CC 2020-06-23_10a FY 2020-21 Budget Adoption
MEMORANDUM
TO: CITY COUNCIL
FROM: BILL ROBESON, ACTING CITY MANAGER
MICHAEL STEVENS, DIRECTOR OF ADMINISTRATIVE SERVICES
SUBJECT: CONSIDERATION OF ADOPTION OF FISCAL YEAR 2020-21 BUDGET
DATE: JUNE 23, 2020
SUMMARY OF ACTION:
Adopting the FY 2020-21 Budget will allow the City to continue funding all City services
beyond the end of the current fiscal year, which ends on June 30, 2020.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The FY 2020-21 Budget includes approximately $37.7 million in operating expenditures
and contains operating costs such as salaries and benefits, services and supplies, debt
service, capital outlays, and transfers from other funds.
The total General Fund includes approximately $18 million in expenditures for the fiscal
year. General Fund revenues and transfers are projected to be $17.7 million annually for
the same period. The Budget meets the City’s Fiscal Policy goals for reserve levels and
takes into consideration financial impacts related to the COVID-19 pandemic.
RECOMMENDATION:
It is recommended the City Council adopt a Resolution approving the FY 2020-21 Budget.
BACKGROUND:
The City Council is responsible for adopting the budget which commits resources for the
upcoming fiscal year. Development of the FY 2020-21 Budget has been challenging to
say the least in the midst of the COVID-19 pandemic. While the financial impacts of the
COVID-19 pandemic are difficult to predict, they are expected to extend over multiple
fiscal cycles, and it is likely that financial recovery and stability could take multiple years
to achieve.
At the June 9, 2020, City Council meeting, staff presented the FY 2020-21 Preliminary
Budget recommendations for all of the City’s funds, including operating and capital project
funds. As part of that presentation, staff identified five cost savings measures that, if
implemented in FY 2020-21, would equate to savings of $269,300. The cost saving
measures were intended to reduce expenditures and thus increase the FY 2020-21
Item 10.a. - Page 1
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2020-21 BUDGET
JUNE 23, 2020
PAGE 2
Preliminary Budget’s General Fund Available Reserve from 18% to roughly 20% to closer
meet the City’s Fiscal Policy goal.
At that meeting, Council directed that four out of the five cost savings measures be
incorporated into the final Budget. The savings from that action totaled $199,300. In
addition, Council directed that $124,000 of the savings be used to fund the replacement
of old and outdated police radio receivers. The additional cost of the police radios added
to the cost measure savings will result in an overall decrease in expenses of $75,300.
Council’s changes to the Preliminary Budget have been incorporated and now result in
the final Budget document.
ANALYSIS OF ISSUES:
The Budget was developed using guidance and policy direction from the City Council as
well as input and collaboration from all City departments, setting forth staff’s best
professional judgment regarding future needs and resources available to the City. The
budget is built on a number of key factors and assumptions related to revenues,
expenditures, the impending economic climate, and goals and priorities for the upcoming
fiscal year.
A number of key factors and assumptions influencing the FY 2020-21 Budget include:
Financial impacts of COVID-19
Proposed status quo budget wherein no new positions or increases to City services
would occur
No additional CalPERS retirement prepayment and recognition of significant
savings from previous prepayment
Reduced sales tax revenue estimates for capital projects funded with Local Sales
Tax
Proposed General Fund balance (reserve) of 18.4%, which falls within City policy
limits
No labor cost of living increases
No change in Five Cities Fire Authority contribution percentage and payment
No budgeted stimulus monies for COVID-19 relief efforts in FY 2020-21
General Fund
The General Fund is the City’s primary operating fund. Most of the City’s basic services
are funded through the General Fund, including police, parks, planning, community
development, and administration support. Both revenue and expenditures are budgeted
to decrease compared to the second year of the current Biennial Budget, which is referred
to as the FY 2019-20 Adjusted Budget. The chart below reflects FY 2020-21 General
Fund revenue and expenditures and compares them with prior activity from Fiscal Years
2017 through 2020. The variance column compares FY 2020-21 to the FY 2019-20
Adjusted Budget. The chart also incorporates the budget changes requested by Council
at the June 9th City Council meeting.
Item 10.a. - Page 2
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2020-21 BUDGET
JUNE 23, 2020
PAGE 3
Total General Fund revenue of $17.7 million reflected in the FY 2020-21 Budget is
budgeted to decrease in total by $1.1 million or 6%.
The FY 2020-21 Budget includes the following significant revenue assumptions:
Slight increase of 1% in property tax revenue
Significant decline of 40% ($461,500) in Transient Occupancy Tax
Decrease of sales and use tax revenues of 10% or $393,100
Increase in telecommunication site leases of $30,000
Overall decrease in Recreation Services fees of $384,500, of which $210,700 is
attributed to the Children in Motion program due to COVID-19 restrictions
Total General Fund expenditures are budgeted to reach $18 million in the FY 2020-21
Budget, a decrease of $2.3 million or 11% compared to the FY 2019-20 Adjusted Budget.
The table below reflects General Fund expenditures by major account category.
2017‐18 2018‐19 2020‐21 Increase/(Decrease)
ITEM ACTUAL ACTUAL ADOPTED ADJUSTED ADOPTED $ %
Beginning Fund Balance 7,399,000$ 7,774,683$ 5,699,911$ 5,699,911$ 3,623,741$ (2,076,170) (36%)
Revenues:‐
Revenues 15,214,121 16,068,763 15,751,100 16,200,447 14,963,950 (1,236,497)
Transfers In 2,665,316 2,540,100 2,638,000 2,638,000 2,735,700 97,700
Total Revenues 17,879,437 18,608,863 18,389,100 18,838,447 17,699,650 (1,138,797) (6%)
Expenditures:
Salaries and Benefits 10,485,040 10,864,647 11,388,600 11,532,600 11,302,635 (229,965)
Services and Supplies 5,987,440 6,173,948 6,199,000 6,653,617 6,244,117 (409,500)
Debt S ervice 270,331 189,104 166,000 190,100 54,500 (135,600)
Capital Outlay 329,637 121,010 124,600 145,880 86,150 (59,730)
Transfers Out 431,306 334,926 200,300 200,300 324,300 124,000
CalPERS UAL Payment ‐ 3,000,000 2,000,000 2,000,000 ‐ (2,000,000)
Expenditure Savings ‐ ‐ (439,700) (439,700) ‐ 439,700
Total Expenditures 17,503,754 20,683,635 19,638,800 20,282,797 18,011,702 (2,271,095) (11%)
Available Fund Balance 7,774,683$ 5,699,911$ 4,450,211$ 4,255,561$ 3,311,689$ (943,872) (22%)
2020‐21
2019‐20
VARIANCE
2018‐19 2019‐20 2020‐21 to ADJUSTED
Expenditure by Major Account ACTUAL ADJUSTED ADOPTED FAV/(UNFAV) % Change
Salaries and Benefits 10,864,647$ 11,532,600$ 11,302,635$ 229,965$ 2%
Services and Supplies 6,173,948 6,653,617 6,244,117 409,500 6%
Debt Service 189,104 190,100 54,500 135,600 71%
Capital Outlay 121,010 145,880 86,150 59,730 41%
Transfers Out 334,926 200,300 324,300 (124,000) (62%)
CalPERS UAL Payment 3,000,000 2,000,000 ‐ 2,000,000 100%
Expenditure Savings ‐ (439,700) ‐ (439,700) 100%
20,683,635$ 20,282,797$ 18,011,702$ 2,271,095$ 11%
FY 2020‐21 BUDGET ‐ GENERAL FUND EXPENDITURES
Item 10.a. - Page 3
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2020-21 BUDGET
JUNE 23, 2020
PAGE 4
General Fund Available
The City’s Fiscal Policy has an established goal to maintain a General Fund balance
(reserve) of 20%, with a minimum of 15%, of expenditures. The ending General Fund
balance reserve percentage calculated in the FY 2020-21 Budget, including the cost
savings measures approved by the Council at the June 9, 2020 Council meeting, stands
at 18.4% and meets the City’s Fiscal Policy.
The table below summarizes the changes to the FY 2020-21 Preliminary Budget your
Council approved at the June 9, 2020, City Council meeting.
Per Council direction, the additional $124,000 of salary savings generated by delaying
the hiring of a vacant Police Officer position next year will be used to partially fund the
$174,000 cost to replace the Police Department’s aging and outdated radio receiver
system. Since the Preliminary Budget already included $130,000 of Community Oriented
Policing Services (COPS) grant funding to replace the radios, only a portion of COPS
funding ($50,000) will be needed for the radio replacements and the remaining $80,000
in COPS funds will be used to fund phase one of the Public Safety Video Camera project.
ALTERNATIVES:
1. Adopt a Resolution approving the FY 2020-21 Budget and making appropriations
for the amount budgeted; or
2. Revise and adopt a Resolution approving the FY 2020-21 Budget and making
appropriations for the amount budgeted.
3. Provide further direction to staff.
ADVANTAGES:
The recommendations in the Budget reflect revenue and expenditure strategies that will
accomplish the following:
• Maintain key City service levels;
• Reflect fiscal impacts due to COVID-19 pandemic; and
• Maintain reserves within the City's policy levels.
Description Department
Savings /
(Increase) Time frame
Delay hiring of City Manager position for first quarter City Administration $32,000 Qtr 1
Delay hiring of Permit Technician position for first quarter Community Development $23,100 Qtr 1
Delay hiring of Maintenance Worker I position for first quarter Public Works $20,200 Qtr 1
Delay hiring of Police Officer position for 12‐months Police $124,000 Full Ye ar
Additonal cost to purchase new digital radios for Police Dept Police ($124,000) Full Year
Total Savings $75,300
Item 10.a. - Page 4
CITY COUNCIL
CONSIDERATION OF FISCAL YEAR 2020-21 BUDGET
JUNE 23, 2020
PAGE 5
DISADVANTAGES:
The Budget does not fully address the short and long term capital replacement needs of the
City. In addition, a slight reduction in General Fund balance will be incurred if the Budget is
approved. Lastly, the financial impact of COVID-19 is still very uncertain and additional
revenue decreases over and above those budgeted are possible and will require close
monitoring by staff.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1. FY 2020-21 Budget
Item 10.a. - Page 5
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ADOPTING THE FISCAL YEAR 2020-21
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, 2020 and ending June 30, 2021 was submitted to the City Council
and is on file with the Director of Administrative Services; and
WHEREAS, the City Council also serves as the Board of Directors of the Successor
Agency to the Dissolved Arroyo Grande Redevelopment Agency; and
WHEREAS, proceedings for adoption of said Budget have been duly taken; and
WHEREAS, total Operating Expenditures for FY 2020-21 are $37,702,201.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ARROYO GRANDE DOES
RESOLVE AS FOLLOWS:
SECTION 1. The Budget is adopted for the City of Arroyo Grande for the Fiscal Year
commencing July 1, 2020 and ending June 30, 2021.
SECTION 2. At the close of each Fiscal Year, unexpended appropriations in the
Operating Budget will be carried forward to the next fiscal year as necessary to underwrite
the expense of outstanding purchase commitments. Unexpended appropriations for
authorized, but uncompleted projects as approved by the City Council may be carried
forward to the next succeeding Budget upon recommendation by the Administrative
Services Director and approval of the City Manager.
On motion of Council Member , seconded by Council Member , and on
the following roll call vote, to wit:
AYES:
NOES:
ABSENT:
the foregoing Resolution was passed and adopted this 23rd day of June, 2020.
Item 10.a. - Page 6
RESOLUTION NO.
PAGE 2
____
KEITH STORTON, MAYOR PRO TEM
ATTEST:
________
KELLY WETMORE, CITY CLERK
APPROVED AS TO CONTENT:
_______________
BILL ROBESON, ACTING CITY MANAGER
APPROVED AS TO FORM:
__
TIMOTHY J. CARMEL, CITY ATTORNEY
Item 10.a. - Page 7
CITY OF ARROYO GRANDE
State of California
Mayor Caren Ray Russum
Mayor Pro Tem Keith Storton
Council Member Kristen Barneich
Council Member Jimmy Paulding
Council Member Lan George
FY 2020‐21 Budget
Prepared and Submitted by
Department of Administrative Services
Item 10.a. - Page 8
CITY OF
Appointed Officials:
Bill Robeson, Acting City Manager
Whitney McDonald, Acting Deputy City Manager
Timothy Carmel, City Attorney
Department Directors:
Sheridan Bohlken, Recreation Services Director
Stephen Lieberman, Fire Chief
Michael Stevens, Administrative Services Director/City Treasurer
Whitney McDonald, Community Development Director
Beau Pryor, Police Chief
Bill Robeson, Public Works Director
Kelly Wetmore, Legislative & Information Services Director/City Clerk
Other Key Staff Involved in the Budget Process:
Walt Cuzick, Information Technology Manager
Robin Dickerson, City Engineer
Jill McPeek, Capital Projects Manager
Ron Simpson, Public Works Manager
Shane Taylor, Utilities Manager
Nicole Valentine, Accounting Manager
Item 10.a. - Page 9
CITY OF ARROYO GRANDE FY 2020-21 BUDGET Table of Contents
Budget Message ......................................................................................................................................................... 1
Guide to Using the FY 2020-21 Budget ...................................................................................................................... 9
Fund Summaries ....................................................................................................................................................... 12
Consolidated Summary – All Funds .......................................................................................................................... 12
General Fund ............................................................................................................................................ 13
Enterprise Funds ...................................................................................................................................... 25
Special Revenue Funds ............................................................................................................................. 28
Agency Funds ........................................................................................................................................... 40
Interfund Transfers .................................................................................................................................. 42
Department Summaries ........................................................................................................................................... 44
City Administration .................................................................................................................................. 44
Legislative & Information Services ........................................................................................................... 47
Administrative Services ............................................................................................................................ 48
Public Works ............................................................................................................................................. 49
Community Development Department ................................................................................................... 52
Police Department ................................................................................................................................... 54
Fire Department – Five Cities Fire Authority............................................................................................ 58
Recreation Services .................................................................................................................................. 59
Capital Improvement Program ................................................................................................................................. 61
Appendix A ............................................................................................................................................................... 95
Organizational Chart ................................................................................................................................ 96
Community Profile ................................................................................................................................... 97
Fiscal Policy ............................................................................................................................................ 101
Significant Accounting Policies ............................................................................................................... 104
Guide to Funds by Number .................................................................................................................... 109
Budget Glossary ..................................................................................................................................... 112
Item 10.a. - Page 10
Budget Message
1
June 23, 2020
Honorable Mayor and Members of the City Council:
The City of Arroyo Grande staff is pleased to present the Fiscal Year (FY) 2020-21
Budget. The total citywide operating budget of $37.7 million is comprised of the General
Fund, Enterprise Funds, Special Revenue Funds, and Agency Funds. The proposed
budget will continue to fund high quality services the community has come to expect, and
will invest in the future through capital improvements and maintenance activities.
By continuing to be fiscally disciplined, the City is able to create a budget that can sustain
the City through the current economic crisis, sustain our capital investment program,
avoid cuts to City services, and maintain staffing levels. A summary of the overall budget
is outlined in the Table 1 below:
Table 1 – FY 2020-21 Operating Budget
Economic Impacts of COVID-19
In March 2020, the once strong U.S. economy, which had experienced the longest
economic expansion since the 2007-2009 recession, began reversing financial gains due
to the COVID-19 pandemic. In an attempt to reduce the spread of the virus, Shelter at
Home directive and business closures were mandated throughout the Country. The U.S.
unemployment rate in January 2020 stood at 3.6%; in April 2020 that rate rose to 14.7%
and gradually fell to 13.3% in May, however, the April increase was the largest on record
dating back to 1939 as the COVID-19 crisis resulted in millions of Americans being out of
work. In addition, consumer spending tumbled by a record 16.4% in April as the U.S.
economy retrenched amid COVID-19. Although some economists are predicting that May
Beginning Fund Balance 3,623,741$ 6,192,369$ 14,739,302$ 5,904,142$ 30,459,554$
Revenues:
Revenues 14,963,950 7,573,600 4,069,027 427,240 27,033,817
Transfers In 2,735,700 4,163,318 385,300 ‐ 7,284,318
Total Revenues 17,699,650 11,736,918 4,454,327 427,240 34,318,135
Expenditures:
Salaries and Benefits 11,302,635 1,103,800 488,800 ‐ 12,895,235
Services and Supplies 6,244,117 4,478,218 1,324,971 7,800 12,055,106
Debt Service 54,500 44,900 41,170 387,749 528,319
Capital Outlay 86,150 606,100 60,000 ‐ 752,250
Transfers Out 324,300 6,487,318 4,626,073 33,600 11,471,291
Total Expenditures 18,011,702 12,720,336 6,541,014 429,149 37,702,201
Available Fund Balance 3,311,689$ 5,208,951$ 12,652,615$ 5,902,234$ 27,075,488$
Total
Enterprise
Funds
Special
Revenue
Funds
Agency
Funds
General
Fund
Item 10.a. - Page 11
Budget Message
2
retail sales will rise, up from April’s record plunge, most are predicting that consumer
spending will experience a gradual recovery over the next few years.
To provide a historical backdrop of the COVID-19 pandemic, the first confirmed case of
COVID-19 in the United States occurred in Snohomish County, Washington on January
21, 2020. California’s first confirmed COVID-19 case occurred on January 26, 2020, and
San Luis Obispo County had its first case on March 14, 2020. In an effort to curtail the
spread of COVID-19, Governor Gavin Newsom declared a State of Emergency on March
4, 2020. On March 16, 2020, the Arroyo Grande City Manager proclaimed a local
emergency in the City and the City Council ratified the proclamation at its next regular
City Council meeting on March 24, 2020. In an effort to slow the spread of the virus, a
Shelter-at-Home Order, which mandated cessation of non-essential activities and
gatherings, was initiated on March 19, 2020 to prevent further transmission of this highly
communicable virus. The Shelter at Home directive, limiting residents’ movement and the
closing of nonessential businesses, has had a significant impact on how the City conducts
business and more specifically on the City’s ability to generate revenue.
City Response to COVID-19
The City has a strong and solid history of being an organization that is financially resilient.
Being financially responsive to economic fluctuations includes making projections and
decisions that are forward-thinking and financially conservative. It includes maintaining
strong financial reserves and only using those reserves when unprecedented economic
impacts warrant their use, as was the case with the current COVID-19 pandemic. At the
onset of the virus, the City took a proactive approach in its effort to understand and
address the financial impacts brought on by COVID-19.
One of the City’s first actions, demonstrating its responsiveness to the virus, was to
develop a current year financial forecast to quantify the financial impacts resulting from
the Shelter at Home Order and business closures. At the April 14th, 2020, City Council
meeting, Council members and City staff reviewed and discussed impacts to City revenue
due to COVID-19. Staff estimated that revenues in the current 2019-20 fiscal year would
be negatively impacted by approximately $1.2 million dollars. Following the April 14th
meeting, at the subsequent City Council meeting on April 28, 2020, the City Council
approved short-term cost containment strategies to address the anticipated revenue
shortfall. These strategies included implementing a hiring and travel chill, identifying
operating cost savings, and use of one-time available reserves to offset a portion of the
reduced revenue. The City’s cost containment strategies identified roughly $586,000 in
expenditure savings and the remaining $647,000 shortfall would be addressed with
available General Fund reserves. The action taken in the final quarter of FY 2019-20, to
mitigate the financial impacts of the COVID-19 virus, was critical in minimizing the amount
of General Fund reserves used, freeing up those dollars to use as a source of funding in
the FY 2020-21 budget year.
Item 10.a. - Page 12
Budget Message
3
The City also took action to help residents and businesses impacted by the pandemic.
The Council on April 14th, 2020, waived late payment penalties for water and sewer
services for the billing dates of March and April 2020. Council also suspended any
discontinuance of water service for nonpayment based on the State’s executive order N-
42-20. In addition to helping residents by waiving water and sewer late penalties, the City
Council also approved a resolution to waive late penalties and interest accrued for the
months of March through May 2020 to local lodging businesses required to pay Transient
Occupancy Taxes.
FY 2020-21 Budget Overview
The FY 2020-21 citywide operating budget nets to approximately $37.7 million in
operating expenditures and includes costs such as salaries and benefits, services and
supplies, debt service, capital outlays, and transfers from other funds. The total General
Fund, which is the fund that supports city services such as police, fire, parks, as well as
planning, community development, and administrative support, includes approximately
$18 million in expenditures for the upcoming fiscal year.
Highlights of the Budget Include:
Proposed status quo budget wherein no new positons or increases to City services
would occur
No additional CalPERS retirement prepayment and recognition of significant savings
from the previous prepayment
Proposed General Fund balance (reserve) of 18.4%, which falls within City policy
limits
No cost of living labor increases
No change in Five Cities Fire Authority contribution percentage and payment
No budgeted stimulus monies for Coronavirus relief efforts in FY 2020-21
No layoffs or furloughs
Revenue Highlights
The FY 2020-21 Budget reflects the financial challenges ahead, mainly in the form of lost
revenue, a result of the COVID-19 pandemic. The City anticipates a revenue loss next
fiscal year of approximately $1.6 million, or 6% decrease versus the FY 2019-20 Adjusted
Budget.
Property Tax - Property tax and Property tax in lieu of Vehicle License Fee (VLF) make
up approximately 48% of the City’s total revenue. Property taxes are based on a lien
date of January 1st of each year. The property tax amounts due for the 2020-2021
Annual Secured Property Tax have a lien date of January 1, 2020, and therefore
property taxes are not expected to decline due to the economic impact of COVID-19.
Item 10.a. - Page 13
Budget Message
4
Overall, property taxes are expected to increase by one percent versus the current FY
2019-20 Adjusted Budget.
Sales & Use Tax - A portion of sales tax revenue is directly impacted by tourism and
the sales tax dollars generated from visitor’s purchases at local restaurants and
stores. Sales tax receipts are also impacted by both discretionary and non-
discretionary spending and heavily influenced by public perception of how the
economy is doing. The City’s sales tax collections are the second largest revenue
source in the City and accounts for 24% of total revenue.
The FY 2020-21 budgeted sales tax revenue reflects a 10% decrease or $393,100
versus the FY 2019-20 Adopted Budget. The budgeted sales tax revenue is based on
estimates provide by City’s sales tax consultant and is specific to the Arroyo Grande
region and based on the City’s unique sales tax demographics and business
characteristics. Next year’s sales tax projection also takes into consideration the
economic impacts of COVID-19 on sales tax generation by analyzing and forecasting
each of the City’s industry groupings.
Transient Occupancy Tax - Tourism plays an important role in the vitality of the City.
Lodging establishments in the City not only provide a place for visitors to stay while in
the City, but also generate additional income in the form of Transient Occupancy Tax
(TOT). Impacts of the Shelter at Home Order are expected to extend into next fiscal
year negatively impacting TOT revenues. Even if the Shelter at Home Order were to
be revoked or relaxed, TOT revenue may continue to be weak as a result of
recessionary impacts or a hesitancy by travelers to travel for health concern reasons.
TOT revenue is budgeted to decrease by 40%, or $461,500 versus the FY 2019-20
Adjusted Budget. Staff took a cautious approach when budgeting for TOT revenue
and forecasted the upcoming year based on a percentage of current year actuals. The
budget assumes that TOT revenue for FY 2020-21 would likely pick up in summer
months and then gradually increase throughout the year, however, never reaching
pre-COVID-19 historical rates.
Telecommunication Site Leases - The increase in telecommunication site leases of
$30,000 versus the FY 2019-20 Adopted Budget is a reflection of annual contractual
site lease increases and the addition of two site leases not included in the FY 2019-
20 Adopted Budget.
Recreation Services Fees
Overall, Recreation Services revenue is expected to decrease by $384,500 in FY
2020-21. The majority of that variance is within the Children in Motion program which
is budgeted at $220,300 and is forecasted to be unfavorable by 49% or $210,700
compared to the FY 2019-20 Adjusted Budget. The decrease in fee revenue for the
Children in Motion program is a significant reduction in comparison to program
Item 10.a. - Page 14
Budget Message
5
revenue of $476,140 received in FY 2018-19 and $327,724 projected for the current
fiscal year.
The Children in Motion program was closed in mid-March due to COVID-19
restrictions and has resumed operations in June 2020, but at a significantly reduced
capacity. The budget assumes that heading into next fiscal year the Children in Motion
program’s capacity and participation levels will gradually increase throughout the year,
but will end the fiscal year at 60% of normal capacity.
Expenditure Highlights
On the expenditure side, the FY 2020-21 Budget is largely a status quo budget that
continues the current level of City services and maintains existing staffing levels. Total
General Fund expenditures of $18.1 million are budgeted to decrease by $2.2 million or
11% compared to the FY 2019-20 Adjusted Budget.
Due to steady growth in revenues and a commitment to cost containment in previous
years, the City had built up a significant reserve and was able to make one-time
investments of $3 million and $2 million respectively to pay down a portion of the City’s
unfunded pension liability in FY 2018-19 and FY 2019-20. The prepayment in FY 2019-
20 explains the majority of the favorable expenditure variance comparing the current fiscal
budget year to the upcoming FY 2020-21 Budget.
During the budget process, City staff focused on cost containment to address the
anticipated budget impacts from lost revenue due to COVID-19. Departments were
tasked with coming up with internal solutions to offset inflationary related cost increases.
This included managing City programs with existing resources and minimizing the amount
of discretionary spending.
As mentioned, salary and benefit costs are based on current salary rates and do not factor
in any cost of living increases next fiscal year. The City, working with one of its largest
employee bargaining unit, was able to negotiate a status quo agreement without any
changes to salary costs. The other major bargaining unit within the City is expected to
resume negotiations in early July 2020.
As part of budget balancing strategies aimed at addressing revenue losses due to
COVID-19 in the current year, the City implemented a citywide hiring chill in April 2020.
The existing hiring chill is budgeted to remain in effect though the first quarter of FY 2020-
21. The following positions impacted by the hiring chill and budgeted to remaining vacant
through the first quarter include the City Manager, Permit Technician, and a Maintenance
Worker positions. Additionally, a Police Officer position will remain vacant for the full fiscal
year and the savings associated with the vacancy will be used to replace the Police
department’s outdated radio equipment.
Item 10.a. - Page 15
Budget Message
6
Public Safety services make up 43% of all City expenditures. Public Safety expenditures
are budgeted to decrease by 3% or $174,000 in the upcoming fiscal year. The City’s
contribution to the Five Cities Fire Authority (FCFA) to provide emergency response and
fire protection services is based on a formula outlined in the Second Amendment to the
FCFA Joint Exercise of Powers Agreement and used to determine the funding
contributions for the three agencies that participate in the FCFA. Arroyo Grande’s
contribution percentage is 45.01% for a total payment of $2,580,955. The contribution
percentage and required payment for fire services in FY 2020-21 will not change from the
current fiscal year. Police department expenditures are expected to decrease by
$174,000, the majority of that is due to a reduction in debt service for leased vehicles.
The Police department’s standard practice has been to purchase vehicles through a lease
to purchase program over a four-year period. The lease for Police Administrative vehicles
expired in May 2019 and the lease for Police Patrol vehicles expired in May 2020. The
City now owns these vehicles outright due to the expiration of the leases. The lease
savings in delaying and not replacing these vehicles over the next fiscal year will result in
total savings of $133,000.
The City is poised to make $5.7 million in capital investments. Thirty-eight (38%) percent
of the budgeted capital investment is funded with Local Sales Tax funding. The budget
continues the City’s commitment to utilize revenues from the 2006 half-cent Local Sales
Tax Measure for the purposes it was intended to, which includes transportation projects,
infrastructure improvements, public safety needs, and facility upgrades to meet
Americans with Disabilities Act (ADA) requirements. Unfortunately, the number of projects
that are waiting for available funding clearly exceeds the amount of Local Sales Tax
dollars available.
Overall, the Budget for FY 2020-21 relies on $310,000 or 1.7% in General Fund reserves
to balance the budget. The FY 2020-21 Budget’s ending reserve balance of 18.4% falls
within the City’s Fiscal Policy guidelines. Table 2 shows next year’s financial statement
and ending General Fund balance reserve.
Item 10.a. - Page 16
Budget Message
7
Table 2 – FY 2020-21 General Fund Budget
Summary
While the current economic crisis brought on by the COVID-19 pandemic poses a
challenge both now and into future months, the FY 2020-21 Budget is the City’s best effort
to predict and meet the challenge head on, while continuing to provide vital community
services. The City is financially sound and posed to be resilient even in light of the
unforeseeable challenges in the upcoming fiscal year. That being said, the proposed
budget does not have sufficient funding to enable the City to meet all the identified
community needs such as key capital investments, pavement management goals,
additional sidewalk repairs, park improvements, and increased Police patrols. However,
the City is committed to living within its means and will prioritize community needs and
available resources to provide the very best service to the community.
Lastly, it would not be possible to develop or administer the City budget without the
leadership and direction provided by the City Council and the ongoing commitment of the
staff. Therefore, this budget is presented with thankful appreciation for the efforts on
behalf of the community.
Sincerely,
BILL ROBESON – ACTING CITY MANAGER
WHITNEY MCDONNALD – ACTING DEPUTY CITY MANAGER
2017‐18 2018‐19 2020‐21 Increase/(Decrease)
ITEM ACTUAL ACTUAL ADOPTED ADJUSTED ADOPTED $ %
Beginning Fund Balance 7,399,000$ 7,774,683$ 5,699,911$ 5,699,911$ 3,623,741$ (2,076,170) (36%)
Revenues:‐
Revenues 15,214,121 16,068,763 15,751,100 16,200,447 14,963,950 (1,236,497)
Transfers In 2,665,316 2,540,100 2,638,000 2,638,000 2,735,700 97,700
Total Revenues 17,879,437 18,608,863 18,389,100 18,838,447 17,699,650 (1,138,797) (6%)
Expenditures:
Salaries and Benefits 10,485,040 10,864,647 11,388,600 11,532,600 11,302,635 (229,965)
Services and Supplies 5,987,440 6,173,948 6,199,000 6,653,617 6,244,117 (409,500)
Debt S ervice 270,331 189,104 166,000 190,100 54,500 (135,600)
Capital Outlay 329,637 121,010 124,600 145,880 86,150 (59,730)
Transfers Out 431,306 334,926 200,300 200,300 324,300 124,000
CalPERS UAL Payment ‐ 3,000,000 2,000,000 2,000,000 ‐ (2,000,000)
Expenditure Savings ‐ ‐ (439,700) (439,700) ‐ 439,700
Total Expenditures 17,503,754 20,683,635 19,638,800 20,282,797 18,011,702 (2,271,095) (11%)
Available Fund Balance 7,774,683$ 5,699,911$ 4,450,211$ 4,255,561$ 3,311,689$ (943,872) (22%)
Percent of Op Expenditures 44.4% 27.6% 22.7% 21.0%18.4%
2020‐21
2019‐20
Item 10.a. - Page 17
,. ,. ,.
Budget Message
8
THIS PAGE IS INTENTIONALLY LEFT BLANK
Item 10.a. - Page 18
CITY OF
Guide to Using the FY 2020-21 Budget
9
INTRODUCTION
The City’s Budget is a flexible spending plan that is the legal authority for departments to commit financial
resources to provide services within the City of Arroyo Grande. The FY 2020‐21 Budget is the fiscal spending
plan for the City and covers the period from July 1st, 2020, through June 30th, 2021. The Operating Budget for
Fiscal Year (FY) 2020‐21 is $37.7 million, which includes $18 million in General Fund expenditures and $19.7
million in Other Funds (i.e., Water & Sewer Operations, Grant Funds, Street Maintenance, etc.). The City’s
General Fund Budget is approximately 48% of the total Operating Budget in FY 2020‐21. The City’s General Fund
Budget provides the majority of services commonly associated with local city government (i.e., public safety,
recreation, community development, general government, and public works). The Capital Improvement
Program expenditures, which make up $5.7 million in FY 2020‐21, have also been included in the Operating
Budget. More detail is provided throughout this document.
General Fund
$18,011,702 48%Special Revenue
$6,541,014 17%
Enterprise
$12,720,336 34%
Agency
$429,149 1%
FY 2020‐21 Operating Budget ‐$37.7 Million
Item 10.a. - Page 19
Guide to Using the FY 2020-21 Budget
10
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:
2017‐18 Actual: This represents the actual results for the 2017‐18 fiscal year.
2018‐19 Actual: This represents the actual results for the 2018‐19 fiscal year.
2019‐20 Adopted Budget: This is the original budget adopted by the City Council for the 2019‐20 fiscal
year.
2019‐20 Adjusted 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.
2020‐21 Adopted Budget: This is the proposed budget for the 2020‐21 fiscal year.
A comparison of the FY 2020‐21 Adopted Budget against the prior year Adopted Budget and Adjusted
Budget is provided. This can assist you in understanding how the various budgets have increased or
decreased from year to year.
Significant budget changes are provided in each department to assist in identifying specific items that cause an
increase or decrease in the budget.
Item 10.a. - Page 20
(A) 2019 -20 Adopted (8) 2019-20 Adjusted
Compared to Compared to
(C) 2020-21 Adopted (C) 2020-21 Adopted
(A) (Bl (C)
2019-20 2019-20 2020-21 Ch a nge VS ADOPTED Ch a nge VS ADJ USTED
2017-18 2018-19 ADOPTED ADJU STED ADOPTED l n cr/(Dec) l n cr/(Dec)
ACT UAL ACT UAL BUDGE T BUDGET BUDGE T s % s %
Expenditures by Program
Ci ty Co uncil s 81,237 s 110,727 s 99,200 s 115,700 s 125,200 s 26,000 26% s 9,500 8%
Reti rees Hea l t h 234,953 236,294 235,000 235,000 235,000 0% 0%
City M a n ager 318,547 320,035 395,900 420,900 429,500 33,600 8% 8,600 2%
City Attorn ey 273,018 247,086 283,200 283,200 283,200 0% 0%
Tota l s 907,755 s 914,142 S 1,013,300 S 1,054,800 S 1,072,900 s 59,600 s 18,100
Guide to Using the FY 2020-21 Budget
11
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.
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. No additional CalPERS retirement prepayment and recognition of significant savings from previous
prepayment
2. No cost of living increases for labor costs
3. No change in the Five Cities Fire Authority contribution percentage and payment for fire and medical
emergency services
4. No budgeted stimulus monies for Coronavirus relief efforts in FY 2020‐21
5. General increase of 2% inflationary factor for some contracts/agreements
6. One‐year budget versus previous Biennial Budget in light of uncertainties inherent in the future
economic recovery following COVID‐19
7. Financial impacts of COVID‐19 and predicted period of economic slowdown assumed in budget
8. Proposed General Fund available (reserve) of 18.4%, which falls within City policy limits
9. Proposed Status Quo wherein no new positions or increases to City services would occur
Item 10.a. - Page 21
FUND SUMMARIES
12
CONSOLIDATED SUMMARY – ALL FUNDS
2020-21 BUDGET
Beginning Fund Balance 3,623,741$ 6,192,369$ 14,739,302$ 5,904,142$ 30,459,554$
Revenues:
Revenues 14,963,950 7,573,600 4,069,027 427,240 27,033,817
Transfers In 2,735,700 4,163,318 385,300 - 7,284,318
Total Revenues 17,699,650 11,736,918 4,454,327 427,240 34,318,135
Expenditures:
Salaries and Benefits 11,302,635 1,103,800 488,800 - 12,895,235
Services and Supplies 6,244,117 4,478,218 1,324,971 7,800 12,055,106
Debt Service 54,500 44,900 41,170 387,749 528,319
Capital Outlay 86,150 606,100 60,000 - 752,250
Transfers Out 324,300 6,487,318 4,626,073 33,600 11,471,291
Total Expenditures 18,011,702 12,720,336 6,541,014 429,149 37,702,201
Available Fund Balance 3,311,689$ 5,208,951$ 12,652,615$ 5,902,234$ 27,075,488$
Total
Enterprise
Funds
Special
Revenue
Funds
Agency
Funds
General
Fund
Item 10.a. - Page 22
FUND SUMMARIES
13
GENERAL FUND
FUND: 010 GENERAL FUND
2017-18 2018-19 2020-21 Increase/(Decrease)
ITEM ACTUAL ACTUAL ADOPTED ADJUSTED ADOPTED $ %
Beginning Fund Balance 7,399,000$ 7,774,683$ 5,699,911$ 5,699,911$ 3,623,741$ (2,076,170) (36%)
Revenues:-
Revenues 15,214,121 16,068,763 15,751,100 16,200,447 14,963,950 (1,236,497)
Transfers In 2,665,316 2,540,100 2,638,000 2,638,000 2,735,700 97,700
Total Revenues 17,879,437 18,608,863 18,389,100 18,838,447 17,699,650 (1,138,797) (6%)
Expenditures:
Salaries and Benefits 10,485,040 10,864,647 11,388,600 11,532,600 11,302,635 (229,965)
Services and Supplies 5,987,440 6,173,948 6,199,000 6,653,617 6,244,117 (409,500)
Debt Service 270,331 189,104 166,000 190,100 54,500 (135,600)
Capital Outlay 329,637 121,010 124,600 145,880 86,150 (59,730)
Transfers Out 431,306 334,926 200,300 200,300 324,300 124,000
CalPERS UAL Payment - 3,000,000 2,000,000 2,000,000 - (2,000,000)
Expenditure Savings - - (439,700) (439,700) - 439,700
Total Expenditures 17,503,754 20,683,635 19,638,800 20,282,797 18,011,702 (2,271,095) (11%)
Available Fund Balance 7,774,683$ 5,699,911$ 4,450,211$ 4,255,561$ 3,311,689$ (943,872) (22%)
Percent of Expenditures 44.4% 27.6% 22.7% 21.0%18.4%
2020-21
2019-20
This is the primary operating fund of the City, which accounts for resources and services traditionally associated with
government. The General Fund provides administrative, financial, police protection, community development, public works, and
recreation services to the community and other funds. The General Fund accounts for revenues that have unrestricted uses and
are not required legally or by contractual agreement to be accounted for in another fund.
Item 10.a. - Page 23
FUND SUMMARIES
14
GENERAL FUND REVENUES BY SOURCE
Item 10.a. - Page 24Other Revenue Charges for Services 7% Licenses & Permits 3% Other Taxes 11% Franchise Fees 4% Transient Occupancy Tax 4% 4% Sales Tax 21% Transfers 15% Property Taxes 31%
FUND SUMMARIES
15
GENERAL FUND REVENUE TRENDS
Property Tax
Property taxes are projected to grow by 1% in 2020-21.
Sales & Use Tax
A decrease of 10% in sales tax revenue is projected based on the continued impacts from COVID-19 - Budget
based on estimates provided by HdL.
Transient Occupancy Tax
Transient Occupancy Tax is showing a decrease of 40% based on continued impacts from Shelter at Home order
and travel restrictions.
Other Taxes
Other taxes include Property Tax in Lieu of VLF and Business License Tax.
Item 10.a. - Page 25
IN THOUSA NDS
6,000
5,000
4,000 ...
3,000 ..
2,000
1,000
It
11-12
_____.---.. •
I ♦---♦ ■ ■ ~ ----■ ---■ ■
• ~ !
= = =
: A
12-13 13-14 14-15 15-16 16-17 17-18 18-19 19-20
FISCAL YEAR
.....
--Property Tax ..
-Sales & Use Tax
....-Transient
Occupancy Tax
-Franchise Fees
--Other Taxes
ii
2 0-21
FUND SUMMARIES
16
GENERAL FUND REVENUE DETAIL
FISCAL YEAR
2020-21 VARIANCE VARIANCE
2017-18 2018-19 ADOPTED ADJUSTED ESTIMATED ADOPTED to ADOPTED to ADJUSTED
ACCOUNT LINE ITEM ACTUAL ACTUAL BUDGET BUDGET FORECAST BUDGET FAV/(UNFAV) FAV/(UNFAV)
BUDGET ANALYSIS
TAXES
4001 Current Secured 4,819,065$ 5,167,326$ 5,135,200$ 5,243,800$ 5,027,504$ 5,280,241$ 145,041$ 36,441$
4002 Current Unsecured 108,604 119,078 109,000 113,600 115,856 121,680 12,680 8,080
4003 Prior Secured (11,015) (17,192) (10,000) (10,000) (16,727) (17,567) (7,567) (7,567)
4004 Prior Unsecured 5,963 4,488 4,200 4,200 4,367 4,586 386 386
4005 Redemptions 385 403 300 300 300 - -
4007 Property Tax in Lieu of VLF 1,559,664 1,652,584 1,695,000 1,719,000 1,741,000 1,741,000 46,000 22,000
4008 Triple Flip - Sales Tax - - - -
4010 Transient Occupancy Tax 961,923 1,029,648 1,192,000 1,141,500 839,000 680,000 (512,000) (461,500)
4011 Sales & Use Tax 3,918,956 4,099,852 3,994,800 3,989,100 3,432,000 3,596,000 (398,800) (393,100)
4012 Sales Tax-Safety 145,097 153,935 153,600 153,600 163,000 153,600 - -
4013 Property Transfer Tax 151,509 120,580 110,000 110,000 110,000 110,000 - -
4030 Franchise Taxes 609,182 642,952 630,400 689,500 690,000 690,000 59,600 500
4050 Business License Tax 87,649 102,794 95,000 100,000 102,000 110,000 15,000 10,000
Total 12,356,981 13,076,448 13,109,500 13,254,600 12,208,000 12,469,840 (639,660) (784,760)
LICENSES & PERMITS
4124 Fire Permits 14,768 14,273 15,900 15,900 16,632 16,000 100 100
4125 Police Permits 46,831 51,685 40,000 40,000 37,324 40,000 - -
4126 Other Permits-Alcohol 40 100 - - 70 - - -
4127 Other Permits-Tobacco Retailers 1,716 2,043 1,800 1,800 1,974 2,000 200 200
4128 Other Permits-Solicitation 133 104 200 200 141 200 - -
4141 Other Permits-Encroachment 91,718 75,704 85,500 85,500 85,464 85,500 - -
4161 Sign Permits 2,462 2,643 4,000 4,000 3,936 4,000 - -
4162 Use Permits 40,079 57,263 59,600 59,600 20,000 15,000 (44,600) (44,600)
4164 Use Permits-Temporary 2,086 2,174 4,900 4,900 1,276 2,100 (2,800) (2,800)
4181 Building Permits 168,895 315,762 264,500 305,000 300,303 310,000 45,500 5,000
4182 Plumbing Permits 4,021 5,205 7,800 7,800 3,890 4,300 (3,500) (3,500)
4183 Electrical Permits 24,628 46,314 48,800 48,800 49,577 51,000 2,200 2,200
4185 Excav/Grade Permits 13,790 18,783 11,600 11,600 20,789 19,000 7,400 7,400
4187 Mechanical Permits 7,550 11,597 10,200 10,200 5,928 10,200 - -
4188 Other Permits-Roof - - - -
4189 Other Permits-Demolition 1,670 3,166 2,000 2,000 6,400 2,000 - -
Total 420,386 606,815 556,800 597,300 553,704 561,300 4,500 (36,000)
FINES
4201 Vehicle Code Fines 30,638 34,253 35,000 35,000 30,356 35,000 - -
4202 Local Ordinance 3,045 1,228 2,000 2,000 531 2,000 - -
4203 Parking 17,719 8,680 8,000 8,000 6,187 8,000 - -
Total 51,402 44,160 45,000 45,000 37,074 45,000 - -
USE OF MONEY AND PROPERTY
4301 Interest 36,634 51,341 36,000 36,000 36,000 10,000 (26,000) (26,000)
4350 Rent 63,008 61,944 55,000 55,000 53,513 63,100 8,100 8,100
4351 Telecommunication Site Leases 284,418 302,223 250,000 300,000 327,000 330,000 80,000 30,000
4353 Rent-Commercial Buildings 16,299 18,288 15,500 15,500 16,779 15,000 (500) (500)
FISCAL YEAR 2019-20
Item 10.a. - Page 26
FUND SUMMARIES
17
FISCAL YEAR
2020-21 VARIANCE VARIANCE
2017-18 2018-19 ADOPTED ADJUSTED ESTIMATED ADOPTED to ADOPTED to ADJUSTED
ACCOUNT LINE ITEM ACTUAL ACTUAL BUDGET BUDGET FORECAST BUDGET FAV/(UNFAV) FAV/(UNFAV)
USE OF MONEY AND PROPERTY (continued)- - - -
4354 Park User Fees 78,237 85,309 55,000 55,000 69,430 60,000 5,000 5,000
4355 Building Supervision 1,683 7,090 - - - - -
4356 Le Point Charging Station 1,101 1,744 - - 1,162 1,000 1,000 1,000
4375 Returned Check Fees 525 175 200 200 25 200 - -
4376 Collection-Credit Bureau 49 440 - - 105 - - -
Total 481,953 528,554 411,700 461,700 504,014 479,300 67,600 17,600
AID FROM OTHER GOVERNMENTS
4411 Motor Vehicle License Fees 9,336 8,598 10,000 10,000 14,100 10 (9,990) (9,990)
4413 Homeowners P.T.R.33,016 33,566 34,000 34,000 33,000 34,000 - -
4424 ICAC Reimbursement 7,950 2,110 5,000 5,000 - 5,000 - -
4426 P.O.S.T. Reimbursement 243 9,428 10,000 10,000 18,878 10,000 - -
4427 Mandated Cost Recovery 4,899 8,851 5,500 5,500 20,822 5,500 - -
4428 FEMA Revenue 19,292 - - - - -
4448 Assist to Firefighters Grant - FEMA - -
4451 Lucia Mar Reimbursement 67,535 66,717 71,600 71,600 68,703 69,000 (2,600) (2,600)
4458 State Grant 216,904 45,422 - 18,880 18,100 - - (18,880)
4460 Department of Justice Grant - -
4462 Local Grant - (1,429) - - - -
4479 Office of Traffic Safety Grant - Police - - - - -
4499 Rev from other Govmt Agencies - 727 - - 859 - - -
Total 359,175 173,990 136,100 154,980 174,462 123,510 (12,590) (31,470)
COMMUNITY DEVELOPMENT CHARGES FOR SERVICES
4501 Developer Application Fees 23,642 1,966 29,900 29,900 10,544 11,000 (18,900) (18,900)
4502 Filing/Certificate Fees 6,809 3,054 6,700 6,700 8,492 6,700 - -
4503 File Fees-Variances - - 1,700 1,700 - - (1,700) (1,700)
4504 File Fees-Appeals 2,002 427 1,500 1,500 854 1,000 (500) (500)
4505 Plan Check Fees 225,613 427,688 264,500 399,000 430,000 420,000 155,500 21,000
4506 Lot Split/Subdivision 9,515 21,473 12,900 12,900 5,485 10,000 (2,900) (2,900)
4507 Architect Review Fees 12,078 4,375 16,000 16,000 5,418 10,000 (6,000) (6,000)
4509 Home Occupancy Permits 6,487 8,537 6,800 6,800 6,762 6,800 - -
4510 Miscellaneous Plan Fees 28,108 26,069 17,800 17,800 29,617 28,000 10,200 10,200
4511 Pre-application Reviews 5,104 929 6,700 6,700 2,456 2,500 (4,200) (4,200)
4512 Sign Reviews 4,424 2,934 5,500 5,500 1,812 2,500 (3,000) (3,000)
4514 Minor Exceptions 824 1,738 3,300 3,300 999 2,000 (1,300) (1,300)
4518 EIR Administrative Fee 150 4,983 6,300 6,300 - - (6,300) (6,300)
Total 324,756 504,173 379,600 514,100 502,439 500,500 120,900 (13,600)
RECREATION CHARGES FOR SERVICES
4602 Children in Motion 434,511 476,140 434,500 431,000 327,724 220,300 (214,200) (210,700)
4603 Play/Learn Sessions 74,897 91,668 93,600 93,600 70,239 47,900 (45,700) (45,700)
4604 Play/Learn-Summer 4,711 4,729 4,600 4,600 2,848 2,300 (2,300) (2,300)
4605 Special Interest Classes 160,257 203,469 160,300 181,900 131,568 109,200 (51,100) (72,700)
4606 Sports Leagues 23,325 14,935 34,700 24,400 10,277 6,200 (28,500) (18,200)
4607 Special Events 18,522 28,638 21,600 21,600 15,209 13,100 (8,500) (8,500)
4608 Softball Leagues 30,018 26,121 31,900 31,900 15,953 11,700 (20,200) (20,200)
4609 Recreation - Other Revenue 6,576 6,511 6,200 6,200 384 - (6,200) (6,200)
4613 Five Cities Youth Basketball - - - - 120 - - -
4614 Youth Wrestling Fund Raising 1,000 2,090 - - 2,552 - - -
4615 Children in Motion - Classes - 450 - - 5 - - -
Total 753,817 854,751 787,400 795,200 576,879 410,700 (376,700) (384,500)
FISCAL YEAR 2019-20
Item 10.a. - Page 27
FUND SUMMARIES
18
FISCAL YEAR
2020-21 VARIANCE VARIANCE
2017-18 2018-19 ADOPTED ADJUSTED ESTIMATED ADOPTED to ADOPTED to ADJUSTED
ACCOUNT LINE ITEM ACTUAL ACTUAL BUDGET BUDGET FORECAST BUDGET FAV/(UNFAV) FAV/(UNFAV)
PUBLIC WORKS CHARGES FOR SERVICES
4701 Miscellaneous Engineering Fees 2,130 755 2,800 2,800 1,900 2,800 - -
4702 Engineering Map/Plan Check 71,468 75,108 66,100 66,100 27,068 66,100 - -
4703 Engineering Inspection Fees 25,301 40,137 169,300 213,300 213,283 213,300 44,000 -
4704 Grading Fees 1,529 - 2,000 2,000 2,000 - -
4706 Stormwater Permit Fees - 9,887 5,423 - - -
Total 100,428 125,887 240,200 284,200 247,674 284,200 44,000 -
OTHER CHARGES FOR SERVICES
4728 Fingerprint Fees - - - -
4731 Live Scan Fingerprinting 2,620 814 1,700 1,700 647 1,700 - -
4753 Sanitation District Billing Services 17,671 21,932 15,000 15,000 16,883 17,000 2,000 2,000
4762 Sewer Facility Charge 2,112 6,400 3,600 3,600 6,865 6,400 2,800 2,800
4771 County TMD Assessment Admin Fee 1,924 2,036 1,500 1,500 1,471 1,500 - -
4772 FCFA Admin/Support Services 26,028 23,343 32,500 32,500 32,500 32,500 - -
Total 50,355 54,524 54,300 54,300 58,366 59,100 4,800 4,800
OTHER REVENUE
4801 Other Revenue 62,046 14,511 15,000 23,567 14,190 15,000 - (8,567)
4802 Sales-Land - - - - - -
4803 Sales-Equipment/Materials 50,571 35,000 2,000 2,000 - (2,000) (2,000)
4804 Sales-Publications/Reports 474 636 500 500 348 500 - -
4805 Insurance Refunds/Dividends - - - - - - -
4807 Expense Recovery 21,978 18,039 8,000 8,000 3,252 8,000 - -
4808 Expense Recovery-Police 12,103 31,398 5,000 5,000 7,304 7,000 2,000 2,000
4816 Other Financing Sources 167,695 - - - - - -
4818 Cash over(short)(0) (117) - - (22) - - -
4826 Capital Contributions - - - - - - -
4880 Bond Proceeds - (5) - - - - -
Total 314,867 99,462 30,500 39,067 25,072 30,500 - (8,567)
TRANSFERS IN
4901 Personnel Transfers 1,313,896 1,217,604 1,263,200 1,263,200 1,263,200 1,290,900 27,700 27,700
4902 Operating Transfers - - - - - - -
4903 Cost Allocation 935,524 1,102,692 1,124,200 1,124,200 1,124,200 1,124,200 - -
4907 Transfers In - CDBG Fund - - - - - - -
4909 Transfers In - TBID Fund 3,000 3,000 3,000 3,000 1,500 3,000 - -
4920 Transfers In - Streets Fund - - - - - -
4930 Transfers In - Sewer Fund - - - - - -
4940 Transfers In - Water Fund - - - - - -
4950 Transfers In - Sales Tax Fund 343,896 216,804 222,600 222,600 222,600 292,600 70,000 70,000
4952 Transfers In - RDA Successor Fund 69,000 - 25,000 25,000 25,000 25,000 - -
Total 2,665,316 2,540,100 2,638,000 2,638,000 2,636,500 2,735,700 97,700 97,700
Grand Total 17,879,437$ 18,608,863$ 18,389,100$ 18,838,447$ 17,524,184$ 17,699,650$ (689,450)$ (1,138,797)$
FISCAL YEAR 2019-20
Item 10.a. - Page 28
FUND SUMMARIES
19
GENERAL FUND EXPENDITURE
Item 10.a. - Page 29FY 2020-21 GENERAL FUND EXPENDITURES ■ Salaries and Benefits ■ Services and Supplies ■ Debt Service ■ Capital Outlay ■ Transfers Out
FUND SUMMARIES
20
GENERAL FUND EXPENDITURE BY OBJECT
2020-21
2017-18 2018-19 ADOPTED ADJUSTED ADOPTED
ACCOUNT LINE ITEM ACTUAL ACTUAL BUDGET BUDGET BUDGET $%
SALARIES/FRINGE BENEFITS
5101 Salaries-Full Time 4,496,088$ 4,577,607$ 5,769,900$ 5,769,900$ 5,800,700$ 30,800$ 0.5%
5102 Salaries-Part Time 165,510 157,049 691,000 715,000 74,700 (640,300) (89.6%)
5103 Salaries-Temporary Part Time 508,135 463,444 2,100 2,100 581,200 579,100 27576.2%
5105 Salaries-Overtime 220,025 221,658 186,200 186,200 167,200 (19,000) (10.2%)
5107 Standby/Call Back Pay 4,751 5,059 4,000 4,000 5,000 1,000 25.0%
5108 Holiday Pay 273,408 290,277 109,400 109,400 110,200 800 0.7%
5109 Sick Leave Pay 136,899 92,393 - - - - -
5110 Annual Leave Buy Back 144,135 53,699 44,300 44,300 44,300 - -
5111 Vacation Buy Back 41,471 36,226 14,600 14,600 14,600 - -
5112 Sick Leave Buy Back 42,203 21,426 11,100 11,100 11,100 - -
5113 Vacation Leave Pay 170,204 146,196 - - - - -
5114 Compensation Pay 112,183 75,353 - - - - -
5115 Annual Leave 161,642 240,511 - - - - -
5116 Field Training Premium 2,378 4,908 2,500 2,500 5,000 2,500 100.0%
5121 PERS Retirement 2,090,512 5,406,477 4,176,500 4,176,500 2,190,500 (1,986,000) (47.6%)
5122 Social Security 454,946 441,070 451,600 451,600 456,600 5,000 1.1%
5123 PARS-Retirement 10,452 9,645 10,900 10,900 10,400 (500) (4.6%)
5126 State Disability (SDI)12,013 11,741 13,100 13,100 13,700 600 4.6%
5127 Deferred Compensation 16,651 17,783 17,500 17,500 16,500 (1,000) (5.7%)
5131 Health Insurance 879,583 926,777 1,059,300 1,073,800 1,062,800 (11,000) (1.0%)
5132 Dental Insurance 71,558 67,941 74,200 74,200 65,800 (8,400) (11.3%)
5133 Vision Insurance 16,788 16,459 18,100 18,100 18,000 (100) (0.6%)
5134 Life Insurance 7,904 7,976 9,500 9,500 8,800 (700) (7.4%)
5135 Long Term Disability Insurance 14,413 15,723 20,000 20,000 20,000 - -
5136 Retirees Health Insurance 128,908 144,319 235,000 235,000 235,000 - -
5141 Workers Compensation 332,900 388,357 412,700 518,200 513,900 (4,300) (0.8%)
5142 Unemployment Insurance 345 8,882 2,900 2,900 1,000 (1,900) (65.5%)
5143 Uniform Allowance 11,999 11,472 11,200 11,200 11,500 300 2.7%
5144 Car Allowance 14,852 15,382 15,300 15,300 15,300 - -
5146 Expense Allowance - - - - - - -
5147 Employee Assistance Program 2,508 2,508 3,400 3,400 3,235 (165) (4.8%)
5148 Boot Allowance 1,372 1,838 2,600 2,600 2,200 (400) (15.4%)
5149 Motor Pay 1,909 580 2,000 2,000 2,000 - -
5150 Bilingual Pay 1,204 2,519 1,200 1,200 3,600 2,400 200.0%
5151 Cell Phone Allowance 11,619 13,755 16,500 16,500 16,900 400 2.4%
5199 Salary Reimbursement (76,428) (32,364) - - (179,100) (179,100) 0.0%
-
Total 10,485,040$ 13,864,647$ 13,388,600$ 13,532,600$ 11,302,635$ (2,229,965)$ (16.5%)
2019-20
Increase/(Decrease)
ADOPTED vs ADJUST
Item 10.a. - Page 30
FUND SUMMARIES
21
2020-21
2017-18 2018-19 ADOPTED ADJUSTED ADOPTED
ACCOUNT LINE ITEM ACTUAL ACTUAL BUDGET BUDGET BUDGET $%
SERVICES & SUPPLIES
5201 Supplies - Office 31,324$ 34,255$ 40,200$ 40,200$ 38,800$ (1,400)$ (3.5%)
5208 Postage/Mailing 20,115 13,645 23,500 23,500 20,400 (3,100) (13.2%)
5250 Supplies-Volunteer Program 542 875 1,600 1,600 1,600 - -
5251 Supplies-Classes 3,794 4,544 9,000 9,000 9,000 - -
5252 Supplies-Recreation Events 11,956 12,134 11,600 11,600 11,600 - -
5253 Play/Learn Sessions 2,630 2,933 2,600 2,600 2,600 - -
5254 Play/Learn-Summer 528 279 700 700 700 - -
5255 Special Dept. Supplies 56,906 67,596 64,950 67,501 73,150 5,649 8.4%
5257 Supplies-Leagues 21,363 19,886 27,600 27,600 19,320 (8,280) (30.0%)
5259 Children In Motion Supplies-Snacks 7,118 6,051 6,000 6,000 6,000 - -
5272 Protective/Safety Clothing 32,241 25,244 31,000 31,000 43,500 12,500 40.3%
5273 Small Tools 4,698 4,936 4,900 4,900 4,800 (100) (2.0%)
5274 Chemicals 2,396 2,983 3,300 3,300 3,300 - -
5301 Advertising 10,668 8,845 12,100 12,100 12,100 - -
5303 Contractual Services 3,556,815 3,749,491 3,586,250 3,945,216 3,585,951 (359,265) (9.1%)
5304 Professional Services 238,144 219,501 260,000 260,000 260,000 - -
5306 Printing Services 1,468 1,354 900 900 900 - -
5307 Disposal Fees 500 - 500 500 500 - -
5308 Street Trees 2,100 2,100 2,100 2,100 2,100 - -
5315 Pre-Employment Physicals 23,468 12,229 8,700 8,700 6,200 (2,500) (28.7%)
5316 Job Recruitment Expense 3,452 1,838 5,300 5,300 5,200 (100) (1.9%)
5319 Services-Miscellaneous 25,113 2,483 4,800 4,800 4,800 - -
5321 Animal Control Services 88,202 101,167 85,000 85,000 59,593 (25,407) (29.9%)
5322 Canine Program 4,610 1,211 12,600 11,389 12,600 1,211 10.6%
5324 Forensic Mandate Services 6,397 8,772 15,500 15,500 15,500 - -
5327 Services-Litigation Non-Insurance 11,299 25,156 20,000 20,000 20,000 - -
5328 Task Force Services 24,600 4,600 24,600 24,600 24,600 - -
5329 Live Scan Fingerprinting Expense 2,458 1,333 8,000 8,000 8,000 - -
5330 Cable Casting Expense 30,230 28,682 35,000 35,000 35,000 - -
5351 Services-Classes 91,583 117,994 85,000 85,000 51,000 (34,000) (40.0%)
5352 Services-Leagues 10,529 11,071 10,000 10,000 10,000 - -
5353 Services-Events 5,984 6,644 4,700 4,700 4,700 - -
5354 Building Supervision 72 - 100 100 100 - -
5395 Community Services Grants 19,000 18,000 20,000 22,000 20,000 (2,000) (9.1%)
5401 Utilities 278,810 260,956 307,900 307,900 285,800 (22,100) (7.2%)
5402 Power 248,778 236,969 240,000 240,000 240,000 - -
5403 Telephone 35,311 31,963 40,800 40,800 42,900 2,100 5.1%
5501 Travel/Conference/Training 71,724 58,294 93,000 93,000 95,000 2,000 2.2%
5502 Tuition Reimbursement 6,574 5,620 5,300 5,300 5,300 - -
5503 Memberships & Subscriptions 51,049 41,158 40,800 46,800 46,323 (477) (1.0%)
5504 Public Relations 21,558 22,270 23,600 23,600 23,600 - -
5506 Elections 204 24,723 300 31,511 28,000 (3,511) (11.1%)
5508 Miscellaneous Expense 10,849 4,090 10,000 10,000 10,000 - -
5551 Property Taxes 69 70 600 600 70 (530) (88.3%)
5552 Rent-Equipment 170 625 1,500 1,500 1,500 - -
2019-20 ADOPTED vs ADJUST
Increase/(Decrease)
Item 10.a. - Page 31
FUND SUMMARIES
22
2020-21
2017-18 2018-19 ADOPTED ADJUSTED ADOPTED
ACCOUNT LINE ITEM ACTUAL ACTUAL BUDGET BUDGET BUDGET $%
SERVICES & SUPPLIES (Continued)
5553 Rent-Buildings & Land 3,348 3,551 3,800 3,800 4,000 200 5.3%
5555 Bank Charges 21,083 30,937 29,000 29,000 29,000 - -
5556 Penalties & Interest - 687 - - - - -
5576 Liability Insurance-JPA Share 537,218 591,678 621,300 651,300 650,560 (740) (0.1%)
5578 Liability Insurance-Underground Tan 739 780 800 800 2,000 1,200 150.0%
5579 Property Insurance 33,149 46,523 35,000 45,000 60,000 15,000 33.3%
5580 Surety Bonds 1,238 1,238 1,600 1,600 1,600 - -
5601 Maintenance-Vehicles 47,658 37,904 45,500 45,500 69,600 24,100 53.0%
5602 Maintenance-Office Equipment 16,287 16,467 23,800 23,800 23,750 (50) (0.2%)
5603 Maintenance-Machinery & Equipmen 11,479 14,588 12,300 14,800 14,300 (500) (3.4%)
5604 Maintenance-Buildings 36,110 35,433 35,900 35,900 35,900 - -
5605 Maintenance-Grounds 62,911 63,948 63,500 63,500 65,500 2,000 3.1%
5606 Maintenance-Radio Communications 16,294 12,165 22,500 35,100 22,500 (12,600) (35.9%)
5607 Maintenance-Automated Services 46,469 42,082 32,100 32,100 33,100 1,000 3.1%
5608 Gas & Oil 76,059 71,396 80,000 80,000 80,200 200 0.3%
Total 5,987,440$ 6,173,948$ 6,199,000$ 6,653,617$ 6,244,117$ (409,500)$ (6.2%)
DEBT SERVICE
5801 Debt - Principal Payment 229,603$ 131,189$ 8,939$ 8,939$ 9,400$ 461$ 5.2%
5802 Debt - Interest Payment 3,255 9,585 2,661 2,661 2,200 (461) (17.3%)
5803 Lease Purchase Payments 37,473 48,331 154,400 178,500 42,900 (135,600) (76.0%)
Total 270,331$ 189,104$ 166,000$ 190,100$ 54,500$ (135,600)$ (71.3%)
TRANSFERS
5904 Transfers out - CIP Fund 155,922$ 22,305$ -$ -$ 124,000$ 124,000$ 0.0%
5902 Transfer out - Streets Fund - 121,404 155,300 155,300 155,300 - -
5906 Transfers out - USDA City Hall loan 40,000 40,000 40,000 40,000 40,000 - -
5907 Transfers out - OPEB Fund 106,092 90,614 - - - - -
5909 Transfers out - TBID Fund 5,004 5,004 5,000 5,000 5,000 - -
5973 Stormwater Resource Planning Grant 124,289 55,599 - - - - -
Total 431,306$ 334,926$ 200,300$ 200,300$ 324,300$ 124,000$ 61.9%
OPERATING EQUIPMENT
6001 Office Equipment & Furniture 3,426$ 3,867$ 5,700$ 5,700$ 5,700$ -$ -
6101 Data Processing Equipment 12,485 44,760 71,500 71,500 11,000 (60,500) (84.6%)
6103 Computer Licensing/Software 16,812 13,370 25,400 27,800 35,200 7,400 26.6%
6201 Machinery & Equipment 118,463 29,796 22,000 40,880 34,250 (6,630) (16.2%)
6301 Vehicles 167,838 19,846 - - - - -
6401 Structures & Improvements 10,612 9,371 - - - - -
Total 329,637$ 121,010$ 124,600$ 145,880$ 86,150$ (59,730)$ (40.9%)
Expenditure Reduction - (439,700) (439,700) - 439,700 (100.0%)
Grand Total 17,503,754$ 20,683,635$ 19,638,800$ 20,282,797$ 18,011,702$ (2,271,095)$ (11.2%)
2019-20 ADOPTED vs ADJUST
Increase/(Decrease)
Item 10.a. - Page 32
FUND SUMMARIES
23
GENERAL FUND EXPENDITURE SUMMARY BY DEPARTMENT
2020-21
2017-18 2018-19 ADOPTED ADJUSTED ADOPTED
DEPARTMENT ACTUAL ACTUAL BUDGET BUDGET BUDGET $%
City Administration
4001 City Council 81,237$ 110,727$ 99,200$ 115,700$ 125,200$ 9,500$ 8.2%
4099 Retirees 234,953 236,294 235,000 235,000 235,000 - -
4101 City Manager 318,547 320,035 395,900 420,900 429,500 8,600 2.0%
4003 City Attorney 273,018 247,086 283,200 283,200 283,200 - -
Total City Administration 907,755 914,142 1,013,300 1,054,800 1,072,900 18,100 1.7%
Legislative and Information Services
4002 City Clerk 406,924 407,257 418,800 450,011 478,575 28,564 6.3%
4140 Information Technology 581,399 579,804 634,000 661,158 648,139 (13,019) (2.0%)
4102 Printing/Duplicating 21,004 17,658 34,600 34,600 34,600 - -
Total Legislative & Information Service 1,009,327 1,004,719 1,087,400 1,145,769 1,161,314 15,545 1.4%
Administrative Services
4120 Administrative Services 805,586 964,868 901,500 1,007,000 930,597 (76,403) (7.6%)
4145 Non-Departmental 1,258,861 1,200,638 1,589,539 1,635,539 1,455,367 (180,172) (11.0%)
4145 FCFA (Fire Service)2,054,304 2,523,661 2,052,061 2,052,061 2,052,061 - -
CalPERS UAL payment - 3,000,000 2,000,000 2,000,000 - (2,000,000) (100.0%)
Total Administrative Services 4,118,750 7,689,168 6,543,100 6,694,600 4,438,025 (2,256,575) (33.7%)
Community Development
4130 Planning 874,754 525,227 685,500 896,141 695,900 (200,241) (22.3%)
4301 Engineering 752,060 877,769 729,000 737,567 737,500 (67) (0.0%)
4212 Building & Life Safety 447,270 433,153 406,400 496,400 537,050 40,650 8.2%
Total Community Development 2,074,084 1,836,149 1,820,900 2,130,108 1,970,450 (159,658) (7.5%)
Police Department
4201 Police 1,336,918 1,188,803 1,238,100 1,256,980 1,097,543 (159,437) (12.7%)
4203 Patrol Services 3,780,283 4,204,221 3,680,300 3,679,089 3,572,300 (106,789) (2.9%)
4204 Police Support Services 1,291,948 910,715 1,536,700 1,549,300 1,517,800 (31,500) (2.0%)
4216 Neighborhood Services - - - - - - -
4217 Emergency Operations Center - - 600 600 - (600) (100.0%)
Total Police Department 6,409,149 6,303,739 6,455,700 6,485,969 6,187,643 (298,326) (4.6%)
Recreation Services
4421 Recreation Administration 312,005 392,203 493,400 512,100 441,000 (71,100) (13.9%)
4423 Pre-School Program 95,721 86,079 105,500 105,500 110,800 5,300 5.0%
4424 Recreation-Special Programs 145,751 173,148 149,500 149,500 107,220 (42,280) (28.3%)
4425 Children In Motion 437,131 350,322 356,100 361,400 368,000 6,600 1.8%
4426 Five Cities Youth Basketball - - - - - - -
Total Recreation Services 990,609 1,001,752 1,104,500 1,128,500 1,027,020 (101,480) (9.0%)
2019-20
Increase/(Decrease)
ADOPTED to ADJUSTED
Item 10.a. - Page 33
FUND SUMMARIES
24
2020-21
2017-18 2018-19 ADOPTED ADJUSTED ADOPTED
DEPARTMENT ACTUAL ACTUAL BUDGET BUDGET BUDGET $%
Public Works
4307 Public Works Administration 803,698 890,833 934,800 936,300 972,300 36,000 3.8%
4420 Park Maintenance 598,300 436,867 474,000 499,100 539,050 39,950 8.0%
4430 Soto Sports Complex Maintenance 207,450 233,325 244,000 246,551 263,700 17,149 7.0%
4305 Automotive Shop 144,140 159,991 167,200 167,200 186,200 19,000 11.4%
4213 Government Buildings 240,492 212,951 233,600 233,600 193,100 (40,500) (17.3%)
Total Public Works 1,994,080 1,933,966 2,053,600 2,082,751 2,154,350 71,599 3.4%
Expenditure Savings - - (439,700) (439,700) - 439,700 (100.0%)
Grand Total 17,503,754$ 20,683,635$ 19,638,800$ 20,282,797$ 18,011,702$ (2,271,095)$ (11.2%)
Increase/(Decrease)
2019-20 ADOPTED to ADJUSTED
Item 10.a. - Page 34
FUND SUMMARIES
25
ENTERPRISE FUNDS
FUND: 612 SEWER
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Working Capital 1,311,998$ 1,016,905$ 942,089$ 703,726$ (238,363) (25%)
Revenues:
Revenues 1,071,117 1,135,100 967,500 937,500
Transfers In - 269,400 521,300 -
Total Revenues 1,071,117 1,404,500 1,488,800 937,500 (551,300) (37%)
Expenses:
Salaries and Benefits 301,194 267,400 267,400 250,100
Services and Supplies 101,986 138,800 137,986 158,900
Debt Service 2,730 8,700 17,700 17,700
Operating Equipment 597,446 2,500 3,314 34,500
Capital Improvement Program 47,866 641,000 1,382,933 200,000
Transfers Out 389,804 395,700 470,700 419,000
Total Expenditures 1,441,026 1,454,100 2,280,033 1,080,200 (1,199,833) (53%)
Ending Available Working Capital 942,089$ 967,305$ 150,856$ 561,026$ 410,170 272%
2019-20
Increase/(Decrease)
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.
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Working Capital 515,799$ 535,620$ 584,335$ 243,198$
Revenues:
Revenues 68,536 42,000 42,000 42,000
Transfers In - - - -
Total Revenues 68,536 42,000 42,000 42,000 - -
Expenses:
Salaries and Benefits - - - -
Services and Supplies - - - -
Debt Service - - - -
Capital Outlay - - - -
Capital Improvement Program - - - -
Transfers Out - 269,400 269,400 -
Total Expenditures - 269,400 269,400 -
Revenues over/(under) Expenses 68,536 (227,400) (227,400) 42,000
Adjustments to Working Capital - - - -
Ending Working Capital 584,335 308,220 356,935 285,198
Reserve for Carry-Over of Appropriations
Ending Available Working Capital 584,335$ 308,220$ 356,935$ 285,198$ (71,737) (20%)
2019-20
Increase/(Decrease)
FUND: 634 SEWER FACILITY
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.
Item 10.a. - Page 35
FUND SUMMARIES
26
FUND: 640 WATER
2018-19
FINAL ORIGINAL ADJUSTED 2020-21 Increase/(Decrease)
ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Working Capital 2,630,486$ 3,477,963$ 2,643,562$ 2,725,114$ 81,552 3%
Revenues:
Revenues 7,275,644 6,549,000 6,446,000 6,529,100
Transfers In - 309,000 383,400 524,700
Total Revenues 7,275,644 6,858,000 6,829,400 7,053,800 224,400 3%
Expenses:
Salaries and Benefits 938,363 824,500 824,500 853,700
Services and Supplies 489,534 631,700 640,885 680,700
Debt Service 2,961 13,400 - 27,200
Capital Outlay 305,505 9,600 15,115 10,500
Capital Improvement Program 112,018 514,400 771,421 361,100
Transfers Out 5,414,187 5,549,400 5,684,500 5,543,618
Total Expenditures 7,262,568 7,543,000 7,936,421 7,476,818 (459,603) (6%)
Revenues over/(under) Expenses 13,076 (685,000) (1,107,021) (423,018)
Adjustments to Working Capital - - - -
Ending Working Capital 2,643,562 2,792,963 1,536,541 2,302,096
Reserve for Carry-Over of Appropriations
Ending Available Working Capital 2,643,562$ 2,792,963$ 1,536,541$ 2,302,096 765,555 50%
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.
2019-20
FUND: 641 LOPEZ
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Working Capital 1,702,311$ 1,702,312$ 1,702,312$ 1,884,780$
Revenues:
Revenues 922 - - -
Transfers In 3,576,785 3,684,100 3,744,200 3,638,618
Total Revenues 3,577,707 3,684,100 3,744,200 3,638,618 (105,582) (3%)
Expenses:
Salaries and Benefits - - - -
Services and Supplies 3,576,785 3,684,100 3,744,200 3,638,618
Debt Service - - - -
Capital Outlay - - - -
Transfers Out - - - -
Total Expenditures 3,576,785 3,684,100 3,744,200 3,638,618 (105,582) (3%)
Revenues over/(under) Expenses 922 - - -
Adjustments to Working Capital - - - -
Ending Working Capital 1,703,233 1,702,312 1,702,312 1,884,780
Reserve for Carry-Over of Appropriations
Ending Available Working Capital 1,703,233$ 1,702,312$ 1,702,312$ 1,884,780 182,468 11%
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.
Increase/(Decrease)
2019-20
Item 10.a. - Page 36
FUND SUMMARIES
27
FUND: 642 WATER FACILITY
2018-19
FINAL ORIGINAL ADJUSTED 2020-21 Increase/(Decrease)
ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Working Capital 768,534 431,756 851,275 635,551$
Revenues:
Revenues 82,741 60,000 60,000 65,000
Transfers In - - - -
Total Revenues 82,741 60,000 60,000 65,000 5,000 8%
Expenses:
Salaries and Benefits - - - -
Services and Supplies - - - -
Capital Outlay - - - -
Transfers Out - 309,000 383,400 524,700
Total Expenditures - 309,000 383,400 524,700
Revenues over/(under) Expenses 82,741 (249,000) (323,400) (459,700)
Adjustments to Working Capital - - - -
Ending Working Capital 851,275 182,756 527,875 175,851
Reserve for Carry-Over of Appropriations
Ending Available Working Capital 851,275$ 182,756$ 527,875$ 175,851 (352,023) (67%)
2019-20
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
di stribution system.
Item 10.a. - Page 37
FUND SUMMARIES
28
SPECIAL REVENUE FUNDS
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 183,912$ 238,804$ 238,804$ 325,101$ 86,297 36%
Revenues:
Revenues 54,892 21,000 21,000 51,000
Transfers In ‐ ‐ ‐ ‐
Total Revenues 54,892 21,000 21,000 51,000 30,000 143%
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ ‐ ‐ 23,000
Total Expenditures ‐ ‐ ‐ 23,000 23,000 ‐
Change in Fund Balance 54,892 21,000 21,000 28,000 7,000 33%
Ending Fund Balance 238,804$ 259,804$ 259,804$ 353,101$ 93,297 36%
FUND: 210 FIRE PROTECTION IMPACT FEES
2019-20
Increase/(Decrease)
This fund accounts for impact fees collected from developers for the expansion of the existing fire
station in order to serve future development.
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 47,219$ 110,218$ 110,218$ 126,960$ 16,742 15%
Revenues:
Revenues 62,999 36,200 36,200 40,200
Transfers In ‐ ‐ ‐ ‐
Total Revenues 62,999 36,200 36,200 40,200 4,000 11%
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ ‐ ‐ ‐
Total Expenditures ‐ ‐ ‐ ‐ ‐ ‐
Change in Fund Balance 62,999 36,200 36,200 40,200 4,000 11%
Ending Fund Balance 110,218$ 146,418$ 146,418$ 167,160$ 20,742 14%
This fund accounts for fees collected from Charter Communications that are restricted for support of
public, education, and government access programming and equipment.
FUND: 211 PUBLIC ACCESS TELEVISION
Increase/(Decrease)
2019-20
Item 10.a. - Page 38
FUND SUMMARIES
29
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 44,089$ 49,756$ 49,756$ 61,175$ 11,419 23%
Revenues:
Revenues 5,667 5,300 5,300 5,300
Transfers In ‐ ‐ ‐ ‐
Total Revenues 5,667 5,300 5,300 5,300 ‐ ‐
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ 10,000 10,000 ‐
Total Expenditures ‐ 10,000 10,000 ‐ (10,000) (100%)
Change in Fund Balance 5,667 (4,700) (4,700) 5,300 10,000 (213%)
Ending Fund Balance 49,756$ 45,056$ 45,056$ 66,475$ 21,419 48%
FUND: 212 POLICE PROTECTION IMPACT FEES
Increase/(Decrease)
2019-20
This fund accounts for impact fees collected from developers for the expansion of the existing police
facility in order to serve future development.
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 1,015,830$ 1,177,204$ 1,177,204$ 1,312,468$ 135,264 11%
Revenues:
Revenues 161,374 91,000 91,000 91,000
Transfers In ‐ ‐ ‐ ‐
Total Revenues 161,374 91,000 91,000 91,000 ‐ ‐
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ 10,000 ‐ ‐
Total Expenditures ‐ 10,000 ‐ ‐ ‐ ‐
Change in Fund Balance 161,374 81,000 91,000 91,000 ‐ ‐
Ending Fund Balance 1,177,204$ 1,258,204$ 1,268,204$ 1,403,468$ 135,264 11%
FUND: 213 PARK DEVELOPMENT
2019-20
Increase/(Decrease)
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.
Item 10.a. - Page 39
FUND SUMMARIES
30
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 224,402$ 233,258$ 233,258$ 323,934$ 90,676 39%
Revenues:
Revenues 81,991 50,900 50,900 80,900
Transfers In ‐ ‐ ‐ ‐
Total Revenues 81,991 50,900 50,900 80,900 30,000 59%
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies 24,592 25,000 25,000 20,000
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out 48,543 10,000 10,000 91,000
Total Expenditures 73,135 35,000 35,000 111,000 76,000 217%
Change in Fund Balance 8,856 15,900 15,900 (30,100) (46,000) (289%)
Ending Fund Balance 233,258$ 249,158$ 249,158$ 293,834$ 44,676 18%
FUND: 214 PARK IMPROVEMENT
Increase/(Decrease)
2019-20
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.
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 43,023$ 17,736$ 17,736$ 23,879$ 6,143 35%
Revenues:
Revenues 5,364 3,700 3,700 4,200
Transfers In ‐ ‐ ‐ ‐
Total Revenues 5,364 3,700 3,700 4,200 500 14%
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out 30,652 ‐ ‐ ‐
Total Expenditures 30,652 ‐ ‐ ‐ ‐ ‐
Change in Fund Balance (25,288) 3,700 3,700 4,200 500 14%
Ending Fund Balance 17,736$ 21,436$ 21,436$ 28,079$ 6,643 31%
FUND: 215 RECREATION COMMUNITY CENTER
2019-20
Increase/(Decrease)
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 center facilities of 542
square feet per thousand population.
Item 10.a. - Page 40
FUND SUMMARIES
31
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 58,581$ 50,725$ 50,725$ 49,195$ (1,530) (3%)
Revenues:
Revenues 10,264 10,600 10,600 9,500
Transfers In ‐ ‐ ‐ ‐
Total Revenues 10,264 10,600 10,600 9,500 (1,100) (10%)
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies 15,024 13,300 13,300 13,300
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out 3,096 3,100 3,100 3,100
Total Expenditures 18,120 16,400 16,400 16,400 ‐ ‐
Change in Fund Balance (7,856) (5,800) (5,800) (6,900) (1,100) 19%
Ending Fund Balance 50,725$ 44,925$ 44,925$ 42,295$ (2,630) (6%)
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 maintenance expenditures.
FUND: 216 GRACE LANE ASSESSMENT DISTRICT
2019-20
Increase/(Decrease)
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 6,305$ 813$ 813$ 3,464$ 2,651 326%
Revenues:
Revenues 3,050 5,900 5,900 5,900
Transfers In ‐ ‐ ‐ ‐
Total Revenues 3,050 5,900 5,900 5,900 ‐ ‐
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies 6,538 5,700 5,700 5,700
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out 2,004 2,000 1,000 2,000
Total Expenditures 8,542 7,700 6,700 7,700 1,000 15%
Change in Fund Balance (5,491) (1,800) (800) (1,800) (1,000) 125%
Ending Fund Balance 813$ (987)$ 13$ 1,664$ 1,651 12318%
FUND: 217 LANDSCAPE MAINTENANCE DISTRICTS
2019-20
Increase/(Decrease)
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.
Item 10.a. - Page 41
FUND SUMMARIES
32
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 2,004,236$ 3,492,159$ 3,492,159$ 4,406,593$ 914,434 26%
Revenues:
Revenues 2,339,670 2,305,400 2,271,500 2,047,500
Transfers In ‐ ‐ ‐ ‐
Total Revenues 2,339,670 2,305,400 2,271,500 2,047,500 (224,000) (10%)
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies 20,721 248,400 636,900 561,394
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out 831,026 1,909,900 1,619,000 2,410,573
Total Expenditures 851,747 2,158,300 2,255,900 2,971,967 716,067 32%
Change in Fund Balance 1,487,923 147,100 15,600 (924,467) (940,067) (6026%)
Ending Fund Balance 3,492,159$ 3,639,259$ 3,507,759$ 3,482,126$ (25,633) (1%)
FUND: 218 LOCAL SALES TAX
2019-20
Increase/(Decrease)
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.
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 449,502$ 446,406$ 446,406$ 457,432$ 11,026 2%
Revenues:
Revenues 53,277 46,500 46,500 46,500
Transfers In ‐ ‐ ‐ ‐
Total Revenues 53,277 46,500 46,500 46,500 ‐ ‐
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies 50,277 30,300 48,633 30,000
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out 6,096 6,100 7,100 6,100
Total Expenditures 56,373 36,400 55,733 36,100 (19,633) (35%)
Change in Fund Balance (3,097) 10,100 (9,233) 10,400 19,633 (213%)
Ending Fund Balance 446,406$ 456,506$ 437,173$ 467,832$ 30,659 7%
FUND: 219 PARKSIDE ASSESSMENT DISTRICT
2019-20
Increase/(Decrease)
This fund accounts for revenue derived from annual assessments, which are used to pay the cost
incurred by the City for landscape maintenance.
Item 10.a. - Page 42
FUND SUMMARIES
33
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 191,960$ 128,440$ 128,440$ 259,542$ 131,102 102%
Revenues:
Revenues 720,831 453,200 778,300 764,700
Transfers In 346,404 380,300 380,300 380,300
Total Revenues 1,067,235 833,500 1,158,600 1,145,000 (13,600) (1%)
Expenditures:
Salaries and Benefits 413,871 445,400 445,400 488,800
Services and Supplies 263,174 280,900 303,900 314,050
Debt Service 41,332 20,300 20,300 41,170
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out 412,378 86,900 381,200 396,600
Total Expenditures 1,130,755 833,500 1,150,800 1,240,620 89,820 8%
Change in Fund Balance (63,520) ‐ 7,800 (95,620) (103,420) (1326%)
Ending Fund Balance 128,440$ 128,440$ 136,240$ 163,922$ 27,682 20%
This fund accounts for receipts and expenditures of money apportioned by the State under Streets and
Highway Code. The use of gas tax revenues can only be used to construct and maintain streets, roads
and highways.
FUND: 220 STREETS (GAS TAX)
Increase/(Decrease)
2019-20
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 925,309$ 973,054$ 973,054$ 1,056,924$ 83,870 9%
Revenues:
Revenues 47,745 36,000 36,000 50,000
Transfers In ‐ ‐ ‐ ‐
Total Revenues 47,745 36,000 36,000 50,000 14,000 39%
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ ‐ ‐ ‐
Total Expenditures ‐ ‐ ‐ ‐ ‐ ‐
Change in Fund Balance 47,745 36,000 36,000 50,000 14,000 39%
Ending Fund Balance 973,054$ 1,009,054$ 1,009,054$ 1,106,924$ 97,870 10%
FUND: 222 TRAFFIC SIGNALIZATION
2019-20
Increase/(Decrease)
This fund accounts for traffic signalization assessment levied against developments for the future cost
of traffic signals.
Item 10.a. - Page 43
FUND SUMMARIES
34
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 133,150$ 151,195$ 151,195$ 150,841$ (354) (0%)
Revenues:
Revenues 18,045 500 500 500
Transfers In ‐ ‐ ‐ ‐
Total Revenues 18,045 500 500 500 ‐ ‐
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ ‐ ‐ ‐
Total Expenditures ‐ ‐ ‐ ‐ ‐ ‐
Change in Fund Balance 18,045 500 500 500 ‐ ‐
Ending Fund Balance 151,195$ 151,695$ 151,695$ 151,341$ (354) (0%)
FUND: 223 TRAFFIC CIRCULATION
2019-20
Increase/(Decrease)
This fund accounts for developer traffic mitigation measure fees charged as a result of an
environmental review.
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 2,111,478$ 2,169,364$ 2,169,364$ 2,400,249$ 230,885 11%
Revenues:
Revenues 115,351 85,000 85,000 110,000
Transfers In ‐ ‐ ‐ ‐
Total Revenues 115,351 85,000 85,000 110,000 25,000 29%
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Debt Service ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out 57,465 ‐ ‐ 590,000
Total Expenditures 57,465 ‐ ‐ 590,000 590,000
Change in Fund Balance 57,886 85,000 85,000 (480,000) (565,000) (665%)
Ending Fund Balance 2,169,364$ 2,254,364$ 2,254,364$ 1,920,249$ (334,115) (15%)
FUND: 224 TRANSPORTATION FACILITY IMPACT
2019-20
Increase/(Decrease)
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.
Item 10.a. - Page 44
FUND SUMMARIES
35
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 33,861$ 148,102$ 148,102$ 336,304$ 188,202 127%
Revenues:
Revenues 363,430 260,700 260,700 313,300
Transfers In ‐ ‐ ‐ ‐
Total Revenues 363,430 260,700 260,700 313,300 52,600 20%
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Debt Service ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out 240,696 240,700 240,700 240,700
Total Expenditures 249,189 260,700 260,700 255,700 (5,000) (2%)
Change in Fund Balance 114,241 ‐ ‐ 57,600 57,600
Ending Fund Balance 148,102$ 148,102$ 148,102$ 393,904$ 245,802 166%
FUND: 225 TRANSPORTATION
2019-20
Increase/(Decrease)
This revenue source is provided by the San Luis Obispo County of Government’s (SLOCOG) Local
Transportation Fund (LTF). The annual appropriation is restricted to transportation systems, including
transit, pedestrian, street and road maintenance.
Increase/(Decrease )
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 227,211$ 310,475$ 310,475$ 343,829$ 33,354 11%
Revenues:
Revenues 96,444 57,000 57,000 77,000
Transfers In ‐ ‐ ‐ ‐
Total Revenues 96,444 57,000 57,000 77,000 20,000 35%
Expenditures:
Services and Supplies 13,180 106,000 106,000 42,800
Debt Service ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ ‐ ‐ ‐
Total Expenditures 13,180 106,000 106,000 42,800 (63,200) (60%)
Change in Fund Balance 83,264 (49,000) (49,000) 34,200 83,200 (170%)
Ending Fund Balance 310,475$ 261,475$ 261,475$ 378,029$ 116,554 45%
The City requires development projects that increase total water consumption in the City to
“neutralize” that demand by reducing water consumption in existing development by an equivalent
amount or by paying a fee in‐lieu of performing water consumption reductions. This fund accounts for
the amount collected from developers and is used towards the City’s water conservation efforts.
FUND: 226 WATER NEUTRALIZATION IMPACT
Increase/(Decrease)
2019-20
Item 10.a. - Page 45
FUND SUMMARIES
36
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $%
Beginning Fund Balance 5,786$ 5,905$ 5,905$ 5,891$
Revenues:
Revenues 119 ‐ ‐ ‐
Transfers In ‐ ‐ ‐ ‐
Total Revenues 119 ‐ ‐ ‐ ‐ ‐
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ ‐ ‐ ‐
Total Expenditures ‐ ‐ ‐ ‐ ‐ ‐
Change in Fund Ba lance 119 ‐ ‐ ‐
Ending Fund Balance 5,905$ 5,905$ 5,905$ 5,891$
FUND: 231 DRAINAGE FACILITY
2019-20
Increase
This fund accounts for impact fees paid by development and are restricted to improving drainage within the Cit
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 601,097$ 927,917$ 927,917$ 1,019,573$ 91,656 10%
Revenues:
Revenues 356,862 15,500 15,500 6,500
Transfers In ‐ ‐ ‐ ‐
Total Revenues 356,862 15,500 15,500 6,500 (9,000) (58%)
Expenditures:
Salaries and Benefits 30,042 ‐ ‐ ‐
Services and Supplies ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ ‐ ‐ ‐
Total Expenditures 30,042 ‐ ‐ ‐ ‐ ‐
Change in Fund Balance 326,820 15,500 15,500 6,500 (9,000) (58%)
Ending Fund Balance 927,917$ 943,417$ 943,417$ 1,026,073$ 82,656 9%
This fund accounts for monies paid by developers in meeting the City's mandatory affordable housing
requirements.
FUND: 232 IN‐LIEU AFFORDABLE HOUSING
2019-20
Increase/(Decrease)
Item 10.a. - Page 46
FUND SUMMARIES
37
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 19,222$ 19,610$ 19,610$ 19,564$ (46) (0%)
Revenues:
Revenues 388 ‐ ‐ ‐
Transfers In ‐ ‐ ‐ ‐
Total Revenues 388 ‐ ‐ ‐ ‐ ‐
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ ‐ ‐ ‐
Total Expenditures ‐ ‐ ‐ ‐ ‐ ‐
Change in Fund Balance 388 ‐ ‐ ‐ ‐ ‐
Ending Fund Balance 19,610$ 19,610$ 19,610$ 19,564$ (46) (0%)
This fund accounts for monies paid by developers in meeting the City's underground utility
requirements.
FUND: 233 IN‐LIEU UNDERGROUND UTILITY
2019-20
Increase/(Decrease)
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 316,456$ 290,669$ 290,669$ 304,659$ 13,990 5%
Revenues:
Revenues 205,703 212,700 206,700 105,500
Transfers In 5,004 5,000 5,000 5,000
Total Revenues 210,707 217,700 211,700 110,500 (101,200) (48%)
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies 233,494 232,000 255,500 247,000
Debt Service ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out 3,000 3,000 3,000 3,000
Total Expenditures 236,494 235,000 258,500 250,000 (8,500) (3%)
Change in Fund Balance (25,787) (17,300) (46,800) (139,500) (92,700) 198%
Ending Fund Balance 290,669$ 273,369$ 243,869$ 165,159$ (78,710) (32%)
FUND: 240 TOURISM BUSINESS IMPROVEMENT DISTRICT
2019-20
Increase/(Decrease)
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.
Item 10.a. - Page 47
FUND SUMMARIES
38
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 1,491,005$ 1,448,142$ 1,448,142$ 1,531,524$ 83,382 6%
Revenues:
Revenues 115,370 57,000 57,000 63,000
Transfers In ‐ ‐ ‐ ‐
Total Revenues 115,370 57,000 57,000 63,000 6,000 11%
Expenditures:
Services and Supplies 83,198 553,421 553,421 ‐
Debt Service ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out 75,035 ‐ ‐ 730,000
Total Expenditures 158,233 553,421 553,421 730,000 176,579 32%
Change in Fund Balance (42,863) (496,421) (496,421) (667,000) (170,579) 34%
Ending Fund Balance 1,448,142$ 951,721$ 951,721$ 864,524$ (87,197) (9%)
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.
FUND: 241 WATER AVAILABILITY FUND
Increase/(Decrease)
2019-20
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 7,088$ 15,180$ 15,180$ 15,180$ (0) (0%)
Revenues:
Revenues 8,092 63,900 63,900 75,727
Transfers In ‐ ‐ ‐ ‐
Total Revenues 8,092 63,900 63,900 75,727 11,827 19%
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies ‐ ‐ ‐ 75,727
Debt Service ‐ ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ ‐ ‐ ‐
Total Expenditures ‐ ‐ ‐ 75,727 75,727
Change in Fund Balance 8,092 63,900 63,900 ‐ (63,900) (100%)
Ending Fund Balance 15,180$ 79,080$ 79,080$ 15,180$ (63,900) (81%)
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.
FUND: 250 CDBG GRANT FUND
Increase/(Decrease)
2019-20
Item 10.a. - Page 48
FUND SUMMARIES
39
2018-19
FINAL ORIGINAL ADJUSTED 2020-21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 182,533$ 232,218$ 232,218$ 204,991$ (27,227) (12%)
Revenues:
Revenues 104,085 120,800 120,800 120,800
Transfers In ‐ ‐ ‐ ‐
Total Revenues 104,085 120,800 120,800 120,800 ‐ ‐
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies 32,104 100,000 100,000 ‐
Capital Outlay ‐ ‐ ‐ 60,000
Transfers Out 22,296 22,800 22,800 130,000
Total Expenditures 54,400 122,800 122,800 190,000 67,200 55%
Change in Fund Balance 49,685 (2,000) (2,000) (69,200) (67,200) 3360%
Ending Fund Balance 232,218$ 230,218$ 230,218$ 135,791$ (94,427) (41%)
FUND: 271 STATE COPS BLOCK GRANT
2019-20
Increase/(Decrease)
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.
Item 10.a. - Page 49
FUND SUMMARIES
40
AGENCY FUNDS
2018-19
FINAL ORIGINAL ADJUSTED 2020‐21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 4,611,523$ 1,273,746$ 1,273,746$ 4,363,116$
Revenues:
Revenues 665,198 479,490 479,490 418,740
Transfers In ‐ ‐ ‐ ‐
Total Revenues 665,198 479,490 479,490 418,740 (60,750) (13%)
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies 4,579 4,000 4,000 2,000
Debt Service 201,238 405,200 405,200 387,749
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ 25,000 25,000 30,000
Total Expenditures 205,816 434,200 434,200 419,749 (14,452) (3%)
Ending Fund Balance 4,152,141$ 1,319,036$ 1,319,036$ 4,362,108$
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.
Increase/(Decrease)
2019-20
2018-19
FINAL ORIGINAL ADJUSTED 2020‐21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 1,261,502$ 122,327$ 122,327$ 1,540,159$
Revenues:
Revenues 27,859 284,900 284,900 ‐
Transfers In ‐ ‐ ‐
Total Revenues 27,859 284,900 284,900 ‐ (284,900) (100%)
Expenditures:
Salaries and Benefits ‐ ‐ ‐ ‐
Services and Supplies 1,272 3,000 3,000 1,400
Debt Service 591 ‐ ‐ ‐
Capital Outlay ‐ ‐ ‐ ‐
Transfers Out ‐ ‐ ‐ ‐
Total Expenditures 1,863 3,000 3,000 1,400 (1,600) (53%)
Ending Fund Balance 1,287,498$ 404,227$ 404,227$ 1,538,759$
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.
Increase/(Decrease)
2019-20
Item 10.a. - Page 50
FUND SUMMARIES
41
FUND: 751 DOWNTOWN PARKING
2018-19 2019-20
FINAL ORIGINAL ADJUSTED 2020‐21
ITEM ACTUAL BUDGET BUDGET BUDGET $ %
Beginning Fund Balance 2,103$ 6,414$ 6,414$ 867$
Revenues:
Revenues 8,231 11,000 11,000 8,500
Transfers In 13 ‐ ‐ ‐
Total Revenues 8,244 11,000 11,000 8,500 (2,500) (23%)
Expenditures:
Salaries and Benefits ‐ ‐ ‐
Services and Supplies 4,722 4,400 4,400 4,400
Capital Outlay ‐ ‐ ‐
Transfers Out 3,600 3,600 3,600 3,600
Total Expenditures 8,322 8,000 8,000 8,000 ‐ 0%
Ending Fund Balance 2,025$ 9,414$ 9,414$ 1,367$ (8,047) (85%)
This agency fund collects assessments from Arroyo Grande Village merchants for the maintenance
of the Village parking lots for the Downtown Village Merchants Association.
Increase/(Decrease)
Item 10.a. - Page 51
42
Interfund TransfersFY 2020-21
Personnel Operating Cost Allocation CIP Other
General Fund (010)
4901 Personnel Transfers 1,290,900
4903 Cost Allocation 1,124,200
4909 Transfers In - TBID Fund 3,000
4950 Transfers In - Sales Tax Fund 292,000
4952 Transfers In - RDA Successor Fund 25,000
5902 Operating Transfers - Streets Fund (155,300)
5906 Transfers out - USDA City Hall loan (40,000)
5909 Transfers out - TBID Fund (5,000)
Sewer Fund (612)
5901 Personnel Transfers (303,000)
5903 Cost Allocation Transfers (96,000)
5904 Transfers out - CIP Fund (15,000)
5906 Transfers out - USDA City Hall loan (5,000)
Water Fund (640)
4943 Transfer In - Water Availability Fund 524,700
5901 Personnel Transfers (898,500)
5903 Cost Allocation Transfers (997,700)
5904 Transfers out - CIP Fund (15,000)
5906 Transfers Out - USDA City Hall Loan (8,800)
5913 Transfers Out - Lopez Fund (3,638,618)
Lopez Fund (641)
4940 Transfers In - Water Fund 3,638,618
Water Facility Fund (642)
5914 Transfers out - Water Fund (524,700)
Water Availability Fund (241)
5914 Transfers out - Water Fund (730,000)
Fire Protection Impact (210)
5904 Transfers out - CIP Fund (23,000)
Park Improvement Fund (214)
5904 Transfers out - CIP Fund (91,000)
Grace Lane Assessment District (216)
5903 Cost Allocation Transfers (3,100)
Landscape Maintenance District (217)
5903 Cost Allocation Transfers (2,000)
Local Sales Tax Fund (218)
5904 Transfers out - CIP Fund (2,098,573)
5906 Transfers Out - USDA City Hall Loan (20,000)
Item 10.a. - Page 52
43
Personnel Operating Cost Allocation CIP Other
Local Sales Tax Fund (218) Continued
5910 Transfers Out - General Fund (292,000)
Parkside Assessment District (219)
5903 Cost Allocation Transfers (6,100)
Streets (Gas Tax) (220)
4902 Operating Transfer In Transportation 225,000
4903 Operating Transfer In - General Fund 155,300
5901 Personnel Transfers (89,400)
5903 Transfer out - CIP Fund (307,200)
Transportation Facility Fund (224)
5904 Transfers out - CIP Fund (590,000)
Transportation (225)
5902 Operating Transfers (225,000)
5903 Cost Allocation Transfers (15,700)
TBID Fund (240)
4910 Transfer In - General Fund 5,000
5910 Transfer out - General Fund (3,000)
COPS Fund (271)
5904 Transfers out - CIP Fund (130,000)
CIP Fund (350)
4912 Police Protection Fund 23,000
4914 Park Improvement 91,000
4920 Streets Fund 307,200
4926 Transportation Facility Fund 590,000
4929 COPS Fund 130,000
4930 Sewer Fund 15,000
4940 Water Fund 15,000
4950 Sales Tax 730,000
4950 Sales Tax 2,098,573
Downtown Parking Fund (751)
5903 Cost Allocation Transfers (3,600)
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 (25,000)
Total - - - - -
Item 10.a. - Page 53
The Administration of Your City Government
44
INTRODUCTION
Cities are a deliberate democratic choice to provide local enhanced public services above and beyond what the
State can supply through the legislature and the County Board of Supervisors. In order to effectively operate
business functions, the City of Arroyo Grande is organized into three departments (City Administration,
Legislative and Information Services, and Administrative Services) that are the core of an effective government
structure.
THE CITY COUNCIL
The City Council
Your City government is entrusted to five elected officials that serve as the City Council – A Mayor (elected every
two years) and four City Council Members (elected every four years on staggered election schedules). These five
elected officials make all policy decisions for the City. The Mayor is the ceremonial head of the City and is equal
to the other City Council Members when it comes to power to make policy. In addition to interacting with the
community and preparing for and attending City Council meetings, all City Council Members also serve on other
government bodies such as the South San Luis Obispo County Sanitation District, Five Cities Fire Authority, the
Air Pollution Control District, and the Local Agency Formation Commission. City Council Members receive a small
stipend to cover minor expenses of office. Additionally, each City Council Member is offered health insurance
and they are enrolled in a non‐CalPERS retirement plan.
Employees of the City Council – City Attorney and City Manager
The City Attorney is a professional specializing in the area of Municipal Law. The City Council appoints a city
attorney to whom it turns to for legal advice. The City Attorney attends Council meetings to advise on points of
the law and to ensure that all proper procedures are maintained. The City Attorney also provides legal advice
and represents the City Council, City Manager, City departments and other City boards and commissions on legal
matters. The City Attorney is responsible for drafting ordinances, reviewing contracts, and prosecuting
municipal code violations.
The City Manager serves at the will of the City Council and is responsible for providing policy recommendations,
staff support, and to implement their directions and decisions. The City Manager is responsible for overseeing
day‐to‐day operations of the City and appoints professionals to direct departments responsible for a wide
variety of services provided to the community. The City Manager is responsible for the overall direction and
coordination of the City organization and to provide services and projects in an efficient manner. The City
Manager coordinates with community organizations and individuals to ensure the City is responsive to the
community’s needs and concerns.
Item 10.a. - Page 54
The Administration of Your City Government
45
Major Programs
Local Sales Tax
In November 2006, the voters of Arroyo Grande approved Measure O‐06, which established a half‐cent local
sales tax to meet City needs identified in the City’s long range financial plan. The following four categories of
needs were projected:
Infrastructure improvements, including the street, drainage and creek systems;
Transportation projects;
Public safety needs; and
Facility upgrades to meet Americans with Disabilities Act (ADA) requirements.
Every year funds from this local sales tax are invested in critically needed projects throughout the City. During
the next year, funds collected are proposed to be spent on street and sidewalk maintenance, bridge repairs,
creek and flood protection, and public safety.
Retiree Health
This program accounts for the City’s obligations to retirees for post‐employment benefits other than pensions.
The City provides minimal health contributions for retirees that have met certain criteria related to years of
service.
Item 10.a. - Page 55
The Administration of Your City Government
46
2019‐20 2019‐20 2020‐21
2017‐18 2018‐19 ADOPTED ADJUSTED ADOPTED
ACTUAL ACTUAL BUDGET BUDGET BUDGET $ % $ %
Expenditures by Program
City Council 81,237$ 110,727$ 99,200$ 115,700$ 125,200$ 26,000$ 26% 9,500$ 8%
Retirees Health 234,953 236,294 235,000 235,000 235,000 ‐ 0%‐ 0%
City Manager 318,547 320,035 395,900 420,900 429,500 33,600 8% 8,600 2%
City Attorney 273,018 247,086 283,200 283,200 283,200 ‐ 0%‐ 0%
Total 907,755$ 914,142$ 1,013,300$ 1,054,800$ 1,072,900$ 59,600$ 18,100$
Expenditures by Category
Salary and Benefits 494,368$ 534,579$ 675,100$ 689,600$ 709,700$ 34,600$ 5% 20,100$ 3%
Services and Supplies 305,837 287,949 336,200 363,200 361,200 25,000 7% (2,000) (1%)
Operating Equipment 1,458 1,000 2,000 2,000 2,000 ‐ 0%‐ 0%
Debt Service ‐ ‐ ‐ ‐ ‐ ‐ ‐
Capital Items and Transfers 106,092 90,614 ‐ ‐ ‐ ‐ ‐
Total 907,755$ 914,142$ 1,013,300$ 1,054,800$ 1,072,900$ 59,600$ 18,100$
Funding Sources
General Fund 907,755 914,142 1,013,300 1,054,800 1,072,900 59,600$ 6% 18,100$ 2%
Funding Source Total 907,755$ 914,142$ 1,013,300$ 1,054,800$ 1,072,900$ 59,600$ 18,100$
Personnel Complement
Elected Officials:
Mayor and City Council 5.0 5.0 5.0 5.0 5.0
Full ‐time:
City Manager 1.0 1.0 1.0 1.0 1.0
Contract:
City Attorney 1.0 1.0 1.0 1.0 1.0
Total 7.0 7.0 7.0 7.0 7.0
Change VS ADOPTED Change VS ADJUSTED
Incr/(Dec)Incr/(Dec)
Item 10.a. - Page 56
The Administration of Your City Government
47
LEGISLATIVE & INFORMATION SERVICES The Legislative and Information Services Department consists of the City Clerk and Information Technology Divisions. The City Clerk’s Office is dedicated to serving the City Council, City staff, and the citizens of Arroyo Grande by ensuring transparency and access to the legislative process, and by ensuring compliance with applicable State and local laws and regulations relating to municipal elections, open meetings, financial reporting, and access to public records. The Information Technology Division is dedicated to working
collaboratively with City departments and organizations to deliver and support innovative, reliable and secure
technology solutions and systems that align with current and future business needs.
2019‐20 2019‐20 2020‐21
2017‐18 2018‐19 ADOPTED ADJUSTED ADOPTED
ACTUAL ACTUAL BUDGET BUDGET BUDGET $ % $ %
Expenditures by Program
City Clerk 406,924$ 407,257$ 418,800$ 450,011$ 478,575$ 59,775$ 14% 28,564$ 6%
Information Technology 581,399 579,804 634,000 661,158 648,139 14,139 2% (13,019) (2%)
Printing/Duplicating 21,004 17,658 34,600 34,600 34,600 ‐ 0%‐ 0%
Total 1,009,327$ 1,004,719$ 1,087,400$ 1,145,769$ 1,161,314$ 73,914$ 15,545$
Expenditures by Category
Salary and Benefits 628,239$ 635,471$ 674,000$ 674,000$ 738,900$ 64,900$ 10% 64,900$ 10%
Services and Supplies 258,430 311,119 316,500 372,469 376,214 59,714 19% 3,745 1%
Operating Eqipment 94,399 58,130 96,900 99,300 46,200 (50,700) (52%) (53,100) (53%)
Debt Service 28,260 ‐ ‐ ‐ ‐ ‐ ‐
Capital Items
Total 1,009,327$ 1,004,719$ 1,087,400$ 1,145,769$ 1,161,314$ 73,914$ 15,545$
Funding Sources
General Fund 1,009,327$ 1,004,719$ 1,087,400$ 1,145,769$ 1,161,314$ 73,914$ 7% 15,545$ 1%
Personnel Complement
Full ‐time:
Director 1.0 1.0 1.0 1.0 1.0
Information Tech Manage r 1.0 1.0 1.0 1.0 1.0
Information Tech Specialis 1.0 1.0 1.0 1.0 1.0
Exec Asst/Deputy City Clerk 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Sr. Office Assistant 0.8 0.8 0.8 0.8 0.8
Total 4.8 4.8 4.8 4.8 4.8
Incr/(Dec)Incr/(Dec)
Change VS ADOPTED Change VS ADJUSTED
Item 10.a. - Page 57..
The Administration of Your City Government
48
ADMINISTRATIVE SERVICES DEPARTMENT
ADMINISTRATIVE SERVICES
The Administrative Services Department manages the City's financial and personnel systems by providing
accurate and timely actions and information to City Council, operating departments, and the public. Policies,
record keeping and reporting are carried out in compliance with generally accepted accounting principles and all
applicable laws and regulations. Areas of responsibility include human resources, utility billing, cash receipting,
accounts payable, budgeting, business licensing and non‐departmental charges that are not directly related to a
specific department.
2019‐20 2019‐20 2020‐21
2017‐18 2018‐19 ADOPTED ADJUSTED ADOPTED
ACTUAL ACTUAL BUDGET BUDGET BUDGET $ % $ %
Expenditures by Program
Administrative Services 805,586$ 964,868$ 901,500$ 1,007,000$ 930,597$ 29,097$ 3% (76,403)$ (8%)
Non‐Departmental 1,258,861 1,200,638 1,589,539 1,635,539 1,455,367 (134,172) (8%) (180,172) (11%)
Total 2,064,446$ 2,165,507$ 2,491,039$ 2,642,539$ 2,385,964$ (105,075)$ (105,075)$
Expenditures by Category
Salary and Benefits 686,381$ 886,818$ 831,100$ 936,600$ 857,935$ 26,835$ 3% (78,665)$ (8%)
Services and Supplies 1,165,540 1,078,376 1,448,039 1,494,039 1,192,129 (255,910) (18%) (301,910) (20%)
Operating Eqipment ‐ ‐ ‐ ‐ ‐ ‐ ‐
Debt Service 11,600 11,600 11,600 11,600 11,600 ‐ ‐‐ ‐
Capital Items and Transfers 200,926 188,713 200,300 200,300 324,300 124,000 ‐124,000 ‐
Total 2,064,446$ 2,165,507$ 2,491,039$ 2,642,539$ 2,385,964$ (105,075)$ (256,575)$
Funding Sources
General Fund 2,064,446$ 2,165,507$ 2,491,039$ 2,642,539$ 2,385,964$ (105,075)$ (4%) (105,075)$ (4%)
Personnel Complement
Full ‐time:
Director 1.0 1.0 1.0 1.0 1.0
Human Resources Manager 1.0 1.0 1.0 1.0 1.0
Accounting Manager ‐ ‐ ‐ ‐ 1.0
Accounting Supervisor 1.0 1.0 1.0 1.0 ‐
Senior Accounting Clerk 3.0 3.0 3.0 3.0 3.0
Accounting Clerk ‐ ‐ ‐ ‐ ‐
Total 6.0 6.0 6.0 6.0 6.0
Change VS ADOPTED Change VS ADJUSTED
Incr/(Dec)Incr/(Dec)
Item 10.a. - Page 58
Making Normal Happen
49
INTRODUCTION
In the Public Works Department there is a sign on the wall that says: “Public Works Makes Normal Happen.” This
statement is a testament to the fact that without the daily contributions of the Public Works Department, our
lives would be quickly impacted in many noticeable ways. As citizens of Arroyo Grande, we collectively own a
considerable amount of assets that are seemingly invisible but are absolutely vital to our daily routines. Rarely
does one notice the 67 miles of roads, 88 miles of sidewalks, 5 Bridges, 48 acres of parks, 169 acres of open
space, 93 miles of water mains, 6 water tanks ranging from 250,000 to 2 million gallons, 866 Fire Hydrants, 75
miles of sewer lines, 789 storm drains, 22 miles of storm drain mains, or 2,060 man holes just to name a few
items that are maintained by the crew of the Public Works Department.
PUBLIC WORKS
The Public Works Department is dedicated to contributing to a safe environment for the City's residents,
businesses, schools, and visitors by providing fast and courteous service. Public Works has a wide variety of
responsibilities; from routine maintenance of the majority of Arroyo Grande’s above and below ground
infrastructure including our drinking water distribution system lines, water meters, sanitary sewer lines and
storm water collection systems, streets network, sidewalks and crosswalks, street lights, traffic signs and signals,
City parks and Soto Sports Complex; to planting and trimming City trees and maintaining the City’s fleet of
vehicles, equipment, facilities, and buildings. The Department is also responsible for delivering capital projects
across the City and providing proper storm water management for creeks and basins.
The Public Works Department is committed to efficiently providing, operating, and sustaining these services to
preserve a quality community that is as safe and convenient as possible for our citizens.
2019‐20 2019‐20 2020‐21
2017‐18 2018‐19 ADOPTED ADJUSTED ADOPTED
ACTUAL ACTUAL BUDGET BUDGET BUDGET $ % $ %
Expenditures by Program
Public Works Administration 803,698$ 890,833$ 934,800$ 936,300$ 972,300$ 37,500$ 4% 36,000$ 4%
Park Maintenance 598,300 436,867 474,000 499,100 539,050 65,050 14% 39,950 8%
Soto Sports Complex Maint. 207,450 233,325 244,000 246,551 263,700 19,700 8% 17,149 7%
Automotive Shop 144,140 159,991 167,200 167,200 186,200 19,000 11% 19,000 11%
Government Buildings 240,492 212,951 233,600 233,600 193,100 (40,500) (17%) (40,500) (17%)
Total 1,994,080$ 1,933,966$ 2,053,600$ 2,082,751$ 2,154,350$ 100,750$ 71,599$
Expenditures by Category
Salary and Benefits 1,181,244$ 1,306,273$ 1,432,200$ 1,432,200$ 1,491,300$ 59,100$ 4% 59,100$ 4%
Services and Supplies 596,071 553,956 600,900 605,951 607,900 7,000 1% 1,949 0%
Operating Eqipment 194,309 29,217 ‐ ‐ 12,250 12,250 12,250
Debt Service 22,455 44,520 20,500 44,600 42,900 22,400 109% (1,700) (4%)
Capital Items ‐ ‐
Transfers ‐ ‐
Total 1,994,080$ 1,933,966$ 2,053,600$ 2,082,751$ 2,154,350$ 100,750$ 71,599$
Change VS ADOPTED Change VS ADJUSTED
Incr/(Dec)Incr/(Dec)
Item 10.a. - Page 59
Making Normal Happen
50
2019‐20 2019‐20 2020‐21
2017‐18 2018‐19 ADOPTED ADJUSTED ADOPTED
ACTUAL ACTUAL BUDGET BUDGET BUDGET $ % $ %
Funding Sources
General Fund 1,994,080 1,933,966 2,053,600 2,082,751 2,154,350 100,750 5% 71,599 3%
Funding Source Total 1,994,080$ 1,933,966$ 2,053,600$ 2,082,751$ 2,154,350$ 100,750$ 71,599$
Personnel Complement
Public Works Administration
Full time:
Director of Public Works 0.7 0.7 0.7 0.7 0.7
Administrative Secretary 1.0 1.0 1.0 1.0 1.0
Capital Projects Manager 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Associate Engineer 0.3 ‐ ‐ ‐ ‐
Subtotal 3.0 2.7 2.7 2.7 2.7
Parks
Full time:
Director of Public Works 0.3 0.3 0.3 0.3 0.3
Public Works Manager 0.5 0.5 0.5 0.5 0.5
Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Maintenance Worker 2.1 1.4 1.4 1.4 1.4
Subtotal 4.9 4.2 4.2 4.2 4.2
Streets
Full time:
Public Works Manager 0.5 0.5 0.5 0.5 0.5
Maintenance Lead Worker 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Part time (FTE):
Maintenance Worker 0.5 ‐ ‐ ‐ ‐
Subtotal 4.0 3.5 3.5 3.5 3.5
Soto Sports Complex
Full time:
Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Subtotal 2.0 2.0 2.0 2.0 2.0
Automotive Shop
Full time:
Fleet Maintenance Coordinato 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 Worke r 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Maintenance Worker 0.8 0.8 0.8 0.8 0.8
1.8 1.8 1.8 1.8 1.8
Change VS ADOPTED Change VS ADJUSTED
Incr/(Dec)Incr/(Dec)
Item 10.a. - Page 60
Making Normal Happen
51
2019‐20 2019‐20 2020‐21
2017‐18 2018‐19 ADOPTED ADJUSTED ADOPTED
ACTUAL ACTUAL BUDGET BUDGET BUDGET
Water Fund
Full time:
Public Works Supervisor ‐ ‐ ‐ ‐ ‐
Utilities Manager 1.0 1.0 1.0 1.0 1.0
Public Works Lead Worker 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 4.0 4.0 4.0 4.0 4.0
Part time (FTE):
Summer Interns 0.7 0.7 0.7 0.7 0.7
Subtotal 6.7 6.7 6.7 6.7 6.7
Sewer Fund
Full time:
Maintenance Worker 2.0 2.0 2.0 2.0 2.0
Part time (FTE):
Summer Interns 0.7 0.7 0.7 0.7 0.7
Subtotal 2.7 2.7 2.7 2.7 2.7
Department Total 26.1 24.6 24.6 24.6 24.6
Item 10.a. - Page 61
An Ounce of Prevention
52
INTRODUCTION
The concept of First Responders is well known in protecting the safety of a community. However, the role of
First Preventers, those who proactively work to prevent hazardous situations and costly future financial
liabilities, is equally important.
COMMUNITY DEVELOPMENT DEPARTMENT
The Community Development Department plays a vital role in protecting your safety, property values, and
ongoing cost to you as a taxpayer. The Department is responsible for maintaining the City's unique environment
and character, while balancing economic opportunities through effective land use planning and development
review processes. The Community Development Department does this through three divisions staffed by highly
specialized professionals:
Planning Division
Professional planners develop new long range plans and programs for the development or redevelopment of the
City based upon the ever‐changing needs and wants of the community to enhance the quality of life for our
community. This includes: housing, economic development, agriculture and open space stewardship, and
circulation.
Professional planners review proposed development projects to assure they are designed and will function
according to the adopted plans of the community. By doing so, new developments must meet high standards.
Engineering Division
The Division is responsible for the City’s long term City infrastructure, including projects for repair or
improvement of existing infrastructure as well as ensuring new infrastructure meets the City’s standards. When
new developments are approved, new public infrastructure is required to be built by the developer to serve the
new project. This new infrastructure is then dedicated to your City and the taxpayers in general. Essentially, very
expensive infrastructure like roads, storm water systems, and water and sewer systems become everyone’s
responsibility forever. Making sure that these long‐term infrastructure components are designed and built to
high standards is key to controlling future costs to all taxpayers.
Building and Life Safety Division
The State of California mandates that virtually all buildings and structures be constructed to very detailed
building codes in order to reduce death, injuries, and damage from improperly designed and constructed
buildings and fires, earthquakes, and other natural disasters. The California Building Codes also incorporate
many regulations to achieve State public policy goals such as disabled access and energy conservation. The
Division also reviews project plans, issues permits and provides inspection services for compliance with City
ordinances, fire and life safety codes, International Property Maintenance Code and works closely with the
Item 10.a. - Page 62
An Ounce of Prevention
53
Neighborhood Services team for code compliance. The responsibility for enforcing California Building Codes is
passed to the City by the State and we believe that having a local building team under the management of the
City provides for better and more reasonable customer service to all.
2019‐20 2019‐20 2020‐21
2017‐18 2018‐19 ADOPTED ADJUSTED ADOPTED
ACTUAL ACTUAL BUDGET BUDGET BUDGET $ % $ %
Expenditures by Program
Planning 874,754$ 525,227$ 685,500$ 896,141$ 695,900$ 10,400$ 2% (200,241)$ (22%)
Engineering 752,060 877,769 729,000 737,567 737,500 8,500 1% (67) (0%)
Building & Life Safety 447,270 433,153 406,400 496,400 537,050 130,650 32% 40,650 8%
Total 2,074,084$ 1,836,149$ 1,820,900$ 2,130,108$ 1,970,450$ 149,550$ (159,658)$
Expenditures by Category
Salary and Benefits 1,419,692$ 1,451,228$ 1,499,600$ 1,499,600$ 1,416,800$ (82,800)$ (6%) (82,800)$ (6%)
Services and Supplies 530,103 329,322 321,300 630,508 553,650 232,350 72% (76,858) (12%)
Operating Eqipment ‐ ‐ ‐ ‐ ‐ ‐ ‐
Debt Service ‐ ‐ ‐ ‐ ‐ ‐ ‐
Capital Items and Transfe 124,289 55,599 ‐ ‐ ‐ ‐ ‐
Total 2,074,084$ 1,836,149$ 1,820,900$ 2,130,108$ 1,970,450$ 149,550$ (159,658)$
Funding Sources
General Fund 2,074,084 1,836,149 1,820,900 2,130,108 1,970,450 149,550 (159,658)
Funding Source Total 2,074,084$ 1,836,149$ 1,820,900$ 2,130,108$ 1,970,450$ 149,550$ 8% (159,658)$ (7%)
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
Assistant Planner ‐ 1.0 1.0 1.0 1.0
Administrative Secretary 1.0 ‐ ‐ ‐ ‐
City Engineer 1.0 1.0 1.0 1.0 1.0
Assistant City Engineer ‐ ‐ ‐ ‐ ‐
Associate Engineer 1.0 1.0 1.0 1.0 1.0
Permit Technician ‐ 1.0 1.0 1.0 1.0
GIS Tech 1.0 ‐ ‐ ‐ ‐
GIS Analyst ‐ 1.0 1.0 1.0 1.0
Engineering Inspector 1.0* 1.0 1.0 1.0 1.0
Building Official 1.0 1.0 1.0 1.0 1.0
Building Permit Technici a 1.0 1.0 1.0 1.0 1.0
Part time (FTE):
Senior Office Assistant 0.8 ‐ ‐ ‐ ‐
Planning Technician 0.8 ‐ ‐ ‐ ‐
Comm. Development Inte 1.1 0.5 0.5 0.5 0.5
Total 11.7 10.5 10.5 10.5 10.5
Incr/(Dec)Incr/(Dec)
Change VS ADOPTED Change VS ADJUSTED
Item 10.a. - Page 63
A Pound of Cure
54
INTRODUCTION
Keeping people safe is a core element of City services. In addition to the City’s efforts to avoid unsafe conditions,
the City also provides services that quickly respond when needed.
POLICE DEPARTMENT
The Department's mission is to maintain the public peace, safeguard lives and property, and to provide for a
quality of life whereby those persons within the City have a sense of security and freedom in their daily
activities. Specifically, the Arroyo Grande Police Department will maintain a viable proactive organization, which
recognizes and effectively responds to current and future community needs, and which makes maximum use of
available resources, personnel and technology.
The Police Department includes Administrative, Patrol, Investigation, Traffic Enforcement, Neighborhood
Services, and Support Services functions.
Administrative Division
The Administrative Division is made up of the Chief of Police, Executive Secretary, Patrol Services Commander
and the Support Services Commander. This division manages the Police Department budget, policy decisions
and personnel to include:
Patrol Sergeants, Senior Police Officers, Police Officers, Reserve Officers, Detectives, Motorcycle Traffic
Officer, School Resource Officer, K‐9 Officer, Records Clerks, Training/Permit Technician,
Fleet/Equipment Technician, Neighborhood Services Technicians, Police Trainees, Police Cadets, Police
Explorers and Police Volunteers
Lexipol Policy Manual, Field Training Officer Program, Traffic Accident Review Board (TARB), Traffic
Commission, Emergency Operations Center (EOC), Internal Affairs Investigations, Use of Force and
Pursuit Reviews, Public Safety Video Surveillance (Blue Watch) Camera System, Media Relations,
Neighborhood Watch Program, Staff Advisory Committee (SAC), Firearms Range, Regional SWAT,
Dispatch Contract, Tow Contract, Special Event Incident Action Plans (IAP’s) and Public Safety and
Welfare Permits
Patrol Services Division
The Patrol Services Division is made up of a Patrol Services Commander, Patrol Sergeants, Senior Police Officers,
Police Officers, Reserve Officers, Motorcycle Traffic Officer, Field Training Officers, School Resource Officer, K‐9
Officer, Police Cadets and Police Explorers.
Item 10.a. - Page 64
A Pound of Cure
55
Support Services Division
The Support Services Division is made up of a Support Services Commander, Detective Sergeant, Senior Officer
Detective, Internet Crimes Against Children Investigator, Training Technician, Records Clerks, Neighborhood
Services Technicians, Police Volunteers and Police Trainees.
Investigation Section
Sometimes Patrol Officers encounter incidents that they simply cannot investigate in their assignment. These
incidents may demand specialized investigative expertise, coordinated assistance from outside law enforcement
agencies and/or a significant investment of time and personnel. The Patrol Services Division is not designed to
provide those types of investigative services.
The Investigations Section assumes the responsibility for investigating incidents that surpass the capacity of the
Patrol Services Division personnel. The Section is able to handle investigations from assaults, burglaries, thefts,
robberies, fraud, identity thefts, sex crimes and even the rare homicide. Although the members of the
Investigations Section have been thoroughly trained in the recovery, processing and storage of physical evidence
and contemporary investigative techniques, sometimes the nature or severity of the crime demands even more
expertise. In such cases, the Investigations Section can and will call upon and work with outside law
enforcement resources at the County, State or Federal level.
The Investigations Section staff regularly attend training seminars to ensure that they are proficient in
contemporary evidence recovery and investigative techniques. Training for a Detective, and for that matter any
Police Officer, is a never‐ending process as law enforcement techniques and tactics continually evolve at a rapid
pace.
Traffic Enforcement Section
From the volume of complaints the Department regularly receives, it is clear that traffic problems are some of
the most important issues for the entire community. Responding to those complaints with proactive and
effective traffic education and enforcement is a challenge and a responsibility of the Police Department.
In a police agency such as the City’s, with limited personnel staffing, developing and staffing a traffic unit can be
problematic, but not impossible with some creativity. The Police Department is currently budgeted for one full‐
time Motorcycle Officer; however, the position was brought back to Patrol due to staffing constraints. While the
primary duty assignment of the Motorcycle Officer is traffic enforcement, they may still be required to handle
other non‐traffic enforcement related calls for service.
The Motorcycle Officer focuses their enforcement efforts on traffic violations that are the primary causes for
traffic accidents at locations where those traffic violations occur most frequently. The goal of the Motorcycle
Officer is really the prevention of traffic accidents through traffic education and enforcement.
Item 10.a. - Page 65
A Pound of Cure
56
Neighborhood Services Section
The Neighborhood Services Technician (NST) is a hybrid of parking enforcement and code enforcement for the
City. The NST’s perform a wide variety of tasks such as providing information, educating the public and
conducting appropriate investigations. NST’s investigate alleged violations generated by observation or public
complaints to ensure compliance with regulations in the Arroyo Grande Municipal Code (AGMC).
The code enforcement aspect includes the enforcement of regulations related to temporary signs and banners;
abandoned, junk or inoperable vehicles; unauthorized living in recreational vehicles; grossly unreasonable
accumulations of garbage, trash, or any other material that creates an unsafe or unhealthy condition for the
neighborhood or the public in general.
The parking enforcement component of this position entails observing and/or marking vehicles and determining
conformity with applicable parking regulations; issuing warnings and/or citations for violations of parking
regulations, laws, or ordinances; locating abandoned vehicles on public property and public right‐of‐ways
including, but not limited to 24‐hour and 72‐hour parking violations as defined by the AGMC by reviewing
reports and citizen complaints and through proactive patrol activities.
Item 10.a. - Page 66
A Pound of Cure
57
2019‐20 2019‐20 2020‐21
2017‐18 2018‐19 ADOPTED ADJUSTED ADOPTED
ACTUAL ACTUAL BUDGET BUDGET BUDGET $ % $ %
Expenditures by Program
Police 1,336,918$ 1,188,803$ 1,238,100$ 1,256,980$ 1,097,543$ (140,557)$ (11%) (159,437)$ (13%)
Patrol Services 3,780,283 4,204,221 3,680,300 3,679,089 3,572,300 (108,000) (3%) (106,789) (3%)
Police Support Services 1,291,948 910,715 1,536,700 1,549,300 1,517,800 (18,900) (1%) (31,500) (2%)
Emergency Operations Ce ‐ ‐ 600 600 ‐ (600) (100%) (600) (100%)
Total 6,409,149$ 6,303,739$ 6,455,700$ 6,485,969$ 6,187,643$ (268,057)$ (298,326)$
Expenditures by Category
Salary and Benefits 5,291,949$ 8,300,332$ 7,381,800$ 7,381,800$ 5,228,400$ (2,153,400)$ (29%) (2,153,400)$ (29%)
Services and Supplies 870,921 838,209 915,500 926,889 934,743 19,243 2% 7,854 1%
Debt Service 208,017 132,985 133,900 133,900 ‐ (133,900) (100%) (133,900) (100%)
Operating Eqipment 38,262 32,213 24,500 43,380 24,500 ‐ 0% (18,880) (44%)
Capital Items and Transfers ‐ ‐
Total 6,409,149$ 9,303,739$ 8,455,700$ 8,485,969$ 6,187,643$ (2,268,057)$ (2,298,326)$
Funding Sources
General Fund 6,409,149 6,303,739 6,455,100 6,485,369 6,187,643 (267,457) (4%) (297,726) (5%)
Funding Source Total 6,409,149$ 6,303,739$ 6,455,100$ 6,485,369$ 6,187,643$ (267,457)$ (297,726)$
Personnel Complement
Full ‐time:
Chief of Police 1.0 1.0 1.0 1.0 1.0
Commander 2.0 2.0 2.0 2.0 2.0
Sergeant 5.0 5.0 5.0 5.0 5.0
Senior Police Officer 6.0 6.0 6.0 6.0 6.0
Police Officer 12.0 12.0 12.0 12.0 12.0
Executive Secretary 1.0 1.0 1.0 1.0 1.0
Records Clerk 2.0 2.0 2.0 2.0 2.0
Property Evidence Tech 1.0 ‐ ‐ ‐ ‐
Total 30.0 29.0 29.0 29.0 29.0
Part time (FTE):
Neighborhood Services Te 1.4 1.4 1.4 1.4 1.4
Reserve Officer ‐ ‐ ‐ ‐ ‐
Level I Reserve Officer 1.1 0.5 0.5 0.5 0.5
Training Technician 0.5 0.5 0.5 0.5 0.5
Fleet/Equipment Technici 0.5 0.5 0.5 0.5 0.5
Administrative Intern 0.1 ‐ ‐ ‐ ‐
Total 3.6 2.9 2.9 2.9 2.9
Sworn Employees 26.0 26.0 26.0 26.0 26.0
Non‐sworn Employees 7.6 5.9 5.9 5.9 5.9
Change VS ADOPTED Change VS ADJUSTED
Incr/(Dec)Incr/(Dec)
Item 10.a. - Page 67
A Pound of Cure
58
FIRE DEPARTMENT‐ FIVE CITIES FIRE AUTHORITY
In 2004, the cities of Arroyo Grande and Grover Beach collaboratively entered an agreement to share one fire
chief and training officer. This agreement was expanded over the next several years to include equipment
sharing, a consolidation of the reserve firefighter program and the introduction of "boundary drops," meaning
that the closest fire resource would be dispatched to a 9‐1‐1 call without consideration of community boundary.
In 2009, the Oceano Community Services District joined the other communities and on July 9, 2010, a complete
fire department consolidation took place, resulting in the creation of the Five Cities Fire Authority. The Five
Cities Fire Authority was created to increase service levels to citizens and visitors, to ensure consistent and
professional training standards, and to increase operational efficiencies.
When an Arroyo Grande resident dials 9‐1‐1, they have likely found themselves in a situation that they can no
longer manage on their own. Today’s fire service must have the personnel, training and tools to respond to a
variety of situations including:
Medical emergencies
Traffic collisions
Technical rescues
Structure and vegetation fires
Hazardous materials
2018‐19 2019‐20 2019‐20 2020‐21
2017‐18 ORIGINAL 2018‐19 ADOPTED ADJUSTED ADOPTED
ACTUAL BUDGET ACTUAL BUDGET BUDGET BUDGET $ % $ %
Expenditures by Program
4145 Non‐Department 2,054,304 2,059,861 2,523,661 2,052,061 2,052,061 2,052,061 ‐$ 0%‐$ 0%
Expenditures by Category
Services and Supplies 2,054,304 2,059,861 2,523,661 2,052,061 2,052,061 2,052,061 ‐$ 0%‐$ 0%
Funding Sources
General Fund 2,054,304 2,059,861 2,523,661 2,052,061 2,052,061 2,052,061 ‐$ 0%‐$ 0%
Local Sales Tax Fund 172,100 463,800 233,100 471,600 471,600 528,894 57,294$ 12% 57,294$ 12%
Funding Source Tota 2,226,404 2,523,661 2,756,761 2,523,661 2,523,661 2,580,955 57,294 57,294
Incr/(Dec)Incr/(Dec)
Change VS ADOPTED Change VS ADJUSTED
Item 10.a. - Page 68
All Work and No Play…
59
INTRODUCTION
Recreation Services in Arroyo Grande is a shining example of dedicated public servants working to provide
services that have immense meaning and worth to this community. The Recreation Services Department takes
pride in making a positive difference in the community of Arroyo Grande. Services provided by the Department
assist individuals to develop physically through health and wellness opportunities, build community through
events and experience, create a sense of place, generate economic vitality through programming and grow
relationships and social cohesiveness within the City.
The value of some of the recreation programs cannot be measured. The programs offer the general public an
economical way to socialize, recreate, and exercise. Programs for youth are centralized and standardized,
guaranteeing parents a safe place for their children to learn and build relationships while they are at work.
Sports programs that are operated through the City are fiscally responsible and operate with accountability.
Recreation Services provides citizens access to programs of special interest, plans events for people to celebrate
and enjoy life, and develops meaningful opportunities for community members to give back.
RECREATION SERVICES
The Recreation Services Department provides high quality, passive and active leisure services and programs
which address the recreational needs of all ages. In addition to classes and special events, the Department
provides childcare functions, formal and informal sports opportunities, and manages City facilities available for
community activities.
The Department provides recreation programs, special events, sports leagues, and manages public facilities for
the City of Arroyo Grande with 3 full‐time staff and 24 part‐time staff. The Department provides childcare at
three sites, two of which are school sites that are state licensed facilities, in addition to a before and after school
program offered at the Elm Street Community Center. The child care programs serve approximately 350
students during the school year and offer enrichment camps for youth during the summer. At Mark M. Millis
Community Center, Play and Learn Preschool and Kindergartners in Training programs serve children ages 3‐5
years old.
Special interest classes and camps are also offered to the community in partnership with independent
contractors to teach art, fitness, sewing, writing, photography, drama and baton, among other topics. The
Recreation Services Department hosts several annual special events including the Family Egg Hunt and Festival,
Halloween Carnival & Maze, Turkey Trot and the Father Daughter Dance. The Department has worked with local
service organizations to provide volunteers, food and sponsorships for these events. The Department also offers
sports programs such as basketball, softball, pickleball, youth wrestling, soccer, and tennis. In addition to
scheduling leagues and classes, recreation staff manages facility rentals including parks and BBQ’s, the Woman’s
Club Community Center, Elm Street Community Center and Soto Sports Complex. Lastly, the City‐wide Volunteer
Program Coordinator recruits, coordinates, and assigns over 6,500 hours of volunteer time annually to conduct
work days in open space, assist with special events, and assist with maintenance of parks and facilities.
Item 10.a. - Page 69
All Work and No Play…
60
2019‐20 2019‐20 2020‐21
2017‐18 2018‐19 ADOPTED ADJUSTED ADOPTED
ACTUAL ACTUAL BUDGET BUDGET BUDGET $ % $ %
Expenditures by Program
Recreation Administration 312,005$ 392,203$ 493,400$ 512,100$ 441,000$ (52,400)$ (11%) (71,100)$ (14%)
Pre ‐School Program 95,721 86,079 105,500 105,500 110,800 5,300 5% 5,300 5%
Recreation‐Special Programs 145,751 173,148 149,500 149,500 107,220 (42,280) (28%) (42,280) (28%)
Children In Motion 437,131 350,322 356,100 361,400 368,000 11,900 3% 6,600 2%
Total 990,609$ 1,001,752$ 1,104,500$ 1,128,500$ 1,027,020$ (25,080)$ (30,380)$
Expenditures by Category
Salary and Benefits 783,167$ 749,946$ 894,800$ 918,800$ 859,600$ (35,200)$ (4%) (59,200)$ (6%)
Services and Supplies 206,234 251,356 208,500 208,500 166,220 (42,280) (20%) (42,280) (20%)
Operating Eqipment 1,208.29 450.12 1,200.00 1,200.00 1,200.00 ‐ 0%‐ 0%
Capital Items and Transfers ‐ ‐
Total 990,609$ 1,001,752$ 1,104,500$ 1,128,500$ 1,027,020$ (77,480)$ (101,480)$
Funding Sources
General Fund 990,609$ 1,001,752$ 1,104,500$ 1,128,500$ 1,027,020$ (77,480)$ (7%) (101,480)$ (9%)
Personnel Complement
Recreation Administration
Full time:
Recreation Director 1.0 1.0 1.0 1.0 1.0
Recreation Supervisor 0.7 0.7 0.7 0.7 0.7
Recreation Coordinator ‐ ‐ ‐ ‐ ‐
Part time (FTE):
Office Assistant I0.4 0.4 0.4 0.4 0.4
Administrative Secretary 0.6 0.6 0.6 0.6 0.6
Volunteer & Class Coordinato 0.8 0.8 0.8 0.8 0.8
Facility Attendant 0.8 0.8 0.8 0.8 0.8
Sports Facilities Attendant 0.2 0.2 0.2 0.2 0.2
Subtotal 4.5 4.5 4.5 4.5 4.5
Recreation Preschool
Full time:
Recreation Supervisor 0.2 0.2 0.2 0.2 0.2
Part time (FTE):
Preschool Teacher 1.7 1.7 1.7 1.7 1.7
Subtotal 1.9 1.9 1.9 1.9 1.9
Children in Motion
Full time:
Recreation Supervisor 0.5 0.5 0.5 0.5 0.5
Recreation Coordinator 0.6 0.6 0.6 0.6 0.6
Part time (FTE):
Teacher 3.5 3.5 3.5 3.5 3.5
Assistant Teacher 1.2 1.2 1.2 1.2 1.2
Assistant I & II 2.2 2.2 2.2 2.2 2.2
Subtotal 8.0 8.0 8.0 8.0 8.0
Department Total 14.4 14.4 14.4 14.4 14.4
Change VS ADOPTED Change VS ADJUSTED
Incr/(Dec)Incr/(Dec)
Item 10.a. - Page 70
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.
61 Item 10.a. - Page 71
City of Arroyo GrandeProject Summary by Type of ProjectProj.Prior YearTotalNo. Project NameFunding 2020-21 2021-22 2022-23 2023-24 2024-25 5 Year CIP MISCELLANEOUS PROJECTS Funded Miscellaneous Projects5453 Financial Management Software218 Sales Tax200,000200,000612 Sewer Fund75,00075,000640 Water Fund75,00075,0005462 Police Station Evidence Room Secondary Access 212 Police Impact Fees10,00010,0005445 Woman's Club Kitchen Renovation213 Park Development1,0881,0885463 Woman's Club Interior Lighting--- Donations2,1672,1675464 City Hall Roof Replacement010 General Fund40,00040,0005465 Recreation Services Center Roof Repairs 010 General Fund20,00020,00054XX Replace Radio Receivers010 General Fund124,000124,000271 COPS50,00050,000174,00054XX FCFA Station 1 Security Fencing and Gate 210 Fire Impact Fees23,00023,00023,00054XX Report Management System (RMS) Upgrade at Police Department271 COPS150,000150,000150,00054XX Utility Undergrounding on East Grand Avenue, Halcyon Road to Elm Street218 Sales Tax50,00050,00050,00054XX Ash Street Restroom Roof Replacement 214 Park Improvement65,00065,00065,00054XX Public Safety Video Cameras271 COPS250,00080,000125,00045,000250,0005451 Police Station Firing Range218 Sales Tax120,000120,000120,0005455 City Buildings Safety Improvements218 Sales Tax200,00050,00050,00050,00050,000200,0005450 Corporation Yard Upgrades010 General Fund543543218 Sales Tax (40%)20,00020,000612 Sewer Fund (30%)15,00015,000640 Water Fund (30%)15,00015,00050,00054XX Network Storage Expansion - Police Dept 218 Sales Tax80,00080,00080,00054XX Secondary Network Storage (PD In-Car/Body) 218 Sales Tax12,00012,00012,00054XX Email Archive218 Sales Tax10,00010,00010,00054XX Server Replacement - City Hall218 Sales Tax30,00030,00030,000New FundingSource of Funds62Item 10.a. - Page 72
City of Arroyo GrandeProject Summary by Type of ProjectProj.Prior YearTotalNo. Project NameFunding 2020-21 2021-22 2022-23 2023-24 2024-25 5 Year CIPNew FundingSource of Funds54XX Server Replacement - Police Department 218 Sales Tax30,00030,00030,00054XX Firewall - City Hall218 Sales Tax40,00040,00040,000 Subtotal - Funded Miscellaneous Projects1,707,798423,798457,000250,000 202,000 255,000 120,0001,284,000 Unfunded Miscellaneous Projects54XX Rate Study Update218 Sales Tax20,00020,000612 Sewer20,00020,000640 Water20,00020,00060,0005450 Corporation Yard Renovations218 Sales Tax (40%)80,00020,00020,00020,00020,000612 Sewer Fund (30%)60,00015,00015,00015,00015,000640 Water Fund (30%)60,00015,00015,00015,00015,000200,00054XX Emergency Generator - City Hall22,00054XX Data Cabling at Woman's Club8,0005447 Citywide Solar Panel Project010 General Fund212 Police Impact213 Park Development218 Sales Tax612 Sewer Fund640 Water Fund5422 Le Point Parking Lot Expansion218 Sales Tax250,00054XX ADA Transition Plan54XX Council Chambers Front Door/Window Waterproofing54XX Council Chambers Rear Fencing & Lighting and Park/Rental Improvements54XX Council Chambers Plumbing Retrofit 16,90054XX City Hall Rain Gutter Replacement 16,90054XX City Hall IT Wall Insulation Project 16,90054XX Corp Yard Roofing Material Replacement 51,70054XX Old City Hall Electrical System Upgrade 16,90054XX Old City Hall HVAC Unit Replacement 10,10054XX Woman's Club Exterior Painting 33,70063Item 10.a. - Page 73I I I I I
City of Arroyo GrandeProject Summary by Type of ProjectProj.Prior YearTotalNo. Project NameFunding 2020-21 2021-22 2022-23 2023-24 2024-25 5 Year CIPNew FundingSource of Funds54XX Woman's Club Rain Gutter Replacement16,90054XX Woman's Club Flooring Replacement 45,00054XX City Hall Interior Painting33,70054XX Old City Hall Roofing Material Replace25,90054XX Soto Complex Jaycee Building Roof22,50054XX City Hall Flooring Replacement 39,40054XX Rancho Grande Park Roofing Material Replacement16,90054XX Network Switch Replacement (21/22)218 Sales Tax54XX Network Storage Expansion - City Hall (24/25) 218 Sales Tax80,00054XX Shoretel (Phones) (24/25)218 Sales Tax54XX Council Chambers Audio/Video218 Sales Tax Subtotal - Unfunded Miscellaneous Projects983,40050,00050,000 110,00050,000260,000 Total Miscellaneous Projects2,691,198423,798457,000300,000 252,000 365,000 170,0001,544,000 PARKS PROJECTS Funded Parks Projects5555 Strother Park No. 2 BBQ Repairs214 Park Improvement8,0008,0005556 Soto/Elm Master Plan218 Sales Tax46,19546,1955559 ADA Drinking Fountains214 Park Improvement20,00010,00010,00010,0005560 Soto Sports Complex Barrier Removal, Phase IV - Ikeda Field--- CDBG125,782125,78255XX Soto Sports Complex Resurface Tennis Courts 214 Park Improvement20,00020,00020,00055XX Elm Street Park Playground Structure/PIP 214 Park Improvement35,00035,000State Grant40,00040,00075,00055XX Central Irrigation Controls214 Park Improvement20,0005,0005,0005,0005,00020,0005515 Various Park Improvements214 Park Improvement155,6525,65230,00030,00030,00030,00030,000150,00064Item 10.a. - Page 74
City of Arroyo GrandeProject Summary by Type of ProjectProj.Prior YearTotalNo. Project NameFunding 2020-21 2021-22 2022-23 2023-24 2024-25 5 Year CIPNew FundingSource of Funds5554 Soto Sports Complex ADA Bleachers214 Park Improvement25,0005,0005,0005,0005,0005,00025,0005556 Soto Sports Complex Fencing Repairs214 Park Improvement75,00015,00015,00015,00015,00015,00075,00055XX Citywide Trash/Recycle Receptacle Replacement214 Park Improvement30,0006,0006,0006,0006,0006,00030,000 Subtotal - Funded Parks Projects600,629195,62991,000136,00061,00061,00056,000405,000 Unfunded Parks Projects55__ Soto Sports Complex Porter Field Lighting 214 Park Improvement200,00055__ Soto Sports Complex Nighttime Lighting 55__ Strother Park Sidewalk and Concrete Replacement22,50055__ Rancho Grande Park Playground Structure/ PIP Large90,00055__ Oro Park Play Structure67,50055__ Oro Park Engineered Wood Chips Surfacing5,60055__ Parkside Park ADA Drinking Fountain5,60055__ Parkside Park Playground Structure/PIP28,10055__ Strother Park Fencing Repairs/ Replacement11,20055__ Rancho Grande Park Playground Structure/ PIP Small28,10055__ Rancho Grande Park11,20055__ Strother Park Playground Structure Small28,10055__ James Way Open Space Foot Bridge39,40055__ Strother Park Basketball Court Resurfacing5,60055__ Soto Sports Complex Campbell/Pilg Sports Field Lighting168,70055__ Heritage Square Park Turf Leveling55__ Kawanis Park Maintenance Access Subtotal - Unfunded Parks Projects511,60065Item 10.a. - Page 75
City of Arroyo GrandeProject Summary by Type of ProjectProj.Prior YearTotalNo. Project NameFunding 2020-21 2021-22 2022-23 2023-24 2024-25 5 Year CIPNew FundingSource of Funds Total Parks Projects1,112,229 195,629 91,000 136,000 61,000 61,000 56,000 405,000 STREETS PROJECTS Funded Streets Projects5601 Fair Oaks/Orchard Avenue Intersection Improvements--- Developer Contribution50,00050,000218 Sales Tax50,00050,0005608 Bridge Street Bridge Rehabilitation --- HBP 7,236,206 7,236,2065612 Systematic Safety Analysis Report Program (SSARP)--- HSIP 67,500 67,500--- Regional SHA 10,000 10,000010 General Fund 35,312 35,3125620 Swinging Bridge Reinforcement 218 Sales Tax 630,034 497,834 132,200132,2005671 East Branch Streetscape --- Regional SHA 390,000 390,000218 Sales Tax 107,688 107,6885607 Harloe Elementary School Crossings --- Regional SHA 100,000 100,000100,0005678 Castillo Del Mar Extension --- Other Gov Agencies 55,835 55,835--- Developer Contribution536,500536,500218 Sales Tax440,275184,835255,440311,27556XX Bricks Between 208 and 214 East Branch Street 218 Sales Tax65,00065,00065,0005679 Traffic Way Bridge Improvement Project --- HBP6,094,589680,228412,416575,445 4,426,500218 Sales Tax789,61988,13153,43374,555 573,5006,115,8495638 Pavement Management Program--- Urban SHA201,00070,00063,00068,000218 SB1604,939297,739307,200220 Sales Tax4,498,165 1,380,165755,000245,000 518,000 745,000 855,0003,556,2005658 Sidewalk Repairs and Improvements218 Sales Tax780,003190,003115,000115,000 120,000 120,000 120,000590,0005642 Brisco Road/US 101 Interchange--- Regional SHA30,00030,000--- STIP6,624,0003,312,000 3,312,000--- Other Financing7,254,5004,126,657 1,488,922 1,638,921218 Sales Tax1,150,000850,000 200,00050,00050,000222 Traffic Signalization959,183479,591 479,592224 Transp Facility1,628,343100,000590,000938,34317,516,02666Item 10.a. - Page 76
City of Arroyo GrandeProject Summary by Type of ProjectProj.Prior YearTotalNo. Project NameFunding 2020-21 2021-22 2022-23 2023-24 2024-25 5 Year CIPNew FundingSource of Funds5611 Bridge Preventive Maintenance Plan--- HBP102,78423,01879,766218 Sales Tax13,3172,98210,335116,101 Subtotal - Funded Streets Projects40,504,793 12,002,141 2,904,524 7,019,000 11,118,513 6,345,513 1,115,101 28,502,651 Unfunded Streets Projects56__ Crosswalks in the Village--- HSIP or ATP Grant150,00056__ Repairs to Meadow Creek Ped Bridge Deck40,00056__ Lighted Crosswalk Repairs or Upgrades45,00056__ Branch Mill Road Stabilization500,00056__ Pearwood Fencing Relocation50,00056__ Guardrails on ECR at Hillcrest and Robles, W Branch, Vernon to E Grand50,00056__ Woodland Health Fitness Park AC Rehab5,00056__ Strother Park Parking Lot and Planters 218 Sales Tax280,90056__ ADA Pedestrian Buttons218 Sales Tax20,00056__ Clean Up Homeless Hot Spots 56__ Slopes/Fencing along AG Creek in Villageand Retaining Wall under Swinging Bridge Subtotal - Unfunded Streets Projects1,140,900 Total Streets Projects41,645,693 12,002,141 2,904,524 7,019,000 11,118,513 6,345,513 1,115,101 28,502,651 DRAINAGE PROJECTS Funded Drainage Projects5778 Tally Ho/Corbett Canyon Creek Confluence Restoration/Sedimentation Reduction231 Drainage Facility5,4875,487231 Sales Tax53,50053,5005781 Vard Loomis Lane Properties Drainage Repair 218 Sales Tax50,00050,0005783 Sierra Drive/Hillcrest Drive Drainage218 Sales Tax25525567Item 10.a. - Page 77I I
City of Arroyo GrandeProject Summary by Type of ProjectProj.Prior YearTotalNo. Project NameFunding 2020-21 2021-22 2022-23 2023-24 2024-25 5 Year CIPNew FundingSource of Funds5795 Oak Park Boulevard / El Camino Real Storm Drain System218 Sales Tax 577,579 177,579 400,000400,00057XX Drainage Master Plan Update/Watershed Management Plan218 Sales Tax 172,500 172,500172,5005780 Corporation Yard Stormwater Compliance Plan Implementation218 Sales Tax 131,118 71,118 20,000 20,000 20,00060,00057XX Trash Capture Devices 218 Sales Tax 210,000 4,000 103,000 103,000210,00057XX East Grand Ave/South Halcyon Road Drainage Undergrounding218 Sales Tax 382,000191,000 191,000382,0005794 Corrugated Metal Pipe (CMP) Lining 218 Sales Tax 462,930 207,930 45,000 45,000 82,500 82,500612 Sewer Fund 45,127 45,127255,000 Subtotal - Funded Drainage Projects2,090,497 610,997 572,500 69,000 168,000 396,500 273,500 1,479,500 Unfunded Drainage Projects57__ El Camino Real Drainage Pipe Relocation 218 Sales Tax 203,00057__ South Alpine Drainage/Rena CMP Lining 218 Sales Tax 70,00057__ Public/Drainage Issues- 524 Le Point, Robles, Via La Barranca, etc57__ Tally Ho/Corbett Canyon Creek Confluence Sedimentation Maintenance218 Sales Tax 75,000 Subtotal - Unfunded Drainage Projects348,000 Total Drainage Projects2,438,497 610,997 572,500 69,000 168,000 396,500 273,500 1,479,500 SEWER PROJECTS Funded Sewer Projects5852 The Pike Sewer Line Replacement612 Sewer Fund24,97724,9775821 Trenchless Sewer Rehabilitation612 Sewer Fund217,20077,200140,000140,0005845 Lift Station No. 1 Force Main Replacement 612 Sewer Fund408,997408,997634 Sewer Facility372,243372,24368Item 10.a. - Page 78
City of Arroyo GrandeProject Summary by Type of ProjectProj.Prior YearTotalNo. Project NameFunding 2020-21 2021-22 2022-23 2023-24 2024-25 5 Year CIPNew FundingSource of Funds5849 Maintenance Hole Rehabilitation--- Developer Contrib47,25447,254612 Sewer Fund60,00060,00060,000 Subtotal - Funded Sewer Projects1,130,672930,672200,000200,000 Unfunded Sewer ProjectsTrenchless Sewer Rehab--- Developer Contribution1,1851,185Alder Street ($190) - MP No. A-2 (5)Sewer Fund235,600235,600Cameron Court ($994) - MP No. A-2 (8)235,600Trenchless Sewer Rehab--- Developer Contribution11,78811,788Woodland Dr ($11,788) - MP No. A-2 (2) 612 Sewer Fund62,70062,700Ash Street - MP No. A-2 (10)62,7005854 Wastewater Master Plan Update612 Sewer Fund100,000100,000100,00058__ Trenchless Sewer Rehab612 Sewer Fund50,00050,000Woodland Drive Backyards, Olive Street to Woodland Drive50,00058__ Trenchless Sewer Rehab612 Sewer Fund282,000282,000Pilgrim/Orchard/Cherry - MP No. B-3282,0005856 Huasna Road Sewer Upgrade - MP No. B-2 612 Sewer Fund726,6005834 Orchard / California Sewer Relocation - MP No. B-3612 Sewer Fund1,174,4005835 Hillcrest / Sierra Sewer Relocation58__ Sewer Lateral at Woman's Club612 Sewer Fund Subtotal - Unfunded Sewer Projects2,644,27312,973398,30050,000282,000730,300 Total Sewer Projects3,774,944943,644200,000398,30050,000282,000930,300 WATER PROJECTS Funded Water Projects5944 Water Well #11 Facilities241 Water Availability42,77142,7715946 Galvanized Service Replacements640 Water Fund129,850129,8505966 Coach Road and Garden Street Pipe Bridges Evaluation640 Water Fund23,80823,8085972 Well 7 Evaluation241 Water Availability2,3162,3165817, 58335826, 585369Item 10.a. - Page 79I I
City of Arroyo GrandeProject Summary by Type of ProjectProj.Prior YearTotalNo. Project NameFunding 2020-21 2021-22 2022-23 2023-24 2024-25 5 Year CIPNew FundingSource of Funds5974 GIS Software for Water Infrastructure640 Water Fund35,00035,0005942 Water Reservoir No. 7640 Water Fund325,800180,400145,400642 Water Facility692,400383,400309,000454,4005911 Phased Mains Replacement - Fair Oaks Avenue, Elm Street to Alder Street640 Water Fund215,700215,700642 Water Facility215,700215,700431,40059XX Central Coast Blue241 Water Availability2,491,400730,000720,00080,00080,000 881,4002,491,400 Subtotal - Funded Water Projects4,174,746797,546 1,615,800720,00080,00080,000 881,4003,377,200 Unfunded Water Projects5911640 Water Fund (50%)358,400358,400642 Water Facility (50%)358,400358,400716,80059_ Water Master Plan Update640 Water Fund100,000100,000100,0005911640 Water Fund (50%)268,100268,100642 Water Facility (50%)268,100268,100536,2005973640 Water Fund (75%)202,400202,400642 Water Facility (25%)67,50067,500269,9005948 Reservoir 3 and 4 Coating and Seismic Evaluation640 Water Fund800,000400,000 400,000800,0005966 Coach Road and Garden Street Pipe Bridges Recoating640 Water Fund5965 Reservoir #5 Recoating640 Water Fund5975 SCADA Software/Electronics Upgrade 640 Water Fund232,8005976 Lierly Lane to Coach Road Upgrade640 Water Fund (50%)179,400642 Water Facility (50%)179,4005931640 Water Fund (50%)111,000642 Water Facility (50%)111,0005926 4-Inch Mains Upgrade - Sierra Drive640 Water Fund (50%)146,800642 Water Facility (50%)146,8005927 4-Inch Mains Upgrade - North Alpine640 Water Fund (50%)199,200642 Water Facility (50%)199,2005928 4-Inch Mains Upgrade - Sunset Drive640 Water Fund (50%)339,600642 Water Facility (50%)339,600Phased Mains Replacement - South Halcyon RoadPhased Mains Replacement - Cornwall StreetHighway 101 Crossing Upgrade - ECR to West Branch StreetCoach Road and Greenwood Drive Upgrades70Item 10.a. - Page 80
City of Arroyo GrandeProject Summary by Type of ProjectProj.Prior YearTotalNo. Project NameFunding 2020-21 2021-22 2022-23 2023-24 2024-25 5 Year CIPNew FundingSource of Funds5929 4-Inch Mains Upgrade - Ide Street640 Water Fund (50%)201,300642 Water Facility (50%)201,3005930 4-Inch Mains Upgrade - Wood Place640 Water Fund (50%)118,000642 Water Facility (50%)118,0005912 4-Inch Mains Upgrade - Alder Street640 Water Fund (50%)231,500642 Water Facility (50%)231,5005917640 Water Fund (50%)331,100642 Water Facility (50%)331,1005922640 Water Fund (50%)177,200642 Water Facility (50%)177,2005977640 Water Fund (50%)91,800642 Water Facility (50%)91,8005923 Waterline Upgrade, 10" to 12", on Garden Street Subtotal - Unfunded Water Projects6,909,500816,800 536,200 669,900 400,0002,422,900 Total Water Projects11,084,246797,546 1,615,800 1,536,800 616,200 749,900 1,281,4005,800,100Grand Total, All Capital Projects14,973,756 5,840,824 9,459,100 12,265,713 7,917,913 3,178,001 38,661,551Phased Mains Replacements - Vernon Road4-Inch Mains Upgrade - Beech, Pecan and SandlewoodPhased Mains Replacements - East Cherry Avenue71Item 10.a. - Page 81
Fund:350
Project Title:Replace Radio Receivers Project No.54XX
PROJECT DESCRIPTION Total Project Cost $174,000
Replace and upgrade the Police Department analog radio system to migrate to a digital platform.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4929 COPS 50,000 0.00 50,000 0 0 0 0 50,000
4910 General Fund 124,000 0 124,000 0 0 0 0 124,000
Total 174,000 0 174,000 0 0 0 0 174,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 174,000 0 174,000 0 0 0 0 174,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 174,000 0 174,000 0 0 0 0 174,000
Fund:350
Project Title:FCFA Station 1 Security Fencing and Gate Project No.54XX
PROJECT DESCRIPTION Total Project Cost $23,000
Install fencing, person gate and a drive through gate to improve the security at the Arroyo Grande Fire Station.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4912 Fire Impact Fees 23,000 0 23,000 0 0 0 0 23,000
Total 23,000 0 23,000 0 0 0 0 23,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 23,000 0 23,000 0 0 0 0 23,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 23,000 0 23,000 0 0 0 0 23,000
New Funding
New Funding
New Funding
New Funding
72 Item 10.a. - Page 82
Fund:350
Project Title:Report Management System (RMS) Upgrade at Police Department Project No.54XX
PROJECT DESCRIPTION Total Project Cost $150,000
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4929 COPS 150,000 0 0 150,000 0 0 0 150,000
Total 150,000 0 0 150,000 0 0 0 150,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 150,000 0 0 150,000 0 0 0 150,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 150,000 0 0 150,000 0 0 0 150,000
Fund:350
Project Title:Utility Undergrounding on East Grand Avenue, Halcyon Road to Elm Street Project No.54XX
PROJECT DESCRIPTION Total Project Cost $50,000
Management services and oversight of Utility Undergrounding District No. 7 construction.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 50,000 0 0 50,000 0 0 0 50,000
Total 50,000 0 0 50,000 0 0 0 50,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 0 0 0 0 0 0 0 0
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 50,000 0 0 50,000 0 0 0 50,000
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 50,000 0 0 50,000 0 0 0 50,000
New Funding
New Funding
New Funding
New Funding
Upgrade the Police Department report writing system to Pro Phoenix to coincide with the San Luis Obispo Sherriff's Department upgrade.
73 Item 10.a. - Page 83
Fund:350
Project Title:Ash Street Restroom Roof Replacement Project No.54XX
PROJECT DESCRIPTION Total Project Cost $65,000
Replace roof structure on the Ash Street Restroom building.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4914 Park Improvement 65,000 0 0 0 65,000 0 0 65,000
Total 65,000 0 0 0 65,000 0 0 65,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 65,000 0 0 0 65,000 0 0 65,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 65,000 0 0 0 65,000 0 0 65,000
Fund:350
Project Title:Public Safety Video Cameras Project No.54XX
PROJECT DESCRIPTION Total Project Cost $250,000
Replace failed public safety video system with a local vender in order to monitor City building and identified intersections.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4929 COPS 250,000 0 80,000 0 125,000 45,000 0 250,000
Total 250,000 0 80,000 0 125,000 45,000 0 250,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 250,000 0 80,000 0 125,000 45,000 0 250,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 250,000 0 80,000 0 125,000 45,000 0 250,000
New Funding
New Funding
New Funding
New Funding
74 Item 10.a. - Page 84
Fund:350
Project Title:Police Station Firing Range Project No.5451
PROJECT DESCRIPTION Total Project Cost $120,000
Upon the expiration of the current lease, the City will need to abate lead ammunition at the police firing range.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 120,000 0 0 0 0 120,000 0 120,000
Total 120,000 0 0 0 0 120,000 0 120,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 120,000 0 0 0 0 120,000 0 120,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 120,000 0 0 0 0 120,000 0 120,000
Fund:350
Project Title:City Buildings Safety Improvements Project No.5455
PROJECT DESCRIPTION Total Project Cost $200,000
Implement safety measures to City Buildings.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 200,000 0 50,000 50,000 0 50,000 50,000 200,000
Total 200,000 0 50,000 50,000 0 50,000 50,000 200,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 200,000 0 50,000 50,000 0 50,000 50,000 200,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 200,000 0 50,000 50,000 0 50,000 50,000 200,000
New Funding
New Funding
New Funding
New Funding
75 Item 10.a. - Page 85
Fund:350
Project Title:Corporation Yard Upgrades Project No.5450
PROJECT DESCRIPTION Total Project Cost $50,543
Renovation of Corporation Yard buildings and facilities.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4910 General Fund 543 543 0 0 0 0 0 0
4930 Sewer Fund (30%) 15,000 0 15,000 0 0 0 0 15,000
4940 Water Fund (30%) 15,000 0 15,000 0 0 0 0 15,000
4950 Sales Tax (40%) 20,000 0 20,000 0 0 0 0 20,000
Total 50,543 543 50,000 0 0 0 0 50,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 50,000 0 50,000 0 0 0 0 50,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 543 543 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 50,543 543 50,000 0 0 0 0 50,000
Fund:350
Project Title:Network Storage Expansion - Police Dept Project No.54XX
PROJECT DESCRIPTION Total Project Cost $80,000
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 80,000 0 80,000 0 0 0 0 80,000
Total 80,000 0 80,000 0 0 0 0 80,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 80,000 0 80,000 0 0 0 0 80,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 80,000 0 80,000 0 0 0 0 80,000
New Funding
New Funding
New Funding
New Funding
Replacement of existing primary network storage system located at the Police Department data center. Existing system has been in place for 7
years, and reached end of support (EOS) in 2019.
76 Item 10.a. - Page 86
Fund:350
Project Title:Secondary Network Storage (PD In-Car/Body)Project No.54XX
PROJECT DESCRIPTION Total Project Cost $12,000
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 12,000 0 0 0 12,000 0 0 12,000
Total 12,000 0 0 0 12,000 0 0 12,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 12,000 0 0 0 12,000 0 0 12,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 12,000 0 0 0 12,000 0 0 12,000
Fund:350
Project Title:Email Archive Project No.54XX
PROJECT DESCRIPTION Total Project Cost $10,000
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 10,000 0 0 0 0 10,000 0 10,000
Total 10,000 0 0 0 0 10,000 0 10,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 10,000 0 0 0 0 10,000 0 10,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 10,000 0 0 0 0 10,000 0 10,000
New Funding
New Funding
New Funding
New Funding
Replacement of existing secondary network storage system utilized to store video data associated with the Police Department in-car and body
camera video systems. Project is based on a 5 year equipment replacement cycle.
Replacement of existing email archival system utilized to ensure 2 year email archival based on City records retention schedule. Project is
based on projected end of support in FY 2023-24.
77 Item 10.a. - Page 87
Fund:350
Project Title:Server Replacement - City Hall Project No.54XX
PROJECT DESCRIPTION Total Project Cost $30,000
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 30,000 0 0 0 0 30,000 0 30,000
Total 30,000 0 0 0 0 30,000 0 30,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 30,000 0 0 0 0 30,000 0 30,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 30,000 0 0 0 0 30,000 0 30,000
Fund:350
Project Title:Server Replacement - Police Department Project No.54XX
PROJECT DESCRIPTION Total Project Cost $30,000
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 30,000 0 0 0 0 0 30,000 30,000
Total 30,000 0 0 0 0 0 30,000 30,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 30,000 0 0 0 0 0 30,000 30,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 30,000 0 0 0 0 0 30,000 30,000
New Funding
New Funding
New Funding
Replacement of primary network server infrastructure located at the Police Department data center. Project is based on a 5 year equipment
replacement cycle.
New Funding
Replacement of primary network server infrastructure located at the City Hall data center. Project is based on a 5 year equipment replacement
cycle.
78 Item 10.a. - Page 88
Fund:350
Project Title:Firewall - City Hall Project No.54XX
PROJECT DESCRIPTION Total Project Cost $40,000
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 40,000 0 0 0 0 0 40,000 40,000
Total 40,000 0 0 0 0 0 40,000 40,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 40,000 0 0 0 0 0 40,000 40,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 40,000 0 0 0 0 0 40,000 40,000
New Funding
New Funding
Replacement of primary firewall appliance located the City Hall data center. Project is based on an 8 year equipment replacement cycle.
79 Item 10.a. - Page 89
Fund:350
Project Title:ADA Drinking Fountains Project No.5559
PROJECT DESCRIPTION Total Project Cost $20,000
Installation of ADA compliant water drinking fountains at City parks and facilities.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4914 Park Improvement 20,000 10,000 10,000 0 0 0 0 10,000
Total 20,000 10,000 10,000 0 0 0 0 10,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 20,000 10,000 10,000 0 0 0 0 10,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 00000000
7701 Studies 0 0 0 0 0 0 0 0
Total 20,000 10,000 10,000 0 0 0 0 10,000
Fund:350
Project Title:Soto Sports Complex Resurface Tennis Courts Project No.55XX
PROJECT DESCRIPTION Total Project Cost $20,000
Resurface tennis courts at Soto Sports Complex.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4914 Park Improvement 20,000 0 20,000 0 0 0 0 20,000
Total 20,000 0 20,000 0 0 0 0 20,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 20,000 0 20,000 0 0 0 0 20,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 00000000
7701 Studies 0 0 0 0 0 0 0 0
Total 20,000 0 20,000 0 0 0 0 20,000
New Funding
New Funding
New Funding
New Funding
80 Item 10.a. - Page 90
Fund:350
Project Title:Elm Street Park Playground Structure/PIP Project No.55XX
PROJECT DESCRIPTION Total Project Cost $75,000
Replacement of existing play structure and poured-in-place (PIP) fall protection at Elm Street Park.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4458 State Grant 40,000 0 0 40,000 0 0 0 40,000
4914 Park Improvement 35,000 0 0 35,000 0 0 0 35,000
Total 75,000 0 0 75,000 0 0 0 75,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 75,000 0 0 75,000 0 0 0 75,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 00000000
7701 Studies 0 0 0 0 0 0 0 0
Total 75,000 0 0 75,000 0 0 0 75,000
Fund:350
Project Title:Central Irrigation Controls Project No.55XX
PROJECT DESCRIPTION Total Project Cost $20,000
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4914 Park Improvement 20,000 0 5,000 5,000 5,000 5,000 0 20,000
Total 20,000 0 5,000 5,000 5,000 5,000 0 20,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 20,000 0 5,000 5,000 5,000 5,000 0 20,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 00000000
7701 Studies 0 0 0 0 0 0 0 0
Total 20,000 0 5,000 5,000 5,000 5,000 0 20,000
The replacement of outdated irrigation controls to allow remote controls while out in the field. This will allow for a more efficient environment
while working with our irrigation systems.
New Funding
New Funding
New Funding
New Funding
81 Item 10.a. - Page 91
Fund:350
Project Title:Various Park Improvements Project No.5515
PROJECT DESCRIPTION Total Project Cost $155,652
Turf and field renovations at Soto Sports Complex.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4914 Park Improvement 155,652 5,652 30,000 30,000 30,000 30,000 30,000 150,000
Total 155,652 5,652 30,000 30,000 30,000 30,000 30,000 150,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 155,652 5,652 30,000 30,000 30,000 30,000 30,000 150,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 00000000
7701 Studies 0 0 0 0 0 0 0 0
Total 155,652 5,652 30,000 30,000 30,000 30,000 30,000 150,000
Fund:350
Project Title:Soto Sports Complex ADA Bleachers Project No.5554
PROJECT DESCRIPTION Total Project Cost $25,000
These funds will be used to switch out our current bleachers for new ADA complaint bleachers.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4914 Park Improvement 25,000 0 5,000 5,000 5,000 5,000 5,000 25,000
Total 25,000 0 5,000 5,000 5,000 5,000 5,000 25,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 25,000 0 5,000 5,000 5,000 5,000 5,000 25,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 00000000
7701 Studies 0 0 0 0 0 0 0 0
Total 25,000 0 5,000 5,000 5,000 5,000 5,000 25,000
New Funding
New Funding
New Funding
New Funding
82 Item 10.a. - Page 92
Fund:350
Project Title:Soto Sports Complex Fencing Repairs Project No.5556
PROJECT DESCRIPTION Total Project Cost $75,000
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4914 Park Improvement 75,000 0 15,000 15,000 15,000 15,000 15,000 75,000
Total 75,000 0 15,000 15,000 15,000 15,000 15,000 75,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 75,000 0 15,000 15,000 15,000 15,000 15,000 75,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 00000000
7701 Studies 0 0 0 0 0 0 0 0
Total 75,000 0 15,000 15,000 15,000 15,000 15,000 75,000
Fund:350
Project Title:Citywide Trash/Recycle Receptacle Replacement Project No.55XX
PROJECT DESCRIPTION Total Project Cost $30,000
These funds will be used to replace outdated broken trash/recycle receptacles throughout the City.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4914 Park Improvement 30,000 0 6,000 6,000 6,000 6,000 6,000 30,000
Total 30,000 0 6,000 6,000 6,000 6,000 6,000 30,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 30,000 0 6,000 6,000 6,000 6,000 6,000 30,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 00000000
7701 Studies 0 0 0 0 0 0 0 0
Total 30,000 0 6,000 6,000 6,000 6,000 6,000 30,000
These funds will be used to continue replacing the remaining segments of old broken chain-link/barbed wire fencing throughout the complex.
New Funding
New Funding
New Funding
New Funding
83 Item 10.a. - Page 93
Fund:350
Project Title:Swinging Bridge Reinforcement Project No.5620
PROJECT DESCRIPTION Total Project Cost $630,034
Design and construction for the repair and strengthening of the Swinging Bridge.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 630,034 497,834 132,200 0 0 0 0 132,200
Total 630,034 497,834 132,200 0 0 0 0 132,200
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 491,000 408,041 82,959 0 0 0 0 82,959
7201 Contingencies 49,100 40,800 8,300 0 0 0 0 8,300
7301 Contract Admin 39,300 8,700 30,600 0 0 0 0 30,600
7401 Testing 9,800 0 9,800 0 0 0 0 9,800
7501 Design & Survey 40,835 40,294 541 0 0 0 0 541
7701 Studies 0 0 0 0 0 0 0 0
Total 630,034 497,834 132,200 0 0 0 0 132,200
Fund:350
Project Title:Harloe Elementary School Crossings Project No.5607
PROJECT DESCRIPTION Total Project Cost $100,000
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4482 Regional SHA 100,000 0 100,000 0 0 0 0 100,000
Total 100,000 0 100,000 0 0 0 0 100,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 100,000 0 100,000 0 0 0 0 100,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 0 0 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 100,000 0 100,000 0 0 0 0 100,000
New Funding
New Funding
New Funding
New Funding
Sidewalk installation on South Halcyon Road near Harloe Elementary School and curb extension improvements at the South Halcyon Road and
Sandlewood Drive crosswalk.
84 Item 10.a. - Page 94
Fund:350
Project Title:Castillo Del Mar Extension Project No.5678
PROJECT DESCRIPTION Total Project Cost $1,032,610
Widening and realignment of Castillo Del Mar from Arroyo Grande High School to Valley Road.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4499 Other Gov Agencies 55,835 0 55,835 0 0 0 0 55,835
4825 Developer Contribu 536,500 536,500 0 0 0 0 0 0
4950 Sales Tax 440,275 184,835 255,440 0 0 0 0 255,440
Total 1,032,610 721,335 311,275 0 0 0 0 311,275
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 871,455 703,160 168,295 0 0 0 0 168,295
7201 Contingencies 87,145 0 87,145 0 0 0 0 87,145
7301 Contract Admin 18,850 0 18,850 0 0 0 0 18,850
7401 Testing 34,000 0 34,000 0 0 0 0 34,000
7501 Design & Survey 21,160 18,175 2,985 0 0 0 0 2,985
7701 Studies 0 0 0 0 0 0 0 0
Total 1,032,610 721,335 311,275 0 0 0 0 311,275
Fund:350
Project Title:Bricks Between 208 and 214 East Branch Street Project No.56XX
PROJECT DESCRIPTION Total Project Cost $65,000
Repairs to brick walkway between 208 and 214 East Branch Street.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 65,000 0 65,000 0 0 0 0 65,000
Total 65,000 0 65,000 0 0 0 0 65,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 56,000 0 56,000 0 0 0 0 56,000
7201 Contingencies 5,500 0 5,500 0 0 0 0 5,500
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 3,500 0 3,500 0 0 0 0 3,500
7701 Studies 0 0 0 0 0 0 0 0
Total 65,000 0 65,000 0 0 0 0 65,000
New Funding
New Funding
New Funding
New Funding
85 Item 10.a. - Page 95
Fund:350
Project Title:Traffic Way Bridge Improvement Project Project No.5679
PROJECT DESCRIPTION Total Project Cost $6,884,208
Replace three lane bridge constructed in 1932 over Arroyo Grande creek.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4487 HBP 6,094,589 680,228 412,416 575,445 4,426,500 0 0 5,414,361
4950 Sales Tax 789,619 88,131 53,433 74,555 573,500 0 0 701,488
Total 6,884,208 768,359 465,849 650,000 5,000,000 0 0 6,115,849
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 4,545,000 0 0 0 4,545,000 0 0 4,545,000
7201 Contingencies 455,000 0 0 0 455,000 0 0 455,000
7301 Contract Admin 650,000 0 0 650,000 0 0 0 650,000
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 1,234,208 768,359 465,849 0 0 0 0 465,849
7701 Studies 0 0 0 0 0 0 0 0
Total 6,884,208 768,359 465,849 650,000 5,000,000 0 0 6,115,849
Fund:350
Project Title:Pavement Management Program Project No.5638
PROJECT DESCRIPTION Total Project Cost $5,304,104
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4486 Urban SHA 201,000 70,000 63,000 68,000 0 0 0 131,000
4920 SB1 604,939 297,739 307,200 0 0 0 0 307,200
4950 Sales Tax 4,498,165 1,380,165 755,000 245,000 518,000 745,000 855,000 3,118,000
Total 5,304,104 1,747,904 1,125,200 313,000 518,000 745,000 855,000 3,556,200
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 4,256,711 1,476,238 882,047 242,520 403,937 582,677 669,291 2,780,472
7201 Contingencies 371,675 93,628 88,205 24,252 40,394 58,268 66,929 278,047
7301 Contract Admin 14,750 2,250 2,500 2,500 2,500 2,500 2,500 12,500
7401 Testing 88,994 33,385 17,641 4,850 8,079 11,654 13,386 55,609
7501 Design & Survey 531,974 114,904 132,307 36,378 60,591 87,402 100,394 417,071
7701 Studies 40,000 27,500 2,500 2,500 2,500 2,500 2,500 12,500
Total 5,304,104 1,747,904 1,125,200 313,000 518,000 745,000 855,000 3,556,200
New Funding
New Funding
New Funding
New Funding
The City's Pavement Management Program provides maintenance history and pavement condition index (PCI) for all public streets in Arroyo
Grande. The City annually preforms 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.
86 Item 10.a. - Page 96
Fund:350
Project Title:Sidewalk Repairs and Improvements Project No.5658
PROJECT DESCRIPTION Total Project Cost $780,003
Annual funding allocated towards sidewalk improvements and repairs throughout the City.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 780,003 190,003 115,000 115,000 120,000 120,000 120,000 590,000
Total 780,003 190,003 115,000 115,000 120,000 120,000 120,000 590,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 598,155 176,337 81,636 81,636 86,182 86,182 86,182 421,818
7201 Contingencies 44,674 2,492 8,164 8,164 8,618 8,618 8,618 42,182
7301 Contract Admin 1,274 274 200 200 200 200 200 1,000
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 135,900 10,900 25,000 25,000 25,000 25,000 25,000 125,000
7701 Studies 0 0 0 0 0 0 0 0
Total 780,003 190,003 115,000 115,000 120,000 120,000 120,000 590,000
Fund:350
Project Title:Brisco Road/US 101 Interchange Project No.5642
PROJECT DESCRIPTION Total Project Cost $17,646,026
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4482 Regional SHA 30,000 30,000 0 0 0 0 0 0
4490 STIP 6,624,000 0 0 0 3,312,000 3,312,000 0 6,624,000
4816 Other Financing 7,254,500 0 0 4,126,657 1,488,922 1,638,921 0 7,254,500
4922 Traffic Signalization 959,183 0 0 0 479,591 479,592 0 959,183
4926 Transp Facility 1,628,343 100,000 590,000 938,343 0 0 0 1,528,343
4950 Sales Tax 1,150,000 0 0 850,000 200,000 50,000 50,000 1,150,000
Total 17,646,026 130,000 590,000.00 5,915,000 5,480,513 5,480,513 50,000 17,516,026
Expenditures
Total 2019-20 Total 5 Year
Account Description Budget Budget 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 8,848,821 0 0 0 4,424,410 4,424,410 0 8,848,821
7201 Contingencies 884,882 0 0 0 442,441 442,441 0 884,882
7301 Contract Admin 1,527,323 0 0 250,000 613,662 613,662 50,000 1,527,323
7303 Land Acquisition 5,075,000 0 0 5,075,000 0 0 0 5,075,000
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 1,280,000 100,000 590,000 590,000 0 0 0 1,180,000
7701 Studies 30,000 30,000 0 0 0 0 0 0
Total 17,646,026 130,000 590,000 5,915,000 5,480,513 5,480,513 50,000 17,516,026
New Funding
New Funding
New Funding
New Funding
Final design and construction of modifications to the US-101 on and off-ramps at Brisco Road, East Grand Avenue and Camino Mercado
interchanges to alleviate traffic congestion at peak travel times.
87 Item 10.a. - Page 97
Fund:350
Project Title:Bridge Preventive Maintenance Plan Project No.5611
PROJECT DESCRIPTION Total Project Cost $116,101
Program for maintaining the City's bridges.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4487 HBP 102,784 0 0 23,018 0 0 79,766 102,784
4950 Sales Tax 13,317 0 0 2,982 0 0 10,335 13,317
Total 116,101 0 0 26,000 0 0 90,101 116,101
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 67,400 0 0 0 0 0 67,400 67,400
7201 Contingencies 6,701 0 0 0 0 0 6,701 6,701
7301 Contract Admin 16,000 0 0 0 0 0 16,000 16,000
7401 Testing 0 0 0 0 0 0 0 0
7501 Design & Survey 26,000 0 0 26,000 0 0 0 26,000
7701 Studies 0 0 0 0 0 0 0 0
Total 116,101 0 0 26,000 0 0 90,101 116,101
New Funding
New Funding
88 Item 10.a. - Page 98
Fund:350
Project Title:Oak Park Boulevard / El Camino Real Storm Drain System Project No.5795
PROJECT DESCRIPTION Total Project Cost $577,579
Design and construction of permanent drainage improvements as follow up to emergency repairs completed for the area.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 577,579 177,579 400,000 0 0 0 0 400,000
Total 577,579 177,579 400,000 0 0 0 0 400,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 487,579 177,579 310,000 0 0 0 0 310,000
7201 Contingencies 30,000 0 30,000 0 0 0 0 30,000
7301 Contract Admin 10,000 0 10,000 0 0 0 0 10,000
7401 Testing 00000000
7501 Design & Survey 50,000 0 50,000 0 0 0 0 50,000
7701 Studies 0 0 0 0 0 0 0 0
Total 577,579 177,579 400,000 0 0 0 0 400,000
Fund:350
Project Title:Drainage Master Plan Update/Watershed Management Plan Project No.57XX
PROJECT DESCRIPTION Total Project Cost $172,500
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 172,500 0 172,500 0 0 0 0 172,500
Total 172,500 0 172,500 0 0 0 0 172,500
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 00000000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 00000000
7701 Studies 172,500 0 172,500 0 0 0 0 172,500
Total 172,500 0 172,500 0 0 0 0 172,500
New Funding
New Funding
New Funding
New Funding
Update to the outdated Drainage Master Plan, this will help update our drainage impact fees for future projects. Additionally, using data
collected from the Drainage Master Plan Update the City will implament a Watershed Management Plan as required by teh Regional Water
Quality Control Board to help facilitate capturing Stormwater .
89 Item 10.a. - Page 99
Fund:350
Project Title:Corporation Yard Stormwater Compliance Plan Implementation Project No.5780
PROJECT DESCRIPTION Total Project Cost $131,118
Multi-year project to complete improvements identified in the Corporation Yard Stormwater Compliance Plan.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 131,118 71,118 0 20,000 20,000 20,000 0 60,000
Total 131,118 71,118 0 20,000 20,000 20,000 0 60,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 110,268 50,268 0 20,000 20,000 20,000 0 60,000
7201 Contingencies 5,450 5,450 0 0 0 0 0 0
7301 Contract Admin 6,500 6,500 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 8,900 8,900 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 131,118 71,118 0 20,000 20,000 20,000 0 60,000
Fund:350
Project Title:Trash Capture Devices Project No.57XX
PROJECT DESCRIPTION Total Project Cost $210,000
Implementing trash capture devices as mandated by the MS$ Stormwater Permit required by the State.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 210,000 0 0 4,000 103,000 103,000 0 210,000
Total 210,000 0 0 4,000 103,000 103,000 0 210,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 210,000 0 0 4,000 103,000 103,000 0 210,000
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 00000000
7701 Studies 0 0 0 0 0 0 0 0
Total 210,000 0 0 4,000 103,000 103,000 0 210,000
New Funding
New Funding
New Funding
New Funding
90 Item 10.a. - Page 100
Fund:350
Project Title:East Grand Ave/South Halcyon Road Drainage Undergrounding Project No.57XX
PROJECT DESCRIPTION Total Project Cost $382,000
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4950 Sales Tax 382,000 0 0 0 0 191,000 191,000 382,000
Total 382,000 0 0 0 0 191,000 191,000 382,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 315,500 0 0 0 0 156,000 159,500 315,500
7201 Contingencies 31,500 0 0 0 0 0 31,500 31,500
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 35,000 0 0 0 0 35,000 0 35,000
7701 Studies 0 0 0 0 0 0 0 0
Total 382,000 0 0 0 0 191,000 191,000 382,000
Fund:350
Project Title:Corrugated Metal Pipe (CMP) Lining Project No.5794
PROJECT DESCRIPTION Total Project Cost $508,057
Annual project to repair deteriorating corrugated metal pipes (CMP) throughout the City.
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4930 Sewer Fund 45,127 45,127 0 0 0 0 0 0
4950 Sales Tax 462,930 207,930 0 45,000 45,000 82,500 82,500 255,000
Total 508,057 253,057 0 45,000 45,000 82,500 82,500 255,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 398,332 238,332 0 32,000 32,000 48,000 48,000 160,000
7201 Contingencies 22,654 7,654 0 3,000 3,000 4,500 4,500 15,000
7301 Contract Admin 46,895 6,895 0 5,000 5,000 15,000 15,000 40,000
7401 Testing 00000000
7501 Design & Survey 40,176 176 0 5,000 5,000 15,000 15,000 40,000
7701 Studies 0 0 0 0 0 0 0 0
Total 508,057 253,057 0 45,000 45,000 82,500 82,500 255,000
New Funding
New Funding
New Funding
New Funding
Install underground storm drain system along South Halcyon Road from existing bubble up near East Grand Avenue to an existing catch basin
in front of Arroyo Grande Hospital.
91 Item 10.a. - Page 101
Fund:612
Project Title:Trenchless Sewer Rehabilitation Project No.5821
PROJECT DESCRIPTION Total Project Cost $217,200
Location Master Plan No.
South Alpine Street A-2 (3)
South Halcyon Road A-2 (4)
Wood Place A-2 (6)
Vernon Street A-2 (7)
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4930 Sewer Fund 217,200 77,200 140,000 0 0 0 0 140,000
Total 217,200 77,200 140,000 0 0 0 0 140,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 175,800 62,200 113,600 0 0 0 0 113,600
7201 Contingencies 11,400 0 11,400 0 0 0 0 11,400
7301 Contract Admin 15,000 0 15,000 0 0 0 0 15,000
7401 Testing 00000000
7501 Design & Survey 15,000 15,000 0 0 0 0 0 0
7701 Studies 0 0 0 0 0 0 0 0
Total 217,200 77,200 140,000 0 0 0 0 140,000
Fund:612
Project Title:Maintenance Hole Rehabilitation Project No.5849
PROJECT DESCRIPTION Total Project Cost $107,254
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4825 Developer Contrib 47,254 47,254 0 0 0 0 0 0
4930 Sewer Fund 60,000 0 60,000 0 0 0 0 60,000
Total 107,254 47,254 60,000 0 0 0 0 60,000
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 91,100 47,254 43,846 0 0 0 0 43,846
7201 Contingencies 9,154 0 9,154 0 0 0 0 9,154
7301 Contract Admin 3,500 0 3,500 0 0 0 0 3,500
7401 Testing 00000000
7501 Design & Survey 3,500 0 3,500 0 0 0 0 3,500
7701 Studies 0 0 0 0 0 0 0 0
Total 107,254 47,254 60,000 0 0 0 0 60,000
New Funding
New Funding
Cured-in-place pipe rehabilitation along the entire length of the sections below to reduce infiltration, root intrusion, and maintenance
requirements, as well as probability of failure.
New Funding
New Funding
Reconstruction of maintenance holes that have reached the end of their operating life and are in need of replacement or rehabilitation. Master
Plan No. C-1. Maintenance holes downstream from Lift Station No. 1 Force Main Replacement project completed in FY 2019-20.
92 Item 10.a. - Page 102
Fund:640
Project Title:Water Reservoir No. 7 Project No.5942
PROJECT DESCRIPTION Total Project Cost $1,018,200
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4940 Water Fund 325,800 180,400 145,400 0 0 0 0 145,400
4942 Water Facility 692,400 383,400 309,000 0 0 0 0 309,000
Total 1,018,200 563,800 454,400 0 0 0 0 454,400
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 754,300 377,150 377,150 0 0 0 0 377,150
7201 Contingencies 75,400 37,700 37,700 0 0 0 0 37,700
7301 Contract Admin 75,400 37,700 37,700 0 0 0 0 37,700
7401 Testing 00000000
7501 Design & Survey 113,100 111,250 1,850 0 0 0 0 1,850
7701 Studies 0 0 0 0 0 0 0 0
Total 1,018,200 563,800 454,400 0 0 0 0 454,400
Fund:640
Project Title:Phased Mains Replacement - Fair Oaks Avenue, Elm Street to Alder Street Project No.5911
PROJECT DESCRIPTION Total Project Cost $431,400
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4940 Water Fund 215,700 0 215,700 0 0 0 0 215,700
4942 Water Facility 215,700 0 215,700 0 0 0 0 215,700
Total 431,400 0 431,400 0 0 0 0 431,400
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 319,700 0 319,700 0 0 0 0 319,700
7201 Contingencies 31,900 0 31,900 0 0 0 0 31,900
7301 Contract Admin 31,900 0 31,900 0 0 0 0 31,900
7401 Testing 00000000
7501 Design & Survey 47,900 0 47,900 0 0 0 0 47,900
7701 Studies 0 0 0 0 0 0 0 0
Total 431,400 0 431,400 0 0 0 0 431,400
New Funding
New Funding
New Funding
New Funding
Construction of a new 500,000 gallon steel storage reservoir to serve the Rancho Grande zone. Water System Master Plan Project A-5.
This project will replace the existing 4-inch pipes with new 8-inch pipes along Fair Oaks Avenue between Elm Street and Alder Street. Water
System Master Plan Project A-4 and B-6.
93 Item 10.a. - Page 103
Fund:640
Project Title:Central Coast Blue Project No.59XX
PROJECT DESCRIPTION Total Project Cost $2,491,400
Revenue
Total Prior Year Total 5 Year
Account Source Budget Funding 2020-21 2021-22 2022-23 2023-24 2024-25 Revenue
4943 Water Availability 2,491,400 0 730,000 720,000 80,000 80,000 881,400 2,491,400
Total 2,491,400 0 730,000 720,000 80,000 80,000 881,400 2,491,400
Expenditures
Total Prior Year Total 5 Year
Account Description Budget Expenditures 2020-21 2021-22 2022-23 2023-24 2024-25 Expenditures
7001 Construction 1,761,400 0 0 720,000 80,000 80,000 881,400 1,761,400
7201 Contingencies 0 0 0 0 0 0 0 0
7301 Contract Admin 0 0 0 0 0 0 0 0
7401 Testing 00000000
7501 Design & Survey 730,000 0 730,000 0 0 0 0 730,000
7701 Studies 0 0 0 0 0 0 0 0
Total 2,491,400 0 730,000 720,000 80,000 80,000 881,400 2,491,400
New Funding
New Funding
Central Coast Blue is a regional recycled water project that will purify wastewater and inject it into the groundwater basin in order to protect the
basin against seawater intrusion and to provide a reliable supplemental water supply for the participating agencies.
94 Item 10.a. - Page 104
Appendix A
95 Item 10.a. - Page 105
CITY OF ARROYO GRANDE
ORGANIZATIONAL CHART
Citizens of
Arroyo Grande
City Council
Boards &
Commissions City Manager
Administrative
Services
Finance
Human
Resources
Community
Development
Building &
Life Safety
Engineering
Planning
Legislative &
Information
Services
City Clerk
Information
Techology
Police
Patrol
Services
Support
Services
Public Works
Capital
Projects
Maintenance
Services
Utility
Recreation
Services
Chidren in
Motion
Preschool
Special
Events
Sports
Leagues
City Attorney
96 Item 10.a. - Page 106
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.
97 Item 10.a. - Page 107
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.
98 Item 10.a. - Page 108
Community Profile
Demographic Profile
Specific population demographics for the City of Arroyo Grande.
Statistic Arroyo Grande California National
Population 17,842 39,512,223 328,239,523
Population density (sq. mi) 3,005 256 91
Median age 45.5 36.0 37.7
Male/Female ratio 1.0:1 1.0:1 1.0:1
Married (15yrs & older) 64% 52% 55%
Families w/ Kids under 18 41% 46% 43%
Speak English 85% 56% 79%
Speak Spanish 8% 29% 13%
Source: https://www.areavibes.com/arroyo+grande‐ca/demographics/
City ranking by population within San Luis Obispo County
City/County Population % of total
San Luis Obispo County 278,355 100.0%
San Luis Obispo City 45,937 16.5%
Paso Robles City 31,136 11.2%
Atascadero City 30,348 10.9%
Arroyo Grande City 17,839 6.4%
Grover Beach City 13,320 4.8%
Morro Bay City 10,269 3.7%
Pismo Beach City 8,237 3.0%
Unincorporated 121,269 43.6%
Source: State of California Department of Finance
99 Item 10.a. - Page 109
Community Profile
Household income distribution in Arroyo Grande.
Source: https://www.areavibes.com/arroyo+grande‐ca/demographics/
Arroyo Grande population by age, marital status and age of children.
100 Item 10.a. - Page 110
Household Income Distribution
0.07
0.15
$200K plus
$150K -$200K
$100K -$150K
$60K-$100K
$40K -$60K
0.18
0.2
$25K-$40K 0.12
$10K -$25K 0.14
$10Korless -0.03
0% 5% 10% 15% 20%
Arroyo Grande Age Breakdown
•Male • Female
25%
20 .6
20%
15%
10%
5%
0%
<5 5-14 15-19 20-24 25-34 35-44 45-54 55-64 65-84 84 >
Marital Status Age Of Children In Married Couples
•Male • Fema le • You nger than 6 only
60
60% • :oi:i:~~g:ra~:~~
50% 6 to 17 only
40%
30% 54
20%
10%
0%
Never Married Separated Divorced Widowed
Source: The Arroyo Grande, CA demographics data displayed above is derived from the 2016 United States Census Bureau American Community Survey (ACS),
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.
101 Item 10.a. - Page 111
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.
102 Item 10.a. - Page 112
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.
103 Item 10.a. - Page 113
Significant Accounting Policies
REPORTING ENTITY
The City of Arroyo Grande was incorporated on July 10, 1911 under the laws of the State of California
and enjoys all the rights and privileges applicable to a General Law City. An elected five‐member board
governs the City. The City operates under a Council‐Manager form of government, and currently
provides a wide variety of services to its citizens, including police, public services, community
development, general administrative and other services.
Description of Funds
Fund Accounting Systems
The City uses funds and account groups to report on its financial position and the results of its
operations. Fund accounting is designed to demonstrate legal compliance and to aid financial
management by segregating transactions related to certain City functions or activities.
A fund is an accounting entity with a self‐balancing set of accounts established to record the financial
position and results of operations of a specific governmental activity. An account group is a financial
reporting device designed to provide accountability for certain assets and liabilities that are not
recorded in the funds because they do not directly affect net expendable available financial resources.
The City maintains the following fund types and account groups:
Types of Funds
Governmental Fund Types
General Fund – is the general operating fund of the City and accounts for all unrestricted financial
resources except those required to be accounted for in another fund.
Special Revenue Funds – to account for the proceeds of specific revenue sources (other than special
assessments, expendable trusts, or capital projects) that are restricted by law or administrative action to
expenditures for specific purposes.
Debt Service Funds – to account for the accumulation of resources for and the payment of, interest and
principal on general long‐term debt and related costs. The City currently does not have general long
term debt that would be obligated to use a debt service fund.
Capital Project Funds – to account for financial resources segregated for the acquisition of major capital
projects or facilities (other than those financed by proprietary fund types).
104 Item 10.a. - Page 114
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.
105 Item 10.a. - Page 115
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.
106 Item 10.a. - Page 116
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
107 Item 10.a. - Page 117
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.
108 Item 10.a. - Page 118
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.
109 Item 10.a. - Page 119
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.
110 Item 10.a. - Page 120
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.
111 Item 10.a. - Page 121
Budget Glossary
Account: A subdivision within a fund for the purpose of classifying transactions.
Account Number: A numeric identification of the account. Typically, a unique number or series of
numbers. The City of Arroyo Grande’s number structure is comprised of three (3) fields of characters.
The first field is three (3) characters wide and identifies the various FUNDS within the account system.
The next field contains four (4) characters and identified the PROGRAMS and/or DIVISIONS within the
City. The final field contains four (4) characters and identified the OBJECT CODE of the account number.
The combination of the three fields makes up the account number.
Accrual Basis or Accrual Method: Accounting method whereby income and expense items are
recognized as they are earned or incurred, even though they may not have been received or actually
paid in cash. The alternative is Cash Basis. The City of Arroyo Grande uses the method of “Modified
Accrual” basis of accounting for governmental and agency funds. All proprietary funds are accounted for
using the accrual basis of accounting.
Actual: The recorded revenue or expenditure for a specific account number. The actual columns,
referenced in this document, report the revenues or expenditures as audited by an independent
auditor.
Adopted Budget: A budget which typically has been reviewed by the public and “Adopted”
(approved) by the City Council prior to the start of the fiscal year. The adopted budget is the legal
authority to expend money for specified purposes in the fiscal year time period.
AGPOA: Arroyo Grande Police Officers Association. This union represents sworn and non‐sworn police
employees working for the City.
AGTBID: Arroyo Grande Tourism Business Improvement District. Established in May 2013 by
Ordinance, the district exists to provide projects, programs and activities that benefit lodging businesses
located and operating with the boundaries of the City. Assessments are levied on all lodging businesses
and are subject to annual review by the City Council in accordance with the requirements contained in
the Parking and Business Improvement Area Law of 1989 (Streets and Highways Code Sections 36500 et
seq.).
Appropriate: Set apart for, or assign to, a particular purpose or use.
Appropriated Expenditure: A budget amount set‐aside for a specific acquisition or purpose.
Appropriation: An authorization by the City Council to make expenditures and to incur obligation
for specific amounts and purposes. For most local governments, the adopted budget document is the
source for all or most appropriations.
112 Item 10.a. - Page 122
Budget Glossary
Assessed Valuation: An official value established for real estate or other property as a basis for
levying property taxes.
Assessments: Charges made to parties for actual services or benefits received.
Assets: Property owned by the City which has book or appraised monetary value.
Audit: A review of the accounting system and financial records to verify that government funds were
spent and received in accordance with Generally Accepted Accounting Principles (GAAP) and in
compliance with the legislative body’s appropriations.
Authorized Positions: Employee positions, which are authorized in the adopted budget, to be
filled during the year.
Available (Undesignated) Fund Balance: Funds remaining from prior years, which are
available for appropriation and expenditure in the current year.
Balance Sheet: A statement presenting the financial position of an entity or fund by disclosing the
value of its assets, liabilities, and equities as of a specified date.
Balanced Budget: Budgeted resources, including revenue, transfers from other funds, and
unallocated fund balance from previous years meet or exceed the budgeted use of resources, including
expenditures and transfers to other funds.
Base Budget: The ongoing expense level necessary to maintain service levels previously authorized
by the City Council.
Beginning Balance: Unencumbered resources available in a fund from the prior fiscal year after
payment of prior fiscal year expenditures.
Bond: A written promise from a local government to repay a sum of money on a specific date at a
specified interest rate. Bonds are most frequently used to finance capital improvement projects such as
buildings, streets, and bridges.
Budget: A plan of financial operation, for a set time period, which identifies specific types and levels of
services to be provided, proposed appropriations or expenses, and the recommended means of
financing them.
Budget Amendments: The City Council has the sole responsibility for adopting the City’s budget,
and may amend or supplement the budget at any time after adoption by majority vote. The City
Manager and Administrative Services Director have joint authority to approve line item budgetary
transfers between expenditure objects of the budget, as long as transfers do not affect ending fund
balances.
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Budgetary Basis: The basis of accounting used to estimate financing sources and uses in the
budget.
Budget Message: The opening section of the budget, which provides the City Council and the public
with a general summary of the most important aspects of the budget, changes from previous years, and
presents recommendations made by the City Manager.
Budget Year: Is the FISCAL YEAR for which the budget is being considered.
Budgetary Unit: An organizational component budgeted separately, usually a department or a
division.
CAFR: Comprehensive Annual Financial Report which is an audited and printed copy of the City’s
financial statement at the end of a given fiscal year.
Capital Expenditures: An acquisition or an improvement (as distinguished from a repair) that will
have a life of more than one year.
Capital Improvement Budget: A financial plan or authorized expenditures for tangible, long‐
term construction of, or improvement to, public physical facilities.
Capital Improvement Program (CIP): A long‐term plan for multi‐year projects such as street
or park improvements, building construction, and various kinds of major facility maintenance. The
projects set out in the plan usually require funding beyond the one‐year period of the annual budget
and the plan details funding sources and expenditure amounts.
Capital Outlay: Expenditures that result in the acquisition of or addition to, fixed assets. A capital
item is tangible, durable, and non‐consumable, and has a useful life of more than one year.
Carryover: Unspent funds, either encumbered, reserved, or unobligated, brought forward from prior
fiscal years.
Cash Basis: A basis of accounting in which transactions are recognized only when cash is increased or
decreased.
Consumer Price Index (CPI): Measure of change in consumer prices as determined by a
monthly survey of the U.S. Bureau of Labor Statistics. Many pension and employment contracts are tied
to changes in consumer prices as protection against inflation and reduced purchasing power. Among the
CPI components are the costs of housing, transportation, and electricity. Also known as the Cost‐of‐
Living Index.
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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.
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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
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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.
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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
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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.
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