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CC 2023-06-27 Agenda PackageCITY COUNCIL MEETING AGENDA SUMMARY Tuesday, June 27, 2023, 5:00 p.m. In person at: Arroyo Grande City Council Chambers 215 E. Branch Street, Arroyo Grande, CA 93420 AND via Zoom at: https://us02web.zoom.us/j/86752345420 Please click the link above to join the Zoom Meeting: Webinar ID: 867 5234 5420 Or by Telephone: 1-669-900-6833; 1-346-248-7799 Teleconference available at this location: 421 Pinecrest Lake Road, Pinecrest, CA 95375 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. 5:00 PM CALL TO ORDER 2. ROLL CALL 3. FLAG SALUTE 4. CLOSED SESSION ITEMS CONFERENCE WITH LABOR NEGOTIATORS PER GOVERNMENT CODE SECTION 54957.6 City Manager1. City-designated negotiators: Isaac Rosen, City Attorney; Nicole Valentine, Administrative Services Director a. PUBLIC EMPLOYMENT PURSUANT TO GOVERNMENT CODE SECTION 54957(b): PUBLIC EMPLOYEE APPOINTMENT Position: City Manager CONFERENCE WITH REAL PROPERTY NEGOTIATORS PER GOVERNMENT CODE SECTION 54956.8: Property: 400 West Branch Street Agency Negotiators: Whitney McDonald, City Manager; Bill Robeson, Assistant City Manager/Public Works Director 5. PUBLIC COMMENT REGARDING CLOSED SESSION ITEMS 6. ADJOURN TO CLOSED SESSION 7. 6:00 PM RECONVENE TO OPEN SESSION 1.CALL TO ORDER 2.ROLL CALL 3.MOMENT OF REFLECTION 4.FLAG SALUTE 5.AGENDA REVIEW 5.a Closed Session Announcements The City Attorney will announce reportable actions taken, if any, from the City Council Meeting held June 13, 2023: CONFERENCE WITH LABOR NEGOTIATORS PER GOVERNMENT CODE SECTION 54957.6 1. Employee Organization: Arroyo Grande Police Officers' Association City-designated negotiators: Che Johnson, Special Labor Counsel; Tashina Ureno, Human Resources Officer; Nicole Valentine, Director of Administrative Services 2. Employee Organization: Service Employees International Union, Local 620 City-designated negotiators: Che Johnson, Special Labor Counsel; Tashina Ureno, Human Resources Officer; Nicole Valentine, Director of Administrative Services 3. Unrepresented Management Employees City-designated negotiators: Che Johnson, Special Labor Counsel; Tashina Ureno, Human Resources Officer; Nicole Valentine, Director of Human Resources 4. City Manager City-designated negotiators: Che Johnson, Special Labor Counsel The City Attorney will announce reportable actions taken, if any, from the Special Meeting held June 22, 2023: a) PUBLIC EMPLOYMENT PURSUANT TO GOVERNMENT CODE SECTIONS 54957(b) AND 54957.1(a)(5): PUBLIC EMPLOYEE RESIGNATION, PUBLIC EMPLOYEE APPOINTMENT Position: City Manager The City Attorney will announce reportable actions taken, if any, from the City Council Meeting held June 27, 2023: Page 2 of 699 CONFERENCE WITH LABOR NEGOTIATORS PER GOVERNMENT CODE SECTION 54957.6 City Manager City-designated negotiators: Isaac Rosen, City Attorney; Nicole Valentine, Administrative Services Director PUBLIC EMPLOYMENT PURSUANT TO GOVERNMENT CODE SECTION 54957(b): PUBLIC EMPLOYEE APPOINTMENT Position: City Manager CONFERENCE WITH REAL PROPERTY NEGOTIATORS PER GOVERNMENT CODE SECTION 54956.8: Property: 400 West Branch Street Agency Negotiators: Whitney McDonald, City Manager; Bill Robeson, Assistant City Manager/Public Works Director 5.b Ordinances read in title only Move that all ordinances presented at the meeting shall be read by title only and all further readings be waived. 6.SPECIAL PRESENTATIONS 6.a Introduction of New Employee – City Engineer Shannon Sweeney 6.b Honorary Proclamation – Parks Make Life Better Month 6.c City Manager Communications (McDONALD) Recommended Action: Receive correspondence/comments as presented by the City Manager and Provide direction, as necessary. 7.CITY COUNCIL REPORTS 7.a MAYOR RAY RUSSOM: California Joint Powers Insurance Authority (CJPIA)1. Central Cost Blue Regional Recycled Water Authority Board2. San Luis Obispo County Mayor's Meeting3. South San Luis Obispo County Sanitation District (SSLOCSD)4. Other5. 7.b MAYOR PRO TEM BARNEICH: Audit Committee1. Homeless Services Oversight Council (HSOC)2. Zone 3 Water Advisory Board3. Other4. Page 3 of 699 7.c COUNCIL MEMBER GEORGE: Five Cities Fire Authority1. Tourism Business Improvement District Advisory Board2. Visit SLO CAL Advisory Board3. Other4. 7.d COUNCIL MEMBER GUTHRIE: County Water Resources Advisory Committee (WRAC)1. Council of Governments/Regional Transit Authority/ South County Transit (SLOCOG/SLORTA/SCT) 2. Integrated Waste Management Authority Board (IWMA)3. REACH Economic Development Roundtable4. Other5. 7.e COUNCIL MEMBER SECREST: Air Pollution Control District (APCD)1. South County Chambers of Commerce Arroyo Grande Business Meeting2. South County Chambers of Commerce Governmental Affairs Committee3. Other 4. 8.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/86752345420; Webinar ID: 867 5234 5420 • 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. Page 4 of 699 • Slanderous, profane or personal remarks against any Council Member or member of the audience shall not be permitted. 9.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. 9.a Consideration of Cash Disbursement Ratification (VALENTINE) Recommended Action: 1) Ratify the attached listing of cash disbursements for the period of May 16 through May 31, 2023; 2) Determine that ratifying the cash disbursements is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) 9.b Consideration of Approval of Fiscal Year 2023-24 Appropriation Limit (VALENTINE) Recommended Action: 1) Adopt a Resolution establishing the appropriation limit from tax proceeds for FY 2023-24; and 2) Determine that the adoption of the resolution is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) 9.c Adoption of FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget (VALENTINE) Recommended Action: 1) Adopt a Resolution approving the FY 2023-25 Biennial Budget and 2) Adopt a Resolution approving the FY 2023-28 Capital Improvement Program Budget. 9.d Resolutions Establishing Salary and Benefits for Management and Part-Time Employees for FY 2023-24 and Approval of the Updated Citywide Combined Salary Schedule (VALENTINE) Recommended Action: 1) Adopt a Resolution modifying pay rates and benefits for unrepresented Management employees; 2) Adopt a Resolution modifying pay rates and benefits for unrepresented part- time employees and approving the updated Citywide combined salary schedule; and 3) Determine that adopting the unrepresented Management employees resolution, unrepresented part-time employees resolution, and updated Citywide combined salary schedules is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines §§ 15060, subd. (b)(2)-(3), 15378.) Page 5 of 699 9.e Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the Ongoing Storm Events (McDONALD) Recommended Action: 1) Adopt a Resolution declaring a continued local emergency related to the ongoing impacts associated with the storm events, beginning in December 2022 and continuing through the present; 2) Make findings that adopting the Resolution continuing a local emergency is not a project subject to the California Environmental Quality Act (“CEQA”) because the continued declaration in itself has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) 9.f Approval of Minutes (MATSON) Recommended Action: Approve the minutes of the Regular City Council Meeting of June 13, 2023, as submitted. 9.g Consideration of Appointment to the Architectural Review Committee (MATSON) Recommended Action: Approve the recommendation of Council Member Secrest to appoint Janet Huston to the Architectural Review Committee. 9.h Approve the Memorandum of Understanding and Agreement Between the Arroyo Grande Police Department and the Lucia Mar Unified School District for School Resource Officer Services (MARTINEZ) Recommended Action: 1) Approve an agreement between the City of Arroyo Grande and the Lucia Mar Unified School District (LMUSD) to share the cost of salary and benefits for one School Resource Officer (SRO) position in Fiscal Year (FY) 2023-24; 2) Find that approving the agreement is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) 9.i May 2023 Monthly Water Supply and Demand Update (ROBESON) Recommended Action: Receive and file the Monthly Water Supply and Demand Update. 10.PUBLIC HEARINGS 10.a Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan (ROBESON) Recommended Action: 1) Conduct a public hearing to receive input on the 2022 Urban Water Management Plan Page 6 of 699 and Water Shortage Contingency Plan; 2) Adopt a Resolution approving the 2022 Urban Water Management Plan and authorizing the City Manager or their designee to file the updated UWMP to the Department of Water Resources; 3) Adopt a Resolution approving the 2022 Water Shortage Contingency Plan and authorizing the City Manager or their designee to file the updated WSCP to the Department of Water Resources; and 4) Make findings that adoption the Urban Water Management Plan and Water Shortage Contingency Plan is exempt from the California Environmental Quality Act (“CEQA”) in accordance with section 10652 of the California Water Code. 10.b Consideration of Adoption of Resolutions Directing the Levy of the Annual Assessments for the Parkside Village and Grace Lane Assessment Districts and the Arroyo Grande Landscaping and Lighting Assessment District No. 1, Within Tract 1769, for FY 2023-24 (ROBESON) Recommended Action: 1) Conduct a public hearing for the levy and collection of assessments for the Parkside Village Assessment District, Grace Lane Assessment District, and Arroyo Grande Landscaping and Lighting Assessment District No. 1 within Tract 1769; 2) Adopt a Resolution directing the levy of the annual assessment for the Parkside Village Assessment District pursuant to the Landscaping and Lighting Act of 1972 (Streets and Highways Code Sections 22500 et. seq.) for FY 2023-24; 3) Adopt a Resolution directing the levy of an annual assessment for the Grace Lane Assessment District pursuant to the Landscaping and Lighting Act of 1972 (Streets and Highways Code Sections 22500 et. seq.) for FY 2023-24; and 4) Adopt a Resolution directing the levy of the annual assessment for the Arroyo Grande Landscaping and Lighting Assessment District No. 1 within Tract 1769, pursuant to the Landscaping and Lighting Act of 1972 (Streets and Highways Code Sections 22500 et. seq.) for FY 2023-24. 10.c Public Hearing to Discuss and Consider Introduction of an Ordinance Amending Title 16 of the Arroyo Grande Municipal Code Regarding Emergency Shelters; Development Code Amendment 23-004 (PEDROTTI) Recommended Action: Introduce an Ordinance amending Sections 16.36.030 and 16.52.091 of the Arroyo Grande Municipal Code regarding Emergency Shelters and finding the Ordinance exempt from the California Environmental Quality Act (CEQA) because the Ordinance will not result in a direct or reasonably foreseeable indirect physical change in the environment. (State CEQA Guidelines section 15060, subd. (c)(2), (3).). 11.OLD BUSINESS None. 12.NEW BUSINESS 12.a Study Session to Discuss Potential Restrictions on Irrigated Turf Installation and Use Citywide (PEDROTTI) Recommended Action: Receive public comment and provide direction to staff. 13.COUNCIL COMMUNICATIONS Page 7 of 699 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.ADJOURNMENT All staff reports or other written documentation, including any supplemental material distributed to a majority of the City Council within 72 hours of a regular meeting, relating to each item of business on the agenda are available for public inspection during regular business hours in the City Clerk’s office, 300 E. Branch Street, Arroyo Grande. If requested, the agenda shall be made available in appropriate alternative formats to persons with a disability, as required by the Americans with Disabilities Act. To make a request for disability-related modification or accommodation, contact the Legislative and Information Services Department at 805-473-5400 as soon as possible and at least 48 hours prior to the meeting date. This agenda was prepared and posted pursuant to Government Code Section 54954.2 Agenda reports can be accessed and downloaded from the City’s website at www.arroyogrande.org If you would like to subscribe to receive email or text message notifications when agendas are posted, you can sign up online through the “Notify Me” feature. City Council Meetings are cablecast live and videotaped for replay on Arroyo Grande’s Government Access Channel 20. The rebroadcast schedule is published at www.slo-span.org. Page 8 of 699 Item 6.b.Page 9 of 699 Item 9.a. MEMORANDUM TO: City Council FROM: Nicole Valentine, Administrative Services Director BY: Lynda Horejsi, Accounting Manager SUBJECT: Consideration of Cash Disbursement Ratification DATE: June 27, 2023 SUMMARY OF ACTION: Review and ratify cash disbursements. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: There is a $966,155.59 fiscal impact that includes the following items:  Accounts Payable Checks $563,598.80  Payroll & Benefit Checks $402,556.79 RECOMMENDATION: 1) Ratify the attached listing of cash disbursements for the period of May 16 through May 31, 2023; 2) Determine that ratifying the cash disbursements is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) BACKGROUND: Cash disbursements are made weekly based on the submission of all required documents supporting the invoices submitted for payment. Prior to payment, Administrative Services staff reviews all disbursement documents to ensure that they meet the approval requirements adopted in the Municipal Code and the City’s Purchasing Policies and Procedures Manual. ANALYSIS OF ISSUES: The attached listing represents the cash disbursements required of normal and usual operations during the period. The disbursements are accounted for in the FY 2 022-23 budget. Page 10 of 699 Item 9.a. City Council Consideration of Cash Disbursement Ratification June 27, 2023 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: Ratifying the cash disbursements is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) 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. May 16 – May 31, 2023 – Accounts Payable Check Register 2. May 19, 2023 – Payroll and Benefit Check Registers Page 11 of 699 CITY OF ARROYO GRANDECHECK LISTINGMAY 16 - MAY 31, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name1 05/16/2023 297521 $ 4,682.69 06/23 RETIREE MEDICAL 010.4099.5136 ICMA RETIREMENT CORP2 05/16/2023 297521 358.87 06/23 RETIREE MEDICAL 220.4303.5136 ICMA RETIREMENT CORP3 05/16/2023 297521 602.12 06/23 RETIREE MEDICAL 010.0000.1111 ICMA RETIREMENT CORP4 05/19/2023 297522 742.77 PD-4613 & PD-4622 WRAP 010.4203.5601 AC DESIGNS5 05/19/2023 297523 600.00 CASH FOR GRASS-600 SQFT 226.4306.5554 PAUL ALANDT6 05/19/2023 297524 164.55 TRAINING-TUITION 010.4204.5501 ALLAN HANCOCK COLLEGE JCCD7 05/19/2023 297525 67.62 OFFICE SUPPLIES 010.4120.5201 AMAZON CAPITAL SERVICES8 05/19/2023 297525 623.01 COMMUNITY OUTREACH-DISPATCH APPRECIATION 010.4201.5504 AMAZON CAPITAL SERVICES9 05/19/2023 297525 28.53 BLDG MAINT-SIGN HOLDERS, SWITCH 010.4201.5604 AMAZON CAPITAL SERVICES10 05/19/2023 297525 753.40 TP 010.4213.5604 AMAZON CAPITAL SERVICES11 05/19/2023 297525 60.28 RESTROOM SIGNS 010.4213.5604 AMAZON CAPITAL SERVICES12 05/19/2023 297525 90.50 KLEENEX TISSUES 010.4213.5604 AMAZON CAPITAL SERVICES13 05/19/2023 297525 43.63 MESH SCREEN STRAINER 010.4430.5605 AMAZON CAPITAL SERVICES14 05/19/2023 297525 (152.70) TONER CARTRIDGE REFUND 220.4303.5201 AMAZON CAPITAL SERVICES15 05/19/2023 297525 581.84 NITRILE GLOVES 220.4303.5255 AMAZON CAPITAL SERVICES16 05/19/2023 297525 226.08 COPY PAPER 010.4102.5201 AMAZON CAPITAL SERVICES17 05/19/2023 297525 61.38 BASKETBALL NETS 219.4460.5304 AMAZON CAPITAL SERVICES18 05/19/2023 297525 367.55 FLEET SUPPLIES-AIRTAGS, CASES 010.4203.5272 AMAZON CAPITAL SERVICES19 05/19/2023 297526 15,241.00 FY22/23 INSTALLMENT #2-NEW ANI 218.4101.5321 ANIMAL SERVICES20 05/19/2023 297527 28,222.59 RADIO PROJECT EQUIPMENTAND INSTALL 271.4202.6201 APPLIED TECHNOLOGY GROUP INC21 05/19/2023 297527 167.92 05/23 COMM MAINT 010.4204.5606 APPLIED TECHNOLOGY GROUP INC22 05/19/2023 297528 6,965.97 PURCHASE WATER METERS FOR FY 2022/23 640.4712.5207 AQUA-METRIC SALES CO(DBA)23 05/19/2023 297529 183.52 ACCT23845101839190 RADIO 010.4145.5403 AT & T24 05/19/2023 297529 31.43 ACCT 23584139568063- ALARM 220.4303.5303 AT & T25 05/19/2023 297530 28.40 BAN#9391033183 805-473-2198 010.4201.5403 AT&T26 05/19/2023 297530 64.52 BAN#9391033187 805-481-6944 010.4201.5403 AT&T27 05/19/2023 297530 163.88 BAN#9391033184 805-473-5100 010.4201.5403 AT&T28 05/19/2023 297531 130.48 05/23 TOWER LEASE 010.4201.5303 ATC SEQUOIA LLC29 05/19/2023 297532 1,060.30 PW-6 BRAKES REPAIRED 220.4303.5601 BACK ON THE ROAD AUTOMOBILE30 05/19/2023 297533 151.68 RES#2 FENCE REPAIR-PIPE, STEEL 640.4712.5604 BACKYARD IMPROVEMENT CTR31 05/19/2023 297534 6,982.50 PURCHASING POLICY UPDATE 010.4120.5303 BAKER TILLY US LLP32 05/19/2023 297535 63.41 BUSINESS CARDS-UTILITIES MANAGER 612.4610.5201 BOONE PRINTING & GRAPHICS INC33 05/19/2023 297535 2,374.85 PRINTING SALES TAX MAILER 218.4101.5201 BOONE PRINTING & GRAPHICS INC34 05/19/2023 297535 63.41 BUSINESS CARDS-EXECUTIVE SECRETARY 010.4307.5201 BOONE PRINTING & GRAPHICS INC35 05/19/2023 297536 31,445.49 BUILDING DEPARTMENT SERVICES 010.4212.5303 BPR CONSULTING GROUP LLC36 05/19/2023 297537 644.94 6 TON ASPHALT FOR TRENCH PATCH 640.5946.7001 CALPORTLAND CONSTRUCTION37 05/19/2023 297538 32.73 SOTO-ANTIFREEZE 010.4430.5603 CARQUEST AUTO PARTS38 05/19/2023 297538 49.10 SOTO- ANTIFREEZE 010.4430.5603 CARQUEST AUTO PARTS39 05/19/2023 297539 987.20 ACCT#8245100960223598 PD VOICE 010.4145.5401 CHARTER COMMUNICATIONSPage 12 of 699 CITY OF ARROYO GRANDECHECK LISTINGMAY 16 - MAY 31, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name40 05/19/2023 297539 $ 1,349.00 ACCT#8245100960302509 CITY HALL 211.4101.5330 CHARTER COMMUNICATIONS41 05/19/2023 297540 58.63 ACCT#090058901-CITY HALL TV 010.4145.5401 CHARTER COMMUNICATIONS42 05/19/2023 297541 425.00 04/23 WATER SAMPLES 640.4710.5310 CLINICAL LABORATORY OF43 05/19/2023 297542 611.10 REFUND FOR MINOR EXCEPTION - APP WITHDRAWN 010.0000.4514 JAMES DEERING44 05/19/2023 297543 372.59 ACCT2901-1271650-01 METRO INTERNET 010.4140.5303 DIGITAL WEST NETWORKS INC45 05/19/2023 297544 1,440.37 WELL#3 CHECK VALVE 640.4711.5603 FAMCON PIPE AND SUPPLY INC46 05/19/2023 297544 1,039.25 WELL#3 AIR VAC VALVE & BALL VALVE 640.4711.5603 FAMCON PIPE AND SUPPLY INC47 05/19/2023 297545 1,423.16 TRASH CAN LINERS 220.4303.5613 FASTENAL COMPANY48 05/19/2023 297546 9,325.00 OAK PARK DRAINAGE REPAIR PROJECT PW 2020-04 350.5795.7301 FILIPPIN ENGINEERING49 05/19/2023 297547 1,394.38 01/23-03/23 CJIS SYSTEM ACCESS 010.4204.5606 GSA-INFORMATION TECH50 05/19/2023 297548 106.08 04/23 PORTABLE TOILET RENTAL 220.4303.5552 HARVEY'S HONEY HUTS51 05/19/2023 297549 97.24 FUEL-PD 010.4203.5608 JB DEWAR, INC52 05/19/2023 297550 25.84 SCREWDRIVER SET, SPRAY PAINT 010.4213.5255 MINER'S ACE HARDWARE, INC53 05/19/2023 297550 44.16 TRAY, ROLLER, FRAME, PAINT BRUSHES 010.4213.5255 MINER'S ACE HARDWARE, INC54 05/19/2023 297550 7.53 FENCE POST 010.4213.5255 MINER'S ACE HARDWARE, INC55 05/19/2023 297550 4.53 FASTENERS 010.4213.5255 MINER'S ACE HARDWARE, INC56 05/19/2023 297550 30.16 AUGER 010.4213.5273 MINER'S ACE HARDWARE, INC57 05/19/2023 297550 86.99 WHEEL TAPE MEASURE 612.4610.5273 MINER'S ACE HARDWARE, INC58 05/19/2023 297550 8.61 SALT-METER BOX REPLACEMENT-CJS 640.4712.5255 MINER'S ACE HARDWARE, INC59 05/19/2023 297551 34.16 ELECTRIC-352 LA CANADA 640.4711.5402 PACIFIC GAS & ELECTRIC CO60 05/19/2023 297551 4.54 ELECTRIC-484 BAKEMAN 219.4460.5304 PACIFIC GAS & ELECTRIC CO61 05/19/2023 297552 119.95 05/23 WIFI HUBNER SITE 010.4201.5403 PEAKWIFI LLC62 05/19/2023 297553 251.63 POSTAGE MACHINE LEASE 010.4204.5602 PITNEY BOWES, INC63 05/19/2023 297555 23.54 BLDG MAINT UNIFORMS 010.4213.5143 PRUDENTIAL OVERALL SUPPLY64 05/19/2023 297555 23.54 BLDG MAINT UNIFORMS 010.4213.5143 PRUDENTIAL OVERALL SUPPLY65 05/19/2023 297555 23.54 BLDG MAINT UNIFORMS 010.4213.5143 PRUDENTIAL OVERALL SUPPLY66 05/19/2023 297555 23.54 BLDG MAINT UNIFORMS 010.4213.5143 PRUDENTIAL OVERALL SUPPLY67 05/19/2023 297555 23.54 BLDG MAINT UNIFORMS 010.4213.5143 PRUDENTIAL OVERALL SUPPLY68 05/19/2023 297555 23.54 BLDG MAINT UNIFORMS 010.4213.5143 PRUDENTIAL OVERALL SUPPLY69 05/19/2023 297555 24.13 CITY HALL MATS 010.4213.5303 PRUDENTIAL OVERALL SUPPLY70 05/19/2023 297555 45.63 WOMEN'S CTR MATS, MOPS 010.4213.5303 PRUDENTIAL OVERALL SUPPLY71 05/19/2023 297555 27.13 PD MATS 010.4213.5303 PRUDENTIAL OVERALL SUPPLY72 05/19/2023 297555 29.88 REC DEPT MATS, MOPS 010.4213.5303 PRUDENTIAL OVERALL SUPPLY73 05/19/2023 297555 19.50 PARKS MATS 010.4213.5303 PRUDENTIAL OVERALL SUPPLY74 05/19/2023 297555 24.13 CITY HALL MATS 010.4213.5303 PRUDENTIAL OVERALL SUPPLY75 05/19/2023 297555 45.63 WOMENS CTR MATS, MOPS 010.4213.5303 PRUDENTIAL OVERALL SUPPLY76 05/19/2023 297555 27.63 PD MATS 010.4213.5303 PRUDENTIAL OVERALL SUPPLY77 05/19/2023 297555 29.88 REC CTR MATS, MOPS 010.4213.5303 PRUDENTIAL OVERALL SUPPLY78 05/19/2023 297555 24.13 CITY HALL MATS 010.4213.5303 PRUDENTIAL OVERALL SUPPLYPage 13 of 699 CITY OF ARROYO GRANDECHECK LISTINGMAY 16 - MAY 31, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name79 05/19/2023 297555 $ 45.63 WOMENS CTR MATS, MOPS 010.4213.5303 PRUDENTIAL OVERALL SUPPLY80 05/19/2023 297555 27.13 PD MATS 010.4213.5303 PRUDENTIAL OVERALL SUPPLY81 05/19/2023 297555 29.88 REC CTR MATS, MOPS 010.4213.5303 PRUDENTIAL OVERALL SUPPLY82 05/19/2023 297555 152.70 AUTO SHOP UNIFORMS 010.4305.5143 PRUDENTIAL OVERALL SUPPLY83 05/19/2023 297555 247.56 PARKS DEPT UNIFORMS 010.4420.5143 PRUDENTIAL OVERALL SUPPLY84 05/19/2023 297555 133.32 SOTO SPORTS COMPLEX UNFORMS 010.4430.5143PRUDENTIAL OVERALL SUPPLY85 05/19/2023 297555 190.17 STREETS DEPT UNIFORMS 220.4303.5143 PRUDENTIAL OVERALL SUPPLY86 05/19/2023 297555 133.32 SEWER DEPT UNIFORMS 612.4610.5143 PRUDENTIAL OVERALL SUPPLY87 05/19/2023 297555 261.98 WATER DEPT UNIFORMS 640.4712.5143 PRUDENTIAL OVERALL SUPPLY88 05/19/2023 297556 15.00 04/23 REVERSE OSMOSIS RENTAL 010.4201.5303 RICHETTI COMPLETE WATER89 05/19/2023 297557 199.00 REFUND SCIENCE CAMP 010.0000.4605 KEVIN SHAH90 05/19/2023 297558 52,829.13 11/8/22 CONSOLIDATED GENERAL MUNICIPAL ELECTION 010.4002.5506 SLO COUNTY CLERK-RECORDER91 05/19/2023 297559 147.85 GAS SERVICES-1375 ASH 010.4145.5401 SOCALGAS92 05/19/2023 297559 14.30 GAS SERVICES-350 S ELM 010.4145.5401 SOCALGAS93 05/19/2023 297559 94.89 GAS SERVICES-200 N HALCYON 010.4145.5401 SOCALGAS94 05/19/2023 297560 3,500.00 05/23 TBID ADMIN 240.4150.5303 SOUTH COUNTY CHAMBERS95 05/19/2023 297561 378.10 COMMUNICATIONS-LIDAR REPAIR 010.4204.5606 STALKER RADAR96 05/19/2023 297562 1,411.85 RENT 80' MANLIFT 010.4430.5552 SUNBELT RENTALS INC97 05/19/2023 297563 1,644.50 DATACOVE EMAIL ARCHIVER - ANNUAL RENEWAL 010.4140.5303 TANGENT98 05/19/2023 297564 2,795.00 MAP CHECKING SERVICES 010.4301.5303 TETRA TECH INC99 05/19/2023 297565 75.00 04/23 INVESTIGATIVE SVCS 010.4204.5303 TRANSUNION RISK100 05/19/2023 297566 5,100.00 TOTAL COMPENSATION STUDY PROJECT 010.4110.5303 UNCOMPLICATE HR INC101 05/19/2023 297567 3,000.00 POSTAGE BY PHONE 010.4145.5208 US POSTAL SERVICE102 05/19/2023 297568 2,422.00 PERMIT #37-WATER EMERGENCY RESCINDED 640.4710.5208 US POSTMASTER103 05/19/2023 297569 29,080.09 04/23 TBID SOCIAL MEDIA MKTG 240.4150.5301 VERDIN MARKETING INK104 05/19/2023 297570 950.00 WSC AG 2021 UWMP PREP FOR URBAN FY 22-23 640.4710.5303 WATER SYSTEMS CONSULTING INC105 05/19/2023 297571 125.00 TEMP SHOWER REPAIR-FCFA 010.4213.5303 WATERBOYS PLUMBING106 05/19/2023 297572 168.08 UB Refund Cst #00026831 640.0000.2301 JUDY GARGAS107 05/19/2023 297573 12.69 UB Refund Cst #00025087 640.0000.2301 CHARLES & JEAN GRIFFITH108 05/19/2023 297574 156.96 UB Refund Cst #00028014 640.0000.2301 HOUSING AUTHORITY OF SLO109 05/19/2023 297575 143.38 UB Refund Cst #00028050 640.0000.2301 MAUREEN LAMPI110 05/19/2023 297576 44,352.28 FEDERAL WITHHOLDING: Payment 011.0000.2104 CITY OF ARROYO GRANDE111 05/19/2023 297576 52,567.36 SOCIAL SECURITY: Payment 011.0000.2105 CITY OF ARROYO GRANDE112 05/19/2023 297576 13,017.52 MEDICARE: Payment 011.0000.2105 CITY OF ARROYO GRANDE113 05/19/2023 297577 4,362.00 UNEMPLYMT-2 RECIPIENTS 010.4919.5142 CA ST EMPLOYMENT DEVEL DEPT114 05/19/2023 297578 17,075.82 STATE WITHHOLDING: Payment 011.0000.2108 CA ST EMPLOYMENT DEVEL DEPT115 05/19/2023 297578 2,012.41 CASDI: Payment 011.0000.2111 CA ST EMPLOYMENT DEVEL DEPT116 05/19/2023 297579 565.60 DEPT OF CHILD SUPPORT SERVICES 011.0000.2114 CA STATE DISBURSEMENT UNIT117 05/19/2023 297580 3,780.51 DEFERRED COMPENSATION - EE % 011.0000.2117 ICMA RETIREMENT CORPPage 14 of 699 CITY OF ARROYO GRANDECHECK LISTINGMAY 16 - MAY 31, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name118 05/19/2023 297580 $ 17,767.20 DEFERRED COMPENSATION - EE 011.0000.2117 ICMA RETIREMENT CORP119 05/19/2023 297580 891.66 DEFERRED COMPENSATION - ER 011.0000.2117 ICMA RETIREMENT CORP120 05/19/2023 297580 550.00 ROTH - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP121 05/19/2023 297580 177.07 ROTH % - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP122 05/19/2023 297581 35,663.65 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT123 05/19/2023 297581 47,032.21 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT124 05/19/2023 297581 117.11 PERS BUYBACK - AFTER TAX: Payment 011.0000.2106 PERS - RETIREMENT125 05/19/2023 297581 1,160.43 PERS Employer Pick Up: Payment 011.0000.2106 PERS - RETIREMENT126 05/19/2023 297581 (0.05) ROUNDING DIFFERENCE 010.0000.4818 PERS - RETIREMENT127 05/19/2023 297582 1,372.08 PARS: Payment 011.0000.2107 US BANK OF CALIFORNIA128 05/26/2023 297583 750.00 10/22 WEBSITE STREAMING & ARCHIVING 010.4002.5303 AGP VIDEO, INC129 05/26/2023 297583 2,340.00 10/22 CABLECASTING 010.4002.5330 AGP VIDEO, INC130 05/26/2023 297584 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 NATISHA APODACA131 05/26/2023 297585 3,319.49 (10) 1" WATER METERS 640.4712.5610 AQUA-METRIC SALES CO(DBA)132 05/26/2023 297586 175.00 MONTHLY DO INSPECTION-FUEL PUMP 010.4305.5273 B & T SVC STN CONTRACTORS, INC133 05/26/2023 297587 198.00 REFUND SUMMER SESSION 1 PRESCHOOL 010.0000.4603 STEPHANIE BAILEY134 05/26/2023 297588 279.00 FINGERPRINT/LIVESCAN-PD IN,OUT 010.4204.5329 CA ST DEPT OF JUSTICE135 05/26/2023 297589 199.98 ACCT#8245100960104152 PD INTERNET 010.4201.5403 CHARTER COMMUNICATIONS136 05/26/2023 297590 5,321.25 04/23 STAFF AUGMENTATION 010.4140.5303 CIO SOLUTIONS LP137 05/26/2023 297590 4,401.25 MICROSOFT 365 MIGRATION 010.4140.5303 CIO SOLUTIONS LP138 05/26/2023 297590 4,768.00 05/23 CIO IT SUPPORT 010.4140.5303 CIO SOLUTIONS LP139 05/26/2023 297590 1,460.00 CROWDSTRIKE ADV DEFEND 010.4140.5303 CIO SOLUTIONS LP140 05/26/2023 297590 5,922.00 MICROSOFT 365 010.4140.5303 CIO SOLUTIONS LP141 05/26/2023 297591 50.00 PARK DEPOSIT REFUND-RGP 010.0000.2206 KATIE CORNER142 05/26/2023 297592 25.00 REFUND PRESCHOOL REGISTRATION 010.0000.4603 STEPHANIE CURCIO143 05/26/2023 297593 368.63 KYOCERA PRINTER LEASE 010.4421.5701 DE LAGE LANDEN FINANCIAL SVCS144 05/26/2023 297594 2,433.50 1- 8" MJ X MJ GATE VALVE WITH ACCESORY KIT 640.4712.5610 FAMCON PIPE AND SUPPLY INC145 05/26/2023 297595 19.51 PRESSURE WASHER HOSE 010.4213.5604 FARM SUPPLY CO146 05/26/2023 297596 102.89 CANDIDATE STATEMENT REFUND-11/8/22 ELECTION 010.4002.5506 BEN FRANCO147 05/26/2023 297597 145.41 FLOWERS- J KEEN, FORMER PC 010.4101.5504 GRAND BOUQUET148 05/26/2023 297598 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 DUSTIN GRISE149 05/26/2023 297599 102.89 CANDIDATE STATEMENT REFUND-11/8/22 ELECTION 010.4002.5506 JAMES GUTHRIE150 05/26/2023 297600 43.76 CANDIDATE STATEMENT REFUND-11/8/22 ELECTION 010.4002.5506 DALE HANSON151 05/26/2023 297601 499.21 FL36 METERBOX & LID FOR SOTO 010.4430.5605 ICONIX WATERWORKS (US) INC152 05/26/2023 297602 175.00 REFUND ROBLOX DUPLICATE PYMT 010.0000.4605 DESIREE INGALLS153 05/26/2023 297603 375.00 BASKETBALL SCOREKEEPER- 25 GAMES 010.4424.5352 JHADE LA PAZ154 05/26/2023 297604 1,166.00 CASH FOR GRASS-1166 SQ FT 226.4306.5554 ALAN LAYSHOT155 05/26/2023 297605 668.00 CASH FOR GRASS- 668 SQFT 226.4306.5554 CAROL LEE156 05/26/2023 297606 340.46 BLOWER, TIES 010.4430.5603 MINER'S ACE HARDWARE, INCPage 15 of 699 CITY OF ARROYO GRANDECHECK LISTINGMAY 16 - MAY 31, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name157 05/26/2023 297606 $ 8.61 SALT FOR TREE ROOTS 220.4303.5613 MINER'S ACE HARDWARE, INC158 05/26/2023 297607 50.00 PARK DEPOSIT REFUND-RGP 010.0000.2206 ERICA MORRISON159 05/26/2023 297608 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 CHRIS MUNOZ JR160 05/26/2023 297609 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 CANDICE MURRAY161 05/26/2023 297610 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 THERESA NASH162 05/26/2023 297611 567.57 POSTAGE MACHINE LEASE 2/28-5/27 010.4102.5602 PITNEY BOWES, INC163 05/26/2023 297612 113.96 CANDIDATE STATEMENT REFUND-11/8/22 ELECTION 010.4002.5506 GAEA POWELL164 05/26/2023 297613 113.96 CANDIDATE STATEMENT REFUND-11/8/22 ELECTION 010.4002.5506 CAREN RAY RUSSOM165 05/26/2023 297614 850.00 CASH FOR GRASS- 850 SQ FT 226.4306.5554 MICHAEL ROHLA166 05/26/2023 297615 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 ROTARY CLUB OF AG167 05/26/2023 297615 106.00 PARK RENTAL REFUND-ELM ST 010.0000.4354 ROTARY CLUB OF AG168 05/26/2023 297615 27.00 REFUND BOUNCE HOUSE FEE 010.0000.4354 ROTARY CLUB OF AG169 05/26/2023 297615 262.00 REFUND SPECIAL EVENT FEE 010.0000.4354 ROTARY CLUB OF AG170 05/26/2023 297616 224.75 CANDIDATE STATEMENT REFUND-11/8/22 ELECTION 010.4002.5506 KATHLEEN SECREST171 05/26/2023 297617 1,184.00 CASH FOR GRASS-1184 SQFT 226.4306.5554 SHEILA SEMANA172 05/26/2023 297618 161.17 SOTO-BRASS BALL VALVES, MALE ADAPTOR 010.4430.5605 SITEONE LANDSCAPE SUPPLY LLC173 05/26/2023 297619 40.00 REFUND MOTHERS DAY TEA 010.0000.4607 CAROLINE SMULLEN174 05/26/2023 297620 608.73 IMPACT WRENCH 010.4305.5273 TCA TOOLS INC175 05/26/2023 297621 300.00 (6) 2023 CENTRAL COAST SYMPOSIUM 010.4101.5303 THE CENTRE FOR ORGANIZATION176 05/26/2023 297622 47.35 MEETING SUPPLIES-INSTACART 010.4001.5201 U.S. BANK177 05/26/2023 297622 210.00 CHANNEL COUNTIES DIVISION DINNER 010.4001.5501 U.S. BANK178 05/26/2023 297622 65.00 CCAC OFFICE SUPPLIES 010.4002.5201 U.S. BANK179 05/26/2023 297622 784.73 CCAC CONFERENCE 4/11-4/14-LODGING 010.4002.5501 U.S. BANK180 05/26/2023 297622 1,500.00 TCC SERIES 400 REGISTRATION 010.4002.5501 U.S. BANK181 05/26/2023 297622 812.17 TRAINING-LODGING, MEALS, PARKING 010.4002.5501 U.S. BANK182 05/26/2023 297622 59.74 MEETING SUPPLIES-INSTACART 010.4101.5201 U.S. BANK183 05/26/2023 297622 35.00 CHANNEL COUNTIES DIVISION DINNER 010.4101.5501 U.S. BANK184 05/26/2023 297622 6.00 PARKING 010.4101.5501 U.S. BANK185 05/26/2023 297622 58.00 SPECIAL DEPT SUPPLIES-NEWSLETTER 010.4102.5255 U.S. BANK186 05/26/2023 297622 39.45 CUST SVC TRAINING WEBINAR SUPPIES 010.4120.5501 U.S. BANK187 05/26/2023 297622 6.00 PARKING-TRAINING 010.4120.5501 U.S. BANK188 05/26/2023 297622 124.78 BOOTS-COMMUNITY SERVICES 010.4130.5148 U.S. BANK189 05/26/2023 297622 66.35 OFFICE MAX-OFFICE SUPPLIES 010.4130.5201 U.S. BANK190 05/26/2023 297622 786.49 EPA CONF/TRAINING-LODGING 010.4130.5501 U.S. BANK191 05/26/2023 297622 875.10 PLANNING COMM ACADEMY-LODGING 010.4130.5501 U.S. BANK192 05/26/2023 297622 818.78 PLANNING COMM ACADEMY-LODGING 010.4130.5501 U.S. BANK193 05/26/2023 297622 50.00 APA PLANNING ACADEMY-PLANNING MGR 010.4130.5503 U.S. BANK194 05/26/2023 297622 891.99 CODE TWO SUBSCRIPTION 010.4140.5303 U.S. BANK195 05/26/2023 297622 588.82 ZOOM 010.4140.5303 U.S. BANKPage 16 of 699 CITY OF ARROYO GRANDECHECK LISTINGMAY 16 - MAY 31, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name196 05/26/2023 297622 $ 250.00 CALL IN STUDIO- REFUNDED ON 5/15/23 STATEMENT 010.4140.5303 U.S. BANK197 05/26/2023 297622 58.83 LENOVO WEBCAM 010.4140.5602 U.S. BANK198 05/26/2023 297622 37.68 (5) DISPLAY PORT TO VGA ADAPTER 010.4140.5602 U.S. BANK199 05/26/2023 297622 56.90 AUTHORIZE.NET CC FEE 010.4145.5555 U.S. BANK200 05/26/2023 297622 451.91 OFFICE SUPPLIES-TONERS, INDEX 010.4201.5201 U.S. BANK201 05/26/2023 297622 485.61 EMPLOYEE WELLNESS SUPPLIES 010.4201.5303 U.S. BANK202 05/26/2023 297622 3,412.83 LEADERSHIP WORKSHOP 010.4201.5501 U.S. BANK203 05/26/2023 297622 85.67 CALLOUT-COFFEE, FOOD FOR PERIM 010.4201.5501 U.S. BANK204 05/26/2023 297622 259.49 COMMUNITY OUTREACH SUPPLIES 010.4201.5504 U.S. BANK205 05/26/2023 297622 140.47 FLOWERS FOR EMPLOYEE 010.4201.5504 U.S. BANK206 05/26/2023 297622 205.54 GREASE GUN 010.4305.5273 U.S. BANK207 05/26/2023 297622 1,218.27 DOG WASTE DEPOT-DOGGIE BAGS 010.4420.5255 U.S. BANK208 05/26/2023 297622 120.00 PESTICIDE APP TRAINING WEBINAR 010.4420.5501 U.S. BANK209 05/26/2023 297622 254.93 TRASSIG PLAYGROUND SURFACE REPAIR KIT 010.4420.5605 U.S. BANK210 05/26/2023 297622 19.50 GOLDEN DONUT-DONUTS 010.4421.5255 U.S. BANK211 05/26/2023 297622 98.08 SLOCAPRA MEETING SUPPLIES-STAR 010.4421.5255 U.S. BANK212 05/26/2023 297622 81.28 CPRS CONFERENCE SUPPLIES 010.4421.5255 U.S. BANK213 05/26/2023 297622 289.24 CPRS CONFERENCE-HOTEL, FOOD 010.4421.5501 U.S. BANK214 05/26/2023 297622 223.45 PRESCHOOL SUPPLIES 010.4423.5253 U.S. BANK215 05/26/2023 297622 125.00 ADVERTISING 010.4424.5251 U.S. BANK216 05/26/2023 297622 1,681.70 THE TOP SHOP-PICKLEBALL T SHIRTS 010.4424.5251 U.S. BANK217 05/26/2023 297622 1,431.93 EGG HUNT SUPPLIES-AMAZON, VIRT JUICE 010.4424.5252 U.S. BANK218 05/26/2023 297622 406.93 FUN EXPRESS-EGG HUNT SUPPLIES 010.4424.5252 U.S. BANK219 05/26/2023 297622 1,373.69 SPECIAL EVENT SUPPLIES-EGG HUNT 010.4424.5252 U.S. BANK220 05/26/2023 297622 22.33 PUBLIC RELATIONS-REC FACEBOOK 010.4424.5353 U.S. BANK221 05/26/2023 297622 470.64 EGG HUNT SUPPLIES-BRAND CREATIVE 010.4424.5353 U.S. BANK222 05/26/2023 297622 841.83 SCHOOL YEAR SUPPLIES 010.4425.5255 U.S. BANK223 05/26/2023 297622 232.37 SNACK SUPPLIES 010.4425.5259 U.S. BANK224 05/26/2023 297622 335.46 CONTRACT SVCS 010.4425.5303 U.S. BANK225 05/26/2023 297622 98.25 FULL SOURCE-RAIN GEAR 220.4303.5255 U.S. BANK226 05/26/2023 297622 47.15 CLORE AUTOMOTIVE-AC ADAPTER KIT 220.4303.5255 U.S. BANK227 05/26/2023 297622 210.25 TRAINING-COURSE PKG PW 220.4303.5501 U.S. BANK228 05/26/2023 297622 193.95 (2) NEW RADIOS, ANTENNAS FOR TRAFFIC CONTROL 220.4303.5613 U.S. BANK229 05/26/2023 297622 286.35 EBAY-WATER DEPT PIPE CUTTER 612.4610.5273 U.S. BANK230 05/26/2023 297622 184.86 BOOTS- MAINT WORKER III UTILITIES 640.4712.5148 U.S. BANK231 05/26/2023 297622 1,018.50 WATER COURSE PACKAGES & MANUAL 640.4712.5501 U.S. BANK232 05/26/2023 297622 125.00 WATER TEST BOOKLET 640.4712.5501 U.S. BANK233 05/26/2023 297622 1,866.15 (4) INDUSTRIAL SHELVES FOR SEA 640.4712.5604 U.S. BANK234 05/26/2023 297622 193.95 (2) NEW RADIOS, ANTENNAS FOR TRAFFIC CONTROL 640.4712.5610 U.S. BANKPage 17 of 699 CITY OF ARROYO GRANDECHECK LISTINGMAY 16 - MAY 31, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name235 05/26/2023 297622 $ 126.75 SHIPPING/POSTAGE 010.4201.5208 U.S. BANK236 05/26/2023 297622 76.93 LENOVO WIRELESS KEYBOARD & MOUSE 010.4307.5201 U.S. BANK237 05/26/2023 297622 226.34 SUPPLIES FOR STAFF MEETING 010.4307.5201 U.S. BANK238 05/26/2023 297622 3,500.09 TRAINING-LODGING 010.4203.5501 U.S. BANK239 05/26/2023 297622 16.05 TRAINING-PARKING 010.4203.5501 U.S. BANK240 05/26/2023 297622 466.25 FUEL 010.4203.5608 U.S. BANK241 05/26/2023 297622 135.71 RIFLE MAGAZINES 010.4204.5255 U.S. BANK242 05/26/2023 297622 171.76 TRAINING-LODGING 010.4204.5501 U.S. BANK243 05/26/2023 297622 1,468.30 PRACTICE AMMO 010.4204.5501 U.S. BANK244 05/26/2023 297622 65.00 COFFEE-CALLOUT DEBRIEF 010.4204.5501 U.S. BANK245 05/26/2023 297622 96.84 FUEL 010.4204.5608 U.S. BANK246 05/26/2023 297622 56.25 GOLDEN DONUT-VOLUNTEER SUPPLIES 010.4424.5250 U.S. BANK247 05/26/2023 297622 1,983.83 LENOVO THINKPAD CASE & LAPTOP 010.4140.5702 U.S. BANK248 05/26/2023 297622 99.00 PUBLIC RELATIONS-COMMUNITY SURVEY 010.4101.5504 U.S. BANK249 05/26/2023 297623 1,618.45 ANNUAL WATER QUALITY MAILING 640.4710.5201 US POSTMASTER250 05/26/2023 297624 150.00 5/13 MOTHERS DAY TEA ART LESSONS 010.4424.5252 PEGGY VALKO251 05/26/2023 297625 304.08 ACCT#472480460-00002 CITY IPAD 010.4145.5403 VERIZON WIRELESS252 05/26/2023 297625 866.57 ACCT#208620661-00002 PD CELLPHONES 010.4201.5403 VERIZON WIRELESS253 05/26/2023 297626 4,515.00 SOCCER WINTER SESSION 2 & SATURDAYS 010.4424.5351 YOUTH EVOLUTION BASKETBALL254 05/26/2023 297627 678.92 AFLAC PRE TAX: Payment 011.0000.2126 AFLAC INSURANCE255 05/26/2023 297628 3,003.60 POLICE DEPT DUES: Payment 011.0000.2116 ARROYO GRANDE POLICE ASSN256 05/26/2023 297629 3,740.00 AG CAREER FIREFIGHTERS ASSN: Payment 011.0000.2115 FIVE CITIES PROF. FIREFIGHTERS257 05/26/2023 297630 43.90 PRE-PAID LEGAL SERVICES: Payment 011.0000.2125 LEGALSHIELD258 05/26/2023 297631 1,294.86 SEIU DUES: Payment 011.0000.2118 S.E.I.U. LOCAL 620 $ 563,598.80 Page 18 of 699 ATTACHMENT 2 . General Fund 351,106.04 5101 Salaries Full time 228,872.56 Streets Fund 15,408.75 5101 Volunteer Employee Retirement - Sewer Fund 9,588.99 5102 Salaries Part-Time - PPT 3,760.43 Water Fund 26,453.01 5103 Salaries Part-Time - TPT 20,202.99 402,556.79 5105 Salaries OverTime 9,470.35 5106 Salaries Strike Team OT - 5107 Salaries Standby 1,117.60 5108 Holiday Pay 378.96 5109 Sick Pay 5,187.02 Administrative Services - 5110 Annual Leave Buyback - Information Services - 5111 Vacation Buyback - Community Development - 5112 Sick Leave Buyback - Police 8,447.66 5113 Vacation Pay 6,507.65 Public Works - Maintenance 571.49 5114 Comp Pay 5,737.49 Public Works - Enterprise 451.20 5115 Annual Leave Pay 12,240.85 Recreation - Administration - 5116 Salaries - Police FTO 180.80 Recreation - Special Events - 5121 PERS Retirement 30,578.38 Children In Motion - 5122 Social Security 21,126.00 9,470.35 5123 PARS Retirement 274.44 5126 State Disability Ins. 839.17 5127 Deferred Compensation 766.66 5131 Health Insurance 48,399.82 5132 Dental Insurance 2,797.36 5133 Vision Insurance 761.93 5134 Life Insurance 411.15 5135 Long Term Disability 625.24 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 179.94 5150 Bi-Lingual Pay 150.00 5151 Cell Phone Allowance 1,152.50 402,556.79 OVERTIME BY DEPARTMENT: CITY OF ARROYO GRANDE DEPARTMENTAL LABOR DISTRIBUTION PAY PERIOD 04/28/2023 - 05/11/2023 5/19/2023 BY FUND BY ACCOUNT Page 19 of 699 Item 9.b. MEMORANDUM TO: City Council FROM: Nicole Valentine, Administrative Services Director BY: Lynda Horejsi, Accounting Manager SUBJECT: Consideration of Approval of Fiscal Year 2023-24 Appropriation Limit DATE: June 27, 2023 SUMMARY OF ACTION: Calculating the appropriation limit from tax proceeds is required annually by Propositions 4 and 111, and Government Code section 7900 et seq. Adoption of a Resolution establishing the appropriation limit from tax proceeds for Fiscal Year (FY) 2023-24 will ensure compliance with these requirements. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: There are no significant fiscal or personnel impacts associated with approval of the appropriation limit. RECOMMENDATION: 1) Adopt a Resolution establishing the appropriation limit from tax proceeds for FY 2023 - 24; and 2) Determine that the adoption of the resolution is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) BACKGROUND: Proposition 4, known as the Gann Initiative, was approved by California voters in 1979 adding Article XIIIB to the State Constitution. This article established an annual limit (Gann Limit) on the appropriations of tax proceeds for government agencies. In 1990, the article was modified by Proposition 111 and SB 88. Proposition 111 included new adjustment formulas allowing cities a choice in methodologies for determining both the annual growth and inflation factors. The annual population growth factor can be calculated by using the greater of the City of Arroyo Grande or County population growth. Agencies have a choice of using the growth in California per capita personal income, or the growth Page 20 of 699 Item 9.b. City Council Consideration of Approval of Fiscal Year 2023-24 Appropriation Limit June 27, 2023 Page 2 in non-residential assessed valuation due to new construction with in the City of Arroyo Grande. In May 2023, the California Department of Finance released population and per capita personal income information. The population between January 2022 and January 2023 for the City decreased by one point two percent (-1.2%) and the County population decreased by a half-percent (-0.5%). For FY 2023-24, the change in per capita personal income from the prior year increased by four point forty-four percent (4.44%). In accordance with Proposition 111, the City’s annual spending limit must be approved by Council at the beginning of each fiscal year. The limit is calculated using the previous year’s appropriation limit ($26,838,434) multiplied by the per capita personal income percentage increase (4.44%) and multiplied again by the greater available population growth factor, which for FY 2023-24 is the County’s -0.5%. ANALYSIS OF ISSUES: The City is responsible for separating citywide revenues between tax and non-tax revenue and applying the formula to the cumulative appropriation limit. For Fiscal Year 2023-24, the appropriation limit has been calculated to be $27,890,501. This calculation means the City cannot appropriate more than $27,890,501 of tax-based revenues in FY 2023-24. The estimated proceeds of taxes subject to appropriation limit for the proposed 2023-24 fiscal year budget is estimated to be $19,991,979, which is approximately $7.9 million less than the appropriation limit. Therefore, the City is in compliance with Article XIIIB of the California Constitution. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Adopt a Resolution establishing the appropriation limit for FY 2023 -24; or 2. Revise and adopt a Resolution establishing the appropriation limit for FY 2023-24; or 3. Provide other direction to staff. ADVANTAGES: Adoption of the Resolution establishing the appropriation limit for FY 2023 -24 will ensure that the City is in compliance with Propositions 4 and 111 and Government Code section 7900 et seq. DISADVANTAGES: There are no disadvantages identified with the recommended action. ENVIRONMENTAL REVIEW: The Resolution establishing the appropriation limit for FR 2023-24 is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) Page 21 of 699 Item 9.b. City Council Consideration of Approval of Fiscal Year 2023-24 Appropriation Limit June 27, 2023 Page 3 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 22 of 699 ATTACHMENT 1 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE ADOPTING A TAX PROCEEDS EXPENDITURE APPROPRIATION LIMIT FOR FISCAL YEAR 2023-2024 WHEREAS, sections 7900 et seq. of the Government Code provide for the effective and efficient implementation of Article XIIIB of the California Constitution; and WHEREAS, Government Code sections 7901 through 7914 provide that each year, the governing body of each local jurisdiction shall, by resolution adopted at a regularly scheduled meeting, establish the annual adjustment factors to be used and the tax proceeds expenditure appropriation limit; and WHEREAS, the Resolution establishing the appropriation limit for FR 2023 -24 is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) NOW, THEREFORE BE IT RESOLVED, by the City Council of the City of Arroyo Grande as follows: 1. The California per capita income and the population for the County of San Luis Obispo, California are recognized as the annual adjustment factors for Fiscal Year 2023-2024. 2. The appropriation limit for Fiscal Year 2023-2024 is hereby set at twenty-seven million, eight hundred ninety thousand, seven hundred four dollars ($27,890,704). 3. Documentation used in the determination of the tax proceeds expenditure appropriation limit is attached hereto as Exhibit A and incorporated herein by this reference. 4. This Resolution is effective on its date of adoption. On motion of Council Member , seconded by Council Member , and on the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 27th day of June, 2023. Page 23 of 699 ATTACHMENT 1 RESOLUTION NO. PAGE 2 ______________________________ CAREN RAY RUSSOM, MAYOR ATTEST: JESSICA MATSON, CITY CLERK APPROVED AS TO CONTENT: ______ WHITNEY MCDONALD, CITY MANAGER APPROVED AS TO FORM: ISAAC ROSEN, CITY ATTORNEY Page 24 of 699 ATTACHMENT 1 EXHIBIT A Appropriation limit for 2022-23 26,838,434 (A) Multiplied by the appropriation limit change factors: Per Capita Personal Income Change:4.44% = 100 Population Factor - San Luis Obispo County 2022 275,461 2023 274,071 -0.50% (1,390) == 274,071 100 Appropriation limit factor: (B x C)1.0392 (D) APPROPRIATION LIMIT FOR FISCAL YEAR 2023-24 (A x D)27,890,501$ 19,991,979$ Amount under (over) limit 7,898,522 CITY OF ARROYO GRANDE CALCULATION OF APPROPRIATION LIMIT FROM TAX PROCEEDS FOR FISCAL YEAR 2023-24 ESTIMATED 2023-24 PROCEEDS OF TAXES SUBJECT TO APPROPRIATION LIMIT Conversion to ratio:(1,390) -0.50% +100 0.99503 (C) Conversion to ratio:4.44% +100 1.0444 (B) Page 25 of 699 Item 9.c. MEMORANDUM TO: City Council FROM: Whitney McDonald, City Manager Bill Robeson, Assistant City Manager/Public Works Director BY: Nicole Valentine, Administrative Services Director SUBJECT: Adoption of FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget DATE: June 27, 2023 SUMMARY OF ACTION: Adoption of the Attached Resolutions for the Fiscal Year (FY) 2023-25 Biennial Budget and 5-year Capital Improvement Budget will allow the City to continue funding all City services after the end of the current fiscal year on June 30, 2023, and to meet Council- directed goals and priorities for the upcoming two fiscal years. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: The proposed FY 2023-25 Biennial Budget recommends approximately $91.8 million in expenditures, including operating costs such as salaries, benefits, services, supplies, maintenance, debt service, and capital related items, over the next two fiscal years. The Consolidated General Fund budget includes approximately $55.4 million, or about $27.7 million in expenditures each year of the Biennial Budget. The projected fund balance for the Consolidated General Fund at the end of FY 2024-25 is $6,508,947 or 21.6%. The 5- year Capital Improvement Program Budget allocates $54.6 million for projects, from various funding sources, over a 5-year period. The budget as presented is balanced in both years with using reserve s, maintains adequate reserves at or above policy levels, and addresses several goals and priorities discussed previously with the City Council. RECOMMENDATION: 1) Adopt a Resolution approving the FY 2023-25 Biennial Budget and 2) Adopt a Resolution approving the FY 2023-28 Capital Improvement Program Budget. Page 26 of 699 Item 9.c. City Council Adoption of FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget June 27, 2023 Page 2 BACKGROUND: Every two years, staff and Council prepare a Biennial Budget document, which commits government resources and services to accomplish the City’s mission of making Arroyo Grande the best place possible for everyone who lives, works, and visits here. Work has been underway since January to develop the upcoming biennial budget for Fiscal Years 2023-25. The anticipated 5-step process and timeline for this budget cycle is depicted below: On January 3, 2023, an Arroyo Grande Community Priorities Survey was published. This 5-question online survey was posted on the City website and promoted on social media channels. The survey was open for more than one month and closed on February 20th. The survey allowed community members to provide input regarding their thoughts on what the top priorities should be for the City over the next 2-3 years. The survey included a combination of multiple choice and short response questions. A summary of the responses was included in with the March 2, 2023, Special Council Meeting Staff Report. At the March 2nd Special Council Meeting, Council established four (4) major City goals for staff to prioritize for the upcoming biennial budget cycle. The goals were established Page 27 of 699 Item 9.c. City Council Adoption of FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget June 27, 2023 Page 3 considering the results of the community survey and input from the public and staff. This set of priorities has been used by staff to create work plans and the proposed biennial budget. Work Plans to achieve the four major City goals have been incorporated into the FY 2023-25 Biennial Budget included in Attachment 1. The four major goals are: On March 14, 2023, Council received an update on the General Fund Five-Year Financial forecast. The City of Arroyo Grande’s Forecast is a long-range fiscal planning tool that has served as the framework for the development of the FY 2023 -24 and FY 2024-25 General Fund Biennial Budget. On May 9, 2023, Council provided direction on the 5-year Capital Improvement Program (CIP) budget and the 5-Year Local Sales Tax Fund Expenditures Program. On May 16, 2023, the CIP was provided to the Planning Commission for determination of consistency with the City’s General Plan. On May 23, 2023, Council reviewed the Preliminary FY 2023 -25 Biennial Operating Budget and provided feedback to staff in preparation for the public hearing. The presentation included discussion regarding:  Proposed Staffing Changes Page 28 of 699 Item 9.c. City Council Adoption of FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget June 27, 2023 Page 4  Vehicle Replacement Requests  Significant Budget Requests related to the Major City Goals and Priorities  Appropriation of Excess Available Consolidated General Fund Balance  Review of changes related to Enterprise and Special Review Funds The FY 2023-25 Biennial Budget described further below and proposed in Attachment 1 incorporates the direction provided by Council during the May 23 rd discussion. On June 13, 2023, staff presented the FY 2023-25 Biennial Budget and 5-Year CIP Budget for review and public comment during a Public Hearing. Following the public hearing, Council directed staff to present the Biennial Budget and CIP Budget, as proposed, for adoption on June 27, 2023. ANALYSIS OF ISSUES The FY 2023-24 and FY 2024-25 proposed budgets present a balanced budget, with excess revenues and fund balance sufficient to cover recommended work plan and capital project budget expenditures. The FY 2023-24 proposed budget includes a total of $24.6 million in revenues and $25.3 million in operating and capital budget for a net of $720,000 more expenditures than revenues. The operating budget is balanced, with a $6.3 million net operating surplus. Identified expenditures that exceed revenues are for one-time projects that the City has been anticipating. Fund balances accumulated over time offset the additional expenditures. The FY 2024-25 proposed budget includes a total of $25.2 million in revenues and $30.1 million in operating and capital expenditures for a net of $4.9 million more expenditures than revenues. The operating budget is balanced, with a $493,851 net operating surplus. Consolidated General Fund Revenues As shown in the chart below, Sales and Property Taxes comprise the largest source of revenue in the General Fund, together accounting for approximately 6 6% of revenue in that fund. Given this dependence on just two revenue sources, fluctuations in the amount of taxes received can have profound impacts on the City’s ability to provide services. Fortunately, as long as the real estate market stays reasonably strong, property taxes are a relatively stable revenue source. Page 29 of 699 Item 9.c. City Council Adoption of FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget June 27, 2023 Page 5 Chart 1 – FY 2023-24 Consolidated General Fund Revenues - $24.6 million total Overall, General Fund tax revenues have been trending upward over the past several years and are expected to increase in both years of the Biennial Budget. Based on the latest information provided by the County Auditor-Controller’s Office, property taxes are expected to increase 3.3% during FY 2023-24 and another 3.5% during FY 2024-25. This is the result of an increase in the assessed valuation of properties in Arroyo Grande and a housing market that has remained robust throughout the past year. Sales tax receipts have remained consistent throughout the past year. As discussed during the Fiscal Outlook presentation in March and during the preliminary budget discussion on May 23, 2023, the City’s sales tax consultant (HdL) projected a reduction in sales tax revenues of 1.1% in FY 2023-24 due to an anticipated minor economic slowdown. These projections reflect expected declines in categories like automobiles and transportation, fuel and service stations, and general consumer goods. The lower projections in these categories are the result of lower expected consumer demand in the short-term and, in the case of fuel, lower prices at the pump. This budget is projecting an increase in sales tax revenues of 2.8% in FY 2024-25, as the economy is only anticipating a minor slowdown. Page 30 of 699 Item 9.c. City Council Adoption of FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget June 27, 2023 Page 6 Chart 2 – Consolidated General Fund Tax Revenues $24.6 million Consolidated General Fund Expenditures The following two charts show the proposed $2 5.3 million Consolidated General Fund expenditure budget for FY 2023-24, both in terms of the relative size of each department as well as the total dollars budgeted for each department. As the charts show, the Police Department is the City’s largest function, with 26% of the budget. Fire services for the FCFA will receive 15% of the Consolidated General Fund and Local Sales Tax Fund budget. Public Works and Community Development will receive 12% and 7% of FY 2023- 24 budget resources, respectively. The “Non-Departmental” category represents 14% of the General Fund budget and includes items that affect all departments, such as the annual payment on the City’s Unfunded Actuarial Liability (UAL), property and general liability insurance, and transfers to the Street and Capital Improvement Project funds. Page 31 of 699 Item 9.c. City Council Adoption of FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget June 27, 2023 Page 7 Chart 3 – FY 2023-24 Consolidated General Fund Expenditures by Department $25.3 million Chart 4 – FY 2023-24 Consolidated General Fund Expenditures by Department $25.3 million Summary The proposed FY 2023-24 Budget recommends approximately $44.1 million in expenditures, including operating costs such as salaries, benefits, services, supplies, maintenance, debt service, and capital related items as shown in the consolidated fund summary table 1 shown below: Page 32 of 699 Item 9.c. City Council Adoption of FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget June 27, 2023 Page 8 Table 1 - FY 2023-24 All Funds Operating Budget The proposed FY 2024-25 Budget recommends approximately $47.7 million in expenditures, including operating costs such as salaries, benefits, services, supplies, maintenance, debt service, and capital related items as shown in the consolidated fund summary table 2 shown below: Table 2 - FY 2024-25 All Funds Operating Budget After reviewing the Proposed Budget during the public hearing held on June 13, 2023, the City Council indicated its overall support for the budget as proposed. No changes have been made to the budget that was presented to Council. The budget also maintains Page 33 of 699 Item 9.c. City Council Adoption of FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget June 27, 2023 Page 9 sufficient ending reserves in the General Fund that exceed the Council’s goal of at least 20% of operating expenditures to continue protecting the City’s financial position . Staff recommends that the City Council adopt the related Resolutions to approve a final budget and personnel allocation for FY 2023-25 and to approve the CIP Budget for FY 2023-28. After Council adopts the FY 2023-25 Biennial Budget, staff will publish a copy of the Adopted FY 2023-25 Biennial Budget online. Adoption of the FY 2023-25 Biennial Budget is the beginning of a continuous financial management process. Ongoing monitoring efforts include: 1. Quarterly Financial Status Reports: Concise and comprehensive reports are issued by Staff to the City Council and the public on a quarterly basis. 2. Goal Status Reports: Staff will provide quarterly Goal Status Reports to Council that includes progress towards completing Major City Goals and Capital Improvement Plan. These reports present updates and communications about the status of City projects, goals, and performance measures. 3. Transparent Online Budget Portal (ClearGov): City staff are excited to announce the launch of a new online budget platform that presents publicly available budget expenditure and revenue data in addition to Capital Project budget information. The ClearGov application displays the City’s budget data in an accessible, easy- to-understand format using charts, tables, and graphs. Enhancements to budget visualizations will be made throughout FY 2023-24. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Adopt (1) a Resolution approving the FY 2021-23 Biennial Budget and (2) a Resolution approving the 5-Year Capital Improvement Program Budget; 2. Amend and Adopt (1) a Resolution approving the FY 2021-23 Biennial Budget and (2) a Resolution approving the 5-Year Capital Improvement Program Budget; 3. Provide other direction to staff. ADVANTAGES: The recommendations in the Budget reflect revenue and expenditure strategies that will accomplish the following:  Maintain and, in certain cases, increase key service levels;  Maintain a substantial investment in improvements to the City’s infrastructure and facilities;  Address operational sustainability concerns; and  Maintain reserves at or above the City’s policy levels. DISADVANTAGES: The recommendations do not fully address the long-term replacement needs of all City equipment and infrastructure. Limited staffing levels continue to be a challenge in regards Page 34 of 699 Item 9.c. City Council Adoption of FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget June 27, 2023 Page 10 to accomplishing all desired City priorities in a timely manner. Significant cost increases related to pensions and insurance are still threats that will require close monitoring. The performance of the economy in general, and the impacts of specific economic development activities will also affect the financial condition and sustainability of City operations. 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 i n accordance with Government Code Section 54954.2. Attachments: 1. FY 2023-25 Biennial Budget Report 2. Proposed Resolution Approving the FY 2023-25 Biennial Budget 3. Proposed Resolution Approving the 5-Year Capital Improvement Program Budget Page 35 of 699 BIENNIAL BUDGET City of Arroyo Grande FY 2023-25 ATTACHMENT 1 Page 36 of 699 M a y o r C a r e n R a y R u s s o m M a y o r P r o T e m K r i s t e n B a r n e i c h C o u n c i l M e m b e r L a n G e o r g e C o u n c i l M e m b e r J i m G u t h r i e C o u n c i l M e m b e r K a t e S e c r e s t Prepared and Submitted by Department of Administrative Services Appointed Officials: Whitney McDonald, City Manager Isaac Rosen, City Attorney Department Directors: Bill Robeson, Assistant City Manager/Public Works Director Sheridan Bohlken, Recreation Services Director Stephen Lieberman, Fire Chief Nicole Valentine, Administrative Services Director/City Treasurer Brian Pedrotti, Community Development Director Michael Martinez, Police Chief Jessica Matson, Legislative & Information Services Director/City Clerk Other Key Staff Involved in the Budget Process: Kevin Waddy, Information Technology Manager Lynda Horejsi, Accounting Manager Steve Kahn, Interim City Engineer Paul Henderson, Interim Capital Projects Manager Ron Simpson, Public Works Manager Shane Taylor, Utilities Manager Aleah Bergam, Management Analyst Page 37 of 699 CITY OF ARROYO GRANDE FY 2023-25 BIENNIAL BUDGET Table of Contents Budget Message ......................................................................................................................................................... 1 Basic of Budgeting ...................................................................................................................................................... 4 Budget Process ........................................................................................................................................................... 5 Guide to Using the FY 2023-25 Budget ...................................................................................................................... 7 Budget Awards ......................................................................................................................................................... 10 City Council Members .............................................................................................................................................. 11 Council Goals ............................................................................................................................................................ 12 Personnel Summary ................................................................................................................................................. 15 Long Range Financial Forecast ................................................................................................................................. 19 Fund Summaries ....................................................................................................................................................... 27 Consolidated Summary – All Funds .......................................................................................................................... 27 General Fund ............................................................................................................................................ 28 Local Sales Tax Fund ................................................................................................................................. 29 Consolidated General Fund ...................................................................................................................... 30 Enterprise Funds ...................................................................................................................................... 44 Special Revenue Funds ............................................................................................................................. 48 Agency Funds ........................................................................................................................................... 60 Interfund Transfers .................................................................................................................................. 62 Department Summaries ........................................................................................................................................... 66 City Administration .................................................................................................................................. 66 Legislative & Information Services ........................................................................................................... 71 Administrative Services ............................................................................................................................ 76 Public Works ............................................................................................................................................. 79 Community Development Department ................................................................................................... 86 Police Department ................................................................................................................................... 90 Fire Department – Five Cities Fire Authority............................................................................................ 93 Recreation Services .................................................................................................................................. 94 Capital Improvement Program ................................................................................................................................. 98 Appendix A ............................................................................................................................................................. 146 Organizational Chart .............................................................................................................................. 147 Community Profile ................................................................................................................................. 148 Fiscal Policy ............................................................................................................................................ 154 Significant Accounting Policies ............................................................................................................... 157 Guide to Funds by Number .................................................................................................................... 162 Fund Structure ....................................................................................................................................... 165 Budget Glossary ..................................................................................................................................... 167 Page 38 of 699 Budget Message June 13, 2023 To the Residents of Arroyo Grande, Honorable Mayor, and Members of the City Council: The City of Arroyo Grande staff is pleased to present the Biennial Budget for Fiscal Years (FY) 2023-24 and 2024-25. The proposed budget is balanced, incorporates all City funds, continues to fund the high-quality services that the community has come to expect, and will invest in the future through capital improvements and maintenance activities. At the time of the last Biennial Budget, I noted the economic impacts of the COVID-19 pandemic, and the uncertainties related to the pandemic on the City’s financial outlook. Although the impacts of COVID-19 are largely behind us, the City is now faced with new uncertainties related to inflationary pressures, and unanticipated costs related to the January and March 2023 storm events. In addition, the 1% Sales Tax Ballot Measure (D- 22) considered by voters on the November 8, 2022 ballot, did not pass. Measure D-22 was proposed by the City to raise revenue to address funding gaps for the City’s streets and infrastructure. As the City is still facing funding constraints for its capital projects, included in the FY 23-25 Biennial Budget is funding for consultant services regarding a future ballot measure to evaluate options to fix the identified funding gaps. Since the November 2022 election, the City has also been working on finalizing a new Joint Powers Agreement for the Five Cities Fire Authority (FCFA) as the Oceano Community Services District exits the FCFA following the failure of its most recent ballot measure that was necessary to garner adequate funding for its member contributions to the JPA. Simultaneously, the Cities of Arroyo Grande and Grover Beach utilized consultants, Baker Tilly, to conduct an organizational assessment of the FCFA and identify current and future funding needs. As identified by Baker Tilly, the City’s cost to fund fire services is increasing significantly, more than $1.2 million in the upcoming fiscal year. The City organization has a long history of thoughtful, cautious budgeting, which has benefited the City over the years and helped create the City’s reasonably stable fiscal position today, even after facing inflationary pressures and increased costs. For example, cautious spending during the COVID-19 pandemic and the influx of one-time funds from the federal government through the American Rescue Plan Act has provided adequate reserves to enable the City to allocate additional funding to one-time Capital Projects, such as the Annual Pavement Management Project. Allocating more funding now will reduce City costs in the long-term and enable a “bundled package” approach and lower current paving costs to the City. In addition, Council has directed the allocation of fund balance to increase funding to the City’s Community Services Grant program by $50,000 each year to enable the City to provide $75,000 in grant funding to local non-profit organizations that provide invaluable services and amenities to the Arroyo Grande community. 1Page 39 of 699 Budget Message This was also the first budget in the past 4 years in which the City launched a Community Priorities Survey. This 5-question online survey was posted on the City website and promoted on social media channels. The survey allowed community members to provide input regarding their thoughts on what the top priorities should be for the City over the next 2-3 years. A summary of the responses was reviewed by Council before establishing four (4) major Council goals for staff to prioritize for the upcoming biennial budget. This set of priorities has been used by staff to create work plans and a proposed biennial budget. The Council Goals have been used as touchstones for where to recommend allocating scarce City resources. The four major goals are: • Funding • Fire Services • Infrastructure • General Plan Update The FY 2023-25 Biennial Budget proposes expenditures of approximately $91.8 million to fund the operating and capital costs of all City programs over the next two fiscal years. The Consolidated General Fund budget includes approximately $55.4 million, or about $27.7 million in expenditures each year of the Biennial Budget. The FY 2023-24 proposed budget includes a total of $24.6 million in revenues and $25.3 million in operating and capital budget for a net of $720,000 more expenditures than revenues. The operating budget is balanced, with a $6.3 million net operating surplus. The expenditures that exceed revenues are for one-time projects that the City has been anticipating or are choosing to fund to decrease longer term costs associated with the City’s Pavement Management Program. Fund balances accumulated over time offset the additional expenditures and exceed the City’s policy goal of 20% by 24.9%. The FY 2024-25 proposed budget includes a total of $25.2 million in revenues and $30.1 million in operating and capital expenditures for a net of $4.9 million more expenditures than revenues. The operating budget is balanced, with a $493,851 net operating surplus. The expenditures that exceed revenues are for one-time projects that the City has been anticipating, such as the Traffic Way Bridge Replacement Project. Fund balances accumulated over time offset the additional expenditures and are still at the City’s policy goal of 20%. City staff took a new approach to developing the Capital Improvement Program (CIP) proposed for the upcoming 5-year period and prioritized each CIP request critically in consideration of many factors including: • Safety • Community benefit • Funding source 2Page 40 of 699 Budget Message • Funding schedule i.e., timeframe for completion before external funding expires • Staff Capacity • Urgency – consideration of deferred maintenance costs and/or end of useful life • Number of Projects per department i.e., water, streets, parks, fire, police etc. A rating system was employed based on a collaborative discussion; each project was assigned a score from 1 (highest priority) to 5 (lowest priority). Projects with a score of 5 were moved to the unfunded projects list. In some cases, a lower score of 3 or 4 resulted in a project being scheduled in a later year. In some cases, projects that commenced in FY 2022-23 or earlier were simply carried into the FY 2023-28 5-Year CIP budget and received a score of 1 or 2 (high priority). The process resulted in a 5-Year CIP plan that is more manageable and realistic considering staffing and time constraints. It is estimated that, in a normal year, the City should have capacity to complete approximately 10 capital projects per year. While the upcoming two-year period includes 16 and 17 projects respectively, the proposed CIP has been prepared to ensure greater levels of successful completion of identified projects, balancing the City’s constrained resources with critical investments in the City’s infrastructure. The CIP budget allocates $55.6 million for projects from various funding sources over a 5-year period. During the two years of the FY 2023-25 Biennial Budget, the proposed budget allocates $23.8 million for CIP. Projects proposed to be funded include the Swinging Bridge Rehabilitation, Fire Station Apparatus Bay Doors, Public Safety Video Cameras, Pavement Management Program, Traffic Way Bridge Replacement, Financial Management Software, SCADA Software/Electronics Upgrade, Sewer and Water Infrastructure projects, and Halcyon Road Complete Streets Plan. The proposed FY 2023-25 Biennial Budget represents the professional expertise of the City’s entire executive management team for how to best direct funding for City services, operations and programs. It reflects both the Fiscal Policy and budget Goals and Priorities established by the City Council. The overall objective is to meet the community’s needs and provide services in the most effective, efficient and responsive manner. It would not be possible to develop or administer the City budget without the leadership and direction provided by the City Council and the ongoing commitment of all City staff. Therefore, this budget is presented with thankful appreciation for the efforts on behalf of the community. Sincerely, WHITNEY MCDONALD – CITY MANAGER 3Page 41 of 699 Basis of Budgeting INTRODUCTION The City adopts a budget annually for all funds. The basis of budgeting is the same as the basis of accounting in which governmental funds are budgeted and presented using the modified-accrual basis of accounting and proprietary and fiduciary funds are budgeted and presented using the accrual basis of accounting. This budget is effective July 1 for the ensuing fiscal year. From the effective date of the budget, which is adopted by the City Council and controlled by each department head, the amounts stated therein as Adopted expenditures become appropriations to the various City departments. The City Council may amend the budget by resolution during the fiscal year. The City's financial policies authorize the City Manager to administratively approve budget adjustments within the adopted budget up to $25,000. Requests for increases in appropriations over these amounts or any adjustments to capital projects require approval by the City Council. Changes in appropriations during the year must be submitted by the City Manager to the City Council for review and approval, and must be accompanied by appropriate fiscal impact analysis. The City Manager is authorized to transfer at the fund level budgeted appropriations, including capital projects, provided no change is made to the total amount provided for any one fund. During the fiscal year, supplemental adjustments to appropriations may be adopted by City Council and will be included in future budget versus actual financial statements. Annual budgets are adopted on a basis consistent with generally accepted accounting principles. Under encumbrance accounting, purchase orders, contracts and other commitments of the expenditures are recorded in order to reserve that portion of the applicable appropriation. Encumbrance accounting is employed as an extension of the formal budgetary process. 4Page 42 of 699 Budget Process INTRODUCTION Every two years, staff and Council prepare a Biennial Budget document, which commits government resources and services to accomplish the City’s mission of making Arroyo Grande the best place possible for everyone who lives, works, and visits here. Work is now underway to develop the upcoming biennial budget for Fiscal Years 2023-25. The anticipated 5-step process and timeline for this budget cycle is depicted below: Step 1: On January 3, 2023, an Arroyo Grande Community Priorities Survey was published. This 5- question online survey was posted on the City website and promoted on social media channels. The survey was open for one month and closed on February 20th. The survey allowed community members to provide input regarding their thoughts on what the top priorities should be for the City over the next 2-3 years. The survey included a combination of multiple choice and short response questions. A summary of the responses is included in Attachment 4 of the March 2, Special Council Meeting Staff Report. 5Page 43 of 699 Budget Process Step 2: At the March 2, Special Council Meeting, Council established 4 major City goals for staff to prioritize for the upcoming biennial budget cycle. The goals were determined based on the results of the community survey and input from the public and staff. This set of priorities will be used by staff to create work plans and a proposed biennial budget. Step 3: Following completion of the study session, staff will develop a proposed budget by implementing the following steps: • March 14, 2023 - Financial Forecast o Staff presented to Council a 5-year financial forecast with budget assumptions, challenges, goals, and strategies. March 14, 2023 Council Meeting - 12.a Consideration of General Fund Five-Year Financial Forecast • Spring 2023 - Staff Develop Work Plans o Staff will finalize operating and Capital Improvement Plan (CIP) preliminary budgets that reflect the established major City goals and the financial forecast. • May 9, 2023 - Review of CIP o Staff presented to Council a 5-year CIP for review and input from the City Council, and by the Planning Commission for determination of consistency with the General Plan. May 9, 2023 Council Meeting – 12.1 Consideration of the 5-Year Capital Improvement Program and 5-year Local sales Tax Fund Expenditure Program Step 4: The proposed operating budgets, work plans, and CIP is incorporated into a proposed FY 2023- 25 Biennial Budget for discussion and consideration by Council in June 2023. Step 5: Adoption of the FY 2023-25 Biennial Budget will occur by the end of June 2023. Once Council approves the FY 23-25 Biennial budget, FY 23-24 funds will be appropriated on July 1, 2023. 6Page 44 of 699 Guide to Using the FY 2023-25 Biennial Budget INTRODUCTION The City’s Biennial Budget is a two-year, Council-approved spending plan that is the legal authority for departments to commit financial resources to provide services within the City of Arroyo Grande. The Operating Budget for Fiscal Year (FY) 2023-24 is $44.1 million, which includes $25.4 million in Consolidated General Fund expenditures and $18.7 million in Other Funds (e.g. Water & Sewer Operations, Grant Funds, Street Maintenance, etc.). The City’s General Fund Budget is approximately 57.5% of the total Operating Budget in FY 2023-24. The City’s General Fund Budget provides the majority of services commonly associated with local city government (e.g. public safety, recreation, community development, general government, and public works). More detail is provided throughout this document. Agency Funds, $426,744 7Page 45 of 699 Guide to Using the FY 2023-25 Biennial Budget HOW TO READ THE BUDGET INFORMATION Fund Summaries A summary of each fund’s revenues, expenditures and fund balances is provided in the Fund Summaries section of the document. Department Budgets Each City Department’s budget is reflected in the document and provides summary information regarding expenditures by program (such as City Manager, City Attorney or Public Works Administration) as well as by category (such as salaries, services and supplies or debt service). Each summary has the following columns: • 2021-22 Actual: This represents the actual results for the 2021-22 fiscal year. • 2022-23 Adopted Budget: This is the original budget adopted by the City Council for the 2022-23 fiscal year. • 2022-23 Projection Budget: This is the current budget, which could be different from the Adopted Budget due to adjustments made during the fiscal year or for the carryover of funds that were unexpended in the prior year but are planned to be spent this year. • 2023-24 Proposed Budget: This is the proposed budget for the 2023-24 fiscal year. • 2024-25 Proposed Budget: This is the proposed budget for the 2024-25 fiscal year. Significant budget changes are provided in each department to assist in identifying specific items that cause an increase or decrease in the budget. Appendix The appendix contains additional demographic information about the City, certain budgetary and financial policies as well as a glossary of terms used throughout the document. 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACTUAL BUDGET BUDGET BUDGET BUDGET Expenditures by Program City Council 165,460$ 115,800$ 115,800$ 157,500$ 159,300$ Retirees Health 237,673 235,000 235,000 235,000 235,000 City Manager 299,468 465,100 465,100 599,800 613,500 Human Resources 161,247 224,156 224,156 206,200 213,200 City Attorney 262,145 290,000 290,000 294,400 303,142 Total 1,125,993$ 1,330,056$ 1,330,056$ 1,492,900$ 1,524,142$ FISCAL YEAR 2022-23 8Page 46 of 699 Guide to Using the FY 2023-25 Biennial Budget KEY BUDGET ASSUMPTIONS The preparation of any budget is based on a series of assumptions about revenues and expenditures. These assumptions will be carefully monitored throughout the fiscal year while evaluating budgetary performance. The key budget assumptions include: 1. Sales Tax revenues are estimated to increase by 1.1% in FY 2023-24 and increase by 2.8% in FY 2024-25. 2. Property Tax revenues are estimated to increase by 3.3% in FY 2023-24 and increase by 3.5% in FY 2024- 25. 3. Transient Occupancy Tax revenues are estimated to increase by 3% in FY 2023-24 and increase by 3% in FY 2024-25. 4. For the proposed budget period a cost-of-living inflator has been added to salary and benefit line items. 5. The contribution to the Five Cities Fire Authority (FCFA) is based on the Baer Tilly study A-4 FY 2023-24 model. 6. General increase of 2% inflationary factor for some contracts/agreements. 9Page 47 of 699 Budget Awards GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) DISTINGUISHED BUDGET PRESENTATION AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Arroyo Grande, California for its biennial budget for the biennium beginning July 1, 2021. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. 10Page 48 of 699 City Council 11Page 49 of 699 Council Goals (CG’s) INTRODUCTION At the March 2, Special Council Meeting, Council established four (4) major City goals for staff to prioritize for the upcoming biennial budget cycle. The goals were established considering the results of the community survey and input from the public and staff. This set of priorities has been used by staff to create work plans and a proposed biennial budget. Goal Statements Funding Support a thriving community through fiscal responsibility, economic development efforts, and additional and alternative revenue streams. Fire Services Implement operational and fire and emergency service delivery improvements through the Five Cities Fire Authority, and complete the transition of services to Oceano due to its exit from the Authority. Infrastructure Invest in and complete critical infrastructure projects throughout the City through the strategic prioritization of projects based on available resources. General Plan Update Prioritize and complete major work efforts for the comprehensive General Plan update to provide a vision and framework for future development within the City. 12Page 50 of 699 Goal Strategy Task/Action Carryover Action or New Responsible Department Anticipated to Start Completion Target Funding 1. 1 Economic Development 1.1a Evaluate Economic Development Management Services New CMO 1Q FY2023-24 2Q FY 2023-24 1.1b Obtain Economic Development Management Services New CMO 3Q FY 2023-24 3Q FY 2023-24 1.1c Support Modifications to the AGTBID New CMO/CA/RS/LIS In Progress 2Q FY 2023-24 1.1c.i. Transition Administration to City staff New CMO/RS In Progress 1Q FY 2023-24 1.1c.ii. Complete Modifications to AGTBID Bylaws and Advisory Board Structure New CMO/CA/LIS In Progress 2Q FY 2023-24 1.1d 400 W. Branch Disposition and Development Agreement New CMO/CA/CD In Progress 4Q FY 2023-24 1.1e Complete Transition of Temporary Parklets to Permanent Parklets Carryover CD/PW In Progress 1Q FY2023-24 1.1f Develop 1-3 Special Events that drive visitation during shoulder and winter months and build destination awareness New Rec In Progress 4Q FY 2023-24 1.2 Pursue Revenue Measure 1.2a Issue an RFP for a consultant to develop a survey and outreach strategy to community New CMO/LIS 1Q FY2023-24 1Q FY2023-24 1.2b Award contract with consultant to develop a survey and outreach strategy to community New CMO/LIS 1Q FY2023-24 1Q FY2023-24 1.2c Conduct public outreach to the community to communicate need for additional revenue, including facilitation of a Citizen Committee Carryover CMO/LIS 1Q FY2023-24 1Q FY 2024-25 1.2d Bring Revenue ballot measure to Council for consideration Carryover CMO/AS/LIS 3Q FY 2023-24 4Q FY 2023-24 1.3 Evaluate Potential to Enable Cannabis Businesses within City 1.3a Conduct study session with the City Council regarding potential cannabis ordinance Carryover CD/CA/CMO 3Q FY 2023-24 3Q FY 2023-24 1.3b Prepare and adopt cannabis ordinance, if directed by the City Council New CD/CA/CMO 3Q FY 2023-24 1Q FY 2024-25 1.3c Evaluate feasibility of a Cannabis Tax New CD/AS/CA/CMO 3Q FY 2023-24 1Q FY 2024-25 Fire Services 2.1 Work with Regional Partners on Fire Services in 5 Cities 2.1a Pursue potential contract with the County to serve Oceano New Fire/CMO 3Q FY 2023-24 4Q FY 2023-24 2.2 Funding for Fire Services 2.2a Consider including Public Safety in proposed Revenue measure New CMO/AS/LIS 4Q FY 2024-25 4Q FY 2024-25 Infrastructure 3.1 Pursue Alternative Funding Sources for Infrastructure Needs 3.1a Consider Community partnership for Mark M. Millis Community Center construction Carryover CMO/Rec/PW In progress 4Q FY 2023-24 3.1b Include infrastructure in new Revenue Measure plans and outreach Carryover AS/CMO/LIS/ PW/CD 1Q FY 2023-24 4Q FY 2024-25 3.1c Collect FEMA reimbursement for January - March 2023 storm damage New AS In progress 3Q FY2024-25 3.1d Pursue Grant applications and administration for infrastructure projects Carryover PW/CD/AS In progress Ongoing 3.2 Work with Regional Partners on Infrastructure Projects 3.2a Support ongoing development and financing of Central Coast Blue project Carryover CMO/AS/PW In Progress Ongoing 3.2b NCMA Management Agreement Amendments New PW 3Q FY 2023-24 Ongoing Council Goal's Work Plan 13Page 51 of 699 Goal Strategy Task/Action Carryover Action or New Responsible Department Anticipated to Start Completion Target Council Goal's Work Plan 3.3 Prioritize Key Infrastructure Projects 3.3a Traffic Way Bridge Carryover CD/PW In progress 2Q FY 2025-26 3.3a.i. Traffic Way Bridge Design Carryover CD/PW In progress 4 Q FY 2023-24 3.3a.ii. Traffic Way Bridge ROW Carryover CD/PW 1Q FY 2023-24 3Q FY 2023-24 3.3a.iii. Traffic Way Bridge Construction Carryover CD/PW 3Q FY 2024-25 2Q FY 2025-26 3.3b Swinging Bridge Rehabilitation Carryover CD/PW In progress 2Q FY 2024-25 3.3b.i. Swinging Bridge Rehabilitation NEPA Carryover CD/PW In progress 3Q FY 2023-24 3.3bii Swinging Bridge Rehabilitation Bid for Construction Carryover CD/PW 3Q FY 2023-24 3Q FY 2023-24 3.3b.iii. Swinging Bridge Construction New CD/PW 4Q FY 2023-24 2Q FY 2024-25 3.3c Halcyon Complete Streets New CD/PW 3.3c.i. Halcyon Complete Streets Design acquisition New CD/PW 1Q FY 2024-25 1Q FY 2024-25 3.3c.ii. Halcyon Complete Streets ROW acquisition New CD/PW 1Q FY 2023-24 1Q FY 2024-25 3.3c.iii. Halcyon Complete Streets Construction New CD/PW 1Q FY 2024-25 2Q FY 2025-26 3.3d ATP Development New CD/PW In Progress 3Q FY 2024-25 3.3d.i. Award ATP Contract to Consultant New CD/PW 4Q FY 2022-23 4Q FY 2022-23 3.3d.ii. Final Approval of ATP by Council New CD/PW 3Q FY 2024-25 3Q FY 2024-25 3.3e 2022 Pavement Management Program Construction New CD/PW 1Q FY 2023-24 2Q FY 2023-24 3.3f 2024 Pavement Management Program Design New CD/PW 2Q FY 2023-24 3Q FY 2023-24 3.3g 2024 Pavement Management Program Construction New CD/PW 4Q FY 2023-24 1Q FY 2024-25 3.3h Community Safety Camera Network Carryover Police/CD In Progress 4Q FY 2024-25 3.3i Replacement Generator at Station 1 New CD/PW/Fire 4Q FY 2022-23 4Q FY 2023-24 3.3j Lift Station 3 New CD/PW 1Q FY 2023-24 1Q FY 2024-25 3.3k AG Creek Remediation (Debris removal and bank stabilization)New CD/PW 4Q FY 2022-23 4Q FY 2023-24 3.3l Concrete Repair Program New CD/PW 1Q FY 2024-25 4Q FY 2024-25 3.3m Concept plan/design for new Mark M. Millis Community Center Building New CD/PW/Rec 1Q FY 2023-24 4Q FY 2023-24 3.3n CMP Lining New CD/PW 1Q FY 2024-25 Ongoing 4.1 Public Outreach 4.1a Plan and Host a Kick-Off Meeting with Community New CD/LIS 1Q FY 2023-24 1Q FY 2023-24 4.2 Diversity Equity Iinclusivity Justice Lens 4.2a Management of DEIJ consultant New CD In Progress Ongoing 4.3 General Plan Elements New CD 2Q FY 2023-24 3Q FY 2024-25 4.4 Baseline Analysis of Existing and Future Business Needs 4.4a Survey Local Businesses Carryover Action CD 1Q FY 2023-24 4Q FY 2023-24 4.4b Conduct a Retail Market Analysis New CD 1Q FY 2023-24 4Q FY 2023-24 4.5 Climate Action Plan New CD 2Q FY 2023-24 3Q FY 2025-26 4.6 Code Update 4.6a Bring code changes to Planning Commission for approval New CD 3Q FY 2025-26 3Q FY 2025-26 4.6b Bring draft Ordinance of code revision update to Council New CD 4Q FY 2025-26 4Q FY 2025-26 4.7 EIR 4.7a Complete draft EIR New CD 1Q FY 2024-25 3Q FY 2024-25 4.7b Complete final EIR New CD 3Q FY 2024-25 4Q FY 2024-25 4.8 Objective Design Standards Carryover CD/CA 1Q FY 2023-24 1Q FY 2023-24 CMO City Manager's Office AS Administrative Services LIS Legislative and Information Services PD Police Department PW Public Works Rec Recreation Services Fire Five Cities Fire Authority CD Community Development Key General Plan Update Infrastructure (continued) 14Page 52 of 699 Personnel Summary FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 City Manager's Office Elected Officials: Mayor and City Council 5.00 5.00 5.00 5.00 5.00 Full-time: City Manager 1.00 1.00 1.00 1.00 1.00 Human Resources Manager - 1.00 1.00 1.00 1.00 Management Analyst - - 1.00 1.00 1.00 Contract: City Attorney 1.00 1.00 1.00 1.00 1.00 City Manager's Office total 7.00 8.00 9.00 9.00 9.00 Legislative & Information Services Full-time: Director 1.0 1.0 1.0 1.0 1.0 Information Tech Manager 1.0 - - - - Information Tech Specialist 1.0 - - - - Exec Asst/Deputy City Clerk 1.0 1.0 - - - Deputy City Clerk/Communications Coordinator - - 1.0 1.0 1.0 Part time (FTE): Sr. Office Assistant 0.6 - - - - Executive Secretary - 0.6 0.6 0.6 0.6 Legislative & Information Services total 4.6 2.6 2.6 2.6 2.6 Administrative Services Full-time: Director 1.0 1.0 1.0 1.0 1.0 Human Resources Manager 1.0 - - - - Information Tech Manager - 1.0 1.0 1.0 1.0 Accounting Manager 1.0 1.0 1.0 1.0 1.0 Accounting Supervisor - - - - - Senior Accounting Clerk 3.0 3.0 3.0 3.0 3.0 Information Tech Specialist - 1.0 1.0 1.0 1.0 Accounting Clerk - - - - - Admin Services Total 6.0 7.0 7.0 7.0 7.0 Community Development Department Full-time: Director 1.0 1.0 1.0 1.0 1.0 Planning Manager - - 1.0 1.0 1.0 Associate Planner 1.0 1.0 1.0 1.0 1.0 Assistant Planner 1.0 1.0 1.0 1.0 1.0 Community Services Specialist - - 1.0 1.0 1.0 City Engineer 1.0 1.0 1.0 - - Associate Engineer - 1.0 1.0 - - Assistant Engineer 1.0 1.0 - - - Permit Technician 1.0 1.0 1.0 1.0 1.0 Program Analyst 1.0 1.0 - - - Engineering Inspector 1.0 1.0 1.0 - - Building Official 1.0 1.0 - - - Building Permit Technician 1.0 1.0 1.0 1.0 1.0 Part time (FTE): Office Assistant I - - 0.5 0.5 0.5 Comm. Development Intern 0.5 0.5 - - - CDD Total 10.5 11.5 10.5 7.5 7.5 15Page 53 of 699 Personnel Summary FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Full-time: Chief of Police 1.0 1.0 1.0 1.0 1.0 Commander 2.0 2.0 2.0 2.0 2.0 Sergeant 5.0 5.0 5.0 5.0 5.0 Senior Police Officer 6.0 6.0 6.0 6.0 6.0 Police Officer 13.0 13.0 13.0 13.0 13.0 Executive Secretary 1.0 1.0 1.0 1.0 1.0 Records Clerk 2.0 2.0 2.0 2.0 2.0 Police Services Technician - - - - 1.0 Part time (FTE): Neighborhood Services Tech 1.4 1.4 - - - Level I Reserve Officer 0.5 0.5 - - - Cadet 1.0 1.0 1.0 0.5 0.5 Training Technician 0.5 0.5 0.5 - - PD total 33.4 33.4 31.5 30.5 31.5 Recreation Administration Full time: Recreation Director 1.0 1.0 1.0 1.0 1.0 Recreation Supervisor 0.3 0.3 0.3 1.0 1.0 Recreation Coordinator 0.4 0.4 0.4 1.0 1.0 Part time (FTE): Office Assistant I 0.4 0.4 0.4 - - Administrative Secretary 0.6 0.6 0.6 - - Volunteer & Class Coordinator 0.5 0.5 0.5 0.5 0.5 Facility Attendant 1.7 1.7 1.7 1.7 1.7 Sports Facilities Attendant 0.2 0.2 0.2 0.2 0.2 Subtotal 5.1 5.1 5.1 5.4 5.4 Recreation Preschool Full time: Recreation Supervisor 0.2 0.2 0.2 - - Part time (FTE): Preschool Teacher 1.7 1.7 1.7 - - Subtotal 1.9 1.9 1.9 - - Children in Motion Full time: Recreation Supervisor 0.5 0.5 0.5 - - Recreation Coordinator 0.6 0.6 0.6 - - Part time (FTE): Teacher 3.5 3.5 3.5 - - Assistant Teacher 1.2 1.2 1.2 - - Assistant I & II 2.2 2.2 2.2 - - Subtotal 8.0 8.0 8.0 - - Recreation total 15.0 15.0 15.0 5.4 5.4 Public Works Administration Full time: Director of Public Works 1.0 1.0 1.0 1.0 1.0 Public Works Manager 0.5 0.5 0.5 0.5 0.5 Administrative Secretary 1.0 1.0 1.0 1.0 1.0 Capital Projects Manager 1.0 1.0 1.0 1.0 1.0 Assistant Capital Projects Manager - - 1.0 1.0 1.0 Subtotal 3.5 3.5 4.5 4.5 4.5 16Page 54 of 699 Personnel Summary FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Engineering Full time: City Engineer - - - 1.0 1.0 Associate Engineer - - - 1.0 1.0 Engineering Inspector - - - 1.0 1.0 Subtotal - - - 3.0 3.0 Parks Full time: Parks, Trees, & Landscape Supervisor - - 1.0 1.0 1.0 Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0 Maintenance Worker 1.0 1.0 2.0 2.0 2.0 Part time (FTE): Maintenance Worker 1.4 1.4 0.7 0.7 0.7 Subtotal 3.4 3.4 4.7 4.7 4.7 Streets Full time: Public Works Manager 0.5 0.5 0.5 0.5 0.5 Streets Maintenance Supervisor - - 1.0 1.0 1.0 Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0 Maintenance Worker 2.0 2.0 1.0 1.0 1.0 Subtotal 3.5 3.5 3.5 3.5 3.5 Soto Sports Complex Full time: Maintenance & Coodination Supervisor - - 1.0 1.0 1.0 Maintenance Worker 2.0 2.0 1.0 1.0 1.0 Subtotal 2.0 2.0 2.0 2.0 2.0 Automotive Shop Full time: Fleet Maintenance Coordinator 1.0 1.0 1.0 1.0 1.0 Subtotal 1.0 1.0 1.0 1.0 1.0 Government Buildings Full time: Building Maintenance Worker 1.0 1.0 1.0 1.0 1.0 Part time (FTE): Maintenance Worker 0.7 0.7 0.7 0.7 0.7 1.7 1.7 1.7 1.7 1.7 17Page 55 of 699 Personnel Summary FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 Water Fund Full time: Utilities Manager 0.5 0.5 0.5 0.5 0.5 Public Works Supervisor - - 1.0 1.0 1.0 Public Works Lead Worker 1.0 1.0 1.0 1.0 1.0 Water Services Worker 1.0 1.0 1.0 0.6 0.6 Maintenance Worker 4.0 4.0 3.0 3.0 3.0 Part time (FTE): Summer Interns 0.7 0.7 0.7 0.7 0.7 Subtotal 7.2 7.2 7.2 6.8 6.8 Sewer Fund Full time: Utilities Manager 0.5 0.5 0.5 0.5 0.5 Water Services Worker - - - 0.4 0.4 Maintenance Worker 2.0 2.0 2.0 2.0 2.0 Part time (FTE): Summer Interns 0.7 0.7 0.7 0.7 0.7 Subtotal 3.2 3.2 3.2 3.6 3.6 Department total 25.5 25.5 27.8 31.8 31.8 Elected total:5.0 5.0 5.0 5.0 5.0 Contract City Attorney total:1.0 1.0 1.0 1.0 1.0 Full time total:76.0 77.0 80.0 80.0 81.0 Part time (FTE) total:20.0 20.0 17.4 6.8 6.8 City Total:102.0 103.0 103.4 92.7 93.7 18Page 56 of 699 Long Range Financial Forecast INTRODUCTION The General Fund is the City’s largest fund and is used to account for the revenues and expenditures that support most services commonly associated with local government, including police, fire, public works, community development, parks and recreation, and administration. The preparation of the Fiscal Year (FY) 2023-24 through FY 2027-28 Five-Year Financial Forecast is one of the first steps in the City’s budget process. The City of Arroyo Grande’s Forecast is a long-range fiscal planning tool that serves as the framework for the development of the FY 2023-24 and FY 2024-25 General Fund Biennial Budget. The Forecast provides City Council, key stakeholders, and the public information about the City’s financial resources to facilitate discussion and decision-making regarding the General Fund budget. The Forecast is a fiscally conservative, yet realistic, point-in-time estimate of the capacity of the General Fund to pay for both ongoing services and capital needs for the next five years. Because the General Fund is the City’s primary fund and is where most discretionary funds reside, this Forecast does not include other City funds such as the water, sewer, transportation, and park development funds. The Forecast takes into account cost inflation over its five-year timeline while also implementing a “Status Quo” approach to staffing and program levels by projecting costs into the future with no material changes. As depicted in Table 1 below, expenditures are expected to exceed revenues by $1.8 million in the current fiscal year (2022-23) due to a planned drawdown of reserves to support spending on streets, sidewalks, employee retention incentive program, and capital equipment. This expected deficit in FY 2022-23, however, is less than the originally planned reserve drawdown of $2.4 million. This is mainly due to better-than-expected projections for property, sales, and transient occupancy taxes in the current fiscal year while budgeted expenditures are largely on target. 19Page 57 of 699 Long Range Financial Forecast As shown in Table 2 below, revenues in FY 2023-24 are projected to dip slightly from FY 2022-23 due in part to non-recurring grant revenues in the current year, in part to a mild economic slowdown in sales tax receipts anticipated by the City’s sales tax consultant (HdL), and in another part to the discontinuation of some recreation programs (before and after school childcare). According to HdL, Gross Domestic Product (GDP) is expected to increase only 0.8% in FY 2022-23, rising to a modest 2.5% in the following year. Though HdL does not project that a recession is an inevitable outcome in the near future, they do expect some economic pullback in the near term and do not write off the possibility of a deeper recession depending on choices made by state and national policymakers in the months ahead. Most revenues after the current fiscal year are, therefore, expected to increase modestly each year. Consideration of General Fund Five-Year Financial Forecast 20Page 58 of 699 Long Range Financial Forecast 21Page 59 of 699 Long Range Financial Forecast Table 2 above also shows that expenditures are expected to decline from the current fiscal year to the next, mostly due to the one-time nature of the employee retention incentive program and larger than normal expenditures related to streets, sidewalks, and capital equipment budgeted in FY 2022-23. Offsetting these expenditure decreases somewhat is an expected increase in the cost to provide fire services to our residents through the Five Cities Fire Authority. Unless otherwise noted, most expenditures are projected to increase modestly over time. The following summarizes key assumption made for revenues and expenditures: GENERAL FUND REVENUES Property Taxes – Property tax is the City’s largest revenue source, representing 36% of all General Fund revenues based on the FY 2022-23 Projected Budget. The following Chart 1 shows FY 2021-22 actual revenues, the FY 2022- 23 Adopted Budget and revised property tax revenue projection and a five-year Forecast for FY 2023-24 through FY 2027-28. The FY 2022-23 and 2023-24 projections are based on recent estimates provided by the County Auditor-Controller’s Office. In the outyears of the Forecast, property tax revenue are projected to increase 3.5% annually, reflecting the combination of the 2% inflator added each year to assessed values along with increases resulting from the sale of existing properties at higher values than their current assessed valuations. Chart 1 Property Tax Revenue Projection Sales and Use Tax – Sales Tax is the City’s second largest revenue source, representing 24% of General Fund revenues based on the FY 2022-23 Projected Budget. Sales tax revenue includes both taxes collected at the point of sale as well as taxes collected from online sales. The City receives the basic local Bradley-Burns rate of 1.0% of the total City’s sales tax rate of 7.75% based on point-of-sale transactions within the City. Additionally, a half percent (0.50%) of the total sales tax is also paid to the City and is attributed to the Local Sales Tax measure approved in 2006. The majority of the Local Sales Tax is utilized for Capital Improvement Projects. However, a portion of the Local Sales Tax collected is used to support public safety programs, including payments to the Five Cities Fire Authority and the costs of a Senior Police Officer. 22Page 60 of 699 Long Range Financial Forecast Chart 2 shows HdL’s projected reduction in sales tax revenues of 0.2% in the current fiscal year and another 1.1% in FY 2023-24 due to the anticipated minor slowdown noted earlier. These projections reflect expected declines in categories like automobiles and transportation, fuel and service stations, and general consumer goods. The lower projections in these categories are the result of lower expected consumer demand in the short-term and, in the case of fuel, lower prices at the pump. In addition, the state and county pools sales tax category, which captures online sales, is projected to grow 14% this year, or $92,000, over the original Adopted Budget. Categories that are expected to increase modestly over the next year include building and construction, restaurants and hotels, and receipts from the county sales tax pool. This pool is made up primarily of transactions that occur online rather than point of sale in Arroyo Grande and used automobile sales purchased outside the City. The economic Forecast for sales tax revenue in the outyears assumes a 3% growth rate, which is in line with recommendations of the City’s sales tax consultant. Chart 2 Sales Tax Revenue Projection Transient Occupancy Tax (TOT) – The primary economic drivers of TOT revenues are lodging capacity, room rates, and occupancy. The following Chart 3 shows that the original TOT projection of $1.3 million for FY 2022-23 underestimated the rebound from previous pandemic related lows. Based on final numbers from FY 2021-22 of $1.48 million, and after reviewing TOT receipts so far in FY 2022-23, this estimate has been revised to $1.5 million, or a modest 1.6% increase over the previous fiscal year. The 5-year Forecast projects a modest but healthy increase of 3.0% year-over-year. The Forecast does not factor in any increase in the City’s current room capacity or the addition of new hotels within the City limits over the next five years. Nor does it factor in any efforts the City is making to increase TOT compliance with short-term rentals. 23Page 61 of 699 Long Range Financial Forecast Chart 3 Transient Occupancy Tax Revenue Projection License and Permits – The License and permit category includes revenue associated with regulating certain activities within the City, such as permits for building, encroachment, electrical, police, and fire. License and permit revenue represents 2.4% of General Fund revenues based on the FY 2022-23 Projected Budget. License and permit revenue reflects a flat projection for FY 2022-23 Adopted Budget with an expected 2.0% increase each year in the Forecast thereafter. Charges for Service – The City provides a variety of fee-based services that provide a benefit to an individual or group such as recreation programs, plan checking, and engineering inspections. Together, these charges for services represent 8% of General Fund revenues, so are an important part of the budget. GENERAL FUND EXPENDITURES Salaries and Taxes – Because municipalities are service entities, personnel costs are the largest category of expenditure, accounting for almost 60% of General Fund expenditures. The salaries and payroll taxes represent all employee salaries (e.g. full-time, part-time, overtime, holiday, sick leave, etc.) and their associated payroll taxes. In addition to this, total personnel costs include employee benefits, workers’ compensation, and pension related expenses. The following Table 3 shows that Forecast includes a 3.5% inflator for the next five fiscal years based on current employee contracts and anticipated cost increases over the next few years. Services and Supplies – Non-personnel expenditures include contractual and professional services, insurance, utilities, and other operating expenditures. These non-personnel related costs make up 38% of all General Fund 24Page 62 of 699 Long Range Financial Forecast expenditures. In addition, the portion of fire services contracted through the Five Cities Fire Authority (FCFA) and paid for with General Funds currently represents another 9% of total expenditures. LOCAL SALES TAX FUND The City prepares a 5-year plan for the Local Sales Tax Fund shown in Table 4. The City has been diligent in using the local sales tax funds for the four purposes originally identified: infrastructure improvements, including the street, drainage and creek systems; transportation projects; public safety needs; and facility upgrades. In 2015, the City Council added Information Technology infrastructure to the list of infrastructure systems supported by the Sales Tax Fund. The proposed 5-year plan for the Local Sales Tax Fund is provided as an additional forecast . The Local Sales Tax Fund provides for both operating and capital needs, with approximately 64% of the revenue generated by this half-percent tax allocated for capital programs. The 5-year revenue and expenditure plan provided is prepared in order to support the multi-year nature of the capital projects funded with revenue from the Local Sales Tax Fund. Table 4 – Local Sales Tax Fund Item 2023-24 2024-25 2025-26 2026-27 2027-28 5-Year Total Fair Oaks/Orchard Rd Intersection Imp 75,000 225,000 236,250 236,250 - 772,500 Swinging Bridge Reinforcement - - - - - - Traffic Way Bridge Improvements 82,355 624,175 624,175 - - 1,330,705 Subtotal Transportation 157,355 849,175 860,425 236,250 - 2,103,205 Pavement Management Program 1,210,080 2,062,870 1,250,000 - 1,250,000 5,772,950 Striping and Sidewalk Improvements - 240,000 - 200,000 - 440,000 Short Street Plaza - - - 30,000 - 30,000 Harloe Elem Ped Access Enhancements - - - - - - 191 Tally Ho 110,000 - - - - 110,000 Guardrail Replacement - - - - - - Active Transportation Plan 14,337 - - - - 14,337 Arroyo Grande Creek Remediation 26,000 - - - - 26,000 Arroyo Grande Creek Stabilization - - 40,000 - - 40,000 Subtotal Street/Park Improvements 1,360,417 2,302,870 1,290,000 230,000 1,250,000 6,433,287 CMP Replacements - 100,000 100,000 100,000 100,000 400,000 Trash Capture Devices - - 214,000 - - 214,000 Subtotal Drainage Improvements - 100,000 314,000 100,000 100,000 614,000 Fire JPA 949,000 994,500 1,024,335 1,044,822 1,065,718 5,078,375 Police Senior Officer Position 183,700 190,100 196,800 203,700 210,800 985,100 Narcotics Task Force 24,600 24,600 24,600 24,600 24,600 123,000 Animal Services Building Debt Service 60,000 60,000 60,000 60,000 60,000 300,000 Subtotal Public Safety 1,217,300 1,269,200 1,305,735 1,333,122 1,361,118 6,486,475 CITY OF ARROYO GRANDE 5-Year Revenue and Expenditure Plan 25Page 63 of 699 Long Range Financial Forecast Item 2023-24 2024-25 2025-26 2026-27 2027-28 5-Year Total City Hall Debt Service 20,000 20,000 20,000 20,000 20,000 100,000 Corporation Yard Renovations - - - - - - Recreation Services / Community Center Building - 150,000 - 1,500,000 - 1,650,000 Elm St. Park Playground Structure - - - - - - Fire Station 1 Generator Replacement - - - - - - Lift Station 3 55,200 - - - - 55,200 Various Open Space Fire/Fuel Management - - - - - - ADA Transition Plan - 75,834 - - - 75,834 Public Works Office Space Remodel 100,000 - - - - 100,000 Police Department Building Roof Repair - 20,000 - - - 20,000 Property and Evidence Storage System Upgrade - - - - 25,000 25,000 Generator for City Hall - - - - 200,000 200,000 Fire Station Apparatus Bay Doors 115,000 - - - - 115,000 City Hall Second Story Patio Repair - 40,000 - - - 40,000 Woman's Club Improvements - - - - - - Le Point Street Parking Lot Expansion - 85,000 6,000 - - 91,000 Financial Management System 93,000 - - - - 93,000 Network Switch Replacement - - - - - - Fuel Management System/Dispenser Replcmnt.- - - - - - Subtotal City Facilities 383,200 390,834 26,000 1,520,000 245,000 2,565,034 Annual Audit and Sales Tax Report 7,500 7,500 7,500 7,500 7,500 37,500 Contingency 25,000 25,000 25,000 25,000 25,000 125,000 Subtotal Other 32,500 32,500 32,500 32,500 32,500 162,500 Total Expenses 3,150,772 4,944,579 3,828,660 3,451,872 2,988,618 18,364,501 Revenue 2,962,000 3,033,000 3,124,000 3,217,700 3,314,200 15,650,900 Revenue Over/(Under) Expenses (188,772) (1,911,579) (704,660) (234,172) 325,582 Beginning Fund Balance 3,092,620 2,903,848 992,269 287,609 53,438 Estimated Ending Fund Balance 2,903,848 992,269 287,609 53,438 379,019 % Fund Balance of Estimated Revenues 98% 33% 9% 2% 11% CITY OF ARROYO GRANDE 5-Year Revenue and Expenditure Plan 26Page 64 of 699 FUND SUMMARIES CONSOLIDATED SUMMARY – ALL FUNDS 2023-24 BUDGET 2024-25 BUDGET Beginning Fund Balance 8,992,955$ 3,092,620$ 7,429,554$ 10,730,087$ (607,613)$ 29,637,603$ Revenues: Revenues 18,544,027 2,962,000 10,012,543 2,433,985 423,944 34,376,500 Transfers In 3,114,066 - 4,299,371 475,000 - 7,888,437 Total Revenues 21,658,093 2,962,000 14,311,914 2,908,985 423,944 42,264,937 Expenditures: Salaries and Benefits 12,089,400 - 1,146,000 547,200 - 13,782,600 Services and Supplies 9,434,771 1,041,500 6,404,221 1,091,965 7,900 17,980,357 Debt Service 309,566 - - 8,369 382,944 700,879 Capital Outlay 239,500 - 82,000 - - 321,500 Transfers Out 115,000 2,109,272 6,439,421 2,568,800 35,900 11,268,393 Total Expenditures 22,188,237 3,150,772 14,071,642 4,216,334 426,744 44,053,729 Total Operating Incr/(Dec (530,144) (188,772) 240,272 (1,307,349) (2,800) (1,788,792) Available Fund Balance 8,462,811$ 2,903,848$ 7,669,826$ 9,422,738$ (610,413)$ 27,848,811$ Total Enterprise Funds Agency Funds General Fund Local Sales Tax Fund Special Revenue Beginning Fund Balance 8,462,811$ 2,903,848$ 7,669,826$ 9,422,738$ (610,413)$ 27,848,811$ Revenues: Revenues 18,999,668 3,033,000 9,881,840 2,484,950 423,944 34,823,402 Transfers In 3,185,100 - 4,080,985 500,000 - 7,766,085 Total Revenues 22,184,769 3,033,000 13,962,825 2,984,950 423,944 42,589,487 Expenditures: Salaries and Benefits 12,437,200 - 1,182,900 565,000 - 14,185,100 Services and Supplies 9,774,816 1,087,000 6,575,184 1,090,015 7,900 18,534,915 Debt Service 294,386 - - 8,369 382,944 685,699 Capital Outlay 149,500 - 47,500 - - 197,000 Transfers Out 2,475,000 3,857,579 6,485,585 1,291,400 35,900 14,145,463 Total Expenditures 25,130,902 4,944,579 14,291,169 2,954,784 426,744 47,748,177 Total Operating Incr/(Dec (2,946,133) (1,911,579) (328,344) 30,166 (2,800) (5,158,690) Available Fund Balance 5,516,678$ 992,269$ 7,341,482$ 9,452,904$ (613,213)$ 22,690,121$ General Fund Local Sales Tax Fund Enterprise Funds Agency Funds Total Special Revenue 27Page 65 of 699 FUND SUMMARIES FUND: 010 GENERAL FUND 2022-23 2022-23 2023-24 2024-25 2021-22 ADOPTED PROJECTION PROPOSED PROPOSED ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 8,088,010$ 7,999,075$ 10,639,986$ 8,992,955$ 8,462,811$ Revenues: Revenues 18,404,418 17,888,444 19,091,882 18,544,027 18,999,668 Transfers In 2,993,204 3,012,700 3,012,700 3,114,066 3,185,100 Total Revenues 21,397,622 20,901,144 22,104,582 21,658,093 22,184,768 Expenditures: Salaries and Benefits 10,850,612 13,804,135 14,163,700 12,089,400 12,437,200 Services and Supplies 6,454,835 7,199,231 7,351,431 9,434,771 9,774,816 Debt Service 128,493 286,261 286,261 309,566 294,386 Capital Outlay 12,998 453,865 358,865 239,500 149,500 Transfers Out 1,398,707 1,535,785 1,591,356 115,000 2,475,000 Total Expenditures 18,845,646 23,279,277 23,751,613 22,188,237 25,130,902 Total Operating Increases 2,551,977 (2,378,133) (1,647,031) (530,144) (2,946,134) Available Fund Balance 10,639,986$ 5,620,942$ 8,992,955$ 8,462,811$ 5,516,677$ Percent of Expenditures 56.5% 24.1% 37.9%38.1%22.0% This is the primary operating fund of the City, which accounts for resources and services traditionally associated with government. The General Fund provides administrative, financial, police protection, community development, public works, and recreation services to the community and other funds. The General Fund accounts for revenues that have unrestricted uses and are not required legally or by contractual agreement to be accounted for in another fund. 28Page 66 of 699 FUND SUMMARIES 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 4,761,493$ 5,967,140$ 5,967,140$ 3,092,620$ 2,903,848$ Revenues: Revenues 2,840,596 2,846,000 3,064,627 2,962,000 3,033,000 Transfers In - - - - - Total Revenues 2,840,596 2,846,000 3,064,627 2,962,000 3,033,000 Expenditures: Salaries and Benefits - - - - - Services and Supplies 591,981 645,394 593,553 1,041,500 1,087,000 Capital Outlay - - - - - Transfers Out 1,042,968 6,886,709 5,345,594 2,109,272 3,857,579 Total Expenditures 1,634,949 7,532,103 5,939,147 3,150,772 4,944,579 Change in Fund Balance 1,205,647 (4,686,103) (2,874,520) (188,772) (1,911,579) Ending Fund Balance 5,967,140$ 1,281,037$ 3,092,620$ 2,903,848$ 992,269$ 2022-23 This fund accounts for the revenues derived from Measure O-06, a local 1/2% sales tax approved by the City's voters in November 2006. FUND: 218 LOCAL SALES TAX 29Page 67 of 699 FUND SUMMARIES CONSOLIDATED GENERAL FUND The General Fund is the primary operating fund of the City, which accounts for resources and services traditionally associated with government. The General Fund provides administrative, financial, police protection, community development, public works, fire, and recreation services to the community and other funds. The General Fund accounts for revenues that have unrestricted uses and are not required legally or by contractual agreement to be accounted for in another fund. The City has historically reported on the General Fund separately from the Local Sales Tax Fund, although the City’s auditors traditionally combine this information in the Annual Comprehensive Financial Report (ACFR). The Local Sales Tax Fund accounts for the revenues derived from Measure O-06, a local 1/2% sales tax approved by the City's voters in November 2006. Measure O-06 included advisory measures when passed providing direction on the uses to which the funding should be allocated. To ensure accountability, the measure included a provision requiring the City to publish and distribute an annual report to each household on the revenues and expenditures from the sales tax proceeds. To aid in the collection and reporting of this information, the City has accounted for this fund in a separate account. General General Fund Fund Beginning Fund Balance $8,993 $3,093 $12,086 $8,462 $2,904 $11,366 Revenues: Revenues 18,544 2,962 21,506 19,000 3,033 22,033 Transfers In 3,114 - 3,114 3,185 - 3,185 Total Revenues 21,658 2,962 24,620 22,185 3,033 25,218 Expenditures: Salaries and Benefits 12,089 - 12,089 12,437 - 12,437 Services and Supplies 9,435 1,042 10,477 9,775 1,087 10,862 Debt Service 310 - 310 294 - 294 Capital Outlay 240 - 240 150 - 150 Transfers Out 115 2,109 2,224 2,475 3,858 6,333 Total Expenditures 22,189 3,151 25,340 25,131 4,945 30,076 Total Operating Incr/(Decr)(531) (189) (720) (2,946) (1,912) (4,858) Available Fund Balance $8,462 $2,904 $11,366 $5,516 $992 $6,508 Reserve %38.1% 92.2% 44.9% 22.0% 20.1% 21.6% $ Above Reserve Policy 4,025 2,274 6,299 491 3 494 Funds Available to Allocate 3,500 1,695 5,195 400 - 400 FY 2023-24 FY 2024-25 Local Sales Consolidated Total Local Sales Consolidated Total 30Page 68 of 699 FUND SUMMARIES CONSOLIDATED GENERAL FUND REVENUES BY SOURCE 31Page 69 of 699 FUND SUMMARIES CONSOLIDATED GENERAL FUND REVENUE TRENDS Property Tax Property Tax revenues are estimated to increase by 3.3% in FY 2023-24 and increase by 3.5% in FY 2024-25. Sales & Use Tax Sales Tax revenues are estimated to decrease by 1.1% in FY 2023-24 and increase by 2.8% in FY 2024-25. Transient Occupancy Tax Transient Occupancy Tax revenues are estimated to increase by 3% in FY 2023-24 and increase by 3% in FY 2024-25. 32Page 70 of 699 FUND SUMMARIES CONSOLIDATED GENERAL FUND REVENUE DETAIL 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET TAXES 4001 Current Secured 5,494,101$ 5,736,124$ 5,788,992$ 5,976,386$ 6,187,300$ 4002 Current Unsecured 201,742 200,425 200,425 205,000 210,000 4003 Prior Secured (26,738) (18,000) (18,000) (18,000) (18,000) 4004 Prior Unsecured 3,638 4,600 4,600 4,600 4,600 4005 Redemptions 262 300 300 300 300 4007 Property Tax in Lieu of VLF 1,901,447 1,933,600 1,933,600 2,001,300 2,071,300 4010 Transient Occupancy Tax 1,476,939 1,300,000 1,500,000 1,545,000 1,591,350 4011 Sales & Use Tax 5,195,913 4,553,023 5,175,215 5,071,135 5,193,568 4012 Sales Tax-Safety 193,213 177,352 201,970 197,023 202,934 4013 Property Transfer Tax 147,489 156,060 156,060 159,200 162,400 4018 Measure O-06 Sales & Use Tax 2,840,596 2,846,000 3,064,627 2,962,000 3,033,000 4030 Franchise Taxes 782,494 703,900 780,000 795,600 811,500 4050 Business License Tax 97,812 98,000 98,000 100,000 100,000 Total 18,308,909 17,691,384 18,885,789 18,999,544 19,550,252 LICENSES & PERMITS 4124 Fire Permits 5,505 16,600 16,600 12,300 12,500 4125 Police Permits 25,434 41,600 41,600 38,500 39,300 4126 Other Permits-Alcohol 10 - - 4127 Other Permits-Tobacco Retailers 2,045 2,000 2,000 2,100 2,100 4128 Other Permits-Solicitation - 200 200 200 200 4141 Other Permits-Encroachment 81,608 88,900 88,900 77,300 78,800 4161 Sign Permits 6,870 4,200 4,200 7,000 7,100 4162 Use Permits 10,273 15,600 15,600 32,000 32,600 4164 Use Permits-Temporary 1,176 2,100 2,100 1,600 1,600 4181 Building Permits 178,623 170,000 170,000 173,400 176,900 4182 Plumbing Permits 5,624 4,500 4,500 5,100 5,200 4183 Electrical Permits 91,191 53,000 53,000 78,500 80,100 4185 Excav/Grade Permits 11,006 19,800 19,800 15,900 16,200 4187 Mechanical Permits 9,043 10,600 10,600 9,100 9,300 4188 Other Permits-Roof - - - 4189 Other Permits-Demolition 4,380 2,000 2,000 2,800 2,800 Total 432,787 431,100 431,100 455,800 464,700 FISCAL YEAR 2022-23 33Page 71 of 699 FUND SUMMARIES 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET FINES 4201 Vehicle Code Fines 54,830 36,400 36,400 38,000 39,000 4202 Local Ordinance 387 2,000 2,000 400 400 4203 Parking 6,102 8,400 8,400 5,500 5,500 Total 61,318 46,800 46,800 43,900 44,900 USE OF MONEY AND PROPERTY 4301 Interest 73,257 40,000 40,000 10,000 10,200 4350 Rent 58,905 65,700 65,700 50,000 51,000 4351 Telecommunication Site Leases 398,933 357,900 357,900 378,000 385,600 4353 Rent-Commercial Buildings 7,705 12,000 12,000 12,200 12,400 4354 Park User Fees 95,994 60,000 60,000 70,100 71,500 4355 Building Supervision 425 - - - - 4356 Le Point Charging Station 1,252 1,000 1,000 1,000 1,000 4375 Returned Check Fees 75 200 200 200 200 4376 Collection-Credit Bureau - Total 636,547 536,800 536,800 521,500 531,900 AID FROM OTHER GOVERNMENTS 4411 Motor Vehicle License Fees 20,281 13,600 15,800 15,800 16,100 4413 Homeowners P.T.R.32,595 32,600 33,000 33,000 33,700 4424 ICAC Reimbursement 140 5,200 - - - 4426 P.O.S.T. Reimbursement 19,503 10,400 10,600 10,600 10,800 4427 Mandated Cost Recovery 10,623 5,700 10,500 10,500 10,700 4451 Lucia Mar Reimbursement - 78,750 80,300 80,300 81,900 4458 State Grant 13,241 - - - - 4460 Department of Justice Grant - - - - - 4479 Office of Traffic Safety Grant - Police - - - - - 4499 Rev from other Govmt Agencies - 150,000 363,710 363,416 363,416 Total 192,739 296,250 513,910 513,616 516,616 FISCAL YEAR 2022-23 34Page 72 of 699 FUND SUMMARIES 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET COMMUNITY DEVELOPMENT CHARGES FOR SERVICES 4501 Developer Application Fees 31,857 11,400 11,400 21,400 21,800 4502 Filing/Certificate Fees - 6,900 6,900 2,100 2,100 4504 File Fees-Appeals 4,471 1,000 1,000 1,000 1,000 4505 Plan Check Fees 286,846 270,000 270,000 275,400 280,900 4506 Lot Split/Subdivision 20,990 10,400 10,400 15,000 15,300 4507 Architect Review Fees 7,591 10,400 10,400 10,000 10,200 4509 Home Occupancy Permits 10,317 7,000 7,000 8,500 8,700 4510 Miscellaneous Plan Fees 47,521 29,200 29,200 33,600 34,300 4511 Pre-application Reviews 1,228 2,700 2,700 2,800 2,800 4512 Sign Reviews - 2,700 2,700 600 600 4514 Minor Exceptions - 2,000 2,000 1,100 1,100 4518 EIR Administrative Fee - - - - - Total 410,821 353,700 353,700 371,500 378,800 RECREATION CHARGES FOR SERVICES 4602 Children in Motion 349,297 340,800 340,800 60,615 - 4603 Play/Learn Sessions 61,775 77,120 77,120 4,752 - 4604 Play/Learn-Summer 3,287 126,000 126,000 - - 4605 Special Interest Classes 332,176 215,000 215,000 285,000 290,700 4606 Sports Leagues 8,044 22,360 22,360 22,800 23,300 4607 Special Events 24,336 16,050 16,050 19,100 19,500 4608 Softball Leagues 17,787 25,280 25,280 18,600 19,000 4609 Recreation - Other Revenue 28,122 - - 5,000 5,100 4613 Five Cities Youth Basketball - - - - - 4614 Youth Wrestling Fund Raising - - - - - 4615 Children in Motion - Classes - - - - - 4655 Building Supervision 2,460 - - - - Total 827,286 822,610 822,610 415,867 357,600 PUBLIC WORKS CHARGES FOR SERVICES 4701 Miscellaneous Engineering Fees - 3,000 3,000 700 700 4702 Engineering Map/Plan Check 12,614 8,400 8,400 15,200 15,500 4703 Engineering Inspection Fees 69,670 61,200 61,200 62,400 63,600 4704 Grading Fees - 2,000 2,000 - - 4706 Stormwater Permit Fees 5,607 - - - - Total 87,891 74,600 74,600 78,300 79,800 FISCAL YEAR 2022-23 35Page 73 of 699 FUND SUMMARIES 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET OTHER CHARGES FOR SERVICES 4728 Fingerprint Fees - 4731 Live Scan Fingerprinting 1,525 1,700 1,700 1,300 1,300 4753 Sanitation District Billing Services 27,759 17,000 17,000 21,400 21,800 4762 Sewer Facility Charge 1,049 6,600 6,600 4,800 4,900 4771 County TMD Assessment Admin Fee 4,391 1,500 1,500 3,100 3,200 4772 FCFA Admin/Support Services 46,762 33,900 33,900 34,600 35,300 Total 81,486 60,700 60,700 65,200 66,500 OTHER REVENUE 4801 Other Revenue 21,058 15,000 15,000 15,300 15,600 4802 Sales-Land - - - - - 4803 Sales-Equipment/Materials 144,346 - 10,000 - - 4804 Sales-Publications/Reports 362 500 500 500 500 4805 Insurance Refunds/Dividends - - - - - 4807 Expense Recovery 1,624 8,000 8,000 8,000 8,200 4808 Expense Recovery-Police 14,552 387,000 387,000 7,000 7,100 4809 Donations 14,459 - - 4816 Other Financing Sources - - - - - 4817 Santa Cop Sponsorship 8,799 10,000 10,000 10,000 10,200 4818 Cash over(short)31 - - - - 4820 Coronavirus Relief Fund - - - - - 4826 Capital Contributions - - - - - 4880 Bond Proceeds - - - - - Total 205,231 420,500 430,500 40,800 41,600 TRANSFERS IN 4901 Personnel Transfers 1,454,508 1,410,500 1,410,500 798,800 823,900 4902 Operating Transfers - - - - - 4903 Cost Allocation 1,306,092 1,306,100 1,306,100 1,974,466 2,014,000 4907 Transfers In - CDBG Fund - - - - - 4909 Transfers In - TBID Fund 3,000 3,000 3,000 42,500 42,500 4920 Transfers In - Streets Fund - - - - - 4930 Transfers In - Sewer Fund - - - - - 4940 Transfers In - Water Fund - - - - - 4950 Transfers In - Sales Tax Fund 202,104 263,100 263,100 268,300 274,700 4952 Transfers In - RDA Successor Fund 27,500 30,000 30,000 30,000 30,000 4965 Transfers In - American Rescue Plan Ac - - - - - Total 2,993,204 3,012,700 3,012,700 3,114,066 3,185,100 Grand Total 24,238,218$ 23,747,144$ 25,169,209$ 24,620,093$ 25,217,769$ FISCAL YEAR 2022-23 36Page 74 of 699 FUND SUMMARIES CONSOLIDATED GENERAL FUND EXPENDITURE 2023-24 Consolidated General Fund Expenditures by Department 37Page 75 of 699 FUND SUMMARIES GENERAL FUND EXPENDITURE SUMMARY BY DEPARTMENT 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED DEPARTMENT ACTUAL BUDGET BUDGET BUDGET BUDGET City Administration 4001 City Council 165,460$ 115,800$ 115,800$ 157,500$ 159,300$ 4099 Retirees 237,673 235,000 235,000 235,000 235,000 4101 City Manager 299,468 465,100 465,100 599,800 613,500 4110 Human Resources 161,247 224,156 224,156 206,200 213,200 4003 City Attorney 262,145 290,000 290,000 294,400 303,142 Total City Administration 1,125,993 1,330,056 1,330,056 1,492,900 1,524,142 Legislative and Information Services 4002 City Clerk 346,425 471,275 471,275 411,260 486,260 4140 Information Technology - - - - - 4102 Printing/Duplicating 18,918 25,600 25,600 29,900 29,900 Total Legislative & Information Services 365,343 496,875 496,875 441,160 516,160 Administrative Services 4120 Administrative Services 689,306 884,010 884,010 799,480 825,280 4140 Information Technology 601,973 730,297 730,297 892,900 905,000 4145 Non-Departmental 3,989,880 5,723,421 6,290,757 3,501,400 5,901,637 4145 FCFA (Fire Service)2,052,061 2,052,061 2,052,061 2,847,000 2,983,500 CalPERS UAL payment - - - - - Total Administrative Services 7,333,220 9,389,789 9,957,125 8,040,780 10,615,417 Community Development 4130 Planning 460,887 887,600 887,600 1,305,982 1,334,882 4301 Engineering 661,724 749,300 749,300 - - 4212 Building & Life Safety 403,052 462,700 462,700 470,640 474,140 Total Community Development 1,525,663 2,099,600 2,099,600 1,776,622 1,809,022 Police Department 4201 Police 1,102,005 1,622,592 1,622,592 1,478,015 1,546,337 4203 Patrol Services 3,323,697 3,648,700 3,648,700 3,604,500 3,729,900 4204 Police Support Services 1,130,263 1,094,100 1,094,100 1,308,535 1,461,035 4208 DOJ Tobacco Grant 9,230 - - - - 4209 OTS - Special Grant Programs 33,504 - - - - Total Police Department 5,598,698 6,365,392 6,365,392 6,391,050 6,737,272 FISCAL YEAR 2022-23 38Page 76 of 699 FUND SUMMARIES 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED DEPARTMENT ACTUAL BUDGET BUDGET BUDGET BUDGET 4421 Recreation Administration 441,507 443,100 443,100 552,700 524,700 4423 Pre-School Program 108,063 235,600 235,600 16,930 - 4424 Recreation-Special Programs 229,957 149,500 149,500 255,000 258,850 4425 Children In Motion 292,824 392,300 392,300 59,340 - Total Recreation Services 1,072,351 1,220,500 1,220,500 883,970 783,550 Public Works 4307 Public Works Administration 865,803 1,075,500 1,075,500 1,075,175 1,109,950 4301 Engineering - - - 711,600 681,000 4420 Park Maintenance 376,126 640,065 545,065 730,500 707,389 4430 Soto Sports Complex Maintenance 214,021 241,000 241,000 240,950 235,450 4305 Automotive Shop 175,956 155,600 155,600 181,280 172,000 4213 Government Buildings 192,470 264,900 264,900 222,250 239,550 Total Public Works 1,824,377 2,377,065 2,282,065 3,161,755 3,145,339 Grand Total 18,845,646$ 23,279,277$ 23,751,613$ 22,188,237$ 25,130,902$ FISCAL YEAR 2022-23 39Page 77 of 699 FUND SUMMARIES GENERAL FUND EXPENDITURE BY OBJECT 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET SALARIES/FRINGE BENEFITS 5101 Salaries-Full Time 4,687,631$ 6,580,000$ 6,542,574$ 6,994,400$ 7,224,200$ 5102 Salaries-Part Time 120,251 101,500 101,500 113,800 116,400 5103 Salaries-Temporary Part Time 387,084 580,000 580,000 199,900 224,700 5105 Salaries-Overtime 280,201 167,200 167,200 164,800 164,800 5107 Standby/Call Back Pay 7,200 12,400 12,400 7,000 7,000 5108 Holiday Pay 283,831 119,700 119,700 129,500 134,000 5109 Sick Leave Pay 102,148 - - - - 5110 Annual Leave Buy Back 18,839 35,500 35,500 31,800 30,800 5111 Vacation Buy Back 20,365 18,500 18,500 21,500 21,500 5112 Sick Leave Buy Back 11,867 11,400 11,400 11,800 11,800 5113 Vacation Leave Pay 153,945 - - - 1,000 5114 Compensation Pay 81,619 - - - - 5115 Annual Leave 149,867 - - - - 5116 Field Training Premium 6,234 5,000 5,000 6,000 6,000 5121 PERS Retirement 690,239 898,600 898,600 880,500 906,000 5122 Social Security 451,661 511,200 511,200 535,500 549,400 5123 PARS-Retirement 7,987 10,800 10,800 5,200 5,500 5126 State Disability (SDI)20,219 16,700 16,700 18,000 18,500 5127 Deferred Compensation 16,696 17,100 17,100 18,100 18,100 5128 UAL (Unfunded Accrued Liability)1,519,503 1,904,700 2,301,691 1,380,100 1,350,200 5131 Health Insurance 944,476 1,219,700 1,219,700 1,127,000 1,218,600 5132 Dental Insurance 62,216 68,300 68,300 69,200 69,200 5133 Vision Insurance 15,775 19,700 19,700 19,000 18,900 5134 Life Insurance 7,704 9,200 9,200 9,400 9,200 5135 Long Term Disability Insurance 15,040 21,500 21,500 21,700 21,700 5136 Retirees Health Insurance 142,689 235,000 235,000 235,000 235,000 5137 Leave Payouts 15,260 - - - - 5141 Workers Compensation 558,144 626,300 626,300 660,100 659,300 5142 Unemployment Insurance 12,559 1,000 1,000 - - 5143 Uniform Allowance 10,195 11,500 11,500 10,900 10,900 5144 Car Allowance 20,159 20,700 20,700 20,100 20,100 5146 Expense Allowance - - - - - FISCAL YEAR 2022-23 40Page 78 of 699 FUND SUMMARIES 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET SALARIES/FRINGE BENEFITS (CONTINUED) 5147 Employee Assistance Program 2,107 3,235 3,235 - - 5147 Employee Retention Incentive Program - 1,030,000 1,030,000 - - 5148 Boot Allowance 1,853 2,200 2,200 2,200 2,200 5149 Motor Pay 2,229 2,000 2,000 2,000 2,000 5150 Bilingual Pay 3,611 3,600 3,600 3,600 3,600 5151 Cell Phone Allowance 18,044 19,900 19,900 26,700 26,000 5199 Salary Reimbursement 1,165 (480,000) (480,000) (635,400) (649,400) Total 10,850,612$ 13,804,135$ 14,163,700$ 12,089,400$ 12,437,200$ SERVICES & SUPPLIES 5201 Supplies - Office 25,319$ 35,800$ 35,800$ 41,100$ 37,000$ 5208 Postage/Mailing 19,889 15,200 15,200 20,200 20,200 5250 Supplies-Volunteer Program 1,050 1,600 1,600 1,850 1,850 5251 Supplies-Classes 6,029 9,000 9,000 9,000 9,000 5252 Supplies-Recreation Events 20,083 11,600 11,600 15,000 15,000 5253 Play/Learn Sessions 2,381 2,600 2,600 930 - 5254 Play/Learn-Summer 448 126,000 126,000 300 - 5255 Special Department Supplies 67,697 67,750 67,750 73,675 72,050 5257 Supplies-Leagues 7,778 27,600 27,600 27,600 27,600 5259 Children In Motion Supplies-Snacks 5,510 6,000 6,000 750 - 5261 Santa Cop 8,799 10,000 10,000 10,000 10,000 5272 Protective/Safety Clothing 45,894 43,500 43,500 43,500 43,500 5273 Small Tools 4,621 6,000 6,000 6,100 6,200 5274 Chemicals 3,422 3,300 3,300 3,700 3,700 5301 Advertising 5,006 12,100 12,100 12,100 12,100 5303 Contractual Services 1,541,286 2,198,678 2,350,878 3,459,201 3,533,288 5304 Professional Services 234,633 266,400 266,400 266,400 274,392 5306 Printing Services 47 600 600 600 600 5307 Disposal Fees - 2,000 2,000 2,200 2,200 5308 Street Trees 156 2,100 2,100 2,100 2,100 5313 Five Cities Fire Authority 2,052,061 2,052,061 2,052,061 2,847,000 2,983,500 5315 Pre-Employment Physicals 6,074 9,200 9,200 12,780 12,780 5316 Job Recruitment Expense 1,127 10,200 10,200 5,890 5,889 5319 Services-Miscellaneous 5,738 4,800 4,800 6,800 6,800 5321 Animal Control Services 74,455 88,500 88,500 100,405 105,425 FISCAL YEAR 2022-23 41Page 79 of 699 FUND SUMMARIES 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET SERVICES & SUPPLIES (Continued) 5322 Canine Program - - - - - 5324 Forensic Mandate Services 13,135 15,500 15,500 15,500 15,500 5327 Services-Litigation Non-Insurance 24,814 20,400 20,400 25,000 25,750 5328 Task Force Services 24,600 24,600 24,600 30,000 30,000 5329 Live Scan Fingerprinting Expense 1,610 8,000 8,000 8,000 8,000 5330 Cable Casting Expense 27,896 35,000 35,000 35,000 35,000 5351 Services-Classes 185,075 85,000 85,000 150,000 150,000 5352 Services-Leagues 5,257 10,000 10,000 10,000 12,600 5353 Services-Events 4,685 4,700 4,700 41,550 42,800 5354 Building Supervision - 100 100 250 250 5395 Community Services Grants 82,065 25,000 25,000 75,000 75,000 5396 Holiday Lights in the Village - - - - - 5397 Business Assistance Grant - - - - - 5398 Retraining Scholarship Program 15,000 - - - - 5401 Utilities 230,459 285,800 285,800 245,300 255,800 5402 Power 214,529 240,000 240,000 230,000 235,000 5403 Telephone 45,599 44,400 44,400 48,700 48,700 5501 Travel/Conference/Training 105,862 121,500 121,500 135,220 133,220 5502 Tuition Reimbursement 3,940 5,300 5,300 5,300 5,300 5503 Memberships & Subscriptions 39,168 46,421 46,421 46,685 50,260 5504 Public Relations 58,937 23,600 23,600 37,500 38,000 5506 Elections 321 30,000 30,000 500 55,000 5508 Miscellaneous Expense 6,403 10,000 10,000 11,500 11,500 5551 Property Taxes 71 70 70 75 75 5552 Rent-Equipment 1,295 3,700 3,700 3,700 3,700 5553 Rent-Buildings & Land 11,942 4,220 4,220 17,500 18,000 5555 Bank Charges 64,929 33,000 33,000 55,000 60,000 5556 Penalties & Interest - - - - - 5576 Liability Insurance-JPA Share 653,220 621,631 621,631 707,270 742,634 5578 Liability Insurance-Underground Tan 1,203 1,300 1,300 1,300 1,300 5579 Property Insurance 65,572 66,000 66,000 87,455 91,828 5580 Surety Bonds 1,401 1,600 1,600 1,600 1,600 5601 Maintenance-Vehicles 94,661 70,600 70,600 73,000 73,200 5602 Maintenance-Office Equipment 14,234 19,300 19,300 19,800 19,800 5603 Maintenance-Machinery & Equipmen 8,093 17,300 17,300 17,400 17,400 5604 Maintenance-Buildings 29,067 33,900 33,900 35,300 39,100 FISCAL YEAR 2022-23 42Page 80 of 699 FUND SUMMARIES 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACCOUNT LINE ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET SERVICES & SUPPLIES (Continued) 5605 Maintenance-Grounds 52,410 59,400 59,400 57,210 57,950 5606 Maintenance-Radio Communications 16,327 22,500 22,500 22,750 22,750 5607 Maintenance-Automated Services 70,784 79,800 79,800 88,385 88,385 5608 Gas & Oil 93,132 88,400 88,400 91,400 92,200 5614 Maintenance - PD Remodel - - - - - 5615 Janitorial Services 19,350 16,200 16,200 16,200 16,400 5701 Office Equipment and Furniture 5,794 2,200 2,200 5,000 5,000 5702 Data Processing Equipment 22,497 10,200 10,200 14,240 10,640 Total 6,454,835$ 7,199,231$ 7,351,431$ 9,434,771$ 9,774,816$ DEBT SERVICE 5801 Debt - Principal Payment 98,245$ 258,173$ 258,173$ 268,692$ 265,747$ 5802 Debt - Interest Payment 1,165 2,000 2,000 32,874 20,639 5803 Lease Purchase Payments 29,083 26,088 26,088 8,000 8,000 Total 128,493$ 286,261$ 286,261$ 309,566$ 294,386$ TRANSFERS 5904 Transfers out - CIP Fund 246,048$ 1,144,785$ 1,200,356$ -$ 2,360,000$ 5902 Transfer out - Streets Fund 1,020,352 351,000 351,000 75,000 75,000 5906 Transfers out - USDA City Hall loan 39,996 40,000 40,000 40,000 40,000 5907 Transfers out - OPEB Fund 92,311 - - - - 5909 Transfers out - TBID Fund - - - - - 5973 Stormwater Resource Planning Grant - - - - - Total 1,398,707$ 1,535,785$ 1,591,356$ 115,000$ 2,475,000$ CAPITAL OUTLAY 6001 Office Equipment & Furniture 366$ -$ -$ -$ -$ 6101 Data Processing Equipment - - - - - 6103 Computer Licensing/Software - - - - - 6201 Machinery & Equipment 12,632 145,565 50,565 29,500 149,500 6301 Vehicles - 308,300 308,300 210,000 - 6401 Structures & Improvements - - - - - Total 12,998$ 453,865$ 358,865$ 239,500$ 149,500$ Grand Total 18,845,646$ 23,279,277$ 23,751,613$ 22,188,237$ 25,130,902$ FISCAL YEAR 2022-23 43Page 81 of 699 FUND SUMMARIES ENTERPRISE FUNDS FUND: 612 SEWER 2021-22 FINAL CURRENT PROJECTION 2023-24 2024-25 ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Working Capital 1,122,337$ 1,024,035$ 482,289$ 633,887$ 591,987$ Revenues: Revenues 872,969 1,077,960 1,099,590 1,965,850 1,272,250 Transfers In 20,423 - 246,777 337,250 - Total Revenues 893,392 1,077,960 1,346,367 2,303,100 1,272,250 Expenses: Salaries and Benefits 263,969 244,700 244,700 388,700 402,100 Services and Supplies 130,755 176,040 176,040 201,900 212,900 Debt Service 1,343 - - - - Operating Equipment 593,385 2,500 2,500 49,500 2,500 Capital Improvement Program 57,835 228,828 228,828 1,132,000 282,000 Transfers Out 486,153 542,700 542,700 572,900 531,400 Total Expenditures 1,533,440 1,194,768 1,194,768 2,345,000 1,430,900 Ending Available Working Capital 482,289$ 907,227$ 633,887$ 591,987$ 433,338$ This fund is used to account for maintenance of sewer lines connecting City residents to the South San Luis Obispo County Sanitation District sewer treatment plant. Money is collected from utility bills paid by customers. 2022-23 44Page 82 of 699 FUND SUMMARIES 2021-22 FINAL CURRENT PROJECTION 2023-24 2024-25 ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Working Capital 324,066$ 341,066$ 328,790$ 370,790$ 407,790$ Revenues: Revenues 4,724 42,000 42,000 37,000 37,000 Transfers In - - - - Total Revenues 4,724 42,000 42,000 37,000 37,000 Expenses: Salaries and Benefits - - - - - Services and Supplies - - - - - Debt Service - - - - - Capital Outlay - - - - - Capital Improvement Program - - - - - Transfers Out - - - - - Total Expenditures - - - - Ending Available Working Capital 328,790$ 383,066$ 370,790$ 407,790$ 444,790$ FUND: 634 SEWER FACILITY 2022-23 This fund is used to account for the accumulation of sewer facility revenues to be used in capital improvement projects in the City. Money is collected from development to offset the impacts new development has on the sewer collection system. 45Page 83 of 699 FUND SUMMARIES FUND: 640 WATER 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Working Capital 3,867,001 1,315,076$ 3,011,897 3,981,134$ 4,161,306 Revenues: Revenues 6,703,369 7,873,037 7,873,037 7,944,693 8,507,590 Transfers In 343,398 417,250 2,943,355 - - Total Revenues 7,046,767 8,290,287 10,816,392 7,944,693 8,507,590 Expenses: Salaries and Benefits 679,074 833,200 833,200 757,300 780,800 Services and Supplies 651,098 800,440 800,440 1,064,400 1,569,300 Debt Service 19 - - - - Capital Outlay 310,173 1,200 1,200 32,500 45,000 Capital Improvement Program 362,331 1,362,622 2,371,687 43,800 430,000 Transfers Out 5,899,174 6,058,355 5,840,628 5,866,521 5,954,185 Total Expenditures 7,901,870 9,055,817 9,847,155 7,764,521 8,779,285 Ending Available Working Capita 3,011,897 549,546$ 3,981,134 4,161,306$ 3,889,611 This fund is used to account for the activities associated with the transmission and distribution of potable water by the City to its users. Money is collected from utility bills paid by customers. 2022-23 FUND: 641 LOPEZ 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Working Capital 1,706,317$ 1,704,672$ 1,706,778$ 1,706,778$ 1,706,778$ Revenues: Revenues 461 - - Transfers In 3,693,150 3,828,355 3,610,628 3,962,121 4,080,985 Total Revenues 3,693,611 3,828,355 3,610,628 3,962,121 4,080,985 Expenses: Salaries and Benefits - - - - - Services and Supplies 3,693,150 3,828,355 3,610,628 3,962,121 4,080,985 Debt Service - - - - - Capital Outlay - - - - - Capital Improvement Program - - - - - Transfers Out - - - - - Total Expenditures 3,693,150 3,828,355 3,610,628 3,962,121 4,080,985 Ending Available Working Capital 1,706,778$ 1,704,672$ 1,706,778$ 1,706,778$ 1,706,778$ 2022-23 This fund is responsible for the purchase of water from Lopez Dam. The City has a 50.55% share of the water and expense generated by Zone 3 – County of San Luis Obispo’s Flood Control and Water Conservation District. 46Page 84 of 699 FUND SUMMARIES FUND: 642 WATER FACILITY 2021-22 FINAL ADOPTED PROJECTION 2023-24 2024-25 ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Working Capital 1,021,269 1,036,269 1,013,711 736,963$ 801,963$ Revenues: Revenues (7,557) 65,000 65,000 65,000 65,000 Transfers In - - - - - Total Revenues (7,557) 65,000 65,000 65,000 65,000 Expenses: Salaries and Benefits - - - - - Services and Supplies - - - - - Debt Service - - - - - Capital Outlay - - - - - Capital Improvement Program - - - - - Transfers Out - 269,750 341,748 - - Total Expenditures - 269,750 341,748 - - Ending Available Working Capital 1,013,711$ 831,519$ 736,963$ 801,963$ 866,963$ This fund is used to account for the accumulation of water facility revenues to be used in capital improvement projects in the City. Money is collected from development to offset the impacts new development has on the water distribution system. 2022-23 47Page 85 of 699 FUND SUMMARIES SPECIAL REVENUE FUNDS 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 341,820$ 359,019$ 354,561$ 405,561$ 426,561$ Revenues: Revenues 12,741 51,000 51,000 21,000 26,000 Transfers In - - - - - Total Revenues 12,741 51,000 51,000 21,000 26,000 Expenditures: Salaries and Benefits - - - - - Services and Supplies - - - - - Capital Outlay - - - - - Transfers Out - - - - - Total Expenditures - - - - - Change in Fund Balance 12,741 51,000 51,000 21,000 26,000 Ending Fund Balance 354,561$ 410,019$ 405,561$ 426,561$ 452,561$ This fund accounts for impact fees collected from developers for the expansion of the existing fire station in order to serve future development. 2022-23 FUND: 210 FIRE PROTECTION IMPACT FEES 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 193,039$ 194,889$ 192,065$ 193,515$ 19,965$ Revenues: Revenues 40,647 40,200 40,200 45,200 46,200 Transfers In - - - - - Total Revenues 40,647 40,200 40,200 45,200 46,200 Expenditures: Salaries and Benefits - - - Services and Supplies 41,621 16,800 38,750 218,750 39,900 Capital Outlay - - - - - Transfers Out - - - - - Total Expenditures 41,621 16,800 38,750 218,750 39,900 Change in Fund Balance (974) 23,400 1,450 (173,550) 6,301 Ending Fund Balance 192,065$ 218,289$ 193,515$ 19,965$ 26,266$ FUND: 211 PUBLIC ACCESS TELEVISION This fund accounts for fees collected from Charter Communications that are restricted for support of public, education, and government access programming and equipment. 2022-23 48Page 86 of 699 FUND SUMMARIES 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 53,433$ 58,734$ 54,271$ 59,571$ 64,871$ Revenues: Revenues 838 5,300 5,300 5,300 5,300 Transfers In - - - - Total Revenues 838 5,300 5,300 5,300 5,300 Expenditures: Salaries and Benefits - - - - - Services and Supplies - - - - - Capital Outlay - - - - - Transfers Out - - - - - Total Expenditures - - - - - Change in Fund Balance 838 5,300 5,300 5,300 5,300 Ending Fund Balance 54,271$ 64,034$ 59,571$ 64,871$ 70,171$ This fund accounts for impact fees collected from developers for the expansion of the existing police facility in order to serve future development. FUND: 212 POLICE PROTECTION IMPACT FEES 2022-23 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 1,337,995$ 1,443,994$ 1,417,202$ 1,508,202$ 1,564,202$ Revenues: Revenues 79,207 91,000 91,000 56,000 56,000 Transfers In - - - Total Revenues 79,207 91,000 91,000 56,000 56,000 Expenditures: Salaries and Benefits - - - - - Services and Supplies - - - - - Capital Outlay - - - - - Transfers Out - - - - - Total Expenditures - - - - - Change in Fund Balance 79,207 91,000 91,000 56,000 56,000 Ending Fund Balance 1,417,202$ 1,534,994$ 1,508,202$ 1,564,202$ 1,620,202$ This fund accounts for the receipts of park-in-lieu fees (Quimby) and grant revenues that are used for construction, park acquisition, and development of park facilities. FUND: 213 PARK DEVELOPMENT 2022-23 49Page 87 of 699 FUND SUMMARIES 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 308,247$ 164,196$ 215,690$ 206,590$ 182,490$ Revenues: Revenues 23,063 70,900 50,900 50,900 50,900 Transfers In - - - - - Total Revenues 23,063 70,900 50,900 50,900 50,900 Expenditures: Salaries and Benefits - - - - - Services and Supplies - - - 75,000 62,000 Capital Outlay - - - - - Transfers Out 115,620 126,000 60,000 - - Total Expenditures 115,620 126,000 60,000 75,000 62,000 Change in Fund Balance (92,557) (55,100) (9,100) (24,100) (11,100) Ending Fund Balance 215,690$ 109,096$ 206,590$ 182,490$ 171,390$ Impact fees collected from developers for park improvements are to be used to maintain the adopted level of service for neighborhood and community parks of 4.0 acres per thousand population. This fund accounts for the receipt and use of these monies. FUND: 214 PARK IMPROVEMENT 2022-23 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 25,260$ 29,714$ 26,485$ 30,685$ 32,885$ Revenues: Revenues 1,225 4,200 4,200 2,200 2,200 Transfers In - - - - Total Revenues 1,225 4,200 4,200 2,200 2,200 Expenditures: Salaries and Benefits - - - - - Services and Supplies - - - - - Capital Outlay - - - - - Transfers Out - - - - - Total Expenditures - - - - - Change in Fund Balance 1,225 4,200 4,200 2,200 2,200 Ending Fund Balance 26,485$ 33,914$ 30,685$ 32,885$ 35,085$ 2022-23 This fund accounts for impact fees collected from developers and used for recreation facilities in order to maintain the adopted level of service of recreation/community c enter facilities of 542 square feet per thousand population. FUND: 215 RECREATION COMMUNITY CENTER 50Page 88 of 699 FUND SUMMARIES 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 40,467$ 39,156$ 39,156$ 29,221$ 23,086$ Revenues: Revenues 8,767 9,500 9,500 10,000 10,000 Transfers In - - - - - Total Revenues 8,767 9,500 9,500 10,000 10,000 Expenditures: Salaries and Benefits - - - - - Services and Supplies 6,982 14,535 14,535 14,535 14,535 Capital Outlay - - - - - Transfers Out 3,096 4,900 4,900 1,600 1,600 Total Expenditures 10,078 19,435 19,435 16,135 16,135 Change in Fund Balance (1,311) (9,935) (9,935) (6,135) (6,135) Ending Fund Balance 39,156$ 29,221$ 29,221$ 23,086$ 16,951$ FUND: 216 GRACE LANE ASSESSMENT DISTRICT This fund accounts for the landscape maintenance within the Grace Lane housing tract. A special benefit assessment is levied on property owners to pay for landscape ma intenance expenditures. 2022-23 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 1,287$ 4,164$ 4,418$ 4,418$ 3,218$ Revenues: Revenues 5,732 5,900 5,900 5,900 5,900 Transfers In - - - - - Total Revenues 5,732 5,900 5,900 5,900 5,900 Expenditures: Salaries and Benefits - - - - - Services and Supplies 2,601 5,700 5,700 5,700 5,700 Capital Outlay - - - - - Transfers Out - 200 200 1,400 1,400 Total Expenditures 2,601 5,900 5,900 7,100 7,100 Change in Fund Balance 3,131 - - (1,200) (1,200) Ending Fund Balance 4,418$ 4,164$ 4,418$ 3,218$ 2,018$ FUND: 217 LANDSCAPE MAINTENANCE DISTRICTS 2022-23 This fund accounts for the landscape maintenance of parkways within two housing tracts. A special benefit assessment is levied on property owners to pay for landscape maintenance expenditures. 51Page 89 of 699 FUND SUMMARIES 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 463,760$ 471,360$ 475,734$ 483,334$ 495,154$ Revenues: Revenues 37,240 46,500 46,500 46,500 46,500 Transfers In - - - - - Total Revenues 37,240 46,500 46,500 46,500 46,500 Expenditures: Salaries and Benefits - - - - - Services and Supplies 19,170 30,000 30,000 32,380 32,380 Capital Outlay - - - - - Transfers Out 6,096 8,900 8,900 2,300 252,300 Total Expenditures 25,266 38,900 38,900 34,680 284,680 Change in Fund Balance 11,974 7,600 7,600 11,820 (238,180) Ending Fund Balance 475,734$ 478,960$ 483,334$ 495,154$ 256,974$ 2022-23 FUND: 219 PARKSIDE ASSESSMENT DISTRICT This fund accounts for revenue derived from annual assessments, which are used to pay the cost incurred by the City for landscape maintenance. 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 90,338$ -$ 81,326$ 244,024$ 282,790 Revenues: Revenues 970,471 799,352 891,066 992,435 1,027,100 Transfers In 471,048 576,000 576,000 475,000 500,000 Total Revenues 1,441,519 1,375,352 1,467,066 1,467,435 1,527,100 Expenditures: Salaries and Benefits 504,575 483,700 523,100 547,200 565,000 Services and Supplies 263,827 436,900 364,168 332,800 522,700 Debt Service 28,545 - - 8,369 8,369 Capital Outlay - - - - - Transfers Out 653,584 456,167 417,100 540,300 561,100 Total Expenditures 1,450,531 1,376,767 1,304,368 1,428,669 1,657,169 Change in Fund Balance (9,012) (1,415) 162,698 38,766 (130,069) Ending Fund Balance 81,326$ (1,415)$ 244,024$ 282,790$ 152,721 FUND: 220 STREETS (GAS TAX) This fund accounts for receipts and expenditures of money apportioned by the State under Streets and Highway Code. The use of gas tax revenues can only be used to construct and maintain streets, roads and highways. 2022-23 52Page 90 of 699 FUND SUMMARIES 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 1,139,198$ 1,153,198$ 1,130,771$ 1,186,771$ 1,222,771 Revenues: Revenues (8,427) 56,000 56,000 36,000 36,000 Transfers In - - - - - Total Revenues (8,427) 56,000 56,000 36,000 36,000 Expenditures: Salaries and Benefits - - - - - Services and Supplies - - - - - Capital Outlay - - - - - Transfers Out - - - - - Total Expenditures - - - - - Change in Fund Balance (8,427) 56,000 56,000 36,000 36,000 Ending Fund Balance 1,130,771$ 1,209,198$ 1,186,771$ 1,222,771$ 1,258,771 FUND: 222 TRAFFIC SIGNALIZATION 2022-23 This fund accounts for traffic signalization assessment levied against developments for the future cost of traffic signals. 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 153,760$ 154,260$ 152,089$ 152,589$ 153,089 Revenues: Revenues (1,671) 500 500 500 500 Transfers In - - - - - Total Revenues (1,671) 500 500 500 500 Expenditures: Salaries and Benefits - - - - - Services and Supplies - - - - - Capital Outlay - - - - - Transfers Out - - - - - Total Expenditures - - - - - Change in Fund Balance (1,671) 500 500 500 500 Ending Fund Balance 152,089$ 154,760$ 152,589$ 153,089$ 153,589$ This fund accounts for developer traffic mitigation measure fees charged as a result of an environmental review. FUND: 223 TRAFFIC CIRCULATION 2022-23 53Page 91 of 699 FUND SUMMARIES 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 2,601,058$ 1,848,589$ 2,587,414$ 1,359,946$ 1,419,946$ Revenues: Revenues (13,644) 150,000 150,000 60,000 60,000 Transfers In - - - - - Total Revenues (13,644) 150,000 150,000 60,000 60,000 Expenditures: Salaries and Benefits - - - - - Debt Service - - - - - Capital Outlay - - - - - Transfers Out - 831,219 1,377,468 - - Total Expenditures - 831,219 1,377,468 - - Change in Fund Balance (13,644) (681,219) (1,227,468) 60,000 60,000 Ending Fund Balance 2,587,414$ 1,167,370$ 1,359,946$ 1,419,946$ 1,479,946$ 2022-23 FUND: 224 TRANSPORTATION FACILITY IMPACT This fund accounts for developer impact fees (AB1600 fees) paid to protect the public health, safety, and welfare by maintaining the existing level of public services for existing and future residents within the City of Arroyo Grande. FUND: 225 TRANSPORTATION 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 540,130$ 965,130$ 967,679$ 1,248,679$ 1,363,679$ Revenues: Revenues 660,553 364,000 514,000 515,000 516,000 Transfers In - - - - - Total Revenues 660,553 364,000 514,000 515,000 516,000 Expenditures: Salaries and Benefits - - - - - Services and Supplies - 15,000 - - - Debt Service - - - - - Capital Outlay - - - - - Transfers Out 233,004 233,000 233,000 400,000 425,000 Total Expenditures 233,004 248,000 233,000 400,000 425,000 Change in Fund Balance 427,549 116,000 281,000 115,000 91,000 Ending Fund Balance 967,679$ 1,081,130$ 1,248,679$ 1,363,679$ 1,454,679$ This revenue source is provided by the San Luis Obispo County of Government’s (SLOCOG) Local Transportation Fund (LTF). The annual appropriation is restricted to transportation systems, inc luding transit, pedestrian, street and road maintenance. 2022-23 54Page 92 of 699 FUND SUMMARIES 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 369,799$ 249,499$ 270,767$ 204,333$ 119,033$ Revenues: Revenues 13,389 77,000 77,000 52,000 52,000 Transfers In - - - - - Total Revenues 13,389 77,000 77,000 52,000 52,000 Expenditures: Salaries and Benefits - - - - Services and Supplies 112,420 137,300 143,434 137,300 137,300 Debt Service - - - - - Capital Outlay - - - - - Transfers Out - - - - - Total Expenditures 112,420 137,300 143,434 137,300 137,300 Change in Fund Balance (99,032) (60,300) (66,434) (85,300) (85,300) Ending Fund Balance 270,767$ 189,199$ 204,333$ 119,033$ 33,733$ 2022-23 FUND: 226 WATER NEUTRALIZATION IMPACT The City requires development projects that increase total water consumption in the City to “neutralize” that demand by reducing water consumption in existing development by an e quivalent amount or by paying a fee in-lieu of performing water consumption reductions. This fund accounts for the amount collected from developers and is used towards the City’s water conservation efforts. 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 5,891$ 404$ 5,891$ 5,891$ 5,891$ Revenues: Revenues - - - - - Transfers In - - - - - Total Revenues - - - - - Expenditures: Salaries and Benefits - - - - - Services and Supplies - - - - - Capital Outlay - - - - - Transfers Out - - - - - Total Expenditures - - - - - Change in Fund Balance - - - - - Ending Fund Balance 5,891$ 404$ 5,891$ 5,891$ 5,891$ This fund accounts for impact fees paid by development and are restricted to improving drainage within the City. FUND: 231 DRAINAGE FACILITY 2022-23 55Page 93 of 699 FUND SUMMARIES 2020-21 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 1,099,746$ 1,151,565$ 1,145,827$ 1,172,327$ 1,198,827$ Revenues: Revenues 46,081 26,500 26,500 26,500 26,500 Transfers In - - - - - Total Revenues 46,081 26,500 26,500 26,500 26,500 Expenditures: Salaries and Benefits - - - - - Services and Supplies - - - - - Capital Outlay - - - - - Transfers Out - - - - - Total Expenditures - - - - - Change in Fund Balance 46,081 26,500 26,500 26,500 26,500 Ending Fund Balance 1,145,827$ 1,178,065$ 1,172,327$ 1,198,827$ 1,225,327$ This fund accounts for monies paid by developers in meeting the City's mandatory affordable housing requirements. FUND: 232 IN-LIEU AFFORDABLE HOUSING 2022-23 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 19,943$ 20,004$ 19,658$ 19,658$ 19,658$ Revenues: Revenues (285) - - - - Transfers In - - - - - Total Revenues (285) - - - - Expenditures: Salaries and Benefits - - - - - Services and Supplies - - - - - Capital Outlay - - - - - Transfers Out - - - - - Total Expenditures - - - - - Change in Fund Balance (285) - - - - Ending Fund Balance 19,658$ 20,004$ 19,658$ 19,658$ 19,658$ FUND: 233 IN-LIEU UNDERGROUND UTILITY 2022-23 This fund accounts for monies paid by developers in meeting the City's underground utility requirements. 56Page 94 of 699 FUND SUMMARIES 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 328,350$ 325,075$ 405,833$ 383,583$ 367,833$ Revenues: Revenues 290,014 147,650 270,750 309,750 319,050 Transfers In - - - - - Total Revenues 290,014 147,650 270,750 309,750 319,050 Salaries and Benefits - - - - Services and Supplies 204,527 221,500 285,000 275,500 275,500 Debt Service - - - - - Capital Outlay - - - - - Transfers Out 8,004 8,000 8,000 50,000 50,000 Total Expenditures 212,531 229,500 293,000 325,500 325,500 Change in Fund Balance 77,483 (81,850) (22,250) (15,750) (6,450) Ending Fund Balance 405,833$ 243,225$ 383,583$ 367,833$ 361,383$ FUND: 240 TOURISM BUSINESS IMPROVEMENT DISTRICT The purpose of the Tourism Business Improvement District (TBID) is to provide projects, programs and activities that benefit lodging businesses located and operating within the City of Arroyo Grande. A two percent (2%) assessment is levied on all lodging businesses of the rent charged by the operator per occupied room per night for all transient occupancies. Revenue collected is used to promote the lodging industry within the City. 2022-23 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 1,601,901$ 45,950$ 1,291,275$ 0$ 58,000$ Revenues: Revenues (13,048) 78,000 78,000 58,000 58,000 Transfers In - - - - - Total Revenues (13,048) 78,000 78,000 58,000 58,000 Expenditures: Services and Supplies - - - - - Debt Service - - - - - Capital Outlay - - - - - Transfers Out 297,578 700,000 1,369,275 - - Total Expenditures 297,578 700,000 1,369,275 - - Change in Fund Balance (310,626) (622,000) (1,291,275) 58,000 58,000 Ending Fund Balance 1,291,275$ (576,050)$ 0$ 58,000$ 116,000$ FUND: 241 WATER AVAILABILITY FUND Pursuant to the provisions of Section 38743 of the Government Code, water availability charges is a “special charge” which is levied to each parcel of property not served with city water. These charges are restricted for the sole purpose of expanding water supply such as desalination plant, recycled water, scalping plant, etc. 2022-23 57Page 95 of 699 FUND SUMMARIES 2020-21 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 17,242$ 17,242$ 17,242$ 17,242$ 17,242 Revenues: Revenues - - 53,341 56,749 - Transfers In - - - - - Total Revenues - - 53,341 56,749 - Expenditures: Salaries and Benefits - - - - - Services and Supplies - - - - Debt Service - - - - - Capital Outlay - - - - - Transfers Out - - 53,341 56,749 12,391 Total Expenditures - - 53,341 56,749 12,391 Change in Fund Balance - - - - (12,391) Ending Fund Balance 17,242$ 17,242$ 17,242$ 17,242$ 4,851 2022-23 FUND: 250 CDBG GRANT FUND This fund accounts for revenues and expenditures related to Community Development Block Grant (CDBG) Funds. The program is a flexible program that provides the City with resources to address a wide range of unique community development needs. 58Page 96 of 699 FUND SUMMARIES 2021-22 FINAL CURRENT PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance -$ 1,091,441$ 1,545,875$ 1,453,900$ 0$ Revenues: Revenues 2,150,121 2,150,121 2,150,121 - - Transfers In - - - - - Total Revenues 2,150,121 2,150,121 2,150,121 - - Expenditures: Salaries and Benefits - - - - - Services and Supplies 31,643 594,391 562,748 - - Capital Outlay - - - - - Transfers Out 572,603 1,745,590 1,679,348 1,453,900 - Total Expenditures 604,246 2,339,981 2,242,096 1,453,900 - Change in Fund Balance 1,545,875 (189,861) (91,975) (1,453,900) - Ending Fund Balance 1,545,875$ 901,580$ 1,453,900$ 0$ 0$ This fund accounts for American Rescue Plan Act (ARPA) funds. On March 11, 2021 President Biden signed ARPA into law. ARPA is intended to provide financial aid to families, governments, businesses, schools, non-profits and others impacted by the COVID-19 public health crisis. To support the immediate pandemic response, bring back jobs, and lay the groundwork for a strong and equitable recovery, ARPA established the Coronavirus State and Local Recovery Fund, designed to deliver $350 billion to state, local, territorial, and Tribal governments to bolster their response to the COVID-19 emergency and recover from the economic impacts caused by the public health crisis. This legislation provided $27 billion in federal money to the State of California. The State will allocate $1.2 billion to non-entitlement units of local government (NEUs). As an NEU, Arroyo Grande is eligible to receive $4,300,241. FUND: 260 AMERICAN RESCURE PLAN ACT (ARPA) 2022-23 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 397,272$ 388,071$ 533,489$ 377,289$ 398,789$ Revenues: Revenues 158,663 140,800 140,800 140,800 140,800 Transfers In - - 4,000 - - Total Revenues 158,663 140,800 144,800 140,800 140,800 Expenditures: Salaries and Benefits - - - - - Services and Supplies - - 26,000 - - Capital Outlay 22,446 - - - - Transfers Out - 125,000 275,000 119,300 - Total Expenditures 22,446 125,000 301,000 119,300 - Change in Fund Balance 136,217 15,800 (156,200) 21,500 140,800 Ending Fund Balance 533,489$ 403,871$ 377,289$ 398,789$ 539,589$ FUND: 271 STATE COPS BLOCK GRANT 2022-23 This fund accounts for the receipt and use of monies from the State of California restricted to the purchase of police equipment and technology for crime prevention. 59Page 97 of 699 FUND SUMMARIES AGENCY FUNDS 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance (2,342,921)$ (2,567,372)$ (2,567,372)$ (2,569,372)$ (2,571,372)$ Revenues: Revenues - 412,944 412,944 412,944 412,944 Transfers In - - - - - Total Revenues - 412,944 412,944 412,944 412,944 Expenditures: Salaries and Benefits - - - - - Services and Supplies 6,854 2,000 2,000 2,000 2,000 Debt Service 182,943 382,944 382,944 382,944 382,944 Capital Outlay - - - - - Transfers Out 30,000 30,000 30,000 30,000 30,000 Total Expenditures 219,797 414,944 414,944 414,944 414,944 Change in Fund Balance (219,797) (2,000) (2,000) (2,000) (2,000) Ending Fund Balance (2,562,718)$ (2,569,372)$ (2,569,372)$ (2,571,372)$ (2,573,372)$ 2022-23 FUND: 286 SUCCESSOR AGENCY TO THE FORMER REDEVELOPMENT AGENCY This private-purpose trust fund was created to hold the assets of the former redevelopment agency of the City of Arroyo Grande until they are distributed to other units of state and local government after the payment of enforceable obligations have been made. 60Page 98 of 699 FUND SUMMARIES 2021-22 FINAL ORI GINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 1,594,478$ 1,620,934$ 1,620,934$ 1,619,534$ 1,618,034$ Revenues: Revenues 27,859 - - - - Transfers In - - - Total Revenues 27,859 - - - - Expenditures: Salaries and Benefits - - - - - Services and Supplies 1,491 1,400 1,400 1,500 1,500 Debt Service - - - Capital Outlay - - - - - Transfers Out - - - - - Total Expenditures 1,491 1,400 1,400 1,500 1,500 Ending Fund Balance 1,620,847$ 1,619,534$ 1,619,534$ 1,618,034$ 1,616,534$ FUND: 287 SUCCESSOR AGENCY TO THE FORMER REDEVELOPMENT AGENCY - HOUSING FUNCTION This private-purpose trust fund was created to hold the housing assets of the former redevelopment agency of the City of Arroyo Grande until they are distributed to other units of state and local government after the payment of enforceable obligations have been made. 2022-23 2021-22 FINAL ORIGINAL PROJECTION 2023-24 2024-25 ITEM ACTUAL BUDGET BUDGET BUDGET BUDGET Beginning Fund Balance 2,029$ 4,819$ 4,819$ 147,019$ 147,719$ Revenues: Revenues 11,352 8,500 152,500 11,000 11,000 Transfers In (104) - - - Total Revenues 11,248 8,500 152,500 11,000 11,000 Expenditures: Salaries and Benefits - - - - - Services and Supplies 4,807 4,400 4,400 4,400 4,400 Capital Outlay - - - - - Transfers Out 5,904 5,900 5,900 5,900 5,900 Total Expenditures 10,711 10,300 10,300 10,300 10,300 Ending Fund Balance 2,565$ 3,019$ 147,019$ 147,719$ 148,419$ FUND: 751 DOWNTOWN PARKING This agency fund collects assessments from Arroyo Grande Village merchants for the maintenance of the Village parking lots for the Downtown Village Merchants 2022-23 61Page 99 of 699 Interfund TransfersFY 2023-24 Personnel Operating Cost Allocation CIP Other General Fund (010) 4901 Personnel Transfers 798,800 4903 Cost Allocation 1,974,466 4909 Transfers In - TBID Fund 42,500 3,000 4950 Transfers In - Sales Tax Fund 268,300 4952 Transfers In - RDA Successor Fund 30,000 5902 Operating Transfers - Streets Fund (75,000) 5904 Transfers out - CIP Fund 5906 Transfers out - USDA City Hall loan (40,000) 5909 Transfers out - TBID Fund Sewer Fund (612) 5901 Personnel Transfers (189,700) 5903 Cost Allocation Transfers (330,700) 5904 Transfers out - CIP Fund (47,500) 5906 Transfers out - USDA City Hall loan (5,000) Water Fund (640) 5901 Personnel Transfers (517,600) 5903 Cost Allocation Transfers (1,333,100) 5904 Transfers out - CIP Fund (47,500) 5906 Transfers Out - USDA City Hall Loan (8,800) 5913 Transfers Out - Lopez Fund (3,962,121) Lopez Fund (641) 4940 Transfers In - Water Fund 3,962,121 Grace Lane Assessment District (216) 5903 Cost Allocation Transfers (1,600) Landscape Maintenance District (217) 5903 Cost Allocation Transfers (1,400) Local Sales Tax Fund (218) 5904 Transfers out - CIP Fund (1,880,972) 5906 Transfers Out - USDA City Hall Loan (20,000) 5910 Transfers Out - General Fund (208,300) Parkside Assessment District (219) 5903 Cost Allocation Transfers (2,300) Streets (Gas Tax) (220) 4902 Operating Transfer In Transportation 400,000 4903 Operating Transfer In - General Fund 75,000 5901 Personnel Transfers (87,000) 5903 Transfer out - CIP Fund (453,300) 5910 Transfers Out - General Fund (299,466) Transportation (225) 5902 Operating Transfers (400,000) 62Page 100 of 699 Interfund TransfersFY 2023-24 Personnel Operating Cost Allocation CIP Other TBID Fund (240) 5901 Personnel Transfers (47,000) 5910 Transfer out - General Fund (3,000) COPS Fund (271) 5904 Transfers out - CIP Fund (119,300) CIP Fund (350) 4920 Streets Fund 453,300 4929 COPS Fund 119,300 4930 Sewer Fund 47,500 4940 Water Fund 47,500 4950 Sales Tax 1,820,972 Downtown Parking Fund (751) 5903 Cost Allocation Transfers (5,900) USDA City Hall Loan Fund (472) 4910 Transfer In - General Fund 40,000 4930 Sewer Fund 5,000 4940 Water Fund 8,800 4950 Sales Tax 20,000 RDA Successor Fund (286) 5910 Transfers Out - General Fund (30,000) Total - - - - - 63Page 101 of 699 Interfund TransfersFY 2024-25 Personnel Operating Cost Allocation CIP Other General Fund (010) 4901 Personnel Transfers 823,900 4903 Cost Allocation 2,014,000 4909 Transfers In - TBID Fund 42,500 3,000 4950 Transfers In - Sales Tax Fund 274,700 4952 Transfers In - RDA Successor Fund 30,000 5902 Operating Transfers - Streets Fund (75,000) 5904 Transfers out - CIP Fund (2,360,000) 5906 Transfers out - USDA City Hall loan (40,000) Sewer Fund (612) 5901 Personnel Transfers (196,200) 5903 Cost Allocation Transfers (330,700) 5906 Transfers out - USDA City Hall loan (5,000) Water Fund (640) 4943 Transfer In - Water Availability Fund 5901 Personnel Transfers (531,300) 5903 Cost Allocation Transfers (1,333,100) 5906 Transfers Out - USDA City Hall Loan (8,800) 5913 Transfers Out - Lopez Fund (4,080,985) Lopez Fund (641) 4940 Transfers In - Water Fund 4,080,985 Grace Lane Assessment District (216) 5903 Cost Allocation Transfers (1,600) Landscape Maintenance District (217) 5903 Cost Allocation Transfers (1,400) Local Sales Tax Fund (218) 5904 Transfers out - CIP Fund (3,622,879) 5906 Transfers Out - USDA City Hall Loan (20,000) 5910 Transfers Out - General Fund (214,700) Parkside Assessment District (219) 5903 Cost Allocation Transfers (2,300) 5904 Transfers out - CIP Fund (250,000) Streets (Gas Tax) (220) 4902 Operating Transfer In Transportation 425,000 4903 Operating Transfer In - General Fund 75,000 5901 Personnel Transfers (91,900) 5903 Transfer out - CIP Fund (469,200) 5910 Transfers Out - General Fund (339,000) Transportation (225) 5902 Operating Transfers (425,000) 64Page 102 of 699 Interfund TransfersFY 2024-25 Personnel Operating Cost Allocation CIP Other TBID Fund (240) 5901 Personnel Transfers (47,000) 5910 Transfer out - General Fund (3,000) CIP Fund (350) 4910 General Fund 2,360,000 4920 Streets Fund 450,000 4930 Sewer Fund 282,000 4940 Water Fund 430,000 4950 Sales Tax 3,120,079 Downtown Parking Fund (751) 5903 Cost Allocation Transfers (5,900) USDA City Hall Loan Fund (472) 4910 Transfer In - General Fund 40,000 4930 Sewer Fund 5,000 4940 Water Fund 8,800 4950 Sales Tax 20,000 RDA Successor Fund (286) 5910 Transfers Out - General Fund (30,000) Total - - - - - 65Page 103 of 699 The Administration of Your City Government INTRODUCTION Ci�es are a deliberate democra�c choice to provide local enhanced public services above and beyond what the State can supply through the legislature and the County Board of Supervisors. In order to effec�vely operate business func�ons, the City of Arroyo Grande is organized into three departments (City Administra�on, Legisla�ve and Informa�on Services, and Administra�ve Services) that are the core of an effec�ve government structure. The City Council Your City government is entrusted to five elected officials that serve as the City Council – A Mayor (elected every two years) and four City Council Members (elected to represent one of four electoral districts every four years on staggered elec�on schedules). These five elected officials make all policy decisions for the City. The Mayor is the ceremonial head of the City and is equal to the other City Council Members when it comes to power to make policy. In addi�on to interac�ng with the community and preparing for and atending City Council mee�ngs, all City Council Members also serve on other government bodies such as the South San Luis Obispo County Sanita�on District, Five Ci�es Fire Authority, the Air Pollu�on Control District, and the Integrated Waste Management Authority. City Council Members receive a small s�pend to cover minor expenses of office. Addi�onally, each City Council Member is offered health insurance and they are enrolled in a non-CalPERS re�rement plan. City Attorney The City Atorney is a professional specializing in the area of Municipal Law. The City Council appoints a city atorney to whom it turns to for legal advice. The City Atorney atends Council mee�ngs to advise on points of the law and to ensure that all proper procedures are maintained. The City Atorney also provides legal advice and represents the City Council, City Manager, City departments and other City boards and commissions on legal maters. The City Atorney is responsible for dra�ing ordinances, reviewing contracts, and prosecu�ng municipal code viola�ons. Retiree Health This program accounts for the City’s obliga�ons to re�rees for post-employment benefits other than pensions. The City provides minimal health contribu�ons for re�rees that have met certain criteria related to years of service. 66Page 104 of 699 The Administration of Your City Government 45 CITY MANAGER PURPOSE Support the City Council in carrying out the community’s vision by identifying policy issues, analyzing and recommending solutions to those issues, implementing the Council’s direction and managing the operation of the organization. SERVICES AND STRUCTURE The City Manager’s Office consists of the following programs: City Management Provide citywide leadership and coordina�on to the City organiza�on; provide policy development support for the City Council; implement economic development ini�a�ves; and represent the City's interests in local and regional issues. Human Resources Develop, implement, and support programs and processes that add value to the City and its employees; ensure organiza�onal compliance with employment laws and regula�ons; coordinate employee training and development; and develop policies and procedures to ensure a safe and welcome workplace. FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS • Creation of the Central Coast Blue Regional Recycled Water Authority, participation in a joint City Council Meeting, and selection of the General Manager of the Authority • Completion of an organizational assessment of the Five Cities Fire Authority (FCFA) and transition of the FCFA through Oceano’s exit from the Joint Powers Authority, including the preparation of an Amended and Restated FCFA Joint Powers Agreement, a fee-for-service agreement with Oceano, and an agreement addressing ongoing liabilities following Oceano’s exit from the JPA • Coordination of the City’s response to the winter 2023 storm emergencies • Completion of a Request for Proposals and new agreement for City Attorney services • Completion of a Citywide Compensation Study • Facilitated Council goal setting process, as well as updates on current Fiscal Year (FY) goals • Development of coordinated work plan process to implement Council goals for FY 2023-25 PERFORMANCE MEASURES Measure FY 21-22 Actual FY 22-23 Projected Actual FY 23-24 Target FY 24-25 Target 1 City Manager’s Office will hold in person meetings with community groups, organizations, and partners 12* 36 24 24 2 Number of DEIJ Trainings offered to City staff N/A 4 4 4 3 Number of Vacant Positions 6 7 5 5 * FY 21-22 actuals were lower due to COVID 19 restrictions 67Page 105 of 699 The Administration of Your City Government 46 FY 2023-25 DEPARTMENT WORK PLAN Strategic Goal Task/Action Timeline for Completion Standard Operations Participate in FCFA Management Committee Ongoing Standard Operations Ensure recommendations of Baker Tilly for the FCFA are scheduled and completed Begin 1Q FY2023-24, complete 4Q FY2023-24 Standard Operations Update the City's Emergency Operations Plan Obtain grant funding for a consultant to prepare an updated EOP; begin 1Q FY2024-25 and complete by 4Q FY2024-25, depending on grant availability. Standard Operations DEIJ Training Conduct training sessions at least once quarterly Standard Operations Work with 5Cities Homeless Coalition on South County Shelter Support efforts to develop a permanent warming shelter location within Arroyo Grande through necessary zoning ordinance amendments and use of ARPA funding Standard Operations Support efforts to amend the IWMA JPA to add County as a party Begin 1Q FY2023-24, complete 3Q FY2023-24 Standard Operations Serve on the Central Coast Community Energy (3CE) Policy and Operations Boards 2Q FY 2025-26 Funding 1.1a Evaluate Economic Development Management Services 2Q FY 2023-24 Funding 1.1b Obtain Economic Development Management Services 3Q FY 2023-24 Funding 1.1c Support Modifications to the AGTBID 2Q FY 2023-24 Funding 1.1c.i. Transition Administration to City staff 1Q FY 2023-24 Funding 1.1c.ii. Complete Modifications to AGTBID Bylaws and Advisory Board Structure 2Q FY 2023-24 Funding 1.1d 400 W. Branch Disposition and Development Agreement 4Q FY 2023-24 Funding 1.2a Issue an RFP for a consultant to develop a survey and outreach strategy to community 1Q FY2023-24 Funding 1.2b Award contract with consultant to develop a survey and outreach strategy to community 1Q FY2023-24 68Page 106 of 699 The Administration of Your City Government 47 Strategic Goal Task/Action Timeline for Completion Funding 1.2c Conduct public outreach to the community to communicate need for additional revenue, including facilitation of a Citizen Committee 1Q FY 2024-25 Funding 1.2d Bring Revenue ballot measure to Council for consideration 4Q FY 2023-24 Funding 1.3a Conduct study session with the City Council regarding potential cannabis ordinance 3Q FY 2023-24 Funding 1.3b Prepare and adopt cannabis ordinance, if directed by the City Council 1Q FY 2024-25 Funding 1.3c Evaluate feasibility of a Cannabis Tax 1Q FY 2024-25 Fire Services 2.1a Pursue potential contract with the County to serve Oceano 4Q FY 2023-24 Fire Services 2.2a Consider including Public Safety in proposed Revenue measure 4Q FY 2024-25 Infrastructure 3.1a Consider Community partnership for Mark M. Millis Community Center construction 4Q FY 2023-24 Infrastructure 3.1b Include infrastructure in new Revenue Measure plans and outreach 4Q FY 2024-25 Infrastructure 3.2a Support ongoing development and financing of Central Coast Blue project Ongoing 69Page 107 of 699 The Administration of Your City Government 48 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACTUAL BUDGET BUDGET BUDGET BUDGET Expenditures by Program City Council 165,460$ 115,800$ 115,800$ 157,500$ 159,300$ Retirees Health 237,673 235,000 235,000 235,000 235,000 City Manager 299,468 465,100 465,100 599,800 613,500 Human Resources 161,247 224,156 224,156 206,200 213,200 City Attorney 262,145 290,000 290,000 294,400 303,142 Total 1,125,993$ 1,330,056$ 1,330,056$ 1,492,900$ 1,524,142$ Expenditures by Category Salary and Benefits 625,373$ 878,400$ 878,400$ 897,500$ 922,300$ Services and Supplies 408,309 451,656 451,656 595,400 601,842 Operating Equipment - - - - - Debt Service - - - - - Capital Items and Transfers 92,311 - - - - Total 1,125,993$ 1,330,056$ 1,330,056$ 1,492,900$ 1,524,142$ Funding Sources General Fund 1,125,993$ 1,330,056$ 1,330,056$ 1,492,900$ 1,524,142$ Personnel Complement Elected Officials: Mayor and City Council 5.0 5.0 5.0 5.0 5.0 Full-time: City Manager 1.0 1.0 1.0 1.0 1.0 Human Resources Manager 1.0 1.0 1.0 1.0 1.0 Management Analyst - 1.0 1.0 1.0 1.0 Contract: City Attorney 1.0 1.0 1.0 1.0 1.0 Total 8.0 9.0 9.0 9.0 9.0 FISCAL YEAR 2022-23 70Page 108 of 699 The Administration of Your City Government 49 LEGISLATIVE & INFORMATION SERVICES PURPOSE Be an effective, valuable communication point for the City Council, the public, and staff; to ensure transparency and access to the legislative process and ensure compliance with applicable State and local laws and regulations relating to municipal elections, open meetings, financial reporting, and access to public records. SERVICES AND STRUCTURE The Legislative & Information Services Department consists of the following programs: City Clerk The City Clerk is the local official who administers democra�c processes, such as elec�ons, access to City records, and all legisla�ve ac�ons, ensuring transparency to the public. The City Clerk also atests, seals, and/or cer�fies official documents; receives and files pe��ons, subpoenas, and summons. The City Clerk serves the City Council, City Manager, City staff, and the public. Public Information Collect, develop, and organize informa�on for dissemina�on to the public through a variety of media including newspapers, newsleters, mailers, social media networks, email, the City website, and Government Access TV Channel. FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS • Administered the November 8, 2022 Municipal Elec�on • Coordinated the transi�on from an at-large to a by-district elec�on system • Coordinated educa�on efforts for Transac�on & Use Tax Measure, Measure D-22 • Overhauled and re-launched the City Facebook Page • Conducted extensive public outreach during the winter 2023 storm events • Completed digi�za�on of all personnel records crea�ng greater records efficiencies • Created Electronic Signature Policy for greater efficiencies in processing agreements, official documents, and internal forms • Launched the first Citywide newsleter in 8 years – the Arroyo Grande Gazete 71Page 109 of 699 The Administration of Your City Government 50 PERFORMANCE MEASURES Measure FY 21-22 Actual FY 22-23 Projected Actual FY 23-24 Target FY 24-25 Target 1 Percentage of Legal Notices published within established timelines 100% 100% 100% 100% 2 Percentage of Public Records Act Requests Processed within required timeframes 100% 100% 100% 100% 3 Citywide Newsletters Issued 0 2 4 4 4 Information spotlights on City website 70 105 90 90 5 Press Releases Issued 166* 70 80 80 6 Total followers on all City social media channels (Joined NextDoor in FY 22-23) Apx 7,800** 14,341 15,000 15,500 *This number of press releases is significantly higher due to the COVID-19 pandemic and the number of County Public Health news releases the City shared **This number is approximate due to the closure of the City’s old Facebook page and relaunch of the new City Facebook page in 2022 FY 2023-25 DEPARTMENT WORK PLAN Strategic Goal Task/Action Timeline for Completion State Mandate In-house Ethics Training for Officials and Staff Ongoing; Winter 2025 for newly electeds/advisory body members/staff State Mandate 2024 General Municipal Election Candidate materials/handbook; Calling of the Election in Spring/Summer 2024; Ballot Measure Resos/Notices Spring/Summer 2024; Candidate nomination meetings Summer 2024; Candidate filing Summer 2024; Election filings and notices Summer 2024-Fall 2024; Candidate Forum Fall 2024; Campaign Statements; Certification of the Election and Council Reorganization Winter 2024 Standard Operations Continue training on Agenda Management Ongoing training for new staff; Host tips/tricks/training refresher by 72Page 110 of 699 The Administration of Your City Government 51 Strategic Goal Task/Action Timeline for Completion Winter 2023; evaluate use of additional modules Standard Operations Develop In-House Records Training for New Staff Host training by Winter 2023 Standard Operations Develop a City Seal Policy Draft Policy for legal/CM review by Fall 2023; Issue by Winter 2024 Standard Operations Update Ticket Policy Draft updated Policy for legal/CM review by Winter 2025; Issue by Spring 2025 Standard Operations Social Media Archiving Evaluate need and options (demos) by Winter 2025; Develop budget request for FY 25-27 budget in Winter of 2025 Standard Operations Translation Services (supports DEIJ initiatives) Evaluate options for translation services for print communications and public meetings by Summer 2023; Select translation service by Fall 2023 Standard Operations Develop Brand Guidelines Develop draft guidelines and templates; convene "user group" for feedback; CM/Director review; Guidelines completion and implementation by Spring 2025 Standard Operations Implement new process for agreement retention through LaserFische Draft process by Winter 2024; convene "user group" for review and feedback; User training; implement by Winter 2025 Standard Operations Broadcasting/Cablecasting Services Evaluate options for broadcasting/cablecasting services for public meetings by Winter 2024; RFP; work with AS IT Standard Operations Explore options for "Open City Hall" platform for community engagement Summer 2024 Funding 1.1c Support Modifications to the AGTBID 2Q FY 2023-24 1.1c.ii. Complete Modifications to AGTBID Bylaws and Advisory Board Structure 2Q FY 2023-24 Funding 1.2a Issue an RFP for a consultant to develop a survey and outreach strategy to community 1Q FY2023-24 Funding 1.2b Award contract with consultant to develop a survey 1Q FY2023-24 73Page 111 of 699 The Administration of Your City Government 52 Strategic Goal Task/Action Timeline for Completion and outreach strategy to community Funding 1.2c Conduct public outreach to the community to communicate need for additional revenue, including facilitation of a Citizen Committee 1Q FY 2024-25 Funding 1.2d Bring Revenue ballot measure to Council for consideration 4Q FY 2023-24 Fire Services 2.2a Consider including Public Safety in proposed Revenue measure 4Q FY 2024-25 Infrastructure 3.1b Include infrastructure in new Revenue Measure plans and outreach 4Q FY 2024-25 General Plan Update 4.1a Plan and Host a Kick-Off Meeting with Community 1Q FY 2023-24 74Page 112 of 699 The Administration of Your City Government 53 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACTUAL BUDGET BUDGET BUDGET BUDGET Expenditures by Program City Clerk 346,425$ 471,275$ 471,275$ 411,260$ 486,260$ Printing/Duplicating 18,918 25,600 25,600 29,900 29,900 Total 365,343$ 496,875$ 496,875$ 441,160$ 516,160$ Expenditures by Category Salary and Benefits 288,941$ 338,300$ 338,300$ 334,400$ 346,500$ Services and Supplies 76,402 158,575 158,575 106,760 169,660 Operating Equipment - - - - - Debt Service - - - - - Capital Items - - - - - Total 365,343$ 496,875$ 496,875$ 441,160$ 516,160$ Funding Sources General Fund 365,343$ 496,875$ 496,875$ 441,160$ 516,160$ Personnel Complement Full-time: Director 1.0 1.0 1.0 1.0 1.0 Exec Asst/Deputy City Clerk 1.0 - - - - Deputy City Clerk/Communicat - 1.0 1.0 1.0 1.0 Part time (FTE): Sr. Office Assistant 0.6 - - - - Executive Secretary - 0.6 0.6 0.6 0.6 Total 2.6 2.6 2.6 2.6 2.6 FISCAL YEAR 2022-23 75Page 113 of 699 The Administration of Your City Government 54 ADMINISTRATIVE SERVICES DEPARTMENT PURPOSE Provide accurate and timely financial and accounting information through the maintenance of appropriate financial systems and effective internal controls to promote the City’s fiscal accountability. To engage in a partnership with the departments to provide technical guidance in an effective, strategic, and fiscally responsible manner for all technology initiatives. SERVICES AND STRUCTURE The Administrative Services Department consists of the following programs: Financial Services The Administra�ve Services Department manages the City's financial systems by providing accurate and �mely ac�ons and informa�on to City Council, opera�ng departments, and the public. Policies, record keeping and repor�ng are carried out in compliance with generally accepted accoun�ng principles and all applicable laws and regula�ons. Areas of responsibility include u�lity billing, cash receip�ng, accounts payable, payroll, budge�ng, business licensing and non-departmental charges that are not directly related to a specific department. Information Technology The Informa�on Technology (IT) Division handles all centralized and many decentralized City technology services, facilita�ng the City's ability to deliver effec�ve and efficient service to the public. IT staff perform maintenance and upgrades of the City's IT network system, ensures network security, supports mul�ple so�ware applica�ons, manages the Citywide IT replacement program purchases, provides technical support City staff members, and completes research and planning for new technology solu�on. FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS • Awarded contract to Tyler Technologies to implement Enterprise ERP • Awarded contract to Willdan Financial Services to update the City’s comprehensive fee schedule, including development impact fees • Awarded a contract to Baker Tilly to provide accoun�ng support and update the Citywide Purchasing Policies • Updated the Local Sales Tax Measure Annual report • Started working with FEMA to receive funding related to the winter 2023 storm events 76Page 114 of 699 The Administration of Your City Government 55 PERFORMANCE MEASURES Measure FY 21-22 Actual FY 22-23 Projected Actual FY 23-24 Target FY 24-25 Target 1 Complete ACFR 180 days after close of fiscal year 04/12/2022 04/11/2023 12/31/2023 12/31/2024 2 Number of A/P checks generated annually 3612 3600 3600 3600 3 Number of payroll checks generated annually 3,429 3,430 3,450 3,450 4 Number of IT tickets processed 769 417 565 575 FY 2023-25 DEPARTMENT WORK PLAN Strategic Goal Task/Action Timeline for Completion Standard Operations Complete Purchasing Policy Update Q1 FY 2023-24 Standard Operations Initiate ERP conversion Initiate Q1 FY 2023-24 Standard Operations Council Adoption of updated User Fees and Development Impact Fees Q1 FY 2023-24 Standard Operations Finalize 2023 ACFR by 12/31/24 Q2 FY 2023-24 Funding 1.2d Bring Revenue ballot measure to Council for consideration 4Q FY 2023-24 1.3c Evaluate feasibility of a Cannabis Tax 1Q FY 2024-25 Fire Services 2.2a Consider including Public Safety in proposed Revenue measure 4Q FY 2024-25 Infrastructure 3.1b Include infrastructure in new Revenue Measure plans and outreach 4Q FY 2024-25 Infrastructure 3.1c Collect FEMA reimbursement for January - March 2023 storm damage 3Q FY2024-25 Infrastructure 3.1d Pursue Grant applications and administration for infrastructure projects Ongoing Infrastructure 3.2a Support ongoing development and financing Ongoing 77Page 115 of 699 The Administration of Your City Government 56 Strategic Goal Task/Action Timeline for Completion of Central Coast Blue project 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACTUAL BUDGET BUDGET BUDGET BUDGET Expenditures by Program Administrative Services 689,306$ 884,010$ 884,010$ 799,480$ 825,280$ Information Technology 601,973 730,297 730,297 892,900 905,000 Non-Departmental 3,989,880 5,723,421 6,290,757 3,501,400 5,901,637 FCFA (Fire Service)2,052,061 2,052,061 2,052,061 2,847,000 2,983,500 CalPERS UAL payment - - - - - Total 7,333,220$ 9,389,789$ 9,957,125$ 8,040,780$ 10,615,417$ Expenditures by Category Salary and Benefits 2,431,537$ 4,020,035$ 4,587,371$ 2,365,600$ 2,358,800$ Services and Supplies 3,583,688 3,822,169 3,822,169 5,548,580 5,770,017 Operating Eqipment - - - - - Debt Service 11,600 11,800 11,800 11,600 11,600 Capital Items and Transfers 1,306,396 1,535,785 1,535,785 115,000 2,475,000 Total 7,333,220$ 9,389,789$ 9,957,125$ 8,040,780$ 10,615,417$ Funding Sources General Fund 7,333,220$ 9,389,789$ 9,957,125$ 8,040,780$ 10,615,417$ Personnel Complement Full-time: Director 1.0 1.0 1.0 1.0 1.0 Information Tech Manager 1.0 1.0 1.0 1.0 1.0 Accounting Manager 1.0 1.0 1.0 1.0 1.0 Accounting Supervisor - - - - - Senior Accounting Clerk 3.0 3.0 3.0 3.0 3.0 Information Tech Specialist 1.0 1.0 1.0 1.0 1.0 Accounting Clerk - - - - - Total 7.0 7.0 7.0 7.0 7.0 FISCAL YEAR 2022-23 78Page 116 of 699 Public Works PURPOSE The City of Arroyo Grande Public Works Department provides high-quality, cost-effective services that ensure that the design, construction, maintenance and operation of public infrastructure, facilities, and services are responsive to the needs of residents, visitors, businesses, and other City departments. SERVICES AND STRUCTURE The Public Works Department consists of the following programs: Emergency and Day to Day Demands Staff respond to emergency events such as storms and resul�ng flooding, etc. A�er traffic accidents, staff facilitate street closures and debris cleanup. In addi�on, the Department repairs and fills potholes, installs red curbs and street signs. In addi�on, staff maintain all street and traffic ligh�ng. The Department responds to fallen trees or branches within the City limits and also facilitates homeless encampment pos�ng and cleanup. Staff respond to any facility maintenance requests, such as electrical, plumbing, pest control, or other safety issues and disposes of and collects trash within the City limits. Facilities Maintenance Staff conduct all maintenance ac�vi�es at City Facili�es, such as AC/hea�ng maintenance, office pain�ng, moving and assembly of office furniture, trash and sani�za�on of offices and restrooms, and landscape maintenance. The Department also maintains all Public Use facili�es such as the Woman’s Club, Recrea�on building, park facili�es (gazebos, BBQs, picnic tables), and public restrooms (plumbing repairs, graffi� removal, vandalism repair, maintenance, stocking, and sani�za�on). Annual Pavement Management Plan/Street Repairs Program Each year the Department iden�fies street segments that require certain maintenance treatments. The inten�on of this is to perform slurry seal, overlays, and digout repairs to slow the deteriora�on and avoid near-term reconstruc�on. In addi�on to the treatments men�oned above, the Program proposes to include refreshing exis�ng traffic striping and pavement markings on certain arterial streets. Annual Concrete Repairs Program Each year staff iden�fies damaged sidewalks (priority loca�ons: commercial areas, high pedestrian traffic areas, and safe routes to schools) requiring repair to mi�gate the poten�al for trip and fall hazards located in the public right-of-way. Sidewalk gaps are also evaluated for cost and connec�vity, and curb ramp improvements are included to the extent possible. Annual Storm Drain Maintenance Program The City’s storm drain maintenance program includes removal of debris in the City’s 517 storm drain inlets and ou�alls. All maintenance is in prepara�on for storm events, compliance with MS4 permits and allowing drainage to func�on as designed. This also includes maintenance of all 8 City-owned drainage and reten�on basins and other drainage facili�es. Annual Soto Sports Complex Annual Field Maintenance Program Annually, the Department conducts hydro seeding and turf maintenance as well as infield and ou�ield dirt improvements. Staff manage all irriga�on maintenance, fence repairs and field ligh�ng maintenance. 79Page 117 of 699 Public Works Annual Vegetation Maintenance Program Staff conduct annual street, parks, and open space tree and shrub trimming, removal, and plan�ng, fire fuel vegeta�on management at development and interfaces (i.e. Ocean Oaks Condos), as well as turf management at parks. The City has received USA accredita�on as a Tree City. Sewer Lift Station Maintenance All five (5) sewer li� sta�ons are cleaned along with 10 check valves. This maintenance program helps ensure trouble free opera�on of these sta�ons. Water Conservation Programs Cash for Grass projects, Washing Machine Rebates, and Home Water Audits are provided as part of the City’s Water Conserva�on Program. Home water audits help our customers make changes in their current water use to help them con�nue to conserve water. Annual Water System Air/Vacuum Valve Program All of the City’s 130 Air/Vac valves are cleaned and tested for proper opera�on. Air and vacuums formed in the pipeline can have serious effects on the opera�on of the pipeline like pipe failure, pressure build and vibra�on. Air/Vacuum valves allow large volumes of air to be exhausted from or admited into a pipeline as it is being filled or drained. Annual Water Audit Program The Audit is a requirement from the Department of Water Resources. This detailed audit must be validated by a third party cer�fied by the American Water Works Associa�on. Fleet, Equipment, and Fuel Management and Coordination (not FCFA) The Department maintains the Citywide fleet which includes �re and oil changes, brake pads and rotors maintenance, and more complex repairs on equipment. Staff manage the replacement program and surplus vehicles and equipment program (not including FCFA), including the procurement and bids for new vehicles and equipment. The Department manages fuel purchasing, pumps system and fuel dispenser system maintenance, and annually reviews the San Luis Obispo County Air Pollu�on Control District (APCD) Permit. Engineering Division The Division is responsible for the City’s long term City infrastructure, including projects for repair or improvement of exis�ng infrastructure, as well as ensuring new infrastructure, including infrastructure built by new development, meets the City’s standards. FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS • Oak Park and El Camino Real drainage repair • Implementation of water conservation programs and preparation of a Resolution rescinding the declaration of Stage 1 Water Shortage Emergency and related restrictions and penalties • Approval of both the Pavement Management Plan and Concrete Repairs Programs • Safe, responsive, and coordinated response to the winter 2023 storm emergencies • Storm-related debris removal projects in AG Creek 80Page 118 of 699 Public Works PERFORMANCE MEASURES Measure FY 21-22 Actual FY 22-23 Projected Actual FY 23-24 Target FY 24-25 Target 1 Pavement Condition Index 53 54 56 57 2 Pothole repairs (sacks of fill) 76 sacks = 85 pothole repairs 154 sacks = 200+ potholes 200 pothole repairs* 100 pothole repairs 3 Larger in-house pavement repairs 2 yards 7 yard of asphalt hot mix 8 yards of hot mix 3 to 5 yards of hot mix 4 Storm Drain Inlet inspection and maintenance 517 inlets 517 inlets 517 inlets 517 inlets * Pothole estimates in FY 2023-24 are high due to effect of 2023 winter storms FY 2023-25 DEPARTMENT WORK PLAN Strategic Goal Task/Action Timeline for Completion Standard Operations Soto Sports Field Lighting Improvement 4Q FY 2024-25 Standard Operations Expand Charging Stations on Public Property 4Q FY 2024-25 Standard Operations Drainage improvement needs identified during the 2023 Winter Storms 2Q FY 2024-25 Standard Operations Public Works office Space Expansion 4Q FY 2023-24 Standard Operations Negotiate Agreement for an Interconnect with Golden State Water Company 4Q FY 2024-25 Standard Operations Reorganization of Engineering under Public Works 1Q FY 2023-24 State Mandate Maintain Permit Requirements as mandated through the State Regional Water Quality Control Board Ongoing State Mandate SB 1383 Administration Ongoing State Mandate Conduct Speed Surveys 2Q FY 2023-24 Funding 1.1e Complete Transition of Temporary Parklets to Permanent Parklets 1Q FY2023-24 Infrastructure 3.1a Consider Community partnership for Mark M. Millis Community Center construction 4Q FY 2023-24 Infrastructure 3.1b Include infrastructure in new Revenue Measure plans and outreach 4Q FY 2024-25 Infrastructure 3.1d Pursue Grant applications and administration for infrastructure projects Ongoing 81Page 119 of 699 Public Works Strategic Goal Task/Action Timeline for Completion Infrastructure 3.2a Support ongoing development and financing of Central Coast Blue project Ongoing Infrastructure 3.2b NCMA Management Agreement Amendments Ongoing Infrastructure 3.3a.i. Traffic Way Bridge Design 2Q FY 2025-26 Infrastructure 3.3a.ii. Traffic Way Bridge ROW 3Q FY 2023-24 Infrastructure 3.3a.iii. Traffic Way Bridge Construction 2Q FY 2025-26 Infrastructure 3.3b Swinging Bridge Rehabilitation 2Q FY 2024-25 Infrastructure 3.3b.i. Swinging Bridge Rehabilitation NEPA 3Q FY 2023-24 Infrastructure 3.3bii Swinging Bridge Rehabilitation Bid for Construction 3Q FY 2023-24 Infrastructure 3.3b.iii. Swinging Bridge Construction 2Q FY 2024-25 Infrastructure 3.3c Halcyon Complete Streets Infrastructure 3.3c.i. Halcyon Complete Streets Design acquisition 1Q FY 2024-25 Infrastructure 3.3c.ii. Halcyon Complete Streets ROW acquisition 1Q FY 2024-25 Infrastructure 3.3c.iii. Halcyon Complete Streets Construction 2Q FY 2025-26 Infrastructure 3.3d.i. Award ATP Contract to Consultant 4Q FY 2022-23 Infrastructure 3.3d.ii. Final Approval of ATP by Council 3Q FY 2024-25 Infrastructure 3.3e 2022 Pavement Management Program Construction 2Q FY 2023-24 Infrastructure 3.3f 2024 Pavement Management Program Design 3Q FY 2023-24 Infrastructure 3.3g 2024 Pavement Management Program Construction 1Q FY 2024-25 Infrastructure 3.3h Community Safety Camera Network 4Q FY 2024-25 Infrastructure 3.3i Replacement Generator at Station 1 4Q FY 2023-24 Infrastructure 3.3j Lift Station 3 1Q FY 2024-25 Infrastructure 3.3k AG Creek Remediation (Debris removal and bank stabilization) 4Q FY 2023-24 Infrastructure 3.3l Concrete Repair Program 4Q FY 2024-25 Infrastructure 3.3m Concept plan/design for new Mark M. Millis Community Center Building 4Q FY 2023-24 Infrastructure 3.3n CMP Lining Ongoing 82Page 120 of 699 Public Works 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACTUAL BUDGET BUDGET BUDGET BUDGET Expenditures by Program Public Works Administration 865,803$ 1,075,500$ 1,075,500$ 1,075,175$ 1,109,950$ Engineering - - - 711,600 681,000 Park Maintenance 376,126 640,065 545,065 730,500 707,389 Soto Sports Complex Maint.214,021 241,000 241,000 240,950 235,450 Automotive Shop 175,956 155,600 155,600 181,280 172,000 Government Buildings 192,470 264,900 264,900 222,250 239,550 Total 1,824,377$ 2,377,065$ 2,282,065$ 3,161,755$ 3,145,339$ Expenditures by Category Salary and Benefits 1,279,007$ 1,576,900$ 1,576,900$ 2,092,300$ 2,174,200$ Services and Supplies 508,612 623,100 623,100 844,275 851,139 Operating Eqipment - 177,065 82,065 160,000 120,000 Debt Service 36,758 - - 15,180 - Capital Items - - - 50,000 - Transfers - - - - - Total 1,824,377$ 2,377,065$ 2,282,065$ 3,161,755$ 3,145,339$ Funding Sources General Fund 1,824,377 2,377,065 2,282,065 3,161,755 3,145,339 Funding Source Total 1,824,377$ 2,377,065$ 2,282,065$ 3,161,755$ 3,145,339$ FISCAL YEAR 2022-23 83Page 121 of 699 Public Works 2021-22 2022-23 2022-23 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACTUAL BUDGET BUDGET BUDGET BUDGET Personnel Complement Public Works Administration Full time: Director of Public Works 1.0 1.0 1.0 1.0 1.0 Administrative Secretary 1.0 1.0 1.0 1.0 1.0 Capital Projects Manager 1.0 1.0 1.0 1.0 1.0 Assistant Capital Projects Manager - 1.0 1.0 1.0 1.0 Subtotal 3.0 4.0 4.0 4.0 4.0 Engineering Full time: City Engineer - - - 1.0 1.0 Associate Engineer - - - 1.0 1.0 Engineering Inspector - - - 1.0 1.0 Subtotal - - - 3.0 3.0 Parks Full time: Public Works Manager 0.5 0.5 0.5 0.5 0.5 Parks, Trees, & Landscape Supervisor - 1.0 1.0 1.0 1.0 Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0 Maintenance Worker 1.0 2.0 2.0 2.0 2.0 Part time (FTE): Maintenance Worker 1.4 0.7 0.7 0.7 0.7 Subtotal 3.9 5.2 5.2 5.2 5.2 Streets Full time: Public Works Manager 0.5 0.5 0.5 0.5 0.5 Streets Maintenance Supervisor - 1.0 1.0 1.0 1.0 Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0 Maintenance Worker 2.0 1.0 1.0 1.0 1.0 Part time (FTE): Maintenance Worker - - - - - Subtotal 3.5 3.5 3.5 3.5 3.5 Soto Sports Complex Full time: Maintenance & Coodination Supervisor - 1.0 1.0 1.0 1.0 Maintenance Worker 2.0 1.0 1.0 1.0 1.0 Subtotal 2.0 2.0 2.0 2.0 2.0 Automotive Shop Full time: Fleet Maintenance Coordinator 1.0 1.0 1.0 1.0 1.0 Subtotal 1.0 1.0 1.0 1.0 1.0 84Page 122 of 699 Public Works 2021-22 2022-23 2022-23 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACTUAL BUDGET BUDGET BUDGET BUDGET Government Buildings Full time: Building Maintenance Worker 1.0 1.0 1.0 1.0 1.0 Part time (FTE): Maintenance Worker 0.7 0.7 0.7 0.7 0.7 1.7 1.7 1.7 1.7 1.7 Water Fund Full time: Utilities Manager 1.0 1.0 1.0 1.0 1.0 Public Works Supervisor - 1.0 1.0 1.0 1.0 Public Works Lead Worker 1.0 1.0 1.0 1.0 1.0 Maintenance Worker 5.0 4.0 4.0 4.0 4.0 Part time (FTE): Summer Interns 0.7 0.7 0.7 0.7 0.7 Subtotal 7.7 7.7 7.7 7.7 7.7 Sewer Fund Full time: Maintenance Worker 2.0 2.0 2.0 2.0 2.0 Part time (FTE): Summer Interns 0.7 0.7 0.7 0.7 0.7 Subtotal 2.7 2.7 2.7 2.7 2.7 Department Total 25.5 27.8 27.8 30.8 30.8 85Page 123 of 699 Community Development PURPOSE The Community Development Department is dedicated to promoting a diverse and equitable city while maintaining the City's unique environment and character, and balancing economic opportunities through effective land use planning and development review processes. SERVICES AND STRUCTURE The Community Development Department strives toward its mission through three divisions staffed by highly specialized professionals: Planning Division Professional planners develop new long-range plans and programs for the development or redevelopment of the City based upon the ever-changing needs and wants of the community to enhance the quality of life for our community. This includes: land use, circula�on, housing, economic development, agriculture and open space stewardship. Professional planners review proposed development projects to assure they are designed and will func�on according to the adopted plans of the community. By doing so, new developments must meet high standards. Building and Life Safety Division The State of California mandates that virtually all buildings and structures be constructed to very detailed building codes in order to reduce death, injuries, and damage from improperly designed and constructed buildings and fires, earthquakes, and other natural disasters. The California Building Codes also incorporate many regula�ons to achieve State public policy goals such as disabled access and energy conserva�on. The Division also reviews project plans, issues permits and provides inspec�on services for compliance with City ordinances, fire and life safety codes, Interna�onal Property Maintenance Code and works closely with the Community Services Specialist for code compliance. Community Services Division The Community Services Specialist (CSS) conducts code enforcement for the City. The CSS performs a wide variety of tasks such as providing informa�on, educa�ng the public, and conduc�ng appropriate inves�ga�ons. The CSS inves�gates alleged viola�ons generated by observa�on or public complaints to ensure compliance with regula�ons in the Arroyo Grande Municipal Code (AGMC). The code enforcement aspect also includes the enforcement of regula�ons related to temporary signs and banners; abandoned, junk or inoperable vehicles; unauthorized living in recrea�onal vehicles; grossly unreasonable accumula�ons of garbage, trash, or any other material that creates an unsafe or unhealthy condi�on for the neighborhood or the public in general. FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS • Adop�on of an Accessory Dwelling Unit Ordinance • Adop�on of a Short Term Rental Ordinance • Adop�on of a Tiny Homes on Wheels Ordinance • Adop�on of a Senate Bill 9 Ordinance • Adop�on of the 2022 California Building Codes • Establishment of a Permanent Parklet Program • Comple�on of Dra� Halcyon Complete Streets Plan 86Page 124 of 699 Community Development • Ini�ated a Comprehensive General Plan Update PERFORMANCE MEASURES Measure FY 21-22 Actual FY 22-23 Projected Actual FY 23-24 Target FY 24-25 Target 1 Building Permits Reviewed within 15 days 95% 95% 95% 95% 2 Percent of potential code enforcement cases with investigation initiated within 7 days 95% 95% 95% 95% 3 Percent of discretionary permits with initial completeness review within 30 days 100% 100% 100% 100% FY 2023-25 DEPARTMENT WORK PLAN Strategic Goal Task/Action Timeline for Completion Standard Operations Sign Ordinance PC and CC hearings in 2025 Standard Operations General Plan Annual Report Present to PC in Feb and to CC in March of each year on consent Standard Operations Work with 5Cities Homeless Coalition on South County Shelter Process a Development Code Amendment to allow emergency shelters in Fair Oaks Mixed Use zone with minor use permit. Introduce to CC in July 2023, with possible Adoption in August 2023. Standard Operations Community Services Grants Accept applications Oct-Nov. Convene Review Committee in December. Award grants at CC in January Standard Operations Reevaluate Public Art Guidelines Winter 2025 Standard Operations Draft ADU Ordinance 1Q FY 2023-24 Standard Operations Bring ADU Ordinance to Planning Commission for Approval 2Q FY 2023-24 Standard Operations Bring ADU Ordinance to Council for Approval 3Q FY 2023-24 State Mandate CDBG program Present staff recommendations to CC in Nov/Dec and finalize projects at CC in Feb/Mar State Mandate SB 1383 Enforcement Ongoing Funding 1.1d 400 W. Branch Disposition and Development Agreement 3Q FY 2024-25 87Page 125 of 699 Community Development Strategic Goal Task/Action Timeline for Completion Funding 1.1e Complete Transition of Temporary Parklets to Permanent Parklets 1Q FY2023-24 Funding 1.3a Conduct study session with the City Council regarding potential cannabis ordinance 3Q FY 2023-24 Funding 1.3b Prepare and adopt cannabis ordinance, if directed by the City Council 1Q FY 2024-25 Funding 1.3c Evaluate feasibility of a Cannabis Tax 1Q FY 2024-25 Infrastructure 3.1b Include infrastructure in new Revenue Measure plans and outreach 4Q FY 2024-25 Infrastructure 3.1d Pursue Grant applications and administration for infrastructure projects Ongoing Infrastructure 3.3c Halcyon Complete Streets 2Q FY 2025-26 Infrastructure 3.3c.i. Halcyon Complete Streets Design acquisition 1Q FY 2024-25 Infrastructure 3.3c.ii. Halcyon Complete Streets ROW acquisition 1Q FY 2024-25 Infrastructure 3.3c.iii. Halcyon Complete Streets Construction 2Q FY 2025-26 Infrastructure 3.3d.i. Award ATP Contract to Consultant 4Q FY 2022-23 Infrastructure 3.3d.ii. Final Approval of ATP by Council 3Q FY 2024-25 General Plan Update 4.1a Plan and Host a Kick-Off Meeting with Community 1Q FY 2023-24 General Plan Update 4.2a Management of DEIJ consultant Ongoing General Plan Update 4.3 General Plan Elements 3Q FY 2024-25 General Plan Update 4.4a Survey Local Businesses 4Q FY 2023-24 General Plan Update 4.4b Conduct a Retail Market Analysis 4Q FY 2023-24 General Plan Update 4.5 Climate Action Plan 3Q FY 2025-26 General Plan Update 4.6a Bring code changes to Planning Commission for approval 3Q FY 2025-26 General Plan Update 4.6b Bring draft Ordinance of code revision update to Council 4Q FY 2025-26 General Plan Update 4.7a Complete draft EIR 3Q FY 2024-25 General Plan Update 4.7b Complete final EIR 4Q FY 2024-25 General Plan Update 4.8 Objective Design Standards 1Q FY 2023-24 88Page 126 of 699 Community Development 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACTUAL BUDGET BUDGET BUDGET BUDGET Expenditures by Program Planning 460,887$ 887,600$ 887,600$ 1,305,982$ 1,334,882$ Engineering 661,724 749,300 749,300 - - Building & Life Safety 403,052 462,700 462,700 470,640 474,140 Total 1,525,663$ 2,099,600$ 2,099,600$ 1,776,622$ 1,809,022$ Expenditures by Category Salary and Benefits 974,301$ 1,366,400$ 1,366,400$ 921,000$ 955,900$ Services and Supplies 551,362 733,200 733,200 855,622 853,122 Operating Eqipment - - - - - Debt Service - - - - - Capital Items and Transfers - - - - - Total 1,525,663$ 2,099,600$ 2,099,600$ 1,776,622$ 1,809,022$ Funding Sources General Fund 1,520,663 2,094,600 2,094,600 1,771,622 1,804,022 TBID 5,000 5,000 5,000 5,000 5,000 Funding Source Total 1,525,663$ 2,099,600$ 2,099,600$ 1,776,622$ 1,809,022$ Personnel Complement Full-time: Director 1.0 1.0 1.0 1.0 1.0 Planning Manager - 1.0 1.0 1.0 1.0 Associate Planner 1.0 1.0 1.0 1.0 1.0 Assistant Planner 1.0 1.0 1.0 1.0 1.0 Community Services Specialist - 1.0 1.0 1.0 1.0 City Engineer 1.0 1.0 1.0 - - Associate Engineer 1.0 1.0 1.0 - - Permit Technician 1.0 1.0 1.0 1.0 1.0 GIS Analyst 1.0 1.0 - - - Engineering Inspector 1.0 1.0 1.0 - - Building Official 1.0 - - - - Building Permit Technician 1.0 1.0 1.0 1.0 1.0 Part time (FTE): Comm. Development Intern 0.5 0.5 0.5 0.5 0.5 Total 10.5 11.5 10.5 7.5 7.5 FISCAL YEAR 2022-23 89Page 127 of 699 Public Safety INTRODUCTION Keeping people safe is a core element of City services. In addition to the City’s efforts to avoid unsafe conditions, the City also provides services that quickly respond when needed. POLICE DEPARTMENT PURPOSE The purpose of the Arroyo Grande Police Department is to maintain public peace, safeguard lives and property, and provide for a quality of life whereby those persons within the City of Arroyo Grande have a sense of security and freedom in their daily ac�vi�es. To achieve these ends, the Arroyo Grande Police Department will maintain the capability to provide a superior level of law enforcement and related services that are appropriate and �mely. Specifically, the Arroyo Grande Police Department will maintain a viable proac�ve organiza�on that recognizes and effec�vely responds to current and future community needs and maximizes the available resources, personnel, and technology. SERVICES AND STRUCTURE The Police department is responsible for maintaining public order and safety, enforcing the law, and preven�ng, detec�ng, and inves�ga�ng criminal ac�vi�es. The Police Department is led by a Chief of Police and is supported by two Commanders who oversee two bureaus, Support Services, and Patrol Services. Support Services consist of inves�ga�ons, neighborhood services, records, property and evidence, regional SWAT, and School Resource Officer. Patrol Services consists of patrol opera�ons, traffic bureau, and Explorer POST. The Police Department operates the following programs: Support Services Program Support Services facilitates Crime preven�on educa�on, homeless outreach, neighborhood watch programs, military surplus acquisi�on, and planning for special events. Patrol Services Program Patrol Services facilitates directed traffic enforcement, DUI grants, tobacco compliance, Sex Offender registra�on, proba�on and warrant sweeps, high-risk opera�ons, and emergency services. FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS • Successful completion of a compliance audit of police records and training in accordance with the Commission of Peace Officers Standards and Training. • Partnered with the Five Cities Homeless Coalition to help designate the SLO County Regional Center as a dedicated warming shelter for the 22/23 winter season. • Establishment of an Officer Wellness Program designed to provide police staff with additional resources such as peer support, therapist consulting, and an online app used as a self-assessment well-being tool kit. • Implemented a new E-Ticket writing and traffic collision report writing software program funded through a grant from the Office of Traffic Safety. 90Page 128 of 699 Public Safety • Transitioned to a new and improved weapon sighting system for all sworn staff which involved a 3-day skill building introduction. PERFORMANCE MEASURES Measure FY 21-22 Actual* FY 22-23 Projected Actual* FY 23-24 Target* FY 24-25 Target* 1 Calls related to Homelessness 232 225 216 179 2 Reduce Crime (# of total Part I Crime by year)** 359 355 350 345 3 Traffic Collisions 274 220 200 200 *Note numbers are reported by calendar year ** Part I Crimes include: homicide, larceny, rape, assault, arson, robbery, burglary, and vehicle theft. FY 2023-25 DEPARTMENT WORK PLAN Strategic Goal Task/Action Timeline for Completion Standard Operations Re-Classify Part-time Cadet position into a full time Community Services Technician 1Q FY 2024-25 Standard Operations Complete after-action report for wellness grant 4Q FY 2023-24 Standard Operations Replace Expired Protective Equipment Ongoing Standard Operations Complete Fleet Project 2Q FY 2023-24 Standard Operations RIPA (Racial and Identity Profiling Advisory) Board Reporting Ongoing Standard Operations Amend Camping Ordinance 3Q FY 2023-24 State Mandate Continued Mandated Training for Staff Ongoing Infrastructure 3.3h Community Safety Camera Network 4Q FY 2024-25 91Page 129 of 699 Public Safety 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACTUAL BUDGET BUDGET BUDGET BUDGET Expenditures by Program Police 1,102,005$ 1,622,592$ 1,622,592$ 1,478,015$ 1,546,337$ Patrol Services 3,323,697 3,648,700 3,648,700 3,604,500 3,729,900 Police Support Services 1,130,263 1,094,100 1,094,100 1,308,535 1,461,035 OTS - Special Grant Progroms 33,504 - - - - DOJ Tobacco Grant 9,230 - - - - Total 5,598,698$ 6,365,392$ 6,365,392$ 6,391,050$ 6,737,272$ Expenditures by Category Salary and Benefits 4,498,623$ 4,738,600$ 4,738,600$ 4,900,700$ 5,192,200$ Services and Supplies 1,007,308 1,075,531 1,075,531 1,178,064 1,232,786 Debt Service 80,136 274,461 274,461 282,786 282,786 Operating Eqipment 12,632 276,800 276,800 29,500 29,500 Capital Items and Transfers - - - - - Total 5,598,698$ 6,365,392$ 6,365,392$ 6,391,050$ 6,737,272$ Funding Sources General Fund 5,598,698 6,365,392 6,365,392 6,391,050 6,737,272 Personnel Complement Full-time: Chief of Police 1.0 1.0 1.0 1.0 1.0 Commander 2.0 2.0 2.0 2.0 2.0 Sergeant 5.0 5.0 5.0 5.0 5.0 Senior Police Officer 6.0 6.0 6.0 6.0 6.0 Police Officer 13.0 13.0 13.0 13.0 13.0 Executive Secretary 1.0 1.0 1.0 1.0 1.0 Records Clerk 2.0 2.0 2.0 2.0 2.0 Police Services Technician - - - - 1.0 Total 30.0 30.0 30.0 30.0 31.0 Part time (FTE): Neighborhood Services Tech 1.4 - - - - Level I Reserve Officer 0.5 - - - - Cadet 1.0 1.0 1.0 - - Training Technician 0.5 0.5 0.5 0.5 0.5 Fleet/Equipment Technician - - - - - Total 3.4 1.5 1.5 0.5 0.5 Sworn Employees 28.0 28.0 28.0 27.0 28.0 Non-sworn Employees 5.4 3.5 3.5 3.5 3.5 FISCAL YEAR 2022-23 92Page 130 of 699 Public Safety FIRE DEPARTMENT- FIVE CITIES FIRE AUTHORITY In 2004, the cities of Arroyo Grande and Grover Beach collaboratively entered an agreement to share one fire chief and training officer. This agreement was expanded over the next several years to include equipment sharing, a consolidation of the reserve firefighter program and the introduction of "boundary drops," meaning that the closest fire resource would be dispatched to a 9-1-1 call without consideration of community boundary. In 2009, the Oceano Community Services District (OCSD) joined the other communities and on July 9, 2010, a complete fire department consolidation took place, resulting in the creation of the Five Cities Fire Authority (FCFA) Joint Powers Authority (JPA). The Five Cities Fire Authority was created to increase service levels to citizens and visitors, to ensure consistent and professional training standards, and to increase operational efficiencies. Since the establishment of the JPA, the OCSD has failed twice to pass a special tax measure to raise additional revenue to ensure funding consistent with the Strategic Plan. Since the failure of the special tax measure, a defined one-year wind down period per the second amendment to the JPA began on July 1, 2022. A new JPA is currently being considered by Council with an effective date of July 1, 2023. When an Arroyo Grande resident dials 9-1-1, they have likely found themselves in a situation that they can no longer manage on their own. Today’s fire service must have the personnel, training and tools to respond to a variety of situations including: • Medical emergencies • Traffic collisions • Technical rescues • Structure and vegetation fires • Hazardous materials 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACTUAL BUDGET BUDGET BUDGET BUDGET Expenditures by Program City Contribution to FCFA 2,580,955 2,580,955 2,580,955 3,796,000 3,978,000 Expenditures by Category Services and Supplies 2,580,955 2,580,955 2,580,955 3,796,000 3,978,000 Funding Sources General Fund 2,052,061 2,052,061 2,052,061 2,847,000 2,983,500 Local Sales Tax Fund 528,894 528,894 528,894 949,000 994,500 Funding Source Total 2,580,955 2,580,955 2,580,955 3,796,000 3,978,000 FISCAL YEAR 2022-23 93Page 131 of 699 Recreation Services PURPOSE To provide healthy, sustainable, and safe environments and offer quality recreation, leisure, and cultural activities for people of all ages to play, learn, and build community. To foster human development and provide affordable health and wellness opportunities while supporting economic development by strengthening community image and sense of place. SERVICES AND STRUCTURE The Recreation Services Department consists of the following programs: Recreation Administration Implement Council goals and direc�on; provide leadership of and for the Recrea�on Services Department; coordinate with other City departments to accomplish goals and objec�ves; provide high level customer service to the community (internal and external); and represent the City in non-profit and business partnerships. In addi�on, in FY 2023-24 Recrea�on Administra�on will take on the administra�on of the Tourism Business Improvement District (TBID). Facilities Provide and facilitate access to public facili�es (two community centers, public parks, Soto Sports Complex, community gardens, tennis and pickleball courts); coordinate public requests and develop rela�onships with external users; organize maintenance and City schedules; administer and collect fees; oversee facility supervision and opera�ons. Special Events Plan, develop and provide opportuni�es for community engagement, fun and celebra�on. Work with local agencies, non-profits and businesses to enrich the community through historical, cultural and relevant events. Volunteer Program Recruit, train and oversee volunteers to assist with events, special projects and City opera�ons. Develop rela�onships with community and neighboring agencies to provide con�nuity and support. Adult Sports Coordinate adult basketball and so�ball sports leagues for the community. Provide relevant ac�ve sports opportuni�es for adults. Youth Sports Coordinate the Youth Wrestling program. Provide relevant ac�ve sports opportuni�es for youth. Special Interest Classes Contract with instructors to teach exercise, art and a variety of enrichment classes. Contract with instructors/agencies to provide holiday and summer camps for youth and programs to support health and wellness for the community. FY 2022-23 SIGNIFICANT ACCOMPLISHMENTS • Transi�on the before and a�er school child care at Branch Elementary School to the YMCA • Assist with the coordina�on of the first annual Tree Ligh�ng & Snow event at Elm Street Park • Transi�on, assume leadership, and conduct the Holiday Parade, including the Jingle Bell Dash 94Page 132 of 699 Recreation Services • Comple�on of the awards and distribu�on of the Child Care Assistance Grant Program utilizing ARPA funding • Comple�on of the installa�on and grand opening of the Kiwanis Inclusive Playground • Development of the Art in the Park series, Mother’s Day Tea, and Senior Dance events • Ongoing and new partnerships with local agencies and non-profits to provide Recrea�on events, programs and ac�vi�es • Achieved an all-�me high in enrollments and revenues for special interest classes (exceeding revenue target by 31.7% as of May 31, 2023) • Public Art installa�on/basketball court resurfacing with Project Backboard and Public Art at Strother Park PERFORMANCE MEASURES Measure FY 21-22 Actual FY 22-23 Projected Actual FY 23-24 Target FY 24-25 Target 1 Number of specialty class offerings 555 603 610 620 2 Number of special events 9 24 25 27 3 Number of volunteer hours 4,057 4,100 4,150 4,200 4 Par�cipa�on (registra�on in classes, leagues, sports, programs) 6,837 7,226 7,326 7,426 FY 2023-25 DEPARTMENT WORK PLAN Strategic Goal Task/Action Timeline for Completion Standard Operations Transition the before and after school child care at Ocean View Elementary to the YMCA 1Q FY 2023-24 Standard Operations Identify new location and transition the Recreation Services Department to an alternate location with the closing of the Mark M. Millis Community Center 2Q FY 2023-24 Standard Operations Develop special event policy manual for the City of Arroyo Grande (public and community events) 4Q FY 2023-24 Standard Operations Implement Comprehensive Fee Schedule updates once approved by Council 1Q FY 2023-24 Funding 1.1c Support Modifications to the AGTBID 2Q FY 2023-24 Funding 1.1c.i. Transition Administration of the AGTBID to City staff 1Q FY 2023-24 Funding 1.1f Develop 1-3 Special Events that drive visitation during shoulder and winter months and build destination awareness 4Q FY 2023-24 95Page 133 of 699 Recreation Services 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACTUAL BUDGET BUDGET BUDGET BUDGET Expenditures by Program Recreation Administration 441,507$ 443,100$ 443,100$ 552,700$ 524,700$ Pre-School Program 108,063 235,600 235,600 16,930 - Recreation-Special Programs 229,957 149,500 149,500 255,000 258,850 Children In Motion 292,824 392,300 392,300 59,340 - Total 1,072,351$ 1,220,500$ 1,220,500$ 883,970$ 783,550$ Expenditures by Category Salary and Benefits 752,831$ 885,500$ 885,500$ 577,900$ 487,300$ Services and Supplies 319,155 335,000 335,000 306,070 296,250 Operating Eqipment 366 - - - - Capital Items and Transfers - - - - - Total 1,072,351$ 1,220,500$ 1,220,500$ 883,970$ 783,550$ Funding Sources General Fund 1,072,351$ 1,220,500$ 1,220,500$ 883,970$ 783,550$ FISCAL YEAR 2022-23 Strategic Goal Task/Action Timeline for Completion Infrastructure 3.1a Consider Community partnership for Mark M. Millis Community Center construction 4Q FY 2023-24 Infrastructure 3.3m Concept plan/design for new Mark M. Millis Community Center Building 4Q FY 2023-24 96Page 134 of 699 Recreation Services 2021-22 2023-24 2024-25 FINAL ADOPTED PROJECTION PROPOSED PROPOSED ACTUAL BUDGET BUDGET BUDGET BUDGET Personnel Complement Recreation Administration Full time: Recreation Director 1.0 1.0 1.0 1.0 1.0 Recreation Supervisor 0.3 0.3 0.3 1.0 1.0 Recreation Coordinator 0.4 0.4 0.4 1.0 1.0 Part time (FTE): Office Assistant I 0.4 0.4 0.4 - - Administrative Secretary 0.6 0.6 0.6 - - Volunteer & Class Coordinator 0.5 0.5 0.5 0.5 0.5 Facility Attendant 1.7 1.7 1.7 1.7 1.7 Sports Facilities Attendant 0.2 0.2 0.2 0.2 0.2 Subtotal 5.1 5.1 5.1 5.4 5.4 Recreation Preschool Full time: Recreation Supervisor 0.2 0.2 0.2 - - Part time (FTE): Preschool Teacher 1.7 1.7 1.7 - - Subtotal 1.9 1.9 1.9 - - Children in Motion Full time: Recreation Supervisor 0.5 0.5 0.5 - - Recreation Coordinator 0.6 0.6 0.6 - - Part time (FTE): Teacher 3.5 3.5 3.5 - - Assistant Teacher 1.2 1.2 1.2 - - Assistant I & II 2.2 2.2 2.2 - - Subtotal 8.0 8.0 8.0 - - Department Total 15.0 15.0 15.0 5.4 5.4 FISCAL YEAR 2022-23 97Page 135 of 699 Capital Improvement Program INTRODUCTION The Capital Improvement Program (CIP) is a five year plan that addresses infrastructure maintenance and improvements throughout the City. The CIP is divided into six major project types – Miscellaneous, Parks, Streets, Drainage, Sewer and Water. The CIP is funded through a variety of sources including significant grants and transfers from other funds. The following pages provide summary information for each project with proposed funding during the five year period as well as an overall summary of all projects. 98Page 136 of 699 Project Number Request Title Funding Source Total Project Budget FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year Total MISCELLANEOUS PROJECTS 350-5453 Financial Management Software 4930 - Sewer Fund 95,000 47,500 - - - - 4940 - Water Fund 95,000 47,500 - - - - 4950 - Sales Tax 223,000 93,000 - - - - 188,000 350-5468 Community Safety Camera Network 4929 - COPS 244,300 119,300 - - - - 4965 - ARPA 880,700 880,700 - - - - 1,000,000 350-54XX City Hall Second Story Patio Repair 4950 - Sales Tax 40,000 - 40,000 - - - 40,000 350-54XX Public Works Office Space Remodel 4950 - Sales Tax 100,000 100,000 - - - - 100,000 350-5475 ADA Transition Plan 4463 - CDBG 12,391 - 12,391 - - - 4499 - Other Gov Agencies 23,500 - 23,500 - - - 4950 - Sales Tax 75,834 - 75,834 - - - 111,725 350-54XX Police Department Building Roof Repair 4950 - Sales Tax 20,000 - 20,000 - - - 20,000 350-5422 Le Point Street Parking Lot Expansion 4950 - Sales Tax 91,000 - 85,000 6,000 - - 49XX - In-Lieu Parking Fee 144,000 - - 144,000 - - 235,000 350-5430 Short Street Plaza 4950 - Sales Tax 30,000 - - - 30,000 - 30,000 350-54XX Arroyo Grande Creek Remediation 4950 - Sales Tax 26,000 26,000 - - - - 44XX - FEMA Reimbursement 300,000 300,000 - - - - 44XX - CalOES Reimbursement 74,000 74,000 - - - - 400,000 350-54XX Fire Station Apparatus Bay Doors 4950 - Sales Tax 115,000 115,000 - - - - 115,000 350-5470 Report Management System (RMS) Upgrade at PD 4929 - COPS 150,000 - - - - 150,000 150,000 350-54XX Property and Evidence Storage System Upgrade 4950 - Sales Tax 25,000 - - - - 25,000 25,000 350-54XX Generator for City Hall 4950 - Sales Tax 200,000 - - - - 200,000 200,000 Total Miscellaneous Projects 2,964,725 1,803,000 256,725 150,000 30,000 375,000 2,614,725 Project Number Request Title Funding Source Total Project Budget FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year Total PARKS PROJECTS 350-5556 Recreation Services / Community Center Building 4950 - Sales Tax 1,696,195 - 150,000 - 1,500,000 - 4499 - Other Gov Agencies 4,500,000 - - - 4,500,000 - 6,150,000 350-55XX New Play Structure - Parkside Park 4915 - Parkside Assessment District 250,000 - 250,000 - - - 250,000 350-55XX Ash Street Restroom Roof Replacement 4914 - Park Improvement 65,000 - - 65,000 - - 65,000 Total Parks Projects 6,511,195 - 400,000 65,000 6,000,000 - 6,465,000 Page 137 of 699 Project Number Request Title Funding Source Total Project Budget FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year Total STREETS PROJECTS 350-5601 Fair Oaks Ave Active Transportation Improvements, Valley Road to Traffic Way 4825 - Developer 50,000 - - - - - 4499 - Other Gov Agencies 6,472,500 - - 236,250 236,250 6,000,000 4950 - Sales Tax 772,500 75,000 225,000 236,250 236,250 - 7,245,000 350-5606 Halcyon Road Complete Streets 4479 - HSIP 252,000 252,000 - - - - 4482 - RSHA 749,000 - 749,000 - - - 4486 - USHA 267,530 - - - - - 44XX - Safe Routes to School 100,000 - - - - - 4910 - General Fund 8,014 - - - - - 4950 - Sales Tax 11,602 - - - - - 44XX - ATP 8,169,000 1,052,000 3,684,500 3,432,500 - - 9,170,000 350-5614 Bridge Street Bridge Habitat Mitigation 4487 - HBP 243,140 48,628 48,628 48,628 145,884 350-5638 Pavement Management Program 4486 - USHA 68,900 - - - - - 4910 - General Fund 3,128,685 - 2,360,000 - - - 4920 - SB1 2,560,500 453,300 450,000 450,000 450,000 450,000 4950 - Sales Tax 9,414,713 1,210,080 2,062,870 1,250,000 - 1,250,000 10,386,250 350-5658 Sidewalk Repairs and Improvements 4950 - Sales Tax 440,000 - 240,000 - 200,000 - 440,000 350-5679 Traffic Way Bridge Replacement 4487 - HBP 11,407,543 635,645 4,817,626 4,817,626 - - 4950 - Sales Tax 1,583,960 82,355 624,175 624,175 - - 11,601,600 350-56XX Active Transportation Plan (ATP)44XX - ATP 221,325 110,663 - - - - 4950 - Sales Tax 28,675 14,337 - - - - 125,000 350-56XX Virginia Drive and S. Halcyon Road Curb Ramp and Sidewalk Improvement 4463 - CDBG 56,749 56,749 - - - - 56,749 350-56XX 191 Tally Ho 4950 - Sales Tax 110,000 110,000 - - - - 110,000 350-5621 Arroyo Grande Creek Stabilization 4950 - Sales Tax 40,000 - - 40,000 - - 40,000 Total Streets Projects 47,232,605 4,100,757 15,261,798 11,095,428 1,122,500 7,700,000 39,320,483 Project Number Request Title Funding Source Total Project Budget FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year Total DRAINAGE PROJECTS 350-5794 Corrugated Metal Pipe (CMP) Investigation and Repair 4950 - Sales Tax 400,000 - 100,000 100,000 100,000 100,000 400,000 350-5798 Trash Capture Devices 4950 - Sales Tax 214,000 - - 214,000 - - 214,000 Total Drainage Projects 614,000 - 100,000 314,000 100,000 100,000 614,000 Page 138 of 699 Project Number Request Title Funding Source Total Project Budget FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year Total SEWER PROJECTS 612-5817 Trenchless Sewer Rehabilitation - El Camino Read to West Branch Street 4965 - ARPA 282,000 282,000 - - - - 282,000 612-58XX Lift Station 3 4950 - Sales Tax 55,200 55,200 - - - - 44XX - FEMA Reimbursement 637,500 637,500 - - - - 44XX - CalOES Reimbursement 157,300 157,300 - - - - 850,000 612-58XX Trenchless Sewer Rehabilitation - Pilgrim Way, Orchard Avenue, West Cherry Avenue and California Street 4930 - Sewer Fund 282,000 - 282,000 - - - 282,000 612- 5854 Wastewater Master Plan Update 4930 - Sewer Fund 100,000 - - 100,000 - - 100,000 612-5849 Maintenance Hole Rehabilitation 4930 - Sewer Fund 300,000 - - 100,000 100,000 100,000 300,000 612-58XX Trenchless Sewer Rehabilitation - South Alpine and Ash Street 4930 - Sewer Fund 175,000 - - 175,000 - - 175,000 612-58XX Trenchless Sewer Rehabilitation - Alder and Cameron Court to Victorian Way 4930 - Sewer Fund 300,000 - - - 300,000 - 300,000 612-5826 Trenchless Sewer Rehabilitation - Woodland Drive 4930 - Sewer Fund 132,200 - - - - 132,200 132,200 Total Sewer Projects 2,421,200 1,132,000 282,000 375,000 400,000 232,200 2,421,200 Project Number Request Title Funding Source Total Project Budget FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 5-Year Total WATER PROJECTS 640-5973 Phased Main Replacement - Highway 101 Crossing Upgrade, El Camino Real to West Branch Street 4940 - Water Fund 43,800 43,800 - - - - 4965 - ARPA 291,200 - - - - - 43,800 640-5953 SCADA Software/Electronics Design and Upgrade 4940 - Water Fund 330,000 - 330,000 - - - 330,000 640-59XX Reservoir No. 5 Redundancy Interconnect 4940 - Water Fund 100,000 - 100,000 - - - 100,000 640-59XX Water Master Plan Update 4940 - Water Fund 100,000 - - 100,000 - - 100,000 640-59XX Phased Main Replacement – Cornwall Street 4940 - Water Fund 1,000,000 - - 125,000 875,000 - 1,000,000 640-5911 Phased Mains Replacement - North Halcyon to El Camino 4940 - Water Fund 673,500 - - - 673,500 - 4942 - Water Facility 100,000 - - - 100,000 - 773,500 640-5948 Reservoir No. 4 Exterior Coating 4940 - Water Fund 500,000 - - - 500,000 - 500,000 640-59XX Miller Way Booster Zone Upgrade 4940 - Water Fund 300,000 - - - - 300,000 300,000 Total Water Projects 3,438,500 43,800 430,000 225,000 2,148,500 300,000 3,147,300 Grand Total, All Capital Projects 63,222,225 7,079,557 16,730,523 12,264,428 9,801,000 8,707,200 54,582,708 Page 139 of 699 Project Number:350-5453 Department:Administrative Services Total Capital Cost:$188,000 Type:Misc Request description: Capital Costs FY2024 Total 7001 - Construction $0 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $188,000 $188,000 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $188,000 $188,000 Funding Source FY2024 Total 4463 - CDBG $0 4499 - Other Gov Agencies $0 4809 - Donations $0 4910 - General Fund $0 4914 - Park Improvement $0 4929 - COPS $0 4930 - Sewer Fund $47,500 $47,500 4940 - Water Fund $47,500 $47,500 4950 - Sales Tax $93,000 $93,000 4965 - ARPA $0 49XX - In-Lieu Parking Fee $0 Total $188,000 $188,000 Type of Project Financial Management Software Upgrade the software that processes utility billing, payroll, accounts payable, accounts receivable, financial ledgers and budgeting. Additional Information Replacement 102Page 140 of 699 Project Number:350-5468 Department:Police Department Total Capital Cost:$1,000,000 Type:Misc Request description: Capital Costs FY2024 Total 7001 - Construction $1,000,000 $1,000,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $1,000,000 $1,000,000 Funding Source FY2024 Total 4463 - CDBG $0 4499 - Other Gov Agencies $0 4809 - Donations $0 4910 - General Fund $0 4914 - Park Improvement $0 4929 - COPS $119,300 $119,300 4930 - Sewer Fund $0 4940 - Water Fund $0 4950 - Sales Tax $0 4965 - ARPA $880,700 $880,700 49XX - In-Lieu Parking Fee $0 Total $1,000,000 $1,000,000 Type of Project Community Safety Camera Network Replace failed public safety video system with a local vender in order to monitor City buildings and identified intersections. Additional Information Replacement 103Page 141 of 699 Project Number:350-54XX Department:Public Works Total Capital Cost:$40,000 Type:Misc Request description: Capital Costs FY2025 Total 7001 - Construction $40,000 $40,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $40,000 $40,000 Funding Source FY2025 Total 4463 - CDBG $0 4499 - Other Gov Agencies $0 4809 - Donations $0 4910 - General Fund $0 4914 - Park Improvement $0 4929 - COPS $0 4930 - Sewer Fund $0 4940 - Water Fund $0 4950 - Sales Tax $40,000 $40,000 4965 - ARPA $0 49XX - In-Lieu Parking Fee $0 Total $40,000 $40,000 Type of Project City Hall Second Story Patio Repair The outdoor balcony off the City Hall conference room has current issues with the worn and leaking waterproof deck membrane, and dry rot on the exterior siding. Repairs are required to prevent future water damage. Additional Information Renovation 104Page 142 of 699 Project Number:350-54XX Department:Public Works Total Capital Cost:$100,000 Type:Misc Request description: Capital Costs FY2024 Total 7001 - Construction $100,000 $100,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $100,000 $100,000 Funding Source FY2024 Total 4463 - CDBG $0 4499 - Other Gov Agencies $0 4809 - Donations $0 4910 - General Fund $0 4914 - Park Improvement $0 4929 - COPS $0 4930 - Sewer Fund $0 4940 - Water Fund $0 4950 - Sales Tax $100,000 $100,000 4965 - ARPA $0 49XX - In-Lieu Parking Fee $0 Total $100,000 $100,000 Type of Project Public Works Office Space Remodel City Engineer and CIP staff reorganization warrants remodeling of existing office space in Corporation Yard building B to accommodate CIP staff. ADA upgrades are required at Building C (Public Works main office and front desk) to be in compliance with The Americans with Disabilities Act. Additional Information Renovation 105Page 143 of 699 Project Number:350-5475 Department:Community Development Total Capital Cost:$111,725 Type:Misc Request description: Capital Costs FY2025 Total 7001 - Construction $0 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $111,725 $111,725 Total $111,725 $111,725 Funding Source FY2025 Total 4463 - CDBG $12,391 $12,391 4499 - Other Gov Agencies $23,500 $23,500 4809 - Donations $0 4910 - General Fund $0 4914 - Park Improvement $0 4929 - COPS $0 4930 - Sewer Fund $0 4940 - Water Fund $0 4950 - Sales Tax $75,834 $75,834 4965 - ARPA $0 49XX - In-Lieu Parking Fee $0 Total $111,725 $111,725 Type of Project ADA Transition Plan American with Disabilities Act (ADA) Title II Self-Evaluation and Transition Plan to evaluate and identify potential barriers at City owned facilities. Additional Information Study 106Page 144 of 699 Project Number:350-54XX Department:Police Department Total Capital Cost:$20,000 Type:Misc Request description: Capital Costs FY2025 Total 7001 - Construction $20,000 $20,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $20,000 $20,000 Funding Source FY2025 Total 4463 - CDBG $0 4499 - Other Gov Agencies $0 4809 - Donations $0 4910 - General Fund $0 4914 - Park Improvement $0 4929 - COPS $0 4930 - Sewer Fund $0 4940 - Water Fund $0 4950 - Sales Tax $20,000 $20,000 4965 - ARPA $0 49XX - In-Lieu Parking Fee $0 Total $20,000 $20,000 Type of Project Police Department Building Roof Repair During inclement weather the police building experiences significant leaking along the south wall and into adjoining rooms. It is very common to encounter various levels of water dripping from the ceiling based on the amount of rain. It is unknown if black mold is present in the drywall material where the water is most significant. Additional Information Rehabilitation 107Page 145 of 699 Project Number:350-5422 Department:Public Works Total Capital Cost:$235,000 Type:Misc Request description: Capital Costs FY2025 FY2026 Total 7001 - Construction $85,000 $125,000 $210,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $25,000 $25,000 7701 - Studies $0 Total $85,000 $150,000 $235,000 Funding Source FY2025 FY2026 Total 4463 - CDBG $0 4499 - Other Gov Agencies $0 4809 - Donations $0 4910 - General Fund $0 4914 - Park Improvement $0 4929 - COPS $0 4930 - Sewer Fund $0 4940 - Water Fund $0 4950 - Sales Tax $85,000 $6,000 $91,000 4965 - ARPA $0 49XX - In-Lieu Parking Fee $144,000 $144,000 Total $85,000 $150,000 $235,000 Type of Project Le Point Street Parking Lot Expansion The life of the existing structure as a safe residence is at its end. A historical and archeological analysis will be completed in anticipation of demolition and regrading/repaving of the site to allow for the design and construction of approximately 15 additional parking spaces. Additional Information New Construction 108Page 146 of 699 Project Number:350-5430 Department:Public Works Total Capital Cost:$30,000 Type:Misc Request description: Capital Costs FY2027 Total 7001 - Construction $30,000 $30,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $30,000 $30,000 Funding Source FY2027 Total 4463 - CDBG $0 4499 - Other Gov Agencies $0 4809 - Donations $0 4910 - General Fund $0 4914 - Park Improvement $0 4929 - COPS $0 4930 - Sewer Fund $0 4940 - Water Fund $0 4950 - Sales Tax $30,000 $30,000 4965 - ARPA $0 49XX - In-Lieu Parking Fee $0 Total $30,000 $30,000 Type of Project Short Street Plaza Develop Short Street into a vibrant pedestrian-friendly plaza including, dining areas, vendor spaces and an amphitheater park area. The development will permanently close Short Street to traffic. Additional Information New Construction 109Page 147 of 699 Project Number:350-54XX Department:Public Works Total Capital Cost:$400,000 Type:Misc Request description: Capital Costs FY2024 Total 7001 - Construction $400,000 $400,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 7401 - Testing $0 Total $400,000 $400,000 Funding Source FY2024 Total 4479 - HSIP $0 4482 - RSHA $0 4486 - USHA $0 4487 - HBP $0 4490 - STIP $0 4816 - Other Financing $0 4825 - Developer $0 4920 - SB1 $0 4922 - Traffic Signalization $0 4924 - Drainage Facility $0 4926 - Transportation Facility $0 4928 - Transportation Fund $0 4950 - Sales Tax $26,000 $26,000 4463 - CDBG $0 44XX - ATP $0 4910 - General Fund $0 44XX - MPDG $0 4499 - Other Gov Agencies $0 44XX - CalOES Reimbursement $74,000 $74,000 44XX - FEMA Reimbursement $300,000 $300,000 Total $400,000 $400,000 Type of Project Arroyo Grande Creek Remediation The heavy rains in the Winter of 22/23 have caused extensive damage to Arroyo Grande Creek. This includes erosion, creek bank failures, vegetation removed and tree trunks deposited. This project will repair creek bank failures, replace lost native vegetation and remove deposited material. Additional Information Rehabilitation 110Page 148 of 699 Project Number:350-54XX Department:Administrative Services Total Capital Cost:$115,000 Type:Misc Request description: Capital Costs FY2024 Total 7001 - Construction $115,000 $115,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $115,000 $115,000 Funding Source FY2024 Total 4463 - CDBG $0 4499 - Other Gov Agencies $0 4809 - Donations $0 4910 - General Fund $0 4914 - Park Improvement $0 4929 - COPS $0 4930 - Sewer Fund $0 4940 - Water Fund $0 4950 - Sales Tax $115,000 $115,000 4965 - ARPA $0 49XX - In-Lieu Parking Fee $0 Total $115,000 $115,000 Type of Project Fire Station Apparatus Bay Doors Apparatus Bay doors at Fire Station 1 are obsolete with replacement parts no longer available. The Bay 6 door has been purposely removed from service in order to salvage replacement parts to maintain operation of the remaining doors. These doors allow for the response, secure storage, and maintenance of emergency response vehicles serving the community. Additional Information Replacement 111Page 149 of 699 Project Number:350-5470 Department:Police Department Total Capital Cost:$150,000 Type:Misc Request description: Capital Costs FY2028 Total 7001 - Construction $150,000 $150,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $150,000 $150,000 Funding Source FY2028 Total 4463 - CDBG $0 4499 - Other Gov Agencies $0 4809 - Donations $0 4910 - General Fund $0 4914 - Park Improvement $0 4929 - COPS $150,000 $150,000 4930 - Sewer Fund $0 4940 - Water Fund $0 4950 - Sales Tax $0 4965 - ARPA $0 49XX - In-Lieu Parking Fee $0 Total $150,000 $150,000 Type of Project Report Management System (RMS) Upgrade at PD Upgrade the Police Department report writing system to Pro Phoenix to coincide with the San Luis Obispo Sherriff’s Department upgrade. Additional Information Equipment 112Page 150 of 699 Project Number:350-54XX Department:Police Department Total Capital Cost:$25,000 Type:Misc Request description: Capital Costs FY2028 Total 7001 - Construction $25,000 $25,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $25,000 $25,000 Funding Source FY2028 Total 4463 - CDBG $0 4499 - Other Gov Agencies $0 4809 - Donations $0 4910 - General Fund $0 4914 - Park Improvement $0 4929 - COPS $0 4930 - Sewer Fund $0 4940 - Water Fund $0 4950 - Sales Tax $25,000 $25,000 4965 - ARPA $0 49XX - In-Lieu Parking Fee $0 Total $25,000 $25,000 Type of Project Property and Evidence Storage System Upgrade Upgrade current property and evidence storage system with custom storage compartments and electronic organization system. Additional Information Equipment 113Page 151 of 699 Project Number:350-54XX Department:Public Works Total Capital Cost:$200,000 Type:Misc Request description: Capital Costs FY2028 Total 7001 - Construction $200,000 $200,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $200,000 $200,000 Funding Source FY2028 Total 4463 - CDBG $0 4499 - Other Gov Agencies $0 4809 - Donations $0 4910 - General Fund $0 4914 - Park Improvement $0 4929 - COPS $0 4930 - Sewer Fund $0 4940 - Water Fund $0 4950 - Sales Tax $200,000 $200,000 4965 - ARPA $0 49XX - In-Lieu Parking Fee $0 Total $200,000 $200,000 Type of Project Generator for City Hall This generator will provide backup power in the event of a power outage to help provide essential support services to the City from City Hall. The current generator only supports the City’s IT Server Room. Additional Information Equipment 114Page 152 of 699 Project Number:350-5556 Department:Recreation Services Total Capital Cost:$6,150,000 Type:Parks Request description: Capital Costs FY2025 FY2027 Total 7001 - Construction $6,000,000 $6,000,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $150,000 $150,000 7701 - Studies $0 Total $150,000 $6,000,000 $6,150,000 Funding Source FY2025 FY2027 Total 4458 - State Grant $0 4914 - Park Improvement $0 4921 - Park Development $0 4950 - Sales Tax $150,000 $1,500,000 $1,650,000 4915 - Parkside Assessment District $0 4499 - Other Gov Agencies $4,500,000 $4,500,000 Total $150,000 $6,000,000 $6,150,000 Type of Project Recreation Services / Community Center Building Conceptual study that presents design alternatives and cost analysis, and then preparation of construction documents for a new Recreation Services/Community Center building. Includes ADA bathroom design and construction. Additional Information New Construction 115Page 153 of 699 Project Number:350-55XX Department:Public Works Total Capital Cost:$250,000 Type:Parks Request description: Capital Costs FY2025 Total 7001 - Construction $200,000 $200,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $50,000 $50,000 7701 - Studies $0 Total $250,000 $250,000 Funding Source FY2025 Total 4458 - State Grant $0 4914 - Park Improvement $0 4921 - Park Development $0 4950 - Sales Tax $0 4915 - Parkside Assessment District $250,000 $250,000 4499 - Other Gov Agencies $0 Total $250,000 $250,000 Type of Project New Play Structure - Parkside Park Parkside park play structure replacement. Additional Information Replacement 116Page 154 of 699 Project Number:350-55XX Department:Public Works Total Capital Cost:$65,000 Type:Parks Request description: Capital Costs FY2026 Total 7001 - Construction $65,000 $65,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $65,000 $65,000 Funding Source FY2026 Total 4458 - State Grant $0 4914 - Park Improvement $65,000 $65,000 4921 - Park Development $0 4950 - Sales Tax $0 4915 - Parkside Assessment District $0 4499 - Other Gov Agencies $0 Total $65,000 $65,000 Type of Project Ash Street Restroom Roof Replacement Replace roof structure on the Ash Street Restroom building. Additional Information Replacement 117Page 155 of 699 Project Number:350-5601 Department:Public Works Total Capital Cost:$7,245,000 Type:Streets Request description: Capital Costs FY2024 FY2025 FY2026 FY2027 FY2028 Total 7001 - Construction $472,500 $472,500 $6,000,000 $945,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $75,000 $225,000 $300,000 7701 - Studies $0 7401 - Testing $0 Total $75,000 $225,000 $472,500 $472,500 $6,000,000 $7,245,000 Funding Source FY2024 FY2025 FY2026 FY2027 FY2028 Total 4479 - HSIP $0 4482 - RSHA $0 4486 - USHA $0 4487 - HBP $0 4490 - STIP $0 4816 - Other Financing $0 4825 - Developer $0 4920 - SB1 $0 4922 - Traffic Signalization $0 4924 - Drainage Facility $0 4926 - Transportation Facility $0 4928 - Transportation Fund $0 4950 - Sales Tax $75,000 $225,000 $236,250 $236,250 $772,500 4463 - CDBG $0 44XX - ATP $0 4910 - General Fund $0 44XX - MPDG $0 4499 - Other Gov Agencies $236,250 $236,250 $6,000,000 $6,472,500 44XX - CalOES Reimbursement $0 44XX - FEMA Reimbursement $0 Total $75,000 $225,000 $472,500 $472,500 $6,000,000 $7,245,000 Type of Project Fair Oaks Ave Active Transportation Improvements, Valley Road to Traffic Way Construct improvements on this corridor with better pedestrian and bicycle facilities, traffic calming and improved access and circulation at the intersection of US 101 south bound ramps and Orchard Ave. Work toward applying for Active Transportation Project funding to complete the design and construction. Additional Information New Construction 118Page 156 of 699 Project Number:350-5606 Department:Community Development Total Capital Cost:$9,170,000 Type:Streets Request description: Capital Costs FY2024 FY2025 FY2026 Total 7001 - Construction $1,304,000 $4,433,500 $3,432,500 $5,737,500 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 7401 - Testing $0 Total $1,304,000 $4,433,500 $3,432,500 $9,170,000 Funding Source FY2024 FY2025 FY2026 Total 4479 - HSIP $252,000 $252,000 4482 - RSHA $749,000 $749,000 4486 - USHA $0 4487 - HBP $0 4490 - STIP $0 4816 - Other Financing $0 4825 - Developer $0 4920 - SB1 $0 4922 - Traffic Signalization $0 4924 - Drainage Facility $0 4926 - Transportation Facility $0 4928 - Transportation Fund $0 4950 - Sales Tax $0 4463 - CDBG $0 44XX - ATP $1,052,000 $3,684,500 $3,432,500 $8,169,000 4910 - General Fund $0 44XX - MPDG $0 4499 - Other Gov Agencies $0 44XX - CalOES Reimbursement $0 44XX - FEMA Reimbursement $0 Total $1,304,000 $4,433,500 $3,432,500 $9,170,000 Type of Project Halcyon Road Complete Streets The project consists of Complete Streets improvements along 1.7 Miles of Halcyon Road from US 101 to The Pike. The project narrow vehicle driving lanes, add buffered bike lanes with green conflict striping, fill in sidewalk gaps, add two-staged crossings with stop control at key intersections, and install a new signal or roundabout at Fair Oaks Avenue. A safety education program will be part of the project to inform residents of the benefits and proper use of roundabouts (If the roundabout is the preferred alternative at Fair Oaks) Additional Information New Construction 119Page 157 of 699 Project Number:350-5614 Department:Public Works Total Capital Cost:$145,884 Type:Streets Request description: Capital Costs FY2024 FY2025 FY2026 Total 7001 - Construction $48,628 $48,628 $48,628 $145,884 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 7401 - Testing $0 Total $48,628 $48,628 $48,628 $145,884 Funding Source FY2024 FY2025 FY2026 Total 4479 - HSIP $0 4482 - RSHA $0 4486 - USHA $0 4487 - HBP $48,628 $48,628 $48,628 $145,884 4490 - STIP $0 4816 - Other Financing $0 4825 - Developer $0 4920 - SB1 $0 4922 - Traffic Signalization $0 4924 - Drainage Facility $0 4926 - Transportation Facility $0 4928 - Transportation Fund $0 4950 - Sales Tax $0 4463 - CDBG $0 44XX - ATP $0 4910 - General Fund $0 44XX - MPDG $0 4499 - Other Gov Agencies $0 44XX - CalOES Reimbursement $0 44XX - FEMA Reimbursement $0 Total $48,628 $48,628 $48,628 $145,884 Type of Project Bridge Street Bridge Habitat Mitigation Five year post-construction environmental mitigation and monitoring for the Bridge Street Bridge Rehabilitation project. Additional Information Rehabilitation 120Page 158 of 699 Project Number:350-5638 Department:Public Works Total Capital Cost:$10,386,250 Type:Streets Request description: Capital Costs FY2024 FY2025 FY2026 FY2027 FY2028 Total 7001 - Construction $1,303,380 $4,512,870 $1,340,000 $335,000 $1,340,000 $8,831,250 7002 - PW Construction $60,000 $60,000 $60,000 $18,000 $60,000 $258,000 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $88,000 $88,000 $88,000 $27,000 $88,000 $379,000 7301 - Contract Admin $22,500 $22,500 $22,500 $9,000 $22,500 $99,000 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $147,000 $147,000 $147,000 $45,000 $147,000 $633,000 7701 - Studies $2,500 $2,500 $2,500 $2,500 $2,500 $12,500 7401 - Testing $40,000 $40,000 $40,000 $13,500 $40,000 $173,500 Total $1,663,380 $4,872,870 $1,700,000 $450,000 $1,700,000 $10,386,250 Funding Source FY2024 FY2025 FY2026 FY2027 FY2028 Total 4479 - HSIP $0 4482 - RSHA $0 4486 - USHA $0 4487 - HBP $0 4490 - STIP $0 4816 - Other Financing $0 4825 - Developer $0 4920 - SB1 $453,300 $450,000 $450,000 $450,000 $450,000 $2,253,300 4922 - Traffic Signalization $0 4924 - Drainage Facility $0 4926 - Transportation Facility $0 4928 - Transportation Fund $0 4950 - Sales Tax $1,210,080 $2,062,870 $1,250,000 $0 $1,250,000 $5,772,950 4463 - CDBG $0 44XX - ATP $0 4910 - General Fund $2,360,000 $2,360,000 44XX - MPDG $0 4499 - Other Gov Agencies $0 44XX - CalOES Reimbursement $0 44XX - FEMA Reimbursement $0 Total $1,663,380 $4,872,870 $1,700,000 $450,000 $1,700,000 $10,386,250 Type of Project Pavement Management Program The City’s Pavement Management Program provides maintenance history and pavement condition index (PCI) for all public streets in Arroyo Grande. The City annually performs pavement maintenance on public streets to the extent that funds are available. Streets are selected based on pavement condition, location, and the type of maintenance application. Maintenance applications are digouts, slurry seals, chip seals, and pavement overlays. Additional Information Rehabilitation Page 159 of 699 Project Number:350-5658 Department:Public Works Total Capital Cost:$440,000 Type:Streets Request description: Capital Costs FY2025 FY2027 Total 7001 - Construction $172,364 $147,364 $319,728 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $17,236 $12,236 $29,472 7301 - Contract Admin $400 $400 $800 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $50,000 $40,000 $90,000 7701 - Studies $0 7401 - Testing $0 Total $240,000 $200,000 $440,000 Funding Source FY2025 FY2027 Total 4479 - HSIP $0 4482 - RSHA $0 4486 - USHA $0 4487 - HBP $0 4490 - STIP $0 4816 - Other Financing $0 4825 - Developer $0 4920 - SB1 $0 4922 - Traffic Signalization $0 4924 - Drainage Facility $0 4926 - Transportation Facility $0 4928 - Transportation Fund $0 4950 - Sales Tax $240,000 $200,000 $440,000 4463 - CDBG $0 44XX - ATP $0 4910 - General Fund $0 44XX - MPDG $0 4499 - Other Gov Agencies $0 44XX - CalOES Reimbursement $0 44XX - FEMA Reimbursement $0 Total $240,000 $200,000 $440,000 Type of Project Sidewalk Repairs and Improvements Biennial funding allocated towards sidewalk improvements and repairs throughout the City. Additional Information Replacement Page 160 of 699 Project Number:350-5679 Department:Public Works Total Capital Cost:$11,601,600 Type:Streets Request description: Capital Costs FY2024 FY2025 FY2026 Total 7001 - Construction $2,930,200 $5,441,800 $8,372,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $1,255,800 $1,255,800 7301 - Contract Admin $1,255,800 $1,255,800 7302 - Appraisals $0 7303 - Land Acquisition $650,000 $650,000 7501 - Design & Survey $68,000 $68,000 7701 - Studies $0 7401 - Testing $0 Total $718,000 $5,441,800 $5,441,800 $11,601,600 Funding Source FY2024 FY2025 FY2026 Total 4479 - HSIP $0 4482 - RSHA $0 4486 - USHA $0 4487 - HBP $635,645 $4,817,626 $4,817,626 $10,270,896 4490 - STIP $0 4816 - Other Financing $0 4825 - Developer $0 4920 - SB1 $0 4922 - Traffic Signalization $0 4924 - Drainage Facility $0 4926 - Transportation Facility $0 4928 - Transportation Fund $0 4950 - Sales Tax $82,355 $624,175 $624,175 $1,330,704 4463 - CDBG $0 44XX - ATP $0 4910 - General Fund $0 44XX - MPDG $0 4499 - Other Gov Agencies $0 44XX - CalOES Reimbursement $0 44XX - FEMA Reimbursement $0 Total $718,000 $5,441,800 $5,441,800 $11,601,600 Type of Project Traffic Way Bridge Replacement Design and construction to replace the three lane bridge constructed in 1932 over Arroyo Grande Creek. Additional Information Replacement 123Page 161 of 699 Project Number:350-56XX Department:Community Development Total Capital Cost:$125,000 Type:Streets Request description: Capital Costs FY2024 Total 7001 - Construction $0.00 7002 - PW Construction $0.00 7005 - PW Construction - Concrete $0.00 7006 - PW Construction - Asphalt $0.00 7201 - Construction Contingencies $0.00 7301 - Contract Admin $0.00 7302 - Appraisals $0.00 7303 - Land Acquisition $0.00 7501 - Design & Survey $0.00 7701 - Studies $125,000.00 $125,000.00 7401 - Testing $0.00 Total $125,000.00 $125,000.00 Funding Source FY2024 Total 4479 - HSIP $0.00 4482 - RSHA $0.00 4486 - USHA $0.00 4487 - HBP $0.00 4490 - STIP $0.00 4816 - Other Financing $0.00 4825 - Developer $0.00 4920 - SB1 $0.00 4922 - Traffic Signalization $0.00 4924 - Drainage Facility $0.00 4926 - Transportation Facility $0.00 4928 - Transportation Fund $0.00 4950 - Sales Tax $14,337.00 $14,337.00 4463 - CDBG $0.00 44XX - ATP $110,663.00 $110,663.00 4910 - General Fund $0.00 44XX - MPDG $0.00 4499 - Other Gov Agencies $0.00 44XX - CalOES Reimbursement $0.00 44XX - FEMA Reimbursement $0.00 Total $125,000.00 $125,000.00 Type of Project Active Transportation Plan (ATP) This ATP will assist in achieving the Caltrans Grant Program Objectives of Accessibility, Safety, and Social Equity, Health, and Economy. Identifying a network of bicycle and pedestrian improvements across the City will make active transportation more accessible to a broader cross-section of residents and visitors, and will improve accessibility to destinations. These infrastructure improvements, along with programs and policies identified in the ATP, will also improve safety for people walking and bicycling by providing dedicated facilities, increasing motorist awareness of bicyclists and pedestrians, and employing other strategies to reduce the risk of collisions. With a robust multimodal system, the community will have more opportunities to choose alternate transportation in benefiting their health and making the community more livable and desirable for those living in and visiting Arroyo Grande. Additional Information Study 124Page 162 of 699 Project Number:350-56XX Department:Public Works Total Capital Cost:$56,749 Type:Streets Request description: Capital Costs FY2024 Total 7001 - Construction $56,749 $56,749 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 7401 - Testing $0 Total $56,749 $56,749 Funding Source FY2024 Total 4479 - HSIP $0 4482 - RSHA $0 4486 - USHA $0 4487 - HBP $0 4490 - STIP $0 4816 - Other Financing $0 4825 - Developer $0 4920 - SB1 $0 4922 - Traffic Signalization $0 4924 - Drainage Facility $0 4926 - Transportation Facility $0 4928 - Transportation Fund $0 4950 - Sales Tax $0 4463 - CDBG $56,749 $56,749 44XX - ATP $0 4910 - General Fund $0 44XX - MPDG $0 4499 - Other Gov Agencies $0 44XX - CalOES Reimbursement $0 44XX - FEMA Reimbursement $0 Total $56,749 $56,749 Type of Project Virginia Drive and S. Halcyon Road Curb Ramp and Sidewalk Improvement At the intersection of Virginia Drive and S. Halcyon Road, the southeast corner does not have a curb ramp, nor is there sidewalk between this corner and the adjacent property to the south. The project will replace the existing curb with an ADA compliant curb ramp and add approximately 125 feet of City standard sidewalk between the new curb ramp and the adjacent property to the south. The proposed project, in conjunction with the current infrastructure improvement projects occurring between Virginia Drive and Farroll Road, will result in a complete sidewalk route along the east side of Halcyon Road between Fair Oaks Avenue and the southern boundary of the City. Additional Information New Construction 125Page 163 of 699 Project Number:350-56XX Department:Public Works Total Capital Cost:$110,000 Type:Streets Request description: Capital Costs FY2024 Total 7001 - Construction $110,000 $110,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 7401 - Testing $0 Total $110,000 $110,000 Funding Source FY2024 Total 4479 - HSIP $0 4482 - RSHA $0 4486 - USHA $0 4487 - HBP $0 4490 - STIP $0 4816 - Other Financing $0 4825 - Developer $0 4920 - SB1 $0 4922 - Traffic Signalization $0 4924 - Drainage Facility $0 4926 - Transportation Facility $0 4928 - Transportation Fund $0 4950 - Sales Tax $110,000 $110,000 4463 - CDBG $0 44XX - ATP $0 4910 - General Fund $0 44XX - MPDG $0 4499 - Other Gov Agencies $0 44XX - CalOES Reimbursement $0 44XX - FEMA Reimbursement $0 Total $110,000 $110,000 Type of Project 191 Tally Ho Design and construct frontage improvements on Tally Ho Road. This will include construction of road surface pave out, curb and gutters, retaining walls and driveways. This will greatly improve the aesthetic of the area, improve vehicle and bicycle circulation and improve the area drainage. Additional Information New Construction 126Page 164 of 699 Project Number:350-5621 Department:Public Works Total Capital Cost:$40,000 Type:Streets Request description: Capital Costs FY2026 Total 7001 - Construction $40,000 $40,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 7401 - Testing $0 Total $40,000 $40,000 Funding Source FY2026 Total 4479 - HSIP $0 4482 - RSHA $0 4486 - USHA $0 4487 - HBP $0 4490 - STIP $0 4816 - Other Financing $0 4825 - Developer $0 4920 - SB1 $0 4922 - Traffic Signalization $0 4924 - Drainage Facility $0 4926 - Transportation Facility $0 4928 - Transportation Fund $0 4950 - Sales Tax $40,000 $40,000 4463 - CDBG $0 44XX - ATP $0 4910 - General Fund $0 44XX - MPDG $0 4499 - Other Gov Agencies $0 44XX - CalOES Reimbursement $0 44XX - FEMA Reimbursement $0 Total $40,000 $40,000 Type of Project Arroyo Grande Creek Stabilization Geotechnical engineering investigation to determine the stability of the slopes, and to recommend remediation for potential slope failures. Additional Information Rehabilitation 127Page 165 of 699 Project Number:350-5794 Department:Public Works Total Capital Cost:$400,000 Type:Drainage Request description: Capital Costs FY2025 FY2026 FY2027 FY2028 Total 7001 - Construction $100,000 $100,000 $100,000 $100,000 $400,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $100,000 $100,000 $100,000 $100,000 $400,000 Funding Source FY2025 FY2026 FY2027 FY2028 Total 4924 - Drainage Fund $0 4950 - Sales Tax $100,000 $100,000 $100,000 $100,000 $400,000 4965 - ARPA $0 Total $100,000 $100,000 $100,000 $100,000 $400,000 Type of Project Corrugated Metal Pipe (CMP) Investigation and Repair Annual project to repair deteriorating corrugated metal pipes (CMP) throughout the City. Additional Information Renovation 128Page 166 of 699 Project Number:350-5798 Department:Public Works Total Capital Cost:$214,000 Type:Drainage Request description: Capital Costs FY2026 Total 7001 - Construction $214,000 $214,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $214,000 $214,000 Funding Source FY2026 Total 4924 - Drainage Fund $0 4950 - Sales Tax $214,000 $214,000 4965 - ARPA $0 Total $214,000 $214,000 Type of Project Trash Capture Devices Implementing trash capture devices as mandated by the MS4 Stormwater Permit required by the State. Additional Information New Construction 129Page 167 of 699 Project Number:612-5817 Department:Public Works Total Capital Cost:$282,000 Type:Sewer Request description: Capital Costs FY2024 Total 7001 - Construction $215,700 $215,700 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $19,000 $19,000 7301 - Contract Admin $19,000 $19,000 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $28,300 $28,300 7701 - Studies $0 Total $282,000 $282,000 Funding Source FY2024 Total 4825 - Developer $0.00 4930 - Sewer Fund $0.00 4931 - Sewer Facility $0.00 4965 - ARPA $282,000.00 $282,000.00 4499 - Other Gov Agencies $0.00 44XX - FEMA Reimbursement $0.00 44XX - CalOES Reimbursement $0.00 4950 - Sales Tax $0.00 Total $282,000.00 $282,000.00 Type of Project Trenchless Sewer Rehabilitation - El Camino Real to West Branch Street Cured-in-place pipe rehabilitation along the entire length of the sections mentioned below to reduce infiltration, root intrusion, and maintenance requirements, as well as probability of failure. Location El Camino Real to West Branch Street (under Highway 101) Additional Information Rehabilitation 130Page 168 of 699 Project Number:612-58XX Department:Public Works Total Capital Cost:$850,000 Type:Sewer Request description: Capital Costs FY2024 Total 7001 - Construction $850,000 $850,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $850,000 $850,000 Funding Source FY2024 Total 4825 - Developer $0 4930 - Sewer Fund $0 4931 - Sewer Facility $0 4965 - ARPA $0 4499 - Other Gov Agencies $0 44XX - FEMA Reimbursement $637,500 $637,500 44XX - CalOES Reimbursement $157,300 $157,300 4950 - Sales Tax $55,200 $55,200 Total $850,000 $850,000 Type of Project Lift Station 3 The heavy rains in the Winter of 22/23 have caused erosion at the top of the bank of Arroyo Grande Creek at Lift Station # 3. There is concerns the heavy flow of storm water in the Creek may have eroded the bottom of the creek bank and exposed an existing sewer force main located in the flowline of the Creek. Repair the erosion at the top of the Creek Bank and make improvements to reduce the storm water flow over the creek bank. Investigate the condition of the bottom of the creek bank and the sewer force main to see if they are vulnerable to damage caused by future storm events. Additional Information Rehabilitation 131Page 169 of 699 Project Number:612-58XX Department:Public Works Total Capital Cost:$282,000 Type:Sewer Request description: Capital Costs FY2025 Total 7001 - Construction $208,900 $208,900 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $20,900 $20,900 7301 - Contract Admin $20,900 $20,900 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $31,300 $31,300 7701 - Studies $0 Total $282,000 $282,000 Funding Source FY2025 Total 4825 - Developer $0 4930 - Sewer Fund $282,000 $282,000 4931 - Sewer Facility $0 4965 - ARPA $0 4499 - Other Gov Agencies $0 44XX - FEMA Reimbursement $0 44XX - CalOES Reimbursement $0 4950 - Sales Tax $0 Total $282,000 $282,000 Type of Project Trenchless Sewer Rehabilitation - Pilgrim Way, Orchard Avenue, West Cherry Avenue and California Street Cured-in-place pipe rehabilitation along the entire length of the sections mentioned below to reduce infiltration, root intrusion, and maintenance requirements, as well as probability of failure. Location Pilgrim Way and Orchard Avenue West Cherry Avenue to US-101 California Street and West Cherry Avenue Additional Information Rehabilitation 132Page 170 of 699 Project Number:612-5854 Department:Public Works Total Capital Cost:$100,000 Type:Sewer Request description: Capital Costs FY2026 Total 7001 - Construction $0 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $100,000 $100,000 Total $100,000 $100,000 Funding Source FY2026 Total 4825 - Developer $0 4930 - Sewer Fund $100,000 $100,000 4931 - Sewer Facility $0 4965 - ARPA $0 4499 - Other Gov Agencies $0 44XX - FEMA Reimbursement $0 44XX - CalOES Reimbursement $0 4950 - Sales Tax $0 Total $100,000 $100,000 Type of Project Wastewater Master Plan Update Ten year update to the 2012 Wastewater System Master Plan and computer model to reflect subsequent growth/changes in the City’s General Plan, subsequent wastewater system improvements, and changes in wastewater flow patterns. Additional Information Study 133Page 171 of 699 Project Number:612-5849 Department:Public Works Total Capital Cost:$300,000 Type:Sewer Request description: Capital Costs FY2026 FY2027 FY2028 Total 7001 - Construction $100,000 $100,000 $100,000 $300,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $100,000 $100,000 $100,000 $300,000 Funding Source FY2026 FY2027 FY2028 Total 4825 - Developer $0 4930 - Sewer Fund $100,000 $100,000 $100,000 $300,000 4931 - Sewer Facility $0 4965 - ARPA $0 4499 - Other Gov Agencies $0 44XX - FEMA Reimbursement $0 44XX - CalOES Reimbursement $0 4950 - Sales Tax $0 Total $100,000 $100,000 $100,000 $300,000 Type of Project Maintenance Hole Rehabilitation Rehabilitate existing sanitary sewer manholes with an epoxy liner Additional Information Replacement 134Page 172 of 699 Project Number:612-58XX Department:Public Works Total Capital Cost:$175,000 Type:Sewer Request description: Capital Costs FY2026 Total 7001 - Construction $175,000 $175,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $175,000 $175,000 Funding Source FY2026 Total 4825 - Developer $0 4930 - Sewer Fund $175,000 $175,000 4931 - Sewer Facility $0 4965 - ARPA $0 4499 - Other Gov Agencies $0 44XX - FEMA Reimbursement $0 44XX - CalOES Reimbursement $0 4950 - Sales Tax $0 Total $175,000 $175,000 Type of Project Trenchless Sewer Rehabilitation - South Alpine and Ash St Cured-in-place pipe rehabilitation along the entire length of the sections mentioned below to reduce infiltration, root intrusion, and maintenance requirements, as well as probability of failure. Location South Alpine Street Ash Street Additional Information Replacement 135Page 173 of 699 Project Number:612-58XX Department:Public Works Total Capital Cost:$300,000 Type:Sewer Request description: Capital Costs FY2027 Total 7001 - Construction $300,000 $300,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $300,000 $300,000 Funding Source FY2027 Total 4825 - Developer $0 4930 - Sewer Fund $300,000 $300,000 4931 - Sewer Facility $0 4965 - ARPA $0 4499 - Other Gov Agencies $0 44XX - FEMA Reimbursement $0 44XX - CalOES Reimbursement $0 4950 - Sales Tax $0 Total $300,000 $300,000 Type of Project Trenchless Sewer Rehabilitation - Alder and Cameron Court to Victorian Way Cured-in-place pipe rehabilitation along the entire length of the sections mentioned below to reduce infiltration, root intrusion, and maintenance requirements, as well as probability of failure. Location Alder and Cameron Court to Victorian Way Additional Information Rehabilitation 136Page 174 of 699 Project Number:612-5826 Department:Public Works Total Capital Cost:$132,200 Type:Sewer Request description: Capital Costs FY2028 Total 7001 - Construction $132,200 $132,200 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $132,200 $132,200 Funding Source FY2028 Total 4825 - Developer $0 4930 - Sewer Fund $132,200 $132,200 4931 - Sewer Facility $0 4965 - ARPA $0 4499 - Other Gov Agencies $0 44XX - FEMA Reimbursement $0 44XX - CalOES Reimbursement $0 4950 - Sales Tax $0 Total $132,200 $132,200 Type of Project Trenchless Sewer Rehabilitation - Woodland Drive Cured-in-place pipe rehabilitation along the entire length of the sections mentioned below to reduce infiltration, root intrusion, and maintenance requirements, as well as probability of failure. Location Woodland Drive Additional Information Rehabilitation 137Page 175 of 699 Project Number:640-5973 Department:Public Works Total Capital Cost:$43,800 Type:Water Request description: Capital Costs FY2024 Total 7001 - Construction $43,800 $43,800 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $43,800 $43,800 Funding Source FY2024 Total 4816 - Other Financing $0 4940 - Water Fund $43,800 $43,800 4942 - Water Facility $0 4943 - Water Availability $0 4965 - ARPA $0 Total $43,800 $43,800 Type of Project Phased Main Replacement - Highway 101 Crossing Upgrade, El Camino Real to West Branch Street Upgrade the existing 8-inch cast iron pipe to an 8-inch high density polyethylene (HDPE) pipe under Highway 101 from El Camino Real to West Branch Street. Location Highway 101-El Camino Real to West Branch Street Additional Information Replacement 138Page 176 of 699 Project Number:640-5953 Department:Public Works Total Capital Cost:$330,000 Type:Water Request description: Capital Costs FY2025 Total 7001 - Construction $330,000 $330,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $330,000 $330,000 Funding Source FY2025 Total 4816 - Other Financing $0 4940 - Water Fund $330,000 $330,000 4942 - Water Facility $0 4943 - Water Availability $0 4965 - ARPA $0 Total $330,000 $330,000 Type of Project SCADA Software/Electronics Design and Upgrade Provide two new redundant workstations, to run a new Windows?based SCADA software package to replace the existing SCADA desktop computer to increase the reliability of the City’s SCADA system. Water System Master Plan Project B-3. Additional Information Equipment 139Page 177 of 699 Project Number:640-59XX Department:Public Works Total Capital Cost:$100,000 Type:Water Request description: Capital Costs FY2025 Total 7001 - Construction $100,000 $100,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $100,000 $100,000 Funding Source FY2025 Total 4816 - Other Financing $0 4940 - Water Fund $100,000 $100,000 4942 - Water Facility $0 4943 - Water Availability $0 4965 - ARPA $0 Total $100,000 $100,000 Type of Project Reservoir No. 5 Redundancy Interconnect The water distribution system for Reservoir No. 5 pressure zone has only one watermain that can provide water to the pressure zone. This project will provide a redundant interconnect to assure the zone has water delivery from Reservoir No. 5 with the watermain off. The project will interconnect the watermain from Los Ciervos to Andre Drive. Additional Information New Construction 140Page 178 of 699 Project Number:640-59XX Department:Public Works Total Capital Cost:$100,000 Type:Water Request description: Capital Costs FY2026 Total 7001 - Construction $0 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $100,000 $100,000 Total $100,000 $100,000 Funding Source FY2026 Total 4816 - Other Financing $0 4940 - Water Fund $100,000 $100,000 4942 - Water Facility $0 4943 - Water Availability $0 4965 - ARPA $0 Total $100,000 $100,000 Type of Project Water Master Plan Update Ten year update to the 2012 Water System Master Plan and computer model to reflect subsequent growth/changes in the City’s General Plan, subsequent water system improvements, and changes in water demand. Additional Information Study 141Page 179 of 699 Project Number:640-59XX Department:Public Works Total Capital Cost:$1,000,000 Type:Water Request description: Capital Costs FY2026 FY2027 Total 7001 - Construction $125,000 $875,000 $1,000,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $125,000 $875,000 $1,000,000 Funding Source FY2026 FY2027 Total 4816 - Other Financing $0 4940 - Water Fund $125,000 $875,000 $1,000,000 4942 - Water Facility $0 4943 - Water Availability $0 4965 - ARPA $0 Total $125,000 $875,000 $1,000,000 Type of Project Phased Main Replacement – Cornwall Street This project will replace the existing 8-inch cast iron pipes with new 8-inch PVC pipes in Cornwall Street between North Halcyon Road to just west of El Camino Real. Location Cornwall St from Barnett St to Halcyon Rd Additional Information Replacement 142Page 180 of 699 Project Number:640-5911 Department:Public Works Total Capital Cost:$773,500 Type:Water Request description: Capital Costs FY2027 Total 7001 - Construction $572,900 $572,900 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $57,300 $57,300 7301 - Contract Admin $57,300 $57,300 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $86,000 $86,000 7701 - Studies $0 Total $773,500 $773,500 Funding Source FY2027 Total 4816 - Other Financing $0 4940 - Water Fund $673,500 $673,500 4942 - Water Facility $100,000 $100,000 4943 - Water Availability $0 4965 - ARPA $0 Total $773,500 $773,500 Type of Project Phased Mains Replacement - North Halcyon to El Camino This project will replace the existing 8-inch cast iron water main with new 8-inch PVC pipe along North Halcyon Road to El Camino. Location North Halcyon Road to El Camino Additional Information Replacement 143Page 181 of 699 Project Number:640-5948 Department:Public Works Total Capital Cost:$500,000 Type:Water Request description: Capital Costs FY2027 Total 7001 - Construction $500,000 $500,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $500,000 $500,000 Funding Source FY2027 Total 4816 - Other Financing $0 4940 - Water Fund $500,000 $500,000 4942 - Water Facility $0 4943 - Water Availability $0 4965 - ARPA $0 Total $500,000 $500,000 Type of Project Reservoir No. 4 Exterior Coating Sand blast, prime and re-coat Reservoir No. 4 exterior. The tank was built in 1983 and has never been painted since it was originally built. Additional Information Renovation 144Page 182 of 699 Project Number:640-59XX Department:Public Works Total Capital Cost:$300,000 Type:Water Request description: Capital Costs FY2028 Total 7001 - Construction $300,000 $300,000 7002 - PW Construction $0 7005 - PW Construction - Concrete $0 7006 - PW Construction - Asphalt $0 7201 - Construction Contingencies $0 7301 - Contract Admin $0 7302 - Appraisals $0 7303 - Land Acquisition $0 7501 - Design & Survey $0 7701 - Studies $0 Total $300,000 $300,000 Funding Source FY2028 Total 4816 - Other Financing $0 4940 - Water Fund $300,000 $300,000 4942 - Water Facility $0 4943 - Water Availability $0 4965 - ARPA $0 Total $300,000 $300,000 Type of Project Miller Way Booster Zone Upgrade Complete upgrade on the Miller Way Booster Station, including a new pump building (or enclosed package pump station), new pumps and motors (2 x 5-HP), and new bladder tanks. The upgraded booster station will have a design capacity of 75-gpm. This will increase the reliability of the water supply to the Miller Way zone and will improve water service pressure. In addition, this is expected to decrease maintenance costs and increase efficiency. Additional Information Replacement 145Page 183 of 699 Appendix A 146Page 184 of 699 CITY OF ARROYO GRANDE ORGANIZATIONAL CHART 147Page 185 of 699 Community Profile INTRODUCTION The City of Arroyo Grande is located five miles inland from the central California coastline. Incorporated in 1911, the City contains acres of agriculturally productive land in a valley created by the Arroyo Grande Creek. The fertile soil produces several crop harvests annually, including celery, lettuce, and strawberries. There are several wineries in the vicinity, designating the area as the Arroyo Grande wine region. The City, locally known as one of the “Five Cities”, adjoins Pismo Beach and Grover Beach, and is neighbor to Avila Beach and Shell Beach. The economy of the five cities depends heavily on tourists and retail sales. Many of the residents of Arroyo Grande commute to work in neighboring communities. Others are employed in the service industries of Arroyo Grande, such as retail, education, and health care. Pacific Gas & Electric and its Diablo Canyon Nuclear Power Plant is a significant employer in the region. A small quantity of manufacturing is located within the City. The heart of the City is the Village of Arroyo Grande, a unique section of the community from which the modern City derived its roots. Antique shops, an ice cream parlor, and turn of the century architecture are reminiscent of an earlier age. Within the Village is a swinging bridge that was originally constructed in 1875 to connect land divided by the Arroyo Grande Creek. The 171-foot bridge is the only one of its kind in California. When the bridge was donated to the City of Arroyo Grande in 1911, the City assumed responsibility for maintenance and care. 148Page 186 of 699 Community Profile City Recreation Areas & Programs The City has several parks with picnic, barbecue, and playground areas. Strother Community Park, located along the bank of the Arroyo Grande Creek, is ideal for reunions, picnics, and barbecues. Elm Street Park has volleyball standards and playground equipment for all ages. The Heritage Square Park, connected to the Village area by the historical Swinging Bridge, is a favorite place for tourists and locals to enjoy lunchtime. The Hart-Collett Memorial Park, the Terra De Oro Park, and the Kiwanis Park are small parks with picnic tables and benches only. Rancho Grande Park is also ideal for family gatherings or special celebrations. The twenty-six acre Soto Sports Complex serves the Five Cities region by providing four lighted tennis courts, a Little League field, a lighted Babe Ruth field, four lighted softball fields, and two unlit ball fields. The fields are converted to soccer and football use in the fall. The James Way Oak Habitat and Wildlife Preserve has equestrian and jogging/walking trails for public use. The habitat, winding along a hillside in an oak preserve, has an abundant array of wildlife. The City offers a wide variety of recreational opportunities for local residents and visitors. From youth and adult sports leagues, child care programs, and special events to classes for seniors and summer youth camps, there are programs available for nearly every age. 149Page 187 of 699 Population Overview TOTAL POPULATION 18,441 2.3% vs. 2019 GROWTH RANK 185 out of 493 Municipalities in California DAYTIME POPULATION 17,545 Daytime population represents the effect of persons coming into or leaving a community for work, entertainment, shopping, etc. during the typical workday. An increased daytime population puts greater demand on host community services which directly impacts operational costs. * Data Source: American Community Survey 5-year estimates POPULATION BY AGE GROUP Aging affects the needs and lifestyle choices of residents. Municipalities must adjust and plan services accordingly. * Data Source: American Community Survey 5-year estimates * Data Source: U.S. Census Bureau American Community Survey 5-year Data and the 2020, 2010, 2000, and 1990 Decennial Censuses199019911992199319941995199619971998199920002001200220032004200520062007200820092010201120122013201420152016201720182019202014k 15k 16k 17k 18k 19k <5 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-59 60-64 65-74 75-84 >85 150Page 188 of 699 Household Analysis TOTAL HOUSEHOLDS 7,026 Municipalities must consider the dynamics of household types to plan for and provide services effectively. Household type also has a general correlation to income levels which affect the municipal tax base. * Data Source: American Community Survey 5-year estimates 8% higher than state average Family Households 54% 14% higher than state average Married Couples 57% 12% higher than state average Singles 27% 73% higher than state average Senior Living Alone 23% 151Page 189 of 699 Economic Analysis Household income is a key data point in evaluating a community’s wealth and spending power. Pay levels and earnings typically vary by geographic regions and should be looked at in context of the overall cost of living. HOUSEHOLD INCOME Above $200,000 9% 34% lower than state average Median Income 88,068 12% higher than state average Below $25,000 12% 19% lower than state average * Data Source: American Community Survey 5-year estimates Over $200,000 $150,000 to $200,000 $125,000 to $150,000 $100,000 to $125,000 $75,000 to $100,000 $50,000 to $75,000 $25,000 to $50,000 Below $25,000 152Page 190 of 699 Housing Overview 2020 MEDIAN HOME VALUE 610,000 * Data Source: 2020 US Census Bureau (http://www.census.gov/data/developers/data-sets.html), American Community Survey. Home value data includes all types of owner-occupied housing. HOME VALUE DISTRIBUTION * Data Source: 2020 US Census Bureau (http://www.census.gov/data/developers/data-sets.html), American Community Survey. Home value data includes all types of owner-occupied housing. HOME OWNERS VS RENTERS Arroyo Grande 34% Rent 66% Own State Avg. 45% Rent 55% Own * Data Source: 2020 US Census Bureau (http://www.census.gov/data/developers/data- sets.html), American Community Survey. Home value data includes all types of owner-occupied housing.200920102011201220132014201520162017201820192020400k 450k 500k 550k 600k 650k > $1,000,000 $750,000 to $999,999 $500,000 to $749,999 $400,000 to $499,999 $300,000 to $399,999 $250,000 to $299,999 $200,000 to $249,999 $150,000 to $199,999 $100,000 to $149,999 $50,000 to $99,999 < $49,999 153Page 191 of 699 Fiscal Policy Adopted by the City Council: September 5, 1995 Revised: June 28, 2011 The budget document is a policy statement and financial plan that allocates City resources such as personnel, materials, and equipment in tangible ways to achieve the general goal of a balanced community. It is, therefore, prudent for the City Council to have adopted a Fiscal Policy to guide staff through the budget-development process. The Fiscal Policy is a guideline, not an absolute. The Policy describes goals the Council seeks to achieve to secure fiscal solvency, superior levels of customer service, and maximum cost efficiency. The Policy components are as follows: RESERVES • Establish and maintain a Fund Balance reserve goal of 20% of expenditures with a minimum of 15% in the General Fund. • Maintain a minimum of 5% of the General Fund budget as a Contingency Reserve. • Contribute 10% of annual appropriations to the improvement of Infrastructure. FISCAL MANAGEMENT • Maintain safety and liquidity while maximizing investment revenue. • Utilize grants and subsidies from other sources when possible and cost-effective. • Charge fees for services that reflect the cost of providing such services. • Review fees annually, establish actual costs, adjust existing fees and establish new fees as needed. • Recover costs when possible for facility use, planning and building services, code enforcement, community events and administrative costs. • Develop short and long-term financial plans. • Develop fiscal models to reflect development and planning policies to ensure resources are adequate to provide service needs. • Maintain a PERS Retirement Fund in which the City funds retirement costs on an annual basis at no lower than the projected long-term average rates in order to eliminate the fluctuations in PERS costs and provide long-term stability. NEW SERVICES Add new services only when a need has been identified and when adequate staffing and funding sources have been provided. 154Page 192 of 699 Fiscal Policy PUBLIC SAFETY Provide funding to maintain the safety of the citizens of Arroyo Grande at a level that ensures that Arroyo Grande maintains its position as one of the safest cities in San Luis Obispo County. WATER, LOPEZ AND SEWER FUNDS Maintain reserve funds equal to 90 days of operating expenses plus $500,000 and one year of debt service. FACILITIES • Plan for new facilities only if operations and maintenance costs for those new facilities will not negatively impact the operating budget. • Provide adequate routine maintenance each year to avoid the cost of deferred maintenance. OPERATIONAL EFFICIENCIES • Provide City services in the most cost-effective manner. • Provide staffing levels that allow employees to respond promptly to service requests from the public. • Utilize consultants and temporary help for special projects or peak workload periods. • Utilize community expertise on a voluntary basis as appropriate. • Ensure that fee-supported services are staffed appropriately to render the services for which customers have paid. • Work through regional agencies to share costs for local and mandated programs whenever possible. EMPLOYEE DEVELOPMENT Attract and retain competent employees for the City work force by compensating employees fairly, providing adequate training opportunities, ensuring safe working conditions, and maintaining a professional work environment. 155Page 193 of 699 Fiscal Policy ECONOMIC DEVELOPMENT • Promote a mix of businesses that contributes to a balanced community, develop programs to enhance and retain existing businesses, and pursue new developments and businesses that add to but do not detract from the City’s economic base. • Maximize opportunities for the existing business community, thereby increasing existing sources of revenue to meet the increasing demands for service. RETIREE MEDICAL Pre-fund retiree medical benefit costs. 156Page 194 of 699 Significant Accounting Policies REPORTING ENTITY The City of Arroyo Grande was incorporated on July 10, 1911 under the laws of the State of California and enjoys all the rights and privileges applicable to a General Law City. An elected five-member board governs the City. The City operates under a Council-Manager form of government, and currently provides a wide variety of services to its citizens, including police, public services, community development, general administrative and other services. Description of Funds Fund Accounting Systems The City uses funds and account groups to report on its financial position and the results of its operations. Fund accounting is designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain City functions or activities. A fund is an accounting entity with a self-balancing set of accounts established to record the financial position and results of operations of a specific governmental activity. An account group is a financial reporting device designed to provide accountability for certain assets and liabilities that are not recorded in the funds because they do not directly affect net expendable available resources. The City maintains the following fund types and account groups: Types of Funds Governmental Fund Types General Fund – is the general operating fund of the City and accounts for all unrestricted financial resources except those required to be accounted for in another fund. Special Revenue Funds – to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or capital projects) that are restricted by law or administrative action to expenditures for specific purposes. Debt Service Funds – to account for the accumulation of resources for and the payment of, interest and principal on general long-term debt and related costs. The City currently does not have general long term debt that would be obligated to use a debt service fund. Capital Project Funds – to account for financial resources segregated for the acquisition of major capital projects or facilities (other than those financed by proprietary fund types). 157Page 195 of 699 Significant Accounting Policies Proprietary Fund Types Enterprise Funds – to account for operations in a manner similar to private business enterprises where the intent is to have the costs (expenses, including depreciation) of providing goods or services to the general public to be financed or recovered primarily through user charges. Fiduciary Fund Types Agency Funds – to account for assets held by the City as trustee or agent for individuals, private organizations, or other governmental units, and/or other funds. These funds are custodial in nature (assets correspond with liabilities) and do not involve measurement of results of operations. Basis of Accounting Basis of accounting refers to when revenues and expenditures or expenses are recognized in the accounts and reported in the financial statements. Specifically, it relates to the timing of the measurements made, regardless of the nature of the measurement. All governmental funds and Agency funds are accounted for using the modified accrual basis of accounting. Revenues are recognized when they become measurable and available as net current assets. In those funds where revenue is recognized on a modified accrual basis the following revenues may be accrued: property and sales taxes, revenue from the use of money and property, interfund transfers, unbilled service receivables and intergovernmental revenue. Licenses, permits, fines and forfeitures and similar items are, for the most part, not accrued and consequently are not recorded until received. Agency funds are purely custodial (assets equal liabilities) and thus do not involve measurement of results of operations. The assets and liabilities are accounted for on a modified accrual basis with the exception of the City’s Deferred Compensation Plan, which is accounted for on a market value basis in accordance with Statement No. 2 of the Governmental Accounting Standards Board (GASB). Property tax revenue is recognized in the fiscal year for which the taxes have been levied providing they become available, in accordance with National Council of Governmental Accounting GASB 33. In this context, available means when receivable and due, when payment is expected within the current period, or within sixty (60) days of year end, and thus available to pay debts of the current period. Grants, entitlements, or shared revenues recorded in governmental funds are recognized as revenue in the accounting period when they become susceptible to accrual, i.e. both measurable and available (modified accrual basis). Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred. Principal and interest on general long-term debt is recognized when due. All proprietary funds are accounted for using the accrual basis of accounting. Their revenues are recognized when they are earned and become measurable, expenses are recognized when they are incurred if measurable. 158Page 196 of 699 Significant Accounting Policies The City reports deferred revenue on its combined balance sheet. Deferred revenues arise when potential revenue does not meet both the “measurable” and “available” criteria for recognition in the current period. Deferred revenues also arise when the City receives resources before it has a legal claim to them, as when grant monies are received prior to the incurrence of qualifying expenditures. In subsequent periods, when both revenue recognition criteria are met, or when the City has a legal claim to the resources, the liability for deferred revenue is removed from the combined balance sheet and revenue is recognized. Budgetary Process The City uses the following procedures in establishing the budgetary data reflected in the financial statements: after January 1, Department Directors prepare estimates for required appropriations for the fiscal year commencing the following July 1. The departmental estimates are presented to the City Manager for review. A Preliminary Budget is prepared that includes estimated expenditures and forecasted revenues for the fiscal year. Prior to July 1, the City Manager submits a Preliminary Budget for the upcoming fiscal year to the City Council. The Preliminary Budget includes a summary of the proposed expenditures and financial resources of the City, as well as historical data for preceding fiscal periods. Public meetings are conducted to obtain citizens’ comments. The City Council adopts the budget by June 30. Budgets are legally adopted for the general, special revenue, enterprise funds, agency funds and all capital projects programs during the fiscal year ended June 30. The appropriated budget covers substantially all City expenditures. All appropriated amounts shown are as originally adopted or as amended by the City Council. During the year, supplementary appropriations may be approved. Unexpended appropriations lapse at the year-end, unless approved for carryover by the City Manager to address multi-year projects or initiatives. Department Directors are authorized to transfer budgeted amounts within their departments, within the same fund, with the approval of the City Manager. The City Manager has authority to make transfers of appropriations between departments, provided those changes do not impact budgeted year-end fund balances. Only the City Council may authorize transfers of appropriations between funds. Formal budgetary integration is employed as a management control device during the fiscal year for all governmental funds. Encumbrances Encumbrances represent commitments related to unperformed contracts for goods or services. Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of resources are recorded to reserve that portion of the applicable appropriation, is utilized in all funds. Encumbrances outstanding at year-end are reported as reservations of fund balances and do not constitute expenditures or liabilities because the commitments will be honored during the subsequent year. Amounts encumbered at year-end are reappropriated in the following year. 159Page 197 of 699 Significant Accounting Policies Budget Basis of Accounting Budgets for governmental funds are adopted on a basis consistent with generally accepted accounting principles (GAAP). Cash and Investments Cash includes amounts in demand deposits. Investments, including accrued interest, are stated at fair market value. Interfund Transactions During the course of operations, numerous transactions occur between individual funds for goods provided or services rendered. These receivables and payables are classified as “due from other funds” or “due to other funds” on the balance sheet. Inventories Inventories of materials and supplies are carried at cost on a first-in, first-out basis. The City uses the consumption method for accounting for inventories. Fixed Assets All purchased fixed assets are valued at cost where historical records are available, and at an estimated historical cost where no historical records exist. Donated fixed assets are valued at their estimated fair market value on the date received. The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend asset lives are not capitalized. Improvements are capitalized and depreciated, as applicable, over the remaining useful lives of the related fixed assets. In accordance with GASB 34, all Public domain (“infrastructure”) fixed assets are now capitalized. Examples of infrastructure assets are: roads, bridges, curbs and gutters, streets and sidewalks, drainage and lighting systems. Depreciation of fixed assets is computed using the straight-line method. The estimated useful lives are as follow: Buildings and structures 40 – 55 years Machinery 3 – 10 years Equipment 5 – 20 years Compensated Absences Vested or accumulated personal leave of employees, that is expected to be liquidated with expendable available financial resources, is reported as an expenditure and a fund liability of the governmental fund 160Page 198 of 699 Significant Accounting Policies that will pay it. Amounts of vested or accumulated personal leave not expected to be liquidated with expendable available financial resources are reported in the City’s financial statements as long-term debt. No expenditure is reported for those amounts. Vested or accumulated personal leave of proprietary funds is recorded as an expense and liability of those funds as the benefits accrue to employees. Property Taxes The San Luis Obispo County Assessor and Tax Collector perform the duties of assessing and collecting property tax, respectively. Tax levies cover the period from July 1 to June 30 of each year. All tax liens attach annually on the first day in March proceeding the fiscal year for which the taxes are levied. Taxes are levied on both real and personal property as of March 1. Secured property taxes are levied against real property and are due and payable in two equal installments. The first installment is due on November 1 and becomes delinquent if not paid by December 10. The second installment is due on February 1 and becomes delinquent if not paid by April 10. Unsecured personal property taxes are due on July 1 each year. These taxes become delinquent if not paid by August 31. Grants Federal and state grant revenues are accrued to the extent expenditures are incurred. All such grants are subject to audit and adjustment by the grantor. Long-term Obligations Long-term debt is recognized as a liability of a governmental fund when due or when resources have been accumulated in the debt service fund for payment early in the following year. Other long-term obligations to be financed from expendable available financial resources are reported as a fund liability of a governmental fund. The remaining portion of such obligations is reported in the financial statements. Long-term liabilities to be financed from proprietary fund operations are accounted for in those funds. Fund Equity Contributed capital is recorded in proprietary funds that have received capital grants or contributions from developers, customers or other funds. These reserves represent those portions of fund equity not available for expenditure or that are legally segregated for a specific future use of financial resources. Fund designations are established to indicate tentative plans for the use of current financial resources in the future. 161Page 199 of 699 Guide to Funds by Number 010 General Fund –The primary operating fund of the City, which accounts for resources and services traditionally associated with government. The General Fund provides administrative, financial, police and fire protection, community development, parks and recreation, and public works services to the community and other funds. The General Fund accounts for revenues that have unrestricted uses and are not required legally or by contractual agreement to be accounted for in another fund. 210 Fire Protection Impact –This fund accounts for impact fees collected from developers for the expansion of the existing fire station in order to serve future development. 211 Public Access Television – This fund accounts for fees collected from Charter Communications that are restricted for support of public, education and government access programming and equipment. 212 Police Protection Impact –This fund accounts for impact fees collected from developers for the expansion of the existing police facility in order to serve future development. 213 Park Development – This fund accounts for the receipts of park-in-lieu fees (Quimby) and grant revenues that are used for construction, park acquisition, and development of park facilities. 214 Park Improvement – Impact fees that are collected for park improvements will be used to maintain the adopted level of service for neighborhood and community parks of 4.0 acres per thousand population. This fund accounts for the receipt of these monies. 215 Recreation Community Center – This fund accounts for impact fees collected for recreation facilities in order to maintain the adopted level of service of recreation/community center facilities of 542 square feet. 216 Gracelane Assessment District – Fund to account for revenues derived from annual assessments of properties within the District, which are used to pay the cost incurred by the City for landscape maintenance. 217 Landscape Maintenance District – This fund accounts for the landscape maintenance of parkways within two housing tracts. A special benefit assessment is levied on property owners to pay for landscape maintenance expenditures. 218 Local Use Tax Fund – Fund to account for the ½% local sales tax increase approved by the voters in November of 2006. 219 Parkside Assessment District –Fund to account for revenues derived from annual assessments of properties, which are used to pay the cost incurred by the City for landscape maintenance. 162Page 200 of 699 Guide to Funds by Number 220 Street (Gas Tax) Fund – The fund that accounts for receipts and expenditures of money apportioned by the State under Streets and Highway Code sections. Gas tax revenues can only be used to construct and maintain streets and highways. 221 Traffic Congestion Relief Fund – This fund accounts for receipts and expenditures of money apportioned by the State under AB 2928 for street or road maintenance or reconstruction. 222 Traffic Signalization – This fund accounts for traffic signalization assessments levied against developments for the future cost of traffic signals. 223 Traffic Circulation – This fund accounts for developer traffic mitigation measure fees charged as a result of an environmental review. 224 Transportation Facility Impact – This fund accounts for developer impact fees (AB1600 fees) paid to protect the public health, safety, and welfare by maintaining the existing level of public services for existing and future residents within the City of Arroyo Grande. 225 Transportation Fund – The fund accounts for revenues from the Local Transportation Fund (LTF), the South County Transit (SCT), and a senior taxi program administered by SCT. Expenditures are restricted to public transportation. 226 Water Neutralization Impact Fund – This fund accounts for mitigation fees collected from developers to neutralize projected water demand, of development projects, above historical usage amounts. 230 Construction Tax – The fund that accounts for the accumulation of tax revenues levied on construction of residential dwelling units, mobile home lots, and commercial buildings. Expenditures are restricted to public improvements, including but not limited to, facilities, fire stations, fire-fighting equipment, parks, street improvements, and equipment. 231 Drainage Facility – This fund accounts for development drainage fees restricted to improving drainage within the City. 232 In-lieu Affordable Housing – The fund accounts for monies paid by developers in meeting the City’s mandatory affordable housing requirements. 233 In-lieu Underground Utilities – The fund accounts for monies paid by developers in meeting the City’s underground utility requirements. 240 Arroyo Grande Tourism Marketing Improvement District Fund – The fund that accounts for assessments collected from lodging establishments, which are restricted for programs, projects and activities that benefit lodging businesses in the City. 163Page 201 of 699 Guide to Funds by Number 241 Water Availability Fund – The fund that accounts for impact fees collected to mitigate future water requirements. 250 CDBG Grant Fund – The fund accounts for revenues and expenditures related to Community Development Block Grant Funds. 271 State COPS Block Grant Fund – The fund that accounts for the receipt of revenues from the State of California restricted to the purchase of police equipment and technology for crime prevention. 286 Successor Agency to the Former Redevelopment Agency Administration – Fund used to account for tax increment revenues to be used for Successor Agency administration and payment of the former Redevelopment Agency enforceable obligations. 287 Successor Agency to the Former Redevelopment Agency Housing Function – The fund accounting for tax increment revenues of the former Redevelopment Agency to be used for low and moderate housing within the City. 350 Capital Improvement Program – Fund established to account for transfers from other City funds and grant revenues to be used for infrastructure improvements within the City. The Program is divided into six project types – Miscellaneous Projects, Park Projects, Street Projects, Drainage Projects, Sewer Projects, and Water Projects. 612 Sewer Fund – Fund used to account for maintenance of sewer lines connecting City residents to the San Luis Obispo County Sanitation District sewer plant. Maintenance costs are funded by user charges. 634 Sewer Facility Fund – This fund accounts for the accumulation of sewer facility revenues to be used in capital improvement projects in the City. 640 Water Fund – Fund used to account for the operation of water utility service to the community. Revenues are received from fees for service. 641 Lopez Fund – The Lopez Fund is responsible for the purchase of water, debt servicing, and the maintenance and operation of Lopez Dam. User Fee charges for water availability and utility billing are the major revenue sources of this fund. 642 Water Facility Fund –Fund used to account for the accumulation of revenues from charges for current services to be used for future water infrastructure improvements. 751 Downtown Parking –Agency Fund collecting assessments from Village merchants for the maintenance of Village parking for the Downtown Village Merchants Association. 164Page 202 of 699 Fund Structure Governmental Fund Types General Fund – is the general operating fund of the City and accounts for all unrestricted financial resources except those required to be accounted for in another fund. 165Page 203 of 699 Fund Structure Special Revenue Funds – to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or capital projects) that are restricted by law or administrative action to expenditures for specific purposes. Debt Service Funds – to account for the accumulation of resources for and the payment of, interest and principal on general long-term debt and related costs. The City currently does not have general long term debt that would be obligated to use a debt service fund. Capital Project Funds – to account for financial resources segregated for the acquisition of major capital projects or facilities (other than those financed by proprietary fund types). Proprietary Fund Types Enterprise Funds – to account for operations in a manner similar to private business enterprises where the intent is to have the costs (expenses, including depreciation) of providing goods or services to the general public to be financed or recovered primarily through user charges. Fiduciary Fund Types Agency Funds – to account for assets held by the City as trustee or agent for individuals, private organizations, or other governmental units, and/or other funds. These funds are custodial in nature (assets correspond with liabilities) and do not involve measurement of results of operations. 166Page 204 of 699 Budget Glossary Account: A subdivision within a fund for the purpose of classifying transactions. Account Number: A numeric identification of the account. Typically, a unique number or series of numbers. The City of Arroyo Grande’s number structure is comprised of three (3) fields of characters. The first field is three (3) characters wide and identifies the various FUNDS within the account system. The next field contains four (4) characters and identifies the PROGRAMS and/or DIVISIONS within the City. The final field contains four (4) characters and identifies the OBJECT CODE of the account number. The combination of the three fields makes up the account number. Accrual Basis or Accrual Method: Accounting method whereby income and expense items are recognized as they are earned or incurred, even though they may not have been received or actually paid in cash. The alternative is Cash Basis. The City of Arroyo Grande uses the method of “Modified Accrual” basis of accounting for governmental and agency funds. All proprietary funds are accounted for using the accrual basis of accounting. ACFR: Annual Comprehensive Financial Report which is an audited and printed copy of the City’s financial statement at the end of a given fiscal year. Actual: The recorded revenue or expenditure for a specific account number. The actual columns, referenced in this document, report the revenues or expenditures as audited by an independent auditor. Adopted Budget: A budget which typically has been reviewed by the public and “Adopted” (approved) by the City Council prior to the start of the fiscal year. The adopted budget is the legal authority to expend money for specified purposes in the fiscal year time period. AGPOA: Arroyo Grande Police Officers Association. This union represents sworn and non-sworn police employees working for the City. AGTBID: Arroyo Grande Tourism Business Improvement District. Established in May 2013 by Ordinance, the district exists to provide projects, programs and activities that benefit lodging businesses located and operating with the boundaries of the City. Assessments are levied on all lodging businesses and are subject to annual review by the City Council in accordance with the requirements contained in the Parking and Business Improvement Area Law of 1989 (Streets and Highways Code Sections 36500 et seq.). Appropriate: Set apart for, or assign to, a particular purpose or use. Appropriated Expenditure: A budget amount set-aside for a specific acquisition or purpose. Appropriation: An authorization by the City Council to make expenditures and to incur obligation for specific amounts and purposes. For most local governments, the adopted budget document is the source for all or most appropriations. 167Page 205 of 699 Budget Glossary Assessed Valuation: An official value established for real estate or other property as a basis for levying property taxes. Assessments: Charges made to parties for actual services or benefits received. Assets: Property owned by the City which has book or appraised monetary value. Audit: A review of the accounting system and financial records to verify that government funds were spent and received in accordance with Generally Accepted Accounting Principles (GAAP) and in compliance with the legislative body’s appropriations. Authorized Positions: Employee positions, which are authorized in the adopted budget, to be filled during the year. Available (Undesignated) Fund Balance: Funds remaining from prior years, which are available for appropriation and expenditure in the current year. Balance Sheet: A statement presenting the financial position of an entity or fund by disclosing the value of its assets, liabilities, and equities as of a specified date. Balanced Budget: Budgeted resources, including revenue, transfers from other funds, and unallocated fund balance from previous years meet or exceed the budgeted use of resources, including expenditures and transfers to other funds. Base Budget: The ongoing expense level necessary to maintain service levels previously authorized by the City Council. Beginning Balance: Unencumbered resources available in a fund from the prior fiscal year after payment of prior fiscal year expenditures. Bond: A written promise from a local government to repay a sum of money on a specific date at a specified interest rate. Bonds are most frequently used to finance capital improvement projects such as buildings, streets, and bridges. Budget: A plan of financial operation, for a set time period, which identifies specific types and levels of services to be provided, proposed appropriations or expenses, and the recommended means of financing them. Budget Amendments: The City Council has the sole responsibility for adopting the City’s budget, and may amend or supplement the budget at any time after adoption by majority vote. The City Manager and Administrative Services Director have joint authority to approve line item budgetary 168Page 206 of 699 Budget Glossary transfers between expenditure objects of the budget, as long as transfers do not affect ending fund balances. Budgetary Basis: The basis of accounting used to estimate financing sources and uses in the budget. Budget Message: The opening section of the budget, which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from previous years, and presents recommendations made by the City Manager. Budget Year: Is the FISCAL YEAR for which the budget is being considered. Budgetary Unit: An organizational component budgeted separately, usually a department or a division. Capital Expenditures: An acquisition or an improvement (as distinguished from a repair) that will have a life of more than one year. Capital Improvement Budget: A financial plan or authorized expenditures for tangible, long- term construction of, or improvement to, public physical facilities. Capital Improvement Program (CIP): A long-term plan for multi-year projects such as street or park improvements, building construction, and various kinds of major facility maintenance. The projects set out in the plan usually require funding beyond the one-year period of the annual budget and the plan details funding sources and expenditure amounts. Capital Outlay: Expenditures that result in the acquisition of or addition to, fixed assets. A capital item is tangible, durable, and non-consumable, and has a useful life of more than one year. Carryover: Unspent funds, either encumbered, reserved, or unobligated, brought forward from prior fiscal years. Cash Basis: A basis of accounting in which transactions are recognized only when cash is increased or decreased. Consumer Price Index (CPI): Measure of change in consumer prices as determined by a monthly survey of the U.S. Bureau of Labor Statistics. Many pension and employment contracts are tied to changes in consumer prices as protection against inflation and reduced purchasing power. Among the CPI components are the costs of housing, transportation, and electricity. Also known as the Cost-of- Living Index. 169Page 207 of 699 Budget Glossary Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contractual Services: Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include maintenance agreements, professional contracts, and tree trimming agreements. Debt Service: The City’s obligation to pay the principal and interest of all bonds and other debt instruments according to a pre-determined payment schedule. Deficit: The excess of an entity’s liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period. Department: A basic organizational unit of government that is functionally unique in its delivery of services. The components are hierarchically arranged as follows: Department (such as Public Works): and Division (such as Sewer Maintenance). Depreciation: The loss in value of an asset, due to physical changes, obsolescence, or factors outside of the asset. Development-related Fees: Fees and charges generated by building, development, and growth in a community. Included in development-related fees are building permits, development review fees, and zoning and subdivision fees. Disbursement: The expenditure of monies from an account. Division: An organizational component of a department. Encumbrance: The commitment of appropriated funds to purchase goods or services. An encumbrance is not an expenditure. An encumbrance reserves funds to be expended on a specific item or service. Enterprise Fund: A proprietary fund used to account for operations that are financed and operated in a manner similar to private business enterprises. The intent of enterprise funds is to have the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. The rate schedule for these services is established to ensure that revenues are adequate to meet all necessary expenditures. Expenditure/Expense: The outflow of funds paid or to be paid for an asset obtained or goods and services obtained regardless of when the expenditure is actually paid. The term expenditure applies to Governmental Funds, while the term expense is used for Enterprise and Internal Service Funds. 170Page 208 of 699 Budget Glossary Expenditure Object Code: Unique identification number and title for a minor expenditure category. Represents the most detailed level of budgeting and recording of expenditures, also referred to as a “line item.” Fiscal Policy: A government’s policies with respect to revenues, spending, and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreed- upon set of principles for the planning and programming of government budgets and their funding. Fiscal Year (FY): The 12-month period for recording financial transactions. The City of Arroyo Grande has specified the fiscal year to begin July 1st and end June 30th. Fixed Assets: Assets of long-term character such as land, buildings, machinery, equipment, and furniture. Franchise Fee: A franchise fee is charged for the privilege of using public rights-of way and property within the City for public or private purposes. The City currently assesses franchise fees on utilities such as electricity, gas and solid waste collection. Full-time Equivalent Position (FTE): Positions or fractions thereof based on full-time definition of forty hours of work per week. Fund: A separate accounting entity with a self-balancing set of accounts to record all financial transactions (revenues and expenditures) for specific activities or government functions. Funds are classified into three categories: governmental, proprietary, and fiduciary. Commonly used funds in governmental accounting are General Fund, Special Revenue Funds, Debt Service Funds, Capital Project Funds, Enterprise Funds, Internal Service Funds, Agency Funds, and Special Assessment Funds. Fund Accounting: The basis of accounting used particularly by governments. Since there is no profit motive, accountability is measured instead of profitability. The main purpose is stewardship of financial resources received and expended in compliance with legal requirements. Financial reporting is directed at the public rather than investors. Fund Balance: The excess of assets over liabilities of a fund. GANN Limit: State of California legislation that limits a City’s total appropriations from tax revenues. Gas Tax Fund: A fund to account for receipts and expenditures of money apportioned under Street and Highway Code section 2105, 2106, 2107, and 2107.5 of the State of California. General Fund: The primary operating fund of the City, which accounts for resources and services traditionally associated with government. The General Fund provides administrative, financial, police protection, community development, public works, and recreation services to the community and other 171Page 209 of 699 Budget Glossary funds. The General Fund accounts for revenues that have unrestricted uses and are not required legally or by contractual agreement to be accounted for in another fund. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. General Obligation Bond: Bonds that are usually limited by state law as to the amount as well as the length of indebtedness that a government can have. These “Full Faith and Credit” bonds are secured by all of the financial assets of the local government, including property taxes. Goal: A general statement of broad direction, purpose, or intent that describes the essential reason for existence and which is not limited to a one-year time frame. Generally, a goal does not change from year to year. Grant: Contributions of gifts or cash or other assets from another governmental entity to be used or expended for a specific purpose, activity, or facility. An example is the Community Development Block Grant awarded by the federal government. Indirect Cost: Costs that cannot be easily seen in the product or service. Electricity, insurance, and data processing costs are examples of indirect costs. Infrastructure: The physical assets of the City, i.e. streets, water, sewer, public buildings, and parks, and the support structures within a development. Interfund Transfers: The movement of monies between funds to assist in financing the services for the recipient fund. Intergovernmental Revenue: Funds received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes. JPA: Joint Powers Agreement. An entity created by two or more public authorities to jointly exercise any power common to all of them. The City of Arroyo Grande joined in a JPA, California Joint Powers Insurance Association, for the purpose of jointly managing liability and workers compensation issues. The City is also a member of the Five Cities Fire Authority, a JPA for fire services with the City of Grover Beach and Oceano Community Services District. Jurisdiction: Geographic or political entity governed by a particular legal system or body of laws. Liability: Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed or refunded at some future date. 172Page 210 of 699 Budget Glossary Local Use Tax Fund: Fund to account for the ½% local sales tax increase approved by the voters in November of 2006. Long-term Debt: Debt with a maturity of more than one year after the date of issuance. Modified Accrual Basis or Modified Accrual Method: Accounting method whereby income and expense items are recognized, as they are available and measurable. Objective: Measurable statement of the intended beneficial and tangible effects of a program’s activities. An objective is a specific target toward which a manager can plan, schedule work activities, and make staff assignments. An objective is stated in quantifiable terms such that it is possible to know when it has been achieved. Examples are increase an activity by a specific amount by a certain date; maintain a service level; reduce the incidence of something by a specific amount by a given date, or eliminate a problem by a set date. The emphasis is on performance and its measurability. Operating Expense: A series of object codes, which include expenditures for items, which primarily benefit the current period and not defined as personnel services, contractual services, or capital outlays. Operating Revenues: Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services. Organization Chart: A chart showing the interrelationships of positions within an organization in terms of authority and responsibilities. There are basically three patterns of organization: line organization, functional organization, and line and staff organization. Performance Measures: Specific quantitative measures of work performed with a program (i.e. miles of streets cleaned). Also, specific quantitative measures of results obtained through a program (i.e. percent reduction in response time compared to previous year). PERS: Public Employees Retirement System, which is the state retirement system for public employees that provides its members with benefits at retirement or upon disability or death. Program: A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible. Proprietary Funds: These funds account for records of operations similar to those found in a business, such as Enterprise funds and Internal Service funds. Redevelopment Agency (RDA): A separate legal entity governed by the California Community Redevelopment Law. RDAs were officially dissolved by the California Legislature as of February 1, 2012. To facilitate the dissolution process, Successor Agencies were established to manage redevelopment 173Page 211 of 699 Budget Glossary projects underway, make payments on enforceable obligations, and dispose of redevelopment assets and properties. Redevelopment Fund: A fund to account for transactions related to proceeds from bonds and other resources and their use to perform redevelopment activities within specific project areas. Resolution: A special or temporary order of a legislative body; an order of a legislative body requiring less legal formality than an ordinance or statute. Restricted Fund Balance: The portion of a fund’s balance legally restricted for a specific purpose and, therefore, not available for general appropriations. Revenues: Funds received from various sources and treated as income to the City that are used to finance expenditures. Examples are tax payments, fees for services, receipts from other governments, fines, grants, licenses, permits, shared revenue, and interest income. SEIU: Service Employees International Union, Local 620. This union represents all full time employees other than police and management employees. Special Assessment Fund: Contain moneys received from special charges levied on property owners who benefit from a particular capital improvement or service. Special Revenue Fund: A governmental fund type used to account for specific revenues that are legally restricted to expenditures for particular purposes. Subvention: That portion of revenues collected by other government agencies on the City’s behalf. Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the people. This term does not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. Transient Occupancy Tax: A tax imposed on travelers who stay in temporary lodging establishments in the City. The tax is collected by the operators of lodging establishments located within the City, on behalf of the City. This tax is then remitted to the City. User Charges/Fees: The payment of a fee for the direct receipt of a public service by the party benefitting from the service. 174Page 212 of 699 ATTACHMENT 2 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE ADOPTING THE FISCAL YEAR 2023-25 BUDGET AND MAKING APPROPRIATIONS FOR THE AMOUNT BUDGETED WHEREAS, a proposed Budget for the City of Arroyo Grande for the Fiscal Year commencing July 1, 2023, and ending June 30, 2024, and commencing July 1, 2024, and ending June 30, 2025, was submitted to the City Council and is on file with the Director of Administrative Services; and WHEREAS, proceedings for adoption of said Budget have been duly taken; and WHEREAS, total Operating Expenditures for FY 2023-24 are $44,053,729; and WHEREAS, total Operating Expenditures for FY 2024-25 are $47,748,177. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DOES HEREBY RESOLVE AS FOLLOWS: SECTION 1. The Budget is adopted for the City of Arroyo Grande for Fiscal Year commencing July 1, 2023, and ending June 30, 2024, and commencing July 1, 2024, and ending June 30, 2025. SECTION 2. At the close of each Fiscal Year, unexpended a ppropriations in the Operating Budget will be carried forward to the next fiscal year as necessary to underwrite the expense of outstanding purchase commitments. Unexpended appropriations for authorized but uncompleted projects as approved by the City Council may be carried forward to the next succeeding Budget upon recommendation by the Administrative Services Director and approval of the City Manager. On motion of Council Member , seconded by Council Member , and on the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 27th day of June, 2023. Page 213 of 699 RESOLUTION NO. PAGE 2 ____ CAREN RAY RUSSOM, MAYOR ATTEST: ________ JESSICA MATSON, CITY CLERK APPROVED AS TO CONTENT: _______________ WHITNEY MCDONALD, CITY MANAGER APPROVED AS TO FORM: __ ISAAC ROSEN, CITY ATTORNEY Page 214 of 699 ATTACHMENT 3 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE ADOPTING THE FISCAL YEAR 2023- 2025 CAPITAL IMPROVEMENT PROGRAM BUDGET AND MAKING APPROPRIATIONS FOR THE AMOUNT BUDGETED WHEREAS, a proposed Capital Improvement Program Budget for the City of Arroyo Grande for the Fiscal Year commencing July 1, 2023, and ending June 30, 2024, and commencing July 1, 2024, and ending June 30, 2025, was submitted to the City Council and is on file with the Director of Administrative Services; and WHEREAS, proceedings for adoption of said Budget have been duly taken; and WHEREAS, total Capital Improvement Program Expenditures for FY 2023-24 are $7,079,557; and WHEREAS, total Capital Improvement Program Expenditures for FY 2024 -25 are $16,730,523. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DOES HEREBY RESOLVE AS FOLLOWS: SECTION 1. The Capital Improvement Program Budget is adopted for the City of Arroyo Grande for the Fiscal Years commencing July 1, 2023, and ending June 30, 2024, and commencing July 1, 2024, and ending June 30, 2025. SECTION 2. At the close of each Fiscal Year, unexpended appropriations in the Capital Improvement Program Budget will be carried forward to the next fiscal year as necessary to underwrite the expense of outstanding purchase commitments. Unexpended appropriations for authorized, but uncompleted projects as approved by the City Council may be carried forward to the next succeeding Budget upon recommendation by the Administrative Services Director and approval of the City Manager. On motion of Council Member , seconded by Council Member , and on the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 27th day of June, 2023. Page 215 of 699 RESOLUTION NO. PAGE 2 ____ CAREN RAY RUSSOM, MAYOR ATTEST: ________ JESSICA MATSON, CITY CLERK APPROVED AS TO CONTENT: _______________ WHITNEY MCDONALD, CITY MANAGER APPROVED AS TO FORM: __ ISAAC ROSEN, CITY ATTORNEY Page 216 of 699 Item 9.d. MEMORANDUM TO: City Council FROM: Nicole Valentine, Administrative Services Director Tashina Ureno, Human Resources Officer SUBJECT: Resolutions Establishing Salary and Benefits for Management and Part-Time Employees for FY 2023-24 and Approval of the Updated Citywide Combined Salary Schedule DATE: June 27, 2023 SUMMARY OF ACTION: Adopt a Resolution modifying pay rates and benefits for unrepresented Management employees, a Resolution modifying pay rates and benefits for unrepresented part -time employees, and approve the updated City combined salary schedule. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: The recommended pay rate adjustments and benefit changes included in the FY 2023- 24 budget result in increases totaling $112,800 annually in the General Fund, $2,100 annually in the Water Fund, $1,700 annually in the Sewer Fund and $1,300 annually in the Streets Fund. RECOMMENDATION: 1) Adopt a Resolution modifying pay rates and benefits for unrepresented Management employees; 2) Adopt a Resolution modifying pay rates and benefits for unrepresented part-time employees and approving the updated Citywide combined salary schedule; and 3) Determine that adopting the unrepresented Management employees resolution, unrepresented part-time employees resolution, and updated Citywide combined salary schedules is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines §§ 15060, subd. (b)(2)-(3), 15378.) BACKGROUND: The City of Arroyo Grande has both full-time and part-time employees. Most full-time employees are represented by a bargaining unit (union) or are unrepresented Management employees. Part-time employees are also unrepresented. Therefore, Page 217 of 699 Item 9.d. City Council Resolutions Establishing Salary and Benefits for Management and Part -Time Employees for FY 2023-24 and Approval of the Updated Citywide Combined Salary Schedule June 27, 2023 Page 2 adjustments to management and part-time pay rates do not occur as part of a formal negotiation process as they do for represented groups. On June 22, 2021, Council approved Memorandums of Understanding with the Service Employees International Union (SEIU) and Police Officers’ Association (POA) that provide Salary Adjustments for FY 2021-22, FY 2022-23 and FY2023-2024. Management compensation was adjusted for FY 2021-22 and FY 2022-23 based on the approved biennial budget, but FY 2023-24 was not considered at that time. The most current salary schedule was approved by the City Council on January 20, 2023, and adjusted pay rates to address changes to minimum wage laws. On April 26, 2023, the Five Cities Fire Authority (FCFA) Board approved salary adjustments for FCFA IAFF employees in Fiscal Year 2022 -23. Pursuant to the terms of the Joint Exercise of Powers Agreement that created the FCFA, all FCFA employees are employees of the City of Arroyo Grande. As a result, the City’s Salary Schedule must be amended to incorporate the salary adjustments approved by the FCFA Board. ANALYSIS OF ISSUES: The City’s current salary and classification system strives to accomplish the f ollowing goals:  Ensure that the City has the ability to attract and retain well-qualified personnel for all job classifications;  Ensure that the City’s compensation practices are competitive with those of comparable employers;  Provide defensibility to City salary ranges based on the pay practices of similar employers; and  Ensure pay consistency and equity among related classes based on the duties and responsibilities assumed. The proposed Management Resolution incorporates a number of adjustments. Salary adjustments of 3.5% to all management classifications is recommended in recognition of inflationary and “cost of living” factors for FY 2023-24. This is consistent with the proposed FY 2023-25 Biennial Budget and salary adjustments negotiated with the SEIU and POA for their represented employees. Additionally, the management resolution and salary schedule incorporate a range for the City Manager position as required by the California Pay Transparency Law, codified under Labor Code 432.3. The City also provides medical, dental, and vision insurance plans to eligible employees. Consistent with prior years, an increase to the City’s contribution for insurance by an amount equal to one-half of the increase for the lowest cost HMO plan offered by CalPERS, up to a maximum increase of 5% of the change in premium, is recommended. Any increase in premiums above this amount will be the full responsibility of the employee. Increasing part-time pay rates by the same percentage as full-time pay rates for FY 2023-24 is also recommended. Page 218 of 699 Item 9.d. City Council Resolutions Establishing Salary and Benefits for Management and Part -Time Employees for FY 2023-24 and Approval of the Updated Citywide Combined Salary Schedule June 27, 2023 Page 3 Salaries and benefit costs included in the proposed FY 202 3-24 budget reflect contractually obligated cost of living adjustments under the current bargaining group contracts, which expire June 30, 2024. An Updated Citywide Salary Schedule is proposed for approval in Attachment 2 to implement these changes. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Adopt the Resolutions as proposed; 2. Amend and adopt the proposed Resolutions; 3. Do not adopt the Resolutions; or 4. Provide other direction to staff. ADVANTAGES: Adopting the two proposed Resolutions will provide employee salaries and benefits that are compliant with current laws and contracts, provide for consistent and fair compensation, and reflect the job duties and assignments needed throughout the City. DISADVANTAGES: The recommendation will increase costs to current and future budgets. ENVIRONMENTAL REVIEW: No environmental review is required for this item. PUBLIC NOTIFICATION AND COMMENTS: The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2. Attachments: 1. Proposed Resolution - Establishing Wages and Benefits for Management Employees for FY 2023-24 2. Proposed Resolution - Establishing Compensation Adjustments for Part-Time Employees and Approval of the Updated Citywide Combined Salary Schedule Page 219 of 699 ATTACHMENT 1 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE ESTABLISHING WAGES AND BENEFITS FOR MANAGEMENT EMPLOYEES FOR FISCAL YEARS 2023-24 WHEREAS, the City Council of the City of Arroyo Grande (“City”) has established a system of classification for all positions within the City service with descriptive occupational titles used to identify and distinguish positions from one another based on job duties, essential functions, knowledge, skills, abilities and minimum requirements; and WHEREAS, the City Council has established a system of compensation for the classification titles listed herein, based on resolutions and agreements as approved and adopted by the City Council; and WHEREAS, the City Council deems it in the best interest of the City that compensation for management employees be adjusted as hereinafter provided ; and WHEREAS, the City Council finds the adoption of this this Resolution is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines §§ 15060, subd. (b)(2)-(3), 15378.). NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande that: SECTION 1. AFFECTED EMPLOYEES The wages and benefits set forth herein are to be provided to all management employees listed in Exhibit A. SECTION 2. WAGES A. FISCAL YEAR 2023-24 The salary ranges contained in Exhibit “A” reflects a 3.5% salary increase for all positions effective July 7, 2023. SECTION 3. DEFERRED COMPENSATION The City shall contribute $600 per year to management employees and $1,200 to department directors to a defined contribution supplemental retirement plan established in accordance with sections 401 (a) and 501 (a) of the Internal Revenue Code of 1986 and California Government Code sections 53215 -53224. Page 220 of 699 RESOLUTION NO. PAGE 2 SECTION 4. HEALTH PLAN BENEFITS 1. Cafeteria Plan 1. The City shall contribute an equal amount towards the cost of medical coverage under the Public Employee's Medical and Hospital Care Act (PEMHCA) for both active employees and retirees. The City’s contribution toward coverage under PEMHCA shall be the statutory minimum contribution amount established by CalPERS on an annual basis. 2. Employees participating in the City’s full flex cafeteria plan shall receive a flex dollar allowance to purchase group health coverage for medical, dental and vision under the City’s Cafeteria Plan. For the period of July 1, 2023 through November 30, 2023, the monthly flex dollar allowance shall be: For employee only: $ 754.54 For employee plus one dependent: $1,422.78 For employee + 2 or more dependents: $1,833.06 3. Effective December 2023, for the January 2024 premium, the City’s total Cafeteria Plan contribution for the plan shall be modified by an amount equal to fifty percent (50%) of the increase for the lowest cost HMO plan offered by CalPERS in San Luis Obispo County, up to a maximum of 5% increase in the City’s contribution, without going above the cost of the plan. Any increase in premiums above this amount will be the full responsibility of the employee. 4. Employees who properly waive medical coverage under the Cafeteria Plan because he/she provided the City with written proof of alternative group health coverage that is compliant with the Affordable Care Act , can take flex dollars for the amount provided to employees enrolled for self alone (taxable income), deposit it into their 457 plan, or use it to purchase voluntary products. The flexible benefit dollars taken as cash may not be used to reimburse an employee for any premium expenses an employee may incur for an individual health insurance policy, including a policy purchased through Covered California. 5. The City reserves the right to alter the Cafeteria Plan should there be future Affordable Care Act guidance that affects the plan. B. Medical Insurance 1. The base medical plan shall be defined as the lowest cost Health Maintenance Organization (HMO) program available through CalPERS in San Luis Obispo County. If availability of an HMO to the City is Page 221 of 699 RESOLUTION NO. PAGE 3 discontinued by the medical plan provider, the base plan shall become the basic PPO plan available to the City by the existing medical plan provider. 2. The City shall maintain health benefits through CalPERS for calendar years 2023. C. Vision Insurance The City shall provide a vision care plan for management employees. The City may select an alternate vision care provider during the term of th is resolution providing that: 1. Any new plan maintains equivalent benefits to the employees; and 2. At least twenty-one (21) days advanced notice of plan changes are provided to affected employees. D. Dental Insurance Plan The City shall provide a dental plan of the City’s choice for management employees. The City may select an alternate dental insurance plan provider during the term of this resolution providing that: 1. Any new plan maintains equivalent benefits to the employees; and 2. At least twenty-one (21) days advanced notice of plan changes are provided to affected employees. SECTION 5. LIFE INSURANCE PLAN A. The City shall provide group term life insurance benefit plan for management employees, which shall provide for fifty thousand dollars ($50,000) life and AD&D coverage during the term of their employment. B. The City shall make available additional voluntary life insurance coverage, at the employee’s expense, as long as the minimum participation requirements of the insurance provider are met. SECTION 6. SHORT AND LONG-TERM DISABILITY The City shall provide a short and long-term disability plan for management employees during the term of their employment. SECTION 7. RETIREMENT A. PERS Retirement Contributions 1. G.C. Section 21354.4. The CalPERS 2.5% at Age 55 Retirement Plan shall be provided for non-sworn employees hired prior to December 21, Page 222 of 699 RESOLUTION NO. PAGE 4 2012. Non-sworn employees under this plan shall pay the full eight percent (8%) of the employee share of CalPERS. 2. G.C. Section 21354. The CalPERS 2.0% at Age 55 Retirement Plan shall be provided for non-sworn employees hired between December 21, 2012 and December 31, 2012, CalPERS “Classic” members hired on or after January 1, 2013, and those eligible for reciprocity hired on or after January 1, 2013. Non-sworn employees under this plan shall pay the full seven percent (7%) of the employee share of CalPERS. 3. G.C. Section 7522.20. The CalPERS 2% @ 62 Re tirement Plan shall be provided for new non-sworn employees hired on or after January 1, 2013 who are not CalPERS “Classic” employees and are not eligible for reciprocity. Non-sworn employees under this plan shall pay at least 50% of the total normal cost rate (currently 6.25%) of the employee share of CalPERS. 4. G.C. Section 21362.2. The CalPERS Public Safety Officer 3% @ 50 Retirement Plan shall be provided for sworn personnel hired prior to December 9, 2011. Sworn employees under this plan shall pay the full nine percent (9%) of the employee share of CalPERS. 5. G.C. Section 21363.1. The CalPERS Public Safety Officer 3% @ 55 Retirement Plan shall be provided for sworn employees hired between December 9, 2011 and December 31, 2012, CalPERS “Classic” members hired on or after January 1, 2013, and those eligible for reciprocity hired on or after January 1, 2013. Sworn employees under this plan shall pay the full nine percent (9%) of the employee share of CalPERS. 6. G.C. Section 7522.25. The CalPERS Public Safety Officer 2.7% @ 57 Retirement Plan shall be provided for new sworn employees hired on or after January 1, 2013 who are not CalPERS “Classic” employees and are not eligible for reciprocity. Sworn employees under this plan shall pay at least 50% of the total normal cost rate (currently 11.5%) of the employee share of CalPERS. 7. G.C. Sections 21024 and 21027. Employees may buy back, at their expense, retirement service credit for prior military service as permitted by PERS. 8. G.C. Section 20042. For sworn employees hired prior to December 9, 2011 and non-sworn employees hired prior to December 21, 2012, retirement benefits are based on the highest single year compensation. 9. G.C. Section 20037. For sworn employees hired on or after December 9, 2011 and non-sworn employees hired on or after December 21, 2012, retirement benefits are based on the highest average annual Page 223 of 699 RESOLUTION NO. PAGE 5 compensation earnable by a member during three consecutive years of employment. 10. G.C. Section 20965. Employees shall receive credit for unused sick leave. 11. G.C. Section 21548. The spouse of a deceased member, who was eligible to retire for service at the time of death, may elect to receive the Pre-Retirement Optional Settlement 2 Death Benefit. 12. Effective January 1, 2013, the Public Employees ’ Pension Reform Act of 2013 (PEPRA) shall apply to all sworn and non -sworn employees, as well as for employees transferring from other CalPERS or reciprocal agencies. B. Retiree Medical 1. Employees who separate and retire within 120 days from City service shall be allowed to purchase medical insurance coverage through the City subject to applicable plan and PEMHCA requirements. 2. G.C. Section 22892. The City’s contribution shall be an equal amount for both employees and annuitants, which shall be the minimum contribution amount established by CalPERS on an annual basis. The City’s contribution shall be adjusted annually by the CalPERS Board to reflect any change in the medical care component of the Consumer Price Index, provided that the City is participating in the CalPERS Health Plan. 3. The City shall provide a supplemental contribution to employees that are: 1) employed on a full-time basis as of June 30, 2008 and who have been employed with the City on a full-time basis for five (5) years or more at the time of retirement; or 2) employed on a full-time basis after June 30, 2008 and who have been employed by the City on a full-time basis for ten (10) years or more at the time of retirement. The supplemental contribution shall be equal to the difference between the minimum contribution amount established by CalPERS as set forth above in Section 4. A. 1. and the following amounts: For single annuitant coverage: $175.10 For annuitant + 1 dependent: $302.85 For annuitant + 2 or more dependents: $376.79 SECTION 8. ANNUAL LEAVE Regular, full-time management employees shall accrue Annual Leave with pay to be used as leave for vacation, illnesses, and other personal purposes. Management employees may accrue such paid leave as provided by this provision to be used in the Page 224 of 699 RESOLUTION NO. PAGE 6 future or may convert annual leave to salary compensation under the conditions contained in these regulations. A. Accumulation Rates: Management employees shall accrue annual base d upon the following schedule: 1. Management employees with less than five (5) years of service shall earn annual leave at the rate of 29 days (232 hours) per year; 2. Management employees with five (5) to ten (10) years of service shall earn annual leave at the rate of 31 days (248 hours) per year; 3. Management employees with ten (10) to fifteen (15) years of service shall earn annual leave at the rate of 33 days (264 hours) per year; and 4. Management employees with over fifteen (15) years of service shall earn annual leave at the rate of 34 days (272 hours) per year. 5. New full-time management employees shall be granted fifty-six (56) hours of Annual Leave upon hiring. However, additional Annual Leave shall not be accumulated until after completion of three (3) months of continuous service. If a new management employee terminates during the first three months of employment, the Annual Leave balance shall reflect the actual amount that would have been accumulated at the established rate per pay period, less any usage. If the employee’s usage of Annual Leave exceeds the adjust ed accumulation amount, the employee shall refund the excess amount used. The refund to the City shall be equal to excess hours used times the employee’s hourly salary compensation rate. B. Maximum Accrual: The maximum accrual of annual leave shall be 725 hours. If an employee has accrued the maximum number of hours, accrual of annual leave shall be discontinued. Accrual shall resume on the first day of the pay period following a reduction in the accrued balance below the maximum allowed. C. Conversion to Salary: Employees may convert a maximum of 48 hours of annual leave to salary compensation per year. Such conversions shall be allowed at the first pay period in July and at the first pay period in December of each year. In order to be eligible to convert annual leave to salary compensation, the employee must: a) convert a minimum of sixteen (16) hours to pay; and b) upon making the conversion to pay, the employee must be left with a minimum of 160 hours of annual leave. Page 225 of 699 RESOLUTION NO. PAGE 7 Employees who are promoted or reclassified into a management position and were not subject to the annual leave program for the entire twelve (12) month period shall be allowed to include previous vacation and sick leave use as annual leave for the purpose of this provision. D. Notification and Approval: Annual leave shall be scheduled in advance by the employee whenever possible, subject to the approval of the department director. It is the responsibility of the employee to provide the supervisor or department director with reasonable notice of an absence. The department director sh all have the authority to approve or deny the use of annual leave for any period of absence. The scheduling of the use of annual leave shall be by the department director with due regard to the wishes of the employee and particular regard for the needs of the City. Employees who are off for extended periods due to illness or injury may be required to provide a physician’s statement authorizing their return to work. Reasonable absences of less than eight (8) hours shall not be debited against annual leave for exempt employees. Such absences should have the prior approval of the employee’s supervisor and/or City Manager. E. Separation from Employment: Management employees who separate their employment from the City shall have all annual leave accumulations converted to salary compensation at the employee’s current rate. Compensation shall be paid in one lump sum. Annual leave shall not be used to extend an employee’s actual date of separation. When notice is given by an employee that he/she is terminating, t he use of annual leave shall be suspended. The only exception t o this provision is that with the approval of the employee’s supervisor, the employee may be granted short-term leave (one (1) to three (3) days) to attend to personal business. However, such short-term leaves may not be conducted consecutively and with a frequency to create in effect, a long-term leave. F. Service Credit Conversion: 1. Upon retirement an employee may have unused annual leave converted to Service Credit with the Public Employees’ Retirement System (PERS). 2. Annual leave shall be converted to sick leave for PERS at the rate of one (1) hour of annual leave equals one (1) hour of sick leave. 3. When unused annual leave is converted to sick leave, for a service credit conversion, an employee may not receive additional cash compensation for the unused leave. Page 226 of 699 RESOLUTION NO. PAGE 8 G. Conversion of Sick leave and Vacation leave to Annual leave; Employees who are promoted or reclassified into a management position shall convert their sick leave and vacation leave accumulation to annual leave. 1. Sick leave accumulations shall be converted to annual leave at the rate of one (1) hour of sick leave equals one-half (0.5) hour of annual leave. 2. Vacation leave accumulations shall be converted to annual leave at the rate of one (1) hour of vacation leave equals one (1) hour of annual leave. SECTION 9. HOLIDAYS Management employees shall receive the following paid holidays: New Year’s Eve, December 31 New Year’s Day, January 1 Martin Luther King Day, third Monday of January Lincoln’s Birthday, February 12 (or day of observance) Washington’s Birthday, third Monday of February Memorial Day, the last Monday in May Independence Day, July 4 Labor Day, the first Monday in September Veteran’s Day, November 11 (or day of observance) Thanksgiving Day, fourth Thursday in November (or day of observance) Day following Thanksgiving Christmas Eve, December 24 Christmas Day, December 25 One Floating Day per Fiscal Year (employee choice with Supervisor approval) Every day designated by the President, Governor, or Mayor for public observance as a special nonrecurring single event, such as the death of a national leader or end of war. All holidays in the above schedule that fall on a Saturday shall be observed on the preceding Friday; all holidays in the above schedule that fall on a Sunday shall be observed on the following Monday. SECTION 9. VEHICLE ASSIGNMENT OR ALLOWANCE Automobile allowance shall be provided in the amount of $200 per month for the Director of Legislative and Information Services, Director of Administrative Services, and Director of Recreation Services and $275 per month for the Director of Community Development. The Police Chief shall be assigned a take home City vehicle. The Director of Public Works shall be assigned a City vehicle for use during work hours. Page 227 of 699 RESOLUTION NO. PAGE 9 SECTION 10. JURY DUTY Management employees shall be granted leave with full pay and no loss in benefits when called for jury duty if the employee remits jury fees received for such jury duty. The employee may retain all travel pay or subsistence pay granted by the court because of the employee’s participation in jury duty. The employee shall be responsible for notifying his/her supervisor as soon as possib le upon receiving notice to appear for jury duty, make every reasonable effort to keep his/her supervisor advised as to the anticipated length of service, and return to work immediately following the end of jury duty service. SECTION 11. BEREAVEMENT LEAVE Management employees are entitled to a paid bereavement leave of absence, not to exceed five (5) days, in the event of the death of a member of the employee’s immediate family, to include an employee’s or spouse’s parents, spouse, children, brother, sister, stepchildren, grandparents, grandchildren, aunt, uncle, son -in-law, daughter-in-law, step relatives described above, or any other person residing in the same household, for the purpose of attending the funeral and making other arrangements at the time the loss occurs. As a condition of granting leave for bereavement purposes, the appointing authority may request verification of the loss. Such leave is independent of annual leave. In order to receive this benefit, domestic partners must be registered with the Secretary of State. SECTION 12. EMPLOYEE ASSISTANCE PLAN The City shall provide an employee assistance plan for management employees and their dependents during the term of their employment. Page 228 of 699 RESOLUTION NO. PAGE 10 SECTION 13. UNIFORM ALLOWANCE The City shall provide annual cash allowances for ancillary uniforms and equipment items to the positions of Police Chief and Police Commander in the same amount and method as provided to the Arroyo Grande Police Officers’ Association. SECTION 14. SAFETY SHOES The City shall provide safety shoes to all employees with field work responsibilities in the amount and method specified in the Memorandum of Understanding between the City and Service Employees International Union Local 620 Arroyo Grande Chapter. On motion of Council Member , seconded by Council Member , and on the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 27th day of June, 2023. Page 229 of 699 RESOLUTION NO. PAGE 11 CAREN RAY RUSSOM, MAYOR ATTEST: JESSICA MATSON, CITY CLERK APPROVED AS TO CONTENT: WHITNEY MCDONALD, CITY MANAGER APPROVED AS TO FORM: ISAAC ROSEN, CITY ATTORNEY Page 230 of 699 RESOLUTION NO. PAGE 12 EXHIBIT A Range LOW MID HIGH Position M-10 Biweekly 1,464.00 1,621.38 1,778.77 Monthly 3,172.00 3,513.00 3,854.00 Annual 38,064.00 42,156.00 46,248.00 M-11 Biweekly 1,499.08 1,661.08 1,823.08 Monthly 3,248.00 3,599.00 3,950.00 Annual 38,976.00 43,188.00 47,400.00 M-12 Biweekly 1,537.38 1,703.54 1,869.69 Monthly 3,331.00 3,691.00 4,051.00 Annual 39,972.00 44,292.00 48,612.00 M-13 Biweekly 1,575.23 1,745.54 1,915.85 Monthly 3,413.00 3,782.00 4,151.00 Annual 40,956.00 45,384.00 49,812.00 M-14 Biweekly 1,614.46 1,788.92 1,963.38 Office Assistant I Monthly 3,498.00 3,876.00 4,254.00 Annual 41,976.00 46,512.00 51,048.00 M-15 Biweekly 1,654.15 1,833.23 2,012.31 Monthly 3,584.00 3,972.00 4,360.00 Annual 43,008.00 47,664.00 52,320.00 M-16 Biweekly 1,697.08 1,879.38 2,061.69 Monthly 3,677.00 4,072.00 4,467.00 Annual 44,124.00 48,864.00 53,604.00 M-17 Biweekly 1,738.62 1,926.92 2,115.23 Monthly 3,767.00 4,175.00 4,583.00 Annual 45,204.00 50,100.00 54,996.00 M-18 Biweekly 1,782.00 1,974.92 2,167.85 Office Assistant II Monthly 3,861.00 4,279.00 4,697.00 Annual 46,332.00 51,348.00 56,364.00 M-19 Biweekly 1,826.31 2,023.85 2,221.38 Monthly 3,957.00 4,385.00 4,813.00 Annual 47,484.00 52,620.00 57,756.00 M-20 Biweekly 1,872.92 2,075.08 2,277.23 Monthly 4,058.00 4,496.00 4,934.00 Annual 48,696.00 53,952.00 59,208.00 M-21 Biweekly 1,920.00 2,127.23 2,334.46 Monthly 4,160.00 4,609.00 5,058.00 Annual 49,920.00 55,308.00 60,696.00 M-22 Biweekly 1,967.08 2,179.38 2,391.69 Monthly 4,262.00 4,722.00 5,182.00 Annual 51,144.00 56,664.00 62,184.00 CITY OF ARROYO GRANDE Management Salary Ranges Page 231 of 699 RESOLUTION NO. PAGE 13 Range LOW MID HIGH Position M-23 Biweekly 2,017.85 2,235.23 2,452.62 Monthly 4,372.00 4,843.00 5,314.00 Annual 52,464.00 58,116.00 63,768.00 M-24 Biweekly 2,066.77 2,289.69 2,512.62 Administrative Secretary Monthly 4,478.00 4,961.00 5,444.00 Annual 53,736.00 59,532.00 65,328.00 M-25 Biweekly 2,118.46 2,347.62 2,576.77 Monthly 4,590.00 5,086.50 5,583.00 Annual 55,080.00 61,038.00 66,996.00 M-26 Biweekly 2,172.46 2,406.92 2,641.38 Monthly 4,707.00 5,215.00 5,723.00 Annual 56,484.00 62,580.00 68,676.00 M-27 Biweekly 2,225.54 2,466.69 2,707.85 Monthly 4,822.00 5,344.50 5,867.00 Annual 57,864.00 64,134.00 70,404.00 M-28 Biweekly 2,280.92 2,527.38 2,773.85 Monthly 4,942.00 5,476.00 6,010.00 Annual 59,304.00 65,712.00 72,120.00 M-29 Biweekly 2,338.62 2,591.31 2,844.00 Executive Secretary Monthly 5,067.00 5,614.50 6,162.00 Annual 60,804.00 67,374.00 73,944.00 M-30 Biweekly 2,397.23 2,656.15 2,915.08 Monthly 5,194.00 5,755.00 6,316.00 Annual 62,328.00 69,060.00 75,792.00 M-31 Biweekly 2,457.23 2,722.85 2,988.46 Monthly 5,324.00 5,899.50 6,475.00 Annual 63,888.00 70,794.00 77,700.00 M-32 Biweekly 2,519.54 2,790.46 3,061.38 Monthly 5,459.00 6,046.00 6,633.00 Annual 65,508.00 72,552.00 79,596.00 M-33 Biweekly 2,581.85 2,860.62 3,139.38 Assistant Planner Monthly 5,594.00 6,198.00 6,802.00 Annual 67,128.00 74,376.00 81,624.00 M-34 Biweekly 2,645.54 2,931.92 3,218.31 Monthly 5,732.00 6,352.50 6,973.00 Annual 68,784.00 76,230.00 83,676.00 M-35 Biweekly 2,712.92 3,004.62 3,296.31 Monthly 5,878.00 6,510.00 7,142.00 Annual 70,536.00 78,120.00 85,704.00 CITY OF ARROYO GRANDE Management Salary Ranges Page 232 of 699 RESOLUTION NO. PAGE 14 Range LOW MID HIGH Position M-36 Biweekly 2,780.77 3,080.31 3,379.85 Monthly 6,025.00 6,674.00 7,323.00 Annual 72,300.00 80,088.00 87,876.00 M-37 Biweekly 2,849.54 3,157.38 3,465.23 Associate Planner Monthly 6,174.00 6,841.00 7,508.00 Deputy City Clerk/Communications Coord. Annual 74,088.00 82,092.00 90,096.00 Assistant Projects Manager M-38 Biweekly 2,921.08 3,236.08 3,551.08 Monthly 6,329.00 7,011.50 7,694.00 Annual 75,948.00 84,138.00 92,328.00 M-39 Biweekly 2,993.08 3,316.15 3,639.23 Monthly 6,485.00 7,185.00 7,885.00 Annual 77,820.00 86,220.00 94,620.00 M-40 Biweekly 3,069.23 3,399.92 3,730.62 Monthly 6,650.00 7,366.50 8,083.00 Annual 79,800.00 88,398.00 96,996.00 M-41 Biweekly 3,144.92 3,485.08 3,825.23 Monthly 6,814.00 7,551.00 8,288.00 Annual 81,768.00 90,612.00 99,456.00 M-42 Biweekly 3,223.85 3,571.62 3,919.38 Monthly 6,985.00 7,738.50 8,492.00 Annual 83,820.00 92,862.00 101,904.00 M-43 Biweekly 3,304.62 3,661.15 4,017.69 Monthly 7,160.00 7,932.50 8,705.00 Annual 85,920.00 95,190.00 104,460.00 M-44 Biweekly 3,387.23 3,753.23 4,119.23 Accounting Manager Monthly 7,339.00 8,132.00 8,925.00 Planning Manager Annual 88,068.00 97,584.00 107,100.00 Management Analyst M-45 Biweekly 3,470.31 3,846.46 4,222.62 Monthly 7,519.00 8,334.00 9,149.00 Annual 90,228.00 100,008.00 109,788.00 M-46 Biweekly 3,558.46 3,942.46 4,326.46 Monthly 7,710.00 8,542.00 9,374.00 Annual 92,520.00 102,504.00 112,488.00 M-47 Biweekly 3,648.46 4,041.92 4,435.38 Public Works Manager Monthly 7,905.00 8,757.50 9,610.00 Utilities Manager Annual 94,860.00 105,090.00 115,320.00 M-48 Biweekly 3,738.46 4,141.85 4,545.23 Information Technology Manager Monthly 8,100.00 8,974.00 9,848.00 Annual 97,200.00 107,688.00 118,176.00 CITY OF ARROYO GRANDE Management Salary Ranges Page 233 of 699 RESOLUTION NO. PAGE 15 Range LOW MID HIGH Position M-49 Biweekly 3,832.15 4,245.69 4,659.23 Capital Improvement Projects Manager Monthly 8,303.00 9,199.00 10,095.00 Annual 99,636.00 110,388.00 121,140.00 M-50 Biweekly 3,928.62 4,352.31 4,776.00 Director of Legis and Info Services Monthly 8,512.00 9,430.00 10,348.00 Director of Recreation Services Annual 102,144.00 113,160.00 124,176.00 Human Resources Officer M-51 Biweekly 4,026.00 4,461.23 4,896.46 Building Official Monthly 8,723.00 9,666.00 10,609.00 Annual 104,676.00 115,992.00 127,308.00 M-52 Biweekly 4,126.15 4,572.23 5,018.31 Monthly 8,940.00 9,906.50 10,873.00 Annual 107,280.00 118,878.00 130,476.00 M-53 Biweekly 4,230.00 4,686.46 5,142.92 Monthly 9,165.00 10,154.00 11,143.00 Annual 109,980.00 121,848.00 133,716.00 M-54 Biweekly 4,336.15 4,803.92 5,271.69 Monthly 9,395.00 10,408.50 11,422.00 Annual 112,740.00 124,902.00 137,064.00 M-55 Biweekly 4,445.08 4,924.62 5,404.15 Monthly 9,631.00 10,670.00 11,709.00 Annual 115,572.00 128,040.00 140,508.00 M-56 Biweekly 4,556.77 5,048.08 5,539.38 Monthly 9,873.00 10,937.50 12,002.00 Annual 118,476.00 131,250.00 144,024.00 M-56-A Biweekly 4,578.46 5,072.77 5,567.08 Police Commander Monthly 9,920.00 10,991.00 12,062.00 Annual 119,040.00 131,892.00 144,744.00 M-57 Biweekly 4,668.00 5,172.46 5,676.92 Monthly 10,114.00 11,207.00 12,300.00 Annual 121,368.00 134,484.00 147,600.00 M-58 Biweekly 4,786.15 5,302.62 5,819.08 Monthly 10,370.00 11,489.00 12,608.00 Annual 124,440.00 137,868.00 151,296.00 M-59 Biweekly 4,904.31 5,434.85 5,965.38 City Engineer Monthly 10,626.00 11,775.50 12,925.00 Annual 127,512.00 141,306.00 155,100.00 M-60 Biweekly 5,028.92 5,571.92 6,114.92 Monthly 10,896.00 12,072.50 13,249.00 Annual 130,752.00 144,870.00 158,988.00 CITY OF ARROYO GRANDE Management Salary Ranges Page 234 of 699 RESOLUTION NO. PAGE 16 Range LOW MID HIGH Position M-61 Biweekly 5,155.38 5,711.08 6,266.77 Monthly 11,170.00 12,374.00 13,578.00 Annual 134,040.00 148,488.00 162,936.00 M-62 Biweekly 5,281.38 5,852.54 6,423.69 Monthly 11,443.00 12,680.50 13,918.00 Annual 137,316.00 152,166.00 167,016.00 M-63 Biweekly 5,413.85 5,998.38 6,582.92 Director of Administrative Services Monthly 11,730.00 12,996.50 14,263.00 Director of Community Development Annual 140,760.00 155,958.00 171,156.00 Director of Public Works M-64 Biweekly 5,549.54 6,149.77 6,750.00 Monthly 12,024.00 13,324.50 14,625.00 Annual 144,288.00 159,894.00 175,500.00 M-65 Biweekly 5,689.85 6,303.46 6,917.08 Monthly 12,328.00 13,657.50 14,987.00 Annual 147,936.00 163,890.00 179,844.00 M-66 Biweekly 5,830.15 6,459.69 7,089.23 Monthly 12,632.00 13,996.00 15,360.00 Annual 151,584.00 167,952.00 184,320.00 M-67 Biweekly 5,976.46 6,622.62 7,268.77 Police Chief Monthly 12,949.00 14,349.00 15,749.00 Annual 155,388.00 172,188.00 188,988.00 M-68 Biweekly 6,126.92 6,788.31 7,449.69 Monthly 13,275.00 14,708.00 16,141.00 Annual 159,300.00 176,496.00 193,692.00 M-69 Biweekly 6,279.69 6,957.69 7,635.69 Monthly 13,606.00 15,075.00 16,544.00 Annual 163,272.00 180,900.00 198,528.00 M-70 Biweekly 6,437.08 7,131.92 7,826.77 Monthly 13,947.00 15,452.50 16,958.00 Annual 167,364.00 185,430.00 203,496.00 M-70-A Biweekly 6,524.31 7,228.15 7,932.00 Assistant City Manager/Public Works Monthly 14,136.00 15,661.00 17,186.00 Director Annual 169,632.00 187,932.00 206,232.00 M-71 Biweekly 6,597.69 7,310.08 8,022.46 Monthly 14,295.00 15,838.50 17,382.00 Annual 171,540.00 190,062.00 208,584.00 M-72 Biweekly 6,762.46 7,492.62 8,222.77 Monthly 14,652.00 16,234.00 17,816.00 Annual 175,824.00 194,808.00 213,792.00 CITY OF ARROYO GRANDE Management Salary Ranges Page 235 of 699 RESOLUTION NO. PAGE 17 Range LOW MID HIGH Position M-73 Biweekly 6,931.85 7,680.23 8,428.62 Monthly 15,019.00 16,640.50 18,262.00 Annual 180,228.00 199,686.00 219,144.00 M-74 Biweekly 7,105.38 7,872.23 8,639.08 Monthly 15,395.00 17,056.50 18,718.00 Annual 184,740.00 204,678.00 224,616.00 M-75 Biweekly 7,283.08 8,069.08 8,855.08 Monthly 15,780.00 17,483.00 19,186.00 Annual 189,360.00 209,796.00 230,232.00 M-76 Biweekly 7,464.92 8,270.77 9,076.62 Monthly 16,174.00 17,920.00 19,666.00 Annual 194,088.00 215,040.00 235,992.00 M-77 Biweekly 7,651.38 8,477.54 9,303.69 Monthly 16,578.00 18,368.00 20,158.00 Annual 198,936.00 220,416.00 241,896.00 M-78 Biweekly 7,842.92 8,689.62 9,536.31 City Manager Monthly 16,993.00 18,827.50 20,662.00 Annual 203,916.00 225,930.00 247,944.00 CITY OF ARROYO GRANDE Management Salary Ranges Page 236 of 699 ATTACHMENT 2 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE ADOPTING COMPENSATION ADJUSTMENTS FOR PART-TIME EMPLOYEES WHEREAS, the City Council of the City of Arroyo Grande (“City”) deems it in the best interest of the City and in order to ensure compliance with State law, that compensation for part-time employees be adjusted as hereinafter provided ; and WHEREAS, the City Council finds the adoption of this this Resolution is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines §§ 15060, subd. (b)(2)-(3), 15378.) NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Arroyo Grande that: 1. Salary ranges for part-time employee classifications shall be adjusted as designated in Exhibit “A” attached hereto and incorporated herein by this reference, to be effective for the pay period beginning July 7, 2023. 2. All other part-time employee salary and benefit terms and conditions remain in full force and effect. 3. The Citywide Combined Salary Schedule as designated in Exhibit “B”, attached hereto and incorporated herein by this reference, to be effective July 7, 2023, reflecting the above described changes is hereby adopted. On motion of Council Member , seconded by Council Member , and on the following roll call vote, to wit: AYES: NOES: ABSENT: The foregoing Resolution was passed and adopted this 27th day of June, 2023. Page 237 of 699 RESOLUTION NO. PAGE 2 CAREN RAY RUSSOM, MAYOR ATTEST: JESSICA MATSON, CITY CLERK APPROVED AS TO CONTENT: WHITNEY MCDONALD, CITY MANAGER APPROVED AS TO FORM: ISAAC ROSEN, CITY ATTORNEY Page 238 of 699 RESOLUTION NO. PAGE 3 EXHIBIT A GROUP: PART-TIME POSITIONS POLICE DEPARTMENT Step A Step B Step C Step D Administrative Intern (Cadet)$16.87 $17.71 $18.60 $19.53 Records Clerk $21.64 $22.72 $23.86 $25.05 Fleet & Equipment Technician $26.14 $27.45 $28.82 $30.27 Neighborhood Services Technician $23.33 $24.50 $25.72 $27.01 Training Technician $26.14 $27.45 $28.82 $30.27 Police Reserve Officer Trainee $24.95 $26.20 $27.51 $28.89 Police Reserve Officer $28.65 $30.08 $31.59 $33.16 Designated Level I Reserve Officer $35.81 $37.60 $39.48 $41.46 RECREATION SERVICES DEPARTMENT AM/PM Assistant I $16.07 $16.88 $17.72 $18.61 AM/PM Assistant II $17.08 $17.93 $18.83 $19.77 AM/PM Assistant Teacher $18.77 $19.71 $20.70 $21.73 AM/PM Teacher $20.65 $21.68 $22.76 $23.90 Pre School Teacher $20.65 $21.68 $22.76 $23.90 Facility Attendant $16.07 $16.88 $17.72 $18.61 Senior Facility Attendant $17.08 $17.93 $18.83 $19.77 Sports Facility Attendant $16.07 $16.88 $17.72 $18.61 Volunteer and Program Coordinator $26.37 $27.69 $29.07 $30.53 MISCELLANEOUS Capital Improvement Projects Manager $47.90 $51.14 $54.59 $58.24 Administrative Intern $16.87 $17.71 $18.60 $19.53 Office Assistant I $17.58 $18.46 $19.39 $20.36 Office Assistant II $20.56 $21.58 $22.66 $23.80 Sr. Office Assistant $21.64 $22.72 $23.86 $25.05 Administrative Secretary $24.73 $25.96 $27.26 $28.62 Executive Secretary $29.24 $30.70 $32.24 $33.85 Building Permit Technician $26.54 $27.86 $29.26 $30.72 Assistant Engineer $32.39 $34.00 $35.70 $37.49 Associate Engineer $35.61 $37.40 $39.26 $41.23 Planning Technician $26.54 $27.86 $29.26 $30.72 Assistant Planner $30.87 $32.42 $34.04 $35.74 Associate Planner $33.40 $35.07 $36.82 $38.66 Custodian $17.95 $18.84 $19.79 $20.78 Maintenance Worker $17.95 $18.84 $19.79 $20.78 Student Intern (seasonal)$16.07 FIVE CITIES FIRE AUTHORITY Office Assistant II $18.81 $19.75 $20.72 $21.77 Reserve Firefighter $16.00 $17.00 $18.00 CITY OF ARROYO GRANDE COMBINED SALARY SCHEDULE EFFECTIVE 07/07/2023 HOURLY RATE Page 239 of 699 RESOLUTION NO. PAGE 4 EXHIBIT B GROUP: SEIU Position A B C D E Office Assistant I Biweekly 1,581.98 1,661.07 1,744.13 1,831.33 1,922.90 Monthly 3,427.61 3,598.99 3,778.94 3,967.89 4,166.29 Annual 41,131.37 43,187.94 45,347.33 47,614.70 49,995.44 Accounting Clerk I Biweekly 1,621.53 1,702.60 1,787.73 1,877.12 1,970.97 Monthly 3,513.30 3,688.97 3,873.42 4,067.09 4,270.44 Annual 42,159.65 44,267.64 46,481.02 48,805.07 51,245.32 Maintenance Worker I Biweekly 1,703.61 1,788.80 1,878.24 1,972.15 2,070.75 Monthly 3,691.17 3,875.72 4,069.51 4,272.99 4,486.63 Annual 44,293.98 46,508.68 48,834.12 51,275.82 53,839.62 Office Assistant II Biweekly 1,746.21 1,833.52 1,925.19 2,021.45 2,122.52 Monthly 3,783.44 3,972.62 4,171.25 4,379.81 4,598.80 Annual 45,401.33 47,671.40 50,054.97 52,557.72 55,185.61 Accounting Clerk II Biweekly 1,880.47 1,974.50 2,073.22 2,176.88 2,285.73 Maintenance Worker II Monthly 4,074.36 4,278.07 4,491.98 4,716.58 4,952.41 Neighborhood Services Tech.Annual 48,892.27 51,336.88 53,903.73 56,598.92 59,428.86 Administrative Secretary Biweekly 2,075.69 2,179.47 2,288.45 2,402.87 2,523.01 Monthly 4,497.33 4,722.19 4,958.30 5,206.22 5,466.53 Annual 53,967.92 56,666.32 59,499.63 62,474.61 65,598.34 Senior Accounting Clerk Biweekly 2,127.58 2,233.96 2,345.66 2,462.94 2,586.09 Building Permit Tech.Monthly 4,609.76 4,840.25 5,082.26 5,336.37 5,603.19 Plan/Engineer Permit Tech Annual 55,317.12 58,082.97 60,987.12 64,036.48 67,238.30 Sports Facility Coord. Recreation Coordinator Maintenance Worker III Water Services Worker Biweekly 2,235.29 2,347.05 2,464.41 2,587.63 2,717.01 Monthly 4,843.13 5,085.29 5,339.55 5,606.53 5,886.85 Annual 58,117.55 61,023.42 64,074.59 67,278.32 70,642.24 Fleet Maint. Coordinator Biweekly 2,348.45 2,465.87 2,589.17 2,718.63 2,854.56 Community Services Specialist Monthly 5,088.31 5,342.73 5,609.86 5,890.36 6,184.88 Annual 61,059.75 64,112.73 67,318.37 70,684.29 74,218.50 Public Works Lead Worker Biweekly 2,407.16 2,527.52 2,653.90 2,786.59 2,925.92 Parks Lead Worker Monthly 5,215.52 5,476.30 5,750.11 6,037.62 6,339.50 Annual 62,586.24 65,715.55 69,001.33 72,451.40 76,073.97 CITY OF ARROYO GRANDE COMBINED SALARY SCHEDULE EFFECTIVE 07/07/2023 Page 240 of 699 RESOLUTION NO. PAGE 5 GROUP: SEIU Position A B C D E GIS Technician Biweekly 2,592.25 2,721.86 2,857.96 3,000.86 3,150.90 Monthly 5,616.54 5,897.37 6,192.24 6,501.85 6,826.95 Annual 67,398.54 70,768.46 74,306.89 78,022.23 81,923.34 Recreation Supervisor Biweekly 2,657.06 2,789.91 2,929.41 3,075.88 3,229.67 Streets Maintenance Supervisor Monthly 5,756.96 6,044.81 6,347.05 6,664.40 6,997.62 Parks, Tree & Landscape Supervisor Annual 69,083.50 72,537.67 76,164.56 79,972.79 83,971.43 Utilities/Water & Sewer System Supervisor Soto Sports Complex Maint. & Coord. Supervisor Citywide Fleet Coordinator Biweekly 2,723.48 2,859.66 3,002.64 3,152.77 3,310.41 Monthly 5,900.88 6,195.93 6,505.72 6,831.01 7,172.56 Annual 70,810.59 74,351.12 78,068.67 81,972.11 86,070.71 IT Specialist Biweekly 2,861.36 3,004.43 3,154.65 3,312.38 3,478.00 Assistant Engineer Monthly 6,199.61 6,509.60 6,835.07 7,176.83 7,535.67 Engineering Inspector Annual 74,395.37 78,115.14 82,020.90 86,121.94 90,428.04 Program Analyst Associate Engineer Biweekly 3,237.37 3,399.24 3,569.20 3,747.66 3,935.04 Monthly 7,014.29 7,365.01 7,733.26 8,119.92 8,525.92 Annual 84,171.54 88,380.11 92,799.12 97,439.07 102,311.03 Senior Engineer Biweekly 3,486.29 3,660.60 3,843.63 4,035.82 4,237.61 Monthly 7,553.63 7,931.31 8,327.88 8,744.27 9,181.48 Annual 90,643.54 95,175.71 99,934.50 104,931.23 110,177.79 CITY OF ARROYO GRANDE COMBINED SALARY SCHEDULE EFFECTIVE 07/07/2023 Page 241 of 699 RESOLUTION NO. PAGE 6 GROUP: POA Position A B C D E Police Officer Biweekly 2,922.08 3,068.19 3,221.60 3,382.68 3,551.81 Monthly 6,331.18 6,647.74 6,980.12 7,329.13 7,695.59 Annual 75,974.14 79,772.85 83,761.49 87,949.57 92,347.04 Sr. Police Officer Biweekly 3,226.73 3,388.06 3,557.47 3,735.34 3,922.11 Monthly 6,991.24 7,340.80 7,707.84 8,093.23 8,497.90 Annual 83,894.88 88,089.62 92,494.11 97,118.81 101,974.75 Police Sergeant Biweekly 3,739.90 3,926.89 4,123.24 4,329.40 4,545.87 Monthly 8,103.11 8,508.26 8,933.68 9,380.36 9,849.38 Annual 97,237.30 102,099.17 107,204.12 112,564.33 118,192.55 Records Clerk Biweekly 2,036.39 2,138.21 2,245.12 2,357.37 2,475.24 Monthly 4,412.18 4,632.78 4,864.42 5,107.65 5,363.03 Annual 52,946.11 55,593.42 58,373.09 61,291.74 64,356.33 Records/Property Evidence Tech.Biweekly 2,249.80 2,362.29 2,480.41 2,604.43 2,734.65 Monthly 4,874.57 5,118.30 5,374.22 5,642.93 5,925.07 Annual 58,494.87 61,419.61 64,490.59 67,715.12 71,100.87 Police Trainee Biweekly 2,545.21 2,672.48 2,806.10 2,946.40 3,093.72 Monthly 5,514.63 5,790.36 6,079.88 6,383.88 6,703.07 Annual 66,175.58 69,484.36 72,958.58 76,606.51 80,436.83 CITY OF ARROYO GRANDE COMBINED SALARY SCHEDULE EFFECTIVE 07/07/2023 Page 242 of 699 RESOLUTION NO. PAGE 7 GROUP: FCFA IAFF Position A B C D E Fire Fighter Biweekly 2,365 2,483 2,607 2,737 2,875 Monthly 5,124 5,380 5,649 5,931 6,228 Annual 61,488 64,562 67,791 71,168 74,738 Fire Engineer Biweekly 2,742 2,880 3,024 3,175 3,333 Monthly 5,942 6,239 6,551 6,879 7,222 Annual 71,304 74,869 78,613 82,543 86,658 Fire Captain Biweekly 3,260 3,423 3,594 3,774 3,963 Monthly 7,063 7,417 7,787 8,177 8,586 Annual 84,756 89,006 93,444 98,128 103,035 GROUP: FCFA MANAGEMENT Position LOW MID HIGH Administrative Operations Manager/Biweekly 3,273 3,626 3,980 Clerk to the Board Monthly 7,091 7,857 8,623 Annual 85,089 94,280 103,471 Battalion Chief Biweekly 4,843 5,365 5,888 Monthly 10,493 11,625 12,756 Annual 125,919 139,495 153,077 Fire Chief Biweekly 5,618 6,224 6,831 Monthly 12,173 13,487 14,802 Annual 146,072 161,833 177,618 CITY OF ARROYO GRANDE COMBINED SALARY SCHEDULE EFFECTIVE 07/07/2023 Page 243 of 699 RESOLUTION NO. PAGE 8 GROUP: MANAGEMENT Position LOW MID HIGH Office Assistant I Biweekly 1,614.46 1,788.92 1,963.38 Monthly 3,498.00 3,876.00 4,254.00 Annual 41,976.00 46,512.00 51,048.00 Office Assistant II Biweekly 1,782.00 1,974.92 2,167.85 Monthly 3,861.00 4,279.00 4,697.00 Annual 46,332.00 51,348.00 56,364.00 Administrative Secretary Biweekly 2,066.77 2,289.69 2,512.62 Monthly 4,478.00 4,961.00 5,444.00 Annual 53,736.00 59,532.00 65,328.00 Executive Secretary Biweekly 2,338.62 2,591.31 2,844.00 Monthly 5,067.00 5,614.50 6,162.00 Annual 60,804.00 67,374.00 73,944.00 Assistant Planner Biweekly 2,581.85 2,860.62 3,139.38 Monthly 5,594.00 6,198.00 6,802.00 Annual 67,128.00 74,376.00 81,624.00 Associate Planner Biweekly 2,849.54 3,157.38 3,465.23 Deputy City Clerk/ Monthly 6,174.00 6,841.00 7,508.00 Communications Coordinator Annual 74,088.00 82,092.00 90,096.00 Assistant Projects Manager Planning Manager Biweekly 3,387.23 3,753.23 4,119.23 Accounting Manager Monthly 7,339.00 8,132.00 8,925.00 Management Analyst Annual 88,068.00 97,584.00 107,100.00 Public Works Manager Biweekly 3,648.46 4,041.92 4,435.38 Utilities Manager Monthly 7,905.00 8,757.50 9,610.00 Annual 94,860.00 105,090.00 115,320.00 Information Technology Mgr Biweekly 3,738.46 4,141.85 4,545.23 Monthly 8,100.00 8,974.00 9,848.00 Annual 97,200.00 107,688.00 118,176.00 CITY OF ARROYO GRANDE COMBINED SALARY SCHEDULE EFFECTIVE 07/07/2023 Page 244 of 699 RESOLUTION NO. PAGE 9 GROUP: MANAGEMENT Position LOW MID HIGH Capital Improvement Projects Biweekly 3,832.15 4,245.69 4,659.23 Manager Monthly 8,303.00 9,199.00 10,095.00 Annual 99,636.00 110,388.00 121,140.00 Human Resources Officer Biweekly 3,928.62 4,352.31 4,776.00 Dir of Legis and Info Services Monthly 8,512.00 9,430.00 10,348.00 Dir of Recreation Services Annual 102,144.00 113,160.00 124,176.00 Building Official Biweekly 4,026.00 4,461.23 4,896.46 Monthly 8,723.00 9,666.00 10,609.00 Annual 104,676.00 115,992.00 127,308.00 Police Commander Biweekly 4,578.46 5,072.77 5,567.08 Monthly 9,920.00 10,991.00 12,062.00 Annual 119,040.00 131,892.00 144,744.00 City Engineer Biweekly 4,904.31 5,434.85 5,965.38 Monthly 10,626.00 11,775.50 12,925.00 Annual 127,512.00 141,306.00 155,100.00 Director of Public Works Biweekly 5,413.85 5,998.38 6,582.92 Dir of Administrative Services Monthly 11,730.00 12,996.50 14,263.00 Dir of Community Develop Annual 140,760.00 155,958.00 171,156.00 Police Chief Biweekly 5,976.46 6,622.62 7,268.77 Monthly 12,949.00 14,349.00 15,749.00 Annual 155,388.00 172,188.00 188,988.00 Assistant City Manager/Public Biweekly 6,524.31 7,228.15 7,932.00 Works Director Monthly 14,136.00 15,661.00 17,186.00 Annual 169,632.00 187,932.00 206,232.00 City Manager Biweekly 7,842.92 8,689.62 9,536.31 Monthly 16,993.00 18,827.50 20,662.00 Annual 203,916.00 225,930.00 247,944.00 CITY OF ARROYO GRANDE COMBINED SALARY SCHEDULE EFFECTIVE 07/07/2023 Page 245 of 699 RESOLUTION NO. PAGE 10 Page 246 of 699 Item 9.e. MEMORANDUM TO: City Council FROM: Whitney McDonald, City Manager BY: Aleah Bergam, Management Analyst SUBJECT: Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the Ongoing Storm Events DATE: June 27, 2023 SUMMARY OF ACTION: Adoption of the Resolution will continue the two declared and ratified local emergencies related to the ongoing impacts associated with the storm events, beginning in December 2022. 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 storm events. RECOMMENDATION: 1) Adopt a Resolution declaring a continued local emergency related to the ongoing impacts associated with the storm events, beginning in December 2022 and continuing through the present; 2) Make findings that adopting the Resolution continuing a local emergency is not a project subject to the California Environmental Quality Act (“CEQA”) because the continued declaration in itself has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) BACKGROUND As the City Council is aware, in accordance with Section 8.12.060 of the Arroyo Grande Municipal Code, the City Manager, in her capacity as the Director of Emergency Services, proclaimed a local emergency on January 18, 2023, regarding the severe January 2 023 Page 247 of 699 Item 9.e. City Council Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the Ongoing Storm Events June 27, 2023 Page 2 winter storms. The City Council ratified the emergency proclamation at its regular meeting on January 24, 2023. Multiple additional atmospheric river systems again struck the Central Coast beginning on March 9, 2023, and the City Manager, again in her capacity as the Director of Emergency Services, proclaimed a local emergency on March 11, 2023 , to account for the impacts and potential damage incurred subsequent to the declaration of the first local emergency. The City Council ratified the emergency proclamation at its regular meeting on March 14, 2023. 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, to date, the City Council has adopted the appropriate Resolutions declaring a continued local emergency related to both the January 2023 storm events and subsequent storm events within the required 21-day time period. Moving forward, provided there is adoption of the proposed Resolution provided in Attachment 1 consistent with the prior ratification of the emergency proclamations at the City Council’s January 24, February 14, February 28, March 14, March 28, April 11, April 25, May 9, May 23, 2023, and June 13, 2023 regular meetings, respectively, the City will remain in compliance with its Municipal Code. This item is being presented to the City Council to satisfy the requirement s of Section 8.12.065(C). Given the current state of emergency proclaimed by the Governor, the additional emergency proclamation issued by the Governor on March 1, 2023, the Presidential Major Disaster Declaration declared on January 14, 2023, and the Presidential Emergency Declaration declared on March 10, 2023, it is recommended that the City Council adopt the attached Resolution declaring the need to continue the emergency declarations made to date in response to the storm events beginning December 27, 2022. The County of San Luis Obispo issued a similar emergency declaration, which remains in effect. Federal, State and County emergency declarations associated with the January and March 2023 storm events, and resulting damage, continue to remain in effect. City staff continue to dedicate time towards responding to numerous storm recovery efforts and continue to require support from County, State, and Federal emergency response resources to support these efforts. Staff continue to work with State and Federal officials to request funding for the City’s response and recovery efforts. It is recommended that the local emergency declarations be continued until this funding is received. Page 248 of 699 Item 9.e. City Council Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the Ongoing Storm Events June 27, 2023 Page 3 ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Adopt the Resolution declaring a continued local emergency related to the ongoing impacts associated with the storm events, beginning in December 2022; or 2. 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 severe winter storms and support the City’s efforts to obtain assistance from County, State, and federal emergency response resources to recover from the disaster. DISADVANTAGES: No disadvantages have been identified to adopting the Resolution. ENVIRONMENTAL REVIEW: No environmental review is required for this item. Adopting the Resolution continuing a local emergency is not a project subject to the California Environmental Quality Act (“CEQA”) because that declaration in itself has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) 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 249 of 699 ATTACHMENT 1 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING A CONTINUED LOCAL EMERGENCY WITHIN THE CITY OF ARROYO GRANDE (ONGOING STORM EVENTS BEGINNING DECEMBER 27, 2022) WHEREAS, on January 18, 2023, in accordance with Section 8.12.060 of the Arroyo Grande Municipal Code, the City Manager, in her capacity as the Director of Emergency Services Director, proclaimed a local emergency within the City commencing on or about 8:00 am on January 4, 2023, due to the storm events that began on December 27, 2022; and WHEREAS, the City Council ratified the emergency proclamation through adoption of Resolution No. 5259 at its regular meeting on January 24, 2023; 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 Resolution s declaring a continued local emergency related to the ongoing storm events on February 14, 2023, February 28, 2023, March 14, 2023, March 28, April 11, April 25, 2023, May 9, 2023, May 23, 2023, June 13, 2023; and WHEREAS, pursuant to the provisions of Governmen t Code section 8558(b), on January 4, 2023, the Governor of the State of California issued a Proclamation of a State of Emergency (“Governor’s Proclamation”) related to severe winter storms and a series of atmospheric river systems that struck California, bringing high winds, substantial precipitation, and river, stream and urban flooding; and WHEREAS, on January 8, 2023, the President of the United States declared that an emergency exists in the State of California relating to severe winter storms, flooding, landslides, and mudslides, and enabling public agencies in impacted counties that suffered damage or losses from the storms eligible to apply for federal disaster assistance; and WHEREAS, on January 9, 2023, the County Administrative Officer of San Lu is Obispo issued a Proclamation of Local Emergency relating to severe winter storms and a series of atmospheric river systems that struck San Luis Obispo County, bringing high winds, substantial precipitation, and river, stream and urban flooding; and Page 250 of 699 RESOLUTION NO. PAGE 2 WHEREAS, on January 17, 2023, the Department of Homeland Security amended the major disaster declaration issued in January 14, 2023 related to the January 2023 storm events to add San Luis Obispo County as an affected county, enabling Arroyo Grande residents who had damage or losses from the storms to apply for Federal Emergency Management Agency (FEMA) disaster assistance; and WHEREAS, on March 11, 2023, in accordance with Section 8.12.060 of the Arroyo Grande Municipal Code, the City Manager, in her capacity as the Director of Emergency Services Director, proclaimed a local emergency within the City commencing on or about March 9, 2023, in response to the latest series of atmospheric river systems and the damage to the City due to the storm events that began on December 27, 2022; and WHEREAS, the City Council ratified the emergency proclamation through adoption of Resolution No. 5273 at its regular meeting on March 14, 2023; and WHEREAS, the City Manager’s March 11, 2023 proclamation followed a County of S an Luis Obispo issued Proclamation of Local Emergency on March 10, 2023 for the entire County due to severe storms; and WHEREAS, on March 10, 2023, President Biden approved a California Emergency Declaration beginning on March 9, 2023, ordering Federal assistance to supplement State, tribal and local response efforts; and WHEREAS, the ongoing atmospheric rivers caused significant flooding of City infrastructure and streets, as well as homes in Arroyo Grande; and WHEREAS, adopting this Resolution continuing a local emergency is not a project subject to the California Environmental Quality Act (“CEQA”) because the continued declaration in itself has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environ ment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.). NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande, that: 1. The recitals set forth herein are true, correct and incorporated by reference. 2. A local emergency is declared to continues to exist throughout the City of Arroyo Grande (see Resolution No. 5259), 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 damage caused by the severe winter storms and are taken in furtherance of; the Governor’s Proclamation of a State of Emergency on January 4, 2023; the Page 251 of 699 RESOLUTION NO. PAGE 3 President of the United States’ Declaration of a National Emergency on January 8, 2023; and related orders and directives. 3. A local emergency is declared to continue to exist throughout the City of Arroyo Grande (see Resolution Nos. 5269 and 5273) resulting from subsequent storm events, and the City has been undertaking, and will conti nue in effect through termination of this emergency, to undertake necessary measures and incur necessary costs, which are directly related to the damage caused by the severe winter storms and are taken in furtherance of the Governor’s Proclamation of a State of Emergency on January 4, 2023; the President of the United States’ approval of a California Emergency Declaration beginning January 8, 2023; the County of San Luis Obispo’s Proclamation of a Local Emergency on March 10, 2023; and related orders and directives. On motion of Council Member___________, seconded by Council Member ________, and by the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 27th day of June, 2023. Page 252 of 699 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: ISAAC ROSEN, CITY ATTORNEY Page 253 of 699 1 Item 9.f. ACTION MINUTES REGULAR MEETING OF THE CITY COUNCIL June 13, 2023, 5:00 p.m. Hybrid City Council Chamber/Virtual Zoom Meeting 215 East Branch Street, Arroyo Grande Council Members Present: Mayor Ray Russom, Mayor Pro Tem Barneich, Council Member George, Council Member Guthrie Council Members Absent: Council Member Secrest Staff Present: City Clerk Jessica Matson, City Attorney Isaac Rosen, City Manager Whitney McDonald, Assistant City Manager/Public Works Director Bill Robeson, Administrative Services Director Nicole Valentine, Community Development Director Brian Pedrotti, Recreation Services Director Sheridan Bohlken, Police Chief Michael Martinez, FCFA Chief Steve Lieberman, Human Resources Officer Tashina Ureno This meeting was conducted in a hybrid in-person/virtual format. 1. 5:00 PM CALL TO ORDER Mayor Ray Russom called the meeting to order at 5:07 p.m. 2. ROLL CALL City Clerk Matson took roll call. Mayor Ray Russom led the flag salute. 3. CLOSED SESSION ITEMS City Attorney Isaac Rosen, announced the City Council will recess to a closed session for the following: CONFERENCE WITH LABOR NEGOTIATORS PER GOVERNMENT CODE SECTION 54957.6 Meet with City-designated negotiators described below. Negotiation will include salary, compensation and benefits: 1. Employee Organization: Arroyo Grande Police Officers’ Association a. City-designated negotiators: Che Johnson, Special Labor Counsel; Tashina Ureno, Human Resources Officer; Nicole Valentine, Director of Administrative Services 2. Employee Organization: Service Employees International Union, Local 620 a. City-designated negotiators: Che Johnson, Special Labor Counsel; Tashina Ureno, Human Resources Officer; Nicole Valentine, Director of Administrative Services 3. Unrepresented Management Employees Page 254 of 699 2 Item 9.f. a. City-designated negotiators: Che Johnson, Special Labor Counsel 4. City Manager a. City-designated negotiators: Che Johnson, Special Labor Counsel 4. PUBLIC COMMENT REGARDING CLOSED SESSION ITEMS Mayor Ray Russom invited public comment. No comments were received. 5. ADJOURN TO CLOSED SESSION Mayor Ray Russom adjourned to Closed Session at 5:08 p.m. 6. 6:00 PM RECONVENE TO OPEN SESSION _____________________________________________________________________ 1. CALL TO ORDER Mayor Ray Russom called the Regular City Council Meeting to order at 6:00 p.m. 2. ROLL CALL City Clerk Matson took roll call. 3. MOMENT OF REFLECTION 4. FLAG SALUTE Mayor Ray Russom led the flag salute. 5. AGENDA REVIEW 5.a Closed Session Announcements City Attorney Rosen announced that the Council met in closed session; that there is no reportable action; and that Council can consider continuing the Closed Session. Moved by Mayor Ray Russom Seconded by Council Member Guthrie To continue the Closed Session meeting to after adjourning from the Regular City Council meeting. AYES (4): Mayor Ray Russom, Council Member Guthrie, Council Member George, and Mayor Pro Tem Barneich ABSENT (1): Council Member Secrest Passed (4 to 0) 5.b Ordinances read in title only None. Page 255 of 699 3 Item 9.f. 6. SPECIAL PRESENTATIONS 6.a Honorary Proclamation Declaring June 19, 2023 as "Juneteenth Day" Mayor Ray Russom read the Honorary Proclamation Declaring June 19, 2023 as "Juneteenth Day". Tobin Johnson, NAACP SLO County, accepted the proclamation. Mayor Ray Russom invited public comment. No public comments were received. No action was taken on this item. 6.b City Manager Communications City Manager McDonald highlighted summer events provided by the Recreation Department; provided information about a schedule controlled burn to be performed by Cal Fire on June 15th and 16th; and discussed upcoming items for Council consideration. Mayor Ray Russom invited public comment. No public comments were received. No action was taken on this item. 7. CITY COUNCIL REPORTS None. 8. COMMUNITY COMMENTS AND SUGGESTIONS Mayor Ray Russom invited public comment. Speaking from the public was Patty Welsh, and No Name Provided. No further public comments were received. 9. CONSENT AGENDA Mayor Ray Russom invited public comment. No public comments were received. Moved by Mayor Pro Tem Barneich Seconded by Council Member George Approve Consent Agenda Items 9.a. through 9.m., with the recommended courses of action. AYES (4): Mayor Pro Tem Barneich, Council Member George, Council Member Guthrie, and Mayor Ray Russom ABSENT (1): Council Member Secrest Passed (4 to 0) 9.a Consideration of Cash Disbursement Ratification 1) Ratified the listing of cash disbursements for the period of May 1 through May 15, 2023; 2) Determined that ratifying the cash disbursements is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) Page 256 of 699 4 Item 9.f. 9.b Consideration of Statement of Investment Deposits 1) Received and filed the report listing investment deposits of the City of Arroyo Grande as of April 30, 2023, as required by Government Code Section 53646(b); and 2) Determined that receiving the report of investment deposits is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) 9.c Approval of Minutes Approved the minutes of the Special Closed Session Meeting of May 25, 2023, and Regular City Council Meeting of May 23, 2023, as submitted. 9.d Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related to the Ongoing Storm Events 1) Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING A CONTINUED LOCAL EMERGENCY WITHIN THE CITY OF ARROYO GRANDE (MARCH 2023 AND ONGOING STORM EVENTS BEGINNING DECEMBER 27, 2022)"; 2) Made findings that adopting the Resolution continuing a local emergency is not a project subject to the California Environmental Quality Act (“CEQA”) because the continued declaration in itself has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) 9.e Consideration of Authorizing the Display of the Juneteenth Flag During the week of June 16-23, 2023, at City Hall Authorized the display of the Juneteenth Flag for the week beginning on June 16 through June 23, 2023, at City Hall. 9.f Releasing Via Quitclaim the County’s Interest in City’s 400 W. Branch Real Property 1) Authorized approval of the Agreement with the County in substantially final form, subject to minor changes approved by the City Manager in consultation with the City Attorney as necessary to effectuate the intent of the parties, and the recordation of the subject quitclaim deed with the County Registrar. 2) Made findings that approval of the Agreement with the County is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378). 9.g Consideration to Authorize a Request for Proposals (RFP) to Conduct a Voter Opinion Survey and Public Education Services for a Potential Future Ballot Measure Authorized the City Manager to publish a Request for Proposals (RFP) for Voter Opinion Survey and Public Education services for an amount not to exceed $115,000. 9.h Consideration of Engineer’s Reports and Resolutions Declaring the City’s Intention to Levy and Collect Assessments Page 257 of 699 5 Item 9.f. 1) Approved the Engineer’s Reports for the Parkside Village Assessment District, Grace Lane Assessment District, and Arroyo Grande Landscaping and Lighting Assessment District No. 1, within Tract 1769, for FY 2023-2024; 2) Adopted Resolutions entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING ITS INTENTION TO LEVY AND COLLECT ANNUAL ASSESSMENTS RELATED TO THE PARKSIDE VILLAGE ASSESSMENT DISTRICT FOR FISCAL YEAR 2023-2024"; "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING ITS INTENTION TO LEVY AND COLLECT ANNUYAL ASSESSMENTS RELATED TO THE GRACE LANE ASSESSMENT DISTRICT FOR FISCAL YEAR 2023-2024"; and "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DECLARING ITS INTENTION TO LEVY AND COLLECT ANNUAL ASSESSMENTS RELATED TO THE ARROYO GRANDE LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT NO. 1, WITHIN TRACT 1769, FOR FISCAL YEAR 2023-2024"; 3) Set a public hearing for June 27, 2023 at 6:00 p.m. for the Parkside Village Assessment District, Grace Lane Assessment District, and Arroyo Grande Landscaping and Lighting Assessment District No. 1, within Tract 1769, to consider levying the property assessments; and 4) Made findings that the consideration of Engineer's Reports and Resolutions declaring the City's intention to levy and collect assessments is categorically exempt from the California Environmental Quality Act (“CEQA”) under the Class 2 exemption, which applies to the replacement or reconstruction of existing structures and facilities where the new structure will be located on the same site as the structure replaced and will have substantially the same purpose and capacity as the structure replaced. (State CEQA Guidelines, § 15302.) 9.i Consideration of an Award of Contracts for Construction of the 2022 Street Repairs Project (PW 2022-05) and the 2022 Slurry Seal Project (PW-2022-06) 1) Awarded a contract for the 2022 Street Repairs Project to JJ Fisher Construction in the amount of $3,782,005 for both the base bid and additive bid; 2) Authorized the City Manager to approve change orders of 10% of the contract amount, $378,200.50, for unanticipated costs during the construction phase of the 2022 Street Repairs Project; 3) Awarded a contract for the 2022 Slurry Seal Project to American Asphalt South in the amount of $1,737,575.49; 4) Authorize the City Manager to approve change orders of 10% of the contract amount, $173,757.55, for unanticipated costs during the construction phase of the 2022 Slurry Seal Project. 9.j Consideration to Approve Construction Plan & Specifications and Environmental Exemption for the 2022 Concrete Repairs Project, PW 2022-07 1) Approved the construction plans & specifications for the 2022 Concrete Repairs Project, PW 2022-07; 2) Authorized staff to advertise for construction bids; 3) Found that the plans & specifications for the Concrete Repairs Project is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to Guidelines Section 15301(c), a Class 1 exemption, which applies to the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing structures, facilities, mechanical equipment, or topographical features where the project involves negligible or no expansion of existing or former use; and 4) Directed the City Clerk to file a Notice of Exemption. Page 258 of 699 6 Item 9.f. 9.k Consideration of Resolution Approving Temporary Use Permit 23-005; Authorization for Sale of Beer and Wine at the 2023 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. 23-005 AND APPROVING A WAIVER OF FEES; AUTHORIZATION FOR THE SALE OF BEER AND WINE AT THE 2023 HERITAGE SQUARE PARK SUMMER CONCERT SERIES; APPLIED FOR BY THE ARROYO GRANDE ROTARY CLUB". 9.l Consider an Agreement between the County of San Luis Obispo and the City for Joint Participation in the CDBG Program, Home Investment Partnerships Program, and Emergency Solutions Grant Program for FY 2024-25 through FY 2026-27 1) Adopted a Resolution entitled: "A COOPERATION AGREEMENT BETWEEN THE COUNTY OF SAN LUIS OBISPO AND THE CITY OF ARROYO GRANDE FOR JOINT PARTICIPATION IN THE COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM, THE HOME INVESTMENT PARTNERSHIPS PROGRAM, AND THE EMERGENCY SOLUTIONS GRANT PROGRAM FOR FISCAL YEARS 2024/25 THROUGH 2026/27"; and 2) Made findings that the execution of the Agreement is not a project for purposes of compliance with the provisions of the California Environmental Quality Act (CEQA) and the City’s CEQA Guidelines. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) 9.m Consideration of Approval of an Agreement for Consultant Services with KTUA for the Active Transportation Plan 1) Approved and authorized the Mayor to execute an Agreement for Consultant Services with KTUA to assist the City with the Active Transportation Plan in substantially final form (subject to minor revisions as approved by the City Council consistent with Council direction); and 2) Determined that approving the Agreement is not a project subject to the California Environmental Quality Act (“CEQA”) because preparation of the Plan itself has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378). Additionally, the City and consultant will evaluate potential impacts of the Active Transportation Plan in compliance with the California Environmental Quality Act, and prepare any appropriate environmental document at that time, if required. 10. PUBLIC HEARINGS 10.a Public Hearing to Consider the FY 2023-25 Biennial Budget and 5-Year Capital Improvement Program Budget Administrative Services Director Valentine presented the report and recommended that Council receive public comment regarding the proposed FY 2023-25 Biennial Budget and FY 2023-28 Capital Improvement Program Budget and provide direction to staff to finalize the two-year budget for adoption on June 27, 2023. Mayor Ray Russom opened the public hearing. Upon hearing no public comments, Mayor Ray Russom closed the public hearing. Page 259 of 699 7 Item 9.f. Moved by Mayor Pro Tem Barneich Seconded by Council Member George Direct to staff to finalize the FY 23-25 budget for adoption on June 27, 2023. AYES (4): Mayor Pro Tem Barneich, Council Member George, Council Member Guthrie, and Mayor Ray Russom ABSENT (1): Council Member Secrest Passed (4 to 0) 11. OLD BUSINESS 11.a Consideration of Approval of Amended and Restated Joint Exercise of Powers Agreement for FCFA; Appointment of Representatives to the Board of Directors; Agreements Between FCFA and OCSD Regarding Short-Term Fire and Emergency Services and Ongoing CalPERS City Manager McDonald presented the report and staff responded to questions from Council. Mayor Ray Russom invited public comment. No public comments were received. Council Member George expressed support for the Agreements between FCFA and OCSD; and expressed support for the current reserve amount in the FCFA FY 2023-24 Budget. Council Member Guthrie expressed support for the current reserve amount in the FCFA FY 2023-24 Budget. Council discussion ensued regarding representation on the new FCFA Board and the preference for members of the Board to be on alternating cycles related to Council terms. Council Member George and Mayor Ray Russom agreed to serve on the Board. Mayor Pro Tem Barneich agreed to serve as alternate. Moved by Council Member Guthrie Seconded by Council Member George Appoint Council Member George and Mayor Ray Russom as the primary members of the FCFA Board of Directors and Mayor Pro Tem Barneich as the alternate. AYES (4): Council Member Guthrie, Council Member George, Mayor Pro Tem Barneich, and Mayor Ray Russom ABSENT (1): Council Member Secrest Passed (4 to 0) Moved by Council Member Guthrie Seconded by Council Member George Page 260 of 699 8 Item 9.f. Approve the Amended and Restated Joint Exercise of Powers Agreement for the FCFA (with direction to transmit the approved Joint Exercise of Powers Agreement consistent with State law) with a formal execution date of June 22, 2023. AYES (4): Council Member Guthrie, Council Member George, Mayor Pro Tem Barneich, and Mayor Ray Russom ABSENT (1): Council Member Secrest Passed (4 to 0) 12. NEW BUSINESS None. 13. COUNCIL COMMUNICATIONS Mayor Ray Russom thanked staff for their efforts in organizing the Mayors meeting. 14. ADJOURNMENT There being no further business to come before the City Council, Mayor Ray Russom adjourned the meeting at 7:20 p.m. to the continued special Closed Session meeting. Mayor Ray Russom adjourned the special Closed Session meeting at 8:49 p.m. _________________________ Caren Ray Russom, Mayor _________________________ Jessica Matson, City Clerk Page 261 of 699 Item 9.g. MEMORANDUM TO: City Council FROM: Jessica Matson, Director of Legislative & Information Services/City Clerk BY: Sarah Lansburgh, Deputy City Clerk/Communications Coordinator SUBJECT: Consideration of Appointment to the Architectural Review Committee DATE: June 27, 2023 SUMMARY OF ACTION: Appointment of Janet Huston as a new Committee Member to the Architectural Review Committee (ARC), as recommended by Council Member Secrest. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: There is no fiscal impact and minimal staff impact associated with preparing the staff report for this action. RECOMMENDATION: Approve the recommendation of Council Member Secrest to a ppoint Janet Huston to the Architectural Review Committee. BACKGROUND: Pursuant to Council policy, the Mayor and each Council Member shall recommend one representative to each respective Commission/Board/Committee, subject to approval by a majority of the Council. With the exception of filling unscheduled vacancies, this process occurs every two years following an election. Member of each respective Commission/Board/Committee shall serve for a term ending the January 31 st following the expiration of the respecting appointing Mayor or Council Member. ANALYSIS OF ISSUES: After each election year, the Council makes appointments and/or reappointments to the various Commissions, Boards, and Committees. Traditionally, the Mayor and Council Members are responsible for reviewing active applications on file, seeking new applicants, or reappointing current members to serve another term, as appropriate. Page 262 of 699 Item 9.g. City Council Consideration of Appointment to the Architectural Review Committee June 27, 2023 Page 2 Council Member Secrest sought out new applicants for the ARC, and after careful recruiting, consideration, and review, is recommending the appointment of Janet Huston to the ARC. Ms. Huston meets the eligibility requirement of being a registered voter of the City and has relevant architectural experience that will be valuable to the ARC. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Approve Council Member Secrest’s recommended appointment; 2. Do not approve the recommended appointment; or 3. Provide other direction to staff. ADVANTAGES: Approving the recommended appointment will provide for a full membership of the ARC. DISADVANTAGES: No disadvantages have been identified regarding this recommended appointment. 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. Huston Page 263 of 699 '•. CITY OF ARROYO GRANDE RJ!CENEO JUN tO !O'l.3 "List of Citizens to Serve" 300 East Branch Street Arroyo Grande, CA 93420 Cff'I OF p.s,.RQ¥0 GRANDE Application to Board, Committee, or Commission PLEASE PLACE A CHECK MARK NEXT TO THE BOARD/COMMITTEE/COMMISSION FOR WHICH YOU WOULD UKE TO APPLY (You may make more than one selection): _Planning Commission _Tourism Business Improvement District Advisory Board _Downtown Parking Advisory Board x1 Architectural Review Committee _Community Service Grant Committee _Special committees/subcommittees ************************************************************************************ ::eof Applk:atlon(::)tt~.:l-,'3 ,]a '11.~.;t: Last First HomeAddress 7WYou,0&4Nf◄' e., M 9S41.c) 1ttfeYre~ 1 1-1,~~ ~Q Home o~Phone ( --Business Phone r E-mailaddress(Optional) Do you reside within the City limits of Arroyo Grande? Yes \,JC'" No ___ _ Are you a registered voter? Yes X" No ___ _ Occupatio~.e._d Employe(~lfP rJ Qrom 5--1-gf~ £ Q; /2 }«'&1· ~ Education (Include professional or vocational licenses or certificates). ____________ _ me&, l(e.noe~j :!el-v)d 2 £4aveet,_ m ea -t:, 1.../:C-t C yQ_yd_ Do J l(efi-516j Community involvement (List organization memberships and committee assignments) ______ _ 1f1i ff:±~ ~~st-~r,:~ c1~_;f;;/~-= a-eta;c Mi:~f ~£tt~=;)AiiJ3Er:!~~~~14M S/3 Pow,&5 Please describe any background, training, education or interests that qualify you as an appointee __ _ L ~ . . -. (Please attach additional pages if necessary) Rev 12/14/2022 Page 264 of 699 • (PLEASE COMPLETE THE REVERSE SIDE OF THIS FORM} What do you see as the objectives and goals of the advisory board, committee or commission for which you are applying? '><1,La I t1 -;f;CA..., ,.o ,I. t IJ= Please list three (3) Arroyo Grande references. PLEASE OBTAIN PERMISSION FROM INDIVIDUALS BEFORE LISTINru-~ REFERENCE. Name: __ 6_ecJ\e--=___,.;::;,...,ST....__ __ .Address: Name:~::....&.>a:::;;;;+,--....;;....:;;,---_ ___, ~=..i....::..a....i.~:::;.....L.a.~:+---Address: Current meeting schedules are indicated below: Planning Commission, 1st and 3 rd 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 3 rd 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 XJ No'--- I hereby declare that the foregoing information is true and complete to the best of my knowledge and belief. 2r ' Date Notice to Applicants: 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 265 of 699 Supplemental to Application to City of Arroyo Grande. CA Architectural Review Committee Applicant: Janet Huston Date: June 15, 2023 Please describe any background, training, education or interests that qualify you as an appointee. My professional career was entirely in public service beginning with local government and eventually including positions in regional and State government. I retired from public service as the Associate Director of the California Department of Public Health (one of three senior executives reporting to the Director). I held oversight over the Department's Legislative, Communications, External Affairs and International Relations (Mexico) functions as related to all aspects of public health. While serving under two Governors (Schwarzenegger and Brown) I also served as Assistant Secretary of Communications for the Business, Housing and Transportation Agency (since restructured) as well as the Director of Communications for the Department of Housing and Community Development. Prior to State service I held the position of Executive Director of the Orange County Division of the League of California Cities (a semi-autonomous unit within the larger League of California Cities organization) which interacted with other regional, state and federal offices on issues specific to Orange County city governments) as well as serving as Director of the Orange County Council of Governments. I am deeply familiar with the relationships between and among city departments as well the protocols to be respected when communicating with other components of the organization, as well as outside groups. I have many years' experience working with diverse groups of professionals, organizations and the general public to achieve consensus on often divisive policy issues. On a personal note, I am also a Certified Professional Photographer with several exhibits over the past few years (primarily pre-Covid) including the honor of being selected as an Artist in Residence for the National Park Service. My most recent achievements include being included in juried exhibitions at the Center for Photographic Art in Carmel and The Art Center of Morro Bay. What to you are as the objectives and goals of the advisory board, committee, or commission for which you are applying. The City's brief website description of the Architectural Review Committee responsibilities is accurate but does not capture the inherent responsibility of the Committee to consider the history of this unique community and how that history will shape the future. Arroyo Grande is experiencing the competing pressures to maintain the decades of charming features which define it and the need to diversify and expand commercial and housing resources to fund basic public services and shelter workers. The Architectural Review Committee is one of the first opportunities in the public process to advise the Departments and City Council on how to achieve this balance. IF chosen to serve on this vital Committee I would commit to not only attending the meetings as required but to be well-prepared for the issues presented to the Committee, to conduct my discussions and information seeking activities in a respectful and productive manner and to· respect the protocols (chains of command) which exist within the City of Arroyo Grande. Page 266 of 699 Item 9.h. MEMORANDUM TO: City Council FROM: Michael M. Martinez, Chief of Police BY: Zak Ayala, Police Commander SUBJECT: Approve the Memorandum of Understanding and Agreement Between the Arroyo Grande Police Department and the Lucia Mar Unified School District for School Resource Officer Services DATE: June 27, 2023 SUMMARY OF ACTION: Approve an agreement to provide continuing School Resource Officer coverage for the Lucia Mar Unified School District as agreed upon in the Memorandum Of Understanding (“MOU” or “Agreement”) for the 2023/2024 school year. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: The cost of the School Resource Officer position is approximately $160,400 for Fiscal Year (FY) 2023-24. This agreement shares the cost of the salary and benefits associated with the officer between the City and Lucia Mar Unified School District (LMUSD). The City will receive fifty percent (50%) of the cost from LMUSD; totaling $80,200. These funds were included as estimated revenues in the City’s proposed FY 2023-24 Budget. RECOMMENDATION: 1) Approve an agreement between the City of Arroyo Grande and the Lucia Mar Unified School District (LMUSD) to share the cost of salary and benefits for one School Resource Officer (SRO) position in Fiscal Year (FY) 2023-24; 2) Find that approving the agreement is not a project subject to the California Environmental Qua lity Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) BACKGROUND: The Arroyo Grande Police Department has been providing School Resource Officer (SRO) services to the Lucia Mar Unified School District (LMUSD) since the early 1990’s. The SRO Program is a collaborative effort between the City of Arroyo Grande Police Department and the LMUSD with the goal of reducing crime, drug abuse, violence, and providing a safe school environment. The SRO is a full-time police officer whose primary Page 267 of 699 Item 9.h. City Council Approve the Memorandum of Understanding and Agreement Between the Arroyo Grande Police Department and the Lucia Mar Unified School District for School Resource Officer Services June 27, 2023 Page 2 function is to address law enforcement concerns at their respective schools. The AGPD and LMUSD work closely in selecting the SRO by identifying specific traits that are essential to working in a school environment. The SRO program utilizes the SRO Triad concept as set forth by the National Association of School Resource Officers (NASRO) that is attached hereto and incorporated herein by reference. The SRO Triad concept generally means that the officers assigned to the SRO program are law enforcement officers, counselors and teachers. The SRO works closely with school officials and administrators to develop positive relationships with the community, students, parents and school officials. While the position is housed at, and primarily assigned to, Arroyo Grande High School, the SRO is responsible for responding to requests from Pauld ing Middle School and Ocean View and Harloe Elementary schools. The SRO interacts with students from a variety of ages and backgrounds, often serving in a mentorship role. One of the highlights of this program is the ability for the SRO to provide counse ling to students on a formal and informal basis. The SRO regularly interacts with students and is often viewed as a role model. The SRO provides opportunities to forge beneficial relationships with staff and students, all the while being a visible deterren t to crime and other untoward behavior. The relationships that SRO’s establish with students are enduring beyond students’ graduation for personal and professional development. On - site law enforcement provides familiarity with the layout of the campuses an d administration, as well as provide quick assistance with student safety emergencies. ANALYSIS OF ISSUES: The LMUSD has requested SRO services be provided for the 2023-2024 school year. The term of the agreement begins July 1, 2023, and ends June 30, 2024. This agreement is reviewed annually. The SRO position has been in existence since the 1990’s and staff believes this program is extremely important to the City’s public safety services and should be maintained. Given the City’s demographics, a substantial portion of public safety issues are youth related. If the position were not dedicated to schools, it would require other Police Department patrol personnel to respond to a large volume of school related calls for service. The SRO historically provides advantages and efficiency of personal networking relationships and collaboration from being teamed with school administration to address safety issues in a proactive role, rather than being responsive after the fact. The MOU has been drafted so that the Police Department and LMUSD share the costs of the SRO, including overtime pay. The cost of the MOU to LMUSD will be $80,200, except that LMUSD will pay for overtime work at rates which are included in Exhibit A attached to the MOU. The Police Department, specifically the Chief of Police, is responsible for hiring the SRO, but may solicit input from LMUSD to assist in their selection. Further, the Police Department will collaborate with LMUSD in the Page 268 of 699 Item 9.h. City Council Approve the Memorandum of Understanding and Agreement Between the Arroyo Grande Police Department and the Lucia Mar Unified School District for School Resource Officer Services June 27, 2023 Page 3 implementation of the SRO program. For example, the SRO will coordinate with the school administration in order to provide lessons regarding police services and general citizenship. The SRO will primarily, however, respond to incidents or conduct investigations regarding calls to service. In the LMUSD 2022-2023 school year (specifically July 1, 2022 to May 24, 2023), the SRO responded to (288) calls for service and completed (48) police reports. The Police Department has developed guidelines for the SRO with a multifaceted approach to provide services given the many health and safety requirements set forth by the State. The LMUSD has agreed to partner with the Police Department for another year of this program supporting the need to provide this valuable resource to the students, staff and the community. ALTERNATIVES: The following alternatives are provided for Council’s consideration: 1. Approve the Agreement to share 50% of the cost for SRO services for Fiscal Year 2023-24 with any minor changes necessary to effectuate City Council’s intent ; 2. Do not adopt the Agreement; or 3. Provide other direction to staff. ADVANTAGES: The LMUSD will help the City of Arroyo Grande continue enhanced school safety by sharing fifty percent (50%) of the cost of the salary and benefits associated with the actual officer assigned to the SRO position. DISADVANTAGES: Non-approval will result in the Police Department unable to dedicate an officer in the City schools on a full-time basis. ENVIRONMENTAL REVIEW: No environmental review is required for this item. Approving the agreement is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) 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 269 of 699 Item 9.h. City Council Approve the Memorandum of Understanding and Agreement Between the Arroyo Grande Police Department and the Lucia Mar Unified School District for School Resource Officer Services June 27, 2023 Page 4 Attachments: 1. Proposed School Resource Officer Memorandum of Understanding and Agreement 2. National Association of School Resource Officers (NASRO) Best Practices Page 270 of 699 65501.00012\41327612.1 ATTACHMENT 1 SCHOOL RESOURCE OFFICER MEMORANDUM OF UNDERSTANDING A. Mission Statement The community of Arroyo Grande, the Lucia Mar Unified School District, and the Arroyo Grande Police Department are significantly impacted by demands to address incidents and situations directly or indirectly related to juveniles and the schools. The problems of juvenile delinquency, alcoholic beverage and illegal substance abuse, gang involvement, and other youth-related problems that negatively affect the community and the schools can be best addressed in a pro-active, interactive, and preventive manner. Effective education requires a safe and orderly environment in which learning can occur. Consequently, the Arroyo Grande Police Department and the Lucia Mar Unified School District jointly propose to implement the School Resource Officer (SRO) program within the Lucia Mar Unified School District for schools located within the City of Arroyo Grande. The mission of the SRO program shall be to provide appropriate law enforcement resources and a school-based approach to the development of a positive relationship among students, staff and the police, the maintenance of a safe learning environment and the prevention of juvenile delinquency, alcoholic beverage and illegal substance abuse, and gang involvement by our community's youth. In order to facilitate a proper working relationship between the school administration and the SRO, it is important to establish, maintain, and update specific guidelines and procedures to be followed by the SRO and school administrators. This Memorandum of Understanding clarifies the roles of the SRO and school administrators, their scope of authority, and the respective responsibilities of the Lucia Mar Unified School District and the Arroyo Grande Police Department in this collaboration. The success of this program relies on effective communication among the SRO, school administrators, and other key staff members of each organization. All references in this Memorandum of Understanding to responsibilities and obligations of the Lucia Mar Unified School District, the Arroyo Grande Police Department, and the City of Arroyo Grande are applicable only to schools located within the City of Arroyo Grande. Under the terms of this Memorandum of Understanding, the Lucia Mar Unified School District and the Arroyo Grande Police Department agree that the duties, responsibilities and physical presence of the SRO are not limited to the Arroyo Grande High School but include all schools in the Lucia Mar Unified School District within the City of Arroyo Grande. B. Concept The SRO program shall utilize the SRO Triad concept as set forth by the NASRO National Association of School Resource Officers (NASRO) that is attached hereto and incorporated herein by reference. The SRO Triad concept generally means that the officers assigned to the SRO program are law enforcement officers, counselors and Page 271 of 699 65501.00012\41327612.1 ATTACHMENT 1 teachers. The SRO is first and foremost a law enforcement officer for the City of Arroyo Grande. The SRO shall be responsible for carrying out all duties and responsibilities of a Police Officer and shall ultimately at all times remain under the control of the Arroyo Grande Police Department and its policies and procedures. The SRO will comply with the policies and procedures of the Lucia Mar Unified School District to the extent that such policies and regulations do not conflict with those of the Arroyo Grande Police Department or the City of Arroyo Grande are not in conflict with other terms In this Memorandum of Understanding, and are not in conflict with federal, state, or local laws. The SRO Is an enforcement officer in CRIMINAL matters only. The SRO shall not enforce any school or classroom rules. The SRO is not a school disciplinarian and should not assume this role. The SRO shall not involve themselves in administrative matters of Lucia Mar Unified School District that do not relate to the duties and responsibilities of the SRO. The SRO is not a formal counselor and will not act as such; however, the SRO may be used as a resource to assist students, parents, school staff and all persons involved with the Lucia Mar Unified School District. The SRO may also be used as a teacher and can instruct in a variety of subjects ranging from alcoholic beverage and illegal substance abuse to citizenship and community responsibilities. The SRO may use teaching to build rapport between the students and the staff. C. Description of General Duties 1. The SRO is a sworn Arroyo Grande Police Officer assigned to provide the law enforcement expertise and resources to assist school staff in maintaining safety and order within the assigned school(s) and in the prevention and control of crime, Juvenile delinquency, truancy and disorder on school campuses and in the immediate area of the school campuses if students may reasonably be involved through the enforcement of applicable state statutes and Municipal Codes as appropriate. 2. The SRO will conduct or assist in the investigation of incidents on school campuses. 3. The SRO may assist in the coordination of the efforts of other law enforcement agencies on the school campuses. 4. The SRO will be considered an active member of the administrative team in his/her assigned school(s). 5. Although the SRO's primary responsibility and location will be the Arroyo Grande High School, he/she shall. respond to SRO-related issues at other Lucia Mar Unified School District campuses within the City as reasonable and appropriate. 6. The school buildings, grounds, and the adjacent neighborhoods and streets will be the equivalent of the SRO's patrol area and he/she will assume primary responsibility for handling calls for police service and coordinating the response of other police or emergency resources to the school. All criminal activity that comes to the attention of the school staff shall be reported immediately to the Police Department. In an emergency situation, the school shall call 911 and should also notify the SRO as soon as reasonably possible. In a non-emergency situation, the school should notify the SRO or call the pen- emergency police Department number if the SRO is not available. The SRO may delay Page 272 of 699 65501.00012\41327612.1 ATTACHMENT 1 his/her Immediate response to incidents that are not of an emergency nature for action upon his/her return to duty. 7. The Arroyo Grande Police Department will provide the SRO with a vehicle for his/her use as appropriate. 8. The SRO will be required to appear in court and assist in prosecution and other judicial processes as reasonably necessary as a result of his/her position. 9. The SRO's duty schedule will be determined by the Chief of Police or his/her designee, in conjunction with the school administration and in compliance with the Fair Labor Standards Act, but will generally be arranged to provide coverage and visible presence throughout the school day including peak arrival and departure times before and after school. In addition, the SRO may be required to attend school-related functions during normal classroom hours and special after-school activities, e.g. school dances and sporting events. If the SRO is required to attend special after-school activities, he/she shall take reasonable measures to adjust his/her normal work schedule. This type of shift adjustment shall normally be reserved for Arroyo Grande High School events and shall not replace other security arrangements, e.g. off-duty police personnel or private security. The Arroyo Grande Police Department shall use its best efforts to provide services requested by the Lucia Mar Unified School District. The Arroyo Grande Police Department may assign another officer to act as a temporary SRO if: (a) the SRO is not available or (b) in order to avoid overtime charges to the Lucia Mar Unified School District. 10. The SRO will normally conduct their duties in full police uniform to enhance the visible presence of and interaction with a uniformed Police Officer; however, the SRO may be permitted to wear plainclothes according to any special needs and with the prior approval of the Chief of Police or his/her designee. 11 . The SRO will assist with training for the school administration in law enforcement-related matters. Information about crime trends and changes in criminal law relevant to schools shall be disseminated to the school administration to assist in effectively establishing and maintaining safe school environments. 12. The SRO may become involved with the school's curriculum, via coordination with school administration, and provide instruction that will enhance the student's understanding of the police mission and the responsibilities of citizenship. However, responding to incidents or conducting investigations must, of necessity, take precedence over classroom instruction. Lesson plans for all formal, organized presentations shall be forwarded to the school administration and the Chief of Police or his/her designee prior to presentation. 13. The SRO will be responsible for monitoring the social and cultural environment to identify emerging youth problems. All information concerning these emerging issues shall be provided to the Chief of Police or his/her designee and the school administration. Prevention and early intervention strategies shall be coordinated with the Chief of Police or his/her designee in conjunction with the school administration. Page 273 of 699 65501.00012\41327612.1 ATTACHMENT 1 14. When it is in the best interest of the Police Department and the school, the SRO may make formal presentations to, or participate in, meetings related to school based community organizations, students, and parents such as parent-teacher organizations, School Advisory Council, and School Board meetings. The presentations provided or the educational resources made available may include, but are not limited to, alcoholic beverage and illegal substance abuse, criminal law-related education, criminal justice system orientation, juvenile delinquency prevention, gang involvement and. awareness and community responsibility. Participation in other activities such as panel discussions, mentoring programs, and community coalitions or task forces must be approved in advance by the Chief of Police or his/her designee. 15. Programs conducted in schools by other Police Department members shall be coordinated with the SRO to avoid redundant services and to ensure equitable distribution of such programs and services. 16. A critical element of the SRO program is an open relationship and strong communication between the school administration and the SRO. The SRO shall meet on a weekly basis, or more frequently if necessary, with school administration for the purpose of exchanging information about current crime trends, problem areas, or other areas of concern that have the potential for disruption in the school or within the community. 17. During times when schools are in session, the SRO will devote his/her complete shift to the school calendar day, except for required duties such as court appearances or unless required to respond to emergency situations including but not limited to Regional SWAT team call-outs. During times when schools are not in session, e.g. holiday breaks, spring break, and summer vacation, and the SRO is not involved in assigned school-related activities, the SRO will be assigned to duties at the discretion of the Police Department. The SRO shall attend all in-service training required by the Police Department throughout the year, whether or not school is in session. 18. The SRO shall utilize the appropriate Police Department mechanism, e.g. the CADS or crime and incident reports, to record his/her activities in a timely manner. That record shall be made available to school administration upon request. 19. Other duties and responsibilities of the SRO include: (a) Proper disposal of illegal substances recovered by the school and not needed for criminal prosecution. (b) Maintaining familiarity with the Lucia Mar Unified School District Student Rules and Regulations. (c) Attending and providing testimony at school disciplinary hearings upon request. (d) Participation in other youth-related community activities as assigned by the Chief of Police or his/her designee. Page 274 of 699 65501.00012\41327612.1 ATTACHMENT 1 D. Selection Selection of the SRO and supervisory personnel shall be at the sole discretion of the City’s Chief of Police. The Chief of Police may solicit input from the Lucia Mar Unified School District to assist in the selection of the SRO. E. School District Responsibilities The Lucia Mar Unified School District shall be responsible to provide to the SRO as follows: 1. Access to a climate controlled office with proper lighting and a landline telephone for general use. 2. A location for files and records that can be properly locked and secured. 3. A desk with drawers, chair, filing cabinet and basic office supplies. 4. Appropriate access to a Lucia Mar Unified School District computer and secretarial/administrative assistance when necessary. 5. Access to and encouragement of classroom participation. 6. The opportunity for the SRO to address school staff about the SRO program and its goals and objectives. 7. Seek input from the SRO regarding criminal justice issues related to the school environment. 8. Allow the SRO to wear and operate portable audio/video recording equipment (body worn camera) in accordance with Policy 451 of the Arroyo Grande PD CA Policy Manual. 9. Emergencies. In the event of emergencies, school officials or personnel shall first contact 911 before attempting to contact the SRO. 10. Lucia Mar Unified School District shall provide a district cell phone to the SRO assigned to Arroyo Grande High School. F. Desired Outcome 1. To mutually provide for a safe and secure environment for all persons working, attending, or visiting the Lucia Mar Unified School District buildings and grounds within the City of Arroyo Grande. 2. To mutually develop· and maintain an active partnership between the Arroyo Grande Police Department and the Lucia Mar Unified School District to preserve a safe and secure educational environment. 3. To communicate and cooperate regarding law enforcement-related issues occurring within the boundaries of the Lucia Mar Unified School District campuses In the City of Arroyo Grande. Page 275 of 699 65501.00012\41327612.1 ATTACHMENT 1 4. When deemed reasonable· and appropriate, to mutually apply counseling, mentoring, and/or alternative resources to conflict resolution consistent with the policies and procedures of the Arroyo Grande Police Department and the Lucia Mar Unified. School District with the realization t􀋻at law enforcement processes are but one of the possible solutions available as an option for intervention. 5. To mutually participate in the educational process as a resource and as an advocate for the criminal justice system. G. Information Sharing Consistent with the basic tenants of the relationship between the school administration and the SRO described in this Memorandum of Understanding, open communication is essential to ensure program effectiveness. The SRO should exchange information with the school administration regarding students' involvement in criminal activity in and around the school. This shall be limited to information that directly relates to and· contributes to the saf ety of the school environment. The SRO shall not make any official document, police report, or record available to the school administration or its staff that is not legally permissible nor shall the school administration or its staff make any official document, report or record available to the SRO that is not likewise legally permissible. H. Supervision Responsibility & Chain of Command for the SRO As the employer of the SRO, the Arroyo Grande Police Department shall maintain primary supervision of the SRO and the SRO shall follow the chain of command set forth in the Arroyo Grande Police Department Manual. The SRO will work with the school administration to determine the most reasonable and effective use of the SRO's time and expertise but shall not be subject to the supervision or direction by the Lucia Mar Unified School District, its officers, agents or employees. Scheduling needs outside of regularly scheduled school hours involving investigations, school-related activities and/or school-related functions shall be coordinated between the Lucia Mar Unified School District Superintendent or a designate chosen by the Superintendent, and the SRO's supervisor. Evaluation of the SRO shall be conducted as a function of supervision consistent with· the Arroyo Grande Police Department's policies and procedures. The Superintendent of the Lucia Mar Unified School District, or his/her designee, shall have the opportunity to submit supplemental evaluations of the SRO related to the fulfillment of position responsibilities to the SRO supervisor. The SRO supervisor, as a part of the SRO's evaluation, shall consider any such supplemental evaluation. Page 276 of 699 65501.00012\41327612.1 ATTACHMENT 1 I. Decision-Making Authority Regarding Enforcement of Applicable Laws and Procedures by the SRO The Arroyo Grande Police Department has policy and procedure in place managing chain of command, span of control, and resolution of conflicting orders. All chain of command issues involving the SRO shall be resolved through existing Police Department policy. The SRO as a sworn police officer shall retain decision-making authority related to law enforcement issues, including, but not limited to, the use of body worn camera. Decision- making authority related to school policy, procedures, and practices shall be retained by the school administration and staff. Inconsistencies and/or conflicts between Police Department policy and Lucia Mar Unified School District policy shall be resolved through mutual cooperation and alterations or amendments to this Memorandum of Understanding. J. Evaluation of the Program Evaluation of the SRO program shall be conducted informally at the end of the first school semester. A formal annual program review/evaluation shall be conducted within 30 days of the end of each school year. Evaluation of the SRO program shall be conducted as a cooperative effort between the Arroyo Grande Police Department and the Lucia Mar Unified School District. K. Commitment to School Resource Officer Retention Both the· Arroyo Grande Police Department and the Lucia Mar Unified School District are committed to the philosophy and interaction of a SRO within the school system. The SRO functions as a pro-active Community Policing and Problem-Solving resource for the Arroyo Grande Police Department as an integrated and intensively interactive police .resource with Lucia Mar Unified School District students, staff, and administration. Therefore, understanding 'that the SRO is mutually beneficial to the duties, responsibilities, and organizational goals of both parties to this agreement, a plan to retain this position will be considered on an annual basis by the Lucia Mar Unified School District, the School Board and the Arroyo Grande Police Department through cooperative funding arrangements proposed by the parties at that time. L. Funding Plan The Arroyo Grande Police Department and the Lucia Mar Unified School District will individually budget, through local municipal and district funding sources, for operational expenses necessary to comply with this agreement to fully fund the SRO position. The calendar year effected by this Memorandum of Understanding shall be immediately sequential to the school year end date to ensure that the SRO position will not be terminated within a school year. Page 277 of 699 65501.00012\41327612.1 ATTACHMENT 1 The Lucia Mar Unified School District shall be responsible for fifty percent (50%) of the cost of the salary and benefits associated with the actual officer assigned to the SRO position. Such cost shall include salary; retirement; Social Security; medical, dental and vision insurance; Workers' Compensation; uniform allowance; life insurance, employee assistance plan, bilingual, and educational incentive pay, if applicable; and all additional costs that are or may become applicable for the assigned SRO due to the existing Memorandum of Understanding between the City of Arroyo Grande and the Arroyo Grande Police Officers Association, changes that may be negotiated in the Memorandum of Understanding between the City of Arroyo Grande and the Arroyo Grande Police Officers Association or a change in the assigned SRO during the term of this Memorandum of Understanding between the Lucia Mar Unified School District and the Arroyo Grande Police Department. The Arroyo Grande Police Department shall be responsible for the remaining fifty percent (50%) of those same costs. The Lucia Mar Unified School District shall transmit one-half (1/2) of its share of the program costs in one payment to the City of Arroyo Grande invoiced in September of the annual term of the Memorandum of Understanding and the remaining one-half (1/2) of its share of the program costs in another payment to the City of Arroyo Grande invoiced in February of the annual term of the Memorandum of Understanding. Both payments shall be due in full no later than 30 days after invoice. The SRO may accrue overtime when present at certain school events, including, but not limited to, home football games, Winter Formal Dance, and Prom. If the presence of the SRO at a school-related special event outside normal school hours is reasonably appropriate, the SRO should make reasonable efforts to adjust his/her work schedule to eliminate any potential overtime expense associated with the special event. The Arroyo Grande Police Department cannot guarantee that a schedule modification will eliminate a need for the SRO to accrue overtime hours, and the Arroyo Grande Police Department will prioritize safety at school functions in all cases. M. Termination This Memorandum of Understanding may be terminated without cause either by the Arroyo Grande Police Department or the Lucia Mar Unified School District upon ninety (90) days written notice. Upon termination, any funds provided the Lucia Mar Unified School District shall be pro-rated and returned as appropriate to the Lucia Mar Unified School District. N. Indemnity 1. Arroyo Grande Police Department agrees to defend, indemnify and hold Lucia Mar Unified School District, its officers, employees, agents and volunteers harmless from and against any and all liability, loss, expense (including reasonable attorneys' fees) or claims for injury or damages arising out of the performance of this Memorandum of Understanding but only in proportion to and to the extent such liability, loss, expense, attorneys' fees, or claims for injury or damages are caused by or result from the negligent or intentional acts, omissions Page 278 of 699 65501.00012\41327612.1 ATTACHMENT 1 or misconduct of Arroyo Grande Police Department, its officers, employees, agents or volunteers. 2. Lucia Mar Unified School District agrees to defend, indemnify and hold Arroyo Grande Police Department, its officers, employees, agents and volunteers harmless from and against any and all liability, loss, expense (including reasonable attorneys' fees) or claims for injury or damages arising out of the performance of this Memorandum of Understanding but only in proportion to and to the extent such liability, loss, expense, attorney's fees, or claims for injury or damages are caused by or result from the negligent or intentional acts, omissions or misconduct of Lucia Mar Unified School District, its officers, employees, agents or volunteers. O. Term The term of this Memorandum of Understanding shall be for one year from the effective date, which shall be ___July 1, 2023____. P. Cost The total cost of this Agreement shall be $80,200, except that the Lucia Mar Unified School District shall incur additional costs for overtime work of the SRO at the rates set forth in the attached exhibit “A.” Q. Miscellaneous 1. Entire Agreement. This Memorandum of Understanding contains the entire agreement between the Arroyo Grande Police Department and the Lucia Mar Unified School District related to the SRO positions. Amendments to this Memorandum of Understanding may be made only in writing and signed by all parties to the Memorandum of Understanding. 2. Severability. If any provision of this Memorandum of Understanding is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way. 3. Waiver. Any waiver by the Arroyo Grande Police Department of any breach of any one or more of the terms of this Memorandum of Understanding shall not be construed to be a waiver of any subsequent or other breach of the same or of any other term thereof. Failure on the part of Arroyo Grande Police Department to require exact, full, and complete compliance with any term of this Memorandum of Understanding shall not be construed in any manner as changing the terms hereof or stopping the Arroyo Grande Police Department from enforcement hereof. 4. Authority. The Parties each warrant and represent to the other that they have the full legal authority to enter into this Memorandum of Understanding. Page 279 of 699 65501.00012\41327612.1 ATTACHMENT 1 Arroyo Grande Police Department Lucia Mar Unified School District Representative Representative Name: _____________________ Name: _____________________ Title: _______________________ Title: _______________________ Date: _______________________ Date: _______________________ Signature: ___________________ Signature: _____________________ LMUSD Board Approved:___________ Page 280 of 699 65501.00012\41327612.1 ATTACHMENT 1 EXHIBIT A Total cost of Arroyo Grande Police Department and Lucia Mar Unified School District SRO: $160,400 – this amount split 50/50 means that each party shall be responsible for $80,200. Overtime will be calculated as follows: Position Annual Rate Hourly Rate Overtime Rate School Resource Officer 160,400 77.12 115.67 Page 281 of 699 The Standards and Best Practices presented here are separated into two classifications: Mandatory (M) and Recommended (R) to identify the importance of each Standard and Best Practice. Mo Canady NASRO Executive Director : mo.canady@nasro.org : (205) 739-6060 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. ATTACHMENT 2 Page 282 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 2 Forward 1.0 PURPOSE OF THE STANDARDS 1.1 General This publication represents a standard for domestic and international agencies and departments. This Standards and Best Practices for the School Resource Officer Programs was developed and is maintained by the National Association of School Resource Officers, Inc., (NASRO) a section 501(c)(3) IRC membership association established pursuant to Chapter 617 of the laws of the State of Florida. 1.2 Applicability This document contains professional standards and recommended best practices for law enforcement agencies both within and outside of the United States, regardless of size or level of government (federal/national, state/provincial or local). NASRO has adopted this Standards and Best Practices for the School Resource Officer Programs and supports the need for the standards to be used as a guide for new and existing SRO units and for the best practices to be reviewed and adopted by all law enforcement, school safety agencies and school boards, as recommended. NASRO has adopted these standards and best practices as the bases for future law enforcement certification or accreditation and supports the need for the standards to be used as a guide for all SRO law enforcement administrations and operations. 1.3 Intent These standards and best practices are intended to provide a foundation of safe operating practices in the performance of the unit’s mission and were formulated based on what has been identified as the two highest priorities of school-based law enforcement programs: 1. Safety first in all aspects of the operation. 2. Provide excellence in SRO services in support of the agency’s mission. 1.4 Scope The scope of this document is intended to encompass all aspects of SRO law enforcement and has been divided in four (4) major sections: Administration, Selection, Training and Collaboration. The subsections are intended to encompass the primary aspects of SRO law enforcement unit administration and operations. Page 283 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 3 2.0 THE MAJOR BENEFITS OF ADOPTING THESE STANDARDS Agencies are strongly encouraged to adopt and implement the standards and best practices outlined in this publication. They have been designed as industry standards intended to foster a universal application of best practices throughout the SRO law enforcement community. Although adoption and implementation of these standards and best practices is strictly voluntary, agencies that choose to adhere to them set themselves apart from others, becoming exemplars of SRO safety and operational excellence. 2.1 Safe, Effective and Cost-Efficient SRO Law Enforcement Operations Compliance with these standards and best practices provides agencies with a foundation upon which a culture of safe operating practices may be formulated and establishes a mark of excellence to further develop and enhance the SRO unit’s professionalism, efficiency, and overall effectiveness. 2.2 Greater Accountability with the Agency These standards and best practices provide the respective agency chief, sheriff, or department head sound training principles, personnel qualification requirements, clearly defined lines of authority, and examples of accepted industry standards that support informed decision-making and resource allocation. 2.3 Controlled Liability Insurance Costs Compliance with these standards and best practices may allow for agencies to more easily purchase SRO law enforcement and liability insurance, increase the limit of their insurance coverage, and, in many cases, lower their insurance premiums and/or gain other financial incentives. 2.4 Stronger Support from Government Officials and the Community By complying with these standards and best practices, agencies establish credibility as professional operations, which provide safe, cost-effective, and essential SRO support to law enforcement operations in a variety of missions. Page 284 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 4 TABLE OF CONTENTS Section Page Section 1 Administration 5-8 01.01.00 Definition 5 01.01.02 Purpose 5 01.01.03 Knowledge and Support 5 01.01.04 Memorandum of Understanding 6-8 Section 2 Selection 9-10 02.01.00 Selection Process 9 02.01.02 Experience 9 02.01.03 Number of SROs Selected 9 02.01.04 School Climate 10 02.01.05 Willingness in Developing Youth 10 02.01.06 Communication Skills 10 02.01.07 Probationary Period 10 Section 3 Training 11-13 03.01.00 Training Standards 11 03.01.01 Importance 11 03.02.01 Basic SRO Course 12 03.02.02 The TRIAD Approach 12 03.02.03 School Administration Policies & Procedures 12 03.03.00 Advanced SRO Course 13 03.04.00 Single Officer Rapid Deployment 13 Section 4 Collaboration 14-15 04.01.01 Definition 14 04.01.02 Defining Role of School Admin. and the SRO 14 04.01.03 The Administration’s Role in SRO Selection 15 04.01.04 The Administration’s Role in SRO Evaluation 15 04.01.05 The Administration’s Role during the SRO Probationary Period 15 Limitation of Liability The National Association of School Resources Officers, Inc., makes no warranty, expressed or implied, for the benefit of any person or entity with regard to any aspect of the standards and best practices contained herein. These standards were adopted for the sole purpose of developing best practices by law enforcement agencies, SRO units or division, school safety organizations, and school boards throughout the U.S., and various foreign countries to obtain and maintain certification, there being no intended third-party beneficiaries hereof, expressed or implied. Nothing herein shall be construed so as to create any right, use, property interest, or entitlement on the part of any applicant agency or third party. These standards shall in no way be construed to be an individual act of any director, employee, agency, member, individual, or a legal entity associated with NASRO or otherwise be construed so as to create any liability in an individual or official capacity on the part of any NASRO, director, employee, agency, member, individual, or legal entity associated with NASRO. Page 285 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 5 SECTION ONE | ADMINISTRATION 01.01.00 Administrative Standards Compliance 01.01.01 Definition A school resource officer (SRO) is a full-time law enforcement officer with sworn law enforcement authority, trained in school -based policing and crisis response, assigned by the employing law enforcement agency to work with the school using community-oriented policing concepts. (M) 01.01.02 Purpose The purpose of a successful SRO program is to “bridge the gap” between law enforcement and youth. This purpose is best accomplished by using the TRIAD model: Law Enforcement (LEO), Teacher (Guest Speaker), and Informal Counselor (Mentor). Each element of the TRIAD will be further explained throughout this document. (R) 01.01.03 Knowledge and Support from Agency Administration For the SRO program to be successful, the law enforcement agency head and the superintendent of the school district must understand and fully support the SRO program, including an understanding of the standards and best practices put forth in this document. (M) Page 286 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 6 01.01.04 Memorandum of Understanding A Memorandum of Understanding (MOU) or a similar contractual document should be established between the operating law enforcement agency and the school district. This document will assist in developing program goals and evaluating the program to assess the success in meeting identified goals. Example MOU topics include but are not limited to:  Defining the roles and responsibilities of formal school discipline (M) o SROs should not be administering formal school discipline such as detentions, suspensions, or expulsions. These decisions are the sole responsibility of the school personnel.  SROs act in accordance with the recommended TRIAD roles (R) o As a law enforcement officer, the SRO shall abide by federal, state, and local laws. o As an informal counselor/mentor, the SRO may address school violations in an effort to positively impact student behavior and character and may refer students to school personnel as necessary. o As a teacher/classroom presenter, the SRO may address school-related education law to positively impact student behavior and character to mitigate more serious behaviors.  Defining roles and expectations pertaining to decision to arrest (M) o According to federal law, the responsibility and decision to arrest lies solely with the SRO, respective to state law, local ordinances, and the SRO’s departmental standard operating procedures or standing order. o The SRO’s continual collaboration with school personnel and his or her understanding of each student’s needs may impact the decision to arrest but the responsibility is that of the SRO alone.  Chain of Command (M) o The SRO shall abide by the law enforcement agency’s policies pertaining to the chain of command. Page 287 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 7  Uniform Use (M) o SROs must be clearly identified as law enforcement. The uniform apparel and law enforcement equipment shall be defined by the agency policy. If a “soft” uniform is agreed upon, the uniform should not detract from clearly identifying the SRO as law enforcement.  Weapons Storage (M) o Normal duty gear is to be defined by the SRO’s agency policies. o In the event additional weapons or gear is to be utilized, the storage of these items shall be defined by the law enforcement agency  Use of Less Lethal Tools (R) o The SRO should abide by agency policies pertaining to the use of less lethal devices. o If there is a desired deviation from the policies, the cost, storage, and use must be agreed upon.  Sharing of Information (M) o SROs and school personnel shall share information in accordance with their respective state laws. o Access and use of school camera footage, body- worn cameras, student database information, and any other information sharing practices should be defined by the MOU.  Documentation and Reporting Requirements (M) o The SRO shall be under the immediate supervision and direction of his or her law enforcement agency. o The agency policies shall identify the documentation and reporting procedures to be used. o Any documentation requested by the school personnel shall be addressed by the MOU or similar contractual document.  Expenses (M) o The salary (including overtime), benefits, and equipment costs should be established in the MOU and/or in an agreed upon contract between the law enforcement agency and the school district. Page 288 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 8  Office Space and Office Supplies (R) o A clearly defined location should be established for the SRO to conduct school and law enforcement business. o Due to the nature of law enforcement related to juveniles, a dedicated location with a closable door should be available. o Access to office supplies such as paper, a printer, computer, etc. should be addressed in the MOU.  Hours on Campus (M) o Clearly defined expectations of the hours the SRO shall spend on campus should be agreed upon by the operating law enforcement agency and the school district. o Due to the nature of law enforcement, there may be a need for the SRO to be out of the building(s) for a period of time. o This should be understood and agreed upon by all parties involved.  Day-to-Day Duties (M) o As formerly described, the SRO shall utilize the TRIAD model: Law Enforcement (LEO), Teacher (Guest Speaker) and Informal Counselor (Mentor). o Quality law enforcement practices should be assumed and agreed upon. o The SRO should not be assigned to specific locations or duties on a daily basis, but rather be available to assist teachers, administrators, and students when requested and as consistent with their roles as a law enforcement officer, informal counselor/mentor, and teacher/classroom presenter. o The expectations of the SRO’s daily duties must be agreed upon by the law enforcement agency and the school district.  Extracurricular Activities (R) o There is a demonstrated benefit to the SRO’s involvement in extracurricular activities. o Expectations of attendance and compensation should be agreed upon by the law enforcement agency and the school district. Page 289 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 9 SECTION TWO | SELECTION 02.01.00 The SRO Selection Process Compliance 02.01.01 The SRO Selection Process  There shall be a clearly defined process of selection for the SRO to be employed.  This selection process shall be agreed upon between the agency and the school administration.  The school administration shall be involved in the selection process, including but not limited to, the interviews of SRO candidates. (M) 02.01.02 Experience  It is recommended that the officer selected have at least three (3) years of law enforcement experience.  This level of experience will help the officer obtain credibility among the school faculty, students, and parents.  This level of experience will also allow the SRO to have a greater understanding of the local agency’s policies and procedures. (R) 02.01.03 Number of SROs Selected  It is recommended that each school have at least one (1) SRO on campus.  It is recommended that the determination of the number of SROs needed for each school be based on but not limited to: o School enrollment o Discipline history o Number of campus buildings o Campus acreage o Calls for service o Location in the community o Number of non-sworn safety personnel in the building (R) Page 290 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 10 02.01.04 School Climate  Several factors pertaining to school climate should be considered when considering the best SRO fit: o Student enrollment o School discipline history o Cultural and minority representation o Special Education programs o English as a Second Language programs (R) 02.01.05 Willingness in Developing Youth  Effective SROs have a willingness to engage with youth.  This can be demonstrated in the candidate’s previous participation in youth or community policing programs. (M) 02.01.06 Communication Skills  Must have excellent verbal and written communication skills. (M) 02.01.07 Probationary Period  The selected SRO should have a probationary period agreed upon by the operating law enforcement agency and the school district to allow all parties to best determine if the selected officer is a proper fit for the school community. (R) Page 291 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 11 SECTION THREE | TRAINING 03.01.00 Training Standards Compliance 03.01.01 Importance  The SRO must be specially trained in school-based policing, as the duties and responsibilities of an SRO are inherently different than that of other law enforcement specialties.  At a minimum, the SRO should attend annual training related to school safety topics. These topics may include, but are not limited to: o Crisis Planning o Active Threat Response o Adolescent Mental Health  Such trainings enhance and maintain the relevancy of the SRO’s skill set.  It is recommended that a school administrator also attend with his or her SRO to support ongoing collaboration.  Some opportunities for these training programs include SRO conferences such those offered by the National Association of School Resource Officers and its affiliated state associations. (M) 03.02.00 The Basic SRO Training Course Compliance 03.02.01 Basic SRO Course  The SRO should complete a foundational school- based policing course, such as the NASRO Basic SRO Course, prior to being assigned.  If it is not practical for the new SRO to complete a foundational school-based policing course prior to the assignment, the new SRO shall complete a foundational school-based policing course within one (1) year of beginning the assignment. (M) Page 292 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 12 03.02.02 The TRIAD Approach  SROs must be trained to utilize a TRIAD approach to school-based policing.  This concept includes understanding and applying the principles of each TRIAD component: Law Enforcement (LEO), Teacher (Guest Speaker) and Informal Counselor (Mentor).  The specifics of each component include but are not limited to: o To be an effective law enforcement officer (LEO) in a school environment, the SRO should have a working knowledge of:  Constitutional and state law  Armed response  Crime prevention and mitigation  Interview and interrogation  Investigations  Crime Prevention Through Environmental School Design  Patrol operations (high visibility)  Advocacy within the juvenile justice system  Mandatory reporting o To be an effective teacher/guest speaker, the SRO should be capable of delivering law- related education lessons on topics such as:  Crime prevention  Social media  School safety  Victimization  Laws pertaining to students  Safe traffic stops  Driver safety  Decision making  Other topics requested by staff/parents o To be an effective informal counselor/mentor, the SRO should be properly trained in:  Mentoring  Crime prevention  Empowering youth  Resiliency and overall wellness  Adolescent brain development  Social and emotional development  Recognizing and supporting diversity  Improving youth decision-making skills  Trauma-informed practices (M) Page 293 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 13 03.02.03 School Administration Policies & Procedures  Additional school-related training topics in support of an effective SRO program should be ongoing.  Examples of these include but are not limited to: o Structure of the school’s discipline policy. o Family Educational Rights and Privacy Act (FERPA) and other school-related law issues. o Working with special needs students and the special education department within the school. o A school-utilized behavioral intervention program. (R) 03.03.00 The Advanced SRO Training Course Compliance 03.03.01 Advanced SRO Course  It is recommended that the SRO successfully complete an advanced level school-based policing course approximately one (1) year after successful completion of the basic foundational course.  This course will build on and further expand the SRO’s foundational knowledge and skills. (R) 03.04.00 Single Officer Rapid Deployment Training Compliance 03.04.01 Single Officer Rapid Deployment Training  The SRO should successfully complete bi-annual training for single officer rapid deployment.  This training should provide appropriate methods for the SRO to be able to respond to active assailants or threats in the school. (R) Page 294 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 14 SECTION FOUR | COLLABORATION 04.01.00 Collaboration Between Law Enforcement and the School Community Compliance 04.01.01 Definition  A successful SRO program must have a strong collaboration between the law enforcement agency and the school community.  Although various elements of the job are defined by each party, it is important that these elements are clearly defined and communicated. (M) 04.01.02 Defining Roles of the School Administrator and the SRO  It is recommended that each party establish the role of the school administrator and the SRO in this partnership to ensure that all district policies, department policies, local laws, state laws, and federal laws are followed.  It is recommended that a school administrator who will be partnering with the SRO also complete Basic and other school-based policing courses with the SRO. o This strengthens the collaboration and the understanding of this partnership in support of an effective SRO program.  Effective partnerships can be supported through but are not limited to the following methods: o The MOU and its annual review for program improvements and updates. o Shared trainings to best understand school and law practices, policies and programs. o Regular meetings to review existing and potential school-related issues. o Teachers correctly following the school’s chain of command and the SRO correctly following agency’s chain of command. o Established sharing of information on policies and procedures. o Regular review of CPTED at the school. o Crisis management planning and practice. o Community education in school-related law concerns of parents. (R) Page 295 of 699 © 2018 BY THE NATIONAL ASSOCIATION OF SCHOOL RESOURCE OFFICERS, INC., (NASRO). ALL RIGHTS RESERVED. THIS DOCUMENT MAY NOT BE REPRODUCED OR DISTRIBUTED IN ANY FORM OR BY ANY MEANS WITHOUT THE EXPRESSED WRITTEN PERMISSION OF NASRO. 15 04.01.03 The Administration’s Role in SRO Selection  The selection process of the SRO must include both the law enforcement agency and the school administration.  Factors of selection should include, but are not limited to: o School enrollment o Discipline history o Number of campus buildings o Campus acreage o Calls for service o Location in the community o Number of non-sworn safety personnel in the building 04.01.04 The Administration’s Role in SRO Evaluation  The effectiveness of the individual SRO must be based on the established performance goals agreed upon by the law enforcement agency and the school district.  An evaluation tool specific to the position of the SRO must be developed and utilized. o This will include evaluating the relationship between the SRO and the school administration and the effectiveness of the SRO related to the training and expectations. o This tool should include language specific to the law enforcement agency’s expectations as well as the school district’s expectations. (M) 04.01.05 The Administration’s Role During the SRO Probationary Period  The school administration shall participate in the probationary review of the selected SRO as agreed upon by the agency and the school district to allow all parties to best determine if the selected officer is a proper fit for the school community. (M) Page 296 of 699 Item 9.i. MEMORANDUM TO: City Council FROM: Bill Robeson, Assistant City Manager/Public Works Director BY: Shane Taylor, Utilities Manager SUBJECT: May 2023 Monthly Water Supply and Demand Update DATE: June 27, 2023 SUMMARY OF ACTION: The update reports the City’s total water supply and demand for May 2023. 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 Update. BACKGROUND: On March 28, 2023, the City Council adopted a Resolution rescinding the declaration of a Stage 1 Water Shortage Emergency and related water shortage restrictions and penalties. The City of Arroyo Grande’s water entitlements are calculated on a water year that begins April 1st. The current water supply for water year 2023/2024 includes 2,290 Acre Feet from Lopez Reservoir, 1,323 Acre Feet of groundwater entitlement from the Santa Maria River Groundwater Basin, and 160 Acre Feet from the City’s wells that draw from the Pismo formation. The predicted water use for 2023/2024 water year is 2,200 Acre Feet. In May 2023, the City’s water use was 171.4 Acre Feet with a per capita use of 100 gallons per day/per person. The residential capita use was 77 gallons per day/per person. There was a total of 0.5 inches of rainfall in the City in May 2023. Page 297 of 699 Item 9.i. City Council May 2023 Monthly Water Supply and Demand Update June 27, 2023 Page 2 ANALYSIS OF ISSUES: The United States Drought Monitor, as of June 14, 2023, shows San Luis Obispo County not in a drought. Rainfall to date for the period of July 1, 2022, through June 14, 2023, is 30.63 inches at the Corporation Yard rain gauge. Lopez Lake as of June 14, 2022, is at 100.1% capacity, or 49,425 Acre Feet. The 2022/2023 water year ended on March 31, 2023. Lopez Lake began a continuous spill on March 23, 2023, and is still spilling as of June 14, 2023. As of May 31, 2023, 14,284 Acre Feet has spilled from Lopez Lake. Arroyo Grande lost 775 Acre Feet of stored water. An additional 655 Acre Feet of unused entitlement was also lost and all unused downstream release water that was previously declared surplus was also lost to the spill. All District stored water including stored State water was lost. During a spill, all deliveries are waived and not charged towards contract entitlement. The deep well index for the second quarter of 2023 was completed on April 11, 2023, and is 12.23 feet above sea level, which is 4.73 feet above the threshold value. The current deep well index is 1.65 feet higher than February 2023 and 4.25 feet higher than April 2022. ALTERNATIVES: The following alternatives are provided for Council’s consideration. 1. Receive and file the report, or 2. Provide other directions to staff. ADVANTAGES: The 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 City’s website in accordance with Government Code Section 54954.2. Page 298 of 699 Item 9.i. City Council May 2023 Monthly Water Supply and Demand Update June 27, 2023 Page 3 Attachments: 1. Lopez Monthly Operations Report for May 2023 2. Lopez Reservoir Storage Projection 3. Monthly Water Use Comparison 4. Monthly Monitoring Report for May 2023 Page 299 of 699 Page 300 of 699 Page 301 of 699 185.6171.4111100020406080100120140160180200May‐22 May‐23Monthly Water Use ComparisonAcre FeetUsage (gpcd)ATTACHMENT 3Page 302 of 699 Page 303 of 699 Item 10.a. MEMORANDUM TO: City Council FROM: Bill Robeson, Assistant City Manager/Director of Public Works BY: Shane Taylor, Utilities Manager SUBJECT: Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan DATE: June 27, 2023 SUMMARY OF ACTION: Adoption of the Urban Water Management Plan (UWMP) and the Water Shortage Contingency Plan (WSCP). IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: Urban water suppliers are required by the State of California to adopt and submit an UWMP and a WSCP to the Department of Water Resources (DWR) to be eligible to receive drought assistance or financial assistanc e from the DWR. The City of Arroyo Grande (City) secured the services of Water Systems Consulting, Inc., at a cost of $47,755, to prepare these State mandated plans. Approximately 40 hours of staff time was required to assist with the preparation of the UWMP and WSCP. No or minimal future staff time is projected. RECOMMENDATION: 1) Conduct a public hearing to receive input on the 2022 Urban Water Management Plan and Water Shortage Contingency Plan; 2) Adopt a Resolution approving the 2022 Urban Water Management Plan and authorizing the City Manager or their designee to file the updated UWMP to the Department of Water Resources; 3) Adopt a Resolution approving the 2022 Water Shortage Contingency Plan and authorizing the City Manager or their designee to file the updated WSCP to the Department of Water Resources; and 4) Make findings that adoption the Urban W ater Management Plan and W ater Shortage Contingency Plan is exempt from the California Environmental Quality Act (“CEQA”) in accordance with section 10652 of the California Water Code. Page 304 of 699 Item 10.a. City Council Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan June 27, 2023 Page 2 BACKGROUND: The California Water Code (CWC) requires urban water suppliers servicing 3,000 or more connections or supplying more than 3,000 acre-feet (AF) of water annually, to prepare and adopt an UWMP and a WSCP for submission to DWR. The UWMP and WSCP, which are required to be filed in five-year cycles, must satisfy the requirements of the Urban Water Management Planning Act (UWMP Act) of 1983 including amendments that have been made to the UWMP Act and other applicable regulations. The City last updated the UWMP, which included a WSCP, in 2017. The purpose of the UWMP is for water suppliers to evaluate their long-term resource planning and establish management measures to ensure adequate water supplies are available to meet existing and future demands. The UWMP provides a framework to help water suppliers maintain efficient use of urban water supplies, continue to promote conservation programs and policies, ensure that sufficient water supplies are available for future beneficial use, and provide a mechanism for response during drought conditions or other water supply shortages. CWC Section 10632 also includes updated requirements for suppliers to prepare and adopt a standalone WSCP. The WSCP documents a supplier’s plans to manage and mitigate a water shortage condition should one occur because of drought , State- mandated conservation, or other impacts on water supplies. In prior UWMP cycles, the WSCP was part of the UWMP. For this planning cycle, the WSCP is a standalone document that can be updated independently of the UWMP, but it must be referenced in and attached to the UWMP. An overview of the WSCP is described in the body of th e UWMP and the standalone WSCP is attached as Appendix D of the UWMP. ANALYSIS OF ISSUES: The City’s UWMP and WSCP contain information about existing and future water use, water supply, water reliability in drought conditions, conservation programs, and plans for water shortage management and mitigation. The water use section focuses on past, current, and projected water use through the year 2045. The water supply and reliability sections focus on ground water, surface water, recycled water, supplemental water, and supply projections to meet demand through the year 2045 including during conditions of a single-dry year and five consecutive dry years. The Demand Management Measures (DMM) section focuses on the City’s adherence to seven water conservation DMMs required by DWR and additional programs to address long-term water use efficiency and reliability. The WSCP assesses and describes plans to manage and mitigate short-term water shortage conditions as enabled by the City’s Municipal Code. The UWMP and WSCP include all information necessary to meet the requirements of the UWMP Act and were prepared as recommended by DWR’s UWMP Guidebook. While the UWMP and WSCP were supposed to be submitted to DWR by July 1, 2021, there is no penalty for submitting the plans after July 1, 2021; however, complete plans Page 305 of 699 Item 10.a. City Council Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan June 27, 2023 Page 3 are required when signing any water grant or loan agreement administered by DWR, and may also be required in order to be eligible for other State funding, depending on the conditions that are specified in the funding guidelines. Since execution of State funding agreements has not been imminent after July 1, 2021, the UWMP and WSCP have not been submitted to DWR in favor of delaying submittal to capture evolving critical information and interrelated water resources management initiatives that have been resolved after the recommended submittal deadline as described below. Critical New Information incorporated in UWMP and WSCP include the following: 1. Drought conditions and historically low Lopez Reservoir levels and entitlement reductions as recently as December 2022 were followed by the reservoir spilling for the first time in 25 years; 2. Updated entitlement storage provisions included as part of the County of San Luis Obispo Flood Control and Water Conservation District (District) Lopez Water Project Contract Changes completed in 2022; 3. Ongoing updates for the 2002 Management Agreement for the Santa Maria River Valley Groundwater Basin, including provisions for “developed water” available from Central Coast Blue; 4. Central Coast Blue development and supply availability estimates; 5. Ongoing dynamic groundwater levels and production in response to available supply; 6. Supplemental supply options development and consideration with the County and neighboring agencies coordinated in 2021 and 2022 and summarized in the 2021 Water Supply Alternatives Study Update (https://www.arroyogrande.org/documentcenter/view/10452) presented to the City Council on November 23, 2021; and 7. Ongoing impacts of State water use efficiency regulations currently under development and significant conservation by the City’s customers. In addition to including critical new water resources information, the UWMP and WSCP address 10 key new requirements enacted since previous plans were adopted in 2017, including the following: New UWMP Requirements Addressed: 1. Land use is incorporated in demand projections by aligning population projections with the City’s General Plan and updated Housing Element; 2. Water savings estimates from relevant codes and standards are included in demand projections; 3. Water loss audit reports completed by the City and approved by the State are described and included in demands; 4. The long-term forecast for each water supply source considered climate change; Page 306 of 699 Item 10.a. City Council Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan June 27, 2023 Page 4 5. Supply reliability projections through 2045 assess conditions during cycles of f ive consecutive dry years and include a detailed 5-Year Drought Risk Assessment (DRA).; 6. Lay person’s descriptions are included at the beginning of each section; 7. An estimate of energy use for water production is included; and 8. Sustainable Groundwater Management Act (SGMA) impacts and alternative compliance are described in relation to groundwater adjudication and management. New WSCP Requirements addressed include: 9. A standalone WSCP with new prescribed elements is provided as Appendix D of the UWMP, including the following updates to the previous WSCP: a. Alignment with State’s prescribed shortage levels/stages; b. Adaptive management strategy now considers holistic view of all supplies available to meet levels of service for each shortage level in alignment with other local agencies while still providing flexibility for the City’s specific conditions; i. Lopez and updated groundwater level triggers are factored in based on hydrogeologist recommendations, but they are no longer the main shortage level determination criteria and are combined with assessing the availability of other stored and supplemental supplies. Figure 1 shows the City’s water shortage levels aligned with the State’s levels (per item “9.a” above) and proposed shortage level criteria (see item “9.b” above). Existing Municipal Code criteria in Figure 1 are shown in regular text and proposed updates are shown in underlined text. 10. Seismic risk assessment and mitigation plans required by America’s Water Infrastructure Act (AWIA) are described in the WSCP identifying plans for long- term resilience of the City’s infrastructure. It is important to note that if the WSCP is adopted, it provides guidelines for how the City intends to assess and manage shortages using proposed criteria described in item “9.b” above and in Figure 1 below. In order to implement any changes, the City’s Municipal Code would need to need to be updated based on the WSCP or as otherwise deemed appropriate. Page 307 of 699 Item 10.a. City Council Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan June 27, 2023 Page 5 Figure 1. WSCP Shortage Levels and Proposed Triggering Criteria ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Adopt a Resolution approving the Urban Water Management and the Water Shortage Contingency Plan; 2. Modify as appropriate and adopt the Resolution, approving the UWMP and WSCP; 3. Provide direction to staff to modify the UWMP and/or WSCP and return with the revised plans and resolutions for proposed adoption at a future meeting; 4. Do not approve staff’s recommendation; or 5. Provide other direction to staff. ADVANTAGES: The UWMP is a valuable planning tool used for multiple purposes including:  Meets a statutory requirement of the California Water Code and eligibility for State funding and assistance  Serves as a valuable resource to the community and other interested parties regarding water supply and demand, conservation , water reliability and shortage planning and mitigation, and other water related information  Provides a key source of information for Water Supply Assessments (WSAs) and Written Verifications of Water Supply related as required by CEQA Page 308 of 699 Item 10.a. City Council Consideration of Adoption of Resolutions Approving the 2022 Urban Water Management Plan and the 2022 Water Shortage Contingency Plan June 27, 2023 Page 6  Supports regional long-range planning documents including City and County General Plans  Provides a standardized methodology for water utilities to assess their water resource needs and availability, especially for shared local water resources  Serves as a critical component of developing Integrated Regional Water Management Plans (IRWMPs)  Provides a resource for regional involvement in the California Water Plan. DISADVANTAGES: No disadvantages have been identified. ENVIRONMENTAL REVIEW: The project is statutorily exempt from CEQA pursuant to California Water Code Section 10652 because CEQA does not apply to the preparation and adoption of an UWMP or WSCP or to the implementation of actions taken pursuant to Section 10632. 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. The City sent letters of notification of preparation of the 2022 UWMP and WSCP to the County of San Luis Obispo 60 days prior to the public hearing as required by CWC Section 10621(b). Letters were also sent to nearby agencies. Per Government Code 6066, the City notified the public about the UWMP and WSCP public hearing and availability of plans for public review once a week for two successive weeks in advance of the public hearing meeting through publishing notices in the Tribune on June 16, 2023 and June 23, 2023. A public hearing notification and availability of plans for review was also sent to the County on June 2, 2023. The City also made the UWMP and WSCP available for public review on June 2, 2023 and maintained a copy of the documents in their office and on the City website prior to the public hearing for review: (http://www.arroyogrande.org/DocumentCenter/View/11579/Draft-2022-Urban-Water- Management-Plan?bidId=). Attachments: 1. Proposed Resolution 2. 2022 Urban Water Management Plan 3. Water Shortage Contingency Plan Page 309 of 699 ATTACHMENT 1 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE APPROVING THE 2022 URBAN WATER MANAGEMENT PLAN AND THE WATER SHORTAGE CONTINGENCY PLAN AND AUTHORIZING THEIR SUBMITTAL TO THE DEPARTMENT OF WATER RESOURCES WHEREAS, The California Urban Water Management Planning Act, (Wat. Code §10610, et seq. (UWMPA)), mandates that every urban supplier of water providing water for municipal purposes to more than 3,000 customers or supplying more than 3,000-acre feet of water annually, prepare and adopt, in accordance with prescribed requirements, an Urban Water Management Plan (UWMP) and a Water Shortage Contingency Plan (WSCP); and WHEREAS, the UWMPA specifies the requirements and procedures for adopting such WSCPs; and WHEREAS, pursuant to recent amendments to the UWMPA, urban water suppliers are required to adopt and electronically submit their UWMPs and WSCPs to the California Department of Water Resources; and WHEREAS, the City meets the definition of an urban water supplier for purposes of the UWMPA and is required to prepare and adopt an UWMP and a WSCP; and WHEREAS, the City has prepared an UWMP and a WSCP in accordance with the UWMPA, and in accordance with applicable legal requirements, has undertaken certain coordination, notice, public involvement, public comment, and other procedures in relation to its UWMP and WSCP; and WHEREAS, §10652 of the California Water Code provides that the California Environmental Quality Act (Division 13 (commencing with §21000) of the Public Resources Code) (CEQA) does not apply to the preparation and adoption of a UWMP pr WSCP pursuant to California Water Code §10632. WHEREAS, staff recommends approving the UWMP and WSCP and authorizing their submittal to the Department of Water Resources; and NOW THEREFORE BE IT RESOLVED, the City Council of the City of Arroyo Grande hereby approves and adopts the 2022 Urban Water Management Plan and Water Shortage Contingency Plan as amended by changes incorporated by the City Council as a result of input received (if any) at the public hearing and authorizes submittal of the UWMP and WSCP to the Department of Water Resources. Page 310 of 699 RESOLUTION NO. PAGE 2 On motion of Council Member___________, seconded by Council Member ________, and by the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 27th day of June, 2023. Page 311 of 699 RESOLUTION NO. PAGE 3 CAREN RAY RUSSOM, MAYOR ATTEST: JESSICA MATSON, CITY CLERK APPROVED AS TO CONTENT: WHITNEY McDONALD, CITY MANAGER APPROVED AS TO FORM: ISAAC ROSEN, CITY ATTORNEY Page 312 of 699 Draft 2022 Urban Water Management Plan MAY 2023 CITY OF ARROYO GRANDE ATTACHMENT 2 Page 313 of 699 This page is intentionally blank for double-sided printing. Page 314 of 699 CITY OF ARROYO GRANDE Draft 2022 Urban Water Management Plan MAY 2023 Prepared by Water Systems Consulting, Inc Page 315 of 699 This page is intentionally blank for double-sided printing. Page 316 of 699 Table of Contents City of Arroyo Grande i Draft 202 2 Urban Water Management Plan TABLE OF CONTENTS 1.0 Introduction .................................................................................................... 1-1 1.1 Urban Water Management Plan Purpose ...................................................................... 1-2 1.2 UWMP Organization ...................................................................................................... 1-3 1.3 UWMP in Relation to Other Efforts ................................................................................ 1-5 1.4 UWMPs and Grant or Loan Eligibility ............................................................................. 1-5 2.0 Plan Preparation ............................................................................................ 2-1 2.1 Basis for Preparing a Plan ............................................................................................. 2-2 2.2 Coordination and Outreach ............................................................................................ 2-3 3.0 System Description ........................................................................................ 3-1 3.1 General Description ....................................................................................................... 3-2 3.2 Service Area Climate ..................................................................................................... 3-5 3.3 Service Area Population and Demographics .................................................................. 3-6 3.4 Land Uses within Service Area ...................................................................................... 3-7 4.0 Water Use Characterization ........................................................................... 4-1 4.1 Past, Current, and Projected Water Use by Sector ........................................................ 4-2 4.1.1 Past and Current Water Use ................................................................................... 4-2 4.1.2 Distribution System Losses ..................................................................................... 4-4 4.1.3 Projected Water Use ............................................................................................... 4-4 4.1.4 Characteristic Five-Year Water Use ........................................................................ 4-6 4.3 Water Use for Lower Income Households ...................................................................... 4-7 4.4 Climate Change Considerations .................................................................................... 4-7 5.0 SBX7-7 Baseline, Targets and 2020 Compliance ........................................... 5-1 5.1 SBX7-7 Forms and Tables ............................................................................................. 5-2 6.0 Water Supply Characterization ....................................................................... 6-1 6.1 Water Supply Analysis Overview ................................................................................... 6-2 6.2 Groundwater .................................................................................................................. 6-2 6.2.1 Pismo Formation Basin Description ........................................................................ 6-4 6.2.2 Santa Maria Groundwater Basin Description ........................................................... 6-4 6.3 Surface Water ................................................................................................................ 6-9 6.3.1 Zone 3 Extended Drought Emergency Supply Options Evaluation ........................ 6-12 6.4 Stormwater .................................................................................................................. 6-14 6.5 Wastewater and Recycled Water ................................................................................. 6-16 6.5.1 Wastewater Collection, Treatment, and Disposal .................................................. 6-16 6.5.2 Potential, Current, and Projected Recycled Water Uses ....................................... 6-18 6.6 Desalinated Water Opportunities ................................................................................. 6-22 6.7 Water Exchanges and Transfers.................................................................................. 6-22 6.7.1 Exchanges ............................................................................................................ 6-22 Page 317 of 699 Table of Contents City of Arroyo Grande ii Draft 202 2 Urban Water Management Plan 6.7.2 Transfers ............................................................................................................... 6-22 6.7.3 Emergency Interties .............................................................................................. 6-22 6.7.4 Future Water Projects ........................................................................................... 6-22 6.7.5 Climate Change Effects ........................................................................................ 6-23 6.8 Energy Intensity ........................................................................................................... 6-24 7.0 Water Service Reliability and Drought Risk Assessment ................................ 7-1 7.1 Water Service Reliability Assessment ............................................................................ 7-2 7.1.1 Constraints on Water Sources ................................................................................ 7-2 7.1.2 Year Type Characterization..................................................................................... 7-6 7.1.3 Water Service Reliability ....................................................................................... 7-12 7.1.4 Descriptions of Management Tools and Options ................................................... 7-14 7.2 Drought Risk Assessment............................................................................................ 7-14 7.2.1 Data, Methods, and Basis for Water Shortage Condition ...................................... 7-15 7.2.2 DRA Individual Water Source Reliability................................................................ 7-15 7.2.3 Total Water Supply and Use Comparison ............................................................. 7-15 8.0 Water Shortage Contingency Plan ................................................................. 8-1 9.0 Demand Management Measures ................................................................... 9-1 9.1 Water Waste Prevention Ordinances ............................................................................. 9-2 9.2 Metering ........................................................................................................................ 9-3 9.3 Conservation Pricing ...................................................................................................... 9-3 9.4 Public Education and Outreach ..................................................................................... 9-5 9.5 Programs to Assess and Manage Distribution System Real Losses .............................. 9-5 9.6 Water Conservation Program Coordination and Staffing Support .................................. 9-6 9.7 Reporting Implementation .............................................................................................. 9-6 9.7.1 Implementation over the Past Five Years ................................................................ 9-6 9.7.2 Water Use Objectives (Future Requirements) ......................................................... 9-7 References REF-1 Appendix A DWR Checklist .................................................................................................. A Appendix B Notification & Outreach Materials ...................................................................... B Appendix C Resolution of Plan Adoption .............................................................................. C Appendix D Water Shortage Contingency Plan .................................................................... D Appendix E Selected Figures from the NCMA 2021 Annual Monitoring Report .................... E Appendix F SMGB Management Agreement & Judgment .................................................... F Appendix G SBX7-7 Verification and Compliance Forms ...................................................... G Appendix H AWWA Water Audits ......................................................................................... H Appendix I 2021 Water Supply Alternatives Update ............................................................ H Page 318 of 699 List of Figures City of Arroyo Grande iii Draft 202 2 Urban Water Management Plan LIST OF FIGURES Figure 3-1. Vicinity Map .......................................................................................................... 3-3 Figure 3-2. City Service Area .................................................................................................. 3-4 Figure 3-3. Annual Precipitation Data for Water Years 2007-2022 .......................................... 3-5 Figure 3-4. City General Plan Land Use .................................................................................. 3-9 Figure 3-5. City Zoning Map .................................................................................................. 3-10 Figure 4-1. 2016-2020 Water Uses (AFY) ............................................................................... 4-3 Figure 6-1. Santa Maria Groundwater Basin Map (GSI Water Solutions April 13, 2022) ......... 6-5 Figure 6-2. Hydrograph of Deep Well Index Elevation (GSI Water Solutions April 13, 2022) .. 6-7 Figure 6-3. Historic Lake Lopez Storage Volume versus LRRP Municipal Diversion Reductions ............................................................................................................................................. 6-11 Figure 6-4. Stormwater Basins and Retention Systems ........................................................ 6-15 Figure 6-5. SSLOCSD and Pismo Beach WWTFs and Outfall .............................................. 6-19 Figure 7-1. Groundwater, Purchased Water and Precipitation 2007-2022 ............................... 7-8 Page 319 of 699 List of Tables City of Arroyo Grande iv Draft 202 2 Urban Water Management Plan LIST OF TABLES Table 2-1. Public Water Systems ............................................................................................ 2-2 Table 2-2. Plan Identification ................................................................................................... 2-2 Table 2-3. Agency Identification .............................................................................................. 2-3 Table 2-4. Agency Coordination. ............................................................................................. 2-4 Table 2-5. Steps to Adopt, Submit and Implement the UWMP and WSCP .............................. 2-7 Table 3-1. Average Monthly Climate Data ............................................................................... 3-6 Table 3-2. Current and Projected Population .......................................................................... 3-7 Table 4-1. Actual Demands for Water ..................................................................................... 4-3 Table 4-2. 12 Month Water Loss Audit Reporting .................................................................... 4-4 Table 4-3. Projected Demands for Water ................................................................................ 4-6 Table 4-4. Total Gross Water Use ........................................................................................... 4-6 Table 4-5. Inclusion in Water Use Projections ......................................................................... 4-7 Table 5-1. Baselines and Targets Summary ........................................................................... 5-2 Table 5-2. 2020 Compliance ................................................................................................... 5-3 Table 6-1. SMGB Division of Safe Yield .................................................................................. 6-3 Table 6-2. Groundwater Volume Pumped ............................................................................... 6-9 Table 6-3. Lopez Treatment and Distribution System Contract Entitlements ......................... 6-10 Table 6-4. Initial Prescribed Municipal Diversion Reduction Strategy Under the LRRP ......... 6-12 Table 6-5. Initial Prescribed Downstream Release Reduction Strategy Under the LRRP ...... 6-12 Table 6-6. Wastewater Collected within Service Area in 2020 ............................................... 6-17 Table 6-7. Wastewater Treatment and Discharge within Service Area in 2020 ..................... 6-17 Table 6-8. 2015 UWMP Recycled Water Use Projection Compared to 2020 Actual .............. 6-17 Table 6-9. Methods to Expand Future Recycled Water Use .................................................. 6-20 Table 6-10. Recycled Water within Service Area ................................................................... 6-21 Table 6-11. Recommended Energy Reporting – Total Utility Approach ................................. 6-24 Table 7-1. Factors Affecting Water Supply Reliability ............................................................. 7-2 Table 7-2. Groundwater and Purchased Water 2011-2022 ..................................................... 7-9 Table 7-3. Basis for Water Year Data (Reliability Assessment): Groundwater ....................... 7-10 Table 7-4. Basis for Water Year Data (Reliability Assessment): Lopez ................................. 7-11 Table 7-5. Normal Year Supply and Demand Comparison .................................................... 7-12 Table 7-6. Single Dry Year Supply and Demand Comparison ............................................... 7-13 Table 7-7. Multiple Dry Years Supply and Demand Comparison ........................................... 7-13 Table 7-8. Five-Year Drought Risk Assessment .................................................................... 7-16 Table 9-1. Demand Management Measures ........................................................................... 9-2 Table 9-2. Single-Family & Multifamily Rate Structure ............................................................. 9-4 Table 9-3. Non-residential Water Rates .................................................................................. 9-4 Table 9-4. Monthly Base Fees for Meter Size ......................................................................... 9-4 Page 320 of 699 List of Tables City of Arroyo Grande v Draft 202 2 Urban Water Management Plan Table 9-5: Plumbing Retrofit Program Effectiveness 2016-2020 ............................................. 9-6 Page 321 of 699 Acroynms & Abbreviations City of Arroyo Grande vi Draft 202 2 Urban Water Management Plan ACROYNMS & ABBREVIATIONS 2020 UWMP GUIDEBOOK Urban Water Management Plan Guidebook ADU Accessory Dwelling Unit AF Acre Foot AFY Acre Feet per Year AWWA America n Water Works Association C IMIS California Irrigation Management Irrigation System CITY City of Arroyo Grande CWC California Water Code DISTRICT San Luis Obispo County Flood Control and Water Conservation District DMM Demand Management Measure DRA Dro ugh t Risk Assessment DWR California Department of Water Resources ETO Evapotranspiration GPCD Gallons per Capita per Day HCF Hundred Cubic Feet HCP Habitat Conservation Plan IPR Indirect Potable Reuse IRWMP Integrated Regional Water Management Plan I TL Index Trigger Level ITP Independent Technical Panel KWH Kilowatt -Hour LEGISLATURE State of California Legislature LRRP Low Reservoir Response Plan LUE Land Use Element MG Million Gallons Page 322 of 699 Acroynms & Abbreviations City of Arroyo Grande vii Draft 202 2 Urban Water Management Plan MGD Million Gallons per Day MSL Mean Sea Level NCMA N o rth ern Cities Management Area OCSD Oceano Community Services District PRV Pressure Reducing Valve RHNA Regional Housing Needs Assessment RWFPS Recycled Water Facilities Planning Study RWMG Regional Water Management Group SBX7 -7 Senate Bill 7 of Spec i al Extended Session 7 SLOCOG San Luis Obispo Council of Governments SMGB Santa Maria R i v e r Valley Groundwater Basin SSLOCSD South San Luis Obispo County Sanitation District STATE BOARD State Water Resources Control Board SWP State Water Project UWMP Urb an Water Management Plan UWMP ACT Urban Water Management Planning Act WSCP Water Shortage Contingency Plan WTP Water Treatment Plant WUE Water Use Efficiency WWTP Wastewater Treatment Plant Page 323 of 699 This page is intentionally blank for double-sided printing. Page 324 of 699 Section 1.0 Introduction City of Ar royo Gra nde 1 -1 D raft 202 2 Urban Water Management Plan 2022 URBAN WATER MANAGEMENT PLAN 1.0 Introduction T his chapter provides a brief overview of the City of Arroyo Grande (City ) and the purpose of this 2022 Urban Water Management Plan (UWMP). It also describes how the UWMP is organized and how it relates to other l ocal and regional planning efforts that the City is involved in. IN THIS SECTION • California Water Code • UWMP Organization • UWMP and Related Efforts Page 325 of 699 Section 1.0 Intr oduction City of Ar royo Gra nde 1 -2 D raft 202 2 Urban Water Management Plan This document presents the 2022 UWMP for the City service area. The City is a general law entity, currently incorporates 5.87 square miles of land with primarily residential and agricultural land uses. In 1983, the State of California Legislature (Legislature) enacted the Urban Water Management Planning Act (UWMP Act). The law required an urban water supplier, providing water for municipal purposes to more than 3,000 customers or serving more than 3,000 acre-feet-per-year (AFY), to adopt an UWMP every five years demonstrating water supply reliability under normal as well as drought conditions. The UWMP Act applies to wholesale and retail suppliers. The City exceeds more than 3,000 water service connections in 2020 and is therefore required by the state to complete an UWMP. 1.1 Urban Water Management Plan Purpose In 1983, the State of California Legislature (Legislature) enacted the Urban Water Management Planning Act (UWMP Act). The law required an urban water supplier, providing water for municipal purposes to more than 3,000 customers or serving more than 3,000 AFY, to adopt an UWMP every five years demonstrating water supply reliability under normal as well as drought conditions. The UWMP Act applies to wholesale and retail suppliers. Since the original UWMP Act was passed, it has undergone significant expansion, particularly since the City’s previous UWMP was prepared in 2016. Prolonged droughts, groundwater overdraft, regulatory revisions, and changing climatic conditions affect the reliability of each water supplier as well as the statewide water reliability overseen by California Department of Water Resources (DWR), the State Water Resources Control Board (State Board), and the Legislature. Accordingly, the UWMP Act has grown to address changing conditions and the current requirements are found in Sections 10610-10656 and 10608 of the California Water Code (CWC). DWR provides guidance for urban water suppliers by preparing an 2020 Urban Water Management Plan Guidebook (Guidebook) (California Department of Water Resources 2021) , conducting workshops, developing tools, and providing program staff to help water suppliers prepare comprehensive and useful water management plans, implement water conservation programs, and understand the requirements in the CWC. Suppliers prepare their own UWMPs in accordance with the requirements and submit them to DWR. DWR then reviews the plans to make sure they have addressed the requirements identified in the CWC and submits a report to the Legislature summarizing the status of the plans for each five-year cycle. The purpose of this UWMP is for the City to evaluate long-term resource planning and establish management measures to ensure adequate water supplies are available to meet existing and future demands. The UWMP provides a framework to help water suppliers maintain efficient use of urban water supplies, continue to promote conservation programs and policies, ensure that sufficient water supplies are available for future beneficial use, and provide a mechanism for response during drought conditions or other water supply shortages. Page 326 of 699 Section 1.0 Introduction City of Ar royo Gra nde 1 -3 D raft 202 2 Urban Water Management Plan The UWMP is a valuable planning tool used for multiple purposes including: • Provides a standardized methodology for water utilities to assess their water resource needs and availability. • Serves as a resource to the community and other interested parties regarding water supply and demand, conservation and other water related information. • Provides a key source of information for cities and counties when considering approval of proposed new developments and preparing regional long-range planning documents such as city and county General Plans. • Informs other regional water planning efforts. CWC Section 10632 also includes updated requirements for suppliers to prepare a Water Shortage Contingency Plan (WSCP). The WSCP documents a supplier’s plans to manage and mitigate an actual water shortage condition, should one occur because of drought or other impacts on water supplies. Prior to the 2020 UWMP cycle, the WSCP was part of the UWMP. For the 2022 UWMP, the WSCP is a standalone document that can be updated independently of the UWMP, but it must be referenced in and attached to the UWMP. An overview of the WSCP is described in the body of this UWMP and the standalone WSCP is attached as Appendix D . 1.2 UWMP Organization This UWMP was prepared in compliance with the CWC and generally followed DWR’s recommended organizational outline. New requirements to include lay descriptions are accounted for in this section and at the beginning of each chapter. Below is a summary of the information included in the UWMP: Chapter 1 – Introduction. This chapter provides background information on the UWMP process, new regulatory requirements, and an overview of the information covered throughout the remaining chapters. The UWMP was prepared to comply with CWC and DWR requirements. The City will maintain eligibility for DWR and other grants with submission of the UWMP, subject to final review and approval by DWR. Chapter 2 – UWMP Preparation & Adoption. This chapter provides information on the processes used for developing the UWMP, including efforts in coordination and outreach for holding a public hearing, adopting, submitting, and implementing the adopted UWMP. The UWMP was prepared to efficiently coordinate water supply planning and management efforts in the region. The UWMP was also prepared in a transparent manner and various stakeholders were engaged to seek and distribute relevant information. All public noticing was conducted as outlined by DWR’s 2020 UWMP Guidebook. Page 327 of 699 Section 1.0 Introduction City of Ar royo Gra nde 1 -4 D raft 202 2 Urban Water Management Plan Chapter 3 – System Description. This chapter describes the City’s water systems, service areas, population demographics, climate, and land uses. The City service area generally corresponds to the City boundary and is approximately six square miles. The water system primarily includes a mix of residential and agricultural customers. Chapter 4 – Water Use Characterization. This chapter describes and quantifies the current and projected water uses through 2045 within the water service area of the City by customer category. In 2020, residential customers accounted for 80% of the accounts in the service area. Chapter 5 – SBX7-7 Baseline and Targets. This chapter describes the Water Conservation Act of 2009, also known as Senate Bill 7 of Special Extended Session 7 (SBX7-7) and related Baseline, Targets, and 2020 Compliance. The calculated gallons per capita per day (GPCD) for 2020 is 117 GPCD, which meets the City’s 2020 SBX7-7 target of 153 GPCD. Chapter 6 – Water Supply Characterization. This chapter describes and quantifies the current and projected potable and non-potable water supplies for the City. Water sources are characterized with information needed to manage water resources, assess supply reliability, perform the Drought Risk Assessment (DRA), and prepare and implement the WSCP. The City anticipates meeting customer demands through 2045. Chapter 7 – Water Service Reliability and Drought Risk Assessment. This chapter describes the City’s water supply reliability during normal, single dry, and multiple dry water years through 2045. A DRA for the next five years is also included. The water service reliability assessment and DRA results indicate that the City anticipates being able to supply demands within the next 25-years under normal, single dry water years, and multiple dry water years. Chapter 8 – Water Shortage Contingency Plan. This chapter includes a summary of the standalone WSCP which is a detailed plan for how the City will identify and respond to foreseeable and unforeseeable water shortages. A water shortage occurs when the water supply is reduced to a level that cannot support demand at any given time or when reduction in demand is required for various reasons. The City’s WSCP is included as Appendix D and is a standalone document that can be amended separately as needed. Chapter 9 – Demand Management Measures. This chapter describes the City’s efforts to promote conservation and reduce water demand, including discussions of specific demand management measures (DMMs). The City is committed to implementing cost effective programs that will increase water efficiency throughout the service area. Page 328 of 699 Section 1.0 Introduction City of Ar royo Gra nde 1 -5 D raft 202 2 Urban Water Management Plan Chapter 10 – Adoption, Submittal, and Implementation. This chapter discusses the steps taken by the City to hold a public hearing, adopt, and submit the 2022 UWMP and WSCP. In addition, this chapter discusses implementation of the adopted UWMP and required actions to amend the UWMP as necessary. All public noticing, UWMP adoption, and UWMP submittal requirements were conducted as outlined by DWR’s 2020 UWMP Guidebook. 1.3 UWMP in Relation to Other Efforts The City coordinated with multiple neighboring and stakeholder agencies to prepare this UWMP as shown in Table 2-4. The coordination efforts were conducted to 1) inform the agencies of the City’s activities; 2) gather high quality data for use in developing this UWMP; and 3) coordinate planning activities with other related regional plans and initiatives. The City is a member of the San Luis Obispo County Integrated Regional Water Management Plan (IRWMP) Regional Water Management Group (RWMG). The UWMP serves as a critical component for developing the IRWMP and maintains consistency with the goals and policies of the IRWMP. The IRWMP provides an opportunity for the City to apply for state funding for planning or implementation of projects and enhances integration with regional, countywide, and statewide water resources planning strategies and policies. Through its involvement in the Northern Cities Management Area (NCMA), the City has reviewed and provided input on the County’s Master Water Report (Carollo Engineers May 2012), including demand and supply projections developed prior to this UWMP. The City is aligned with the current General Plan, which includes goals and policies for the City’s water resources. The General Plan is expected to be updated within the next two years. The UWMP will provide information and background for this planning process. If the updated General Plan contains significant changes to land use or a new potential buildout population, a UWMP amendment should be considered, or updates should be accounted for in the 2025 UWMP. The City updated the Housing Element of its General Plan in 2021. This UWMP is consistent with the information provided in the Housing Element. More information is provided in Sections 3.3 and 3.4. The City’s Wastewater System and Water System Master Plans were updated in 2012. This UWMP is prepared in concurrence with the master planning efforts and reflects consistent demand and supply data and methodologies. 1.4 UWMPs and Grant or Loan Eligibility In order for a water supplier to be eligible for a grant or loan administered by DWR, the supplier must have a current UWMP on file that meets the requirements set forth by the CWC. A current UWMP must also be maintained by the supplier throughout the term of any grants or loans Page 329 of 699 Section 1.0 Introduction City of Ar royo Gra nde 1 -6 D raft 202 2 Urban Water Management Plan received. The City has prepared the 2022 UWMP under guidance from DWR’s 2020 UWMP Guidebook. Page 330 of 699 Section 2.0 Plan Preparation City of Ar royo Gra nde 2 -1 D raft 202 2 Urban Water Management Plan 2022 URBAN WATER MANAGEMENT PLAN 2.0 Plan Preparation This chapter of the UWMP provides information on the processes used for developing the UWMP, including efforts in coordination and outreach. This UWMP was prepared following guidance from DWR’s 2020 UWMP G uid ebook, DWR UWMP Public Workshops and Webinars, Methodologies for Calculating Baseline and Compliance Urban Per Capita Water Use (SB7 Guidebook) and the 2020 DWR Review Sheet Checklist (Appendix A ). IN THIS SE CTI ON • UWMP Preparation • Basis for Preparing an UWMP • Coordination and Outreach Page 331 of 699 Section 2.0 Plan Preparation City of Ar royo Gra nde 2 -2 D raft 202 2 Urban Water Management Plan The 2022 UWMP was prepared in a transparent manner and the City actively engaged stakeholders and the public to both seek and distribute water use, supply, and reliability information to strengthen the region’s ability to assess and plan for the region’s water future. Details regarding the City’s UWMP preparation and the coordination and outreach efforts conducted are provided in this chapter. 2.1 Basis for Preparing a Plan The City prepared this 2022 UWMP in accordance with CWC Section 10617. Suppliers are required to update UWMPs at least once every five years on or before July 1, in years ending in six and one, incorporating updated and new information from the five years preceding each update. There isn’t a penalty for submitting this 2022 UWMP after July 2021, but a complete UWMP is required when signing a State funding agreement. Therefore, this 2022 UWMP was not submitted by July 1, 2021 in order to capture evolving critical information impacted by ongoing drought conditions, Lopez Reservoir entitlement reductions and contract updates, Central Coast Blue development and potential supply estimates, State water use efficiency regulations development, and dynamic groundwater conditions. The City has included all requisite data in the development of this 2022 UWMP. The City is preparing an individual UWMP and is not a member of a Regional UWMP or Regional Alliance. The City served an estimated 17,641 people in its service area, through 6,704 metered connections, and supplied 2,319 AFY of potable water in 2020 to customers. Throughout this UWMP, water volume is represented in units of acre-feet (AF) or AFY, unless otherwise noted, and data is presented on a calendar year basis. Required DWR tables presenting this information are provided in Table 2-1, Table 2-2, and Table 2-3. Table 2-1. Public Water Systems Public Water System Number Public Water System Name Number of Municipal Connections 2020 Volume of Water Supplied 2020 (AFY) CA4010001 City of Arroyo Grande 6,704 2,319 Table 2-2. Plan Identification Type of Plan Member of RUWMP Member of Regional Alliance Name of RUWMP or Regional Alliance Individual UWMP No No NA Page 332 of 699 Section 2.0 Plan Preparation City of Ar royo Gra nde 2 -3 D raft 202 2 Urban Water Management Plan Table 2-3. Agency Identification Type of Supplier Year Type Unit Type Retailer Calendar Years Acre-Feet (AF) 2.2 Coordination and Outreach The City coordinated with the County of San Luis Obispo and other stakeholder agencies to prepare the 2022 UWMP. The coordinated efforts were conducted to 1) inform the agencies of the City’s efforts and activities; 2) gather high quality data for use in developing this UWMP; and 3) coordinate planning activities with other related regional plans and initiatives. CWC Section 10621(b) requires that Suppliers notify cities and counties to which they serve water that the UWMP and WSCP are being updated and reviewed. The CWC specifies that this must be done at least 60 days prior to the public hearing. To fulfill this requirement, the City sent letters of notification of preparation of the 2022 UWMP and WSCP to the County of San Luis Obispo 60 days prior to the public hearing as shown in Table 2-4. Copies of the 60-day notification letters are attached as Appendix B. Per Government Code 6066, the City notified the public about the UWMP and WSCP public hearing once a week for two successive weeks in advance of the public hearing meeting. The public hearing was first noticed on MONTH XX, 2023 and noticed again on MONTH XX, 2023. Public hearing notifications were also sent to the same distribution list as the 60-day notifications via email. The hearing notices are attached as Appendix B. Table 2-4 summarizes notifications provided by the City. The City also made the UWMP and WSCP available for public review on MONTH XX, 2023 and maintained a copy of the documents in their office and on the City website prior to the public hearing for review (http://www.arroyogrande.org/377/Documents-Forms). The UWMP and WSCP were included as agenda items, noticed, and reviewed in a Public Hearing at the regularly scheduled City Council meeting on MONTH XX, 2023. This hearing provided the agencies and members of the public a chance to comment on the Draft documents. The public hearing took place before the adoption allowing opportunity for the report to be modified in response to public input. The City Council adopted the UWMP and WSCP Month XX, 2023. A copy of the City’s Resolution of Plan Adoption is included as Appendix C . Page 333 of 699 Secti on 2.0 Plan Preparation City of Arroyo Grande 2 -4 Draft 2022 Urban Water Management Plan Table 2-4. Agency Coordination. Table to be updated upon UWMP completion. Agency / Organization Participated in Plan Development Commented on Draft Attended Public Meetings Was Contacted for Assistance Was Notified of Plan Availability1 Was sent a Notice of Intention to Adopt 60 days Prior to Public Hearing Avila Beach Community Services District X Avila Valley Mutual Water Company X Central Coast Water Authority X City of Grover Beach X City Pismo Beach X County of San Luis Obispo X X Page 334 of 699 Secti on 2.0 Plan Preparation City of Arroyo Grande 2 -5 Draft 2022 Urban Water Management Plan Agency / Organization Participated in Plan Development Commented on Draft Attended Public Meetings Was Contacted for Assistance Was Notified of Plan Availability1 Was sent a Notice of Intention to Adopt 60 days Prior to Public Hearing County Service Area 12 X Nipomo Mesa Management Area Technical Group X Northern Cities Management Area Technical Group X X Oceano Community Services District X Port San Luis Harbor District X San Luis Obispo Council of Governments X Page 335 of 699 Secti on 2.0 Plan Preparation City of Arroyo Grande 2 -6 Draft 2022 Urban Water Management Plan Agency / Organization Participated in Plan Development Commented on Draft Attended Public Meetings Was Contacted for Assistance Was Notified of Plan Availability1 Was sent a Notice of Intention to Adopt 60 days Prior to Public Hearing San Luis Obispo County Flood Control and Water Conservation District Zone 3 X X San Miguelito Mutual Water Company X South San Luis Obispo County Sanitation District X 1.Was notified of availability of Draft UWMP and directed to an electronic copy of the draft plan on the City website (http://www.arroyogrande.org/377/Documents-Forms). Page 336 of 699 Section 2.0 Plan Preparation City of Arroyo Gran de 2 -7 Draft 202 2 Urban Water Management Plan The UWMP and WSCP were submitted to DWR within 30 days of adoption using the DWR Water Use Efficiency (WUE) Data Portal. The documents were also submitted to the California State Library and to the County of San Luis Obispo within 30 days of adoption. Commencing no later than within 30 days of adoption, the City will have a copy of the UWMP and WSCP available for public review at the City’s office (see address below) during regular business hours. The final documents will also be posted on the City’s website as noted below. 300 E Branch Street Arroyo Grande, CA 93420 https://www.arroyogrande.org/ The implementation of this UWMP shall be carried out as described unless significant changes occur between the adoption of this UWMP and the 2025 UWMP. If such significant changes do occur, the City will amend and readopt the UWMP as required by the CWC. Table 2-5 outlines the general steps to adopt, submit, and/or amend the UWMP and/or WSCP. Should the City need to amend the adopted UWMP or WSCP in the future, the City will hold a public hearing for review of the proposed amendments to the document. The City will send a 60- day notification letter to all cities and counties within the City’s service area and notify the public in the same manner as set forth in this Chapter. Once the amended document is adopted, a copy of the final version will be sent to the California State Library, DWR (electronically using the WUEdata reporting tool), and the County of San Luis Obispo within 30 days of adoption. The final version will also be made available to the public both online on the City’s website and in person at the City’s office during normal business hours. Table 2-5. Steps to Adopt, Submit and Implement the UWMP and WSCP Step Task Description Timeframe 1 Notice to cities and counties Notify cities and counties within the service area that the UWMP or WSCP is being updated. It is recommended that the notice includes: Time and place of public hearing. Location of the draft Plan, latest revision schedule, and contact information of the Plan preparer. At least 60 days before public hearing. * If desired, advance notices can be issued without providing time and place of public hearing. 2 Publish Plan Publish the draft UWMP or WSCP in advance of public hearing meeting Recommended at least 2 weeks before public hearing. Page 337 of 699 Section 2.0 Plan Preparation City of Arroyo Gran de 2 -8 Draft 202 2 Urban Water Management Plan Step Task Description Timeframe 3 Notice to the public Publish two notifications of the public hearing in a local newspaper notice at least once a week for two consecutive weeks, with at least 5 days between publications. This notice must include: Time and place of hearing. Location of the draft UWMP or WSCP. At least 2 weeks before public hearing. * Include a copy of public notices in plan. 4 Public hearing and optional adoption Host at least one public hearing before adopting the UWMP or WSCP to: Allow for community input. Consider the economic impacts for complying with the Plan. For UWMP only As part of public hearing, Provide information on the SBX7-7 baseline water use, target water use, compliance status, and implementation plan. If needed, re-adopt a method for determining urban water use targets Public hearing date * Adoption can be combined if public hearing is on the agenda before adoption 5 Adoption Before submitting the UWMP or WSCP to DWR, the governing body must formally adopt it. An adoption resolution must be included, as an attachment or as a web address indicating where the adoption resolution can be found online. At public hearing or at a later meeting. *The UWMP or WSCP can be adopted as prepared or as modified after the hearing. 6 Plan submittal Submit the adopted or amended UWMP or WSCP via the WUE Data Portal within 30 days of adoption or by July 1, if updated with the UWMP five-year cycle. Within 30 days of adoption or by July 1st, whichever comes first. Page 338 of 699 Section 2.0 Plan Preparation City of Arroyo Gran de 2 -9 Draft 202 2 Urban Water Management Plan Step Task Description Timeframe 7 Plan availability Submit a CD or hardcopy of the adopted UWMP or WSCP to the California State Library within 30 days of adoption. California State Library Government Publications Section Attention: Coordinator, Urban Water Management Plans P.O. Box 942837 Sacramento, CA 94237-0001 Provide a copy (hardcopy or electronic) of the adopted UWMP or WSCP to any cities and counties within the service area. Make the UWMP or WSCP available to the public by posting the Plan on website or making a hardcopy available for public review during normal business hours. Within 30 days after adoption 9 Other - Notification to Public Utilities Commission For water suppliers regulated by the California Public Utilities Commission submit UWMP and WSCP as part of the general rate case filing. Page 339 of 699 This page is intentionally blank for double-sided printing. Page 340 of 699 Section 3.0 System Descrip tion City of Arroyo Gran de 3 -1 Draft 202 2 Urban Water Management Plan 2022 URBAN WATER MANAGEMENT PLAN 3.0 System Description This section describes the City’s water system, service area, population demographics, local climate, and land uses. IN THIS SECTION • Ser vice Area • Current and Projected Population & Demographics • Land Uses Page 341 of 699 Section 3.0 System Description City of Arroyo Gran de 3 -2 Draft 202 2 Urban Water Management Plan The City is located along the banks of the Arroyo Grande Creek in the County of San Luis Obispo, California. The City is a local public agency charged under the laws of the State of California, as well as its own City policies and regulations, with the duty of supplying and maintaining water service to its customers. The City was incorporated in July 1911. The City's power and authority is primarily regulated and defined by Division 12, Sections 30000-33901, of the California Water Code. The City's operations are governed by the City Council. The City has a variety of water sources including groundwater, local surface water, and storm water captured for groundwater recharge, irrigation and construction water. 3.1 General Description The City's service area is approximately six square miles. Figure 3-1 shows the City’s service area boundary map and surrounding area. The City is located in the County of San Luis Obispo along the Arroyo Grande Creek near the intersection of State Highway 227 and U.S. Highway 101. The City is bordered by the City of Grover Beach to the west, the communities of Oceano and Halcyon to the southwest, Pismo Beach to the northwest and unincorporated portions of the County of San Luis Obispo to the north, northeast, and southeast. The City's water distribution system has six pressure zones. Water can be distributed between pressure zones as needed. There are 2 booster pump stations that lift water to upper zones to replenish water storage tanks and to supply demand. The City's existing water storage reservoirs consist of both above ground welded steel and prestressed concrete tanks. The six reservoirs have capacities ranging from 250,000 gallons to 2.0 million gallons (MG) providing 6.7 MG of total system storage. Page 342 of 699 Section 3.0 System Description City of Arroyo Gran de 3 -3 Draft 202 2 Urban Water Management Plan Figure 3-1. Vicinity Map Page 343 of 699 Section 3.0 System Description City of Arroyo Gran de 3 -4 Draft 202 2 Urban Water Management Plan Figure 3-2. City Service Area Page 344 of 699 Section 3.0 System Description City of Arroyo Gran de 3 -5 Draft 202 2 Urban Water Management Plan 3.2 Service Area Climate The climate in the City can be classified as Mediterranean with rains typically occurring from December through March and a relatively low evapotranspiration rate when compared to inland areas due to its location being along the coast. Precipitation data was obtained from the San Luis Obispo County Public Works rain recording station (Arroyo Grande Station # 739) for January 2007 through June 2019 and from the Arroyo Grande Corp Yard Station #177.1 for July 2019 through December 2022. Figure 3-3 shows the annual precipitation for 2007-2022 and illustrates which years fall above or below the annual average precipitation for this period. As shown by this figure, the area can experience multiple years with below average precipitation, making water management critical to ensure the City is prepared for drought. Climate data was evaluated from the California Irrigation Management Information System (CIMIS), which collects evapotranspiration (ETo) and temperature data. Data was collected from station #202 Nipomo for the period of 2006 to 2020 (CIMIS 2021). Table 3-1 shows the monthly averages for precipitation and ETo. Figure 3-3. Annual Precipitation Data for Water Years 2007-2022 Page 345 of 699 Section 3.0 System Description City of Arroyo Gran de 3 -6 Draft 202 2 Urban Water Management Plan Table 3-1. Average Monthly Climate Data MONTH AVERAGE PRECIPITATION (INCHES)1 AVERAGE ETO (INCHES)2 AVERAGE AIR TEMP (°F)2 January 3.3 2.2 52.8 February 2.3 2.5 52.5 March 2.2 3.5 53.9 April 0.7 4.5 54.7 May 0.2 5.0 55.5 June 0.1 4.7 56.4 July 0.1 5.0 58.4 August 0.1 4.4 59.3 September 0.0 3.7 59.7 October 0.8 3.4 60.2 November 1.1 2.4 56.3 December 3.1 1.9 51.9 Average 14.2 42.0 56.0 Notes: 1 Precipitation data was obtained from the San Luis Obispo County Public Works rain recording station (Arroyo Grande Station # 739) for January 2007 through June 2019 and from the Arroyo Grande Corp Yard Station #177.1 for July 2019 through December 2021. 2 Data obtained from CIMIS Station #202 Nipomo from 2006-2020. 3.3 Service Area Population and Demographics The City of Arroyo Grande’s population has grown from 3,291 in 1960 to 18,441 in 2020 based on US Census data. The City does not serve water to the entire population within its City Limits. Oceano Community Services District (OCSD) serves 138 connections in the southwestern part of the City. The City also serves 9 connections outside of City Limits. The City’s water service area population in 2020 was 17,641 based on estimates from the California Department of Finance adjusted for customers within and outside of City Limits. According to the U.S. Census, Arroyo Grande grew 3.62 percent between 2010 to 2019 while Pismo Beach, Grover Beach, the County of San Luis Obispo, and the State of California grew by 7.63%, 2.87%, 3.99%, and 7.18% respectively. The growth that occurred in Arroyo Grande Page 346 of 699 Section 3.0 System Description City of Arroyo Gran de 3 -7 Draft 202 2 Urban Water Management Plan from 2010 to 2019 was higher than Grover Beach and comparable to the County, but less than Pismo Beach or the State of California. The City anticipates an average annual growth rate of approximate 0.39% based on historic growth trends and San Luis Obispo Council of Governments’ (SLOCOG) 2050 Regional Growth Forecast for San Luis Obispo County Population, Housing & Employment (Beacon Economics & SLOCOG Staff June 2017). The SLOCOG 2050 Regional Growth Forecast population projections did not incorporate allocated housing units from the 2019 Regional Housing Needs Allocation (RHNA) Plan for 2019-2028; however, the RHNA Plan indicates that “SLOCOG’s 2050 Regional Growth Forecast population total was reviewed and found comparable to the population forecast for the horizon year developed by [the California State Department of Housing and Community Development (HCD)] and the California Department of Finance” (Governments 2019). Furthermore, the impacts on population from Senate Bill 9, other housing legislation, and related City ordinances and policies are unknown at the time this UWMP was prepared. Therefore, the City’s build-out population of 20,000 people is used in this UWMP as described further in the next section. The City’s current and projected population is shown in Table 3-2. Table 3-2. Current and Projected Population 2020 2025 2030 2035 2040 2045 City Population 18,441 18,803 19,173 19,550 19,934 20,000 Service Area 17,641 17,988 18,341 18,702 19,069 19,444 3.4 Land Uses within Service Area The City is largely built-out and is expected to experience only modest growth over the next 20 years. The build-out population, defined as the maximum population that can occur considering the zoning and land use designations in the current General Plan, is established at 20,000 persons. The build-out population may increase if an annexation of approximately 185 acres of land and subsequent development were to occur on a portion of land that lies southeast of the City within the City’s Sphere of Influence and with conversion of irrigated agricultural lands to urban use. The land use development policies within the City are established in the City’s General Plan, principally by the Land Use Element (LUE). The last comprehensive update to the General Plan occurred in October 2001, with the Housing Element updated in 2021. Existing land uses are shown on Figure 3-4 and existing zoning districts within the City are shown in Figure 3-5 below. Historically, most of the City’s residential growth has occurred on large lots and at low densities. However, it is anticipated that future growth will be redistributed to the City’s mixed-use and higher density residential areas. Based on recent project submittals, Page 347 of 699 Section 3.0 System Description City of Arroyo Gran de 3 -8 Draft 202 2 Urban Water Management Plan as well as projected development, the recent and foreseeable trend for new residential development is in the form of higher density, mixed use infill and redevelopment, clustered subdivision, small-lot planned unit development, condominiums, and accessory dwelling units (ADU). Page 348 of 699 Section 3.0 System Description City of Arroyo Gran de 3 -9 Draft 202 2 Urban Water Management Plan Figure 3-4. City General Plan Land Use Page 349 of 699 Section 3.0 System Description City of Arroyo Gran de 3 -10 Draft 202 2 Urban Water Management Plan Figure 3-5. City Zoning Map Page 350 of 699 Section 4.0 Water Use Characterization City of Arroyo Gran de 4 -1 Draft 202 2 Urban Water Management Plan 2022 URBAN WATER MANAGEMENT PLAN 4.0 Water Use Characterization This sect ion describes and quantifies the City’s past, current, and projected water uses through 2045. The City provides potabl e water to all its customers, which are comprised of about 76% residential, 11% commercial and institutional, and less than 1% landscape a ccounts. In 2020, water uses were about 7 5 % residential, 11% commercial, 11% landscape and 3 .5% losses . IN THIS SECTIO N • Past and Current Use • Projected Water Demand • Projected Water Dem and for Lower Income Households • Climate Change Impacts Page 351 of 699 Section 4.0 Water Use Characterization City of Arroyo Gran de 4 -2 Draft 202 2 Urban Water Management Plan Accurately tracking and reporting current water demands allow a water supplier to properly analyze the use of its resources and conduct good resource planning. Estimating future demand as accurately as possible allows water agencies to manage their water supply and appropriately plan their infrastructure investments. Assessments of future growth and related water demand, done in coordination with local planning agencies, provide essential information for developing demand projections. In 2020, the City provided potable water to approximately 6,704 service connections and delivered 2,169 AFY to its customers. 4.1 Past, Current, and Projected Water Use by Sector The City only provides potable water for residential, commercial and institutional, and landscape uses. Distribution water losses occur between water production and delivery due to various factors and are calculated as the difference between billed consumption and total production. More information about water losses and annual detailed assessments of water loss using American Water Works Association (AWWA) Water Audit Software are provided in Sections 4.1.2 and 9.5 and Appendix H. 4.1.1 Past and Current Water Use The past and current water uses presented in Figure 4-1 show the City’s relatively consistent use patterns in the past five years. Past water uses inform an understanding of water use trends which are crucial for developing water use projections. Page 352 of 699 Section 4.0 Water Use Characterization City of Arroyo Gran de 4 -3 Draft 202 2 Urban Water Management Plan Figure 4-1. 2016-2020 Water Uses (AFY) Table 4-1. Actual Demands for Water Use Type Additional Description Level of Treatment When Delivered 2020 Volume (AFY) Single Family Residential Drinking Water 1,501 Multi-Family Residential Drinking Water 233 Commercial/Institutional Drinking Water 245 Landscape Irrigation Drinking Water 191 Losses Non-Revenue Water Drinking Water 149 Total: 2,319 Page 353 of 699 Section 4.0 Water Use Characterization City of Arroyo Gran de 4 -4 Draft 202 2 Urban Water Management Plan 4.1.2 Distribution System Losses Distribution system water losses are the physical potable water losses from the point of water entry to the distribution system to the point of delivery to the customer’s system. Water loss can result from aging infrastructure, leaks, seepage, theft, metering inaccuracies, data handling errors, and other causes. Addressing water losses can increase water supplies and recover revenue. Section 9.1.5 discusses the City’s programs to assess and manage distribution system real loss. Over the last five years, the City water losses have ranged from 3% to 6%. Detailed assessments of water loss were completed and validated as required since 2015 using American Water Works Association (AWWA) Water Audit Software and are provided in Appendix H and summarized in Table 4-2. CWC Section 10631 (d)(3)(C) requires water suppliers to provide data to determine if the supplier will meet its State Water Board water loss performance standard. Although the standard has not yet been implemented, the data needs to be included the UWMP. Compliance with the future water loss performance standards will be completed in the next UWMP cycle. Table 4-2. 12 Month Water Loss Audit Reporting REPORT PERIOD START DATE VOLUME OF WATER LOSS* MM YYYY 1 2016 120 1 2017 97 1 2018 74 1 2019 89 1 2020 149 1 Taken from the field "Water Losses" (a combination of apparent losses and real losses) from the AWWA worksheet. 2 Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Table 2 -3. 4.1.3 Projected Water Use Demands were estimated using a Gallons Per Capita Per Day (GCPD) method. The total demand was estimated by multiplying the GPCD by the projected populations for 2025, 2030, 2035, 2040, and 2045. Projected populations are described in Section 3. Table 4-3 and Table 4-4 present projected demands through 2045. These projections are for average year demand, not demand during dry years, or when a Stage 1 Water Shortage Emergency is in effect like it Page 354 of 699 Section 4.0 Water Use Characterization City of Arroyo Gran de 4 -5 Draft 202 2 Urban Water Management Plan has been since 2021. Considerations of near-term demand reductions are described in Section 7.2. Demand projections are based on the assumption that the current GPCD will trend toward the 2020 usage of 117 GPCD by 2025 and stay constant thereafter. Overall, per capita consumption has shown a decreasing trend, which is most likely due to a recession followed by recent multi-year droughts, state and City mandated water use reduction targets, more efficient appliances and plumbing, and conservation efforts made by the City and its customers. However, the City is aware that future water use standards are under development by DWR, which will supersede current water use efficiency standards, and will likely require demands to be lower than previous standards. Therefore, the City plans to continue encouraging efficient water use and implementing water use efficiency measures to support meeting future water use standards and to enhance resiliency for drought and other water shortage conditions as described in Section 7, Section 8, and Section 9. Page 355 of 699 Section 4.0 Water Use Characterization City of Arroyo Gran de 4 -6 Draft 202 2 Urban Water Management Plan Table 4-3. Projected Demands for Water Use Type Additional Description Projected Water Use (AFY) 2025 2030 2035 2040 2045 Single Family Residential 1,518 1,548 1,579 1,610 1,641 Multi-Family Residential 249 254 259 264 270 Commercial/Institutional 249 254 259 264 270 Industrial 0 0 0 0 0 Landscape Irrigation 248 253 258 263 268 Sales/Transfers/Exchanges to other Suppliers 0 0 0 0 0 Losses 99 101 103 105 107 Total: 2,365 2,411 2,458 2,507 2,556 Table 4-4. Total Gross Water Use 2025 2030 2035 2040 2045 Potable Water 2,365 2,411 2,458 2,507 2,556 Recycled Water Demand* 0 200 200 200 200 *Recycled water from Central Coast Blue is injected into the groundwater basin and recovered through groundwater pumping to meet potable demands, which are included in the volumes shown for potable water. It is anticipated the Central Coast Blue supply will be available in 2026. More details about Central Coast Blue are provided in Sections 6.2, 6.5.2.1, and 6.7.4 This table is only provided to meet DWR requirements. 4.1.4 Characteristic Five-Year Water Use In addition to past and projected uses, the UWMP more closely analyzes anticipated conditions for the next five years (2021 – 2025). Details on an analysis for the next five years are discussed in Section 7. Page 356 of 699 Section 4.0 Water Use Characterization City of Arroyo Gran de 4 -7 Draft 202 2 Urban Water Management Plan 4.3 Water Use for Lower Income Households Changes to the CWC section 10631.1 since 2005 require demand projections to include projected water use for single-family and multi-family residential housing needed for lower income households. Low-income households are defined as households making less than 80% of the statewide median household income. The Regional Housing Needs Assessment (RHNA) determines the housing needs in each jurisdiction over a given planning period. SLOCOG’s current RHNA planning period is from January 1, 2019, through December 31, 2028. For this planning period, two hundred and seventy-seven (277) new low- and very low-income units are projected to be needed in the City by 2028 (SLOCOG 2019). It is important to note that the RHNA requirement is to have land zoned for the projected low-income housing need but not necessarily build the units. The low-income deliveries projections are included in the City’s total projected water deliveries as part of the GPCD demand projection calculation, as shown in Table 4-5. Table 4-5. Inclusion in Water Use Projections Are Future Water Savings Included in Projections? Refer to Appendix K of UWMP Guidebook. Yes Are Lower Income Residential Demands Included in Projections? Yes 4.4 Climate Change Considerations Consistent future use of groundwater sources may be affected by climate change. “Projections of climate change in California indicate a further intensification of wet and dry extremes and shifting temperatures that can…affect both water use and supplies. Extreme and higher temperatures can lead to increases in water use…Projections of more frequent, severe, and prolonged droughts could lead to not only less surface water available, but also exacerbating ongoing stressors in groundwater basins across the state” (California Department of Water Resources 2021). Higher temperatures decrease the amount of precipitation available for groundwater recharge and from surface water sources while increasing water use, especially for outdoor use. Reductions in future groundwater supply and changes to inflow for Lopez Reservoir due to impacts associated with climate change were considered as part of the projected supply discussed in Section 6 and Section 7. Increases in future water use patterns due to climate change factors were considered as part of the demand projection provided in Section 4. Page 357 of 699 This page is intentionally blank for double-sided printing. Page 358 of 699 Section 5.0 SBX7 -7 Baseline, Targets and 2020 Compliance City of Arroyo Gran de 5 -1 Draft 202 2 Urban Water Management Plan 2022 URBAN WATER MANAGEMENT PLAN 5.0 SBX7-7 Baseline, Targets and 2020 Compliance This section describ es the Water Conservation Act of 2009, also known as SBX7 -7, Baseline, Targ ets, and 2020 Compliance. The goal of this section is to demonstrate compliance with the 2020 targeted water -use reduct ion of 20 perce nt. IN THIS SECTION • SBX7 -7 Forms and Tables Page 359 of 699 Section 5.0 SBX7 -7 Baseline, Targets and 2020 Compliance City of Arroyo Gran de 5 -2 Draft 202 2 Urban Water Management Plan SBX7-7 was incorporated into the UWMP Act in 2009 and requires that all water suppliers increase water use efficiency with the overall goal to decrease per-capita water consumption within the state by 20 percent by the year 2020. SBX7-7 required DWR to develop certain criteria, methods, and standard reporting forms through a public process that water suppliers could use to establish their baseline water use and determine their water conservation targets. SBX7-7 and DWR's Methodologies for Calculating Baseline and Compliance Urban Per Capita Water Use (State of California Department of Water Resources February 2016) specify methodologies for determining the baseline water demand, 2015 interim urban water use target and the 2020 urban water use target for the City as described in the following sections. The SBX7-7 Verification and Compliance Forms, which are required to be submitted to DWR to demonstrate compliance with the SBX7-7 requirements, are presented in Appendix F . This section also demonstrates that the City achieved its 2020 water use target. 5.1 SBX7-7 Forms and Tables The SBX7-7 Verification Form was submitted as part of the City’s 2015 UWMP to establish the baseline and 2020 water use target, which remains valid because there are no changes to the service area. A summary of the SBX7-7 Verification Form is presented in Table 5-1. The City selected SBX7-7 Method 1, which is defined as a 20 percent reduction of average per- capita from the 10-year continuous baseline period. In the City’s case, the calculated 2020 target water use of 153 GPCD was selected. As part of the UWMP, the City must demonstrate compliance with its 2020 water use target by completing SBX7-7 2020 Compliance Form. This form is an abbreviated version of the SBX7-7 Verification Form solely for 2020 compliance calculations. A summary of the 2020 SBX7-7 2020 Compliance Form is shown in Table 5-2. The City has met the 2020 compliance target and continues to reduce GPCD use overall. The City has consistently met the 2020 SBX7-7 target since 2015 and will continue to work towards reducing GPCD use. A copy of the completed SBX7-7 Forms is included in Appendix F . Table 5-1. Baselines and Targets Summary BASELINE PERIOD START YEAR END YEAR AVERAGE BASELINE GPCD* CONFIRMED 2020 TARGET * 10-15 Year 2000 2009 191 153 5 Year 2003 2007 192 *All values are in GPCD. *All cells in this table are populated manually from the supplier's SBX7-7 Verification Form. Page 360 of 699 Section 5.0 SBX7 -7 Baseline, Ta rgets and 2020 Compliance City of Arroyo Gran de 5 -3 Draft 202 2 Urban Water Management Plan Table 5-2. 2020 Compliance ACTUAL 2020 GPCD* OPTIONAL ADJUSTMENTS TO 2020 GPCD* 2020 CONFIRMED TARGET GPCD* SUPPLIER ACHIEVED TARGETED REDUCTION IN 2020 EXTRAORDINARY EVENTS ECONOMIC ADJUSTMENT WEATHER NORMALIZATION TOTAL ADJUSTMENTS 2020 GPCD* (ADJUSTED IF APPLICABLE) 117 0 0 0 0 117 117 Yes *All values are in GPCD. *All cells in this table are populated manually from the supplier's SBX7-7 Verification Form. Page 361 of 699 This page is intentionally blank for double-sided printing. Page 362 of 699 Section 6.0 Water Supply Characterization City of Arroyo Gran de 6 -1 Draft 202 2 Urban Water Management Plan 2022 URBAN WATER MANAGEMENT P LAN 6.0 Water Supply Characterization This section describes and quantifies the current and projected water supplies. Each water source is charact erized with information needed to manage water resources, assess supply reliability, perform the Drought Risk Assessment, a nd p repare and implement the WSCP. IN THIS SECTION • Water Suppl y A nalysis Overview • Water Supplies by Source • Energy Intensity Page 363 of 699 Section 6.0 Water Supply Characterization City of Arroyo Gran de 6 -2 Draft 202 2 Urban Water Management Plan This section describes the existing and projected water supply sources for the City. The City has a variety of water sources including groundwater, local surface water, and storm water captured for groundwater recharge, irrigation and construction water. A description of the City’s planning efforts for recycled water are also included within this section of the UWMP. The City’s existing supplies will continue to be used for the planning horizon (2025, 2030, 2035, 2040, and 2045). 6.1 Water Supply Analysis Overview The City delivers both groundwater and surface water through its pressurized distribution system. The distribution system is composed of 89 miles of distribution mains, six storage reservoirs, and five pumping stations. The City’s well system consists of eight wells, chloramination facilities, and an in-line static mixer for blending of well and surface water. Well No. 9 and No. 10 extract water from the Pismo Formation located outside of the NCMA boundary (described further in Section 6.2.2). Raw water from Well No. 9 and 10 receive treatment prior to entering into the system for iron/manganese and hydrogen sulfide. The City also receives water from the Lopez Project. All City potable water is treated to meet drinking water standards, regardless of the source of supply. Wastewater treatment is conducted by the South San Luis Obispo County Sanitation District (SSLOCSD) at their regional wastewater treatment plant located in Oceano. The City is participating in Central Coast Blue, a recycled water groundwater recharge project, as discussed in Section 6.5. 6.2 Groundwater The City currently extracts groundwater from the Santa Maria River Valley Groundwater basin (SMGB) and the Pismo Formation, which is separate from the SMGB. The City’s right to pump groundwater from the SMGB is defined within the Santa Maria Valley Water Conservation District vs. City of Santa Maria, et al. Case No. 770214 Judgment After Trial (Judgment) (Appendix F), which states that the Northern Cities (including the City) have a paramount right to withdraw 4,330 AFY (including Agricultural conversion credits) from the Northern Cities area of the SMGB. The City has an entitlement of 1,323 AFY of groundwater from the SMGB based on the Judgment for the SMGB. Table 6-1 shows the parties and uses that are entitled to a portion of the safe yield of the SMGB, however, recent groundwater modeling indicates that the full NCMA groundwater entitlement may not be pumped by municipal agencies during extended drought conditions without inducing seawater intrusion (Geoscience 2019). Page 364 of 699 Section 6.0 Water Supply Characterization City of Arroyo Gran de 6 -3 Draft 202 2 Urban Water Management Plan Table 6-1. SMGB Division of Safe Yield Use Entitlement Applied Irrigation 4,970 Subsurface Flow to Ocean 200 City of Arroyo Grande1 1,323 City of Grover Beach1 1,407 City of Pismo Beach 700 Oceano CSD 900 TOTAL 9,500 1 Per the 2002 Management Agreement, the Cities of Arroyo Grande and Grover Beach have increased their entitlements by to 121 AFY and 209 AFY respectively based on the conversion of irrigated agricultural lands to urban use. It is important to note that the City has made and continues to make planning efforts to reduce its reliance on groundwater supplies. In addition, with recent detections of groundwater elevations below sea level and subsequent threat of seawater intrusion, the City realizes the importance of maintaining its groundwater supplies and following a sustainable pumping plan. Therefore, the City will continue to consider minimizing its impact to groundwater resources. In an effort to protect the SMGB, the City has partnered with the City of Pismo Beach and City of Grover Beach to design Central Coast Blue, an indirect potable reuse project that will help to recharge the SMGB and protect against seawater intrusion. Central Coast Blue was developed in response to recent droughts that highlighted vulnerabilities in the City’s water supply portfolio and the seawater intrusion risks faced by the SMGB. The Project will improve the reliability of the City’s water supply portfolio by repurposing treated wastewater flows from the Pismo Beach Wastewater Treatment Plant (WWTP), treating the water to drinking water standards, and injecting it into the SMGB. A second phase of Central Coast Blue is being considered which would include treatment of WWTP flows from SSLOCSD in addition to flows from the City of Pismo Beach WWTP. Phase 2 of Central Coast Blue could provide additional water supply for groundwater recharge and seawater intrusion protection. Central Coast Blue will provide a drought-resistant, sustainable local water supply for the City while also improving and protecting the water quality in the SMGB, therefore enhancing the health of the larger watershed. Since the flow of wastewater is typically reliable even during dry years, the City anticipates that it will be able to provide significant enhancement of groundwater supplies and protection of groundwater resources when threatened by drought conditions. Page 365 of 699 Section 6.0 Water Supply Characterization City of Arroyo Gran de 6 -4 Draft 202 2 Urban Water Management Plan 6.2.1 Pismo Formation Basin Description The Pismo Formation is a distinct deep aquifer at the northeastern section of the City, identified in water wells along Oak Park Boulevard on the south, at Paseo Ladera Lane to the west, and along James Way to the east. Currently, the City pumps groundwater from Well No. 9 and Well No. 10, which are capable of extracting approximately 80 AFY assuming required operational downtime. Both wells receive treatment for iron, manganese and hydrogen sulfide prior to discharge into the system. Well No. 11 is capable of extracting approximately 45 AFY if operated 100% of the time but is assumed to extract 40 AFY assuming required operational downtime. Water supply from the Pismo Formation is not subject to the Judgment of the SMGB. The Pismo Formation is not adjudicated and has not been identified as over drafted or projected to be over drafted by DWR. In 2003, Cleath & Associates completed a groundwater source assessment for the Oak Park area, which covers the same aquifer as the Pismo Formation. The groundwater yield for the Oak Park area was estimated to be approximately 540 AFY (Cleath & Associates August 2003). The City exercises an appropriative right to put the water supply from the Pismo Formation to reasonable and beneficial use. 6.2.2 Santa Maria Groundwater Basin Description For planning purposes, DWR has subdivided the State of California into ten separate hydrologic regions, corresponding to the State’s major drainage basins. The SMGB (Number 3-12 as described in DWR Bulletin 118) underlies the Santa Maria Valley in the coastal portion of northern Santa Barbara and southern San Luis Obispo Counties. The SMGB also underlies Nipomo and Tri-Cities Mesa, Arroyo Grande Plain, and Arroyo Grande and Pismo Creek Valleys, of which the City draws from the Tri-Cities Mesa portion of the SMGB. The SMGB is bounded by the San Luis and Santa Lucia Ranges on the north, the San Rafael Mountains on the east, and Solomon Hills and San Antonio Creek Valley Groundwater Basin on the south, and the Pacific Ocean on the west. The SMGB is approximately 288 square miles (184,000 acres). This basin was adjudicated in 2008. A map of the SMGB is shown below as Figure 6-1 Groundwater is found in alluvium, sand dunes, and the Orcutt, Paso Robles, Pismo, and Careaga formations. Groundwater is unconfined throughout most of the SMGB except in the coastal portion where it is confined. Natural recharge in the basin comes from percolation from major streams, percolation of rainfall, and subsurface flow. Percolation of flow in Arroyo Grande Creek, controlled by releases from Lopez Dam, provides recharge for the Tri-Cities Mesa, Arroyo Grande Plain, and Arroyo Grande Valley portions of the SMGB. Incidental recharge results from deep percolation of urban and agricultural return water, treated wastewater return once Central Coast Blue is active, and septic tank effluent. Some subsurface flow comes from consolidated rocks surrounding the SMGB. Page 366 of 699 Section 6.0 Water Supply Characterization City o f Arroyo Grande 6 -5 Draft 202 2 Urb a n Water Management Plan Figure 6-1. Santa Maria Groundwater Basin Map (GSI Water Solutions April 13, 2022) Page 367 of 699 Section 6.0 Water Supply Characterization City of Arroyo Grande 6 -6 Draft 202 2 Urban Water Management P lan 6.2.2.1 Groundwater Management Plan The City’s underlying groundwater basin is adjudicated. A copy of the Judgment and the 2002 Management Agreement (Management Agreement), which is what the management of the NCMA in the Judgment was based on, are provided in Appendix F. As a requirement of the Judgment, the City participates in the NCMA, which is comprised of local entities that have a vested interest in responsibly managing groundwater resources of the NCMA portion of the SMGB. The goal of the NCMA is to help preserve the long-term integrity of water supplies in the NCMA. The NCMA includes joint efforts from the City as well as the City of Pismo Beach, City of Grover Beach, and OCSD (collectively, the Northern Cities). The Northern Cities and partnered agencies have established six objectives for ongoing NCMA groundwater management, including: • Share groundwater resources and manage pumping, • Monitor supply and demand, and share information, • Manage groundwater levels and prevent seawater intrusion, • Protect groundwater quality, • Manage cooperatively, • Encourage water conservation. NCMA agencies are required by the Judgment to prepare and submit annual reports for the monitoring program, which include collection and analysis of data pertaining to the water supply and demand of the region, including land and water uses in the SMGB, supply sources, and groundwater conditions. 6.2.2.2 Groundwater Levels and Historical Trends The Northern Cities conduct groundwater monitoring in the NCMA, which represents the northernmost portion of the SMGB. The NCMA groundwater monitoring program utilizes collected data from three primary sources: (1) groundwater elevation data collected by the San Luis Obispo County, (2) water quality and elevation data from a network of sentry wells in the NCMA, and (3) water quality data. The NCMA 2021 Annual Monitoring Report is included in Appendix E for reference, including a boundary map of the NCMA, historic annual precipitation, groundwater elevation contours, and selected hydrographs of NCMA monitoring wells. Regular monitoring of water elevations in clustered sentry wells located along the coast are monitored quarterly as part of the sentry well monitoring program, which comprises an essential tool for tracking critical groundwater elevation changes. As shown by the hydrographs in Appendix E, the sentry wells provide a long history of groundwater elevations. Measured water elevations in these wells reflect the net effect of changing groundwater recharge and discharge conditions in the primary production aquifer. Averaging the groundwater elevations from the three deep sentry wells provides a single, representative index, called the deep well index, for tracking the status and apparent health of Page 368 of 699 Section 6.0 Water Supply Characterization City of Arroyo Grande 6 -7 Draft 202 2 Urban Water Management P lan the basin. Previous groundwater studies and NCMA Monitoring Annual Reports have suggested a deep well index value of 7.5 feet above MSL as a minimum threshold, below which the basin is at risk for sea water intrusion. Historical variation of this index is represented by the average deep sentry well elevations shown in Figure 6-2. Figure 6-2. Hydrograph of Deep Well Index Elevation (GSI Water Solutions April 13, 2022) As described in the Northern Cities 2021 Annual Report, groundwater below MSL indicates a potential for seawater intrusion into fresh groundwater supplies. The area with lowest groundwater elevations encompasses municipal well fields and represents a relatively broad and shallow pumping trough exacerbated by drought conditions. As described in the Northern Cities 2021 Annual Report, in 2021, the deep well index started the year above the 7.5-foot threshold value with an index number in January of more than 9 feet. The index value dropped below the 7.5-foot trigger value by July and continued to fall to a low point of just over 6 feet in late October. A slow recovery occurred through November, followed by a more rapid recovery in December, coincident with the above average monthly rainfall received in December. The index value continued to rise throughout the end of the year and finished 2021 at about 9 feet above sea level. Page 369 of 699 Section 6.0 Wate r Supply Characterization City of Arroyo Grande 6 -8 Draft 202 2 Urban Water Management P lan Hydrographs produced through the sentry well monitoring program indicate that groundwater elevations have historically varied above and below about 20 feet above MSL. Historical hydrographs show that groundwater elevations recover to levels similar to 2006 (a wet water year) and significantly decline during dry years like 2013. These groundwater level decreases, and recovery cycles illustrate the relationship between times of the drought and increased pumping, and times of recovery with increased rainfall and decreased pumping. The three years of very low rainfall (2013-2015) resulted in water levels throughout the area declining 10 to 20 feet. 6.2.2.3 Threats to Groundwater Supply A primary concern for the City and for the SMGB in general is seawater intrusion from the coastal zone into fresh groundwater supply. Total groundwater pumping in the NCMA (urban, agriculture, and rural domestic) was 3,344 AF in 2021 which is 35% of the calculated 9,500 AFY safe yield1 of the NCMA portion of the basin. However, even with the reduced pumping, water levels across the aquifer decreased indicating a decrease of groundwater in storage. The net decrease in groundwater levels represented a decrease of groundwater in storage from April 2020 to April 2021 of approximately 1,400 AF (compared to a net decrease of 500 AF during the previous year). The 2021 NCMA Annual Report describes the following: “When pumping is less than the safe yield of an aquifer, groundwater in storage should generally increase and result in rising groundwater levels. As such, groundwater elevations throughout the NCMA portion of the SMGB should rise significantly if several consecutive years of groundwater pumping occurs at 30 to 40 percent of the safe yield, which has been the case in the NCMA for the past decade. However, as illustrated by the decline in groundwater levels during 2021, the data show that the aquifer is still in a tenuous position with respect to the threat of seawater intrusion. The fragile health of the aquifer is illustrated by water elevations at just a few feet above sea level, coupled with the formation of a pumping depression in the alluvial aquifer within the Cienega Valley just west of the NCMA/NMMA boundary… The data indicate that the aquifer has little ability to withstand future droughts. Any increase in regional pumping, or any other 1 The calculated, consensus safe yield value of 9,500 AFY for the NCMA portion of the SMGB was included in the 2002 Settlement Agreement through affirmation of the 2001 Groundwater Management Agreement among the NCMA agencies, which is described in more detail in the 2021 NCMA Annual Report Section 1.1. Page 370 of 699 Section 6.0 Water Supply Characterization City of Arroyo Grande 6 -9 Draft 202 2 Urban Water Management P lan An aerial view of Lopez Lake changes that reduce recharge from the east will leave the NCMA with a serious groundwater deficit that threatens seawater intrusion.” 6.2.2.4 Past Five Years As shown in Table 6-2 below, the City has reduced groundwater production since 2016 in an effort to protect the SMGB and allow the deep well index to recover. Table 6-2. Groundwater Volume Pumped GROUNDWATER TYPE LOCATION OR BASIN NAME 2016 2017 2018 2019 2020 2021 Alluvial Basin Santa Maria Groundwater Basin 165 75 49 81 41 130 Alluvial Basin Pismo Formation 79 59 0 24 36 20 - TOTAL 244 134 49 105 77 150 6.3 Surface Water The Lopez Project is managed by the San Luis Obispo County Flood Control and Water Conservation District (District). Specifically, the District manages the Lopez Reservoir and delivery of Lopez entitlements to the City and the other Flood Control and Water Conservation District Zone 3 (Zone 3) members. Zone 3 was formed to fund operations of the Lopez Project, which includes Lopez Lake and Dam, Lopez Terminal Reservoir, Lopez Water Treatment Plant and Distribution System. The Lopez Project is considered a very reliable source of water supply. The reservoir’s total capacity is 51,990 AF with a storage capacity of 49,200 AF. The annual safe yield of the reservoir is 8,730 AFY with 4,530 AFY apportioned to Zone 3 contract agencies and the remaining 4,200 AFY reserved for downstream releases to maintain environmental and agricultural flows downstream. In years when less water is required to be released downstream in the Arroyo Grande Creek, additional water (known as surplus water) may be available to the Zone 3 member agencies, which include the Cities of Arroyo Grande, Page 371 of 699 Section 6.0 Water Supply Characterization City of Arroyo Grande 6 -10 Draft 202 2 Urban Water Management P lan Grover Beach, Pismo Beach, the OCSD and County Service Area 12 (CSA 12). Table 6-3 shows the contracted entitlements for municipal users of the Lopez Project. Table 6-3. Lopez Treatment and Distribution System Contract Entitlements Water Contractor Lopez WTP Water Supply Annual Entitlement (AFY) Arroyo Grande 2,290 Oceano CSD 303 Grover Beach 800 Pismo Beach 896 CSA 12 Total 61 Avila Valley MWC Subtotal 12 San Miguelito MWC Subtotal 0 Avila Beach CSD Subtotal 68 Port San Luis Subtotal 100 Other CSA 12 Customers Subtotal 61 TOTAL 4,530 The supply reliability of the City’s surface water entitlement from Lopez Lake is determined by the District and based on reservoir storage, historical production, and delivery volumes in average, single dry, and consecutive dry year conditions. According to the Zone 3 2020 UWMP, the Lopez Reservoir is a very reliable source of water with an annual safe yield of 8,730 AFY. The Low Reservoir Response Plan (LRRP) was adopted in December 2014 and initiated in April 2015 and August 2021 due storage being below 20,000 AF. Historical Lopez Lake storage is shown in Figure 6-3. The enactment of Stage 2 of the LRRP results in a 10% decrease in municipal and downstream releases as shown in Table 6-4 and Table 6-5. The Zone 3 2020 UWMP projected that municipal entitlements will remain constant at 4,530 AFY through 2045 during normal years. The Zone 3 2020 UWMP also projected supplying all contracted agencies with their requested entitlements in full during the first three of five consecutive dry years, with a 10% reduction in entitlements during single dry years and the fourth and fifth of five consecutive dry years. However, since the Zone 3 2020 UWMP was developed, storage levels went below 15,000 AF in 2021 and 2022, which resulted in a proactive and voluntary 20% entitlement Page 372 of 699 Section 6.0 Water Supply Characterization City of Arroyo Grande 6 -11 Draft 202 2 Urban Water Management P lan reduction in anticipation of storage levels dropping below 10,000 AF. However, the Zone 3 Advisory Committee endorsed an end of LRRP and return to 100% Lopez Entitlements retroactive to April 1, 2022 following significant rainfall in January 2023. Therefore, it is assumed that without Zone 3 contractors’ proactive and voluntary entitlement reduction of 20% in 2022 and the significant amounts of rainfall in January 2023, the reservoir could have been below 10,000 AF, thus requiring a 20% entitlement reduction. See Table 7-6 for the Lopez Lake water year type characterization based on historical conditions and assumptions. Figure 6-3. Historic Lake Lopez Storage Volume versus LRRP Municipal Diversion Reductions Page 373 of 699 Section 6.0 Water Supply Characterization City of Arroyo Grande 6 -12 Draft 202 2 Urban Water Management P lan Table 6-4. Initial Prescribed Municipal Diversion Reduction Strategy Under the LRRP AMOUNT OF WATER IN STORAGE (AF) MUNICIPAL DIVERSION REDUCTION MUNICIPAL DIVERSION (AFY)1 20,000 0% 4,530 15,000 10% 4,077 10,000 20% 3,624 5,000 35%(2) 2,941 4,000 100% 0 1 The actual amount of water diverted may vary as agencies extend the delivery of their Lopez entitlement. 2 The 35% reduction provides sufficient water to supply 55 gallons per capita per day (gpcd) for the estimated population of the Zone 3 agencies (47,696 in 2010 per the 2010 Zone 3 UWMP). 55 gpcd is the target residential indoor water usage standard used in California Department of Water Resource’s 2010 UWMP Method 4 Guidelines. Table 6-5. Initial Prescribed Downstream Release Reduction Strategy Under the LRRP AMOUNT OF WATER IN STORAGE (AF) DOWNSTREAM RELEASE REDUCTION DOWNSTREAM RELEASES (AFY)1 20,000 9.5% 3,800 15,000 9.5% 3,800 10,000 75.6% 1,026 5,000 92.9% 300 4,000 100.0% 0 1 These downstream releases represent the maximum amount of water that can be released. Actual releases may be less if releases can be reduced while still meeting the needs of the agricultural stakeholders and addressing the environmental requirements. (Zone December 16, 2014) 6.3.1 Zone 3 Extended Drought Emergency Supply Options Evaluation In late 2015 and early 2016, the Zone 3 member agencies and the District collaborated to identify, evaluate, and develop recommendations for emergency water supply options that could be implemented in the event that the drought occurring at that time continued for an extended period. The City’s 2021 Water Supply Alternatives Update (MKN November 12, 2021) reviewed these recommendations and developed feasible recommendations as described below. These agencies are continuing to monitor drought conditions and plan for the implementation of these emergency measures, should they become necessary. Page 374 of 699 Section 6.0 Water Supply Characterization City of Arroyo Grande 6 -13 Draft 202 2 Urban Water Management P lan The City’s 2021 Water Supply Alternatives Update, available in Appendix I, reviewed previous supply alternatives and ultimately recommended continued participation in Central Coast Blue and two short-term alternatives, including partnering with OCSD on a short-term water supply agreement and pursuing an emergency connection with Golden State Water Company’s Cypress Ridge system. These supply alternatives are preliminary and do not have associated additional reliable supply volumes identified at this time. See Appendix I for more details. In 2022, the District set aside 1,000 AF of its stored SWP water for emergency use. In early 2023, it secured the capacity to deliver that water under a separate agreement with the Central Coast Water Authority (CCWA). The County intends to make this water available to local agencies that have established a qualifying need as identified in the District’s draft document, "Proposed Guidelines for Allocation of Emergency State Water Project (SWP) Water," 10/18/2022. For non-SWP Subcontractors (like Arroyo Grande), this water would be made available under a water transfer agreement with the District to specify the terms and conditions and the associated costs. Page 375 of 699 Section 6.0 Water Supply Characterization City of Arroyo Grande 6 -14 Draft 202 2 Urban Water Management P lan 6.4 Stormwater The City operates and maintains a network of stormwater infiltration, detention and retention basins throughout its service area as shown in Figure 6-4. This stormwater collection system captures or retards runoff mainly for flood control and pollution prevention purposes, but it also recharges the groundwater basin with water that would otherwise ultimately runoff to the Pacific Ocean. The 2020 County of San Luis Obispo Storm Water Resource Plan identifies potential stormwater projects including two proposed by the City for potential funding in the future. The proposed projects for the City include Corbett Creek Floodplain and Stream Restoration and the South Halcyon Green/Complete Street. Page 376 of 699 Section 6.0 Water Supply Characterization City of Arroyo Grande 6 -15 Draft 202 2 Urban Water Management P lan Figure 6-4. Stormwater Basins and Retention Systems Page 377 of 699 Section 6.0 Wate r Supply Characterization City of Arroyo Grande 6 -16 Draft 202 2 Urban Water Management P lan 6.5 Wastewater and Recycled Water The UWMP Act requires that the UWMP address the opportunities for development of recycled water, including the description of existing recycled water applications, quantities of wastewater currently being treated to recycled water standards, limitations on the use of available recycled water, an estimate of projected recycled water use, the feasibility of projected uses, and practices to encourage the use of recycled water. 6.5.1 Wastewater Collection, Treatment, and Disposal 6.5.1.1 Wastewater Treatment Facilities SSLOCSD collects, treats, and disposes of wastewater for the communities of Arroyo Grande, Oceano, and Grover Beach. The SSLOCSD’s Wastewater Treatment Plant (WWTP) treats an average annual daily flow of 2.6 million gallons per day (mgd). Wastewater influent is first passed through an in-channel screen to remove large debris. After debris removal, wastewater flows through two clarifiers and then into a single fixed film reactor for secondary treatment. Wastewater effluent from the fixed film reactor then flows to secondary clarification to remove any sloughed off bacterial film. Finally, the treated wastewater is disinfected within a chlorine contact chamber with sodium hypochlorite before being discharged to the Ocean. Treated wastewater is discharged through a shared outfall in addition of up to 1.9 mgd of flow from the City of Pismo Beach WWTP. 6.5.1.2 Wastewater Flow Projections A little less than half of the total flows received at the plant, excluding flows from the Pismo Beach WWTP, are from the City. The future average annual wastewater flow was determined by multiplying the projected population by the average observed unit per capita wastewater generation rate, which is 57 gallons per capita per day (gpcd) (City of Arroyo Grande December 2012). The resulting average annual historical wastewater volumes collected, treated and discharged from the City’s water service area are shown in Table 6-6 and Table 6-7. As shown in Table 6-8, the City did not use any recycled water in 2020 as projected in the 2015 UWMP. Page 378 of 699 Secti on 6.0 Water Supply Characterization City of Arroyo Grand e 6 -17 Draft 202 2 Urban Wat er Management Plan Table 6-6. Wastewater Collected within Service Area in 2020 Wastewater Collection Recipient of Collected Wastewater Name of Wastewater Collection Agency Wastewater Volume Metered or Estimated Wastewater Volume Collected from UWMP Service Area in 2020 (AFY) Name of Wastewater Agency Receiving Collected Wastewater Wastewater Treatment Plant Name Wastewater Treatment Plant Located within UWMP Area WWTP Operation Contracted to a Third Party SSLOCSD Estimated 1,126 SSLOCSD Wastewater Treatment Plant No No Table 6-7. Wastewater Treatment and Discharge within Service Area in 2020 Wastewater Treatment Plant Name Discharge Location Name or Identifier Discharge Location Description Wastewater Discharge ID Number Method of Disposal Plant Treats Wastewater Generated Outside the Service Area Treatment Level 2020 Volumes (AFY) Wastewater Treated Discharged Treated Wastewater Recycled Within Service Area Recycled Outside of Service Area Instream Flow Permit Requirement Wastewater Treatment Plant Ocean Outfall Pacific Ocean CA0048003 Ocean outfall Yes Secondary, Disinfected - 2.2 1,126 0 0 0 No Table 6-8. 2015 UWMP Recycled Water Use Projection Compared to 2020 Actual Use Type 2015 Projection for 2020 2020 Actual Use Agricultural irrigation 0 0 Landscape irrigation 0 0 Commercial irrigation 0 0 Golf course irrigation 0 0 Wildlife habitat 0 0 Wetlands 0 0 Industrial reuse 0 0 Groundwater recharge 0 0 Seawater barrier 0 0 Geothermal/Energy 0 0 Indirect potable reuse 0 0 Total 0 0 Page 379 of 699 This page is intentionally blank for double-sided printing. Page 380 of 699 Section 6.0 Water Supply Characterization City of Arroyo G rande 6 -18 Dra ft 202 2 Urban Water Management Plan 6.5.2 Potential, Current, and Projected Recycled Water Uses SSLOCSD currently treats its effluent to a secondary level but could treat to a Disinfected Secondary-23 treatment level, as defined by California Code of Regulations Title 22 requirements. Figure 6-5 shows the locations of the Pismo Beach WWTP and the SSLOCSD WWTP. Page 381 of 699 Section 6.0 Water Supply Characterization City of Arroyo G rande 6 -19 Dra ft 202 2 Urban Water Management Plan Figure 6-5. SSLOCSD and Pismo Beach WWTFs and Outfall Page 382 of 699 Section 6.0 Water Supply Characterization City of Arroyo G rande 6 -20 Dra ft 202 2 Urban Water Management Plan 6.5.2.1 Actions to Exchange and Optimize Future Recycled Water Use In 2015, the City of Pismo Beach completed the Recycled Water Facilities Planning Study (RWFPS) to investigate alternatives for constructing a recycled water system that will enable the City to produce and beneficially use recycled water to enhance its water supply portfolio. The City of Pismo Beach developed goals and objectives for recycled water through numerous meetings held with potential stakeholders, partner agencies and City staff, considering information presented in prior water supply and recycled water studies, and based on direction given by the Pismo Beach City Council. The RWFPS alternatives analysis concluded that groundwater recharge is the most favorable alternative. The project has since become known as Central Coast Blue, previously known as the Regional Groundwater Sustainability Project. The RWFPS was adopted by the City Council on April 21, 2015 and was endorsed by all NCMA agencies. The City of Pismo Beach completed and finalized an Environmental Impact Report in 2021. Final design began in 2022 for the Advanced Treatment Facility and distributed infrastructure that will facilitate injection of advanced purified water into the groundwater basin. This Indirect Potable Reuse (IPR) project will provide additional recharge for the basin, provide a drought- proof source of supply for the region, and protect the basin from seawater intrusion. The project is planned to be constructed in two phases, with Phase 1 of the project producing an estimated 800 AFY of recycled purified water which will be injected at four injection well sites and Phase 2 producing up to 3,500 AFY injected at 5 sites. Groundwater modeling has indicated that additional yield in excess of the Phase 1 production may be able to be extracted from the basin due to the creation of the seawater intrusion barrier . In early 2022, the City approved a Cost Sharing Agreement with the cities of Grover Beach and Pismo Beach, which secures an estimated 25%, or 200 AFY, of water from Central Coast Blue to be recovered from the SMGB assuming the project will provide 800 AFY of additional groundwater production potential. In October of 2022 the Central Coast Blue Regional Recycled Water Authority was formed through a Joint Exercise of Powers Agreement by the project partners. Table 6-9 and Table 6-10 show the City’s share of the Central Coast Blue yield from the SMGB once the project is implemented. Table 6-9. Methods to Expand Future Recycled Water Use NAME OF ACTION DESCRIPTION PLANNED IMPLEMENTATION YEAR EXPECTED INCREASE OF RECYCLED WATER USE IPR Central Coast Blue - Groundwater Recharge 2026 200 Page 383 of 699 This page is intentionally blank for double-sided printing. Page 384 of 699 Section 6.0 Water Supply Characterization City of A rroyo Grande 6 -21 Draft 202 2 Urban Water Management Pl an Table 6-10. Recycled Water within Service Area Name of Supplier Producing (Treating) the Recycled Water: Central Coast Blue Regional Recycled Water Authority Name of Supplier Operating the Recycled Water Distribution System: Central Coast Blue Regional Recycled Water Authority Supplemental Volume of Water Added in 2020: 0 Source of 2020 Supplemental Water: N/A Beneficial Use Type Potential Beneficial Uses of Recycled Water Amount of Potential Uses of Recycled Water General Description of 2020 Uses Level of Treatment 2020 2025 2030 2035 2040 2045 Agricultural irrigation Landscape irrigation (excludes golf courses) Golf course irrigation Commercial use Industrial use Geothermal and other energy production Seawater intrusion barrier Recreational impoundment Wetlands or wildlife habitat Groundwater recharge (IPR)1 Advanced Water Treatment and Injection Wells 1 Advanced 0 0 200 200 200 200 Reservoir water augmentation (IPR) Direct potable reuse Other Page 385 of 699 This page is intentionally blank for double-sided printing. Page 386 of 699 Section 6.0 Water Supply Characterization City of Arroyo Gra nde 6 -22 Draft 202 2 Urban Water Managemen t Plan 6.6 Desalinated Water Opportunities The District, in coordination with PG&E, performed an assessment of the feasibility to deliver desalinated water from the Diablo Canyon Power Plant, near Avila Beach, California, to the current Zone 3 member agencies, along the Lopez Pipeline. Preliminary estimates indicate that between 500 AFY to 1,300 AFY could be delivered from the project. Additional analysis regarding this opportunity is on hold due to the tentative closure of the Diablo Canyon Power Plant and PG&E is not considering moving forward with the concept. The District is developing the Desalination Executable Solution and Logistics Plan (DESAL Plan) to assess various desalination project concepts. The DESAL Plan is anticipated to be available in 2028. 6.7 Water Exchanges and Transfers 6.7.1 Exchanges The City currently does not exchange water with its neighboring water suppliers. The City is considering partnering with OCSD on a short-term water supply agreement. 6.7.2 Transfers The City currently does not transfer water with its neighboring water suppliers. 6.7.3 Emergency Interties The City has an emergency intertie with Grover Beach that allows for the transfer of water during emergency conditions. The City is considering pursuing an emergency connection with Golden State Water Company’s Cypress Ridge system. 6.7.4 Future Water Projects As discussed in Section 6.5.2, the City of Pismo Beach has initiated design for Phase 1 of Central Coast Blue. This project will provide additional recharge for the SMGB and will provide a drought-proof source of supply for the region. Phase 1 of Central Coast Blue will treat effluent flows from the City of Pismo Beach WWTP. Phase 2 of the project would expand the Advanced Treatment Facility to treat and inject flows from the SSLOCSD WWTP. As discussed in Section 6.3.1, the City’s 2021 Water Supply Alternatives Update, available in Appendix I, reviewed previous supply alternatives and ultimately recommended continued participation in Central Coast Blue and two short-term alternatives, including partnering with OCSD on a short-term water supply agreement and pursuing an emergency connection with Golden State Water Company’s Cypress Ridge system. These supply alternatives are preliminary and do not have associated additional reliable supply volumes identified at this time. See Appendix I for more details. Page 387 of 699 Section 6.0 Water Supply Characterization City of Arroyo Gra nde 6 -23 Draft 202 2 Urban Water Managemen t Plan In 2022, the District set aside 1,000 AF of its stored SWP water for emergency use. In early 2023, it secured the capacity to deliver that water under a separate agreement with the Central Coast Water Authority (CCWA). The County intends to make this water available to local agencies that have established a qualifying need as identified in the District’s draft document, "Proposed Guidelines for Allocation of Emergency State Water Project (SWP) Water," 10/18/2022. For non-SWP Subcontractors (like Arroyo Grande), this water would be made available under a water transfer agreement with the District to specify the terms and conditions and the associated costs. 6.7.5 Climate Change Effects As described in Section 4.4, reductions in future groundwater supply due to impacts associated with climate change were considered as part of the projected groundwater supply discussed previously in Section 6 and in Section 7. Page 388 of 699 Section 6.0 Wate r Supply Characterization City of Arroyo Gra nde 6 -24 Draft 202 2 Urban Water Managemen t Plan 6.8 Energy Intensity In 2020, the City used 280 kilowatt-hours (kwh) for every Acre-foot (AF) of water produced. Energy usage includes potable deliveries. A summary of energy used to extract and divert, place into storage, convey, treat, and distribute the City’s supplies for 2020 is provided in Table 6-11. Table 6-11. Recommended Energy Reporting – Total Utility Approach Urban Water Supplier Operational Control Start Date for Reporting Period: 1/1/2020 Sum of All Water Management Practices Non-Consequential Hydropower End Date for Reporting Period: 12/31/2020 Total Utility Hydropower Net Utility Total Volume of Water Entering Process (AF) 2,319 N/A 2,319 Energy Consumed (kWh) 650,000 N/A 650,000 Energy Intensity (kWh/AF) 280 N/A 280 Page 389 of 699 This page is intentionally blank for double-sided printing. Page 390 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo Gra nde 7 -1 Draft 202 2 Urban Water Managemen t Plan 2022 URBAN WATER MANAGEMENT PLAN 7.0 Water Service Reliability and Drought Risk Assessment This section d esc r ibes wa ter service reliability through 2045. As require d by the UWMP Act, the assessm ent must compare total projected water supply and demands over the next 20 years in five -year incr ements under normal, single dry water years, and multiple dry water year s. This s ection also includes the drought risk assessmen t (DRA), which provides a quic k snapshot of the anticipated surplus or defic it if a drought were to occur in the next five years . IN THIS SECTION • Water Service Reliability Assessment • Drought Risk Ass essment Page 391 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo Gra nde 7 -2 Draft 202 2 Urban Water Managemen t Plan Water service reliability is determined based on security, availability, and dependability of water supplies and water system infrastructure. The supply reliability assessment discusses factors (i.e., climatic, environmental, water quality and legal) that could potentially limit the expected quantity of water available from the City’s current and projected sources of supply through 2045. Multiple drought scenarios are considered and the quantitative impacts of the aforementioned factors on water supply and demand are discussed, as well as possible methods for addressing these issues. Evaluating water service reliability is critical for water management as it can help identify potential problems before these happen. Water managers can then take proactive steps to mitigate shortages by encouraging water use efficiency, securing new water supplies and/or investing in infrastructure. The City’s UWMP water service reliability assessment and DRA results indicate that supply can meet demand over the next 25-years under normal, single dry water years, and multiple dry water years. 7.1 Water Service Reliability Assessment The City’s UWMP water service reliability assessment compares total projected water supply and demands over the next 25 years in five-year increments under normal, single dry water year, and five-year consecutive dry period. The approach for the analysis and results are discussed in this section. 7.1.1 Constraints on Water Sources There are a variety of factors that can impact water supply reliability. Factors impacting the City’s supply sources are indicated as appropriate in Table 7-1. A brief discussion on each of these factors is provided below. A fundamental factor that affects water supply reliability is the hydraulic capacity of supply and distribution system facilities (e.g., groundwater wells, treatment facilities, transmission mains). However, as the City continues to grow it will construct the additional supply and distribution system facilities necessary to accommodate the increased water demands associated with this growth. For this reason, the physical capacity of the City’s supply facilities is assumed to not be a limiting factor affecting the reliability of the City’s supply in the future and is not listed in Table 7-1. Table 7-1. Factors Affecting Water Supply Reliability WATER SUPPLY SOURCES LEGAL ENVIRONMENTAL WATER QUALITY CLIMATIC Lopez Reservoir X X X X Groundwater X X X X Page 392 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo Gra nde 7 -3 Draft 202 2 Urban Water Managemen t Plan 7.1.1.1 Legal Factors The legal factors affecting supply reliability apply to the City’s entitlement to groundwater from the SMGB. Since the SMGB is adjudicated, the City is currently entitled to 1,323 AFY of groundwater from the SMGB, as dictated by the Management Agreement and Judgment (Appendix F). The Judgment suggests that the entitled groundwater rights may be decreased in the future if drought and/or overdraft conditions persist. Therefore, if groundwater supplies are limited or reduced in this area, the City’s entitlement may be reduced. Once implemented, Central Coast Blue will help to protect groundwater resources, enhance supply, and minimize the impacts due to possible seawater intrusion. Additionally, the District is in discussions with the State Water Resources Control Board regarding obtaining an amended water rights permit for its operation of Lopez Reservoir. The current permit only allows for “diversion to storage” and not “direct diversion”. Currently, the Lopez Reservoir utilizes “direct diversion” as part of its normal operations. The District is requesting a time extension on its original permit to allow it to submit its application for an amended permit that would allow for “direct diversion”. However, an amended permit cannot be obtained without a Habitat Conservation Plan (HCP), which is described in the Environmental Factors section below. The District and the Zone 3 Contractors amended their water supply contracts in 2022 to allow the Contractors to store their unused allocations in Lopez Reservoir in addition to other provisions for storing SWP water. Contract changes are intended to encourage storage of water in the reservoir to improve water supply resiliency. Various related changes to the contracts include: - Descriptions of what type of water an Agency can put into storage, water put into storage must comply with Article 9, and water in storage is subject to spill losses and Article 4(A) Legally Required Releases - Changed calculation of Surplus Water to include that undelivered annual entitlement water put into storage is considered delivered water and that stored Lopez water is subject to losses such as spill and evaporation - Required environmental releases related to a future HCP constitutes as "Legally Required Releases" 7.1.1.2 Environmental Factors Environmental factors affecting water supply reliability typically include concerns over protection of ecosystems, particularly for fish and wildlife resources. To date, the City’s groundwater supply has not been impacted by any environmental factors. Surface water from the Lopez Reservoir, managed by the District, is a generally reliable water supply source for the City. However, downstream releases have the potential to be affected by the presence of steelhead trout and the California red-legged frog that utilize the Arroyo Grande Creek watershed downstream of Lopez Dam and are considered threatened species under the Page 393 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo Gra nde 7 -4 Draft 202 2 Urban Water Managemen t Plan Federal Endangered Species Act. The Endangered Species Act permits non-federal entities to obtain incidental take authorization for protected species by developing a Habitat Conservation Plan. The development of a Habitat Conservation Plan and the associated approval of the updated downstream release program is required to allow the District to obtain an amended water rights permit from the State Water Resources Control Board. As of February 2015, the District initiated a new draft of the Habitat Conservation Plan that incorporates an updated model. Current efforts include the development of an integrated surface/groundwater model for the Arroyo Grande Creek Watershed. The updated model will be a key tool to allow Zone 3 and the Contract Agencies to better understand the relationship between downstream release and groundwater pumping on the availability of habitat in lower Arroyo Grande Creek. It is envisioned that the model will allow for the development of a new downstream release program that will be proposed to the environmental regulatory agencies. The updated downstream release program and the Habitat Conservation Plan are intended to provide a plan for the operation of Lopez Reservoir that fulfills the contractual water supply obligations to the Zone 3 contractors and provides releases for downstream agricultural users, and habitat enhancement for steelhead, red-legged frog, and other environmentally sensitive biota in lower Arroyo Grande Creek. 7.1.1.3 Water Quality Factors The primary water quality factor affecting supply reliability for the City is the threat of seawater intrusion into fresh groundwater aquifers. Under natural and historical conditions, a net outflow of freshwater from the groundwater basin towards the ocean has kept the seawater/freshwater interface from moving onshore. However, the NCMA monitoring event of 2009 indicated coastal groundwater elevations that were below MSL and detect water quality constituents consistent with incipit seawater intrusion. Affected coastal cities (including the City) implemented water conservation methods and reduced groundwater pumping, ultimately resulting in significant recovery of groundwater elevations to above MSL in 2010 and 2011. However, during the extended drought of 2012 - 2016, the groundwater levels in the NCMA sentry wells have dropped to levels similar to those seen in 2009 and have periodically gone below 7.5 MSL since 2016, even with the continued reduced municipal pumping. To further evaluate the continued threat of seawater intrusion, a groundwater model was developed and utilized to evaluate potential future pumping scenarios and their impact on the basin. The results of these scenarios indicate that NCMA agencies may not pump the full groundwater entitlements on a consistent basis without creating the potential for seawater intrusion (Geoscience 2019). To improve water supply reliability for groundwater supplies, the City is participating in development of Central Coast Blue, an indirect potable reuse project that will create a seawater intrusion barrier through injection of advanced purified wastewater. The City is required by the Safe Drinking Water Act to prepare an annual Consumer Confidence Report, which is an annual water quality report. The purpose of the Consumer Confidence Report is to raise customers' awareness of the quality of their drinking water, where there drinking water comes from, what it takes to deliver water to their homes, and the importance of Page 394 of 699 Section 7.0 Wate r Service Reliability and Drought Risk Assessment City of Arroyo Gra nde 7 -5 Draft 202 2 Urban Water Managemen t Plan protecting drinking water sources. The City has treated its delivered water to meet state and federal standards. 7.1.1.4 Climatic Factors Climatic factors affecting the reliability of a given water supply system generally are a function of seasonal precipitation and runoff characteristics. As such, drought conditions pose threats to availability of both surface water and groundwater supplies. The 2021 NCMA Annual Report describes the following impacts of drought: Extended drought conditions in recent years have contributed to record low water levels in Lopez Lake… the Zone 3 agencies developed and implemented the LRRP in response to reduced water in storage in the lake. The LRRP is intended to reduce municipal diversions and downstream releases as water levels drop to preserve water within the reservoir for an extended drought. Despite above-average precipitation in 2016, 2017, and 2019 the LRRP has been reactivated in 2021 in response to declining storage in the reservoir. Water from Lopez Lake may be significantly reduced or unavailable to the Zone 3 agencies in the event of prolonged future drought. Without access to water from Lopez Lake, the NCMA agencies and local agriculture stakeholders may be forced to rely more heavily on their groundwater supplies and increase pumping during extended drought conditions, which could result in lowering water levels in the aquifer and an increased threat from seawater intrusion. Moreover, a reduction in downstream releases from the reservoir, as mandated by the LRRP, likely will lead to reduced recharge to the NCMA portion of the SMGB and further contribute to declining groundwater levels. … Several measures are employed by the NCMA agencies to reduce the potential for seawater intrusion. Specifically, the NCMA agencies have voluntarily reduced coastal groundwater pumping; decreased overall water use via conservation; and initiated plans, studies, and institutional arrangements to secure additional surface water supplies. … A major initiative that will provide significant protection to the threat of seawater intrusion is the development of Central Coast Blue. (GSI Water Solutions April 13, 2022) 7.1.1.5 Response to Factors In response to the legal, environmental, water quality, and climatic factors mentioned above that could potentially impact the availability of the City’s existing water supply in the future, the City is participating in development of Central Coast Blue and advocating for continued conservation as described in Sections 7.0 and 9.0. Short-term water shortages due to these factors are addressed through implementation of the City’s Water Shortage Contingency Plan summarized in Section 8.0 and provided in Appendix D Central Coast Blue will provide a drought-resistant, sustainable local water supply for the City while also improving and protecting the water quality in the SMGB, therefore enhancing the health of the larger watershed. Since the flow of wastewater is typically reliable even during dry years, the City anticipates that it will be able to provide significant enhancement of groundwater supplies and protection of groundwater resources when threatened by drought conditions. Page 395 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo Gra nde 7 -6 Draft 202 2 Urban Water Managemen t Plan 7.1.2 Year Type Characterization Groundwater The City’s right to pump groundwater from the SMGB is defined within the Judgment (Appendix F), which states that the NCMA agencies (the City included) have a paramount right to withdraw 4,330 AFY (including agricultural conversion credits) from the NCMA Area of the SMGB. The City is entitled to 1,323 AFY of this total, as indicated in the Management Agreement with other water purveyors in the NCMA (Appendix F). The Judgment also states that the court may exercise its equity powers in the condition that the SMGB becomes over drafted. However, there is no current language in the Judgment that stipulates the amount that supply entitlements may be reduced. Recent groundwater model Phase 1B indicates that only 27% of groundwater entitlement can be pumped on a long-term consistent basis by the municipal agencies without potentially inducing seawater intrusion, so this was chosen as the average year supply (Geoscience 2019). The City continues to make planning efforts to limit its groundwater pumping to within sustainable amounts due to the threat of seawater intrusion. Therefore, as described in Section 6.5.2, the City intends to participate in development of Central Coast Blue to enhance groundwater supply reliability. Central Coast Blue will be supplied with recycled water from the City of Pismo Beach’s WWTP. Since the flow of wastewater is typically reliable even during dry years, the City of Pismo Beach and participating agencies anticipate that Central Coast Blue will be able to provide significant enhancement of groundwater supplies and protection of groundwater resources when threatened by drought conditions. See Table 7-3 for the groundwater water year type characterization. Due to the threat of seawater intrusion, it is assumed that the City will not pump its full entitlement during average year conditions but would have access to full entitlement during drought conditions, if needed. It is additionally assumed that Central Coast Blue will provide additional groundwater protection and supply availability during normal and dry year conditions. Additionally, the City can pump water from the Pismo Formation. The Pismo Formation is not adjudicated and has not been identified as over drafted or projected to be over drafted by DWR. The groundwater yield is estimated to be approximately 540 AFY, however the City’s wells only have the capacity to pump approximately 160 AFY from the Pismo Formation. Lopez Reservoir The supply reliability of the City’s surface water entitlement from the Lopez Project is determined by the District and based on reservoir storage, historical entitlements in average, single dry year, and consecutive dry year conditions. According to the Zone 3 2020 UWMP, the Lopez Reservoir is a very reliable source of water with an annual safe yield of 8,730 AFY. However, during extended drought conditions entitlements may be reduced as part of the LRRP. In December 2014, the LRRP was adopted and initiated in 2015 and 2021 when storage reached below 20,000 AF. The enactment of Stage 2 of the LRRP results in a 10% decrease in municipal and downstream releases as shown in Table 6-4 and Table 6-5. The Zone 3 2020 Page 396 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo Gra nde 7 -7 Draft 202 2 Urban Water Managemen t Plan UWMP projected that municipal entitlements will remain constant at 4,530 AFY through 2045 during normal years. The Zone 3 2020 UWMP also projected supplying all contracted agencies with their requested entitlements in full during the first three of five consecutive dry years, with a 10% reduction in entitlements during single dry years and the fourth and fifth of five consecutive dry years. However, since the Zone 3 2020 UWMP was developed, storage levels went below 15,000 AF in 2021 and 2022, which resulted in a proactive and voluntary 20% entitlement reduction in anticipation of storage levels dropping below 10,000 AF. However, the Zone 3 Advisory Committee endorsed an end of LRRP and return to 100% Lopez Entitlements retroactive to April 1, 2022 following significant rainfall in January 2023. Therefore, it is assumed that without Zone 3 contractors’ proactive and voluntary entitlement reduction of 20% in 2022 and the significant amounts of rainfall in January 2023, the reservoir could have been below 10,000 AF, thus requiring a 20% entitlement reduction. See Table 7-6 for the Lopez Lake water year type characterization based on historical conditions and assumptions. In accordance with CWC Section 10635(a), every urban water supplier must provide their expected water service reliability for a normal year, single dry year, and five consecutive dry years for 2025, 2030, 2035, 2040, and optionally 2045. DWR defines these years as: • Normal Year: this condition represents a single year or averaged range of years that most closely represents the average water supply available. • Single Dry Year: the single dry year is recommended to be the year that represents the lowest water supply available. • Five-Consecutive Year Drought: the driest five-year historical sequence for the supplier, which may be the lowest average water supply available for five years in a row. To assess normal and dry years and provide the basis for water year data, historical groundwater, purchased water, and precipitation were analyzed for 2007-2022, which includes supply reliability and demand changes in wet and dry years. While historical conditions inform the basis for water year data, each supply source has its own unique reliability conditions that will vary from past years’ conditions. The volumes of water available from groundwater and Lopez Lake under average, single dry, and five-year consecutive dry year periods are shown in Table 7-5 and Table 7-6 as the basis of water years for the reliability assessment. The City's historical groundwater, purchased water, and precipitation were analyzed for 2007- 2022 as shown in Figure 7-1 and Table 7-4. The City reduced groundwater pumping drastically following the 2009 indications of a threat of seawater intrusion. While 2008 is the year closest to average precipitation, 2012 was selected as the normal year with close to average precipitation after seawater intrusion threat detection in 2009. The single dry year is represented by the year 2013 because it reflects the lowest precipitation since 2007. The five-consecutive year drought for all supplies except Lopez Lake are represented by 2012-2016 because it reflects one of the lowest five-year averages of precipitation and it coincides with the Statewide drought period declared by the Governor that required conservation. However, due to unprecedented drought Page 397 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo Gra nde 7 -8 Draft 202 2 Urban Water Managemen t Plan conditions and deliveries reduction from Lopez Lake in 2021 and 2022, the Lopez Lake potential five-consecutive year drought is represented by 2018-2022. Figure 7-1. Groundwater, Purchased Water and Precipitation 2007-2022 Page 398 of 699 Section 7.0 Water Service Reliability and Drough t Risk Assessment City of Arroyo G rande 7 -9 Draft 202 2 Urban Water Management Plan Table 7-2. Groundwater and Purchased Water 2011-2022 Groundwater (AFY) Purchased Water (AFY) Groundwater (% of Total) Purchased Water (% of Total) 2007 1272 2318 35% 65% 2008 1164 2350 33% 67% 2009 879 2377 27% 73% 2010 610 2346 21% 79% 2011 349 2573 12% 88% 2012 330 2692 11% 89% 2013 388 2723 12% 88% 2014 121 2631 4% 96% 2015 87 2152 4% 96% 2016 244 1704 13% 87% 2017 134 2059 6% 94% 2018 49 2163 2% 98% 2019 105 2034 5% 95% 2020 77 2242 3% 97% 2021 153 2158 7% 93% 2022 168 1822 8% 92% Page 399 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo G rande 7 -10 Draft 202 2 Urban Water Management Plan Table 7-3. Basis for Water Year Data (Reliability Assessment): Groundwater - AVAILABLE SUPPLY IF YEAR TYPE REPEATS – SMGB* AVAILABLE SUPPLY IF YEAR TYPE REPEATS- PISMO FORMATION Year Type Base Year Volume Available Percent of Average Supply Volume Available Percent of Average Supply Average Year 2012 1,523 100% 160 100% Single Dry Year 2013 1,523 100% 160 100% Consecutive Dry Years 1st Year 2012 1,523 100% 160 100% Consecutive Dry Years 2nd Year 2013 1,523 100% 160 100% Consecutive Dry Years 3rd Year 2014 1,523 100% 160 100% Consecutive Dry Years 4th Year 2015 1,523 100% 160 100% Consecutive Dry Years 5th Year 2016 1,523 100% 160 100% *Multiple versions of DWR Table 7-1 are being used. This table is displaying the basis of water year for groundwater assuming full entitlement of 1,323 AFY and 200 AFY from Central Coast Blue by 2026. The City will continue to make planning efforts to limit its groundwater pumping to within sustainable amounts due to the threat of seawater intrusion but would have access to full entitlement during drought conditions, if needed. The City assumes 27% of the City’s SMGB groundwater entitlement (27% x 1,323 AFY = 357 AFY) can be pumped on a long-term basis without potentially inducing seawater intrusion (Geoscience 2019) and 200 AFY will be available from Central Coast Blue by 2026. Page 400 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo G rande 7 -11 Draft 202 2 Urban Water Management Plan Table 7-4. Basis for Water Year Data (Reliability Assessment): Lopez - AVAILABLE SUPPLY IF YEAR TYPE REPEATS Year Type Base Year Volume Available Percent of Average Supply Average Year 2016 2,290 100% Single Dry Year 2014 2,290 100% Consecutive Dry Years 1st Year 2018 2,290 100% Consecutive Dry Years 2nd Year 2019 2,290 100% Consecutive Dry Years 3rd Year 2020 2,290 100% Consecutive Dry Years 4th Year 2021 2,061 90% Consecutive Dry Years 5th Year 2022 1,832 80% *Multiple versions of Table 7-1 are being used. This table is displaying the basis of water year for an Average Year and Single Dry Year of Lopez water based on the Zone 3 2020 UWMP (Water Systems Consulting, Inc. September 2021). Due to unprecedented drought conditions and deliveries reduction from Lopez Lake in 2021 and 2022, the Lopez Lake potential five-consecutive year drought is represented by 2018-2022. Page 401 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo Grande 7 -12 Draft 202 2 Urban Water Management Plan 7.1.3 Water Service Reliability Results of the water supply and demand analysis for normal, single dry, and consecutive five- year drought are shown in the following sections. The City expects to meet demands under all water year scenarios. However, in order to meet demands, the City will require continued water conservation efforts and is pursuing multiple supply alternatives as discussed in Sections 6.3.1 and 6.7.4 and Appendix I , including: - Continued participation in Central Coast Blue development - Partnering with OCSD on a short-term water supply agreement - Pursuing an emergency connection with Golden State Water Company’s Cypress Ridge system. If necessary, the City may increase pumping up to its entitlement amount. 7.1.3.1 Water Service Reliability – Normal Year Table 7-7 compares the total supply and demand for the 25-year projection under normal (average) conditions. The available supplies during a normal year represent 100% of Pismo Formation production capabilities, 100% Lopez Lake entitlements, 27% of the City’s groundwater entitlement to the NCMA portion of the SMGB, and 200 AFY from Central Coast Blue. Recent SMGB groundwater model Phase 1B indicates that 27% of groundwater entitlement may be pumped on a long-term consistent basis by the municipal agencies without potentially inducing seawater intrusion so this was chosen as the average year supply (Geoscience 2019). Table 7-5. Normal Year Supply and Demand Comparison 2025 2030 2035 2040 2045 Supply Totals 2,807 3,007 3,007 3,007 3,007 Demand Totals* 2,365 2,411 2,458 2,507 2,556 Difference: 443 596 549 501 451 * See Section 4.1.3 for demand projection methodology 7.1.3.2 Water Service Reliability – Single-Dry Year Table 7-8 compares the total supply and demand for the 25-year projection under a single dry year. The demands and supplies are expected to be the same as normal year conditions. Page 402 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo Grande 7 -13 Draft 202 2 Urban Water Management Plan Table 7-6. Single Dry Year Supply and Demand Comparison 2025 2030 2035 2040 2045 Supply Totals 2,807 3,007 3,007 3,007 3,007 Demand Totals* 2,365 2,411 2,458 2,507 2,556 Difference: 443 596 549 501 451 * See Section 4.1.3 for demand projection methodology 7.1.3.3 Water Service Reliability – Five Consecutive Dry Years Table 7-9 compares the total supply and demand under consecutive five-year drought conditions for the 25-year planning horizon. Supplies shown assume reductions in Lopez water as shown in Table 7-4. The City will continue to make planning efforts to limit its groundwater pumping to within sustainable amounts due to the threat of seawater intrusion but would have access to full entitlement during drought conditions, if needed. Therefore, the City anticipates keeping groundwater pumping under 557 AFY (357 AFY without Central Coast Blue) in the first three dry years but may increase pumping beyond 27% of its entitlement in the fourth and fifth dry years. It is additionally assumed that Central Coast Blue will provide an additional 200 AFY of groundwater protection and supply availability during normal and dry year conditions starting in 2026. Additionally, the City will continue to promote conservation and is pursuing multiple supply alternatives as discussed in Sections 6.3.1 and 6.7.4 and Appendix I . Additional information regarding the City’s water conservation and water shortage efforts is available in Section 9 and Appendix D. The City’s supplies will meet the projected demands even during consecutive dry years conditions. Table 7-7. Multiple Dry Years Supply and Demand Comparison 2025 2030 2035 2040 2045 First Year Supply Totals 2,807 3,007 3,007 3,007 3,007 Demand Totals 2,365 2,411 2,458 2,507 2,556 Difference: 443 596 549 501 451 Second Year Supply Totals 3,007 3,007 3,007 3,007 N/A Demand Totals 2,374 2,420 2,468 2,516 N/A Page 403 of 699 Section 7.0 Water Servic e Reliability and Drought Risk Assessment City of Arroyo Grande 7 -14 Draft 202 2 Urban Water Management Plan 2025 2030 2035 2040 2045 Difference: 633 587 539 491 N/A Third Year Supply Totals 3,007 3,007 3,007 3,007 N/A Demand Totals 2,383 2,430 2,478 2,526 N/A Difference: 624 577 530 481 N/A Fourth Year Supply Totals 2,778 2,778 2,778 2,778 N/A Demand Totals 2,392 2,439 2,487 2,536 N/A Difference: 386 339 291 242 N/A Fifth Year Supply Totals 2,549 2,549 2,549 2,549 N/A Demand Totals 2,402 2,449 2,497 2,546 N/A Difference: 148 100 52 3 N/A *N/A values reflect years beyond the UWMP planning horizon of 2045 and are not applicable. If needed in fourth and fifth dry years, the City will use a combination of conservation measures, Water Shortage Contingency Plan response actions (Appendix D ), surplus ("Carry Over" water as designated in the LRRP) or stored Lopez water available from the preceding years, increased groundwater pumping within the City’s entitlement, or other potential supply sources, such as SWP water. The City is pursuing multiple supply alternatives as discussed in Sections 6.3.1 and 6.7.4 and Appendix I . 7.1.4 Descriptions of Management Tools and Options The City is currently working on implementing Central Coast Blue to create a local and drought- resistant water supply, which bolsters local groundwater reliability by creating a seawater intrusion barrier and enhancing recharge to the groundwater basin. The City is also continuing to promote conservation and is pursuing multiple supply alternatives as discussed in Sections 6.3.1 and 6.7.4 and Appendix I . 7.2 Drought Risk Assessment New to the UWMP, CWC Section 10635 (b) now requires a drought risk assessment (DRA). The DRA provides a quick snapshot of the anticipated surplus or deficit if a five-consecutive year drought were to occur in the next five years. The DRA can be modified or updated outside of the UWMP five-year plan cycle, so a description of the data, methodology, and basis for shortage conditions must be included in this UWMP. The DRA evaluates each water supply’s reliability and compares available water supplies and projected demands during a consecutive five-year drought scenario. This short-term analysis can help water suppliers foresee undesired Page 404 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo Grande 7 -15 Draft 202 2 Urban Water Management Plan risks, such as upcoming shortages, and provide time to evaluate and implement the necessary response actions needed to mitigate shortages in a less impactful manner to the community and environment. 7.2.1 Data, Methods, and Basis for Water Shortage Condition The DRA builds on the water service reliability analysis from Section 7.1, which incorporated assessment of historical consumption data by customer class, populated from billing records, and historical supply data by source from production reports. Based on this data, historical demand has never exceeded available supply. For this DRA analysis, normal year demand conditions and five-consecutive year drought supply conditions were considered for 2021-2025. As described in Section 4, demands were estimated using a GPCD method that projected the annual demands based on the assumption that the future GPCD will trend toward the 2020 usage of 117 GPCD by 2025 and stay constant thereafter. An interpolation was completed to estimate the GPCD for 2023-2025 from actual 2021 and 2022 demand. The total demand was estimated by multiplying the GPCD times the projected populations for these years. Future demand could change due to a variety of factors and this UWMP projects demand to proactively develop water resources management strategies for these potential demands. The City is aware that future water use standards are under development by DWR, which will supersede older water use efficiency standards, and will likely require demands to be lower than previous requirements. Therefore, the City plans to continue encouraging and implementing water use efficiency measures to support meeting future water use standards and to enhance resiliency for drought and other water shortage conditions. As described in Section 7.1, supply is reliable under normal, single dry, and consecutive five-year drought. 7.2.2 DRA Individual Water Source Reliability As described previously, the City is working to make their supply sustainable by promoting continued conservation. To support the City’s supply management and conservation efforts, the City will monitor precipitation, groundwater levels, production capacity, and State standards for efficient water use. More details are provided in the Water Shortage Contingency Plan (WSCP) in Appendix D and WSCP summary in Chapter 8 about how these factors are established, monitored, and used to make water resources management decisions. If certain criteria are met for these factors, shortage response actions from the City’s WSCP may be activated. 7.2.3 Total Water Supply and Use Comparison On July 13, 2021, the San Luis Obispo County Board of Supervisors declared a local drought emergency and initiated the LRRP on August 24, 2021. Under the LRRP, the City is subject to a 10% reduction in Lopez deliveries, which retroactively applies to the entire year of 2021. The City responded to this shortage by adopting a Stage 1 Water Shortage Emergency through Resolution No. 5119 on October 12, 2021. The Zone 3 2020 UWMP projected that municipal entitlements will remain constant at 4,530 AFY through 2045 during normal years. The Zone 3 2020 UWMP also projected supplying all Page 405 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo Grande 7 -16 Draft 202 2 Urban Water Management Plan contracted agencies with their requested entitlements in full during the first three of five consecutive dry years, with a 10% reduction in entitlements during single dry years and the fourth and fifth of five consecutive dry years. However, since the Zone 3 2020 UWMP was developed, storage levels went below 15,000 AF in 2021 and 2022, which resulted in a proactive and voluntary 20% entitlement reduction in anticipation of storage levels dropping below 10,000 AF. However, the Zone 3 Advisory Committee endorsed an end of LRRP and return to 100% Lopez Entitlements retroactive to April 1, 2022 following significant rainfall in January 2023. Therefore, it is assumed that without Zone 3 contractors’ proactive and voluntary entitlement reduction of 20% in 2022 and the significant amounts of rainfall in January 2023, the reservoir could have been below 10,000 AF, thus requiring a 20% entitlement reduction. This DRA assumes that 2021-2025 could reflect a consecutive five-year drought period as follows: • 2021 had shortage conditions historically experienced in the fourth and fifth dry years with a 10% reduction in Lopez deliveries. Actual production volumes are shown. • 2022 had shortage conditions historically experienced in the fourth and fifth dry years with a 10% reduction in Lopez deliveries for a majority of the water year and a voluntary and proactive 20% reduction, however there was a retroactive return to 100% Lopez Entitlements in January 2023 due to significant rainfall. Actual production volumes are shown. • 2023-2025 are anticipated to have full entitlements of all supply sources. The City will continue to make planning efforts to limit its groundwater pumping to within sustainable amounts due to the threat of seawater intrusion but would have access to full entitlement during drought conditions, if needed. The City assumes 27% of the City’s SMGB groundwater entitlement (27% x 1,323 AFY = 357 AFY) can be pumped on a long-term basis without potentially inducing seawater intrusion (Geoscience 2019). With 100% Lopez Entitlements and the implementation of continued conservation and pursuing multiple supply alternatives as discussed in Sections 6.3.1 and 6.7.4 and Appendix I , the City anticipates meeting projected demands within the next five years as shown in Table 7-10. Additional information regarding the City’s water conservation and water shortage efforts is available in Section 9 and Appendix D. Table 7-8. Five-Year Drought Risk Assessment 2021 Gross Water Use 2,311 Total Supplies 2,311 Surplus/Shortfall without WSCP Action 0 Planned WSCP Actions (Use Reduction and Supply Augmentation) WSCP (Supply Augmentation Benefit) 0 WSCP (Use Reduction Savings Benefit) 0 Revised Surplus/Shortfall 0 Resulting Percent Use Reduction from WSCP Action 0% Page 406 of 699 Section 7.0 Water Service Reliability and Drought Risk Assessment City of Arroyo Grande 7 -17 Draft 202 2 Urban Water Management Plan 2022 Gross Water Use 1,990 Total Supplies 1,990 Surplus/Shortfall without WSCP Action 0 Planned WSCP Actions (Use Reduction and Supply Augmentation) WSCP (Supply Augmentation Benefit) 0 WSCP (Use Reduction Savings Benefit) 0 Revised Surplus/Shortfall 0 Resulting Percent Use Reduction from WSCP Action 0% 2023 Gross Water Use 2,321 Total Supplies 2,807 Surplus/Shortfall without WSCP Action 486 Planned WSCP Actions (Use Reduction and Supply Augmentation) WSCP (Supply Augmentation Benefit) 0 WSCP (Use Reduction Savings Benefit) 0 Revised Surplus/Shortfall 486 Resulting Percent Use Reduction from WSCP Action 0% 2024 Gross Water Use 2,343 Total Supplies 2,807 Surplus/Shortfall without WSCP Action 465 Planned WSCP Actions (Use Reduction and Supply Augmentation) WSCP (Supply Augmentation Benefit) 0 WSCP (Use Reduction Savings Benefit) 0 Revised Surplus/Shortfall 465 Resulting Percent Use Reduction from WSCP Action 0% 2025 Gross Water Use 2,365 Total Supplies 2,807 Surplus/Shortfall without WSCP Action 443 Planned WSCP Actions (Use Reduction and Supply Augmentation) WSCP (Supply Augmentation Benefit) 0 WSCP (Use Reduction Savings Benefit) 0 Revised Surplus/Shortfall 443 Resulting Percent Use Reduction from WSCP Action 0% Page 407 of 699 This page is intentionally blank for double-sided printing. Page 408 of 699 Section 8.0 Water Shortage Contingency Plan City of Arroyo Grande 8 -1 Draft 202 2 Urban Water Management Plan 2022 URBAN WATER MANAGEMENT PLAN 8.0 Water Shortage Contingency Plan The WS CP is a detailed plan fo r how the City intends to predict and respond to foreseeable and unfor esee able water shortages. A water shortage occurs w hen the wa ter supply is reduced to a level that cannot support typical demand at any given time or reduction in demand is otherwise nee ded. IN TH IS S ECTION • Summary of the WSCP Page 409 of 699 Section 8.0 Water Shor tage Contingency Plan City of Arroyo Grande 8 -2 Draft 202 2 Urban Water Management Plan The WSCP is used to provide guidance to the City, staff, and the public by identifying anticipated shortages and response actions to allow for efficient management of any water shortage with predictability and accountability. The WSCP is a detailed proposal for how the City intends to act in the case of an actual water shortage condition. The WSCP is not intended to provide absolute direction but rather to provide options to manage water shortages. Official water shortage declarations by the City may include any combination of components described in the WSCP. Water shortages can be triggered by a hydrologic limitation in supply (i.e., a prolonged period of below normal precipitation), limitations or failure of supply and treatment infrastructure, compliance with State mandates for water use efficiency, or a combination of conditions. Hydrologic or drought limitations tend to develop and abate more slowly, whereas infrastructure failure tends to happen quickly and relatively unpredictably. Water supplies may be interrupted or reduced significantly in several ways, such as during a drought that limits supplies, an earthquake that damages water delivery or storage facilities, a regional power outage, or a toxic spill that affects water quality. The WSCP is a standalone document that can be modified as needed and is included as Appendix D. This WSCP describes the following: Water Supply Reliability Analysis: Summarizes the City’s water supply analysis and reliability and identifies the key issues that may trigger a shortage condition. Annual Water Supply and Demand Assessment Procedures: Describes the key data inputs, evaluation criteria, and methodology for assessing the system’s reliability for the coming year and the steps to formally declare any water shortage levels and response actions. Six Standard Shortage Levels: Establishes water shortage levels to clearly identify and prepare for shortages. Shortage Response Actions: Describes the response actions that may be implemented or considered for each level to reduce gaps between supply and demand as well as minimize social and economic impacts to the community. Communication Protocols: Describes communication protocols under each level to ensure customers, the public, and local government agencies are informed of shortage conditions and requirements. Compliance and Enforcement: Defines compliance and enforcement actions available to administer demand reductions. Legal Authority: Lists the legal documents that grant the City the authority to declare a water shortage and implement and enforce response actions. Financial Consequences of WSCP Implementation: Describes the anticipated financial impact of implementing water shortage levels and identifies mitigation strategies to offset financial burdens. Page 410 of 699 Section 8.0 Water Shortage Contingency Plan City of Arroyo Grande 8 -3 Draft 202 2 Urban Water Management Plan Monitoring and Reporting: Summarizes the monitoring and reporting techniques to evaluate the effectiveness of shortage response actions and overall WSCP implementation. Results are used to determine if shortage response actions should be adjusted. WSCP Refinement Procedures: Describes the factors that may trigger updates to the WSCP and outlines how to complete an update. Special Water Features Distinctions: Defines considerations and definitions for water use for decorative features versus pools and spas. Plan Adoption, Submittal, and Availability: Describes the WSCP adoption process, submittal, and availability after each revision. Page 411 of 699 This page is intentionally blank for double-sided printing. Page 412 of 699 Section 9.0 Demand Management Measures City of Arroyo Grande 9 -1 Draft 202 2 Urban Water Management Plan 2022 URBAN WATER MANAGEMENT PLAN 9.0 Demand Management Measures This section describes the City’s efforts to promot e wa ter use efficiency, reduce demand on water supp ly, and pr epare for future requiremen ts. IN THIS SECTION • Existing Demand Management Measures • Reporting Implemen tation Page 413 of 699 Section 9.0 Demand Management Measures City of Arroyo Grande 9 -2 Draft 202 2 Urban Water Management Plan This section describes the water conservation programs that the City has implemented for the past five years, is currently implementing, and plans to implement to continue meeting its SBX7-7 water use target and position for future State mandated water use efficiency standards that are currently under development by DWR. The section of the CWC addressing Demand Management Measures (DMM) was significantly modified in 2014, based on recommendations from the Independent Technical Panel (ITP) to the legislature. The ITP was formed by DWR to provide information and recommendations to DWR and the Legislature on new DMMs, technologies and approaches to water use efficiency. The ITP recommended, and the legislature enacted, streamlining the requirements from the 14 specific measures reported on in the 2010 UWMP to six more general requirements plus an “other” category for measures agencies implemented in addition to the required elements. The required measures are summarized in Table 9-1 and the following sections. Table 9-1. Demand Management Measures Measure 1 Water waste prevention ordinances 2 Metering 3 Conservation pricing 4 Public education and outreach 5 Programs to assess and manage distribution system real loss 6 Water conservation program coordination and staffing 7 Other demand management measures 9.1 Water Waste Prevention Ordinances According to the DWR 2020 UWMP Guidebook, a water waste ordinance explicitly states the waste of water is to be prohibited. The ordinance may prohibit specific actions that waste water, such as excessive runoff from landscape irrigation, or use of a hose outdoors without a shut off nozzle. On April 7, 2017, the Governor’s Executive Order B-40-17 rescinded the April 25, 2014 Emergency Proclamation and Executive Orders B-26-14, B-28-14, B29-15, and B-36-15. However, this order maintained several permanent prohibitions of wasteful practices as outlined in Order B-37-16. Page 414 of 699 Section 9.0 Demand Management Measures City of Arroyo Grande 9 -3 Draft 202 2 Urban Water Management Plan In Chapter 13.05 of the City’s Municipal Code (see Appendix D), which adopted water use restrictions consistent with State Water Resource Control Board Emergency Regulations defining mandatory water use prohibitions that are always in effect, which include: 1. All use of water which results in excessive gutter runoff. 2. Use of water for cleaning driveways, patios, parking lots, sidewalks, streets, or other such uses except as necessary to protect public health or safety. 3. Outdoor water use for washing vehicles shall be attended and have hand-controlled watering devices. 4. Limited days and times for outdoor irrigation. Additional requirements may apply as described in Appendix D and the most recently adopted water shortage emergency resolution. Resolution NO. 5119 is the latest adopted resolution at the time this report’s preparation. o Outdoor irrigation is prohibited between the hours of ten (10) a.m. and four p.m. o Irrigation of private and public landscaping, turf areas and gardens is permitted at even-numbered addresses only on Mondays and Thursdays and at odd- numbered addresses only on Tuesdays and Fridays. No irrigation of private and public landscaping, turf areas and gardens is permitted on Wednesdays. Irrigation is permitted at all addresses on Saturdays and Sundays however, in all cases customers are directed to use no more water than necessary to maintain landscaping. 5. Emptying and refilling of swimming pools and commercial spas is prohibited except to prevent structural damage and/or to protect public health or safety. 6. Use of potable water for compaction or dust control purposes in construction activities unless specifically approved by the City. 7. Hotel, motel or other commercial lodging establishment shall offer their patrons the option to forego the daily laundering of towels, sheets and linens. 8. Restaurants or other commercial food service establishments shall not serve water except upon the request of a patron. 9.2 Metering According to the DWR 2020 UWMP Guidebook, an agency that is fully metered must state this fact in the UWMP. If an agency is not yet full metered, it must discuss its plans for becoming fully metered by January 1, 2025 per CWC Section 527. Currently all City water services are metered and billed based on volume of use. Meter replacements are performed based on a scheduled program for regular maintenance. The City will continue to require that water meters be installed on new service connections and will perform replacements to help optimize its metering program. 9.3 Conservation Pricing According to the DWR 2020 UWMP Guidebook, retail water agencies need to describe the pricing structure that is used. Page 415 of 699 Section 9.0 Demand Management Measures City of Arroyo Grande 9 -4 Draft 202 2 Urban Water Management Plan The City applies variable water service rate structures by customer class. Rates based on volume of use encourage water conservation by customers. Table 9-2 shows the water bi-monthly base rate and tiered consumption rates for single-family and multifamily customers with a unit defined as 100 cubic feet (HCF or 748 gallons). Table 9-2. Single-Family & Multifamily Rate Structure Units Rate Base Fee ⅝ - $27.83 & ¾ - $30.57 0-10 HCF $4.06 11-22 HCF $4.83 22+ HCF $4.94 Non-residential customers pay a base rate dependent on meter size (Table 9-4) and a uniform rate based on their customer classification and metered consumption. Table 9-3 shows the uniform rate structure based on the customer classification. Table 9-3. Non-residential Water Rates Customer Class Rate (uniform) Business $4.40 Irrigation $4.97 Hydrant $7.92 Wheeling $2.37 Table 9-4. Monthly Base Fees for Meter Size Meter Size Base Fee ⅝” $27.83 ¾” $30.57 1” $38.78 1.5” $49.73 2” $79.83 3” $301.53 4” $383.64 6” $575.23 8” $794.19 Page 416 of 699 Section 9.0 Demand Management Measures City of Arroyo Grande 9 -5 Draft 202 2 Urban Water Management Plan 9.4 Public Education and Outreach In 2014, the City initiated a water conservation public education program in partnership with the City of Pismo Beach. This effort included: • Conducted a survey of residents to help determine a marketing strategy • Creation and maintenance of a branded website (www.thinkh20now.com) • Creation and maintenance of Facebook and Twitter pages for the campaign • Water conservation pledge • Broadcast advertising (e.g., Pandora, Regal Cinemas, Cable Channel 20) • Business outreach • Community outreach • Press releases • Event flyers The public education program has been well received and proved successful, as demonstrated in the reduction in per capita water use. Arroyo Grande and Pismo Beach staff currently maintain the social media accounts. Finally, the City participates in a San Luis Obispo County regional collaborative to maintain a water wise gardening website (“GardenSoft”). This is a valuable resource to inspire and guide residents to save water outside the home. The customized website includes local garden tours, garden galleries, various plant lists, garden resources, water conservation tips, and watering guides. The website has been in place since 2011. Along with the City’s joint conservation efforts along with the City of Pismo Beach, the City has also reestablished and allocated $100,000 in the budget for the previously discontinued “Cash for Grass” program. The City’s Cash for Grass Program helps property owners convert water- thirsty grass to a water efficient landscape. The City holds a water school to enable people who have received a penalty for using more than their allotments under the Stage 1 Water Shortage Declaration to reduce the penalty by $50. The school describes ways to reduce water use and to monitor for leaks, etc. 9.5 Programs to Assess and Manage Distribution System Real Losses To ensure water losses are kept to a minimum, the City maintains an on-going program of meter testing and replacement that tracks the age and testing frequency of each City meter. Water for flushing operations and other maintenance procedures is also estimated and recorded. In order to minimize water loss, the City keeps adequate staff on duty to respond quickly to calls on pipe ruptures, leaks, and repairs and locates and utilizes all control/shut-off valves so that leaks can be corrected in a timely manner. Additionally, the City will continue to conduct annual AWWA Water Audits (see Appendix H). Page 417 of 699 Section 9.0 Demand Management Measures City of Arroyo Grande 9 -6 Draft 202 2 Urban Water Management Plan 9.6 Water Conservation Program Coordination and Staffing Support Given the overlapping City department concerns and responsibilities related to conservation, the Water Conservation Coordinator role is met by an interdepartmental Drought Team consisting of Public Works, Community Development, and Administrative Services staff to coordinate water use reduction strategies. Efforts include adopting a Water Emergency Ordinance and declaring a Stage 1 Water Shortage Emergency with mandatory water reductions. The Drought Team and Public Works Department also provide monthly status reports to the City Council on water supply and demand. 9.7 Reporting Implementation 9.7.1 Implementation over the Past Five Years The City is required to provide a narrative description addressing the nature and extent of each DMM implemented from 2016 through 2020. The water waste prevention ordinance is an ongoing effort. Since the implementation of the water waste prevention ordinance, the City’s GPCD has continued to decrease. The metering program is ongoing and helps staff identify significant leaks. Water losses have declined from about 6% in 2016 to a four-year average of approximately 3.6% from 2017-2020. Conservation pricing discourages high water use. The public education and outreach and the water conservation program are ongoing as described in Section 9.2.4. The effectiveness of the plumbing retrofit program is summarized in Table 9-5. Table 9-5: Plumbing Retrofit Program Effectiveness 2016-2020 2016 As of November 29, 2016, the Plumbing Retrofit Program has completed 2,093 single-family homes, 547 apartment units, 241 mobile homes, 243 motel rooms, 9 churches, 7 public facilities, and 154 commercial establishments. A total of 5,188 toilets, 4,172 faucet aerators, 1,891 showerheads and 421 pressure regulators have been installed or replaced. The estimated water consumption reduction is 177 acre-feet per year Page 418 of 699 Section 9.0 Demand Management Measur es City of Arroyo Grande 9 -7 Draft 202 2 Urban Water Management Plan 2017 During the month of November, five (5) homes were retrofitted. Nine (9) water conservation certificates were issued in the month of November as well. As of November 30, 2017, the Plumbing Retrofit Program has completed 2,142 single-family homes, 547 apartment units, 245 mobile homes, 260 motel rooms, 10 churches, 7 public facilities, and 165 c ommercial establishments. A total of .5,330 toilets, 4,195 faucet aerators, 1,927 showerheads and 430 pressure regulators have been installed or replaced. The estimated water consumption reduction is 177 acre-feet per year. 2018 During the month of November, four (4) homes were retrofitted, and twelve (12) water conservation certificates were issued. As of November 30, 2018, the Plumbing Retrofit Program has completed 2,176 single-family homes, 547 apartment units, 246 mobile homes, 260 motel rooms, 10 churches, 7 public facilities, and 167 commercial establishments. A total of 5,411 toilets, 4,213 faucet aerators, 1,952 showerheads and 438 pressure regulators have been installed or replaced. The estimated water consumption reduction is 205 acre-feet per year. 2019 During the month of December, three (3) homes were retrofitted, and four (4) water conservation certificates were issued. As of December 31, 2019, the Plumbing Retrofit Program has completed 2,197 single-family homes, 547 apartment units, 247 mobile homes, 260 motel rooms, 10 churches, 7 public facilities, and 167 commercial establishments. A total of 5,449 toilets, 4,226 faucet aerators, 1,961 showerheads and 444 pressure regulators have been installed or replaced. The estimated water consumption reduction is 205 acre-feet per year. 2020 During the month of December, one (1) home was retrofitted, and fourteen (14) water conservation certificates were issued. As of December 31, 2020, the Plumbing Retrofit Program has completed 2,213 single family homes, 547 apartment units, 247 mobile homes, 260 motel rooms, 10 churches, 7 public facilities, and 167 commercial establishments. The estimated water consumption reduction of all Water Conservation Programs (Plumbing Retrofit Program, Cash for Grass, and Washing Machine Rebates) is 255 acre-feet per year. 9.7.2 Water Use Objectives (Future Requirements) The City has been consistently below its SBX7-7 water use target since 2014. While the City’s use of 117 GPCD in 2020 was below the SBX7-7 target, the City is aware that future water use standards are under development by DWR, which will supersede SBX7-7 standards, and will likely require demands to be lower than the SBX7-7 target. Therefore, the City plans to continue encouraging efficient water use and implementing water use efficiency measures to support meeting future water use standards and to enhance resiliency for drought and other water shortage conditions. Page 419 of 699 This page is intentionally blank for double-sided printing. Page 420 of 699 References City of Arroyo Grande REF -1 Draft 202 2 U rban Water Man age ment Plan References Beacon Economics & SLOCOG Staff. June 2017. "2050 Regional Growth Forecast for San Luis Obispo County: Population, Housing, and Employment Projections." California Department of Water Resources. 2021. Urban Water Management Plan Guidebook 2020. Sacramento: California Department of Water Resources. Carollo Engineers. May 2012. "San Luis Obispo County Master Water Report." Carollo Engineers, Inc. September 2011. "City of Pismo Beach 2010 Urban Water Management Plan." CIMIS. 2021. https://cimis.water.ca.gov/WSNReportCriteria.aspx. City of Arroyo Grande. December 2012. "Wastewater System Master Plan." Cleath & Associates. August 2003. "Ground Water Source Assessment Los Robles Del Mar Project Pismo Beach." Fugro Consultants, Inc. April 2016. "Northern Cities Management Area 2015 Annual Montitoring Report." Geoscience. 2019. "City of Pismo Beach and South San Luis Obispo County Sanitation District Central Coast Blue Phase 1B Hydrogeologic Evaluation." Geoscience. 2019. "City of Pismo Beach and South San Luis Obispo County Sanitation District Central Coast Blue Phase 1B Hydrogeologic Evaluation." GSI Water Solutions, Inc. April 13, 2022. "Northern Cities Management Area 2021 Annual Monitoring Report." MKN. November 12, 2021. "City of Arroyo Grande Water Supply Alternatives Study Update." Resources, California Department of Water. November 1998. "California Water Plan Update Bulletin 160-98." Resources, California Department of Water. October 2003. "California's Groundwater Bulletin 118 Update 2003." SLOCOG. 2019. "2019 Regional Housing Needs Allocation Plan." October 2. https://www.dropbox.com/s/stbw4b26apatv3f/_2019%20RHNA%20Plan_adopted_final.p df?dl=0. State of California Department of Water Resources. February 2016. "Methodologies for Calculating Baseline and Compliance Urban Per Capita Water Use." Water Systems Consulting, Inc. September 2021. "San Luis Obispo County Flood Control and Water Conservation District 2020 Urban Water Management Plan." Western Hydrologics. 2021. Supplemental Contract Change Modeling. Page 421 of 699 References City of Arroyo Grande REF -2 Draft 202 2 U rban Water Man age ment Plan Zone, San Luis Obispo County Flood Control and Water Conservation District. December 16, 2014. "Low Reservoir Response Plan." Page 422 of 699 DWR Checklist City of Arroyo Grande A Draft 2022 Urban Water Management Plan A Appendix A DWR Checklist Page 423 of 699 This page is intentionally blank for double-sided printing. Page 424 of 699 2020 Guidebook Location Water Code Section Summary as Applies to UWMP Subject 2020 UWMP Location (Optional Column for Agency Review Use) Chapter 1 10615 A plan shall describe and evaluate sources of supply, reasonable and practical efficient uses, reclamation and demand management activities.Introduction and Overview Chapter 1 Chapter 1 10630.5 Each plan shall include a simple description of the supplier’s plan including water availability, future requirements, a strategy for meeting needs, and other pertinent information. Additionally, a supplier may also choose to include a simple description at the beginning of each chapter. Summary Chapter 1, Section 1.2 & Beginning of Each Chapter Section 2.2 10620(b) Every person that becomes an urban water supplier shall adopt an urban water management plan within one year after it has become an urban water supplier.Plan Preparation Not Applicable Section 2.6 10620(d)(2) Coordinate the preparation of its plan with other appropriate agencies in the area, including other water suppliers that share a common source, water management agencies, and relevant public agencies, to the extent practicable. Plan Preparation Chapter 2, Section 2.2 Section 2.6.2 10642 Provide supporting documentation that the water supplier has encouraged active involvement of diverse social, cultural, and economic elements of the population within the service area prior to and during the preparation of the plan and contingency plan. Plan Preparation Chapter 1, Section 1.3 & Chapter 2, Section 2.2 Section 2.6, Section 6.1 10631(h) Retail suppliers will include documentation that they have provided their wholesale supplier(s) - if any - with water use projections from that source.System Supplies Chapter 2, Section 2.2 & Appendix B Section 2.6 10631(h) Wholesale suppliers will include documentation that they have provided their urban water suppliers with identification and quantification of the existing and planned sources of water available from the wholesale to the urban supplier during various water year types. System Supplies Not Applicable Section 3.1 10631(a) Describe the water supplier service area. System Description Chapter 3, Section 3.1 Section 3.3 10631(a) Describe the climate of the service area of the supplier. System Description Chapter 3, Section 3.2 Section 3.4 10631(a) Provide population projections for 2025, 2030, 2035, 2040 and optionally 2045. System Description Chapter 3, Section 3.3 Section 3.4.2 10631(a) Describe other social, economic, and demographic factors affecting the supplier’s water management planning.System Description Chapter 3, Section 3.3 Sections 3.4 and 5.4 10631(a) Indicate the current population of the service area. System Description and Baselines and Targets Chapter 3, Section 3.3 Section 3.5 10631(a) Describe the land uses within the service area. System Description Chapter 3, Section 3.4 Section 4.2 10631(d)(1) Quantify past, current, and projected water use, identifying the uses among water use sectors. System Water Use Chapter 4, Section 4.1 Section 4.2.4 10631(d)(3)(C) Retail suppliers shall provide data to show the distribution loss standards were met. System Water Use Chapter 4, Section 4.1.2 Section 4.2.6 10631(d)(4)(A) In projected water use, include estimates of water savings from adopted codes, plans and other policies or laws. System Water Use Chapter 4, Section 4.1.3 Section 4.2.6 10631(d)(4)(B) Provide citations of codes, standards, ordinances, or plans used to make water use projections. System Water Use Chapter 4, Section 4.1.3 Section 4.3.2.4 10631(d)(3)(A) Report the distribution system water loss for each of the 5 years preceding the plan update. System Water Use Chapter 4, Section 4.1.2 Section 4.4 10631.1(a) Include projected water use needed for lower income housing projected in the service area of the supplier.System Water Use Chapter 4, Section 4.3 Section 4.5 10635(b) Demands under climate change considerations must be included as part of the drought risk assessment.System Water Use Chapter 4, Section 4.4; Chapter 6, Section 6.1.8 Chapter 5 10608.20(e) Retail suppliers shall provide baseline daily per capita water use, urban water use target, interim urban water use target, and compliance daily per capita water use, along with the bases for determining those estimates, including references to supporting data. Baselines and Targets Chapter 5, Section 5.1 & Appendix F Chapter 5 10608.24(a) Retail suppliers shall meet their water use target by December 31, 2020. Baselines and Targets Chapter 5, Section 5.1 & Appendix F Section 5.1 10608.36 Wholesale suppliers shall include an assessment of present and proposed future measures, programs, and policies to help their retail water suppliers achieve targeted water use reductions. Baselines and Targets Not Applicable Section 5.2 10608.24(d)(2) If the retail supplier adjusts its compliance GPCD using weather normalization, economic adjustment, or extraordinary events, it shall provide the basis for, and data supporting the adjustment. Baselines and Targets Not Applicable Section 5.5 10608.22 Retail suppliers’ per capita daily water use reduction shall be no less than 5 percent of base daily per capita water use of the 5 year baseline. This does not apply if the suppliers base GPCD is at or below 100. Baselines and Targets Chapter 5, Section 5.1 & Appendix F Section 5.5 and Appendix E 10608.4 Retail suppliers shall report on their compliance in meeting their water use targets. The data shall be reported using a standardized form in the SBX7-7 2020 Compliance Form.Baselines and Targets Chapter 5, Section 5.1 & Appendix F Sections 6.1 and 6.2 10631(b)(1) Provide a discussion of anticipated supply availability under a normal, single dry year, and a drought lasting five years, as well as more frequent and severe periods of drought.System Supplies Chapter 6, Section 6.1 & Chapter 7 Sections 6.1 10631(b)(1) Provide a discussion of anticipated supply availability under a normal, single dry year, and a drought lasting five years, as well as more frequent and severe periods of drought, including changes in supply due to climate change. System Supplies Chapter 6, & Chapter 7 Section 6.1 10631(b)(2) When multiple sources of water supply are identified, describe the management of each supply in relationship to other identified supplies.System Supplies Chapter 6, Section 6.1 Section 6.1.1 10631(b)(3) Describe measures taken to acquire and develop planned sources of water. System Supplies Chapter 6, Section 6.1.7 Section 6.2.8 10631(b) Identify and quantify the existing and planned sources of water available for 2020, 2025, 2030, 2035, 2040 and optionally 2045.System Supplies Chapter 6, Section 6.1.1 Section 6.2 10631(b) Indicate whether groundwater is an existing or planned source of water available to the supplier. System Supplies Chapter 6, Section 6.1.1 Section 6.2.2 10631(b)(4)(A) Indicate whether a groundwater sustainability plan or groundwater management plan has been adopted by the water supplier or if there is any other specific authorization for groundwater management. Include a copy of the plan or authorization. System Supplies Chapter 6, Section 6.1.1 Section 6.2.2 10631(b)(4)(B) Describe the groundwater basin. System Supplies Chapter 6, Section 6.1.1 Section 6.2.2 10631(b)(4)(B) Indicate if the basin has been adjudicated and include a copy of the court order or decree and a description of the amount of water the supplier has the legal right to pump.System Supplies Chapter 6, Section 6.1.1 Section 6.2.2.1 10631(b)(4)(B) For unadjudicated basins, indicate whether or not the department has identified the basin as a high or medium priority. Describe efforts by the supplier to coordinate with sustainability or groundwater agencies to achieve sustainable groundwater conditions. System Supplies Chapter 6, Section 6.1.1 Section 6.2.2.4 10631(b)(4)(C) Provide a detailed description and analysis of the location, amount, and sufficiency of groundwater pumped by the urban water supplier for the past five years System Supplies Chapter 6, Section 6.1.1 Section 6.2.2 10631(b)(4)(D) Provide a detailed description and analysis of the amount and location of groundwater that is projected to be pumped.System Supplies Chapter 6, Section 6.1.1 Section 6.2.7 10631(c) Describe the opportunities for exchanges or transfers of water on a short-term or long- term basis.System Supplies Chapter 6, Section 6.1.6 Section 6.2.5 10633(b) Describe the quantity of treated wastewater that meets recycled water standards, is being discharged, and is otherwise available for use in a recycled water project. System Supplies (Recycled Water)Chapter 6, Section 6.1.4 Section 6.2.5 10633(c) Describe the recycled water currently being used in the supplier's service area. System Supplies (Recycled Water)Chapter 6, Section 6.1.4.2 Section 6.2.5 10633(d) Describe and quantify the potential uses of recycled water and provide a determination of the technical and economic feasibility of those uses. System Supplies (Recycled Water)Chapter 6, Section 6.1.4.3 Section 6.2.5 10633(e) Describe the projected use of recycled water within the supplier's service area at the end of 5, 10, 15, and 20 years, and a description of the actual use of recycled water in comparison to uses previously projected. System Supplies (Recycled Water)Chapter 6, Section 6.1.4.3 Section 6.2.5 10633(f) Describe the actions which may be taken to encourage the use of recycled water and the projected results of these actions in terms of acre-feet of recycled water used per year. System Supplies (Recycled Water)Chapter 6, Section 6.1.4.3 Section 6.2.5 10633(g) Provide a plan for optimizing the use of recycled water in the supplier's service area. System Supplies (Recycled Water)Chapter 6, Section 6.1.4.4 Section 6.2.6 10631(g) Describe desalinated water project opportunities for long-term supply. System Supplies Chapter 6, Section 6.1.5 Section 6.2.5 10633(a) Describe the wastewater collection and treatment systems in the supplier’s service area with quantified amount of collection and treatment and the disposal methods. System Supplies (Recycled Water)Chapter 6, Section 6.1.6 Section 6.2.8, Section 6.3.7 10631(f) Describe the expected future water supply projects and programs that may be undertaken by the water supplier to address water supply reliability in average, single-dry, and for a period of drought lasting 5 consecutive water years. System Supplies Chapter 6, Section 6.1.7 Section 6.4 and Appendix O 10631.2(a) The UWMP must include energy information, as stated in the code, that a supplier can readily obtain. System Suppliers, Energy Intensity Chapter 6, Section 6.2 Section 7.2 10634 Provide information on the quality of existing sources of water available to the supplier and the manner in which water quality affects water management strategies and supply reliability Water Supply Reliability Assessment Chapter 7, Section 7.1 Page 425 of 699 Section 7.2.4 10620(f) Describe water management tools and options to maximize resources and minimize the need to import water from other regions. Water Supply Reliability Assessment Chapter 7, Section 7.1 Section 7.3 10635(a) Service Reliability Assessment: Assess the water supply reliability during normal, dry, and a drought lasting five consecutive water years by comparing the total water supply sources available to the water supplier with the total projected water use over the next 20 years. Water Supply Reliability Assessment Chapter 7, Section 7.1 Section 7.3 10635(b) Provide a drought risk assessment as part of information considered in developing the demand management measures and water supply projects. Water Supply Reliability Assessment Chapter 7, Section 7.2 Section 7.3 10635(b)(1) Include a description of the data, methodology, and basis for one or more supply shortage conditions that are necessary to conduct a drought risk assessment for a drought period that lasts 5 consecutive years. Water Supply Reliability Assessment Chapter 7, Section 7.2 Section 7.3 10635(b)(2) Include a determination of the reliability of each source of supply under a variety of water shortage conditions. Water Supply Reliability Assessment Chapter 7, Section 7.2 Section 7.3 10635(b)(3) Include a comparison of the total water supply sources available to the water supplier with the total projected water use for the drought period. Water Supply Reliability Assessment Chapter 7 Section 7.3 10635(b)(4) Include considerations of the historical drought hydrology, plausible changes on projected supplies and demands under climate change conditions, anticipated regulatory changes, and other locally applicable criteria. Water Supply Reliability Assessment Chapter 7 Chapter 8 10632(a) Provide a water shortage contingency plan (WSCP) with specified elements below. Water Shortage Contingency Planning Chapter 8 & Appendix D Chapter 8 10632(a)(1) Provide the analysis of water supply reliability (from Chapter 7 of Guidebook) in the WSCP Water Shortage Contingency Planning Appendix D, Section 1.1 Section 8.10 10632(a)(10) Describe reevaluation and improvement procedures for monitoring and evaluation the water shortage contingency plan to ensure risk tolerance is adequate and appropriate water shortage mitigation strategies are implemented. Water Shortage Contingency Planning Appendix D, Section 1.2, 1.9, 1.10 Section 8.2 10632(a)(2)(A) Provide the written decision-making process and other methods that the supplier will use each year to determine its water reliability. Water Shortage Contingency Planning Appendix D, Section 1.2 Section 8.2 10632(a)(2)(B) Provide data and methodology to evaluate the supplier’s water reliability for the current year and one dry year pursuant to factors in the code. Water Shortage Contingency Planning Appendix D, Section 1.2 Section 8.3 10632(a)(3)(A) Define six standard water shortage levels of 10, 20, 30, 40, 50 percent shortage and greater than 50 percent shortage. These levels shall be based on supply conditions, including percent reductions in supply, changes in groundwater levels, changes in surface elevation, or other conditions. The shortage levels shall also apply to a catastrophic interruption of supply. Water Shortage Contingency Planning Appendix D, Section 1.3 Section 8.3 10632(a)(3)(B) Suppliers with an existing water shortage contingency plan that uses different water shortage levels must cross reference their categories with the six standard categories. Water Shortage Contingency Planning Appendix D, Section 1.3 Section 8.4 10632(a)(4)(A) Suppliers with water shortage contingency plans that align with the defined shortage levels must specify locally appropriate supply augmentation actions. Water Shortage Contingency Planning Appendix D, Section 1.4.2 Section 8.4 10632(a)(4)(B) Specify locally appropriate demand reduction actions to adequately respond to shortages. Water Shortage Contingency Planning Appendix D, Section 1.4 Section 8.4 10632(a)(4)(C) Specify locally appropriate operational changes. Water Shortage Contingency Planning Appendix D, Section 1.4.3 Section 8.4 10632(a)(4)(D) Specify additional mandatory prohibitions against specific water use practices that are in addition to state-mandated prohibitions are appropriate to local conditions. Water Shortage Contingency Planning Appendix D, Section 1.4.4 Section 8.4 10632(a)(4)(E) Estimate the extent to which the gap between supplies and demand will be reduced by implementation of the action. Water Shortage Contingency Planning Appendix D, Section 1.4.1 Section 8.4.6 10632.5 The plan shall include a seismic risk assessment and mitigation plan. Water Shortage Contingency Plan Appendix D, Section 1.4.6 Section 8.5 10632(a)(5)(A) Suppliers must describe that they will inform customers, the public and others regarding any current or predicted water shortages. Water Shortage Contingency Planning Appendix D, Section 1.5 Section 8.5 and 8.6 10632(a)(5)(B) 10632(a)(5)(C) Suppliers must describe that they will inform customers, the public and others regarding any shortage response actions triggered or anticipated to be triggered and other relevant communications. Water Shortage Contingency Planning Appendix D, Section 1.5 Section 8.6 10632(a)(6) Retail supplier must describe how it will ensure compliance with and enforce provisions of the WSCP. Water Shortage Contingency Planning Appendix D, Section 1.6 Section 8.7 10632(a)(7)(A) Describe the legal authority that empowers the supplier to enforce shortage response actions. Water Shortage Contingency Planning Appendix D, Section 1.7 Section 8.7 10632(a)(7)(B) Provide a statement that the supplier will declare a water shortage emergency Water Code Chapter 3. Water Shortage Contingency Planning Appendix D, Section 1.7 Section 8.7 10632(a)(7)(C) Provide a statement that the supplier will coordinate with any city or county within which it provides water for the possible proclamation of a local emergency. Water Shortage Contingency Planning Appendix D, Section 1.7 Section 8.8 10632(a)(8)(A) Describe the potential revenue reductions and expense increases associated with activated shortage response actions. Water Shortage Contingency Planning Appendix D, Section 1.8 Section 8.8 10632(a)(8)(B) Provide a description of mitigation actions needed to address revenue reductions and expense increases associated with activated shortage response actions. Water Shortage Contingency Planning Appendix D, Section 1.8 Section 8.8 10632(a)(8)(C) Retail suppliers must describe the cost of compliance with Water Code Chapter 3.3: Excessive Residential Water Use During Drought Water Shortage Contingency Planning Appendix D, Section 1.8 Section 8.9 10632(a)(9) Retail suppliers must describe the monitoring and reporting requirements and procedures that ensure appropriate data is collected, tracked, and analyzed for purposes of monitoring customer compliance. Water Shortage Contingency Planning Appendix D, Section 1.9 Section 8.11 10632(b) Analyze and define water features that are artificially supplied with water, including ponds, lakes, waterfalls, and fountains, separately from swimming pools and spas. Water Shortage Contingency Planning Appendix D, Section 1.11 Sections 8.12 and 10.4 10635(c) Provide supporting documentation that Water Shortage Contingency Plan has been, or will be, provided to any city or county within which it provides water, no later than 30 days after the submission of the plan to DWR. Plan Adoption, Submittal, and Implementation Appendix D, Section 1.12; Chapter 10 Section 8.14 10632(c) Make available the Water Shortage Contingency Plan to customers and any city or county where it provides water within 30 after adopted the plan. Water Shortage Contingency Planning Appendix D, Section 1.12; Chapter 10 Sections 9.1 and 9.3 10631(e)(2) Wholesale suppliers shall describe specific demand management measures listed in code, their distribution system asset management program, and supplier assistance program.Demand Management Measures Not Applicable Sections 9.2 and 9.3 10631(e)(1) Retail suppliers shall provide a description of the nature and extent of each demand management measure implemented over the past five years. The description will address specific measures listed in code. Demand Management Measures Chapter 9 Chapter 10 10608.26(a) Retail suppliers shall conduct a public hearing to discuss adoption, implementation, and economic impact of water use targets (recommended to discuss compliance). Plan Adoption, Submittal, and Implementation Chapter 10, Section 10.3; Appendix D, Section 1.12 Section 10.2.1 10621(b) Notify, at least 60 days prior to the public hearing, any city or county within which the supplier provides water that the urban water supplier will be reviewing the plan and considering amendments or changes to the plan. Reported in Table 10-1. Plan Adoption, Submittal, and Implementation Chapter 10, Section 10.2 Section 10.4 10621(f) Each urban water supplier shall update and submit its 2020 plan to the department by July 1, 2021. Plan Adoption, Submittal, and Implementation Chapter 10, Section 10.4; Appendix D, Section 1.12 Sections 10.2.2, 10.3, and 10.5 10642 Provide supporting documentation that the urban water supplier made the plan and contingency plan available for public inspection, published notice of the public hearing, and held a public hearing about the plan and contingency plan. Plan Adoption, Submittal, and Implementation Chapter 10, Section 10.5; Appendix B Section 10.2.2 10642 The water supplier is to provide the time and place of the hearing to any city or county within which the supplier provides water. Plan Adoption, Submittal, and Implementation Chapter 10, Section 10.2; Appendix B Section 10.3.2 10642 Provide supporting documentation that the plan and contingency plan has been adopted as prepared or modified. Plan Adoption, Submittal, and Implementation Chapter 10, Section 10.4; Appendix D, Section 1.12; Appendix C Section 10.4 10644(a) Provide supporting documentation that the urban water supplier has submitted this UWMP to the California State Library. Plan Adoption, Submittal, and Implementation Chapter 10, Section 10.4 Section 10.4 10644(a)(1) Provide supporting documentation that the urban water supplier has submitted this UWMP to any city or county within which the supplier provides water no later than 30 days after adoption. Plan Adoption, Submittal, and Implementation Chapter 10, Section 10.5 Sections 10.4.1 and 10.4.2 10644(a)(2) The plan, or amendments to the plan, submitted to the department shall be submitted electronically. Plan Adoption, Submittal, and Implementation Chapter 10, Section 10.4 Section 10.5 10645(a) Provide supporting documentation that, not later than 30 days after filing a copy of its plan with the department, the supplier has or will make the plan available for public review during normal business hours. Plan Adoption, Submittal, and Implementation Chapter 10, Section 10.5 Section 10.5 10645(b) Provide supporting documentation that, not later than 30 days after filing a copy of its water shortage contingency plan with the department, the supplier has or will make the plan available for public review during normal business hours. Plan Adoption, Submittal, and Implementation Chapter 10, Section 10.5 Page 426 of 699 Section 10.6 10621(c) If supplier is regulated by the Public Utilities Commission, include its plan and contingency plan as part of its general rate case filings. Plan Adoption, Submittal, and Implementation Not Applicable Section 10.7.2 10644(b) If revised, submit a copy of the water shortage contingency plan to DWR within 30 days of adoption. Plan Adoption, Submittal, and Implementation Chapter 10, Section 10.6 Page 427 of 699 This page is intentionally blank for double-sided printing. Page 428 of 699 Notification & Outreach Materials City of Arroyo Grande B Draft 2022 Urban Water Management Plan B Appendix B Notification & Outreach Materials Page 429 of 699 This page is intentionally blank for double-sided printing. Page 430 of 699 Page 431 of 699 Page 432 of 699 Page 433 of 699 Page 434 of 699 Page 435 of 699 Page 436 of 699 Page 437 of 699 Page 438 of 699 Page 439 of 699 Page 440 of 699 Page 441 of 699 Page 442 of 699 Page 443 of 699 This page is intentionally blank for double-sided printing. Page 444 of 699 Resolution of Plan Adoption City of Arroyo Grande C Draft 2022 Urban Water Management Plan C Appendix C Resolution of Plan Adoption Page 445 of 699 This page is intentionally blank for double-sided printing. This appendix to be updated upon UWMP finalization. Page 446 of 699 Water Shortage Contingency Plan City of Arroyo Grande D Draft 2022 Urban Water Management Plan D Appendix D Water Shortage Contingency Plan Page 447 of 699 This page is intentionally blank for double-sided printing. Page 448 of 699 Draft Water Shortage Contingency Plan MAY 2023 CITY OF ARROYO GRANDE Page 449 of 699 This page is intentionally blank for double-sided printing. Page 450 of 699 CITY OF ARROYO GRANDE Draft Water Shortage Contingency Plan MAY 2023 Prepared by Water Systems Consulting, Inc Page 451 of 699 This page is intentionally blank for double-sided printing. Page 452 of 699 Table of Contents City of Arroyo Grande i Draft Water Shortage Contingency Plan TABLE OF CONTENTS 1.0 Water Shortage Contingency Plan................................................................................... 4 1.1 Water Supply Reliability Analysis ...................................................................................... 5 1.2 Annual Water Supply and Demand Assessment ............................................................... 6 1.2.1 Key Data Inputs and Evaluation Criteria ..................................................................... 6 1.2.2 Annual Assessment Procedures ................................................................................ 8 1.3 Six Standard Water Shortage Levels ................................................................................ 9 1.4 Shortage Response Actions ............................................................................................12 1.4.1 Demand Reduction ...................................................................................................12 1.4.2 Supply Augmentation ................................................................................................17 1.4.3 Operational Changes ................................................................................................18 1.4.4 Additional Mandatory Restrictions .............................................................................18 1.4.5 Emergency Response Plan .......................................................................................19 1.4.6 Seismic Risk Assessment and Mitigation Plan ..........................................................20 1.4.7 Shortage Response Action Effectiveness ..................................................................20 1.5 Communication Protocols ................................................................................................23 1.6 Compliance and Enforcement ..........................................................................................24 1.7 Legal Authorities ..............................................................................................................25 1.8 Financial Consequences of WSCP ..................................................................................25 1.9 Monitoring and Reporting.................................................................................................26 1.10 WSCP Refinement Procedures......................................................................................26 1.11 Special Water Feature Distinction ..................................................................................27 1.12 Plan Adoption, Submittal, and Availability ......................................................................27 1.13 Resources and References ...........................................................................................28 Attachment 1: Municipal Code Chapter 13.07 ...........................................................................29 Attachment 2: 2019 San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan .........30 Attachment 3: Adoption Resolution ...........................................................................................31 Page 453 of 699 List of Tables City of Arroyo Grande ii Draft Water Shortage Contingency Plan LIST OF TABLES Table 1-1. Key Data Inputs for the Annual Assessment. ............................................................ 8 Table 1-2. DWR 8-1 Water Shortage Contingency Plan Levels .................................................10 Table 1-3. Water Shortage Contingency – Mandatory Prohibitions ...........................................18 Table 1-4. Estimated Savings by Shortage Level ......................................................................21 Table 1-5. DWR 8-3 Demand Reduction Actions ......................................................................22 Table 1-6. Water Shortage Contingency – Penalties and Charges ............................................24 Page 454 of 699 Acroynms & Abbreviations City of Arroyo Grande iii Draft Water Shortage Contingency Plan ACROYNMS & ABBREVIATIONS 2020 UWMP GUIDEBOOK Urban Water Management Plan Guidebook AF Acre Foot AWIA America’s Water Infrastructure Act AWWA American Water Works Association CALWARN California Water/Wastewater Agency Response Network CITY City of Arroyo Grande CWC California Water Code DRA Drought Risk Assessment DWR California Department of Water Resources ERP Emergency Response Plan LRRP Low Reservoir Response Plan NCMA Northern Cities Management Area NIMS National Incident Management System RRA Risk and Resilience Assessment SEMS Standardized Emergency Management System SMGB Santa Maria Valley Groundwater Basin SWRCB State Water Resources Control Board TAC Technical Advisory Committee UWMP Urban Water Management Plan WSAB Water Shortage Appeals Board WSCP Water Shortage Contingency Plan Page 455 of 699 This page is intentionally blank for double-sided printing. Page 456 of 699 City of Arroyo Grande 4 Draft Water Shortage Contingency Plan 1.0 Water Shortage Contingency Plan This Water Shortage Contingency Plan (WSCP) is a detailed plan for how the City of Arroyo Grande (City) intends to predict and respond to foreseeable and unforeseeable water shortages. A water shortage occurs when the water supply is reduced to a level that cannot support typical demand at any given time or reduction in demand is otherwise needed. This WSCP is used to provide guidance to the City, staff, and the public by identifying anticipated shortages and response actions to allow for efficient management of any water shortage with predictability and accountability. The WSCP is a detailed proposal for how the City intends to act in the case of an actual water shortage condition. This WSCP is not intended to provide absolute direction but rather to provide options to manage water shortages. Official water shortage declarations by the City may include any combination of components described in this WSCP. Water shortages can be triggered by a hydrologic limitation in supply (i.e., a prolonged period of below normal precipitation), limitations or failure of supply and treatment infrastructure, compliance with State mandates for water use efficiency, or a combination of conditions. Hydrologic or drought limitations tend to develop and abate more slowly, whereas infrastructure failure tends to happen quickly and relatively unpredictably. Water supplies may be interrupted or reduced significantly in several ways, such as during a drought that limits supplies, an earthquake that damages water delivery or storage facilities, a regional power outage, or a toxic spill that affects water quality. This WSCP describes the following: Water Supply Reliability Analysis: Summarizes the City’s water supply analysis and reliability and identifies the key issues that may trigger a shortage condition. Annual Water Supply and Demand Assessment Procedures: Describes the key data inputs, evaluation criteria, and methodology for assessing the system’s reliability for the coming year and the steps to formally declare any water shortage levels and response actions. Six Standard Shortage Levels: Establishes water shortage levels to clearly identify and prepare for shortages. Shortage Response Actions: Describes the response actions that may be implemented or considered for each level to reduce gaps between supply and demand as well as minimize social and economic impacts to the community. Communication Protocols: Describes communication protocols under each level to ensure customers, the public, and local government agencies are informed of shortage conditions and requirements. Compliance and Enforcement: Defines compliance and enforcement actions available to administer demand reductions. Page 457 of 699 City of Arroyo Grande 5 Draft Water Shortage Contingency Plan Legal Authority: Lists the legal documents that grant the City the authority to declare a water shortage and implement and enforce response actions. Financial Consequences of WSCP Implementation: Describes the anticipated financial impact of implementing water shortage levels and identifies mitigation strategies to offset financial burdens. Monitoring and Reporting: Summarizes the monitoring and reporting techniques to evaluate the effectiveness of shortage response actions and overall WSCP implementation. Results are used to determine if shortage response actions should be adjusted. WSCP Refinement Procedures: Describes the factors that may trigger updates to the WSCP and outlines how to complete an update. Special Water Features Distinctions: Defines considerations and definitions for water use for decorative features versus pools and spas. Plan Adoption, Submittal, and Availability: Describes the WSCP adoption process, submittal, and availability after each revision. This WSCP was prepared in conjunction with the City’s 2022 Urban Water Management Plan (UWMP) (Water Systems Consulting Inc. 2023) and is a standalone document that can be modified as needed. This document is compliant with the California Water Code (CWC) Section 10632 and incorporated guidance from the State of California Department of Water Resources (DWR) UWMP Guidebook 2020 (Department of Water Resources 2020) and the American Water Works Association (AWWA) Manual of Water Supply Practices (M60) Drought Preparedness and Response (American Water Works Association (AWWA) 2019). 1.1 Water Supply Reliability Analysis This section is consistent with CWC Section 10632(a)(1) and describes the key findings of the water supply reliability analysis conducted pursuant to CWC Section 10635, which is presented in Chapter 7 of the City’s 2022 UWMP. As part of the 2022 UWMP, water suppliers must perform long-term (2025-2045) water service reliability assessment to evaluate reliability under normal, single dry year, and five-year consecutive dry year periods and a short-term (2021- 2025) Drought Risk Assessment (DRA) to evaluate reliability under a five-year consecutive dry year period. Water supply reliability reflects the City’s ability to meet the water needs of its customers with water supplies under varying conditions. The analysis considers plausible hydrological and regulatory variability, infrastructure capacity, climate conditions, and other factors that affect the City’s water supply and demand. The City expects to meet demands under all water year scenarios while continuing to promote conservation. The DRA analyzes historical data to allow the City to view patterns and more reliably determine if there could be any water shortages within a given time frame. The DRA looks at historical consumption data by customer class, populated from billing records, and historical supply data by source from production reports. Next, future demand and supply estimates for the planning period are analyzed to determine if there are any gaps between supply and demand. As Page 458 of 699 City of Arroyo Grande 6 Draft Water Shortage Contingency Plan mentioned above, the City does not anticipate a supply shortage. The City is committed to promoting conservation to increase its resiliency and subsequent reliability. 1.2 Annual Water Supply and Demand Assessment As established by CWC Section 10632.1, urban water suppliers must conduct an Annual Water Supply and Demand Assessment (Annual Assessment) and submit an Annual Water Shortage Assessment Report to DWR beginning by July 1, 2022, and every year after. The City prepared and submitted its first Annual Water Shortage Report as required. The Annual Assessment is an evaluation of the short-term outlook for supplies and demands to determine whether the potential for a supply shortage exists and whether there is a need to trigger a WSCP shortage level and response actions to maintain supply reliability. The annual report should report the anticipated shortage level, triggered shortage response actions, compliance and enforcement actions, and communication actions that will be implemented to mitigate the shortage identified in the Annual Assessment. 1.2.1 Key Data Inputs and Evaluation Criteria City staff monitor the current shortage situation, the amount of available water supply, and other inputs shown below on a monthly basis. The respective water shortage condition dictates the degree at which shortage response actions are implemented at any time in the City. Some of the potential reasons to change stages are listed as follows: • Advancement to subsequent stage o Emergency condition, such as failure of pumping equipment, etc., that requires a percentage of water consumption reduction greater than that of the current stage. o Regulatory action that requires a percentage reduction or compliance with a water consumption standard. o Failure to maintain target water consumption reduction goal of a given stage. • Withdrawal to previous stage o Emergency condition has been decreased in severity or resolved, so that the previous target goal may be utilized. o Regulatory action or standard has been resolved or modified. o Water consumption reductions have been above that necessary to meet target goals of the current stage. The City is responsible for supplying water for the health and safety needs of the community. If the City projects a potential supply shortage in the future, actions will be taken to encourage conservation, alternative supply management may be evaluated or implemented, or the City Council may declare a water supply shortage condition. Key data inputs and their sources for the Annual Assessments are summarized in Table 1-1 and described in detail in Section 1.2.2. Evaluation criteria that can be used to determine and declare severity of supply shortages may include any, or combinations, of the following: Page 459 of 699 City of Arroyo Grande 7 Draft Water Shortage Contingency Plan • Historic rainfall: reflects changes to supply due to reduced supply availability or changes to water usage patterns influenced by weather • Groundwater Conditions- reflects status of groundwater conditions, which may include groundwater levels and quality • Surface Water Conditions- reflects status of Lopez Lake storage conditions and related stages of the Low Reservoir Response Plan (LRRP) • Existing infrastructure capabilities and plausible constraints: reflects limited production and distribution capacity due to a variety of factors potentially including, but not limited to, man-made or natural catastrophic events • Customer demands: reflects current year and one projected single dry year conditions for comparison to available supplies • State mandates: reflects State orders and mandatory compliance with water use efficiency standards • Other locally applicable evaluation criteria as necessary A shortage emergency may be declared when it is demonstrated that conditions threaten the ability to provide water for public health, safety, and welfare of the community. Furthermore, compliance with State mandates for water use efficiency can be declared during drought or in preparation for future droughts, such as in response to the Governor’s drought declarations in the 2012-2016 drought with a subsequent Executive Order B-37-16 and related legislation for Making Conservation a California Way of Life. The City’s current ordinances and related municipal code are described further in Sections 1.4 and 1.7. Short-term and long-term supply shortages may be caused by constrained production capacity or natural or man-made catastrophic emergencies and include, but are not limited to, the following events: power outages, winter storms, wildfires, earthquakes, structural failures, contamination, and bomb threats. These types of emergencies may limit the City’s immediate ability to provide adequate water service to meet the requirements for human consumption, sanitation, and fire protection. Impacts of such emergencies vary in duration; thus, consumption reduction measures and prohibitions may differ for short-term and long-term shortages. Page 460 of 699 City of Arroyo Grande 8 Draft Water Shortage Contingency Plan Table 1-1. Key Data Inputs for the Annual Assessment. Key Data Input Source Rainfall Monthly rainfall data. Rainfall sources for the City include weather stations at the SLO County Public Works Volunteer Precipitation Gauge Station (Arroyo Grande Creek #736) and Arroyo Grande Corp Yard Station #177.1. Groundwater conditions Production data, water levels, input from the Northern Cities Management Area (NCMA) groundwater monitoring program and annual reports Surface water conditions Delivery data, storage levels, input from Zone 3 Technical Advisory Committee (TAC) and Monthly Operations Reports. Infrastructure capabilities and plausible constraints Production data, input from the City’s Public Works Department staff. Customer demands Customer billing data, Water equivalency table, 2022 UWMP projections, input from the City’s Public Works Department staff. State mandates Executive Orders from the Governor, State Water Resources Control Board (SWRCB) orders and policies, input from the City’s Water Division staff. 1.2.2 Annual Assessment Procedures City staff will perform the Annual Assessment each year and submit it to DWR by the deadline of July 1st, or on a more frequent basis if necessary. Steps to conduct the Annual Assessment are as follows: 1. City Staff gather the key inputs, compile historical data, and analyze potential supply and demand gaps. 2. Staff provide insight on demand trends, water supply conditions, and production capacity. 3. Based on water supply and water demand information, the City Council may order, by resolution, that the appropriate water shortage stage be implemented or terminated in accordance with the applicable provisions of this WSCP and the relevant provisions of the City’s municipal code, the Government Code, and the CWC. Findings and recommendations are presented to the City Council. 4. The City Council will declare the level of shortage required at the implementation or termination of each level and the declaration shall remain in effect until the City Council declares otherwise. Page 461 of 699 City of Arroyo Grande 9 Draft Water Shortage Contingency Plan 5. When a resolution of the City Council has been issued to change the water stage, the public will be notified through publication of the resolution in the local newspaper, on the City’s website, and in billing statements. 6. The City will develop and/or implement appropriate communication protocols and applicable response actions. 7. The Annual Assessment started in 2022 with the first Annual Assessment Report submitted to DWR by July 1, 2022. 1.3 Six Standard Water Shortage Levels This section summarizes how the City’s water shortage levels from Municipal Code 13.07 are consistent with CWC Section 10632(a)(2). Shortage levels indicate the gap between supply and demand compared to normal year conditions. Table 1-2 shows the City’s shortage stages and their representative shortages. As shown in Table 1-2, the water shortage stages include consideration of water shortages up to a Shortage Level 2, which includes a greater than 50% shortage range as required by the CWC. Each stage includes supply conditions and percent of normal water supply, which may vary based on the nature of water supply emergency. The percent of normal supply ranges, percent demand reduction target ranges, and shortage criteria shown in Table 1-2 are not currently incorporated in the Municipal Code but may be if approved or amended by City Council. Due to the dynamic nature of supply and demand conditions, the City intends to evaluate these shortage criteria and utilize adaptive management of supplies and shortage response actions to appropriately address a given shortage condition. The implementation of a shortage level is dependent on the cause, severity, and anticipated duration of the water supply shortage. Therefore, Table 1-2 provides potential ranges and criteria as guidelines to determine a shortage and appropriate responses, but ultimately a combination of shortage criteria could trigger use of a combination of water shortage response actions to address a shortage as discussed in Section 1.4. Page 462 of 699 City of Arroyo Grande 10 Draft Water Shortage Contingency Plan Table 1-2. DWR 8-1 Water Shortage Contingency Plan Levels Shortage Level Potential Percent of Normal Supply Shortage Range Percent Demand Reduction Target Range Shortage Criteria 1 0-30% 0-15% - Total water supply at or below 2,500 AFY considering adaptive management of groundwater levels, stored Lopez water, and/or supplemental supplies available; and/or - Lopez Reservoir <15,000 AF in storage; and/or - 3 of the previous 4 quarters of sentry well level readings below the deep well index trigger level of 7.5 feet; and/or - Mandatory SWRCB water use reduction 1B 31-35% 16-35% - Total water supply at or below 2,300 AFY considering adaptive management of groundwater levels, stored Lopez water, and/or supplemental supplies available; and/or - Lopez Reservoir <10,000 AF in storage; and/or - 6 quarterly continuous events of sentry well level readings below the deep well index trigger level of 7.5 feet; and/or - Mandatory SWRCB water use reduction 2 >36% >36%, 50% & >50% - Total water supply at or below 2,000 AFY considering adaptive management of groundwater levels, stored Lopez water, and/or supplemental supplies available; and/or - Lopez Reservoir <5,000 AF in storage; and/or - SMGB seawater intrusion; and/or - Catastrophic or emergency supply interruption New to the CWC, water suppliers must now adopt water shortage levels that equivalently address six standard water shortage levels. DWR standardized six shortage levels to provide a consistent regional and statewide approach to measure water supply shortage conditions. The six shortage levels correspond to 10-, 20-, 30-, 40-, 50-percent, and greater than 50 percent shortage compared to the normal reliability conditions. However, a water supplier may use its own shortage levels if a crosswalk is included relating its existing shortage levels to the six standard levels. A crosswalk between the City’s water shortage stages and the six standard levels is shown in Figure 1-1. Page 463 of 699 City of Arroyo Grande 11 Draft Water Shortage Contingency Plan Figure 1-1: WSCP Crosswalk to DWR’s Six Standard Shortage Levels Page 464 of 699 City of Arroyo Grande 12 Draft Water Shortage Contingency Plan 1.4 Shortage Response Actions This section is in accordance with CWC Section 10632(a)(4) and 10632.5(a) and describes the response actions that may be implemented or considered for each shortage level with emphasis to minimize social and economic impacts to the community. The City expects to mitigate supply shortages through a variety of response actions including demand reduction actions, supply augmentation, operational changes, and mandatory prohibitions. This WSCP identifies various actions to be considered by the City during water shortage conditions. In the event of a water shortage, the City will evaluate the cause of the shortage to help inform which response actions should be implemented. Depending on the nature of the water shortage, the City can elect to implement a combination of response actions to mitigate the shortage and reduce gaps between supply and demand. It should be noted that all actions listed for Level 1 apply to Level 1B and Level 2. Likewise, Level 1B actions apply to Level 2. If necessary, the City may enact additional actions that are not listed in this WSCP. The following sections discuss the potential response actions for each of the City’s water shortage levels. 1.4.1 Demand Reduction In the event of a water shortage, the City may implement voluntary and mandatory compliance measures to induce water conservation. The City’s Municipal Code Chapter 13.07 includes prohibitions on various wasteful water uses and potential restricted use of City water during a declared water supply shortage (Attachment 1). The City’s methods include supplementing its water conservation program during WSCP implementation with progressively reduced water use allocations for various customer types as higher stages of the WSCP are implemented. In addition to the Municipal Code Chapter 13.07 provisions summarized below, the City may choose to utilize different shortage criteria (see Table 1-2) or measures that are listed in Table 1-5, or other measures deemed appropriate, at various shortage levels. The City's first priority in the implementation of these regulations and restrictions will be the preservation of water to satisfy domestic consumptive needs, for adequate fire protection, and to preserve the health, safety, and welfare of the customers of the City. Municipal Code Chapter 13.07.030- 13.07.080 Implementation of stages of action A. Stage 1 Water Shortage Emergency and Historical Use Water Restrictions 1. After holding a noticed public hearing in accordance with the requirements of Water Code Section 350 et seq., the City Council may, by resolution, declare a Stage 1 Water Shortage Emergency based upon a determination that Triggering Conditions exist or there have been impacts to the City’s water supply, and/or it has been determined that it is imminent that the City’s water supply has or will become so limited that an emergency water shortage condition exists as far as the available water supply being less than projected demand necessitating the institution of reductions in water usage based upon Historical Use, as further set forth in subsection 2, below. Page 465 of 699 City of Arroyo Grande 13 Draft Water Shortage Contingency Plan Triggering Conditions may include, but not be limited to; a determination that the water level at the Lopez Reservoir is at or below 15,000 acre feet; there have been six (6) quarterly continuous events of sentry well level readings below the deep well index trigger level of 7.5 feet; and/or the imposition of mandatory reductions in water use by the City by the State Water Resources Control Board. 2. Upon adoption of a Stage 1 Water Shortage Emergency resolution, all residential customers will be assigned a baseline amount of water, based upon the amount of water used during the same billing period of the previous year prior to the adoption of the resolution. All residential customers shall reduce water usage by a percentage amount set forth in the resolution, which percentages may be modified or amended by the City Council as deemed necessary and appropriate. The percentage of required conservation shall increase depending on the billing Tier of the residential customer’s water use as provided in the City’s tiered water rate structure. The resolution shall include provisions for the imposition of mandatory financial penalties if the amount of water in each Tier is exceeded, which penalties may also be modified or amended by the City Council as deemed necessary and appropriate based upon a determination of the severity of the Water Shortage Emergency. The following shall be used as a general framework for the resolution establishing the baseline units for billing Tiers and penalties, subject to such revisions deemed necessary in order to achieve the desired water savings: Residential customers in Tier 1 shall be required to reduce consumption by the lowest percentage. Residential customers in Tier 2 shall be required to reduce consumption by a larger percentage than those in Tier 1. Residential Customers in Tier 3 shall be required to reduce consumption by an even larger percentage than those in Tier 1 and Tier 2. For example, Tier 1 customers may initially be required to conserve 10%, Tier 2 customers 20% and Tier 3 30%. As the emergency worsens, the City Council, may by resolution, increase the percentage reduction deemed necessary in order to achieve the projected amount of water savings established as necessary. B. Stage 1B Water Shortage Emergency—Implementation of Additional Restrictions based upon the existence of Triggering Conditions 1. After holding a noticed public hearing in accordance with the requirements of Water Code Section 350 et seq., the City Council may, by resolution, find and determine that failure to adopt and impose additional restrictions on water use and deny new or additional water service connections for projects that do not participate in a water demand offset program, would place the community in a condition that is dangerous to the health, safety and welfare of its citizens due to the severe impact on the City’s water supply, if it is determined that any specified Triggering Conditions exist. Page 466 of 699 City of Arroyo Grande 14 Draft Water Shortage Contingency Plan Based upon such a determination, the City Council may declare a Stage 1B Water Shortage Emergency that will provide that when Triggering Conditions exist additional restrictions on water use, including but not limited to denial of new or additional water service connections for projects that do not participate in a water demand offset program, will be imposed in order to protect the public health, safety and welfare of the community. The resolution may provide that the certification by the City Manager and Public Works Director that the Triggering Conditions set forth in subsection 2 below exist, which shall result in the immediate imposition of additional regulations and restrictions on the use of water in order to provide for the protection of the public’s health, safety and welfare, as set forth in the resolution. 2. If any one of the following water supply Triggering Conditions are determined to exist, the additional water use restrictions contained in subsection 4 below shall immediately be imposed. a. The interruption of local water deliveries, the water delivery system or additional mandated reductions in water use by the State Water Resources Control Board. b. The water level at the Lopez Reservoir is at or below 10,000 acre feet. c. There have been six quarterly continuous events of sentry well level readings in the Santa Maria Ground Water Basin below the deep well index trigger level of 7.5 feet, or indications of sea water intrusion are detected. 3. In the event that any of the foregoing Triggering Conditions are determined to exist, the Public Works Director and City Manager shall Certify to its existence, immediately notify the City Council of such determination, post the Certification of the existence of the condition on the City website, and make additional notifications to alert the public that the additional Stage 1B restrictions are being implemented. 4. The following additional regulations and restrictions shall apply in addition to the restriction imposed in the Stage 1 Water Shortage Emergency: a. Irrigation of City-owned non-sports field turf areas shall be reduced to 25% of the water used for such irrigation in a year as specified in the adopting resolution. b. The required residential customer water reductions established in Stage 1 pursuant to Section A 2, above, shall be increased by five (5) percent for each of the three water rate tiers. c. There shall be no new or additional water connections for any project that does not have all required planning project approvals and entitlements at the time of the Certification that a Triggering Condition exists. Smaller projects of less than four residential units or less than 5,000 sq. feet of commercial space shall be exempt from this restriction. Notwithstanding this restriction, development projects may continue to be processed. d. The City Council may provide that the restriction contained in subsection c. above, will not apply to any project that participates in the City’s approved water Page 467 of 699 City of Arroyo Grande 15 Draft Water Shortage Contingency Plan demand offset program by providing water savings that offset their project’s water demand by a ratio of 1:1.5. 5. The foregoing Stage 1B additional regulations and restrictions contained in this Section shall no longer apply upon Certification by the Public Works Director and the City Manager that the water level at the Lopez Reservoir is at or above 15,000 acre feet and increasing, and none of the other Triggering Conditions exist, or upon a determination by the City Council that these additional water use regulations and restrictions are no longer necessary to protect the City’s water supply. C. Stage 2 Water Shortage Emergency and Household Allocation Water Restrictions. 1. After holding a noticed public hearing in accordance with the requirements of Water Code Section 350 et seq., the City Council may declare, by resolution, a Stage 2 Water Shortage Emergency based upon a determination that Triggering Conditions exist or that the projected City’s water supply condition is or will become equal to or less than amounts that have been determined necessary to meet basic minimum household health and safety requirements, and restrictions and limits through the implementation of water allocations are necessary for continued water use that is reliable and sustainable by providing a minimum supply for the most essential purposes for human consumption, sanitation, and fire protection during the emergency situation, in order to protect the public health, safety and welfare. Triggering Conditions may include, but not be limited to: a determination that the water level at the Lopez Reservoir is at or below 5,000 acre feet; and/or seawater intrusion is occurring in the Santa Maria Groundwater Basin; and/or there has been a catastrophic or emergency interruption in the City’s water supply. 2. Upon adoption of a Stage 2 Water Shortage Emergency, restrictions and limits shall be imposed through the implementation of Household Allocations of water units for residential customers. All residential customers will be allocated units of water deemed necessary for an average household size (1 unit of water is equal to 100 cubic feet or 748 gallons). Any residential customer using over the assigned baseline unit amount may be subject to citation and shall be subject to the imposition of mandatory financial penalties, which shall be set forth in the resolution adopted by the City Council and be based upon the severity of the Water Shortage Emergency. Each household shall be allowed 12 units of water per two month billing period (which is equivalent to 150 gallons per household per day). Households with over 5 people will be allowed 20 units of water per two-month billing period (250 gallons per day). Households with over 7 people will be allowed 28 units of water per two-month billing period (350 gallons per day). The allocations contained herein may be adjusted by the City Council by resolution. Page 468 of 699 City of Arroyo Grande 16 Draft Water Shortage Contingency Plan Commercial Properties and Customers with Irrigation Meters During a Stage 1 Water Shortage Emergency commercial water customers shall not be subject to mandatory penalties for use except for those with irrigation meters as provided below. Any customer with an irrigation meter account shall reduce water use by such percentages specified in the resolution declaring the Water Shortage Emergency, which percentage reductions may be increased by the City Council by resolution upon a determination that additional reductions are necessary. The resolution shall also establish mandatory financial penalties for failing to meet required water use reductions. During a Stage 2 Water Shortage Emergency commercial water customers shall not use potable water for irrigation of outdoor landscaping. All irrigation meters shall be shut off and billing will be suspended. Additional Requirements and Restrictions during Stage 1, Stage 1B or Stage 2 Water Shortage Emergency Upon adoption of a resolution declaring a Stage 1, Stage 1B or Stage 2 Water Shortage Emergency the following shall apply: 1. Commercial, industrial or irrigation meter customers shall immediately follow any directive issued or declared by the City’s Water Department to conduct water use audits, prepare water conservation plans and immediately repair any identified water system leaks, including leaks attributable to faulty pipes or fixtures. Commercial customers shall not violate any other water use restrictions intended to preclude excessive water usage, as adopted by the City. 2. Residential customers shall not violate any water use/allocation or other water rationing regulation implemented by resolution of the City Council, including such regulations intended to preclude excessive water usage and specifying maximum water usage limitations, as otherwise provided by this Chapter. Adjustments in Water Consumption Reduction Amounts, and Other Exceptions A. During a declared Water Shortage Emergency the Director, upon application made in writing by a customer on a form promulgated by the water department and accompanied by supporting documentation, shall be authorized to modify the percentage of water consumption reduction that is required by the customer, upon the customer’s production of substantial evidence demonstrating the existence of unusual circumstances, including but not limited to the household having been vacant during a portion of the comparison year billing period, resulting in the baseline water amount assigned to the household being lower than what would normally have been experienced. B. The percentage of reduction in water consumption may also be adjusted if the existence of one or more of the following circumstances are shown and that are particular to that customer and which are not generally shared by other water department customers: 1. Failure to approve the requested exception would cause a condition having an adverse effect on the health, sanitation, fire protection, or safety of the customer. Page 469 of 699 City of Arroyo Grande 17 Draft Water Shortage Contingency Plan 2. Alternative restrictions to which the customer is willing to adhere are available that would achieve the same level of demand reduction as the restriction for which an exception is being sought and such alternative restrictions are enforceable by the water department. 3. Circumstances concerning the customer’s property have changed since the implementation of the subject restriction warranting a change in the customer’s water usage allocation or required percentage of reduction in consumption. C. In order to qualify for an exception, a customer may be required at the Director’s determination, to first complete a self-water audit pursuant to standards and procedures promulgated by the water department. This audit shall be made part of the customer’s exception application and water conservation measures indicated by the audit may be incorporated as conditions of approval to an exception in addition to any other conditions of approval imposed by the Director in connection with the Director’s approval of the customer’s exception application. Water Shortage Appeals Board (WSAB) A. Upon adoption of a resolution declaring a Water Shortage Emergency, the Utility Billing Adjustment Committee shall be empowered to act as the Water Shortage Appeal Board (WSAB). Thereafter, the Water Shortage Appeal Board will remain available to convene for as long as the Water Shortage Emergency remains in effect. B. Any customer who considers an action taken by the Director or an enforcement official under the provisions of this Chapter, including action on adjustments to water consumption reduction amounts, and on exception application, or the assessment of administrative penalties which have been erroneously taken or issued, may appeal that action or penalty to the Water Shortage Appeals Board in the following manner: 1. The appeal shall be made in writing, shall state the nature of the appeal specifying the action or penalty that is being appealed and the basis upon which the action or penalty is alleged to be in error. Penalty appeals shall include a copy of the bill or any applicable notice of violation; 2. An appeal, to be effective, must be received by the Director not later than ten business days following the date of the notice of violation or the date that the Director took the action which is the subject of the appeal; 3. The Director shall schedule the appeal for consideration by the WSAB. The WSAB shall hear the appeal within ninety days of the date of the appeal and issue its decision within thirty days of the date of the hearing; 4. In ruling on appeals, the WSAB shall strictly apply the provisions of this Chapter, and shall not impose or grant terms and conditions not authorized by this Chapter. 5. Decisions of the WSAB shall be subject to appeal to the City Council in accordance with the procedures in Chapter 1.12 of this Code, including the requirement that decisions be first taken up with the City Manager. 1.4.2 Supply Augmentation The City is pursuing Central Coast Blue as a local and drought-resistant supplemental supply, as discussed in Section 6 of the City’s 2022 UWMP. Given the City’s sufficient planned supply Page 470 of 699 City of Arroyo Grande 18 Draft Water Shortage Contingency Plan with Central Coast Blue, the City has no immediate plan to augment supply with any additional, long-term sources in response to shortages. 1.4.3 Operational Changes During shortage conditions, operations may be affected by demand reduction responses. Operational changes to address a short-term water shortage may be implemented based on the severity of the reduction goal. The City will maximize its supply by implementing operational strategies and demand reduction measures. As part of the Annual Assessment process, the City will consider their operational procedures at the time of a shortage to identify changes that can be implemented to address water shortage on a short-term basis, include but not limited to: - Expeditious leak repair - Decrease Line Flushing - Reduce System Water Loss 1.4.4 Additional Mandatory Restrictions In addition to the mandatory conservation and rationing measures imposed in Stages 1 through 2, the following water waste prohibitions are in effect at all times and will remain in effect during any declared water shortage emergency. Table 1-3. Water Shortage Contingency - Mandatory Prohibitions Prohibitions Mandatory Prohibition Stage All use of water which results in excessive gutter runoff. None, Stage 1, 1B & 2 Use of water for cleaning driveways, patios, parking lots, sidewalks, streets, or other such uses except as necessary to protect public health or safety. None, Stage 1, 1B & 2 Outdoor water use for washing vehicles shall be attended and have hand-controlled watering devices. None, Stage 1, 1B & 2 Outdoor irrigation between the hours of 10 AM and 4 PM. None, Stage 1, 1B & 2 Limited days for outdoor irrigation None, Stage 1, 1B & 2 Use of potable water for compaction or dust control purposes in construction activities. None, Stage 1, 1B & 2 Hotel, motel or other commercial lodging establishment shall offer their patrons the option to forego the daily laundering of towels, sheets and linens. None, Stage 1, 1B & 2 Page 471 of 699 City of Arroyo Grande 19 Draft Water Shortage Contingency Plan Prohibitions Mandatory Prohibition Stage Emptying and refilling of swimming pools and commercial spas is prohibited except to prevent structural damage and/or to protect public health or safety. None, Stage 1, 1B & 2 Restaurants or other commercial food service establishments shall not serve water except upon the request of a patron. None, Stage 1, 1B & 2 1.4.5 Emergency Response Plan In the event of a sudden and catastrophic loss of water supply, the City has written an Emergency Response Plan (ERP) to guide the City’s employees during disasters such as earthquakes, floods, wild land fires, dam failures, and terrorism. In addition to the emergency response guidelines established for City personnel, the Plan includes a Memorandum of Understanding between cities within San Luis Obispo County to offer assistance as available to neighboring cities during time of disaster. The ERP contains detailed action items to the following list of events that might result in a drastic loss in supply. 1. Structural Damage from an Explosive Device 2. Power Outage 3. Natural Event (Flood) 4. Natural Event (Winter Storm) 5. Natural Event (Hurricane/Tropical Storm) 6. Natural Event (Earthquake) The City is a member of the California Water/Wastewater Agency Response Network (CalWARN) to support and promote statewide emergency preparedness, disaster response, and mutual assistance processes for public and private water and wastewater utilities. The CalWARN Program provides its member utilities with: • A standard omnibus mutual assistance agreement and process for sharing emergency resources among Signatories statewide. • The resources to respond and recover more quickly from a disaster. • A mutual assistance program consistent with other statewide mutual aid programs and the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). • A forum for developing and maintaining emergency contacts and relationships. • New ideas from lessons learned in disasters. In the event of a power outage, the City’s response strategy is to first determine if the reason for the outage is local to the plant or regional, then estimate the time to return power. This will provide the City with the significance of the situation and will help assess the need to secure additional fuel for generators. The treatment process would be operated to minimize the effects of the power loss. The problem should be remedied as quickly as possible, however, if the supply cannot be returned and an eventual loss of supply occurs, customers shall be notified of how to proceed. Page 472 of 699 City of Arroyo Grande 20 Draft Water Shortage Contingency Plan The first response in the event of an earthquake is to perform a system audit to determine the extent of damage to utilities, piping, and processes. This audit will allow the City to concentrate staff and resources on issues that need to be addressed immediately. Additional staff will be required for sampling, analysis, equipment repair, manual equipment and process operation, and communication. A report of the damage will be issued to the Incident Commander followed by a list of supplies that are necessary for repairs. In the event of an emergency that interrupts use of a surface water source, the City will be able to provide an average flow of 300 gallons per capita per day from the City well water. In 2021, the City completed a Risk and Resilience Assessment (RRA) and Emergency Response Plan (ERP) in accordance with America’s Water Infrastructure Act (AWIA) of 2018. The purpose of the RRA and ERP is to meet the AWIA compliance requirements and plan for long-term resilience of the City’s infrastructure. The RRA assesses the City’s water system to identify critical assets and processes that may be vulnerable to human and natural hazards, and to identify measures that can be taken to reduce risk and enhance resilience from service disruption for the benefit of customers. The RRA identifies and characterizes both infrastructure- specific and system-wide vulnerabilities and threats and quantifies the consequences of disruption. The RRA also identifies various options (and constraints) in addressing and mitigating risk. The RRA, in conjunction with the ERP, charts a course for water system resilience. The RRA also provided various recommendations to increase reliability of the City’s system. Since critical pieces of infrastructure and specific vulnerabilities are detailed in the RRA and ERP, the contents of the document are confidential and for use by the City’s staff only. However, the City can confirm that these plans meet the requirements set forth by AWIA and evaluate seismic risks and mitigation actions to the City’s infrastructure. In the event of a water shortage emergency resulting from equipment failure, power outage, or other catastrophe the City may implement its water shortage levels, as described above, with either voluntary or mandatory reductions depending on the severity of the shortage. For severe disasters, mandatory water use reductions are specified. 1.4.6 Seismic Risk Assessment and Mitigation Plan Disasters, such as earthquakes, can and will occur without notice. The RRA and ERP analyze all critical City facilities for a seismic event and address mitigation strategies. Furthermore, the 2019 San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan (Attachment 2) contains necessary Seismic Risk Assessment and Mitigation Plan procedures. 1.4.7 Shortage Response Action Effectiveness The City’s primary mechanism of measuring water use and, subsequently, water use reduction, is through the use of water meters. Therefore, to measure actual reductions in water use in the course of carrying out a water supply shortage contingency plan, the City may perform water meter readings for individual connections. Potable water production figures are recorded daily at the City Corporation Yard. The daily data is compiled into monthly reports and annual reports sent to the SWRCB and San Luis Obispo Page 473 of 699 City of Arroyo Grande 21 Draft Water Shortage Contingency Plan County. The City also maintains copies of all reports prepared. These reports can be used to compare monthly and annual water consumption to determine the efficiency of implemented water conservation measures. If the City determines that the desired level of water conservation is not being reached, additional conservation measures can be implemented with the direction of City Council. Although it is difficult to estimate the volume of savings for each action, the City expects to meet required reductions through a combination of response actions in conjunction with outreach and communication efforts to the extent necessary to mitigate any impacts from a water shortage. Estimates of the effectiveness for actions have been included in Table 1-4 and Table 1-5. It is assumed that a given required shortage to be addressed can be met by quantifiable measures and the remainder of shortage can be addressed by unquantifiable measures, operations changes and additional mandatory restrictions. Table 1-4. Estimated Savings by Shortage Level Level SUPPLY CONDITION/SHORTAGE, % Supply/ Demand Target1, AF Required Savings1, AF Estimated Savings from Quantifiable Actions2, AF Estimated Savings from Unquantifiable Actions, AF 1 0%-10% Reduction 2,319 232 76 156 1B 11%-35% Reduction 1,507 812 812 0 2 36%->50% Reduction 1,136 1,183 1,183 0 1. For required savings estimation purposes, it is assumed the supply and demand in 2020 (2,319 AF) would need to be reduced by 35% in Level 1B and 51% in Level 2. Required savings may be met through a combination of quantifiable and unquantifiable actions. The City will only implement measures to the extent necessary to mitigate a water shortage, although estimates may indicate a greater savings is obtainable. It is anticipated that required savings will be met through quantifiable shortage response actions and through other unquantifiable actions, including outreach efforts. 2. Quantifiable savings are estimated based on various published sources and are provided as a guide. The degree of implementation of actions can vary in each stage and can result in a wide range of savings. For a list of all the City’s specific shortage response actions and their maximum potential savings, refer to Table 1-5. Page 474 of 699 City of Arroyo Grande 22 Draft Water Shortage Contingency Plan Table 1-5. DWR 8-3 Demand Reduction Actions Shortage Level Demand Reduction Actions How much is this going to reduce the shortage gap? Additional Explanation or Reference Penalty, Charge, or Other Enforcement 1 Landscape - Restrict or prohibit runoff from landscape irrigation 20 AF All use of water which results in excessive gutter runoff. Yes 1 Other - Prohibit use of potable water for washing hard surfaces 0.04 AF Use of water for cleaning driveways, patios, parking lots, sidewalks, streets, or other such uses except as necessary to protect public health or safety. Yes 1 Other - Require automatic shut of hoses 0.04 AF Outdoor water use for washing vehicles shall be attended and have hand- controlled watering devices. Yes 1 Landscape - Limit landscape irrigation to specific times 26 AF Outdoor irrigation between the hours of 10 AM and 4 PM. Yes 1 Landscape - Limit landscape irrigation to specific days 26 AF Limited days for outdoor irrigation Yes 1 Other - Prohibit use of potable water for construction and dust control 1 AF Use of potable water for compaction or dust control purposes in construction activities. Yes Page 475 of 699 City of Arroyo Grande 23 Draft Water Shortage Contingency Plan Shortage Level Demand Reduction Actions How much is this going to reduce the shortage gap? Additional Explanation or Reference Penalty, Charge, or Other Enforcement 1 CII - Lodging establishment must offer opt out of linen service 1 AF Hotel, motel or other commercial lodging establishment shall offer their patrons the option to forego the daily laundering of towels, sheets and linens. Yes 1 Pools - Allow filling of swimming pools only when an appropriate cover is in place. 2.4 AF Emptying and refilling of swimming pools and commercial spas is prohibited except to prevent structural damage and/or to protect public health or safety. Yes 1 CII - Lodging establishment must offer opt out of linen service 0.18 AF Restaurants or other commercial food service establishments shall not serve water except upon the request of a patron. Yes 1B Other 812 AF Water allocations by customer class and usage tier. Yes 2 Other 1,183 AF Water allocations by customer class and usage tier. Yes 1.5 Communication Protocols This section is in accordance with CWC Section 10632(a)(5) and describes the communication protocols and procedures to inform customers, the public, and state and local officials of any current or predicted water shortages. When a shortage level is enacted or changed, a notice is sent to all water customers and the City’s website (https://www.thinkh2onow.com/) is updated. Based on the severity of the shortage condition, the City website contains various brochures and links to ways water customers can conserve water indoors and outdoors. When the City moves to severely restricted water supply, notices are provided containing the mandatory water restrictions to all visitor serving facilities. Page 476 of 699 City of Arroyo Grande 24 Draft Water Shortage Contingency Plan 1.6 Compliance and Enforcement Any violation of the conservation regulations and restrictions on water use may result in termination of water service until the violation is corrected, and until all appropriate fees and penalties are paid in full. Table 1-6 lists the specifics of the penalties and in what stages they may occur in addition to the water conservation requirements contained in City Municipal Code Section 13.05 as described below. Violation of any provision of City Municipal Code Section 13.05 may result in termination of water service until such violation is corrected, and until penalties are paid in full and will be subject to the following administrative procedure: 1. Written notice to the alleged offender, including the furnishing of informational material and advice where appropriate; 2. Recovery of all city staff costs, including overhead, or any second or greater offense within any one-year period; 3. Additional civil administrative penalties for any third or greater offense within any one- year period; 4. The right to appeal first to the utility billing adjustment committee and then to the city council. In addition to, and completely separate from, the civil enforcement provisions of the ordinance codified in the City’s Municipal Code, any person who knowingly and willfully violates the provisions of this chapter shall be guilty of a criminal misdemeanor as provided in the general penalty provisions of this code. All previous attempts by the City to obtain compliance by the defendant may be introduced as evidence of the offender's knowledge and willfulness. Table 1-6. Water Shortage Contingency - Penalties and Charges Penalty/Charge1 Stage When Penalty Takes Effect Imposition of increasingly significant penalties so as to create a meaningful incentive to reduce water use. None, 1, 1B & 2 Criminal misdemeanor for any person who knowingly and willf ully violates the provisions in the City’s Municipal code, and may result in the installation of a flow restriction device or disconnection of the customer’s property from the City’s water service system at the customer’s cost. None, 1, 1B & 2 Page 477 of 699 City of Arroyo Grande 25 Draft Water Shortage Contingency Plan Penalty/Charge1 Stage When Penalty Takes Effect In addition to any penalties, misdemeanor criminal prosecution and the installation of a water flow restrictor, during a Water Shortage Emergency the Director may disconnect a customer’s water service for willful violations of mandatory restrictions and regulations in the City’s Municipal Code. None, 1, 1B & 2 A person or entity that as a result of violations of Municipal Code Chapter 13.07 has a flow restrictor installed or water service disconnected is responsible for payment of charges for installing and/or removing the flow-restricting device and for disconnecting and/or reconnecting service in accordance with the City’s fee schedule then in effect. The charge for installing and/or removing any flow restricting device must be paid before the device is removed. Nonpayment will be subject to the same remedies as nonpayment of basic water rates. 1, 1B & 2 1The foregoing penalties may also be modified or amended by the City Council as deemed necessary and appropriate based upon a determination of the severity of the Water Shortage Emergency. 1.7 Legal Authorities The City’s Ordinance 669 was adopted on February 24, 2015. The City adopted Resolution 4659 on May 26, 2015 and Resolution 4766 on November 22, 2016 in order to further implement Ordinance 669. The City adopted a Stage 1 Water Shortage Emergency through Resolution 5119 on October 12, 2021. Therefore, Ordinance 669, Resolution 4659, Resolution 4766, and Resolution 5119 effectively comprise the City’s Water Conservation and Emergency Water Shortage Restrictions and Regulations. A copy of the City’s existing Municipal Code Chapter 13.07, representing the codified ordinances and resolutions is provided in Attachment 1. Under State law, the City is authorized after declaration of a water shortage emergency to restrict the water uses and to prohibit the waste or use of the City’s water during such periods for any purpose other than domestic use, sanitation, fire protection or such other uses as may be determined by the City Council. The City shall coordinate with San Luis Obispo County, within which it provides water supply services, for the possible proclamation of a local emergency, as defined in Section 8558 of the Government Code. 1.8 Financial Consequences of WSCP The majority of the operating costs for most water agencies are fixed rather than a function of the amount of water sold. As a result, when significant conservation programs are undertaken, it Page 478 of 699 City of Arroyo Grande 26 Draft Water Shortage Contingency Plan is frequently necessary to raise water rates because the revenue generated is based on lower total consumption while the revenue required is basically fixed. In order to counteract the financial impact of conservation, the City may institute an increase in the rate structure so that lower projected water consumption would generate a new rate based on the revenue needed by the City’s Water Enterprise fund. 1.9 Monitoring and Reporting This section is in accordance with CWC Section 10632(a)(9) and describes the reporting requirements and monitoring procedures to implement the WSCP and track and evaluate the response actions effectives. As described in Section 1.2, the City intends to track its supplies and project demands on an annual basis, and if supply conditions described in Table 1-2 are projected, the City will enact a water shortage stage. Monitoring demands is essential to ensure the WSCP response actions are adequately meeting reductions and decreasing the supply/demand gap. This will help to analyze the effectiveness of the WSCP or identify the need to activate additional response actions. The water savings from implementation of the WSCP will be determined based on monthly production reports which will be compared to the supply from prior months, the same period of the prior year, and/ or the allocation. At first, the cumulative consumption for the various sectors (e.g., residential, commercial, etc.) will be evaluated for reaching the target demand reduction level. Then, if needed, individual accounts will be monitored. Weather and other possible influences may be accounted for in the evaluation. 1.10 WSCP Refinement Procedures This section is consistent with CWC Section 10632 (a)(10). The WSCP is best prepared and implemented as an adaptive management plan. The City will use results obtained from monitoring and reporting procedures (described in Section 1.9) to evaluate any needs for revisions. The WSCP is used to provide guidance to the City Council, staff, and the public by identifying response actions to allow for efficient management of any water shortage with predictability and accountability. To maintain a useful and efficient standard of practice in water shortage conditions, the requirements, criteria, and response actions need to be continually evaluated and improved upon to ensure that its shortage risk tolerance is adequate, and the shortage response actions are effective and up to date based on lessons learned from implementing the WSCP. Potential changes to the WSCP that could warrant an update include, but are not limited to, any changes to shortage level triggers, changes to the shortage level structure, and/or changes to the response actions. Any prospective changes to the WSCP would need to be presented at a public hearing, staff would obtain any comments and the City Council would adopt the updated WSCP. The steps to formally amend the WSCP are discussed in Section 1.12. Page 479 of 699 City of Arroyo Grande 27 Draft Water Shortage Contingency Plan Potential refinements will be documented and integrated in the next WSCP update. If new response actions are identified by staff or public, these could be advertised as voluntary actions until these are formally adopted as mandatory. 1.11 Special Water Feature Distinction The CWC Section 10623 (b) now requires that suppliers analyze and define water features that are artificially supplied with water, including ponds, lakes, waterfalls, and fountains, separately from swimming pools and spas, as defined in subdivision (a) of Section 115921 of the Health and Safety Code. Non-pool or non-spa water features may use or be able to use recycled water, whereas pools and spas must use potable water for health and safety considerations so limitations to pools and spas may require different considerations compared to non-pool or non- spa water features. As described previously for Stages 1, 1B and 2, emptying and refilling of swimming pools and commercial spas is prohibited except to prevent structural damage and/or to protect public health or safety. 1.12 Plan Adoption, Submittal, and Availability This section was completed pursuant to CWC Section 10632(a)(c). This WSCP was presented for adoption to the City Council at the Month XX, 202X City Council meeting. Notifications were sent to all necessary Cities, Counties, and Cities 60 days prior to the Month XX, 202X public board meeting. To comply with the notice to the public, the City published notices in the local newspaper two weeks in advance with 5 days between publications. Copies of the 60-day notices and public hearing newspaper notices are provided in the City’s 2022 UWMP Appendix B. The WSCP was also made available in advance of the public hearing. The WSCP was formally adopted on Month XX, 202X by the City Council through Resolution XX-XX, included as Attachment 3. The WSCP was made available to all staff, customers, and any affected cities, counties, or other members of the public at the City and online within 30 days of the adoption date. Page 480 of 699 City of Arroyo Grande 28 Draft Water Shortage Contingency Plan 1.13 Resources and References American Water Works Association (AWWA). 2019. "Manual of Water Supply Practices, Drought Preparedness and Response." Department of Water Resources. 2020. "Urban Water Management Plan Guidebook 2020." Water Systems Consulting Inc. 2023. "City of Arroyo Grande 2022 UWMP." Page 481 of 699 This page is intentionally blank for double-sided printing. Page 482 of 699 City of Arroyo Grande 29 Draft Water Shortage Contingency Plan Attachment 1: Municipal Code Chapter 13.07 Page 483 of 699 This page is intentionally blank for double-sided printing. Page 484 of 699 Page 485 of 699 Page 486 of 699 Page 487 of 699 Page 488 of 699 Page 489 of 699 Page 490 of 699 Page 491 of 699 Page 492 of 699 City of Arroyo Grande 29 Draft Water Shortage Contingency Plan Attachment 2: 2019 San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan Available at https://www.slocounty.ca.gov/Departments/Planning-Building/Forms- Documents/Plans-and-Elements/Elements/Local-Hazard-Mitigation-Plan.aspx Page 493 of 699 This page is intentionally blank for double-sided printing. Page 494 of 699 City of Arroyo Grande 30 Draft Water Shortage Contingency Plan Attachment 3: Adoption Resolution To be included in Final WSCP Page 495 of 699 This page is intentionally blank for double-sided printing. Page 496 of 699 Selected Figures from the NCMA 2021 Annual Monitoring Report City of Arroyo Grande E Draft 2022 Urban Water Management Plan E Appendix E Selected Figures from the NCMA 2021 Annual Monitoring Report Page 497 of 699 This page is intentionally blank for double-sided printing. Page 498 of 699 SantaMariaGuadalupe Nipomo ArroyoGrandeGroverBeach PismoBeach Orcutt NorthernCitiesManagementArea San L u i s O b i s p o C o u n t y Sant a B a r b a r a C o u n t y £¤101 Nipomo MesaManagementArea Santa MariaValleyManagement Area Date: January 28, 2020 Data Sources: LEGENDNorthern Cities Management AreaNipomo Mesa Management AreaSanta Maria Valley Management AreaSanta Maria Groundwater Basin (DWR 2019)County Borders Santa Maria Groundwater Basin FIGURE 1 Northern Cities Management AreaSan Luis Obispo County, California Document Path: Y:\0672_Northern_Cities_Management_Area\Source_Figures\006_2019_Annual_Report\Annual_Report\Figure01_Santa_Maria_Groundwater_Basin.mxd o 0 1 2 3 4 5 Miles PacificOcean 8Page 499 of 699 FIGURE 5. ANNUAL PRECIPITATION 1950 TO 2021 Northern Cities Management Area San Luis Obispo County, California P:\Portland\672-Northern Cities Management Area\008-2021 Annual Report\03 Annual Report\0 Admin Draft\Figures\Parts Fig 5 NCMA Precip 1950 - present Shaded.grf19501955196019651970197519801985199019952000 2005201020152020Calendar Year -20 -10 0 10 20 30 40 50 60 70 Cumulative Departure from Average, Inches0 10 20 30 40 50 Annual Precipitation, InchesD ro u g ht D ro u g ht Average Precipitation 1950-2021: 15.6 Inches Wet PeriodAlternating Wet and Dry Years Wet PeriodNormal 20Page 500 of 699 FIGURE 7. MONTHLY AND AVERAGE PRECIPITATION AND EVAPOTRANSPIRATION Northern Cities Management Area San Luis Obispo County, California 22Page 501 of 699 !> !> !> !> !> !> !> County MW#3Well 12N/35W32C03 North Beach CampgroundWells 32S/12E-24B01, 02, 03 Highway 1Wells 32S/13E-30F01, 02, 03 Pier Avenue32S/13E-30N01, 02, 03 Oceano CSDObservation Wells(Green, Blue, Silver, and Yellow) Oceano DunesWells 12N/36W-36L01, 02 OceanoWellNo. 8 £¤101 Sant a M a r i a R i v e r F a u l tPismoCreek A rroyoG ra nd e C re ekMeadow C reek L o s B erros Creek Oc e a n o F a u l t Wilmar A v e n u e F a u l t Date: February 26, 2020 Data Sources: LEGEND !>NCMA Monitoring WellsNorthern Cities Management AreaFaultsStreams Locations of Monitoring Wells FIGURE 3 Northern Cities Management AreaSan Luis Obispo County, California Document Path: Y:\_nonGISP\0672_Northern_Cities_Management_Area\Source_Figures\006_2019_Annual_Report\Annual_Report\Figure03_NCMA_Monitoring_Wells.mxd o 0 1 Miles PacificOcean 14Page 502 of 699 FIGURE 4. DEPTHS OF MONITORING WELLS Northern Cities Management Area San Luis Obispo County, California P:\Portland\672-Northern Cities Management Area\005-2018 Annual Report\03 Annual Report\0 Admin Draft\Figures\Parts Fig 7 NCMA Depths of Monitoring Wells.grf -700 -600 -500 -400 -300 -200 -100 0 Elevation, feet NAVD88XD1.7 XD2.7 XD3.5 XD4.4 XD4.6 XD6.5 Well Well Screen Transducer North Beach Campground 24B 01 02 03 Highway 1 30F 01 02 03 Pier Avenue 30N 01 02 03 Oceano Dunes 36L 01 02 OCSD Green Blue Silver Yellow 31H H10 H11 H12 H13 County MW#3 32C03 XD Notes: NAVD88 - North American Vertical Datum of 1988 OCSD - Oceano Community Services District 15Page 503 of 699 FIGURE 10. SELECTED HYDROGRAPHS Northern Cities Management Area San Luis Obispo County, California 1990 1995 2000 2005 2010 2015 2020 2025 -20 -10 0 10 20 30 40 50 -20 -10 0 10 20 30 40 50 -20 -10 0 10 20 30 40 50 -20 -10 0 10 20 30 40 50 60 P:\Portland\672-Northern Cities Management Area\008-2021 Annual Report\03 Annual Report\0 Admin Draft\Figures\Parts Fig 10 NCMA Selected Hydrographs.grf Well 32D03 Well 32D11 Water Elevation, feet NAVD8832D03 and 32D11 28K02 30K03 33K03 Notes: NAVD88 - North American Vertical Datum of 1988 31Page 504 of 699 FIGURE 11. SENTRY WELL HYDROGRAPHS Northern Cities Management Area San Luis Obispo County, California 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2025 0 5 10 15 200 5 10 15 200 5 10 15 200 5 10 15 20 P:\Portland\672-Northern Cities Management Area\008-2021 Annual Report\03 Annual Report\0 Admin Draft\Figures\Parts Fig 11 NCMA Sentry Well Hydrographs.grf Well 24B03 Well 24B02 Water Elevation, feet NAVD88North Beach Campground Highway 1 Pier Avenue Oceano Dunes Well 30F03 Well 30F02 Well 30N02 Well 30N03 Well 36L01 Well 36L02 Flowing Artesian Flowing Artesian Flowing Artesian Notes: NAVD88 - North American Vertical Datum of 1988 32Page 505 of 699 FIGURE 12. HYDROGRAPH OF DEEP WELL INDEX ELEVATION Northern Cities Management Area San Luis Obispo County, California 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 -5-4-3-2-101234567891011121314151617181920 Deep Well Index Elevation, feet NAVD88Deep Well Index Elevation (Wells 24B03, 30F03 and 30N02) 0 100 200 300 400 500 600 700 800 Chloride, mg/LWell 30N02 Well 24B03 Well 30F03 Deep Well Index Threshold: 7.5 feet Deep Well Index is the average of groundwater elevations in the deep wells of Sentry Well clusters 24B,30F, and 30N (see Figure 3 for locations of monitoring wells and Figure 4 for well depths). P:\Portland\672-Northern Cities Management Area\008-2021 Annual Report\03 Annual Report\0 Admin Draft\Figures\Parts Fig 12 Hydrograph of Deep Well Index Level.grf Notes: NAVD88 - North American Vertical Datum of 1988 mg/L - milligrams per liter 35Page 506 of 699 FIGURE 27. MUNICIPAL WATER USE BY SOURCE Northern Cities Management Area San Luis Obispo County, California Notes: AFY - Acre-feet per year SWP - California State Water Project 78Page 507 of 699 This page is intentionally blank for double-sided printing. Page 508 of 699 SMGB Management Agreement & Jud gment F Appendix F SMGB Management Agreement & Judgment Page 509 of 699 This page is intentionally blank for double-sided printing. Page 510 of 699 Page 511 of 699 Page 512 of 699 Page 513 of 699 Page 514 of 699 Page 515 of 699 Page 516 of 699 JAN 2 5 2008 SUPERIOR COURT OF CALIFORNIA COUNTY OF SANTA CLARA SANTA MARIA VALLEY WATER CONSERVATION DISTRICT, Plaintiff, SANTA MARIA GROUNDWATER LITIGATION Lead Case No. 1-97-CV-770214 (CONSOLIDATED FOR ALL PURPOSES) VS. [Consolidated With Case Numbers: CITY OF SANTA MARIA, ET AL.. CV 784900; CV 785509; CV 785522; CV 787150; CV 784921; CV 78551 1; CV 785936; CV 787151; CV 784926; Defendants. CV 785515; CV 786791; CV 787152; 1-05-CV-0364101 I I 1 San Luis Obispo County Superior I AND RELATED CROSS-ACTIONS AND ACTIONS CONSOLIDATED FOR ALL PURPOSES Court Case Nds. 990738 and 990739 JUDGMENT AFTER TRIAL This matter came on for trial in five separate phases. Following the third phase of trial, a large number of parties entered into a written stipulation dated June 30, 2005 to resolve their 1 differences and requested that the cow approve the settlement and make its terms binding on 1 them as a part of any final judgment entered in this case. Subsequent to the execution of the stipulation by the original settling parties, a number of additional parties have agreed to be I I bound by the stipulation - their signatures are included in the attachments to this judgment. I Case No. 1-97-CV-770214 Judgment After Trial Page 517 of 699 The June 30, 2005 Stipulation is attached as Exhibit "1;" and all exhibits to the ,tipulation are separately attached as Exhibits "1A" through "1H". The Stipulating Parties are ientified on Exhibit "IA." The court approves the Stipulation, orders the Stipulating Parties nly to comply with each and every term thereof, and incorporates the same herein as though et forth in full. No non-stipulating party is bound in any way by the stipulation except as the ourt may otherwise independently adopt as its independent judgment a term or terms that are le same or similar to such term or provision of the stipulation. As to all remaining parties, including those who failed to answer or otherwise appear, le court heard the testimony of witnesses, considered the evidence found to be admissible by le court, and heard the arguments of counsel. Good cause appearing, the court finds and rders judgment as follows. As used in this Judgment, the following terms shall have the meanings herein set forth: - The groundwater basin described in the Phase I and I1 orders of the court, as lodified, with attachments and presented in Exhibit "1B". Defaultinn Parties - All persons or entities listed on Exhibit "3". Imuorted Water - Water within the Basin received from the State Water Project, riginating outside the Basin, that absent human intervention would not recharge or be used in le Basin. LOG Parties - All persons or entities listed on Exhibit "2:" listed under the subheading LOG Parties". Non-Stipulatin~ Parties - All Parties who did not sign the Stipulation, including the )efaulting Parties and the LOG and Wineman Parties. Pavties - All parties to the above-referenced action, including Stipulating Parties, Non- tipulating Parties, and Defaulting Parties. Public Water Producers - City of Santa Maria, Golden State Water Company, Rural Vater Company, the "Northern Cities" (collectively the Cities of Arroyo Grande, Pismo teach, and Grover Beach, and Oceano Community Services District), and the Nipomo 'ommunity Services District. ase No. 1-97-CV-770214 ~dgment After Trial Page 518 of 699 Return Flows - All water which recharges the Basin after in~tial use, through the use of percolation ponds and others means, derived from the use and recharge of imported water delivered through State Water Project facilities. Stipulating Parties - All Parties who are signatories to the Stipulation. Stipulation - The Stipulation dated June 30, 2005 and incorporated herein as Exhibit "1," with each of its Exhibits separately identified and incorporated herein as Exhibits "1A" through " 1 H". Storage Space - The portion of the Basin capable of holding water for subsequent reasonable and beneficial uses. W~nernan Parties - All persons or entities listed on Exhibit "2," under the subheading "Wineman Parties". The following Exhibits are attached to this Judgment: 1. Exhibit "I, "June 30, 2005 Stipulation and the following exhibits thereto: a. Exhibit "IA, " list identifying the Stipulating Parties and the parcels of land bound by the Stipulation. b. Exhibit "IB, " Phase I and I1 Orders, as modified, with attachments. c. Exhibit "IC," map of the Basin and boundaries of the three Management Areas. d. Exhibit "ID," map identifying those lands as of January I, 2005: 1) within the boundaries of a municipality or its sphere of influence, or within the process of inclusion in its sphere of influence; or 2) within the certificated service area of a publicly regulated utility; and a list of selected parcels that are nearby these boundaries which are excluded from within these areas. e. Exhibit "IE, " 2002 Settlement Agreement between the Northern Cities and Northern Landowners. f. Exhibit "IF," the agreement among Santa Maria, Golden State and Guadalupe regarding Twitchell Project and the Twitchell Management Authority. g. Exhibit "lG," the court's Order Concerning Electronic Service of Case No. 1-9743-7702 14 Judgment After Trial Page 519 of 699 'leadings and Electronic Posting of Discovery Documents dated June 27,2000. h. Exhibit "lH, " the form of memorandum of agreement to be recorded. 2. Exhibit "2, " List of Non-Stipulating LOG and Wineman Parties and recorded eed numbers of property they owned at the time of trial. 3. Exhibit "3, " List of Defaulting parties. A declaratory judgment and physical solution are hereby adjudged and decreed s follows: 1. As of the time of trial, LOG and Wineman Parties owned the real property, sted by assessor's parcel numbers, as presented in Exhibit 2. 2. The City of Santa Maria and Golden State Water Company are awarded rescriptive rights to ground water against the non-stipulating parties, which rights shall be leasured and enforced as described below. 3. The City of Santa Maria and Golden State Water Company have a right to use le Basin for temporary storage and subsequent recapture of the Return Flows generated from leir importation of State Water Project water, to the extent that such water adds to the supply f water in the aquifer and if there is storage space in the aquifer for such return flows, lcluding all other native sources of water in the aquifer. The City of Santa Maria's Return lows represent 65 percent of the amount of imported water used by the City. Golden State Vater Company's Return Flows represent 45 percent of the amount of imported water used by iolden State in the basin. 4. (a) The Northern Cities have a prior and paramount right to produce 7,300 acre- :et of water per year from the Northern Cities Area of the Basin; and (b) the Non-Stipulating arties have no overlying, appropriative, or other right to produce any water supplies in the Iorthern Cities Area of the Basin. 5. The Groundwater Monitoring Provisions and Management Area Monitoring rograms contained in the Stipulation, including Sections IV(D) (All Management Areas); '(B) (Santa Maria Management Area), VI(C) (Nipomo Mesa Management Area), and VII (1) Vorthern Cities Management Area), inclusive, are independently adopted by the court as ase No. I -97-CV-7702 14 ~dgment After Trial Page 520 of 699 necessary to manage water production in the basin and are incorporated herein and made terms of this Judgment. The Non-Stipulating Parties shall participate in, and be bound by. the applicable Management Area Monitoring Program. Each Non-Stipulating Party also shall monitor their water production, maintain records thereof, and make the data available to the court or its designee as may be required by subsequent order of the court. 6. No Party established a pre-Stipulation priority right to any portion of that increment of augmented groundwater supply within the Basin that derives from the Twitchell Project's operation. 7. The court determines that there is a reasonable likelihood that drought and overdraft conditions will occur in the Basin in the foreseeable future that will require the exercise of the court's equity powers. The court therefore retains jurisdiction to make orders enforcing the rights of the parties hereto in accordance with the terms of this judgment. a. Groundwater I. The overlying rights of the LOG and Wineman Parties shall be adjusted by amounts lost to the City of Santa Maria and Golden State Water Company by prescription. The prescriptive rights of the City of Santa Maria and Golden State Water Company must be measured against the rights of all overlying water producers pumping in the acquifer as a whole and not just against the LOG and Wineman Parties because adverse pumping by the said water producers was from the aquifer as a whole and not just against the non-stipulating parties. The City of Santa Maria established total adverse appropriation of 5100 acre feet per year and Golden State Water Company established adverse appropriation of 1900 acre feet a year, measured against all usufructuary rights within the Santa Maria Basin. The City of Santa Maria and Goldcn State Water Company having waived the right to seek prescription against the other stipulating parties, may only assert such rights against the non stipulating parties in a proportionate quantity. To demonstrate the limited right acquired by the City of Santa Maria and Golden State Water Company, by way of example, if the cumulative usufructuary rights of the LOG and Wineman Parties were 1,000 acre-feet and the cumulative usufructuary rights of all other overlying groundwater right holders within the 5 Case No. 1-97-CV-770214 Judgment After Trial Page 521 of 699 Basin were 100,000 acre-feet, the City of Santa Maria and Golden State Water Company would each be entitled to enforce 1% of their total prescriptive right against the LOG and Wineman Parties. That is, Golden State Water Company could assert a prescriptive right of 19 annual acre-feet, and the City of Santa Maria 51 annual acre-feet, cumulatively against the LOG and Wineman Parties, each on a proportionate basis as to each LOG and Wineman Party's individual use. ii. The Defaulting Parties failed to appear at trial and prove any usuhctuary water rights. The rights of the Defaulting Parties, if any, are subject to the prescriptive rights of the City of Santa Maria and Golden State Water Company, as well as the other rights of said parties as established herein. b. Imported Water The City of Santa Maria and Golden State Water Company shall have rights to Return Flows in the amount provided above. c. Northern Cities The rights of all Parties in the Northern Cities Management Area shall be governed as described above on page 4, lines 21 to 24. 8. The LOG and Wineman Parties have failed to sustain the burden of proof in their action to quiet title to the quantity of their ground water rights as overlying owners. All other LOG and Wineman party causes of action having been dismissed, judgment is hereby entered in favor of the Public Water Producers as to the quiet title causes of action brought by the LOG and the Wineman Parties. Legal title to said real property is vested in the Log and Wineman Parties and was not in dispute in this action. 9. Each and every Party, their officers, agents, employees, successors and assigns, are enjoined and restrained from exercising the rights and obligations provided through this Judgment in a manner inconsistent with the express provisions of this Judgment. 10. Except upon further order of the court. each and every Party and its officers, agents, employees, successors and assigns, is enjoined and restrained from transporting groundwater to areas outside the Basin, except for those uses in existence as of the date of this 6 Case No. 1-97-CV-7702 14 Judgment After Trial Page 522 of 699 Judgment; provided, however. that groundwater may be delivered for use outside the Basin as long as the wastewater generated by that use of water is discharged within the Basin, or agricultural return flows resulting from that use return to the Basin. 11. Jurisdiction, power and authority over the Stipulating Parties as between one another are governed exclusively by the Stipulation. The court retains and reserves jurisdiction as set forth in this Paragraph over all parties hereto. The court shall make such further or supplemental orders as may be necessary or appropriate regarding interpretation and enforcement of all aspects of this Judgment, as well as clarifications or amendments to the Judgment consistent with the law. 12. Any party that seeks the court's exercise of reserved jurisdiction shall file a noticed motion with the court. Any noticed motion shall be made pursuant to the court's Order Concerning Electronic Service of Pleadings and Electronic Posting of Discovery Documents dated June 27,2000. 13. The court shall exercise de novo review in all proceedings. The actions or decisions of any Party, the Monitoring Parties, the TMA, or the Management Area Engineer shall have no heightened evidentiary weight in any proceedings before the court. 14. As long as the court's electronic filing system remains available, all court filings shall be made pursuant to court's Order Concerning Electronic Service of Pleadings and Electronic Posting of Discovery Documents dated June 27, 2000, or any subsequent superseding order. If the court's electronic filing system is eliminated and not replaced, the Parties shall promptly establish a substitute electronic filing system and abide by the same rules as contained in the court's Order. 15. Nothing in this Judgment shall be interpreted as relieving any Party of its responsibilities to comply with state or federal laws for the protection of water quality or the provisions of any permits, standards, requirements, or order promulgated thereunder. 16. Each Party shall designate the name, address and e-mail address, if any, to be used for purposes of all subsequent notices and service by a designation to be filed within thirty days after entry of this Judgment. This designation may be changed from time to time 7 Case No. 1-97-CV-770214 Judgment After Trial Page 523 of 699 )y filing a written notice with the court. Any Party desiring to be relieved of receiving notices nay file a waiver of notice on a form approved by the court. The court shall maintain at all imes a current list of Parties to whom notices are to be sent and their addresses for purposes )f service. The court shall also maintain a full current list of names, addresses, and e-mail rddresses of all Parties or their successors, as filed herein. Copies of such lists shall be wailable to any Person. If no designation is made, a Party's designee shall be deemed to be, in rder of priority: i) the Party's attorney of record; ii) if the Party does not have an attorney of ecord, the Party itself at the address specified. 17. All real property owned by the Parties within the Basin is subject to this ludgment. The Judgment will be binding upon and inure to the benefit of each Party and their espective heirs, executors, administrators, trustees, successors, assigns, and agents. Any )arty, or executor of a deceased party, who transfers property that is subject to this judgment ;hall notify any transferee thereof of this judgment and shall ensure that the judgment is ecorded in the line of title of said property. This Judgment shall not bind the Parties that :ease to own property within the Basin, and cease to use groundwater. Within sixty days ollowing entry of this Judgment, the City of Santa Maria, in cooperation with the San Luis Ibispo entities and Golden State, shall record in the Office of the County Reporter in Santa 3arbara and San Luis Obispo Counties, a notice of entry of Judgment. The Clerk shall enter this Judgment. SO ORDERED, ADJUDGED, AND DECREED. >ate& January 25,2008 Juqge $the Superior Court :ase No. 1-97-CV-770214 udgment After Trial Page 524 of 699 SBX7 -7 Verification and Compliance Forms G Appendix G SBX7-7 Verification and Compliance Forms Page 525 of 699 This page is intentionally blank for double-sided printing. Page 526 of 699 SB X7‐7 Table 0: Units of Measure Used in 2020 UWMP* (select one from the drop down list) Acre Feet *The unit of measure must be consistent throughout the UWMP, as reported in Submittal Table 2‐3. NOTES: Page 527 of 699 NOTES: The City adjusts the DOF to account for some connections served by OCSD within City Limits and some connections served outside of City Limits. SB X7‐7 Table 2: Method for 2020 Population Estimate Method Used to Determine 2020 Population (may check more than one) 1. Department of Finance (DOF) or American Community Survey (ACS) 3. DWR Population Tool 4. Other DWR recommends pre‐review 2. Persons‐per‐Connection Method Page 528 of 699 17,641 2020 SB X7‐7 Table 3: 2020 Service Area Population 2020 Compliance Year Population NOTES: The City adjusts the DOF to account for some connections served by OCSD within City Limits and some connections served outside of City Limits. Page 529 of 699 Exported Water * Change in Dist. System Storage* (+/‐) Indirect Recycled Water This column will remain blank until SB X7‐7 Table 4‐B is completed. Water Delivered for Agricultural Use* Process Water This column will remain blank until SB X7‐7 Table 4‐D is completed. 2,319 ‐ ‐ ‐ ‐ ‐ 2,319 NOTES: SB X7‐7 Table 4: 2020 Gross Water Use 2020 Volume Into Distribution System This column will remain blank until SB X7‐7 Table 4‐A is completed. 2020 Gross Water Use 2020 Deductions * Units of measure (AF, MG , or CCF) must remain consistent throughout the UWMP, as reported in SB X7‐7 Table 0 and Submittal Table 2‐3. Compliance Year 2020 Page 530 of 699 Volume Entering Distribution System 1 Meter Error Adjustment 2 Optional (+/‐) Corrected Volume Entering Distribution System 77 ‐ 77 Volume Entering Distribution System 1 Meter Error Adjustment 2 Optional (+/‐) Corrected Volume Entering Distribution System 2,242 2,242 This water source is (check one): The supplier's own water source NOTES: SB X7‐7 Table 4‐A: 2020 Volume Entering the Distribution System(s), Meter Error Adjustment Complete one table for each source. Name of Source Lopez Name of Source SB X7‐7 Table 4‐A: 2020 Volume Entering the Distribution System(s) Meter Error Adjustment Complete one table for each source. 1 Units of measure (AF, MG , or CCF) must remain consistent throughout the UWMP, as reported in SB X7‐7 Table 0 and Submittal Table 2‐3. 2 Meter Error Adjustment ‐ See guidance in Methodology 1, Step 3 of Methodologies Document NOTES This water source is (check one): The supplier's own water source A purchased or imported source SMGB Compliance Year 2020 A purchased or imported source 1 Units of measure (AF, MG , or CCF) must remain consistent throughout the UWMP, as reported in SB X7‐7 Table 0 and Submittal Table 2‐3. 2 Meter Error Adjustment ‐ See guidance in Methodology 1, Step 3 of Methodologies Document Compliance Year 2020 Page 531 of 699 2020 Gross Water Fm SB X7‐7 Table 4 2020 Population Fm SB X7‐7 Table 3 2020 GPCD 2,319 17,641 117 SB X7‐7 Table 5: 2020 Gallons Per Capita Per Day (GPCD) NOTES: Page 532 of 699 Extraordinary Events1 Weather Normalization1 Economic Adjustment1 117 ‐ ‐ ‐ ‐ 117 153 YES NOTES: 1 All values are reported in GPCD 2 2020 Confirmed Target GPCD is taken from the Supplier's SB X7‐7 Verification Form Table SB X7‐7, 7‐F. SB X7‐7 Table 9: 2020 Compliance Optional Adjustments to 2020 GPCD Did Supplier Achieve Targeted Reduction for 2020? Actual 2020 GPCD1 2020 Confirmed Target GPCD 1, 2TOTAL Adjustments1 Adjusted 2020 GPCD 1 (Adjusted if applicable) Enter "0" if Adjustment Not Used Page 533 of 699 This page is intentionally blank for double-sided printing. Page 534 of 699 AWWA Water Audits H Appendix H AWWA Water Audits Page 535 of 699 This page is intentionally blank for double-sided printing. Page 536 of 699 P a g e | 1 CA-NV AWWA Water Loss Technical Assistance Program Wave 4 Water Audit Level 1 Validation Document Audit Information: Utility: Arroyo Grande PWS ID: 4010001 System Type: Potable Audit Period: Calendar 2016 Utility Representation: Shane Taylor, Tim Schmidt Validation Date: 9/12/2017 Call Time: 9:00 am PT Sufficient Supporting Documents Provided: Yes Validation Findings & Confirmation Statement: Key Audit Metrics: Data Validity Score: 50 Data Validity Band (Level): Band II (26-50) ILI: 0.84 Real Loss: 12.20 (gal/conn/day) Apparent Loss: 4.52 (gal/conn/day) Non-revenue water as percent of cost of operating system: 3.2% Certification Statement by Validator: This water loss audit report has been Level 1 validated per the requirements of California Code of Regulations Title 23, Division 2, Chapter 7 and the California Water Code Section 10608.34. All recommendations on volume derivation and Data Validity Grades were incorporated into the water audit. ☒ Validator Information: Water Audit Validator: Steve Cavanaugh / Larry Lewison (support) Validator Qualifications: Contractor for CA-NV AWWA Water Loss TAP Validator Provided Page 537 of 699 Page 538 of 699 Water Audit Report for: Reporting Year: All volumes to be entered as: ACRE-FEET PER YEAR Master Meter and Supply Error Adjustments WATER SUPPLIED Pcnt: Value: Volume from own sources:4 244.000 acre-ft/yr 3 acre-ft/yr Water imported:3 1,704.400 acre-ft/yr 3 acre-ft/yr Water exported:n/a 0.000 acre-ft/yr n/a acre-ft/yr Enter negative % or value for under-registration WATER SUPPLIED:1,948.400 acre-ft/yr Enter positive % or value for over-registration . AUTHORIZED CONSUMPTION Billed metered:6 1,822.800 acre-ft/yr Billed unmetered:n/a 0.000 acre-ft/yr Unbilled metered:8 0.500 acre-ft/yr Pcnt: Value: Unbilled unmetered:5 4.871 acre-ft/yr 1.25%acre-ft/yr AUTHORIZED CONSUMPTION:1,828.171 acre-ft/yr WATER LOSSES (Water Supplied - Authorized Consumption)120.229 acre-ft/yr Apparent Losses Pcnt: Value: Unauthorized consumption: 4.871 acre-ft/yr 0.25%acre-ft/yr Customer metering inaccuracies:3 23.080 acre-ft/yr 1.25%acre-ft/yr Systematic data handling errors: 4.557 acre-ft/yr 0.25%acre-ft/yr Apparent Losses:32.508 acre-ft/yr Real Losses (Current Annual Real Losses or CARL) Real Losses = Water Losses - Apparent Losses:87.721 acre-ft/yr WATER LOSSES:120.229 acre-ft/yr NON-REVENUE WATER NON-REVENUE WATER:125.600 acre-ft/yr = Water Losses + Unbilled Metered + Unbilled Unmetered SYSTEM DATA Length of mains:9 88.0 miles Number of active AND inactive service connections:8 6,421 Service connection density: 73 conn./mile main Yes Average length of customer service line:ft Average operating pressure:4 65.0 psi COST DATA Total annual cost of operating water system:10 $7,166,755 $/Year Customer retail unit cost (applied to Apparent Losses):5 $7.14 Variable production cost (applied to Real Losses):5 $1,412.94 $/acre-ft WATER AUDIT DATA VALIDITY SCORE: PRIORITY AREAS FOR ATTENTION: 1: Water imported 2: Customer metering inaccuracies 3: Billed metered Based on the information provided, audit accuracy can be improved by addressing the following components: $/100 cubic feet (ccf) <----------- Enter grading in column 'E' and 'J' ----------> Default option selected for unauthorized consumption - a grading of 5 is applied but not displayed *** YOUR SCORE IS: 50 out of 100 *** A weighted scale for the components of consumption and water loss is included in the calculation of the Water Audit Data Validity Score Default option selected for Systematic data handling errors - a grading of 5 is applied but not displayed Average length of customer service line has been set to zero and a data grading score of 10 has been applied Are customer meters typically located at the curbstop or property line? AWWA Free Water Audit Software: Reporting Worksheet 4.871 2016 1/2016 - 12/2016 City of Arroyo Grande (4010001) ? ? ? ? ? ?Click to access definition ? ? ? ? ? ? Please enter data in the white cells below. Where available, metered values should be used; if metered values are unavailable please estimate a value. Indicate your confidence in the accuracy of the input data by grading each component (n/a or 1-10) using the drop-down list to the left of the input cell. Hover the mouse over the cell to obtain a description of the grades ? ? ? ? ? ? (length of service line, beyond the property boundary, that is the responsibility of the utility) Use buttons to select percentage of water supplied OR value ?Click here: for help using option buttons below ? ? ? ? + +Click to add a comment WAS v5.0 + + + + + + American Water Works Association. ? ? ? + + + + + + + + + + + + +Use Customer Retail Unit Cost to value real losses ? To select the correct data grading for each input, determine the highest grade where the utility meets or exceeds all criteria for that grade and all grades below it. AWWA Free Water Audit Software v5.0 Reporting Worksheet 1 Page 539 of 699 Page 540 of 699 P a g e | 1 AWWA 2017 Water Audit Level 1 Validation – Review Document Audit Information: Utility: Arroyo Grande PWS ID: 4010001 System Type: Potable Audit Period: Calendar 2017 Utility Representation: Shane Taylor, Tim Schmidt, Mike Robles Validation Date: 9/13/2018 Call Time: 11:30 am Sufficient Supporting Documents Provided: Yes Validation Findings & Confirmation Statement: Key Audit Metrics: Data Validity Score: 55 Data Validity Band (Level): Band III (51-70) ILI: 0.57 Real Loss: 8.34 (gal/conn/day) Apparent Loss: 5.14 (gal/conn/day) Non-revenue water as percent of cost of operating system: 3.1% Certification Statement by Validator: This water loss audit report has been Level 1 validated per the requirements of California Code of Regulations Title 23, Division 2, Chapter 7 and the California Water Code Section 10608.34. All recommendations on volume derivation and Data Validity Grades were incorporated into the water audit. ☒ Validator Information: Water Audit Validator: Drew Blackwell Validator Qualifications: Contractor for California Water Loss TAP Validator Provided Page 541 of 699 P a g e | 2 Page 542 of 699 P a g e | 3 # AWWA Water Audit Input Code Final DVG Basis on Input Derivation Basis on Data Validity Grade 1 Volume from Own Sources VOS 5 Supply meter profile: Eight ground water wells (all but Well 7 ran in 2017, Well 11 new but not in production during 2017) of which are in an adjudicated basin. Groundwater is utilized after “take or pay” volume is purchased. Meters are turbine meters with pulse output. VOS input derived from: SCADA reads from production meters as archived. Comments: Input derivation from supporting documents confirmed. Exclusion of non-potable volumes confirmed. Percent of own supply metered: 100% Signal calibration frequency: None. Volumetric testing frequency: Within last 5 years but less than annually. Volumetric testing method: Pump efficiency test. Percent of own supply tested and/or calibrated: n/a. Comments: Grade of 4 based on occasional volumetric testing frequency. 2 VOS Master Meter & Supply Error Adjustment VOS MMSEA 3 Input derivation: Left blank in absence of available test data. Net storage change included in MMSEA input: No. Comments: Consider incorporating storage volume change at beginning and end of audit period directly into this input. As accuracy test results become available in the future, incorporate in to the calculation of this input. Supply meter read frequency: Continuous. Supply meter read method: Automatic logging via SCADA telemetry. Frequency of data review for trends & anomalies: Each business day. Storage levels monitored in real-time: Yes. Comments: Net storage change as limiting criteria for DVG. 3 Water Imported WI 3 Import meter profile: Purchase water from San Luis Obispo County through 2 connections, each with 10” meters owned by the County. These meters were recently replaced. WI input derived from: Input from Lopez (County) SCADA totalization. Totalization of volumes per manual weekly reads and daily SCADA redundant meter reads by utility. Comments: Input derivation from supporting documents confirmed. Exclusion of non-potable volumes confirmed. Percent of import supply metered: 100% Signal calibration frequency: None. Volumetric testing frequency: None. Volumetric testing method: n/a. Percent of import supply tested and/or calibrated: n/a. Comments: Consider further communication with the County regarding testing / calibration methods & frequency and obtain documented results for review in future audits. Grade of 3 based no records of electronic calibration or volumetric testing. 4 WI Master Meter & Supply Error Adjustment WI MMSEA 3 Input derivation: Left blank in absence of available test data. Comments: Testing & data mgmt. provision in supply agreement: Agreement states AG can ask for testing to be completed if there is concern over the accuracy Import meter read frequency: Weekly. Import meter read method: Manual and automatic logging. Frequency of data review for trends & anomalies: Monthly. Comments: Grade of 3 based on limited knowledge of any necessary corrections from the data review by the exporter. 5 Water Exported WE n/a Export meter profile: Emergency interties: City of Grover Beach (physical connection), Pismo Beach (air gap separation) Page 543 of 699 P a g e | 4 # AWWA Water Audit Input Code Final DVG Basis on Input Derivation Basis on Data Validity Grade 6 WE Master Meter & Supply Error Adjustment WE MMSEA n/a 7 Billed metered BMAC 6 Customer meter profile: Age profile: Meter age varies, oldest meters are 20 years old based on replacement policy Reading system: Touch. Read frequency: Read Monthly. Billing Bi-Monthly Comments: Lag-time correction is not employed in input derivation. Input derivation from supporting documents confirmed (refer to spreadsheets “monthly water audits”. Input prorated for lag-time adjustment: Bi-monthly consumptions are split evenly between the two months. Exclusion of non-potable volumes confirmed. Billed metered consumption includes City facilities. Percent of customers metered: 100% Small meter testing policy: Reactive - complaint based or flagged-consumption testing only. Number of small meters tested/year: Not quantified but known to be small. Approximately 5-10 per cycle. Large meter testing policy: Targeted testing is conducted annually for meters 2” and larger. Number of large meters tested/year: Not quantified but known to be small. Meter replacement policy: Small meters based on a 20-year age threshold per A/G guidelines. Large meter replacement varies per test results. Number of replacements/year: Not quantified but known to be small. Billing data auditing: Standard billing QC, plus review of volumes by use type each billing cycle. Comments: Meter testing per AWWA guidelines on meters 1” and larger. Grade of 6 is limited by small meter testing practices. 8 Billed unmetered BUAC 10 Hydrant hits only. SCADA reads exactly when hydrant is hit, and the estimation method is site specific. 9 Unbilled metered UMAC 8 Profile: Street sweeping, sewer truck and Parks water truck are filled utilizing hydrant meter. Input derivation: Direct from monthly meter readings. Comments: Input derivation from supporting documents confirmed. Policy for billing exemptions: Limited to own facilities. Comments: Grade of 8 based on limited city uses that are metered and read monthly. 0 50 100 150 200 250 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC supply-consumption supply ac Page 544 of 699 P a g e | 5 # AWWA Water Audit Input Code Final DVG Basis on Input Derivation Basis on Data Validity Grade 10 Unbilled unmetered UUAC 5 Profile: Operational flushing (‘Other’) and fire department usage. Comments: Flushing activities greatly scaled back due to drought. Custom California default of 0.25%xWS utilized. Comments: Default grade applied. 11 Unauthorized consumption UC 5 Comments: Default input applied. Comments: Default grade applied. 12 Customer metering inaccuracies CMI 3 See BMAC comments regarding meter testing & replacement activities. Input derivation: Rudimentary estimate. Input revised to 1.25% based on newer meter changeouts. Comments: Large meter testing program results are available but not utilized in guiding a statistical testing program. Older large meters are being replaced by new technology meters. Characterization of meter testing: Limited (upon request AND consumption flag only). Some proactive on large meters. Characterization of meter replacement: Routine (proactive), but limited. Comments: Grade of 3 based on the estimated input. 13 Systematic data handling errors SDHE 5 Comments: Default input applied. Comments: Default grade applied. 14 Length of mains Lm 9 Input derivation: Totaled from GIS based map. Hydrant leads included: Yes. Comments: No additional comments. Mapping format: Digital. Asset management database: In place and integrated with GIS system. Map updates & field validation: Accomplished through normal work order processes. Comments: Grade of 9 based on using GIS along with an updated asset management database. 15 Number of service connections Ns 8 Input derivation: Standard report run from billing system. Basis for database query: Location or other premise-based ID. Comments: Inactive service connections confirmed. CIS updates & field validation: Accomplished through normal meter reading processes. Estimated error of total count within: 2%. Comments: Grade of 8 based on thorough billing service records and procedures. Internal audits by finance department. 16 Ave length of cust. service line Lp 10 Comments: Default input and grade applied, as customer meters are typically located at the property boundary given California climate. 17 Average operating pressure AOP 4 Number of zones, general profile: Total of seven zones with the main zone gravity fed from the primary water source connection. Moderate elevation variability in terrain. Typical pressure range: 30 to 105 Input derivation: Calculated as simple average from analysis of field data. Extent of static pressure data collection: Hydrant pressures taken during routine system flushing and/or hydrant testing. Characterization of real-time pressure data collection: Basic - telemetry or pressure logging at boundary points (supply locations, tanks, PRVs, boosters). Page 545 of 699 P a g e | 6 # AWWA Water Audit Input Code Final DVG Basis on Input Derivation Basis on Data Validity Grade Comments: Consider utilizing available pressure data to perform weighted average by each zone (customer connections, etc) to inform overall input. Hydraulic model: In place and calibrated within the last 5 years. Comments: Grade of 4 based on the basic collection of telemetry pressure data. 18 Total annual operating cost TAOC 10 Input derivation: From official financial reports. Comments: Confirmed costs limited to water only, and water debt service included. Frequency of internal auditing: Annually. Frequency of third-party CPA auditing: Annually. Comments: No additional comments. 19 Customer retail unit cost CRUC 8 Input derivation: Total consumptive revenue divided by Billed Metered Authorized Consumption. Sewer charges are not based on water meter readings. Sewer revenues are not applicable. Comments: Multiple classes, residential includes tiers. The initial calculation ($7.75 per ccf) included penalty fees. This revenue was omitted and the CRUC recalculated to show $7.18 per ccf Characterization of calculation: Weighted average composite of all rates. Input calculations have not been reviewed by an M36 water loss expert. Comments: No additional comments. 20 Variable production cost VPC 5 Supply profile: Import supply only (power and chemical costs deemed negligible). Primary costs included: Purchase costs and supply & distribution power. Secondary costs included: None currently included. Comments: No additional comments. Characterization of calculation: Primary costs only. Input calculations have not been reviewed by an M36 water loss expert. Comments: Grade of 5 based on using primary costs only. Consider any secondary cost applicability on future audits: Pumping depreciation, liability, residuals, expansion of supply Page 546 of 699 P a g e | 7 Key Audit Metrics (~) VALIDITY Data Validity Score: 55 Data Validity Band (Level): Band III (51-70) (#) VOLUME ILI: 0.57 Real Loss: 8.34 (gal/conn/day) Apparent Loss: 5.14 (gal/conn/day) ($) VALUE Annual Cost of Real Losses: $92,239 Annual Cost of Apparent Losses: $116,207 Infrastructure & Water Loss Management Practices: Infrastructure age profile: 33 years average Infrastructure replacement policy (current, historic): Based on CIP and Water master plan Estimated main failures/year: Not discussed Estimated service failures/year: Not discussed Extent of proactive leakage management: None currently in place. Other water loss management comments: Have leak detection equipment for necessary applications. Comments on Audit Metrics & Validity Improvements The Infrastructure Leakage Index (ILI) of 0.57 describes a system that experiences leakage at 0.57 times the modeled technical minimum for its system characteristics. While this system may experience low volumes of leakage, the ILI after level 1 validation indicates that advanced validation may be warranted before conclusions can be made regarding the system's leakage. At least one of the following scenarios may contribute to this result:  Water Supplied (both Own Source and Imported Water) may be understated. This can occur if supply meters are under-registering more significantly than is currently reflected in the Master Meter Error & Supply Adjustment (MMSEA). This can also occur if the supply volumes include uncorrected inaccuracies in the data archives due to data gaps or SCADA formula errors.  Authorized consumption may be overstated. This can occur if sales volumes have not been pro-rated to align consumption with dates of actual use instead of the dates of meter reads. This can also occur if the BMAC input includes any non-potable volumes or duplication/exclusion of potable volumes.  The estimate of average operating pressure may be too high, thereby overestimating the technical minimum volume of leakage for the system. The Data Validity Score falling within Band III (51-70) suggests that next steps may be focused simultaneously on improving data reliability and evaluating cost- effective interventions for water & revenue loss recovery. Opportunities to improve the reliability of audit inputs and outputs include:  Improved understanding of Supply Meter (Own or Import) Master Meter Error: consider adopting or increasing the rigor of a source meter volumetric testing and calibration program, informed by the guidance provided in AWWA Manual M36 – Appendix A. o Assess the feasibility of annual volumetric accuracy testing and/or electronic calibration  Improved estimation of CMI: consider a customer meter testing program which tests a sample of random meters whose stratification (by size, age, or other characteristics) represents the entire customer meter stock.  Temporal alignment of Billed Metered Authorized Consumption with Water Supplied: consider pro-rating the first and last months of the audit period to better align consumption with actual dates of use and using read date as basis for reporting.  Customized estimate of Unbilled Unmetered Authorized Consumption: consider producing itemized, agency-specific estimates of unbilled unmetered (operational) uses, rather than using the default. Ensure leakage estimates are excluded. Page 547 of 699 Water Audit Report for: Reporting Year: All volumes to be entered as: ACRE-FEET PER YEAR Master Meter and Supply Error Adjustments WATER SUPPLIED Pcnt: Value: Volume from own sources:5 134.100 acre-ft/yr 3 acre-ft/yr Water imported:3 2,059.600 acre-ft/yr 3 acre-ft/yr Water exported:n/a 0.000 acre-ft/yr acre-ft/yr Enter negative % or value for under-registration WATER SUPPLIED:2,193.700 acre-ft/yr Enter positive % or value for over-registration . AUTHORIZED CONSUMPTION Billed metered:6 2,088.870 acre-ft/yr Billed unmetered:10 1.340 acre-ft/yr Unbilled metered:8 0.590 acre-ft/yr Pcnt: Value: Unbilled unmetered:5 5.484 acre-ft/yr 1.25%acre-ft/yr AUTHORIZED CONSUMPTION:2,096.284 acre-ft/yr WATER LOSSES (Water Supplied - Authorized Consumption)97.416 acre-ft/yr Apparent Losses Pcnt: Value: Unauthorized consumption:3 5.484 acre-ft/yr 0.25%acre-ft/yr Customer metering inaccuracies:3 26.449 acre-ft/yr 1.25%acre-ft/yr Systematic data handling errors:5 5.222 acre-ft/yr 0.25%acre-ft/yr Apparent Losses:37.155 acre-ft/yr Real Losses (Current Annual Real Losses or CARL) Real Losses = Water Losses - Apparent Losses:60.261 acre-ft/yr WATER LOSSES:97.416 acre-ft/yr NON-REVENUE WATER NON-REVENUE WATER:103.490 acre-ft/yr = Water Losses + Unbilled Metered + Unbilled Unmetered SYSTEM DATA Length of mains:9 89.0 miles Number of active AND inactive service connections:8 6,454 Service connection density: 73 conn./mile main Yes Average length of customer service line:ft Average operating pressure:4 65.0 psi COST DATA Total annual cost of operating water system:10 $6,944,500 $/Year Customer retail unit cost (applied to Apparent Losses):8 $7.18 Variable production cost (applied to Real Losses):5 $1,530.67 $/acre-ft WATER AUDIT DATA VALIDITY SCORE: PRIORITY AREAS FOR ATTENTION: 1: Water imported 2: Customer metering inaccuracies 3: Billed metered Based on the information provided, audit accuracy can be improved by addressing the following components: $/100 cubic feet (ccf) <----------- Enter grading in column 'E' and 'J' ----------> Default option selected for unauthorized consumption - a grading of 5 is applied but not displayed *** YOUR SCORE IS: 55 out of 100 *** A weighted scale for the components of consumption and water loss is included in the calculation of the Water Audit Data Validity Score Default option selected for Systematic data handling errors - a grading of 5 is applied but not displayed Average length of customer service line has been set to zero and a data grading score of 10 has been applied Are customer meters typically located at the curbstop or property line? AWWA Free Water Audit Software: Reporting Worksheet 5.484 2017 1/2017 - 12/2017 City of Arroyo Grande (4010001) ? ? ? ? ? ?Click to access definition ? ? ? ? ? ? Please enter data in the white cells below. Where available, metered values should be used; if metered values are unavailable please estimate a value. Indicate your confidence in the accuracy of the input data by grading each component (n/a or 1-10) using the drop-down list to the left of the input cell. Hover the mouse over the cell to obtain a description of the grades ? ? ? ? ? ? (length of service line, beyond the property boundary, that is the responsibility of the utility) Use buttons to select percentage of water supplied OR value ?Click here: for help using option buttons below ? ? ? ? + +Click to add a comment WAS v5.0 + + + + + + American Water Works Association. Copyright © 2014, All Rights Reserved. ? ? ? + + + + + + + + + + + + +Use Customer Retail Unit Cost to value real losses ? To select the correct data grading for each input, determine the highest grade where the utility meets or exceeds all criteria for that grade and all grades below it. AWWA Free Water Audit Software v5.0 Reporting Worksheet 1 Page 548 of 699 "O a, "O ·s: � :.:; :::> 2018 AWWA Water Audit Level 1 Validation Water System Name: City of Arroyo Grande Water Audit & Water Loss Improvement Steps: Water System ID Number: CA4010001 Water Audit Period: Calendar 2018 Steps taken in preceding year to increase data validity, reduce real loss and apparent loss as informed by the annual validated water audit: «Information to be completed by Utility» Replaced/repaired 37 water services. Repaired 2 water mains. Replaced (6) 2" water meters. Replaced 260 residential meters. Certification Statement by Utility Executive: This water loss audit report meets the requirements of California Code of Regulations Title 23, Division 2, Chapter 7 and the California Water Code Section 10608.34 and has been prepared in accordance with the method adopted by the American Water Works Association, as contained In their manual, Water Audits and Loss Control Programs, Manual M36, Fourth Edition and In the Free Water Audit Software version 5. _r-k11e Ta Y/4.r ~« • w::r /Executive Name (Print) Ut,/·1t�5 /fie,,,",_,,,, 0 Executive Position s� I / (�9 ,r / Page 549 of 699 "C Cl.I "C -�Q. ... 0 -"' 'iii > /,, ...... �· CAVANAUGH Stewanfsnip Through Innovation AWWA 2018 Water Audit Level 1 Validation-· Review Document Audit Information: Utility: Arroyo Grande System Type: Potable PWS ID: CA4010001 Audit Period: Calendar 2018 Utility Representation: Shane Taylor, Tim Schmidt Validation Date: 8/28/2019 Call Time: 10:30 am Sufficient Supporting Documents Provided: Yes Validation Findings & Confirmation Statement: Key Audit Metrics: Data Validity Score: 58 Data Validity Band (Level): Band Ill (51-70) Ill: 0.18 Real Loss: 2.66 (gal/conn/day) Apparent Loss: 7.49 (gal/conn/day) Non-revenue water as percent of cost of operating system: 3.2% Certification Statement by Validator: This water loss audit report has been Level 1 validated per the requirements of California Code of Regulations Title 23, Division 2, Chapter 7 and the California Water Code Section 10608.34. All recommendations on volume derivation and Data Validity Grades were incorporated into the water audit. � Validator Information: Water Audit Validator: Larry Lewison, Will Jernigan P.E. Validator Qualifications: Contractor for California Water Loss TAP Page 11 Page 550 of 699 Page 551 of 699 Page 552 of 699 Page 553 of 699 Page 554 of 699 Page 555 of 699 Page 556 of 699 Water Audit Report for: Reporting Year: All volumes to be entered as: ACRE-FEET PER YEAR Master Meter and Supply Error Adjustments WATER SUPPLIED Pcnt: Value: Volume from own sources:3 49.400 acre-ft/yr 5 acre-ft/yr Water imported:3 2,163.100 acre-ft/yr 3 acre-ft/yr Water exported:n/a 0.000 acre-ft/yr acre-ft/yr Enter negative % or value for under-registration WATER SUPPLIED:2,212.500 acre-ft/yr Enter positive % or value for over-registration . AUTHORIZED CONSUMPTION Billed metered:5 2,132.730 acre-ft/yr Billed unmetered:10 0.080 acre-ft/yr Unbilled metered:8 0.420 acre-ft/yr Pcnt: Value: Unbilled unmetered:8 5.531 acre-ft/yr 1.25%acre-ft/yr AUTHORIZED CONSUMPTION:2,138.761 acre-ft/yr WATER LOSSES (Water Supplied - Authorized Consumption)73.739 acre-ft/yr Apparent Losses Pcnt: Value: Unauthorized consumption: 5.531 acre-ft/yr 0.25%acre-ft/yr Customer metering inaccuracies:3 43.534 acre-ft/yr 2.00%acre-ft/yr Systematic data handling errors:5 5.332 acre-ft/yr 0.25%acre-ft/yr Apparent Losses:54.397 acre-ft/yr Real Losses (Current Annual Real Losses or CARL) Real Losses = Water Losses - Apparent Losses:19.342 acre-ft/yr WATER LOSSES:73.739 acre-ft/yr NON-REVENUE WATER NON-REVENUE WATER:79.690 acre-ft/yr = Water Losses + Unbilled Metered + Unbilled Unmetered SYSTEM DATA Length of mains:10 89.0 miles Number of active AND inactive service connections:8 6,485 Service connection density: 73 conn./mile main Yes Average length of customer service line:ft Average operating pressure:5 65.0 psi COST DATA Total annual cost of operating water system:10 $7,029,700 $/Year Customer retail unit cost (applied to Apparent Losses):8 $7.80 Variable production cost (applied to Real Losses):10 $1,562.00 $/acre-ft WATER AUDIT DATA VALIDITY SCORE: PRIORITY AREAS FOR ATTENTION: 1: Water imported 2: Customer metering inaccuracies 3: Billed metered Based on the information provided, audit accuracy can be improved by addressing the following components: $/100 cubic feet (ccf) <----------- Enter grading in column 'E' and 'J' ----------> Default option selected for unauthorized consumption - a grading of 5 is applied but not displayed *** YOUR SCORE IS: 58 out of 100 *** A weighted scale for the components of consumption and water loss is included in the calculation of the Water Audit Data Validity Score Default option selected for Systematic data handling errors - a grading of 5 is applied but not displayed Average length of customer service line has been set to zero and a data grading score of 10 has been applied Are customer meters typically located at the curbstop or property line? AWWA Free Water Audit Software: Reporting Worksheet 5.531 2018 1/2018 - 12/2018 City of Arroyo Grande (CA4010001) ? ? ? ? ? ?Click to access definition ? ? ? ? ? ? Please enter data in the white cells below. Where available, metered values should be used; if metered values are unavailable please estimate a value. Indicate your confidence in the accuracy of the input data by grading each component (n/a or 1-10) using the drop-down list to the left of the input cell. Hover the mouse over the cell to obtain a description of the grades ? ? ? ? ? ? (length of service line, beyond the property boundary, that is the responsibility of the utility) Use buttons to select percentage of water supplied OR value ?Click here: for help using option buttons below ? ? ? ? + +Click to add a comment WAS v5.0 + + + + + + American Water Works Association. Copyright © 2014, All Rights Reserved. ? ? ? + + + + + + + + + + + + +Use Customer Retail Unit Cost to value real losses ? To select the correct data grading for each input, determine the highest grade where the utility meets or exceeds all criteria for that grade and all grades below it. AWWA Free Water Audit Software v5.0 Reporting Worksheet 1 Page 557 of 699 -c QJ -c '> 0 ... c.. 2019 AWWA Water Audit Level 1 Validation Water System Name: Water Svstem ID Number: C,,7 oF Arru.!:/"' 6�1't-cle... CA1-/0 /&oo/ Water Audit & Water Loss Improvement Steps: Water Audit Period: C0rlehclar i:I20l9 Steps taken in preceding year to increase data validity. reduce real loss and apparent loss as informed by the annual validated water audit: «Information to be completed by Utility» ') 2 bC) t,,v<-1 f,r h21-l--ers '?:..) 2(;WCl f.e._, S �c.n·c�s 3) 2 t.,...rq_,/-4.r n-1,o.,·,,,� Certification Statement by Utility Executive: vv�e.. rrl"r-e / �,rl. l,v "-.r-e.. r-e� I" c-e ,/� t.--e._r� rejJ Ce ,'-d• J,_ n ,@(.A,,I P1 �-l�s... This water loss audit report meets the requirements of California Code of Regulations Title 23, Division 2, Chapter 7 and the California Water code Section 10608.34 and has been prepared In accordance with the method adopted by the American Water Works Association, as contained ln their manual, Water Audits and loss Control Programs, Manual M36, Fourth Edition and in the Free Water Audit Software version 5. S/4 llf //4 h'es /f1an:J er Executive Position ✓�Signature l;-?-2o Date Page 558 of 699 Page 559 of 699 "' CAVANAUGH Water Audit Level 1 Validation -Review Document Audit Information: Utility: Arroyo Grande System Type: Potable PWS ID: CA4010001 Audit Period: Calendar 2019 Utility Representation: Shane Taylor, Tim Schmidt Validation Date: 7/22/2020 Call Time: 8:30 am Va lldatlon Findings & Confirmation Statement: Key Audit Metrics: Sufficient Supporting Documents Provided: Yes Data Validity Score: S6 Ill: 0.34 Data Validity Band (Levell: Band Ill (S1-70) Real Loss: 4.97 (gal/conn/day) Apparent Loss: 7.16 (gal/conn/day) Non-revenue water as percent of cost of operating system: 2.0% Certification Statement by Validator: s-dolilpllwur- This water loss audit report has been Level 1 valfdated per the requirements of California Code of Regulations rn:le 23, Division 2, Chapter 7 and the California Water Code Section 10608.34. All recommendations on volume derivation and Data Validity Grades were incorporated into the water audit. 181 Validator Information: Water Audit Validator: Drew Blackwell Validator Qualifications: Certified Water Audit Validator (CA) Page 560 of 699 Page 561 of 699 Page 562 of 699 Page 563 of 699 Page 564 of 699 Page 565 of 699 Page 566 of 699 Page 567 of 699 Page 568 of 699 Page 569 of 699 Water Audit Report for: Reporting Year: All volumes to be entered as: ACRE-FEET PER YEAR Master Meter and Supply Error Adjustments WATER SUPPLIED Pcnt: Value: Volume from own sources:3 104.780 acre-ft/yr 5 acre-ft/yr Water imported:3 2,034.100 acre-ft/yr 3 acre-ft/yr Water exported:n/a 0.000 acre-ft/yr acre-ft/yr Enter negative % or value for under-registration WATER SUPPLIED:2,138.880 acre-ft/yr Enter positive % or value for over-registration . AUTHORIZED CONSUMPTION Billed metered:5 2,048.310 acre-ft/yr Billed unmetered:10 0.771 acre-ft/yr Unbilled metered:8 0.241 acre-ft/yr Pcnt: Value: Unbilled unmetered:8 1.000 acre-ft/yr 1.25%acre-ft/yr AUTHORIZED CONSUMPTION:2,050.322 acre-ft/yr WATER LOSSES (Water Supplied - Authorized Consumption)88.558 acre-ft/yr Apparent Losses Pcnt: Value: Unauthorized consumption: 5.347 acre-ft/yr 0.25%acre-ft/yr Customer metering inaccuracies:3 41.807 acre-ft/yr 2.00%acre-ft/yr Systematic data handling errors:5 5.121 acre-ft/yr 0.25%acre-ft/yr Apparent Losses:52.275 acre-ft/yr Real Losses (Current Annual Real Losses or CARL) Real Losses = Water Losses - Apparent Losses:36.283 acre-ft/yr WATER LOSSES:88.558 acre-ft/yr NON-REVENUE WATER NON-REVENUE WATER:89.799 acre-ft/yr = Water Losses + Unbilled Metered + Unbilled Unmetered SYSTEM DATA Length of mains:10 90.0 miles Number of active AND inactive service connections:8 6,522 Service connection density: 72 conn./mile main Yes Average length of customer service line:ft Average operating pressure:5 65.0 psi COST DATA Total annual cost of operating water system:10 $7,543,000 $/Year Customer retail unit cost (applied to Apparent Losses):5 $3.78 Variable production cost (applied to Real Losses):10 $1,635.00 $/acre-ft WATER AUDIT DATA VALIDITY SCORE: PRIORITY AREAS FOR ATTENTION: 1: Water imported 2: Customer metering inaccuracies 3: Billed metered Average length of customer service line has been set to zero and a data grading score of 10 has been applied Are customer meters typically located at the curbstop or property line? AWWA Free Water Audit Software: Reporting Worksheet 1.000 2019 1/2019 - 12/2019 City of Arroyo Grande (CA4010001) *** YOUR SCORE IS: 56 out of 100 *** A weighted scale for the components of consumption and water loss is included in the calculation of the Water Audit Data Validity Score Default option selected for Systematic data handling errors - a grading of 5 is applied but not displayed Based on the information provided, audit accuracy can be improved by addressing the following components: $/100 cubic feet (ccf) <----------- Enter grading in column 'E' and 'J' ----------> Default option selected for unauthorized consumption - a grading of 5 is applied but not displayed ? ? ? ? ? ?Click to access definition ? ? ? ? ? ? Please enter data in the white cells below. Where available, metered values should be used; if metered values are unavailable please estimate a value. Indicate your confidence in the accuracy of the input data by grading each component (n/a or 1-10) using the drop-down list to the left of the input cell. Hover the mouse over the cell to obtain a description of the grades ? ? ? ? ? ? (length of service line, beyond the property boundary, that is the responsibility of the utility) Use buttons to select percentage of water supplied OR value ?Click here: for help using option buttons below ? ? ? ? + +Click to add a comment WAS v5.0 + + + + + + American Water Works Association. Copyright © 2014, All Rights Reserved. ? ? ? + + + + + + + + + + + + +Use Customer Retail Unit Cost to value real losses ? To select the correct data grading for each input, determine the highest grade where the utility meets or exceeds all criteria for that grade and all grades below it. AWWA Free Water Audit Software v5.0 Reporting Worksheet 1 Page 570 of 699 Page 571 of 699 Page 572 of 699 Water Audit Report for: Reporting Year: All volumes to be entered as: ACRE-FEET PER YEAR Master Meter and Supply Error Adjustments WATER SUPPLIED Pcnt: Value: Volume from own sources:3 76.900 acre-ft/yr 8 0.00%acre-ft/yr Water imported:3 2,241.600 acre-ft/yr 4 0.00%acre-ft/yr Water exported:n/a 0.000 acre-ft/yr acre-ft/yr Enter negative % or value for under-registration WATER SUPPLIED:2,318.500 acre-ft/yr Enter positive % or value for over-registration . AUTHORIZED CONSUMPTION Billed metered:8 2,165.156 acre-ft/yr Billed unmetered:10 0.980 acre-ft/yr Unbilled metered:4 2.130 acre-ft/yr Pcnt: Value: Unbilled unmetered:8 1.000 acre-ft/yr 1.25%acre-ft/yr AUTHORIZED CONSUMPTION:2,169.266 acre-ft/yr WATER LOSSES (Water Supplied - Authorized Consumption)149.234 acre-ft/yr Apparent Losses Pcnt: Value: Unauthorized consumption: 5.796 acre-ft/yr 0.25%acre-ft/yr Customer metering inaccuracies:2 38.603 acre-ft/yr 1.75%acre-ft/yr Systematic data handling errors:5 5.413 acre-ft/yr 0.25%acre-ft/yr Apparent Losses:49.812 acre-ft/yr Real Losses (Current Annual Real Losses or CARL) Real Losses = Water Losses - Apparent Losses:99.421 acre-ft/yr WATER LOSSES:149.234 acre-ft/yr NON-REVENUE WATER NON-REVENUE WATER:152.364 acre-ft/yr = Water Losses + Unbilled Metered + Unbilled Unmetered SYSTEM DATA Length of mains:10 89.0 miles Number of active AND inactive service connections:5 6,582 Service connection density: 74 conn./mile main Yes Average length of customer service line:ft Average operating pressure:9 65.0 psi COST DATA Total annual cost of operating water system:10 $7,476,818 $/Year Customer retail unit cost (applied to Apparent Losses):5 $7.14 Variable production cost (applied to Real Losses):9 $1,589.00 $/acre-ft WATER AUDIT DATA VALIDITY SCORE: PRIORITY AREAS FOR ATTENTION: 1: Water imported 2: Customer metering inaccuracies 3: Unbilled metered Average length of customer service line has been set to zero and a data grading score of 10 has been applied Are customer meters typically located at the curbstop or property line? AWWA Free Water Audit Software: Reporting Worksheet 1.000 2020 1/2020 - 12/2020 City of Arroyo Grande (CA 4010001) *** YOUR SCORE IS: 55 out of 100 *** A weighted scale for the components of consumption and water loss is included in the calculation of the Water Audit Data Validity Score Default option selected for Systematic data handling errors - a grading of 5 is applied but not displayed Based on the information provided, audit accuracy can be improved by addressing the following components: $/100 cubic feet (ccf) <----------- Enter grading in column 'E' and 'J' ----------> Default option selected for unauthorized consumption - a grading of 5 is applied but not displayed ? ? ? ? ? ?Click to access definition ? ? ? ? ? ? Please enter data in the white cells below. Where available, metered values should be used; if metered values are unavailable please estimate a value. Indicate your confidence in the accuracy of the input data by grading each component (n/a or 1-10) using the drop-down list to the left of the input cell. Hover the mouse over the cell to obtain a description of the grades ? ? ? ? ? ? (length of service line, beyond the property boundary, that is the responsibility of the utility) Use buttons to select percentage of water supplied OR value ?Click here: for help using option buttons below ? ? ? ? + +Click to add a comment WAS v5.0 + + + + + + American Water Works Association. Copyright © 2014, All Rights Reserved. ? ? ? + + + + + + + + + + + + +Use Customer Retail Unit Cost to value real losses ? To select the correct data grading for each input, determine the highest grade where the utility meets or exceeds all criteria for that grade and all grades below it. AWWA Free Water Audit Software v5.0 Reporting Worksheet 1 Page 573 of 699 This page is intentionally blank for double-sided printing. Page 574 of 699 2021 Water Supply Alternatives Update I Appendix I 2021 Water Supply Alternatives Update Page 575 of 699 This page is intentionally blank for double-sided printing. Page 576 of 699 MEMORANDUM TO: City Council FROM: Bill Robeson, Assistant City Manager / Public Works Director BY: Shane Taylor, Utilities Manager SUBJECT: 2021 Water Supply Alternatives Study Update DATE: November 23, 2021 SUMMARY OF ACTION: Receive and file the 2021 Water Supply Alternatives Study Update and provide direction to staff regarding pursuit of recommendations presented in the study update. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: The consultant cost of the study completed by Michael K. Nunley and Associates, Inc. (MKN) was $15,067. There was approximately 30 hours of staff time spent on the report preparation. RECOMMENDATION: Receive and file the 2021 Water Supply Alternatives Study Update and provide direction on pursuing any or all of the two short-term and three long-term recommendations presented in the study update. BACKGROUND: At the June 8, 2021 City Council meeting, Council discussed the Central Coast Blue (CCB) regional recycled water sustainability project and provided direction to staff to, among other items, conduct an analysis of the City’s potential water supply alternatives. On September 14, 2021, staff presented a summary of the preliminary alternatives that the City’s consultant, MKN, would be evaluating as part of an updated water supply alternatives report. Eight preliminary alternatives were discussed that included State Water, Oceano Community Service District water, Interagency Connections, a Recycled Water “Scalping Plant” Concept, CCB, Nacimiento Project water, Water Conservation, and Stormwater Capture. Council received the information and directed staff to move forward with further analysis on water supply alternatives. Page 99 of 182Page 577 of 699 City Council 2021 Water Supply Alternatives Study Update November 23, 2021 Page 2 The update water supply alternatives report is now complete and is provided in Attachment 1. The 2021 Water Supply Alternatives Study Update (Attachment 1) provides a summary of previous studies performed to date, a preliminary list of current available water options, and an updated list of the most promising options. In August 2004, a Water Supply Alternatives Report prepared by the Wallace Group, was presented to the City Council. The objective was to identify short, intermediate, and long term supply alternatives that meet the City’s needs for water quantity, reliability and quality. There were seventeen (17) supply alternatives presented at that time. Ta ble 2-2 in the attached 2021 Water Supply Alternatives Update shows a final action or conclusion status for the 2004 water supply alternatives for ten projects that were determined to be the most feasible or had potential feasibility due to location and other factors. Updated Final Actions or Conclusions are also provided. Page 100 of 182Page 578 of 699 City Council 2021 Water Supply Alternatives Study Update November 23, 2021 Page 3 Page 101 of 182Page 579 of 699 City Council 2021 Water Supply Alternatives Study Update November 23, 2021 Page 4 Since 2004, three alternatives from those listed in Table 2-2 above have been performed to date/completed: - Pismo Formation Wells - Well Numbers 9 and 10 have been completed for an additional 160 AFY. Well 11 has been completed but not yet permitted. When permitted, this well will supply an additional 40 AFY. - Conservation – This program is in progress and results in a saving of 400 -500 AFY. The City has also spent $2 million on retrofits and rebates since 2004. - Additional Storm Water Basins – The Poplar Basin was expanded for capture. The Soto Sports Complex basins currently capture water for groundwater recharge and use this non-potable water to irrigate the entire sports complex. In addition, MKN completed an updated analysis of the following four alternatives from the 2004 report that may be postponed and/or dismissed from further consideration for the reasons described below: - State Water - Water Purchase or Lease from SLO County – As stated in section 3.1.4. Infrastructure, of the 2021 Water Supply Alternatives Study Update, “Based on discussions with County of San Luis Obispo Public Works Staff, the capacity of Polonio Pass Water Treatment Facility and Coastal Branch is full y subscribed by existing State Water subcontractors. The capacity of the Lopez Project is also fully subscribed by South County Zone 3 water purveyors.” Continued engagement with the County is suggested and currently ongoing. - Additional Groundwater Entitlement – 1,323 AFY is currently entitled to the City, however, recent modeling indicates significantly less availability. Continued annual monitoring and adaptive management using the Santa Maria Basin ground water model will help provide sustainable yield information and basis for pursuing this alterative if justified. - Purchase Private Well Water – Private wells in the upper Arroyo Grande Valley have not been identified nor pursued as a supplemental water source to date. This would require legal negotiations for water rights/amounts, utility easements, well data (gallons per minute and potential yields), wells installation, equipment, and storage costs for a potentially small amount of supplemental AFY. Distribution of private well water is also significant issue that is unresolved. Multiple private wells located on private property would require individual and separate negotiations and agreements. This does not appear to be a feasible alternative due to complexity and relatively low AFY amounts. A well system located within Strother Park that would irrigate the entire Strother Park with untreated/non-potable water, was evaluated Hydrologic Engineer and designed and adopted as part of the Water Master Plan. Future larger scale development (i.e. housing tract) is intended to fund the Strother Park well project through water offset fees required as part of the project entitlement/conditions of approval. Page 102 of 182Page 580 of 699 City Council 2021 Water Supply Alternatives Study Update November 23, 2021 Page 5 - Increased Lopez Entitlement – A study evaluated raising the spillway to increase dam/reservoir storage. However, San Luis Obispo County Water Conservation and Flood Control District determined, based on estimated project costs and environmental review and permitting, this alternative is not feasible at this time. Four other studies that were commissioned by the City in the past were also summarized in the 2021 Water Supply Alternatives Study Update. City staff, consultants, and project partner evaluations conducted in 2006, 2009, and 2016 are listed below. The studied facilities were not considered viable. The current analysis done by MKN and City staff agree that these water supply alternatives remain inviable. The following list summarizes those alternatives: - 2006 Water Supply Study: Desalination joint project: Coastal Commission and Coastal Act permit processing has proven to be highly challenging. The timeframe for processing is estimated in the 10 to 15-year range. The 2006 capital cost estimate was $17 million or $2,675 per acre foot. These costs can easily double if calculated for 2021. - 2006 Water Supply Study: Nacimiento Pipeline Extension – This study presented two options, a 17.5-mile pipeline extension down Orcutt Road and a 18.07 -mile pipeline extension from Plains Oilfield to Arroyo Grande Creek (the recommended option) with an estimated 2006 cost $12 million for the pipe alignment and $6 million in annual operating costs. An agency exchange of Nacimiento water for State Water was also considered but found to not be feasible at this time due to lack of available partners (no holders of both State Water and Nacimiento Water). - 2009 Final Recycled Water Study: This study estimated the cost of a recycled water project using 2008 estimates at $14 million and provided further evaluation, aquifer recharge analysis and public outreach. Section 3.4.4. Feasibility, of 2021 Water Supply Alternatives Study Update, elaborates further on this study. - 2016 Recycled W ater Facilities Planning Study: In partnership with the South San Luis Obispo County Sanitation District, a more in-depth analysis was conducted of the recycled water project. It was found that a South San Luis Obispo County Sanitation District recycled water project would be exceedingly expensive at $4,400 for phase 1 and $3,000 per AF for phase 2. Property acquisition costs were not calculated since a site(s) had not been proposed. CCB was seen as a preferred regional alternative with lower costs. ANALYSIS OF ISSUES: The 2021 Water Supply Alternatives Study Update, after reviewing all the previous alternatives and final action or conclusions, focused on a list of available water options along with feasibility and/or next step recommendations. The following is a list of summarized alternatives: Page 103 of 182Page 581 of 699 City Council 2021 Water Supply Alternatives Study Update November 23, 2021 Page 6 1. State Water Project – The purchase or lease of State Water from the County does not appear feasible at this time due to lack of availability. Ongoing engagement with the County and potential subcontractors is being pursued. 2. Oceano Community Services District – Negotiation of a short water supply agreement is recommended; 3. Interagency Connections – Begin discussions for planning, design, and construction, with Golden State Water (GSW) for emergency interconnection. Begin initial negotiations with GSW and Nipomo Community Services District for purchase of excess Nipomo supplemental water; 4. Nacimiento Water Project – This alternative is not feasible at this time, due to lack of availability; 5. Central Coast Blue – Continue to participate and engage in CCB; 6. Recycled Water Plant – This alternative is not recommended due to the difficulty in reducing groundwater pumping in exchange for recycled water and the use of recycled water for agricultural production; 7. Water Conservation – The City’s conservation programs have proven to be very successful. Ongoing administration and management is planned; 8. Stormwater Capture – Stormwater capture is not a significant supply of water. However, as development occurs, basins are modified and low impact development standards are implemented, which could be a source of ground water recharge and irrigation supply. The 2021 Water Supply Alternatives Study Update was completed to investigate, analyze, and make conclusions for each of the alternatives listed above. Of the eight alternatives, two (2) short term and three (3) long term alternatives were determined to be the most feasible from a water quantity, reliability, quality, and cost perspective. Of these, staff recommends pursuing two (2) short term and one (1) long term alternatives. The recommended short term alternatives are: 1. Partner with Oceano Community Services District on a short-term water supply agreement: A temporary agreement would be required between OCSD and the City. Purchasing OCSD water as a permanent supply could be affected by OCSD and City regulations. OCSD has an ordinance preventing long-term sale of their State Water entitlement but has been able to enter into short-term agreements in the past. The City of Arroyo Grande passed a ballot me asure in 2016 to allow the City to purchase State Water on an emergency basis but a previous ballot measure prevents permanent purchase of State Water. Purchasing State Water under non- emergency conditions would require a new ballot measure to be passed. - OCSD has not typically taken its full 750 AFY of State Water; - Approximate cost of 1,758 per AF; - OCSD has stored (San Luis Reservoir) unused State Water that can be extracted upon its request; Page 104 of 182Page 582 of 699 City Council 2021 Water Supply Alternatives Study Update November 23, 2021 Page 7 - Potential future ability for Lopez Project participants, like t he City, to obtain excess OCSD water and store it in the Lopez Reservoir, which then could be available for extraction when needed; - No new infrastructure needed; 2. Pursue an emergency connection with Golden State Water Company: - The City’s water service area is located within 300 feet of GSW water infrastructure. - Both the City and GSW are CalWARN members, which promotes mutual aid during water emergencies, and could help the development of an emergency interconnection; - A water supply interconnection could benefit the City, GSW and NCSD to allow transfer of water from Lopez Project contractors through the City’s water system; - Further negotiations, analysis of cost infrastructure and maintenance and operation are required. The recommended long term alternative is: 3. Continue participation in Central Coast Blue. The City anticipates purchasing 25% of the water produced by the CCB project. At its November 16, 2021 meeting, the Pismo Beach City Council unanimously approved increasing its share of the Project from 20% to 39%, leaving no portion of the Project unsubscribed. The Cities of Arroyo Grande, Grover Beach, and Pismo Beach are preparing agreements to address cost sharing and operations of the Project. In light of the City’s pursuit of the CCB Project, staff recommends prioritizing it as the main source of additional permanent water supply at this time. Each of these alternatives, if pursued, will require additional and more detailed evaluation of design/infrastructure, permit requirements, cost analysis, and a framework for agreements/negotiations with agencies and/or private property owners. However, it is recommended by staff that each of the three alternatives listed above are evaluated further and pursued to the preliminary negotiation and agreement stage, because they have been determined as viable and feasible in having potential to provide additional water supply for the future of Arroyo Grande. ALTERNATIVES: The following are provided for the Council’s consideration: 1. Consider, receive, and file the 2021 Water Supply Alternatives Study Update and provide direction to staff to pursue the following short -term and long-term water supply alternatives to the preliminary negotiation and agreement stage: a. Continue participation in CCB at the 25% entitlement level; b. Partner with OCSD on a short-term water supply agreement; and Page 105 of 182Page 583 of 699 City Council 2021 Water Supply Alternatives Study Update November 23, 2021 Page 8 c. Pursue an emergency connection with Golden State Water Company. 2. Provide direction to further evaluate one or more of the recommended short -term and long-term alternatives; 3. Provide additional direction to perform analysis on another water supply alternative(s); 4. Provide other direction to staff. ADVANTAGES: This report provides the City Council and the public with a study that may be used as a tool for future water supply policy decisions. DISADVANTAGES: No disadvantages. ENVIRONMENTAL REVIEW: No environmental review is required for this item. PUBLIC NOTIFICATION AND COMMENTS: The Agenda was posted at City Hall and on the City’s website in accordance with Government Code Section 54954.2. Attachment: 1. Water Supply Alternatives Study Update dated November 12, 2021 Page 106 of 182Page 584 of 699 CITY OF ARROYO GRANDE WATER SUPPLY ALTERNATIVES STUDY UPDATE November 12, 2021 City of Arroyo Grande 300 E. Branch St. Arroyo Grande, CA 93420 PREPARED BY: MKN 530B Paulding Circle Arroyo Grande, CA 93420 805 . 904 . 6530 ATTACHMENT 1 Page 107 of 182Page 585 of 699 CITY OF ARROYO GRANDE WATER SUPPLY ALTERNATIVES STUDY UPDATE November 12, 2021 Report Prepared Under the Responsible Charge of: ____________________________________ Michael K. Nunley, PE C61801 Page 108 of 182Page 586 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | i Table of Contents 1.1 Introduction ............................................................................................................................................ 1-1 1.2 Water Supply .......................................................................................................................................... 1-1 1.3 Water Demand ....................................................................................................................................... 1-1 1.4 Supplemental Water............................................................................................................................... 1-3 2.1 2004 City of Arroyo Grande Water Supply Alternatives Study .............................................................. 2-1 2.2 2006 Water Supply Study: Desalination ................................................................................................. 2-6 2.3 2006 Supplemental Water Supply Study: Nacimiento Pipeline Extension ............................................. 2-7 2.4 2009 Final Recycled Water Study ........................................................................................................... 2-8 2.5 Recycled Water Facilities Planning Study ............................................................................................... 2-8 3.1 State Water ............................................................................................................................................. 3-1 3.1.1. Background ............................................................................................................................................... 3-1 3.1.2. Water Quality and Reliability.................................................................................................................... 3-1 3.1.3. Institutional or Legal Constraints ............................................................................................................. 3-1 3.1.4. Infrastructure............................................................................................................................................ 3-2 3.1.5. Cost ........................................................................................................................................................... 3-2 3.1.6. Feasibility .................................................................................................................................................. 3-2 3.2 Oceano CSD ............................................................................................................................................ 3-2 3.2.1. Background ............................................................................................................................................. 3-2 3.2.2. Water Quality and Reliability .................................................................................................................. 3-2 3.2.3. Institutional or Legal Constraints ........................................................................................................... 3-3 3.2.4. Infrastructure .......................................................................................................................................... 3-3 3.2.5. Cost ......................................................................................................................................................... 3-3 3.3 Interagency Connections ........................................................................................................................ 3-3 3.3.1. Background ............................................................................................................................................. 3-3 3.3.2. Water Quality and Reliability .................................................................................................................. 3-4 3.3.3. Institutional and Regulatory Constraints ................................................................................................ 3-4 3.3.4. Infrastructure .......................................................................................................................................... 3-4 3.3.5. Cost ......................................................................................................................................................... 3-4 Page 109 of 182Page 587 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | ii 3.4 Nacimiento Water Project ...................................................................................................................... 3-5 3.4.1. Background ............................................................................................................................................. 3-5 3.4.2. Institutional and Regulatory Constraints ................................................................................................ 3-5 3.4.3. Infrastructure .......................................................................................................................................... 3-5 3.4.4. Feasibility ................................................................................................................................................ 3-5 3.5 Central Coast Blue .................................................................................................................................. 3-5 3.5.1. Background ............................................................................................................................................. 3-5 3.5.2. Water Quality and Reliability .................................................................................................................. 3-6 3.5.3. Institutional or Legal Constraints ........................................................................................................... 3-6 3.5.4. Infrastructure .......................................................................................................................................... 3-6 3.5.5. Cost ......................................................................................................................................................... 3-6 3.5.6. Additional Considerations ...................................................................................................................... 3-7 3.6 Recycled Water “Scalping Plant” Concept .............................................................................................. 3-7 3.6.1. Background ............................................................................................................................................. 3-7 3.6.2. Water Quality and Reliability .................................................................................................................. 3-7 3.6.3. Institutional or Legal Constraints ........................................................................................................... 3-7 3.6.4. Infrastructure .......................................................................................................................................... 3-8 3.6.5. Cost ......................................................................................................................................................... 3-8 3.6.6. Feasibility ................................................................................................................................................ 3-8 3.7 Water Conservation ................................................................................................................................ 3-9 3.8 Stormwater Capture ............................................................................................................................... 3-9 3.8.1. Background ............................................................................................................................................. 3-9 3.8.2 Water Quality and Reliability .................................................................................................................. 3-9 3.8.3 Infrastructure and Regulatory Constraints ............................................................................................. 3-9 3.8.4 Cost ....................................................................................................................................................... 3-10 3.8.5 Feasibility .............................................................................................................................................. 3-10 4.1 Conclusions ............................................................................................................................................. 4-1 4.2 Recommendations .................................................................................................................................. 4-2 List of Tables Table 1-1 – Historical Water Delivery and Production by Category (AFY)…………………………………….….………….1-2 Table 1-2 – Water Delivery Projections from 2015 UWMP…………………………………………………………….………….1-2 Table 1-3 – Future Water Production Projections ………….…………………………………………………………….………….1-3 Page 110 of 182Page 588 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | iii Table 2-1 – 2004 Alternatives……………………………………………………………………………………..…………….…………..2-2 Table 2-2 – Update to 2004 Water Supply Alternatives Study…………………………………………………..…….………..2-6 Table 3-1 – First Year Operation and Maintenance Costs for 280 AFY Recycled Water Treatment Facility….3-8 Page 111 of 182Page 589 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 1-1 INTRODUCTION AND OVERVIEW 1.1 Introduction Michael K. Nunley and Associates, Inc. (MKN) was retained by the City of Arroyo Grande (City) to update the City’s 2004 Water Supply Alternatives Study Report. In 2004 the City performed an analysis of potential additional water sources to supplement the City’s existing groundwater and Lopez Reservoir supplies and to meet the projected future needs of the City. This report categorized water supply alternatives as “short term”, “intermediate term”, and “long term” with the objective of identifying one or more for implementation in each category. The purpose of this report is to provide a summary of previous studies performed to date, provide a preliminary list of current available water options, and provide an updated list of the most promising options. 1.2 Water Supply The City has developed a water supply that utilizes groundwater from two separate formations and water from the Lopez Project. Wells 1, 3, 4, 5, 7 & 8 extract water from the Santa Maria River Valley Groundwater Basin. As part of the Groundwater Management Agreement between the City of Arroyo Grande, Grover Beach, Pismo Beach and Oceano Community Services District (Oceano CSD), the City is entitled to groundwater extractions of 1,323 acre-feet per year (AFY). 160 AFY of groundwater is also available from Pismo Formation Wells 9 and 10.The City has a contract entitlement of 2,290 AFY from the Lopez Project. A maximum combined total of 3,773 AFY of water is available from the City’s wells and the Lopez Project. The 2015 Urban Water Management Plan (UWMP) noted only 3,584 AFY would be available during the third year of a multiple dry year event. This includes 2,061 AFY of water from the Lopez Project and 1,523 AFY of groundwater. However, current groundwater modeling results indicate significantly less water may be available from the Santa Maria River Valley Groundwater Basin than the current entitlement. 1.3 Water Demand The City provided annual reports for the State Water Resources Control Board Division of Drinking Water (DDW) to provide historical water billing information. Table 1-1 summarizes water delivery by use category compared with total production. For purposes of this study, the difference between production and delivery is considered to be non-revenue water (NRW). Page 112 of 182Page 590 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 1-2 Table 1-1 Historical Water Delivery and Production by Category (AFY) Category 2016 2017 2018 2019 2020 Water Delivered Single-family Residential 1,259.1 1,380.8 1,409.0 1,369.9 1,500.4 Multi-family Residential 219.1 251.0 213.5 280.1 246.4 Commercial/Institutional 200.7 355.7 277.6 321.8 246.4 Industrial 0 0 0 0 0 Landscape Irrigation 145.8 104.5 234.8 103.6 245.2 Other 0 0 0 0 0 Total Urban Retail Delivered 1,824.7 2,092 2,134.9 2,075.5 2,238.5 Agricultural 0 0 0 0 0 Other Public Water Systems 0 0 0 0 0 Total Water Production 1948.1 2193.7 2212.5 2138.0 2318.5 Non-Revenue Water (NRW) 123.4 101.7 120.5 62.5 80.0 NRW as Percentage of Delivery 6.8% 4.9% 5.6% 3.0% 3.6% The City’s 2015 UWMP summarized current water deliveries and predicted future water deliveries as follows: Table 1-2 - Water Delivery Projections from 2015 UWMP (AFY) Category 2015 2020 2025 2030 2035 Single-family Residential 1,517 1,957 2,013 2,083 2,113 Multi-family Residential 190 245 252 261 264 Commercial/Institutional 178 230 236 245 248 Industrial 0 0 0 0 0 Landscape Irrigation 169 217 224 231 235 Institutional/ Governmental 53 69 71 73 74 Total Urban Retail 2,106 2,718 2,796 2,893 2,934 Agricultural 0 0 0 0 0 Other Public Water Systems 0 0 0 0 0 Non-Revenue Water 133 150 154 159 161 Total Water Use 2,239 2,867 2,949 3,052 3,096 As shown, the UWMP predicted 2020 water deliveries of 2,718 AFY and total production of 2,867 AFY including NRW. An annual increase of 42.9 AFY in production per year was projected through 2035. The City recorded 2020 production of 2,318.5 AFY, which is approximately 24% lower than predicted (2,867 AFY). This Page 113 of 182Page 591 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 1-3 difference indicates implementation of the City’s water conservation program has had a significant impact on water demand. For this study, future water usage was projected based on historical demand in units of gallons per capita per day (gpcd). Approximately 99% of the City population is within the City’s water service area, with very few customers outside City limits. Therefore, City population is a close approximation of service area population. California Department of Finance estimated a 2020 population of 17,617 for the City of Arroyo Grande. Dividing 2020 water use of 2,318 AFY by 2020 population resulted in 117 gpcd usage. The 2015 UWMP calculated average three-year water usage (2013-2015) of 138 gpcd and projected this per capita usage through General Plan buildout (population of 20,000). Applying future water demand of approximately 127 AFY, or the average of 138 and 117 gpcd, to a future 20,000 service area population yielded a conservative future demand of 2,540 AFY. 1.4 Supplemental Water The City anticipates having sufficient water available through buildout based on the average year and multiple dry year scenarios presented in the 2015 UWMP. However, securing an additional 250 AFY (approximately 10% of projected future demand) would allow the City to reduce groundwater usage and further protect the groundwater basin. The following table predicts water delivery to meet future demand of 2,540 AFY assuming the City has acquired an additional 250 AFY of supplemental water. For future production estimations it is assumed Lopez Project deliveries are reduced during a multiple dry year scenario as discussed in Section 1.2, whereas full City entitlement is 2,290 AFY. This water supply portfolio would allow the City to reduce groundwater pumping to approximately 15% of their combined 1,323 AFY Santa Maria River Valley Groundwater entitlement and 160 AFY Pismo Formation production capacity in a multiple year drought scenario. Table 1-3 – Future Water Production Projections During Multiple Dry Year Scenario Source Supply (AFY) Lopez Project 2,061 Supplemental Water 250 Groundwater 229 Total Production 2,540 Page 114 of 182Page 592 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 2-1 REVIEW OF PREVIOUS STUDIES The City of Arroyo Grande has partnered with surrounding water agencies such as the South San Luis Obispo County Sanitation District (SSLOCSD), City of Grover Beach, City of Pismo Beach, and Oceano CSD to prepare multiple water supply studies to assess the feasibility of potential water supply projects. This section provides a synopsis of previous water supply studies conducted by the City and partnering agencies. 2.1 2004 City of Arroyo Grande Water Supply Alternatives Study The 2004 City of Arroyo Grande Water Supply Alternatives Study prepared by the Wallace Group analyzed seventeen water supply alternatives the City could implement to increase water supply and meet future demands. The study identified nine short term alternatives that could be implemented within a five-year period with low complexity and cost, three intermediate alternatives that could be implemented over a ten-year period with moderate complexity and cost, and three long term alternatives that could be implemented within a ten to fifteen-year time frame with high complexity and cost. For each alternative, the study considered infrastructure needs, water quality and supply reliability, and cost. The objective of the report was to provide a preliminary analysis of each alternative, identify the most viable options, and advise City Council to conduct further studies of the supply alternatives that were identified as the most feasible and cost effective. The following table summarizes findings from that study. Page 115 of 182Page 593 of 699 Table 2-1 Summary of Findings from Water Supply Alternatives Study for City of Arroyo Grande (Wallace Group, 2004) 2004 Alternative Background Water Quality/Reliability Required Infrastructure Required Agreements 2004 Cost Additional Considerations Short-Term Alternatives Private Well for Cemetery Irrigation • Arroyo Grande Cemetery District currently uses potable water from City for irrigation. • Could provide 38 AFY and 48 AFY at buildout Adequate for intended use • New well • Piping • Pump and electrical Equipment • Cemetery District Approval • City Council Approval • County Environmental Health Services Department permit required Less than City water Implementation schedule anticipated to be less than a year Pismo Formation Well • The City currently uses Well No. 9 • Proposed Well No. 10 could allow City to extract 160 AFY or more (total) from Pismo Formation Adequate for intended use with treatment, but lower yield and lower quality when compared to other City groundwater • New well • Treatment plant • Piping • Pump and electrical Equipment • Currently planned by the City • County Environmental Health Services Department permit required $425,000 (installed costs) • Implementation schedule would be approximately two years • Basin is low yield and lower quality Rancho Grande Pismo Formation Well (Irrigation) • Well would serve Rancho Grande Park • Active well is owned by Castlerock Development and supplies construction water • City could obtain the well or drill a separate well at the park Adequate for intended use City could obtain the well and construct a pipeline or drill a new well and construct a pipeline. New well would require pump and electrical equipment. County Environmental Health Services Department permit required -- • Implementation schedule would be approximately two years • Basin is low yield and lower quality Purchase Water – Santa Barbara County • Potential to purchase 400 AFY from a Santa Barbara County Water Contractor • Pipeline capacity from contractors north of the City is limited • Pipeline is sized to supply flow from State Water contractors south of City • Deliveries can be as low as 30% of the entitlement but “drought insurance water” can be purchased for up to 100% of contract amount. • State Water is offline one month per year • Water quality is adequate for intended use Existing infrastructure could be used to deliver State Water to Lopez Water Treatment Plant (WTP). County staff stated Lopez pipeline capacity is sufficient but must be confirmed. State Water entitlement holder, Santa Barbara County, DWR, and Central Coast Water Authority (CCWA) must approve. Contract would likely include paying sunk costs of State Water to entitlement holder. $1400/AF + Buy- in costs • Several years to implement this option • Would require voter approval per Measure A Purchase water – SLO County • 20,170 AF available from SLO County • No excess pipeline capacity according to County staff • 140 AFY may be available from Pismo Ranch development • County had begun discussions with CCWA. • Deliveries can be as low as 30% of the entitlement but “drought insurance water” can be purchased for up to 100% of contract amount. • State Water is offline one month per year • Water quality is adequate for intended use Requires engineering evaluation to determine hydraulic capacity of existing system State Water entitlement holder and County must approve. -- • Several years to implement this option • Would require voter approval per Measure A Page 116 of 182Page 594 of 699 Table 2-1 Summary of Findings from Water Supply Alternatives Study for City of Arroyo Grande (Wallace Group, 2004) 2004 Alternative Background Water Quality/Reliability Required Infrastructure Required Agreements 2004 Cost Additional Considerations Additional Groundwater Entitlement City is limited to 1,323 AFY of groundwater extraction by the Basin Management Agreement Very reliable •Would require a hydrogeologic study •Wells with excess capacity already exist but additional wells or pipelines may be needed •Would require modifying the Basin Management Agreement -- If the additional entitlement is available, option would be the most cost effective, reliable, and easily implemented long term solution Purchase private well water Safe yield in the Basin Management Agreement is 5,300 AFY for applied irrigation Quality consistent with existing groundwater supply •New wells required to meet County Environmental Health Department requirements •Treatment infrastructure •Pipeline construction •Supply agreements with landowners •County Environmental Health Services Department permit required -- •Potential pipelines across environmentally sensitive areas •Less than two years to implement Lease State Water Short-term 3- to 5-year contracts for surplus water sales are allowed by DWR Reliable in the short term Same requirements as purchasing water from SLO or Santa Barbara County. Agreement between City and State Water entitlement holder •May violate State law if provided to new developments •Can be utilized until long-term source is secured •Several years to implement this option •Would require voter approval per Measure A Reclaimed Price Canyon Oil Field Water •Water produced during oil extraction must be returned to the reservoir unless it can be treated and disposed •Anticipated flows of 730 AFY for 10 years •Potential exchange for Lopez Water released to sustain habitat and fisheries. Extracted and treated water would be released to Arroyo Grande Creek. Exchanged raw water would be treated at Lopez WTP for use by City. •Only viable for ~ 10 years •Water quality is adequate for intended use •Treatment plant at oilfield •Pump Station •Electrical equipment •Pipeline •Capacity of the Lopez pipeline and WTP would need to be investigated •EIR •Impact to Habitat Conservation Plan •Agreements with Landowners for pipeline easements •Agreement with Plains (owner) •Permits with resource agencies and County departments $850/AF •Could compromise steelhead fingerprinting of Arroyo Grande Creek for spawning purposes •SLO County would own the pipeline after 7,300 AF had been delivered Water Conservation •Water Conservation Program is anticipated to save 10% of usage •Phase 1 100 AFY savings •Phase 2 will involve irrigation retrofits N/A None -- Decreases City revenue -- Page 117 of 182Page 595 of 699 Table 2-1 Summary of Findings from Water Supply Alternatives Study for City of Arroyo Grande (Wallace Group, 2004) 2004 Alternative Background Water Quality/Reliability Required Infrastructure Required Agreements 2004 Cost Additional Considerations Intermediate Alternatives Additional Stormwater Basins (Irrigation) •Modify stormwater basins to serve as storage basins for irrigation use •Rancho Grande Park, AG Cemetery, Caltrans ROW potential users with approximately 75 AFY •Low reliability, low quality •Irrigation water is not typically required after large storm events •New basins may be required to preserve storage capacity or infiltration capacity in existing basins •Improvements to existing basins would include cleaning, lining, pumps, electrical equipment, and pipelines. -- -- Protected wildlife may complicate modification of existing basins Increased Lopez Entitlement Amount of surplus water is currently limited until the Habitat Conservation plan (HCP) is completed Surplus water not considered a reliable supply •Additional treatment capacity at the Lopez WTP •Additional conveyance may be needed in the Lopez pipeline •SLO County approval •HCP Adoption $350/AF + infrastructure improvements Nacimiento Project Currently 6,120 AFY of unallocated raw water supplied to SLO County •High reliability •Requires local treatment •Scheduled shut-downs every 2-3 years Either: •Additional City of SLO treatment and pipeline connecting downstream of Lopez WTP; or •Increase Nacimiento pipeline capacity south of San Luis Obispo to SLO Airport and extend pipeline to Lopez WTP •Treated water scenario would require wheeling agreement with City of SLO •Agreement with County •Approval by Nacimiento participants •Between $1,800 and $3,300 / AFY •Other parties could share in project cost Cost would be less if the City participates during project inception Long-Term Alternatives Desalination •Potential joint venture between South County Agencies to construct a Regional Facility •Grover Beach and other agencies have expressed interest in participation •Adequate for intended use •High reliability Seawater extraction, treatment, pumping, storage, and pipeline facilities would be required Significant environmental issues associated with new ocean outfall if required $3,000 to $4,000/AFY (2001 reference) Recycled SSLOCSD Water (Secondary-23) •Secondary SSLOCSD water could be used for landscape irrigation on restricted areas •Approximately 2,250 AFY of recycled water available •Adequate for intended use •High reliability •Pumping facilities •Transmission pipeline Agreement with SSLOCSD $1.4 million or $3,800/AF Secondary recycled water market is very small with combined cemetery and freeway landscaping use of 45 AFY Recycled SSLOCSD Water (Tertiary) •Highly treated effluent can be used for landscape irrigation of unrestricted areas such as golf courses and public parks •Estimated use of 595 AFY •Adequate for intended use •High reliability •Pumping facilities •Transmission pipeline •Significant plant upgrades Agreement with SSLOCSD $16.3 million or $3,100/AF Page 118 of 182Page 596 of 699 Table 2-1 Summary of Findings from Water Supply Alternatives Study for City of Arroyo Grande (Wallace Group, 2004) 2004 Alternative Background Water Quality/Reliability Required Infrastructure Required Agreements 2004 Cost Additional Considerations Recycled SSLOCSD Water (Tertiary-demineralized) •Uses include: SSLOCSD area landscape irrigation, groundwater recharge, agricultural irrigation, potential augmentation of Arroyo Grande creek •Available flow 950 AFY •Adequate for intended use •High reliability •Pumping facilities •Transmission pipeline •Significant plant upgrades including salt removal Agreement with SSLOCSD $25.6 - $29.1 million or $4,900 - $5,200/AF Alternatives Considered But Not Evaluated Nacimiento/State Water Exchange •Alternative considered but not further evaluated •City would contract with County to receive Nacimiento Water •Nacimiento Water would be exchanged for State Water by a current State Water entitlement holder who has the ability to receive Nacimiento Water Adequate for intended use •Existing infrastructure could be utilized to convey water •Additional treatment and conveyance capacity may be needed for Lopez WTP and pipeline •Agreement with SLO County for Nacimiento Water •Agreement with State Water entitlement holder -- -- Conoco-Phillips Refinery Well Water •Alternative considered but not further evaluated •New wells would be required on Conoco- Phillips Refinery property Very low reliability Wells and conveyance infrastructure Agreement with Conoco-Phillips Refinery -- Existing wells have experienced drawdown and two have lost production. Representatives of the refinery have concluded they are not in a position to sell water or allow additional wells to be drilled on their property. Page 119 of 182Page 597 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 2-6 The following table summarizes work completed after the 2004 Alternative Study for the alternatives determined to be the most feasible. Table 2-2 - Update to 2004 Water Supply Alternatives Study 2004 Alternative Final Action or Conclusion Private Well for Cemetery Irrigation This alternative was determined infeasible because groundwater does not exist under the property. Pismo Formation Wells The construction of a well at the Deer Trail site (Well No. 10) is completed. Wells No. 9 and 10 require treatment and can provide a combined 160 AFY. Well No. 11 and treatment system were completed for an additional 40 AFY but is not yet permitted. The development of irrigation wells to serve the Park was not pursued. Water Purchase or Lease from SLO County The City understands various agencies have had discussions with SLO County about acquiring additional water from the State Water Project, but no decision has been determined. An updated analysis is provided in this study. Water Purchase or Lease from Santa Barbra County No update. This alternative has not been further evaluated since the 2004 Study. Additional Groundwater Entitlement While 1,323 AFY of groundwater is entitled to the City under the Groundwater Management Agreement, recent groundwater modeling indicates significantly less water may be available. Purchase Private Well Water Wells in the upper Arroyo Grande Valley Sub-Basin may be available but projects have not been pursued. The Groundwater Sustainability Plan is underway for the Arroyo Grande Valley Sub-basin. A well pump was designed for the irrigation of Strother Park, but not yet constructed. It is anticipated to provide 8 - 9 AFY. It is assumed a future developer will fund the project. Reclaimed Price Canyon Oil Field Water Currently the treatment facility discharges Price Canyon Oil Field Water to Pismo Creek. It was determined to be too expensive to extend the pipeline to Arroyo Grande Creek for exchange with Lopez Water. Conservation The City documents progress on the conservation program monthly and reports to the City Council. Currently, the City is saving 400 - 500 AFY due to conservation and has spent $2.0M on retrofits and rebate programs. Additional Stormwater Basins This alternative has been implemented. Poplar Basin was expanded to handle runoff from the Applebee’s and Rite Aid development on Grand Avenue. The Elm Street Sport Complex uses storm water as irrigation water when available. The City’s low impact development standards have added underground retention to new developments. Increased Lopez Entitlement A study conducted by Stetson Engineers evaluated raising spillway to increase storage and determined that raising the dam would be subject to Bureau of Dam Safety requirements. Each foot of height would add approximately 1000 AF of storage. 2.2 2006 Water Supply Study: Desalination The 2006 Water Supply Study: Desalination prepared by the Wallace Group for the City, Oceano CSD, and City of Grover Beach further analyzed the construction of a desalination facility as recommended in the 2004 Page 120 of 182Page 598 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 2-7 Water Supply Alternatives Study. The report assumed the desalination project would be a joint project among the three agencies to meet future demands. The study made the following assumptions: • Facility will be located at the South San Luis Obispo County Sanitation District Wastewater Treatment Plant (SSLOCSD WWTP). • Source water will be extracted from new beach wells near the SSLOCSD WWTP. • Brine will be disposed using the existing ocean outfall. • The facility will use reverse osmosis (RO) as the desalination method. The study determined that treated water from the facility should match existing water quality standards, be distributed to each agency’s storage tanks, and all costs would be divided among the agencies. The report outlined the permitting process for relevant regulatory agencies such as the Regional Water Quality Control Board and California Coastal Commission, discussed applicable policies of the Coastal Act, and concluded multiple permits and an Environmental Impact Report were required. The estimated capital cost of the facility was approximately $17 million, and the 20-year life cycle cost analysis determined the cost per acre foot of desalinated water would be $2,675/AF 1. The timeline for the project from the completion of a feasibility study through construction was estimated to be 86 months (7+ years). 2.3 2006 Supplemental Water Supply Study: Nacimiento Pipeline Extension The Nacimiento Water Supply Project (or “Nacimiento Pipeline Project”) was intended to deliver raw water from Nacimiento Reservoir to agencies in San Luis Obispo County, ultimately extending from the Reservoir to the City of San Luis Obispo and terminating at the City Water Treatment Plant. The 2006 Supplemental Water Supply Study: Nacimiento Pipeline Extension prepared by the Wallace Group for City of Grover Beach, Oceano CSD, and the City evaluated the viability of the Nacimiento Pipeline Project to supply approximately 2,300 AFY of potable water to meet future demands, as reported in the 2004 Water Supply Study. The study presented two alignments of the extension, identified and discussed the design and regulatory requirements of the project, and provided a 20-year life cycle cost analysis including capital and O&M costs for the project. The report compared two pipeline alignments: Orcutt Road to Lopez Reservoir (Alignment A, 17.5 miles long) for treatment at Lopez WTP; and Plains Oilfield to Arroyo Grande Creek (Alignment B, PXP 18.07 miles long) for exchange of Arroyo Grande Creek and Lopez Project water. The study concluded that the Plains Oilfield pipeline was the most cost-effective method but was uncertain of the time frame for availability of the pipeline. The Orcutt Road alignment had a significantly higher cost but considerably reduced the construction schedule. The project required improvements to the Lopez WTP for treatment of raw water such as the installation of chemical pretreatment, new membrane filtration system, and disinfection to meet state and federal water quality standards. The existing Lopez Project pipeline also would require pumping improvements to increase capacity and maintain adequate delivery rates and pressure to all users. Agencies would be required to sign the Nacimiento Project Water Delivery Entitlement Contract, which defines the operation and maintenance, delivery entitlement, and regulatory requirements for each agency. The estimated capital cost of the Orcutt Road alignment was $30,100,000 with estimated annual O&M cost of $5,960,000 and 20-year life cycle cost of $3,827/AF. The estimated capital cost of the Plains Pipeline alignment was $11,860,000 with an estimated $5,800,000 annual O&M cost and 20-year life cycle cost of approximately $3,010/AF. The cost for this alignment was lower since a water discharge pipeline constructed by Plains Exploration (PXP) would be reused for part of the project. The report concluded the project would require a minimum of 5 years to complete planning, permitting, design, and construction if the Orcutt Road alignment was selected. However, if the recommended Plains Pipeline alignment was selected, the timeline could increase by 10 years since the pipeline would be necessary for oil water production during that period. The report concluded that more information was required regarding the timeline for the Plains Pipeline due to the high uncertainty before a feasibility study is conducted. 1 Estimated capital and 20-year life cycle costs in 2006 dollars Page 121 of 182Page 599 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 2-8 2.4 2009 Final Recycled Water Study The 2009 Water Recycling Update Report prepared by the Wallace Group for the SSLOCSD reevaluated previous recycled water studies and proposed alternative projects for the District in response to the 2004 Water Supply Alternatives Study. The SSLOCSD provides wastewater services to the City of Arroyo Grande, City of Grover Beach, and community of Oceano and operates a wastewater treatment plant with a capacity of 5,600 AFY. The report provided a detailed overview of each agency’s water supply systems, wastewater characteristics of the District, recycled water regulations, and described the potential for a recycled water market. The report evaluated the viability of recycled water use within the District through multiple proposed projects and evaluated the cost, water quality impacts, public perception, constructability, and construction impact for each project. The recycled water projects considered were landscape irrigation for the Elm Street Park/Soto Sports Complex, groundwater recharge and stream augmentation at the Arroyo Grande Creek, direct agricultural irrigation of food crops, and toilet flushing. All the proposed projects would require upgrades to the existing SSLOCSD WWTP. Turf irrigation, direct food crop irrigation, and indirect potable reuse projects required adding coagulation and sedimentation ahead of filtration and disinfection or adding a direct filtration process with disinfection. The report determined that a full-scale direct agricultural irrigation project, possibly in combination with an indirect potable reuse project, was the most cost effective and viable recycled water project with an estimated cost of $1,200 to $1,400 per AF. The SSLOCSD WWTP would require process improvements including microfiltration, reverse osmosis, and advanced oxidation using ultraviolet light. These improvements would have an estimated construction cost of $14.3 million 2. The report concluded with five near-term recommendations for the recycled water projects: conduct additional feasibility studies regarding aquifer recharge, begin to request Title XVI funding for recycled water projects, develop a conceptual design for the recycling facility, develop a public outreach plan, and coordinate with Regional and State Boards to secure project funding. 2.5 Recycled Water Facilities Planning Study The 2016 Recycled Water Facilities Planning Study prepared by Water Systems Consulting, Inc. for the SSLOCSD and the City to identified, evaluated, and analyzed two potential locations for an advanced treatment plant (ATP). The report describes the current and projected water system and water use characteristics, identifies permitting requirements, potential project funding, and illustrates an implementation plan for the two potential locations. The project plan, regardless of the alternative site locations, consist of a two-phase implementation plan. Phase 1 is to construct the ATP to treat flows from Pismo Beach WWTP and Phase 2 will expand treatment to include flows from the SSLOCSD WWTP. Alternative 1 included construction of the ATP onsite at the existing WWTP to provide water for groundwater recharge and or agricultural irrigation. Alternative 2 included construction of an offsite ATP to treat secondary effluent from the Pismo Beach WWTP and the District’s WWTP to provide water for groundwater and or recharge agricultural irrigation. The report recommended that an Environmental Impact Report be prepared to further evaluate the location and discussed advantages and disadvantages for both options. Key benefits of the onsite ATP (Alternative 1) compared to an off-site ATP (Alternative 2) were less infrastructure for conveyance, no additional property was needed for the onsite location, and O&M costs were lower. Alternative 1 was estimated to cost $3,900 per AF for Phase 1 and $2,800 per AF for Phase 2. The main disadvantage of this alternative was increased regulatory restrictions and permits needed to upgrade the existing facility. The report stated the key advantage of the offsite location (Alternative 2) was less regulatory restrictions, but the capital and O&M costs were higher than the onsite option. Alternative 2 was estimated to cost $4,400 per AF for Phase 1 and $3,000 per AF for Phase 2. The report also compared cost between using recycled water for groundwater recharge only and for a hybrid approach that included groundwater recharge and agricultural irrigation with both project location options. The groundwater recharge-only projects would have a lower capital cost and higher O&M costs but provide higher water quality to the basin long term. The hybrid projects would result in higher capital cost, but lower O&M costs once a framework for participating agencies to contribute to project costs was developed. The report provided near term and long-term project components that all stakeholders need to address and 2 Costs in 2008 dollars Page 122 of 182Page 600 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 2-9 further evaluate before a project option can selected and outlines permitting steps needed to begin the next evaluation process. Page 123 of 182Page 601 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 3-1 EVALUATION OF VIABLE ALTERNATIVES 3.1 State Water 3.1.1. Background San Luis Obispo County Flood Control and Water Conservation District (SLOCFCWCD) and Santa Barbara County Flood Control and Water Conservation District (SBCFCWCD) are State Water Project contractors. San Luis Obispo County and Santa Barbara County subcontractors receive flow through the Coastal Branch Aqueduct and distribution facilities operated by Central Coast Water Authority (CCWA). Water delivered in both counties is treated at the Polonio Pass Water Treatment Plant. The distribution system of the Lopez Project is used to deliver State Water to County Service Area 12 subcontractors (including Avila Beach CSD, Pismo Beach, San Miguelito Mutual Water Company, and Oceano CSD). 3.1.2. Water Quality and Reliability State Water is treated for the Coastal Branch service areas by CCWA and delivered for potable use but annual availability for new supply is subject to drought conditions since it is an imported surface water supply. For example, in March 2021, California Department of Water Resources (DWR) announced “Table A” deliveries would be reduced to 5% of requested supplies 3. SLOCFCWCD has an agreement with DWR for up to 25,000- acre feet per year (AFY) of “Table A” allocation but can currently only deliver 4,830 AFY of water through Coastal Branch facilities 4. Undelivered “Table A” water is used by SLOCFCWCD to meet local needs in years when statewide “Table A” water supply allocation is less than what is requested by Contractors. For example, “Table A” allocation of 5% results in 1,250 AFY of new “Table A” water being available to San Luis Obispo County, which the SLOCFCWCD can then use in combination with its stored carryover water (“Table A” from previous years) to deliver up to 100% of the water supply amounts requested by their subcontractors. 3.1.3. Institutional or Legal Constraints A City ballot measure passed in 1990 required voter approval to receive State Water. However, during the last major drought the City passed a 2016 ballot measure to allow purchase of State Water on an emergency basis only. Purchasing State Water on an emergency basis during drought conditions would be legal, but permanent supply would require a new ballot measure to be passed. For the City to obtain State Water, an existing subcontractor must develop an agreement with the City to transfer State Water since CCWA facilities are fully subscribed. Some additional capacity may be available in the treatment and distribution facilities but all CCWA members and San Luis Obispo County subcontractors must approve use of this additional capacity by Arroyo Grande unless existing entitlement is transferred. The City would need to find a willing State Water subcontractor to purchase their Table A allocation. San Luis Obispo County Public Works staff stated they did not know of any interested subcontractors at this time. Many existing subcontractors are interested in procuring more State Water. OCSD has expressed an interest in a short-term transfer of State Water to the City which is discussed separately in this study (see Section 3.2). Only State Water subcontractors downstream of Arroyo Grande on the Lopez Project could contract with the City without requiring the City to procure capacity in either the Coastal Branch or the Lopez Project. 3 https://water.ca.gov/News/News-Releases/2021/March-21/SWP-Allocation-Update-March-23 4 “Table A” allocation refers to an agency’s contracted amount of State Water. It can be adjusted by the Department of Water Resources each year based on overall availability of water, considering drought and other impacts to the state surface water supplies. Page 124 of 182Page 602 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 3-2 3.1.4. Infrastructure State Water can be conveyed to the Lopez Project for delivery to the City of Arroyo Grande. Based on discussions with County of San Luis Obispo Public Works Department Staff, the capacity of Polonio Pass Water Treatment Facility and Coastal Branch is fully subscribed by existing State Water subcontractors. The capacity of Lopez Project is also fully subscribed by South County Zone 3 water purveyors. The 2020 Draft Urban Water Management Plan for SLOCFCWCD Zone 3 (2020, WSC) states an additional 300 AFY capacity may be available in the Coastal Branch and Lopez Projects when comparing existing agreements for Lopez and State Water to the hydraulic capacity of the pipelines. 3.1.5. Cost Assuming no treatment or distribution improvements are required to deliver State Water to Arroyo Grande, permanent acquisition of water from a State Water subcontractor will require buy-in costs to reimburse the subcontractor for past debt service. Historically, this has been a limitation for agencies in acquiring State Water if they were not early subcontractors. The total cost for State Water could vary widely depending on the specific opportunity. City staff will continue to work with subcontractors and the County to identify any willing sellers. 3.1.6. Feasibility This alternative is not recommended for consideration as a long-term water supply for the following reasons: • Fully subscribed pipeline and treatment capacity in the Lopez and CCWA facilities. • Requirement for approval by CCWA and San Luis Obispo County subcontractors. • Impact of drought on long term reliability. • Requirement for City to pass a new ballot measure for long-term water supply. However, the City should continue to engage with the County in case plans are developed to acquire more State Water, acquire additional pipeline or treatment capacity from CCWA, or new partnerships arise to facilitate State Water exchange through the Zone 3 system. 3.2 Oceano CSD 3.2.1. Background OCSD water sources include State Water, Lopez Water, and groundwater. Lopez and State Water are delivered through the Zone 3 system. In 2009, the City and OCSD entered a five-year agreement for 100 AFY of either Lopez Water or groundwater to be delivered to the City as a temporary water supply. Cost was assigned to be 105% of current Lopez Water costs with a credit of $275/AFY for any groundwater used. From discussions with OCSD, up to 300 AFY of OCSD’s water may be available to the City on a short-term basis. The actual amount would depend on availability of water supplies to meet OCSD’s demand on a year- to-year basis. 3.2.2. Water Quality and Reliability OCSD would need to assess availability of water each year before committing to deliveries to the City since all of OCSD’s water supplies could be affected by drought conditions. State Water is treated and delivered for potable use but is subject to drought conditions since it is supplied by imported surface water. For example, in March 2021, California DWR announced “Table A” deliveries would be reduced to 5% of requested supplies 5. SLOCFCWD has an agreement with DWR for 25,000-acre feet per year (AFY) of Table A allocation, but can currently only deliver 4,830 AFY of water through CCWA facilities. Undelivered “Table A” water is used 5 https://water.ca.gov/News/News-Releases/2021/March-21/SWP-Allocation-Update-March-23 Page 125 of 182Page 603 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 3-3 by SLOCFCWCD to meet local needs in years when statewide “Table A” water supply allocation is less than what is requested by Contractors. For example, “Table A” allocation of 5% results in 1,250 AFY of new “Table A” water being available to San Luis Obispo County, which the SLOCFCWCD can then use in combination with its stored carryover water (“Table A” from previous years) to deliver up to 100% of the water supply amounts requested by the Subcontractors including OCSD. OCSD has typically not taken its full 750 AFY of Table A State Water entitlement due to the high variable cost for State Water, but has stored unused water in San Luis Reservoir, a State Water Project facility. This stored water can be extracted when requested by OCSD, increasing reliability of this supply. In the future, Lopez Project participants will have the ability to use State Water to offset their usage of Lopez Water, then store their unused Lopez Water in Lopez Reservoir. Pending agreements are being finalized among Lopez Project and State Water contractors. If the City can obtain excess OCSD water and store it in Lopez Reservoir, it would be available for extraction in later years improving long-term reliability. 3.2.3. Institutional or Legal Constraints A temporary agreement would be required between OCSD and the City but the arrangement would be legal for both agencies. Purchasing OCSD water as a permanent supply could be affected by OCSD and City regulations. OCSD has an ordinance preventing long-term sale of their State Water entitlement but has been able to enter into short-term agreements in the past. The City of Arroyo Grande passed a ballot measure in 2016 to allow the City to purchase State Water on an emergency basis but a previous ballot measure prevents permanent purchase of State Water. Purchasing State Water under non-emergency conditions would require a new ballot measure to be passed. If OCSD acquired State Water in excess of current “Table A” amounts, OCSD may be able to legally sell this water to Arroyo Grande on a long-term basis. 3.2.4. Infrastructure No additional infrastructure would be required as long as OCSD does not exceed their allotted capacity of CCWA or Lopez facilities to provide water to Arroyo Grande. 3.2.5. Cost The previous agreement between OCSD and the City established a cost equivalent to 105% of Lopez Water price. OCSD’s current price for Lopez Water is $1674 per AF, which results in a purchase price of approximately $1758 per AF under the original agreement. Cost would be negotiated prior to finalizing any agreement. 3.3 Interagency Connections 3.3.1. Background The City’s water service area is located within 300 feet of Golden State Water-Cypress Ridge’s (GSWCR’s) service area near the intersection of Cathedral Lane and Cornerstone Lane. Both agencies are members of the California Water/Wastewater Agency Response Network (CalWARN) which promotes mutual aid during emergencies. The City could initially rely on their joint CalWARN membership with GSWCR to provide emergency water supply. Developing an emergency connection could be the first step in long-term purchase of water by the City. Nipomo CSD (NCSD) receives supplemental water under a Wholesale Agreement with the City of Santa Maria and is completing design of interconnections to deliver water to GSWCR, Golden State Water’s other Nipomo service area, and Woodlands Mutual Water Company. The City of Santa Maria sells a “municipal mix” of State Water and groundwater to NCSD. This connection could also benefit GSWCR and NCSD by allowing transfer of water from Lopez Project contractors via Arroyo Grande’s water distribution system if needed. Page 126 of 182Page 604 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 3-4 3.3.2. Water Quality and Reliability A connection between the City and GSWCR could improve reliability for both agencies. Construction of an interconnection and development of a mutual aid agreement could, at a minimum, allow transfer of water during emergency conditions. All water conveyed to the City would be potable water. GSWCCR utilizes groundwater and intends to receive supplemental water from NCSD as described above. Reliability of groundwater and supplemental water could be impacted by drought, as discussed in the other sections where State Water is considered. However, this can be mitigated by Santa Maria procuring other available State Water, storing water in San Luis Reservoir for extraction during dry years, or supplementing with groundwater. 3.3.3. Institutional and Regulatory Constraints GSWCR and the City of Arroyo Grande are both signatory to CalWARN as described above, so they can provide emergency relief to each other. This could facilitate short-term emergency water transfers between the two systems if they are connected. A Memorandum of Understanding (MOU) or similar agreement between GSWCR and the City would develop guidelines for design, construction, and funding a new connection. Long-term opportunity to purchase supplemental water from NCSD and wheel it through the GSWCR system could be explored in the future. NCSD has constructed facilities that connect and convey water from the City of Santa Maria to NCSD’s water system. NCSD’s water system connects to and will be conveying water to Woodlands Mutual Water Company and GSWCR. NCSD entered into a Wholesale Agreement with the City of Santa Maria to purchase a minimum of 2,500 AFY beginning in the 2025-26 fiscal year, with a maximum allowable delivery of 6,200 AFY. Additional infrastructure will be needed to reach the maximum allowable delivery amount. The District is importing a minimum of 1,000 AFY in the 2021-22 fiscal year and the years leading up to the 2025-26 fiscal year. An easement agreement with SBCFCWCD limits delivery to 3,000 AFY at this time. This quantity includes allocations for Nipomo Mesa purveyors including GSWCR, Woodlands Mutual Water Company, and another Nipomo GSWC service area. If the City of Arroyo Grande and NCSD pursue a permanent sale of water, NCSD may need to revise the easement agreement to purchase additional water beyond the 3,000 AFY limit. It is our understanding NCSD and County of San Luis Obispo staff are negotiating with SBCFCWCD to revise this limit. Other exchanges among the City, Lopez Project contractors, GSWCR, and NCSD could be explored but are outside the scope of this study. 3.3.4. Infrastructure Hydraulic grade line (HGL) elevations in the City’s Main City Pressure Zone and the primary GSWCR zone appear to be similar (approximately 312 ft mean sea level (MSL)). An engineering study will be needed to confirm the amount of water that could be conveyed among the three systems and to size interconnection piping and metering facilities. A typical interconnection includes a buried vault with meter, valves, bypass piping, instrumentation, flow control capability, and power. Additional improvements within the City or GSWCR system may be needed depending on the design flow for the interconnection. If long-term purchase of water is pursued in the future, additional improvements will be needed within the NCSD water system and may be needed within the GSWCR water system. 3.3.5. Cost Hydraulic analysis of both systems and agreement on design criteria would be required before cost can be determined, but cost components are summarized below: • Capital cost of interconnection facility (including planning, design, and construction). • Operation and maintenance of interconnection facility. Page 127 of 182Page 605 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 3-5 If long-term purchase of NCSD supplemental water is pursued, the following cost components may be required: • Capital cost of GSWCR and NCSD improvements (including planning, design, and construction). • Operation and maintenance costs to wheel water through the GSWCR and NCSD systems. • Purchase cost for supplemental water from NCSD. 3.4 Nacimiento Water Project 3.4.1. Background The Nacimiento Water Project can deliver 15,750 AFY of raw water through facilities including the reservoir intake, pumping stations, tanks, and pipelines. Existing participants include San Luis Obispo County Service Area 10A (Cayucos), Bella Vista Mobile Home Park (Cayucos), Santa Margarita Ranch Mutual Water Company, City of Paso Robles, Templeton CSD, Atascadero Mutual Water Company, and City of San Luis Obispo. As discussed in previous studies, the Nacimiento Water Supply Project was not extended south past the City of San Luis Obispo. 3.4.2. Institutional and Regulatory Constraints The project is fully subscribed by existing participants and capacity must be acquired from current participants without adding pipelines or pumping facilities to deliver more water. However, participants are not using their full allocations. County staff have noted the participants are working to develop a surplus water sales program that would support transfers of Nacimiento Water Project water to non-participants within the central coast region. To transfer Nacimiento Water, a new pipeline would be required connecting the City of San Luis Obispo to Lopez Reservoir for treatment at Lopez Water Treatment Plant. Another approach could be construction of a new pipeline from the City of San Luis Obispo to the Avila area currently served by the Lopez Project. Alternatively, if no new pipeline was constructed the City would need to be able to exchange Nacimiento Water for State Water through existing Zone 3 partners. However, there are no Zone 3 partners who are also customers of the Nacimiento Water Project. 3.4.3. Infrastructure An exchange of State Water for Nacimiento Water would not require new pipelines or connections, in theory. However, there are no partners in both projects who could facilitate this transfer other than SLOCFCWCD who may have the potential to facilitate transfers or exchanges. 3.4.4. Feasibility This alternative should not be explored further at this time since there are no appropriate partners engaged in both the Nacimiento Water Project and State Water Project, and no Nacimiento Water is currently available. San Luis Obispo County staff has noted SLOCFCWCD has the capability to purchase additional Nacimiento water from Monterey County Water Resources Agency beyond the current Nacimiento Water Project contracted amount. The City should continue to engage with the County in case plans are developed to extend the Nacimiento Water Project to south San Luis Obispo County or new partnerships arise to facilitate water exchange through the Zone 3 system. 3.5 Central Coast Blue 3.5.1. Background The Preliminary Engineering Report for Central Coast Blue (CCB PER, WSC/Carollo, 2021) provided background information for this Study. The Central Coast Blue Project is intended to protect the Northern Cities Page 128 of 182Page 606 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 3-6 Management Area of the Santa Maria River Valley Groundwater Basin against groundwater contamination from seawater intrusion and augment groundwater supply. The project involves the construction of an advanced water purification facility (AWPF) that will treat effluent from the Pismo Beach Wastewater Treatment Plant (PBWWTP) and the SSLOCSD Wastewater Treatment Plant (SSLOCSD WWTP) to Title 22 standards for indirect potable reuse for groundwater injection into the SMGB. Participants of the project include the Cities of Pismo Beach, Arroyo Grande, and Grover Beach which are members of the Northern Cities Management Area (NCMA). The project would be implemented in two phases. Phase 1 will include the construction of the AWPF, five injection wells and associated monitoring wells, pipelines, and the conveyance system. Only effluent from the PBWWTP would be treated in this phase. Phase 2 will increase the AWPF capacity to process effluent from SSLOCSD WWTP and incorporate two additional injection wells. The project will increase water supply reliability of the NCMA by injecting 900 AFY during Phase 1 and a total of 3,500 AFY when Phase 2 is completed. 3.5.2. Water Quality and Reliability The SMGB provides groundwater for the NCMA agencies. Water supply reliability is limited by drought conditions, seawater intrusion, and overall groundwater level reductions in the Santa Maria Valley Groundwater Basin. Since 2009 the NCMA agencies have reduced groundwater pumping in efforts to prevent seawater intrusion. The Central Coast Blue Project will increase groundwater supply and reliability for the NCMA and improve the overall water quality by injecting highly purified recycled water that complies with Title 22 standards and the Central Coast Regional Water Quality Control Board requirements for minerals and drinking water maximum contaminant levels into the SMGB. The Central Coast blue project would inject up to 900 AFY of purified water in Phase 1 and 4,390 AFY in Phase II. A groundwater model has been developed to determine how much water could be extracted at these two phases of project implementation without negatively impacting the groundwater basin. Results of the modeling analysis indicate the agencies will be able to extract as much water as they are injecting, and possibly more, without causing seawater intrusion. The City of Arroyo Grande has agreed to participate to a 25% level in the Phase I project, which is noted as 225 - 250 AFY of expected benefit for the City in the September 14, 2021, Staff Report to City Council. 3.5.3. Institutional or Legal Constraints Operating and management agreements are being developed among the Cities of Arroyo Grande, Pismo Beach, and Grover Beach for completion of permitting, design, construction, and management of Central Coast Blue. Permitting and regulatory constraints have been identified by the project stakeholders and are being addressed as part of the implementation strategy. 3.5.4. Infrastructure The Central Coast Blue Project will require the construction of the AWPF which will utilize ultrafiltration, reverse osmosis, and UV disinfection with advanced oxidation processes for water treatment and the development of injection and monitoring wells. The project will also require additions to the PBWWTP and the SSLOCSD WWTP infrastructure such as additional treatment facilities, a conveyance system, and multiple pump stations. Existing extraction wells would be utilized to deliver water to the City. 3.5.5. Cost A cost analysis was prepared for the project that assumed a 1% interest rate over a 30-year payback period. The total cost for Phase 1 after injection is $2,400/ AF and $1,800/ AF for Phase 2. Total cost includes capital cost, annualized capital cost, and annualized O&M cost. The PER notes the Phase 1 cost “before injection” is $3,400 AFY, since 900 AFY would be injected but the PER states this will result in a yield of 1,700 AFY of groundwater that can be extracted without increasing potential seawater intrusion. Page 129 of 182Page 607 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 3-7 3.5.6. Additional Considerations The City could improve reliability by exchanging Central Coast Blue allocation for State Water and/or Lopez Water. As discussed in Section 3.2, in the future, Lopez Project participants will have the ability to use State Water to offset their usage of Lopez Water, then store their unused Lopez Water in Lopez Reservoir. This could allow the City to store unused water they have exchanged for their Central Coast Blue allocation. Exchanging Central Coast Blue allocation for State Water and/or Lopez Water could also provide higher water quality. Both surface water supplies have lower mineral content and hardness than groundwater. 3.6 Recycled Water “Scalping Plant” Concept 3.6.1. Background In a June 24, 2021, letter to City Council, Hartman Engineering identified an option for a “scalping plant”, defined in the letter as “decentralized treatment plant(s) which can provide recycled water to the City of Arroyo Grande without the added infrastructure of developing large scale water treatment facilities and the associated new pipe networks.” The letter recommended locating the scalping plant near Arroyo Grande High School and surrounding agricultural fields where raw wastewater could be extracted from a SSLOCSD sewer trunk main and treated for irrigation use. This water would be exchanged for groundwater in order to allow the City to extract unused groundwater. The project could be phased to produce up to 400 AFY according to the letter. 3.6.2. Water Quality and Reliability The development of a scalping plant would provide a reliable water supply for irrigation. The letter states that this project could reduce groundwater pumping by agricultural businesses and naturally reduce seawater intrusion potential by providing recycled water as an alternative. Mineral content could be a challenge for agricultural users, depending on the crops in production. High total dissolved solids and chlorides can present a challenge as noted in previous recycled water studies. This concern could be alleviated by blending with groundwater. However, this would reduce the beneficial groundwater extraction offset. There may also be concern from potential consumers about use of treated wastewater for food crops. Users would also be required to obtain permitting for recycled water use and meet Title 22 requirements for placement of irrigation systems and for prevention of cross-connection with potable water supplies. 3.6.3. Institutional or Legal Constraints The letter claims the permitting process for decentralized treatment plants have a streamlined regulatory pathway with the Regional Water Quality Control Board (RWQCB). One of the key benefits identified in the letter is that scalping plant designs have the ability to be scalable to meet current and future demands without excessive permitting limitations. Since the plant would discharge waste to the existing SSLOCSD trunk mains, no Waste Discharge Requirement Orders would be necessary. However, a Title 22 Engineering Report will be necessary to receive RWQCB approvals for recycled water treatment and delivery. The project would also require California Environmental Quality Act review and any other permits for treatment, pipelines, pump stations, and storage facility construction. In order to provide a quantifiable water supply benefit to the City, contracts with agricultural users would be necessary. Users would need to agree to reduce groundwater pumping by a 1:1 ratio to delivered recycled water. The City would need to have the right to extract this exchanged water from their wells. Page 130 of 182Page 608 of 699 City of Arroyo Grande – Water Supply Alternatives Study Page | 3-8 3.6.4. Infrastructure The letter notes that the key advantage of a scalping plant is its limited infrastructure requirements. The scalping plant would not require the development of a large-scale water treatment facility. As envisioned by the letter’s author, the scalping plant would consist of a packaged membrane bioreactor system with disinfection and pumping and would utilize the existing network of irrigation pipe to distribute recycled water. The letter assumes existing pipe is nearby and available for connecting to the plant. 3.6.5. Cost Cost cannot be accurately estimated at this time due to the range of variables, but cost components are summarized below: •Capital cost of scalping plant (including planning, design, and construction) •Operation and maintenance of scalping plant. In a similar project developed for a community in Madera County, a 0.25 MGD (280 AFY) recycled water treatment facility was constructed for $6.5M construction cost. Assuming 30-year financing at 1.5% (recent State Water Resources Control Board State Revolving Loan Fund terms), this would result in annual debt service of $270,000 or $970/AF. The following table summarizes operation and maintenance costs projected for the first year of operation. Table 3-1 Example Estimated First-Year O&M Costs for 280 AFY Recycled Water Treatment Facility Category Cost Labor and Materials $420,000 Utilities (Power, Water, and Communication) $160,000 Outside Services (Sludge Disposal, Laboratory Testing, and Engineering) $80,000 Regulatory Permits and Fees $33,000 Administration $74,000 Total $767,000 ($2740/AF) Total estimated cost, including only construction and operation/maintenance, for the recycled water plant in Madera County is $3,710/AF for this 280 AFY facility. It is likely the cost per AF for a 400 AFY facility would be lower due to economy of scale and the ability to discharge solids back to the collection system instead of requiring offsite disposal. First year of operation tends to be higher until a treatment system reaches a steady state of performance and less operator time is required. However, this cost does not include land acquisition, resource agency permits, design, financing, recycled water distribution pipelines, or other costs beyond those identified above. This cost opinion is considered adequate as a conceptual, planning-level cost until preliminary design is performed. 3.6.6. Feasibility While the project is feasible, developing planning-level costs would require preliminary design. No costs were presented in the letter addressed to Council. The City would need to identify interested customers before proceeding with this alternative. Discussions with potential irrigation users would be required to determine if they are likely to reduce groundwater pumping in _____________________________________________________________________________________ Page 131 of 182Page 609 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 3-9 exchange for recycled water. This has proven to be a challenge in similar projects since agricultural businesses are often concerned about committing to reducing their water usage and sometimes have concerns regarding safety and quality of recycled water, particularly mineral quality. 3.7 Water Conservation As discussed in Section 1.3 of this Study, the City recorded 2020 deliveries that were 24% or approximately 550 AFY lower than predicted. This is due to the City’s conservation efforts, including the tiered rate structure, restrictions to irrigation during drought conditions, rebate programs such as “cash for grass”, and retrofits of low flow fixtures. Further reduction through water conservation would require more stringent restrictions and penalties for using excess water. It is difficult to predict how the City could further reduce water consumption beyond the current level of success. 3.8 Stormwater Capture 3.8.1. Background The San Luis Obispo County Stormwater Resource Plan (SWRP, 2020, County of San Luis Obispo Public Works Department) identified and prioritized stormwater and dry weather runoff capture projects in the County, including the City of Arroyo Grande. The SWRP provides the basis for this discussion. The City is located within the Arroyo Grande/Pismo Creeks Watershed Group for stormwater planning efforts. It is one of nine Watershed Groups identified in San Luis Obispo County. The Arroyo Grande Creek watershed has a total drainage area of 103 square miles (mi2) of which 68 mi2 is above Lopez Dam. The SWRP identified the following projects within the Watershed Group: •Stormwater Infiltration Basins •Pismo Preserve Roads Improvement Project •Oceano Drainage Improvement Project •South Halcyon Green/Complete Street •Corbett Creek Floodplain and Stream Restoration Project Of these projects, only the infiltration basins were identified as having a water supply benefit. No cost was identified but a benefit of 26 AFY was estimated across the Watershed Group, which includes the Cities of Arroyo Grande, Grover Beach, Pismo Beach, community of Oceano, and other unincorporated areas of San Luis Obispo County. 3.8.2 Water Quality and Reliability Surface flow from Arroyo Grande Creek would be the primary water supply under this alternative. Arroyo Grande Creek supply is subject to drought conditions and is strongly dependent on releases at Lopez Dam. The SWRP notes water quality is “generally good but for high concentrations of nitrate and orthophosphate, and marginal temperatures in the lowermost reaches.” Orthophosphate loading to groundwater would likely be reduced through adsorption during percolation but nitrate could have an impact to groundwater if this alternative is implemented. 3.8.3 Infrastructure and Regulatory Constraints Arroyo Grande Creek flow is regulated by releases from Lopez Dam. Operations have been altered since the mid-1980s to improve flow conditions in the stream in order to enhance habitat. The SWRP notes these conditions are “likely providing a disproportionate amount of the suitable steelhead rearing habitat in the County, and thus are potentially high priority areas for protection and habitat enhancement.” Therefore, any attempts to retain flows to or along Arroyo Grande Creek could affect endangered species habitat and would require environmental review. Page 132 of 182Page 610 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 3-10 Permitting for new pipelines, open channels, infiltration basins, or modifications to existing basins would be required. Project-specific review would be necessary to identify permitting and regulatory requirements. 3.8.4 Cost Total cost and cost per AFY cannot be determined at this time, but capital cost of new basins, open channels, and piping (including planning, design, and construction) and cost of operation and maintenance should be considered. 3.8.5 Feasibility Water supply benefit appears to be very low, considering the entire Watershed Group would only realize an estimated 26 AFY of additional water supply. However, these projects could be pursued as new development occurs or as existing basins are improved or upgraded in the future. Page 133 of 182Page 611 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 4-1 CONCLUSIONS AND RECOMMENDATIONS 4.1 Conclusions The City has adequate water supply under normal and three-year drought conditions per the 2015 UWMP. However, acquiring an additional 250 AFY could allow the City to meet future demands while reducing reliance on native groundwater. This Study analyzed the following water supply alternatives to meet future water demand under drought conditions and to provide redundancy: •State Water Project •OCSD Supply •Interagency Connections •Nacimiento Water Project •Central Coast Blue •Recycled Water “Scalping Plant” Concept •Water Conservation •Stormwater Capture The most feasible water supply alternatives appear to be the following: •Short-Term: o Partnering with Oceano Community Services District on a short-term water supply agreement. o Pursuing an emergency connection with GSWCR. •Long Term: o Participation in Central Coast Blue. o Negotiation with OCSD for long-term water purchase. o Negotiation with GSWCR and NCSD for supplemental water after an emergency connection is pursued with GSWCR. State Water Project and Nacimiento Water Project participation do not appear to be feasible at this time. City staff will continue to engage with County staff to identify potential opportunities to partner and acquire water from either supply if it becomes available. The Scalping Plant Concept requires negotiation with potential agricultural users prior to beginning planning and design work. Customers willing to reduce groundwater pumping in exchange for recycled water are critical to success. The City’s water conservation program has been very successful. It is difficult to determine how much additional enforcement effort, rebates, or incentive programming would be required to further reduce customer demand. Stormwater capture does not appear to provide a significant supply of water to the City based on the San Luis Obispo County Stormwater Resource Plan. However, it could be pursued as new development continues and as existing stormwater basins are modified and low impact development standards are implemented. Page 134 of 182Page 612 of 699 _____________________________________________________________________________________ City of Arroyo Grande – Water Supply Alternatives Study Page | 4-2 4.2 Recommendations The following next steps are recommended to continue developing the City’s water supply portfolio: •Continue to engage in Central Coast Blue. Pursue potential delivery of State Water or Lopez Water in exchange for Central Coast Blue allocation. •Begin development of a Memorandum of Understanding with GSWCR for planning, design, and construction of an emergency interconnection. •Begin initial discussions with GSWCR and NCSD for purchase of excess Nipomo supplemental water. •Negotiate with OCSD on a temporary water supply agreement. •Engage with OCSD to explore long-term water purchase. •Approach potential agricultural customers to discuss exchange of recycled water for reduced groundwater pumping. This will determine if the Recycled Water “Scalping Plant” Concept is viable. •Continue to regularly engage with County staff in case surplus Nacimiento or State Water is available and could be transferred to the City. Page 135 of 182Page 613 of 699 Draft Water Shortage Contingency Plan MAY 2023 CITY OF ARROYO GRANDE ATTACHMENT 3 Page 614 of 699 This page is intentionally blank for double-sided printing. Page 615 of 699 CITY OF ARROYO GRANDE Draft Water Shortage Contingency Plan MAY 2023 Prepared by Water Systems Consulting, Inc Page 616 of 699 This page is intentionally blank for double-sided printing. Page 617 of 699 Table of Contents City of Arroyo Grande i Draft Water Shortage Contingency Plan TABLE OF CONTENTS 1.0 Water Shortage Contingency Plan................................................................................... 4 1.1 Water Supply Reliability Analysis ...................................................................................... 5 1.2 Annual Water Supply and Demand Assessment ............................................................... 6 1.2.1 Key Data Inputs and Evaluation Criteria ..................................................................... 6 1.2.2 Annual Assessment Procedures ................................................................................ 8 1.3 Six Standard Water Shortage Levels ................................................................................ 9 1.4 Shortage Response Actions ............................................................................................12 1.4.1 Demand Reduction ...................................................................................................12 1.4.2 Supply Augmentation ................................................................................................17 1.4.3 Operational Changes ................................................................................................18 1.4.4 Additional Mandatory Restrictions .............................................................................18 1.4.5 Emergency Response Plan .......................................................................................19 1.4.6 Seismic Risk Assessment and Mitigation Plan ..........................................................20 1.4.7 Shortage Response Action Effectiveness ..................................................................20 1.5 Communication Protocols ................................................................................................23 1.6 Compliance and Enforcement ..........................................................................................24 1.7 Legal Authorities ..............................................................................................................25 1.8 Financial Consequences of WSCP ..................................................................................25 1.9 Monitoring and Reporting.................................................................................................26 1.10 WSCP Refinement Procedures......................................................................................26 1.11 Special Water Feature Distinction ..................................................................................27 1.12 Plan Adoption, Submittal, and Availability ......................................................................27 1.13 Resources and References ...........................................................................................28 Attachment 1: Municipal Code Chapter 13.07 ...........................................................................29 Attachment 2: 2019 San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan .........30 Attachment 3: Adoption Resolution ...........................................................................................31 Page 618 of 699 List of Tables City of Arroyo Grande ii Draft Water Shortage Contingency Plan LIST OF TABLES Table 1-1. Key Data Inputs for the Annual Assessment. ............................................................ 8 Table 1-2. DWR 8-1 Water Shortage Contingency Plan Levels .................................................10 Table 1-3. Water Shortage Contingency – Mandatory Prohibitions ...........................................18 Table 1-4. Estimated Savings by Shortage Level ......................................................................21 Table 1-5. DWR 8-3 Demand Reduction Actions ......................................................................22 Table 1-6. Water Shortage Contingency – Penalties and Charges ............................................24 Page 619 of 699 Acroynms & Abbreviations City of Arroyo Grande iii Draft Water Shortage Contingency Plan ACROYNMS & ABBREVIATIONS 2020 UWMP GUIDEBOOK Urban Water Management Plan Guidebook AF Acre Foot AWIA America’s Water Infrastructure Act AWWA American Water Works Association CALWARN California Water/Wastewater Agency Response Network CITY City of Arroyo Grande CWC California Water Code DRA Drought Risk Assessment DWR California Department of Water Resources ERP Emergency Response Plan LRRP Low Reservoir Response Plan NCMA Northern Cities Management Area NIMS National Incident Management System RRA Risk and Resilience Assessment SEMS Standardized Emergency Management System SMGB Santa Maria Valley Groundwater Basin SWRCB State Water Resources Control Board TAC Technical Advisory Committee UWMP Urban Water Management Plan WSAB Water Shortage Appeals Board WSCP Water Shortage Contingency Plan Page 620 of 699 This page is intentionally blank for double-sided printing. Page 621 of 699 City of Arroyo Grande 4 Draft Water Shortage Contingency Plan 1.0 Water Shortage Contingency Plan This Water Shortage Contingency Plan (WSCP) is a detailed plan for how the City of Arroyo Grande (City) intends to predict and respond to foreseeable and unforeseeable water shortages. A water shortage occurs when the water supply is reduced to a level that cannot support typical demand at any given time or reduction in demand is otherwise needed. This WSCP is used to provide guidance to the City, staff, and the public by identifying anticipated shortages and response actions to allow for efficient management of any water shortage with predictability and accountability. The WSCP is a detailed proposal for how the City intends to act in the case of an actual water shortage condition. This WSCP is not intended to provide absolute direction but rather to provide options to manage water shortages. Official water shortage declarations by the City may include any combination of components described in this WSCP. Water shortages can be triggered by a hydrologic limitation in supply (i.e., a prolonged period of below normal precipitation), limitations or failure of supply and treatment infrastructure, compliance with State mandates for water use efficiency, or a combination of conditions. Hydrologic or drought limitations tend to develop and abate more slowly, whereas infrastructure failure tends to happen quickly and relatively unpredictably. Water supplies may be interrupted or reduced significantly in several ways, such as during a drought that limits supplies, an earthquake that damages water delivery or storage facilities, a regional power outage, or a toxic spill that affects water quality. This WSCP describes the following: Water Supply Reliability Analysis: Summarizes the City’s water supply analysis and reliability and identifies the key issues that may trigger a shortage condition. Annual Water Supply and Demand Assessment Procedures: Describes the key data inputs, evaluation criteria, and methodology for assessing the system’s reliability for the coming year and the steps to formally declare any water shortage levels and response actions. Six Standard Shortage Levels: Establishes water shortage levels to clearly identify and prepare for shortages. Shortage Response Actions: Describes the response actions that may be implemented or considered for each level to reduce gaps between supply and demand as well as minimize social and economic impacts to the community. Communication Protocols: Describes communication protocols under each level to ensure customers, the public, and local government agencies are informed of shortage conditions and requirements. Compliance and Enforcement: Defines compliance and enforcement actions available to administer demand reductions. Page 622 of 699 City of Arroyo Grande 5 Draft Water Shortage Contingency Plan Legal Authority: Lists the legal documents that grant the City the authority to declare a water shortage and implement and enforce response actions. Financial Consequences of WSCP Implementation: Describes the anticipated financial impact of implementing water shortage levels and identifies mitigation strategies to offset financial burdens. Monitoring and Reporting: Summarizes the monitoring and reporting techniques to evaluate the effectiveness of shortage response actions and overall WSCP implementation. Results are used to determine if shortage response actions should be adjusted. WSCP Refinement Procedures: Describes the factors that may trigger updates to the WSCP and outlines how to complete an update. Special Water Features Distinctions: Defines considerations and definitions for water use for decorative features versus pools and spas. Plan Adoption, Submittal, and Availability: Describes the WSCP adoption process, submittal, and availability after each revision. This WSCP was prepared in conjunction with the City’s 2022 Urban Water Management Plan (UWMP) (Water Systems Consulting Inc. 2023) and is a standalone document that can be modified as needed. This document is compliant with the California Water Code (CWC) Section 10632 and incorporated guidance from the State of California Department of Water Resources (DWR) UWMP Guidebook 2020 (Department of Water Resources 2020) and the American Water Works Association (AWWA) Manual of Water Supply Practices (M60) Drought Preparedness and Response (American Water Works Association (AWWA) 2019). 1.1 Water Supply Reliability Analysis This section is consistent with CWC Section 10632(a)(1) and describes the key findings of the water supply reliability analysis conducted pursuant to CWC Section 10635, which is presented in Chapter 7 of the City’s 2022 UWMP. As part of the 2022 UWMP, water suppliers must perform long-term (2025-2045) water service reliability assessment to evaluate reliability under normal, single dry year, and five-year consecutive dry year periods and a short-term (2021- 2025) Drought Risk Assessment (DRA) to evaluate reliability under a five-year consecutive dry year period. Water supply reliability reflects the City’s ability to meet the water needs of its customers with water supplies under varying conditions. The analysis considers plausible hydrological and regulatory variability, infrastructure capacity, climate conditions, and other factors that affect the City’s water supply and demand. The City expects to meet demands under all water year scenarios while continuing to promote conservation. The DRA analyzes historical data to allow the City to view patterns and more reliably determine if there could be any water shortages within a given time frame. The DRA looks at historical consumption data by customer class, populated from billing records, and historical supply data by source from production reports. Next, future demand and supply estimates for the planning period are analyzed to determine if there are any gaps between supply and demand. As Page 623 of 699 City of Arroyo Grande 6 Draft Water Shortage Contingency Plan mentioned above, the City does not anticipate a supply shortage. The City is committed to promoting conservation to increase its resiliency and subsequent reliability. 1.2 Annual Water Supply and Demand Assessment As established by CWC Section 10632.1, urban water suppliers must conduct an Annual Water Supply and Demand Assessment (Annual Assessment) and submit an Annual Water Shortage Assessment Report to DWR beginning by July 1, 2022, and every year after. The City prepared and submitted its first Annual Water Shortage Report as required. The Annual Assessment is an evaluation of the short-term outlook for supplies and demands to determine whether the potential for a supply shortage exists and whether there is a need to trigger a WSCP shortage level and response actions to maintain supply reliability. The annual report should report the anticipated shortage level, triggered shortage response actions, compliance and enforcement actions, and communication actions that will be implemented to mitigate the shortage identified in the Annual Assessment. 1.2.1 Key Data Inputs and Evaluation Criteria City staff monitor the current shortage situation, the amount of available water supply, and other inputs shown below on a monthly basis. The respective water shortage condition dictates the degree at which shortage response actions are implemented at any time in the City. Some of the potential reasons to change stages are listed as follows: • Advancement to subsequent stage o Emergency condition, such as failure of pumping equipment, etc., that requires a percentage of water consumption reduction greater than that of the current stage. o Regulatory action that requires a percentage reduction or compliance with a water consumption standard. o Failure to maintain target water consumption reduction goal of a given stage. • Withdrawal to previous stage o Emergency condition has been decreased in severity or resolved, so that the previous target goal may be utilized. o Regulatory action or standard has been resolved or modified. o Water consumption reductions have been above that necessary to meet target goals of the current stage. The City is responsible for supplying water for the health and safety needs of the community. If the City projects a potential supply shortage in the future, actions will be taken to encourage conservation, alternative supply management may be evaluated or implemented, or the City Council may declare a water supply shortage condition. Key data inputs and their sources for the Annual Assessments are summarized in Table 1-1 and described in detail in Section 1.2.2. Evaluation criteria that can be used to determine and declare severity of supply shortages may include any, or combinations, of the following: Page 624 of 699 City of Arroyo Grande 7 Draft Water Shortage Contingency Plan • Historic rainfall: reflects changes to supply due to reduced supply availability or changes to water usage patterns influenced by weather • Groundwater Conditions- reflects status of groundwater conditions, which may include groundwater levels and quality • Surface Water Conditions- reflects status of Lopez Lake storage conditions and related stages of the Low Reservoir Response Plan (LRRP) • Existing infrastructure capabilities and plausible constraints: reflects limited production and distribution capacity due to a variety of factors potentially including, but not limited to, man-made or natural catastrophic events • Customer demands: reflects current year and one projected single dry year conditions for comparison to available supplies • State mandates: reflects State orders and mandatory compliance with water use efficiency standards • Other locally applicable evaluation criteria as necessary A shortage emergency may be declared when it is demonstrated that conditions threaten the ability to provide water for public health, safety, and welfare of the community. Furthermore, compliance with State mandates for water use efficiency can be declared during drought or in preparation for future droughts, such as in response to the Governor’s drought declarations in the 2012-2016 drought with a subsequent Executive Order B-37-16 and related legislation for Making Conservation a California Way of Life. The City’s current ordinances and related municipal code are described further in Sections 1.4 and 1.7. Short-term and long-term supply shortages may be caused by constrained production capacity or natural or man-made catastrophic emergencies and include, but are not limited to, the following events: power outages, winter storms, wildfires, earthquakes, structural failures, contamination, and bomb threats. These types of emergencies may limit the City’s immediate ability to provide adequate water service to meet the requirements for human consumption, sanitation, and fire protection. Impacts of such emergencies vary in duration; thus, consumption reduction measures and prohibitions may differ for short-term and long-term shortages. Page 625 of 699 City of Arroyo Grande 8 Draft Water Shortage Contingency Plan Table 1-1. Key Data Inputs for the Annual Assessment. Key Data Input Source Rainfall Monthly rainfall data. Rainfall sources for the City include weather stations at the SLO County Public Works Volunteer Precipitation Gauge Station (Arroyo Grande Creek #736) and Arroyo Grande Corp Yard Station #177.1. Groundwater conditions Production data, water levels, input from the Northern Cities Management Area (NCMA) groundwater monitoring program and annual reports Surface water conditions Delivery data, storage levels, input from Zone 3 Technical Advisory Committee (TAC) and Monthly Operations Reports. Infrastructure capabilities and plausible constraints Production data, input from the City’s Public Works Department staff. Customer demands Customer billing data, Water equivalency table, 2022 UWMP projections, input from the City’s Public Works Department staff. State mandates Executive Orders from the Governor, State Water Resources Control Board (SWRCB) orders and policies, input from the City’s Water Division staff. 1.2.2 Annual Assessment Procedures City staff will perform the Annual Assessment each year and submit it to DWR by the deadline of July 1st, or on a more frequent basis if necessary. Steps to conduct the Annual Assessment are as follows: 1. City Staff gather the key inputs, compile historical data, and analyze potential supply and demand gaps. 2. Staff provide insight on demand trends, water supply conditions, and production capacity. 3. Based on water supply and water demand information, the City Council may order, by resolution, that the appropriate water shortage stage be implemented or terminated in accordance with the applicable provisions of this WSCP and the relevant provisions of the City’s municipal code, the Government Code, and the CWC. Findings and recommendations are presented to the City Council. 4. The City Council will declare the level of shortage required at the implementation or termination of each level and the declaration shall remain in effect until the City Council declares otherwise. Page 626 of 699 City of Arroyo Grande 9 Draft Water Shortage Contingency Plan 5. When a resolution of the City Council has been issued to change the water stage, the public will be notified through publication of the resolution in the local newspaper, on the City’s website, and in billing statements. 6. The City will develop and/or implement appropriate communication protocols and applicable response actions. 7. The Annual Assessment started in 2022 with the first Annual Assessment Report submitted to DWR by July 1, 2022. 1.3 Six Standard Water Shortage Levels This section summarizes how the City’s water shortage levels from Municipal Code 13.07 are consistent with CWC Section 10632(a)(2). Shortage levels indicate the gap between supply and demand compared to normal year conditions. Table 1-2 shows the City’s shortage stages and their representative shortages. As shown in Table 1-2, the water shortage stages include consideration of water shortages up to a Shortage Level 2, which includes a greater than 50% shortage range as required by the CWC. Each stage includes supply conditions and percent of normal water supply, which may vary based on the nature of water supply emergency. The percent of normal supply ranges, percent demand reduction target ranges, and shortage criteria shown in Table 1-2 are not currently incorporated in the Municipal Code but may be if approved or amended by City Council. Due to the dynamic nature of supply and demand conditions, the City intends to evaluate these shortage criteria and utilize adaptive management of supplies and shortage response actions to appropriately address a given shortage condition. The implementation of a shortage level is dependent on the cause, severity, and anticipated duration of the water supply shortage. Therefore, Table 1-2 provides potential ranges and criteria as guidelines to determine a shortage and appropriate responses, but ultimately a combination of shortage criteria could trigger use of a combination of water shortage response actions to address a shortage as discussed in Section 1.4. Page 627 of 699 City of Arroyo Grande 10 Draft Water Shortage Contingency Plan Table 1-2. DWR 8-1 Water Shortage Contingency Plan Levels Shortage Level Potential Percent of Normal Supply Shortage Range Percent Demand Reduction Target Range Shortage Criteria 1 0-30% 0-15% - Total water supply at or below 2,500 AFY considering adaptive management of groundwater levels, stored Lopez water, and/or supplemental supplies available; and/or - Lopez Reservoir <15,000 AF in storage; and/or - 3 of the previous 4 quarters of sentry well level readings below the deep well index trigger level of 7.5 feet; and/or - Mandatory SWRCB water use reduction 1B 31-35% 16-35% - Total water supply at or below 2,300 AFY considering adaptive management of groundwater levels, stored Lopez water, and/or supplemental supplies available; and/or - Lopez Reservoir <10,000 AF in storage; and/or - 6 quarterly continuous events of sentry well level readings below the deep well index trigger level of 7.5 feet; and/or - Mandatory SWRCB water use reduction 2 >36% >36%, 50% & >50% - Total water supply at or below 2,000 AFY considering adaptive management of groundwater levels, stored Lopez water, and/or supplemental supplies available; and/or - Lopez Reservoir <5,000 AF in storage; and/or - SMGB seawater intrusion; and/or - Catastrophic or emergency supply interruption New to the CWC, water suppliers must now adopt water shortage levels that equivalently address six standard water shortage levels. DWR standardized six shortage levels to provide a consistent regional and statewide approach to measure water supply shortage conditions. The six shortage levels correspond to 10-, 20-, 30-, 40-, 50-percent, and greater than 50 percent shortage compared to the normal reliability conditions. However, a water supplier may use its own shortage levels if a crosswalk is included relating its existing shortage levels to the six standard levels. A crosswalk between the City’s water shortage stages and the six standard levels is shown in Figure 1-1. Page 628 of 699 City of Arroyo Grande 11 Draft Water Shortage Contingency Plan Figure 1-1: WSCP Crosswalk to DWR’s Six Standard Shortage Levels Page 629 of 699 City of Arroyo Grande 12 Draft Water Shortage Contingency Plan 1.4 Shortage Response Actions This section is in accordance with CWC Section 10632(a)(4) and 10632.5(a) and describes the response actions that may be implemented or considered for each shortage level with emphasis to minimize social and economic impacts to the community. The City expects to mitigate supply shortages through a variety of response actions including demand reduction actions, supply augmentation, operational changes, and mandatory prohibitions. This WSCP identifies various actions to be considered by the City during water shortage conditions. In the event of a water shortage, the City will evaluate the cause of the shortage to help inform which response actions should be implemented. Depending on the nature of the water shortage, the City can elect to implement a combination of response actions to mitigate the shortage and reduce gaps between supply and demand. It should be noted that all actions listed for Level 1 apply to Level 1B and Level 2. Likewise, Level 1B actions apply to Level 2. If necessary, the City may enact additional actions that are not listed in this WSCP. The following sections discuss the potential response actions for each of the City’s water shortage levels. 1.4.1 Demand Reduction In the event of a water shortage, the City may implement voluntary and mandatory compliance measures to induce water conservation. The City’s Municipal Code Chapter 13.07 includes prohibitions on various wasteful water uses and potential restricted use of City water during a declared water supply shortage (Attachment 1). The City’s methods include supplementing its water conservation program during WSCP implementation with progressively reduced water use allocations for various customer types as higher stages of the WSCP are implemented. In addition to the Municipal Code Chapter 13.07 provisions summarized below, the City may choose to utilize different shortage criteria (see Table 1-2) or measures that are listed in Table 1-5, or other measures deemed appropriate, at various shortage levels. The City's first priority in the implementation of these regulations and restrictions will be the preservation of water to satisfy domestic consumptive needs, for adequate fire protection, and to preserve the health, safety, and welfare of the customers of the City. Municipal Code Chapter 13.07.030- 13.07.080 Implementation of stages of action A. Stage 1 Water Shortage Emergency and Historical Use Water Restrictions 1. After holding a noticed public hearing in accordance with the requirements of Water Code Section 350 et seq., the City Council may, by resolution, declare a Stage 1 Water Shortage Emergency based upon a determination that Triggering Conditions exist or there have been impacts to the City’s water supply, and/or it has been determined that it is imminent that the City’s water supply has or will become so limited that an emergency water shortage condition exists as far as the available water supply being less than projected demand necessitating the institution of reductions in water usage based upon Historical Use, as further set forth in subsection 2, below. Page 630 of 699 City of Arroyo Grande 13 Draft Water Shortage Contingency Plan Triggering Conditions may include, but not be limited to; a determination that the water level at the Lopez Reservoir is at or below 15,000 acre feet; there have been six (6) quarterly continuous events of sentry well level readings below the deep well index trigger level of 7.5 feet; and/or the imposition of mandatory reductions in water use by the City by the State Water Resources Control Board. 2. Upon adoption of a Stage 1 Water Shortage Emergency resolution, all residential customers will be assigned a baseline amount of water, based upon the amount of water used during the same billing period of the previous year prior to the adoption of the resolution. All residential customers shall reduce water usage by a percentage amount set forth in the resolution, which percentages may be modified or amended by the City Council as deemed necessary and appropriate. The percentage of required conservation shall increase depending on the billing Tier of the residential customer’s water use as provided in the City’s tiered water rate structure. The resolution shall include provisions for the imposition of mandatory financial penalties if the amount of water in each Tier is exceeded, which penalties may also be modified or amended by the City Council as deemed necessary and appropriate based upon a determination of the severity of the Water Shortage Emergency. The following shall be used as a general framework for the resolution establishing the baseline units for billing Tiers and penalties, subject to such revisions deemed necessary in order to achieve the desired water savings: Residential customers in Tier 1 shall be required to reduce consumption by the lowest percentage. Residential customers in Tier 2 shall be required to reduce consumption by a larger percentage than those in Tier 1. Residential Customers in Tier 3 shall be required to reduce consumption by an even larger percentage than those in Tier 1 and Tier 2. For example, Tier 1 customers may initially be required to conserve 10%, Tier 2 customers 20% and Tier 3 30%. As the emergency worsens, the City Council, may by resolution, increase the percentage reduction deemed necessary in order to achieve the projected amount of water savings established as necessary. B. Stage 1B Water Shortage Emergency—Implementation of Additional Restrictions based upon the existence of Triggering Conditions 1. After holding a noticed public hearing in accordance with the requirements of Water Code Section 350 et seq., the City Council may, by resolution, find and determine that failure to adopt and impose additional restrictions on water use and deny new or additional water service connections for projects that do not participate in a water demand offset program, would place the community in a condition that is dangerous to the health, safety and welfare of its citizens due to the severe impact on the City’s water supply, if it is determined that any specified Triggering Conditions exist. Page 631 of 699 City of Arroyo Grande 14 Draft Water Shortage Contingency Plan Based upon such a determination, the City Council may declare a Stage 1B Water Shortage Emergency that will provide that when Triggering Conditions exist additional restrictions on water use, including but not limited to denial of new or additional water service connections for projects that do not participate in a water demand offset program, will be imposed in order to protect the public health, safety and welfare of the community. The resolution may provide that the certification by the City Manager and Public Works Director that the Triggering Conditions set forth in subsection 2 below exist, which shall result in the immediate imposition of additional regulations and restrictions on the use of water in order to provide for the protection of the public’s health, safety and welfare, as set forth in the resolution. 2. If any one of the following water supply Triggering Conditions are determined to exist, the additional water use restrictions contained in subsection 4 below shall immediately be imposed. a. The interruption of local water deliveries, the water delivery system or additional mandated reductions in water use by the State Water Resources Control Board. b. The water level at the Lopez Reservoir is at or below 10,000 acre feet. c. There have been six quarterly continuous events of sentry well level readings in the Santa Maria Ground Water Basin below the deep well index trigger level of 7.5 feet, or indications of sea water intrusion are detected. 3. In the event that any of the foregoing Triggering Conditions are determined to exist, the Public Works Director and City Manager shall Certify to its existence, immediately notify the City Council of such determination, post the Certification of the existence of the condition on the City website, and make additional notifications to alert the public that the additional Stage 1B restrictions are being implemented. 4. The following additional regulations and restrictions shall apply in addition to the restriction imposed in the Stage 1 Water Shortage Emergency: a. Irrigation of City-owned non-sports field turf areas shall be reduced to 25% of the water used for such irrigation in a year as specified in the adopting resolution. b. The required residential customer water reductions established in Stage 1 pursuant to Section A 2, above, shall be increased by five (5) percent for each of the three water rate tiers. c. There shall be no new or additional water connections for any project that does not have all required planning project approvals and entitlements at the time of the Certification that a Triggering Condition exists. Smaller projects of less than four residential units or less than 5,000 sq. feet of commercial space shall be exempt from this restriction. Notwithstanding this restriction, development projects may continue to be processed. d. The City Council may provide that the restriction contained in subsection c. above, will not apply to any project that participates in the City’s approved water Page 632 of 699 City of Arroyo Grande 15 Draft Water Shortage Contingency Plan demand offset program by providing water savings that offset their project’s water demand by a ratio of 1:1.5. 5. The foregoing Stage 1B additional regulations and restrictions contained in this Section shall no longer apply upon Certification by the Public Works Director and the City Manager that the water level at the Lopez Reservoir is at or above 15,000 acre feet and increasing, and none of the other Triggering Conditions exist, or upon a determination by the City Council that these additional water use regulations and restrictions are no longer necessary to protect the City’s water supply. C. Stage 2 Water Shortage Emergency and Household Allocation Water Restrictions. 1. After holding a noticed public hearing in accordance with the requirements of Water Code Section 350 et seq., the City Council may declare, by resolution, a Stage 2 Water Shortage Emergency based upon a determination that Triggering Conditions exist or that the projected City’s water supply condition is or will become equal to or less than amounts that have been determined necessary to meet basic minimum household health and safety requirements, and restrictions and limits through the implementation of water allocations are necessary for continued water use that is reliable and sustainable by providing a minimum supply for the most essential purposes for human consumption, sanitation, and fire protection during the emergency situation, in order to protect the public health, safety and welfare. Triggering Conditions may include, but not be limited to: a determination that the water level at the Lopez Reservoir is at or below 5,000 acre feet; and/or seawater intrusion is occurring in the Santa Maria Groundwater Basin; and/or there has been a catastrophic or emergency interruption in the City’s water supply. 2. Upon adoption of a Stage 2 Water Shortage Emergency, restrictions and limits shall be imposed through the implementation of Household Allocations of water units for residential customers. All residential customers will be allocated units of water deemed necessary for an average household size (1 unit of water is equal to 100 cubic feet or 748 gallons). Any residential customer using over the assigned baseline unit amount may be subject to citation and shall be subject to the imposition of mandatory financial penalties, which shall be set forth in the resolution adopted by the City Council and be based upon the severity of the Water Shortage Emergency. Each household shall be allowed 12 units of water per two month billing period (which is equivalent to 150 gallons per household per day). Households with over 5 people will be allowed 20 units of water per two-month billing period (250 gallons per day). Households with over 7 people will be allowed 28 units of water per two-month billing period (350 gallons per day). The allocations contained herein may be adjusted by the City Council by resolution. Page 633 of 699 City of Arroyo Grande 16 Draft Water Shortage Contingency Plan Commercial Properties and Customers with Irrigation Meters During a Stage 1 Water Shortage Emergency commercial water customers shall not be subject to mandatory penalties for use except for those with irrigation meters as provided below. Any customer with an irrigation meter account shall reduce water use by such percentages specified in the resolution declaring the Water Shortage Emergency, which percentage reductions may be increased by the City Council by resolution upon a determination that additional reductions are necessary. The resolution shall also establish mandatory financial penalties for failing to meet required water use reductions. During a Stage 2 Water Shortage Emergency commercial water customers shall not use potable water for irrigation of outdoor landscaping. All irrigation meters shall be shut off and billing will be suspended. Additional Requirements and Restrictions during Stage 1, Stage 1B or Stage 2 Water Shortage Emergency Upon adoption of a resolution declaring a Stage 1, Stage 1B or Stage 2 Water Shortage Emergency the following shall apply: 1. Commercial, industrial or irrigation meter customers shall immediately follow any directive issued or declared by the City’s Water Department to conduct water use audits, prepare water conservation plans and immediately repair any identified water system leaks, including leaks attributable to faulty pipes or fixtures. Commercial customers shall not violate any other water use restrictions intended to preclude excessive water usage, as adopted by the City. 2. Residential customers shall not violate any water use/allocation or other water rationing regulation implemented by resolution of the City Council, including such regulations intended to preclude excessive water usage and specifying maximum water usage limitations, as otherwise provided by this Chapter. Adjustments in Water Consumption Reduction Amounts, and Other Exceptions A. During a declared Water Shortage Emergency the Director, upon application made in writing by a customer on a form promulgated by the water department and accompanied by supporting documentation, shall be authorized to modify the percentage of water consumption reduction that is required by the customer, upon the customer’s production of substantial evidence demonstrating the existence of unusual circumstances, including but not limited to the household having been vacant during a portion of the comparison year billing period, resulting in the baseline water amount assigned to the household being lower than what would normally have been experienced. B. The percentage of reduction in water consumption may also be adjusted if the existence of one or more of the following circumstances are shown and that are particular to that customer and which are not generally shared by other water department customers: 1. Failure to approve the requested exception would cause a condition having an adverse effect on the health, sanitation, fire protection, or safety of the customer. Page 634 of 699 City of Arroyo Grande 17 Draft Water Shortage Contingency Plan 2. Alternative restrictions to which the customer is willing to adhere are available that would achieve the same level of demand reduction as the restriction for which an exception is being sought and such alternative restrictions are enforceable by the water department. 3. Circumstances concerning the customer’s property have changed since the implementation of the subject restriction warranting a change in the customer’s water usage allocation or required percentage of reduction in consumption. C. In order to qualify for an exception, a customer may be required at the Director’s determination, to first complete a self-water audit pursuant to standards and procedures promulgated by the water department. This audit shall be made part of the customer’s exception application and water conservation measures indicated by the audit may be incorporated as conditions of approval to an exception in addition to any other conditions of approval imposed by the Director in connection with the Director’s approval of the customer’s exception application. Water Shortage Appeals Board (WSAB) A. Upon adoption of a resolution declaring a Water Shortage Emergency, the Utility Billing Adjustment Committee shall be empowered to act as the Water Shortage Appeal Board (WSAB). Thereafter, the Water Shortage Appeal Board will remain available to convene for as long as the Water Shortage Emergency remains in effect. B. Any customer who considers an action taken by the Director or an enforcement official under the provisions of this Chapter, including action on adjustments to water consumption reduction amounts, and on exception application, or the assessment of administrative penalties which have been erroneously taken or issued, may appeal that action or penalty to the Water Shortage Appeals Board in the following manner: 1. The appeal shall be made in writing, shall state the nature of the appeal specifying the action or penalty that is being appealed and the basis upon which the action or penalty is alleged to be in error. Penalty appeals shall include a copy of the bill or any applicable notice of violation; 2. An appeal, to be effective, must be received by the Director not later than ten business days following the date of the notice of violation or the date that the Director took the action which is the subject of the appeal; 3. The Director shall schedule the appeal for consideration by the WSAB. The WSAB shall hear the appeal within ninety days of the date of the appeal and issue its decision within thirty days of the date of the hearing; 4. In ruling on appeals, the WSAB shall strictly apply the provisions of this Chapter, and shall not impose or grant terms and conditions not authorized by this Chapter. 5. Decisions of the WSAB shall be subject to appeal to the City Council in accordance with the procedures in Chapter 1.12 of this Code, including the requirement that decisions be first taken up with the City Manager. 1.4.2 Supply Augmentation The City is pursuing Central Coast Blue as a local and drought-resistant supplemental supply, as discussed in Section 6 of the City’s 2022 UWMP. Given the City’s sufficient planned supply Page 635 of 699 City of Arroyo Grande 18 Draft Water Shortage Contingency Plan with Central Coast Blue, the City has no immediate plan to augment supply with any additional, long-term sources in response to shortages. 1.4.3 Operational Changes During shortage conditions, operations may be affected by demand reduction responses. Operational changes to address a short-term water shortage may be implemented based on the severity of the reduction goal. The City will maximize its supply by implementing operational strategies and demand reduction measures. As part of the Annual Assessment process, the City will consider their operational procedures at the time of a shortage to identify changes that can be implemented to address water shortage on a short-term basis, include but not limited to: - Expeditious leak repair - Decrease Line Flushing - Reduce System Water Loss 1.4.4 Additional Mandatory Restrictions In addition to the mandatory conservation and rationing measures imposed in Stages 1 through 2, the following water waste prohibitions are in effect at all times and will remain in effect during any declared water shortage emergency. Table 1-3. Water Shortage Contingency - Mandatory Prohibitions Prohibitions Mandatory Prohibition Stage All use of water which results in excessive gutter runoff. None, Stage 1, 1B & 2 Use of water for cleaning driveways, patios, parking lots, sidewalks, streets, or other such uses except as necessary to protect public health or safety. None, Stage 1, 1B & 2 Outdoor water use for washing vehicles shall be attended and have hand-controlled watering devices. None, Stage 1, 1B & 2 Outdoor irrigation between the hours of 10 AM and 4 PM. None, Stage 1, 1B & 2 Limited days for outdoor irrigation None, Stage 1, 1B & 2 Use of potable water for compaction or dust control purposes in construction activities. None, Stage 1, 1B & 2 Hotel, motel or other commercial lodging establishment shall offer their patrons the option to forego the daily laundering of towels, sheets and linens. None, Stage 1, 1B & 2 Page 636 of 699 City of Arroyo Grande 19 Draft Water Shortage Contingency Plan Prohibitions Mandatory Prohibition Stage Emptying and refilling of swimming pools and commercial spas is prohibited except to prevent structural damage and/or to protect public health or safety. None, Stage 1, 1B & 2 Restaurants or other commercial food service establishments shall not serve water except upon the request of a patron. None, Stage 1, 1B & 2 1.4.5 Emergency Response Plan In the event of a sudden and catastrophic loss of water supply, the City has written an Emergency Response Plan (ERP) to guide the City’s employees during disasters such as earthquakes, floods, wild land fires, dam failures, and terrorism. In addition to the emergency response guidelines established for City personnel, the Plan includes a Memorandum of Understanding between cities within San Luis Obispo County to offer assistance as available to neighboring cities during time of disaster. The ERP contains detailed action items to the following list of events that might result in a drastic loss in supply. 1. Structural Damage from an Explosive Device 2. Power Outage 3. Natural Event (Flood) 4. Natural Event (Winter Storm) 5. Natural Event (Hurricane/Tropical Storm) 6. Natural Event (Earthquake) The City is a member of the California Water/Wastewater Agency Response Network (CalWARN) to support and promote statewide emergency preparedness, disaster response, and mutual assistance processes for public and private water and wastewater utilities. The CalWARN Program provides its member utilities with: • A standard omnibus mutual assistance agreement and process for sharing emergency resources among Signatories statewide. • The resources to respond and recover more quickly from a disaster. • A mutual assistance program consistent with other statewide mutual aid programs and the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). • A forum for developing and maintaining emergency contacts and relationships. • New ideas from lessons learned in disasters. In the event of a power outage, the City’s response strategy is to first determine if the reason for the outage is local to the plant or regional, then estimate the time to return power. This will provide the City with the significance of the situation and will help assess the need to secure additional fuel for generators. The treatment process would be operated to minimize the effects of the power loss. The problem should be remedied as quickly as possible, however, if the supply cannot be returned and an eventual loss of supply occurs, customers shall be notified of how to proceed. Page 637 of 699 City of Arroyo Grande 20 Draft Water Shortage Contingency Plan The first response in the event of an earthquake is to perform a system audit to determine the extent of damage to utilities, piping, and processes. This audit will allow the City to concentrate staff and resources on issues that need to be addressed immediately. Additional staff will be required for sampling, analysis, equipment repair, manual equipment and process operation, and communication. A report of the damage will be issued to the Incident Commander followed by a list of supplies that are necessary for repairs. In the event of an emergency that interrupts use of a surface water source, the City will be able to provide an average flow of 300 gallons per capita per day from the City well water. In 2021, the City completed a Risk and Resilience Assessment (RRA) and Emergency Response Plan (ERP) in accordance with America’s Water Infrastructure Act (AWIA) of 2018. The purpose of the RRA and ERP is to meet the AWIA compliance requirements and plan for long-term resilience of the City’s infrastructure. The RRA assesses the City’s water system to identify critical assets and processes that may be vulnerable to human and natural hazards, and to identify measures that can be taken to reduce risk and enhance resilience from service disruption for the benefit of customers. The RRA identifies and characterizes both infrastructure- specific and system-wide vulnerabilities and threats and quantifies the consequences of disruption. The RRA also identifies various options (and constraints) in addressing and mitigating risk. The RRA, in conjunction with the ERP, charts a course for water system resilience. The RRA also provided various recommendations to increase reliability of the City’s system. Since critical pieces of infrastructure and specific vulnerabilities are detailed in the RRA and ERP, the contents of the document are confidential and for use by the City’s staff only. However, the City can confirm that these plans meet the requirements set forth by AWIA and evaluate seismic risks and mitigation actions to the City’s infrastructure. In the event of a water shortage emergency resulting from equipment failure, power outage, or other catastrophe the City may implement its water shortage levels, as described above, with either voluntary or mandatory reductions depending on the severity of the shortage. For severe disasters, mandatory water use reductions are specified. 1.4.6 Seismic Risk Assessment and Mitigation Plan Disasters, such as earthquakes, can and will occur without notice. The RRA and ERP analyze all critical City facilities for a seismic event and address mitigation strategies. Furthermore, the 2019 San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan (Attachment 2) contains necessary Seismic Risk Assessment and Mitigation Plan procedures. 1.4.7 Shortage Response Action Effectiveness The City’s primary mechanism of measuring water use and, subsequently, water use reduction, is through the use of water meters. Therefore, to measure actual reductions in water use in the course of carrying out a water supply shortage contingency plan, the City may perform water meter readings for individual connections. Potable water production figures are recorded daily at the City Corporation Yard. The daily data is compiled into monthly reports and annual reports sent to the SWRCB and San Luis Obispo Page 638 of 699 City of Arroyo Grande 21 Draft Water Shortage Contingency Plan County. The City also maintains copies of all reports prepared. These reports can be used to compare monthly and annual water consumption to determine the efficiency of implemented water conservation measures. If the City determines that the desired level of water conservation is not being reached, additional conservation measures can be implemented with the direction of City Council. Although it is difficult to estimate the volume of savings for each action, the City expects to meet required reductions through a combination of response actions in conjunction with outreach and communication efforts to the extent necessary to mitigate any impacts from a water shortage. Estimates of the effectiveness for actions have been included in Table 1-4 and Table 1-5. It is assumed that a given required shortage to be addressed can be met by quantifiable measures and the remainder of shortage can be addressed by unquantifiable measures, operations changes and additional mandatory restrictions. Table 1-4. Estimated Savings by Shortage Level Level SUPPLY CONDITION/SHORTAGE, % Supply/ Demand Target1, AF Required Savings1, AF Estimated Savings from Quantifiable Actions2, AF Estimated Savings from Unquantifiable Actions, AF 1 0%-10% Reduction 2,319 232 76 156 1B 11%-35% Reduction 1,507 812 812 0 2 36%->50% Reduction 1,136 1,183 1,183 0 1. For required savings estimation purposes, it is assumed the supply and demand in 2020 (2,319 AF) would need to be reduced by 35% in Level 1B and 51% in Level 2. Required savings may be met through a combination of quantifiable and unquantifiable actions. The City will only implement measures to the extent necessary to mitigate a water shortage, although estimates may indicate a greater savings is obtainable. It is anticipated that required savings will be met through quantifiable shortage response actions and through other unquantifiable actions, including outreach efforts. 2. Quantifiable savings are estimated based on various published sources and are provided as a guide. The degree of implementation of actions can vary in each stage and can result in a wide range of savings. For a list of all the City’s specific shortage response actions and their maximum potential savings, refer to Table 1-5. Page 639 of 699 City of Arroyo Grande 22 Draft Water Shortage Contingency Plan Table 1-5. DWR 8-3 Demand Reduction Actions Shortage Level Demand Reduction Actions How much is this going to reduce the shortage gap? Additional Explanation or Reference Penalty, Charge, or Other Enforcement 1 Landscape - Restrict or prohibit runoff from landscape irrigation 20 AF All use of water which results in excessive gutter runoff. Yes 1 Other - Prohibit use of potable water for washing hard surfaces 0.04 AF Use of water for cleaning driveways, patios, parking lots, sidewalks, streets, or other such uses except as necessary to protect public health or safety. Yes 1 Other - Require automatic shut of hoses 0.04 AF Outdoor water use for washing vehicles shall be attended and have hand- controlled watering devices. Yes 1 Landscape - Limit landscape irrigation to specific times 26 AF Outdoor irrigation between the hours of 10 AM and 4 PM. Yes 1 Landscape - Limit landscape irrigation to specific days 26 AF Limited days for outdoor irrigation Yes 1 Other - Prohibit use of potable water for construction and dust control 1 AF Use of potable water for compaction or dust control purposes in construction activities. Yes Page 640 of 699 City of Arroyo Grande 23 Draft Water Shortage Contingency Plan Shortage Level Demand Reduction Actions How much is this going to reduce the shortage gap? Additional Explanation or Reference Penalty, Charge, or Other Enforcement 1 CII - Lodging establishment must offer opt out of linen service 1 AF Hotel, motel or other commercial lodging establishment shall offer their patrons the option to forego the daily laundering of towels, sheets and linens. Yes 1 Pools - Allow filling of swimming pools only when an appropriate cover is in place. 2.4 AF Emptying and refilling of swimming pools and commercial spas is prohibited except to prevent structural damage and/or to protect public health or safety. Yes 1 CII - Lodging establishment must offer opt out of linen service 0.18 AF Restaurants or other commercial food service establishments shall not serve water except upon the request of a patron. Yes 1B Other 812 AF Water allocations by customer class and usage tier. Yes 2 Other 1,183 AF Water allocations by customer class and usage tier. Yes 1.5 Communication Protocols This section is in accordance with CWC Section 10632(a)(5) and describes the communication protocols and procedures to inform customers, the public, and state and local officials of any current or predicted water shortages. When a shortage level is enacted or changed, a notice is sent to all water customers and the City’s website (https://www.thinkh2onow.com/) is updated. Based on the severity of the shortage condition, the City website contains various brochures and links to ways water customers can conserve water indoors and outdoors. When the City moves to severely restricted water supply, notices are provided containing the mandatory water restrictions to all visitor serving facilities. Page 641 of 699 City of Arroyo Grande 24 Draft Water Shortage Contingency Plan 1.6 Compliance and Enforcement Any violation of the conservation regulations and restrictions on water use may result in termination of water service until the violation is corrected, and until all appropriate fees and penalties are paid in full. Table 1-6 lists the specifics of the penalties and in what stages they may occur in addition to the water conservation requirements contained in City Municipal Code Section 13.05 as described below. Violation of any provision of City Municipal Code Section 13.05 may result in termination of water service until such violation is corrected, and until penalties are paid in full and will be subject to the following administrative procedure: 1. Written notice to the alleged offender, including the furnishing of informational material and advice where appropriate; 2. Recovery of all city staff costs, including overhead, or any second or greater offense within any one-year period; 3. Additional civil administrative penalties for any third or greater offense within any one- year period; 4. The right to appeal first to the utility billing adjustment committee and then to the city council. In addition to, and completely separate from, the civil enforcement provisions of the ordinance codified in the City’s Municipal Code, any person who knowingly and willfully violates the provisions of this chapter shall be guilty of a criminal misdemeanor as provided in the general penalty provisions of this code. All previous attempts by the City to obtain compliance by the defendant may be introduced as evidence of the offender's knowledge and willfulness. Table 1-6. Water Shortage Contingency - Penalties and Charges Penalty/Charge1 Stage When Penalty Takes Effect Imposition of increasingly significant penalties so as to create a meaningful incentive to reduce water use. None, 1, 1B & 2 Criminal misdemeanor for any person who knowingly and willf ully violates the provisions in the City’s Municipal code, and may result in the installation of a flow restriction device or disconnection of the customer’s property from the City’s water service system at the customer’s cost. None, 1, 1B & 2 Page 642 of 699 City of Arroyo Grande 25 Draft Water Shortage Contingency Plan Penalty/Charge1 Stage When Penalty Takes Effect In addition to any penalties, misdemeanor criminal prosecution and the installation of a water flow restrictor, during a Water Shortage Emergency the Director may disconnect a customer’s water service for willful violations of mandatory restrictions and regulations in the City’s Municipal Code. None, 1, 1B & 2 A person or entity that as a result of violations of Municipal Code Chapter 13.07 has a flow restrictor installed or water service disconnected is responsible for payment of charges for installing and/or removing the flow-restricting device and for disconnecting and/or reconnecting service in accordance with the City’s fee schedule then in effect. The charge for installing and/or removing any flow restricting device must be paid before the device is removed. Nonpayment will be subject to the same remedies as nonpayment of basic water rates. 1, 1B & 2 1The foregoing penalties may also be modified or amended by the City Council as deemed necessary and appropriate based upon a determination of the severity of the Water Shortage Emergency. 1.7 Legal Authorities The City’s Ordinance 669 was adopted on February 24, 2015. The City adopted Resolution 4659 on May 26, 2015 and Resolution 4766 on November 22, 2016 in order to further implement Ordinance 669. The City adopted a Stage 1 Water Shortage Emergency through Resolution 5119 on October 12, 2021. Therefore, Ordinance 669, Resolution 4659, Resolution 4766, and Resolution 5119 effectively comprise the City’s Water Conservation and Emergency Water Shortage Restrictions and Regulations. A copy of the City’s existing Municipal Code Chapter 13.07, representing the codified ordinances and resolutions is provided in Attachment 1. Under State law, the City is authorized after declaration of a water shortage emergency to restrict the water uses and to prohibit the waste or use of the City’s water during such periods for any purpose other than domestic use, sanitation, fire protection or such other uses as may be determined by the City Council. The City shall coordinate with San Luis Obispo County, within which it provides water supply services, for the possible proclamation of a local emergency, as defined in Section 8558 of the Government Code. 1.8 Financial Consequences of WSCP The majority of the operating costs for most water agencies are fixed rather than a function of the amount of water sold. As a result, when significant conservation programs are undertaken, it Page 643 of 699 City of Arroyo Grande 26 Draft Water Shortage Contingency Plan is frequently necessary to raise water rates because the revenue generated is based on lower total consumption while the revenue required is basically fixed. In order to counteract the financial impact of conservation, the City may institute an increase in the rate structure so that lower projected water consumption would generate a new rate based on the revenue needed by the City’s Water Enterprise fund. 1.9 Monitoring and Reporting This section is in accordance with CWC Section 10632(a)(9) and describes the reporting requirements and monitoring procedures to implement the WSCP and track and evaluate the response actions effectives. As described in Section 1.2, the City intends to track its supplies and project demands on an annual basis, and if supply conditions described in Table 1-2 are projected, the City will enact a water shortage stage. Monitoring demands is essential to ensure the WSCP response actions are adequately meeting reductions and decreasing the supply/demand gap. This will help to analyze the effectiveness of the WSCP or identify the need to activate additional response actions. The water savings from implementation of the WSCP will be determined based on monthly production reports which will be compared to the supply from prior months, the same period of the prior year, and/ or the allocation. At first, the cumulative consumption for the various sectors (e.g., residential, commercial, etc.) will be evaluated for reaching the target demand reduction level. Then, if needed, individual accounts will be monitored. Weather and other possible influences may be accounted for in the evaluation. 1.10 WSCP Refinement Procedures This section is consistent with CWC Section 10632 (a)(10). The WSCP is best prepared and implemented as an adaptive management plan. The City will use results obtained from monitoring and reporting procedures (described in Section 1.9) to evaluate any needs for revisions. The WSCP is used to provide guidance to the City Council, staff, and the public by identifying response actions to allow for efficient management of any water shortage with predictability and accountability. To maintain a useful and efficient standard of practice in water shortage conditions, the requirements, criteria, and response actions need to be continually evaluated and improved upon to ensure that its shortage risk tolerance is adequate, and the shortage response actions are effective and up to date based on lessons learned from implementing the WSCP. Potential changes to the WSCP that could warrant an update include, but are not limited to, any changes to shortage level triggers, changes to the shortage level structure, and/or changes to the response actions. Any prospective changes to the WSCP would need to be presented at a public hearing, staff would obtain any comments and the City Council would adopt the updated WSCP. The steps to formally amend the WSCP are discussed in Section 1.12. Page 644 of 699 City of Arroyo Grande 27 Draft Water Shortage Contingency Plan Potential refinements will be documented and integrated in the next WSCP update. If new response actions are identified by staff or public, these could be advertised as voluntary actions until these are formally adopted as mandatory. 1.11 Special Water Feature Distinction The CWC Section 10623 (b) now requires that suppliers analyze and define water features that are artificially supplied with water, including ponds, lakes, waterfalls, and fountains, separately from swimming pools and spas, as defined in subdivision (a) of Section 115921 of the Health and Safety Code. Non-pool or non-spa water features may use or be able to use recycled water, whereas pools and spas must use potable water for health and safety considerations so limitations to pools and spas may require different considerations compared to non-pool or non- spa water features. As described previously for Stages 1, 1B and 2, emptying and refilling of swimming pools and commercial spas is prohibited except to prevent structural damage and/or to protect public health or safety. 1.12 Plan Adoption, Submittal, and Availability This section was completed pursuant to CWC Section 10632(a)(c). This WSCP was presented for adoption to the City Council at the Month XX, 202X City Council meeting. Notifications were sent to all necessary Cities, Counties, and Cities 60 days prior to the Month XX, 202X public board meeting. To comply with the notice to the public, the City published notices in the local newspaper two weeks in advance with 5 days between publications. Copies of the 60-day notices and public hearing newspaper notices are provided in the City’s 2022 UWMP Appendix B. The WSCP was also made available in advance of the public hearing. The WSCP was formally adopted on Month XX, 202X by the City Council through Resolution XX-XX, included as Attachment 3. The WSCP was made available to all staff, customers, and any affected cities, counties, or other members of the public at the City and online within 30 days of the adoption date. Page 645 of 699 City of Arroyo Grande 28 Draft Water Shortage Contingency Plan 1.13 Resources and References American Water Works Association (AWWA). 2019. "Manual of Water Supply Practices, Drought Preparedness and Response." Department of Water Resources. 2020. "Urban Water Management Plan Guidebook 2020." Water Systems Consulting Inc. 2023. "City of Arroyo Grande 2022 UWMP." Page 646 of 699 This page is intentionally blank for double-sided printing. Page 647 of 699 City of Arroyo Grande 29 Draft Water Shortage Contingency Plan Attachment 1: Municipal Code Chapter 13.07 Page 648 of 699 This page is intentionally blank for double-sided printing. Page 649 of 699 Page 650 of 699 Page 651 of 699 Page 652 of 699 Page 653 of 699 Page 654 of 699 Page 655 of 699 Page 656 of 699 Page 657 of 699 City of Arroyo Grande 29 Draft Water Shortage Contingency Plan Attachment 2: 2019 San Luis Obispo County Multi-Jurisdictional Hazard Mitigation Plan Available at https://www.slocounty.ca.gov/Departments/Planning-Building/Forms- Documents/Plans-and-Elements/Elements/Local-Hazard-Mitigation-Plan.aspx Page 658 of 699 This page is intentionally blank for double-sided printing. Page 659 of 699 City of Arroyo Grande 30 Draft Water Shortage Contingency Plan Attachment 3: Adoption Resolution To be included in Final WSCP Page 660 of 699 Item 10.b. MEMORANDUM TO: City Council FROM: Bill Robeson, Assistant City Manager/Public Works Director SUBJECT: Consideration of Adoption of Resolutions Directing the Levy of the Annual Assessments for the Parkside Village and Grace Lane Assessment Districts and the Arroyo Grande Landscaping and Lighting Assessment District No. 1, Within Tract 1769, for FY 2023-24 DATE: June 27, 2023 SUMMARY OF ACTION: Adoption of the associated Resolutions will direct the levy and collection of assessment fees for maintenance and landscaping for the Parkside Village and Grace Lane Assessment Districts and the Arroyo Grande Landscaping District No. 1 within Tract 1769. No changes to the assessment amounts are proposed nor are any new improvements or substantial changes in existing improvements proposed for Fiscal Year (FY) 2023-24. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: By adopting the Resolutions, $56,298 will b e collected for FY 2023-24 for the three assessment districts to provide landscaping and other specified maintenance. The assessments are placed on the affected property owner’s property tax bill each year. RECOMMENDATION: 1) Conduct a public hearing for the levy and collection of assessments for the Parkside Village Assessment District, Grace Lane Assessment District, and Arroyo Grande Landscaping and Lighting Assessment District No. 1 within Tract 1769; 2) Adopt a Resolution directing the levy of the annual assessment for the Parkside Village Assessment District pursuant to the Landscaping and Lighting Act of 1972 (Streets and Highways Code Sections 22500 et. seq.) for FY 2023 -24; 3) Adopt a Resolution directing the levy of an annual assessment for the Grace Lane Assessment District pursuant to the Landscaping and Lighting Act of 1972 (Streets and Highways Code Sections 22500 et. seq.) for FY 2023-24; and 4) Adopt a Resolution directing the levy of the annual assessment for the Arroyo Grande Landscaping and Lighting Assessment District No. 1 within Tract 1769, pursuant to the Landscaping and Lighting Act of 1972 (Streets and Highways Code Sections 22500 et. seq.) for FY 2023 -24. Page 661 of 699 Item 10.b. City Council Consideration of Adoption of Resolutions Directing the Levy of the Annual Assessments for the Parkside Village and Grace Lane Assessment Districts and the Arroyo Grande Landscaping and Lighting Assessment District No. 1, Within Tract 1769, for FY 2023-24 June 27, 2023 Page 2 BACKGROUND: At the June 13, 2023 City Council meeting, Council approved the Engineer’s Reports and adopted Resolution Nos. 5291, 5292, and 5293 declaring the intention to levy and collect assessments for the Parkside Village Assessment District, Grace Lane Assessment District, and the Arroyo Grande Landscaping and Lighting Assessment District No. 1 within Tract No. 1769, and setting a public hearing for June 27, 2023, at 6:00 P.M.  For the Parkside Village Assessment District, the proposed annual assessments are $446 or $734 per parcel for a total of $43,966 annually.  For the Grace Lane Assessment District, the proposed annual assessments are $460 for lots 1 through 15 and $608 for lots 16 through 19 ($8,740 + $592) for an annual total of $9,332.  For the Landscaping and Lighting Assessment District No. 1, within Tract 1769, the total proposed annual assessment is $100 per parcel for an annual total of $3,000. ANALYSIS OF ISSUES: The California Streets and Highways Code Sections 22500 et seq., (California Landscape and Lighting Act of 1972) (Act), establishes one of the processes by which local governmental agencies form assessment districts for the purpose of financing the costs and expenses of landscaping and lighting public areas. The final process includes a public hearing, which affords all interested parties the opportunity to hear and be heard. At the conclusion of the public hearing, the City Council may adopt Resolutions (Attachments 1, 2, and 3) confirming the assessments, which constitute the levy of the assessments for FY 2023-24. Upon fulfillment of these requirements, the City must submit the Resolutions to the County of San Luis Obispo for inclusion of the assessments on the FY 2023 -24 property tax roll. The fees collected for each assessment district fund items such as monthly landscape maintenance, annual fire suppression/fuel reduction, savings for anticipated drainage structure maintenance /improvements, and general landscaping cleanup projects, as needed. Section 4 of each associated Engineer’s Report provides a description of improvements (Attachment 4). Residents in the Parkside Village Assessment District have requested the replac ement of the existing playground equipment and other improvements in the park area of that district. Staff agrees that the condition of the playground equipment necessitates replacement which will be evaluated for the next Fiscal Year 2024-25. It is anticipated that type of project will be categorized as maintenance and upkeep to existing improvements versus a “substantial change” or expanded improvement. A “substantial change” requires a more in-depth analysis regarding the cost of the project, on-going Page 662 of 699 Item 10.b. City Council Consideration of Adoption of Resolutions Directing the Levy of the Annual Assessments for the Parkside Village and Grace Lane Assessment Districts and the Arroyo Grande Landscaping and Lighting Assessment District No. 1, Within Tract 1769, for FY 2023-24 June 27, 2023 Page 3 maintenance, replacement costs in the future that could result in the need to increase assessment fees. Staff will begin coordination meetings with residents intended to obtain consensus for the general project request, user needs, and conceptual design po ints. This potential playground equipment replacement project is not anticipated to increase assessment fees and costs are expected to be well with in the district’s total budget. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Adopt Resolutions approving the levy to collect the annual assessments for the Parkside Village Assessment District, Grace Lane Assessment District and Arroyo Grande Landscaping and Lighting Assessment District No. 1 within Tract 1769 for FY 2023-24; or 2. Modify and adopt the Resolutions; or 3. Provide staff other direction. ADVANTAGES: Adoption of the Resolutions will be in compliance with the Act and allow the City to move forward with the process to collect assessments and perform the work identified in the Engineer’s Report for each assessment district. DISADVANTAGES: No disadvantages for the proposed actions have been identified for this fiscal year. ENVIRONMENTAL REVIEW: Not a project. Adopting a resolution to levy and collect annual assessments is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd . (b)(2)-(3), 15378. The actions merely constitutes an administrative activity of the City. Alternatively, the adoption of resolutions to levy and collect annual assessments is exempt from CEQA on that basis that it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. (State CEQA Guidelines, § 15061, subd. (b)(3).) The levy and collection of assessment fees applies to maintenance of existing improvements and does not result in new construction or physical change in the environment. 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 663 of 699 Item 10.b. City Council Consideration of Adoption of Resolutions Directing the Levy of the Annual Assessments for the Parkside Village and Grace Lane Assessment Districts and the Arroyo Grande Landscaping and Lighting Assessment District No. 1, Within Tract 1769, for FY 2023-24 June 27, 2023 Page 4 Attachments: 1. Proposed Resolution – Parkside Village 2. Proposed Resolution – Grace Lane 3. Proposed Resolution – Arroyo Grande District 1, Tract 1769 4. June 13, 2023 Staff Report and Attachments Page 664 of 699 ATTACHMENT 1 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DIRECTING THE LEVY OF THE ANNUAL ASSESSMENTS RELATED TO THE PARKSIDE VILLAGE ASSESSMENT DISTRICT PURSUANT TO THE LANDSCAPING AND LIGHTING ACT OF 1972 (STREETS AND HIGHWAYS CODE SECTIONS 22500 ET. SEQ.) FOR FISCAL YEAR 2023-2024 WHEREAS, on November 8, 2005, the City Council of the City of Arroyo Grande adopted Resolution No. 3888 ordering the formation of the Parkside Village Assessment District under Part 2 of Division 15 of the California Streets and Highways Code 22500-22679 (Landscape and Lighting Act of 1972), which allows local governmental agencies to form assessment districts for the purpose of financing the costs and expenses of landscaping and lighting public areas; and WHEREAS, the City Council, at its meeting of June 13, 2023, approved Resolution No. 5291 approving the Engineer’s Report and declaring its intention to levy and collect annual assessments for the Parkside Village Assessme nt District for Fiscal Year 2023- 2024 and set a public hearing for June 27, 2023 for the Parkside Village Assessment District; and WHEREAS, a public hearing to levy the annual assessment of the Parkside Village Assessment District was held June 27, 2023 at the City Council Chambers, 215 E. Branch Street, Arroyo Grande, California, 93420 and the City Council took public testimony from all interested persons as to the levy of the annual assessment for the Parkside Village Assessment District; and WHEREAS, pursuant to Streets and Highways Code Section 22130, the City Council is authorized to levy this assessment; and WHEREAS, pursuant to Streets and Highways Code Section 22646, the assessments herein confirmed by the City Council shall be collected on the secured property tax roll and collected at the same time and in the same manner as County taxes are collected. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande, as follows: 1. The foregoing recitals are true and correct and are incorporated herein. 2. The annual levy for the maintenance of Parkside Village Assessment District, located as shown in the approved Engineer’s Report for the Parkside Village Page 665 of 699 RESOLUTION NO. PAGE 2 Assessment District is hereby ordered and the assessment of $446 or $734 per parcel for the Fiscal Year 2023-2024 as indicated on Exhibit “A” attached hereto and incorporated herein by this reference, is hereby confirmed. 3. Adoption of this Resolution shall constitute the levy of an assessment for Fiscal Year 2023-2024 and the City Clerk shall file the diagram and assessments with the County of San Luis Obispo Auditor. 4. Adoption of this Resolution to levy and collect annual assessments is not a project subject to the California Environmental Quality Act (“CEQA”) becaus e it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378. The actions merely constitute an administrative activity of the City. Alternatively, the adoption of resolutions to levy and collect annual assessments is exempt from CEQA on that basis that it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. (State CEQA Guidelines, § 15061, subd. (b)(3).) The levy and collection of assessment fees applies to maintenance of existing improvements and does not result in new construction or physical change in the environment. On motion of Council Member _____, seconded by Council Member _____, and by the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 27th day of June, 2023. Page 666 of 699 RESOLUTION NO. PAGE 3 CAREN RAY RUSSOM, MAYOR ATTEST: JESSICA MATSON, CITY CLERK APPROVED AS TO CONTENT: WHITNEY McDONALD, CITY MANAGER APPROVED AS TO FORM: ISAAC ROSEN, CITY ATTORNEY Page 667 of 699 RESOLUTION NO. PAGE 4 Exhibit A SAN LUIS OBISPO COUNTY TAX SYSTEM TRACT 2310 ASSESSMENTS FOR TAX ROLL YEAR 2023-24 FUND ASSESSMENT # CHARGE FUND ASSESSMENT # CHARGE 1893 077255002 $ 446.00 1893 077255038 $ 734.00 1893 077255003 $ 446.00 1893 077255039 $ 734.00 1893 077255004 $ 446.00 1893 077255040 $ 734.00 1893 077255005 $ 446.00 1893 077255041 $ 734.00 1893 077255006 $ 446.00 1893 077255042 $ 734.00 1893 077255007 $ 446.00 1893 077255043 $ 734.00 1893 077255008 $ 446.00 1893 077255044 $ 734.00 1893 077255009 $ 446.00 1893 077255045 $ 734.00 1893 077255010 $ 446.00 1893 077255046 $ 734.00 1893 077255011 $ 446.00 1893 077255047 $ 734.00 1893 077255012 $ 446.00 1893 077255048 $ 734.00 1893 077255013 $ 446.00 1893 077255049 $ 734.00 1893 077255014 $ 446.00 1893 077255050 $ 734.00 1893 077255015 $ 734.00 1893 077255051 $ 734.00 1893 077255016 $ 734.00 1893 077255052 $ 734.00 1893 077255017 $ 734.00 1893 077255053 $ 734.00 1893 077255018 $ 734.00 1893 077255054 $ 734.00 1893 077255019 $ 734.00 1893 077255055 $ 734.00 1893 077255020 $ 734.00 1893 077255056 $ 734.00 1893 077255021 $ 734.00 1893 077255057 $ 734.00 1893 077255022 $ 734.00 1893 077255058 $ 734.00 1893 077255023 $ 734.00 1893 077255059 $ 734.00 1893 077255024 $ 734.00 1893 077255060 $ 734.00 1893 077255027 $ 734.00 1893 077255061 $ 734.00 1893 077255028 $ 734.00 1893 077255062 $ 734.00 1893 077255029 $ 734.00 1893 077255063 $ 734.00 1893 077255030 $ 734.00 1893 077255064 $ 734.00 1893 077255031 $ 734.00 1893 077255065 $ 734.00 1893 077255032 $ 734.00 1893 077255066 $ 734.00 1893 077255033 $ 734.00 1893 077255067 $ 734.00 1893 077255034 $ 734.00 1893 077255068 $ 734.00 1893 077255035 $ 734.00 1893 077255036 $ 734.00 TOTAL $ 43,966.00 1893 077255037 $ 734.00 Page 668 of 699 ATTACHMENT 2 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DIRECTING THE LEVY OF THE ANNUAL ASSESSMENTS RELATED TO THE GRACE LANE ASSESSMENT DISTRICT PURSUANT TO THE LANDSCAPING AND LIGHTING ACT OF 1972 (STREETS AND HIGHWAYS CODE SECTIONS 22500 ET. SEQ.) FOR FISCAL YEAR 2023-2024 WHEREAS, on November 28, 2006, the City Council of the City of Arroyo Grande adopted Resolution No. 3976 ordering the formation of the Grace Lane Assessment District under Part 2 of Division 15 of the California Streets and Highways Code 22500- 22679 (Landscape and Lighting Act of 1972), which allows local governmental agencies to form assessment districts for the purpose of financing the costs and expenses of landscaping and lighting public areas; and WHEREAS, the City Council, at its meeting of June 13, 2023, approved Resolution No. 5292 approving the Engineer’s Report and declaring its intention to levy and collect annual assessments for the Grace Lane Assessment District for Fiscal Year 2023-2024 and set a public hearing for June 27, 2023 for the Grace Lane Assessment District; and WHEREAS, a public hearing to levy the annual assessment of the Parkside Village Assessment District was held June 27, 2023 at the City Council Chambers, 215 E. Branch Street, Arroyo Grande, California, 93420 and the City Council took public testimony from all interested persons as to the levy of the annual assessment for the Parkside Village Assessment District; and WHEREAS, pursuant to Streets and Highways Code Section 22130, the City Council is authorized to levy this assessment; and WHEREAS, pursuant to Streets and Highways Code Section 22646, the assessments herein confirmed by the City Council shall be collected on the secured property tax roll and collected at the same time and in the same manner as County taxes are collected. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande, as follows: 1. The foregoing recitals are true and correct and are incorporated herein. 2. The annual levy for the maintenance of Grace Lane Assessment District, located as shown in the approved Engineer’s Report for the Grace Lane Assessment District is hereby ordered and the assessment of $460 for lots 1 through 15 and Page 669 of 699 RESOLUTION NO. PAGE 2 $608 for lots 16 through 19 for the Fiscal Year 2023-2024 as indicated on Exhibit “A” attached hereto and incorporated herein by this reference, is hereby confirmed. 3. Adoption of this Resolution shall constitute the levy of an assessment for Fiscal Year 2023-2024 and the City Clerk shall file the diagram and assessments with the County of San Luis Obispo Auditor. 4. Adoption of this Resolution to levy and collect annual assessments is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378. The actions merely constitute an administrative activity of the City. Alternatively, the adoption of resolutions to levy and collect annual assessments is exempt from CEQA on that basis that it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. (State CEQA Guidelines, § 15061, subd. (b)(3).) The levy and collection of assessment fees applies to maintenance of existing impro vements and does not result in new construction or physical change in the environment. On motion of Council Member _____, seconded by Council Member _____, and by the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 27th day of June, 2023. Page 670 of 699 RESOLUTION NO. PAGE 3 CAREN RAY RUSSOM, MAYOR ATTEST: JESSICA MATSON, CITY CLERK APPROVED AS TO CONTENT: WHITNEY McDONALD, CITY MANAGER APPROVED AS TO FORM: ISAAC ROSEN, CITY ATTORNEY Page 671 of 699 RESOLUTION NO. PAGE 4 Exhibit A SAN LUIS OBISPO COUNTY TAX SYSTEM TRACT 2236 ASSESSMENTS FOR TAX ROLL YEAR 2023-24 FUND ASSESSMENT # CHARGE 1895 007019002 $ 460.00 1895 007019003 $ 460.00 1895 007019004 $ 460.00 1895 007019005 $ 460.00 1895 007019006 $ 460.00 1895 007019007 $ 460.00 1895 007019008 $ 460.00 1895 007019035 $ 460.00 1895 007019036 $ 460.00 1895 007019037 $ 460.00 1895 007019012 $ 460.00 1895 007019014 $ 460.00 1895 007019015 $ 460.00 1895 007019016 $ 460.00 1895 007019017 $ 460.00 1895 007019034 $ 608.00 1895 007019033 $ 608.00 1895 007019025 $ 608.00 1895 007019030 $ 608.00 TOTAL $ 9,332.00 Page 672 of 699 ATTACHMENT 3 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DIRECTING THE LEVY OF THE ANNUAL ASSESSMENTS RELATED TO THE ARROYO GRANDE LANDSCAPING AND LIGHTING ASSESSMENT DISTRICT NO. 1, WITHIN TRACT 1769, PURSUANT TO THE LANDSCAPING AND LIGHTING ACT OF 1972 (STREETS AND HIGHWAYS CODE SECTIONS 22500 ET. SEQ.) FOR FISCAL YEAR 2023-2024 WHEREAS, on June 9, 1992, the City Council of the City of Arroyo Grande adopted Resolution No. 2932 ordering the formation of the Arroyo Grande Landscaping and Lighting Assessment District No. 1 (“District”), within Tract 1769 under Part 2 of Division 15 of the California Streets and Highways Code 22500-22679 (Landscape and Lighting Act of 1972), which allows local governmental agencies to form assessment districts for the purpose of financing the costs and expenses of landscaping and lighting public areas; and WHEREAS, the City Council, at its meeting of June 13, 2023, approved Resolution No. 5293 approving the Engineer’s Report and declaring its intention to levy and collect annual assessments for the District for Fiscal Year 2023-2024 and set a public hearing for June 27, 2023 for the District; and WHEREAS, a public hearing to levy the annual assessment of the Arroyo Grande Landscaping and Lighting Assessment District No. 1 was held June 27, 2023 at the City Council Chambers, 215 E. Branch Street, Arroyo Grande, California, 93420 and the City Council took public testimony from all interested persons as to the levy of the annual assessment for the District; and WHEREAS, pursuant to Streets and Highways Code Section 22130, the City Council is authorized to levy this assessment; and WHEREAS, pursuant to Streets and Highways Code Section 22646, the assessments herein confirmed by the City Council shall be collected on the secured tax roll and collected at the same time and in the same manner as County taxes are collected. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande, as follows: 1. The foregoing recitals are true and correct and are incorporated herein. 2. The annual levy for the maintenance of District, located as shown in the approved Engineer’s Report for the District is hereby ordered and the assessment of $3,000 Page 673 of 699 RESOLUTION NO. PAGE 2 to be equally distributed per assessable parcel for the Fiscal Year 2023-2024 as indicated on Exhibit “A” attached hereto and incorporated herein by this reference, is hereby confirmed. 3. Adoption of this Resolution shall constitute the levy of an assessment for Fiscal Year 2023-2024 and the City Clerk shall file the diagram and assessments with the County of San Luis Obispo Auditor. 4. Adoption of this Resolution to levy and collect annual assessments is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, su bd. (b)(2)-(3), 15378. The actions merely constitute an administrative activity of the City. Alternatively, the adoption of resolutions to levy and collect annual assessments is exempt from CEQA on that basis that it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. (State CEQA Guidelines, § 15061, subd. (b)(3).) The levy and collection of assessment fees applies to maintenance of existing improvements and does not result in new construction or physical change in the environment. On motion of Council Member ____, seconded by Council Member ____, and by the following roll call vote, to wit: AYES: NOES: ABSENT: the foregoing Resolution was passed and adopted this 27th day of June, 2023. Page 674 of 699 RESOLUTION NO. PAGE 3 CAREN RAY RUSSOM, MAYOR ATTEST: JESSICA MATSON, CITY CLERK APPROVED AS TO CONTENT: WHITNEY McDONALD, CITY MANAGER APPROVED AS TO FORM: ISAAC ROSEN, CITY ATTORNEY Page 675 of 699 RESOLUTION NO. PAGE 4 Exhibit A SAN LUIS OBISPO COUNTY TAX SYSTEM TRACT 1769 ASSESSMENTS FOR TAX ROLL YEAR 2023-24 FUND ASSESSMENT # CHARGE 1765 077253001 $ 100.00 1765 077253002 $ 100.00 1765 077253003 $ 100.00 1765 077253004 $ 100.00 1765 077253005 $ 100.00 1765 077253006 $ 100.00 1765 077253007 $ 100.00 1765 077253008 $ 100.00 1765 077253009 $ 100.00 1765 077253010 $ 100.00 1765 077253011 $ 100.00 1765 077253012 $ 100.00 1765 077253013 $ 100.00 1765 077253014 $ 100.00 1765 077253015 $ 100.00 1765 077253016 $ 100.00 1765 077253017 $ 100.00 1765 077253018 $ 100.00 1765 077253019 $ 100.00 1765 077253020 $ 100.00 1765 077253021 $ 100.00 1765 077253022 $ 100.00 1765 077253023 $ 100.00 1765 077253024 $ 100.00 1765 077253025 $ 100.00 1765 077253026 $ 100.00 1765 077253027 $ 100.00 1765 077253028 $ 100.00 1765 077253029 $ 100.00 1765 077253030 $ 100.00 TOTAL $ 3,000.00 Page 676 of 699 Item 10.c. MEMORANDUM TO: City Council FROM: Brian Pedrotti, Community Development Director BY: Andrew Perez, Planning Manager SUBJECT: Public Hearing to Discuss and Consider Introduction of an Ordinance Amending Title 16 of the Arroyo Grande Municipal Code Regarding Emergency Shelters; Development Code Amendment 23-004 DATE: June 27, 2023 SUMMARY OF ACTION: Introduction of a proposed ordinance amending Title 16 of the Arroyo Grande Municipal Code (“AGMC”) to: 1) align the AGMC with the City’s adopted Housing Element by clarifying that emergency shelters are permitted in the Industrial Mixed -Use (IMU) and the Highway Mixed-Use (HMU) zoning districts without discretionary review; and 2) permit emergency shelters without discretionary review in the Fair Oaks Mixed -Use (FOMU) zoning district. Introducing the ordinance will allow for adoption at a future City Counc il meeting, and following this noticed public hearing. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: No financial impact is projected. RECOMMENDATION: Introduce an Ordinance amending Sections 16.36.030 and 16.52.091 of the Arroyo Grande Municipal Code regarding Emergency Shelters and finding the Ordinance exempt from the California Environmental Quality Act (CEQA) because the Ordinance will not result in a direct or reasonably foreseeable indirect physical change in the environment. (State CEQA Guidelines section 15060, subd. (c)(2), (3).). BACKGROUND: The AGMC currently allows emergency shelters in the IMU and HMU zoning districts. Consistent with state law, the AGMC defines an emergency shelter as “housing with minimal supportive services for homeless persons that is limited to occupancy of six months or less by a homeless person. No individual or household may be denied emergency shelter because of an inability to pay.” Page 677 of 699 Item 10.c. City Council Public Hearing to Discuss and Consider Introduction of an Ordinance Amending Title 16 of the Arroyo Grande Municipal Code Regarding Emergency Shelters; Development Code Amendment 23-004 June 27, 2023 Page 2 Senate Bill 2 (SB 2), which became effective on January 1, 2008, requires the Housing Element of all cities and counties in California to identify a zone or zones where emergency shelters are allowed without a conditional use permit or other discretionary approval. The City’s Housing Element identifies the IMU and HMU zones as districts where emergency shelters are allowed without a discretionary permit. However, AGMC section 16.36.030 currently conflicts with the Housing Element as it provides that emergency shelters are allowed in these areas with a minor use permit (MUP ), which is a discretionary permit. The ordinance included as Attachment 1 rectifies this inconsistency. In 2018, the City Council adopted Resolution 4883, declaring a homeless shelter crisis citing a lack of homeless shelters in the City and neighboring cities (Attachment 2). As in 2018, there are still no permanent emergency shelters within city limits. To increase the number of potential sites for this use, the ordinance also proposes to expand the zones in which an emergency shelter can be established ministerially to the FOMU zone. 5 Cities Homeless Coalition is evaluating sites for a permanent emergency shelter and this code amendment makes many more sites potentially available for this use. The Planning Commission reviewed the draft ordinance at its meeting on June 6, 2023. The Commission was supportive of the ordinance as proposed and recommended that Council adopt the ordinance as drafted. The Commission’s recommendation to the Council is included as Attachment 3. Courtesy notices were mailed to owners of property in the FOMU district ahead of the Planning Commission meeting, and no public comment was received. ANALYSIS OF ISSUES: Consistency Between General Plan and Zoning Ordinance The City’s Housing Element is one of eight (8) mandatory elements of the Arroyo Grande General Plan and is a critical component of the City’s blueprint to providing affordable housing opportunities in the community. State law mandates that a Housing Element identify and analyze projected housing needs, identified goals, policies, programs, and quantitative objectives to further the development of housing within the City. Updates to the Housing Element occur on regular schedules, typically referred to as cycles. The current Housing Element was adopted in January 2021, and covers the period between December 30, 2020, through December 31, 2028. Goal J of the Housing Element establishes policies and programs to reduce or minimize the incidence of homelessness in the community. Specifically, Policy J.2 states “the City shall continue to allow emergency shelters for overnight lodging and other housing serving homeless persons in appropriate zoning districts, in compliance with state law.” As previously noted, the AGMC defines an emergency shelter as “housing with minimal supportive services for homeless persons that is limited to occupancy of six months or less Page 678 of 699 Item 10.c. City Council Public Hearing to Discuss and Consider Introduction of an Ordinance Amending Title 16 of the Arroyo Grande Municipal Code Regarding Emergency Shelters; Development Code Amendment 23-004 June 27, 2023 Page 3 by a homeless person. No individual or household may be denied emergency shelter because of an inability to pay.” AGMC section 16.36.030 is inconsistent with the Housing Element because it requires the approval of a MUP to establish an emergency shelter in the IMU and HMU zones. This section prohibits emergency shelters in all of the other zoning districts. The impetus for the proposed ordinance included in Attachment 1 is to comply with California Government Code section 65860, which requires an agency’s zoning ordinance to be consistent with its General Plan. To achieve that consistency, the proposed ordinance amends AGMC section 16.36.030 to allow emergency shelters without a discretionary permit in the IMU and HMU districts. Fair Oaks Mixed-Use District (FOMU) The FOMU zone is located along East Grand Avenue between Brisco Road and Halcyon Road. The ordinance included in Attachment 1 proposes to allow emergency shelters in the FOMU district without a discretionary permit. The FOMU zone is adjacent to the HMU zone and a logical expansion of the area in which an emergency shelter can be established. This stretch of East Grand Avenue is centrally located between Highway 101 and Oak Park Boulevard. Existing development in this zone is predominantly commercial uses and most of the residential development is within a single manufactured home park near Halcyon Road. SB 2 requires the zones in which emergency shelters are allowed to be evaluated to confirm there is sufficient capacity to accommodate the need. The evaluation of the properties within the zone for suitability for the establishment of an emergency shelter should take the location into consideration and whether it is near transit, public and community services, and job centers. The FOMU zone contains services to support an emergency shelter such as bus stops on both the north and south side of the street, and the Community Health Center located at 1057 E Grand Avenue. San Luis Obispo County Department of Social Services also has a location in the FOMU zone, at 1086 E Grand Avenue. The Social Services Department provides public services and programs that ensure the protection of children, the elderly and dependent adults, and provide a safety net for individuals and families who need assistance with basic necessities, such as food, housing and health care. Community Action Partnership of San Luis Obispo (CASPSLO) also has a family resource center located at 1086 E. Grand Avenue. Site Design and Development Standards State law limits local agencies to applying objective standards to emergency shelters such as maximum number of beds, provisions for onsite management, l ength of stay, and security. AGMC Section 16.52.091 already contains these objectives standards, and no changes are proposed to those standards at this time. For example, this section limits the number of guests an emergency shelter can host to 34. The emergency shelter must be operated by onsite management. The operators are required to have a written Page 679 of 699 Item 10.c. City Council Public Hearing to Discuss and Consider Introduction of an Ordinance Amending Title 16 of the Arroyo Grande Municipal Code Regarding Emergency Shelters; Development Code Amendment 23-004 June 27, 2023 Page 4 management plan including, as applicable, provisions for staff training, neighborhood outreach, security, screening of residents to ensure compatibility with services provided at the facility, and for training, and counseling and treatment programs for residents. Additionally, onsite security is required during all hours of operation. Emergency shelters may not be located within 300 feet from another emergency shelter, school, childcare center, or park. This measurement is taken from property line to property line where the subject uses are located. Next Steps Introduction of the ordinance is the first step in amending the regulations related to emergency shelters. If introduced as proposed, adoption of the ordinance would be scheduled to occur at the July 25, 2023 City Council meeting. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Introduce the attached ordinance; or 2. Modify as appropriate and introduce the modified ordinance; or 3. Do not introduce the ordinance and provide direction to staff on specific revisions to the ordinance; or 4. Provide other direction to staff. ADVANTAGES: The ordinance will make the AGMC consistent with its Housing Element, and therefore, in compliance with State law. Allowing emergency shelters in the FOMU zone provides additional opportunities for the establishment of a shelter and improve the shelter crisis. DISADVANTAGES: Allowing shelters in the FOMU zone potentially eliminates parcels that could otherwise be developed with permanent housing and commercial uses in a mixed-use district. ENVIRONMENTAL REVIEW: In compliance with the California Environmental Quality Act (CEQA), the Community Development Department has determined that the ordinance does not qualify as a “project” under CEQA and because the ordinance will not result in a direct or reasonably foreseeable indirect physical change in the environment. (State CEQA Guidelines section 15060, subd. (c)(2), (3).) Section 15378 of the State CEQA Guidelines defines a project as the whole of an action, which could potentially result in either a direct physical change, or reasonably foreseeable indirect physical change, in the environment. Here, the ordinance will not result in any construction or development, and it will not have any other effect that would physically change the environment. The ordinance therefore does not qualify as a project subject to CEQA. Page 680 of 699 Item 10.c. City Council Public Hearing to Discuss and Consider Introduction of an Ordinance Amending Title 16 of the Arroyo Grande Municipal Code Regarding Emergency Shelters; Development Code Amendment 23-004 June 27, 2023 Page 5 In the alternative, even if the ordinance did qualify as a “project” under CEQA, it would be exempt from CEQA under State CEQA Guidelines section 15061(b)(3), which exempts projects from CEQA “[w]here it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” Thus, even if the ordinance could result in some physical change in the environment, the ordinance is exempt from CEQA because it can be seen with certainty that there is no possibility that the ordinance may have a significant effect on the environment. 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. A public hearing notice was published in the Tribune on June 16, 2023. Courtesy notices were mailed to property owners in the FOMU zone on June 16, 2023 also. Attachments: 1. Proposed Ordinance 2. City Council Resolution 4883 3. Staff Report and Minutes from the June 6, 2023 Planning Commission Meeting Page 681 of 699 65501.00002\41296594.1 ATTACHMENT 1 ORDINANCE NO. ____ AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE AMENDING SECTIONS 16.36.030 AND 16.52.091 OF THE ARROYO GRANDE MUNICIPAL CODE REGARDING EMERGENCY SHELTERS AND FINDING THE ORDINANCE EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT WHEREAS, on May 5, 2021, the California Department of Hous ing and Community Development certified the City’s sixth cycle (2020-2028) housing element; and WHEREAS, the housing element profiles the City’s compliance with various state housing laws, including Senate Bill 2; and WHEREAS, among other things, SB 2 requires cities’ housing elements to identify a zone or zones where emergency shelters are permitted without discretionary review; and WHEREAS, the City’s housing element states that emergency shelters are permitted without discretionary review in the Industrial Mixed Use (“IMU”) and Highway Mixed Use (“HMU”) zoning districts; and WHEREAS, with respect to emergency shelters, portions of the City’s zoning code are internally inconsistent and conflict with the housing element; and WHEREAS, AGMC section 16.52.091 states that emergency shelters are permitted without discretionary review in the IMU and HMU zones; section 16.36.030 provides that emergency shelters in these zones require a minor use permit (a discretionary approval); and WHEREAS, this ordinance amends section 16.36.030 to specify that emergency shelters are permitted in the IMU and HMU zones without discretionary review. So amending this section will ensure it no longer conflicts with the housing element and section 16.52.091; and WHEREAS, the City Council recognizes that emergency shelters provide critical shelter and support to unhoused individuals. For these reasons, this ordinance also amends sections 16.36.030 and 16.52.091 to specify that emergency shelters are permitted without discretionary review in the Fair Oaks Mixed Use (“FOMU”) zone; and WHEREAS, on June 6, 2023, the Planning Commission conducted a duly noticed public hearing to consider the staff report, recommendations by staff, and public testimony concerning the ordinance. Following the public hearing, the Planning Commission voted to forward the ordinance to the City Council with a recommendation in favor of its adoption; and Page 682 of 699 ORDINANCE NO. PAGE 2 -2- WHEREAS, on June 27, 2023, the City Council conducted a duly noticed public hearing to consider the ordinance, including: (1) the public testimony and agenda reports prepared in connection with the ordinance; (2) the policy considerations discussed therein; and (3) the consideration and recommendation of the Planning Commission; and WHEREAS, the City Council of the City of Arroyo Grande, at its regularly scheduled public meeting on June 27, 2023 introduced this Ordinance to amend Sections 16.36.030 and 16.52.091 of Title 16 of the Arroyo Grande Municipal Code; and WHEREAS, all legal prerequisites to the adoption of the ordinance have occurred. NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DOES ORDAIN AS FOLLOWS: SECTION 1. Incorporation. The above recitals are true and correct and are incorporated herein by this reference. SECTION 2. Environmental. The City Council finds that this ordinance is exempt from the California Environmental Quality Act ("CEQA") because the ordinance does not qualify as a “project” under CEQA and because the ordinance will not result in a direct or reasonably foreseeable indirect physical change in the environment. (State CEQA Guidelines section 15060, subd. (c)(2), (3).) Section 15378 of the State CEQA Guidelines defines a project as the whole of an action, which could potentially result in either a direct physical change, or reasonably foreseeable indirect physical change, in the environment. Here, the ordinance will not result in any construction or development, and it will not have any other effect that would physically change the environment. The ordinance therefore does not qualify as a project subject to CEQA. In the alternative, even if the Ordinance did qualify as a “project” under CEQA, it would be exempt from CEQA under State CEQA Guidelines section 15061(b)(3), which exempts projects from CEQA “[w]here it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the en vironment.” Thus, even if the ordinance could result in some physical change in the environment, the ordinance is exempt from CEQA because it can be seen with certainty that there is no possibility that the Ordinance may have a significant effect on the environment. SECTION 3. Required Findings. In accordance with section 16.16.040(E) of the Arroyo Grande Municipal Code, the City Council hereby makes the following findings: 1. General Plan. The ordinance’s amendments to the AGMC are consistent with the general plan and necessary and desirable to implement the provisions thereof. Specifically, housing element policy J.2 provides that the City shall allow emergency shelters in appropriate zoning districts in accordance with state law. This ordinance effectuates and implements policy J.2 by: (1) aligning the AGMC with the requirements of SB 2; and (2) expanding the areas where emergency shelters are permitted by allowing Page 683 of 699 ORDINANCE NO. PAGE 3 -3- this use in the FOMU zone. The ordinance is also consistent with, and implements, the general plan because it ensures that the AGMC does not conflict with the housing element’s provisions regarding emergency shelters in the IMU and HMU zones. For these reasons, the ordinance’s amendments to the AGMC are consistent with the general plan and necessary and desirable to implement the provisions thereof. 2. Health, Safety, and Welfare; Illogical Land Use Pattern. Adoption of the ordinance will not adversely affect the public health, safety, and welfare as it simply updates the AGMC to remove an internal inconsistency, comply with state law (i.e., SB 2), and ensure that the AGMC is consistent with the City’s housing element. Furthermore, given that emergency shelters provide a safe alternative to sleeping outdoors, permitting emergency shelters in the FOMU zone will augment the public health, safety, and welfare by providing additional opportunities in the City for this use. Finally, this ordinance will not result in an illogical land use pattern as it is not amending the City’s zoning map. 3. Consistency with Title 16. This ordinance is consistent with the purpose and intent of AGMC Title 16 because it removes an internal inconsistency therein and ensures that the provisions thereof are consistent with the City’s housing element. 4. Environmental. See Section 2 above. SECTION 4. Code Amendment. The entry for “emergency shelters” in Table 16.36.030(A) of section 16.36.030 of the Arroyo Grande Municipal Code is hereby amended to read as follows (additions shown in underline and deletions shown in strikethrough): Allowed Land Uses and Permit Requirements— LAND USE IMU TMU D-2.11 VCD HCO D-2.4 VMU D-2.11 HCO D-2.4 GMU FOMU HMU OMU 1 D-2.20 RC 2 Specific Use Standards and other references … Emergency Shelters MUP P NP NP NP NP NP P MUP P NP NP 16.52.091 … SECTION 5. Code Amendment. Subsection (A) of section 16.52.091 of the Arroyo Grande Municipal Code is hereby amended to read as follows (additions shown in underline and deletions shown in strikethrough): Page 684 of 699 ORDINANCE NO. PAGE 4 -4- “16.52.091 – Emergency Shelters” A. Purpose and Intent. It is the purpose of this section to facilitate and encourage the provision of emergency shelters for homeless persons and households by allowing permanent year-round emergency shelters without a conditional use permit or other discretionary action in the industrial mixed use (IMU), and highway mixed use (HMU), and the fair oaks mixed use (FOMU) zoning districts, subject only to the same development standards that apply to other permitted uses in these zones, except for the following requirements unique to emergency shelters, as authorized by Government Code Section 65583(a)(4). SECTION 6. Publication. A summary of this ordinance shall be published in a newspaper published and circulated in the City of Arroyo Grande at least five days prior to the City Council meeting at which the proposed ordinance is to be adopted. A certified copy of the full text of the proposed ordinance shall be posted in the office of the City Clerk. Within 15 days after adoption of the ordinance, the summary with the names of those City Council members voting for and against the ordinance shall be published again, and the City Clerk shall post a certified copy of the full text of such adopted ordinance. SECTION 7. Effective Date. This ordinance shall become effective 30 days after adoption. SECTION 8. Severability. Should any provision of this ordinance, or its application to any person or circumstance, be determined by a court of competent jurisdiction to be unlawful, unenforceable or otherwise void, that determination shall have no effect on any other provision of this ordinance or the application of this ordinance to any other person or circumstance, and, to that end, the provisions hereof are severable. The City Council declares that it would have adopted all the provisions of this ordinance that remain valid if any provisions of this ordinance are declared invalid. SECTION 9. Records. The documents and materials associated with this ordinance that constitute the record of proceedings on which the City Council’s findings and determinations are based are located at 300 E. Branch Street, Arroyo Grande, CA 93420. The City Clerk is the custodian of the record of proceedings. On motion by Council Member ______, seconded by Council Member _______, and by the following roll call vote to wit: AYES: NOES: ABSENT: the foregoing Ordinance was adopted this ____ day of _______, 2023. Page 685 of 699 ORDINANCE NO. PAGE 5 -5- ___________________________________ CAREN RAY RUSSOM, MAYOR ATTEST: ___________________________________ JESSICA MATSON, CITY CLERK APPROVED AS TO CONTENT: ________________________________ WHITNEY MCDONALD, CITY MANAGER APPROVED AS TO FORM: ___________________________________ ISAAC ROSEN, CITY ATTORNEY Page 686 of 699 ATTACHMENT 2 Page 687 of 699 Page 688 of 699 Page 689 of 699 1 ACTION MINUTES MEETING OF THE PLANNING COMMISSION June 6, 2023, 6:00 p.m. Hybrid City Council Chamber/Virtual Zoom Meeting 215 East Branch Street, Arroyo Grande Commission Members Present: Chair Jamie Maraviglia, Catherine Sackrison, Kevin Buchanan, Vice Chair Bruce Berlin Commission Members Absent: Virginia Roof Staff Present: Planning Manager Andrew Perez, Associate Planner Patrick Holub, Community Development Director Brian Pedrotti Given the recent increase in COVID-19 cases in San Luis Obispo County, and in compliance with Assembly Bill (AB) 361, which allows for a deviation of teleconference rules required by the Ralph M. Brown Act, this meeting was held by teleconference. _____________________________________________________________________ 1.CALL TO ORDER Chair Maraviglia called the Planning Commission meeting to order at 6:00pm. 2.ROLL CALL Commissioner Roof absent. 3.FLAG SALUTE Vice Chair Berlin led the flag salute. 4.AGENDA REVIEW None. 5.COMMUNITY COMMENTS AND SUGGESTIONS None. 6.WRITTEN COMMUNICATIONS None. 7.CONSENT AGENDA 7.a Approval of Minutes (HOLUB) ATTACHMENT 3 Page 690 of 699 2 Moved by Kevin Buchanan Seconded by Catherine Sackrison Approve the Minutes of the May 16, 2023 Regular Meeting. Passed 8. PUBLIC HEARINGS 8.a Consideration of Conditional Use Permit 23-001 and Certification of an Addendum to a Previously Certified Mitigated Negative Declaration (MND); Corbett Creek Floodplain and Stream Restoration Project Associate Planner Holub presented the staff report and responded to Commissioner questions regarding State agency permits required for construction, extents of the project and the proposed timeline for construction. Chair Maraviglia opened the public hearing. Joe Brown, 146 Tally Ho, asked questions about the project's timeline and expressed his desire for additional work to be completed upstream. Kelly Scally, May Street, spoke about maintenance concerns in the areas surrounding the creek. Andy Unruh, 229 Corbett Canyon, asked what metrics will be used to evaluate the success of the project. Sharlene Agrusa, 300 and 312 Tally Ho, stated that additional work is needed in reaches 5-6. Cheryl mentioned that she has spoken with the RCD and would like additional work to occur in reaches 5-6. Hearing no further public comment, Chair Maraviglia closed the public hearing. Moved by Catherine Sackrison Seconded by Vice Chair Bruce Berlin Adopt a Resolution recommending that City Council approve Conditional Use Permit 23-001 and certify an addendum to a previously certified environmental document. Passed 8.b Consideration of Amendments to Title 16 of the Arroyo Grande Municipal Code Regarding Emergency Shelters; Development Code Amendment 23-004 Planning Manager Perez presented the staff report and responded to commissioner questions regarding potential service providers, the number of properties in the Fair Oaks Mixed Use (FOMU) district, regional efforts to address homelessness and whether there is a currently proposed applicant or facility. Chair Maraviglia opened the public hearing. Page 691 of 699 3 Cathy Fields asked whether the ordinance changes are being done to comply with SB2 and whether any shelters are proposed in the pipeline. Hearing no further public comment, Chair Maraviglia closed the public hearing. Moved by Vice Chair Bruce Berlin Seconded by Chair Maraviglia Adopt a Resolution recommending that the City Council approve Development Code Amendment 23-004 regarding emergency shelters. Passed 9. NON-PUBLIC HEARING ITEMS None. 10. NOTICE OF ADMINISTRATIVE ITEMS SINCE MAY 16, 2023 Received. Chair Maraviglia opened the public comment period. Hearing no public comment, Chair Maraviglia closed the public comment period. 11. COMMISSION COMMUNICATIONS Chair Maraviglia commended the City for raising the pride flag. 12. STAFF COMMUNICATIONS Community Development Director Pedrotti highlighted the recently completed Smart Share Accessory Dwelling Unit (ADU) and Tiny Homes on Wheels (THOW) workshops. 13. ADJOURNMENT The Meeting adjourned at 7:26pm. _________________________ Jamie Maraviglia, Chair _________________________ Patrick Holub, Associate Planner Page 692 of 699 Item 12.a. MEMORANDUM TO: City Council FROM: Brian Pedrotti, Community Development Director BY: Andrew Perez, Planning Manager SUBJECT: Study Session to Discuss Potential Restrictions on Irrigated Turf Installation and Use Citywide DATE: June 27, 2023 SUMMARY OF ACTION: The purpose of this discussion is to provide the City Council an opportunity to direct staff regarding potential ordinance revisions that would limit the use of irrigated turf in landscaping for both new construction and rehabilitation projects. IMPACT ON FINANCIAL AND PERSONNEL RESOURCES: Financial impacts related to preparation for the study session consist of staff time and legal counsel time for purposes of research and writing the staff report. Additional staff time would be required to prepare ordinance revisions, should Council provide that direction. A future ordinance limiting irrigated turf would likely reduce the amount of revenue from water customers due to the high water requirements of irrigated turf. RECOMMENDATION: Receive public comment and provide direction to staff. BACKGROUND: In 2006, the State Legislature adopted the "Water Conservation in Landscaping Act" (Assembly Bill 1881), requiring the Department of Water Resources (DWR) to update the State Model Water Efficient Landscape Ordinance (MWELO). The updated model Ordinance contained several new landscape and irrigation design requirements aimed at reducing water consumption and waste in landscape irrigation. All local land use agencies were required to adopt the model Ordinance or develop an ordinance that is at least as effective. The State’s MWELO acknowledges that there is a limited water supply, and conservation and efficient use of water is critical to economic prosperity. Water efficient landscape design, installation, maintenance, and management is an important part of the water Page 693 of 699 Item 12.a. City Council Study Session to Discuss Potential Restrictions on Irrigated Turf Installation and Use Citywide June 27, 2023 Page 2 conservation strategy. The MWELO furthers this water conservation plan through the following strategies: 1) promote the values and benefits of landscaping practices that integrate and go beyond the conservation and efficient use of water; 2) establish a structure for planning, designing, installing, maintaining and managing water efficient landscapes in new construction and rehabilitated projects by encouraging the use of a watershed approach that requires cross -sector collaboration of industry, government and property owners to achieve the many benefits possible; 3) establish provisions for water management practices and water waste prevention for existing landscapes; 4) use water efficiently without waste by setting a Maximum Applied Water Allowance as an upper limit for water use and reduce water use to the lowest prac tical amount; 5) promote the benefits of consistent landscape ordinances with neighboring local and regional agencies; 6) encourage local agencies and water purveyors to use economic incentives that promote the efficient use of water, such as implementing a tiered-rate structure; and 7) encourage local agencies to designate the necessary authority that implements and enforces the provisions of the Model Water Efficient Landscape Ordinance or its local landscape ordinance. On June 14, 2011, the City adopted a Water Efficient Landscape Ordinance that was determined to be as effective in achieving water conservation goals as the State's model, but was simpler to comprehend and implement, making it less onerous on property owners and developers, and less expensive to implement. The Ordinance was incorporated into a new Chapter 16.84 of Title 16 of the City's Municipal Code. In April 2015, the Governor of California issued an executive order directing the DWR to update the State's MWELO in response to the drought that was in its fourth year at the time, and build resiliency for future droughts. The DWR adopted updates to the State’s MWELO in July 2015 and on September 15, 2015 . In 2016, AGMC Chapter 16.84 was updated to incorporate the changes to the State’s MWELO, by reference. This was the last time any standards related to landscaping contained in the AGMC were updated. Along with the rest of the state, the City felt the impacts of the multi -year drought that existed prior to the storms of this past winter. The water level at Lopez Reservoir dropped below 15,000 acre-feet triggering mandatory water conservation measures. This includes assigning a baseline amount of water for all residential customers, and imposing financial penalties when the water usage exceeds the baseline amount. This is in addition to the permanent water conservation measures, which include the prohibi tion of using water to Page 694 of 699 Item 12.a. City Council Study Session to Discuss Potential Restrictions on Irrigated Turf Installation and Use Citywide June 27, 2023 Page 3 clean driveways, patios and sidewalks, irrigation between the hours of 10:00AM and 4:00 PM, and assigned watering days based on a property’s address. ANALYSIS OF ISSUES: Projects fall within three different categories for purposes of compliance with MWELO based on the area of new or rehabilitated landscaping. Projects proposing between 500 and 2,500 square feet of landscaping are required to meet the Prescriptive Based Landscape standards. Projects proposing greater than 2,500 square feet of new or rehabilitated landscaping are subject to the Performance Based Landscape Standards. Projects proposing less than 500 square feet of landscaping are exempt from MWELO as are the following types of projects:  Farming, agriculture, and crop production including vegetable gardens, vineyards, and small orchards;  Public recreational areas (designated for active play, recreation or public assembly);  Registered local, state or federal historical sites;  Habitat restoration projects that do not require a permanent irrigation system;  Mines-land reclamation projects that do not require a permanent irrigation system; and  Existing plant collections, as part of botanical gardens and arboretums open to the public. Prescriptive standards specify that turf shall not exceed 25% of the irrigated landscape area for residential projects. Where irrigated turf is allowed, it may not be planted on sites with a slope that exceeds one foot of vertical elevation change for every four feet of horizontal length. To comply with MWELO, the remaining landscape areas must be planted with plant species that have a very-low or low water use for the North Central Coast Region according to the Water Use Classification of Landscape Species (WUCOLS). WUCOLS was developed to provide guidance for landscape professionals regarding the water needs of landscape species to be maintained in good condition. Individual plants species are categorized according to its water needs; high, moderate, low, and very low. The water needs are expressed as a numerical value and is an important factor in the MWELO formulas. No irrigated turf is allowed in non-residential projects that are subject to the Prescriptive standards. Irrigated turf is also prohibited in parkways less than ten feet wide. For purposes of this discussion, turf is defined as turfgrasses that have moderate and high-water use requirements according to WUCOLS. Turf is often ornamental and mowed regularly for aesthetics. Larger projects that are subject to the Performance Standards are subject to more stringent standards that require an applicant to show that the proposed landscaping uses less water than is available, as established by formulas contained in MWELO. The Page 695 of 699 Item 12.a. City Council Study Session to Discuss Potential Restrictions on Irrigated Turf Installation and Use Citywide June 27, 2023 Page 4 Performance standards include formulas for establishing the maximum applied water allowance, and the estimated total water usage for the landscaping proposed. Both formulas rely on the type of landscaping, irrigation type, and area of irrigated landscape. To show compliance with MWELO, the maximum applied water allowance must be greater than the estimated total water usage. While there is no absolute limitation on the amount of irrigated turf that can be installed on projects subject to the Performance standards, the formula are written in a way that makes it increasingly difficult to meet the standards as the amount of irrigated turf area increases. This can be attributed to the high water usage for turf and the inefficiency of overhead spray irrigation. This is apparent when looking at the Arroyo Grande Suggested Irrigation Schedule. As its name implies, this schedule provides a watering template for turf areas irrigated with traditional pop-up sprinklers. The schedule suggests that irrigated turf should receive 1.5 inches of water per week during the summer months (June – August). This equates to approximately 93 gallons of water for every 100 square feet of irrigated turf area per week. Following the recommendations contained in the schedule would result in the use of approximately 2,050 gallons of water to irrigate just 100 square feet of turf. Design Guidelines Many of the City’s subdivisions were conditioned to have design guidelines which are intended to facilitate high-quality architectural and landscape design that complements the project setting. Many of the existing design guidelines include standards for landscape design, including a limitation of turf area. For example, the design guidelines for the Heights at Vista del Mar limit irrigated turf to 25% of the landscape area or 500 square feet, whichever is less. Likewise, the design guidelines for the Rodeo Tract subdivision also limits irrigated turf to 25% of the landscaped area. Staff is responsible for ensuring that the individual projects comply with these standards prior to building permit issuance. After project completion, staff does not actively monitor landscaping for compliance with MWELO, and would only investigate in the event that a complaint is received from staff or the public. Regional Jurisdictions The cities of Atascadero, San Luis Obispo, Grover Beach, and Morro Bay also rely on MWELO as a means of limiting the amount of irrigated turf installation. In response to the most recent drought conditions, Paso Robles also follows the water efficiency parameters established by MWELO. Pismo Beach adopted an urgency ordinance that imposed a moratorium on new, irrigated turf installations as of May 18, 202 2 in response to the critical drought conditions and water shortage. The ordinance will remain in effect until the Municipal Code is amended to repeal the moratorium. The Code language indicates that the timing of a repeal is based on local drought conditions. Potential Code Amendment Options Although specific ordinance amendments are not being proposed at this time, staff requests that Council provide direction for future code revisions, if desired. Among the Page 696 of 699 Item 12.a. City Council Study Session to Discuss Potential Restrictions on Irrigated Turf Installation and Use Citywide June 27, 2023 Page 5 concepts for Council’s consideration include whether projects would trigger irrigated turf removal, the types of properties that would be subject to a n irrigated turf prohibition, and whether there could be exceptions for recreational purposes. MWELO already prohibits the use of irrigated turf for non-residential projects that are subject to the Prescriptive standards. An ordinance amendment can be written to prevent irrigated turf installation at all non-residential development, regardless of the size or applicable standards. Going one-step further, an ordinance amendment could require removal of existing irrigated turf when a remodel of an existing structure is proposed or there is an addition proposed. An irrigated turf removal requirement could be modeled similarly to the code requirements for fire sprinkler installations. When a project proposes to remodel more than 50% of the floor area of an existing home that is not equipped with fire sprinklers, the California Building Code requires the addition of sprinklers. A similar concept can be applied to residential properties as well, which are generally more likely to undergo a significant remodel or addition without other discretionary review by the City. An ordinance amendment prohibiting irrigated turf in front yards could further reduce the amount of irrigated turf that can be installed. While most single-family residential projects are limited to installing only 25% of their landscape area with irrigated turf due to the restrictions contained in MWELO, additional restrictions to front yard irrigated turf installations are a possibility. Front yard irrigated turf can tend to be nonfunctional and exist for aesthetic purposes rather than for active recreational use by the residents. The state defines nonfunctional irrigated turf as grass that “is solely ornamental and not regularly used for recreation. It includes areas not in active use but still requiring maintenance, such as street medians and office parking lots. Non-functional irrigated turf does not include sports fields or irrigated turf regularly used for human recreational purposes or for civic or community events.” An ordinance amendment prohibiting front yard irrigated turf for new construction could result in additional water savings,. Limitations to irrigated turf installations as a percentage of rear yard area, in addition to the prohibition of front yard irrigated turf, is another way to potentially allow small amounts of irrigated turf for recreational/pet purposes while still reducing the overall amount of irrigated turf that requires irrigation. It should also be noted that the City already incentivizes the replacement of nonfunctional irrigated turf with water wise landscaping species through the Cash for Grass Program. Since July 1, 2021 the program has resulted in the replacement of 197,149 square feet (4.53 acres) of turf with low water landscaping. Staff has provided a summary of some of the stated options above. Page 697 of 699 Item 12.a. City Council Study Session to Discuss Potential Restrictions on Irrigated Turf Installation and Use Citywide June 27, 2023 Page 6 Summary of Potential Code Amendment Options Options – Non Residential Result Status Quo Option – No change to code  Existing limitations based on MWELO  Less than 500 square feet – exempt  500-2500 square feet – prescriptive standards. Less than 25% irrigated turf.  Above 2500 square feet – performance standards Further restrictions on Non-Residential Development  No irrigated turf allowed on new non- residential projects Removal of irrigated turf as part of remodel or addition  Existing irrigated turf required to be removed.  Suggested trigger: 50% of floor area remodeled or added Options – Residential Result Status Quo Option – No change to code  Existing limitations based on MWELO  Less than 500 square feet – exempt  500-2500 square feet – prescriptive standards. Less than 25% irrigated turf.  Above 2500 square feet – performance standards Prohibition on irrigated turf in front yards  No irrigated turf allowed in front yards for new residential development Limitation of irrigated turf to percentage of rear yard area + Prohibition on irrigated turf in front yards  Limit of irrigated turf to 20% of rear yard area suggested  Allows small amounts of irrigated turf in rear yard for recreational/pet purposes Prohibition on irrigated turf on new residential development  No irrigated turf allowed on new residential projects Removal of irrigated turf as part of remodel or addition  Existing irrigated turf required to be removed.  Suggested trigger: 50% of floor area remodeled or added Next Steps Feedback from Council will determine whether an ordinance to further limit or prohibit irrigated turf installation will proceed through the regular consideration and adoption process, at which time legal counsel will also be engaged to assist in crafting a defensible ordinance. In the event that Council is supportive of pursuing additional restrictions, staff Page 698 of 699 Item 12.a. City Council Study Session to Discuss Potential Restrictions on Irrigated Turf Installation and Use Citywide June 27, 2023 Page 7 will prepare ordinance revisions for a recommendation Zone Text Amendment hearing with the Planning Commission. ALTERNATIVES: The following alternatives are provided for the Council’s consideration: 1. Direct staff to initiate Municipal Code amendments further restricting the use of irrigated turf: 2. Do not direct staff to proceed with Municipal Code amendments at this time; or 3. Provide other direction to staff. ADVANTAGES: Ordinance amendments that further restrict or prohibit the use of irrigated turf will further the City’s efforts to conserve water. DISADVANTAGES: The decrease in water usage for irrigated turf will also result in reduced revenue from water customers. ENVIRONMENTAL REVIEW: No environmental review is required for the study session. 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 699 of 699