CC 2023-02-14 Agenda PackageCITY COUNCIL MEETING
AGENDA SUMMARY
Tuesday, February 14, 2023, 6:00 p.m.
In person at:
Arroyo Grande City Council Chambers
215 E. Branch Street, Arroyo Grande, CA 93420
AND via Zoom at:
https://us02web.zoom.us/j/86752345420
Please click the link above to join the Zoom Meeting:
Webinar ID: 867 5234 5420
Or by Telephone: 1-669-900-6833; 1-346-248-7799
In compliance with Assembly Bill (AB) 361, which allows for a deviation of teleconference rules required by the
Ralph M. Brown Act, this City Council meeting is being conducted in a hybrid in-person/virtual format.
Members of the public may participate and provide public comment on agenda items during the meeting in
person at the location identified above, by joining the Zoom meeting, or by submitting written public comments
to the Clerk of the Council at publiccomment@arroyogrande.org. Meetings will be broadcast live on Channel
20 and streamed on the City’s website and www.slo-span.org.
1.CALL TO ORDER
2.ROLL CALL
3.MOMENT OF REFLECTION
4.FLAG SALUTE
5.AGENDA REVIEW
5.a Closed Session Announcements
None.
5.b Ordinances read in title only
None.
6.SPECIAL PRESENTATIONS
6.a Honorary Proclamation Recognizing February 2023 as Teen Dating Violence Action and
Prevention Month
6.b Introductions and Oath of Office - Police Officers Christopher Bennett and Jesse Pierce
(MARTINEZ/MATSON)
6.c San Luis Obispo Council of Governments Regional Transportation Plan Presentation
6.d Update Regarding Countywide COVID-19 Efforts
(McDONALD)
Recommended Action:
Receive update, accept public comments, discuss, and provide direction as necessary.
6.e City Manager Communications
(McDONALD)
Recommended Action:
Receive correspondence/comments as presented by the City Manager and Provide
direction, as necessary.
7.CITY COUNCIL REPORTS
None.
Reports are made during the Second Council Meeting each month.
8.COMMUNITY COMMENTS AND SUGGESTIONS
This public comment period is an invitation to members of the community to present issues,
thoughts, or suggestions on matters not scheduled on this agenda. Comments should be limited to
those matters that are within the jurisdiction of the City Council. Members of the public may provide
public comment in-person or remotely by joining the Zoom meeting utilizing one of the methods
provided below. Please use the “raise hand” feature to indicate your desire to provide public
comment.
Click the link below to join the webinar: https://us02web.zoom.us/j/86752345420; Webinar
ID: 867 5234 5420
•
Or by Telephone: 1-669-900-6833; 1-346-248-7799
Press * 9 to “raise hand” for public comment
•
The Brown Act restricts the Council from taking formal action on matters not published on the
agenda. In response to your comments, the Mayor or presiding Council Member may:
• Direct City staff to assist or coordinate with you.
• A Council Member may state a desire to meet with you.
• It may be the desire of the Council to place your issue or matter on a future Council agenda.
Please adhere to the following procedures when addressing the Council:
• Comments should be limited to 3 minutes or less.
• Your comments should be directed to the Council as a whole and not directed to individual Council
members.
• Slanderous, profane or personal remarks against any Council Member or member of the audience
shall not be permitted.
9.CONSENT AGENDA
The following routine items listed below are scheduled for consideration as a group. The
recommendations for each item are noted. Any member of the public who wishes to comment on
any Consent Agenda item may do so at this time. Any Council Member may request that any item be
withdrawn from the Consent Agenda to permit discussion or change the recommended course of
action. The City Council may approve the remainder of the Consent Agenda on one motion.
9.a Consideration of Cash Disbursement Ratification
Page 2 of 365
(VALENTINE)
Ratifying the cash disbursements is not a project subject to the California Environmental
Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably
foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§
15060, subd. (b)(2)-(3), 15378.)
Recommended Action:
Ratify the attached listing of cash disbursements for the period of January 1 through
January 15, 2023.
9.b Consideration of Statement of Investment Deposits
(VALENTINE)
Receiving and filing the Statement of Investment Deposits is not a project subject to the
California Environmental Quality Act (“CEQA”) because it has no potential to result in either
a direct, or reasonably foreseeable indirect, physical change in the environment. (State
CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
Recommended Action:
Receive and file the attached report listing investment deposits of the City of Arroyo Grande
as of December 31, 2022, as required by Government Code Section 53646(b).
9.c Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related
to the COVID-19 Pandemic and Authorizing the Continuance of Remote Teleconference
Meetings of the Legislative and Advisory Bodies Pursuant to Government Code Section 5
(McDONALD)
Adopting the Resolution continuing a local emergency is not a project subject to the
California Environmental Quality Act (“CEQA”) because it has no potential to result in either
a direct, or reasonably foreseeable indirect, physical change in the environment. (State
CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
Recommended Action:
Adopt a Resolution declaring a continued local emergency related to the Coronavirus
(COVID-19) pandemic and authorizing the continuance of remote teleconference meetings
pursuant to Government Code Section 54953(e)(3).
9.d Consideration of Adoption of a Resolution Declaring a Continued Local Emergency Related
to the January 2023 Storm Events
(McDONALD)
Adopting the Resolution continuing a local emergency is not a project subject to the
California Environmental Quality Act (“CEQA”) because it has no potential to result in either
a direct, or reasonably foreseeable indirect, physical change in the environment. (State
CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
Recommended Action:
Adopt a Resolution declaring a continued local emergency related to the January 2023
storm events.
9.e Consideration of an Extension of the Consultant Services Agreement with Verdin Marketing
for Tourism Marketing Services for One Year
Page 3 of 365
(McDONALD)
Approval of the Verdin Marketing Agreement extension is not a project subject to the
California Environmental Quality Act (“CEQA”) because it has no potential to result in either
a direct, or reasonably foreseeable indirect, physical change in the environment. (State
CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
Recommended Action:
Approve and authorize the City Manager to extend the Consultant Services Agreement with
Verdin Marketing for a period of one year, expiring on June 30, 2024.
9.f Approval of Minutes
(MATSON)
Approval of the Minutes of the Regular City Council Meeting of January 24, 2023, is not a
project subject to the California Environmental Quality Act (“CEQA”) because it has no
potential to result in either a direct, or reasonably foreseeable indirect, physical change in
the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
Recommended Action:
Approve the minutes of the Regular City Council Meeting of January 24, 2023, as
submitted.
9.g Consideration of Appointments to the Architectural Review Committee; Community Service
Grant Program Committee; and Arroyo Grande Tourism Business Improvement District
Advisory Board
(MATSON)
Appointments to Advisory Bodies are not a project subject to the California Environmental
Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably
foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§
15060, subd. (b)(2)-(3), 15378.)
Recommended Action:
1) Appoint Glenn Martin to the ARC; 2) Appoint Aileen Loe to the CSGPC; and 3) Appoint
David Glass to the AGTBID Advisory Board.
9.h Consideration to Adopt a Resolution Pursuant to Public Contract Code Section 22050
Determining to Continue Work Under Emergency Contracts for the FCFA Station 1
Emergency Generator Replacement Project, PW 2021-09
(ROBESON)
The continuation of the emergency action and the update of the Emergency generator
replacement project at FCFA Station 1 is categorically exempt from the California
Environmental Quality Act (“CEQA”) under the Class 2 exemption, which applies to the
replacement or reconstruction of existing structures and facilities where the new structure
will be located on the same site as the structure replaced and will have substantially the
same purpose and capacity as the structure replaced, and where none of the exceptions to
the exemption apply. (State CEQA Guidelines, § 15302.)
Recommended Action:
1) Receive and file an update of the emergency generator replacement project at the FCFA
Page 4 of 365
Station 1; and 2) Adopt a Resolution determining that there is a need to continue the
emergency action for the replacement of the emergency generator in accordance with
Public Contract Code Section 22050.
9.i Consideration of Rejection of All Bids for the Retrofit of Swinging Bridge over Arroyo
Grande Creek Project, PW 2021-06
(ROBESON)
The rejection of all bids for the Retrofit of Swinging Bridge over Arroyo Grande Project, PW
2021-06 is categorically exempt from the California Environmental Quality Act (“CEQA”)
under the Class 1 exemption, which includes the restoration or rehabilitation of deteriorated
or damaged structures, facilities, or mechanical equipment to meet current standards of
public health and safety, and where no exceptions apply (State CEQA Guidelines, §
15301.)
Recommended Action:
Reject all Bids on the Retrofit of Swinging Bridge over Arroyo Grande Creek Project
(Project) and direct staff to begin the processes of compliance with Federal procedures and
requirements set forth in the Local Assistance Procedures Manual on the Project.
10.PUBLIC HEARINGS
10.a Public Hearing to Discuss and Consider a Resolution Approving Community Development
Block Grant (CDBG) Projects for Year 2023
(PEDROTTI)
The Resolution approving final funding recommendations for the CDBG projects for the
Year 2023 is exempt from the California Environmental Quality Act (CEQA) pursuant to
State Guidelines Section 15060, 15378 as it does not constitute a “project” under CEQA.
Recommended Action:
Adopt a Resolution approving projects to be funded with the City’s allocation of CDBG
funds for the Year 2023 as shown in Table 1.
11.OLD BUSINESS
11.a Update and Discussion of a Proposal for the Comprehensive General Plan Update
(PEDROTTI)
Recommended Action:
1) Direct staff to return to the City Council with a consultant services agreement with
Mintier Harnish to initiate the comprehensive General Plan Update, and 2) Direct staff to
solicit proposals for a Diversity, Equity, Inclusion, and Justice (DEIJ) expert to implement
the City’s DEIJ Policy and return to the City Council with a consultant contract for these
services.
12.NEW BUSINESS
12.a Consideration of a Resolution Suspending Penalties for Failure to Meet Required Water
Use Reductions During the Current Stage 1 Water Shortage Emergency
(VALENTINE/ROBESON)
Adopting the Resolution suspending water penalties is not a project subject to the
Page 5 of 365
California Environmental Quality Act (“CEQA”) because it has no potential to result in
either a direct, or reasonably foreseeable indirect, physical change in the environment
(State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.) Alternatively, this is not a
“project” as defined by CEQA because suspension of the penalties is merely
administrative activity related to the implementation of Resolution 5119. (See State CEQA
Guidelines, § 15378(b)(2),(4))
Recommended Action:
Adopt a Resolution authorizing the City’s Administrative Services Director to suspend
penalties imposed pursuant to the Stage 1 Water Shortage Emergency Declaration
adopted on October 12, 2021, Resolution 5119, for failure to meet required water use
reductions for February 2023 billing dates and all future billing dates until otherwise
directed by the City Council.
13.COUNCIL COMMUNICATIONS
Any Council Member may ask a question for clarification, make an announcement, or report briefly
on his or her activities. In addition, subject to Council policies and procedures, Council Members
may request staff to report back to the Council at a subsequent meeting concerning any matter or
request that staff place a matter of business on a future agenda. Any request to place a matter of
business for original consideration on a future agenda requires the concurrence of at least one other
Council Member.
14.CLOSED SESSION
CONFERENCE WITH LEGAL COUNSEL- EXISTING LITIGATION pursuant to Government Code
Section 54956.9(d)(1):
Name of Case: Santa Maria Valley Water Conservation District v. City of Santa Maria, et al. and
related actions, Santa Clara Superior Court, Case No. CV 770214.
15.ADJOURNMENT
All staff reports or other written documentation, including any supplemental material distributed to a
majority of the City Council within 72 hours of a regular meeting, relating to each item of business on
the agenda are available for public inspection during regular business hours in the City Clerk’s office,
300 E. Branch Street, Arroyo Grande. If requested, the agenda shall be made available in
appropriate alternative formats to persons with a disability, as required by the Americans with
Disabilities Act. To make a request for disability-related modification or accommodation, contact the
Legislative and Information Services Department at 805-473-5400 as soon as possible and at least
48 hours prior to the meeting date.
This agenda was prepared and posted pursuant to Government Code Section 54954.2 Agenda
reports can be accessed and downloaded from the City’s website at www.arroyogrande.org If you
would like to subscribe to receive email or text message notifications when agendas are posted, you
can sign up online through the “Notify Me” feature.
City Council Meetings are cablecast live and videotaped for replay on Arroyo Grande’s Government
Access Channel 20. The rebroadcast schedule is published at www.slo-span.org.
Page 6 of 365
CITY OF
WHEREAS, Teen Dating Violence Action and Prevention Month calls attention to the fact that dating
violence is widespread and impacts every young person in Arroyo Grande ; and
WHEREAS, according to the Center for Disease Control and Prevention (CDC), 1 in 11 female teens and
1 in 15 male teens reported experiencing physical violence in the last year; 1 in 9 female and 1 in 36 male
high school students report having experienced sexual dating violence in the last year ; and 1 in 3
adolescents report verbal , emotional , physical , or sexual dating abuse each year; and
WHEREAS, dating violence affect LGBTQ+ youth at rates higher than their cisgender and heterosexual
peers ; and
WHEREAS, nearly half of students who experience dating violence have reported that some of the abuse
took place on school grounds ; and
WHEREAS, teen dating violence has been linked to other forms of violence and aggression , and survivors
are more likely to suffer from eating disorders , drug and alcohol use , dropout, teen pregnancy , future
abusive relationships and suicide ; and
WHEREAS, Lumina Alliance continues to provide a safe environment for young people affected by teen
dating violence , with crisis intervention , counseling , legal services, safe emergency housing and local
community prevention programs , such as Close to Home; and
WHEREAS, the establishment of Teen Dating Violence Action and Prevention Month will benefit schools ,
communities , families , and all youth ; and
WHEREAS, the City of Arroyo Grande joins Lumina Alliance and Close to Home and other advocates and
communities across the country in taking action to prevent dating violence , and acknowledges that each
day of the year is an opportunity to create change for the future .
NOW, THEREFORE BE IT RESOLVED, that I, Caren Ray Russom , Mayor of the City of Arroyo Grande ,
in recognition of the important work done by dating violence programs , do hereby proclaim the month of
February as Teen Dating Violence Action and Prevention Month , and support communities that
empower teens to develop healthy and violence-free relationships throughout their lives .
IN WITNESS WHEREOF, I have hereunto set my hand and caused the Seal
of the City of Arroyo Grande to be affixed this 14th day of February 2023 .
CAREN RAY RUSSOM, MAYOR
Item 6.a.Page 7 of 365
SPECIAL PRESENTATIONS:
6.b. Introduction and Oath of Office – Police Officers Christopher Bennett and Jesse
Pierce (MARTINEZ/MATSON)
Page 8 of 365
SPECIAL PRESENTATIONS:
6.c. San Luis Obispo Council of Governments (SLOCOG) Regional Transportation
Plan Presentation
Page 9 of 365
Item 9.a.
MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Administrative Services Director
BY: Lynda Horejsi, Accounting Manager
SUBJECT: Consideration of Cash Disbursement Ratification
SUMMARY: Ratifying the cash disbursements is not a project subject to the
California Environmental Quality Act (“CEQA”) because it has no
potential to result in either a direct, or reasonably foreseeable indirect,
physical change in the environment. (State CEQA Guidelines, §§
15060, subd. (b)(2)-(3), 15378.)
DATE: February 14, 2023
SUMMARY OF ACTION:
Review and ratify cash disbursements.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There is a $1,474,235.34 fiscal impact that includes the following items:
Accounts Payable Checks $1,085,134.11
Payroll & Benefit Checks $389,101.23
RECOMMENDATION:
Ratify the attached listing of cash disbursements for the period of January 1 through
January 15, 2023.
BACKGROUND:
Cash disbursements are made weekly based on the submission of all required documents
supporting the invoices submitted for payment. Prior to payment, Administrative Services
staff reviews all disbursement documents to ensure that they meet the approval
requirements adopted in the Municipal Code and the City’s Purchasing Policies and
Procedures Manual.
Page 10 of 365
Item 9.a.
City Council
Consideration of Cash Disbursement Ratification
February 14, 2023
Page 2
ANALYSIS OF ISSUES:
The attached listing represents the cash disbursements required of normal and usual
operations during the period. The disbursements are accounted for in the FY 2022-23
budget.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Approve staff’s recommendation;
2. Do not approve staff’s recommendation; or
3. Provide other direction to staff.
ADVANTAGES:
The Administrative Services Department monitors payments of invoices for
accountability, accuracy, and completeness using standards approved by the City
Council.
Invoices are paid in a timely manner to establish goodwill with merchants.
Discounts are taken where applicable.
DISADVANTAGES:
There are no disadvantages identified in this recommendation.
ENVIRONMENTAL REVIEW:
Ratifying the cash disbursements is not a project subject to the California Environmental
Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably
foreseeable indirect, physical change in the environment. (State CEQA Gui delines, §§
15060, subd. (b)(2)-(3), 15378.)
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1. January 1 – January 15, 2023 – Accounts Payable Check Register
2. January 13, 2023 – Payroll and Benefit Check Registers
Page 11 of 365
CITY OF ARROYO GRANDECHECK LISTINGJANUARY 1 - JANUARY 15, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name1 01/04/2023 296161 $ 46,485.24 FEDERAL WITHHOLDING: Payment 011.0000.2104 CITY OF ARROYO GRANDE2 01/04/2023 296161 12,185.61 MEDICARE: Payment 011.0000.2105 CITY OF ARROYO GRANDE3 01/04/2023 296161 30,848.64 SOCIAL SECURITY: Payment 011.0000.2105 CITY OF ARROYO GRANDE4 01/04/2023 296162 1,436.86 CASDI: Payment 011.0000.2111 CA ST EMPLOYMENT DEVEL DEPT5 01/04/2023 296162 18,745.51 STATE WITHHOLDING: Payment 011.0000.2108 CA ST EMPLOYMENT DEVEL DEPT6 01/04/2023 296163 565.60 DEPT OF CHILD SUPPORT SERVICES 011.0000.2114 CA STATE DISBURSEMENT UNIT7 01/04/2023 296164 29,385.57 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT8 01/04/2023 296164 44,592.29 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT9 01/04/2023 296164 117.11 PERS BUYBACK - AFTER TAX: Payment 011.0000.2106 PERS - RETIREMENT10 01/04/2023 296164 1,050.89 PERS Employer Pick Up: Payment 011.0000.2106 PERS - RETIREMENT10 01/04/2023 296164 (0.04) ROUNDING DIFFERENCE 010.0000.4818 PERS - RETIREMENT11 01/04/2023 296165 1,332.62 PARS: Payment 011.0000.2107 US BANK OF CALIFORNIA12 01/06/2023 296166 98.72 OFFICE SUPPLIES-HR 010.4110.5201 AMAZON CAPITAL SERVICES13 01/06/2023 296166 51.38 OFFICE SUPPLIES-LEGISLATIVE 010.4002.5201 AMAZON CAPITAL SERVICES14 01/06/2023 296166 51.38 OFFICE SUPPLIES-PW 010.4307.5201 AMAZON CAPITAL SERVICES15 01/06/2023 296166 63.97 OFFICE SUPPLIES-ANALYST 010.4101.5201 AMAZON CAPITAL SERVICES16 01/06/2023 296166 150.84 OFFICE SUPPLIES-HR 010.4110.5201 AMAZON CAPITAL SERVICES17 01/06/2023 296166 77.98 EMPLOYEE RECOGNITION LUNCHEON 010.4101.5319 AMAZON CAPITAL SERVICES18 01/06/2023 296166 595.15 CHRISTMAS PARADE FLOAT SUPPLIES 010.4001.5201 AMAZON CAPITAL SERVICES19 01/06/2023 296166 243.56 WORK BOOTS-GARRITY 612.4610.5148 AMAZON CAPITAL SERVICES20 01/06/2023 296166 108.66 (2) SAFETY JACKETS 220.4303.5255 AMAZON CAPITAL SERVICES21 01/06/2023 296166 154.99 (1) CASE GATORADE POWDER220.4303.5255 AMAZON CAPITAL SERVICES22 01/06/2023 296166 22.61 12 PACK C BATTERIES 010.4420.5605 AMAZON CAPITAL SERVICES23 01/06/2023 296166 (17.23) CREDIT -REC 010.4421.5255 AMAZON CAPITAL SERVICES24 01/06/2023 296166 51.37 OFFICE SUPPLIES-CONFERENCE ROOM 010.4102.5201 AMAZON CAPITAL SERVICES25 01/06/2023 296167 22,122.75 Q2 FY22/23 ANIMAL SVCS CONTRAC 010.4201.5321 ANIMAL SERVICES26 01/06/2023 296168 9.80 PARKS DEPT MATS, MOPHEADS 010.4213.5303 ARAMARK UNIFORM SERVICES27 01/06/2023 296168 9.80 PARKS DEPT MATS, MOPHEADS 010.4213.5303 ARAMARK UNIFORM SERVICES28 01/06/2023 296169 372.50 SVC TO ATLONA PROJECTOR EQUIPMENT 010.4140.5602 A-TOWN AUDIO VIDEO29 01/06/2023 296170 325.00 REFUND THANKSGIVING BASKETBALL010.0000.4605 FIONA BAGGS30 01/06/2023 296171 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 KATRINA BONHAM31 01/06/2023 296172 29,061.15 BUILDING DEPARTMENT SERVICES 010.4212.5303 BPR CONSULTING GROUP LLC32 01/06/2023 296172 24,062.25 BUILDING DEPARTMENT SERVICES 010.4212.5303 BPR CONSULTING GROUP LLC33 01/06/2023 296173 146.72 WATER SVC DOOR HANGERS 640.4710.5201 BURDINE PRINTING (DBA)34 01/06/2023 296174 98.00 PRE-EMPLOY LIVESCAN/FINGERPRINT 010.4204.5329 CA ST DEPT OF JUSTICE35 01/06/2023 296174 32.00 PRE-EMPLOY LIVESCAN/FINGERPRINT 010.4101.5316 CA ST DEPT OF JUSTICE36 01/06/2023 296175 627.78 HOT MIX ASPHALT 5.93 TONS 220.4303.5613 CALPORTLAND CONSTRUCTION37 01/06/2023 296176 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 AMORA CAROLLOPage 12 of 365
CITY OF ARROYO GRANDECHECK LISTINGJANUARY 1 - JANUARY 15, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name38 01/06/2023 296177 $ 59.34 WHEEL CLEANER, TIRE BRUSH, AIR FILTER 010.4305.5601 CARQUEST AUTO PARTS39 01/06/2023 296177 511.41 PW-23 3 TON JACK 010.4305.5601 CARQUEST AUTO PARTS40 01/06/2023 296177 7.71 12 V BATTERY FOR PD GATE OPENER 010.4305.5255 CARQUEST AUTO PARTS41 01/06/2023 296178 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 JULIE CASTANON42 01/06/2023 296179 185.13 ACCT#8245100960223572 PD TV 010.4145.5401 CHARTER COMMUNICATIONS43 01/06/2023 296179 736.80 ACCT#8245100960211288 PW DARK 010.4145.5401 CHARTER COMMUNICATIONS44 01/06/2023 296179 327.16 ACCT#8245100960216667 WOMENS CENTER 010.4145.5401 CHARTER COMMUNICATIONS45 01/06/2023 296179 53.37 ACCT#8245100960221923 PW BUSINESS TV 010.4307.5303 CHARTER COMMUNICATIONS46 01/06/2023 296179 987.20 ACCT#8245100960223598 PD DARK 010.4145.5401 CHARTER COMMUNICATIONS47 01/06/2023 296180 547.33 (2) RANGER PRO HERBICIDE & HERBICIDE 220.4303.5613 CHERRY LANE NURSERY(DBA)48 01/06/2023 296180 517.18 (2) RANGER PRO HERBICIDE 220.4303.5613 CHERRY LANE NURSERY(DBA)49 01/06/2023 296181 59.37 TROUBLESHOOT GOPHER MACHINE 010.4420.5601 CONTRACTORS MAINT.SERVICES50 01/06/2023 296182 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206KAY-LYNN COTTA51 01/06/2023 296183 101.82 CITY COUNCIL TRAILER SIGN HOLDER 010.4307.5601 CREATIVE FENCE CO.52 01/06/2023 296184 77.64 KYOCERA COPIER-ANNUAL PROP TAX 010.4421.5602 DE LAGE LANDEN FINANCIAL SVCS53 01/06/2023 296185 9,000.00 SLOPE STABILIZATION WORK 350.5621.7701 EARTH SYSTEMS PACIFIC54 01/06/2023 296186 832.50 OAK PARK BLVD/EL CAMINO REAL STORM DRAIN REPAIR 350.5795.7501 EIKHOF DESIGN GROUP55 01/06/2023 296186 3,549.64 2022 CONCRETE REPAIR PROJECT ( PW 2022-07) 350.5658.7501 EIKHOF DESIGN GROUP56 01/06/2023 296187 922.35 (10) 3/4" ANGLE STOP 640.4712.5610 FAMCON PIPE AND SUPPLY INC57 01/06/2023 296187 1,969.46 WELL # 8 VALVE REPLACEMENT 640.4711.5603 FAMCON PIPE AND SUPPLY INC58 01/06/2023 296188 27,220.00 OAK PARK DRAINAGE REPAIR PROJECT PW 2020-04 350.5795.7301 FILIPPIN ENGINEERING59 01/06/2023 296189 50.00 REFUND COMMUNITY GARDEN DEPOSIT 010.0000.4605 GLENN FRIESEN60 01/06/2023 296190 200.00 REFUND BASKETBALL CAMP010.0000.4605 LAURA GABRIELSON61 01/06/2023 296191 8,366.25 HALCYON COMPLETE STREETS 010.4301.5303 GHD INC62 01/06/2023 296191 6,154.91 GIS SERVICES 010.4301.5303 GHD INC63 01/06/2023 296191 136.25 DESIGN PEDESTRIAN CROSSING IMPROVEMENTS PW2021- 350.5607.7301 GHD INC64 01/06/2023 296192 1,450.00 ANNUAL CATHODIC PROTECTION SYSTEM 640.4712.5609 GMC ELECTRICAL, INC65 01/06/2023 296193 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 SAMMI GROSSO66 01/06/2023 296194 50.00 PARK DEPOSIT REFUND-HERITAGE SQUARE 010.0000.2206 HARVEST CHURCH67 01/06/2023 296195 135.08 11/02 TOILET RENTAL 010.4424.5353 HARVEY'S HONEY HUTS68 01/06/2023 296195 275.16 12/04 TOILET & HANDWASH RENTAL 010.4424.5353 HARVEY'S HONEY HUTS69 01/06/2023 296196 190.00 REFUND SCIENCE CAMP 010.0000.4605 DIANE HESS70 01/06/2023 296197 1,005.97 RES#2 VALVE REPAIR KITS 640.4712.5609 ICONIX WATERWORKS (US) INC71 01/06/2023 296197 1,194.60 WELL#8 (2) 8" COUPLINGS 640.4711.5603 ICONIX WATERWORKS (US) INC72 01/06/2023 296197 358.48 6" REPAIR CLAMP FOR LARCHMONT MAIN 640.4712.5610 ICONIX WATERWORKS (US) INC73 01/06/2023 296197 155.16 (3) DIGGING BARS 640.4712.5273 ICONIX WATERWORKS (US) INC74 01/06/2023 296198 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 JESSICA JOHNSON75 01/06/2023 296199 1,113.00 CASH FOR GRASS -1113 SQ FT 226.4306.5554 LAURINA KUSELLPage 13 of 365
CITY OF ARROYO GRANDECHECK LISTINGJANUARY 1 - JANUARY 15, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name76 01/06/2023 296200 $ 94.00 REFUND BASKETBALL CAMP LESS $11 OWED 010.0000.4605 EMILY MCCOURT77 01/06/2023 296201 200.00 REFUND THANKSGIVING BASKETBALL010.0000.4605LESLIE MEHIGAN78 01/06/2023 296202 150.85 1/3 CY 5.5 SACK CONCRETE 220.4303.5613 MIER BROS LANDSCAPE PRODUCTS79 01/06/2023 296202 237.05 3/4 CY 6 SACK CONCRETE 220.4303.5613 MIER BROS LANDSCAPE PRODUCTS80 01/06/2023 296202 156.24 1/3 CY 6 SACK CONCRETE 220.4303.5613 MIER BROS LANDSCAPE PRODUCTS81 01/06/2023 296202 123.91 1/4 CY 5 SACK CONCRETE-FIRE HYDRANT 640.4712.5610 MIER BROS LANDSCAPE PRODUCTS82 01/06/2023 296203 520.00 CASH FOR GRASS-520 SQ FT 226.4306.5554 DAVID NICKUM83 01/06/2023 296204 5,849.05 ELECTRIC 640.4712.5402 PACIFIC GAS & ELECTRIC CO84 01/06/2023 296204 2,222.64 ELECTRIC 612.4610.5402 PACIFIC GAS & ELECTRIC CO85 01/06/2023 296204 1,512.25 ELECTRIC 010.4307.5402 PACIFIC GAS & ELECTRIC CO86 01/06/2023 296204 16,829.62 ELECTRIC-STREET LIGHTING 010.4307.5402 PACIFIC GAS & ELECTRIC CO87 01/06/2023 296204 1,534.33 ELECTRIC 010.4307.5402 PACIFIC GAS & ELECTRIC CO88 01/06/2023 296204 4,778.15 ELECTRIC 640.4712.5402 PACIFIC GAS & ELECTRIC CO89 01/06/2023 296204 3,284.25 ELECTRIC 640.4711.5402 PACIFIC GAS & ELECTRIC CO90 01/06/2023 296204 2,156.02 ELECTRIC 612.4610.5402 PACIFIC GAS & ELECTRIC CO91 01/06/2023 296204 8,295.75 ELECTRIC 010.4145.5401 PACIFIC GAS & ELECTRIC CO92 01/06/2023 296204 12.20 ELECTRIC 217.4460.5355 PACIFIC GAS & ELECTRIC CO93 01/06/2023 296204 3,085.47 ELECTRIC 640.4711.5402 PACIFIC GAS & ELECTRIC CO94 01/06/2023 296204 10,758.83 ELECTRIC 010.4145.5401 PACIFIC GAS & ELECTRIC CO95 01/06/2023 296204 12.64 ELECTRIC 217.4460.5355 PACIFIC GAS & ELECTRIC CO96 01/06/2023 296204 19.82 ELECTRIC WELL#11 352 LA CANADA 640.4711.5402 PACIFIC GAS & ELECTRIC CO97 01/06/2023 296205 1,200.00 10/22 & 11/22 SOTO GOPHER CONTROL 010.4420.5303 PACIFIC GOPHER CONTROL98 01/06/2023 296206 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 RYOT PARRA99 01/06/2023 296207 1,319.77 RE-KEY PICKLEBALL LIGHT KEYS (47) 010.4424.5351 PASO ROBLES SAFE & LOCK INC100 01/06/2023 296208 99,668.75 2022 STREET REPAIRS-PROJECT ADMIN & PRELIM ENG 350.5638.7501 PAVEMENT ENGINEERING INC101 01/06/2023 296209 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 YANETH PEREZ102 01/06/2023 296210 56.00 PRIVATE TENNIS LESSONS 010.4424.5351 SUZANNE M PETRIE103 01/06/2023 296211 16,687.96 TRAFFIC WAY BRIDGE 350.5679.7501 QUINCY ENGINEERING INC104 01/06/2023 296212 80,169.61 OAK PARK DRAINAGE REPAIRS PROJECT PW2020-04 350.5795.7001 RAMINHA CONSTRUCTION INC105 01/06/2023 296213 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 ETHAN REEVES106 01/06/2023 296214 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 MARIA REYNOSO107 01/06/2023 296215 100.00 REFUND BASKETBALL CAMP 010.0000.4605 AMANDA RIVERA108 01/06/2023 296216 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 HEATHER SCHEER109 01/06/2023 296217 100.00 REFUND BASKETBALL CAMP010.0000.4605 NATACHA SEDEEK110 01/06/2023 296218 50.00 PARK DEPOSIT REFUND-RANCHO GRANDE 010.0000.2206 KRISTINE SHADWICK111 01/06/2023 296219 200.00 REFUND BASKETBALL CAMP 010.0000.4605 ARIC SHAFRAN112 01/06/2023 296220 50.00 PARK DEPOSIT REFUND-STROTHER 010.0000.2206 ALENE SOLEY113 01/06/2023 296221 180.00 TREE LIGHTING ADVERTISING 010.4421.5504 SOUTH COUNTY CHAMBERSPage 14 of 365
CITY OF ARROYO GRANDECHECK LISTINGJANUARY 1 - JANUARY 15, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name114 01/06/2023 296222 $ 2,528.00 LE POINT PARKING LOT EXPANSION 350.5422.7701 SWCA ENVIRONMENTAL CONSULTANTS115 01/06/2023 296223 3,453.00 ANNUAL PERMIT FEE-SEWER COLLECTIONS 612.4610.5303 SWRCB116 01/06/2023 296224 81.60 PC PH 1136 E GRANDE 010.4130.5301 THE MCCLATCHY COMPANY LLC117 01/06/2023 296224 84.15 PC PH APPEAL 444 WALNUT 010.4130.5301 THE MCCLATCHY COMPANY LLC118 01/06/2023 296224 44.20 ORD 717 SUMMARY ADU 010.4002.5301 THE MCCLATCHY COMPANY LLC119 01/06/2023 296224 47.60 CC ADU ORDINANCE SUMMARY 010.4002.5301 THE MCCLATCHY COMPANY LLC120 01/06/2023 296224 59.50 NOTICE OF NOMINEES FOR PUBLIC 010.4002.5301 THE MCCLATCHY COMPANY LLC121 01/06/2023 296224 39.10 NOTICE OF NOMINEES FOR PUBLIC 010.4002.5301 THE MCCLATCHY COMPANY LLC122 01/06/2023 296224 37.40 ORD 718 SUMMARY VACATION RENTAL 010.4002.5301 THE MCCLATCHY COMPANY LLC123 01/06/2023 296224 45.90 ORD 719 SUMMARY PERM PARKLET PROGRAM 010.4002.5301 THE MCCLATCHY COMPANY LLC124 01/06/2023 296224 76.50 CC PH PUBLIC ART 010.4002.5301 THE MCCLATCHY COMPANY LLC125 01/06/2023 296224 42.50 ORD SUMMARY PERM PARKLET PROGRAM 010.4002.5301 THE MCCLATCHY COMPANY LLC126 01/06/2023 296224 35.70 ORD SUMMARY VACATION RENTALS 010.4002.5301 THE MCCLATCHY COMPANY LLC127 01/06/2023 296224 104.55 CC AGMC DWELLING UNITS 010.4002.5301 THE MCCLATCHY COMPANY LLC128 01/06/2023 296224 425.00 NOTICE TO BIDDERS-SWINGING BRIDGE 350.5620.7501 THE MCCLATCHY COMPANY LLC129 01/06/2023 296224 107.00 CC PH TINY HOMES ON WHEELS 010.4002.5301 THE MCCLATCHY COMPANY LLC130 01/06/2023 296224 99.45 CC PH SHORT-TERM RENTALS 010.4002.5301 THE MCCLATCHY COMPANY LLC131 01/06/2023 296224 99.45 CC PH PARKLETS ORDINANCE 010.4002.5301 THE MCCLATCHY COMPANY LLC132 01/06/2023 296224 425.00 NOTICE TO BIDDERS-SWINGING BRIDGE 350.5620.7501 THE MCCLATCHY COMPANY LLC133 01/06/2023 296224 107.00 CDBG NOTICE 010.4002.5301 THE MCCLATCHY COMPANY LLC134 01/06/2023 296224 47.60 THOW ORD SUMMARY 010.4002.5301 THE MCCLATCHY COMPANY LLC135 01/06/2023 296224 89.25 PC PHN 992 BENNETT 010.4130.5301 THE MCCLATCHY COMPANY LLC136 01/06/2023 296224 86.70 PC PHN 141 S ELM 010.4130.5301 THE MCCLATCHY COMPANY LLC137 01/06/2023 296224 107.00 PC PH THOW ORDINANCE 010.4130.5301 THE MCCLATCHY COMPANY LLC138 01/06/2023 296225 33.64 REIMBURSE PRESCHOOL HOLIDAY PARADE 010.4423.5253 CARRIE VAN BEVEREN139 01/06/2023 296226 929.51 ACCT#208620661-00002 PD CELL PHONES 010.4201.5403 VERIZON WIRELESS140 01/06/2023 296227 215.26 FATS, OILS AND GREASE PROGRAM612.4610.5303 WALLACE GROUP A CALIF CORP141 01/06/2023 296228 1,029.04 Additional work for the 2021 U 640.4710.5303 WATER SYSTEMS CONSULTING INC142 01/06/2023 296228 1,323.31 STAFF EXTENSION SERVICES FOR NCMA FOR FY 2022/23 640.4710.5303 WATER SYSTEMS CONSULTING INC143 01/06/2023 296228 1,083.46 WSC AG 2021 UWMP PREP FOR URBAN WATER MGMT 640.4710.5303 WATER SYSTEMS CONSULTING INC144 01/06/2023 296229 956.00 FEE STUDY SERVICES - USER, DEVELOPMENT IMPACT & 010.4120.5303 WILLDAN FINANCIAL SERVICES145 01/06/2023 296230 50.00 PARK DEPOSIT REFUND-ELM ST 010.0000.2206 LAWSON WILLIAMS146 01/06/2023 296231 200.00 TREE LIGHTING PHOTOGRAPHY 010.0000.2054 NAMU WILLLIAMS147 01/06/2023 296232 200.00 REFUND SOCCER (2) 010.0000.4605 ANDREA WILSON148 01/06/2023 296233 134.69 AUTO SHOP PARTS CLEANER SVC 010.4305.5303 WORLD OIL ENVIROMENTAL SVCS149 01/06/2023 296234 1,000.00 REFUND WOMENS CTR DEPOSIT 010.0000.2206YEPEZ-PILLE150 01/06/2023 296235 1,400.00 BASKETBALL FALL SESSION 1 010.4424.5351 YOUTH EVOLUTION BASKETBALL151 01/06/2023 296235 3,118.50 SOCCER FALL SESSION 1 010.4424.5351 YOUTH EVOLUTION BASKETBALLPage 15 of 365
CITY OF ARROYO GRANDECHECK LISTINGJANUARY 1 - JANUARY 15, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name152 01/06/2023 296236 $ 27.63 UB Refund Cst #00026776 640.0000.2301MORIAH BAKER153 01/06/2023 296237 140.54 UB Refund Cst #00004112 640.0000.2301 CARLOS BEDIA III154 01/06/2023 296238 633.55 UB Refund Cst #00024421 640.0000.2301 DAYNA BENNETT DAVIS155 01/06/2023 296239 124.71 UB Refund Cst #00028093 640.0000.2301SAVAYIA BERO156 01/06/2023 296240 74.17 UB Refund Cst #00027998 640.0000.2301 IAN MANSELL157 01/06/2023 296241 120.00 UB Refund Cst #00028735 640.0000.2301 LAURA NUCHOLS158 01/06/2023 296242 159.66 UB Refund Cst #00003950 640.0000.2301 JAMES & RUTH PIPER159 01/06/2023 296243 74.44 UB Refund Cst #00025284 640.0000.2301 HELEN YEO160 01/13/2023 296244 898.73 FCFA HEATER REPAIR - FLAME SENSOR 010.4213.5303 ALPINE REFRIGERATION161 01/13/2023 296245 95.88 PATROL SUPPLIES-BATTERIES 010.4203.5255 AMAZON CAPITAL SERVICES162 01/13/2023 296245 11.80 SHIPPPING/HANDLING010.4201.5208 AMAZON CAPITAL SERVICES163 01/13/2023 296245 27.91 OFFICE SUPPLIES-TYPEWRITER RIBBON 010.4201.5201 AMAZON CAPITAL SERVICES164 01/13/2023 296245 43.06 SANTA COP TAGS, ORNAMENTS 010.0000.2028 AMAZON CAPITAL SERVICES165 01/13/2023 296246 167.92 01/23 COMMUNICATIONS MAINT AGREEMENT 010.4204.5606 APPLIED TECHNOLOGY GROUP INC166 01/13/2023 296247 7.50 SEWER DEPARTMENT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES167 01/13/2023 296247 14.00 STREET DEPARTMENT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES168 01/13/2023 296247 24.44 WATER DEPARTMENT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES169 01/13/2023 296247 10.45 AUTO SHOP TOWELS 010.4305.5303 ARAMARK UNIFORM SERVICES170 01/13/2023 296247 28.50 CORP YARD MATS 010.4213.5303 ARAMARK UNIFORM SERVICES171 01/13/2023 296247 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES172 01/13/2023 296247 7.01 BUILDING MAINTENANCE UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES173 01/13/2023 296247 15.91 PARKS DEPARTMENT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES174 01/13/2023 296247 7.50 SEWER DEPARTMENT UNIFORMS 612.4610.5143 ARAMARK UNIFORM SERVICES175 01/13/2023 296247 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES176 01/13/2023 296247 14.00 STREET DEPARTMENT UNIFORMS 220.4303.5143 ARAMARK UNIFORM SERVICES177 01/13/2023 296247 24.44 WATER DEPARTMENT UNIFORMS 640.4712.5143 ARAMARK UNIFORM SERVICES178 01/13/2023 296247 7.00 SOTO SPORTS COMPLEX UNIFORMS 010.4430.5143 ARAMARK UNIFORM SERVICES179 01/13/2023 296247 3.51 AUTO SHOP UNIFORMS 010.4305.5143 ARAMARK UNIFORM SERVICES180 01/13/2023 296247 7.01 BLDG. MAINTENANCE UNIFORMS 010.4213.5143 ARAMARK UNIFORM SERVICES181 01/13/2023 296247 15.91 PARKS DEPARTMENT UNIFORMS 010.4420.5143 ARAMARK UNIFORM SERVICES182 01/13/2023 296248 410.57 2023 ASCAP LICENSE FEE 010.4003.5319 ASCAP183 01/13/2023 296249 (18.56) BAN#9391033181 640.4710.5403 AT&T184 01/13/2023 296249 30.01 BAN#9391033183 010.4201.5403 AT&T185 01/13/2023 296249 236.02 BAN#9391033184 010.4201.5403 AT&T186 01/13/2023 296249 22.15 BAN#9391033186 010.4145.5403 AT&T187 01/13/2023 296249 67.09 BAN#9391033187 010.4201.5403 AT&T188 01/13/2023 296250 130.48 01/23 TOWER LEASE 010.4201.5303 ATC SEQUOIA LLC189 01/13/2023 296251 135.00 SVC CALL-PD WATCH COMMANDERS 010.4140.5602 A-TOWN AUDIO VIDEOPage 16 of 365
CITY OF ARROYO GRANDECHECK LISTINGJANUARY 1 - JANUARY 15, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name190 01/13/2023 296251 $ 2,887.91 COUNCIL CHAMBERS AV EQUIPMENT 010.4140.5303 A-TOWN AUDIO VIDEO191 01/13/2023 296252 461.76 PD-4605 MAINT & BRAKES 010.4203.5601 BACK ON THE ROAD AUTOMOBILE192 01/13/2023 296253 29.63 2-7/8"-1-5/8" BULLDOG HINGE, 8.5 STEEL TIES 010.4430.5605 BACKYARD IMPROVEMENT CTR193 01/13/2023 296254 52.00 CAR WASH-PD SUPPORT SVCS 010.4204.5601 BOB'S EXPRESS WASH194 01/13/2023 296254 30.00 CAR WASH-PW-8, PW-4 010.4301.5601 BOB'S EXPRESS WASH195 01/13/2023 296254 218.00 CAR WASH- PD PATROL 010.4203.5601 BOB'S EXPRESS WASH196 01/13/2023 296254 10.00 CAR WASH-PD ADMIN 010.4201.5601 BOB'S EXPRESS WASH197 01/13/2023 296255 118.99 REIMBURSEMENT-TREE LIGHTING -B 010.0000.2054 SHERIDAN BOHLKEN198 01/13/2023 296256 83.02 PATROL - BUSINESS CARDS 010.4203.5255 BOONE PRINTING & GRAPHICS INC199 01/13/2023 296257 500.00 JANITORIAL SERVICE FOR THE POLICE DEPARTMENT 010.4201.5615 BRENDLER JANITORIAL SERVICE200 01/13/2023 296257 1,435.00 JANITORIAL SERVICE FOR VARIOUS CITY BUILDINGS 010.4213.5615 BRENDLER JANITORIAL SERVICE201 01/13/2023 296258 194.00 PEST CONTROL-PD 010.4213.5303 BREZDEN PEST CONTROL, INC202 01/13/2023 296258 165.00 PEST CONTROL-CORP YARD010.4213.5303 BREZDEN PEST CONTROL, INC203 01/13/2023 296259 221.26 RACK CARDS 010.4421.5504 BURDINE PRINTING (DBA)204 01/13/2023 296260 59.78 2X12X14, 1X4X16 220.4303.5613 BURKE AND PACE OF AG, INC205 01/13/2023 296261 3,723.00 BUILDING SECURITY-SYSTEM UPGRADE 010.4201.5303 CAME SECURITY ALARMS206 01/13/2023 296261 444.00 JAN-JUNE CORP YARD 010.4213.5303 CAME SECURITY ALARMS207 01/13/2023 296261 204.00 JAN-JUNE COUNCIL CHAMBERS 010.4213.5303 CAME SECURITY ALARMS208 01/13/2023 296261 1,002.00 01/23-06/23 BLDG SECURITY MONITORING 010.4201.5303 CAME SECURITY ALARMS209 01/13/2023 296261 408.00 JAN-JUNE REC FIRE 010.4213.5303 CAME SECURITY ALARMS210 01/13/2023 296261 294.00 JAN-JUN REC 010.4213.5303 CAME SECURITY ALARMS211 01/13/2023 296261 228.00 JAN-JUNE WOMEN'S CLUB 010.4213.5303 CAME SECURITY ALARMS212 01/13/2023 296261 534.00 JAN-JUNE CITY HALL FIRE & BURGLAR ALARM 010.4213.5303 CAME SECURITY ALARMS213 01/13/2023 296262 11,969.07 WINTER ACTIVITY GUIDE 010.4421.5504 CASEY PRINTING, INC214 01/13/2023 296263 65.00 REIMBURSEMENT - JIUJITSU DECEMBER 010.4203.5501 JASON CASTILLO215 01/13/2023 296264 199.98 ACCT#8245100960104152 PD INTERNET 010.4201.5403 CHARTER COMMUNICATIONS216 01/13/2023 296264 95.39 ACCT#8245100960129431-BUSINESS TV 010.4145.5401 CHARTER COMMUNICATIONS217 01/13/2023 296264 26.72 ACCT#8245100960129431-BUSINESS TV 010.4145.5401 CHARTER COMMUNICATIONS218 01/13/2023 296264 1,349.00 ACCT#8245100960301246-INTERNET 211.4101.5330 CHARTER COMMUNICATIONS219 01/13/2023 296264 761.32 ACCT#8245100960211791-BUS TV & DARK 010.4145.5401 CHARTER COMMUNICATIONS220 01/13/2023 296264 1,349.00 ACCT#8245100960302509 IT BROADBAND 211.4101.5330 CHARTER COMMUNICATIONS221 01/13/2023 296265 12.91 REIMBURSE FOR SPRING SNAP-BLDG MAINTENANCE 010.4201.5604 RAUL CHAVEZ222 01/13/2023 296266 44.80 11/22 & 12/22 CLOGGING CLASS 010.4424.5351 KATHLEEN J CINOWALT223 01/13/2023 296267 6,035.00 COBAN 2023 MAINTENANCE RENEWAL 010.4204.5607 COBAN TECHNOLOGIES INC224 01/13/2023 296268 415.80 WRITING FOR LIFE FALL SESSION010.4424.5351 GAYLE CUDDY225 01/13/2023 296268 280.00 12/22 SENIOR FITNESS 010.4424.5351 GAYLE CUDDY226 01/13/2023 296269 2,000.00 PRE-EMPLOYMENT BACKGROUND POLYGRAPH 010.4201.5315 CUESTA POLYGRAPH227 01/13/2023 296270 350.00 DEPOSIT FOR BAND 2/11/23 SR SWEETHEARTS 010.4424.5252 MICHAEL DIASPage 17 of 365
CITY OF ARROYO GRANDECHECK LISTINGJANUARY 1 - JANUARY 15, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name228 01/13/2023 296271 $ 5,048.00 10/22-12/22 DSA FEES FROM BUSINESS LICENSES 010.0000.4050 DIVIS. OF THE STATE ARCHITECT229 01/13/2023 296271 (4,543.20) LESS 90 % THAT CITY RETAINS 010.0000.2231 DIVIS. OF THE STATE ARCHITECT230 01/13/2023 296272 1,442.77 (20) CAN LINERS 220.4303.5613 FASTENAL COMPANY231 01/13/2023 296273 50.00 2023 MEMBERSHIP RENEWAL 010.4201.5503 FBI NCCA232 01/13/2023 296274 48.00 PD-4603 TIRE MOUNT, BALANCE 010.4203.5601 FIGUEROA'S TIRES233 01/13/2023 296275 1,225.00 12/22 BRIDGE BASICS GAMES & CLASSES010.4424.5351 FIVE CITIES DUPLICATE BRIDGE234 01/13/2023 296276 80.00 REFUND DOGGIE CLASS 010.0000.4605 MARCIA FRANK235 01/13/2023 296277 3,947.40 ERS SERVICE AND VOIP SERVICE 271.4202.6201 GROUND CONTROL SYSTEMS INC236 01/13/2023 296278 105.00 REFUND BASKETBALL010.0000.4605 JENNY HU237 01/13/2023 296279 380.00 2023 MEMBERSHIP DUESx2 010.4201.5503 IACP - INTL ASSN OF CHIEFS238 01/13/2023 296280 327.42 FUEL-PD 010.4203.5608 JB DEWAR, INC239 01/13/2023 296281 1,710.03 T-SHIRTS FOR ELM ST PLAYGROUND 010.4421.5504 KESTLY CORPORATE APPAREL240 01/13/2023 296282 789.55 SHORETEL PHONE CHRGS-PD 010.4201.5403 LEVEL 3 COMMUNICATIONS LLC241 01/13/2023 296282 793.69 SHORETEL PHONE CHRGS-CITY HALL 010.4145.5403 LEVEL 3 COMMUNICATIONS LLC242 01/13/2023 296283 110.00 REFUND PICKLEBALL CLUB 010.0000.4605 JEAN LIASCOS243 01/13/2023 296284 199.34 1/2 CU YD 6 SACK 220.4303.5613 MIER BROS LANDSCAPE PRODUCTS244 01/13/2023 296284 129.30 1/4 CU YD 5.5 SACK 010.4420.5605 MIER BROS LANDSCAPE PRODUCTS245 01/13/2023 296284 199.34 1/2 CU YD 6 SACK 220.4303.5613 MIER BROS LANDSCAPE PRODUCTS246 01/13/2023 296285 33.14 EXT POLE, ROLLER FRAME, ACE BT 220.4303.5613 MINER'S ACE HARDWARE, INC247 01/13/2023 296285 80.37 RYL EXT FLT, SPRAY PAINT, ROLL 010.4213.5604 MINER'S ACE HARDWARE, INC248 01/13/2023 296285 25.84 CONTRACTOR 1ST 3/8" 3 PACK 010.4213.5604 MINER'S ACE HARDWARE, INC249 01/13/2023 296285 9.77 (2) POST MIX 010.4430.5605 MINER'S ACE HARDWARE, INC250 01/13/2023 296285 156.78 PAINT BRUSH, SAND PAPER, DRILL010.4213.5604 MINER'S ACE HARDWARE, INC251 01/13/2023 296285 7.54 (14) FASTENERS 010.4430.5605 MINER'S ACE HARDWARE, INC252 01/13/2023 296285 32.31 RAIN BOOTS 220.4303.5255 MINER'S ACE HARDWARE, INC253 01/13/2023 296285 34.44 CLEANING CLOTH 010.4213.5604 MINER'S ACE HARDWARE, INC254 01/13/2023 296285 4.30 KEYS 010.4420.5605 MINER'S ACE HARDWARE, INC255 01/13/2023 296285 65.24 SOCKET TRATCH SET 010.4430.5605 MINER'S ACE HARDWARE, INC256 01/13/2023 296286 178.40 PD-4608 PARTS 010.4203.5601 MULLAHEY FORD257 01/13/2023 296287 101.60 YOGA IN THE PARK WITH NICCOLA 010.4424.5351 NICCOLA NELSON258 01/13/2023 296288 465.13 CHAIN, 2.5 GAL RED, CHAIN LOOP 010.4420.5605 NOBLE SAW, INC259 01/13/2023 296289 70.85 MAINT AGREEMENT COPIER OVERAGE 010.4204.5602 OFFICE1260 01/13/2023 296290 5.50 UNIFORM CLEANING-ADMIN 010.4201.5303 PARAMOUNT CLEANERS261 01/13/2023 296290 30.50 UNIFORM CLEANING-SUPPORT SVCS 010.4204.5303 PARAMOUNT CLEANERS262 01/13/2023 296290 397.00 UNIFORM CLEANING-PATROL SVCS 010.4203.5303 PARAMOUNT CLEANERS263 01/13/2023 296291 119.95 01/23 WIFI SVC HUBNER SITE 010.4201.5403PEAKWIFI LLC264 01/13/2023 296292 56.00 PRIVATE TENNIS LESSON 010.4424.5351 SUZANNE MPETRIE265 01/13/2023 296293 202.26 11/22 PARKING CITATION PROCESS 010.4204.5303 PHOENIX GROUPPage 18 of 365
CITY OF ARROYO GRANDECHECK LISTINGJANUARY 1 - JANUARY 15, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name266 01/13/2023 296294 $ 120.00 REFUND SOCCER CAMP 010.0000.4605 MARLEN PORTER267 01/13/2023 296295 73.95 UNIFORM EMBROIDERY FOR HATS 010.4203.5272 R & T EMBROIDERY, INC268 01/13/2023 296296 484.37 GRACE LANE JANUARY 2023 216.4460.5304 RAINSCAPE269 01/13/2023 296296 1,201.41 PARKSIDE 219.4460.5304 RAINSCAPE270 01/13/2023 296297 15.00 12/22 REVERSE OSMOSIS RENTAL: 010.4201.5303 RICHETTI COMPLETE WATER271 01/13/2023 296298 70.00 REFUND ROLLER SKATING 010.0000.4605 GINA ROTONDO272 01/13/2023 296299 105.00 ADULT SOFTBALL HEAD SCOREKEEPER010.4424.5352 MARTINA SARMIENTO273 01/13/2023 296299 315.00 21 ADMIN & FACILITY ATTENDANT 010.4424.5352 MARTINA SARMIENTO274 01/13/2023 296300 2,250.00 STREET SWEEPING JULY-DEC 2022 010.4307.5303 SCA275 01/13/2023 296300 6,750.00 STREET SWEEPING JULY-DEC 2022 220.4303.5303 SCA276 01/13/2023 296301 99.00 REFUND DOGGIE CLASS 010.0000.4605 SUSAN SCHAEFER277 01/13/2023 296302 2,261.00 SCIENCE CAMP: WINTER BREAK 010.4424.5351 SCIENCE DIPPITY INC278 01/13/2023 296303 21.80 NO-SPILL GAS CAN NOZZLE 010.4420.5605 SITEONE LANDSCAPE SUPPLY LLC279 01/13/2023 296304 139.00 11/22 PARKING CITATION REV DIST 010.0000.4203 SLO COUNTY AUDITOR-CONTROLLER280 01/13/2023 296305 16.41 GAS SERVICES-1500 W BRANCH 010.4145.5401 SOCALGAS281 01/13/2023 296305 182.95 GAS SERVICES-211 VERNON ST 010.4145.5401 SOCALGAS282 01/13/2023 296305 62.62 GAS SERVICES-215 E BRANCH 010.4145.5401 SOCALGAS283 01/13/2023 296305 202.33 GAS SERVICES-111 S MASON 010.4145.5401 SOCALGAS284 01/13/2023 296305 15.29 GAS SERVICES-350 S ELM ST 010.4145.5401 SOCALGAS285 01/13/2023 296305 500.56 GAS SERVICES-1375 ASH ST 010.4145.5401 SOCALGAS286 01/13/2023 296306 204.32 DUMPSTERS -STROTHER 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC287 01/13/2023 296306 313.84 DUMPSTERS -FCFA 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC288 01/13/2023 296306 204.32 DUMPSTERS -RGP 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC289 01/13/2023 296306 102.16 DUMPSTERS -PW 3YD RECYCLE 010.4213.5303 ATTACHMENT 1290 01/13/2023 296306 88.46 CITY HALL TRASH SVC 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC291 01/13/2023 296306 160.61 DUMPSTERS -PD 010.4213.5303 SOUTH COUNTY SANITARY SVC, INC292 01/13/2023 296307 3,274.00 LIDAR RADAR-OTS GRANT 010.4209.6201 STALKER RADAR293 01/13/2023 296307 253.74 SALES TAX 010.4209.6201 STALKER RADAR294 01/13/2023 296308 60.00 ADULT SOFTBALL SCOREKEEPER010.4424.5352 HEATHER STRAUSBURG295 01/13/2023 296309 105.00 RENEWAL FEES FOR P-4 CERTIFICATE 640.4712.5501 SWRCB-DWOCP296 01/13/2023 296310 1,740.39 UNIFORMS-4 OFFICERS 010.4203.5272 TEMPLETON UNIFORMS297 01/13/2023 296311 44.20 THOW ORDINANCE SUMMARY 010.4002.5301 THE MCCLATCHY COMPANY LLC298 01/13/2023 296312 254.30 SUBSCRIPTION-CODE BOOKS 010.4201.5503 THOMSON REUTERS WEST299 01/13/2023 296313 25.00 INVESTIGATIVE SVC-TOWER DUMP 010.4204.5303 T-MOBILE USA300 01/13/2023 296314 56.84 (2) SINGLE SIDED "SPECIAL" STREET SIGNS 220.4303.5613 TRAFFIC MANAGEMENT PRODUCTS301 01/13/2023 296315 75.00 12/22 INVESTIGATIVE SVCS 010.4204.5303 TRANSUNION RISK302 01/13/2023 296316 491.61 FORMS W-2, 1099, ENVELOPES 010.4120.5201 TYLER BUSINESS FORMS303 01/13/2023 296317 787.99 LIFT RENTAL FOR ELM TREE LIGHTING 010.4420.5552 UNITED RENTALS NORTHWEST INCPage 19 of 365
CITY OF ARROYO GRANDECHECK LISTINGJANUARY 1 - JANUARY 15, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name304 01/13/2023 296318 $ 280.00 DECEMBER PUNCHCARDS 010.4424.5351 PEGGY VALKO305 01/13/2023 296319 380.00 REFUND SCIENCE CAMPS 010.0000.4605 TRACI WALKER306 01/13/2023 296320 564.59 COPY MACHINE LEASE PAYMENT010.4201.5803 WELLS FARGO VENDOR FINANCIAL307 01/13/2023 296321 150.00 ADULT SOFTBALL SCOREKEEPER010.4424.5352 SHIRLEY WILLMOTT308 01/13/2023 296322 560.70 YOUTH EVOLUTION BASKETBALL: FALL 2022 010.4424.5351 YOUTH EVOLUTION BASKETBALL309 01/13/2023 296323 42,061.06 FEDERAL WITHHOLDING: Payment 011.0000.2104 CITY OF ARROYO GRANDE310 01/13/2023 296323 49,942.54 SOCIAL SECURITY: Payment 011.0000.2105 CITY OF ARROYO GRANDE311 01/13/2023 296323 12,109.68 MEDICARE: Payment 011.0000.2105 CITY OF ARROYO GRANDE312 01/13/2023 296324 1,899.03 CASDI: Payment 011.0000.2111 CA ST EMPLOYMENT DEVEL DEPT313 01/13/2023 296324 16,071.69 STATE WITHHOLDING: Payment 011.0000.2108 CA ST EMPLOYMENT DEVEL DEPT314 01/13/2023 296325 565.60 DEPT OF CHILD SUPPORT SERVICES 011.0000.2114 CA STATE DISBURSEMENT UNIT315 01/13/2023 296326 7,736.61 DENTAL INSURANCE: Payment 011.0000.2110 DELTA DENTAL316 01/13/2023 296326 2,375.84 DENTAL INSURANCE: Payment 010.4099.5132 DELTA DENTAL317 01/13/2023 296327 4,162.86 DEFERRED COMPENSATION - EE %: Payment 011.0000.2117 ICMA RETIREMENT CORP318 01/13/2023 296327 11,909.00 DEFERRED COMPENSATION - EE: Payment 011.0000.2117 ICMA RETIREMENT CORP319 01/13/2023 296327 866.66 DEFERRED COMPENSATION - ER: Payment 011.0000.2117 ICMA RETIREMENT CORP320 01/13/2023 296327 275.00 ROTH - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP321 01/13/2023 296327 177.07 ROTH % - AFTER TAX: Payment 011.0000.2117 ICMA RETIREMENT CORP322 01/13/2023 296328 2,431.32 HMO ANTHEM TRADITIONAL - SEIU: Payment 011.0000.2109 PERS - ACTIVE MED323 01/13/2023 296328 4,200.00 PORAC MED INSURANCE: Payment 011.0000.2109 PERS - ACTIVE MED324 01/13/2023 296328 12,663.16 PPO PERS GOLD - MANAGEMENT: Payment 011.0000.2109 PERS - ACTIVE MED325 01/13/2023 296328 16,841.54 PPO PERS GOLD - POLICE: Payment 011.0000.2109 PERS - ACTIVE MED326 01/13/2023 296328 16,424.00 PPO PERS GOLD - SEIU: Payment 011.0000.2109 PERS - ACTIVE MED327 01/13/2023 296328 1,977.86 BLUE SHIELD TRIO HMO - MGMT: Payment 011.0000.2109 PERS - ACTIVE MED328 01/13/2023 296328 2,738.58 BLUE SHIELD TRIO HMO - POLICE: Payment 011.0000.2109 PERS - ACTIVE MED329 01/13/2023 296328 17,142.42 HMO-UNITED HEALTHCARE-MGMT: Payment 011.0000.2109 PERS - ACTIVE MED330 01/13/2023 296328 7,301.42 HMO UNITED HEALTHCARE-POLICE: Payment 011.0000.2109 PERS - ACTIVE MED331 01/13/2023 296328 19,761.42 HMO UNITED HEALTHCARE-SEIU: Payment 011.0000.2109 PERS - ACTIVE MED332 01/13/2023 296328 988.93 BLUE SHIELD TRIO HMO - SEIU: Payment 011.0000.2109 PERS - ACTIVE MED333 01/13/2023 296328 1,809.42 PERS GOLD - FIRE MANAGEMENT: Payment 011.0000.2109 PERS - ACTIVE MED334 01/13/2023 296328 4,668.08 PPO PERS PLATINUM - FIRE: Payment 011.0000.2109 PERS - ACTIVE MED335 01/13/2023 296328 11,830.84 PPO PERS GOLD - FIRE: Payment 011.0000.2109 PERS - ACTIVE MED336 01/13/2023 296328 7,777.58 HMO UNITED HEALTHCARE-FIRE: Payment 011.0000.2109 PERS - ACTIVE MED337 01/13/2023 296328 6,190.32 HMO-UNITED HEALTH FIRE-MGMT: Payment 011.0000.2109 PERS - ACTIVE MED338 01/13/2023 296328 347.43 ACTIVE HEALTH ADMIN FEE 010.4145.5131 PERS - ACTIVE MED339 01/13/2023 296328 6,753.97 RETIREE HEALTH INS 010.4099.5136 PERS - ACTIVE MED340 01/13/2023 296328 765.96 RETIREE HEALTH INS 220.4303.5136 PERS - ACTIVE MED341 01/13/2023 296328 2,824.43 ADJUSTMENTS 011.0000.2109 PERS - ACTIVE MEDPage 20 of 365
CITY OF ARROYO GRANDECHECK LISTINGJANUARY 1 - JANUARY 15, 2023ATTACHMENT 1Line Check Date Check # Amount Description Acct # Vendor Name342 01/13/2023 296328 $ 106.52 ACTIVE HEALTH ADMIN FEE-FCFA 010.0000.1111 PERS - ACTIVE MED343 01/13/2023 296328 769.74 RETIREE HEALTH INS-FCFA 010.0000.1111 PERS - ACTIVE MED344 01/13/2023 296329 3,455.30 ACTIVE HEALTH INS-PT NONPERS 011.0000.2109 PERS - ACTIVE MED345 01/13/2023 296329 11.40 ACTIVE HEALTH INS-PT NONPERS 010.4145.5131 PERS - ACTIVE MED346 01/13/2023 296330 34,047.74 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT347 01/13/2023 296330 45,948.90 PERS RETIREMENT: Payment 011.0000.2106 PERS - RETIREMENT348 01/13/2023 296330 117.11 PERS BUYBACK - AFTER TAX: Payment 011.0000.2106 PERS - RETIREMENT349 01/13/2023 296330 1,145.59 PERS Employer Pick Up: Payment 011.0000.2106 PERS - RETIREMENT350 01/13/2023 296330 (0.07) ROUNDING DIFFERENCE 010.0000.4818 PERS - RETIREMENT351 01/13/2023 296331 961.40 STANDARD INSURANCE COMPANY: Payment 011.0000.2113 STANDARD INSURANCE CO352 01/13/2023 296331 469.12 STANDARD INSURANCE COMPANY: Payment 011.0000.2113 STANDARD INSURANCE CO353 01/13/2023 296331 23.50 STANDARD LIFE TAXABLE DEDUCT: 011.0000.2113 STANDARD INSURANCE CO354 01/13/2023 296331 1,480.58 STANDARD LTD/STD INSURANCE: Pa 011.0000.2113 STANDARD INSURANCE CO355 01/13/2023 296331 118.50 ADJUSTMENTS 011.0000.2113 STANDARD INSURANCE CO356 01/13/2023 296332 1,044.50 PARS: Payment 011.0000.2107 US BANK OF CALIFORNIA357 01/13/2023 296333 635.35 01/23 VISION PREMIUM-RETIREES 010.4099.5133 VISION SERVICE PLAN358 01/13/2023 296333 2,079.48 VISION CARE INSURANCE: Payment 011.0000.2119 VISION SERVICE PLAN $ 1,085,134.11 Page 21 of 365
ATTACHMENT 2
.
General Fund 338,583.88 5101 Salaries Full time 137,862.83
Streets Fund 17,062.49 5101 Volunteer Employee Retirement -
American Rescue Plan Act 964.21 5102 Salaries Part-Time - PPT 6,289.25
Sewer Fund 9,719.39 5103 Salaries Part-Time - TPT 8,101.72
Water Fund 22,771.26 5105 Salaries OverTime 6,153.23
389,101.23 5106 Salaries Strike Team OT -
5107 Salaries Standby 1,876.40
5108 Holiday Pay 80,478.37
5109 Sick Pay 3,558.84
5110 Annual Leave Buyback -
Administrative Services - 5111 Vacation Buyback -
Information Services - 5112 Sick Leave Buyback -
Community Development - 5113 Vacation Pay 8,581.40
Police 4,294.73 5114 Comp Pay 6,547.46
Public Works - Maintenance 1,509.36 5115 Annual Leave Pay 19,879.14
Public Works - Enterprise 349.14 5116 Salaries - Police FTO 63.99
Recreation - Administration - 5121 PERS Retirement 30,390.23
Recreation - Special Events - 5122 Social Security 20,712.12
Children In Motion - 5123 PARS Retirement 200.85
6,153.23 5126 State Disability Ins. 882.52
5127 Deferred Compensation 741.66
5131 Health Insurance 49,651.63
5132 Dental Insurance 3,065.84
5133 Vision Insurance 804.86
5134 Life Insurance 392.58
5135 Long Term Disability 585.95
5137 Leave Payouts -
5142 Unemployment Insurance -
5143 Uniform Allowance -
5144 Car Allowance 837.50
5146 Council Expense -
5147 Employee Assistance -
5148 Boot Allowance -
5149 Motor Pay 175.36
5150 Bi-Lingual Pay 150.00
5151 Cell Phone Allowance 1,117.50
389,101.23
OVERTIME BY DEPARTMENT:
CITY OF ARROYO GRANDE
DEPARTMENTAL LABOR DISTRIBUTION
PAY PERIOD
12/23/2022 - 01/05/2023
1/13/2023
BY FUND BY ACCOUNT
Page 22 of 365
Item 9.b.
MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Administrative Services Director
BY: Lynda Horejsi, Accounting Manager
SUBJECT: Consideration of Statement of Investment Deposits
SUMMARY: Receiving and filing the Statement of Investment Deposits is not a
project subject to the California Environmental Quality Act (“CEQA”)
because it has no potential to result in either a direct, or reasonably
foreseeable indirect, physical change in the environment. (State CEQA
Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
DATE: February 14, 2023
SUMMARY OF ACTION:
Presentation of the City’s investment deposits as of December 31, 2022.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There is no funding impact to the City related to these reports. However, the City does
receive interest revenue based on the interest rate of the investments. No or minimal
future staff time is projected.
RECOMMENDATION:
Receive and file the attached report listing investment deposits of the City of Arroyo
Grande as of December 31, 2022, as required by Government Code Section 53646(b).
BACKGROUND:
The Administrative Services department has historically submitted to the City Council a
monthly report, providing the following information:
1. Type of investment.
2. Financial institution (bank, savings and loan, broker, etc).
3. Date of maturity.
4. Principal amount.
Page 23 of 365
Item 9.b.
City Council
Consideration of Statement of Investment Deposits
February 14, 2023
Page 2
5. Rate of interest.
6. Current market value for all securities having a maturity of more than 12 months.
7. Relationship of the monthly report to the annual statement of investment policy.
ANALYSIS OF ISSUES:
This report represents the City’s investments as of December 31, 2022. It includes all
investments managed by the City, the investment institution, investment type, book value,
maturity date, and rate of interest. As of December 31, 2022, the investment portfolio was
in compliance with all State laws and the City’s investment policy.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Approve staff’s recommendation to receive and file the attached report listing the
investment deposits;
2. Do not approve staff’s recommendation; or
3. Provide other direction to staff.
ADVANTAGES:
Safety of principal is the foremost objective of the City. Investments are undertaken in a
manner that seeks to ensure the preservation of capital in the overall portfolio.
DISADVANTAGES:
Some level of risk is present in any investment transaction. Losses could be incurred due
to market price changes, technical cash flow complications such as the need to withdraw
a non-negotiable Time Certificate of Deposit early, or even the default of an issuer. To
minimize such risks, diversifications of the investmen t portfolio by institution and by
investment instruments are being used as much as is practical and prudent.
ENVIRONMENTAL REVIEW:
The Statement of Investment Deposits is not a project subject to the California
Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct,
or reasonably foreseeable indirect, physical change in the environment. (State CEQA
Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1. Portfolio Summary: December 31, 2022
Page 24 of 365
ATTACHMENT 1City of Arroyo Grande300 E. Branch St.Arroyo Grande, CA 93420Phone: (805) 473-5400CITY OF ARROYO GRANDEPortfolio ManagementPortfolio SummaryDecember 31, 2022Investments Principal ValueCurrent Market Value Interest Rate Date of PurchaseTerm Maturity Date% of PortfolioLocal Agency Investment Fund15,187,164.06$ 15,187,164.06$ 2.173% 48.810%Certificates of DepositPacific Premier Bank 249,000.00 249,000.00 0.200% February 21, 2022 12 mos February 21, 2023 0.800%1st Security Bank Washington 249,000.00 249,000.00 1.700% October 4, 2019 42 mos April 4, 2023 0.800%Morgan Stanley Private Bank 247,000.00 247,000.00 2.250% July 11, 2019 45 mos July 11, 2023 0.794%Merrick Bank 249,000.00 249,000.00 1.800% October 16, 2019 48 mos October 16, 2023 0.800%BMW Bank North America 249,000.00 249,000.00 0.500% July 16, 2021 36 mos July 16, 2024 0.800%Mountain America Federal Credit Union 249,000.00 249,000.00 4.750% October 14, 2022 24 mos October 15, 2024 0.800%Enerbank USA 247,000.00 247,000.00 1.850% October 25, 2019 60 mos October 25, 2024 0.794%Wells Fargo Bank 249,000.00 249,000.00 4.600% October 28, 2022 24 mos October 28, 2024 0.800%Beal Bk Plano TX 247,000.00 247,000.00 1.350% March 26, 2022 36 mos March 26, 2025 0.794%Beal Bk Las Vegas NV 247,000.00 247,000.00 1.250% March 26, 2022 36 mos March 26, 2025 0.794%Flagstar Bank 245,000.00 245,000.00 0.850% May 15, 2020 60 mos May 15, 2025 0.788%American Express National Bank 246,000.00 246,000.00 3.100% May 25, 2022 36 mos May 25, 2025 0.791%New York Community Bank 249,000.00 249,000.00 0.550% July 1, 2021 48 mos July 1, 2025 0.800%Chief Financial Federal Credit Union 249,000.00 249,000.00 4.600% October 12, 2022 36 mos October 14, 2025 0.800%Live Oak Bank 249,000.00 249,000.00 3.150% May 25, 2022 48 mos May 26, 2026 0.800%UBS Bank USA 249,000.00 249,000.00 0.900% July 21, 2021 60 mos July 21, 2026 0.800%Toyota Financial Savings Bank 248,000.00 248,000.00 0.950% July 22, 2021 60 mos July 22, 2026 0.797%Bank United NA 249,000.00 249,000.00 1.350% December 8, 2021 60 mos December 8, 2026 0.800%Capital One Bank USA 248,000.00 248,000.00 1.250% December 8, 2021 60 mos December 8, 2026 0.797%Discover Bank 246,000.00 246,000.00 3.200% May 18, 2022 60 mos May 19, 2027 0.791%Total Certificates of Deposit4,960,000.00 4,960,000.00 15.940%Agency BondsFederal Farm Credit Bank 2,500,000.00 2,431,222.50 1.600% November 1, 2019 48 mos November 1, 2023 8.035%Federal Farm Credit Bank 1,999,314.00 1,876,496.00 0.350% December 4, 2020 42 mos May 16, 2024 6.426%Federal Home Loan Bank 499,252.43 490,462.35 1.000% July 19, 2022 29 mos December 20, 2024 1.605%Federal Farm Credit Bank 998,431.00 918,575.00 0.430% March 17, 2021 48 mos March 3, 2025 3.209%Federal Natl Mortgage Assn 1,000,000.00 895,824.00 0.500% October 20, 2020 60 mos October 20, 2025 3.214%Federal Home Loan Bank 999,500.00 894,391.00 0.800% March 17, 2021 60 mos March 10, 2026 3.212%Federal Home Loan Bank 994,396.00 919,620.00 2.400% March 17, 2021 72 mos March 29, 2027 3.196%Federal Home Loan Bank 500,000.00 474,462.50 3.375% May 17, 2022 60 mos May 17, 2027 1.607%Total Agency Bonds9,490,893.43 8,901,053.35 30.504%Page 25 of 365
ATTACHMENT 1City of Arroyo Grande300 E. Branch St.Arroyo Grande, CA 93420Phone: (805) 473-5400CITY OF ARROYO GRANDEPortfolio ManagementPortfolio SummaryDecember 31, 2022Investments Principal ValueCurrent Market Value Interest Rate Date of PurchaseTerm Maturity Date% of PortfolioMunicipal BondsCalifornia State GO Various Purp Bond 491,810.00$ 470,905.00$ 3.100% May 12, 2022 47 mos April 1, 2026 1.581%Total Municipal Bonds491,810.00 470,905.00 1.581%Treasury ObligationsU.S. Treasury Z-2026 Series 984,728.00 892,969.00 1.100% December 6, 2021 53 mos May 31, 2026 3.165%Total Treasury Obligations984,728.00 892,969.00 3.165%TOTAL INVESTMENTS31,114,595.49$ 30,412,091.41$ 100.000%Page 26 of 365
Item 9.c.
MEMORANDUM
TO: City Council
FROM: Whitney McDonald, City Manager
Isaac Rosen, Interim City Attorney
SUBJECT: Consideration of Adoption of a Resolution Declaring a Continued
Local Emergency Related to the COVID-19 Pandemic and Authorizing
the Continuance of Remote Teleconference Meetings of the
Legislative and Advisory Bodies Pursuant to Government Code
Section 5
SUMMARY: Adopting the Resolution continuing a local emergency is not a project
subject to the California Environmental Quality Act (“CEQA”) because
it has no potential to result in either a direct, or reasonably foreseeable
indirect, physical change in the environment. (State CEQA Guidelines,
§§ 15060, subd. (b)(2)-(3), 15378.)
DATE: February 14, 2023
SUMMARY OF ACTION:
Adoption of the Resolution will continue the declared local emergency related to the
COVID-19 pandemic and will also enable the City to continue to comply with the
requirements of legislation, AB 361, to authorize the continued use of teleconferencing
for meetings of the City’s legislative and advisory bodies.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There are no direct fiscal impacts related to the proposed action.
RECOMMENDATION:
Adopt a Resolution declaring a continued local emergency related to the Coronavirus
(COVID-19) pandemic and authorizing the continuance of remote teleconference
meetings pursuant to Government Code Section 54953(e)(3).
BACKGROUND:
As the City Council is aware, in accordance with Section 8.12.060 of the Arroyo Grande
Municipal Code, the former City Manager, in his capacity as the Director of Emergency
Services, proclaimed a local emergency on March 16, 2020, regarding the COVID-19
pandemic. The City Council ratified the proclamation at its regular meeting on March 24,
Page 27 of 365
Item 9.c.
City Council
Consideration of Adoption of a Resolution Declaring a Continued Local
Emergency Related to the COVID-19 Pandemic and Authorizing the Continuance
of Remote Teleconference Meetings of the Legislative and Advisory Bodies
Pursuant to Government Code Section 5
February 14, 2023
Page 2
2020, and adopted resolutions declaring a continued local emergency since that time as
the pandemic has persisted.
In addition, AB 361 amended Government Code Section 54953, adding a new subsection
(e) that permits legislative bodies, when there is a proclaimed State of Emergency
declared by the Governor pursuant to Government Code Section 8625, to initiate the
process to hold meetings remotely via teleconferencing as a result of the emergency.
After that initial authorization, a resolution needs to be adopted every 30 days, in which
the legislative body makes finding that meeting in person would present imminent risks
to the health or safety of attendees, or that State or local officials have imposed or
recommended measures to promote social distancing.
It is anticipated that Governor Newsom will rescind the State of Emergency Declaration
related to COVID-19 on February 28, 2023. After this time and in addition to AB 361, new
legislation, AB 2449 (adopted in September 2022), permits legislative bodies to continue
meeting remotely via teleconferencing, subject to restrictions that differ from AB 361. The
difference in findings necessary under AB 361 versus AB 2449 will be described for the
City Council on a later date.
The City Council first adopted a Resolution making findings in accordance with AB 361
and Government Code Section 54953(e) at its September 28, 2021 meeting. The
Resolution is valid for thirty (30) days after teleconferencing for the first time under the
new regulations. If the legislative body seeks to continue to hold teleconference meetings
under AB 361 after that 30 day period, the local agency may act to renew its resolution
authorizing remote teleconferenced meetings by passing another resolution which
includes findings under the Brown Act that the local agency has reconsidered the
circumstances of the emergency, and the local agency has either identified: A) ongoing,
direct impacts to the ability to meet safely in -person, or B) based on social distancing
measures recommended by relevant State or local officials.
In the past, the City has adopted separate resolutions related to the continuing emergency
declaration and the continuance of remote teleconference meetings pursuant to
Government Code Section 54953(e)(3). Staff has combined the two items into one
resolution to eliminate the need for separate agenda items.
ANALYSIS OF ISSUES:
Arroyo Grande Municipal Code Section 8.12.065(C) provides that the City Council is to
“Review the need for a continuing emergency declaration at regularly scheduled meetings
at least every twenty-one (21) days until the emergency is terminated.” Accordingly, the
City Council has adopted the appropriate Resolutions declaring a continued local
Page 28 of 365
Item 9.c.
City Council
Consideration of Adoption of a Resolution Declaring a Continued Local
Emergency Related to the COVID-19 Pandemic and Authorizing the Continuance
of Remote Teleconference Meetings of the Legislative and Advisory Bodies
Pursuant to Government Code Section 5
February 14, 2023
Page 3
emergency related to the COVID-19 pandemic within the required 21-day time period
since the ratification of the proclamation at its March 24, 2020 meeting.
This item is being presented to the City Council to satisfy the requirements of Section
8.12.065(C) given the ongoing State of Emergency proclaimed by the Governor, the
ongoing public health orders issued by the State, and the ongoing work required of City
staff to respond to the pandemic and these proclamations and orders. In addition, the
Resolution will allow City Councilmembers and advisory body members to attend
meetings remotely as needed while impacts from the pandemic continue. The Resolution
includes continued findings based upon a determination that, as a result of the proclaimed
State of Emergency in California due to the COVID-19 pandemic and its continued spread
in San Luis Obispo County and Arroyo Grande through the Omicron, BA2 and other
variants of SARS-CoV-2, which are highly transmissible and, as even fully vaccinated
individuals can spread the virus to others, holding meetings solely in person would
present imminent risks to the health or safety of attendees.
While the Resolution provides authority for the City to continue conducting public
meetings remotely for the next thirty (30) days, the City has also determined to resume
meetings in-person prior to the expiration of that thirty-day period, and conducted the City
Council meetings beginning on March 8, 2022, as in-person meetings at Council
Chambers while also retaining an option for the public, staff, and consultants to participate
via Zoom. It is recommended that the proposed Resolution be adopted to continue to
provide flexibility for future meetings of the City Council and its advisory bodies in the
event that guidance from the State or County Health Officers changes within the next
thirty (30) days. This flexibility will also allow members of the City Council or advisory
bodies to attend meetings remotely if they also desire or if they are required to quarantine
due to exposure to COVID-19.
Based upon the foregoing, it is recommended that the City Council adopt the Resolution
declaring the need to continue the emergency declaration a nd also authorizing the
continuance of remote teleconference meetings pursuant to Government Code Section
54953(e)(3).
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Adopt the Resolution declaring the need to continue the declared local emergency
and authorizing the continuance of remote teleconference meetings;
2. Do not adopt the Resolution; or
3. Provide other direction to staff.
Page 29 of 365
Item 9.c.
City Council
Consideration of Adoption of a Resolution Declaring a Continued Local
Emergency Related to the COVID-19 Pandemic and Authorizing the Continuance
of Remote Teleconference Meetings of the Legislative and Advisory Bodies
Pursuant to Government Code Section 5
February 14, 2023
Page 4
ADVANTAGES:
Adoption of the Resolution will satisfy the requirement of the Arroyo Grande Municipal
Code regarding the periodic review of the declared local emergency related to the COVID-
19 pandemic. It will also satisfy the requirements of Government Code Section
54953(e)(3) and allow the City to safely continue carrying out its business in a manner
that will minimize the risk of contracting COVID-19 for everyone involved.
DISADVANTAGES:
No disadvantages have been identified to adopting the Resolution.
ENVIRONMENTAL REVIEW:
Adopting the Resolution continuing a local emergency is not a proje ct subject to the
California Environmental Quality Act (“CEQA”) because it has no potential to result in
either a direct, or reasonably foreseeable indirect, physical change in the environment.
(State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.)
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1. Proposed Resolution
Page 30 of 365
ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE DECLARING A CONTINUED LOCAL
EMERGENCY RELATED TO THE CORONAVIRUS (COVID-
19) PANDEMIC AND AUTHORIZING THE CONTINUANCE
OF REMOTE TELECONFERENCE MEETINGS OF THE
LEGISLATIVE BODIES OF THE CITY OF ARROYO
GRANDE PURSUANT TO GOVERNMENT CODE SECTION
54953(e)
WHEREAS, in accordance with Section 8.12.060 of the Arroyo Grande Municipal Code,
the former City Manager, in his capacity as the Director of Emergency Services
proclaimed a local emergency on March 17, 2020, regarding the COVID-19 pandemic;
and
WHEREAS, the City Council ratified the emergency proclamation through adoption of
Resolution No. 4974 at its regular meeting on March 24, 2020; and
WHEREAS, Arroyo Grande Municipal Code Section 8.12.065(C) provides that the City
Council is to review the need for a continuing emergency declaration at regularly
scheduled meetings at least every twenty-one (21) days until the emergency is
terminated; and
WHEREAS, the City Council has adopted Resolutions declaring a continued local
emergency related to the coronavirus (COVID-19) pandemic on April 14, April 28, May
12, May 26, June 9, June 23, July 14, August 11, August 25, September 8, September
22, October 13, October 27, November 10, November 24, December 8, 2020, January
12, January 26, February 9; February 23; March 9, March 23, April 13, April 27, May 11,
May 25, June 8, June 22, July 27, August 10, August 24, September 14, September 28,
October 12, October 26, November 9, November 23, December 14, 2021, January 11,
January 25, February 8, February 22, March 8, March 22, April 12, April 26, May 10, May
24, June 14, June 28, July 26, August 9, August 23, September 13, September 27,
October 11, October 25, November 22, December 13, January 10, and January 24, 2023;
and
WHEREAS, the Secretary of Health and Human Services Director issued a Determination
that a Public Health Emergency Exists and has existed as of January 27, 2020 ; and
WHEREAS, the President of the United States declared a State of National Emergency;
the Governor of the State of California has proclaimed a State of Emergency for the State
of California and issued Executive Orders and direction regarding measures to mitigate
the spread of cases of COVID-19 within the State of California and all recitals set forth
therein, are included as though fully set forth herein; and
Page 31 of 365
RESOLUTION NO.
PAGE 2
WHEREAS, subsequently, in March 2020, in response to the COVID -19 pandemic,
Governor Newsom issued Executive Orders N-25-20 and N-29-20. These orders
suspended certain elements of the Brown Act and specifically allowed for legislative
bodies as defined by the Brown Act to hold their meetings entirely electronically with no
physical meeting place. On June 11, 2021, Governor Newsom issued Executive Order N -
08-21 which provided that the provisions in Executive Order N-29-20 suspending certain
elements of the Brown Act would continue to apply through September 30, 2021; and
WHEREAS, on September 16, 2021, Governor Newsom signed AB 361, which added
subsection (e) to Government Code section 54953 of the Brown Act, and makes provision
for remote teleconferencing participation in meetings by members of a legislative body,
without compliance with the requirements of Government Code section 54953(b)(3),
subject to the existence of certain conditions; and
WHEREAS, a required condition of initiating AB 361 meetings is that a state of emergency
is declared by the Governor pursuant to Government Code section 8625, proclaiming the
existence of conditions of disaster or of extreme peril to the safety of persons and property
within the State caused by conditions as described in Government Code section 8558,
and after that time, the City Council regularly make required findings under Government
Code section 54953(e)(3); and
WHEREAS, the City Council has adopted a Resolution making findings in accordance
with AB 361 and Government Code Section 54953(e) authorizing remote teleconference
meetings on September 28, October 26, November 23, and December 14, 2021, and on
January 25, February 22, March 22, April 12, May 10, June 14, June 28, July 26, August
23, September 27, October 25, November 22, December 13, and January 10, 2023; and
WHEREAS, the COVID-19 pandemic continues to spread rapidly worldwide and in the
U.S., continuing to present an immediate and significant risk to public health and safety,
and resulting in serious illness or death to vulnerable populations, including the elderly
and those with underlying health conditions.
NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Arroyo Grande
that:
1. All recitals set forth above, are true, correct and incorporated herein.
2. A local emergency is declared to continue to exist throughout the City of Arroyo
Grande, and the City has been undertaking, and will continue through termination
of this emergency to undertake necessary measures and inc ur necessary costs,
which are directly related to the prevention of the spread of COVID -19 and are
taken in furtherance of: the Secretary of Health and Human Services’
determination that a public health emergency has existed since January 27, 2020;
the Governor’s Proclamation of a State of Emergency on March 4, 2020; the
Page 32 of 365
RESOLUTION NO.
PAGE 3
President of the United States’ Declaration of a National Emergency on March 13,
2020, and the City Director of Emergency Services’ Proclamation of Local
Emergency on March 17, 2020; and related orders and directives.
3. In accordance with the requirements of Government Code Section 54953(e)(3),
the City Council of the City of Arroyo Grande hereby finds and determines that it
has reconsidered the circumstances of the State of Emergency and that the State
of Emergency continues to exist and to directly impact the ability to meet safely in
person due to the COVID-19 pandemic, and its continued spread in San Luis
Obispo County and Arroyo Grande through the Omicron,BA2 and other variants of
SARS-CoV-2, which are highly transmissible and can be spread to others even by
fully vaccinated individuals, and therefore holding meetings in person would
present imminent risks to the health or safety of attendees.
4. The City Manager and legislative bodies of the City of Arroyo Grande are hereby
authorized and directed to take all actions necessary to carry out the intent and
purpose of this Resolution including, continuing to conduct open and public remote
teleconferencing meetings in accordance with the requirements of Government
Code section 54953(e) and other applicable provisions of the Brown Act.
5. This Resolution continuing a local emergency and making the requisite AB 361
findings is not a project subject to the California Environmental Quality Act
(“CEQA”) because it has no potential to result in either a direct, or reasonably
foreseeable indirect, physical change in the environment. (State CEQA Guidelines,
§§ 15060, subd. (b)(2)-(3), 15378.)
6. This Resolution shall take effect immediately upon its adoption and shall be
effective for thirty (30) days after its adoption, subject to being extended for an
additional 30 day period by the City Council’s adoption of a subsequent resolution
in accordance with Government Code section 54953(e)(3) to further extend the
time during which the legislative bodies of the City of Arroyo may continue to
teleconference without compliance with paragraph (3) of subdivision (b) of
Government Code section 54953.
On motion of Council Member , seconded by Council Member , and
by the following roll call vote, to wit:
AYES:
NOES:
ABSENT:
The foregoing Resolution was approved this 14th day of February, 2023.
Page 33 of 365
RESOLUTION NO.
PAGE 4
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:
ISAAC ROSEN, INTERIM CITY ATTORNEY
Page 34 of 365
Item 9.d.
MEMORANDUM
TO: City Council
FROM: Whitney McDonald, City Manager
BY: Aleah Bergam, Management Analyst
SUBJECT: Consideration of Adoption of a Resolution Declaring a Continued
Local Emergency Related to the January 2023 Storm Events
SUMMARY: Adopting the Resolution continuing a local emergency is not a project
subject to the California Environmental Quality Act (“CEQA”) because
it has no potential to result in either a direct, or reasonably foreseeable
indirect, physical change in the environment. (State CEQA Guidelines,
§§ 15060, subd. (b)(2)-(3), 15378.)
DATE: February 14, 2023
SUMMARY OF ACTION:
Adoption of the Resolution will continue the declared local emergency related to the
January 2023 storm events.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There are no direct fiscal impacts related to the proposed action; however, adoption of
the Resolution will facilitate the ability for the City to request resources including financial
support and reimbursement from the State Office of Emergency Services and the Federal
Emergency Management Agency for costs incurred in preparation and/or response to t he
January 2023 storm events.
RECOMMENDATION:
Adopt a Resolution declaring a continued local emergency related to the January 2023
storm events.
BACKGROUND:
As the City Council is aware, in accordance with Section 8.12.060 of the Arroyo Grande
Municipal Code, the City Manager, in her capacity as the Director of Emergency Services,
proclaimed a local emergency on January 18, 2023 , regarding the severe January 2023
winter storms. The City Council ratified the proclamation at its regular meeting on January
24, 2023.
Page 35 of 365
Item 9.d.
City Council
Consideration of Adoption of a Resolution Declaring a Continued Local Emergency
Related to the January 2023 Storm Events
February 14, 2023
Page 2
ANALYSIS OF ISSUES:
Arroyo Grande Municipal Code Section 8.12.065(C) provides that the City Council is to
“Review the need for a continuing emergency declaration at regularly scheduled meetings
at least every twenty-one (21) days until the emergency is terminated.”
This item is being presented to the City Council to satisfy the requirements of Section
8.12.065(C). Given the current state of emergency proclaimed by the Governor, and the
Presidential Major Disaster Declaration declared on January 14, 2023 and Presidential
Emergency Declaration declared on January 9, 2023, it is recommended that the City
Council adopt the Resolution declaring the need to continue the emergency declaration .
City staff continue to dedicate time towards responding to storm recovery efforts and
continue to require support from County, State, and federal emergenc y response
resources to support these efforts.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Adopt the Resolution declaring a continued local emergency related to the January
2023 storm events; or
2. Provide other direction to staff.
ADVANTAGES:
Adoption of the Resolution will satisfy the requirement of the Arroyo Grande Municipal
Code regarding the periodic review of the declared local emergency related to the
January 2023 severe winter storms and support the City’s efforts to obtain assistance
from County, State, and federal emergency response resources to recover from the
disaster.
DISADVANTAGES:
No disadvantages have been identified to adopting the Resolution.
ENVIRONMENTAL REVIEW:
Adopting the Resolution continuing a local emergency is not a project subject to the
California Environmental Quality Act (“CEQA”) because it has no potential to result in
either a direct, or reasonably foreseeable indirect, physical change in the environment.
(State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.).
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Page 36 of 365
Item 9.d.
City Council
Consideration of Adoption of a Resolution Declaring a Continued Local Emergency
Related to the January 2023 Storm Events
February 14, 2023
Page 3
Attachments:
1. Proposed Resolution
Page 37 of 365
ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF ARROYO GRANDE DECLARING A CONTINUED
LOCAL EMERGENCY RELATED TO THE JANUARY 2023
WINTER STORMS
WHEREAS, on January 18, 2023, in accordance with Section 8.12.060 of the Arroyo
Grande Municipal Code, the City Manager, in her capacity as the Director of Emergency
Services Director, proclaimed a local emergency within the City commencing on or
about 8:00 am on January 4, 2023, due to the storm events that began on December
27, 2022; and
WHEREAS, the City Council ratified the emergency proclamation through adoption of
Resolution No. 5259 at its regular meeting on January 24, 2023; and
WHEREAS, Arroyo Grande Municipal Code Section 8.12.065(C) provides that the City
Council is to review the need for a continuing emergency declaration at regularly
scheduled meetings at least every twenty-one (21) days until the emergency is
terminated; and
WHEREAS, pursuant to the provisions of Government Code section 8558(b), on
January 4, 2023, the Governor of the S tate of California issued a Proclamation of a
State of Emergency (“Governor’s Proclamation”) related to severe winter storms and a
series of atmospheric river systems that struck California, bringing high winds,
substantial precipitation, and river, stream and urban flooding; and
WHEREAS, on January 8, 2023, the President of the United States declared that an
emergency exists in the State of California relating to severe winter storms, flooding,
landslides, and mudslides, and enabling public agencies in impacted counties that
suffered damage or losses from the storms eligible to apply for federal disaster
assistance; and
WHEREAS, on January 9, 2023, the County Administrative Officer of San Lui s Obispo
issued a Proclamation of Local Emergency relating to se vere winter storms and a series
of atmospheric river systems that struck San Luis Obispo County, bringing high winds,
substantial precipitation, and river, stream and urban flooding; and
WHEREAS, adopting this Resolution continuing a local emergency is not a project
subject to the California Environmental Quality Act (“CEQA”) because it has no potential
to result in either a direct, or reasonably foreseeable indirect, physical change in the
environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.); and
WHEREAS, on January 17, 2023, the Department of Homeland Security amended the
major disaster declaration issued in January 14, 2023 related to the January 2023 storm
Page 38 of 365
RESOLUTION NO.
PAGE 2
events to add San Luis Obispo County as an affected county, enabling Arroyo Grande
residents who had damage or losses from the storms to apply for Federal Emergency
Management Agency (FEMA) disaster assistance.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo
Grande, that:
1. The recitals set forth herein are true, correct and incorporated by
reference.
2. A local emergency is declared to continue to exist throughout the City of
Arroyo Grande, and the City has been undertaking, and will continue
through termination of this emergency to undertake necessary measures
and incur necessary costs, which are directly related to the damage
caused by the severe winter storms and are taken in furtherance of; the
Governor’s Proclamation of a State of Emergency on January 4, 2023; the
President of the United States’ Declaration of a National Emergency on
January 8, 2023; and related orders and directives.
On motion of Council Member___________, seconded by Council Member
________, and by the following roll call vote, to wit:
AYES:
NOES:
ABSENT:
the foregoing Resolution was passed and adopted this 14h day of February, 2023.
Page 39 of 365
RESOLUTION NO.
PAGE 3
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
WHITNEY McDONALD, CITY MANAGER
APPROVED AS TO FORM:
ISAAC ROSEN, INTERIM CITY ATTORNEY
Page 40 of 365
Item 9.e.
MEMORANDUM
TO: City Council
FROM: Whitney McDonald, City Manager
BY: Sarah Lansburgh, Deputy City Clerk
SUBJECT: Consideration of an Extension of the Consultant Services Agreement
with Verdin Marketing for Tourism Marketing Services for One Year
SUMMARY: Approval of the Verdin Marketing Agreement extension is not a project
subject to the California Environmental Quality Act (“CEQA”) because
it has no potential to result in either a direct, or reasonably foreseeable
indirect, physical change in the environment. (State CEQA Guidelines,
§§ 15060, subd. (b)(2)-(3), 15378.)
DATE: February 14, 2023
SUMMARY OF ACTION:
Approval of a one-year extension of the Consultant Services Agreement (CSA) with
Verdin Marketing for continued tourism marketing services for the Arroyo Grande Tourism
Business Improvement District (AGTBID).
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There are no anticipated financial or personnel resources required for this action. The FY
2023-24 AGTBID budget will include tourism marketing costs associated with the
proposed agreement extension. The proposed agreement extension will not change the
annual agreement cost of $225,000.
RECOMMENDATION:
Approve and authorize the City Manager to extend the Consultant Services Agreement
with Verdin Marketing for a period of one year, expiring on June 30, 2024.
BACKGROUND:
The Arroyo Grande Tourism Business Improvement District (AGTBID) was formed in
2013 to provide revenue to defray the costs of services, activities, and programs
promoting lodging businesses in the City through the promotion of scenic, recreational,
cultural, and other attractions. The approved AGTBID budget allocates a certain amount
of funding towards marketing activities. The City has contracted with a professional
Page 41 of 365
Item 9.e.
City Council
Consideration of an Extension of the Consultant Services Agreement with Verdin
Marketing for Tourism Marketing Services for One Year
February 14, 2023
Page 2
marketing firm for print, web, social media, and email marketing since the inception of the
AGTBID.
On April 7, 2022, a Request for Proposals (RFP) for tourism marketing services was
issued by the City. On June 14, 2022, City Council approved an agreement with Verdin
Marketing to commence on July 1, 2022, and continue in effect until June 30, 2 023
(Attachment 1). Pursuant to the Agreement (Attachment 1), the City has the sole option
to extend the Agreement for one (1) year.
ANALYSIS OF ISSUES:
Verdin Marketing has worked with the AGTBID since 2018, with the 2021 -22 Annual
Report and Quarter 2 Activities (October – December 2022) showing significant increases
in website views, social media engagement, digital ad clicks, and e-newsletter openings.
The 2021-22 Annual Report also showed Transient Occupancy Tax (TOT) increased
36.66% from FY 2020-21 to FY 2021-22.
In August 2020, Verdin Marketing assisted the AGTBID in finalizing a three-year strategic
plan (2021–2024) defining key imperatives, objectives, measures, and initiatives.
Extension of the current agreement with Verdin Marketing will enable the ongoing
implementation of the three-year strategic plan. Current efforts by Verdin Marketing
include a “No Weekend Needed” campaign and coordination of an entry in MICHELIN
Guide California for Ember restaurant. Verdin Marketing is also working with Destination
Innovate to redesign the Visit Arroyo Grande website, with an anticipated launch in
February 2023.
To continue the progress made, at its January 23, 2023 regular meeting, the AGTBID
Advisory Board held a discussion and approved a recommendation to the City Council to
extend the agreement with Verdin Marketing for tourism marketing services for a period
of one year to June 30, 2024.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Approve an extension to the Consultant Services Agreement with Verdin Marketing
for one year;
2. Do not approve an extension to the Consultant Services Agreement with Verdin
Marketing; or
3. Provide other direction to staff.
ADVANTAGES:
Extending the Agreement for one year will allow Verdin Marketing to continue the
progress made to market Arroyo Grande as a tourism destination.
Page 42 of 365
Item 9.e.
City Council
Consideration of an Extension of the Consultant Services Agreement with Verdin
Marketing for Tourism Marketing Services for One Year
February 14, 2023
Page 3
DISADVANTAGES:
The current Agreement will end on June 30, 2023, which , if not extended, would require
a new RFP be issued by the City to ensure continued tourism marketing with a new
professional marketing firm.
ENVIRONMENTAL REVIEW:
Approval of the Verdin Marketing Agreement extension for tourism marketing is not a
project subject to the California Environmental Quality Act (“CEQA”) because it has no
potential to result in either a direct, or reasonably foreseeable indirect, physical change
in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.).
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1. Consultant Services Agreement with Verdin Marketing
Page 43 of 365
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1 Item 9.f.
ACTION MINUTES
REGULAR MEETING OF THE CITY COUNCIL
January 24, 2023, 6:00 p.m.
Hybrid City Council Chamber/Virtual Zoom Meeting
215 East Branch Street, Arroyo Grande
Council Members Present: Mayor Ray Russom, Mayor Pro Tem
Barneich, Council Member George, Council
Member Guthrie, Council Member Secrest
Staff Present: City Clerk Jessica Matson, Assistant City
Attorney David Hirsch, City Manager Whitney
McDonald, Assistant City Manager/Public
Works Director Bill Robeson, Community
Development Director Brian Pedrotti
Due to ongoing COVID-19 concerns in San Luis Obispo County, and in compliance with Assembly Bill
(AB) 361, which allows for a deviation of teleconference rules required by the Ralph M. Brown Act, this
meeting was conducted in a hybrid in-person/virtual format.
_____________________________________________________________________
1. CALL TO ORDER
Mayor Ray Russom called the Regular City Council Meeting to order at 6:00 p.m.
2. ROLL CALL
City Clerk Matson took roll call.
3. MOMENT OF REFLECTION
4. FLAG SALUTE
Krista Bandy, Arroyo Grande Village Association, led the flag salute.
5. AGENDA REVIEW
5.a Closed Session Announcements
Regular Meeting of January 10, 2023
a) PUBLIC EMPLOYEE APPOINTMENT pursuant to Government Code Section 54957(b)(1):
Title: Interim City Attorney
Page 92 of 365
2 Item 9.f.
Assistant City Attorney Hirsch gave a report on closed session. There was no reportable action.
5.b Ordinances read in title only
Moved by Mayor Ray Russom
Seconded by Mayor Pro Tem Barneich
Move that all ordinances presented at the meeting shall be read by title only and all further
readings be waived.
AYES (5): Mayor Ray Russom, Mayor Pro Tem Barneich, Council Member George, Council
Member Guthrie, and Council Member Secrest
Passed (5 to 0)
6. SPECIAL PRESENTATIONS
6.a Honorary Proclamation Declaring February 2023 as Black History Month
Mayor Ray Russom read the Honorary Proclamation Declaring February 2023 as Black History
Month. Rev. Stephen Vines, President of NAACP San Luis Obispo Chapter, accepted the
proclamation.
Mayor Ray Russom invited public comment. No public comments were received.
No action was taken on this item.
6.b Child Care Grant Awards Presentation
City Manager McDonald presented and announced the Child Care Grant award recipients.
Mayor Ray Russom invited public comment. Speaking from the public was Rev. Stephen Vines.
No further public comments were received.
6.c Update Regarding Countywide COVID-19 Efforts
City Manager McDonald provided a brief update on COVID-19 including the closing of the
County's free COVID-19 testing sites due to loss of State funding and provided information on
other free testing options.
Mayor Ray Russom invited public comment. No public comments were received.
No action was taken on this item.
6.d City Manager Communications
City Manager McDonald provided information regarding upcoming items for Council
consideration and the upcoming City Council goal-setting meeting in March.
Assistant City Manager/Public Works Director Robeson provided information regarding storm
debris centers in San Luis Obispo County and within the city.
Mayor Ray Russom invited public comment. No public comments were received.
No action was taken on this item.
Page 93 of 365
3 Item 9.f.
7. CITY COUNCIL REPORTS
The City Council provided brief reports from the following committee, commission, board, or other
subcommittee meetings that they attended as the City’s appointed representative.
7.a MAYOR RAY RUSSOM:
1. California Joint Powers Insurance Authority (CJPIA)
2. Central Cost Blue Regional Recycled Water Authority Board
3. South San Luis Obispo County Sanitation District (SSLOCSD)
4. Other
7.b MAYOR PRO TEM BARNEICH:
1. Audit Committee
2. Homeless Services Oversight Council (HSOC)
3. Zone 3 Water Advisory Board
4. Other
7.c COUNCIL MEMBER GEORGE:
1. Five Cities Fire Authority
2. Tourism Business Improvement District Advisory Board
3. Visit SLO CAL Advisory Board
4. Other
7.d COUNCIL MEMBER GUTHRIE:
1. County Water Resources Advisory Committee (WRAC)
2. Council of Governments/Regional Transit Authority/ South County Transit
(SLOCOG/SLORTA/SCT)
3. Integrated Waste Management Authority Board (IWMA)
4. REACH SLO Advisory Commission
5. Other
7.e COUNCIL MEMBER SECREST:
1. Air Pollution Control District (APCD)
2. Brisco/Halcyon Interchange Subcommittee
3. South County Chambers of Commerce Governmental Affairs Committee
4. Other
Page 94 of 365
4 Item 9.f.
8. COMMUNITY COMMENTS AND SUGGESTIONS
Mayor Ray Russom invited public comment. Speaking from the public was No Name Provided. No
further public comments were received.
9. CONSENT AGENDA
Mayor Ray Russom asked the Council if there were any questions or any items to be pulled from the
consent agenda for further discussion.
Council commented on Items 9.e., 9.j., 9.m., and 9.n. Staff responded to questions from Council.
Mayor Ray Russom requested to agendize an item regarding suspending water penalties. Council
Member Guthrie concurred and asked to include a discussion on goals for target water use, on a future
agenda. Mayor Ray Russom concurred.
Mayor Ray Russom invited public comment. No public comments were received.
Moved by Mayor Pro Tem Barneich
Seconded by Council Member George
Approve Consent Agenda Items 9.a. through 9.n., with the recommended courses of action.
AYES (5): Mayor Pro Tem Barneich, Council Member George, Council Member Guthrie, Council
Member Secrest, and Mayor Ray Russom
Passed (5 to 0)
9.a Consideration of Cash Disbursement Ratification
Ratified the listing of cash disbursements for the period of December 16 through December 31,
2022.
9.b Annual Financial Report for Fiscal Year 2021-2022 – Receipt and Use of Water and Sewer
Capacity and Connection Fees/Charges
Received and filed the annual report of the receipt and use of water and sewer capacity and
connection fees and charges, in compliance with Government Code Section 66013.
9.c Consideration of a Resolution Approving the Annual Adjustment of Sewer Connection
Fees
Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ADJUSTING SEWER CONNECTION FEES BY THE CHANGE IN THE
ENGINEERING NEWS RECORD CONSTRUCTION COST INDEX".
9.d Consideration of a Resolution Approving the Annual Adjustment of Development Impact
Fees
Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ADJUSTING DEVELOPMENT IMPACT FEES BY THE CHANGE IN THE
ENGINEERING NEWS RECORD CONSTRUCTION COST INDEX".
Page 95 of 365
5 Item 9.f.
9.e Consideration of Adoption of a Resolution Confirming the Emergency Services Director’s
Proclamation of Existence of a Local Emergency in the City of Arroyo Grande and
Waiving Demolition Permit and Inspection Fees Related to Flood Damage
Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE CONFIRMING THE EMERGENCY SERVICES DIRECTOR’S
PROCLAMATION OF EXISTENCE OF A LOCAL EMERGENCY IN ARROYO GRANDE AND
WAIVING DEMOLITION PERMIT AND INSPECTION FEES FOR FLOODED RESIDENTS".
9.f Consideration of Adoption of a Resolution Declaring a Continued Local Emergency
Related to the Coronavirus (COVID-19) Pandemic
Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE DECLARING A CONTINUED LOCAL EMERGENCY RELATED TO THE
CORONAVIRUS (COVID-19) PANDEMIC".
9.g Consideration of Agreement with Best Best & Krieger for Interim City Attorney Services
Approved the Agreement and appointed Isaac Rosen, of Best Best & Krieger, as the Interim
City Attorney.
9.h Approval of Minutes
Approved the minutes of the Regular City Council Meeting of January 10, 2023, as submitted.
9.i Consideration of Adoption of a Resolution Establishing an Electronic Signature Use
Policy
Adopt a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ESTABLISHING AN ELECTRONIC SIGNATURE USE POLICY FOR
SELECT CITY DOCUMENTS", and adopting additional guidelines as necessary to implement
the Policy’s stated purpose.
9.j Consideration of Council Appointments to Various City Commissions, Boards, and
Committees
Approved the appointments to the various City Commissions, Boards, and Committees.
9.k Consideration to Adopt a Resolution Pursuant to Public Contract Code Section 22050
Determining to Continue Work Under Emergency Contracts for the FCFA Station 1
Emergency Generator Replacement Project, PW 2021-09
1) Received and filed an update of the emergency generator replacement project at the FCFA
Station 1; and 2) Adopted a Resolution entitled: "A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF ARROYO GRANDE DETERMINING A NEED TO CONTINUE WORK UNDER
EMERGENCY CONTRACTS FOR THE FCFA STATION 1 EMERGENCY GENERATOR
REPLACEMENT PROJECT".
9.l Consideration of Acceptance of the Elm Street Park Inclusive Playground Replacement
Project, PW 2020-02
Page 96 of 365
6 Item 9.f.
1) Accepted the project improvements as constructed by Park and Play Structures and Central
Coast Playgrounds, Inc. in accordance with the plans and specifications for the Elm Street Park
Inclusive Playground Replacement Project, PW 2020-02; 2) Directed staff to file a Notice of
Completion; and 3) Authorized release of retention, thirty-five (35) days after the Notice of
Completion has been recorded, if no liens have been filed.
9.m Calendar Year 2022 Water Supply and Demand Update
Received and filed the Calendar Year 2022 Water Supply and Demand Update.
9.n Consideration of a Resolution Accepting Public Improvements Associated with Plot Plan
Review 19-011 Located at 329 Traffic Way and Finding the Project Exempt from the
California Environmental Quality Act (CEQA) per CEQA Guidelines Section 15061(b)(3)
Adopted a Resolution entitled: "RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ACCEPTING PUBLIC IMPROVEMENTS ASSOCIATED WITH PLOT
PLAN REVIEW 19-011, LOCATED AT 329 TRAFFIC WAY".
10. PUBLIC HEARINGS
10.a Consider Adoption of an Ordinance Regarding 2022 Building Codes and Other Codes as
Listed Below; and Finding of Exemption from the California Environmental Quality Act
(CEQA) per CEQA Guidelines §15061(b)(3)
Community Development Director Pedrotti presented the item and recommended that the
Council adopt the Ordinance to adopt by reference the 2022 Building Codes and other codes as
listed.
Mayor Ray Russom opened the public hearing. Upon hearing no public comments, Mayor Ray
Russom closed the public hearing.
Assistant City Attorney Hirsch provided clarification regarding the reading of the Ordinance Title.
Moved by Mayor Pro Tem Barneich
Seconded by Council Member Guthrie
Adopt an Ordinance entitled: "AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE AMENDING PROVISIONS IN TITLES 8 AND 15 OF THE ARROYO
GRANDE MUNICIPAL CODE REGARDING THE ADOPTION BY REFERENCE OF THE 2022
CALIFORNIA FIRE CODE, 1997 UNIFORM ADMINISTRATIVE CODE, 2022 CALIFORNIA
BUILDING CODE, 2022 CALIFORNIA ELECTRICAL CODE, 2022 CALIFORNIA
MECHANICAL CODE, 2022 CALIFORNIA PLUMBING CODE, 1997 UNIFORM CODE FOR
THE ABATEMENT OF DANGEROUS BUILDINGS, 2022 CALIFORNIA RESIDENTIAL CODE,
2022 CALIFORNIA ENERGY CODE, 2022 CALIFORNIA GREEN BUILDING STANDARDS
CODE, AND THE 2021 INTERNATIONAL PROPERTY MAINTENANCE CODE; ADDING
CHAPTER 15.06 REGARDING SWIMMING POOLS AND ADOPTING THE 2021 UNIFORM
SWIMMING POOL, SPA AND HOT TUB CODE; ADDING CHAPTER 15.07 REGARDING
SMALL RESIDENTIAL ROOFTOP SOLAR ENERGY SYSTEMS; ADDING CHAPTER 15.11
REGARDING ELECTRIC VEHICLE CHARGING STATIONS; AMENDING AND
RENUMBERING ARROYO GRANDE MUNICIPAL CODE CHAPTER 15.08 AS CHAPTER
Page 97 of 365
7 Item 9.f.
15.12, AND AMENDING AND RENUMBERING ARROYO GRANDE MUNICIPAL CODE
CHAPTER 15.10 AS CHAPTER 15.13".
AYES (5): Mayor Pro Tem Barneich, Council Member Guthrie, Council Member George, Council
Member Secrest, and Mayor Ray Russom
Passed (5 to 0)
11. OLD BUSINESS
11.a Receive an Update on Progress Toward Council Goals and Priorities
City Manager McDonald provided a presentation regarding progress toward the City Council's
Fiscal Year 2022-23 Goals and Priorities.
Discussion ensued regarding water resources. Staff responded to questions from Council.
Mayor Ray Russom invited public comment. No public comments were received.
No action was taken on this item.
12. NEW BUSINESS
None.
13. COUNCIL COMMUNICATIONS
Mayor Pro Tem Barneich commented on a short film called "Restrictions Apply"; stated that $6,500 was
raised by the 5Cities Homeless Coalition for flood relief; and provided a status report on the current
5Cities Homeless Coalition cabin project.
Council Member George commented on warming shelter operations.
14. CLOSED SESSION
None.
15. ADJOURNMENT
There being no further business to come before the City Council, Mayor Ray Russom adjourned the
meeting at 8:15 p.m.
_________________________
Caren Ray Russom, Mayor
_________________________
Jessica Matson, City Clerk
Page 98 of 365
Item 9.g.
MEMORANDUM
TO: City Council
FROM: Jessica Matson, Legislative & Information Services Director/City Clerk
BY: Sarah Lansburgh, Deputy City Clerk
SUBJECT: Consideration of Appointments to the Architectural Review
Committee; Community Service Grant Program Committee; and
Arroyo Grande Tourism Business Improvement District Advisory
Board
SUMMARY: Appointments to Advisory Bodies are not a project subject to the
California Environmental Quality Act (“CEQA”) because it has no
potential to result in either a direct, or reasonably foreseeable indirect,
physical change in the environment. (State CEQA Guidelines, §§
15060, subd. (b)(2)-(3), 15378.)
DATE: February 14, 2023
SUMMARY OF ACTION:
Appointment of Glenn Martin to the Architectural Review Committee (ARC), as
recommended by Council Member George; appointment of Aileen Loe to the Community
Service Grant Program Committee (CSGPC), as recommended by Mayor Pro Tem
Barneich; and appointment of David Glass to the Arroyo Grande Tourism Business
Improvement District (AGTBID) Advisory Board consistent with the recommendation of
the South County Chambers of Commerce (Chamber).
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There is no financial or staffing impact from the recommended action.
RECOMMENDATION:
1) Appoint Glenn Martin to the ARC; 2) Appoint Aileen Loe to the CSGPC; and 3) Appoint
David Glass to the AGTBID Advisory Board.
BACKGROUND:
Pursuant to Council policy, the Mayor and each Council Member shall recommend one
representative to each respective Commission/Board/Committee, subject to approval by
a majority of the Council. With the exception of filling unscheduled vacancies, this process
Page 99 of 365
Item 9.g.
City Council
Consideration of Appointments to the Architectural Review Committee;
Community Service Grant Program Committee; and Arroyo Grande Tourism
Business Improvement District Advisory Board
February 14, 2023
Page Number 2
occurs every two years following an election. Members of each respective
Commission/Board/Committee shall serve for a term ending the January 31 st following
the expiration of the respective appointing Mayor or Council Member. The exception is
the TBID Board, where members are appointed by the full Council following a
recommendation by the Chamber.
The AGTBID Advisory Board was formed in 2013 to provide revenue to defray the costs
of services, activities, and programs to market and promote lodging busi nesses in the
City through the promotion of scenic, recreational, cultural, and other attractions. At its
inception, the AGTBID Advisory Board consisted of three (3) members from the lodging
industry. On February 13, 2018, the Council approved an amendment to the AGTBID
Bylaws amending the AGTBID Advisory Board membership to a minimum of three (3) but
not more than nine (9) members, 2/3rds of which shall be owners of lodging businesses
within the AGTBID or others with knowledge of tourism and/or the lodging industry.
All appointments are subject to approval by a majority of the Council, and all Commission,
Board, and Committee members serve at the discretion of the Council.
ANALYSIS OF ISSUES:
After each election year, the Council makes appointments and/or reappointments to the
various Commissions, Boards, and Committees. Traditionally, the Mayor and Council
Members are responsible for reviewing active applications on file, seeking new
applicants, or reappointing current members to serve another term, as appropriate.
At the January 24, 2023, City Council regular meeting, the Council made appointments
and/or reappointments to the various Commissions, Boards, and Committees. During this
meeting, Mayor Pro Tem Barneich appointed Bruce Berlin to the Planning Commission
(PC) due to the vacancy created by former Planning Commissioner Guthrie’s election to
the City Council. Bruce Berlin was Council Member George’s appointee to the ARC. The
appointment of Bruce Berlin to the PC created a vacancy on the ARC.
Council Member George has reviewed applications for individuals interested in serving
on the various Commissions, Boards, and Committees, and is recommending the
appointment of Glenn Martin to the ARC.
Mayor Pro Tem Barneich has reviewed applications for individuals interested in serving
on the various Commissions, Boards, and Committees, and is recommending the
appointment of Aileen Loe to the CSGPC.
The process for appointment of AGTBID Advisory Board members diff ers from the
process used for other City Commissions and Committees. Individual Council Members
do not recommend appointment of individual AGTBID Board Members. In the event of a
Page 100 of 365
Item 9.g.
City Council
Consideration of Appointments to the Architectural Review Committee;
Community Service Grant Program Committee; and Arroyo Grande Tourism
Business Improvement District Advisory Board
February 14, 2023
Page 3
vacancy on the AGTBID Advisory Board, applications may be submitted to the City
Clerk’s office. The Clerk’s office forwards the applications to the Chamber for
consideration and possible recommendation for appointment by the City Council.
Applications not recommended for appointment remain active for two years and possible
consideration in the future as recommended by the Chamber in accordance with the City
Council Handbook.
There are currently three (3) members on the AGTBID Advisory Board. David Glass has
submitted an application to serve on the AGTBID. The Chamber has reviewed Mr. Glass’s
application and recommends appointment to the AGTBID Advisory Board. Mr. Glass’s
application is provided in Attachment 3 and the Chamber’s letter of recommendation is
provided in Attachment 4.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. 1) Appoint Glenn Martin to the ARC; 2) Appoint Aileen Loe to the CSGPC; and 3)
Appoint David Glass to the AGTBID Advisory Board;
2. Do not appoint Glenn Martin to ARC; and/or do not appoint Aileen Loe to the
CSGPC; and/or do not appoint David Glass to the AGTBID Advisory Board; or
3. Provide other direction to staff.
ADVANTAGES:
The appointments will fill vacancies on the ARC, CSGPC and the AGTBID Advisory
Board.
DISADVANTAGES:
No disadvantages have been identified regarding this item.
ENVIRONMENTAL REVIEW:
Appointments to Advisory Bodies are not a project subject to the California Environmental
Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably
foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§
15060, subd. (b)(2)-(3), 15378.)
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1. Application – G. Martin
2. Application – A. Loe
Page 101 of 365
Item 9.g.
City Council
Consideration of Appointments to the Architectural Review Committee;
Community Service Grant Program Committee; and Arroyo Grande Tourism
Business Improvement District Advisory Board
February 14, 2023
Page 4
3. Application – D. Glass
4. Letter of Recommendation – D. Glass
Page 102 of 365
CITY OF ARROYO GRANDE
"List of Citizens to Serve"
300 East Branch Street
Arroyo Grande, CA 93420
Application to Board, Committee, or Com
RECEIVEo
DECO 1 2022
Cf1YoF . ARROYO · GRANDE
ission
PLEASE PLACE A CHECK MARK NEXT TO THE BOARD/COMMITTEE/COMMISSION FOR WHICH YOU WOULD
LIKE TO APPLY (You may make more than one selection):
'PPlanning Commission _fuArchitectura
1
1 Review Committee
_Tourism Business Improvement District Advisory Board ~Special comrittees/ subcommittees
_Downtown Parking Advisory Board
*************************************************************** ********************
Date of Application ll /:s'o (z,o Z.-,'2....-
Name M. A.R:f "1
Last First
Home or Cell Phone Business Phone
E-mail address (Optional)
Do you reside within the City limits of Arroyo Grande? Yes ·'P No ___ _
Are you a registered voter? Yes c? No ___ _
Occupation ~ e;s-kd-e_ Bro~
Employer &-levu,__ f\l\.M{;:"'-CQ ""-~
Education (Include professional or vocational licenses or certificates) ____________ _
$A.~ ~ (.) ~~~tt.>14 t~?fo
Community involve~ent (List organization membe~ships and co~mittee assign~en"ts) ___ ~------
c.o.,..r~ ~ir ~: f\&t "'-~ Cc.vv--~.:s~ ~ ~ w\.ee cot5
Please describe any background, training, education or interests that qualify you as an appointee ___ _
I CM...... c,... wt~0.t'" o-\-~ ta,u.it ~ V\.L~ ·5bOCA., 4-\Me,
t\~\<-ei-. -P\a.-1)\~ a\!:.0~,wli~ ~P..-PAJ ±o be...±t:ev: <MT. ~IA-Ow~e.. ~sk~ Us
~C<.¼<l ~ <!S)V\A.vv..l)""",~ry p l°=fl_-'\V\.j (uA.~ ~e...~fv\,\.etd:--, r..-1 ~ ~~
(Please attach additional pages if necessary) ~~ee. s ~+.Q..t.u~,ve c.Q\,\.,'\'kQ.L..ceS 6-~ ~ ----
Rev 01/19/2022 e~-\--.s -e.,\fet.J ' ~ s t
ATTACHMENT 1
Page 103 of 365
. (PLEASE COMPLETE THE JERSE SIDE OF THIS FORM)
What do you see as the objectives and goals of the advisory board, committee o I commission for which you
are applying? S c.e. • c.e~t~
G-i~evJ C\..I v-vo11~fie.s-
Please list three (3) Arroyo Grande references. PLEASE OBTAIN PERMISSION ROM INDIVIDUALS BEFORE
LISTING THEM AS A REFERENCE.
Name: L~ Gt.eor--de,
Name: Fv-~ Sc.i\.\fD
Ph ne
Address: Ph ne:
Address:,Ph I ne
Current meeting schedules are indicated below:
Planning Commission, l st and 3rd Tuesday of each month, 6:00 p.m.
Downtown Parking Advisory Board, meets as needed
Architectural Review Committee, l st Monday at 2:30 p.m. and 3 rd Monday at 2:30 p.m. each month
Tourism Business Improvement District (TBID) Advisory Board, last Monday of the onth at 3:30 p.m. in
January, February, April, June, August, and October
Are you willing to commit to the time necessary to fulfill the obligations of a appointment to a Board,
Committee or Commission? Yes--¥1,-No __ _
I hereby declare that the foregoing information is true and complete to the est of my knowledge and
belief.
l'J,rc.~~-so 2P~
Applicootignature Date
Notice to Applicants:
1. Applicants appointed by the City Council are required to take an Oath of Office.
2. State law and the City's Conflict of Interest Code requires that Board Membe Is, Committee Members, and
Commissioners file Statements of Economic Interests (Form 700) upon assuming office, annually, and upon leaving
an appointed office (e.g. sources of income, loans, gifts, investments, interests in real I roperty within the City).
3. This application is a matter of public record and portions thereof are subject to disclo ure pursuant to the California
Public Records Act.
4. Applications will remain active and on file for one (1) year.
-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-· ·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·-·
Please return completed Application to:
CITY CLERK'S OFFICE
300 East Branch Street
Arroyo Grande CA 93420
Rev 01 /l 9/2022
Page 104 of 365
ATTACHMENT 2
Page 105 of 365
Page 106 of 365
ATTACHMENT 3
Page 107 of 365
Page 108 of 365
ATTACHMENT 4
January 31, 2023
To the City Council of Arroyo Grande,
I recommend David Glass, owner of several vacation rentals in Arroyo Grande and the surrounding area,
as a candidate for the AGTBID Board of Directors. As a vacation rental manager and business man in
Arroyo Grande, he has a vested interest in attracting t ourists to our area and would be an instrumental
addition to the Arroyo Grande Tourism Business Improvement District Board.
The experience he brings from his many years of involvement in travel, vacation rental management, and
helping individuals eventually move here will undoubtedly be an asset. David is familiar with the importance
of tourism in supporting our local economy. He was also instrumental in helping me relocate to the area.
Please do not hesitate to call me at the Chamber office at (805) 489 -1488 with any questions.
Sincerely,
Kathy McCorry
Kathy McCorry
President l CEO
South County Chambers of Commerce
kathy@southcountychambers.com
Page 109 of 365
Item 9.h.
MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director
BY: Steve Kahn, Interim City Engineer
SUBJECT: Consideration to Adopt a Resolution Pursuant to Public Contract
Code Section 22050 Determining to Continue Work Under Emergency
Contracts for the FCFA Station 1 Emergency Generator Replacement
Project, PW 2021-09
SUMMARY: The continuation of the emergency action and the update of the
Emergency generator replacement project at FCFA Station 1 is
categorically exempt from the California Environmental Quality Act
(“CEQA”) under the Class 2 exemption, which applies to the
replacement or reconstruction of existing structures and facilities
where the new structure will be located on the same site as the
structure replaced and will have substantially the same purpose and
capacity as the structure replaced, and where none of the exceptions
to the exemption apply. (State CEQA Guidelines, § 15302.)
DATE: February 14, 2023
SUMMARY OF ACTION:
Adoption of the Resolution by the required four-fifths vote will allow for the continued
accelerated replacement of the emergency generator at the Five Cities Fire Authority
(FCFA) Station 1.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
There are no additional fiscal impacts from adoption of this Resolution. The FY 2021-22
and FY 2022-23 Capital Improvement Program (CIP) budgets included $680,018
($46,780 General Fund, $318,738 Sales Tax Funds, and $314,500 of California Nuclear
Power Preparedness (NPP) Program funding) for the subject project. The engineer’s
construction cost estimate for the project is currently $646,453. FCFA staff will seek to
secure the NPP funding upon completion of the construction document s and associated
engineer’s construction cost estimate. It is anticipated that NPP funding will cover
approximately 50% or $323,277. Staff time will be necessary to coordinate construction
activities with the contractor and special inspectors.
Page 110 of 365
Item 9.h.
City Council
Consideration to Adopt a Resolution Pursuant to Public Contract Code Section
22050 Determining to Continue Work Under Emergency Contracts for the FCFA
Station 1 Emergency Generator Replacement Project, PW 2021-09
January 24, 2023
Page 2
RECOMMENDATION:
1) Receive and file an update of the emergency generator replacement project at the
FCFA Station 1; and 2) Adopt a Resolution determining that there is a need to continue
the emergency action for the replacement of the emergency generator in accordance with
Public Contract Code Section 22050.
BACKGROUND:
Public Contract Code (PCC) Section 22050 allows a public agency, in the case of an
emergency, to repair or replace a public facility, take any directly related and immediate
action required by that emergency, and procure the necessary equipment, services, and
supplies for those purposes without going through a formal bid process. At its regular
meeting on September 13, 2022, the City Council adopted Resolution No. 5219 declaring
an emergency and authorizing the accelerated replacement of the emergency generator
at the FCFA Station 1 by eliminating the formal bid process.
PCC Section 22050 requires that after proceeding with an emergency project, the City
Council shall review the emergency action at its next regularly scheduled meeting and at
every regularly scheduled meeting thereafter until the emergency action is termina ted,
and if it is determined that there is a need to continue the action, authorize continuation
of the emergency action by a four-fifths vote. On September 27, October 11 and 25,
November 22, December 13, 2022, January 10 and 24, 2023 the Council adopted
Resolution Nos 5225, 5231, 5239, 5243, 5250, 5253, and 5262 respectively, determining
a need to continue work under emergency contracts to replace the emergency generator
at the FCFA Station 1.
ANALYSIS OF ISSUES:
Since the January 24, 2023 City Council meeting, the status of the project is as follows:
On January 25, 2023, two bids were received on the FCFA Station 1 Emergency
Generator Replacement Project. The bids were from Electricraft, Inc. for $462,357
and Thoma Electric for $561,889. There are sufficient funds in the Project budget
to move forward on the Project with the low apparent bidder. Staff is working to
award to bid to Electricraft, Inc. and start the Project.
While a portable generator has been brought on site that allows for the opening of the
apparatus bay doors and some lighting at the fire station, it does not provide power to the
server room or the station alerting system, which are critical needs. Therefore, there
remains an imminent danger to public health and safety as this situation may cause delay
of emergency 9-1-1 services during the event of a power outage . Because of this, staff
recommends that the emergency action be continued.
Page 111 of 365
Item 9.h.
City Council
Consideration to Adopt a Resolution Pursuant to Public Contract Code Section
22050 Determining to Continue Work Under Emergency Contracts for the FCFA
Station 1 Emergency Generator Replacement Project, PW 2021-09
January 24, 2023
Page 3
As required by statute, staff will continue to bring a similar item to the Council on
subsequent agendas with the necessary findings until the necessary emergency work
has been completed or until the emergency action is terminated. Until this future item,
staff will continue to work with the design consultant and selected contractor to complete
the improvements on an accelerated basis.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Receive and file an update of the emergency generator replacement project at the
FCFA Station 1; and adopt the proposed Resolution finding that there is a need to
continue the emergency action for the replacement of the emergency generator in
accordance with Public Contract Code Section 22050;
2. Receive and file an update of the emergency generator replacement project at the
FCFA Station 1; do not adopt the proposed Resolution; and direct staff to prepare
a Resolution to terminate the need to continue work under emergency action; or
3. Provide other direction to staff.
ADVANTAGES:
Adoption of the Resolution will allow for the accelerated replacement of the emergency
generator at the FCFA Station 1 which will ensure power during the event of a power
outage thereby providing rapid response time in the event of an emergency situation.
DISADVANTAGES:
No disadvantages are identified at this time.
ENVIRONMENTAL REVIEW:
The continuation of the emergency action and the update of the emergency generator
replacement project at FCFA Station 1 is categorically exempt from the California
Environmental Quality Act (“CEQA”) under the Class 2 exemption, which applies to the
replacement or reconstruction of existing structures and facilities where the new structure
will be located on the same site as the structure replaced and will have substantially the
same purpose and capacity as the structure replaced, and where none of the exceptions
to the exemption apply. (State CEQA Guidelines, § 15302.).
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachment:
1. Proposed Resolution
Page 112 of 365
ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE DETERMINING A NEED TO
CONTINUE WORK UNDER EMERGENCY CONTRACTS
FOR THE FCFA STATION 1 EMERGENCY GENERATOR
REPLACEMENT PROJECT
WHEREAS, on September 13, 2022, pursuant to Public Contract Code (PCC) Section
22050, the City Council deemed it was is in the public interest to immediately authorize
the expenditure of City funds needed to safeguard the health, safety and welfare and to
proceed immediately with the replacement of the emergency generator at the Five Cities
Fire Authority (FCFA) Station 1; and
WHEREAS, On September 13, 2022, the City Council deemed the immediate
replacement of the emergency generator was necessary in order to protect the public
health, safety and welfare and would not permit a delay resulting from a competitive
solicitation for bids and that prompt action, including authorization to expend all funds
required for such replacement without competitive bidd ing, was necessary to respond to
the emergency; and
WHEREAS, on September 13, 2022, the City Council adopted Resolution No. 5219
declaring an emergency and authorizing the City Manager to enter into any contract or
agreement in order to immediately replace the emergency generator; and
WHEREAS, PCC Section 22050 requires that after proceeding with an emergency
project, the City Council shall review the emergency action at its next regularly scheduled
meeting and at every regularly scheduled meeting thereafter until the emergency action
is terminated; and
WHEREAS, on September 27, 2022, the City Council adopted Resolution No. 5225
determining a need to continue work under emergency contracts to replace the
emergency generator and has adopted a similar resolution at all subsequent regular City
Council meetings; and
WHEREAS, the continuation of the emergency action and the update of the emergen cy
generator replacement project at FCFA Station 1 is categorically exempt from the
California Environmental Quality Act (“CEQA”) under the Class 2 exemption, which
applies to the replacement or reconstruction of existing structures and facilities where the
new structure will be located on the same site as the structure replaced and will have
substantially the same purpose and capacity as the structure replaced, and where none
of the exceptions to the exemption apply. (State CEQA Guidelines, § 15302.).
Page 113 of 365
RESOLUTION NO.
PAGE 2
WHEREAS, if it is determined that there is a need to continue the emergency action, PCC
Section 22050 requires a four-fifths vote to authorize the continuation of the emergency
action.
NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande
that the emergency declared by the City Council on September 13, 2022 regarding
replacement of the generator at FCFA Station 1 shall be deemed to continue , that the
action is necessary to respond to the emergency, and there is substantial evidence in the
record the continued emergency will not permit a delay resulting from a competitive
solicitation of bids.
BE IT FURTHER RESOLVED, that the recitals are incorporated herein and the local
emergency shall be deemed to continue to exist until its termination is proclaimed by the
City Council.
On motion by 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 14th day of February, 2023.
Page 114 of 365
RESOLUTION NO.
PAGE 3
___________________________________
CAREN RAY RUSSOM, MAYOR
ATTEST:
___
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
_________________________________
WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:
___________________________________
ISAAC ROSEN, INTERIM CITY ATTORNEY
Page 115 of 365
Item 9.i.
MEMORANDUM
TO: City Council
FROM: Bill Robeson, Assistant City Manager/Public Works Director
BY: Steve Kahn, Interim City Engineer
SUBJECT: Consideration of Rejection of All Bids for the Retrofit of Swinging
Bridge over Arroyo Grande Creek Project, PW 2021-06
SUMMARY: The rejection of all bids for the Retrofit of Swinging Bridge over Arroyo
Grande Project, PW 2021-06 is categorically exempt from the
California Environmental Quality Act (“CEQA”) under the Class 1
exemption, which includes the restoration or rehabilitation of
deteriorated or damaged structures, facilities, or mechanical
equipment to meet current standards of public health and safety, and
where no exceptions apply (State CEQA Guidelines, § 15301.)
DATE: February 14, 2023
SUMMARY OF ACTION:
Reject all Bids on the Retrofit of Swinging Bridge over Arroyo Grande Creek Project
(Project) and direct staff to begin the processes of compliance with Federal procedures
and requirements set forth in the Local Assistance Procedures Manual on the Project .
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
In early January 2023 the City was notified that the Retrofit of Swinging Bridge over Arroyo
Grande Creek Project (Project) was selected for Federal DEMO (Demonstration)Earmark
funding under the “Community Project Funding/Congressionally Directed Spending
(CPFCDS)” program in the amount of $500,000. The Project is currently funded with
$1,160,474.42 of Local Sales Tax Funds. The CPFCDS funds would be inserted to the
Project budget and Local Sales Tax Funds would be reallocated into another City project.
The City must follow the Federal procedures and requirements set forth in the Local
Assistance Procedures Manual. This includes National Environmental Protection Act
(NEPA) approval, Right of Way Certification approval, and federalizing the construction
Plans Specifications & Environmental package. There is a cost to federalizing the Project.
Cost include production and approval of the NEPA document, environmental mitigation
measures required by the NEPA document, and administrative compliance costs.
Page 116 of 365
Item 9.i.
City Council
Consideration of Rejection of All Bids for the Retrofit of Swinging Bridge over
Arroyo Grande Creek Project, PW 2021-06
February 14, 2023
Page 2
Staff time would be impacted with the administration and coordination of the processes
of compliance with Federal procedures and requirements.
RECOMMENDATION:
Reject all Bids on the Retrofit of Swinging Bridge over Arroyo Grande Creek Project
(Project) and direct staff to begin the processes of compliance with Federal procedures
and requirements set forth in the Local Assistance Procedures Manual on the Project .
BACKGROUND:
The Swinging Bridge was originally constructed in early 1875 by the Short family, whose
land was divided by the Arroyo Grande Creek. The bridge spans a total length 171 feet
and is suspended 40 feet above the creek. The bridge is owned and maintained by the
City of Arroyo Grande and is the only bridge of its kind in California. The bridge was
damaged by a falling tree in March 1995. With strong community support, it was restored
in May 1995.
Since the repairs, structural review of the bridge has found structural deficiencies in the
foundations. The Swinging Bridge project was included in the Capital Improvement
Budget for the FY 2021-23 Biennial Budget with a budget of $616,269 of Local Sales
Tax Funds. On December 14, 2021, the City Council approved construction plans and
specifications for retrofitting and upgrading the structural components of the Swinging
Bridge. The base bid Project consisted of removing and replacing the existing cables
and helical anchors, reinforcing the existing concrete abutments, cleaning and painting
the existing towers, and tightening and/or installing bolts at the suspension bridge wood
connections. Three additive alternates were added to the bid package, as follows:
Additive Alternate No. 1
Removal of existing wood members and replacing each component with new wood
members, including the decking.
Additive Alternate No. 2
Removal of existing wood members and replacing each component with new wood
members, with composite decking.
Additive Alternate No. 3
Paint new wood members of Additive Alternate No. 1 or Additive No. 2.
On February 1, 2022, two bids were received for the project. Based on the bids received,
if just the base bid (structural repairs) was awarded, the total estimate for the project
would be approximately $662,100. If a combination of the additive alternates were
awarded, the total estimate for the project would range from approximately $831,200 to
$978,400. Upon receiving and reviewing the bids, staff determined that, had the
Page 117 of 365
Item 9.i.
City Council
Consideration of Rejection of All Bids for the Retrofit of Swinging Bridge over
Arroyo Grande Creek Project, PW 2021-06
February 14, 2023
Page 3
replacement of the bridge’s existing wood members been identified prior to bid
advertisement, it would have been made part of the base bid and the required contractor
licensing would have included both Class A and Class B licenses, resulting in a larger
pool of potential contractors and perhaps a more competitive bidding environment.
Based on these factors, on February 22, 2022, the City Council rejected all bids and
directed staff to solicit new bids after modifications are made to the construction
documents to include replacement and painting of the wood members as part of the base
bid, and to include both Class A and Class B contractor licensing for the project. To allow
for the cost of material and freight, which continues to remain inflated due to economic
forces, staff estimates the total project cost at this time at approximately $1,000,000.
The office of Congressman Salud Carbajal announced, in early 2022, a process for
seeking FY23 Community Project Funding, previously referred to as “earmarks,” which is
a supplement to the traditional federal appropriations process that allows for direct project
inclusion in federal appropriation bills. On April12, 2022 the City Council approved a FY
2023 Community Project funding request for the Swinging Bridge Project.
On June 14, 2022, the FY 2022-23 Mid-Cycle Budget Update Report included an
additional allocation of $550,000 to bring the total project budget to $1,166,269 based on
the updated costs estimates.
On October 25, 2022, the City Council approved the bid package, the environmental
document, and a call for bids for the retrofit of the Swinging Bridge over Arroyo Grande
Creek Project (Project). On November 29, 2022, two bids were received on the Project.
Cushman Contracting was the low apparent bid at $880,061 and there are sufficient funds
in the Project budget to complete the Project at this bid price. The bid results are listed in
attachment 1.
In early January 2023 the City was notified the P roject was selected for Federal DEMO
Earmark funding under the “Community Project Funding/Congressionally Directed
Spending (CPFCDS)” program in the amount of $500,000.
ANALYSIS OF ISSUES:
With the award of Federal funds to the Project, The City must follow the Federal
procedures and requirements set forth in the Local Assistance Procedures Manual
(LAPM). This includes NEPA approval, Right of Way Certification approval, and
federalizing the construction PS&E package. Federalizing the construction PS&E
package means the package must include federal provisions, all current bids must be
rejected and the Project must be rebid with federal provisions.
If all of the bids are rejected, City staff would work with Caltrans (Administrator of the
CPFCDS funds) and the City’s environmental and design consultants to meet Federal
Page 118 of 365
Item 9.i.
City Council
Consideration of Rejection of All Bids for the Retrofit of Swinging Bridge over
Arroyo Grande Creek Project, PW 2021-06
February 14, 2023
Page 4
requirements, release a new Request for Proposals in Spring of 2023, and begin
construction of the Project in June of 2024. It should be noted that work on the Bridge can
only occur between June 1st and October 15th due to environmental restrictions and there
is a very long lead time on acquiring and fabricating materials.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Reject all bids, comply with federal requirements of the Project, and rebid the
Project;
2. Award and construction contract to Cushman Contracting;
3. Provide other direction to staff.
ADVANTAGES:
Rejecting all bids and bring the Project into compliance with Federal procedures and
requirements set forth in the Local Assistance Procedures Manual will allow the City to
accept the $500,000 from the “Community Project Funding/Congressionally Directed
Spending (CPFCDS)” program.
DISADVANTAGES:
The Project did receive a bid under the engineer’s estimate of $920,000 for the Project.
If the bids are rejected, the next set of bids may be higher.
ENVIRONMENTAL REVIEW:
The project is categorically exempt from the California Environmental Quality Act (CEQA)
pursuant to CEQA Guideline Section 15301(d) covering the restoration or rehabilitation
of deteriorated or damaged structures to meet current standards of public health and
safety not caused by an environmental hazard. As part of the design, permits have been
obtained from California Fish and Wildlife and Regional Water Quality Control Board for
Rehabilitation of the Swinging Bridge. Mitigation as required by these permits has been
incorporated into the plans and specifications.
The Project will now have to obtain NEPA compliance. A NEPA document will be
produced and mitigation measures add to the project, if required by the NEPA document.
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. Bid Results
Page 119 of 365
ATTACHMENT 1
Page 120 of 365
Item 10.a.
MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Planning Manager
SUBJECT: Public Hearing to Discuss and Consider a Resolution Approving
Community Development Block Grant (CDBG) Projects for Year 2023
SUMMARY: The Resolution approving final funding recommendations for the
CDBG projects for the Year 2023 is exempt from the California
Environmental Quality Act (CEQA) pursuant to State Guidelines
Section 15060, 15378 as it does not constitute a “project” under CEQA.
DATE: February 14, 2023
SUMMARY OF ACTION:
Conduct a public hearing to finalize funding recommendations for the City’s allocation of
2023 CDBG funds, which will assist the County of San Luis Obispo with its 2023 Action
Plan process. The recommended project funding allocations are: (see Table 1 for more
detail):
Five Cities Homeless Coalition: $13,095
Curb Ramp and Sidewalk Improvement Project: $56,749
City Administration: $6,111
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The County has estimated that $87,305 in CDBG funds will be available to the City in the
Fall of 2023. This represents an increase of $639 over last year’s allocation. The County
will help administer the CDBG program for the City, which will reduce City staff time
involved. County staff will be paid for these administrative services through the CDBG
program funds allocated to the City. Pursuant to the Cooperation Agreement between the
County and the City entered into on July 7, 2020 (Attachment 2), 65% of the total available
administration funds, or $11,350, will be deducted by the County to meet its obligations
under the terms of the agreement for administrative costs. The remaining 35% of the total
available administration funds, or $6,111 is recommended to be allocated for City
administration of the projects funded by the CDBG program.
Page 121 of 365
Item 10.a.
City Council
Public Hearing to Discuss and Consider a Resolution Approving Community
Development Block Grant (CDBG) Projects for Year 2023
February 14, 2023
Page 2
RECOMMENDATION:
Adopt a Resolution approving projects to be funded with the City’s allocation of CDBG
funds for the Year 2023 as shown in Table 1.
Table 1: Recommended 2023 CDBG Allocations
Project and Category
2022
Allocation
2023
Requested
Proposed
2023
Allocation
Public Services (15% Cap - $13,095)
5 Cities Homeless Coalition $13,000 $13,095 $13,095
Subtotal $13,000 $13,095 $13,095
Public Facilities (No Cap)
Curb Ramp and Sidewalk Improvement Project $56,333 $0 $56,749
HASLO – Arroyo Terrace Apartments $0 $56,749 $0
Subtotal $56,333 $0 $56,749
Economic Development (No Cap)
Subtotal $0 $0 $0
Area Benefit (30% Cap - $26,191)
Subtotal $0 $0 $0
Housing Rehabilitation (No Cap)
$0 $0 $0
Administration (20% Cap - $17,461)
City Administration $6,067 $6,111 $6,111
County Administration $11,266 $11,350 $11,350
Subtotal $17,333 $17,461 $17,461
Total $87,305
BACKGROUND:
City Council approved a Cooperation Agreement with the County in July 2020 for the joint
participation in the CDBG Program for fiscal years 2021 through 2023. The City, as a
participant in the Housing and Urban Development (HUD) designated Urban County
program, receives an annual formula-based allocation of CDBG funds. These funds are
available for a variety of Community Development activities as long as the activities meet
at least one of three national objectives. The objectives are:
Page 122 of 365
Item 10.a.
City Council
Public Hearing to Discuss and Consider a Resolution Approving Community
Development Block Grant (CDBG) Projects for Year 2023
February 14, 2023
Page 3
1. Benefit low- and moderate-income persons;
2. Aid in the prevention or elimination of slums or blight; or
3. Address urgent community development needs that pose a serious or immediate
threat to public health or welfare.
At least 70 percent of CDBG funding must be used for activities that benefit low- and
moderate-income households. The County released a Notice of Funding Availability on
September 1, 2022, to notify the public that the County and participating cities would
accept applications for funding until October 14, 2022. Two organizations, the 5 Cities
Homeless Coalition (5CHC) and the Housing Authority of San Luis Obispo (HASLO),
submitted applications requesting funding from the City’s allocation of CDBG funds.
Those requests are described in greater detail later in this report.
On November 22, 2022, Council considered preliminary funding recommendations for the
2023 projects. Council supported the recommendation to fully fund the request from
5CHC from the public services category. Funding for public service projects is capped at
fifteen percent (15%) of the total allocation, which for this project year is estimated to be
$13,095. The funding is proposed to support 5CHC’s services that directly assist
homeless individuals in the Arroyo Grande community, as outlined in it s application
(Attachment 2). Council also preliminarily approved staff’s other funding
recommendations for use of the funding available for the Public Facility category. Staff
proposes to use those funds to address sidewalk infrastructure deficiencies on South
Halcyon Road. Staff did not recommend funding the request submitted by HASLO due to
the availability of other funding for its project, and Council agreed with this
recommendation.
ANALYSIS OF ISSUES:
The following criteria set forth by the County are used to make funding recommendations:
1. Consistency with Federal regulations and laws;
2. Community support (for example, approval of project by a City Council);
3. Seriousness of community development need proposed to be addressed by
project;
4. Degree to which project benefits low-income and very low-income families or
persons;
5. Feasibility of the project to be completed as budgeted and by December 31, 2023;
6. Cost effectiveness of funds requested and leveraging of other funds; and
7. Organization's experience or knowledge regarding CDBG or HOME requirements.
The Cooperation Agreement between the County and the City provides the City with
discretion regarding the allocation of funds. Unless the City’s recommendation to the
County for funding is clearly in conflict with CDBG regulations, the County will approve
the recommendation. The County Board of Supervisors will make its final decision for
funding priority in the spring of 2023.
Page 123 of 365
Item 10.a.
City Council
Public Hearing to Discuss and Consider a Resolution Approving Community
Development Block Grant (CDBG) Projects for Year 2023
February 14, 2023
Page 4
Public Services
The competitiveness for public service funds, which is capped at 15% of the City’s CDBG
allocation, has historically been strong with requests far exceeding available funds. As
discussed in recent years regarding CDBG allocations, HUD has significantly inc reased
its monitoring efforts of jurisdictions participating in the CDBG program, which means that
local jurisdictions must increase their monitoring efforts of recipients as well. As stated in
the Cooperative Agreement, only activities that can either ind ividually or cumulatively
receive more than $8,000 in CDBG funding will be considered due to the staff cost of
processing such awards in compliance with federal requirements.
Because public service organizations are more aware of the stricter CDBG regula tions,
because of the funding opportunity provided to non-profit organizations serving the Arroyo
Grande community through the City’s Community Service Grant Program (CSGP), and
because the City Council had previously directed staff to apply CDBG funds toward Public
Facility projects, the City has received very few applications over the past several years
for CDBG funding.
5CHC’s application seeks funding to bolster its Shelter and Outreach Services and its
Housing Program. Together, these programs provide financial assistance to low income
households and individuals facing homelessness. Financial assistance includes rental
assistance, deposit assistance, and case management. The goal of the program is to
assist participants to secure long-term, stable housing that they can afford to retain. The
total amount of CDBG funds requested by 5CHC from local agencies is provided in Table
2.
Table 2: 5CHC Funding Requests by Agency
Agency Amount Requested
City of Arroyo Grande $13,095
City of Atascadero $4,667
City of Morro Bay $3,500
City of Paso Robles $16,333
City of Pismo Beach $5,238
City of San Luis Obispo $20,333
County of San Luis Obispo $29,167
Total $92,333
Council previously directed staff to prioritize the City’s available public service allocation
of CDBG funding for homeless services. Therefore, staff recommends funding 5CHC’s
request of Public Facility in the amount of $13,095 to support its services for individuals
facing homelessness.
Public Facilities
Page 124 of 365
Item 10.a.
City Council
Public Hearing to Discuss and Consider a Resolution Approving Community
Development Block Grant (CDBG) Projects for Year 2023
February 14, 2023
Page 5
The City is committed to and prioritizes addressing Americans with Disabilities Act (ADA)
accessibility deficiencies. During the last several years, with Year 2018 being the
exception, Council has allocated the majority of CDBG funds to help pay for disabled
access barrier removal projects throughout the City. These projects include Hoosegow
Park ADA improvements, mid-block crosswalk ADA improvements, the Arroyo Grande
Woman’s Club building barrier removal project, and various barrier removal projects at
the Soto Sports Complex.
Last year, the City Council approved allocating $56,333 of the 2022 CDBG Public
Facilities funds for improving curb ramp and sidewalk improvement infrastructure at the
intersection of Alder Street and Farroll Avenue near Harloe Elementary to aid accessibility
for residents with disabilities. Upon completion of the project funded by the 2022 CDBG
allocation, the route to Harloe Elementary via Alder Street, south from Ash Street and
north from Cameron Court, will have ADA compliant curb ramps.
Despite last year’s allocation, there are still hundreds of locations throughout the City
where ADA compliant curb ramps and sidewalk would benefit the City. Staff recommends
allocating the maximum amount of Public Facilities funding towards additional
replacement and construction of ADA compliant curb ramps and sidewalk infill to address
these deficiencies. Public Works and Engineering staff identified an additional location
near Harloe Elementary on S. Halcyon Road that is in need of upgrades (Attachment 5).
At the intersection of Virginia Drive and S. Halcyon Road, the southeast corner does not
have a curb ramp, nor is there sidewalk between this corner and the adjacent property to
the south. Staff recommends replacing the existing curb with a more ADA compliant curb
ramp and adding approximately 125 feet of City standard sidewalk between the new curb
ramp and the adjacent property to the south. The proposed project, in conjunction with
the current infrastructure improvement projects occurring between Virginia Drive and
Farroll Road, will result in a complete sidewalk route along the east side of Halcyon Road
between Fair Oaks Avenue and the southern boundary of the City.
HASLO also submitted an application requesting funding from the Public Facilities
category to assist with costs associated with constructing the Arroyo Terrace apartments
at 700 Oak Park Blvd. The apartment project, consisting of 62 affordable housing units
and one manager’s unit, was approved by the Planning Commission on May 18, 2021.
The recent HASLO application states that sixteen (16) of the apartments will now provide
housing for households experiencing homelessness and the remaining forty-two (42) will
be affordable to tenants with extremely low, very low, and low-income levels. The Arroyo
Terrace Project would be eligible for financial assistance through contributions from the
City’s Affordable Housing Trust Fund, which currently includes approximately $1.1 million.
Therefore, staff does not recommend allocating CDBG funding for this project. Staff will
work with HASLO to process a request for funding from the City’s Inclusionary Affordable
Housing Trust Fund.
Page 125 of 365
Item 10.a.
City Council
Public Hearing to Discuss and Consider a Resolution Approving Community
Development Block Grant (CDBG) Projects for Year 2023
February 14, 2023
Page 6
Housing Rehabilitation
The City did not receive any requests for housing rehabilitation projects.
Economic Development
The City did not receive any requests for economic development projects.
Area Benefit
The City did not receive any funding requests for this category.
Administration/Planning and Capacity Building
Planning and capacity building funds are limited to a 20% cap of the total CDBG funding
available. Pursuant to the Cooperation Agreement between the County and the City, 65%
of the 20% of available funds for planning and capacity building/administration, or
$11,350, will be deducted by the County to meet its obligati ons under the terms of the
agreement for administrative costs. The remaining 35% of the total available funds, or
$6,111, is recommended to be allocated for administration of the CDBG funded projects.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Conduct a public hearing and adopt the Resolution approving final funding
recommendations for the CDBG projects for the Year 202 3, as proposed in Table
1 on page 2 of this staff report;
2. Conduct a public hearing, modify, and adopt the Resolution approving final funding
recommendations for the CDBG programs for the Year 2023; or
3. Provide other direction to staff.
ADVANTAGES:
The recommended 2023 CDBG allocations fund City priorities, align with Council’s
direction to support homeless services, and are consistent with the Cooperation
Agreement between the County and City.
DISADVANTAGES:
The recommendation does not support funding a request from HASLO for its affordable
housing project. However, there is funding available in the City’s Affordable Housing Trust
Fund to support the project.
ENVIRONMENTAL REVIEW:
The Resolution approving final funding recommendations for the CDBG projects for the
Year 2023 is exempt from the California Environmental Quality Act (CEQA) pursuant t o
State Guidelines Section 15060, 15378 as it does not constitute a “project” under CEQA.
PUBLIC NOTIFICATION AND COMMENTS:
Page 126 of 365
Item 10.a.
City Council
Public Hearing to Discuss and Consider a Resolution Approving Community
Development Block Grant (CDBG) Projects for Year 2023
February 14, 2023
Page 7
A public hearing notice was published in The Tribune on Friday, February 3, 2023. The
Agenda was posted at City Hall and on the City’s website in accordance with Government
Code Section 54954.2.
Attachments:
1. Proposed Resolution
2. Cooperation Agreement between the County of San Luis Obispo and the City of
Arroyo Grande for the joint participation in the CDBG program, the HOME
Investment Partnerships Program, and the Emergency Solutions Grant Program
for Fiscal Years 2021 through 2023
3. 5CHC 2023 CDBG Application
4. HASLO 2023 CDBG Application
5. Map of Proposed Curb Ramp and Sidewalk Infill Project Locations
Page 127 of 365
ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE APPROVING COMMUNITY
DEVELOPMENT BLOCK GRANT (CDBG) PROJECTS FOR
YEAR 2023
WHEREAS, via a Cooperative Agreement with the County of San Luis Obispo
(hereinafter referred to as “County”) executed by the City of Arroyo Grande (“City”) on
July 7, 2020, the City agreed to become a participant for a period of three years with the
County and other cities therein as an “Urban County” under the Federal Department of
Housing and Urban Development (hereinafter referred to as “HUD”) Community
Development Block Grant (CDBG) program; and
WHEREAS, under the Cooperative Agreement, the City retains the authority to determine
which projects are to be funded with its allotment of CDBG funds; and
WHEREAS, on September 1, 2022, the County released a “Notice of Funding Availability”
for projects to be funded by the 2023 CDBG programs, which required applications to be
submitted by October 14, 2022; and
WHEREAS, the City expects to receive $87,305 of CDBG funds in 2023; and
WHEREAS, on November 22, 2022, the City Council held a duly noticed public hearing
and preliminarily approved funding recommendations for CDBG projects for the Program
Year 2023; and
WHEREAS, the action is exempt from the California Environmental Quality Act (CEQA)
pursuant to State Guidelines Section 15060, 15378 as it does not constitute a “project”
under CEQA; and
WHEREAS, on February 14, 2023, the City Council held a duly noticed public hearing to
further consider the City’s 2023 CDBG projects.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Arroyo
Grande hereby recommends that the Board of Supervisors for the County of San Luis
Obispo adopt the 2023 Action Plan, including the programs listed in Exhibit “A” attached
hereto and incorporated herein by this reference, to be funded with the City’s allocation
of 2023 CDBG funds.
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 14th day of February, 2023.
Page 128 of 365
RESOLUTION NO.
PAGE 2
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
_____________________________________
WHITNEY MCDONALD, CITY MANAGER
APPROVED AS TO FORM:
ISAAC ROSEN, INTERIM CITY ATTORNEY
Page 129 of 365
RESOLUTION NO.
PAGE 3
EXHIBIT “A”
ALLOCATION OF PROGRAM YEAR 2023 COMMUNITY DEVELOPMENT BLOCK
GRANT (CDBG) FUNDS
Project and Category
2022
Allocation
2023
Requested
Proposed
2023
Allocation
Public Services (15% Cap - $13,095)
5 Cities Homeless Coalition $13,000 $13,095 $13,095
Subtotal $13,000 $13,095 $13,095
Public Facilities (No Cap)
Curb Ramp and Sidewalk Improvement Project $56,333 $0 $56,749
HASLO – Arroyo Terrace Apartments $0 $56,749 $0
Subtotal $56,333 $0 $56,749
Economic Development (No Cap)
Subtotal $0 $0 $0
Area Benefit (30% Cap - $26,191)
Subtotal $0 $0 $0
Housing Rehabilitation (No Cap)
$0 $0 $0
Administration (20% Cap - $17,461)
City Administration $6,067 $6,111 $6,111
County Administration $11,266 $11,350 $11,350
Subtotal $17,333 $17,461 $17,461
Total $87,305
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ATTACHMENT 2
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10th September
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Application A: Community/Supportive Services and Infrastructure Activities
Funding sources available: CDBG, ESG, PLHA, GFS
1.APPLICANT INFORMATION
•Entity Name 5Cities Homeless Coalition
•Ultimate Borrower, if applicable Click or tap here to enter text.
•Application Contact (Name and Title) Janna Nichols, Executive Director
•Contact Phone Number 805-471-7404 Cell; 805-574-1638 Office
•Entity Address, City and Zip Code 100 S. 4th Street, Grover Beach, CA 93433
•Mailing Address (if different from above) P.O. Box 558, Grover Beach, CA 93483
•Applicant’s Website 5chc.org
•Unique Entity Identification (UEI) Number KR8JGGKBKEP9
•Type of Agency (501(c)(3), For Profit, Gov’t/Public, CHDO, Other) 501(c)(3)
•Date of Incorporation March 3, 2009
•Project Management
o Project Lead Name Janna Nichols
o Title Executive Director
o Phone 805-471-7404 C, 805-574-1638
o Email Janna.Nichols@5chc.org
2.PROJECT SUMMARY
•Project Title San Luis Obispo County Rapid Re-Housing/Homeless Prevention
•Project Address 100 S. 4th Street, Grover Beach, CA 93433
•APN #, if applicable Click or tap here to enter text.
•Description of the Project
Provide a project description that captures the maximum anticipated scope of the application. It
should include all contemplated actions which logically are, either geographically or functionally,
a composite part of the project, regardless of the source of funding. Describe all physical
aspects of the project, such as plans for multiple phases of development, size and number of
buildings, and activities to be undertaken. Include details of the physical impacts of the project,
including whether there will be ground disturbance. If applicable, indicate whether the project
site will require acquisition or if the sponsor already has ownership.
5CHC seeks funds from multiple sources through this application to continue its
countywide Rapid Re-Housing and Homeless Prevention program, serving communities
throughout San Luis Obispo County – with the exception of Grover Beach (served through other
funding sources). 5CHC's Housing Program braids available funding sources and with multiple
sources of funds, 5CHC is able to target funds with differing eligibility criteria in order to
maximize their use to serve those with the highest needs and greatest number possible.
5CHC’s housing and stabilization services including landlord cultivation, case management
support, and subsistence payments for rent, application fees and deposits to individuals and
families based on income and anticipated need, following a coordinated entry assessment and
progressive engagement model. With these activities we will work to ensure services are low-
barrier and easily accessible; help participants quickly identify and resolve barriers to obtaining
and maintaining housing; assist to resolve the housing crisis before focusing on other non-
housing related services; allow participants to choose the services and housing that meets their
needs; connect participants to appropriate support and services available in the community that
foster long-term housing stability; and offer financial assistance and supportive services in a
manner which offers a minimum amount of assistance initially, adding more assistance over
ATTACHMENT 3
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time if needed to quickly resolve the housing crisis by either ending homelessness, or avoiding
an immediate return to literal homelessness or the imminent risk of literal homelessness
3. BUDGET
• Funds Requested (Amount and Source) ESG $151,945; PLHA $149,978; CBBG –
AG $13,095, Atas $$4,667, MB $3,500, PR, $16,333, PB $5,238, SLO $20,333,
County $29,167
• Total Project/ Program Cost (Identify funding to be used to support the project
throughout affordability period, if applicable) $394.256
• Identify leveraged funds (Committed, Match, Not Yet Committed) 5CHC Match
$151,945; $48,055 Additional Local Grants & Contributions
• Identify additional rental assistance in project, if applicable $177,600 in direct financial
assistance included in total.
• Indicate how the match requirement will be met (include sources and source
documentation), if applicable. Private Contributions & Grants $200,000
4. PURPOSE & NEED
• Purpose of the Proposed Project. Describe the project by addressing each of the
following:
o What activities will be undertaken? Rapid re-housing connects families and individuals
experiencing homelessness to permanent housing through a tailored package of time-
limited financial assistance and targeted supportive services. Rapid Re-Housing involves
intensive and specialized case management targeted at identifying displaced clients’ most
pertinent needs; connect them to community resources. The case manager then works
with the household to create a budget; identify income opportunities; determine eligibility
for entitlement programs (such as SSI and SSDI); research housing options, and create
and carryout case plans. All activities are on-going throughout the year, based on referral
and prioritization protocols, following each participant’s case plan. Homeless Prevention
– Services will be provided to those at imminent risk of homelessness based on need and
qualification. Clients receive targeted case management services per their individual
circumstance, in addition to direct financial assistance to enable them to remain in their
housing, or deposit assistance needed to re-house them to prevent homelessness.
Services may include financial literacy, job and income counseling, benefits advocacy (for
unearned income support as appropriate), housing search supports.
o What are the project goals and objectives? The goal of the program is to assist
participants to secure long-term stable housing that they can afford to retain. Rapid re-
housing is a primary solution for ending homelessness. It has been demonstrated to be
effective in getting people experiencing homelessness into permanent housing and
keeping them there. By connecting people with a home, they are in a better position to
address other challenges that may have led to their homelessness, such as obtaining
employment or addressing substance abuse issues. The intervention has also been
effective for people traditionally perceived to be more difficult to serve, including people
with limited or no income and survivors of domestic violence. Research demonstrates that
those who receive rapid re-housing assistance are homeless for shorter periods of time
than those assisted with shelter or transitional housing. Rapid re-housing is also less
expensive than other homeless interventions, such as shelter or transitional housing. The
program also provides immediate assistance to participants who are homeless or at risk.
Program outcomes track length of time homeless; length of time homeless from program
enrollment; income changes and housing retention rates.
o Explain the need being addressed by this project. Housing costs continue to rise year
over year here in San Luis Obispo County, with more than a 20% increase in just the past
year. Given the tight housing market, most available units comes from private landlords,
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with an increasing trend to charge double-deposits, 5CHC is spending an average of
$4,500 to move families into housing (deposit and first month’s rent). Just since July 1,
2022 we’ve seen rents increase on average by $200-$400 per month, with a high amount
of property turnover. This has affected those living in the units who are often displaced due
to income limits, or those who struggle to retain housing and find themselves at imminent
risk of homeelessness. These continued increases in deposits and monthly rents has had
a direct effect on the number of households projected to be served by this grant, and why
we are requesting expanded funds through additional funding sources.
o Explain how the need was identified. The County’s recently adopted Strategic Plan to
address homelessness calls for a need assist an additional 160 persons to find housing by
adding resources for Rapid Re-Housing activities (Line of Effort 1.d) and to prevent
homelessness for an additional 50 people each year through HP and Diversion (Line of
Effort 2.d)
o Who are the beneficiaries? How will eligibility be determined? 5CHC's Housing
Program targets financial assistance and services to individuals and families based on
income and anticipated need, following a coordinated entry assessment and progressive
engagement model. Those who receive emergency grants for subsistence payments
(rental assistance, 05Q) or for deposit assistance (05T Assistance will be provided to
benefit a clientele who are generally presumed by HUD to be principally L/M income
persons - those who are homeless. This population is among those who are currently
presumed by HUD to be made up principally of L/M income persons: Reference:
§570.208(a)(2)(i)(A). Additionally, as some assistance will be provided to those of imminent
threat of homelessness, 5CHC's program additionally requires information on family size
and income so that it is evident that at least 51% of the clientele are persons whose family
income does not exceed the L/M income limit. Reference: §570.208(a)(2)(i)(B) and (C)
o Is there community and/or political support? Explain. 5CHC receives financial
support for this program with each of its local government parnters annually, in
addition to the recent augmentation of funds through ARPA and other local means.
5CHC is recognized for its RRP and HP work; and is currently receiving strong
support to expand services in other areas on the continuum (including shelter). In
addition, individual community members and local businesses continue to support
5CHC (mostly with unrestricted dollars) with more than $400,000 in contributions
annually.
o Describe how the impact will be sustained once this round of funding ends. The
RRH and HP program has on-going needs that have only increased in recent
years, and housing prices continue to skyrocket. Without this continued funding
this program will not be sustained. In the current fiscal year (2022-23) 5CHC is on
track to serve more than 500 families through RRH and an additional 500 families
through Homeless Prevention efforts. In 2021-22 5CHC expended more than
$500,000 in direct financial assistance this program; and is currently on pace to
spend more than $900,000 in this fiscal year in direct financial assistance. Funding
awards from annual grant funds for ESG and CDBG have been reduced each of
the last several years. Currently nearly all of the funds being dedicated to Rapid
Re-Housing and Homeless Prevention activities in the county, are through CARES
Act CV ESG and CDBG Funds - most of which will be exhausted within the first
quarter of this grant application’s funding cycle. Other one-time monies that have
come available (such as ARPA) have not been targeted to RRH or HP activities,
but instead expanded area shelter activities. Thus, without these funds for 2023-
24, the program will be severely reduced.
• Organizational Capacity. Summarize the organization's background/capacity to carry
out the proposed project. Address the following points:
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o Has the organization carried out this type of project previously? Explain. 5Cities
Homeless Coalition has successfully provided rapid re-housing and homeless prevention
programs since 2015. As noted above, through CARES Act CV funds, 5chc will invest more
than $900,000 this fiscal year in RRP and HP activities. Currently 5CHC is under contract
or has been awarded 10 local, state and federal grants to provide RRH and HP services.
o What makes the organization a preferred provider of this service? 5CHC has been
the leading provider of these services for several years. 5CHC seeks to ensure that its
services are both culturally and professionally competent; and accessible regardless of
race or ethnicity or other condition. 5CHC staff represent a broad cross section including
those of color, Latinx; those with lived experience. Currenlty, 5CHC employs 8 who are
bilingual/bicultural speaking both English and Spanish; additionally, the agency has access
to support those who are mono-lingual Mixteco. 5CHC staff have extensive training and
relationships with those in the LBTGQ community. 5CHC works to train staff to ensure
services are welcoming and provided without discrimination or judgment, that we approach
our work through a trauma-informed perspective, and are attentive to specific
circumstances (such as those who have experienced sex-trafficking or sexual
violence).Collaboration 5CHC Homeless Services program is integrated in the local
Continuum of Care, focusing on collaboration and strategic action. 5CHC is a key
participant in the Coordinated Entry System receiving referrals community partners
throughout the compendium of services. Additionally, 5CHC staff participate in HSOC at
all levels and regularly participate in evidence-based trainings (Mental Health First Aid,
etc.) 5CHC also has a program of providing staff trainings monthly with other service
professionals and partner agencies.
5. ELIGIBILITY
• Indicate the eligible activity category for this project. Rapid Re-Housing: Short-Term
Rent and Housing Stabilization Services including deposit, application fees, case
management.; Homeless Prevention: Short-term rental assistance; homeless prevention
deposit assistance; HMIS: staff and expenses necessary to deliver the activity.
6. SCHEDULE
• Provide a detailed project timeline, include milestones with units of measure. July 1,
2023-June 30, 2024. All activities will be conducted through the 12-month timeline.
Households and number of persons served will be tracked through HMIS.
• Describe agency’s record keep system with relevance to the proposed project and
how reporting requirements will be met. 5CHC employs a dedicated HMIS Data Manager
to ensure quality compliance and track client outcomes. This position is supported with three
finance employees, including one charged with Grants Management for accountability of
expenses and fulfillment of grant commitments. The agency's Associate Director is
responsible for authorizing all funding requests and reporting on program outcomes. With
each program activity case managers report to a Program Manager for supervision and
oversight; including client eligibility and case file review . The agency's Executive Director is
directly engaged in initial program development, and efforts to provide services on a regional
basis.
7. ADDITIONAL INFORMATION
• Has site control been obtained? If so, how is site control held? Attach documentation
of site control. Click or tap here to enter text.
• Zoning. Is the current project location zoned for the proposed activity? If not,
describe steps to be taken to ensure zoning requirements are met. Click or tap here
to enter text.
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• If applicable, indicate the application due date for tax credits. Click or tap here to
enter text.
• Identity all permits necessary for the project. Include estimated dates of application
and approval. Click or tap here to enter text.
• Does this Project require Relocation? If so, attach Relocation Plan. Click or tap here
to enter text.
• Indicate Housing Type (Permanent Homeowner Housing, Rental Housing,
Transitional Housing). Click or tap here to enter text.
• Does the Project intend to target special populations (such as seniors, persons with
disabilities, children in foster care, etc.)? Click or tap here to enter text.
• Will the Applicant be providing services? If so, please provide a brief explanation.
Click or tap here to enter text.
8. ENVIRONMENTAL REVIEW
• Indicate level of environmental review required for proposed project. Click or tap
here to enter text.
• Indicate environmental review steps completed to date. Click or tap here to enter
text.
9. SECTION 3 AND MINORITY AND WOMEN BUSINESS ENTERPRISES (AS
APPLICABLE)
• Section 3: Please explain how Section 3 benchmarks will be met. Click or tap here to
enter text.
• MBE/WBE: Please explain how your project will be marketed towards MBE/WBEs.
Click or tap here to enter text.
10. ADDITIONAL REQUIRED DOCUMENTS – attached as identified below
a) Articles of Incorporation
b) Bylaws
c) Non-profit Determination
d) List of the Board of Directors
e) Authorization to Request Funds
f) Designation of Authorized Official
g) Organizational Chart
h) Most Recent Financial Audit
i) Policies and Procedures
j) SAM Search
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Arroyo
Grande Atascadero Morro Bay
Paso
Robles
Pismo
Beach
San Luis
Obispo County
Personnel (Direct Labor)
Estimated
Hours
Rate per
Hour Estimated Cost
Housing Program Manager 0.3 624 $34 $21,216 $8,199 $8,093 $707 $252 $189 $881 $283 $1,097 $1,574
RRH/HP Case Manager (2 FTE)2 4,160 $24 $99,840 $38,586 $38,086 $3,325 $1,185 $889 $4,148 $1,330 $5,164 $7,407
HMIS Data Manager (.16 FTE)0.16 333 $24 $7,987 $3,087 $3,047 $266 $95 $71 $332 $106 $413 $593
HMIS Program Support Specialist (.5 FTE)0.5 1,040 $20 $20,800 $8,039 $7,935 $693 $247 $185 $864 $277 $1,076 $1,543
Fringe Benefits Rate (%)Base Estimated Cost
Housing Program Manager 18.00%$3,819 $1,476 $1,457 $127 $45 $34 $159 $51 $198 $283
RRH/HP Case Manager (3 FTE)18.00%$17,971 $6,945 $6,856 $599 $213 $160 $747 $239 $929 $1,333
HMIS Data Manager (.16 FTE)18.00%$1,438 $556 $548 $48 $17 $13 $60 $19 $74 $107
HMISProgram Support Specialist (.5 FTE)18.00%$3,744 $1,447 $1,428 $125 $44 $33 $156 $50 $194 $278
Travel
Vehicle Maintenance & Repair - Housing Stabilization Services Estimated Cost
Supplies and Materials
Housing & Stabilization Program Supplies $1,000 $386 $381 $33 $12 $9 $42 $13 $52 $74
HMIS Telephone/Equipment $2,000 $773 $763 $67 $24 $18 $83 $27 $103 $148
Other Direct Costs Households Base
RRH & Stabilization Services
Deposits/Application Fees 20 $2,500 $50,000 $19,324 $19,074 $1,665 $593 $445 $2,077 $666 $2,586 $3,709
Short-Term Rental Assistance 20 $2,000 $40,000 $15,459 $15,259 $1,332 $475 $356 $1,662 $533 $2,069 $2,967
Homeless Prevention & Stabilization Services
Deposits/Application Fees 10 $3,000 $30,000 $11,594 $11,444 $999 $356 $267 $1,246 $400 $1,552 $2,226
Short-Term Rental Assistance (3 mo assistance/avg)12 $4,800 $57,600 $22,261 $21,973 $1,919 $684 $513 $2,393 $767 $2,979 $4,273
Subtotal of Direct Costs 10%$35,741 $13,813 $13,634 $1,190 $424 $318 $1,485 $476 $1,848 $2,652
Total Estimated Costs $393,156 $151,945 $149,978 $13,095 $4,667 $3,500 $16,333 $5,238 $20,333 $29,167
$151,945 $149,978 $13,095 $4,667 $3,500 $16,333 $5,238 $20,333 $29,167
$147,000 $14,000 $10,500 $49,000 $14,000 $61,000 $87,500
Likely to spend per jurisdiction based on prior year service at $3.500/HH
$147,000 $112,000 $17,500 $84,000 $38,500 $119,000 $133,000
# Households Served 2022 YTD By Jurisdiction
RRH 11 28 2 10 7 16 25
HP 31 4 3 14 4 18 13
42 32 5 24 11 34 38
5Cities Homeless Coalition Rapid Rehousing/Homeless Prevention Budget Request - 23-24 ACTION PLAN
CDBG
ESG
Request By Funding Source
Expense Category PLHA
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5Cities Homeless Coalition Bylaws Amended July 19 2021 Page 1 of 16
AMENDED AND RESTATED BYLAWS
for the regulation, except
as otherwise provided by statute or its
Articles of Incorporation,
OF
5CITIES HOMELESS COALITION
A CALIFORNIA PUBLIC BENEFIT CORPORATION
ARTICLE 1
OFFICES
SECTION 1. PRINCIPAL OFFICE
The corporation’s principal office shall be fixed and located at 100 S. 4th Street., Grover Beach or such
place within San Luis Obispo County, California as the Board of Directors (herein called the “Board”)
shall determine. The Board is granted full power and authority to change said principal office from
one location to another.
SECTION 2. OTHER OFFICES
Branch or subordinate offices may be established at any time by the Board.
ARTICLE 2
PURPOSES
SECTION 1. OBJECTIVES AND PURPOSES
The purposes for which this corporation is formed are:
PURPOSE: To promote the health and well-being of the homeless population in our geographic area
through the cooperation of like-minded agencies and organizations.
OBJECTIVES:
a) To promote the health and well-being of individuals and families who are homeless or at risk of
being homeless in San Luis Obispo County.
b) To determine the need for human services; to seek solutions to human problems; to assist in the
development or the change of existing programs; and to foster cooperation among local, state,
and national agencies serving the San Luis Obispo County community.
c) To develop the financial resources (both governmental and voluntary) needed to meet the human
service needs of this population in the San Luis Obispo County community.
d) To provide services either directly or through collaboration with other agencies to best meet the
current and emerging needs of those at-risk in the San Luis Obispo County.
f) To muster community support and commitment to assist those at-risk in San Luis Obispo County.
g) To receive by gift, grant, devise, bequest or otherwise, aid from any private or public sources,
personal or real property, and to hold, administer, sell, invest, re-invest, manage, use, disburse
and distribute, and apply the income and/or principal of the same in accordance with the directions
and intent of such direction, as the corporation may deem best from time to time, for the promotion
of any or all of the foregoing purposes.
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5Cities Homeless Coalition Bylaws Amended July 19 2021 Page 2 of 16
ARTICLE 3
MEMBERSHIP
SECTION 1. MEMBERSHIP
The corporation shall have no members. Any action which would otherwise require approval by a
majority of all members or approval by the members shall require only approval of the Board. All
rights which would otherwise vest in the members shall vest in the directors.
ARTICLE 4
NONPARTISAN ACTIVITIES
SECTION 1. NONPARTISAN ACTIVITIES
This corporation has been formed under the California Nonprofit Public Benefit Corporation Law for
the charitable purposes described above, and it shall be nonprofit and nonpartisan. No substantial
part of the activities of the corporation shall consist of the carrying on of propaganda or otherwise
attempting to influence legislation. The corporation shall not participate or intervene in any political
campaign on behalf of or in opposition to any candidate for public office.
ARTICLE 5
DIRECTORS
SECTION 1. NUMBER
The corporation shall have not less than 5 and not more than 19 directors until changed by
amendment of the Articles or Bylaws. The exact number of directors shall be fixed by approval of the
Board of Directors;
SECTION 2. POWERS
Subject to the provisions of the California Nonprofit Public Benefit Corporation law and any limitations
of the Articles of Incorporation and these Bylaws, the activities and affairs of the corporation shall be
conducted and all corporate powers shall be exercised by or under the direction of the Board. The
Board may delegate the management of the activities of the corporation to any person or persons, a
management company or committees however composed, provided that the activities and affairs of
the corporation shall be managed and all corporate powers shall be exercised under the ultimate
direction of the Board without prejudice to such general powers, but subject to the same limitations, it
is hereby expressly declared that the Board shall have the following powers in addition to the other
powers enumerated in these Bylaws:
(a) To select and remove all the other officers, agents and employees of the corporation, prescribe
powers and duties for them that are not inconsistent with law, the Articles or these Bylaws, fix their
compensation and require from them security for faithful service.
(b) To conduct, manage and control the affairs and activities of the corporation and to make such
rules and regulations therefore not inconsistent with the law, the Articles or these Bylaws, as they
may deem best.
(c) To adopt, make and use a corporate seal and to alter the form of such seal from time to time as
they may deem best.
(d) To borrow money and incur indebtedness for the purposes of the corporation, and to cause to be
executed and delivered therefore, in the corporate name, promissory notes, bonds, debentures,
deeds of trust, mortgages, pledges, hypothecations or other evidences of debt and securities
therefore.
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5Cities Homeless Coalition Bylaws Amended July 19 2021 Page 3 of 16
SECTION 3. DUTIES
It shall be the duty of the directors to:
(a) Perform any and all duties imposed on them collectively or individually by law, by the Articles of
Incorporation of this corporation, or by these Bylaws;
(b) Appoint and remove, employ and discharge, and, except as otherwise provided in these Bylaws,
prescribe the duties and fix the compensation, if any, of all officers, agents and employees of the
corporation;
(c) Supervise all officers, agents and employees of the corporation to assure that their duties are
performed properly. The Board may delegate to the Executive Committee the authority to
supervise and evaluate the performance of the Executive Director and delegate to the Executive
Director the authority to employ, supervise, evaluate the performance of or discharge employees
of the Corporation;
(d) Meet at such times and places as required by these Bylaws;
(e) Register their addresses with the Secretary of the corporation. Notices of meetings mailed or
electronically communicated (such as by e-mail) to such addresses shall be valid notices thereof.
A director shall perform the duties of a director, including duties as member of any committee of the
Board on which the director may serve, in good faith, in a manner such director believes to be in the
best interest of this corporation and with such care, including reasonable inquiry, as an ordinarily
prudent person in a like situation would use under similar circumstances.
In performing the duties of a director, a director shall be entitled to rely on information, opinions,
reports or statements, including financial statements and other financial data, in each case prepared
or presented by:
(a) One or more officers or employees of the corporation whom the director believes to be reliable
and competent in the matters presented;
(b) Counsel, independent accountants or other persons as to matters which the director believes to be
within such person’s professional or expert competence; or
(c) A committee of the Board upon which the director does not serve, as to matters within its
designated authority, which committee the director believes to merit confidence, so long as in any
such case, the director acts in good faith, after reasonable inquiry when the need therefore is
indicated by the circumstances and without knowledge that would cause such reliance to be
unwarranted.
SECTION 4. SELECTION AND TERMS OF OFFICE
A Nominating Committee of no fewer than three directors shall be appointed by the Chair not later
than at the April Board meeting each year. The Nominating Committee shall present at the June
Board meeting each year the names of one or more candidates for at least as many board members
as vacancies shall exist for the upcoming term. Additional nominations may be submitted by current
directors at the June Board meeting. Those nominees for directors receiving the most votes shall be
the elected directors. The directors elected at the June meeting shall assume office on July 1 of the
following new fiscal year. Each term shall be for three years. New directors shall serve no more than
two consecutive terms. After serving two consecutive three-year terms, Directors may not be re-
appointed or re-elected to the Board for a one-year period after they have termed out.
SECTION 5. FEES AND COMPENSATION
Directors and members of committees shall serve without compensation for their services, but may
receive such reimbursement for expenses, as may be f ixed or determined by the Board of Directors in
the performance of their regular duties as specified in Section 3 of this Article.
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5Cities Homeless Coalition Bylaws Amended July 19 2021 Page 4 of 16
SECTION 6. LOANS.
This corporation shall not make any loan of money or property to, or guarantee the obligation of, any
director or officer, unless approved by the California Attorney General; provided, however, that this
corporation may advance money to a director or officer of this corporation or any subsidiary for
expenses reasonably anticipated to be incurred in performance of the duties of such officer or director
so long as such individual would be entitled to be reimbursed for such expenses absent that advance.
SECTION 7. CONFLICTS OF INTEREST
Whenever a director or officer, or their immediate family member, has a financial or personal interest
in any matter coming before the board of directors, the affected person shall a) fully disclose the
nature of the interest and b) withdraw from discussion, lobbying, and voting on the matter. Any
transaction or vote involving a potential conflict of interest shall be approved only when a majority of
disinterested directors determine that it is in the best interest of the corporation to do so. The minutes
of meetings at which such votes are taken shall record such disclosure, abstention and rationale for
approval.
For purposes of this provision, the term "interest" shall include personal interest, interest as director,
officer, member, stockholder, shareholder, partner, manager, trustee or beneficiary of any concern
and having an immediate family member who holds such an interest in any concern. The term
"concern" shall mean any corporation, association, trust, partnership, limited liability entity, firm,
person or other entity other than the organization.
SECTION 8. PLACE OF MEETINGS
Meetings shall be held at any place within the State of California which has been designated from
time to time by a majority consensus of the Board of Directors. In the absence of such designation,
regular meetings shall be held at the principal office of the corporation.
Any meeting not held at the principal office of the corporation shall be valid only if held on the written
consent of all directors given either before or after the meeting and filed with the Secretary of the
corporation, or after all board members have been given written notice of the meeting as hereinafter
provided for special meetings of the board.
Any meeting, regular or special, may be held by conference telephone, electronic video screen
communication, or other communications equipment. Participation in a meeting through use of
conference telephone constitutes presence in person at that meeting so long as all directors
participating in the meeting are able to hear one another. Participation in a meeting through use of
electronic video screen communication or other communications equipment (other than conference
telephone) constitutes presence in person at that meeting if all of the following apply:
a). Each director participating in the meeting can communicate with all of the other directors
concurrently;
b) Each director is provided the means of participating in all matters before the board, including,
without limitation, the capacity to propose, or to interpose an objection to, a specific action to be
taken by the corporation;
c) The corporation adopts and implements some means of verifying 1) that all persons participating in
the meeting are directors of the corporation or are otherwise entitled to participate in the meeting,
and 2) that all actions of, or votes by, the board are taken and cast only by directors and not by
persons who are not directors.
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SECTION 9. REGULAR AND ANNUAL MEETINGS
Regular meetings of the Board shall be held on such dates and at such times as may be fixed by the
Board, subject to notice not less than two calendar day prior to each meeting.
An annual meeting of directors shall be held no later than June 30th of each year. At least four days
notice by email or first-class mail addressed to each director's address as it is shown on the records of
the Corporation shall be given for the annual meeting. Directors shall be elected by the Board of
Directors in accordance with this section. Cumulative voting by directors for the election of directors
shall not be permitted. The candidates receiving the highest number of votes up to the number of
directors to be elected shall be elected. Each director shall cast one vote, with voting being by ballot
only.
SECTION 10. SPECIAL MEETINGS
Special meetings of the Board for any purpose or purposes may be called at any time by the Chair of
the Board, the President, any Vice President, the Secretary or any two (2) Directors. Special
meetings of the Board shall be held upon four (4) days notice by first-class mail or forty-eight hours
(48) notice given personally or by telephone or electronic communication. Any such notice shall be
addressed or delivered to each director at such director’s address as it is shown upon the records of
the corporation or as may have been given to the corporation by records or if not readily
ascertainable, at the place in which the meetings of the directors are regularly held.
SECTION 11. NOTICE OF MEETINGS
Notice by mail shall be deemed to have been given at the time it is delivered to a common carrier for
transmission, or accurately transmitted by the person giving the notice by electronic means, to the
recipient or when written notice is deposited in the United States mails, postage prepaid. Any other
written notice shall be deemed to be given at the time it is personally delivered to the recipient. Oral
notice shall be deemed to have been given at the time it is communicated, in person or by telephone
including a voice messaging system or by electronic
transmission, to the recipient or to a person at the office of the recipient who the person giving the
notice has reason to believe will promptly communicate it to the receiver.
SECTION 12. CONTENTS OF NOTICE
Notice of meetings not herein dispensed with shall specify the place, day and hour of the meeting.
The purpose of any board meeting need not be specified in the notice.
SECTION 13. WAIVER OF NOTICE AND CONSENT TO HOLDING MEETINGS
Notice of a meeting need not be given to any director who signs a waiver of notice or a written
consent to holding the meeting or an approval of the minutes thereof, whether before or after the
meeting, or who attends the meeting without protesting, prior thereto or at its commencement, the
lack of notice to such director. All such waivers, consents and approvals shall be filed with the
corporate records or made a part of the minutes of the meetings.
SECTION 14. QUORUM FOR MEETINGS
A majority of directors shall constitute a quorum of the Board for the transaction of business, except to
adjourn as provided in herein. Every act or decision done or made by a majority of the directors
present at a meeting duly held at which a quorum is present shall be regarded as the act of the Board,
unless a greater number be required by law or by the Articles, except as provided in the next
sentence. A meeting at which a quorum is initially present may continue to transact business
notwithstanding the withdrawal of directors, if any action taken is approved by at least a majority of the
required quorum for such meeting or such greater percentage as may be required by law, or the
Articles of Incorporation or Bylaws of this corporation.
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SECTION 15. ADJOURNMENT
A majority of the directors present, whether or not a quorum is present, may adjourn any directors’
meeting to another time and place. If the meeting is adjourned for more than 24 hours, notice of an
adjournment to another time or place shall be given prior to the time of the adjourned meeting to the
directors who were not present at the time of the adjournment. Otherwise, notice of the time and place
of holding an adjourned meeting need not be given to absent directors if the time and place be fixed at
the meetings adjourned.
SECTION 16. MEETING BY ELECTRONIC CONFERENCE
Participation in any meeting of the Board of Directors or a committee of the Board by means of
conference telephone or any means of communication by which all persons participating in the
meeting are able to hear one another shall constitute presence in person at the meeting.
SECTION 17. CONDUCT OF MEETINGS
Meetings of the Board of Directors shall be presided over by the Chairperson of the Board, or, if no
such person has been so designated or, in his or her absence, the President of the corporation or, in
his or her absence, by the Vice President of the corporation or, in the absence of each of these
persons, by a Chairperson chosen by a majority of the directors present at the meeting. The Secretary
of the corporation shall act as secretary of all meetings of the board, provided that, in his or her
absence, the presiding officer shall appoint another person to act as Secretary of the Meeting.
SECTION 18. ACTION WITHOUT MEETING
Any action required or permitted to be taken by the Board may be taken without a meeting (i.e. via
email) if all (100%) of all the members of the Board shall individually or collectively consent in writing
to such action. Such consent or consents shall have the same effect as a unanimous vote of the
Board and shall be filed with the minutes of the proceedings of the Board.
1. Any action taken by electronic vote must be preceded by an open discussion among all board
members prior to any votes being cast.
2. A board decision made by electronic vote must be unanimous among all installed directors
(except when a director must recuse him/herself due to conflict of interest or loyalty).
3. If a board member expresses concerns or requests additional discussion about the presented
motion, the vote will be deferred until a meeting can be held in-person (or via telephone/video
conference).
Such written consent or consents shall be filed with the minutes of the proceedings of the board. Such
action by written consent shall have the same force and effect as the unanimous vote of the directors.
Any certificate or other document filed under any provision of law which relates to action so taken
shall state that the action was taken by unanimous written consent of the Board of Directors without a
meeting and that the Bylaws of this corporation authorize the directors to so act, and such statement
shall be prima facie evidence of such authority.
SECTION 19. EMERGENCY PROVISIONS
During any emergency resulting from an attack on the United States or on a locality in which the
corporation conducts its activities or customarily holds meetings of its board, or during any nuclear or
atomic disaster, or during the existence of any catastrophe, or other similar emergency condition, as a
result of which a quorum of the Board or of the Executive Committee, if any, cannot readily be
convened for action, a meeting of the Board or of said committee may be called by any officer or
director. Such notice need be given only to such of the directors or members of the committee, as the
case may be, as it may be feasible to reach at the time and by such means as may be feasible at the
time including, without limitation, publication or radio.
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The director or directors in attendance at the meeting of the Board, and the members of the Executive
Committee, if any, in attendance at the meeting of the committee, shall constitute a quorum. If none
is in attendance at the meeting, the officers or other persons designated on a list approved by the
Board before such emergency, all in such order of priority and subject to such conditions and for such
period of time (not longer than reasonably necessary after the termination of the emergency) as may
be provided in the resolution approving the list, shall, to the extent required to provide a quorum at
any meeting of the Board or of the Executive Committee, be deemed directors or members of the
committee, as the case may be, for such meeting.
The Board, either before or during any such emergency, may provide, and from time to time modify,
lines of succession in the event that during such emergency any or all officers or agents of the
corporation shall for any reason be rendered incapable of discharging their duties. The Board, either
before or during any such emergency, may effective in the emergency, change the principal office or
designate several alternative offices or authorize the officers so to do.
SECTION 20. VACANCIES
Subject to the provisions of the California Nonprofit Public Benefit Corporation Law, any director may
resign effective upon giving written notice to the Chair of the Board, the President, or the Secretary of
the Board, unless the notice specifies a later time for the effectiveness of such resignation. If the
resignation is effective at a future time, a successor may be selected before such time, to take office
when the resignation becomes effective.
Vacancy or vacancies on the Board shall be deemed to exist in case of the death, resignation or
removal of any director, or if the authorized number of directors is increased.
The Board may declare vacant the office of a director who has been declared of unsound mind by a
final order of court, or convicted of a felony, or found by a final order or judgment of any court to have
breached any duty arising under Article 3 of the California Nonprofit Public Benefit Corporation Law.
No director may resign if the corporation would then be left without a duly elected director or directors
in charge of its affairs, except upon notice to the Attorney General.
Vacancies on the board may be filled by approval of the board or, if the number of directors then in
office is less than a quorum, by (1) the unanimous written consent of the directors then in office, (2)
the affirmative vote of a majority of the directors then in office at a meeting held pursuant to notice or
waivers of notice complying with this Article of these Bylaws, or (3) a sole remaining director.
A person elected to fill a vacancy as provided by this Section shall hold office until the next annual
election of the Board of Directors or until his or her death, resignation or removal from office.
No reduction of the authorized number of directors shall have the effect of removing any director prior
to the expiration of the director’s term of office.
SECTION 21. PARTICIPATION IN MEETING BY BOARD MEMBERS.
Failure of a director to attend at least fifty percent (50%) of a combination of the regular scheduled
meetings of the board and the committees on which each board member is assigned in any six month
period shall cause said member to be deemed as inactive and same shall be treated as a voluntary
resignation from the board.
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SECTION 22. NON-LIABILITY OF DIRECTORS
A person who performs the duties of a director in accordance with the above shall have no liability
based upon any failure or alleged failure to discharge that person's obligations as a director, including,
without limiting the generality of the foregoing, any actions or omissions which exceed or defeat a
public or charitable purpose to which the corporation, or assets held by it, are dedicated; except if a
person has a financial interest, directly or indirectly, through business, investment, or family.
ARTICLE 6
Indemnification
SECTION 1. DEFINITIONS
For the purposes of this Article 6, “agent” means any person who is or was a director, officer,
employee or other agent of the corporation, or is or was serving at the request of the corporation, as a
partnership, joint venture, trust or other enterprise, or was a director, officer, employee or agent of a
foreign or domestic corporation which was a predecessor corporation of the corporation or of another
enterprise at the request of such predecessor corporation; “proceeding” means any threatened,
pending or completed action or proceeding, whether civil, criminal, administrative or investigative; and
“expenses” includes without limitation attorneys’ fees and any expenses of establishing a right to
indemnification under Section 4 or 5(b) of this Article 6.
SECTION 2. INDEMNIFICATION IN ACTIONS BY THIRD PARTIES
The Corporation shall have power to indemnify any person who was or is a party or is threatened to
be made a party to any proceeding, (other than an action by or in the right of the corporation to
procure a judgment in its favor, an action brought under the California Nonprofit Public Benefit
Corporation Law, or an action brought by the Attorney General or a person granted relator status by
the Attorney General for any breach of duty relating to assets held in charitable trust) by reason of the
fact that such person is or was an agent of the corporation, against expenses, judgments, fines,
settlements and other amounts actually and reasonable incurred in connection with such proceedings
if such person acted in good faith and in a manner such person reasonably believed to be in the best
interests of the corporation and, in the case of a criminal proceeding, had no reasonable cause to
believe the conduct of such person was unlawful. The termination of any proceeding by judgment,
order, settlement, conviction or upon a plea of nolo contendere or its equivalent shall not, of itself,
create a presumption that the person did not act in good faith and in a manner which the person
reasonably believed to be in the best interests of the corporation or that the person had reasonable
cause to believe that the person’s conduct was unlawful.
SECTION 3. INDEMNIFICATION IN ACTIONS BY OR IN THE RIGHT OF THE CORPORATION
The corporation shall have the power to indemnify any person who was or is a party or is threatened
to be made a party to any threatened, pending or completed action by or in the right of the
corporation, or brought under Section 5233 of the California Nonprofit Public Benefit Corporation Law,
or brought by the Attorney General or a person granted relator status by the Attorney General for
breach of duty relating to assets held in charitable trust, to procure a judgment in its favor by reason of
the fact that such person is or was an agent of the corporation, against expenses actually and
reasonably incurred by such person in connection with the defense or settlement of such action if
such person acted in good faith, in a manner such person believed to be in the best interests of the
corporation and with such case, including reasonable inquiry as an ordinarily prudent person in a like
position would use under similar circumstances. No indemnification shall be made under this Section:
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(a) In respect of any claim, issue or matter as to which such person shall have been adjudged to be
liable to the corporation in the performance of such person’s duty to the corporation, unless and
only to the extent that the court in which such proceeding is or was pending shall determine upon
application that, in view of all the circumstances of the case, such person is fairly and reasonably
entitled to indemnity for the expenses which such court shall determine;
(b) Of amounts paid in settling or otherwise disposing of a threatened or pending action, with or
without court approval; or
(c) Of expenses incurred in defending a threatened or pending action which is settled or otherwise
disposed of without court approval, unless it is settled with the approval of the Attorney General.
SECTION 4. INDEMNIFICATION AGAINST EXPENSES
To the extent that an agent of the corporation has been successful on the merits in defense of any
proceeding referred to in Sections 2 or 3 of this Article 6 or in defense of any claim, issue or matter
therein, the agent shall be indemnified against expenses actually and reasonably incurred by the
agent in connection therewith.
SECTION 5. REQUIRED DETERMINATIONS
Except as provided in Section 4 of this Article 6 any indemnification under this Article 6 shall be made
by the corporation only if authorized in the specific case, upon a determination that indemnification of
the agent is proper in the circumstances because the agent has met the applicable standard of
conduct set forth in Section 2 or 3 of this Article 6, by;
(a) A majority vote of a quorum consisting of directors who are not parties to such proceeding; or
(b) The court in which such proceeding is or was pending upon application made by the corporation
or the agent or the attorney or other person rendering services in connection with the defense,
whether or not such application by the agent, attorney or other person is opposed by the
corporation.
SECTION 6. ADVANCE OF EXPENSES
Expenses incurred in defending any proceeding may be advanced by the corporation prior to the final
disposition of such proceeding upon receipt of an undertaking by or on behalf of the agent to repay
such amount unless it shall be determined ultimately that the agent is entitled to be indemnified as
authorized in this Article 6.
SECTION 7. OTHER INDEMNIFICATION
No provision made by the corporation to indemnify it or its subsidiary’s directors or officers for the
defense of any proceeding, whether contained in the Articles, Bylaws, a resolution of members or
directors, an agreement or otherwise, shall be valid unless consistent with this Article 6. Nothing
contained in this Article 6 shall affect any right to indemnification to which persons other than such
directors and officers may be entitled by contract or otherwise.
SECTION 8. FORMS OF INDEMNIFICATION NOT PERMITTED
No indemnification or advance shall be made under this Article 6, except as provided in Sections 4 or
5(b), in any circumstances where it appears:
(a) That it would be inconsistent with a provision of the Articles, these Bylaws, or an agreement in
effect at the time of the accrual of the alleged cause of action asserted in the proceeding in which
the expenses were incurred or other amounts were paid, which prohibits or otherwise limits
indemnification; or
(b) That it would be inconsistent with any condition expressly imposed by a court in approving a
settlement.
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SECTION 9. INSURANCE
The Board of Directors may adopt a resolution authorizing the purchase and maintenance of
insurance on behalf of any agent of the corporation (including a director, officer, employee or other
agent of the corporation) against any liability other than for violating provisions of law relating to self-
dealing (Section 5233 of the California Nonprofit Public Benefit Corporation Law) asserted against or
incurred by the agent in such capacity or arising out of the agent's status as such, whether or not the
corporation would have the power to indemnify the agent against such liability under the provisions of
Section 5238 of the California Nonprofit Public Benefit Corporation Law.
SECTION 10. NONAPPLICABILITY TO FIDUCIARIES OF EMPLOYEE BENEFIT PLANS
This Article 6 does not apply to any proceeding against any trustee, investment manager or other
fiduciary of an employee benefit plan in such person’s capacity as such, even though such person
may also be an agent of the corporation as defined in Section 1 of this Article 6. The corporation shall
have power to indemnify such trustee, investment manager or other fiduciary to the extent permitted
by the California General Corporation Law.
ARTICLE 7
OFFICERS
SECTION 1. NUMBER OF OFFICERS
The officers of the corporation shall be a Chair, a President (if the Board shall determine that the
President shall be a separate person from the Chair), one or more Vice Presidents, a Secretary and a
Treasurer. The corporation may also have, at the discretion of the Board, one or more Assistant
Secretaries, one or more Assistant Treasurers, and such other officers as may be elected or
appointed in accordance with the provisions of Section 3 of this Article 7. Any number of offices may
be held by the same person except as provided in these Bylaws and except that neither the Secretary
nor the Treasurer may serve concurrently as Chair or President. Unless and until such time as the
Board may determine that the President shall be a separate person from the Chair, the term
"President" as it appears in these Bylaws shall be deemed to mean the Chair.
SECTION 2. QUALIFICATION, ELECTION, AND TERM OF OFFICE
The officers of the corporation, except such officers as may be elected or appointed in accordance
with the provisions of Section 3 or Section 5 of this Article 7, shall be chosen annually by, and shall
serve at the pleasure of, the Board, and shall hold their respective offices until their resignations,
removal, or other disqualification from service, or until their respective successors shall be elected.
SECTION 3. SUBORDINATE OFFICERS
The Board may elect, and may empower the President to appoint, such other officers as the business
of the corporation may require, each of whom shall hold office for such period, have such authority
and perform such duties as are provided in these Bylaws or as the Board may from time to time
determine.
SECTION 4. REMOVAL AND RESIGNATION
Any officer may be removed, either with or without cause, by a majority vote of the Board of Directors,
at any time or, in the case of an officer chosen by the Board, by any officer upon whom such power of
removal may be conferred by the Board.
Any officer may resign at any time by giving written notice to the Board of Directors or to the
President or Secretary of the corporation, but without prejudice to the rights, if any, of the corporation
under any contract to which the officer is a party. Any such resignation shall take effect at the date of
the receipt of such notice or at any later time specified therein and, unless otherwise specified therein,
the acceptance of such resignation shall not be necessary to make it effective.
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SECTION 5. VACANCIES
Any vacancy caused by the death, resignation, removal, disqualification, or otherwise, of any officer
shall be filled by the Board of Directors as they occur and not on an annual basis. In the event of a
vacancy in any office other than that of President, such vacancy may be filled temporarily by
appointment by the President until such time as the Board shall fill the vacancy. Vacancies occurring
in offices of officers appointed at the discretion of the board may or may not be filled as the board
shall determine.
SECTION 6. DUTIES OF PRESIDENT
If the Chair of the Board is not determined by the Board to be a different person from the President,
the President shall act as the Chair of the Board and shall be the general manager and chief
executive officer of the corporation and has, subject to the control of the Board, general supervision,
direction and control of the business and officers of the corporation.
Except as otherwise expressly provided by law, by the Articles of Incorporation, or by these Bylaws,
he or she shall, in the name of the corporation, execute such deeds, mortgages, bonds, contracts,
checks, or other instruments which may from time to time be authorized by the Board of Directors.
SECTION 7. DUTIES OF VICE PRESIDENT
In the absence or disability of the President, the Vice President, if any be appointed, in order of their
rank as fixed by the Board, or, if not ranked, the Vice President designated by the Board, shall
perform all the duties of the President and, when so acting, shall have all the powers of, and be
subject to all the restrictions upon, the President. The Vice President shall have such other powers
and perform such other duties as from time to time may be prescribed for them respectively by the
Board.
SECTION 8. DUTIES OF SECRETARY
The Secretary shall keep or cause to be kept, at the principal office or such other place as the Board
may order, a book of minutes of all meetings of the Board and its committees, with the time and place
of holding, whether regular or special, and if special, how authorized, the notice thereof given, the
names of those present at Board and committee meetings, and the proceedings thereof.
The Secretary shall keep, or cause to be kept, at the principal office in the State of California the
original or a copy of the corporation’s Articles and Bylaws, as amended to date.
The Secretary shall give, or cause to be given, notice of all meetings of the Board and any
committees thereof required by these Bylaws or by law to be given, shall keep the seal of the
corporation in safe custody, and shall have such other powers and perform such other duties as may
be prescribed by the Board.
SECTION 9. DUTIES OF TREASURER
The Treasurer is the chief financial officer of the corporation and shall keep and maintain, or cause to
be kept and maintained, adequate and correct accounts of the properties and business transactions of
the corporation. The books of account shall at all times be open to inspection by any director.
The Treasurer shall deposit all monies and other valuables in the name and to the credit of the
corporation with such depositories as may be designated by the Board. The Treasurer shall disburse
the funds of the corporation as may be ordered by the Board, shall render to the President and the
directors, whenever they request it, an account of all transactions as Treasurer and of the financial
condition of the corporation, and shall have such other powers and perform such other duties as may
be prescribed by the Board.
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SECTION 10. EXECUTIVE DIRECTOR
The corporation may employ an executive director who shall be chief administrator of the staff of the
corporation. The executive director shall report to the Board President and the Board of Directors and
is responsible for carrying out the policies and programs of the corporation.
SECTION 11. STAFF
All employees of the corporation shall be designated as staff members.
SECTION 12. STAFF BENEFITS
The executive director, if employed, is delegated the responsibility to develop recommendations on all
matters relating to staff wages, hours, benefits and working conditions. All such recommendations
shall be reviewed and reported to the President and shall be subject to confirmation or rejection by the
Board of Directors.
ARTICLE 8
COMMITTEES
SECTION 1. EXECUTIVE COMMITTEE
The Board of Directors may, by a majority vote of directors, designate two (2) or more of its members
(who may also be serving as officers of this corporation) to constitute an Executive Committee and
delegate to such Committee any of the powers and authority of the board in the management of the
business and affairs of the corporation, except with respect to:
(a) The approval of any action which, under law or the provisions of these Bylaws, requires the
approval of the members or of a majority of all of the members.
(b) The filling of vacancies on the board or on any committee which has the authority of the board.
(c) The fixing of reimbursement of expenses of a director, except that all board members shall
otherwise serve without compensation.
(d) The amendment or repeal of Bylaws or the adoption of new Bylaws.
(e) The amendment or repeal or any resolution of the board which by its express terms is not so
amendable or repealable.
(f) The appointment of committees of the board or the members thereof.
(g) The approval of any self-dealing transaction, as such transactions are defined in Section 5233 of
the California Nonprofit Public Benefit Corporation Law.
By a majority vote of its members then in office, the board may at any time revoke or modify any or all
of the authority so delegated, increase or decrease but not below two (2) the number of its members,
and fill vacancies therein from the members of the board. The Committee shall keep regular minutes
of its proceedings, cause them to be filed with the corporate records, and report the same to the board
from time to time as the board may require.
SECTION 2. OTHER COMMITTEES
The corporation shall have such other committees as may from time to time be designated by
resolution of the Board of Directors. The Board shall have the power to prescribe the manner in which
proceedings of any such committee shall be conducted. Such other committees may consist of
persons who are not also members of the board. These additional committees shall act in an advisory
capacity only to the board and shall be clearly titled as "advisory" committees.
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SECTION 3. MEETINGS AND ACTION OF COMMITTEES
Meetings and action of committees shall be governed by, noticed, held and taken in accordance with
the provisions of these Bylaws concerning meetings of the Board of Directors, with such changes in
the context of such Bylaw provisions as are necessary to substitute the committee and its members
for the Board of Directors and its members, except that the time for regular meetings of committees
may be fixed by resolution of the Board of Directors or by the committee. The time for special
meetings of committees may also be fixed by the Board of Directors. The Board of Directors may also
adopt rules and regulations pertaining to the conduct of meetings of committees to the extent that
such rules and regulations are not inconsistent with the provisions of these Bylaws.
ARTICLE 9
EXECUTION OF INSTRUMENTS, DEPOSITS AND FUNDS
SECTION 1. EXECUTION OF INSTRUMENTS
The Board of Directors, except as otherwise provided in these Bylaws, may by resolution authorize
any officer or agent of the corporation to enter into any contract or execute and deliver any instrument
in the name of and on behalf of the corporation, and such authority may be general or confined to
specific instances. Unless so authorized, no officer, agent, or employee shall have any power or
authority to bind the corporation by any contract or engagement or to pledge its credit or to render it
liable monetarily for any purpose or in any amount.
SECTION 2. CHECKS AND NOTES
Except as otherwise specifically determined by resolution of the Board of Directors, or as otherwise
required by law, checks, drafts, promissory notes, orders for the payment of money, and other
evidence of indebtedness of the corporation shall be signed by the Treasurer and countersigned by
the President of the corporation.
SECTION 3. DEPOSITS
All funds of the corporation shall be deposited from time to time to the credit of the corporation in such
banks, trust companies, or other depositories as the Board of Directors may select.
SECTION 4. GIFTS
The Board of Directors may accept on behalf of the corporation any contribution, gift, bequest, or
devise for the charitable or public purposes of this corporation.
ARTICLE 10
OTHER PROVISIONS
SECTION 1. ENDORSEMENT OF DOCUMENTS; CONTRACTS.
Subject to the provisions of applicable law, any note, mortgage, evidence of indebtedness, contract,
conveyance or other instrument in writing and any assignment or endorsement thereof executed or
entered into between the corporation and any other person, when signed by the Chair of the Board,
the President or any Vice President and the Secretary, the Treasurer or any Assistant Treasurer of
the corporation shall be valid and binding on the corporation in the absence of actual knowledge on
the part of the other person that the signing officer has no authority to execute the same. Any such
instruments may be signed by any other person or persons and in such manner as from time to time
shall be determined by the Board, and, unless so authorized by the Board, no officer, agent or
employee shall have any power or authority to bind the corporation by a contract or engagement or to
pledge its credit or to render it liable for any purpose or amount.
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SECTION 2. REPRESENTATIONS OF SHARES OF OTHER CORPORATIONS.
The President or any other officer or officers authorized by the Board or by the President are each
authorized to vote, represent and exercise on behalf of the corporation all rights incident to any and all
shares of any other corporation or corporations standing in the name of the corporation. The authority
herein granted may be exercised either by any such officer in person or by any other person
authorized to do so by proxy or power of attorney duly executed by said officer.
SECTION 3. CONSTRUCTION AND DEFINITIONS.
Unless the context otherwise requires, the general provisions, rules of construction and definitions
contained in the General Provisions of the California Nonprofit Public Benefit Corporation Law shall
govern the construction of these Bylaws.
ARTICLE 11
CORPORATE RECORDS, REPORTS AND SEAL
SECTION 1. MAINTENANCE OF CORPORATE RECORDS
The corporation shall keep at its principal office in the State of California:
(a) Minutes of all meetings of directors, committees of the board indicating the time and place of
holding such meetings, whether regular or special, how called, the notice given, and the names of
those present and the proceedings thereof;
(b) Adequate and correct books and records of account, including accounts of its properties and
business transactions and accounts of its assets, liabilities, receipts, disbursements, gains and losses;
(c) A copy of the corporation's Articles of Incorporation and Bylaws as amended to date, which shall
be open to inspection by the members, if any, of the corporation at all reasonable times during office
hours.
SECTION 2. CORPORATE SEAL
The Board of Directors may adopt, use, and at will alter, a corporate seal. Such seal shall be kept at
the principal office of the corporation. Failure to affix the seal to corporate instruments, however, shall
not affect the validity of any such instrument.
SECTION 3. DIRECTORS' INSPECTION RIGHTS
Every director shall have the absolute right at any reasonable time to inspect and copy all books,
records and documents of every kind and to inspect the physical properties of the corporation.
SECTION 4. RIGHT TO COPY AND MAKE EXTRACTS
Any inspection under the provisions of this Article may be made in person or by agent or attorney and
the right to inspection includes the right to copy and make extracts.
SECTION 5. ANNUAL REPORT
The board shall cause an annual report to be furnished not later than one hundred and twenty (120)
days after the close of the corporation's fiscal year to all directors of the corporation which report shall
contain the following information in appropriate detail:
(a) The assets and liabilities, including the trust funds, of the corporation as of the end of the fiscal
year;
(b) The principal changes in assets and liabilities, including trust funds, during the fiscal year;
(c) The revenue or receipts of the corporation , both unrestricted and restricted to particular purposes,
for the fiscal year;
(d) The expenses or disbursements of the corporation, for both general and restricted purposes,
during the fiscal year;
(e) Any information required by Section 7 of this Article.
Page 168 of 365
5Cities Homeless Coalition Bylaws Amended July 19 2021 Page 15 of 16
The annual report shall be accompanied by any report thereon of independent accountants, or, if
there is no such report, the certificate of an authorized officer of the corporation that such statements
were prepared without audit from the books and records of the corporation.
SECTION 6. ANNUAL STATEMENT OF SPECIFIC TRANSACTIONS
This corporation shall mail or deliver to all directors a statement within one hundred and twenty (120)
days after the close of its fiscal year which briefly describes the amount and circumstances of any
indemnification or transaction of the following kind:
(a) Any transaction in which the corporation, or its parent or its subsidiary, was a party, and in which
either of the following had a direct or indirect material financial interest:
(1) Any director or officer of the corporation, or its parent or subsidiary (a mere common directorship
shall not be considered a material financial interest); or
(2) Any holder of more than ten percent (10%) of the voting power of the corporation, its parent or its
subsidiary.
The above statement need only be provided with respect to a transaction during the previous fiscal
year involving more than FIFTY THOUSAND DOLLARS ($50,000) or which was one of a number of
transactions with the same persons involving, in the aggregate, more than FIFTY THOUSAND
DOLLARS ($50,000).
Similarly, the statement need only be provided with respect to indemnifications or advances
aggregating more than TEN THOUSAND DOLLARS ($10,000) paid during the previous fiscal year to
any director or officer, except that no such statement need be made if such indemnification was
approved by the members pursuant to Section 5238(e)(2) of the California Nonprofit Public Benefit
Corporation Law.
Any statement required by this Section shall briefly describe the names of the interested persons
involved in such transactions, stating each person's relationship to the corporation, the nature of such
person's interest in the transaction and, where practical, the amount of such interest, provided that in
the case of a transaction with a partnership of which such person is a partner, only the interest of the
partnership need be stated.
ARTICLE 12
FISCAL YEAR
SECTION 1. FISCAL YEAR OF THE CORPORATION
The fiscal year of the corporation shall begin on July 1 and end on June 30 in each year.
ARTICLE 13
AMENDMENT OF BYLAWS
SECTION 1. AMENDMENT
These bylaws may be adopted, amended or repealed by the vote of a majority of the directors then in
office. Such action is authorized only at a duly called and held meeting of the Board of Directors for
which written notice of such meeting, setting forth the proposed bylaw revisions with explanations
therefore, is given in accordance with these bylaws, unless such notice is waived in accordance with
these bylaws. If any provision of these bylaws requires the vote of a larger proportion of the Board
than is otherwise required by law, that provision may not be altered, amended, or repealed except by
that greater vote.
Page 169 of 365
Page 170 of 365
Page 171 of 365
Page 172 of 365
2022-23
5Cities Homeless Coalition
Board of Directors
Ken Dalebout, President
Linda Pierce, Vice President
Mariam Shah, Vice President
Brad Wilbert, Secretary
Paul Jarvis, Treasurer
Nancy Allison
Peggy Coon
Pat Cusack
Kassi Dee
Chief Mike Martinez
Donna Milne
Lisa Murdoch
Jane Renahan
Adam Verdin
Executive Director
Janna Nichols
Janna.Nichols@5chc.org
www5CHC.org
P.O. Box 558
100 S. 4th Street
Grover Beach, CA 93483
Office (805) 574-1638
Fax (805) 668-2380
5Cities Homeless Coalition
A 501(c)(3) Nonprofit Corporation
ID #27-041359
5cities homeless coalition
Page 173 of 365
5 c i t i e s h o m e l e s s c o a l i t i o n
5Ci$es Homeless Coali$on
Board of Directors
Ken Dalebout, President
Linda Pierce, Vice President
Mariam Shah, Vice President
Brad Wilbert, Secretary
Paul Jarvis, Treasurer
Nancy Allison
Peggy Coon
Pat Cusack
Kassi Dee
Mike Mar$nez
Donna Milne
Lisa Murdoch
Jane Renahan
Adam Verdin
Execu$ve Director
Janna Nichols
Janna.Nichols@5chc.org
www5CHC.org
P.O. Box 558
Grover Beach, CA 93483
Office (805) 574-1638
Fax (805) 668-2380
5Cities Homeless Coalition
A 501(c)(3)
Nonprofit Corpora$on
ID #27-041359
Re: Authorization To Request Grant Funds
This is to certify that Board President Kenneth Dalebout and/or
Executive Director Janna Nichols are authorized to request grant
funds through the County of San Luis Obispo 2023 Action Plan for
the following funding sources: CDBG, ESG, PLHA.
This is to certify that the foregoing is true and duly adopted by the
Board of Directors of said corporation on the date set forth below.
Dated: Oct 11, 2022
Brad Wilbert,
Board Secretary
Officer of the Corporation
Page 174 of 365
5CHC Board
of Directors
Stratgeic
Plan
Executive
Committtee
Executive
Director
Housing Program
Manager
Housing
Rapid
Re-Housing
Homeless
Prevention
Youth
Outreach &
Case
Management
Host
Home
Transitional
Housing &
Case Mgmt
Benefit
Aqcuistiion &
Advocacy
Care
Coordination
CAL AIM
Coordinated
Entry
Information &
Referral
Diversion
Immediate
Needs
Shelter & Outreach
Program Manager
Shelter
Non-Congreagagte
Emergency Shelter
Longbranch
Barca Street Project
Warming Center
Safe Parking
Outreach
Encampment
Jail to
Community
Associate
Director
Grants
Develpment &
Management
Donor Tracking
Corporate and
Foundation Gifts
Donor
Communications &
Social Media
Fundraising
Events
Volunteer
Recruitment
Human
Resources
Accounting
Data Management
& Reporting
Fund
Development
Committee
Marketing
Copmmittee Program
Committee
Facilitty
Committee
5Cities Homeless Coalition
Organization Chart 2022-23
Executive Director Janna Nichols - Bilingual
Supportive Services for Veteran Families Program – Good Samaritan Shelter Employees Good Samaritan Shelter Staff
Associate Director Devon McQuade
Development & Communications Coordinator/Volunteer Coordinator Aidan Beals
Data Specialist Jim Gausling
Business Operations Specialist – Grant Management Amy Sheppard
Business Operations Specialist - Bookkeeper Amber Glabere
Accountant - Contract Burkart & Stevens
Business Operations Specialist – HR & Administration Jessie Sawyers
Business Operations Assistant – Donor Tracking & Communications Julie Burns
Business Operations Assistant Vacant
Shelter & Outreach Program Manager Jorge Gonzales- Bilingual
Outreach & Shelter Case Manager Sergio Ahumada- Bilingual
Outreach & Shelter Case Manager Laura Lewis
Outreach & Shelter Case Manager Charmain Navarette- Bilingual
Outreach & Shelter Case Manager Rachel Perey
Housing Program Manager Michael Azevedo
Benefits Advocate – Case Manager Amelia Stephens
Yourh Program Case Manager Vacant
Case Manager –Housing Case Manager Ben Alonso- Bilingual
Case Manager –Housing Case Manager Heather Miller
Case Manager –Housing Case Manager Janet Rivas- Bilingual
Coordinated Entry Resource & Referral Specialist T.J. Robinson
Coordinated Entry Resource & Referral Specialist Dolores Ruiz- Bilingual
Pale Color = Programs
Under Consideration
Or In Development
Page 175 of 365
PO Box 1930
Newport, Oregon 97365
Prepared by
Certified Public Accountant
DECEMBER 31, 2020
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
AUDITED FINANCIAL STATEMENTS
SIGNE GRIMSTAD
530 NW 3rd Street
Page 176 of 365
Ken Dalebout President
Linda Pierce Vice President
Brad Wilbert Secretary
Paul Jarvis Treasurer
Nancy Allison Director
Peggy Coon Director
Pat Cusack Director
Judith Higgins Director
Pastor David Hutsko Director
Chief Jake Miller Director
Jane Renahan Director
Amy Taylor Director
Mike Wooten Director
Janna Nichols Executive Director
Charlotte Alexander Director of Operations
Grover Beach, California 93483
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
BOARD OF DIRECTORS
STAFF
ADDRESS
PO Box 558
100 S. 4th Street
Page 177 of 365
INTRODUCTORY SECTION
Title page
Board of Directors
Table of Contents
FINANCIAL SECTION Page
Independent Auditor's Report 1-2
Statement of Financial Position 3
Statement of Activities 4
Statement of Functional Expenses for Program and Support Services 5
Statement of Cash Flows 6
Notes to the Financial Statements 7-18
5CITIES HOMELESS COALITION, INC.
Table of Contents
GROVER BEACH, CALIFORNIA
Page 178 of 365
1
INDEPENDENT AUDITOR’S REPORT
To the Board of Directors
5Cities Homeless Coalition, Inc.
PO Box 558
Grover Beach, California 93483
I have audited the accompanying financial statements of 5Cities Homeless Coalition, Inc.
(a nonprofit corporation), which comprise the statement of financial position as of
December 31, 2020, the related statements of activities, functional expenses, and cash
flows for the year then ended, and the related notes to the financial statements.
Management’s Responsibility for the Financial Statements
Management is responsible for the preparation and fair presentation of these financial
statements in accordance with accounting principles generally accepted in the United
States of America; this includes the design, implementation, and maintenance of internal
control relevant to the preparation and fair presentation of financial statements that are
free from material misstatement, whether due to fraud or error.
Auditor’s Responsibility
My responsibility is to express an opinion on these financial statements based on my
audit. I conducted my audit in accordance with auditing standards generally accepted in
the United States of America. Those standards require that I plan and perform the audit
to obtain reasonable assurance about whether the financial statements are free of
material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and
disclosures in the financial statements. The procedures selected depend on the auditor’s
judgment, including the assessment of the risks of material misstatement of the financial
statements, whether due to fraud or error. In making those risk assessments, the auditor
considers internal control relevant to the entity’s preparation and fair presentation of the
financial statements in order to design audit procedures that are appropriate in the
circumstances, but not for the purpose of expressing an opinion on the effectiveness of
the entity’s internal control. Accordingly, I express no such opinion. An audit also includes
evaluating the appropriateness of accounting policies used and the reasonableness of
significant accounting estimates made by management, as well as evaluating the overall
presentation of the financial statements.
I believe that the audit evidence I have obtained is sufficient and appropriate to provide a
basis for my audit opinion.
Page 179 of 365
5Cities Homeless Coalition, Inc.
May 18, 2021
2
Opinion
In my opinion, the financial statements referred to above present fairly, in all material respects, the
financial position of 5Cities Homeless Coalition, Inc. as of December 31, 2020, and the changes in its net
assets and its cash flows for the year then ended in accordance with accounting principles generally
accepted in the United States of America.
GRIMSTAD & ASSOCIATES
Signe Grimstad
Certified Public Accountant
Newport, Oregon
May 18, 2021
Signe Grimstad CPA
Page 180 of 365
Without Donor With Donor
Restrictions Restrictions Total
Assets
Current assets
Cash 189,159$ 7,500$ 196,659$
Grants receivable 420,666 - 420,666
Prepaid expenses 8,264 - 8,264
Deposits 7,646 - 7,646
Total current assets 625,735 7,500 633,235
Property and equipment
Property and equipment, at cost 1,004,835 - 1,004,835
Less: Accumulated depreciation (28,880) - (28,880)
Net fixed assets 975,955 - 975,955
Other assets
Deposits 500 - 500
Total other assets 500 - 500
Total assets 1,602,190$ 7,500$ 1,609,690$
Liabilities and net assets
Current liabilities
Accounts payable 31,022$ -$ 31,022$
Accrued wages 26,285 - 26,285
Accrued paid time off 10,807 - 10,807
Accrued interest 1,983 - 1,983
Deferred revenue 90,711 - 90,711
Notes payable, current portion 55,226 - 55,226
Total current liabilities 216,034 - 216,034
Long-term liabilities
Notes payable, long-term portion 182,274 - 182,274
Total long-term liabilities 182,274 - 182,274
Total liabilities 398,308 - 398,308
Net assets
Without donor restrictions 1,203,882 - 1,203,882
With donor restrictions -7,500 7,500
Total net assets 1,203,882 7,500 1,211,382
Total liabilities and net assets 1,602,190$ 7,500$ 1,609,690$
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
STATEMENT OF FINANCIAL POSITION
as of December 31, 2020
The accompanying notes are an integral part of these financial statements.
3Page 181 of 365
Without Donor With Donor
Restrictions Restrictions Total
Support:
Government grants 54,089$ -$ 54,089$
Foundation grants 87,944 -87,944
Contributions, individuals 320,368 -320,368
Contributions, businesses 59,471 -59,471
Contributions in-kind 131,957 -131,957
Total support 653,829 -653,829
Revenues:
Government contracts 791,481 -791,481
Special events 70,622 -70,622
Bank interest 16 - 16
Realized loss on sale of donated stocks (78)-(78)
Total revenues 862,041 -862,041
Total support and revenues 1,515,870 -1,515,870
Expenses:
Program services:
Housing support 373,187 -373,187
Immediate needs 43,667 -43,667
Homeless youth 83,210 -83,210
Benefits advocacy 64,925 -64,925
Warming center 64,703 64,703
Outreach and other 347,087 -347,087
Total program expenses 976,779 -976,779
Support services:
Management and general 163,363 -163,363
Fundraising 133,221 -133,221
Total expenses 1,273,363 -1,273,363
Change in net assets 242,507 -242,507
Net assets at beginning of fiscal year 971,297 7,500 978,797
Prior period adjustment (9,922) -(9,922)
Net assets at beginning of fiscal year, restated 961,375 7,500 968,875
Net assets at end of fiscal year 1,203,882$ 7,500$ 1,211,382$
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
STATEMENT OF ACTIVITIES
For the Year Ended December 31, 2020
The accompanying notes are an integral part of these financial statements.
4
Page 182 of 365
Housing Immediate Homeless Benefits Warming Outreach Management Fund-Total
Support Needs Youth Advocacy Center and Other Total and General raising Expenses
Salaries and wages 75,000$ -$ 31,000$ 51,300$ 24,184$ 177,335$ 358,819$ 118,336$ 41,945$ 519,100$
Payroll taxes 6,195 - 2,561 4,237 1,997 14,648 29,638 9,775 3,465 42,878
Health insurance 1,726 - 714 1,181 557 4,083 8,261 2,724 966 11,951
Workers' compensation 396 - 164 271 128 937 1,896 625 221 2,742
Total personnel costs 83,317 - 34,439 56,989 26,866 197,003 398,614 131,460 46,597 576,671
Accounting and auditing 1,003 1,003 1,003 1,003 1,003 1,003 6,018 4,435 1,504 11,957
Bank and merchant fees - - - - - - - 329 3,251 3,580
Dues and subscriptions - - - - - - - 330 - 330
Employee recruitment - - - - - 4,315 4,315 138 - 4,453
Eviction prevention 154,626 - 2,300 - - - 156,926 - - 156,926
Insurance 2,115 2,115 2,115 2,115 2,115 2,115 12,690 2,644 2,291 17,625
Interest 1,870 221 421 329 318 1,678 4,837 - - 4,837
Information technology - - - - - 4,333 4,333 1,238 619 6,190
Licenses and taxes - - - - - 20 20 2,067 - 2,087
Mileage - 37 25 - 10 52 124 1,008 - 1,132
Miscellaneous - - - - - - - 516 - 516
Occupancy 1,672 1,672 1,672 1,672 1,672 1,672 10,032 2,091 1,811 13,934
Office supplies - - - - - 8,284 8,284 1,788 446 10,518
Payroll service 717 - 297 491 231 1,696 3,432 1,132 402 4,966
Partner contracts - - 15,000 - - 11,800 26,800 - 2,500 29,300
Postage - - - - - 19 19 660 508 1,187
Printing and reproduction - - 38 - - 173 211 - 254 465
Rapid rehousing 109,417 - 23,520 - - - 132,937 - -132,937
Rent - - - - 6,000 41,914 47,914 3,926 5,093 56,933
Repairs and maintenance - - - - - 1,301 1,301 653 - 1,954
Software - - - - - 20 20 - 2,499 2,519
Special event direct costs - - - - - -- - 8,492 8,492
Staff development - - 54 - - 136 190 30 20 240
Supplies and equipment 16,124 36,293 - - 18,556 6,958 77,931 3,993 5,801 87,725
Website 200 200 200 200 200 200 1,200 - 1,818 3,018
Subtotal expenses 371,061 41,541 81,084 62,799 56,971 284,692 898,148 158,438 83,906 1,140,492
Contributions in-kind - - - - 5,606 60,269 65,875 2,267 55,504 123,646
Depreciation 2,126 2,126 2,126 2,126 2,126 2,126 12,756 2,658 2,303 17,717
Less special event direct costs - - - - - - - - (8,492) (8,492)
Total expenses 373,187$ 43,667$ 83,210$ 64,925$ 64,703$ 347,087$ 976,779$ 163,363$ 133,221$ 1,273,363$
Percent of total expenses 29.31%3.43%6.53%5.10%5.08%27.26%76.71%12.83%10.46%100.00%
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
STATEMENT OF FUNCTIONAL EXPENSES FOR PROGRAM AND SUPPORT SERVICES
For the Year Ended December 31, 2020
Support ServicesProgram Services
The accompanying notes are an integral part of these financial statements.
5
Page 183 of 365
Without Donor With Donor
Restrictions Restrictions Total
Cash flows from operating activities
Change in net assets 242,507$ -$ 242,507$
Adjustments to reconcile change in net assets
to net cash provided by operating activities:
Depreciation 17,717 - 17,717
Loss on sale of donated stocks 78 78
Donated stocks (8,311) (8,311)
Changes in operating assets and liabilities:
(Increase) decrease in:
Grants receivable (260,798) - (260,798)
Prepaid expenses (3,039) - (3,039)
Deposits (6) - (6)
Increase (decrease) in:
Accounts payable 29,196 - 29,196
Accrued wages 11,297 - 11,297
Accrued vacation 6,305 - 6,305
Accrued interest 1,983 1,983
Deferred revenue 52,107 - 52,107
Net cash provided by operating activities 89,036 - 89,036
Cash flows from investing activities
Purchases of fixed assets (105,952) - (105,952)
Proceeds from sales of donated stocks 8,233 8,233
Net cash used by investing activities (97,719) - (97,719)
Cash flows from financing activities
Bank line of credit proceeds 42,000 - 42,000
Bank line of credit payments (89,457) - (89,457)
Notes payable proceeds 237,500 - 237,500
Notes payable payments (50,000) - (50,000)
Net cash provided by financing activities 140,043 - 140,043
Net increase in cash and equivalents 131,360 - 131,360
Cash and cash equivalents at beginning of year 57,799 7,500 65,299
Cash and cash equivalents at end of year 189,159$ 7,500$ 196,659$
Supplementary cash flow disclosures
Cash paid for interest 2,854$
Schedule of noncash transactions:
In-kind contributions of stocks (8,311)$
Noncash investment in stocks 8,311
Net noncash transactions -$
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
STATEMENT OF CASH FLOWS
For the Year Ended December 31, 2020
The accompanying notes are an integral part of these financial statements.
6
Page 184 of 365
Note 1 - Description of Organization
Nature of operations
5Cities Homeless Coalition, Inc. (5CHC) is a California nonprofit corporation organized on March 3, 2009. 5CHC
works to transform lives in southern San Luis Obispo County, California, from the Cities of Avila Beach to Nipomo.
5CHC mobilizes community resources, fosters hope, and advocates for the homeless and those facing homeless-
ness with the vision of building an engaged community that fully understands the complexities of homelessness and
actively shares the responsibility of creating and implementing solutions to reduce it and shelter their neighbors. 5CHC
derives its revenue from government and other grants, contracts, contributions and fundraising.
Description of programs
Housing Support
The Housing Support Program serves those who are homeless or at risk of losing housing in San Luis Obispo County.
Case management, rental and deposit assistance, information and referral to community services, comprehensive
needs assessment, identification of barriers to success, and development of an immediate action plan. Those who
visit 5CHC's office are provided access to computer, internet, phone charging, mailing address, food and hygiene
supplies. The program also serves veterans who are homeless or at risk of losing housing through a joint effort with
Good Samaritan Shelter to provide supportive services for veteran families (SSVF). The United States Department of
Veterans Affairs provides funding for this program.
Immediate Needs
Assists homeless and low-income families and individuals who reside in southern San Luis Obispo County with funds
to address their immediate needs and move them to self-sufficiency, home stability, and economic improvement.
Assistance is used for utilities, fuel, auto repairs, food, clothing, and unpaid bills paid directly to applicable vendors
on behalf of program participants.
Homeless Youth
Matches a case manager with unaccompanied youth aged 16-24 to provide education, connection, and services such
as immediate needs, housing, and development of an individualized Action Plan to assist them in living independently,
maintaining steady employment, and continuing their education.
Benefits Advocacy
Those enrolled in 5CHC's case management are offered additional guidance and advocacy for obtaining and retaining
public benefits such as Supplemental Security Income (SSI), Social Security Disability Insurance (SSDI), CalFresh
and other assistance. Participants are encouraged to learn financial literacy and budgeting.
Warming Center
Provides an overnight warming center during the winter months when temperature predications are at or below 40
degrees or rain potential of 50% or more from November through April. Those staying at the warming center are
provided meals and laundry services and may arrive by 5pm and leave by 7am the next day.
Outreach and Other Programs
Provide coordinated entry into the homelessness support system that begins with conducting a comprehensive
assessment of needs, identification of barriers to success, and development of an immediate action plan for each
individual or family who requests assistance. 5CHC's staff serves as a source of information on available resources,
knowledge of county programs for the homeless, and referral services for those in need.
Management and General
Includes the functions necessary to maintain 5CHC's support program; ensure an adequate working environment;
provide coordination and articulation of 5CHC's program strategy through the office of the executive director; secure
proper administrative functioning of the board of directors; maintain competent legal services for the program admin-
istration of 5CHC; and manage the financial and budgetary responsibilities of 5CHC.
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
7Page 185 of 365
Note 1 - Description of Organization (continued)
Fundraising
Includes publicizing and conducting fundraising campaigns; maintaining donor lists; grant writing; conducting
special fundraising events; and other activities involved with soliciting contributions and grants from governments,
foundations, individuals, businesses, and others.
Note 2 - Significant Accounting Policies
5CHC prepares its financial statements in accordance with generally accepted accounting principles promulgated
in the United States of America (U.S.GAAP) for nonprofit entities. The significant accounting and reporting policies
used by 5CHC are described subsequently to enhance the usefulness and understandability of the financial
statements.
Basis of Accounting
The accompanying financial statements have been prepared on the accrual basis of accounting and, accordingly,
reflect all significant receivables, payables, and other accruals.
Use of estimates
The preparation of financial statements in conformity with U.S.GAAP requires management to make estimates and
assumptions that affect the reported amounts of assets and liabilities at the date of the financial statements and
the reported amounts of revenue and expenses during the reporting period. On an ongoing basis, 5CHC's manage-
ment evaluates the estimates and assumptions based upon historical experience and various other factors and
circumstances. 5CHC's management believes that the estimates and assumptions are reasonable in the circum-
stances; however, actual results could differ from those estimates.
Net assets
The financial statements report net assets and changes in net assets in two classes that are based upon the
existence or absence of restrictions on use that are placed by its donors, as follows:
Net assets without donor restrictions
Net assets without donor restrictions are resources available to support operations. The only limits on the use of
these net assets are the broad limits resulting from the nature of the organization, the environment in which it
operates, the purposes specified in its corporate documents and its application for tax-exempt status, plus any
limits resulting from contractual agreements with creditors and others that are entered into in the course of its
operations.
Net assets with donor restrictions
Net assets with donor restrictions are resources that are restricted by donors for use for specified purposes or in
certain future periods. Some donor-imposed restrictions are temporary in nature, and the restrictions expire when
the resources are used in accordance with the donor's instructions or when the stipulated time has passed. Other
donor-imposed restrictions are perpetual in nature; 5CHC must continue to use the resources in accordance with
the donors' instructions. Restricted support is recorded as an increase in unrestricted net assets if the restriction
expires in the reporting period in which the support is recognized.
When donors' restrictions are satisfied, either by using the resources in the manner specified by the donors or by
the passage of time, the expiration of the restrictions are reported in the financial statements by reclassifying the
net assets from net assets with donor restrictions to net assets without donor restrictions. Net assets restricted for
acquisition of buildings or equipment (or less commonly, the contribution of those assets directly) are reported as
net assets with donor restrictions until the specified assets are placed in service by 5CHC, unless the donors
provide more specific instructions about the period of the assets' use.
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
8
Page 186 of 365
Note 2 - Significant Accounting Policies (continued)
Classification of transactions
All revenues are reported as increases in net assets without donor restrictions in the statement of activities unless
any donor specified the use of the related resources for a particular purpose or in a future period. All expenses are
reported as decreases in net assets without donor restrictions. Net investment gains and losses are recorded as
increases or decreases, respectively, of restricted net assets until designated to be spent when they are recorded
as unrestricted net assets.
Cash and cash equivalents
Cash and cash equivalents include all cash balances on deposit with financial institutions and highly liquid
investments with a maturity of three months or less at the date of purchase.
Grants receivable and allowance for doubtful accounts
Receivables are accounted for on the accrual basis and become past due after 60 days. No allowance for
uncollectable accounts has been provided, as 5CHC typically collects all outstanding amounts. Grant receivables
are written off if all efforts at collection have failed and management determines that collection is unlikely.
Receivables older than 90 days totaled $65,266, at December 31, 2020.
Donations of property and equipment
Donations of property and equipment (long-lived assets) that do not have donor imposed stipulations about how
long the property must be used are recorded as unrestricted contributions in the fiscal year received.
Property and equipment
Purchases of fixed assets costing $2,500 or more are capitalized. Donated fixed assets valued at $2,500 or more
are capitalized and recorded at fair value at the time of receipt. Expenditures for major renewals and betterments
that extend the useful lives of property and equipment are capitalized. Expenditures for maintenance and repairs
are charged to expense as incurred. The cost and accumulated depreciation of property sold or retired is removed
from the related asset and accumulated depreciation accounts and any resulting gain or loss is recorded in the
fiscal year of disposal. Depreciation is calculated utilizing the straight-line method over the estimated useful lives
of the assets, that range from 5 to 10 years for furniture and equipment, 10 to 40 years for building and building
improvements.
Impairment of long-lived assets
Long-lived assets are reviewed for impairment whenever events or changes in circumstances indicate that the
carrying value may not be recoverable. Recoverability is measured by a comparison of the carrying amount of the
asset to the future net undiscounted cash flow expected to be generated and any estimated proceeds from the
eventual disposition. If any long-lived assets are considered to be impaired, the impairment to be recognized is
measured at the amount by which the carrying amount of the asset exceeds the fair value as determined from an
appraisal, discounted cash flow analysis or other valuation technique. There was no impairment loss recognized
during the year ended December 31, 2020.
Investments
Investments typically consist of donated, publicly traded securities with readily determinable fair values, presented
at fair value in the statement of financial position. Realized and unrealized gains and losses are included in the
change in net assets in the accompanying statement of activities. Donated securities are recorded at their fair
value on the date of donation which is the closing price per share per published stock market reports. Donated
securities are sold upon receipt to ensure the highest value of the security is received as intended by the donor(s).
Accounting for contributions
Contributions, including unconditional promises to give, are recognized when received. All contributions are
reported as increases in net assets without donor restrictions unless use of the contributed assets is specifically
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
9
Page 187 of 365
Note 2 - Significant Accounting Policies (continued)
Accounting for contributions (continued)
restricted by the donor. Amounts received that are restricted by the donor to use in future periods or for specific
purposes are reported as increases in net assets with donor restrictions. Unconditional promises with payments
due in future years have an implied restriction to be used in the year the payment is due, and therefore are
reported as restricted until the payment is due, unless the contribution is clearly intended to support activities of
the current fiscal year. Conditional promises, such as matching grants, are not recognized until they become
unconditional, that is, until all conditions on which they depend are substantially met.
Contributions in-kind
5CHC sometimes receives contributions in a form other than cash. Donated supplies are recorded as contributions
at the date of the gift and as expenses when the donated items are placed into service or distributed. If 5CHC
receives a contribution of land, buildings, or equipment, the contributed asset is recognized as an asset at its
estimated fair value at the date of the gift, provided that the value of the asset and its estimated useful life meets
5CHC's capitalization policy. Donated use of facilities is reported as contributions and as expenses at the
estimated fair value of similar space for rent under similar conditions. If the use of the space is promised uncon-
ditionally for a period greater than one year, the contribution is reported as a contribution and an unconditional
promise to give at the date of the gift, and the expense is reported over the term of use.
5CHC benefits from personal services provided by many volunteers. Those volunteers have donated regular amounts
of time and services in 5CHC's program operations and in its fundraising campaigns. However, the majority of the
contributed services do not meet the criteria for recognition in the financial statements. 5CHC records the fair value
of contributed services in the financial statements if the services either (a) create or enhance a nonfinancial asset
or (b) require specialized skills; are provided by persons possessing those skills; and would need to be purchased
if they were not donated as required by ASC 958.
Grant revenue
Grant revenue is recognized when the qualifying costs are incurred for cost-reimbursement grants or contracts or
when a unit of service is provided for performance grants. Grant revenue for federal agencies is subject to indepen-
dent audit under the Office of Management and Budget's audit requirements for federal awards and review by
grantor agencies. The review could result in the disallowance of expenditures under the terms of the grant or
reductions of future grant funds. Based on prior experience, 5CHC's management believes that costs ultimately
disallowed, if any, would not materially affect the financial position of the organization.
Expense recognition and allocation
The cost of providing 5CHC's programs and other activities is summarized on a functional basis in the statement
of functional expenses. Expenses that can be identified with a specific program or support service are charged
directly to that program or support service. Costs common to multiple functions have been allocated among the
various functions benefitted using a reasonable allocation method that is consistently applied, as follows:
Salaries, wages, benefits, and payroll taxes are allocated based on activity reports prepared by key personnel.
Occupancy costs such as utilities, depreciation, and interest are allocated based on the actual costs per
square foot for each program.
Insurance, some supplies and miscellaneous expenses that cannot be directly identified are allocated on the
basis of employee headcount for each program and supporting activity.
Every 3 years, or more often when new space or programs are added, the bases on which costs are allocated are
evaluated.
Management and general expenses include those costs that are not directly identifiable with any specific program,
but which provide for the overall support and direction of 5CHC.
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
10
Page 188 of 365
Note 2 - Significant Accounting Policies (continued)
Expense recognition and allocation (continued)
Fundraising costs are expensed as incurred, even though they may result in contributions received in future years.
5CHC generally does not conduct its fundraising activities in conjunction with its other activities. In the few cases
in which it does, such as when the annual report or donor acknowledgements contain requests for contributions,
joint costs are allocated between fundraising and management and general expenses in accordance with U.S.
GAAP for costs of activities that include fundraising.
Advertising costs
Advertising costs are recorded as expenses of the applicable program in the period incurred.
Income taxes
5CHC has been determined to be exempt from federal income tax under section 501(c)(3) of the Internal Revenue
Code, qualifies for the charitable contribution deduction under Section 170(b)(1)(A) and has been classified as an
organization other than a private foundation under Section 509(a)(2). With few exceptions, 5CHC is no longer
subject to U.S. federal and state income tax examinations by tax authorities for fiscal years before January 1, 2016.
The preparation of financial statements in conformity with U.S. GAAP requires 5CHC to report information regarding
its exposure to various tax positions taken by 5CHC. 5CHC has determined whether any tax positions have met the
recognition threshold and has measured any entity exposure to those tax positions. Management believes that all
relevant tax positions have been adequately addressed and that there are no unrecorded tax liabilities. Federal and
state tax authorities generally have the right to examine and audit the previous three years of tax returns filed.
Subsequent events
Management has evaluated subsequent events through May 18, 2021, which was the date the financial statements
were available to be issued.
Fair value measurements
FASB ASC 820, Fair Value Measurements and Disclosures, establishes a framework for measuring fair value. That
framework provides a fair value hierarchy that prioritizes the inputs to valuation techniques used to measure value.
The hierarchy gives the highest priority to unadjusted quoted prices in active markets for identical assets or liabil-
ities (Level 1 measurements) and the lowest priority to unobservable inputs (Level 3 measurements). The three levels
of the fair value hierarchy under FASB ASC 820 are described on the following page.
Level 1. Inputs to the valuation methodology are unadjusted quoted prices for identical assets or liabilities in active
markets that 5CHC has the ability to access.
Level 2. Inputs to the valuation methodology include quoted prices for similar assets or liabilities in active or
inactive markets, inputs other than quoted prices that are observable for the asset or liability, and inputs that are
derived principally from or corroborated by observable market data by correlation or other means. If the asset or
liability has a specified (contractual) term, the Level 2 input must be observable for substantially the full term of the
asset or liability.
Level 3. Inputs to valuation methodology are unobservable and significant to the fair value measurement.
5CHC did not have any assets or liabilities using Level 3 valuation methodology.
The primary uses of fair value measures in 5CHC's financial statements are as follows:
Initial measurement of in-kind contributions including donated public securities.
Change in accounting principles
FASB is the Financial Accounting Standards Board and ASU is Accounting Standards Update.
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
11
Page 189 of 365
Change in accounting principles (continued)
5CHC implemented FASB ASU No. 2016-01 - Financial Instruments-Overall (Subtopic 825-10): Recognition and
Measurement of Financial Assets and Financial Liabilities in the current year. This ASU did not have an effect on
5CHC's financial statements since the required disclosures are made annually.
5CHC implemented FASB ASU No. 2016-18 - Statement of Cash Flows (Topic 230): Restricted Cash in the
current year which added a column on the statement of cash flows for restricted cash activity.
5CHC implemented FASB ASU No. 2014-09 - Revenue from Contracts With Customers (Topic 606). This ASU
did not have an effect on 5CHC's financial statements.
5CHC implemented FASB ASU No. 2018-08 - Revenue Clarifying the Scope and the Accounting Guidance for
Contributions Received and Contributions Made (Topic 958). This ASU did not have an effect on 5CHC's financial
statements.
Note 3 - Liquidity and Availability
Financial assets available for general expenditure, that is, without donor or other restrictions limiting their use,
within one year of December 31, 2020 are:
Financial assets:Amount
Cash 196,659$
Grants receivable 420,666
Prepaid expenses 8,264
Deposits 7,646
Total financial assets 633,235
Less financial assets held to meet donor-imposed restrictions:
Restricted cash 7,500
Total restricted financial assets 7,500
Amount available for general expenditures within one year 625,735$
Restricted cash of $7,500 is not available for general operations, rather it is restricted for a specific purpose.
The deposits are rental deposits and will be returned to 5CHC in 2021, and, accordingly are included in the
amount available for general expenditures in the next year.
5CHC also has a bank line of credit of $125,000 for cash flow purposes if grants receivable continue to be
collected slowly during the pandemic.
Note 4 - Cash
Cash and money market funds are held in separate bank and investment accounts. All cash deposits were
insured by federal depository insurance at December 31, 2020, and consisted of the following:
Bank Books
SESLOC Credit Union money market 100,016$ 100,016$
SESLOC Credit Union share account 5 5
Mechanics Bank operations 112,560 95,411
Mechanics Bank programs 1,202 1,027
Petty cash - 200
Subtotal cash in banks and on hand 213,783 196,659
Less restricted cash - 7,500
Total operating cash 213,783$ 189,159$
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
GROVER BEACH, CALIFORNIA
5CITIES HOMELESS COALITION, INC.
Balance per
12
Page 190 of 365
Note 5 - Concentrations
Concentrations of grants receivable at December 31, 2020 are as follows:
Amount % of Total
San Luis Obispo County (all grants)364,086$ 86.55%
City of Grover Beach (CDBG)42,591 10.12%
All other 13,989 3.33%
Total accounts receivable 420,666$ 100.00%
Concentrations of support and revenues for the year ended December 31, 2020 are as follows:
Amount % of Total
San Luis Obispo County (all grants)580,816$ 38.32%
City of Grover Beach (all grants)181,032 11.94%
Other government contracts 29,633 1.95%
Other grants 142,033 9.37%
Contributions (individuals and businesses)379,839 25.06%
Contributions in-kind 131,957 8.71%
Other 70,560 4.65%
Total support and revenues 1,515,870$ 100.00%
Note 6 - Prepaid Expenses and Deposits
Prepaid expenses and deposits consisted of the following at December 31, 2020:
Prepaid expenses:Amount
Prepaid employee benefits 3,446$
Prepaid rent 4,306
Prepaid property taxes 512
Total prepaid expenses 8,264$
Deposits:
Former office deposit (to be refunded in 2021)7,146$
Warming Center deposit (to be refunded in 2021)500
Subtotal current deposits 7,646
WEX Bank, gas credit card deposit (long-term)500
Total deposits 8,146$
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
13
Page 191 of 365
Note 7 - Property and Equipment
Property and equipment activity for the fiscal year ended December 31, 2020, is detailed in the following
schedule.
Beginning Ending
Property and equipment:Balance Additions Disposals Balance
Land 350,000$ -$ -$ 350,000$
Building 525,500 - - 525,500
Improvements - 97,759 - 97,759
Vehicles 15,248 - - 15,248
Equipment 8,135 8,193 - 16,328
Fixed assets at cost 898,883 105,952 - 1,004,835
Less: Accumulated depreciation 11,163 17,717 - 28,880
Net fixed assets 887,720$ 88,235$ -$ 975,955$
Note 8 - Investments
Investment activity for the year ended December 31, 2020 is detailed below.
Cost Sale Realized Fair Value
Donated stocks Basis Proceeds Gain(loss)Level
Abbott Labs, 54 shares, 12/2/2020 5,840$ 5,736$ (104)$ 1
Abbott Labs, 23 shares, 12/23/2020 2,471 2,497 26 1
Total 8,311$ 8,233$ (78)$
The stocks were held long enough to sell, accordingly, no other investment income was earned. See Note 14
on in-kind contributions. The above stocks are considered fair value level 1 investments. See Note 2 on pages
10-11 for more details. In brief, the stocks were valued for cost basis at the closing stock market price on the
dates of donation.
Note 9 - Deferred Revenue
Deferred revenue consists of payments received from area governments for contracts that have not yet been
earned. Deferred revenue is moved to contract revenue once the funds are earned. Deferred revenue for the
year ended December 31, 2020 consisted of the following:
Deferred revenue
Vendor, Program Program Amount
City of Arroyo Grande, Warming Center 444$
City of Pismo Beach, operations 15,000
Emergency Food and Shelter National Board Program (EFSP)
Coronavirus Aid, Relief, and Economic Security (CARES) Act 188$
EFSP 3,087 3,275
San Luis Obispo County
Community Based Organization (CBO), Preventive Health Grant 21,411
Bank of the Sierra, COVID-19 4,719
Hoag Foundation, operations 8,750
Community Foundation of San Luis Obispo County (CFSLOCo)
Eviction Prevention (EP)9,319
Adult Health 17,000
Opportunity to Thrive grant program 4,078
Community Needs 3,715 34,112
Central Coast Funds for Children grant (CCFC)3,000
Total deferred revenue 90,711$
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
14
Page 192 of 365
Note 10 - Bank Line of Credit
5CHC has a $125,000 line of credit with Mechanics Bank at prime plus 2.75% or 8.25% in 2020. The line of
credit matures on July 9, 2020, and is secured by all assets of 5CHC. Interest expense on the line of credit
totaled $1,505 for 2020 including an annual loan fee of $750. There was no outstanding balance on the credit
line at December 31, 2020 and activity for the line during 2020 is as follows:
Beginning Ending
Balance Borrowed Repaid Balance
Bank line of credit activity 47,457$ 42,000$ (89,457)$ -$
Note 11 - Notes Payable
Notes payable consisted of the following at December 31, 2020:
Amount
Note payable to Mechanics Bank for the Paycheck Protection Program loan
sponsored by the U.S. Small Business Administration (SBA), dated April 24,
2020, payments begin in 2021 unless the forgiveness application is successful,
matures April 24, 2024, repayable in 18 monthly payments of principal plus
interest at 1%, totaling $4,924, unsecured. See Note 20.87,500$
Note payable to the SBA for Economic Disaster Injury Loan (EIDL) of $150,000,
dated September 1, 2020, matures September 1, 2050 when all outstanding
total $641 and begin on September 1, 2021. Secured by all assets of 5CHC and
interest expense includes a $100 lien filing fee.150,000
Total notes payable 237,500
Less current portion 55,226
Long-term portion 182,274$
Notes payable maturities are as follows:
Year ending December 31,Amount
2021 55,226$
2022 33,145
2023 3,637
2024 3,738
2025 3,949
Thereafter 137,805
Total Notes payable 237,500$
Note 12 - Net Assets With Donor Restrictions
Net assets with donor restrictions activity for the year ended December 31, 2020, is as follows:
Beginning Ending
Donor and restriction:Balance Received Released Balance
New Life Community Church of the Nazarene
for 100 S. 4th Street 2,500$ -$ -$ 2,500$
California Fine Wine for 100 S. 4th Street 5,000 -- 5,000
Total 7,500$ -$ -$ 7,500$
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
15
Page 193 of 365
Note 13 - Special Events
5CHC held four special events during 2020 as detailed below. Special event revenue excludes contributions
generated by the events which totaled an additional $10,126, presented in individual contributions on the
accompanying statement of activities.
Event Direct Net
Special events:Revenue Costs Income
Empty Bowls 43,570$ 6,533$ 37,037$
Fin's Fiesta and Fin's Giving Tuesday 20,547 806 19,741
Hope for Homeless Golf Tour 14,997 1,153 13,844
Total special events 79,114$ 8,492$ 70,622$
Note 14 - Contributions In-kind
5CHC received in-kind contributions from many donors during the year ended December 31, 2020 as listed
below.
In-kind contribution:Amount
Special events auction items and supplies 55,504$
Donated stocks (see Note 8 for details)8,311
Warming Center blankets and other items 5,606
Other program supplies 60,269
Operating supplies 2,267
Total in-kind contributions income 131,957
Less donated stocks capitalized as investments (8,311)
Total in-kind contributions expense 123,646$
In addition to the above in-kind contributions, 141 volunteers provided 1,750 hours of work valued at $52,413 for
the year ended December 31, 2020. These services did not meet the criteria for recognition in these financial
statements as described in Note 2.
Note 15 - Revenue from Contracts
Disaggregation of revenue
5CHC is awarded contracts from local government agencies for provision of services to individuals and families
who are homeless, are facing homelessness, or require support to remain housed in south San Luis Obispo
County. Support, such as grants and contributions, are received and recorded as income when received since
they are not contracts with performance obligations.
Type of income:Amount % of Total
Contracts 791,481$ 52.21%
Grants and contributions 653,829 43.13%
Other revenue 70,560 4.66%
Total support and revenue 1,515,870$ 100.00%
Grant receivables
Grant receivables on the accompanying statement of financial position records amounts owed for contracts
that are either not yet completed or not yet paid for in full. Grant receivables for 2020 are as follows:
Grant receivables beginning balance 159,868$
Grant receivables ending balance 420,666
Amount of change 260,798
Percent change 163%
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
16
Page 194 of 365
Note 15 - Revenue from Contracts (continued)
Deferred revenue
All of the revenue deferred received last year for unearned contract revenue was earned in 2020 as follows:
Beginning Ending
Balance Received Earned Balance
Deferred revenue from contracts 38,604$ 90,711$ (38,604)$ 90,711$
See Note 9 for deferred revenue detail.
Performance obligations
Contracts generally run for one fiscal year, some longer. All contracts are invoiced to funders as services are
provided and revenue is earned, typically on a monthly basis. Contract revenue that has not been recognized
at December 31, 2020 was approximately $2,123,026. Of these remaining performance obligations, 5CHC
expects to recognize revenue of 57% of this balance over the next twelve months and 43% thereafter.
Other revenue and cost of revenue
Other revenue is primarily special events revenue as detailed in Note 13 along with direct costs of special events.
The remaining revenue is interest income and investment loss.
Note 16 - Operating Leases
5CHC leases office and Warming Center space under operating leases that mature in 2021. Rent Expense for
the year ended December 31, 2020 totaled $56,933 for these leases as presented in the accompanying state-
ment of functional expenses. Future lease maturities total $16,306 to be paid for rent in 2021, with $4,306 due
for office rent and $12,000 for Warming Center rent.
Note 17 - Concentrations of Risk
Amounts held in financial institutions may at times be in excess of the Federal Deposit Insurance Corporation
and Securities Investor Protection Corporation limits during the year. 5CHC deposits its cash with high quality
financial institutions and management believes 5CHC is not exposed to significant credit risk on those amounts.
The majority of 5CHC's grants and contracts are received from governmental agencies and foundations. As such,
5CHC's ability to generate resources via grants and contributions is dependent upon the economic health of the
governmental agencies and area foundations. An economic downturn could cause a decrease in grants and
contributions that coincides with an increase in demand for 5CHC's services.
Note 18 - Commitments
5CHC has a contract with a construction company for roof, windows, and renovations to its building at
100 S. 4th Street for $50,134. The contract balance at December 31, 2020 was $27,145. Of this amount
$12,459 is accrued as accounts payable and $14,686 will be completed in 2021.
Note 19 - Prior Period Adjustments
Prior period adjustments were necessary to correct the beginning balance of net assets including restricted
contributions recorded as restricted net assets and as unrestricted deferred revenue, plus the omission of 2019
accruals such as prepaid health insurance, accrued wages and paid-time off. Adjustments to the beginning
balance of net assets for these prior year accruals are detailed in the following schedule:
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
17
Page 195 of 365
Note 19 - Prior Period Adjustments (continued)
Prior period adjustments:Unrestricted Restricted Total
Net assets beginning balance at January 1, 2020 971,297$ 7,500$ 978,797$
Reclass restricted net assets from
deferred revenue at year-end 2019 7,500 - 7,500
Record January 2020 health insurance as
prepaid expenses at year-end 2019 2,068 - 2,068
Record accrued wages at year-end 2019 (14,988) - (14,988)
Record paid time off at year-end 2019 (4,502) - (4,502)
Total prior period adjustments (9,922) - (9,922)
Net assets beginning balance, restated 961,375$ 7,500$ 968,875$
Note 20 - Subsequent Events
Funding
The following grants and contracts were awarded or renewed by 5CHC's current funders for one or more
fiscal years beginning after December 31, 2020:
Contracts Amount
CAPSLO for various programs 507,811$
City of Grover Beach, Community Development Block Grant 187,301
San Luis Obispo County, various programs 1,332,003
Good Samaritan, Supportive Services for Veterans Families 31,023
Local Initiatives Support Corp., Emergency Rental Assistance 88,936
Total contracts 2,147,074
Grants
Bank of America 10,000
Bank of the Sierra, COVID-19 9,719
Central Coast Funds for Children 3,000
Community Foundation of San Luis Obispo County 62,269
City of Arroyo Grande 444
City of Pismo Beach 15,000
San Luis Obispo County 21,411
Emergency Food and Shelter Program 7,739
Hoag Foundation 8,750
Subtotal grants 138,332
Total contracts and grants 2,285,406$
Bank Line of Credit
Mechanics Bank line of credit was renewed in September 2020. The line maximum borrowing amount
remains $125,000, at prime plus 2.75% or 6% initial rate, matures on July 9, 2022 and is secured by all
assets of 5CHC.
Notes Payable
The SBA Paycheck Protection Program loan of $87,500 through Mechanics Bank was forgiven in full on
March 24, 2021 including accrued interest totaling $812. The loan forgiveness changes the notes
payable maturity schedule presented in Note 11 to the following amounts for the EIDL loan only. The
negative amount due in 2021 occurred because loan payments do not begin until September 2021 while
interest accrued from September 2020 and was added to principal (negative net payments).
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
Net Assets
18
Page 196 of 365
Note 20 - Subsequent Events (continued)
Notes Payable (continued)
Revised notes payable maturities are as follows:
Year ending December 31,Amount
2021 (2,667)$
2022 3,538
2023 3,637
2024 3,738
2025 3,949
Thereafter 137,805
Total Notes payable 150,000$
5CITIES HOMELESS COALITION, INC.
GROVER BEACH, CALIFORNIA
NOTES TO THE FINANCIAL STATEMENTS
For the Year Ended December 31, 2020
19
Page 197 of 365
5CITIES HOMELESS COALITION (5CHC)
CONFLICT-OF-INTEREST POLICY
The purpose of this conflict-of-interest policy is to prevent the institutional or
personal interests of 5CHC board members, officers, volunteers and staff in
decision making roles from interfering with the performance of their duties to
5CHC, and to ensure that there is no personal, professional, or political gain at
the expense of 5CHC. This policy is not designed to eliminate relationships and
activities that may create a duality of interest, but to require the disclosure of any
conflicts of interest and the recusal of any interested party in a decision relating
thereto.
A conflict of interest may exist when the interests or potential interests of any
director, officer, volunteer (in a decision making role) or staff member, or that
person’s close relative, or any individual, group, or organization to which the
person associated with 5CHC has allegiance, may be seen as competing with
the interests of 5CHC, or may impair such person’s independence or loyalty to
5CHC. A conflict of interest is defined as an interest that might affect, or might
reasonably appear to affect, the judgment or conduct of any director, officer,
volunteer (in a decision making role) or staff member in a manner that is adverse
to the interests of 5CHC.
Examples
A conflict of interest may exist if a director, officer, volunteer (in a decision
making role), staff member, or close relative
Has a business or financial interest in any third party dealing with 5CHC. This
does not include ownership interest of less than 5 percent of outstanding
securities of public corporations.
Holds office, serves on a board, participates in management, or is employed
by any third party dealing with 5CHC, other than direct funders to 5CHC.
Derives remuneration or other financial gain from a transaction involving
5CHC (other than salary reported on a W -2 or W-9 or salary and benefits
expressly authorized by the board).
Receives gifts from any third party on the basis of his or her position with
5CHC (other than occasional gifts valued at no more than $[50], or if valued
at more than $[50], the gift is made available in a team space or common
area for others to share — e.g., fruit baskets, boxes of candy). All other gifts
should be returned to the donor with the explanation that 5CHC policy does
not permit the acceptance of gifts. No personal gift of money should ever be
accepted.
Engages in any outside employment or other activity that will materially
encroach on such person’s obligations to 5CHC; compete with 5CHC’s
activities; involve any use of 5CHC’s equipment, supplies, or facilities; or
imply 5CHC’s sponsorship or support of the outside employment or activity
Page 198 of 365
5CHC Confidentiality Policy, Draft 3.26.2012 Page 1 of 2
Use of Information
Directors, officers, volunteers (in decision making role) and staff shall not use
information received from participation in 5CHC affairs, whether expressly
denominated as confidential or not, for personal gain or to the detriment of
5CHC.
Disclosure and Recusal
Whenever any director has a conflict of interest or a perceived conflict of interest
with 5CHC, he or she shall notify the board chair of such conflict in writing.
Whenever any staff member (paid or volunteer), or volunteer (in a decision
making role) has a conflict of interest or a perceived conflict of interest with
5CHC, he or she shall notify the chief executive of such conflict in writing.
When any conflict of interest is relevant to a matter that comes under
consideration or requires action by the board, or a board committee, the
interested person shall call it to the attention of the board chair and shall not be
present during board or committee discussion or decision on the matter.
However, that person shall provide the board or applicable committee with any
and all relevant information on the particular matter.
The minutes of the meeting of the board or its committee shall reflect that the
conflict of interest was disclosed, that the interested person was not present
during discussion or decision on the matter, and did not vote.
Dissemination
A copy of this conflict-of-interest policy shall be furnished to each director, officer,
volunteer (in a decision making role) and staff member who is presently serving
this organization or who may become associated with it.
Certification
The policy and its application shall be reviewed annually for the information and
guidance of directors, officers, volunteers (in a decision making role) and staff
members, each of whom has a continuing responsibility to scrutinize their
transactions and outside business interests and relationships for potential
conflicts of interest, and make such disclosures as described in this policy.
As administered by the chief executive, each director or volunteer (in a decision
making role) will be asked to complete a certification of agreement with the policy
and disclosure of any known conflicts of interest upon his or her election or re-
election to the board and annually thereafter. As administered by the employee in
charge of human resources, each senior staff member will be asked to complete
such a certification upon his or her employment and on an annual basis
thereafter. All certifications shall be reviewed by the board as appropriate.
Page 199 of 365
5CHC Confidentiality Disclosure Form, 3.26.2012 Page 1 of 1
CONFLICT CERTIFICATION FOR 5CHC
Board and Senior Staff
Please initial in the space at the end of Item A or complete Item B, whichever is
appropriate; complete the balance of the form; sign and date the statement; and
return it to the board chair.
A. I am not aware of any relationship or interest or situation involving my
family or myself that might result in, or give the appearance of being,
a conflict of interest between such family member or me on one hand
and 5CHC on the other. Initials: _______
B. The following are relationships, interests, or situations involving me or
a member of my family that I consider might result in or appear to be
an actual, apparent, or potential conflict of interest between such family
members or myself on one hand and 5CHC on the other. Initials: _______
Corporate (either nonprofit or for-profit) directorships, positions, and employment:
________________________________________________________________
Memberships in the following organizations:
________________________________________________________________
Contracts, business activities, and investments with or in the following
organizations:
________________________________________________________________
Other relationships and activities:
________________________________________________________________
My primary business or occupation at this time:
I have read and understand 5CHC’s Conflict-of-Interest Policy and agree to be
bound by it. I will promptly inform the board chair of 5CHC of any material
change that develops in the information contained in the foregoing statement.
________________________ ________________________ __________
Type/Print Name Signature Date
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5CHC DEI Policy.docx Page 1 of 3
5CITIES HOMELESS COALITION
DIVERSITY AND INCLUSION
At 5CHC, Diversity and Inclusion are more than just words, they are values and principles that shape
our organizational culture and guide how we interact with one another, our partners, clients, donors,
volunteers and community. These values are not high-minded theory that we save only for
discussions at staff meetings and retreats. We believe that these values are the foundation for our
philosophy, culture, and practices and are present in every 5Cities Homeless Coalition employee,
volunteer, and Board member. Those who we serve are resilient, diverse, and multi-cultural, and we
are committed to reflecting this in our Staff, Board and workplace. We are striving to create an
environment where everyone feels empowered to be their full, authentic self; where all voices are
welcomed, heard and valued; where our similarities are embraced, our differences respected, and
both are celebrated for the value they bestow.
R-I-T-E VALUES
Our values shape our organizational culture and guide how we interact with one another, our partners,
clients, donors, volunteers and community. These values are not high-minded theory that we save only
for discussions at staff meetings and retreats. We believe that these values are the foundation for our
philosophy, culture, and practices and are present in every 5Cities Homeless Coalition employee,
volunteer, and Board member.
RESPECT
We see the whole person, and do not simply focus on the barrier or issue they may face. We
recognize the contributions and value of each individual.
• CARING
We desire to make a difference in the lives of others by acting with compassion, empathy and
truth. We begin by listening, with a focus on putting ourselves in the shoes of others.
• ELEVATE
We seek to lift up our customers and teammates through positivity, confidence, and
graciousness.
• DIVERSITY
We recognize the contributions and value of each individual. We are committed to
a positive environment in which everyone may experience a sense of belonging
and worth.
• INCLUSIVE
We embrace each individual’s unique talents and honor our diversity in life and work. We
share our stories of heritage, strengths and vulnerabilities so that we may grow together.
• SAFETY
We maintain a safe environment for our employees, volunteers, clients and community.
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5CHC DEI Policy.docx Page 2 of 3
INTEGRITY
We act with transparency, integrity, and honesty.
• HONESTY
We conduct our business with honesty and transparency. We are trustworthy and authentic.
• ACCOUNTABILITY
We hold ourselves accountable for our choices, actions, and results. When things don’t go as
planned, we proactively use the experience as an opportunity to share and learn.
• COMPLIANCE
We do what we say we will do. We honor the commitments we make, whether to clients,
donors, agency partners or to one another.
• CONFIDENTIALITY
We strictly protect all confidential information we may have about our clients, donors,
employees or the organization.
• STEWARDSHIP
We recognize that we have a responsibility to the community to maintain the public trust
through fiscal accountability and transparency.
TEAMWORK
We are a team on a mission, and will achieve our goals by working together.
• COOPERATION
We overcome obstacles, find solutions and deliver exceptional results through cooperation
and teamwork. We openly offer our ideas and suggestions while objectively considering
ideas from others.
• SERVICE
We put mission and team before self.
• RELATIONSHIPS
We seek to connect with clients, partners, donors, and each other to drive success.
By building relationships, we deliver better results together.
• COMMUNICATION
We build trust through constructive, candid communication that serves the common good.
• COMMITMENT
We are committed to putting forth our personal and professional best toward our shared
mission.
EXCELLENCE
We constantly push ourselves to be our best.
• IMPACT
We focus on solutions, and aspire to make an impact every day through our talents,
passion and hard work.
• PERSISTENCE
We recognize that the stakes are high for those we serve, and we endeavor to knock down
barriers to their success.
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5CHC DEI Policy.docx Page 3 of 3
• MISSION-FOCUSED
We live by our mission and act with great urgency to achieve life-changing results.
• INNOVATION
We operate with an intense focus to continually improve and strive to become the
benchmark through innovation and initiative.
• LEARNING
We strive to foster personal development and professional growth through
continuous learning opportunities for our employees, clients, volunteers and
community.
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Employee Handbook – 5Cities Homeless Coalition REV 08‐26‐2019
_______________________________________________________________________________________________
26
related injuries and illnesses.
Substance Abuse
The use of illegal drugs, and the abuse of legal drugs, is a matter of grave concern to the Organization.
Consumption of alcohol or drugs prior to or while working is strictly prohibited. A limited exception for
the consumption of alcohol is permitted if an employee is attending an Organization‐sanctioned event
and is expressly authorized by the Executive Director to consume alcohol during the event. Except as
expressly provided, the use or possession of any intoxicants or controlled substances during work hours
or on Organization property is strictly prohibited. If you are taking any medication which may adversely
affect your ability to perform your job in a safe or productive manner, you must report that situation
to the Executive Director.
Drug‐Free Workplace Policy and Awareness Program
5CHC strives to maintain an employment environment free of illegal drugs. The unlawful manufacture,
distribution, dispensing, possession, or use of a controlled substance is prohibited on company‐owned
or controlled property. This policy applies equally to supervisors, managers, employees and new hires
still in the probationary period of employment.
The Executive Director shall be responsible for establishing a drug‐free awareness program to inform
employees about the dangers of drug abuse in the workplace, the 5CHC policy of maintaining a drug‐
free workplace, the availability of drug counseling and rehabilitation programs, and the penalties for
violating this policy.
Compliance with this policy is a condition of employment. Any employee who violates this policy is
subject to disciplinary action that may include, but is not limited to, warnings, reprimands, suspension,
expulsion, demotion, or dismissal. Within 30 days of receiving notice that an employee has violated this
drug‐free workplace policy, the Executive Director will take appropriate disciplinary action against the
employee.
5CHC will implement this policy in a manner that complies with relevant federal, state and local law.
Security of Organization Premises and Property
All doors leading to public areas should be kept closed at all times. All employees with keys to the
Organization premises must use those keys responsibly, and must report any loss of theft of keys
immediately to the Executive Director. All keys must be returned to the Organization upon the
termination of employment.
Theft of any property belonging to the Organization, its employees, or its customers will not be
tolerated. Any theft by an employee, regardless of the value, may subject the employee to immediate
discharge and criminal prosecution.
Driving for Organization Business
Organization employees who may be required to drive their personal vehicle on Organization business
must possess a valid California state driver's license and proof of liability insurance. Any accident, no
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5CHC Housing First Policy.docx Oct. 2021
5Cities Homeless Coalition
Housing First Policy
For 5Cities Homeless Coalition “Housing First” means that we seek to provide housing as a
means to recovery, rather than a reward. Our overarching goal is to connect homeless people
to permanent housing as quickly as possible. Meeting the client “where they’re at,” our work is
focused on the development of a case plan that is oriented toward their success in obtaining or
maintaining housing, which is predicated by consumer choice and self-determination. Our
services support the client in identifying the barriers to stable housing that they are
experiencing, and assisting them with services to address these fundamental challenges. Each
level of service adheres to Housing First practices, which are embedded in policies, procedures,
and staff training.
Through this Housing First lens, we engage clients in a progressive process that takes our clients
through engagement, assessment, diversion, and addressing immediate needs (such as food
and sheltering) as we work with the client with housing stabilization planning, including
financial management.
5Cities Homeless Coalition offers services as needed and requested on a voluntary basis and
does not make housing contingent on participation in services. Within the Housing First
framework, our approach with clients is based on the following principles:
• Trauma Informed;
• Housing Focused;
• Recovery Oriented;
• Person Centered; and
• Strengths Based.
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5CITIES HOMELESS COALITION
POLICY AND PROCEDURES FOR COMMUNICATION WITH
PERSONS WITH LIMITED ENGLISH PROFICIENCY
POLICY:
5Cities Homeless Coalition (5CHC) will take reasonable steps to ensure that persons with
Limited English Proficiency (LEP) have meaningful access and an equal opportunity to
participate in our services, activities, programs and other benefits. The policy of 5Cities
Homeless Coalition is to ensure meaningful communication with LEP clients and their
authorized representatives involving their participation in 5CHC programs. The policy also
provides for communication of information contained in vital documents, including but not
limited to, waivers of rights, consent release information, etc. All interpreters, translators and
other aids needed to comply with this policy shall be provided without cost to the person being
served, and clients and their families will be informed of the availability of such assistance free
of charge.
Language assistance will be provided through use of competent bilingual staff, staff
interpreters, contracts or formal arrangements with local organizations providing interpretation
or translation services, or technology and telephonic interpretation services. All staff will be
provided notice of this policy and procedure, and staff that may have direct contact with LEP
individuals will be trained in effective communication techniques, including the effective use of
an interpreter.
5Cities Homeless Coalition will conduct a regular review of the language access needs of our
clients, as well as update and monitor the implementation of this policy and these procedures,
as necessary.
PROCEDURES:
1. IDENTIFYING LEP PERSONS AND THEIR LANGUAGE
5Cities Homeless Coalition will promptly identify the language and communication needs of the
LEP person. If necessary, staff will use a language identification card (or “I speak cards,”
available online at www.lep.gov) or posters to determine the language. In addition, when
records are kept of past interactions with clients or family members, the language used to
communicate with the LEP person will be included as part of the record.
2. OBTAINING A QUALIFIED INTEPRETER
5CHC Associate Director and Program Managers are responsible for:
(a) Maintaining an accurate and current list showing the name, language, phone number and
hours of availability of bilingual staff;
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(b) Contacting the appropriate bilingual staff member to interpret, in the event that an
interpreter is needed, if an employee who speaks the needed language is available and is
qualified to interpret;
(c) Obtaining an outside interpreter if a bilingual staff or staff interpreter is not available or
does not speak the needed language.
MIXTECO:
Herencia Indigena provides qualified interpreter services in Mixteco;
Irebid Gilbert MPP, BA - Executive Director: director@herenciaindigena.com
Judity Sanchez, Program Manager: judith@herenciaindigena.com
www.Herenciaindigena.com
P: (805) 619-5383
ASL:
Independent Living Resources provides American Sign Language Interpreters
Operations Coordinator: interp@ilrc-trico.org, 805-963-0595 ext 106.
ASL After Hours/Emergency Numbers
Some LEP persons may prefer or request to use a family member or friend as an interpreter.
However, family members or friends of the LEP person will not be used as interpreters unless
specifically requested by that individual and after the LEP person has understood that an offer
of an interpreter at no charge to the person has been made by the facility. Such an offer and
the response will be documented in the person’s file. If the LEP person chooses to use a family
member or friend as an interpreter, issues of competency of interpretation, confidentiality,
privacy, and conflict of interest will be considered. If the family member or friend is not
competent or appropriate for any of these reasons, competent interpreter services will be
provided to the LEP person.
Children and other clients will not be used to interpret, in order to ensure confidentiality of
information and accurate communication.
3. PROVIDING WRITTEN TRANSLATIONS
(a) When translation of vital documents is needed, 5CHC will submit documents for
translation into frequently-encountered languages to 5CHC HMIS Program Support
Specialist. Original documents being submitted for translation will be in final, approved form
with updated and accurate legal and medical information.
(b) 5CHC will provide translation of other written materials, if needed, as well as written notice
of the availability of translation, for LEP individuals.
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4. PROVIDING NOTICE TO LEP PERSONS
5CHC will inform LEP persons of the availability of language assistance, free of charge, by
providing written notice in languages LEP persons will understand. At a minimum, notices and
signs will be posted and provided in intake areas and other points of entry, including but not
limited to the lobby, client meeting rooms, etc. Notification will also be provided through one
or more of the following: outreach documents, website, signage.
5. MONITORING LANGUAGE NEEDS AND IMPLEMENTATION
On an ongoing basis 5CHC will assess changes in demographics, types of services or other needs
that may require reevaluation of this policy and its procedures. In addition, 5CHC will regularly
assess the efficacy of these procedures, including but not limited to mechanisms for securing
interpreter services, equipment used for the delivery of language assistance, complaints filed by
LEP persons, feedback from patients and community organizations, etc.
5CHC Limited English Proficiency (LEP) Policy Statement
5Cities Homeless Coalition is committed to ensuring that all clients have meaningful and equal
access to services. Clear communication and mutual understanding are essential components
of consistently effective, high-quality services to clients, regardless of Limited English
Proficiency.
To ensure that all clients are able to effectively utilize our services, we will assign Limited
English Proficiency clients and/or their immediate family members to staff proficient in the
client’s/family’s primary language or will arrange appropriate translation or interpretative
services, free of charge.
To ensure a positive, welcoming physical environment, we utilize universal symbols to
designate respective male and female restrooms, exits, handicap areas, and to indicate that our
facility is smoke-free.
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10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 0 of 40
5Cities Homeless Coalition
Rapid Re-Housing
& Homeless Prevention
Program Serving
San Luis Obispo County
5CHC
DRAFT 9.6.2021
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Table of Contents
Introduction
Guiding Principles
Program Overview
Allocations for Program Activities
Eligibility Policies
Eligibility Determination
Referral Process
Consultation/Intake Process
Income Verification
Housing Status
Eligibility Rapid-Rehousing Assistance
Coordination with other Agencies
Agency Specific Coordination
Preferences
Eligible Activities and Limits
Rent Assistance
Last Month’s Rent
Rent Arrears
Application Fees
Security Deposits
Utility Deposits & Arrears
Utility Payments
Moving Costs
Coordination: Housing Relocation and Stabilization Services
Fair Market Rent and Rent Reasonableness
Lead –based paint Requirements
Emergency Solutions Grants CARES Act (ESG-CV)
Grievance Policy
Termination, Complaints and Appeals
Data Collection – HMIS and ClientTrack
Confidentiality
Recordkeeping
Nondiscrimination and Equal Opportunity Requirements
Forms & Exhibits
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1. Introduction
The Emergency Solutions Grant Program (ESG) is administered by 5Cities Homeless Coalition (5CHC)
with referrals and support from a coalition of non-profit agencies serving the homeless and at-risk
population in San Luis Obispo County. Clients from throughout the county are referred to this
program.
The ESG Program has been developed within the parameters set forth by HUD and input from the
County’s Continuum of Care. The ESG Program set forth was designed to maximize to the extent
possible partner agency and community resources within the funding constraints. This program is
targeted to serve individuals and families who “without” this assistance will remain homeless.
2. 5CHC’s Guiding Principles
I. Housing First
For 5Cities Homeless Coalition “Housing First” means that we seek to provide housing as a means to
recovery, rather than a reward. Our overarching goal is to connect homeless people to permanent
housing as quickly as possible. Meeting the client “where they’re at,” our work is focused on the
development of a case plan that is oriented toward their success in obtaining or maintaining housing,
which is predicated by consumer choice and self-determination. Our services support the client in
identifying the barriers to stable housing that they are experiencing, and assisting them with services
to address these fundamental challenges. Each level of service adheres to Housing First practices,
which are embedded in policies, procedures, and staff training.
Through this Housing First lens, we engage clients in a progressive case management model that takes
our clients through engagement, assessment, diversion, and addressing immediate needs (such as
food and sheltering) as we work with the client with housing stabilization planning, including financial
management.
5Cities Homeless Coalition offers services as needed and requested on a voluntary basis and does not
make housing contingent on participation in services. Within the Housing First framework, our
approach with clients is based on the following principles: Trauma Informed; Housing Focused;
Recovery Oriented; Person Centered; and Strengths Based.
II. Personal and Professional Integrity
All staff, board members, and volunteers of 5CHC and its partners act with honesty, integrity, and
openness in all their dealings as representatives of the organization. The organization promotes a
working environment that values respect, integrity, teamwork, and excellence through its RITE Values.
III. Mission
5Cities Homeless Coalition strengthens our community by mobilizing resources, fostering hope, and
advocating for those who are homeless and facing homelessness. 5CHC has clearly stated this mission
and purpose, approved by the board, in pursuit of the public good. All of its programs support this
mission and all who work for or on behalf of the organization understand and are loyal to that mission
and purpose.
IV. Governance
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5CHC has an active governing body, the board, which is responsible for setting the mission and
strategic direction of the organization and oversight of the finances, operations, and policies of 5CHC.
IV. Responsible Stewardship
5CHC manages its funds responsibly and prudently. This should include the following considerations:
● Spends an adequate amount on administrative expenses to ensure effective accounting systems,
internal controls, competent staff, and other expenditures critical to professional management;
● Compensates staff, and any others who may receive compensation, reasonably and appropriately;
● Knows that solicitation of funds has reasonable fundraising costs, recognizing the variety of factors
that affect fundraising costs;
● Does not accumulate operating funds excessively;
● Draws prudently from funds consistent with donor intent and to support the public purpose of
5CHC;
● Ensures that all spending practices and policies are fair, reasonable, and
● Ensures that all financial reports are factually accurate and complete in all material respects.
VI. Openness and Disclosure
5CHC provides comprehensive and timely information to the public, the media, and all stakeholders
and is responsive in a timely manner to reasonable requests for information. All information about
5CHC will fully and honestly reflect the policies and practices of the organization. Basic informational
data about 5CHC, such as the Form 990, will be posted online or otherwise made available to the
public. All solicitation materials accurately represent 5CHC’s policies and practices and will reflect the
dignity of program beneficiaries. All financial, organizational, and program reports will be complete
and accurate in all material respects.
VII. Legal Compliance
5CHC is knowledgeable of, and complies with, laws and regulations. 5CHC will maintain copies of all
marketing, outreach, and other materials used to inform eligible persons of the program to document
compliance with the requirements. 5CHC complies with CFR 578.93 requirements related to Fair
Housing and Equal Opportunity.
VIII. Program Evaluation
5CHC regularly reviews program effectiveness and has mechanisms to incorporate lessons learned
into future programs. The organization is committed to improving program and organizational
effectiveness and develops mechanisms to promote learning from its activities and the field. 5CHC is
responsive to changes in its field of activity and is responsive to the needs of its constituencies.
IX. Inclusiveness and Diversity
5CHC has a policy of promoting inclusiveness and its staff, board, and volunteers reflect diversity in
order to enrich its programmatic effectiveness. 5CHC takes meaningful steps to promote inclusiveness
in its hiring, retention, promotion, board recruitment, and constituencies served. All programs and
services provided by 5CHC do not discriminate on the basis of sexual orientation or gender identity.
Commented [1]: confirm CFR 578.93
Commented [JN2R1]:
Commented [3]: Mention here about random spot checks
with county - sending supporting documentation with billing??
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3. Program Overview
5CHC’s ESG Program aligns with 25 CCR § 8409 Core Practices and is targeted to individuals and
families who “without” this program will become or will remain homeless. This program targets area
residents with the most urgent and severe needs including Families with Children; Chronically
Homeless; Veterans; Unaccompanied Youth; Victims of Domestic Violence.
Following local coordinated entry protocols, we seek to identify and serve people who:
• Are unsheltered and living in places not designed for human habitation;
• Have experienced the longest amount of time homeless;
• Have multiple and severe service needs that inhibit their ability to secure housing on their own; and
• Through homelessness prevention activities, are at greatest risk of becoming literally homeless
without an intervention and are at greatest risk of experiencing a longer time in shelter or on the
street should they become homeless.
With these activities we will work to ensure services are low-barrier and accessible; help participants
identify and resolve barriers to housing; assist them to resolve their housing crisis before focusing on
other non-housing related services; allow participants to choose the services and housing that meets
their needs; connect participants to appropriate services and offer financial assistance initially at a
minimum level and adding as needed through progressive engagement.
The program will provide temporary financial assistance and housing relocation and stabilization
services to individuals and families who are homeless, or would be homeless but for this assistance.
Services and assistance will be targeted and prioritized through the Coordinated Entry Process to
those most in need of this temporary assistance, and are most likely to achieve stable housing,
whether subsidized or unsubsidized, outside of ESG funding when the program concludes.
This ESG program assistance is not intended to provide long-term support for program participants,
and it is not intended to provide all supportive service needs of households that affect housing
stability. The program instead is part of a plan made in partnership with the family and other
community resources, relies on community resources, agency partners, and mainstream benefits to
help households regain stability.
Program information, including eligibility and procedures will be posted at 5chc.org/programs
4. Allocation of Funds for Program Activities
Eligible activities that may be funded under each program component are set forth in 24 CFR Parts
§ 576.101 through § 576.107. See current grant year program agreements and budgets for specific
program activities and allocation of resources.
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5. Eligibility Policies
Participant Eligibility
As stated above, the primary purpose of ESG-funded rapid rehousing and prevention is to reduce
entries into homelessness and/or shorten stays in homelessness to the greatest extent feasible.
To be eligible to receive ESG prevention or rapid rehousing assistance, participant households in must
meet both national and local requirements, and this eligibility must be documented with Notice of
Action (eligibility determination form) and Program Participation Agreement and supporting
documentation kept in a client file. These requirements include:
• Participants must be homeless or at imminent risk of homelessness, per the applicable HUD
definitions in the ESG regulation (§576.2) supported by documentation;
• Participants must be one of the locally targeted populations for the program, as specified on
the Notice of Action eligibility determination form;
• Participants must be willing to participate in the program and to meet the terms of a self-
developed Housing Stability Plan;
• Participants may not have already received 24 months of ESG assistance during the past 36
months (§576.105(c));
In addition:
• Participants receiving homeless prevention assistance must have incomes at or below 30% of
the Area Median Income (§576.103).
Eligibility for Rapid-Rehousing
Rapid Re-housing is available for persons who are homeless according to HUD’s definition of literally
homeless. (See Attached Homeless Definition)
There is no income eligibility for Rapid Re-housing assistance; both financial and housing relocation
and stabilization services.
Homelessness Verification: 5CHC documents homeless status through a certification by the individual
or head of household as the primary method of establishing homeless eligibility. 5CHC follows the ESG
guidance in assessing and verification of homelessness status. 5CHC does not provide a nightly
assessment of status but only upon point of entry in the program. 5CHC uses the following prioritized
list to verify homelessness status, in this descending order:
1. Third-party documentation, including written and source documentation, and HMIS records.
2. Intake worker observations.
3. Certification from persons seeking assistance. When possible all three verifications are used.
Rapid Re-Housing Income Requirements. Participants receiving ESG “Rapid Re-Housing" assistance, an
income assessment is not required at initial evaluation. At re-evaluation -- which must take place not
less than once annually for rapid re-housing -- the participant's household must have an annual
income that does not exceed 30% of AMI
Eligibility for Homeless Prevention Assistance
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Imminent Risk of Homelessness: An individual or family who will imminently lose their primary
nighttime residence, provided that:
Prevention assistance will be directed to persons who are not literally homeless but are at imminent
risk of homelessness per the HUD Homeless definition (Category 2). Prevention assistance may
include support to a household to retain its current housing or to move to other housing without
having to become literally homeless. (See HUD Definition Attachment)
Note: Includes individuals and families who are within 14 days of losing their housing, including
housing they own, rent, are sharing with others, or are living in without paying rent. Individuals and
families residing in hotels and motels may be eligible under either Homeless Category 1 or 2
depending upon how the costs of the hotel or motel are being paid.
If less than 51% of the costs are paid for by a charitable organization or federal, state, or local
government program for lowincome individuals, the household may be eligible under Category 2 if
they lack the resources and support networks to continue residing in the hotel or motel.
6. Eligibility Determination
5CHC must determine whether potential participants are eligible for assistance, and document this
eligibility, including verifying income and housing status. 5CHC’s Housing Assistance Packet contains
key questions and documentation requirements to determine eligibility.
Referral Process & Coordination with Other Agencies
A participant can enter the ESG program by referral from another agency, or self-referral.
Intake and eligibility assessments are made by the ESG Coordinated Entry Specialist and Case
Manager.
This program should not supplant existing case managers working with the participant. Instead, this
program should complement and add capacity to ensure eligible participants find permanent housing.
Case managers from partner agencies who refer clients from within their region are expected to
provide co-case management support by providing regional expertise for housing search, relocation
and stabilization services in support of the participant’s stability.
Agency Specific Coordination
Services for this ESG Program coordinate with specific agencies and collaboratives, including those
listed below:
• Local and Regional Homeless Shelters and Day Centers – The ESG Program coordinates with local
Homeless Shelters to ensure access to services. Coordination includes participation in regional
agency collaborations and policy-making groups including HSOC.
• Community Health Centers of the Central Coast (CHC) – CHC, the regional clinic in San Luis Obispo
serving low-income populations has a homeless grant which funds health specific services for
homeless. The ESG Program will coordinate services to ensure eligible homeless clients receive
access to services and streamlined referrals.
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• Workforce Investment Act (WIA) – The ESG Program works closely with WIA programs
throughout San Luis County to ensure that Homeless clients have access to its resources.
• Family Resource Centers – Resource Centers are accessed throughout the county to ensure
Families have access to school-based services, resources, and family advocates who work closely
with homeless service providers.
• Head Start Programs – The ESG Program works with Head Start Program Family Advocates to
ensure access to resources for eligible clients.
• TBRA Assistance Programs – The ESG Program currently accesses through direct referrals the
TBRA programs with the Paso Robles Housing Authority. 5CHC will ensure membership in the San
Luis Obispo Supportive Housing Consortium to access additional TBRA assistance for homeless
clients.
• Veterans Programs – HUD/ VASH and SSVF Case workers work closely with the ESG Housing Case
Manager. Veterans identified by the ESG Caseworkers with be linked to the SSVF and/or
HUD/VASH programs in San Luis County. SSVF and HUD/VASH Caseworkers attend local
continuum of care agency provider meetings to disseminate information.
• Mental Health Services -5CHC and ESG Case manager attends regular agency meetings and
stakeholder policy-making meetings to ensure strong coordination of services between SLO
County Behavioral Health Department services.
Coordinated Entry System Operation
1. Coverage: The Coordinated Entry System (CES) covers the entire geographic area claimed by the
CA-614 CoC in San Luis Obispo County. 5CHC works in collaboration with Community Action
Partnership of San Luis Obispo County (CAPSLO) and El Camino Homeless Organization (ECHO). The
three organizations together cover the geographic area of the CoC in the north, central, and south
county. All agencies participate in the CES and utilize the CAPSLO-created CoC approved coordinated
intake and assessment tools.
2. Accessibility: Effective June 1, 2017 coordinated assessment and intake has been made available at
the three main access points by the CES providers in the county and the roll-out of CES to non- COC or
ESG-funded projects will continue. Clients may receive assessment through any of the three CES entry
points. The CES is advertised within the CES operating shelters, partnering community agencies and
social media. In addition to receiving assessment at the physical locations, the client may elect to call
CAPSLO or ECHO to receive assistance and coordinated assessments.
3. Assessment Tools: Case managers at CES entry points apply the developed Coordinated Assessment
tools to clients seeking services. In order to address the large volume of clients requesting assistance,
the CES has adopted a two-part standardized screening and assessment process:
a. Pre-screening: Prevention and Diversion Trained case managers meet with clients that
present at CES entry points and conduct an initial screening using the standardized Prevention and
Diversion tool adopted by the three agencies. This tool is used to determine whether clients will need
a greater intensity of services and/or housing, or whether the provision of available services will be
the only action necessary to assist the client with self-resolution.
b. VI-SPDAT If, after the initial Prevention and Diversion tool has been applied, the client is deemed to
require more intensive services and/or housing, the case manager will then utilize the standardized
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VI-SPDAT tool to determine the vulnerability of the client and their household. Upon completion of
the assessment tool, the case manager will enter the information into the CES database software
(HMIS). The VI-SPDAT score of the clients, along with regular case management conferences, will
assist in the determination of the ranking of clients in the order in which they receive housing. Initial
Evaluation/Intake Process
Intake and eligibility assessment consists of completing 1) a coordinated entry assessment established
by the Continuum of Care; 2) an income assessment; 3) housing status assessment; 4) preference
assessment; and 5) resource and barrier assessment.
Income Verification
There is no income threshold for receiving Rapid Re-housing Assistance. Eligibility is assessed based on
the parameters set forth in this document.
All households applying for ESG Homeless Prevention assistance must have a current gross income
below 30% Area Median Income (AMI). 50% AMI for ESG-CV. For current AMI,
https://www.huduser.gov/portal/datasets/il/il2021/2021summary.odn
A household’s income is any money that goes to, or on behalf of, the head of household or spouse
(even if temporarily absent) or to any other household member. When calculating income for
eligibility, annual income includes the current gross income of all adult household members and
unearned income attributable of a minor (e.g., child support, TANF payments, SSI payment, and other
benefits paid on behalf of a minor).
Income Definitions
Gross income is the amount of income earned before any deductions (such as taxes and health
premiums) are made.
Current Gross Income is the income that the household is currently receiving at the time of
application for assistance. Income recently terminated should not be included.
Income Inclusions
The following types of income are counted when calculating current gross income for ESG eligibility:
✔ Earned Income ✔ Self-Employment/Business Income
✔ Interest & Dividend Income ✔ Pension/Retirement Income
✔ Unemployment & Disability Income ✔ TANF/Public Assistance
✔ Alimony, Child Support & Foster Care
Income
✔ Armed Forces Income
Income Exclusions
The following are NOT counted when calculating current gross income for ESG eligibility:
✔ Income of Children ✔ Inheritance and Insurance Income
✔ Medical Expense Reimbursements ✔ Income of Live-in Aides
✔ Disabled Persons ✔ Student Financial Aid
✔ Armed Forces Hostile Fire Pay ✔ Self-Sufficiency Program Income
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✔ Other Income (i.e. temporary, non-
recurring or sporadic income).
✔ Reparations
✔ Income from full-time students ✔ Adoption Assistance Payments
✔ Deferred and Lump Sum Social Security
& SSI payments
✔ Income Tax and Property Tax
refunds
✔ Home Care Assistance ✔ Other Federal Exclusions
Annualizing Wages and Periodic Payments
When calculating income based on hourly, weekly or monthly payment information, the gross amount
earned will be added to each payment period that is documented, and divided by the number of
payment periods. This provides an average wage per payment period. Depending on pay periods used
by the employer or the schedule of periodic payments, the following calculations convert the average
wage into annual income:
• Hourly Wage multiplied by hours worked per week multiplied by 52 weeks.
• Weekly Wage multiplied by 52 weeks.
• Bi-weekly (every other week) Wage multiplied by 26 bi-weekly periods.
• Semi-Monthly Wage (twice a month) multiplied by 24 semi-monthly periods.
• Monthly Wage multiplied by 12 months.
If a household’s periodic benefits and/or period of employment are capped, benefits/pay will not be
annualized beyond the maximum level of benefit/pay that can be received. For example, a client
receives $100 of unemployment per week, but unemployment is capped at $4,000 per year, the
client’s annualized unemployment benefits should be calculated at $4,000, and not $100 x 52 = $5,200.
Another example, the household is employed for a quarter and will receive $500/week. The client’s
annualized pay should be calculated at $6,000 and not $500*52 = $26,000. With regard to seasonal or
cyclical fluctuations in income, for the purposes of determining household income, only current
gross income will be annualized per the directions specified above. However, to the extent that there
is certainty about expected income, future income will be taken into account when determining
whether a household has other financial resources.
Treatment of Assets
Assets are cash or material items that can be converted to cash quickly. They include both real and/or
personal property and investments that a household may possess, including assets that are owned by
more than one person, but allow unrestricted access to the applicant. Assets may include:
• Amounts in checking and saving bank accounts.
• Stocks, bonds, savings certificates, money market funds, and other investment accounts.
• The cash value of trusts that may be withdrawn by the household.
• IRA, Keogh and similar retirement savings accounts, even when early withdrawal will result in a
penalty.
• Lump sum receipts of cash received and accessible by household, such as inheritances, capital
gains, lottery winnings, tax refunds (with the exception of federal tax refunds received within
the previous 12 months), insurance settlements, and other claims.
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$7,500 is the maximum amount a client can have in liquid assets (this includes checking/savings,
stocks/bonds, cash inheritance, insurance settlements, lottery winnings) when determining eligibility.
Retirement accounts that have not yet been converted to income (i.e. A 40-year old potential client
has $50,000 saved in a retirement plan such as an IRA, but the client does not plan to start accessing
the funds until age 59) will not be included as a liquid assets.
If Federal tax refunds received within the previous 12 months make up part of a household’s cash
assets, that part of the household’s cash assets will not be counted among the household’s financial
resources when determining the household’s eligibility or need for assistance under ESG.
Recertification:
Homeless Prevention - Documentation of income is required to be recertified every 3 months.
Rapid Rehousing - Documentation of income is required to be recertified annually.
For participants utilizing Shelter, Services, Rapid Rehousing, and Street Outreach documentation of
income at intake is not required and there are no recertification requirements for Shelter, Services,
and Street Outreach.
7. Notice of Action Eligibility Determination:
Effective September 2021, 5CHC will use the “Notice of Action” form to notify the participant of their
approval of all eligible assistance or their denied status of the ESG program along with documentation
demonstrating their ineligible activity. (See attached example of NOA)
8. Housing Stabilization Plan
The Housing Stabilization Plan plays a primary role in determining the amounts and types of
assistance the participant will need to become housed in permanent housing or move toward
stability.
5CHC will develop a plan with each program participant on how they will retain permanent housing
after the ESG assistance ends (see 24 CFR 576.401(e)(1)(ii)). Program participants are required to
meet with a case manager not less than once per month while they are receiving ESG-assistance to
implement the plan and monitor progress towards housing stability (see § 576.401(e)(1)(i)) based on
their housing stabilization plan developed in partnership with the case manager and participant.
A stabilization plan can be developed by any case worker currently working with the participant. The
plan, however, must be accepted by the ESG Case Manager. A sample housing stabilization plan is
attached.
The types of and amount of assistance below should be part of an interrelated strategy articulated
within the Housing Stabilization Plan that creates housing and stabilization opportunities in
partnership with the participant. Assistance limits defined below, therefore, should not be viewed as
an entitlement for eligible participants. Instead, they should interrelate with other agency and
community resources to best leverage the limited amount of assistance.
9. Eligible Activities & Limits
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This program aligns with the recommendations of the National Alliance to End Homeless, which
asserts that “small amounts of assistance can be extremely effective, and it is better to stretch
resources by providing smaller amounts of assistance to more people.”1
Homeless Prevention
ESG funds may be used to provide housing relocation and stabilization services and short and/or
medium-term rental assistance necessary to prevent an individual or family from moving into an
emergency shelter or another place described in paragraph (1) of the “homeless” definition. This
assistance, referred to as homelessness prevention, may be provided to individuals and families who
meet the criteria under the “at risk of homelessness” definition, or who meet the criteria in paragraph
(2), (3), or (4) of the “homeless” definition and have an annual income below 30 percent of median
family income for the area under ESG, and 50% AMI under ESG-CV, as determined by HUD.
1. Homeless Prevention Housing Relocation And Stabilization Services:
a. Financial Assistance
i. Rental application fees: Application fee that is charged by the owner to all applicants.
ii. Security deposits: Equal to no more than two months’ rent.
iii. Last month’s rent: Paid at the time the owner is paid the security deposit and the first month's
rent.
iv. Utility Deposits: Eligible utility services are gas, electric, water, and sewage.
v. Utility Payments: Up to 24 months of utility payments per program participant, per service,
including up to 6 months of utility payments in arrears, per service. Eligible utility services are
gas, electric, water, and sewage.
vi. Moving costs: Moving costs, such as truck rental or hiring a moving company. May also include
payment of temporary storage fees for up to 3 months accrued after the date the program
participant begins receiving assistance.
b. Services
i. Housing search and placement. Services or activities necessary to assist program participants in
locating, obtaining, and retaining suitable permanent housing
1. Assessment of housing barriers, needs, and preferences
2. Development of an action plan for locating housing
3. Housing search
4. Outreach to and negotiation with owners
5. Assistance with submitting rental applications and understanding leases
6. Assessment of housing for compliance with ESG requirements for habitability, lead-based
paint, and rent reasonableness
7. Assistance with obtaining utilities and making moving arrangements
8. Tenant counseling
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ii. Housing stability case management. Assessing, arranging, coordinating, and monitoring the
delivery of individualized services to facilitate housing stability for a program participant who
resides in permanent housing or to assist a program participant in overcoming immediate
barriers to obtaining housing.
1. Using the centralized or coordinated assessment system to evaluate individuals and families
applying for or receiving homelessness prevention or rapid rehousing assistance
2. Conducting the initial evaluation, including verifying and documenting eligibility, for
individuals and families applying for homelessness prevention or rapid re-housing assistance
3. Counseling
4. Developing, securing, and coordinating services and obtaining Federal, State, and local
benefits
5. Monitoring and evaluating program participant progress
6. Providing information and referrals to other providers
7. Developing an individualized housing and service plan, including planning a path to
permanent housing stability
8. Conducting re-evaluations
iii. Mediation. Between the program participant and the owner or person(s) with whom the
program participant is living, provided that the mediation is necessary to prevent the program
participant from losing permanent housing in which the program participant currently resides.
iv. Legal Services. Eligible costs regarding matters that interfere with the program participant’s
ability to obtain and retain housing.
1. Hourly fees for legal advice and representation by attorneys licensed and in good standing
with the bar association of the State in which the services are provided, and by person(s)
under the supervision of the licensed attorney
2. Eligible subject matters include:
a. Landlord/ tenant matters
b. Child support
c. Guardianship
d. Paternity
e. Emancipation
f. Legal separation
g. Orders of protection and civil remedies for victims of
domestic violence, dating violence, sexual assault, and
stalking
h. Appeal of veterans and public benefit claim denials
3. Resolution of outstanding criminal warrants
4. Client intake
5. Preparation of cases for trial
6. Provision of legal advice
7. Representation at hearings
8. Counseling
9. Fees based on the actual service performed (i.e., fee for service) but only if the cost would be
less than the cost of hourly fees
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10. Filing fees and other necessary court costs
11. Ineligible costs include:
a. Legal services for immigration and citizenship matters
b. Issues relating to mortgages
c. Retainer fee arrangements
d. Contingency fee arrangements
v. Credit repair. ESG funds may pay for credit counseling and other services necessary to assist
program participants with critical skills related to household budgeting, managing money,
accessing a free personal credit report, and resolving personal credit problems. This assistance
does not include the payment or modification of a debt.
2. Homeless Prevention Short-Term And Medium-Term Rental Assistance
a. Short-Term Rental Assistance. Up to 3 months of rent.
b. Medium-Term Rental Assistance. More than 3 months but not more than 24 months of rent.
c. Rental Arrears. One-time payment for up to 6 months of rent in arrears, including any late fees
on those arrears.
d. Any Combination Of The Three Types Of Rental Assistance Above. Up to 24 months of rental
assistance during any 3-year period.
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Rapid Rehousing
5CHC will provide housing relocation and stabilization services and short and/or medium-term rental
assistance as necessary to help a homeless individual or family move as quickly as possible into
permanent housing and achieve stability in that housing. This assistance, referred to as rapid re-
housing assistance, may be provided to program participants who meet the criteria under paragraph
(1) of the “homeless” definition or who meet the criteria under paragraph (4) of the “homeless”
definition and live in an emergency shelter or other place described in paragraph (1) of the
“homeless” definition.
1. Rapid Re-Housing Housing Relocation And Stabilization Services
a. Financial Assistance
i. Rental application fees: Application fee that is charged by the owner to all applicants.
ii. Security deposits: Equal to no more than two months’ rent.
iii. Last month’s rent: Paid at the time the owner is paid the security deposit and the first month's
rent.
iv. Utility Deposits: Eligible utility services are gas, electric, water, and sewage.
v. Utility Payments: Up to 24 months of utility payments per program participant, per service,
including up to 6 months of utility payments in arrears, per service. Eligible utility services are
gas, electric, water, and sewage.
vi. Moving costs: Moving costs, such as truck rental or hiring a moving company. May also include
payment of temporary storage fees for up to 3 months accrued after the date the program
participant begins receiving assistance.
b. Services
i. Housing search and placement. Services or activities necessary to assist program participants in
locating, obtaining, and retaining suitable permanent housing:
1. Assessment of housing barriers, needs, and preferences
2. Development of an action plan for locating housing
3. Housing search
4. Outreach to and negotiation with owners
5. Assistance with submitting rental applications and understanding leases
6. Assessment of housing for compliance with ESG requirements for habitability, lead-based
paint, and rent reasonableness
7. Assistance with obtaining utilities and making moving arrangements
8. Tenant counseling
ii. Housing stability case management. Assessing, arranging, coordinating, and monitoring the
delivery of individualized services to facilitate housing stability for a program participant who
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resides in permanent housing or to assist a program participant in overcoming immediate
barriers to obtaining housing.
1. Using the centralized or coordinated assessment system to evaluate individuals and families
applying for or receiving homelessness prevention or rapid rehousing assistance
2. Conducting the initial evaluation, including verifying and documenting eligibility, for
individuals and families applying for homelessness prevention or rapid re-housing assistance
3. Counseling
4. Developing, securing, and coordinating services and obtaining Federal, State, and local
benefits
5. Monitoring and evaluating program participant progress
6. Providing information and referrals to other providers
7. Developing an individualized housing and service plan, including planning a path to
permanent housing stability
8. Conducting re-evaluations
iii. Mediation. Between the program participant and the owner or person(s) with whom the
program participant is living, provided that the mediation is necessary to prevent the program
participant from losing permanent housing in which the program participant currently resides.
iv. Legal Services. Eligible costs regarding matters that interfere with the program participant’s
ability to obtain and retain housing.
1. Hourly fees for legal advice and representation by attorneys licensed and in good standing
with the bar association of the State in which the services are provided, and by person(s)
under the supervision of the licensed attorney
2. Eligible subject matters include:
a. Landlord/ tenant matters
b. Child support
c. Guardianship
d. Paternity
e. Emancipation
f. Legal separation
g. Orders of protection and civil remedies for victims of
domestic violence, dating violence, sexual assault, and
stalking
h. Appeal of veterans and public benefit claim denials
3. Resolution of outstanding criminal warrants
4. Client intake
5. Preparation of cases for trial
6. Provision of legal advice
7. Representation at hearings
8. Counseling
9. Fees based on the actual service performed (i.e., fee for service) but only if the cost would be less
than the cost of hourly fees
10. Filing fees and other necessary court costs
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11. Ineligible costs include:
a. Legal services for immigration and citizenship matters
b. Issues relating to mortgages
c. Retainer fee arrangements
d. Contingency fee arrangements
v. Credit repair. ESG funds may pay for credit counseling and other services necessary to assist program
participants with critical skills related to household budgeting, managing money, accessing a free
personal credit report, and resolving personal credit problems. This assistance does not include the
payment or modification of a debt.
10. Lead –based paint Requirements
Lead-based paint remediation and disclosure requirements apply to all housing occupied by ESG Program
participants.
For Rapid-rehousing or housing relocation, where program participants are entering into new permanent
housing, the participant will be provided a “Disclosure of Information on Lead-Based Paint and/or Lead-
Based Paint Hazards” form, along with information regarding such hazards in the language in which they
speak.
Housing owners and landlords must comply with all lead-based paint requirements and disclosures.
A Disclosure of Information on Lead-Based Paint and/or Lead-Based Paint Hazards form must be signed by
the owner/landlord before execution of a new lease, and copies given to the participant and kept in the
ESG program participant’s file.
11. Fair Market Rent and Rent Reasonableness
Whether a household is seeking to maintain its current housing or relocate to another unit to avoid
homelessness (Homelessness Prevention), or exiting homelessness into new housing (Rapid Re-
Housing), the process for determining acceptable rent amounts is the same: The recipient or
subrecipient first compares the gross rent (see box below) for the current or new unit with current Fair
Market Rents (FMR) limits, which are updated annually.
FMRs for each fiscal year can be found by visiting HUD’s website at
www.huduser.org/portal/datasets/fmr.html and clicking on the current “Individual Area Final FY20__
FMR Documentation” link. This site allows you to search for FMRs by selecting California and San Luis
Obispo County from the provided list. The site also provides detailed information on how the FMR
was calculated for each area.
If the unit’s gross rent is at or below FMR, the recipient/subrecipient next uses current data to
determine Rent Reasonableness (see certification form). 5CHC determines rent reasonableness by
considering the location, quality, size, type, and age of the unit, and any amenities, maintenance, and
utilities to be provided by the owner. Comparable rents can be checked by using Craigslist or other
Rental Services to check rents charged for units of comparable size and features (location, size,
amenities, quality, etc.). A printout of three comparable units rents and evidence that these units
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share similar features (location, size, amenities, quality, etc.) should be included in the file
documentation along with a Rent Reasonableness Certification form. Another acceptable method of
documentation is written verification signed by the property owner or management company, on
letterhead, affirming that the rent for a unit assisted with ESG funds is comparable to current rents
charged for similar unassisted units managed by the same owner.
If the gross rent is at or below both the FMR and the rent reasonableness standard for a unit of
comparable size, type, location, amenities, etc., ESG funds may be used to pay the rent amount for
the unit.
If the gross rent for the unit exceeds either the rent reasonableness standard or FMR, ESG recipients
are prohibited from using ESG funds for any portion of the rent, even if the household is willing and/or
able to pay the difference. However, because the FMR and rent reasonableness requirements apply
only to rental assistance, ESG funds may be used:
1. to pay for financial assistance and services to help the eligible program participant stay in the
unit, or
2. to pay for financial assistance and services to locate and move to a different unit that meets the
rent reasonableness standard and is at or below FMR and pay rental assistance in that unit.
Rent reasonableness and FMR requirements do not apply when a program participant receives only
financial assistance or services under Housing Stabilization and Relocation Services. This includes
rental application fees, security deposits, an initial payment of “last month’s rent,” utility
payments/deposits, and/or moving costs, housing search and placement, housing stability case
management, landlord-tenant mediation, legal services, and credit repair. (Note: “Last month’s rent”
may not exceed the rent charged for any other month; security deposits may not exceed 2 months’
rent.)
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12. Emergency Solutions Grants CARES Act (ESG-CV)
ESG-CV funds must be used to prevent, prepare for, and respond to coronavirus, among individuals and
families who are homeless or receiving homeless assistance and to support additional homeless assistance
and homeless prevention activities to mitigate the impacts created by coronavirus. Requirements at 24
CFR Part 576 will apply to the use of these funds, unless otherwise provided by the alternative
requirements and flexibilities established under the CARES Act, Notice CPD-20-08 issued September 1st,
2020, or subsequent waivers, amendments or replacements to the Notice. (See
https://www.hudexchange.info/programs/esg/esg-cv/#program-requirements )
13. Grievance Policy
These procedures were developed to provide guidelines for responding to client or provider grievances.
Definition:
A grievance for the purpose of this program is defined by the as: a client complaint or expression of
dissatisfaction regarding service delivery, or any expression of dissatisfaction by an agency partners or
service provider.
Procedures:
If a client or service provider expresses dissatisfaction verbally or in writing, a Program staff member will
attempt to resolve the situation with the client or service provider.
If this is not possible, then the Program staff that receives the complaint shall notify the Program
Supervisor or the person to whom that staff reports to. The supervisor who receives the complaint will
document the complaint in the Grievance Log. The Grievance Log shall include the following information.
1. Client ID# (not name)
2. Nature of complaint and identification of those involved.
3. Date complaint was received and by whom.
4. Summary of follow-up activities
5. Date grievance was referred to Grievance Committee, if necessary.
6. Date of resolution.
The Supervisor will be responsible for collecting relevant information about the grievance, for taking
action to resolve the grievance, and for documenting all progress.
The Supervisor will attempt to resolve the complaint between the parties involved. If no satisfactory
results can be achieved, the Supervisor will present the situation to the 5Cities Homeless Coalition (5CHC)
Executive Director and then on to the Board of Directors Program Committee for a decision.
Thirty days after expressing a grievance, clients or service providers will receive in writing all grievance
facts and decisions.
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The Grievance Committee is a minimum of four individuals to include a program supervisor, a case
manager who is not a part of the grievance, an agency partner who has expertise in relevant program
management, and the 5CHC Executive Director.
All information, including the Grievance Log, will be available to appropriate contract monitors. This
procedure will be provided to each client and attached to all appropriate case files.
14. Termination, Complaints and Appeals
ESG Program Assistance and activities may be terminated in cases where program participants violate
program requirements, or when the participant no long meets minimum eligibility requirements for
program assistance (i.e., income change).
Termination and grievance procedures will be verbally explained, with a copy of the termination and
grievance policy signed by the participant at program entry (grievance policy form attached).
When a program participant’s assistance is terminated, the participant will be given written notice
containing a clear statement of the reasons for termination.
A program participant will be given the opportunity to file a grievance and present written or oral
objections before a person other than the person (or subordinate of that person) who made or approved
the termination decision.
Prompt written notice of the final decision to the program participant will be made.
15. Data Collection - Homeless Management Information System (HMIS):
5CHC participates in the community-wide Homeless Management Information System (HMIS) and adheres
to the San Luis Obispo County Continuum of Care’s Homeless Management Information System Policies
and Procedures. ESG Program participants will be entered into the HMIS and ClientTrack databases.
5CHC collects and maintains common data fields as determined by the HMIS Administrator, considering all
relevant regulations. This helps to ensure coordination between service providers through the Coordinated
Entry System (CES) while avoiding duplication of services and participant data, and provides an
opportunity to document homelessness. All staff using HMIS are required to complete basic HMIS
training(s). Those running and maintaining reports must also complete other HMIS data quality training.
5CHC has made Data Quality an integral part of the program’s reporting policies and procedures.
San Luis Obispo County HMIS Policies, Procedures and Privacy Notice can be found at:
https://www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services/Provider-
Resources/HMIS.aspx
ESG HMIS Data Standards Manual can be found at:
https://files.hudexchange.info/resources/documents/ESG-Program-HMIS-Manual.pdf
HMIS Data Standards can be found at: https://www.hudexchange.info/resource/3824/hmis-data-
dictionary/
16. Confidentiality and Privacy
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Policies regarding client data are founded on the premise that a client owns his/her personal information.
5CHC adheres to the SLO County CoC’s HMIS Privacy Notice to protect client, agency, and the SLO County
CoC’s interests. Collection, access and disclosure of client data through HMIS is only permitted by the
procedures set forth by the SLO County CoC. Client Data will only be shared if the Client consents and has
signed the Release of Information Authorization.
The privacy of records pertaining to any individual assessed or served by the ESG program will be
protected at all times. All records including files, forms, and other documents that identify an individual
and/or members of a household will be enclosed in a locked location when not in use by the case manager
or ESG Program Staff. When files are in use by a program staff, they shall not be visibly accessible by any
person other than ESG Program Staff or the participant of whom the information identifies.
17. File Checklist
The basis of all determinations (eligibility, assistance needed, assistance provided, etc.) will supported by
the evidence documented in the case file. Documentation will enable a supervisor or other entity charged
with monitoring the program to readily identify the factors and process that resulted in the determination
that each participant meets HUD requirements. 5CHC will maintain a participant file that will include but is
not limited to the following documents:
1. Initial Evaluation
2. Proof of eligibility - Documentation of Homelessness, must follow HUD’s prioritization of
documentation of homelessness.
3. Program Intake Documents including: (See Attached Housing Intake Packet)
a. HMIS Release of Information,
b. Notice of Privacy Practices,
c. Participant grievance,
d. Participant consent form,
e. Release of Information if applicable,
4. Case Plan that showed the program and program participant developed a plan to assist the program
participant to retain permanent housing after the ESG assistance ends, taking into account all relevant
considerations, such as:
a. The program participant’s current or expected income and expenses,
b. Other public or private assistance for which the program participant will be eligible and likely to
receive; and
c. The relative affordability of available housing in the area
5. Lease agreement between the Owner and program participant
6. Minimum Habitability Standards
7. Case notes that reflect the program participant met with a case manager at least once per month to
assist the participant in ensuring long-term housing stability.
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8. Back-up documentation for the services and assistance provided to that program participant, including,
as applicable, security deposit, rental assistance, and utility payments made on behalf of the program
participant, and copies of documentation of payments made to owners for rental assistance provided,
and supporting documentation for these payments, including dates of occupancy by program
participants in the participant file.
9. Referrals made by the program-to-program participant to obtain other resources as needed.
10. Notice of Action – Notification to participant of eligible services
11. Income Recertification (If Applicable)
12. Rent Reasonableness/Fair Market Rent Certification (if Applicable)
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18. Recordkeeping
All program records will be maintained by 5Cities Homeless Coalition for a minimum of 5 years after the
final expenditure under the ESG contract.
19. Nondiscrimination and Equal Opportunity Policies
5CHC does not exclude, deny benefits to, or otherwise discriminate against any person on the basis of
race, color, national origin, disability, or age in admission to, participation in, or receipt of the services and
benefits under any of its programs and activities, whether carried out by the 5CHC directly or through a
contractor or any other entity with which 5CHC arranges to carry out its programs and activities.
This statement is in accordance with the provisions of Title VI of the Civil Rights Act of 1964, Section 504 of
the Rehabilitation Act of 1973, the Age Discrimination Act of 1975, and Regulations of the U.S. Department
of Health and Human Services issued pursuant to these statutes at Title 45 Code of Federal Regulations
Parts 80, 84, and 91.
20. Definition of Homeless
The definition of homeless is as follows:
1. An individual or family who lacks a fixed, regular, and adequate nighttime residence, meaning:
a. An individual or family with a primary nighttime residence that is a public or private place not
designed for or ordinarily used as a regular sleeping accommodation for human beings, including a
car, park, abandoned building, bus or train station, airport, or camping ground;
b. An individual or family living in a supervised publicly or privately operated shelter designated to
provide temporary living arrangements (including congregate shelters, transitional housing, and
hotels and motels paid for by charitable organizations or by federal, state, or local government
programs for low-income individuals); or
c. An individual who is exiting an institution where he or she resided for 90 days or less and who
resided in an emergency shelter or place not meant for human habitation immediately before
entering that institution;
2. An individual or family who will imminently lose their primary nighttime residence provided that:
a. The primary nighttime residence will be lost within 14 days of the date of application for homeless
assistance;
b. No subsequent residence has been identified; and
c. The individual or family lacks the resources or support networks, e.g., family, friends, faith-based or
other social networks, needed to obtain other permanent housing;
3. Unaccompanied youth under 25 years of age, or families with children and youth, who do not
otherwise qualify as homeless under this definition, but who:
a. Are defined as homeless under section 387 of the Runaway and Homeless Youth Act (42 U.S.C.
5732a), section 637 of the Head Start Act (42 U.S.C. 9832), section 41403 of the Violence Against
Women Act of 1994 (42 U.S.C. 14043e-2), section 330(h) of the Public Health Service Act (42 U.S.C.
254b(h)), section 3 of the Food and Nutrition Act of 2008 (7 U.S.C. 2012), section 17(b) of the Child
Nutrition Act of 1966 (42 U.S.C. 1786(b)) or section 725 of the McKinney-Vento Homeless
Assistance Act (42 U.S.C. 11434a);
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b. Have not had a lease, ownership interest, or occupancy agreement in permanent housing at any
time during the 60 days immediately preceding the date of application for homeless assistance;
c. Have experienced persistent instability as measured by two moves or more during the 60-day
period immediately preceding the date of applying for homeless assistance; and Can be expected
to continue in such status for an extended period of time because of chronic disabilities, chronic
physical health or mental health conditions, substance addiction, histories of domestic violence or
childhood abuse (including neglect), the presence of a child or youth with a disability, or two or
more barriers to employment, which include the lack of a high school degree or General Education
Development (GED), illiteracy, low English proficiency, a history of incarceration or detention for
criminal activity, and a history of unstable employment; or
4. Any individual or family who:
a. Is fleeing, or is attempting to flee, domestic violence, dating violence, sexual assault, stalking, or
other dangerous or life-threatening conditions that relate to violence against the individual or a
family member, including a child, that has either taken place within the individual’s or family’s
primary nighttime residence or has made the individual or family afraid to return to their primary
nighttime residence;
b. has no other residence; and
c. Lacks the resources or support networks, e.g., family, friends, faith-based or other social networks,
to obtain other permanent housing.
21. Definition of “At Risk of Homelessness
The definition of at risk of homelessness is as follows:
1. An individual or family who:
a. Has an annual income below 30 percent of median family income for the area, as
determined by HUD;
b. Does not have sufficient resources or support networks, e.g., family, friends, faith-based or
other social networks, immediately available to prevent them from moving to an
emergency shelter or another place described in paragraph (1) of the ‘‘Homeless’’ definition
in this section; and
c. Meets one of the following conditions:
2. Has moved because of economic reasons two or more times during the 60 days immediately
preceding the application for homelessness prevention assistance;
3. Is living in the home of another because of economic hardship;
4. Has been notified in writing that their right to occupy their current housing or living situation will
be terminated within 21 days after the date of application for assistance,
5. Lives in a hotel or motel and the cost of the hotel or motel stay is not paid by charitable
organizations or by federal, State, or local government programs for low-income individuals;
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6. Lives in a single-room occupancy or efficiency apartment unit in which there reside more than two
persons or lives in a larger housing unit in which there reside more than 1.5 people per room, as
defined by the U.S. Census Bureau;
7. is exiting a publicly funded institution, or system of care (such as a health-care facility, a mental
health facility, foster care or other youth facility, or correction program or institution); or
8. Otherwise lives in housing that has characteristics associated with instability and an increased risk
of homelessness, as identified in the recipient’s approved consolidated plan;
9. A child or youth who does not qualify as ‘‘homeless’’ under this section, but qualifies as
‘‘homeless’’ under section 387(3) of the Runaway and Homeless Youth Act (42 U.S.C. 5732a(3)),
section 637(11) of the Head Start Act (42 U.S.C. 9832(11)), section 41403(6) of the Violence Against
Women Act of 1994 (42 U.S.C. 14043e– 2(6)), section 330(h)(5)(A) of the Public Health Service Act
(42 U.S.C 254b(h)(5)(A)), section 3(m) of the Food and Nutrition Act of 2008 (7 U.S.C. 2012(m)), or
section 17(b)(15) of the Child Nutrition Act of 1966 (42 U.S.C. 1786(b)(15)); or
10. A child or youth who does not qualify as ‘‘homeless’’ under this section, but qualifies as
‘‘homeless’’ under section 725(2) of the McKinney-Vento Homeless Assistance Act (42U.S.C.
11434a (2)), and the parent(s) or guardian(s) of that child or youth if living with her or him.
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Habitability Standards Certification Form
Instructions: Mark each statement as ‘A’ for approved or ‘D’ for deficient. The property must meet all standards in order to be
approved. A copy of this checklist should be placed in the client file.
Approved
or Deficient Element
1. Structure and materials: The structures must be structurally sound so as not to pose any threat to the health
and safety of the occupants and so as to protect the residents from hazards.
2. Access: The housing must be accessible and capable of being utilized without unauthorized use of other
private properties. Structures must provide alternate means of egress in case of fire.
3. Space and security: Each resident must be afforded adequate space and security for themselves and their
belongings. Each resident must be provided with an acceptable place to sleep.
4. Interior air quality: Every room or space must be provided with natural or mechanical ventilation. Structures
must be free of pollutants in the air at levels that threaten the health of residents.
5. Water Supply: The water supply must be free from contamination.
6. Sanitary Facilities: Residents must have access to sufficient sanitary facilities that are in proper operating
condition, may be used in privacy, and are adequate for personal cleanliness and the disposal of human
waste.
7. Thermal environment: The housing must have adequate heating and/or cooling facilities in proper operating
condition.
8. Illumination and electricity: The housing must have adequate natural or artificial illumination to permit
normal indoor activities and to support the health and safety of residents. Sufficient electrical sources must
be provided to permit use of essential electrical appliances while assuring safety from fire.
9. Food preparation and refuse disposal: All food preparation areas must contain suitable space and equipment
to store, prepare, and serve food in a sanitary manner.
10. Sanitary condition: The housing and any equipment must be maintained in sanitary condition.
11. Fire safety: Both conditions below must be met to meet this standard.
a. Each unit must include at least one battery-operated or hard-wired smoke detector, in proper working
condition, on each occupied level of the unit. Smoke detectors must be located, to the extent practicable, in
a hallway adjacent to a bedroom. If the unit is occupied by hearing-impaired persons, smoke detectors must
have an alarm system designed for hearing-impaired persons in each bedroom occupied by a hearing-
impaired person.
b. The public areas of all housing must be equipped with a sufficient number, but not less than one for each
area, of battery-operated or hard-wired smoke detectors. Public areas include, but are not limited to,
laundry rooms, day care centers, hallways, stairwells, and other common areas.
CERTIFICATION STATEMENT
I certify that I am not a HUD certified inspector and I have evaluated the property located at the address
below to the best of my ability and find the following:
☐ Property meets all of the above standards.
☐ Property does not meet all of the above standards.
Therefore, I make the following determination: _____________________________________________
☐ Property is approved.
Case Name:
Street Address:
Apartment: City: State: Zip:
Evaluator’s Signature: Date:
Please Print. Name:
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Sample Housing Stabilization Plan
Date: October 2, 2012
Client Name (s): Donald Landry
Total Household Size: 3
City / Address: Atascadero, 2111 El Bordo - Bordeaux Apartments B
Current Housing Status:
Donald is currently losing his housing due to income loss 2 months ago. He was laid off from work in
construction. He also lost his work truck because he couldn’t make payments. Don has two daughters in
elementary school. His apartment complex has given him a 3 day notice to quit. Don has been working odd
jobs and serving as a handyman for his income. Although he has been growing his handyman business, he
has not made enough income to cover bills and rent fully. He is losing his housing because he has been late
on rent for 2 months, and is $400 short in rent for this month.
Current Household Income:
Don currently works as a Handyman and makes between $300 and $500 per week. His total income has
been consistently $1,200 - $1,900 per month max. He currently does receive public income assistance.
There is no other income coming into the household.
Income/Sustainability Plan
(How does the participant plan to balance income with expenses moving forward?)
Don is a licensed carpenter and experienced in all areas of construction. He is focusing his efforts to build
this income source, which has a strong possibility of giving him sustainable income. Don is also looking for
an apartment with lower rent. Don also continues to look for other jobs, but is limited to working daytime
hours due to his young children who do not have childcare after 5pm. Don also has a friend willing to sell
him a truck and he is willing to accept payments. Once Don recovers from this housing crisis, he can
purchase the truck, which will allow him to get more work. Don can meet his monthly expenses with
$2,500 per month.
Proposed Assistance & Plan After Assistance after this Program Ends:
This program will provide Homeless Prevention/ Rental Assistance of $300 per month for 3 months to
stabilize the household’s housing. During this period, Don expects to gain extra work as a handyman, and
purchase a work truck on payments to gain more work. Moving forward Don will continue to look for
stable jobs. After 3 months Donn expects to make $2,500 per month or more.
Submitted by (Case Manager’s Name, Agency, Phone #):
Case Manager Date
Client Signature Date
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THE 5CHC CLIENT NOTICE AND CONSENT FOR RELEASE
THIS CLIENT NOTICE AND CONSENT FOR RELEASE FORM DESCRIBES HOW INFORMATION ABOUT YOU MAY
BE USED AND DISCLOSED AND HOW YOU CAN GET ACCESS TO THIS INFORMATION. PLEASE REVIEW IT
CAREFULLY. IF YOU HAVE ANY QUESTIONS OR DESIRE ANY FURTHER INFORMATION REGARDING THIS FORM
PLEASE CONTACT Veronica Cablayan (805) 952 5028
I, __________________________________ (insert client's name), understand and acknowledge that 5Cities Homeless Coalition
(the "Agency") is affiliated with the County of San Luis Obispo ("County"), and I consent to and authorize the collection of data
and information and preparation of records pertaining to the services provided to me by the Agency and the release of such data
and all records maintained by the Agency to the County and agencies affiliated with the County, provided such agency is a party
to The San Luis Obispo County Homeless Management Information System ("HMIS") agency agreement with the County under
which the Agency has specifically agreed to share information with such agency. The data, information and records gathered and
prepared by the Agency and the County will be included in the HMIS database and shall be utilized by the County and its affiliated
agencies, including Agency, to: (a) provide individual case management; (b) produce reports regarding utilization of services; (c)
track individual program outcomes; (d) provide accountability for individuals and entities that provide funds for use in providing
services in the County of San Luis Obispo area; (e) identify unfilled service needs and plan for the provision of new services; (f)
allocate resources among agencies engaged in the provision of services in and around San Luis Obispo County; and (g) be used for
all other purposes deemed appropriate by the County. I understand and acknowledge that my data and information may be
aggregated with the data and information of other individuals served by the Agency and other County agencies for the purposes
described above. I understand and acknowledge that that data, information and records pertaining to the services provided to
me by the Agency will only be disclosed to agencies, individuals and entities other than the County and its affiliated agencies with
my written authorization.
_______ (please initial) I understand and acknowledge that the data pertaining to the services provided to me by the Agency and
the records maintained by the Agency may include medical/health information and other information the privacy of which may
be protected by federal and or California law and expressly consent to the release of such information.
_______ (please initial) I understand and acknowledge that I have the right to (a) inspect, copy, and request amendment of all
records maintained by the Agency related to the provision of services to me and to receive a paper copy of this form; (b) request
restriction of how my data, information and records are utilized and disclosed but that the Agency is not required to agree to such
requested restrictions; (c) request that the Agency communicate with me about my services in a manner designed to promote
confidential communications; and (d) complain to the Agency or the County by providing written notice of the alleged violation if
I believe my privacy rights have been violated and that I will not be retaliated against for filing such a complaint.
_______ (please initial) I understand and acknowledge that I have the right to opt out of having my data, information and records
disclosed to the County and other County affiliated agencies by providing written notice to the Agency and that I am entitled to
services regardless of my decision. I further understand and acknowledge that I may revoke this consent at anytime by providing
written notice to the Agency. However, I understand and acknowledge that regardless of my decision to opt out or revoke
consent, my data may be disclosed to the County and included in the HMIS database in an aggregated and deidentified form for
purposes of making future resource allocation decisions.
_______ (please initial) I understand and acknowledge that the Agency is required to abide by the terms of this notice but that
the Agency reserves the right to change the terms of this notice and to make such revised or changed notice effective for
information already held by the Agency as well as information received in the future.
Signature: Date:
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5Cities Homeless Coalition
Grievance Policy
These procedures were developed to provide guidelines for responding to client or provider grievances.
Definition:
A grievance for the purpose of this program is defined by the as: a client complaint or expression of dissatisfaction
regarding service delivery, or any expression of dissatisfaction by an agency partners or service provider.
Procedures:
If a client or service provider expresses dissatisfaction verbally or in writing, a Program staff member will attempt to
resolve the situation with the client or service provider.
If this is not possible, then the Program staff that receives the complaint shall notify the Program Supervisor or the
person to whom that staff reports to. The supervisor who receives the complaint will document the complaint in
the Grievance Log. The Grievance Log shall include the following information.
7. Client ID# (not name)
8. Nature of complaint and identification of those involved.
9. Date complaint was received and by whom.
10. Summary of follow-up activities
11. Date grievance was referred to Grievance Committee, if necessary.
12. Date of resolution.
The Supervisor will be responsible for collecting relevant information about the grievance, for taking action to
resolve the grievance, and for documenting all progress.
The Supervisor will attempt to resolve the complaint between the parties involved. If no satisfactory results can be
achieved, the Supervisor will present the situation to the 5Cities Homeless Coalition (5CHC) Executive Director and
then on to the Board of Directors Program Committee for a decision.
Thirty days after expressing a grievance, clients or service providers will receive in writing all grievance facts and
decisions.
The Grievance Committee is a minimum of four individuals to include a program supervisor, a case manager who is
not a part of the grievance, an agency partner who has expertise in relevant program management, and the 5CHC
Executive Director.
All information, including the Grievance Log, will be available to appropriate contract monitors. This procedure will
be provided to each client and attached to all appropriate case files.
If this procedure is not clear, or you have any questions, please call Agency Director at (805)574- 1638.
I have read the Grievance Policy and consent to Case Management Services from the Homeless Prevention/Rapid
Rehousing Program.
Head of Household Signature Date
Spouse/Partner Signature Date
Other Adult Signature Date
Case Manager’s Signature Date
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CLIENT CONCERN FORM
This form is to be used by ESG Rapid Rehousing clients to submit grievances regarding the level of service quality, violation of
program policies, or breaches of confidentiality. Once completed, return this form to the program’s designated grievance liaison
Please complete the following information:
Your Name Today’s Date
Your Case Manager Date of Incident
Briefly describe the incident or concern:
Briefly describe your expected resolution to this problem or concern:
Sign your name
Your signature here provides consent for release of information regarding this grievance to ESG RR 5Cities Homeless Coalition
and other appropriate parties.
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THIS PAGE – OFFICE USE ONLY Designated liaison for this grievance
Step 2 Date this form provided to case manager Date of meeting with client
Result Description of proposed resolution
Client is satisfied with resolution ❑ Client is dissatisfied with resolution ❑
Satisfied client signature Date Dissatisfied client signature Date
Step 3 Date this form provided to grievance committee Date of meeting with client
Date of committee decision to liaison Date of meeting with client
Result Description of proposed resolution
Client is satisfied with resolution ❑ Client is dissatisfied with resolution ❑
Satisfied client signature Date Dissatisfied client signature Date
Step 4 Date this form provided to board of directors Date of meeting
Date of board decision to liaison
Result Description of proposed resolution
Program has received this decision ❑ Client has received this decision ❑
Liaison signature Date Liaison signature Date
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5Cities Homeless Coalition
Notice of Action/Aviso de Acción
Head of Household - Jefe de hogar: Spouse - Partner - Pareja
Dependent - Dependiente Dependent - Dependiente
Dependent - Dependiente Dependent - Dependiente
Dependent - Dependiente Dependent - Dependiente
q Effective ________________________________, you are eligible for the assistance based on your
current housing status and/or current income. You have been approved to receive:
q Efectivo, ________________________________ usted es elegible para la asistencia según por su estado
actual de vivienda y/o sus ingresos actuales. Ha sido aprobado para recibir:
q Security Deposit
Assistance
Depósito de seguridad
q Utility Deposit
Depósito de servicios
públicos
q Rental Assistance
Asistencia de alquiler
q Utility Payment
Pago de servicios
públicos
q Application Fees
Costos de aplicación
q Moving Cost
Costo de mudanza
In order to maintain in good standing for assistance, you must comply with items outlined in your
Program Agreement. Failure to comply may result in termination of the program. Please refer to you
Program Agreement.
Para mantenerse en el programa y recibir asistencia, debe cumplir con los elementos descritos en su Acuerdo
del Programa. El incumplimiento puede resultar en la terminación del programa. Consulte el Acuerdo del
programa.
EXIT
q Effective _________, you are being exited from the program for noncompliance. You have violated
one or more requirements outlined in the program agreement.
q Efectivo ___________, usted ha sido terminado del program por incumplimiento. Ha violado uno o
más requisitos descritos en el acuerdo del programa.
_________________________________________ _________
Case Manager Date
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Client Self-Declaration of Homelessness
Instructions: If third-party documentation is not available, individuals or households may self-certify their current homeless status.
Please initial the line below next to your current living situation and provide the details requested.
Applicant Name:
My current living situation is:
_____ Place not meant for human habitation (e.g. such as cars, parks, sidewalks)
Location and Dates:
_____ Emergency shelter (Emergency Shelter Name, Location and Dates of Residency)
_____ Transitional Housing (Transitional Housing Program Name, Location and Dates of Residency)
AND Previous Homeless Living Situation (Name, Location) and Dates:
_____ Discharging from a Hospital or other Institution (Hospital or Institution Name, Location, Date of Entry, and Expected
Discharge Date):
AND Previous Homeless Living Situation Details and Dates:
_____ Fleeing a domestic violence, including dating violence, sexual assault, stalking, human trafficking, and other
dangerous/life-threatening conditions that relate to violence against me or a family member that make me afraid to return to
my primary residence: (initial all that are true)
_____ Have no other place to live
_____ Do not have the financial resources and support networks to obtain other housing
_____ Being evicted from the housing we are presently staying in: (initial all that are true)
[Note: such individuals are eligible for a limited subset of programs – consult documentation checklist]
_____ Must leave this housing within the next ________ days
_____ Have not identified other housing
_____ Do not have the financial resources and support networks to obtain other housing
I certify the above-stated information to be true.
Applicant Signature: Date:
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Homelessness Certification
Client(s) Name(s): ____________________________________________________________________________________________
Household without dependent children Household with dependent children Number in the household: _____________
This form is to certify that the above-named individual or household is currently homeless based on the check mark, other indicated
information, and signature indicating their current living situation. By signing this form, you are certifying this information to be true.
Check only one box and complete only that section.
Living Situation: Place Not Meant For Human Habitation
The person(s) named above was/were living in a public or private place not designed for, or ordinarily used as a regular sleeping
accommodation for humans, including a car, park, abandoned building, bus station, airport, or camp ground on the date(s) below.
Description of living situation (please provide the location and detailed description of living conditions):
_________________________________________________________________________________________
___________________________________________________________________________________________________________
Homeless Street Outreach/Referral Program Name: _________________________________________________________________
Date(s) of Contact: ___________________________________________________________________________________________
Authorized Agency Representative Name: _________________________________________________________________________
Authorized Agency Representative Signature: _______________________________________________ Date: _________________
Living Situation: Emergency Shelter
The person(s) named above was/were living in a supervised publicly or privately operated shelter on the date(s) below:
Emergency Shelter Program Name: ______________________________________________________________________________
Date(s) of Night(s) in the Shelter: ________________________________________________________________________________
Authorized Agency Representative Name: _________________________________________________________________________
Authorized Agency Representative Signature: _______________________________________________ Date: _________________
Living Situation: Transitional Housing
[NOTE: USE ONLY FOR PURPOSES OF DOCUMENTING ELIGIBILITY FOR TRANSITIONAL HOUSING PROGRAMS]
The person(s) named above is/are currently living in a transitional housing program for persons who are homeless. The persons(s)
named above is/are graduating from or timing out of the transitional housing program:
Transitional Housing Program Name: _____________________________________________________________________________
Immediately prior to entering transitional housing the person(s) named above was/were residing in:
emergency shelter OR a place unfit for human habitation OR ____________________________________________
Authorized Agency Representative Name: _________________________________________________________________________
Authorized Agency Representative Signature: ______________________________________________ Date: __________________
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Staff Supplement to Certification Based on Intake Conversation
I understand that third-party verification is the preferred method of certifying homelessness for an individual or household
who is applying for assistance. I understand my declaration at intake is only permitted when I have attempted to but cannot
obtain third party verification.
Documentation of attempt(s) made for third-party verification:
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
_____________________________________________________________________________________________
Printed Name Organization Title
_____________________________________________________________________________________________
Applicant Signature Date Phone Number
Staff Signature: _________________________________________________________ Date: __________
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Criteria For Defining Homeless
Category 1 Literally
Homeless
(1) Individual or family who lacks a fixed, regular, and adequate
nighttime residence, meaning:
(i) Has a primary nighttime residence that is a public or private
place not meant for human habitation;
(ii) Is living in a publicly or privately operated shelter
designated to provide temporary living arrangements
(including congregate shelters, transitional housing, and
hotels and motels paid for by charitable organizations or by
federal, state and local government programs); or
(iii) Is exiting an institution where (s)he has resided for 90 days
or less and who resided in an emergency shelter or place
not meant for human habitation immediately before
entering that institution.
Category 2
Imminent
Risk of
Homelessness
(2) Individual or family who will imminently lose their primary
nighttime residence, provided that:
(i) Residence will be lost within 14 days of the date of
application for homeless assistance;
(ii) No subsequent residence has been identified; and
(iii) The individual or family lacks the resources or support
networks needed to obtain other permanent housing
Category 3
Homeless
under other
Federal
statutes
(3) Unaccompanied youth under 25 years of age, or families with
children and youth, who do not otherwise qualify as homeless
under this definition, but who:
(i) Are defined as homeless under the other listed federal
statutes;
(ii) Have not had a lease, ownership interest, or occupancy
agreement in permanent housing during the 60 days prior
to the homeless assistance application;
(iii) Have experienced persistent instability as measured by two
moves or more during in the preceding 60 days; and
(iv) Can be expected to continue in such status for an extended
period of time due to special needs or barriers
Category 4
Fleeing/
Attempting to
Flee DV
(4) Any individual or family who:
(i) Is fleeing, or is attempting to flee, domestic violence;
(ii) Has no other residence; and
(iii) Lacks the resources or support networks to obtain other
permanent housing
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5Cities Homeless Coalition
PROGRAM EXPECTATIONS AGREEMENT
PARTICIPANT EXPECTATIONS
1. Complete an Assessment with a Program Staff Member and answer all questions honestly.
2. You will meet with your Case Manager approximately [once a week, twice a week, twice a month] for an hour or for another
mutually agreed upon time.
3. Both you and your housing Case Manager will create a strategy to help locate permanent housing, which takes into account
all of the housing resources 5Cities Homeless Coalition has available. During each appointment, you will work together to set
individual goals.
4. Submit all required documentation requested to verify eligibility criteria for 5Cities Homeless Coalitions program
requirements.
5. You will be expected to make phone calls to housing authorities, landlords, and property owners and to complete rental
applications.
6. You will be required to complete and follow a budget and savings plan in order to receive 5Cities Homeless Coalition services.
7. 5Cities Homeless Coalition will keep a file for you, which includes copies of applications and other housing search-related
material.
8. 5Cities Homeless Coalitions will provide you with stamps and envelopes, as well as access to a copy machine, fax machine,
and telephone for all housing-search related business.
9. Housing advocates may be available to view apartments and attend meetings pertaining to your housing search, as long as
advance notice is given.
10. Report any changes, such as loss/gain of employment, enrollment/drop of school, family composition, or contact information
within 10 Days.
MUTUAL EXPECTATIONS
1. All services provided by 5Cities Homeless Coalition are free of charge. No exchange of money or gifts by either party is
allowed.
2. You and your housing advocate will treat each other with respect.
3. Both parties are expected to be prompt to meetings and prepared for the time together. Both parties should call ahead if the
meeting needs to be rescheduled.
I Further Understand That Failure To Comply With The Above-Mentioned Statements Could Result In The Following:
• A Meeting With An Staff Member And/Or Other Service Providers To Establish A Plan For Continued Services;
• A Halt In The Provision Of Financial Resources And Services To Obtain Placement Into Housing;
• Possible Termination Of Program Services
I, , Agree With The Terms And Requirements To Receive Rapid Re- Housing/Homeless Prevention Program assistance. I Also
Understand That Providing False Information May Result In Disqualification/Termination From The Program.
I Understand This Is Not An Entitlement Program. Decisions Regarding Eligibility And Service Are Based On A Review Of
Information About A Household And Whether That Household Meets The Criteria Outlined In Program Policies, The
Availability Of Funds, And Staff Needed For Participation.
By Signing Below, I Affirm I Have Reviewed, Understand, And Agree To This Housing Program Agreement, The Housing Program
Grievance Policy/Procedure, And The Housing Program Release of Information (HMIS and DSS 815).
Head of Household Date Spouse/Partner Date
Other Adult Date Case Manager Date
Page 245 of 365
10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 8 of 40
Today’s Date: / / Staff Member:
Name: _
(First) (Last)
Social Security Number: - - Birth Date: / /
Date of Program Entry: / / Date of Last Recertification: / /
Any change in the number of individuals residing in this household: Yes No
If Yes, please provide the following information:
Name Relationship to
Head of Household
Sex Date of
Birth
Race Social Security
Number
Update of the following is required:
Income/Benefits Assessment
Verification of Income
Housing Stabilization Plan
Participant requires continued assistance with the following items:
Housing Relocation & Stabilization Services: Financial Assistance:
¨ Housing Search & Placement
¨ Case Management
¨ Mediation (between client & landlord)
¨ Legal Services
¨ Credit Repair
¨ Moving Costs
¨ Rental Application Fee
¨ Security Deposit
¨ Last Month’s Rent
¨ Utility Deposit
¨ Utility Payments
¨ Utility Arrears (up to 6 months)
Shelter Operations:
¨ Motel/Hotel
Voucher
Rental Assistance:
¨ Short-term (1-3 months)
¨ Medium-term (4-24 months)
¨ Rental Arrears (up to 6 months)
ESG Recertification Form
Participants must be re-evaluated not less than once every 3 months to
verify eligibility for continued assistance.
Page 246 of 365
10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 2 of 40
Any other information regarding the participant’s recertification information and/or needs at this time:
Next Recertification is due: / /
I/We certify that the information provided on this application is accurate and complete to the best of my
knowledge. I/We understand that false statements or information are punishable under Federal Law. I/We
also understand that false statements or information are grounds for termination of assistance under this
program. I/We also understand that if I/we are receiving assistance as a Victim of Domestic Violence and
move back in with the abuser, I/we will be terminated from the program.
I/We understand that I/we are to provide any and all information as requested by the Case Manager or
Program Manager that the information provided will be subject to verification, that the housing unit I/we are
renting is subject to a physical inspection and must meet HUD standards before assistance can be approved.
I/We also understand that any approved assistance will be paid directly to the landlord, property manager or
utility company and that I/we are responsible for making whatever payments this program determines are
my/our responsibility on time and in full each month. I/We also understand the case manager must be
notified of any changes in income or other circumstances (e.g. changes in household composition) that affect
the eligibility of assistance under this program.
Print Full Name Print Full Name
Signature Signature
Date Date
STAFF USE ONLY:
Client/Household is approved for continued assistance in the ESG Program? _ Yes No
If no, please provide reason:
Date Recertification Completed: / /
Staff Member Approving:
(please print)
Staff signature: Date:
Page 247 of 365
10 i. f 5CHC Housing Policies and Procedures 11.2021.docx Page 3 of 40
RENT REASONABLENESS CHECKLIST AND CERTIFICATION
Proposed
Unit
UNIT #1
COMPARISON
UNIT #2
COMPARISON
UNIT #3
COMPARISON
ADDRESS
NUMBER OF BEDROOMS
SQUARE FEET
TYPE OF UNIT/CONSTRUCTION
HOUSING CONDITION
LOCATION/ACCESSIBILITY
AMENITIES
UNIT:
SITE:
NEIGHBORHOOD:
AGE IN YEARS
UTILITIES (TYPE)
UNIT RENT
UTILITY ALLOWANCE
GROSS RENT
HANDICAP ACCESSIBLE?
CERTIFICATION:
A. COMPLIANCE WITH PAYMENT STANDARD
____________________ _____________ __________________
PROPOSED CONTRACT RENT + UTILITY ALLOWANCE = PROPOSED GROSS RENT
APPROVED RENT DOES NOT EXCEED APPLICABLE PAYMENT STANDARD OF $_____________.
B. RENT REASONABLENESS
Based upon a comparison with rents for comparable units, I have determined that the proposed rent for the unit
[ ] is [ ] is not reasonable.
NAME: SIGNATURE: DATE:
Page 248 of 365
Page 249 of 365
Case management and financial assistance for deposit, rent and immediate needs for those who are homeless or
facing homelessness. Together, these programs prevent loss of housing and aid in rehousing.
Total Number of
Calls Received:
547
Total Number of
Walk-ins:
253
Households with
Children: 15
Households
without children: 37
Number of Coordinated
Entry Surveys: 52
23 45
Single-Parent
Households:Seniors (62+): Disabled:
Youth
(under 25):Veterans:
6 14 13 0 1
Rapid Re-Housing and Homeless Prevention Programs
Information & Coordinated Entry
5Cities Homeless Coalition
September 2022 Program Report
Assistance begins with a Coordinated Entry Intake, a service utilized by Homeless Service Providers throughout the
County that provides a standardized assessment to ensure a consistent, streamlined experience for those seeking
services. Clients complete a comprehensive needs assessment, identify barriers to employment or housing, and
develop an immediate action plan. Those visiting 5CHC’s offices are provided access to computer, internet, phone
charging, mailing address, food, and hygiene supplies.
Homeless Youth
Outreach and case management targeting homeless youth age 16-24, providing support for immediate needs,
education and job development, and housing assistance. Program is offered in partnership with Dignity Health, Good
Samaritan Shelter, and Lucia Mar Unified School District, Police Departments of Arroyo Grande and Grover Beach.
New
Contacts
Made
This
Month
Total # of
Case
Managed
Youth
Youth Who
Gained New
Housing,
Employment,
Benefits, or
Education
Permanently Housed This Month: 18
Rapid Rehousing Year to Date: 124 Families
Average Amount
Spent on Deposit
Year to Date:
$1,860
Average Amount
Spent on Deposit:
$2,110
Average Amount
Spent on Rental
Assistance:
$2,012
Prevented Homelessness (Eviction) This Month: 24
Prevented Homelessness (Eviction) Year to Date: 146
Average Amount
Spent on Rental
Assistance Year
to Date: $1,825
Page 250 of 365
Individuals Connected to
Resources This Month
Through Outreach
64
Cabins for Change Opening Soon!
New Benefits
Cases
0
New Benefits
Awarded
0
Cases Opened on
Behalf of Medically
Fragile
1
Outreach Efforts:
5CHC staff conducts outreach to ensure the health and safety of
individuals and families living in local encampments. 5CHC works with law
enforcement, County Public Health, and others to conduct health checks
and provide food, hygiene, and access to case management. This month,
we targeted Grover Beach extensively.
Immediate Needs:
Assists homeless and low-income families and individuals in the Five Cities area with limited funds to address their
immediate needs, and move them to self–sufficiency. Helping families overcome a one-time barrier can enable them
to move toward self-sufficiency, stability, and economic improvement. Examples of assistance include gasoline,
clothing, employment readiness, detox/sober living, basic needs, etc. Average amount spent per client: $97.39
Benefits Advocacy/Medically Fragile Clients:
5CHC clients are offered guidance in attaining public benefits, including SSI, Cal Fresh, etc. Housing clients are also
encouraged to participate in financial literacy and budgeting training. Our work with medically fragile clients is aimed
at improving discharge planning and case management with Arroyo Grande Community Hospital. Monthly Averages:
Winter Warming Center
During the winter season, 5CHC operates an overnight warming center to provide a
safe, warm, and dry place for homeless adults to find shelter on nights with specific
forecasts of inclement weather. The Warming Center 2021-2022 Season has
concluded.
News & Happenings
This new temporary emergency housing program in Grover Beach, also referred to
as “Cabins for Change,” will use modular cabins at 16th Street and Long Branch
Avenue. With 24/7 support, wrap-around case management, and services
providing nutrition, recovery and housing stabilization guidance, 5CHC's Cabins
for Change program will help homeless individuals achieve long-term housing.
Total Nights
Open
18
Families with
Children
0
Avg. # of
Guests This
Season7
# of 1st Time
Guests
24
5Cities Homeless Coalition
A 501(c)(3) Nonprofit | Tax ID #27-0413593
(805) 574-1638 | 5CHC.org
P.O. Box 558
Grover Beach, CA 93483-0558
@5citieshomelesscoalition
New Benefits
Cases
1
Page 251 of 365
Application B: Housing Activities
Funding sources available: CDBG, HOME, Title 29, PLHA
1. APPLICANT INFORMATION
x Entity Name San Luis Obispo Non-profit Housing Corporation / (HASLO)
x Ultimate Borrower, if applicable A to be formed LP
x Application Contact (Name and Title) Ken Litzinger, CFO
x Contact Phone Number 805-594-5304
x Entity Address, City and Zip Code 487 Leff Street, San Luis Obispo, CA 93401
x Mailing Address (if different from above) Same
x Applicant’s Website www.haslo.org
x Unique Entity Identification (UEI) Number 965581304
x Type of Agency (501(c)(3), For Profit, Gov’t/Public, CHDO, Other) 501(C)(3) & CHDO
x Date of Incorporation 10/15/1991
2.PROJECT SUMMARY
x Project Title Arroyo Terrace Apartments
x Project Address(es) 700 N. Oak Park Blvd, Arroyo Grande, CA
x APN(s) 077-011-010, 077-011-011, 077-011-012, 077-011-013
x Description of the Project
Provide a project description that captures the maximum anticipated scope of the
application. It should include all contemplated actions which logically are, either
geographically or functionally, a composite part of the project, regardless of the source
of funding. Describe all physical aspects of the project, such as plans for multiple phases
of development, size and number of buildings, and activities to be undertaken. Include
details of the physical impacts of the project, including whether there will be ground
disturbance. If applicable, indicate whether the project site will require acquisition or if
the sponsor already has ownership.
The mixed-use project consists of 63 100% affordable multi-family
residential units, including a manager’s unit, a 1,342 square-foot community
room, and 1,178 square feet of commercial space. As proposed, 16 of the units
will be designated for those experiencing homelessness or at risk for
homelessness as defined by HCD. This project received a County funding
commitment of ARPA funds last year. However, because of the large size of the
project, additional public funds are needed to make the project competitive for a
tax credit award. The project has also applied to HCD for Multifamily Housing
Program (MHP) funding. HCD should announce awards in December 2022.
The project includes outdoor recreational space with a barbeque area and
children’s playground near the remaining grove of oak trees near the eastern
portion of the project site for the residents of the development. The 63 dwelling
units are proposed in three (3) separate, three-story buildings, and contains 30
one-bedroom, 17 two-bedrooms, and 16 three-bedroom units.
3. BUDGET
x Funds Requested (Amount and Source) City & County CDBG & HOME & Title
29: $1,000,000
x Total Project/ Program Cost (Identify funding to be used to support the project
ATTACHMENT 4
Page 252 of 365
throughout affordability period, if applicable) Total Project Costs: 33,883,732.
See attached Sources & Uses schedule.
x Identify leveraged funds (Committed and Not Yet Committed) County ARPA
funds – Committed, HCD MHP Funds – Applied with awards to be announced in
December, City of Arroyo Grande Funds – Not Yet Committed.
x Identify additional rental assistance in project, if applicable 16 of the units will
have a Project Based Voucher commitment.
x Indicate how the match requirement will be met, if applicable. Low Income
Housing Tax Credits
x
4. PROJECT MANAGEMENT
x Project Lead Name: Ken Litzinger
o Title: CFO
o Phone: 805-594-5304
o Email: klitzinger@haslo.org
x Project Team
Please include information on the project team in the table below. Describe the roles,
financial structure, and legal relationships of the entities identified in the project team
table below.
Team
Member
Contact Person/Phone
Number
Company Name/Address
Developer
Ken Litzinger 805-594-
5304
HASLO 487 Leff St, San
Luis Obispo, CA 93401
Owner(s)
Ken Litzinger 805-594-
5304
HASLO 487 Leff St, San
Luis Obispo, CA 93401
General
Partner(s)
(Please
specify if
managing,
sole, etc.)
Ken Litzinger 805-594-
5304
San Luis Obispo Non-
profit Housing Corp, 487
Leff St, CA 93401
Sponsor
Ken Litzinger 805-594-
5304
San Luis Obispo Non-
profit Housing Corp, 487
Leff St, CA 93401
Administrative
Subagreement
N/A N/A
General
Agreement
Click or tap here to enter
text.
Click or tap here to enter
text.
Architect
TBD Click or tap here to enter
text.
Construction
Specialist
Michael Burke 805-594-
5330
HASLO 487 Leff St, San
Luis Obispo, CA 93401
Page 253 of 365
Construction
Lender
TBD Click or tap here to enter
text.
Permanent
Lender
TBD Click or tap here to enter
text.
Property
Management
Company
Elaine Archer, 805-594-
5331
HASLO 487 Leff St, San
Luis Obispo, CA 93401
Relocation
Consultant
N/A Click or tap here to enter
text.
Market
Analyst
Click or tap here to enter
text.
Click or tap here to enter
text.
Service
Provider(s)
Elaine Archer, 805-594-
5331
HASLO 487 Leff St, San
Luis Obispo, CA 93401
Green
Building &
Sustainability
Consultant
Click or tap here to enter
text.
Click or tap here to enter
text.
Other Project
Partners:
Financial
Consultant
Click or tap here to enter
text.
Click or tap here to enter
text.
5. PURPOSE & NEED
x Purpose of the Proposed Project. Describe the project by addressing each of the
following:
x What activities will be undertaken? Construction of 62 affordable housing rental
units + manager unit.
x What are the project goals and objectives? Provide 16 units of homeless housing
with rental subsidy plus an additional 46 affordable units.
x Explain the need being addressed by this project. Housing for homeless and
affordable housing
x Explain how the need was identified. Affordable housing and housing for the
homeless are among the most critical needs in the County.
x Who are the beneficiaries? How will eligibility be determined? Those experiencing
homelessness, or at risk for homelessness, and/or tenants at Low, Very Low, and
Extremely Low Income levels.
x Is there community and/or political support? Explain. Yes. All City project
approvals have been received, and City and County staff are supportive of the
project.
x Describe how the impact will be sustained once this round of funding ends. These
units will be restricted for affordable housing for 55 years. The project will be
financially self-sustaining, as tenant rents will cover all operating expenses.
x Organizational Capacity. Summarize the organization's background/capacity to
Page 254 of 365
carry out the proposed project. The narrative should address the following points:
o Has the organization carried out this type of project previously?
Explain. Yes, SLONP and HASLO have been developing affordable
housing for 40+ years.
o What makes the organization a preferred provider of this service?
SLONP and HASLO are community based local organizations that
have an award winning history of developing and operating affordable
housing in San Luis Obispo County. As property management agent,
HASLO coordinates with area non-profit service providers to accept
homeless and other special high need referrals. Staff is certified in all
aspects of compliance, and maintains detailed financial records and
tenant files for audit purposes. SLONP is dedicated to ensuring these
units benefit the community permanently
6. ELIGIBILITY
x Indicate the eligible activity category for this project. New construction of
affordable housing units
7. SCHEDULE
x Provide a detailed project timeline, include milestones with units of measure. See
Exhibit
x Describe agency’s record keep system with relevance to the proposed project
and how reporting requirements will be met. HASLO administers Federal, State,
and Local grants, and has strong systems and controls in place. HASLO will
provide the record keeping services for the project. Both HASLO and SLONP
undergo annual audits by an independent CPA firm.
8. ADDITIONAL INFORMATION
x Has site control been obtained? If so, how is site control held? Attach
documentation of site control. Yes, HASLO currently owns the site, and will
provide site control to the to be formed tax credit partnership via a long term land
lease agreement. This is consistent with recent projects completed with the
County’s partnership.
x Zoning. Is the current project location zoned for the proposed activity? If not,
describe steps to be taken to ensure zoning requirements are met. Yes, the
proposed development is consistent with land use and zoning requirements.
x If applicable, indicate the application due date for tax credits. March 1st, 2023
x Identity all permits necessary for the project. Include estimated dates of
application and approval. The only remaining permit is the building permit, which
is anticipated by November, 2023
x Does this Project require Relocation? If so, attach Relocation Plan. No.
x Indicate Housing Type (Permanent Homeowner Housing, Rental Housing,
Transitional Housing). Permanent Rental Housing
x Does the Project intend to target special populations (such as seniors, persons
with disabilities, children in foster care, etc.)? Yes, 16 units are proposed for
homelessness, and a portion of the units will be deeply income targeted for
families at 30% of area median income.
Page 255 of 365
x Will the Applicant be providing services? If so, please provide a brief explanation.
Yes, HASLO will be providing resident and supportive services.
9. ENVIRONMENTAL REVIEW
x Indicate level of environmental review required for proposed project. Proposed
project is exempt from CEQA. NEPA is anticipated.
x Indicate environmental review steps completed to date. Notice of Exemption filed
for CEQA determination.
10. SECTION 3 AND MINORITY AND WOMEN BUSINESS ENTERPRISES (AS
APPLICABLE)
x Section 3: Please explain how Section 3 benchmarks will be met. The construction
bid documents will contain Section 3 requirements, which will be included in the
construction contract. Contractor will be required to utilize best efforts to
demonstrate compliance.
x MBE/WBE: Please explain how your project will be marketed towards MBE/WBEs. The
construction bid documents will contain MBE/WBE requirements, which will be included
in the construction contract. Contractor will be required to utilize best efforts to
demonstrate compliance.
11. ADDITIONAL REQUIRED DOCUMENTS
1. Articles of Incorporation/Bylaws
2. Non-profit Determination
3. List of the Board of Directors
4. Authorization to Request Funds – N/A
5. Designation of Authorized Official
6. Organizational Chart
7. Most Recent Financial Audit
8. Policies and Procedures
9. SAM Search
10. Sources and Uses Statement
11. Timeline of Project Expenditures
12. Timeline of Project Milestones
13. Phase I or II Environmental Assessment
14. Site Photos
15. Complete construction drawing package
16. Commitment Letters
17. Operating Pro forma for length of period of affordability
18. Partnership agreement and equity letters indicating general and limited partner
contributions
19. Rent schedule for rental housing project
Page 256 of 365
ATTACHMENT 5
Page 257 of 365
Item 11.a.
MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Planning Manager
SUBJECT: Update and Discussion of a Proposal for the Comprehensive General
Plan Update
DATE: February 14, 2023
SUMMARY OF ACTION:
Preliminarily consider a consultant proposal for the comprehensive update of the General
Plan, refine the scope of work and budget as necessary, and direct staff to return to the
City Council with a consultant contract.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The Comprehensive General Plan Update is currently included in the budget with
$150,000 for FY 2022-23. Grant funding from Senate Bill 2, Local Early Action Planning
(LEAP), and Regional Early Action Planning (REAP) programs, in the amounts of
$52,000, $104,052, and $65,000, respectively, have been earmarked to cover costs
associated with the effort to develop objective design standards and amend the
development code. Additionally, on February 23, 2021, Council provided direction to
support the General Plan Update with SB 1090 Funds. Currently, $869,248 in the City’s
SB 1090 funds are unallocated and may be used to complete the General Plan Update.
This will be a multi-year effort which will require additional financial resources in
subsequent years, as well as dedication of significant staff time. Implementation
measures proposed as part of the General Plan Update, such as relevant code
amendments and programs, may have future impacts to financial resources, if supported
by Council. Further details regarding the total costs identified in the consultant proposal
and other budget needs are provided in the report below.
RECOMMENDATION:
1) Direct staff to return to the City Council with a consultant services agreement with
Mintier Harnish to initiate the comprehensive General Plan Update, and 2) Direct staff to
solicit proposals for a Diversity, Equity, Inclusion, and Justice (DEIJ) expert to implement
the City’s DEIJ Policy and return to the City Council with a consultant contract for these
services.
Page 258 of 365
Item 11.a.
City Council
Update and Discussion of a Proposal for the Comprehensive General Plan Update
February 14, 2023
Page 2
BACKGROUND:
Over the last 20 years, various elements of the City’s General Plan have been updated
on an as-needed basis, such as the Housing Element and Circulation Element. However,
the City has not completed a comprehensive update since 2001. The State of California
Office of Planning & Research as well as State statute require that the general plan be
updated “periodically.” While there is no strict requirement for how often to update the
general plan, the planning period is typically 15 -20 years. Some cities and counties
update their general plans as often as every 5 years, while others update in portions over
time.
The existing General Plan includes the following elements and their adoption date in
parentheses. Some elements are required by state law, while others are optional.
Existing City of Arroyo Grande General Plan Elements Required by State Law
Land Use Element (2001)
Circulation Element (2021)
Noise Element (2001)
Safety Element (2001)
Housing Element (2020)
Agriculture, Conservation Element and Open Space Element (2007) (Note : the
City has combined Conservation and Open Space Elements into one element)
Existing City of Arroyo Grande Optional General Plan Elements that have been adopted
by the City
Parks and Recreation Element (2001)
Economic Element (2012)
In addition to these adopted elements, the City has also adopted a Climate Action Plan
(2013). The Climate Action Plan includes a number of policies and actions to help reduce
greenhouse gas emissions. While not a required component of the General Plan, the
Climate Action Plan is directly related to the Land Use and Circulation Elements (i.e.
building of the 2001 General Plan), as these are the basis for many of the modeling
assumptions with regard to land use patterns and vehicle miles traveled, both of which
generate greenhouse gas emissions.
On February 23, 2021, the City Council directed staff to initiate a comprehensive update
to the City’s General Plan. During that meeting, staff was directed to return to the City
Council with a discussion on the scope of work related to the comprehen sive General
Plan update.
On July 26, 2022, the City Council clarified the scope of work and directed staff to initiate
a comprehensive update to the General Plan, including an update to all existing elements
except for the Housing Element, a consistency review of the Housing Element, creation
of an Environmental Justice Element, an update to the Climate Action Plan, the creation
Page 259 of 365
Item 11.a.
City Council
Update and Discussion of a Proposal for the Comprehensive General Plan Update
February 14, 2023
Page 3
of objective design standards, an overlay district providing specific development
standards for the East Grand Avenue corridor, zoning ordinance updates, and the
inclusion of Healthy Communities strategies throughout (Attachment 2). The identified
budget was $500,000, and the City Council requested that consultants provide both a
two-year schedule and a three-year schedule.
In November 2022, the City issued a Request for Proposals for the General Plan Update
with the City Council’s requested scope of work and budget. The project description
included the following core components:
1. Development and implementation of a well-defined, inclusive, and robust public
outreach strategy. The strategy shall adhere to policies that promo te inclusive
outreach to diverse communities contained in the City’s Diversity, Equity, Inclusion,
and Justice Policy;
2. Comprehensive update of existing General Plan Elements (except Housing
Element);
3. Creation of an Environmental Justice Element;
4. An update to the Climate Action Plan;
5. Development of objective design standards and an overlay district for the East
Grand Avenue corridor; and
6. Development Code update.
Following the July 26th City Council meeting, additional staff research and discussion
with other cities and consultants revealed that the planned, updated scope of work could
likely exceed the stated budget of $500,000 by a significant amount. With this information,
staff requested that proposals identify a base cost for the update, but also include a list
of optional tasks that would complete the full scope of work directed by the City Council.
ANALYSIS OF ISSUES:
Staff received one consultant proposal prior to the RFP deadline of December 21, 2022,
from Mintier Harnish, a Sacramento-based land use firm (Attachment 1). The analysis
below is focused on this proposal.
Two-Year vs Three-Year Work Scope
In accordance with the direction from the City Council, staff included a request for a two -
year work scope in addition to a three-year work scope. The consultant proposal identifies
the two-year scope as particularly challenging, given the minimum 10 -month time frame
necessary for the CEQA analysis and preparation of an environmental impact report,
leaving approximately 14 months for the rest of the General Plan update. The two -year
work scope still includes an update to all of the General Plan Elements and creation of a
new Environmental Justice Element. The two-year scope includes visioning exercises
and workshops, but lacks some important items, such as an alternatives analysis and
consistency revisions to the development code. The alternatives analysis identified here
is intended to evaluate different land use scenarios in the General Plan Update, such as
whether the City includes specific areas for annexation and is separate from the required
Page 260 of 365
Item 11.a.
City Council
Update and Discussion of a Proposal for the Comprehensive General Plan Update
February 14, 2023
Page 4
Alternatives Analysis that is required by CEQA in the Environmental Impact Report. Staff
feels that the General Plan alternatives analysis would be a beneficial exercise, especially
if the City considers annexations or expansions to the Sphere of Influence.
The three-year work scope provides additional flexibility in the schedule, including a more
robust public outreach plan, an alternatives analysis, and a limited development code
update that focuses on ensuring that the code is consistent with the General Plan, as
opposed to a full development code update that comprehensively evaluates different
zonings, development forms, and standards. Specifically, the three-year option adds
additional outreach including a newsletter, City Hall displays, “visioning” and
environmental justice pop-up events and workshops, a Planning Commission Study
Session, City Council Study Session, the previously described General Plan alternatives
analysis evaluating different land use scenarios, a Safety Technical Advisory Committee
Meeting, Small Business Workshop, and a technical development code update.
Both proposed work scopes include optional tasks for additional cost and in some cases,
additional time. Examples of optional tasks include more public outreach events to inform
the overall project and a Retail Market Analysis for the Economic Development Element
update. The Climate Action Plan, development of objective design standards, and
creation of an East Grand Avenue overlay district are proposed as optional tasks due to
budgetary constraints, despite being part of Council’s requested scope. The East Grand
Avenue overlay district is listed as part of a more comprehensive zoning code update,
which is an optional task. In terms of time, some of these tasks can be completed within
the three-year work scope, including the public outreach activities and economic
development tasks. Some, however, can be started within the three -year period, but will
exceed the timeframe. For instance, if the City Council chooses to include a
Comprehensive Development Code Update, that task is anticipated to require an
additional 18 months beyond the three-year scope.
Although staff feels that all of the optional tasks would be beneficial to the creation of a
comprehensive General Plan Update, three tasks in particular are viewed as more critical
depending on budget considerations; the Climate Action Plan update, Comprehensive
Code Update and the Economic Development Tasks, which include a retail market
analysis and market demand studies for non-retail uses. Updated policies and goals in
the General Plan Update will be clearly intertwined with climate action goals, including
potential emission reductions based on new land uses, circulation considerations, and
environmental justice policies, and staff feels it is critical that the Climate Action Plan is
updated for consistency. The economic development tasks would analyze recent/ongoing
changes in the retail industry, including an inventory, vacancy levels, future growth
projections, regional competition, and an evaluation of opportunity sites, which could
inform additional efforts such as the East Grand Avenue Corridor Overlay District.
Page 261 of 365
Item 11.a.
City Council
Update and Discussion of a Proposal for the Comprehensive General Plan Update
February 14, 2023
Page 5
Budget and Costs
The Request for Proposal stated that the City of Arroyo Grande has currently budgeted
$500,000 for the update effort, and indicated that the cost proposal shou ld include all
work products that can be provided with this budget for each timeline (two-year vs. three-
year), as well as a listing of additional tasks that would potentially exceed the currently
budgeted amount to complete the full scope of work.
The consultant proposal noted that although the City has a stated budget of $500,000,
both the two-year and three-year cost proposals exceed this amount because they
believe these work scopes will better achieve the City’s stated expectations and will
implement current best planning practices. The consultant notes that the cost could be
reduced to the stated budget but would compromise the effectiveness of the Plan. The
stated two-year work scope cost is $735,389, while the three -year work scope cost is
$896,771. In addition, the optional tasks costs are as follows:
Additional Public Outreach Activities $ 31,680
Alternatives Report 40,580
Comprehensive Code Update 171,700
Economic Development Tasks 41,640
Climate Action Plan Update 144,434
Total $430,034
Additional staff research and discussion with other cities and consultants confirmed that
the Update scope of work would likely exceed the stated budget of $500,000 by a
significant amount, consistent with the Mintier Harnish proposal. For instance, the City of
Atascadero has initiated a General Plan Update that includes an estimated budget of $1.2
million for a similar effort. Staff also received a letter from another consultant that
estimated the work scope associated with the City’s Request for Proposal at
approximately $1.4 million.
Potential available budget sources for the General Plan Update costs are shown in Table
1 below:
Table 1 – Potential Budget Sources
Remaining unallocated SB 1090 Funds $869,248
Local Early Action Planning (LEAP) $65,000
Regional Early Action Planning (REAP) $104,000
SB2 funds $52,000
General Fund Budgeted FY 2022-23 $150,000
TOTAL $1,240,248
Page 262 of 365
Item 11.a.
City Council
Update and Discussion of a Proposal for the Comprehensive General Plan Update
February 14, 2023
Page 6
Based on this information, staff is recommending that the City Council initiate the General
Plan Update with the three-year scope of work, which includes a more robust public
outreach plan, a General Plan alternatives analysis, and a limited development code
update. Staff also is recommending that the optional tasks of a Climate Action Plan
update, Comprehensive Code Update (includes East Grande Avenue Cor ridor Overlay
District) and Economic Development Tasks be included as top priorities. Total costs
associated with staff’s recommendation are shown in Table 2 below.
Table 2 - Costs Associated with Staff Recommendation
Three-Year Scope of Work $896,771
Climate Action Plan $144,434
Comprehensive Development Code Update $171,700
Economic Development Tasks $41,640
Diversity, Equity, Inclusion, Justice consultant expertise (see below) $20,000
TOTAL $1,274,545
DEIJ
The consultant proposal provides an acknowledgement of the importance of dismantling
inequities and identifying traditionally underrepresented or marginalized groups as part of
the public outreach effort. This is reflected in the range of opportunities for engagement,
including open house, community workshop, and pop-up events as well as online
engagement tools. The proposal also includes translation services to provide more
meaningful engagement for a broader sector of the community. This approach would
provide a good beginning framework for the General Plan Update, particularly with the
inclusion of the Environmental Justice Element . However, staff recommends that the
importance of looking at the Update through the lens of the City’s DEIJ policy will
necessitate a separate consultant with specific DEIJ expertise. Staff has estimated a
budget of approximately $15,000 – $20,000 to provide expert support and peer review in
the area of DEIJ. If directed by the City Council, staff will solicit proposals for this item
and package it together with the overall General Plan Update contract for consideration
by the City Council.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Direct staff to return to the City Council with 1) a consultant contract with Mintier
Harnish to initiate the comprehensive General Plan Update, to include the three-
year scope of work, the Climate Action Plan update, Comprehensive Development
Code update, and Economic Development Tasks; and 2) provide direction to staff
to solicit proposals for a separate DEIJ expert; and return to the City Council with
a consultant contract for these services; or
2. Direct staff to return to the City Council with a consultant contract with Mintier
Harnish to initiate the comprehensive General Plan Update, and direct staff to
Page 263 of 365
Item 11.a.
City Council
Update and Discussion of a Proposal for the Comprehensive General Plan Update
February 14, 2023
Page 7
solicit proposals for a DEIJ expert and return to the City Council with a consultant
contract for a different combination of work scope and tasks than those set forth in
Recommendation 1; or
3. Direct staff to send out a new Request for Proposals with an updated budget
consistent with recent information; or
4. Provide other direction to staff.
ADVANTAGES:
The last comprehensive update of the City’s General Plan was completed in 2001. A
comprehensive update will create a vision and establish goals, policies, and programs to
guide the community’s growth over the next generation in accordance with its priorities
and values.
DISADVANTAGES:
A comprehensive update will require significant financial resources and staff time.
ENVIRONMENTAL REVIEW:
No environmental review is required for this update and discussion item. An
Environmental Impact Report will likely be necessary to evaluate potential impacts of the
comprehensive General Plan update in compliance with the California Environmental
Quality Act, and CEQA will be considered separately at the time the City brings forward
consultant contracts for City Council’s consideration.
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. Proposal for Services from Mintier Harnish
2. Staff Report and Minutes from the July 26, 2022 City Council Meeting
Page 264 of 365
COMPREHENSIVE
GENERAL PLAN UPDATE
CITY OF ARROYO GRANDE
PROPOSAL FOR SERVICES
December 22, 2022
SUBMITTED TO:
City of Arroyo Grande
Community Development Department
300 E. Branch Street
Arroyo Grande, CA 93420
ATTN: Brian Pedrotti
COMMUNITY DEVELOPMENT DIRECTOR
SUBMITTED BY:
1415 20TH STREET
SACRAMENTO, CA 95811
IN ASSOCIATION WITH:
ATTACHMENT 1
Page 265 of 365
1415 20TH STREET
SACRAMENTO, CALIFORNIA 95811
(916) 446-0522
FAX (916) 446-7520
OFFICE@MINTIERHARNISH.COM
WWW.MINTIERHARNISH.COM
December 22, 2022
City of Arroyo Grande
Community Development Department
Attn: Brian Pedrotti, Community Development Director
300 E. Branch Street
Arroyo Grande, CA 93420
RE: Request for Proposals – City of Arroyo Grande Comprehensive General Plan Update
Dear Mr. Pedrotti:
Mintier Harnish and our team are pleased to submit this proposal to assist the City of Arroyo
Grande with the comprehensive update of its General Plan, Development Code, and
Environmental Impact Report. In response to your request for proposals, the City will likely
receive responses from several qualified firms. As part of your review and selection of a team
for this important project, we feel there are several key factors that distinguish our team as
described below and reflected in our scope of work.
General Plan Experience and Innovation. Mintier Harnish is a consulting firm specializing
in the preparation of general plans, development codes, and housing elements. Our mission
as a firm is to help public agencies, residents, businesses, and other stakeholders plan their
communities and improve their quality of life through community involvement, innovation,
technical expertise, and policy leadership. Since our founding in 1985, we have successfully
completed over 65 general plans, 80 housing elements, and 20 zoning code updates
throughout California. As part of this work, we constantly stay abreast of the latest State laws
and planning trends and have developed tools designed to help communities update existing
general plans to meet current regulations and contemporary planning practice. We see each
general plan update as an opportunity to innovate and improve upon the practice. When it
comes to successful and implementable general plans, no other firm can match our quality or
experience.
Public Outreach. A key aspect of our team is our belief in the public participation process
and the vital role it serves in the successful development and implementation of a general
plan. As planning practitioners, we acknowledge the importance of dismantling inequities
and identifying traditionally underrepresented or marginalized groups. Through this lens,
we offer a broad range of opportunities for engagement at each step in the Update process
which focus on diversity, equity, and inclusion. Whether it is attending an innovative
open house, community workshop, pop-up event, or submitting ideas from the comfort of
home via our online engagement tools, our outreach methods strive to gain the broadest
engagement possible. We engage all segments of the population and make considerations
to accommodate residents with non-traditional work schedules, language barriers, and
accessibility barriers to obtain feedback which represent all community members.
1
TRANSMITTAL LETTERii
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE
1
Page 266 of 365
Work Style. As part of this effort, we will be working closely with City staff, the community,
Planning Commission, and City Council. To have an effective, stress free, and enjoyable
process, you need a team that is great to work with. The Mintier Harnish team has a very
approachable, collegial, and comfortable work style with our clients. We bring a great
process experience and tailor it to the needs and personality of each community. We develop
close, collaborative working relationships with each of our clients that last well beyond the
completion of a project.
As owner of Mintier Harnish, I confirm if awarded the contract, Mintier Harnish assumes full
responsibility for the entire contract, including payment of any and all charges resulting from
the contract. I also agree to comply with the contract provisions outlined in the City’s sample
Agreement for Consultant Services and Insurance Requirements (Attachment 1) as stated in
the Request for Proposals. Neither Mintier Harnish nor our teaming partners have any past,
ongoing, or potential personal, financial, and/or organizational conflicts of interest which
could impede performing the work on this project as proposed.
I am authorized to bind the firm contractually on this project. Please contact me if you have
any questions or need additional information at 916-446-0522 or Jim@mintierharnish.com.
I look forward to the opportunity to present this proposal and our team to you in person.
Sincerely,
Jim Harnish, JD
Principal/Owner
Experienced Project Management. I will be the Project Advisor for the General Plan Update.
I have been a planner since 1970 and have participated in the preparation of over 20
general plans. Brent Gibbons, AICP, will be the Project Director. Brent brings over a decade
of planning experience and has prepared and managed multiple general plan updates.
Michael Gibbons will be the Project Manager. Michael has prepared and managed a variety
of planning projects throughout California, including general plans, development codes, and
design standards. He will be intimately involved in every aspect of the project.
An Excellent Team. Our teaming partners have been selected to bring the perfect mix of
expertise and experience needed for this project. This team is comprised of teaming partners
that we have continuously teamed with over the last 20 years. We know they are a great
match for this project based on our years of experience working with each firm and their key
staff members.
1. Rincon Consultants will develop the EIR and assist with analysis and policy
development on a range of issues, including greenhouse gas emissions and climate
change adaptation. Rincon brings extensive experience preparing general plans and
related environmental impact reports (e.g., Morro Bay, Pismo Beach, and Lompoc) and
environmental analysis (e.g., acoustic studies, safety element analysis).
2. GHD will provide all required transportation and mobility services for the project. GHD
is recognized as a local, regional, and national expert in multimodal transportation
planning and in addressing SB 743 implementation (vehicle miles traveled threshold).
GHD has extensive knowledge of the City of Arroyo Grande having worked on
a multitude of City projects, including the Systemic Safety Analysis Report, 2022
Pedestrian Crossing Improvements, and the 2022 General Plan Circulation Element
Update.
3. The Natelson Dale Group will provide expertise in preparing the demographic,
economic, and fiscal analysis needed to support the General Plan Update, including
analysis of industry, retail, and housing market trends; demographic projections and
jobs/housing balance; and fiscal impact analysis of land use alternatives. TNDG is
currently working on a Tax-Sharing Analysis for Arroyo Grande and other cities in San
Luis Obispo County.
4. Verbatim Solutions will work with our team on translation of major documents,
newsletters, and public engagement materials. We have successfully teamed with them
for a variety of planning projects, including general plans and housing elements.
1415 20TH STREET
SACRAMENTO, CALIFORNIA 95811
(916) 446-0522
FAX (916) 446-7520
OFFICE@MINTIERHARNISH.COM
WWW.MINTIERHARNISH.COM
1415 20TH STREET
SACRAMENTO, CALIFORNIA 95811
(916) 446-0522
FAX (916) 446-7520
OFFICE@MINTIERHARNISH.COM
WWW.MINTIERHARNISH.COM
32
Page 267 of 365
Contents
1. Transmittal Letter .......................................1
2. Introduction and Project Team ..............................7
3. Technical Approach ...................................15
4. Project Management ...................................23
5. Consultant Staff ......................................27
6. Qualifications and References .............................37
7. Project Scope ........................................49
Two-Year Work Scope ...............................50
Two-Year Schedule .................................74
Three-Year Work Scope ..............................76
Three-Year Schedule ...............................108
Optional Tasks ...................................110
8. Cost Proposal (submitted under sepeate cover)
Appendix A: Detailed Resumes ..............................A-1
THIS PAGE IS INTENTIONALLY LEFT BLANK.
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THIS PAGE IS INTENTIONALLY LEFT BLANK.
2
INTRODUCTION & PROJECT TEAMINTRODUCTION
& PROJECT TEAM
INTRODUCTION
The City of Arroyo Grande is soliciting proposals from qualified
consultant firms to provide professional services for the preparation of
a comprehensive General Plan update, accompanying Development
Code and Climate Action Plan (CAP) update, and associated
Environmental Impact Report (EIR). Based on our review of the Request
for Proposals (RFP) and years of experience, we believe Mintier
Harnish is adequately suited to assist the city in this momentous effort.
We will bring the following key qualities to the City of Arroyo Grande:
GENERAL PLAN EXPERIENCE AND
INNOVATION.
Mintier Harnish, a Limited Partnership, is a small business comprised
of professional planners focused on California general plan practice.
As part of this work, we constantly stay abreast of the latest State
laws and planning trends and have developed tools designed to
help communities update existing general plans to meet current
regulations, contemporary planning practice, and incorporating
appropriate technologies into our plans (e.g., interactive websites,
engaging public events and pop-ups, interactive planning
documents).
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Our active, transparent, and comprehensive
engagement will produce a product that provides a
valuable guide to achieve the community’s vision for
the future.
It is this accessibility, from plan development through
plan implementation, that makes our plans unique
and successful.
Our knowledge and experience in the area will help
us to hit the ground running.
We develop close, collaborative working
relationships with each of our clients that often lasts
well beyond the completion of a project. We strongly
urge you to confirm this with our references.
We have carefully selected our teaming partners to
bring the perfect mix of expertise and experience to
our team. Each firm, and their staff, have worked
with us successfully on many planning projects.
PUBLIC OUTREACH
A key aspect of our team is our belief in a diverse,
equitable, and inclusionary public participation
process. We acknowledge the importance of
dismantling inequities and identifying traditionally
underrepresented or marginalized groups as part of
all community outreach efforts. As our scope of work
demonstrates, we offer a broad range of opportunities
for engagement throughout each step in the Update
process which focus on diversity, equity, and inclusion.
Whether it is attending an innovative open house,
a community popup event, community workshop, or
stakeholder interview, our outreach methods strive to
gain the broadest engagement possible with the least
barriers as possible.
ACCESSIBILITY
Developing a great plan is important but developing
a great plan that is easy to use, easy to access, easy
to maintain, and which is representative of the entire
community is critical. Our approach includes tools
designed to make the general plan an integral part
of the community’s vision for its future. Our online
public engagement tools make community input and
feedback seamless. Our newsletters provide quick
updates on the status of the General Plan Update. Our
online resources, including custom project websites
and ESRI Story Maps, tell a graphic, and geographic,
story about the community and its future. Our process
of developing realistic and trackable implementation
strategies makes implementation seamless.
AN EXCELLENT TEAM
• Rincon Consultants will develop the EIR and
assist with analysis and policy development
on a range of issues, including greenhouse
gas emissions and climate change adaptation.
Rincon brings extensive experience preparing
general plans and related environmental impact
reports (e.g., Morro Bay, Pismo Beach, Lompoc)
and environmental analysis (e.g., acoustic
studies, safety element analysis).
• GHD will provide all required transportation
and mobility services for the project. GHD is
recognized as a local, regional, and national
expert in multimodal transportation planning and
in addressing SB 743 implementation (vehicle
miles traveled threshold). GHD has extensive
knowledge of the City of Arroyo Grande having
worked on a multitude of City projects, including
the Systemic Safety Analysis Report, 2022
Pedestrian Crossing Improvements. And the
2022 General Plan circulation Element.
• The Natelson and Dale Group (TNDG) will
provide expertise in preparing the demographic,
economic, and fiscal analysis needed to support
the General Plan Update, including analysis
of industry, retail, and housing market trends;
demographic projections and jobs/housing
balance; and fiscal impact analysis of land use
alternatives. TNDG is currently working on a
Tax-Sharing Analysis for Arroyo Grande and
other cities in San Luis Obispo County.
• Verbatim Solutions will work with our team
on translation of major documents, newsletters,
and public engagement materials. We have
successfully teamed with them for a variety of
planning projects, including general plans and
housing elements.
LOCAL KNOWLEDGE AND
EXPERIENCE
The Mintier Harnish team comes ready to start this
project, bringing an understanding of the area from
our experience in working on planning programs for
communities in the region (Lompoc, Morro Bay, Pismo
Beach, San Louis Obispo, Santa Maria, San Miguel,
and Solvang) as well as San Luis Obispo and Santa
Barbara Counties. Through this local experience, we
learned a great deal about growth and development
trends that will influence the city’s future.
EFFECTIVE WORK STYLE
As part of this Update effort, we will be working
closely with City staff, the community, Planning
Commission, and City Council. To have an effective,
stress free, and enjoyable process, you need a team
that is great to work with. The Mintier Harnish team
has a very approachable, collegial, and comfortable
work style with our clients. We bring a great process
experience and tailor it to the needs and personality of
each community.
STRONG PROJECT MANAGEMENT
Mintier Harnish will lead the Update effort and will
be responsible for overall project management and
coordination:
• Jim Harnish, JD, Principal and Owner of Mintier
Harnish, will be the Project Advisor for the
City of Arroyo Grande General Plan Update.
Jim has been a planner since 1970 and has
participated in the preparation of over 20
general plans.
• Brent Gibbons, AICP, Principal Planner with
Mintier Harnish, will be the Project Director.
Brent brings over a decade of planning
experience and has prepared and managed
multiple general plan updates.
• Michael Gibbons, Project Manager with Mintier
Harnish, will be the day-to-day Project Manager
for the General Plan update. Michael has
prepared and managed a variety of planning
projects throughout California, including
general plans, development codes, and design
guidelines. He will be intimately involved in
every aspect of the project.
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MINTIER HARNISH
Role: General Plan preparation, public outreach, Development Code update, and project
management
Mintier Harnish, is a Sacramento-based planning consulting firm specializing in the preparation of general plans,
housing elements, development codes, and community engagement. Our mission as a firm is to help public
agencies, residents, businesses, and other stakeholders plan their communities and improve their quality of life
through solid research, community involvement, innovation, and policy leadership. Since our founding in 1985,
we have prepared over 65 general plans, 80 housing elements, and 20 zoning codes across California. We
take pride in having provided a broad range of planning services to more than 150 public agencies, law firms,
and other organizations.
We are a leader in preparing implementable plans for the future that solve community policy issues. Our staff
includes planning experts, each with their own unique mixture of education, training, and experience. We are all
dedicated to providing the highest quality service to our clients. As one of California’s foremost planning experts,
we pride ourselves on preparing plans that exceed the requirements of State law and serve as a practical guide
for day-to-day decision-making. Mintier Harnish draws on its broad experience in preparing general plans for
diverse communities across California and the Central Coast. We apply innovative policy solutions and practical
experience to all the communities we have the pleasure of working with.
Local and Central Coast Experience
Mintier Harnish is highly familiar with land
use conditions in the Central Coast region,
having completed previous projects and/
or are currently working on projects in the
Counties of Monterey, San Luis Obispo, Santa
Barbara, and Ventura. This work has included
general plans, housing elements, zoning and
subdivision ordinances, specific plans, and
special planning studies.
PROJECT TEAM
At Mintier Harnish, we assemble our project teams based on staff expertise, relevant experience, and the unique
needs of each project. We have assembled a highly experienced team of planners, designers, practitioners,
technical specialists for the City of Arroyo Grande General Plan, Development Code and CAP update, and
Environmental Impact Report. We have had the pleasure of working with these firms on a number of recent
General Plan updates, and are confident this team will provide the excellence and performance that the City
needs to complete this project on time, on budget, and with results that will surpass the City’s expectations.
RINCON CONSULTANTS
Role: Environmental Assessment, policy
development, and CAP update
Rincon Consultants, founded in 1994, is a multi-
disciplinary environmental science, planning, and
engineering consulting firm that provides quality
professional services. Rincon Consultants is
experienced in urban, land use, and environmental
planning; regulatory compliance; biological resource
evaluation and habitat enhancement; identification,
evaluation, and management of cultural resources;
soil evaluation and remediation; and related studies
including problem-solving services in geology,
hydrology, and waste management.
Rincon has successfully completed General Plans and
Environmental Impact Reports for similar General Plan
efforts throughout California and has the local expertise
in the region to provide exceptional services related to
planning, policy development, and preparation of the
EIR for the City of Arroyo Grande General Plan.
Local and Central Coast Experience
Rincon Consultants has extensive experience
working for and coordinating with Central
Coast communities. With three Central
Cost offices, Rincon Consultants has recently
prepared EIRs for Morro Bay and Pismo
Beach, and worked with Santa Barbara
County to develop environmental programs to
address GHG emissions and Coastal Zone
issues.
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VERBATIM SOLUTIONS
Role: Translation Services
Founded in 2003, Verbatim Solutions has quickly
become a leading provider of translation services
to organizations worldwide. Verbatim Solutions
provides accurate and reliable translation services to
suit any translation, transcription, and interpretation
needs from community engagement materials to
technical documents. With a professional network of
over 4,000 certified translators worldwide, Verbatim
Solutions can meet any translation request in a timely,
accurate, and cost-effective manner. Verbatim Solutions
offers over 150 translation languages, including:
Spanish, Mandarin, Cantonese, Hmong, and Punjabi.
THE NATELSON
DALE GROUP
Role: Economic Market Analysis
The Natelson Dale Group (TNDG) is a real estate
economic and financial consulting firm established
in 1974. TNDG serves public and private sector
clients throughout the United States in market forecasts,
development feasibility studies, pro forma financial
analysis, economic development strategic plans,
general Plan economic studies and policies, and fiscal
impact analysis and modeling.
TNDG combines state-of-the-art analytical capacities
with the unique ability to craft an “implementable
vision.” In TNDG’s experience, land use plans
are most effective at transforming communities
when they are based on economically feasible
development concepts. To be “economically feasible”
in a comprehensive sense, a plan must reflect the
perspectives of all stakeholders affected by the
development process: residents, businesses and
consumers; developers and landowners; and City staff
and elected officials.
Local and Central Coast Experience
TNDG is highly familiar with economic
development conditions in the Central
Coast region, having completed previous
assignments in Arroyo Grande, San Luis
Obispo, Cambria, Nipomo, Santa Maria,
San Miguel, Paso Robles, Atascadero,
Buellton, Lompoc, Goleta, Santa Barbara,
Carpenteria, and Ventura. This work has
included economic development strategies,
real estate market studies, fiscal impact
analyses, and infrastructure financing plans.
Currently, TNDG is working on a Tax-Sharing
Analysis for Arroyo Grande and other cities in
San Luis Obispo County.
GHD
Role: Transportation and Circulation
Assessment
Established in 1928, GHD Inc. is an employee-owned
international engineering firm. GHD offers decades
of knowledge, as well as a deep understanding
of the challenges facing California and Central
Coast communities today. GHD specializes in the
development of performance metrics that support multi-
modal objectives and the notion of performance-based
planning and programming. GHD is currently under
contract with Caltrans to assist in the update of the
Statewide Highway Safety Program.
GHD is at the forefront on implementation of SB 743
and VMT thresholds. Additionally, GHD has been
directly monitoring and participating in developing
the VMT alternative metrics, their potential effects to
planning studies and impact analysis, and the required
modifications to standards and methodologies that
agencies must address.
Local and Central Coast Experience
GHD is a leader in engineering on the Central
Coast and has successfully worked with the
City of Arroyo Grande on a multitude of
projects. These projects include the 2021
Circulation Element update, City of Arroyo
Grande Systemic Safety Analysis Report,
and 2022 Pedestrian Crossing Improvement
project.
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3
TECHNICAL APPROACHTECHNICAL
APPROACH
PROJECT
UNDERSTANDING
A comprehensive update of the City of Arroyo Grande General Plan
is overdue to address current demographics, compliance with State
law, and contemporary planning issues. The City’s last comprehensive
update of the General Plan was completed in 2001. Since then,
the City has updated various elements on as-needed basis (e.g.,
Economic Element, Housing Element, Circulation Element). However,
a new visioning document is needed to define the City’s current and
long-range planning goals for the next 20 years and beyond.
To this end, the City of Arroyo Grande is seeking a qualified
consultant to assist the City with the preparation of a comprehensive
update to the Arroyo Grande General Plan, and accompanying
update to the Development Code and Climate Action Plan (CAP).
The consultant must also prepare the environmental analysis of
the update and amendments in accordance with the California
Environmental Quality Act (CEQA), and incorporate principals from
the City’s Diversity, Equity, Inclusion and Justice (DEIJ) Policy.
Based on our reading of the Request for Proposals (RFP), staff
responses to questions about the RFP, and review of the existing City
General Plan and Development Code, we understand that to be
successful, the Project must address the following considerations:
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Highly Qualified Consultant Team
The City is seeking a consultant team with the
necessary resources, expertise, experience, and
knowledge to prepare all necessary documents and
services to comprehensively update the City of Arroyo
Grande General Plan. The City also expects the
consultant to be a technical leader in the field with
strong analytical expertise; sufficient knowledge and
experience to meet the complex set of California’s
general plan requirements with a focus on Arroyo
Grande’s needs and circumstances; and a strong
track record of delivering plans that are ready for
implementation. As part of this update Project, the
City expects the consultant to technically update the
Development Code and CAP in compliance with the
updated General Plan; analyze current and future
trends, including changes in consumer and workplace
behaviors, and other local and regional trends that
impact local land use and the economy (e.g., Diablo
Canyon Nuclear Power Plant decommissioning).
Finally, the City expects the consultant to have strong
project management and communication skills.
Facilitate Robust Public Outreach
The City expects the consultant to develop and
implement a well-defined, inclusive, and robust public
outreach strategy. A robust public outreach program
based on the City’s DEIJ Policy will be a key element
to the engagement strategy and overall General
Plan update. The consultant should prepare and
implement an engagement effort that is inclusive of
all voices and that generates community investment in
the process. A successful engagement strategy will
make considerations to accommodate residents with
non-traditional work schedules, language barriers, and
accessibility barriers to obtain comments and input that
represent all community members.
Prepare a Contemporary General Plan that
Complies with State Planning Law
The City expects the consultant to prepare a General
Plan that responds to current community needs and
is consistent with State law. While the City recently
updated the Circulation Element and Housing Element,
the General Plan has not been comprehensively
updated in 20 years. During that time, there have
been significant changes in general plan requirements
and State law, particularly related to safety elements
and environmental justice. In response, the City
anticipates the preparation of a new Environmental
Justice Element and update to the existing Safety
Element. The City also expects the Economic
Development Element to be updated to reflect new
economic considerations, including the status of the
Diablo Canyon Nuclear Power Plant decommissioning.
The Agriculture, Conservation, and Open Space
Element should be updated, and a review of the
Housing Element will be necessary to ensure internal
document consistency.
Establish a Vision
As part of the General Plan update process, the City
expects the consultant to solicit public input to develop
a vision statement. The vision statement will guide
the update, identify community strengths, recognize
priorities for future development, and address areas
for improvement. Using the tenants of the City’s DEIJ
Policy, the visioning process should be inclusive for all
members of the community and should educate the
community about the principles of land use planning.
Prepare an Environmental Impact Report
and Climate Action Plan
The City expects the consultant to prepare an
Environmental Impact Report (EIR). The EIR should
include comprehensive analysis of areas where
significant projects are likely to be in the future and
make considerations for these projects to streamline
the future environmental review process. This includes
the preparation and distribution of all required
technical elements such as a Notice of Preparation,
Scoping Meetings, the Draft EIR and public comment
period, preparing responses to comments, Statement
of Facts and Findings, and potentially a Statement
of Overriding Considerations, Final EIR, and Notice
of Determination. The City also expects the EIR to
identify major points of intersection with the General
Plan so that the CEQA process is integrated into the
planning process and inform development of the
General Plan itself. Additionally, the EIR must facilitate
implementation of the General Plan, by streamlining
and tiering of subsequent environmental review of
projects where feasible that are consistent with the
General Plan. Finally, the City expects the consultant
to provide an update of the Climate Action Plan (CAP)
to assure ongoing compliance with CEQA and allow
streamlining of future development projects.
Update the Development Code
Following approval of the General Plan and
certification of the EIR, the City expects the consultant
to prepare amendments to the City Development Code
necessary to provide consistency between the Land
Use and Housing Elements of the General Plan and the
zoning ordinance. This update will also address any
potential expansions of the City’s Sphere of Influence
(SOI), the development of objective design standards,
and creation of a East Grand Avenue Corridor overlay
district.
Prepare an Implementation Monitoring Plan
The City expects the consultant to develop a General
Plan implementation monitoring plan to ensure
compliance and progress towards the Plan goals and
objectives. The monitoring plan must identify methods
for implementation of policies and programs and
staffing required to carry out the implementation plan.
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TECHNICAL
APPROACH
Updating a General Plan represents a unique
opportunity for communities to define or refine their
vision for the future, consider the implications of certain
policies, and create a framework that will help achieve
the desired vision. In Arroyo Grande, this process
will be driven by its diverse and informed citizens,
the Planning Commission, and the City Council. City
staff will support the process through a broad range
of actions, including technical and policy advice, and
managing and directing the work of the Consultant
Team.
The role and responsibility of the Consultant Team is to
assist the City with making their important decisions. It
is not the Consultant’s place to tell the City what is best
for their future but to help provide the information to
allow informed choices to be made. Our success, as
your General Plan consultant, should be measured by
how effective we are in facilitating a comprehensive
discussion of the important issues facing the community
and how we help the community reach an educated
consensus on its vision for the future. Along the way,
our broad experience, technical knowledge of what
various futures might hold, and understanding about
what ideas other communities have found effective can
help the City make the best decisions to meet Arroyo
Grande’s projected needs and desired vision.
The Minter Harnish Team will help the City create an
innovative, inclusive, compelling plan – a road map to
greater prosperity and quality of life in Arroyo Grande.
We will help the City develop a Plan that capitalizes
on its assets, addresses its challenges, and address its
desires for the future. There are 11 important elements
of our approach that will help achieve that objective:
01 - Assemble a Highly Qualified General
Plan Team
Mintier Harnish, the team leader, specializes in
general plan updates, having prepared over 65
general plan updates in our 37 years of public service.
In order to provide all the services required by the
City in its General Plan update RFP, we assembled a
highly qualified General Plan Team for this momentous
project. Our Team includes:
Rincon Consultants is a leading environmental firm
specializing in climate change, GHG emission
reduction, air quality, and hazards and safety. They
have been active at the State and regional levels in
developing analytical standards and guidelines for
addressing GHG emissions and the effects of climate
change. Rincon is teaming or has teamed with Mintier
Harnish on over 10 general plan updates.
GHD specializes in transportation planning and
engineering services since 1985. GHD will provide
all required transportation and mobility services for the
project. GHD is recognized as a local, regional, and
national expert in multimodal transportation planning
and in addressing SB 743 implementation (vehicle
miles traveled threshold).
The Natelson Dale Group (TNDG), our economist, has
been assisting local government with economic and
fiscal analysis for 40 years. They have teamed and
are teaming with Mintier Harnish on several general
plan updates. TNDG has worked with cities and
counties throughout California to address economic,
employment, and fiscal issues unique to each
jurisdiction.
Verbatim Solutions will provide translation services.
They are leaders in translation, transcription, and
interpretation services. We have teamed with
Verbatim Solutions on planning projects throughout
California, including general plans, housing elements,
development codes, and special land use studies.
02 - Establish Effective Communication and
Strong Working Relationships
Close collaboration with City staff is an essential part
of our approach. While our team has unparalleled
experience with general plan updates in California,
City staff possess the detailed knowledge of the City’s
social and political environment, day-to-day operations,
and decision-making process. Throughout the Update,
we will maintain close communication through regularly
scheduled calls and meetings and form an integrated
staff/consultant project team. In addition, the Planning
Commission, and City Council will be fully involved
in critical milestones of the Update project, providing
direction or affirmation at key decision points.
03 - Provide Options and Choices
The City indicated it has budgeted approximately
$500,000 for the General Plan update. Additionally,
the City requested that each proposal for services for
the General Plan update include a two-year and three-
year project schedule. To assist the City in meeting
both the budgetary and schedule considerations, we
will work with City staff to identify and select essential
tasks as well as optional tasks (or expanded tasks).
We have included these optional tasks throughout our
proposed work scope and have included cost estimates
for each in the separately attached cost proposals.
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05. Identify
Needed
Changes
06. Gather
and Analyze
City Data01. Assemble a Highly
Qualified General Plan Team
02. Establish Effective Communication
and Strong Working Relationships
04. Design and Implement a Robust
Community Engagement Program
09. Develop
an Innovative
General Plan07. Visioning
08. Analyze Land Use and
Policy Alternatives
10. Prepare the Environmental
Impact Report
11. Formulate a
Feasible Implementation
and Monitoring
Program
04 - Design and Implement a Robust Public
Outreach Strategy
Throughout the Update, we will facilitate an effective
public outreach strategy based on the City’s DEIJ
Policy that has three key components: education
and information; engagement and interaction; and
validation and direction. Education and information
include a Project website, project logo/branding,
e-blasts, social media posts, press releases, newsletters,
and informational handouts. Engagement and
interaction may include community workshops, online
opinion surveys, pop-up events, and “town hall” style
events. Validation and direction will include Planning
Commission and City Council study sessions and
public hearings. With assistance from City staff, we
will create a public outreach strategy that dismantles
inequities; identifies traditionally underrepresented
groups in the city; addresses community engagement
barriers; and that equitably address the opinions and
desires of all community members. We will also
actively engage with local and regional community
groups throughout the Update, such as Chamber of
Commerce, Diversity Coalition of SLO County, and
R.A.C.E. Matters.
05 - Identify Needed Changes
Using our proprietary General Plan Audit Tool, we will
work with City staff early on to evaluate every General
Plan goal, policy, and implementation program. City
Staff will determine what aspects of the General Plan to
retain, which to remove, and what to improve. Based
on that evaluation, we will strip out or modify Plan
contents and then facilitate a series of work sessions
with staff to identify new Plan content.
06 - Gather and Analyze City Data
We will conduct research and analyze data and
trends on a range of topics relevant to the General
Plan update. These topics include, but are not limited
to, land use, population, employment and housing,
circulation and transportation, biological and cultural
resources, economics, infrastructure and public
services, hazards and safety, and social justice. This
step will represent the first opportunity for widespread
community engagement and participation. From our
research and the information received during the initial
public outreach efforts, we will produce an Existing
Conditions and Trends Workbook. The Workbook
will also identify the significant community assets,
opportunities, issues, and concerns. The Workbook
will serve as the Existing Setting section for the General
Plan EIR.
07 - Visioning
Early in the General Plan update process, we will
spend time with the community and decision-makers
understanding their issues, hopes, and expectations
and work with City staff to translate that understanding
into a vision for the future. The vision statement
will guide the overall General Plan update, identify
community strengths, recognize priorities for future
development, and address areas for improvement.
Using the tenants of the City’s DEIJ Policy, the visioning
process will be inclusive for all citizens and will
educate the community about the principles of land use
planning.
08 - Analyze Land Use and Policy
Alternatives
We could facilitate a robust analysis of land use and
policy alternatives to help the community and decision-
makers understand the range of possibilities and make
informed choices about future growth, land use, and
appropriate policies to implement those choices. The
alternatives analysis is one of the optional tasks we will
outline in greater detail.
09 - Develop an Innovative General Plan
We will prepare a long-lasting, flexible General
Plan that can respond to the changing world. The
General Plan will include the State-mandated elements
(excluding the Housing Element), the optional
elements adopted by the City (e.g., Parks and
Recreation Element), as well as a new Environmental
Justice Element. If selected for the General Plan
Update project, we can work with City staff to
identify additional optional elements that could be
incorporated. All documents will be user-friendly
through clear writing and strategic use of graphics and
photos to illustrate concepts and policies. We will
prepare executive summaries of key information when
more detail is required for legal or technical purposes
and a user guide to clearly explain how to use the
General Plan.
10 - Prepare the Environmental Impact
Report
We will prepare an EIR that evaluates the potential
physical impacts of the General Plan goals, policies,
and programs. While we always strive to prepare
a self-mitigating general plan, the environmental
analysis may identify policy or program modifications
or additions necessary to mitigate potential impacts to
a less-than-significant level. It is during this step where
we could assist the City in updating the City’s Climate
Action Plan.
11 - Formulate a Feasible Implementation
and Monitoring Program
One of the hallmarks of our general plans is an
emphasis on implementation. Preparing a general
plan is nothing more than an academic exercise if
it sits on the shelf. Consequently, a key focus of our
approach to preparing general plans is ensuring that
the final product is implementable. The General Plan
will provide clear direction regarding how programs or
policies will be implemented, who will be responsible
for the implementation, and what the time frame is for
implementation. We will work with staff to develop
measurable indicators of successful implementation, as
well as an annual progress monitoring program.
03. Provide Options
and Choices
See Section 7 – Project Scope for an itemized
description (by phase and task) of the final work
products to be produced.
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4
PROJECT MANAGEMENTPROJECT
MANAGEMENT
We take project management seriously. Effective project management
can make the difference in the success of a general plan update.
Ineffective project management can doom a project. While project
management may not be as creative or rewarding as public outreach
or policy development, it is every bit as essential to the success of a
planning project. The same holds true for the Arroyo Grande General
Plan update.
We prioritize effective project management in every project we have
the pleasure of working on. We do this because we know that
most general plan updates are complex projects involving a large
consultant team, City staff, elected and appointed officials, and
hundreds of residents, business owners, and special interest groups.
To be effective managers, we establish key objectives, approaches,
tools, and procedures for every general plan update we lead.
Here is our basic guidebook:
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PROJECT MANAGEMENT OBJECTIVES:
Stay on Schedule. It is very easy for a general plan update that includes
extensive community engagement, dozens of meetings, broad community
involvement, numerous staff, and a large consultant team to quickly fall
behind schedule.
Manage the Budget. Again, a multitude of participants, unanticipated
demands, and additional meetings all can contribute to budget creep.
Frequent Client Communication. Perhaps the single most important
component of effective project management is regular communication
between the Consultant and staff.
Quality Control. We strive to produce results that are of the highest
quality, internally consistent, and completely satisfy our clients.
PROJECT MANAGEMENT APPROACH:
Facilitate a kick-off meeting with County staff and the consultant team to
discuss the project work scope, schedule, budget, and communication
protocols.
Identify the roles and responsibilities of key staff and consultants.
Identify the core project management team and establish a schedule for
recurring check-in conference calls and face-to-face meetings.
Weekly or bi-weekly project management meetings to discuss
deliverables and upcoming tasks.
Provide monthly project status reports.
OBJECTIVES TOOLS & PROCEDURES
APPROACH
PROJECT MANAGEMENT TOOLS
AND PROCEDURES:
Standardized file naming protocols and consistent e-mail subject line
project naming
E-mail copying protocols to assure accurate and transparent team
communication
Standardized document format and style guide
Conference call agendas and action minutes
Data needs lists and document review checklists
General plan audit and community engagement guides/checklists
Internal Project Management Tools
While we have many front-end tools and procedures that ensure effective
project management with our clients, at Mintier Harnish we also have
internal tools that assist us with day-to-day, internal project management.
One of these tools is Asana. Asana is a workplace content management
system designed to help us stay organized and streamline projects. Asana
is just one of the many ways we ensure that projects are completed on time
and within the budget.
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5
CONSULTANT STAFFCONSULTANT STAFF
Our core management team brings experience from the successful
management of dozens of general plans in California. This team
will be responsible for carrying out all of the tasks and overseeing
the preparation of all major work products. This section highlights the
experience of key personnel assigned to the Arroyo Grande General
Plan update. A description of each firm and its role can be found
in Section 2: Introduction and Project Team. We have included our
detailed resumes in Appendix A: Detailed Resumes. The amount of time
key personnel will be involved in the respective portions of the project
is shown in the Budget Proposal (submitted under separate cover in
compliance with the Request for Proposals).
CORE MANAGEMENT TEAM
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Michael Gibbons
Project Manager
Mintier Harnish
Brent Gibbons, AICP
Project Director
Mintier Harnish
Jim Harnish, JD
Project Advisor
Mintier Harnish
Todd Tregenza, AICP
Mobility Task Lead
GHD
Matt Maddox, AICP
CEQA Task Lead
Rincon Consultants
Roger Dale
Economic Task Lead
TNDG
We have included our resumes in
Appendix A: Detailed Resumes.
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Brent Gibbons, AICP, Principal Planner
Role: Project Director
Brent Gibbons, AICP, is a Principal Planner who specializes in
comprehensive planning projects including general plans, zoning codes,
urban design standards and guidelines, and housing elements. Brent has
a holistic view of planning having both worked for local municipalities
and currently as a long-range planning consultant. Brent’s approach
to planning is multi-faceted and includes a strong focus on community
engagement and interaction in the planning process to ensure all voices
are heard. He actively works to foster educational opportunities on all his projects to ensure
communities, elected officials, and local staff have a better understanding of planning practice
and how it affects them. Brent is currently one of the leading planners in the State on drafting,
updating, and managing zoning codes, and is consistently on the forefront of bringing new and
innovative ideas to this practice area.
Brent has managed over currently is managing planning related projects across California. Brent
has or is currently managing General Plans for Solvang, Susanville, Lompoc, Los Gatos, Millbrae,
Pleasant Hill, and Ukiah, as well as Zoning Code Updates for Selma, Santa Clara, Windsor,
and Ukiah. Brent currently co-teaches a course at University of California at Davis on zoning and
development regulations, and how to comprehensively update your zoning code.
Jim Harnish, JD, Principal/Owner
Role: Project Advisor
Jim Harnish, JD, is the Principal/Owner of Mintier Harnish and will be
the Project Advisor. Jim has been a planner and project manager since
1970. He has been an attorney since 1981, with extensive experience in
land use and CEQA. Jim has been Planning Director for three cities (Galt,
Folsom, and South San Francisco) and understands every aspect of city
and county planning and zoning.
Jim has managed or is currently managing general plan updates for
the cities of Alturas, Folsom, Galt, Hayward, Healdsburg, Isleton, Millbrae, Pleasant Hill,
Sacramento, San Ramon, Solvang, South San Francisco, Ukiah, Union City, Wheatland, and
Windsor, and the counties of Calaveras, Fresno, Merced, Modoc, San Benito, San Joaquin, and
Ventura. Jim is currently managing or recently managed zoning code updates or amendments for
the cities of Santa Clara, South Lake Tahoe, Ukiah, and Windsor and the counties of Fresno,
Mariposa, Merced, and Sierra. Jim has an unparalleled working knowledge of general plan
updates and has prepared dozens of general plan work programs and budgets.
MINTIER HARNISH
Michael Gibbons, Project Manager
Role: Project Manager
Michael Gibbons is a Project Manager with Mintier Harnish and will serve as the
Project Manager for the Arroyo Grande General Plan update. Michael manages
and acts as the day-to-day project lead for a variety of long-range planning
projects including general plans, zoning codes, subdivisions ordinances, and
special planning studies. He specializes in land use planning, zoning regulations,
community engagement, urban design, historic preservation, design standards, and
working with disadvantaged communities. Michael brings a unique perspective to
all his projects having worked in both the public and private sectors, as well as in law enforcement. Through
this lens, Michael understands the vital role that planning has in addressing the ever-changing needs of
communities and the importance of creating plans that are user-friendly and implementable.
Michael is currently managing and/or assisting with the preparation of the City of Livingston General
Plan, Trinity County General Plan, Siskiyou County General Plan, City of San Ramon General Plan, City of
Hayward Residential Objective Design Standards, Mariposa County Development Code, Town of Windsor
Zoning Code Amendments, City of Gilroy General and Zoning Code, City of Kerman Zoning Code, and
City of Reedley Zoning Code and Subdivision Ordinance.
Nikki Zanchetta, Planner
Role: Planner
Nikki Zanchetta is a Planner with Mintier Harnish. She specializes in housing policy
and planning, community development, community engagement, public policy,
regional planning, and land use planning. Her experience includes Sustainable
Communities Strategies, interpreting housing policy and law, drafting housing and
land use documents, community engagement, and creating regional programs to
accelerate the production of affordable housing. Nikki has a strong background
in writing both technical and public facing planning documents and emphasizes writing styles that allow
complicated planning concepts to be easily understandable by various audiences. Nikki holds a Master’s
degree in City Planning from San Diego State University and Bachelor’s Degree in Community & Regional
Development and Minor in Professional Writing from UC Davis.
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Matt Maddox, AICP,
Principal
Role: Environmental
Assessment Task Manager
Matt Maddox, AICP has over
15 years of experience and
is involved in a wide range
of urban planning and land
use studies, sustainable,
resilient and adaptation policy development, air
quality and greenhouse gas analysis, CEQA/NEPA
environmental documentation, as well as community
involvement and permitting activities. Matt has a
strong background in long range planning, policy,
and environmental planning. He has contributed to
successful environmental and planning projects ranging
from general plans to focused inner city redevelopment
studies, to climate action and adaptation plans and
documentation for compliance with environmental
regulations, to greenhouse gas emissions analysis for
industrial facilities. Matt has developed a focus in
the area of urban planning, sustainable design and
resiliency policy, and greenhouse gas analysis.
Chris Bersbach, MESM
Role: Environmental
Assessment
Chris Bersbach manages
and prepares CEQA and
NEPA documentation in the
California central coast region
and technical air quality,
greenhouse gas emissions,
and noise analyses for public agencies and private
sector clients throughout California. He has 15
years of planning experience with an emphasis on
environmental planning and technical environmental
analysis. His experience includes a wide range of
technical environmental and planning studies, including
land and infrastructure development projects, urban
redevelopment projects, general plans and specific
plans, solar power facilities and other energy projects,
waste and wastewater management facilities, and
other long-range planning projects.
Matthew Jumamoy, Planner
Role: Planner
Matthew is a Planner with Mintier Harnish. He specializes in housing elements and
designing informative municipal websites. Matthew is an advocate for affordable housing
with notable experience promoting accessory dwelling unit expansion in the City of San
Jose. Matthew believes in a holistic community-based approach to planning and enjoys
working with and learning from community stakeholders of diverse backgrounds. Matthew
graduated from Stanford University with a Bachelor of Arts in Urban Studies with a focus
on Environmental Sustainability and has an interest in the interrelated nature of transit
opportunity, wealth inequality, and environmental sustainability. Matthew has contributed to the general plans for
the cities of Ukiah, Rohnert Park, Millbrae, and American Canyon. He has also contributed significantly to the 6th
cycle housing elements of Solvang, Pleasant Hill, and St. Helena.
RINCON CONSULTANTS
Lexi Journey, MESM
Role: Environmental
Assessment
Lexi Journey is a Senior
Environmental Planner with
Rincon’s Environmental and
Land Use Planning Group.
Lexi’s experience includes
project management, planning
policy analyses, technical analyses, and outreach for
assignments such as General Plans, Community Plans,
CAPs, and Local Coastal Plans as well as CEQA
environmental assessments. She has managed various
projects including the Port Hueneme General Plan
Update, Avila Community Plan, Local Oxnard Coastal
Plan Update, and the County of Santa Barbara Climate
Action Plan. Her passions and specialties are climate
vulnerability and adaptation, community engagement,
and environmental justice. She uses her wide breadth
of planning expertise to teach Principles and Practice
of Environmental Planning at the Bren School of
Environmental Science & Management during the fall
quarter.
Ryan Russell
Role: Environmental
Assessment
Ryan Russell is a Senior Planner
within Rincon’s Environmental
and Land Use Planning
group. Ryan’s experience
includes project management,
environmental analysis,
stakeholder and community outreach, planning and
policy development for long range plans, entitlement
processing, and public presentations. Ryan has
experience with all aspects of the environmental review
process including preparing CEQA documents such as
Initial Studies, IS-MNDs, complex programmatic and
project-level EIRs. Ryan has managed and supported
environmental analysis of numerous long-range
planning documents such as Port Hueneme General
Plan and Housing Element and EIR, City of Lompoc
Housing Element and associated CEQA analysis, and
Paso Robles Olson South Chandler Ranch Specific Plan
EIR.
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Todd Tregenza, AICP
Role: Mobility Task Manager
Todd Tregenza has 15 years
of professional experience in
various areas of transportation
consulting with an emphasis
on transportation planning
projects. He has assisted
dozens of agencies on
short and long-range planning efforts, including the
development of travel demand models, general plan
circulation elements, specific plans and master plans,
corridor studies, capital improvement programs, nexus
and fee studies, transportation operational analysis,
and impact analyses. His experience spans public and
private sector work for a broad range of projects that
require circulation, safety, and operational analysis
from a transportation perspective. Todd also has
extensive experience as an On-Call transportation
planner for local agencies, assisting in the preparation
of transportation studies and grant applications,
performing peer reviews of impact studies, and
developing CEQA impact analyses for development
projects of all sizes.
Colin Burgett
Role: Mobility Assessment
Colin has over two decades
of professional experience
with expertise in multimodal
transportation and integrated
transportation/land use
planning. He specializes in
strategic planning for large-
scale projects, including citywide transportation
plans, large area plans, campus plans, bicycle and
pedestrian master plans, EIR transportation studies,
vehicle miles traveled (VMT) policy development and
assessments, bus rapid transit (BRT) corridor studies,
and transit station area plans.
Colin has extensive experience with projects that
emphasize corridor revitalization, transit-oriented
development, and complete streets planning. He
manages projects that place a strong emphasis on
facilitating the interactions between transportation
systems, land use patterns and urban design
components.
GHD
Rosanna Southern, EIT
Role: Mobility Assessment
Rosanna Southern is a transportation engineer with 10 years of experience who
specializes in traffic engineering and transportation planning, assisting dozens of agencies
on short and long-range planning efforts, including the development of travel demand
models, general plan circulation elements, traffic impact fee studies, corridor studies,
and complete street plans. Rosanna provides multi-modal operational analysis and traffic
impact studies for a variety of projects aimed at analyzing traffic operations. The support
she provides includes utilizing various software, such as VISSIM, Synchro, SimTraffic,
Sidra, HCS, TransCAD, and Cube.
Roger A. Dale, Managing
Principal
Role: Economic Development
and Assessment Task Manager
Roger Dale has been
affiliated with TNDG for
32 years (since 1988) and
currently serves as the firm’s
managing principal. His
background encompasses the fields of real estate
development, economic development, regional
economic analysis, environmental and land use policy,
financial forecasting, and renewable energy. His
project experience with TNDG includes real estate
market forecasting, pro forma financial analysis,
affordable housing strategies, demographic research
and modeling, fiscal impact analysis, cost/benefit
assessment, redevelopment/ revitalization strategies,
business retention/attraction, workforce development
program assessments, and preparation of regional-
scale economic development strategic plans.
THE NATELSON DALE GROUP
Joseph E. McClure, Senior Associate
Role: Economic Development and Assessment
Joseph McClure has served as principal or manager of land economics research and
advisory-services organizations for over 35 years. Joe’s multidisciplinary background
incorporates many phases of the community and real estate development process:
economic analysis and strategy development, market and financial feasibility assessment,
and planning and design. He completed additional post-graduate work in economic
geography at UA. He is a registered architect in Arizona. Joe’s organizational affiliations
include the Western Regional Science Association, the Urban Land Institute (ULI), and
the Arizona Association for Economic Development (AAED). He helps coordinate the firm’s technical focus
on regional/land economic services and creative activities within the firm that include promoting innovation
in community development strategic planning and fiscal and economic impact assessments. He has served
both private developers and public agencies at all levels of government, for projects in small and large cities,
undeveloped and heavily developed regions, and regions with special demographic and cultural characteristics.
Alan Levenson, Senior
Associate
Role: Economic Development
and Assessment
Alan Levenson has been
affiliated with TNDG for 20
years. His areas of expertise
include economic development
strategic planning, regional
economic analysis, fiscal impact analysis, retail market
evaluation, and real estate development feasibility
assessment. He has completed over 80 economic
impact studies as part of CEQA/NEPA processes,
and has been involved in range of complex fiscal and
economic impact studies for residential and mixed-use
development projects. He has also been a principal
participant in the preparation of a number of economic
development strategic plans, many of which have
featured tourism as a targeted economic activity.
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PROJECT ORGANIZATIONAL CHART
City of Arroyo Grande
Mintier Harnish
General Plan
Community Outreach
Development Code
Brent Gibbons
Michael Gibbons
Nikki Zanchetta
Matthew Jumamoy
DKS Associates
General Plan
Mobility
Todd Tregenza
Colin Burget
Rosanna Southern
Verbatim Solutions
Translation Services
Project Management &
Team Lead
Jim Harnish, Project Advisor
Brent Gibbons, Project Director
Michael Gibbons, Project Manager
Rincon Consultants
General Plan
Environmental
Matt Maddox
Chris Bersbach
Lexi Journey
Ryan Russell
The Natelson Dale
Group
General Plan
Economics
Roger Dale
Joseph E. McClure
Alan Levenson
PROVEN COMMUNITY ENGAGEMENT
Our team regularly initiates proven engagement
methods that are innovative, interactive, inclusive,
and that solicit feedback from a broad spectrum of
individuals. We collectively have over 70 years of
experience implementing engagement in both in-
person and virtual platforms. We also specialize in
outreach to underserved populations with tools and
outreach programs dedicated to reaching members
with limited access to computers and language
barriers. Our team has tried and true community
engagement methods including speakers’ series
(TED-Style Talks), visioning workshop exercises,
interactive multi-day planning charettes, and engaging
approaches to identifying issues and opportunities.
IMMERSIVE UNDERSTANDING OF OUR
COMMUNITIES
When we come to the city for meetings, our entire
time and focus is dedicated to this project. From
early morning until late at night, we are living
and working in the city. We experience the area
in ways that other firms miss. These multiple day
trips give us the flexibility to easily add meetings,
staff Pop-up events, update stakeholders and City
leadership, and visit key issue areas. This approach
has proven a great way to become part of the
community and to gain the community’s trust. It makes
our plans insightful. It makes our plans reflect the
vision of the City. It makes our plans successful!
EXPERIENCE WITH MULTI-LINGUAL
COMMUNITIES
California is a cornucopia, a melting pot of sorts,
having the most diverse population within in the
U.S. With this comes challenges regarding proper
outreach and engagement channels to ensure all
are included in predominately non-English speaking
areas. Our team has experience collaborating
with jurisdictions across California implementing
plans in multi-lingual communities and providing
materials, notices, and deliverables in a multitude
of languages. In some cases, we have partnered
with local community groups to provide in-person
translation as well. Some of the languages we have
folded into our plans include Spanish, Mandarin,
Tagalog, Hmong, Japanese, and Punjabi.
CREATION OF CONCISE, READABLE,
AND USER-FRIENDLY DOCUMENTS
Planning documents tend to collect dust on a shelf
and over time in some communities are never fully
implemented. It is our mission as a team to create
concise, readable, and user-friendly documents
that are regularly referred to and implemented. We
ensure our plans are highly-graphical, approachable,
and accessible in a multitude of languages and
platforms. For Arroyo Grande we have included
streamlined efficient documents including the
Existing Conditions and Trends Workbook.
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MINTIER HARNISH | PROPOSAL FOR SERVICES
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE
WHY SELECT THE MINTIER HARNISH TEAM?
We feel there are several features of our team that make us the right choice for the Arroyo Grande
Plan Update. Based on the City’s request for proposals and our knowledge of the community, we
have assembled a team of firms and individuals that is tailored specifically for this project and the
City of Arroyo Grande. Our team is uniquely positioned for this effort based on specialized areas of
knowledge and expertise. Below highlights some of the specialized areas of knowledge that we have
developed through our 37 years of experience with the close relationships of our teaming partners.
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6
QUALIFICATIONS & REFERENCESQUALIFICATIONS
& REFERENCES
We recognize that general plans greatly impact the lives of those
who live, work, and own property in a community. Today, more
than ever, city policies and regulations have a profound influence on
housing supply and affordability. We pride ourselves on preparing
general plans, housing elements, and zoning codes that exceed the
requirements of State law and serve as a practical guide for day-to-
day decision-making. Mintier Harnish and our team for this project
draw on our years of broad experience in preparing general plans
for diverse communities across California. We are able to apply
innovative policy solutions and practical experience to the communities
we work in.
The following projects are relevant examples of the proposed update
to the Arroyo Grande General Plan as outlined in this proposal. All
projects noted below include a multi-disciplinary team and are multi-
faceted, with most including a development code update and EIR in
conjunction with the general plan.
CONFLICTS OF INTEREST
Mintier Harnish and the firms included on our team do not have
any actual, apparent, or potential conflicts of interest related to the
performance of this work.
Mintier Harnish and the firms included on our team do not have
any financial, business, or other relationship with the City of Arroyo
Grande that would impact the outcome of this contract. Furthermore,
Mintier Harnish and the firms included on our team do not currently
have any clients who have a financial interest in the outcome of the
Arroyo Grande General Plan Update or projects that may follow its
completion, nor do we have any financial interest or relationship
with any owner or developer that has future improvements within the
city or surrounding area.
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CITY OF SAN LUIS OBISPO
The City of San Luis Obispo is located in the Central Coast region of
California and has been ranked as the “Happiest City” in the U.S.
by a number of publications. This ranking is based on the excellent
planning that continues to shape the community.
Known for its Downtown and historic beauty, the city is a bicycle-
friendly town and provides opportunities for cultural, business, and
recreational use. The development of the updated Land Use and
Circulation Elements (LUCE) and reformatting and integreation of the
remaining General Plan was developed using a planning process
that included an extensive public participation program. This program
included six community workshops, 34 citizen task force meetings, an
extensive project website, media outreach, community organization
briefings, and an email eBlast list of over 1,500 community
members. The project also included the conduct of a citywide opinion
survey and use of the MindMixer platform to engage the community
in an interactive online “townhall” where ideas on opportunities and
challenges, and alternatives development were discussed.
SAN LUIS OBISPO LAND USE AND
CIRCULATION ELEMENT (LUCE) UPDATE
Project Details:
• Project Duration:
2012 to 2014
• Contract Agency:
City of San Luis Obispo
919 Palm Street
San Luis Obispo, CA
• Agency Contact:
Derek Johnson
City Manager
805.781.7112
djohnson@slocity.org
TOWN OF WINDSOR
Mintier Harnish successfully led a multi-disciplinary consulting team
to prepare the Town of Windsor General Plan. The Update focused
on engaging the community, revitalizing infill areas, implementing a
vision for the Civic Center, and managing projected growth within
the Urban Growth Boundary (UGB). Key issues included: balancing
increased tourism with the family-oriented community character;
accommodating much-needed new housing while preserving the
unique, small-town character and feel; and introducing nodes of
mixed-use development along the Old Redwood Highway Corridor.
The General Plan and Program EIR were adopted in April 2018.
Prior to preparing the General Plan, Mintier Harnish prepared the
Town of Windsor 5th cycle Housing Element.
Mintier Harnish is currently assisting the Town of Windsor with
the research, analysis, and development of objective multifamily
residential design and development standards that will streamline
multi-family housing and production in the Town. We are developing
new standards and permit processing provisions to incentivize
missing middle housing production in new development projects.
Mintier Harnish recently started a technical Zoning Code update for
the Town focusing on housing increases and incentivizing housing
production.
GENERAL PLAN, HOUSING ELEMENT, OBJECTIVE DESIGN
STANDARDS, AND ZONING CODE UPDATE
Project Details:
• Project Duration:
2014 to 2015: Housing Element
2014 to 2018: General Plan
2017 to present: Zoning Code
• Contract Agency:
Town of Windsor
9291 Old Redwood Highway
Windsor, CA
• Agency Contact:
Kimberly Jordan
Planner III
707.838.7349
kjordan@townofwindsor.com
Personnel: Jim Harnish, Brent Gibbons
Personnel: Jim Harnish, Brent Gibbons,
Michael Gibbons
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CITY OF FOLSOM
Mintier Harnish worked with the City of Folsom on an update
to the Folsom General Plan. The City’s General Plan was last
comprehensively updated in 1988. The city has changed
dramatically since then, not only in total population but in the nature
of the community. Folsom has transformed from a small suburban
community into a vibrant, urbanizing mid-sized city. The 2035
General Plan incorporates a new vision for the City of Folsom. It
encourages the development of mixed-use districts along East Bidwell
Street and transit-oriented development at the City’s light rail stations.
The Plan promotes complete streets and changes to the City’s level of
service policy. The General Plan was adopted August 30, 2018.
As a follow-up on the Project, Mintier Harnish was retained in 2019
to lead the comprehensive update of the City’s Zoning Code. Key
features of the update include implementing new mixed-use land use
designations, developing objective multifamily residential design
standards, preparing ADU provisions consistent with State law,
streamlining development approvals, and overhauling the historic
district design and development standards, The project includes
four days of stakeholder interviews, community workshops, and
multiple study sessions with the Historic District Commission, Planning
Commission, and City Council.
GENERAL PLAN UPDATE, EIR, AND COMPREHENSIVE
ZONING CODE UPDATE
Project Details:
• Project Duration:
2012 to 2018: General Plan
2019 to present: Zoning Code
• Contract Agency:
City of Folsom
50 Natoma Street
Folsom, CA
• Agency Contact:
Scott Johnson, AICP
Planning Manager
916.355.7223
sjohnson@folsom.ca.us
CITY OF PLEASANT HILL
Mintier Harnish began the Pleasant Hill General Plan Update in April
2019. The project is still (as of December 2022) in progress. The
project includes the development of several documents, including an
existing conditions and trends workbook, issues and opportunities
summary, vision and guiding principles, alternatives analysis and
report, policy document (which includes goals, policies, and
implementation programs). Community engagement is also a large
part of the project. Engagement activities include regular newsletter
releases, the use of project branding through developing a logo
and style, facilitation of GPAC meetings, joint study sessions with the
Planning Commission and City Council, community workshops, and
pop-up booths at community events and festivals.
Mintier Harnish has facilitated multi-day Planning and Design
Workshops that included nightly presentations, an urban design
charrette, and community walking tours. Mintier Harnish is also
partnering with enCodePlus to provide the City with a web-based
General Plan and Zoning Code on the enCodePlus platform.
Based on the ongoing success of the Update, the City of Pleasant
Hill contracted with Mintier Harnish to prepare the City’s 6th Cycle
Housing Element, Objective Design Standards, and Zoning Code
Update as part of the General Plan Update. The overall General Plan
Update is scheduled for completion in February 2023.
GENERAL PLAN, HOUSING ELEMENT, OBJECTIVE DESIGN
STANDARDS, AND ZONING CODE UPDATE
Project Details:
• Project Duration:
2019 to present: General Plan
2019 to present: Zoning Code
• Contract Agency:
City of Pleasant Hill
100 Gregory Lane
Pleasant Hill, CA
• Agency Contact:
Troy Fujimoto
City Planner
925.671.5224
tfujimoto@pleasanthillca.org
Personnel: Jim Harnish, Brent Gibbons,
Michael Gibbons, Nikki Zanchetta,
Matthew Jumamoy,
Personnel: Jim Harnish, Brent Gibbons,
Michael Gibbons
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CITY OF MORRO BAY
Rincon was part of a multidisciplinary consultant team leading the
City’s General Plan, Local Coastal Program, and Zoning Ordinance
Updates and associated Environmental Impact Report as an extension
of City staff. Rincon prepared the Community Baseline Assessment
reports to identify the current environmental conditions in the City
to inform the analysis of the General Plan, Local Coastal Program,
and Zoning Ordinance Updates in the EIR. Rincon also assisted with
preparation of various General Plan element updates, including the
updated Noise Element, and analyzed the potential future effects to
Environmentally Sensitive Habitat Areas resulting from climate change
and associated sea level rise. The analysis included a projection of
future effects of sea level rise and associated coastal flooding and
erosion events on ESHAs within the Morro Bay coastal zone, based
on previously completed hazard analysis and sea level rise analysis,
existing sea level rise models for the region, and the current location
and extent of ESHAs in the City. Under direct contract to the City of
Morro Bay, Rincon has prepared the Environmental Impact Report
for the proposed General Plan, Local Coastal Program, and Zoning
Ordinance Updates.
GENERAL PLAN UPDATE, EIR, LOCAL
COASTAL PLAN UPDATE, AND EIR
Project Details:
• Project Duration:
2017 to 2021
• Contract Agency:
City of Morro Bay
595 Harbor Street
Morro Bay, CA
• Agency Contact:
Cindy Jacinth
Senior Planner
805.772.6577
cjacinth@morrobayca.gov
CITY OF PISMO BEACH
Rincon is preparing the General Plan/Local Coastal Plan (LCP)
Programmatic EIR (PEIR) for the City of Pismo Beach, which
analyzes the potential impacts of the Draft General Plan/LCP. The
GP/LCP Update is an update of the City’s 1992 General Plan and
LCP and presents the community’s vision for Pismo Beach through
the GP/LCP horizon (year 2040). The PEIR provides a clear,
concise overview of the programmatic nature of impacts associated
with implementation of the General Plan. This document will
inform decision-makers and the community about future decisions
regarding General Plan policies and implementation programs.
The PEIR is structured to meet the requirements of the California
Environmental Quality Act (CEQA) and to streamline future City
consideration of development and public works projects consistent
with the General Plan, when possible.
Rincon is closely coordinating with City staff throughout the
preparation of the General Plan Update to develop policies that
“self-mitigate” potential environmental impacts to the maximum
extent feasible. This self-mitigating, proactive approach will
minimize reliance on external mitigation measures, streamline future
CEQA coverage for future projects, and allow the City to monitor
the effectiveness.
GENERAL PLAN UPDATE, EIR, AND
LOCAL COASTAL PLAN UPDATE
Project Details:
• Project Duration:
2020 to present
• Contract Agency:
City of Pismo Beach
760 Mattie Road
Pismo Beach, CA
• Agency Contact:
Matthew Downing
Community Development Director
805.773.4658
mdowning@pismobeach.org
Personnel: Chris Bersbach Personnel: Chris Bersbach, Ryan Russell
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CITY OF SANTA MARIA
GHD developed an update to the City of Santa Maria Active
Transportation Plan using a performance-based approach. An active
transportation infrastructure inventory, including high-priority ADA
accessibility review and a detailed Level of Traffic Stress analysis was
performed to identify the relative connectivity of the low stress bicycle
network within the City. A complete pedestrian and bicycle collision
analysis was also performed to highlight areas with higher needs for
improvement.
Given the diversity of the Santa Maria community, GHD used both
traditional in-person workshops, online workshops, and pop-up events
with a particular focus on the Spanish-speaking community of Santa
Maria. A community survey was distributed by Promotores (health
advocates) at primarily-Spanish-speaking community events, and
an informational flyer was sent home with all 17,000 students in
Santa Maria schools. A website also provided access to the survey
as well as an interactive map to collect comments. Based on the
technical analyses and public input, GHD developed improvement
recommendations, which were prioritized with stakeholder feedback.
GHD also completed an Active Transportation Program Cycle 5 grant
application for a package of high-priority projects. The ATP was
adopted by the City Council in January 2021.
ACTIVE TRANSPORTATION PLAN
Project Details:
• Project Duration:
2019 to 2021
• Contract Agency:
City of Santa Maria
110 S Pine Street, Suite 221
Santa Maria, CA
• Agency Contact:
Eric Riddiough, PE
Senior Civil Engineer
805.925.0951, Ext. 2476
eriddiough@cityofsantamaria.org
CITY OF PISMO BEACH
GHD was critical in assisting the City of Pismo Beach in
updating the Circulation Element to include multimodal policies
and improvements related to active transportation, consistent
with SB 743 and AB 1358, the “Complete Streets Act”, while
also retaining the sensitivity of the City’s historical character and
seasonal beachgoer travel patterns. GHD assisted the City in
creating policies and plans that would promote active transportation
modes and connectivity throughout the City, and implementation
measures that include innovative and emerging transportation
technology. GHD worked with the City to develop the Circulation
Plan, Bicycle Facilities Plan, and Pedestrian Facilities Plan. As part
of these plans, GHD assessed alternatives of new roadway(s)
crossing a railroad and a creek, to provide continuous multimodal
access across town and frontage to the US 101 freeway.
Additionally, GHD assessed one-way couplet alternatives within
the Downtown urban environment, adjacent to a complex freeway-
ramp system, while also incorporating connectivity for Class IV
separated bikeways.
GHD alsoassisted in preparing the technical analyses and reports
used to prepare the transportation and alternatives section of the
CEQA document, including performance measures such as LOS
and VMT.
CIRCULATION ELEMENT UPDATE
Project Details:
• Project Duration:
2017 to 2018
• Contract Agency:
City of Pismo Beach
760 Mattie Road
Pismo Beach, CA
• Agency Contact:
Matthew Downing
Community Development Director
805.773.4658
mdowning@pismobeach.org
Personnel: Todd Tregenza, Colin Burgett
Rosanna Southern
Personnel: Todd Tregenza, Colin Burgett
Rosanna Southern
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COUNTY OF VENTURA
The County of Ventura’s 2040 General Plan includes 126
implementation programs involving ten different County departments.
In order to ensure the real-world viability of carrying out the General
Plan initiatives (especially proposed new programs), the County
retained TNDG to prepare an independent analysis of potential
implementation costs. The estimated costs covered a five-year
implementation horizon, with one-time (i.e., program startup) and
ongoing costs summarized separately. To provide a complete
assessment of the feasibility of program implementation, the cost
estimates considered both gross costs and net costs (after deducting
potential program revenues associated with individual initiatives).
GENERAL PLAN COST (FISCAL IMPACT) ANALYSIS
Project Details:
• Project Duration:
2018 to 2019
• Contract Agency:
Ventura County
800 S. Victoria Avenue
Ventura, CA
• Agency Contact:
James Importante
Management Analyst II
805.654.5088
James.Importante@ventura.org
CITY OF COSTA MESA
TNDG prepared a comprehensive fiscal impact analysis as part
of the City of Costa Mesa’s General Plan update. This process
involved development of a user-friendly Fiscal Impact Model (FIM)
that is designed to be updated annually based on inputs from the
City’s budget. In order to develop in the FIM, TNDG interacted
extensively with City department heads to establish cost forecasting
methodologies specific to each department’s operations.
The FIM was utilized by TNDG to evaluate the potential fiscal
impacts of various General Plan alternatives/scenarios and to
respond to specific questions raised by City Council members
during the course of the General Plan adoption process. The model
is now utilized by the City as a tool to evaluate the fiscal impacts of
proposed development projects and General Plan amendments.
As part of this contract, TNDG also prepared real estate demand
forecasts to ensure that the land use assumptions used in the FIM
were realistic from a market perspective.
FISCAL IMPACT MODEL AND REAL ESTATE MARKET
FORECASTS FOR GENERAL PLAN UPDATE
Project Details:
• Project Duration:
2015 to 2017
• Contract Agency:
City of Costa Mesa
77 Fair Drive
Costa Mesa, CA
• Agency Contact:
Daniel Inloes, AICP
Economic Development
Administrator
714.754.5088
daniel.inloes@costamesaca.gov
Personnel: Roger Dale, Joseph McClure,
Alan Levenson
Personnel: Roger Dale, Joseph McClure,
Alan Levenson
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7
PROJECT SCOPE PROJECT SCOPE
The Request for Proposals (RFP) indicates the need to provide both
two- and three-year schedules, as well as separate two- and three-year
budgets (submitted under separate cover). To better assist City staff in
their review of this proposal, we have also prepared two separate
two-year and three-year work scopes. These two work scopes and their
corresponding schedules are included in this section.
These proposed work scopes directly correspond to the separately
attached two- and three-year budgets. Given the limited timeline and
budget for this General Plan update, we feel it is important for Arroyo
Grande staff to understand the limitations, trade-offs, and implications
of each schedule, specifically regarding a two-year General Plan
update.
Our two proposed work scopes outline a series of logical phases and
tasks, with information from each step creating the foundation for the
next step. Our approach allows City staff, the Planning Commission,
City Council, and the public opportunity to provide input and
direction on the information developed in the subsequent phase/task.
It also helps to keep the community informed and intimately involved
in the development of the General Plan, which leads to a higher level
of acceptance, support, and successful implementation.
This section is divided into the following sections:
• Two-Year Work Scope
• Three-Year Work Scope
• Optional Tasks
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TWO-YEAR WORK SCOPE
A two-year General Plan update schedule will be particularly challenging. Given the minimum 10-month
requirement for the CEQA analysis, the rest of the General Plan update must be completed in 14 months. This
includes project initiation, existing conditions analysis, visioning, policy document preparation, and adoption.
Each of these steps includes consultant preparation, City staff review, community engagement, document revisions,
and decision-maker feedback and decisions. This is a very tight schedule. As a result, the two-year work scope
and schedule includes limited public outreach and no alternatives analysis. Additionally, the two-year schedule
and work scope does not include Development Code or Climate Action Plan updates. While these tasks can
certainly be added as options (see Optional Tasks Section), they have significant cost and timing implications that
the two-year schedule would not accommodate fully or adequately. If selected for the General Plan update, we will
discuss with City staff the specific costs and time implications and include additional tasks as appropriate.
Phase 1 - Project Initiation
Task 1.1: Kick-Off Meeting and City
Tour
We will facilitate a kick-off meeting with City staff at
the outset of the General Plan update. This meeting
will provide an opportunity to discuss ideas and
expectations for the project, confirm roles and
responsibilities, refine the work program and schedule,
establish communication protocols, review, and discuss
overall format and organization of products, and meet
with key City department staff. We also initially discuss
the public outreach strategy with City staff to ensure that
a diverse group of community members, stakeholders,
and organizations participate in the General Plan
update process. This conversation will also include
identifying underrepresented or marginalized groups
in the city. Following this meeting, we will tour the city
with City staff to examine key issue and opportunity
sites that will be addressed in the General Plan update
program.
Task 1.2: Joint Study Session
Given the significance of the General Plan update,
it will be important for the City Council and Planning
Commission to meet our team early in the process.
We will facilitate an all-hands study session with
key City staff, City Council members, and Planning
Commissioners. This study session will provide a
common understanding of the need for and purpose
of the General Plan update, the key steps in the
process, public outreach, legislative mandates, and
contemporary planning issues. We will facilitate a
discussion on the major issues facing Arroyo Grande
and then solicit feedback on the several topical areas
that will be carried thematically through the General
Plan. The study session will be widely publicized and
open to interested community members. We will post
the session presentation, support materials, and results
on the City’s and project website.
Task 1.3: Develop Final Work Program
Based on information exchanged during Tasks 1.1
and 1.2, we will refine the scope of work and project
schedule to address City input. The schedule will be
detailed to show:
• Proposed time frames for each phase;
• The timing for all major documents;
• Time frame for each joint Planning Commission
and City Council workshop; and
• Timing of various community engagement
activities.
The project schedule will include coordination and
community outreach components that will occur in
association with major milestones in the development of
the General Plan update.
Phase 1 Deliverables
• Kick-Off meeting agenda and materials
• Joint Study Session presentation
• Joint Study Session materials
• Project schedule
• Final work program
Phase 2 - Public Outreach
Strategy
Task 2.1: Public Outreach Strategy
We will work with City staff to organize a
comprehensive Public Outreach Strategy that we will
use throughout the General Plan update. The intent is to
implement robust, meaningful, and inclusive outreach
methods and events that transcend traditional public
outreach barriers. The Public Outreach Strategy will
detail outreach responsibilities and describe how the
engagement will be structured to ensure residents,
businesses, property owners, non-English speakers,
and underrepresented groups are aware of and
engaged in the project. The Strategy will adhere to
the tenants of City’s DEIJ Policy. As part of this strategy,
we will develop and use the following engagement
components:
Business Cards. Business cards with the project
logo and website link are an easy way to get the
word out about the project. Agency staff, decision-
makers, and others can hand out the business
cards to interested community members. This is an
effective way of creating interest in the project and
getting people to visit the website.
Press Releases. Prior to every community workshop
and document release, we will prepare and
distribute news releases to inform media outlets
serving the community about upcoming meetings.
Press releases describing the project meetings and
milestone documents can help educate and inform
community members about the planning process.
They also help ensure accurate project coverage
and eliminate confusion.
Online Engagement. As part of the project
website, we will set up an online engagement
platform to provide the community with an easy
method to provide input on the project. The online
engagement tool provides a suite of listening,
information, analysis, reporting, and relationship
management features that enables us to mix and
match precisely the right online tools for effective
community engagement. we will regularly update
the engagement site with new questions, surveys,
and opinion polls. These platforms have been used
successfully on several general plan projects to
engage the community.
Email Blasts. Within the first month of the project,
we will develop a template for email blasts that is
consistent with the overall project brand. We will
work with the City to develop a project-specific
email contact list and/or use the City’s existing
e-notifier to send regular email announcements.
General Plan Business Cards
For our General Plan projects, we develop a “business
card” for the project that includes the Update logo and
the address for the project website.
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In-Person and Virtual Community Workshops.
In-person workshops are a traditional, time-tested
community engagement activity. They should
be held at convenient places where people feel
comfortable gathering. Workshop sponsors should
offer food, translation services, and childcare to
make the meetings more accessible to families
and non-English speakers. Typically, we use one of
two workshop formats: open house or interactive.
The open house format is most useful to provide
information and getting high-level feedback. The
interactive workshops may include some or all
the open house components but will emphasize
participant interaction in either facilitated
discussion groups or exercises designed to gain
information about topics, such as the community
vision; issues, opportunities, and assets; and
alternatives and options. We will work with City
staff to determine the best location and time of
these events to ensure those with non-traditional
work schedules can provide their feedback.
Translation Services. Translation services are
essential to ensure effective, inclusive, and
accurate communication to all community
members. There are two basic types of translation
services for the project: verbal translation and
translation of written materials. Presentations,
posters, handouts, and all other written materials
should be produced in all languages that are
prominent in the community. Verbal translation
services should be provided at all public meetings
and workshops and advertised as such. Sometimes
individuals are more comfortable participating
in the planning process when a local community
group or organization is involved. If appropriate,
agency staff should work closely with local
organizations and individuals to reach out to non-
English speaking communities and ensure they are
engaged in the process.
Task 2.2: General Plan Website and
Branding
We will create and host a project specific website and
project branding unique to this General Plan update
and Arroyo Grande:
Project Branding. We will develop an overall
brand for the General Plan update with input from
City staff. This brand will be carried through all
materials, the project website, and presentations
to build enthusiasm about the project and ensure
that this effort is distinct in the minds of the public
and other stakeholders. As part of this effort, we
will develop three branding options for the City’s
selection.
Project Website. We will design, develop, and
maintain a project website during the project.
The website will be fully translatable to over 50
languages for the benefit of all in the community
and will include the following:
• Project information and overview and purpose of the General Plan Process
• Listing of all meetings
• All presentations and materials produced for public meetings and workshops
• Fact sheets regarding the planning process
• All materials produced for the Plan
• Library with all relevant documents
• Online surveys
• Social pinpoint (interactive online comment capture and community conversation board)
• Email sign-ups
Click or visit the following links to view examples:
• Los Gatos General Plan www.losgatos2040.com
• Pleasant Hill General Plan www.pleasanthill2040.com
• Solvang General Plan www.plansolvang.com
• San Ramon General Plan www.plansanramon.com
Task 2.3: Stakeholder Interviews
We team will conduct up to 12 one-on-one and group
meetings with key stakeholders and community groups
to solicit input on issues and expectations for the
General Plan update. The purpose of these interviews
is to identify areas of concern and opportunity for
the city and ensure that we are incorporating broad
community support. We will develop the list of
stakeholders in consultation with City staff, but could
include the Mayor, City Council members, and key
stakeholders that should include the representatives
from the school district, Bike Coalition, Chamber
of Commerce, Diversity Coalition of SLO County,
R.A.C.E. Matters, local developers, and others as
Logos and Branding
For our General Plan projects, we create unique, distinct
logos and branding that will be carried through all
materials, the Update website, and presentations.
suggested by the city. This will also include specific
outreach to non-English speakers, seniors, and youth
within the community. These interviews will be virtual
via Zoom.
Phase 2 Deliverables
• Public Outreach Strategy
• Project branding style guide
• Project logo
• Project business cards
• Project website
• Stakeholder interview materials
• Stakeholder Interview Summary
Phase 3 - Gather and Analyze
Data
Task 3.1: Existing Data Collection and
Compilation
Knowledge of existing conditions within Arroyo
Grande will provide us and the community with a more
thorough understanding of what has changed since
the last General Plan was prepared and the trends
that will be shaping the community’s future. At the
beginning of the project, we will prepare a Request for
Information (RFI), which will list the data items needed
to understand the city on data level. Our team will
initially collect as much of this information as possible
from online and external resources. The items requested
(including native format files whenever possible)
typically include the following:
• Current City planning and development efforts
• Municipal Code and Development code
• Any other pertinent information, documents, plans, and other items identified by City staff
• Infrastructure and utilities plans
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Task 3.2: Assemble GIS Data and
Prepare the Base Map
We will work with City staff to obtain existing City
and County GIS data and review City mapping
protocol and requirements. We will prepare base
maps for reports and display presentation, including
establishing a uniform legend and title block for use
on all maps prepared. We will then develop all GIS
data and mapping prepared for the General Plan
Update consistent with City protocols and data formats
to ensure easy integration into the City’s information
system. At the conclusion of the General Plan update
project, we will provide to the City all original data as
well as project specific data layers modified or created
by our team.
Task 3.3: General Plan Audit
We will work with City staff to evaluate the existing
General Plan to determine what works, what does not
work, and where the plan is not providing adequate
or current guidance. This will be done using our
proprietary General Plan Audit Tool. This tool will help
City staff gain insights on the existing General Plan
clarity, linkages to other plans, progress in achieving
desired outcomes, and whether goals, policies, and
programs should be carried forward, modified, or
removed. The Audit will also consider the General Plan
additions needed to address changes in State law,
the Governor’s Office of Planning and Research (OPR)
General Plan Guidelines, and contemporary planning
practice. The results of this review will be documented
in a General Plan Audit Report. At a minimum, the
Audit Report will address the following questions:
Completion. Has a policy or program been
achieved or carried out?
Clarity. Is the policy or program language clear
and easily interpreted?
Progress. Can policy or program implementation
be easily monitored?
Outcome. Did the policy or program result in the
desired outcome and achieve the vision or goals
of the General Plan.
Continuation. Is the goal, policy, or program
still relevant and can be carried forward into the
updated General Plan?
Current. Does the goal, policy, or program
adequately address current issues?
Modification. How should the goal, policy, or
program be modified to provide better direction or
address current issues and trends?
Task 3.4: Existing Conditions Evaluation
We will collect, research, and assess existing
conditions and trends for the following topics. A
summary of key information from this evaluation will
be presented in the Existing Conditions and Trends
Workbook (Task 3.7) while the full data assessment will
be included in the EIR.
Land Use. We will analyze the existing General
Plan land uses and adopted plans that affect
development in Arroyo Grande. We will map and
analyze existing land uses based on available City
GIS data and identify opportunities and constraints
for future development and reuse. We will also
describe regional planning efforts affecting the
city. This section will also summarize the community
character of Arroyo Grande neighborhoods and
districts.
Population, Employment, and Housing. We
will collect and assess historical, current, and
projected population, employment, and housing
characteristics in the Planning Area. We will work
with the San Luis Obispo Council of Governments
(SLOCOG) to obtain the most current demographic
and housing data, including US Census data, and
data available from the California Department of
Finance.
Circulation and Transportation. Our team will
compile data and information on roadway
segments, transit services, and bicycle and
pedestrian facilities. This evaluation will build
on work performed during the 2021 Circulation
Element update that included updates to the City’s
Transportation Impact Fee (TIF), nexus study and
Transportation Impact Analysis (TIA) guidelines,
as well as the Local Roadway Safety Plan (LRSP).
We will prepare a concise summary of existing
mobility conditions, including updating available
background data where relevant, U.S. Census
travel mode data, and summarizing collision data
and safety recommendations from the LRFP. Our
evaluation analyzes multi-modal travel, vehicle
miles traveled (VMT) reductions and the provision
of complete streets, including opportunities and
constraints for bicycle, pedestrian, motor vehicle,
and transit travel. We will summarize key data and
information on roadway segments, transit services,
and bicycle and pedestrian facilities. We will
prepare a detailed description accompanied with
maps and graphics illustrating the roadway system,
bicycle and pedestrian facilities, peak hour traffic
counts, and transit routes and stops.
Biological Resources. Our team will compile data
on sensitive habitats, principal vegetation cover
types, and special-status and endangered species.
This will include primary source material from the
local and regional habitat plans, supplemented
with limited windshield surveys and review of
existing biology studies completed for the city.
Cultural Resources. Our team willl compile
data on historic structures and locations and
conduct an archaeological sensitivity analysis for
both prehistoric and historic sites using records
maintained at the regional information center and
published in research papers. We will ensure
that appropriate individuals are contacted with
the surrounding Native American Tribes to ensure
sensitive cultural resources are documented
appropriately consistent with recent State mandates
(SB 18).
Economics. Our team will update the City’s
economic and market data. The update will
cover key demographic, economic, and real
estate factors affecting the city and its role in the
broader region. We will identify the strengths of
the local economy, key competitive attributes and
positioning, and challenges and opportunities
related to an economy heavily reliant on tourism.
Additionally, we will summarize retail trends by
major business category, existing commercial and
industrial vacancies, fiscal revenue sources, and
City General Fund expenditures (broken down by
major budget category).
Public Facilities, Services, and Infrastructure. Our
team will compile data on infrastructure, resources,
services, and facilities related to water supply
and delivery, wastewater collection and disposal,
stormwater drainage, solid waste and recycling,
energy and telecommunications, law enforcement,
fire protection, health care, schools, and
education, and government services. We will also
assess if the General Plan must include information
related to recent State mandates that require
cities to identify service needs for unincorporated
disadvantaged communities (SB 244).
Noise. Our team will review existing noise data,
including recent EIRs and studies, and summarizes
the existing noise environment in Arroyo Grande
resulting from major roadways and highways, and
stationary noise sources and activities. We will
also document existing noise-sensitive areas and
sites. We will also summarize current information
on ground vibration.
Air Quality. Our team will compile data on
existing air quality conditions within Arroyo Grande
and the nearby vicinity. This will specifically
include the location of existing sensitive receptors
and emission sources, existing mass emissions,
ambient air quality concentration data from the
most applicable monitoring station(s), attainment
designations and natural factors that relate to the
transport and dispersion of air pollutants.
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Climate Change. Our team will prepare a
climate change section that includes a discussion
of climate change and how the General Plan
Update will address this issue, including both the
reduction of GHG emissions and climate change
vulnerability and adaptation. The report will
briefly summarize relevant background information
regarding these topics and lay out a framework
for the General Plan Update to address climate
change.
Hazards and Safety (including geology). Our
team will compile data on existing natural and
manmade hazards. As part of this evaluation,
we will summarize the geological environment
and associated hazards. This section will
address Seismic Hazard Zones (and soil strength
properties. We will summarize the latest FEMA
floodplain mapping to illustrate potential safety and
development constraints. We will summarize urban
and wildland fire risks, fire hazard risk areas,
and fire protection resources. Our team will also
describe major users and producers of hazardous
materials within or adjacent to the city.
Hydrology and Water Quality. Our team will
summarize sources of groundwater and surface
water, water consumption rates, measures used
to conserve water, and renewable water facilities
and resources. This section will document potential
pollution sources, areas susceptible to water quality
degradation, and source issues and capacity
constraints.
Social and Environmental Justice. Our team will
prepare a section that provides background on
social and environmental Justice. The discussion
will focus on exposure to environmental hazards,
healthy and affordable housing, access to job
markets, access to health care and healthy foods,
community equality, and community empowerment.
The information gathered will be used to draft the
new Environmental Justice Element (see Task 5.9).
Task 3.5: Community Workshop #1:
Assets, Issues, and Opportunities
Identification
We will facilitate a community workshop to address
assets, issues, and opportunities facing the community.
The community workshop will be a two-part event.
During the first part of the event, our team will provide
the community with an overview of the information
developed for Existing Conditions and Trends
Workbook (Task 3.7). This component will highlight
the existing conditions and trends that will influence
the future of the community. The second part of the
event will involve interactive exercises designed to gain
input on the assets, issues, and opportunities that the
public would like to see addressed in the General Plan
update. We will use a combination of informational
boards, group and individual engaging exercises,
breakout sessions, surveys, and online. The intent
of this workshop is to get community input on what
they think about Arroyo Grande, what they want to
preserve, and what they want to change. Workshop
materials can be provided in both English and non-
English languages.
Task 3.6: Assets, Issues, and
Opportunities Workshop Summary
Report
Based on input collected from City staff and the Assets,
Issues, and Opportunities Community Workshop, we
will prepare a summary report that categorizes, and
reports all input received. This input will be further
synthesized and reported in the Existing Conditions and
Trends Workbook (Task 3.7).
Task 3.7: Existing Conditions and
Trends Workbook
We will prepare an Existing Conditions and Trends
Workbook. The Workbook will be written in an
engaging way to tell a thought-provoking story of
Arroyo Grande – where it has been, where it is today,
and the trends that will shape its future. The Workbook
will also identify the significant problems, issues, and
concerns facing the community that were identified in
Community Workshop #1 (Task 3.5). The Workbook
will be highly graphical and will use infographics,
charts, maps, and photographs combined with
storytelling techniques. While the content will largely
depend on the direction provided by City staff,
decision-makers, and the community during the initial
outreach efforts, we assume the workbook, at a
minimum, will cover the following topics:
• Purpose of the General Plan Update
• All topics analyzed in the Existing Conditions
and Trends Evaluation (see Task 3.4)
• Location and geographic boundary
description, including the regional setting,
Sphere of Influence, and City limits
• A description of the city’s history, including a
graphic timeline of significant events, places,
and people in Arroyo Grande’s past
• A description of what has changed since
Arroyo Grande last updated its General
Plan, including local trends as well as national
and global trends that have shaped our lives
and will continue to shape the future (e.g., the
internet, social networking, online shopping,
car sharing, self-driving cars, sustainable
communities initiatives)
• A snapshot of current conditions and trends,
including a demographic profile, housing
characteristics, economic and market
conditions, transportation infrastructure and
travel patterns, health and environmental justice,
climate change and adaptation, community design
and character description, and population and
development trends
• A description of quality-of-life characteristics,
including parks and open space, arts and
culture, and public realm improvements that
have made Arroyo Grande an exceptional
place to live
This task includes preparation of an initial outline, an
administrative draft for staff review, and a final draft
that incorporates edits following one round of review
by City staff. The final Existing Conditions and Trends
Workbook could be fully translated into non-English
languages.
Phase 3 Deliverables
• Request for Information (RFI)
• GIS Base Maps
• General Plan Audit Report
• Community Workshop #1 Guide
• Community Workshop #1 Materials
• Assets, Issues, and Opportunities Summary Report
• Administrative Draft Existing Conditions and Trends Workbook
• Final Existing Conditions and Trends Workbook
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Phase 4 - Visioning and
Guiding Principles
A General Plan vision statement and guiding principles
are designed to reflect what community members value
most about their community and the shared aspirations
of what they envision their community being in the
future. The vision statement should be inspirational
and set the key values and aspirations for the General
Plan guiding principles. The guiding principles
should provide more specific guidance that provides
the fundamental doctrine that will be used to guide
development of the General Plan goals and policies.
During this phase, we will work with community
members and leaders, the Planning Commission, and
the City Council to form Arroyo Grande’s vision for the
future and guiding principles.
Task 4.1: Community Workshop #2:
Community Visioning Workshop
Our team will facilitate an in-person community
visioning and guiding principles workshop. This
workshop will have three parts. First, as participants
arrive, they can visit a variety of informational
stations, based on the Existing Conditions and Trends
Workbook. These stations will inform participants on
the key planning issues in the Update. Second, we
will present status reports on our progress to date and
answer questions about the General Plan Update.
Third, we will have a series of interactive exercise that
will solicit feedback from the community on a collective
vision and set of guiding principles. These activities
could include the following:
Postcards from the Future. In this exercise,
participants would be asked to pretend they are
sending a postcard from Arroyo Grande from the
future. Participants draw a picture to illustrate their
vision and write a message to someone describing
their experience in Arroyo Grande.
Opportunities and Enhancements. The goal of this
station is to help participants identify the places or
features of Arroyo Grande that offer opportunities
for improvement or enhancement. It will help
identify participant’s priorities. This exercise would
include a large wall map of the city with generic
images that represent things that participants would
like to see in the city. Participants would then
participate in a series of mini-exercises to identify
which features they feel would reflect the kind of
improvements that would benefit Arroyo Grande
over the next 25 years.
“Mad Libs” Vision Game. In this exercise,
participants would be asked to develop their
ideal vision for the city. Participants would be
encouraged to brainstorm words, phrases, and
ideas with other participants to come up with the
most creative and inspirational vision. From this
exercise, we obtain the key descriptors that are
used to describe people’s aspirations for the future
of the community. These inputs help identify what
aspects are the most important and are used to
frame the vision statement.
Task 4.2: Draft Vision Statement and
Guiding Principals
Our team will prepare the Administrative Draft Vision
Statement and Guiding Principles that represent the
ideal future for the city. We will create the draft Vision
Statement and Guiding Principles based on input
gathered at the Community Visioning Workshop and
input from City staff. Following review by City staff,
we will revise the Administrative Draft and prepare
Draft Vision and Guiding Principles for review by the
Planning Commission and City Council.
Task 4.3: Planning Commission and
City Council Joint Study Session
We will facilitate a joint study session with the Planning
Commission and City Council to present the Draft
Vision Statement and Guiding Principles. The joint
study session will include a discussion of comments
received from the Community Visioning workshop and
presentation of the Draft Vision Statement and Guiding
Principles. Comments received during the study session
will be considered in preparation of the Final Vision
Statement and Guiding Principles.
Task 4.4: Final Vision Statement and
Guiding Principles
Following review by the Planning Commission and
City Council, we will revise and prepare a Final Vision
Statement and Guiding Principles that we will use to
guide development of the General Plan Update.
Phase 4 Deliverables
• Community Workshop #2 Guide
• Community Workshop #2 materials
• Community Workshop #2 presentation
• Administrative Draft Vision Statement and Guiding Principles
• Planning Commission and City Council Joint Visioning Study Session presentation
• Planning Commission and City Council Joint Visioning Study Session materials
• Final Vision Statement and Guiding Principles
Phase 5 - General Plan
Preparing the General Plan is the most enduring part
of the Update process. The goals, policies, and
implementation strategies will serve as the City’s
blueprint for growth and development for the next
20 plus years. It memorializes all the decisions and
directions made to this point in the update process and
acts as the guide for how the City and community can
achieve the vision for the future. The updated General
Plan will be crafted as an effective tool for staff
implementation and will be a highly-graphic, engaging
plan that is easy for everyone in the community to use
and understand.
We will prepare an Administrative Review Draft
General Plan. Our team will format the General Plan
to be attractive, contemporary, and user-friendly, using
extensive photos, illustrations, and maps. As part of
this coordination, we will propose solutions for the
organization and layout of the General Plan elements.
This will be based on a review of the current element
structure and the need to cover a wide range of new
State requirements enacted since the General Plan was
last updated. As part of the design, the separation or
combination of topics into various elements will be
discussed.
As part of the Update, we will ensure that all the
requirements of State law, such as complete streets,
flood risk reduction, adaptation, resiliency, safety,
noise, and environmental justice are covered. We
will also ensure full compliance with the State’s
General Plan Guidelines. Our team will prepare
a comprehensive implementation strategy that
includes tangible actions the City will undertake to
implement the goals, policies, and objectives. The
implementation strategy will include an updated
economic development strategy. As part of developing
this strategy, a key task will be ensuring that the City
understands the implications, resource needs, and fiscal
impacts of the implementation strategy. This ensures that
the City makes an informed decision about the work it
is signing up to complete.
Postcards from the Future
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Task 5.1: General Plan Design, Format,
and Organization Options
In close consultation with City staff, we will prepare
optional approaches for the General Plan design,
format, and organization. We will provide for the
overall look and presentation of the Plan, including
font size and style, page layout, maps, graphics, and
illustrations. Our team will prepare sample table of
contents to accompany the organizational options.
Following City staff review, we will refine the options
as necessary.
Task 5.2: Land Use Element
Subtask 5.2-1:Land Use Density and
Intensity Evaluation
As part of preparing the Draft Land Use Element,
we will evaluate existing residential density and
intensity requirements in the City’s mixed-use zoning
districts. From this evaluation, our team will strategize
with City staff on possible solutions to adjust these
densities and intensities to better achieve the desired
community vision.
Subtask 5.2-2: Administrative Draft Land
Use Element
We will update the Land Use Element to integrate
the feedback provided by the community, Planning
Commission, City Council, and City staff. Our team
and City staff will collaborate to develop land use
designations and prepare a draft Land Use Diagram
(Task 5.10). We will review existing citywide land
use designations and determine a concise set of land
use designations that fit the needs of all areas of
the city. The designations and Diagram will indicate
the distribution, location, and standards for the use
of land for housing, commerce, industry, public
facilities, waste disposal, recreation, agriculture,
natural resources, and open space. The land use
designations will broadly define the purpose of
each land use category as well as allowed uses.
Land use designations will also include standards
of population density and building intensity. These
designations will promote public health, reduce
infrastructure costs, enhance the local economy, and
address environmental issues.
Task 5.3: Circulation Element
The Circulation Element describes the existing
and future transportation network, articulates the
City’s mobility vision, addresses State and regional
requirements, and anticipates future mobility needs.
While the existing Circulation Element was recently
updated in 2021, our team will review the Element
to determine areas that may need to be updated.
Updates to the Circulation Element may include those
resulting from:
• Findings form AB 747 Analysis (see Task 5.5)
• Updates to the planned mobility network at
buildout to accommodate changes to the Land
Use Element
• Increased prioritization of non-vehicular travel
and complete streets improvements, including
incorporation recommendations from the
upcoming Active Transportation Plan that will
be conducted concurrently
• Mobility and access recommendations to
support the optional East Grand Avenue
Overlay District
• Provision of a reformatted Circulation Element
that converts the current stand-alone Circulation
Element to serve as one chapter of the larger
General Plan document, to match the updated
format of the other (chapter) elements
• Refinements to goal, policy, and
implementation program language to be
consistent with the overall General Plan update
and priorities of other updated elements
• Changes in land use patterns and policies
established in the Land Use and Safety
Elements
• Potential changes resulting for the City’s update
to the Active Transportation Plan
Task 5.4: Noise Element
Based on the findings from the Existing Conditions and
Trends Workbook, will identify major stationary and
mobile sources of noise in the City and visually identify
traffic noise contours based on data from the traffic
report. For this analysis, we will prepare noise contour
maps and descriptions of existing noise conditions.
At City staff discretion, we may conduct up to four
noise measurements at key locations in the city for the
purpose of validating the noise models.
Our team will also identify goals, policies, and
implementation programs to address noise consistent
with legislative requirements and changing conditions
since the last update to the City’s General Plan. Goals
and policies will consider type, location, and extent of
noise incompatibility in the community.
Task 5.5: Safety Element
Subtask 5.5-1: Vulnerability Assessment
In accordance with California Government Code
65302(g) and SB 379, our team will complete a
Climate Vulnerability Assessment which will detail
the anticipated climate impacts on the city of Arroyo
Grande, such as increases in temperature, more
intense and frequent extreme heat events, more
intense and frequent drought, higher frequency of
catastrophic floods, and more severe and frequent
wildfires. At a qualitative level, we will evaluate
the locations of the city’s critical facilities and
services (such as fire stations and evacuation routes)
in relation to potential climate change impacts
based on readily available geospatial data. We
will prepare the Climate Change Vulnerability
Assessment consistent with the latest (2020)
California Adaptation Planning Guide, as described
in California Government Code 65302(g) and the
Office of Planning and Research’s General Plan
Guidelines. We will produce maps using data from
existing plans and available geospatial data sources,
including:
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• Internet-based Cal-Adapt tool
• Internet-based Healthy Places Index tool to
identify vulnerable populations
• San Luis Obispo County Multi-Jurisdictional
Hazard Mitigation Plan (October 2019), of
which Arroyo Grande is a participating
jurisdiction
• California’s Fourth Climate Change Assessment,
Regional Report
• Existing development in identified at-risk areas,
including structures, roads, utilities, and
essential public facilities
• Arroyo Grande local land use plans and
implementing documents
A key component of the Climate Change
Vulnerability Assessment will be an evaluation of the
potential for climate change to disproportionately
impact vulnerable population groups (e.g., seniors,
children, low-income communities, outdoor workers).
The Climate Change Vulnerability Assessment
will rely on modeling scenarios per the California
Adaptation Planning Guide and the Office of
Planning and Research’s General Plan Guidelines.
The Climate Change Vulnerability Assessment will be
a qualitative analysis and will not include quantitative
asset analysis by hazard area.
Subtask 5.5-2: SB 99 Analysis
SB 99 requires all cities and counties, upon the next
revision of the Housing Element on or after January
1, 2020, to update the Safety Element to include
information identifying residential development in
any hazard areas identified in the Safety Element
that do not have at least two emergency evacuation
routes. We will coordinate with City staff to identify
residential developments in any hazard area
identified in the Safety Element that do not have at
least two emergency evacuation routes. Our team
will coordinate with City staff to develop a citywide
map using ESRI that identifies communities with fewer
than two ingress/egress and provide a narrative
description of the implications for evacuation
planning. We will use the analysis to determine if
the City should consider specific goals or policies
to address any identified access limitations or and
incorporate these into the Safety Element.
Subtask 5.5-3: AB 747 Evacuation Capacity
Analysis
We will conduct an emergency evacuation
analysis, consistent with AB 747, that will evaluate
the capacity of evacuation routes under the City’s
identified evacuation scenarios. Our team will
confer with City staff to confirm the City’s key
evacuation scenarios. We will assess the capacity
of evacuation routes, taking into account population
and employment in specific zones of the city using
the SLOCOG model, under several emergency
evacuation scenarios. Based on this assessment, we
will provide recommendations for strategic measures
to be implemented during evacuation where relevant.
We will then summarize the results in a memorandum
with accompanying maps for City review.
Subtask 5.5-4: Administrative Draft Safety
Element
Our team will identify goals, policies, and
implementation programs to address climate change
risks and identified evacuation risks. The Safety
Element will be updated with additional background
descriptions and maps and the constrained parcel
group analysis and the evacuation capacity
assessment. Goals and policies will aim to minimize
risk associated with climate change and evacuation
capacity constraints and build capacity to respond
to the projected impacts of climate change, working
towards creating a resilient, sustainable Arroyo
Grande community. The Safety Element will also be
updated to include a discussion of how it aligns with
other General Plan elements. As requested in the RFP,
the Countywide Local Hazard Mitigation Plan will be
incorporated into the updated Element.
Task 5.6: Agriculture, Conservation,
and Open Space Element
Our team will prepare an Administrative Draft
Agriculture, Conservation, and Open Space Element.
The updated Element will reflect any changes resulting
from the Land Use Element, especially if the City intends
on annexing unincorporated county land or expanding
the existing Sphere of Influence. The updated Element
will identify policies for protecting and conserving open
spaces, agricultural lands, and other natural resources.
Additionally, the Element will consider mitigation
measures when agricultural properties are proposed for
conversion to urban uses.
Task 5.7: Parks and Recreation Element
Our team will prepare an Administrative Draft Parks
and Recreation Element. The updated Element will
reflect any changes resulting from the Land Use Element
and feedback received from City Council, Planning
Commission, and the community. We will establish
goals and policies to ensure the city meets the parkland
and recreation needs of the community, and offer
strategies for City staff to consider.
Task 5.8: Economic Development
Element
Subtask 5.8-1: Economic Opportunities
Analysis
As background for the updated Economic
Development Element, our team will complete
an Economic Opportunities Analysis focused on
Arroyo Grande’s business growth and job creation
potentials. This analysis will ensure that the General
Plan land use alternatives are optimized from a job
creation perspective. The economic opportunities
analysis will include the following sub-tasks:
• Location quotient analysis to identify industries/
business types for which Arroyo Grande and
the larger Central Coast region have a
competitive advantage relative to national
benchmarks;
• Analysis of recent historic job growth by
industry (Arroyo Grande and Central Coast
region), including a “shift share” comparison to
national trends;
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• Review of relevant studies and strategies
prepared by regional economic development
organizations (i.e., REACH and the Economic
Vitality Corporation of San Luis Obispo
County);
• Profile of current regional initiatives focused on
targeted growth industries; and
• Profile of current initiatives focused on
addressing the potential economic impacts and
repositioning opportunities related to the
pending (but delayed) decommissioning of the
Diablo Canyon Nuclear Power Plant.
Based on the above sources of information, we
will identify the industry types likely to offer the most
significant growth potentials for Arroyo Grande over
the next 10-20 years. Our team will also identify
any specific land use policies that would enhance
the City’s potential for attracting and growing target
industries.
Subtask 5.8-2: Administrative Draft
Economic Development Element
We will prepare a General Plan Economic
Development Element that addresses the City’s
development, job creation, tourism, and fiscal
stability goals. The element will include the following:
• The City’s goals and policies for Economic
Development, presented in a format consistent
with other elements of the Plan
• Polices to retain local businesses and attract
head-of-household jobs
• Goals, policies, and programs aimed at
addressing the impacts from the
decommissioning of the Diablo Canyon Power
Plant
• A summary of the issues and opportunities
identified during the economic opportunities
analysis
• Policies aimed at supporting the City’s business
retention/expansion/attraction and
entrepreneurial development potentials
• Specific strategies for attracting targeted land
uses (e.g., retail, industrial, hotels)
Task 5.9: Environmental Justice Element
Subtask 5.9-1: Environmental Justice
Community Analysis
All people, regardless of race, culture, or income,
deserve the right to live, work, play, and pray in
a healthy and safe environment. Unfortunately,
across the United States, residents of low-income
communities, communities of color, and indigenous
communities are disproportionately impacted by
environmental pollution and experience higher rates
of related health problems. Conditions in these
communities can be traced to a variety of factors
including, but not limited to, a history of inequitable
land use and zoning policies, underinvestment, and
lack of meaningful engagement with community
residents in planning and policy decisions. In each of
these communities, there is often a history of residents
coming together to advocate for and achieve
environmental justice.
With the adoption of Senate Bill (SB) 1000,
California Government Code Section 65302(h)
requires local jurisdictions to incorporate
environmental justice in their general plans. The
statute requires local governments to develop
policies to reduce the disproportionate exposure
to pollution in neighborhoods that also experience
increased social and economic challenges.
California law refers to communities with high levels
of environmental and socioeconomic vulnerability as
“disadvantaged communities.”
Our team will use at least two geospatial screening
tools with socioeconomic, environmental, and health
information to identify potential “disadvantaged
communities” in Arroyo Grande. These tools include:
CalEnviroScreen 4.0. The California Environmental
Health and Screening Tool (CalEnviroScreen) 4.0
is a science-based mapping tool that ranks each
census tract in the State using a series if indicators
to identify communities most affected from multiple
pollutants and who are vulnerable to pollution’s
effects.
EJSCREEN. The US Environmental Protection
Agency’s (USEPA) Environmental Justice Screening
and Mapping Tool (EJSCREEN) similarly uses
environmental and demographic data to rank each
census block group’s environmental health risks
nationally.
Subtask 5.9-2: Environmental Justice
Working Session
From the research and findings gained during the
Environmental Justice analysis (Subtask 5.9-1), we
will facilitate a working session with City staff to
discuss potential findings. This working session will
be held virtually via Zoom (or another City preferred
platform). As part of this working session, our team
will strategize with City staff on the materials and
exercises to be presented during the Environmental
Justice Community Workshops (Subtask 5.9-3).
Subtask 5.9-3: Community Workshops:
Environmental Justice Element
Our team will work with City staff and local
community organizations to facilitate up to two
community workshops on the Environmental Justice
Element. We will work with City staff to determine
both locations and times for these workshops that
allow those with non-traditional work schedules to
attend and provide feedback. We and community
group representatives will make a presentation on
the Environmental Justice Element and facilitate an
interactive discussion.
Consistent with the City’s adopted DEIJ Policy,
all discussions could include simultaneous verbal
translation. All workshop materials and presentations
can be fully translated into whatever language City
staff feel would be beneficial. For those unable to
join the workshops in person, all materials and a
video recording of the workshops will be posted on
the project website. We will summarize the results
of the input received in the Administrative Draft
Environmental Justice Element.
Subtask 5.9-4: Administrative Draft
Environmental Justice Element
Our team will prepare an Administrative Draft
Environmental Justice Element that aligns with
the Governor’s Office of Planning and Research
Guidelines. We will use CalEnviroscreen 4.0 and
EJSCREEN to determine areas of concern regarding
environmental justice issues consistent with SB 1000.
The Environmental Justice Element at a minimum will
address goals, policies, and programs pertaining
to educational attainment, pollution burden of
disadvantaged communities, and identification of
burdensome quality of life metrics including poverty,
unemployment, linguistic isolation, and health.
The Element will include an introduction describing
racial, social, and environmental injustices in
historical planning practices and how the General
Plan includes planning practices that promote
healthy, diverse, and equitable communities. We will
focus goals, policies, and implementation programs
for:
• Racial and Social Justice
• Environmental Justice
• Civic Engagement in the Public Decision-
Making Process
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Task 5.10: Prepare Land Use and
Circulation Diagrams
Our team will prepare an updated Land Use Diagram
as part of the Administrative Draft General Plan.
We will discuss options for streamlining the land use
designations and graphic design options for making
the land use diagram more user-friendly.
Based on the distribution of land uses on the Land
Use Diagram, we will develop and prepare a Draft
Circulation Diagram. The classifications and diagram
will indicate the distribution, location, and standards for
city roadways. The classifications could also expand
upon the functional classifications to consider street
context and non-auto travel modes. This definition
ensures that street standards are not uniformly applied,
but consider a street’s relation to surrounding land uses,
appropriate travel speeds, and need to accommodate
multiple travel modes. Roadway standards could also
be developed to use Vehicle Miles Traveled (VMT)
instead of or in addition to LOS standards.
Task 5.11: Preliminary Public Review
Draft General Plan
Our team will revise the Administrative Draft General
Plan based on City staff comments and prepare a
Preliminary Public Review Draft General Plan for review
by the Planning Commission and City Council. The
step of reviewing the Preliminary Public Review Draft
General Plan with advisory bodies and decision-makers
is important to ensure the Draft Plan meets expectations
before conducting the CEQA analysis.
Task 5.12: Planning Commission Study
Session: Preliminary Public Review Draft
General Plan
Our team will facilitate a virtual study session via Zoom
with the Planning Commission to review and confirm
the Preliminary Public Review Draft General Plan. The
Planning Commission will recommend any revisions or
adjustments to the Plan to the City Council, which we
will show in Word track changes.
Task 5.13: City Council Study Session:
Preliminary Public Review Draft General
Plan
Our team will facilitate a virtual study session via
Zoom with the City Council to review and confirm
the Preliminary Public Review Draft General Plan. The
City Council will provide direction on revisions or
adjustments to the Plan prior to our team conducting the
CEQA analysis.
Task 5.14: Public Review Draft General
Plan
Based on direction from the City Council, our team
will prepare the Public Review Draft General Plan for
publication and environmental review.
Phase 6 - Program
Environmental Impact Report
(PEIR)
Based on review of the RFP and our experience
preparing General Plan EIRs, we recommend the
preparation of a Program EIR pursuant to CEQA
Guidelines Section 15168. Although the legally
required contents of a Program EIR are technically
the same as those of a Project EIR, Program EIRs
are by necessity more general and may contain a
broader discussion of impacts, alternatives, and
mitigation measures than a Project EIR. A Program
EIR may be prepared on a series of actions that may
be characterized as one large project. Use of a
Program EIR provides the City with the opportunity to
consider broad policy alternatives and programwide
mitigation measures and greater flexibility to address
environmental issues and/or cumulative impacts on a
comprehensive basis. Once a Program EIR has been
certified, subsequent activities within the program may
be evaluated to determine what, if any, additional
CEQA documentation needs to be prepared. If
the Program EIR addresses the program’s effects as
specifically and comprehensively as possible, many
subsequent activities could be found to be consistent
with the Program EIR mitigation parameters and
additional environmental documentation may not be
required (CEQA Guidelines Section 15168[c]). In
this case, the Program EIR serves a valuable purpose
as the first-tier environmental analysis that will assist
in streamlining and possibly exempting future projects
from CEQA with the idea that the General Plan’s
Program EIR can be used for such exemptions when
projects are consistent with the General Plan.
Task 5.15: General Plan Consultation
and Referrals
State law requires consultation with a variety of
Federal, State, regional, and local agencies whenever
a jurisdiction updates or amends its general plan (e.g.,
Native American Tribes, Military Branches, water
agencies). These statutes are located throughout the
Government Code and have varying requirements
for when draft and final documents must be submitted
and how long agencies have to review and provide
comments. We maintain a checklist of agency
consultation requirements that we will use to ensure the
City provides the Public Review Draft General Plan to
the appropriate agencies.
Phase 5 Deliverables
• General Plan organizational options
• Land Use Density and Intensity Evaluation Memorandum
• Evacuation Analysis – Technical Memorandum
• Draft and Final Vulnerability Assessments
• Draft and Final Evacuation Maps
• Economic Opportunity Analysis
• Environmental Justice Analysis Memorandum
• Environmental Justice Working Session agenda and materials
• Environmental Justice Community Workshops Guide
• Environmental Justice Community workshops materials
• Land Use Diagram
• Circulation Diagrams
• Administrative Draft General Plan
• Preliminary Public Review Draft General Plan
• Planning Commission Study Session Presentation and Materials
• City Council Study Session Presentation and Materials
• Public Review Draft General Plan
• General Plan Consultation Checklist
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Task 6.1: CEQA Kick-off Meeting
Our team will facilitate a work session with City staff
on preparing the Program EIR and completing the
adoption process. Because the Program EIR Phase will
follow later in the schedule than the Draft General Plan
Update, the anticipated scope of work for this Phase
is based on reasonable assumptions about the scope
and scale of the General Plan update. The CEQA
kick-off meeting will provide an opportunity for the city
and the project team to evaluate these initial scoping
assumptions and update the scope of work for this
phase if necessary. The kick-off meeting will also allow
the City/consultant team an opportunity to discuss
the approach to the environmental evaluation and
possible project alternatives. Community concerns that
have surfaced to date will be discussed. We will also
have an opportunity to confirm the cumulative impact
analysis approach. The work session, or CEQA kick-off
meeting, will cover the following topics:
• Strategies for CEQA compliance
• Coordination of environmental document with
general plan update preparation
• Developing a reasonable range of alternatives
• Cumulative impact analysis
• Using new or revised policies as mitigation
measures
• Agency consultation
• Public notice
• Hearings
• Adoption
• Final documents
Task 6.2: Program EIR Project
Description and Notice of Preparation
Our team will work with City staff to develop a
Program EIR project description and will prepare a
draft EIR Notice of Preparation (NOP) for City staff
to review. The NOP is intended to alert other public
agencies about the undertaking, and to solicit their
input on the scope of the study. We will submit a final
PDF copy of the NOP to City staff for posting on its
website, filing with the County Clerk, and distributing
to public agencies. It is assumed that the City will
distribute the NOP using the City’s NOP distribution list.
We will review and make suggestions regarding the
list. Our team would be responsible for filing the NOP
with the State Clearinghouse/Office of Planning and
Research.
Task 6.3: Program EIR Scoping Meeting
Our team will facilitate a public and agency scoping
meeting associated with the release of the NOP. The
Scoping Meeting will be held during the 30-day NOP
period to introduce the community to the Program EIR
process and obtain input on the EIR scope of work. It
will include a brief presentation, followed by public
comment and input from meeting attendees. We will
prepare a summary of input gathered, which will
be included in the Draft Program EIR along with any
written public comments received by the City during the
NOP comment period.
Task 6.4: Transportation and Traffic
Impact Analysis
Our team will evaluate potential transportation
impacts resulting from the proposed General Plan
consistent with CEQA requirements. We will prepare
the Transportation/Traffic section of the environmental
document, to include a description of the impact
analysis, findings, and any recommended mitigations.
We will assess vehicle miles traveled (VMT) impacts
using the San Luis Obispo Council of Governments
(SLOCOG) Regional Travel Demand Model VMT
post-processor. The model’s VMT post- processor
includes residential VMT, work VMT, and retail VMT.
The SLOCOG model forecast land use data will be
modified to include updated development potential for
the General Plan horizon year.
In addition, we will provide a forecast of daily traffic
volumes during the General Plan horizon year, derived
from the SLOCOG model, relevant to other EIR
chapters that analyze impacts to air quality and noise.
The daily traffic volume forecast will also be relevant to
potential street modification recommendations. At the
conclusion of the CEQA public review period, we will
prepare responses to written comments received by the
city, as well as oral comments received during public
hearings, that pertain to transportation impacts.
Task 6.5: Administrative Draft Program
EIR
Our team will prepare an Administrative Draft Program
EIR (ADPEIR) in compliance with CEQA requirements
using information gathered as part of the General
Plan update effort and comments on the NOP, as well
as information from other relevant CEQA documents
completed by the City in recent years. We will be
responsible for development of a legally adequate and
appropriate Program EIR for the General Plan.
We will prepare the ADPEIR based on the project
description approved by City staff. We will base the
description of the environmental and regulatory setting
for the General Plan primarily on the data available
online, Existing Conditions and Trends Workbook (see
Task 3.7), and information from other relevant CEQA
documents completed by the City in recent years, any
information received during the General Plan Update
process, as well as information from recent City plans
such as the City’s Local Hazard Mitigation Plan or
Bicycle/Pedestrian Plans.
Our team will introduce each topical section in the
environmental analysis with a brief statement of its
context in the ADPEIR and the development of the
General Plan. This effort may include interpretive
information for the reader to better understand how the
General Plan affects the environment, as well as the
sources of data used in the analysis.
The setting for each topical section will describe
existing conditions relevant to the topic and provide
the groundwork for impact analysis. The number of
impacts to be analyzed and the depth of analysis will
be determined based on areas of concern identified
by our team and City staff, as well as responses to
the NOP. We will clearly state thresholds used to
determine the significance of project impacts and
will include thresholds in the CEQA Guidelines,
Appendix G, as well as existing regulatory standards,
if applicable. Impacts will be identified, and mitigation
measures will be prepared to reduce significant
impacts to a less-than-significant level, when feasible.
For each potentially significant impact identified in
the ADPEIR, we would identify mitigation measures or
policy statements proposed by the City as part of the
General Plan Update to avoid or reduce identified
impacts. We will construct mitigation measures as
policy statements or revised or additional programs to
facilitate incorporation into the final General Plan. In
order to prepare an ADPEIR that meets the needs of
the City and regulatory requirements of the State, the
ADPEIR will comprise of the following sections:
Executive Summary
This section will provide a summary of the entire
ADPEIR and include the following:
• A discussion of the Project objectives;
• A brief description of the proposed Project;
• A summary of the environmental setting for the
Planning Area;
• A summary of impacts;
• A summary of mitigation measures (mitigating
policies);
• A discussion of alternatives considered; and
• Areas of controversy, and issues remaining to
be resolved.
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Introduction
The ADPEIR will contain an introductory chapter that
provides an overview of the project and context,
summarizes CEQA requirements and the environmental
review process, describes the legal purpose of the
ADPEIR, outlines the environmental issues being
addressed, and presents the organization of the report.
Project Description and Environmental Setting
These sections will contain the City objectives for the
General Plan and a summary of the General Plan
components. It will also outline the Planning Area
boundaries and summarize existing conditions and
any new land uses proposed under the project. The
information will be described in a mix of text, tabular,
and graphic form (i.e., maps and diagrams).
Analysis, Impacts, and Mitigation Measures
The environmental analysis section will include four
main components:
• Setting – description of current conditions with
respect to the issue in question, including the
existing regulatory environment
• Impact analysis – statement of significance
thresholds and discussion of potentially
significant effects of the proposed project
• Programmatic mitigation measures – methods
by which significant effects can be reduced or
eliminated, presented as General Plan policies
to be introduced back into the plan
• Level of significance after mitigation –
discussion of whether or not proposed
mitigation measures reduce impacts to below
the adopted significance threshold
Adverse impacts that meet or exceed significance
thresholds will be considered significant. Additionally,
all impacts will be characterized in terms of short-
or long-term effects and presented in a logical
discussion that the general public can understand. Any
inconsistencies with local or regional plans will be
discussed. Issues to be analyzed in a programmatic
framework will include:
• Aesthetics
• Agriculture/Forestry Resources
• Air Quality
• Biological Resources
• Cultural Resources
• Energy
• Geology and Soils
• Greenhouse Gas Emissions
• Hazards and Hazardous Materials
• Hydrology and Water Quality
• Land Use and Planning
• Mineral Resources
• Noise
• Population and Housing
• Public Services
• Recreation
• Transportation and Traffic
• Tribal Cultural Resources
• Utilities and Service Systems
• Wildfire
Our team will discuss approaches to the impact
analysis for the Program EIR with City staff and will
be consistent with the assumptions and methodologies
used in recent EIRs in the city of Arroyo Grande to the
extent possible. In general, the impact analysis will
focus on the issues present in the Planning Area and
likely to be affected or impacted by the General Plan
Update. Some issues, such as mineral resources, may
not require a detailed analysis relative to other issues
because they do not occur in Arroyo Grande or would
be unaffected by the plan updates.
Alternatives Analysis
A range of EIR alternatives will be considered in the
ADPEIR. CEQA Guidelines require consideration of the
“No Project” Alternative. For purposes of this Program
EIR, the No Project Alternative would be a continuation
of the existing General Plan without any updates or
additions. In addition to the “No-Project” Alternative,
we will consider other alternatives (such as alternative
land use scenarios) that will be developed during the
General Plan Update. Evaluation of alternatives will be
in less detail than that for the proposed plans, though
the analysis will provide decision-makers and the public
adequate information to decide between alternatives.
This section will also identify the “environmentally
superior alternative.” If the “No Project” Alternative is
determined to be environmentally superior, the ADPEIR
will identify the environmentally superior alternative
among the remaining scenarios.
Cumulative Impacts
The document will evaluate cumulative impacts based
on planning documents for the City’s Planning Area.
The contribution of the proposed plan updates to the
overall cumulative impact will also be estimated and
discussed. It is anticipated that cumulative analyses will
be included at the end of each EIR topical section.
Other CEQA Sections
The ADPEIR will provide, in addition to the sections
discussed above, all other required CEQA sections,
including areas of known controversy, growth
inducement effects, and significant unavoidable
impacts. We will provide the ADPEIR to City staff in
digital (word) format. City staff will conduct one review
of the ADPEIR and provide consolidated comments and
edits.
Task 6.6: Staff Review/Screen Check
Draft Program EIR
Our team will incorporate City input into the ADPEIR
and provide City staff with digital versions of the
ADPEIR in both Word and PDF formats. City staff
will conduct one review of the ADPEIR and provide
consolidated comments and edits. We will incorporate
appropriate revisions and prepare a Screen Check
Draft Program EIR (SDPEIR). The Screen Check version
will be provided in digital format.
Task 6.7: Draft Program EIR
Once City staff approve the SDPEIR, we will prepare
the Draft Program EIR (DPEIR) for public circulation.
We would file the DPEIR with the State Clearinghouse,
including all required accompanying forms, such as
the Notice of Completion (NOC), through the digital
CEQASubmit platform. We assume that City staff will
file the Notice of Availability (NOA) of the DPEIR with
the County Clerk and distribute the NOA of the DPEIR
to responsible agencies, and interested agencies,
organizations, and persons. We also assume that City
staff will be responsible for required newspaper ads
and other public noticing of the document’s availability,
such as radius label mailing or on-site posting. As
required by State law, the DPEIR will require at least a
45- day public review period.
Task 6.8: Draft and Final Response to
Comments
Within four weeks of receipt of comment letters
received on the DPEIR, our team will submit a draft
Response to Comments to City staff for review. The
Response to Comments document will include a list of
commenters, comment letters, responses to comments,
and any added or revised text of the DPEIR that may
be necessary. Responses to Comments will include
reasoned analysis and, as necessary, will include
additional analysis. The final version of the Response
to Comments will be incorporated as an appendix to
the Final Program EIR. The scope and budget assume
a level of effort that would include 100 hours of
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consultant time for this task. This assumes receipt of
approximately 15-25 comment letters. If the number
of comment letters and the effort to prepare responses
is greater than anticipated, we will notify City staff
immediately and discuss options to amend our scope
of work and budget as necessary. Following receipt of
City staff comments, we will finalize the Response to
Comments.
Task 6.9: Mitigation Monitoring and
Reporting Program
Concurrent with the Response to Comments, our team
will prepare a Mitigation Monitoring and Reporting
Plan (MMRP), which we will include in the Final
Program EIR. We will provide the MMRP in a format
designed for use by planners, environmental monitors,
or code enforcement officers. Essentially, this plan will
take the form of a detailed table that describes:
• Persons/agencies responsible for monitoring
compliance with each condition
• Timing when monitoring must occur
• Frequency of monitoring
• Criteria to be used to determine compliance
with conditions
We will incorporate the final version of the MMRP as
an appendix to the Final Program EIR.
Task 6.10: Final Program EIR
We will complete the Final Program EIR after the review
period has closed and all comments submitted during
that period have been received. The Final Program
EIR will include corrections to the Draft Program EIR (if
warranted), comments received, and responses (Task
6.7) as well as the MMRP (Task 6.9). Our team will
prepare a Screencheck Final Program EIR for City staff
review and confirmation followed by a Final Program
EIR after incorporating consolidated comments received
from City staff. Within one day of Final Program EIR
certification and project approval, we will submit the
draft Notice of Determination (NOD) to City staff.
We assume that City staff will file the NOD with the
County Clerk and be responsible for payment of filing
fees. We would then file the NOD with the State
Clearinghouse.
Phase 6 Deliverables
• Draft PEIR Project Description
• Final PEIR Project Description
• NOP (digital files and filing with State Clearinghouse)
• Scoping Meeting materials
• Administrative Draft Program EIR
• Screencheck Draft Program EIR
• Draft Program EIR
• NOC/NOA (digital files and filing with State Clearinghouse)
• Draft Response to Comments
• Final Response to Comments
• Mitigation, Monitoring, and Reporting Program
• Screencheck Final Program EIR
• Final Program EIR (digital version, 10 hard copies, and 10 CD copies to the City)
• NOD (digital files and filing with State
Clearinghouse)
Phase 7 - Public Review and
Adoption
Task 7.1: Planning Commission Hearing
Our team will attend one public hearing with the
Planning Commission to review the Draft General Plan
and Final PEIR. The Planning Commission will consider
the comments made during the public hearing and
make recommendations to the City Council.
Task 7.2: City Council Hearing
Our team will attend one public hearing with the City
Council to review the Draft General Plan and Final
PEIR. At these hearings, the City Council will consider
the Planning Commission recommendations and the
comments made at the public hearings. After the
hearings, the City Council will certify the Final PEIR and
direct our team to incorporate their recommendations
and prepare the Final General Plan.
Task 7.3: Final General Plan Documents
Following City Council direction, we will prepare the
Final General Plan for adoption.
Task 7.4: City Council Adoption
Hearing
Our team will attend one hearing with the City Council
for adoption of the Final General.
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Existing Conditions and Trends Evaluation
Workshop #2
Workshops
2023 2024 2025
Phase 1: Project Initiation
Phase 2: Public Outreach
Strategy
Phase 3: Gather and Analyze
Data
Phase 5: General Plan
Phase 4: Visioning and
Guiding Principles
Phase 7: Public Review and
Adoption
City of Arroyo Grande General Plan | Two-Year Proposed Schedule
Phase 6: Program
Environmental
Impact Report 45-dayPublic Review
Study Session
MarAprDecNovDecNovOctSeptAugJulOctSeptAugJulJunMayFebAprJanFebMarMayJunJanFebStudy Sessions
Workshop #1
Stakeholder Interviews
GIS Data/Basemap
General Plan Audit
Project Website, Branding, and Logo
Kick-off Meeting
VMT Analysis
Existing Conditions and Trends Workbook
Vision and Guiding Principles
Administrative Draft
General Plan Public Review Draft General Plan
Administrative Draft Program EIR
Draft Program EIR Final Program EIR
Response toComments
Planning Commission
Hearing
City Council
Hearing
City Council
Adoption
Final General Plan
Final Work Plan and Schedule
SB 99 Analysis
Outreach Strategy
Kick-off Meeting
AB 747 Analysis
Land Use Analysis
Study Sessions
Existing Conditions and Trends Evaluation
Workshop #2
Workshops
2023 2024 2025
Phase 1: Project Initiation
Phase 2: Public Outreach
Strategy
Phase 3: Gather and Analyze
Data
Phase 5: General Plan
Phase 4: Visioning and
Guiding Principles
Phase 7: Public Review and
Adoption
City of Arroyo Grande General Plan | Two-Year Proposed Schedule
Phase 6: Program
Environmental
Impact Report 45-dayPublic Review
Study Session
MarAprDecNovDecNovOctSeptAugJulOctSeptAugJulJunMayFebAprJanFebMarMayJunJanFebStudy Sessions
Workshop #1
Stakeholder Interviews
GIS Data/Basemap
General Plan Audit
Project Website, Branding, and Logo
Kick-off Meeting
VMT Analysis
Existing Conditions and Trends Workbook
Vision and Guiding Principles
Administrative Draft
General Plan Public Review Draft General Plan
Administrative Draft Program EIR
Draft Program EIR Final Program EIR
Response toComments
Planning Commission
Hearing
City Council
Hearing
City Council
Adoption
Final General Plan
Final Work Plan and Schedule
SB 99 Analysis
Outreach Strategy
Kick-off Meeting
AB 747 Analysis
Land Use Analysis
Study Sessions
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TWO-YEAR SCHEDULE
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THREE-YEAR WORK SCOPE
The following three-year work scope builds upon the two-year work scope. Given the additional flexibility in
schedule, the three-year scope offers more robust community engagement opportunities, an alternatives analysis,
and a technical Development Code update for General Plan consistency. Several tasks described in the RFP are
listed as optional tasks (e.g., additional public outreach, Climate Action Plan Update, objective design standards,
and East Grand Avenue overlay district). While these tasks can certainly be added to the project work program,
they have cost and timing implications that the three-year schedule would not accommodate fully and adequately.
If selected for the General Plan update, we will discuss with City staff the specific costs and time implications and
include additional tasks as appropriate.
Phase 1 - Project Initiation
Task 1.1: Kick-Off Meeting and City
Tour
We will facilitate a kick-off meeting with City staff at
the outset of the General Plan update. This meeting
will provide an opportunity to discuss ideas and
expectations for the project, confirm roles and
responsibilities, refine the work program and schedule,
establish communication protocols, review, and discuss
overall format and organization of products, and meet
with key City department staff. We also initially discuss
the public outreach strategy with City staff to ensure that
a diverse group of community members, stakeholders,
and organizations participate in the General Plan
update process. This conversation will also include
identifying underrepresented or marginalized groups
in the city. Following this meeting, we will tour the city
with City staff to examine key issue and opportunity
sites that will be addressed in the General Plan update
program.
Task 1.2: Joint Study Session
Given the significance of the General Plan update,
it will be important for the City Council and Planning
Commission to meet our team early in the process.
We will facilitate an all-hands study session with
key City staff, City Council members, and Planning
Commissioners. This study session will provide a
common understanding of the need for and purpose
of the General Plan update, the key steps in the
process, public outreach, legislative mandates, and
contemporary planning issues. We will facilitate a
discussion on the major issues facing Arroyo Grande
and then solicit feedback on the several topical areas
that will be carried thematically through the General
Plan. The study session will be widely publicized and
open to interested community members. We will post
the session presentation, support materials, and results
on the City’s and project website.
Task 1.3: Develop Final Work Program
Based on information exchanged during Tasks 1.1
and 1.2, we will refine the scope of work and project
schedule to address City input. The schedule will be
detailed to show:
• Proposed time frames for each phase;
• The timing for all major documents;
• Time frame for each joint Planning Commission
and City Council workshop; and
• Timing of various community engagement
activities.
The project schedule will include coordination and
community outreach components that will occur in
association with major milestones in the development of
the General Plan update.
Phase 1 Deliverables
• Kick-Off meeting agenda and materials
• Joint Study Session presentation
• Joint Study Session materials
• Project schedule
• Final work program
Phase 2 - Public Outreach
Strategy
Task 2.1: Public Outreach Strategy
We will work with City staff to organize a
comprehensive Public Outreach Strategy that we will
use throughout the General Plan update. The intent is to
implement robust, meaningful, and inclusive outreach
methods and events that transcend traditional public
outreach barriers. The Public Outreach Strategy will
detail outreach responsibilities and describe how the
engagement will be structured to ensure residents,
businesses, property owners, non-English speakers,
and underrepresented groups are aware of and
engaged in the project. The Strategy will adhere to
the tenants of City’s DEIJ Policy. As part of this strategy,
we will develop and use the following engagement
components:
Business Cards. Business cards with the project
logo and website link are an easy way to get the
word out about the project. Agency staff, decision-
makers, and others can hand out the business
cards to interested community members. This is an
effective way of creating interest in the project and
getting people to visit the website.
Press Releases. Prior to every community workshop
and document release, we will prepare and
distribute news releases to inform media outlets
serving the community about upcoming meetings.
Press releases describing the project meetings and
milestone documents can help educate and inform
community members about the planning process.
They also help ensure accurate project coverage
and eliminate confusion.
Online Engagement. As part of the project
website, we will set up an online engagement
platform to provide the community with an easy
method to provide input on the project. The online
engagement tool provides a suite of listening,
information, analysis, reporting, and relationship
management features that enables us to mix and
match precisely the right online tools for effective
community engagement. we will regularly update
the engagement site with new questions, surveys,
and opinion polls. These platforms have been used
successfully on several general plan projects to
engage the community.
Email Blasts. Within the first month of the project,
we will develop a template for email blasts that is
consistent with the overall project brand. We will
work with the City to develop a project-specific
email contact list and/or use the City’s existing
e-notifier to send regular email announcements.
PLEASE NOTE:
In an effort to better differentiate between the two- and three-year work scopes, we have highlighted
additional three-year phases and tasks in red. These additional items are only applicable to the three-year
work scope, otherwise all remaining tasks are included in both work scopes as provided in this proposal.
NOTE:
We have included a number of additional community
engagement activities in the Optional Tasks section
for City staff consideration.
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Newsletters. We will prepare newsletters at key
milestones in the project. The newsletters will
provide easy access to information and keep the
community up-to-date on the development of the
General Plan.
City Hall Displays. We will periodically provide
materials for City staff to display at City Hall.
These displays will provide timely information on
the update process, provide posters on current
developments, and provide opportunities for
interactive displays designed to gain community
input.
Pop-Up Events. We will work with City staff to
develop interactive materials that can be used by
City staff and community volunteers at various
community events (such as the Arroyo Grande
Farmers Market), providing a great way to
educate the community about the Update and
to gain their input at key stages of the Update
project.
In-Person and Virtual Community Workshops.
In-person workshops are a traditional, time-tested
community engagement activity. They should
be held at convenient places where people feel
comfortable gathering. Workshop sponsors should
offer food, translation services, and childcare to
make the meetings more accessible to families
and non-English speakers. Typically, we use one of
two workshop formats: open house or interactive.
The open house format is most useful to provide
information and getting high-level feedback. The
interactive workshops may include some or all
the open house components but will emphasize
participant interaction in either facilitated
discussion groups or exercises designed to gain
information about topics, such as the community
vision; issues, opportunities, and assets; and
alternatives and options. We will work with City
staff to determine the best location and time of
these events to ensure those with non-traditional
work schedules can provide their feedback.
Task 2.2: General Plan Website and
Branding
We will create and host a project specific website and
project branding unique to this General Plan update
and Arroyo Grande:
Project Branding. We will develop an overall
brand for the General Plan update with input from
City staff. This brand will be carried through all
materials, the project website, and presentations
to build enthusiasm about the project and ensure
that this effort is distinct in the minds of the public
and other stakeholders. As part of this effort, we
will develop three branding options for the City’s
selection.
Project Website. We will design, develop, and
maintain a project website during the project.
The website will be fully translatable to over 50
languages for the benefit of all in the community
and will include the following:
Pop-Up Events
Pop-up booths are a great way to gain community
feedback in an informal an relaxed environment.
• Project information and overview and purpose of the General Plan Process
• Listing of all meetings
• All presentations and materials produced for public meetings and workshops
• Fact sheets regarding the planning process
• All materials produced for the Plan
• Library with all relevant documents
• Online surveys
• Social pinpoint (interactive online comment capture and community conversation board)
• Email sign-ups
Click or visit the following links to view examples:
• Los Gatos General Plan www.losgatos2040.com
• Pleasant Hill General Plan www.pleasanthill2040.com
• Solvang General Plan www.plansolvang.com
• San Ramon General Plan www.plansanramon.com
Translation Services. Translation services are
essential to ensure effective, inclusive, and
accurate communication to all community
members. There are two basic types of translation
services for the project: verbal translation and
translation of written materials. Presentations,
posters, handouts, and all other written materials
should be produced in all languages that are
prominent in the community. Verbal translation
services should be provided at all public meetings
and workshops and advertised as such. Sometimes
individuals are more comfortable participating
in the planning process when a local community
group or organization is involved. If appropriate,
agency staff should work closely with local
organizations and individuals to reach out to non-
English speaking communities and ensure they are
engaged in the process.
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Task 2.3: Stakeholder Interviews
We team will conduct up to 12 one-on-one and group
meetings with key stakeholders and community groups
to solicit input on issues and expectations for the
General Plan update. The purpose of these interviews
is to identify areas of concern and opportunity for
the city and ensure that we are incorporating broad
community support. We will develop the list of
stakeholders in consultation with City staff, but could
include the Mayor, City Council members, and key
stakeholders that should include the representatives
from the school district, Bike Coalition, Chamber
of Commerce, Diversity Coalition of SLO County,
R.A.C.E. Matters, local developers, and others as
suggested by the city. This will also include specific
outreach to non-English speakers, seniors, and youth
within the community. These interviews will be virtual
via Zoom.
Task 2.4: Newsletter: General Plan
Update Overview
We will prepare a newsletter that describes what a
general plan is, how and why it is being revised,
the project schedule, and how the community can
participate. We will use the newsletter to promote the
online engagement and opportunities to be involved in
the Update process.
Phase 2 Deliverables
• Public Outreach Strategy
• Project branding style guide
• Project logo
• Project business cards
• Project website
• Stakeholder interview materials
• Stakeholder Interview Summary
• Newsletter: General Plan Update Overview
Newsletters
Our newsletters are high-graphical and help keep
community members and up-to-date on project phases.
Phase 3 - Gather and Analyze
Data
Task 3.1: Existing Data Collection and
Compilation
Knowledge of existing conditions within Arroyo
Grande will provide us and the community with a more
thorough understanding of what has changed since
the last General Plan was prepared and the trends
that will be shaping the community’s future. At the
beginning of the project, we will prepare a Request for
Information (RFI), which will list the data items needed
to understand the city on data level. Our team will
initially collect as much of this information as possible
from online and external resources. The items requested
(including native format files whenever possible)
typically include the following:
• Current City planning and development efforts
• Municipal Code and Development Code
• Any other pertinent information, documents, plans, and other items identified by City staff
• Infrastructure and utilities plans
Task 3.2: Assemble GIS Data and
Prepare the Base Map
We will work with City staff to obtain existing City
and County GIS data and review City mapping
protocol and requirements. We will prepare base
maps for reports and display presentation, including
establishing a uniform legend and title block for use
on all maps prepared. We will then develop all GIS
data and mapping prepared for the General Plan
Update consistent with City protocols and data formats
to ensure easy integration into the City’s information
system. At the conclusion of the General Plan update
project, we will provide to the City all original data as
well as project specific data layers modified or created
by our team.
Task 3.3: General Plan Audit
We will work with City staff to evaluate the existing
General Plan to determine what works, what does not
work, and where the plan is not providing adequate
or current guidance. This will be done using our
proprietary General Plan Audit Tool. This tool will help
City staff gain insights on the existing General Plan
clarity, linkages to other plans, progress in achieving
desired outcomes, and whether goals, policies, and
programs should be carried forward, modified, or
removed. The Audit will also consider the General Plan
additions needed to address changes in State law,
the Governor’s Office of Planning and Research (OPR)
General Plan Guidelines, and contemporary planning
practice. The results of this review will be documented
in a General Plan Audit Report. At a minimum, the
Audit Report will address the following questions:
Completion. Has a policy or program been
achieved or carried out?
Clarity. Is the policy or program language clear
and easily interpreted?
Progress. Can policy or program implementation
be easily monitored?
Outcome. Did the policy or program result in the
desired outcome and achieve the vision or goals
of the General Plan.
Continuation. Is the goal, policy, or program
still relevant and can be carried forward into the
updated General Plan?
Current. Does the goal, policy, or program
adequately address current issues?
Modification. How should the goal, policy, or
program be modified to provide better direction or
address current issues and trends?
Task 3.4: Existing Conditions Evaluation
We will collect, research, and assess existing
conditions and trends for the following topics. A
summary of key information from this evaluation will
be presented in the Existing Conditions and Trends
Workbook (Task 3.8) while the full data assessment will
be included in the EIR.
Land Use. We will analyze the existing General
Plan land uses and adopted plans that affect
development in Arroyo Grande. We will map and
analyze existing land uses based on available City
GIS data and identify opportunities and constraints
for future development and reuse. We will also
describe regional planning efforts affecting the
city. This section will also summarize the community
character of Arroyo Grande neighborhoods.
Population, Employment, and Housing. We
will collect and assess historical, current, and
projected population, employment, and housing
characteristics in the Planning Area. We will work
with the San Luis Obispo Council of Governments
(SLOCOG) to obtain the most current demographic
and housing data, including US Census data, and
data available from the California Department of
Finance.
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Circulation and Transportation. Our team will
compile data and information on roadway
segments, transit services, and bicycle and
pedestrian facilities. This evaluation will build
on work performed during the 2021 Circulation
Element update that included updates to the City’s
Transportation Impact Fee (TIF), nexus study and
Transportation Impact Analysis (TIA) guidelines,
as well as the Local Roadway Safety Plan (LRSP).
We will prepare a concise summary of existing
mobility conditions, including updating available
background data where relevant, U.S. Census
travel mode data, and summarizing collision data
and safety recommendations from the LRFP. Our
evaluation analyzes multi-modal travel, vehicle
miles traveled (VMT) reductions and the provision
of complete streets, including opportunities and
constraints for bicycle, pedestrian, motor vehicle,
and transit travel. We will summarize key data and
information on roadway segments, transit services,
and bicycle and pedestrian facilities. We will
prepare a detailed description accompanied with
maps and graphics illustrating the roadway system,
bicycle and pedestrian facilities, peak hour traffic
counts, and transit routes and stops.
Biological Resources. Our team will compile data
on sensitive habitats, principal vegetation cover
types, and special-status and endangered species.
This will include primary source material from the
local and regional habitat plans, supplemented
with limited windshield surveys and review of
existing biology studies completed for the city.
Cultural Resources. Our team will compile
data on historic structures and locations and
conduct an archaeological sensitivity analysis for
both prehistoric and historic sites using records
maintained at the regional information center and
published in research papers. We will ensure
that appropriate individuals are contacted with
the surrounding Native American Tribes to ensure
sensitive cultural resources are documented
appropriately consistent with recent State mandates
(SB 18).
Economics. Our team will update the City’s
economic and market data. The update will
cover key demographic, economic, and real
estate factors affecting the city and its role in the
broader region. We will identify the strengths of
the local economy, key competitive attributes and
positioning, and challenges and opportunities
related to an economy heavily reliant on tourism.
Additionally, we will summarize retail trends by
major business category, existing commercial and
industrial vacancies, fiscal revenue sources, and
City General Fund expenditures (broken down by
major budget category).
Public Facilities, Services, and Infrastructure. Our
team will compile data on infrastructure, resources,
services, and facilities related to water supply
and delivery, wastewater collection and disposal,
stormwater drainage, solid waste and recycling,
energy and telecommunications, law enforcement,
fire protection, health care, schools, and
education, and government services. We will also
assess if the General Plan must include information
related to recent State mandates that require
cities to identify service needs for unincorporated
disadvantaged communities (SB 244).
Noise. Our team will review existing noise data,
including recent EIRs and studies, and summarizes
the existing noise environment in Arroyo Grande
resulting from major roadways and highways, and
stationary noise sources and activities. We will
also document existing noise-sensitive areas and
sites. We will also summarize current information
on ground vibration.
Air Quality. Our team will compile data on
existing air quality conditions within Arroyo Grande
and the nearby vicinity. This will specifically
include the location of existing sensitive receptors
and emission sources, existing mass emissions,
ambient air quality concentration data from the
most applicable monitoring station(s), attainment
designations and natural factors that relate to the
transport and dispersion of air pollutants.
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Climate Change. Our team will prepare a
climate change section that includes a discussion
of climate change and how the General Plan
Update will address this issue, including both the
reduction of GHG emissions and climate change
vulnerability and adaptation. The report will
briefly summarize relevant background information
regarding these topics and lay out a framework
for the General Plan Update to address climate
change.
Hazards and Safety (including geology). Our
team will compile data on existing natural and
manmade hazards. As part of this evaluation,
we will summarize the geological environment
and associated hazards. This section will
address Seismic Hazard Zones (and soil strength
properties. We will summarize the latest FEMA
floodplain mapping to illustrate potential safety and
development constraints. We will summarize urban
and wildland fire risks, fire hazard risk areas,
and fire protection resources. Our team will also
describe major users and producers of hazardous
materials within or adjacent to the city.
Hydrology and Water Quality. Our team will
summarize sources of groundwater and surface
water, water consumption rates, measures used
to conserve water, and renewable water facilities
and resources. This section will document potential
pollution sources, areas susceptible to water quality
degradation, and source issues and capacity
constraints.
Social and Environmental Justice. Our team will
prepare a section that provides a background on
social and environmental Justice. The discussion
will focus on exposure to environmental hazards,
healthy and affordable housing, access to job
markets, access to health care and healthy foods,
community equality, and community empowerment.
The information gathered will be used to draft the
new Environmental Justice Element (see Task 6.9).
Task 3.5: Community Workshop #1:
Assets, Issues, and Opportunities
Identification
We will facilitate a community workshop to address
assets, issues, and opportunities facing the community.
The community workshop will be a two-part event.
During the first part of the event, our team will provide
the community with an overview of the information
developed for Existing Conditions and Trends
Workbook (Task 3.8). This component will highlight
the existing conditions and trends that will influence
the future of the community. The second part of the
event will involve interactive exercises designed to gain
input on the assets, issues, and opportunities that the
public would like to see addressed in the General Plan
update. We will use a combination of informational
boards, group and individual engaging exercises,
breakout sessions, surveys, and online. The intent
of this workshop is to get community input on what
they think about Arroyo Grande, what they want to
preserve, and what they want to change. Workshop
materials can be provided in both English and non-
English languages.
Task 3.6: Assets, Issues, and
Opportunities Workshop Summary
Report
Based on input collected from City staff and Assets,
Issues, and Opportunities Community Workshop, we
will prepare a summary report that categorizes, and
reports all input received. This input will be further
synthesized and reported in the Existing Conditions and
Trends Workbook (Task 3.8).
Task 3.7: Newsletter: Existing
Conditions and Trends
We will prepare a newsletter summarizing the results
of the major findings from the Existing Conditions
and Trends Workbook. We will use the newsletter to
publicize the upcoming workshop in Phase 4.
Task 3.8: Existing Conditions and
Trends Workbook
We will prepare an Existing Conditions and Trends
Workbook. The Workbook will be written in an
engaging way to tell a thought-provoking story of
Arroyo Grande – where it has been, where it is today,
and the trends that will shape its future. The Workbook
will also identify the significant problems, issues, and
concerns facing the community that were identified in
Community Workshop #1 (Task 3.5). The Workbook
will be highly graphical and will use infographics,
charts, maps, and photographs combined with
storytelling techniques. While the content will largely
depend on the direction provided by City staff,
decision-makers, and the community during the initial
outreach efforts, we assume the workbook, at a
minimum, will cover the following topics:
• Purpose of the General Plan Update
• All topics analyzed in the Existing Conditions
and Trends Evaluation (see Task 3.4)
• Location and geographic boundary
description, including the regional setting,
Sphere of Influence, and City limits
• A description of the city’s history, including a
graphic timeline of significant events, places,
and people in Arroyo Grande’s past
• A description of what has changed since
Arroyo Grande last updated its General
Plan, including local trends as well as national
and global trends that have shaped our lives
and will continue to shape the future (e.g., the
internet, social networking, online shopping,
car sharing, self-driving cars, sustainable
communities initiatives)
• A snapshot of current conditions and trends,
including a demographic profile, housing
characteristics, economic and market
conditions, transportation infrastructure and
travel patterns, health and environmental
justice, climate change and adaptation,
community design and character description,
and population and development trends
• A description of quality-of-life characteristics,
including parks and open space, arts and
culture, and public realm improvements that
have made Arroyo Grande an exceptional
place to live
This task includes preparation of an initial outline, an
administrative draft for staff review, and a final draft
that incorporates edits following one round of review
by City staff. The final Existing Conditions and Trends
Workbook could be fully translated into non-English
languages.
Phase 3 Deliverables
• Request for Information (RFI)
• GIS Base Maps
• General Plan Audit Report
• Community Workshop #1 Guide
• Community Workshop #1 Materials
• Newsletter: Existing Conditions and Trends
• Assets, Issues, and Opportunities Summary Report
• Administrative Draft Existing Conditions and Trends Workbook
• Final Existing Conditions and Trends Workbook
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Phase 4 - Visioning and
Guiding Principles
A General Plan vision statement and guiding principles
are designed to reflect what community members value
most about their community and the shared aspirations
of what they envision their community being in the
future. The vision statement should be inspirational
and set the key values and aspirations for the General
Plan guiding principles. The guiding principles
should provide more specific guidance that provides
the fundamental doctrine that will be used to guide
development of the General Plan goals and policies.
During this phase, we will work with community
members and leaders, the Planning Commission, and
the City Council to form Arroyo Grande’s vision for the
future and guiding principles.
Task 4.1: Community Workshop #2:
Community Visioning Workshop
Our team will facilitate an in-person community
visioning and guiding principles workshop. This
workshop will have three parts. First, as participants
arrive, they can visit a variety of informational
stations, based on the Existing Conditions and Trends
Workbook. These stations will inform participants on
the key planning issues in the Update. Second, we
will present status reports on our progress to date and
answer questions about the General Plan Update.
Third, we will have a series of interactive exercise that
will solicit feedback from the community on a collective
vision and set of guiding principles. These activities
could include the following:
Opportunities and Enhancements. The goal of this
station is to help participants identify the places or
features of Arroyo Grande that offer opportunities
for improvement or enhancement. It will help
identify participant’s priorities. This exercise would
include a large wall map of the city with generic
images that represent things that participants would
like to see in the city. Participants would then
participate in a series of mini-exercises to identify
which features they feel would reflect the kind of
improvements that would benefit Arroyo Grande
over the next 25 years.
Postcards from the Future. In this exercise,
participants would be asked to pretend they are
sending a postcard from Arroyo Grande from the
future. Participants draw a picture to illustrate their
vision and write a message to someone describing
their experience in Arroyo Grande.
“Mad Libs” Vision Game. In this exercise,
participants would be asked to develop their
ideal vision for the city. Participants would be
encouraged to brainstorm words, phrases, and
ideas with other participants to come up with the
most creative and inspirational vision. From this
exercise, we obtain the key descriptors that are
used to describe people’s aspirations for the future
of the community. These inputs help identify what
aspects are the most important and are used to
frame the vision statement.
Task 4.2: Visioning Pop-Up Event
We will provide materials for City staff to set up
a visioning “pop-up” booth at up to two events in
Arroyo Grande. The booths would feature boards and
hand-outs that provide an overview of the General
Plan update and gain feedback on a General Plan
Vision Statement and Guiding Principles. While it is
assumed that City staff will attend and run the booth,
if selected for this project, we can discuss having a
member of the our team present at these events.
Task 4.3: Public Outreach Summary
Report: Workshop #2
We will prepare an outreach summary summarizing
the feedback received during Community Visioning
Workshop (Workshop #2). The summary report
will include an overview of the visioning process, a
discussion of input received in the process, and an
outline of next steps in the update project.
Task 4.4: Draft Vision Statement and
Guiding Principals
Our team will prepare the Administrative Draft Vision
Statement and Guiding Principles that represent the
ideal future for the city. We will create the draft Vision
Statement and Guiding Principles based on input
gathered at the Community Visioning Workshop and
input from City staff. Following review by City staff,
we will revise the Administrative Draft and prepare
Draft Vision and Guiding Principles for review by the
Planning Commission and City Council.
Task 4.5: Planning Commission Study
Session: Vision and Guiding Principles
We will attend a Planning Commission meeting to
present the community and Commission the Draft
Vision Statement and Guiding Principles. We will
facilitate a discussion of the results of the public
outreach activities that lead to the development of
the Statement, present the Draft Vision Statement and
Guiding Principles, and solicit feedback from the
Commission. Based on that feedback received, we will
refine the Draft Vision Statement for presentation to
the City Council.
Task 4.6: City Council Study Session:
Vision and Guiding Principles
We will attend a City Council meeting to present the
Planning Commission recommended Draft Vision
Statement and Guiding Principles. We will facilitate a
discussion of the Vision Statement and get direction
from the City Council. Based on that direction, we
will prepare the Final Vision Statement and Guiding
Principles.
Task 4.7: Final Vision Statement and
Guiding Principles
Following review by the Planning Commission and
City Council, we will revise and prepare a Final Vision
Statement and Guiding Principles that we will use to
guide development of the General Plan Update.
Phase 4 Deliverables
• Community Workshop #2 Guide
• Community Workshop #2 materials
• Community Workshop #2 presentation
• Visioning Pop-Up Events Guide
• Visioning Pup-Up Events materials
• Community Workshop #2 Outreach Summary
• Administrative Draft Vision Statement and Guiding Principles
• Planning Commission Vision and Guiding Principles Study Session Presentation
• Planning Commission Vision and Guiding Principles Study Session Materials
• City Council Vision and Guiding Principles Study Session Presentation
• City Council Vision and Guiding Principles Study Session Materials
• Final Vision Statement and Guiding Principles
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Phase 5 - Alternative Choices
During this phase, our team will facilitate dialogue
with the community and decision-makers to establish
community priorities for future growth and change.
We will use the results the Existing Conditions and
Trends Workbook, Community Workshops #1 and
#2, input from online exercises, the General Plan
Audit, Vision Statement, and Guiding Principles to
develop land use alternatives. These alternatives will
be reviewed by the community, Planning Commission,
and City Council. Out of this dialogue we expect
to emerge with a consensus on future growth and
change. As indicated in the RFP, this change may
include an expansion of the City’s Sphere of Influence.
Task 5.1: Initial Growth Alternatives
Based on the initial direction from the City staff, City
Council, and Planning Commission, we will prepare
issue and opportunity area maps and a potential
development areas map that will form a framework for
the discussion of land use alternatives.
Task 5.2: Consultant Team/Staff Work
Session
We and City staff will have a work session to discuss
the initial alternative options developed by our team.
The outcome of this work session will be refined land
use alternatives for discussion at the Alternatives
Community Workshop #3.
To better facilitate this working session, we will use
UrbanFootprint’s intelligent geospatial analysis
platform. UrbanFootprint will allow us to develop
several realistic alternatives and explore the impacts
of each in real time. Among other things, the
UrbanFootprint platform allows our team to analyze:
• Population increase
• Housing burden
• Energy consumption
• Water consumption
• Transit accessibility
• Green house gas emissions
Task 5.3: Community Workshop #3:
Developing Growth Alternatives
We will assist City staff to organize and facilitate a
Community Workshop to present our team’s findings to
date and to present land use alternatives. Following a
presentation of the alternatives, we and City staff will
facilitate breakout sessions with community members
organized around development opportunity sites.
Using maps, graphics, and three-dimensional building
blocks, community members will provide their ideas
about potential land use changes. Questions we might
ask the participants are:
• What is your big idea for the future
development of each area?
• Which types of development and uses should
be part of this area’s future?
• How should each area be connected to the rest
of the city? What’s the best way to get in, out,
and around here? Would changes need to be
made to make this area more accessible?
• Are there other areas of the city you would
like to see reimagined? How would you like to
see them change?
Our team and City staff will then use the results
of Workshop #2 to refine the Alternatives for
presentation at a joint study session of the City Council
and Planning Commission.
Task 5.4: City Council/Planning
Commission Joint Study Session
Our team will assist City staff to facilitate a joint study
session of the City Council and Planning Commission
to present the results of the Community Workshop #2
and discuss our recommendations to City staff for their
feedback and direction. We will ask the City Council
to provide direction on their preferred alternative.
Phase 5 Deliverables
• Draft Growth Alternatives
• Consultant Team/Staff Working Session agenda
• Consultant Team/Staff Working Session materials
• Community Workshop #3 materials
• Community Workshop #3 Summary
• Study Session materials
• Preferred Growth Alternatives
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Phase 6 - General Plan
Preparing the General Plan is the most enduring part
of the Update process. The goals, policies, and
implementation strategies will serve as the City’s
blueprint for growth and development for the next
20 plus years. It memorializes all the decisions and
directions made to this point in the update process and
acts as the guide for how the City and community can
achieve the vision for the future. The updated General
Plan will be crafted as an effective tool for staff
implementation and will be a highly-graphic, engaging
plan that is easy for everyone in the community to use
and understand.
We will prepare an Administrative Review Draft
General Plan. Our team will format the General Plan
to be attractive, contemporary, and user-friendly, using
extensive photos, illustrations, and maps. As part of
this coordination, we will propose solutions for the
organization and layout of the General Plan elements.
This will be based on a review of the current element
structure and the need to cover a wide range of new
State requirements enacted since the General Plan was
last updated. As part of the design, the separation or
combination of topics into various elements will be
discussed.
As part of the Update, we will ensure that all the
requirements of State law, such as complete streets,
flood risk reduction, adaptation, resiliency, safety,
noise, and environmental justice are covered. We
will also ensure full compliance with the State’s
General Plan Guidelines. Our team will prepare
a comprehensive implementation strategy that
includes tangible actions the City will undertake to
implement the goals, policies, and objectives. The
implementation strategy will include an updated
economic development strategy. As part of developing
this strategy, a key task will be ensuring that the City
understands the implications, resource needs, and fiscal
impacts of the implementation strategy. This ensures that
the City makes an informed decision about the work it
is signing up to complete.
Task 6.1: General Plan Design, Format,
and Organization Options
In close consultation with City staff, we will prepare
optional approaches for the General Plan design,
format, and organization. We will provide for the
overall look and presentation of the Plan, including
font size and style, page layout, maps, graphics, and
illustrations. Our team will prepare sample table of
contents to accompany the organizational options.
Following City staff review, we will refine the options
as necessary.
Task 6.2: Land Use Element
Subtask 6.2-1:Land Use Density and
Intensity Evaluation
As part of preparing the Draft Land Use Element,
we will evaluate existing residential density and
intensity requirements in the City’s mixed-use zoning
districts. From this evaluation, our team will strategize
with City staff on possible solutions to adjust these
densities and intensities to better achieve the desired
community vision.
Subtask 6.2-2: Administrative Draft Land
Use Element
We will update the Land Use Element to integrate
the feedback provided by the community, Planning
Commission, City Council, and City staff. Our team
and City staff will collaborate to develop land use
designations and prepare a draft Land Use Diagram
(Task 5.10). We will review existing citywide land
use designations and determine a concise set of land
use designations that fit the needs of all areas of
the city. The designations and Diagram will indicate
the distribution, location, and standards for the use
of land for housing, commerce, industry, public
facilities, waste disposal, recreation, agriculture,
natural resources, and open space. The land use
designations will broadly define the purpose of
each land use category as well as allowed uses.
Land use designations will also include standards
of population density and building intensity. These
designations will promote public health, reduce
infrastructure costs, enhance the local economy, and
address environmental issues.
Task 6.3: Circulation Element
The Circulation Element describes the existing
and future transportation network, articulates the
City’s mobility vision, addresses State and regional
requirements, and anticipates future mobility needs.
While the existing Circulation Element was recently
updated in 2021, our team will review the Element
to determine areas that may need to be updated.
Updates to the Circulation Element may include those
resulting from:
• Findings form AB 747 Analysis (see Task 6.5)
• Updates to the planned mobility network at
buildout to accommodate changes to the Land
Use Element
• Increased prioritization of a non-vehicular travel
and complete streets improvements, including
incorporation recommendations from the
upcoming Active Transportation Plan that will
be conducted concurrently
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• Mobility and access recommendations to
support the optional East Grand Avenue
Overlay District
• Provision of a reformatted Circulation Element
that converts the current stand-alone Circulation
Element to serve as one chapter of the larger
General Plan document, to match the updated
format of the other (chapter) elements
• Refinements to goal, policy, and
implementation program language to be
consistent with the overall General Plan update
and priorities of other updated elements
• Changes in land use patterns and policies
established in the Land Use and Safety
Elements
• Potential changes resulting for the City’s update
to the Active Transportation Plan
Task 6.4: Noise Element
Based on the findings from the Existing Conditions and
Trends Workbook, will identify major stationary and
mobile sources of noise in the City and visually identify
traffic noise contours based on data from the traffic
report. For this analysis, we will prepare noise contour
maps and descriptions of existing noise conditions.
At City staff discretion, we may conduct up to four
noise measurements at key locations in the city for the
purpose of validating the noise models.
Our team will also identify goals, policies, and
implementation programs to address noise consistent
with legislative requirements and changing conditions
since the last update to the City’s General Plan. Goals
and policies will consider type, location, and extent of
noise incompatibility in the community.
Task 6.5: Safety Element
Subtask 6.5-1: Vulnerability Assessment
In accordance with California Government Code
65302(g) and SB 379, our team will complete a
Climate Vulnerability Assessment which will detail
the anticipated climate impacts on the city of Arroyo
Grande, such as increases in temperature, more
intense and frequent extreme heat events, more
intense and frequent drought, higher frequency of
catastrophic floods, and more severe and frequent
wildfires. At a qualitative level, we will evaluate
the locations of the city’s critical facilities and
services (such as fire stations and evacuation routes)
in relation to potential climate change impacts
based on readily available geospatial data. We
will prepare the Climate Change Vulnerability
Assessment consistent with the latest (2020)
California Adaptation Planning Guide, as described
in California Government Code 65302(g) and the
Office of Planning and Research’s General Plan
Guidelines. We will produce maps using data from
existing plans and available geospatial data sources,
including:
• Internet-based Cal-Adapt tool
• Internet-based Healthy Places Index tool to
identify vulnerable populations
• San Luis Obispo County Multi-Jurisdictional\
Hazard Mitigation Plan (October 2019), of
which Arroyo Grande is a participating
jurisdiction
• California’s Fourth Climate Change Assessment,
Regional Report
• Existing development in identified at-risk areas,
including structures, roads, utilities, and
essential public facilities
• Arroyo Grande local land use plans and
implementing documents
A key component of the Climate Change
Vulnerability Assessment will be an evaluation of the
potential for climate change to disproportionately
impact vulnerable population groups (e.g., seniors,
children, low-income communities, outdoor workers).
The Climate Change Vulnerability Assessment
will rely on modeling scenarios per the California
Adaptation Planning Guide and the Office of
Planning and Research’s General Plan Guidelines.
The Climate Change Vulnerability Assessment will be
a qualitative analysis and will not include quantitative
asset analysis by hazard area.
Subtask 6.5-2: SB 99 Analysis
SB 99 requires all cities and counties, upon the next
revision of the Housing Element on or after January
1, 2020, to update the Safety Element to include
information identifying residential development in
any hazard areas identified in the Safety Element
that do not have at least two emergency evacuation
routes. We will coordinate with City staff to identify
residential developments in any hazard area
identified in the Safety Element that do not have at
least two emergency evacuation routes. Our team
will coordinate with City staff to develop a citywide
map using ESRI that identifies communities with fewer
than two ingress/egress and provide a narrative
description of the implications for evacuation
planning. We will use the analysis to determine if
the City should consider specific goals or policies
to address any identified access limitations or
constraints and incorporate these into the Safety
Element.
Subtask 6.5-3: AB 747 Evacuation Capacity
Analysis
We will conduct an emergency evacuation
analysis, consistent with AB 747, that will evaluate
the capacity of evacuation routes under the City’s
identified evacuation scenarios. Our team will
confer with City staff to confirm the City’s key
evacuation scenarios. We will assess the capacity
of evacuation routes, taking into account population
and employment in specific zones of the city using
the SLOCOG model, under several emergency
evacuation scenarios. Based on this assessment, we
will provide recommendations for strategic measures
to be implemented during evacuation where relevant.
We will then summarize the results in a memorandum
with accompanying maps for City review.
Subtask 6.5-4: Administrative Draft Safety
Element
Our team will identify goals, policies, and
implementation programs to address climate change
risks and identified evacuation risks. The Safety
Element will be updated with additional background
descriptions and maps and the constrained parcel
group analysis and the evacuation capacity
assessment. Goals and policies will aim to minimize
risk associated with climate change and evacuation
capacity constraints and build capacity to respond
to the projected impacts of climate change, working
towards creating a resilient, sustainable Arroyo
Grande community. The Safety Element will also be
updated to include a discussion of how it aligns with
other General Plan elements. As requested in the RFP,
the Countywide Local Hazard Mitigation Plan will be
incorporated into the updated Element.
Subtask 6.5-5: Safety Technical Advisory
Committee Meeting
We will assist City staff with facilitating a Safety
Technical Advisory Committee (STAC) meeting to
discuss the Administrative Draft Safety Element.
The STAC should include staff from police, fire,
emergency services, and perhaps County and State
public safety agencies. We can discuss the STAC
membership further at the kick-off meeting. This
will be a virtual meeting via Zoom or other on-line
technology.
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Task 6.6: Agriculture, Conservation,
and Open Space Element
Our team will prepare an Administrative Draft
Agriculture, Conservation, and Open Space Element.
The updated Element will reflect any changes resulting
from the Land Use Element, especially if the City intends
on annexing unincorporated county land or expanding
the existing Sphere of Influence. The updated Element
will identify policies for protecting and conserving open
spaces, agricultural lands, and other natural resources.
Additionally, the Element will consider mitigation
measures when agricultural properties are proposed for
conversion to urban uses.
Task 6.7: Parks and Recreation Element
Our team will prepare an Administrative Draft Parks
and Recreation Element. The updated Element will
reflect any changes resulting from the Land Use Element
and feedback received from City Council, Planning
Commission, and the community. We will establish
goals and policies to ensure the city meets the parkland
and recreation needs of the community, and offer
strategies for City staff to consider.
Task 6.8: Economic Development
Element
Subtask 6.8-1: Economic Opportunities
Analysis
As background for the updated Economic
Development Element, our team will complete
an Economic Opportunities Analysis focused on
Arroyo Grande’s business growth and job creation
potentials. This analysis will ensure that the General
Plan land use alternatives are optimized from a job
creation perspective. The economic opportunities
analysis will include the following sub-tasks:
• Location quotient analysis to identify industries
business types for which Arroyo Grande and
the larger Central Coast region have a
competitive advantage relative to national
benchmarks;
• Analysis of recent historic job growth by
industry (Arroyo Grande and Central Coast
region), including a “shift share” comparison to
national trends;
• Review of relevant studies and strategies
prepared by regional economic development
organizations (i.e., REACH and the Economic
Vitality Corporation of San Luis Obispo
County);
• Profile of current regional initiatives focused on
targeted growth industries; and
• Profile of current initiatives focused on
addressing the potential economic impacts and
repositioning opportunities related to the
pending (but delayed) decommissioning of the
Diablo Canyon Nuclear Power Plant.
Based on the above sources of information, we
will identify the industry types likely to offer the most
significant growth potentials for Arroyo Grande over
the next 10-20 years. Our team will also identify
any specific land use policies that would enhance
the City’s potential for attracting and growing target
industries.
Subtask 6.8-2: Small Business Workshop
Consistent with the City’s DEIJ and economic
development priorities, our team will conduct a
workshop with Arroyo Grande’s small business
community. The purposes of this meeting will be
to better understand existing conditions from the
perspective of local small businesses, identify any
pressing barriers or threats to their continued
operation in the city, discuss potential opportunities
for small business growth, and define specific
policies or programs (within the context of the
updated General Plan Economic Development
Element) the City could implement to foster small
business development.
Subtask 6.8-3: Administrative Draft
Economic Development Element
We will prepare a General Plan Economic
Development Element that addresses the City’s
development, job creation, tourism, and fiscal
stability goals. The element will include the following:
• The City’s goals and policies for Economic
Development, presented in a format consistent
with other elements of the Plan
• Polices to retain local businesses and attract
head-of-household jobs
• Goals, policies, and programs aimed at
addressing the impacts from the
decommissioning of the Diablo Canyon Power
Plant
• A summary of the economic opportunities
analysis
• Policies aimed at supporting the City’s business
retention/expansion/attraction and
entrepreneurial development potentials
• Specific strategies for attracting targeted land
uses (e.g., retail, industrial, hotels)
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Task 6.9: Environmental Justice Element
Subtask 6.9-1: Environmental Justice
Community Analysis
All people, regardless of race, culture, or income,
deserve the right to live, work, play, and pray in
a healthy and safe environment. Unfortunately,
across the United States, residents of low-income
communities, communities of color, and indigenous
communities are disproportionately impacted by
environmental pollution and experience higher rates
of related health problems. Conditions in these
communities can be traced to a variety of factors
including, but not limited to, a history of inequitable
land use and zoning policies, underinvestment, and
lack of meaningful engagement with community
residents in planning and policy decisions. In each of
these communities, there is often a history of residents
coming together to advocate for and achieve
environmental justice.
With the adoption of Senate Bill (SB) 1000,
California Government Code Section 65302(h)
requires local jurisdictions to incorporate
environmental justice in their general plans. The
statute requires local governments to develop
policies to reduce the disproportionate exposure
to pollution in neighborhoods that also experience
increased social and economic challenges.
California law refers to communities with high levels
of environmental and socioeconomic vulnerability as
“disadvantaged communities.”
Our team will use at least two geospatial screening
tools with socioeconomic, environmental, and health
information to identify potential “disadvantaged
communities” in Arroyo Grande. These tools include:
CalEnviroScreen 4.0. The California Environmental
Health and Screening Tool (CalEnviroScreen) 4.0
is a science-based mapping tool that ranks each
census tract in the State using a series if indicators
to identify communities most affected from multiple
pollutants and who are vulnerable to pollution’s
effects.
EJSCREEN. The US Environmental Protection
Agency’s (USEPA) Environmental Justice Screening
and Mapping Tool (EJSCREEN) similarly uses
environmental and demographic data to rank each
census block group’s environmental health risks
nationally.
Subtask 6.9-2: Environmental Justice
Working Session
From the research and findings gained during the
Environmental Justice analysis (Subtask 5.9-1), we
will facilitate a working session with City staff to
discuss potential findings. This working session will
be held virtually via Zoom (or another City preferred
platform). As part of this working session, our team
will strategize with City staff on the materials and
exercises to be presented during the Environmental
Justice Community Workshops (Subtask 5.9-3).
Subtask 6.9-3: Community Workshops #4
and #5: Environmental Justice Element
Our team will work with City staff and local
community organizations to facilitate up to two
community workshops on the Environmental Justice
Element. We will work with City staff to determine
both locations and times for these workshops that
allow those with non-traditional work schedules to
attend and provide feedback. We and community
group representatives will make a presentation on
the Environmental Justice Element and facilitate an
interactive discussion.
Consistent with the City’s adopted DEIJ Policy,
all discussions could include simultaneous verbal
translation. All workshop materials and presentations
can be fully translated into whatever language City
staff feel would be beneficial. For those unable to
join the workshops in person, all materials and a
video recording of the workshops will be posted on
the project website. We will summarize the results
of the input received in the Administrative Draft
Environmental Justice Element.
Subtask 6.9-4: Environmental Justice
Pop-Up Events
We will provide materials for City staff to set up an
Environmental Justice “pop-up” booth at up to two
events in Arroyo Grande. The booths would feature
boards and hand-outs that provide an overview of
the General Plan update and gain feedback on the
Environmental Justice Element. While it is assumed
that City staff will attend and run the booth, if
selected for this project, we can discuss having a
member of our team present at these events.
Subtask 6.9-5: Administrative Draft
Environmental Justice Element
Our team will prepare an Administrative Draft
Environmental Justice Element that aligns with
the Governor’s Office of Planning and Research
Guidelines. We will use CalEnviroscreen 4.0 and
EJSCREEN to determine areas of concern regarding
environmental justice issues consistent with SB 1000.
The Environmental Justice Element at a minimum will
address goals, policies, and programs pertaining
to educational attainment, pollution burden of
disadvantaged communities, and identification of
burdensome quality of life metrics including poverty,
unemployment, linguistic isolation, and health.
The Element will include an introduction describing
racial, social, and environmental injustices in
historical planning practices and how the General
Plan includes planning practices that promote
healthy, diverse, and equitable communities. We will
focus goals, policies, and implementation programs
for racial and social justice, environmental justice,
and civic engagement in the public decision-making
process.
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Task 6.10: Prepare Land Use and
Circulation Diagrams
Our team will prepare an updated Land Use Diagram
as part of the Administrative Draft General Plan.
We will discuss options for streamlining the land use
designations and graphic design options for making
the land use diagram more user-friendly.
Based on the distribution of land uses on the Land
Use Diagram, we will develop and prepare a Draft
Circulation Diagram. The classifications and diagram
will indicate the distribution, location, and standards for
city roadways. The classifications could also expand
upon the functional classifications to consider street
context and non-auto travel modes. This definition
ensures that street standards are not uniformly applied,
but consider a street’s relation to surrounding land uses,
appropriate travel speeds, and need to accommodate
multiple travel modes. Roadway standards could also
be developed to use Vehicle Miles Traveled (VMT)
instead of or in addition to LOS standards.
Task 6.11: Preliminary Public Review
Draft General Plan
Our team will revise the Administrative Draft General
Plan based on City staff comments and prepare a
Preliminary Public Review Draft General Plan for review
by the Planning Commission and City Council. The
step of reviewing the Preliminary Public Review Draft
General Plan with advisory bodies and decision-makers
is important to ensure the Draft Plan meets expectations
before conducting the CEQA analysis.
Task 6.12: Community Workshop #6:
Draft General Plan
We will facilitate an open house style community
workshop to present the Preliminary Public Review
Draft General Plan. We will host stations for each of
the General Plan Elements with a member of our team
and City staff at each station to answer questions. We
will provide opportunities for written comments that we
will compile into a report to the Planning Commission
and City Council.
Task 6.13: Planning Commission Study
Session: Preliminary Public Review Draft
General Plan
Our team will facilitate a virtual study session via Zoom
with the Planning Commission to review and confirm
the Preliminary Public Review Draft General Plan. The
Planning Commission will recommend any revisions or
adjustments to the Plan to the City Council, which we
will show in Word track changes.
Task 6.14: City Council Study Session:
Preliminary Public Review Draft General
Plan
Our team will facilitate a virtual study session via
Zoom with the City Council to review and confirm
the Preliminary Public Review Draft General Plan. The
City Council will provide direction on revisions or
adjustments to the Plan prior to our team conducting the
CEQA analysis.
Task 6.15: Public Review Draft General
Plan
Based on direction from the City Council, our team
will prepare the Public Review Draft General Plan for
publication and environmental review.
Task 6.16: General Plan Consultation
and Referrals
State law requires consultation with a variety of
Federal, State, regional, and local agencies whenever
a jurisdiction updates or amends its general plan (e.g.,
Native American Tribes, Military Branches, water
agencies). These statutes are located throughout the
Government Code and have varying requirements
for when draft and final documents must be submitted
and how long agencies have to review and provide
comments. We maintain a checklist of agency
consultation requirements that we will use to ensure the
City provides the Public Review Draft General Plan to
the appropriate agencies.
Phase 5 Deliverables
• General Plan organizational options
• Land Use Density and Intensity Evaluation Memorandum
• Evacuation Analysis – Technical Memorandum
• Draft and Final Vulnerability Assessments
• Draft and Final Evacuation Maps
• Safety Element Technical Advisory Committee Meeting Presentation
• Safety Element Technical Advisory Committee Meeting Agenda and Materials
• Economic Opportunity Analysis
• Small Business Workshop Presentation
• Small Business Workshop Agenda and Materials
• Environmental Justice Analysis Memorandum
• Environmental Justice Working Session agenda and materials
• Environmental Justice Community Workshops Guide
• Environmental Justice Community workshops materials
• Environmental Justice Pop-Up Events Guide
• Environmental Justice Pup-Up Events Materials
• Land Use Diagram
• Circulation Diagrams
• Administrative Draft General Plan
• Preliminary Public Review Draft General Plan
• Draft General Plan Workshop Guide
• Draft General Plan Workshop Agenda and Materials
• Planning Commission Study Session Presentation and Materials
• City Council Study Session Presentation and Materials
• Public Review Draft General Plan
• General Plan Consultation Checklist
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Phase 7 - Program
Environmental Impact Report
(PEIR)
Based on review of the RFP and our experience
preparing General Plan EIRs, we recommend the
preparation of a Program EIR pursuant to CEQA
Guidelines Section 15168. Although the legally
required contents of a Program EIR are technically
the same as those of a Project EIR, Program EIRs
are by necessity more general and may contain a
broader discussion of impacts, alternatives, and
mitigation measures than a Project EIR. A Program
EIR may be prepared on a series of actions that may
be characterized as one large project. Use of a
Program EIR provides the City with the opportunity to
consider broad policy alternatives and programwide
mitigation measures and greater flexibility to address
environmental issues and/or cumulative impacts on a
comprehensive basis. Once a Program EIR has been
certified, subsequent activities within the program may
be evaluated to determine what, if any, additional
CEQA documentation needs to be prepared. If
the Program EIR addresses the program’s effects as
specifically and comprehensively as possible, many
subsequent activities could be found to be consistent
with the Program EIR mitigation parameters and
additional environmental documentation may not be
required (CEQA Guidelines Section 15168[c]). In
this case, the Program EIR serves a valuable purpose
as the first-tier environmental analysis that will assist in
streamlining and possibly exempting future projects from
CEQA with the idea that the General Plan’s Program
EIR can be used for such exemptions when projects are
consistent with the General Plan.
Task 7.1: CEQA Kick-off Meeting
Our team will facilitate a work session with City staff
on preparing the Program EIR and completing the
adoption process. Because the Program EIR Phase will
follow later in the schedule than the Draft General Plan
Update, the anticipated scope of work for this Phase
is based on reasonable assumptions about the scope
and scale of the General Plan update. The CEQA
kick-off meeting will provide an opportunity for the city
and the project team to evaluate these initial scoping
assumptions and update the scope of work for this
phase if necessary. The kick-off meeting will also allow
the City/consultant team an opportunity to discuss
the approach to the environmental evaluation and
possible project alternatives. Community concerns that
have surfaced to date will be discussed. We will also
have an opportunity to confirm the cumulative impact
analysis approach. The work session, or CEQA kick-off
meeting, will cover the following topics:
• Strategies for CEQA compliance
• Coordination of environmental document with
general plan update preparation
• Developing a reasonable range of alternatives
• Cumulative impact analysis
• Using new or revised policies as mitigation
measures
• Agency consultation
• Public notice
• Hearings
• Adoption
• Final documents
Task 7.2: Program EIR Project
Description and Notice of Preparation
Our team will work with City staff to develop a
Program EIR project description and will prepare a
draft EIR Notice of Preparation (NOP) for City staff
to review. The NOP is intended to alert other public
agencies about the undertaking, and to solicit their
input on the scope of the study. We will submit a final
PDF copy of the NOP to City staff for posting on its
website, filing with the County Clerk, and distributing
to public agencies. It is assumed that the City will
distribute the NOP using the City’s NOP distribution list.
We will review and make suggestions regarding the
list. Our team would be responsible for filing the NOP
with the State Clearinghouse/Office of Planning and
Research.
Task 7.3: Program EIR Scoping Meeting
Our team will facilitate a public and agency scoping
meeting associated with the release of the NOP. The
Scoping Meeting will be held during the 30-day NOP
period to introduce the community to the Program EIR
process and obtain input on the EIR scope of work. It
will include a brief presentation, followed by public
comment and input from meeting attendees. We will
prepare a summary of input gathered, which will
be included in the Draft Program EIR along with any
written public comments received by the City during the
NOP comment period.
Task 7.4: Transportation and Traffic
Impact Analysis
Our team will evaluate potential transportation impacts
resulting from the proposed General Plan consistent
with CEQA requirements. We will prepare the
Transportation/Traffic section of the environmental
document, to include a description of the impact
analysis, findings, and any recommended mitigations.
We will assess vehicle miles traveled (VMT) impacts
using the San Luis Obispo Council of Governments
(SLOCOG) Regional Travel Demand Model VMT
post-processor. The model’s VMT post- processor
includes residential VMT, work VMT, and retail VMT.
The SLOCOG model forecast land use data will be
modified to include updated development potential for
the General Plan horizon year.
In addition, we will provide a forecast of daily traffic
volumes during the General Plan horizon year, derived
from the SLOCOG model, relevant to other EIR
chapters that analyze impacts to air quality and noise.
The daily traffic volume forecast will also be relevant to
potential street modification recommendations. At the
conclusion of the CEQA public review period, we will
prepare responses to written comments received by the
city, as well as oral comments received during public
hearings, that pertain to transportation impacts.
Task 7.5: Administrative Draft Program
EIR
Our team will prepare an Administrative Draft Program
EIR (ADPEIR) in compliance with CEQA requirements
using information gathered as part of the General
Plan update effort and comments on the NOP, as well
as information from other relevant CEQA documents
completed by the City in recent years. We will be
responsible for development of a legally adequate and
appropriate Program EIR for the General Plan.
We will prepare the ADPEIR based on the project
description approved by City staff. We will base the
description of the environmental and regulatory setting
for the General Plan primarily on the data available
online, Existing Conditions and Trends Workbook (see
Task 3.8), and information from other relevant CEQA
documents completed by the City in recent years, any
information received during the General Plan Update
process, as well as information from recent City plans
such as the City’s Local Hazard Mitigation Plan or
Bicycle/Pedestrian Plans.
Our team will introduce each topical section in the
environmental analysis with a brief statement of its
context in the ADPEIR and the development of the
General Plan. This effort may include interpretive
information for the reader to better understand how the
General Plan affects the environment, as well as the
sources of data used in the analysis.
The setting for each topical section will describe
existing conditions relevant to the topic and provide
the groundwork for impact analysis. The number of
impacts to be analyzed and the depth of analysis will
be determined based on areas of concern identified
by our team and City staff, as well as responses to
the NOP. We will clearly state thresholds used to
determine the significance of project impacts and
will include thresholds in the CEQA Guidelines,
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Appendix G, as well as existing regulatory standards,
if applicable. Impacts will be identified, and mitigation
measures will be prepared to reduce significant
impacts to a less-than-significant level, when feasible.
For each potentially significant impact identified in
the ADPEIR, we would identify mitigation measures or
policy statements proposed by the City as part of the
General Plan Update to avoid or reduce identified
impacts. We will construct mitigation measures as
policy statements or revised or additional programs to
facilitate incorporation into the final General Plan. In
order to prepare an ADPEIR that meets the needs of
the City and regulatory requirements of the State, the
ADPEIR will comprise of the following sections:
Executive Summary
This section will provide a summary of the entire
ADPEIR and include the following:
• A discussion of the Project objectives;
• A brief description of the proposed Project;
• A summary of the environmental setting for the
Planning Area;
• A summary of impacts;
• A summary of mitigation measures (mitigating
policies);
• A discussion of alternatives considered; and
• Areas of controversy, and issues remaining to
be resolved.
Introduction
The ADPEIR will contain an introductory chapter that
provides an overview of the project and context,
summarizes CEQA requirements and the environmental
review process, describes the legal purpose of the
ADPEIR, outlines the environmental issues being
addressed, and presents the organization of the report.
Project Description and Environmental Setting
These sections will contain the City objectives for the
General Plan and a summary of the General Plan
components. It will also outline the Planning Area
boundaries and summarize existing conditions and
any new land uses proposed under the project. The
information will be described in a mix of text, tabular,
and graphic form (i.e., maps and diagrams).
Analysis, Impacts, and Mitigation Measures
The environmental analysis section will include four
main components:
• Setting – description of current conditions with
respect to the issue in question, including the
existing regulatory environment
• Impact analysis – statement of significance
thresholds and discussion of potentially
significant effects of the proposed project
• Programmatic mitigation measures – methods
by which significant effects can be reduced or
eliminated, presented as General Plan policies
to be introduced back into the plan
• Level of significance after mitigation –
discussion of whether or not proposed
mitigation measures reduce impacts to below
the adopted significance threshold
Adverse impacts that meet or exceed significance
thresholds will be considered significant. Additionally,
all impacts will be characterized in terms of short-
or long-term effects and presented in a logical
discussion that the general public can understand. Any
inconsistencies with local or regional plans will be
discussed. Issues to be analyzed in a programmatic
framework will include:
• Aesthetics
• Agriculture/Forestry Resources
• Air Quality
• Biological Resources
• Cultural Resources
• Energy
• Geology and Soils
• Greenhouse Gas Emissions
• Hazards and Hazardous Materials
• Hydrology and Water Quality
• Land Use and Planning
• Mineral Resources
• Noise
• Population and Housing
• Public Services
• Recreation
• Transportation and Traffic
• Tribal Cultural Resources
• Utilities and Service Systems
• Wildfire
Our team will discuss approaches to the impact
analysis for the Program EIR with City staff and will
be consistent with the assumptions and methodologies
used in recent EIRs in the city of Arroyo Grande to the
extent possible. In general, the impact analysis will
focus on the issues present in the Planning Area and
likely to be affected or impacted by the General Plan
Update. Some issues, such as mineral resources, may
not require a detailed analysis relative to other issues
because they do not occur in Arroyo Grande or would
be unaffected by the plan updates.
Alternatives Analysis
A range of EIR alternatives will be considered in the
ADPEIR. CEQA Guidelines require consideration of the
“No Project” Alternative. For purposes of this Program
EIR, the No Project Alternative would be a continuation
of the existing General Plan without any updates or
additions. In addition to the “No-Project” Alternative,
we will consider other alternatives (such as alternative
land use scenarios) that will be developed during the
General Plan Update. Evaluation of alternatives will be
in less detail than that for the proposed plans, though
the analysis will provide decision-makers and the public
adequate information to decide between alternatives.
This section will also identify the “environmentally
superior alternative.” If the “No Project” Alternative is
determined to be environmentally superior, the ADPEIR
will identify the environmentally superior alternative
among the remaining scenarios.
Cumulative Impacts
The document will evaluate cumulative impacts based
on planning documents for the City’s Planning Area.
The contribution of the proposed plan updates to the
overall cumulative impact will also be estimated and
discussed. It is anticipated that cumulative analyses will
be included at the end of each EIR topical section.
Other CEQA Sections
The ADPEIR will provide, in addition to the sections
discussed above, all other required CEQA sections,
including areas of known controversy, growth
inducement effects, and significant unavoidable
impacts. We will provide the ADPEIR to City staff in
digital (word) format. City staff will conduct one review
of the ADPEIR and provide consolidated comments and
edits.
Task 7.6: Staff Review/Screen Check
Draft Program EIR
Our team will incorporate City input into the ADPEIR
and provide City staff with digital versions of the
ADPEIR in both Word and PDF formats. City staff
will conduct one review of the ADPEIR and provide
consolidated comments and edits. We will incorporate
appropriate revisions and prepare a Screen Check
Draft Program EIR (SDPEIR). The Screen Check version
will be provided in digital format.
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Task 7.7: Draft Program EIR
Once City staff approve the SDPEIR, we will prepare
the Draft Program EIR (DPEIR) for public circulation.
We would file the DPEIR with the State Clearinghouse,
including all required accompanying forms, such as
the Notice of Completion (NOC), through the digital
CEQASubmit platform. We assume that City staff will
file the Notice of Availability (NOA) of the DPEIR with
the County Clerk and distribute the NOA of the DPEIR
to responsible agencies, and interested agencies,
organizations, and persons. We also assume that City
staff will be responsible for required newspaper ads
and other public noticing of the document’s availability,
such as radius label mailing or on-site posting. As
required by State law, the DPEIR will require at least a
45- day public review period.
Task 7.8: Draft and Final Response to
Comments
Within four weeks of receipt of comment letters
received on the DPEIR, our team will submit a draft
Response to Comments to City staff for review. The
Response to Comments document will include a list of
commenters, comment letters, responses to comments,
and any added or revised text of the DPEIR that may
be necessary. Responses to Comments will include
reasoned analysis and, as necessary, will include
additional analysis. The final version of the Response
to Comments will be incorporated as an appendix to
the Final Program EIR. The scope and budget assume
a level of effort that would include 100 hours of
consultant time for this task. This assumes receipt of
approximately 15-25 comment letters. If the number
of comment letters and the effort to prepare responses
is greater than anticipated, we will notify City staff
immediately and discuss options to amend our scope
of work and budget as necessary. Following receipt of
City staff comments, we will finalize the Response to
Comments.
Task 7.9: Mitigation Monitoring and
Reporting Program
Concurrent with the Response to Comments, our team
will prepare a Mitigation Monitoring and Reporting
Plan (MMRP), which we will include in the Final
Program EIR. We will provide the MMRP in a format
designed for use by planners, environmental monitors,
or code enforcement officers. Essentially, this plan will
take the form of a detailed table that describes:
• Persons/agencies responsible for monitoring
compliance with each condition
• Timing when monitoring must occur
• Frequency of monitoring
• Criteria to be used to determine compliance
with conditions
We will incorporate the final version of the MMRP as
an appendix to the Final Program EIR.
Task 7.10: Final Program EIR
We will complete the Final Program EIR after the review
period has closed and all comments submitted during
that period have been received. The Final Program
EIR will include corrections to the Draft Program EIR (if
warranted), comments received, and responses (Task
7.7) as well as the MMRP (Task 7.9). Our team will
prepare a Screencheck Final Program EIR for City staff
review and confirmation followed by a Final Program
EIR after incorporating consolidated comments received
from City staff. Within one day of Final Program EIR
certification and project approval, we will submit the
draft Notice of Determination (NOD) to City staff.
We assume that City staff will file the NOD with the
County Clerk and be responsible for payment of filing
fees. We would then file the NOD with the State
Clearinghouse.
Phase 7 Deliverables
• Draft PEIR Project Description
• Final PEIR Project Description
• NOP (digital files and filing with State Clearinghouse)
• Scoping Meeting materials
• Administrative Draft Program EIR
• Screencheck Draft Program EIR
• Draft Program EIR
• NOC/NOA (digital files and filing with State Clearinghouse)
• Draft Response to Comments
• Final Response to Comments
• Mitigation, Monitoring, and Reporting Program
• Screencheck Final Program EIR
• Final Program EIR (digital version, 10 hard copies, and 10 CD copies to the City)
• NOD (digital files and filing with State
Clearinghouse)
Phase 8 - Public Review and
Adoption
Task 8.1: Planning Commission Hearing
Our team will attend one public hearing with the
Planning Commission to review the Draft General Plan
and Final PEIR. The Planning Commission will consider
the comments made during the public hearing and
make recommendations to the City Council.
Task 8.2: City Council Hearing
Our team will attend one public hearing with the City
Council to review the Draft General Plan and Final
PEIR. At these hearings, the City Council will consider
the Planning Commission recommendations and the
comments made at the public hearings. After the
hearings, the City Council will certify the Final PEIR and
direct our team to incorporate their recommendations
and prepare the Final General Plan.
Task 8.3: Final General Plan Documents
Following City Council direction, we will prepare the
Final General Plan for adoption.
Task 8.4: City Council Adoption
Hearing
Our team will attend one hearing with the City Council
for adoption of the Final General.
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Phase 9 - Technical
Development Code Update
Once the updated General Plan is adopted by City
Council, our team will update the Development Code
through a series of technical amendments to reflect the
implementation of the General Plan.
Task 9.1: Work Session
We will facilitate a work session with City staff to
discuss the preparation of a technical update to the
Arroyo Grande Development Code. The technical
update will include the following:
• Updates to the zoning districts and associated
densities and purpose statements for
consistency with the new General Plan.
• Evaluation and update to development
standards such as height, parking, and
setbacks.
• Preparation of graphics, photo simulations,
and illustrations to graphically depict
standards.
Task 9.2: Administrative Draft Technical
Development Code Update
We will coordinate with City staff to refine a list
of topic areas to update and include them in a
comprehensive fix-it list. Based on the fix-it list,
we will prepare an Administrative Draft Technical
Development Code Amendments.
Task 9.3: Preliminary Review
Draft Technical Development Code
Amendments
Our team will revise the Administrative Draft Technical
Development Code Amendments based on City staff
direction and prepare the remaining graphics and
illustrations to assist users in visualizing the meaning
and applicability of development standards.
Task 9.4: Public Review Draft Technical
Development Code Amendments
Based on results from testing the Preliminary Draft
Technical Development Code Amendments, we will
prepare a Public Review Draft Technical Development
Code Amendments which we will provide to the City
for review by the Planning Commission and approval
by the City Council.
Task 9.5: CEQA Compliance
Our team will include the technical development
code amendments, which are considered part of the
implementation of the General Plan, in the Project
Description and impact analysis in the Program EIR.
We will prepare a memorandum describing that
analysis and supporting a determination that the
potential significant environmental impacts of the
Technical Development Code Amendments are fully
assessed and required, mitigated in the General Plan
PEIR.
Task 9.6: Planning Commission Hearing
We will attend and assist City staff with facilitating
one Planning Commission public hearing to consider
recommending the City Council adopt the Final Draft
Technical Development Code Amendments.
Task 9.7: City Council Hearing
We will attend and assist City staff with facilitating one
City Council hearing to consider adopting the Final
Draft Technical Development Code Amendments.
Task 9.8: Final Documents to the City
Our team will prepare and send all final documents
and native files to the City.
Phase 9 Deliverables
• Staff fix-it list
• Administrative Review Draft Technical Development Code Amendments
• Preliminary Review Draft Technical Development Code Amendments
• Public Review Draft Technical Development Code Amendments
• Memorandum regarding CEQA analysis in the General Plan PEIR
• Planning Commission hearing materials
• City Council hearings materials
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MINTIER HARNISH | PROPOSAL FOR SERVICESCITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE
THREE-YEAR SCHEDULE
Existing Conditions and Trends Evaluation
Workshop #2
Workshop #3
Workshops #3,4,5, and 6
2023 2024 2025
Phase 1: Project Initiation
Phase 9: Technical Development
Code Update
Phase 2: Public Outreach
Strategy
Phase 3: Gather and Analyze
Data
Phase 5: Alternative Choices
Phase 4: Visioning and
Guiding Principles
Phase 7: Program
Environmental
Impact Report
Phase 8: Public Review and
Adoption
City of Arroyo Grande General Plan | Three-Year Proposed Schedule
Phase 6: General Plan
45-dayPublic Review
Study Session
MarAprDecNovDecNovOctSeptAugJulOctSeptAugJulJunMayFebAprJanFebMarMayJunAugJulAprJanFebDecNovOctSeptMarMayJunWork Session
Study Sessions
Workshop #1
Stakeholder Interviews
GIS Data/Basemap
General Plan Audit
Project Website, Branding, and Logo
Kick-off Meeting
VMT Analysis
Existing Conditions and Trends Workbook
Vision and Guiding Principles
A Preferred Alternative
Administrative Draft
General Plan Public Review Draft General Plan
Staff Work Session
Administrative Draft Zoning Ordinance Revisions
Administrative Draft Program EIR
Draft Program EIR Final Program EIR
Response toComments
Planning Commission
Hearing
City CouncilHearing
City Council
Adoption
City Council
Adoption
Final General Plan
Final Work Plan and Schedule
SB 99 Analysis
Outreach Strategy
Initial Alternatives
Kick-off Meeting
Study Session
AB 747 Analysis
Final Development
Code
Land Use Analysis
Study Sessions
Existing Conditions and Trends Evaluation
Workshop #2
Workshop #3
Workshops #3,4,5, and 6
2023 2024 2025
Phase 1: Project Initiation
Phase 9: Technical Development
Code Update
Phase 2: Public Outreach
Strategy
Phase 3: Gather and Analyze
Data
Phase 5: Alternative Choices
Phase 4: Visioning and
Guiding Principles
Phase 7: Program
Environmental
Impact Report
Phase 8: Public Review and
Adoption
City of Arroyo Grande General Plan | Three-Year Proposed Schedule
Phase 6: General Plan
45-dayPublic Review
Study Session
MarAprDecNovDecNovOctSeptAugJulOctSeptAugJulJunMayFebAprJanFebMarMayJunAugJulAprJanFebDecNovOctSeptMarMayJunWork Session
Study Sessions
Workshop #1
Stakeholder Interviews
GIS Data/Basemap
General Plan Audit
Project Website, Branding, and Logo
Kick-off Meeting
VMT Analysis
Existing Conditions and Trends Workbook
Vision and Guiding Principles
A Preferred Alternative
Administrative Draft
General Plan Public Review Draft General Plan
Staff Work Session
Administrative Draft Zoning Ordinance Revisions
Administrative Draft Program EIR
Draft Program EIR Final Program EIR
Response toComments
Planning Commission
Hearing
City CouncilHearing
City Council
Adoption
City Council
Adoption
Final General Plan
Final Work Plan and Schedule
SB 99 Analysis
Outreach Strategy
Initial Alternatives
Kick-off Meeting
Study Session
AB 747 Analysis
Final Development
Code
Land Use Analysis
Study Sessions
Page 320 of 365
OPTIONAL TASKS
We have included several optional tasks here that could be included in place of or addition to the suggested tasks
proposed in the two- and three-year work scopes. These tasks include those related to public outreach, economic
development, Development Code update, land use assessment, and Climate Action Plan. Our intent is to provide
City staff, the Planning Commission, and City Council a broad range of choices for the City’s General Plan
Update program.
Optional Public Outreach
Activities
Meetings with Agency Committees and Commissions.
Members of local government commissions and
committees represent some of the most engaged,
committed residents and businesspersons, given
their willingness to devote time and energy to the
community. Depending on the planning project subject
matter, some or all the standing commissions and
committees should be periodically engaged in the
process. These meetings would be held virtually via
Zoom.
Technical Advisory Groups. Technical advisory groups
are typically comprised of city, county, regional, State,
or Federal staff with expertise is specific topical areas.
Cities and counties may form such groups with staff
from each department to facilitate internal review or
project documents. These groups meet periodically
to provide document review and comment on interim
project products, such as existing condition report,
technical analysis, and policy documents. These
meetings would be held virtually via Zoom.
Focus Groups. Focus groups are typically comprised
of community members and agency staff with expertise
or interest in a specific topical area, such as mobility,
economic development, housing, natural resources, or
climate change. These groups meet periodically to help
identify issues and opportunities, discuss options, and
provide feedback on policies and programs. These
meetings would be held virtually via Zoom.
Speaker Series. As part of the initial community
engagement, our team could present a Speaker Series
(on-line/in-person format) that will bring creative and
knowledgeable speakers to engage the community
in big-picture discussions about issues facing Arroyo
Grande. While the specific topics to be addressed in
the Speaker Series to be refined through discussions
with City staff, and decision-makers, potential topics
might include climate change, housing, urban design
and infill development, adaptation, health, social
equity, or economic development. Each speaker will
be an experienced, well-known expert in their field.
The speaker series format will consist of an initial
PowerPoint presentation followed by a question-and-
answer session.
Optional Alternatives Report
Based on input received from the community as well as
ideas from City staff and our team, we could prepare
an Alternatives Report for review by City staff. This
Report would contain a mix of land use and circulation
alternatives, as well as key policy alternatives.
The Alternatives Report could map and describe
each land use alternative. We could group these
location-specific alternatives into alternative packages
that achieve the Vision Statement. For each policy
alternative, we could identify the issues for which there
is clear policy choice and direction, as well as issues
where choice and direction is not as clear. We could
complete a qualitative comparative assessment of the
policy implications of each alternative based on clarity
and congruence with key issues.
From this report, our team could prepare an Alternatives
Report that clearly communicates the potential
implications of each alternative, supporting a more
informed choice. We could base the assessment of
each alternative primarily on a qualitative look at
factors that can be used to differentiate the alternatives
and their potential impacts on the community relative to
achieving the Vision Statement.
Optional Land Use Tasks
Comprehensive Development Standards
Evaluation
Our team could comprehensively evaluate land uses,
density and intensity, development forms, parking
policies, and complete streets architecture on the East
Grand Avenue corridor. From this evaluation, we
would strategize with City staff on possible solutions to
adjust these densities and intensities to better achieve
the desired community vision. The findings from this
evaluation could then be used as the basis for a
potential zoning overlay district for the East Grand
Avenue Corridor. The creation of this potential overlay
district is provided in this proposal as an optional task.
East Grand Avenue Corridor Overlay
District
Our team could assist City staff in the creation of an
overlay district for the East Grand Avenue Corridor.
East Grand Avenue is a major thoroughfare in
Arroyo Grande and provides direct access to Grover
Beach and the Oceano Dunes Natural Preserve. The
Corridor hosts a variety of land uses including large
commercial strips, offices, restaurants, personal service
establishments, and varying residential typologies. As
part of this process, our team could conduct a thorough
land use analysis of the Corridor and work with City
staff to establish a collective vision. We would also
analyze existing densities, intensities, development
forms, and street architecture to make recommendations
to help the city achieve this collective vision. From this
evaluation, we would prepare a draft Grand Avenue
Corridor Overlay District that, at a minimum, establishes
the following:
• A purpose and intent statement for the overlay
district
• Allowed land uses and corresponding permit
requirements
• Development standards (e.g., setbacks, height,
parcel coverage)
• Objective Design Standards
Objective Design Standards
California State Senate Bill 35 (Government Code
Section 65913.4), which went into effect on January
1, 2018, was part of a comprehensive bill package
aimed at addressing the State’s housing shortage
and high costs. SB 35 requires the availability of a
streamlined ministerial approval process for multifamily
residential developments in jurisdictions that have not
yet made sufficient progress toward meeting their
regional housing need allocation (RHNA). Included in
the streamlining process, cities are required to establish
objective design standards for multifamily residential
development. SB 35 defines an objective design
standard as one that involves “no personal or subjective
judgment by a public official and is uniformly verifiable
by reference to an external and uniform benchmark
or criterion available and knowable by both the
development applicant… and the public official prior to
submittal.”
Our team could work with City staff to research and
develop objective design and development standards.
We could conduct a comprehensive review of the
City’s Development Code and existing design/
development standards, and diagnosis portions thereof
that are inconsistent with the SB 35. This analysis and
corresponding recommendations would be summarized
in a Diagnosis and Considerations Report. The
findings from this report, along with close consultation
with City staff, could be used to draft new objective
design and development standards.
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Comprehensive Development
Code Update
Our team could prepare a comprehensive update
of the City’s Development Code. This optional task
would be multifaceted and go far beyond the technical
Development Code update proposed in Three-Year
Work Scope. Among other things, a comprehensive
update would include a kick-off meeting with City
staff, Development Code Amendments Diagnosis,
Development Code and Map Amendments Report,
staff fix-it list, a potential complete reorganization of the
Development Code format, revised table of contents,
and Administrative and Public Review Drafts of the
new Development Code chapters. We could facilitate
a seminar on modernizing the Development Code to
City Council and Planning Commission, stakeholder
interviews with the local development community, and
additional community workshops.
Should Arroyo Grande staff be interested in this
optional task, we suggest the preparation and delivery
of an Administrative Draft Development Code in several
segments, rather than in a single deliverable. Our
experience is that it is easier for City staff to give timely
feedback and review of the Draft Development Code
when presented in segments. The order and content of
the segments can be modified as desired by City staff.
As an alternative, if City staff prefers, we could prepare
a complete Administrative Draft Development Code
prior to City staff review.
Optional Economic
Development Related Tasks
Retail Market Analysis
As an optional supplement to the Economic
Development Element, our team could prepare a
retail Market Opportunities Analysis. The Analysis
would reflect recent/ongoing changes in the retail
industry, including the growing influence of ecommerce
and recent shifts in shopping patterns related to the
COVID-19 pandemic. The Analysis would involve the
following steps:
• Define the geographic market areas from
which retail facilities in Arroyo Grande could
be expected to draw market support.
• Inventory and document conditions in Arroyo
Grande’s existing shopping centers and
districts.
• Estimate current vacancy levels based on
available published data and discussions with
local realtors.
• Compile updated data on existing retail
sales (by major category) in Arroyo Grande
and neighboring cities.
• Use our proprietary retail demand model to
evaluate future growth in retail sales potential
in the market area, broken down by major
retail sales category (e.g., apparel, furniture,
general merchandise, home improvements. The
projections will be expressed in terms of both
dollars and square footages supportable and
will cover a 20-year forecast period (in annual
increments).
• Identify major existing and planned retail
districts (outside the city) that would compete
with Arroyo Grande for future regional
demand.
• Estimate the shares of future retail demand that
could potentially be captured in Arroyo
Grande, given the inventory of competitive
development.
• Express “bottom line” findings in terms of the
square feet of retail space that could potentially
be absorbed in Arroyo Grande over the
planning horizon (in annual increments), with
the total numbers broken down as appropriate
by major retail category and facility type.
• Match projected demand to available
“opportunity sites” for new and/or reconfigured
retail development, with this supply/demand
comparison providing a basis for projecting
the potential allocation of future development
opportunities by major sub-area within the city.
Market Demand Studies for Other Land
Uses
In addition to the optional retail market analysis, our
team could also complete market demand studies for
the following additional land use categories:
• Residential
• Professional office space
• Industrial/R&D/tech space
• Hotel/motel facilities
While these market studies would be citywide in scope
and, therefore, be useful for a variety of City decision-
making processes, the findings would ultimately
be applied to identify sub-area and site-specific
development potentials. In addition to providing
a citywide framework for quantifying demand for
development in individual sub-areas, the analysis would
also consider qualitative issues (and related policy
recommendations) affecting each area’s development
potentials.
Optional Climate Action Plan
Update
Task CAP-1: Project Management
High-quality project management during each task is
an integral component related to the success of the
CAP and is even more critical when considered in
light of the broader General Plan Update. Our team
has worked together on multiple General Plan/CAP
projects and will leverage that shared experience
to integrate these two programs. This task involves
directly coordinating between the City, committees,
and our team over the proposed project. The final
project timeline can be adjusted during a kick-off
meeting and will be reviewed throughout the process
to ensure timely completion of all deliverables. Project
management encompasses internal oversight of staff
as well as bi-weekly meetings with City staff and
integration with the General Plan team.
CAP-1 Deliverables
• Bi-weekly coordination calls and related meeting minutes
• Monthly progress reports and invoices
Task CAP-2: Virtual Project Kick-off
Meeting
Our team would work with City staff to organize an
initial kick-off meeting with the City’s Project Team
and discuss project goals and objectives. Our core
management team would attend the kick-off meeting.
The kick-off meeting would provide an opportunity to
refine the scope of work and proposed schedule, as
well as identify existing documents, existing policies,
and key stakeholder groups. This meeting would also
serve to establish the project management procedures,
including invoicing terms and communication protocols.
Following this kick-off meeting, our team would provide
an adjusted schedule as well as final list of existing
applicable documents, data, and policies for City
review and confirmation.
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CAP-2 Deliverables
• Kick-off meeting agenda and minutes
• Final list of existing documents/data/policies to review
• Adjusted schedule
• Meetings
• Attend one virtual kick-off meeting
Task CAP-3: Greenhouse Gas Inventory
We would conduct a new communitywide GHG
inventory for the latest, most appropriate year for the
City. The GHG inventory will focus on communitywide
emissions from residents and businesses operating
within the city and organized by the appropriate
emission source sectors. The inventory will be prepared
to be consistent with Office of Planning and Research
(OPR) guidance and the U.S. Community Protocol
for Accounting and Reporting of Greenhouse Gas
Emissions, International Council for Local Environmental
Initiatives (ICLEI). Additionally, the inventory will
incorporate global warming potential (GWP) values
for methane (CH4) and nitrous oxide (N2O) consistent
with the latest version of the Intergovernmental Panel on
Climate Change Assessment Report 5 (IPCC AR5).
Our team would provide the City with the latest
communitywide GHG inventory in an excel
spreadsheet. This spreadsheet would provide the City
with a replicable process and clear understanding
of what data was included in the inventory, the
source, the rationale for its inclusion, and how the
inventory was calculated. Our team assumes all data,
calculations, and references will be provided to us
for review. We also assume GHG communitywide
inventory data, including the VMT data, for the GHG
communitywide inventory and forecast will be provided
by the City’s traffic consultant.
CAP-3 Deliverables
• GHG inventory
Task CAP-4: Forecast and Target Setting
GHG emissions forecasts provide an estimate of future
GHG emission based on the continuation of current
activities and the projected growth and change in
a community over time. Forecasts also account for
existing State legislation that are designed to reduce
future emissions. Forecasts provide insights into the
scale of local reductions needed to achieve the GHG
emissions reduction while accounting for both potential
growth and legislative actions.
Our team would conduct a GHG emission forecast in
a CEQA defensible manner consistent guidance from
the OPR and current best practices. We would provide
all activity data, emission factors and methodologies
in a transparent manner and specify milestone years
for the inventory. We would also work collaboratively
to confirm the population, jobs, and housing values
used in the forecast are consistent and allow for CEQA
streamlining in accordance with CEQA Guidelines
section 15183.5. For purposes of using the CAP as
a CEQA streamlining tool, we recommend that at a
minimum, targets are established for the years 2030
and 2045. GHG reduction targets help to define
measurable benchmarks to guide the community’s
commitment to achieve emissions reductions in the
future. GHG targets are generally developed in a local
context and consistent with the State goals as directed
in Senate Bill (SB) 32 and Assembly Bill 1279. The
State aims to reduce annual statewide emissions to:
• 40 percent below 1990 levels by 2030, and
• Requires statewide carbon neutrality “as soon as
possible,” but no later than 2045 and a reduction
in California’s anthropogenic GHG emissions to
at least 85 percent below 1990 levels.
We would create a technical appendix that combines
the data, methodology, and results of the most recent
communitywide GHG inventory, forecast, and targets
that would provide transparency to the inventory and
the ability to recalculate emissions easily. This would be
an attachment for the Climate Action Plan Update.
CAP-4 Deliverables
• Forecast and target calculations (Excel-spreadsheet)
• GHG Inventory, Forecast, and Target Technical Appendix
• One-hour presentation with project manager and
technical staff
Task CAP-5: GHG Measure
Development
Once the provisional GHG emission reduction targets
have been established, our team would shift to
developing specific actions that will allow the City to
reach these targets. To support this process, we have
developed a suite of tools and assessment strategies
to support what we have found to be the most critical
portion of the work plan. We would begin the process
by providing a core suite of measures that are tied
to the City’s GHG emissions inventory and forecast.
Examples of a measures is electrify “X” percent of
vehicles by 2030 and “Y” percent by 2045. The
measures will cover each of the sectors in which the
City generates emissions. These measures will then
be linked to the Scenario Planning and Reductions
Quantification (SPARQ) Tool. Using the SPARQ tool,
the City and our team will be able to calculate the
GHG reduction potential of each measure and
develop scenarios in real time that demonstrate the
most cost effective and feasible reduction pathways.
The SPARQ tool could also allow to quickly iterate
on the various approaches and how changes in the
emphasis of specific measures impact the ability to
meet specific GHG reduction target levels. Then,
once the higher-level measures and level of actions
are better understood, we would collaborate with City
staff to develop actions that will support and implement
each measure. This task assumes these measures will
be integrated into the General Plan by our team and
separate Climate Action Plan will not be required.
Once a final list of measures and actions is developed,
we would develop a substantial evidence technical
appendix which will quantify the GHG reductions
of each measure and provide references for each
assumption made to reach the GHG reduction
claimed. We also assume the generation of a power
point outlining the overall measure strategy and
attendance at one council/commission meeting to
present and answer any questions related to measure
development.
CAP-5 Deliverables
• Provisional GHG strategy/measures
• SPARQ tool (excel-based)
• Three (3) staff working group meetings on provisional GHG strategy/measures
• Draft and Final GHG strategy/measures and
actions
Task CAP-6 : Measure Quantification
and CEQA Defensibility Analysis
After the final measure scenario has been reviewed
and approved by the City, our team will conduct
a GHG quantification and substantial evidence
analysis. This analysis would quantify the reductions
associated with the measures (i.e., Reduce natural gas
consumption 50 percent by 2030 through existing
building electrification) as well as provide substantial
evidence that the actions identified can achieve
that measure (i.e., Adopt a time of replacement
electrification ordinance for hot water heaters and
HVAC units). Our team would prepare a measure
technical appendix that will serve as the defensibility
of the CAP and allow for CEQA streamlining. The
technical appendix would include all calculations,
references for all assumptions, and total reduction
potential of the measures and actions.
CAP-6 Deliverables
• Measure GHG reduction quantification (excel spreadsheet)
• CEQA Defensible Measure Technical Appendix
• CEQA checklist to support staff and development
applicant awareness of Plan requirements
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Task CAP-7: Implementation and
Monitoring Tool – CAPDash
To support future data collection and analysis, we
would provide the City with its proprietary and award-
winning inventory tool and dashboard, CAPDash.
In our experience, the data collection process can
take the greatest amount of time for reporting GHG
emissions because data comes from multiple sources
such as various utility providers. The CAPDash
implementation and monitoring tool would allow the
City to track emissions and implementation progress
over time as well as communicate progress to the
community. CAPDash allows jurisdictions to manage
their own data so they can update their GHG inventory
and track CAP implementation success without needing
to rely on an outside consultant or expert. CAPDash
provides a central place to track and quantify progress
and share that progress with stakeholders, ensuring that
the implementation and monitoring aspects required
under CEQA section 15183.5 are met. We would
provide training and present an overview of CAPDash
to the City.
CAP-7 Deliverables
• Implementation and Monitoring Tool – CAPDash
• Annual reporting templates and tracking
guidance document
Task CAP-8: Implementation and
Monitoring Strategy
The updated CAP would contain a comprehensive
Implementation and Monitoring Strategy Table that
summarizes how the CAP measures and associated
actions would be implemented, monitored, and
adjusted over time to ensure that the City stays on track
to achieve the CAP’s targets for emissions reductions
and adaptation goals. The table would identify
agencies, divisions, and organizations responsible for
implementation of action steps, anticipated time frames
to implement actions, and indicators to assess actions
and goal progress, funding availability, potential
partnerships, and timelines.
Based on the results of working with City staff as
part of identification, evaluation, and quantification
of measures, our team would specifically include
the following indicators for each action in the
Implementation and Monitoring Strategy Table:
Quantified GHG reduction potential
Qualitative environmental co-benefits
Implementation cost scale estimates
Administrative feasibility and enforceability
Based on the above prioritization effort the following
would then be identified:
Required reductions needed to meet target
Highest impact areas for potential reductions
Comprehensive list of potential GHG reduction
measures, prioritized based on specific metrics
(including GHG reduction potentials, costs, and
savings)
The implementation plan would be linked to the
CAPDash where metrics would be tracked to prove
implementation of measures and regular GHG
inventories would be completed to monitor and track
progress with actual GHG reductions.
CAP-8 Deliverables
• Draft Implementation and Monitoring Strategy Table that would include the following elements:
• Identify lead agencies and partners
• Identify community-based programs to achieve GHG reduction targets and adaptation measures
• Implementation of cost scale estimates
• Time frame
• Funding mechanisms
• Final Implementation and Monitoring
Strategy
Task CAP-9: Climate Action Plan
Summary Document (appendix)
The CAP would be completed through an iterative
process that is inspired by the findings of the GHG
inventory and community feedback received during
community outreach and facilitation. The CAP would
be included as an appendix to the General Plan
Update and summarize the processes completed
prior to this task. Our team would develop a user
friendly and readable CAP appendix document that
aligns with current legislation (e.g. Senate Bill 32 and
AB 1279) and leverages infographics, photos, and
other visuals. The CAP would provide a creative and
innovative roadmap for the City to achieve emission
reductions and would include both near-term and long-
term reduction measures as well as the departments
and community partners who would generally be
responsible for implementing them. The CAP would
also set key performance indicators (KPI) that would
help define a successful implementation of the CAP
strategy as well as measure progress over time.
Our team would prepare a comprehensive CAP that
would be consistent with the State Attorney General’s
recommendations and the California Environmental
Quality Act (CEQA) Guidelines’ definition of a
“Qualified Greenhouse Gas Reduction Strategy”
(Section 15183.5). To do this, the CAP would include
clear measures for implementation and targets to ensure
that the City and community are on track to achieve
established goals. Specifically, the CAP would:
• Serve as a mechanism to tie together the City’s
existing and developing sustainability initiatives,
strategies, and plans with the community’s goals;
• Establish a set of cohesive and specific
sustainability strategies, implementation plans,
and metrics for regional and State strategies and
initiatives;
• Activate and engage residents, businesses, and
institutions with positive actions and tangible
benefit;
• Be designed to include simple yet effective
procedures for minor updates every two years,
and significant updates every five years (to be
refined based on the goals of the City).
• Meet the requirements of CEQA guidelines
section 15183.5 for CEQA streamlining
CAP-9 Deliverables
• Administrative Draft CAP (electronically in Word and PDF)
• Public review Draft CAP (electronically in Word and PDF)
• Final CAP (electronically in Word and PDF)
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8
COST PROPOSALCOST
PROPOSAL
In compliance with the Request for Proposals, our Cost Proposal for this
Project is submitted concurrently but under separate cover. The amount
of time key personnel will be involved in the respective portions of
the project is shown in the Cost Proposals. We have included cost
proposals for the following:
• Two-Year Work Scope
• Three-Year Work Scope
• Optional Tasks
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CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE
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A
DETAILED RESUMESAPPENDIX A:
DETAILED RESUMES
Appendix A includes the detailed resumes of our Team for the City of
Arroyo Grande Comprehensive General Plan Update.
A-1120
CITY OF ARROYO GRANDE | COMPREHENSIVE GENERAL PLAN UPDATE
Page 326 of 365
BRENT GIBBONS, AICP
PRINCIPAL PLANNER
Brent Gibbons has been a planner in both the public and private sectors since
2013. He specializes in architectural applications, urban design, site design, land
use planning, public policy, geographic information systems, regulatory code and
ordinances, CEQA analysis, and community engagement.
Brent started his professional career as a Planner I with Madera County, which
included the review of project plans with the zoning administrator, operating the
front planning counter, and regularly evaluating setback variances and zoning
permits. Brent was promoted to Planner II after a year, and managed projects
with greater responsibility. His overall experience at Madera County included the
intake of permits, zoning ordinance development, presentations to the Planning
Commission, formation of community/area plans, and serving as the lead on solar
facility and wireless tower projects. Brent also had the opportunity to serve on
several committees pertaining to the drought and well water demand, as well as
community park planning and design in conjunction with public health agencies.
Additionally, Brent worked as an Assistant Planner for the City of Turlock where
he conducted project permitting, development of maps, the General Plan Annual
Report, and project management. His work included interfacing with a multitude
of stakeholders ranging from community members to real estate developers.
Prior experience includes an internship with Hathaway Dinwiddie (Santa Clara
office) in 2008 on the Solyndra Project, where Brent served as the onsite contact
between the City of Milpitas and the Project Engineer. Tasks delegated included
project permitting, editing plans, and construction administration. Brent also
interned for the Housing Authority of San Mateo County, where he amended the
HOME Affordability Covenant, performed HOME rent reviews for 2004-2009,
and evaluated year-end fiscal performance data.
Brent holds a Bachelor’s Degree in City and Regional Planning from California
Polytechnic State University (Cal Poly), San Luis Obispo. While at Cal Poly San
Luis Obispo, Brent served as the Associated Students in Planning (ASP) President,
and the American Institute of Architecture Students (AIAS) President, where
he sat on a national board that provided student connection to the American
Institute of Architects (AIA). He represented Cal Poly at two international student
architecture conferences in Minneapolis in 2009 and Toronto, Ontario, in 2010.
Brent also was part of the project team that took 1st Place in the Bank of America
Low Income Housing Challenge in 2012 for the Alere development.
EDUCATION
Bachelor of Science,
City and Regional Planning
Cal Poly, San Luis Obispo
CERTIFICATIONS/
AFFILIATIONS
American Institute of Certified Planners
American Planning Association,
Sacramento Valley Section
enCode user Certification
EXPERIENCE
Mintier Harnish
Principal Planner, Senior Project
Manager, Project Manager, Associate
City of Turlock
Assistant Planner
Madera County
Planner II
San Mateo County Housing Authority
Housing and Community
Development (HCD) Intern
Hathaway Dinwiddie, Santa Clara
Project Engineer Intern
PROJECTS
General plans for the City of Gilroy,
the Town Los Gatos, the Town of
Windsor, and the Counties of Fresno,
Sierra County, and Ventura
SB244: Disadvantaged Communities
Report for Merced County
Zoning Ordinance updates for the
Counties of Fresno, Merced, and Sierra,
the Cities of Folsom, Gilroy and Santa
Clara, and the Placer County Sunset Area
Plan Implementing Zoning Regulations
Objective Design and Development
Standards for the Cities of Folsom, Gilroy,
South Lake Tahoe, and Ukiah, the town
of Windsor, and the county of Mariposa
Town of Windsor Housing Element Update
brent@mintierharnish.com
Jim Harnish is the Principal/Owner of Mintier Harnish. He has been a planner and
project manager since 1970. He is also an attorney with extensive experience in
land use and CEQA. He has managed public agencies and private consulting firms.
He specializes in project management for general plans, specific plans, and large
private planning projects; CEQA compliance and environmental document peer
review; zoning and regulatory ordinance preparation; and public outreach and
consensus-building.
Jim is currently Project Director on general plan updates for the cities of
American Canyon, Livingston, Los Gatos, Millbrae, Rohnert Park, and the counties
of Fresno, Kern, and Ventura, and zoning code updates for the cities of Folsom,
Gilroy, and Santa Clara, and the counties of Fresno, Madera, Mariposa, Merced,
and Sierra.
Jim’s broad experience, in both the public and private sector, in land use
planning, regulatory codes and ordinances, permit processing, environmental
analysis, toxics and hazardous materials, wetlands and endangered species, and
legal analysis enables him to bring a wealth of experience to every project.
Jim has extensive experience in supervising large planning staffs and managing
interdisciplinary consultant teams on complex planning projects. Jim has managed
or prepared general plans for the cities of Alturas, American Canyon, Folsom,
Galt, Gilroy, Hayward, Healdsburg, Isleton, Livingston, Millbrae, Rohnert Park,
Sacramento, South San Francisco, Ukiah, Union City, Wheatland, and Windsor,
and the counties of Calaveras, Fresno, Kern, Merced, Modoc, San Benito, San
Joaquin, and Ventura.
He has managed the preparation of specific plans for Southwest Live Oak, the
Mountain House New Town in San Joaquin County, and the Gold Rush Ranch in
Sutter Creek. He also assisted Genentech with the preparation and approval of its
South San Francisco Campus Master Plan and EIR. Jim has also prepared zoning
ordinance updates for several jurisdictions, including, Kern, Merced, and San
Joaquin Counties and the cities of Santa Rosa, and South San Francisco.
Jim has been principal-in-charge of several regional planning projects in the San
Joaquin Valley, including the San Joaquin Valley Blueprint implementation project,
which included the Valley Planners Toolkit. He also managed the Metro Rural
Loop Study for the Fresno Council of Governments and the San Joaquin Valley
Greenprint II program.
Jim has managed the preparation of or conducted critical third party review of
numerous EIRs and negative declarations. As Environmental Coordinator for
the City of Sacramento, he led the restructuring of the City’s environmental
review procedures. He has worked extensively with State and Federal regulatory
agencies in creating and negotiating Habitat Conservation Plans (Coalinga), 404
permits, and wetland mitigation plans.
EDUCATION
Juris Doctor
McGeorge School of Law,
University of the Pacific
Bachelor of Arts, History
University of California, Davis
CERTIFICATIONS/
AFFILIATIONS
California State Bar Association
(Bar No. 99326)
American Planning Association
EXPERIENCE
Mintier Harnish
Principal/Owner
City of South San Francisco
Chief Planner
Sugnet & Associates
Vice President
City of Folsom
Community Development Director
City of Sacramento
Environmental Coordinator
Balfrey & Abbott
Attorney
Mintier Harnish & Associates
Partner
Sacramento Area Council of Governments
Planner
County of Sacramento
Planner
PROJECTS
General plans for over 25 cities and
counties throughout California
Environmental impact reports for over
100 general plans and other projects
Zoning and subdivision ordinance
revisions for 10 cities and counties
jim@mintierharnish.com
JIM HARNISH, JD
PRINCIPAL/OWNER
A-3A-2
Page 327 of 365
NIKKI ZANCHETTA
PLANNER
Nikki Zanchetta is a Planner with Mintier Harnish. She specializes in housing
policy and planning, community development, community engagement,
public policy, regional planning, and land use planning. Prior to working for
Mintier Harnish, Nikki was a Regional Planner for the San Diego Association
of Governments (SANDAG) where she worked on the 2021 San Diego
Regional Plan and standing up the Housing Acceleration Program developed
using Regional Early Action Planning (REAP) Grant funding from the state.
Her experience includes Sustainable Communites Strategies, interpreting
housing policy and law, drafting housing and land use documents, community
engagement, and creating regional programs to accelerate the production of
affordable housing. Nikki has a strong background in writing both technical
and public facing planning documents and emphasizes writing styles that allow
complicated planning concepts to be easily understandable by various audiences.
As a regional planner at SANDAG she was the lead drafter of the Housing
Acceleration Program Strategy for the San Diego region, various sections of the
2021 Regional Plan, and public comment responses regarding the Regional Plan.
Nikki is an advocate of place-based planning strategies and building walkable,
bikeable, and sustainable communities. She believes that communities can
implement higher density housing to meet housing needs while maintaining
unique community character.
Nikki holds a Master’s degree in City Planning from San Diego State University
where she served as the City Planning Student Association and was the recipient
of the 2021 California Planning Foundation San Diego Section Scholarship, the
2021 WTS Paulette Duve Memorial Scholarship, and the 2020 San Diego APA
Student Scholarship. Nikki also received a Bachelor’s Degree in Community &
Regional Development and Minor in Professional Writing from UC Davis.
nikki@mintierharnish.com
EDUCATION
Master of City Planning
San Diego State University
Bachelor of Science in Community
& Regional Development
University of California, Davis
Minor in Professional Writing
University of California, Davis
AFFILIATIONS
American Planning Association,
Sacramento Valley Section
EXPERIENCE
Mintier Harnish
Planner
San Diego Association of
Governments (SANDAG)
Regional Planner
San Diego Association of
Governments (SANDAG)
Regional Planning Intern
PROJECTS
General Plan Update for Trinity County
Housing Elements for the Cities of Visalia,
St. Helena, and Lompoc
MICHAEL GIBBONS
PROJECT MANAGER
Michael Gibbons is a Project Manager at Mintier Harnish specializing in land use
planning, regulatory compliance, crime prevention through environmental design
(CPTED), urban design, and community outreach. He has prepared and managed
a variety of projects throughout California, including general plans, zoning and
development codes, housing elements, specific plans, and design guidelines.
Michael has a unique perspective having worked as planner in both the private
and public sector, as well as serving as a police officer. Through this lens, Michael
understands the innerworkings of local government and the important role that
planning has in addressing the everchanging needs of communities. Michael’s
work is driven by his hands on experience in all levels of land use planning and a
passion for quality design and community engagement.
Prior to working at Mintier Harnish, Michael was an Assistant Planner for the
City of Napa. As part of the Current Planning team, Michael facilitated the filing
and processing of a range of projects, including multi-family housing, subdivisions,
mixed-use developments, cannabis dispensers, and historic preservation projects.
Most notably, Michael assisted in the preparation and implementation of the
City’s first accessory dwelling unit and cannabis ordinances. Additionally, he
developed the City of Napa’s first development and impact fee assessment
calculator.
During his tenure with the City of Napa, Michael decided to serve the community
in a different capacity. Working in the community he served and lived in fueled his
desire to transition into law enforcement, where he became a City of Napa Police
Officer. Michael received his California POST Peace Officer Certification from
the Napa Valley College Criminal Justice Training Center. Using his experience in
planning and community engagement, Michael implemented a holistic approach
to policing by working alongside community groups and other law enforcement
agencies to address the needs of local concern (e.g., homelessness, addiction,
mental health). Michael transitioned back into land use planning in 2019.
Michael’s prior experience includes working as a Community Development Intern
for the City of Hollister and City of Gilroy. In these roles, Michael performed site
and architectural review, processed use permits and variances, and assisted in
preparing staff reports.
Michael graduated with honors from California Polytechnic State University
(Cal Poly), San Luis Obispo, and holds a Bachelor’s Degree in City and Regional
Planning. While at Cal Poly, Michael minored in both Real Estate Development
and Sustainable Environments, and served two terms as the Associated Students
in Planning (ASP) President. Michael also holds an Associate of Science in
Mathematics with a concentration in Architecture from Cuesta College in San Luis
Obispo.
michael@mintierharnish.com
EDUCATION
Bachelor of Science in City
and Regional Planning
Cal Poly, San Luis Obispo
Associate of Science in Mathematics
with a Concentration in Architecture
Cuesta College, San Luis Obispo
California Peace Officer
Standards and Training Certificate
Napa Valley Police Academy, Napa
AFFILIATIONS
American Planning Association,
Sacramento Valley Section
EXPERIENCE
Mintier Harnish
Associate, Planner, Intern
City of Napa
Police Officer
City of Napa
Assistant Planner
PROJECTS
General Plans for the Cities of American
Canyon, Bakersfield, Gilroy, Livingston,
Lompoc, Los Gatos, Pleasant Hill,
Rohnert Park, San Ramon, Solvang,
Susanville, Ukiah, Visalia, and the
Counties of Kern, Siskiyou, and Trinity
Zoning Ordinances/Codes for the Cities
of Folsom, Gilroy, Kerman, Pleasant
Hill, Reedley, Santa Clara, Selma,
Stockton, Town of Windsor, Visalia,
and the Counties of Calaveras, Madera,
Mariposa, Sierra, Siskiyou, and Trinity
Objective Design and Development
Standards for the Cities of Gilroy,
Santa Clara, Hayward, Kerman, Ukiah,
Town of Windsor, and Counties
of El Dorado, and Madera
Additional Projects:
SJV REAP Housing Study and Technical
Assistance Team, San Joaquin
A-5A-4
Page 328 of 365
MATTHEW JUMAMOY
PLANNER
Matthew is a Planner with Mintier Harnish. He specializes in updating housing
elements and designing informative municipal websites. Matthew is an
advocate for affordable housing with notable experience promoting Accessory
Dwelling Unit expansion in the City of San Jose. Matthew believes in a holistic
community-based approach to planning and enjoys working with and learning
from community stakeholders of diverse backgrounds. Matthew graduated
from Stanford University with a Bachelor of Arts in Urban Studies with a focus
on Environmental Sustainability and has an interest in the interrelated nature
of transit opportunity, wealth inequality, and environmental sustainability.
Matthew has contributed to the general plans for the cities of Ukiah, Rohnert
Park, Millbrae, and American Canyon. He has also contributed significantly to the
sixth cycle housing elements of Solvang, Pleasant Hill, and St. Helena.
matthew@mintierharnish.com
EDUCATION
Bachelor of Arts in Urban Studies
Stanford University
AFFILIATIONS
American Planning Association,
Sacramento Valley Section
EXPERIENCE
Mintier Harnish
Planner
Stanford University,
Department of Sociology
Undergraduate Research Assistant
PROJECTS
General Plans for the Cities of
Ukiah, Rohnert Park, Millbrae,
American Canyon, the Town of Los
Gatos, and the County of Trinity
6th Cycle Housing Elements for the Cities
of Pleasant Hill, Solvang, Lompoc, St.
Helena, and the County of Stanislaus
Zoning Ordinance Update
for the City of Reedley
Rincon Consultants, Inc.
Environmental Scientists · Planners · Engineers
EDUCATION
MESM, Bren School of
Environmental Science and
Management, University of
California, Santa Barbara
BA, Political Science, Cal Poly-
San Luis Obispo
CERTIFICATIONS/
REGISTRATIONS
American Planning Association
– AICP Certified (No. 02663)
Accredited Greenhouse Gas
Emissions Lead Verifier –
California Air Resources Board
YEARS OF
EXPERIENCE
17
Matt Maddox, AICP
Principal
Mr. Maddox serves as Principal within Rincon’s Environmental Planning and
Sustainability Consulting Group and oversees Rincon’s Sacramento office. In this
capacity, he is involved in a wide range of urban planning and land use studies,
sustainable, resilient and adaptation policy development, air quality and greenhouse
gas analysis, CEQA/NEPA environmental documentation, as well as community
involvement and permitting activities. Mr. Maddox has a strong background in long
range planning, policy, and environmental planning. He has contributed to successful
environmental and planning projects ranging from general plans to focused inner city
redevelopment studies, to climate action and adaptation plans and documentation
for compliance with environmental regulations, to greenhouse gas emissions analysis
for industrial facilities. Mr. Maddox has developed a focus in the area of urban
planning, sustainable design and resiliency policy, and greenhouse gas analysis.
SELECT PROJECT EXPERIENCE
Regional Plans and Programmatic Environmental Review
Principal-in-Charge, City of Port Hueneme – General Plan Update and
Environmental Impact Review, Port Hueneme
Principal-in-Charge, City of Novato – General Plan Technical Studies and
Environment Impact Report, Novato
Principal-in-Charge, City of San Luis Obispo – CEQA Greenhouse Gas
Thresholds/Guidance and Climate Action Plan/Greenhouse Gas Thresholds Initial
Study-Negative Declaration, San Luis Obispo
Principal-in-Charge, County of Sonoma – Housing Element, Environmental Justice
and Safety Element Update, Sonoma County
Project Manager, City of Avalon – Avalon 2030 General Plan and EIR, Avalon
Project Manager, City of Calipatria – Calipatria 2035 General Plan, Calipatria
Principal-in-Charge, County of Fresno – General Plan Update, Fresno County
Principal-in-Charge, Mintier Harnish, Various Counties/Cities
Principal-in-Charge, Mintier Harnish – Town of Windsor 2040 General Plan Update
and Environmental Impact Report, Sonoma County
Principal-in-Charge, Mintier Harnish – General Plan Update and Environmental
Impact Report, Union City
Principal-in-Charge, Mintier Harnish/City of Livingston – Livingston General Plan
Update 2035 and EIR, Merced County
Principal-in-Charge, Mintier Harnish/Town of Los Gatos – Los Gatos General Plan
Update EIR, Los Gatos
Principal-in-Charge, Mintier Harnish/City of Millbrae – Millbrae General Plan
Update EIR, San Mateo County
Environmental Project Manager, Mintier Harnish/City of Lompoc – Lompoc
Housing and Safety Element Update and CEQA, Santa Barbara County
Environmental Project Manager, Mintier Harnish/City of Solvang – Solvang General
Plan Update and EIR, Santa Barbara County
A-7A-6
Page 329 of 365
Rincon Consultants, Inc.
Environmental Scientists · Planners · Engineers
EDUCATION
MESM, Conservation Planning;
Bren School of Environmental
Science & Management,
University of California, Santa
Barbara
BA, Psychology; Brandeis
University
YEARS OF
EXPERIENCE
15
Chris Bersbach, MESM
Supervising Environmental Planner/Program Manager
Mr. Bersbach manages and prepares CEQA and NEPA documentation in the California
central coast region and technical air quality, greenhouse gas emissions, and noise
analyses for public agencies and private sector clients throughout California. He has
15 years of planning experience with an emphasis on environmental planning and
technical environmental analysis. His experience includes a wide range of technical
environmental and planning studies, including land and infrastructure development
projects, urban redevelopment projects, general plans and specific plans, solar power
facilities and other energy projects, waste and wastewater management facilities,
and other long-range planning projects.
SELECT PROJECT EXPERIENCE
General, Specific, and Community Planning
Project Manager, City of Pismo Beach – Pismo Beach General Plan and Local
Coastal Plan (GP/LCP) Update Program EIR, Pismo Beach
Project Manager, City of Morro Bay – Morro Bay General Plan and Local Coastal
Program Update and EIR, Morro Bay
Project Manager, City of Paso Robles – Olsen-South Chandler Ranch Specific Plan
EIR, Paso Robles
Project Manager, City of San Luis Obispo – San Luis Ranch Specific Plan Project EIR,
San Luis Obispo
CEQA and NEPA Compliance
Project Manager, City of Morro Bay – Embarcadero Road Battery Electric Storage
System Project EIR, Morro Bay
Project Manager, City of San Luis Obispo – 600 Tank Farm Road Mixed-Use Project
& AASP Amendment EIR, San Luis Obispo
Project Manager, City of Goleta – Heritage Ridge Residential Project EIR, Goleta
Project Manager, City of Arroyo Grande – Housing Authority of San Luis Obispo
Oak Park Affordable Housing Project, Class 32 Categorical Exemption, Arroyo
Grande
Project Manager, Cannon Engineering – Leanna Drive Creek Crossing Waterline
Project IS-MND and Biological Permitting, City of Arroyo Grande
Transportation Infrastructure
Project Manager, City of San Luis Obispo (subconsultant to GHD) – Prado Road-
U.S. 101 Interchange Project; Caltrans PEAR, CEQA/NEPA Environmental Technical
Studies, and IS-MND/EA, City of San Luis Obispo, CA
Project Manager, Santa Barbara County (subconsultant to TYLin) – San Ysidro
Road/North Jameson Lane/U.S. 101 Roundabout Project; Caltrans NEPA
Environmental Technical Studies and CEQA Analysis, Santa Barbara County
Project Manager, County of San Luis Obispo (subconsultant to Wallace Group) –
Avila Beach Drive/U.S. 101 Interchange Connection Visual Impact Assessment, San
Luis Obispo County
Rincon Consultants, Inc.
Environmental Scientists · Planners · Engineers
EDUCATION
MESM, Bren School of
Environmental Science &
Management, University of
California, Santa Barbara
BS, Ecology, Evolution and
Behavior, University of
California, Los Angeles
INSTRUCTOR
ESM 275 Principles and
Practice of Environmental
Planning, Bren School of
Environmental Science &
Management, University of
California, Santa Barbara
Lexi Journey, MESM
Senior Environmental Planner/CAP Specialist
Lexi Journey is a Senior Environmental Planner with Rincon’s Environmental and
Land Use Planning Group. Ms. Journey’s experience includes project management,
planning policy analyses, technical analyses, and outreach for assignments such as
General Plans, Community Plans, CAPs, and Local Coastal Plans as well as CEQA
environmental assessments. She has managed various projects including the Port
Hueneme General Plan Update, Avila Community Plan, Local Oxnard Coastal Plan
Update, and the County of Santa Barbara Climate Action Plan. Her passions and
specialties are climate vulnerability and adaptation, community engagement, and
environmental justice. She uses her wide breadth of planning expertise to teach
Principles and Practice of Environmental Planning at the Bren School of
Environmental Science & Management during the fall quarter.
SELECT PROJECT EXPERIENCE
Climate Action Plans
Program Manager, Santa Barbara 2030 County Climate Action Plan and EIR,
Santa Barbara County
Project Manager, City of Santa Barbara Climate Action Plan and IS-MND, Santa
Barbara
Project Manager, City of Camarillo Climate Action Plan, Camarillo
Project Manager, County of Merced Climate Action Plan, City of Merced
Project Manager, City of South Pasadena Climate Action Plan, South Pasadena
Project Manager, City of La Cañada Flintridge Climate Action Plan, La Cañada
Flintridge
General, Local Coastal, Wildfire, and Community Plans
Project Manager, Avila Community Plan, County of San Luis Obispo
Program Manager, Port Hueneme General Plan Update and Climate Action Plan
and EIR, Port Hueneme
Project Manager, City of Rancho Mirage General Plan Update, Rancho Mirage
Project Manager, City of Alhambra General Plan Update, Alhambra
Project Manager, City of Ventura General Plan Update, Raimi and Associates
Project Manager, City of Thousand Oaks General Plan Update, Raimi and
Associates
Project Manager, City of Palmdale General Plan Update, Raimi and Associates
Project Manager, City of Ojai General Plan Updates and EIR, Raimi and
Associates
Project Manager, Garland Ranch Regional Park Fuel Mitigation and Fire
Management Plan, Monterey Peninsula Regional Park District
Project Manager, Peer Review of Ventura County Community Wildfire
Protection Plan, Ventura Regional Fire Safe Council
Project Manager, City of Oxnard Local Coastal Program (LCP) Update, Oxnard
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Rincon Consultants, Inc.
Environmental Scientists · Planners · Engineers
EDUCATION
M.S., City and Regional
Planning, California Polytechnic
State University San Luis
Obispo, 2017
B.S., Field and Wildlife:
Biological Sciences, California
Polytechnic State University
San Luis Obispo, 2012
YEARS OF
EXPERIENCE
6
Ryan Russell, MCRP
Senior Planner/Project Manager
Ryan Russell is a Senior Planner within Rincon’s Environmental and Land Use Planning
group. Ryan’s experience includes project management, environmental analysis,
stakeholder and community outreach, planning and policy development for long
range plans, entitlement processing, and public presentations. Ryan has experience
with all aspects of the environmental review process including preparing CEQA
documents such as Initial Studies, IS-MNDs, complex programmatic and project-level
EIRs. Ryan has managed and supported environmental analysis of numerous long-
range planning documents such as Port Hueneme General Plan and Housing Element
and EIR, City of Lompoc Housing Element and associated CEQA analysis, and Paso
Robles Olson South Chandler Ranch Specific Plan EIR. Ryan is knowledgeable in land
use planning, Coastal Act, CEQA regulations, and municipal entitlement processing.
Between his project experience and technical expertise, Ryan is uniquely positioned
to provide quality environmental review for complex, long-range planning projects.
SELECT PROJECT EXPERIENCE
Project Manager, City of Goleta – Goleta Train Depot Master Plan EIR, City of
Goleta
Project Manager, City of West Hollywood – West Hollywood Housing Element
Update and EIR, West Hollywood
Project Manager, City of Lompoc Housing Element Update and CEQA, Lompoc
Project Manager, City of Lompoc – Organic Liberty and Mustang Cannabis IS-
MNDs
Project Manager, City of St. Helena – Housing Element Update and CEQA, St.
Helena
Assistant Project Manager, City of Port Hueneme – Port Hueneme Housing
Element and General Plan Update and EIR, Port Hueneme
Assistant Project Manager, City of Paso Robles – Olsen-South Chandler Ranch
Specific Plan EIR, City of Paso Robles
Assistant Project Manager, City of Arroyo Grande – Housing Authority of San Luis
Obispo Oak Park Affordable Housing Project, Class 32 Categorical Exemption,
Arroyo Grande
Assistant Project Manager, City of San Luis Obispo – 600 Tank Farm, San Luis
Obispo
Assistant Project Manager, City of Riverside, The Exchange EIR, Riverside
Assistant Project Manager, City of Berkeley – 3100 San Pablo Avenue Office and
R&D Project, Supplemental EIR, Berkeley, CA
Assistant Project Manager, Antelope Valley College Master Plan EIR, Lancaster
Todd Tregenza, AICP
Senior Project Manager
Qualified: BS, Community and Regional Development, University of California,
Davis, CA, 2007; AICP Certified Planner #29678
Connected: Young Professionals in Transportation Sacramento Chapter, Co-
Founder; American Planning Association
Professional Summary: Todd Tregenza has 15 years of professional experience in
various areas of transportation consulting with an emphasis on transportation
planning projects. He has assisted dozens of agencies on short and long-range
planning efforts, including the development of travel demand models, general plan
circulation elements, specific plans and master plans, corridor studies, capital
improvement programs, nexus and fee studies, transportation operational analysis,
and impact analyses. His experience spans public and private sector work for a
broad range of projects that require circulation, safety, and operational analysis from
a transportation perspective. Todd also has extensive experience as an On-Call
transportation planner for local agencies, assisting in the preparation of transportation
studies and grant applications, performing peer reviews of impact studies, and developing CEQA impact
analyses for development projects of all sizes.
Project Manager | Circulation Element, CIP, and
TIF Update | City of Arroyo Grande | Arroyo
Grande, CA | Managed preparation of adopted 2021
Arroyo Grande Circulation Element Update. Project
includes update of City’s Capital Improvement
Program and Transportation Impact Fee programs,
using a local area model developed and maintained
by GHD that has been updated to be consistent with
the most recent version of the SLOCOG regional
model. The City’s Transportation Impact Analysis
Guidelines were also updated to include VMT
policies and guidelines in compliance with SB 743.
Project Manager | US 101 Broadway Multimodal
Corridor Plan | Humboldt County Association of
Governments | Eureka, CA | Managed the
preparation of a multimodal corridor plan for US 101 in
the City of Eureka, following the Caltrans Corridor
Planning Guidelines. The corridor suffers a lack of
multimodal accessibility, poor travel reliability, and
high rates of severe and fatal pedestrian and bicycle
collisions. The corridor plan proposes major
reconfiguration of the roadway including provision of
robust Class IV bikeways, transit prioritization through
dedicated lanes and queue jump pockets, shortened
pedestrian crossings, and new couplets to redistribute
traffic. The study includes close coordination with City
and Caltrans partners, and seeks to inform
competitive grant applications including Solutions for
Congested Corridors Program.
Project Manager | Circulation Element, CIP, and
TIF Update | City of Galt | Galt, CA | Managing
preparation of third consecutive update to the City’s
AB 1600 TIF and nexus study, concurrent with a
focused updated to the City’s Circulation Element.
Led update to capacity needs assessment based on
full buildout of the City’s General Plan with an updated
2020 travel demand model. As part of this contract,
also developed low-VMT screening maps and SB 743
policies to guide the City’s development review.
Project Manager | Imola Corridor Complete
Streets Improvement Plan | Napa Valley
Transportation Authority | Napa, CA | Managed the
development of a 3.5-mile multimodal complete
streets plan for Imola Avenue in the City and County
of Napa. The plan primarily addressed safety
improvements for all road users and improved
pedestrian and bicyclist mobility. Coordinated plan
development with agency and community
stakeholders to ensure a community-driven process.
Improvements were prioritized and programmed
according to various measures of effectiveness,
including benefit-cost, constructability, and
environmental stewardship.
Project Manager | Comprehensive Development
Impact Fee Update | Economic & Planning
Systems | Benicia, CA | Managed the preparation of
transportation impact fee update for the City. Led
evaluation of various fee structures that could
address VMT, and defensible methodologies for
incorporating bicycle and pedestrian projects, without
using LOS, from the Solano Transportation Authority
regional ATP. Oversaw revisions to the Solano Napa
Activity-Based Model travel demand model to better
reflect anticipated land use growth.
Transportation Planner | General Plan Update |
City of Turlock | Turlock, CA | Responsible for
preparation of the Circulation Element update,
including policies and planned improvements.
Assisted in the preparation of the CEQA document
for the update, including all technical analysis for the
transportation and alternatives sections of the EIR.
As part of the General Plan update, responsible for
development of new Travel Demand Model, updated
to current conditions, used to evaluate proposed land
use and circulation alternatives. Technical analysis
included various traditional and new performance
metrics such as vehicle-miles traveled, Vehicle
Hours Traveled, volume-to-capacity ratio, and delay.
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Colin Burgett
Project Manager
Qualified: MCRP, City & Regional Planning, Cal Poly San Luis Obispo, 1998; BS,
Political Science, University of Oregon, 1993.
Professional Summary: Colin has over two decades of professional experience with
expertise in multimodal transportation and integrated transportation/land use planning.
He specializes in strategic planning for large-scale projects, including citywide
transportation plans, large area plans, campus plans, bicycle and pedestrian master
plans, EIR transportation studies, vehicle miles travelled (VMT) policy development and
assessments, bus rapid transit (BRT) corridor studies, and transit station area plans.
Colin has extensive experience with projects that emphasize corridor revitalization,
transit-oriented development, and complete streets planning. He manages projects that
place a strong emphasis on facilitating the interactions between transportation systems,
land use patterns and urban design components.
Project Manager | Redding 2045 General Plan
Transportation Element | City of Redding |
Redding, CA | Prepared a comprehensive update to
Redding’s Transportation Element incorporating
revisions to Redding’s planned complete streets
network and an emphasis on providing low-stress
bicycling and walking routes, and continuing the
trend of implementing “road diets” on arterials with
excess capacity.
Project Manager | Ukiah 2040 General Plan Mobility Element | City of Ukiah | Ukiah, CA |
Prepared a comprehensive update to Ukiah’s
Circulation Element incorporating complete streets
components and recommended vehicle miles
traveled (VMT) methodology and performance
metrics.
Project Manager | American Canyon 2045
General Plan Circulation Element | City of
American Canyon | American Canyon, CA |
Updated American Canyon’s Circulation Element
incorporating complete streets components and
refined street improvement plans.
Project Manager | Seaside 2040 General Plan
Mobility Element | City of Seaside | Seaside, CA |
Prepared a Mobility Element incorporating complete
streets components, revisions to citywide bikeway
network, identification of pedestrian priority focus
areas, and related land use and mobility projects.
The bikeway network component included a
comprehensive revision to the City’s planned
bikeway network to include bicycle boulevard
corridors and protected bike lanes. Facilitated public
workshops and advisory committee meetings.
Project Manager | Create Tiburon 2040 General
Plan Mobility Element | Town of Tiburon |
Tiburon, CA | Developed an updated Mobility
Element with an implementation-focus as part of a
comprehensive General Plan update. Facilitated
community input concerning transportation topics.
Project Manager | Brisbane Baylands Specific Plan EIR | City of Brisbane | Brisbane, CA |
Developed transit-oriented development plan
alternatives for a large brownfield site, including a
former railyard and commuter rail station, adjacent to
the San Francisco Bay.
Project Manager | Development Parking Studies |
Town of Windsor | Windsor, CA | Project Manager
for parking studies conducted for the Bell Village,
Windsor Mill, Shiloh Mixed Use and Windsor Town
Green Hotel projects in the Town of Windsor.
Provided recommendations concerning shared
parking to increase the efficient supply of parking.
Task Leader | Downtown Development Cap
Study | City of Palo Alto | Palo Alto, CA |
Assessed parking supply/demand, parking
management, and traffic conditions, as part of a
larger effort to review developmental trends and
calculate potential developmental capacity in
Downtown Palo Alto.
Task Leader | Comprehensive Pedestrian &
Bicycle Plan | City of Belmont | Belmont, CA |
Prepared a citywide pedestrian and bicycle master
plan, and the first such plan adopted by the City of
Belmont. Developed citywide bikeway network and
pedestrian priority improvement recommendations.
Worked with team on cost estimates. Worked closely
with City staff and technical advisory committee and
led walking tour. Prepared strategic implementation
plan and CIP list with recommended phasing.
Project Manager | Active Transportation Plan | City of Scotts Valley | Scotts Valley, CA |
Developed bicycle and pedestrian improvement
options and concept designs as a subconsultant to
Ecology Action. Conducted community outreach,
facilitated workshop discussions to gather input on
key needs, and presented improvement options to
community members.
Project Manager | Active Transportation Plan |
City of Patterson | Patterson, CA | Managed
initiation of a citywide Active Transportation Plan
(ATP) that focuses on non-motorized forms of travel,
identifies challenges to the current non-motorized
network, proposes solutions and identifies potential
funding sources. Oversaw development of a project
website to facilitate community outreach and led
discussions with the citizens’ advisory committee.
Rosanna Southern, EIT
Transportation Planner
Page 1
Qualified: BS, Civil, Environmental and Infrastructure Engineering, George Mason
University, Fairfax, VA, 2012; Engineer-in-Training, VA #420063509
Connections: Young Professionals in Transportation, Sacramento Chapter;
Women in Transportation Seminar, Sacramento Chapter
Professional Summary: Rosanna Southern is a transportation engineer with 10
years of experience who specializes in traffic engineering and transportation
planning, assisting dozens of agencies on short and long-range planning efforts,
including the development of travel demand models, general plan circulation
elements, traffic impact fee studies, corridor studies, and complete street plans.
Rosanna provides multi-modal operational analysis and traffic impact studies for a
variety of projects aimed at analyzing traffic operations. The support she provides
includes utilizing various software, such as VISSIM, Synchro, SimTraffic, Sidra,
HCS, TransCAD, and Cube.
Transportation Planner | City of Pismo Beach Circulation Element | City of Pismo Beach | Pismo
Beach, CA | Prepared an update to the City’s
General Plan Circulation Element consistent with
regional, statewide, and federal legislation -
specifically related to multimodal transportation.
Mapped existing multimodal conditions and proposed
circulation improvements in GIS format. Prepared the
Multimodal Circulation Plan. Assisted the City to
develop active transportation goals and policies,
including citywide and downtown LOS policies.
Transportation Planner | McSwain Community
Transportation Circulation Study and Traffic
Impact Fee Update | Merced County | Merced, CA | Prepared the circulation study, including a
Capital Improvement Program (CIP), Nexus, and fee
study. Created a nested community-level travel
demand model within the regional travel demand
model. Baseline socio-economic data was
aggregated at the parcel level using GIS data
obtained from the County in addition to field surveys
and observations. Utilized the model to forecast
General Plan buildout conditions, establish Nexus
and regional share, develop a CIP, and propose a
fee schedule. Prepared figures using GIS software.
Prepared reports and memorandums including
existing and forecasted intersection and roadway
traffic volumes, LOS analysis using Synchro
software, and documenting multi-modal facilities and
plans, the traffic impact fee Nexus and CIP.
Transportation Planner | Franklin-Beachwood Transportation Circulation Study and Traffic
Impact Fee Update | Merced County | Merced,
CA | Prepared the circulation study, including a CIP,
Nexus, and fee study. Created a nested community-
level travel demand model within the regional travel
demand model. Baseline socio-economic data was
aggregated at the parcel level using GIS data
obtained from the County in addition to field surveys
and observations. Utilized the model to forecast
general plan buildout conditions, establish Nexus
and regional share, develop a CIP, and propose a
fee schedule. Prepared figures using GIS software.
Prepared reports and memorandums including
existing and forecasted intersection and roadway
traffic volumes, LOS analysis using Synchro
software, documenting multi-modal facilities and
plans, the traffic impact fee Nexus, and CIP.
Transportation Planner | Templeton Area Travel Demand Model and Circulation Study Update |
County of San Luis Obispo | San Luis Obispo, CA | Comprehensively updated Templeton
community travel demand model to current baseline
conditions. Baseline socio-economic data was
aggregated at the parcel level using GIS. TAZ
structure was comprehensively overhauled to
increase the resolution of the model and to be
consistent with the boundaries of the community’s
three distinct fee areas. Utilized the model to
forecast General Plan buildout conditions, establish
Nexus and regional share, developed a CIP, and
propose fee schedule.
Transportation Planner | Avila Circulation Study
and Traffic Impact Fee Update | San Luis Obispo County | San Luis Obispo, CA | Prepared the
circulation study, including a CIP, Nexus, and Fee
Study. Created a new area-wide travel demand model
for the Avila Beach community. Baseline socio-
economic data was aggregated at the parcel level
using GIS data obtained from the County in addition to
field surveys and observations. Utilized the regional
travel demand model to calibrate the XX and IX/XI trip
information for the base and forecast models. Utilized
the model to forecast General Plan buildout conditions,
establish Nexus and regional share, develop a CIP,
and propose a fee schedule. Prepared figures using
GIS software. Prepared reports and memorandums
including existing and forecasted intersection and
roadway traffic volumes, LOS analysis using Synchro
software, documenting multi-modal facilities and plans,
the traffic impact fee Nexus, and CIP.
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TNDG – Roger A. Dale, Managing Principal
Education: MA, Resource and Environmental Economics, UC Riverside
BA, Economics, Claremont McKenna College
Mr. Dale has been affiliated with TNDG for 34 years (since 1988) and currently
serves as the firm’s managing principal. His background encompasses the fields
of real estate development, economic development, regional economic
analysis, environmental and land use policy, financial forecasting, and
renewable energy. His project experience with TNDG includes real estate
market forecasting, pro forma financial analysis, demographic research and
modeling, fiscal impact analysis, cost/benefit assessment, redevelopment/revitalization strategies,
business retention/attraction, workforce development program assessments, and preparation of
regional-scale economic development strategic plans. Selected project experience is listed below.
Market study and Economic Development Element for City of San Ramon General Plan Update
Fiscal impact modeling and land use forecasts for County of San Luis Obispo negation of city-
county tax sharing agreements
Market and pro forma financial analysis for City of Calabasas General Plan update
Market and fiscal impact analysis for City of Monterey Park General Plan update
Market, fiscal impact, and pro forma financial analysis of City of Alhambra General Plan update
Market and fiscal impact analysis for City of Costa Mesa General Plan update
Market and pro forma financial analysis for Fullerton Downtown Core/Corridors Specific Plan
Market study and development strategy for City of Santa Maria Downtown Specific Plan
Demographic forecasting and economic analyses for Cambria Community Services District
Retail market analysis and fiscal impact studies for proposed hotel and automobile dealership
projects (City of San Luis Obispo)
Hotel market analysis for City of Port Hueneme General Plan Update
Retail demand analysis for City of Carpenteria
Fiscal analysis for County of Ventura 2040 General Plan
Land use and cost/benefit forecasts for City of Los Angeles General Plan Framework Study
County of Ventura Economic Vitality Strategic Plan
City of Camarillo Economic Development Strategic Plan (including real estate market study)
Market and fiscal impact studies for proposed reconfiguration of Camarillo Springs Golf Course
Real estate market study (including hotel demand forecast) and pro forma financial analysis for
Downtown Oxnard
Developer outreach and pro forma financial analysis for Garvey Avenue Specific Plan (City of
Rosemead)
City of Beaumont Economic Development Strategic Plan
City of Menifee Comprehensive Economic Development Strategy
City of Escondido Comprehensive Economic Development Strategy
City of Palm Desert Economic Development Strategic Plan
TNDG – Joseph E. McClure, Senior Associate
Education: MS, Urban Planning, University of Arizona
BS, Architecture, University of Cincinnati
Mr. McClure has served as principal or manager of land economics research and
advisory-services organizations for over 35 years. Mr. McClure’s multidisciplinary
background incorporates many phases of the community and real estate
development process: economic analysis and strategy development, market and
financial feasibility assessment, and planning and design. McClure completed
additional post-graduate work in economic geography at UA. He is a registered
architect in Arizona. Joe’s organizational affiliations include the Western Regional Science Association,
the Urban Land Institute (ULI), and the Arizona Association for Economic Development (AAED). McClure
helps coordinate the firm’s technical focus on regional/land economic services and creative activities
within the firm that include promoting innovation in community development strategic planning and
fiscal and economic impact assessments. McClure has served both private developers and public
agencies at all levels of government, for projects in small and large cities, undeveloped and heavily
developed regions, and regions with special demographic and cultural characteristics. Selected project
experience is listed below.
Market study and Economic Development Element for City of San Ramon General Plan Update
Fiscal impact modeling and land use forecasts for County of San Luis Obispo negation of city-
county tax sharing agreements
Market and pro forma financial analysis for City of Calabasas General Plan update
Market and pro forma financial analysis for Fullerton Downtown Core and Corridors Specific
Plan
Market study and development strategy for City of Santa Maria Downtown Specific Plan
Retail market analysis and fiscal impact studies for proposed hotel and automobile dealership
projects (City of San Luis Obispo)
Fiscal analysis for County of Ventura 2040 General Plan
Market, fiscal impact, and pro forma financial analysis of City of Alhambra General Plan update
County of Ventura Economic Vitality Strategic Plan
City of Camarillo Economic Development Strategic Plan (including real estate market study)
Market and fiscal impact studies for proposed reconfiguration of Camarillo Springs Golf Course
City of Beaumont Economic Development Strategic Plan
City of Menifee Comprehensive Economic Development Strategy
City of Escondido Comprehensive Economic Development Strategy
City of Palm Desert Economic Development Strategic Plan
An economic impact of bicycle tourism in Arizona (AZ Department of Transportation)
Market assessment and benefits analysis for major tourist-oriented, destination retail centers,
and estimates of tourist spending (in Phoenix, AZ and Sparks, NV)
Metropolitan area siting and economic/fiscal impact study for major league sports facility (in
metro Phoenix)
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TNDG – Alan Levenson, Senior Associate
Education: MBA, University of California, Los Angeles
BA, Economics and Political Science, UC Riverside
Alan Levenson has been affiliated with TNDG for 22 years. His areas of expertise
include economic development strategic planning, regional economic analysis,
fiscal impact analysis, retail market evaluation, and real estate development
feasibility assessment. He has completed over 80 economic impact studies as
part of CEQA/NEPA processes, and has been involved in range of complex fiscal
and economic impact studies for residential and mixed-use development
projects. He has also been a principal participant in the preparation of a number
of economic development strategic plans, many of which have featured tourism as a targeted economic
activity. His MBA from UCLA included a concentration in real estate development and finance. Selected
project experience is listed below.
Market study and Economic Development Element for City of San Ramon General Plan Update
Fiscal impact modeling and land use forecasts for County of San Luis Obispo negation of city-
county tax sharing agreements
Market and pro forma financial analysis for Fullerton Downtown Core/Corridors Specific Plan
Market study and development strategy for City of Santa Maria Downtown Specific Plan
Retail market analysis and fiscal impact studies for proposed hotel and automobile dealership
projects (City of San Luis Obispo)
Hotel market analysis for City of Port Hueneme General Plan Update
Retail demand analysis for City of Carpenteria
Fiscal analysis for County of Ventura 2040 General Plan
Market and pro forma financial analysis for City of Calabasas General Plan update
Market and fiscal impact analysis for City of Monterey Park General Plan update
Market, fiscal impact, and pro forma financial analysis of City of Alhambra General Plan update
Market and fiscal impact analysis for City of Costa Mesa General Plan update
County of Ventura Economic Vitality Strategic Plan
City of Camarillo Economic Development Strategic Plan (including real estate market study)
Market and fiscal impact studies for proposed reconfiguration of Camarillo Springs Golf Course
City of Beaumont Economic Development Strategic Plan
City of Menifee Comprehensive Economic Development Strategy
City of Escondido Comprehensive Economic Development Strategy
City of Palm Desert Economic Development Strategic Plan
Assessment of recreational and amenity benefits associated with County of Los Angeles
watershed management programs
Simi Valley Restaurant Site Review (Rancho Simi Park and Recreation District)
Economic Development Asset Assessment: comprehensive data-mapping documentation of
public/private tourism assets for inventory, analysis, and visual mapping (Larimer County, CO)
A-17
MINTIER HARNISH | PROPOSAL FOR SERVICES
A-16
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Page 335 of 365
Item 11.a.
MEMORANDUM
TO: City Council
FROM: Brian Pedrotti, Community Development Director
BY: Andrew Perez, Planning Manager
SUBJECT: Discuss Scope of a Comprehensive General Plan Update
DATE: July 26, 2022
SUMMARY OF ACTION:
Establish a scope of work to include in the comprehensive update of the General Plan.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The Comprehensive General Plan Update is currently included in the budget with
$180,000 for FY22-23. Grant funding from Senate Bill 2, Local Early Action Planning
(LEAP), and Regional Early Action Planning (REAP) programs, in the amounts of
$52,000, $104,052, and $65,000, respectively, have been earmarked to cover costs
associated with the effort to develop objective design standards and amend the
development code. Additionally, on February 23, 2021, Council provided direction to
support the General Plan Update with SB 1090 Funds, currently $637,422 are unallocated
and a portion will be used to complete the General Plan Update. This will be a multi-year
effort which will require additional financial resources in subsequent years, as well as
dedication of significant staff time. Implementation measures proposed as part of the
General Plan Update, such code amendments and programs, may have future impacts
to financial resources, if supported by Council.
RECOMMENDATION:
Initiate a comprehensive update of the General Plan, which would include an update to
all existing elements except for the Housing Element, a consistency review of the Housing
Element, creation of an Environmental Justice, an update to the Climate Action Plan, the
creation of objective design standards, an overlay district providing specific development
standards for the East Grand Avenue corridor, and zoning ordinance updates.
BACKGROUND:
On February 23, 2021, the City Council discussed economic development goals and
priorities for purposes of creating a spending plan for funding obtained from Senate Bill
1090 (SB 1090). SB 1090 provided funding to San Luis Obispo County government
ATTACHMENT 2
Page 336 of 365
Item 11.a.
City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022
Page 2
entities to mitigate forecasted impacts from the impending closure of the Diablo Canyon
Nuclear Power Plant (DCNPP). Council supported allocating of a portion of these funds
to cover costs associated with the General Plan Update. Council emphasized the
importance of retaining local businesses and creating head -of-household jobs within the
City and identified a comprehensive General Plan update as a mechanism to achieve
those economic goals. During that meeting, staff was directed to return to the City Council
with a discussion on the scope of work related to the comprehensive General Plan update.
This item provides an overview of the existing General Plan and options for consideration
on to how to proceed with the General Plan update with regard to scope of work, staffing
resources, and costs.
The existing General Plan was last updated in 2001. The State of California Office of
Planning and Research as well as State statute require that the general plan be updated
“periodically.” While there is no strict requirement for how often to update the general
plan, the planning period is typically 15-20 years. Some cities and counties update their
general plans as often as every five (5) years, while others update in portions over time.
The need for a comprehensive update varies, but often can result from economic factors,
changing demographics, State regulations or simply because the existing General Plan
has become outdated or no longer reflects the community’s vision.
Since the last overhaul of the City’s General Plan, various elements have been updated
on an as-needed basis, such as the Housing Element (2020), Circulation Element (2021),
Economic Element (2012), and Agriculture, Conservation, and Open Space Element
(2007). However, the City has not completed a comprehensive update since 2001. Based
on standard practices and guidance from the State, the City is due for a comprehensive
update for a few reasons. Over the last twenty (20) years, planning practice and legislation
have evolved to require additional elements or policies, such as policies addressing
environmental justice. In addition, the City itself has changed over that time with regard
to demographics, economics challenges, and community needs. A major economic
challenge confronting the City is the closure of the DCNPP. DCNPP is a major local
employer and it has a profound impact on the economy as well as many other aspects of
daily life. While initially the decommissioning was expected to occur over a ten-year
period beginning in 2025, recent discussions at the State level have created the possibility
that the lifespan of the DCNPP may extend beyond the initial closure date. Despite the
uncertainty, it is in the City’s best interest to consider the implications of the
decommissioning of the plant. The comprehensive General Plan update process will be
one of many ways to help the City prepare for the future by providing an opportunity the
City re-establish its goals and priorities for land use and economic growth for the next
twenty (20) years.
Existing General Plan
The General Plan is the foundational policy document for the City, providing a vision as
to how the City will grow in accordance with community priorities and values while shaping
the future. It defines the framework by which t he physical, economic and human
Page 337 of 365
Item 11.a.
City Council
Discuss Scope of a Comprehensive General Plan Update
July 26, 2022
Page 3
resources of the City are to be managed and utilized over time. By providing a basis for
rational decision-making, this document guides decisions regarding:
Land use and circulation;
The design and/or character of buildings, open spaces, streets and other features;
The conservation of existing housing and the provision of new dwelling units;
The provision of supporting infrastructure and public services;
The protection of environmental resources and agricultural uses; and,
The protection of residents from natural and human-caused hazards.
The existing General Plan includes the following elements. Some elements are required
by state law, while others are optional.
Existing City of Arroyo Grande General Plan Elements Required by State Law
Land Use Element (2001)
Circulation Element (2021)
Noise Element (2001)
Safety Element (2001)
Housing Element (2020)
Agriculture, Conservation Element and Open Space Element (2007) (Note, the
City has combined Conservation and Open Space Elements into one element)
Existing Optional General Plan Elements that have been adopted by the City
Parks and Recreation Element (2001)
Economic Development Element (2012)
In addition to these adopted elements, the City adopted a Climate Action P lan in 2013.
The Climate Action Plan includes a number of policies and actions to help reduce
greenhouse gas emissions. While not a required component of the General Plan and not
adopted as an element of the City’s General Plan , the Climate Action Plan is directly
related to the Land Use and Circulation Elements (i.e. building of the 2001 General Plan),
as these are the basis for many of the modeling assumptions with regard to land use
patterns and vehicle miles traveled, both of which generate greenhouse g as emissions.
Greenhouse gas emissions must be addressed when preparing documents pursuant to
the requirements of the California Environmental Quality Act (CEQA) and therefore many
jurisdictions have adopted Climate Action Plans to comply with CEQA and str eamline
development projects.
ANALYSIS OF ISSUES:
When embarking on a comprehensive General Plan update , it is best practice to update
all elements of the General Plan simultaneously for several reasons , including but not
limited to compliance with new regulations, internal document consistency, accurate
reflection of current demographics and existing physical conditions within the city, and
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cost effectiveness. Comprehensive General Plan updates, depending on complexity,
resources and public engagement, commonly require 3 to 5 years to complete. They often
require an Environmental Impact Report, which if prepared in a particular manner, can be
relied upon by future development to either streamline environmental review or exempt a
project all-together from the requirements of CEQA, particularly if the City’s Climate
Action Plan is updated simultaneously.
Since the General Plan has not been updated since 2001, it is recommended that all
elements be updated. This is particularly important for critical elements such as the Land
Use Element, Noise Element and Safety Element. The Land Use Element is the driver
for most other elements. The Land Use Element establishes land use patterns for
development, open space, and parkland. Land use designations will be used to identify
circulation patterns and transportation needs, which in turn predicts noise sources to be
considered in the Noise Element. While the Circulation Element was recently updated,
any significant changes to land use patterns included in the Land Use Element will trigger
updates to the Circulation Element. The Safety Element should also be updated to reflect
new regulations and mitigation strategies related to urban/wildland interface wildfire
mitigation and other new safety related practices. The Economic Development Element,
though updated in 2012, should be updated to reflect new economic considerations. Staff
will continue to monitor the status of the Diablo Canyon Nuclear Power Plan
Decommissioning as the City embarks on this Update, as the final long-term plan for this
facility has the potential to impact aspects of economic development in the Five Cities
area. The Conservation and Open Space Element should be updated, especially if the
City intends to annex or process applications to develop any areas of land that are
currently designated for agriculture but envisioned to be developed in the future. Housing
Elements are required by law to be updated every 8 years, and the City’s Housing
Element was updated in 2020. Housing Elements are updated on a state-mandated cycle
of 8 years and often updated independently of other General Plan elements. The General
Plan update will need to include a review of the Housing Element to insure internal
document consistency is maintained, but an update is not anticipated because any
changes would again need to be certified by the State Department of Housing and
Community Development.
The following provides a high-level overview of what staff anticipates being included in
the update of each element:
Land Use Element – establishes land use patterns and general plan land use
designations that promote thoughtful, equitable, and accessible distribution of
different land uses. Land use decisions can improve public health, reduce
infrastructure costs, enhance the local economy, and address environmental
issues and therefore, public input and participation will be critical in this decision-
making process. Locally, the update to the Land Use Element will evaluate
residential densities in mixed-use zones, especially along the E. Grand Avenue
and El Camino Real corridors. The update will also consider and address any
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potential expansions of the City’s Sphere of Influence.
Circulation Element – is based on land use patterns established in the Land Use
Element and determines traffic volumes and transportation circulation patterns. It
identifies needed infrastructure improvements to accommodate transportation
patterns (e.g. road widening, pedestrian or bicycle paths, sidewalks). The City
may use this as an opportunity to prioritize non-vehicular travel or modify streets
in such a way so as to calm traffic or make it more pedestrian friendly. The
preparation of an Active Transportation Plan, which is anticipated to be adopted
during the General Plan update, may also necessitate revisions to the Circulation
Element.
Noise Element – is based on the land use patterns and Circulation Element and
determines baseline noise levels as well as noise levels in the future based on
projected growth in accordance with the land use plan. It allows the City to develop
noise thresholds and policies related to noise. This Element will be reviewed and
updated as necessary to ensure that noise exposure information and existing
policies are consistent with changing land use patterns since 2001, as well as
anticipated changes.
Safety Element – establishes policies to better prepare the City for natural and
human hazards, e.g. wildfires, earthquakes, hazardous materials spills, and other
emergencies. The Countywide Local Hazard Mitigation Plan will be incorporated
into this Element.
Agriculture, Conservation and Open Space Element – identifies policies for
protecting and conservation open spaces, agricultural lands , and other natural
resources. Updates will consider mitigation measures when agricultural properties
are proposed for conversion to urban uses.
Parks and Recreation Element – establishes goals and policies to ensure the City
meets the parkland and recreational needs of the community. This effort will
evaluate existing recreation resources and programs and create necessary
policies and implementation measures to meet those needs.
Economic Development Element – establishes goals and policies to help the City
create a thriving economy and met community needs. Policies to retain local
businesses and attract head-of-household jobs will be prioritized in the update,
especially with likelihood of the decommissioning of DCNPP.
Environmental Justice Element
State law now requires jurisdictions with census-defined economically disadvantaged
communities to include Environmental Justice as a part of the General Plan either in a
standalone Element or by integrating related goals, policies, and objectives throughout
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the other elements. An Environmental Justice Element is defined by the State of California
as an element that promotes “the fair treatment and meaningful involvement of people of
all races, cultures, incomes, and national origins with respect to the development,
adoption, implementation, and enforcement of envi ronmental laws, regulations, and
policies.” Many jurisdictions have opted to prepare an Environmental Justice Element
regardless of the presence of disadvantage communities so as to promote equity,
diversity and consideration of all demographics and econom ic classes within general
planning. The City does not have any economically disadvantaged commun ities, as
defined by the State. However, the San Luis Obispo Council of Governments (SLOCOG)
developed a regional definition of disadvantaged communities to ide ntify communities
that are disproportionately burdened by economic distress and/or have been historically
underrepresented as part of the local government process within the region. SLOCOG’s
Disadvantaged Communities Assessment identified thirteen (13) var iables that address
a wide range of socioeconomic and population-based factors to geographically define
these disproportionately-burdened areas. This Assessment identified multiple
disadvantaged communities within the City, which are located predominantly in the
southern and western areas of the City. Data from the Disadvantaged Communities
Assessment was approved for use in the 2023 Regional Transportation Plan. An
Environmental Justice Element will establish goals, policies, and programs to promote
equity and address the unique and compounded health risks present in disadvantaged
communities by prioritizing improvements and programs that meet the needs of these
communities
Healthy Communities Element
Additionally, it has become increasingly common for jurisdictions to prepare an optional
Healthy Communities Element. These elements address the intersection of public health
and planning, including transportation and active living, access to nutritious foods, access
to health care, mental health, quality of life, and environmental health. The concept is
that health and well-being of residents are fundamental to quality of life and economic
vitality. Healthy Communities elements help to foster a “health in all policies” approach,
which promotes better health for everyone by improving access to healthy environments
throughout the community. Staff anticipates policies and programs to implementing
Healthy Communities objectives will be combined with Environmental Justice Element.
Climate Action Plan
As previously mentioned, although the Climate Action Plan is not a part of the General
Plan, it is directly related to the Land Use and Circulation elements. Updates to the Land
Use Element and Circulation Element will render the Climate Action Plan outdated.
Therefore, it is recommended that the City include an update of the Climate Action Plan
as a part of the General Plan update to assure ongoing compliance with CEQA and allow
streamlining of development projects.
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Economic Development and East Grand Avenue
As stated earlier, the 2012 Economic Development Element is proposed to be updated
as part of the General Plan update to reflect new and ongoing economic realities. As part
of this effort, staff will be partnering with the South County Chambers of Commerce to
understand the current local and regional business climate through tools such as surveys
and other business data, and to obtain an understanding of the necessary stakeholders
to help guide economic development policies.
As part of the City’s efforts to encourage and incentivize investment on East Grand
Avenue, the City began a stand-alone effort to create an East Grand Avenue Master Plan
in 2017. With the objectives to evaluate existing conditions, complete a real -estate
market study, review parking policies, and engage the community to find consensus
among the various stakeholders, several studies were completed, but the effort ultimately
stalled in 2020 prior to the COVID pandemic. Staff recommends that the General Plan
Update scope include a specific focus on this corridor, including a comprehensive
evaluation of land uses and density, development forms, parking policies, and complete
streets architecture. This information would be used as the basis for a potential zoning
overlay district for the East Grand Avenue corridor to be adopted with the General Plan
Update.
Objective Design Standards / Zoning Amendments
Grant funding was awarded to the City from SB 2 and Local Early Action Planning
program for the purpose of creating objective design standards that will assist in the
streamlining of development review. State law defines objective standards as those that
“involve no personal or subjective judgment by a public official and are uniformly verifiable
by reference to an external and uniform benchmark or criterion available and knowable
by both the development applicant and public official prior to submittal.” The State of
California has adopted legislation requiring cities to approve certain housing proposals
through ministerial, or "over-the-counter," processes based on objective standards. The
result of these laws is to encourage cities to create quicker, more accessible pathways
for housing to be built.
Further, it is anticipated that updates to the General Plan would necessitate changes to
proposed zoning districts, land uses, development standards, and permit processing
procedures. Staff would anticipate that the Update would include written
recommendations for municipal code amendments, including objective design standards.
The codification of these amendments would be an implementation measure following
the completion of the Update.
Diversity, Equity, Inclusion, and Justice
In January of 2021, the City Council adopted Resolution No. 5142 approving a Diversity,
Equity, Inclusion, and Justice (DEIJ) Policy, stating the City’s commitment toward
supporting, promoting, and implementing DEIJ principles and practices. The General Plan
Update provides a unique opportunity to examine existing goals and policies in the City’s
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documents through the lens of DEIJ, and to ensure that the Update incorporates these
principles. The adopted DEIJ policy identifies several implementation measures relevant
to the General Plan Update effort, as follows:
Provide informed, authentic leadership supporting diversity, equity, inclusion, and
justice by:
1. Connecting diversity, equity, inclusion, and justice to the City’s mission as
critical principles to ensure the well-being of the City’s employees and the
community;
2. Acknowledging and dismantling inequities within the City’s policies, systems,
programs, and services, including continual review and updates to support
ongoing progress;
3. Embedding language in the City’s plans, policies, and goals consistent with the
intent of this Policy to promote diversity, equity, inclusivity, and justice;
4. Exploring potential underlying, unquestioned assumptions that interfere with
diversity, equity, inclusivity, and justice.
Promote inclusive outreach to diverse communities by:
1. Identifying traditionally underrepresented or marginalized communities within
the City and developing and implementing strategies to increase effective
communication and engagement;
2. Regularly conferring with representatives of diversity groups to better
understand and support the community and to ensure ongoing application and
review of this Policy;
3. Work with community partners to support opportunities for professional
leadership and DEIJ training for small businesses within the City;
4. Intentionally incorporate DEIJ initiatives into the City’s economic development
efforts, including support for small and diverse businesses;
5. Evaluating barriers to participation in decision-making processes by
traditionally underrepresented or marginalized communities and developing
mechanisms to reduce identified barriers;
6. Fostering an environment of inclusivity in internal and public-facing events,
meetings, and processes through intentional application of this Policy.
As shown from the language above, a significant portion of the policy is dedicated to
promoting the tenets of DEIJ, including equitable outreach to historically
underrepresented communities. This will be particularly salient for a comprehensive
General Plan Update, which is a community-wide document. Expertise in this area will
be expected in the search for consultants as part of the RFP process. Additionally, staff
will solicit input and participation through the update process from underrepresented or
marginalized communities through outreach to community groups and leaders.
Considerations will be made to accommodate residents with non -traditional work
schedules, language barriers, and accessibility barriers in order to obtain comments and
input that represent all community members.
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Public Outreach
Although it has been previously mentioned, it is worth noting that public engagement and
participation will be vital to the success of the project. Staff and the City’s consultant will
actively solicit public engagement throughout the process, but especially during the
visioning process. The GP Update will be a community-driven process consisting of
technical analysis and extensive public outreach. Existing conditions and baseline data
will be gathered and presented to the community at workshops and surveys to extract the
issues, opportunities, and priorities that will form the vision on which the update is
focused. Other opportunities for public engagement will be during public hearings,
workshops, and review of draft elements and environmental documents. A stakeholder
group will be sought to ensure a diversity of opinions, perspectives, and interests are
represented. Representatives from the school district, bike coalition, Chamber of
Commerce, Diversity Coalition of SLO County, R.A.C.E. Matters, and other interest and
diversity groups will be invited to participate.
Update Process and Timeline
A comprehensive General Plan update typically follows a 10-step process over a span of
multiple years. The steps are described in more detail below, including the a nticipated
time required for each step. There will be overlap in activities, but the project is anticipated
to take approximately three years.
1. Scoping – determine which elements will be updated, prepare and release a
Request for Proposals for consultant support for the work effort, identify staffing
resources needed, and award consultant contract (2-3 months).
2. Structure and Schedule the Process – work with consultant to create a specific
framework as to how the process will unfold, who will be involved , what are the key
milestones, deadlines and deliverables. Establish meeting schedule frequency
with staff and public. A joint meeting with the Planning Commission and City
Council will be held to review and affirm the framework created by staff and its
consultant. Develop a public engagement strategy to identify when and how public
input will be solicited (2-3 months).
3. Gather and Analyze Data – conduct baseline inventories of existing documents,
economic and population data, public facilities and service in formation (e.g. water
supply, sewer systems). Conduct technical studies to inform and aid the visioning
process and assist in development of environmental documents (9 -12 months).
4. Identify Problems, Issues, and Concerns (PIC’s) - identify the significant problems
(and opportunities), issues, and concerns facing the community. This step
presents the first opportunity for widespread community engagement and
participation, likely in the form of both surveys and a workshop. This step is crucial
because the resulting PIC’s will function as the foundation for the comprehensive
plan and what should be updated (3-6 months).
5. Develop a “Vision” for the Plan - The feedback obtained in the previous step will
be synthesized into the vision statement that will guide the update. The vision will
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encapsulate the community’s aspirations for the next twenty years. (1-2 months).
6. Prepare an Administrative Draft - once the plan’s vision statement is completed,
the next step is to establish specific plan goals, objectives, and policies to
implement the vision. Development of the objective design standards will begin
during this step of the process (12-18 months).
7. Generate and Evaluate Plan Alternatives– drafts of the updated Elements should
be evaluated to formulate a series of possible land use futures for the city. Each
element should be tied to the plan’s vision statement, specific community goals
and objectives, as well as different growth scenarios. (3-6 months).
8. Select and Develop a Preferred Plan – select the preferred option from the list of
alternatives developed in the previous step and prepare the final draft (3-6
months).
9. Commence Environmental Review - Once a final draft General Plan has been
prepared, an Environmental Impact Report (EIR) will also then be prepared and
evaluate all potential impacts of the draft plan . The EIR should include
comprehensive analysis of for areas where significant projects are likely to be
located in the future, and make considerations for these projects to streamline the
future environmental review process (12-18 months).
10. Adopt the Plan and Certify the Environmental Impact Report – hold hearings as
necessary at the Planning Commission and ultimately the City Council (1-2
months).
Once a plan is adopted, it is critical to develop a monitoring plan to ensure success. This
includes identifying necessary funding for implementation of policies and programs,
prioritizing staffing resources, and tracking progress towards goals and objectives.
Staff Direction and Resources Required
As discussed previously, there are various ways in which a comprehensive General Plan
update can be accomplished. There will be numerous opportunities during the process
to delve deeper into issues as exemplified in the 10 -step process above. At this point in
the process, staff is requesting initial direction on the scope of the effort , including the
elements to be updated and/or created as recommended by staff. Once direction is
provided, staff will prepare a Request for Proposals and seek bids on consultant support
and return to the City Council for contract approval. While consultants provide expertise
in particular areas such as environmental impact analysis, certain City staff will need to
be fully engaged in the process to facilitate public meetings, outreach, and provide
direction and guidance to consultants. It is expected that once this proc ess is initiated,
the General Plan Update will require significant involvement from Community
Development Department staff for multiple years. It is also anticipated that other
departments, such as Public Works, will need to be involved. Funding from grants
programs such as SB 2, LEAP, and REAP are dedicated to development of objective
design standards, which are part of the GP Update, and SB 1090 funds are also available
to support the project as a whole. While it is difficult to estimate total project costs prior to
the submission of consultant proposals, staff anticipates a cost of approximately $500,000
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for the combined General Plan Update and EIR.
CEQA
It is anticipated that the General Plan Update will require an Environmental Impact Report
pursuant to the requirements of the California Environmental Quality Act. Staff
recommends that the scope include provisions to try and streamline the environmental
review process by allowing subsequent development to “tier” off of the Environmental
Impact Report for the General Plan Update. “Tiering” allows an applicant to use the
standard mitigation measures adopted with this Update rather than developing specific
mitigation measures for an individual project. This would reduce costs and the processing
time associated with the environmental review process. Staff would include this provision
and work with any contracted consultants to refine the environmental review process.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Initiate a comprehensive update of the General Plan, which would include an
update to all existing elements except for the Housing Element, a consistency
review of the Housing Element, creation of an Environmental Justice, an update to
the Climate Action Plan, the creation of objective design standards, an overlay
district providing specific development standards for the East Grand Avenue
corridor, and zoning ordinance updates; or
2. Alternative 1, except the creation of a separate, stand-alone Healthy Communities
Element; or
3. Provide other direction to staff.
ADVANTAGES:
The last comprehensive update of the City’s General Plan was completed in 2001. A
comprehensive update will create a vision and establish goals, policies, and programs to
guide the community’s growth over the next generation in accordance with its priorities
and values.
DISADVANTAGES:
A comprehensive update will require significant financial resources and staff time.
ENVIRONMENTAL REVIEW:
No environmental review is required for the scoping meeting. An EIR will be necessa ry to
evaluate potential impacts of the comprehensive plan update.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
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2/1/23, 5:23 PM City Council Meeting - July 26, 2022
https://pub-arroyogrande.escribemeetings.com/Meeting.aspx?Id=1d3c0889-dc8a-4aff-9598-91f62b009346&Agenda=PostMinutes&lang=English&Item=38&Tab=attachments 4/5
11.a
Attachments | Public Comments
1.CC 2022-07-26 General Plan Update.pdf
This item was heard out of order.
Community Development Director Pedrotti provided a presentation discussing
the scope of the Comprehensive General Plan Update and responded to
questions from Council.
Mayor Ray Russom invited public comment. Speaking from the public was Jim
Guthrie. No further public comments were received.
Councilmember Paulding made a motion to approve staff's recommendation.
Mayor Ray Russom requested that the issue of timing be included in the
motion.
Councilmember Paulding amended his motion to approve staff's
recommendation and direct staff to include language in the Request for
Proposals (RFP) regarding a two-year completion timeline. Mayor Ray Russom
clarified that she would like the consultant to identify a plan to complete the
scope of work within two years.
Councilmember Paulding amended his motion.
Moved by Council Member Paulding
Seconded by Council Member Barneich
Approve staff's recommendation to proceed with Alternative 1, and direct staff
to ensure that the RFP includes language requiring the Consultant to include a
proposal for completing the scope of work within a two year timeframe and a
proposal for completing the scope of work within a three year timeframe.
AYES
(5)
Mayor Ray Russom, Council Member Paulding, Council Member
Barneich, Council Member Storton, and Mayor Pro Tem George
Passed (5 to 0)
12.
The City Council provided brief reports from the following committee, commission, board, or
other subcommittee meetings that they attended as the City’s appointed representative.
12.a
1. California Joint Powers Insurance Authority (CJPIA)
2. South San Luis Obispo County Sanitation District (SSLOCSD)
3. Tourism Business Improvement District Advisory Board
4. Other
12.b
1. County Water Resources Advisory Committee (WRAC)
2. Visit SLO CAL Advisory Board
3. Other
12.c
1. Audit Committee
2. Homeless Services Oversight Council (HSOC)
3. Zone 3 Water Advisory Board
4. Other
12.d
1. Air Pollution Control District (APCD)
2. Brisco/Halcyon Interchange Subcommittee
3. Council of Governments/Regional Transit Authority/ South County Transit
(SLOCOG/SLORTA/SCT)
4. REACH SLO Advisory Commission
5. Other
12.e
1. Brisco/Halcyon Interchange Subcommittee
2. Five Cities Fire Authority (FCFA)
3. Integrated Waste Management Authority Board (IWMA)
4. South County Chambers of Commerce Governmental Affairs Committee
5. Other
Discuss Scope of a Comprehensive General Plan Update
CITY COUNCIL REPORTS
MAYOR RAY RUSSOM:
MAYOR PRO TEM GEORGE:
COUNCIL MEMBER BARNEICH:
COUNCIL MEMBER PAULDING:
COUNCIL MEMBER STORTON:
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Item 12.a.
MEMORANDUM
TO: City Council
FROM: Nicole Valentine, Director of Administrative Services
Bill Robeson, Assistant City Manager/Public Works Director
BY: Aleah Bergam, Management Analyst
Shane Taylor, Utilities Manager
SUBJECT: Consideration of a Resolution Suspending Penalties for Failure to
Meet Required Water Use Reductions During the Current Stage 1
Water Shortage Emergency
SUMMARY: Adopting the Resolution suspending water penalties is not a project
subject to the California Environmental Quality Act (“CEQA”) because
it has no potential to result in either a direct, or reasonably foreseeable
indirect, physical change in the environment (State CEQA Guidelines,
§§ 15060, subd. (b)(2)-(3), 15378.) Alternatively, this is not a “project”
as defined by CEQA because suspension of the penalties is merely
administrative activity related to the implementation of Resolution
5119. (See State CEQA Guidelines, § 15378(b)(2),(4))
DATE: February 14, 2023
SUMMARY OF ACTION:
Approval of the proposed Resolution will a uthorize the Administrative Services Director
to suspend penalties incurred by customers for failure to meet required water use
reductions imposed pursuant to the Stage 1 Water Shortage Emergency Declaration
adopted on October 12, 2021, Resolution 5119.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
The following mandatory financial penalties are currently levied on all water users who
fail to reduce consumption in the percentages required in Paragraphs B and C of Exhibit
“A” of Resolution 5119 declaring a State 1 Water Shortage Emergency:
First Violation: Written notice of violation and opportunity to correct violation.
Second Violation: $50 penalty
Third Violation: $100 penalty
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Item 12.a.
City Council
Consideration of a Resolution Suspending Penalties for Failure to Meet Required
Water Use Reductions During the Current Stage 1 Water Shortage Emergency
February 14, 2023
Page 2
Subsequent Violations: $200 penalty
Failure to pay: The City may discontinue water service to any customer who fails
to pay penalties billed on the regular water bill. Any water shutoffs shall occur in
compliance with Health and Safety Code 116900 et seq., known as the Water
Shutoff Protection Act. Service will be restored upon full payment of all outstanding
balances and reconnection charges. A delinquent bill shall also be increased by
penalty of ten (10) percent of the amount of delinquency.
Since the Stage 1 Water Shortage Declaration was adopted on October 12, 2021, the
City has billed a total of $379,700 in mandatory penalties associated with failing to meet
required water use reductions.
Suspending mandatory penalties reduces staff time and resources associated with
penalty notices, conducting site visits with property owners about water conservation
options and to conduct water audits, responding to inquiries from residents and water
meter “re-reads”, and W ater Shortage Appeals Board (WSAB) time reviewing appeals for
baseline adjustments. AGMC Section 13.07.070 contains procedures for adjustments to
the water allocation or water reduction requirements if a customer can provide evidence
of unique circumstances. As of January 27, 2023, the Utilities Manager has reviewed
1,381 requests for baseline adjustments.
RECOMMENDATION:
Adopt a Resolution authorizing the City’s Administrative Services Director to suspend
penalties imposed pursuant to the Stage 1 Water Shortage Emergency Declaration
adopted on October 12, 2021, Resolution 5119, for failure to meet required water use
reductions for February 2023 billing dates and all future billing dates until otherwise
directed by the City Council.
BACKGROUND:
On October 12, 2021, Council approved Resolution 5119 declaring a Stage 1 Water
Shortage Emergency and implementing Emergency Water Shortage Restrictions and
Regulations (Attachment 2). At the time, the City of Arroyo Grande, along with much of
the State of California was experiencing historic drought conditions that negatively
impacted the City’s water supply and necessitated conservation requirements and the
application of mandatory water use reductions.
AGMC and Declaration of Stage 1 Water Shortage Emergency
Chapter 13.07 of the Arroyo Grande Municipal Code (AGMC), Emergency Water
Shortage Restrictions and Regulations, provides for stages of action that will be
undertaken in response to water supply shortages and related triggering conditions.
Chapter 13.07 was added to the AGMC in February 2015.
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Item 12.a.
City Council
Consideration of a Resolution Suspending Penalties for Failure to Meet Required
Water Use Reductions During the Current Stage 1 Water Shortage Emergency
February 14, 2023
Page 3
In February 2017, AGMC Chapter 13.07 was amended to provide for stages of action
consistent with the City’s revised Urban Water Management Plan. The stages of action
were created in recognition of the fact that the City's water supply consists of a
combination of water from the Lopez Reservoir and groundwater sources, and that a
variety of specific factors can result in the need to implement specific conservation
measures, such as unanticipated interruptions of local water deliveries or the imposition
of additional State mandated reductions in water use.
AGMC Section 13.07.030(A) provides that after holding a noticed public hearing in
accordance with the requirements of Water Code Section 350, et seq., the City Counc il
may declare a Stage 1 Water Shortage Emergency and institute reductions in water
usage based upon historical use. Water Code Section 350, et seq., authorizes the
governing body of a public water supply distributor to declare that water shortage
emergency conditions prevail within the area served by such distributor whenever it finds
and determines that the ordinary demands and requirements of water consumers cannot
be satisfied without depleting the water supply of the distributor to the extent that ther e
would be insufficient water for human consumption, sanitation, and fire protection. Water
Code Section 353 provides that when such a water shortage emergency is declared, the
governing body shall adopt necessary regulations and restrictions on the delive ry and
consumption of water.
Under AGMC Section 13.07.030(A), triggering conditions for a Stage 1 Water Shortage
Emergency may include, but are not limited to, a determination that the water level at the
Lopez Reservoir is at or below fifteen thousand (1 5,000) acre-feet. When the Stage 1
Water Shortage Emergency was initially considered by Council on September 28, 2021,
Lopez Reservoir was anticipated to fall below the triggering threshold of 15,000 acre -feet
by approximately October 14, 2021.
AGMC Section 13.07.090 explains that penalties will be imposed to create a meaningful
incentive to reduce water. Under AGMC Section 13.07.030(A)(2),” penalties may also be
modified or amended by the City Council as deemed necessary and appropriate upon a
determination of the severity of the water shortage emergency.”
2021 and 2022 Water Supply and Demand Conditions
On July 8, 2021, Governor Gavin Newsom issued a Proclamation of a State of
Emergency, pursuant to the California Emergency Services Act, due to drought in several
counties in the State, including San Luis Obispo County. On July 13, 2021, the San Luis
Obispo County Board of Supervisors (Board) declared a local drought emergency; and,
on August 24, 2021, the Board enacted the Lake Lopez Low Reservoir Response Plan
(LRRP) for Lopez Lake. The LRRP was developed by the San Luis Obispo County Flood
Control and Water Conservation District Zone 3 and provides for a series of management
procedures that are to be followed when the reservoir level drops below 20,00 0 acre-feet.
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Item 12.a.
City Council
Consideration of a Resolution Suspending Penalties for Failure to Meet Required
Water Use Reductions During the Current Stage 1 Water Shortage Emergency
February 14, 2023
Page 4
On September 22, 2021, Lopez Lake was at 15,426 acre-feet of storage and water levels
at Lopez Lake had been dropping at the rate of approximately 150 acre -feet per week
and was, therefore, expected to fall below the triggering threshold of 15,000 acre -feet by
approximately October 14, 2021. On September 8, 2021, the Zone III Technical Advisory
Committee endorsed the action of reducing contract deliveries by 10%. The City began
reducing the flow of Lopez Lake deliveries on September 15, 2021, to 1.9 million gallons
per day, compared to the normal flow of 2.2 million gallons per day. On July 21, 2022, the
Zone III Advisory Board approved the Technical Advisory Committee’s recommendation
to reduce contract deliveries by 20% prior to Lopez Lake reaching 10,000 acre -feet. As a
result, the City began reducing the flow of deliveries on July 26, 2022, to 1.7 million
gallons per day. As of December 1, 2022, deliveries from the Water Treatment Plant were
restricted to 1.3 million gallons per day.
In addition, after the declaration of the Stage 1 Water Emergency, the Lopez Water supply
contract with the County was amended to include storage rights for Lopez water
contractors. At this time, the City holds 774.60 acre-feet in stored water in addition to the
normal 2,290 acre-feet entitlement.
January 2023 Storms
On January 4, 2023, Governor Newsom issued a Proclamation of a State of Emergency
relating to severe winter storms and a series of atmospheric river systems that struck
California beginning December 27, 2022, bringing high winds, substantial precipitation,
and river, stream, and urban flooding. After the substantial precipitation from the storms,
water levels at Lopez Lake increased significantly, from 10,800 acre-feet at the end of
December 2022, to 26,883 acre-feet as of February 6, 2023.
At the January 19, 2023, Zone III Technical Advisory Committee voted to suspend the
LRRP, thereby rescinding contract deliveries to City and other Lopez water contractors.
At its regular meeting on January 24, 2023, two members of the City Council directed
staff to present a Resolution to suspend penalties under the Stage 1 Water Shortage
Declaration at its next regular meeting in light of the increased water levels at Lopez
Reservoir.
ANALYSIS OF ISSUES
AGMC 13.07.030(A)(2) preserves the discretion of the City Council to modify or amend
the imposition of mandatory financial penalties during a Stage 1 Water Shortage
Declaration based on the conditions of the City’s water supply. As of January 27, 2023,
the United States Drought Monitor showed San Luis Obispo County as no longer in an
extreme drought (as was identified in September 2021), but rather as abnormally dry. As
of February 6, 2023, Lopez Reservoir levels are at 26,883 acre-feet and 54.4% of
capacity. While this level exceeds the 15,000 acre-feet threshold identified in the AGMC
as potentially triggering a Stage 1 Water Shortage Emergency, the Governor’s drought
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Item 12.a.
City Council
Consideration of a Resolution Suspending Penalties for Failure to Meet Required
Water Use Reductions During the Current Stage 1 Water Shortage Emergency
February 14, 2023
Page 5
declaration issued in July 2021 remains in effect. It is anticipated that this may be
rescinded after the conclusion of the water year in April 2023, depending on the outcome
of the remainder of the wet season. Until then, it is recommended that the existing Stage
1 Water Shortage Declaration remain in place. However, staff recommends suspending
the imposition of financial penalties on customers who do not meet their required water
use reductions in light of the current water levels at Lopez Reservoir and the lifting of the
LRRP.
Additionally, following direction by Council to bring a Resolution fo rward to suspend
penalties, the City Manager directed staff to withhold penalties that may have otherwise
been incurred for customers whose bills were issued on February 1, 2023. The proposed
Resolution (Attachment 1) includes a provision ratifying this di rection to ensure that
penalties will be deemed suspended for all customers for February billing dates and
beyond. Penalties may resume if so directed by the City Council by adopted Resolution
at a future date, depending on the status of the City’s water supplies.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Adopt a Resolution authorizing the City’s Administrative Services Director to
suspend penalties for February billing dates and all future billing dates for failure
to meet required water use reductions imposed pursuant to the Stage 1 Water
Shortage Declaration adopted on October 12, 2021, Resolution 511 9; or
2. Do not adopt the proposed Resolution, in which case penalties will continue to
apply to customers who exceed their water use allocations under Resolution 5119;
or
3. Modify and adopt the Resolution to confirm the suspension of penalties for bills
issued in February and/or to establish an end date the period in which penalties
will be suspended; or
4. Wait to consider whether to suspend penalties if and when the Governor decides
to rescind the State Drought Emergency; or
5. Provide other direction to staff.
ADVANTAGES:
This action will provide financial assistance to residents who are being charged penalties
for exceeding their baseline water allotment at a time where the community is still
recovering from the severe impacts of the January 2023 storms. In addition, this action
reduces staff time associated with notices and billing for penalties, evaluating requests
for baseline adjustments, responding to inquiries from residents, conducting site visits
with property owners about water conservation options and to conduct water audits, a nd
responding to requests for water meter “re-reads.”
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Item 12.a.
City Council
Consideration of a Resolution Suspending Penalties for Failure to Meet Required
Water Use Reductions During the Current Stage 1 Water Shortage Emergency
February 14, 2023
Page 6
DISADVANTAGES:
Suspending penalties for failure to meet required water use reductions may lead to more
water use during a Stage 1 Drought Emergency. Although Lopez reservoir levels are no
longer below 20,000 acre-feet, the Governor’s drought emergency declaration is still in
effect in California.
ENVIRONMENTAL REVIEW:
The suspension of the penalties provided in Paragraph D of Exhibit “A” of Resolution 5119
is not a project subject to the California E nvironmental Quality Act (“CEQA”) because it
has no potential to result in either a direct, or reasonably foreseeable indirect, physical
change in the environment (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.).
The suspension of the penalties does not alter the restrictions imposed on the baseline
water usage levels provided in the resolution. Additionally, all remaining requirements of
Resolution 5119 will remain in place. Alternatively, this is not a “project” as defined by
CEQA because suspension of the penalties is merely administrative activity related to the
implementation of Resolution 5119 (See State CEQA Guidelines, § 15378(b)(2),(4)). For
those reasons, the action is exempt from CEQA.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachments:
1. Proposed Resolution
2. Resolution 5119
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ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF ARROYO GRANDE SUSPENDING PENALTIES FOR
EXCEEDANCES OF CUSTOMERS’ BASELINE WATER
ALLOTMENTS DURING THE CURRENT STAGE 1 WATER
SHORTAGE EMERGENCY
WHEREAS, on October 12, 2021, the City Council adopted Resolution 5119 declaring a
Stage 1 Water Shortage Emergency in accordance with California Water Code Section
350 and Arroyo Grande Municipal Code (AGMC) Section 13.07.030; and
WHEREAS, Chapter 13.07 of the AGMC provides for stages of action that will be
undertaken in response to water supply shortages and related triggering conditions,
consistent with the City of Arroyo Grande’s Urban Water Management Plan and for the
imposition of regulations and restrictions, including, but not limited to, requirements to
reduce consumption of water, that are necessary in order to protect the health, safety
and welfare of the community; and
WHEREAS, pursuant to AGMC Section 13.07.030(A), all residential water customers
have been assigned a baseline amount of water based upon the amount of water used
during the same billing of the year prior to the adoption of Resolution 5119. All
residential customers are required to reduce water usage by the set percentage amount
set forth in Exhibit A of Resolution 5119. Residential and Commercial customers are
subject to mandatory penalties for failing to meet required water use reductions, as
provided in Exhibit A of Resolution 5119; and
WHEREAS, pursuant to AGMC Section 13.07.030(A), the City Council may modify or
amend the imposition of mandatory financial penalties based upon a determination of
the severity of the water shortage emergency; and
WHEREAS, triggering conditions for a Stage 1 Water Shortage Emergency under
AGMC Section 13.07.030(A) may include, but are not limited to, a determination that the
water level at Lake Lopez is at or below fifteen thousand (15,000) acre -feet, if there has
been six quarterly continuous events of sentry well level readings below the deep well
index trigger level of seven and o ne-half feet, and/or of the State Water Resources
Control Board has imposed mandatory restrictions in water use by the City; and
WHEREAS, the City of Arroyo Grande has a limited water supply that con sists of two
sources: Lake Lopez and groundwater. The San Luis Ob ispo County Flood Control and
Water Conservation District has developed the Lake Lopez Low Reservoir Response
Plan (LRRP), which provides for a series of management procedures that are to be
followed the reservoir level drops below 20,000 acre -fee, which includes reduced
municipal water delivers; and
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RESOLUTION NO.
PAGE 2
WHEREAS, on July 8, 2021, Governor Gavin Newsom issued a Proclamation of a State
of Emergency, pursuant to the California Emergency Services Ac t, due to extreme
drought in certain counties in the State, including San Luis Obispo County; on July 13,
2021, the San Luis Obispo County Board of Supervisors declared a local drought
emergency; and on August 24, 2021, the Board of Supervisor s initiated the LRRP for
Lake Lopez. Under the LRRP, the City is subjected to a 10% reduction in Lopez
deliveries, which equates to 216,000 gallons per day; and ; and
WHEREAS, on July 14, 2021, the United States Drought Monitor showed San Luis
Obispo County in an extreme drought; and
WHEREAS, on September 22, 2021, Lopez Lake was at 15,426 acre-feet of storage
and was expected to fall below the triggering threshold of 15,000 acre -feet by
approximately October 14, 2021; and
WHEREAS, on July 21, 2022, the Zone III Advisory Board approved the Technical
Advisory Committee’s recommendation to reduce contract deliveries by 20% prior to
Lopez Lake reaching 10,000 acre-feet. As a result, the City began reducing the flow of
deliveries on July 26, 2022 to 1.7 million gallons per day; and
WHEREAS, on January 4, 2023, Governor Newsom issued a Proclamation of a State of
Emergency relating to severe winter storms and a series of atmospheric river systems
that struck California beginning December 27, 2022, bringing high winds, substantial
precipitation, and river, stream, and urban flooding; and
WHEREAS, after the substantial precipitation from the storms, Lopez Lake was at
26,883 acre-feet of storage as of February 6, 2023, compared to 15,426 are-feet of
storage on September 22, 2021; and
WHEREAS, at the January 19, 2023 Zone III Technical Adviso ry Committee Meeting,
the committee voted to suspend the LRRP, thereby releasing the City’s 20% contract
delivery reductions from Lopez Reservoir; and
WHEREAS, on January 27, 2023, after the winter storms, the United States Drought
Monitor showed San Luis Obispo County no longer in an extreme drought, but rather as
abnormally dry; and
WHEREAS, the City Council wishes to authorize the Administrative Services Director to
suspend penalties for exceedances of customers’ baseline water allotments based on
the current status of water levels at Lopez Reservoir.
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RESOLUTION NO.
PAGE 3
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo
Grande, that:
1. The recitals set forth herein are true, correct and incorporated by
reference.
2. The Administrative Services Director is hereby authorized to suspend the
penalties described in Paragraph D of Exhibit “A” of Resolution 5119 for
exceedances of customers’ baseline water allotments otherwise
applicable in accordance with Resolution 5119 for February 2023 billing
dates and all future billing dates, until modified by future Resolution of the
City Council.
3. The suspension of the penalties provided in Paragraph D of Exhibit “A” of
Resolution 5119 is not a project subject to the California Environmental
Quality Act (“CEQA”) because it has no potential to result in either a direct,
or reasonably foreseeable indirect, physical change in the environment
(State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.). The
suspension of the penalties does not alter the restrictions imposed on the
baseline water usage levels provided in the resolution. Additionally, all
remaining requirements of Resolution 5119 will remain in place.
Alternatively, this is not a “project” as defined by CEQA because
suspension of the penalties is merely administrative activity related to the
implementation of Resolution 5119 (See State CEQA Guidelines, §
15378(b)(2), (4)). For those reasons, the action is exempt from CEQA.
On motion of Council Member___________, seconded by Council Member
________, and by the following roll call vote, to wit:
AYES:
NOES:
ABSENT:
the foregoing Resolution was passed and adopted this 14h day of February, 2023.
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RESOLUTION NO.
PAGE 4
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
WHITNEY McDONALD, CITY MANAGER
APPROVED AS TO FORM:
ISAAC ROSEN, INTERIM CITY ATTORNEY
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ATTACHMENT 2
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