Through the proposed Child Care Assistance Grant Program, action can be taken to address the ‘trilemma’ for the Arroyo Grande community. During the discussion held in January 2022 with representatives from First 5, the San Luis Obispo County Child Care Planning Council, We Are the Care Initiative, CAPSLO, Mayor Pro Tem George, City Manager McDonald, Administrative Services Director Valentine, Recreation Services Director Bohlken, Deputy City Clerk Lansburgh and the Family Child Alternative Payment Program, it was recommended that the City’s allocated ARPA funding be used to help address the significant challenges facing the child care sector by offering one -time funding to support Arroyo Grande child care facilities in the following categories: 1. Child care business start-up assistance, including obtaining State Licensing status through the Department of Social Services 2. Increasing capacity of existing State licensed facilities 3. Providing assistance to ensure the retention of existing child care businesses 4. Offering increased wages, incentives, educational opportunities or premium pay to recruit, attract and retain professional child care staff. The group also discussed the potential for providing subsidies or grants directly to families who use child care services in Arroyo Grande and/or who reside in Arroyo Grande. However, the group recommended that the grant program focus on measures that will retain and expand available child care slots to the community through new or existing child care providers. Additionally, representatives from CAPSLO and First 5 shared that vouchers and other subsidy programs are currently available to families. Based on experience in the child care industry locally and County-wide, staff recommends that a limited term Child Care Grant Review Panel be formed with representatives from First 5, We Are the Care Initiative, Child Care Planning Council, City staff, and, if available, the South County Chambers of Commerce to assist with the grant review and allocation process. Once the program is approved, advertised, and applications are received, the Child Care Grant Review Panel will then meet to review, qualify, and recommend funding awards with final approval from the City Manager. Through the proposed program and Page 193 of 257 Item 11.b. City Council Consideration of Approval of a Child Care Assistance Grant Program May 10, 2022 Page 4 application process (Attachments 1 & 2), child care providers will have the opportunity to learn about the program and apply for the ARPA funding, detailing their need for support to align with the following goals:  Increase the number of child care slots available  Increase the access and affordability of child care  Support mechanisms to recruit, attract and retain professional child care  Ensure the health and safety of children in child care Once the Child Care Assistance Grant Program is approved, staff will contact all child care providers in Arroyo Grande in coordination with CAPSLO, as well as publicize the opportunity through social media and other news channels. Staff will receive and co llect applications for review and convene the Review Panel for evaluation and recommendations based on a pre-determined scoring criterion. Grant agreements will be processed and tracked through the Administration Services Department. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Approve the proposed Child Care Assistance Grant Program and authorize the City Manager to execute grant agreements with grant recipients; 2. Modify and approve the proposed Child Care Assistance Grant Program and authorize the City Manager to execute grant agreements with grant recipients; 3. Do not approve the proposed Child Care Assistance Grant Program; or 4. Provide other staff direction. ADVANTAGES: Approval of the Child Care Assistance Grant Program will meet Council’s direction to provide $100,000 in ARPA funding for child care assistance, and will assist the challenges faced in the child care sector for accessible, affordable and professional child care services. DISADVANTAGES: As this grant program will address the ‘trilemma’ of challenges facing the child care sector in Arroyo Grande and follow Council’s direction to administer ARPA funds, there are no disadvantages known 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. Page 194 of 257 Item 11.b. City Council Consideration of Approval of a Child Care Assistance Grant Program May 10, 2022 Page 5 Attachments: 1. Child Care Assistance Grant Program Overview 2. Child Care Assistance Grant Program Application 3. SLO County’s Child Care Problem-The Outlook for 2022 4. SLO County Collaborative Public Sector Child Care Study Page 195 of 257 PROGRAM DESCRIPTION The Arroyo Grande Child Care Assistance Grant Program is intended to provide monetary grants to eligible child care providers. The City recognizes the critical need of such services, which provide licensed child care for the Arroyo Grande community, benefiting children, families and supporting the local economy. Grants will be awarded in minimum amounts of not less than $1,000. Funding for 2021-23 Community Service Grant Program is $100,000. ELIGIBILITY STANDARDS To be eligible to apply for grant monies under the City's 2021-23 Child Care Assistance Grant Program, applying child care providers must satisfy the following standards: •Be a licensed child care facility through the State of California Department of Social Services, or with the assistance of this grant program, become a state licensed child care facility; •Operate and have a current business license in the City of Arroyo Grande; •Use funds to: initiate/establish a new state licensed child care facility; become a state licensed child care facility, increase the number of child care slots available in an existing child care facility; maintain current services; or provide increased wages, incentives, educational opportunities or premium pay to attract, recruit and retain professional child care facility staff. •Not restrict participants based upon race, religion, gender, sexual orientation, marital status, national origin, ancestry, disability, medical condition, or age. APPLICATION PROCESS AND DEADLINE: All interested child care providers must complete an application form, including the following: 1.Attachment A: Cover Sheet a.Child Care Provider/Agency Name (applicant is required to list the local branch if it represents a national or statewide organization) b.Program or Service Title c.Executive Director and Program Contact Person (if different) d.Physical Address and Mailing Address (if different) e.Phone Number f.Email Address(es) g.Amount of funds being requested h.A brief (50 words or less) description of the proposed program or service, including associated time frame ARROYO GRANDE CHILD CARE ASSISTANCE GRANT PROGRAM GRANT OVERVIEW ATTACHMENT 1 Page 196 of 257 2.Attachment B: Program/Service Information a.Briefly describe your child care facility and services provided. b.Summarize your proposed program or service. c.How is the proposed program or service beneficial to Arroyo Grande residents? i.What is the impact the proposed program or service will have? ii.How many more residents will you be able to serve if awarded? iii.What is the time frame in which you will be able to offer proposed program and/ or service? d.Describe your capacity to successfully carry out the proposed activities (i.e. past performance and history of the organization will be considered to assess the agency’s prospects for achieving its goals and objectives). 3.Attachment C: Scope of Work or Work Plan and Budget Worksheet 4.Attachment D: Signed Agreement with the City of Arroyo Grande (to be fully executed upon grant award). 5.Attachment E: Proof of State License with a copy of the letter from the IRS. 6.Attachment F: Proof of current City of Arroyo Grande Business License. Completed applications forms, along with supplemental documents must be submitted by 5:00 p.m., Friday, September 30, 2022 addressed to: City of Arroyo Grande Administrative Services Department Nicole Valentine, Administrative Services Director 300 E. Branch Street Arroyo Grande CA 93420 OR SUBMITTED ELECTRONICALLY TO nvalentine@arroyogrande.org Applications are encouraged to be submitted electronically. Electronic signatures are accepted. Please download and save this application packet to your computer. This is a fillable PDF, and applicants are encouraged to complete this packet electronically. Alternatively, applicants may print and complete this packet by hand, and either scan and submit electronically to the email address above or mail the hard copy to the above listed address. For questions please contact: Sheridan Bohlken Recreation Services Director (805) 473-5478 sbohlken@arroyogrande.org Page 197 of 257 CHILD CARE ASSISTANCE GRANT APPLICATION Program or Service Title: Agency Name: (local branch) Mailing Address: City: State: Zip: Physical Address: (if different from Mailing Address) City: State: Zip: Fund Amount Requested: $ Years of Operation: License Facility Number: Has your organization been affected by COVID-19? □ Yes □No Executive Director: Email Address: Phone Number: Grant Program Contact: (if different from Executive Director) Email Address: Phone Number: ATTACHMENT 2 Page 198 of 257 Brief description of the proposed program or service (50 words or less): On October 12, 2021, City Council authorized $100,000 of funding from the American Rescue Plan Act (ARPA) received by the City to be made available for child care assistance. To be considered as a Child Care Assistance Grant Program awardee, eligible applicants need to describe how the grant funding will allow the provider to become a State licensed child care facility, increase capacity of State licensed facility, maintain current facility offerings and/or provide premium pay to recruit, attract and retain professional child care staff. In addition, please include the time frame in which the grant funding will be utilized. Page 199 of 257 PROGRAM/SERVICE INFORMATION Child Care Provider Description (include summary of services provided): Mission Statement: Program or Service Summary: •List Age(s) of Children Served by Child Care Provider: •Summary: How is the program or service beneficial to Arroyo Grande residents? Number of Arroyo Grande Residents Served: •Description: What is the impact of the proposed program or service? Describe your organizational capacity to successfully carry out the proposed activities. •Description: Number of Full Time Staff: Number of Part Time Staff: Number of Volunteers: Page 200 of 257 PROGRAM/SERVICE PROPOSED EXPENSES Line Item Proposed Cost Proposed Grant Funding Amount Child Care Staff Salaries & Wages Educational Programs, Incentives & Premium Pay Operations/Facility Improvements and/or Expansion Maintenance of current programming State Licensing Requirements/Associated Fees Business Plan Promotion Publicity Other Expenses: 1. 2. 3. 4. TOTALS: PROGRAM/SERVICE PROPOSED INCOME Cash Amount Arroyo Grande Child Care Assistance Grant Amount Requested Other Funding Sources: Other Public Grants Private Foundations Other ARPA/CARES funding received (2020-2022) Other Other Funding Subtotal: TOTALS: BUDGET WORKSHEET Page 201 of 257 ATTACHMENT 3Page 202 of 257 Page 203 of 257 Page 204 of 257 San Luis Obispo County Collaborative Child Care Study February 2021 ATTACHMENT 4 Page 205 of 257 San Luis Obispo County Collaborative Child Care Study Page 1 ABOUT THE SAN LUIS OBISPO COUNTY COLLABORATIVE CHILD CARE STUDY This San Luis Obispo County Collaboratfve Child Care Study Report ©2021 is a publicatfon of the Low Income Investment Fund (LIIF), This study was undertaken to inform the San Luis Obispo County Study Partners of optfons to consider to address the goal of expanding high quality, affordable child care. LIIF is a nonprofit community development financial instftutfon with a more than 35-year history of providing child care funding and technical assistance throughout California and natfonwide. LIIF’s early care and educatfon philosophy includes the following tenets: ● High-quality child care assures the strong start necessary for a child’s success in school and life. ● Children in stfmulatfng child care programs are more likely to be academically successful. ● Quality, affordable child care is an investment that enables the whole family to succeed. This Child Care Study Phase 1 Report was commissioned and funded by a partnership of four Child Care Study Partners (Study Partners) in response to the "Where's the Care? Town Hall" event in May 2019: ● The City of San Luis Obispo (City of SLO) is home to 47,300 people with a daytfme populatfon of 72,770 (in 2017) accountfng for the City’s workforce and students at California Polytechnic State University (Cal Poly). The City recognizes child care as an essentfal part of the economic recovery from COVID-19. Through the Parks and Recreatfon program and utflizing a supplemental staff team, the City provides direct state licensed child care to over 1,000 school age children each year, with before and after-school programming, as well as camps during normal school year closures. In additfon, the City provides child care enrichment and recreatfonal opportunitfes through Contract Class community partners and Sports and Aquatfcs offerings. City child care is enhanced through partnerships with San Luis Coastal Unified School District and CAPSLO, as well as staff workforce development through Cal Poly and Cuesta College. ● The County of San Luis Obispo (County of SLO) is a local government agency made up of dedicated elected officials, skilled employees, and devoted volunteers who are committed to public service. Together, they provide a variety of essentfal public services that contribute to a safe, healthy, livable, prosperous, and well-governed community. The County, which employs 2,643 permanent and 204 temporary employees, has the ability to influence child care through policies and services provided by the Social Services, Planning and Building and the Health Agency Departments most notably. ● California Polytechnic State University (Cal Poly), San Luis Obispo is one of 23 public California State University (CSU) campuses located in the state. Founded in 1901, “Learn by Doing” is at the core of Cal Poly’s philosophy. This is a deliberate process in which students acquire knowledge and skills through actfve engagement and self-reflectfon inside the classroom and beyond. The Child Development Department within Cal Poly supports this type of student engagement in the child care field and Cal Poly also maintains two high quality early educatfon/child care programs located on campus; the Preschool Learning Lab (PLL) and the Associated Students Incorporated (ASI) Children’s Center which are available to student-parents, faculty/staff, and the community. ● San Luis Coastal Unified School District (San Luis Coastal) represents the communitfes of Avila, Edna Valley, Los Osos, Morro Bay, and San Luis Obispo and currently has an enrollment of approximately 7,500 students. The district serves students in preschool through twelfth grades and Adult Educatfon. The district maintains two preschools and five Transitfonal Kindergartens classes. The Adult School offers three Cooperatfve Preschools for families. Career Technical Educatfon programs in the Educatfon, Child Development, and Family Services workforce sector are offered at both our comprehensive high schools. The district partners with local agencies to provide child care before and after school on our elementary campuses. Page 206 of 257 San Luis Obispo County Collaborative Child Care Study Page 2 Support and coordinatfon for the project were provided by: ● First 5 San Luis Obispo County (First 5) ● San Luis Obispo County Child Care Planning Council (LPC) Together, these public agencies invested in identffying collaboratfve solutfons to address the child care crisis for their employees, and in San Luis Obispo County. A Study Team worked with the LIIF Team to ensure that the vision and urgency of the effort was addressed. This report provides the Study Partners with the Findings and overarching Optfons that the LIIF Team suggest all Study Partners consider, select from, and work collaboratfvely to accomplish. It also provides Optfons for each individual partner organizatfon. Woven through the report are many examples, links to online resources, and documents available in a shared drive. Acknowledgements: This publicatfon was written by the Low Income Investment Fund (LIIF) Team: Elizabeth Winograd, Senior Program Officer for the Early Care and Educatfon Division; Kristen Anderson, Child Care Planning and Policy Consultant; and Eileen Monahan, Early Care and Educatfon Consultant. The LIIF Team is indebted to the following Study Team members, whose input and guidance was invaluable in the development and creatfon of this report: ● City of San Luis Obispo, Meghan Burger - Recreatfon Supervisor, Youth Services ● County of San Luis Obispo, Ashleigh Szkubiel - Human Resources Employee & Retfree Benefits Manager ● San Luis Coastal Unified School District, Sally Ames - Coordinator of Adult Educatfon Programs ● California Polytechnic State University, San Luis Obispo, Patty Clarkson - Director, Cal Poly Preschool Learning Lab ● First 5 San Luis Obispo County, Wendy Wendt - Executfve Director, and Kris Roudebush - Special Projects Administrator ● County Child Care Planning Council, San Luis Obispo County, Raechelle Bowlay - Quality Early Learning Manager ● Shannon Messerly, We Are The Care Initfatfve Leadership Team A special thanks to all those who shared their tfme and wisdom for interviews. Their candid responses helped frame this report. Page 207 of 257 San Luis Obispo County Collaborative Child Care Study Page 3 TABLE OF CONTENTS ABOUT THE SAN LUIS OBISPO COUNTY COLLABORATIVE CHILD CARE STUDY ...........................1 INTRODUCTION .....................................................................................................................4 OVERARCHING FINDINGS AND OPTIONS .................................................................................7 COMPONENT A .................................................................................................................... 11 FAMILY-FRIENDLY WORKPLACE POLICY ...................................................................................... 14 All Study Partner Findings and Options .................................................................................... 14 PUBLIC SECTOR EMPLOYER-SPONSORED FACILITIES OR ARRANGEMENTS ............................... 15 All Study Partners Findings and Options .................................................................................. 15 INDIVIDUAL STUDY PARTNER FINDINGS AND OPTIONS ............................................................. 16 City of SLO ................................................................................................................................ 16 County of SLO ........................................................................................................................... 17 Cal Poly University .................................................................................................................... 18 San Luis Coastal ........................................................................................................................ 18 County-wide ............................................................................................................................. 19 COMPONENT B .................................................................................................................... 20 INDIVIDUAL STUDY PARTNER FINDINGS AND OPTIONS ............................................................. 21 City of SLO ................................................................................................................................ 21 County of SLO ........................................................................................................................... 24 Cal Poly University .................................................................................................................... 26 San Luis Coastal School District ................................................................................................ 27 County-wide ............................................................................................................................. 28 COMPONENT C .................................................................................................................... 30 All Study Partners Findings and Options ..................................................................................... 31 Compensatfon Supports ............................................................................................................. 32 All Study Partners Findings and Options .................................................................................. 32 Career Pathways ......................................................................................................................... 35 All Study Partners Findings and Options .................................................................................. 35 Individual Study Partners Findings and Options ......................................................................... 38 City of San Luis Obispo ............................................................................................................. 38 County of San Luis Obispo ........................................................................................................ 38 Cal Poly University .................................................................................................................... 38 SLO Coastal School District ....................................................................................................... 39 Countywide Options ................................................................................................................. 40 CONCLUSION ....................................................................................................................... 41 APPENDICES ........................................................................................................................ 42 Page 208 of 257 San Luis Obispo County Collaborative Child Care Study Page 4 INTRODUCTION Statewide in California, about four million children need child care, but less than one million slots are available. In San Luis Obispo (SLO) County, nearly two-thirds of children of working parents from birth through age 12 do not have access to the quality child care that can help them succeed in school and beyond.1 The SLO County child care stakeholders are encouraged by recent work at the state level to shore up California’s early childhood educatfon systems. They are also poised to creatfvely mobilize local resources in both the public and private sectors in a shared effort to unlock child care capacity across the Central Coast. A May 2019 town hall called “Where’s the Care?” brought together families, child care professionals, and leaders from business, educatfon, and government to examine local solutfons to the child care crisis. In response, the initfatfon of this collaboratfve child care study is a commitment of four public sector partners, as policy developers and major employers, startfng with this report. The ongoing coronavirus pandemic has impacted this study since the permanent impacts on the local or state child care landscape cannot be estfmated and considered in proposed Optfons for actfon. At the same tfme, the public sector partners are addressing significant challenges and face uncertain future conditfons. Keeping the long-range vision, while implementfng strategies as feasible, will be the key. Every day, families across San Luis Obispo County are making difficult decisions about who will care for their children. Some choose center-based programs. Others select providers who care for children in the provider’s home. Yet others choose to have family, friends, or neighbors care for their children. Regardless of the provider and setting, families want high quality, affordable child care where their child is safe, happy, healthy, and learning. Too often, however, families experience challenges when trying to access quality child care, which in turn makes it difficult to maintain employment and/or educatfon or training. High costs price some families out of the child care market. Finding child care that is open during work hours can be especially difficult for families who work second or third shifts. These challenges cannot be overcome by families and providers alone. Child care must be part of a broad County-wide effort to improve early learning and development as a way to improve the prosperity and quality of life in The County. 1 San Luis Obispo Child Care Planning Council Needs Assessment 2018-22 pg. 22 “Child Care” The term “early care and education” is the most descriptive and most encompassing term used for the care of young children outside the home, and the preferred name for many of those in the field. For brevity’s sake, the term “child care” will be used in this report and refers to licensed and license-exempt early care and education programs for children from birth to 12 years, including centers for young children, afterschool care and family child care homes. Care by family members and others (Family Friend and Neighbor) is also mentioned. Regardless of the name or type, children need high quality care for optimal development and learning in part or full day settings that meet care and supervision needs of their families. Page 209 of 257 San Luis Obispo County Collaborative Child Care Study Page 5 This Report focuses on three Study Component areas of interest to the Study Partners: A. Employer child care benefits/optfons for public sector partner agencies B. Planning/zoning and/or other local public policy optfons to unlock child care capacity; and C. Child care workforce pipeline enhancement optfons. For this first phase of the Study, LIIF was asked to study, refine, and analyze the child care needs and capacity of Study Partners, the state of the broader child care field in some cases, and provide a suite of policy and/or programmatfc opportunitfes within the three Study Component Areas for the public sector partners to consider as viable pathways toward an improved local child care system . The second phase will allow Study Partners to select the most impactiul strategies, build structure to support the work, and begin implementatfon. Understanding high-quality, affordable, and accessible child care The tensions around the child care “trilemma” of accessibility, affordability, and quality exist in most communitfes natfonwide, with no universal system or guaranteed access to services. Untfl there is a comprehensive state or federal system, high-quality, affordable child care is only achievable with significant investments beyond parent tuitfons and the current limited state and federal subsidies. Existing child care programs are being subsidized by the low wages and benefits of teachers and by free or low-cost (often inadequate) facility space. California’s new “Master Plan for Early Learning and Care” (MPELC) provides a vision that all California children thrive in their early years and a 10-year framework to achieve that vision. MPELC focuses on access to high-quality early learning and care resources; equitable opportunitfes for the workforce that advance equitable outcomes for children; and greater efficiencies through contfnuous improvement. The plan recommends many steps to address the needs, for which communitfes can and should prepare. Communitfes can prepare now for the implementatfon of the plan by adoptfng aligned strategies and helping current families and children with child care needs while building for the opportunitfes that the plan will bring. The informatfon presented above is critfcal for San Luis Obispo County families, residents, businesses, and other organizatfons to hear. A public awareness effort about child care affordability is critfcal and must include informatfon about the true cost of quality. Such a campaign can help set parent expectatfons about the cost of care and can act as a call for all stakeholders, including organizatfons not traditfonally seen as interested in this work, to join the cause for a collectfve impact. The results can include directfon/redirectfon of existfng resources and tracking and capturing of new ones, as well as a culture shift regarding the value of child care. Changes in federal and state policy around the early care and educatfon system are underway both in reactfon to the COVID-19 pandemic and as part of a pre-pandemic shift in understanding the value of child care for families, children, and the economy, including state and federal policy changes and potentfal funding. It is important that Study Partners understand the existfng system and are informed about state, federal, or other changes in the works. While no one can be sure of new funding opportunitfes or policy provisions, this study can help Study Partners prepare for new opportunitfes by highlightfng resources and preliminary steps their organizatfons can take now to be positfoned for future growth. Included in the MPELC plan is targeted universal preschool achieved by combining Transitfonal Kindergarten and Title 5 preschool in school and community classrooms. Planning conversatfons can begin Page 210 of 257 San Luis Obispo County Collaborative Child Care Study Page 6 now between school districts and community child care providers of all types. Such partnerships and the identfficatfon of interested partfes and available/needed resources are some steps that can be taken to increase readiness. Where possible, specific MPELC and federal investment notes are included in this report. The transfer of most child care programs from the Department of Educatfon to Social Services in July 2021 is another major change with as-yet unknown impacts. Methodology For this report, the main data used was qualitatfve and collected through interviews and focus groups. Secondary data came from existfng reports and studies in San Luis Obispo County and other communitfes . The SLO County Study Team selected the individuals to be interviewed and introduced them to the LIIF Team, who conducted the interviews. Nineteen individuals, including Study Partners and Study Team members, were interviewed, along with nine stakeholders related to the three Study Components. ● Partner agency representatfves included organizatfonal leaders, human resources, planning and community development, property/facility managers, and direct services providers ● Study Team members ● Key community stakeholders/partners: o San Luis Obispo Chamber of Commerce (Chamber) o Economic Vitality Corporatfon2 (EVC) o REACH 2030 (REACH) o Trust Automatfon o Cuesta College o Community Actfon Partnership of San Luis Obispo County, Inc. (CAPSLO) Two focus groups were held virtually: one with early care and educatfon center directors and one with family child care providers. Outreach to the child care community was conducted through emails from the Child Care Planning Council and CAPSLO. The emails provided informatfon about the study and requested partfcipatfon in the focus groups. The center focus group had four partfcipants and nine partfcipated in the family child care focus group. Study Limitatfons The report focused on the four County of SLO public Study Partners, but with some analysis and Optfons for broad, countywide efforts to resolve issues beyond the purview of Study Partners. However, the report is not intended to be a comprehensive study of child care in the County of SLO. Because the focus of the study was on Study Partners and broad systems, we could not fully research the needs of low-income families in The County. These families likely feel the effects of the lack of child care spaces, high costs of child care and cost of living, and are often in jobs that are deemed “essentfal” during COVID-19, so must be at work. Pandemic-related impacts on the child care supply and on families’ needs change weekly. While data from natfonal and other surveys shed some light, it will be some tfme before an assessment of lastfng effects in SLO can be done. 2 As of December 2020, REACH and the San Luis Obispo Economic Vitality Corporation Boards have voted to consolidate under the REACH banner, uniting efforts to create a brighter future for the local economy. The consolidation provides momentum and capacity for tackling the pressing issues of economic recovery and working together to grow the collective impact on important initiatives such as expanding broadband access, supporting The County’s industry clusters and supporting the child care industry. Page 211 of 257 San Luis Obispo County Collaborative Child Care Study Page 7 OVERARCHING FINDINGS AND OPTIONS There is not one solutfon to all aspects of the child care puzzle for Study Partners, employers, and the community, but with the momentum and partnerships already in place in San Luis Obispo County great strides can be made on all fronts. The key will be to prioritfze short-term or urgent strategies, while building towards longer term projects that require more tfme and resources . The Optfons are generally organized this way, with current opportunitfes listed first. Some strategies overlap across the three components. Where this occurs, we have cross-referenced for clarity and connectfon. We have included “Findings and Optfons for All Study Partners” where the informatfon would have been duplicatfve if listed for each partner. Specific informatfon for each partner then follows, as appropriate. As such, each Study Partner is asked to consider the “All” items in additfon to those specific to their organizatfon. Due to the variety of component topics and the differing partner functfons, some sectfons have more findings and Optfons for some Study Partners and fewer for others . The Study Team’s selectfon of short- and long-term Optfons for implementatfon will occur in Phase 2 of the Study. A team of key stakeholders can be created for guidance, coordinatfon, and accountability. Overarching Findings ● Although there are just four public agency Study Partners for this study, these organizatfons have the potentfal to greatly influence the trajectory of the child care work in The County. By taking on the work laid out in this report, they can also influence and engage other public and private organizatfons to learn from their work, and potentfally partner to expand the impact. ● With over 7,000 employees combined, the Study Partners employ close to 10% of the entfre workforce in The County of SLO. If the Study Partners can address the child care needs of 10% of The County’s workforce, they will significantly impact the child care capacity in The County. They will also provide inspiratfon for other public sector agencies and private organizatfons. ● The public sector Study Partners have major pieces of the child care puzzle available to them – buildings and land, relatfvely larger size workforces, control of land use, ability to set child care- friendly policies, and significant influence. ● The Study Partners’ ability to set child care-friendly policies and align resources with child care can improve the social fabric of the whole community. With additfonal support and fewer barriers, child care providers are more likely to be able to grow and sustain their programs. Partner employees and community families will benefit personally and professionally from having greater access to more high quality child care, which also helps employers and the economy. “City leaders are responsible for promoting a city’s economic vitality, making it a place where their constituents can be productive, engaged citizens. They are best positioned to champion the issues of the early education workforce because they are closer to constituents and more in touch with their challenges than state and federal policymakers.” National League of Cities: Cities Supporting the Early Childhood Workforce Page 212 of 257 San Luis Obispo County Collaborative Child Care Study Page 8 Overarching Options We encourage Study Partners to consistently view their operatfons, policies, and resources through a child care lens, contfnually asking how policies or practfces will affect child care . If the partner organizatfons make child care a priority throughout their departments, they can use their resources, policies, and politfcal influence to affect positfve change in child care accessibility and quality in the following areas: 1. Build infrastructure for the Selected Strategies Throughout the implementatfon of each component, develop infrastructure within each partner organizatfon for that work, along with strong relatfonships among Study Partners, and policies to ensure sustainability. a. Broaden the connectfons. Connect and share resources with state and natfonal organizatfons that support public sector efforts around child care and support for children and families. i. The Natfonal League of Citfes (NLC) provides a robust child care focus, including: ● Early Learning Natfon ● Afterschool and Summer Learning: A City Strategy for Workforce Development ● Early Learning Community Actfon Guide ● A Guide for Equitable Early Care and Educatfon NLC has invited the City of San Luis Obispo to contact them directly to explore all of the resources and opportunitfes provided. ii. The Natfonal Associatfon of Countfes (NACO) has launched a new Early Childhood Initfatfve and website, Countfes for Kids, which serves as the hub for informatfon and resources. NACO has invited The County of San Luis Obispo to contact them directly to explore all of the resources and opportunitfes provided. iii. The Natfonal School Boards Associatfon provides background and advocacy around early care and educatfon iv. A similar associatfon to those above for universitfes could not be found, but much of the NLC and NACO strategies and advocacy positfons can be adopted by colleges and universitfes. As well, other models where higher educatfon focuses on child care can be replicated, such as the University of South Carolina College of Educatfon’s Child Development Research Center. b. Form strong partnerships with local child care agencies for strategy design. For example, the LPC would be a good partner with the Early Learning Natfon, where the City would be the lead, as a member, and can partner with the LPC in planning and implementatfon of actfvitfes to ensure the strategies are designed for the SLO county child care industry . c. Consider operatfng or expanding child care programming to serve Study Partners and/or the community. d. Dedicate staff to lead the selected strategies from the study. Consider collaboratfve contributfons and/or long-term funding streams to fund staff positfons to support all Study Partners to implement the plan. Page 213 of 257 San Luis Obispo County Collaborative Child Care Study Page 9 e. Search for opportunitfes for strategic partnerships between a subset of Study Partners to achieve specific goals i. Example: City of Santa Monica’s Child Care Master Plan, in partnership with Santa Monica Malibu Unified School District and Santa Monica College. This plan is “the framework for a long-range strategy to address critfcal needs like the shortage of child care facilitfes, protectfon of existfng child care and increased care for infants and toddlers.” ii. Example: The City of Irvine and the Irvine School District created the Irvine Child Care Project through a Joint Powers Agreement to address after school child care . A summary of the partnership is here. 2. Secure Funding for the Work a. Study Partners can track and capture every available source of funding for all child care in The County – a creatfve and dedicated focus and team effort can uncover opportunitfes that might have gone undetected. Sources can include federal, state, and local government funds, as well as foundatfons and private funding. For example, housing funding can be considered more broadly to incorporate child care. b. Develop a concerted effort to ensure all eligible child care providers apply for, and receive, any COVID-19 relief funds available. i. One fund that is available at the tfme of the writfng of this report is the California Small Business COVID-19 Relief Program. SBDC is listed as a local technical assistance provider. Individual and special training and support sessions can be provided to ensure all eligible providers submit successful applicatfons. (This resource is listed in Component C as well). Have experts who are knowledgeable about funding opportunitfes as well as child care facilitfes development, operatfonal funding and other grant funds to facilitate conversatfons and connectfons to make projects and deals happen. c. Engage funding partners, in additfon to First 5, who can not only secure financial support, but can also serve to distribute program funds. Consider foundatfons, United Way, District Educatfon Foundatfons, etc. The Natfonal Associatfon of Countfes offers ideas on how to build the case for investfng in early childhood programs. d. Identffy, and study the feasibility of, regional tax and other revenue-generatfng strategies. One example is San Francisco’s Measure C, the Early Care and Educatfon for All Initfatfve, which supports the child care workforce, parent tuitfons, educatfon, and quality. 3. Set Child Care-Friendly Policy a. Most policies set by public agencies can be amended to impact child care. Applying a child care lens across the entfre organizatfon will guarantee good child care policies across all departments. b. Cultfvate child care expertfse in key departments, such as human resources, planning, “Counties play a major role in shaping local child care systems and investing in core services for infants and toddlers that help to support a thriving community and positively impacting outcomes into adulthood.” National Association of Counties Page 214 of 257 San Luis Obispo County Collaborative Child Care Study Page 10 community development, economic development, and public works. With knowledge and a child care lens, staff can pinpoint ways to remove barriers and increase access to high quality child care. 4. Refocus Economic Development a. Coalesce economic development efforts around child care and include the economic development agencies such as the Chamber(s), REACH and Cal Poly University’s Center for Innovatfon and Entrepreneurship (CIE). b. Use a child care focus in all economic development initfatfves within the organizatfons. 5. Advocate for child care - Study Partners can advocate broadly for high quality child care, and specifically, for state and federal subsidies for low-income families. The value of local government and business advocacy for child care support at the state level cannot be overstated, so local Chamber involvement is key. Communicate with government and elected leaders about the need for child care in The County. Define and track data that will help tell the story. The US Chamber of Commerce Foundatfon and the Bipartfsan Policy Center have resources and examples. Equity in child care High quality child care can be a tremendous lever to ensure equity for children and families. The MPELC focuses on strategies that will ensure equity within the child care system. References to resources that support equity are shared throughout this report. For public agencies, nearly every actfon offers an opportunity to ensure equity. For example, city and county community development departments can plan for child care where needs are the greatest, and resources can be distributed using data-informed equity formulas. And, child care design models can be encouraged where children of all economic backgrounds can partfcipate together through blending and braiding of funding sources. The Natfonal Associatfon for the Educatfon of Young Children offers equity guidance for public agencies. The Study Partners are encouraged to plan together, find metrics, and track the success of their child care strategies through an e quity lens. COVID-19 Pandemic and child care The impacts of the COVID-19 pandemic on child care have been tremendous. Many programs have had to shut down, temporarily or permanently. Public agencies have their own budget constraints and impacts to staffing and services during the pandemic. Some Optfons for responses from the Study Partners are included throughout the report. Three supportfng resources are: ● US Chamber Foundatfon report on impact of COVID-19 on child care ● County responses to the COVID-19 Crisis - Child Care ● Legislatfve Brief on addressing the COVID-19 child care crisis Page 215 of 257 San Luis Obispo County Collaborative Child Care Study Page 11 COMPONENT A C H I L D C A R E B E NE F I T S /O PT I O N S FO R P U B L I C S EC TO R PA RT N E R AG E N C Y E M P LOY E E S SUMMARY Families find it challenging to arrange for child care while working or attending school. Family-friendly policies can boost employee engagement and promote work-life balance and flexibility. When employees do not need to worry about who is caring for their children, they are better able to focus on their jobs. This is also true for employees responsible for aging adults or others with special needs. The Study Partners, and all employers, can provide support through policies that respond to the diverse needs of employees. Component A focuses on employer-sponsored child care support, including internal policies for parent employees with young children, as well as direct child care initfatfves, such as the provision of child care. The LIIF Team looked at individual partner Optfons, as well as possible partnerships with other agencies. Also included in this component, and in Component C, are strategies the organizatfons can implement to impact child care across The County, which will positfvely impact their employees and community families. The cost of family-friendly policies has traditfonally been looked at as an expense to an organizatfon, as well as a direct individual employee benefit. But these policies should be considered business strategies that benefit the entfre organizatfon. Return on Investment (ROI) results for organizatfons with good family- friendly policies include improvements in recruitment and retentfon, reductfons in lost tfme, improved reputatfon, and tax benefits. When employers invest in child care, whether for their employees or for other families, the entfre community benefits. Studies show the societal effects of supportfng high quality child care for families, with returns of 12% to 14% in greater financial success for children and reduced need for, and lower costs of, social services. And the earlier the investment is made, the greater the return. Public sector organizatfons have a critfcal role to play in developing and supportfng child care for the community. They create systems, can prioritfze their resources and focus on what young children and families need, and have tremendous influence on residents, businesses, and other organizatfons. Every public entfty that takes on such a role serves as a model for other similar organizatfons, creatfng a ripple effect of change. Page 216 of 257 San Luis Obispo County Collaborative Child Care Study Page 12 COMPONENT A: STUDY QUESTIONS AND FINDINGS The specific questfons posed for this Component of the Study were: ● What opportunities exist for enhanced family-friendly workplace policies among the partner public agencies, in relation to expanded access to quality affordable child care?   ● What opportunities exist for partner public agencies – either individually or jointly with other entities -- to build or open additional child care capacity for the children of local government employees? ● What existing local government facilities might be repurposed for suitable use as a child care center?  ● What potential multi-organization options exist for shared development and/or repurposing of existing facilities to expand child care capacity for public sector employees?  ● What is the cost and the potential return on investment for innovation in the above two opportunities areas? (e.g., talent attraction, employee retention, productivity, child-centered outcomes)  For this study area, three main topics were explored in key informant interviews and focus groups to address the questfons above. ● Return-on-investment data ● Family-friendly workplace policy ● Public sector employer-sponsored facilitfes or arrangements Page 217 of 257 San Luis Obispo County Collaborative Child Care Study Page 13 RETURN ON INVESTMENT FOR EMPLOYEE CHILD CARE POLICIES Return on Investment (ROI) measures, when applied to family-friendly workplace policies (or Work/Life policies), can highlight the organizational benefits of policies, such as flexible schedules and teleworking. When measuring such effects from employee child care strategies specifically, some base employee data will be required, as well as specific data from employee surveys and focus groups. Using this type of data, the US Chamber Foundation project analyzed the impact of child care breakdowns across 5 states and found that each state loses over $1 billion annually in economic activity as a result. The following are two formulas that can be used to calculate ROI for child care strategies: 1. The cost of breakdown in child care arrangements can be determined by asking employees how many days of work they missed in the previous year for this reason. The cumulative number of days reported by employees can be multiplied by the average salary of the respondents to measure the financial impact on the organization. Helping employees secure more stable child care arrangements can be accomplished through a number of the child care policy alternatives listed in Appendix C, with the costs of those strategies factored in. For example (using combined County and City average salary): ○ 100 employees missed x days in the past year due to child care breakdown. ○ The average of the responses is 4.3 days. ○ The average annual salary of all employees is $65,000 ($250 per day) ○ 100 x 4.3 x 250 = $107,500 lost for the organization in one year. Responses can be set up to be filtered by groups of employees’ responses and salaries so that calculations can be made more specific. 1. Employees who are experiencing the stress of caring for a family member or cobbling together child care arrangements often consider quitting their job as a solution to the issue. The number of employees who consider leaving their job can be multiplied by the average salary of the employees plus 50-200% of salary just for rehire costs to understand the impact should those employees quit. Offering solutions to relieve their child care issue can reduce the impact. For example: ○ 100 employees respond that they have considered quitting due to child care challenges. * (This question can offer a scale to indicate seriousness of consideration.) ○ The average annual salary of all employees is $65,000. ○ The average cost to replace an employee at 125% of annual salary is $(81,250).** ○ If just 5 of those employees actually quit, the cost to the organization would be $406,250. Supportive child care and caregiver policies can impact business outcomes, employee loyalty, turnover, productivity, and retention. With over 7,000 employees between the four Study Partners, the collective effect of solid, data-driven child care solutions could be considerable. Notes: * In a ReadyNation study, 13% of respondents had actually quit a job due to child care challenges. **According to Gallup, the cost of replacing an individual employee can range from one-half to two times the employee’s annual salary. (“This Fixable Problem Costs U.S. Businesses $1 Trillion.” March 2019). An average of 125% is used here. Page 218 of 257 San Luis Obispo County Collaborative Child Care Study Page 14 FAMILY-FRIENDLY WORKPLACE POLICY The Findings and Optfons for this element of Component A are combined for all Study Partners, with any specific Findings and Optfons for each listed in the Study Partner Findings and Optfons sectfon below. All Study Partner Findings and Options Findings: ● All four Study Partners have varying degrees of family-friendly policies in place, and all have an interest in including additfonal supports for child care and caregiving. ● The Study Partners currently do not regularly gather data specifically about child care and caregiving needs of employees. ● All organizatfons have cultures that would likely categorize family-friendly policies, such as child care, as individual benefits for employees rather than organizatfonal strategies, although all seemed open to thinking of such strategies differently. ● The four Study Partners have reflected that they have heard a great deal about the child care needs of employees, especially during the pandemic and have shifted quickly to accommodate work situatfons, which has brought child care to the forefront of organizatfonal discussions about employee needs. Options: 1. Build employee child care into the organization’s policies a. Immediately add child care questfons into relevant planned employee surveys/data gathering. b. Conduct self-assessments of the organizatfon’s readiness to implement child care policies and gather necessary data. The Organizatfonal Work-Life Assessment and Checklist are offered as tools to help with this process. c. Work with child care experts, such as the LPC and San Luis Obispo Child Care Resource Connectfon (CCRC), to determine the impacts that the pandemic has on the San Luis Obispo County child care industry, and on the child care needs of employees in general. For example: will there be a reduced need, or a change in locatfon of child care need, if more employees contfnue to work from home? d. Utflize the new Family Friendly Workplace Toolkit from We Are The Care to guide organizatfonal planning and make use of the resources provided. e. Develop a plan to introduce employees to the organizatfon’s commitment to Family Friendly policies, engage employee parents, and identffy and track child care needs on a regular basis. f. Include these types of questfons in an initfal child care survey and routfne follow- up surveys. i. Need for child care for ages birth through age 12 ii. Type of care families need, by age of child (full day, part day) iii. Type of care families would use if the organizatfon offered it. Include optfons from Appendix C, along with a full list of work/life policies iv. Locatfon where child care is needed (near home vs near work). Page 219 of 257 San Luis Obispo County Collaborative Child Care Study Page 15 g. Incorporate questfons on other caregiving needs, such as care for an elderly person or a child with special needs. h. Survey examples: i. With pandemic questfons: https://hicleo.com/blog/nows-the-tfme-to- check-in-with-employees-with-caregiving-responsiblitfes/ ii. Without pandemic questfons: file:///C:/Users/emona/Downloads/covid- 19-pulse-survey-results-caregiver-crisis.pdf 2. Build a strong, lasting family-friendly structure in the organization. a. Sustain current support for family-friendly policies and child care by: i. Assigning staff to oversee the effort (consider a Work/Life Coordinator) ii. Providing family-friendly-specific training for Human Resources employees iii. Allocatfng funding for the effort iv. Forming an employee committee to help guide the work v. Putting policies in place that reflect the intent and commitment of the organizatfon’s leadership b. Begin, or contfnue, a shift within the entfre organizatfon to think about family- friendly policies as business or organizatfonal strategies rather than employee benefits. c. Adopt a broad view of employee needs and consider a range of policies and offerings that fit the specific needs of employees in different life stages from early career to retfrement age. d. Learn about, and use, metrics to build individual business cases for how family- friendly policies improve the organizatfon’s bottom line. Share this data with other businesses to encourage them to adopt child care and other family friendly policies. (See overview above) e. Engage managers in the process and provide support and training to help them shift to the new way of managing that embraces employee work/life balance. f. Join with partners to share strategies and build a support system for the development and sustainability of family-friendly policies. PUBLIC SECTOR EMPLOYER -SPONSORED FACILITIES OR ARRANGEMENTS The findings and Optfons for this element of Component A are combined for all Study Partners, with any specific Findings and Optfons for each listed in the Study Partner Findings and Optfons sectfon below All St udy Partners Findings and Options Findings: ● The City of SLO and San Luis Obispo County YMCA (YMCA) currently provide school age care on San Luis Coastal campuses. ● School-age child care needs support coordinatfng with schools during and after COVID-19, addressing the conditfons of current facilitfes, and securing new facilitfes. Page 220 of 257 San Luis Obispo County Collaborative Child Care Study Page 16 ● All Study Partners have property that is currently in use, planned for use, and/or not planned for use. San Luis Coastal and Cal Poly had, prior to this study report, identffied propertfes that could serve to locate a child care center, separately, or as part of housing. ● A number of other findings, Optfons and examples regarding child care facilitfes strategies on public land and in mixed-use developments can be found in Component B. Options: 1. Conduct an analysis of all Study Partner propertfes (individually or together) and determine which might be viable optfons for child care facilitfes. 2. Begin planning with Study Partners for the potentfal of one or more collaboratfve child care optfons. Make use of the informatfon gained from Component B on facility development and assess the feasibility of various child care optfons for employees, such as creatfng a consortfum child care center or contractfng for slots in local child care programs . Begin conversatfons first with current partner providers, including the City of SLO and YMCA. Consider a sliding fee scale where higher paid employees pay the true cost of quality, allowing lower fees for other families. A summary of Optfons is listed, along with benefits and consideratfons, in Appendix C. Select strategies based on the surveys and other employee data-gathering to ensure employees want and will use these benefits. Potentfal facility optfons are described in Component B. 3. Consider various models to support employee child care, such as vouchers or scholarships. The Early Learning Coalitfon of Miami-Dade/Monroe has created a School Readiness Match Program, where employers provide subsidies for employee families. 4. Include centers and family child care optfons in housing developments and research building or allocatfng housing for child care employees. More in Component B. 5. Build a strong child care knowledge base across the departments by offering training and resources, as well as incorporatfng child care into job descriptfons and department responsibilitfes. 6. Track all employer child care efforts and learn from the successes and challenges and take advantage of opportunitfes to support or expand child care. INDIVIDUAL STUDY PARTNER FINDINGS AND OPTIONS City of S an Luis O bispo Findings: ● The City of San Luis Obispo has 576 employees and values diversity, equity, inclusion, affordable housing, engagement of families, and support for work/life balance for all employees. The City’s culture promotes a sense of purpose and attracts people who want to serve their community. ● The current City Council has a priority to advance child care for employees and for the community. Employee child care needs have been discussed over the years, but the pandemic has brought the issue to the forefront, resultfng in a rapid change in employee work policies, many of which support families with young children. ● The City surveyed employees in the summer of 2020, asking about the impacts and needs as a result of the distance learning plans of the local schools. Sixty employees completed the survey and the HR and Parks and Recreatfon Departments collaborated on creatfng a resource page for Page 221 of 257 San Luis Obispo County Collaborative Child Care Study Page 17 the City’s website, specifically geared towards helping parent employees with their child care challenges. ● The City is seen as a leading partner in school-age child care in San Luis Obispo County through the services they offer. The City’s Parks and Recreatfon Department offers robust school-age programming, including licensed child care, sports, and classes. In partnership with San Luis Coastal, the City’s licensed programs are offered on campus at a number of schools, although few City employees use the service, as most live outside the City and have their children in neighborhood schools. • The City has been able to quickly adapt and respond to the COVID-19 pandemic, with the support of San Luis Coastal, ensuring that child care is available for school-aged children. Options: 1. Ensure the City staff and leadership know the breadth of child care programming currently provided and understand the value to the organizatfon and the community. Consider this a resource for City employees, as well as community members. Track the need for both, adapt to fill the need, and partner to share the responsibility and the benefit. 2. Contfnually assess and reimagine City property as potentfal child care space in case the need for office space is different post-COVID. Consider “shared work space” optfons for employees who work most of the tfme from home, eliminatfng the need for individual office space and freeing up space for conversion to child care. County of S an Luis Obispo Findings: The County of San Luis Obispo has 2,643 permanent and 204 temporary employees and is a family- focused workplace, a perspectfve supported by the Board of Supervisors. ● The County offers a broad range of family friendly workplace policies including flexible schedules, telecommutfng, disability benefits, and voluntary dependent care flexible spending accounts. ● The HR department has been studying employee turnover and the return on investment of various strategies to mitfgate the impact of turnover. With COVID-19, the turnover rate has reduced from 14.05% to 10.48%, but may be a factor post-pandemic. Employees typically leave for private sector jobs. ● The unions representfng County employees conduct surveys asking about employee needs . As a result of the surveys, The County created a scholarship fund to support summer child care expenses. ● In a recent survey of all staff where 70% of employees responded, child care was ranked 6th of 25 choices in response to a questfon about “Primary challenges you are facing”. Options: 1. Study the impacts of the summer scholarship fund, and if significant, contfnue to offer the program. Consider expanding to more employees and/or other tfmes during the year. 2. Contfnually assess and reimagine City property as potentfal child care space in case the need for office space is different post-COVID. Consider “shared work space” optfons for Page 222 of 257 San Luis Obispo County Collaborative Child Care Study Page 18 employees who work most of the tfme from home, eliminatfng the need for individual office space and freeing up space for conversion to child care. Cal Poly University Findings: ● Cal Poly has approximately 3,000 employees and has formed a child care initfatfve committee to investfgate creatfve ways of providing child care - exploring sites, considering ways to partner with businesses, etc. ● Employees are attracted to Cal Poly for its diversity, equity, and inclusion, the opportunity for advancement, work/life balance, and competftfve compensatfon and benefits. Cal Poly also offers up to one-year maternity/paternity leave of absence for permanent faculty, flexible work schedules, dependent fee waivers for Cal Poly classes, and two on-campus child care optfons and a preschool lab program. ● A plan is in the works, but currently on hold, for workforce housing with an onsite child care center for Cal Poly employees and the community. (referenced in Component B) ● The Sacramento child care model referenced in Component B was identffied by Cal Poly as a possible partnership model. Options: 1. In additfon to Optfons in Component B, consider joining forces with other Study Partners to develop the housing child care center and/or the Sacramento model. Identffy interested partfes and conduct a feasibility study for a consortfum child care center through one or both optfons. 2. Consider offering extended maternity/paternity leave of absence for more staff beyond permanent faculty. 3. Work with the LPC, CCRC, and Cuesta College to track and plan for federal funding for child care from the new administratfon, especially workforce supports . 4. Work with REACH to conduct a Child Care Economic Impact Report (see more under Economic Development below). San Luis Coastal Findings: ● There are 1,224 employees in the San Luis Coastal School District. The District’s salaries and benefits are strong recruitment tools and job sharing is a popular optfon for employees. ● Current employee challenges around child care are more acute as a result of COVID-19 and the District is temporarily providing tuitfon subsidies for parents. ● The District hosts child care provided by the City and other providers. ● As mentfoned in Component B, the District has surplus sites that could be redeveloped for housing and may be suitable for child care for employees, the community, and/or the Study Partners. Options: 1. In additfon to the Optfons in Component B, consider joining forces with other Study Partners to conduct a feasibility study for a consortfum child care center at one of the District’s surplus sites. Page 223 of 257 San Luis Obispo County Collaborative Child Care Study Page 19 2. Proactfvely track and plan for the Universal Preschool expansion included in the Master Plan for Early Learning and Care, which aligns preschool and Transitfonal Kindergarten (TK). From the onset of planning, including the LPC, CCRC, the City, state-funded programs, and other providers to ensure programs are high quality, are integrated across private, public, and school district offerings. Consider working with the LPC to initfate a County-wide effort to plan across all districts. County -wide Economic Development 1. Work with Study Partners to conduct a Child Care Economic Impact Report to determine the role child care plays in the San Luis Obispo economy. Use the report to communicate the benefits of child care and the urgent need for solutfons. REACH has lined up a firm to conduct such a report in partnership with Cuesta College and has secured a portfon of the funding needed. i. The Committee for Economic Development produces state-level reports, the metrics of which can be calculated at the county level. Also included are talking points and a “Business Case” document. https://www.ced.org/childcareimpact 2. Chambers can partfcipate in the U.S. Chamber of Commerce Foundatfon’s Early Childhood Educatfon initfatfve, which is full of resources, technical assistance, advocacy support and training. The Study Partners can encourage at least one Chamber leader to join the Business Leads Fellowship, which offers year-long training and sharing with other Chambers on ways to effect positfve change in child care. 3. Conduct intensive and specialized outreach to engage and support child care providers in accessing customized resources, grants, federal stfmulus funds and other business- related supports. 4. Begin conversatfons with employers across The County to assess the interest levels and opportunitfes for child care solutfons. 5. Support businesses to take advantage of Federal Tax Credit for Employer-sponsored child care facilitfes and Services – Form 8882 6. PG&E is partnering with a local child care program for employer-sponsored child care. Track and support the development and offer as a Model or Demonstratfon site. Child Care Experts The Study Partners will need child care experts, such as the LPC and CCRC, along with local consultants, who are trained and ready to be intermediaries available to support the Study Partners and businesses as they address child care for their employees. These types of experts also will be needed to offer technical assistance for child care providers navigatfng the systems and applying for funding, some of which will come from the Study Partners. Provider Perspectives All of the providers who partfcipated in the study focus groups confirmed the great need in the community - some shared that they typically have very long waitfng lists. A few are interested in expanding and are likely representatfve of other child care providers who were not able to partfcipate in the focus groups. They are ready to fill the need by expanding and/or opening additfonal sites if they have the assistance and resources needed. Page 224 of 257 San Luis Obispo County Collaborative Child Care Study Page 20 COMPONENT B P L A N N I N G / ZO NI N G A N D /O R OT HE R LO CA L P U B L I C P O L I C Y O PT I O NS TO U N LO C K C H I L D CA R E C A PAC I T Y  SUMMARY All too often, child care business start-ups or existfng child care businesses need help expanding their services and must find their way through a confusing maze of codes, regulatfons, financing requirements, building requirements, and constructfon challenges. The goal of this Study Component Area is to identffy potentfal current and future sites for new child care center-based facilitfes. (While increasing the numbers, and avoiding loss, of Family Child Care Homes is equally important, those are reliant on availability and conditfon of housing.) Secondarily, reducing barriers and creatfng policies, practfces and incentfves that encourage or support facility development are also addressed. Strategies to address the shortage of physical facilitfes must be considered in context of the complexity of program operatfons and current conditfons. Public and private agency partners, including the child care provider community, must work collaboratfvely to inform actfons. ● Child care facilitfes are costly and tfme-consuming to develop due to multfple state and local requirements and lack of financing. Convertfng vacant retail, office or other space is not a simple solutfon. (Appendix B provides some basic informatfon.) ● Ensuring that there are public or private child care agencies/companies potentfally interested in (and with capacity for) operatfng new sites is critfcal. ● The impact of the current pandemic on the supply of child care centers and family child care programs is unknown. It is important that existfng center programs and their facilitfes are not lost from the supply. Ongoing efforts by CAPSLO staff and others support both center- and home-based operators, including regular virtual network meetfngs and communicatfons about COVID-related resources. When facilitfes are difficult to build, retaining them, even with a different operator, is desirable. Community Care Licensing and CAPSLO track temporary and permanent closures. ● "High-quality, affordable” child care cannot be expected or envisioned without addressing teachers’ low compensatfon and the high cost to properly maintain facilitfes (or build new ones). STUDY QUESTIONS AND FINDINGS The specific questfons posed for this Component of the Study were: ● What opportunities exist in the county/cities/education campuses to update land use policies to facilitate creation of new affordable/accessible child care capacity?  ● What opportunities exist to link planning for affordable housing with planning for affordable child care?  ● How might public sector relationships with developers (residential and/or commercial) be used to address the child care challenge in San Luis Obispo County?  ● What options exist to retrofit existing facilities or structures that do not require new construction?  Page 225 of 257 San Luis Obispo County Collaborative Child Care Study Page 21 ● What public-private partnership opportunities might be pursued, such as government facility lease arrangements with child care operators at subsidized rates?  ● How might additional local public funds be generated to support expanded access to quality affordable child care in San Luis Obispo County?  ● What viable opportunities might be pursued to update General Plan or Strategic Plan language that reinforce public sector prioritization related to quality/accessible/affordable child care?  ● What existing planning and zoning barriers do child care providers face in finding facilities, and what role can local government play in improving and expediting access to facilities?  For this study area, four main topics were explored in key informant interviews and focus groups to address the questfons above. ● Publicly-owned propertfes of partner agencies ● Development actfvity under Study Partners’ purview ● Land use policies and practfces ● Financing sources INDIVIDUAL STUDY PARTNER FINDINGS AND OPTIONS City of S an Luis Obispo Publicly owned properties The City currently leases space, at a nominal rate, to CAPSLO for their Head Start program at the City’s Ludwick Community Center. A future financing measure could support replacement of aging buildings and include child care space. The city, county and district could partner on a joint facility. Parks & Recreatfon-sponsored actfvitfes occur in other community centers. Their after school child care programs operate on five City school campuses, leased from the District under a joint use agreement. Many operate in classrooms shared by other users. Dedicated rooms would be ideal and could allow them to address long waitlists. Staff would be interested in expansion after the pandemic. Public Works and GIS staff manage property inventory and sometfmes identffy land that could be used for housing. All sites are challenging to develop. The Airport Land Use Plan has been a barrier but is in the revision process and the City will update its plans, as noise and hazard conditfons have changed. Options: 1. Investfgate a list of city-owned vacant land as well as existfng buildings that might be used for future child care facilitfes. Underutflized office, library, community centers could be converted and leased to operators. Propertfes identffied in an initfal scan, using the criteria below, would need a closer assessment of Building and Fire Code, ADA, and Child Care Licensing regulatfons to determine feasibility and initfal cost estfmate. (See Appendix A. Property Search Criteria and Appendix B for more informatfon.) i. 4,000-10,000 square feet of building space, all/mostly ground floor Page 226 of 257 San Luis Obispo County Collaborative Child Care Study Page 22 ii. Outdoor space to accommodate playgrounds (approx. equivalent to indoor space) and parking iii. Appropriate zoning (residentfal or nonresidentfal) iv. No known environmental hazards 2. In collaboratfon with the School District, explore feasibility and site capacity for locatfng modular classrooms to expand after school care after the pandemic, should facilitfes funds become available. 3. Longer term, consider including child care space in future city buildings, financed with bond or other tools. Collocatfng with senior centers can be an optfon. Development landscape/opportunities Significant development projects are underway or in the pipeline. Developers ask if child care is an allowable use, and the City encourages it. The large Froom Ranch proposal includes a child care center. Diablo Ranch and San Luis Ranch are among other large developments. The City is allowing child care use at Trust Automatfon’s new offices and is making Specific Plan amendments as needed. There are no child care centers currently located in existfng affordable or market rate housing developments. All affordable housing developments that use Low income Housing Tax Credit (LIHTC) financing must include a community center/space and many use that space for after-school actfvitfes, tutoring, computer labs, etc. for resident families. Broad Street Village and South Hills Crossing are examples. It is likely that some licensed Family Child Care Home providers (as well as exempt Family Friend and Neighbor care) are operatfng in all types of housing units, as this is considered a residentfal use of property under state law. Options: 1. Support inclusion of licensable child care facilitfes in large developments, like Froom Ranch, as well as co-locatfon in smaller residentfal and commercial projects. 2. Consider incentfves, such as increased density bonus and impact fees. 3. Assign staff to review all development proposals to identffy potentfal opportunitfes for co- locatfon, and ensure that child care centers and homes are appropriately addressed (e.g., no requirements or prohibitfon of licensed family child care homes) 4. Negotfate child care space in development agreements where possible. The Housing Authority of the County of Santa Barbara is including a child care center in its low-income housing redevelopment in Guadalupe. The traditional community center has been designed as a second story, with a child care center underneath. Page 227 of 257 San Luis Obispo County Collaborative Child Care Study Page 23 Land Use Policies General plan: There are no child care programs in the Housing Element. Since the Child Care Study was underway, at a recent meetfng, Council decided to wait to consider the study Optfons before making changes to the Housing Element. Appropriate programs for implementatfon will be incorporated at that tfme. The Land Use Element (2014) includes policies that support development of elder care and child care; encourage new developments to fund them; consider incentives. Program 3.16 (pg. 1-58): “The City shall provide zoning incentives and investigate a program coordinating commercial and industrial development for the provision of child care and elder care for workers.” The City Zoning Code was revised in 2018. Child Care Centers are allowed in most zones, either by right or with a Minor Use Permit. Centers in housing or other developments are allowed by right, whether over or under the land use threshold, such as Trust Automatfon’s. A development impact fee for child care was considered about two years ago. LIIF Team analysis finds child care-supportive policies overall. Zoning Code changes are needed to align with SB234, effective 1/1/20, and others are suggested for clarity. For example, definitions of the two types of licensed child care facilities are inconsistent and in places combined with adult day care. Options: 1. Revise zoning code to align with Large Family Child Care Home exemptfons in SB234 (eff. 1/1/20), including use /home occupatfon permits, parking requirements, and business license. (Sample language from Goleta is provided in Appendix A.) 2. Include Family Child Care Home informatfon (per SB234) in fair housing informatfon (see CDSS on Housing Discriminatfon and Appendix A. Project Sentfnel brochure) 3. Create website page (e.g. San Mateo) or summary document (e.g. Goleta’s, in Appendix A) with child care planning /development informatfon for potentfal applicants; work with CAPSLO to update “Planning for Child Care Centers” document (in Appendix A) 4. Consider reducing permit requirements and fees for child care centers and expeditfng and coordinatfng with other relevant departments (e.g., Building, Fire). 5. Immediately identffy any child care projects in the development pipeline and provide technical assistance, expedited process, and resources to ensure the project is successful. Use each as a case study to inform and streamline the City’s processes and policies. 6. Encourage other jurisdictfons in The County to take the above steps. Financing facilities Child Care impact fee on development was considered about two years ago. The City could include child care space in future community centers or other projects supported by a new financing measure. Family child care home providers who are homeowners are eligible for city home improvement programs such as weatherizatfon projects. Options: 1. Reassess adoptfng a child care impact fee on new development, as well as inclusionary ordinance for large developments. (See Keyser Marston table of linkage programs in Appendix A) Page 228 of 257 San Luis Obispo County Collaborative Child Care Study Page 24 2. Explore use of Community Development Block Grant (CDBG) funds for home improvements for licensed Family Child Care Home providers. (Model: Rebuilding Together Peninsula, that receives CDBG funds from county and citfes, carries out repair/renovatfon projects in Community Facilitfes including family child care homes and centers.) 3. Along with partner organizatfons (CAPSLO, First 5, etc.), monitor availability of new state child care facilitfes funding and discuss potentfal projects. 4. Long-term: consider inclusion of child care space in future community center, library or other facilitfes financed by a new measure. County of S an Luis Obispo Publicly owned properties The County has leased land for many years to Child Development Resource Center of the Central Coast (CDRC), a local nonprofit child care agency that serves 80 children and specializes in therapeutfc services. CDRC maintains the building and depends on the nominal land lease to support sustainability and affordability. The County has plans to redevelop the larger site and has agreed to either accommodate the existfng CDRC building or work to find alternatfves if future buildout necessitates moving CDRC. The County’s Real Property/Central Services Department staff can identffy other underutflized buildings or vacant land for future child care programs. (See Appendix B for more informatfon.) Within the County’s borders are state-owned land and buildings which can be used for child care facilitfes. State facilitfes (Atascadero Hospital and CA Men’s Colony) are two of the largest employers in The County and may have child care onsite. Employment numbers are used in determining Regional Housing Needs Allocatfons (RHNA) among eight jurisdictfons, for Housing Elements. Options: 1. Direct Real Property staff to screen inventory of county-owned land and buildings to identffy potentfal future locatfons for child care (as described in Optfon 1 for SLO City). Child care design experts and building officials can do initfal feasibility assessments. 2. Explore state-owned propertfes as potentfal sites. Development landscape/opportunities A large number of development projects are in the pipeline. Affordable housing developers (e.g., People’s Self-Help Housing, Housing Authority) try to incorporate child care as there is tax credit for it. Dana Reserve in South County (Nipomo) is early in its entftlement process (June 2020 submittals) and proposes to donate land to a nonprofit developer to build low income housing. Child care is a need for all residents, not just those with lower incomes. Also, only 75 of 1195 units are proposed as affordable, meeting the requirement. Note that restrictions on Family Child Care Homes in Single- and Multifamily Housing components appear to be inconsistent with state Health and Safety Code. Options: 1. Provide guidelines and resources on child care to developers or refer to CAPSLO for assistance. 2. Ensure that references to child care homes or centers in developers’ plans are consistent with state law. (See zoning code note below.) Page 229 of 257 San Luis Obispo County Collaborative Child Care Study Page 25 3. Consider adoptfng a child care impact fee on new development, and/or an inclusionary ordinance for large developments. Land Use Policies General Plan The Housing Element revision was adopted by the Board on 11/17/20. It includes Program DD to be considered in 2025 and possibly implemented in 2026. (See Appendix A) No references to child care or early education were found in the Land Use Element. Zoning Code: Staff plan to make amendments to zoning, etc. over the next eight years (related to the Housing Element). Conditfonal Use Permits may be required for child care, which can be a barrier as it is an expensive and tfme-consuming process. LIIF Team review identified revisions needed to comply with SB234 Family Child Care Home exemptions, effective 1/1/20. Dana Reserve plans cite illegal prohibition of this use in residential properties. Options: 1. Revise zoning code to align with Large Family Child Care Home exemptfons in SB234 (eff. 1/1/20), including use /home occupatfon permits, parking requirements, and business license. 2. Consider streamlining permits and reducing fees for child care centers (as suggested in City Optfon #4). 3. Provide clear informatfon for child care operators (as suggested in City Optfon #3) 4. Consider pre-2025 measures (per Housing Element) to support development of new child care facilitfes needed by new residents and workers. 5. Include child care language in future General Plan updates. (Appendix A includes a compilatfon from a countywide scan of citfes in San Mateo County.) 6. Consider adoptfng a child care impact fee on, or inclusionary ordinance for, new development Financing facilities The County receives Urban County CDBG grants and citfes are entftled to a formula-based share. The Board of Supervisors has final say on projects but defers to citfes. Amounts are large enough to do capital projects like community centers and ADA accessibility improvements. The County partners with CAPSLO for a minor home repair program. Most funding sources are aligned with affordable housing. Options: 1. Identffy potentfal CDBG-eligible child care facility expansion, repair/renovatfon projects, including adaptfng existfng buildings for child care use. New state law requires lead testfng of water in centers but does not fund mitfgatfon if identffied. 2. Ensure that Family Child Care Home providers (and other child care workforce) receive informatfon about home repair programs to improve care environments. Page 230 of 257 San Luis Obispo County Collaborative Child Care Study Page 26 Cal Poly University Publicly-owned properties The University currently has two child care centers operatfng in campus spaces: The Preschool Learning Lab school (30 student capacity.) and the Orfalea Family and ASI (Associated Students) Children’s Center (120 student capacity.). They have explored extending the Learning Lab, or expanding the ASI center on the parking lot, which would be very expensive ($1 million estfmate). There is no vacant or unused space on campus. On campus constructfon is challenging (and around $600/square foot), and they have looked at buying or leasing. They also own the Technology Park. Development landscape/opportunities Cal Poly’s Technology Park houses tech companies: in the upcoming expansion phase, there may be an opportunity to include child care to support those companies and campus employees. A developer’s housing project is in the pipeline with 350 market-rate apartments and a 6,000-6,800 square foot child care space, with priority to Cal Poly employees. It has initfal approvals but is on pause due to financial challenges. The collaboratfve partnership of UC Davis Health, Sacramento State and SMUD to create and support a new 200-child center for employees is of interest (see sidebar). Options: 1. Conduct feasibility analysis of including child care space in Tech Park expansion. 2. Study the Sacramento project model to identffy potentfal partners and next steps. 3. Refer housing developer, as needed, to child care facilitfes design/planning experts to ensure program sustainability and external resource leveraging. 4. Engage Cal Poly graduate students in City and Regional Planning for research projects. (Master of City & Regional Planning Program) Land Use Policies The 2019 Campus Master Plan includes the housing project and Tech Park expansion mentioned above. The increasing need for child care is described. “Additional locations can be identified as new projects are programmed.” (pg. 2-65) Center for 200 employee children UC Davis Health, Sacramento Municipal Utilities District (SMUD) and Sacramento State University are partnering to create a new child care center at 6011 Folsom Blvd in Sacramento, to open mid- 2021. It will replace the old Lighthouse/SMUD center. The facility will be 17,000 square feet with an additional 15,000 square feet of outdoor space. The building is owned by University Enterprises, Inc. (UEI), a nonprofit auxiliary organization of Sacramento State that creates and manages programs and services for the college. SMUD has signed a 15-year lease on the property and SMUD, Sacramento State and UC Davis Health will share costs equally. The anticipated 207 spaces will be shared between the three organizations. While the overall center will be subsidized by the SMUD/CSUS/UC Davis partnership to enable below-market tuition rates to their affiliates, individual rates will not be subsidized. Page 231 of 257 San Luis Obispo County Collaborative Child Care Study Page 27 Options: Contfnue to identffy both on- and off-campus opportunitfes and partnerships to address child care needs of employees and students. Financing facilities The CSU system has funding to maintain facilitfes, but Cal Poly did not get an allocatfon in the recent round. Bond funding is possible, but it is needed for other buildings; child care might not be a priority on a bond wish list. They have local facility maintenance funds, which is what would need to be used to enlarge the Lab school. Options: 1. Consider expanded ASI and Lab school facilitfes in future bonds and for use of facility maintenance funds. 2. Along with partner organizatfons (CAPSLO, First 5, etc.), monitor availability of new state child care facilitfes (as well as child care workforce) funding, and discuss potentfal projects. San Luis Coastal School District Publicly-owned properties All elementary school sites have dedicated spaces used for after school child care. Other spaces, like multfpurpose rooms, could be adapted but currently have multfple users. The District could explore available land on operatfng campuses where portables could be added to expand child care capacity. Options: 1. Identffy potentfal land on operatfng campuses, where school-age care is at capacity (or in less desirable/shared space), to locate modular buildings. (Note the current push for universal Transitfonal Kindergarten may increase needs for before/after-school care.) 2. Work with the City and other interested school-age operators to envision expansion. Some may be willing to finance modular additfons. Development landscape/opportunities The district has three surplus school sites; Morro Elementary is currently being used by a charter school, adult educatfon, and a church. The District’s proposal to build workforce housing on this property has city support but oppositfon from other groups; a community building with child care space may be included. The three campuses could be used for workforce housing. The development and state/local approvals process is extensive and tfme-consuming. Options: Contfnue to engage partners to advocate for workforce housing with child care on surplus school sites. School districts in other communitfes are working to address teacher compensatfon/cost of living issues with teacher housing. (Cañada and Skyline Colleges in San Mateo County built staff housing on campuses; Pacifica School District has a project in the pipeline at a surplus school site.) Land Use Policies Child care spaces are not identified specifically in the Facility Master Plan or bond projects list (mentioned below). Page 232 of 257 San Luis Obispo County Collaborative Child Care Study Page 28 Options: 1. Include spaces for before/after-school and preschool-age programs in future Facility Master Plans. State-funded universal TK (all four year olds) and preschool for low-income three year olds, as currently proposed, will need to be housed both on and off sc hool sites. 2. Explore space/land leasing policies that could support child care/preschool, e.g., long-term nominal land lease in exchange for installatfon of modular classrooms. Financing facilities School districts are prime partners since they have the land and facilitfes, and can go for bonds, with state match. There are partnership possibilitfes. A $177 million bond measure D was passed in 2014 which will fund only a portfon of the facilitfes, technology and infrastructure needs identffied in the Dist rict’s Facility Master Plan. Options: 1. Consider potentfal preschool and after-school care space as bond projects move forward. Partnerships with other public agencies and/or providers could bring added resources. 2. Antfcipate potentfal impact of universal Transitfonal Kindergarten efforts, proposed in the state MPELC and new legislatfon, for all four year olds in a mixed-delivery system (LEA and private programs). Advocate for state funding for facility remodels that will be needed. County-wide Options for Other Cities: 1. Encourage other citfes to investfgate similar opportunitfes, analyze land use policies, advocate co-locatfon and employer/developer partfcipatfon. 2. City and county planners develop/share policy language for SB234 alignment (use permits, home occupatfons, housing discriminatfon, business license) for website/print use. 3. Contfnue to coordinate with We Are the Care’s Local Government Engagement Task Force, and other local initfatfves and agencies, to maximize efforts. The Low Income Investment Fund report: Housing Development + Child Care Facilities: Strategies and Financing highlights the influence of local leaders, importance of public/private partnerships, and solutions to challenges of co-location. Page 233 of 257 San Luis Obispo County Collaborative Child Care Study Page 29 Options for Others: 1. Explore the suggestfon by Economic Development stakeholders that Building/Design/Constructfon business cluster could support facilitfes projects, e.g., conversion of existfng buildings. Child Development Resource Center has benefited from such support over the years for maintenance. (One model: Rebuilding Together Peninsula has long-term relatfonships with constructfon companies and skilled labor that have done pro bono work in child care centers.) 2. Engage/survey the faith-based community to identffy underutflized propertfes. 3. Identffy potentfal facilitfes projects that might be eligible for state child care infrastructure grant funding, should funding be made available in the future, either for new spaces or renovatfon/repair projects. 4. Include priority for inclusion of child care space in any future RFPs for affordable housing developers on public land. (Model: Arroyo Green senior housing with child care facility will open this year in Redwood City. The City identffied child care space as a desired component in the RFP.) 5. Form a Child Care Facilitfes Task Force with agency representatfves to coordinate implementatfon of Optfons; include We Are the Care’s Local Government Engagement Task Force 6. CAPSLO should apply for any new CCIP funds available to support start-up/expansion of more family child care homes. Consider needs of families in rural areas and those who work nontraditfonal hours. 7. Consider optfons to address housing needs of child care teachers in workforce housing efforts. (Also addressed in Component C) 8. Advocate for state policy changes to support facilitfes grants, link to subsidy funding, and incentfves for employers/developers. Provider Perspectives In focus groups and interviews, child care operators indicated interest in future expansion of services after the pandemic. This included private centers, family child care, and the City after- school program. Some interviewees had been working on projects before the pandemic, facing various barriers including lack of potentfal sites, costs of remodeling, building code/occupancy change impacts, etc. In additfon to facing zoning barriers, one operator who looked for propertfes for over six years, reported that city staff discouraged locatfng child care centers in various places due to neighborhood oppositfon. Another asked that development fees be reduced, considering the inability of operators to bear the development costs. Family child care home providers were not all aware that their city cannot require permits or business licenses (per SB 234). For many, their renter status, especially those in apartments, leads to turnover and discourages or prevents facility improvements. Optfons offered earlier, especially for the City and County, address some of these barriers. Page 234 of 257 San Luis Obispo County Collaborative Child Care Study Page 30 COMPONENT C C H I L D C A R E WO RK FO R C E P I PE L I NE E N H A N C E M E N T O PT I O N S SUMMARY To ensure there is high quality child care in The County of San Luis Obispo, the most critfcal component is the teaching staff. They must be well trained and compensated, consistent, and available to serve the children of study partner employees and families across the county. With the low profit margins of most child care programs and the relatfvely high cost to families (10% of the family income; 40% higher than “affordable”), there must be contributfons from outside to make the finances work for child care programs and families. A major challenge for the child care workforce in The County of SLO is the cost of living. According to the Child Care Planning Council's 2018-2022 Needs Assessment, approximately 48% of renters in the county are cost burdened: they spend more than 30% of their income on housing . And the median home price is 25% higher than that of California. These high costs affect not only child care staff themselves (one of the lowest paid groups of professionals in the natfon), but the operators and owners as well. Staffing costs typically make up at least 70% of a child care center’s operatfng budget, with high property and lease costs on top of that. There is not one solutfon to this challenge. The California Master Plan may provide some strategies and funding relief. However, untfl then, individual and collectfve efforts can be made locally to identffy effectfve strategies to reduce other costs for programs and increase wages for staff. Component C: Study Questfons and Findings The specific questfons posed for this Component of the Study were: ● What options do local education partners (i.e., Cal Poly, San Luis Coastal Unified School District) have to increase the workforce pipeline for child care professionals? ● What local options/current models exist to tangibly address the low compensation market in the early care and education workforce? ● What role can municipal and county government partners (i.e., City of San Luis Obispo, County of San Luis Obispo) play to increase the child care workforce pipeline? Specifically, what policy and/or funding levers can they pull? Many factors influence the quality of child care and early education programs, but perhaps none matter more than the education and experience of early childhood providers. Developing the workforce in early care and education is central to the delivery of high-quality experiences and environments for young children - National League of Cities Page 235 of 257 San Luis Obispo County Collaborative Child Care Study Page 31 For this study area, two main topics were explored in key informant interviews and focus groups to address the questfons above. ● Compensatfon supports ● Career pathways All Study Partners Findings a nd Options The findings and Optfons for this sectfon are listed by study area first for all Study Partners and a county- wide effort, followed by partner-specific findings and Optfons as appropriate. Findings for All Study Partners San Luis Obispo County has a wealth of resources and expertfse available to address the child care workforce challenge, both among Study Partners and in other organizatfons around workforce development, business support, finance, architecture, and other areas. Study Partners understand the low wage issue, and child care is seen as a community good. COVID-19 has focused attentfon on the importance of child care, bringing to light the need for child care, the challenge of low compensatfon, and the impact to employers of a lack of capacity and affordability. Page 236 of 257 San Luis Obispo County Collaborative Child Care Study Page 32 Many family child care providers remained open through the pandemic, while some centers closed, at least temporarily. The Natfonal Associatfon for the Educatfon of Young Children provides a report of the impacts natfonwide. Options for All Study Partners 1. Develop a comprehensive county-wide workforce development and child care business support system for all programs serving children birth through 12. The key will be a multf- partner effort with specific long-term plans whereby each partner can find and take on strategies that fit their resources and capacity, although there are some strategies that Study Partners are well suited to undertake. Consider utflizing existfng models, such as the San Francisco Office of Early Care and Educatfon’s Workforce Development initfatfve to design and implement a comprehensive system for workforce development. 2. As mentfoned in other parts of this report, making COVID-19 relief funds available specifically for child care providers can help ensure that the loss of spaces is minimized. Compensation Supports All Study Partners Findings and Options Findings: As in most citfes and countfes, competftfon among child care programs for highly skilled staff is high. In a high-cost area like San Luis Obispo County, the pool of qualified staff who can work at the low wages typically paid in child care is even more limited. Child care salaries are low compared to other industries in the county. Using the chart below, compared to the Bureau of Labor Statfstfcs data on industry salaries in San Luis Obispo, child care salaries start just above the two lowest salaries listed, for food workers and farming. Full Time Part Time Programs with State or Federal Funding Average $23.20/hour Range $15.00 - $43.59/hour Programs without State or Federal Funding Average $22.65/hour Range $15.00 - $25.96 Programs with State or Federal Funding Average $19.57/hour Range $14.00 - $31.25/hour Programs without State or Federal Funding Average $17.15/hour Range $14.00 - $22.5/hour Source: CAPSLO (2018) Page 237 of 257 San Luis Obispo County Collaborative Child Care Study Page 33 Options: 1. Utilize CARES COVID-19 relief funding to shore up the child care field, providing direct grants to child care providers. Some City, County and State examples include: ● LA County: Grants to child care programs to offset losses during COVID-19 ● Spokane: Grants for child care programs and subsidies for families ● New York: Grants to help programs reopen and restructure ● Houston: Grants to help programs stay open ● San Mateo: Relief funds for programs adversely affected by COVID-19 ● Long Beach: Grants for purchase of supplies ● San Diego: Cash grants to help providers stay in business 2. Immediately consider the technical assistance needs of child care providers in applying for COVID-related funding, such as the Payroll Protectfon Program (PPP). Connect with economic development agencies to provide direct technical assistance or collaborate with local CDFIs that are distributfng PPP or other economic relief funds. ● One fund that is available at the tfme of writfng this report is the California Small Business COVID-19 Relief Program. SBDC is listed as a local technical assistance provider. Individual and special training and support sessions can be provided to ensure all eligible providers submit successful applicatfons. 3. Support child care with Work/Life strategies. As part of the Study Partners’ Family-Friendly policy efforts, ensure there are models for employers to support employee child care optfons, such as employers paying to reserve spaces for employees in existfng child care programs. Payments can go directly to increase wages of staff. See Appendix C for more optfons. 4. Utilize resources such as the Natfonal League of Citfes’ Instftute for Youth Educatfon and Families, e.g. their Toolkit for Citfes Supportfng the Early Childhood Workforce, to find strategies and models that are appropriate for San Luis Obispo County. A strategy that Seattle took was to create a BA degree optfon at a community college by building in additfonal courses (pg. 5 of the Toolkit). 5. Reduce child care expenses. Create a long-term, County-wide, multf-partner effort to reduce operatfonal costs for child care programs who agree to use their savings to raise wages of teaching staff. Work with a group of ECE providers to calculate cost of high quality care in SLO and create a list of specific costs that can be underwritten or subsidized through this effort. Use this informatfon to create model budgets and resources needed to guide the effort. Strategies may include: ● Source and make available materials – PPE, landscaping materials, learning equipment, general supplies, etc. The cost of these items either deters providers from moving forward on program upgrades, repairs and enhancements, or negatfvely affects their bottom line. “Child care teachers can work at In-N-Out and within six months can be making $20/hour with no education. During COVID-19, child care was deemed an essential service. After COVID, the providers need to be paid what they are worth.” ~Quote from the child care provider Focus Group Page 238 of 257 San Luis Obispo County Collaborative Child Care Study Page 34 ● Provide help with the high cost of properties (also referenced in Component B). ● Ensure that space provided in housing developments is free, or as low cost as possible. ● Investfgate ways to reduce commercial lease rates. ● Encourage home and facility ownership for providers by using housing supports for providers and offering training and technical assistance to prepare for ownership ● Dedicate affordable housing for child care workers, as part of workforce and low- income housing developments. Incentfvize the development or provision of low cost or free housing, helping make their overhead as small as possible. Require and/or incentfvize developers of all types to build in family child care-specific units, based on need in the area. Alternately, Women's Empowerment and Neighborhood Care Project, funded through the Community Foundatfon San Luis Obispo recruited residents in existfng units to become licensed child care providers3. Additfonal ideas can be found here (pg. 157). ● Provide expertise on landscaping, building, architecture, human resources, legal etc. through a Cal Poly-led Technical Assistance Team – include Innovatfon hub, SBDC, and departments – architecture, planning, business, etc. – and include Cuesta College and Study Partners. ● Help providers build and renovate. Create opportunitfes for businesses in the constructfon trade to offer pro bono family improvement. Rebuilding Together Peninsula is a model that can be replicated. Cited in Component B. ● Start up a shared services initiative, which can reduce costs for child care providers by offering back office services, which not only strengthen the business foundatfon but also helps reduce costs for the provider. One example is that many child care programs do not have a comprehensive data system for tuitfon payments, budgetfng and enrollment informatfon. Purchasing and using a Child Care Center Management Software (CCMS) program can be transformatfonal for programs. Study Partners can help programs purchase the software and provide ongoing training and financial support for this. ● Example: Richmond Area Service Alliance, Virginia ● The First 5 CA Commission has approved a $1.5 million Shared Services Alliance funding strategy: The Shared Services Alliance is a post-COVID strategy to strengthen small early learning and care settings by supportfng them to become financially sound and more efficient and allowing them to offer high-quality opportunitfes to children and families. Tracking this, and future funding, will be important to take advantage of any opportunity to pilot and/or fully implement the strategy. ● More on the Shared Services Alliance 6. Investigate the feasibility of a City or County sales or other tax to provide direct support to teachers, higher educatfon subsidies, and ongoing funding to child care programs. If significant, the funding may allow for lower cost of care for families. 7. Help providers build equity and sustainability. Provide specific resources and support to encourage home ownership for family child care providers, and facility ownership for centers. 8. Utilize, and align with State plans and funding 3 Email from Shana Paulson, CAPSLO CCRC 11.13.20 Page 239 of 257 San Luis Obispo County Collaborative Child Care Study Page 35 ● Strategically plan for expansion of state preschool, bringing together operators to share best practfces and receive training on ways to maximize the State Reimbursement Rate. ● The District, COE, CAPSLO and other entftfes can coordinate plans to apply for more state subsidy. Consider the model of one entfty securing a contract and subcontractfng spaces to a variety of programs. This is especially helpful in areas, like the city, where there may not be a high enough level of eligible families to make the area a priority for the State. State funding can raise teacher salaries and can support quality improvements in the programs. ● Plan now for the implementatfon of the Master Plan for Early Learning and Care. The plan includes: ● Targeted universal preschool, with a blend of state preschool and Transitfonal Kindergarten, partnering with community programs to fill the need. Beginning conversatfons now for this model, and for full day programming, will create opportunitfes in the near future, and will ensure the county is prepared when the Master Plan rolls out. ● Establish a regional pay scale for teachers and aides. A full study of teacher and aide salaries and benefits across programs in the county will provide a solid foundatfon of data and insights that will be necessary to implement this strategy. Career Pathways To have a robust child care industry in San Luis Obispo County, a streamlined, easily accessible and affordable teacher preparatfon pipeline will be needed to ensure that services are high quality. All Study Partners Findings and Options Findings: ● There is tremendous expertfse in nearly all aspects of child care, with Cuesta College and Cal Poly University programming. ● Cal Poly offers a BA degree, and minor, in Child Development and provides opportunitfes for students interested in child care to focus their lab and internship courses in this area. The Preschool Learning Lab and ASI Children’s Center can provide practfcum- type experiences with individual mentoring for those interested in working in the child care field as teachers and/or directors, etc. ● Most teacher preparatfon happens at Cuesta College where the focus is on the ECE AA degree. ● CAPSLO provides a variety of training opportunitfes for family child care, including the ● Child Care Initfatfve Project (CCIP), mental health and trauma-informed care programs. Also available for Page 240 of 257 San Luis Obispo County Collaborative Child Care Study Page 36 family child care and centers is the Quality Counts quality ratfng and improvement system, which provides support, training and a framework for improving quality. ● There is a need for Spanish ECE courses to prepare teachers for degrees. Cuesta College had offered combinatfon ESL/ECE courses, where ECE is the content for ESL courses, but that program is not currently available. ● San Luis Obispo county has a relatfvely new and excitfng educatfonal support - Ticket 2 Teach SLO. The apprentfceship program provides on the job training with professional development, addresses low wages by supplementfng apprentfce salaries at selected programs. The program has good tractfon and can provide support for those entering the field, and for current professionals and includes: o Pre-apprentfce program (min 6 ECE units) o Preparatfon for transfer to BA program o A partnership between SLO County Office of Ed and Cuesta College ● The Master Plan for Early Care and Educatfon includes robust workforce development strategies and supports. The following strategies for workforce development are included in the plan: ● Career lattices that include multfple entry points and pathways, along with reasonable stepping stones toward demonstratfng competencies through a variety of approaches, including embedding demonstratfon in professional learning opportunitfes and coursework. ● Preparatfon and professional development opportunitfes that are engaging, relevant, and accessible, with opportunitfes to practfce in a clinical, practfcum, or work-based setting as appropriate. ● Tiered incentfves and recognitfon, including within a level of the matrix, to support child care professionals as they move toward increased compensatfon that may be available as reimbursement rate reform advances over tfme. Options: 1. Create a Workforce Pipeline for The County of SLO. Convene San Luis Coastal, Cuesta College, Cal Poly, Allan Hancock and other colleges to align educatfon opportunitfes and create workforce pathways for those who care for children from birth through age 12. This could be part of a new effort, or built into an existfng one, such as Cuesta College’s Early Childhood Advisory Board. Create new, and revise current, offerings to ensure there are multfple onramps for individuals at various stages in their career that meet the needs of all potentfal teaching staff. This work can only be accomplished through collaboratfve efforts, and the connectfons between organizatfons in the pipeline need to be strong, coordinated and flexible to meet the changing demands of the field. An effort of this magnitude involves varying organizatfonal needs, expectatfons, and cultures. There are also state requirements, logistfcs and funding consideratfons. Such an effort will require dedicatfon and a solid infrastructure to see it through. It is recommended that each partner assign staff to the project, and that a lead staff person is hired or assigned to oversee the collaboratfve’s work. Early Matters Dallas has provided a summary of child care workforce pipeline models. Page 241 of 257 San Luis Obispo County Collaborative Child Care Study Page 37 Potentfal elements for The County Pipeline: ● Set standards based on MPELC guidelines and align with all educatfonal opportunitfes. ● Craft an early childhood BA completfon program at Cal Poly and/or through Cuesta College (or Allan Hancock). ● Provide scholarships or forgivable loans for those who remain in the local child care field, building on the Public Service Loan Forgiveness program. ● Contfnue the Ticket to Teach program as a way to support and encourage teachers to reach higher educatfon levels and consider expanding the reach. ● Layers of educatfon to consider for the pipeline: o High School dual enrollment o School Age track o ECE/ESL courses o Family Child Care track o Ticket 2 Teach o 6 units o AA degree o Certfficate programs o Dual Language Learners o Inclusion o Director o School Age o BA degree o MA degree 2. Identify funding to help teachers pay for education. The low wages of child care providers make paying for higher educatfon a true challenge, especially in a high-cost area like The County. Financial support is necessary to achieve the goals of a well- educated workforce. 1. Develop a cohort model like the Community Equity Collaboratfve’s Teacher Pipeline project, where community resources are used to support child care teachers to achieve their degrees. 2. Consider broad employment funding such as the Workforce Accelerator Fund through the California Workforce Development Board and the Employment Development Department. 3. San Francisco’s SF Seed provides financial support for teachers who are working, as part of the San Francisco Office of Early Care and Educatfon’s Workforce Development initfatfve. 4. Engage foundatfons to create a workforce development fund where donors and organizatfons can contribute to the project. Washington D.C. has such an effort through the Washington Area Women’s Foundatfon. 3. Prepare for the possible relaunch of the State Quality Counts California Workforce Pathways Grant Program and other state resources that may become available in response to the MPELC. 4. Create a Career Pathways guide for SLO County providers. Arizona Early Childhood has a Job Bank showing the many types of careers available to early educators . Page 242 of 257 San Luis Obispo County Collaborative Child Care Study Page 38 Individual Study Partners Findings and Options City of San Luis Obispo Findings: ● The City offers school age child care at all five elementary schools through its Parks and Recreatfon Department and has its own staffing needs. Workforce shortages and finding staff who meet the qualificatfons are ongoing challenges. ● The Natfonal League of Citfes’ report Citfes Supportfng the Early Childhood Workforce offers strategies and models the city can adopt to address child care workforce. Options: Conduct a study of the school age programming offered by the City and consider including all providers of school age care operatfng in the city. Create a strategic plan to sustain and build the services. Partner with the Planning Council and CCRC to gather and analyze the data. The Natfonal League of Citfes offers a planning guide for this purpose, and includes strategies for financing and partnerships. County of San Luis Obispo Findings: The National Association of Counties compiled resources and best practices for how counties can support child care during COVID -19. Options: Take a leadership role in organizing partner support for child care, through the various County government and emergency management roles. Include child care in COVID-19 relief planning, as well as any future disasters or emergencies. Cal Poly University Findings: ● As a polytechnic university, Cal Poly offers a variety of areas of study, with a special focus on vocatfonal or technical subjects. The university has the desire to offer only the highest quality programs, including child care. There is an abundance of expertfse in the child development department and energetfc, passionate students and faculty who can help create, and benefit from, successful, replicable models to build and sustain quality child care. ● Cal Poly’s strategic plan vision is “Cal Poly will be the natfon’s premier comprehensive polytechnic university, an innovatfve instftutfon that develops and inspires whole-system thinkers to serve California and to help solve global challenges.” ● The Cal Poly Center for Innovatfon & Entrepreneurship offers many opportunitfes for child care business support, community engagement and innovatfon around child care, and strategies for offsetting child care costs. Some existfng programming can be more tuned towards child care, and other strategies can be developed through the various initfatfves. Page 243 of 257 San Luis Obispo County Collaborative Child Care Study Page 39 Options: 1. Utilize the Center for Innovation and Entrepreneurship (CIE) to study and innovate around child care. There are many aspects of child care requiring creatfve solutfons, including the study topics of this report, as well as financing, technical assistance for facilitfes development, facility design and policy development. a. Conduct a child care-focused “Hackathon” to develop creatfve, innovatfve solutfons to child care issues, in partfcular, child care financing strategies. (Note: this may be possible in 2021) b. Deploy the Small Business Development and other CIE programs to build business acumen for child care providers. The SBDC focuses on small businesses, and nonprofits can also take advantage of some services. As an example, in the mid-2000’s, the Ventura SBDC crafted specific business and facility development classes for child care providers, in partnership with the local Child Care Planning Council as part of the Low Income Investment Fund’s Constructfng Connectfons project. 2. Develop a Cal Poly-led technical assistance team focused on supportfng child care needs from the various departments. For example, in the child care center focus group we learned that one program was offered landscape design services through the landscape architecture department, which saved the provider tfme and financial resources, with high quality results. SLO Coastal School District Findings: ● The Career Technical Educatfon (CTE) ECE program, in collaboratfon with Cuesta College, provides a child care sector pathway with a sequence of courses that teaches rigorous and relevant career readiness skills. The program connects with Cuesta College through department meetfngs and dual enrollment opportunitfes to further the journey of the students from the district. This is a strong model and an important part of the pipeline. ● Child care is offered on school campuses, which depends on both the compensatfon support and educatfon pipeline strategies included in this plan. Options 1. Contfnue to join with other districts that provide a CTE ECE program in coordinatfon with Cuesta College to ensure that this model is a strong and integrated onramp to the workforce pipeline development. 2. Develop a child care committee or liaison positfon to proactfvely plan for, and work with, the City and other child care providers to offer services on and off campus to meet the needs of student families and staff. Create a comprehensive strategic plan for child care within the district. Page 244 of 257 San Luis Obispo County Collaborative Child Care Study Page 40 Countywide Options Economic Development 1. REACH offers connectfons to the following resources that are available to child care providers: ● Small Business Administratfon (SBA) loans ● Score ● SBDC (Through Cal Poly CIE) ● MCSB/Women’s Business Center ● SLO Seed Ventures ● Coastal Business Finance ● Valley Economic Development Center ● Tax Credits Expert An effort can be made to tailor these services specifically for child care providers, and then engage the providers in accessing the services. The Child Care Planning Council and CCRC would be two ideal partners for this effort. 2. The SLO Workforce Development Board can draw down funding for specific ECE supports needed, either as part of the pipeline, or as augmentatfon to it. Example: As recommended in the Annie E. Casey Foundatfon Report, they can also address the child care needs of their clients. 3. The Chamber(s) can be a resource for businesses and an advocate for employer- sponsored child care. One strategy could be to launch a campaign to encourage businesses to offer discounts for child care providers. Child Care Experts - Local child care organizatfons and experts can develop a list of providers interested in expanding and identffy training and supports needed. Use this list to create a pool of providers ready to grow their program to meet partners’ needs, and to prepare for MPELC and other opportunitfes. Provider Perspectives Through the study focus groups, providers shared their desire to increase their educatfon in the child care field, especially needing classes in Spanish. They felt there were not enough local resources to make this happen. They spoke of needing more technical assistance, funding and materials to provide high quality care in their programs. Many expressed the fatfgue they feel, with the challenges of operatfng during COVID-19 and not knowing what the future will bring for their businesses. Some expressed gratftude for the business support they received from economic development agencies during the pandemic, and others were not aware of available resources. The overall sentfment expressed was that they are dedicated to providing quality care for young children but need more support and connectfon in order to be successful. “Child care is the most important job there is. We are raising the future”. ~Child care Focus Group participant Page 245 of 257 San Luis Obispo County Collaborative Child Care Study Page 41 CONCLUSION The purpose of this document is to report on the results of the first phase of the Collaboratfve Child Care Study for San Luis Obispo County. The LIIF Team’s goal was to provide a suite of optfons for expanding quality affordable child care in San Luis Obispo County. The four Study Partners share a vision that their employees and other residents in San Luis Obispo County will have access to quality, affordable child care that fits the developmental needs of the child and the economic, professional, and health-related needs of families. To achieve the goal of this study phase, the LIIF Team focused on the employees, policies and re sources of the Study Team organizatfons, and included broader Findings and Optfons where appropriate. For the Phase 1 portfon of the Study, the LIIF Team researched the Study Partner organizatfons and the child care landscape in the county. Interviews were then held with Study Partners, the Study Team members, and key community leaders with knowledge of the Study Partner organizatfon and/or the San Luis Obispo child care industry. A suite of Optfons was then curated from which the Study Team can select as next steps in the quest to improve 1) child care policies for public sector Study Partner employees, 2) regulatory or systemic barriers to unlock child care capacity, and 3) child care workforce pipeline. As a general guide to the Study Partners, as public agencies, the LIIF Team identffied five overarching focus areas to address the issues we mentfon above. They are infrastructure, funding, policy, economic development, and advocacy. As the Study Partner agencies think about next steps, the LIIF Team suggests that Phase 2 be considered in two parts - first selectfng the Optfons that can be adopted now, and then developing the implementatfon plan for longer range Optfons and beginning the work. The LIIF Team encourages the Study Partner agencies to contfnue this collaboratfve work and broaden the partners beyond the four agencies. As a child care provider said during this study, “If we put resources in, the whole community will benefit for many years to come.” Engaging a facilitator from outside all of the partfcipatfng agencies can assist with the process and document the efforts. This study and its outcomes can chart the course for several generatfons of this community’s children, families, and child care providers. The LIIF Team hopes these Findings and Optfons lead to positfve changes throughout The County of San Luis Obispo. Page 246 of 257 San Luis Obispo County Collaborative Child Care Study Page 42 APPENDICES Appendix A – SLO Study Resource Documents (Google Folder) The following documents, cited in the report, are provided in a Google folder that can be accessed via this link: https://drive.google.com/drive/folders/18v2WHDx8XRoUsk9vQLc9-1lHN2w1gE34?usp=sharing 1. Building Child Care Facilitfes: A Brief on Inclusive Spaces for Children with Disabilitfes and Other Special Needs. Build Up for San Mateo County’s Children for SMCOE, 2019 2. CAPSLO Guidelines for Planning a Child Care Center 3. Early Learning Facilitfes Checklist (Design Criteria), Kathryn Tama 4. SLO County Housing Element, draft Program DD 5. General Plan language in San Mateo County/Citfes, 2017 compilatfon by City of San Mateo 6. City of Goleta. Establishing a Day Care Facility. Guide to new Zoning Ordinance Provisions (2019) 7. Keyser Marston Associates. Child Care Linkage Programs (2005 table) 8. City of San Jose 2019-20 Council Prioritfes; Progress report on Child Care 2/2020 9. LIIF, First 5 Sonoma Co. & First 5 California. Housing Development + Child Care Facilitfes: Strategies and Financing 10. Property Search Criteria for Child Care Centers/Preschools--for Realtors 11. Project Sentfnel. Housing Discriminatfon/Family Child Care brochure 12. Organizatfonal Work-Life Self-Assessment 13. Organizatfonal Work-Life Self-Assessment Checklist 14. Family Child Care Homes-Goleta Zoning Ordinance language.2020 15. Build Up for San Mateo County’s Children, U.S. Chamber of Commerce Foundatfon case study Page 247 of 257 San Luis Obispo County Collaborative Child Care Study Page 43 Appendix B – Creatfng New Child Care Center Facilitfes Introduction Identffying existfng propertfes and convertfng them for child care use is one strategy for addressing the facilitfes shortage. The identfficatfon, feasibility analysis, and cost estfmatfon for propertfes was beyond the scope of this study. The following informatfon provides some background and illustrates the challenges involved. Identifying existing public vacant or underutilized properties The report suggests an initfal step the City and The County can take to begin to identffy potentfal of their buildings and land (or even other publicly owned property). Space in currently occupied buildings (offices, libraries, community centers) can be considered as well. See City of San Jose’s related work plan actfvity. The change of use for Building and Fire Code purposes is likely to require certain upgrades. Using the criteria of minimum State child care licensing requirements for the facility, local land use restrictfons, and environmental health/hazards, an inventory of propertfes can be compiled. Additfonal site feasibility work, funding analysis, and project informatfon would be needed for each site to determine financial viability. Child care design experts, and staff in Planning, Building, Fire, Public Works or other relevant departments, should be consulted. Other site and/or building assessment tools/guidelines are available in the CDC’s Choose Safe Places for Early Care and Educatfon materials, and in LISC’s Developing Early Childhood Facilitfes guide. Adapting/converting properties Creatfng new child care and early educatfon spaces in existfng or new buildings or land is typically expensive and tfme-consuming. Federal, state and local requirements and approval processes relate to: CDSS/Community Care Licensing, Building and Fire Codes, Americans with Disabilitfes Act, and local land use codes. Meetfng the minimum requirements for approval does not ensure a high-quality learning and care environment, however, and purpose-built facilitfes are rare, since child care operators typically cannot afford them. A large portfon of centers are located in school and church buildings which have classroom and/or assembly spaces, as well as space onsite for playgrounds and parking (except in many urban areas). The layout and/or size of spaces (e.g., inconvenient bathrooms or overly large church hall space) may not support quality programming, appropriate supervision or attentfon to the special needs of certain children. (Brief on designing Inclusive Spaces). State code /regulatfons requirements include: CDSS/Community Care Licensing regulatfons (Title 22) Physical plant requirements for Child Care Centers include: ● 35 square feet per child of indoor play space, not including child/adult support spaces, storage, bathrooms, hallways, kitchen, crib area/room for infants, etc. ● 1 toilet and sink per 15 children (separate girls/boys rooms required for school-age only); separate adult bathroom ● Diaper changing statfon with adjacent adult handwashing sink, if appropriate (for infants, toddlers, or others with special needs) ● Adult sinks for food prep, actfvity clean up, and custodial uses Page 248 of 257 San Luis Obispo County Collaborative Child Care Study Page 44 ● 75 sf per child outdoor play space, with minimum 4 ft fence, and shade provided. Waivers may be approved, to reduce the playground square footage, by scheduling different groups, but age- appropriate playgrounds are needed for different age groups served. “Best practices'' recommendations address the ideal layout and design of all spaces that children, staff and families use. Well-designed facilitfes that support teachers’ daily work are an unrecognized, underestfmated employee benefit. See the Early Learning Facilitfes Checklist. Other child care design resources include Head Start Design Guide and LIIF’s Quality Environments for Children. Building and Fire Code Typical changes needed to an existfng building, related to the E-3 occupancy type for child care, include additfonal classroom doors, additfonal fire preventfon/suppression equipment (such as sprinkler systems); and elevators or lifts (if above/below ground). Americans with Disabilities Act While public buildings may be ADA compliant, there may be changes needed to accommodate children with physical disabilitfes. Estimating Costs: Child care facility development costs will vary depending on the specific building conditfons, or site conditfons, if vacant land (e.g., for modular building), as well as constructfon costs in the area. When comparing to other constructfon costs, one should use mid-range residential figures for the region, due to the extent of plumbing, cabinetry, etc. needed for child care (e.g., vs office space). In the San Francisco Bay Area, current costs of build-out of a child care shell ranges from $400-600 or higher per square foot. For San Mateo County’s Early Learning Facilitfes Needs Assessment (2016), data on recent child care center projects was collected to develop average child care costs per space, for five types of constructfon, including new, remodels, and modular constructfon (land costs excluded). The overall average cost for all types of spaces was $40,717. The average cost by type of development is shown in Figure 1 below . Adaptfng existfng commercial space is usually more costly than a new building, as can be seen in the Figure 1 chart. Page 249 of 257 San Luis Obispo County Collaborative Child Care Study Page 45 (Note that employer-based centers often do not report full costs.) San Mateo County’s study included a memo on financing that proposes a multf-sector and –strategy approach to creatfng facilitfes estfmated to be needed over many years. Since then, advocacy by Build Up for San Mateo County’s Children has led to commitment of child care facilitfes space in several affordable housing and mixed-use developments proposed in various citfes. Two in Redwood City will offer space rent-free with one also committing to build out the child care facility. Page 250 of 257 San Luis Obispo County Collaborative Child Care Study Page 46 Appendix C – Family Friendly Employee Policies Snapshot of Child Care Supports for Employee Parents Note: A thorough Needs Assessment should be conducted to thoroughly understand employee needs and potentfal use of policies before adoptfng any of the strategies listed. Option Advantages Considerations In-house child care informatfon and referrals ● Resource and Referral ● Parentfng/Child Care Seminars *Note: The local Resource and Referral agency, CCRC, offers Enhanced Referrals, which provides support to families untfl they secure child care (more intensive than the typical referral system) ● Low cost ● Addresses a variety of child care needs ● Appropriate for any size company ● Success depends on sufficient child care services in the community ● Informatfon must be kept up to date to be useful ● Does not offer assistance for paying for child care Flexible work and leave policies – flex scheduling, job sharing, parental leave, use of leave ● Minimal investment with high return ● Reduces absenteeism, improves morale and productfvity ● Expands pool of potentfal employees ● Enhances recruitment and retentfon ● Requires planning tfme and training of managers ● May disrupt workflow if not carefully planned Providing Financial Assistance – Dependent Care Spending Plan, Child Care Vouchers, Child Care vendor plan *Consider specific financial needs for employees, such as assistance with a difficult birth or supportfng a child with special needs. ● Relatfvely low administratfve responsibility ● Can support and strengthen community services ● Appropriate for any size organizatfon ● Does not require large capital or start- up costs ● Impacts just the cost of care, not low supply or poor quality ● Some alternatfves can be costly Providing Child Care Services – ● On-site or near-site care ● Consortfum child care (partnering with other employers) ● Family child care network ● Back-up child care ● Before/After school and during breaks ● Can address specific needs and/or shortages in the community ● Builds community resources for families ● Can be a very effectfve recruitment and retentfon tool ● Cuts absenteeism and improves morale and productfvity ● Can adapt hours and programs to employees’ needs ● Initfal start-up costs can be significant ● Requires a long-term financial commitment ● Demand may fluctuate or be difficult to predict (opening to the community in those situatfons can address this) ● May take tfme to build stable enrollment. Page 251 of 257 San Luis Obispo County Collaborative Child Care Study Page 47 Detail on Providing Services Back-up/emergency child care program – care for employees’ children when regular care is not available, when schools are closed, and when employee is needed for work on holidays or weekends. ● Can reduce absenteeism, increase productfvity, and company reputatfon. ● Can accommodate large numbers of employee children with relatfvely small space ● Space must be flexible in size to accommodate varying numbers of children ● Employers typically subsidize the tuitfon ● families must be clear on criteria for use of the program. School-age child care program – for ages 5-12/14 before, after school and during school breaks. ● Addresses a critfcal child care need ● Improves morale and reduces parent stress ● Contributes to lower absenteeism and higher productfvity ● Requires transportatfon if the program is not housed at the school ● May require multfple sites if organizatfon has multfple campuses Family Child Care Network – Family child care providers connected through a child care center, agency associatfon. Provides support services such as training, equipment, lending libraries and licensing assistance. *Note: Quality control can be increased by ensuring that programs are partfcipatfng in the Quality Ratfng and Improvement System, and/or are natfonally accredited. ● Children can be cared for close to where they live or where their parents work ● Able to accommodate children through age 12 ● Can provide infant care, which is the most difficult to find ● Can stfmulate the supply of providers. ● Is typically lower cost than centers. ● To be effectfve, much coordinatfon and support is needed. CCRC is a good partner for this strategy ● Quality control may be difficult to ensure with multfple providers. ● Less expensive to start than centers ● Financial support from employer may be necessary Near-Site Child Care spaces reserved for employees at community child care centers *Note: Quality control can be increased by ensuring that programs are participating in the Quality Rating and Improvement System, and/or are nationally accredited. ● Can meet business needs ● Child care can be provided in multfple locatfons and to multfple ages ● Lower cost than startfng up on-site child care ● Builds community resources for families ● Visible retentfon and recruitment tool ● Reduces child care-related absenteeism ● Increases productfvity ● Enhances public image ● Centers may not be located close to work sites ● Requires ongoing cost to subsidize and hold child care spaces ● Quality control may be difficult to ensure with multfple providers. On- or Near-Site Child Care Center – sponsored by an employer, operated by employer or a child care operator. ● Can meet business needs ● Visible retentfon and recruitment tool ● Reduces child care-related absenteeism ● Increases productfvity ● Improves morale and loyalty, even among childless employees ● Enhances public image ● Serves a specific populatfon and age group ● Startup can be expensive ● Ongoing support is required to ensure quality and affordability ● Ongoing management responsibility ● Possible tax advantages Page 252 of 257 San Luis Obispo County Collaborative Child Care Study Page 48 Consortfum Child Care Center – group of employers share the cost and benefits of establishing and operatfng a child care center. *Note: in a public/private partnership consortium, partners can bring the unique resources of their type of organization to the table. • Resources, liability and costs are shared ● Ideal solutfon for small and medium employers ● Large size of the combined labor force can ensure full enrollment ● Can be built into a community or business park ● Sustainable as a long-term child care center, regardless of management or consortfum members ● Visible recruitment and retentfon tool ● Enhances public image ● Complex negotfatfon, legal and control agreements ● Limits on number of employees per partner ● Recruitment/public relatfons value is reduced ● Possible tax advantages ● Ongoing support is required to ensure quality and affordability Page 253 of 257 San Luis Obispo County Collaborative Child Care Study Page 49 Glossary of Key Agencies, Initfatfves, Programs and Terms California State Preschool Program (CSPP) Assembly Bill 2759 (Chapter 308, Statutes of 2008) created the California State Preschool program. The program provides both part-day and full-day services to income-eligible families and a core class curriculum, as well as meals and snacks for children, parent educatfon, referrals to health and social services for families, and staff development opportunitfes for employees. The following organizatfons in The County have state contracts to operate CSPP programs: SLO County Office of Educatfon, Cal Poly ASI Children’s Center, Child Development Resource Center, and CAPSLO. Career and Technical Education (CTE) Career and technical educatfon (CTE) is the practfce of teaching specific career skills to students in middle school, high school, and post-secondary instftutfons. Child Care Initiative Project (CCIP) The Child Care Initfatfve Project (CCIP) is a statewide initfatfve to build the supply and improve the quality of licensed family child care homes in California. The CCIP works through local Child Care Resource and Referral (CCR&R) agencies to recruit, train, and retain licensed family child care providers. Child Development Resource Center of the Central Coast (CDRC) A nonprofit organizatfon and community program that provides educatfonal and therapeutfc programs that focus on protectfng children through its commitment to heal, support, and strengthen families in need within San Luis Obispo County. Funding for this program is leveraged through California State Preschool Program (CSPP), CCTR (General Child Care), local partnerships, and private-pay tuitfon. Community Action Partnership of San Luis Obispo County, Inc. (CAPSLO) CAPSLO houses a variety of programs related to child care and educatfon, including Head Start/Early Head Start (in The County of SLO and other countfes), as well as the following services within the “Child Care Resource Connectfon” (CCRC): ● Resource & Referral Agency Under the mandate of the California Department of Educatfon, each county has a designated Resource and Referral agent that assists in coordinatfng and helping generate accessible quality, affordable child care services in San Luis Obispo County working with families and child care providers. ● Alternative Payment Program (APP) Agencies contract with the California Department of Educatfon (CDE) to distribute federal and state child care and development subsidies (vouchers) for CalWORKs and eligible working poor families. Alternatfve Payment Programs Page 254 of 257 San Luis Obispo County Collaborative Child Care Study Page 50 (APPs) support hundreds of thousands of working families and children by ensuring parental choice of child focused programs meets both parent needs of working and child needs of learning. Community Care Licensing (CCL) The core mission of the Child Care Licensing Program is to ensure the health and safety of children in care. The Child Care Licensing Program strives to provide preventfve, protectfve, and quality services to children in care by ensuring that licensed facilitfes meet established health and safety standards through monitoring facilitfes, providing technical assistance, and establishing partnerships with providers, parents, and the child care community. Community Care Licensing falls under the jurisdictfon of CA Department of Social Services and operates under California Code of Regulatfons, Title 22. Community Colleges Cuesta College (In the County of SLO) and Allan Hancock College (in north Santa Barbara County) are the two community colleges that offer locally available associate-level educatfon and credentfal preparatfon in early childhood development. First 5 Commission SLO County First 5 is a leader in the collectfve effort to support young children, both at the state and local level. First 5 San Luis Obispo County is an independent public agency created in 1998 by California’s Propositfon 10, a voter-approved initfatfve that added a 50-cent tax on tobacco products. This revenue provides a dedicated source of funding for programs that serve children from prenatal development through age five and their families, with priority areas in health, early learning and family resiliency. Local Child Care Planning Council (LPC) LPCs are funded by the California Department of Educatfon, Child Development Division, mandated in the Educatfon Code and overseen by the County Board of Supervisors and Superintendent of Schools. LPCs are mandated to undertake planning tasks, such as needs assessments, strategic plans and identfficatfon of priority zip code areas for state funding. CAPSLO serves as fiscal agent for the San Luis Obispo County Child Care Planning Council. Master Plan for Early Learning and Care: California for All Kids (MPELC) The MPELC is California’s 10-year plan, released in Dec. 2020, to improve the system of child care and early educatfon. Implementatfon is dependent on legislatfve and budgetary actfons. The Plan provides a research-based roadmap for building a comprehensive and equitable early learning and care system over the next decade. It identffies key policy goals to ensure that all California children can thrive physically, emotfonally and educatfonally in their early years through access to high-quality early learning and care programs. San Luis Obispo County Office of Education (SLOCOE) SLOCOE’s Early Learning and Educatfonal Support (ELES) Division promotes planning and actfons to advocate for a quality early care and educatfon system that meets the needs of all children and families. ELES includes several projects that support the Early Care and Educatfon (ECE) workforce with professional development. Page 255 of 257 San Luis Obispo County Collaborative Child Care Study Page 51 Ticket 2 Teach Ticket2Teach is a locally-designed partnership to inspire future Early Childhood Educators by providing tuitfon assistance while completfng Cuesta College’s Associate of Arts degree in Early Childhood Educatfon, guiding partfcipants through the Early Childhood Educatfon permit process, and supportfng access to pathways to advance to a Bachelor of Arts Degree. Transitional Kindergarten (TK) Transitfonal kindergarten (TK) is the first year of a two-year kindergarten program that uses a modified kindergarten curriculum that is age- and developmentally appropriate. Senate Bill (SB) 858 establishes the intent that TK curriculum be aligned to the California Preschool Learning Foundatfons and California Preschool Curriculum Frameworks developed by the CDE. Each elementary or unified school district must offer TK classes for all children eligible to attend. A child is eligible for TK if they have their fifth birthday between September 2 and December 2 (inclusive) and each school year thereafter (EC 48000[c]). We Are The Care (WATC) The We Are the Care Initfatfve was created as a result of the "Where's the Care? Town Hall" that was hosted in May 2019. The town hall was hosted by First 5 SLO County and dedicated equal tfme to addressing/exploring the child care challenge and beginning to problem solve. We Are the Care has since evolved to launch a variety of efforts to spotlight challenges and pursue solutfons to the child care crisis. The initfatfve is made up of four unique task forces: Public Awareness Campaign, Local Government Engagement, Cross-Sector Collaboratfon, and Power to the Profession. Workforce Development Board (WDB) The Workforce Development Board (WDB) is part of the public workforce system that supports economic expansion and development of talent in the local workforc e. In San Luis Obispo County, the WDB is housed within The County Department of Social Services. Page 256 of 257 San Luis Obispo County Collaborative Child Care Study Page 52 Acronyms ASI Associated Students, Inc. (Cal Poly) CAPSLO Community Actfon Partnership of San Luis Obispo County CCIP Child Care Initfatfve Project CCL Community Care Licensing CDBG Community Development Block Grant CDE California Department of Educatfon CDSS California Department of Social Services CIE Center for Innovatfon & Entrepreneurship (Cal Poly) EVC Economic Vitality Corporatfon (now joined with REACH) FCCH Family Child Care Home LEA Local Educatfon Agency (School District, County Office of Educatfon) LIHTC Low Income Housing Tax Credit LPC Local Planning Council – San Luis Obispo County Child Care Planning Council MPELC Master Plan for Early Learning and Care R&R Child Care Resource and Referral Agency RHNA Regional Housing Needs Allocatfon ROI Return on Investment SBDC Small Business Development Center Title 5 California Educatfon Code- includes state-funded Child Development Programs TK Transitfonal Kindergarten WATC We Are The Care Page 257 of 257