CC 2022-07-26 Agenda PackageCITY COUNCIL MEETING
AGENDA SUMMARY
Tuesday, July 26, 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.
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 June 1 through June 30,
2022.
8.b.Consideration of Statement of Investment Deposits
(VALENTINE)
Recommended Action:
Receive and file the attached report listing investment deposits of the City of Arroyo Grande
Page 2 of 208
as of May 31, 2022, as required by Government Code Section 53646(b).
8.c.Consideration of a Consultant Services Agreement with Willdan Financial Services to
Prepare a User Fee Study, Cost Allocation Plan, and Development Impact Fee Study
(VALENTINE)
Recommended Action:
Approve a Consultant Services Agreement with Willdan Financial Services to prepare a
User Fee Study, Cost Allocation Plan, and Development Impact Fee Study Update.
8.d.Approval of Minutes
(MATSON)
Recommended Action:
Approve the minutes of the Regular City Council Meeting of June 28, 2022, as submitted.
8.e.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.f.Consideration of Appointment to the Arroyo Grande Tourism Business Improvement
Advisory Board
(McDONALD)
Recommended Action:
Appoint Jeannie Miranda to the Arroyo Grande Tourism Business Improvement District
Advisory Board.
8.g.Consideration of Authorizing the Mayor to Execute a Letter in Support of the Draft San Luis
Obispo Countywide Plan to Address Homelessness on Behalf of the City of Arroyo Grande
(McDONALD)
Recommended Action:
Authorize the Mayor to execute a letter in support of the Draft San Luis Obispo Countywide
Plan to Address Homelessness on behalf of the City of Arroyo Grande.
8.h.Consideration to Authorize the Purchase of Water Meters
(ROBESON)
Recommended Action:
Authorize the purchase of water meters from Aqua Metric in the amount of $52,400 during
FY 2022-23.
8.i.Monthly Water Supply and Demand Update
(ROBESON)
Recommended Action:
Receive and file the monthly Water Supply and Demand Report.
Page 3 of 208
8.j.Consideration of Confirming the Environmental Determination, Acceptance of Grant of
Temporary Construction License, Public Pedestrian Access Easement Deeds, and
Approval of Construction Plans and Specifications for the 2022 Pedestrian Crossing
Improvement
(ROBESON)
Recommended Action:
1) Find that the project is categorically exempt from the California Environmental Quality Act
(CEQA) pursuant to Guidelines Section 15301(c) and direct staff to file a Notice of
Exemption; 2) Accept the Grant of Temporary Construction License and Public Pedestrian
Access Easement Deeds and direct staff to file the License and Deeds; and 3) Approve the
construction plans and specifications for the 2022 Pedestrian Crossing Improvements
Project, PW 2021-08, and authorize staff to advertise for construction bids pending approval
of a funding allocation from the State.
9.PUBLIC HEARINGS
None.
10.OLD BUSINESS
10.a.Continued Accessory Dwelling Unit Ordinance Study Session
(PEDROTTI)
Recommended Action:
Review the proposed amendments, receive public comment, and direct staff to return to
the Planning Commission with the revised Ordinance for a recommendation hearing.
11.NEW BUSINESS
11.a.Discuss Scope of a Comprehensive General Plan Update
(PEDROTTI)
Recommended Action:
Initiate a comprehensive update of the General Plan, which would include an update to all
existing elements except for the Housing Element, a consistency review of the Housing
Element, creation of an Environmental Justice, an update to the Climate Action Plan, the
creation of objective design standards, an overlay district providing specific development
standards for the East Grand Avenue corridor, and zoning ordinance updates.
12.CITY COUNCIL REPORTS
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
Page 4 of 208
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
13.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.
14.CLOSED SESSION
None.
15.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
Page 5 of 208
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 6 of 208
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: July 26, 2022
SUMMARY OF ACTION:
Review and ratify cash disbursements.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There is a $3,075,151.34 fiscal impact that includes the following items:
Accounts Payable Checks $2,297,698.53
Payroll & Benefit Checks $777,452.81
RECOMMENDATION:
Ratify the attached listing of cash disbursements for the period of June 1 through June
30, 2022.
BACKGROUND:
Cash disbursements are made weekly based on the submission of all required d ocuments
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 a nd
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 208
Item 8.a.
City Council
Consideration of Cash Disbursement Ratification
July 26, 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. June 1 – June 30, 2022 – Accounts Payable Check Register
2. June 3, 2022 & June 17, 2022 – Payroll and Benefit Check Registers
Page 8 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name1 06/03/2022 294002 $ 33.00 WELL#1 BACTI TEST 640.4710.5310 ABALONE COAST ANALYTICAL INC2 06/03/2022 294002 188.00 WELL#9 BACTI, PHYSICALS 640.4710.5310 ABALONE COAST ANALYTICAL INC3 06/03/2022 294003 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 MARISOL RENTERIA ALVARADO4 06/03/2022 294003 103.00 PARK RENTAL REFUND-STROTHER 010.0000.4354 MARISOL RENTERIA ALVARADO5 06/03/2022 294003 26.00 BOUNCE HOUSE FEE REFUND 010.0000.4354 MARISOL RENTERIA ALVARADO6 06/03/2022 294004 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES7 06/03/2022 294004 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES8 06/03/2022 294004 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES9 06/03/2022 294004 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES10 06/03/2022 294004 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES11 06/03/2022 294004 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES12 06/03/2022 294004 28.79 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES13 06/03/2022 294005 50.00 PARK DEPOSIT REFUND-HERITAGE SQUARE 010.0000.2206 ARROYO GRANDE VALLEY KIWANIS14 06/03/2022 294006 525.00 05/22 DOGGIE CLASSES 010.4424.5351 IRINA BEATTY15 06/03/2022 294007 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 MICHELLE BERNAL16 06/03/2022 294008 1,458.45 (6) DRUMS HYPOCHLORITE 640.4712.5274 BRENNTAG PACIFIC INC17 06/03/2022 294008 2,604.00 (10) PAILS ACCUTABS-RES#2  640.4712.5274 BRENNTAG PACIFIC INC18 06/03/2022 294009 74.00 LIVESCAN-RECREATION 010.4425.5316 CA ST DEPT OF JUSTICE19 06/03/2022 294009 93.00 LIVESCAN-PD IN/OUT 010.4204.5329 CA ST DEPT OF JUSTICE20 06/03/2022 294009 66.00 LIVESCAN-PD 010.4204.5329 CA ST DEPT OF JUSTICE21 06/03/2022 294010 553.03 ASPHALT FOR SERVICE PATCHING 6.7 TON 640.5946.7001 CALPORTLAND CONSTRUCTION22 06/03/2022 294011 47.07 TORO MOWER-COOLANT 010.4430.5601 CARQUEST AUTO PARTS23 06/03/2022 294012 169.00 REFUND-YOUTH BASKETBALL CAMP 010.0000.4605 STEVEN CARR24 06/03/2022 294013 180.27 ACCT#8245100960223572 TV - PD 010.4145.5401 CHARTER COMMUNICATIONS25 06/03/2022 294013 987.20 ACCT#8245100960223598 PD DARK 010.4145.5401 CHARTER COMMUNICATIONS26 06/03/2022 294014 4,768.00 05/22 STRATEGIC SUPPORT 010.4140.5303 CIO SOLUTIONS LP27 06/03/2022 294014 1,590.00 05/22 STRATEGIC SUPPORT 010.4140.5303 CIO SOLUTIONS LP28 06/03/2022 294014 1,228.35 Juniper SFP 1000Base-SX Gigabyte 350.5472.7001 CIO SOLUTIONS LP29 06/03/2022 294015 548.80 05/22 SENIOR FITNESS 010.4424.5351 GAYLE CUDDY30 06/03/2022 294015 285.60 WRITING FOR LIFE WINTER SESSION 010.4424.5351 GAYLE CUDDY31 06/03/2022 294016 5,000.00 LEADERSHIP RETREAT REMAINDER 010.4145.5501 CULTURESTOKE, LLC32 06/03/2022 294017 1,140.00 CASH FOR GRASS 1140 SQFT 226.4306.5554 KAREN DELIVERT33 06/03/2022 294018 372.59 METRO INTERNET CIRCUIT 010.4140.5303 DIGITAL WEST NETWORKS INC34 06/03/2022 294019 209.05 SOTO PUMP SVC & TROUBLESHOOT 010.4430.5303 ELECTRICRAFT INC35 06/03/2022 294019 1,832.15 WELL#9 ELECTRICAL REPAIR 640.4711.5603 ELECTRICRAFT INC36 06/03/2022 294019 121.50 V.D.M. BOOSTER WIRE & TEST MOTOR 640.4712.5610 ELECTRICRAFT INC37 06/03/2022 294020 21.53 (2) MOSQUITO DUNKS 010.4420.5605 FARM SUPPLY CO38 06/03/2022 294021 57.11 SHIP TRACT MAP 3101 TO MNS 010.4301.5303 FEDEXPage 9 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name39 06/03/2022 294022 $ 1,177.71 WELL #5 GATE VALVE 640.4711.5603 FERGUSON ENTERPRISES, INC40 06/03/2022 294023 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 LILIANNA FULLAM41 06/03/2022 294024 450.00 SURVEYING SERVICES 010.4301.5303 GARING TAYLOR & ASSOCIATES INC42 06/03/2022 294025 816.25 ATP CYCLE 6 010.4301.5303 GHD INC43 06/03/2022 294025 3,258.75 AMENDMENT 1A (GIS SERVICES) 010.4301.5303 GHD INC44 06/03/2022 294026 185.00 STUMP GRINDER RENTAL 010.4420.5552 GROVER TOOL AND RENTALS45 06/03/2022 294026 160.00 SCISSOR LIFT RENTAL 010.4420.5552 GROVER TOOL AND RENTALS46 06/03/2022 294026 265.00 STUMP GRINDER RENTAL 010.4420.5552 GROVER TOOL AND RENTALS47 06/03/2022 294027 7,599.65 PREPARE 2021 ANNUAL REPORT 640.4710.5303 GSI WATER SOLUTIONS48 06/03/2022 294028 864.99 HOSE REEL FOOTAGE COUNTER 612.4610.5603 HAAKER EQUIPMENT, INC49 06/03/2022 294029 86.08 PORTABLE TOILET RENTAL 5/2-5/31 220.4303.5552 HARVEY'S HONEY HUTS50 06/03/2022 294030 41.31 06/22 AETNA RESOURCES EAP-FCFA 010.0000.1111 HEALTH AND HUMAN RESOURCE CTR51 06/03/2022 294030 165.24 06/22 AETNA RESOURCES EAP 010.4145.5147 HEALTH AND HUMAN RESOURCE CTR52 06/03/2022 294031 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 ANNE HILBERT53 06/03/2022 294032 463.38 PUMP OIL FOR WELLS #1-#8 640.4711.5603 JB DEWAR, INC54 06/03/2022 294033 84.00 ADULT BASKETBALL SCORER- 6 GAMES 010.4424.5352 JHADE LA PAZ55 06/03/2022 294034 5,000.00 CASH FOR GRASS 5000 SQFT 226.4306.5554 LANDMARK MISSIONARY BAPTIST56 06/03/2022 294035 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 JEANNE MILLER57 06/03/2022 294036 122.81 PAINT, RIGHT ANGLE ATTACHMENT 010.4213.5604 MINER'S ACE HARDWARE, INC58 06/03/2022 294036 32.26 ROLLER, COVER, TRAY 010.4213.5604 MINER'S ACE HARDWARE, INC59 06/03/2022 294036 63.07 SPRAY PAINT, DRILL BITS, CLEAN 010.4213.5604 MINER'S ACE HARDWARE, INC60 06/03/2022 294036 29.67 (6) SNAP QUIK 010.4213.5604 MINER'S ACE HARDWARE, INC61 06/03/2022 294036 10.76 DRILL BIT 220.4303.5613 MINER'S ACE HARDWARE, INC62 06/03/2022 294036 177.76 (3) AQUAPHALT ASPHALT PATCH 220.4303.5613 MINER'S ACE HARDWARE, INC63 06/03/2022 294037 450.00 ONGOING MAP CHECKING SERVICES 010.4301.5303 MNS ENGINEERS INC64 06/03/2022 294037 450.00 ONGOING MAP CHECKING SERVICES 010.4301.5303 MNS ENGINEERS INC65 06/03/2022 294037 225.00 ONGOING MAP CHECKING SERVICES 010.4301.5303 MNS ENGINEERS INC66 06/03/2022 294038 145.00 REFUND-ART CAMP 010.0000.4605 JAMIE MOSLEY67 06/03/2022 294039 150.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 CHRIS MUNOZ JR68 06/03/2022 294040 19,500.00 CONSULTING SERVICES-TRANSITION TO DISTRICT 010.4101.5303 NATIONAL DEMOGRAPHICS INC69 06/03/2022 294041 372.80 05/22 YOGA IN THE PARK 010.4424.5351 NICCOLA NELSON70 06/03/2022 294042 841.70 (2) CHAINSAWS 220.4303.5273 NOBLE SAW, INC71 06/03/2022 294042 193.51 EDGER BLADES, TRIMMER LINE, OIL 220.4303.5603 NOBLE SAW, INC72 06/03/2022 294043 43.80 REFUND ADULT BASKETBALL- GAME 010.0000.4606 DAVID NORRIS73 06/03/2022 294044 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 MAYRA OVALLE74 06/03/2022 294045 7,249.71 ELECTRIC 010.4145.5401 PACIFIC GAS & ELECTRIC CO75 06/03/2022 294045 12.30 ELECTRIC 217.4460.5355 PACIFIC GAS & ELECTRIC CO76 06/03/2022 294045 2,103.01 ELECTRIC 612.4610.5402 PACIFIC GAS & ELECTRIC COPage 10 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name77 06/03/2022 294045 $ 2,871.45 ELECTRIC 640.4711.5402 PACIFIC GAS & ELECTRIC CO78 06/03/2022 294045 6,186.58 ELECTRIC 640.4712.5402 PACIFIC GAS & ELECTRIC CO79 06/03/2022 294045 1,448.49 ELECTRIC 010.4307.5402 PACIFIC GAS & ELECTRIC CO80 06/03/2022 294046 400.00 04/22 SOTO GOPHER CONTROL 010.4420.5303 PACIFIC GOPHER CONTROL81 06/03/2022 294047 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 SACHI PATEL82 06/03/2022 294048 152.00 PER DIEM FOR EVOC/FOS TRAINING 010.4203.5501 PETTY CASH83 06/03/2022 294049 80,530.42 ELM STREET PARK PLAY STRUCTURE 350.5564.7001 PLAYCORE GROUP INC84 06/03/2022 294049 107,533.92 ELM STREET PARK PLAY STRUCTURE 350.5564.7001 PLAYCORE GROUP INC85 06/03/2022 294050 654.28 RED MAZE CUBES PROMOTIONAL 010.4421.5504 PRINTPAL PROMOTIONS & PRINTING86 06/03/2022 294051 24,562.84 TRAFFIC WAY BRIDGE REPLACEMENT 350.5679.7501 QUINCY ENGINEERING INC87 06/03/2022 294052 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 KATIE RODRIGUEZ88 06/03/2022 294053 43.80 REFUND ADULT BASKETBALL- GAMES 010.0000.4606 ALEX SCHAMS89 06/03/2022 294054 1,785.50 CROSS CONNECTION PROGRAM 640.4710.5303 SLO COUNTY ENVIRONMENTAL90 06/03/2022 294055 35.26 GAS SERVICES-111 S MASON 010.4145.5401 SOCALGAS91 06/03/2022 294055 19.05 GAS SERVICES-1500 W BRANCH 010.4145.5401 SOCALGAS92 06/03/2022 294055 17.09 GAS SERVICES-215 E BRANCH 010.4145.5401 SOCALGAS93 06/03/2022 294055 25.70 GAS SERVICES-211 VERNON ST 010.4145.5401 SOCALGAS94 06/03/2022 294056 735.00 RENTAL/INSTALL SERVICES FOR 30 DAY LOAD 010.4213.5303 THOMA ELECTRIC, INC95 06/03/2022 294057 52.95 CHARTER BUSINESS TV - 300 E BRANCH 010.4145.5401 TIME WARNER CABLE96 06/03/2022 294058 3,000.00 POSTAGE BY PHONE 010.4145.5208 US POSTAL SERVICE97 06/03/2022 294059 100.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 MARTHA VALDEZ98 06/03/2022 294060 285.00 10% Contingency 640.5948.7501 WALLACE GROUP A CALIF CORP99 06/03/2022 294061 500.82 NCMA STAFF EXTENSION SERVICES 640.4710.5303 WATER SYSTEMS CONSULTING INC100 06/03/2022 294062 1,100.60 ASH ST RESTROOM-REPAIR TOILET 010.4213.5303 WATERBOYS PLUMBING101 06/03/2022 294063 2,067.00 CASH FOR GRASS 2067 SQFT 226.4306.5554 CHRISTINE WEISS102 06/03/2022 294064 1,063.00 CASH FOR GRASS 1063 SQFT 226.4306.5554 ROBERT WHITE103 06/03/2022 294065 60.00 OAK PARK & JAMES WAY 220.4303.5303 LEE WILSON ELECTRIC COMPANY INC104 06/03/2022 294065 60.00 OAK PARK & EL CAMINO REAL 220.4303.5303 LEE WILSON ELECTRIC COMPANY INC105 06/03/2022 294065 75.00 OAK PARK & W BRANCH 220.4303.5303 LEE WILSON ELECTRIC COMPANY INC106 06/03/2022 294065 728.90 WO#3438, WO#3440, JAMES WAY/OAK PARK 220.4303.5303 LEE WILSON ELECTRIC COMPANY INC107 06/03/2022 294065 1,440.00 03/22 SIGNAL MAINT 12 INTERSECTIONS 010.4307.5303 LEE WILSON ELECTRIC COMPANY INC108 06/03/2022 294066 50.00 REFUND COMM GARDEN DEPOSIT 010.0000.4605 ANTHONY WOOD109 06/03/2022 294067 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 CARRIE YAMATE110 06/03/2022 294068 1,680.00 YOUTH BASKETBALL SUMMER SESSION 010.4424.5351 YOUTH EVOLUTION BASKETBALL111 06/03/2022 294069 40.97 UB Refund Cst #00028501 640.0000.2301 DEBLAUW PROPERTIES112 06/03/2022 294070 406.46 UB Refund Cst #00028040 640.0000.2301 TANESSA EGAN113 06/03/2022 294071 8.58 UB Refund Cst #00027902 640.0000.2301 FENG HAN114 06/03/2022 294072 380.86 UB Refund Cst #00027344 640.0000.2301 STANLEY MCDONALDPage 11 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name115 06/03/2022 294073 $ 137.03 UB Refund Cst #00026066 640.0000.2301 JOE REISMAN116 06/03/2022 294074 132.45 UB Refund Cst #00027898 640.0000.2301 KEITH SCHWANEMANN117 06/03/2022 294075 13.03 UB Refund Cst #00028038 640.0000.2301 GAREN SHAMIRIAN118 06/03/2022 294076 86.34 UB Refund Cst #00027666 640.0000.2301 WILLIAM & TAMMY SULLIVANT119 06/03/2022 294077 44,949.07 FEDERAL WITHHOLDING: Payment 011.0000.2104 CITY OF ARROYO GRANDE120 06/03/2022 294077 51,180.74 SOCIAL SECURITY: Payment 011.0000.2105 CITY OF ARROYO GRANDE121 06/03/2022 294077 12,585.20 MEDICARE: Payment 011.0000.2105 CITY OF ARROYO GRANDE122 06/03/2022 294078 18,172.59 STATE WITHHOLDING: Payment 011.0000.2108 CA ST EMPLOYMENT DEVEL DEPT123 06/03/2022 294078 2,241.03 CASDI: Payment 011.0000.2111 CA ST EMPLOYMENT DEVEL DEPT124 06/03/2022 294079 565.60 DEPT OF CHILD SUPPORT SERVICES 011.0000.2114 CA STATE DISBURSEMENT UNIT125 06/03/2022 294080 (80.68) PENDING INS. ADJ 011.0000.2110 DELTA DENTAL126 06/03/2022 294080 7,987.32 06/22 DENTAL INSURANCE PREMIUM 011.0000.2110 DELTA DENTAL127 06/03/2022 294080 2,500.77 06/22 DENTAL INSURANCE PREMIUM 010.4099.5132 DELTA DENTAL128 06/03/2022 294080 (0.98) ROUNDING ADJ 010.0000.4818 DELTA DENTAL129 06/03/2022 294081 3,789.80 DEFERRED COMPENSATION - EE %: 011.0000.2117 ICMA RETIREMENT CORP130 06/03/2022 294081 11,575.05 DEFERRED COMPENSATION - EE: Payment 011.0000.2117 ICMA RETIREMENT CORP131 06/03/2022 294081 866.66 DEFERRED COMPENSATION - ER: Pa 011.0000.2117 ICMA RETIREMENT CORP132 06/03/2022 294081 275.00 ROTH - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP133 06/03/2022 294082 4,020.00 PORAC MED INSURANCE: Payment 011.0000.2109 PERS - ACTIVE MED134 06/03/2022 294082 882.18 PPO PERS PLATINUM - SEIU: Payment 011.0000.2109 PERS - ACTIVE MED135 06/03/2022 294082 8,111.40 PPO PERS GOLD - MANAGEMENT: Payment 011.0000.2109 PERS - ACTIVE MED136 06/03/2022 294082 14,224.36 PPO PERS GOLD - POLICE: Payment 011.0000.2109 PERS - ACTIVE MED137 06/03/2022 294082 12,696.12 PPO PERS GOLD - SEIU: Payment 011.0000.2109 PERS - ACTIVE MED138 06/03/2022 294082 742.70 BLUE SHIELD TRIO HMO - MGMT: Payment 011.0000.2109 PERS - ACTIVE MED139 06/03/2022 294082 2,673.72 BLUE SHIELD TRIO HMO - POLICE: Payment 011.0000.2109 PERS - ACTIVE MED140 06/03/2022 294082 3,862.04 BLUE SHIELD TRIO HMO - SEIU: Payment 011.0000.2109 PERS - ACTIVE MED141 06/03/2022 294082 13,176.56 HMO-UNITED HEALTHCARE-MGMT: Payment 011.0000.2109 PERS - ACTIVE MED142 06/03/2022 294082 14,261.70 HMO UNITED HEALTHCARE-POLICE: Payment 011.0000.2109 PERS - ACTIVE MED143 06/03/2022 294082 17,982.14 HMO UNITED HEALTHCARE-SEIU: Payment 011.0000.2109 PERS - ACTIVE MED144 06/03/2022 294082 2,293.68 PERS PLATINUM-FIRE MANAGEMENT: Payment 011.0000.2109 PERS - ACTIVE MED145 06/03/2022 294082 4,058.04 PPO PERS PLATINUM - FIRE: Payment 011.0000.2109 PERS - ACTIVE MED146 06/03/2022 294082 8,816.76 PPO PERS GOLD - FIRE: Payment 011.0000.2109 PERS - ACTIVE MED147 06/03/2022 294082 9,146.08 HMO UNITED HEALTHCARE-FIRE: Payment 011.0000.2109 PERS - ACTIVE MED148 06/03/2022 294082 6,045.72 HMO-UNITED HEALTH FIRE-MGMT: Payment 011.0000.2109 PERS - ACTIVE MED149 06/03/2022 294082 177.18 06/22 INS ADJ 011.0000.2109 PERS - ACTIVE MED150 06/03/2022 294082 6,640.01 06/22 RETIREE HEALTH INS 010.4099.5136 PERS - ACTIVE MED151 06/03/2022 294082 752.74 06/22 RETIREE HEALTH INS 220.4303.5136 PERS - ACTIVE MED152 06/03/2022 294082 98.24 06/22 ACTIVE HEALTH FCFA ADMIN 010.0000.1111 PERS - ACTIVE MEDPage 12 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name153 06/03/2022 294082 $ 602.76 06/22 RETIREE HEALTH INS FCFA 010.0000.1111 PERS - ACTIVE MED154 06/03/2022 294082 209.74 06/22 ACTIVE HEALTH ADMIN FEE 010.4145.5131 PERS - ACTIVE MED155 06/03/2022 294083 1,175.56 PERS GOLD - ELECTED: Payment 011.0000.2109 PERS - ACTIVE MED156 06/03/2022 294083 2,015.23 UNITED HEALTH CARE-ELECTED: Payment 011.0000.2109 PERS - ACTIVE MED157 06/03/2022 294083 7.98 06/22 ACTIVE HEALTH PT NONPERS 010.4145.5131 PERS - ACTIVE MED158 06/03/2022 294084 30,609.11 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT159 06/03/2022 294084 48,939.43 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT160 06/03/2022 294084 117.11 PERS BUYBACK - AFTER TAX: Payment 011.0000.2106 PERS - RETIREMENT161 06/03/2022 294084 1,358.04 PERS Employer Pick Up: Payment 011.0000.2106 PERS - RETIREMENT162 06/03/2022 294084 259.69 PERS BUYBACK - PRE TAX: Payment 011.0000.2106 PERS - RETIREMENT163 06/03/2022 294084 (0.06) ROUNDING DIFF 010.0000.4818 PERS - RETIREMENT164 06/03/2022 294085 980.20 STANDARD INSURANCE COMPANY: Payment 011.0000.2113 STANDARD INSURANCE CO165 06/03/2022 294085 556.68 STANDARD INSURANCE COMPANY: Payment 011.0000.2113 STANDARD INSURANCE CO166 06/03/2022 294085 23.50 STANDARD LIFE TAXABLE DEDUCT: Payment 011.0000.2113 STANDARD INSURANCE CO167 06/03/2022 294085 1,640.03 STANDARD LTD/STD INSURANCE: Payment 011.0000.2113 STANDARD INSURANCE CO168 06/03/2022 294085 (37.25) ADJ PENDING 011.0000.2113 STANDARD INSURANCE CO169 06/03/2022 294086 1,568.02 PARS: Payment 011.0000.2107 US BANK OF CALIFORNIA170 06/03/2022 294087 2,084.90 06/22 VISION CARE INSURANCE PREMIUM 011.0000.2119 VISION SERVICE PLAN171 06/03/2022 294087 (10.27) PENDING ADJ 011.0000.2119 VISION SERVICE PLAN172 06/03/2022 294087 645.62 06/22 VISION INS PREMIUM RETIR 010.4099.5133 VISION SERVICE PLAN173 06/03/2022 294087 (0.77) ROUNDING DIFFERENCE 010.0000.4818 VISION SERVICE PLAN174 06/10/2022 294088 750.00 03/22 WEBSITE STREAMING & ARCHIVING 010.4002.5303 AGP VIDEO, INC175 06/10/2022 294088 750.00 04/22 WEBSITE STREAMING & ARCHIVING 010.4002.5303 AGP VIDEO, INC176 06/10/2022 294088 2,835.00 03/22 CABLECASTING 010.4002.5330 AGP VIDEO, INC177 06/10/2022 294088 1,887.50 04/22 CABLECASTING 010.4002.5330 AGP VIDEO, INC178 06/10/2022 294089 175.00 RFUND-JR SCIENCE CAMP 010.0000.4605 SHAWNA ALLAN179 06/10/2022 294090 27.96 OFFICE SUPPLIES 010.4201.5201 AMAZON CAPITAL SERVICES180 06/10/2022 294090 221.71 AMERICAN FLAGS 010.4201.5255 AMAZON CAPITAL SERVICES181 06/10/2022 294090 273.75 SLIM ROLL TOWELS 010.4213.5604 AMAZON CAPITAL SERVICES182 06/10/2022 294090 434.82 SCOTT TP, TORK HAND TOWELS 010.4213.5604 AMAZON CAPITAL SERVICES183 06/10/2022 294090 384.38 JUNETEENTH FLAGS, GOJO FOAM SOAP 010.4420.5605 AMAZON CAPITAL SERVICES184 06/10/2022 294090 (145.41) CREDIT RETURN- CA STATE FLAGS 010.4420.5605 AMAZON CAPITAL SERVICES185 06/10/2022 294090 5.38 OFFICE SUPPLIES 010.4102.5201 AMAZON CAPITAL SERVICES186 06/10/2022 294090 78.40 OFFICE SUPPLIES 010.4102.5201 AMAZON CAPITAL SERVICES187 06/10/2022 294090 350.41 OFFICE SUPPLIES 010.4307.5201 AMAZON CAPITAL SERVICES188 06/10/2022 294090 1,146.77 UNIFORMS & EQUIPMENT-PATROL 010.4203.5272 AMAZON CAPITAL SERVICES189 06/10/2022 294090 591.55 PRINTER 010.4201.5701 AMAZON CAPITAL SERVICES190 06/10/2022 294091 167.92 06/22 COMM MAINT 010.4204.5606 APPLIED TECHNOLOGY GROUP INCPage 13 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name191 06/10/2022 294092 $ 100.00 JACKET, COVERALLS-CASCIOLA 612.4610.5143 ARAMARK UNIFORM SERVICES192 06/10/2022 294092 188.59 JACKET, COVERALLS-CASCIOLA 640.4712.5143 ARAMARK UNIFORM SERVICES193 06/10/2022 294093 29.58 CITY HATS 010.4213.5143 ARAMARK UNIFORM SERVICES194 06/10/2022 294093 29.58 CITY HATS 010.4420.5143 ARAMARK UNIFORM SERVICES195 06/10/2022 294093 29.58 CITY HATS 010.4430.5143 ARAMARK UNIFORM SERVICES196 06/10/2022 294093 29.58 CITY HATS 220.4303.5143 ARAMARK UNIFORM SERVICES197 06/10/2022 294093 29.58 CITY HATS 612.4610.5143 ARAMARK UNIFORM SERVICES198 06/10/2022 294093 29.62 CITY HATS 640.4712.5143 ARAMARK UNIFORM SERVICES199 06/10/2022 294094 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES200 06/10/2022 294094 28.50 CORP YARD MATS 010.4213.5303 ARAMARK UNIFORM SERVICES201 06/10/2022 294094 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES202 06/10/2022 294094 10.45 AUTO SHOP TOWELS 010.4305.5303 ARAMARK UNIFORM SERVICES203 06/10/2022 294094 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES204 06/10/2022 294094 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES205 06/10/2022 294094 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES206 06/10/2022 294094 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES207 06/10/2022 294094 24.29 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES208 06/10/2022 294095 9.80 PARKS DEPT MATS, MOPHEADS 010.4213.5303 ARAMARK UNIFORM SERVICES209 06/10/2022 294096 5,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 ARROYO GRANDE BULLS210 06/10/2022 294097 7,200.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 ARROYO GRANDE COMMUNITY211 06/10/2022 294098 2,500.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 ARROYO GRANDE IN BLOOM INC212 06/10/2022 294099 390.00 05/22 VILLAGE WATERING 010.4420.5605 ARROYO GRANDE IN BLOOM INC213 06/10/2022 294100 2,500.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 ASSISTANCE LEAGUE OF SAN LUIS214 06/10/2022 294101 22.43 BAN#9391033186 CC MACHINE 010.4145.5403 AT&T215 06/10/2022 294101 22.43 BAN#9391033180 FAX 805-473-540 010.4145.5403 AT&T216 06/10/2022 294101 43.18 BAN#9391033181 ALARM 640.4710.5403 AT&T217 06/10/2022 294102 145.00 UST INSPECTION-CORP YARD 010.4305.5303 B & T SVC STN CONTRACTORS, INC218 06/10/2022 294103 871.51 PW-16 OIL CHG, SPARK PLUGS, BRAKES 220.4303.5601 BACK ON THE ROAD AUTOMOBILE219 06/10/2022 294103 255.66 PD-4609 REPAIR 010.4203.5601 BACK ON THE ROAD AUTOMOBILE220 06/10/2022 294104 77.58 BUSINESS CARDS-DOHERTY 010.4204.5255 BOONE PRINTING & GRAPHICS INC221 06/10/2022 294105 500.00 JANITORIAL SERVICES FOR AGPD 010.4201.5615 BRENDLER JANITORIAL SERVICE222 06/10/2022 294105 140.00 JANITORIAL SERVICES FOR OTHER CITY BLDGS 010.4213.5615 BRENDLER JANITORIAL SERVICE223 06/10/2022 294105 995.00 05/22 RECREATION, WOMEN'S CLUB JANITORIAL SVC 010.4213.5615 BRENDLER JANITORIAL SERVICE224 06/10/2022 294106 17.22 (2) ROLLER COVERS 220.4303.5613 BRISCO MILL & LUMBER YARD225 06/10/2022 294106 23.67 COPPER TUBING, PIPE CUTTER 640.4712.5610 BRISCO MILL & LUMBER YARD226 06/10/2022 294107 3,664.38 03/22 WEED ABATEMENT 220.4303.5303 CA ST DEPT OF CORRECTIONS227 06/10/2022 294107 2,183.61 04/22 WEED ABATEMENT 220.4303.5303 CA ST DEPT OF CORRECTIONS228 06/10/2022 294108 47.07 (2) COOLANT 220.4303.5603 CARQUEST AUTO PARTSPage 14 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name229 06/10/2022 294108 $ 11.67 RANCHO GRANDE BOOSTER PUMP REPAIR 640.4712.5255 CARQUEST AUTO PARTS230 06/10/2022 294108 10.68 PW-50 CLEANING SUPPLIES 640.4712.5601 CARQUEST AUTO PARTS231 06/10/2022 294108 6.02 PW-63 LIGHT BULB 640.4712.5601 CARQUEST AUTO PARTS232 06/10/2022 294109 5,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 CASA OF SLO COUNTY233 06/10/2022 294110 2,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 CENTRAL COAST CHILDBIRTH234 06/10/2022 294111 400.00 REFUND-WOMENS CLUB 010.0000.2206 CENTRAL COAST CHILDBIRTH235 06/10/2022 294111 167.00 REFUND-WOMENS CLUB CHAIRS & TABLES 010.0000.2032 CENTRAL COAST CHILDBIRTH236 06/10/2022 294112 199.98 ACCT#8245100960104152 PD INTERNET 010.4201.5403 CHARTER COMMUNICATIONS237 06/10/2022 294112 53.37 ACCT#8245100960221923 PW TV 010.4307.5303 CHARTER COMMUNICATIONS238 06/10/2022 294113 4,768.00 STRATEGIC SUPPORT - JUNE 010.4140.5303 CIO SOLUTIONS LP239 06/10/2022 294113 1,590.00 STRATEGIC SUPPORT - JUNE 010.4140.5303 CIO SOLUTIONS LP240 06/10/2022 294114 9,300.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 CLARK CENTER FOR THE241 06/10/2022 294115 31.82 PD-4628 REPAIR 010.4203.5601 COAST RIDERS POWERSPORTS242 06/10/2022 294115 175.95 PD-4620 BATTERY 010.4203.5601 COAST RIDERS POWERSPORTS243 06/10/2022 294116 553.82 PW-11 FILTERS, OIL SVC 640.4712.5603 COASTLINE EQUIPMENT(DBA)244 06/10/2022 294117 1,956.00 SART EXAM CASE#2200727 010.4204.5324 COUNTY OF SAN LUIS OBISPO245 06/10/2022 294118 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 VANESSA EGAN246 06/10/2022 294119 1,875.00 OAK PARK / EL CAMINO REAL STORM DRAIN SYSTEM 350.5795.7501 EIKHOF DESIGN GROUP247 06/10/2022 294120 1,257.66 PATROL FIRST AID SUPPLIES - TOURNIQUETS 010.4201.5255 ELEVEN 10 LLC248 06/10/2022 294120 1,603.64 PATROL FIRST AID SUPPLIES - TOURNIQUETS 010.4203.5255 ELEVEN 10 LLC249 06/10/2022 294120 1,603.64 PATROL FIRST AID SUPPLIES - TOURNIQUETS 010.4204.5255 ELEVEN 10 LLC250 06/10/2022 294121 169.65 30" HDPE COUPLING 220.4303.5613 FAMCON PIPE AND SUPPLY INC251 06/10/2022 294121 3,089.87 CLOW #960 FIREHYDRANT 4" X 2 1/2" X 2 1/2" 640.4712.5610 FAMCON PIPE AND SUPPLY INC252 06/10/2022 294122 200.00 REFUND-WOMENS CLUB DEPOSIT 010.0000.2206 XOCHI FARIAS253 06/10/2022 294122 794.93 REFUND WOMENS CLUB DEPOSIT 010.0000.2206 XOCHI FARIAS254 06/10/2022 294122 5.07 REFUND-WOMENS CLUB 010.0000.4353 XOCHI FARIAS255 06/10/2022 294122 (75.00) WOMENS CLUB SUPERVISION 010.0000.4355 XOCHI FARIAS256 06/10/2022 294123 417.55 GREASE GUN & TORCH KIT 640.4712.5273 FERGUSON ENTERPRISES, INC257 06/10/2022 294123 95.15 FITTING-SVC REPAIR N HALCYON 640.4712.5610 FERGUSON ENTERPRISES, INC258 06/10/2022 294124 398,907.85 2021 STREET REPAIRS PROJECT 350.5638.7001 FERRAVANTI GRADING & PAVING259 06/10/2022 294125 20.00 TORO TIRE PATCH 010.4420.5603 FIGUEROA'S TIRES260 06/10/2022 294125 30.00 PW-79 MOUNT TORO TIRE 010.4420.5603 FIGUEROA'S TIRES261 06/10/2022 294125 940.00 PW-16 TIRES 220.4303.5601 FIGUEROA'S TIRES262 06/10/2022 294126 2,275.00 04/22 & 05/22 BRIDGE BASICS GAMES & CLASSES 010.4424.5351 FIVE CITIES DUPLICATE BRIDGE263 06/10/2022 294127 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 ROWDY FROST264 06/10/2022 294128 11,015.00 DESIGN PEDESTRIAN CROSSING IMPROVEMENTS 350.5607.7501 GHD INC265 06/10/2022 294129 121.12 CORP YARD SEWER BILL 612.0000.4751 CITY OF GROVER BEACH266 06/10/2022 294130 216.00 REFUND-PRESCHOOL SUMMER SESSION 010.0000.4603 KATYE HARRINGTONPage 15 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name267 06/10/2022 294131 $ 500.00 CASH FOR GRASS 500 SQ FT 226.4306.5554 SANDRA HAWKE268 06/10/2022 294132 5,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 HOSPICE OF SLO COUNTY269 06/10/2022 294133 1,343.21 PW-6 INSTALL LO-SIDE BOX 220.4303.5601 INDUSTRIAL TRUCK BODIES270 06/10/2022 294134 684.21 APC Smart-UPS C SMC1500-2UC 010.0000.1111 ITSAVVY LLC271 06/10/2022 294135 207.86 FUEL 010.4203.5608 JB DEWAR, INC272 06/10/2022 294135 991.28 FLEET-OIL STOCK 010.4203.5608 JB DEWAR, INC273 06/10/2022 294136 185.00 REFUND-SCIENCE CAMP 010.0000.4605 JILL JOHNSON274 06/10/2022 294137 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 GABRIELA KULLMAN275 06/10/2022 294138 756.22 SHORETEL PHONE CHARGES - CITY HALL 010.4145.5403 LEVEL 3 COMMUNICATIONS LLC276 06/10/2022 294138 756.21 SHORETEL PHONE CHARGES - CITY HALL 010.4201.5403 LEVEL 3 COMMUNICATIONS LLC277 06/10/2022 294139 60.00 12/21 ROOM USE FEE OCEANVIEW 010.4425.5303 LUCIA MAR UNIFIED SCHOOL DIST278 06/10/2022 294140 4,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 LUMINA ALLIANCE279 06/10/2022 294141 2,330.00 CASH FOR GRASS 2330 SQ FT 226.4306.5554 JOSEPH P MANUELE280 06/10/2022 294142 6,914.90 (1) ROTATING ASSEMBY FOR RANCHO GRANDE 640.4712.5610 MELLO & SON'S PUMPS & MOTORS281 06/10/2022 294143 136.55 FAIR OAKS WATER MAIN REPLACEMENT 640.5911.7501 MICHAEL K NUNLEY & ASSOC.282 06/10/2022 294143 3,576.09 FAIR OAKS WATER MAIN REPLACEMENT 640.5911.7501 MICHAEL K NUNLEY & ASSOC.283 06/10/2022 294143 449.60 2021 SEWER LINING PROJECT 612.5821.7301 MICHAEL K NUNLEY & ASSOC.284 06/10/2022 294144 24.77 ROLLER, SPRAYPAINT 010.4213.5604 MINER'S ACE HARDWARE, INC285 06/10/2022 294144 84.83 PAINT, EXTENSION POLE 010.4213.5604 MINER'S ACE HARDWARE, INC286 06/10/2022 294144 29.92 DRILL BIT, ANCHOR 010.4213.5604 MINER'S ACE HARDWARE, INC287 06/10/2022 294144 106.63 (3) GARDEN SPRAYER, PRUNER 220.4303.5273 MINER'S ACE HARDWARE, INC288 06/10/2022 294144 10.76 TAPE MEASURE 220.4303.5273 MINER'S ACE HARDWARE, INC289 06/10/2022 294144 56.00 BATTERIES 640.4712.5255 MINER'S ACE HARDWARE, INC290 06/10/2022 294144 32.61 FLARE TOOL 640.4712.5273 MINER'S ACE HARDWARE, INC291 06/10/2022 294144 (32.61) RETURN FLARE TOOL 640.4712.5273 MINER'S ACE HARDWARE, INC292 06/10/2022 294145 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 JILLIAN NORTON293 06/10/2022 294145 103.00 PARK RENTAL REFUND-ELM ST 010.0000.4354 JILLIAN NORTON294 06/10/2022 294145 (10.00) ADMIN FEE 010.0000.4354 JILLIAN NORTON295 06/10/2022 294146 64.29 MAINT AGREEMENT-COPIER 010.4204.5602 OFFICE1296 06/10/2022 294147 28.00 REFUND-SR FITNESS CLASS 010.0000.4605 FAYE OGDEN297 06/10/2022 294148 563.60 ENCASE FORENSICS SUPPORT RENEW 010.4204.5607 OPEN TEXT INC298 06/10/2022 294149 16,915.13 ELECTRIC-STREETLIGHTING 010.4307.5402 PACIFIC GAS & ELECTRIC CO299 06/10/2022 294150 23.00 UNIFORM CLEANING-PD ADMIN 010.4201.5303 PARAMOUNT CLEANERS300 06/10/2022 294150 392.25 UNIFORM CLEANING- PD PATROL SERVICES 010.4203.5303 PARAMOUNT CLEANERS301 06/10/2022 294150 89.50 UNIFORM CLEANING-PD SUPPORT SERVICES 010.4204.5303 PARAMOUNT CLEANERS302 06/10/2022 294151 119.95 06/22 WIFI SERVICE HUBNER SITE 010.4201.5403 PEAKWIFI LLC303 06/10/2022 294152 112.00 PRIVATE TENNIS LESSONS 010.4424.5351 SUZANNE M PETRIE304 06/10/2022 294153 484.37 06/22 GRACE LN LANDSCAPE MAINTENANCE 216.4460.5304 RAINSCAPEPage 16 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name305 06/10/2022 294153 $ 1,201.41 06/22 PARKSIDE LANDSCAPE MAINTENANCE 219.4460.5304 RAINSCAPE306 06/10/2022 294154 100.00 ACADEMY AWARD SPONSORSHIP 010.4201.5504 RANGE MASTER307 06/10/2022 294155 15.00 06/22 REVERSE OSMOSIS RENTAL 010.4201.5303 RICHETTI COMPLETE WATER308 06/10/2022 294156 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 CINTHYA ALCANTAR ROJAS309 06/10/2022 294157 7,500.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 SHOWER THE PEOPLE310 06/10/2022 294158 244.41 LANDSCAPE IRRIGATION FITTINGS 226.4306.5303 SITEONE LANDSCAPE SUPPLY LLC311 06/10/2022 294159 965.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 SLO SCORE312 06/10/2022 294160 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 JOSHUA SOMMO313 06/10/2022 294161 2,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 SOUTH COUNTY FAMILY314 06/10/2022 294162 91.22 CITY HALL GARBAGE SERVICE 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC315 06/10/2022 294162 148.32 DUMPSTERS -RANCHO GRANDE PARK 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC316 06/10/2022 294162 227.84 DUMPSTERS -FCFA 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC317 06/10/2022 294162 148.32 DUMPSTERS -STROTHER PARK 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC318 06/10/2022 294162 116.59 DUMPSTERS -PD 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC319 06/10/2022 294162 136.38 DUMPSTERS -PW 3 YD RECYCLE 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC320 06/10/2022 294163 3,900.00 DATACOVE - EMAIL ARCHIVING APPLIANCE 010.4140.5303 TANGENT321 06/10/2022 294163 302.25 Sales Tax 010.4140.5303 TANGENT322 06/10/2022 294164 635.99 WRENCH, STRIP CUTTER CRIMPER 010.4305.5603 TCA TOOLS INC323 06/10/2022 294165 37.17 RESHEET 36X9 STREET SIGN BLANK 220.4303.5613 TRAFFIC MANAGEMENT PRODUCTS324 06/10/2022 294166 126.03 05/22 COPY MACHINE MAINTENANCE 010.4102.5602 ULTREX BUSINESS PRODUCTS (DBA)325 06/10/2022 294167 223.46 CHEMICAL FEED PUMP TUBES 640.4712.5609 USA BLUE BOOK326 06/10/2022 294168 66.94 ACCT#808089883-00003 CIM CELL 010.4425.5255 VERIZON WIRELESS327 06/10/2022 294169 2,867.33 MANAGEMENT OF FOG PROGRAM 612.4610.5303 WALLACE GROUP A CALIF CORP328 06/10/2022 294170 1,602.02 2021 URBAN WATER MANAGEMENT PLAN 640.4710.5303 WATER SYSTEMS CONSULTING INC329 06/10/2022 294171 305.00 PLUMBING RETROFIT-142 ROSEWOOD 226.4306.5303 WATERBOYS PLUMBING330 06/10/2022 294171 305.00 PLUMBING RETROFIT-839 FAIR OAK 226.4306.5303 WATERBOYS PLUMBING331 06/10/2022 294172 564.59 COPY MACHINE LEASE PAYMENT 010.4201.5803 WELLS FARGO VENDOR FINANCIAL332 06/16/2022 294173 4,685.61 07/22 RETIREE MEDICAL 010.4099.5136 ICMA RETIREMENT CORP333 06/16/2022 294173 368.87 07/22 RETIREE MEDICAL 220.4303.5136 ICMA RETIREMENT CORP334 06/16/2022 294173 462.03 07/22 RETIREE MEDICAL 010.0000.1111 ICMA RETIREMENT CORP335 06/17/2022 294174 91.80 CC PH DIST BASED ELECTIONS 010.4002.5301 THE MCCLATCHY COMPANY LLC336 06/17/2022 294174 36.55 ORD SUMMARY-FIREWORKS 010.4002.5301 THE MCCLATCHY COMPANY LLC337 06/17/2022 294174 36.55 ORD NO 712 SUMMARY-FIREWORKS 010.4002.5301 THE MCCLATCHY COMPANY LLC338 06/17/2022 294175 51.00 ORD SUMMARY-DISTRICTING 010.4002.5301 THE MCCLATCHY COMPANY LLC339 06/17/2022 294175 71.40 CC PH MASTER FEE SCHEDULE UPDA 010.4002.5301 THE MCCLATCHY COMPANY LLC340 06/17/2022 294175 34.85 ORD NO 713 SUMMARY DISTRICTING 010.4002.5301 THE MCCLATCHY COMPANY LLC341 06/17/2022 294175 37.40 ORD NO 714 SUMMARY-MILITARY EQUIP USE POLICY 010.4002.5301 THE MCCLATCHY COMPANY LLC342 06/17/2022 294175 99.45 PC PH DCA SB9 010.4130.5301 THE MCCLATCHY COMPANY LLCPage 17 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name343 06/17/2022 294176 $ 600.00 DATA DESTRUCTION FEES 010.4140.5303 ALL GREEN ELECTRONICS344 06/17/2022 294176 420.00 OFF-SITE HARD DRIVE DESTRUCTION 010.4140.5303 ALL GREEN ELECTRONICS345 06/17/2022 294176 210.00 DATA DESTRUCTION FEES 010.4140.5303 ALL GREEN ELECTRONICS346 06/17/2022 294177 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES347 06/17/2022 294177 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES348 06/17/2022 294177 28.50 CORP YARD MATS 010.4213.5303 ARAMARK UNIFORM SERVICES349 06/17/2022 294177 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES350 06/17/2022 294177 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES351 06/17/2022 294177 10.45 AUTO SHOP TOWELS 010.4305.5303 ARAMARK UNIFORM SERVICES352 06/17/2022 294177 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES353 06/17/2022 294177 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES354 06/17/2022 294177 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES355 06/17/2022 294177 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES356 06/17/2022 294177 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES357 06/17/2022 294177 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES358 06/17/2022 294177 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES359 06/17/2022 294177 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES360 06/17/2022 294177 17.64 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES361 06/17/2022 294177 16.79 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES362 06/17/2022 294178 9.80 PARKS DEPT MATS/MOPHEADS 010.4213.5303 ARAMARK UNIFORM SERVICES363 06/17/2022 294179 1,294.28 PW-44 SERVICE , REPAIR 612.4610.5601 BACK ON THE ROAD AUTOMOBILE364 06/17/2022 294180 150.00 ARIDE TRAINING-POST PER DIEM 010.4203.5501 JACOB BLACK365 06/17/2022 294181 825.00 TUITION REIMBURSEMENT-HRMT602 010.4201.5502 JEREMY BURNS366 06/17/2022 294182 50.00 UCC FILING FEES - AGPD VEHICLES 010.4145.5403 CALIFORNIA FIRST LEASING CORP367 06/17/2022 294183 1,349.00 ACCT#8245100960302509 IT BROADBAND 010.4140.5303 CHARTER COMMUNICATIONS368 06/17/2022 294183 736.80 ACCT#8245100960211288 PW DARK 010.4145.5401 CHARTER COMMUNICATIONS369 06/17/2022 294183 327.16 ACCT#8245100960216667 WC DARK 010.4145.5401 CHARTER COMMUNICATIONS370 06/17/2022 294183 95.39 ACCT#8245100960129431 TV COUNCIL 010.4145.5401 CHARTER COMMUNICATIONS371 06/17/2022 294183 26.72 ACCT#8245100960129431 DARK FIBER 010.4145.5401 CHARTER COMMUNICATIONS372 06/17/2022 294183 756.46 ACCT#8245100960211791-REC TV DARK FIBER 010.4145.5401 CHARTER COMMUNICATIONS373 06/17/2022 294183 1,349.00 ACCT#8245100960301246 INTERNET 211.4101.5330 CHARTER COMMUNICATIONS374 06/17/2022 294184 1,108.00 CASH FOR GRASS 1108 SQ FT 226.4306.5554 SHEILA DALLAS375 06/17/2022 294185 400.00 04/22 UTILITY BILL MAILING 640.4710.5303 DATAPROSE LLC376 06/17/2022 294185 454.16 04/22 UTILITY BILL MAILING 640.4710.5555 DATAPROSE LLC377 06/17/2022 294185 1,586.72 04/22 UTILITY BILL MAILING 640.4710.5208 DATAPROSE LLC378 06/17/2022 294185 113.54 04/22 UTILITY BILL MAILING 612.4610.5555 DATAPROSE LLC379 06/17/2022 294186 1,816.39 PD-4622 REPAIR 010.4204.5601 EAGLE COLLISION REPAIR INC380 06/17/2022 294187 75.00 CRISIS INTERVENTION TRAINING 010.4203.5501 ANTHONY ESTRADAPage 18 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name381 06/17/2022 294188 $ 216.97 1 1/2" COUPLINGS, PIPE 640.4712.5610 FAMCON PIPE AND SUPPLY INC382 06/17/2022 294189 71.12 GASKETS 640.4712.5610 FERGUSON ENTERPRISES, INC383 06/17/2022 294190 623.88 REIMBURSE FOR UNIFORM BOOTS 010.4203.5608 CHAD GIESMANN384 06/17/2022 294191 75.00 CRISIS INTERVENTION TRAINING 010.4203.5501 CHAD GIESMANN385 06/17/2022 294192 2,100.00 310 N HALCYON-REMOVE 3 TREES 220.4303.5303 GREENVALE TREE COMPANY386 06/17/2022 294193 4,385.32 PREPARE 2021 ANNUAL REPORT 640.4710.5303 GSI WATER SOLUTIONS387 06/17/2022 294194 819.87 20' PIPE, LUBE 220.4303.5613 ICONIX WATERWORKS (US) INC388 06/17/2022 294195 988.00 CASH FOR GRASS 988 SQ FT 226.4306.5554 PATRICIE IQBAL389 06/17/2022 294196 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 JIMMY PAULDING FOR COUNTY390 06/17/2022 294197 1,100.00 CASH FOR GRASS- 1100 SQ FT 226.4306.5554 BILL KAVANAUGH391 06/17/2022 294198 949.00 PROFESSIONAL FEES - APRIL 2022 010.0000.2563 KOSMONT & ASSOCIATES INC392 06/17/2022 294199 500.00 CASH FOR GRASS- 500 SQ FT 226.4306.5554 PATRICIA MADDEN393 06/17/2022 294200 300.00 05/22 K-RAIL RENTAL 010.4919.5303 PACIFIC PETROLEUM CALIFORNIA394 06/17/2022 294201 28.33 (5) EXP REPAIR COUPLINGS 010.4420.5605 SITEONE LANDSCAPE SUPPLY LLC395 06/17/2022 294201 598.29 CITY LANDSCAPE CONSERVATION SUPPLIES 226.4306.5303 SITEONE LANDSCAPE SUPPLY LLC396 06/17/2022 294202 50.96 GAS SERVICES-200 N HALCYON 010.4145.5401 SOCALGAS397 06/17/2022 294202 142.78 GAS SERVICES-1375 ASH ST 010.4145.5401 SOCALGAS398 06/17/2022 294202 14.79 GAS SERVICES-350 S ELM 010.4145.5401 SOCALGAS399 06/17/2022 294203 150.00 ARIDE TRAINING-POST PER DIEM 010.4203.5501 GARRETT SOUSA400 06/17/2022 294204 212,535.91 SEWER SERVICES COLLECTIONS 760.0000.2304 SOUTH SLO COUNTY SANIT DIST401 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST402 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST403 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST404 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST405 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST406 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST407 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST408 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST409 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST410 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST411 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST412 06/17/2022 294204 8.81 SEWER SERVICES COLLECTIONS 010.4145.5401 SOUTH SLO COUNTY SANIT DIST413 06/17/2022 294205 725.33 PRINCIPAL LOAN 002-10-ECE-ARRA 010.4145.5802 STATE OF CALIFORNIA414 06/17/2022 294205 5,074.50 PRINCIPAL LOAN 002-10-ECE-ARRA 010.4145.5801 STATE OF CALIFORNIA415 06/17/2022 294206 190.97 1" REGULATOR 226.4306.5303 STREATOR PIPE & SUPPLY416 06/17/2022 294207 1,021.00 CASH FOR GRASS 1021 SQ FT 226.4306.5554 JOHN TOTMAN417 06/17/2022 294208 1,509.47 ANNUAL WATER QUALITY REPORT MAILING 640.4710.5201 US POSTMASTER418 06/17/2022 294209 8,500.00 COMMERCIAL APPRAISAL REPORT- W BRANCH 010.4145.5303 VALBRIDGE PROPERTY ADVISORSPage 19 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name419 06/17/2022 294210 $ 442.34 ENGINEERS'S REPORT 2022-2023 - KEW 217.4460.5355 WALLACE GROUP A CALIF CORP420 06/17/2022 294210 429.33 ENGINEERS'S REPORT 2022-2023 - KEW 216.4460.5304 WALLACE GROUP A CALIF CORP421 06/17/2022 294210 429.33 ENGINEERS'S REPORT 2022-2023 - KEW 219.4460.5304 WALLACE GROUP A CALIF CORP422 06/17/2022 294211 5,000.00 CASH FOR GRASS- 5000 SQ FT 226.4306.5554 WILDWOOD RANCH HOA423 06/17/2022 294212 142.45 UB Refund Cst #00025989 640.0000.2301 BRIAN KISLING424 06/17/2022 294213 141.48 UB Refund Cst #00027552 640.0000.2301 MARTIN LASH425 06/17/2022 294214 28.23 UB Refund Cst #00026649 640.0000.2301 ANN M MIRANDA426 06/17/2022 294215 6.67 UB Refund Cst #00025637 640.0000.2301 COLIN SHANNON427 06/17/2022 294216 33.27 UB Refund Cst #00027780 640.0000.2301 KANICA YIEP428 06/17/2022 294217 42,641.77 FEDERAL WITHHOLDING: Payment 011.0000.2104 CITY OF ARROYO GRANDE429 06/17/2022 294217 50,010.42 SOCIAL SECURITY: Payment 011.0000.2105 CITY OF ARROYO GRANDE430 06/17/2022 294217 12,130.08 MEDICARE: Payment 011.0000.2105 CITY OF ARROYO GRANDE431 06/17/2022 294218 17,202.48 STATE WITHHOLDING: Payment 011.0000.2108 CA ST EMPLOYMENT DEVEL DEPT432 06/17/2022 294218 2,199.67 CASDI: Payment 011.0000.2111 CA ST EMPLOYMENT DEVEL DEPT433 06/17/2022 294219 565.60 DEPT OF CHILD SUPPORT SERVICES 011.0000.2114 CA STATE DISBURSEMENT UNIT434 06/17/2022 294220 3,642.35 DEFERRED COMPENSATION - EE %: Payment 011.0000.2117 ICMA RETIREMENT CORP435 06/17/2022 294220 11,475.05 DEFERRED COMPENSATION - EE: Payment 011.0000.2117 ICMA RETIREMENT CORP436 06/17/2022 294220 866.66 DEFERRED COMPENSATION - ER: Payment 011.0000.2117 ICMA RETIREMENT CORP437 06/17/2022 294220 275.00 ROTH - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP438 06/17/2022 294221 1,105.69 PARS: Payment 011.0000.2107 US BANK OF CALIFORNIA439 06/24/2022 294222 10,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 5 CITIES COMM SERVICE FOUND440 06/24/2022 294223 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 CATE ADAMS441 06/24/2022 294224 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 ISSAMAR ALFARO442 06/24/2022 294225 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 HEATHER ANDREWS443 06/24/2022 294226 60.00 REFUND-DOGGIE CLASS 010.0000.4605 MALINDA ANTONGIOVANNI444 06/24/2022 294227 31.67 BAN#9391033183 473-2198 010.4201.5403 AT&T445 06/24/2022 294227 62.26 BAN#9391033187 481-6944 010.4201.5403 AT&T446 06/24/2022 294227 239.99 BAN#9391033184 473-5100 010.4201.5403 AT&T447 06/24/2022 294228 5,025.00 GASB 68 & 75 REPORTS 010.4120.5303 BARTEL ASSOCIATES, LLC448 06/24/2022 294228 1,675.00 GASB 68 & 75 REPORTS 010.0000.1111 BARTEL ASSOCIATES, LLC449 06/24/2022 294229 162.40 PW-14 BATTERY 640.4712.5601 BATTERY SYSTEMS450 06/24/2022 294230 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 KATRINA BONHAM451 06/24/2022 294231 307.56 PATROL NOTICE OF CORRECTION 010.4203.5255 BOONE PRINTING & GRAPHICS INC452 06/24/2022 294232 149.00 REFUND-AYSO 010.0000.4605 SAMANTHA BRONSON453 06/24/2022 294233 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 SUSANNAH BROWN454 06/24/2022 294234 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 MEGAN BURKETT455 06/24/2022 294235 199.00 REFUND-GAMING & CODING SUMMER 010.0000.4605 KAREN CABREANA456 06/24/2022 294236 2,100.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 CAMP FIRE CENTRAL COAST OF CAPage 20 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name457 06/24/2022 294237 $ 23,084.60 PROFESSIONAL LEGAL SERVICES THROUGH MAY 010.4003.5304 CARMEL & NACCASHA, LLP458 06/24/2022 294237 18,025.15 PROFESSIONAL LEGAL SERVICES THROUGH APRIL 010.4003.5304 CARMEL & NACCASHA, LLP459 06/24/2022 294237 4,114.50 LITIGATION & RELATED MATTERS - APRIL 2022 010.4003.5327 CARMEL & NACCASHA, LLP460 06/24/2022 294237 399.90 LITIGATION & RELATED MATTERS - MAY 2022 010.4003.5327 CARMEL & NACCASHA, LLP461 06/24/2022 294238 67.49 FLEET-STOCK OIL 010.4203.5601 CARQUEST AUTO PARTS462 06/24/2022 294239 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 BRUCE CARR463 06/24/2022 294240 479.97 TONERS 010.4120.5201 CARTRIDGE WORKS INC464 06/24/2022 294241 4,335.00 Juniper Networks EX4400-48T 48 350.5472.7001 CIO SOLUTIONS LP465 06/24/2022 294241 367.00 Juniper Networks Redundant Power 350.5472.7001 CIO SOLUTIONS LP466 06/24/2022 294241 33.00 Juniper US Power Cable 350.5472.7001 CIO SOLUTIONS LP467 06/24/2022 294241 1,067.00 Juniper SFP+ Module - For Optical Network, Data networking 350.5472.7001 CIO SOLUTIONS LP468 06/24/2022 294241 1,036.44 Juniper JCARE 3 Year Next Business Day Support for EX4400- 350.5472.7001 CIO SOLUTIONS LP469 06/24/2022 294241 (1,968.76) credit for downpymt 350.5472.7001 CIO SOLUTIONS LP470 06/24/2022 294241 449.66 Sales Tax 350.5472.7001 CIO SOLUTIONS LP471 06/24/2022 294242 892.00 05/22 WATER SAMPLES 640.4710.5310 CLINICAL LABORATORY OF472 06/24/2022 294243 25.32 PLAN CK COPIES-OAK PARK/ECR ST 350.5795.7301 CRISP IMAGING473 06/24/2022 294244 175.00 REFUND-CHEM CREATIONS SUMMER CAMP 010.0000.4605 CHRISTINA CULVER474 06/24/2022 294245 49.00 REFUND-YOUTH SOCCER CAMP 010.0000.4605 GILLIAN CUTSHAW475 06/24/2022 294246 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 CASSANDRA DAVIS476 06/24/2022 294247 338.46 COPIER LEASE PYMT 010.4421.5602 DE LAGE LANDEN FINANCIAL SVCS477 06/24/2022 294248 228.96 FLEX HEAD AIR GRINDER, MASTER 010.4305.5273 DNB INDUSTRIAL SUPPLY478 06/24/2022 294248 228.97 FLEX HEAD AIR GRINDER, MASTER 010.4305.5603 DNB INDUSTRIAL SUPPLY479 06/24/2022 294249 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 MICHAEL DOREMUS480 06/24/2022 294249 44.00 REFUND-TRANSFER TO ART CAMP 010.0000.4605 MICHAEL DOREMUS481 06/24/2022 294250 100.00 REFUND AUG CLASSES-DOGGIE, PIC 010.0000.4605 JUDY DOYLE482 06/24/2022 294251 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 CINDY ECHEVERRIA483 06/24/2022 294252 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 MEGHAN FIELD484 06/24/2022 294253 765.00 BIDDING SUPPORT-SWINGING BRIDG 350.5620.7301 FILIPPIN ENGINEERING485 06/24/2022 294254 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 BLAIR FREITAS486 06/24/2022 294255 1,180.00 ENGINEERING SERVICES FOR STORM DRAIN SYSTEM 350.5797.7301 GARING TAYLOR & ASSOCIATES INC487 06/24/2022 294256 18,556.25 HALCYON COMPLETE STREETS 010.4130.5303 GHD INC488 06/24/2022 294256 8,013.75 ATP CYCLE 6 010.4301.5303 GHD INC489 06/24/2022 294256 4,720.00 AMENDMENT 1A (GIS SERVICES) 010.4301.5303 GHD INC490 06/24/2022 294256 362.50 HALCYON COMPLETE STREETS 010.4301.5303 GHD INC491 06/24/2022 294257 110.00 REFUND-ROLLER SK8 CLASS 010.0000.4605 JAIMARIE GOLD492 06/24/2022 294257 160.00 REFUND-DOGGIE CLASS 010.0000.4605 JAIMARIE GOLD493 06/24/2022 294258 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 MARIA GOMEZ494 06/24/2022 294259 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 ISAAC GONZALEZPage 21 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name495 06/24/2022 294260 $ 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 THERESA GURVARA496 06/24/2022 294261 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 JULIA GUTIERREZ497 06/24/2022 294262 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 NATALIE HEATH498 06/24/2022 294263 149.00 REFUND-SOCCER CAMP 010.0000.4605 CHRISTIE HICKEY499 06/24/2022 294264 90.00 REFUND-BASKETBALL CAMP 010.0000.4605 TOM HICKEY500 06/24/2022 294265 805.90 CONTRACT SVCS-SALES TAX 010.4120.5303 HINDERLITER, DE LLAMAS501 06/24/2022 294265 155.16 CONTRACT SVCS-SALES TAX 010.4120.5303 HINDERLITER, DE LLAMAS502 06/24/2022 294265 396.93 CONTRACT SVCS-SALES TAX 218.4101.5303 HINDERLITER, DE LLAMAS503 06/24/2022 294266 149.00 REFUND-SOCCER CAMP 010.0000.4605 SHENA HINDS504 06/24/2022 294267 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 EMILY HUGHES505 06/24/2022 294268 308.95 PD FUEL 010.4203.5608 JB DEWAR, INC506 06/24/2022 294269 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 CHRISTOPHER JOHNSON507 06/24/2022 294270 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 AMARA KENNEDY508 06/24/2022 294271 50.00 REFUND-COMM GARDEN DEPOSIT 010.0000.4605 TERRA KISSINGER509 06/24/2022 294272 100.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 JEREMY LE510 06/24/2022 294273 157.50 04/22 BRANCH ROOM USE FEES 010.4425.5303 LUCIA MAR UNIFIED SCHOOL DIST511 06/24/2022 294273 157.50 04/22 OCEAN VIEW ROOM USE FEE 010.4425.5303 LUCIA MAR UNIFIED SCHOOL DIST512 06/24/2022 294274 1,800.00 THE VILLAGE BAND JULY 4TH SUMMER CONCERT 010.4421.5504 LYNN MUSIC513 06/24/2022 294275 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 ANNETTE MACCUISH514 06/24/2022 294276 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 MEGAN MEACHUM515 06/24/2022 294277 64.59 6 GALLONS BLEACH 640.4712.5274 MINER'S ACE HARDWARE, INC516 06/24/2022 294277 29.08 1/4" TUBING 640.4712.5609 MINER'S ACE HARDWARE, INC517 06/24/2022 294278 29,295.00 PW-60 2022 FORD F150 EXT CAB 640.4712.6301 MULLAHEY FORD518 06/24/2022 294278 8.75 TIRE FEE 640.4712.6301 MULLAHEY FORD519 06/24/2022 294278 2,270.36 Sales Tax 640.4712.6301 MULLAHEY FORD520 06/24/2022 294279 98.00 REFUND-SOCCER EVOLUTION SUMMER 010.0000.4605 INJA NA521 06/24/2022 294280 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 SANDRA NAJERA522 06/24/2022 294281 500.00 MONUMENT PRESERVATION SERVICES 350.5638.7501 NORTH COAST ENGINEERING INC523 06/24/2022 294282 136.13 OFFICE SUPPLIES 010.4120.5201 OFFICE DEPOT524 06/24/2022 294282 98.39 OFFICE SUPPLIES-TONER 010.4421.5201 OFFICE DEPOT525 06/24/2022 294282 28.24 OFFICE SUPPLIES-CARD STOCK 010.4421.5201 OFFICE DEPOT526 06/24/2022 294282 146.54 OFFICE SUPPLIES-COPY PAPER 010.4421.5201 OFFICE DEPOT527 06/24/2022 294282 29.36 OFFICE SUPPLIES-TISSUE, WIPES, 010.4421.5201 OFFICE DEPOT528 06/24/2022 294282 (33.28) OFFICE SUPPLIES-CREDIT RETURN 010.4102.5201 OFFICE DEPOT529 06/24/2022 294282 288.95 OFFICE SUPPLIES 010.4102.5201 OFFICE DEPOT530 06/24/2022 294283 85.93 PRINTER-CONTRACT OVERAGE 010.4421.5602 OFFICE1531 06/24/2022 294284 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 RUSSELL PETERSON532 06/24/2022 294285 2,193.10 CHEVRON OWNER EXPENSES-STORM DRAIN REPAIR 350.5797.7701 PFG ARROYO GRANDE INCPage 22 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name533 06/24/2022 294286 $ 201.13 04/22 PARKING CITATION PROCESS 010.4204.5303 PHOENIX GROUP534 06/24/2022 294287 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 BRITTANY QUARESMA535 06/24/2022 294288 16,355.11 TRAFFIC WAY BRIDGE REPLACEMENT 350.5679.7501 QUINCY ENGINEERING INC536 06/24/2022 294289 90.00 REFUND-STARRY NIGHT DANCE 010.0000.4607 STACIE RAPPLEYE537 06/24/2022 294290 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 GENE REBOLLAR538 06/24/2022 294291 130.00 REFUND-TENNIS BEG CAMP 010.0000.4605 MEGAN RICE539 06/24/2022 294292 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 KIMBERLY ROSAS540 06/24/2022 294293 70.00 REFUND-PICKLEBALL MEMBERSHIP 010.0000.4605 WYATT RYAN541 06/24/2022 294293 45.00 REFUND-STARRY NIGHT DANCE 010.0000.4607 WYATT RYAN542 06/24/2022 294294 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 DAVID SAWYERS543 06/24/2022 294295 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 BODIE SHAFFER544 06/24/2022 294296 687.50 PERMIT FOR FCFA EMERGENCY GENENERATOR 350.5473.7301 SLO COUNTY AIR POLLUTION545 06/24/2022 294297 151.50 04/22 PARKING CITATION REV DIST 010.0000.4203 SLO COUNTY AUDITOR-CONTROLLER546 06/24/2022 294298 3,500.00 TBID ADMIN FEE 240.4150.5303 SOUTH COUNTY CHAMBERS547 06/24/2022 294299 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 NERISSA SPJUT548 06/24/2022 294300 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 JESSICA TAPIA549 06/24/2022 294301 43.39 BUBBLE WRAP & BOX 612.4610.5255 THE UPS STORE550 06/24/2022 294301 278.03 SHIPPING-SEWER CAMERA 612.4610.5610 THE UPS STORE551 06/24/2022 294302 125.00 TRAINING-BEST, BEST & KRIEGER 010.4002.5501 U.S. BANK552 06/24/2022 294302 750.00 TRAINING-CERTIFICATE PROGRAM 010.4002.5501 U.S. BANK553 06/24/2022 294302 17.14 OFFICE SUPPLIES 010.4101.5201 U.S. BANK554 06/24/2022 294302 1,087.03 ALL STAFF LUNCHEON FOOD & SUPPLIES 010.4101.5319 U.S. BANK555 06/24/2022 294302 186.92 EMPLOYEE APPRECIATION-SMART & FINAL 010.4101.5319 U.S. BANK556 06/24/2022 294302 25.00 S COUNTY CHAMBERS MONTHLY MEETING 010.4101.5501 U.S. BANK557 06/24/2022 294302 150.00 CSMFO-CA BUDGETING COURSE 010.4120.5501 U.S. BANK558 06/24/2022 294302 528.85 ZOOM 010.4140.5303 U.S. BANK559 06/24/2022 294302 134.68 AMAZON-HARD DRIVE REPLACEMENT 010.4140.5602 U.S. BANK560 06/24/2022 294302 684.21 IT SAVVY-UPS BATTERY REPLACEMENT 010.4140.5602 U.S. BANK561 06/24/2022 294302 50.90 AUTHORIZE.NET CREDIT CARD CHARGES 010.4145.5555 U.S. BANK562 06/24/2022 294302 32.05 OFFICE SUPPLIES 010.4201.5201 U.S. BANK563 06/24/2022 294302 78.18 OFFICE SUPPLIES 010.4201.5201 U.S. BANK564 06/24/2022 294302 1,488.10 TRAINING-LODGING 010.4201.5501 U.S. BANK565 06/24/2022 294302 69.72 DEBRIEF MEETING-SLO FM DETAIL 010.4201.5501 U.S. BANK566 06/24/2022 294302 1,522.84 DOGGIE WASTE BAGS 010.4420.5605 U.S. BANK567 06/24/2022 294302 61.40 PRESCHOOL SUMMER SUPPLIES 010.4423.5254 U.S. BANK568 06/24/2022 294302 13.53 PICKLEBALL KEYS- AG HOME & GARDEN 010.4424.5251 U.S. BANK569 06/24/2022 294302 378.73 AMAZON-STARRY NIGHT DANCE SUPPLIES 010.4424.5252 U.S. BANK570 06/24/2022 294302 122.55 EGG HUNT SUPPLIES-OFFICE MAX 010.4424.5252 U.S. BANKPage 23 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name571 06/24/2022 294302 $ 8.66 FACEBOOK AD-EGG HUNT 010.4424.5353 U.S. BANK572 06/24/2022 294302 730.17 SCHOOL YEAR SUPPLIES 010.4425.5255 U.S. BANK573 06/24/2022 294302 288.34 SNACK SUPPLIES 010.4425.5259 U.S. BANK574 06/24/2022 294302 129.26 CONTRACT SERVICES 010.4425.5303 U.S. BANK575 06/24/2022 294302 750.00 LINE-X TRUCK BED LINING-PW-69 220.4303.5601 U.S. BANK576 06/24/2022 294302 124.52 INTERVIEW PANEL LUNCH-BLAST 82 640.4712.5255 U.S. BANK577 06/24/2022 294302 165.53 WATER DIST COURSE-GARRITY 640.4712.5501 U.S. BANK578 06/24/2022 294302 750.00 LINE-X TRUCK BED LINING-PW-69 640.4712.6301 U.S. BANK579 06/24/2022 294302 137.82 POSTAGE/SHIPPING 010.4201.5208 U.S. BANK580 06/24/2022 294302 15.00 POSTAGE/SHIPPING 010.4201.5208 U.S. BANK581 06/24/2022 294302 69.50 PATROL EQUIPMENT-BATTERIES 010.4203.5272 U.S. BANK582 06/24/2022 294302 386.90 TRAINING-LODGING (POM) 010.4203.5501 U.S. BANK583 06/24/2022 294302 97.89 INTERVIEW PANEL LUNCH 010.4203.5501 U.S. BANK584 06/24/2022 294302 373.17 FUEL 010.4203.5608 U.S. BANK585 06/24/2022 294302 324.92 FUEL 010.4203.5608 U.S. BANK586 06/24/2022 294302 100.62 UNIFORMS/EQUIPMENT-SMITH HOLSTER 010.4204.5272 U.S. BANK587 06/24/2022 294302 168.45 TRAINING-TRAVEL LODGING 010.4204.5501 U.S. BANK588 06/24/2022 294302 141.51 FUEL 010.4204.5608 U.S. BANK589 06/24/2022 294302 102.32 VOLUNTEER MEETING-TRADER JOES 010.4424.5250 U.S. BANK590 06/24/2022 294302 45.26 PUBLIC RELATIONS - STAFF RECOGNITION 010.4101.5504 U.S. BANK591 06/24/2022 294302 17.74 PUBLIC RELATIONS - STAFF RECOGNITION 010.4101.5504 U.S. BANK592 06/24/2022 294302 95.95 PUBLIC RELATIONS - STAFF RECOGNITION 010.4101.5504 U.S. BANK593 06/24/2022 294302 137.53 PUBLIC ART RIBBON CUTTING 010.4101.5504 U.S. BANK594 06/24/2022 294303 721.97 RES #1, #4 CHEMICAL FEED PUMP 640.4712.5609 USA BLUE BOOK595 06/24/2022 294304 12,358.00 05/22 TBID SOCIAL MEDIA ONLINE 240.4150.5301 VERDIN MARKETING INK596 06/24/2022 294305 931.54 ACCT#208620661-00002 PD CELL PHONES 010.4201.5403 VERIZON WIRELESS597 06/24/2022 294306 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 MARIA VIRGEN598 06/24/2022 294307 1,106.34 WALLACE STORMWATER MGMT 010.4301.5303 WALLACE GROUP A CALIF CORP599 06/24/2022 294307 366.75 WALLACE STORMWATER MGMT 010.4301.5303 WALLACE GROUP A CALIF CORP600 06/24/2022 294308 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 SARAH WALLACE601 06/24/2022 294309 312.57 WORK GLOVES, WYPALLS, PVC GLOVES 612.4610.5255 WINEMA INDUSTRIAL &602 06/27/2022 294310 3,003.60 06/22 POLICE DEPT DUES 011.0000.2116 ARROYO GRANDE POLICE ASSN603 06/27/2022 294311 3,360.00 06/22 AG CAREER FIREFIGHTERS ASSOCIATION 011.0000.2115 FIVE CITIES PROF. FIREFIGHTERS604 06/27/2022 294312 77.75 06/22 PRE-PAID LEGAL SERVICES 011.0000.2125 LEGALSHIELD605 06/27/2022 294313 30,566.03 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT606 06/27/2022 294313 47,367.12 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT607 06/27/2022 294313 117.11 PERS BUYBACK - AFTER TAX: Payment 011.0000.2106 PERS - RETIREMENT608 06/27/2022 294313 1,169.86 PERS Employer Pick Up: Payment 011.0000.2106 PERS - RETIREMENTPage 24 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name609 06/27/2022 294313 $ 259.69 PERS BUYBACK - PRE TAX: Payment 011.0000.2106 PERS - RETIREMENT610 06/27/2022 294313 (0.11) ROUNDING DIFFERENCE 010.0000.4818 PERS - RETIREMENT611 06/27/2022 294314 1,174.02 06/22 SEIU DUES 011.0000.2118 S.E.I.U. LOCAL 620612 06/30/2022 294315 24.18 AFLAC AFTER TAX: Payment 011.0000.2126 AFLAC INSURANCE613 06/30/2022 294315 814.78 AFLAC PRE TAX: Payment 011.0000.2126 AFLAC INSURANCE614 06/30/2022 294316 375.36 UB Refund Cst #00024530 640.0000.2301 MICHAEL J FELIKSA615 06/30/2022 294317 8.34 UB Refund Cst #00001563 640.0000.2301 DWIGHT GIESMANN616 06/30/2022 294318 141.48 UB Refund Cst #00024458 640.0000.2301 CHANDLER & CASSANDRA GROSSMAN617 06/30/2022 294319 115.55 UB Refund Cst #00026027 640.0000.2301 ALANNA CHRISTINE HAYS618 06/30/2022 294320 154.83 UB Refund Cst #00024422 640.0000.2301 BILL & LINH LINDSAY619 06/30/2022 294321 199.71 UB Refund Cst #00001348 640.0000.2301 WESLEY MC ALLISTER620 06/30/2022 294322 172.63 UB Refund Cst #00026269 640.0000.2301 BRITTANY PEASRON621 06/30/2022 294323 123.68 UB Refund Cst #00028208 640.0000.2301 CHARLES SHAVER622 06/30/2022 294324 119.23 UB Refund Cst #00000139 640.0000.2301 JEFF WHITLOW623 06/30/2022 294325 122.49 UB Refund Cst #00027780 640.0000.2301 KANICA YIEP624 06/30/2022 294326 7.01 BLDG MAINT UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES625 06/30/2022 294326 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES626 06/30/2022 294326 13.83 PARKS DEPT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES627 06/30/2022 294326 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES628 06/30/2022 294326 14.00 STREETS DEPT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES629 06/30/2022 294326 7.01 SEWER DEPT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES630 06/30/2022 294326 17.64 WATER DEPT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES631 06/30/2022 294327 198.33 ACCT#23845101839190 RADIO 010.4145.5403 AT & T632 06/30/2022 294327 33.97 ACCT#23584139568063 ALARM 220.4303.5303 AT & T633 06/30/2022 294328 5,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 BIG BROTHERS BIG SISTERS634 06/30/2022 294329 1,500.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 BOY SCOUTS OF AMERICA635 06/30/2022 294330 28,209.32 BPR BUILDING DEPT 010.4212.5303 BPR CONSULTING GROUP LLC636 06/30/2022 294330 34,279.75 BPR BUILDING DEPT 010.4212.5303 BPR CONSULTING GROUP LLC637 06/30/2022 294330 625.18 BPR BLDG DEPT SVCS 010.4212.5303 BPR CONSULTING GROUP LLC638 06/30/2022 294330 33,496.52 BPR BUILDING DEPT 010.4212.5303 BPR CONSULTING GROUP LLC639 06/30/2022 294331 106.00 FINGERPRINT/LIVESCAN-REC PRE-EMPLOYMENT 010.4425.5316 CA ST DEPT OF JUSTICE640 06/30/2022 294331 32.00 FINGERPRINT/LIVESCAN-BLDG PRE-EMPLOYMENT 010.4212.5316 CA ST DEPT OF JUSTICE641 06/30/2022 294331 32.00 FINGERPRINT/LIVESCAN-FCFA PRE-EMPLOYMENT 010.0000.1111 CA ST DEPT OF JUSTICE642 06/30/2022 294331 198.00 FINGERPRINT/LIVESCAN-PD PRE-EMPLOYMENT 010.4204.5329 CA ST DEPT OF JUSTICE643 06/30/2022 294331 93.00 FINGERPRINT/LIVESCAN-PD IN/OUT 010.4204.5329 CA ST DEPT OF JUSTICE644 06/30/2022 294332 1,000.00 2022 COMM SVC GRANT PROGRAM 010.4001.5395 CENTRAL COAST AQUARIUM645 06/30/2022 294333 987.20 ACCT#8245100960223598 -200 N HALCYON 010.4145.5401 CHARTER COMMUNICATIONS646 06/30/2022 294334 400.00 05/22 UTILITY BILL MAILING 640.4710.5303 DATAPROSE LLCPage 25 of 208
CITY OF ARROYO GRANDECHECK LISTINGJUNE 1 - JUNE 30, 2022ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name647 06/30/2022 294334 $ 445.48 05/22 UTILITY BILL MAILING 640.4710.5555 DATAPROSE LLC648 06/30/2022 294334 1,345.81 05/22 UTILITY BILL MAILING 640.4710.5208 DATAPROSE LLC649 06/30/2022 294334 111.37 05/22 UTILITY BILL MAILING 612.4610.5555 DATAPROSE LLC650 06/30/2022 294335 735.00 REFUND-APP FEES -PLOT PLAN REVIEW 010.0000.4510 LISA JORGENSEN651 06/30/2022 294336 14.00 REFUND-PRESCHOOL OVERPAYMENT 010.0000.4602 MARGARET KLOPFER652 06/30/2022 294336 199.00 REFUND-GAIMING & CODING SCIENCE 010.0000.4605 MARGARET KLOPFER653 06/30/2022 294337 1,223.00 CASH FOR GRASS- 1223 SQFT 226.4306.5554 CAROLE MERRELL654 06/30/2022 294338 50.00 FILING FEE-NOTICE OF EXEMPTION 010.4002.5201 SLO COUNTY CLERK-RECORDER655 06/30/2022 294339 16.93 GAS SERVICES-1500 W BRANCH 010.4145.5401 SOCALGAS656 06/30/2022 294340 780.40 PW-10 SVC & BRAKE JOB 640.4712.5601 TOM'S AUTO SERVICE657 06/30/2022 294341 1,350.00 1/22 SUCESSOR AGENCY & ECON DVLPMNT PROG 286.4103.5303 URBAN FUTURES, INC658 06/30/2022 294342 266.07 ACCT#472480460-00002 CITY IPAD 010.4145.5403 VERIZON WIRELESS659 06/30/2022 294343 795.00 2021 URBAN WATER MANAGEMENT PLAN 640.4710.5303 WATER SYSTEMS CONSULTING INC660 06/30/2022 *294356 43,007.82 FEDERAL WITHHOLDING: Payment 011.0000.2104 CITY OF ARROYO GRANDE661 06/30/2022 294356 50,815.74 SOCIAL SECURITY: Payment 011.0000.2105 CITY OF ARROYO GRANDE662 06/30/2022 294356 12,499.54 MEDICARE: Payment 011.0000.2105 CITY OF ARROYO GRANDE663 06/30/2022 294357 17,573.48 STATE WITHHOLDING: Payment 011.0000.2108 CA ST EMPLOYMENT DEVEL DEPT664 06/30/2022 294357 2,260.37 CASDI: Payment 011.0000.2111 CA ST EMPLOYMENT DEVEL DEPT665 06/30/2022 294358 565.60 DEPT OF CHILD SUPPORT SERVICES 011.0000.2114 CA STATE DISBURSEMENT UNIT666 06/30/2022 294359 4,498.19 DEFERRED COMPENSATION - EE %: 011.0000.2117 ICMA RETIREMENT CORP667 06/30/2022 294359 11,955.34 DEFERRED COMPENSATION - EE: Payment 011.0000.2117 ICMA RETIREMENT CORP668 06/30/2022 294359 866.66 DEFERRED COMPENSATION - ER: Payment 011.0000.2117 ICMA RETIREMENT CORP669 06/30/2022 294359 275.00 ROTH - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP670 06/30/2022 294360 31,629.33 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT671 06/30/2022 294360 48,022.68 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT672 06/30/2022 294360 117.11 PERS BUYBACK - AFTER TAX: Payment 011.0000.2106 PERS - RETIREMENT673 06/30/2022 294360 1,275.27 PERS Employer Pick Up: Payment 011.0000.2106 PERS - RETIREMENT674 06/30/2022 294360 259.69 PERS BUYBACK - PRE TAX: Payment 011.0000.2106 PERS - RETIREMENT675 06/30/2022 294360 0.27 ROUNDING DIFFERENCE 010.0000.4818 PERS - RETIREMENT676 06/30/2022 294361 1,567.07 PARS: Payment 011.0000.2107 US BANK OF CALIFORNIA $ 2,297,698.53 *Gap in check number sequence due to entry of EFT payments made occurring after July 1, 2022 check run.Page 26 of 208
ATTACHMENT 2
.
General Fund 354,374.17 5101 Salaries Full time 220,488.56
Streets Fund 15,451.27 5101 Volunteer Employee Retirement -
American Rescue Plan Act 3,002.14 5102 Salaries Part-Time - PPT 6,114.45
Sewer Fund 7,591.41 5103 Salaries Part-Time - TPT 14,135.56
Water Fund 19,781.77 5105 Salaries OverTime 14,498.12
400,200.76 5106 Salaries Strike Team OT -
5107 Salaries Standby 1,664.30
5108 Holiday Pay 6,130.35
5109 Sick Pay 9,806.46
5110 Annual Leave Buyback -
Administrative Services - 5111 Vacation Buyback -
Information Services - 5112 Sick Leave Buyback -
Community Development - 5113 Vacation Pay 4,657.41
Police 13,520.50 5114 Comp Pay 2,899.54
Public Works - Maintenance 641.74 5115 Annual Leave Pay 4,876.45
Public Works - Enterprise 335.88 5116 Salaries - Police FTO -
Recreation - Administration - 5121 PERS Retirement 30,437.80
Recreation - Special Events - 5122 Social Security 21,287.53
Children In Motion - 5123 PARS Retirement 313.63
14,498.12 5126 State Disability Ins. 981.76
5127 Deferred Compensation 741.66
5131 Health Insurance 47,791.14
5132 Dental Insurance 3,025.50
5133 Vision Insurance 789.88
5134 Life Insurance 364.88
5135 Long Term Disability 691.88
5137 Leave Payouts 6,356.54
5142 Unemployment Insurance -
5143 Uniform Allowance -
5144 Car Allowance 837.50
5146 Council Expense -
5147 Employee Assistance -
5148 Boot Allowance -
5149 Motor Pay 162.36
5150 Bi-Lingual Pay 150.00
5151 Cell Phone Allowance 997.50
400,200.76
OVERTIME BY DEPARTMENT:
Total FCFA payroll cost for this period is $194,779.72. 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
05/13/2022 - 05/26/2022
6/3/2022
BY FUND BY ACCOUNT
Page 27 of 208
ATTACHMENT 2
.
General Fund 331,620.22 5101 Salaries Full time 204,189.99
Streets Fund 15,627.86 5101 Volunteer Employee Retirement -
American Rescue Plan Act 1,640.21 5102 Salaries Part-Time - PPT 2,768.34
Sewer Fund 8,767.92 5103 Salaries Part-Time - TPT 11,682.61
Water Fund 19,595.84 5105 Salaries OverTime 10,603.94
377,252.05 5106 Salaries Strike Team OT -
5107 Salaries Standby 1,829.00
5108 Holiday Pay 19,876.57
5109 Sick Pay 4,656.42
5110 Annual Leave Buyback -
Administrative Services - 5111 Vacation Buyback -
Information Services - 5112 Sick Leave Buyback -
Community Development - 5113 Vacation Pay 7,954.90
Police 10,387.58 5114 Comp Pay 5,090.87
Public Works - Maintenance 216.36 5115 Annual Leave Pay 4,273.58
Public Works - Enterprise - 5116 Salaries - Police FTO -
Recreation - Administration - 5121 PERS Retirement 29,388.50
Recreation - Special Events - 5122 Social Security 20,171.14
Children In Motion - 5123 PARS Retirement 221.16
10,603.94 5126 State Disability Ins. 1,009.83
5127 Deferred Compensation 741.66
5131 Health Insurance 46,089.24
5132 Dental Insurance 2,783.46
5133 Vision Insurance 720.82
5134 Life Insurance 374.28
5135 Long Term Disability 674.41
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 166.33
5150 Bi-Lingual Pay 150.00
5151 Cell Phone Allowance 997.50
377,252.05
OVERTIME BY DEPARTMENT:
Total FCFA payroll cost for this period is $190,793.05. 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
05/27/2022 - 06/09/2022
6/17/2022
BY FUND BY ACCOUNT
Page 28 of 208
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: July 26, 2022
SUMMARY OF ACTION:
Presentation of the City’s investment deposits as of May 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 May 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 29 of 208
Item 8.b.
City Council
Consideration of Statement of Investment Deposits
July 26, 2022
Page 2
ANALYSIS OF ISSUES:
This report represents the City’s investments as of May 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 May 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. Approve staff’s recommendation to receive and file the attached report listin g 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: May 31, 2022
Page 30 of 208
ATTACHMENT 1City of Arroyo Grande300 E. Branch St.Arroyo Grande, CA 93420Phone: (805) 473-5400CITY OF ARROYO GRANDEPortfolio ManagementPortfolio SummaryMay 31, 2022Investments Principal ValueCurrent Market Value Interest Rate Date of PurchaseTerm Maturity Date% of PortfolioLocal Agency Investment Fund18,101,673.10$ 18,101,673.10$ 0.684%53.209%Certificates of DepositPacific Premier Bank 249,000.00 249,000.00 0.200% February 21, 2022 12 mos February 21, 2023 0.732%Ally Bank 247,000.00 247,000.00 2.150% July 22, 2019 36 mos July 11, 2022 0.726%TIAA FSB Jacksonville 247,000.00 247,000.00 2.100% July 12, 2019 36 mos July 12, 2022 0.726%Sallie Mae Bank/Salt Lake 247,000.00 247,000.00 1.900% October 3, 2019 36 mos October 3, 2022 0.726%Eaglebank Bethesda Maryland 249,000.00 249,000.00 1.850% October 4, 2019 36 mos October 4, 2022 0.732%Goldman Sachs Bank USA 247,000.00 247,000.00 1.850% October 24, 2019 36 mos October 24, 2022 0.726%1st Security Bank Washington 249,000.00 249,000.00 1.700% October 4, 2019 42 mos April 4, 2023 0.732%Morgan Stanley Private Bank 247,000.00 247,000.00 2.250% July 11, 2019 45 mos July 11, 2023 0.726%Merrick Bank 249,000.00 249,000.00 1.800% October 16, 2019 48 mos October 16, 2023 0.732%BMW Bank North America 249,000.00 249,000.00 0.500% July 16, 2021 36 mos July 16, 2024 0.732%Enerbank USA 247,000.00 247,000.00 1.850% October 25, 2019 60 mos October 25, 2024 0.726%Beal Bk Plano TX 247,000.00 247,000.00 1.350% March 26, 2022 36 mos March 26, 2025 0.726%Beal Bk Las Vegas NV 247,000.00 247,000.00 1.250% March 26, 2022 36 mos March 26, 2025 0.726%Flagstar Bank 245,000.00 245,000.00 0.850% May 15, 2020 60 mos May 15, 2025 0.720%American Express National Bank 246,000.00 246,000.00 3.100% May 25, 2022 36 mos May 25, 2025 0.723%New York Community Bank 249,000.00 249,000.00 0.550% July 1, 2021 48 mos July 1, 2025 0.732%Live Oak Bank 249,000.00 249,000.00 3.150% May 25, 2022 48 mos May 26, 2026 0.732%UBS Bank USA 249,000.00 249,000.00 0.900% July 21, 2021 60 mos July 21, 2026 0.732%Toyota Financial Savings Bank 248,000.00 248,000.00 0.950% July 22, 2021 60 mos July 22, 2026 0.729%Bank United NA 249,000.00 249,000.00 1.350% December 8, 2021 60 mos December 8, 2026 0.732%Capital One Bank USA 248,000.00 248,000.00 1.250% December 8, 2021 60 mos December 8, 2026 0.729%Discover Bank 246,000.00 246,000.00 3.200% May 18, 2022 60 mos May 19, 2027 0.723%Total Certificates of Deposit5,450,000.00 5,450,000.00 16.020%Agency BondsFederal Farm Credit Bank 2,500,000.00 2,479,240.00 1.600% November 1, 2019 48 mos November 1, 2023 7.349%Federal Farm Credit Bank 1,999,314.00 1,918,530.00 0.350% December 4, 2020 42 mos May 16, 2024 5.877%Federal Farm Credit Bank 998,431.00 940,338.00 0.430% March 17, 2021 48 mos March 3, 2025 2.935%Federal Natl Mortgage Assn 1,000,000.00 928,296.00 0.500% October 20, 2020 60 mos October 20, 2025 2.939%Federal Home Loan Bank 999,500.00 925,868.00 0.800% March 17, 2021 60 mos March 10, 2026 2.938%Federal Home Loan Bank 994,396.00 978,470.00 2.400% March 17, 2021 72 mos March 29, 2027 2.923%Federal Home Loan Bank 500,000.00 499,641.50 3.375% May 17, 2022 12 mos May 17, 2023 1.470%Total Agency Bonds8,991,641.00 8,670,383.50 26.431%Page 31 of 208
ATTACHMENT 1City of Arroyo Grande300 E. Branch St.Arroyo Grande, CA 93420Phone: (805) 473-5400CITY OF ARROYO GRANDEPortfolio ManagementPortfolio SummaryMay 31, 2022Investments Principal ValueCurrent Market Value Interest Rate Date of PurchaseTerm Maturity Date% of PortfolioMunicipal BondsCalifornia State GO Various Purp Bond 491,810.00 486,980.00 3.100% May 12, 2022 47 mos April 1, 2026 1.446%Total Municipal Bonds491,810.00 486,980.00 1.446%Treasury ObligationsU.S. Treasury Z-2026 Series 984,728.00 924,375.00 1.100% December 6, 2021 53 mos May 31, 2026 2.895%Total Treasury Obligations984,728.00 924,375.00 2.895%TOTAL INVESTMENTS34,019,852.10$ 33,633,411.60$ 100.000%Page 32 of 208
Item 8.c.
MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Administrative Services Director
SUBJECT: Consideration of a Consultant Services Agreement with Willdan
Financial Services to Prepare a User Fee Study, Cost Allocation Plan,
and Development Impact Fee Study
DATE: July 26, 2022
SUMMARY OF ACTION:
Approval of an Agreement with Willdan Financial Services to prepare a User Fee Study,
Cost Allocation Plan, and Development Impact Fee Study Update.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The total cost proposal for the study is a not-to-exceed amount of $79,500. The FY 2022-
23 budget appropriated $100,000 for the user fee, cost allocation plan, and development
impact fee studies. The proposed contract is within this appropriation amount. The studies
will involve a significant amount of personnel resources from all departments, in particular
the Administrative Services and Community Development Departments.
RECOMMENDATION:
Approve a Consultant Services Agreement with Willdan Financial Services to prepare a
User Fee Study, Cost Allocation Plan, and Development Impact Fee Study Update.
BACKGROUND:
Typically, cities complete user fee studies every five years and adjust their fees by the
Consumer Price Index (CPI) in the intermediate years. The City last completed a user fee
study in 2016. At that time, the City Council directed staff to use an annual adjustment of
the fees based on the change in labor costs in-lieu of CPI. A comprehensive user fee
study will identify the true costs of providing each service, including direct, indirect and
overhead costs. Identifying the full cost of a service is the first step in dete rmining the
appropriate fee and/or subsidy for each service. As a general rule, the burden of paying
for specific government services should be borne by those that benefit from the service
or drive the need for the service. Some services benefit the commun ity as a whole;
therefore, it may not be appropriate or desirable to cha rge user fees that achieve 100%
cost recovery for all services.
Page 33 of 208
Item 8.c.
City Council
Consideration of a Consultant Services Agreement with Willdan Financial Services
to Prepare a User Fee Study, Cost Allocation Plan, and Development Impact Fee
Study
July 26, 2022
Page 2
The last cost allocation plan was created in March 1996 to identify and divide direct and
indirect costs among department budgets. Direct costs are expenses incurred in providing
a specific cost objective, such as street maintenance, police protection, landscape
maintenance, and water service. Indirect costs are expenses not readily identifiable with
a particular operating program, but rather are incurred for a joint purpose, which benefits
more than one fund/department. Common examples of indirect costs are accounting,
purchasing, personnel, building maintenance, and utilities. Though indirect costs are not
readily identifiable with direct operating programs, they can be allocated based on
rational, logical methodology. A cost allocation plan is the foundational element of a user
fee study. Its accuracy ensures the City has a fair method to identify and distribute indirect
costs to the operating departments, and they are included as a component when
developing fees.
The last update to the City’s development impact fees was performed in March 2000. Like
user fees, it is appropriate to periodically review the development imp act fees to ensure
they accurately cover the costs the new development’s share of planned facilities, while
not overburdening developers with unnecessary fees. Additionally, the Legislature
recently adopted Assembly Bill 602 (AB 602), which requires a local agency to follow
specific standards and practices related to impact fees, including, but not limited to, the
following:
1. Prior to the adoption of an associated development fee, an impact fee nexus study
must be adopted,
2. The study should identify the existing level of service for each public facility, the
proposed new level of service, and include an explanation of why the new level of
service is necessary, and
3. If the study is adopted after July 1, 2022, either calculate a fee levied or imp osed
on a housing development project proportionately to the square footage of the
proposed units, or make specified findings explaining why square footage is not
an appropriate metric to calculate the fees.
ANALYSIS OF ISSUES:
The City issued a Request f or Proposals (RFP) for comprehensive user fee, cost
allocation plan, and development impact fee studies in February 2022. A review team
evaluated the four responses received from Matrix Consulting Group, MGT Consulting,
Revenue & Cost Specialists LLC (RCS), and Willdan Financial Services on March 23,
2022, based on the following criteria:
Thoroughness and understanding of the tasks to be completed;
Background and experience in organizational analysis evaluation;
Expertise and overall experience of personnel assigned to the work;
Time required to accomplish the requested services;
Page 34 of 208
Item 8.c.
City Council
Consideration of a Consultant Services Agreement with Willdan Financial Services
to Prepare a User Fee Study, Cost Allocation Plan, and Development Impact Fee
Study
July 26, 2022
Page 3
Responsiveness to project requirements;
Public sector experience in municipal settings conducting similar studies; and
Cost.
Staff has reviewed the proposals based on the criteria listed above and recommends
awarding a contract to Willdan Financial Services. Willdan Financial Services received
the highest ranking from the consultant evaluation team made up of the Community
Development Director, Recreation Services Director, Accounting Manager, and
Administrative Services Director and is considered the best qualified to prepare the User
Fee, Cost Allocation Plan, Development Impact Fee Study Update. This consultant has
extensive experience preparing similar studies for other municipalities and their proposed
compensation and timelines were acceptable to the City.
Although the City will hire consultants to prepare these fee analyses, there is a significant
amount of staff time that will be involved as well. Staff will provide in -depth cost and
activity information and will work closely with the consultants to make sure all activities
are identified. Staff in the Administrative Services and Community Development
Departments are likely to be the most involved, however, every department will be
involved in this project as each department has services it provides to the community and
imposes fees for those services.
Following completion of the studies, staff will provide a recommendation to the City
Council for consideration of new user fees and impact fees.
ALTERNATIVES:
The following alternatives are provided for the Council’s considerati on:
1. Approve a Consultant Services Agreement with Willdan Financial Services to
prepare the City's User Fee Study, Cost Allocation Plan, Development Impact Fee
Study Update;
2. Direct staff to provide a recommendation on a different qualified consultant;
3. Direct staff to solicit additional proposals; or
4. Provide other direction to staff.
ADVANTAGES:
Updating the rate structure provides an opportunity to develop fair and equitable u ser
fees, cost allocation plan, development impact fees that meet federal, state and local
requirements.
Willdan Financial Services has the necessary experience, staffing and presentation
capabilities to produce a high-quality User Fee Study, Cost Allocation Plan, and
Development Impact Fee Study Update.
Page 35 of 208
Item 8.c.
City Council
Consideration of a Consultant Services Agreement with Willdan Financial Services
to Prepare a User Fee Study, Cost Allocation Plan, and Development Impact Fee
Study
July 26, 2022
Page 4
DISADVANTAGES:
There are no disadvantages identified in this recommendation other than the cost.
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 Agreement for Consultant Services
Page 36 of 208
AGREEMENT FOR CONSULTANT SERVICES
THIS AGREEMENT FOR CONSULTANT SERVICES (“Agreement”), is made and
effective as of July 26, 2022, between Willdan Financial Services (“Consultant”), and the
CITY OF ARROYO GRANDE, a Municipal Corporation (“City”). In consideration of the
mutual covenants and conditions set forth herein, the parties agree as follows:
1.TERM
This Agreement shall commence on July 26, 2022 and shall remain and continue
in effect until June 30, 2023, unless sooner terminated pursuant to the provisions of this
Agreement.
2.SERVICES
Consultant shall perform the tasks described and comply with all terms and
provisions set forth in Exhibit “A”, attached hereto and incorporated herein by this
reference.
3.PERFORMANCE
Consultant shall at all times faithfully, competently and to the best of his/her ability,
experience and talent, perform all tasks described herein. Consultant shall employ, at a
minimum generally accepted standards and practices utilized by persons engaged in
providing similar services as are required of Consultant hereunder in meeting its
obligations under this Agreement.
4.AGREEMENT ADMINISTRATION
City’s Administrative Services Director shall represent City in all matters pertaining
to the administration of this Agreement. Chris Fisher shall represent Consultant in all
matters pertaining to the administration of this Agreement.
5.PAYMENT
The City agrees to pay the Consultant in accordance with the payment rates and
terms set forth in Exhibit “B”, attached hereto and incorporated herein by this reference.
6.SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE
(a)The City may at any time, for any reason, with or without cause, suspend or
terminate this Agreement, or any portion hereof, by serving upon the Consultant at least
ten (10) days prior written notice. Upon receipt of said notice, the Consultant shall
immediately cease all work under this Agreement, unless the notice provides otherwise.
If the City suspends or terminates a portion of this Agreement such suspension or
termination shall not make void or invalidate the remainder of this Agreement.
ATTACHMENT 1
Page 37 of 208
(b)In the event this Agreement is terminated pursuant to this Section, the City
shall pay to Consultant the actual value of the work performed up to the time of
termination, provided that the work performed is of value to the City. Upon termination of
the Agreement pursuant to this Section, the Consultant will submit an invoice to the City
pursuant to Section 5.
7.TERMINATION ON OCCURRENCE OF STATED EVENTS
This Agreement shall terminate automatically on the occurrence of any of the
following events:
(a)Bankruptcy or insolvency of any party;
(b)Sale of Consultant’s business; or
(c)Assignment of this Agreement by Consultant without the consent of City.
(d)End of the Agreement term specified in Section 1.
8.DEFAULT OF CONSULTANT
(a) The Consultant’s failure to comply with the provisions of this Agreement
shall constitute a default. In the event that Consultant is in default for cause under the
terms of this Agreement, City shall have no obligation or duty to continue compensating
Consultant for any work performed after the date of default and can terminate this
Agreement immediately by written notice to the Consultant. If such failure by the
Consultant to make progress in the performance of work hereunder arises out of causes
beyond the Consultant’s control, and without fault or negligence of the Consultant, it shall
not be considered a default.
(b)If the City Manager or his/her delegate determines that the Consultant is in
default in the performance of any of the terms or conditions of this Agreement, he/she
shall cause to be served upon the Consultant a written notice of the default. The
Consultant shall have ten (10) days after service upon it of said notice in which to cure
the default by rendering a satisfactory performance. In the event that the Consultant fails
to cure its default within such period of time, the City shall have the right, notwithstanding
any other provision of this Agreement to terminate this Agreement without further notice
and without prejudice to any other remedy to which it may be entitled at law, in equity or
under this Agreement.
9.LAWS TO BE OBSERVED. Consultant shall:
(a)Procure all permits and licenses, pay all charges and fees, and give all
notices which may be necessary and incidental to the due and lawful prosecution of the
services to be performed by Consultant under this Agreement;
(b)Keep itself fully informed of all existing and proposed federal, state and local
laws, ordinances, regulations, orders, and decrees which may affect those engaged or
Page 38 of 208
employed under this Agreement, any materials used in Consultant’s performance under
this Agreement, or the conduct of the services under this Agreement;
(c)At all times observe and comply with, and cause all of its employees to
observe and comply with all of said laws, ordinances, regulations, orders, and decrees
mentioned above;
(d)Immediately report to the City’s Contract Manager in writing any
discrepancy or inconsistency it discovers in said laws, ordinances, regulations, orders,
and decrees mentioned above in relation to any plans, drawings, specifications, or
provisions of this Agreement.
(e)The City, and its officers, agents and employees, shall not be liable at law
or in equity occasioned by failure of the Consultant to comply with this Section.
10.OWNERSHIP OF DOCUMENTS
(a)Consultant shall maintain complete and accurate records with respect to sales,
costs, expenses, receipts, and other such information required by City that relate to the
performance of services under this Agreement. Consultant shall maintain adequate
records of services provided in sufficient detail to permit an evaluation of services. All
such records shall be maintained in accordance with generally accepted accounting
principles and shall be clearly identified and readily accessible. Consultant shall provide
free access to the representatives of City or its designees at reasonable times to such
books and records; shall give City the right to examine and audit said books and records;
shall permit City to make transcripts therefrom as necessary; and shall allow inspection
of all work, data, documents, proceedings, and activities related to this Agreement. Such
records, together with supporting documents, shall be maintained for a period of three (3)
years after receipt of final payment.
(b) Upon completion of, or in the event of termination or suspension of this
Agreement, all original documents, designs, drawings, maps, models, computer files,
surveys, notes, and other documents prepared in the course of providing the services to
be performed pursuant to this Agreement shall become the sole property of the City and
may be used, reused, or otherwise disposed of by the City without the permission of the
Consultant. With respect to computer files, Consultant shall make available to the City, at
the Consultant’s office and upon reasonable written request by the City, the necessary
computer software and hardware for purposes of accessing, compiling, transferring, and
printing computer files.
11.INDEMNIFICATION
(a)Indemnification for Professional Liability. When the law establishes a
professional standard of care for Consultant’s Services, to the fullest extent permitted by
law, Consultant shall indemnify, protect, defend and hold harmless City and any and all
of its officials, employees and agents (“Indemnified Parties”) from and against any and all
Page 39 of 208
losses, liabilities, damages, costs and expenses, including attorney’s fees and costs to
the extent same are caused in whole or in part by any negligent or wrongful act, error or
omission of Consultant, its officers, agents, employees or subContractors or any entity or
individual that Consultant shall bear the legal liability thereof) in the performance of
professional services under this agreement.
(b)Indemnification for Other Than Professional Liability. Other than in the
performance of professional services and to the full extent permitted by law, Consultant
shall indemnify, defend and hold harmless City, and any and all of its employees, officials
and agents from and against any liability (including liability for claims, suits, actions,
arbitration proceedings, administrative proceedings, regulatory proceedings, losses,
expenses or costs of any kind, whether actual, alleged or threatened, including attorneys
fees and costs, court costs, interest, defense costs, and expert witness fees), where the
same arise out of, are a consequence of, or are in any way attributable to, in whole or in
part, the performance of this Agreement by Consultant or by any individual or entity for
which Consultant is legally liable, including but not limited to officers, agents, employees
or subContractors of Consultant.
(c)General Indemnification Provisions. Consultant agrees to obtain executed
indemnity agreements with provisions identical to those set forth here in this section from
each and every subContractor or any other person or entity involved by, for, with or on
behalf of Consultant in the performance of this agreement. In the event Consultant fails
to obtain such indemnity obligations from others as required here, Consultant agrees to
be fully responsible according to the terms of this section. Failure of City to monitor
compliance with these requirements imposes no additional obligations on City and will in
no way act as a waiver of any rights hereunder. This obligation to indemnify and defend
City as set forth here is binding on the successors, assigns or heirs of Consultant and
shall survive the termination of this agreement or this section.
12.INSURANCE
Consultant shall maintain prior to the beginning of and for the duration of this
Agreement insurance coverage as specified in Exhibit “C” attached hereto and
incorporated herein as though set forth in full.
13.INDEPENDENT CONSULTANT
(a)Consultant is and shall at all times remain as to the City a wholly independent
Consultant. The personnel performing the services under this Agreement on behalf of
Consultant shall at all times be under Consultant’s exclusive direction and control. Neither
City nor any of its officers, employees, or agents shall have control over the conduct of
Consultant or any of Consultant’s officers, employees, or agents, except as set forth in
this Agreement. Consultant shall not at any time or in any manner represent that it or any
of its officers, employees, or agents are in any manner officers, employees, or agents of
the City. Consultant shall not incur or have the power to incur any debt, obligation, or
liability whatever against City, or bind City in any manner.
Page 40 of 208
(b) No employee benefits shall be available to Consultant in connection with
performance of this Agreement. Except for the fees paid to Consultant as provided in the
Agreement, City shall not pay salaries, wages, or other compensation to Consultant for
performing services hereunder for City. City shall not be liable for compensation or
indemnification to Consultant for injury or sickness arising out of performing services
hereunder.
14.UNDUE INFLUENCE
Consultant declares and warrants that no undue influence or pressure was or is
used against or in concert with any officer or employee of the City of Arroyo Grande in
connection with the award, terms or implementation of this Agreement, including any
method of coercion, confidential financial arrangement, or financial inducement. No officer
or employee of the City of Arroyo Grande will receive compensation, directly or indirectly,
from Consultant, or from any officer, employee or agent of Consultant, in connection with
the award of this Agreement or any work to be conducted as a result of this Agreement.
Violation of this Section shall be a material breach of this Agreement entitling the City to
any and all remedies at law or in equity.
15.NO BENEFIT TO ARISE TO LOCAL EMPLOYEES
No member, officer, or employee of City, or their designees or agents, and no
public official who exercises authority over or responsibilities with respect to the project
during his/her tenure or for one year thereafter, shall have any interest, direct or indirect,
in any agreement or sub-agreement, or the proceeds thereof, for work to be performed in
connection with the project performed under this Agreement.
16.RELEASE OF INFORMATION/CONFLICTS OF INTEREST
(a) All information gained by Consultant in performance of this Agreement shall be
considered confidential and shall not be released by Consultant without City’s prior written
authorization. Consultant, its officers, employees, agents, or subContractors, shall not
without written authorization from the City Manager or unless requested by the City
Attorney, voluntarily provide declarations, letters of support, testimony at depositions,
response to interrogatories, or other information concerning the work performed under
this Agreement or relating to any project or property located within the City. Response to
a subpoena or court order shall not be considered “voluntary” provided Consultant gives
City notice of such court order or subpoena.
(b)Consultant shall promptly notify City should Consultant, its officers, employees,
agents, or subContractors be served with any summons, complaint, subpoena, notice of
deposition, request for documents, interrogatories, request for admissions, or other
discovery request, court order, or subpoena from any person or party regarding this
Agreement and the work performed thereunder or with respect to any project or property
Page 41 of 208
located within the City. City retains the right, but has no obligation, to represent Consultant
and/or be present at any deposition, hearing, or similar proceeding. Consultant agrees to
cooperate fully with City and to provide the opportunity to review any response to
discovery requests provided by Consultant. However, City’s right to review any such
response does not imply or mean the right by City to control, direct, or rewrite said
response.
17.NOTICES
Any notice which either party may desire to give to the other party under this
Agreement must be in writing and may be given either by (i) personal service, (ii) delivery
by a reputable document delivery service, such as but not limited to, Federal Express,
which provides a receipt showing date and time of delivery, or (iii) mailing in the United
States Mail, certified mail, postage prepaid, return receipt requested, addressed to the
address of the party as set forth below or at any other address as that party may later
designate by notice:
To City: City of Arroyo Grande
Director of Administrative Services
300 E. Branch Street
Arroyo Grande, CA 93420
To Consultant: Willdan Financial Services
Chris Fisher
27368 Via Industria, Suite 200
Temecula, CA 92590
18.ASSIGNMENT
The Consultant shall not assign the performance of this Agreement, nor any part
thereof, without the prior written consent of the City.
19.GOVERNING LAW
The City and Consultant understand and agree that the laws of the State of
California shall govern the rights, obligations, duties, and liabilities of the parties to this
Agreement and also govern the interpretation of this Agreement. Any litigation concerning
this Agreement shall take place in the superior or federal district court with jurisdiction
over the City of Arroyo Grande.
20.ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to
the obligations of the parties described in this Agreement. All prior or contemporaneous
agreements, understandings, representations, and statements, or written, are merged
Page 42 of 208
into this Agreement and shall be of no further force or effect. Each party is entering into
this Agreement based solely upon the representations set forth herein and upon each
party’s own independent investigation of any and all facts such party deems material.
21.TIME
City and Consultant agree that time is of the essence in this Agreement.
22.CONTENTS OF REQUEST FOR PROPOSAL AND PROPOSAL
Consultant is bound by the contents of the City’s Request for Proposal, Exhibit “A”,
attached hereto and incorporated herein by this reference, and the contents of the
proposal submitted by the Consultant, Exhibit “B”, attached hereto and incorporated
herein by this reference. In the event of conflict, the requirements of City’s Request for
Proposals and this Agreement shall take precedence over those contained in the
Consultant’s proposals.
23.CONSTRUCTION
The parties agree that each has had an opportunity to have their counsel review
this Agreement and that any rule of construction to the effect that ambiguities are to be
resolved against the drafting party shall not apply in the interpretation of this Agreement
or any amendments or exhibits thereto. The captions of the sections are for convenience
and reference only, and are not intended to be construed to define or limit the provisions
to which they relate.
24.AMENDMENTS
Amendments to this Agreement shall be in writing and shall be made only with the
mutual written consent of all of the parties to this Agreement.
25.AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Consultant warrants
and represents that he/she has the authority to execute this Agreement on behalf of the
Consultant and has the authority to bind Consultant to the performance of its obligations
hereunder.
Page 43 of 208
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
the day and year first above written.
CITY OF ARROYO GRANDE CONSULTANT
By:__________________________ By:____________________________
Caren Ray Russom, Mayor
Its:____________________________
(Title) Attest:
_____________________________
Jessica Matson, City Clerk
Approved As To Form:
_____________________________
Timothy J. Carmel, City Attorney
Page 44 of 208
EXHIBIT A
CITY’S REQUEST FOR PROPOSAL
Page 45 of 208
REQUEST FOR PROPOSAL
FOR
PROFESSIONAL CONSULTING SERVICES FOR
A FULL COST ANALYSIS OF USER,
DEVELOPMENT IMPACT FEE SERVICES,
AND COST ALLOCATION PLAN
Page 46 of 208
City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees
Page 1
Contents
GENERAL INFORMATION ........................................................................................................................... 2
SCHEDULE OF PROPOSAL ACTIVITIES (ALL TIMES PACIFIC) .............................................................. 2
DISCRETION AND LIABILITY WAIVER ....................................................................................................... 4
EVALUATION OF PROPOSALS .................................................................................................................. 4
OUTLINE OF SERVICES TO BE PROVIDED.............................................................................................. 4
FORMAT OF PROPOSAL ............................................................................................................................ 6
FINAL COMMENTS ...................................................................................................................................... 7
ATTACHMENT A - SAMPLE CITY CONTRACT ......................................................................................... 8
Page 47 of 208
City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees
Page 2
GENERAL INFORMATION
The City of Arroyo Grande is located on California’s central coast approximately half way
between Los Angeles and San Francisco and has a population of approximately 17,555. The City
is currently a General Law city, operating under the City Council/City Manager form of
government. Arroyo Grande is a full service city, with police, streets, engineering, parks,
recreation, water and sewer services. Additionally, residents in the neighboring cities of Pismo
Beach, Grover Beach, and Oceano use many of Arroyo Grande’s recreational services. Fire
services are provided through the Five Cities Fire Authority, a joint powers authority established
between the City of Arroyo Grande, the City of Grover Beach, and the Oceano Community
Services District.
The City has established user fees for a variety of services and is seeking a consultant to review
and update existing user fees, as well as identify any new fees, as appropriate. The last formal
fee study was conducted in 2007, and as a result, the City Council has requested that a new study
be completed. A copy of the most recently adopted Master Fee Schedule is available on the City’s
website at http://www.arroyogrande.org/DocumentCenter/View/3914/Citywide-Master-Fee-
Schedule-PDF?bidId=.
Water and Sewer user fees are NOT included in the scope of work for this study.
The City wishes to engage a consultant to review and update adopted development impact fees
(AB 1600) for transportation, public safety, parks, recreation, water, and traffic. The last formal
impact fee study was completed in 2000.
The City currently has eight (8) impact fees in place. Those impact fees are:
1. Traffic signalization
2. Transportation facility development
3. Drainage facility
4. Recreation community center
5. Park improvement
6. Police impact
7. Fire impact
8. Water neutralization
In addition, the City wishes to engage a consultant to review and update the overhead cost
allocation plan to include full cost recovery for internal use.
Schedule of Proposal activities (ALL TIMES PACIFIC)
Schedule
Distribution of RFP February 10, 2022
Deadline for submission of questions to be
addressed at the Pre-Proposal Teleconference
March 9, 2022
Optional Pre-Proposal Teleconference March 16, 2022 10:00 am
Proposal submission March 23, 2022 5:00 pm
Proposal review March 24 – April 8, 2022
Notification to all proposers Week of April 11, 2022
Oral presentations, as needed Week of April 18, 2022
Notification to finalists April 25, 2022
Page 48 of 208
City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees
Page 3
Contract approval by City Council May 24, 2022
Project to commence By June 1, 2022
The City has made every effort to include sufficient information within this Request for Proposal
for a consultant to prepare a responsive, comprehensive proposal. In order to achieve an
equitable dissemination of information, a pre-proposal teleconference will be held to allow all
interested firms/consultants to ask questions for the mutual benefit of all involved. The timing of
the proposal process is subject to change, depending on the needs of the City, but is anticipated
as follows:
a) Distribution of Request for Proposals: February 10, 2022
b) Optional Pre-proposal Teleconference: City staff will meet collectively with firm/consultant
representatives seeking additional information about the proposal process and the RFP. All
firms/consultants interested in submitting a proposal are encouraged to attend the pre-
proposal teleconference. The teleconference is scheduled for March 16, 2022 beginning at
10:00 am (PST). Teleconference phone number and log in information can be obtained by
contacting Nicole Valentine at nvalentine@arroyogrande.org no later than March 9, 2022.
Additionally, any questions to be addressed at the pre-proposal teleconference should be
submitted via email to Nicole Valentine at nvalentine@arroyogrande.org no later than
March 9, 2022.
c) Proposal Submission: Proposals must be clearly marked and delivered directly to the
Administrative Services Department no later than 5:00 pm, March 23, 2022. Late submissions
after the deadline or proposals delivered via fax will not be accepted. A total of three (3)
identical proposals must be submitted and labeled as follows:
City of Arroyo Grande
Attention: Nicole Valentine, Administrative Services Director
Fee Study RFP
300 East Branch Street
Arroyo Grande, CA 93420
d) Proposal Review: Our review committee will evaluate each proposal submitted. It is
anticipated that the review process will be completed by April 8, 2022.
e) Notification to all proposers: We anticipate sending written notification to all firms regarding
the outcome of the review and contract award process by April 11, 2022.
f) Oral Presentations, as needed: During the notification to all proposers, finalists will be
notified to schedule an oral interview during the week of April 18, 2022. Oral Interviews will
take place on zoom: https://zoom.us/j/6282922148
Dial by your location
888 475 4499 US Toll-free
877 853 5257 US Toll-free
Meeting ID: 628 2923 2148
g) Notification to finalists: All finalists will be notified of final decision by April 25, 2022. Upon
written request, we will provide a copy of the successful proposal once the contract is
executed.
Page 49 of 208
City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees
Page 4
DISCRETION AND LIABILITY WAIVER
The City reserves the right to exercise discretion and apply its judgment with respect to all
proposals submitted.
The City reserves the right to reject all proposals, either in part or in its entirety, or to request and
obtain, from one or more of the consulting firms submitting proposals, supplementary information
as may be necessary for City staff to analyze the proposals.
The City may elect to award a contract in multiple phases, as is deemed to be in the City’s best
interest. Should the City award projects in phases, the City reserves the right to award the phases
to the same firm.
The consultant, by submitting a response to this RFP, waives all right to protest or seek any legal
remedies whatsoever regarding any aspect of this RFP. Although, it is the City’s intent to choose
only a small number of most qualified consulting teams to interview with the City, the City reserves
the right to choose any number of qualified finalists.
This RFP does not commit the City to award a contract, to defray any costs incurred in the
preparation of a proposal pursuant to this RFP or to procure or contract for work.
All proposals submitted in response to this RFP become the property of the City and public
records and, as such, may be subject to public review. The City reserves the right to cancel, in
part or in its entirety, this RFP including, but not limited to: selection procedures, submittal date,
and submittal requirements. If the City cancels or revises the RFP, all interested firms will be
notified using email.
EVALUATION OF PROPOSALS
Proposals will be evaluated based on the following criteria:
• Thoroughness and understanding of the tasks to be completed
• Background and experience in organizational analysis evaluation
• Firm’s expertise and overall experience of personnel assigned to the work
• Time required to accomplish the requested services
• Responsiveness to requirements of the project
• Public sector experience in municipal setting conducting similar studies
• Costs
OUTLINE OF SERVICES TO BE PROVIDED
1. Establish a methodology for the evaluation of fees. Work and meet with City staff to refine
the project scope, purpose, uses and goals of the City’s Fee Study to ensure that the study
will be both accurate and appropriate to the City’s needs. Review project schedule and answer
any questions pertaining to the successful development of the Study.
2. Conduct a comprehensive review of the City’s existing fees, rates, and charges. Meet
with staff and conduct interviews as needed to gain an understanding of the City’s processes
and operations.
3. Analyze the impacts of development on specific types of facilities and calculate
recommended impact fees for each type of facility in accordance with the Government Code.
Page 50 of 208
City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees
Page 5
4. Identify the total cost of providing each City service at the expected reasonable activity
level and in a manner that is consistent with all applicable laws, statutes, rules and regulations
governing the collection of fees, rates, and charges by public entities including, but not limited
to Proposition 218 and Proposition 26. Costs should include appropriate General and
Administrative overhead allocations to City activities and applicable overhead rates for use in
calculating the City’s billable hourly rates.
5. Compare service costs with existing cost recovery levels. This should include service
areas where the City is currently charging for services as well as areas where the City perhaps
should charge, in light of the City’s practices, or the practices of similar and/or neighboring
cities.
6. Prepare a report that identifies each facility or service, its full cost, current and
recommended cost recovery levels. The report should identify the direct cost, the indirect
cost, and the overhead cost for each service; and provide a model for adjusting these fees
and rates for the City’s current and future needs.
7. Recommend appropriate fees and charges. Recommended fees are based on the
analysis, together with the appropriate subsidy percentage for those fees where full cost
recovery may be unrealistic.
8. Prepare a report that identifies the current fees, and recommended fees. The report must
also identify percentage change, cost recovery percentage, and fee comparison with other
San Luis Obispo County cities or California cities that are comparable to Arroyo Grande. A
survey comparison of rates and fees with similar cities will be used to help determine the
appropriate level of subsidy, if any.
9. Prepare an Overhead Cost Allocation Plan. The City has several enterprise funds and
numerous special revenue funds. Internal departments such as City Manager, Finance,
Human Resources, City Attorney, Public Works, City Clerk and IT provide administrative
services throughout the City to multiple departments in various funds. A cost allocation plan
was developed several years ago but has not been updated to reflect service changes in
these departments.
10. Report on other matters that come to your attention in the course of your evaluation that in
your professional opinion the City should consider.
11. Present the findings to the City’s management group and make necessary adjustments as
requested.
12. Prepare and deliver presentations to the City Council to facilitate understanding of the plan
and its implications for the City; provide necessary adjustments as requested.
13. Provide the City with an electronic copy of the final comprehensive study, including
related schedules and cost documentation in a format that can be edited and updated by City
staff to accommodate changes in the organization or changes in costs.
14. Develop or modify the existing model for adjusting fees/rates; include the addition of
potential service areas, future service enhancements, and the ability to calculate the
estimated costs of providing the service under consideration.
15. Prepare a final fee study report and provide five bound copies, one unbound copy and a
single PDF file of the plan that can be made available to City staff. Any Master fee schedule
revisions developed shall also be made available to the City electronically, providing the ability
to add or delete and/or update information as needed.
16. Project Budget for the Comprehensive Fee Study – a description of the project budget
itemized according to individual tasks. Project budget should include:
Page 51 of 208
City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees
Page 6
a. A project schedule with activities, milestones, and deliverables.
b. Project budget defined, at minimum, as follows:
i. By task with a collective total by milestone and deliverable;
1. Labor rates for all project team members;
2. General overhead rates;
3. Costs for expenses such as printing, travel and attendance at
meetings.
c. Proposed services to be referred to a sub-contractor anticipated sub-contractors and
anticipated costs for these services.
17. Consult with the City staff should it become necessary to defend the City’s User Fees as a
result of any legal or other challenge.
If the consultant/firm believes that additional tasks are warranted, they must be clearly identified
in the proposal.
Water and Sewer user fees are NOT included in the scope of work for this study.
FORMAT OF PROPOSAL
In order for us to adequately compare and evaluate proposals objectively, all proposals must be
twenty-five (25) pages or less.
Transmittal Letter (one page maximum): The letter should provide a brief summary of the
proposal, concisely describing the project, its goals and the proposed plan of implementation. The
letter should be addressed to Nicole Valentine and signed by the Client Manager assigned to
the project.
Consultant/Firm Profile: Please respond to the following sections:
Overview: Provide a general overview of the firm/consultant(s) that will be assigned to the
project.
Experience: Describe the firm/consultant’s experience in conducting similar fee studies.
Include information regarding the resumes of consultant(s) that will be assigned and any
other relevant information to demonstrate the firm’s experience with engagements of
similar size and scope.
Approach: Describe the firm/consultant’s approach used to gather and analyze data,
expected interaction with City staff and estimated timeline for completing the scope of
work.
Additional Information: Describe any other information not previously mentioned that the
consultant believes should be given consideration. This could include any additional tasks not
included in the Required Services section above.
References: (minimum 3) specifically in local/municipal/county/state agencies.
• Name of agency
• Contact name to include: title, phone number and email
• Population of jurisdiction
• Number of employees
Page 52 of 208
City of Arroyo Grande
RFP: Consultant Services for User and Development Impact Fees
Page 7
• Project start and completion date
• Brief summary of project
Pricing: Provide proposed price for the services as well as any proposed payment terms.
FINAL COMMENTS
The City reserves the right to reject any and all proposals, cancel all or part of this RFP, waive
any minor irregularities and to request additional information from proposing firms. By requesting
proposals, the City is in no way obligated to award a contract or pay expenses of the proposing
consultant in connection with the preparation or submission of a proposal.
The City’s decision to award a contract will be based many factors including but not limited to
service, cost, experience and quality. No single factor, such as cost, will determine the final
decision to award.
The City of Arroyo Grande appreciates the efforts all the consultants have put forth in responding
to the Request for Proposal.
Page 53 of 208
EXHIBIT B
CONSULTANT’S PROPOSAL
Page 54 of 208
City of Arroyo Grande
ProposalUser Fee Study, Development
Impact Fee Services, and Cost
Allocation Plan
Page 55 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan i
City of Arroyo Grande, California
Table of Contents
TRANSMITTAL LETTER ................................................................................................................................................ II
CONSULTANT/FIRM PROFILE ................................................................................................................................... 1
OVERVIEW ......................................................................................................................................................................... 1
Firm Profile .............................................................................................................................................................................. 1
Project Personnel ................................................................................................................................................................... 2
Chris Fisher............................................................................................................................................................................... 3
Tony Thrasher........................................................................................................................................................................... 3
Priti Patel .................................................................................................................................................................................. 4
Robert Quaid............................................................................................................................................................................. 4
James Edison, JD, MPP ........................................................................................................................................................... 5
Carlos Villarreal, MPP ............................................................................................................................................................... 5
EXPERIENCE .................................................................................................................................................................... 6
Experience and Expertise ...................................................................................................................................................... 6
Similar Studies ........................................................................................................................................................................ 7
APPROACH ....................................................................................................................................................................... 8
Project Understanding ........................................................................................................................................................... 8
Project Methodologies ........................................................................................................................................................... 9
Scope of Work ....................................................................................................................................................................... 13
PROJECT SCHEDULES .............................................................................................................................................. 20
Full & OMB Compliant Cost Allocation Plan ...................................................................................................................... 20
Comprehensive Citywide User Fee Study .......................................................................................................................... 21
Development Impact Fee Study ........................................................................................................................................... 21
REFERENCES ................................................................................................................................................................. 22
Combined Study ................................................................................................................................................................... 22
User Fee Study ...................................................................................................................................................................... 22
Development Impact Fee ...................................................................................................................................................... 22
PRICING ............................................................................................................................................................................ 23
Not to Exceed Fee ................................................................................................................................................................. 23
Fee Proposal Notes .............................................................................................................................................................. 24
Additional Professional Services ........................................................................................................................................ 24
Page 56 of 208
T 951.587.3500 ▪ 800.755.6864 | F 951.587.3510 ▪ 888.326.6864 | 27368 Via Industria, Suite 200, Temecula, CA 92590 | www.willdan.com ii
Transmittal Letter
March 22, 2022
Ms. Nicole Valentine
Administrative Services Director
City of Arroyo Grande
300 East Branch Street
Arroyo Grande, CA 93420
Re: Proposal to Conduct a Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan
Dear Ms. Valentine:
As municipalities are faced with limited financial resources to address competing priorities and objectives, they always strive to maintain high standards
of service to their communities. Processes, staffing structures, and levels of effort associated with delivering services for which fees are charged evolve
over time, particularly during the Covid pandemic, as cities modify their service models to reflect current realities. It is important to take a fresh look and
perspective to ensure that fees for requested services have been developed and updated to ensure maximum appropriate cost rec overy, so that the
revenues generated by fees cover the cost of those services to the greatest extent possible. City Staff, and ultimately the City Council, need a clea r
understanding of standards, service levels and the associated costs.
Likewise, with Development Impact Fees, they need to be updated to reflect current community planning, both for planned development and the facilities
necessary to accommodate it; so that growth pays its own way, community standards are maintained, and current residents and businesses are not
negatively impacted. Impact fees also need to be developed in compliance with the Mitigation Fee Act and attention to the effects of new legislatio n
such as Senate Bill 68, Senate Bill 602, and Assembly Bill 743, so that they are defensible and transparent.
Recognizing this, the City of Arroyo Grande (“City”) has responded by soliciting a proposal for a Full Cost Analysis of User (“User Fee”), Development
Impact Fee Services, and Cost Allocation Plan (“CAP”). This study will ensure that User Fees for requested services have been developed and updated
to ensure maximum appropriate cost recovery, so that the revenues generated by fees cover the cost of those services to the greatest extent possible,
including the costs of both direct services and indirect overhead support, and so that Development Impact Fees are updated to prepare the City for
anticipated development. Following are specific advantages that Willdan Financial Services (“Willdan”) brings to the City for these studies:
Extensive Local Experience with Similar Projects an d direct experience in California — Willdan is one of, if not the leading firms providing
these types of studies in California – all with in-house expertise and now need for sub-contractors. We have worked with numerous cities similar
to Arroyo Grande on Fee Study projects, with objectives very similar to those for this study. This experience provides us an understanding of the
City, and our experience enables us to bring valuable perspective and insight from other cities’ approaches to fees and their policies on fee
setting, standards, and subsidies, and will also assist us in conducting meaningful and efficient fee comparisons . Recent studies include
Goleta, Patterson, Pomona, Hayward, Napa, Salinas, San Bruno, Dinuba, West Hollywood, and Arcadia.
Collaborative Approach and User -friendly Models and Reports — Willdan prides itself on working closely with City staff to develop an approach
that is targeted toward your specific objectives, then working together with you to gather first-hand information regarding the processes and tasks
required to provide services to those requesting them.
This is a distinct advantage we will bring in our approach with the City of Arroyo Grande. A collaborative approach ensures we clearly
understand your goals and challenges, and just as importantly, you understand the process and the results.
We create user-friendly Excel-based user fee models that the City can retain and conduct our analysis and develop the model collaboratively with City
staff. Rather than using an inflexible proprietary software program, we construct our models from the ground up, mirroring th e City’s budget format
wherever possible. As a result, the information contained in our models is easy for City staff to interpret, and the familiar software ensures
ease of navigation.
We are excited about this opportunity to serve the City of Arroyo Grande. To discuss any aspect of our proposal, please contact me at (800) 755-6864,
or via email CFisher@Willdan.com. As a Vice President of Willdan Financial Services, I am authorized to bind the firm to the terms of this proposal,
as well as the subsequent agreement.
Sincerely,
WILLDAN FINANCIAL SERVICES
Chris Fisher
Vice President / Director
Page 57 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 1
City of Arroyo Grande, California
Consultant/Firm Profile
Overview
Firm Profile
Willdan Financial Services is an operating division within Willdan
Group, Inc. (WGI), which was founded in 1964 as an engineering
firm working with local governments. Today, WGI is a publicly
traded company (WLDN). WGI, through its divisions, provides
professional technical and consulting services that ensure the
quality, value and security of our nation’s infrastructure, systems,
facilities, and environment. The firm has pursued two primary
service objectives since its inception—ensuring the success of its
clients and enhancing its surrounding communities.
A financially stable company, Willdan has approximately 1,500
employees working in more than a dozen states across the U.S.
Our employees include a number of nationally recognized Subject
Matter Experts for all areas related to the broadest definition of
connected communities—six of whom are committed to
contribute their expertise throughout the duration of the City
of Arroyo Grande’s Full Cost Analysis of User, Development
Impact Fee Services, and Cost Allocation Plan engagement.
Willdan has solved economic, engineering and energy challenges
for local communities and delivered industry-leading solutions that
have transformed government and commerce. Today, we are
leading our clients into a future accelerated by change in resources,
infrastructure, technology, regulations, and industry trends.
Willdan Financial Services
Established on June 24, 1988, Willdan Financial Services, is a national firm and is one of the largest public sector economic and financial analysis
consulting firms in the United States. Since that time, we have helped over 800 public agencies successfully address a broad range of infrastruc ture
challenges.
Our staff of nearly 80 full-time employees support our clients by conducting year-round workshops and on-site training to assist them in keeping current
with the latest developments in our areas of expertise.
Willdan assists local public agencies by providing the following services:
Willdan Financial Services
Services
▪ User Fee studies;
▪ Cost Allocation studies;
▪ Utility rate and cost of service studies;
▪ Real estate economic analysis;
▪ Feasibility studies;
▪ Municipal Advisory;
▪ Arbitrage and Continuing Disclosure Services;
▪ Economic development strategic plans;
▪ Development Impact Fee establishment and analysis;
▪ District Administration Services;
▪ Property tax audits;
▪ Tax increment finance district formation and amendment;
▪ Housing development and implementation strategies;
▪ Debt issuance support; and
▪ Long-term financial plans and cash flow modeling.
Page 58 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 2
City of Arroyo Grande, California
Project Personnel
Our management and supervision of the project team is very simple: staff every position
with experienced, capable personnel in sufficient numbers to deliver a superior product to
the City, on time and on budget. With that philosophy in mind, we have selected industry-
leading experienced professionals for this engagement. We are confident that our team
possesses the depth of experience that will successfully fulfill your desired work
performance.
Project Team
City of Arroyo Grande Project Team
Key Team Member Project Role Responsibility to the Engagement
Chris Fisher
Vice President/Director Principal-in-Charge
▪ Ensure client satisfaction, flow of communication, and oversight of the
project
▪ Technical guidance;
▪ Project oversight;
▪ Quality assurance & control; and
▪ Meeting and presentation attendance.
Tony Thrasher
Senior Project Manager
User Fee Study
Project Manager
▪ Task oversight;
▪ Model development;
▪ Produce key elements of the analyses;
▪ Responsible for project deliverables;
▪ Report preparation and evaluation; and
▪ Meeting and presentation attendance.
Priti Patel
Senior Financial Analyst
User Fee Study
Financial Analyst
▪ Collect, interpret, and disseminate key data;
▪ Assistance with model development;
▪ Report preparation; and
▪ Meeting and presentation attendance.
James Edison, JD, MPP
Managing Principal
Development Impact
Fee Study
Project Manager
▪ Ensure client satisfaction, flow of communication, and management of the
project;
▪ Technical guidance;
▪ Project oversight; and
▪ Quality assurance & control.
Carlos Villarreal, MPP
Senior Project Manager
Development Impact
Fee Study
Financial Analyst
▪ Collect, interpret, and disseminate key data;
▪ Model development;
▪ Report preparation; and
▪ Meeting and presentation attendance
Robert Quaid
Principal Consultant Technical Advisor ▪ Third party reviewer; and
▪ Report evaluation.
Resumes
Resumes for Willdan’s project team are presented on the following pages.
The team presented within this
proposal has worked collectively on
numerous projects, such as the one
requested by the City of Arroyo
Grande; an established work practice
between the team members has been
forged, this proven long-standing
system has benefited our clients.
Page 59 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 3
City of Arroyo Grande, California
Education
San Francisco State
University, Bachelor of
Science, Finance
Areas of Expertise
Cost of Service Analyses
Multi-disciplinary Team
Management
Special District Formations
Client Presentations
Proposition 218
Affiliations
California Society of
Municipal Finance Officers
Municipal Management
Association of
Northern California
California Municipal
Treasurers Association
22 Years’ Experience
Education
Bachelor of Science in
Economics; California State
Polytechnic University,
Pomona
Areas of Expertise
Cost Allocation Plans
Fiscal Analysis for User
Fees and Rates
District Administration
Services
Utility Rate Studies
12 Years’ Experience
Chris Fisher
Principal-in-Charge
Mr. Chris Fisher, Vice President/Director of Willdan’s Financial Consulting Services group, will serve as Principal-in-Charge
for the City of Arroyo Grande’s project. He will also share his extensive knowledge related to cost-of-service principles with
members of the project team. Mr. Fisher joined Willdan in April of 1999, and during that time has managed an array of financial
consulting projects for public agencies in California, Arizona, Colorado, Texas, and Florida, coordinating the activities of
resources within Willdan, as well as those from other firms working on these projects. He is one of the firm’s leading experts
for special district financing related to public infrastructure, maintenance, and services, including public safety.
Related Experience
Mr. Fisher was, or is currently serving as, the principal-in-charge for the following select multi-disciplined cost of service fee
studies (Cost Allocation Plan, User Fee Study, and/or Development Impact Fee Study) engagements; this is due to his
extensive experience managing multi-disciplinary teams, his primary responsibilities include planning, overseeing, supporting,
and coordinating the project team, and maintaining client contact and satisfaction through all phases of the studies.
▪ City of Aurora, CA ▪ City of DeSoto, TX
▪ City of Commerce City, CO ▪ City of Compton, CA
▪ City of Cudahy, CA ▪ City of El Monte, CA
▪ City of Fillmore, CA ▪ City of Gilroy, CA
▪ City of Irwindale, CA ▪ City of Laguna Hills, CA
▪ City of Lake Elsinore, CA ▪ City of Lomita, CA
▪ City of Murrieta, CA ▪ City of Petaluma, CA
▪ City of Pittsburg, CA ▪ City of Richmond, CA
▪ City of St. Helena, CA ▪ City of Salinas, CA
▪ City of San Bruno, CA ▪ City of San Fernando, CA
▪ City of San Jacinto, CA ▪ City of Twenty-Nine Palms, CA
▪ County of San Benito, CA ▪ Town of Los Altos Hills, CA
Tony Thrasher
Project Manager – Cost Allocation Plan and User Fee Study
Due to his cost allocation and user fee analyses experience, Mr. Tony Thrasher has been selected to serve as Project Manager
for the City’s User Fee Study and Cost Allocation Plan portion of the engagement. Mr. Thrasher is a Senior Project Manager
within the Financial Consulting Services group, whereby his responsibilities include managing projects and conducting fiscal
analyses for cost allocation plans and user fees.
Related Experience
▪ City of Goleta, CA — Cost Allocation Plan, OMB
Compliant Plan, and Comprehensive User Fee Study
▪ City of Hayward, CA — Cost Allocation Plan and User
Fee Study
▪ City of Richmond, CA — Cost Allocation Plan & User
Fee Study
▪ City of Salinas, CA — Full Cost Allocation Plan and
Comprehensive Fee Study
▪ City of Petaluma, CA — Overhead Cost Allocation Plan
and OMB Circular Plan, User Fee Study, CIP Rate
Analysis, and Hourly Overhead Rate Study
▪ City of Mission Viejo, CA — Cost Allocation Plan and
User Fee Study
▪ City of Chino Hills, CA — Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Palm Desert, CA — Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Irvine, CA — OMB Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Arcadia, CA — Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Bellflower, CA — OMB Cost Allocation Plan and
Comprehensive User Fee Study Update
▪ City of West Hollywood, CA — Cost Allocation Plan
and Comprehensive User Fee Study
▪ City of Cerritos, CA — Development Services User Fee
Study
▪ City of El Monte, CA — Cost Allocation Plan and
Comprehensive User Fee Study
Page 60 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 4
City of Arroyo Grande, California
Education
Bachelor of Arts; Business
Management, Information
Systems and
International Business ,
University of Cincinnati
Areas of Expertise
Cost Allocation Plans
User Fee Studies
Proposition 218
10 Years’ Experience
Education
Bachelor of Science,
University of Southern
California
Areas of Expertise
Fiscal Analysis for User
Fees and Rates
Cost Allocation Plans
35 Years’ Experience
Priti Patel
Financial Analyst – Cost Allocation Plan and User Fee Study
Ms. Priti Patel is a Senior Analyst within the Financial Consulting Services group, whereby she supports project managers in
conducting utility rate analyses, fee studies, cost allocation plans, monitoring Proposition 218 compliance, and forming special
districts. Coordinating and conducting activities associated with Cost Allocation Plans and User Fee Studies, including
database integration and manipulation, revenue and expenditure analyses, and documentation preparation are just some of
Ms. Patel’s duties. With these duties, she interacts with clients on a regular basis.
Ms. Patel joined Willdan as an analyst with the District Administration Group, while with DAS she performed research and
analysis needed for local government financial issues related to district administration, including document dat a entry and
updating, database management, research, and report preparation. She also provided general information on questions
pertaining to Assessment Districts and special taxes (such as Mello-Roos Pools), as well as the status of property
delinquencies.
Related Experience
▪ City of Mission Viejo, CA — Cost Allocation Plan
and User Fee Study
▪ City of Palm Desert, CA — Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Bellflower, CA — OMB Cost Allocation Plan
and Comprehensive User Fee Study Update
▪ City of Irvine, CA — OMB Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Petaluma, CA — Overhead Cost Allocation
Plan and OMB Circular Plan, User Fee Study, CIP
Rate Analysis, and Hourly Overhead Rate Study
▪ City of Indian Wells, CA — User Fee Study
▪ City of Chino Hills, CA — Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Aurora, CO – Cost Allocation Plan and
Comprehensive User Fee Study
▪ City of Tamarac, FL – User Fee Study
▪ City of Mesquite, TX – Cost Allocation Plan
▪ City of Missouri City, TX – Comprehensive User Fee Study
and Cost Allocation Plan
▪ City of DeSoto, TX – User Fee Study
▪ Town of Sunnyvale, TX – User Fee Study
Robert Quaid
Technical Advisor – Cost Allocation Plan and User Fee Study
With his 35 years of extensive experience in public financing, Mr. Robert Quaid has been selected to provide quality
assurance/quality control in the role of technical advisor. In his position as a Principal Consultant at Willdan, Mr. Quaid provides
project management, procedural support, technical support, and quality review for Willdan’s District Adm inistration group, as
well as the Financial Services Consulting group specific to cost allocation plans, user fee studies, and special financial analysis.
Prior to joining Willdan, Mr. Quaid worked in the private industry of real estate accounting and finance. He began his career
with the public accounting firm formerly known as Haskins & Sells (currently known as “Deloitte & Touche”). His experience
includes financial statement analyses, asset administration, computer conversion, and reporting to the Securities and
Exchange Commission for several public real estate partnerships. In 1979, Mr. Quaid became a licensed California CPA.
Related Experience
Mr. Quaid has provided Quality Assurance and Quality Control to multiple clients throughou t California. Provided below are a
few examples of clients in which services have been provided in the previous three years.
▪ City of Arcadia, CA
▪ City of Belmont, CA
▪ City of Cerritos, CA
▪ City of Chino Hills, CA
▪ City of Claremont, CA
▪ City of Coalinga, CA
▪ City of El Cerrito, CA
▪ City of Fillmore, CA
▪ City of Galt, CA
▪ City of Hayward, CA
▪ City of Indian Wells, CA
▪ City of Lynwood, CA
▪ City of Monterey, CA
▪ City of Murrieta, CA
▪ City of Petaluma, CA
▪ City of Richmond, CA
▪ City of Rocklin, CA
▪ City of St. Helena, CA
▪ County of San Benito, CA
▪ City of San Bruno, CA
▪ City of Irvine, CA
▪ City of Salinas, CA
▪ City of Union City, CA
▪ City of Watsonville, CA
▪ City of West Hollywood, CA
▪ City of Yucaipa, CA
Page 61 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 5
City of Arroyo Grande, California
Education
Master of Public Policy,
Richard and Rhoda
Goldman School of Public
Policy, University of
California, Berkeley
Bachelor of Arts,
Geography, University of
California, Los Angeles;
Minor in Public Policy and
Urban Planning
Areas of Expertise
Fiscal Impact Analyses
Development Impact Fees
Public Facilities
Financing Plans
GIS Analysis
16 Years’ Experience
Education
Juris Doctorate, Boalt
Hall School of Law,
University of California,
Berkeley
Master of Public Policy,
Richard and Rhoda
Goldman School of Public
Policy, University of
California, Berkeley
Bachelor of Arts, magna
cum laude, Harvard
University
25 Years’ Experience
James Edison, JD, MPP
Project Manager – Development Impact Fee Study
Mr. James Edison specializes in the nexus between public and private, with expertise in public-private partnerships, and the
benefits of economic development to municipalities and state, provincial, regional, and national governments. He possesses
deep expertise in land use economics, with a specialty in finance and implementation, including fiscal impact and the public
and private financing of infrastructure and development projects, both in the U.S. and internationally.
Mr. Edison’s public-sector experience includes local and regional economic impact studies; fiscal impact evaluations; new
government formation strategies; and the creation of impact fees, assessments, and special taxes to fund infrastructure and
public facilities. As a former bond attorney, Mr. Edison understands the legal underpinnings and technical requirements of
public financing instruments and has advised both public and private clients on the use of individual instruments, and the
interaction between those instruments and the needs of developers and project finance.
Related Experience
▪ City of Pismo Beach, CA – Development Impact
Fee Study
▪ City of Carpinteria, CA - – Development Impact Fee
Study
▪ City of Alameda, CA – Development Impact Fee
Update
▪ City of Oroville, CA – Impact Fee Study Update
▪ City of Santa Clara, CA – Parks Fee Update
▪ County of San Diego, CA – Park Impact Fee
Update
▪ County of Riverside, CA – Comprehensive Impact Fee
Update
▪ City of Morgan Hill, CA – Development Impact Fee Update
▪ City of Murrieta, CA– Development Impact Fee Update
▪ City of Fremont, CA – Comprehensive Impact Fee Update
▪ City of Goose Creek, SC – Development Impact Fee
Study
▪ County of Stanislaus, CA – Impact Fee Study Update
Carlos Villarreal, MPP
Financial Analyst – Development Impact Fee Study
Mr. Carlos Villarreal is proposed to serve in the role of financial analyst for the Development Impact Fee Study due to his
experience documenting nexus findings for development impact fees, preparing capital improvement plans, facilitating
stakeholder involvement, and analyzing the economic impacts of fee programs. He has support ed adoption of fee programs
funding a variety of facility types, including, but not limited to transportation, parks, library, fire, law enforcement and utilities.
Related Experience
▪ City of Pismo Beach, CA – Development Impact Fee
Study
▪ City of Carpinteria, CA - – Development Impact Fee
Study
▪ City of Alameda, CA – Development Impact Fee
Update
▪ City of Oroville, CA – Impact Fee Study Update
▪ County of San Benito, CA – Comprehensive Impact
Fee Study
▪ City of Dublin, CA – Public Facilities Fee Update
▪ County of Riverside, CA – Comprehensive Impact Fee
Update
▪ City of Morgan Hill, CA – Development Impact Fee
Update
▪ City of Murrieta, CA– Development Impact Fee Update
▪ Village of Taos Ski Valley, NM – Impact Fee Study
▪ City of Goose Creek, SC – Development Impact Fee
Study
▪ County of Madera, CA – Development Impact Fee Study
and Capital Improvement Plan
Page 62 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 6
City of Arroyo Grande, California
Experience
Experience and Expertise
Willdan has provided Development Impact Fee, User Fee, and Cost
Allocation Plan services to municipal clients for over 20 years; and has
prepared comprehensive impact fee studies, user fee studies, as well as
cost allocation plans, and OMB compliant cost allocation plans for clients
throughout California, and the United States. Since 1998, we have
developed the expertise to successfully integrate this service into the
Financial Consulting Services group’s primary functions.
Willdan’s Financial Consulting Services staff has assisted well over 100
California government agencies with the development and/or update of
all fee types. Each project has required defensible documentation and
thorough coordination of fee program changes for different agency
departments and stakeholders within the business community. In some
cases, Willdan has been required to negotiate fees with stakeholders and,
on occasion, defend them in meetings and public forums.
We are particularly strong in advising our clients on the advantage s and
disadvantages of different fee schedule structures (citywide versus
multiple-fee districts/zones; more versus fewer land-use categories; etc.)
and methods of fee calculation that are based on the City’s and
stakeholder priorities and applicable regulations that comply with
Proposition 26 and Proposition 218.
Our record of success within the industry provides assurance of the
professionalism and capability we will bring to this engagement. A team
composed of project managers and analysts develop and/or, update user
fee studies, cost allocation plans and development impact fees. Willdan
has extensive experience with the range of fees charged in the region and
the state, and the typical pros, cons, and challenges of each, both in
implementation and management. Willdan will be bring its expertise to the
City’s process of considering financial, practical and policy issues in
deciding on its future fee program.
Firm Distinctiveness
Willdan is the only firm providing these types of consulting services that also have a long history of providing contract sta ff support to public agencies
for the delivery of municipal services. We are uniquely qualified to conduct the City of Arroyo Grande study.
Staff Continuity
Mr. Fisher has been assigned to serve as the City’s representative; he has been selected for
this role due to his extensive experience, which includes the preparation and supervision of
numerous fee studies, as well as his experience presenting to governing bodies, stakeholders,
and industry groups.
Project Dedication
Willdan’s Financial Consulting Services group is composed of a team of over 20 senior -level professional consultants. While each member of the
project team currently has work in progress with other clients, the workload is at a manageable level with sufficient capacit y to meet the needs of the
City specific to the schedule and budget for this engagement.
It is important to note that
Mr. Fisher has been with Willdan for
over 22 years, ensuring the
City of Arroyo Grande of continuity and
dedication in staffing during the
completion of the project.
In the past five years Willdan has conducted
over 200 cost-of-services studies
Page 63 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 7
City of Arroyo Grande, California
Similar Studies
Listed in the table below, is an abbreviated list of the public agencies in which similar services are currently in progress, or have been completed, in
the previous five years by the project team included within this submission.
Similar Studies Experience
Agency Impact Fee Study User Fee Study Cost Allocation Plan
City of Banning, CA ◆ ◆ ◆
City of Bellflower, CA ◆ ◆ ◆
City of Commerce City, CO ◆ ◆
City of Compton, CA ◆ ◆ ◆
City of Cudahy, CA ◆ ◆ ◆
City of El Monte, CA ◆ ◆ ◆
City of Fillmore, CA ◆ ◆ ◆
City of Galt, CA ◆ ◆
City of Gilroy, CA ◆ ◆ ◆
City of Hawthorne, CA ◆ ◆ ◆
City of Hollister, CA ◆ ◆
City of Irwindale, CA ◆ ◆ ◆
City of Laguna Hills, CA ◆ ◆ ◆
City of Lake Elsinore, CA ◆ ◆ ◆
City of Lomita, CA ◆ ◆ ◆
City of Murrieta, CA ◆ ◆ ◆
City of Oroville, CA ◆ ◆
City of Patterson, CA ◆ ◆ ◆
City of Petaluma, CA ◆ ◆ ◆
City of Pittsburg, CA ◆ ◆ ◆
City of Richmond, CA ◆ ◆ ◆
City of Rosemead, CA ◆ ◆ ◆
City of St. Helena, CA ◆ ◆ ◆
City of Salinas, CA ◆ ◆ ◆
City of San Bruno, CA ◆ ◆ ◆
City of San Fernando, CA ◆ ◆ ◆
City of San Jacinto, CA ◆ ◆ ◆
City of San Marcos, CA ◆ ◆
City of Twentynine Palms, CA ◆ ◆ ◆
City of Upland, CA ◆ ◆ ◆
County of San Benito, CA ◆ ◆
Town of Los Altos Hills, CA ◆ ◆ ◆
Page 64 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 8
City of Arroyo Grande, California
Approach
Project Understanding
Willdan Financial Services (“Willdan”) is confident that we can meet the City of Arroyo Grande’s request for services for a Full Cost Analysis of User
(“User Fee Study”), Development Impact Fee Services, and Cost Allocation Plan (“CAP”). The overall objective of this project will be to develop
an updated schedule of User Fees that accounts for the true costs of providing those services, including overhead, and updated
Development Impact Fees that reflect planned facilities and development in the City .
The end products will include user-friendly Excel-based models, which City staff will retain, and which can be easily updated to add or remove services
and/or costs, update budgets in future years, determine the proper allocation of expenditures, and on -going full cost of services provided by the City.
Most importantly, we will ensure that the results and recommendations are clear and understandable, defensible, and easily implementable.
For these studies, we will meet directly with departmental representatives at the City at the beginning of the pr oject, to discuss the approach and
process for the studies. Discussions will include ways to combine tasks and efforts among the cost allocation plan and user fee study components to
maximize efficiencies and ensure adherence to specified timelines.
A key building block of the calculation of updated fees is the development of defensible indirect overhead rates that reflect the cost of support services
provided by the City’s central service departments to the operating groups that provide end -user services to the public and customers of the City.
The completion of a CAP is a key component and first step in the analysis necessary to calculate the
cost of providing services. A well thought out CAP ensures that indirect costs associated with
central overhead services, such as finance or city clerk, are appropriately allocated to
operating departments, and ultimately included as a cost component of fees for services . We
will work collaboratively with City staff to identify the overhead support services that are provided to
operating departments in Arroyo Grande and develop a fair and defensible means of allocating these
costs. Our unique model allows us to provide a CAP that will also be compliant with 2 CFR Part 200
Federal regulations related to cost reimbursement and grant funding, formerly known as OMB A-87
and 2 CFR Part 225 guidelines, which have now been superseded by the Omni Circular. The new
circular did not completely overhaul the guidelines, and the intent is still the same, but it did add new
limitations to consider and incorporate into a compliant CAP.
For the User Fee Study, we will work directly with personnel at the City who provide services and interact directly with residents and customers, to
understand the personnel and procedures involved. By carefully examining these processes, we will be able to identify associated costs such as direct
staff costs (salaries and benefits) and contract staff costs associated with personnel involved in the activities, and appropriate overhead allocations
from both the department and city levels.
For the Development Impact Fee Study, Willdan will review the previous work prior to the kick-off meeting to determine what has changed in terms of
facilities and needs for the fee categories. We will also communicate with the City in advance of the kickoff to determine whether there is any initial
policy direction or guidance on new fees. We will update the demographics and present the City with the facilities list and discuss the current status for
each fee type. We will work with the City to implement an impact fee program that ensures that new development pays its fair share of infrastru cture
while being mindful of the impact of fees on development.
For a successful and effective engagement, it is important to have a thorough understanding of specific City policies and objectives, the structure and
organization of the City, and the relationships between the central and operating departments. We bring years of successful experience working directly
with hundreds of cities throughout California. Willdan possesses the resources, practical experience, creative thinking, and collaborative consulting
skills necessary to complete this important project. Key distinct advantages that Willdan brings to the City include the following:
On-site Data Gathering
Our experience has taught us that working together, via face-to-face discussions, is the most efficient and thorough way to ensure that results are
accurate, and that studies are completed in a timely manner, which again, is critical in this proposed engag ement.
Public Engagement
Our models and project approach are geared toward delivering our work on schedule and presenting our analysis results at public meetings and Council
workshops. While we understand that the City Council and local business community may be generally supportive of increasing fees where necessary,
it will be important to present recommendations to them in a way that clearly demonstrates the rationale and supporting analy sis.
User-friendly Models and Reports
Willdan prides itself on creating user-friendly Excel-based models that the City can retain and conducting
our analysis and developing the models collaboratively with City staff. With City staff’s immediate input
and collaboration, Willdan will design extremely flexible, intuitive Excel-based models. In the future, as the
City assumes new responsibilities, modifies existing processes, and/or eliminates unnecessary services or
programs, the models will be capable of adding or deleting funds, objects, departments, programs, staff
positions, and activities. Willdan understands that issues facing the City are unique; consequently, we design
our models to match your immediate and desired needs to ensure that end-results exceed staff expectations rather than using an inflexible proprietary
software. These models are then the City’s to retain, after our services are completed, and allows for the creation of revenue projecti ons,
highlighting potential new revenues, and levels of subsidy.
Rather than a costly and inflexible
proprietary software, which can
require expensive licensing fees,
Willdan builds models utilizing
Excel, from the ground up,
employing the City’s budget as
the gauge. This model, which is
then the City’s to retain, gives City
Staff the control to make on-the-
fly adjustments and updates.
The models will be
developed to allow the City
to run “what-if” scenarios
to address possible
changes in staffing levels,
working hours, etc.
Page 65 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 9
City of Arroyo Grande, California
Project Methodologies
The following describes our proposed approach, and work plans to the fee study engagement for the City of Arroyo Grande.
Cost Allocation Plan Methodology
The purpose of this cost allocation plan engagement is to ensure that the City of Arroyo Grande is maximizing the recovery of indirect costs from
identified operating departments, as well as enterprise and other chargeable funds and capital projects. Furthermore, a sound cost allocation plan is a
foundational element of a user fee study, and the development of internal hourly rates, including CIP billing rates. We will work closely with staff in
identifying the proper balance of allocation factors appropriate for the City.
To achieve the maximum cost recovery objective, the City must have a method of identifying and distributing administrative costs that is fair,
comprehensive, well documented, and fully defensible. A cost allocation plan coupled with comprehensive overhead rates will enable the City to achieve
this goal.
The allocation models utilize an iterative method which is the most accurate allocation methodology. Unlike a direct or “step-down” methodology, an
iterative method uses the chosen distribution bases and allocates central service costs iteratively until all allocable costs have been distributed.
Using this method, the model can detail the allocation for each central function individually for complete transparency and accountability, while removing
bias that might result from the order in which allocations occur in a step-down approach. A direct methodology is essentially a one-iteration methodology,
while a step-down method is typically only two iterations and is less precise and unable to accurately track the allocations from start to finish.
Approach for Managing the Project
Willdan’s “hands-on” supervision of Cost Allocation Plan studies, include the following methods:
▪ Effective Project Management — Principal-in-Charge Chris Fisher will manage the entire project with an eye toward high responsiveness, while
ensuring that all stakeholders are “on board” with the direction of the project, as well as with the final results. Mr. Fisher will ensure that regular
status updates are provided to City staff, conference calls are scheduled, and that in-person meetings are conducted (as necessary).
▪ Adherence to Time Schedule — Willdan recognizes that the use of “timelines” is highly effective in meeting all required deadlines. To keep the
project on schedule, there are several tasks that must be completed in a timely manner. Therefore, we will present a project timeline at the kick-
off meeting that should be closely followed.
Approach in Communicating with the City
Willdan staff is accustomed to interfacing with local government councils, boards, staff, community organizations, and the public in general in a friendly
and helpful manner; we are always mindful that we represent the public agency.
We are sensitive to the need of delivering a quality product, with the highest level of service and professionalism. Therefore, as the work on the project
progresses, we understand that it will be necessary for our staff t o work closely with you and City personnel. To accomplish this, we employ a variety
of tools, including monitoring project status and budget costs; and ensuring effective communication through several options that are based on the
City’s preferences.
Experience with Development Service Processes
A unique aspect of our firm is our relationship with our Engineering Division. For many agencies throughout California and other Western states, this
division provides contracted services in planning, engineering, and building and safety. When conducting cost recovery studie s, we regularly consult
with our engineering and land-development staff of experts on development-related issues. By working with our planners, engineers, and building
officials, we understand development-related agency service procedures and workflow functions, which often make the entire user fee study process
smoother for your staff.
User Fee Study Methodology
To comprehensively update fees, the City should develop a comprehensive user fee schedule that accurately accounts for the true cost of providing
services. Once the study is complete, the fee study model must be flexible so that the City can add, delete, and revise fees in the future. To meet this
goal, we will bring our expertise and unique perspectives to your fee study by approaching the project with these three principles:
1) Defensibility
Our user fee projects have not been legally challenged since the inception of this practice area in our firm. We have accompl ished this by closely
working with legal counsel familiar with user fee studies, our engineering division and with agency staff. In this way, we ca n tailor the correct approach
to ensure full cost recovery combined with a sound and reasonable basis for each user fee you i mplement.
While Proposition 218 does not directly apply to non-property-related fees, we employ principles from this important constitutional article to make certain
that your user fee and rate schedule is developed with fairness, equity, and proportionate cost recovery principles in mind. With the addition of
Proposition 26, Willdan will review each analyzed user fee for compliance and appropriateness to ensure continued defensibili ty.
2) Project and Staff Time
The City must have a sound and technically defensible fee schedule to ensure costs are appropriately recovered, as applicants approach the City for
its services. Our standards and approaches serve to get to the issues of your fee study quickly.
Starting with the project kick-off, we will make certain that your staff understands the purpose and scope of the study and its corresponding on -site
departmental interview. As Willdan is able to communicate directly with the service providers, this face -to-face interaction provides valuable time
estimates.
Page 66 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 10
City of Arroyo Grande, California
3) Responsiveness
We take great pride in providing responsive service to our client agencies. Frequent communication is critical to a successfu l user fee study experience.
We will provide a list of data requirements in advance of the project kick-off so that the introductory meeting can focus on the survey input process,
answering questions, determining policy goals, and defining next steps in the project. We will follow up weekly with you at e ach step in the fee study
process to make sure that staff “buys in” to the fee study approach and results.
Approach
Our approach to preparing the user fee study and documentation for Arroyo Grande includes:
▪ Close coordination with your staff to devise a consensus approach . Different programs and/or different service delivery methods will necessitate
different approaches. We will discuss specific pros and cons with City staff as we determine which methods work best for each fee category;
▪ Strict adherence to key legal and policy issues with regard to user fees, including the percent of cost recovery that the City seeks to achieve. A
user fee shall not be set higher than the reasonable cost of providing a fee-generating service. Our approach provides you with a fee schedule
that achieves maximum legal cost recovery while ensuring that each fee is supported by technically defensible documentation; and
▪ Technical analysis necessary to ensure State compliance, and to anticipate and resolve potential policy issues using a combin ation of industry
standards as well as City specific methods.
As described below, there are two basic approaches to calculating user fees:
Approach 1: Case Study Method
This is also sometimes referred to as a cost build-up approach. Using a time and materials approach, the “Case Study Method” examines the tasks,
steps and City staff involved in providing a particular ‘unit’ of service, such as a permit review, and then uses that information to develop estimates of
the actual labor and material costs associated with providing a unit of service to a single user. It is often used when a ser vice is provided on a regular
basis, and staff and other costs associated with the service can be segregated from available budget data.
A typical case study fee model should comprise the following three general cost layers:
1) Central Services Overhead: This category may involve such costs as labor, services, and supplies that benefit more than one department, division,
or project. The exact benefits to specific areas are impossible to ascribe to a single activity.
Examples are purchasing, human resources, and liability insurance. As part of the user fee study, these costs are calculated in the overhead cost
review.
2) Department Overhead: This category may include expenses related to such items as office supplies, outside consultants, and membership dues.
It may include management, supervision, and administrative support that are not provided to a direct fee-generating service. Typically, these items are
charged, on an item-by-item basis, directly to the department, division, or project.
3) Personnel Costs: This category refers to direct salary and benefit costs of staff hours spent on providing a fee-generating service (e.g., on-site
building inspector).
Approach 2: Average Cost Method
This is also sometimes referred to as a programmatic approach, because it looks at costs at a pro gram level, and then allocates them to participants
on an occurrence basis. By taking total service costs across a substantial sample period (a year) and dividing by the total number of service units
delivered over that same period, costs per unit of service is estimated. This approach is useful when services or programs are provided in a more
aggregate manner, where it might be difficult to identify a specific sequence of steps associated with one user or participan t; or where it is not feasible
to cost-effectively segregate costs associated with specific activities.
Development Impact Fee Study Methodology
The City desires to update impact fees to ensure a fair and reasonable fee structure, while meeting the requirements of the California Mitigation Fee
Act (California Government Code 66000 to 66025). The resulting fees will fund new development’s share of planned facilities, while not overburdening
development with unnecessary costs. Listed below are the development impact fees that are to be updated by this study.
▪ Traffic Signalization ▪ Transportation Facility Development ▪ Park Improvement ▪ Police Impact
▪ Drainage Facility ▪ Recreation Community Center ▪ Fire Impact ▪ Water Neutralization
Project Objectives
The objective of this project is to establish/update development impact fees pursuant to State law. To accomplish this objective, this study will:
▪ Develop a technically defensible fee justification, based on the reasonable relationship and deferential review standards;
▪ Review and facility standards, capital facilities plans and costs, and development and growth assumptions;
▪ Provide a schedule of maximum-justified fees by land use category; and
▪ Provide comprehensive documentation of assumptions, methodologies, and results, including findings required by the Mitigation Fee Act.
Public Facilities Financing in California
The changing fiscal landscape in California during the past 40 years has steadily undercut the financial capacity of local governments to fund
infrastructure. Four dominant trends stand out:
Page 67 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 11
City of Arroyo Grande, California
1. The passage of a string of tax limitation measures starting with Proposition 13 in 1978 and continuing through the passage of Proposition 218
in 1996;
2. Declining popular support for bond measures to finance infrastructure for the next generation of residents and businesses;
3. Steep reductions in Federal and State assistance; and
4. Permanent shifting by the State of local tax resources to the State General Fund to offset deficit spending brought on by recessions.
Faced with these trends, many cities and counties have had to adopt a policy of "growth pays its own way." This policy shifts the burden of funding
infrastructure expansion from existing rate and taxpayers onto new development. This funding shift has been accomplished primarily through the
imposition of assessments, special taxes, and development impact fees, also known as public facilities fees. Assessments and special taxes require
approval of property owners or registered voters and are appropriate when the funded facilities are directly related to the dev eloping property.
Development impact fees, on the other hand, are an appropriate funding source for facilities that benefit development jurisdiction-wide. Development
fees need only a majority vote of the legislative body for adoption.
Summary of Approach
Willdan’s methodology for calculating public facilities fees is both simple and flexible. Simplicity is important so that the development community and
the public can easily understand the justification for the fee program. At the same time, we use our expertise to reasonably ensure that the program is
technically defensible.
Flexibility is important, so we can tailor our approach to the available data, and the agency’s policy objectives. Our understanding of the technical
standards established by statutes and case law suggests that a range of approaches are technically defensible. Consequently, we can address policy
objectives related to the fee program, such as economic development and affordable housing. Flexibility also enables us to avoid excessive engineering
costs associated with detailed facility planning. We calculate the maximum justifiable impact fee and provide flexibility f or the agency to adopt fees up
to that amount.
Development impact fees are calculated to fund the cost of facilities required to accommodate growth. The four steps followed in an impact fee study
include:
▪ Estimate existing development and future growth: Identify a base year for existing development and a growth forecast that reflects increased
demand for public facilities;
▪ Identify facility standards: Determine the facility standards used to plan for new and expanded facilities;
▪ Determine facilities required to serve new development and their costs: Estimate the total amount and cost of planned facilities, and
identify the share required to accommodate new development; and
▪ Calculate fee schedule: Allocate facilities costs per unit of new development to calculate the public facilities fee schedule.
We discuss key aspects of our approach to each of these steps in the subsections that follow.
Growth Projections
In most cases, we recommend use of long-range market-based projections of new development. By “long-range” we suggest 20 to 30 years to: capture
the total demand often associated with major public facility investments; and support analysis of debt financing, if needed. In contrast to build out
projections, market-based projections provide a more realistic estimate of development across all land uses. Build out projections typically overestimate
commercial and industrial development because of the oversupply of these land uses relative to residential development.
Facility Standards
The key public policy issue in development impact fee studies is the identification of facility standards (second bullet above). Facility stand ards document
a reasonable relationship between new development and the need for new facilities. Standards ensure that new development does not fund deficiencies
associated with existing development.
Our approach recognizes three separate components of facility standards:
1) Demand standards determine the amount of facilities required to accommodate growth. Examples include park acres pe r thousand residents,
square feet of library space per capita, or gallons of water per day. Demand standards may also reflect a level of service su ch as the vehicles-to-
capacity (V/C) ratio used in traffic planning;
2) Design standards determine how a facility should be designed to meet expected demand, for example park improvement requirements and
technology infrastructure for office space. Design standards are typically not explicitly evaluated as part of an impact fee analysis but can have a
significant impact on the cost of facilities. Our approach incorporates current facility design standards into the fee program to reflect th e increasing
construction cost of public facilities; and
3) Cost standards are an alternate method for determining the amount of facilities required to accommodate growth based on facility costs per unit
of demand. Cost standards are useful when demand standards were not explicitly developed for the facility planning process. Cost standards also
enable different types of facilities to be analyzed based on a single measure (cost or value), useful when disparate facilities are funded by a single
fee program. Examples include facility costs per capita, per vehicle trip, or cost per gallon of water per day.
Identifying New Development Facility Needs and Costs
We can take several different approaches to identify facility needs and costs to serve new development. Typically, this is a two-step process: 1) identify
total facility needs; and 2) allocate to new development its fair share of those needs. Total facility needs are often identified through a master facility
planning process that typically takes place concurrent with or prior to conducting the fee study. Engineered facility plans a re particularly important in
the areas of traffic, water, sewer, and storm drain due to the specialized technical analysis required to identify facility needs.
Page 68 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 12
City of Arroyo Grande, California
There are three common methods for determining new development’s fair shar e of planned facilities costs: 1) the existing inventory method; 2) the
planned facilities method; and 3) the system plan method. Often the method selected depends on the degree to which the community has engaged in
comprehensive facility master planning to identify facility needs.
The formula used by each approach and the advantages and disadvantages of each method is summarized as follows:
Existing Inventory Method
The existing inventory method allocates costs based on the ratio of existing facilities to demand from existing devel opment as follows:
Current Value of Existing Facilities = $/unit of demand Existing Development Demand
Under this method new development funds the expansion of facilities at the same standard currently serving existing developme nt. By definition, the
existing inventory method results in no facility deficiencies attributable to existing development. This met hod is often used when a long-range plan for
new facilities is not available. Only the initial facilities to be funded with fees are identified in the fee study. Future facilities to serve growth are identified
through an annual Capital Improvement Plan (CIP) and budget process, possibly after completion of a new facility master plan.
Planned Facilities Method
The planned facilities method allocates costs based on the ratio of planned facility costs to demand from new development as follows:
Cost of Planned Facilities = $/unit of demand New Development Demand
This method is appropriate when specific planned facilities can be identified that only benefit new development. Examples inc lude street improvements
to avoid deficient levels of service or a sewer trunk line extension to a previously undeveloped area. This method is appropriate when planned facilities
would not serve existing development. Under this method new development funds the expansion of facilities at the standards used for the master facility
plan.
System Plan Method
This method calculates the fee based on the ratio of the value of existing facilities plus the cost of planned facilities divided by demand from existing
plus new development:
Value of Existing Facilities + Cost of Planned Facilities = $/unit of demand Existing + New Development Demand
This method is useful when planned facilities need to be analyzed as part of a system that benefits both existing and new dev elopment. It is difficult,
for example, to allocate a new fire station solely to new development when that sta tion will operate as part of an integrated system of fire stations that
work together to achieve the desired level of service. Police substations, civic centers, and regional parks are examples of similar facilities.
The system plan method ensures that new development does not pay for existing deficiencies. Often, facility standards based on policies such as those
found in General Plans are higher than existing facility standards. This method enables the calculation of the existing defic iency required to bring
existing development up to the policy-based standard. The local agency must secure non-fee funding for that portion of planned facilities, required to
correct the deficiency, to ensure that new development receives the level of service funded by the im pact fee.
Calculating the Fee Schedule
At its simplest, the fee schedule uses the cost per unit of demand discussed in the last subsection to generate the fee sched ule. This unit cost is
multiplied by the demand associated with a new development project to calculate the fee for that project. Th e fee schedule uses different demand
measures by land use category to provide a reasonable relationship between the type of development and the amount of the fee. We are familiar with
a wide range of methods for identifying appropriate land use categories and demand measures depending on the particular study.
Related Approach Issues
Funding and Financing Strategies
In our experience, one of the most common problems with impact fee programs and with many CIPs is that the program or plan is not financially
constrained to anticipated revenues. The result is a “wish list” of projects that generate community expectations that often c annot be fulfilled. Our
approach is to integrate the impact fee program into the local agency’s existing CIPs while encouraging tho se plans to be financially constrained to
available resources. We clearly state the cost of correcting existing deficiencies, if any, to document the relationship between the fee program and the
need for additional non-fee funding.
We can also address one of the most significant drawbacks of an impact fee program – the inability to support conventional public debt financing, so
projects can be built before all fee revenues have been received. In collaboration with financial advisors and underwriters, we have developed specific
underwriting criteria so that fees can be used to pay back borrowing if another source of credit exists. Typically, this appr oach involves the use of
Certificates of Participation or revenue bonds that are calibrated so that they can be fully repaid using impact fee revenues.
Economic Development Concerns
The development community often is concerned that fees and other exactions will become too high for development to be financi ally feasible under
current market conditions. Local agencies have several strategies to address this concern, including:
▪ Conducting an analysis of the total burden placed on development, by exactions, to see if feasibility may be compromised by the proposed fees;
Page 69 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 13
City of Arroyo Grande, California
▪ Gathering similar data on the total fee burden imposed by neighboring or competing jurisdictions;
▪ Developing a plan for phasing in the fees over several years to enable the real estate market to adjust;
▪ Providing options for developers to finance impact fees through assessments and other types of financing districts; and
▪ Imposing less than the maximum justified fee.
If less than the maximum justified fee is imposed, we will work with staff to identify alternative revenues sources for the C IP. The CIP should remain
financially feasible to maintain realistic expectations among developers, policymakers, and the public.
Stakeholder Participation
Stakeholder participation throughout the study supports a successful adoption process. Our approach is to create consensus first, around the need for
facilities based on agreed upon facility standards. Second, we seek consensus around a feasible funding strategy for these needs, leading to an
appropriate role for impact fees.
Gaining consensus among various groups requires a balanced discussion of both economic dev elopment and community service objectives. Often,
our approach includes formation of an advisory committee to promote outreach to and input from the development community and other stakeholders.
We have extensive experience facilitating meetings to explain the program and gain input.
Program Implementation
Fee programs require a certain level of administrative support for successful implementation. Our final report will include r ecommendations for
appropriate procedures, such as:
▪ Regularly updating development forecasts;
▪ Regularly updating fees for capital project cost inflation;
▪ Regularly updating capital facility needs based on changing demands;
▪ Developing procedures for developer credits and reimbursements; and
▪ Including an administrative charge in the fee program.
Scope of Work
Our proposed work plans, described in detail by task, are provided below. We explain how each task will be accomplis hed and identify associated
meetings and deliverables. We want to ensure our scope provides quality and clarity and is responsive to the City’s needs and specific local
circumstances. We will work in concert with the City to adjust scopes as needed during the course of the studies.
Full and OMB Compliant Cost Allocation Plan
This proposed scope of services addresses the completion of both the full and OMB compliant versions of the Cost Allocation P lan (CAP). We have
noted where activities specific to the OMB compliant plan occur.
Task 1: Initial Document Request
Objective: Initial due diligence.
Description: Prior to the kick-off call, relevant documentation will be obtained and reviewed in order to enhance our understanding of the City’s
current cost allocation plan and internal structure of the agency. A written request for specific data will be sent to the City. The data
provided in this task will provide the building blocks for later model development.
Our request may include (but is not limited to):
▪ Detailed budget and accounting data;
▪ Data related to various allocation bases that may be
incorporated as part of the methodology, i.e., City Council
agenda frequencies by department, AP/AR transactions by
department, IT equipment distribution by department, etc.;
▪ Prior year’s financial data, salary, position, and
staffing data;
▪ Prior cost allocation plan and/or user fee
documentation and models; and
▪ Organizational structure.
Deliverables: Willdan: Submit information request to City.
City: Provide requested data to Willdan (prior to Task 2, Kick-off Call/Refine Scope). We will follow up with the City to confirm in
writing the data that we have received, or which is still outstanding.
Task 2: Kick-off Conference Call / Refine Scope
Objective: Confirm project goals and objectives. Identify and discuss policy issues related to the study and determine appropriate fee
categories.
Description: Willdan will identify and discuss policy issues typically raised in conjunction with these studies and address data gaps in order to
gain a full understanding of the City’s goals for the cost allocation plan. We will establish effective lines of communicatio n and
processes for information gathering and review. We will also discuss costs that may not be allocable for OMB purposes, and the
potential impact on the OMB version of the CAP.
Page 70 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 14
City of Arroyo Grande, California
During this call, we will ask that the City assign a project manager to serve as its primary contact. The selected City project manager
will ensure that available data is provided to Willdan in a timely manner, thereby maintaining adherence to the project’s schedule.
We will obtain and review the current cost allocation methodology and discuss with City staff. The objective of this review is to
determine specific areas of focus as they relate to the City’s objectives, and to discuss and evaluate current and potential allocation
factors.
Meetings: One (1) project kick-off conference call to initiate the project, discuss data needs and methodologies and to address policy issues.
We would propose to conduct the user fee study kick-off during this same call, to maximize efficiency and cost effectiveness of
staff and Willdan time.
Deliverables: Willdan: If needed, a revised project scope and schedule.
City: Provide further data requirements and select / introduce City’s project manager.
Task 3: Gather Staffing Information and Develop Cost Allocation Plan Model
Description: This task involves the gathering of specific information, directly from City staff, through interviews and discussion, related to the
functions served by indirect staff and the departments served by their activities. This task also focuses on the development of,
and/or adjustment of existing, allocation bases, and the development and testing of a model that will ultimately be used to calculate
the proper cost allocations derived from data gathered in prior tasks.
The model will be developed to incorporate any recent changes in the provision of City services, identify the total cost of providing
indirect overhead support services, fully allocate central service costs to operating groups such as Development Services, an d will
include provision for appropriate inflationary adjustments going forward.
The model will also be developed to allocate only those costs eligible under 2 CFR Part 200. This is accomplished by loading
relevant data into the model, identifying which costs are not allocable under the OMB guidelines. The OMB Super Circular compliant
model is valuable as the City may receive Federal or State grant funding that mandates compliance with Federal OMB regulations.
The model will include flexibility to add or delete support service and/or operating groups as changes occur and also the abi lity to
adjust the model and the results annually for inflation, salary, and benefit increases, as well as contract rates.
We will utilize budget and organizational information, and other required information gathered from City staff to complete th e work
in this task. Specific discussions will be held to discuss allocation bases, services provided by indirect groups, how central overhead
services are provided to and utilized by other departments, cost categories and allocation criteria, and how these will factor into the
overall cost allocation methodology.
The model and methodology will produce indirect cost rates and overhead percentages. These rates will be used to develop the
full hourly cost of City Staff and will be suitable for a variety of uses, including incorporation into the User Fee Study’s fully burdened
personnel rates, billing to CIP projects, and in the OMB Super Circular compliant CAP, to Federal grants.
Meetings: Online meetings with staff to understand structure and operations as model and allocation bases are developed. Key staff will be
interviewed to best understand central overhead staffing and functions and the departments served.
Deliverables: Willdan: One (1) user-friendly model in Microsoft Excel format that provides both a full cost allocation plan and an OMB Super
Circular compliant cost allocation plan.
Task 4: Test and Review Cost Allocation Methodology
Objective: Test and review model and results with City.
Description: The draft cost allocation plan model will be reviewed with City staff, and adjusted as necessary, to ensure that preliminary allocations
provide an accurate depiction of how the central overhead costs should be borne by the operating programs and funds.
Over the past several years, we have successfully integrated online meetings by using WebEx™ as an element to our approach.
This allows us to remotely guide staff through the model review and allows you the opportunity to interactively change inputs and
test approaches.
Meetings: One (1) online meeting and demonstration with City Staff to review the model.
Deliverables: Willdan and City: Draft cost allocation plan model review.
Task 5: Prepare and Present Draft Report
Objective: Prepare the draft cost allocation report.
Description: This task involves the draft report preparation. The cost allocation plan’s background, model methodologies, and results will be
discussed; calculations and supporting data will be presented textually and in easily understood tables and provided to the City.
Meetings: One (1) online meeting to present the draft report to City Staff.
Deliverables: Willdan: Draft report for City review and input.
City: Review of draft report, with comments, and edits.
Page 71 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 15
City of Arroyo Grande, California
Task 6: Discuss and Revise Report
Objective: Review of draft report, cost distribution methods, and model.
Description: An in-depth review of the draft report and model will be conducted to arrive at an optimum allocation method for each expenditure
type. Often, through the course of an engagement, comments usually revolve around issues of understandability; appropriate le vels
of enterprise funds’ cost recovery, etc.; ease of calculation; and overhead costs’ distribution methods.
Our reports are structured to include both the full and OMB compliant plan, but in the course of review if a separate report is desired
for each or just one of the plans, they will be split.
Following a round of comments from City staff concerning the draft report, the final report will be prepared for presentation to the
Council.
Meetings: One (1) conference call with City staff to review the report with changes and revisions.
Deliverables: Draft report, and revised draft/final report.
Task 7: Prepare and Present Final Report and Model
Objective: Prepare and present the final report to City Council. Educate City staff on the operation and use of the model for future modifications.
Description: This task is the culmination of the cost allocation plan project. Based on staff comments on the draft report, Willdan will prepare the
final report for presentation to Finance Director, City Manager, City Staff and City Council.
Meetings: One (1) meeting with City Staff and City Council to present the final plan. This meeting would be held in conjunction with th e
presentation of the user fee study results.
We will also provide staff instruction on the operation and use of the model.
Deliverables: Willdan: Provide one (1) electronic PDF file copy of the final report, on USB, and models and five (5) bound copies to the City.
Using Microsoft Word and Excel, an updateable electronic copy of the study and models, as well as related schedules, will also be
provided on CD/ROM.
Comprehensive Citywide User Fee Study
Task 1: Initial Document Request
Objective: Initial due diligence; obtain study-related data.
Description: Prior to the kick-off meeting, we will obtain and review relevant documentation to further enhance our understanding of the services,
fees, and rates to be studied. A written request for data will be sent to the City. Please note that Time Survey data is not part of this
request and will be gathered during the on-site interviews described in Task 5.
We will request information and documentation on current fees and fee programs, activity levels, and budget and staffing information
(to the extent not already available) related specifically to programs and activities which have associated fees, and for which the
City has this level of detail.
Deliverables: Willdan: Submit information request to City.
City: Provide requested data to Willdan (prior to Task 3, Kick-off Meeting/Refine Scope). As with the cost allocation plan, we will
follow up with the City to confirm receipt of requested data and information and highlight data elements that are outstanding.
Task 2: Compile Inventory of Current and Potential Fees
Objective: Willdan will identify a schedule of fees and methodology for calculating the fees.
Description: Based on the results of the initial document request and independent research, incorporate into our model the existing fees,
provided by the City, to comprise the parameters of the fee study.
Meetings: It is possible that a conference call with the City may be necessary to discuss new fees to implement or existing fees that may no
longer be required.
Deliverables: Willdan: One (1) draft list of current fees based on initial data provided (to be discussed and finalized during the kick-off call).
City: Review completed fee schedule with comments/revisions to be discussed during the kick-off meeting.
Task 3: Kick-off Conference Call / Refine Scope
Objective: Confirm goals and objectives for the User Fee Study. Identify and resolve policy issues typically raised by a User Fee Study,
address gaps in data, and refine appropriate existing or new fee categories (based on Task 2).
Description: Verify our understanding of the City’s goals, the City’s cost-recovery policy for user fees, and to fill any gaps in data/information
necessary for the project. It is important for the City and Willdan to identify and address any foreseeable problems and main tain
open communication throughout the process.
During this call, we will ask that the City identify a project manager who will serve as the primary contact for the project. The project
manager shall have responsibility for ensuring that all available data is provided in a timely manner, thereby maintaining ad herence
to the project’s schedule.
Page 72 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 16
City of Arroyo Grande, California
Meetings: One (1) project kick-off call to initiate the entire project, discuss data needs, and address policy issues. This will be held in
conjunction with the kick-off for the cost allocation plan. As mentioned in the cost allocation plan work plan, we suggest combining
the kick-off calls to increase efficiency.
Deliverables: Willdan: 1) Revised project scope and schedule (if needed); and 2) brief summary of policy decisions (if needed).
City: 1) Provide further data needs; and 2) determine/introduce City’s project manager.
Task 4: Develop User Fee Model
Objective: Develop and test model.
Description: This task involves the development of the model ultimately used to calculate the fees, based on data and information gathered in
previous tasks and in the Time Survey Interviews described in Task 5. To ensure that City policies are met through the imposition
of the calculated fees, the model will be formatted to include appropriate costs.
Key model inputs will include staff and allocated overhead costs per position, and relevant budget data on salaries and benefits.
Most of this information will be developed during the cost allocation plan phase of this project and will be incorporated dir ectly into
the user fee model. We will request clarification and/or additional data if necessary.
The model will build upon the cost allocation plan results, to provide an allocation of administrative and overhead costs to fee
related activities and departments providing services to customers, so that fees and billable rate schedules incorporate applicable
costs. Furthermore, the fees and rates charged to customers will also reflect the cost of the services being provided, to the extent
possible given policy and/or political considerations.
Deliverables: Willdan: One (1) user-friendly model in Microsoft Excel format, which, when finalized, City staff can use to calculate fee changes
annually, or as often as deemed appropriate by the City Council.
Task 5: Time Survey Interviews and Information Gathering
Objective: Meet with City staff to complete Time Surveys and understand service delivery processes.
Description: In order to assist staff with the completion of the survey worksheets, we will schedule one and a half (1.5) days of meetings with
staff; however, the number of meetings needed may vary depending on the number of staff involved.
The Willdan Team will conduct interviews with supervisors/managers, as well as other staff, as deemed appropriate and/or
necessary, from each organization involved in the user fee study to determine the average time required by City staff to provide
each of the services for which a fee is collected.
The fee model is designed so that full cost recovery fees are calculated immediately upon input of staff time. These full costs are
also compared to current cost recovery levels. This will allow Willdan and City staff to conclude with a final meeting to rev iew the
draft full cost recovery fees and adjust any times as necessary once all information has been compiled and input into the fee model.
We will schedule the interviews with staff to minimize any disruption to their normal workflow.
Meetings: One and a half business days of meetings/staff interviews. In light of ongoing public health mandates associated with COVID-19,
we will discuss with the City whether these meetings need to be conducted via WebEx or Zoom. We have been using these tools
during the course of the shutdowns and they have proven effective and successful.
Deliverables: Willdan and City: Time surveys and draft full cost recovery fees.
Task 6: Common Fees Comparison
Objective: Examine selected user fees charged by up to five (5) comparable cities in San Luis Obispo County, or jurisdictions that are similar
to the City of Arroyo Grande.
Description: We will access and use our knowledge of other jurisdictions to benchmark the City’s five (5) most common fees or highest yielding
fees with comparable jurisdictions agreed.
Fee schedules are rarely readily or directly comparable from agency to agency due to definitional and operational differences. For
example, a grading permit in one jurisdiction may include the plan check service, while the same permit in another jurisdiction may
not, resulting in similar sounding services with widely varying costs. For this reason, Willdan takes a selection of the City’s most
commonly used and/or highest yielding fees.
The survey will contain the following, a comparison of common or similar fees and charges used by the City and other jurisdictions;
current and proposed fees and charges unique to the City of Arroyo Grande; fees and charges used by other public entities not
currently used in the City; and If possible, identify characteristics and processes unique to the City that account for signi ficant
variances in fees and charges used by other jurisdictions.
Deliverables: Willdan: Recommendations provided in Task 8 will incorporate the data gathered during our examination.
Task 7: Data Analysis and Final User Fee Schedule
Objective: Incorporate information obtained from on-site surveys to fully develop model.
Description: We will update the model, based on information received during the on -site surveys, to generate a comprehensive user fee
schedule. In addition, it is very common that a supplemental data request may be necessary, based on new fees identified that the
City is not currently collecting.
Page 73 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 17
City of Arroyo Grande, California
Where appropriate, we will suggest and discuss with staff alternate approaches to existing fee programs (i.e., building fees) and
suggest potential areas where fees could be collected where they are not currently. We will present the full cost recovery level for
fees, both current and projected under the new calculated fees, and revenue projections, given certain assumptions about the
levels of subsidy for different fees. Current levels of cost recovery will be compared to actual full costs calculated during the course
of this study. Cost will be calculated at reasonable activity levels and include all appropriate direct and indirect costs and overhead.
We will review fee programs for compliance with Propositions 218 and 26 in developing the fee schedule, we will make
recommendations for new fees where appropriate, based on our experience with other cities. Some areas for new fees may be due
to changes in law (legalized cannabis), or for activities that the City finds itself performing regularly, but for which no fee is collected.
Where possible, we will incorporate discussion of the City’s economic development policies, and where these may intersect wit h
fee programs, for instance setting fees in a manner that encourages certain activities.
The model will include provision for inflationary adjustments for appropriate costs, i.e., personnel and/or contractor rates associated
with fee-based activities.
We will also evaluate deposit-based fees for recommended improvements, deposit levels, or other suitable structures.
The user fee data analysis and model development may take three (3) to four (4) weeks with frequent correspondence with City
staff to discuss current cost recovery amounts, necessary to recover full cost and frequency activity.
Meetings: One (1) meeting, as necessary, to gather additional input, complete analysis and finalize fee schedule. Please see the note in Task
5 regarding in-person meetings.
Deliverables: Final user fee model for City Council presentation and discussion.
Task 8: Prepare and Present Draft Report
Objective: Prepare draft report.
Description: This task involves the preparation of the draft report that discusses the study’s background, the methodologies utilized in the study,
and the results and presentation to various stakeholder groups. As noted below, meetings may occur during this or the next ta sk
as appropriate. The calculations used to generate the user fee study will be included textually, as well as in easy to understand
tables. Individual fee summaries by department and a comprehensive fee schedule will be included. The draft report will inclu de
the following:
▪ Key results and findings;
▪ Basic descriptions of each service;
▪ Projections of potential fee revenue;
▪ Costs broken down graphically into indirect and direct
components, with a graphic display of the level of cost
recovery;
▪ Fee recommendations with associate levels of cost
recovery;
▪ The full cost of each service and current cost recovery levels;
▪ Assessment of reasonableness of each City’s costs;
▪ Review of reasonableness of current consultant cost structure (for
Building Division services);
▪ As appropriate, recommend alternative methodologies for building
permit fee calculation; and
▪ Summary and recommendations.
The objective of the report is to communicate the recommendation of appropriate fees, which include the appropriate subsidy
percentage for those fees where full cost recovery may be unrealistic.
Meetings: One (1) conference call with City staff, to present draft results address questions and receive feedback.
Deliverables: Willdan: Draft report for City review and comment.
City: Review of draft report, with comments and edits.
Task 9: Revise Draft Report/Determine Cost Recovery Levels for Recommended Adoption
Objective: Review of draft report and fee model.
Description: The goal of this task is to conduct an in-depth review of the draft report and model, incorporate feedback and changes as a result
of previous discussions, and arrive at an optimum fee structure. Often through the course of an engagement, City staff will volunteer
insightful likes and dislikes regarding the existing fee structure. We listen to this feedback carefully because your staff members
know the community best. Comments usually revolve around issues of:
▪ Understandability;
▪ Fairness to applicants;
▪ Ease of calculation;
▪ Appropriate levels of cost recovery; and
▪ Full cost recovery hourly rates.
When adjusting fee recovery levels, we believe it is important to address these concerns.
Following one (1) round of comments and feedback from City staff on the draft report, we will prepare the final report for presentation
to the City Council.
Meetings: One (1) online demonstration (WebEx) to review the report and model, with any revisions.
Deliverables: Draft report, revised draft /final report.
Task 10: Prepare and Present Final Report/Instruct Staff on Model
Objective: Prepare and present final report to City Council. Instruct staff on the operation and use of the model for future modifications.
Page 74 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 18
City of Arroyo Grande, California
Description: This task is the culmination of the entire project. Based on staff comments received regarding the draft report, we will prepare the
final report for presentation.
Meetings: One (1) meeting with the City Council to present the results and adopt the updated fee schedule. One (1) meeting with City Staff
to present findings, explain the approach and address questions. We will also provide staff instruction on the operation and use of
the model on the same day, during regular business hours.
Deliverables: Provide one (1) electronic PDF file copy of the final report, on USB, and models and five (5) bound copies to the City. Using
Microsoft Word and Excel, an updateable electronic copy of the study and models, as well as related schedules, will also be
provided on CD/ROM.
Development Impact Fee Study
Willdan will work with the City to update its impact fees consistent with the Mitigation Fee Act and other relevant laws. Willdan. We want to ensure that
our scope of services is responsive to the City’s needs and specific local circumstances. We will work with the City to revise our proposed scope based
on input prior to approval of a contract, and as needed during the course of the study. The fee categories to be updated are as follows:
▪ Traffic Signalization ▪ Transportation Facility Development ▪ Park Improvement ▪ Police Impact
▪ Drainage Facility ▪ Recreation Community Center ▪ Fire Impact ▪ Water Neutralization
Task 1: Identify and Resolve Policy Issues
Objective: Identify and resolve policy issues raised by the study.
Description: Review agency documents related to existing capital planning policies and funding programs including existing impact fees. Br ing
policy issues to City staff’s attention, as appropriate, during the project and seek guidance prior to proceed ing. Potential policy
issues include:
▪ Potential new impact fees for consideration
▪ Adequacy of General Plan and other public facility
planning policies (e.g., level of service standards);
impact fee ordinances and resolutions, and prior
nexus studies;
▪ Availability of existing public facility master plans and
CIPs to identify needed facilities;
▪ Types of facilities to be funded by each fee;
▪ Land use categories for imposition of fees;
▪ Nexus approach to allocating cost burden among
land uses, including need for separate fee zones;
▪ Nexus approach to determining facility standards;
▪ Potential alternative funding sources, if needed;
▪ Funding existing deficiencies, if identified;
▪ Implementation concerns and strategies; and
▪ Compliance with recently implemented AB 602 including:
o Residential fee calculation basis (building square feet,
bedrooms, or dwelling units);
o Inclusion of capital improvement program;
o Evaluation of assumptions from prior fee study; and
o Evaluation of fee revenue collected to date.
Deliverables: (1) Information requests; (2) revised project scope and schedule (if needed); and (3) brief summary of policy decisions (if n eeded).
Task 2: Identify Existing Development and Future Growth
Objective: (1) Identify estimates of existing levels of development; and (2) identify a projection of future growth consistent with current planning
policy.
Description: Identify base year for estimating existing levels of development and for calculating facility standards based on exis ting facility
inventories (see Task 3). Include entitled development that would be exempt from fee program.
Consult with City staff to identify growth projections to a defined long-range planning horizon (10 to 30 years). Projections provide
a basis for determining the facilities needed to accommodate growth (see Task 4). Consider projections from regional metropolitan
planning agencies and other available sources - City staff to provide estimates and projections by zone if needed.
Develop approach for converting land use data to measure of facility demand. For example, identify population and employment
density factors to convert population and employment estimates to dwelling units and building square footage. Select appropri ate
approach for each impact fee based on:
▪ Available local data on facility demand by land use category;
▪ Approaches used by other agencies; and
▪ Support for other agency policy objectives.
Changes to estimates and projections during subsequent tasks could cause unanticipated effort and require an amendment to the
scope of services and budget. Obtain approval of estimates and projections from City staff prior to proceeding.
Task 3: Determine Facility Standards
Note: Conduct Tasks 3, 4, and 5 separately for each intended facility and fee type. Conduct tasks concurrently because of the effect of
facility standards (Task 3), facility needs (Task 4), and alternative funding (Task 5) on the fee calculation.
Objective: Determine standards to identify facilities required to accommodate growth.
Page 75 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 19
City of Arroyo Grande, California
Description: Identify and evaluate possible facility standards depending upon the facility type, current facility inventory data, and available facility
planning documents. Consider use of: (1) adopted policy standards (e.g., General Plan, master facility plans); (2) standards derived
from existing facility inventories; or (3) standards derived from a list of planned facility projects. City staff to provide policies,
inventories, and project lists.
Task 4: Determine Facilities Needs and Costs
Objective: Identify the type, amount and cost of facilities required to accommodate growth and correct deficiencies, if any.
Description: Quantify total planned facilities based on growth projection from Task 2 and facility standards from Task 3. Express planned facilities
in general quantities such as acres of parkland, or as a specific list of capital projects from a master facility plan.
Location of planned facilities may or may not be specified. If only a general description of planned facilities is available through the
planning horizon, City staff to provide a list of specific capital projects for use of fee revenues during the short term (e.g., five years).
Distinguish between: (1) facilities needed to serve growth (that can be funded by impact fees); and (2) facilities needed to correct
existing deficiencies (that cannot be funded by impact fees). Use one of three cost allocation methods (existing inventory, s ystem
plan, or planned facilities).
Gather planning-level data on new facilities costs based on lump sum project cost estimates, or unit costs and project quantities
(acres, building square feet, lane miles, etc.). Consider recent City experience, local market data such as land transactions , and
consultant team experience from prior projects. Inflate older cost estimates to base year using appropriate cost indices.
The revised facility costs will form the basis of the capital improvement program needed for compliance with AB 602.
This scope of work does not include additional eng ineering analysis to identify total facility needs, existing deficiencies,
or cost estimates.
Task 5: Identify Funding and Financing Alternatives
Objective: Determine the extent of alternative (non-fee) funding available for new facilities.
Description: If impact fees are going to only partially fund a capital project, the Mitigation Fee Act requires the agency report on the anticipated
source and timing of the additional funding every five years. There are two types of alternative funding sources that we will identify:
1. Funding from non-impact fee sources to correct existing deficiencies; and
2. Funding from new development other than impact fees that must be credited against new development’s impact fee
contributions, possibly including taxes paid to finance facilities.
Identify anticipated alternative funding based on information from City staff or note that funds are still to be identified b ased on a
list of probable funding alternatives. If fees will fund debt service include financing costs in the total cost of facilities.
Assume facilities to be funded predominantly on a pay-as-you-go basis. Scope does not include a cash flow analysis to analyze
effect of timing of fee revenues on financing costs.
Task 6: Comparison
Objective: Provide a comparison of the current and proposed impact fees to those of comparable/surrounding jurisdictions.
Description: Willdan will compare a total of four comparable jurisdictions to be selected by the City.
Typically, Willdan prepares an analysis of fees charged to a series of prototype developments (such as residential, retail, etc.) in
order to provide an “apples to apples” comparison, but the exact methodology will be set in consultation with the City. This
comparison will be limited to four other jurisdictions.
Task 7: Calculate Fees and Prepare Report
Objective: Provide technically defensible fee report that comprehensively documents project assumptions, methodologies, and results.
Description: Generate fee schedule to apportion facility costs to individual development projects. Use facility costs per unit of demand multiplied
by demand by land use category based on data developed in prior tasks.
Prepare draft report tables for City staff to review that document each step of the analysis, including schedule of maximum justified
fees by facility type land use category.
Following one (1) round of comments from City staff on the quantitative analysis and fee schedules, prepare administrative dr aft
report. Following one (1) round of comments on administrative draft, prepare public draft for presentation to interested parties, the
public and elected officials. Prepare final report, if necessary, based on one (1) round of comments received on the public d raft
report. If requested, post report on our website for public access. Fees will be calculated for residential land uses in compliance
with AB 602.
Provide legal counsel with copies of fee resolutions and ordinances used by other jurisdictions.
Deliverables: If necessary, we will provide up to five (5) bound copies of the draft report, one (1) unbound copy, one Microsoft Word copy; and
up to five (5) bound copies of the final report, one (1) unbound copy, and one Microsoft Word copy.
Page 76 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 20
City of Arroyo Grande, California
Task 8: Meetings
Objective: The project manager or other necessary Willdan staff will attend project meetings. A member of the Impact Fee project team will
attend up to four meetings throughout the study of the City’s engagement. Phone conferences are not considered meetings for the
purposes of this scope.
Optional: Optional stakeholder and Council meetings may be requested by the City. Attendance at additional on-site meetings or
presentations will be $2,000 per meeting; attendance at additional remote meetings or presentations will be $1,000 per meeting.
City Staff Support
To complete our tasks, we will need the cooperation of City staff. We suggest that the City of Arroyo Grande assign a key ind ividual to represent the
City as the project manager who can function as our primary contact. We anticipate that the City’s project manager will:
1) Coordinate responses to requests for information;
2) Coordinate review of work products; and
3) Help resolve policy issues.
Willdan will endeavor to minimize the impact on City staff in the completion of this project. We will ask for responses to initial information requests in a
timely manner.
Project Schedules
The schedules presented below are reasonable based on our experience, and we will work with City Staff to fine tune based on initial discussions. The
schedules can only be met with the cooperation of City staff. Delays in responding to our requests for data and review will r esult in corresponding
delays to the project schedule. If that is the case, we will notify the City immediately of the possible impact on the schedule.
Full & OMB Compliant Cost Allocation Plan
Scope of Services 6 13 20 27 4 11 18 25 1 8 15 22 29
Task 1: Initial Document Request z1
Task 2: Kick-off / Refine Scope (conference call)
Task 3: Gather Staffing Information and Develop Model (conference call)z3
Task 4: Test and Review Cost Allocation Methodology (conference call)z4
Task 5: Prepare and Present Draft Report (meeting)z5
Task 6: Discuss and Revise Report (conference call)z6
Task 7: Prepare and Present Final Report/Instruct Staff on Model (meeting)z7
Deliverables:
z 1: Information Request z 5: Draft Report
z 2: Revised Project Scope and Schedule (if needed) z 6: Revised Draft Report/Final Report
z 3: User-friendly Model in Microsoft Excel z 7: Final Report – Hard and Electronic Copies
z 4: Draft Cost Allocation Plan Model Review
City of Arroyo Grande
Full Cost Allocation Plan
Project Schedule
June July August
Page 77 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 21
City of Arroyo Grande, California
Comprehensive Citywide User Fee Study
Development Impact Fee Study
Scope of Services 6 13 20 27 4 11 18 25 1 8 15 22 29 5 12 19 26 3 10 17 24 31
Task 1: Initial Document Request z1
Task 2: Compile Inventory of Current and Potential Fees z2
Task 3: Kick-off / Refine Scope (web meeting/conference call)z3
Task 4: Develop User Fee Model z4
Task 5: Time Survey Interviews and Information Gathering (web meetings)z5
Task 6: Common Fees Comparison z6
Task 7: Data Analysis and Final User Fee Schedule (Web mtgs/conf calls)z7
Task 8: Prepare and Present Draft Report (conference call)z8
Task 9: Revise Draft Report/Determine Cost Recovery Levels (conference call)z9
Task 10: Prepare and Present Final Report/Instruct Staff on Model (web meeting)
Deliverables:
z 1: Information Request z 6: Common Fee Comparison
z 2: Draft List of Current Fees z 7: Draft Fee and Rate Model Review
z 3: Revised Project Scope and Schedule (if needed) z 8: Draft Report
z 4: User-friendly Model in Microsoft Excel z 9: Revised Draft Report/Final Report
z 5: Time Surveys and Draft Full Cost Recovery Fees z 10: Final Report – Hard and Electronic Copies
z10
City of Arroyo Grande
Comprehensive User Fee Study
Project Schedule
June July August September October
Scope of Services 6 13 20 27 4 11 18 25 1 8 15 22 29 5 12 19 26 3 10 17 24 31 7 14 21 28
Task 1: Identify and Resolve Policy Issues z1
Task 2: Identify Existing Development and Future Growth z2
Task 3: Determine Facility Standards z3
Task 4: Determine Facilities Needs and Costs z4
Task 5: Identify Funding and Financing Alternatives
Task 6: Comparison
Task 7: Calculate Fees and Prepare Report z6
Task 8: Meetings z7
Deliverables:
z1: Information Request, Meeting Agenda, Revised Schedule, Summary of Policy Decisions
z2: Development Growth Projections (table format)z 5: Fee Comparison
z3: Project List z 6: Draft Fee Tables & Text
z4: Cost Estimates for Identified Facilities z 7: Administrative/Public Draft Report(s), Final Nexus Report, Slide Presentation
City of Arroyo Grande
Development Impact Fee Study
Project Schedule
June July August September October November
Page 78 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 22
City of Arroyo Grande, California
References
Below are recent project descriptions, including client contact information, that are similar in nature to those requested by the City of Arroyo Grande
engagement.
Combined Study
City of El Monte, CA
Full & OMB Compliant Cost Allocation Plan, Comprehensive User Fee Study and Development Impact
Fee Study
Willdan completed a full cost allocation plan, OMB compliant cost allocation plan, comprehensive user fee study, along with a development impact
fee study for the City of El Monte. The Willdan team worked with City staff to gather the necessary data to develop the cost allocation model. Our
primary objective for the cost allocation study update was to ensure that general government costs are fairly and equitably allocated to appropriate
programs and funds, based on tailored and well thought out allocation factors. The Cost Allocation Plan was also created to develop OMB compliant
overhead allocations and indirect rates.
Willdan reviewed and analyzed existing user fee programs, and based upon con versations with staff, made suggestions, as necessary, for fees
that may need to be added to the City’s fee schedule for which fees were not currently being charged. We developed a cost -of-service analysis
and model that updated existing fees and incorporated new fees and used it to create an updated comprehensive fee schedule.
Willdan also prepared a facility rental fee analysis and filming fee study for the City.
Client Contact: Mr. Steven Wright, Consultant
11333 Valley Boulevard, El Monte, CA 91731
Tel #: (626) 826-4695 | Email: swright@interwestgrp.com
User Fee Study
City of Pomona, CA
Master Fee Schedule Update and Development Impact Fee Review
In 2020, Willdan was selected to prepare a Master Fee Schedule Update and Development Impact Fee Review for the City of Pomona. This project
also included the establishment of a User Fee Cost Recovery Policy.
The user fee study portion of this engagement involved the development of a cost allocation plan and a review of existing user fee programs.
Based upon conversations with staff, recommendations were provided for fees that should be added to the City’s fee schedule t hat were not
currently being charged. A cost-of-service analysis and model was developed that updated existing fees, as well as incorporated new ones, which
was used to create an updated comprehensive fee schedule. Fees were successfully implemented in early 2021.
The impact fee study centered upon the review and update of the following fee categories: roadway facilities and traffic signals; storm drainage;
public safety (fire and police); potable and recycled water; parks and recreation; and sewer. The community was particularly focused on updating
the City’s park impact fees, which had not been updated since the late 1980s and did not adequately mitigate the demands of n ew development
for parks. Willdan prepared the study and presented the results at several City Council workshops prior to a public hearing where the program was
adopted in July 2021.
Client Contact: Mr. Andrew Mowbray, Finance Director
505 South Garey Avenue, Pomona, CA 91766
Tel #: (909) 620-2353 | Email: andrew_mowbray@ci.pomona.ca.us
Development Impact Fee
City of Pismo Beach, CA
Development Impact Fee Study
Willdan assisted the City of Pismo Beach with an update to their impact fee program. The program included the following facilities: police, fire
protection, park and recreation improvements, water system improvements, wastewater, traffic , and general government/administrative facilities.
This project was warranted due to the amount of time that had elapsed since the prior update, coupled with the adoption of new and revised public
facility master plans that complemented the updated impact fees.
Prior to fee program adoption, Willdan held a stakeholder meeting to inform the public about the pro ject, and to solicit feedback from the
development community.
Client Contact: Ms. Nadia Feeser, Administrative Services Director
760 Mattie Road, Pismo Beach, CA 93449
Tel #: (805) 773-7010 | Email: nfeeser@pismobeach.org
Page 79 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 23
City of Arroyo Grande, California
Pricing
Not to Exceed Fee
Willdan Financial Services (“Willdan”) proposes a not-to-exceed fixed fee of $79,500 for the Full Cost Allocation Plan, Comprehensive Citywide User
Fee Study and Development Impact Fee Study engagement.
Full and OMB Compliant Cost Allocation Plan
Willdan Financial Services proposes a not-to-exceed fixed fee of $9,805 for the Cost Allocation Plan.
Comprehensive Citywide User Fee Study
Willdan Financial Services proposes a not-to-exceed fixed fee of $23,845 for the Comprehensive Citywide User Fee Study.
C. Fisher
Principal-in-
Charge
T. Thrasher
Project Manager
P. Patel
Analytical
Support
R. Quaid
QA/Tech
Advisor Total
$ 250 $ 185 $ 125 $ 210 Hours Cost
Scope of Services
Task 1: Initial Document Request - 1.0 1.0 - 2.0 310$
Task 2: Kick-off /Refine Scope - 1.0 1.0 - 2.0 310
Task 3: Gather Staffing Information & Develop Cost Allocation Plan Model - 6.0 16.0 - 22.0 3,110
Task 4: Test and Review Cost Allocation Methodology - 4.0 8.0 - 12.0 1,740
Task 5: Prepare and Present Draft Report 1.0 3.0 8.0 1.0 13.0 2,015
Task 6: Discuss and Revise Report 1.0 2.0 4.0 1.0 8.0 1,330
Task 7: Prepare and Present Final Report/Instruct Staff on Model - 4.0 2.0 - 6.0 990
Total – Cost Allocation Plan 2.0 21.0 40.0 2.0 65.0 9,805$
City of Arroyo Grande
Full Cost Allocation Plan
Fee Proposal
C. Fisher
Principal-in-
Charge
T. Thrasher
Tech Project
Manager
P. Patel
Analytical
Support
R. Quaid
QA/Tech
Advisor Total
$ 250 $ 185 $ 125 $ 210 Hours Cost
Scope of Services
Task 1: Initial Document Request - 1.0 1.0 - 2.0 310$
Task 2: Compile Inventory of Current and Potential Fees - 1.0 1.0 - 2.0 310
Task 3: Kick-off /Refine Scope - 1.0 1.0 - 2.0 310
Task 4: Develop User Fee Model, Incorporate Overhead 1.0 4.0 16.0 1.0 22.0 3,200
Task 5: Time Survey Interviews and Information Gathering - 16.0 16.0 - 32.0 4,960
Task 6: Common Fees Comparison - 2.0 12.0 - 14.0 1,870
Task 7: Data Analysis and Final Fee and Rate Schedule 1.0 12.0 32.0 1.0 46.0 6,680
Task 8: Prepare and Present Draft Report 1.0 3.0 12.0 1.0 17.0 2,515
Task 9: Revise Draft/Determine Cost Recovery Levels 1.0 4.0 10.0 1.0 16.0 2,450
Task 10: Prepare and Present Final Report/Train Staff on Model - 4.0 4.0 - 8.0 1,240
Total – User Fee Study 4.0 48.0 105.0 4.0 161.0 23,845$
City of Arroyo Grande
User Fee Study
Fee Proposal
Page 80 of 208
Full Cost Analysis of User, Development Impact Fee Services, and Cost Allocation Plan 24
City of Arroyo Grande, California
Development Impact Fee Study
Willdan Financial Services proposes a not-to-exceed fixed fee of $45,850 for the Development Impact Fee Study.
Development Impact Fee Notes:
▪ The fee denoted above includes attendance at up to four in-person meetings with City staff, stakeholders, and City Council.
▪ Attendance at more than four meetings will be billed at the per meeting fee. Attendance at additional on-site meetings or presentations will be
$2,000 per meeting; attendance at additional remote meetings or presentations will be $1,000 per meeting.
▪ Comprehensive written responses to resolve conflicts or preparation of more than one set of major revisions to the draft report, will be classified
as Additional Services, and may require additional billing at hourly rates stated in the hourly rate schedule listed below. T hese additional fees
shall only take effect once the fixed fee stated above has been exceeded.
Fee Proposal Notes
▪ Our fee includes all direct expenses associated with the project.
▪ We will invoice the City monthly based on percentage of project completed.
▪ Additional services may be authorized by the City and will be billed at our then-current hourly overhead consulting rates.
▪ City shall reimburse Willdan for any costs Willdan incurs, including without limitation, copying costs, digitizing costs, travel expenses, employee
time and attorneys' fees, to respond to the legal process of any governmental agency relating to City or relating to the project. Reimbursement
shall be at Willdan 's rates in effect at the time of such response.
▪ The cost of preparing the fee study can be included in the resulting new fee schedule. Therefore, over time, the City can recover the initial outlay
of funds that was required to complete the studies.
▪ Willdan will rely on the validity and accuracy of the City’s data and documentation to complete the analysis. Willdan will rely on the data as being
accurate without performing an independent verification of accuracy and will not be responsible for any errors that result from inaccurate data
provided by the client or a third party.
Additional Professional Services
Our current hourly rates are listed below.
J. Edison
Project Manager
C. Villarreal
Principal
Consultant Total
$ 240 $ 185 Hours Cost
Scope of Services
Task 1: Identify and Resolve Policy Issues 6.0 20.0 26.0 5,140$
Task 2: Identify Existing Development and Future Growth 6.0 22.0 28.0 5,510
Task 3: Determine Facility Standards 8.0 22.0 30.0 5,990
Task 4: Determine Facilities Needs and Costs 8.0 26.0 34.0 6,730
Task 5: Identify Funding and Financing Alternatives 8.0 24.0 32.0 6,360
Task 6: Comparison 8.0 22.0 30.0 5,990
Task 7: Calculate Fees and Prepare Report 6.0 20.0 26.0 5,140
Task 8: Meetings 10.0 14.0 24.0 4,990
Total – Development Impact Fee Study 60.0 170.0 230.0 45,850$
City of Arroyo Grande
Development Impact Fee Study
Fee Proposal
Willdan Hourly Rate Schedule
Position Team Member Hourly Rate
Group Manager Chris Fisher $250
Managing Principal James Edison $240
Principal Consultant Bob Quaid $210
Senior Project Manager Tony Thrasher &
Carlos Villarreal $185
Senior Analyst Priti Patel $125
Page 81 of 208
27368 Via Industria, Suite 200
Temecula, CA 92590-4856
951.587.3500 | 800.755.6864 | Fax: 951.587.3510
www.willdan.com
Page 82 of 208
EXHIBIT C
INSURANCE REQUIREMENTS
Prior to the beginning of and throughout the duration of the Work, Consultant will maintain
insurance in conformance with the requirements set forth below. Consultant will use
existing coverage to comply with these requirements. If that existing coverage does not
meet the requirements set forth here, Consultant agrees to amend, supplement or
endorse the existing coverage to do so. Consultant acknowledges that the insurance
coverage and policy limits set forth in this section constitute the minimum amount of
coverage required. Any insurance proceeds available to City in excess of the limits and
coverage required in this agreement and which is applicable to a given loss, will be
available to City.
Consultant shall provide the following types and amounts of insurance:
Commercial General Liability Insurance using Insurance Services Office “Commercial
General Liability” policy from CG 00 01 or the exact equivalent. Defense costs must be
paid in addition to limits. There shall be no cross liability exclusion for claims or suits by
one insured against another. Limits are subject to review but in no event less than
$1,000,000 per occurrence.
Business Auto Coverage on ISO Business Auto Coverage from CA 00 01 including
symbol 1 (Any Auto) or the exact equivalent. Limits are subject to review, but in no event
to be less than $1,000,000 per accident. If Consultant owns no vehicles, this requirement
may be satisfied by a non-owned auto endorsement to the general liability policy
described above. If Consultant or Consultant’s employees will use personal autos in any
way on this project, Consultant shall provide evidence of personal auto liability coverage
for each such person.
Workers Compensation on a state-approved policy form providing statutory benefits as
required by law with employer’s liability limits no less than $1,000,000 per accident or
disease.
Excess or Umbrella Liability Insurance (Over Primary) if used to meet limit requirements,
shall provide coverage at least as broad as specified for the underlying coverages. Any
such coverage provided under an umbrella liability policy shall include a drop down
provision providing primary coverage above a maximum $25,000 self-insured retention
for liability not covered by primary but covered by the umbrella. Coverage shall be
provided on a “pay on behalf” basis, with defense costs payable in addition to policy limits.
Policy shall contain a provision obligating insurer at the time insured’s liability is
determined, not requiring actual payment by the insured first. There shall be no cross
liability exclusion precluding coverage for claims or suits by one insured against another.
Coverage shall be applicable to City for injury to employees of Consultant, subContractors
or others involved in the Work. The scope of coverage provided is subject to approval of
Page 83 of 208
City following receipt of proof of insurance as required herein. Limits are subject to review
but in no event less than $1,000,000 per occurrence.
Professional Liability or Errors and Omissions Insurance as appropriate shall be written
on a policy form coverage specifically designated to protect against acts, errors or
omissions of the Consultant and “Covered Professional Services” as designated in the
policy must specifically include work performed under this agreement. The policy limit
shall be no less than $1,000,000 per claim and in the aggregate. The policy must “pay on
behalf of” the insured and must include a provision establishing the insurer’s duty to
defend. The policy retroactive date shall be on or before the effective date of this
agreement.
Insurance procured pursuant to these requirements shall be written by insurer that are
admitted carriers in the state California and with an A.M. Bests rating of A- or better and
a minimum financial size VII.
General conditions pertaining to provision of insurance coverage by Consultant.
Consultant and City agree to the following with respect to insurance provided by
Consultant:
1. Consultant agrees to have its insurer endorse the third party general liability
coverage required herein to include as additional insureds City, its officials employees
and agents, using standard ISO endorsement No. CG 2010 with an edition prior to 1992.
Consultant also agrees to require all Consultants, and subContractors to do likewise.
2. No liability insurance coverage provided to comply with this Agreement shall
prohibit Consultant, or Consultant’s employees, or agents, from waiving the right of
subrogation prior to a loss. Consultant agrees to waive subrogation rights against City
regardless of the applicability of any insurance proceeds, and to require all Consultants
and subContractors to do likewise.
3. All insurance coverage and limits provided by Consultant and available or
applicable to this agreement are intended to apply to the full extent of the policies. Nothing
contained in this Agreement or any other agreement relating to the City or its operations
limits the application of such insurance coverage.
4. None of the coverages required herein will be in compliance with these
requirements if they include any limiting endorsement of any kind that has not been first
submitted to City and approved of in writing.
5. No liability policy shall contain any provision or definition that would serve
to eliminate so-called “third party action over” claims, including any exclusion for bodily
injury to an employee of the insured or of any Consultant or subcontractor.
6. All coverage types and limits required are subject to approval, modification
and additional requirements by the City, as the need arises. Consultant shall not make
Page 84 of 208
any reductions in scope of coverage (e.g. elimination of contractual liability or reduction
of discovery period) that may affect City’s protection without City’s prior written consent.
7. Proof of compliance with these insurance requirements, consisting of
certificates of insurance evidencing all of the coverages required and an additional
insured endorsement to Consultant’s general liability policy, shall be delivered to City at
or prior to the execution of this Agreement. In the event such proof of any insurance is
not delivered as required, or in the event such insurance is canceled at any time and no
replacement coverage is provided, City has the right, but not the duty, to obtain any
insurance it deems necessary to protect its interests under this or any other agreement
and to pay the premium. Any premium so paid by City shall be charged to and promptly
paid by Consultant or deducted from sums due Consultant, at City option.
8. Certificate(s) are to reflect that the insurer will provide 30 days notice to City
of any cancellation of coverage. Consultant agrees to require its insurer to modify such
certificates to delete any exculpatory wording stating that failure of the insurer to mail
written notice of cancellation imposes no obligation, or that any party will “endeavor” (as
opposed to being required) to comply with the requirements of the certificate.
9. It is acknowledged by the parties of this agreement that all insurance
coverage required to be provided by Consultant or any subContractor, is intended to apply
first and on a primary, noncontributing basis in relation to any other insurance or self
insurance available to City.
10. Consultant agrees to ensure that subContractors, and any other party
involved with the project who is brought onto or involved in the project by Consultant,
provide the same minimum insurance coverage required of Consultant. Consultant
agrees to monitor and review all such coverage and assumes all responsibility for
ensuring that such coverage is provided in conformity with the requirements of this
section. Consultant agrees that upon request, all agreements with subContractors and
others engaged in the project will be submitted to City for review.
11. Consultant agrees not to self-insure or to use any self-insured retentions or
deductibles on any portion of the insurance required herein and further agrees that it will
not allow any Consultant, subContractor, Architect, Engineer or other entity or person in
any way involved in the performance of work on the project contemplated by this
agreement to self-insure its obligations to City. If Consultant’s existing coverage includes
a deductible or self-insured retention, the deductible or self-insured retention must be
declared to the City. At the time the City shall review options with the Consultant, which
may include reduction or elimination of the deductible or self-insured retention,
substitution of other coverage, or other solutions.
12. The City reserves the right at any time during the term of the contract to
change the amounts and types of insurance required by giving the Consultant ninety (90)
days advance written notice of such change. If such change results in substantial
Page 85 of 208
additional cost to the Consultant, the City will negotiate additional compensation
proportional to the increase benefit to City.
13. For purposes of applying insurance coverage only, this Agreement will be
deemed to have been executed immediately upon any party hereto taking any steps that
can be deemed to be in furtherance of or towards performance of this Agreement.
14. Consultant acknowledges and agrees that any actual or alleged failure on
the part of City to inform Consultant of non-compliance with any insurance requirements
in no way imposes any additional obligations on City nor does it waive any rights
hereunder in this or any other regard.
15. Consultant will renew the required coverage annually as long as City, or its
employees or agents face an exposure from operations of any type pursuant to this
agreement. This obligation applies whether or not the agreement is canceled or
terminated for any reason. Termination of this obligation is not effective until City executes
a written statement to that effect.
16. Consultant shall provide proof that policies of insurance required herein
expiring during the term of this Agreement have been renewed or replaced with other
policies providing at least the same coverage. Proof that such coverage has been ordered
shall be submitted prior to expiration. A coverage binder or letter from Consultant’s
insurance agent to this effect is acceptable. A certificate of insurance and/or additional
insured endorsement as required in these specifications applicable to the renewing or
new coverage must be provided to City within five days of the expiration of the coverages.
17. The provisions of any workers’ compensation or similar act will not limit the
obligations of Consultant under this agreement. Consultant expressly agrees not to use
any statutory immunity defenses under such laws with respect to City, its employees,
officials and agents.
18. Requirements of specific coverage features or limits contained in this
section are not intended as limitations on coverage, limits or other requirements nor as a
waiver of any coverage normally provided by any given policy. Specific reference to a
given coverage feature is for purposes of clarification only as it pertains to a given issue,
and is not intended by any party or insured to be limiting or all-inclusive.
19. These insurance requirements are intended to be separate and distinct from
any other provision in this agreement and are intended by the parties here to be
interpreted as such.
20. The requirements in this Section supersede all other sections and
provisions of this Agreement to the extent that any other section or provision conflicts with
or impairs the provisions of this Section.
Page 86 of 208
21. Consultant agrees to be responsible for ensuring that no contract used by
any party involved in any way with the project reserves the right to charge City or
Consultant for the cost of additional insurance coverage required by this agreement. Any
such provisions are to be deleted with reference to City. It is not the intent of City to
reimburse any third party for the cost of complying with these requirements. There shall
be no recourse against City for payment of premiums or other amounts with respect
thereto.
22. Consultant agrees to provide immediate notice to City of any claim or loss
against Consultant arising out of the work performed under this agreement. City assumes
no obligation or liability by such notice, but has the right (but not the duty) to monitor the
handling of any such claim or claims if they are likely to involve City.
Page 87 of 208
1 Item 8.d.
ACTION MINUTES
REGULAR MEETING OF THE CITY COUNCIL
June 28, 2022, 6:00 p.m.
Hybrid City Council Chamber/Virtual Zoom Meeting
215 East Branch Street, Arroyo Grande
Council Members Present: Mayor Ray Russom, Council Member
Paulding, Council Member Storton
Staff Present: City Clerk Jessica Matson, City Attorney
Timothy Carmel, Assistant City
Manager/Public Works Director Bill Robeson
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 conducted in a hybrid in-person/virtual format.
_____________________________________________________________________
1. CALL TO ORDER
Mayor Ray Russom called the Regular City Council Meeting to order at 6:01 p.m.
2. ROLL CALL
City Clerk Matson took roll call.
3. MOMENT OF REFLECTION
4. FLAG SALUTE
Richard Lesiewski, Friends of Arroyo Grande Library, led the flag salute.
5. AGENDA REVIEW
5.a. Closed Session Announcements
None.
5.b. Ordinances read in title only
Moved by Mayor Ray Russom
Seconded by Council Member Storton
Page 88 of 208
2 Item 8.d.
AYES (3): Mayor Ray Russom, Council Member Paulding, and Council Member Storton
ABSENT (2): Mayor Pro Tem George, and Council Member Barneich
Passed (3 to 0)
6. SPECIAL PRESENTATIONS
6.a. Update Regarding Countywide COVID-19 Efforts
Assistant City Manager/Public Works Director Robeson provided a brief update on COVID-19.
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/Public Works Director Robeson provided information regarding the
Summer Concert Series; the Harvest Festival which will be held September 23-24, 2022;
Fireworks education and enforcement; and announced that the nomination period for the
November 8, 2022 Election will open on July 18, 2022.
Mayor Ray Russom invited public comment. Speaking from the public was Patty Welsh. No
further public comments were received.
No action was taken on this item.
6.c. Honorary Proclamation Declaring July 2022 as "Parks Make Life Better!" Month
Mayor Ray Russom read the Honorary Proclamation Declaring July 2022 as "Parks Make Life
Better!" Month. Bill Robeson, Assistant City Manager/Public Works Director, accepted the
proclamation.
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. One individual from the public spoke (no name provided).
No further public comments were received.
City Council directed staff to follow-up with the speaker regarding code enforcement action.
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.
Page 89 of 208
3 Item 8.d.
Moved by Council Member Paulding
Seconded by Council Member Storton
Approve Consent Agenda Items 8.a. through 8.j., with the recommended courses of action. City
Attorney Carmel read the full title of the Ordinance in Item 8.h.
AYES (3): Mayor Ray Russom, Council Member Paulding, and Council Member Storton
ABSENT (2): Mayor Pro Tem George, and Council Member Barneich
Passed (3 to 0)
8.a. Consideration of Cash Disbursement Ratification
Ratified the listing of cash disbursements for the period of May 16 through May 31, 2022.
8.b. Approval of Minutes
Approved the minutes of the Special and Regular City Council Meetings of June 14, 2022, as
submitted.
8.c. 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)
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 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)".
8.d. Consider Award of Construction Contract to Nu Line Technologies, LLC for the Wood
Place, Farroll/Sandalwood, Sandalwood/Cameron, & Woodland Back Yards Sewer Lining
Project, PW 2021-10
1) Awarded a base bid only construction contract for the Wood Place, Farroll
Avenue/Sandalwood Avenue, Sandalwood Avenue/Cameron Court, & Woodland Drive Back
Yards Sewer Lining Project to Nu Line Technologies in the amount of $132,270; 2) Authorized
the City Manager to approve change orders for 15% of the contract amount, $19,840, for
unanticipated costs/construction contingencies during the construction phase of the project
(construction costs = $132,270 + $19,840 = $152,110 + construction management and design
and survey costs = $25,332 +$13,968 = $39,300. Total project costs = $191,410).
8.e. Consider Approval of Construction Plans & Specifications for the Oak Park Drainage
Repairs Project, PW 2020-04
1) Approved the construction plans and specifications for the Oak Park Drainage Repairs
Project, PW 2020-04; 2) Found that the project is categorically exempt from the California
Page 90 of 208
4 Item 8.d.
Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15301(b); 3) Directed
the City Clerk to file a Notice of Exemption; and 4) Authorized staff to advertise for construction
bids.
8.f. Monthly Water Supply and Demand Update
Received and filed the monthly Water Supply and Demand Report.
8.g. Consideration of Resolution Approving Temporary Use Permit 22-007; Authorization for
Sale of Beer and Wine at the 2022 Heritage Square Park Summer Concert Series and
Application Fee Waiver; Location – Heritage Square Park; Applicant – Arroyo Grande
Rotary
Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE APPROVING TEMPORARY USE PERMIT NO.22-007 AND A WAIVER
OF FEES; AUTHORIZATION FOR THE SALE OF BEER AND WINE AT THE 2022
HERITAGE SQUARE PARK SUMMER CONCERT SERIES; APPLIED FOR BY THE
ARROYO GRANDE ROTARY CLUB"; and approving the request for an application fee waiver.
8.h. Consideration of Adoption of an Ordinance Amending Title 16 of the Arroyo Grande
Municipal Code to Implement Senate Bill 9
Adopted an Ordinance entitled: "AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE AMENDING TITLE 16 OF THE ARROYO GRANDE MUNICIPAL CODE
AND ADDING SECTIONS 16.32.060 AND 16.20.180 PERTAINING TO REGULATIONS FOR
TWO-UNIT RESIDENTIAL DEVELOPMENT WITHIN SINGLE-FAMILY RESIDENTIAL ZONES
AND TO PARCEL MAPS FOR URBAN LOT SPLITS TO COMPLY WITH SENATE BILL 9 (SB
9), CALIFORNIA GOVERNMENT CODE SECTIONS 65852.21 AND 66411.7
(DEVELOPMENT CODE AMENDMENT 2-1-002)".
8.i. Consider a Resolution Ordering the Summary Vacation of Public Right of Way & the
Reservation of a Public Sewer Easement for the Creekside Project: Final Map 3086 by
DB&M Properties, LLC; Amended PUD 18-001 and VTTM 04-004
Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ORDERING THE SUMMARY VACATION OF PORTIONS OF LE POINT
STREET AND CROWN TERRACE AND THE RESERVATION OF A PUBLIC SEWER
EASEMENT".
8.j. Consideration of a Resolution Authorizing the Community Development Director to
Execute any Agreements for the Use of Grant Funds for the Sustainable Transportation
Planning Grant Regarding Preparation of the Active Transportation Plan
Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE AUTHORIZING THE COMMUNITY DEVELOPMENT DIRECTOR TO
EXECUTE ANY NECESSARY AGREEMENTS FOR THE USE OF GRANT FUNDS FOR THE
SUSTAINABLE TRANSPORTATION PLANNING GRANT REGARDING PREPARATION OF
THE ACTIVE TRANSPORTATION PLAN".
Page 91 of 208
5 Item 8.d.
9. PUBLIC HEARINGS
None.
10. OLD BUSINESS
None.
11. NEW BUSINESS
None.
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. Mayor's Meeting
12.b. 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.c. 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
13. COUNCIL COMMUNICATIONS
Mayor Ray Russom wished everyone a Happy 4th of July.
Page 92 of 208
6 Item 8.d.
14. CLOSED SESSION
None.
15. ADJOURNMENT
There being no further business to come before the City Council, Mayor Ray Russom adjourned the
meeting at 6:34 p.m.
_________________________
Caren Ray Russom, Mayor
ATTEST:
_________________________
Jessica Matson, City Clerk
Page 93 of 208
Item 8.e.
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: July 26, 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 94 of 208
Item 8.e.
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)
July 26, 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
Resolution will allow the City to continue conducting its public meetings via
teleconference. The Resolution includes continued findings based upon a determin ation
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 95 of 208
Item 8.e.
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)
July 26, 2022
Page 3
through the Omicron, BA2 and other 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 96 of 208
Item 8.e.
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)
July 26, 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 97 of 208
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, April 26, May 10, May
24, June 14, and June 28, 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 National 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 98 of 208
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 sectio n 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 o n
January 25, February 22, March 22, April 12, May 10, June 14, and June 28, 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 safet y,
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 necessary 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 Lo cal
Emergency on March 17, 2020; and related orders and directives.
Page 99 of 208
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 the 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,BA2 and other 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 th e 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 adoption, 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 Arroyo 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 26th day of July, 2022.
Page 100 of 208
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 101 of 208
Item 8.f.
MEMORANDUM
TO: City Council
FROM: Whitney McDonald, City Manager
BY: Sarah Lansburgh, Deputy City Clerk
SUBJECT: Consideration of Appointment to the Arroyo Grande Tourism
Business Improvement Advisory Board
DATE: July 26, 2022
SUMMARY OF ACTION:
Appointment of Jeannie Miranda to the Arroyo Grande Tourism Business Improvement
District (AGTBID) Advisory Board consistent with the recommendation of the South
County Chambers of Commerce (Chamber).
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There is no financial or staffing impact from the recommended action.
RECOMMENDATION:
Appoint Jeannie Miranda to the Arroyo Grande Tourism Business Improvement District
Advisory Board.
BACKGROUND:
The AGTBID Advisory Board was formed in 2013 to provide revenue to defray the
costs of services, activities and programs to market and promote lodging businesses
in the City through the promotion of scenic, recreational, cultural and other attractions.
The AGTBID Advisory Board is responsible for advising the City Council in the
administration and use of the assessment funds and to support the efforts of the City’s
consultants to promote tourism to directly benefit the City’s lodging industry. At its
inception, the AGTBID Advisory Board consisted of three (3) members from the
lodging industry. On February 13, 2018, the Council approved an amendment to the
AGTBID Bylaws amending the AGTBID Board membership to a minimum of three (3)
but not more than nine (9) members, 2/3rds of which shall be owners of lodging
businesses within the AGTBID or others with knowledge of tourism and/or the lodging
industry.
Page 102 of 208
Item 8.f.
City Council
Consideration of Appointment to the Arroyo Grande Tourism Business
Improvement Advisory Board
July 26, 2022
Page 2
ANALYSIS OF ISSUES:
In the event of a vacancy on the Advisory Board, applications may be submitted to the
City Clerk’s office. The Clerk’s office forwards the applications to the Chamber for
consideration and possible recommendation for appointment by the City Council.
Applications not recommended for appointment remain active for two years and possible
consideration in the future as recommended by the Chamber in accordance with the City
Council Handbook.
There are currently four members on the AGTBID Advisory Board. Two active
applications are currently on file for appointment to the AGTBID Advisory Board. The
Chamber has reviewed the applications and recommend appointment of one of the
applicants, Jeannie Miranda. Ms. Miranda’s application is provided in Attachment 1 and
the Chamber’s letter of recommendation is provided in Attachment 2. Ms. Miranda owned
and operated an event center in Santa Maria for twenty years, is currently a landlord, and
studied Public Services Management at Redlands University. Ms. Miranda is active in the
community, serving as the President of the Village Homes Home Owners Association, as
well as being a founding member of Hats for Hope.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Appoint Jeannie Miranda to the AGTBID Advisory Board consistent with the
recommendation of the Chamber;
2. Do not appoint Jeannie Miranda to the AGTBID Advisory Board; or
3. Provide other direction to staff.
ADVANTAGES:
The appointment will fill a vacancy on the AGTBID Advisory Board.
DISADVANTAGES:
No disadvantages have been identified regarding this item.
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. Application – J. Miranda
2. Letter of Recommendation – J. Miranda
Page 103 of 208
/
CITY OF ARROYO GRANDE
. "List of Citizens to Serve"
300 East Brarich Street
Arroyo Grande, CA 93420
RECEIVED
JUN l3.2022 .
CITY CLERK'S OFFICE
CITY OF ARROYO GRANDE
Application to Board, Committee, or Commission
PLEASE PLA<:E A CHECK MARK NEXT TO THE BOARD/COMMITTEE/COMMISSl()N FOR WHICH YOU WOULD
UKE TO APPLY (You may make more than one selection): · ' ·
Planning Commission ·
.:X:)ourism Business Improvement Dist.rict Advisory Board
_Downtown Parking Advisory Board
_Architectural Review Committee
_Spec:ial committees/ subcommittees
************************************************************************************
Date of ApplicationH~2,I') 1 '20 22---
Name N rR.Wi5t-1::-\ ·JsA:P r9 (E
Last First ·
Home Address 7/Am,ya ??ran~ 'I24Zb
Home,or Cell Phone , Bµsiness Phone __ .......__·---------
E-mail address (Optional)
Do you reside within the ty limits of Arroyo Grande? Yes · · No ___ _
Are you a registered voter? Yes · · X · No · · · .
1
,1"' /! · . ·
Occupation l<f:bted : 2}QC,f@ it )Dtb~7/Ei re n+ q&\-ktownef la/1\ol. {od ·
Employer ..--f5e,ff . · . · · · . · .. _ . · · · . .
Education Indilde ~~?"al or vocational llcen5e!; or .certfficates) BA TulJ{t e,"erv {Ce uwrn t:
Community i~volvement (List organization memberships and.committee assi
..........,,.,..,,e
<
1/...f-""~-"""""'\-~-=!-1=-::;...,,;;,.~""1"-~r'-'-.....a.~-=e..:;;..._ ____ --::::-_........, ......... ~"""+r,f-Y,l,o':-"--'" ........... ..._..~V'
Rev 01/19/2022
ATTACHMENT 1
Page 104 of 208
{PLEASE COMPLETE THE REVERSE SIDE OF THIS FORM)
What do you see as the objectives and goals of tile advisory board, committee or commission for which you
I"' ,. .. ,.
applVing?....A~~'a.,J..',;:/f.~~_£.::L!::::'.....LJ:..!.J:::j~~~a.:.~w.-4!&:.~¢.--I.~~.L!:.&d~~!.....i.~---
. .
Please list three (3) Arro references. PLEASE · TAIN PERMISS AL EFORE
LISTING THEM AS A REFERENCE.
~AR.aJ.1JeEI(_} ,JG.
Name: RocJeJf:loaLFutn, Address:,~/L-Phone:
U6'5St C-k >J lC-HoL-'S
Name: Pri~ c..euA:c2:S Address: Phone:
of. KA.e.Lf\J Voo t,.I Cb
Name:j3tG UtrLA$G,D~ddress: Phone:
. Current meeting schedules are indicated below:
Planning Commission, 1st and 3rd Tuesday of each month, 6:00 p.m.
Downtown Parking Advisory Board, meets as needed
Architectural Review Committee, 1st Monday at 2:30 p.m. and 3rd Monday at 2:30 p.m. each month
Tourism Business Improvement District (TBID) Advisory Board, last Monday of the month at 3:30 p.m. in
January, February, April, June, August, and October
Are you willing to commit to the time necessary to fulfill the obligations of an appointment to a Board,
Committee or Commission? Yes X No __
I hereby declare that the foregoing information is true and complete to the best of my knowledge and
belief.
No · to A licants:
1. Applicants appointed by the City Council are required to take an Oath of Office.
2. State law and the City's Conflict of Interest Code requires that Board Members, Committee Members, and
Commissioners file Statements of Economic Interests (Form 700) upon assuming office, annually, and upon leaving
an appointed office (e.g. sources of income, loans, gifts, investments, interests in real 'property within the City).
3. This application is a matter of public record and portions thereof are subject to disclosure pursuant to the California
Public Records Act.
4. Applications will remain active and on file for one (1) year.
-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-" Please return completed Application to:
CITY CLERK'S OFFICE
300 East Branch Street
Arroyo Grande CA 93420
Rev 01/19/2022
Page 105 of 208
June 22, 2022
To the City Council of Arroyo Grande ,
I recommend Jeannie Miranda, an 11-year resident of Arroyo Grande, as a candidate for the AGTBID
Board of Directors. Jeannie operated a large, successful venue on the Central Coast —Rancho Miranda—
for many years, and in the process, worked closely with hotels, wineries, and tour groups. She is very
enthusiastic about getting more involved in the community and wants to use her experience with tourism to
help. Jeannie is currently a South County Historical Society volunteer and is supporting their fundraising
efforts at the upcoming July 4th summer concert in the Village.
AGTBID Board Chair Sean Dasmann offered the following recommendation for Jeannie Miranda: “I have
known Jeannie for 15-20 years and have worked with her on numerous events and fundraisers as well as
at the venue she formally owned and operated for years in the wedding and event industry. She has a true
spirit of volunteerism and sincerely cares about our community. She would be a welcomed addition to the
TBID Board.”
Please do not hesitate to call me at (805) 489-1488 with any questions.
Sincerely,
Nicole Moore
Interim CEO
South County Chambers of Commerce
ceo@southcountychambers.com
ATTACHMENT 2
Page 106 of 208
Item 8.g.
MEMORANDUM
TO: City Council
FROM: Whitney McDonald, City Manager
BY: Sarah Lansburgh, Deputy City Clerk
SUBJECT: Consideration of Authorizing the Mayor to Execute a Letter in Support
of the Draft San Luis Obispo Countywide Plan to Address
Homelessness on Behalf of the City of Arroyo Grande
DATE: July 26, 2022
SUMMARY OF ACTION:
Authorizing the Mayor to sign a letter on behalf of the City regarding the San Luis Obispo
County Plan to Address Homelessness will support regional efforts to reduce the number
of people experiencing homelessness to 50% of the current level within five years .
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
No financial impact is projected related to the signing of the proposed letter.
RECOMMENDATION:
Authorize the Mayor to execute a letter in support of the Draft San Luis Obispo
Countywide Plan to Address Homelessness on behalf of the City of Arroyo Grande.
BACKGROUND:
On April 27, 2021, Council considered and approved a list of Council Goals and Priorities
for Fiscal Year 2021-22 to help direct the work of the Council and City staff during the
applicable biennial budget cycle. The iden tified 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. Within the Investing in the Future category, an
identified goal is to support regional efforts to address homelessness and emergency
shelter needs. This goal was carried forward into the updated Fiscal Year 2022 -23
Council Goals and Priorities and remains an important priority for the City.
On April 19, 2022, staff for the County of San Luis Obispo (County), as well as the Chair
of the Homeless Services Oversight Committee, made a presentation to the San Luis
Obispo County Board of Supervisors regarding the draft San Luis Obispo Countywide
Plan to Address Homelessness (Plan). The draft Plan was also presented to the Arroyo
Page 107 of 208
Item 8.g.
City Council
Consideration of Authorizing the Mayor to Execute a Letter in Support of the Draft
San Luis Obispo Countywide Plan to Address Homelessness on Behalf of the City
of Arroyo Grande
July 26, 2022
Page 2
Grande City Council on June 14, 2022, by County Administrative Officer Wade Horton
and San Luis Obispo County Homeless Manager Joe Dzvonik.
The San Luis Obispo Countywide Strategic Plan to Address Homelessne ss is the first
comprehensive update to Path to a Home – The San Luis Obispo Countywide 10 Year
Plan to End Homelessness as approved by the San Luis Obispo County Board of
Supervisors in 2009. This Strategic Plan is being built to identify and achieve 12 -month,
3-year, and 5-year objectives to reduce the number of homeless persons in the County
of San Luis Obispo to 50% of the current level over the five -year period following its
approval for implementation by the Board of Supervisors.
ANALYSIS OF ISSUES:
The draft Strategic Plan has been developed in close coordination and partnership with
the Homeless Services Oversight Committee (HSOC) and regional stakeholders. The
Plan promotes a regional, strategically coordinated approach to addressing
homelessness rather than disconnected and siloed jurisdictional efforts. A true regional
effort cannot succeed without a mechanism that properly represents the interests of the
entire region, has effective and agile planning methods imbedded within it, and uses
appropriate, simple metrics to gauge the execution of the plan through time.
Achieving the goals stated in the Plan will require significant coordination across all
departments/agencies of the County, seven Cities, Homeless Services Oversight
Committee, nonprofit organizations, healthcare, law enforcement, emergency service
providers, business owners, community advocate organizations and individuals, persons
with lived experience in homelessness, and Cal Poly faculty and students. Much of the
planning discussed in the Strategic Plan includes much consideration and direct input
from most of these groups already and this coordination will only continue to increase
through time.
Following adoption of the Plan by the County Board of Supervisors, t he initial twelve
months of the initiation of the Strategic Plan will be driven by an action committee that
meets often, where all members have a shared understanding of the situation and a clear,
unified view of the pathways to success. Within the 24-month period following the initiation
of this Strategic Plan, the Homeless Action Committee will meet with City Mangers (and
select City Staff as required) and nonprofit leadership to develop and implement a
formalized compact to be agreed upon by elected County and City leaders hip. City
Managers can take the pieces of the plans that affect their cities back to the ir City Councils
and Mayors for review and guidance. Because these key players will spend significant
time on a frequent basis at the same table, working from the same strategic blueprint and
operational plan for the region on homelessness, a unified approach with aligned regional
goals - and the tasks required to achieve those goals - can readily emerge. This structure
Page 108 of 208
Item 8.g.
City Council
Consideration of Authorizing the Mayor to Execute a Letter in Support of the Draft
San Luis Obispo Countywide Plan to Address Homelessness on Behalf of the City
of Arroyo Grande
July 26, 2022
Page 3
and methodology results in rapid planning and action while readily eliciting elected official
feedback and guidance along the way.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Authorize the Mayor to execute 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.
ADVANTAGES:
Authorizing the execution of the letter provided in Attachment 1 will support the ongoing
efforts of the City of Arroyo Grande, the County of San Luis Obispo, and the region to
address homelessness.
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. Draft – The San Luis Obispo Countywide Plan to Address Homelessness
Page 109 of 208
ATTACHMENT 1
July 26, 2022
San Luis Obispo County Board of Supervisors
1055 Monterey Street
San Luis Obispo, CA 93401
Subject: Support for the Draft San Luis Obispo Countywide Plan to Address Homelessness
Dear Honorable Board of Supervisors:
The City of Arroyo Grande is pleased to express its support the draft San Luis Obispo Countywide
Plan to Address Homelessness and the efforts identified in the Plan to reduce the number of people
experiencing homelessness within the County of San Luis Obispo (County) to 50% of the current
level within five years.
Homelessness continues to be a divisive and growing concern in our state, county, and cities,
impacting not only the individuals who are experiencing homelessness, but also affecting those
who live in our City, conduct business in our City, local religious organizations, infrastructure,
law enforcement, and social services group. The City supports the draft Strategic Plan in its goal
of reducing homelessness and providing the services needed to support people in securing and
retaining housing.
Importantly, the Strategic Plan promotes a regional, strategically coordinated approach to
addressing homelessness rather than disconnected and siloed jurisdictional efforts. A true regional
effort cannot succeed without a mechanism that properly represents the interests of the entire
region, has effective and agile planning methods imbedded within it, and uses appropriate, simple
metrics to gauge the execution of the plan through time. Achieving these goals will require
significant coordination across all departments/agencies of the County, seven Cities, Homeless
Services Oversight Committee (HSOC), nonprofit organizations, healthcare, law enforcement,
emergency service providers, business owners, community advocate organizations and
individuals, persons with lived experience in homelessness, and Cal Poly faculty and students.
Much of the planning discussed in the Strategic Plan includes consideration and direct input from
most of these groups already and this coordination will only continue to increase through time.
The City sincerely appreciates the efforts of your Board, County staff, HSOC, and the regional
partners, leaders, and stakeholders who have helped formulate the draft Strategic Plan, and offers
its support for the adoption and implementation of the Plan.
Page 110 of 208
ATTACHMENT 1
Sincerely,
Caren Ray Russom
Mayor
CC:
Homeless Services Oversight Committee
Chair of the Homeless Services Oversight Committee Susan Funk
County Administrative Officer Wade Horton
San Luis Obispo County Homeless Manager Joe Dzvonik
Page 111 of 208
1
NOTE TO REVIEWER: Comments and recommendations regarding this draft plan
are welcome and will be solicited in presentations to many different groups. Please
feel free to submit them online at: https://www.surveymonkey.com/r/HMDHJG5
Comments received by June 30, 2022, will be considered in preparation of a final
version that is scheduled for presentation to the HSOC on July 18, 2022, and
subsequently to the County of San Luis Obispo Board of Supervisors.
DRAFT
The San Luis Obispo
Countywide Plan
to Address Homelessness
2022-2027
Adopted by on [date]: Adopted by on [date]:
[Insert County seal after adoption] [Insert HSOC logo after adoption]
ATTACHMENT 2
Page 112 of 208
2
Preface: Why We Must Address Homelessness
Homelessness burdens our community in ways we can no longer afford. No matter
the lens through which you examine this issue, the cost is high.
The toll of homelessness on the individual homeless person is well understood. The
average life expectancy for someone experiencing homelessness is shortened by
approximately 25 years than those who have stable housing.1 Homelessness
exacerbates existing health problems and causes new ones, both with chronic
diseases (such as diabetes) and acute problems (such as infections and injuries). It
is difficult to manage one’s health and heal when there is no place to rest and
recuperate.
Less obvious is the combined toll on our community's wellbeing. As the numbers
of those experiencing homeless in our region continues to rise, our community
suffers immeasurable losses to our quality of life, environmental wellbeing, and
economic vitality.
We mourn the loss of our parks and open spaces. The accessibility we once had to
these community resources continues to diminish as more and more people make
these locations their homes. The landscapes of our parks, our trails, our community
centers and even sidewalks have rapidly changed. We have long prided ourselves
on a high quality of life here in the County of San Luis Obispo, but this quality is
being significantly and rapidly degraded by the growing expanse of homelessness.
Apart from the emotional toll on our community, the financial cost of homelessness
is already staggering and only continues to grow. The U.S. Department of Housing
and Urban Development (HUD) estimates that the cost of a homeless person to
their community exceeds $40,000 per year2 due to frequent use of public services
such as ambulance rides, emergency room visits, hospitals, arrests, jail time and
other services. This is further exacerbated by the financial impact of homelessness
through the loss of a region’s business vitality. Whether in attracting diverse
business development or maintaining a reliable workforce, the existence and
expanse of homelessness act as a deterrent to our economic health.
Calculating the total individual and community costs of homelessness is a
complicated process. Even more so is understanding its root causes. There is
confusion as to why homelessness grows so rapidly and why the expensive efforts
1 Source: Not One More: Honoring Those Who Died Homeless, NAEH, available at:
https://endhomelessness.org/blog/not-one-more-honoring-those-who-died-homeless/
2 Source: The Cost of Homelessness, by Veronica Morley, available at
https://www.turnto23.com/news/homeless/breaking-down-the-cost-of-homelessness
Page 113 of 208
3
to confront it seem only to facilitate its growth. There is a waning belief, perhaps
even a loss of hope, that this problem can ever be prevented from growing and
permanently blemishing the texture of the society we leave to our children. While
the cause of each instance of homelessness may be unique, there is one thing
every case has in common: Once a person is homeless, we all pay a heavy price.
There is no simple answer to addressing homelessness, but we can all agree that
our approach needs to change. This strategy does not pretend to offer an end to
homelessness in a community where rent is high, and wages are not. What this
strategy does offer is a bold, systematic, and integrated sequence of actions
designed to make the goal of substantially reducing homelessness achievable, so
that our children can come to know a region with the values and humanity that
have long made our Nation and the County of San Luis Obispo a wonderful place to
live.
Page 114 of 208
4
Page 115 of 208
5
Executive Summary
Despite the recent expansion of homeless shelters and parking village facilities in
the County of San Luis Obispo over the last several years, we have the capacity to
shelter only 20-30% of our homeless citizens on any given night. Our
community is rowing upstream against economic forces that have evolved over
decades and are national in scope: high housing costs, low vacancy rates, and
systemic racism that drives disparities among homeless populations.
Making incremental increases in uncoordinated efforts to reduce homelessness is
no longer an option for our region. This plan outlines a bold, housing-centric
strategy to reduce the number of people experiencing homelessness to 50% of
the current level within five years. Achieving this goal will require a whole-of-
community effort that includes increasing availability of non-congregate shelters;
reexamining and diversifying funding sources; strengthening regional partnerships;
and modernizing the data systems and structures that address homelessness.
Achieving the goal of reducing homelessness to 50% of the current level in a high-
demand/low-supply local housing market requires a mix of housing approaches
that vary by how they affect housing supply, the level of services they require, as
well as the time and cost it takes to build them. The plan includes strategies to
build or secure housing solutions for 2050 additional people over 5 years.
The plan is organized into six Lines of Effort (LOE). Each Line of Effort represents a
series of related events, actions or projects that combine to achieve a specific
objective linked to the strategic goal of reducing homeless. While each LOE
addresses a distinct aspect of the challenge, none stands alone, and they are
synchronized together over time. For example, LOE1 (the main effort) focuses on
increasing the amount and types of housing and shelter available, while LOE2 is
focused on preventing homelessness and supporting housing stability.
This plan recognizes that increased access to housing is necessary but insufficient.
While reducing homelessness is the goal, solely building housing is not.
Reducing homelessness requires not just a physical increase in housing, but
also the services needed to support people in securing and retaining that
housing. Reducing homelessness must also address specific barriers such as
mental health, addiction, and medical challenges, with attention on the needs that
may differ by culture, language, family type, age, and an individual’s specific
experience with trauma. Furthermore, this plan recognizes that a structured
approach to regional collaboration is needed to implement and oversee these
efforts, supported by new data capabilities and expanded efforts in
communications and public engagement.
Page 116 of 208
6
State of Homelessness in the County of San Luis Obispo
How many people are experiencing homelessness in the County of San
Luis Obispo?
• 1483 people were observed as
homeless throughout SLO
County in the 2019 Point in Time
Count. 2022 results are
pending.
• On average, each year since
2018, homeless system of care
inflow has exceeded outflow by
196 people.
• Among communities
categorized as “largely
suburban” nation-wide, the
County of San Luis Obispo had
the 3rd largest percentage of unsheltered homelessness nationwide in
2020—82.4% of the homeless population was unsheltered. San Luis
Obispo also made the top 5 list for unsheltered youth, unsheltered veterans
and unsheltered individuals.
Who is experiencing homelessness in the County of San Luis Obispo?
• Programs to house families have been better funded than those to serve
individuals, so individuals are less likely to be receiving housing and
service resources. Families make up 15% of the point-in-time count census
but 39% of the people served by the system of care, while individuals make
up 85% of the point-in-time count but only 61% of those served by the
homeless system of care.
• Families with children and youth ages 18-24 who are unaccompanied
(Transitional Age Youth (TAY)) in the system of care are Black, Indigenous
and People of Color (BIPOC) at higher rates than adult-only households
served by the system of care.
• Most people who experience homelessness in the County of San Luis Obispo
are from the County of San Luis Obispo. 92.9% of people who accessed
homeless services in 2020 in the County of San Luis Obispo had not accessed
services in any other community.
What is the homeless system of
care?
The homeless system of care consists of all
the various community partners that provide
or support housing, shelter, services, and
resources for people who are experiencing
homelessness or who have recently
experienced homelessness in our community.
These include, among others, CAP-SLO, ECHO,
5 Cities Homeless Coalition, Lumina Alliance,
Transitions Mental Health Association, the
Salvation Army, HASLO, and County
departments.
Page 117 of 208
7
We know housing ends homelessness—what about housing?
• The County of San Luis Obispo is the second least affordable small metro
area in the entire nation. The County’s cost of housing was about 51.7%
higher than the national average, ranking it as a small metro area with the
fourth-highest housing cost in the United States. 3
• As of February 2022, rent in this County averaged at $2,347 per month –
$719 more than the national average.4
• The apartment vacancy rate as of fourth quarter of 2020 was 3%, which is
approximately half of the national rate 5.6%.
• Rapidly rising rents (13.5% increase in the past year and 46% since 2016)
have increased the financial burdens on low-income people.5
• The median rental household in the County spends 38% of its income on
housing, meaning that over half of all rental households in the County
are at increased risk of homelessness due to the burden that housing
costs place on family budgets.6
How has the homeless system of care been able to respond to these
challenges?
• Since 2019, year-round emergency shelter capacity increased by 115 beds
(73%) and maximum total capacity has doubled with the addition of 110 safe
parking spaces, but on any given night we have the capacity to shelter
only 20-30% of the number of people observed as homeless in 2019
(Point in Time Count)
• Federal efforts such as the CARES Act and ARP and state equivalent such as
HHAP have resulted in several one-time grants that have launched new
efforts, but as those close, challenges continue.
• At the same time, housing and service providers struggle to hire and
maintain enough adequately trained staff. For example, in April 2022, the
County Behavioral Health department had over 20 open positions. Similarly,
the Atascadero Winter Shelter closed 6 weeks early due to lack of staffing.
3 Source: SLO County second least affordable small metro in America, San Luis Obispo Tribute, March 21, 2022.
4 Source: https://www.rentcafe.com/average-rent-market-trends/us/ca/san-luis-obispo/
5 Source: Analysis of HUD Fair Market Rents, available at : https://www.huduser.gov/portal/datasets/fmr.html
6 Source: https://www.huduser.gov/portal/datasets/cp.html#2006-2017
Page 118 of 208
8
What would be better?
• This community plan calls for strategic coordination across the region to
create more housing and shelter, to improve system efficiencies and efficacy,
and to support services that stabilize people in housing.
• The substantial expansion in capacity for shelter and housing outlined in this
plan – with the staffing needed for success – will save lives, reduce
suffering, restore people to productive lives, improve the environment,
and set all communities in the County on a path to improve how public
spaces are shared.
Page 119 of 208
9
Ending Homelessness
Vision
The San Luis Obispo region will reduce homelessness by
ensuring that people at risk of losing housing can retain it, and
those experiencing homelessness can equitably secure safe
housing with appropriate supports, minimizing trauma to
the individual, the community, and the environment.
Goals of this Plan:
1. Reduce the number of people experiencing
homelessness to 50% of the current level
within five years.
2. Reduce unsheltered homelessness to 50% of
the current level within five years.
Six Lines of Effort:
1. Create affordable and appropriately
designed housing opportunities and
shelter options for underserved
populations.
2. Focus efforts on housing stability for
those experiencing homelessness or at risk
of homelessness, including expanding
prevention/diversion, supportive services,
and housing navigation efforts.
3. Improve and expand data management
efforts through HMIS and Coordinated
Entry to strengthen data-driven
operational guidance and strategic
oversite.
4. Create, identify, and streamline funding
and resources.
5. Strengthen regional collaboration.
6. Build public engagement through
information-sharing and partnership.
Our Guiding Principles:
• We must use a rapid cycle
implementation strategy to add capacity
in housing, shelter, and homelessness
prevention.
• We will build the train as it travels:
Strategic planning, action planning, and
implementation will be occurring
simultaneously.
• Innovation is needed to create lower cost
housing and shelter options.
• We will actively engage persons with
lived experience of homelessness in the
development, refinement, and execution
of plans.
• We must work together across
jurisdictional boundaries and across
sectors so that we can move forward with
strategically coordinated action.
• We will build community awareness of
the impacts of homelessness on our
community and support for countywide
initiatives.
Page 120 of 208
10
Summary Timeline
• First 12 Months: Rapid-Cycle Expansion of Interim Housing Capacity
• Rapid-cycle implementation of non-congregate sheltering/interim housing
capacity.
• Expand landlord partnership through incentive program and
incentive/mitigation fund.
• Through launch of Homeless Action Committee, lay groundwork for a
Regional Compact on homelessness to expand affordable and homeless
housing regionally, including deeper analysis of needs and resources
focused on populations that are medically vulnerable/age 65+, have
behavioral health conditions, are chronically homeless, or are families
with children.
• Increase diversion and prevention capacity.
• Expand staffing levels to meet needs in interim housing capacity and
provide services for people with behavioral health conditions.
• Improve and expand HMIS and Coordinated Entry for data-driven
strategic oversight capabilities and operational guidance.
• Actively engage persons with lived experience of homelessness into all
phases of planning.
• Launch community education and media plan.
• Year 2-3: Regional Compact for Housing Development and Expanded
Service Capacity
• Jurisdictions will develop a Regional Homelessness Compact to develop
and align supportive housing goals, reducing barriers to housing and
aligning resources to create and support housing
• Expand supportive services available to ensure people are able to access
and maintain housing, especially behavioral health services and outreach.
2022-2023
•Build Interim
Housing
Capacity
•Prevention
•Data
2023-2025
•Expanded
Service
Capacity
•Regional
Compact
2025-2027
•Increased
Housing
Capacity
•Data-driven
refinements
Page 121 of 208
11
• Creation of community standards for services and housing and expanded
training and other staff supports to ensure all resources are supporting
strategic plan goals and using best practices.
• Improve data analytics and systematic reporting. Expand data
connections and coordination with criminal legal system, hospitals, and
sober living environments to offer more effective and efficient services.
• Review and learn from rapid cycle expansion of non-congregate
sheltering/interim housing capacity and prevention and diversion capacity
to fill in gaps and make improvements
• Year 4-5: Increase Housing Capacity
• Complete more affordable and supportive housing projects, both
traditional and non-traditional, and meet RHNA targets in all jurisdictions
• Develop housing solutions with consideration of water and other
infrastructure needs
• Systematically work on speeding the path from homelessness to housing
• Solidify the gains with sustainable ongoing funding
• Implement incentives as needed to ensure implementation of the
Regional Compact
• Enhance community partnerships to support system effectiveness
Page 122 of 208
12
Lines of Effort
Lines of Effort 1: Create affordable and appropriately designed
housing opportunities and shelter options for underserved
populations.
Page 123 of 208
13
Focus: Increase the number of interim and permanent housing opportunities to
serve prioritized beneficiary groups experiencing homelessness, making the way to
clear backlogs of households with insufficient housing options due to specific
barriers to housing and increasing the effectiveness and efficiency of the homeless
system of care overall.
Metric: Create 2050 new housing opportunities for persons who are experiencing
homelessness or are at-risk of homelessness over a 5-year period across the
County
Summary of Timing:
• Year 1:
o Find locations and start building non-traditional interim supportive
housing with the goal of creating 300 units within 3 years
Beneficiary groups have been identified
based on data analysis about community
need and may change over time as
homelessness is addressed and community
needs change.
The following beneficiary groups have been
identified as this plan begins:
• Older Adults/Medically vulnerable
• Behavioral Health Conditions
• Chronically Homeless
• Families
What do we mean by “creating housing opportunities”?
Creating housing opportunities includes any strategy to increasing housing access, including but
not limited to:
• Constructing, acquiring, rehabilitating, or renovating housing units
• Master leasing
• Funding housing subsidies for households to access apartments in the community
• Non-traditional housing or shelter options, like tiny homes, pallet shelters, board & care,
shared housing, or other designs.
Page 124 of 208
14
o Develop better data on how many people need what type of housing
and supports, and where, so that we can develop clear housing targets
for particular populations.
• Years 2-3:
o Prioritize and accelerate development of permanent housing projects
to meet the mix of needs in the community, including permanent
supportive housing (PSH) dedicated to homeless households.
o Keep building interim supportive housing.
• Years 4-5:
o Ensure the creation of permanent supportive housing and low
income/very low-income housing generally, including small Accessory
Dwelling Units (ADUs) to meet Regional Housing Needs Assessment
(RHNA) targets in all jurisdictions.
See Appendix for housing model definitions, targets, expected
number of persons housed, and turnover assumptions.
A. Rapidly create and support low-cost, non-
traditional interim supportive housing
solutions.
1. Use rapid-cycle implementation to create more
non-congregate sheltering/interim housing
capacity of a variety of types, such as pallet
shelters, cabins, tiny homes, sober living homes, sobering centers and safe
parking villages, targeting one project in each City and Supervisor District for
a total of 300 new units countywide within 3 years.
2. Ensure that these new interim housing projects countywide form a
continuum of safe, accessible, low-barrier interim housing/shelter
options for individuals and for families that include wet or damp shelters
and options that allow partners and pets.
3. Expand the Oklahoma Avenue Parking Village and replicate on a smaller
scale in additional locations, with housing navigation support.
4. Provide housing-focused services to address needs of specific populations,
including chronically homeless, unsheltered, families, and elderly/medically
vulnerable. (See also, LOE 2.C)
5. Develop community standards for temporary non-traditional supportive
housing to facilitate and ensure that people served in this housing exit to
permanent housing.
Housing Unit: A housing
unit serves one
household, which may
consist of one person.
Page 125 of 208
15
6. Learning from existing projects, quarterly analyze utilization and needs
for interim housing based on geography, climate, and population and
outcomes of various models. Align and expand shelter resources based on
analysis.
B. Remove barriers to building new units for homeless populations
throughout the region, especially in cities.
1. Cities and County will adopt least restrictive interpretation of “low-
barrier navigation centers” (based on state zoning requirements) into
zoning codes.
2. Cities and County will consider deferring or waiving permit fees for new
infrastructure related to homelessness (or commit permit and/or impacts
fees to support building costs).
3. Complete a regional inventory of city- and county-owned properties (based
on compilation of cities’ housing inventories within each Housing Element).
4. Codify best practices and facilitate adoption of streamlined development of
homeless housing through a Regional Homelessness Compact. (See also,
LOE 5.A.)
C. Create and sustain permanent supportive housing for homeless
households.
1. Work with healthcare partners to expand access to supportive housing
environments appropriate for medically vulnerable individuals, chronically
homeless persons and seniors. (See also, LOE 2.J.)
2. Commit to ongoing funding needed to sustain the operations and
supportive services for existing permanent supportive housing projects.
3. Reduce the development cost of permanent supportive housing by
removing fees and by aligning local land use
policies to reduce barriers to siting, and advocate
at the state level for changes to housing
development policies that would streamline the
development of permanent supportive housing.
4. Accelerate project implementation
sufficiently to build 500 additional units of
permanent supportive housing for homeless
persons within 5 years.
Non- traditional supportive
housing options can include
the following:
• Pallet shelters
• Tiny Homes
• Board & Care
• Single Room
Occupancy (SRO)
• Sober living homes
Page 126 of 208
16
5. Prioritize production of a mix of project sizes to serve different needs:
smaller projects (meaning 12 or less units) for persons with chronic mental
illness and larger projects using tax credit financing to accommodate families
and seniors.
6. Ensure all housing created takes into account water and other
infrastructure needs.
7. Use clear prioritization and systematic tracking to ensure that medically
vulnerable and chronically homeless individuals needing permanent
supportive housing are able to exit from stabilizing environments such as
interim housing/shelter solutions into permanent supportive housing with
sufficient clinical and other service supports.
D. Increase use of existing vouchers and rapid rehousing funds through a
region-wide landlord incentive and outreach program to maximize
available units with private landlords.
1. Bring HASLO’s Emergency Housing Voucher landlord incentive program to
scale in all communities to increase the number of landlords participating by
15% over the next 5 years.
2. Create a countywide landlord incentive/mitigation fund and adjust
available funding based on analysis of access, utilization, and outcome of
current landlord engagement efforts.
3. Sustain current levels of vouchers and rapid rehousing, and add resources
sufficient for an additional 160 persons to find housing.
4. Expand the Housing Now program by 5 additional persons each year.
E. Increase access to seasonal and weather-dependent shelter
throughout the region.
1. Maximize opportunities for winter sheltering across the County, starting
with identifying locations, and where possible, then expanding for less severe
weather conditions and more days of service.
2. Consider cooling centers in each region (North, Central and South) to be
available on days expected to exceed 100 degrees, to support both
unhoused persons and vulnerable housed people without air conditioning.
F. Support achievement of Regional Housing Needs Assessment (RHNA)
goals for affordable housing targeting low- and very low-income
households in every jurisdiction.
Page 127 of 208
17
1. Introduce policies and strategies to help accelerate completion of affordable
housing projects, both traditional housing and small accessory dwelling units
or permanent tiny homes, to meet RHNA targets in all jurisdictions (that
is, one-half of 6th cycle RHNA targets for low-income and very low-income
units within 5 years), to achieve 1667 units of low/very low-income
housing and 500 supportive units dedicated to homeless persons or
preventing homelessness. (see also, LOE #1 C.4)
2. Create a public dashboard to demonstrate progress toward affordable
housing goals.
3. Provide incentives to builders and developers of affordable housing to
increase development, including increasing local matching funds to help
make strategic local projects competitive for tax-credit financing.
4. Preserve existing affordable housing (for example, mobile home parks,
Anderson building).
5. Support smaller homes of all kinds (tiny homes, tiny homes on wheels,
ADUs, etc.)
6. Support all levels of affordable housing (including deed restricted housing,
moderate affordable units, affordable by design approaches) to provide
housing for households exiting successfully from homeless-dedicated
housing and stabilize moderate- and low-income households, including
workforce.
7. Encourage development of workforce housing countywide to support staff
who are currently working or moving to the area to work in this field.
8. Review City and County resources including CDGB to increase the
efficiency and timeliness of allocation and utilization (for example, consider
combining funds to get projects qualified for tax-credit financing more
quickly).
9. Through the HSOC Housing Committee, consider and encourage exploration
of alternative housing finance models.
Page 128 of 208
18
Line of Effort 2: Focus efforts to reduce or eliminate the barriers to
housing stability for those experiencing homelessness or at risk of
homelessness, including prevention, diversion, supportive services,
and housing navigation efforts.
Focus: Supportive services effectively obtain and maintain housing for people
experiencing homelessness, across subpopulations.
Metrics:
• System-wide, reduce the average length of time people experience
homelessness locally by 10% annually.
• The number of people being served in shelters or by outreach staff access
permanent housing increases by 10% each year.
• At least 2050 more people exit homelessness into housing over five years,
compared with current level of effort.
Summary of Timing:
• Year 1: Prevention & Diversion; services sufficient to support new interim
housing
• Years 2-3: Services development, training and coordination, especially
behavioral health and outreach
• Years 4-5: Maintain services, with ongoing assessments and refinements to
maximize effectiveness
A. Implement housing-focused case management and services across the
region.
1. Increase staff to meet the expanding challenge of emerging needs (with
increased efforts in coordinated entry, outreach, housing case management);
utilizing best-practices to define appropriate client to staff case load ratios
and to hire individuals who are gender- and culturally-diverse (including
multi-lingual staff).
2. Recruit and support development of new staff, which may include
outreach to and partnerships with high schools and colleges; and provide
support for continued education for current staff.
3. Increase and create peer support positions including developing
qualifications, providing training, and leveraging support from the
Department of Rehabilitation and Department of Health Care Services.
Page 129 of 208
19
4. Increase compensation and benefits to reduce turnover, standardize pay
scales across providers and provide livable wages for those working in the
services sector.
B. Support program staff in delivering effective services
1. Develop and implement community standards and best practices for
each service area (including outreach, case management, coordinated
entry) with a universal focus on housing navigation.
2. Create a uniform, digital library, and schedule of trainings for supportive
services (including housing first, motivational interviewing, harm reduction,
and trauma informed care, vocational training, resource availability,
diversity/equity/inclusion competency).
3. Ensure that coordinated entry system is used as the foundation for
service assessment across the continuum.
4. Develop resource knowledge base and referral system to effectively
maximize community resources (including housing programs such as HASLO
vouchers, HUD-VASH and other specialty vouchers, affordable/tax credit
housing and legal resources).
5. Expand access to interpretation services for all providers.
6. Expand technology toolkit to ensure coordinated entry assessment can be
done in the field in in real time, with virtual client signatures.
C. Structure services based on population need and geographical
coverage.
1. Revamp the coordinated entry system to prioritize services based on need
(including diversion, permanent supportive housing for higher threshold
chronically homeless, rapid re-housing for lower threshold) throughout the
geographic region.
2. Coordinate outreach strategies across multiple agencies to allocate and
prioritize resources geographically and across populations and to improve
information-sharing.
3. Coordinate efforts with first responders, including law enforcement and
fire department agencies, to improve health and safety.
4. Integrate services with jail, juvenile justice, and probation and other
criminal justice entities.
5. Include people experiencing homelessness in service design and
implementation, at program and system level.
Page 130 of 208
20
6. Target program services to address the specific needs of
subpopulations including people who are aging, youth, and people who
have a physical disability, mental health disorder, and/or substance use
disorder. Ensure services are culturally appropriate to the target populations
and the household makeup (including families, singles, and couples) and that
supports vary as needed (specifically, time-limited versus static ongoing
services) allowing for growth, independence, self-reliance, and recovery.
7. Create outreach teams that are multidisciplinary, including either
medical staff certified and trained to provide care for physical, mental health,
and substance use disorders, including mobile medications, or, at minimum,
telemedicine access.
8. Pilot a site-based Regional Homeless Operations Center to support
housing navigation services at the Oklahoma Parking Village.
9. Assess the need and location for expanded mobile hygiene services to
increase engagement with unsheltered population.
10. Create and expand job development opportunities for unhoused and newly
housed individuals by partnering with job creation and support agencies in
the community, including America’s Job Center of California, Vocational
Rehabilitation, among others.
D. Prevent homelessness through expanded diversion efforts (also known
as housing problem solving) and homeless prevention capacity.
1. Find housing for an addition 50 people each year through expanded
diversion and homeless prevention efforts.
2. Expand diversion efforts through coordinated entry system (including by
adding staff; improving program outcomes and training; increasing flexible
funding for relocation, etc.). Ensure that frontline staff are trained in
diversion and progressive
engagement.
3. Expand community
partnerships to help
identify households at-
risk of homelessness (for
example, through schools,
family resource centers,
SAFE System of Care, food
pantries).
What is diversion or housing problem solving?
Diversion resolves an immediate housing crisis by
problem-solving to find an alternative solution to
entering the homelessness system. May include
financial assistance, mediation, or connection to
resources. In one community, the average cost per
person in the homeless system was $3,700, whereas
per person cost for diversion was only $1,550.
Page 131 of 208
21
4. Provide assistance to help households stabilize their housing through
temporary financial support (rent, unpaid utility bills).
E. Implement culturally, linguistically, affirmative, and responsive
programs and services to serve all individuals throughout the County
in all regions.
1. Build community understanding of diversity, equity, and inclusion to
ensure equitable access to culturally appropriate services throughout the
homeless system of care.
2. Improve access to services for non-English-speaking people.
3. Regularly train staff throughout the homeless system of care to be
responsive to a growing diverse population.
4. Create opportunities for formerly homeless persons to participate in
creating mutually supportive neighborhoods and build connections to
community resources for personal, social, and economic growth.
5. Develop and implement communication strategies to improve service access,
that are culturally and language appropriate.
F. Expand mental health and substance abuse disorder services.
1. Increase capacity and training for behavioral health outreach in the field
with ties to ongoing treatment, by adding behavioral health peers, case
managers, and providers who are field-based and can connect individuals
through technology (telehealth) to professional services. Ensure training
related to harm reduction and trauma-informed services for professional
and allied staff.
2. Create integrated service strategies to address chronic substance use and
co-occurring disorders, such as creating sobering centers and residential
treatment centers. Ensure that the outreach workers are trained to
recognize and provide interventions, referrals, and care in both mental
health and substance use disorders.
3. Provide additional services for individuals who are coming out of
homelessness into housing to assist with the psychological impacts,
development or renewal of daily living skills, and other post housing
transitions including integration into the community.
G. Support efforts of first responders to address high system utilizers
Page 132 of 208
22
1. Design and develop a countywide intervention strategy to identify, engage
and serve high system
utilizers.
2. Expand and systematize
the interface with the jail
to reduce of frequency of
post-incarceration
homelessness. Expand jail in-reach (for example, enroll with Medi-Cal 90
days prior to release) to plan for re-entry and prevent recidivism through jail-
to-community bridge services.
3. Create 24/7 response systems with supportive services and transportation.
H. Structure services based on medical need of aging population
1. Develop and increase appropriate housing and home health care services
to support housing retention among medically vulnerable and high need
behavioral health populations.
2. Development of Medi-Cal-accepting nursing homes, assisted living
facilities, and licensed board and care homes across the aging
spectrum.
3. Cultivate active partnerships with Dignity, Tenet, CHC, other healthcare
providers and CenCal Health for better supporting people with complex
needs.
4. Create respite care project for people exiting medical facilities, with support
for ensuring housing access.
I. Expand services and housing targeted to Transitional-Age Youth (age
16-25)
1. Strengthen the safety net to identify, assess and connect youth
experiencing a housing crisis, ensure highest-risk youth receive priority for
services.
2. Provide an immediate path to help youth access services for safety due to
the consequences of homelessness, through mobile crisis response.
3. Expand a continuum of age-appropriate, stable housing options to meet
the diverse needs of youth (for example, host homes, master lease, and
permanent supportive housing).
4. Provide a network of trauma-informed supportive services to help young
people maintain stable housing, learn life skills (including parenting supports)
High system utilizers are individuals that
disproportionately use emergency departments and
inpatient services. Often, obtaining stable housing
reduces system use in the first year of tenancy.
Page 133 of 208
23
and to achieve and sustain higher measures of success (including education
and employment services).
5. Improve youth access and utilization of medical, behavioral, and dental
care services.
6. Improve youth access and utilization of public benefits (for example,
CalFresh).
Page 134 of 208
24
Line of Effort 3: Improve and expand data management efforts
through HMIS and coordinated entry system to strengthen data-
driven operational guidance and strategic oversight.
Focus: Improve homeless system data quality and reporting, increase data sharing,
and analyze and share data to drive improvements in homeless system
performance.
Metric:
• HMIS access provided to all participating agencies for shared clients to the
extent allowed by federal and state laws governing HMIS and privacy.
• Law enforcement, health care organizations, government agencies and
nonprofit organizations may make referrals to coordinated entry.
• Devise mechanism to analyze aggregate data when individualized data
cannot be shared due to privacy laws, regulations, or guidance.
Summary of Timing:
• Year 1: Create single HMIS database, data analysis and reporting to the
community
• Years 2-3: Establish analytics and systematic reporting
• Years 4-5: Data driven refinements in strategy and services
A. Create a coordinated entry system that is open and accessible to all
partner agencies to make referrals into the coordinated entry system
and access data.
1. All data is entered into one Homeless Management Information System
(HMIS). Acquire and implement software platform/vendor that fulfills
community needs.
2. Create a streamlined and automated referral process and allow referrals
from law enforcement, health care agencies, government agencies, and not-
for-profit organizations.
3. Open access for HMIS participating agencies, consistent with client
consent and relevant federal and state privacy laws.
Page 135 of 208
25
B. Expand access and usage of data in service coordination and decision-
making.
1. Monitor participation from HMIS participating agencies to ensure
compliance with HMIS policies and procedures.
2. Create and sustain HMIS technical support positions in proportion to
number of users.
3. Streamline data processes to eliminate duplicate data entry and improve
understanding of need across the community.
4. Design and implement a data quality improvement plan within HMIS for all
program types.
5. Create a data analyst position to analyze performance and produce reports
needed for data-driven management.
6. Community Action Teams and Mobile Crisis Units will have access to
and utilize HMIS data to coordinate and maximize service provision.
7. Integrate GIS data and HMIS data so that street outreach teams have
access to and can utilize real-time information to better assist homeless
persons.
8. Expand data sharing and coordination with hospitals and managed care
organizations to identify populations with greater medical and behavioral
health needs and increase coordination of services.
9. Improve use of justice department, jail, police data (including TEMP
data) and reports to improve services to people with criminal legal system
involvement. Share aggregate data with criminal legal system.
10. Develop a dashboard and schedule of analytical reports that can be used
to assess program effectiveness, identify and quantify trends in the mix of
needs, and fine-tune recommendations for resource generation and
allocation.
11. Reports on performance measures provided bimonthly to the HSOC.
12. Expand analysis of Stella, HDIS, Point in Time Count, and HMIS and HUD
System Performance Measures to provide a more comprehensive picture of
homelessness.
13. Update data system to ensure timely monitoring of Release of Information
authorizations.
14. Create data tracking and reporting mechanism to measure housing and
shelter (including alternative housing models) production against Five-Year
Plan development goals.
Page 136 of 208
26
Line of Effort 4: Create, identify, and streamline funding and
resources.
Focus: Increase funding and resources to support the strategy and align all funding
available to address homelessness with community needs and priorities.
Metrics:
• Identify and earmark existing and known projected incoming grant monies
toward new efforts that specifically accomplish objectives set by this
strategy.
• Identify and analyze all current yet uncoordinated homelessness-
directed funding streams across multiple government departments and
community projects and work to synchronize them for greater impact.
• Increase grant-writing/grant-management capacity to improve our
understanding and involvement with State, Federal and other
funding sources, improve accountability and contract performance through
enhanced grant management, and achieve an optimal return on
investment into this strategy.
• Improve understanding and communication between County, City, nonprofit
and private entities regarding funding opportunities, processes, and
accountability procedures through training and focused interaction.
Summary of Timing:
• Year 1:
o Earmark the Homeless Housing, Assistance and Prevention (HHAP)
Program Rounds 2 and 3 funding, and selected ARPA monies toward
efforts to improve data processes, improve the Coordinated Entry
System, bolster homeless prevention efforts, and build multiple non-
congregate shelter operations throughout the region to accommodate
100-150 individuals.
o Quantify shortfalls in affordable special needs housing and service
capacities and link existing and potential funding strategies to close
the gaps in the next 4 years.
o Launch effort to streamline uncoordinated homelessness funding and
efforts, including coordination with key external partners such as
CenCal Health.
• Years 2-3:
Page 137 of 208
27
o Continue to identify and steer funding in non-congregate shelter
operations while shifting funding priorities to maximize service
capacity and permanent supportive/special needs/ very low-income
housing construction efforts.
o Formalize budgeting processes and funding strategies between
County and City departments in accordance with a Regional Compact.
These efforts might include Bond Measure and working with
jurisdictions to achieve local match to maximize other funding such as
priority tax credit projects (currently $40k/unit).
o Work with CenCal Health to integrate new Cal AIM and Housing and
Homelessness Incentive Program services with existing homeless
services for maximum efficiency and impact.
o Evaluate progress towards plan goals and earmark HHAP Round 4
funding to activities with the greatest impact.
• Years 4-5:
o Reduce investment in non-congregate shelter operations while
optimizing ongoing financial investment into ongoing service capacity
and traditional housing efforts.
A. Optimize the use of current funding streams and identify and obtain
new resources
1. Collectively, community-wide and cross-jurisdictions, identify funding
opportunities that are most likely to be profitable and pursue them
collectively and strategically.
2. Develop a cross-jurisdictional team supported by local experts to drive
forward an ongoing effort to connect the most urgent needs with ever-
changing opportunities for funding, including by orchestrating funding
blending and coordination.
3. Establish clear priorities for grant programs for County- and city-
controlled funding that align with the goals of the strategic plan.
4. Implement a new project review / housing program creation work group
to review applications for new funding opportunities to ensure alignment
with the strategic plan.
B. Advocate for federal and state funding.
1. Align efforts with State and Federal plans to ensure that local efforts are
prepared to seize funding and resource opportunities when presented.
Page 138 of 208
28
2. Advocate for ongoing state funding for homeless services operations in
order to sustain capabilities expanded with one-time funding.
3. Advocate for new federal and state funding for supportive services in
permanent supportive housing.
4. Advocate for federal and state funding to provide short-term housing
stabilization services for residents of Affordable Housing and Housing
Choice Voucher recipients, particularly persons in need of short-term mental
health interventions.
5. Create priorities for new state funding opportunities to ensure alignment
with the strategic plan.
6. Work with local, state, and other regulators to reduce barriers to creative
interventions and increase funding sources.
7. Ensure governmental legislative platforms align to effectively advocate for
resources and service reforms.
8. Work with jurisdictions to achieve local match to maximize other funding
such as priority tax credit projects funded (currently approximately
$40k/unit).
C. Strengthen and increase private philanthropic funding and health care
funding for homelessness.
1. Partner with CenCal and local Health Care Systems and organizations to
identify opportunities to use CalAIM, HHIP and other initiatives to increase
services and resources aligned with the strategic plan.
2. Strengthen and align local funders to support projects aligned with strategic
plan.
3. Develop stronger relationships with the faith community to provide
financial support services and funding.
4. Encourage local bankers and lenders to make it easy for homeowners to
finance the building of Accessory Dwelling Units (ADUs) under 750
square feet for long-term rental use, since these units can also benefit from
state-mandated fee waivers and expedited processing.
D. Align local City and County resources to support strategic plan.
1. Publish annual combined plan and budget for homelessness across all
jurisdictions.
2. Incentivize achievement of RHNA goals.
Page 139 of 208
29
3. Consider pooling CDBG funding between communities to speed housing
development.
4. Ask cities and County to consider dedicating the year-over-year increase in
transient occupancy taxes to supporting housing that is affordable to
service sector workers.
5. Seek pilot project status for the County and CoC to get more grant funding
and more flexibility.
6. Develop additional resources to prevent and address homelessness due to
domestic violence.
7. Seek County funding to/for:
• Fill in funding gaps to sustain operations and services
• Data systems and analytics to leverage state funding and support
continued data management
• Seed money for low-cost housing strategies
• Grant applications and management support including identifying new
grant opportunities
• Local support for priority funding permanent housing projects
considers pooling with the cities
• Explore other revenue generating opportunities to fund strategic plan
activities (for example, bond measures, permit fees, etc.).
8. Seek city and County funding for:
• Local support for priority permanent housing projects serving low-
income and very low-income households
• Outreach services specific to the community
• Financial and operational support in partnership with other sources for
interim housing and shelter projects benefiting the community
• Explore other revenue generating opportunities to fund strategic plan
activities (for example, bond measures, permit fees, etc.).
Page 140 of 208
30
Line of Effort 5: Strengthen Regional Collaboration.
Focus: Create regional, coordinated response to homelessness to minimize
duplication of effort and improve system effectiveness to reduce homelessness.
Metric: Create and maintain a Homeless Action Committee for the plan duration.
Summary of Timing:
• Year 1: Homeless Action Committee created, meets regularly; Citizens
Oversight body formed; quarterly discussion sessions begin for those with
lived experience
• Years 2-3: Regional Homeless Compact adopted
• Years 4-5: Data-driven management
A. Create a mechanism to visualize, describe, unify, and equitably direct
regional efforts to address homelessness.
1. Develop data-driven management: Through HSOC and its committees,
conduct bimonthly data-driven oversight on the status of plan
implementation and on the extent to which desired outcomes are being
achieved. Recommend action steps to the Board of Supervisors, the
Homeless Action Committee and other stakeholder groups represented on
HSOC as needed. Conduct periodic reviews of programs and services to
identify activities that need to be initiated, terminated, sustained. Consider
and communicate issues and opportunities initially vetted in HSOC
committees.
2. For rapid implementation management, create a Homeless Action
Committee, consisting of the County Principal Administrative Analyst on
Homelessness (and select County staff as required) and all City Mangers (and
select City Staff as required) that meets regularly (for example, biweekly) to
promote a regional, strategically coordinated approach to addressing
homelessness, including developing regional housing and shelter goals and
plans. Each member will report back to their respective governing agencies
and consult with people with lived experience, non-profit organizations, law
enforcement, fire departments, and other community-based entities, as
relevant. Staff will receive strategic guidance for this implementation work
from HSOC, and coordinate with HSOC and its committees on
multidisciplinary matters and policy issues.
Page 141 of 208
31
3. Building from the Homeless Action Committee, complete a Regional
Homelessness Compact with principles and jurisdiction-specific targets,
overall and for special needs populations, and positive and negative
incentives for compliance.
4. Secure approval of the Regional Homelessness Compact by all seven cities
and the County Board of Supervisors.
5. Establish a Citizen’s Oversight body to meet once or twice yearly to review
progress on implementation steps and outcomes achieved and to provide
community feedback to HSOC and the Board of Supervisors.
6. Pursue reorganization within the County to consolidate and empower
homeless-related staffing, create more stability and predictability in funding
and program structure, reduce duplication, allow for more meaningful mid-
term and long-term planning, and braid together a significant amount of
spending.
B. Elevate the voice of people experiencing homelessness to reduce
stigma and marginalization of the homeless population.
1. Engage people with lived experience of homelessness to understand
challenges faced by people experiencing homelessness in this community
and highlight successes.
2. Ensure representation from people of lived experience on any committee
or work group focused on homeless issues.
Page 142 of 208
32
3. Expand input from Spanish-speaking population throughout the homeless
system.
4. Hold quarterly community discussion groups on homeless issues with
content developed in partnership with people of lived experience. Refer
insights, requests and recommendations to HSOC committees and the
Homeless Action Committee for consideration and action.
Page 143 of 208
33
Line of Effort 6: Build public engagement through information-
sharing and partnership.
Focus: Sufficiently define the core homelessness issues and communicate the need
to the community for these issues to be addressed. Further, educate and
communicate with community members about the strategic plan, outcomes of plan
efforts, and specific needs to improve community support for efforts to end and
reduce homelessness.
Metric: Raise 10% more funding from general public contribution each year of the
plan.
Summary of Timing:
• Year 1: Community education, media plan and “How can I help?” resources
• Years 2-3: Establish result reporting to community in accessible dashboards
• Years 4-5: Enhance community partnerships to strengthen the effectiveness
of individual projects and collective efforts to restore people more quickly
and securely into housing.
A. Create a community education strategy to inform community leaders
and citizens.
1. Develop and maintain a web-based information-sharing center about
ongoing activities, plans, and structures responding to homelessness locally
to improve communications.
2. Develop community-wide dashboards to share progress on addressing
homelessness and on developing affordable housing.
3. Circulate HSOC result reports to multiple constituencies. Develop talking
points for report to distribute to cities, service providers, etc.
4. Ensure all communication is accessible especially to the full population
(such as translations in Spanish, cultural appropriateness, readability, vision
or hearing impaired, etc.)
5. Create a centralized resource to help answer the “how can I help”
question and help link potential volunteers, donors and advocates with
established organizations and each other
6. Create an online resource for the homeless population to share
information about what is happening in the community, and for individuals
Page 144 of 208
34
experiencing homelessness to have a way to share their experiences with
HSOC.
7. Enhance engagement with front-line community groups and volunteers
working with underserved homeless populations and really contribute to the
trust of the unhoused community and can help the entire community with
the ties to the unhoused community.
8. Build community support for creating homelessness funding mechanisms
(including both public and private funding).
B. Create a media plan for communication including professional and
social media
1. Hire a public relations firm to create media plan to share information about
homelessness and the system of care in order to more effectively engage the
community in supportive action, using already-allocated funds.
2. Distribute shared talking points to city communications people.
Page 145 of 208
35
Summary of Jurisdictional Commitments
To support this plan, each jurisdiction will be encouraged to:
• Participate in Homeless Action Committee and development of Regional
Homeless Compact
• Adopt least restrictive interpretation of “low-barrier navigation centers”
(based on state zoning requirements) into zoning codes.
• Consider waiver of permit fees (or commit permit and/or impact fees to
project) for new infrastructure related to homelessness.
• Introduce policies and strategies to help accelerate completion of affordable
housing projects, both traditional and non-traditional, to meet RHNA targets
• Consider pooling CDBG funding to speed housing development.
• Consider dedicating the year-over-year increase in transient occupancy taxes
to supporting housing that is affordable to service sector workers.
• Align funding decisions with strategic plan priorities
• Provide funding to:
o Local support for priority Low-Income/Extremely Low-Income
permanent housing projects
o Outreach services specific to the community
o Financial and operational support in partnership with other sources
for interim housing and shelter projects benefiting the community
o Explore other revenue generating opportunities to fund strategic plan
activities (for example, bond measures, permit fees, etc.)
• Create at least one non-congregate sheltering/interim housing project.
In addition, the County will:
• Consider reorganization within the County to consolidate and empower
homeless-related staffing
• Provide funding to:
o Fill in funding gaps to sustain operations and services
o Data systems and analytics to leverage state funding and support
continued data management
o Seed money for low-cost housing strategies
o Grant applications and management support including identifying new
grant opportunities
o Local support for priority funding permanent housing projects
considers pooling with the cities
o Explore other revenue generating opportunities to fund strategic plan
activities (for example, bond measures, permit fees, etc.).
Page 146 of 208
36
Thank you!
Thank you for taking the time to review and submit your feedback on this draft
plan. Ending homelessness will take the effort and coordination of our full
community. We look forward to your support in reducing the impact of
homelessness in the County of San Luis Obispo over the next five years.
Page 147 of 208
37
Appendix
Housing Goal: 2050 additional housing placements
over 5 years
Why 2050?
• Our overall plan goal is to reduce the number of people experiencing homelessness to
50% of the current level within five years. So, if 2100 people are homeless now, we plan to
house at least 1050 people homeless countywide before plan completion.
• HMIS data from the past three years shows an average of approximately 200 more people
coming into the system of care each year compared to those to exit, so we can estimate
that roughly an additional 1000 people will become homeless during the plan
implementation period.
• As a result, we plan to house 2050 (1050 + 1000) more people in housing over this 5-year
period above and beyond the current level of effort.
How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight
1. Homelessness Prevention and Diversion
Homelessness prevention and
diversion programs both use
problem solving techniques, which
may include funding (for example,
utility arrears, transportation
support), services, and support to
either prevent or quickly end a
household’s homelessness. Both
efforts work from each households
existing relationships and
resources to avoid homelessness.
Target: 250 additional
direct placements
(50/year)
• New diversion
specialists
• Training across
system
• Funding to sustain
current level of
homelessness
prevention
• Data mechanism to
track, report
diversion
HSOC
Services
Committee
Page 148 of 208
38
How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight
2. Rapid Rehousing (RRH)/Vouchers
Rapid rehousing (RRH) is a housing
intervention that provides financial
support, including short to
medium term rental assistance,
and services to support
households to stabilize in housing.
The goal is that households will
transition in place and take over
their full rent payment when they
exit the program.
Target: House an
additional 160 people
in existing units
through a combination
of RRH and new
housing vouchers.
Assumptions: Assume
20% turnover and 1.5
persons per unit.
Additional use of this
strategy is constrained
by the tight housing
market.
• Landlord support
and liaison(s)
• Landlord mitigation
and incentive
funding
• Funding for
vouchers and
move-in costs
• Case management
• Behavioral health
staffing
HSOC
Services
Committee
3. Housing NOW
A program of intensive mental
health and case management
support for high-vulnerability
persons with extensive support
needs, in master-leased or owned
units.
Target: House an
additional 25 people (5
additional persons per
year)
Assumption:
Additional use of this
strategy is constrained
by the tight housing
market.
• Additional master-
leased or owned
units
• Case management
• Behavioral health
staffing (TMHA)
HSOC
Services
Committee
4. Non-Congregate Interim Housing & Sheltering Capacity
Interim housing and sheltering
capacity can take many forms,
including tiny homes, cabins, pallet
shelters, safe parking, sober living,
and other creative approaches. A
mix of "wet, dry and damp"
environments will be needed. Case
management and diversion
techniques will be needed to
support households to move to
more stable housing, which may
include subsidized (for example,
rapid rehousing) or supportive
housing (for example, permanent
supportive housing).
Target: Build 300 units
within 3 years (90-120-
90; roughly 10 sites
with average of 30 units
per site (range 15-60
units)). With turnover,
will shelter 500 people.
Assumption: 25%
annual turnover to
start.
• Focused effort on
permits and
construction
• Operating oversight
with community
volunteers and
donors
• Case management,
behavioral health
services, and
housing-focused
services
HSOC
Housing
Committee
Page 149 of 208
39
How will 2050 placements be reached?
Housing/Shelter Approaches Target &
Assumptions
Supports Needed for
Success
Oversight
5. Low and Very Low-Income Housing per RHNA
Ensure the construction of deed-
restricted housing for low-income
(LI) and very low-income (VLI)
households, plus ADUs
Target: House 500
additional homeless or
at-risk people by
building 1667 units.
(When added to the
500 units of PSH in #6,
this equals 1/2 of 10-
year RHNA targets
countywide).
Assumptions: 30%
yield: 10% homeless
set-aside plus another
20% ultimately
resulting in someone
avoiding homelessness.
• Match unit mix to
needs (more 1 BR
or studios)
• Local matching
funds (County and
City)
• Case management
to stabilize people
in housing
HSOC
Housing
Committee
6. Permanent Supportive Housing (PSH)
Permanent supportive housing
(PSH) is housing for formerly
homeless people with disabilities
that is not time-limited and
includes services to sustain
housing. The plan calls for units to
be created in new construction or
other structures.
Target: Build 500 new
units (by year,
50,50,80,160,160). With
turnover, house 580
people.
Assumption:
Continuation of current
14% average turnover
rate to house 600
people in 5 years. This
includes persons with
complex health
challenges.
• Local matching
funds (County and
City)
• Extensive
partnership with
healthcare
organizations
• Case management
and behavioral
health services
required to
stabilize housing
HSOC
Housing
Committee
Page 150 of 208
40
Existing New
Definitions:
PSH+Permanent Supportive Housing + options for high-needs persons (for example, nursing home beds)
Low Income Affordable Housing for Low Income and Very Low Income households, including ADUs
Non-TraditionalNon-traditional interim housing/shelter options, eg tiny home villages, cabins, sober homes
NOW Housing NOW
RRH/V Rapid Re-Housing and new Vouchers
HP/Divert Homeless Prevention (HP) and Diversion services
RHNA:Level of Services NeededFive-Year Targets by Housing Type
(accounting for turnover and percentage dedicated to homeless
households)
Housing Stock UtilizedHighLowPSH+
600
500
Low-Income
500
1667x30%
NOW
25
HP / Divert
250RRH/V
150
75
Non-
Traditional
525
300
Page 151 of 208
41
Regional Housing Need Allocation (2019)
Page 152 of 208
Item 8.h.
MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director
BY: Shane Taylor, Utilities Manager
SUBJECT: Consideration to Authorize the Purchase of Water Meters
DATE: July 26, 2022
SUMMARY OF ACTION:
Authorize the annual bulk purchase of replacement water meters from Aqua Metric.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The FY 2022-23 Budget includes funding of $52,400 in the Water Fund for new water
meters and water meter replacements.
RECOMMENDATION:
Authorize the purchase of water meters from Aqua Metric in the amount of $52,400 during
FY 2022-23.
BACKGROUND:
The City’s water distribution system currently has 6,584 mete red connections. The
Utilities Division budgets annually to purchase water meters for new connections and for
replacement of old meters. The meter of choice for the last 46 years has been Sensus.
ANALYSIS OF ISSUES:
Per the City’s Purchasing Policies and Procedures Manual, this purchase order is allowed
as a sole source procurement because Aqua Metric is the only distributor of Sensus
meters (Attachment 2). The authorization of a blanket purchase order in the amount of
$52,400 will allow the City to take a dvantage of free shipping on orders of $10,000 or
more. This amount will allow purchase of water meters and parts to meet the needs of
the City for FY 2022-23.
ADVANTAGES:
A single purchase order with Aqua Metric will provide the most efficient and cost -effective
method of purchasing the necessary Sensus water meter/parts in FY 2022 -23.
Page 153 of 208
Item 8.h.
City Council
Consideration to Authorize the Purchase of Water Meters
July 26, 2022
Page 2
DISADVANTAGES:
No disadvantages noted at this time.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Approve a purchase order in the amount of $52,400;
2. Do not approve the purchase order;
3. Modify as appropriate and approve staff’s recommendations; or
4. Provide other direction to staff.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the Ci ty’s website in accordance with
Government Code Section 54954.2
Attachments:
1. Quote from Aqua-Metric
2. Sole Source Distributor Letter from Aqua-Metric
Page 154 of 208
Attachment 1
Page 155 of 208
William J Boyd 4050 Flat Rock Drive T: 909 553-1399
District Manager Riverside, Ca 92505 F: 951 784-5317
Western Region bill.boyd@sensus.com
www.sensus.com
July 2, 2021
To Whom It May Concern:
Please be advised that Aqua-Metric Sales Company of Riverside, California, is the sole factory
authorized distributor representative for all Sensus USA products, parts, and services, including
but not limited to, the FlexNet AMI system, iPerl, Ally, SRII, accuStream, and Omni meters, in
the Southern California and Clark County Nevada geographic areas.
Customers purchasing Sensus products from Aqua-Metric Sales enjoy full factory warranty
coverage as well as the ability to draw from local inventory and obtain local services that the
factory cannot provide.
In this way, we hope to provide our customers with the best of both worlds: factory support and
technical knowledge coupled with local sourcing and timely service.
We at Sensus USA appreciate your continued business. Should you have any questions
regarding this or any other matter, please feel free to contact me at any time.
Sincerely,
William J Boyd
William J. Boyd
District Manager
Sensus USA
(909) 553-1399
Attachment 2
Page 156 of 208
Item 8.i.
MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director
BY: Shane Taylor, Utilities Manager
SUBJECT: Monthly Water Supply and Demand Update
DATE: July 26, 2022
SUMMARY OF ACTION:
The update reports the City’s total water supply and demand for June, 2022. Current
Lopez Reservoir level and projected levels are provided in the attachments.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
Approximately two (2) hours of staff time is required to prepare the report.
RECOMMENDATION:
Receive and file the monthly Water Supply and Demand Report.
BACKGROUND:
On October 12, 2021, the City Council adopted a Resolution declaring a Stage 1 Water
Shortage Emergency, and implementing emergency water conservation measures and
restrictions as a result of the extreme drought conditions.
In June, the City’s water use was 177.3 acre-feet with a per capita use of 107 gallons per
day/per person. There was a total of 0 inches of rainfall in the City in June, 2022.
ANALYSIS OF ISSUES:
The United States Drought Monitor, as of July 7, 2022, shows San Luis Obispo County in
a severe drought. Rainfall to date for the period July 1, 2021, through June 30, 2022, is
8.63 inches at the Corporation Yard rain gauge. Lopez Lake, as of July 7, 2022, is at
26.4% capacity (13,050 acre-feet).
The new water year began on April 1, 2021, and the City’s annual Lopez contract supply
was 2,290 acre-feet. On August 24, 2021, the San Luis Obi spo County Board of
Supervisors (Board) enacted the Low Reservoir Response Plan (LRRP) for Lopez Lake.
On September 8, 2021, the Zone III Technical Advisory Committee endorsed the action
Page 157 of 208
Item 8.i.
City Council
Monthly Water Supply and Demand Update
July 26, 2022
Page 2
of reducing contract deliveries by 10%. The City began reducing the flow of Lopez Lake
deliveries on September 15, 2021, to 1.9 million gallons per day, compared to the normal
flow of 2.2 million gallons per day. In addition, the City has 1,323 acre-feet of ground
water entitlement from the Santa Maria Basin, and wells within the Pismo Formation that
produce approximately 160 acre-feet per year. The second quarter monitoring for the
Santa Maria Basin sentry wells was completed on April 5, 2022. The deep well index was
7.98 feet above sea level, which is 0.48 feet higher than the deep well index threshold
value of 7.5 feet and 1.08 feet lower than the index value one year ago. The rainfall in
December 2021 raised Lopez Lake from 28% to 30% full, however the LRRP remains in
effect, along with Stage 1 water shortage emergency mandatory reductions. The water
use for the City of Arroyo Grande for water year 2021/2022, which ended March 31, 2022,
was 2,280 with a per capita use of 115 gallons per day/person. The predicted use for
water year 2022/23 is 2,213 acre feet based on average rainfall.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Receive and file the report; or
2. Provide other direction to staff.
ADVANTAGES:
This report provides the City Council and the public with the current and projected
conditions of our water supply and demand.
DISADVANTAGES:
No disadvantages noted 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 Ci ty’s website in accordance with
Government Code Section 54954.2
Attachments:
1. Lopez Monthly Operations Report for June, 2022
2. Lopez Reservoir Storage Projection
3. Monthly Water Use Comparison
4. Monthly Monitoring Report
Page 158 of 208
San Luis Obispo County Flood Control and Water District
Zone 3 - Lopez Project - Monthly Operations Report
June, 2022
0.00
Note: Deliveries are in acre-feet. One acre foot = 325, 850 gallons or 43, 560 cubic feet. Safe yield is 8,730 acre-f
eet.
"Year to Date" is January to present for State water, April to present for Lopez deliveries, and July to present for rainfall.
495.62
April to Present
12.51
Arroyo Grande 2061
Lopez Dam Operations
Lake Elevation (full at 522.37 feet)463.91
Storage (full at 49200 acre feet)12122
Rainfall 0
Downstream Release (4200 acre feet/year)178.92
Spillage (acre feet)0
This Month Year to Date
542.89
0.00
742.10 158.91
Entl.Surplus
Water
Declared Usage
2803
Total
Available
Water
Lopez Water Deliveries
0.00Oceano CSD 272.7 102.50 0.00375
196.65Grover Beach 720 204.20 64.96924
38.33Pismo Beach 802.8 300.80 9.861104
20.20CSA 12 220.5 82.40 7.63303
698.911240140.00
45.33968.50
214.1475041.74
State Water Deliveries
750.8040771432.00 241.365509 1006.812206198.02Total
Contractor
Difference (feet)-58.46
% Full 24.6%
Comments:
1) Oceano supplied water to Canyon Crest via Arroyo Grande's Edna turn out. A total of 2.18 AF delivered to Canyon Crest was added to Oceano's
water usage this month and 2.18 AF was subtracted from Arroyo Grande's usage this month.
2) Lopez Water Deliveries are now operated under the Low Reservoir Response Plan (LRRP). In August 2021 TAC requested a 10% entitlement
reduction (retroactive to April 2021) in anticipation of reaching the 15,000 AF trigger of the LRRP. Entitlements shown represent a 10% reduction.
3)Surplus water shown is actually "Carry Over" water as designated in the LRRP.
4) On April 2022, the County presented the Stored State Water minus evaporation losses dating back to the January 1, 2015 water recharacterization.
On December 31, 2021 the calculated Stored State Water minus evaporation losses was 659.82 AF. Evaporation losses will be presented annually.
April to Present Lopez Entitlement+Surplus Water Usage
0
20
40
60
80
100
120
140
160
180
Jul '21 Aug '21 Sep '21 Oct '21 Nov '21 Dec '21 Jan '22 Feb '22 Mar '22 Apr '22 May '22 Jun '22Acre FeetAG GB OCSD PB CSA12
January to Present State Water Usage
0
20
40
60
80
100
120
140
160
Jul '21 Aug '21 Sep '21 Oct '21 Nov '21 Dec '21 Jan '22 Feb '22 Mar '22 Apr '22 May '22 Jun '22Acre FeetOCSD PB CSA12 SanMig
San Miguelito 48.431207.78
This Month
%
Total
January to Present
Usage
This Month
% of
Annual
Request
Usage % of Annual
Request
158.91
Total Water
Deliveries
This Month
41.74
64.96
149.86
16.13
7.78
439.38
Annual
Request
0.00
Usage
0.00
0.00
0.00
0.00
%
0.00
0.00
0.00
0.00
0.00
495.62
0.00
196.65
38.33
20.20
750.800.00 1105.00
SWP
Deliveries
SWP
Deliveries
Change in
Storage
237 38.98
758.01This Month Stored State Water
0.0%
7.7%17.7%
0.0%0.0%
9.0%21.3%
1.2%3.5%
3.5%6.7%
11.3%56.4%
8.9%47.2%
5.6%28.6%
5.9%13.6%9.0%45.6%
6.5%40.4%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
24.0%
0.0%
27.3%
4.8%
9.2%
18.4%0.0%
Entitlement Surplus
Usage %Usage %
Entitlement Surplus
Usage %
719.03Last Month Stored State Water
Surplus
Requested
742.10
102.50
204.20
300.80
82.40
1432.00
Tuesday, July 12, 2022 Page 1 of 1Report printed by:AdminData entered by:D. Bravo
ATTACHMENT 1
Page 159 of 208
5.44
0.54
4.70
2.14
0.24 0.52
1.42
5.16
0.22
0.94
2.38
0.30
7.33
0.430.34
2.87
3.10
2.77
0.900.33
0.060.030.02
0.320.62
1.34
2.03
3.02
3.25
2.91
1.13
0.410.070.030.02
0.320.62
1.70
2.24
3.12
2.982.84
0.98
0.360.070.030.02
0.350.67
1.84
2.24
2.762.98 3.01
0.98
0.41
11/28/2022
0.00
2.00
4.00
6.00
8.00
10.00
12.00
14.00
0
5000
10000
15000
20000
25000
30000
35000
40000
1/1/20202/1/20203/1/20204/1/20205/1/20206/1/20207/1/20208/1/20209/1/202010/1/202011/1/202012/1/20201/1/20212/1/20213/1/20214/1/20215/1/20216/1/20217/1/20218/1/20219/1/202110/1/202111/1/202112/1/20211/1/20222/1/20223/1/20224/1/20225/1/20226/1/20227/1/20228/1/20229/1/202210/1/202211/1/202212/1/20221/1/20232/1/20233/1/20234/1/20235/1/20236/1/2023Storage (AF)Date
LOPEZ RESERVOIR STORAGE PROJECTION
Actual Precipitation Predicted Precipitation Actual Storage 20,000 AF
Storage Projection Storage Projection (No Rain)10,000 AF
ATTACHMENT 2
Page 160 of 208
NOTE: There was a 20% reduction in June 2022 compared to June 2021
ATTACHMENT 3
Page 161 of 208
ATTACHMENT 4
Below is the information you have submitted for the month of June 2022. We use
your most recently submitted monthly report in our calculations
State Water Resources Control Board Office of Research, Planning & Performance
Page 162 of 208
Item 8.j.
MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director
BY: Jill McPeek, Capital Improvement Project Manager
SUBJECT: Consideration of Confirming the Environmental Determination,
Acceptance of Grant of Temporary Construction License, Public
Pedestrian Access Easement Deeds, and Approval of Construction
Plans and Specifications for the 2022 Pedestrian Crossing
Improvement
DATE: July 26, 2022
SUMMARY OF ACTION:
Confirming the environmental determination and acceptance of the right of way
documents will allow the City to obtain allocated grant funding for the construction phase
of the project and to advertise for construction bids for the 2022 Pedestrian Crossing
Improvements Project.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
An allocation of $205,000 of Highway Safety Improvement Program (HSIP) funds is
included for the project in the FY 2022-23 Capital Improvement Program budget. It is
estimated that approximately $80,774 ($45,000 HSIP funds and $35,774 Regional State
Highway Account (RSHA) funds) will be carried over from FY 2021-22 for a total available
budget of approximately $285,774 available for the bidding and construction phases of
the project. Staff time will be necessary to provide direction and answer questions to
prospective bidders.
RECOMMENDATION:
1) Find that the project is categorically exempt from the California Environmental Quality
Act (CEQA) pursuant to Guidelines Section 15301(c) and direct staff to file a Notice of
Exemption; 2) Accept the Grant of Temporary Construction License and Public
Pedestrian Access Easement Deeds and direct staff to file the License and Deeds; and
3) Approve the construction plans and specifications for the 2022 Pedestrian Crossing
Improvements Project, PW 2021-08, and authorize staff to advertise for construction bids
pending approval of a funding allocation from the State.
Page 163 of 208
Item 8.j.
City Council
Consideration of Confirming the Environmental Determination, Acceptance of
Grant of Temporary Construction License, Public Pedestrian Access Easement
Deeds, and Approval of Construction Plans and Specifications for the 2022
Pedestrian Crossing Improvement
July 26, 2022
Page 2
BACKGROUND:
In 2018, the City was successful in securing $150,000 of RSHA funds through the San
Luis Obispo Council of Government’s (SLOCOG’s) Safe Routes to School (SRTS)
program for pedestrian improvements in the vicinity of Harloe Elementary School. As part
of the 2018 Concrete Repairs project, $50,000 of these funds were used to install
sidewalks along Farroll Avenue between Gaynfair Terrace and Alder Street. The
remaining $100,000 was earmarked for sidewalk gap closures on South Halcyon Road
and pedestrian crossing improvements at Sandalwood Avenue. During refinement of the
preliminary design, it was estimated that $100,000 would not be enough to fully construct
the improvements as proposed in the grant application and staff pursued further grant
funding opportunities.
In 2020, the City was successful in securing $250,000 of State HSIP funds to install
pedestrian crossing improvements at three intersections:
South Halcyon Road at Sandalwood Avenue
Farroll Avenue at South Halcyon Road
East Grand Avenue at Alder Street
With both grant funding sources in place, staff began working with its design consultant
in preparing construction documents for public bid. During design it was revealed that in
order to make grades to meet current American with Disabilities (ADA) standards for the
curb ramps at East Grand Avenue at Alder Street, additional right of way would be
required. Staff has coordinated with the two property owners, who have executed Public
Pedestrian Access Easement Deeds for the additional property needed for the project, as
well as a Grant of Temporary Construction License to allow for some additional area
needed to accommodate construction activities.
In order to bid the project and provide immunity to the City, the City Council is requested
to approve the plans and specifications prior to the construction bidding process. In
addition, the scope of work is proposed to be evaluated pursuant to CEQA prior to bidding.
Before the City can bid the project, the City must request an allocation of State funds from
the HSIP program for the construction phase of the project. Both the environmental
determination and right of way documents need to be complete d before the City can
request the allocation. Council’s action of confirming the environmental determination and
acceptance of the right of way documents will allow staff to submit the allocation request.
Once the State approves the allocation, staff can advertise for construction bids.
Page 164 of 208
Item 8.j.
City Council
Consideration of Confirming the Environmental Determination, Acceptance of
Grant of Temporary Construction License, Public Pedestrian Access Easement
Deeds, and Approval of Construction Plans and Specifications for the 2022
Pedestrian Crossing Improvement
July 26, 2022
Page 3
ANALYSIS OF ISSUES:
The general scope of work includes:
South Halcyon Road Pedestrian Crossing at Sandalwood Avenue
Installation of bulbouts and replacement of the existing rectangular rapid flashing
beacons (RRFBs) on each side of South Halcyon Road
Installation of yield to pedestrian signs and yield lines on South Halcyon Road
Installation of ADA curb ramps and yellow continental school crosswalks on South
Halcyon Road and on Sandalwood Avenue
Farroll Avenue Pedestrian Crossing at South Halcyon Road
Installation of ADA curb ramps and yellow continental school crosswalk on Farroll
Avenue
South Halcyon Road Sidewalk Gap Closure
Installation of sidewalk, curb and gutter and ADA curb ramps on the east side of South
Halcyon Road between Cameron Court and Virginia Drive
East Grand Avenue Pedestrian Crossing at Alder Street
Installation of rectangular rapid flashing beacons (RRFBs) on each side of East Grand
Avenue
Installation of yield to pedestrian signs, yield lines, and continental crosswalk on East
Grand Avenue
Installation of ADA curb ramps and continental crosswalk on Alder Street
The estimated construction cost of the project is $270,100 and the proposed contract time
is 60 working days. Pending approval of a funding allocation from the State and if
successful bids are received and a construction contract is awarded, work is expected to
be performed between October 2022 and January 2023. Plans and specifications are
available for review at the Public Works Department.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Approve staff’s recommendations as proposed;
2. Do not approve staff’s recommendations as proposed;
3. Modify staff’s recommendation and approve; or
4. Provide other direction to staff.
Page 165 of 208
Item 8.j.
City Council
Consideration of Confirming the Environmental Determination, Acceptance of
Grant of Temporary Construction License, Public Pedestrian Access Easement
Deeds, and Approval of Construction Plans and Specifications for the 2022
Pedestrian Crossing Improvement
July 26, 2022
Page 4
ADVANTAGES:
Installation of improvements at uncontrolled pedestrian crossings will address one of the
main safety issues in the City (where fatal and severe injury pedestrian to vehicle
collisions occur) as identified in the Local Road Safety Plan (LRSP). Installation of
sidewalk where none currently exists will provide safe and continuous access for
pedestrians in the vicinity of Harloe Elementary School. Confirming the environmental
determination and acceptance of the right of way documents will allow the City to request
funding for the construction phase of the project.
DISADVANTAGES:
There will be intermittent sidewalk closures during the project. These closures will be
minimized as much as possible and the project specifications require the contractor to
notify affected residents and businesses in advance. In addition, staff will work with Lucia
Mar School District and Harloe Elementary School personnel to coordinate disruptions to
parents and students accessing the school from Farroll Avenue.
ENVIRONMENTAL REVIEW:
The project is categorically exempt from the California Environmental Quality Act (CEQA)
pursuant to Guideline Section 15301(c) for repairs and maintenance of existing streets,
sidewalks, gutters and similar facilities.
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
2. Public Pedestrian Access Easement Deed (077-221-030)
3. Public Pedestrian Access Easement Deed (077-223-061)
4. Grant of Temporary Construction License (077-223-061)
Page 166 of 208
ATTACHMENT 1
Page 167 of 208
ATTACHMENT 2
Page 168 of 208
Page 169 of 208
Page 170 of 208
Page 171 of 208
ATTACHMENT 3
Page 172 of 208
Page 173 of 208
Page 174 of 208
Page 175 of 208
Page 176 of 208
ATTACHMENT 4
Page 177 of 208
Page 178 of 208
Page 179 of 208
Page 180 of 208
Item 10.a.
MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Planning Manager
SUBJECT: Continued Accessory Dwelling Unit Ordinance Study Session
DATE: July 26, 2022
SUMMARY OF ACTION:
The purpose of this continued study session is to provide the City Council an opportunity
to continue to review and provide further direction regarding proposed amendments to
the accessory dwelling unit (ADU) Ordinance.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
SB 2 grant funding in the amount of $20,000 was obtained to offset costs associated with
amending the ADU Ordinance, including staff hours, website development, and marketing
materials. Programs proposed as part of the ordinance amendments, such as a potential
fee waiver program, may have impacts to financial resources, if supported by Council.
RECOMMENDATION:
Review the proposed amendments, receive public comment, and direct staff to return to
the Planning Commission with the revised Ordinance for a recommendation hearing.
BACKGROUND:
The State legislature has identified production of Accessory Dwelling Units (ADUs) as an
important strategy to increase housing statewide. In 2017, the State made significant
changes to the manner by which local governments can regulate ADUs, primarily with
respect to parking, types and sizes of ADUs, approval process and timelines, and utility
fees. In response, the City adopted Ordinance 688 in October 2017, bringing local
regulations consistent with 2017 State law at that time. In October 2019, Governor
Newsom signed new State housing bills that further amended Government Code
§65852.2 and §65852.22 related to regulations for development of ADUs. Therefore, Title
16 must be amended again for consistency with State law.
On consecutive meetings in August 2021, staff presented the draft Ordinance to the
Planning Commission, which included provisions for both ADUs and Tiny Homes on
Page 181 of 208
Item 10.a.
City Council
Continued Accessory Dwelling Unit Ordinance Study Session
July 26, 2022
Page 2
Wheels (THOW). The Commission provided feedback including suggested changes to
the architectural compatibility provisions for ADUs, incentivizing pre-fabricated and
manufactured units, and front yard setbacks for ADUs . The Commission also had a
lengthy discussion about design standards for THOW .
Staff introduced amendments to the ADU ordinance to Council on February 8, 2022
(Attachment 1). Based on an opinion by the Fair Political Practices Commission (FPPC),
it was determined that Councilmembers would draw straws to determine who would
participate in the hearings, since several Councilmembers had potential conflicts of
interest. Based on the drawing of straws, Councilmember George would join
Councilmembers Paulding and Storton in participating in the hearings. At that hearing,
Council directed staff to revise the draft ordinance and conduct follow-up or additional
research as follows:
1) Separate standards for THOW from the ADU ordinance;
2) Develop objective design standards to ensure detached ADUs resemble the
primary unit;
3) Add a prohibition of rooftop decks for detached ADUs;
4) Evaluate the feasibility of a fee waiver program;
5) Explore a pre-fabricated ADU program;
6) Modify the allowed locations to prohibit ADUs in the front yard; and
7) Develop incentives for installation of solar panels on ADUs.
ANALYSIS OF ISSUES:
1. Tiny Homes on Wheels (THOW)
All development standards for THOW have been removed from consideration and will be
presented for further consideration by the City Council at a future meeting. Following the
February 8, 2022 City Council hearing, the City Attorney requested an opinion from the
FPPC about whether Councilmembers’ conflicts of interest with regards to ADUs also
apply to THOW for purposes of a future discussion. The guidance from the FPPC stated
that, if regulations for THOW would potentially prohibit a property owner from con structing
a traditional ADU, the conflict remains and the Councilmembers prohibited from taking
part in the ADU discussion would also be prohibited from participating in future
discussions regarding THOW.
2. Objective Design Standards
State law allows agencies to develop objective design and development standards for
ADUs that include, but are not limited to, parking, height, setback s, landscape,
architectural review, maximum size of a unit, and standards that prevent adverse impacts
on any real property that is listed in the California Register of Historic Resources.
However, these standards must be sufficiently objective to allow ministerial review of an
ADU. Objective standards are those that involve no personal or subjective judgment by a
public official and are uniformly verifiable.
Page 182 of 208
Item 10.a.
City Council
Continued Accessory Dwelling Unit Ordinance Study Session
July 26, 2022
Page 3
During its discussion of the ADU ordinance on February 8, 2022, Council directed staff to
develop objective design standards to make ADUs compatible with existing residential
development on the property on which they are constructed. These standards require
design considerations for new detached ADUs such as matching colors to the primary
dwelling and requiring all ADUs to adhere to these standards if located in the front yard.
Garage conversions to ADUs require that the garage door opening shall be replaced with
exterior wall coverings, or residential windows and doors, to match the existing exterior
garage wall covering and detailing. While objective design standards are proposed in the
draft ordinance, certain “By-Right” ADUs may not be subject to design standards. For
example, an agency cannot apply design and development standards to ADUs created
under subdivision (e) of Government Code 65852.2. This section regulates ADUs created
through:
Conversion of space within an existing single-family dwelling, new construction
ADUs;
New construction ADU that does not exceed four-foot side and rear setbacks and
a height limitation of 16 feet;
Conversion of existing non-habitable space within multifamily structures; and
Construction of up to two detached ADUs on lots developed with existing
multifamily dwellings, subject to four-foot side and rear setbacks, and a 16-foot
height limit.
Additionally, the regional pre-approved ADU plan program will provide ADU plans of six
different sizes ranging from approximately 300-1,200 square feet, and four different
architectural themes. Due to the regional nature of the program, not all of the architectural
styles may be compatible with every homeowner’s existing residenc e. Imposing design
standards that require the same cladding and colors as the primary unit is likely to
discourage use of the pre-approved plans, which are intended to provide property owners
an avenue to construct an ADU with reduced costs associated with planning and design.
For example, the predominant siding material for each of the architectural styles in the
draft pre-approved ADU plans are either horizontal or vertical siding, whereas stucco is
the predominant siding material for most residential buildings in the City. Council also
encouraged pre-fabricated units as another option for property owner to add an ADU at
reduced costs. While these units are a viable option for ADU creation, they are less
customizable than a traditionally built unit. The nature of pre-fabricated units makes them
less likely to be compatible with an existing primary unit and make compliance with the
proposed objective design standards difficult and impractical. Therefore, although their
application will be limited somewhat, staff recommends that objective design standards
be included in the Ordinance for those ADUs that are not “By-Right” and for ADUs
proposed in the front yard (see discussion on ADUs in front yards below).
Additionally, staff recommends that the objective d esign standards apply to new ADUs
within the historic Village overlay district. The Design Guidelines and Standards for the
Page 183 of 208
Item 10.a.
City Council
Continued Accessory Dwelling Unit Ordinance Study Session
July 26, 2022
Page 4
Historic Character Overlay District (D-2.4) also contain a number of standards that are
objective in nature, which staff has included in the draft ordinance, as follows:
Building Design:
Second floor living area shall be setback 5 feet from ground floor footprint .
Construction Materials:
Window sashes and doorframes shall be made of wood or vinyl that looks like
wood. Unfinished aluminum is not allowed.
New or replacement doors shall be wood or an approved substitute material that
simulates the appearance of original materials.
Colors:
The use of fluorescent “neon”, “day-glo”, or bright primary colors as the
predominant shade on building facades is not permitted.
3. Prohibition of Rooftop Decks
A prohibition of rooftop decks on detached ADUs is now included in Section D of the draft
Ordinance (Attachment 1).
4. Fee Waiver Program
Council also directed staff to consider a program that would waive all fees associated with
permitting and construction of ADUs proposed to be less than 500 square feet, to further
encourage and incentivize their creation for low-income households. Fees for a 500
square foot ADU range from $1,627 for ADUs created through remodeling existing
structures to $4,338 for a new detached structure. These fees are imposed to cover staff
costs for plan review prior to permit issuance and inspections during construction. In
addition, newly constructed detached ADUs may be required to connect to City water and
sewer systems separately from the primary dwelling. ADUs that are less than 750 square
feet are exempt from paying impact fees and school fees.
Between January 1, 2017 and June 1, 2022, 23 permits were issued for ADUs in the City
proposing 500 square feet or less, for an average of 4.2 units per year. At that rate,
Community Development Department revenue would decrease between $6,833-$18,220
annually if all permitting fees are waived for ADUs under 500 square feet. If the Ordinance
includes a fee waiver program, it is assumed that this number would increase due to the
popularity of the program.
If Council directs staff to create a fee waiver program for ADUs proposing 500 square feet
or less per their original direction in February 2022, staff proposes a program that would
waive permit processing fees for these ADUs in exchange for an agreement that the unit
will be rented to lower income households for a period of 10 years. The affordability
restriction would be recorded against the title of the property, and monitored by staff
annually to ensure compliance. The use of a deed restriction as a mechanism to ensure
affordability is similar to the process by which affordable units established through
conditions of approval for larger housing developments are managed.
Page 184 of 208
Item 10.a.
City Council
Continued Accessory Dwelling Unit Ordinance Study Session
July 26, 2022
Page 5
It is also recommended that, under the proposed program, money from the Inclusionary
Affordable Housing Trust Fund (Trust Fund) be used to recoup the loss of revenue
associated with waiving fees for plan review, inspections, and utility connection fees , if
otherwise applicable to the new units. Pursuant to Arroyo Grande Municipal Code Section
16.80, the sole purpose of Trust Fund is to increase the supply of affordable housing
units. The Trust Fund is administered under the supervision of the Community
Development Director and funds may be used to offset the costs of producing affordable
units, including permitting costs. Providing financial assistance for the creation of
affordable units is consistent with Housing Element programs A.3-1, A.3-2, A-3.3, and
C.1-1 related to the development of affordable housing. Offsetting revenue losses created
by a fee waiver program with funding from Trust Fund will enable the City, in certain
situations like this where there is a clear nexus to affordable housing, to provide financial
assistance for new low-income housing without impacting other City services or permit
applicants.
5. Pre-fabricated ADU Program
Council also directed staff to consider creating a program to streamline the permitting
process for projects in which a pre-fabricated unit is proposed to serve as the ADU. The
draft ordinance now specifically identifies that factory built housing (FBH) is allowed as a
type of ADU. The State Department of Housing and Community Development (HCD)
defines FBH as “residential structures manufactured wholly or partially offsite, in sections,
or in building components which are assembled at the installation site to form part of or
most of a completed unit.” Laws and regulations require the manufacturer to obtain the
services of HCD-approved third-party design approval and inspection approval entities,
and to document methods of quality control. Compliance with the rules and regulations
for FBH is demonstrated through the placement of an HCD “Insignia of Approval” on each
unit. State law establishes that the permitting jurisdiction must verify the presence of the
HCD Insignia of Approval and inspect the installation of the unit when FBH is proposed.
The Building Official may not require review of any FBH plans, require alterations to an
approved FBH, or charge plan check fees when plans have already bee n approved by
HCD or an HCD-approved third party reviewer. Allowing FBH as ADUs could accelerate
ADU development due to reduced plan review time and costs.
6. Restriction on Front Yard ADUs
Under current State law, an agency may apply front yard setbacks for ADUs, but front
yard setbacks cannot preclude a by-right ADU and must not unduly constrain the creation
of all types of ADUs. Therefore, an outright prohibition of ADUs in the front setback is not
proposed in the attached draft Ordinance. However, Section D of the draft ordinance
clarifies that ADUs shall only be permitted in the front yard if no feasible alternative exists.
The proposed Ordinance further explains that feasibility is determined as whether a By-
Right ADU, as described in Section D of the draft ordinance, can physically be constructed
behind the primary dwelling. If a by-right ADU can be constructed behind the primary
dwelling, the ADU cannot be located in the front yard setback.
Page 185 of 208
Item 10.a.
City Council
Continued Accessory Dwelling Unit Ordinance Study Session
July 26, 2022
Page 6
Due to the potential for ADUs in the front yard setback to be more visually prominent, the
draft ordinance also clarifies in Section D that these ADUs will be subject to the Objective
Design Standards.
7. Research Regarding Incentives for Solar Installations
Newly constructed ADUs are subject to the Energy Code, which requires newly
constructed, non-manufactured, detached ADUs to install solar panels. The California
Energy Commission ruled that solar panels can be installed on the ADU or on the primary
dwelling unit to satisfy this requirement. ADUs established through the conversion of
existing space, whether attached or detached from the primary dwelling unit, or as an
addition to an existing dwelling unit, are not subject to the Energy Code requirement to
provide solar panels. Construction documents being developed for the regional pre-
approved ADU program will include the option to include solar panels. Federal tax credits
are available for solar installations as one incentive that already exists. Since solar panels
are already required, the proposed Ordinance does not include additional provisions
relating to solar installations in light of these existing regulations.
Next Steps
Positive feedback from Council at the study session will allow staff to take the draft
ordinance to Planning Commission for a recommendation to Council for adoption.
Regulations for THOW will return to Council at a separate study session before returning
to Planning Commission for a recommendation hearing.
ALTERNATIVES:
The following alternatives are provided for the Council’s considerati on:
1. Support the proposed amendments and direct staff to return to Planning
Commission for a recommendation hearing;
2. Revise the proposed ordinance and direct staff to return to Planning Commission
for a recommendation hearing; or
3. Provide other direction to staff.
ADVANTAGES:
Amendments to the Ordinance are in compliance with State law and address specific
concerns expressed by Council. Updating the ADU ordinance and implementing a fee
waiver program will accomplish Housing Element Programs A.2-1 and A.3-3 respectively.
DISADVANTAGES:
None identified.
ENVIRONMENTAL REVIEW:
In compliance with the California Environmental Quality Act (CEQA), the Community
Development Department has determined that the project is statutorily exempt per
Section 15282(h) of the CEQA Guidelines regarding projects involving the adoption of an
Page 186 of 208
Item 10.a.
City Council
Continued Accessory Dwelling Unit Ordinance Study Session
July 26, 2022
Page 7
ordinance regarding second units in a single-family or multi-family residential zone by a
city to implement Government Code Section 65852.2.
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. Minutes from the February 8, 2022 City Council Meeting
2. Staff Report from the February 8, 2022 Introduction Hearing
3. Draft Ordinance
Page 187 of 208
ATTACHMENT 1
Attachment 1 - Minutes from the February 8, 2022 City Council Meeting is available as
a link: Minutes from the February 8, 2022 City Council Meeting
Page 188 of 208
ATTACHMENT 2
Attachment 2 - Staff Report from the February 8, 2022 Introduction Hearing is available
as a link: Staff Report from the February 8, 2022 Introduction Hearing
Page 189 of 208
ATTACHMENT 3
Proposed Amendments to Title 16 (Arroyo Grande Municipal Code)
Accessory Dwelling Units (ADUs)
City Council Study Session Draft (July 2022)
A. Definitions/Prohibited Units.
1. Accessory Dwelling Unit (ADU): An attached or detached residential dwelling
unit which provides complete independent living facilities for one or more
persons. It shall include permanent provisions for living, sleeping, eating,
cooking, and sanitation and shall be located on the same parcel as the primary
dwelling or multi-family development. An ADU also includes an efficiency unit
and manufactured home as provided in Government Code Section 65852.2(j).
An ADU may serve as a rental unit for more than 30 days or be occupied by a
person or persons including, but not limited to family members, guests, or
caretakers.
2. Junior Accessory Dwelling Unit (JADU): A residential dwelling unit, as defined
in Government Code Section 65852.22, that is no more than 500 square feet
in size and contained entirely within an existing or proposed single -family
structure. A JADU shall include an efficiency kitchen, and may include
separate sanitation facilities or share sanitation facilities with the existing
dwelling. A JADU may serve as a rental unit for more than 30 days. Owner -
occupancy of either primary dwelling or JADU is required by state law.
3. Prohibited Units: Mobile homes, as defined in Section 18008 of the Health and
Safety Code, recreational vehicles, trailers, or similar units, shall not be allowed
as ADUs. Tiny Homes on Wheels are allowed as an ADU and are separately
defined in Section 16.52.250.
4. Factory-built housing as defined by California Health and Safety Code Section
19971 shall be allowed as ADUs.
B. Where Permitted/Establishment.
1. ADUs are permitted in all zoning districts allowing single-family or multifamily
use on lots developed with existing or proposed dwellings.
2. An ADU may be established by the following methods:
a. Attached to, or located within, an existing or proposed primary dwelling.
b. A new detached structure, or located within or attached to an accessory
structure, including detached garages or similar structures.
Page 190 of 208
c. Conversion of permitted existing attached or detached accessory
structures, including garages, storage areas, or similar structures.
d. Reconstruction of a permitted existing structure or living area that is
proposed to be converted to an ADU, or a portion thereof, in the same
location and to the same dimensions and setbacks as the existing
structure.
3. A Junior Accessory Dwelling Unit (JADU) may be established within the space
of the primary dwelling, including an attached gara ge or attached accessory
structure.
4. A JADU may be established within the space of the primary dwelling in
combination with the construction of one detached, new construction ADU not
exceeding 850 square-feet and a height of 16 feet with four-foot side and rear
setbacks.
5. The existing unit may be considered the ADU, in conjunction with the
construction of a new primary dwelling unit built, if all applicable zoning
requirements are met.
6. ADUs shall be permitted on lots developed with existing multi-family dwellings
subject to the following provisions:
a. The property shall be developed with an existing multi-family
structure(s).
b. A minimum of one ADU may be constructed, or up to 25 percent of the
existing unit count, within non-livable space, including, but not limited to,
storage rooms, passageways, attics, basements, or closets.
c. The construction of two detached ADUs with a maximum size of 850
square feet, or 1,000 square feet with more than one bedroom, shall be
permitted in addition to ADUs created within non-livable space, subject
to a maximum height of 16 feet, and four-foot side and rear setbacks.
d. Existing livable space of multi-family dwelling units shall not be
converted to ADUs.
C. Permit Requirements:
1. The City shall ministerially review and act on a building permit application for
an ADU or JADU within 60 days after receiving the application. An ADU or
JADU proposed with a permit application for a new primary dwelling shall not
be approved until the primary dwelling receives appro val. A certificate of
Page 191 of 208
occupancy for an ADU or JADU shall not be issued before occupancy is
granted for the primary dwelling.
2. Unless otherwise preempted by state law, the design and construction of all
newly constructed ADUs and JADUs shall comply with all applicable building,
housing, zoning and site development standards of the Arroyo Grande
Development Code, including but not limited to standards regarding setbacks,
floor area ratio standards, height, lot coverage, and in the surrounding
neighborhood that are listed in the California Register of Historic Places.
Applicants shall also comply with all applicable fee and charge requirements,
and other applicable zoning requirements.
3. Pursuant to Government Code Section 65852.2(e) (2), the City shall not
require the correction of nonconforming zoning conditions as a condition for
ministerial approval.
D. Development Standards.
1. ADU Type, Location & Size.
a. Attached Unit: An ADU attached to an existing primary dwelling shall
have a minimum size of 150 square feet and shall not exceed 50 percent
of the total existing or proposed living area of the primary dwelling,
except as provided by the By-Right Provision below.
b. Detached Unit: An ADU structurally independent and detached from the
existing primary dwelling shall have a minimum size of 150 square feet
and shall not exceed 1,200 square feet.
c. Conversion of Existing Structure: An ADU constructed within the
footprint of an existing dwelling or attached or detached structure shall
not be subject to a maximum square-footage of living area.
d. By-Right Provision: An attached or detached ADU with a maximum size
of 850 square-feet or 1,000 square-foot with more than one bedroom
shall be permitted in any circumstance subject to a maximum height of
16 feet, four-foot side and rear setbacks, and compliance with all
building codes. No minimum lot size or lot coverage requirement shall
apply.
e. ADUs shall have independent exterior access from the primary dwelling.
No passageway to the primary dwelling shall be required.
f. Maximum Slope. The building site upon which the accessory dwelling
unit will be constructed shall not have an average slope in excess of
twenty (20) percent. A topographic map and slope analysis, as
recommended by the community development director, shall be
Page 192 of 208
stamped and signed by either a registered civil engineer, registered
architect, or registered landscape architect. Average slope is defined as
follows:
S = I x L x 100
A x 43,560
Where
S = average natural slope, in percent.
I = interval, in feet, of the contour lines.
L = the sum, in feet, of the length of the contour lines, at selected
contour interval "I".
A = the total area, in acres, of the site.
g. ADUs shall not be required to provide fire sprinklers if they are not
required for the primary residence.
2. JADU Location and Size.
a. A JADU shall be constructed entirely within an existing or proposed
primary dwelling and shall not exceed 500 square-feet.
b. JADUs shall have an independent exterior entrance from the primary
dwelling, but may also include shared access between the two units.
3. Required Setbacks.
a. An attached or detached ADU not exceeding 850 square feet or 1,000
square feet with more than one bedroom, and a height no greater than
16 feet shall provide a minimum setback of four feet from the side and
rear property lines. ADUs exceeding the maximum square footage or
height specified in this provision shall be subject to compliance with
setbacks of the underlying zoning district.
b. Cornices and eaves may project into the required yards by no more than
one foot.
c. ADUs shall comply with the front yard setback and be located on the
rear portion of a parcel whenever possible. unless no feasible alternative
exists. Feasibility is determined whether a by-right ADU can physically
be constructed behind the primary dwelling due to the presence of
Page 193 of 208
maximum slope, other structures or amenities, existing easements, or
drainage features.
d. When an ADU is created within an existing structure, the side and rear
setbacks must be sufficient for fire safety as determined by the Fire
Department.
e. No setback shall be required for an existing garage or accessory
structure converted, or portion thereof, to an ADU and no setback shall
be required for a new structure constructed in the same location and
same dimensions as an existing structure.
f. An ADU constructed above an existing garage or dwelling unit,
exceeding 16-feet in height, shall meet the side and rear setbacks of the
underlying zoning district.
g. Roof top decks shall not be permitted on any detached ADU.
h. Staircases serving an ADU shall provide a minimum setback of four feet
from the side and rear property lines subject to approval by the Fire
Department.
4. Height and Maximum Lot Coverage.
ADUs exceeding 850 square feet or 1,000 square feet with more than one
bedroom, and/or a height of 16 feet shall comply with the height, floor-area
ratio, and maximum lot coverage of the underlying zoning district.
5. Parking.
a. One additional off-street parking space shall be required per unit; with
exceptions per subsection g, below.
b. No parking space shall be required for an ADU or JADU established
within an existing structure.
c. Parking spaces shall be a minimum dimension of 9 foot by 18 foot except
as specified below.
d. Parking spaces may be located in any configuration on the same lot as
the ADU, including, but not limited to, as covered spaces, uncovered
spaces, tandem spaces, or by the use of mechanical automobile parking
lifts.
e. Required off-street parking shall be permitted in front, side, and rear
setback areas subject to the following:
i. Parking may be located on an existing driveway but shall not block
sidewalk access or encroach into the public right-of-way.
Page 194 of 208
ii. Parking spaces within a side yard must have a minimum clear space
width of 10-feet. Vehicles shall not block exterior windows or doors
of a dwelling or access to utility boxes or meters.
iii. Vehicles must be parked on an acceptable surface of concrete,
asphalt, gravel, brick, permeable paver or other stable, dust -free
surface.
iv. No more than 50% of a front yard shall be dedicated to vehicle
parking.
v. No parking shall be allowed in front yard landscaping areas.
vi. Access to on-site parking spaces shall be provided via an approved
driveway location only.
f. When a garage, carport, or covered parking structure that provides the
required spaces for the primary dwelling is demolished or converted in
conjunction with the construction of an ADU, no replacement parking
shall be required.
g. Parking Exemption: As required by Government Code Section
65852.2(d), parking space for an ADU shall not be required in any of the
following instances:
i. The ADU is located within one-half mile walking distance of public
transit.
ii. The ADU is located within an architecturally and historically
significant historic district.
iii. The ADU is part of the existing or proposed primary residence or an
existing accessory structure.
iv. When on-street parking permits are required but not offered to the
occupant of the ADU.
v. When there is a car share vehicle located within one block of the
ADU.
6. Architectural Compatibility Objective Design Standards
a. The colors of the exterior walls, roof, eaves, and windows and doors of
a new, detached ADUs must match the appearance and architectural
design of those of the primary dwelling.
Page 195 of 208
b. If a garage is converted to an ADU, the garage door opening shall be
replaced with exterior wall coverings, or residential windows and doors,
to match the existing exterior garage wall covering and detailing.
c. ADUs created under the By-Right Provisions of this Section are exempt
from the Objective Design Standards, including ADUs with pre-approved
plans and factory-built housing.
d. Where ADUs are to be located within the front yard setback in
accordance with Section D.3.c, the Objective Design Standards shall
apply.
e. ADUs located in the D-2.4 Historic Character Overlay District shall
comply with the Objective Design Standards, and shall comply with the
following additional standards:
i. Second floor living area shall be setback 5 feet from ground floor
footprint.
ii. Window sashes and doorframes shall be made of wood or vinyl that
looks like wood. Unfinished aluminum is not allowed.
iii. New or replacement doors shall be wood or an app roved substitute
material that simulates the appearance of original materials.
iv. The use of fluorescent "neon", "day-glo", or bright primary colors as
the predominant shade on building facades is not permitted.
7. Impact Fees & Utilities.
a. An ADU under 750 square feet shall not be charged development impact
fees. An ADU equal to or greater than 750 square feet may be charged
development impact fees. These development impact fees shall be
proportional to the square footage of the main dwellin g and calculated
using the ADU square footage.
b. ADUs and JADUs shall comply with water and sewer requirements as
determined by the Public Works Department.
c. The City shall not require a new or separate utility connection or impose
a related connection fee or capacity charge for ADUs or JADUs that are
contained within an existing residence or accessory structure. Pursuant to
Government Code Section 65852.2(f)(5) an ADU not built within the
existing space of a single family house or accessory structure may be
required to obtain a new or separate utility connection as determined by
the Public Works Department and may be subject to a connection fee or
Page 196 of 208
capacity charge based on its square footage or the number of its drainage
fixtures unit values.
E. Conditions.
1. An ADU/JADU shall not be sold or otherwise conveyed separate from the
primary residence.
2. An ADU/JADU may serve as a rental unit or be occupied by family members,
guests, or in-home health care providers, and others at no cost.
3. Neither the ADU/JADU nor the primary dwelling unit shall be rented for a
term of less than 31 days. ADUs on multi-family properties shall be subject
to this provision, except the restriction shall not apply to existing multi-family
units
4. Owner-occupancy shall be required for a property developed with a JADU.
The owner may reside in either the primary dwelling or the JADU.
The property owner shall record a covenant, approved as to form by the City
Attorney, declaring compliance with each and every condition referenced in this
section.
Page 197 of 208
Item 11.a.
MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Planning Manager
SUBJECT: Discuss Scope of a Comprehensive General Plan Update
DATE: July 26, 2022
SUMMARY OF ACTION:
Establish a scope of work to include in the comprehensive update of the General Plan.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The Comprehensive General Plan Update is currently included in the budget with
$180,000 for FY22-23. Grant funding from Senate Bill 2, Local Early Action Planning
(LEAP), and Regional Early Action Planning (REAP) programs, in the amounts of
$52,000, $104,052, and $65,000, respectively, have been earmarked to cover costs
associated with the effort to develop objective design standards and amend the
development code. Additionally, on February 23, 2021, Council provided direction to
support the General Plan Update with SB 1090 Funds, currently $637,422 are un allocated
and a portion will be used to complete the General Plan Update. This will be a multi-year
effort which will require additional financial resources in subsequent years, as well as
dedication of significant staff time. Implementation measures proposed as part of the
General Plan Update, such code amendments and programs, may have future impacts
to financial resources, if supported by Council.
RECOMMENDATION:
Initiate a comprehensive update of the General Plan, which would include an update to
all existing elements except for the Housing Element, a consistency review of the Housing
Element, creation of an Environmental Justice, an update to the Climate Action Plan, the
creation of objective design standards, an overlay district providing specific development
standards for the East Grand Avenue corridor, and zoning ordinance updates.
BACKGROUND:
On February 23, 2021, the City Council discussed economic development goals and
priorities for purposes of creating a spending plan for funding obtained from Senate Bill
1090 (SB 1090). SB 1090 provided funding to San Luis Obispo County government
Page 198 of 208
Item 11.a.
City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022
Page 2
entities to mitigate forecasted impacts from the impending closure of the Diablo Canyon
Nuclear Power Plant (DCNPP). Council supported allocating of a portion of these funds
to cover costs associated with the General Plan Update. Council emphasized the
importance of retaining local businesses and creating head -of-household jobs within the
City and identified a comprehensive General Plan update as a mechanism to achieve
those economic goals. During that meeting, staff was directed to return to the City Council
with a discussion on the scope of work related to the comprehensive General Plan update.
This item provides an overview of the existing General Plan and options for consideration
on to how to proceed with the General Plan update with regard to scope of work, staffing
resources, and costs.
The existing General Plan was last updated in 2001. The State of California Office of
Planning and Research as well as State statute require that the general plan be updated
“periodically.” While there is no strict requirement for how often to update the general
plan, the planning period is typically 15-20 years. Some cities and counties update their
general plans as often as every five (5) years, while others update in portions over time.
The need for a comprehensive update varies, but often can result from economic factors,
changing demographics, State regulations or simply because the existing General Plan
has become outdated or no longer reflects the community’s vision.
Since the last overhaul of the City’s General Plan, various elements have been updated
on an as-needed basis, such as the Housing Element (2020), Circulation Element (2021),
Economic Element (2012), and Agriculture, Conservation, and Open Space Element
(2007). However, the City has not completed a comprehensive update since 2001. Based
on standard practices and guidance from the State, the City is due for a comprehensive
update for a few reasons. Over the last twenty (20) years, planning practice and legislation
have evolved to require additional elements or policies, such as policies addressing
environmental justice. In addition, the City itself has changed over that time with regard
to demographics, economics challenges, and community needs. A major economic
challenge confronting the City is the closure of the DCNPP. DCNPP is a major local
employer and it has a profound impact on the economy as well as many other aspects of
daily life. While initially the decommissioning was expected to occur over a ten-year
period beginning in 2025, recent discussions at the State level have created the possibility
that the lifespan of the DCNPP may extend beyond the initial closure date. Despite the
uncertainty, it is in the City’s best interest to consider the implications of the
decommissioning of the plant. The comprehensive General Plan update process will be
one of many ways to help the City prepare for the future by providing an opportunity the
City re-establish its goals and priorities for land use and economic growth for the next
twenty (20) years.
Existing General Plan
The General Plan is the foundational policy document for the City, providing a vision as
to how the City will grow in accordance with community priorities and values while shaping
the future. It defines the framework by which t he physical, economic and human
Page 199 of 208
Item 11.a.
City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022
Page 3
resources of the City are to be managed and utilized over time. By providing a basis for
rational decision-making, this document guides decisions regarding:
Land use and circulation;
The design and/or character of buildings, open spaces, streets and other features;
The conservation of existing housing and the provision of new dwelling units;
The provision of supporting infrastructure and public services;
The protection of environmental resources and agricultural uses; and,
The protection of residents from natural and human-caused hazards.
The existing General Plan includes the following elements. Some elements are required
by state law, while others are optional.
Existing City of Arroyo Grande General Plan Elements Required by State Law
Land Use Element (2001)
Circulation Element (2021)
Noise Element (2001)
Safety Element (2001)
Housing Element (2020)
Agriculture, Conservation Element and Open Space Element (2007) (Note, the
City has combined Conservation and Open Space Elements into one element)
Existing Optional General Plan Elements that have been adopted by the City
Parks and Recreation Element (2001)
Economic Development Element (2012)
In addition to these adopted elements, the City adopted a Climate Action P lan in 2013.
The Climate Action Plan includes a number of policies and actions to help reduce
greenhouse gas emissions. While not a required component of the General Plan and not
adopted as an element of the City’s General Plan , the Climate Action Plan is directly
related to the Land Use and Circulation Elements (i.e. building of the 2001 General Plan),
as these are the basis for many of the modeling assumptions with regard to land use
patterns and vehicle miles traveled, both of which generate greenhouse g as emissions.
Greenhouse gas emissions must be addressed when preparing documents pursuant to
the requirements of the California Environmental Quality Act (CEQA) and therefore many
jurisdictions have adopted Climate Action Plans to comply with CEQA and str eamline
development projects.
ANALYSIS OF ISSUES:
When embarking on a comprehensive General Plan update , it is best practice to update
all elements of the General Plan simultaneously for several reasons , including but not
limited to compliance with new regulations, internal document consistency, accurate
reflection of current demographics and existing physical conditions within the city, and
Page 200 of 208
Item 11.a.
City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022
Page 4
cost effectiveness. Comprehensive General Plan updates, depending on complexity,
resources and public engagement, commonly require 3 to 5 years to complete. They often
require an Environmental Impact Report, which if prepared in a particular manner, can be
relied upon by future development to either streamline environmental review or exempt a
project all-together from the requirements of CEQA, particularly if the City’s Climate
Action Plan is updated simultaneously.
Since the General Plan has not been updated since 2001, it is recommended that all
elements be updated. This is particularly important for critical elements such as the Land
Use Element, Noise Element and Safety Element. The Land Use Element is the driver
for most other elements. The Land Use Element establishes land use patterns for
development, open space, and parkland. Land use designations will be used to identify
circulation patterns and transportation needs, which in turn predicts noise sources to be
considered in the Noise Element. While the Circulation Element was recently updated,
any significant changes to land use patterns included in the Land Use Element will trigger
updates to the Circulation Element. The Safety Element should also be updated to reflect
new regulations and mitigation strategies related to urban/wildland interface wildfire
mitigation and other new safety related practices. The Economic Development Element,
though updated in 2012, should be updated to reflect new economic considerations. Staff
will continue to monitor the status of the Diablo Canyon Nuclear Power Plan
Decommissioning as the City embarks on this Update, as the final long-term plan for this
facility has the potential to impact aspects of economic development in the Five Cities
area. The Conservation and Open Space Element should be updated, especially if the
City intends to annex or process applications to develop any areas of land that are
currently designated for agriculture but envisioned to be developed in the future. Housing
Elements are required by law to be updated every 8 years, and the City’s Housing
Element was updated in 2020. Housing Elements are updated on a state-mandated cycle
of 8 years and often updated independently of other General Plan elements. The General
Plan update will need to include a review of the Housing Element to insure internal
document consistency is maintained, but an update is not anticipated because any
changes would again need to be certified by the State Department of Housing and
Community Development.
The following provides a high-level overview of what staff anticipates being included in
the update of each element:
Land Use Element – establishes land use patterns and general plan land use
designations that promote thoughtful, equitable, and accessible distribution of
different land uses. Land use decisions can improve public health, reduce
infrastructure costs, enhance the local economy, and address environmental
issues and therefore, public input and participation will be critical in this decision-
making process. Locally, the update to the Land Use Element will evaluate
residential densities in mixed-use zones, especially along the E. Grand Avenue
and El Camino Real corridors. The update will also consider and address any
Page 201 of 208
Item 11.a.
City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022
Page 5
potential expansions of the City’s Sphere of Influence.
Circulation Element – is based on land use patterns established in the Land Use
Element and determines traffic volumes and transportation circulation patterns. It
identifies needed infrastructure improvements to accommodate transportation
patterns (e.g. road widening, pedestrian or bicycle paths, sidewalks). The City
may use this as an opportunity to prioritize non-vehicular travel or modify streets
in such a way so as to calm traffic or make it more pedestrian friendly. The
preparation of an Active Transportation Plan, which is anticipated to be adopted
during the General Plan update, may also necessitate revisions to the Circulation
Element.
Noise Element – is based on the land use patterns and Circulation Element and
determines baseline noise levels as well as noise levels in the future based on
projected growth in accordance with the land use plan. It allows the City to develop
noise thresholds and policies related to noise. This Element will be reviewed and
updated as necessary to ensure that noise exposure information and existing
policies are consistent with changing land use patterns since 2001, as well as
anticipated changes.
Safety Element – establishes policies to better prepare the City for natural and
human hazards, e.g. wildfires, earthquakes, hazardous materials spills, and other
emergencies. The Countywide Local Hazard Mitigation Plan will be incorporated
into this Element.
Agriculture, Conservation and Open Space Element – identifies policies for
protecting and conservation open spaces, agricultural lands , and other natural
resources. Updates will consider mitigation measures when agricultural properties
are proposed for conversion to urban uses.
Parks and Recreation Element – establishes goals and policies to ensure the City
meets the parkland and recreational needs of the community. This effort will
evaluate existing recreation resources and programs and create necessary
policies and implementation measures to meet those needs.
Economic Development Element – establishes goals and policies to help the City
create a thriving economy and met community needs. Policies to retain local
businesses and attract head-of-household jobs will be prioritized in the update,
especially with likelihood of the decommissioning of DCNPP.
Environmental Justice Element
State law now requires jurisdictions with census-defined economically disadvantaged
communities to include Environmental Justice as a part of the General Plan either in a
standalone Element or by integrating related goals, policies, and objectives throughout
Page 202 of 208
Item 11.a.
City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022
Page 6
the other elements. An Environmental Justice Element is defined by the State of California
as an element that promotes “the fair treatment and meaningful involvement of people of
all races, cultures, incomes, and national origins with respect to the development,
adoption, implementation, and enforcement of envi ronmental laws, regulations, and
policies.” Many jurisdictions have opted to prepare an Environmental Justice Element
regardless of the presence of disadvantage communities so as to promote equity,
diversity and consideration of all demographics and econom ic classes within general
planning. The City does not have any economically disadvantaged commun ities, as
defined by the State. However, the San Luis Obispo Council of Governments (SLOCOG)
developed a regional definition of disadvantaged communities to ide ntify communities
that are disproportionately burdened by economic distress and/or have been historically
underrepresented as part of the local government process within the region. SLOCOG’s
Disadvantaged Communities Assessment identified thirteen (13) var iables that address
a wide range of socioeconomic and population-based factors to geographically define
these disproportionately-burdened areas. This Assessment identified multiple
disadvantaged communities within the City, which are located predominantly in the
southern and western areas of the City. Data from the Disadvantaged Communities
Assessment was approved for use in the 2023 Regional Transportation Plan. An
Environmental Justice Element will establish goals, policies, and programs to promote
equity and address the unique and compounded health risks present in disadvantaged
communities by prioritizing improvements and programs that meet the needs of these
communities
Healthy Communities Element
Additionally, it has become increasingly common for jurisdictions to prepare an optional
Healthy Communities Element. These elements address the intersection of public health
and planning, including transportation and active living, access to nutritious foods, access
to health care, mental health, quality of life, and environmental health. The concept is
that health and well-being of residents are fundamental to quality of life and economic
vitality. Healthy Communities elements help to foster a “health in all policies” approach,
which promotes better health for everyone by improving access to healthy environments
throughout the community. Staff anticipates policies and programs to implementing
Healthy Communities objectives will be combined with Environmental Justice Element.
Climate Action Plan
As previously mentioned, although the Climate Action Plan is not a part of the General
Plan, it is directly related to the Land Use and Circulation elements. Updates to the Land
Use Element and Circulation Element will render the Climate Action Plan outdated.
Therefore, it is recommended that the City include an update of the Climate Action Plan
as a part of the General Plan update to assure ongoing compliance with CEQA and allow
streamlining of development projects.
Page 203 of 208
Item 11.a.
City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022
Page 7
Economic Development and East Grand Avenue
As stated earlier, the 2012 Economic Development Element is proposed to be updated
as part of the General Plan update to reflect new and ongoing economic realities. As part
of this effort, staff will be partnering with the South County Chambers of Commerce to
understand the current local and regional business climate through tools such as surveys
and other business data, and to obtain an understanding of the necessary stakeholders
to help guide economic development policies.
As part of the City’s efforts to encourage and incentivize investment on East Grand
Avenue, the City began a stand-alone effort to create an East Grand Avenue Master Plan
in 2017. With the objectives to evaluate existing conditions, complete a real -estate
market study, review parking policies, and engage the community to find consensus
among the various stakeholders, several studies were completed, but the effort ultimately
stalled in 2020 prior to the COVID pandemic. Staff recommends that the General Plan
Update scope include a specific focus on this corridor, including a comprehensive
evaluation of land uses and density, development forms, parking policies, and complete
streets architecture. This information would be used as the basis for a potential zoning
overlay district for the East Grand Avenue corridor to be adopted with the General Plan
Update.
Objective Design Standards / Zoning Amendments
Grant funding was awarded to the City from SB 2 and Local Early Action Planning
program for the purpose of creating objective design standards that will assist in the
streamlining of development review. State law defines objective standards as those that
“involve no personal or subjective judgment by a public official and are uniformly verifiable
by reference to an external and uniform benchmark or criterion available and knowable
by both the development applicant and public official prior to submittal.” The State of
California has adopted legislation requiring cities to approve certain housing proposals
through ministerial, or "over-the-counter," processes based on objective standards. The
result of these laws is to encourage cities to create quicker, more accessible pathways
for housing to be built.
Further, it is anticipated that updates to the General Plan would necessitate changes to
proposed zoning districts, land uses, development standards, and permit processing
procedures. Staff would anticipate that the Update would include written
recommendations for municipal code amendments, including objective design standards.
The codification of these amendments would be an implementation measure following
the completion of the Update.
Diversity, Equity, Inclusion, and Justice
In January of 2021, the City Council adopted Resolution No. 5142 approving a Diversity,
Equity, Inclusion, and Justice (DEIJ) Policy, stating the City’s commitment toward
supporting, promoting, and implementing DEIJ principles and practices. The General Plan
Update provides a unique opportunity to examine existing goals and policies in the City’s
Page 204 of 208
Item 11.a.
City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022
Page 8
documents through the lens of DEIJ, and to ensure that the Update incorporates these
principles. The adopted DEIJ policy identifies several implementation measures relevant
to the General Plan Update effort, as follows:
Provide informed, authentic leadership supporting diversity, equity, inclusion, and
justice by:
1. Connecting diversity, equity, inclusion, and justice to the City’s mission as
critical principles to ensure the well-being of the City’s employees and the
community;
2. Acknowledging and dismantling inequities within the City’s policies, systems,
programs, and services, including continual review and updates to support
ongoing progress;
3. Embedding language in the City’s plans, policies, and goals consistent with the
intent of this Policy to promote diversity, equity, inclusivity, and justice;
4. Exploring potential underlying, unquestioned assumptions that interfere with
diversity, equity, inclusivity, and justice.
Promote inclusive outreach to diverse communities by:
1. Identifying traditionally underrepresented or marginalized communities within
the City and developing and implementing strategies to increase effective
communication and engagement;
2. Regularly conferring with representatives of diversity groups to better
understand and support the community and to ensure ongoing application and
review of this Policy;
3. Work with community partners to support opportunities for professional
leadership and DEIJ training for small businesses within the City;
4. Intentionally incorporate DEIJ initiatives into the City’s economic development
efforts, including support for small and diverse businesses;
5. Evaluating barriers to participation in decision-making processes by
traditionally underrepresented or marginalized communities and developing
mechanisms to reduce identified barriers;
6. Fostering an environment of inclusivity in internal and public-facing events,
meetings, and processes through intentional application of this Policy.
As shown from the language above, a significant portion of the policy is dedicated to
promoting the tenets of DEIJ, including equitable outreach to historically
underrepresented communities. This will be particularly salient for a comprehensive
General Plan Update, which is a community-wide document. Expertise in this area will
be expected in the search for consultants as part of the RFP process. Additionally, staff
will solicit input and participation through the update process from underrepresented or
marginalized communities through outreach to community groups and leaders.
Considerations will be made to accommodate residents with non -traditional work
schedules, language barriers, and accessibility barriers in order to obtain comments and
input that represent all community members.
Page 205 of 208
Item 11.a.
City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022
Page 9
Public Outreach
Although it has been previously mentioned, it is worth noting that public engagement and
participation will be vital to the success of the project. Staff and the City’s consultant will
actively solicit public engagement throughout the process, but especially during the
visioning process. The GP Update will be a community-driven process consisting of
technical analysis and extensive public outreach. Existing conditions and baseline data
will be gathered and presented to the community at workshops and surveys to extract the
issues, opportunities, and priorities that will form the vision on which the update is
focused. Other opportunities for public engagement will be during public hearings,
workshops, and review of draft elements and environmental documents. A stakeholder
group will be sought to ensure a diversity of opinions, perspectives, and interests are
represented. Representatives from the school district, bike coalition, Chamber of
Commerce, Diversity Coalition of SLO County, R.A.C.E. Matters, and other interest and
diversity groups will be invited to participate.
Update Process and Timeline
A comprehensive General Plan update typically follows a 10-step process over a span of
multiple years. The steps are described in more detail below, including the a nticipated
time required for each step. There will be overlap in activities, but the project is anticipated
to take approximately three years.
1. Scoping – determine which elements will be updated, prepare and release a
Request for Proposals for consultant support for the work effort, identify staffing
resources needed, and award consultant contract (2-3 months).
2. Structure and Schedule the Process – work with consultant to create a specific
framework as to how the process will unfold, who will be involved , what are the key
milestones, deadlines and deliverables. Establish meeting schedule frequency
with staff and public. A joint meeting with the Planning Commission and City
Council will be held to review and affirm the framework created by staff and its
consultant. Develop a public engagement strategy to identify when and how public
input will be solicited (2-3 months).
3. Gather and Analyze Data – conduct baseline inventories of existing documents,
economic and population data, public facilities and service in formation (e.g. water
supply, sewer systems). Conduct technical studies to inform and aid the visioning
process and assist in development of environmental documents (9 -12 months).
4. Identify Problems, Issues, and Concerns (PIC’s) - identify the significant problems
(and opportunities), issues, and concerns facing the community. This step
presents the first opportunity for widespread community engagement and
participation, likely in the form of both surveys and a workshop. This step is crucial
because the resulting PIC’s will function as the foundation for the comprehensive
plan and what should be updated (3-6 months).
5. Develop a “Vision” for the Plan - The feedback obtained in the previous step will
be synthesized into the vision statement that will guide the update. The vision will
Page 206 of 208
Item 11.a.
City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022
Page 10
encapsulate the community’s aspirations for the next twenty years. (1-2 months).
6. Prepare an Administrative Draft - once the plan’s vision statement is completed,
the next step is to establish specific plan goals, objectives, and policies to
implement the vision. Development of the objective design standards will begin
during this step of the process (12-18 months).
7. Generate and Evaluate Plan Alternatives– drafts of the updated Elements should
be evaluated to formulate a series of possible land use futures for the city. Each
element should be tied to the plan’s vision statement, specific community goals
and objectives, as well as different growth scenarios. (3-6 months).
8. Select and Develop a Preferred Plan – select the preferred option from the list of
alternatives developed in the previous step and prepare the final draft (3-6
months).
9. Commence Environmental Review - Once a final draft General Plan has been
prepared, an Environmental Impact Report (EIR) will also then be prepared and
evaluate all potential impacts of the draft plan . The EIR should include
comprehensive analysis of for areas where significant projects are likely to be
located in the future, and make considerations for these projects to streamline the
future environmental review process (12-18 months).
10. Adopt the Plan and Certify the Environmental Impact Report – hold hearings as
necessary at the Planning Commission and ultimately the City Council (1-2
months).
Once a plan is adopted, it is critical to develop a monitoring plan to ensure success. This
includes identifying necessary funding for implementation of policies and programs,
prioritizing staffing resources, and tracking progress towards goals and objectives.
Staff Direction and Resources Required
As discussed previously, there are various ways in which a comprehensive General Plan
update can be accomplished. There will be numerous opportunities during the process
to delve deeper into issues as exemplified in the 10 -step process above. At this point in
the process, staff is requesting initial direction on the scope of the effort , including the
elements to be updated and/or created as recommended by staff. Once direction is
provided, staff will prepare a Request for Proposals and seek bids on consultant support
and return to the City Council for contract approval. While consultants provide expertise
in particular areas such as environmental impact analysis, certain City staff will need to
be fully engaged in the process to facilitate public meetings, outreach, and provide
direction and guidance to consultants. It is expected that once this proc ess is initiated,
the General Plan Update will require significant involvement from Community
Development Department staff for multiple years. It is also anticipated that other
departments, such as Public Works, will need to be involved. Funding from grants
programs such as SB 2, LEAP, and REAP are dedicated to development of objective
design standards, which are part of the GP Update, and SB 1090 funds are also available
to support the project as a whole. While it is difficult to estimate total project costs prior to
the submission of consultant proposals, staff anticipates a cost of approximately $500,000
Page 207 of 208
Item 11.a.
City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022
Page 11
for the combined General Plan Update and EIR.
CEQA
It is anticipated that the General Plan Update will require an Environmental Impact Report
pursuant to the requirements of the California Environmental Quality Act. Staff
recommends that the scope include provisions to try and streamline the environmental
review process by allowing subsequent development to “tier” off of the Environmental
Impact Report for the General Plan Update. “Tiering” allows an applicant to use the
standard mitigation measures adopted with this Update rather than developing specific
mitigation measures for an individual project. This would reduce costs and the processing
time associated with the environmental review process. Staff would include this provision
and work with any contracted consultants to refine the environmental review process.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Initiate a comprehensive update of the General Plan, which would include an
update to all existing elements except for the Housing Element, a consistency
review of the Housing Element, creation of an Environmental Justice, an update to
the Climate Action Plan, the creation of objective design standards, an overlay
district providing specific development standards for the East Grand Avenue
corridor, and zoning ordinance updates; or
2. Alternative 1, except the creation of a separate, stand-alone Healthy Communities
Element; or
3. Provide other direction to staff.
ADVANTAGES:
The last comprehensive update of the City’s General Plan was completed in 2001. A
comprehensive update will create a vision and establish goals, policies, and programs to
guide the community’s growth over the next generation in accordance with its priorities
and values.
DISADVANTAGES:
A comprehensive update will require significant financial resources and staff time.
ENVIRONMENTAL REVIEW:
No environmental review is required for the scoping meeting. An EIR will be necessa ry to
evaluate potential impacts of the comprehensive plan update.
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 208 of 208